Millan v. City of Yorba Linda CA4/3

CourtCalifornia Court of Appeal
DecidedDecember 8, 2023
DocketG061058
StatusUnpublished

This text of Millan v. City of Yorba Linda CA4/3 (Millan v. City of Yorba Linda CA4/3) is published on Counsel Stack Legal Research, covering California Court of Appeal primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Millan v. City of Yorba Linda CA4/3, (Cal. Ct. App. 2023).

Opinion

Filed 12/8/23 Millan v. City of Yorba Linda CA4/3

NOT TO BE PUBLISHED IN OFFICIAL REPORTS California Rules of Court, rule 8.1115(a), prohibits courts and parties from citing or relying on opinions not certified for publication or ordered published, except as specified by rule 8.1115(b). This opinion has not been certified for publication or ordered published for purposes of rule 8.1115.

IN THE COURT OF APPEAL OF THE STATE OF CALIFORNIA

FOURTH APPELLATE DISTRICT

DIVISION THREE

ANTONIO MILLAN,

Plaintiff and Appellant, G061058

v. (Super. Ct. No. 30-2017-00964412)

CITY OF YORBA LINDA, OPINION

Defendant and Respondent.

Appeal from a judgment of the Superior Court of Orange County, Richard Y. Lee, Judge. Affirmed. Arthur Kim Law Firm and Arthur Kim for Plaintiff and Appellant. Lozano Smith, Mark K. Kitabayashi and Fabiola M. Rivera for Defendant and Respondent. Plaintiff Antonio Millan appeals from the judgment entered after a jury found his employer, City of Yorba Linda (the City), did not retaliate against him in violation of the California Fair Employment and Housing Act (FEHA) (Gov. Code, § 12900 et seq.) or section 1102.5 of the Labor Code. Millan argues the trial court committed evidentiary error in various respects and engaged in judicial misconduct. We affirm. For the reasons we explain, Millan has failed to establish any prejudicial evidentiary error or judicial misconduct during trial.

FACTS I. OVERVIEW OF THE CITY’S PUBLIC WORKS DEPARTMENT Armando Jaime has been the superintendent of the City’s Public Works Department (Public Works or department) since 2004. Jaime manages a team of 8 to 10 maintenance workers who are employed by the City and also oversees the work of 60 to 100 contract workers retained through outside contractors. Derrick Warren is a department supervisor who reports to Jaime. Since about 2011, Roldan Serrano has served as the department’s lead worker; Serrano reports to Jaime and Warren. The department operates out of a corporation yard known as the “City Yard” which it shares with the City’s Public Parks Department (Parks or Parks department), although the two departments do not work together or otherwise coordinate efforts. Supervisory personnel for both departments have offices in a trailer located at the City Yard. Public Works maintenance workers have a general routine by which they carry out their set duties and responsibilities. Every morning, maintenance workers drive through the City’s “major arterials” to make sure the public rights of way remain free of hazards. They pick up trash, branches, and anything that might have been thrown into the street. They temporarily fill potholes, make sure regulatory signs are up, and confirm traffic signals are functioning.

2 After the maintenance workers conduct such “arterial policing,” they move through their assigned grid area where they clean weeds, pick up trash, perform light 1 trimming, check “catch basins” to make sure no vegetation is growing out of them, and make sure signs are visible without obstruction. The department assigns one maintenance worker to maintain each of the six grid areas in the City; the assigned worker generally works independently at the worker’s assigned grid area with minimal supervision “[a]ll day long.” However, when cleaning catch basins, maintenance workers operate in “two-man crew[s].” There are times when maintenance workers work with others in a group, such as in the event of a fire, significant rain and floods, or the declaration of a natural disaster. On such occasions, the staff comes together to address problems, such as mud flows, and to remove dead plant material, sandbag vulnerable areas, and assist the Sheriff’s Department with traffic control. Maintenance workers are responsible for laying sandbags in the City. After working six months to one year in their assigned grid area, maintenance workers are expected to know the locations within their respective grid areas that require erosion control. The maintenance worker decides how many sandbags will be needed in the worker’s assigned area, when to make and deliver sandbags to that area (whether on a 2 daily or weekly basis), and where to place them.

1 A catch basin is the portion of a storm drain where water enters. 2 Areas 1 through 4 typically require more sandbags because they do not have storm drain inlets or curbing gutters which funnel water to localized areas for the capture of the rainstorm. “When you get up to the further end of town, which is area 5 and 6, it is completely developed, master plan as you may call it. And then along with that, about 90, 95 percent of the erosion control out there is implemented by [the City’s] landscape contractors as part of their . . . maintenance packages through [the City’s] landscape department.” Although they may require fewer sandbags, areas 5 and 6 have more catch basins than other areas.

3 II. THE CITY HIRES MILLAN AS A MAINTENANCE WORKER In 2006, the City hired Millan to work in Public Works as a Maintenance Worker I. He was initially assigned to work in area 4, where he worked for the first eight years of his 11-year tenure in that department. III. MILLAN’S PERFORMANCE HISTORY FROM 2006–2013 Millan’s job performance was evaluated every year in November by Jaime, in conjunction with Warren and Serrano. In his November performance evaluations given in 2006, 2007, 2008, 2010, 2011, and 2012, Millan received an overall rating of “competent.” In his 2009 and 2013 performance evaluations, he received an “above average” rating. Plan progress notes accompanying the performance evaluations pointed out areas in which Millan needed to improve. In 2007, he was informed he needed to focus on out-of-sight maintenance areas that he had not been maintaining. In 2008 and 2009, he was told to work on addressing traffic control reporting and sign maintenance. In 2010, the performance evaluation’s supplemental comments stated, “[Y]ou need to control your emotions and anger when spoken, counseled, and are reprimanded.” Jaime testified regarding the context of those comments: “When items of deficiencies were brought to [Millan’s] attention or he had a little misstep [in] damag[ing] some vehicles or maybe he wasn’t getting along with his co-workers, something of that nature, and Mr. Warren or myself or his immediate supervisor would have to discuss [it] with him, he became a little bit aggressive, a little bit hostile; his demeanor changed.” The plan progress comments stated: “‘This up-and-coming year work on the team building concept. Controlling your emotion, anger when spoken to.’” Millan testified he did not believe the 2010 performance evaluation comments regarding controlling his emotions and anger were appropriate. Millan

4 testified Jaime was the one who engaged in inappropriate conduct. Millan testified that on one occasion, Jaime called him into his office and said: “How about you help your co-worker get the day off he requests and just get under the desk and give me a blow job.” Millan’s statement was corroborated by another maintenance worker, Roy De Herrera, who testified he witnessed that incident. De Herrera added “there were several of us [Jaime] would say that to. If you would go in and ask for vacation; if you would ask for P.P.E., he would say, oh well, get under the desk. And to him it was a joke, but to us it wasn’t. And you couldn’t really say anything in fear of retaliation, you know, your job, and him having you do things.” Jaime testified he “never said anything of that nature to anybody.” In 2011, Millan was credited for having improved his cooperation and attitude toward supervisors and for controlling his anger and emotions. He was also asked to be conscientious regarding sick leave use and to continue building the team concept. Millan was promoted to Maintenance Worker II.

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Bluebook (online)
Millan v. City of Yorba Linda CA4/3, Counsel Stack Legal Research, https://law.counselstack.com/opinion/millan-v-city-of-yorba-linda-ca43-calctapp-2023.