Calendar: Up-to-date timeline to follow during the project.
Conferencing takes center stage! With today’s communication technology, we thrive on video conferencing for most interactions.
Face-to-face meetings are reserved for the early stages, where we dive deep, getting to know you, exploring desired directions, strategic development, and unleashing our Boardstorming creativity. Let's embark on an innovative journey together!
The 4D Approach™ guides each project from strategy to final design, tailored to your needs and timelines to ensure quality and exceed expectations.
Foundation of the entire project.
Job forecasting and project management and upload project website Research to gain understanding of the target market and needs Audit current marketing, branding, source information and ideas provided by client Gather content, assets, etc.
Boardstorming (9-12 boards)
Design criteria guide the project toward achieving its goals.
Establish design direction to best represent the client’s goal Approve strategy (as needed)
Round 01 - Three (3) design directions (pre-determined tactics TBD) Concepts via rough composites
Round 02 - One (1) composite with client revisions and suggestions Obtain 100% of the assets (photography, copywriting, etc) needed to proceed Round 03 - One (1) tight composite with client revisions and suggestions All pre-determined tactics are flushed out
One collective revision per round of the chosen design direction Where concept and design become a reality.
Prepare final artwork and verify accuracy for each project Photo retouch, copyedit, prepare files for print and/or digital uses Present final proof for sign-off via the project website or in person Project delivery meeting goals and approved direction.
Develop proofs in the format specified for each project assigned Develop detailed printing specifications allowing printers and other vendors to understand the entire scope of the job and provide a responsive quote
Submit final electronic artwork to the selected printer or vendor Wrap up the project with the submission of final project files, reports, and invoices WTC blends modern tech with a customer-first approach, holding regular team meetings to stay aligned. Key team members remain dedicated, with client-approved personnel changes.
Depending on when the contract is executed, a dedicated Project Manager will be assigned to you.
This experienced project team has a proven track record of collaboration and expertise in the 4D Approach™.
We consistently deliver projects on time and within budget, exceeding expectations.
JOVEN OROZCO President & Chief Creative Officer
Joven Orozco, WTC's President and CCO, has 29 years of branding and marketing expertise. With a Graphic Design degree, he leads with innovation and business acumen driving exceptional results and industry impact.
JILLIAN MARTINEZ Account Manager
Jillian Martinez, a Cal State Fullerton Advertising graduate, is a project manager with almost 7 years of experience in the agency. She ensures timely, budget-compliant project delivery for clients such as OCTA, Long Beach, Anaheim, and John Wayne Airport.
SANDRA CASTRO Project Manager
Outcome-driven project manager with 6+ years of experience in product and project management.
Skilled in leading remote teams, setting up support systems, and fostering large online communities.
KIANA OROZCO Project Manager
Kiana excels in strategic planning and team management. Her leadership skills have been honed through involvement in projects such as the City of Victorville, EVWD, and DSC, enhancing her collaborative management, customer service, and multitasking abilities.
ANDREA PINA Project Manager
Andrea has 4+ years of Project Management experience, leveraging technology and creating tools for project success. Her multilingual and technical skills drive results in diverse environments.
ANDY RUIZ Creative Director
Andy Ruiz, a Creative Director with 10+ years of marketing and advertising experience, specializes in illustration, branding, typography, and UX/UI. His conceptual thinking and keen eye for detail create distinctive physical and digital products.
THIAGO LOPES Graphic Designer
Thiago is a passionate graphic designer specializing in brand identity, editorial design, campaigns, art direction, and packaging. Played an integral role in designing projects for We The Creative, including the City of Visalia’s rebrand and Bay Area Air Quality District Management's interactive report.
ERIC LUMBA Graphic Designer
Eric, a skilled graphic designer, holds a Bachelor of Fine Art degree in Graphic Design. Proficient in Adobe Suite, MS Word & Excel, and HTML coding, Eric has worked on prestigious projects for clients such as City of Long Beach, Costa Mesa, Santa Monica, OCTA, and John Wayne Airport.
CECILIA BOLETTA Production Artist
Cece is a highly creative and computer-savvy production artist with exceptional design and graphics expertise. With a proven track record of collaborating with numerous clients, she has played a crucial role in delivering successful content design solutions.
ASHLEY PATTERSON Public Relations Strategy/Planning
Ashley Patterson leads a PR and social media firm, creating innovative, effective campaigns that connect with regional audiences. She has collaborated with We The Creative on various projects and social media initiatives, driving client success.
RHODRI LUMBA Graphic Designer/Photographer & Videographer A skilled graphic designer, photographer, videographer, and drone operator, holds a BFA in Graphic Design. Proficient in Adobe Creative Suite and HTML, Rhodri has worked on projects for City of Santa Monica, Long Beach, OCTA, and OC Waste & Recycling.
IAN CABRERA Photographer and Videographer
Ian Cabrera is an exceptional creative artist thriving in the fast-paced industry. Known for capturing noteworthy images, he has collaborated on projects for the City of Laguna Niguel, Orange County Community Resources, John Wayne Airport, and more.
JARED NEUTEL Web Programmer
Jared Neutel, specializes in web design, online advertising, and custom marketing solutions.
Collaborated on successful campaigns for Bay Area Air Quality Management District, John Wayne Airport, and more.
JARED LINDO Web Programmer
Jared Lindo, President and Founder of Siro Solutions, specializes in web design, online advertising, and custom marketing solutions. Collaborated on successful campaigns for Bay Area Air Quality Management District, John Wayne Airport, and more.
Refer to Appendix B: Resumes
We The Creative, Joven Orozco, President and Main Contact, [email protected] 3349 Michelson Dr., Ste. 200, Irvine, CA 92612
Tel. (877) 887-1318, Cell: (949) 463-7887
Service
Category
Description
Proposed
Monthly Rate
Maximum Not-to-Exceed
Total (3-year contract)
Base Services
Covers comprehensive communication and
marketing services including graphic design,
newsletter development, public relations,
community engagement, social media content
creation and monitoring, and website and Cypress
Central App management.
$5,000.00 $60,000
[3-Year Not-to-Exceed Total]
Photography
Services
Includes attendance at City events and provision
of high-quality photographs as detailed in the
Scope of Work.
$2,000.00 $25,000
[3-Year Not-to-Exceed Total]
Video Services
Includes attendance at City events and provision
of high-quality videos as detailed in the Scope of
Work.
$2,000.00 $25,000
[3-Year Not-to-Exceed Total]
Additional Services
(Hourly)
For any services requested beyond the standard
scope or in excess of the outlined base services. $128.75 N/A (as needed) The pricing provided reflects a ballpark estimate based on typical project scope and deliverables. We understand that budgets can vary, and upon further discussion, we’re happy to adapt our approach to align with available funding while maintaining the integrity and effectiveness of the campaign.
1. I acknowledge receipt of City Of Cypress Communications And Marketing Services RFP with no (0) Addenda.
2. This offer shall remain firm for 90 days from the date of the proposal.
Relevant Samples
Additional publication, annual report, and layout design samples will be included in the Appendix A.
See selected Layout Design on our website: http://WeTheCreative.com/publications See selected Annual Reports on our website: https://wethecreative.com/reports See selected Brand Guides on our website: https://wethecreative.com/gsm
APPENDIX A
PROJECT NAME CLIENT COMPLETED LINK
Miscellaneous Videos Various 2010- 2024 https://vimeo.com/jovenville
DESCRIPTION OF WORK
WTC has produced several videos and animations for a variety of clients. Please click on the link above to access our vimeo account.
APPENDIX A
PROJECT NAME CLIENT COMPLETED LINK
Where does the Water Go? City of Oxnard 2024 https://vimeo.com/jovenville/oxnard1
DESCRIPTION OF WORK
WTC collaborated with the City of Oxnard in creating a seven-minute video providing an overview of wastewater.
APPENDIX A
PROJECT NAME CLIENT COMPLETED LINK
La Paz Road Improvements Laguna Niguel 2024 https://vimeo.com/901225372
DESCRIPTION OF WORK
WTC collaborated with the City of Laguna Niguel in creating an animation / video providing an overview of La Paz Road’s long term improvents.
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
StanisCruise Rebrand and
Marketing
Stanislaus Council of
Government
1111 I Street, Suite 308
Modesto, CA 95354
2022 Jean Foletta
Director of Mobility Programs
(209) 525-4600, [email protected]
DESCRIPTION OF WORK
We The Creative (WTC) collaborated with Stanislaus Council of Governments (StanCOG) on a comprehensive marketing retainer project designed to enhance their outreach and branding efforts. Our systematic approach involved both immediate branding evolution and ongoing marketing activities to strengthen StanCOG's presence.
We managed StanCOG's online presence, including creating tailored content for Instagram and Facebook, scheduling posts, and providing monthly analytics. Additionally, we initiated a strategic social media plan, recommending boosted posts and ad campaigns to expand reach. Moreover, we designed a comprehensive brochure highlighting various transportation modes and incorporated custom illustrations to enhance the visual appeal and engage the audience.
APPENDIX A
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Fall Festival Outreach
Marketing
East Valley Water District
31111 Greenspot Road
Highland, CA 92346
2024 Janett Robledo
Conservation Coordinator
(909) 806-4287
[email protected]
DESCRIPTION OF WORK
WTC spearheaded a dynamic and comprehensive promotional campaign for the East Valley Fall Festival. This included the design and delivery of a direct mailer, handout, social media posts, event signage, and shirt designs, all aimed at promoting the free, family-friendly event. With a focus on exciting and engaging messaging, the campaign effectively connected with the community and created an inviting atmosphere for attendees. WTC provided both print and digital files for all materials, ensuring accessibility and ease of distribution. The campaign successfully achieved its goal, with 300-500 event registrations, surpassing expectations.
APPENDIX A
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Magazine Redesign &
Production
City of Irvine 2024 Melissa Haley
Program Specialist
Public Information Office
949-724-6253, [email protected]
DESCRIPTION OF WORK
We The Creative (WTC) collaborated with City of Irvine staff to refresh the design of the Inside Irvine Magazine. The project involved updating the cover design and internal layouts to give the magazine a more modern, engaging look. WTC began with a brainstorming and ideation process, presenting mood boards for approval. Based on the chosen direction, WTC designed key layouts and pages. Once the design was finalized, WTC completed the entire magazine design, delivering the final files as a packaged InDesign file with all images and linked files.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
School Pool Pledge Program TAMC - Transportation
Agency for Monterey County
55-B Plaza Circle
Salinas, CA 93901
2024 Theresa Wright
Community Outreach Coordinator
(831) 775-4411
[email protected]
DESCRIPTION OF WORK
To support TAMC’s mission of reducing traffic and improving school attendance, We The Creative launched a family-focused campaign encouraging parents to pledge to carpool. The campaign combined vibrant visuals, on-campus banners, pledge forms, vehicle decals, and a dedicated website to drive participation. With prize incentives and community engagement at its core, the initiative promoted eco-friendly habits while fostering stronger school connections.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Move It Monterey County:
Spring Into Action Campaign
TAMC - Transportation
Agency for Monterey County
55-B Plaza Circle
Salinas, CA 93901
2024 Theresa Wright
Community Outreach Coordinator
(831) 775-4411
[email protected]
DESCRIPTION OF WORK
To energize TAMC’s seasonal wellness initiative, We The Creative refreshed the "Move It Monterey County" campaign for spring. We reimagined the visual identity with bright, seasonal colors and floral elements, replacing fall motifs with springtime blooms. The bilingual collateral suite included posters and flyers tailored for schools and worksites, helping TAMC promote active lifestyles and increased community engagement from April through May.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Event Branding & Marketing City of Lancaster
44933 Fern Avenue
Lancaster, CA 93534
2020-2022 Alexus Merino, Communications
(661) 723–6081,
[email protected]
DESCRIPTION OF WORK
WTC is responsible for the logo development, visual language and marketing collateral for several city events.
APPENDIX A
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
City of Santa Clara Convention
Center Marketing
Discover Santa Clara
5001 Great America Pkwy
Santa Clara, CA 95054
2024 Katelyn Studebaker
Director of Marketing
[email protected]
DESCRIPTION OF WORK
We The Creative (WTC) led the development and execution of marketing materials for Discover Santa Clara (DSC), focusing on discovery, design, development, and delivery. Our work included creating a revamped Master Pitch Deck, marketing strategy, and calendar, as well as social media and eBlast templates, advertising campaigns, and a trade show package.
We also managed monthly marketing activities such as eBlasts, social media posts, and digital advertising. Our approach involved refining existing materials, implementing new strategies, and providing ongoing support to enhance DSC’s visibility and attract more visitors to Santa Clara.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Summer Trolley Branding and
Marketing
City of Laguna Niguel
30111 Crown Valley
Laguna Niguel, CA 92677
2022 Russell Narahara
Senior Management Analyst
[email protected]
949-362-4313
DESCRIPTION OF WORK
WTC developed a marketing, branding, communications, and public outreach campaign to coincide with the inaugural year of the new Summer Trolley Program (Trolley Program). This work exceeded the City’s expectations and ridership goals.
Deliverables: Logo, Visual Language, Messaging, Photoshoot, Videoshoot, Marketing Collateral, Street Team, and Social Media Graphics.
APPENDIX A
APPENDIX A
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Bus Fare Promotional
Campaign
Marin Transit
711 Grand Ave. Ste. 110
San Rafael, CA 94901
2021 Aida Banihashemi
Manager of Planning and Marketing
(415) 226-0878,
[email protected]
DESCRIPTION OF WORK
In August 2021, Marin Transit’s board approved a series of fare promotional and pilot programs including free fares for seniors and low income families. The campaign is geared to promote their new near term fare promotions and raise rider awareness on various fare assistance programs offered by the District. WTC created fun, eye-catching ads to drive traffic to their fare promotion web page.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Inside Santa Clara newsletter City of Santa Clara
1500 Warburton Ave.
Santa Clara, CA 95050
2020 Lon Peterson
Director of Communications
(408) 646-3452,
[email protected]
DESCRIPTION OF WORK
WTC redesigned the City of Santa Clara’s newsletter. We utilize their new brand colors and incorporate a new aesthetic that is more focused on the user experience. We worked closely with a team of over a dozen departments to create the design. 16pg - 70lb Text 4/4 process 15” x 11”
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT CONTACT
Rideshare Campaign: 101
Reasons to Rideshare
Orange County
Transportation Authority
Ryan Armstrong
Marketing Manager
(714) 560-5834, [email protected]
DESCRIPTION OF WORK
OCTA charged WTC to refresh Rideshare Week with creative messaging and media tactics. The goal was to make Rideshare Week friendly, progressive and modern with a bold OC component so that it resonated with HR departments and commuters. We launched a multi-leveled marketing outreach that speaking directly and personally to the target audience.
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Rideshare Campaign: 101
Reasons to Rideshare
Orange County
Transportation Authority
2013 Stella Lin
Marketing Manager
(714) 560-5342, [email protected]
DESCRIPTION OF WORK
Street Teams, Flyers, Social Media Assets
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Rideshare Campaign: 101
Reasons to Rideshare
Orange County
Transportation Authority
2013 Stella Lin
Marketing Manager
(714) 560-5342, [email protected]
DESCRIPTION OF WORK
Animated Gif Memes
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
City of Long Beach Awareness
Campaign
City of Long Beach 2017 Sergio M. Ramirez, Deputy Director, Economic Development Department
(562) 570-6129
[email protected]
DESCRIPTION OF WORK
The City of Long Beach Economic, Property Development Department wanted to attract real estate developers, hospitality companies, decision makers and commerce-generating stakeholders to consider the City of Long Beach area as location for their new developments and ventures. Components included strategy, copywriting and photography supervision.
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Outlook Redesign City of Lancaster
44933 Fern Avenue
Lancaster, CA 93534
2021 Alexus Merino
T: (661) 723–6081
[email protected]
DESCRIPTION OF WORK
We redesigned a quarterly publication for print and digital applications. WTC collaborated with the City of Lancaster and utilized their new brand standards developed by another agency to create a branded publication expressing the values of the Lancaster brand.
APPENDIX A
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
OCTA Promotes Bike Week Orange County
Transportation Authority
2019 Ryan Armstrong, Section Manager
(714) 560.5834, [email protected]
DESCRIPTION OF WORK
The Orange County Transportation Authority partnered with We the Creative to promote Bike Month 2019. The project had two parts 1) to educate both cyclists and motorists on bike safety 2) showcase how easy it is for anyone to use biking as a viable commute option that could easily connect to public rideshare options.
WTC created a fun and eye-catching campaign using bright, colorful illustrations of anthropomorphic animals in various bike related rideshare scenarios. We also incorporated clever puns into the playful educational graphics. The campaign included posters, bus wraps, postcards, social ads, website graphics, emails, and digital banners. We also created graphics for the OCTA Bike Rally which were used on postcards and t-shirts handed out to Bike Rally participants.
APPENDIX A
The project was very successful in educating the residents of Orange County on how easily they could fit biking into their daily errands or commute to work.
APPENDIX A
APPENDIX A
PROJECT NAME CLIENT COMPLETED CONTACT
Bring Your Own Long Beach
City #BYOLBC
City of Long Beach
Environmental Services
Bureau (ESB),
2018 Erin Rowland
Waste Diversion/Recycling Officer
(562) 570-2851
DESCRIPTION OF WORK
Develop a strategic marketing campaign and execution plan to engage and convert residents to bring their own reusable coffee/drink cups, straws, to-go containers and grocery/produce bags to reduce their reliance on disposable single-use items.
• Increase awareness of the EPS ordinance
• Educate residents on BYO options
• Increase participation in the City of Long Beach’s Bring Your Own (BYO) initiatives • Develop measurable metrics
The design direction chosen was a play on the iconic Rosie the Riveter "Call to Arms" poster. By reinforcing the "We Can Do It" message, the concept was to show different forearms holding up a variety of reusable containers alongside the tagline "I choose to reuse" personifying empowered and passionate residents making the choice to make the change. The bright primary color palette and varying patterned backgrounds were eye-catching and representative of Long Beach's diversity.
The campaign ran during the summer of 2018 and partnered with the City Park/Rec/Marine Bureau to educate residents through a booth at City Events and through the use of Street Teams reaching out to residents at the events.
This was one way we were able to directly interact with city residents. Overall, the Street Teams were present at more than 20 city-wide events.
Deliverables/marketing items:
- Social Media (Facebook, Instagram, Twitter)
- Google Ads
- Weekly Emails (welcome/signup email, event update email) - Website Landing Page
- 2 Billboard Ads
- Tchotchke/Giveaway Items
- Street Team Events (included canopy and table signage, t-shirts and marketing material)
APPENDIX A
SOCIAL CAMPAIGN (More than 150 posts in 13 weeks)
EMAIL CAPTURE HANDOUT 3 REASONS HANDOUT
APPENDIX A
WEBSITE DESIGN
EMAIL DESIGN
APPENDIX A
STREET TEAM HANDBOOK
STREET TEAM POP-UP TENT
APPENDIX A
CONCERTS
MUD MANIA
4TH FRIDAY
ACTIVATIONS
APPENDIX A
TO GO CONTAINERS BAGS
REUSABLE METAL STRAWS CAMPAIGN PIN
APPENDIX A
Office of Environmental Justice
10124 Old Grove Rd, San
Diego, CA 92131
San Diego County Air
Pollution Control District
2025 Shalem Aboody-López AICP, MCRP, MA
Program Coordinator
(858) 899-1487 |
[email protected]
We The Creative supported the San Diego Air Pollution Control District’s Office of Environmental Justice by designing a five-volume community guidebook and a series of presentation decks for multilingual outreach. Our team transformed complex technical content into clear, user-friendly formats that aligned with the District’s equity and engagement goals.
The presentation graphics we developed were used directly by staff in workshops to educate residents and stakeholders, helping ensure key messages were understood across diverse audiences.
Joven integrates the fundamental understanding of business goals and objectives with precise creative solutions to produce and deliver accurate products. He provides strategic supervision on all client projects from initial discovery to final delivery. Joven always works hard to remain fresh, competitive and ahead of the market.
15 Years: City of Aliso Viejo, City of Anaheim, City of Carlsbad, City of Costa Mesa, City of Hayward, City of Irvine, City of Long Beach, City of Palo Alto, City of San Buenaventura, City of Santa Monica, John Wayne Airport, Los Angeles County, Los Angeles World Airports, Omnitrans of San Bernardino, Orange County Council of Governments, Orange County Transportation Authority, Sonoma County, Van Nuys Airport
Bachelor of Fine Art with an emphasis in Graphic Design, California State University, Fullerton, 1995 Chief Creative Officer, Jovenville, LLC/We The Creative, 3349 Michelson Drive, Ste 200, Irvine, CA 92612 Duties: Team leader responsible for strategic and creative direction for all projects and to oversee all work through production and delivery
Partner, Joken Industries 2814 Lafayette Ave., Newport Beach, CA 92663 Duties: Responsible for creative development, sales and marketing Typography Instructor, Cal State University, Fullerton, 800 N. State College Blvd., Fullerton, CA 92831 Duties: Responsible for class structure and nurturing students to become good designers who understand the importance and fundamentals of type
AIGA Orange County, Board Member, Vice President of Operations Orange County Ad Federation, Member
Orange County Ad Club Judges Choice, AIGA OC Design Awards, Best of Show, OCPRSA, Best of Show, and How Magazine Best of Category
Jillian works closely with clients and internal teams to best meet client needs.
Her responsibilities encompass administration, project tracking, research and handling budgets as well as composing client correspondence, creating presentations and maintaining contact lists.
3 Years: City of Lancaster, City of Long Beach, City of Santa Monica, John Wayne Airport, Orange County Transportation Authority, Town of Danville, SunLine Transit Agency and Sonoma County Bachelor of Arts Communications: Advertising, California State University, Fullerton, 2017 Jovenville, LLC/We The Creative
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Responsible for client services and traffic for all projects. Works closely with all clients with the ability to understand client needs and get projects done on time and within budget.
Digital Marketing Specialist, Your Marketing People
200 Spectrum Center Dr Suite 300-B, Irvine, CA 92618
Managed different client accounts on social media, website content, email marketing, SEM campaign creation and copywriting. Managed and assigned tasks to myself and coworkers for clients’ projects through Asana and participated in weekly meetings. Created and edited email marketing campaigns through marketing automation tools like Dotmailer, Marketo, and MailChimp. Built social media campaigns, create and manage social media calendars, create content, and edit pictures in Photoshop for clients. Read clients’ Google Analytics and Google Ad Words reports.
Proficient in all the latest graphic programs including, Adobe Suite, Dotmailer, MailChimp, Google Analytics/Adwords, Marketo, Social Media, Microsoft Office Sandra combines expertise in project management, supply chain logistics, and international trade to drive efficient solutions. She oversees projects from planning to completion, ensuring accuracy and adaptability in a dynamic global market.
International Business Administration, Universidad Libre, Barranquilla, Colombia February 2009 – June 2015
Project Manager, Jovenville | Irvine, CA 92612
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Responsible for graphic design projects from inception to completion. Negotiating and building relationships amongst team members and clients alike.
Operations Executive, Virtual Latinos ( Remote )
Duties: Meeting Coordination, Hiring Process Management, Software Management, and Administrative Support
Project Manager, Sabr Construction ( Remote )
Duties: Project Management, Document Management, Timeline Development Project Manager, Daluca International Hk Limited
Duties: Supply Chain Projects, Product Research and Networking, Factory Visits, Financial Management, Customer Relations
Kiana Orozco, with a background in Political Science and Journalism, has honed her skills in developing and executing strategic plans, team management, and delivering top-tier content during her tenure as a Reporter and Audio Specialist at NAZToday and KJack Radio. Equipped with advanced research and writing abilities, she stands out in collaborative management, customer service, and multitasking, showcasing her leadership prowess.
Political Science and Journalism, Northern Arizona University - Flagstaff, Arizona 2023 Jovenville, LLC/We The Creative
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Responsible for graphic design projects from inception to completion. Negotiating and building relationships amongst team members and clients alike.
Audio and Camera Specialist, NAZToday
Flagstaff, Arizona
Duties: Created newsworthy packages using Adobe software Effectively managed new students on how to operate audio and cameras during shows Radio Host / Social Media Manager, KJack Radio
Flagstaff, AZ
Duties: Managed a team of 10 students to create weekly social media content Collaborated with colleagues on assignments
Director of Public Relations - Alpha Delta Pi Sorority
Flagstaff, AZ
Organized and promoted events that boosted morale and retention Created engaging content for multiple platforms while upholding the sorority’s values Served as primary liaison between the executive board and active members With over 4 years of experience as a Project Manager, fluent in both Spanish and English, she has a strong ability to leverage technology or create tools to ensure the successful execution of any project. Her multilingual skills and technical expertise have consistently driven results in diverse environments.
International Business Management Degree, Tecnológico de Monterrey, Campus Santa Fe CDMX, December 2018
Jovenville, LLC/We The Creative
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Responsible for graphic design projects from inception to completion. Negotiating and building relationships amongst team members and clients alike.
Logistics Supervisor, BFSI
Duties: Managing customers operations agenda, by supporting Pepsico’s beverages export from US to the Caribbean and South America.
Project Manager Sr. Coordinator in PMF
Duties:Project Manage all Quaker’s BU needs; executing specific strategies focused on increasing Net Revenue for the entire BU.
Project Manager, PMF
Duties: Project Manager leading and developing projects that were needed in order to reach solutions to the business needs, such as re-sizing SKUs in the portfolio, innovations (new products) and re-formulations for 3 BU’s needs: Gamesa, Quaker and Sonric’s.
Andy works professionally in tandem with his education. He has gained valuable on-the-job practical experience to supplement textbook knowledge with his work on concept-driven branding and marketing campaigns. As a passionate designer, he continues to challenge himself by making visually-compelling designs that are both purposeful and solution-oriented. 6 Years: City of Anaheim, City of Costa Mesa, City of Hayward, City of LancasterCity of Long Beach, City of Palo Alto, City of Santa Monica, John Wayne Airport, Los Angeles County, Marin Transit, Orange County Transportation Authority, SunLine Transit Agency, Sonoma County Bachelor of Fine Art with an emphasis in Graphic Design, California State University, Fullerton, 2015 Jovenville, LLC/We The Creative,3349 Michelson Drive, Suite 200, Irvine, CA 92612 Duties: Works closely with the design team to carry out designs across a variety of mediums.
Graphic Design Assistant, CSUF Mihaylo College of Business and Economics Focused on print-driven projects. Collaborated with lead designer and marketing manager. Work on large college campaigns and projects from concept to design and production.
Graphic Designer, Komet Creations LLC
Responsible for print projects, consisting of product catalog and ads. Maintained website and designed monthly eblast. Developed and designed plush products. Photographed all product images.
Communicated with art directors of major corporations to produce licensed products.
Proficient in all the latest graphic programs including, Adobe Photoshop, Illustrator, Acrobat, Indesign, Microsoft Office, Macromedia Dreamweaver, Fireworks, Flash, and Quark Xpress AIGA Orange County, Member
Orange County Ad Club Judges Choice, AIGA OC Design Awards, Best of Show, OCPRSA, Best of Show, and How Magazine Best of Category
An accomplished graphic designer and illustrator with a Bachelor's degree in Design from Centro Universitário Belas Artes in São Paulo, as well as a specialization in Editorial Design from Senac. With 17 years of experience working on a diverse range of projects, including editorial publishing, brand identities, illustration, website layouts, 2D animation, and online and offline advertising.
Centro Universitário Belas Artes, Graphic Design
Post Graduate: SENAC, Editorial Design
Jovenville, LLC/We The Creative, Graphic Designer
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Delivering branding solutions, visual concepts, illustrations, UI designs, and designs for advertising campaigns, annual reports, and storyboards.
Estudio Kiwi, Creative Advisor
Duties: Set the creative direction and vision for projects, provide guidance, support, and mentorship to designers, allocate resources, set project timelines
Modular, Ink., Senior Graphic Designer
Duties: Developed visual identities, brand guides, illustrations, newsletters, social media content, annual reports, newspaper ads, and more.
.
ERIC LUMBA Graphic Designer
Eric is responsible for graphic design of all projects. Eric works with the client to identify the needs of the client to ensure each project is a smooth process.
Eric has a serious commitment to customer service and is one of the main reasons for the success and growth of We The Creative.
GOVERNMENT EXPERIENCE
10 Years: City of Anaheim, City of Costa Mesa, City of Hayward, City of Long Beach, City of San Buenaventura, City of Santa Monica, John Wayne Airport, Los Angeles World Airports, Omnitrans of San Bernardino, Orange County Transportation Authority, Van Nuys Airport
EDUCATION
Bachelor of Fine Art with an emphasis in Graphic Design, California State University, Fullerton, 1993
EXPERIENCE
2011 - Present
Jovenville, LLC/We The Creative, 27132 Paseo Espada, Suite B1225, San Juan Capistrano, CA 92675 Duties: Responsible for art direction, client services and traffic. 2004 – 2007
Design Instructor, California State University, Fullerton Instructed Typography A, B, and C to university students in the Graphic Design program of CSUF. Create lesson plans; lecture; demo software and design tools; assign projects; critique projects; counsel students.
1992 - 2000
Art Director, B&A Marketing & Consulting
Spearhead company’s web and multimedia initiatives; concept, art direction and design of marketing and collateral materials (brochures, media kit, direct mail); development of corporate and brand identities; packaging design; design of trade show graphics and materials; participate in strategic planning of marketing campaigns; lead brainstorming sessions; market research.
COMPUTER SKILLS
Proficient in all the latest graphic programs including Adobe Photoshop, Illustrator, InDesign, AfterEffects, Microsoft Word & Excel, HTML coding.
APPENDIX B
Cece is a highly creative and computer-savvy production artist with exceptional design and graphics expertise. With a proven track record of collaborating with numerous clients, she has played a crucial role in delivering successful content design solutions.
Universidad Blas Pascal, Graphic Design
Jovenville, LLC/We The Creative, Graphic Designer
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Design and develop collateral materials for print and digital media. Project and production management.
Avilasoto Design group, Graphic Designer
Design and develop collateral materials for print and digital media from project inception through completion
Ashley Patterson has been a communications consultant for nearly two decades and founded The ACE Agency in 2009. Today destinations, cultural institutions, corporations, non-profits, and communities rely on the agency’s uniquely designed media and community outreach campaigns to expand and increase visibility within targeted demographics. Honors and achievements throughout her career include “40 Under 40 Most Successful Entrepreneurs and Executives”, “Best Promoter” and “Women to Watch”.
Project Duties: Research and discovery, strategy, and PR, media, marketing and advertising planning
Orange County High School of the Arts and the School of life The Ace Agency: CEO & Director
221 N. Sycamore Street, Santa Ana, CA 92701
Duties: Staff leadership, business development, strategy and oversight of execution of all programs and campaigns from concept to execution and wrap.
Rhodri is responsible for layout, design, and production of marketing and collateral materials, annual reports, trade show graphics; development of corporate identity; website design. Rhodri is an accomplished photographer, videographer and a licensed drone operator.
4 Years: City of Anaheim, City of Costa Mesa, City of Hayward, City of Long Beach, City of Santa Monica, John Wayne Airport, OC Waste & Recycling, Orange County Transportation Authority, Van Nuys Airport Bachelor of Fine Art with an emphasis in Graphic Design, California State University, Fullerton, 1996 Jovenville, LLC/We The Creative
3349 Michelson Drive, Suite 200, Irvine, CA 92612
Duties: Design and develop collateral materials for print and digital media. Direct communications with both clients and vendors. Account coordination. Project and production management.
Senior Art Director
ERVIN | AD Integrated Marketing, Irvine, CA 92663
Duties: Strategy, branding and campaign development. Art direction, design and development of marketing and collateral materials for print and digital media (Internet, Email marketing, Blogs, Social Media, Commercials). Manage creative team and freelance designers. Direct communications with both clients and vendors. Account servicing. Project and production management.
Proficient in all the latest graphic programs including Adobe Photoshop, Illustrator, InDesign, AfterEffects, Microsoft Word & Excel, HTML coding.
AIGA Orange County, Member
Skilled in corporate communication with an emphasis in branding and content management. Proficient photographer, videographer, and storyteller.
Experienced in customer service with a demonstrated history of hard work and dedication to serving others. Strong support professional, graduated from California State University-Fullerton.
California State University, Fullerton
Bachelor’s Degree, Sociology
Ian Cabrera Videography, Owner
Bummer + Lazarus, Senior Video Manager
As Senior Video Manager I accompany our clients to tell their stories, adding layer after layer to their kingdoms. I also manage our creative teams to deliver on time and under budget.
JARED LINDO Web Programmer
Jared Lindo, Founder of Siro Solutions, focuses on creating engaging user experiences that adhere to business goals, drive conversions, and are flexible to grow and change with dynamic client needs and market shifts.
GOVERNMENT EXPERIENCE
6 Years: John Wayne Airport, OC Waste & Recycling and UNDP
EDUCATION
Bachelor of Arts, Computing and the Arts, 2005, UC San Diego
EXPERIENCE
05/08 - Founder
Founder, Siro Solutions, 11801 Domain Blvd, Austin, TX 78758
COMPUTER SKILLS
Web Development: Bootstrap, Foundation, WordPress, Drupal, and much more.
SPECIALTIES
Responsive design, API integrations and interactivity.
APPENDIX B
JARED NEUTEL Website Programmer
He is a technical strategist, communicator, and problem-solver with over 12 years of experience in the technology industry. As a founder and engineer, his expertise lies in empowering fast-growing companies by offering on-demand software development resources for the creation of software, web applications, and mobile apps.
EXPERIENCE
Jared has collaborated with WTC on many websites including LPA Long Range school district websitesk OC Waste & Recycling interactive annul report websites and John Wayne Airport interactive annual reports.
EDUCATION
2012 - 2016
UCLA, Bachelor of Science (B.S.), Biology, GeneralBachelor of Science (B.S.), Biology, General
EXPERIENCE
01/15 - Present
Neutech, Inc.
President & CEO
Helping Founders Build Using Senior Level Engineers, Developers, and Designers We have developed a streamlined ongoing pipeline for identifying talented software engineers and training them in our system to senior-level proficiency. When ready, we embed them into growing startups that are needing to scale. Each developer, while immersed in a project, has full-time access to expert-level engineering support (mostly university professors), and product management support to always ensure performance, quality, and speed.
Every contract is month-to-month, allowing companies to scale up (as large as needed) or down (including stopping service altogether) with a 30-day notice. If an engineer is not a good fit, they are swapped out in real-time with a new developer onboarded on Neutech's dime.
There is full flexibility to retain any combination of proficiencies needed, to be able to stay within a budgeted development resource allocation.
APPENDIX B
Submitted by
Westbound Communications
June 13, 2025
Request for Qualifications – Communications and Marketing Services City of Cypress
2 Cover Letter
City of Cypress
Jeff Draper
Recreation and Community
Services Director
5275 Orange Avenue
Cypress, CA 90630
RE: Request for Qualifications
Communications and Marketing
Services
2 Dear Mr. Draper:
On behalf of the team at Westbound Communications, we are pleased to submit the following response to the City of Cypress’s Request for Qualifications (RFQ) for Communications and Marketing Services. We’ve hand-picked a team of best-in-class, experienced strategists and communication professionals who are ready to serve the City on the scope of work identified in the RFQ.
We have had the honor and privilege of working as a preferred vendor with the County of Orange for the past decade, and this includes support for the City of Cypress. We work for the OC Libraries, OC Registrar of Voters, OC CEO Office, OC Social Services Agency and many other departments that have directly supported Cypress.
We’ve exhibited at the Cypress Community Festival many times during our decade-long management of the ReadyOC campaign.
We work for several other government agencies, including City of Rancho Cucamonga, City of Tehachapi, Riverside County, and San Bernardino County. We have earned more than 100 awards for regional communications work during the past ten years and have a long, successful history of being inclusive of the many cultural and language-based communities within Orange County.
We enjoy contributing to our local community through our work and that has inspired us to build this extensive roster of clients and projects that specifically serve local residents, businesses and stakeholders. As continual stewards of reaching the community with important outreach that assists them in their daily lives, we are excited about the prospect of working with the City of Cypress and its departments. 3 Cover Letter
Whether it is building effective outreach campaign strategies, issuing a media statement, buying bus advertisements, responding to constituent concerns, holding a public forum, implementing multicultural outreach, or organizing a local event, we feel our time-tested experience will prove beneficial to the City of Cypress and its residents.
As a matter of personal interest in working with the City, I live in the “Mount” track behind Holder Elementary, a mile-and-half from the Cypress Civic Center. My family attends church at Neighborhood Church on Ball Road. We shop at Stater Bros. on Valley View and walk our dogs on the campus of Cypress College nearly every night. All three of my kids have been CITs for the City, and my two sons are currently employed as ones. My oldest son attended Oxford Academy. We are close by and know the City very, very well.
Thank you receiving our proposal and for considering our candidacy for this contract. We are proud to be one of the most decorated marketing agencies in Orange County and the recipient of dozens of peer-based awards for excellence in public outreach programming. Additionally, we have numerous bilingual and bicultural team members ready to engage residents of different ethnicities and backgrounds.
The Westbound team offers the City superior expertise and relevant experience for any marketing or outreach program that we perform. Should you select us, we look forward to continuing to prove our capabilities and earning your trust.
Thank you for accepting our candidacy.
Sincerely,
Daniel Rhodes
General Manager and Senior Vice President
Westbound Communications Inc.
3 4
Agency Profile
About Us
Westbound Communications was founded in 2003 with offices in Orange and Riverside. We provide marketing, advertising, public relations, diversity outreach, community relations, social media, video production, and integrated communication strategies and support for public agencies, government and grant-funded social initiatives, non-profits, corporate organizations and more in Southern California and nationwide. Westbound is an S-Corporation and has 15 full-time employees.
Our business entity number in the State of California is 1950693.
Agency Financial Condition
Throughout our history, no client has terminated Westbound from a service contract. We are financially solid and have no pending litigation, mergers or planned closures that would impede our ability to successfully complete this project.
Performing the Contract
We do not have any commitments or potential commitments that may impact our ability to perform the contract, if awarded. 4 5
Experience
6 Agency Experience
Similar Work Performed
The City of Cypress has designed eight key areas of work in its RFP for which a successful contractor must demonstrate its core competencies and experience:
1. Graphic design and marketing material
2. Newsletter development
3. Public relations
4. Community engagement
5. Photography services
6. Video services
7. Social media content creation and monitoring
8. Website and Cypress Central App Management
Westbound possesses deep experience and expertise in all of these key areas, specifically with municipalities.
Two additional areas of expertise we can offer the City of Cypress are advertising and event marketing.
The following pages in this section provide examples and case studies of our work in these key areas. For each case study, the specific services provided are listed. 6 7
Agency Experience
Similar Work Performed (Cont’d)
There are two areas of work that are cited in the RFQ that are not evident in the case studies: Newsletter Development and Cypress Central App Management.
Newsletters
Westbound maintains numerous e-newsletters for municipal clients, including the Connections example from Cucamonga Station (see adjacent), a large transit-oriented development in the City of Rancho Cucamonga that will have regional economic impact throughout the Inland Empire.
The Cucamonga Station project involves securing content from multiple agencies, including municipalities, that are partners in this development project, including the City of Rancho Cucamonga, Town of Apple Valley, and San Bernardino County.
Cypress Central App Management
Westbound has maintained agency web presences that were built on Civica, NationBuilder, Wix, and WordPress. Members of our proposed team currently manage websites built on Wix and WordPress. We expect our learning curve on creating web pages, creating forms or editing website elements to make them more user friendly in Granicus will be swift, and we will make the investment to come up to speed with the platform without charging the City of Cypress.
For the Port of Long Beach and the Gerald Desmond Bridge Replacement Project (see Case Study), our team performed daily website updates that fed content to a mobile app that we developed. In addition to a great deal of other content, including a vast library of video, this app provided real-time updates on traffic conditions in the construction area, which spanned a three-mile stretch of I710 and surrounding roadways (e.g., State Route 47).
7 8
A series of case studies that demonstrate our relevant work in the key services cited in the RFQ
Related Experience
9 Related Experience: Case Studies
SERVICES PROVIDED
Social Media Content Creation and Monitoring, Public Relations and Media Outreach, Event Management, Creative Services / Graphic Design
THE STORY
A joyful campaign to attract new Hispanic patrons to the OC Public Libraries, where a resounding ¡OH SÍ! answers all their questions about the possibilities available in a library. OC Public Libraries received a grant to develop a creative marketing campaign to attract more diverse members of the community to use the libraries’ services. And from this, the ¡OH SÍ! campaign was born. Using a common phrase known to both English and Spanish speakers, ¡OH SÍ! Also plays on the name of the county – OC. Low awareness of the libraries robust programming posed the biggest challenge.
THE RESULTS
AI enhanced illustrations, the artists developed fun and fanciful images to transport viewers into new and exciting places – places they could travel through books and at the libraries. The construct of the campaign was to ask a question, followed by the answer ¡OH SÍ! The advertising geotarget Hispanic households near libraries where free lunch was served during the summer – a further enticement to come visit. Success was measured by the spike in summer visitors to the library and steep increase in the number of library cards issued during the four-month campaign.
THE STATS
90,000 ¡OH SÍ! microsite page views; 2.02% increase in library visitors in our four target cities during the campaign months; 28.83% of total library visits from our four target cities during the campaign months; 3.9% in library card sign-ups in our four target cities during the campaign months; 21 pieces of media coverage; 800,000 media impressions
Orange County Libraries – “Oh Si” Summer Reading Campaign 10 Related Experience: Case Studies
SERVICES PROVIDED
Community Engagement and Outreach, Photography and Video Services, Public Relations and Media Reporting, Event Management, Creative Services / Graphic Design
THE STORY
The County of Orange’s CEO Office engaged Westbound to provide logistical support for a high-profile groundbreaking ceremony for a new, long-anticipated cemetery for U.S. military veterans that would be attended by all five Orange County Supervisors, mayors from all 34 cities in the county, and the entire Anaheim City Council as well as a host of dignitaries from the local Veterans community.
THE CHALLENGE
The event was staged on a graded plateau in the hills east of Anaheim Hills that was only accessible via a winding dirt road. We performed multiple site tours as part of the planning team, and helped a coordinated effort to arrange parking for attendees in multiple locations near the site and shuttles to get attendees – some of them disabled persons – to the top of the hill and back down. Our work also involved creating a commemorative poster that was signed by all attendees and event photography.
THE RESULTS
Westbound provided onsite logistical support, captured highly impactful photography that was used for media outreach and across many County communications channels, and produced the commemorative poster that will be sent to all event attendees.
Orange County Veterans Cemetery – Flag One Groundbreaking Ceremony 11 Related Experience: Case Studies
SERVICES PROVIDED
Community Outreach, Integrated Marketing (Advertising, Media Relations, Direct Response, Web Communications, Social Media, and More), Video Production, Collateral Development
CHALLENGE
The County of Orange 2020 Census Campaign aimed to count every person living in the county as part of the national Census that occurs every 10 years, with a special emphasis on reaching hard-to-count (HTC) populations. Several factors made reaching HTC populations a challenge, including language barriers, low literacy, lack of internet access, being suspicious of the government, and being difficult to contact (e.g., people experiencing homelessness).
SOLUTION
We built all the infrastructure for effective outreach across 12 threshold languages, created a “remote community outreach program” that leaned heavily on precision digital marketing; developed culturally appropriate social media content, public service announcements (PSAs), collateral (fact sheets, mailers, doorhangers, etc.), advertisements (online, print, broadcast, outdoor), and more; and conducted COVID-19 friendly community-based activations and events, including aerial flyovers and a Census vehicle parade.
RESULTS
We helped exceed the County of Orange’s goal of a 75-percent response rate, coming in at
76.5 percent, the fifth-largest by county in California. We also generated more than 101 million impressions for the campaign (more than 5x our goal) and 39 million Spanish-language impressions (nearly 8x our goal), as we reached the HTC population. 11 2020 CENSUS - Making Sure Orange County Counts!
12 Related Experience: Case Studies
SERVICES PROVIDED
Community and Multicultural Outreach, Social Media Content Creation, Influencer Marketing, Web Design, Advertising and Paid Media, Event Management
THE STORY
Reducing stigma around the topic of mental health can dramatically increase the chances of someone getting help. This campaign targets low-income Hispanic and Vietnamese moms, encouraging them to Promise to Talk about mental health with their families. Talking can be the first step for someone who needs help.
THE CHALLENGE
Within Hispanic and Asian communities, research shows cultural barriers exist that discourage talking about feelings. To reduce these barriers, Westbound implemented trilingual tactics hyper-targeted to low-income, high-need regions in Orange County. The message: Your mental health is as important as your physical health. We ran a robust social media program—paid and organic—accompanied by a multi-faceted influencer activation to reach community members in numerous places.
THE RESULTS
The campaign delivered strong results that outpaced all objectives. In a countywide online poll, unaided awareness of our campaign increased 7% among Spanish-speakers and 9% among Vietnamese speakers. Additionally, 4% more people answered YES to the question, “Have you spoken with anyone about a mental health concern in the past year?” Providence – Promise To Talk Mental Health Campaign
13 Related Experience: Case Studies
SERVICES PROVIDED
Strategic Planning, Message Development, Public Relations, Advertising, Video Production, Paid and Organic Social Media, Content Generation, Community Outreach, Web and App Development
THE STORY
Preparing your family or business for a disaster or emergency can seem like a daunting task. Many people don’t know where or how to start, so they often never start at all. National research showed that nearly 80 percent of Americans had done little, if anything, to be ready for a natural disaster. This held true for Orange County, too. As the region’s preparedness promoter, ReadyOC sought to help the county’s 3.2 million residents and 1.5 million employees kick-start their readiness efforts.
THE CHALLENGE
How do you get people to take a first preparedness step? Westbound’s answer was to make it simple and fun! We took the concept of a bucket list and applied it to readiness. We challenged community members to get started on their preparedness bucket list to demonstrate how fast, easy and inexpensive it is to put together basic items – like water or a flashlight – that one will need in an emergency.
THE RESULTS
Our community loved the bucket list! Not only did we successfully get thousands of buckets into people’s hands, we saw significant increases in the number of people making public promises to prepare and had people posting completed emergency supplies kits on our social media channels. The initiative helped the ROC campaign achieve its larger objective to secure and document more than 429,000 “Promises to Prepare” in our community, about 13 percent of OC’s population. The “Promise to Prepare” campaign continues to be successful, having won numerous Orange County PROTOS award in Community Relations and Institutional Programs.
ReadyOC – Emergency Preparedness Mobile App
14 Related Experience: Case Studies
SERVICES PROVIDED
Brand Identity, Public Relations and Media Outreach, Community Outreach, Creative Services / Graphic Design, Video Production, Construction Photography, Social Media Content Generation, Collateral Development, Website and Mobile App Creation, Event Management, Measurement and Reporting
THE STORY
The $1.5 billion Gerald Desmond Bridge Replacement Project (Bridge Project), now the Long Beach International Gateway, is the centerpiece of a $4 billion capital improvement program at the Port of Long Beach and a vital infrastructure project for the City of Long Beach, State of California and entire nation.
Westbound led a comprehensive, integrated marketing and communications effort that engaged and assisted the Port’s tenants (i.e., international shipping companies), local residents and commuters, local businesses, government officials and agencies, and many more.
THE RESULTS
Westbound led communications throughout eight years of construction, from the groundbreaking event to the grand opening ceremonies staged during the COVID-19 pandemic. Overall, we secured 2,000+ media placements, performed hundreds of community presentations, published 300+ construction updates, created a project-based website and mobile app, and captured the world’s attention for this vital project that impacted worldwide goods movement. We earned more than 20 awards of recognition during our contract period. Check out the project highlight reel here! Port of Long Beach – Gerald Desmond Bridge Replacement Project 15 Reputation & References
City of Rancho Cucamonga
Francie Palmer
Former Communications Director / Consultant to the City 909.224.1987
[email protected]
15 Orange County
Molly Nichelson
Public Information Manager
Orange County CEO Office
714.834.7218
[email protected]
Port of Long Beach: Gerald Desmond Bridge Replacement Project Lee Peterson
Communications Manager
562.283.7715
[email protected]
Reputation with Other Municipalities
Westbound currently works for several
municipalities with which we enjoy very
positive outcomes and reputation, including
City of Beaumont, City of Fontana, City of
Norwalk, City of Rancho Cucamonga, City of
Tehachapi, Orange County, Riverside County,
and San Bernardino County.
Our work with these municipalities involves
closely collaborating with their
communications team and other city
agencies, working with their City Manager and
the highest levels of city leadership, reporting
to their City Council or Board of Supervisors,
and acting as a trusted counselor to city staff.
Agency References
16 Work Being Proposed
17 Proposed Work: Our Approach
Understanding of Desired Qualities in a Contractor
When reviewing the RFQ, several desired qualities in a contractor were clearly stated, and Westbound will deliver on all of them:
• Provide strategic and innovative services: We constantly innovate for our clients. We remain hungry for our clients’ success and, as a result, we constantly bring new ideas to the table for the City’s consideration. If the City has limited human resources to carry out a good idea, we will make it happen!
• Engage the community and promote the City: We regularly act as an outsourced marketing and public relations arm of our municipal clients, championing their goals and initiatives, and acting as City ambassadors to residents and businesses. We are especially strong in getting to know the key stakeholders in the community to understand their priorities and pain points. • Work in a fast-paced environment: Our team members thrive in a fast-paced environment and fulfill work requests in a timely manner; clear expectations on timing for all deliverables will be shared with city staff without exception. • Work independently with minimal guidance: As an outsourced arm of the City, we will not wait for direction once we define the marketing plan and our objectives with the City. This is especially important for the social media function. Given our close proximity to the City, we will easily capture video and photos of City events, programs, and important happenings. • Be proactive: In reviewing all of the City services and programming, there is no shortage of the topics that we will promote for the City via its various communications channels. Given our constant presence in the City, we will always be acting on the City’s behalf to implement the program elements in the strategic marketing plan that we will develop with the City. • Meet deadlines on short notice: Working in a fast-paced environment, we deliver on time and on budget every day. 18 Proposed Work: Our Approach
Project Management Approach
Westbound will apply strategic marketing approaches that have proven very successful in prior public and business outreach projects. We strongly believe in approaches that go “beyond the basics” of traditional marketing and communications activities that are designed to inform, mitigate risk, or persuade. Central to these approaches is a commitment to ongoing engagement through integrated marketing practices and flawless execution of program elements at each turn.
Quality Performance
At Westbound, we pride ourselves on delivering the highest quality work as promised, on time and on budget. We have an impeccable track record for ensuring that all work meets the highest standards and that costs are managed and monitored meticulously at every turn.
Westbound offers a wealth of Orange County-specific public awareness campaign experience to Cypress, including many award-winning programs for public, private and non-profit organizations. From 2020-2025, our team garnered more than 40 awards for excellence in marketing, community relations, media relations, and overall public outreach elements from CMA, AAPA, PRSA, CAPIO, and more. This includes "Best in Show" awards for our work on the Orange County Census and Promise to Talk mental health programs. All of our experience and passion will be applied to assist the City of Cypress in increasing brand awareness and conversion across market segments. 18 19
Proposed Work Activities
Messaging and Campaign Theme Development: Write and design messaging and a look-and-feel for specific campaigns and programs coming from the City. Messages must be clear, impactful and work across community segments
Public Relations and Media Outreach: Expand the comprehensive database of English and non-English media contacts; develop messaging to pitch them or respond to inquiries; manage media opportunities, including spokesperson preparation (multilingual as needed); conduct briefings; and perform any follow-up action items
Community Outreach: Identify, coordinate, leverage and staff events, meetings, and activities that directly reach residents and communities; maintain the capability to switch to virtual outreach as necessary during pandemics so that key programs still have maximum impact Social Media Content Creation and Monitoring: Monitor and assist with and create content for the City's social media channels for questions; prepare timely responses in support of key initiatives; follow up on posts Advertising: Create and implement an integrated advertising plan across multiple channels, including but not limited to print, online and social media, broadcast, OOH, search and more
Video Production and Photography: Develop video PSAs and other educational videos that can be used as commercials, social media content, educational tools for community partners and more Multimedia and Presentation Production: Develop presentations that can be streamed live, made available on social media, and shared by community partners in English, Spanish, Chinese, Korean, and other languages as needed
Website and Mobile App Development and Management: Identify scope of web presence and/or mobile app functionality, create site map, build and code, perform quality assurance, then launch Content Generation and Collateral Development: Create content that can be shared across multiple languages and repurposed across community partners’ various communications channels
Transadaption Services: Provide transadaption services across all relevant threshold languages as an extension for City translation services
Wide Range of Services Offered
Westbound covers all of the services cited in the RFQ and much more. We have a proven process (see next page) on identifying the work, creating a strategic plan, implementing program elements, then measuring to ensure we remain on-track with the City’s business goals. 20 Proposed Work: Proven Process
Repeatable Process
Ensures Outcomes are
Measured and Achieved
If chosen, Westbound understands
that our work may span
departments, and assignments will
range from large campaigns to
specific tactics (e.g., create a single
ad). In every case, we will apply a
proven process to perform research,
identifying objectives, develop the
proper messaging, create a strategic
plan when needed, and work
collaboratively with City of Cypress
leaders and staff to ensure that
tasks are completed and business
goals are achieved.
To satisfy the full range of City work,
Westbound will employ our proven
five-step workflow for larger projects
as well as a straightforward intake
assignment sheet for on-the-fly
tasks.
20 • Strategic planning
meeting with City
and its stakeholders
• Conduct research
(e.g., internal
documents,
competitive
analysis, SWOT)
• Ascertain key
insights
• Clarify audiences
and cultural /
language
requirements
• Develop outreach
strategy, timeline,
budgets, and
measurement
• Create engaging,
multilingual materials
• Website development
• Collateral materials
• Advertisements (TV,
radio, print, digital,
movie, outdoor,
vehicle)
• Direct mail and email
• Press kit and
releases
• Social media
• Video production
• Other tactics, as
determined
• Translation and
trans-adaptation, as
needed
• If needed, create
brand platform –
core values,
benefits,
persona, etc.
• If needed, create
logo and visual
identity (colors,
typography,
guidelines, etc.)
• Write story
narrative
• Develop simple,
repeatable
message points
• Prepare / coach
messengers
• Introduce
campaign
• News
announcements
• Internal
communications
• Collaboration
with marketing
partners
• We listen, learn,
and improve
• Set up key
performance
indicators (KPIs)
• Measure
meaningful data
• Monthly
reporting
• Weekly client
meetings to
ensure timely
fulfillment
1 2 Build
Communications 3Tools
Story and
Message
Development 4 Launch
Integrated
Campaigns 5 Measure,
Analyze,
Refine
Strategic
Planning and
Research
21 Proposed Work
Work Activities to Be Performed
Westbound will collaborate with the City of Cypress to create a marketing plan with program elements and deliverables to meet the requirements of the RFQ:
1. Graphic design and marketing material
2. Newsletter development
3. Public relations
4. Community engagement
5. Photography services
6. Video services
7. Social media content creation and monitoring
8. Website and Cypress Central App Management
In advance of that plan and identifying specific areas of work to meet the City’s needs, Westbound has proposed high-level work activities that align with these eight areas of services. These activities will be fine-tuned in our strategic planning process, and a new, City-objectives-oriented plan will identify a more precise scope of work.
21 22
Proposed Work
Graphic Design and Marketing Material
• Audit current materials to identify needs
• There are many Forms & Documents; ascertain which need updating • Determine upcoming events that need graphics support
• Secure brand guidelines and stylebook from the City; discuss creating one, if a stylebook does not exist • Prioritize initial deliverables (30, 60, 90 days)
• Write and design initial deliverables
22 Newsletter Development
• Audit prior year’s The Progress newsletters for style, tone, voice, and content types • Collaborate with City on best methods to identifying and securing content • Proactively source stories, gather photo and video assets, secure necessary approvals • Write and design eight-page newsletter
• Distribute bi-monthly newsletter
• Work with City on mail distribution processes
• Upload e-version to the City website
• Investigate creating an e-newsletter version of the current mailer version 23 Proposed Work
Public Relations
• Engage with Lieutenant Dean Pinvidic on how Westbound can assist with the following:
• Inbound media queries
• Proactive media outreach
• News announcement writing and distribution
• Talking points (general City and announcement specific) • Any transadaption needs for Spanish and Korean
• Determine roles and responsibilities for uploading announcements to the City website Community Engagement
• Create or update a tiered database of community stakeholders contacts • Determine who and how to engage with the public or specific target audiences with City staff • Ascertain the best mode of “touching” those identified • One-on-one meetings
• Public information meetings
• Canvassing neighborhoods
• Digital / social media advertising or other form of advertising • City communications channels
• Working with partners (businesses, NGOs, places of worship, schools, etc.) • Identify measurement on effectiveness of outreach; report outcomes 24 Proposed Work
Photography and Video Services
• Audit current video and photo assets
• Collaborate with City staff on needs
• Deploy combination of professional and user-generated photo and video content • Identify and staff City events to capture photo and video assets • Determine with City how to create a digital asset management system either in Granicus or other online repository
24 Social Media Content Creation and Monitoring
• Audit City’s social media channels for tone, voice, and content • Write and design compelling social media posts
• Create bi-weekly or monthly content calendars for known activities and programs to promote • Staff events to provide real-time posts / live streaming, when needed • Be proactive in securing always-on content from our daily comings and goings in the City • Collaborate with community stakeholders and City staff on writing and designing social media campaigns and blogs • Determine approval processes with the City staff, with appropriate lead time 25 Proposed Work
Website and Cypress Central App Management
• Audit City website for opportunities to increase visibility of or promote City services and programs • Audit City website for style, tone, voice, and content • Familiarize ourselves with the Granicus content management system • Repurpose as much content as possible for use on the website, further strengthening its content as a hub for residents and businesses to find what they need
• Review the app for UX/UI (user experience / user interface) improvements, as we become familiar with the City services and programs
• Investigate how web traffic and pathing is measured and reported in Granicus; evaluating page visitation and use across the site will be critical in recommending design and site-structure improvements 26 Proposed Work
Work Activities to Be Performed (by City Service)
Several specific services were mentioned in the RFQ that our work should highlight and emphasize the excellent standard of delivery:
• Public Safety
• Construction and maintenance of streets, public facilities and other infrastructure • Community and Business Development
• Recreational activities including community and cultural events • Educational and library services provided by independent special districts • Utility services offered by private entities.
In advance of a strategic marketing plan and identifying specific areas of work to meet the City’s needs, Westbound has proposed high-level work activities for each of these services. These activities will be fine-tuned in our strategic planning process, and a new, City-objectives-oriented plan will identify a more precise scope of work. 26 27
Proposed Work: Public Safety
Our Experience with Public Safety
We’ve served many different government agencies with programs that protect public safety. From our decade-long management of the AlertOC and ReadyOC campaigns to active transportation programs for numerous agencies. We also serve the St. Joseph Health System (now Providence Health), so we understand public health and public safety.
For ACTA, our team has worked the past two years with Long Beach Police and Fire on a large-scale emergency simulation pertaining to train/cargo movement safety. Meanwhile, our award-winning “Promise to Talk” mental health campaign for Providence Health is now in its sixth year and is recognized as the leading activation of California’s Each Mind Matters initiative. Also, our team has completed many successful public health initiatives from managing COVID messaging and outreach for three county governments to oral health for First 5 San Bernardino. Our team members have also worked extensively with the Los Angeles County Department of Public Health on various outreach and education programs (from childhood obesity to teen marijuana prevention) and were embedded within the department for a comprehensive and intense response effort during COVID-19.
27 28
Proposed Work: Construction and
Maintenance
Our Experience – Construction and Maintenance of Streets, Public Facilities and other Infrastructure
We will We are ready to support Cypress for any and all roadway improvement projects. In addition to our effective support of the Gerald Desmond Bridge Replacement Project, we have supported community outreach – including multicultural engagements – for more than 20 major improvement programs for Orange County Transportation Authority, Riverside County Transportation Commission, San Bernardino County Transportation Authority, Omnitrans, and Caltrans. 28 29
Proposed Work – Recreation Activities
Our Experience – Recreation Activities Including Community and Cultural Events We offer Cypress significant experience in planning, staging and attending special events. For the County of Orange, we’ve managed their Drowning Prevention program for the past five years including helping stage events and organizing morning TV segments at various pools. As mentioned previously, we regularly attended the Cypress Community Festival and up to 30+ other events annually on behalf of the ReadyOC emergency preparedness program. We’ve also managed Orange County Transportation Authority’s Bike and Pedestrian Safety Program that included staging multiple events during Bike Month.
On the cultural front, we helped open the Cheech Marin Center for Chicano Art and Culture for the Riverside Art Museum to resounding success, securing more than 450 news stories during the opening week alone. Finally, we also helped Orange County launch its inaugural Hall of Fame with events honoring Gwen Stefani and other VIP residents, spearheaded the second annual event in December 2024, and are primed to manage the third annual event in late 2025.
29 30
Proposed Work – Educational and
Library Services / Utility Services
Our Experience – Educational and Library Services
In 2024, our team launched the “Oh Si” campaign for OC Public Libraries and quickly drove an increase in library card registrations and library visits. This included the libraries within the City of Cypress. Meanwhile, we are very proud of our work for client First 5 San Bernardino and the efforts to support early childhood development, as well as our work with First 5 California. We also serve two separate school districts. For five years, we represented nearby Universal Technical Institute (UTI) and it’s Long Beach campus.
30 Our Experience – Utility Services
We are well positioned to serve Cypress and the various public utilities that support its residents. We have represented Orange County Waste and Recycling for many years and the current efforts to work haulers on new state-mandates on waste disposal. We also work for several water districts in Orange County and also for Riverside Public Utilities.
31 Proposed Work
Project Management: Coordination Between Westbound and County Staff Westbound is experienced in managing all aspects of major marketing and community outreach campaigns and is well-versed in structures for staff/project management, reporting and documentation. Our staff consists of hand-picked marketing professionals who offer this project unparalleled experience, know-how and out-of-the-box thinking. Activities here include, but are not limited to the following:
• Project Team Meetings – Conduct at least once per month (or as directed by the City). • Monthly Hours Projections & Actuals – Based on the nature of the contract, we will provide the City of Cypress with monthly hours projections by project and staff at the beginning of each month for review and approval. At the end of the month, actual hours will be submitted. • Monthly Progress Reports & Documentation – Develop in line with City requirements. This includes a budget and schedule summary, a report on accomplishments, status of work by task, and a project scorecard documenting ongoing performance by defined and approved metrics.
• Quarterly Plus-Delta Assessment and Evaluation – Hold regular meetings to assess what is going well (Plus) and where improvements need to be made (Delta).
• Monthly Invoicing & Documentation – Develop in line with City requirements. This includes a summary of project budget activities-to-date, costs against each major task and/or subtask and any other specific billing request/requirement defined by the City of Cypress. 31 32
Authorization Form
The signed form by Westbound’s Chairman Scott Smith
acknowledges the acceptance of the contracting requirements set forth in the standard City contract (attachment I). 33 Cost
34 Cost Proposal
At Westbound, we pride ourselves on delivering the highest-quality work as promised, on time and on budget, We have an impeccable track record for ensuring all work meets the highest standards and that costs are managed and monitored meticulously at every turn. We employ a rigorous project and budget management system that details all activities, time and expenses incurred on a daily, weekly, monthly, and annual basis.
To more clearly outline a budget for our team’s anticipated efforts for the City of Cypress, we are including hourly labor rates for our team of Westbound employees and sub-consultants. We also understand that we might bid on and service various types of projects on behalf of the City, so hourly rates, fixed price projects and expenses are all negotiable.
Name Position Hourly Rate
Daniel Rhodes Program Manager $195
Jill DeCrisco/Scott Smith Senior Strategists / Community and Stakeholder Outreach $210 Andi Zucchi Deputy Program Manager $185
Robert Chevez Multicultural Outreach Director $195
Gretchen Ferguson Outreach Specialist $175
Sandra Holden Executive Producer / Video and Digital $210 Jesse White Social Media Producer $170
Suzanna Choi Asian Outreach Director $210
Scott Henderson Graphic Designer $160
35 Our Team
36 Your Team
In selecting Westbound Communications, the City of Cypress will have access to a tenured team of highly experienced marketing and public outreach professionals.
Our team has deep, experienced knowledge and understanding of the City, its neighboring cities, and Orange County. We have team members who bring decades of experience in affecting behavior change among local markets. In securing opportunities, we regularly work with many PIOs, school principals, university administrators, electeds, community organization leaders and faith-based event coordinators, among others.
The team will be led by our general manager and senior vice president Daniel Rhodes, who has direct experience in managing public outreach and marketing efforts multiple agencies across Orange County. Partner and proud Cypress College graduate Scott Smith will serve as our senior strategist and will be hands-on with projects as needed.
Meanwhile, our long-time partner Media 360 (Sandra and Jessie) has worked extensively with the City of Long Beach these past 20 years as the City’s in-house video team with work that includes videos and social media assets produced for the Visit Long Beach Campaign that have increased tourism to Long Beach and contributed to Travel US News naming Long Beach the Best Place to Visit in California. As with our entire team, they are eager to show what they can do for the City of Cypress. 36 37
Project Team Organization Chart
Daniel Rhodes
Project Manager
Jill DeCriscio
Senior Strategist
Scott Smith
Senior Strategist
Robert Chevez
Senior Multicultural
Outreach Director
Andi Zucchi
Deputy Project
Manager
Suzanna Choi
Asian Outreach Director
Scott
Henderson
Graphic Designer
Sandra Holden
Executive Producer
Jessie White
Social Media
Producer
38 Project Team Bios
Daniel Rhodes
Program Manager, General Manager and Senior Vice President With more than 25 years of public relations and communications expertise, Daniel has overseen and directly worked on many successful, multi-faceted branding, marketing, and public relations programs for a wide range of clients in municipal, real estate, and consumer arenas.
Select Project Experience
Daniel has led and supported integrated marketing and public outreach programs for agencies and municipalities.
County of Orange
2020 Census Campaign & OC Veterans Cemetery
San Bernardino County Registrar of Voters
Voter Education – 2021 California Gubernatorial Recall Election Port of Long Beach
Gerald Desmond Bridge Replacement Project
Orange County Transportation Authority (OCTA)
I-605-Katella Interchange Project
AREAS OF EXPERTISE
Strategic Planning
Integrated Marketing and Communications
Media Relations
Writing
EDUCATION
Bachelor of Arts, Communications,
American University
Masters of Professional Writing,
University of Southern California
AFFILIATIONS
Public Relations Society of America,
National Professional Development
Committee and Orange County Chapter
CAPIO (California Association of Public
Information Officials)
OCPAA (Orange County Public Affairs
Association)
39 Project Team Bios
Jill DeCriscio
Senior Strategist, Senior Vice President
Jill DeCriscio has over 30 years of experience in developing and implementing public outreach programs through her work as a successful community relations professional and former public relations firm owner.
Jill specializes in public works community outreach and has led successful public awareness programs for more than 70 public works projects throughout Southern California. Jill’s responsibilities include strategic counsel, program development and management, customer relationship management and business development.
Select Project Experience
Metropolitan Water District
Numerous Projects
Eastern Municipal
Social Media Program
The Irvine Company
Strategic Counsel
AREAS OF EXPERTISE
Communications Strategy
Public Outreach
Integrated marketing
Community Outreach
EDUCATION
Bachelor of Arts, Communications, Cal State
Fullerton
AFFILIATIONS/CERTIFICATIONS
Public Relations Society of America
40 Project Team Bios
Scott Smith
Senior Strategist, Founder and Principal
Scott founded Westbound Communications in 2003 with a mission to go beyond the offerings of most marketing agencies. The result is a firm that offers superior public relations and marketing counsel with an exceptional value proposition.
Scott brings a cerebral approach to his role as senior counselor through the application of social science research to affect behavior change and build brands. He has worked extensively at the county level on transportation, education, emergency response, infrastructure and healthcare initiatives.
Select Project Experience
ReadyOC/Keep OC Safe
Emergency preparedness for all 34 OC cities (10+ years in role) South Coast Air Quality Management District
12+ years of supporting clean air campaigns across five counties Play More Eat Better
Childhood obesity program for South OC
OC Waste and Recycling
Strategic counsel including projects for Prima Deshecha Landfill Port of Long Beach
Strategist for bridge project, land use and transportation initiatives
AREAS OF EXPERTISE
Communications Strategy
Stakeholder Engagement
Partnership Development
EDUCATION
Bachelor of Arts, Speech Communication
California State University, Fullerton
Master of Arts, Communication Theory
Annenberg School for Communication
University of Southern California
AFFILIATIONS
Public Relations Society of America,
Orange County Chapter
American Red Cross
Board Member/Vice Chair
41 Project Team Bios
Andi Zucchi
Deputy Project Manager
Andi is an experienced communications professional with years of experience working on behalf of clients in Washington DC and leading field teams across the country. Her experience across infrastructure, healthcare and technology sectors lends itself to insightful and impactful work across campaigns. Andi currently plays a key role in Long Beach through service to the Alameda Corridor Transportation Authority. She is passionate about delivering the highest quality product to move the needle for each client to ensure their goals are being achieved.
Select Project Experience
County of Orange Registrar of Voters
2024 Primary and General Elections
City of Rancho Cucamonga
Economic Development Campaign
Alameda Corridor Transportation Authority
Ongoing communications support
AREAS OF EXPERTISE
Project Management
Public Outreach
Integrated marketing
Media Relations
EDUCATION
Bachelor of Arts, Communications, Denison
University
Masters Degree – Wisconsin Madison
AFFILIATIONS/CERTIFICATIONS
Public Relations Society of America, Orange
County, 2025 PROTOS Chair
42 Project Team Bios
Robert Chevez
Senior Multicultural Outreach Director, Vice President
Robert Chevez is a fully bilingual (Spanish) vice president with 23 years of experience in public affairs, Hispanic, business-to-business, professional services, philanthropy, consumer, and technology clients. Robert is Westbound’s Hispanic practice and capital projects lead.
His expertise includes developing and managing marketing communications programs, public meetings facilitation, issues/crisis management, media relations, government relations, and community engagement.
Select Project Experience
Robert has led and supported public outreach programs for agencies and municipalities.
San Bernardino County Registrar of Voters
Voter Education – 2020 Presidential General Election; and 2021 California Gubernatorial Recall Election
San Bernardino County
COVID-19 Emergency Response Education Initiative
Orange County Transportation Authority
OC Streetcar and multiple freeway improvement projects
San Bernardino County Transportation Authority
I-10 and I-15 Corridor Projects Education and Community Engagement during Environmental Phase
AREAS OF EXPERTISE
Community Engagement
Media Relations
Multicultural Outreach
Bilingual (Spanish)
EDUCATION
Bachelor of Arts, Journalism, minor in
Marketing, California State University, Long
Beach
AFFILIATIONS
Public Relations Society of America,
Inland Empire Chapter
Hispanic Public Relations Association,
Orange County Chapter
43 Project Team Bios
Suzanna Tashiro Choi
Asian Outreach Director
Suzanna Tashiro Choi is owner of Tashiro Choi & Associates which is an award-winning community outreach and public affairs firm that strategically positions clients with multicultural markets. The firm’s focus areas include marketing and building support through transparent local outreach and engagement programs. Suzanna is a nationally recognized cultural expert specializing in multicultural engagement, diversity, inclusion, and equity.
Suzanna is responsible for communicating her clients’ initiatives to multicultural communities, often acting as each companies’ spokesperson and representative and serving as a liaison between the multicultural communities and the client.
Select Project Experience with Westbound
County of Orange
Census
Covid Vaccine Education & Outreach
CalOptima Health
BeWell OC
AREAS OF EXPERTISE
Asian Community Outreach Strategy
Communications Programming
Diversity, Equity & Inclusion
EDUCATION
Bachelor of Arts, Cal State University, Long
Beach
AFFILIATIONS
Asian Business Association
Orange County Black Chamber
Filipino American Chamber
44 Project Team Bios
Sandra Holden
Executive Producer
Sandra has more than 20 years of experience in assembling exceptional creative teams. She launched regular programming for Long Beach Television and served as the lead writer, director, and producer from 1997 to 2018 for Long Beach Television. During this time, she produced hundreds of videos and social media assets for every Department at the City to help promote programs, seek community input, and train residents and employees on a range of topics from the safety of vaccinations to using new software programs. During her tenure, LBTV was recognized by NATOA as the Best Municipal Television Station in the U.S., winning more than 150 awards for Best Programming. Her IMAX film, Air, The Search for One Clean Breath, won Best Documentary at the Women’s International Film Festival, was nominated for an Emmy, and is available in schools across the U.S. with an accompanying curriculum.
Select Project Experience
City of Long Beach – 20+ years of multiple video/social media projects
AREAS OF EXPERTISE
Bilingual community outreach
Social media
Paid media
Earned media
Writing
EDUCATION
Masters Degree, Annenberg School of
Communications, University of Southern
California
45 Project Team Bios
Jessie White
Social Media Producer
Jessie White is a social media producer who supports clients as a bi-lingual communications specialist with on-the-ground community outreach, videography, research, writing, social media, management and media relations. In her role at Media 360, she oversees productions and programming that supports various departments of the City of Long Beach.
Jessie is a proud graduate of Chapman University having studied Strategic and Corporate Communication and is a member of the National Society of Collegiate Scholars.
Select Project Experience
City of Long Beach – Multiple video/social media projects Providence
Promise To Talk – Stigma Reduction Campaign
Mesa Water District
Social Media Program
AREAS OF EXPERTISE
Bilingual community outreach
Social media
Paid media
Earned media
Writing
EDUCATION
Bachelor of Arts, Strategic and Corporate
Communications, Chapman University
AFFILIATIONS/CERTIFICATIONS
Public Relations Society of America, Orange
County Chapter
46 Project Team Bios
Scott Henderson
Graphic Design
Scott has more than 28 years of experience in working with the Westbound team (even before our firm existed) and has shared in winning numerous awards for design and advertising. Scott has managed a 10-person art department and has been an art director for various Southern California firms in addition to Westbound Communications.
His clients span a wide range of industries, including government and public sector, high-end automotive, healthcare, construction, and commercial and residential real estate.
Select Project Experience with Westbound Communications San Bernardino County
2022–2024 primary and general elections
Orange County Transportation Authority
20+ years of supporting our team’s freeway projects
ReadyOC/Keep OC Safe
Emergency Preparedness and Terrorism Prevention
County of Orange
Drowning prevention campaign, Census, OCWR
AREAS OF EXPERTISE
Design
Advertising
Branding
Corporate Marketing
Social Media
Design Software
Printing
EDUCATION
Bachelor of Fine Arts, Graphic Design,
Colorado State University
47 Small Business Certification
DGS #19236
Table of Contents
Table of Contents
A. Experience
B. Work being proposed
C. Cost
A. Experience
Zolay is a mission-driven, bilingual digital marketing agency specializing in branding, strategic communications, and community engagement for nonprofits, government agencies, and social impact initiatives. We combine data-driven insights with creative storytelling to develop brands that resonate deeply with diverse audiences.
Our Approach: Zolay will develop a comprehensive, strategic approach to ensure that the Palm Desert Aquatic Center’s needs and goals are applied across all communication channels. Zolay’s community-focused approach ensures that our work with the City will enhance civic pride, attract investment, and create a unified city identity that resonates with residents, businesses, and visitors alike.
Why Zolay?
✔ Government & Nonprofit Expertise – Zolay has led branding initiatives for state agencies, business improvement districts, universities, and nonprofits, ensuring compliance with public sector standards.
✔ Community-Centered Branding – We specialize in culturally responsive messaging that speaks authentically to diverse communities. ✔ Proven Track Record – We have successfully developed branding and social media strategies for organizations like TechOhio, the LA Business Improvement District, and leading universities.
✔ Results-Driven Execution – Our strategic, insight-driven process ensures that branding efforts translate into tangible engagement, awareness, and impact.
Zolay has partnered with public agencies, educational institutions, improvement districts, and mission-driven organizations across the U.S. to design and execute inclusive, high-impact marketing strategies. Our work spans digital campaigns, community engagement, creative production, and public safety messaging — always with a focus on clarity, accessibility, and measurable outcomes.
Below is a selection of recent projects demonstrating Zolay’s versatility and success supporting civic and community organizations. In each case, we tailored our approach to meet the client’s unique goals, timelines, and audiences — whether increasing event participation, modernizing public communications, or deepening community trust.
Client: South Park Business Improvement District (South Park BID)
● Outcomes: Increased visibility and public engagement around South Park BID’s neighborhood improvement efforts through cohesive branding, accessible digital infrastructure, and vibrant community events. Focused on community awareness of local safety resources, neighborhood watch programs, and public safety initiatives through clear, accessible communication. Events and digital content contributed to enhanced resident engagement and an improved perception of safety in the district. Website consultations improved ADA compliance and SEO, while content strategy and visual assets enhanced the district’s communications across major digital platforms. Our strategic efforts in these cohesive areas led to a 200% increase in website visit increase, sold out events, and compelling photography used for various print and digital purposes.
● Zolay’s Role: Provided comprehensive consulting across brand strategy, social media, and digital communications to support South Park BID’s urban development goals. Delivered website structure and ADA/SEO recommendations, supported event planning and execution, and produced graphic design, photography, and digital content to strengthen outreach and promote neighborhood initiatives. Created public-facing materials promoting safety resources, including social media content, flyers, and event branding.
Supported on-site execution for community safety events. Ensured information was timely, clear, and accessible to residents, businesses, and visitors.
Client: New Familia Health Support Services
● Project(s): Communications, Digital Strategy, and Program Amplification ● Outcomes: Expanded reach and improved participation in prenatal, postpartum, and lactation services through a multilingual, multichannel communication approach. Campaigns supported increased visibility for New Familia’s programs, including the Chichi Café lactation clinic, and strengthened community trust through culturally-responsive outreach. ● Zolay’s Role: Led bilingual marketing efforts across digital and print channels.
Enhanced virtual class delivery via Zoom, optimized SMS campaigns, improved website navigation and content, and created consistent social media content. Produced printed flyers in English and Spanish for clinic promotion and collaborated with graduate students on inclusive health communication strategies.
Client: Pacific Sewer
● Project(s): Website redesign and rebuild, SEO improvements, and ADA Accessibility compliance and digital accessibility consulting ● Outcomes: Improved public access to sewer maintenance information and municipal service offerings through a modern, ADA-compliant website. With tailored SEO tactics, we saw performance for multiple keywords increase by over 100%, thus garnering increased traffic to the website. Streamlined content to clearly communicate specialized sewer services, integrated contact and request tools, and ensured accessibility for municipal clients and contractors across devices and abilities. These enhancements supported Pacific Sewer’s communication with public utility agencies and reinforced their role as a trusted infrastructure partner.
● Zolay’s Role: Led the full redesign and development of Pacific Sewer’s website, including architecture overhaul, content optimization, and visual updates. Implemented ADA-compliant design features such as alt text, contrast ratios, keyboard navigation, and screen reader compatibility to meet WCAG guidelines.
Client: PCI Media (recently rebranded to Rising Impact Global) ● Project(s): Youth-Focused Media Campaigns and Educational Storytelling ● Outcomes: Educated and engaged youth audiences globally on social, environmental, and health topics through creative media formats, including animated series, radio dramas, and interactive campaigns. Campaigns supported behavior change, critical thinking, and awareness among young people in diverse cultural contexts.
● Zolay’s Role: Provided strategic support in digital marketing and social media to amplify PCI Media’s youth education content. Helped shape messaging and platform strategies to reach younger audiences effectively and expand access to PCI’s educational storytelling initiatives.
Client: Earthshot
● Project(s): Climate Action Education Through Fortnite Gameplay ● Outcomes: Engaged youth audiences through an interactive Fortnite gaming experience that raised awareness about methane emissions, refrigerant pollution, and abandoned oil wells. The game provided players with tangible climate education in an accessible, gamified format, sparking interest in environmental action among younger generations.
● Zolay’s Role: Supported campaign messaging, content strategy, and digital outreach via social and email to promote Earthshot’s “Tradewater Earthshot Parkour” game. Helped shape social media narratives and educational framing to position the initiative as both a climate engagement tool and a youth learning experience.
Client: University of Southern California Student Health Department
● Project(s): Social Media Strategy and Campaign Execution ● Outcomes: Increased awareness and utilization of USC Student Health’s services through targeted, student-centered content. Campaigns promoted public health resources, mental wellness tools, sexual health education, and crisis support, helping connect students to essential services and reduce stigma around seeking care.
● Zolay’s Role: Led social media strategy, content development, and campaign rollout for USC Student Health’s digital channels. Aligned messaging with campus health priorities and public health best practices, creating engaging visuals and copy to boost reach, reinforce trust, and encourage proactive student engagement with wellness services.
REFERENCES
Reference 1
Agency /
Organization
University of Southern California
Project Manager Rod Yabut
Phone Number (213) 740-7896
Project Description
Zolay developed and executed USC’s Student Health
comprehensive organic and paid social media strategy,
through custom content development, strategic audience
engagement and event-based activations. Zolay also
provided on-the-ground digital coverage including
real-time photography, videography and live social media updates and post-event content, amplifying event visibility and increasing audience engagement.
Project Dates January 2021-December 2021
Reference 2
Agency /
Organization
All Raise
Project Manager Kana Lee
Phone Number (626) 318-3137
Project Description
Zolay manages All Raise’s multi-channel content strategy, optimizing their online presence with content creation, organic and paid campaigns and strategic audience
engagement. Additionally, Zolay provides consultative
services for All Raise’s in-person events, mobile application and executive marketing as needed.
Project Dates January 2021 - Present (2025)
Reference 3
Agency /
Organization
PCI Media (recently rebranded to Rising Impact Global)
Project Manager Michelle Lanchart
Phone Number (917) 640-8249
Project Description
Zolay provided digital marketing support to PCI Media,
amplifying global campaigns on climate, health, and social justice through social media strategy, email strategy, web consulting, fundraising support, and audience engagement.
Project Dates January 2022 - December 2024
Video Sample Work Links:
● Dan Dobi Reel
● Sip Ventura County Coast Short
● Johnnie Walker Event Recap
● Go Jane Go Interview
● Manhattan Beach Pier Drone Footage
B. Work being proposed
Zolay proposes a strategic approach to deliver the full scope of work outlined in the City’s RFQ. Our team brings experience supporting cities, public agencies, and mission-driven organizations with communications strategies rooted in accessibility, clarity, and community impact. We are confident in our ability to meet the full scope of work and are equipped to provide additional services as needed to support the City’s goals.
Our work will begin with the development of high-quality graphic design and marketing materials. This includes flyers, brochures, door hangers, posters, logos, and promotional pieces, all tailored to specific audiences while aligning with the City’s existing branding. Our work with the South Park Business Improvement District (BID) involved the design of cohesive event collateral, print signage, and branded safety materials—resulting in a 200% increase in web traffic and a stronger neighborhood identity. We always provide final files in fully editable formats, ensuring future adaptability by City staff.
Zolay will also manage the development of the City’s bi-monthly or quarterly newsletters, delivered as both digital and print-ready formats. These newsletters will feature original content sourced directly from City departments and local happenings. For example, our work with New Familia Health Support Services included the creation of bilingual, community-centered content across print, SMS, and digital newsletters, which led to increased participation in postpartum and lactation programs.
In the area of public relations, we will draft press releases, media advisories, and email communications that support the City’s messaging strategy. Our campaigns for PCI Media and the University of Southern California included proactive scripting for event announcements and timely releases across web and media platforms, contributing to heightened public engagement and clear messaging during key campaigns.
Photography and videography services will include event coverage, community storytelling, and promotional shoots. Our team has captured dynamic content for civic and nonprofit clients such as South Park BID and USC Student Health, producing media that was used across websites, YouTube, and printed materials.
Drone photography and videography are available when applicable, and all files will be organized in accordance with City archiving standards.
We will support the City’s presence on Facebook, Instagram, X, YouTube, and other platforms by creating engaging content, managing campaign calendars, and coordinating timely responses to community questions. With USC Student Health, we developed and executed a full social media strategy that included health messaging, event coverage, and analytics tracking—resulting in measurable increases in awareness and reach.
Our team will also maintain and update the City’s website and Cypress Central app.
We are familiar with content management systems like Granicus and will assist with uploading media, updating event calendars, improving user navigation, and ensuring ADA/WCAG 2.1 accessibility compliance. For Pacific Sewer, we led a full website rebuild with a focus on SEO, mobile responsiveness, and accessibility—improving usability and search visibility while creating a clean, functional design for municipal audiences.
Zolay is structured to meet fast turnaround times and tight deadlines, with project managers, designers, and strategists ready to deliver high-quality work with minimal direction. We use collaborative tools to maintain transparency and keep all stakeholders aligned. While the services listed above reflect the City’s requested scope, our team is also capable of providing optional enhancements—such as bilingual content development, live event support, or data-informed campaign adjustments—if desired in the future.
We have reviewed the proposal in full and affirm our ability to meet all outlined requirements with professionalism, clarity, and care.
C. Cost
Zolay’s pricing structure is designed to reflect the full scope of services outlined in the RFQ while offering the flexibility to scale or customize work based on the City’s evolving needs. We’ve developed a transparent, itemized cost breakdown aligned with each of the City’s service categories, ensuring clarity and ease of planning. In addition to the core deliverables, we’ve included optional service enhancements such as a Social Media Management Package and à la carte creative support for future campaigns or seasonal initiatives.
All design and content deliverables will be submitted in editable formats, and all photo and video assets will be organized in accordance with City requirements for archival and future use.
Zolay understands the City’s requirement for a clearly defined cost structure and is committed to transparent, reliable pricing. While the pricing table outlines standard rates by service category, Zolay can also adapt the structure—whether through monthly support, fixed deliverables, or bundled packages—to align with the City’s operational and fiscal preferences. Any additional services beyond the agreed scope will only be pursued with prior written approval from the City.
Service Detail Price
Graphic Design &
Marketing Material
• Develop audience-specific designs
that communicate clearly and
creatively across print and digital
formats
• Designs will include flyers, brochures,
posters, door hangers, logos and
promotional assets
• Designs will align with the City’s
visual identity while leaving room for
creative exploration where
appropriate
• All files will be provided in fully
editable formats for ongoing use by
the City of Cypress
• Includes up to 6 print or digital
design layouts per month with one
revision each per design
• Expedited delivery in 1-2 business
days is available as needed and is
included in the monthly rate
$2400
per month
Newsletter
Development
• Design bi-monthly/quarterly
newsletters that highlight City of
Cypress programming, events and
community updates
• Develop owned written content and
source relevant photo and video
content in coordination with City
departments
$750
per month
(prorated)
• Distribute final newsletters across
the City’s website, Cypress Central
app, email lists, and social media
channels
Public Relations
• Craft press releases, media
advisories, and scripts that align with
the City’s messaging strategy
• Prepare bi-weekly email updates to
keep residents and stakeholders
informed
• Proactively research timely stories
and coordinate with departments to
ensure content is relevant, accurate,
and community-focused
• Up to 2 email updates, 1 media
release and 1 script per month
$3000
per month
Social Media
Management
& Community
Engagement
• Maintain a consistent and strategic
presence across up to four social
media platforms (e.g., Facebook,
Instagram, X, and YouTube), aligned
with the City’s communication goals
• Create timely, creative content
tailored to each platform, ensuring
messaging resonates with both
residents and visitors
• Coordinate publishing across
platforms and collaborate with City
staff to monitor engagement and
$4,500
per month
respond to comments or messages in
a timely and aligned manner
• Engagement strategy will include
clear protocols for scheduling,
approvals, and response
management
Photography Services
&
Video Services
• Capture high-quality visual content
at City events and throughout the
community, including people, places,
and public spaces
• Produce compelling photography
and video assets for use across digital
platforms, print materials, and City
archives
• Imagery will reflect the diversity and
vibrancy of Cypress while supporting
ongoing communication goals
• Photography typically ranges from
$1,000–$2,000 and videography from
$2,500–$5,000+, depending on scope,
coverage, editing, and deliverables. All
projects are scoped and quoted in
advance
Price per event
(see notes for
details)
Website & App
Management
• Maintain and update the City’s
website and Cypress Central app,
including uploading photos and
videos, creating or editing pages and
forms, and keeping calendar content
current
• Enhance site usability and layout in
coordination with City staff to ensure
$1,500
per month
Any additional scoped work (e.g., extra design layouts, supplemental meetings, or new deliverables outside the monthly allotment) will be billed at Zolay’s standard rate of $150/hour, with prior City approval.
Additional services available:
1. Accessibility Consulting (starting at $500 per platform)
2. Analytics and Performance Reporting (starting at $500 per month)
3. Audit for Web, App and Social Media (starting at $5,000)
4. Campaign Strategy with Marketing Department ($2,500 per cycle)
5. CRM Development and Audience Management (starting at $2,500 + optional maintenance)
6. Live Event Social Media Support ($1,500 per event)
7. Long Form Content Development (starting at $500 per content piece)
8. Multilingual Content Development (starting at $200 per content piece)
9. Paid Social Media Advertising Setup (starting at $500 for set up + optional management)
10. Executive Marketing, Communications, Speechwriting (starting at $500)
11. Search Engine Optimization (starting at $500)
12. Website Redesign & Rebuild (starting at $15,000)
timely, accessible, and user-friendly
information delivery
• Zolay is experienced with a range of
content management systems and is
prepared to work within Granicus as
needed to support the City’s digital
communication goals
Definitions
● Accessibility Consulting- Support for digital and print materials to meet ADA and WCAG 2.1 accessibility standards, including alt text development, color contrast review, and screen reader compatibility checks. ● Analytics and Performance Reporting - Ongoing tracking and analysis of engagement data, reach, impressions, and content performance across platforms to inform communication strategy and demonstrate impact. ● Audit for Web, App and Social Media - Comprehensive evaluation of the City’s website, Cypress Central app, and social media channels to assess user experience, content structure, brand consistency, and compliance with ADA/WCAG 2.1 accessibility standards. Audit findings include prioritized recommendations to improve usability, engagement, and digital communication performance.
● Campaign Strategy with Marketing Department - Collaborative development of strategic messaging frameworks, content pillars, and rollout plans to align with City initiatives, seasonal priorities, or department-specific goals. ● Community Engagement - Interactive communication through the City’s social platforms, including comment response, message coordination, inbox management and engagement tools like polls or Q&As. For this scope, community engagement within this proposal refers specifically to activity on social media—not in-person outreach or event planning.
● CRM Development and Audience Management- Design and buildout of a contact database system to support community engagement, stakeholder segmentation, newsletter distribution, and long-term communications planning.
● Executive Marketing, Communications, and Speechwriting - Strategic writing and messaging support for City leadership, including public remarks, talking points, bios, and branded communications for high-visibility moments. ● Live Event Social Media Support - Real-time content creation and posting during City events, including Stories, Reels, and responsive engagement in alignment with the event’s goals and tone.
● Long Form Content Development - Development of in-depth written content such as blog posts, editorial pieces, program features, or narrative case studies that reflect City values and initiatives.
● Multilingual Content Development - Creation or adaptation of content into multiple languages to serve Cypress’s diverse communities, ensuring consistent messaging and cultural relevance. Zolay’s current team capabilities include Spanish, Korean, Japanese, and Tagalog, with the ability to coordinate additional language support as needed.
● Owned Content - Content created and published by the City or its agency partner on channels the City controls—such as its website, email newsletters, or social media accounts. This does not include earned media, paid placements, or blog content unless scoped separately.
● Paid Social Media Advertising Setup - Technical setup and creative development for paid campaigns on platforms such as Facebook, Instagram, and YouTube, including ad copywriting, visual asset creation, and audience targeting configuration. Ongoing campaign management is scoped separately and may incur additional fees based on total projected ad spend. ● Search Engine Optimization (SEO) - Content and website enhancements that improve discoverability through search engines, including metadata, keyword alignment, and readability improvements.
● Social Media Channels - Digital platforms used for short-form content and community engagement, including Facebook, Instagram, X (formerly Twitter), and YouTube. Long-form content (such as blog posts) is not included under social media for the purposes of this scope.
● Website Redesign & Rebuild - Complete overhaul of the City’s website, including updated information architecture, refreshed visual design, improved mobile responsiveness, and full compliance with accessibility standards (WCAG 2.1). Includes collaborative planning, stakeholder input, and testing phases.
AUTHORIZATION
I accept the terms and conditions of this proposal.
Full Name: Maile Mellard
Title: Dir. of Operations
Does this person have the authority to contract for your firm: YES Physical Business Address:
1416 Westwood Blvd
Suite 201
Los Angeles, CA 90024
Email Address: [email protected]
Phone Number: (913) 991-7515
AUTHORIZED SIGNATURE: DATE: 6/13/25
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 10.
FROM: Nick Mangkalakiri, Director of Public Works
DATE: 11/10/2025
SUBJECT: Adopt the 2025 California Model Building, Electrical, Plumbing, and Fire Codes with Amendment
RECOMMENDATION
Conduct the public hearing, take public testimony, waive further reading, and adopt the four attached ordinances by title only.
SUMMARY
On October 13, 2025, the Cypress City Council approved the first reading of four ordinances relating to the latest California Model Building, Electrical, Plumbing, and Fire Codes with amendments for the City. Following the adoption of the ordinances, the amendments and changes will go into effect January 1, 2026.
DISCUSSION
Public Works requests the City Council hold a public hearing and approve the second reading of the attached ordinances. When adopting a code by reference, California law requires a public hearing following a public notification period. The public hearing notice for this item was posted on October 25 and November 1, 2025. Any comments received prior to the agenda being released are attached. Copies of the adopted ordinances, amendments, and findings will be sent to the State Building Standards Commission as required by State law.
BUDGET IMPACT
None.
LEGAL REVIEW
The City Attorney has reviewed and approved each Ordinance as to form.
APPROVED BY: Sean Joyce, Interim City Manager
Attachments
First Reading Council Report
2025 Building Code
2025 Electrical Code
2025 Plumbing Code
2025 Fire Code
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular Item # 9.
FROM: Nick Mangkalakiri, Director of Public Works
DATE: 10/13/2025
SUBJECT:Approve First Reading of Ordinances Adopting the 2025 Model Building, Electrical, Plumbing, and Fire Codes, with City Amendments.
RECOMMENDATION
Approve the first reading, by titles only, of Ordinances adopting the 2025 model Building, Electrical, Plumbing, and Fire Codes, with City amendments.
SUMMARY
All private construction must comply with State building codes adopted every three years. Once the State adopts the code and State amendments, local agencies must then adopt the State codes along with any local amendments. Local amendments require findings related to specific local topographic, climatic, or geographic conditions. These findings are part of the code adoption documents as justification for the local amendments.
DISCUSSION
The City Council last revised and accepted the current model building codes in October 2022. The State adoption of the 2025 California Building Codes goes into effect on January 1, 2026. The Orange County Fire Authority (OCFA) has prepared the attached Fire Ordinance and amendments, based on local conditions.
The City’s amendments to the State-mandated model codes are due to the existence of unique local conditions. For example, due to unique soil properties in Cypress, the Ordinance includes an amendment requiring the use of sulfate-resistant concrete with a moisture barrier in residential slabs and foundations to protect them from deterioration.
As in the example above, most of the amendments are not new and are repeated from previous code cycles. There are fewer amendments this cycle, with no major issues of note. State updates are also few and minor in nature.
Examples of changes in this cycle include new energy-related and electrical requirements:
The requirement for kitchen island receptacles has been removed.
Electrical panels are no longer permitted in a restroom.
New pools and spas require a minimum of sixty percent (60%) renewable/recovered energy as their primary heat source.
Although the Codes become effective January 1, 2026, plans submitted to plan check prior to January 1, 2026, will not be subject to the new code requirements. All projects submitted on or after January 1, 2026, will be subject to the new codes. The City will provide a notice to all contractors and developers through the City’s website and at the public counter.
Once adopted, the attached Ordinances with amendments become the City’s Building, Electrical, Plumbing, and Fire Codes. If the City does not take action, State Codes will go into effect January 1, 2026, without City or OCFA amendments. The Building Division will also notify the State Building Standards Commission of the adopted Code Amendments and Findings as required by State law.
BUDGET IMPACT
None.
LEGAL REVIEW
The City Attorney’s Office has reviewed the ordinances.
APPROVED BY: Sean Joyce, Interim City Manager
Attachments
2025 Building Code
2025 Electrical Code
2025 Plumbing Code
2025 Fire Code
- 1 -
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CYPRESS, CALIFORNIA, AMENDING SECTIONS 5-1 AND 5-
2 OF CHAPTER 5 OF THE CYPRESS MUNICIPAL CODE,
THEREBY ADOPTING BY REFERENCE THE FOLLOWING
CODES WITH CERTAIN AMENDMENTS THERETO: THE 2025
EDITION OF THE CALIFORNIA BUILDING CODE, THE
2025 EDITION OF THE CALIFORNIA RESIDENTIAL CODE,
THE 2025 EDITION OF THE CALIFORNIA GREEN BUILDING
STANDARDS CODE, THE 2025 EDITION OF THE CALIFORNIA
MECHANICAL CODE, THE 1997 EDITION OF THE UNIFORM
HOUSING CODE, THE 2025 EDITION OF THE CALIFORNIA
ADMINISTRATIVE CODE, THE 2025 EDITION OF THE
CALIFORNIA EXISTING BUILDING CODE, AND REPEALING
ORDINANCE NO. 1199.
THE CITY COUNCIL OF THE CITY OF CYPRESS DOES HEREBY
ORDAIN AS FOLLOWS:
SECTION I: Section 5-1 of Chapter 5 of the Cypress Municipal Code hereby is amended, in its entirety to read as follows:
“SECTION 5-1 California Building Codes - Adopted, where filed.
The following hereby are adopted by reference and as amended by Section 5-2 of this Chapter, as the Building Codes of the City of Cypress, one (1) copy of each which is on file in the Office of the City Clerk:
a. California Building Code, 2025 edition, Part 2, Volumes I and II, (Based on the 2024 International Building Code) including appendices I and J.
b. California Residential Code, 2025 edition, (Based on the 2024 International Residential Code) including appendix V. c. California Green Building Standards Code, 2025 edition. d. California Mechanical Code, 2025 edition. (Based on the 2024 Uniform Mechanical Code)
e. Uniform Housing Code, 1997 edition
f. California Administrative Code, 2025 edition.
- 2 -
g. California Existing Building Code, 2025 edition.
h. California Wildland-Urban Interface Code, 2025 edition. i. California Energy Code, 2025 edition.
SECTION II: Section 5-2 of Chapter 5 of the Cypress Municipal Code hereby is amended to read as follows:
“SECTION 5-2 California Building Codes - Amendments, additions and deletions.
(a) Findings: The following amendments and modifications to the 2025 editions of the California Building Codes are hereby found to be reasonably necessary due to consideration of specific local climatic, geological, or topographical conditions as follows:
CALIFORNIA BUILDING CODE, 2025 EDITION
1. Climatic Condition: Hot, dry, and strong Santa Ana winds directly impact the City of Cypress, particularly during the fall and spring seasons. The winds pose a substantial threat in
contributing to the rapid spread of fire, particularly within the city, where there are high density apartments and condominium complexes. The condition necessitates an increased level of fire protection and on-site, automatic fire sprinklers systems.
2. Climatic Condition: The City of Cypress is located in a semiarid, Mediterranean climate, which predisposes all fuels, including wood shingles, to rapid ignition of fire. Exacerbated by the condition of the high winds, the danger of rapid spread of fire creates the need for additional fire protection measures.
3. Geographic Condition: The City of Cypress lies,
geographically, within Seismic Zone No. 4. A zone 4 region evidences the existence of fault lines, which are susceptible to seismic activity. This condition can impede fire department activity to mitigate damages. Therefore, there exists a need for both additional fire protection measures and automatic, on-site protection for property occupants.
4. Geographic and Topographic Conditions: Traffic and
circulation congestion presently exist in Orange County and place fire department response time to emergencies at risk. This condition makes the need for automatic, on-site fire protection for property occupants necessary.
Placement of multiple-occupancy buildings, location of arterial roads, and fire department staffing constraints due to revenue- - 3 -
limiting state legislation have made it difficult for the fire department to locate additional fire stations and provide manpower sufficient to concentrate fire apparatus and personnel to control fires in high density apartment or condominium complexes. This condition creates the need for on-site automatic fire sprinkler systems.
5. Modification to Section 105.2, 115 and 1511 are
administrative amendments of local discretion.
(b) Amendments: The following amendments are made to
the California Building Code, 2025 edition adopted by this Chapter:
1. Section 105.2 is amended to read as follows:
Exempted work. A building permit shall not be required for the following:
1. One-story, detached accessory buildings used as
tool or storage sheds, playhouses, or similar uses,
provided the projected roof area does not exceed one
hundred twenty (120) square feet.
2. Block walls three (3) feet, five (5) inches or less.
Wood fences not over 6 feet high.
3. Oil derricks.
4. Retaining walls that are not over 4 feet in height
measured from the bottom of the footing to the top of the wall, unless supporting a surcharge or impounding Class I, II or IIIA liquids.
5. Water tanks supported directly upon grade if the
capacity does not exceed five thousand (5,000) gallons
and the ratio of height to diameter or width does not
exceed two to one (2:1).
6. Sidewalks and driveways not more than (30) thirty
inches above adjacent grade, and not over any basement
or story below and are part of an accessible route.
7. Painting, papering, tiling, carpeting, cabinets,
counter tops and similar finish work.
8. Temporary motion picture, television and theater
stage sets and scenery.
9. Prefabricated swimming pools accessory to a
Group R-3 occupancy that are less than 24 inches
deep, do not exceed 5,000 gallons and are entirely
above ground.
10. Shade cloth structures constructed for nursery or
agricultural purposes, not including service systems.
11. Swings and other playground equipment accessory
- 4 -
to detached one- and two-family dwellings.
12. Window awnings supported by an exterior wall that
do not project more than 54 inches from the exterior wall and do not require additional support of Group R-3 and U occupancies.
13. Non-fixed and movable fixtures, cases, racks,
counters, and partitions not over 5 feet 9 inches in height.
Unless otherwise exempted, separate plumbing, electrical and mechanical permits may be required for the above
exempted items.
Exemption from the permit requirements of this code shall not be deemed to grant authorization for any work to be done in any manner in violation of the provisions of this code or any other laws or ordinances of this jurisdiction.
2. Section 115 is hereby amended to add the following:
When a building, structure, or construction project has been deemed a public nuisance by the Building Official, the entire lot shall be fenced along its perimeter with a minimum six foot (6') high chain link fence. The enclosure shall contain gates to allow construction traffic through. When not in use, such gates shall be closed and locked.
3. Section 202 Definitions is adopted in its entirety with the following amendments: General Definitions is hereby revised by adding “Spark Arrestor” as follows: Spark Arrestor is a listed device constructed of noncombustible material specifically for the purpose of meeting one of the following conditions:
a. Removing and retaining carbon and other
flammable particles/debris from the exhaust flow of an
internal combustion engine in accordance with
California Vehicle Code Section 38366.
b. Fireplaces that burn solid fuel in accordance with
California Building Code Chapter 28.
4. Section 501.2 is hereby amended to read as follows:
Section 501.2. Approved numbers or addresses shall be
provided for all new and existing buildings in such a position as to be plainly visible and legible from the street or road fronting the property.
Said numbers shall contrast with their background. Any
commercial building occupied by more than one business shall have numbers or addresses placed on or immediately adjacent to - 5 -
all doors that would allow fire department access in an emergency. In no case shall the numbers be less than four (4) inches with a one-half inch stroke for residential and six (6) inches for commercial or multifamily residential with a one (1) inch stroke.
Multiple units (i.e., apartments, condominium, townhouses, businesses, etc.) having entrance doors not visible from the street or road shall have approved numbers grouped for all businesses within each structure and positioned to be plainly visible from the street or road. Said numbers may be grouped on the wall of the structure or on a substantial mounting post independent of the structure.
5. Section 903.2 Where required is hereby revised as follows:
903.2 Where required. Approved automatic sprinkler systems in buildings and structures shall be provided when one of the following conditions exists:
1. New buildings: Notwithstanding any applicable provisions of Sections 903.2.1 through 903.2.19, an automatic fireextinguishing system shall be installed in all occupancies when the total building area, as defined in Section 202, exceeds 5,000 square feet (465 m2) or more than two
stories in height, regardless of fire areas or allowable area.
2. Existing Buildings: Notwithstanding any applicable
provisions of this code, an automatic sprinkler system shall be provided in an existing building when an addition occurs and when one of the following conditions exists:
a. When an addition is 33% or more of the existing
building area, and the resulting building area exceeds
5000 square feet (465 m2) as defined in Section 202;
or
b. When an addition exceeds 2000 square feet (186
m2) and the resulting building area exceeds 5000
square feet (465 m2) as defined in Section 202.
- 6 -
c. An additional story is added above the second floor
regardless of fire areas or allowable area.
Exception: Group R-3 occupancies. Group R-3 occupancies shall comply with Section 903.2.8.
6. Section 903.2.8 Group R is hereby revised as follows with no change to the exceptions:
903.2.8 Group R. An automatic sprinkler system installed in accordance with Section 903.3 shall be provided throughout all buildings with a Group R fire area as follows:
1. New Buildings: An automatic sprinkler system shall be installed throughout all new buildings.
2. Existing Buildings: An automatic sprinkler system shall be installed throughout when the building area exceeds 3,600 square feet (334 m2) and when one of the following
conditions exists:
a. When an addition is 33% or more of the existing
building area as defined in Section 202, within a twoyear period; or b. An addition when the existing building is already
provided with automatic sprinklers; or
c. When an existing Group R Occupancy is being
substantially renovated, and where the scope of the
renovation is such that the Building Code Official
determines that the complexity of installing a sprinkler system would be similar as in a new building.
7. Section 903.3.5.3 Hydraulically calculated systems is hereby added as follows:
903.5.3 The design of hydraulically calculated fire sprinkler systems shall not exceed 90% of the water supply
capacity.
Exception: When static pressure exceeds 100 psi, and
when required by the fire code official, the fire sprinkler system shall not exceed the water supply capacity
specified by Table 903.5.3.
- 7 -
8. Section 1505.1 is hereby amended to the following:
Minimum Class B Roof Covering. The roof covering on any structure regulated by this code shall be as specified in amended table 1505.1 and shall be classified not less than Class B.
9. Table 1505.1 is hereby amended, by the deletion of Table 1505.1 and the addition of a new Table 1505.1 thereto, to read as follows:
TABLE 1505.1
MINIMUM ROOF COVERING CLASSIFICATIONS
TYPES OF CONSTRUCTION
IA IB IIA IIB IIIA IIIB IV VA VB
B B B B B B B B B
10. Section 1505.1.3 is hereby amended, by the deletion of the entire section and the addition of a new section thereto, to read as follows:
1505.1.3 Roof coverings within all other areas. The entire roof covering of every existing structure where more than 50 percent of the total roof area is replaced within any one-year period, the entire roof covering of every new structure, and any roof covering applied in the alteration, repair or replacement of the roof of every existing structure, shall be a fire-retardant roof covering that is at least Class B.
11. Section 1511.3 is hereby amended by adding the following:
Not more than one (1) overlay of asphalt shingles shall be applied over an existing asphalt shingle roof.
Not more than one (1) overlay of asphalt shingle roofing shall be applied over wood shingles. Asphalt shingles applied over wood shingles shall have an overlay underlayment of not less than type 30 non-perforated felt.
12. Section 1907 is hereby amended by adding the following:
- 8 -
Type V cement complying with table No. 1904A.2 for severe sulfate exposure or equal is required for use in all R-1, R-3 and U1 Occupancies footings and slabs on grade. Slabs on grade shall be protected from exposure to moisture by not less than a 10 mil. thick moisture barrier.
13. Section 3109.2 is hereby amended by adding the following definition:
PRIVATE POOL is any constructed pool, permanent or
portable, which is intended for non-commercial use as a swimming pool by not more than three owner families and their guests.
14. Section 3109.2 is amended to clarify that pool barriers which are already in the Code are scoped so as to apply on all private swimming pools and shall be amended as follows:
The top of the pool barrier shall be not less than 5’ (60”) above grade measured from the side of the barrier that faces away from the swimming pool.
15. Chapter 35 Referenced Standards
Refer to OCFA fire Code Local Amendments Chapter 80
for Referenced Standards.
(c) The following amendments are added to the 2025
California Residential Code:
16. Chapter 2 Section 202 Definitions is hereby revised by adding “OCFA” and “Spark Arrestor” as follows:
Spark Arrestor. A listed device constructed of noncombustible material specifically for the purpose of meeting one of the following conditions:
1. Removing and retaining carbon and other flammable
particles/debris from the exhaust flow of an internal combustion engine in accordance with the California Vehicle Code Section 38366.
2. Fireplaces that burn solid fuel in accordance with California Building Code Chapter 28.
Chapter 3 Building Planning is adopted in its entirety with the following amendments and additions:
17. Section R301.9 Fuel Modification Requirements for New Construction is hereby added as follows:
- 9 -
R301.9 Fuel Modification Requirements for New Construction. All new structures and facilities adjoining land containing hazardous combustible vegetation shall be approved and in accordance with the requirements of OCFA Guideline C-05 “Vegetation Management Guideline – Technical Design for new Construction Fuel Modification Plans and Maintenance Program.”
18. Section R309.6 Fire sprinkler attached garages, and carports with habitable space above is hereby amended by modifying the exception as follows:
Exception: An automatic residential fire sprinkler system shall not be required when additions or alterations are made to existing carports and/or garages that do not have an automatic residential fire sprinkler system installed unless a sprinkler system is required in accordance with California Fire Code Section 903.2.8.
19. Section R313.1 Townhouse automatic fire sprinkler systems is hereby amended by modifying the exception as follows:
Exception: An automatic residential fire sprinkler system shall not be required when additions or alterations are made to existing townhouses that do not have an automatic fire sprinkler system installed unless a sprinkler system is required in accordance with California Fire Code Section 903.2.8.
20. Section R313.2 One- and two-family dwellings automatic fire sprinkler systems is hereby amended by modifying the exception as follows:
Exception: An automatic residential fire sprinkler system shall not be required for additions or alterations to existing buildings that are not already provided with an automatic residential sprinkler system unless a sprinkler system is required in accordance with California Fire Code, OCFA Local Amendments Section 903.2.8.
21. Section R313.3.6.2.2 Calculation procedure is hereby revised as follows:
Section R313.3.6.2.2 Calculation procedure. Determination of the required size for water distribution piping shall be in accordance with the following procedure and California Fire Code Section 903.3.5.
22. R319 Site Address is hereby revised as follows:
R319 Site Address. New and existing buildings shall have approved - 10-
address numbers, building numbers or approved building identification placed in a position that is plainly legible and visible from the street or road fronting the property. These numbers shall contrast with their background. Where required by the fire code official, address numbers shall be provided in additional approved locations to facilitate emergency response. Address numbers shall be Arabic numbers or alphabetical letters. Numbers shall be a minimum of 4 inches (101.6 mm) high with a minimum stroke width of 0.5 inch (12.7 mm), and 6” letters with a 1” stroke for commercial. Where access is by means of a private road and the building cannot be viewed from the public way, a monument, pole or other sign or means shall be used to identify the structure. Address numbers shall be maintained.
23. Section R337.1.3 Application is hereby revised as follows:
R337.1.3 Application. New buildings located in any Fire Hazard Severity Zone, or any Wildland-Urban Interface Fire Area designated by the enforcing agency constructed after the application date, and additions to and remodel of buildings constructed before 2012 located in areas currently designated as such, shall comply with the provisions of this chapter. The provisions shall also apply to additions, remodels, and accessory structures located within 100 feet of a fuel modification zone, vegetation management area, or similar area containing hazardous combustible vegetation, regardless of whether the property is currently located in a designated Fire Hazard Severity Zone or Wildland-Urban Interface Area, when materials and/or construction methods for exterior wildfire exposure were previously required at the property by the Building or Fire Code Official.
Exceptions:
1. Buildings of an accessory character classified as a Group U occupancy and not exceeding 120 square feet in floor area, when located at least 30 feet from an applicable building.
2. Buildings of an accessory character classified as a Group U occupancy of any size located at least 50 feet from an applicable building.
3. Buildings classified as a Group U Agricultural Building, as defined in Section 202 of this code (see also Appendix C – Group U Agricultural Buildings), when located at least 50 feet from an applicable building.
24. Section R902.1 through 902.2 is hereby amended as follows:
Not less than Class B roofing permitted. A minimum of Class A or B roof covering is required.
25. Chapter 10 Chimneys and Fireplaces is adopted in its entirety - 11-
and newly amended this code cycle by adding section 1001.13 as follows:
Section R1001.13 Chimney spark arrestors is hereby added as follows:
R1001.13 Chimney spark arresters. All chimneys attached to any appliance or fireplace that burns solid fuel shall be equipped with an approved spark arrester. Chimneys serving outdoor appliances or fireplaces shall be equipped with a spark arrester. The spark arrester shall meet the requirements of Section 2113.9.2 of the California Building Code.
Section R1001.13 Outdoor Fireplaces, Fire Pits, Fire Rings, or similar devices is hereby added as follows:
R1001.13 Outdoor Fireplaces, Fire Pits, Fire Rings, or similar devices.
Outdoor fireplaces, fire pits, fire rings, or similar exterior devices shall comply with this section.
Exception: Barbeques, grills, and other portable devices intended solely for cooking
Section R1001.13.1 Gas-fueled devices is hereby added as follows:
R1001.13.1 Gas-fueled devices. Outdoor fireplaces, fire pits and similar devices fueled by natural gas or liquefied-petroleum gas are allowed when approved by the Building Department and the device is designed to only burn a gas flame and not wood or other solid fuel. At R-3 occupancies, combustible construction shall not be located within three feet of an atmospheric column that extends vertically from the perimeter of the device. Where a permanent Building Department approved hood and vent is installed, combustible construction may encroach upon this column between the bottom of the hood and the vent opening. Where chimneys or vents are installed, they shall have a spark arrester in accordance with Section R1003.9.2.
Section R1001.13.2 Devices using wood or fuels other than natural gas or liquefied-petroleum gas is hereby added as follows:
R1001.13.2 Devices using wood or fuels other than natural gas or liquefied-petroleum gas. Fireplaces burning wood or other solid fuel shall be constructed in accordance with Section R1001. Fires in a fireplace shall be contained within a firebox with an attached chimney. The opening in the face of the firebox shall have an installed and maintained method of arresting sparks. The burning of wood or other solid fuel in a device is not allowed within 15 feet of combustible structures, unless within a permanent or portable fireplace.
- 12-
Section R1001.13.3 Devices using wood or fuels other than natural gas or liquefied-petroleum gas is hereby added as follows:
R1001.13.3 Where prohibited. The burning of wood and other solid fuels shall not be conducted within a fuel modification zone. Wood and other solid fuel burning fires in devices other than permanent fireplaces are not allowed within Wildfire Risk Areas (WRA) and adopted Fire Hazard Severity Zones (FHSZ) or in locations where conditions could cause the spread of fire to the WRA or FHSZ, unless determined by the Fire Code Official that the location or design of the device should reasonably prevent the start of a wildfire.
Chapter 44
Referenced Standards
(R-3 Occupancy related standards are included)
26. Chapter 44 Referenced Standards is adopted in its entirety with the following amendments:
Section 8.15.1.2.7 is hereby revised as follows:
8.15.1.2.7 Concealed spaces filled with noncombustible insulation shall not require sprinkler protection when approved by fire code official.
Section 11.1.1.1 is hereby added as follows:
11.1.1.1 When fire sprinkler systems are required in buildings of undetermined use other than warehouses, they shall be designed and installed to have a fire sprinkler density of not less than that required for an Ordinary Hazard Group 2 use, with no reduction(s) in density or design area. Warehouse fire sprinkler systems shall be designed to Figure 16.2.1.3.2 (d) curve “G”. Use is considered undetermined if a specific tenant/occupant is not identified at the time the sprinkler plan is submitted. Where a subsequent use or occupancy requires a system with greater capability, it shall be the responsibility of the occupant to upgrade the system to the required density for the new use or occupancy.
Section 11.2.3.1.1.1 is hereby added as follows:
11.2.3.1.1.1 The available water supply for fire sprinkler system design shall be determined by one of the following methods, as approved by the fire code official:
1) Subtract the project site elevation from the low water level for the appropriate pressure zone and multiply the result by 0.433. 2) Use a maximum of 40 psi, if available.
- 13-
3) Utilize the OCFA water-flow test form/directions to document a flow test conducted by the local water agency or an approved third party licensed in the State of California.
27. NFPA 13D 2025 Edition, Standard for the Installation of Sprinkler Systems in One- and Two-Family Dwellings and Manufactured Homes is hereby amended as follows:
Section 7.1.2 is hereby revised as follows:
7.1.2 The sprinkler system piping shall not have separate control valves installed unless supervised by a central station, proprietary, or remote station alarm service.
28. 2025 CRC Appendix V is hereby amended to conform with 2025 CBC section 3109.2 as amended in items 13 and 14 above.
Enclosure height shall be 60” minimum.
(d) The 2025 California Green Building Code is hereby
amended as follows:
29. Section 202 is amended to add the following definition:
Sustainability. Consideration of present development and construction impacts on the community, the economy, and the environment without compromising the needs of the future.
(e) The following amendment is made to the California
Mechanical Code, 2025 edition, adopted by this Chapter.
30. Section 301.0 is hereby amended by adding the following paragraph:
Equipment regulated by this Code shall not be located in any required front yard as established by the building code or zoning ordinances. Equipment may be located in a required side yard subject to Cypress Zoning Ordinance.
(f) The following amendment is made to the Uniform
Housing Code, 1997 edition, adopted by this Chapter:
31. Chapter 2 is hereby amended by adding thereto the following sections:
Section 201.1 - Authority. The Building Official and the health - 14-
officer are hereby authorized and directed to administer and enforce all of the provisions of this Code. For such purposes, they shall have the powers of law enforcement officers.
Section 201.2. Right of Entry. Whenever necessary to make an inspection to enforce any of the provisions of this code and the technical codes, or whenever the Building Official or health officer or their authorized representatives have reasonable cause to believe that there exists in any building, or upon any premises, any condition or code violation which makes such building or premises unsafe, dangerous or hazardous, the Building Official, the health officer or their authorized representatives may enter such building or premises at all reasonable times, to inspect the same or to perform any duty imposed upon the Building Official or the health officer by such codes, provided that if such building or premises be occupied, the Building Official, the health officer or their authorized representatives, shall first present proper credentials and demand entry; and if such building or premises be unoccupied, they shall first make reasonable effort to locate the owner or other persons having charge or control of the building or premises and request entry.
If such entry is refused, the Building Official, the health officer or their authorized representatives shall have recourse to every remedy provided by law to secure entry.
No owner or occupant or any other person having charge, care or control of any building or premises shall fail or neglect, after proper request is made as herein provided, to promptly permit entry therein by the Building Official, the health officer or their authorized representatives for the purpose of inspection and examination pursuant to this code. Any person violating this subdivision shall be guilty of a misdemeanor, and subject to punishment in accordance with Section 1-7 of the Code of the City of Cypress.
(g) The following amendments are added to California
Administrative Code, 2025 edition:
32. Chapter 1 is amended to add the following:
(a) Right of Entry. Whenever necessary to make an inspection to enforce any of the provisions of this code and the technical codes, or whenever the Building Official or health officer or their authorized representatives have reasonable cause to believe that there exists in any building, or upon any premises, any condition or code violation which makes such building or premises unsafe, dangerous or hazardous, the Building Official, the health officer or their authorized representatives may enter such building or premises at all reasonable times, to inspect the same or to perform any duty imposed upon the Building Official or the - 15-
health officer by such codes, provided that if such building or premises be occupied, the Building Official, the health officer or their authorized representatives, shall first present proper credentials and demand entry; and if such building or premises be unoccupied, they shall first make reasonable effort to locate the owner or other persons having charge or control of the building or premises and request entry. If such entry is refused, the Building Official, the health officer or their authorized representatives shall have recourse to every remedy provided by law to secure entry.
No owner or occupant or any other person having charge, care or control of any building or premises shall fail or neglect, after proper request is made as herein provided, to promptly permit entry therein by the Building Official, the health officer or their authorized representatives for the purpose of inspections and examination pursuant to this code.
Any person violating this subdivision shall be guilty of a misdemeanor, and subject to punishment in accordance with Section 1-7 of the Code of the City of Cypress.
(b) Failure to Obtain Permit, Pay Fees
Failure to obtain a permit and pay fees therefore before commencing work shall be deemed evidence of violation of the provisions of this Code. The amount of the permit fee shall be doubled for work commenced before a permit is issued.
(c) Collection and Refund of Fees
The Building Official shall collect such fees as are provided to be paid by this Code. In the event that any person has obtained a permit hereunder and no portion of the work of construction covered by such permit has been commenced, such permittee shall be entitled to a refund of eighty percent (80%) of the fee paid for such permit upon presentation of a written request therefore.
SECTION III: This Ordinance is exempt from the provisions of the California Environmental Quality Act, ("CEQA"), 14 California Code of Regulations Section 15061(b)(3).
SECTION IV: If any section, subsection, sentence, clause, phrase or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court or competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance.
The City Council of the City of Cypress hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion hereof, irrespective of the fact that any one or more section, subsections, clauses phrases, or portions be declared invalid or unconstitutional.
SECTION V: The City Clerk is hereby authorized and directed to - 16-
certify as the passage of this Ordinance and to give notice thereof by causing copies of this Ordinance to be posted in three public places throughout the City.
FIRST READING at a regular meeting of the City Council of the City of Cypress held on the 13th day of October 2025 and finally adopted and ordered posted at a regular meeting held on the 10th day of November 2025.
MAYOR OF THE CITY OF CYPRESS
ATTEST:
CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
I, LINDA BERGLUND, Interim City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the City Council of the City of Cypress held on the 10th day of November 2025, by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
CITY CLERK OF THE CITY OF CYPRESS
- 1 -
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CYPRESS AMENDING CHAPTER 8 OF THE CYPRESS MUNICIPAL CODE AND
THEREBY ADOPTING BY REFERENCE THE CALIFORNIA ELECTRICAL CODE, 2025 EDITION, WITH CERTAIN AMENDMENTS AND
REPEALING ORDINANCE NO. 1200
THE CITY COUNCIL OF THE CITY OF CYPRESS DOES HEREBY ORDAIN AS FOLLOWS:
SECTION I: Section 8-1 of Chapter 8 of the Municipal Code of the City of Cypress is hereby amended to read as follows:
“ARTICLE I. IN GENERAL,”
Section 8-1 California Electrical Code - Adopted, where filed.
There hereby is adopted by reference, as the Electrical Code of the City of Cypress, the California Electrical Code, 2025 edition, (based on the 2023 National Electrical Code), as amended by Sections 8-2 and 8-3 of this chapter, one (1) copy of which is on file in the office of the City Clerk.” SECTION II: Section 8-2 of Chapter 8 of the Municipal Code of the City of Cypress is hereby amended to read as follows:
“Section 8-2 Amendments.
(a) Findings. The following amendments and modifications to the 2025 edition of the California Electrical Code are hereby found to be reasonably necessary due to consideration of specific local climatic, geological, or topographical conditions as follows:
1. Local climatic conditions necessitate that residential dwelling units be protected from construction practices and electricity usage practices that have had a history of causing or contributing to the cause of fire related damage to residential dwelling structures in the City of Cypress. (Affects Section 110-5, 210-1, 300-6, 334-12, and 422-4)
2. Local geological conditions in the City of Cypress, require that grounding electrodes be manufactured of corrosion-resistant material to protect the grounding electrode from deterioration due to high sulfate levels found in the soil. [Affects Section 300-6]
(b) Amendments. The following amendments are made to the California Electrical Code, 2025 edition as adopted by this Chapter. - 2 -
Section 90-4 is hereby amended to add the following paragraphs:
1. The Building Official of the City of Cypress, or the Building Official's authorized representative, is hereby designated as the enforcing authority and vested with the authority to enforce all of the provisions of this Code. Whenever necessary to make an inspection to enforce any of the provisions of this Code, or whenever the Building Official or the Building Official's authorized representative have reasonable cause to believe that there exists in any building, or upon any premises, any condition or code violation which makes such building or premises unsafe, dangerous or hazardous, the Building Official by such codes, provided that if such building or premises be occupied, the Building Official or the Building Official's authorized representative shall first present proper credentials and demand entry; and if such building or premises be unoccupied, they shall first make a reasonable effort to locate the owner or other persons having charge or control of the building or premises and request entry. If such entry is refused, the Building Official, or the Building Official's authorized representative shall have recourse to every remedy provided by law to secure entry.
No owner or occupant or any other person having
charge, care or control of any building or premises shall fail to neglect, after proper request is made as herein provided, to promptly permit entry therein by the Building Official or the Building Official's authorized representative for the purpose of inspection and examination pursuant to this Code. Any person violating this subdivision shall be guilty of a misdemeanor, and subject to punishment in accordance with Section 1-7 of the Code of the City of Cypress.
2. Section 110-5 is hereby amended to add the following:
Notwithstanding any provision or provisions to the
contrary, no aluminum conductors smaller than #8 A.W.G. shall be used.
3. Section 210-1 is hereby amended to add the following:
Accessory uses or other buildings, signs, etc.,
separately located on the same lot or premises, shall have connecting conductors run underground.
Where spare circuit protective devices are provided or
space for future circuit protective devices is provided on the bus in - 3 -
any flush or semi-flush mounted panel, then raceways of sufficient capacity to permit utilization of such space or spaces shall be provided to an approved accessible location. Such accessible location is normally defined as follows: Where sufficient attic space is available or under floor space is available, a raceway shall terminate conveniently for future use in each such space. Where this condition does not exist or other factors govern, then such terminations shall be approved by the enforcing authority.
4. Section 300-6 is hereby amended to add the following:
a. A minimum of 10 mil pipe wrap must be installed on all metallic conduit installed underground and must extend 6” inches above grade.
5. Section 334 is hereby amended by adding Section 334-12 (A) 11:
334-12(A) Uses Not Permitted. (11) Nonmetallicsheathed cable shall not be used for exposed wiring in unfinished garages and basements. Nonmetallic cable shall only be used for concealed wiring in one- and two-family dwellings or multi-family dwellings (apartment houses) not exceeding three floors above grade.
6. Section 422-4 is hereby amended to add subsection
(a) to read as follows:
(a) In every dwelling unit, fixed appliances, such as
food grinders, dishwashers, washing machines, dryers, laundry tray locations, built-in heaters, or any other fixed appliances with 1/4 H.P. motor or larger shall be on a separate branch circuit supplied by a minimum No. 12 A.W.G. wire. Each dwelling unit shall have installed therein an individual food waste grinder branch circuit. Said circuit shall be supplied with a minimum No. 12 A.W.G. wire and a 15- ampere indicating type switch. Said switch shall be located in the wall adjacent to the sink. Food waste grinder shall be wired with a minimum of No. 16 A.W.G. 3-wire S.P.T.-33 thermo-plastic, hardfinish cord or equal and an approved grounding type cord grip cap must be used.
SECTION III Section 8-3 of Chapter 8 of the Municipal Code of the City of Cypress is hereby amended to read as follows:
“Section 8-3. Additional Provisions
- 4 -
(a) In addition to the California Electrical Code, 2025 edition, adopted by reference herein as the Electrical Code of the City of Cypress, the following provisions shall be applicable in the City of Cypress:
1. Further Scope. All electrical, telephone, C.A.T.V. and similar service wires or cables, carrying below 34 K.V. capacity, which provide direct service to the property being developed, shall, within the exterior boundary lines of such property, be installed underground. Risers on existing poles and buildings are permitted and shall be provided by the developer or owner onto the pole, which provides service to said property.
Utility service poles may be placed on the rear of the property to be developed, only for the purpose of terminating underground facilities. The developer or owner is responsible for complying with the requirements of the utility companies for the installation of such facilities.
For the purpose of this Section, appurtenances, and associated equipment such as, but not limited to, surface mounted transformers, pedestal mounted terminal boxes and meter cabinets, and concealed ducts in an underground system, may be placed above ground. The City Council may waive the requirements of this Section if topography, soil, or any other conditions make such underground installation impossible or impractical.
2. Concealed Wiring. When any part of a wiring installation is to be hidden from view by the permanent placement of parts of the building, the person, firm, or corporation installing the wiring installation shall notify the Building Official and such parts of the wiring installation shall not be concealed until they have been inspected and approved by the Building Official.
3. Inspections and Corrections. Upon completion of the work which has been authorized by issuance of any permit, except an annual permit, it shall be the duty of the person, firm, or corporation installing the same to notify the Building Official, who shall inspect the installation as soon thereafter as practicable. If, upon inspection, the installation is not found to be in conformity with the provisions of this Code, or any other applicable statute, the Building Official shall notify the person, firm, or corporation making the installation, stating the defects, which have been found to exist.
All defects shall be corrected within ten (10) days after inspection and notification, or within a time period authorized by the Building Official. No electrical installation shall be energized until inspected and approved by the Building Official.
4. Temporary Connection. When authorizing the connection and use of temporary or incomplete work, such authorization shall expire at a time stated by the Building Official.
- 5 -
5. Standards for the Installation of Electrical Equipment. All industrial, commercial, and residential electrical installations within the governmental jurisdiction covered by this Code, shall be in conformity with the provisions of this Code, all applicable State laws, and in accordance with the National Fire Protective Association standards for safety to life and property.
6. Listing or Labeling. Listing or labeling as conforming to the standards of Underwriters Laboratories, Inc., as approved by the United States Bureau of Mines, the American Standards Association, the United States Bureau of Standards, or other similar institutions of nationally recognized standing, shall be prima facie evidence of conformity with approved standards of safety to life and property.
SECTION IV: This Ordinance is exempt from the provisions of the California Environmental Quality Act, ("CEQA"), 14 California Code of Regulation 15061(b)(3).
SECTION V: If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance, is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance, and each section, subsection, subdivision, sentence, clause, phrase or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases or portions thereof be declared invalid or unconstitutional.
SECTION VI: The City Clerk is hereby authorized and directed to certify as the passage of this Ordinance and to give notice thereof by causing copies of this Ordinance to be posted in three public places throughout the City.
FIRST READING at a regular meeting of the City Council of the City of Cypress held on the 13th day of October 2025 and finally adopted and ordered posted at a regular meeting held on the 10th day of November, 2025.
MAYOR OF THE CITY OF CYPRESS
ATTEST:
CITY CLERK OF THE CITY OF CYPRESS
- 6 -
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
I, LINDA BERGLUND, Interim City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the City Council of the City of Cypress held on the 10th day of November 2025, by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
CITY CLERK OF THE CITY OF CYPRESS
- 1 -
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CYPRESS AMENDING CHAPTER 19 OF THE CYPRESS MUNICIPAL CODE AND
THEREBY ADOPTING BY REFERENCE THE FOLLOWING CODES WITH
CERTAIN AMENDMENTS THERETO: THE 2025 EDITION OF THE CALIFORNIA PLUMBING CODE, THE 2024 EDITION OF THE INTERNATIONAL SWIMMING
POOL, SPA, AND HOT TUB CODE, AND THE UNIFORM PLUMBING CODE
MATERIAL AND INSTALLATION STANDARDS AND REPEALING ORDINANCE NO. 1201.
THE CITY COUNCIL OF THE CITY OF CYPRESS DOES ORDAIN
AS FOLLOWS:
SECTION I: Section 19-1 of Chapter 19 of the Cypress Municipal Code is hereby amended to read as follows:
SECTION 19-1 California Plumbing Codes - Adopted, where filed.
The following are hereby adopted by reference as the Plumbing Codes of the City of Cypress, one (1) copy of each which is on file in the office of the City Clerk:
a. California Plumbing Code, 2025 edition, with appendices; (Based on the 2024 Uniform Plumbing Code)
b. International Swimming Pool, Spa and Hot Tub Code, 2024 edition.
c. Uniform Plumbing Code Material and Installation Standards, 2024 edition.
SECTION II: Section 19-2 of Chapter 19 of the Cypress Municipal Code is hereby amended as follows:
Section 19-2 California Plumbing Codes; amendments, additions, and deletions. a) The following amendments and modifications are hereby found to be reasonably necessary due to consideration of specific local climatic, geological, or topographical conditions as follows:
CALIFORNIA PLUMBING CODE, 2025 EDITION
1. Section 411 is amended by adding Section 411.4 as follows:
The Building Official may allow the use of standard flush toilets or urinals, when, in the opinion of the Building Official, the - 2 -
configuration of the building drainage system requires a greater quantity of water to adequately flush the system.
This amendment is necessary due to the extremely flat
topography within the city, which may require the use of decreased slopes with increased volume on drainage systems.
2. Section 610.8 is hereby amended to add the following:
Not less than one (1) hose bib in rear yard area must be piped in ¾” inch supply pipe.
This amendment is necessary to provide consistency with the zoning provisions of the Cypress Municipal Code and to
provide additional fire suppression capacity for the rear yard.
3. All other modifications to this Code are administrative in nature.
SECTION III: Section 19-3 of Chapter 19 of the Cypress Code is amended as follows:
SECTION 19-3 - International Swimming Pool Code; Amendments.
The following amendments are made to the International Swimming Pool Code, 2024 edition, adopted by this Chapter:
4. Swimming Pools/Spas - Enclosures Required.
No person shall maintain a swimming pool/spa in the City unless an enclosure, as provided for in this article, is maintained on the lot or premises upon which such pool/spa is situated.
Upon commencement of excavation for a new pool/spa,
temporary fencing shall be installed.
Enclosure Specifications shall comply with 2025 California Building Code, Section 3109 as amended, and Cypress
Municipal Code section 19-10 through 19-12.
SECTION IV: This Ordinance is exempt from the provisions of the California Environment Quality Act, (“CEQA”), 14 California Code of Regulation 15061(b)(3).
SECTION V: If any section, subsection, sentence, clause, phrase or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council of the City - 3 -
of Cypress hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion hereof, irrespective of the fact that any one or more section, subsections, clauses, phrases, or portions be declared invalid or unconstitutional.
SECTION VI. The City Clerk is hereby authorized and directed to certify as the passage of this Ordinance and to give notice thereof by causing copies of this Ordinance to be posted in three public places throughout the City.
FIRST READING at a regular meeting of the City Council of the City of Cypress held on the 13th day of October 2025 and finally adopted and ordered posted at a regular meeting held on the 10th day of November 2025.
MAYOR OF THE CITY OF CYPRESS
ATTEST:
CITY CLERK OF THE CITY OF
CYPRESS STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
I, LINDA BERGLUND, Interim City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the City Council of the City of Cypress held on the 10th day of November 2025, by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
CITY CLERK OF THE CITY OF CYPRESS
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CYPRESS AMENDING SECTIONS 5-3 OF CHAPTER 5 OF THE CYPRESS
MUNICIPAL CODE, AND THEREBY ADOPTING BY REFERENCE THE
CALIFORNIA FIRE CODE, 2025 EDITION, WITH CERTAIN
AMENDMENTS AND REPEALING ORDINANCE NO. 1202
THE CITY COUNCIL OF THE CITY OF CYPRESS DOES HEREBY ORDAIN AS FOLLOWS:
SECTION I. Section 5-3 of Chapter 5 of the Municipal Code of the City of Cypress is hereby amended to read as follows:
“Sec. 5-3” California Fire Code, Adoption, Amendments.
(a) Section 5-3.010. Adopted. An ordinance of the City of Cypress adopting the California Fire Code, 2025 Edition, based on the 2024 International Fire Code, regulating and governing the safeguarding of life and property from fire and explosion hazards arising from the storage, handling and use of hazardous substances, materials and devices, and from conditions hazardous to life or property in the occupancy of buildings and premises in the City of Cypress; providing for the issuance of permits and collection of fees therefore; repealing Ordinance No. 1161 of the City of Cypress and all other ordinances and parts of the ordinances in conflict therewith.
For the purpose of prescribing regulations and governing the safeguarding of life and property from fire and explosion hazards arising from the storage, handling and use of hazardous substances, materials and devices, and from conditions hazardous to life or property in the occupancy of buildings and premises as herein provided, the following fire codes subject to the modifications set forth in this Chapter, are hereby adopted: the California Fire Code, 2025 Edition, based on the 2024 International Fire Code as published by the International Code Council as amended by this chapter shall constitute the Fire Regulations of the City of Cypress. Where the California Code of Regulations and State Building Standards Code of Regulations differ from any sections of the Fire Code, State regulations shall prevail over the Fire Code.
One (1) copy of all the above codes and standards therefore are on file in the office of the fire code official pursuant to Health and Safety Code Section 18942 (d) (1) and are made available for public inspection.
Notwithstanding the provisions of the above-referenced construction codes, all fees for services provided pursuant to the Fire Code shall not take effect until a resolution for such fees is adopted by the Orange County Fire Authority Board of Directors pursuant to California Government Code Sections 66016 and 66020.
(b) Section 5-3.020 Enforcement and inspections. The California Fire Code with amendments shall be enforced by the Orange County Fire Authority, which shall be operated under the Fire Chief of the Orange County Fire Authority. The Fire Chief of the Orange County Fire Authority may detail such members of the fire authority as inspectors as shall be necessary from time to time.”
SECTION II. Section 5-3.030 of Chapter 5 of the Municipal Code of the City of Cypress is hereby repealed. In its place, Section 5-3.030 shall include the following amendments to the California Fire Code, and shall read as follows:
(c) Section 5-3.030 Amendments and Findings.
FINDINGS
I. Climatic Conditions
A. Orange County is located in a semi-arid Mediterranean type climate. It annually experiences extended periods of high temperatures with little or no precipitation. Hot, dry (Santas Ana) winds, which may reach speeds of 70 M.P.H. or greater, are also common to the area. These climatic conditions cause extreme drying of vegetation and common building materials.
Frequent periods of drought and low humidity add to the fire danger. This predisposes the area to large destructive fires (conflagration). In addition to directly damaging or destroying buildings, these fires are also prone to disrupt utility services throughout the County. Obstacles generated by strong wind, such as fallen trees, streetlights and utility poles will greatly impact the response time to reach an incident scene.
B. The climate alternates between extended periods of drought and brief flooding conditions. Flood conditions may affect the Orange County Fire Authority’s ability to respond to a fire or emergency condition. Floods also disrupt utility services to buildings and facilities within the County.
C. Water demand in this densely populated area far exceeds the quantity supplied by natural precipitation; and although the population continues to grow, the already-taxed water supply does not. Due to storage capacities and consumption, and a limited amount of rainfall, future water allocation is not fully dependable. This necessitates the need for additional and on-site fire protection features.
D. These dry climatic conditions and winds contribute to the rapid spread of even small fires originating in high-density housing or vegetation. These fires spread very quickly and create a need for increased levels of fire protection. The added protection of fire sprinkler systems and other fire protection features will supplement normal fire department response by providing immediate protection for the building occupants and by containing and controlling the fire spread to the area of origin. Fire sprinkler systems will also reduce the use of water for firefighting by as much as 50 to 75 percent.
II. Topographical conditions
A. Natural; slopes of 15 percent or greater generally occur throughout the foothills of Orange County. The elevation change caused by the hills creates the geological foundation on which communities with Orange County are built and will continue to build. With much of the populated flatlands already built upon, future growth will occur steeper slopes and greater constraints in terrain.
B. Traffic and circulation congestion is an artificially created, obstructive topographical condition, which is common throughout Orange County.
C. These topographical conditions combine to create a situation that places fire department response time to fire occurrences at risk and makes it necessary to provide automatic on-site fire-extinguishing systems and other protection measures to protect occupants and property.
III. Geological Conditions
The Orange County region is a densely populated area that has buildings constructed over and near a vast and complex network of faults that are believed to be capable of producing future earthquakes similar or greater in size than the 1994 Northridge and the 1971 Sylmar earthquakes. Earthquake faults run along the northeast and southwest boundaries of Orange County. The Newport-Inglewood Fault, located within Orange County was the source of the destructive 1933 Long Beach earthquake (6.3 magnitude) which took 120 lives and damaged buildings in an area from Laguna Beach to Marina Del Rey to Whittier. In December 1989, another earthquake occurred in the jurisdiction of Irvine at an unknown fault line. Regional planning for reoccurrence of earthquakes is recommended by the state of California, Department of Conservation.
A. Previous earthquakes have been accompanied by disruption of traffic flow and fires. A severe seismic event has the potential to negatively impact any rescue or fire suppression activities because it is likely to create obstacles similar to those indicated under the high wind section above. The October 17, 1989, Santa Cruz earthquake resulted in one major fire in the Marina District (San Francisco). When combined with the 34 other fires locally and over 500 responses, the department was taxed to its fullest capabilities. The Marina fire was difficult to contain because mains supplying water to the district burst during the earthquake. This situation creates the need for both additional fire protection and automatic on-site fire protection for building occupants. State Department of Conservation noted in their 1988 report (Planning Scenario on a Major Earthquake on the Newport-Inglewood Fault Zone, page 59), “unfortunately, barely meeting the minimum earthquake standards of building codes places a building on the verge of being legally unsafe.”
B. Road circulation features located throughout the County also make amendments reasonably necessary. Located through the County are major roadways, highways and flood control channels that create barriers and slow response times. Hills, slopes, street, and storm drain design combined with occasional heavy rainfall, cause roadway flooding and landslides, and at times may make an emergency access route impassable. There are areas in Orange County that naturally have extended emergency response times that exceed the 5-minute goal.
C. Soils throughout the County possess corrosive properties that reduce the expected usable life of water services when metallic pipes are in contact with soils.
Due to the topographical conditions of sprawling development separated by waterways and narrow and congested streets and the expected infrastructure damage inherent in seismic zone described above, it is prudent to rely on automatic fire sprinkler systems to mitigate extended fire department response time and keep fires manageable with reduced fire flow (water) resources available for a given structure. Additional fire protection is also justified to match the current resources of firefighting equipment and personnel within the Orange County Fire Authority.
Amendments
Chapter 1
Scope and Administration
Chapter 1 General Requirements is adopted in only those sections and subsections adopted by SFM with the following amendments:
Section 113.4 Violation penalties is hereby revised as follows:
113.4 Violation penalties. Persons who shall violate a provision of this code or shall fail to comply with any of the requirements thereof or shall fail to comply with any issued orders or notices or who shall erect, install, alter, repair or do work in violation of the approved construction documents or directive of the fire code official, or of a permit or certificate used under provisions of this code, shall be subject to penalties assessed as prescribed in the OCFA Prevention Field Services adopted fee schedule. Each day that a violation continues after due notice has been served shall be deemed a separate offense.
Section 113.4.2 Infraction and misdemeanor is hereby added as follows:
113.4.2 Infraction and misdemeanor. Persons operating or maintaining any occupancy, premises or vehicle subject to this code that shall permit any fire or life safety hazard to exist on premises under their control shall be guilty of an infraction.
Persons who fail to take immediate action to abate a fire or life safety hazard when ordered or notified to do so by the chief or a duly authorized representative are guilty of a misdemeanor.
Chapter 2
Definitions
Chapter 2 Definitions is adopted in its entirety as amended by the SFM with the following amendments:
Sections 202 General Definitions is hereby revised by adding “OCFA,” and “Spark Arrester” as follows:
OCFA: Orange County Fire Authority, fire authority having jurisdiction.
SPARK ARRESTER. A listed device constructed of noncombustible material specifically for the purpose of meeting one of the following conditions:
1. Removing and retaining carbon and other flammable particles/debris from the exhaust flow of an internal combustion engine in accordance with California Vehicle Code Section 38366.
2. Fireplaces that burn solid fuel in accordance with California Building Code Chapter 28.
Chapter 3
General Requirements
Chapter 3 General Requirements i s a d o p t e d i n o n l y t h o s e s e c t i o n s a n d s u b s e c t i o n s a d o p t e d b y t h e S F M with the following amendments:
Section 304.1.3 Vegetation is hereby revised as follows:
304.1.3 Vegetation. Weeds, grass, vines or other growth that is capable of being ignited and endangering property, shall be cut down and removed by the owner or occupant of the premises. Vegetation clearance requirement in urban-wildland interface areas shall be in accordance with Part 7, the California Wildland-Urban Interface Code. Type, amount, arrangement, and maintenance of vegetation in a fuel modification area, interior slope, or similarly hazardous area shall be in accordance with OCFA Guideline C- 05 “Vegetation Management Guideline—Technical Design for New Construction, Fuel Modification Plans, and Maintenance Program.”
Section 305.6 Hazardous Conditions is hereby added as follows:
305.6 Hazardous conditions. Outdoor fires burning wood or other solid fuel are not allowed when any of the following conditions applies:
1. when predicted sustained winds exceed 8 MPH and relative humidity is less than 25%, or a red flag condition has been declared
2. when an official sign was caused to be posted by the fire code official, or a public announcement is made
No outdoor fires using any fuel type are permitted when predicted sustained winds exceed 20 MPH or when such fires present a hazard as determined by the fire code official.
Section 305.7 Disposal of rubbish is hereby added as follows:
305.7 Disposal of rubbish. Rubbish, trash or combustible waste material shall be burned only within an approved incinerator and in accordance with Section 307.2.1.
Section 307 OPEN BURNING, RECREATIONAL FIRES AND PORTABLE OUTDOOR FIREPLACES is hereby revised as follows:
SECTION 307 OPEN BURNING, RECREATIONAL FIRES, FIRE PITS, FIRE
RINGS, AND PORTABLE OUTDOOR FIREPLACES
Sections 307.6 Outdoor Fireplaces, Fire Pits, Fire Rings, or similar devices used at Group R Occupancies is hereby added as follows:
307.6 Outdoor Fireplaces, Fire Pits, Fire Rings, or similar devices used at Group R Occupancies. Outdoor fireplaces, fire pits, fire rings, or similar exterior devices used at Group R occupancies shall comply with this section.
Exception: Barbeques, grills, and other portable devices intended solely for cooking.
Section 307.6.1 Gas-fueled devices is hereby added as follows:
307.6.1 Gas-fueled devices. Outdoor fireplaces, fire pits and similar devices fueled by natural gas or liquefied-petroleum gas are allowed when approved by the Building Department and the device is designed to only burn a gas flame and not wood or other solid fuel. At R-3 occupancies, combustible construction and vegetation shall not be located within three feet of an atmospheric column that extends vertically from the perimeter of the device. At other R occupancies, the minimum distance shall be ten feet. Where a permanent Building Department approved hood and vent is installed, combustible construction may encroach upon this column between the bottom of the hood and the vent opening. Where chimneys or vents are installed, they shall have a spark arrester as defined in Section 202.
Section 307.6.2 Devices using wood or fuels other than natural gas or liquefiedpetroleum gas is hereby added as follows:
307.6.2 Devices using wood or fuels other than natural gas or liquefiedpetroleum gas. Permanent outdoor fireplaces burning wood or other solid fuel shall be constructed in accordance with the California Building Code with clearance from combustible construction and building openings as required therein. Fires in a fireplace shall be contained within a firebox with an attached chimney. The opening in the face of the firebox shall have an installed and maintained method of arresting sparks.
The burning of wood or other solid fuel in a device is not allowed within 25 feet of combustible structures unless within an approved permanent fireplace, Conditions which could cause a fire to spread within 25 feet of a structure or to vegetation shall be eliminated prior to ignition. Fires in devices burning wood or solid fuel shall be in accordance with Sections 305, 307, and 308.
Exceptions:
1. Portable fireplaces and fire rings/pits equipped with a device to arrest sparks shall be located at least 3’ from combustible construction at R-3 occupancies,
2. Portable fireplaces, and fire pits/rings equipped with a device to arrest sparks, shall be located at least 15 feet from combustible structures at other R occupancies.
Section 307.6.2.1 Where prohibited is hereby added as follows:
307.6.2.1 Where prohibited. The burning of wood and other solid fuels shall not be conducted within a fuel modification zone, Wildfire Risk Area (WRA), WildlandUrban Interface Area (WUI), or in locations where conditions could cause the spread of fire to the WRA or WUI.
Exceptions:
1. Permanent fireplaces that are not located in a fuel modification zone.
2. Where determined by the Fire Code Official that the location or design of the device should reasonably prevent the start of a wildfire.
Section 324 Fuel Modification Requirements for New Construction is hereby added as follows:
324.1 Fuel Modification Requirements for New Construction. All new structures and facilities adjoining land containing hazardous combustible vegetation shall be approved and in accordance with the requirements of OCFA Guideline C-05 “Vegetation Management Guideline – Technical Design for New Construction Fuel Modification Plans and Maintenance Program.” Section 325 Clearance of brush or vegetation growth from roadways is hereby added as follows:
325.1 Clearance of brush or vegetation growth from roadways. The fire code official is authorized to cause areas within 10 feet (3048 mm) on each side of portions of highways and private streets which are improved, designed or ordinarily used for vehicular traffic, to be cleared of flammable vegetation and other combustible growth. Measurement shall be from the flow-line or the end of the improved edge of the roadway surfaces.
Exception: Single specimens of trees, ornamental shrubbery or cultivated ground cover such as green grass, ivy, succulents or similar plants used as ground covers, provided that they do not form a means of readily transmitting fire.
Section 326 Unusual Circumstances is hereby added as follows:
326.1 Unusual circumstances. The fire code official may suspend enforcement of the vegetation management requirements and require reasonable alternative measures designed to advance the purpose of this code if determined that in any specific case that any of the following conditions exist:
1. Difficult terrain.
2. Danger of erosion.
3. Presence of plants included in any state and federal resources agencies, California Native Plant Society and county-approved list of wildlife, plants, rare, endangered and/or threatened species.
4. Stands or groves of trees or heritage trees.
5. Other unusual circumstances that make strict compliance with the clearance of vegetation provisions undesirable or impractical.
Section 327 Use of Equipment is hereby added as follows:
327.1 Use of equipment. Except as otherwise provided in this section, no person shall use, operate, or cause to be operated in, upon or adjoining any hazardous fire area any internal combustion engine which uses hydrocarbon fuels, unless the engine is equipped with a spark arrester as defined in Section 202 maintained in effective working order, or the engine is constructed, equipped and maintained for the prevention of fire.
Exceptions:
1. Engines used to provide motor power for trucks, truck tractors, buses, and passenger vehicles, except motorcycles, are not subject to this section if the exhaust system is equipped with a muffler as defined in the Vehicle Code of the State of California.
2. Turbocharged engines are not subject to this section if all exhausted gases pass through the rotating turbine wheel, there is no exhaust bypass to the atmosphere, and the turbocharger is in good mechanical condition Section 327.2 Use of Equipment and Devices Generating Heat, Sparks or Open Flames is hereby added as follows:
327.2 Equipment and devices generating heat, sparks or open flames.
During any time of the year within Wildfire Risk Areas, within or immediately adjacent to any forest- or brush-covered land or non-irrigated grass-covered land, no person shall use or operate any welding equipment, cutting torches, tar pots, grinding devices, or other tools or equipment that may produce a spark, fire, or flame that could result in a wildfire without doing the following:
1. First clearing away all flammable material, including snags, from the area around such operation for a distance of 30 feet or other approved method to reduce fire spread into the wildlands. If 30-foot clearing cannot be achieved, then an alternate method shall be approved by the AHJ prior to work starting.
2. Maintain one serviceable round point shovel with an overall length of not less than forty-six (46) inches and one backpack pump water-type fire extinguisher fully equipped and ready for use at the immediate area during the operation.
3. Stop work when winds are 8 MPH or greater during periods when relative humidity is less than 25%, or a red flag condition has been declared or public announcement is made, when an official sign was caused to be posted by the fire code official, or when such fires present a hazard as determined by the fire code official.
4. Keep a cell phone nearby and call 911 immediately in case of fire.
Section 327.3 Spark Arresters is hereby added as follows:
327.3 Spark arresters. Spark arresters shall comply with Section 202, and when affixed to the exhaust system of engines or vehicles subject to Section 327 shall not be placed or mounted in such a manner as to allow flames or heat from the exhaust system to ignite any flammable material.
Chapter 4
Emergency Planning and Preparedness
Chapter 4: Emergency Planning and Preparedness is adopted in only those sections and subsections adopted by the SFM with the following amendment:
Section 407.5 is revised as follows:
407.5 Hazardous Materials Inventory Statement. Where required by the fire code official, each application for a permit shall follow OCFA Guideline G-04 “Completion of the Chemical Classification” in accordance with Section 5001.5.2.
Chapter 5
Fire Service Features
Chapter 5 Fire Service Features is adopted in its entirety as amended by the SFM with the following amendments:
SECTION 501.1 Scope is revised as follows:
501.1 Scope. Fire service features for buildings, structures and premises shall comply with this chapter and, where required by the fire code official, with OCFA Guideline B-01, “Fire Master Plans for Commercial & Residential Development.” Section 510.1 Emergency responder communications enhancement systems in new buildings is hereby deleted and replaced as follows:
510.1 Emergency responder radio coverage in new buildings. All new buildings shall have approved radio coverage for emergency responders within the building based upon the existing coverage levels of the public safety communication systems utilized by the jurisdiction at the exterior of the building. This section shall not require improvement of the existing public safety communication systems. The Emergency Responder Radio Coverage System shall comply with the requirements of the Orange County Sheriff’s Department, Communications and Technology Division and, where the functionality or performance requirements in the California Fire Code are more stringent, this code.
Exceptions:
1. In buildings or structures where it is determined by the fire code official that the radio coverage system is not needed, including but not limited to the following:
a. Existing buildings or structures, unless required by the Building Official and OCFA for buildings and structures undergoing extensive remodel and/or expansion.
b. Elevators.
c. Structures that meet all of the following:
i. Three stories or less, and
ii. Do not have subterranean storage or parking, and
iii. Do not exceed 50,000 square feet on any single story. d. Structures that meet all of the following:
i. Residential structures four stories or less, and
ii. Constructed of wood, and
iii. Do not have subterranean storage or parking, and
iv. Are not built integral to an above ground multi-story parking structure.
Should a structure that is three stories or less and 50,000 square feet or smaller or any single story include subterranean storage or parking, then this ordinance shall apply only to the subterranean areas.
2. In facilities where emergency responder radio coverage is required and such systems, components or equipment required could have a negative impact on the normal operations of the facility, the fire code official shall have the authority to accept an automatically activated emergency radio coverage system.
Chapter 6
Building Services and Systems
Chapter 6 Building Services and Systems is adopted in its entirety as amended by the SFM.
Chapter 7
Fire and Smoke Protection Features
Chapter 7 Fire and Smoke Protection Features is adopted in its entirety as amended by SFM.
Chapter 8
Interior Finish, Decorative Materials and Furnishings
Chapter 8 Interior Finish, Decorative Materials and Furnishings is adopted in its entirety as amended by the SFM.
Chapter 9
Fire Protection and Life Safety Systems
Chapter 9 Fire Protection and Life Safety Systems is adopted in its entirety as amended by the SFM with the following amendments:
Section 903.2 Where required is hereby revised as follows:
903.2 Where required. Approved automatic sprinkler systems in buildings and structures shall be provided when one of the following conditions exists:
1. New buildings: Notwithstanding any applicable provisions of Sections 903.2.1 through 903.2.21, an automatic sprinkler system shall also be installed in all occupancies when the total building area, , exceeds 5,000 square-feet as defined in Section 202, regardless of fire areas or allowable area, or is more than two stories in height.
Exception: Subject to approval by the Fire Code Official, open parking garages in accordance with Section 406.5 of the California Building Code that are smaller than the area specified in section 903.2.10 (3) or 903.2.10.1 of the California Fire Code.
2. Existing Buildings: Notwithstanding any applicable provisions of this code, an automatic sprinkler system shall be provided in an existing building when an addition occurs and one of the following conditions exists:
2.1 When an addition is 33% or more of the existing building area, and the resulting building area exceeds 5000 square feet
2.2 When an addition exceeds 2000 square feet and the resulting building area exceeds 5000 square feet.
2.3 An additional story is added above the second floor regardless of fire areas or allowable area.
Exception: Additions to Group R-3 occupancies shall comply with Section 903.2.8 (2).
Section 903.2.8 Group R is hereby revised as follows:
903.2.8 Group R. An automatic sprinkler system installed in accordance with Section 903.3 shall be provided throughout all buildings with a Group R fire area as follows:
1. New Buildings: An automatic sprinkler system shall be installed throughout all new buildings.
2. Existing R-3 Buildings: An automatic sprinkler system shall be installed throughout when one of the following conditions exists:
2.1When the floor area of alterations within any two-year period exceeds 50 percent of gross floor area of the existing structure and the building gross floor area exceeds 5,500 square feet; or:
2.2When an existing Group R Occupancy is being substantially renovated, and where the scope of the renovation is such that the Building Code Official determines that the complexity of installing a sprinkler system would be similar as in a new building.
The exceptions in this section remain unchanged.
Section 903.3.5.3 Hydraulically calculated systems is hereby added as follows:
903.3.5.3 Hydraulically calculated systems. The design of hydraulically calculated sprinkler systems shall not exceed 90% of the water supply capacity.
Exception: When static pressure exceeds 100 psi, and when required by the fire code official, the sprinkler system shall not exceed the water supply capacity specified by Table 903.3.5.3.
Design %
75 TABLE 903.3.5.3
Hydraulically Calculated Systems
80 85
90100 110 120 130 140 150 PSI
Chapter 10
Means of Egress
Chapter 10 Means of Egress is adopted in its entirety as amended by the SFM.
Chapter 11
Construction Requirements for Existing Buildings
Chapter 11 Construction Requirements for Existing Buildings is adopted in only those sections and subsections adopted by the SFM.
Chapter 12
Energy Systems
Chapter 12 Energy Systems is adopted in its entirety as amended by the SFM:
Chapter 20
Aviation Facilities
Chapter 20 Aviation Facilities is adopted in its entirety.
Chapter 21
Dry Cleaning
Chapter 21 Dry Cleaning is adopted in its entirety as amended by the SFM.
Chapter 22
Combustible Dust-Producing Operations
Chapter 22 Combustible Dust-Producing Operations is adopted in its entirety.
Chapter 23
Motor Fuel-Dispensing Facilities and Repair Garages
Chapter 23 Motor Fuel-Dispensing Facilities and Repair Garages is adopted in its entirety as amended by the SFM.
Chapter 24
Flammable Finishes
Chapter 24 Flammable Finishes is adopted in its entirety as amended by the SFM.
Chapter 25
Fruit and Crop Ripening
Chapter 25 Fruit and Crop Ripening is not adopted.
Chapter 26
Fumigation and Insecticidal Fogging
Chapter 26 Fumigation and Insecticidal Fogging is not adopted.
Chapter 27
Semiconductor Fabrication Facilities
Chapter 27 Semiconductor Fabrication Facilities is adopted in its entirety.
Chapter 28
Lumber Yards and Agro-Industrial, Solid Biomass and Woodworking Facilities Chapter 28 Lumber Yards and Agro-Industrial, Solid Biomass and Woodworking Facilities is adopted in its entirety with the following amendments:
Section 2801.2 Permit is hereby revised as follows:
2801.2 Permit. Permits shall be required as set forth in Section 105.5 and 105.5.31.
Section 2808.2 Storage site is hereby revised as follows:
2808.2 Storage site. Storage sites shall be level and on solid ground, elevated soil lifts or other all-weather surface. Sites shall be thoroughly cleaned, and approval obtained from the fire code official before transferring products to the site.
Section 2808.3 Size of piles is hereby revised as follows:
2808.3 Size of piles. Piles shall not exceed 15 feet in height, 50 feet in width and 100 feet in length.
Exception: The fire code official is authorized to allow the pile size to be increased where a fire protection plan is provided for approval that includes, but is not limited to, the following:
1. Storage yard areas and materials-handling equipment selection, design and arrangement shall be based upon sound fire prevention and protection principles.
2. Factors that lead to spontaneous heating shall be identified in the plan, and control of the various factors shall be identified and implemented, including provisions for monitoring the internal condition of the pile.
3. The plan shall include means for early fire detection and reporting to the public fire department; and facilities needed by the fire department for fire extinguishment including a water supply and fire hydrants.
4. Fire apparatus access roads around the piles and access roads to the top of the piles shall be established, identified and maintained.
5. Regular yard inspections by trained personnel shall be included as part of an effective fire prevention maintenance program.
Additional fire protection called for in the plan shall be provided and shall be installed in accordance with this code. The increase of the pile size shall be based upon the capabilities of the installed fire protection system and features.
Section 2808.3.1 Increase in pile or stack size is hereby deleted in its entirety.
Section 2808.4 Pile Separation is hereby revised as follows:
2808.4. Pile separation. Piles shall be separated from adjacent piles by minimum distance of 20 feet. Additionally, piles shall have a minimum separation of 100 feet from combustible vegetation.
Section 2808.7 Pile fire protection is hereby revised as follows:
2808.7 Pile fire protection. Automatic sprinkler protection shall be provided in conveyor tunnels and combustible enclosures that pass under a pile.
Combustible conveyor systems and enclosed conveyor systems shall be equipped with an approved automatic sprinkler system. Oscillating sprinklers with a sufficient projectile reach are required to maintain a 40% to 60% moisture content and wet down burning/smoldering areas.
Section 2808.9 Material-handling equipment is hereby revised as follows:
2808.9 Material-handling equipment. All material-handling equipment operated by an internal combustion engine shall be provided and maintained with an approved spark arrester. Approved material-handling equipment shall be available for moving wood chips, hogged material, wood fines and raw product during fire-fighting operations.
Section 2808.11 Temperature control is hereby added as follows:
2808.11 Temperature control. The temperature shall be monitored and maintained as specified in Sections 2808.11.1 and 2808.11.2.
Section 2808.11.1 Pile temperature control is hereby added as follows:
2808.11.1 Pile temperature control. Piles shall be rotated when internal temperature readings are in excess of 165 degrees Fahrenheit.
Section 2808.11.2 New material temperature control is hereby added as follows:
2808.11.2 New material temperature control. New loads delivered to the facility shall be inspected and tested at the facility entry prior to taking delivery.
Material with temperature exceeding 165 degrees Fahrenheit shall not be accepted on the site. New loads shall comply with the requirements of this chapter and be monitored to verify that the temperature remains stable.
Section 2808.12 Water availability is hereby added as follows:
2808.12 Water Availability. Facilities with over 2500 cubic feet shall provide a water supply. The minimum fire flow shall be no less than 500 GPM @ 20 psi for a minimum of 1 hour duration for pile heights up to 6 feet and 2 hour duration for pile heights over 6 feet. If there is no water purveyor, an alternate water supply with storage tank(s) shall be provided for fire suppression. The water supply tank(s) shall provide a minimum capacity of 2500 gallons per pile (maximum 30,000 gallons) for piles not exceeding 6 feet in height and 5000 gallons per pile (maximum 60,000) for piles exceeding 6 feet in height. Water tank(s) shall not be used for any other purpose unless the required fire flow is left in reserve within the tank at all times. An approved method shall be provided to maintain the required amount of water within the tank(s).
Section 2808.13 Tipping area is hereby added as follows:
2808.13 Tipping areas shall comply with the following:
1. Tipping areas shall not exceed a maximum area of 50 feet by 50 feet.
2. Material within a tipping area shall not exceed 5 feet in height at any time.
3. Tipping areas shall be separated from all piles by a 20-foot-wide fire access lane.
4. A fire hydrant or approved fire water supply outlet shall be located within 150 feet of all points along the perimeter of the tipping area.
5. All material within a tipping area shall be processed within 5 days of receipt.
Section 2808.14 Emergency Contact is hereby added as follows:
2808.14 Emergency Contact. The contact information of a responsible person or persons shall be provided to the Fire Department and shall be posted at the entrance to the facility for responding units. The responsible party should be available to respond to the business in emergency situation.
Section 2808.15 Maximum Grid of Piles and Rows is hereby added as follows:
2808.15 Maximum Grid of Piles and Rows, Rows of Piles shall not exceed 500 feet by 500 feet. Grids shall be separated by a minimum 50-foot clear space used for no other purpose.
2808.16 Push-out / Clear area is hereby added as follows:
2808.16 Push-out / Clear area Piles exceeding 20 cubic yards shall be provided with push-out areas. Push-out areas shall be maintained clear at all times to allow for the largest pile to be spread out to a depth of 2 feet in height.
Push-out areas shall be located within 250 feet of all edges of any pile and shall be located a minimum of 20 feet from any building.
Chapter 29
Manufacture of Organic
Coatings
Chapter 29 Manufacture of Organic Coatings is adopted in its entirety.
Chapter 30
Industrial
Ovens
Chapter 30 Industrial Ovens is adopted in its entirety.
Chapter 31
Tents, Temporary Special Event Structures and Other Membrane Structures Chapter 31 Temporary Special Event Structures and Other Membrane Structures is adopted in its entirety as amended by the SFM.
Chapter 32
High-Piled Combustible Storage
Chapter 32 High-Piled Combustible Storage is adopted in its entirety as amended by the SFM.
Chapter 33
Fire Safety During Construction and Demolition
Chapter 33 Fire Safety During Construction and Demolition is adopted in its entirety as amended by the SFM.
Chapter 34
Tire Rebuilding and Tire Storage
Chapter 34 Tire Rebuilding and Tire Storage is adopted in its entirety as amended by SFM.
Chapter 35
Welding and Other Hot Work
Chapter 35 Welding and Other Hot Work is adopted in its entirety.
Chapter 36
Marinas
Chapter 36 Marinas is adopted in its entirety.
Chapter 37
Combustible Fibers
Chapter 37 Combustible Fibers is adopted in its entirety.
Chapter 39
Processing and Extraction Facilities
Chapter 39 Processing and Extraction Facilities is adopted in its entirety.
Chapter 40
Storage of Distilled Spirits and Wines
Chapter 40 Storage of Distilled Spirits and Wines is adopted in its entirety.
Chapter 41
Temporary Heating and Cooking Operations
Chapter 41 Temporary Heating and Cooking Operations is adopted in its entirety as amended by the SFM.
Chapter 48
Motion Picture and Television Production Studio Sound Stages, Approved Production Facilities and Production Locations
Chapter 48 Motion Picture and Television Production Studio Sound Stages, Approved Production Facilities and Production Locations is adopted in its entirety.
Chapter 50
Hazardous Materials – General Provisions
Chapter 50 Hazardous Materials – General Provisions is adopted in its entirety as amended by the SFM with the following amendments:
Section 5001.5.2 Hazardous Materials Inventory Statement (HMIS), is hereby revised as follows:
5001.5.2 Hazardous Materials Inventory Statement (HMIS). Where required by the fire code official, an application for a permit shall follow OCFA Guideline G-04 “Completion of the Chemical Classification”, which shall be completed and approved prior to approval of plans, and/or the storage, use or handling of chemicals on the premises.
Section 5003.1.1.1 Extremely Hazardous Substances is hereby added as follows:
5003.1.1.1 Extremely Hazardous Substances. No person shall use or store any amount of extremely hazardous substances (EHS) in excess of the disclosable amounts (see Health and Safety Code Section 25500 et al) in a residential zoned or any residentially developed property.
Chapter 51
Aerosols
Chapter 51 Aerosols is adopted in its entirety.
Chapter 53
Compressed
Gases
Chapter 53 Compressed Gases is adopted in its entirety.
Chapter 54
Corrosive Materials
Chapter 54 Corrosive materials is adopted in its entirety as amended by the SFM.
Chapter 55
Cryogenic Fluids
Chapter 55 Cryogenic Fluids is adopted in its entirety.
Chapter 56
Explosives and
Fireworks
Chapter 56 Explosives and Fireworks is adopted in its entirety as amended by the SFM with the following amendments:
Section 5608.2 Firing is hereby added as follows:
5608.2 Firing. All fireworks displays, regardless of mortar, device, or shell size, shall be electrically fired.
Section 5608.3 Application for Permit is hereby added as follows:
Section 5608.3 Application for Permit. A diagram of the grounds on which the display is to be held showing the point at which the fireworks are to be discharged, the fallout area based on 100 feet per inch of shell size, the location of all buildings, roads, and other means of transportation, the lines behind which the audience will be restrained, the location of all nearby trees, telegraph or telephone line, or other overhead obstructions shall be provided to OCFA.
Chapter 57
Flammable and Combustible Liquids
Chapter 57 Flammable and Combustible Liquids is adopted in its entirety as amended by the SFM.
Chapter 58
Flammable Gases and Flammable Cryogenic Fluids
Chapter 58 Flammable Gases and Flammable Cryogenic Fluids is adopted in its entirety as amended by the SFM.
Chapter 59
Flammable Solids
Chapter 59 Flammable Solids is adopted in its entirety.
Chapter 60
Highly Toxic and Toxic Materials
Chapter 60 Highly Toxic and Toxic Materials is adopted in its entirety.
Chapter 61
Liquefied Petroleum Gases
Chapter 61 Liquefied Petroleum Gases is adopted in its entirety.
Chapter 62
Organic Peroxides
Chapter 62 Organic Peroxides is adopted in its entirety.
Chapter 63
Oxidizers, Oxidizing Gases, and Oxidizing Cryogenic Fluids Chapter 63 Oxidizers, Oxidizing Gases, and Oxidizing Cryogenic Fluids is adopted in its entirety.
Chapter 64
Pyrophoric Materials
Chapter 64 Pyrophoric Materials is adopted in its entirety.
Chapter 65
Pyroxylin (Cellulose Nitrate) Plastics
Chapter 65 Pyroxylin (Cellulose Nitrate) Plastics is adopted in its entirety.
Chapter 66 Unstable
(Reactive) Materials
Chapter 66 Unstable (Reactive) Materials is adopted in its entirety.
Chapter 67
Water-Reactive Solids and Liquids
Chapter 67 Water-Reactive Solids and Liquids is adopted in its entirety.
Chapter 80
Referenced Standards
Chapter 80 Referenced Standards is adopted in its entirety as amended by the SFM with the following amendments:
NFPA 13, 2025 Edition, Standard for the Installation of Sprinkler Systems is hereby amended as follows:
Section 9.2.1.7 is hereby revised as follows:
9.2.1.7 Concealed spaces filled with noncombustible insulation shall not require sprinkler protection when approved by the fire code official.
Section 9.4.3.1 is hereby revised as follows:
9.4.3.1 When fire sprinkler systems are installed in shell buildings of undetermined use (Spec Buildings) other than warehouse (S occupancies), fire sprinklers of the quickresponse type shall be used. Use is considered undetermined if a specific tenant/occupant is not identified at the time the fire sprinkler plan is submitted. Sprinklers in light hazard occupancies shall be one of the following:
1. Quick-response type as defined in 3.3.223.4.16
2. Residential sprinklers in accordance with the requirements of Chapter 12
3. Quick-response CMSA sprinklers
4. ESFR sprinklers
5. Standard-response sprinklers used for modifications or additions to existing light hazard systems equipped with standard-response sprinklers.
6. Standard-response sprinklers used where individual standard-response sprinklers are replaced in existing light hazard systems Section 16.12.3.3 is hereby revised as follows:
16.12.3.3 Fire department connections (FDC) shall be of an approved type.
The location shall be approved and be no more than 150 feet from a public hydrant. The FDC may be located within 150 feet of a private fire hydrant when approved by the fire code official. The size of piping and the number of 2½” inlets shall be approved by the fire code official. If acceptable to the water authority, it may be installed on the backflow assembly. Fire Department inlet connections shall be painted OSHA safety red or as approved. When the fire sprinkler density design requires more than 500 gpm (including inside hose stream demand), or a standpipe system is included, four 2½” inlets shall be provided.
NFPA 13D 2025 Edition, Standard for the Installation of Sprinkler Systems in Oneand Two-Family Dwellings and Manufactured Homes is hereby amended as follows:
Section 7.1.2 is hereby revised as follows:
7.1.2 The sprinkler system piping shall not have separate control valves installed unless supervised by a central station, proprietary, or remote station alarm service.
NFPA 24, 2025 Edition, Standard for the Installation of Private Fire Service Mains and Their Appurtenances is hereby amended as follows:
Section 6.2.8.1 is hereby added as follows:
6.2.8.1 All indicating valves controlling fire suppression water supplies shall be painted OSHA red.
Exceptions:
1. Brass or bronze valves on sprinkler risers mounted to the exterior of the building may be left unpainted.
2. Where OS&Y valves on the detector check assembly are the only control valves, at least one OS&Y valve shall be painted red.
Section 6.2.9 is hereby amended as follows:
All connections to private fire service mains for fire protection systems shall be arranged in accordance with one of the following so that they can be isolated:
(1) A post indicator valve installed not less than 40 ft (12 m) from the building (a) For buildings less than 40 ft (12 m) in height, a post indicator valve shall be permitted to be installed closer than 40 ft (12 m) but at least as far from the building as the height of the wall facing the post indicator valve.
(b) Post indicating valves shall be allowed to be closer than 40 ft (12 m) to the building when a property line or other physical barriers make it impossible to have a post indicating valve 40 ft (12m) away. (c) Post indicating valves shall be allowed to be closer than 40 ft (12m) to the building when building driveway or fire access roadways or other buildings traffic make it impractical to be 40 ft (12m). (2) A wall post indicator valve on risers located within the building, either a nonrising stem gate valve with a wall post indicator or a listed butterfly valve with an indicating handle extending out through the building wall. (3) A backflow preventer with at least one indicating valve not less than 40 ft (12m) from the building.
(a) For buildings less than 40 ft (12m) in height, a backflow preventer with at least one indicating valve shall be permitted to be installed closer than 40 ft (12m) but at least as far from the building as the height of the wall facing the backflow preventer.
(b) Backflow preventer valves shall be allowed to be closer than 40 ft (12m) to the building when a property line or other physical barriers make it impossible to have a backflow preventer valve 40 ft (12m) away.
(c) Backflow preventer valves shall be allowed to be closer than 40 ft (12m) to the building when building driveway or fire access roadways or other building traffic make it impractical to be 40 ft (12M).
(4) Indicating control valves installed in a fire-rated room accessible from the exterior.
(5) Indicating control valves in a fire-rated stair enclosure accessible from the exterior as permitted by the AHJ.
(6) Any other valve type or location as permitted by the AHJ.
Section 10.1.5 is hereby added as follows:
10.1.5 All ferrous pipe and joints shall be polyethylene encased per AWWA C150, Method A, B, or C. All fittings shall be protected with a lose 8-mil polyethylene tube or sheet. The ends of the tube or sheet shall extend past the joint by a minimum of 12 inches and be sealed with 2-inch-wide tape approved for underground use.
Galvanizing does not meet the requirements of this section.
Exception: 304 or 316 Stainless Steel pipe and fittings Section 10.4.1.1 is hereby revised as follows:
10.4.1.1 All bolted joint accessories shall be cleaned and thoroughly coated with asphalt or other corrosion-retarding material after installation.
Exception: Bolted joint accessories made from 304 or 316 stainless steel.
Section 10.4.1.1.1 is hereby added as follows:
10.4.1.1.1 All bolts used in pipe-joint assembly shall be 316 stainless steel.
Section 10.4.3.2 is hereby deleted and replaced as follow:
10.4.3.2 Where fire service mains enter the building adjacent to the foundation, the pipe may run under a building to a maximum of 24 inches, as measured from the interior face of the exterior wall to the center of the vertical pipe. The pipe under the building or building foundation shall be 304 or 316 stainless steel and shall not contain mechanical joints or it shall comply with 10.4.3.2.1 through 10.4.3.2.4.
Appendices
Appendix A is not adopted.
Appendix B is adopted in its entirety as amended by the SFM.
Appendix BB is adopted in its entirety.
Appendix C is adopted in its entirety as amended by the SPM..
Appendix CC is adopted in its entirety. Appendix D is not adopted.
Appendix E is not adopted.
Appendix F is not adopted.
Appendix G is not adopted.
Appendix H is adopted in its entirety. Appendix I is not adopted.
Appendix J is not adopted.
Appendix K is not adopted.
Appendix L is not adopted.
Appendix M is not adopted.
Appendix N is not adopted.
Appendix O is not adopted.
Appendix P is not adopted.
Appendix Q is not adopted.
SECTION III: This Ordinance is exempt from the provisions of the California Environmental Quality Act, ("CEQA"), 14 California Code of Regulation 15061(b)(3).
SECTION IV: If any section, subsection, sentence, clause, phrase or portion of this Ordinance is for any reason held out to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council of the City of Cypress hereby declares that it
would have adopted this ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsection, sentence clause, phrases or portions be declared valid or unconstitutionally.
SECTION V: The City Clerk is hereby authorized and directed to certify as the passage of this Ordinance and to give notice thereof by causing copies of this Ordinance to be posted in three public places throughout the City.
FIRST READING at a regular meeting of the City Council of the City of Cypress held on the 13th day of October 2025 and finally adopted and ordered posted at a regular meeting held on the 10th day of November 2025.
MAYOR OF THE CITY OF CYPRESS
ATTEST:
CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
I, LINDA BERGLUND, Interim City Clerk for the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the City Council of the City of Cypress held on the 10th day of November 2025, by the following roll call vote:
AYES: COUNCIL MEMBERS
NOES: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
CITY CLERK OF THE CITY OF CYPRESS
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 11.
FROM: Lisa Berglund, Interim City Clerk
DATE: 11/10/2025
SUBJECT: Review City Council Applicants and Select Those to be Interviewed
RECOMMENDATION
Select applicants to be interviewed to fill the vacant City Council seat.
SUMMARY
During the October 13, 2025, City Council meeting the City Council voted to fill the current at-large vacant City Council seat via an application and interview process. The City Council voted to set the application deadline for Thursday, October 30, 2025, at 5:00 p.m. and voted to schedule interviews for Wednesday, November 19, 2025, beginning at 5:00 p.m. The City Council further voted to hold 20-minute interviews per applicant, to be held every 30 minutes, allowing for a 10-minute interval between applicants.
DISCUSSION
Sixteen Cypress residents submitted applications to serve the remainder of the vacant Council Member term expiring in November 2026. Based on the City Council’s direction on October 13, 2025, November 10 was selected to review the applications for the City Council vacancy. Notice of the vacancy and application process were published in the Orange County Register, the LA Times and the City’s Facebook page. Notices were also posted on the City’s website and outside City Hall and the City Council Chambers.
The application deadline was Thursday, October 30, 2025, at 5:00 p.m. To be eligible for appointment, an applicant must be at least eighteen years of age, be a citizen of the United States, be a registered voter of the City of Cypress (per Gov. Code § 36502(a)) and reside within the city limits of Cypress. The sixteen applicants have all met the minimum eligibility requirements and are listed below:
1. Quintin Bentley
2. Jimmy Fuller
3. Candi Kern
4. Edwin Kraemer
5. Marcelo Lee
5. Marcelo Lee
6. Anne Mallari
7. Frances Marquez
8. Jhofelle Maruzzo
9. Claudia Nessary
10. Christopher Paik
11. Michele Poutemour
12. Rachel Strong
13. Jack Torossian
14. Tim Vink
15. William “Bill” Wostenberg
16. Ryan Azie
The Orange County Registrar of Voters has confirmed that all applicants are registered voters. Their application submittals are attached herewith as well as posted on the City’s website. There are no provisions in the Elections Code or the Cypress Municipal Code related to interviews as part of the nomination process. Therefore, the City Council is able to proceed with the November 19, 2025, interviews.
NOMINATION PROCESS:
Staff recommends that each member of the City Council nominate two applicants to be interviewed using the nomination form provided by the City Clerk. The completed nomination forms are to be turned in to the City Clerk for tabulating. The City Clerk will report the nominations of each Council member and report the results of the applicants receiving the most votes to be interviewed. Immediately following the City Clerk's report, a list of the finalist applicants will be shared on the screen in the City Council Chambers, in random order. This is the order in which applicants will be interviewed on November 19, 2025.
The randomized list will be created using Microsoft Excel. In preparation for the meeting, staff entered the names of all applicants into an Excel spreadsheet. Once the City Council completes their nominations, the names of the finalists will remain on the Excel spreadsheet and the sort feature will be used to shuffle the names and create a true randomized list of the finalists.
NEXT STEPS:
During the November 19 special meeting, all applicants will be asked the same set of questions (attached). Applicants will be called to the podium in random order and asked to present to the City Council. As a reminder, the deadline imposed by the California Elections Code for the City Council to make an appointment to fill the vacancy is November 30, 2025.
BUDGET IMPACT
There is no cost associated with an appointment to fill the vacancy.
LEGAL REVIEW
The City Attorney has reviewed this staff report.
APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Applicant Questions
Bentley, Q
Fuller, J
Kraemer, E
Lee, M
Mallari, A
Marquez, F
Maruzzo, J
Nessary, C
Strong, R
Torossian, J
Vink, T
Wostenberg, B
Paik, C
Kern, C
Poutemour, M
Azie, R
CITY OF CYPRESS
2025 CITY COUNCIL VACANCY
APPLICANT INTERVIEW QUESTIONS
11/19/2025
1. Applicant Opening Statement (2-3 minutes)
2. What do you see as the most important issues facing the City and where would you focus your energies, if you are selected to become a member of the City Council?
3. Tell us something you have done recently that benefitted your neighbors or the community as a whole.
4. Describe the process you would use to reach a decision when voting on a contentious issue where there are strong opinions on both sides?
5. It can be challenging to get along well with people who hold different views. If you become a council member, how will you help ensure that council meetings are respectful and reflect well on our city?
6. If you are appointed to the City Council, do you plan to run for a full term in the next election in which you are eligible to run?
7. Closing Statement (60 to 90 seconds)
*The City Council will determine the order of questions and/or ask follow-up questions as time permits.
Quintin Bentley
Cypress, CA,
EDUCATION
California State University, Long Beach Long Beach, CA
Master of Business Administration May 2025
4.0 GPA – Summa Cum Laude
Eastern Washington University Cheney, WA
Bachelor of Science in Applied Developmental Psychology June 2014
PROFESSIONAL EXPERIENCE
Cypress High School Various Locations (Seattle, Orange County, Los Angeles County) Special Education Teacher October 2014-Present
● Lead classroom and school-based operations across general and special education settings for K–12 students. ● Facilitate Positive Behavioral Interventions and Supports (PBIS), co-chaired implementation, and secured $55K in funding through nonprofit partnerships.
● Developed training materials, authored employee handbooks, and led professional development trainings for 18 staff members.
● Mentor staff and supported school leadership to improve instructional outcomes and operational efficiency.
Associated Students Incorporated at CSULB Long Beach, CA Senator, College of Business May 2024- May 2025
● Served on the Board of Directors for ASI, approved the actions of subsidiary boards, and authorized the appropriation of funds.
● Provided oversight for the $315M Future U renovation project of the University Student Union (2025–2028). ● Chair the Senate Audit Committee overseeing a multimillion-dollar operational budget review process. ● Developed policy recommendations on academic standards and student well-being impacting 42,000+ stakeholders.
Long Beach Transit Long Beach, CA
Regulatory Compliance & Civil Rights, Government Relations August 2024-May 2025 ● Lead cross-department compliance programs with legal, operations, and procurement teams to improve organizational efficiency and mitigate risk.
● Audited EEO, DBE, Title VI, and ADA programs to ensure compliance standards for state and federal agencies. ● Analyzed infrastructure and capital investment needs; research grants for zero-emission buses, ferry upgrades, and electrification systems.
LEADERSHIP & COMMUNITY ENGAGEMENT
● Commissioner, Recreation and Community Services, City of Cypress June 2025-Present ● Board Member, Cypress Community Festival Association January 2024-Present ● Coach (Track & Field, Basketball, Flag Football, Soccer, Hockey, Javelin) May 2009-Present ● Graduate Representative, CSULB Graduate Studies Advisory Committee May 2024-May 2025 ● Cypress Citizens Academy April 2023-June 2023
SKILLS & CERTIFICATIONS
● Operations Strategy | Cross-Functional Collaboration | Budget Management ● Data Analysis | Regulatory Reporting | Stakeholder Engagement ● Certificates: Notary Public, Google Project Management Certificate AWARDS
● Outstanding Scholar in Business | Emerging Leader | Senator of the Month – February 2025
Qualifications, Experience, Education, and Community Engagement For over a decade, I’ve dedicated my life to helping people - whether supporting students in classrooms across multiple cities, mentoring staff through complex workplace challenges, or guiding community programs that strengthen our neighborhoods. This mission has guided every professional and personal decision I’ve made, often at a financial cost to myself and never for political ambition. Through education, leadership, and service, I’ve developed the experience, perspective, and dedication needed to contribute meaningfully to our community.
I attended Seattle Lutheran High School, where I received an education grounded in Christian values. I earned a Bachelor of Science in Applied Developmental Psychology from Eastern Washington University and an MBA from California State University, Long Beach, graduating Summa Cum Laude, earning the Emerging Leader Certificate, and receiving the Outstanding Scholar in Business Award. During my MBA program, I was selected to participate in a global business strategy competition amongst the top scoring participants because I achieved the highest Return on Equity (ROE) in the initial round, outperforming over 600 competitors. I went on to finish in the top five, honing my strategic thinking, collaboration, and problem-solving skills on an international level.
During the 2024–25 academic year, I served as the Senator for the College of Business, representing over 42,000 students. In this role, I helped oversee the $315 million “Future U” project to renovate the University Student Union and chaired the Senate Audit Committee, leading reviews of multimillion-dollar operational budgets. I authored resolutions advocating public policy reform, mental health inclusion, and academic fairness, including a major overhaul of the university’s grade appeal process. For these efforts, I was recognized as Senator of the Month (February 2025).
Over the past decade, I’ve dedicated my career to public service and education, working with hundreds of students and staff. Beginning in 2017, I took on leadership responsibilities by helping colleagues navigate employee contracts and workplace issues and serving as a mediator between staff and district administrators. I have also written employee handbooks, secured over $55,000 in donations in a single year through nonprofit partnerships, taught professional development sessions to more than 18 staff members, and helped create a mentorship program for newly hired special education staff. In special education, there’s a saying: when I see a need, I fill a need. This principle has guided my approach to problem-solving and leadership throughout my career.
Beyond my professional career, I’ve served as a coach at the high school and middle school levels for track & field, javelin, basketball, soccer, hockey, and girls flag football at Cypress High School. I also organized a book drive that collected 3,400 books for a Title 1 school n Buena Park, helping ensure that students from underresourced communities had access to educational materials. I participated in the 2023 Cypress Citizens Academy, gaining insight into city operations, and served as a Board Member for the Cypress Community Festival Association. Most recently, I was appointed Commissioner for Recreation and Community Services, providing firsthand experience with the city’s commitment to parks, recreation, and community engagement.
Outside of work and civic service, I completed a 50 km race in October 2025. Training for and finishing such a long-distance event reinforced the values I bring to public service: dedication, discipline, perseverance, and the ability to plan for long-term goals while staying committed through challenges.
Helping others has always been my purpose. Every classroom I’ve taught in, every committee I’ve served on, and every initiative I’ve championed has strengthened my belief that lasting impact begins with listening, learning, and leading by example. I’m proud of the journey that brought me here, and even more excited about the opportunity to continue serving the community.
Statement of Interest in Serving on City Council
My primary motivation for applying to the Cypress City Council is simple: to help people. Every role I’ve taken - teacher, coach, commissioner, advocate - has centered on improving lives and strengthening the communities I serve. My career in public service, combined with my education in business and leadership, has prepared me to contribute effectively to the continued success of Cypress.
Cypress is a city defined by its sense of community, safety, and opportunity. I want to contribute to maintaining and enhancing these strengths through responsible governance, transparency, and collaboration. My background in public service, education, and compliance has prepared me to thoughtfully evaluate policies, budgets, and programs that impact residents’ daily lives. I do not follow political narratives; I am more concerned with doing what is right for the community than with adhering to a party or ideology.
As Senator for the College of Business at CSULB, I listened closely to students’ concerns regarding mental health and campus affordability. To address their concerns, I wrote a resolution advocating for addiction services including increased outreach efforts by university staff, overdose reversal drugs, and test strips for people to check if their drink has been spiked. This resolution unanimously passed in the student senate and was well received by the staff at the university. I also helped address student concerns regarding increased student fees for the $315 million Future U capital project by supporting additional grant opportunities, bundled textbook programs, and recommending features that maximize the value of the new student union. Through this experience, I learned that the best representatives show up consistently, engage with their constituents, prepare for difficult conversations, stand by their votes even when unpopular, and know when to change their opinion when new information or perspectives warrant it.
I have also faced moments where leadership required standing alone. On several highly politicized issues, I was the sole opposition vote - even when the chamber was filled with protesters and criticism followed online.
Those experiences reinforced my belief that leadership is not about popularity; it is about integrity, preparation, and the courage to do what is right.
I’ve spent over a decade in public service working with schools, city programs, and community organizations. I currently serve as a Commissioner for Recreation and Community Services and as a Board Member of the Cypress Community Festival Association. These roles have deepened my connection to the people who make Cypress special and strengthened my commitment to give back to the city I love.
As a parent of two young children, I am particularly motivated to ensure that Cypress remains a safe, vibrant, and nurturing place to grow up. I want to help create opportunities for families, maintain high-quality schools and parks, and ensure that city policies reflect the needs of the next generation. My personal investment in the city’s future inspires me to make decisions that protect and enhance the quality of life for all residents.
If given the opportunity to serve on the City Council, I want to help shape policies that keep Cypress a valuable and welcoming market for businesses while maintaining the sense of community that defines us. I believe thoughtful leadership, transparency, and collaboration can ensure Cypress continues to thrive, now and for generations to come.
Statement of Visions for Cypress
Cypress is a city that already does many things exceptionally well. Our roads are well-maintained and safe, our parks are vibrant and accessible, and our schools provide top-notch education for our children. Our thriving business community serves as the backbone of the local economy, and our housing market continues to provide stability and opportunity for families. These successes are the foundation upon which we can build a bright future, and they demonstrate that Cypress is a city that values quality, community, and progress.
The best path forward for Cypress is to follow the principle at the heart of our city logo: progress. For me, progress means building on our strengths while making thoughtful, deliberate decisions that ensure long-term prosperity. We must continue to maintain and enhance our infrastructure, support and grow our local businesses, and invest in parks, recreation, and community programs that make Cypress a great place to live and work.
Housing growth must be managed responsibly. Cypress should add new housing in a measured way that supports families and residents without overwhelming our infrastructure or changing the character of our neighborhoods. We must learn from the challenges faced by cities like Seattle and plan carefully to maintain the quality of life that makes Cypress special.
Equally important is planning for the long-term fiscal health of the city. Responsible budgeting, strategic investments, and thoughtful oversight of city resources will ensure that Cypress can continue to provide excellent services, maintain our facilities, and support residents and businesses for generations to come.
Cypress also benefits from a highly engaged community, and that engagement must continue to grow.
Residents, business owners, and community organizations bring invaluable insights and energy that strengthen local programs and decision-making. Encouraging civic participation, creating open forums for discussion, and fostering collaboration will ensure that the city remains responsive to the needs of all its residents.
Innovation is another key to sustaining our city’s success. By embracing new technologies, environmentally responsible practices, and forward-looking urban planning, Cypress can maintain its competitive edge and continue to attract businesses, families, and talent. Thoughtful integration of innovation will enhance city services, improve quality of life, and position Cypress as a model community in the region.
Public safety is a core priority for a thriving city. I support our police in their efforts to protect residents and maintain order, while also implementing programs that reduce traffic accidents and improve street safety for drivers, pedestrians, and cyclists alike. Maintaining safe streets is fundamental to sustaining the quality of life that makes Cypress a desirable place to raise a family.
Finally, the future of Cypress depends on engaged, inclusive, and transparent leadership. I envision a city where decision-making involves collaboration with residents, businesses, and community organizations, ensuring all voices are heard and considered. By fostering strong communication and trust between the city and its residents, we can make decisions that are not only smart and sustainable but also reflect the values and priorities of the people in the community.
My vision for Cypress is a city that remains safe, vibrant, and connected; a city that encourages civic engagement and collaboration; and a city that embraces progress - not as a slogan, but as a guiding principle in every decision we make. By building on what works, planning responsibly for growth, and prioritizing longterm sustainability, we can ensure that Cypress remains a city we are proud to call home.
Statement of Interest
Vision for Cypress
References
Applicant: Jimmy Fuller
Residence: Cypress CA 90630
Registered Vote: Yes – since 2012
Statement of Interest:
I, Jimmy Fuller, am interested in being appointed to fill the vacant position on the Cypress City Council left by Council Member Minikus.
Vision for Cypress:
My name is Jimmy Fuller, and I am a lifelong resident of Cypress. I grew up here, attended Cypress High School, and have been fortunate to build my life in a community that shaped who I am. Cypress is not just where I live — it is part of my identity and the place I am proud to call home. My commitment to this city has guided my professional career in the construction industry and inspired my extensive service through Cypress-based nonprofit organizations.
Deep Commitment Through Community Service
Giving back to the community that raised me is one of my core values. I have dedicated countless volunteer hours over many years to support Cypress residents, youth, and families, because I believe that strong communities are built by people who show up, contribute, and care.
I currently serve as President of the Cypress Community Festival, the largest annual event in our city. Since taking office in 2021, I worked hand-in-hand with the City to reinvigorate the festival, bringing energy, financial stability, and new experiences to our residents. Under my leadership, the festival has grown every year and recently celebrated its best Chili & Salsa turnout since COVID. The festival is now thriving and remains a beloved tradition that brings our community together.
I also ran the annual AYSO Memorial Day Tournament for eight years, bringing more than 10,000 families to Cypress annually. This three-day event hosted up to 200 youth soccer teams and supported local businesses, hotels, and restaurants while showcasing our parks and sports facilities.
Most recently, I joined the Cypress High Education Foundation, where I look forward to working with Principal Brown and the board to raise funds and expand enrichment opportunities for Cypress High School students. Supporting youth and education is one of the most meaningful ways we can invest in our city's future, and I am proud to continue serving in this capacity.
Strengths of Cypress
Cypress stands strong because of years of thoughtful leadership and community partnership.
We benefit from:
• An exceptional police department and safe neighborhoods • Well-maintained roads, public infrastructure, and city services • Outstanding parks and recreation programs with highly-attended events • A top-tier school district that attracts and retains families These strengths are worth protecting, celebrating, and expanding.
Vision for the Future
My vision is to preserve what makes Cypress great while preparing for our evolving future:
• Encourage affordable, high-quality housing to attract new families and retain longtime residents
• Retain local businesses while attracting new employers and corporate offices • Invest in park upgrades and recreational facilities — many are aging and deserve reinvestment
• Support youth sports and nonprofit organizations that enrich the community • Expand and enhance community events to reflect and celebrate our city’s diverse cultural fabric
We must continue honoring our roots while welcoming the next generation to plant their own here.
Why the Appointment Should Be City-Wide
I also believe strongly in fairness and equal opportunity for all Cypress residents.
Councilmember Minikus was elected at-large. In 2026, District 5 residents will have the opportunity to elect their own representative for the first time in this cycle. To honor that democratic process, this temporary appointment should remain open to qualified applicants from all districts, not just District 5.
Appointing someone from District 5 today would effectively grant them an early advantage and allow them to run as an “incumbent” in 2026 — despite never having been elected by District 5 voters. That would be unfair to the residents and to future candidates.
District 5 voters deserve a fresh slate and a fair election.
If appointed, I pledge to represent every neighborhood, every family, and every resident of Cypress, regardless of district. I fully understand this would be a one-year term, and I embrace the responsibility of serving as a bridge Council Member — supporting the current Council and ensuring a fair transition until District 5 voters choose their representative in the 2026 election.
Leadership Philosophy
I believe in teamwork, respect, and servant leadership. The City Council functions best when it works collaboratively, shares ideas openly, and maintains professionalism. Healthy debate has a place in government, but it must always be civil and respectful. Public officials must be held to a high standard — and if appointed, I will honor that expectation every day.
References:
1. Brittney Cook – Resident & Community Volunteer
Phone:
2. Sue Ochoa – Cypress Teacher of the Year
Phone:
3. Kelsey Crawford – Landell PTA President
4. Greg Nelson – Altitude Design Office (Professional Reference)
5. Farriah Harding – Ruggles (Professional Reference)
Closing
I love this city. Cypress has given me so much — a childhood filled with opportunity, lifelong friendships, a safe place to live and grow, and now a chance to give back as an adult. We are an exceptional community, and although we have much to be proud of, improvement and innovation are always possible.
I am applying not for political title, but to serve, support our current Council, and help guide Cypress through this period of transition with dedication, integrity, and community-first leadership.
Thank you for your consideration.
JIMMY
FULLER
Cypress, CA 90630
Organized Office Manager with noted experience in administrative management. Prioritize projects and multitask effectively to achieve project goals. Methodical and detail-oriented team player with expertise in team leadership. Offering these skills and strong work ethic.
Longtime community volunteer with a proven track record of serving the City of Cypress.
Work History
December 2018 - Current Office Manager RNF, Azusa, CA
January 2013 - September
2018
Construction Manager AGI, Various - Travel Weekly
Education
October 2021 Bachelor of Science in Aviation Construction Embry-Riddle Aeronautical University, Daytona Beach, FL
Optimized organizational systems for payment collections, AP/AR, deposits, and recordkeeping.
Completed weekly payroll for all employees.
Obtained and reviewed construction insurance information and delivered to contract administrators.
Communicated with clients daily via emails, telephone, and texting Coordinated procurement of project plans and specifications and routed data to construction management team.
Negotiated and executed contracts on behalf of the company.
Maintained primary relationship accountability for clients, overall servicing responsibility and client satisfaction to maximize profitability of client relationships.
Oversee and project manage all projects at airport facilities including LAX, SNA, LAS, etc.
Communicated daily with vendors to keep project fully operational.
Surveyed sites to determine material needs and accurately manage inventories and budgets.
Verified completed projects met approved time, quality, and cost estimates.
Collaborated with contractors, architects, engineers, and public agencies to complete projects within timeline limitations and budget constraints.
Kept sites compliant with OSHA, state, and local regulations to prevent unnecessary risks.
Monitored subcontractor operations and applied effective time, resource, and money management strategies to delivery under-budget project completion.
Prepared and managed project budgets to accurately track costs and expenses.
Community Engagement
Deeply involved in the Cypress community. As a lifelong resident my volunteer experience, awards and accomplishments include:
Non-Profit Organizations:
Awards:
Accomplishments:
Board Member - AYSO - 2009 to 2018
Board Member - Friends of Cypress Parks & Recreation - 2015 to 2019 Board Member - Cypress Community Festival - 2017 to 2020 President - Cypress Community Festival - 2020 to Present Board Member - Cypress High Education Foundation - 2025 to Present City of Cypress - Youth Volunteer of the Year
Cawthon PTA - Honorary Service Award
Led AYSO during it's largest registration in modern times (over 2,000 players a year) Organized & Executed the largest sports tournament in City of Cypress - AYSO Memorial Day Tournament (over 10,000 atendees) Revitalized the Cypress Community Festival - working in partnership with City staff, consultants, & key participant groups
______________________________________________________________ ____________ EDWIN C. KRAEMER, M.S. email:
phone:
helping Cypress continue to prosper. Over the years I have supported the community, districts, and organizations; but, more importantly, I have been instrumental in educating and leading community groups to control outside influences who have sought to exploit our welcoming City of Cypress.
My interest for serving on the Cypress City Council:
I feel my skill-set is uniquely suited for bringing solutions or mitigating changes in a way that will help Cypress. I have a knack for bringing organic solutions and getting them to consensus. I would like to see some of the ideas I’ve had or heard over the years worked on. For instance, I don’t want to see any further PS-1A land given away to developer private usage for free. I want to see our school district be competitive and work with the city in more than a token “annual field use” agreement. I want to see the City, Organized Sports, and the School District have a working win-win relationship. I’d like to help our Police Department better serve the needs of the residents. I want a better development vision that includes Industry, Residential and Recreation; in balance. I want the citizens to have a voice and I think I can help bring that to the council with reason.
Applicant’s Vision for Cypress:
I have watched Orange County turn from orange groves and strawberry fields to grid development. The 100 acre “Frog Pond” that, as kids, we built Huck Fin rafts on in Placentia is now Condos. Most of Orange County is a poorly planned hodge-podge matrix of buildings.
Cypress has a Specific Plan, but no vision. First, we need RHNA plans for 2k, 4k, 6k units. They need to include homogonous contributions city wide; not just “put it on LARC or Lincoln”. This plan needs to propose public space and housing. It needs a contribution from our industrial partners. If we’d have done this, we’d still have a Town Center in planning. I’d like to see if we can save our Cypress School District. The City claims they don’t own the district; but that does not provide the excuse of independence. We can lobby and support the district. If we had done this instead of selling off properties, moving the sports fields to our community parks, and hosting charter schools, CSD could have been competitive with Los Al. We need to be proactive about the aging city infrastructure. I.e. upcoming aesthetic issues like the block walls crumbling on Walker Street. If we do not force a unified approach in a plan with the vision, this will become a patchwork of wood and chain link; we will be Stanton. Likewise with rampant development and exploitation of PS-1A by development of business complexes and housing; these groups need to contribute to RHNA allotments and open space. Organized sports should support our schools and Cypress residents; not carve out autonomous special interest havens paid for my Cypress tax payers and pay to play out of town leagues. Our CSD needs to be persuaded to collaborate with the community and organized sports; we should open the schools. They may not want this as it’s more work; so, Cypress city needs to make it win-win.
We should have great parks that support all Cypress residents. We pay 50% of our budget to police; our police should explicitly serve the community and that should include a Soft ___________________________________________________________________ ____________ EDWIN C. KRAEMER, M.S. email:
phone: 714-
Response unit. In short, the vision is to develop a unified, integrated development plan for what we want Cypress to be in 20 years. A little more Irvine, a little less Stanton.
Applicant Resume:
<> SUMMARY
Professional software engineer, architect, and leader skilled in applying object and service oriented technologies using agile or traditional process in the production of complex systems. Experienced with modern languages, cloud and container architectures, high performance computing, and machine learning. <> EDUCATION
MS, Computer Engineering, Software, California State University, Long Beach BS, Information and Computer Science, University of California, Irvine Machine Learning with TensorFlow, Nanodegree, Udacity
Deep Learning, Nanodegree, Udacity
Deep Reinforcement Learning, Nanodegree, Udacity
Aviatrix - Multi-Cloud (AWS/Azure/GCP), Certified Engineer <> SKILLS
DEVELOPMENT
C++, Java, Python, CUDA, MongoDb, Postgres, Oracle, JDBC, ODBC, XML, Process/thread/pthread synchronization, MPI, HPC, Micro-services, Docker, Kubernetes, VMware/virtualization, AWS, Network programming, sockets, TCP/UDP/IP, web services, ReST, Artificial intelligence, machine learning, (AI/ML), Data engineering, DNN, CNN, RNN, GAN, Analytics, TensorFlow, Torch, AWS SageMaker, map/reduce, Sensor collection, GPS/GIS, map-base, EGS, GMSEC
DEVELOPMENT TOOLS & ENVIRONMENTS
Linux, Windows, Android, Atlassian: Jira, Bitbucket, Confluence, Crucible. Jenkins, UML Modeling, Eclipse, Visual Studio, Netbeans, cLion, SciTools Understand, Rational, Fortify, Git, ClearCase/ClearQuest, Photoshop, XMLSpy, Doors, Ant, make, Maven, Gradle, app/HTTP servers, J2EE, JMS, Tomcat, Hibernate, IMDG, Swing, Qt, JSON, JAXB, ESRI, OpenNms
SOFTWARE PROJECT MANAGEMENT
Software architecture and mentoring, software team building and oversight, agile software project planning and earned value management. Waterfall, Spiral, Agile, Atlasian suite, Kanban, Scrum, DevOps, CI/CD, CMMI, software process and configuration management, Microsoft Project, Excel, Word, and Power Point <> EXPERIENCE
NORTHROP GRUMMAN (2003 – PRESENT)
<> Staff Software Engineer: Product Owner Ground System Product Leading team developing critical ground system Mission Control and Status product.
Directing software architecture and technologies. Provide team mentoring and instruction. <> Sr. Principle Software Engineer: Technical Software Lead ESS SCMP IRAD Responsible for technical direction, team assignment, process, and implementation decisions. IRAD effort is prototyping advanced SATCOM planning architecture to increase Pwin for a proposal activity. Architecture based on Docker Kubernetes microservices to rehost Windows C++ assets ported to Linux. Deployment targeted for multi-cloud, vendor agnostic, and extensible using SOLID open service APIs. Agile development practices support a rehostable production environment (DevSecOps). Agile activity planning using Jira Confluence Roadmap Planner and team management with Jira Kanban and Atlassian suite.
<> Sr. Principle Software Engineer: KGS Ground System
______________________________________________________________ ____________ EDWIN C. KRAEMER, M.S. email:
phone:
Responsible for design and implementation of host-to-ground middleware subsystem providing multithreaded, bidirectional, multiport connectivity over TCP/IP and GMSEC. Designed and implemented innovative reporting subsystem to generate reports from schema specifications, Java reflection, and JAXB providing highly adaptable report generation. Implemented NASA FITS Image management module. Provided direct support to the customer. Agile team supported by Jira Scrum, Bitbucket, Confluence, Crucible, Jenkins. C++/Java/Python. <> Sr. Principle Software Engineer: Vector Processing Subsystem (AMP) Responsible for high-performance computing (HPC) aspects of the subsystem. This innovative system uses GPU/CUDA to perform highly complex map/reduce vector calculations within critical accuracy and time constraints. Responsible for request processing service utilizing highly parallel, high-availability services. Matured prototype HPC/CUDA components to production ready modules and produced first-to-finish milestones. SciTools Understand analysis tool SME and Trainer. <> Sr. Principle Software Engineer: NGIS Cornerstone IRAD Research Big Data, Cloud, and Distributed Architecture topics. Supported product-line research in infrastructure components including: in memory data grids (WebSphere, etc.), data/communication/control busses, Cloud architectures, and containerization with Docker. Worked to integrate product line with other NGMS products. Introduced SciToolWorks Understand to the IRAD group. C++/Java.
<> Sr. Principle System Software Engineer, System Software Architecture NGAS COMSA Performed systems engineering, requirements analysis, and architectural design for the Advanced Programs, Mission Processing System Engineering team. Designed Common Open Mission Systems Architecture (COMSA) artifacts supporting next generation Mission Processing Software aircraft platforms. The program provides reusability through the Open Mission Systems (OMS) framework and contributions of existing NG intellectual assets. Led the NCTA Asset Reuse IRAD identifying flight management reuse candidates. <> Sr. Principle Software Engineer/Technical Lead/SME IBCS SS Network Management Led software development and provided subject matter expertise for the IBCS Network Management Team. Performed use case analysis, architectural, and component design using Rational Software Architect and UML. Performed trade selection of COTS used for the network monitoring engine. Created Interface Control Document. Designed OpenNms extensible radio/device adapter. Java, ReST, JSON/Jersey, protoBuf, TCP, HTTP, SNMP, Hibernate, and RRD. <> Manager/ISSO IBCS Network Management Lab
Installed and configured the NG-DH Development Lab (HP Blade server, 15 routers/switches, firewall, 5 Linux hosts).
Installed and configured the IBCS DH Classified Lab (3 routers/switches, COMSEC, 8 Linux hosts). Managed the IBCS DH Lab environments: system updates, user accounts, and user access to facilities. Served as ISSO responsible for lab certification, DSS audits, IS auditing and record keeping. <> Sr. Principle Software Engineer JWNM Architect / Team Lead Team Lead JWNM Planning HCI and Network Monitoring Software subsystems.
Developed JTRS JWNM radio network management architecture to support reuse, extension, and SOA.
Performed architecture, toolkit, and framework trade studies. Responsible for the planning, and production to schedule of the network planning HCI. Led a distributed team of 17 engineers. Features included: org-chart, map, network topology, and workflow management, C++ and design patterns to provide a Qt based HCI on Linux. Responsible for the design and implementation of network monitoring, situational awareness (SA), and mapping. Responsible for the architecture, effectiveness, and production to schedule. Support customer and government relationships during trade studies, designs, and proposals. Interface with and provide direction to JWNM Subcontractors. Mentor and arranged for training of JWNM software team in Object Oriented design and patterns, C++, and UML using Rational Tools.
CONSULTING ENGINEER AND SOFTWARE SYSTEMS RESEARCHER
TRIPLE REEF SOFTWARE (2002 – 2003)
Designed and implemented embedded software to analyze marine navigation and weather data. Operational systems incorporate real-time sensor data to provide vessel status and metrics. Research in MS thesis: “Situational Awareness Using Parallel Grid Services: The Kohola Marine Environment Intelligence System”. The Kohola system uses direct ______________________________________________________________ ____________ EDWIN C. KRAEMER, M.S. email:
phone:
sensing data, distributed resources/services, low bandwidth transport and the OGSA to perform environmental situational analysis.
SOFTWARE ENGINEER
RAYTHEON ITSS, NAVIGATION AND GPS APPLICATIONS (1999 - 2002) Provided full lifecycle software engineering support to the Jet Propulsion Laboratory (JPL).
Responsible for Aardvark software to receive, process, and display NASA Deep Space Network spacecraft trajectory data.
MONTE next generation interplanetary navigation and mission analysis tool kit. SRTM (STS99) SAR radar data job creation, scheduling, and priority. Visual Quality Assurance radar data processing real-time state management and database subsystem. JPL and Raytheon ITSS Pasadena Standard Software Process (CMMI L2) and Training Program.
SOFTWARE ENGINEER
UNIVERSITY OF CALIFORNIA IRVINE, SOFTWARE GROUP (1997 - 1998)
ENDEAVORS DISTRIBUTED WORKFLOW
Led research to design and implement a commercial workflow based training tool for Sun Microsystems (Java, SQL, Oracle). Investigated distributed transaction model for the Endeavors workflow engine. Designed and implemented RDBMS integration for Endeavors software. Supported commercialization of Endeavors as a startup company which sold for 3.3M to Tadpole Technology. Coordinated commercialization of JavaTrain for Sun Microsystems. <> CLEARANCE
TS SAP SSBI
<> CONTINUING EDUCATION
Project Management: Simulation Based Training, Writing Winning Proposals, Project Risk Management, Object Oriented and Pattern Based Software Development Training, CJMTK Developer Training, Presentation Skills training, Writing Effective Proposal class, CMM site assessor training, Sun Top-50 invitation-only Java Training, ESRI User Conference (presenter)
<> PUBLICATIONS & WHITE PAPERS
“Situational Awareness Using Grid Parallel Web Services: Marine Environment Intel.” (MS Thesis) “Raytheon Pasadena Standard Process” CMMI Level 2 procedure (Raytheon) “Visualizing Remote Datasets on the Web” (C++ User’s Journal) "San Francisco Bay/San Joaquin Delta Database Project" (Presented, ESRI Conf.) <> AWARDS
Northrop Grumman: Bravo Award: AMP
NASA SRTM Group Achievement, NASA SRTM Certificate of Appreciation Raytheon: Team Award ASAR, Next Generation Navigation
<> CERTIFICATIONS
NGC Intermediate AI Foundation Training
Hazardous Materials Management Certificate, UCI Extension American Sailing Association 101,103,104,114
<> Hobbies
Surfing, Sailing. Kids and Family. AI and technical learning or advocacy. Hiking, fishing and nature of all kinds. Dogs and Dog Training. Busness, Law, Chemestry, and Economics. Finance and the Market or related books and podcasts.
MARCELO LEE
Circle • Cypress, California 90630 • •
BAR ADMISSIONS
California December 2010
Ninth Circuit Court of Appeals April 2025
Central District of California October 2011
Eastern District of California May 2015
Southern District of California August 2019
EMPLOYMENT
SJL LAW LLP CYPRESS, CA | EL SEGUNDO, CA
Managing Partner January 2024 – Present
Partner October 2018 – December 2023
Oversight of a two-office litigation firm with 14 attorneys and 13 support staff; trial attorney; civil litigation partner defending product liability, general liability and warranty actions.
BOWMAN AND BROOKE LLP TORRANCE, CA
Associate Attorney March 2015 – September 2018
Trial attorney; civil litigation associate defending product liability, general liability and warranty actions.
SENIOR LAW LLP (AND PREDECESSOR LAW FIRMS) TORRANCE, CA Associate Attorney December 2010 – February 2015
Trial attorney; civil litigation associate defending product liability, general liability and warranty actions.
UNITED STATES ATTORNEY’S OFFICE – TAX DIVISION LOS ANGELES, CA Legal Extern June 2009 – August 2009
Summer externship while attending law school.
LEGAL AID FOUNDATION OF LOS ANGELES LOS ANGELES, CA
Law Clerk June 2008 – May 2009
Law clerk position while attending law school in the family law and immigration divisions.
KOREAN AMERICAN COALITION OF LOS ANGELES LOS ANGELES, CA Project Coordinator August 2005 – May 2007
Youth Development Project, Telecom Advocacy Project and Immigration Assistance Project.
FLORA GIL KRISILOFF FOR LOS ANGELES CITY COUNCIL – DISTRICT 11 LOS ANGELES, CA Community Organizer February 2005 – May 2005
Campaign organizer recruiting and managing volunteers.
EDUCATION
LOYOLA LAW SCHOOL LOS ANGELES, CA
Juris Doctor – May 2010 magna cum laude | Top 5%
Honors: Order of the Coif; Dean’s Honor List (2008, 2009, 2010); First Honors – Business Associations (Spring 2009), Income Taxation I (Fall 2009), Labor Law (Spring 2010)
Awards: Sayre MacNeil Scholar (2009/2010); Loyola Law School Faculty Academic Honors Scholarship (2008/2009); Sonnenschein Scholars Foundation Scholarship (2008); Loyola Law School Institutional Scholarship (2007/2008) Law Review: Loyola of Los Angeles International and Comparative Law Review – Production Editor (2009/2010); Staff Writer (2008/2009)
UNIVERSITY OF CALIFORNIA, LOS ANGELES (UCLA) LOS ANGELES, CA Bachelor of Arts, Political Science – August 2005
Honors: Dean’s Honor List (Fall 2004 & Spring 2005)
Anne Hertz Mallari
Contact Information:
Address:
, Cypress CA 90630
Voter Registration Certification:
I am registered to vote. The address where I am registered to vote is the address listed above. I have attached a printout from the CA Secretary of State.
References:
Debbie Neary
Christy Putnam
Ron Hoshi
Ginger Osman
Delight Sittman
Written Description of Qualifications, Experience, Education and Community Engagement:
Qualifications
Below are a few of the qualifications of a skilled civic leader and how I demonstrate those qualifications:
• Representing constituents – I have excellent rapport with residents and businesses throughout the city. I am in touch with local issues and am accessible to the people I serve. • Budget oversight – I have experience collaborating with colleagues and city officials to allocate funds wisely. I thoroughly understand the City of Cypress budget and have experience with our budget planning process as well as negotiating with our labor groups. • Strategic planning – I have more than 15 years of experience participating in and leading strategic planning sessions for organizations. I also have the discipline to lead and govern in alignment with strategic plans, which helps maintain fiscal stability. • Collaboration – I have experience working with council members, city staff and local organization to build consensus and foster partnerships that benefit the community. • Prioritization and Preparation – I efficiently review extensive documents and reports in order to understand complex issues. I am able to actively participate in informal and formal discussions, analyze data and make informed decisions.
Experience
My experience includes serving one year as Mayor, one year as Mayor Pro Tem, and two years as a City Councilmember, as well as holding roles on numerous local and county committees. These experiences have given me the multifaceted skills needed to serve as an engaged, accessible, and effective Councilmember.
I am skilled in leading discussions and engaging respectfully, even when there are differences of opinion.
As Mayor, I made it a priority to ensure that every colleague and every member of the public had the opportunity to fully express their opinions and positions on agenda items. That approach requires active listening, a genuine desire to understand other perspectives, and respect for both people and process.
My ability to facilitate thoughtful discussions, manage complex processes, and encourage participation was valued by my colleagues, even when we disagreed. I base my decisions on facts and data—not personalities—and once a decision is made, I move forward with professionalism, positivity, and a strong work ethic to continue serving our community.
Education
• BA – Psychology
• Graduate Coursework – Numerous graduate level course in education, business, and leadership • League of Cities – Councilmember trainings, Ethics trainings • Numerous meetings with department directors to gain thorough understanding of operations, issues, and recommendations.
Community Engagement
I have resided in the City of Cypress for a total of 27 years. The City recently adopted By-District elections, and it is interesting to note that I have owned and lived in homes in 3 of the 5 Districts - District 4, District 3 and District 1. I have served the community in many different role, including, but not limited to:
• Landell Elementary School PTA – numerous committees as well as President for 3 years; Achievements include increasing engagement of families of diverse backgrounds, funding playground equipment, funding air conditioning, implementing parenting education programs that included education about inclusion of students with special needs • Cypress School District PTA – numerous committees as well as President for 2 years; Achievements include training of leaders at all elementary schools, improvements in traffic safety throughout all schools, and successfully advocating to the City and the AUHSD for the traffic signal in front of Lexington Junior High
• Cypress School District School Readiness Coordinator – provided outreach and services to at-risk families to ensure their children were healthy and ready to succeed in Kindergarten; Achievements include funding and opening a free drop-in Parent and Child Jumpstart School Readiness Center; funding and implementing the School Readiness Nurse program in order to identify and provide early intervention for children with special needs
• Boys & Girls Clubs of Cypress CEO (Boys & Girls Clubs of Greater Anaheim-Cypress) - oversaw all aspects of the organization ensuring local youth had free and low-cost, high-quality afterschool and summer programs; Achievements include increasing capacity from 65 to over 1500 youth per day; managing 185 staff members, a Board of 15 volunteers, and raising over $5M a year via grants, fees, donations and special events.
• Cypress Rotary Club (Rotary Club of Los Alamitos, Seal Beach and Cypress) – active member for 18 years
Statement of Interest in Serving on City Council
Due to my experience and ongoing engagement with city business, I am fully prepared to step seamlessly into the role of City Councilmember. I completed a four-year term in December 2025, and since then, I have continued to attend or watch every council meeting this year.
I am deeply familiar with the city’s annual cycle of business and the key issues that will arise during the remainder of Councilmember Minikus’ term. This continuity allows me to contribute immediately and effectively.
I am seeking to serve because I care deeply about our city and want to help the Council function at its highest level in service to our residents. My personal philosophy is simple: we are here on earth to help one another. It’s that belief that has guided my public service throughout my career, and it’s why I would be honored to once again serve the wonderful residents of our community.
Statement of Vision for Cypress
I align with the existing mission, vision, values and guiding principles that I helped develop during my time on City Council. They are listed below.
MISSION STATEMENT
The City of Cypress, guided by our core values, will utilize our resources in concert with community partners to provide an exceptional city to live, work, and play.
VISION STATEMENT
Cypress is a safe and welcoming community delivering excellent services for our residents, neighborhoods, and businesses.
CORE VALUES/GUIDING PRINCIPLES*
The City of Cypress values…
Integrity
Accountability
Transparency
Fiscal prudence
Teamwork
Responsiveness to the community
THREE-YEAR GOALS (2023 - 2026)*
Maintain infrastructure and facilities
Maintain financial stability and promote economic activity Enhance and maintain public safety
Maintain high quality and high value services for the community Enhance recreation facilities and programs
Jhofelle E. Maruzzo, Page 2
• Delivered administrative and logistical coordination for Financial Services, including accounting, budget, and procurement functions.
• Managed procurement card and payroll documentation processes, improving record accuracy and submission timelines.
• Generated financial reports using query and spreadsheet tools to support data-driven decisionmaking. • Oversaw physical office space planning and security key inventory in partnership with facilities management.
• Facilitated campus-wide financial document compliance through training and user assistance.
OPERATION JUMP START
DEVELOPMENT COORDINATOR, 2008 – 2012
• Managed and coordinated fundraising strategy and donor engagement for nonprofit supporting academic mentoring.
• Organized large-scale fundraising events, contributing over $100K in revenue through donor relations and creative campaigns.
• Managed donor database, grant tracking, and communications, including acknowledgments and appeals.
• Supported student engagement through academic planning workshops and volunteer mentor coordination.
• Presented development updates to the Board of Directors and collaborated with the Executive Director on strategic initiatives.
EDUCATION
CALIFORNIA STATE UNIVERSITY, DOMINGUEZ HILLS
• Master of Public Administration (MPA) – 2007
• Bachelor of Science in Marketing & Advertising – 2005
CERTIFICATIONS & PROFESSIONAL DEVELOPMENT
• Professional Development Certificate, CSUF – 2018
• Project Management Training, Financial Systems, Business Process Improvement, LinkedIn, 2021 SKILLS
• Proficient in Microsoft Office Suite: Strong abilities in Word, Excel, PowerPoint, and Outlook for creating reports, presentations, data analysis, and efficient communication. • Canva & Smartsheet: Some related experience in designing visual content and managing projects, timelines, and workflows using these tools to support communications and team collaboration.
• CHRS (Campus Human Resources System): Skilled in navigating and utilizing the CSU-specific HR and payroll system for processing personnel data, timekeeping, and administrative reporting.
COMMUNITY ENGAGEMENT & RECOGNITION
• Turning Point USA (Cal State Fullerton) – Chapter Advisor • Mission Bible Church - Costa Mesa – Member, Volunteer (Children’s Ministry, D-Group Admin) • California Young Professional Kiwanis – Prior Member
• Toastmasters International – Prior Member
• Circle K International – Outstanding Leadership Award, Century Award Recipient • American Marketing Association – Prior Member
• National Dean’s List Recipient
Jhofelle E. Maruzzo, Page 4
Qualifications, Experience, Education, and Community Engagement Statement It would be a privilege to serve as a City Council member for the City of Cypress. I care deeply about our community and believe I can contribute to making it an even better place for all of us. Throughout my career in Financial Services at California State University, Fullerton, I’ve worked on projects focused on streamlining operations, improving processes, and supporting various departments. I believe this experience, paired with my dedication to service, will enable me to contribute meaningfully to Cypress and help guide the city toward a brighter future.
Qualifications & Experience
In my current role as Administrative Analyst/Specialist and Assistant to the Senior Associate Vice President of Financial Services, I provide direct support to the Sr. AVP while assisting multiple departments with financial operations. I ensure that deadlines are met, projects are completed on time, and processes run smoothly. I am consistently involved in initiatives focused on improving efficiency and enhancing services, a mindset I would bring to the City Council. I have also had the opportunity to hire and train student employees, helping them gain real-world experience in a professional environment. I’ve provided them with ongoing projects and guided them in developing strong customer service skills. I believe my ability to collaborate effectively and manage intricate tasks will be valuable in working with fellow council members and engaging with the community.
I’ve also gained valuable experience in nonprofit fundraising and volunteer coordination with Operation Jump Start, where I worked to raise and secure funds to support at-risk youth in pursuing their dreams of a college education. This gave me insight into the importance of community partnerships and how working together can make a real difference.
Education
I hold a Master’s in Public Administration and a Bachelor’s degree in Marketing & Advertising, both from California State University, Dominguez Hills.
Community Engagement
Community involvement has always been important to me. I currently volunteer at Mission Bible Church, where I serve as a co-teacher in the Children’s Ministry, working with toddlers. I’ve also been involved with Turning Point USA (CSU Fullerton Chapter) and Circle K International (CSU Dominguez Hills Chapter), where I gained valuable leadership experience and learned the importance of engaging with different groups to work toward a common purpose.
I’m always looking for opportunities to get involved and give back to the community. Whether it’s supporting local youth or helping with community outreach and events, I believe in the impact that working together can create positive change.
Statement of Interest in Serving on the Cypress City Council My interest in serving on the Cypress City Council comes from a deep desire to put the needs of others first and to humbly serve my community. I’ve always believed that local government has the power to shape communities in meaningful ways, and I’d love the chance to contribute to that. I’m not someone who sees themselves as having all the answers, but I am someone who listens, works hard, and values teamwork. I want to bring that approach to the City Council, to listen to the people of Cypress, understand their concerns, and work together to find meaningful ways to address them for the benefit of everyone.
Vision for Cypress
I envision Cypress continuing to grow thoughtfully and responsibly, with a clear focus on prioritizing the needs of all its residents. I’d like to see greater support for local businesses and schools, while also addressing key issues such as housing, traffic, and the need for improved community services. I believe it's also important to consider even the smaller concerns, like waste management and expanding options for internet services. Equally important, I want to ensure that as we grow, we don’t lose the things that make Cypress unique—the sense of community, safety, and small-town charm. I would focus on keeping residents informed and involved in decisionmaking, fostering a city where everyone feels heard and valued.
My goal would be to help make Cypress not only a great place to live, but a community where residents feel connected, supported, and proud to call home.
I am truly excited about the opportunity to serve in this capacity and work alongside others to help build a brighter future for our community. Thank you for considering me for the role of City Council member. It would be an honor to contribute to Cypress' continued growth and success.
Rachel Strong
Cypress, California | ( | |
www.strongdancestudios.com
Objective
Lifelong Cypress resident, small business owner, and children’s advocate seeking a seat on the Cypress City Council. Dedicated to fostering a safe, inclusive, and family-centered community through transparent leadership, responsible growth, and active civic engagement.
Public Service & Civic Engagement
Candidate for Cypress City Council — City of Cypress, CA (2020 & 2022 Elections) • Led community-centered campaigns focused on fiscal responsibility, youth engagement, public safety, and local business support.
• Built strong relationships with residents through outreach events, neighborhood meetings, and volunteer partnerships.
• Advocated for open, transparent communication between city leaders and the community.
Commissioner, Senior Citizens Commission — City of Cypress, CA (2021–2022) • Collaborated with city staff and fellow commissioners to enhance programs and services for Cypress’s senior residents.
• Volunteered at community and senior events, promoting safety, engagement, and well-being among older adults.
• Provided input to strengthen city initiatives related to recreation, accessibility, and community inclusion.
Professional Experience
CEO & Director — Strong Dance Studios, Cypress, CA (2007–Present) • Founded and manage a thriving local dance studio serving thousands of children and families for over 18 years. • Focused on building confidence, creativity, and self-expression in youth through performing arts education. • Developed and implemented a Leadership Development Program to foster peer-to-peer connection, prevent bullying, and build self-esteem.
• Oversee budgeting, staff leadership, curriculum design, and community partnerships. • Collaborate with schools, nonprofits, and civic organizations to promote arts access and youth empowerment throughout Cypress.
Education
B.A., History & Business Management and Marketing — Loyola Marymount University, Los Angeles, CA (1998) Summer Study Program, Queens College, Oxford University — Full Scholarship Focus: History, Culture, and International Relations
Skills
• Community Leadership & Advocacy
• Youth Development & Safe-Space Initiatives
• Public Speaking & Civic Engagement
• Budgeting & Small Business Management
• Strategic Planning & Collaboration
• Sense of humor
Rachel Strong
Cypress, CA 90630
|
www.strongdancestudios.com
Rachel Strong – Experience, Qualifications & Community Engagement Summary Experience
18 years leadership at Strong Dance Studios; coordination and hosting of multiple performances per year with public speaking; youth mentorship and engagement; participation in public forums during campaigns to engage local voters; attendance at City Council meetings.
Qualifications
Business management, community and small business leadership, organizational skills, event planning, public engagement, leadership development, communication skills, financial planning including forecasting and management to stay on budget, allocation of funds and project resources, seeing projects and initiatives from vision to planning to inception to execution to follow through, revision and subsequent generations.
Education
Loyola Marymount University, Los Angeles – Dual Major in History and Business Management & Marketing (1998); Summer study program at Queens College, Oxford on full scholarship.
Community Engagement
Service on Cypress Senior Commission (2021–2022); organized citywide Halloween event for children to maintain normalcy during and after the pandemic; membership in Black Student Union promoting inclusion; active community participation through campaigns and public forums.
Rachel Strong
, Cypress, CA 90630
|
www.strongdancestudios.com
Statement of Interest – City Council Vacancy
Dear City Clerk and Members of the Selection Committee, As a lifelong resident of Cypress, I am honored to submit my interest in the current City Council vacancy for my district. Cypress has been my home nearly all my life, and I have dedicated myself to this community through my professional work, volunteer service, and civic engagement. While I have run for City Council twice before—unsuccessfully, I’ll admit—I am hopeful that this appointment presents an opportunity to serve our city in a meaningful way.
After all, as my dance students would tell you, persistence and determination are key, “no cap.” For the past eighteen years, I have owned and directed Strong Dance Studios, where I have helped thousands of local children develop confidence, creativity, and leadership skills through the performing arts. Beyond teaching dance, I coordinate multiple performance events each year, often hosting them with public speaking engagements that connect families and children to our community. I have also fostered leadership development programs that build peer-topeer connections, prevent bullying, and empower young people to find their voice.
My commitment to Cypress extends into public service. I served on the Cypress Senior Citizens Commission from 2021–2022, attended numerous City Council meetings to stay engaged with local governance, and organized a citywide Halloween event specifically for children to maintain a sense of normalcy during and after the pandemic. Through my campaign experiences and participation in public forums, I have listened to neighbors’ concerns and worked to engage local voters in the issues that matter most. Additionally, I am proud to support inclusion and community connection as a member of the Black Student Union.
I believe my background in small business leadership, youth development, and community collaboration equips me to contribute meaningfully to the City Council. My approach is rooted in listening, building consensus, and creating safe, vibrant spaces for all residents of Cypress. I am eager to bring my energy, perspective, and dedication to serve our district and the broader community.
Thank you for considering my statement of interest. I would be honored to continue serving the community I have called home for nearly my entire life, and I promise to bring both dedication— and a sense of humor—to the role.
Warm regards,
Rachel Strong
Rachel Strong
, Cypress, CA 90630
|
www.strongdancestudios.com
Statement of Vision for the City of Cypress
Dear City Clerk and Members of the Selection Committee, My vision for Cypress is rooted in care, connection, and community. As someone who has lived in this city for nearly my entire life, I have seen firsthand how thoughtful leadership and smart planning make Cypress a wonderful place to live, raise children, and age with dignity. I believe the next chapter for our city should focus on ensuring that both our youngest and oldest residents feel supported, valued, and seen in every decision we make.
For our youth, we need to invest in safe, engaging spaces that keep them active, social, and connected. Continuing the refresh of our public parks and exploring the creation of a safe ebiking space for teens would help fill a major gap in recreation options for this age group. For our seniors, we should prioritize practical, budget-friendly programs that support aging in place—such as assistance for residents building ADUs, or installing elevators and accessible entry ramps in existing homes. These kinds of initiatives improve quality of life and help longterm residents remain active members of the community they love.
Our approach to development and planning should balance progress with purpose. Any new land available for development must meet our state mandate for affordable housing while incorporating opportunities for green space—parks with e-biking jumps and splash pads for young children, walking areas for seniors, and gathering places that bring people together. If retail development becomes viable, I would love to see our city pursue additions such as a movie theatre, high-quality restaurants, and shopping experiences that make Cypress a destination for neighboring communities.
Finally, one of the most important tasks ahead is selecting a city manager who embodies the values and goals of our city—a leader who is competent, trustworthy, resourceful, and capable of balancing the diverse interests of our residents over the next five to fifteen years. The right leadership at the top will ensure that Cypress continues to grow responsibly, compassionately, and sustainably.
I am deeply committed to helping Cypress maintain its small-town warmth while embracing thoughtful progress. Thank you for considering my vision and for your dedication to our community. I would be honored to contribute to shaping the next chapter of Cypress’s story as a member of the City Council.
Warm regards,
Rachel Strong
Rachel Strong
5782 Roxbury Court, Cypress, CA 90630
(714) 404-0002 I [email protected]
www.strongdancestudios.com
VOTER CERTIFICATION
1, Rachel Strong, certify that I am a registered voter in the City of Cypress, California.
Signature: _ Date: It> /20 h.o2'5
Attach Co of Voter Registration Card Below:
A ORANGE COUNTY V REGISTRAR OF VOTE RS
PO BOX 11298
SANTAANA, CA 92711-1298
Phone: 714-567-7600
Website: ocvote.gov
VOTE EASY.
VOTE SECURE.
Aimee R Strong
123205
CYPRESS CA 90630-4639
NON-PROFIT ORG.
U.S. POSTAGE
PAID
SANTA ANA, CA
PERMIT NO. 77
PRESORTED
FORWARDING
SERVICE
REQUESTED
VOTE IN THE NOVEMBER 4, 2025
STATEWIDE SPECIAL ELECTION
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REFERENCES
George Pardon, Community Advocate & Tax Preparer
Sarah Hummel, Co-Founder and Director of Human Resources, Strong Dance Studios Erika Garcia, Senior Information System Analyst, DHHS, and Friend Jaime Needham, Cypress School Board Trustee
Rinku Patel, RN Educator and Professional Development Coordinator
to ensuring that our city remains a safe, inclusive, and prosperous place to raise families and grow businesses.
As a law student and accountant, I understand the importance of legal integrity and fiscal responsibility in public decision-making. I want to help the city maintain a strong financial foundation while continuing to improve public safety, education partnerships, and community engagement.
If appointed, I will focus on:
• Expanding school safety and youth programs,
• Supporting cleaner streets, parks, and neighborhoods, • Encouraging small business growth and local investment, and • Promoting open communication and accountability between city government and residents.
Statement of Vision for Cypress
My vision for Cypress is a community that blends strong family values, sound financial management, and transparent governance. I believe our city should continue to lead by example in public trust, environmental responsibility, and neighborhood safety.
I envision Cypress as a place where:
• Every child can attend safe and well-supported schools, • Families can enjoy clean public spaces and well-maintained parks, • Businesses can thrive under fair and supportive city policies, and • Residents are empowered to participate in shaping local policy.
If given the opportunity to serve, I will work with fellow council-members to uphold the city’s legacy of integrity, fiscal prudence, and innovation—ensuring that Cypress continues to grow while preserving the small-town spirit that makes it special.
RESUME
Education:
(In progress) Associate of Science in Accounting
Pierce Community College, [2019]
(In progress) Associate of Arts in Economics
Cypress Community College, [2026]
Accountant/Bookkeeper, American Freight Systems
Los Alamitos, CA | 2018-2024
Recording day-to-day financial transactions, such as sales, purchases, receipts, and payments, in the company's accounting system. This includes entering data into ledgers, bank reconciliations and maintaining accurate and up-to-date financial records.
Including preparing financial statements, including the income statement, balance sheet, and cash flow statement.
Responsible for payroll functions, ensuring that employees are paid accurately and on time. This includes calculating wages, withholding taxes, and making the necessary deductions.
Applied financial acumen to manage the company's financial processes, including Accounts Payable (AP), Accounts Receivable (AR), journal entries, invoicing, and Page of 2 4
various aspects of managerial accounting and ensured compliance with Generally Accepted Accounting Principles (GAAP).
Account Executive, Merchant Consultants Group, MCG Payments Woodland Hills, CA | 2016-2018
As an accomplished Salesman in Credit Card Processing, my role encompassed a spectrum of dynamic responsibilities crucial to driving business growth and client satisfaction. Operating as an Account Executive, I spearheaded the acquisition of new clients by conducting comprehensive needs assessments, presenting tailored credit card processing solutions, and skillfully negotiating terms to secure lucrative deals. My daily duties included maintaining strong client relationships through effective communication, promptly addressing inquiries, and providing proactive customer service.
Logistics Coordinator, Landstar Ranger, Inc.
Van Nuys, CA | 2012-2016
Versatile and detail-oriented Logistics Coordinator with a proven track record in optimizing supply chain operations, reducing transportation costs, and enhancing overall logistics efficiency. Skilled in coordinating inbound and outbound shipments, managing inventory levels, and maintaining strong communication channels with suppliers and carriers.
Restaurant Manager, Boardwalk Restaurant & Bar
Hollywood, CA | 2008-2012
A highly innovative Restaurant Manager with a track record in the vibrant realm of fastpaced gastro-pub style bar/restaurants. Renowned for my dynamic contributions to menu creation, strategic sales tracking, and successful marketing campaigns, I bring a unique blend of culinary creativity and business acumen to elevate dining experiences.
From pioneering enticing menus that resonate with diverse clientele to implementing data-driven sales tracking systems, I have consistently delivered impressive results.
Mortgage Broker, Mortgage Wholesalers Group
Glendale, CA | 2005-2008
In my capacity as a Mortgage Broker and Loan Officer, my professional responsibilities were diverse and focused on delivering top-notch service in the financial industry.
Serving as an Account Executive, I played a pivotal role in the mortgage lending process. My duties included conducting thorough financial assessments for clients, analyzing creditworthiness, and presenting suitable loan products tailored to their specific needs. I adeptly guided clients through the loan application and approval process, ensuring a smooth and transparent experience. Building and nurturing relationships with clients and industry partners was at the core of my responsibilities, fostering trust and client loyalty. Collaborating with underwriters and other stakeholders, I ensured compliance with regulatory requirements and facilitated timely and successful Page of 3 4
closings. My commitment to staying informed about market trends and financial regulations allowed me to provide clients with informed advice and strategic solutions, contributing to a robust portfolio and exceeding performance targets.
REFERENCES
•
1. Salim Raza -
2. Marsha Swinford -
3. Dwight Clifton -
4. Chester Talludo -
5. Brian Papp -
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Timothy Vink
.
Cypress, CA 90630
Dear Honorable Council Members,
I am honored to submit my application for appointment as a Member of the Cypress City Council. As a proud resident since 2018, I have deep roots in our community and a strong desire to help guide its continued growth and success. Since we moved here in 2018, Cypress has truly become my family’s home, and a place where my wife and I have been able to build lifelong friendships and connections with other community members.
I am passionate about serving the community and have done so through volunteer work with Cypress Youth Baseball, where I coach my son’s team and recently joined the Board of Directors. This experience has deepened my appreciation for the values that make Cypress strong — teamwork, integrity, and civic pride. My wife’s service on the local School Board and my involvement in our schools reflect our shared commitment to the families and future of our community.
Professionally, I bring the perspective of an attorney who has worked with organizations of all sizes, in both the private and public sectors. This experience has taught me the importance of ethical decision-making, transparency, and practical problem-solving.
These are all qualities that I believe are essential to effective local governance. My time within the California State University system also provided valuable insight into how public institutions function and serve their communities.
If selected, my goal would be to provide steady, collaborative leadership during this transitional period until the next district-based elections. I would approach this role without a political agenda, guided solely by what is in the best interests of Cypress residents. My priorities would be to:
• Strengthen public trust and transparency with City governance; • Support public safety as a continuing foundation for a thriving community; and • Promote fiscal responsibility to ensure long-term stability and sustainability Cypress a wonderful place to live and raise a family, and I am eager to contribute to its continued success. Thank you for your consideration, and I would welcome the opportunity to further discuss how my background and values align with the City’s continued success.
Sincerely,
Tim Vink
TIMOTHY A. VINK, ESQ.
Cypress, CA | |
SUMMARY
Community-focused attorney and civic volunteer with over a decade of experience advising senior leadership on governance, compliance, and policy matters. Skilled in building consensus, analyzing complex issues, and ensuring ethical, transparent decision-making.
Dedicated to serving the residents of Cypress through practical, collaborative, and responsible leadership.
KEY QUALIFICATIONS
• Governance & Ethics: Experienced in advising boards and executives on compliance, transparency, and governance best practices.
• Fiscal & Policy Insight: Proven ability to analyze budgets, contracts, and policy frameworks to ensure efficient, responsible resource allocation. • Community Engagement: Active volunteer and youth coach committed to strengthening community ties and civic participation.
• Strategic Leadership: Adept at balancing stakeholder interests and achieving consensus on complex initiatives.
COMMUNITY INVOLVEMENT
Cypress Youth Baseball — Coach (2023 – Present) & Board Member (2025 – Present) • Coach youth baseball teams while emphasizing teamwork, leadership, and sportsmanship. • Serve on the Board of Directors, helping manage league operations, safety, and volunteer coordination.
Local Schools (Cypress School District) — Volunteer (Ongoing) • Participate in classroom and extracurricular activities supporting student development.
PROFESSIONAL EXPERIENCE
Toshiba America Electronic Components, Inc. — Irvine, CA Managing Counsel (July 2025 – Present) | Senior Counsel (Apr 2022 – June 2025) | Corporate Counsel (Sep 2021 – Apr 2022)
• Advise leadership on complex commercial transactions and regulatory issues with a focus on ethics and compliance.
• Lead corporate compliance programs and manage risk mitigation across operations. • Direct purchasing and procurement functions, integrating legal, financial, and operational perspectives.
• Provide counsel on real estate, employment, and marketing matters relevant to community and business development.
California State University, Long Beach — Long Beach, CA Manager of Contract Services & Interim Director of Procurement (Oct 2020 – Sep 2021) • Oversaw university-wide contracting and procurement operations under California State University policy.
• Ensured compliance with state and federal regulations (CCPA, FERPA, HIPAA, GDPR). • Provided strategic counsel to executive leadership on risk, ethics, and policy. • Gained valuable insight into public-sector operations and governance processes.
American Honda Motor Co., Inc. — Torrance, CA
Paralegal, Corporate Law Division (Oct 2015 – Sep 2020) • Supported corporate governance, compliance, and internal audit activities. • Managed board documentation and corporate recordkeeping for multiple subsidiaries. • Contributed to policy development and compliance training programs. (Earlier roles available upon request)
EDUCATION
University of Wisconsin Law School — Madison, WI
Juris Doctor, May 2013
University of Minnesota Duluth — Duluth, MN
Bachelor of Arts, cum laude, Political Science & Criminology, May 2009
BAR ADMISSIONS
California State Bar | Wisconsin State Bar
INTERESTS
Community service, youth sports, local governance, and spending time with family outdoors.
REFERENCES
Joe Cockman
Division General Counsel, Toshiba America Electronic Components, Inc.
Phone:
Lee Goldring
Deputy General Counsel (retired), American Honda Motor Co., Inc.
Phone:
Nick Nita
Partner, Nita Lemon Law
Phone:
Variel Perez
President, Cypress Youth Baseball
Phone:
Edward Lu
Assistant Coach and Cypress Community Member
Phone:
BILL WOSTENBERG
, Cypress, California 90630
|
OBJECTIVE
Seeking to fill the Cypress City Council vacancy, from the time of appointment until the results of the November 3, 2026, General Municipal Election are certified. I have no plans as of now to run for City Council in 2026 to represent District 1, but that could change based on the experience gained from this opportunity.
CORE COMPETENCIES
Integrity | Accountability | Sound Judgement | Organizational Leadership | Non-Profit Organization Governance | Oral and Written Communications | Public Speaking | Collaboration and Teamwork | Problem-Solving | Critical and Strategic Thinking | Financial Management | Program / Project Management
QUALIFICATIONS
• Demonstrated community leadership resulting in a broad base of relationships with corporations, non-profit and government agencies, and community leaders.
• Proven leadership skills developed through 40 years of increasingly responsible experience providing business continuity management and information technology consulting and program / project management services to Fortune 1000 firms in the automotive, financial services, healthcare and non-profit sectors. • Business executive with over 20 years of experience developing, implementing, and managing superior global enterprise business continuity, disaster recovery and crisis and emergency management programs. • Demonstrated ability to build strong stakeholder relationships and collaborations. • Ability to influence others.
• Excellent written and verbal communication, presentation, organization management and collaboration and interpersonal skills.
COMMUNITY ENGAGEMENT
CYPRESS COLLEGE FOUNDATION, Cypress CA
Board of Directors 1998–2007
Executive Board (Secretary 2003–2005, Vice President 2001–2003), Americana Awards (Chair 2007, Auction Committee Chair 2001–2004)
PACIFICARE FOUNDATION, Santa Ana, CA 1997–2005
Women’s Health Allocation Committee (2004), Health Promotion Allocation Committee, Lead (2002-2003), Human/Social Services Allocation Committee, Lead (1998–2001)
CYPRESS COMMUNITY FESTIVAL ASSOCIATION, Cypress, CA 2005 Public Relations Committee Chair
CITY OF CYPRESS, Cypress, CA 1997–2003
Recreation and Community Services Commission
Chair (1999–2000), Vice-Chair (2002–2003)
BOYS AND GIRLS CLUB OF CYPRESS, Cypress, CA 1996–1999
Board of Directors
1st Vice President and Personnel Committee Chair (1997–1998), Training Kitchen Construction Project Manager (1996–1998).
CITY OF CYPRESS, Cypress, CA 1995–1996
Wicker Drive Land Use Advisory Committee, Chair
BILL WOSTENBERG PAGE 2
BWostenbergResume_CityOfCypress_2025-1027
PROFESSIONAL EXPERIENCE
PACIFIC PREMIER BANK | Irvine, CA 2020–2023
First Vice President / Business Continuity Manager
HYUNDAI AUTOEVER AMERICA | Fountain Valley, CA 2019–2020 Disaster Recovery Consultant
CERDIAN HCM | Fountain Valley, CA 2018–2019
Business Continuity Manager
CITY OF HOPE | Irwindale, CA 2017
Information Technology Consultant / Senior Project Manager KIA MOTORS AMERICA | Irvine, CA 2015–2017
National Manager, Business Continuity Management
PACIFIC LIFE INSURANCE | Newport Beach, CA 2011–2015
Consultant, Information Technology Service Continuity
AUTOMOBILE CLUB ENTERPRISES | Costa Mesa, CA 2006–2011
Manager, Business Continuity Planning
UNIVERSITY OF CALIFORNIA, IRVINE | Irvine, CA 2005–2011 Adjunct Professor
CALIFORNIA STATE UNIVERSITY, FULLERTON | Fullerton, CA 2007–2009 Adjunct Professor
PACIFICARE HEALTH SYSTEMS | Cypress, CA 1999–2006
Program Manager, Business Continuity
PROFESSIONAL AFFILIATIONS
ASSOCIATION OF CONTINGENCY PLANNERS (ACP), Orange County Chapter, Board of Directors (2004–2013) ORANGE COUNTY RED CROSS, Orange County Disaster Preparedness Academy, Steering and Curriculum Committees (2007–2011)
READYOC, Corporate Advisory Council
UNIVERSITY OF CALIFORNIA, IRVINE, EXTENSION, Emergency Management and Disaster Recovery Certificate Program Advisory Board
COASTLINE COMMUNITY COLLEGE, Emergency Management Certificate Program Advisory Board CALIFORNIA STATE UNIVERSITY, FULLERTON, UNIVERSITY EXTENDED EDUCATION, Business Continuity Planning Certificate Program Advisory Board
CYPRESS COLLEGE, Management and Marketing Advisory Board LOS ANGELES COUNTY, DEPARTMENT OF PUBLIC HEALTH, 2009 Disaster Recovery Planning for Small Businesses Workshops, Guest Speaker
EDUCATION & CERTIFICATIONS
Master of Science in Management Information Systems, West Coast University Bachelor of Science in Financial Management and Business Computer Methods, California State University Business Continuity Professional (CBCP), Disaster Recovery Institute International (DRII) Project Management Professional (PMP), Project Management Institute (PMI) BILL WOSTENBERG PAGE 3
BWostenbergResume_CityOfCypress_2025-1027
REFERENCES
Ron and Patty Garcia
9313 Lexington St
Cypress, CA 90630
Jason Masters
4262 Surrey Dr
Cypress, CA 90630-2767
Matt Hajimomen
4166 Dorset Dr
Cypress, CA 90630-2718
Sue Mulhearn
4301 Livermore Pl
Cypress, CA 90630-2732
Debbie Jenkins
4264 Livermore Pl
Cypress, CA 90630
Kristen Victor
4289 Manchester Pl
Cypress, CA 90630-2735
BILL WOSTENBERG PAGE 4
BWostenbergResume_CityOfCypress_2025-1027
INTEREST IN SERVING ON CYPRESS CITY COUNCIL
I am seeking to fill the Cypress City Council vacancy where my broad knowledge of Cypress history as a 50+ year resident and my business and community leadership skills and experience can be leveraged to enhance the City’s fiscal strength, public safety and community and recreational services.
I understand that if appointed I would serve from the time of appointment until the results of the November 3, 2026, General Municipal Election are certified. I have no plans to seek election to the City Council in 2026 to represent District 1 where I live.
My family and I have deep roots in Cypress. My parents moved here in 1968 when many dairy farms were being replaced with tract homes. I am a graduate of Cypress High School class of 1976. My wife Janice and I were married in Cypress and moved into our present home in Cypress in 1987 where we raised our two children. Janice’s parents both grew up in Cypress and once owned a home at the former Wicker Drive property at Orange Avenue. and Walker Street.
During my Cypress residency, I have been a member and leader of several community organizations, including Cypress College Foundation and Boys and Girls Club of Cypress. I’ve also been actively involved in many urban planning issues including the proposed card club at the Los Alamitos Race Course as well as the City of Cypress versus Cottonwood Christian Center dispute over an 18-acre parcel of property located at the corner of Katella Avenue and Walker Street where Costco now sits.
Over the last few years, I’ve led a group of homeowners in addressing parking and traffic issues in our neighborhood. Our efforts recently included a successful petition drive for a proposed residential restricted parking district. This effort, in partnership with Cypress Public Works Department, resulted in the Traffic Commission’s unanimous endorsement and City Council’s unanimous approval for establishing the parking district.
Several years ago, I had a career change that required me to be on call and available 24/7/365 to respond to business threats and emergencies. As a result, I had to significantly scale back my community activities. Now that I’m retired, I’m looking to make a larger contribution of time and talent to my community.
VISION FOR CYPRESS
Provide leadership that supports Cypress continuing to be a great place to live, work and play. Specifically, I will provide leadership that enhances the City’s fiscal strength, public safety and community and recreational services. To achieve this, I will:
• Bring common sense and financial management experience to decisions regarding the City’s capital and operational budget and expenditures.
• Partner with the community and City staff to identify and mitigate risks to public safety, including traffic near schools.
• Collaborate with City staff, Cypress School District and Anaheim Union School District to make school fields and sports courts available during non-school hours for recreational use.
CHRISTOPHER PAIK
Christopher Paik, Ph.D.
Cypress, CA, 90720
Phone:
Email:
Website: www.christopherpaik.com
Summary
Faith-driven husband, father, economist, and community leader with a strong commitment to public service.
Experienced in public policy research, higher education, and civic engagement, with a focus on fiscal responsibility, sustainable development, and inclusive community growth. Through years of teaching and leadership at the university level, developed a deep ability to work effectively with a diverse body of students, faculty, staff, and community members. Dedicated to fostering collaboration, transparency, and data-based decision-making to strengthen the Cypress community.
Employment
2025–Present Associate Professor of Economics, Fermanian School of Business, Point Loma Nazarene University 2022–2025 Assistant Professor of Economics, Fermanian School of Business, Point Loma Nazarene University 2020–2022 Economist, International Economics Team, Economic Research Institute, Bank of Korea 2016-2020 Instructor, College of Arts and Sciences, University of Miami 2019 Instructor, Miami Herbert Business School, University of Miami 2018 Research Assistant, Department of Sociology, University of Miami 2013 Research Assistant, T-Plus Management Consulting Firm (currently known as Ernst & Young) 2011 Research Associate & Analyst, Value & Special Situations Investment 2008-2010 Marine Sergeant Discharge under Honorable Conditions, Republic of Korea Marine Corps Education
2020 MIAMI HERBERT BUSINESS SCHOOL, UNIVERSITY OF MIAMI Ph.D. in Economics
2017 MIAMI HERBERT BUSINESS SCHOOL, UNIVERSITY OF MIAMI M.A. in Economics
2015 FLORIDA ATLANTIC UNIVERSITY
M.S. in Financial Economics
2012 UNIVERSITY OF WASHINGTON
B.A. in Political Economy
1 CHRISTOPHER PAIK October 19, 2025
2011 KOREA UNIVERSITY
Visiting Student in Economics
Community Involvement and Service
2024–Present Bible Teacher, Miracleland Baptist Church
2022–2023 Bible Study Cell Group, Santa Monica Onnuri Church 2013–2015 Volunteer Korean Teacher, South Florida Global Methodist Church Honors, Awards, Grants, and Scholarships
2025 Excellence in Teaching Award for the 2023-2024 Academic Year 2024 Hero for Heroes Recognition from Military-Connected Students for Positive Community Impact 2021 The Bank of Korea Data Grant
2015–2020 Miami Herbert Business School Doctoral Student Fellowship with full tuition waiver and stipend 2013–2015 Florida Atlantic University Master’s Student Fellowship with full tuition waiver and stipend 2008 Korean American Student of the Year, Seattle-Washington State Korean Association Professional Service
2022–Present Academic Advisng Service, Point Loma Nazarene University (PLNU) 2025 Advisory Role for MBA Students’ Economic Impact Study, San Diego Aquatic Center Council 2024–2025 Economic Impact Study Project, San Diego County Water Authority 2024–2025 Retention Committee, PLNU
2023–2024 International Task Force, Fermanian School of Business (FSB), PLNU 2022–2025 Graduate Curriculum Committee, FSB, PLNU
2022–2024 Academic Advising Service, FSB, PLNU
2024 Management Faculty Search Committee, FSB, PLNU
2023 News Article Interview, Global Finance Magazine
2017 Academic Advising Service & Economic Tutor, Hecht Athletic Center, University of Miami References
Pastor Daniel Paik Senior Pastor, Miracleland Baptist Church, 2 CHRISTOPHER PAIK October 19, 2025
Dr. Youngmo Kang Dentist, Cypress Dental Implant Center, Dr. JC Hurtado-Prater Professor, Point Loma Nazarene University, Dr. Mary McCabe Professor, Point Loma Nazarene University, Dr. Charles Danso Professor, California State University LA, Personal Information
Citizenship: United States and South Korea
Hobbies: weightlifting, boxing, and anything outdoors
3 Christopher Paik, Ph.D.
Dear City Clerk and Members of the City Council,
I am writing to express my interest in serving on the Cypress City Council. As a longtime educator, economist, and active member of our local community, I am deeply committed to helping Cypress continue to be a safe, family-centered, and forward-looking city.
I currently serve as an Associate Professor of Economics at Point Loma Nazarene University, where I teach and mentor students from a wide range of backgrounds. Through my experience in higher education and my previous role as an economist at the Bank of Korea (Central Bank of South Korea), I have developed a strong foundation in data-driven decision-making, fiscal responsibility, and collaborative leadership. I believe these skills would serve our city well in addressing both present and future challenges.
Beyond my professional work, I am actively involved in community life as a Bible teacher at Miracleland Baptist Church, where I help lead programs that build connection, service, and family support. As a husband, father of two young children, and proud Cypress resident, I care deeply about maintaining the character of our neighborhoods and ensuring our city remains a welcoming place for all families.
If given the opportunity to serve, I would approach this responsibility with a willingness to listen. My focus would be on thoughtful planning, open communication with residents, and maintaining Cypress’s long tradition of sound governance and community pride.
Thank you for considering my application. I would be honored to bring my experience, values, and commitment to service to the Cypress City Council.
Respectfully,
Christopher Paik, Ph.D.
Christopher Paik, Ph.D.
Description of Qualifications, Experience, Education, and Community Engagement I have spent my career teaching, researching, and serving in ways that bring people together around practical solutions. I currently work as an Associate Professor of Economics at Point Loma Nazarene University, where I teach courses in public policy and economic development. In this role, I have had the privilege of working with students and colleagues from very diverse backgrounds. It has taught me how to listen, communicate clearly, and find common ground when opinions differ.
Before teaching, I served as an Economist at the Bank of Korea, where I worked on projects involving financial policy, trade, and economic stability. That experience gave me a strong foundation in understanding budgets, data, and long-term planning, skills that translate well to city governance.
I earned my Ph.D. in Economics from the University of Miami, along with master’s degrees in economics and financial economics. My education has prepared me to look at issues from multiple angles and to support decisions with facts and fairness.
Outside of work, I’m active in our local church as a Bible teacher at Miracleland Baptist Church, where I help lead small groups and family programs. I also served in the Republic of Korea Marine Corps, an experience that shaped my sense of duty and teamwork. Altogether, my background blends academic training, community service, and practical leadership experience that I hope to bring to the City of Cypress.
Christopher Paik, Ph.D.
Statement of Interest in Serving on City Council
Cypress has been a wonderful home for my family, and I want to do my part to keep it a strong and welcoming place for others. As a father of two young children, I care deeply about keeping our neighborhoods safe, maintaining good schools, and ensuring families have spaces to gather and grow.
I’m interested in serving on the City Council because I believe thoughtful planning and collaboration make a real difference at the local level. My work as an economist has shown me how policy decisions affect people’s daily lives, from housing and traffic to local business development. I want to use that background to help make well-balanced, responsible decisions for our city.
Most of all, I value listening. I want to hear what matters most to residents and to represent those voices fairly and respectfully. If appointed, my goal would be to work with others to keep Cypress financially sound, environmentally sustainable, and communityfocused.
Christopher Paik, Ph.D.
Statement of Vision for Cypress
My vision for Cypress is simple: a safe, family-centered city that plans wisely for the future while staying true to its community spirit. I would like to see Cypress continue to be a place where families feel supported, where local businesses thrive, and where neighbors know one another.
I hope to encourage open communication between residents and city leadership, more opportunities for youth and families to be involved in local programs, and continued attention to fiscal responsibility and smart growth. I also believe in supporting sustainable projects that protect our environment and maintain the quality of life we all enjoy.
Cypress has a strong foundation built by people who care. My goal is to help build on that by serving with integrity, by listening first, and by making decisions that reflect the long-term well-being of our community.
CANDI KERN
�� . Cypress, CA 90630 | �� | �����c
PROFILE
Community leader with a distinguished record of service in governance and advocacy. Experienced collaborator skilled in stakeholder engagement and strategic leadership.
EDUCATION
• University of California, Los Angeles
o Bachelor of Arts Linguistics and Spanish
o Cum laude and Departmental Honors
• California State University, Long Beach
o Clear teaching credential | Bilingual Education
• Masters in Governance Certificate, California School Boards Association o Comprehensive certification in governance, fiscal oversight, and policy making
WORK EXPERIENCE
• Long Beach Unified School District
o Bilingual Educator | Grades 2 – 5
• Orange County Department of Education
o Consultant for “One Billion Acts of Kindness” Campaign
LEADERSHIP & GOVERNANCE
• Cypress School District Board of Trustees
o 12+ years
o 2 time board president
• California School Boards Association (CSBA)
o 2024 Statewide Annual Education Conference Chair
o Regular participant of Legislative Action Week – advocating to state legislators on behalf of issues facing families
o Represented Cypress School District as a member of the statewide Delegate Assembly for 8 years
• Orange County School Boards Association (OCSBA)
o Board Member
o Planned and executed networking and professional development opportunities for all Orange County Trustees
• Parent Teacher Association (PTA)
o PTA President: Vessels • Lexington • Cypress High School • Cypress Council o Fourth District (Orange County) PTA
President – Overseeing 400+ school PTAs in Orange County Legislative director – Leading countywide delegation in legislative trips to Sacramento. Providing county-wide advocacy training.
o California State PTA (CAPTA)
Legislative Team Member – Reviewing legislation to be considered for CAPTA support. Planning and executing statewide conferences and training.
OTHER SCHOOL & COMMUNITY SERVICE
• Boy Scout Volunteer
• Church Volunteer and leader of moms’ group
• Band Booster President – Cypress High School and Lexington Junior High • Lexington Foundation Board Member
• School Site Council Member: Vessels • Lexington • Cypress
RECOGNITIONS
• Marian Bergeson Award
o 2023 Outstanding Orange County School Board Member of the Year • Woman of Distinction 2018 - California State Assembly District 65 • Above and Beyond Award - Cypress School District
• Golden Oak Honorary Service Award - Highest award from California State PTA
QUALIFICATIONS, EXPERIENCE, EDUCATION, COMMUNITY ENGAGEMENT My most relevant qualifications and experiences are those I acquired by serving for over 12 years as a member of the Cypress School District Board of Trustees. Overseeing a school district with a multi-million dollar budget and hundreds of employees is roughly analogous to the role of a city council. In my tenure, I served as board president twice. My first time as president, we were charged with hiring a new superintendent. That experience would serve me well in procuring a new city manager. I learned not only about the process itself, but also about the challenges of identifying a chief administrator and how to appropriately engage stakeholders in that search. My second term as board president was during the pandemic, where I had to lead through probably the darkest times the school district has faced. Beyond serving my local school district board, I was elected to the California School Boards Association Delegate Assembly, where I represented our school district to our statewide organization. I went on to chair the 2024 CSBA Annual Education Conference for our statewide multi-day event. I also served on the board of the Orange County School Boards Association. My involvement at the county and statewide levels have provided me with great perspective and enhanced my ability to lead more effectively at a local level.
My formal education is as a bilingual educator, with my B.A. in Linguistics and Spanish from UCLA, and my teaching credential from CSULB. I went on to teach in Long Beach Unified which spurred my desire to serve all, especially those who may be historically underserved. My learning did not end there. I hold a Masters in Governance certificate from the California School Boards Association – a lengthy course that provides community leaders the tools they need in order to become members of a strong governance team. I was also a regular attendee at workshops and conferences to keep myself aware of any and all issues that would assist me in my work, such as state and federal budgets and current legislation.
I have been a long-time leader for PTA. I served as PTA president for Vessels Elementary, Lexington Junior High, Cypress High School, and Cypress Council PTA. I went on to serve as President of the Fourth District PTA, which is the PTA that oversees 400+ schools throughout Orange County. I currently serve on the California State PTA Board, where I am a legislative advocate, working closely with legislators’ offices as we consider our support of bills. We also plan and execute trainings and legislative visits for advocates throughout the state.
In addition to my school board and PTA leadership experiences, I have been an avid community volunteer for many years. Among others, these include leading a moms’ group at my church, leading Scouts, team mom for many sports teams, band booster president at two schools, and classroom mom, to name a few. I am currently still a member of the Lexington Foundation Board.
STATEMENT OF INTEREST IN SERVING ON CITY COUNCIL
I am a proud three-decade resident of our exceptional city. I have spent much of those decades serving our community in schools, in churches, on fields, and beyond. I am eager to continue serving a city that has served me so well. Our city is a model not only for Orange County, but indeed throughout the state. I would be honored to further that legacy.
Until recently, becoming a member of the city council was not on my radar. I am not driven by political ambition. That said, as a lover of Cypress, I truly believe that my unique skills and experiences match the current needs of the city.
I care deeply about our city and its people. I want to help ensure safety, fiscal stability, and the quality of life that we so all deeply enjoy. Those things don’t happen by accident and require strong, ethical, and collaborative leadership.
My genuine desire is to offer all of my traits and experiences to the betterment of our community for today and tomorrow.
VISION FOR CYPRESS
We are fortunate indeed to live in the City of Cypress. With due credit to our current and prior leadership, our community is safe, fiscally sound, business friendly, while still retaining its smalltown charm. That unique charm is due in part to our excellent schools, our quality parks and recreation programs, the many service organizations, and so much more that uplift our daily lives. As a city council member, I would work dutifully to maintain all the things that make Cypress great.
One current issue our city faces is the need to appoint a new City Manager. As laypeople, council members are called to bring the vision and direction to city staff. In turn, we rely on our staff for the day-to-day operations of our city. Finding a City Manager with the executive skills to lead our staff, as well as one who shares our passion for our unique community, is of the utmost importance. My experience in hiring a school superintendent provides me a unique leg up in going through a similar process in identifying our next City Manager.
I want to serve as a bridge builder and welcome diversity of opinion while maintaining civil discourse. I will respect the rule of the majority while championing the rights of the minority voice to be heard. My vision for the city does not include a personal agenda nor pet project. My contribution will be steady, measured leadership where good governance leads to greater outcomes for all.
Ryan Azie
Orange County, CA | | | LinkedIn: ryanazie
EXPERIENCE
Crown Castle
Business Development Manager July 2025 – September 2025, Irvine, CA • Partnered with state commissioners and the Broadband Equity, Access, and Deployment (BEAD) program to expand reliable internet access in underserved neighborhoods and support digital inclusion across the community. • Managed Boost Mobile in the West and South markets while expanding partnerships across key infrastructure verticals, including municipalities, energy, healthcare, fixed wireless, fiber, and emerging tech such as drone, IoT, and AI. • Structured and secured approval for capital-intensive public projects, improving ROI while delivering essential connectivity infrastructure. • Synthesized market insights and partner feedback into executive presentations that informed go-to-market strategy and guided corporate investment decisions.
• Orchestrated Sales Engineering and Project Delivery teams to deliver complex, multi-site infrastructure solutions, ensuring technical accuracy, customer satisfaction, and on-time project delivery.
Senior Regional Sales Manager May 2024 – June 2025, Irvine, CA • Partnered with municipal leaders, schools, and public agencies to align infrastructure initiatives with community development priorities and sustainability goals.
• Coordinated with CalFire, CalOES, CHP, and multiple municipalities to deploy and upgrade emergency communications infrastructure, strengthening regional public safety and medical response capabilities. • Directed territory management and pipeline expansion across 13 Western U.S. states, developing targeted sales strategies that delivered 137% regional revenue growth.
• Achieved 110% of annual sales quota in 2024, generating over $59M in total contract value and $500K in service revenue through strategic negotiations and long-term partner agreements.
• Presented quarterly business reviews with executive-ready reporting, influencing Directors, VPs, and C-level stakeholders.
Regional Sales Manager March 2023 – April 2024, Irvine, CA • Drove partner acquisition and account management strategies that strengthened long-term customer relationships and expanded market presence across the Western U.S.
• Represented Crown Castle at regional conferences, advocating for smart city, IoT, and sustainability initiatives. • Fostered partnerships with local governments, nonprofits, and private entities to advance regional infrastructure and connectivity projects. • Designed scalable frameworks that streamlined workflows across departments, improving coordination, decision-making, and client outcomes.
Landmark Dividend
Vice President of Acquisitions April 2019 – December 2022, El Segundo, CA • Expanded national asset portfolio by acquiring digital infrastructure assets across the U.S. and Canada such as telecom, advertising, solar and wind turbine farms
• Sourced, structured, and closed $10M+ in acquisitions and more than 25 individual assets, exceeding annual quota by 66% through pipeline management and relationship-based deal sourcing.
• Implemented data-driven acquisition and reporting frameworks utilizing key financial indicators (IRR, cap rate, ROI) to guide strategic investments and ensure fiscal accountability.
EDUCATION
Master of Business Administration | Arizona State University Bachelor of Science, Business Administration, International Business | California State University, Long Beach SKILLS
• Community-Centered Leadership: Executive communication, consensus building, and problem solving • Cross-Agency Collaboration: Coordinated with finance and sales engineering to deliver complex infrastructure and community development • Strategic Decision-Making: Data-informed planning and fiscal analysis to guide responsible investment and sustainable growth • Governance & Public Policy Collaboration: Partnered with CHP, CalFire, Cal OES, EMS, and city commissioners on BEAD and public safety initiatives to advance community priorities and quality of life.
Interest in Serving on Cypress’s City Council
I have always had a deep interest in making the city I grew up in a better place for all who call it home. Having lived in Cypress for over 30 years, I’ve seen our community thrive and evolve, and I want to contribute to shaping its next chapter.
As a proud graduate of Vessels Elementary, Lexington Junior High, and Cypress High School, I understand firsthand the value of our schools, our neighborhoods, and the sense of belonging that defines Cypress. I bring a forward looking perspective, one that recognizes the importance of creating opportunities for young adults and families to build their futures here.
My professional background in business development, strategic planning, and fiscal management has given me strong financial acumen and an appreciation for the importance of responsible budgeting. I am committed to ensuring Cypress’s budget remains strong, sustainable, and transparent, so that every dollar serves the best interests of our residents.
Above all, I want to listen to our residents and make thoughtful, necessary changes that benefit both the community and the city as a whole. My goal is to provide transparent leadership, collaborative decision making, and fiscal accountability while keeping Cypress a safe, vibrant, and inclusive city for generations to come.
I bring a fresh, innovative approach that reflects the evolving needs of our residents and the next generation of homeowners and community members. I look forward to learning from experienced leaders while contributing new ideas and practical solutions that will have lasting, positive impacts on Cypress. While this appointment fills a vacated term expiring in November 2026, I view this as the start of a long-term commitment to serving our city and contributing meaningfully to its continued success and growth.
Sincerely,
Ryan Azie
Qualifications, Experience, Education and Community Engagement I have more than seven years of experience in business development, infrastructure strategy, and public-private partnerships, working across telecommunications, real estate, and government sectors. In my previous role at Crown Castle, I collaborated with the State of California, federal agencies, municipalities, public schools (including universities), and emergency services organizations including CalFire, Cal OES, CHP, and private helicopter companies to enhance communications networks that support community safety and emergency response. My work focuses on aligning investment, technology, and policy to strengthen local infrastructure and ensure fiscal responsibility.
Prior to my current role, I served as Vice President of Acquisitions at Landmark Dividend, overseeing multimillion-dollar infrastructure portfolios and working cross functionally within Underwriting, Legal, and Closing while helping Landlords and municipalities with reinvestment strategies. Throughout my career, I have built trusted relationships with state and local officials, balancing financial discipline with public benefit to deliver sustainable, results-driven projects.
A lifelong Cypress resident, I attended Vessels Elementary, Lexington Junior High, and Cypress High School before earning my Bachelor of Science in International Business from California State University, Long Beach, and my Master of Business Administration from Arizona State University. I also hold a California real estate salesperson license.
Beyond my professional background, I am actively engaged in community service. I have volunteered with PATH (People Assisting The Homeless), the OC Food Bank, and participated in Los Angeles wildfire relief efforts, helping organize and distribute supplies to affected residents. These experiences reinforced my belief in community collaboration and the importance of supporting our neighbors through service and compassion.
Rooted in Cypress for over 30 years, I am committed to applying my experience in infrastructure, fiscal management, and public service toward advancing the city’s goals of safety, sustainability, and responsible growth.
Sincerely,
Ryan Azie
Vision for Cypress
My vision for Cypress is to preserve the strong foundation that has made our city one of the most desirable communities in Orange County, while continuing to innovate and prepare for the future. I believe in encouraging smart city and digital technologies that modernize services, improve efficiency, and make it easier for residents and businesses to engage with local government.
Supporting small businesses remains central to my vision as they are the heart of our local economy and an essential part of our municipal. I want to ensure our business community has the tools, partnerships, and resources needed to thrive and continue contributing to our shared success.
I am also committed to maintaining the cleanliness, safety, and infrastructure of our city, ensuring our roads, parks, and neighborhoods reflect the pride we all share in Cypress. This includes continued support for our Police Department, with investments in modern technology, software, and communication systems that allow officers to operate efficiently and stay focused on protecting our residents.
Fiscal responsibility is another key priority. I want to ensure Cypress’s budget remains strong, transparent, and sustainable, balancing smart investment in innovation with careful stewardship of public funds.
Equally important is strengthening community engagement and transparency. I want residents to have more ways to participate, whether through digital platforms, virtual input sessions, or online feedback tools, understanding that even those with busy schedules can share their ideas and have their voices heard.
Looking ahead, I envision a Cypress that continues to lead with sustainability, education, and inclusion. I want to expand partnerships with local schools, encourage environmental responsibility, and ensure our city remains a welcoming place where all residents can live, work, and grow.
As a lifelong Cypress resident, I’m committed to a vision that blends innovation with community values, keeping Cypress safe, connected, and sustainable for generations to come.
Sincerely,
Ryan Azie
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 12.
DATE: 11/10/2025
SUBJECT: Discussion and Direction to Staff Regarding Changing the Day of City Council Meetings
RECOMMENDATION
Provide direction to staff regarding changing the day of regular City Council meetings.
DISCUSSION
This item was continued from the October 27, 2025, City Council meeting. Ordinance 774, adopted May 11, 1987, codified § 2-1 of Cypress Municipal Code establishing that the city council shall hold regular meetings on the second and fourth Mondays of each month.
On October 13, 2025, it was moved by Mayor Pro Tem Medrano and seconded by Mayor Burke to agendize an October 27, 2025 discussion of changing the day of City Council meetings to either Tuesday or Wednesday. If such a change were to be made, it would require adoption of an ordinance revising Cypress Municipal Code § 2-1.
If the City Council were to change meeting days from Monday to Tuesday, City staff would seamlessly transition to that new day. However, if the meeting day were to be changed from Monday to Tuesday, doing so would create a conflict for City Attorney Fred Galante that could not be accommodated without requiring two other agencies that Mr. Galante represents to make adjustments to its meeting days.
BUDGET IMPACT
None associated with discussing changing the days on which the City Council would hold its regular meetings.
LEGAL REVIEW
This item has been reviewed by the City Attorney.
APPROVED BY: Sean Joyce, Interim City Manager
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 13.
FROM: Lisa Berglund, Interim City Clerk
DATE: 11/10/2025
SUBJECT: Consider a Discussion on Campaign Finance Reform
RECOMMENDATION
Provide direction to staff regarding campaign finance reform.
SUMMARY
During the June 23, 2025, City Council meeting, Mayor Burke requested to agendize a presentation for the August 25, 2025, City Council Meeting regarding campaign finance reform. On August 25, 2025, Mayor Burke announced that he would like to postpone the discussion to a later date. On October 13, 2025, under the discussion of "Council Member Items for Future Agendas", Mayor Burke requested to agendize the discussion for November 10, 2025.
BUDGET IMPACT
There is no immediate costs associated with the discussion of this item.
LEGAL REVIEW
The City Attorney has reviewed this report.
APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Campaign Finance Presentation
Campaign Finance Reform Options
Primary reasons for reform…
• To diminish the risk of pay-to-play politics
• To improve transparency and give voters more information Reform #1
Stronger campaign contribution limits on individuals and PACs Current Law: $5,900 limit
Proposed Reform: $500 limit
Comparisons
Orange County: 15 of 34 cities. Average limit of $1,043.
San Diego County: 13 of 18 cities. Average limit of $535.
Irvine $620 Seal Beach $500
San Juan Capistrano $700 San Diego $750
San Marcos $250 Encinitas $250
Reform #1
Questions or comments about proposed $500 campaign
contribution limit?
Cypress History
Illegally laundered campaign contributions to two local candidates in 2012.
“Safe Neighborhoods PAC” spent $35,650.46 to support three city council candidates in 2022.
PAC was actually funded by local trash company and real estate developer.
Reform #2
Disclosure of top five contributors on advertisements paid for by independent committees.
Current Law: Required disclosure of committee name only.
Proposed Reform: Disclosure of top five contributors to the independent committee.
Reform #2
Questions or comments about disclosure of top five
contributors on advertisements?
Publicly Financed Elections
Candidates who qualify receive public funds for their campaign States: Maine, Connecticut, Arizona, New Mexico, and others.
Cities: Albuquerque, Seattle, Baltimore, Denver, and others.
Gold Standard to:
• Diminish influence of special interests
• Improve public trust
• Give hard-working candidates a chance to succeed
Publicly Financed Elections
Matching Funds System: Candidates receive between 3 and 6 times what they raise in matching funds, up to a certain dollar limit.
Lump Sum System: Candidates who raise a specified amount receive a lump sum to fund their campaign.
Must be voluntary, rather than mandatory.
Publicly Financed Elections
Questions or comments about publicly financed elections?