Agenda packet, regular meeting — Buena Park City Council, August 12, 2025 (part 2 of 4)

I hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park held this _____ day of _______________ 2025.

_____________________________
City Clerk

SUNGARD PUBLIC SECTOR PAGE NUMBER: 1 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
PAYRUN: NB2
DATE: 07/25/2025

CHECK DEPOSIT CHECK

NUMBER AMOUNT AMOUNT MAN/VOID ----------EMPLOYEE---------- ID NUMBER V388536 2,030.98 .00 APARICIO, LESLIE 590 V388537 142.19 .00 BOUDREAU, GRACE 730 V388538 4,548.63 .00 COPPING, SARA 951 V388539 2,483.34 .00 ENGLEBRECHT, BRIDGET 261 V388540 3,173.22 .00 FEWER, JESSICA 580 V388541 7,706.21 .00 FRANCE, AARON 1650 V388542 743.29 .00 GODBOLD, KATELIN 672 V388543 989.99 .00 LOPEZ, JESSE 606 V388544 308.10 .00 MCKINNEY, KENNETH 552 V388545 2,876.94 .00 MEDINA, YARETZA 8 V388546 1,180.58 .00 OWAKA, PASCHAL 615 V388547 2,751.11 .00 PERSI, MICHAEL 678 V388548 2,406.69 .00 STRONGMAN, BENJAMIN 681 V388549 213.30 .00 TEHRANI, AIDIN 551 V388550 3,075.43 .00 CASTRO, GWENDOLYNE 503 V388551 6,958.75 .00 FENTON, EDWARD 1564 V388552 890.02 .00 HICKMAN, AISHA 665 V388553 1,961.18 .00 KERN, DONNA 2574 V388554 2,915.79 .00 MIRANDA, MARILU 447 V388555 2,859.25 .00 PREVO, DOREKA 390 V388556 3,793.72 .00 VALDEZ, REBECCA 5490 V388557 2,236.18 .00 BUENROSTRO, PATRICIA 227 V388558 1,852.42 .00 GALLENTINE, KAILEY 486 V388559 4,270.01 .00 GARCIA, ADRIAN 1700 V388560 1,322.79 .00 GLAVIN, BARBARA 1768 V388561 2,126.64 .00 HERNANDEZ, GLORIA 2092 V388562 7,362.19 .00 HYUN, SUNG 2248 V388563 2,395.88 .00 KIM, MIN 2584 V388564 2,359.06 .00 LOVEJOY, REBEKAH 76 V388565 583.72 .00 OZAKI, GRACE 3881 V388566 2,181.11 .00 PAK, TIMOTHY 3955 V388567 3,042.18 .00 PEREZ, JESSICA 4111 V388568 2,717.92 .00 TOMASSETTI, JEEVANI 5623 V388569 2,269.37 .00 TRAN, KRYSTLE 242 V388570 4,214.41 .00 AVERELL, MARK 272 V388571 2,561.25 .00 COLES-GUZMAN, MARY 950 V388572 2,435.91 .00 KENNEDY, SEAN 111 V388573 1,031.06 .00 AHN, JOYCE 263 V388574 985.96 .00 FRANCO-HERNANDEZ, CARLOS 566 V388575 922.90 .00 HOQUE, LAMIYA 412 V388576 819.02 .00 SONNE, SUSAN 5161 V388577 777.24 .00 TRAUT, CONNOR 5399 V388578 3,056.45 .00 ALMQUIST, ANNA PATRICIA 168 V388579 2,017.11 .00 GUERRA, SARAH 1470 V388580 6,270.52 .00 JIMENEZ, ADRIA 2297 V388581 1,284.66 .00 KIRK, RALPH 384 V388582 2,158.68 .00 LOPEZ, ANGELICA 2928 V388583 1,179.30 .00 PHAM, TAMMY 574 V388584 4,858.33 .00 CULL, ROBERT 1012 V388585 2,247.96 .00 FLORES, CHRISTOPHER 464 SUNGARD PUBLIC SECTOR PAGE NUMBER: 2 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388586 3,484.33 .00 HOPKINS, NICHOLAS 627 V388587 2,968.09 .00 LESTER, ALEXANDER 2868 V388588 2,001.28 .00 MACIAS, JUDITH 2996 V388589 2,652.32 .00 MAYORQUIN, RAYMUNDO 221 V388590 2,909.82 .00 TART, ANDRE 5235 V388591 3,012.74 .00 ALVAREZ, JOSHUA 458 V388592 2,198.89 .00 CASTANEDA, GUADALUPE 280 V388593 2,546.33 .00 CASTELLANOS, CARLOS 515 V388594 2,641.03 .00 CATALDO, JOHN 766 V388595 3,068.22 .00 CRAVENS, ROBERT 658 V388596 2,233.39 .00 DAVIS-VALENTINE, SUZANNE 1085 V388597 655.10 .00 DINH, MICHELLE 433 V388598 6,772.00 .00 FOULKES, MATTHEW 9 V388599 1,355.64 .00 GUZMAN, FEDERICO 1918 V388600 1,959.74 .00 LOMELI, MOISES 472 V388601 4,094.97 .00 LUNA, HARALD 264 V388602 2,954.50 .00 MCALEESE, IAN 159 V388603 3,392.86 .00 NAVARRO, SANDRA 93 V388604 2,505.65 .00 SANTOS, RUTH 4640 V388605 49.27 .00 SCHOALES, JAMES CRAIG 4655 V388606 1,925.93 .00 TAE, RAY 5196 V388607 4,300.38 .00 THAI, LOTUS 536 V388608 2,436.29 .00 ZAPIEN, ERNESTINE 5777 V388609 47.39 .00 DAVIS, MONIQUE 386 V388610 47.39 .00 DIEP, DEBORAH 1208 V388611 47.39 .00 JUDEH, MIRVAT 389 V388612 47.39 .00 PATINO ESCALONA, HECTOR 387 V388613 3,602.13 .00 DHAUW, MELISSA 1170 V388614 3,295.63 .00 SUAREZ, SARABETH 5169 V388615 3,192.03 .00 YOON, JIWON 91 V388616 807.01 .00 BARR, LISA 366 V388617 2,205.72 .00 BARRAZA, TAYLOR 501 V388618 2,907.65 .00 COTA, LORRAINE 954 V388619 6,329.26 .00 DAVENPORT, JOSEPH 1094 V388620 6,897.54 .00 GEYER, BRADLEY 1692 V388621 7,291.14 .00 NGUYEN, NGHIA 3755 V388622 7,934.34 .00 NUNES, FRANK 3813 V388623 1,772.89 .00 CHARNES, LANCE 783 V388624 8,013.52 .00 DIERINGER, RYAN 1145 V388625 5,864.51 .00 JIMENEZ, ROBERT 352 V388626 3,686.15 .00 KIM, HYUN 328 V388627 3,632.67 .00 LAM, DAVID 2790 V388628 652.26 .00 LOVCHIK, MICHAEL 6 V388629 4,366.65 .00 MIKIEWICZ, SIMON 3360 V388630 1,070.37 .00 NOVOTNY, MARY 3705 V388631 3,344.50 .00 SEMAAN, NADIA 4740 V388632 5,966.68 .00 SHADDOW, JON-MICHAEL 4837 V388633 3,202.50 .00 ALCALA, BRITTANY 58 V388634 2,917.30 .00 ARIAS, KALEA 592 V388635 3,359.16 .00 BARAJAS, MAYRA 357 V388636 2,562.61 .00 BINYON, ERIC 506 V388637 5,017.60 .00 BRANDSTETTER, JAMES 629 V388638 3,761.07 .00 BUTH, CATHERINE 561 V388639 3,322.38 .00 CARPENTER, SCARLET 1663 V388640 203.15 .00 CIFUENTES MEDINA, DANNA 671 V388641 956.87 .00 CORTEZ TORRES, AMANDA 450 SUNGARD PUBLIC SECTOR PAGE NUMBER: 3 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388642 1,265.68 .00 DIERINGER, REGINA 1515 V388643 4,068.49 .00 ESCOBEDO, STACEY 1530 V388644 5,592.57 .00 ESQUETINI, MARIA 1536 V388645 2,430.29 .00 HERNANDEZ, ISABELLA 112 V388646 955.93 .00 MADHAE, DEEPINDER 555 V388647 4,267.70 .00 MAERKER, ELIZABETH 3017 V388648 5,192.11 .00 MCGRATH, CODY 3220 V388649 437.26 .00 MENDOZA ESPINOZA, MYA 532 V388650 1,201.83 .00 NOLASCO, NICOLE 595 V388651 1,180.82 .00 ONTIVEROS, STEVEN 342 V388652 2,803.24 .00 PALMA CARDENAS, DIANA 3970 V388653 889.18 .00 PARRA, ANGEL 498 V388654 760.08 .00 RODRIGUEZ TZAJ, SANDY 604 V388655 907.87 .00 RODRIGUEZ VILLA, YARELI 205 V388656 2,641.18 .00 SAUCEDA, CATHLEEN 4645 V388657 5,379.62 .00 SHERIFF, SAMANTHA 2096 V388658 814.44 .00 SILVERIO, SAMANTHA 497 V388659 4,952.51 .00 TANIGUCHI, MELISSA 5230 V388660 1,006.68 .00 VELLANOWETH, KRISTINE 217 V388661 787.79 .00 WOOD, HUNTER 605 V388662 856.79 .00 YBARRA, DELIA 529 V388663 2,283.20 .00 CHAN, KARA 795 V388664 2,489.02 .00 FIORE, KATE 1560 V388665 2,334.35 .00 FLOHRA, KARAN 516 V388666 3,368.26 .00 FOX, CHARITY 1641 V388667 700.56 .00 KUHN, MICHELLE 2730 V388668 719.30 .00 KUHN, TARI 2747 V388669 2,580.57 .00 MAERTZ, DANA 3018 V388670 3,481.41 .00 MENDIVEL, CHRISTINA 3299 V388671 2,631.25 .00 NGO, CATHERINE 3752 V388672 2,831.31 .00 PENDLETON, SUN 4080 V388673 2,346.24 .00 RAMIREZ, ARIANNA 86 V388674 1,895.81 .00 TENG, LING-FEI 2871 V388675 7,323.92 .00 BATES, PATRICK 378 V388676 5,767.23 .00 BELTRAN, CHRISTINA 13 V388677 7,184.53 .00 BERNAL, DAVID 480 V388678 4,393.43 .00 BLACKWOOD, PHALANN 550 V388679 4,660.74 .00 BOURNE, CLIFFORD 5612 V388680 4,733.35 .00 BOYD, ROBERT 584 V388681 5,947.40 .00 BOYER, CAMERON 585 V388682 5,242.54 .00 BRAVO, ISABEL 420 V388683 5,848.63 .00 CAMPOS, LOLANI 728 V388684 5,446.48 .00 CERDA, SERGIO 240 V388685 5,002.68 .00 CHAVEZ, ALEJANDRO 182 V388686 5,529.67 .00 CHAVEZ, ANTONY 246 V388687 4,310.05 .00 CURATOLA, ANTHONY 350 V388688 5,072.57 .00 DAVIS, JONATHAN 1083 V388689 5,658.62 .00 ESCAMILLA, MARIO 1529 V388690 5,652.78 .00 ESCOBEDO, DOMINICK 1521 V388691 3,410.10 .00 ESTRELLA, CARL JOSEPH 415 V388692 4,926.69 .00 FRANKLIN, KEVIN 1649 V388693 6,995.08 .00 GALOS, MICHAEL 1680 V388694 5,337.39 .00 GANO, KEVIN 1742 V388695 4,018.12 .00 GARCIA, JONATHAN 514 V388696 6,416.24 .00 GENTNER, GEORGE 1765 V388697 5,362.34 .00 GONZALEZ, LUIS 164 SUNGARD PUBLIC SECTOR PAGE NUMBER: 4 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388698 6,332.25 .00 GONZALEZ, OSCAR 1785 V388699 5,945.87 .00 HERST, RYAN 2102 V388700 6,200.52 .00 HOGAN, CHRISTIAN MICHAEL 138 V388701 6,996.86 .00 HONG, ALEX 2130 V388702 7,072.83 .00 JIMENEZ, GUSTAVO 2285 V388703 5,990.54 .00 JOHNSON, BRYAN 2300 V388704 9,543.73 .00 LEPE, SERGIO 2901 V388705 5,113.83 .00 LIRA, JOSEPH 133 V388706 5,429.15 .00 LOPEZ, GUILLERMO 2958 V388707 5,686.35 .00 LOVETERE, JOSEPH 2962 V388708 4,343.42 .00 LUONG, AARON 577 V388709 6,648.59 .00 MARTINEZ, JESUS 117 V388710 4,257.09 .00 MEDRANO, JULIAN 3223 V388711 5,190.55 .00 MEKDARA, BOBBY 624 V388712 4,306.03 .00 MEONO, ROBIN 351 V388713 4,903.20 .00 MOELLER, SARAH 3590 V388714 6,285.06 .00 MORALES, FRANK 3489 V388715 5,032.53 .00 MORQUECHO, FERNANDO 510 V388716 8,094.07 .00 MUNOZ, OSCAR 3605 V388717 4,621.79 .00 MURILLO CASTRO, JULIAN 268 V388718 4,326.40 .00 NGUYEN, ANTHONY 258 V388719 9,203.91 .00 NYHUS, CHRISTOPHER 3808 V388720 6,141.48 .00 O'DETTE, DIRK 3823 V388721 4,761.41 .00 OH, WILLIAM 326 V388722 3,426.57 .00 OSORIO, STEVIE 573 V388723 7,434.96 .00 PADILLA, VALERIE 108 V388724 6,907.17 .00 PINO, RICHARD 4171 V388725 7,894.98 .00 PROCEL, ANDY 4243 V388726 7,066.57 .00 RAMIREZ, ANGEL 4314 V388727 4,762.28 .00 RANGEL, PRISCILLA 4337 V388728 6,626.43 .00 REYES, HUGO 98 V388729 5,622.36 .00 RODRIGUEZ, CHRISTIAN 4476 V388730 5,362.04 .00 RODRIGUEZ CASTILLERO, JOSEPH 259 V388731 5,027.30 .00 RUBALCAVA, EFRAIN 4590 V388732 5,652.12 .00 SALAZAR, RYAN 4626 V388733 6,251.34 .00 SOLIS, DANIEL 5000 V388734 2,595.66 .00 SOUSA, MATTHEW 596 V388735 4,341.27 .00 TEWELL, MELISSA 5282 V388736 8,891.26 .00 TOMSICK, MARTIN 5360 V388737 7,077.84 .00 TRAN, TUYET 5424 V388738 4,518.92 .00 TURNER, JERAMIAH 291 V388739 4,633.22 .00 WILLIAMS-GIROUX, JACOB 499 V388740 7,330.76 .00 COLON, BOBBY 900 V388741 8,337.47 .00 LEE, CONNOR 2861 V388742 2,227.03 .00 MENDOZA HERNANDEZ, STEPHANIE 427 V388743 6,135.34 .00 ORTEGA, MICHAEL 104 V388744 6,379.58 .00 RICE, JAMES 4408 V388745 2,508.04 .00 SILVA, OSCAR 4886 V388746 2,451.05 .00 UMLAH, AMBER 5435 V388747 2,522.50 .00 VAZQUEZ-CAMACHO, MARLENE 101 V388748 9,457.24 .00 VU, JEFFREY 5519 V388749 1,173.87 .00 BAIR, JOHN 284 V388750 1,002.00 .00 CASEY, DROUETT 771 V388751 424.00 .00 PATTON, DANA 4060 V388752 6,893.16 .00 BAILEY, JOHN 355 V388753 5,298.42 .00 BOUDREAU, CORY 583 SUNGARD PUBLIC SECTOR PAGE NUMBER: 5 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388754 3,033.35 .00 BOUDREAU, LAURA 2192 V388755 6,467.78 .00 BOYINGTON, DEVIN 594 V388756 5,142.53 .00 CARNEY, THOMAS 751 V388757 6,411.04 .00 CHRISTIANSEN, ANDREW 97 V388758 5,016.25 .00 EK, CHRISTOPHER 1477 V388759 5,727.12 .00 KALAGIAN, BRYANT 2436 V388760 2,707.56 .00 LARA, KARON 103 V388761 3,087.22 .00 LOMELI, LISBETH 4516 V388762 3,541.55 .00 LOPEZ, VANESSA 2929 V388763 6,113.47 .00 LOPEZ, WILLYVALDO 2941 V388764 6,654.19 .00 LOWE, AUSTIN 2956 V388765 6,620.87 .00 MOON, DAVID 3479 V388766 2,502.60 .00 MORALES MALDONADO, IVETT 3490 V388767 2,507.96 .00 O'DETTE, NANCY 1920 V388768 5,756.71 .00 PANTOJA, DAVID 3986 V388769 7,052.41 .00 PLUMLEE, ROGER 4180 V388770 2,904.79 .00 SULLIVAN, STACEY 5160 V388771 3,605.49 .00 TREADWAY, SARA 4210 V388772 4,467.67 .00 VU, KRISTINE 63 V388773 8,790.98 .00 YO, DANIEL 5752 V388774 2,213.42 .00 CARDENAS, MARGARET 336 V388775 2,267.23 .00 IBARRA, KRISTI 88 V388776 6,502.37 .00 MIKHAEL, MINA 3359 V388777 2,199.66 .00 ALMANZA, MINERVA 79 V388778 4,633.07 .00 ALQAM, NADER 71 V388779 4,397.80 .00 ARABOLU, DEEPTHI 178 V388780 3,136.39 .00 CAPISTRANO, FRANCES 74 V388781 2,851.76 .00 ESPARZA-ALMARAZ, AARON 383 V388782 2,911.81 .00 GUZMAN, HECTOR 512 V388783 1,521.87 .00 HA, ALAN 677 V388784 3,246.72 .00 LANNAN, GREGORY 2791 V388785 2,578.29 .00 LEE, HYANG SUN 430 V388786 3,594.18 .00 MILLER, JADEN 513 V388787 3,013.58 .00 PENA, MANUEL 2933 V388788 3,283.54 .00 TRAN, JASON 96 V388789 3,935.44 .00 WRAY, NORMAN 5725 V388790 2,520.41 .00 ZARAGOZA, EDUARDO 5788 V388791 3,307.23 .00 AUBUCHON, LAURIE 250 V388792 3,509.47 .00 GENERA, ELIZABETH 1685 V388793 4,786.81 .00 HUNT, JOSEPH 2249 V388794 1,965.81 .00 LUX, ANDREA 2972 V388795 2,438.18 .00 VENEGAS MENDEZ, JAVIER 5491 V388796 3,835.36 .00 BACA, ANDREW 315 V388797 3,625.29 .00 BRITO, MICHAEL 642 V388798 1,387.46 .00 CASTRO, EFRAIN 641 V388799 708.13 .00 CASTRO, JOHN 540 V388800 1,467.07 .00 DURAN, LUIS 623 V388801 3,417.13 .00 ESCATEL-OROSCO, PEDRO 1537 V388802 1,964.88 .00 ESPINOSA, GUIDO 637 V388803 2,063.15 .00 GONZALES, DERRICK 635 V388804 2,722.52 .00 GONZALEZ, ALEJANDRO 1783 V388805 1,918.57 .00 GONZALEZ, KONRAD 587 V388806 4,363.02 .00 LIBUNAO, NINO 2912 V388807 2,087.19 .00 LISCANO, CHRISTOPHER 850 V388808 1,802.13 .00 MARASCO, MATTHEW 289 V388809 2,657.38 .00 MUNOZ, JOHNNY 144 SUNGARD PUBLIC SECTOR PAGE NUMBER: 6 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388810 2,384.60 .00 NAJERA, JESSE 3630 V388811 3,367.25 .00 RIVERA, JOE 4450 V388812 1,280.75 .00 ROBLES, ISAIAH 644 V388813 1,733.40 .00 RODRIGUEZ, MIGUEL 589 V388814 2,911.79 .00 RODRIGUEZ, OSCAR 131 V388815 2,270.46 .00 SERNA, JUAN 4728 V388816 3,062.03 .00 TORREZ, JAVIER 69 V388817 2,248.73 .00 AREVALOS, RYAN 456 V388818 3,351.57 .00 CARRILLO, EDWARD 765 V388819 2,083.29 .00 CHAVEZ, CAESAR 544 V388820 3,488.31 .00 ELLS, ZACHARY 1500 V388821 2,188.14 .00 ENNIS, JOSEPH 262 V388822 3,160.63 .00 FINCH, BARRETT 1574 V388823 3,112.55 .00 HAGAN, KEVIN 1947 V388824 3,773.16 .00 KVENBO, SCOTT 2750 V388825 2,279.11 .00 LAUTERIO, MATTHEW 533 V388826 2,708.97 .00 MARTINEZ, MARCO 215 V388827 8,841.00 .00 MCGEE, MICHAEL 9306 V388828 2,611.37 .00 MILLER, DAVID 3390 V388829 3,142.91 .00 MOJARRO, ANDREW 3082 V388830 6,523.92 .00 MOORE, FRANK 3486 V388831 1,765.75 .00 MYLLES, JOSHUA 279 V388832 2,011.80 .00 PRECIADO, CAMDEN 134 V388833 2,864.60 .00 SANCHEZ, JUAN 4617 V388834 2,344.09 .00 SPEAR, ANTHONY 5011 V388835 3,363.27 .00 STEPHENSON, MARK 5122 V388836 2,871.40 .00 TAVARES, JAMEY 5231 V388837 1,941.77 .00 ALVAREZ, CARLOS 136 V388838 2,506.95 .00 DAHL, TERRY 1084 V388839 2,771.32 .00 DOMINGUEZ, KEVIN 565 V388840 3,521.33 .00 GARCIA ORTEGA, JOSE 1636 V388841 2,525.28 .00 GRIMES, DAVID 1881 V388842 2,367.60 .00 GUZMAN, KEVIN 132 V388843 2,395.63 .00 KOSS, MICHAEL 2718 V388844 3,716.09 .00 MARTINEZ, GABRIEL 3139 V388845 2,702.25 .00 MELLADO, KIM 3289 V388846 2,837.92 .00 MERROW, MATTHEW 3316 V388847 2,361.88 .00 OTTEN, DAVID 3869 V388848 2,183.57 .00 PERKINS, CUMARI 454 V388849 5,367.83 .00 PORTER, JEFFREY 4174 V388850 2,939.96 .00 RODRIGUEZ, EDWARD 4479 V388851 2,290.84 .00 RUIZ, ALEJANDRO 416 V388852 1,363.77 .00 SAILIATA, RAYMOND 648 V388853 1,333.87 .00 SOLOMAN, ROBERTO 654 V388854 2,338.76 .00 TORRES, SALVADOR 234 V388855 2,480.78 .00 WELLS, ANTHONY 5610 V388856 1,063.53 .00 AVERELL, ANDREW 349 V388857 3,905.36 .00 CAMPIZTA, ADAM 225 V388858 3,476.47 .00 DE LA CRUZ, RICARDO 558 V388859 3,587.08 .00 MACIAS, RAYMOND 2998 V388860 2,766.05 .00 WEAR, JOHN 5606 V388861 2,216.81 .00 ALARCON, ALEXANDER 485 V388862 6,944.94 .00 BOX, JAMES 576 V388863 2,231.81 .00 CHAVEZ, ARIANA 788 V388864 23.70 .00 CHENCINSKI, COLETTE 487 V388865 1,953.74 .00 CONTRERAS, SAUL 95 SUNGARD PUBLIC SECTOR PAGE NUMBER: 7 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388866 .00 .00 FRUTOS, JERRY 488 V388867 23.70 .00 HOLGUIN, COURTNEY 394 V388868 23.70 .00 JESSUP, LISA 496 V388869 4,790.79 .00 KURATA, DALE 2749 V388870 2,194.85 .00 MANCILLA, JSSICA 451 V388871 2,599.34 .00 MARTINEZ, SERENA 3147 V388872 23.70 .00 MCCANN, CAROL 439 V388873 2,079.21 .00 MOMPELLER, JUSTICE 443 V388874 23.70 .00 ROSS, IRVING 435 V388875 1,006.68 .00 SANCHEZ, CHRISTOPHER 236 V388876 3,518.68 .00 SAUCEDA, MARK 4642 V388877 1,011.49 .00 ALTAWARAH, RAMA 153 V388878 1,323.80 .00 ALVARADO, ADRIAN 89 V388879 808.32 .00 AMESCUA, MICHAEL 542 V388880 712.14 .00 ARIAS, SOFIA 537 V388881 1,166.13 .00 BAHENA, PEDRO 148 V388882 719.35 .00 BAKER, JAMISON 465 V388883 247.00 .00 BRAMASCO, EMELY ROSALEE 612 V388884 1,097.51 .00 CARVENTE, GIANJAVIER 334 V388885 1,396.35 .00 CISNEROS, MICHELLE 812 V388886 1,103.81 .00 DIEGO, NICOLE 331 V388887 1,015.41 .00 DURGIN, JAYLIND 186 V388888 680.08 .00 ESCAMILLA PATRICIO, DANIELLE 534 V388889 836.37 .00 FERNANDEZ, GISSEL 330 V388890 816.33 .00 GARCIA, MICHELE 171 V388891 690.59 .00 GONZALEZ, ISAAC 294 V388892 670.03 .00 GRANADOS, REGINA 145 V388893 1,094.10 .00 GUERRA, ATHZIRI 141 V388894 1,223.01 .00 GUERRA, ROCCO 44 V388895 1,234.76 .00 GUILLEN, JAYDEN 339 V388896 975.68 .00 GUTIERREZ, MICHELLE 1925 V388897 1,446.50 .00 HERNANDEZ, KATE 2091 V388898 956.59 .00 HERNANDEZ-ZAMORA, JAZMIN 613 V388899 1,419.15 .00 HOLLOWAY, ELIZABETH 2185 V388900 503.15 .00 JUBRAN, NOAH 127 V388901 760.23 .00 LEWIS, ALEC 266 V388902 1,261.15 .00 MAGANA, ADAM 173 V388903 439.11 .00 MAY, REBECCA 3 V388904 1,146.87 .00 MOLINA, LILLY 611 V388905 1,551.76 .00 MORENO, ANDREW 161 V388906 840.39 .00 NGHIEM, NATALIE 249 V388907 1,021.71 .00 NGUYEN, KEVIN 299 V388908 800.31 .00 NGUYEN, TIFFANIE 609 V388909 1,045.21 .00 OCHOA, ALAN 192 V388910 454.01 .00 ONTIVEROS, IZABELLA 3864 V388911 812.33 .00 OYADELE, AYOMIDE 618 V388912 388.80 .00 RAY, SABRINA 286 V388913 1,340.14 .00 RIVERA GOMEZ, YAMILEX 4432 V388914 864.42 .00 RODRIGUEZ, KAREN 538 V388915 1,103.80 .00 RODRIGUEZ, MIKAYLA 295 V388916 920.53 .00 ROQUE, KATRINA 38 V388917 1,029.21 .00 RUIZ, LUIS 527 V388918 1,294.71 .00 RUSSELL, JEFFREY 150 V388919 1,192.82 .00 SANCHEZ, NATHAN 504 V388920 712.14 .00 SHRESTHA, SALIS 610 V388921 338.48 .00 SINGH, JAKOB 45 SUNGARD PUBLIC SECTOR PAGE NUMBER: 8 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388922 688.09 .00 SOLIMAN, MARSEL 322 V388923 1,321.12 .00 SOLTERO, JESSE 177 V388924 1,116.57 .00 SORIA, NOAH 5004 V388925 954.91 .00 STRICKLER, LINDA 5135 V388926 1,166.12 .00 TAPIA, ANGELICA 306 V388927 388.80 .00 THANKESWARAN, HASHMITHAA 543 V388928 1,328.29 .00 THOMSEN, MATTHEW 194 V388929 2,807.86 .00 VAN SICKLE, MICHELLE 2076 V388930 958.18 .00 VAZQUEZ, OSCAR 152 V388931 752.21 .00 VELOZ, SABRINA 146 V388932 862.72 .00 VILLANUEVA, SAMANI 80 V388933 995.83 .00 WEBER, ISABELLA 614 V388934 948.59 .00 WONGSUPHAKPHAN, BRIANNA 337 V388935 207.86 .00 AGUILAR, KASSANDRA 685 V388936 1,572.29 .00 AGUILERA, CIENNA 617 V388937 1,930.11 .00 AHANYA, PRISHA 208 V388938 1,131.20 .00 ARMENTA, JESSICA 599 V388939 207.86 .00 BARNES, JOSIAH 619 V388940 2,141.67 .00 BUENROSTRO, ADRIAN 598 V388941 1,658.51 .00 CATAN, KYLIE ROSE 185 V388942 1,597.48 .00 CLOCK, AUDREY 201 V388943 1,748.88 .00 CROCKETT, ALLISON 199 V388944 1,053.98 .00 DIXON, DAVONNE 563 V388945 1,915.96 .00 GALLEGOS, INARI 572 V388946 1,921.82 .00 GLYNN, FIONA 115 V388947 1,437.96 .00 GODFREY, RILEY 4 V388948 1,907.31 .00 GONZALEZ, EMBERLY 204 V388949 1,390.44 .00 HILLIARD, AMAYA 616 V388950 1,182.02 .00 KIM, SI YON 628 V388951 207.86 .00 LU, AIDEN 660 V388952 207.86 .00 LUM, OLIVER 686 V388953 2,308.03 .00 MAYA, GALILEA 324 V388954 1,499.88 .00 NGUYEN, DARREN 603 V388955 2,267.02 .00 PEDROZA, ANGELINE 325 V388956 1,699.43 .00 POTTER, ALEXANDRA 564 V388957 273.50 .00 QUINTERO-GUAN, SEAN 601 V388958 1,478.10 .00 ROMERO, SYDNEY 14 V388959 975.30 .00 SALO, SAVANNAH 602 V388960 1,701.35 .00 SINGH, YASHPREET 48 V388961 1,695.05 .00 SMITH, JOHN 210 V388962 1,622.09 .00 TAKEUCHI, AIRA 214 V388963 1,253.60 .00 TORRES, INEZ 296 V388964 1,921.20 .00 VACA, SARAH 311 V388965 273.50 .00 VALENCIA, JAYDEN 643 V388966 956.96 .00 XA, ANDY 659 V388967 1,137.25 .00 AGUILAR, KALVIN 23 V388968 521.44 .00 BARTOLO, BRYAN 338 V388969 667.09 .00 CABUSAO, NINA MARINELLA 729 V388970 985.54 .00 CERVANTES, BRIANA 757 V388971 986.47 .00 CHOATE, RACHAEL 511 V388972 1,244.60 .00 CORRALES, ISAAC 474 V388973 3,055.54 .00 DAVIS, TANIKKA 1082 V388974 471.12 .00 DELGADO, ISABEL 502 V388975 92.34 .00 GONZALES, STACI 484 V388976 1,508.24 .00 GRACIA, TONY 622 V388977 906.61 .00 HONG, YI 2189 SUNGARD PUBLIC SECTOR PAGE NUMBER: 9 DATE: 07/24/2025 CITY OF BUENA PARK PAYREP83 TIME: 16:26:59 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run='NB2'

ALL CHECKS
V388978 3,136.24 .00 HURTADO, MARIA 353 V388979 1,294.18 .00 LARIZ RUBALCAVA, CARLOS 429 V388980 916.51 .00 LIZARRAGA, ERIK 483 V388981 1,133.21 .00 LOZANO, WILFREDO 621 V388982 2,459.49 .00 MARQUEZ PINEDO, ANALISA 3118 V388983 1,246.65 .00 MEGGINSON, MARK 562 V388984 958.65 .00 MENDOZA, GISELLE 522 V388985 283.59 .00 MORISON, MATTHEW 243 V388986 2,668.27 .00 NIELSEN, ROSEMARY 3760 V388987 686.89 .00 ORTIZ, YAHAIRA 241 V388988 722.16 .00 ROJAS, ASHLEY 473 V388989 682.36 .00 RUIZ, GIANCARLO 466 V388990 690.58 .00 SALAZAR, NICHOLAS 661 V388991 900.17 .00 SALDUA, DAVID 664 V388992 1,133.05 .00 SANCHEZ, LORETTA 462 V388993 591.93 .00 SANDOVAL, RYAN 663 V388994 624.82 .00 SINGH, YASMINE 479 V388995 856.74 .00 SOSA, ELIANNA 341 V388996 464.43 .00 VEGA-MATA, PEDRO 278 V388997 786.61 .00 ZAZUETA, RYAN 267

PAYRUN TOTAL
CHECK: 462 1,317,952.56 .00
TOTAL
CHECKS: 462 1,317,952.56 .00
August 12, 2025

CONSENT CALENDAR
Item No. 4C.

City Council Agenda Report
FINAL PAYMENT TO SOUTHERN BLEACHER COMPANY, INC. FOR THE BELLIS PARK BLEACHERREPLACEMENT PROJECT

PREPARED BY PRESENTED BY
HySun Lee, Assistant Engineer HySun Lee, Assistant Engineer

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Mina Mikhael, Director of Public Works/City Engineer Aaron France, City Manager

RECOMMENDED ACTION
1) Accept the project as complete and approve a final payment to Southern Bleacher Company, Inc. in the amount of $47,530; and 2) Direct the Public Works Department to file a Notice of Completion.

PREVIOUS CITY COUNCIL ACTION
On November 12, 2024, the City Council approved a contract with Southern Bleacher Company, Inc., in the amount of $47,530 for the Bellis Park Bleacher Replacement Project. The approved total construction project budget of $52,530 included a $5,000 construction contingency.

DISCUSSION
The Bellis Park Bleacher Replacement Project is complete. This project consisted of the assembly, installation, and securing of a bleacher at the park.

Contract Dates
Advertisement: 09/17/2024
Contract Awarded: 11/12/2024
Notice to Proceed: 07/01/2025
Work Completed: 07/09/2025
The contractor has submitted a bill for work completed as of July 9, 2025. All items, quantities, and prices have been checked and found to be in accordance with the contract documents. The final payment is in the amount of $47,530. The final contract cost for this project is $47,530. This amount is $5,000 (or 9.5%) under the approved construction project budget of $52,530. The total retention is in the amount of $2,376.50 and will be released following the expiration of the 35-day lien period. An analysis of expenditures is listed in Appendix “A” – Capital Improvement Project Final Report.

Staff recommends that the City Council accept the project as complete.

BUDGET IMPACT
The final cost of the project is $47,530. This project was funded by the Government Building Maintenance Fund (Account No. 77-7840-170670).

Attachments
Bellis Park Bleacher Att1of3 Appendix A.pdf
Bellis Park Bleacher Att2of3 Invoice.pdf
Bellis Park Bleacher Att3of3 Finance Memo.pdf

CONTRACT
$47,530.00
$5,000.00
$52,530.00

CONTRACT ADJUSTMENTS
- - -
$0.00

CONTRACT EXPENDITURES
$0.00
$0.00
$0.00
$47,530.00
-$2,376.50
$45,153.50

PROJECT SUMMARY
$47,530.00
$0.00
$47,530.00
$52,530.00
$5,000.00

9.5%
Appendix "A" - Capital Improvement Project Final Report

BELLIS PARK BLEACHER REPLACEMENT PROJECT
Original Construction Contract Amount
Council Approved Construction Contingency Funds
Approved Construction Contract Amount
Contract Change Orders
Total Contract Adjustments
Previous Payments
Value of Work Done Previously
Retention Held Previously
Less Previous Payments
Final Payment
Value of Work Done This Period
Retention Held This Period
Percentage Under the Approved Construction Contract Amount Total Amount Due This Payment
Original Construction Contract Amount
Total Construction Contract Adjustment
Revised Construction Contract
Approved Construction Contract Amount
Amount Under the Approved Construction Contract Amount

DEPARTMENT OF PUBLIC WORKS
PO BOX 1 801 FIFTH ST
GRAHAM, TX 76450
Phone:

Fax: 940-549-1365
Invoice
Ship to: Bill to: CA BUENA PARK - BELLIS PARK

BLEACHER REPLACEMENT
7171 8TH ST
BUENA PARK, CA 90621-2256

CITY OF BUENA PARK
6955 ARAGON CIRCLE
BUENA PARK, CA 90620
906203
Disc DateCustomer Ref TermsInvoice Date Due DateInvoice # Cust # 08/21/2507/22/25 072597 4680 NET 30
Cust # Disc DateCustomer Ref TermsInvoice Date Due DateInvoice # AmountQuantityUnit PriceItemContractDescriptionLine Mth/Trans 2,500.00 124285.ENGINEERING/GENERAL CONDITION 107/25 551 0.000 33,830.00 224285.MATERIALS 207/25 551 0.000 11,200.00 324285.INSTALLATION 307/25 551 0.000 Total
Sales Tax
Less Retainage
Total Due
47,530.00
47,530.00
10 row x 28' non-elevated Silver Edition Bleacher, 8x24 full deck with chainlink fencing on sides
and across rear. Engineer stamp and calculations for review and approval.

Installation
P&P bonds
Notes:

Page 1 of 1 ends

MEMORANDUM
Department of Public Works

DATE: August 12, 2025

TO: Adrian Garcia, Finance Manager

FROM: Mina Mikhael, P.E., Director of Public Works / City Engineer

SUBJECT: BELLIS PARK BLEACHER REPLACEMENT PROJECT

Amount: $47,530.00 Account No.: 77-7840-170670

Purchase Order: 250332

Contractor: SOUTHERN BLEACHER COMPANY, INC
P.O. Box One
Graham, TX 76450

Payment Process Date per City Schedule: August 21, 2025

RECOMMENDATION:

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

CERTIFICATION:

This is to certify that the subject project has been completed satisfactorily. The contractor has submitted the final bill for the completed work and is entitled to payment in the amount of $47,530.00 less 5% retained (attached). Bid items, quantities and prices have been checked through this department and are found to be accurate in accordance with the contract documents. A copy of the final report is attached for your file. A “Notice of Completion” will be filed by the Public Works upon approval of the City Council, and following the expiration of the 35-day lien period; the 5% retention will be released to the contractor. Final Payment represents 100% completion to date.

C: Hysun Lee, Assistant Engineer
Gloria Hernandez, Account Clerk

August 12, 2025

CONSENT CALENDAR
Item No. 4D.

City Council Agenda Report
FINAL PAYMENT TO BIG BEN ENGINEERING, INC. FOR THE 6591 BEACH BOULEVARD FIRE HYDRANTAND FIRE SERVICE LINE INSTALLATION PROJECT

PREPARED BY PRESENTED BY
Hector Guzman, Assistant Engineer Hector Guzman, Assistant Engineer

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Mina Mikhael, Director of Public Works/City Engineer Aaron France, City Manager

RECOMMENDED ACTION
1) Accept the project as complete and approve a final payment to Big Ben Engineering, Inc., in the amount of $112,367.63; and 2) Direct the Public Works Department to file a Notice of Completion.

PREVIOUS CITY COUNCIL ACTION
On January 14, 2025, the City Council approved a contract with Big Ben Engineering, Inc., in the amount of $101,500 for the 6591 Beach Boulevard Fire Hydrant and Fire Service Line Installation Project. The approved total construction project budget of $111,500 included a $10,000 construction contingency.

On May 27, 2025, the City Council approved a budget appropriation in the amount of $122,367.53 from the undesignated Economic Development Fund balance, along with Change Order No. 1 in the amount of $10,867.63, for the 6591 Beach Boulevard Fire Hydrant and Fire Service Line Installation Project.

DISCUSSION
The 6591 Beach Boulevard Fire Hydrant Installation Project has been completed. This project consisted of the installation of a 6” Fire Hydrant Assembly and a 4” Fire Water Line as shown in the approved plans and in full compliance with the City of Buena Park standards and requirements.

Contract Dates
Contract Awarded: 01/14/2025
Contract Executed: 02/25/2025
Notice to Proceed: 06/05/2025
Work Completed: 07/09/2025
The contractor has submitted a bill for work completed as of July 9, 2025. All items, quantities, and prices have been checked and found to be in accordance with the contract documents. The final payment is in the amount of $112,367.63. The final contract cost for this project is $112,367.63, which includes Changer Order No. 1 (additional labor and materials to avoid an existing utility vault) and quantity changes. This amount is $10,000 (or 9.0%) under the approved amended construction project budget of $122,367.53. The total retention is in the amount of $5,618.38, and will be released following the expiration of the 35-day lien period. An analysis of expenditures is listed in Appendix “A” – Capital Improvement Project Final Report.

It is hereby recommended that the City Council accept the project as complete.

BUDGET IMPACT
The final cost of the project is $112,367.63. This project was funded by the Economic Development Fund (AccountNo 12-6240-632110).

Attachments
Att. 1 of 3 - Appendix A Project Final Report.pdf
Att. 3 of 3 - Finance Department Memo.pdf
Att. 2 of 3 - Contractor's Final Invoice.pdf

CONTRACT
Original Construction Contract Amount $101,500.00
Council Approved Construction Contingency Funds $10,000.00 Approved Construction Contract Amount $111,500.00
Amended Construction Contract Amount $122,367.63

CONTRACT ADJUSTMENTS
Contract Change Orders
CCO#1 Change Order for labor and material cost to avoid utility confilcts $10,867.63 Total Contract Adjustments $10,867.63

CONTRACT EXPENDITURES
Previous Payments
Value of Work Done Previously $0.00
Retention Held Previously $0.00
Less Previous Payments $0.00
Final Payment
Value of Work Done This Period $112,367.63
Retention Held This Period -$5,618.38
Total Amount Due This Payment $106,749.25

PROJECT SUMMARY
Original Construction Contract Amount $101,500.00
Total Construction Contract Adjustment $10,867.63
Revised Construction Contract $112,367.63
Approved Construction Contract Amount $111,500.00
Amended Construction Contract Amount $122,367.63
Amount Under the Approved Construction Contract Amount $10,000.00 Percentage
Under the Approved Construction Contract Amount 9.0%
6591 BEACH BOULEVARD FIRE HYDRANT INSTALLATION PROJECT
Appendix "A" - Capital Improvement Project Final Report

DEPARTMENT OF PUBLIC WORKS

MEMORANDUM
Department of Public Works

DATE: August 12, 2025

TO: Adrian Garcia, Finance Manager

FROM: Mina Mikhael, P.E., Director of Public Works / City Engineer

SUBJECT: 6591 Beach Boulevard Fire Hydrant and Fire Service Line Installation

Amount: $112,367.63 Account No.: 12-6240-6321 10

Purchase Order: PO No. 250447

Contractor: Big Ben Engineering, Inc.
4790 Irvine Blvd. #105-404
Irvine, CA 92620

Date Warrants are to be Mailed: 08/28/25

RECOMMENDATION:

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

CERTIFICATION:

A copy of the final report is attached for your fil e. A “Notice of Completion” will be filed by the Public Works upon approval of the City Council, and following the expiration of the 35-day lien period; the 5% retention will be released to the co ntractor. Final Payment represents 100% completion to date.

C: Hector Guzman, Assistant Engineer
Gloria Hernandez, Account Clerk

TO :

FROM CONTRACTOR:

ADDRESS:

PROJECT NAME:

PROJECT NUMBER:

CONTRACT DATE:

APPLICATION DATE:
1 2
3 4
5 RETENTION:
a.
b.
c.
6 7
8 9
hereto:

PAY APP: PERIOD TO:

Current Retention value (a + b + c)
Total Earned Less Retention (Line 4 - Line 5)

CHANGE ORDERS
Total Previous Change Orders
Total Approved this Period
Total
Net Approved Change Orders
Additions Deductions
10,867.63$ -$
Total Amount Previously Paid
CURRENT PAYMENT DUE (Line 6 - Line 7)
Balance to Finish, Plus Retention (Line 3 - Line 6)
5%
Original Contract Sum
Net Change by Change Orders
Contract Sum to Date (Line 1 + Line 2)
Total Amount Completed to Date
of Completed Work
Phone: (949) 660-9400 • Fax: (949) 333-3672
10,867.63$
112,367.63$
112,367.63$
5,618.38$
-$
-$
-$
-$
106,749.25$
-$
106,749.25$
5,618.38$
Current Value of Security Deposit in Escrow
Current Value of Retention Deposit in Escrow
Retention Held by City
4790 Irvine Blvd. #105-404 • Irvine, CA • 92620

PAYMENT APPLICATION
7/9/20251
Application is made for payment under the contract as shown below and in schedule 1 attached 101,500.00$
6591 Beach Blvd Fire Hydrant & Fire Service
4790 Irvine Blvd. #105-404, Irvine, CA 92620
Big Ben Engineering, Inc.

Cty of Buena Park
10,867.63$
10,867.63$
6/5/2025
7/9/2025
383

Project Name: 6591 Beach Blvd Fire Hydrant & Fire Service Application Number: 1 Project No. 383 Application Date: 7/9/2025
Owner: Cty of Buena Park Period To: 7/9/2025
Contract Date: June 5, 2025 Contractor: Big Ben Engineering Item No. Description of Work Total Quatities To Date Total Billed To Date Bid Item Bid Item Description Unit QTY Unit Price Bid Total QTY Billing Total QTY Billing Total Project Total Project Total 1 Install New Fire Hydrant EA 1 52,500.00$ 52,500.00$ 0.00 -$ 1.00 52,500.00$ 1.00 52,500.00$ 2 Install Fire Line (Lead Only, Backside by Others) EA 1 45,000.00$ 45,000.00$ 0.00 -$ 1.00 45,000.00$ 1.00 45,000.00$ 3 Furnish Engineered Traffic Control Plans LS 1 2,000.00$ 2,000.00$ 0.00 -$ 1.00 2,000.00$ 1.00 2,000.00$ 4 2% Bond LS 1 2,000.00$ 2,000.00$ 0.00 -$ 1.00 2,000.00$ 1.00 2,000.00$ CO 1-3( Material Increase &Hot tap cost diff & additional material over Duct Bank) LS 1 10,867.63$ 10,867.63$ 0.00 -$ 1.00 10,867.63$ 1.00 10,867.63$ Subtotal 112,367.63$ -$ 112,367.63$ 112,367.63$ Cty of Buena Park
Previous Payments This PaymentOriginal Contract

BILLING COST BREAKDOWN

CONDITIONAL WAIVER AND RELEASE ON PROGRESS PAYMENT NOTICE: THIS DOCUMENT WAIVES THE CLAIMANT'S LIEN, STOP PAYMENT NOTICE, AND PAYMENT BOND RIGHTS EFFECTIVE ON RECEIPT OF PAYMENT. A PERSON SHOULD NOT RELY ON THIS DOCUMENT UNLESS SATISFIED THAT THE CLAIMANT HAS RECEIVED PAYMENT. Identifying Information Name of Claimant: Name of Customer: Job Location: Owner: Through Date: Conditional Waiver and Release This document waives and releases lien, stop payment notice, and payment bond rights the claimant has for labor and service provided, and equipment and material delivered, to the customer on this job through the Through Date of this document. Rights based upon labor or service provided, or equipment or material delivered, pursuant to a written change order that has been fully executed by the parties prior to the date that this document is signed by the claimant, are waived and released by this document, unless listed as an Exception below. This document is effective only on the claimant's receipt of payment from the financial institution on which the following check is drawn: Maker of Check: Amount of Check: $ Check Payable to: Exceptions This document does not affect any of the following: (1) Retentions. (2) Extras for which the claimant has not received payment. (3) The following progress payments for which the claimant has previously given a conditional waiver and release but has not received payment: Date(s) of waiver and release:________________________________________ Amount(s) of unpaid progress payment(s): $_____________________________ (4) Contract rights, including (A) a right based on rescission, abandonment, or breach of contract, and (B) the right to recover compensation for work not compensated by the payment. Signature Claimant's Signature: Claimant's Title: Date of Signature Big Ben Engineering
City of Buena Park
Beach Blvd
City of Buena Park
07/09/2025
City of Buena Park
106,749.25
Big Ben Engineering
Project Engineer
07/09/2025

August 12, 2025

CONSENT CALENDAR
Item No. 4E.

City Council Agenda Report
RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR THE THELMA AVENUE COMMUNITYGARDENS PHASE 1 PROJECT, APPROVE A CONTRACT WITH GREEN GIANT LANDSCAPE, INC., ANDAPPROVE A BUDGET APPROPRIATION

PREPARED BY PRESENTED BY
Norm Wray, Senior Engineering Technician Norm Wray, Senior Engineering Technician

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Mina Mikhael, Director of Public Works/City Engineer Aaron France, City Manager

RECOMMENDED ACTION
1) Adopt a resolution approving the plans and specifications for the Thelma Avenue Community Gardens Phase 1 Project; 2) Award a contract to Green Giant Landscape, Inc., in the amount of $936,415; 3) Approve a budget appropriation in the amount of $405,000 from undesignated General Fund; 4)Authorize project contingency funds in the amount of $95,000; 5) Authorize a purchase order for The Solis Group in the amount of $5,380 for administration of the Community Workforce Agreement (CWA); 6) Authorize Community Workforce Administration contingency funds in the amount of $2,690; 7) Authorize the City Manager and City Attorney to make any necessary, non-monetary changes to the contract; and, 8) Authorize the City Manager and City Clerk to execute the contract.

PREVIOUS CITY COUNCIL ACTION
This item was discussed by the City Council during the study session held July 22, 2025. Following discussion,staff was directed to proceed with a budget amendment and project award.

DISCUSSION
The City currently operates a community garden on leased property within the Southern California Edison (SCE) Right-of-Way (ROW), located south of Thelma Avenue between Knott and Holder Avenues. The site spans approximately 4.4 acres and contains a total of 169 garden lots, of which 120 are large plots, 16 are medium plots, and 32 are small plots. Plots are leased to community members on an annual basis, with fees scaled by plot size.

Established in 1969, the purpose of the community garden is to provide residents - particularly those with limited yard space - the opportunity to grow vegetables, fruits, flowers, and herbs.

In response to a number of community meetings held in 2021, staff worked with a design consultant to produce the plans and specifications for this project. The project includes several key enhancements, including:

Removing and replacing chain link fence on the west and east sides of the community gardens Removing chain link fence along Thelma Avenue and replacing with new steel fencing and decorative columns
Removing the existing landscaping along Thelma Avenue and replacing with new landscaping and irrigation Removing existing driveways and gates and replacing with new decorative and electrically actuated gates Adding new pedestrian gates
Three bids were received and publicly opened on July 9, 2025. The low bidder is Green Giant Landscaping, Inc., of La Habra, California. The bid items are as follows:

Base Bid: $836,415
Additive Bid Item A (Privacy Screening): $30,000
Additive Bid Item B (Public Art Features): $70,000
Total Recommended Award: $936,415

BUDGET IMPACT
Just over $660,000 was allocated for this project (Account No. 32-290158-9806). Due to design costs, the amount currently available for the project is $635,563. As previously stated, the apparent low bid for the project is $936,415. Staff recommends a 10% contingency for the project in the amount of $95,000, bringing the total construction cost to $1,031,415.

In addition, the Community Workforce Agreement (CWA) is required for this project, and the total cost of the CWA administration is $5,380. Staff recommends a contingency for CWA administration in the amount of $2,690, for a total cost of $8,070.

Total project costs, including construction, construction contingency, CWA administration, and CWA administration contingency is $1,039,485. In order to accommodate all project costs, a budget appropriation of $405,000 is required from undesignated General Fund for this purpose.

Attachments
Att 1 of 6 - RESO.pdf
Att 2 of 6 - MAP.pdf
Att 3 of 6 - BID RESULTS.pdf
Att 4 of 6 - BID SUMMARY.pdf
Att 5 of 6 - contract.pdf
Att 6 of 6 - CWA Proposal.pdf

RESOLUTION NO. __________

A RESOLUTION OF THE CITY COUNCIL OF THE CI TY OF BUENA PARK APPR OVING

PLANS AND SPECIFICATIONS FOR THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT IN SAID CITY.

WHEREAS, it is the intention of the City of Buena Park to construct certain improvements in the City; and
WHEREAS, the City Engineer has p repared specifications and plans for the construction of certain improvement(s).

NOW, THEREFORE, BE IT RESOLVED that the specifications and plans presented by the City be and are hereby approved as the specifications and plans for:

THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT

PASSED AND ADOPTED this 12th day of August, 2025, by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS

_______________________________________
Mayor
ATTEST:

_______________________________________
City Clerk

I, Adria M. Jimenez, MMC, City Clerk, 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 12th day of August, 2025.

_______________________________________
City Clerk

Company Name Bid Amount
1 GREEN GIANT LANDSCAPE, INC. $836,415.00
2 TOWO ENTERPRISE, INC. $1,046,485.00
3 MMC, INC. $1,345,730.00
City of Buena Park

BID RESULTS
THELMA AVENUE COMMUNITY GARDENS PHASE 1
Project No. 274
Bid No. 2025-16
Bid Opening. 07/09/2025 - 2:00 P.M.

THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT

BID SUMMARY
Bid Opening: JULY 9, 2025 - 2:00 P.M.

Item Approx. Unit Description Unit Total Unit Total Unit Total Unit Total Unit Total No Quantity Price Amount Price Amount Price Amount Price Amount Price Amount 1 1 LS MOBILIZATION $40,000.00 $40,000.00 $100,000.00 $100,000.00 $50,000.00 $50,000.00 $44,772.00 $44,772.00 $63,333.33 $63,333.33 2 1 LS

PREPARATION AND

IMPLEMENTATION OF STORM

WATER POLLUTION

PREVENTION PLANN (SWPPP),

MODIFICATIONS, AND

IMPLEMENTATIONS OF BMP'S
$25,000.00 $25,000.00 $30,000.00 $30,000.00 $25,000.00 $25,000.00 $3,500.00 $3,500.00 $26,666.67 $26,666.67 3 1 LS EROSION CONTROL $20,000.00 $20,000.00 $25,000.00 $25,000.00 $20,000.00 $20,000.00 $3,500.00 $3,500.00 $21,666.67 $21,666.67 4 1 LS DEMOLITION $45,000.00 $45,000.00 $28,000.00 $28,000.00 $70,000.00 $70,000.00 $35,000.00 $35,000.00 $47,666.67 $47,666.67 5 1 EA
ELECTRICAL – ALL ELECTRICAL

WORK AS SHOWN INCLUDING
18 LIGHT POLES
$144,000.00 $144,000.00 $83,000.00 $83,000.00 $250,000.00 $250,000.00 $200,000.00 $200,000.00 $159,000.00 $159,000.00 6 2 EA PCC DRIVEWAY APRON $25,000.00 $50,000.00 $8,500.00 $17,000.00 $10,000.00 $20,000.00 $10,000.00 $20,000.00 $14,500.00 $29,000.00 7 1 LS AC STREET REPAIR $16,000.00 $16,000.00 $21,000.00 $21,000.00 $20,000.00 $20,000.00 $2,000.00 $2,000.00 $19,000.00 $19,000.00 8 2,820 SF 6” CONCRETE PAVING OVER 6”
CLASS 2 AGGREGATE BASE $20.00 $56,400.00 $30.00 $84,600.00 $35.00 $98,700.00 $25.00 $70,500.00 $28.33 $79,900.00 TOWO ENTERPRISES Engineer's Estimate Average GREEN GIANT LANDSCAPE MMC PAGE 1 OF 4
THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT

BID SUMMARY
Bid Opening: JULY 9, 2025 - 2:00 P.M.

COLUMN CAP, FRIEZE, AND

BRONZE PLAQUE
$6,000.00 $24,000.00 $3,000.00 $12,000.00 $7,500.00 $30,000.00 $11,000.00 $44,000.00 $5,500.00 $22,000.00 13 2 EA

DOUBLE SWING (VEHICULAR)

TUBE STEEL GATES,

INCLUDING METAL PANELS,

GATE OPERATORS, AND KNOX
BOXES
$26,000.00 $52,000.00 $35,000.00 $70,000.00 $75,000.00 $150,000.00 $25,000.00 $50,000.00 $45,333.33 $90,666.67 14 2 EA
7’ HIGH SINGLE SWING
(PEDESTRIAN) TUBE STEEL

GATE AND KNOX BOXES
$6,000.00 $12,000.00 $10,000.00 $20,000.00 $5,000.00 $10,000.00 $4,000.00 $8,000.00 $7,000.00 $14,000.00 15 910 LF 7’ HIGH TUBE STEEL FENCE $90.00 $81,900.00 $275.00 $250,250.00 $250.00 $227,500.00 $200.00 $182,000.00 $205.00 $186,550.00 16 400 LF 6’ HIGH CHAIN LINK FENCE $45.00 $18,000.00 $100.00 $40,000.00 $150.00 $60,000.00 $150.00 $60,000.00 $98.33 $39,333.33 PAGE 2 OF 4
THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT

BID SUMMARY
Bid Opening: JULY 9, 2025 - 2:00 P.M.

Item Approx. Unit Description Unit Total Unit Total Unit Total Unit Total Unit Total No Quantity Price Amount Price Amount Price Amount Price Amount Price Amount TOWO ENTERPRISES Engineer's Estimate Average GREEN GIANT LANDSCAPE MMC 17 2 EA 6’ HIGH DOUBLE SWING CHAIN
LINK GATE $8,000.00 $16,000.00 $5,000.00 $10,000.00 $10,000.00 $20,000.00 $15,000.00 $30,000.00 $7,666.67 $15,333.33 18 2,880 SF SOIL PREPARATION & FINE
GRADING $1.00 $2,880.00 $2.00 $5,760.00 $2.50 $7,200.00 $0.75 $2,160.00 $1.83 $5,280.00 19 2,880 SF WEED ABATEMENT $1.00 $2,880.00 $2.00 $5,760.00 $0.50 $1,440.00 $0.50 $1,440.00 $1.17 $3,360.00 20 27 CY WOOD MULCH (3” LAYER) $125.00 $3,375.00 $120.00 $3,240.00 $130.00 $3,510.00 $70.00 $1,890.00 $125.00 $3,375.00 21 1 LS IRRIGATION SYSTEM $125,000.00 $125,000.00 $50,000.00 $50,000.00 $55,000.00 $55,000.00 $20,000.00 $20,000.00 $76,666.67 $76,666.67 22 5 EA TREE – 24” BOX $350.00 $1,750.00 $1,500.00 $7,500.00 $1,100.00 $5,500.00 $650.00 $3,250.00 $983.33 $4,916.67 23 210 EA SHRUB – 1 GALLON $25.00 $5,250.00 $15.00 $3,150.00 $13.00 $2,730.00 $40.00 $8,400.00 $17.67 $3,710.00 24 1 LS 90 DAY MAINTENANCE PERIOD $1,000.00 $1,000.00 $8,000.00 $8,000.00 $5,000.00 $5,000.00 $1,200.00 $1,200.00 $4,666.67 $4,666.67 TOTAL = $836,415.00 $1,046,485.00 $1,345,730.00 $947,212.00 $1,076,210.00 PAGE 3 OF 4
THELMA AVENUE COMMUNITY GARDENS PHASE 1 PROJECT

BID SUMMARY
Bid Opening: JULY 9, 2025 - 2:00 P.M.

Item Approx. Unit Description Unit Total Unit Total Unit Total Unit Total Unit Total No Quantity Price Amount Price Amount Price Amount Price Amount Price Amount TOWO ENTERPRISES Engineer's Estimate Average GREEN GIANT LANDSCAPE MMC Item Approx. Unit Description Unit Total Unit Total Unit Total Unit Total Unit Total No Quantity Price Amount Price Amount Price Amount Price Amount Price Amount 25 1 LS

PRIVACY SCREENING ALING THELMA AVENUE
(CLOSED MESH POLYPROPYLINE WINDSCREEN) 6'
HIGH X 910 L.F. ATTACHED SCREENING TO TUBE

STEEL FENCING
$30,000.00 $30,000.00 $15,000.00 $15,000.00 $17,000.00 $17,000.00 $40,000.00 $40,000.00 $20,666.67 $20,666.67 TOTAL = $30,000.00 $15,000.00 $17,000.00 $40,000.00 $20,666.67 Item Approx. Unit Description Unit Total Unit Total Unit Total Unit Total Unit Total No Quantity Price Amount Price Amount Price Amount Price Amount Price Amount 25 1 LS
ART FEATURE: PRECAST
SEGMENTS 'A,' 'B,' 'C,' & 'D.' (13

PRECAST SEGMENTS TOTAL),

INCLUDING VINTAGE METAL
TRACTOR WHEELS (27 METAL

TRACTOR WHEELS TOTAL) &

WALL MOUNT BRACKETS
$60,000.00 $60,000.00 $280,000.00 $280,000.00 $277,000.00 $277,000.00 $110,000.00 $110,000.00 $205,666.67 $205,666.67 25 1 LS ROCK COBBLE (SIZE: 6" - 12") $10,000.00 $10,000.00 $8,000.00 $8,000.00 $6,500.00 $6,500.00 $7,800.00 $7,800.00 $8,166.67 $8,166.67 TOTAL = $70,000.00 $288,000.00 $283,500.00 $117,800.00 $213,833.33 TOTAL BASE BID = $836,415.00 $1,046,485.00 $1,345,730.00 $947,212.00 $1,076,210.00 TOTAL BASE BID + ADDITIVE BID A = $866,415.00 $1,061,485.00 $1,362,730.00 $987,212.00 $1,096,876.67 TOTAL BASE BID + ADDITIVE BID B = $906,415.00 $1,334,485.00 $1,629,230.00 $1,065,012.00 $1,290,043.33 TOTAL BASE BID + ADDITIVE BID A + ADDITIVE
BID B = $936,415.00 $1,349,485.00 $1,646,230.00 $1,105,012.00 $1,310,710.00

ADDITIVE BID ITEM A

ADDITIVE BID ITEM B
PAGE 4 OF 4

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CONTRACT

CITY OF BUENA PARK CONTRACT FOR
THELMA AVENUE COMMUNITY GARDENS PHASE 1
“Project”

Project Number: 274
Bid Number: 2025-16

This CONTRACT (“Contract”) is made and entered this 12th day of August, 202 5 (“Effective Date”), by and between the CITY OF BUENA PARK, a California municipal corporation (“City”) and GREEN GIANT LANDSCAPE, INC. , a California Corporation (“Contractor”). Contractor’s California State Contractor’s license number is 670478. The Contractor and the City are sometimes referred to herein collectively as the “Parties” and singularly as “Party.” In consideration of the mutual covenants hereinafter set forth, the parties hereto agree as follows:

1. Contract Documents. The Contract Documents consist of the following, each of which are attached hereto and incorporated herein by this reference:

A. This Contract;
B. The Notice Inviting Bids for the above-referenced project (“Project”), dated June 5, 2025;
C. The Instructions to Bidders for the Project, dated June 5, 2025; D. Contractor’s Bid for the Project, dated July 9, 2025 (including documentation accompanying the Bid and any post -Bid documentation submitted before the Notice of Award);
E. The Contractor’s Bonds for the Bid and the Project; F. The final working drawings, plans, and specifications for the Project as approved by the City, and dated June 5, 2025 (“Plans and Specifications”).

G. The City of Buena Park’s Standard Specifications for Public Works Projects, Latest Edition;
H. The City of Buena Park’s Special Provisions for Public Works Projects, Latest Edition;
I. Any and all permits from regulatory agencies with jurisdiction issued for the Project; and
J. Any addenda or change orders for the Project approved by the City subsequent to the Effective Date of this Contract.

2. Scope of Services. Contractor shall perform all Work necessary to complete, in a good and workmanlike manner, a public works project identified in the title of this Contract above (the “Project”), as such Project and the Work to be performed by Contractor is further are described in the Contract Documents.

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3. Compensation. In consideration for Contractor’s performance of the Work required to complete the Project hereunder, City shall pay Contractor a total NOT -TO-EXCEED amount of nine hundred thirty six thousand four hundred fifteen dollars ($936,415) in accordance with the prices as submitted in the Bid (“Compensation”). The Compensation shall be the total and complete such payable by the City for any and all costs, direct or indirect, of the Contractor for provision of t he Work and completion of the Project, including but not limited to general and supplementary conditions, performance and payment bonds, Contractor fee for construction, and Contractor overhead and profit, and any other items of costs, accounting, or expense relating to or arising therefrom. Compensation shall under no circumstances be increased except via a formal change order approved by the City; and only if such overruns result of additional scope from the City, as opposed to price overruns, delays, errors, or omissions.

4. Term of Contract: The Contractor agrees to complete the work to City’s satisfaction within SIXTY (60) WORKING DAYS from the date of written notice to proceed, and a NINETY (90) DAY MAINTENANCE PERIOD commencing on the date the work is accepted as substantially complete by CITY. The Contractor further agrees to the assessment of liquidated damages in the amount of FIVE HUNDRED DOLLARS ($500) for each calendar day the work remains incomplete beyond the expiration of the completion date. The City may deduct the amount thereof from any monies due or that may become due the Contractor under this Contract.

5. Incorporation by Reference. All of the following documents are attached hereto and incorporated herein by this reference: Workers’ Compensation Certificate of Insurance, Additional Insured Endorsement (Comprehensive General Liability), Additional Insured Endorsement (Automobile Liability), and Additional Insured Endorsement (Excess Liability).

6. Insurance: The Contractor shall not commence work under this Contract until it has obtained all insurance required hereunder in a company or companies acceptable to City nor shall the Contractor allow any subcontractor to commence work on a subcontract until all insurance required of its subcontractor has been obtained. The Contractor shall take out and maintain at all times during the life of this contract the following policies of insurance:

A. Compensation Insurance.

1. Before beginning work, the Contractor shall furnish to the City a certificate of insurance as proof that it has taken out full compensation insurance for all persons whom the Contractor may employ directly or through subcontractors in c arrying out the work specified herein, in accordance with the laws of the State of California. Such insurance shall be maintained in full force and effect during the period covered by this Contract. Further such policy of insurance shall provide that the insurer waives all rights of subrogation against City and its elected officials, officers, employees, volunteers, and agents.

2. In accordance with the provisions of Section 3700 of the California Labor Code, every Contractor shall secure the payment of compensation to his employees.

Contractor, prior to commencing work, shall sign and file with the City, a certification as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for worker’s compensation or to undertake self insurance in accordance with the provisions of that Code, and I will comply with such

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provisions before commencing the performance of the work of this contract.”

B. General Insurance Requirements

1. Types of Coverage. Contractor shall maintain the following insurance coverage throughout the term of this Contract, and upon request Contractor shall show City evidence of such coverage, which may include visual inspection of all policies, copies of declarations page, endorsements signed by an authorized representative of the underwriting company, or certificates of insurance. Insurance coverage shall be provided in the following form:
a. Insurance Services Office Commercial General Liability coverage occurrence form number CG 00 01 11 85 or 88.
b. Automobile Liability insurance with coverage at least as broad as Insurance Services Office Form Number CA 0001 06 92 covering “Any Auto” (Symbol 1).
c. Workers Compensation insurance as required by the State of California and Employer's Liability insurance.

2. Minimum Limits of Insurance. Contractor shall maintain insurance coverage limits no less than:
a. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit, and shall cont ain specified language creating a duty to defend against any suit seeking damages. b. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
c. Employer's Liability: $1,000,000 per accident for bodily injury or disease.

C. Deducti bles and Self -Insured Retentions. Any deductibles and/or self -insured retentions must be declared to and approved by the City. At the option of the City, either:
the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the City, its officers, elected officials, employees, agents, and volunteers; or, the Contractor shall provide a financial guarantee satisfactory to the City, guaranteeing payment of losses and related investigations, claim administration and defense expenses.

D. Other Insurance Provisions. The Contractor and City further agree as follows:

1. All insurance coverage and limits provided pursuant to this Contract shall apply to the full extent of the policies involved, available or applicable. Nothing contained in this Contract or any other agreement relating to the City or its operations limits the application of such insurance coverage. Nothing contained in this Section is to be construed as affecting or altering the legal status of the parti es to this Contract.

2. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only and is not intended by any

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party to be all inclusive, or to the exclusion of other coverage, or a waiver of any type.

3. For any claims related to this Project, the Contractor's insurance coverage shall be primary to any other similar insurance. Any insurance or self-insurance maintained by the City, its officers, employees or volunteers, shall be excess of the Contractor's insurance and shall not contribute with it.

4. The City, its officers, elected officials, employees, agents, and volunteers are to be covered as additional insureds with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Contractor and with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor's insurance, or as a separate owner's policy.

5. For purposes of insurance coverage only, this Contract will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards, performance of this Contract.

6. All general or auto liability insurance coverage provided pursuant to this Contract, or any other agreements pertaining to the performance of this Contract, shall not prohibit Contractor, and Contractor's employees, or agents, from waiving the right of subrogation prior to a loss. Contractor waives its right of subrogation against City.

7. In the event any policy of insurance required under this Contract does not comply with these requirements or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Contractor.

8. Contractor shall provide proof that policies of insurance required herein expiring during the term of this Contract have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished within 72 hours of the expiration of the coverages.

9. Any actual or alleged failure on the part of Cit y or any other additional insured under these requirements to obtain proof of insurance required under this Contract in no way waives any right or remedy of City or any additional insured, in this or any other regard.

10. All insurance coverage shall cont ain a provision that prohibits cancellation, modification or lapse without thirty (30) days' prior written notice from insurer to the City. Contractor agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word "endeavor" with regard to any notice provisions.

11 All insurance coverage shall include a severability of interests clause substantially similar to the following: "The insurance afforded by this policy applies separately to each insured against whom a claim or suit is made or suit is brought, except with respect to the limit of the insurer's liability."

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12. All insurance coverage shall contain a clause substantially in the following words:
"It is hereby understood and agreed that this policy shall not be canceled nor materially changed except upon thirty (30) days' prior written notice to the City of Buena Park of such cancellation or material change as evidence by a return receipt for a registered letter."

13. All insurance coverage shall cover the operations of the Contractor pursuant to the terms of this Contract.

14. Contractor agrees to provide immediate notice to City of any claim or loss against Contractor that includes City as a defendant. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.

15. In the event of any loss that is not insured due to the failure of Contractor to comply with these requirements, Contractor agrees to be personally responsible for any and all losses, claims, suits, damages, defense obligations and liability of any kind attributed to City, or City's employees, or any of the additional insureds as a result of such failure.

16. Coverage will not be limited to the specific location or individual or entity designated as the address of the Project.

17. Contractor agrees not to attempt to avoid its defense and indemnity obligations to City and its emplo yees, agents, officials and servants by using as a defense Contractor's statutory immunity under workers' compensation and similar statutes.

18. Contractor agrees to require all parties or subcontractors, including architects or others, with which it enters into contracts or hires pursuant to or related in any way with the performance of this Contract, to provide insurance covering the operations contracted for and naming as additional insureds all parties to this Contract.

Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided as required here.

Contractor agrees that no contract, standard form or otherwise, used by any party in any way connected with this Contract, or contracts Contractor enters into on behalf of City, will reserve the right to charge back to City the cost of insurance required by this or any other agreement.

E. Acceptability of Insurers . Coverage shall be written by insurers with a current A.M.

Best's rating of no less than "A:VIII," and be admitted to conduct business in the State of California by the Department of Insurance.

F. Verification of Coverage. Contractor shall furnish the City with evidence of the insurance required by this Section, satisfactory to City, consisting of original certificates of insurance and amendatory endorsements, and an additional insured endorsement at least as broad as Insurance Services Office form CG 20 10 11 85. The endorsements should be on forms provided by the City or on other than the City's forms or a separate owner’s policy, provided those forms or policies are approved by the City, and amended to conform to the City's requirements. All certificates and endorsements are to be received and approved by the City bef ore work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time. Contractor agrees to provide complete certified copies of policies to City within 10 days of City's request for said

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copies.

G. Subcontractors. Contractor shall include all subcontractors or any other party involved in the Project by Contractor as insured under its policies or shall require subcontractors or any other party involved in the Project by Contractor to carry the same insurance as required herein. Contractor agrees to obtain certificates evidencing such coverage and make reasonable efforts to ensure that such coverage is provided as required here.

Contractor agrees to require that no contract used by any subcontractor, or contracts Contractor enters into on behalf of City, will reserve the right to charge back to City the cost of insurance required by this Contract. Contractor agrees that upon request, all agreements with subcontractors or others with whom Contractor contracts with on behalf of City and all certificates of insurance obtained in compliance with this paragraph will be submitted to City or review. Failure of City to r equest copies of such documents will not impose and liability on City, or its employees.

7. Indemnitifcation.

A. Contractor and City agree that City, its employees, officers, agents and elected officials should, to the extent permitted by law, be full y protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys fees, litigation costs, defense costs, court costs or any other cost arising out of or in any way related to the performance of this Contract.

Contractor acknowledges that CITY would not have entered into this Contract in the absence of the commitment of Contractor to indemnify and protect City as set forth here.

B. To the full est extent permitted by law, Contractor shall defend, indemnify and hold harmless City, its elected officials, employees, agents , volunteers and offic ers (“Indemnitees”), from any and all liabilities, claims, suits, actions, arbitration proceedings, administrative proceedings, stop notices, regulatory proceedings, losses, expenses or costs of any kind, actual attorneys fees incurred by City, court costs, interest, defense costs including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of, arising out of or in any way attributable actually, allegedly or impliedly, in whole or in part to the Contractor’s performance of this Contract. All obligations under this provision are to be paid by Contractor as they are incurred by the City.

C. Without affecting the rights of City under any provision of this Contract or this section, Contractor shall not be required to indemnify and hold harmless City as set forth above for liability attributable to the so le fault of City , provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction. This exception will apply only in instances where the City is shown to have been solely at fault and not in instances where Contractor is solely or partially at fault or in instances where City 's fault accounts for only a percentage of the liability involved. In those instances, the obligation of Contractor will be all- inclusive and City will be indemnified for all liability incurred, even though a percentage of the liability is attributable to the conduct of the City.

D. Contractor acknowledges that its obligation pursuant to this section extends to liability attributable to City, if that liability is other than th e sole fault of City . Contractor has no obligation under this Contract for liability proven in a court of competent jurisdiction or by written agreement between the parties to be the sole fault of City.

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E. The obligations of Contractor under this or any other provision of this Contract will not be limited by the provisions of any workers ’ compensation act or similar act. Contractor expressly waives its statutory immunity under such statutes or laws as to the Indemnitees.

The Contractor’s indemnity obligation set forth in this section shall not be limited by the limits of any policies of insurance required or provided by the C ontractor pursuant to this Contract.

8. Antitrust Claims. In entering into this Contract, Contractor offers and agrees to assign to City all rights, title, and interest in and to all causes of action i t may have under Section 4 of the Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Business and Professions Code Section 16700 et seq.) arising from purchases of goods, services, or materials pursuant to the Contract.

This assignment shall be made and become effective at the time City tenders final payment to Contractor without further acknowledgment by the parties.

9. Prevailing Wages. City and Contractor acknowledge that the Project is a public work to which prevailing wages apply.

10. Community Workforce Agreement. The City and contractor acknowledge that the project is covered by a Community Workforce Agreement between the City and the Los Angeles/Orange Counties Building and Construction Trades Council and the Signatory Craft Councils and Local Unions (the “CWA”). Contractor agrees to abide by the terms and conditions of the CWA.

11. Titles. The titles used in this Contract are for convenience only and shall in no way define, limit or describe the scope or intent of this Contract or any part of it.

12. Authority. Any person executing this Contract on behalf of Contractor warrants and represents that he or she has the power and authority to execute this Contract on behalf of Contractor and has the power and authority to bind Contractor to the performance of its obligations hereunder.

13. Entire Agreement; Modification. This Contract, including the Contract Documents and any other documents incorporated herein by specific reference, represents the entire and integrated agreement between City and Contractor. Each Party to this Contract acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by any Party, or anyone acting on behalf of any Party, which are not embodied herein. This Contract supersedes all prior oral or written negotiations, representations or agreements. This Contract may not be modified or amended, nor any provision or breach waived, except in a writing signed by both parties that expressly refers to this Contract.

14. Exhibits; Precedence. All documents referenced as exhibits in this Contract are hereby incorporated into this Contract by this reference. In the event of any inconsistency between the express provisions of this Contract and any provision of an exhibit, the provisions of this Contract, then the City’s invitation for bids, if any, shall prevail.

15. Counterparts. This Contract may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

IN WITNESS WHEREOF, the parties hereto have executed the Contract the day and year first above written.

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CITY OF BUENA PARK
By :

C ity Manager
AT
TEST: APPROVED AS TO FORM:

By: By:

Cit y Clerk City Attorney
Dated:
(“CO NTRACTOR”)
By:

By:

Green Giant Landscape, Inc.

Headquarters
3452 E Foothill Blvd / Suite 200
Pasadena, CA 91107 USA
P 626 685 6989
F 626 685 6985
Pasadena / Dallas / Oakland / San Diego
thesolisgroup.com
August 4, 2025
Norman Wray
Senior Engineering Technician
City of Buena Park
6650 Beach Boulevard
Buena Park, CA 90621
Re: Proposal for CWA Administration Services for the
Thelma Avenue Community Gardens Phase 1 Project
Dear Norman Wray:

The Solís Group (TSG) is pleased to submit this cost proposal to provide CWA administration services required for the above referenced project. The work scope for this assignment is based on our proposal dated June 3, 2022. Our cost proposal based on information provided by the City is summarized below.

Project Description
Construction
Value
Duration
(including closeout)
Monthly
Fee
Life of Project
Cost Estimate
Thelma Avenue
Community Gardens
Phase 1
$ 936,415 4 $ 1,345 $ 5,380
TOTAL COST $ 5,380
If actual construction (including punch list) and closeout extends beyond the planned duration, we will examine the need for additional budget.

We appreciate the opportunity to serve the City. If you have any questions regarding this cost proposal, please contact the undersigned. Please send Notice-to-Proceed to Sabrina Cristi, Accounting Assistant, at [email protected].

Sincerely,
Gonzalo Armijos
Vice President of Business Development

August 12, 2025

CONSENT CALENDAR
Item No. 4F.

City Council Agenda Report
RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR VARIOUS OCFA FIRE STATION NO. 63IMPROVEMENTS, APPROVE CONTRACTS WITH ROD-WEST FLOOR COVERING, LLC, AND PPC SERVICEINC., AND APPROVE A BUDGET REALLOCATION

PREPARED BY PRESENTED BY
Aaron Esparza-Almaraz, Assistant Engineer Aaron Esparza-Almaraz, Assistant Engineer

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Mina Mikhael, Director of Public Works/City Engineer Aaron France, City Manager

RECOMMENDED ACTION
1) Adopt a resolution approving the plans and specifications for the OCFA Fire Station No. 63 Flooring Replacement Project; 2) Approve a budget reallocation in the amount of $66,000 from the Ehlers Senior Center Carpet Replacement Project; 3)Award a contract to Rod-West Floor Covering, LLC, in the amount of $44,338; 4) Authorize contingency funds in the amount of $5,000 in the same purchase order; 5) Award a contract to PPC Service, Inc. in the amount of $15,936.61; 6) Authorize the City Manager and City Attorney to make any necessary, non-monetary changes to the contract; and, 7) Authorize the City Manager and City Clerk to execute the contract.

PREVIOUS CITY COUNCIL ACTION
None.

DISCUSSION
OCFA Fire Station No. 63 is located at 9120 Holder Street, is a one-story building that has not undergone any major maintenance or upgrades since 2018. Recent inspections have shown wear to the existing carpet flooring and required HVAC improvements.

The various OCFA Fire Station No. 63 Improvements Project will include: new vinyl flooring, asbestos abatement, moisture testing/remediation, HVAC heat pump condenser replacement, and HVAC fan coil replacement.

The flooring portion of the project was advertised using the informal bidding process on June 24, 2025. Three (3) bids were received and opened on July 24, 2025. Bid amounts ranged from $44,338 to $66,930. The Engineer’s Estimate was $50,000. The lowest responsible bid was submitted by Rod-West Floor Covering, LLC, of Santa Fe Springs, in the amount of $44,338. This contractor possesses the required license and has completed similar projects for other cities and public agencies such as the City of Carson, the Saugus Union Elementary School District, and the Department of Veterans Affairs (CalVet). Staff recommends awarding the contract to Rod-West Floor Covering LLC, in amount of $44,338, and approving $5,000 for contingency funds. Construction is scheduled to begin August 2025 and be completed in October 2025.

The HVAC portion of the project also was advertised using the informal bidding process. On July 30, 2025, a total of four bids were received and opened. Bid amounts ranged from $15,936.61 to $21,185. The lowest responsible bid was submitted by PPC Service, Inc., of Cypress, in the amount of $15,936.61. This contractor possesses the required license and has completed similar projects for the other cities and public agencies. Staff recommends awarding the contract to PPC Service, Inc., in amount of $15,936.61. Construction is scheduled to begin August 2025 and be completed in October 2025.

BUDGET IMPACT
Total cost for the project is in the amount of $65,274.61, which includes:

Rod-West Floor Covering Construction Contract: $44,338
Construction Contingency: $5,000
PPC Service Inc Construction Contract: $15,936.61
This project is not budgeted. Therefore, staff requests a budget transfer from project savings from the Ehlers EventCenter Carpet Replacement Project budget (Account No. 11-9806-190136) in the amount of $66,000 to fund theseimprovements.

Attachments
Att 1 of 6 - Resolution.pdf
Att 2 of 6 - Location Map.pdf
Att 3 of 6 - Floor Bid Results.pdf
Att 4 of 6 - HVAC Bid Results.pdf
Att 5 of 6 Floor Contract - Rod-West.pdf
Att 6 of 6 HVAC Contract - PPC Service Inc.pdf
RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA APPROVING SPECIFICATIONS FOR VARIOUS OCFA FIRE STATION 63 IMPROVEMENTS IN SAID CITY.

WHEREAS, it is the intention of the City of Buena Park to construct cert ain improvements in the City; and

WHEREAS, the City Engineer has prepared specifications and plans for the construction of certain improvement(s).

NOW, THEREFORE, BE IT RESOLVED that the specifications and plans presented by the City be and are hearby approved as the specifications and plans for:

VARIOUS OCFA FIRE STATION 63 IMPROVEMENTS

PASSED AND ADOPTED this _____ day of _______________ _____ 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 _____ day of ________________ _____.

______________________________________
City Clerk

Company Name Base Bid Amount Additive Bid Amount Base + Additive Amount 1 PRO SPECTRA CONTRACT FLOORING 50,075.40$ 18,770.72$ 68,846.12$ 2 LAWRENCE W. ROSINE CO. 66,930.00$ 27,038.00$ 93,968.00$ 3 ROD-WEST FLOOR COVERING LLC 44,338.00$ 18,037.00$ 62,375.00$ 4 5
6 7
8 City of Buena Park

BID RESULTS
OCFA FIRE STATION 63 FLOORING REPLACEMENT PROJECT
Project No. ###
Bid No. ####-##
Bid Opening. 7/24/2025 - 5:00 P.M.

Company Name HEAT PUMP GAS FURNACE
1 PPC 15,936.61$ 18,028.62$
2 ACS 16,823.00$ 16,671.00$
3 HARBOR POINT 18,494.97$ -
4 APPLIED AIR 21,185.00$ 23,084.00$
5 6
7 8
City of Buena Park

BID RESULTS
OCFA FIRE STATION 63 HVAC IMPROVEMENTS PROJECT
Project No. ###
Bid No. ####-##
Bid Opening. 7/30/2025 - 6:00 P.M.

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CONTRACT

CITY OF BUENA PARK CONTRACT FOR
OCFA FIRE STATION 63 FLOORING REPLACEMENT PROJECT
“Project”

Project Number: 149
Bid Number: N/A

This CONTRACT (“Contract”) is made and entered this 12th day of August, 2025 (“Effective Date”), by and between the CITY OF BUENA PARK, a California municipal corporation (“City”) and ROD-WEST FLOOR COVERING LLC, a California Corporation (“Contractor”). Contractor’s California State Contractor’s license number is #1069444. The Contractor and the City are sometimes referred to herein collectively as the “Parties” and singularly as “Party.” In consideration of the mutual covenants hereinafter set forth, the parties hereto agree as follows:

1. Contract Documents. The Contract Documents consist of the following, each of which are attached hereto and incorporated herein by this reference:

A. This Contract;
B. Contractor’s proposal , dated July 24, 2025 and attached in Exhibit “A” (“Bid”), for asbestos abatement, demolition, building and installation of new flooring at OCFA Fire Station 63 (the “Project”);
C. The City’s site plan for the Project attached in Exhibit B; D. The Contractor’s Bonds for the Project;
E. Contractor’s Insurance;
F. The City of Buena Park’s Standard Specificatio ns for Public Works Projects, Latest Edition;
G. The City of Buena Park’s Special Provisions for Public Works Projects, Latest Edition;
H. Any and all permits from regulatory agencies with jurisdiction issued for the Project; and
I. Any addenda or change orders for the Project approved by the City subsequent to the Effective Date of this Contract.

2. Scope of Services. Contractor shall perform all Work necessary to complete, in a good and workmanlike manner, a public works project identified in the title of this C ontract above (the “Project”), as such Project and the Work to be performed by Contractor is further are described in the Contract Documents.

supplementary conditions, performance and payment bonds, Contractor fee for construction, and Contractor overhead and profit, and any other items of costs, accounting, or expense relating to or arising therefrom. Compensation shall under no circumstances be increased except via a formal change order approved by the City; and only if such overruns result of additional scope from the City, as opposed to price overruns, delays, errors, or omissions.

4. Term of Contract: The Contractor agrees to complete the work to City’s satisfaction within TWENTY (20) WORKING DAYS from the date of written notice to proceed. The Contractor further agrees to the assessment of liquidated damages in the amount of FIVE HUNDRED DOLLARS ($500) for each calendar day the work remains incomplete beyond the expiration of the completion date. The City may deduct the amount thereof from any monies due or that may become due the Contractor under this Contract.

5. Incorporation by Reference . All of the following documents are attached hereto and incorporated herein by this reference: Workers’ Compensation Certificate of Insurance, Additional Insured Endorsement (Comprehensive General Liability), Additional Insured Endorsement (Automobile Liability), and Additional Insured Endorsement (Excess Liability).

6. Insurance: The Contractor shall not c ommence work under this Contract until it has obtained all insurance required hereunder in a company or companies acceptable to City nor shall the Contractor allow any subcontractor to commence work on a subcontract until all insurance required of its subcontractor has been obtained. The Contractor shall take out and maintain at all times during the life of this contract the following policies of insurance:

A. Compensation Insurance.

1. Before beginning work, the Contractor shall furnish to the City a certificate of insurance as proof that it has taken out full compensation insurance for all persons whom the Contractor may employ directly or through subcontractors in carrying out the work specified herein, in accordance with the laws of the State of California. Such insurance shall be maintained in full force and effect during the period covered by this Contract. Further such policy of insurance shall provide that the insurer waives all rights of subrogation against City and its elected officials, offi cers, employees, volunteers, and agents.

2. In accordance with the provisions of Section 3700 of the California Labor Code, every Contractor shall secure the payment of compensation to his employees.

B. General Insurance Requirements

underwriting company, o r certificates of insurance. Insurance coverage shall be provided in the following form:
a. Insurance Services Office Commercial General Liability coverage occurrence form number CG 00 01 11 85 or 88.
b. Automobile Liability insurance with coverage at least as broad as Insurance Services Office Form Number CA 0001 06 92 covering “Any Auto” (Symbol 1).
c. Workers Compensation insurance as required by the State of California and Employer's Liability insurance.

2. Minimum Limits of Insurance. Contractor shall maintain insurance coverage limits no less than:
a. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit, and shall contain specified language creating a duty to defend against any suit seeking damages. b. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
c. Employer's Liability: $1,000,000 per accident for bodily injury or disease.

C. Deductibles and Self -Insured Retentions. Any deductibles and/or self -insured retentions must be declared to and approved by the City. At the option of the City, either:
the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the City, its officers, elected officials, employees, agents, and volunteers; or, the Contractor s hall provide a financial guarantee satisfactory to the City, guaranteeing payment of losses and related investigations, claim administration and defense expenses.

D. Other Insurance Provisions. The Contractor and City further agree as follows:

C-4

4. The City, its officers, elected officials, employees, agents, and volunteers are to be covered as additional insure ds with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Contractor and with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor's insurance, or as a separate owner's policy.

5. For purposes of insurance coverage only, t his Contract will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards, performance of this Contract.

9. Any actual or alleged failure on the part of City or any other additional insured under these requirements to obtain proof of insurance required under this Contract in no way waives any right or remedy of City or any additional insured, in this or any other regard.

10. All insurance coverage shall contain a provision that prohibits cancellation, modification or lapse without thirty (30) days' prior written notice from insurer to the City. Contractor agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word "endeavor" with regard to any notice provisions.

11 All insurance coverage shall include a severability of interests clause substantially similar to the following: "The insurance afforded by this policy applies separately to each insured aga inst whom a claim or suit is made or suit is brought, except with respect to the limit of the insurer's liability."

12. All insurance coverage shall contain a clause substantially in the following words:
"It is hereby understood and agreed that this po licy shall not be canceled nor materially changed except upon thirty (30) days' prior written notice to the City of Buena Park of such cancellation or material change as evidence by a return receipt for a registered letter."

13. All insurance coverage shall cover the operations of the Contractor pursuant to the terms of this Contract.

C-5

16. Coverage will not be limited to the specific location or individual or entity designated as the address of the Project.

17. Contractor agrees not to attempt to avoid its defense and indemnity obligations to City and its employees, agents, officials and se rvants by using as a defense Contractor's statutory immunity under workers' compensation and similar statutes.

Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided as required here.

E. Acceptability of Insurers. Coverage shall be written by insurers with a current A.M.

Best's rating of no less than "A:VIII," and be admitted to conduct business in the State of California by the Department of Insurance.

F. Verification of Coverage. Contractor shall furnish the City with evidence of the insurance required by this Section, satisfactory to City, consisting of original certificates of insurance and amendatory endorsements, and an additional insured endorsement at least as broad as Insurance Services Office form CG 20 10 11 85. The endorsements should be on forms provided by the City or on other than the Cit y's forms or a separate owner’s policy, provided those forms or policies are approved by the City, and amended to conform to the City's requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time. Contractor agrees to provide complete certified copies of policies to City within 10 days of City's request for said copies.

G. Subcontractors. Contractor shall include all subcontractors or any other party involved in the Project by Contractor as insured under its policies or shall require subcontractors or any othe r party involved in the Project by Contractor to carry the same insurance as required herein. Contractor agrees to obtain certificates evidencing such coverage and make reasonable efforts to ensure that such coverage is provided as required here.

Contractor agrees to require that no contract used by any subcontractor, or contracts C-6

Contractor enters into on behalf of City, will reserve the right to charge back to City the cost of insurance required by this Contract. Contractor agrees that upon request, al l agreements with subcontractors or others with whom Contractor contracts with on behalf of City and all certificates of insurance obtained in compliance with this paragraph will be submitted to City or review. Failure of City to request copies of such do cuments will not impose and liability on City, or its employees.

7. Indemnitifcation.

A. Contractor and City agree that City, its employees, officers, agents and elected officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys fees, litigation costs, defense costs, court costs or any other cost arising out of or in any way related to the performance of this Contract.

Contractor acknowledges that CITY would not have entered into this Contract in the absence of the commitment of Contractor to indemnify and protect City as set forth here.

B. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold harmless City, its elected officials, employees, agents, volunteers and officers (“Indemnitees”), from any and all liabilities, claims, suits, actions, arbitration proceedings, administrative proceedings, stop notices, regulatory proceedings, losses, expenses or costs of any kind, actual attorneys fees incurred by City, court costs, interest, defense costs including expert witness fees and a ny other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of, arising out of or in any way attributable actually, allegedly or impliedly, in whole or in part to the Contractor’s performance of this Contract. All obligations under this provision are to be paid by Contractor as they are incurred by the City.

C. Without affecting the rights of City under any provision of this Contract or this section, Contractor shall not be required to inde mnify and hold harmless City as set forth above for liability attributable to the sole fault of City, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction. This exception will apply only in instances where the City is shown to have been solely at fault and not in instances where Contractor is solely or partially at fault or in instances where City 's fault accounts for only a percentage of the liability involved. In those instances, the obligation of Contractor will be all -inclusive and City will be indemnified for all liability incurred, even though a percentage of the liability is attributable to the conduct of the City.

D. Contractor acknowledges that its obligation pursuant to this section extends to liability attributable to City, if that liability is other than the sole fault of City. Contractor has no obligation under this Contract for liability proven in a court of competent jurisdiction or by written agreement between the parties to be the sole fault of City.

E. The obligations of Contractor under this or any other provision of this Contract will not be limited by the provisions of any workers’ compensation act or similar act. Contractor expressly waives its statutory immunity under such statutes or laws as to the Indemnitees.

The Contractor’s indemnity obligation set forth in this section shall not be limited by the limits of any policies of insurance required or provided by the Contractor pursuant to this Contract.

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8. Antitrust Claims. In entering into this Contract, Contractor offers and agrees to assign to City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Business and Professions Code Section 16700 et seq.) arising from purchases of goods, services, or materials pursuant to the Contract.

This assignment shall be made and become effective at the time City tenders final payment to Contractor without further acknowledgment by the parties.

9. Prevailing Wages. City and Contractor acknowledge that the Project is a public work to which prevailing wages apply.

10. Titles. The titles used in this Contract are for convenience only and shall in no way define, limit or describe the scope or intent of this Contract or any part of it.

11. Authority. Any person executing this Contract on behalf of Contractor warrants and represents that he or she has the power and authority to execute this Contract on behalf of Contractor and has the power and authority to bind Contractor to the performance of its obligations hereunder.

12. Entire Agreement; Modification. This Contract, including the Contract Documents and any other documents incorporated herein by specific reference, represents the entire and integrated agreement between City and Contractor. Each Party to this Contract acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by any Party, or anyone acting on behalf of any Party, which are not embodied herein. This Contract supersedes all prior oral or written negotiations, representations or agreements. This Contract may not be modified or amended, nor any provision or breach waived, except in a writing signed by both parties that expressly refers to this Contract.

13. Exhibits; Precedence. All documents referenced as exhibits in this Contract are hereby incorporated into this Contract by this reference. In the event of any inconsistency between the express provisions of this Contract and any provision of an exhibit, the provisions of this Contract, then the City’s invitation for bids, if any, shall prevail.

14. Counterparts. This Contract may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

IN WITNESS WHEREOF, the parties hereto have executed the Contract the day and year first above written.

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CITY OF BUENA PARK

By:

City Manager

ATTEST: APPROVED AS TO FORM:

By: By:

City Clerk City Attorney

Dated:
(“CONTRACTOR”)

By:

C-1

CONTRACT

CITY OF BUENA PARK CONTRACT FOR
OCFA FIRE STATION 63 HVAC IMPROVEMENTS PROJECT
“Project”

Project Number: 149
Bid Number: N/A

This CONTRACT (“Contract”) is made and entered this 12th day of August, 2025 (“Effective Date”), by and between the CITY OF BUENA PARK, a California municipal corporation (“City”) and PPC SERVICE INC , a California Corporation (“Contractor”). Contractor’s California State Contractor’s license number is # 1129774. The Contractor and the City are sometimes referred to herein collectively as the “Parties” and singularly as “Party.” In consideration of the mutual covenants hereinafter set forth, the parties hereto agree as follows:

1. Contract Documents. The Contract Documents consist of the following, each of which are attached hereto and incorporated herein by this reference:

A. This Contract;
B. Contractor’s proposal , dated July 30, 2025 and attached in Exhibit “A” (“Bid”), for HVAC upgrades at OCFA Fire Station 63 (the “Project”);
C. The City’s site plan for the Project attached in Exhibit B; D. The Contractor’s Bonds for the Project;
E. Contractor’s Insurance;
F. The City of Buena Park’s Stand ard Specifications for Public Works Projects, Latest Edition;
G. The City of Buena Park’s Special Provisions for Public Works Projects, Latest Edition;
H. Any and all permits from regulatory agencies with jurisdiction issued for the Project; and
I. Any addenda or change orders for the Project approved by the City subsequent to the Effective Date of this Contract.

construction, and Contractor overhead and profit, and any other items of costs, accounting, or expense relating to or arising therefrom. Compensation shall under no circumstances be increased except via a formal change order approved by the City; and only if such overruns result of additional scope from the City, as opposed to price overruns, delays, errors, or omissions.

5. Incorporation by Reference . All of the following documents are attached hereto and incorporated herein by this reference: Workers’ Compensation Certificate of Insurance, Additional Insured Endorsement (Comprehensive General Liability), Additional Insured Endorsement (Automobile Liability), and Additional Insured Endorsement (Excess Liability).

6. Insurance: The Contrac tor shall not commence work under this Contract until it has obtained all insurance required hereunder in a company or companies acceptable to City nor shall the Contractor allow any subcontractor to commence work on a subcontract until all insurance required of its subcontractor has been obtained. The Contractor shall take out and maintain at all times during the life of this contract the following policies of insurance:

A. Compensation Insurance.

1. Before beginning work, the Contractor shall furnish to the City a certificate of insurance as proof that it has taken out full compensation insurance for all persons whom the Contractor may employ directly or through subcontractors in carrying out the work specified herein, in accordance with the laws of the State of California. Such insurance shall be maintained in full force and effect during the period covered by this Contract. Further such policy of insurance shall provide that the insurer waives all rights of subrogation against City and its elected officia ls, officers, employees, volunteers, and agents.

2. In accordance with the provisions of Section 3700 of the California Labor Code, every Contractor shall secure the payment of compensation to his employees.

B. General Insurance Requirements

provided in the following form:
a. Insurance Services Office Commercial General Liability coverage occurrence form number CG 00 01 11 85 or 88.
b. Automobile Liability insurance with coverage at least as broad as Insurance Services Office Form Number CA 0001 06 92 covering “Any Auto” (Symbol 1).
c. Workers Compensation insurance as required by the State of California and Employer's Liability insurance.

2. Minimum Limits of Insurance. Contractor shall maintain insurance coverage limits no less than:
a. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit, and shall contain specified language creating a duty to defend against any suit seeking damages. b. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
c. Employer's Liability: $1,000,000 per accident for bodily injury or disease.

C. Deductibles and Self -Insured Retentions. Any deductibles and/or self -insured retentions must be declared to and approved by the City. At the option of the City, either:
the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the City, its officers, elected officials, employees, agents, and volunteers; or, the Contractor shall provide a financial guarantee satisfactory to the City, guaranteeing payment of losses and related investigations, claim administration and defense expenses.

D. Other Insurance Provisions. The Contractor and City further agree as follows:

1. All insurance coverage and limits provided pursuant to this Contract shall apply to the full extent of the policies involved, available or applicable. Nothing contained in this Contract or any other agreement relating to the City or its operations limit s the application of such insurance coverage. Nothing contained in this Section is to be construed as affecting or altering the legal status of the parties to this Contract.

4. The City, its officers, elected officials, employees, agents, and volunteers are to be C-4

covered as additional insureds with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Contractor and with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor's insurance, or as a separate owner's policy.

5. For purposes of insurance coverag e only, this Contract will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards, performance of this Contract.

9. Any actual or alleged failure on the part of City or any other additional insured under these requirements to obtain proof of insurance required under this Contract in no way waives any right or remedy of City or any additional insured, in this or any other regard.

10. All insurance coverage shall contain a provision that prohibits cancellation, modification or lapse without thirty (30) days' prior written notice from insurer to the City. Contractor agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, an d to delete the word "endeavor" with regard to any notice provisions.

12. All insurance coverage shall contain a clause substantially in the following words:
"It is hereby understood and agreed t hat this policy shall not be canceled nor materially changed except upon thirty (30) days' prior written notice to the City of Buena Park of such cancellation or material change as evidence by a return receipt for a registered letter."

13. All insurance coverage shall cover the operations of the Contractor pursuant to the terms of this Contract.

C-5

16. Coverage will not be limited to the specific location or individual or entity designated as the address of the Project.

17. Contractor agrees not to attempt to avoid its defense and indemnity obligations to City and its employees, agents, offic ials and servants by using as a defense Contractor's statutory immunity under workers' compensation and similar statutes.

Contractor agrees to monitor and review all such c overage and assumes all responsibility for ensuring that such coverage is provided as required here.

E. Acceptability of Insurers. Coverage shall be written by insurers with a current A.M.

Best's rating of no less than "A:VIII," and be admitted to conduct business in the State of California by the Department of Insurance.

F. Verification of Coverage. Contractor shall furnish the City with evidence of the insurance required by this Section, satisfactory to City, consisting of original certificates of insurance and amendatory endorsements, and an additional insured endorsement at least as broad as Insurance Services Office form CG 20 10 11 85. The endorsements should be on forms provided by the City or on other than th e City's forms or a separate owner’s policy, provided those forms or policies are approved by the City, and amended to conform to the City's requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time. Contractor agrees to provide complete certified copies of policies to City within 10 days of City's request for said copies.

Contractor agrees to require that no contract used by any subcontractor, or contracts Contractor enters into on behalf of City, will reserve the right to charge back to City the C-6

cost of insurance required by this Contract. Contractor agrees that upon reques t, all agreements with subcontractors or others with whom Contractor contracts with on behalf of City and all certificates of insurance obtained in compliance with this paragraph will be submitted to City or review. Failure of City to request copies of su ch documents will not impose and liability on City, or its employees.

7. Indemnitifcation.

A. Contractor and City agree that City, its employees, officers, agents and elected officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys fees, litigation costs, defense costs, court costs or any other cost arising out of or in any way related to the performance of this Contract.

Contractor acknowledges that CITY would not have entered into this Contract in the absence of the commitment of Contractor to indemnify and protect City as set forth here.

B. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold harmless City, its elected officials, employees, agents, volunteers and officers (“Indemnitees”), from any and all liabilities, claims, suits, actions, arbitration proceedings, administrative proceedings, stop notices, regulatory proceedings, losses, expenses or costs of any kind, actual attorneys fees incurred by City, court costs, interest, defense costs including expert witness fees and a ny other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of, arising out of or in any way attributable actually, allegedly or impliedly, in whole or in part to the Contractor’s performance of this Contract. All obligations under this provision are to be paid by Contractor as they are incurred by the City.

C. Without affecting the rights of City under any provision of this Contract or this section, Contractor shall not be required to inde mnify and hold harmless City as set forth above for liability attributable to the sole fault of City, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction. This exception will apply only in instances where the City is shown to have been solely at fault and not in instances where Contractor is solely or partially at fault or in instances where City 's fault accounts for only a percentage of the liability involved. In those instances, the obligation of Contractor will be all -inclusive and City will be indemnified for all liability incurred, even though a percentage of the liability is attributable to the conduct of the City.

D. Contractor acknowledges that its obligation pursuant to this section extends to liability attributable to City, if that liability is other than the sole fault of City. Contractor has no obligation under this Contract for liability proven in a court of competent jurisdiction or by written agreement between the parties to be the sole fault of City.

E. The obligations of Contractor under this or any other provision of this Contract will not be limited by the provisions of any workers’ compensation act or similar act. Contractor expressly waives its statutory immunity under such statutes or laws as to the Indemnitees.

The Contractor’s indemnity obligation set forth in this section shall not be limited by the limits of any policies of insurance required or provided by the Contractor pursuant to this Contract.

Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Business and Professions Code Section 16700 et seq.) arising from purchases of goods, services, or materials pursuant to the Contract.

This assignment shall be made and become effective at the time City tenders final payment to Contractor without further acknowledgment by the parties.

9. Prevailing Wages. City and Contractor acknowledge that the Project is a public work to which prevailing wages apply.

10. Titles. The titles used in this Contract are for convenience only and shall in no way define, limit or describe the scope or intent of this Contract or any part of it.

14. Counterparts. This Contract may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

IN WITNESS WHEREOF, the parties hereto have executed the Contract the day and year first above written.

C-8

CITY OF BUENA PARK

By:

City Manager

ATTEST: APPROVED AS TO FORM:

By: By:

City Clerk City Attorney

Dated:
(“CONTRACTOR”)

By:

August 12, 2025

CONSENT CALENDAR
Item No. 4G.

City Council Agenda Report

APPROVAL OF A BUDGET APPROPRIATION FOR THE CONSTRUCTION CAREER AND APPRENTICESHIPRESOURCE FAIR

PREPARED BY PRESENTED BY
Connie Hurtado, Community Services Supervisor Connie Hurtado, Community Services Supervisor

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Jim Box, Director of Community Services Aaron France, City Manager

RECOMMENDED ACTION
1) Approve a budget appropriation of $5,000 from the undesignated General Fund balance for the implementationof the Construction Career and Apprenticeship Fair.

PREVIOUS CITY COUNCIL ACTION
At the City Council meeting of June 24, 2025, the City Council supported the creation of a Construction Career andApprenticeship Resource Fair for September 6, 2025.

DISCUSSION
The Construction Career and Apprenticeship Resource Fair will take place on Saturday, September 6, 2025, from 10 a.m. to 2 p.m., at the Ehlers Event Center-Heritage Hall.

In partnership with Western States Regional Council of Carpenters and LA/OC Building and Construction TradesCouncil, this event aims to connect job seekers, students, and community members with local constructionemployers, apprenticeship programs, and training resources. It will allow attendees to engage directly with industryprofessionals and explore a wide range of career pathways from general labor and skilled trades to project management and engineering.

To facilitate this event, staff is requesting the City Council appropriate $5,000, as outlined below:

Program supplies such as park banners and decorations - $1,800As an incentive to encourage early participation and broader attendance, a free box lunch will be provided tothe first 125 attendees at the event - $1,000Part-time staff costs associated with the planning and implementation of the event - $2,200 Staff recommends that the City Council approve a budget appropriaton in the amount of $5,000 from theundesignated General Fund balance for this purpose. Although the total project cost is within the City Manager'ssignature authority, the City Council approval is required to appropriate the necessary funding.

BUDGET IMPACT
Staff is requesting the City Council approve a budget amendment in the amount of $5,000 from the undesignatedGeneral Fund balance for part-time salaries, benefits, and supplies associated with implementing the Fair.

August 12, 2025

CONSENT CALENDAR
Item No. 4H.

City Council Agenda Report
RESOLUTION ADOPTING THE BUENA PARK EMERGENCY OPERATIONS PLAN – BASIC PLAN

PREPARED BY PRESENTED BY
Lance Charnes, Emergency Services Coordinator Lance Charnes, Emergency Services Coordinator

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Frank Nunes. Chief of Police Aaron France, City Manager

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

PREVIOUS CITY COUNCIL ACTION
The City Council adopted the current Emergency Operations Plan on June 8, 2021 (Resolution No. 14332).

DISCUSSION
The EOP is a strategic-level document that sets overall goals and policy for the City’s emergency management program. It provides a framework for the City to use in planning and performing emergency management functions before, during, and after an emergency event, natural disaster, or technological incident, regardless of cause.

In its entirety, the EOP includes functional (i.e., evacuation, emergency public information, mass care and shelter) and hazard-specific (i.e., transportation emergencies, flood) annexes. The Disaster Council has been reviewing updates to these annexes since 2021. The annexes are operational documents and contain information that should not be accessible to the public because of security concerns. Therefore, the City Council needs to formally adopt only the EOP Basic Plan.

The City’s Emergency Services Coordinator (ESC) coordinated with the City Manager to make a technical update to the EOP in 2022. The ESC prepared the current draft in early 2025, and sent it to the Dayle McIntosh Center, an independent living center, to review the draft from a disabilities/access and functional needs perspective. The City’s Disaster Council reviewed the draft EOP in May and early June of this year. The City Council’s corrections and changes informed the second draft, which became available for public review in mid-June. The ESC posted the second draft on the City’s website along with an invitation for the public to download the document and either email any comments for consideration, or attend one of two public meetings to discuss their questions or concerns.

Invitations also were posted in the City Manager’s Weekly Report, on the City’s social media pages, bulletin boards in City Hall, the Senior Center and Library, and in emails to the Chief of Police’s Advisory Board and Stakeholders’ Committee. The public meetings occurred on July 24th and 29th.

Once adopted, the EOP will be due for another full review in three years.

BUDGET IMPACT
There is no direct budget impact associated with this action.

Attachments
Resolution - EOP 2025 Update.pdf
City of Buena Park Emergency Operations Plan - July 2025 - Draft.pdf

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF BUENA PARK, CALIFORNIA, ADOPTING THE
BUENA PARK EMERGENCY OPERATIONS PLAN –

BASIC PLAN

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

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

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

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

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

PASSED AND ADOPTED this 12th day of August 2025, by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

_________________________________________
Mayor

RESOLUTION NO.

Page 2 ends

ATTEST:

____________________________________
City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 12th day of August 2025.

____________________________________
City Clerk

CITY OF BUENA PARK

2025 EMERGENCY

OPERATIONS PLAN
DRAFT

July 2025

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TABLE OF CONTENTS

1. Promulgation ................................................................................................................ 5

1.1. City Approval .................................................................................................... 5

1.2. Record of Changes ........................................................................................... 9

1.3. Record of Distribution ......................................................................................11

1.4. Disclosure Exemptions ....................................................................................11

2. Introduction ................................................................................................................ 13

2.1. EOP Purpose ..................................................................................................13

2.2. Relationship to Other Plans .............................................................................14

2.3. EOP Format ....................................................................................................15

2.4. EOP Scope ......................................................................................................16

2.5. Whole Community Strategy and Inclusion .......................................................16

2.6. Planning Assumptions .....................................................................................17

3. Situation ...................................................................................................................... 19

3.1. Hazard Assessment.........................................................................................23

3.2. Hazard Mitigation .............................................................................................23

4. Concept of Operations ............................................................................................... 25

4.1. Phases of Emergency Management ................................................................25

4.2. Operating under SEMS/NIMS: Application to Buena Park ...............................27

4.3. Emergency Response Levels ..........................................................................28

4.4. Requesting County, State, or Federal Aid ........................................................28

4.5. Mutual Aid Agreements and Understandings ...................................................29

5. Organization and Assignment of Responsibilities ................................................... 31

5.1. General............................................................................................................31

5.2. City of Buena Park Emergency Management Organization .............................32

5.3. Assignment of Responsibilities ........................................................................32

5.4. Primary and Support Emergency Functions .....................................................33

5.5. Continuity of Operations & Continuity of Government ......................................39

6. Direction, Control, and Coordination ........................................................................ 43

6.1. On-Scene Command and Management ..........................................................43

6.2. City of Buena Park EOC ..................................................................................43

7. Information Collection, Analysis, and Dissemination .............................................. 47

7.1. Information Collection ......................................................................................47

7.2. Information Analysis and Dissemination ..........................................................47

7.3. Public Information Operations ..........................................................................48

7.4. Public Alert and Warning .................................................................................48

7.5. Communications .............................................................................................. 49

8. Administration, Finance, and Logistics .................................................................... 51

8.1. Administration ..................................................................................................51

8.2. Financial Management ....................................................................................52

8.3. Logistics ..........................................................................................................54

8.4. Staff Augmentation/Disaster Service Workers .................................................54

8.5. Records and Reports .......................................................................................55

8.6. Nondiscrimination ............................................................................................ 55

8.7. Administration and Insurance Claims ...............................................................55

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8.8. After-Action/Corrective Action Reporting..........................................................56

9. Plan Development and Maintenance ......................................................................... 57

9.1. Plan Revision and Maintenance Cycle .............................................................57

9.2. Training ...........................................................................................................57

9.3. Exercises .........................................................................................................59

10. Authorities & References ........................................................................................... 61

11. Annexes ...................................................................................................................... 65 Attachment 1: Acronyms & Glossary of Terms ................................................................... 67 A-1.1 Acronyms ........................................................................................................67 A-1.2 Glossary ..........................................................................................................68 Attachment 2: Hazards .......................................................................................................... 77 A-2.1 Earthquake ......................................................................................................77 A-2.2 Flood/Storm .....................................................................................................79 A-2.3 Dam Failure .....................................................................................................79 A-2.4 Hazardous Materials ........................................................................................81 A-2.5 Energy Outage / Power Grid Failure ................................................................82 A-2.6 High Winds and Tornados ...............................................................................82 A-2.7 Urban Fires ......................................................................................................84 A-2.8 Train Derailment ..............................................................................................85 A-2.9 Aircraft Incident ................................................................................................86 A-2.10 Epidemic/Pandemic .........................................................................................87 A-2.11 Civil Unrest ......................................................................................................88 A-2.12 Mass-Casualty/Mass-Fatality Incidents ............................................................88 Attachment 3: Recovery ........................................................................................................ 89 A-3.1 Recovery Concept of Operations ..................................................................... 89 A-3.2 Pre-Disaster Planning and Mitigation ...............................................................93 A-3.3 Transition from Response to Recovery ............................................................93 A-3.4 Recovery Organization ....................................................................................95 A-3.5 Establishing Post-Disaster Recovery Goals and Priorities ...............................96 Attachment 4: Mutual Aid ...................................................................................................... 99 A.4-1 Responsibilities .............................................................................................. 100 A-4.2 Policies and Procedures ................................................................................ 101 A-4.3 References .................................................................................................... 102 A-4.4 Mutual Aid Diagrams and Maps ..................................................................... 103

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TABLE OF FIGURE S
Figure 1. General Plan Land-Use Map ......................................................................................21 Figure 2. General Plan Traffic Circulation Plan..........................................................................22 Figure 3. SEMS Organizational Levels ......................................................................................27 Figure 4. Emergency Response Levels .....................................................................................28 Figure 5. Disaster Council Membership ....................................................................................33 Figure 6. Buena Park EOC Primary and Support Functions ......................................................35 Figure 7. Legal Basis - Succession of Local Government .........................................................40 Figure 8. Director of Emergency Services Succession ..............................................................40 Figure 9. EOC Activation Authority by Order of Precedence .....................................................44 Figure 10. Case Example: The City's Financial Accounting System in an Emergency ..............53 Figure 11. Preparedness Cycle ................................................................................................. 57 Figure 12. NIMS/SEMS Training Requirements ........................................................................58 Figure 13. HSEEP Exercise Continuum ....................................................................................59 Figure 14. Regional Earthquake Faults Map .............................................................................77 Figure 15. Buena Park Flood Zones ..........................................................................................80 Figure 16. Fire Severity Zones and critical facilities ................................................................... 85 Figure 17. Relationships between Recovery Phases ................................................................90 Figure 18. Activity Assignment between Response and Recovery Phases ...............................94 Figure 19. Mutual Aid Channels .............................................................................................. 103 Figure 20. California Mutual Aid and Cal OES Administrative Region Map ............................. 104

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1. PROMULGATION
The City of Buena Park (“the City,” “we”, “our”) has updated its Emergency Operations Plan (EOP or “this Plan” ) to enable the most effective and economical allocation of resources for the maximum benefit and protection of life, property, and the environment during an emergency. This Plan supersedes any previous plan promulgated for this purpose.

The EOP’s objective is to establish the strategy and guidance needed to coordinate the City’s facilities and personnel into an efficient organization capable of responding to any emergency. It provides a framework the City can use to perform emergency functions before, during, and after a natural, human-caused, or technological emergency—regardless of cause, size, or complexity.

While no plan can prevent death and destruction, good plans carried out by knowledgeable and well-trained people can minimize losses.

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

Buena Park’s Disaster Council is ultimately responsible for the development and maintenance of the EOP.

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

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

1.1. CITY APPROVAL
See the next page for the signed Plan Concurrence. City Council Resolution No. NNNNN adopting the Emergency Operations Plan – Basic Plan is on pages 7-8.

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Plan Concurrence
The City of Buena Park prepared t his Emergency Operations Plan to implement and maintain a viable emergency management and response capability. This Plan complies with applicable internal policy, other local and state regulations, and follows the guidance provided in the National Incident Management System.

The following list of signatures documents each department’s concurrence with this Emergency Operations Plan.

NAME TITLE SIGNATURE
Aaron France City Manager
Edward Fenton Assistant City Manager/
Director, Human Resources
Adria Jimenez City Clerk
Matt Foulkes Director, Community &
Economic Development
James Box Director, Community
Services
Sung Hyun Director, Finance
Frank Nunes Chief, Police Department
Mina Mikhael Director, Public Works
Matt Schuetz Battalion 7 Chief, Orange
County Fire Authority

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Adoption resolution

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Adoption resolution

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1.2. R ECORD OF CHANGES

DATE OF

REVISION REVISION DESCRIPTION SECTION/COMPONENT

REVISION COMPLETED
BY
12/08/2015
EOP content and format
revised to align with CPG
101, Version 2.0 and
updated with information
current to the City of Buena
Park, the Orange County
Operational Area, State of
California, and the National
Incident Management
System
City of Buena Park EOP:
• Basic Plan
• Emergency
Management Annex
• Emergency Public
Information/
Communications and
Warning Annex
• Utilities Annex
City of Buena Park
Disaster Council
and Emergency
Planning
Consultants
3/2/2017
Change 1
Combined Plan
distribution-related material
in Section 5, and
eliminated it from Section

13. Basic Plan, sections 5
and 13
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Change 2
Changed “citizen” to
“resident” as appropriate. Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Change 3
Eliminated references to
unapproved Cal OES
document; eliminated ICS-
300 requirement for most
of EOC staff; eliminated
reference to SEMS EOC
class.

Basic Plan, Section 13.3
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Change 4
Eliminated Attachment 2;
moved two maps to
Situation.

Basic Plan, Section 6
and Attachment 2
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Change 5
Changed incorrect
information about
insurance claims.

Basic Plan, Section 12
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Changed reference to EEI
location from Annex A to
EOG.

Basic Plan, Section 10
Lance Charnes,
Emergency Services
Coordinator
3/2/2017
Renumbered figures for
consistency; repaginated;
added missing hyperlinks;
eliminated editing artifacts.

Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator

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DATE OF

REVISION REVISION DESCRIPTION SECTION/COMPONENT

REVISION COMPLETED
BY
11/21/2019
Updated the emergency
activation levels; updated
the list of annexes; updated
and provided links for the
authorities and references;
added page references to
internal links; eliminated
unused acronyms from the
acronym list
Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator
6/8/2021
Simplified the language;
eliminated bureaucratese
wherever possible; updated
statistics and references;
revised organization for
clarity; added references to
COVID-19
Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator
12/13/2022
Updated broken external
links; updated dates on
revised supporting plans
Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator
7/30/2025

Added a recovery
attachment; added “urban
fire” as a hazard; revised
the “terrorism” hazard into
“civil unrest” and “mass
casualty incident” hazards;
rearranged and edited
content for clarity; updated
statistics; updated broken
external links; changed
references to rechaptered
state laws
Throughout Basic Plan
Lance Charnes,
Emergency Services
Coordinator

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

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1.3. RECORD OF DISTRIBUTION
Primary Distribution
The public can read or download the EOP Basic Plan and its attachments on the City’s website.

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

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

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

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

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

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

1.4. DISCLOSURE EXEMPTIONS
Although much of this plan is available for public review, certain sensitive portions are secluded to annexes that are exempt from public disclosure under the provisions of the California Public Records Act §7929.200 . This sensitive information includes details of the City government’s deployment, mobilization, and tactical operations in response to emergencies, personal privacy information, and information involving City, state, or national security.

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2. INTRODUCTION
The City of Buena Park is committed to the safety of its residents , workers, and visitors. Their safety and security depends on the continuation of public services before, during, and after an emergency or disaster.

Federal, state, and local laws and standards require the City to enhance mitigation efforts, encourage preparedness, assure responsiveness, and facilitate recovery efficiently and effectively, before, during, and after human -caused and natural disasters that affect the City.

Emergency plans informed by the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) form the basis for response and recovery operations to accomplish these goals.

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

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

The past 25 years’ worth of major disasters and emergency events provides lessons-learned that demonstrate the value of ongoing preparedness. These include the 2001 terror attacks on the World Trade Center and Pentagon , Hurricane Katrina in 2005, 2011’s San Diego blackout and Japan’s Tōhoku earthquake and tsunami, 2017’s Hurricanes Irma and Maria, and recurring wildfire disasters and mass shootings in California and throughout the West . Some recent events—such as the 8.3M Illapel earthquake (Chile) and 2015’s Category 5 Hurricane Patricia (Mexico)—serve as positive examples of how losses can be minimized through ongoing mitigation (prevention) activities, effective public information and warning, and increased first responder and public readiness. Others—such as the chaotic and hyper -politicized response to the COVID -19 pandemic—serve as cautionary tales.

Chapter 8 of the City’s Municipal Code charges the City Manager’s Office, in conjunction with the City Disaster Council, with building and maintaining the City’s preparedness for all hazards and emergencies.

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

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The Plan also provides a framework for the coordination of response services and support within the City . It discusses the City’s relationships with, obligations to, and dependencies on other response organizations and governmental entities, including mutual aid , state and federal agencies, and the private sector. It provides guidance regarding reporting requirements. This plan is flexible enough so that the City’s capabilities can adapt to a changing response environment and to the needs of supporting organizations.

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

2.2. RELATIONSHIP TO OTHER PLANS
This Basic Plan or its annexes reference other City emergency plans and assessments. These plans are, by reference, a part of this Plan.

1. Local Hazard Mitigation Plan (LHMP). The LHMP documents all the ongoing and future actions that contribute to minimizing or eliminating threats associated with hazards in the City.

It includes a thorough analysis of these hazards and their potential effects on the City. FEMA requires jurisdictions to have approved mitigation plans to qualify for post-disaster mitigation funds following a major disaster.

2. Continuity Plan. The Continuity Plan (may also be referred to as the City’s Continuity of Operations Plan) is designed to promote the continuity of government and performance of essential functions during and after a disruption to normal City business operations. The Continuity Plan is a tool to help the City effectively resume its essential functions within twelve hours of an emergency and to sustain continuous operations for up to thirty days. Like the EOP, the Continuity Plan isn’t hazard-specific.

3. Local Disaster Recovery Plan (LDRP). Because the burden of post-disaster recovery is at the local level, advance planning is essential to restore the City’s physical and economic health. Decisions made and priorities set early in the recovery process can have a cascading effect on the nature and speed of the recovery’s progress. This in-progress plan will address the intermediate- to long-term recovery procedures and policies necessary to return the City to its pre-disaster or improved condition.

4. Hazardous Materials Assessment (HMA). The HMA is a comprehensive database of hazardous materials stored and used by commercial and industrial facilities in the City . The HMA takes into consideration proximity to populated areas and the interaction of various chemicals and substances located close together . The HMA provides a useful dataset that first responders and emergency personnel can use for emergency mitigation, preparedness, and response purposes.

5. Water Vulnerability Assessment (WVA). The WVA addresses various threats to the water utility that could negatively affect its ability to provide safe drinking water and firefighting ability to the City. Identified t hreats include terrorist actions, natural catastrophes, and equipm ent failure. The water utility will use the information from this assessment to implem ent changes and upgrades to security procedures, recordkeeping, control and communication systems, and standard operating procedures.

6. Emergency Operations Guide (EOG) . The EOG is a tactical guide to EOC functions and operational protocol s. It outlines EOC activation, operation, and deactivation policies,

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procedures, and other information related to EOC operations in the City. The EOG includes detailed EOC position checklists and addresses issues pertaining to including the “whole community” in response operations.

In accordance with SEMS and NIMS, t he City has reviewed the County of Orange and Orange County Operational Area Unified Emergency Operations Plan to confirm that this Plan i s consistent with the Operational Area.

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

2.3. EOP FORMAT
The EOP generally follows the guidance provided in FEMA’s Comprehensive Preparedness Guide 101, Version 3.0, and best practices from other California jurisdictions. Underlined blue text is hyperlinked to other locations in this Plan or to outside sources.

The EOP consists of this Basic Plan, its attachments, and functional and hazard-specific annexes.

The Basic Plan includes:
• The purpose and scope of the plan
• A brief description of the City’s hazards and planning assumptions • The general concept of operations for emergency activities within the City • The coordination mechanisms used in the emergency management process • Information collection, analysis, and dissemination methods • Communications methods
• Administration, finance, and logistics
• Plan maintenance procedures
• Authorities and references

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

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

Collectively, these annexes describe the operational actions, roles, and responsibilities of departments, agencies, and supporting organizations for a particular function, response, or site.

Section 11 – Annexes (page 64) contains a list of completed and planned annexes and their descriptions.

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

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

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

Community Resiliency consists of three key factors:

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

2. The strength and inclusivity of the emergency management system and organizations within the City, including the City EOC and emergency public information systems and tools (e.g., mass notification and communication systems, etc.).

3. The preparedness of the City’s residents, businesses, and community organizations.

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Consistently focusing on enhancing all three of these components advances the City’s overall resiliency.

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

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

A section of t he City ’s website provides emergency preparedness-related information to the public. It includes hazard and risk information as well as links to tools and resources to support individual and collective readiness and resiliency.

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

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

2.6. PLANNING ASSUMPTIONS
The City is responsible for emergency response operations and will commit all available resources to save lives, minimize injury to persons, protect the environment, and minimize damage to property. The following assumptions underlie this Plan. • The City will use SEMS and NIMS principles in its emergency management activities. • The City is a member of, and participates in, the Orange County Operational Area. • The City will provide appropriate resources to local agencies and residents to cope with disasters affecting this area as they’re available.
• Mitigation activities conducted prior to the occurrence of a disaster result in a potential reduction in loss of life, injuries, and damage.
• The City will request mutual aid assistance when emergency needs exceed the City's ability to meet them . The City will also provide mutual aid resources to other jurisdictions as available.
• The City contracts key services that have a direct bearing on the City’s emergency management organization. Most importantly, OCFA is responsible for fire, rescue, emergency

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medical services, and hazardous materials response. The City also contracts its trash collection and disposal , fleet fuel, tree trimming, ambulance, and animal control services.

These independent agencies and businesses may follow plans or procedures that don’t entirely conform to this Plan or other City-owned plans. • County agencies provide services to Buena Park residents and businesses. These services, over which the City government has no control, include public health, coroner, social services, senior and veteran’s services, flood control, and property assessment and taxation. Regional disasters will likely affect these services, which the City can’t replace or take over. • The agencies or organizations that are responsible for s upporting plans and procedures should update and maintain these plans, but may not.
• Buena Park residents and businesses should make themselves aware of potential hazards and prepare themselves for emergencies; however, most don’t. Those who don’t prepare will depend entirely on the City, OA, higher levels of government , or non-governmental organizations (NGOs) when a disaster strikes.

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3. SITUATION
The City of Buena Park, also known as the “Center of the Southland,” is located in northwestern Orange County. Buena Park borders the cities of Fullerton to the north and east, Anaheim to the south and east, Cypress to the south west, La Palma to the west , and Los Angeles County (the cities of Cerritos and La Mirada) to the northwest.

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

The United States Census Bureau lists the
City’s 2023 population estimate at 84,034.

Approximately 1,218,829 people live within
a 5-mile radius of the City

1. The City has a
variable daytime population of up to
150,000 people. Given Buena Park’s
location between major freeways , on a
major commuter rail line, and within major
thoroughfares (see Figure 2, page 22),
thousands of commuters pass through and
by Buena Park each day . While most
commuters are present during peak traffic
hours (generally defined as 6-9 a.m. and 3-
6:30 p.m.), freeway traffic is heavy all day
during the workweek.

The City has a strong commercial and
tourism base that employs many residents
and generates sales and transient-occupancy tax revenue for the city. Its diverse economic base includes manufacturing and distribution industries, professional corporations , and retail businesses. The City is perhaps best known as the home of Knott’s Berry Farm, a local theme park that covers 160 acres , hosted over 4.2 million visitors in 2023 2, and employs over 10,000 seasonal and full-time workers.

1 U.S. Census On the Map, 2022
2 Queue Times, https://queue-times.com/en-US/parks/61/attendances

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The Buena Park Entertainment Corridor is located in the east-central part of the city. It includes Knott’s Berry Farm, Knott’s Soak City USA, Medieval Times Dinner & Tournament, the Pirates Dinner Adventure, and many tourist-related hotels and motels. Buena Park Downtown is also part of the Entertainment Corridor; it consists of the Buena Park Mall and several surrounding stores, restaurants, and an 18- screen movie theater complex. A large commercial and light -industrial district dominates t he City’s northwest, comprising approximately 100 highly diverse manufacturing and logistics companies.

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

Twelve elementary schools, two junior high school s, and two high schools (including one for DAFN students) serve students throughout the city. Two of its three major private schools also cater to DAFN students. The City maintains thirteen parks of varying size.

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

As of January 2025, 285 full-time and 188 part-time municipal employees serve the City

3. All
employees, including part-time employees, are Disaster Service Workers and may be participants in the City’s emergency operations4.

Overview maps of the City are available in the City of Buena Park 2035 General Plan, available at
https://www.buenapark.com/city_departments/community_development/planning_division/gener al_plan.php.

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

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Figure 1. General Plan Land-Use Map

(Source: City of Buena Park General Plan)

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Figure 2. General Plan Traffic Circulation Plan

(Source: City of Buena Park General Plan)

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3.1. HAZARD ASSESSMENT
Like most cities, Buena Park is exposed to a number of hazards that can create damage and disruption. These include natural hazards, such as earthquakes, floods, urban fires, drought, and pandemics; technological hazards, such as hazardous materials releases, major transportation accidents, and utility emergencies; and human -caused incidents, such as mass -casualty/mass- fatality incidents and civil unrest.

Attachment 2 (page 77) provides a basic understanding of these hazards.

In light of Buena Park’s vulnerability to this range of hazards, the City will continue to emphasize:
• Emergency planning
• Training full-time, part-time, and reserve personnel
• Public awareness and education
• Improving the adequacy and availability of resources to cope with such emergencies (when practical)

The City is engaged in ongoing public education programs, including programs administered and/or supported under the Orange County Emergency Management Organization and the Santa Ana/Anaheim Urban Areas Security Initiative (UASI), to which the City belongs . The programs focus on the need for individuals to know about the nature of disasters and proper responses to those disasters. They also encourage residents, businesses, and organizations to make the necessary preparations for disasters and emergencies.

3.2. HAZARD MITIGATION
The City of Buena Park will emphasi ze pursuing mitigation measures t hat reduce losses from disasters, including the development and enforcement of appropriate land use, design, and construction regulations.

The City produced its first Local Hazard Mitigation Plan (LHMP) in 2017 and has continued to maintain it. FEMA approved the current LHMP in December 2022. An update in 2025 added the urban fire hazard.

The Buena Park LHMP contains detailed discussions of the top five hazards the City faces. The LHMP’s purpose is to:
• Enhance public awareness and understanding regarding local hazards. • Create a decision tool for management.
• Promote compliance with state and federal program requirements. • Document and enhance City policies for hazard mitigation capability. • Provide for inter-jurisdictional coordination of mitigation-related activities.

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4. CONCEPT OF OPERATIONS
Government is responsible for undertaking an ongoing, comprehensive approach to emergency management to mitigate the effects of hazardous events. The ultimate goals of emergency management ( including mitigation/prevention, preparedness, response , and recovery) are to provide:
• Effective life-safety measures, reduce property loss, and protect the environment • Rapid resumption of impacted businesses and community services • Accurate documentation and records required for cost-recovery efforts

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

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

4.1. PHASES OF EMERGENCY MANAGEMENT
The four phases of every disaster cycle are mitigation, preparedness, response, and recovery.

Preparedness
Preparedness is a continuous cycle of
planning, organizing, training, equipping,
exercising, evaluation, and improvement
activities to enable effective coordination and
the enhancement of capabilities.

The Preparedness Phase includes reviewing
and updating the City’s disaster ordinance and
EOP as necessary. The disaster ordinance
outlines who’ s in charge, the order of
succession, the process for declaring a Local
Emergency, and other key information. The
EOP provides strategy and policy for how the
City conducts emergency operations and defines areas of responsibility. Other prepar edness activities include:
• Review and update EOP annexes, operations plans, position checklists, job aids, and other tools responders use.
• Refresh ICS, SEMS, and NIMS training for all City responders. • Refresh responder job skills.

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• Inspect EOC and field response-related equipment and supplies, and replace expired or non- functional items.
• Conduct exercises and drills that range from seminars to full-scale events.

Response
The Response Phase includes mobilizing the necessary emergency services and first responders in the disaster. The most critical factor for the City during the response phase is supporting first responders with resources so they can save lives and property and protect the environment. Other response activities include:
• Coordinate evacuations, street closures, and detours to isolate disaster effects as much as possible.
• Provide shelter and care for people displaced by the disaster. • Keep the City’s residents, businesses, and visitors informed of the disaster’s status, consequences, and prognosis, and provide instructions they can use to stay safe. • Create and maintain a Common Operating Picture of the event to enable a unified response. • Coordinate response efforts with neighboring cities, special districts, and the Operational Area.

Recovery
The Recovery Phase officially begins simultaneously with the Response Phase, though recovery tends to begin in earnest when the disaster is past its acute phase. It’s possible that one part of the city may begin recovery while another part is still grappling with the disaster.

Recovering from a disaster takes coordination among city, county, state, and federal governments, nonprofit organizations, and the private sector. The City request s reimbursement for response costs from the state and federal governments while also seeking grants and loans to help finance cleanup and rebuilding.

If the disaster has caused widespread damage and disruption, we’ll engage with our residents and businesses to not just restore what was lost, but to seize the opportunity to rebuild stronger, smarter, and more resilient. Recovery is our chance to reimagine the future of our community — transforming adversity into a path toward something better than before.

Attachment 3: Recovery (page 89) describes in more detail the City’s recovery concept of operations, organization, and planning.

Mitigation
Mitigation refers to any sustained action taken to reduce or eliminate long- term risk to life and property from a hazard event. It refers to any activity that prevents an emergency, reduces the chance of an emergency happening, or reduces the effects of unavoidable circumstanc es that turn into emergencies. Also known as prevention (when done before a disaster), m itigation encourages long-term reduction of hazard vulnerability. Mitigation can protect critical community facilities, reduce exposure to liability, and minimize community disruption. The City’s Local Hazard Mitigation Plan details the City’s hazards and explains the mitigation actions we intend to take over the next several years.

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4.2. O PERATING UNDER SEMS/NIMS: APPLICATION TO BUENA PARK Fully activated, SEMS consists of the emergency management systems of:
• A ll local jurisdictions (including special districts) • All operational areas (county-wide)
• The California Governors’ Office of Emergency Services (Cal OES) Mutual Aid Regions (two or more operational areas)
• S tate government

Figure 3 (page 27) identifies the five SEMS organizational levels that are activated as necessary:
field response, local government, operational area, region, and state.

As a local government, the City is responsible for directing or coordinating emergency operations within the City. The other SEMS levels are responsible for coordinating with or providing support to the City and other local jurisdictions.

• What “field response” and “local ”
mean to Buena Park: Under
SEMS/NIMS, the City is responsible for
two of the five levels—namely, “field
response” and “local government .” At
the field response level, all departments
and agencies use ICS to standardize
the emergenc y response and report
emergency-related information to the
emergency management organization
in the City’s EOC.

The EOC manages the overall city
response to major disasters and
coordinates inter -departmental activity,
implements City policy, determines the
mission and priorities, a nd provides
direction and the authority to ac t. EOC
personnel engage in long- range
planning and coordination with outside
agencies. The EOC also coordinates
information dissemination to the public .

It provides support for the City’s cost-
recovery efforts by tracking and
reporting the personnel, supplies, and equipment used by City departments.

Section 5 – Organization and Assignment of Responsibilities, describes the City’s Emergency Management Organization in more detail.

• What the “operational area” means to the City: SEMS defines an o perational area (OA) as a county and all its political subdivisions, including cities and special districts. The Orange County Sheriff’s Department Emergency Management Division (OCSD EMD) manages the Field
Response
Commands on-scene
information, resources, and
priorities
Local
Manages and/or coordinates
information, resources, and
priorities within its jurisdiction
Operational
Area
Manages and/or coordinates
information, resources, and
priorities among all local
governments within a county’s
boundaries
Region
Manages and/or coordinates
information and resources
among operational areas
State Statewide resource coordination
integrated with federal agencies
Figure 3. SEMS Organizational Levels

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Orange County OA. During emergencies, the OC OA will coordinate mutual aid and emergency operations within the OA and will be the channel for requesting mutual aid from the regional level. The City EOC coordinates with and through the Orange County OA EOC.

If the City’s needs exceed its capabilities, the City requests aid from the OC OA EOC.

• What “region” means to the City: The OC OA EOC reports to Cal OES Southern Region, which can access additional resources if OA resources are exhausted. The OC OA (and by extension, the City of Buena Park) is in Mutual Aid Region I, which also includes Los Angeles, Ventura, Santa Barbara, and San Luis Obispo Counties. Mutual Aid Region I is part of the OES Southern Administrative Region, along with Mutual Aid Region VI ( Riverside, San Bernardino, San Diego, Imperial, Mono, and Inyo counties).

• What “ state” and “ federal” mean to the City: Cal OES Southern Region can request additional assistance from the state, which can then request federal assistance if necessary.

4.3. E MERGENCY RESPONSE LEVELS
The State of California and the OC OA EOP identify three emergency response levels. The City also uses this system. These levels, shown in Figure 4 (page 28), are common to all annexes in this plan.

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

Figure 4. Emergency Response Levels
BUENA PARK | ORANGE COUNTY| STATE OF CALIFORNIA
LEVEL 3: A minor to moderate incident in which local resources are adequate and available.

A LOCAL EMERGENCY usually isn’t proclaimed.

LEVEL 2: A moderate-to-severe emergency in which local resources aren’t adequate and mutual aid may be required on a regional or even statewide basis. A LOCAL EMERGENCY may be proclaimed, and a STATE OF EMERGENCY might be proclaimed.

LEVEL 1: A major disaster in which resources in or near the impacted area are overwhelmed and extensive state and/or federal resources are required. A LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed, and the governor may request a PRESIDENTIAL DECLARATION OF EMERGENCY or MAJOR DISASTER.

4.4. R EQUESTING COUNTY, STATE, OR FEDERAL AID
When the emergency exceeds the City's capability to respond, it can ask the County of Orange and the State of California for assistance. The City’s request takes the form of a Local Emergency proclamation. The proclamation will include a formal request submitted through the Governor's Office of Emergency Services (OES) asking the Governor to proclaim a State of Emergency or Major Disaster. The federal government provides assistance to the state as required by the nature and scale of the emergency.

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The City may proclaim an emergency to:
• Provide extraordinary police powers
• Gain immunity for emergency actions
• Authorize issuance of emergency orders and regulations • Activate pre-established emergency provisions
• Activate certain mutual aid systems (such as public works or the Emergency Managers Mutual Aid)
• Enable a request for state or federal assistance

The City’s Director of Emergency Services (DES) may ask the City Council to proclaim a local emergency, as specified by Buena Park Municipal Code Article 8.00.060. If the City Council isn’t able to convene to proclaim an emergency, the DES has the authority to do so in the Council’s absence. If the DES issues the proclamation, the City Council must ratify it within seven days.

The Council must also review the need to continue the proclamation at least every 60 days. The Council will formally end the local emergency by resolution as soon as conditions warrant.

EOP Annex A, Emergency Management , provides more detail about the proclamation and declaration processes.

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

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

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

Attachment 4: Mutual Aid (page 99) has details regarding California’s mutual aid system. This Attachment also provides an overview of how the City fits into the larger mutual aid system, as well as specific policies and procedures. Individual annexes also include more specific mutual aid information, as appropriate.

The City recognizes the importance of the private and non -profit sectors in the emergency organization. Business and industry own or have access to substantial response and support resources. Additionally, community -based organizations and other NGOs provide valuable resources and services before, during, and after a disaster. These resources can be effective assets at any level. The City will continue to engage in outreach and communication efforts with the greater Buena Park community as outlined in Section 2.5 – Whole Community Strategy and

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Inclusion (page 16), as well as support OC OA-level organizations, such as the Orange County Community Organizations Active in Disaster (COAD-OC).

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5. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
The City ’s emergency management
organization covers all emergency
management phases: mitigation,
preparedness, response, and recovery.

These emergency management systems
provide for not only the on-scene management
of an incident, but also for the coordination of
response activities between the City and other
jurisdictions (such as neighboring cities, the OC
OA EOC, supporting agencies, etc.).

References in this section are as defined or
derived from the description and authority in the
City of Buena Park Municipal Code, Chapter 8,
§8.00.010 – 8.00.090.

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

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

The City may need to change the emergency organization to provide an effective response to specific incidents. Annexes and supplemental guides to this Plan reflect specific operational BP MC §8.00.020 – EMERGENCY DEFINED
“‘Emergency’ means the actual or
threatened existence of conditions of
disaster or of extreme peril to the safety of
persons and property within [the City of
Buena Park] caused by such conditions as
air pollution, fire, flood, storm, epidemic, riot,
drought, cyberterrorism, sudden and severe
energy shortage, deenergization event, plant
or animal infestation or disease, the
Governor's warning of an earthquake or
volcanic prediction, or an earthquake, or
other conditions, other than conditions
resulting from a labor controversy, that are
or are likely to be beyond the control of the
services, personnel, equipment, and
facilities of the city and require the combined
forces of other political subdivisions to
combat; or with respect to regulated energy
utilities, a sudden and severe energy
shortage or deenergization event that
requires extraordinary measures beyond the
authority vested in the California Public
Utilities Commission.”

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concepts, including the emergency response actions of City departments and supporting agencies.

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

5.3. ASSIGNMENT OF RESPONSIBILITIES
The DES and ADES, together with the City Council, oversee the City’s emergency management organization as the primary leadership represented in the City Disaster Council (see below) .

They’re empowered to review and approve emergency mutual aid plans and agreements, disaster mitigation, preparedness, response, and recovery plans, and any ordinances, resolutions, rules, and regulations necessary to implement them.

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

In the event of an actual or pending emergency, t he DES has the authority to proclaim an emergency for the City, activate and direct the EOC, and command and marshal resources to support the City’s response.

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

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

Disaster Council
The City Disaster Council is empowered to develop and recommend for adoption by the City Council:
• The City EOP and all related plans having impact or bearing on the City’s emergency management efforts, such as the Continuity Plan and other plans referenced in Section 2.1 – EOP Purpose (page 13)
• Mutual aid agreements
• Ordinances, resolutions, rules, and regulations necessary to imple ment such plans and agreements

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The DES or ADES (or their designees) can convene Disaster Council meet ings whenever needed. Figure 5 (page 33) outlines the Disaster Council’s primary membership.

The Disaster Council may also include up to three advisory members appointed by the DES (with the advice and consent of the City Council) from civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility. The Disaster Council furthers the “whole community” concept outlined in Section 2.5 – Whole Community Strategy and Inclusion (page 16).

Figure 5. Disaster Council Membership

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

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

Other Departments
Other City departments and supporting agencies have emergency responsibilities, as shown in Figure 6 (page 35). These agencies and departments are also responsible for developing and maintaining relevant standard operating procedures.

5.4. P RIMARY AND SUPPORT EMERGENCY FUNCTIONS
In this Plan, emergency operations are generally divided into the emergency functions (or positions) indicated in Figure 6 (page 35). Annex A, Emergency Management (and other annexes where appropriate) provides details on functional, organizational , and operational concepts, responsibilities for providing support to or accomplishing a given function or position-related task, and applicable policies and procedures.

Figure 6 also identifies the agencies and private organizations responsible to or supporting the City for the functions listed below.

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Figure 6. Buena Park EOC Primary and Support Functions

BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS

BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

MAYOR

CITY COUNCIL

CITY MANAGER
Marketing & Communications
City Attorney
Emergency Services Coord.

Purchasing

COMMUNITY SERVICES

CITY CLERK

COMMUNITY DEVELOPMENT
Building & Planning
Economic Development

FINANCE

HUMAN RESOURCES
POLICE

PUBLIC WORKS
Facility Maintenance
Vehicle Maintenance
Water Utility
211 ORANGE COUNTY

BUENA PARK USD

CAL OES

CAL HWY PATROL

OC ANIMAL CARE

OC FIRE AUTHORITY

OC HEALTH CARE AGENCY

OC OPERATIONAL AREA

OC SHERIFF-CORONER

OC TRANSIT AGENCY

AMERICAN RED CROSS

SALVATION ARMY

DAYLE MCINTOSH CTR
SE AREA ANIMAL CTRL AGY.

METRO. WATER DISTRICT

EDCO/PARK DISPOSAL

SOUTHERN CA EDISON
SOUTHERN CA GAS CO.

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

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS

BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

MAYOR

CITY COUNCIL

CITY MANAGER
Marketing & Communications
City Attorney
Emergency Services Coord.

Purchasing

COMMUNITY SERVICES

CITY CLERK

COMMUNITY DEVELOPMENT
Building & Planning
Economic Development

FINANCE

HUMAN RESOURCES
POLICE

PUBLIC WORKS
Facility Maintenance
Vehicle Maintenance
Water Utility
211 ORANGE COUNTY

BUENA PARK USD

CAL OES

CAL HWY PATROL

OC ANIMAL CARE

OC FIRE AUTHORITY

OC HEALTH CARE AGENCY

OC OPERATIONAL AREA

OC SHERIFF-CORONER

OC TRANSIT AGENCY

AMERICAN RED CROSS

SALVATION ARMY

DAYLE MCINTOSH CTR
SE AREA ANIMAL CTRL AGY.

METRO. WATER DISTRICT

EDCO/PARK DISPOSAL

SOUTHERN CA EDISON
SOUTHERN CA GAS CO.

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

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS

BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

MAYOR

CITY COUNCIL

CITY MANAGER
Marketing & Communications
City Attorney
Emergency Services Coord.

Purchasing

COMMUNITY SERVICES

CITY CLERK

COMMUNITY DEVELOPMENT
Building & Planning
Economic Development

FINANCE

HUMAN RESOURCES
POLICE

PUBLIC WORKS
Facility Maintenance
Vehicle Maintenance
Water Utility
211 ORANGE COUNTY

BUENA PARK USD

CAL OES

CAL HWY PATROL

OC ANIMAL CARE

OC FIRE AUTHORITY

OC HEALTH CARE AGENCY

OC OPERATIONAL AREA

OC SHERIFF-CORONER

OC TRANSIT AGENCY

AMERICAN RED CROSS

SALVATION ARMY

DAYLE MCINTOSH CTR
SE AREA ANIMAL CTRL AGY.

METRO. WATER DISTRICT

EDCO/PARK DISPOSAL

SOUTHERN CA EDISON
SOUTHERN CA GAS CO.

FUNCTIONS
PLANNING & INTELLIGENCE – Primary Department/Section Chief: Community Development Resource Status/Tracking P S S S S Situation Status/Analysis P S S S Advance Planning P S S S S S
Documentation P S S S

GIS P S
Recovery S S P S S S S S S S S S S S S S S S S
Demobilization P S
WebEOC S S P S S
LOGISTICS – Primary Department/Section Chief: Public Works IT / Computer Systems P S S
Communications P S S S S
Donations Management S S P S S Facilities S P S S S
Personnel S P S S
Supply / Procurement P S S S
Food S P S S S
Transportation S S P S S S S S
Volunteer Coordination S P S S S S Clerical Support P S

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS

BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

MAYOR

CITY COUNCIL

CITY MANAGER
Marketing & Communications
City Attorney
Emergency Services Coord.

Purchasing

COMMUNITY SERVICES

CITY CLERK

COMMUNITY DEVELOPMENT
Building & Planning
Economic Development

FINANCE

HUMAN RESOURCES
POLICE

PUBLIC WORKS
Facility Maintenance
Vehicle Maintenance
Water Utility
211 ORANGE COUNTY

BUENA PARK USD

CAL OES

CAL HWY PATROL

OC ANIMAL CARE

OC FIRE AUTHORITY

OC HEALTH CARE AGENCY

OC OPERATIONAL AREA

OC SHERIFF-CORONER

OC TRANSIT AGENCY

AMERICAN RED CROSS

SALVATION ARMY

DAYLE MCINTOSH CTR
SE AREA ANIMAL CTRL AGY.

METRO. WATER DISTRICT

EDCO/PARK DISPOSAL

SOUTHERN CA EDISON
SOUTHERN CA GAS CO.

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

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5.5. CONTINUITY OF OPERATIONS & CONTINUITY OF GOVERNMENT A major disaster, nuclear attack, or other national security emergency could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

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

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

Preservation of Local Governments/Succession of Local Officials Article 15 of the California Emergency Services Act (CESA) provides the legal authorities for succession of local government in California. Figure 7 (page 40) contains a summary of CESA Article 15.

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

Should the DES be unavailable or unable to serve, the positions identified below in Figure 8 (page 40), in order, shall act as the DES, with all the powers and authorities of the DES. The individual who serves as Acting DES shall have the Director’s authority and powers and will serve until the Director is again able to serve or until the City Council appoints a successor.

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Figure 7. Legal Basis - Succession of Local Government

Figure 8. Director of Emergency Services Succession5

ORDER OF SUCCESSION TITLE DEPARTMENT
Primary City Manager City Manager
First Police Chief Police
Second Director of Public Works Public Works
Third Director of Community & Economic
Development
Community & Economic
Development
Fourth Director of Community Services Community Services Fifth Director of Finance Finance
Sixth Director of Human Resources and Risk
Management
Human Resources and Risk
Management

5 City Council Resolution 13577, February 14, 2017.
§8637: Authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

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

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

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

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

ARTICLE 15 OF THE CALIFORNIA EMERGENCY SERVICES ACT

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Notification of any successor changes shall be made through the established chain of command.

The City of Buena Park Continuity Plan lists the lines of succession for each City department.

Preservation of Vital Records
Every level of government, including the departmental or division levels, should protect its vital records. “Vital records” are records essential to the continued functioning or reconstitution of an organization during and after an emergency , and records essential to protecting the legal and financial rights of that organization and of the individuals directly affected by its activities.

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

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

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

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

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

According to the California Public Records Act §7929.200, these sites aren’t subject to public disclosure.

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

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

A unified command may lea d the response when multiple command authorities are involved.

Unified command includes officials who have jurisdictional authority or functional responsibility for the incident under an appropriate law, ordinance, or agreement. The unified command provides direct, on-scene control of tactical operations.

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

6.2. CITY OF BUENA PARK EOC
EOC Activation
The DES will make the decision to activate the EOC when:
• A significant incident occurs in the City (e.g ., an earthquake causing more than minimal damage6, dam failure or uncontrolled dam release, an incident involving a displacement of City residents or businesses for an extended time, etc.); or, • An incident has occurred, or is likely to occur , that will require a large commitment of City resources over an extended period; or,
• Additional resource support and/or coordination of response assets is necessary.

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

Figure 9 (page 44) identifies the positions with authority to activate the EOC (in order of precedence). If none of the identified individuals are reachable, Section 5.4 – Continuity of Government (page 33) contains additional details regarding the City’s continuity of government.

6 “Minimal damage” includes cracked glass, some shelf stock falling to the floor in stores, lights flickering briefly, or a brief, small-scale power outage, etc.

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Figure 9. EOC Activation Authority by Order of Precedence

ORDER OF PRECEDENCE TITLE
First City Manager (Director of Emergency Services)
Second Police Chief (Assistant Director of Emergency Services) Third Assistant City Manager/Director of Human Resources Fourth Director of Public Works
Fifth Director of Community & Economic Development
Sixth Director of Community Services
Seventh Director of Finance

EOC Functions
Core functions of the EOC include:
• Internal and external coordination
• Information collection, analysis, and dissemination
• Resource procurement, allocation, and tracking
• Creating and sharing a common operating picture
• Administrative and financial support

The EOC activate s and staff s to the level necessary for the response to accomplish these functions.

The EOC consists of five sections, each responsible for carrying out different aspects of the response.
• Management Staff
o Exercises overall management of the emergency.
o P rovides policy and guidance for the emergency response. o C oordinates the overall prioritization, decision-making, coordination, tasking, and conflict resolution for the response and early recovery effort.
o R eports to the City Council.
• Planning & Intelligence Section
o P repares the EOC Action Plan.
o M aintains resource status.
o C ollects, analyzes and displays incident-related information to provide the overall common operating picture.
o S ets the “operational tempo” of the EOC by scheduling and moderating all EOC briefings to facilitate EOC staff members’ awareness of the current response effort and objectives. • Operations Section
o C oordinates all incident-related tactical operations as directed by the Management Staff and in accordance with incident objectives.
o C oordinates priority missions with the b ranch directors and monitors whether resource deployment is consistent with City objectives.
• Logistics Section. The Logistics Section p rocures equipment, supplies, personnel, transportation, food, facilities, and communications services ( including information technology, phones, radios, and other devices) needed to support the response.

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• Finance & Administration Section. The Finance & Administration Section maintains all financial records and tracks all incident-associated costs, including personnel time, equipment use, and claims.

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

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7. INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION

7.1. INFORMATION COLLECTION
The EOC serves as the hub for the collection, analysis, and dissemination of information relating to an incident or event.

Effective emergency management relies on e stablishing a common operating picture and maintaining situational awareness. Information may come from any number of sources, such as:
• Incident Command Posts
• Field responders
• Field observers
• Buena Park Police Department (BPPD) Communications Center calls • Interagency coordination meetings/calls
• OC 2-1-1
• Law enforcement monitoring networks (such as NCRIC)
• Institutional news media reports
• Social media
• WebEOC

The EOC Planning & Intelligence Section’s Situation Unit is responsible for seeking out and compiling this information throughout the term of the disaster.

7.2. INFORMATION ANALYSIS AND DISSEMINATION
The Planning Section is responsible for vetting and analyzing incoming information to produce intelligence. Actionable intelligence supports decision-making to achieve established operational priorities. The EOC Management Staff and Operations Section will inform the Planning Section of their priority information requirements. The Planning Section will help them determine the essential elements of information required to make timely decisions and prioritize key tasks and information requests.

Processed intelligence can be disseminated in various ways , including briefings, maps, reports, fact sheets, infographics, charts and graphs, and so on. The output format depends on the nature of the intelligence, consumer needs, and available time and resources.

Periodic EOC briefings update the response organization on the status of the incident . These briefings take place as determined by the EOC Director or mandated by the action planning process (see the Emergency Operations Guide). Briefings should happen at least once per shift or whenever something happens that changes conditions materially (such as an aftershock or secondary explosion). The briefing schedule can and will be adjusted to suit the situation.

The EOC will share necessary i nformation with other levels of government, other agencies and departments outside the Ci ty, and the private sector , as appropriate. This practice enhances public safety, economic integrity, and effective resource management for response and recovery.

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7.3. PUBLIC INFORMATION OPERATIONS
On-scene incident command staff will disseminate information to responders. The City Public Information Officer ( PIO) Unit will release information to the public. The City PIO Unit will use available media outlets , including social media, interpreting systems for those with hearing difficulties, AlertOC, and other available modes to get necessary information to the public as soon as possible. The PIO Unit (and the Joint Information Center [ JIC] when activated) plays a large role in the collection, analysis, and dissemination of open -source information in an emergency.

See Annex B, Emergency Public Information, for more information about the City’s PIO/JIC/Emergency Public Information system.

One of the challenges of using multiple channels to address the public is keeping messaging consistent among them. The EOC PIO must continually verify that the information available on all the public communication avenues (media releases, website, social media, interviews, etc.) is consistent and mutually supportive.

When the EOC is activated, all public messaging must go through the EOC Director for approval.

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

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

7.4. PUBLIC ALERT AND WARNING
Alert and warning is the process of alerting the City’s responders, residents, visitors, and businesses to the threat of an imminent, extraordinary danger. Depending on the nature of the threat and the population at risk, any level of government can send a warning. Local government (the City) bears the first responsibility for warning its population of threats.

The BPPD Watch Commander and Communications Center are responsible for alert and warning during normal operations. When the EOC is activated, responsibility shifts to the City PIO and the Operations Section, with the EOC Director becoming the approval authority.

Success in saving lives and property depends on timely dissemination of alerts and warnings to people in threatened areas. The City will use various federal, state, and local systems in any combination to launch an alert or warning. Section 9 of the Emergency Operations Guide outlines the various communications channels and strategies the City can use to broadcast alerts and warnings.

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

As mentioned before, t he EOC serves as the hub of information for the incident . The EOC and field operations will maintain constant contact to promote adequate information flow. The EOC Management Staff will make priority decisions and provide guidance and direction to the EOC General Staff, which will coordinate incident management.

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

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

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8. ADMINISTRATION, FINANCE, AND LOGISTICS

8.1. ADMINISTRATION
All City assets (human resources, facilities, equipment, and supplies) will come under the EOC’s purview to direct in any way necessary to respond to an emergency.

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

On a day-to-day basis, the following departments provide financial, accounting, procurement, and Human Resource Management services.
• Finance Department. The Finance Department is responsible for all cash management and accounting functions and for enforcing compliance with the annual adopted budget. • City Manager’s Office, Purchasing Division. The Purchasing Division complies with Chapter 3.28 of the Municipal Code during the purchase of equipment, supplies, and services.

Under this Code chapter, other departments may seek bids for products and services within established dollar values, allowing them to fulfill limited functions of the purchasing process. • Public Works Department. The Public Works Department frequently conducts procurements for major capital projects and professional services that comply with the Municipal Code.

Depending on the nature of work put out to bid and the estimated value of the resulting purchase or contract, the Public Works Department may directly seek informal bids in order to secure the product or service. Other products or services of a higher value may require joint participation with the Purchasing Division and ultimate appr oval of the City Manager or City Council.
• Human Resources Department. Human Resources is responsible for personnel recruitment and selection activities, labor negotiations, job classification and compensation analysis, employee benefits administration, organizational development and training, the Employee Assistance Program, discipline and grievance handling, and employee recognition.

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

See Figure 6 (page 35) for additional information regarding lead/support departments.

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

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

Further, t he City of Buena Park will comply with the following Code of Federal Regulations provisions (CFRs) for documentation, time, compensation and cost accounting, and purchasing and emergency procedures . These CFRs are outlined in the CESA’s Legal Authority for Emergency Expenditures, and the California Disaster Assistance Act (CDAA). • 2 CFR Part 200 (§200.333, Record Retention, through §200.337, Restrictions on Public Access to Records). (Documentation)
• 2 CFR Part 200 (§200.430, Compensation – Personal Services, through §200.439, Equipment and Other Capital Expenditures). (Time, compensation and cost accounting) • 2 CFR Part 200 (§200.318, General Procurement Standards, through §200.326, Contract Provisions). (Purchasing)
• CESA Article 16 (§8654.b, Authority of Governor during Emergency or Major Disaster). • CDAA (Article 4, Allocations to Local Agencies, and Article 5, Funds).

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

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

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

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

The EOC Finance & Administration Section documents:
• Expenditures
• Cost accounting
• Purchase authorizations
• Timekeeping records (force account labor)
• Equipment use (force account equipment)
• Assisting with leases and contracts

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• Injury and property damage claims (accomplished in conjunction with Risk Management)

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

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

The City’s financial accounting system uses activity codes to track all of the expenses associated with a particular function. Based on the size and complexity of the emergency response required, the Finance & Administration Section may activat e one or more “Emergency Activity Codes” and/or establish a “Disaster Fund” in the City’s financial accounting system. Figure 10 (page 53) provides a case example of how the City’s financial accounting system can scale in an emergency.

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

Figure 10. Case Example: The City's Financial Accounting System in an Emergency THE CITY OF BUENA PARK’S FINANCIAL ACCOUNTING SYSTEM CAN SCALE TO ACCOMMODATE SMALL AND LARGER SIZED EMERGENCY RESPONSES.

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

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

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

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

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

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

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

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

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

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

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

If necessary, the City or county can quickly register volunteers as DSW Volunteers (DSWVs), as can groups within COAD-OC as specified in the OC OA EOP ’s Volunteer and Donations

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Management Annex. DSWVs are eligible for Workers Compensation and liability coverage. A list of pre-registered DSWVs affiliated with volunteer organizations is available from OneOC.

8.5. RECORDS AND REPORTS
On a day -to-day basis, the City Clerk ’s Office abides by document retention guidelines established at the departmental level. The City’s Continuity Plan includes an inventory of the vital records, systems, and data management software and equipment necessary to perform essential functions and activities and to reconstitute normal department operations following an emergency.

The Continuity Plan identifies the necessary and reasonable steps to protect such information, no matter the form or media, and must include:

1. Selection of vital records identified through the City’s Records Retention Schedule, and those in accordance with the City’s Continuity Plan.

2. Identification and protection of systems, data management software, and equipment necessary to access vital records, no matter the media.

3. Review of protection methods available and appropriate for vital record s and information preservation.

4. Identification of alternate storage locations for vital information.

5. Identification of the vital records and information that should receive priority during s alvage operations.

6. Establishment of administrative procedures and policies.

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

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

Further, the City will comply with the A mericans with Disabilities Act . Therefore, all communications will seek to provide appropriate aids and services to promote effective communication with individuals with disabilities. Individuals with disabilities will not be separated from their service animals and assistive devices, and disability-related assistance will be available to anyone who needs it during emergencies to the extent possible.

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

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should refer to the California Department of Insurance any disputes with adjustors or insurance companies.

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

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

The AAR documents the City’s response activities and identifies areas of concern and success.

The CAR will set out a work plan for implementing improvements in the response and recovery system.

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

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

The EOC Planning & Intelligence Section develops the AAR and CAR in conjunction with the Emergency Services Coordinator. The ESC will assist in the AAR’s completion and distribution.

Within 90 days, the ESC (or the Assistant Director of Emergency Services) will send the AAR/CAR to the Cal OES Southern Region, with an information copy to the OC OA.

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9. PLAN DEVELOPMENT AND MAINTENANCE

9.1. PLAN REVISION AND MAINTENANCE CYCLE
The City Manager (acting as the DES), in conjunction with the ADES and the Disaster Council, is responsible for making revisions to this Plan that may enhance the conduct of response operations. The ESC will prepare, coordinate, and publish any necessary changes to the Plan.

Section 1.3, Record of Distribution (page 11), specifies how to distribute Plan copies and updates.

The City Disaster Council will review and update this Plan every three years. The City Council will approve these triennial Basic Plan changes by resolution.

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

Changes in policy, doctrine, processes, and the specifics of various hazards may cause updates to Plan annexes on an ongoing basis. As such, annexes aren’t tied to the Basic Plan maintenance process or City Council approval. The ESC may propose annex changes to the Disaster Council at any time. If the Disaster Council approves the changes, the ESC distributes the updated annex as shown in Section 1.3.

9.2. TRAINING
Planning alone won’t achieve preparedness or build and maintain resilience. Training and exercising are essential components of the ongoing Preparedness Cycle ( Figure 11) to make emergency operations personnel and support systems operationally ready.

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

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

Figure 11. Preparedness Cycle

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While most of the NIMS training called out below is available online through the FEMA’s Emergency Management Institute Independent Study Program, ICS 300 and 400 still require in- person instruction. Figure 12 (page 58) represents the current City training standards for those with designated emergency roles.

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

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

Figure 12. NIMS/SEMS Training Requirements

NIMS/SEMS TRAINING COMPLIANCE

STANDARDS

SOURCE: ADAPTED FROM CAL OES TRAINING

REFERENCE CHART
(JUNE 2012)

SEMS INTRODUCTION

NIMS AWARENESS
(IS 700)

NATIONAL RESPONSE
FRAMEWORK (IS 800)

ICS INTRODUCTION (ICS
100)
ICS BASIC (ICS 200)

ICS INTERMEDIATE (ICS
300)

ICS ADVANCED
(ICS 400)
All City executives and decision
makers (response-related
department heads and elected
officials)
  
All City staff who may be tasked to
assist during a major emergency   
All first responders and registered
volunteers (e.g., Community
Emergency Response Teams,
etc.)
  
All staff with assignments in the
Emergency Operations Center     
All EOC staff members who may
serve as Management Staff (e.g.,
member of the Management Staff)
or General Staff (Section Chief)
      
Any field responder who may
serve as Command Staff (e.g.,
member of the Command Section)
or General Staff (Section Chief)
      
Any employees whose primary
responsibility is emergency
management (e.g., City’s ESC)
      

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

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

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

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

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

Exercises come in many forms .

Figure 13 summarizes the
continuum of discussed-based to
operations-based exercises. As
the level of capabilities exercised
is increased, the commitment
needed for planning and training
also increases.
• Tabletop exercises provide a convenient and low -cost method of introducing officials to problem situations for discussion and problem solving. Such exercises are a good way to see if adequate emergency policies and procedures exist.
• Functional exercises simulate actual emergencies. They typically involve complete emergency management staffs and test not only procedures, but also the readiness of personnel, communications, and facilities. Functional exercises typically occur at least once every other year in the City.
• Full-scale exercises involve the actual movement of people and equipment to respond to a simulated event in the field. EOCs and field component(s) activate to provide all players with as realistic an experience as possible. These exercises are complex and expensive, but they form the final step in the exercise progression and provide all players wi th valuable Figure 13. HSEEP Exercise Continuum

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experience. These lessons can then inform existing plans to improve response. Buena Park typically participates in full-scale exercises once every four years.

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

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

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10. AUTHORITIES & REFERENCES
The following references provide authorities for conducting or supporting emergency operations.

City of Buena Park
• City of Buena Park Resolution No. 14332 adopting the 2021 City of Buena Park Emergency Operations Plan – Basic Plan, June 8, 2021
• City of Buena Park Municipal Code, Chapter 8, Sections 8.00.010- 8.00.090 – Emergency Organization
• City of Buena Park Administrative Policy Manual, Item 200 -43 – Emergency Services Activities
• Buena Park Police Department, General Orders
• City of Buena Park Local Hazard Mitigation Plan (2022) • City of Buena Park Continuity Plan (2024)
• City of Buena Park Emergency Operations Guide (ongoing) • City of Buena Park Water Vulnerability Assessment (2015) • City of Buena Park Hazardous Materials Assessment (2015)

County of Orange
• Orange County Operational Area Agreement of the County of Orange and Political Subdivisions, concluded January 2020
• County of Orange Resolution adopting the California Master Mutual Aid Agreement, adopted November 28, 1950
• Unified County of Orange/Orange County Operational Area (OC/OA) Emergency Operations Plan (November 2023)
• OC/OC Alert & Warning Plan (November 2022)
• OC/OA Disease Outbreak Response Annex (February 2023) • OC/OA Flood Dam and Reservoir Failure Annex (February 2023) • OC/OA Legislated Aircraft Accident Annex (November 2022) • OC/OA Mass Care and Shelter Annex (November 2022)
• OC/OC Rail Emergency Annex (May 2022)
• Orange County Law Enforcement Mutual Aid Compact
• Orange County Fire Service Operational Area Mutual Aid Plan (December 1997) • Orange County-Los Angeles County Public Works Master Mutual Aid Agreement (1989). All cities within the County of Orange are signatories as of 2012, and all Los Angeles cities are signatories.

State of California, Office of Emergency Services
• California Emergency Services Act (California Government Code, Title 2, Division 1, Chapter 7)
• California State Emergency Plan (2024) and sub-plans/annexes • Operational Areas (California Government Code, Title 2, Chapter 7, Article 9, Section 8605) • California Disaster and Civil Defense Master Mutual Aid Agreement (November 1950)

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• California Emergency Management Mutual Aid Plan (March 2022) • California Law Enforcement Mutual Aid Plan (July 2019) • California Fire Service and Rescue Emergency Mutual Aid Plan (February 2023) • Standardized Emergency Management System Guidelines (September 2006) • California Disaster Assistance Act (California Government Code, Title 2, Division 1, Chapter

7.5)
• California Office of Emergency Services, Emergency Proclamations Guide Quick Reference Guide for Local Government (October 2022)
• California Public Records Act (California Government Code, Title 1, Division 10) • Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government (Article 15 of the California Emergency Services Act) • Temporary Seat of State Government ( Section 450, Title 1, Division 3, Chapter 1 of the California Government Code)
• Temporary County Seats ( Section 23600, Title 3, Division 1, Chapter 4, Article 1 of the Government Code)
• Member of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article 1 of the Government Code)
• Legislative Session after War or Enemy -Caused Disaster ( Sections 9035- 9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code) • Succession to the Office of Governor (Article V, Section 10 of the State Constitution) • Succession to the Office of Governor ( Sections 12058- 12063, Title 2, Division 3, Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code)
• Succession to Constitutional Offices ( Sections 12700- 12704, Title 2, Division 3, Part 2, Chapter 7 of the Government Code)
• Preservation of State Records ( Sections 14745-14750, Title 2, Division 3, Part 5.5, Chapter 5, Articles 1 and 2 of the Government Code)

Federal
• Developing and Maintaining Emergency Operations Plans , Comprehensive Preparedness Guide 101, Version 2.0 (November 2010)
• Federal Emergency Management Agency, Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter (November 2010) • Federal Emergency M anagement Agency, A Whole Community Approach to Emergency Management: Principles, Themes and Pathways for Action (December 2011) • Americans with Disabilities Act (1990)
• Americans with Disabilities Act Amendments (P.L. 110-325, 2008), and those associated with them
• Rehabilitation Act (P.L. 93-112, 1973), Sections 501, 503, 504 and 508 • Older Americans Act (P.L. 89-73, 1965), Title III
• Emergency Management Assistance Compact (2005)
• Executive Order 13407, Public Alert and Warning System (June 2006) • Presidential Memorandum “Emergency Alert System Statement of Requirements” (September 15, 1995)
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended

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• Homeland Security Presidential Directive 5, Management of Domestic Incidents (February 2003)
• Homeland Security Presidential Directive 8, National Preparedness (December 2003) • Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency (October 2007)
• Post-Katrina Emergency Management Reform Act of 2006, 6 U.S.C. 701 • National Response Framework (October 2019)
• National Incident Management System (NIMS) (October 2017) • Presidential Decision Directive (PDD) 39 (U.S. Policy on Counterterrorism ) and PDD 62 (Protection Against Unconventional Threats to the Homeland and Americans Overseas)

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

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11. ANNEXES
While the Basic Plan covers general emergency policy and doctrine, many functions require more specific guidance. Also, various types of emergencies need more detailed guidelines and discussions of policies. The City of Buena Park’s EOP annexes fill these needs.

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

All existing EOP annexes are available on the City’s network . Due to the sensitivity of the information contained in the annexes, the City withholds them from public view in accordance with Section 1.4 – Disclosure Exemptions (page 11).

ANNEX TITLE LAST UPDATE DESCRIPTION

FUNCTIONAL ANNEXES
Emergency Management June 2024
This Annex describes how the City
manages emergencies. It provides a
basis for centralized control, coordination,
and direction of emergency operations.

Emergency Public Information September 2021
This Annex provides guidance for the
conduct and coordination of public
information activities and the processes
needed to provide alerts and warning to
the population impacted by or at risk from
an emergency.

Mass Care & Shelter May 2023
This Annex describes care and shelter
operations within the City of Buena Park,
defining the collective and individual
responsibilities of City and NGOs
responding to, or acting in support of
mass care and shelter operations.

Debris Management Future
This Annex will describe how the City will
accomplish debris removal and
management following a disaster or
emergency.

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ANNEX TITLE LAST UPDATE DESCRIPTION
Evacuation and Mass
Movement March 2024
This Annex outlines strategies,
procedures, recommendations, and
organizational structures for implementing
a coordinated evacuation effort for the
city.

HAZARD/THREAT-SPECIFIC ANNEXES
Earthquake Future
This Annex will provide an overview of
earthquake hazards and will describe the
preparedness efforts, response actions,
public alert and warning strategies, and
specialized resources needed to respond
to an earthquake.

Flood or Dam Failure October 2024
This Annex provides specific policy and
guidance for the planning and response
needs generated by the flood and dam-
failure hazards facing Buena Park.

Transportation Emergency April 2025
This Annex establishes processes,
policies, and procedures specific to
responding to transportation-related
(aircraft, rail, bus, and pipeline) incidents.

Utilities Future
This Annex will provide guidance on local
assistance and resources to enable
restoration of water, sewer, and electrical
systems following a catastrophic failure. It
will identify potential utility shortfall
triggers and coordinate private and public
sector response efforts to enable timely
restoration of services.

SITE-SPECIFIC ANNEXES
Knott’s Berry Farm/Knott’s
Soak City On hold
This Annex provides guidance on the
coordination and response processes,
policies, and procedures for an incident
within Knott’s Berry Farm and Knott’s
Soak City.

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ATTACHMENT 1: ACRONYMS & GLOSSARY OF TERMS
A-1.1 ACRONYMS
A
AAR After-Action Report
ADES Assistant Director of Emergency Services
B
BPPD Buena Park Police Department
BNSF Burlington Northern-Santa Fe
C
Cal OES California Office of Emergency Services
CAR Corrective Action Report
CDAA California Disaster Assistance Act
CESA California Emergency Services Act
CFR Code of Federal Regulation
COAD-OC Orange County Community Organizations Active in Disaster D
DAFN Disabilities, Access and Functional Needs
DES Director of Emergency Services
DSW Disaster Service Worker
E
EMAC Emergency Management Assistance Compact
EMS Emergency Medical Service
EOC Emergency Operations Center
EOG Emergency Operations Guide
EOP Emergency Operations Plan
ESC Emergency Services Coordinator
F
FEMA Federal Emergency Management Agency
H
HAZMAT Hazardous Materials
HMA Hazardous Materials Assessment
HSEEP Homeland Security Exercise and Evaluation Program I
ICP Incident Command Post
ICS Incident Command System

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J
JIC Joint Information Center
L
LHMP Local Hazards Mitigation Plan
M
MACS Multi-Agency Coordination System
N
NGO Non-Governmental Organization
NIMS National Incident Management System
O
OA Operational Area
OC Orange County
OC OA Orange County Operational Area
OCFA Orange County Fire Authority
P
PIO Public Information Officer
R
RSF Recovery Support Function
S
SCEC Southern California Earthquake Center
SEMS Standardized Emergency Management System
SPRR Southern Pacific Railroad
U
UASI Urban Areas Security Initiative
W
WNV West Nile Virus
WVA Water Vulnerability Assessment

A-1.2 GLOSSARY
NOTE: Not all of these terms occur in this Plan, but they’re common in emergency management and may appear in EOP annexes.

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

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

Reports are required within 90 days of the emergency’s end.

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

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

Area Command: An organization established to: 1) oversee the management of multiple incidents that are each assigned to an Incident Command System organization; or , 2) oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, manage incidents properly, and monitor whether objectives are met and strategies followed.

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

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

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

Command Post: (See Incident Command Post)

Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, Legal Officer, and Liaison Officer. They report directly to the Incident Commander.

They may have assistants, as needed. The SEMS EOC level may also include t hese functions.

At the EOC, they report to the EOC Director but may be designated as coordinators . At EOCs, the functions may also be established as sections or branches to accommodate subsequent expansion.

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

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

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

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

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

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

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

Emergency: The actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by conditions such as air pollution, fire, flood, storm, epidemic, riot, drought, cyberterrorism, sudden and severe energy shortage, deenergization event, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy, that are or are likely to be beyond the control of the services, personnel, equipment, and facilities of the city and require the combined forces of other political subdivisions to combat; or with respect to regulated energy utilities, a sudden and severe energy shortage or deenergization event that requires extraordinary measures beyond the authority vested in the California Public Utilities Commission.

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

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

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

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

Finance Section: One of the five primary functions found at all SEMS levels. It’s responsible for all costs and financial considerations. At the SEMS EOC level, the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

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Function: In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics, and Finance. The same five functions also are found at all SEMS EOC levels.

At the EOC, the term “ Management” replaces “Command.” Function also describes the activity involved, e.g., "the planning function."

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

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

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

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

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

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

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

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

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

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

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

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

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

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

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

Mitigation: The activities designed to reduce or eliminate risks to persons or property, or to lessen the actual or potential effects o r consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident, and may arise from lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard- related data to determine safe areas to build or locate temporary facilities.

Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.

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

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

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

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

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

Mutual Aid Coordinator duties vary depending on the mutual aid system.

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

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

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

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

Operations Section: One of the five primary functions found at all SEMS levels. The section is responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the SEMS Field l evel can include branches , divisions, groups, task forces, teams, single resources, and staging areas. At the SEMS EOC levels, the Operations Section may contain branches or divisions as necessary because of span-of-control considerations.

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Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning.

On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are an essential activity at all SEMS EOC levels.

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

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

Prevention: Actions to avoid an incident or to intervene to st op an incident from occurring.

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

Public Information Officer (PIO): A member of the ICS Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Public Information Officer per incident. The PIO may have assistants.

Some disciplines refer to t his position as Public Affairs or Information Officer. At SEMS EOC levels, the PIO function may exist as a Coordinator or as a section or branch reporting directly to the EOC Director.

Resources: Personnel, equipment, and supplies available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type, and may be used in tactical support or supervisory capacities at an incident or at EOCs.

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

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

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

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

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

Special District: (as defined in Title 2, California Government Code § 17520) A unit of local government in the state (other than a city, county, or city and county) with authority or responsibility to own, operate, or maintain a project, including a joint powers authority.

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

Standardized Emergency Management System (SEMS): A system for managing responses to multi-agency and multi -jurisdiction emergencies in California. SEMS consists of four key components: ICS; the operational area concept; multi -agency coordination; and, mutual aid.

SEMS is mandatory for state agencies. Local governments must adopt and use SEMS to qualify for reimbursement of response costs under the California Disaster Assistance Act.

Type: A NIMS construct that refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

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

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

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ATTACHMENT 2: HAZARDS
The maps and graphics provided in this section are for overview and orientation purposes.

Higher-resolution images, as well as additional detailed hazard information, can be found in the City of Buena Park Local Hazard Mitigation Plan.

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

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

Figure 14. Regional Earthquake Faults Map

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San Andreas Fault
The San Andreas Fault extends over 600 miles, crossing through more than two-thirds the length of California. The fault is divided into segments that have somewhat distinctive behavior patterns.

The southern segment is over 300 miles long. Geologists can demonstrate that at least eight major earthquakes of moment magnitude (Mw) 7.0 or larger have occurred along the southern San Andreas Fault in the past 1200 years, with an average spacing in time of 140 years, plus or minus 30 years. The last major earthquake on this segment occurred in 1680. Geologists estimate that the San Andreas may have the potential to generate a maximum credible earthquake of Mw

8.5. Based on the evidence and other geophysical observations, geologists estimate a greater than 50% probability of a similar earthquake happening in the next 30 years.

Newport-Inglewood Fault
Scientists consider the Newport-Inglewood Fault to be the second-most-active fault in California.

It extends from the Santa Monica Mountains southeastward through the western part of Orange County to the offshore area near Newport Beach . It was the source of the destructive Mw 6.4 Long Beach earthquake in 1933, which caused 120 deaths and considerable property damage .

Numerous other quakes, ranging from Mw 3.0 to Mw 5+, have occurred on this fault during the past sixty years. The Southern California Earthquake Center (SCEC) reports probable earthquake magnitudes for the Newport-Inglewood fault to be in the range of Mw 6.0 to Mw 7.4.

Elsinore Fault Zone
The Elsinore Fault Zone is located in the northeast part of Orange County . This fault follows a general line east of the Santa Ana Mountains into Mexico. The Elsinore Fault zone’s main trace is about 112 miles long. The last major earthquake on this fault occurred in 1910 ( Mw 6.0), and the interval between major ruptures is estimated to be about 250 years. SCEC estimates probable earthquake magnitudes for the main trace of the Elsinore Fault to be in the M w 6.5 to Mw 7.5 range. The Elsinore Fault zone split s into two segments at its northern end: the 25 -mile-long Whittier Fault (probable magnitudes between Mw 6.0 and Mw 7.2), and the 25 -mile-long Chino Fault (probable magnitudes between Mw 6.0 and Mw 7.0).

San Jacinto Fault Zone
The San Jacinto Fault Zone is approximately 30 miles north and east of the county. SCEC has estimated the interval between ruptures on this 130-mile-long fault zone to be between 100 and 300 years per segment. The most recent event (1968, M w 6.5) occurred on the southern half of the Coyote Creek segment. SCEC reports probable earthquake magnitudes for the San Jacinto fault zone to be in the range of Mw 6.5 to Mw 7.5.

San Joaquin Hills Thrust Fault
The San Joaquin Hills Thrust Fault originat es near the southern end of the Newport -Inglewood Fault close to Buena Park, at the western margins of the San Joaquin Hills. Rupture of the entire area of this blind thrust fault could generate an earthquake as large as M w 7.3. A minimum average recurrence interval of approximately 1650 to 3100 years is estimated for moderate-sized earthquakes on this fault.

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

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four major earthquakes ranging in magnitude from Mw 7.2 to Mw 7.5 in the past 11,000 years, but that the recurrence interval for these large events is approximately several thousand years.

A-2.2 FLOOD/STORM
The City contains no natural, permanent water features. A number of small man-made lakes exist within the Los Coyotes Country Club and at the Lakeside housing tract at Dale and Malvern.

Three major storm-drain channels traverse the City and occasionally transport non-trivial amounts of water: Coyote Creek, Brea Creek, and Fullerton Creek.

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

Threat
Historically, Orange County has experienced intermittent widespread flooding. Storm drain improvements by the Orange County Flood Control District generally provide relief from the flooding. According to the Flood Insurance Rate Map for Buena Park (Figure 15, page 80), the projected 100 -year flood for Buena Park is contained within Coyote Creek, Brea Creek, and Fullerton Creek storm drain channels except for three small areas. However, like most of Orange County, the projected 500-year flood may result in widespread flooding throughout the entire City.

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

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

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

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

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Figure 15. Buena Park Flood Zones

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

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

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

An incident may force the evacuation of a few people, a section of a facility, or an entire area.

A hazardous material spill or release can pose a ris k to life safety, public health, and property.

The potential for water -source contamination, degraded air quality, and other environmental impacts stemming from accidental HAZMAT releases can also cause great concern among the people exposed to the release. There ’s also a possibility of long-term public health and environmental impacts resulting from the sustained use of or exposure to certain substances.

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

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

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

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

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

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

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

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

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

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

Santa Ana Winds
Most incidents of high wind in Southern California are the result of Santa Ana wind conditions.

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

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

Tornadoes
Tornadoes are violently rotating columns of air extending from a thunderstorm to the ground.

Thunderstorms most often develop when warm, moist air meets a cold front, often producing strong winds, tornadoes, and hail. Tornadoes can also accompany tropical storms and hurricanes as they move on to land, where they usually occur to the right and ahead of the storm center ’s path as it comes onshore. Based on data collected between 1950 and 1991, peak tornado occurrence in California is between January and April. The Tornado History Projec t 7 lists 32
tornadoes in Orange County between 1958 and 2010, including the March 16, 1977 F1 tornado that crossed Buena Park, Fullerton, Placentia, and Yorba Linda, causing four injuries.

Tropical Storms
In August 2023, Tropical Storm Hilary hit the Baja peninsula as a Category 4 hurricane, then ran up the Pacific coast into Southern California as a tropical storm. It caused widespread rain, wind, and flood damage in San Diego, Imperial, Riverside, and San Bernardino counties, including $126 million in damages in the Inland Empire and $500 million in Inyo County. The storm spared Orange County for the most part due to a last -minute change of path, but the havoc it wreaked close by showed what could have been. As the climate warms and sea -surface temperatures continue to climb, hurricanes and tropical storms that used to die out in northern Baja will increasingly reach our city.

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

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

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

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

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A-2.7 URBAN FIRES
An urban fire is a fire that causes damage to buildings or infrastructure in an urbanized area. In some minor situations, the fire prompts the evacuation of the building’s occupants, and firefighting teams or the building’s fire suppression systems contain the fire wit hin a short time. In severe cases, the fire destroys the entire structure and spreads to other surrounding properties.

When urban fires go out of control, they may become urban conflagrations, burning hundreds or even thousands of structures. The two most likely causes of an urban conflagration are major earthquakes and wildfires that move through the urban -wildland interface (WUI). The twin firestorms in Pacific Palisades and Altadena in January 2025 graphically demonstrated what can happen when wildland fires driven by severe winds push through the WUI and reach developed areas.

Threat
In 2025, new California Department of Forestry and Fire Protection fire hazard severity zone maps showed a Very High Fire Hazard Severity Zone (VHFHSZ) intruding into the northern part of Buena Park (see Figure 16, page 85). The West Coyote Hills—the wildland that takes up much of the VHFHSZ—encompasses over 650 acres of mostly undeveloped, hilly terrain that borders suburban development in Fullerton, Brea, La Habra, La Mirada, and Buena Park.

An urban firestorm driven by high winds can spread quickly and capriciously. Ember casting can send firebrands as far as one to two miles downwind of the fire line, igniting foliage or structures behind the firefighters on the line. Sufficiently large fire s can create their own weather. Urban conflagrations destroy homes, businesses, and infrastructure on a potentially broad scale.

Especially vulnerable are multi -unit residential and business developments (apartments, office buildings, strip malls); fires can spread through them quickly and displace dozens or hundreds of people at one time. Unlike most wildfires, urban fires also leave behind a legacy of toxic waste that can pose risks to residents for years.

Three FHSZs (Very High, High, and Moderate) cover 173 parcels within the City, representing an enrolled property tax value of $40,138,627 for improvements and $44,244,370 for land value. 8 Using the average household size (2.78) for the census block group and an estimated 159 households among the 173 parcels, we estimate that roughly 442 people live within the Buena Park slice of the FHSZs. However, a significant fire is unlikely to stop at the edge of the Moderate FHSZ. Due to the development pattern in the area, a sufficiently energetic fire could reach homes

0.85 miles south of the Moderate FHSZ. An estimated 19,380 people live in Buena Park between Rosecrans Avenue and the BNSF railroad r ight-of-way south of Malvern 9, the closest thing to a natural firebreak that exists in that area.

8 Orange County Assessor’s Office, 2022.
9 U.S. Census Bureau. American Community Survey 5-Year Estimate, 2019-2023.

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Figure 16. Fire Severity Zones and critical facilities

(Source: City of Buena Park General Plan, Safety Element)

A-2.8 TRAIN DERAILMENT
Two railroad rights-of-way run in a southeast-northwest direction through the City. One is an industrial freight line owned by Southern Pacific Railroad (SPRR) and operated by Union Pacific Railroad. The other is a commercial freight line owned by BNSF, which also subleases the track to Metrolink and Amtrak commuter trains. Each line poses its own type of threat.

Threat
Trains following the SPRR freight line may have cargoes that include industrial quantities of flammable, corrosive , or otherwise hazardous materials. The derailment of such a train may require the evacuation of a significant part of the City, depending on wind speed and direction.

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

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

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

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

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

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

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

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

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

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A-2.10 EPIDEMIC /PANDEMIC
An epidemic is a widespread occurrence of an infectious disease in a community at a particular time. A pandemic is an epidemic that has spread through human populations across a large region, such as multiple continents or even worldwide. Both are potential threats to Orange County and Buena Park.

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

Since the dawn of the 21
st century, contagious respiratory diseases have become more common and more mobile. Influenza is the most common, recurring yearly in different forms; the 2009 H1N1 flu pandemic may have killed over half a million people worldwide. Coronaviruses —the base cause of the common cold—have emerged as a growing threat. The 2003 Severe Acute Respiratory Syndrome (SARS) and 2012 Middle East Respiratory Syndrome outbreaks were, in hindsight, advance warning of the 2019-2022 COVID-19 pandemic, a warning we failed to heed.

COVID-19, caused by the SARS-CoV-2 coronavirus, circled the world in a matter of weeks, killing over 1.5 million people in the U.S. and 7.7 million worldwide. It caused both the worst public health disaster since the 1918 “Spanish Flu” and the most serious global economic collapse since the 1929 Great Depression. Now endemic, COVID still kills more Americans annually than does seasonal flu. The effects will linger for years to come.

As our climate changes and new or existing diseases extend their range into Southern California, we will face recurring epidemics and pandemics of varying severity. The COVID -19 experience has left us with many lessons learned that may be applicable to future pandemics. • Established, neglected tropical diseases (such as Zika and chikungunya) and new viral mutations (such as COVID-19) may have no cure or effective therapies for many months or even years.
• New diseases may behave differently from existing ones, even if they’re closely related.

COVID-19, for instance, didn’ t act like its cousin SARS. This may lead to changing official guidelines and some confusion among medical practitioners and the public alike, especially at the start of an outbreak.
• Some portion of the population will ignore official recommendations and refuse to abide by health officer orders, extending the spread of the disease and prolonging the pandemic. • A sufficiently severe disease may cause widespread quarantines, business closures, and stay-at-home orders, quickly depressing economic activity and causing shortages of food and other staples. The resulting job losses may deprive people of access to healthcare when they need it most.
• Misinformation and disinformation, spread by ideological media outlets (such as talk radio) and social media, will sow confusion, encourage unhelpful or dangerous behaviors, and undermine official messaging.

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

A-2.11 CIVIL UNREST
Civil unrest is when the City’s normal operations are threatened or temporarily interrupted by events such as violent protests, riots, shootings, and armed standoffs. Civil unrest can occur as a single event or be a string of related events. Businesses, government facilities, and homes can be damaged or destroyed during these events. In extreme situations, death and injury may result from civil unrest. Violent protest has been extremely rare in Buena Park.

Civil unrest is separate from civil disturbance. The latter includes peaceful protests, marches, strikes, and other types of demonstrations, all of which are protected under the First Amendment of the U.S. Constitution and under many state constitutions, including California’s. Such protests and demonstrations may be loud and inconvenient, but they aren’t cons idered hazards in this Plan.

A-2.12 MASS-CASUALTY/MASS-FATALITY INCIDENTS
A mass-casualty incident (MCI) is an incident that by the number and severity of casualties involved overwhelms emergency medical services resources. A mass-fatality incident (MFI) is an MCI in which the majority of the victims are dead. The most common types are generally caused by mass shootings, transportation accidents, major fires, natural disasters, or terrorism . Events such as the 2017 Route 91 Harvest Festival shootings, the Oklahoma City bombing in 1995, the collision of a Metrolink train with a freight train in Chatswort h in 2008, and the 1994 Northridge Earthquake are well-publicized examples of mass casualty incidents.

Threat
Mass-casualty incidents can occur anywhere, although public spaces and locations where a lot of people congregate are most common. Key locations in Buena Park may be themed entertainment venues (i.e., Knott’s Berry Farm, Medieval Times), large shopping centers (i.e., Downtown Buena Park, The Source), governmental facilities (i.e., City Hall), schools, theaters (i.e., the Krikorian 18), places of worship, and large employers. Mass shootings—one of the more common causes of MCIs and MFIs—can and have happened in almost any type of public place imaginable.

MCIs/MFIs are typically measured by the fatalities, injuries, and destruction they cause. There’s no universally used scale for measuring these events. The FBI defines an active shooter as “one or more individuals actively engaged in killing or attempting to kill people in a populated area.” The Investigative Assistance for Violent Crimes Act of 2012 defines mass killings as “3 or more killings in a single incident.” Put together, they describe a phenomenon that has become all too common in America: one (usually) or more people arrive at a public place and start shooting everyone they see.

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ATTACHMENT 3: RECOVERY
Recovery is perhaps the least appreciated and most fraught part of the emergency management cycle. Everyone can agree to putting out fires, cleaning up HAZMAT, or reopening blocked streets. But Buena Park’s 84,000 residents will have at least 40,000 different ideas on how bes t to put the city back together again after a major disaster has destroyed large parts of it.

Nonetheless, we need to plan for this huge, contentious task so we aren’t caught flatfooted by the flood or earthquake. The City of Buena Park Local Disaster Recovery Plan (under development) will eventually lay out a blueprint for a more resilient, forward-looking, safer, and more livable city following large-scale disaster damage. The following overview comes from the Plan as it exists today.

A-3.1 RECOVERY CONCEPT OF OPERATIONS
Recovery Phases
Once we move past coordinating immediate lifesaving activities, our emphasis on response gradually gives way to recovery operations. Recovery means helping people, households, critical infrastructure, and businesses to meet basic needs and return to self -sufficiency. Recovery usually spans a significant period—years rather than months —and includes three overlapping phases. Figure 17 (page 90) summarizes the relationships between the recovery phases.

Preparedness
Preparedness includes writing plans, forming partnerships, pursuing regulatory and legislative actions, outlining emergency response procedures, and much more. These pre- disaster actions should anticipate the challenges of disaster recovery and establish s ystems and resources that will mitigate a disaster’s impacts or enable transition from one phase of recovery to the next. This phase can be very effective in shaping the speed, direction, and efficiency of the recovery process, but that effort is limited b y not knowing the specific nature and consequences of the upcoming disaster.

We may benefit from keeping current inventories of available resources and capabilities by type and quantity, along with source contact information where possible. Establishing such a pre - disaster baseline of local resources will be critical to determine our unmet needs.

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Figure 17. Relationships between Recovery Phases

(Source: USDHS National Disaster Recovery Framework)

Short-term Recovery
Short-term recovery includes any activity that returns vital life- support systems and critical infrastructure to minimum operating standards. It may last anywhere from a few days to several months following a disaster. Short-term recovery’s key objective is to restore the community to a functioning, if not pre-disaster state.

In some cases, response plans may designate secondary service agencies that can be brought in (such as through mutual aid) to provide services during a prolonged disruption. Continuity of operations, business continuity, and continuity of government plans usually focus on short -term recovery priorities.

Generally, activities during this phase may include:
• Debris removal
• Immediate restoration of critical services
• Temporary housing and business space

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• Temporary financial relief for the affected population • Immediate abatement of extreme hazards
• Crisis counseling for the affected population
• Waivers of permit fees for damage repairs
• Requests for utilities to provide bill relief
• Accommodating altered traffic patterns
• Extended or expanded mass-care services

Emergency repairs and minor reconstruction may also occur during this period. We expect internal and external pressure on the city government to resume essential services and pay prompt attention to residents’ needs and requests.

Short-term recovery typically overlaps with both emergency response and intermediate -term recovery.

Intermediate-term Recovery
The most vital services are restored by the time the intermediate phase of recovery begins, but life isn’t “back to normal.” This phase can last from many months to one or two years. During this time:
• Displaced people may leave shelters to move into interim housing. • Businesses are once again open, but they may be operating from temporary facilities or with restricted hours or inventory.
• Transportation arteries may be open but aren’t fully restored. • Mass transit services may be thin or nonexistent.
• Public, private, and nonprofit organizations and individuals may have applied for grants and loans that haven’t yet arrived.
• Behavioral health services become paramount during this time as the affected population experiences stresses related to coping with ongoing disaster effects.

Intermediate-term recovery typically overlaps both short-term and long-term recovery.

Long-term Recovery
Long-term recovery is the phase of recovery that may continue for years depending on the severity and extent of the disaster damages and the availability of resources. It’s the process of rebuilding or relocating a community’s damaged or destroyed social, economic, natural, and built environments to conditions that support self -sufficiency, sustainability, and resilience. Activities may include:
• Transition people from interim housing (in or outside the impact area, depending on suitability) into accessible, long-term housing solutions.
• Rebuild to appropriate resilience standards in recognition of hazards and threats. • Continue to provide individual, family-centered, and culturally appropriate case management. • Address recovery needs across all sectors of the economy and community while also determining individual and family recovery status and unmet needs. • Implement mitigation strategies, plans, and projects. • Implement economic and business revitalization strategies.

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• Develop and implement plans to address long- term environmental and cultural resource preservation.
• Coordinate ongoing efforts among local, state, and federal agencies to detect and deter waste, fraud, and abuse.

There are three major aspects to long-term recovery.
• Reconstruction. The long- term process of rebuilding the city’s destroyed or damaged housing stock, commercial and industrial buildings, public facilities, and infrastructure to the levels and standards that existed before the disaster, if not better. • Holistic long-term recovery. The recovery of the city’s economy and quality -of-life factors (“soft infrastructure”), including such things as employment opportunities, social networks, cultural events, environmental quality, and educational and recreational opportunities. • Community enhancement. This goes beyond restoring “the way things were” before the disaster and strives to bring about “the way things could be.” Community enhancement may include implementing hazard mitigation projects during rebuilding, strengthening building codes, changing land use and zoning designations, improving transportation corridors, building more affordable housing, and developing new economic opportunities.

Kates, Colten, Laska, and Leatherman
10 further broke down these aspects in notional definitions of “bigger and better,” the usual stated goal for a recovered city. • A safer city. The city rebuilds in ways that will help it survive future disasters with less damage and human cost. This may include physical changes (new building codes, retrofitting, and hazard abatement) and policy changes (hazard- aware zoning and city planning). I t also includes building in more resiliency to cope with future hazards, such as the effects of climate change.
• A more equitable city. The city rebuilds in ways that lessen or eliminate legacies of economic and social inequity. This may include policies to break up concentrations of poverty brought about by planning decisions (such as diversifying areas dominated by old, poorly maintained multiunit housing that has become unhealthy or dangerous), mobility shortfalls (augmenting an inadequate public transit system), and unequal economic development (bringing jobs and housing together to eliminate the need for private cars to get to and from work). • A planned city. The city rebuilds in ways that helps it work better in the 21st century. This usually includes revitalized neighborhoods with new schools, parks, short walks to stores, services, and other amenities, and sustainable architecture, knit together by mass transit and mobility options other than cars.
• An improved city . The city rebuilds in ways that create new educational opportunities, enhance city government’s ability to be an efficient provider of services and protection, enable a more multiracial and integrated city that can reverse the inevitable post-disaster population loss, and make the city safer from crime as well as disaster. • An investment city. The city uses a combination of public and private investment and development policies to rebuild previous areas of strength as well as diversifying the city’s economy with new industries and new economic opportunities for its residents and businesspeople.

10 “Reconstruction of New Orleans after Hurricane Katrina: A research perspective.” Proceedings of the National Academy of Sciences (2006).

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A-3.2 PRE-DISASTER PLANNING AND MITIGATION
The most successful recoveries come about through anticipating the resources needed before the disaster and planning for the most effective use of those resources. We review potential hazards and perform risk analysis to develop capabilities and determine the resources we’ll need to facilitate recovery.

Mitigation and prevention are the centerpieces of recovery. All long- term development and recovery depends on our ability to minimize and control the risk of future damage. Mitigation is the foundation of sustainable community development. We completed a Local Hazard Mitigation Plan in 2022 with this in mind.

Identifying mitigation opportunities and projects pre-disaster may suggest rebuilding opportunities during the recovery process that will result in a more sustainable, disaster -resistant community.

Many of these opportunities involve the application of “sustainability strategies,” including:
• Reducing risks from future disasters
• Modifying land use
• Realigning, extending, or improving roads
• Improving housing conditions, availability, and affordability • Enhancing the local economy
• Improving urban design
• Providing open space
• Preserving historic buildings and other cultural resources

Identifying the hazards we face and how those hazards may affect us is the first step in pre- disaster planning.

A-3.3 TRANSITION FROM RESPONSE TO RECOVERY
The transition from response to recovery is a gradual process. The pace and timing depends on the circumstances. Recovery activities will increase as response activities taper off. The response-phase Director of Emergency Services (DES -Response) will decide when to transfer direction and control of recovery operations to the DES -Recovery and the Recovery Support Functions (RSFs), depending on the anticipated scale of recovery operations.

Activation Criteria
The DES-Response will determine when to formally transition from the city’s EOP to the LDRP, using the following criteria as a guide.
• Immediate life-safety concerns associated with an event have been contained. • The demand on the city, OC OA, and NGOs for normal and emergency services exceeds the combined capability of these entities due to ongoing or unmet needs left over from the response phase or because of new needs.
• The DES-Response expects the situation to persist for an extended period. • The city is operating under a proclaimed local emergency, and the OC OA has asked the governor to proclaim an emergency.

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These criteria notwithstanding, certain recovery concepts and principles outlined in this Plan may be applicable to incidents of varying scale and scope.

Activating the Recovery Plan
The transition from response to recovery may involve multiple smaller transitions. This process takes place mainly during the short -term recovery phase. There will be a formal transition from response to recovery when ultimate authority transfers from the DES -Response to the DES- Recovery.
• Elements of short-term recovery begin when the City EOC activates, as described in the EOP. • The DES-Response will begin to transition recovery activities to the Assistant DES-Recovery as recovery-specific objectives start to appear in the EOC Action Planning cycle. • Recovery operations coordination will transition from the EOC to a City Recovery Coordination Center (RCC) that is either virtual or separate from the City EOC. • The Assistant DES-Recovery will:
o Temporarily fill the role of City Recovery Manager (CRM). o Formally activate the required RSF elements.
o Take command of the RSFs and of any response assets with ongoing recovery objectives. • During the remainder of this transitional phase, the DES -Response will coordinate any response assets that haven’t completed their response objectives. • The transition phase will be complete once all response operations have deactivated or transitioned to the RSFs.

The type of activities underway may also trigger LDRP activation and transition to recovery. Some disaster-related activities are clearly response, others are clearly recovery, and some are both.

Figure 18 (page 94) shows how this might look in practice.

Figure 18. Activity Assignment between Response and Recovery Phases

Deactivation
The DES -Recovery or CRM may deactivate recovery resources and return them to normal operations whenever appropriate. Deactivation may depend on:
• Completion of operational objectives
• The determination that those objectives no longer need support or coordination from the RSFs • Aspects of recovery have returned to normal business operations

RESPONSE ACTIVITIES

SHARED RESPONSE AND RECOVERY

ACTIVITIES RECOVERY ACTIVITIES
• Fire suppression
• Rescue
• Evacuation
• Hazardous materials
containment
• Temporary shelter and
mass care
• Damage assessment
• Law enforcement
• Traffic management and
redirection
• Continuity of government
operations
• Temporary infrastructure
repair
• Commodities distribution
• Debris removal
• Repopulation
• Short- to long-term housing
• Business/economic
recovery
• Permanent infrastructure
repair

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After the RSFs demobilize, any incomplete goals identified in the Recovery Action Plan will transfer to the appropriate City department.

A-3.4 RECOVERY ORGANIZATION
The City Recovery Organization is the coordinating body for the long recovery effort the city may face after a disaster. It’s the recovery analogue to the response-centric City EOC.

Director of Emergency Services for Recovery
The Director of Emergency Services for Recovery (DES-Recovery) has the authority to direct all recovery activity and is responsible for the City’s overall recovery policy and coordination. S/he establishes the overarching post-disaster goals and objectives for the recovery process.

The City Manager serves as the DES -Recovery as an extension of his/her duties as Director of Emergency Services (as designated in the Buena Park Municipal Code). The Director of Community Development is the Assistant DES -Recovery and has all the powers and responsibilities of the DES-Recovery in his/her absence or by delegation.

City Recovery Manager
The City Recovery Manager (CRM) is the day-to-day coordinator of the city’s recovery operations.

S/he reports to the DES-Recovery and has authority over City recovery operations.

The CRM is also the Local Disaster Recovery Manager (LDRM), as defined in the National Disaster Recovery Framework (NDRF). The LDRM is the City’s primary point -of-contact for disaster recovery programmatic and organizational implementation, and for coordination with the State of California and the federal government11.

The CRM will be heavily task-loaded throughout the entire short-term recovery process and well into medium-term recovery. This is neither a technician position nor a part-time role; the CRM will drive the City Recovery Organization and will have to make consequential decisions quickly. The DES-Recovery should hire a new employee (preferable) or contractor to fill the role. Grants from the U.S. Economic Development Administration or U.S. Department of Housing and Urban Development may be available to support hiring a CRM and additional staff capacity. 12 Public Information Unit
The Public Information Unit (PIU) includes the City PIO, the Communications and Marketing Team, and the BPPD Media Relations Unit. The PIU produces and distributes all public information related to the recovery effort.

The PIU Leader reports to the CRM.

11 National Disaster Recovery Framework, 2nd Edition, page 16. 12 FEMA Lessons in Recovery (2011); New Orleans LA, Comprehensive Recovery Framework (2022)

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Recovery Support Functions (RSFs)
RSFs are umbrella committees that oversee different parts of the post-disaster recovery planning and activities. An organization inside or outside the City government chairs each RSF. The other RSF members are other agency representatives and delegates from key organizations and community groups that have a vested interest in the community’s recovery. These members can assist in the recovery process or advise on matters related to recovery. RSF membership is dynamic, with members changing as projects and needs change.

The RSF concept aligns with the NDRF and the California Disaster Recovery Framework (CDRF), as well as the County of Orange/Orange County Operational Area Recovery Annex.

Buena Park’s RSFs are:

1. Community Planning & Capacity Building

2. Economic Recovery

3. Health, Social, & Public Services

4. Housing & Urban Planning

5. Infrastructure Systems

6. Natural & Cultural Resources

7. Transportation

8. Finance

RSFs 1-6 are common across the NDRF, CDRF, and County Recovery Annex. We added RSFs 7-8 to shift responsibilities from heavily loaded RSFs to more focused committees.

Buena Park Recovers Committee
FEMA’s Lessons in Community Recovery says, “Planning for and managing recovery is a process the community leads and takes part in, not something that is done to, or forced upon a community.” Recovery plans and actions that have no public support are unlikely to go very far.

The pre -disaster public engagement effort that produces this Plan begins the building of a structure for Buena Park’s residents and businesses to be involved in the post-disaster recovery oversight and involvement. The DES -Recovery should be prepared to as semble a Buena Park Recovers Committee (BPRC) very soon after the acute response phase of the disaster concludes.

The BPRC should include members who belong to or can represent the broad range of Buena Park residents and businesses, including people with diverse heritages and people with a range of disabilities or access and functional needs. The majority of members should apply to belong in an open forum and be selected using a transparent process explained in that forum. The DES - Recovery may need to recruit more members from the business and nonprofit sectors and special districts.

A-3.5 ESTABLISHING POST-DISASTER RECOVERY GOALS AND PRIORITIES Establishing recovery goals will enable our efforts to restore normal City operating and decision- making processes as quickly as possible.

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Our primary goal in the early phases of recovery is to reestablish lifeline services to the community. This includes utilities, transportation, and primary community services. No meaningful recovery can proceed without the foundation of reliable electricit y, water, sewers, communications, passable roads, and food distribution. The City must act swiftly and with resolve to retain community confidence and minimize economic disruption.

The other foundational recovery priority is restoring the City government’s ability to deliver essential services. The City’s Continuity Plan describes each City department’s mission-essential functions, their priorities and maximum tolerable downtime, and the backup facilities each department may use if their primary facilities are inoperable. Reconstituting city government can usually proceed in tandem with restoring lifeline infrastructure.

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ATTACHMENT 4: MUTUAL AID
The foundation of California's emergency planning and response is the statewide mutual aid system. This system is designed to facilitate provision of adequate resources, facilities, and other support services to jurisdictions whenever their own resources are exceeded or overwhelmed during any incident.

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

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

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

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

Figure 19 (page 103) provides a notional diagram of how the mutual aid system works, including coordination and information flow.

The City is located within OES Mutual Aid Region I and the OES Southern Administrative Region.

The Southern Administrative Region manages two mutual aid regions (see Figure 20, page 104).

The primary mission of the Southern Region's emergency management organization is to support operational area response and recovery operations and to coordinate regional non-law and non- fire mutual aid response and recovery operations through the Region.

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A.4-1 RESPONSIBILITIES
Local Jurisdictions
• Develop and maintain current emergency plans that are compatible with the California Master Mutual Aid Agreement and the plans of neighboring jurisdictions, and are designed to apply local resources to the emergency requirements of the immediate community or its neighbors. • Maintain liaison with the appropriate Operational Area and neighboring jurisdictions. • Identify multi-purpose staging areas to provide rally points for incoming mutual aid and/or a staging area for support and recovery activities.
• Respond to requests for mutual aid.
• Dispatch situation reports to the appropriate Operational Area Coordinator and/or Cal OES Mutual Aid Region as the emergency develops and as changes in the emergency dictate. • Request assistance from neighboring jurisdictions and/or the OA as necessary and feasible. • Receive and employ resources provided by neighboring jurisdictions, state, federal, and private agencies.
• Carry out emergency regulations issued by the governor.

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

Cal OES Mutual Aid Region
• Coordinate inter-OA mutual aid.
• Maintain liaison with appropriate state, federal, and local emergency response agencies located within the region.
• Provide planning guidance and assistance to local jurisdictions. • Respond to mutual aid requests submitted by jurisdictions and/or Operational Area Coordinators.
• Receive, evaluate, and disseminate information on emergency operations. • Provide the Cal OES Director with situation reports and, as appropriate, recommend courses of action.

California Governor’s Office of Emergency Services
• Perform executive functions assigned by the governor. • Coordinate the extraordinary emergency activities of all state agencies. • Receive, evaluate, and disseminate information on emergency operations.

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• Prepare emergency proclamations and orders for the governor, and disseminate them to all concerned.
• Receive, process, evaluate, and act on requests for mutual aid. • Coordinate the application of state mutual aid resources and services. • Receive, process, and transmit requests for federal assistance. • Direct the receipt, allocation, and integration of resources supplied by federal agencies and/or other states.
• Maintain liaison with appropriate state, federal, and private agencies. • Coordinate emergency operations with bordering states.

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

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

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

A-4.2 POLICIES AND PROCEDURES
Buena Park-Specific Policies and Procedures
The City of Buena Park requests all mutual aid (except fire) through the OA EOC (if activated) or on-duty OCSD Watch Commander (OA EOC not activated). The OA then requests law, public works, emergency management, or other mutual aid through its regular channels. The Orange County Fire Authority requests fire/rescue m utual aid through the designated Regional Fire Coordinator.
• If mutual aid is not available due to a lack of communications, lack of an existing system , or the City has been so devastated that managers are not sure of what steps to take, the DES or designated successor will submit to the Operational Area a request for support. • The Operational Area will inform the City of the status of the request and provide updated information to the EOC in a periodic Situation Report.
• The City will follow existing mutual aid agreements and financial protocols.

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

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

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

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A-4.4 MUTUAL AID DIAGRAMS AND MAPS
Figure 19. Mutual Aid Channels

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Figure 20. California Mutual Aid and Cal OES Administrative Region Map

August 12, 2025

CONSENT CALENDAR
Item No. 4I.

City Council Agenda Report
ORDINANCE APPROVING POLICE DRONE-RELATED UPDATES TO THE BUENA PARK POLICEDEPARTMENT'S MILITARY EQUIPMENT USE POLICY IN COMPLIANCE WITH ASSEMBLY BILL 481

PREPARED BY PRESENTED BY
Ryan Dieringer, Lieutenant Ryan Dieringer, Lieutenant

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Frank Nunes. Chief of Police Aaron France, City Manager

RECOMMENDED ACTION
That the City Council adopt an ordinance approving police drone-related updates to the Buena Park PoliceDepartment's Military Equipment Use Policy ("Policy"), thereby satisfying Assembly Bill 481 with respect topurchase and use of such equipment by the Department.

PREVIOUS CITY COUNCIL ACTION
On June 14, 2022, the City Council adopted Ordinance No. 1706 (Attachment A), approving a Military EquipmentUse Policy – Policy 409, pursuant to Assembly Bill 481 (“AB 481”).

DISCUSSION
Effective January 1, 2022, Assembly Bill (AB) 481 requires law enforcement agencies, including the Buena Park Police Department, to obtain approval from the applicable governing body (i.e., the City Council) for a “Military Equipment Use Policy” as a condition for continuing to use existing military equipment or to funding the purchase of new equipment.

AB 481’s use of the term “military equipment” is somewhat of a misnomer as it includes tools and equipment that are commonly used by local law enforcement agencies to satisfy nationally-recognized “best practices” for peace officers. The term “military equipment” as used in AB 481 does not mean that a specific item of equipment is necessarily created or used exclusively for military operations, and indeed many of the tools have been effectively used by law enforcement agencies for years to enhance citizen and officer safety. Specifically, and as relevant here, “military equipment” under AB 481 includes unmanned, remotely piloted, powered aerial or ground vehicles (e.g., drones).

The City Council has previously approved the development of a Drone as First Responder Program (DFR). The DFR program will support the operational needs of the department by enhancing the Police Department’s response times, increasing patrol coverage, providing real-time situational awareness, and increasing officer and community safety. The DFR program will be funded by Measure R revenues. Measure R is projected to be a sustainable funding source well into the foreseeable future.

Before moving forward with implementing the DFR Program, staff recommends that the DJI Matrice 350 RTK – the Unmanned Aerial Systems (UAS) to be used to implement a DFR program – be added to the current Military Equipment Use Policy. This UAS offers a H30T 34X optical zoom, 400X digital zoom, 1280X712 radiometric thermal, and 3,000-meter laser range finder/night vision. The UAS can reach speeds of 53 MPH, weighs approximately 3.77 kg, and has an approximate 55-minute flight time.

The City initiated its AB 481 compliance process on June 30, 2025, by posting the updated draft Military Equipment on the Police Department’s website for 30 days, as required by AB 481.

This agenda item is the final step in the City's AB 481 compliance process, with City Council reviewing the Police Department’s updated Military Equipment Use Policy (Attachment C). The proposed policy aligns with similar polices adopted or under consideration in other jurisdictions, and includes all information required by AB 481, such as a description of the items of the military equipment maintained by the Department and its intended purpose. The City did not receive any written comments or concerns during the public comment period. The Police Department now seeks City Council’s approval through adoption of an Ordinance approving the policy, as required by AB 481.

BUDGET IMPACT
There is no budget impact associated with this item.

Attachments
Attachment A - Ordinance Approving Updated Military Use Policy - August 2025.pdf Attachment B - Adopted City Ordinance No. 1706.pdf
Attachment C - Proposed UAS Equipment to be Added.pdf
Attachment D - Updated BPPD General Order 409 Military Equipment Use Policy.pdf ORDINANCE NO. ___

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

BUENA PARK, CALIFORNIA, ADOPTING AN UPDATED

MILITARY EQUIPMENT USE POLICY FOR THE BUENA PARK

POLICE DEPARTMENT IN COMPLIANCE WITH ASSEMBLY BILL
481

A. Recitals.

(i) On September 30, 2021, California Governor Gavin Newsom signed into law Assembly Bill 481 (“AB 481”) relating to the use of military equipment by law enforcement agencies in the State of California;

(ii) AB 481 (codified as California Government Code sections 7070 through 7075) requires law enforcement agencies to obtain approval from the applicable governing body of a military equipment use policy as a condition precedent to taking certain actions relating to the funding, acquisition, or use of “military equipment,” as the term “military equipment” is defined in California Government Code section 7070; and
(iii) A legislative body approval of a military use policy must occur by ordinance that is adopted at a regular meeting of the governing body held pursuant to Ralph M. Brown Act (Government Code § 54950 et seq., the “Brown Act”).
(iv) On June 14, 2024, the City Council of the City of Buena Park (“City”) adopted Ordinance No. 1706 approving a miliary use policy for the Buena Park Police Department (“Department”) in compliance with AB 481.
(v) The City Council finds it necessary and appropriate to adopt this Ordinance approving an updated military use policy for the Department in the form attached hereto.

B. Ordinance.

NOW THEREFORE, THE CITY COUNCIL FOR THE CITY OF BUENA PARK DOES HEREBY ORDAIN AS FOLLOWS:

Section 1: Based on staff reports, presentations, public comments, and all other evidence presented to the City Council in connection with consideration of this matter, the City Council finds and declares that:

(a) Buena Park Police Department’s Policy 409 – Military Equipment Use (the “Department Policy”) attached hereto as Exhibit “A” meets and satisfies the requirements of subsection (d) of Section 7070 of the California Government Code;

(b) The City Council is the governing legislative body of the Department (“Department”), and the City has complied with the process for submitting the Department Policy for review and comment by the public and City Council;

ORDINANCE NO. _______

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Buena Park City CouncilAugust 12, 2025

Buena Park City Council
August 12, 2025