Los Alamitos City Council
August 17, 2026

debts, liabilities and obligations do not constitute debts, liabilities or obligations of any Members.

B. BOARD.

The Authority shall be administered by the Board of Directors (the “Board,” or the “Directors” and each a “Director”) of the California Foundation for Stronger Communities, a nonprofit public benefit corporation organized under the laws of the State of California (the “Foundation”), with each such Director serving in his or her individual capacity as a Director of the Board. The Board shall be the administering agency of this Agreement and, as such, shall be vested with the powers set forth herein, and shall administer this Agreement in accordance with the purposes and functions provided herein. The number of Directors, the appointment of Directors, alternates and successors, their respective terms of office, and all other provisions relating to the qualification and office of the Directors shall be as provided in the Articles and Bylaws of the Foundation, or by resolution of the Board adopted in accordance with the Bylaws of the Foundation.

All references in this Agreement to any Director shall be deemed to refer to and include the applicable alternate Director, if any, when so acting in place of a regularly appointed Director.

Directors may receive reasonable compensation for serving as such, and shall be entitled to reimbursement for any expenses actually incurred in connection with serving as a Director, if the Board shall determine that such expenses shall be reimbursed and there are unencumbered funds available for such purpose.

The Foundation may be removed as administering agent hereunder and replaced at any time by amendment of this Agreement approved as provided in Section 16; provided that a successor administering agent of this Agreement has been appointed and accepted its duties and responsibilities under this Agreement.

C. OFFICERS; DUTIES; OFFICIAL BONDS.

The officers of the Authority shall be the Chair, Vice-Chair, Secretary and Treasurer (defined below). The Board, in its capacity as administering agent of this Agreement, shall elect a Chair, a Vice-Chair, and a Secretary of the Authority from among Directors to serve until such officer is re-elected or a successor to such office is elected by the Board. The Board shall appoint one or more of its officers or employees to serve as treasurer, auditor, and controller of the Authority (the “Treasurer”) pursuant to Section 6505.6 of the Joint Exercise of Powers Act to serve until such officer is re-elected or a successor to such office is elected by the Board.

Subject to the applicable provisions of any resolution, indenture, trust agreement or other instrument or proceeding authorizing or securing Bonds (each such resolution, indenture, trust agreement, instrument and proceeding being herein referred to as an “Indenture”) providing for a trustee or other fiscal agent, and except as may otherwise be

specified by resolution of the Board, the Treasurer is designated as the depositary of the Authority to have custody of all money of the Authority, from whatever source derived and shall have the powers, duties and responsibilities specified in Sections 6505, 6505.5 and 6509.5 of the Joint Exercise of Powers Act.

The Treasurer of the Authority is designated as the public officer or person who has charge of, handles, or has access to any property of the Authority, and such officer shall file an official bond with the Secretary of the Authority in the amount specified by resolution of the Board but in no event less than $1,000.

The Board shall have the power to appoint such other officers and employees as it may deem necessary and to retain independent counsel, consultants and accountants.

The Board shall have the power, by resolution, to the extent permitted by the Joint Exercise of Power Act or any other applicable law, to delegate any of its functions to one or more of the Directors or officers, employees or agents of the Authority and to cause any of said Directors, officers, employees or agents to take any actions and execute any documents or instruments for and in the name and on behalf of the Board or the Authority.

D. MEETINGS OF THE BOARD.
(1) Ralph M. Brown Act.

All meetings of the Board, including, without limitation, regular, adjourned regular, special, and adjourned special meetings shall be called, noticed, held and conducted in accordance with the provisions of the Ralph M. Brown Act (commencing with Section 54950 of the Government Code of the State of California), or any successor legislation hereinafter enacted (the “Brown Act”).
(2) Regular Meetings.

The Board shall provide for its regular meetings; provided, however, it shall hold at least one regular meeting each year. The date, hour and place of the holding of the regular meetings shall be fixed by resolution of the Board. To the extent permitted by the Brown Act, such meetings may be held by telephone conference.
(3) Special Meetings.

Special meetings of the Board may be called in accordance with the provisions of Section 54956 of the Government Code of the State of California. To the extent permitted by the Brown Act, such meetings may be held by telephone conference.

(4) Minutes.

The Secretary of the Authority shall cause to be kept minutes of the regular, adjourned regular, special, and adjourned special meetings of the Board and shall, as soon as possible after each meeting, cause a copy of the minutes to be forwarded to each Director.
(5) Quorum.

A majority of the Board shall constitute a quorum for the transaction of business. No action may be taken by the Board except upon the affirmative vote of a majority of the Directors constituting a quorum, except that less than a quorum may adjourn a meeting to another time and place.

E. RULES AND REGULATIONS.

The Authority may adopt, from time to time, by resolution of the Board such rules and regulations for the conduct of its meetings and affairs as may be required.

Section 4. Powers.

The Authority shall have the power, in its own name, to exercise the common powers of the Members and to exercise all additional powers given to a joint powers entity under any of the laws of the State of California, including, but not limited to, the Joint Exercise of Powers Act, for any purpose authorized under this Agreement. Such powers shall include the common powers specified in this Agreement and may be exercised in the manner and according to the method provided in this Agreement. The Authority is hereby authorized to do all acts necessary for the exercise of such power, including, but not limited to, any of all of the following: to make and enter into contracts; to employ agents and employees; to acquire, construct, provide for maintenance and operation of, or maintain and operate, any buildings, works or improvements; to acquire, hold or dispose of property wherever located; to incur debts, liabilities or obligations; to receive gifts, contributions and donations of property, funds, services, and other forms of assistance from person, firms, corporations and any governmental entity; to sue and be sued in its own name; to make grants, loans or provide other financial assistance to governmental and nonprofit organizations (e.g., the Members or the Foundation) to accomplish any of its purposes; and generally to do any and all things necessary or convenient to accomplish its purposes.

Without limiting the generality of the foregoing, the Authority may issue or cause to be issued Bonds, and pledge any property or revenues as security to the extent permitted under the Joint Exercise of Powers Act, or any other applicable provision of law; provided, however, the Authority shall not issue Bonds with respect to any project located in the jurisdiction of one or more Members unless the governing body of any such Member, or its duly authorized representative, shall approve, conditionally or unconditionally, the project, including the issuance of Bonds therefor. Such approval may be evidenced by resolution, certificate, order, report or such other means of written approval of such project as may be selected by the Member (or its authorized representative) whose approval is required. No such approval shall be required in

connection with Bonds that refund Bonds previously issued by the Authority and approved by the governing board of a Member.

The manner in which the Authority shall exercise its powers and perform its duties is and shall be subject to the restrictions upon the manner in which a California general law city could exercise such powers and perform such duties. The manner in which the Authority shall exercise its powers and perform its duties shall not be subject to any restrictions applicable to the manner in which any other public agency could exercise such powers or perform such duties, whether such agency is a party to this Agreement or not.

Section 5. Fiscal Year.

For the purposes of this Agreement, the term “Fiscal Year” shall mean the fiscal year as established from time to time by resolution of the Board, being, at the date of this Agreement, the period from July 1 to and including the following June 30, except for the first Fiscal Year which shall be the period from the date of this Agreement to June 30, 2004.

Section 6. Disposition of Assets.

At the end of the term hereof or upon the earlier termination of this Agreement as set forth in Section 2, after payment of all expenses and liabilities of the Authority, all property of the Authority both real and personal shall automatically vest in the Members in the manner and amount determined by the Board in its sole discretion and shall thereafter remain the sole property of the Members; provided, however, that any surplus money on hand shall be returned in proportion to the contributions made by the Members.

Section 7. Bonds.

From time to time the Authority shall issue Bonds, in one or more series, for the purpose of exercising its powers and raising the funds necessary to carry out its purposes under this Agreement.

The services of bond counsel, financing consultants and other consultants and advisors working on the projects and/or their financing shall be used by the Authority. The expenses of the Board shall be paid from the proceeds of the Bonds or any other unencumbered funds of the Authority available for such purpose.

Section 8. Bonds Only Limited and Special Obligations of Authority.

The Bonds, together with the interest and premium, if any, thereon, shall not be deemed to constitute a debt of any Member or pledge of the faith and credit of the Members or the Authority.

The Bonds shall be only special obligations of the Authority, and the Authority shall under no circumstances be obligated to pay the Bonds except from revenues and other funds pledged therefor. Neither the Members nor the Authority shall be obligated to pay the principal of, premium, if any, or interest on the Bonds, or other costs incidental thereto, except from the revenues and funds pledged therefor, and neither the faith and credit nor the taxing power of the Members nor the faith and credit of the Authority shall be pledged to the payment of the

principal of, premium, if any, or interest on the Bonds nor shall the Members or the Authority in any manner be obligated to make any appropriation for such payment.

No covenant or agreement contained in any Bond or related document shall be deemed to be a covenant or agreement of any Director, or any officer, employee or agent of the Authority in his or her individual capacity and neither the Board of the Authority nor any Director or officer thereof executing the Bonds shall be liable personally on any Bond or be subject to any personal liability or accountability by reason of the issuance of any Bonds.

Section 9. Accounts and Reports.

All funds of the Authority shall be strictly accounted for. The Authority shall establish and maintain such funds and accounts as may be required by good accounting practice and by any provision of any Indenture (to the extent such duties are not assigned to a trustee of Bonds). The books and records of the Authority shall be open to inspection at all reasonable times by each Member.

The Treasurer of the Authority shall cause an independent audit to be made of the books of accounts and financial records of the Authority by a certified public accountant or public accountant in compliance with the provisions of Section 6505 of the Joint Exercise of Powers Act.

In each case the minimum requirements of the audit shall be those prescribed by the State Controller for special districts under Section 26909 of the Government Code of the State of California and shall conform to generally accepted auditing standards. When such an audit of accounts and records is made by a certified public accountant or public accountant, a report thereof shall be filed as a public record with each Member and also with the county auditor of each county in which a Member is located; provided, however, that to the extent permitted by law, the Authority may, instead of filing such report with each Member and such county auditor, elect to post such report as a public record electronically on a website designated by the Authority. Such report if made shall be filed within 12 months of the end of the Fiscal Year or Years under examination.

The Treasurer is hereby directed to report in writing on the first day of July, October, January, and April of each year to the Board and the Members which report shall describe the amount of money held by the Treasurer for the Authority, the amount of receipts since the last such report, and the amount paid out since the last such report (which may exclude amounts held by a trustee or other fiduciary in connection with any Bonds to the extent that such trustee or other fiduciary provided regular reports covering such amounts.) Any costs of the audit, including contracts with, or employment of, certified public accountants or public accountants in making an audit pursuant to this Section, shall be borne by the Authority and shall be a charge against any unencumbered funds of the Authority available for that purpose.

In any Fiscal Year the Board may, by resolution adopted by unanimous vote, replace the annual special audit with an audit covering a two-year period.

Section 10. Funds.

Subject to the applicable provisions of any Indenture, which may provide for a trustee or other fiduciary to receive, have custody of and disburse Authority funds, the Treasurer of the Authority shall receive, have the custody of and disburse Authority funds pursuant to the accounting procedures developed under Sections 3.C and 9, and shall make the disbursements required by this Agreement or otherwise necessary to carry out any of the provisions of purposes of this Agreement.

Section 11. Notices.

Notices and other communications hereunder to the Members shall be sufficient if delivered to the clerk of the governing body of each Member; provided, however, that to the extent permitted by law, the Authority may, provide notices and other communications and postings electronically (including, without limitation, through email or by posting to a website).

Section 12. Additional Members/Withdrawal of Members.

Qualifying public agencies may be added as parties to this Agreement and become Members upon: (1) the filing by such public agency with the Authority of an executed counterpart of this Agreement, together with a copy of the resolution of the governing body of such public agency approving this Agreement and the execution and delivery hereof; and (2) adoption of a resolution of the Board approving the addition of such public agency as a Member. Upon satisfaction of such conditions, the Board shall file such executed counterpart of this Agreement as an amendment hereto, effective upon such filing.

A Member may withdraw from this Agreement upon written notice to the Board; provided, however, that no such withdrawal shall result in the dissolution of the Authority so long as any Bonds remain outstanding. Any such withdrawal shall be effective only upon receipt of the notice of withdrawal by the Board which shall acknowledge receipt of such notice of withdrawal in writing and shall file such notice as an amendment to this Agreement effective upon such filing.

Section 13. Indemnification.

To the full extent permitted by law, the Board may authorize indemnification by the Authority of any person who is or was a Director or an officer, employee of other agent of the Authority, and who was or is a party or is threatened to be made a party to a proceeding by reason of the fact that such person is or was such a Director or an officer, employee or other agent of the Authority, against expenses, including attorneys fees, judgments, fines, settlements and other amounts actually and reasonably incurred in connection with such proceeding, if such person acted in good faith in a manner such person reasonably believed to be in the best interests of the Authority and, in the case of a criminal proceeding, had no reasonable cause to believe the conduct of such person was unlawful and, in the case of an action by or in the right of the Authority, acted with such care, including reasonable inquiry, as an ordinarily prudent person in a like position would use under similar circumstances.

Section 14. Contributions and Advances.

Contributions or advances of public funds and of the use of personnel, equipment or property may be made to the Authority by the Members for any of the purposes of this Agreement.

Payment of public funds may be made to defray the cost of any such contribution or advance. Any such advance may be made subject to repayment, and in such case shall be repaid, in the manner agreed upon by the Authority and the Member making such advance at the time of such advance.

It is mutually understood and agreed to that no Member has any obligation to make advances or contributions to the Authority to provide for the costs and expenses of administration of the Authority, even though any Member may do so. The Members understand and agree that a portion of the funds of the Authority that otherwise may be allocated or distributed to the Members may instead be used to make grants, loans or provide other financial assistance to governmental units and nonprofit organizations (e.g., the Foundation) to accomplish any of the governmental unit’s or nonprofit organization's purposes.

Section 15. Immunities.

All of the privileges and immunities from liabilities, exemptions from laws, ordinances and rules, and other benefits which apply to the activity of officers, agents or employees of Members when performing their respective functions within the territorial limits of their respective public agencies, shall apply to the same degree and extent to the Directors, officers, employees, agents or other representatives of the Authority while engaged in the performance of any of their functions or duties under the provisions of this Agreement.

Section 16. Amendments.

Except as provided in Section 12 above, this Agreement shall not be amended, modified, or altered, unless the negative consent of each of the Members is obtained. To obtain the negative consent of each of the Members, the following negative consent procedure shall be followed: (a) the Authority shall provide each Member with a notice at least sixty (60) days prior to the date such proposed amendment is to become effective explaining the nature of such proposed amendment and this negative consent procedure; (b) the Authority shall provide each Member who did not respond a reminder notice with a notice at least thirty (30) days prior to the date such proposed amendment is to become effective; and (c) if no Member objects to the proposed amendment in writing within sixty (60) days after the initial notice, the proposed amendment shall become effective with respect to all Members.

Section 17. Effectiveness.

This Agreement shall become effective and be in full force and effect and a legal, valid and binding obligation of each of the Members on the date that the Board shall have received from two of the Initial Members an executed counterpart of this Agreement, together with a certified copy of a resolution of the governing body of each such Initial Member approving this Agreement and the execution and delivery hereof.

Section 18. Partial Invalidity.

If any one or more of the terms, provisions, promises, covenants or conditions of this Agreement shall to any extent be adjudged invalid, unenforceable, void or voidable for any reason whatsoever by a court of competent jurisdiction, each and all of the remaining terms, provisions, promises, covenants and conditions of this Agreement shall not be affected thereby, and shall be valid and enforceable to the fullest extent permitted by law.

Section 19. Successors.

This Agreement shall be binding upon and shall inure to the benefit of the successors of the parties hereto. Except to the extent expressly provided herein, no Member may assign any right or obligation hereunder without the consent of the other Members.

Section 20. Miscellaneous.

This Agreement may be executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument.

The section headings herein are for convenience only and are not to be construed as modifying or governing the language in the section referred to.

Wherever in this Agreement any consent or approval is required, the same shall not be unreasonably withheld.

This Agreement shall be governed under the laws of the State of California.

This Agreement is the complete and exclusive statement of the agreement among the Members, which supercedes and merges all prior proposals, understandings, and other agreements, whether oral, written, or implied in conduct, between and among the Members relating to the subject matter of this Agreement.

IN WITNESS WHEREOF, the City of Los Alamitos has caused this Agreement to be executed and attested by its duly authorized representatives as of the 17th day of August 2026.

Member:

CITY OF LOS ALAMITOS
By:

Name: Tanya Doby
Title: Mayor
Date: __________________________
ATTEST:

By:

Name: Windmera Quintanar, MMC
Title: City Clerk
Date: __________________________
Approved as to form:

By
Name: Michael S. Daudt
Title: City Attorney
Date: __________________________

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: August 17, 2026 ITEM NUMBER: 12A
To: Mayor Tanya Doby & Members of the City Council
Presented By: Windmera Quintanar, City Clerk
Subject: Resolution No. 2026-29 - Communications Strategic Plan

SUMMARY
The proposed Communications Strategic Plan establishes a comprehensive, coordinated, and data-informed framework for how the City of Los Alamitos communicates with residents, businesses, and stakeholders. The plan outlines the City’s communication priorities, channels, audiences, and strategies to improve clarity, accessibility, transparency, and engagement across all platforms. Adoption of this plan will support consistent messaging, strengthen public trust, and align communication efforts with organizational goals and community expectations.

RECOMMENDATION
Adopt Resolution No. 2026-29, entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS, CALIFORNIA, ADOPTING THE CITY OF LOS ALAMITOS’ COMMUNICATIONS STRATEGIC PLAN".

BACKGROUND
Effective communication is critical in establishing public trust, ensuring transparency, and delivering high-quality public services. As the City of Los Alamitos has continued to grow, we have shared as much information as possible across multiple platforms to keep our community informed. This has resulted in our communication efforts becoming broad and saturated, and we now aim to streamline our messaging and ensure we are using the right platforms for the right audiences and the right types of information.

In June 2026, the City conducted a Citywide Community Survey that identified the public’s desire for more accessible, timely, inclusive, and easy-to-understand communication. This input, combined with internal assessment and industry best practices, helped shape the proposed Communications Strategic Plan.

The plan aligns with the City’s mission, vision, and strategic priorities and serves as a guide for both internal and external communication expectations. Once adopted, staff will begin establishing internal producers and workflows to ensure consistency, compliance, and efficiency across departments.

DISCUSSION
The Communications Strategic Plan is designed to strengthen how the City connects with its diverse audiences by ensuring all communication is intentional, audience-focused, and aligned

with City priorities. The plan recognizes that the community is made up of distinct groups— including seniors, families, youth, new residents, businesses, and community organizations— each requiring tailored messaging and channel strategies. Below is a summary of the key components of the Communications Strategic Plan.

Key Strategic Goals
The plan establishes the following core communication goals:
• Improve clarity and consistency in messaging.
• Strengthen engagement with priority audiences through targeted content. • Expand the City’s digital communication reach while maintaining accessibility for non-digital users.
• Enhance transparency and trust through proactive and timely updates. • Support community awareness of programs, initiatives, projects, and City Council actions. • Protect and promote the City’s brand and identity.
• Enhance readiness for crisis and emergency communications.

Communication Channels
The plan outlines all City communication platforms and their intended uses, including:
• Social Media: Facebook, Instagram, LinkedIn, YouTube
• Digital Platforms: City website, MyLosAl app, weekly E-Newsletter • Print: Los Al Loop, public hearing notices, flyers/doorhangers, recreation guide • Broadcast: Local TV Channel 3, Local Stage programming • Video Communications: Mayor’s Minute, Business Spotlight, Los Al Local Spotlight • In-Person: City events, phone/email communication with staff Each channel serves a distinct purpose—from general awareness to targeted outreach—and the plan provides guidance on when and how to use each platform effectively.

Department-Specific Communication Needs
The Communications Division will serve as the centralized resource for all City departments by:
• Coordinating messaging and ensuring alignment with City branding. • Translating complex or technical information into understandable formats. • Assisting with outreach related to construction projects, service changes, crises, and major initiatives.
• Tracking communication requests to improve service delivery and internal coordination.

Audience Identification and Targeting
The plan identifies key community audiences and outlines tailored strategies to ensure accessible and meaningful communication with:
• Seniors
• Families
• New Residents
• Younger Generations

• Businesses and Community Organizations
Future phases of implementation also include expanding audience profiles to encompass developers, regional partners, nonprofits, JFTB personnel, sports organizations, and civic associations.

Measuring Success
A robust performance-tracking framework is included, with metrics such as:
• Website visitors and social media impressions
• Engagement actions (likes, shares, video views, email open rates) • Public participation in meetings, surveys, and events • Resident feedback
• Media coverage analysis
• Internal communication consistency
• Benchmarks comparing previous years and similar-sized cities The City will prepare bi-annual performance reports and adjust communication strategies based on data.

Implementation Plan
The plan includes a detailed, time-bound implementation schedule.

FISCAL IMPACT
None.

Attachment: 1. Resolution No. 2026-29 - Communication Strategic Plan

2. Exhibit A - Communications Strategic Plan

RESOLUTION NO. 2026-29

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS

ALAMITOS, CALIFORNIA, ADOPTING THE CITY OF LOS
ALAMITOS’ 2026 COMMUNICATIONS STRATEGIC PLAN
WHEREAS, the Communications Strategic Plan is to ensure trust, transparency, service delivery and responsiveness to the community needs, and; WHEREAS, the Communication Strategic Plan is essential to public trust, transparency, and service delivery, and;
WHEREAS, the Communication Strategic Plan establishes a coordinated framework for how the city shares information, engages residents and stakeholders, and communicates consistently across departments and platforms, and; WHEREAS, the Communication Strategic Plan is designed to align communication efforts with City’s Strategic priorities, support informed decision-making, and ensure timely, accurate, and accessible information reaches the community. It serves as a guide for City leadership, staff, and partners in communicating clearly, professionally, and proactively.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS DOES RESOLVE AS FOLLOWS:

SECTION 1. The City Council of the City of Los Alamitos, California, hereby adopts and approves the City of Los Alamitos’ Communication Strategic Plan, which is attached hereto as Exhibit “A”.

SECTION 2. The City Manager hereby authorized to execute any amendments thereto, as may be required.

SECTION 3. The City Clerk shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 17th day of August, 2026. _______________________________
Tanya Doby, Mayor
ATTEST:
___________________________
Windmera Quintanar, MMC, City Clerk

CC RESO 2026-29

APPROVED AS TO FORM:
_________________________
Michael S. Daudt, City Attorney

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss

CITY OF LOS ALAMITOS )
I, Windmera Quintanar, MMC, City Clerk of the City of Los Alamitos, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 17th day of August 2026 by the following vote, to wit:
________________________________________
Windmera Quintanar , MMC, City Clerk

CCOOMMMMUUNNIICCAATTIIOONNSS

SSTTRRAATTEEGGIICC
PLAN

COMMUNICATIONS

STRATEGIC
PLAN
22002266
3191 Katella Ave, Los Alamitos CA 90720
562.431.3538
[email protected]
www.cityoflosalamitos.org

CCIITTYY OOFF LLOOSS AALLAAMMIITTOOSS

1 TABLE OF CONTENTS
Table of Contents.........................................................1 Executive Summary.....................................................2 City History ..................................................................3 Mission, Values, and Goals...........................................4 City Seal: Branding.......................................................5 Strategic Communication............................................6 Core Message...............................................................7 Community Input..........................................................8 Communication Efforts................................................9 Improve Community Engagement..............................10 Produce High Quality Products...................................11 Department Communication Needs...........................12 Identify Key Audiences...............................................13 City Communications..................................................14 Measuring Progress & Success..................................17 Implementation Plan...................................................19 Conclusion...................................................................21

2 This Communication Strategic Plan outlines a coordinated approach to strengthening how the organization connects with its diverse audiences, builds trust, and delivers clear, consistent, and accessible information across all platforms. The goal is to ensure that all communications are intentional, audience-focused, and aligned with organizational priorities.

At the core of this plan is the recognition that our community is not one uniform audience, but a mix of distinct groups with different needs, preferences, and levels of engagement.

Key audiences include seniors, families, new residents, young professionals, and youth, as well as local businesses and broader community stakeholders. Each group requires tailored messaging and channel strategies to ensure information is relevant, timely, and easy to access.

The plan focuses on improving both reach and engagement through a multi-channel approach that includes social media platforms (Facebook, Instagram, LinkedIn, and YouTube), email newsletters, the City website, and in-person and print communications where appropriate. Each channel plays a specific role in the communications ecosystem, from broad awareness-building to targeted updates and community engagement.

Key goals of the strategy include:

Increasing clarity and consistency in messaging across all platforms Strengthening engagement with priority audiences through tailored content Expanding digital reach while maintaining accessibility for non-digital users Enhancing transparency and trust through proactive, timely communication Supporting community awareness of programs, services, and initiatives Support Emergency and Crisis Communication Readiness
Protect and promote the City’s brand and identity
This plan also emphasizes the importance of two-way communication, encouraging feedback, participation, and dialogue between the organization and the community. By leveraging data, audience insights, and performance tracking, communications will be continuously refined to improve effectiveness and impact.

Ultimately, this strategy positions communications as a central driver of community connection, engagement, and awareness, ensuring that residents and stakeholders are informed, included, and empowered.

EXECUTIVE SUMMARY

On March 1, 1960, the township of Los Alamitos
became a chartered city. The city of Little
Cottonwoods was affectionately described as “A
Jewel of a City.” The City’s seal, designed by longtime resident William A. Daniels, captures the ancestry of
the region. The official flower, the Daisy, reflects the importance of our City’s youth since it was nominated
by a young boy because it was his mother’s favorite
flower. Still embracing its small-town ambiance, the
City offers excellent recreational and park facilities, a stellar Police Department, and an enthusiastic
Administrative Staff. With its outstanding schools,
friendly neighborhoods and strategic location as the
crossroads of two major freeways, Los Alamitos
keeps its roots in history and its future vested in the those who cherish this special community.

CITY HISTORY
3

4 MISSION, VISION, AND VALUES
The fundamental components of the City’s Communication Strategic Plan is consistent with the following adopted mission, vision, values, strategic priorities, and goals.

5 CITY SEAL: BRANDING
Current City Seal:

Retired Seal Colors:

The City of Los Alamitos’ official seal was designed by longtime resident William A. Daniels following the city’s incorporation on March 1, 1960. It captures the area’s history, featuring a cottonwood tree (symbolizing “Los Alamitos” or “The Cottonwoods”), with Spanish and Mexican flags representing the region’s and ancestry.

6 Effective communication is essential to public trust, transparency, and service delivery. The City of Los Alamitos’ Communications Strategic Plan establishes a coordinated framework for how the City shares information, engages residents and stakeholders, and communicates consistently across departments and platforms.

This plan is designed to align communication efforts with the City’s strategic priorities, support informed decision-making, and ensure timely, accurate, and accessible information reaches the community. It serves as a guide for City leadership, staff, and partners in communicating clearly, professionally, and proactively.

The Communication Strategic Plan outlines key goals, target audiences, core message, communication channels, and implementation strategies. It also emphasizes consistency in messaging, ethical and professional standards, and responsiveness to community needs.

STRATEGIC COMMUNICATION

7 The Communications Division provides leadership, marketing, and creative support to inform Los Alamitos residents, businesses, visitors, and stakeholders. Communication efforts include digital and print publications, the City website, social media platforms, the MyLosAl app, and community outreach. These tools are used to ensure information is accessible, consistent, and aligned across all channels.

The Communications Division plays a key role in supporting City programs, projects, and initiatives by promoting transparency, encouraging public participation, and reinforcing public trust. These efforts help convey progress toward goals while improving the overall success of City services and events.

Aligning public information, messaging, and outreach efforts with the City’s strategic priorities, vision, and goals.

Communicating clear and consistent messages through appropriate channels to targeted audiences.

Using technology and cross-platform communication tools to promote City services, programs, and initiatives.

Strengthening the Los Alamitos brand and fostering positive relationships with local media and community partners.

Developing internal communication practices.

Identifying opportunities for services and process improvements.

CORE MESSAGE

8 COMMUNITY INPUT
In June 2026, the City conducted a Citywide Community
Survey, which highlighted a clear community desire for
more accessible, timely, and inclusive communication.

9 1.Produce clear communication that explains City issues, goals, and priorities in a practical and understandable way.

2.Continue to effectively use the City website, social media platforms, and digital tools to inform, educate, and engage the community.

3.Enhance public understanding of capital projects and financial decisions by demonstrating how tax dollars are used.

4.Manage City communications to ensure accuracy, consistency, and alignment across departments.

5.Identify and proactively address internal and external communication needs.

6.Proactively engage local and regional media, generate positive coverage, and promptly address inaccuracies or misconceptions.

7.Share timely information and appropriate context related to incidents, emergencies, and significant events.

8.Regularly publish engaging and relevant content related to City services, projects, and programs.

9.Consistently communicate milestones, progress updates, and outcomes tied to the City’s strategic goals, priorities, and initiatives.

10.Develop targeted collaborative efforts with community partners, neighboring municipalities, emergency management agencies, and the Los Alamitos Unified School District.

COMMUNICATION EFFORTS
Support the City’s mission, values, vision, and priorities through informational campaigns.

Create concise messaging for crisis communications, community issues, and hot topics.

Strengthen leadership reputation in local issues.

OUR APPROACH:

OBJECTIVES:

10 Build trust through open, transparent, and two-way communication.

Strengthen relationships between the City and the community.

Create a shared sense of community identity and civic pride.

IMPROVE COMMUNITY ENGAGEMENT

1.Expand opportunities for two-way communication by promoting public meetings, workshops, and community engagement
opportunities.

2.Clearly communicate how residents can provide input on City projects, policies, and initiatives.

3.Use digital engagement tools, including social media, online surveys, mobile apps, and the City website, to reach a broader and more diverse audience.

4.Provide timely, easy-to-understand summaries of City Council actions, decisions, and outcomes.

5.Increase visibility of neighborhood-level projects and issues to help residents understand how City initiatives affect their daily lives.

6.Strengthen partnerships with neighborhood associations and community organizations to improve outreach and information sharing.

7.Promote events, programs, and volunteer opportunities that encourage participation and community pride.

8.Improve accessibility to information by offering clear explanations, visuals, and resources that help residents engage.

9.Respond effectively to public inquiries, comments, and concerns across all platforms.

OUR APPROACH:

OBJECTIVES:

11 1.Improve the effectiveness of communication tools, including the City website, social media platforms, email, and print material.

2.Ensure communication campaigns reflect the City’s vision, strategic goals, and key community priorities.

3.Continually enhance the quality and consistency of content published on the City website and social media.

4.Expand video content to explain City initiatives, highlight services, and share community stories.

5.Use digital platforms to distribute content and track engagement to inform future communication efforts.

6.Increase the use of photography and video to showcase Los Alamitos’ quality of life, assets, and events.

7.Identify cost-effective approaches to design and production.

8.Plan and support strategic communication and outreach efforts for City events, initiatives, and campaigns.

9.Identify target audience, define desired outcomes, and create clear, consistent messages.

10.Produce written, digital and video content as needed to support City departments.

PRODUCE HIGH-QUALITY PRODUCTS
Develop high-quality print and digital communications, including newsletters, flyers, graphics, reports, and web content.

Capture attention through design, writing, graphics, photography, and video.

Promote City events, programs, and initiatives to ensure consistent, professional communication.

OUR APPROACH:

OBJECTIVES:

1.Meet with departments to identify upcoming communication needs and priorities.

2.Provide guidance on messaging, timing, and appropriate communication channels.

3.Develop communication plans for major projects, initiatives, and service changes.

4.Coordinate interdepartmental communication to ensure consistent and timely messaging.

5.Ensure departmental communications align with City branding, style, and accessibility standards.

6.Assist with public outreach related to construction projects, service disruptions, and community impacts.

7.Support crisis and emergency communication in coordination with affected departments.

8.Track communication requests and outcomes to improve efficiency and service delivery.
12 DEPARTMENT COMMUNICATION NEEDS
Serve as a centralized communication resource to support departments.

Coordinate messaging to ensure accuracy and alignment with City policies.

Translate technical information into clear, easy-to-read, and understandable communication.

OUR APPROACH:

OBJECTIVES:

13 IDENTIFY KEY AUDIENCES
Seniors: Provide clear, timely information through trusted and accessible channels, ensuring older residents remain informed about programs, services, events, and community updates.

Families: Share information that supports family life, including recreational opportunities, community services, public safety updates, and local events.

New Residents: Welcome and orient new community members by providing essential information about local services, resources, programs, and opportunities for involvement.

Younger Generations: Engage youth and young adults through modern communication platforms and interactive content that encourages participation, feedback, and community
connection.

Businesses and Community Organizations: Foster
partnerships by keeping stakeholders informed about
initiatives, opportunities, and community developments.

OUR APPROACH:

A primary goal of this communication plan is to identify and effectively engage the diverse audiences that make up our community. Understanding the unique needs, preferences, and communication habits of each group will help ensure that information is accessible, relevant, and meaningful.

Through audience-focused communication strategies, the
organization aims to increase awareness, strengthen community engagement, improve transparency, and ensure that all residents have access to the information they need to participate fully in community life.

14 Phone Call: City Staff - Residents can call City departments directly to ask questions, request services, or get information about programs, events, and City services.

E-Mail City Staff - A direct way for residents to ask questions and receive timely responses from City staff about programs, resources, services, and community events.

City Events - Los Alamitos hosts a variety of ongoing seasonal gatherings for our residents and community.

CITY COMMUNICATIONS
IN-PERSON:

SOCIAL MEDIA:

Facebook - A social media platform that enables users to connect with community groups, businesses, and organizations through posts, photos, videos etc. It targets families, local residents and older demographics.

Instagram - Instagram targets younger professionals, students, families, and community members. It is a platform that uses storytelling, showcasing experiences, and promoting events to engage audiences.

LinkedIn - A professional networking platform used for sharing industry insights, career updates, job opportunities, and organizational news. It focuses on job seekers, working professionals, business leaders, and other organzations.

You Tube - A highly diverse video-sharing platform where users can watch and share long and short-form videos. It’s a library of visual information and storytelling.

15 CITY COMMUNICATIONS CONT.

PRINT:

Los Al Loop*- Monthly printed newsletter and available online that is delivered directly to every resident in Los Alamitos. A key initiative designed to keep residents informed and engaged with City affairs. This newsletter offers an exclusive inside look at major events from City Council meetings, to updates on important City projects.

Public Hearing Notices*- A formal, legal notice announcement informing the community about an upcoming government or regulatory proceeding to ensure transparency and to give citizens, property owners, and interested parties the opportunity to voice their opinions before a major decision is made. These are published in the paper, posted online, and /or distributed via flyers and doorhangers.

Street Banners - The City displays community event banners on street light poles and larger event banners at local parks and the civic center.

Flyers and Doorhangers - Printed and distributed to highlight special initiatives in the area and canvass residents in the Los Alamitos neighborhood areas.

Press Releases* - Press releases are used to share official news and important updates with the community and media. These announcements provide timely information about City services, events, public safety, and other key topics.

Sugar Beats* - A business-focused communication channel designed to share timely updates, industry information, local economic developments, and opportunities relevant to the business community. It serves as a direct and reliable source of information for stakeholders who want deeper insight into business conditions and initiatives.

Recreation Activities Guide*-Offers families a variety of classes, day camps, and seasonal events through a printed and digital brochure. *Also available online

City Website - The City website is the official online hub for municipal information, services, and resources. It provides residents, businesses, and visitors with access to City news, public notices, department contacts, permits, utility services, meeting agendas, and community updates. It serves as a primary source for accurate, up-todate City information and online service delivery.

My Los Al App - Residents can use the My Los Al App to apply for permits, report a City issue, obtain a business license, and much more.

E-Newsletter - Produced weekly and delivered by email to all of the local community, the City’s E-Newsletter shares events, activities, Public Works improvement projects, business spotlights, Human Resources employment opportunities, City initatives, and other important news.

Local Stage - A local cable channel program, Los Al TV-3, featuring community leaders, local business interviews, and community services for all residents.

Local TV Cable Channel 3 - The City of Los Alamitos broadcasts on local cable TV channel 3. Programming runs 24 hours a day and includes City Council meetings, community messages, news updates, and City event highlights. 16 CITY COMMUNICATIONS CONT.

ONLINE & VIDEO:

Mayor’s Minute - Short, recurring video segment hosted by the Mayor to keep the local community informed about upcoming events, infrastructure projects, and much more.

Mayor’s Business Spotlight - A free monthly initiative designed to highlight and support outstanding local small businesses.

Los Al Local Spotlight - This recording highlights ongoing City projects, public services, upcoming events, economic development efforts, infrastructure improvements, and other necessary information. It serves as an informative overview for the community.

17 1.Track Audience Reach
Measure how many people receive or see messages.

Metrics include:

Website visitors
Social media impressions
Email distribution
Print circulation

2.Local Media Reach
Measure Engagement
Evaluate how residents interact with communications.

Metrics include:

Likes, comments, shares
Email open and click-through rates
Video views
Website time on page
QR code scans

3. Monitor Community Participation
Determine whether communications lead to action.

Metrics include:

Public meeting attendance
Survey participation
Volunteer sign-ups
Program registrations
Event attendance

4.Collect Resident Feedback
Gather both quantitative and qualitative feedback.

Metrics include:

Community surveys
Focus groups
Online feedback forms
Customer service interactions
Public comment sessions

MEASURING PROGRESS & SUCCESS
Measuring communication performance is essential to understand what is working, identify areas for improvement, and ensure alignment with the City of Los Alamitos’ Strategic Goals. Tracking key metrics and milestones allows the City to evaluate the effectiveness of communication efforts, make informed data-driven decisions, and improve how information is shared with the community.

OUR APPROACH:

18 MEASURING PROGRESS & SUCCESS

5.Analyze Media Coverage
Review how the City is represented in local and regional media.

Metrics include:

Number of media stories
Positive, neutral, and negative coverage
Share of voice
Accuracy of reporting

6.Review Internal Communication Performance
Ensure City employees receive and understand important information.

Metrics include:

Employee newsletter engagement
Staff survey results
Attendance at internal meetings
Department communication consistency

7.Compare Results to Benchmarks
Review performance metrics bi-annually.

Metrics include:

Previous years
Similar-sized cities
Industry standards
Original communication goals

8.Report Results and Adjust the Strategy
Create bi-annual performance reports for City leadership.

Metrics include:

Key accomplishments
Areas needing improvement
Emerging communication trends
Recommendations for the next reporting period

19 Strategic Area What this Means Key Actions Benchmark Timeline Branding & Visual
Identity
Establish one consistent City identity across
departments and communication channels
through shared tone, messaging,
typography, colors, and visual elements.

Develop Citywide brand/style
guide; approved templates;
department resources.

Citywide standards
adopted and
implemented.
0–3 mo.:

Audit existing materials
6 mo.: Draft & approve standards
1 yr.: Full implementation
Crisis & Emergency
Communications
Provide timely, accurate,
coordinated information during
emergencies through clearly defined roles,
approval processes, spokespersons, and
communication channels.

Establish crisis protocol;
identify spokespersons;
create templates; establish
backup communication
methods.

Protocol adopted;
templates
prepared; annual
exercise completed.
0–3 mo.:

Assess current protocol
6 mo.: Adopt protocol/templates
1 yr.: Conduct exercise & update
Internal
Communications
Strengthen communication across
the organization to support operational
excellence, staff awareness, and
unified messaging.

Establish communication
expectations; staff updates;
department liaison roles;
internal
information-sharing
methods.

Defined internal
communication
structure and regular
staff updates.
0–3 mo.:

Identify needs
6 mo.: Launch framework
1 yr.: Evaluate effectiveness
Staffing, Roles &
Resources
Define the people,
responsibilities, and resources needed to
implement the Communications
Strategic Plan.

Identify Communications
Division
responsibilities; department
support roles; staffing and
resource needs.

Roles formally
assigned; annual
resource assessment.
0–3 mo.:

Define roles
6 mo.: Address resource gaps
1 yr.: Review staffing/resources
Department
Communication Plans
Give departments a consistent
framework for planning project-specific
communications.

Develop communicationplan
templates; train
departments; incorporate
into project planning.
100% of major projects
use communication
plans.
0–3 mo.:

Develop template
6 mo.: Pilot with departments
1 yr.: Full adoption
Measurable & TimeBound Goals
Ensure communication initiatives
have clear, measurable outcomes and
deadlines.

Establish SMART goals;
identify
indicators; assign timelines
and responsible parties.

Goals include
measurable
indicators and
deadlines.
0–3 mo.:

Define measures
6 mo.: Establish department goals
1 yr.: First performance review
Evaluation
Benchmarks &
Targets
Establish baseline data and annual
targets to measure communication
performance and improvement.

Develop baseline measures;
establish annual targets;
compare results year-overyear and with peers.

Annual
communications
performance
report.
0–3 mo.:

Identify data
6 mo.: Establish baseline
1 yr.: First annual report
Content Strategy &
Calendar
Coordinate City messaging around
priority topics, seasonal needs, events, and
campaigns.

Develop annual content
calendar;
identify themes; coordinate
departmental schedules.

Annual calendar
maintained and
reviewed quarterly.
0–3 mo.:

Develop framework
6 mo.: Launch calendar
1 yr.: Evaluate & refine

IMPLEMENTATION PLAN

20 Strategic Area What this Means Key Actions Benchmark Timeline Accessibility &
Inclusion
Ensure communications are
accessible, understandable, inclusive, and
equitable.

Apply ADA digital standards; plain
language; multilingual
communication; accessible design.

Accessibility standards
incorporated across
primary channels.
0–3 mo.:

Assess gaps
6 mo.: Implement standards
1 yr.: Accessibility review
Expanded Audience
Definitions
Broaden audience profiles to
reflect the full range of City stakeholders.

Develop profiles for developers,
regional agencies, nonprofits,
JFTB personnel, sports
organizations,
faith-based groups, civic
associations, and others.

Audience profiles
incorporated
into communication
planning.
0–3 mo.:

Identify audiences
6 mo.: Develop profiles
1 yr.: Integrate into plans
Channel Prioritization
Establish guidance for selecting
communication channels based on
audience, reach, urgency, and accessibility.

Define primary/secondary
channels;
establish channel-use guidelines.

Channel guidelines
adopted and
consistently applied.
0–3 mo.:

Audit channels
6 mo.: Adopt guidelines
1 yr.: Evaluate channel
performance
Message Approval
Workflow
Create a consistent process for
reviewing sensitive or high-visibility
communications while maintaining
timely information flow.

Establish approval steps; define
spokesperson roles; coordinate
departmental messaging.

Workflow documented
and
responsibilities assigned.
0–3 mo.:

Map current process
6 mo.: Adopt workflow
1 yr.: Review and refine
Community Input
Integration
Use community feedback to improve
communications, identify information
needs, and strengthen engagement.

Conduct surveys, focus groups,
online engagement, and forums;
summarize findings.

Feedback regularly
incorporated
into strategy updates.
0–3 mo.:

Establish feedback tools
6 mo.: First engagement cycle
1 yr.: Annual findings report
Digital Governance &
Data
Policy
Establish standards for privacy,
public records, cybersecurity, moderation,
and data retention.

Develop governance guidelines;
establish moderation and records
practices; address cybersecurity
and data
management.

Citywide digital
governance
standards adopted.
0–3 mo.:

Assess policies
6 mo.: Draft/adopt standards
1 yr.: Compliance review
Training & Capacity
Building
Build staff confidence and
consistency through ongoing
communication and digital training.

Training in public communication,
social media, accessibility, crisis
communications, plain language,
and City
standards.

Annual training program
established;
participation tracked.
0–3 mo.:

Identify training needs
6 mo.: Launch training program
1 yr.: Evaluate participation &
needs
IMPLEMENTATION PLAN CONT.

21 Conclusion:

CCIITTYY OOFF LLOOSS AALLAAMMIITTOOSS
3191 Katella Ave, Los Alamitos CA 90720
562.431.3538
[email protected]
www.cityoflosalamitos.org
LLEETT’’SS SSTTAAYY IINN TTOOUUCCHH!!
This Communications Strategic Plan provides a clear framework for delivering consistent, effective and transparent communication in support of the City of Los Alamitos’ goals. Developed by data-informed decision-making, the plan is designed to strengthen public understanding, enhance engagement, and maximize the impact of City communication efforts. The City will ensure communication efforts remain relevant, responsive, and aligned with community and organization priorities.

Please follow us on Social Media and sign up for our E-Newsletter. Feel free to contact us, we welcome your feedback.

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: August 17, 2026 ITEM NUMBER: 12B
To: Mayor Tanya Doby & Members of the City Council
Presented By: Michael Daudt, City Attorney
Subject: Resolution No. 2026-27 - City Manager Employment Agreement

SUMMARY
Following the conclusion of negotiations with City Manager Chester C. Simmons, the City Council will consider approval of a new City Manager Employment Agreement.

RECOMMENDATION

1. Receive an oral report summarizing the proposed new City Manager Employment Agreement; and,

2. Adopt Resolution No. 2026-27, entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LOS ALAMITOS, CALIFORNIA, APPROVING AND AUTHORIZING THE MAYOR TO EXECUTE A NEW CITY MANAGER EMPLOYMENT AGREEMENT WITH CHESTER C.

SIMMONS".

BACKGROUND
On January 21, 2020, the City Council unanimously approved a three-year Employment Agreement with Mr. Simmons, appointing Mr. Simmons as Los Alamitos’ City Manager. The City Council updated the City Manager Employment Agreement in 2022, and again most recently on July 22, 2024. Pursuant to Section 3.5 of the City Manager Employment Agreement, the City Council engages in annual performance reviews of the City Manager. The City Council conducted its closed session performance review of the City Manager on April 20, 2026, May 26, 2026, and June 15, 2026.

DISCUSSION
Pending City Council approval, the new City Manager Employment Agreement will be for an initial term of one year, with automatic 12-month renewals thereafter. The City Manager will receive an annual salary of $261,710.00. Each year of the contract term, the City Manager will also receive a $5,000 retention bonus and will accrue vacation leave at a rate of 200 hours annually. Except as noted below, the City Manager will receive the same benefits provided for other Executive Management employees as set forth in the Salary and Benefit Resolution. The City will contribute $2,250 per month toward the payment of medical premiums and cover the cost of an annual HOAG Executive Physical or equivalent, and $1,916 towards the participation in a City-approved deferred compensation plan. The City Manager shall be entitled to retirement benefits under the 2.7% at 55 Plan of the Retirement System of the State of California (“PERS”). The City Manager shall be entitled to the same retiree medical benefits

provided for Executive Management employees in the Salary and Benefit Resolution, as may be amended, except these benefits will be available to the City Manager upon reaching the minimum retirement age of 50. The City Manager will be provided with a City-issued cellular phone, or may elect to receive a $70.00 monthly stipend for use of his own cellular phone. The City will provide the City Manager with a monthly stipend of $55.00 for a wireless hotspot.

Additionally, the City Manager will be provided a City-owned or leased vehicle.

The attached City Manager Employment Agreement details all elements of the proposed compensation for the City Manager position. An oral report summarizing the recommended compensation plan for the City Manager position will be made by the City Attorney during open session before final action is taken.

FISCAL IMPACT
The costs associated with this new City Manager Employment Agreement have been included within the budget for the coming fiscal year.

Attachment: 1. Resolution No. 2026-27 - City Manager Employment Agreement (2026)

2. Exhibit A - City Manager Employment Agreement (2026)

13095560.1 LO001-024
4896-6462-4839, v. 1
RESOLUTION NO. 2026-27

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

LOS ALAMITOS, CALIFORNIA, APPROVING AND

AUTHORIZING THE MAYOR TO EXECUTE A NEW CITY

MANAGER EMPLOYMENT AGREEMENT WITH CHESTER
C. SIMMONS
WHEREAS, on January 21, 2020, the City Council unanimously approved a three-year Employment Agreement with Mr. Simmons, appointing Mr. Simmons as Los Alamitos’ City Manager; and,
WHEREAS, the City Council updated the City Manager Employment Agreement in 2022, and again most recently on July 22, 2024.

WHEREAS, pursuant to Section 3.5 of the City Manager Employment Agreement, the City Council engages in annual performance reviews of the City Manager.

WHEREAS, the City Council conducted its closed session performance review of the City Manager on April 20, 2026, May 26, 2026, and June 15, 2026.

WHEREAS, the City and Mr. Simmons desire to enter into a new City Manager Employment Agreement, which shall supersede and replace the previous agreement; and
WHEREAS, pursuant to Section 703 of the City Charter, the City Council is required to establish the salary of the City Manager by ordinance or resolution.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS DOES RESOLVE AS FOLLOWS:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by reference.

SECTION 2. Chester C. Simmons is hereby reappointed City Manager of the City of Los Alamitos to serve at the direction and pleasure of the City Council pursuant to Article VII of the City Charter.

SECTION 3. The City Council hereby approves and authorizes the Mayor to execute the City Manager Employment Agreement, attached hereto as Exhibit “A” and incorporated herein by reference with an effective date of August 1, 2026.

SECTION 4. The City Clerk shall certify as to the adoption of this Resolution.

CC RESO 2026-27

4896-6462-4839, v. 1
PASSED, APPROVED, AND ADOPTED this 17th day of August 2026. ________________________________
Tanya Doby, Mayor
ATTEST:
______________________________
Windmera Quintanar, MMC, City Clerk
APPROVED AS TO FORM:
_______________________________
Michael S. Daudt, City Attorney

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss

CITY OF LOS ALAMITOS )
I, Windmera Quintanar, MMC, City Clerk, of the City of Los Alamitos, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 17th day of August, 2026, by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
_______________________________________
Windmera Quintanar, MMC, City Clerk

4937-8795-2839, v. 1

CITY OF LOS ALAMITOS

EMPLOYMENT AGREEMENT
FOR

NON-REPRESENTED EMPLOYEE
(CITY MANAGER)

1. PARTIES AND DATE.

This Agreement (hereinafter referred to as the "Agreement") is made and entered into this 1 st day of August, 2026 (“Effective Date”) by and between the City of Los Alamitos, a California charter city and municipal corporation (hereinafter referred to as "City") and Chester C.

Simmons (hereinafter referred to as “Employee" and/or “City Manager”), in order to provide in writing the terms and conditions of employment as City Manager for City. City and Employee are sometimes individually referred to herein as a "Party" and collectively as the "Parties."

2. RECITALS.

2.1 City.

City desires to employ Employee as City Manager for the City of Los Alamitos, and Employee desires to accept employment as City Manager. It is the desire of the Parties through this Agreement to provide for certain benefits, establish conditions of employment, and to set working conditions for Employee.

3. TERMS.

3.1 Duties.

3.1.1 Designated Duties. City hereby agrees to employ Employee as City Manager of City to perform the functions and duties in accordance with applicable state law, the City's Charter and Municipal Code, as well as the approved City job description for the position, a true and correct copy of which is attached hereto, marked Exhibit “A” and incorporated herein by reference. Employee shall also perform other legally permissible and proper duties and functions as the City Council shall from time-to-time assign.

3.1.2 Control and Supervision. Employee shall serve at the will and pleasure of the City Council, and will be under the day-to-day supervision and direction of the City Council.

3.1.3 City Council Meetings. Employee shall attend all City Council meetings, unless excused or directed otherwise by the City Council.

3.1.4 Moonlighting. Employee will focus his professional time, ability, and attention on City business during the Term of this Agreement. To the extent consistent with applicable law, Employee shall not engage in any other business duties or pursuits whatsoever

2 4937-8795-2839, v. 1
or, directly or indirectly, render any services of a business, commercial, or professional nature to any other person or organization, whether for compensation or otherwise, without the prior written consent of the City Council, except that:
(1) The expenditure of reasonable amounts of time not in conflict with the City's needs and interests, for educational, charitable, community, and professional activities, shall not be deemed a breach of this Agreement and shall not require prior consent; and (2) This Agreement shall not be interpreted to prohibit Employee from making passive personal investments or conducting private business affairs if those activities do not materially interfere with the services required under this Agreement or create conflicts of interest.

3.1.5 Work Schedule. It is recognized that Employee must devote a great deal of time outside normal office hours and outside of City Hall to meet the business needs of the City. As such, Employee shall regulate his own work schedule provided he accommodates a normal business schedule and remains accessible, recognizing the needs of the organization and community.

3.1.6 City Documents and Confidentiality. All data, studies, reports and other documents prepared by Employee while performing his duties during the Term of this Agreement shall be furnished to and become the property of the City, without restriction or limitation on their use. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other materials either created by or provided to Employee in connection with the performance of this Agreement shall be held confidential by Employee. Such materials shall not, without the prior written consent of the City Council, be used by Employee for any purposes other than the performance of his duties. Nor shall such materials be disclosed to any person or entity not connected with the performance of services under this Agreement, except as required by law. The obligations of the City and Employee under this section shall survive the termination of this Agreement.

3.1.7 City Council Commitments:
(1) Except for the purpose of inquiry, the City Council and its members shall deal with all subordinate City employees, officers, contractors, and consultants solely through Employee or Employee’s designee, and neither the City Council nor any member thereof shall give direction to any subordinate of Employee, either publicly or privately. (2) No member of the City Council will order the appointment or removal of any person to any office or employment under the supervision and control of Employee.
(3) Neither the City Council nor any of its members shall interfere with the execution of the powers and duties of Employee, as specified in the City Charter, the Municipal Code, this Agreement, or any other lawfully adopted and authorized document.

3 4937-8795-2839, v. 1
(4) The City Manager is a member of the International City/County Management Association (ICMA) and, as such, is subject to a professional code of ethics. The ICMA Code of Ethics binds the City Manager to certain practices that are designed to ensure actions are in support of the City’s best interests. The Parties desire that the City Manager comply with the ICMA Code of Ethics. The City agrees that neither the Council nor any of its members will give the City Manager any order, direction, or issue any requests that would require the City Manager to violate the ICMA Code of Ethics.

3.2 Term; Termination; Severance Pay.

3.2.1 Term. This Agreement shall continue from the Effective Date for a period of one (1) year through and including August 1st, 2027 (“Initial Term”). Following the Initial Term, this Agreement will automatically extend for additional 12-month periods and will continue to do so unless and until terminated by either Party as set forth in this Agreement. At no point will there be less than 12 months on the unexpired term of the contract.

3.2.2 Termination. The Parties understand and agree that the employment relationship created by this Agreement is “at-will” and that Employee shall serve at the will and pleasure of the City Council, and may be terminated at any time, without notice and with or without cause, but subject to the terms of this Agreement and the City’s Charter and Municipal Code.

3.2.3 Automatic Termination. This Agreement, and Employee's employment, shall automatically terminate and Employee shall not be entitled to any severance payment, except for compensation for accrued and unused vacation leave, upon the happening of any of the following events:
(1) Upon mutual agreement in writing by both Parties to terminate this Agreement;
(2) Upon resignation by Employee;
(3) Upon the death of Employee;
(4) When Employee has been unable to perform all or substantially all of the essential functions of his position, with or without reasonable accommodation, due to illness or other disability for a period of three (3) months, provided, however, whenever required by applicable law, Employee shall be entitled to use accrued but unused sick leave before this three (3) month period begins to run.
(5) Upon the natural expiration of the Term of this Agreement, as provided for herein.

3.2.4 Termination Without Cause; Severance. In the event Employee is terminated without cause at such time as Employee is willing and able to perform his duties

4 4937-8795-2839, v. 1
under this Agreement, other than under an Automatic Termination instance as provided for in Section 3.2.3, the City agrees to pay Employee a severance payment equal to up to twelve (12) months base salary and the Premium Contribution (as described in Sections 3.3 and 3.4 below) (“Severance Payment”). Employee shall receive said payment in monthly installments commencing within thirty (30) days of Employee’s last day of employment with City. Monthly installments of the Severance Payment shall continue, and the City shall ensure continued enrollment with CALPERS, until such time as Employee secures commensurate full-time CALPERS-eligible employment, provided however that Employee shall be entitled to and receive no less than nine (9) monthly installments of the Severance Payment. The Severance Payment is expressly contingent on Employee executing a valid waiver and release of all claims against the City and City Council members individually and collectively (“Separation Agreement and General Release”). Should Employee fail to execute the Separation Agreement and General Release, Employee will forego any right to the Severance Payment. Recovery and enforcement of the Severance Payment shall be Employee’s sole remedy for a termination without cause.

Upon termination, with or without cause, Employee shall also be entitled to compensation for accrued and unused vacation leave.

Termination without cause may not be exercised by the City ninety (90) days prior to any City Council election or ninety (90) days following the either the certification of any City Council election, or the appointment of a Council Member to fill a vacancy.

3.2.5 Notice for Resignation. The City Manager hereby expresses his intent to continue in his position as the Los Alamitos City Manager. The City Manager agrees that should the City Manager be offered alternative employment, the City Manager will advise the Mayor of his intent to accept the offer and provide the City Council with the opportunity to meet with him to discuss the offer and other matters as might be desirable to either Party. In the event that the City Manager resigns from his position with the City, the City Manager shall give the City a minimum of thirty (30) days’ of written notice. The thirty (30) days' notice may be waived by mutual agreement. Upon voluntary resignation, Employee shall be entitled to accrued vacation leave, but not to the Severance Payment described in Section 3.2.4 above.

3.2.6 Termination for Cause; Procedure. Except as provided in Subsection (5) of 3.2.6.2 below, in the event Employee is terminated for cause, City shall have no obligation to pay the Severance Payment described in Section 3.2.4 above. However, Employee shall be entitled to compensation for accrued and unused vacation leave.

3.2.6.1 Grounds for Termination for Cause. As used in this Agreement, cause shall mean any of the following:
a) Conviction of a felony;
b) Conviction of a misdemeanor arising out of Employee’s duties under this Agreement and involving a willful or intentional violation of law;
c) Willful abandonment of duties, other than for excused medical reasons;

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d) A willful and intentional failure to carry out materially significant and legally constituted policy decisions of the City Council made by the City Council as a body; or
e) Any other intentional or grossly negligent action or inaction by Employee that materially and substantially: (1) impedes or disrupts the operations of the City or its organizational units; (2) is detrimental to employee or public safety; (3) violates properly established rules or procedures of the City causing a material and substantial adverse impact on the City; or (4) has a material and substantial adverse effect on the City’s interests as clearly defined and delineated by properly established City Council action taken by the City Council as a body, policy, regulations, or ordinances.

3.2.6.2 Termination Procedures. Subject to Section 707 of the City Charter, the following procedures shall apply to any termination for cause:
(1) At least thirty (30) calendar days before the effective date of any termination for cause, the City Council shall deliver to Employee a written specification of the charges or other reasons upon which "cause" is alleged, as well as the specific effective date of termination. After furnishing Employee with written notice of his intended termination for cause (“Termination Notice”), the City Council may suspend him/her from duty, but his total compensation shall continue for sixty (60) days from the date of the Termination Notice. (2) Within seven (7) calendar days from his receipt of the Termination Notice, Employee may challenge such termination for cause by delivery to the City Clerk of a written demand for a public hearing before the City Council upon the specifications. Failure to submit a written demand for such a hearing within the seven (7) calendar day period shall constitute a waiver of such right.
(3) If a public hearing before the City Council is demanded, no special notice (e.g., newspaper publication) shall be required for the hearing, other than agenda noticing required by the Brown Act. The City Council shall fix a time for the public hearing which shall be held at its regular meeting place before the expiration of the thirty (30) day period referred to in subparagraph (1) above.
(4) The issues to be determined in the hearing shall be whether the specification(s) alleged constitute "cause" pursuant to this Agreement. The City Council’s determination shall be final and without right of further appeal. (5) In the event the City Council concludes in favor of Employee that no cause exists, Employee shall be entitled only to the appropriate amount of severance pay and benefits as he would have received if terminated without cause pursuant to Section 3.2.4 above and upon the conditions set forth in Section 3.2.4. Employee shall not have any reinstatement rights.

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3.2.7 Government Code Provisions. In accordance with Government Code Sections 53243 through 53243.4, if Employee is paid any leave salary pending investigation, if City provides funds for the legal defense of Employee, or if Employee receives any cash settlement related to the termination of this Agreement, including the Severance Payment specified above, and Employee is subsequently convicted of a crime involving the abuse of his or her office as defined by Government Code Section 53243.4, Employee shall fully reimburse City for such monies paid. This provision shall survive termination of this Agreement.

3.2.8 Joint Communications Upon Employee’s Termination. In the event the City Council terminates Employee without cause, Neither the City Council, individual City Council members, nor Employee shall make any written, oral or electronic statement to any member of the press concerning Employee’s termination except in the form of a joint press release or statement, the content of which is mutually agreeable to the City Council and Employee. The joint press release or statement shall not contain any text or information that is disparaging to either Party. Either Party may verbally repeat the substance of the joint press release or statement in response to any press inquiry.

3.29 Changes to Compensation or Authority. In the event at any time during the term of employment of the City Manager, the City (1) reduces the salary or other benefits of the City Manager, (2) refuses to follow written notice to comply with any other provision of this Agreement benefiting the City Manager, (3) takes action to reduce the responsibilities or authority of the City Manager, (4) request the resignation of the City Manager and the City Manager resigns due to said request, the City Manager will be deemed “terminated without cause” and be eligible for the Severance Payment provisions set forth in this Agreement.

3.3 Salary.

3.3.1 Employee’s base salary shall be Two Hundred Sixty One Thousand Seven Hundred Ten Dollars ($261,710.00), subject to all necessary deductions and withholdings required by state and/or federal law. City shall also deduct sums Employee is obligated to pay because of participation in plans or programs described elsewhere in this Agreement.

3.3.2 The salary shall be payable bi-weekly at the same time as other employees of City are paid and may be modified from time-to-time by the City Council pursuant to the Salary and Benefits Resolution. Employee salary shall remain, at a minimum, five percent (5%) greater than the salary of Employee’s highest paid subordinate.

3.3.3 At the end of each calendar year, Employee may also be entitled to up to a five percent (5%) performance-based incentive bonus. Any performance-based incentive shall be dependent upon Employee’s success in implementing the performance plan described in Section 3.5 below, as well as other issues deemed relevant by the City Council, and shall be within the City Council’s sole and absolute discretion.

3.3.4 Upon the Effective date, Employee shall receive a Five Thousand Dollars ($5,000.00) retention bonus. On the annual anniversaries of the Effective Date of this Agreement, Employee shall receive additional retention bonuses, each totaling Five Thousand

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Dollars ($5,000.00). The retention bonuses provided pursuant to this section are separate from any retention-performance or longevity bonus provided under Section 3.4 below.

3.3.5 Any performance-based incentive bonus awarded pursuant to Section 3.3.3, and the retention bonus paid pursuant to Section 3.3.4 shall be provided as a lump sum payment and shall not be added to Employee’s base salary.

3.4 Fringe Benefits.

Except as otherwise set forth herein, Employee shall be entitled to those benefits, including holidays, bereavement, temporary disability, jury duty, vacation, sick leave, administrative leave, disability, health and life insurance, retirement, retentionperformance/longevity bonuses, 401k contributions, retirement benefits and post retirement benefits provided for Executive Management employees in the Salary and Benefit Resolution, as may be amended. The calculation of any benefit provided to the City Manager will include all previous years of CALPERS-eligible municipal service.

3.4.1 Administrative Leave. Employee shall accrue administrative leave in accordance with the rules and policies set forth for Executive Management employees in the Salary and Benefit Resolution, as may be amended.

3.4.2 Vacation Leave. Employee shall accrue vacation leave at the rate of 200 hours annually, to be accumulated on a bi-weekly basis at a pro-rated amount equivalent to the annual amount. Employee is required to take a minimum of seven (7) days of consecutive leave annually.

3.4.3 Notice of Vacation and Administrative Leave. Employee shall provide as much written notice as possible to the City Council when Employee plans on using more than one day’s worth of administrative or vacation leave. Absent extenuating circumstances, in no event shall the notice be less than seven (7) calendar days.

3.4.4 Disability, Health, and Life Insurance; Physical Examinations. City agrees to provide contributions for comprehensive medical, optical and dental insurance for Employee and his dependents, as provided for Executive Management employees in the Salary and Benefit Resolution, as may be amended, except that the City shall contribute up to Two Thousand Two Hundred Fifty Dollars ($2,250.00) per month toward the payment of premiums for health, dental and optical insurance for Employee and his dependents (“Premium Contribution”).

Alternatively, Employee may elect to receive a monthly payment equal to the maximum Premium Contribution in lieu of participation in the City’s medical, optical and dental insurance program. Employee shall also be entitled to the same long-term disability insurance benefits that are provided for Executive Management employees in the Salary and Benefit Resolution, as may be amended. Additionally, City shall cover the cost of an annual HOAG Executive Physical or equivalent for Employee.

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3.4.5 Retirement. City agrees to execute all necessary agreements to enroll Employee as a “Classic” Employee in the Public Employees’ Retirement System of the State of California (“PERS”). Employee shall be entitled to the same retiree medical benefits provided for Executive Management employees in the Salary and Benefit Resolution. Retirement benefits are provided for Executive Management personnel under the 2.7% at 55 Plan of PERS. Level 4 of the 1959 Survivor Benefit and the Pre-Retirement Option 2 Death Benefit. Employee shall be entitled to the same retiree medical benefits provided for Executive Management employees in the Salary and Benefit Resolution, as may be amended, except these benefits will be available to the Employee upon reaching the minimum retirement age of 50 and will be dispersed in the same amount and manner as described in section 3.4.4.

3.4.5.1 City shall pay the employer share of the PERS retirement contribution as actuarily determined by PERS for each fiscal year covered by the Agreement for the 2.7% at 55 retirement benefit level.

3.4.5.2 Employee shall pay the employee’s share of the PERS retirement contribution as actuarily determined by PERS for each fiscal year covered by the Agreement for the 2.7% at 55 retirement benefit level.

3.4.6 Auto. City shall provide a City-owned or -leased vehicle to Employee for his exclusive use (the “Vehicle”). City shall bear all the fixed and variable costs and expenses of the Vehicle, including registration and license fees, insurance, maintenance, fuel, and repairs.

3.4.7 Deferred Compensation. City shall contribute One Thousand Nine Hundred Sixteen Dollars ($1,916.00) per month into a City-approved 457 deferred compensation plan of the Employee’s choice on behalf of Employee.

3.4.8 Cellular Telephone. During the term of this Agreement City shall provide Employee with a City issued cellular phone to be used in accordance with City policy. City shall pay for the cellular phone expenses. Alternatively, Employee may elect to use his own cellular phone, for which the City will provide a monthly stipend of Seventy Dollars ($70.00).

Employee shall be required to execute City’s standard cellular telephone use agreement in the event a City phone is provided.

3.4.9 Wi-Fi Hotspot. During the term of this Agreement City shall provide Employee with a monthly stipend of Fifty-Five Dollars ($55.00) for a Wi-Fi hotspot.

3.4.10 Fair Market Value Purchase Option. Provided Employee is not terminated for cause under Section 3.2.6, Employee shall have the option to repurchase any or all Cityissued equipment, including without limitation the Vehicle provided pursuant to Section 3.4.6, computer/tablet, or other office equipment for a purchase price equal to the “Fair Market Value” of the equipment at such point in time. If Employee has elected to purchase the equipment, City shall provide Employee with a Bill of Sale following payment. For the purposes of this Purchase Option, "Fair Market Value" shall be defined as the purchase price that would be obtained in an arm's length transaction between a willing seller and a willing purchaser, neither under the compulsion to buy or sell. In the event City and Employee cannot agree upon the Fair Market Value, then such value shall be determined by an independent appraiser selected by

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City but satisfactory to Employee. The cost of such appraisal shall be borne equally by City and Employee.

3.4.11 Professional Organizations. Participation in professional and service organizations, appointive boards and committees and voluntary programs by Employee is encouraged, provided such participation is consistent with the responsibilities of the City Manager of the City and the goals and priorities set by the City Council for Employee.

Employee shall inform the City Council before commencement of any such activities. In accordance with City policy, City will provide membership fees for such organizations and will reimburse reasonable and official travel, meetings, and conferences within the scope of the annual budget within the City Council’s discretion. Employee must provide copies of receipts or other detail to the Finance Department prior to receiving reimbursement of business expenses.

Payment for travel expenses and reimbursement for expenses shall be in accordance with the City’s current travel and Reimbursement Policy.

3.4.12 Unused Leave. Employee may, at his discretion, cash out any unused leave at any time at the then present cash value.

3.5 Performance Evaluation.

The City Council, working in conjunction with the City Manager, may set goals and objectives for the City Manager under this Agreement. These goals and objectives will become the basis for evaluating the City Manager’s performance. The City Council may evaluate the City Manager’s performance at least once a year prior to the end of the calendar year (“Annual Evaluation”). Following the completion of the Annual Evaluation, the City Council, at its sole and absolute discretion, may provide a performance-based incentive bonus equal to 5% of the City Manager’s base salary. In the event a performance review is not conducted prior to the end of the calendar year, the City Manager’s performance will be deemed as meeting or exceeding expectations, and the City Manager shall be entitled to payment of the full 5% performance-based incentive bonus. Notwithstanding the foregoing, the City Council may conduct performance evaluations during a noticed closed session more often than annually, whenever the majority of the City Council believes one is necessary. Individual City Council members will endeavor to first meet with the City Manager to discuss and resolve any perceived performance issues prior to calling for a closed session performance evaluation outside of the Annual Review.

3.6 Notices.

Notices pursuant to this Agreement shall be given by deposit in the custody of the United States Postal Service, postage pre-paid, addressed as follows:

CITY: City of Los Alamitos
3191 Katella Avenue
Los Alamitos, CA 90720
ATTN: City Council

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EMPLOYEE: Chester C. Simmons
Attn: City Manager
[Mailing address on file with City Clerk]

With a copy to: Michael S. Daudt, City Attorney
Woodruff & Smart
555 Anton Blvd, Suite 1200
Costa Mesa, CA 92626
Alternatively, notices required pursuant to this Agreement may be personally served in the same manner as is applicable to civil judicial practice. Notice shall be deemed given as of the date of personal service or as of the date of deposit of such written notice in the course of transmission in the United States Postal Service.

3.7 City Council/City Manager Form of Government and Relationship.

The relationship between the City Council and the City Manager shall be governed by all applicable provisions of the City Charter, Municipal Code, and adopted City Policies. The City Manager serves at the pleasure of the City Council. As such, the City Manager must respect and be sensitive to the policy responsibilities of the City Council and acknowledges the final responsibility for establishing the policy direction of the City is held by the City Council.

The employment relationship between the City Council and the City Manager recognizes that the City Manager is the chief executive of the City. All dealings with the City Manager, whether public or private, should acknowledge the City Manager's authority in administrative and operational matters. The City Council is to work through the City Manager when dealing with the management of the City. In no manner, either directly or indirectly, shall an individual Councilmember become involved in or attempt to influence personnel or operational matters that are under the direction and authority of the City Manager.

Members of the City Council must not intrude into those areas that are the responsibility of staff. Individual Councilmembers may not intervene in staff decision-making, the development of staff recommendations, scheduling of work, and executing department priorities without the prior knowledge and approval of the City Council as a whole. This is necessary to keep staff focused on established Council priorities and avoid undue influence and pressure from individual Councilmembers. It also allows staff to execute priorities given by management and the Council as a whole using their best professional judgment without fear of reprisal. If a Councilmember wishes to influence the actions, decisions, recommendations, workload, work schedule, or staff priorities, that member must prevail upon the Council to do so as a matter of Council policy.

3.8 General Provisions.

3.8.1 Entire Agreement. This Agreement constitutes the entire agreement between the Parties and is intended as an integrated agreement, superseding all prior

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negotiations, arrangements, agreements, representations, and understandings, if any, made by or among the Parties with respect to the subject matter hereof. No amendments or other modifications of this Agreement shall be binding unless executed in writing by both Parties hereto, or their respective successors, assigns, or grantees.

3.8.2 Severability. If any provision, or any portion thereof, contained in this Agreement is held unconstitutional, invalid or unenforceable, the remainder of this Agreement, or portion thereof, shall be deemed severable, shall not be affected and shall remain in full force and effect.

3.8.3 Salary and Benefit Resolution for Non-Represented Employees. The terms and provisions of the Salary and Benefits Resolution, as may be amended, shall be applicable to Employee only to the extent not inconsistent with this Agreement, and this Agreement therefore shall take precedence over the Salary and Benefits Resolution with respect to any inconsistencies in its interpretation or enforcement.

3.8.4 Bonding. If applicable, the City shall bear the full cost of any fidelity or other bonds required of Employee in the performance of his duties as City Manager.

3.8.5 Indemnification. Consistent with the California Government Code, City shall defend, hold harmless, and indemnify Employee using legal counsel of City’s choosing, against expense or legal liability for acts or omissions by Employee occurring within the course and scope of Employee’s employment under this Agreement. Legal representation, provided by City for Employee, shall extend until a final determination of the issues including any and all losses, damages, judgments, interest, settlements, fines, court costs, and the reasonable costs and expenses of legal proceedings, including appeals, and including attorneys’ fees, and expert witness fees and all other trial and appellate costs, and other liabilities incurred, imposed upon, or suffered by Employee in connection with or resulting from any claim, action, suit, or proceeding, actual or threatened. In the event there is a conflict of interest between City and Employee such that independent counsel is required for Employee, Employee may engage his/her own legal counsel, in which event City shall indemnify Employee, including direct payment of all such reasonable costs related thereto.

In the event that the City provides funds for the legal criminal defense of Employee, Employee shall fully reimburse said funds to the City if the Employee is convicted of a crime involving an abuse of his office or position. Employee shall reimburse such criminal legal defense fees to the City no later than six (6) months after such conviction. Abuse of office or position shall have the meaning set forth in Government Code 53243.4, as may be amended, of either (1) an abuse of public authority, including, but not limited to, waste, fraud, and violation of the law under color of authority or (2) a crime against public justice, including, but, not limited to, a crime described in Title 7 (commencing with Section 92 of Part 1 of the Penal Code).

3.8.6 Modification. Any modification of this Agreement will be effective only if it is in writing and signed by both Parties.

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3.8.7 Effect of Waiver. The failure of either Party to insist on strict compliance with any of the terms, covenants, or conditions of this Agreement by the other Party shall not be deemed a waiver of that term, covenant, or condition, nor shall any waiver or relinquishment of any right or power at any one time or times be deemed a waiver or relinquishment of that right or power for all or any other times.

3.8.8 Assignment. Neither this Agreement, nor any right, privilege or obligation of Employee hereunder shall be assigned or transferred by him/her without the prior written consent of the City Council. Any attempt at assignment or transfer in violation of this provision shall, at the option of the City Council, be null and void and may be considered a material breach of this Agreement.

3.8.9 Law Governing Agreement. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Venue shall be in Orange County, California.

3.8.10 No Presumption of Drafter. The Parties acknowledge and agree that the terms and provisions of this Agreement have been negotiated and discussed between the Parties, and this Agreement reflects their mutual agreement regarding the subject matter of this Agreement. Because of the nature of such negotiations and discussions, it would be inappropriate to deem any Party to be the drafter of this Agreement and, therefore, no presumption for or against validity or as to any interpretation hereof, based upon the identity of the drafter shall be applicable in interpreting or enforcing this Agreement.

3.8.11 Assistance of Counsel. Each Party to this Agreement warrants to the other Party that it has either had the assistance of counsel in negotiation for, and preparation of, this Agreement or could have had such assistance and voluntarily declined to obtain such assistance. [Signatures on Next Page]

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CITY OF LOS ALAMITOS
By: __________________________________________
Tanya Doby, Mayor
Attest: __________________________________________
Windmera Quintanar, MMC, City Clerk

CITY MANAGER
By: __________________________________________
Chester C. Simmons III
APPROVED AS TO FORM:
__________________________________________
Michael S. Daudt, City Attorney

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Exhibit “A”
City Manager Job Description

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CITY OF LOS ALAMITOS
Job Description

CITY MANAGER

THE POSITION
The City Manager serves as the City’s Executive responsible for administering the policies of the City Council. The City Manager is appointed by the City Council and serves at its pleasure. All departments and employees of the City report to the City Manager, with the exception of the City Clerk and the City Attorney.

ESSENTIAL JOB FUNCTIONS
Submits the Annual Budget to the City Council and other required financial reports and documents, which are an indication of the City’s financial status. Recommends policies for consideration by the City Council and keeps the Council informed of community issues on a timely basis. Responsible for personnel actions of the City and represents the City Council on labor negotiations with employee organizations. Evaluates the performance of department heads and key personnel of the City’s workforce and takes appropriate action to ensure that the City is run in an efficient, cost effective manner. Communicates with the public in a thoughtful, courteous, and responsive manner. Acts as spokesperson for the City Council as required.

DESIRABLE KNOWLEDGE, SKILLS AND ABILITIES
The position of City Manager requires a variety of attributes which are characteristic of a seasoned and professional public manager. Excellent interpersonal skills are critical to the position. An ability to accomplish work through others and to motivate, train and inspire the City’s workforce is an essential element for the successful growth, development and prosperity of the City. An ability to interact with the community and to resolve neighborhood, as well as, City-wide issues is requisite for the position. Upper most is the ability to create a vision for the accomplishment of goals and objectives, with clear priorities which are consistent with stated policies of the City Council.

DESIRABLE EXPERIENCE AND TRAINING
Bachelor’s Degree in Public Administration, Political Science, or closely related field. A Master’s Degree is desirable. A proven track in public management with a minimum of five years experience as a Chief Executive or Assistant in a full service public agency.

SPECIAL JOB RELATED REQUIREMENTS
Valid California Driver’s License.

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: August 17, 2026 ITEM NUMBER: 12C
To: Mayor Tanya Doby & Members of the City Council
Presented By: Shelley Hasselbrink, Council Member
Subject: Council Member Request Pursuant to the Council-Adopted Travel Policy

SUMMARY
As part of the City's ongoing legislative and lobbying efforts, the Mayor is scheduled to travel to Washington, D.C. in September as part of the ACC-OC delegation. Council Member Hasselbrink is requesting approval to attend as a second City representative under the Council’s travel policy. Council Member Hasselbrink was previously registered for a similar conference that was canceled, resulting in a non-refundable airfare credit of $614.97 that must be used by October 7, 2026, or it will be forfeited. Approval of this request would allow Council Member Hasselbrink to attend in addition to Mayor Doby.

RECOMMENDATION

1. Consider a request from Council Member Hasselbrink to attend the Association of California Cities - Orange County (ACC-OC) 2026 Washington DC Advocacy Trip; and,

2. Authorize reimbursement for travel expenses for Council Member Hasselbrink as required under Section 5(B) of the City Council Travel Policy.

BACKGROUND
Section 5(B) of the Council-adopted Travel Policy governs City representation at events where total travel expenses exceed $500. Under this provision:
• Only one City representative is entitled to reimbursement when total travel expenses (including registration, lodging, transportation, and meals) exceed $500. • The Mayor/Presiding Officer is afforded the first right to attend at City expense, followed by the Mayor Pro Tem/Vice Chair, and then by the Council Member with the most seniority. • If a Council Member believes that sending more than one representative will benefit the City, the Council Member may request that the matter be placed on a City Council agenda for consideration and approval.

A request has been received from Council Member Hasselbrink seeking authorization to attend the ACC-OC 2026 Washington DC Advocacy Trip (DC Advocacy Trip) scheduled for September 14, 2026 – September 17, 2026 in Washington, DC. The estimated travel expenses exceed the $500 threshold, requiring City Council approval for reimbursement for more than one City representative.

DISCUSSION

Mayor Doby is scheduled to attend the DC Advocacy Trip, exercising the first priority for City-funded attendance under Section 5(B). Council Member Hasselbrink believes that additional representation at the event would provide further value to the City.

The Deputy Secretary of the Department of Homeland Security, Troy Edgar, has extended a personal invitation to Council Member Hasselbrink and requested an update on the City's ongoing efforts and partnership opportunities with the Joint Forces Training Base.

Council Member Hasselbrink was previously scheduled to attend a similar conference that was subsequently canceled last year. While the registration fees were reimbursed at that time, the associated airfare was non-refundable. As a result, an American Airlines flight credit in the amount of $614.97 was issued in Council Member Hasselbrink’s name, which must be used by October 7, 2026. This credit is non-transferable and would be forfeited if it is not used prior to the expiration date. Flights are currently estimated at $761.

Approval of this request would authorize Council Member Hasselbrink to attend, in addition to Mayor Doby. If approved, the City Clerk’s Office will coordinate travel arrangements in accordance with the adopted Travel Policy.

FISCAL IMPACT
Funds are available in the FY 2026/27 City Council travel and training budget, account

10.511.5207.

Attachment: None