Brea City Council
February 23, 2024

City Council Special Meeting
Agenda
Workshop - 9:00 a.m.

Friday, February 23, 2024, 9:00 AM

BREA COMMUNITY CENTER - ART STUIDO
695 Madison Way
Brea, California 92821
This agenda contains a brief general description of each item Council will consider. The City Clerk has on file copies of written documentation relating to each item of business on this Agenda available for public inspection. Contact the City Clerk’s Office at (714) 990-7756 or view the Agenda and related materials on the City’s website at www.cityofbrea.net. Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 1 Civic Center Circle, Brea, CA during normal business hours. Such documents may also be available on the City’s website subject to staff’s ability to post documents before the meeting.

Procedures for Addressing the Council
The Council encourages interested people to address this legislative body by making a brief presentation on a public hearing item when the Mayor calls the item or address other items under Matters from the Audience. State law generally prohibits the City Council from responding to or acting upon matters not listed on this agenda.

The Council encourages free expression of all points of view. To allow all persons the opportunity to speak, please keep your remarks brief. If others have already expressed your position, you may simply indicate that you agree with a previous speaker. If appropriate, a spokesperson may present the views of your entire group. Council rules prohibit clapping, booing or shouts of approval or disagreement from the audience. Please silence all cell phones and other electronic equipment while the Council is in session. Thank you.

Written comments may be submitted in advance of the meeting by emailing [email protected]. Written comments received by 8 a.m. on the day of the meeting will be provided to the Council, will be made available to the public at the meeting, and will be included in the official record of the meeting.

Special Accommodations
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (714) 990-7757. Notification 48 hours prior to the meeting will enable City staff to make reasonable arrangements to ensure accessibility. (28 CFR 35.102.35.104 ADA Title II) Important Notice
The City of Brea shows both live broadcasts and replays of City Council Meetings on Brea Cable Channel 3 and over the Internet at www.cityofbrea.net. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice as previously described.
1: CALL TO ORDER/ROLL CALL - COUNCIL
1A. Matters from the Audience
2: DISCUSSION ITEM
2A. Council-Executive Staff Workshop
3: ADJOURNMENT
Date Posted: February 21, 2024
City of Brea
City Council Special Meeting Communication
Council-Executive Staff Workshop
Meeting
Friday, February 23, 2024, 9:00 AM
Agenda Group
DISCUSSION ITEM Item: 2A
TO
Honorable Mayor and City Council Members
FROM
Bill Gallardo, City Manager
Attachments
City of Brea City Council and Executive Staff Workshop - February 23 2024.pdf RESPECTFULLY SUBMITTED:

William Gallardo, City Manager
B R E A C O M M U N I T Y C E N T E R | 6 95 M A D I S O N WAY | B R E A , C A L I F O R N I A 92821

CITY COUNCIL &

EXECUTIVE STAFF

CITY OF BREA
FEBRUARY 23, 2024
City Council and Executive Staff Workshop
Friday, February 23, 2024
Brea Community Center – Art Studio
9:00 a.m. to 1:00 p.m.

Agenda

1. Welcome

2. Matters from the Audience

3. Staff Goals for Meeting
City Council Goals for Meeting

4. Setting Context and Background
a. Citywide Mission Statements and Operational Goals
b. Fiscal Year 2023-2024 City Council Priorities & Projects Status Update

5. Going Forward
a. Fiscal Year 2024-2025 City Council Priorities Discussion b. Roundtable

6. Other City Council Follow-Up
Appendices
a. City Council Roles and Norms
b. City Council Protocols and Procedures

CITY MISSION STATEMENT
All work performed in the organization must somehow relate to a basic policy direction as developed by the City Council. The fundamental building block upon which we base our work programs isthe Council Mission Statement.

A Mission Statement is a broad-based, generic policy developed by the City Council usually covering a single issue area. A Mission Statement is an expression of the Council’s vision. Usually expressed as a definitive statement of purpose (“Brea will do…” “The City is committed to…”), a Mission Statements is the guide for the development of operational goals by the various departments.

M a i n t a i n a S a f e E n v i r o n m e n t f o r B r e a n s Public safety is a basic element of Brea’s quality of life. The City will continue to use education and prevention approaches as well as enforcement and appropriate maintenance of facilities to enhance people’s sense of security.

E n s u r e B r e a R e m a i n s a S p e c i a l P l a c e Brea’s small town atmosphere, our sense of community and our physical assets make Brea a special place.

The City resolves to protect Brea’s hillside and canyon areas and foster family values, quality education, cultural understanding, a vibrant civic and cultural life, and an involved and caring citizenry.

P r o t e c t a n d E n h a n c e B r e a a s a B a l a n c e d C o m m u n i t y A successful community sustains itself by ensuring a balance in physical, economic and human development.

A balanced community provides residents and businesses with the infrastructure and services which fulfill the diverse expectations of the community. A balanced community will provide a variety of land uses, promote economic health, and create and retain jobs while diversifying the revenue base needed to support services and maintain a sound reserve fund. A balanced community will also ensure a diversity of affordable housing opportunities for all elements of Brea, from the young to the old.

I n c r e a s e B r e a n s ’ S e n s e o f C i v i c O w n e r s h i p The City commits itself to two-way communication and interaction with the community to facilitate vision building, long-range planning, and organizational excellence. These elements are necessary for the longterm success of the community. 10 2023 – 2025 OPERATIONAL GOALS
Operational Goals specifically describe the desired end result of various City programs. Operational Goals support one or more Mission Statements and begin to convert City Council policy as expressed through Mission Statements to specific program activities. The below operational goals have been reviewed by the Executive Team and recommended for City Council review. City Council typically approves these goals biennially.

One of the ongoing goals of the City Council is somewhat intangible. It involves the notion of “Quality of Life” and attention to the “little things” that make a difference to individuals or specific neighborhoods. All City Departments work to provide programs and services that will make a difference in the Quality of Life of our residents and business community. Many of the operational goals identified below directly or indirectly address these general quality of life issues.

Support Community Diversity
& Civic Involvement
Promote Environment
Sustainability & Recycling Efforts
Promote Long Term
Financial Stability
Provide Effective &
Efficient Public Services
Invest in City Infrastructure,
Facilities & Neighborhoods
Improve Employee Relations,
Retention & Attraction
Promote Economic Development
& Affordable Housing
Support Homeless Outreach
Efforts & Resource Assistance
Explore Collaborative
& Regional Partnerships
11 2023 – 2025 COUNCIL

TOP PRIORITIES AND PROJECTS
On April 7, 2023, the City Council participated in a workshop to strengthen the Council/staff team and to discuss priorities for current and future fiscal years. Using Mission Statements and Operational Goals as their guide, the Council and executive staff reviewed a list of possible priorities and added new items as part of their review.

Following the brainstorming, the City Council was tasked to identify their top items from the list. The top priorities and projects that emerged are identified below in no particular order.

1. Support Advocacy for Pension and Workers Compensation Modernization a. Continue to Manage and Pay Down Unfunded Pension Liability and Manage the Other PostEmployment Benefits (OPEB)

2. Continue Engagement and Planning Needs for Parks, Recreation, and Human Services and Cultural Arts
a. Implementation of Identified Needs
b. Prepare to Support the Changing Needs and Interest of a Significant Increase in our Senior Population
c. Continue Development of the Tracks at Brea Trail
i. Facilitate the Tracks’ Western Extension Towards La Habra ii. Explore Options for Further Trail Enhancements: Including lighting, walkway connections/access, security cameras and/or signage.
d. Support the Efforts to Reduce Homelessness in Orange County: Including mental health, shelter, addiction/substance abuse and permanent & supportive housing.

3. Renegotiate Refuse Franchise Agreement with Republic Industries

4. Complete Discussion with County Regarding State Permit for Olinda-Alpha Landfill

5. Explore and Consider Reclaimed Water – Public, Private, Collection, and Recharge

6. Assess Traffic Impacts of New Development and Efficiencies for the Existing Circulation System

7. Evaluate Long-Term Options for Emergency Medical Transport

8. Implement Methods to Improve Employee Relations, Retention, Attraction and Investment 12 City Council Priorities and Projects Updates
February 20, 2024

2023-2024 City Council Priorities and Projects Updates

1. Support Advocacy for Pension and Workers Compensation Modernization This is an ongoing effort, as staff continues to look for ways to support advocacy for Pension Reform and reducing Workers’ Compensation costs, where possible. The City’s Legislative Advocate, Townsend Public Affairs (TPA), also continues to seek avenues for reform in support of this City Council priority. TPA is aware of potential Workers’ Compensation legislation and will work to ensure that those initiatives support City Council priorities.
a. Continue to Manage and Pay Down Unfunded Pension Liability and Manage the Other Post-Employment Benefits (OPEB)
The City continues to monitor and allocate funds related to unfunded pension liability and managing other post-employment benefits (OPEB). As of June 30, 2023, there is $9,387,650 in the City’s Section 115 PARS Trust Account. The City also has $437,888 in the OPEB account.

2. Continue Engagement and Planning Needs for Parks, Recreation, and Human Services and Cultural Arts
a. Implementation of Identified Needs
The Parks, Recreation and Human Services Needs Assessment with LPA, Inc. was completed in 2021, and this document will continue to drive efforts for community engagement as new recreational sites get developed or existing sites become modernized. City staff negotiated for additional ball fields, active adult amenities, synthetic turf play fields, and trail space, as mentioned in the Needs Assessment, for the Brea 265 Project. Staff has also packaged park improvement needs in the Capital Improvement Program (CIP) to focus resources on Brea’s aging westside parks.

Upcoming improvements will focus on aging restrooms, play equipment, etc. The Needs Assessment was also used to consider various amenities for the Arovista Park City Council Priorities and Projects Updates
February 20, 2024

Modernization Project. Amenities for this state-of-the-art improvement include an all-accessible playground, pickle ball courts, trail enhancements, new restroom facilities, an improved accessible amphitheater, parking lot improvements, and easier access for Senior Center and Boys and Girls Club participants. Bids were received on February 1, 2024, and a contract will be considered by the City Council in early March.

The groundbreaking is anticipated to occur in April.

The Cultural Arts Master Plan was completed and presented to the City Council in January 2024, following engagement from both the Cultural Arts Master Plan Steering Committee, key stakeholders, as well as the community at-large. Staff will now begin working with the Cultural Arts Commission to prioritize the recommendations. An update will be provided to the City Council at a future meeting. b. Prepare to Support the Changing Needs and Interest of a Significant Increase in our Senior Population
The City of Brea, along with other Orange County community leaders have continued efforts in the Orange County Strategic Plan for Aging (OCSPA) Initiative. The group is a large countywide organization highlighting senior-related issues. Staff continues to be a part of the Senior Center Director’s subcommittee and participates in the ongoing meetings. A large-scale Senior Needs survey is planned for January 2024.

Brea’s senior active adult population participates in various workout programs at the Brea Community Center. Senior insurance-based classes are also offered at this location, which allows them to attend cost-free, while the City receives compensation from the insurance company. There are currently 1,006 participants enrolled in the insurance-based programs and monthly participation averages around 2,380.

In December 2023, the completed Senior Center Feasibility Study was presented to the City Council. Staff will continue to work with the Parks, Recreation and Human City Council Priorities and Projects Updates
February 20, 2024

Services Commission, senior center participants and the South Brea neighborhood to form a recommendation for future facility improvements. c. Continue Development of the Tracks at Brea Trail
i. Facilitate the Tracks’ Western Extension Towards La Habra Brea staff continues working directly with Union Pacific Railroad (UP) and the City of La Habra to develop the Tracks at Brea Trail Project. Brea submitted various grant applications to OCTA, County, State, and Federal programs for right-of-way purchase, design, and construction funds. Under the Bicycle Corridor Improvement Program, OCTA has awarded the City of Brea $6,047,538 for rightof-way acquisition, design, and construction, with a City match of $2,967,750. The Active Transportation Program awarded $1,787,000 for right-of-way acquisition.

In addition, the City was awarded from the Rivers Mountains Conservancy (RMC) $225,000 for community engagement, concept development, and permitting for the project. Lastly, the City was awarded $3,000,000 as part of the federal earmark process for land acquisition totaling $14,027,288, which includes the $2,967,750 City required match. California Environmental Quality Act (CEQA) and the Federal National Environmental Policy Act (NEPA) have been completed.

Many tasks have started to move the project forward. Tasks include community outreach, preparation of the environmental document, and Right-of-Way (ROW) acquisition.

As part of the RMC grant to develop concept plans between Brea Creek and Berry Street, staff held a community workshop in October 2023 with 17 people attending. The workshop provided suggestions and guidance on how the trail would look with amenities, planting palate, and trail design. These concept plans will be presented to commissions, committees, stakeholders, and the City Council.

City Council Priorities and Projects Updates
February 20, 2024

Since the project is now federalized, the City must work with Caltrans on the environmental document, grant fund authorization, and commencing the ROW acquisition. An appraisal was completed in April 2023, and the grant funds were authorized. Caltrans is finalizing its review of the environmental study. ii. Explore Options for Further Trail Enhancements:

1. Lighting

2. Walkway Connections/Access

3. Security Cameras

4. Signage
City staff led engagement opportunities for the community to request additional amenities/safety features on the trail. The top answers were: (1) shade, (2) signage, (3) lighting, (4) walkway connections/access, and (5) security cameras.

Staff will continue to work with the Parks, Recreation, and Human Services Commission to prioritize these amenities, look for funding opportunities, and bring information back to the City Council in decision packages during the budget process.

The Brea Mall development project is also looking into opportunities to add connectivity from Randolph Avenue to the Tracks. Construction has begun for the Berry Street Sidewalk (CIP 7324) Project that adds connections to the Tracks. Also, the Amazon warehouse project proposes to provide trail improvements between Surveyor Avenue and Valencia Avenue, filling an existing gap in the Tracks system. d. Support the Efforts to Reduce Homelessness in Orange County In 2023, the North Orange County Public Safety Collaborative (NOCPSC) underwent some significant changes. The City of Brea took over as the Fiduciary Agent of the Collaborative from the City of Stanton. With this change, the Executive Director of the NOCPSC, Soo Kang, left the City of Stanton and joined the City of Brea. Brea Police City Council Priorities and Projects Updates
February 20, 2024

Chief Adam Hawley was named the new Chairman of the NOCPSC, succeeding Buena Park Police Chief Corey Sianez and Fullerton Police Chief Bob Dunn to become the third Chief to lead the Collaborative. Chief Hawley established a new Vice Chair position and welcomed La Habra Police Chief Adam Foster to this new role. The Collaborative is in its 6th year of funding and continues to impact Homelessness, both locally and regionally.

The Brea Police Department is committed to addressing quality of life issues and serving our homeless population through its partnership with the North Orange County Public Safety Collaborative and the HOPE Center. On October 2, 2023, the Police Department transitioned primary response to all non-emergency, non-criminal, homeless-related calls for service to the HOPE Center. The HOPE Center will answer applicable homeless-related calls for service at their dispatch center (Monday to Friday, 7:15 AM to 5:15 PM). The Center is and will be staffed by Regional Outreach Workers employed by the cities of Brea, Buena Park, Cypress-La Palma (shared), Fullerton, La Habra, Placentia, Stanton, and the HOPE Center. During this transition, the Police Department maintains a dedicated full-time Homeless Liaison Officer (HLO), who works in collaboration with the Regional Outreach Workers and HOPE Center staff to respond to non-emergency, non-criminal, homeless-related calls for service.

In calendar year 2023, our HLO made a significant impact on our local homeless population.
• HLO Outreach: 1,643
• Bus Passes provided: 112
• DMV Assistance with identification: 11
• Food & Clothing Assistance: 6
• Medical Assistance: 45
• Unhoused successfully placed into shelters: 4
City Council Priorities and Projects Updates
February 20, 2024

• Unhoused successfully placed into an Addiction Program: 5 In addition, the HLO works closely with the Health Care Agency of Orange County to provide homeless persons with referrals and mobile/tele healthcare on a weekly basis.
a. Mental Health: The HLO and regional partners work closely with the Orange County Health Care Agency to provide referrals to a variety of appropriate mental health services.
b. Shelter: There are currently three Navigation Centersthat the HLO refers unhoused persons, including Bridges at Kraemer Place in the City of Anaheim, PATH in the City of Placentia, and the Homeless Navigation Center in Buena Park. We successfully placed 35 unhoused persons into shelters.
c. Addiction/Substance Abuse: Approximately five homeless individuals accepted placement within an addiction program.
d. Permanent & Supportive Housing: Bridges in Anaheim is set up to provide supportive care to the homeless and uses different resources to move homeless residents into permanent housing. Staff works with Orange County Health Care Agency to get homeless individuals and families into permanent/supportive housing.

The Community Development Department successfully secured grant funding that in addition to existing housing funds would assist in the physical construction of permanent supportive housing units. The City, through a Notice of Funding Availability in May 2023, has identified Jamboree Housing as the developer for a permanent supportive/affordable housing project located on the City-owned property at 323 N. Brea Blvd.

City Council Priorities and Projects Updates
February 20, 2024

3. Renegotiate Refuse Franchise Agreement with Republic Industries With the addition of several State and Assembly Bills concerning solid waste, the City of Brea must renegotiate these additional costs and programs into the current franchise agreement with the City's waste hauler, Republic Services, to comply. The City of Brea complies with AB 1826 Organic Commercial Recycling and AB 1594 green waste.

To comply with SB 1383 Organic Waste Reduction, the City Council commissioned HF&H Consultants (HF&H) to help the City implement SB 1383 Organic Waste Reduction by reviewing the City's current compliance levels to negotiate with Republic Services for new residential and commercial rates. City staff provided City Council with SB 1383 updates during Study Session Meetings on June 15, 2021, and December 7, 2021.

In 2022, HF&H negotiated with Republic Services on the City's behalf on proposed residential and commercial rates for SB 1383 compliance. Staff presented Republic Services’ proposed rates at the November 15, 2022, Study Session Meeting. At the beginning of 2023, the City Council formed the Solid Waste Ad-Hoc Committee to guide the implementation of SB 1383, proposed rates, and prepare the new restated agreement with Republic Services and the City of Brea. The Ad-Hoc Committee and City staff have met frequently throughout the year and have been participating in negotiation sessions with Republic Services. City Staff and HF&H continue coordinating with Republic Services to finalize the SB 1383-compliant amended and restated agreement. As of October 2023, these efforts are estimated to be 70% complete.

4. Complete Discussion with County Regarding State Permit for Olinda-Alpha Landfill The City has been meeting with Orange County Waste & Recycling representatives and the County Board of Supervisors to discuss an extension of the Olinda Alpha Landfill’s operations. These discussions have resulted in the mutual decision to revise the current agreement between the parties. Each party has identified interests to include in the new City Council Priorities and Projects Updates
February 20, 2024

agreement. A draft is currently being reviewed and negotiated. Discussions with the County will continue with the hopes of reaching a consensus on an agreement.

5. Assess Traffic Impacts of New Development and Efficiencies for the Existing Circulation System
This item will review the current Traffic Impact Fees and Nexus Study to determine if an update is necessary to maximize traffic improvements to address current and future traffic circulation issues. Based on the COVID-19 environment, traffic patterns were previously reduced nationwide based on alternative work schedules, telecommuting, and non-essential businesses operating at maximum capacity. City staff determined that traffic patterns have not normalized to pre-pandemic levels. As such, staff will revisit the initial assessment and re-evaluate the update to the Traffic Impact Fee and Nexus Study when traffic patterns have normalized in conjunction with the completion of the General Plan Update.

6. Evaluate Long-Term Options for Emergency Medical Transport The City of Brea Fire Department in contract with Emergency Ambulance Services (EAS) has ambulances stationed at Fire Stations 2 and 3 which are staffed by Emergency Ambulance Services employed EMTs.

As a result of continuing to look at long-term solutions, City staff brought forward a discussion regarding emergency medical transport models at an October 3, 2023, Study Session City Council Meeting.

The Fire Department received direction from the City Council to proceed with two of the options presented during the meeting. The first option is to pursue a third-party billing service for Ambulance Transport Services rather than Emergency Ambulance which is the current billing and transport company.

City Council Priorities and Projects Updates
February 20, 2024

The City Council also directed staff to pursue a Brea In-House Ambulance Transport Model. The Brea Fire Department will purchase three ambulances and work with the Human Resources Division to hire Brea ambulance operators (non-sworn Emergency Medical Technicians). The Brea ambulance operators will be trained and managed by the Fire Department to provide medical transport services to Brea citizens and visitors.

The Brea ambulances will be housed at Fire Stations 2 and 3. The Brea ambulance operators will be supervised by the respective Fire Captains and EMS staff to provide the premier service that Brea’s community is accustomed to.

This in-house ambulance transport model coupled with a third-party billing company will provide excellent service with a transparent revenue reporting system. The timeline for implementation is being prepared by staff who will report back to the City Council when determined.

7. Implement Methods to Improve Employee Relations, Retention, Attraction and Investment
City staff continues to review, evaluate, and implement various methods to improve employee relations, retention, attraction, and investment, as outlined below:
• Brea Forward
The Brea Forward initiative has been steadily working since July 2022 and has completed the following in its first year:
o Completed two City-wide surveys identifying the top 4 topics:
▪ Pay and Other Benefits
▪ Career Growth and Development
▪ Leadership and Manager Effectiveness
▪ Flexibility and Work Schedules
City Council Priorities and Projects Updates
February 20, 2024

o Formed a sub-group to explore onsite childcare options, which is still being evaluated.
o Proposed support/ideas to look at the Wellness Reimbursement Program differently, which resulted in a new disbursement method for employee wellness monies.
o Provided feedback for flexible and remote work schedules policy language, which resulted in management issuing a new remote work policy. o Created City-wide “Stay Interviews” – a platform to facilitate and encourage discussions on personal career growth and development opportunities. o Piloted a successful mentorship program. A second round will begin in Spring 2024 for interested employees.
o With Brea Forward's input, the Human Resources Division has developed “Tidbit” trainings.
o Implemented “City Trolley Tour” for new employees.
o After completing some great work on the four topics listed above, Brea Forward will now begin focusing on the further prioritized areas of interest:
▪ Employee Satisfaction
▪ Organizational Communication
▪ Employee Recognition and Appreciation
• Negotiated Successful Labor Agreements with All Bargaining Units • In December 2022, the City Council reached a 4.5-year agreement with the Brea Police Association. Labor negotiations with three non-safety labor groups that had contracts expiring on June 30, 2023, were successful and the City Council reached 3-year MOU agreements with the Brea City Employees’ Association, the Administrative and Professional Employees’ Association, Brea Management Association, and the Police Management Association.
• Coordinate the Annual Employee Recognition Program
City Council Priorities and Projects Updates
February 20, 2024

Brea’s annual Employee Appreciation Awards Luncheon to honor and celebrate employees receiving Service Awards was held in September 2023. Staff is already working to prepare next year’s appreciation luncheon.
• Coordinate the Annual Employee Health Fair
The 2023 Annual Employee Health Fair and Life Expo was held on October 4, 2023.

The event was coordinated and hosted in partnership with 22 vendors. Open enrollment was all handled online for the fourth year in a row, in conjunction with the in-person Health Fair. The City partnered with its benefit broker, Keenan & Associates, to coordinate an open enrollment workshop, where employees were able to learn more about the benefits program through the Building Blocks Business platform. The benefit workshop for the open enrollment process was well-attended and well-received by employees.
• Facilitate and/or Develop Training Sessions/Workshops for Employees Covering Various Employment/Labor Topics
The City met its goal to provide ten training/workshop topics to staff in FY 2022- 2023. The staff has worked with the City’s training partners to offer sessions/workshops in person and online via webinars to all employees. Staff continues to work with its partners to offer in-person and online training to employees and is working to reinstate the City’s employee conference this upcoming year. The City also partnered with the City of La Habra to offer supervisors and managers the Leadership, Excellence, Accountability, Development (LEAD) organizational leadership training workshop and implemented a program called HR Learning Bits designed to enhance learning and understanding of all HR-related policies and procedures. • Modernize the Recruitment Process by Enhancing Recruitment and Onboarding Tools City Council Priorities and Projects Updates
February 20, 2024

The City Council approved the purchase of NeoGov Human Resources Information System, a premier government-focused software last year. Staff completed the implementation process of the recruitment module of the NeoGov software in December 2022 and in 2023 implemented the full onboarding module. NeoGov has already greatly enhanced and streamlined the City’s recruitment efforts and is providing a more user-friendly and mobile-friendly platform to all candidates.

The City Council approved the purchase of an electronic evaluation system for 2023. NEOGOV’s Perform module will track employee performance and automate annual and probationary evaluations. This module is anticipated to be operational next year.
• Police Department Professional Development Program
In Fiscal Year 2022-23, the Police Department successfully delivered crafted, offsite professional development workshops hosted by Chief Leadership to all fulltime staff. These sessions were designed to develop each person, both personally and professionally. In Fiscal Year 2023-24, the Police Department will continue this commitment by once again offering professional development workshops to all full-time employees. In addition, the Department has partnered with The Optimism Company from Simon Sinek to provide access to an online portal that hosts a variety of leadership tools, including online sessions that cover topics like Leadership, Team Culture, Personal Growth, and Professional Growth. For all supervisors, the Police Department will facilitate a Leadership Book Club to promote Team Building and Team Culture. Lastly, the Police Department is affording professional coaching opportunities to managers and executives. The Department continues to explore additional ways to provide professional development opportunities to staff.
• Police Department Holistic Wellness Program
The Police Department continues its endeavor to expand upon its ongoing holistic City Council Priorities and Projects Updates
February 20, 2024

wellness program, to promote activities that support the physical and mental health of current and future employees. The Department received grant funding in the amount of $41,422.88 in February 2023, through the California Board of State and Community Corrections (BSCC) Officer Wellness and Mental Health Grant Program. Under the Chief’s direction, a Health & Wellness Unit was founded in November 2022 to explore resources and services that can be implemented to create a culture of wellness. With that in mind, the unit has been hard at work surveying employees and identifying potential products and services for purchase with BSCC grant funds. The Department received $196,762 in federal funding under the Department of Justice Law Enforcement Mental Health and Wellness Act (LEMHWA) Program.

For Fiscal Year 2023-24, the Police Department renewed a contract with The Counseling Team International (TCTI), which offers 24/7 availability for critical incident debriefings. TCTI provides culturally-aware counseling, training, critical incident intervention, and support to emergency service personnel and their families. Furthermore, TCTI provides additional care and services following a critical incident debrief. In addition, the Police Department expanded its contract with Premier First Responder Psychological Services, which provides similar services as TCTI to afford our employees 24-hour availability to a wide range of services and counselors.
• Determine Future Service Needs and Funding
The Integrated Crime Center (ICC) is one major area of the Police Department’s Future Focus. The ICC is a comprehensive, long-term project, to include several technology-focused initiatives that will improve the Police Department’s ability to serve the Brea community. The purpose of the ICC is dual. First, it will be used to provide real-time, actionable intelligence to responding officers for in-progress and just-occurred crimes. Second, the ICC will be a rich source of investigative City Council Priorities and Projects Updates
February 20, 2024

information, providing the ability to investigate and solve crimes that would otherwise go unsolved because of a lack of investigative leads.

The ICC consists of various components including a software backbone/operating system, video management system, fixed and portable Automated License Plate Reader (ALPR) cameras, portable surveillance cameras, upgraded intersection cameras, video analytics software, video storage servers, an Unmanned Aerial System (UAS) program, a Drone as a First Responder (DFR) program, and a physical space to house the ICC. In order to operate and maintain the ICC, the Police Department will add one dedicated full-time Information Technology Specialist, one full-time Crime Analyst, and one additional Police Officer that will serve as a DFR Pilot. Although this system’s focus will be to mitigate and solve organized retail theft-related crimes, the associated benefits of this project will serve the residents of Brea for decades to come.

The Police Department has been working on this proposed concept for the past two years, seeking various funding sources. In July of 2023 the Police Department applied for the Board of State and Community Corrections Organized Retail Theft Prevention Grant Program. On September 14, 2023, the Police Department was awarded full funding in the amount of $5,941,357 for the program. Funds were made available as of October 1, 2023 and the Police Department is in the implementation phase of the project.

Upcoming City Council Topics
January 16, 2024

UPCOMING CITY COUNCIL TOPICS
January – June 2024
Administrative Services Department

1. Fire/Dispatch Development Impact Fee update

2. Adoption of a resolution approving the City of Brea Master Salary Schedule for FY 2023/24 to comply with CalPERS regulations

3. FY 2022/23 Annual Comprehensive Financial Report
Community Development Department

4. Amazon Development – Public Hearing to consider the Environmental Impact Report (EIR)

5. Core Plan/Semi-Comprehensive General Plan update

6. Discussion regarding usage of temporary signs on City light poles located in the public right-of-way (ordinance)

7. Launch Economic Development Strategic Plan

8. Consideration of Permit Public Portal/Guide (Camino)

9. Kickstart Reimagining the Redevelopment of Brea’s Film Program

10. Consideration of Development Agreement of Freeway Orientated Off-site Advertising Sign(s)
Community Services Department

11. Community Development Block Grant (CDBG) FY 2024/25 application approval

12. Cultural Arts Master Plan final report presentation

13. Arovista Park Modernization Project progress

14. City-owned Bus Bench Upgrades/Clear Channel Bus Shelter Program updates

15. Update on the establishment of a community-based “Friends of the Tracks at Brea” group

16. Update from the Parks, Recreation and Human Services Commission regarding Commission Goals and Priorities

17. Update from the Cultural Arts Commission regarding Commission Goals and Priorities, and Cultural Arts Master Plan Update

18. Update on Regional Hope Center Involvement and Homeless Outreach Efforts

19. Brea Senior Center Facility – Master Planning Discussions

20. Progress report on City-operated Olinda Oil Museum and Trail Upcoming City Council Topics
January 16, 2024

Fire Services Department

21. Local Hazard Mitigation Plan update

22. In-house Ambulance Transport Update
Police Services Department

23. Integrated Crime Center (ICC) Update

24. HOPE Center and grant updates
Public Works Department

25. Presentation on Design and Location Options for Emergency Changeable Message Signs

26. Tracks at Brea Western Extension Community Outreach Update, Review, and Funding/ Implementation Plan in partnership with the City of La Habra

27. Award Construction Contract for the Arovista Park Modernization Project

28. Public Hearing for Landscape Lighting Maintenance District (LLMD) Assessments

29. Approval of Resolution Authorizing Submittal of an Application for Senate Bill (SB) 1383 Local Assistance Grant Program through CalRecycle

30. Amended and Restated Agreement with Republic Services City of Brea

CITY COUNCIL

PROTOCOLS & PROCEDURES
November 2014
Last Revised: June 2022
Table of Contents
Introduction 3
Overview of Roles and Responsibilities
Mayor 3
Mayor Pro Tem 4
All Council Members 5
Meeting Chair 5
Policies and Protocol Related to Conduct
Agenda Items 6
Ceremonial Events 6
Endorsement of Candidates 6
Legislative Process 6
Public Comment on Agenda and Non-Agenda Items 6
Public Inquiries 7
Public Hearing Meeting Protocol 7
Council Conduct with One Another
In Public Meetings 8
In Private Encounters 8
Council Conduct with City Staff 9
Council Conduct with the Public
In Public Meetings 11
In Unofficial Settings 11
Council Conduct with Other Public Agencies 13
Council Conduct with Commissions,Committees and Boards 13 Council Conduct with the Media 14
Sanctions
Public Disruption 16
Inappropriate Staff Behavior 16
Council Members Behavior and Conduct 16
Principles of Proper Conduct
Proper Conduct IS 17
Proper Conduct is NOT 17
It All Comes Down to Respect 18
Checklist for Monitoring Conduct 19
Glossary of Terms 20
Appendices 21
City Council Policies 22
Log of Revisions 26
3 CITY COUNCILPROTOCOLS & PROCEDURES
"Always do right. This will gratify some people and astonish the rest. "
-.Mark Twain

INTRODUCTION
The City Council Protocols & Procedures is designed to describe the manner in which Council Members should treat one another, City staff, constituents, and others they come into contact with in representing the City of Brea. As elected representatives of the citizens of the City of Brea, it is essential that each Council Member's behavior be consistent with the level of responsibilities and duties of governance entrusted to them by the people of the City of Brea.

The constant and consistent theme throughout the City Council Protocols & Procedures is "respect." Council Members experience tremendous stress in making decisions that could impact thousands of lives. Despite these pressures, elected officials are called upon to exhibit appropriate behavior at all times. Demonstrating respect for each individual through words and actions is the touchstone that can help guide Council Members to do the right thing in even the most difficult situations. Such respect is the cornerstone of civility.

The overall principles and guidelines contained in the City Council Protocols & Procedures also describe the manner in which the City Treasurer, City Clerk, Commissioners, Committee membersandBoardmembers are expected to treat one another, City staff, and all others they come into contact with in representing the City of Brea.

OVERVIEW OF ROLES AND RESPONSIBILITIES
MAYOR
The Mayor is the Council’s team leader; therefore, the Mayor is elected by the Council based upon the Council’s belief the Council Member elected has demonstrated the skills and trust necessary to effectively fulfill the responsibilities of the office defined below. As a result, the Mayor serves at the Council’s pleasure, so it is not a rotational position.

The Mayor’s authority and responsibilities are:

Authority:
• The same as any other individual Council member; no more.

Responsibilities:
• To work with the Mayor Pro Tem and City Manager to fully support the Council’s approved policies, protocols, and priorities that are developed via a consensus-based process. • To work with the Mayor Pro Tem and City Manager to manage the Council’s Meeting Agendas to further the Council’s policies and priorities in an effective and productive manner. 4 Note: If the Mayor and Mayor Pro Tem disagree about an issue, the item will be placed on the Council’s Study Session Agenda for the full Council to determine how the item shall be discussed. The City Manager may request an item be added to the Council’s Study Session if necessary to determine the full Council’s direction for the item. • To chair the Council’s meetings in a professional manner, fostering positive team relationships, and facilitating constructive debate and discussion to achieve Council consensus.
• To represent the Council in a professional manner at public events that reflects positively upon the City
• Acts as the official head of the City for all ceremonial purposes • Calls for special meetings
• Recognized as spokesperson for the City Council
• Selects substitute for City representation when Mayor cannot attend • Makes Council Member assignment nominations to applicable standing committees and regional boards and committees. Appointment to such standing committees and regional boards and committees requires approval of the majority of Council. These standing committees and regional boards and committees are those that do not require appointment through external agencies or organizations (such as Orange County City Selection).

Council Members who are originally appointed to ad hoc committee shall continue in their assignments. Ad hoc committee assignments are not subject to change unless an assigned Council Member resigns from the committee or is no longer serving on the Council. Ad hoc committees shall be created to support and further Council priorities. When an ad hoc committee is created, the Council will define the committee’s goals and the committee shall provide periodic progress reports to Council. No ad hoc committee will be formed without Council approval.
• Makes judgment calls on which proclamations to give
• Leads the Council into an effective, cohesive working team • Signs documents on behalf of the City of Brea
• Serves as official delegate of the City to the Leagues of California Cities, National League of cities and other events and conferences

MAYOR PRO TEM
• Serves at the pleasure of the City Council
• Serves in the Mayor’s absence.
• Represents the City at ceremonial functions at the request of the Mayor 5 ALL COUNCIL MEMBERS
All members of the City Council, including those serving as Mayor and Mayor Pro Tern, have equal votes. No Council Member has more power than any other Council Member and all should be treated and treat each other with civility and respect.

All Council Members shall:
• Demonstrate honesty, integrity, and civility in every action and statement • Fully participate in City Council meetings and other public forums while demonstrating respect, kindness, consideration, and courtesy to others
• Prepare in advance of Council meetings and be familiar with issues on the agenda. Make a reasonable effort to meet with staff before meetings to receive answers to questions regarding the agenda
• Represent the City at ceremonial functions at the request of the Mayor • Place activities and events on the Council's weekly activities calendar that invite official participation of all Council Members
• Be respectful of other people's time. Stay focused and act efficiently during public meetings • Serve as a model of leadership and civility to the community • Inspire public confidence in Brea City government
• Provide contact information to the City Manager’s Executive Assistant in case an emergency or urgent situation arises while the Council Member is out of town • Participate in scheduled activities to increase team effectiveness

MEETING CHAIR
The Mayor will chair official meetings of the City Council, unless the Mayor Pro Tem or another Council Member is designated as Chair of a specific meeting. The Chair of meetings:
• Maintains order, decorum, and the fair and equitable treatment of all speakers • Keeps discussion and questions focused on the specific agenda Item under consideration • Makes parliamentary rulings with advice, if requested, from the City Attorney who acts as an advisory parliamentarian. Chair rulings may be overturned if a Council Member makes a motion as an individual and the majority of Council votes to overrule the Chair. 6 POLICIES AND PROTOCOL RELATED TO CONDUCT

AGENDA ITEMS
The Mayor and Mayor Pro Tem, in consultation with the City Manager, shall determine agenda items for City Council Meetings. However, to ensure all Council Member views are represented, study session agendas contain a section titled "Council Member Reports/ Requests" and general session agendas contain a section titled "Council Requests". These portions of the meeting allow any Council Member to request an agenda item for a future meeting, and allow the City Council to have a short discussion on the request (but not on the substance of the item). Any request must include an explanation of the issue and the goal of the proposed Council discussion. If at least one other Council Member indicates support for the request at that time, then the item shall be placed on a future agenda. Upon support for the request, the Council will provide direction to staff on information that is desired to be presented when the item is placed on a future agenda. The Mayor and Mayor Pro Tem shall schedule the item no later than 45 days following the request, unless the Council Member who requested the item consents to it being placed on the agenda of a later meeting. Additionally, with the advice of the City Manager and City Attorney, the Mayor and Mayor Pro Tem will determine the type of meeting (regular or special) and the type of session (closed, study, or general) at which the item will be considered.

CEREMONIAL EVENTS
City staff will handle requests for a City representative at ceremonial events. The Mayor will serve as the designated City representative. If the Mayor is unavailable, then City staff will determine if event organizers would like another representative from the Council. If yes, then the Mayor Pro Tern will be asked to serve as a substitute; if the Mayor Pro Tem is unavailable, the request will to go another member of the Council. Invitations received at City Hall are presumed to be for official City representation. Invitations addressed to individual Council Members at their homes are presumed to be for unofficial, personal consideration, unless otherwise indicated, and the individual is expected to represent the City of Brea in a formal capacity.

ENDORSEMENT OF CANDIDATES
Council Members have the right to endorse candidates for all Council seats or other elected offices.

It is inappropriate to mention endorsements during Council meeting or other official City meetings.

LEGISLATIVE PROCESS
The City follows parliamentary procedure for the management of meetings using guidelines adopted by Resolution No. 2014-065 on October 7, 2014.

PUBLIC COMMENT ON AGENDA AND NON-AGENDA ITEMS
During a designated period of the agenda, the public may comment on any item of interest that is within the subject matter jurisdiction of the Council. As a general rule, a speaker will be limited to five minutes.

The City Manager will respond, as deemed appropriate, to comments related to items on the meeting's agenda. In compliance with the Brown Act, the City Council may not take action or discuss any item that does not appear on the Council meeting agenda. 7 PUBLIC INQUIRIES
City staff will prepare official letters in response to public inquires and concerns, as appropriate.

These letters will carry the signature of the Mayor unless the Mayor requests that another Council Member or City staff sign them. If correspondence is addressed only to one Council Member that Council Member should generally check with staff on the best way to respond to the sender. In the event a Council Member, as an elected representative, feels compelled to express an opinion a matter, it shall be with the express understanding and stated as such, that it is their personal opinion and does not many way represent that of the City Council. Nor, under any circumstances, should a Council Member state or attempt to represent the opinion of the City Council or of another Council Member.

Council Members may receive public inquires via email and may choose to respond directly v i a email . All such correspondence is considered a public record and should be treated as such. As with official letter responses to public inquires, to a Council Member feels compelled to express an opinion on a matter, it shall be with the express understanding, and stated as such, that it is a personal opinion and does not m any way represent that of the City Council.

PUBLIC HEARING MEETING PROTOCOL
The applicant or appellant shall have the right to speak first after staff presentation regarding the item being appealed. The Chair will determine the length of time allowed for this presentation.

Speakers representing either pro or con points of view will be allowed to follow. The Chair will determine and announce limits on speakers at the start of the public hearing process. Generally, each speaker will be allocated five minutes with applicants and appellants, or their designed representatives, allowed more time. If many speakers are anticipated, the Chair may shorten the time limit and/or ask speakers to limit themselves to new information and points of view not already covered by previous speakers. No speaker will be turned away unless he/she exhibits inappropriate behavior. Each speaker may only speak once during the public hearing unless the Council requests additional clarification later in the process. After the close of the public hearing, no more public testimony will be accepted unless the Chair reopens the public hearing for a limited and specific purpose.

The applicant or appellant will be allowed to make closing comments. The Chair has the responsibility to run an efficient public meeting and has the discretion to modify the public hearing process in order to make the meeting run smoothly and/or accommodate extenuating circumstances
Established protocol dictates that Council Members do not express opinions during the public hearing portion of the meeting except to ask pertinent questions of the speaker or staff. "I think" and "I feel" comments by Council Members are not appropriate until after the close of the public hearing.

To maintain proper public decorum it is important that Council Members refrain from arguing or debating with the public during a public hearing and always show respect for different points of view.

Main motions may be followed by amendments, followed by substitute motions. Any Council Member can call for a point of order. Only Council Members who voted on the prevailing side may make motions to reconsider. Council Members who desire to make the first motion on issues that they feel strongly about should discuss their intention with the Chair in advance of the Council meeting.
8 COUNCIL CONDUCT WITH ONE ANOTHER
Councils are composed of individuals with a wide variety of backgrounds, personalities, values, opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to preserve and protect the present and the future of the community. In all cases, this common goal respectfully acknowledge this potential diversity of opinion and viewpoint even as Council may "agree to disagree" on contentious issues.

IN PUBLIC MEETINGS
• Use of formal titles
The Council should generally refer to one another formally during public meetings as Mayor, Mayor Pro Tem or Council Member followed by the individual’s last name • Practice civility and decorum in discussions and debate Difficult questions, tough challenges to a particular point of view, and criticism of ideas and information are legitimate elements of a free democracy in action. This does not, however, grant the right for Council Members to make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments. No shouting or physical actions that could be construed as threatening and otherwise disruptive can be tolerated. Disruptive behavior, at the direction of the Council, can result in expulsion from the proceedings. • Honor the role of the Chair in maintaining order
It is the responsibility of the Chair to keep the comments of Council Members on track during public meetings. Council Members should honor efforts by the Chair to focus discussion on current agenda Items. If there is a disagreement about the agenda or the Chair's actions, those objections should be voiced politely and with reason, following procedures outlined in parliamentary procedures adopted on October 7, 2014. Differences of opinion of what constitutes appropriate versus inappropriate shall be resolved by consensus of the full Council at an appropriate time.
• Avoid personal comments that may offend other Council Members If a Council Member is personally offended by the remarks of another Council Member, the offended Council Member should make notes of the actual words used and call for a "point of personal privilege" that challenges the other Council Member to justify or apologize for the language used. The Chair will maintain control of the discussion. • Demonstrate effective problem-solving approaches
Council Members have a public stage to show how individuals with different points of view can find common ground and seek a compromise that benefits the community as a whole.

IN PRIVATE ENCOUNTERS
• Continue respectful behavior in private
The same level of respect and consideration in differing points of view that is deemed appropriate for public discussions should be maintained in private conversations. 9 Be aware that the insecurity of written notes, voicemail messages, and email technology allows wordswritten or said without much forethought to be distributed wide and far. It could create unpleasant consequences and cause embarrassment. Written notes, voicemail messages and email should betreatedas potentially “public”communicationand partof the publicrecord.
• Even private conversations can have a public presence Elected officials are always on display - their actions, mannerisms, and language are monitored by people around them that they may not know. Lunch table conversations will be eavesdropped upon, parking lot debates will be watched, and casual comments between individuals before and after public meetings noted. Council Members must behave at all times in a manner reflective of the trust placed in them by the public.

COUNCIL CONDUCT WITH CITY STAFF
Every effort should be made to be cooperative and show mutual respect for the contributions made by each individual for the good of the community. The City of Brea is a general law city governed by the council/manager form of government. The City Council, with the assistance of its advisory commissions and boards, makes policies and fundamental governmental decisions; the City Ma n ag er i s charged with implementing those policies and decisions and administering the day-to-day affairs of the City with the assistance of his/her staff. The City Council has direct authority over the City Manager and the City Attorney; all other employees of the City are under the direct authority of the City Manager. Following this hierarchy is important to the success of the basic structure and to maintaining positive and effective working relationships between the City Council and employees, and will prevent any confusion and/or inefficiency associated with potentially contradictory direction.
• Treat all staff as professionals
Clear, honest communication that respects the abilities, experience and dignity of each individual is expected. Poor behavior toward staff is improper, disrespectful and, as such, inappropriate and unacceptable.
• Limit contact to specific City staff
Questions of City staff and/or requests for additional information or services should be directed only to the City Manager. If, in the opinion of the City Manager the request makes sense and requires little staff time and/or resources, the City Manager can direct the appropriate department to fulfill therequest.
• Do not disrupt City staff from their Jobs
To maintain efficiency in daily activities, it is important that Council Members not disrupt City staff while they are in meetings, on the telephone, or engrossed in performing their job functions in order to have their individual needs met.
• Respect City staffs time
Given ongoing fiscal constraints and limited staff and Council time, individual Council Members 10 should minimize memos and maximize face-to-face interaction with other Council Members or staff.

In this respect, individual Council Members should schedule meeting with their counterparts, the City Manager, or department directors, depending on the issue to be discussed. As a matter of courtesy and mutual respect, Council Members and staff should keep their scheduled meetings or call in advance to cancel or reschedule.
• Requests for information
All Council Members will receive the same material and information to make legislative and other policy decisions and all requests for information should be made to the City Manager to ensure consistency.

If a Council Member requests research on an issue, staff shall provide such research if it does not require extensive time to research the issue. The City Manager shall determine if the research is "extensive" or not. If the issue is complex and requires extensive staff time, the request must be approved by the City Council.

If a Council Member needs to review a document maintained in the City's records system, upon request to the City Manager, staff will retrieve the requested document. The City Manager is legally responsible for the management and retention of City records, and only staff is authorized to retrieve information from the records system.

Because of the associated costs, individual Council Members shall not make direct contact to City or Agency consultants or outside legal counsel requesting information, research or service.

Any request should be directed to the City Manager for compliance.

Confidential private financial statements are not provided to individual Council Members or the Council as a whole without the concurrence of the City Attorney. • Never publicly criticize an individual employee
Council should never express concerns about the performance of a City employee in public, to the employee directly, or to the employee's manager. Comments about staff performance should only be made to the City Manager through private correspondence or conversation. • Do not get involved in administrative functions
To prevent raising concerns of misdeeds, or questionable motives, Council Members must not attempt to influence City staff on the making of appointments, awarding of contracts, selection of consultants, processing of development applications, or granting of City licenses and permits. • Check with City staff on correspondence before taking action To prevent conflicting statements or duplications, before sending correspondence,Council Members shall check with City staff to see if an official City response has already been sent or is in progress. Typically the Mayor, through consultation with staff, should respond to communications addressed to the entire Council. When it is unclear whether a correspondence is to an individual Council Member or the City Council as a whole, Council Members should consult with the Mayor or staff to determine the appropriate response. • Council Members are discouraged from attending public meetings with City staff unless requested by staff
11 Council Members correctly feel their presence at public meetings demonstrates an interested in the issue, however, it can also leave the public with an impression of the Council Member's position on the issue that may or may not be correct. Even if the Council Member does not say anything, the Council Member's presence can impact the meeting by implying support, showing partiality, intimidating staff, and hampering staff's ability to do their job objectively. This should be avoided because when the item does come before the City Council, Council Members' deliberative process may have produced a different outcome, which may be viewed as the Council Member misleading the public.

Staff will always provide the public with this explanation of why the City Council is not present at the meeting.
• Requests for additional staff support
Requests for additional staff support, even in high priority or emergency situations, should be made to the City Manager or Assistant City Manager, or designated representative who is responsible for allocating City resources in order to maintain a professional, well-run City government.
• Do not solicit political support from staff
Council Members should not solicit any type of political support (financial contributions, display of posters or lawn signs, name on support lists, etc.) from City staff. City staff may, as private citizens with constitutional rights, support political candidates, but all such activities must be conducted away from the workplace.

COUNCIL CONDUCT WITH THE PUBLIC

IN PUBLIC MEETINGS
Making the public feel welcome is an important part of the democratic process. No signs of partiality, prejudice or disrespect should be evident on the part of individual Council Members toward an individual participating m a public forum. Every effort should be made to be fair and impartial in listening to public testimony.
• Be welcoming to speakers and treat them with care and respect Remember that most people who address the Council are not professional speakers and are not accustomed to speaking in public, and even those that are may be intimidated by the situation.
• Be fair and equitable in allocating public hearing time to individual speakers Public hearings provide the opportunity for the public to provide comment and feedback to the Council on issues that are of importance to them, and sometimes these comments can cause the meeting to go much longer than anticipated. However, each member of the public who wishes to speak should be given equal consideration and attention, and not rushed. But each speaker is expected to stay within the allocated time. • Actively listen
Listening is a critically important skill. In the interest of courtesy and decorum, Council Members 12 should listen patiently to various opinions from all quarters. It can be disconcerting to speakers to have Council Members not look at them when they are speaking. It is fine to look down at documents or to make notes, but reading for a long period of time, or gazing around the room gives the appearance of disinterest and may unintentionally offend the speaker. As public official it’s important to be aware of facial expressions, especially those that could be interpreted as "smirking," disbelief, anger or boredom.
• Ask for clarification, but it's important to avoid debate and argument with the public Only the Chair - not individual Council Members - can interrupt a speaker during a presentation. However, a can ask the Chair for a point of order if the speaker is off the topic orexhibitingbehaviorlanguagetheCouncilMemberfindsdisturbing.

If speakers become flustered or defensive by Council questions, it is the responsibility of the Chair to calm and focus the speaker and to maintain the order and decorum of the meeting.

Questions by Council Members to members of the public testifying should seek to clarify or expand information. It is never appropriate for elected officials to belligerently challenge or belittle a speaker. Council Members personal opinions or inclinations about upcoming votes should not be revealed until after the public hearing is closed. • No personal attacks of any kind, are appropriate under any Circumstance Council Members should be aware that their body language and tone of voice may appear to be intimidating or aggressive to some speakers.
• Follow adopted parliamentary procedure in conducting public meetings The City Attorney serves as advisory parliamentarian for the City and is available to answer questions or interpret situations according to parliamentary procedures. Final rulings on parliamentary procedure are made by the Chair, subject to an appeal by the full Council.

IN UNOFFICIAL SETTINGS
• Make no promises on behalf of the Council
No individual Council Member has the authority to represent or make commitments on behalf of the City Council. Council Members will frequently be asked to explain a Council action or to give their opinion about an issue as they meet and talk with constituents in the community. It is appropriate to give a brief overview of City policy and to refer to City staff for further information. It is inappropriate to overtly or implicitly promise Council action, or to promise City staff will do something specific (fix a pothole, remove a street tree, plant new flowers in the median, etc.).
• Make no personal comments about other Council Members It is acceptable to publicly disagree about an Issue, but i t is unacceptable to make derogatory comments about other Council Members, their opinions and actions. Doing so may undermine confidence in and respect for the City Council as a body.

Remember that Brea is a small town at heart. Council Members are constantly being observed by the community every day that they serve in office. Their behaviors and comments serve as models for proper deportment in the City. Honesty and respect for the dignity of each individual 13 should be reflected in the words and actions taken by Council Members. It is a serious and continuous responsibility.

COUNCIL CONDUCT WITH OTHER PUBLIC AGENCIES
• Be clear about representing the City or personal interests If a Council Member appears before another governmental agency or organization to give a statement on an Issue, the Council Member must clearly state i f his/her statement reflects personal opinion or is the official stance of the City and whether this is the majority or minority opinion of the Council. If the Council Member is representing the City, the Council Member must support and advocate the official City position on an Issue, not a personal viewpoint. If the Council Member is representing another organization whose position is different from the City, the Council Member should withdraw from voting on the Issue If It significantly impacts or is detrimental to the City's interests.

Council Members should be clear about which organizations they represent and inform the Mayor and Council of their involvement.
• Correspondence also should be equally clear about representation City letterhead may be used when the Council Member is representing the City and the City's official position. A copy of the official correspondence should be given to the City Manager’s Executive Assistant to be filed in the Council Office as part of the permanent public record.

It is best that City letterhead not be used for correspondence of Council Members representing a personal point of view, or a dissenting point of view from an official Council position. However, should a Council Member use City letterhead to express a personal opinion, It must be clear to the reader that this is not the official City position.

COUNCIL CONDUCT WITH COMMISSIONS, COMMITTEES AND BOARDS The City has established commissions, committees and boards as a means of gathering more community input. Citizens who serve as such become more involved in government and serve as advisors to the City Council. They are a valuable resource to the City's leadership and should be treated with appreciation and respect.
• If attending a commission, committee or board meeting, be careful to only express individual personal opinions
Council Members may attend any commission, committee, or board meeting, which are always open to any member of the public. However, they should be sensitive to the way their participation, especially if it is on behalf of an individual, business or developer, could be viewed as unfairly affecting the process. Any public comments by a Council Member at a commission, committee or board meeting should be clearly made as individual opinion and not a representation of the feelings of the entire City Council. • Limit contact with commission, committee, or board members to questions of clarification It is inappropriate for a Council Member to contact a commission, committee, or board member to lobby on behalf of an individual, business, or developer. It is acceptable for Council Members 14 to contact commission, committee, or board members in order to clarify a position taken by the commission, committee, or board.
• Remember that commissions, committees, and boards serve the community, not individual Council Members
The City Council appoints individuals to serve on commissions, committees, and boards and it is the responsibility of these groups to follow policy established by the Council.

Bu
t commission, committee and board members do not report to individual Council Members, nor should Council Members feel they have the power or right to threaten members with removal if they disagree with them about an issue. Appointment and reappointment to a commission, committee, or board is governed by the Municipal Code and should be based on such criteria as expertise, ability to work with staff and the public, commitment to the community and to fulfilling official duties.
• Be respectful of diverse opinions
A primary role of commissions, committees, and boards is to represent many points of view in the community and to provide the Council with advice based on a full spectrum of concerns and perspectives. Council Members may have a closer working relationship with some individuals serving on commissions, committees and boards, but must be fair and respectful of all citizens serving on commissions, committees and boards. • Keep political support away from public forums
Commission, committee and board members may offer political support to a Council Member, but not in a public forum while conducting official duties. Conversely, Council Members may support commission, committee or board members who are running for office, but not in an official forum in their capacity as a Council Member.

COUNCIL CONDUCT WITH THE MEDIA
Council Members are frequently contacted by the media for background and quotes. • The Mayor and the City Manager shall determine the official spokesperson for the City's position on high-profile Issues
If an individual Council Member is contacted by the media, the Council Member should refer the media to the Mayor or the City Manager and refrain from making statements that would give the appearance of representing the City's position. • The City Manager or his/her designee shall be the City's spokesperson on routine media inquires
• Remember who you are
A Council Member must always be aware of his/her role as a policy maker in the organization, and the deference that is afforded you by the public because of your office.

Consequently, it is very important to remember not to speculate or venture outside your area of expertise. The public will rely on what they are told by an elected official. 15 • The best advice for dealing with the media is to never go "off the record" Most members of the media represent the highest levels of journalistic integrity and ethics, and can be trusted to keep their word. But one bad experience can be catastrophic. Words that are not said cannot be quoted.
• Never say "no comment"
This statement can easily be misconstrued. If a Council Member does not have the information available, it is best to say so and let the media know when the information will be available and then make certain to follow through.
• Do not be afraid to say "I don't know"
If a Council Member does not know the answer to a question, it is best to just say so, then find out. It is helpful to ask the media for their deadline and then get back to them on time. • Don't speculate; avoid hypothetical questions
A Council Member may choose to raise a case study hypothesis to illustrate a process, but should not be lured into speculating about what has not occurred. • Be positive, not defensive
• Choose words carefully and cautiously
Comments taken out of context can cause problems. Be especially cautious about humor, sardonic asides, sarcasm, or word play. It is never appropriate to use personal slurs or swear words when talking with the media.
• Avoid "never" and "always"
Opinions may change as additional information is revealed. Absolutes can come home to haunt! • Do not fill in the silences
Silences can be a tool used by the media to keep a Council Member talking in hopes of obtaining more information. The only thing that should be said to fill in a silence is the Council Member's own prepared key messages.
• Do not lose your composure
A Council Member may win the battle, but will always lose the war. • Do not argue with the media
Arguing with the media is a no-win situation. A Council Member who is calm and in good temper will also look like a sensible adult. That is a good image to convey. Keep in mind that editing has final control and an argument may be the only thing shown on the evening news. • Neverlie
It is better not to express an opinion than to fabricate a response that may not be entirely factual, and would tend to mislead the press.
16 SANCTIONS

PUBLIC DISRUPTION
Members of the public who do not follow proper conduct after a warning in a public hearing may be barred from further testimony at that meeting or removed from the Council Chambers.

INAPPROPRIATE STAFF BEHAVIOR
City staff members who do not follow proper conduct in their dealings with Council Members, other City staff, or the public will be referred to the City Manager. These employees may be disciplined by the City Manager m accordance w1th City policies and procedures.

COUNCIL MEMBERS BEHAVIOR AND CONDUCT
City Council Members who are alleged to be m violation of State or Fair Political Practices laws or guidelines should be referred to the appropriate agencies.

City Council Members who intentionally and repeatedly do not follow proper conduct as outlined in the City Council Protocols & Procedures may be reprimanded or formally censured by the Council, lose seniority or committee assignments (both within the City or with intergovernmental agencies) or have official travel restricted. Serious infractions of the City's Code of Ethics or Protocols & Procedures could lead to other sanctions as deemed appropriate by Council.

It is the responsibility of the individual Council Member to initiate action if a Council Members behavior may warrant sanction. The alleged violation(s) can be presented to the full Council m a public meeting. If violation of the Code of Ethics or Protocols & Procedures is outside of the behaviors observed by the Council, then subsequent investigation and potential sanctions should be reviewed and approved by the Council.
17 PRINCIPLES OF PROPER CONDUCT
PROPER CONDUCT IS...
• Keeping promises
• Being dependable
• Building a solid reputation
• Participating and being available
• Demonstrating patience
• Showing empathy
• Holding onto ethical principles under stress
• Listening attentively
• Studying thoroughly
• Keeping integrity intact
• Overcoming discouragement
• Going above and beyond, time and time again
• Modeling a professional manner

PROPER CONDUCT IS NOT
• Showing antagonism or hostility
• Deliberately lying or misleading
• Speaking recklessly
• Spreading rumors
• Stirring up bad feelings, divisiveness
• Acting in a self-righteous manner
18 IT ALL COMES DOWN TO RESPECT
• Respect for one another as individuals
• Respect for the validity of different opinions
• Respect for the democratic process
• Respect for the community that we serve
19 CHECKLIST FOR MONITORING CONDUCT
• Will my decision/statement/action violate the trust, rights or good will of others? • What are my interior motives and the spirit behind my actions? • If I have to justify my conduct in public tomorrow, will I do so with pride or shame? • How would my conduct be evaluated by people whose integrity and character I respect? • Even if my conduct is not illegal or unethical, is it done at someone else's painful expense? • Will it destroy their trust in me?
• Will it harm their reputation?
• Is my conduct fair? Just? Morally right?
• If I were on the receiving end of my conduct, would I approve and agree, or would I take offense?
• Does my conduct give others reason to trust or distrust me? • Am I willing to take an ethical stand when it is called for? • Am I willing to make my ethical beliefs public in a way that makes it clear what I stand for? • Do I exhibit the same conduct in my private life as I do in my public life? • Can I take legitimate pride in the way I conduct myself and the example I set? • Do I listen and understand the views of others?
• Do I question and confront different points of view in a constructive manner? • Do I work to resolve differences and come to mutual agreement? • Do I support others and show respect for their ideas? • Will my conduct cause public embarrassment to someone else? 20 GLOSSARY OF TERMS
Attitude The manner in which one shows one's dispositions, opinions, and feelings Behavior External appearance or action; manner of behaving; carriage of oneself Civility Politeness, consideration, courtesy
Conduct The way one acts; personal behavior politeness connected with kindness Courtesy Suitable; proper; good taste in behavior
Decorum A way of acting; a style, method, or form; the way m which things are done Manners An interruption of a meeting to question whether rules or bylaws are being broken, such as the speaker has strayed from the motion currently under consideration
Point of order A challenge to a speaker to defend or apologize for comments that a fellow Point of
personal
privilege
Council Member considers offensive
Propriety Conforming to acceptable standards of behavior Protocol The courtesies that are established as proper and correct 21 APPENDICES
Appendix 1 - City Council Policies (page 22)
Appendix 2 - Log of Revisions to City Council Protocols & Procedures (page 26)
22 APPENDIX 1

CITY COUNCIL POLICIES

1. Ceremonial Recognition Items Page 23-25
23 CITY COUNCIL POLICY

CEREMONIAL RECOGNITION ITEMS
Adopted: June 21, 2022
_______________________________________________________________________________________________________________ I. PURPOSE
The purpose of this policy is to identify the authority, criteria, and procedure for the recognition of individuals, groups, organizations, businesses, special periods of observance, or special occasions through the issuance of proclamations, commendations, certificates of recognition, and other recognition items. All proclamations, commendations, and certificates of recognition are ceremonial documents.

II. POLICY
It is the policy of the City of Brea (City) that requests for proclamations, commendations, or certificates of recognition shall be prepared in accordance with the adopted guidelines of this policy. In accordance with the City Council Code of Conduct, the Mayor shall be the official head of the City for all ceremonial purposes, or the Mayor may select a designee.

A. PROCLAMATIONS

1. Proclamations may be issued to honor or highlight a special period of observance (e.g., days, weeks, months), civic celebration, or recognition of a community, regional, state, or national occasion, and in accordance with the criteria specified below:
a. The primary purpose of a proclamation is to give special recognition to issues, actions, and/or programs of significance to the citizens of Brea.
b. Proclamations are issued to honor special periods of observance (e.g., days, weeks, or months), civic celebrations, or community, regional, state, or national occasions to cover issues that have widespread community interest.
c. Examples of proclamations include: Women’s History Month, Girl Scout Week, Arbor Day, etc.

B. COMMENDATIONS

1. Commendations are issued to honor individuals, groups, organizations, or businesses with a connection to the City for milestones or major achievements that have significant importance to the Brea community, such as:
a. Local sports teams or individual athletes for winning regional, state, and/or national titles;
24 b. Local schools or students for winning competitions, exhibitions, or championships at the state, national, and/or international level, or educators for receiving recognition at the regional, state, national, and/or international levels;
c. Brea businesses or organizations upon the commemoration of a milestone anniversary;
d. Community groups or organizations, upon the commemoration of a milestone anniversary, whose work has benefited the City and/or Brea residents;
e. Recognition of Brea residents on the occasion of their 100th birthday;
f. Visitors from Brea’s Sister Cities;
g. Outgoing Mayors, Council Members, Commissioners, and Committee Members;
h. Significant donors to the city;
i. Individuals, community groups, or organizations whose volunteer efforts and/or philanthropic works have benefitted the Brea community and/or Brea residents;
j. Boy Scouts of America - Eagle Scout Award Recipients; k. Girl Scouts of America - Silver or Gold Award Recipients; and l. Community Members who have conducted acts of heroism.

C. CERTIFICATES OF RECOGNITION

1. Certificates of recognition may be issued to individuals, groups, organizations, or businesses with a connection to the City for individual or group achievement, contributions to the Brea community, or commemorative events or occasions. Certificates of recognition shall be issued in accordance with the criteria specified below:

2. Certificates of recognition are used to acknowledge individual or group achievement, contributions to the community, or to recognize a commemorative event or occasion, such as:
a. Brea students for academic achievement at the local or regional level (e.g., school valedictorian, placement at regional competitions or exhibitions);
b. Local organizations or businesses for commemorative events or occasions in Brea (e.g., ribbon cutting ceremonies, grand opening ceremonies, etc.);
c. Individuals who have passed away that have made a significant contribution to the Brea Community. These are prepared when a City Council Meeting is adjourned in their memory;
d. Brea employees for conducting acts of heroism; or
e. Various community groups visiting the City of Brea.
25 D. NAMING FACILITIES
Naming facilities or components of facilities in recognition of the contributions of an individual, group or organization shall be the responsibility of the City.

E. PLAQUES

1. Outgoing Mayors and Commission Chairs receive a plaque upon the end of their term.

III. PROCEDURE
A. RECOGNITION REQUESTS

1. Proclamations and Commendations
a. Citizens may call or petition to have ceremonial documents prepared, or a Council Member may request one from the Mayor or the majority of the City Council.
b. Requests for recognition from members of the public are received and reviewed by the City Clerk’s Office and City Manager’s Office.

The City Clerk’s Office will work with the requester to gather information to produce the ceremonial documents. The City Manager’s Office shall coordinate the distribution and/or presentation of each item of recognition.
c. If a request for recognition does not fit into the aforementioned ceremonial document categories pursuant to this policy, the Mayor and City Manager will determine the appropriate form of recognition it should receive.

2. Certificates of Recognition
a. Certificates of recognition can be requested by any member of the City Council.

B. PRESENTATION OF CEREMONIAL ITEMS

1. Proclamations, commendations, and certificates of recognition can be given in person and presented at a pre-arranged City Council Meeting or official City-sponsored event; mailed out; or presented in-person at nonCity sponsored community events. 26 APPENDIX 2

LOG OF REVISIONS TO CITY COUNCIL PROTOCOLS &

PROCEDURES

DATE SECTION ACTION
October 2,
2018

COUNCIL

CONDUCT WITH

COMMISSIONS,

COMMITTEES

AND BOARDS
Removal of language:

Inappropriate behavior can lead to removal -
Inappropriate behavior by a commission, committee, or
board member should be noted to the Mayor, and the
Mayor should counsel the offending member. If
inappropriate behavior continues, the Mayor should bring the situation to the attention of the Council and the
individual may be subject to removal from the
commission, committee or board.

January 15,
2019

POLICIES AND

PROTOCOL

RELATED TO
CONDUCT –

AGENDA ITEMS
Revisions amended the procedures for City Council
to make agenda requests.

Removal of language:

Individual Council Members should submit requests,
preferably written, for agenda Items to the Mayor for
consideration. In the case of a dispute a Council
Member may, at a public meeting, request the support
of the majority of the Council to place an item on the
agenda.

Addition of language:

However, to ensure all Council Member views are
represented, study session agendas contain a section
titled “Council Member Reports/ Requests”. In addition
to their reports, this portion of the meeting allows any Council Member to request an agenda item for a future
meeting, and allows the City Council to have a short
discussion on the request (but not on the substance of
the item). Any request must include an explanation of the issue and the goal of the proposed Council discussion.

If at least one other Council Member indicates support
for the request at that time, then the item shall be placed on a future agenda. Upon support for the request, the
Council will provide direction to staff on information that is desired to be presented when the item is placed on a future agenda. Additionally, with the advice of the City 27 Manager and City Attorney, the Council will provide
direction to staff on the type of meeting (regular or
special) and the type of session (closed, study, or
general) at which the item will be considered. The Mayor and Mayor Pro Tem shall schedule the item no later than 45 days following the request, unless the Council
Member who requested the item consents to it being
placed on the agenda of a later meeting.

April 2,
2019

POLICIES AND

PROTOCOL

RELATED TO
CONDUCT –

AGENDA ITEMS
Revisions clarified that the Mayor and Mayor Pro
Tem, rather than the full Council, have the authority
to provide direction to staff on the type of meeting
and session at which Council-requested agenda
items will be considered.

Revisions also added an opportunity for City
Council to make agenda requests during General
Session.

Removal of language:

Additionally, with the advice of the City Manager and City Attorney, the Council will provide direction to staff on the type of meeting (regular or special) and the type of
session (closed, study or general) at which the item will be considered..

Addition of language:
…and general session agendas contain a section titled
“Council Requests.”
Additionally, with the advice of the City Manager and City Attorney, the Mayor and Mayor Pro Tem will determine
the type of meeting (regular or special) and the type of session (closed, study, or general) at which the item will be considered.

February
16, 2021

OVERVIEW OF

ROLES AND
RESPONSIBILITIES - MAYOR
Revisions clarified Mayor’s role in making internal
and external committee assignments.

Language revision:

Makes Council Member assignments nominations to
Council subcommittees applicable standing committees
and regional boards and committees through
consultation with other members. Appointment to such
standing committees and regional boards and
committees requires approval of the majority of Council.

These standing committees and regional boards and
committees are those that do not require appointment
28 through external agencies or organizations (such as
Orange County City Selection). Council Members who
are originally appointed to ad hoc committee shall
continue in their assignments. Ad hoc committee
assignments are not subject to change unless an
assigned Council Member resigns from the committee or
is no longer serving on the Council. Ad hoc committees
shall be created to support and further Council priorities.

When an ad hoc committee is created, the Council will
define the committee’s goals and the committee shall
provide periodic progress reports to Council. No ad hoc committee will be formed without Council approval.

June 21,
2022
TITLE Changed the title of the document from “City
Council Code of Conduct” to “City Council
Protocols & Procedures”.

June 21,
2022

OVERVIEW OF

ROLES AND
RESPONSIBILITIES – MAYOR
and MAYOR

PRO TEM
Revisions clarified the roles and responsibilities of
the Mayor and Mayor Pro Tem positions.

Mayor
Addition of language:

The Mayor is the Council’s team leader, therefore the
Mayor is elected by the Council based upon the
Council’s belief the Council Member elected has
demonstrated the skills and trust necessary to
effectively fulfill the responsibilities of the office defined below. As a result, the Mayor serves at the Council’s
pleasure, so it is not a rotational position.

The Mayor’s authority and responsibilities are:

Authority:
• The same as any other individual Council
member; no more.

Responsibilities:
• To work with the Mayor Pro Tem and City
Manager to fully support the Council’s approved
policies, protocols, and priorities that are
developed via a consensus-based process.
• To work with the Mayor Pro Tem and City
Manager to manage the Council’s Meeting
Agendas to further the Council’s policies and
priorities in an effective and productive manner.

Note: If the Mayor and MPT disagree about an
issue, the item will be placed on the Council’s
Study Session Agenda for the full Council to
determine how the item shall be discussed. The
City Manager may request an item be added to
the Council’s Study Session if necessary to
29 determine the full Council’s direction for the item. • To Chair the Council’s meetings in a professional
manner, fostering positive team relationships, and
facilitating constructive debate and discussion to
achieve Council consensus.
• To represent the Council in a professional manner
at public events that reflects positively upon the
City.

Removal of language:

Removed redundancies; no substantive changes.

Mayor Pro Tem
Addition of language:
• Serves in the Mayor’s absence.

Removal of language:

Removed redundancies; no substantive changes.

June 21,
2022
APPENDIX –

CITY COUNCIL

POLICIES
Added an additional Appendix (Appendix 1)
regarding City Council Policies. A policy on
Ceremonial Recognition Items was added under this
category.

City Council Roles and Norms
The team discussed the roles of the Mayor, City Council and City Manager, norms established in the 2016 workshop.

Roles
Mayor’s Roles

1. Largely ceremonial role; no more than one vote; no more authority than other Council Members

2. Facilitate effective meetings

3. Provide for even treatment of all City Council Members

4. City spokesperson; figurehead for events

5. Help each of us be heard, engaged

6. Control flow of discussion at meeting
Council’s Roles

1. Serve as policy makers, not day-to-day managers

2. Represent City, community

3. Be prepared and up to speed

4. Respond to community

5. Regional representation

6. Make clear when we respond as an individual, that we are not representing the City

7. When receiving email, forward to City Manager or Assistant City Manager (sometimes it’s better to talk to an individual sending an email, rather that forward it; check with Mayor or City Manager to see if Mayor or City Manager is already dealing with the issue)

8. Respect staff’s time constraints

9. Treat staff with respect

10. Authority only over two people: the City Manager and City Attorney City Manager’s Roles

1. Accountability to Council

2. Run day-to-day operations

3. Hire/fires staff

4. Implement Council policy and strategic plan

5. Ensure accountability o the organization

6. Provide a City presence

7. Let Council know when City Manager will be out of the office and who is in charge

8. Approval authority, but also share with Council what has been approved

9. Present himself to the community in manner that reflects Council (vote/goals) Norms
At the 2016 workshop, the Council, City Manager and Assistant City Manager identified several norms to enhance the Council’s and staff’s effectiveness in working together.

Norms

1. Show mutual respect

2. Trust each other

3. Assume good intent

4. Seek clarification

5. Focus on the issue, not the person

6. When debate is over and vote is taken, we move on

7. Focus on the “now”
Communications with staff: Acceptable to communicate for informational purpose to department heads, but not below, in addition to going to the City Manager for information.

The Council may not direct staff time. The City Manager may adjust a request based on the amount of time that would be required to gather the information. Council Members are to copy the City Manager on all emails to staff.