Agenda packet — Oxnard City Council, April 4, 2023

Written materials relating to an item on this agenda that are distributed to the legislative bodies within 72 hours before the item is to be considered at its regularly scheduled meeting will be made available for public inspection at the City Clerk’s Office, 300 West Third Street 4th Floor during customary business hours. Agenda reports are also on the City of Oxnard web site at www.oxnard.org.

In compliance with the Americans with Disabilities Act, if you require special assistance to participate in a meeting, please contact the City Clerk’s Office at 385-7803. Notice at least 72 hours prior to the meeting will enable the City to reasonably arrange for your accessibility to the meeting.

Agenda Item Time Estimates include: (Minutes for Presentation + Council Discussion + Public Comment) AGENDA

OXNARD CITY COUNCIL

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY

OXNARD FINANCING AUTHORITY

OXNARD HOUSING AUTHORITY
Meeting Location: Council Chambers, 305 West Third Street April 4, 2023
Closed Session - 5:30 PM
Regular Meeting - 6:00 PM
Zoom details to call-in for public comment during a meeting:

1. Dial Phone Number: (888) 475-4499

2. Enter Meeting ID: 815 3091 2963

3. Passcode: 514608
If you wish to speak during public comments or a particular item on the agenda, please sign-on by following the zoom call-in steps listed above. Once the presiding officer calls for public speakers, press *9 to raise your hand to inform the City Clerk you would like to speak during the public speaking section for that particular item on the agenda, while in the zoom waiting room. Press *6 when asked to unmute. Listen to the instructions provided virtually on the phone while on hold in the zoom waiting room. Please note that there is a slight time delay when viewing the meeting via television.

IN ACCORDANCE WITH ASSEMBLY BILL 2449, MEMBERS OF THE LEGISLATIVE BODY MAY MEET IN-PERSON OR REMOTELY. TO PARTICIPATE REMOTELY VISIT WWW.OXNARD.ORG.

To find out how you may provide public comment, please refer to the instructions below or at www.https://www.oxnard.org/city-meetings/.

The public may view the meeting from home on Spectrum channel 10, Frontier channel 35, or YouTube at Youtube.com/oxnardnews.

Video recordings of the meeting are typically available online following the meeting at the City’s website at www.oxnard.org/city- meetings.
*Please see the link for the Measure M pre-recorded presentation video for each item listed on this agenda.

YOU MAY PARTICIPATE IN THE MEETING IN THE FOLLOWING WAYS:

1. ATTEND THE MEETING AT THE LOCATION LISTED ABOVE: Submit a speaker card to the City Clerk.

2. EMAIL COMMENTS OR SIGN UP TO SPEAK REMOTELY BEFORE THE MEETING a. Submit a request to speak remotely by no later than 3 p.m. on the day of the meeting by using the form available at www.oxnard.org/citymeetings.
1 AMENDED AGENDA
C.1 Closed Session – Added

OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY April 4, 2023 PAGE 2

b. Submit an email to [email protected] no later than 3 p.m. on the day of the meeting (indicate the agenda item number in the subject line). All email correspondence will be forwarded to the legislative body prior to the start of the meeting and made part of the legislative record.
c. Contact the City Clerk’s Office at (805) 385-7803 to submit your request.

3. PROVIDING PUBLIC COMMENTS REMOTELY DURING THE MEETING

a. To provide public comment during the meeting dial (888) 475-4499 and enter the Meeting ID and Passcode listed above as the Zoom details for this meeting. When the presiding officer announces the particular item on the agenda you want to speak on, press *9 to raise your hand while in the zoom waiting room. Once called on, press *6 to unmute your phone.
b. Public comments on agenda items will be taken following the announcement of the item. After the item is announced, members of the public may register or otherwise be recognized for the purpose of providing public comment.

Please review the Zoom instructions on the registration page to help ensure there are no technical difficulties during your comments and help you understand public comment procedures using Zoom. Detailed participation instructions can be found at www.oxnard.org/city-meetings.

In the event of a disruption which prevents a legislative body of the City of Oxnard from broadcasting a meeting using a call- in option or internet-based service option, or in the event of a disruption within the City’s control which prevents members of the public from offering public comment using the call-in option or internet-based service option, the legislative body shall take no further action on items appearing on a meeting agenda until public access to the meeting via the call-in option or internet-based service option is restored. However, if any of the broadcast options are disrupted, but any of the other broadcast options is still available to the public, the legislative body may take further action on items appearing on a meeting agenda without waiting for the disrupted broadcast option(s) to be restored.

* The City has filed pre-election and post-election lawsuits regarding the validity of Measure M.

A. ROLL CALL, POSTING OF AGENDA
THE FOLLOWING LEGISLATIVE BODIES ARE MEETING: City Council. Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS

C. CLOSED SESSION (5:30 PM)

1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION (Government Code section 54956.9(d)(4))
Based on existing facts and circumstances, the City Council shall decide whether to initiate litigation in one potential case.

Legislative Body: City Council

D. OPENING CEREMONIES (6:00 PM)
Pledge of allegiance to the flag of the United States.

1. City Clerk Department
SUBJECT: Declare Results of the Canvass of Returns of the March 7, 2023 Special Municipal Election and Administer the Oath of Office.

RECOMMENDATION: That the City Council:

1. Adopt a resolution declaring the results of the canvass of returns of the March 7, 2023 Special Municipal Election for District 6 in the City of Oxnard; and

2 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY April 4, 2023 PAGE 3

2. Authorize the City Clerk to administer the oath of office to the newly elected Council member, Arthur Valenzuela Jr., followed by remarks from the Council members.

Legislative Body: City Council
Contact: Rose Chaparro, (805) 385-7805
E. CEREMONIAL ITEMS

1. SUBJECT: Presentation of a Proclamation Designating the Month of April 2023 as "Sexual Assault and Child Abuse Awareness Month."

2. SUBJECT: Presentation of a Proclamation Designating the Week of April 23 - 29, 2023 as "Library Week".

F. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

A person may address the legislative body only on matters not appearing on the agenda and within the subject matter jurisdiction of the legislative body. Speaker requests shall be submitted as set forth on the first page of this agenda. Speakers are limited to three minutes. After 30 minutes, if all speakers have not had the opportunity to speak, the remaining speakers will be given an opportunity to speak prior to adjournment of the meeting. The legislative body cannot enter into a detailed discussion or take action on any items presented during public comments at this time. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion. Persons wishing to speak on public hearing items should do so at the time of the hearing.

G. REPORT OF CITY MANAGER/EXECUTIVE DIRECTOR/SECRETARY

The City Manager/Executive Director/Secretary shall report on items of interest to the legislative body occurring since the last meeting. The legislative body cannot enter into detailed discussion or take action on any item presented during this report. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion.

H. CITY COUNCIL/HOUSING AUTHORITY/SUCCESSOR AGENCY/FINANCING AUTHORITY

BUSINESS/COMMITTEE REPORTS

At this time, a member of the legislative body may make a brief announcement, or make a brief report on his or her activities. Further, members of the legislative body may request to schedule consideration of whether to place an item on a future agenda. The legislative body cannot enter into detailed discussion or take action on any item presented during this report. The member's report shall not exceed three minutes, unless additional time is granted by the presiding officer.

I. REVIEW OF INFORMATION/CONSENT AGENDA
The members of the legislative body will consider whether to remove Information/Consent Agenda items for discussion later during the meeting.

J. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
At this time, a person may address the legislative body only on matters appearing on the information/consent agenda. The presiding officer shall limit public comments to three minutes.

K. INFORMATION/CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the City Council approve the minutes of the January 24, 2023 special meeting as presented.
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OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY April 4, 2023 PAGE 4

Legislative Body: City Council
Contact: Rose Chaparro, (805) 385-7805

2. Public Works Department
SUBJECT: Sixth Amendment to Agreement 8231-18-PW to m6 Consulting Inc. for On-Call Professional Engineering Services.

RECOMMENDATION: That the City Council approve and authorize the execution of a Sixth Amendment to Agreement 8231-18-PW with m6 Consulting Inc. in the amount of $250,000 for a new not to exceed contract amount of $900,000 for On-Call Professional Engineering Services.

Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

3. Public Works Department
SUBJECT: Trade Service Agreement 32300293 with Executive Facilities Services, Inc. for Custodial Services at Various City Locations.

RECOMMENDATION: That the City Council approve and authorize the:

1. Mayor to execute an Agreement with Executive Facilities Services, Inc., for a term of one year with the option to extend for two consecutive periods of one year each for a maximum possible contract term of three (3) years, and for a total contract not-to-exceed amount of $700,000 to provide custodial services for the Water Campus, Blending Stations 3, 4 and 5, Wastewater Treatment Plant, Advanced Water Purification Facility (AWPF) and Del Norte Regional Recycling and Transfer Station (Del Norte); and

2. Purchasing Agent to execute amendments to extend the term of this Agreement up to a total maximum term of three (3) years.

(Public Works and Transportation Committee approved 2-0.) Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

4. Police Department
SUBJECT: Police Department Military Equipment Acquisitions.

RECOMMENDATION: That the City Council approve the Police Department’s purchase and use of the below-listed equipment defined by California Government Code 7070(c)(5) through 7070(c)(10) as "military equipment":
• DUI enforcement command trailer
• Traffic collision investigation response van
• Unmanned aerial vehicle response van
• Three (3) Patrol Sergeant command vehicles
• Three (3) precision rifles
• Chemical agents

Legislative Body: City Council
Contact: Jason Benites, (805) 385-7624
L. REPORTS

1. Housing Department
4 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY April 4, 2023 PAGE 5

SUBJECT: Commitment to the 2016 Downtown Vision Plan and 2019 Downtown Code. (20 minutes)

RECOMMENDATION: That the City Council review and reaffirm their Commitment to 2016 Downtown Vision Plan and 2019 Downtown Code.

(This item did not originate in Committee.)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/SOxW5XVfc0A
Legislative Body: City Council
Contact: Emilio Ramirez, (805) 385-8094

2. Public Works Department
SUBJECT: Water Rates Update Report. (10 Minutes)

RECOMMENDATION: That the City Council receive and file the Water Rates Update Report.

(This item is scheduled for the Public Works and Transportation Committee (PWTC) on March 28, 2023. Since this item is a receive and file item at the PWTC and the City Council, the Committee outcome is not impactful to the drafting of this City Council staff report.)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/OCevHxI37YY
Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

3. City Manager Department
SUBJECT: Consideration of Residents’ Proposal to Rename Oxnard Beach Park to the Chumash Name ‘olol’koy beach park. (15 minutes)

RECOMMENDATION: That the City Council approves the Community Services, Public Safety, Housing & Economic Development Committee’s recommendation to rename Oxnard Beach Park to the ’olol’koy beach park.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/yNg-bfL2j_o
Legislative Body: City Council
Contact: Alexander Nguyen, (805) 385-7430
M. ADJOURNMENT

5 CITY COUNCIL AGENDA REPORT

OPENING CEREMONIES (6:00 PM)
AGENDA ITEM NO. D.1

DATE: April 4, 2023

TO: City Council

FROM: Rose Chaparro, City Clerk, (805) 385-7805, [email protected]

SUBJECT: Declare Results of the Canvass of Returns of the March 7, 2023 Special Municipal Election and Administer the Oath of Office.

RECOMMENDATION

That the City Council:

1. Adopt a resolution declaring the results of the canvass of returns of the March 7, 2023 Special Municipal Election for District 6 in the City of Oxnard; and

2. Authorize the City Clerk to administer the oath of office to the newly elected Council member, Arthur Valenzuela Jr., followed by remarks from the Council members.

BACKGROUND

The City Council adopted the following resolutions in preparation for the March 7, 2023 special election:

- Resolution No. 15,639 (October 18, 2022) – calling and giving notice of the Municipal Special Election of City Council District 6; and

- Resolution No.15,640 (October 18, 2022) – requesting the Ventura County Board of Supervisors authorize the Ventura County Elections Divisions to render specified services to conduct a special election on March 7, 2023.

The final official canvass shows that Arthur Valenzuela Jr. was the successful candidate for Council District 6.

The County Clerk certified the election on March 22, 2023 and the Board of Supervisors is anticipated to approve the results at its March 28, 2023 meeting.

The Certificate of Election Results is attached to the proposed resolution.

STRATEGIC PRIORITIES

This agenda item is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.

FINANCIAL IMPACT

Adoption of the resolution carries no fiscal impact. The final costs for the Special Election have not yet been fully calculated. On October 20, 2022, the County Clerk Recorder Registrar of Voters estimated that the cost of the election would be $140,000 plus legal publication costs.

6 COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Jason Zaragoza, Deputy City Attorney, Kenneth Rozell, Chief Assistant City Attorney, Rose Chaparro, City Clerk

ATTACHMENTS

1. Resolution Certifying March 7 Special Municipal Election

2. EXHIBIT A_ CERTIFICATE OF THE COUNTY CLERK

7 CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD

DECLARING THE RESULTS OF THE CANVASS OF THE SPECIAL

ELECTION RETURNS FROM THE SPECIAL MUNICIPAL ELECTION
HELD ON MARCH 7, 2023
WHEREAS, the City Council of the City of Oxnard called for a Special Municipal Election to be held in the City of Oxnard on March 7, 2023 to elect a Councilmember for Council District 6 with a term ending in November 2024; and WHEREAS, notice of the Special Municipal Election was duly given in the time, form, and manner provided by law, and the Special Municipal Election was held on the above date, and the votes cast were canvassed and the returns thereof made at the time and in the manner and form provided by law; and
WHEREAS, on this 4th day of April, 2023, the City Council duly assembled at its usual place of meeting and received the certification of the election from the County Clerk.

NOW, THEREFORE, the City Council of the City of Oxnard does hereby resolve:

1. That a Special Municipal Election was held on March 7, 2023, and that the Vote By Mail and in-person ballots cast were duly canvassed in the form and in the manner required by law.

2. That this City Council has reviewed the canvass of the returns of the election and from the returns it appears, and this City Council finds, that the whole number of votes cast in the City of Oxnard in the election, the names of the persons voted for and for what office each person was voted for, and the number of votes cast for each person, are as shown on Exhibit “A”, attached hereto and incorporated herein by this reference.

3. That Arthur Valenzuela, Jr. received the highest number of votes for the office of Councilmember for Council District 6 and is hereby declared to be elected. ///
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8 Resolution No.

Page 2 ends

PASSED AND ADOPTED this 4th day of April, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
John C. Zaragoza, Mayor
ATTEST:
___________________________
Rose Chaparro, City Clerk
APPROVED AS TO FORM:
____________________________
Stephen M. Fischer, City Attorney
9 CERTIFICATE OF THE COUNTY CLERK
(Elections Code Sections 15372 and 10264)

CITY OF OXNARD, DISTRICT 6 (SHORT TERM)

SPECIAL MUNICIPAL VACANCY ELECTION
MARCH 7, 2023

I, MICHELLE ASCENCION, Clerk-Recorder & Registrar of Voters of the County of Ventura, State of California, do hereby certify that the attached is a true and correct Canvass of the Votes Cast for all the candidates for the one office of Member of the City Council , District 6 (Short Term) for the City of Oxnard Special Municipal Vacancy Election held on March 7, 2023.

I further certify that the total ballots cast at the City of Oxnard, District 6 (Short Term) Special Municipal Vacancy Election are as follows:

VOTE CENTER VOTE BY MAIL TOTAL

BALLOTS CAST BALLOTS CAST BALLOTS CAST

63 1,406 1,530

I further certify that the total votes cast for the one office of Member of the City Council, District 6 are as follows:

MEMBER OF THE VOTE CENTER VOTE BY MAIL TOTAL

CITY COUNCIL VOTE VOTE VOTE

FRANCINE CASTANON 7 293 300
MICHAELA PEREZ 25 526 551
ARTHUR VALENZUELA, JR 31 587 618

IN WITNESS WHEREOF, I have hereunto set my hand and affixed my official seal this 22nd day of March 2023.

_____________________________

MICHELLE ASCENCION
Clerk-Recorder & Registrar of Voters
County of Ventura
10 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. K.1

DATE: April 4, 2023

TO: City Council

FROM: Rose Chaparro, City Clerk, (805) 385-7805, [email protected]

SUBJECT: Approval of Minutes.

RECOMMENDATION

That the City Council approve the minutes of the January 24, 2023 special meeting as presented.

BACKGROUND

Approval of Minutes.

STRATEGIC PRIORITIES

This agenda item is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Rose Chaparro, City Clerk

ATTACHMENTS

1. MINUTES 01 24 2023 CC Special Meeting

11 MINUTES

OXNARD CITY COUNCIL
Special Council Meeting
January 24, 2023

A. ROLL CALL, POSTING OF AGENDA
At 6:00 p.m., Mayor John C. Zaragoza called to order the regular meeting of the Oxnard City Council, (concurrently with the Community Development Commiss ion Successor Agency), in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California.

The City Clerk called the roll and announced the posting of the agenda. Councilmembers Gabriela Basua, Bert E. Perello, Gabriel (Gabe) Teran, Mayor Pro T em Bryan A.

MacDonald, and Mayor John C. Zaragoza were present.

Councilmember Oscar Madrigal participated via videoconference.

Staff members present in person were Alexander Nguyen, City Manager; Shiri Klima, Deputy City Manager; Stephen M. Fischer, City Attorney; Jason Benites, Police Chief; Alexander Hamilton, Fire Chief; Michael Wolfe, Public Works Director; Steve Howlett, Assistant Public Works Director; Joseph Marcinko, Assistant Public Works Director; Kevin Thompson, Parks Manager; Dee Lai, Assistan t City Clerk and Rose Chaparro, City Clerk.

Staff member Scott Brew er, Emergency Services Manager participated via videoconference.

THE FOLLOWING LEGISLATIVE BODIES ARE MEETING: City Council.

B. PUBLIC COMMENTS ONLY ON ITEMS ON THE AGENDA (None received.)

C. REPORT OF CITY MANAGER/EXECUTIVE DIRECTOR/SECRETARY

1. City Manager Department
SUBJECT: Ratification of Severe Storms Emergency Proclamation.

RECOMMENDATION: That the City Council adopt Resolution No. 15,663 ratifying the Proclamation of the Director of Emergency Services of the City of Oxnard Proclaiming the Existence of a Local Emergency.

Stephen M. Fischer, City Attorney presented the item. Jason Benites, Police Chief ; Alexander Hamilton, Fire Chief; and Michael Wolfe, Public Works Director answered questions. No public comments were received. Discussion ensued among the Council and staff.

It was moved by Councilmember Basua , seconded by Councilmember Perello, to approve the 12 JANUARY 24, 2023 OXNARD CITY COUNCIL PAGE 2

SPECIAL COUNCIL MEETING
recommended action as presented. VOTE: Basua, MacD onald, Madrigal, Perello, Teran, and Zaragoza voted in favor; motion passed 6-0.

D. ADJOURNMENT
There being no further business on the agenda, and without objection, Mayor Zaragoza adjourned the meeting at 6:13 p.m.

ROSE CHAPARRO JOHN C. ZARAGOZA
City Clerk Mayor

13 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. K.2

DATE: April 4, 2023

TO: City Council

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Sixth Amendment to Agreement 8231-18-PW to m6 Consulting Inc. for On-Call Professional Engineering Services.

RECOMMENDATION

That the City Council approve and authorize the execution of a Sixth Amendment to Agreement 8231-18-PW with m6 Consulting Inc. in the amount of $250,000 for a new not to exceed contract amount of $900,000 for On-Call Professional Engineering Services.

BACKGROUND

The City requires on-call professional services through consultants for specialized services in order to complete various projects including Professional Engineering Services. Due to the specialized work and the significant amount of active construction projects now and anticipated in the near-future, Public Works does not have the resources to dedicate solely to these services internally and therefore utilizes these outside service agreements on Capital Improvement Program (CIP) projects and related tasks. Also, the recent departure of the City Engineer has necessitated assistance with general management of CIP projects.

The Professional Services under this On-Call Agreement is composed of task orders for each individual project or assignment. The scope of services shall include professional engineering services consisting of the services listed in the Scope of Services Exhibit attached hereto.

DISCUSSION

Professional services under this agreement will be composed of task orders for individual projects assigned by the City and under the supervision of a Project Manager or Public Works Director. The task order proposal will typically identify a concise description of the scope of work to be performed by the consultant and a schedule for completion of the work. It is the consultant's responsibility to determine the best and most cost-effective method to complete the work so that the assigned task order can be completed to the satisfaction of the City.

M6 Consulting Inc. (m6) has provided various services for the City after Agreement A-8231 was approved by City Council in July 2018. The Agreement with m6 was originally in the amount not to exceed $175,000 and has since been amended five times to extend the term and add additional funds. A first amendment was approved in March 2019 extending the Agreement to April 1, 2020. A second amendment was approved in May 2019 for a new not to exceed amount of $200,000. A third amendment was approved in June 2019 extending the Agreement to February 28, 2021, with a not to exceed amount of $450,000. A fourth amendment was approved in February 2021 extending the agreement to February 28, 2022, with a new not to exceed amount of $650,000. A fifth amendment was approved in February 2022 extending the Agreement to December 31, 2023.

Having a consultant that is well-versed in the City’s procedures, procurement requirements, and operational needs helps manage CIP projects effectively and efficiently. As such, continuing to work with m6 provides the City with that benefit 14 as it avoids the time and cost to train a new consultant. Staff recommends adding additional funds in the amount of $250,000 in order to continue providing the much-needed services through December 31, 2024, and increase the not-to- exceed Agreement amount to $900,000.

STRATEGIC PRIORITIES

This agenda item is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.

FINANCIAL IMPACT

The total cost for this Amendment with m6 shall not exceed $250,000 with a new not to exceed total of $900,000 for professional engineering services. Funding will be charged to a given project or funding source dependent upon the services performed by task orders. The respective Department/Project Manager will ensure sufficient funding is available in the City Council-approved operating budget or CIP project budget for related tasks prior to initiating task order or services performed.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Nikolas Boa, Supervising Civil Engineer

ATTACHMENTS

1. 8231-18-PW 6th Amendment

2. 8231-18-PW M6 Original and 1st-5th Amendments

15 SIXTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (V-01-17-19)) Agreement No. 8231-18-PW

SIXTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT

This Sixth Amendment (“Sixth Amendment”) to the professional services agreement (“Agreement”) is made and entered into in the County of Ventura, State of California, this ______ day of __________, 2023, by and between the City of Oxnard, a municipal corporation (“City”), and M6 Consulting, Inc. (“Consultant”). This Sixth Amendment amends the Agreement entered into on July 10, 2018, by City and Consultant. The Agreement previously has been amended on March 18, 2019, by a First Amendment, on May 28, 2019, by a Second Amendment, and on June 4, 2019, by a Third Amendment, on May 28, 2019, by a Fourth Amendment, and on February 16, 2021, by a Fifth Amendment.

City and Consultant agree as follows:

1. In Section 12 of the Agreement, the date “December 31, 2023” is hereby deleted and replaced with the date, “December 31, 2024”.

2. In Section 14a of the Agreement, the not to exceed amount of “650,000” is hereby deleted and replaced with “900,000”.

As so amended, the Agreement remains in full force and effect.

[Signatures on next page]
16 Agreement No. 8231-18-PW

SIXTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (V-01-17-19)

IN WITNESS WHEREOF, the parties hereto have executed the Amendment on the date first written above.

CITY OF OXNARD M6 CONSULTING, INC.

☐John C. Zaragoza, Mayor1 Date Robert P. Woodward, CEO Date ☐Jennifer Yates, Purchasing Agent 2

Masoud Mahmoud, CFO 3 Date
ATTEST:

Rose Chaparro, City Clerk Date
(only if Mayor signs)

APPROVED AS TO FORM:

Stephen M. Fischer, City Date
Attorney (always required)
1 The City Council must authorize and the Mayor must execute any agreement over $200,000. 2 The Purchasing Agent may execute any authorized agreement up to $200,000. 3 The City requires the following for any contract:
● For a corporation, the signatures of the Board President, CEO or Vice President and of the Board Secretary, Assistant Secretary, CFO or Assistant Treasurer;
● For an LLC, the signatures of at least two managers of the LLC (company directors, not lower-level managers); or ● For a partnership, the signature of a partner. If the partnership is a limited partnership, the signer must be a general partner.

If the company has a different structure, or if the above-listed persons are not the appropriate signers, please submit to the City Attorney legally-binding documentation stating who can sign and bind your company. 17 18
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53 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. K.3

DATE: April 4, 2023

TO: City Council

FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected]

SUBJECT: Trade Service Agreement 32300293 with Executive Facilities Services, Inc. for Custodial Services at Various City Locations.

RECOMMENDATION

That the City Council approve and authorize the:

2. Purchasing Agent to execute amendments to extend the term of this Agreement up to a total maximum term of three (3) years.

(Public Works and Transportation Committee approved 2-0.)

BACKGROUND

Currently, there are seven enterprise funded facilities, at a total of 66,600 square feet, that have been serviced by contract custodial staff over the past 18 years by companies following competitive solicitations. Typically, the City enters into custodial agreements for 2-3 years at a time to ensure the most competitive rates for the size of the agency.

Due to the approved staffing levels for the Facilities Division, custodial services have been contracted for these facilities.

Services include rubbish disposal, anti-bacterial agents, vacuuming, drain clearing, floor waxing, dusting, window cleaning, polishing and thorough break and restroom sanitation. In addition, the vendor provides all cleaning supplies and provisions.

DISCUSSION

On December 28, 2022, the City issued a formal Request for Bid (RFB) PW 23-71 for custodial cleaning services at the following utility facilities: Water Campus, Blending Stations 3, 4, and 5, Oxnard Wastewater Treatment Plant (OWTP), Advanced Water Purification Facility (AWPF) and Del Norte Regional Recycling and Transfer Station (Del Norte). A mandatory walk-through of all facilities was conducted on January 4, 2023 and the RFB closed on January 19, 2023.

The City received two bids that were both reviewed by the Purchasing Manager and Public Works Management Analyst.

As a result of the RFB, the City determined Executive Facilities Services, Inc. to be the lowest responsive bidder pursuant to the process outlined in the Oxnard Municipal Code. The RFB includes the site-specific custodial service requirements to ensure each individual location has the required level of service. Staff has confirmed that Executive Facilities Services, Inc. meets all required City contractual provisions including possession of a City business tax certificate, insurance 54 certificates and corporate filing with the California Secretary of State. Based upon the available information and research performed to date, staff believes that the vendor is capable of satisfactorily completing the project. Therefore, staff recommends that the City Council award this Agreement to Executive Facilities Services, Inc.

The Agreement is for an initial one-year term. It also allows the option to extend up to two one-year terms for a total duration not to exceed three years, upon the written agreement of both parties. By having annual options to extend the term it allows the City and the vendor to revisit services being rendered and impacts to inflation costs to ensure that both parties can continue to meet the requirements of the contract.

STRATEGIC PRIORITIES

This agenda item is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.

FINANCIAL IMPACT

The total cost for this Agreement with Executive Facilities Services, Inc. shall not exceed $700,000 through April 14, 2026, if extended. Services are provided to the Water, Wastewater, and Environmental Resources utility divisions and will commence April 15, 2023. Sufficient funds are available in each respective operating budget for Fiscal Year 2022-

23. Funding for future years will be included in the proposed operating budgets for City Council’s consideration.

No General Fund money will be used for this Agreement. The following table shows the estimated spending plan for each utility division. The contract allows for an annual inflation factor, as such there is an estimated 10% inflation increase starting in FY 2023-24.

Fund Account FY 22-23

3.5 months
FY 23-24
12 months
FY 24-25
12 months
FY 25-26

8.5 months
TOTAL
Water 6013600-53200 $16,000 $63,000 $67,000 $53,500
$199,500
Wastewater 6113615-53200 $18,000 $69,000 $75,000 $61,0000 $223,000
AWPF 6013605-53200 $8,5000 $33,000 $36,000 $29,000
$106,500
Del Norte 6313630-53200 $14,000 $53,000 $58,000 $46,000 $171,000
Total $55,000 $218,000 $236,000 $177,500 $700,000

COMMITTEE OUTCOME

The Public Works and Transportation Committee approved 2-0 on March 14, 2023 to approve the staff recommendation and to forward the item for Council approval.

Prepared by: Brian Yanez, Assistant Public Works Director, Joseph Marcinko, Assistant Public Works Director

ATTACHMENTS

1. EFS Agreement 32300293

55 Agreement No. 32300293
1 TRADE SERVICE AGREEMENT

BETWEEN
THE CITY OF OXNARD AND EXECUTIVE FACILITIES SERVICES, INC.

By This Trade Services Agreement (“Agreement”), the CITY of Oxnard (“CITY”) agrees to engage the services of Executive Facilities Services, Inc. (“SERVICE PROVIDER”), and SERVICE PROVIDER agrees to perform the services for CITY as herein described, for the compensation, during the term, and otherwise subject to the covenants and conditions herein set forth. CITY and SERVICE PROVIDER may be individually referred to as “Party” or collectively as the “Parties.”

1. SUMMARY DESCRIPTION OF SERVICES. Custodial Services at Oxnard Utility Locations

2. PARTIES.

CITY OF Oxnard (“CITY”), a general law and municipal corporation of the State of California, located at 300 West Third Street, Oxnard California 93030

Executive Facilities Services, Inc. (“SERVICE PROVIDER”), a corporation of the State of California, located at 1227 Flynn Road Ste. 307 Camarillo, CA 93012

3. TERM OF AGREEMENT: From (Date): April 15, 2023 To (Date): April 14, 2024

3.1 Time is of the essence in this Agreement.

3.2 Any Optional Extension (initial term, plus any option to extend) shall not exceed a total of three (3) years. The CITY in its sole discretion may exercise the optional extension upon 60 days written notice to the SERVICE PROVIDER in accordance with Section 11 of this Agreement. SERVICE PROVIDER shall issue its written consent to the CITY’s exercise of the option extension within 10 days of receipt of notice from the CITY.

All Notices shall comply with section 20 of this Agreement.

3.3 The CITY shall have the option for (2) two consecutive (1) one-year extensions, in accordance with the scope of work and general terms and conditions of the Trade Services Agreement. Any price increases or decreases shall be negotiated at time of contract extension.

3.4 All services required of SERVICE PROVIDER under this Agreement shall be completed on or before the end of the term of the Agreement.

4. AGREEMENT AMOUNT: $700,000.

5. AGREEMENT EXHIBITS: The following documents memorialized below are the only exhibits to this agreement and are incorporated by reference as though fully set for th herein. In the event of a conflict between the Exhibits and this Agreement, the Agreement controls. 56 Agreement No. 32300293
2 RJ Storm-Larsen

Exhibit A: Scope of Services
Exhibit B: Schedule of Compensation
Exhibit C: Insurance Requirements
Exhibit D: Living Wage Policy
Exhibit E: Prevailing Wage Policy

6. DESIGNATED REPRESENTATIVES.

The Designated Representatives listed below shall be authorized to act on behalf of the named Party, be responsible for negotiations and contractual matters, and coordinate with each other to perform the services under this Agreement. Additionally, SERVICE PROVIDER’s services shall be performed or immediately supervised by the SERVICE PROVIDER’s Representative:

CITY Designated Representative: SERVICE PROVIDER Designated Representative:

Name: Michael Wolfe, P.E. Name:

Title: Public Works Director Title: Director of Business Development Phone: (805) 652-4517 Phone: 805-705-4195
Email: [email protected] Email: [email protected] Mailing Address (if differs from above): Mailing Address (if differs from above):
305 West Third Street
Oxnard, CA 93030

7. CONTRACTUAL PREREQUISITES.

7.1. This Agreement must first be executed by the SERVICE PROVIDER, after which the Agreement shall be approved as to form by the CITY Attorney, then executed by the Mayor, or an authorized person on behalf of the CITY, and if executed by the Mayor shall also be executed by the CITY Clerk.

7.2. A request for modification of the terms, prior to execution of the Agreement, must be made in writing and presented to the Designated Representative of the CITY prior to the time this Agreement is executed.

7.3. All proof of business license, insurance, and W-9 forms is required prior to execution of this Agreement.

7.4 SERVICE PROVIDER shall not perform any work under this Agreement until a proof of insurance has been provided to the City as required under Section 24 of this Agreement.

8. SERVICE PROVIDER'S SERVICES.

8.1 SERVICE PROVIDER shall perform the tasks, obligations, and services set forth in the “Scope of Services,” attached to and incorporated into this Agreement as “Exhibit A.” Once this Agreement is executed, the Scope of Services may 57 Agreement No. 32300293
3 only be modified by written Amendment pursuant to Section 12 of this Agreement.

8.2 The Services shall be coordinated with the designated City Project Manager set forth in Exhibit A subject to the direction of the City Manager or Department Director. SERVICE PROVIDER hereby designates its Project Manager as set forth in “Exhibit A” as the person responsible for the Services who shall coordinate with City’s Project Manager in executing the scope of services under this Agreement.

9. COMPENSATION.

CITY shall pay SERVICE PROVIDER for the services performed pursuant to the terms of this Agreement in the time and manner set forth in the “Schedule of Compensation,” attached to and incorporated into this Agreement as “Exhibit B.” CITY shall pay SERVICE PROVIDER an amount not to exceed the amount that is listed in “Exhibit B.” Once this Agreement is executed, the Schedule of Compensation may only be modified by written Amendment pursuant to Section 12 of this Agreement, and may be subject to approval by the City Council.

10. PAYMENT & INVOICES.

The CITY shall pay all undisputed portions of any applicable invoice within forty-five (45) days after receipt of an invoice. In the event the CITY disputes one or more items in an invoice, the CITY shall, within forty-five (45) days after receipt of such invoice, notify the SERVICE PROVIDER of the item(s) being disputed and the reason(s) therefore. The CITY may withhold payment for such disputed items until resolution of the dispute.

10.1 Payment Request. SERVICE PROVIDER shall submit a payment request to CITY by the end of each calendar month listing the Services provided, costs of those Services, and total amount due for the month. Invoices may be emailed to:
[email protected]
.

10.2 Non-Appropriation of Funds. Payments to be made to SERVICE PROVIDER by CITY for the Services performed within the current fiscal year are within the current fiscal budget and within an available, unexhausted and unencumbered appropriation of CITY. In the event CITY does not appropriate sufficient funds for payment of the Services beyond the current fiscal year, this Agreement shall cover payment for the Services only up to the conclusion of the last fiscal year in which CITY appropriated sufficient funds and shall automatically terminate at that fiscal year’s conclusion.

10.3 SERVICE PROVIDER’s acceptance of final payment made pursuant to this Agreement shall constitute a release of CITY from all claims and liabilities for compensation
to SERVICE PROVIDER for anything completed, finished or 58 Agreement No. 32300293
4 relating to the Services. CITY’s payment shall not constitute nor be deemed a release of the responsibility and liability of SERVICE PROVIDER for the accuracy and competency of the information provided and/or the Services performed hereunder, nor shall such payment be deemed to be an assumption of responsibility or liability by CITY for any defect or error in the Services performed by SERVICE PROVIDER and its employees, agents and Subcontracted service providers.

10.4 SERVICE PROVIDER shall provide CITY with a completed Request for Taxpayer Identification Number and Certification, as issued by the Internal Revenue Service. If any sales tax is due for the Services performed by SERVICE PROVIDER or materials or products provided to CITY by SERVICE PROVIDER, SERVICE PROVIDER shall pay the sales tax. CITY shall not reimburse SERVICE PROVIDER for sales taxes paid by SERVICE PROVIDER.

11. OPTION TO EXTEND AGREEMENT.

When in the CITY’s best interest, this Agreement may only be extended, if the City in its discretion exercises the option to extend pursuant to Section 3.2 and 3.3 of the Agreement. The initial term, plus any option to extend, shall not exceed a total of five (5) years. If no option to extend the Agreement appears in section 3.2 and 3.3, this Agreement shall not be extended.

12. MODIFICATION OF AGREEMENT.

This Agreement may be amended, modified, or otherwise altered, or its provisions waived, only upon mutual consent of the Parties by written amendment, and as authorized by the Oxnard Municipal Code, Article IV, Sections 4-59 and 4-60.

13. TERMINATION OF AGREEMENT.

CITY may terminate this Agreement at any time, with or without cause and without penalty, upon fifteen (15) calendar days’ prior written notice pursuant to Section 31 of this agreement. Such termination shall be effective on the date specified in the notice, or if no date is specified, then fifteen (15) calendar days from the date of the notice. CITY shall be liable to SERVICE PROVIDER only for work done by SERVICE PROVIDER up to and including the date of termination of this Agreement unless the termination is for cause, in which event SERVICE PROVIDER need be compensated only to the extent required by law. SERVICE PROVIDER may terminate this Agreement at any time during the term of the Agreement by giving the CITY sixty (60) calendar days’ written notice.

14. INDEPENDENT CONTRACTOR

SERVICE PROVIDER is and shall at all times remain, as to City, a wholly independent contractor. Neither City nor any of its employees or agents shall have 59 Agreement No. 32300293
5 control over the conduct of SERVIE PROVIDER or any of its employees, except as stated in this Agreement. SERVICE PROVIDER has and shall retain the right to exercise full control over the employment, direction, means of performance, location, compensation and discharge of all persons assisting SERVICE PROVIDER. This Agreement shall not be interpreted to prevent or preclude SERVICE PROVIDER from rendering any services for SERVICE PROVIDE R’s own account or to any other person or entity as SERVICE PROVIDER in its sole discretion shall determine; provided, however, that performing such services shall not materially interfere with the Services the SERVICE PROVIDER shall perform for the City. The CITY retains the right to provide general instructions to and observe the SERVICE PROVIDER in the performance of all services done on behalf of the CITY.

SERVICE PROVIDER and its employees and agents have no authority, express or implied, to act on behalf of City in any capacity, to incur any debt, obligation or liability on behalf of City, bind City in any manner, or otherwise act on behalf of City as an agent. SERVICE PROVIDER and its employees are not employees of City. SERVICE PROVIDER and its employees are not entitled to receive from City any of the benefits or rights afforded employees of City, including but not limited to reserve leave, sick leave, vacation leave, holiday leave, compensatory leave, Public Employees Retirement System benefits, and health, life, dental, long-term disability and workers’ compensation insurance benefits. SERVICE PROVIDER shall not, at any time or in any manner, represent that it or any of its agents or employees are in any manner agents or employees of City.

15. LAWFUL PERFORMANCE.

SERVICE PROVIDER shall abide by all Federal, State , and Local Laws and Regulations as may be related to the performance of duties under this Agreement.

SERVICE PROVIDER, at its sole expense, shall obtain and maintain during the term of this Agreement, all appropriate permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement.

16. SAFETY REQUIREMENTS.

SERVICE PROVIDER shall not perform any services for the CITY when the SERVICE PROVIDER is impaired by alcohol or a controlled substance. When there is reasonable cause to believe that any person has violated this provision, that person shall be immediately removed from the premises and be subject to any applicable civil and/or criminal penalties under the CITY’s Code and/or under state law. All work performed under this Agreement shall be performed in such a manner as to provide safety to the public. The CITY reserves the right to issue restraining or cease and desist orders to SERVICE PROVIDER when unsafe or harmful acts are observed or reported relative to the performance of the work under this Agreement. The acceptance of SERVICE PROVIDER's work by CITY shall not operate as a release of the SERVICE PROVIDER from such standard of care and workmanship.
60 Agreement No. 32300293
6 17. OWNERSHIP OF SERVICE PROVIDER’S WORK PRODUCT,
CONFIDENTIALITY & DISCLOSURE.

CITY shall be the owner of any and all technical documents and records, including, computations, plans, correspondence, and/or other pertinent data and information, both hard copy and electronic, gathered or prepared by SERVICE PROVIDER in performance of this Agreement and shall be entitled to immediate possession of the same upon completion of the work under this Agreement, or at any earlier or later time when the same may be requested by CITY.

17.1. Records and Inspections. The SERVICE PROVIDER shall maintain full and accurate records, with respect to all services and matters covered under this Agreement. The CITY shall have free access at all reasonable times to such records, both hard copy and electronic , and the right to examine and audit the same and to make transcripts therefrom, and to inspect all program data, documents, proceedings, and activities.

17.2. Deliverables. SERVICE PROVIDER shall deliver to the CITY the studies, plans, specifications, or other documents as are identified in the Scope of Services; and SERVICE PROVIDER shall, upon completion of all work, submit to the CITY all information developed in the course of the SERVICE PROVIDER's services. SERVICE PROVIDER shall, in such time and in such form as the CITY may require, furnish reports concerning the status of services required under this Agreement. SERVICE PROVIDER shall, upon request by CITY and upon completion or termination of this Agreement, deliver to the CITY all material furnished to SERVICE PROVIDER by the CITY.

17.3. Ownership – Generally. All inventions, discoveries, enhancements, changes, or improvements of computer programs developed pursuant to this Agreement shall be the property of the CITY, and all patents or copyrights shall be assigned to the CITY, unless otherwise agreed. SERVICE PROVIDER agrees that CITY may make modifications to computer software furnished by SERVICE PROVIDER without infringing SERVICE PROVIDER’s copyright or any license granted to CITY, unless otherwise agreed.

17.4. Ownership of Documents. Every report, draft, work product, map, record, and other document reproduced, prepared, or caused to be prepared by the SERVICE PROVIDER pursuant to or in connection with this Agreement shall be the exclusive property of the CITY.

17.5. Confidentiality. Information that is exempt from disclosure to the public is confidential. This includes information relating to the past, present, or future affairs of the City or information belonging to a third party whose information is in the City’s possession or control under obligations of confidentiality. SERVICE PROVIDER may be granted access to information that is exempt from disclosure to the public (Government Code Section 6254 and 6254.16) and may contain 61 Agreement No. 32300293
7 “trade secrets” (see Government Code Section 6254.7(d)) when it is necessary for SERVICE PROVIDER to perform its obligations pursuant to this Agreement.

If SERVICE PROVIDER is granted such access to confidential information, SERVICE PROVIDER shall not be considered to be a member of the public as that term is used in Government Code Section 6254.5.

17.6. Disclosure of Information. SERVICE PROVIDER shall not disclose, publish, or authorize others to disclose or publish, design data, drawings, specifications, reports, or other information pertaining to the projects assigned to SERVICE PROVIDER by the CITY or other information to which the SERVICE PROVIDER has had access during the term of this Agreement without the prior written approval of the CITY’s Designated Representative during the term of this Agreement and for a period of two (2) years after the termination of this Agreement.

17.7. No Warranty. Other than an obligation upon the CITY to deal in good faith, the CITY makes no warranties and shall bear no liability or responsibility for errors or omissions in any Confidential Information disclosed under this Agreement or for any business decisions made by SERVICE PROVIDER in reliance on any Confidential Information disclosed under this Agreement.

18. ASSIGNMENT.

This Agreement is for the non- professional services of SERVICE PROVIDER.

Any attempt by SERVICE PROVIDER to assign the benefits or burdens of t his Agreement without the prior written approval of CITY shall be prohibited and shall be null and void. SERVICE PROVIDER's services pursuant to this Agreement shall be provided by the SERVICE PROVIDER’s Designated Representative or directly under his/her supervision, and SERVICE PROVIDER shall not assign another to supervise the SERVICE PROVIDER's performance of this Agreement without the prior written approval of CITY, by and through the CITY’s Designated Representative.

19. NOTICE OF BREACH AND OPPORTUNITY TO CURE.

Neither Party will be in breach of this Agreement where the breach is capable of being cured, or until written notice of the breach is received from the non- breaching Party. The Party charged with breach will have fifteen (15) calendar days from the date of receiving such notice in which to cure the breach or otherwise respond. If the circumstances leading to the charge that the Agreement was breached have not been cured or explained to the satisfaction of the other Party within fifteen (15) days from the date on which the breaching Party received notice of breach, the non- breaching Party may terminate this Agreement.

20. NOTICES.
62 Agreement No. 32300293
8 All notices given or required to be given pursuant to this Agreement shall be in writing and may be given by personal delivery or by first-class mail. Notice sent by mail shall be addressed to each Party’s Designated Representative as set forth above in Section 6. When addressed in accordance with this Section, such notice shall be deemed given upon deposit in t he United States mail, postage prepaid. In all other instances, notices shall be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this Section.

21. COVENANTS AND CONDITIONS.

Each term and each provision of this Agreement to be performed by SERVICE PROVIDER shall be construed to be both a covenant and a condition.

22. WAIVER.

CITY’s review or acceptance of, or payment for, work produc t prepared by SERVICE PROVIDER under this Agreement will not be construed to operate as a waiver of any rights CITY may have under this Agreement or of any cause of action arising from SERVICE PROVIDER’s performance. A waiver by CITY of any breach of any term, covenant, or condition contained in this Agreement will not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained in this Agreement, whether of the same or different character.

23. INDEMNIFICATION, HOLD HARMLESS & DEFENSE.

23.1 As a separate and independent covenant from SERVICE PROVIDER’s obligations under this section, SERVICE PROVIDER shall to the fullest extent permitted by law, immediately defend, indemnify, and hold harmless CITY, its legislative and advisory bodies, and the CITY’s officials, directors, officers, employees, and agents (the “Indemnitees”) from and against all liabilities regardless of nature, type, or cause, arising out of or resulting from or in connection with SERV ICE PROVIDER’s performance of this Agreement or SERVICE PROVIDER’s failure to comply with any of its obligations contained in this Agreement. Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and c osts of alternative dispute resolution. SERVICE PROVIDER’s obligation to indemnify applies unless it is adjudicated that any of the liabilities covered by this Section are the result of the sole active negligence or sole willful misconduct of any of the Indemnitees.

23.2 The duty to defend is a separate and distinct obligation from SERVICE PROVIDER’s duty to indemnify. SERVICE PROVIDER shall be obligated to defend in all legal, equitable, administrative, or special proceedings, with counsel approved by the CITY Attorney, immediately upon tender to SERVICE PROVIDER of the claim in any form or at any stage of an action or proceeding, whether or not liability is established. 63 Agreement No. 32300293
9 An allegation or determination of negligence or willful misconduct by any of the Indemnitees shall not relieve SERVICE PROVIDER from its separate and distinct obligation to defend the Indemnitees. The obligation to defend extends through final judgment, including exhaustion of any appeals. The defense obligation includes the obligation to provide independent defense counsel if SERVICE PROVIDER asserts that liability is caused in whole or in part by the negligence or willful misconduct of the Indemnitees. If it is finally adjudicated that liability was caused by the sole active negligence or sole willful misconduct of any of the Indemnitees, SERVICE PROVIDER may submit a claim to CITY for reimbursement of reasonable attorneys’ fees and defense costs.

23.3 The rev iew, acceptance or approval of SERVICE PROVIDER’s work or work product by any of the Indemnitees shall not affect, relieve or reduce SERVICE PROVIDER’s indemnification or defense obligations. SERVICE PROVIDER waives any right of contribution against CITY or any of CITY’s officers, employees, agents, or volunteers arising out of such failure to inspect, review, monitor, or supervise the work performed by SERVICE PROVIDER pursuant to this Agreement. The provisions of this Section shall not be restricted by an d do not affect the provisions of this Agreement relating to Section 24. The SERVICE PROVIDER’s obligations under this Section of the Agreement shall survive the termination of the Agreement.

23.4 SERVICE PROVIDER agrees to pay all required taxes on amounts paid to SERVICE PROVIDER under this Agreement, and to indemnify and hold CITY harmless from any and all taxes, assessments, penalties, and interest asserted against CITY by reason of the independent contractor relationship created by this Agreement. SERVICE PROVIDER shall be solely responsible for, and shall save CITY harmless from, all matters relating to the payment of SERVICE PROVIDER’s subcontractors, material suppliers, directors, officers, employees, agents and representatives, including compliance with social security requirements, federal and State income tax withholding, and all other regulations governing employer -employee relations, as applicable. CITY shall have the right to offset against the amount of any compensation due to SERVICE PROVIDER under this Agreement any amount due to CITY from SERVICE PROVIDER as a result of its failure to promptly pay to CITY any reimbursement or indemnification arising under this Section.

24. INSURANCE.

SERVICE PROVIDER shall obtain and maintain during the performance of any services under this Agreement the insurance coverages listed within “Exhibit C”, which is attached hereto and incorporated herein by this reference, unless the Risk Manager waives, in writing, the requirement that SERVICE PROVIDER obtain and maintain such insurance coverages. Such insurance must be issued by a company satisfactory to the Risk Manager. SERVICE PROVIDER shall, before performance of any Services pursuant to this Agreement, file with the Risk Manager evidence of insurance coverage as specified in “Exhibit C”. Maintenance of insurance coverages by SERVICE PROVIDER is a material element of this Agreement. SERVICE PROVIDER’S failure to 64 Agreement No. 32300293
10 maintain or renew insurance coverages or to provide renewal evidence shall be considered a material breach of this Agreement.

25. LIVING WAGE REQUIREMENTS.

During the term of this Agreement, SERVICE PROVIDER understands and agrees that if Living Wages are applicable subject to the 2002 Oxnard City Council Living Wage Policy, attached as “Exhibit D” to this Agreement. SERVICE PROVIDER will pay and/or provide the wages and/or benefits required therein to all of its employees engaged in whole or in part in performing the services provided for by this Agreement.

The duty to pay the correct wage is the responsibility of the SERVICE PROVIDER.

26. PREVAILING WAGE REQUIREMENTS.

26.1. Application. The payment of State prevailing wages as designated for Ventura County shall apply to public works projects. However, this section shall not apply to work performed on a public works project of twenty -five thousand dollars ($25,000) or less when the projec t is for construction, alteration, demolition, installation, or repair work; or to work performed on a public works project of fifteen thousand dollars ($15,000) or less when the project is for maintenance work. Prevailing wages are required to be paid to all workers, including subcontracted employees.

26.2. Compliance with California Department of Industrial Relations (DIR).

To determine if this Agreement is subject to compliance monitoring and enforcement, go to:
https://www.dir.ca.gov/Public-Works/PublicWorksSB854FAQ.html

26.3. Contract Splitting. It is unlawful to split, or separate into small portions, work orders, projects, purchases, or public works projects for the purpose of evading these prevailing wage requirements.

26.4. Use of Prevailing Wages vs. Living Wages. In the event that there is a difference between the amount of wages to be paid under the CITY of Oxnard’s local Living Wage requirements and the requirements of this provision, the wage rate that is the higher of the two shall be applicable to this Agreement. The duty to pay the correct wage is the responsibility of the SERVICE PROVIDER.

27. CONFLICT OF INTEREST

SERVICE PROVIDER covenants that it does not have any interest, nor shall it acquire any interest, directly or indirectly, which would conflict in any manner with the performance of SERVICE PROVIDER’s services under this Agreement. SERVICE PROVIDER further covenants that in the performance of services under this Agreement, no officer, employee or agent of SERVICE PROVIDER having such interest shall be employed by it. In the event the CITY determines that SERVICE PROVIDER must disclose
its financial interests by completing and filing a Fair Political Practices 65 Agreement No. 32300293
11 Commission Form 700, Statement of Economic Interests, SERVICE PROVIDER shall file such Form 700 with the CITY Clerk’s Office pursuant to the written instructions provided by the CITY Clerk. Acquisition or maintenance of a conflicting interest by SERVICE PROVIDER may result in termination of this Agreement by the CITY.

28. [RESERVED] -

29. [RESERVED] -

30. DISPUTES.

Except as otherwise provided in these provisions, any dispute concerning a question of fact arising under this Agreement, shall be decided by the CITY’s Designated Representative, who shall reduce this decision to writing and mail a copy to the SERVICE PROVIDER. The decision of the CITY’s Designated Representative shall be final and conclusive unless SERVICE PROVIDER requests mediation within ten (10) calendar days. Pending final decision of a dispute, the SERVICE PROVIDER shall proceed diligently with the performance of the Agreement and in accordance with the decision of the CITY’s Designated Representative.

31. DISPUTE RESOLUTION.

Should an unresolved dispute arise out of this Agreement, any Party may request that it be submitted to mediation. The Parties shall meet in mediation within a reasonable time not to exceed forty five (45) days of a request. The mediator shall be agreed to by the mediating Parties. In the absence of an agreement on a mediator, the Parties shall each submit one name from mediators listed by the American Arbitration Association, the California State Board of Mediation and Conciliation, or other agreed-upon service. The mediator shall be selected by a “blindfold” process. The cost of mediation shall be borne equally by both Parties. Neither Party shall be deemed the prevailing Party. No Party shall be permi tted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once commenced by a meeting with the mediator, shall last until agreement is reached by the Parties but not more than sixty (60) calendar days, unless the maximum time is extended in writing by both Parties.

32. AUDIT.

CITY shall have the option of inspecting, auditing and/or reproducing all records and other written materials: used by SERVICE PROVIDER in preparing its billings to CITY as a condition precedent to any payment to SERVICE PROVIDER; or for other purposes relating to the Agreement. SERVICE PROVIDER will promptly furnish all documents requested by CITY. Additionally, if this Agreement is in excess of $10,000, the State Auditor may examine and audit SERVICE PROVIDER for a period of 3 years 66 Agreement No. 32300293
12 after final payment under the Agreement. Regardless of whether a State audit is permitted, SERVICE PROVIDER shall maintain and preserve all such records for a period of at least 3 years after final payment under the Agreement or until an audit has been completed and accepted by CITY, whichever occurs later. SERVICE PROVIDER shall maintain all such records in CITY or to promptly reimburse CITY for all reasonable costs incurred in conducting the audit at a location other than in CITY, including but not limited to expenses for personnel, salaries, private auditor, travel, lodging, meal s and overhead. SERVICE PROVIDER shall include a copy of this Section in all contracts with its subcontractors, and SERVICE PROVIDER shall be responsible for immediately obtaining those records or other written material from its subcontractors upon a request by the State Auditor and/or CITY.

33. ADVERTISING AND PUBLICITY

SERVICE PROVIDER shall not use the name of or refer to CITY directly or indirectly in any advertisement, news release, or professional or trade publication without prior written approval from the City Manager. This Section shall survive the termination of this Agreement.

34. NONDISCRIMINATORY EMPLOYMENT.

SERVICE PROVIDER shall not unlawfully discriminate against any individual based on race, color, religion or religious creed, national origin, ancestry, ethnic group identification, primary language, physical disability, mental disability, medical condition, genetic information, marital status, gender, gender identity, gender expression, sex, sexual orientation, age, immigration status, citizenship or military and veteran status.

SERVICE PROVIDER understands and agrees that it is bound by and will comply with all legal nondiscrimination mandates. For every subcontractor who will perform Services, SERVICE PROVIDER shall be responsible for such subcontractor’s compliance with this Section.

35. FORCE MAJEURE.

Neither the SERVICE PROVIDER nor the CITY shall be responsible for any delay caused by any contingency beyond their c ontrol, including, but not limited to, war or insurrection, walkouts by the Party’s own employees, fires, natural calamities, riots, or demands or requirements of governmental agencies other than the CITY.

36. GOVERNING LAW.

The terms of this Agreement shall be interpreted according to the laws of the State of California. Should litigation occur, venue shall be in the Superior Court of California, County of Ventura.

37. SEVERABILITY.
67 Agreement No. 32300293
13 If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modified to the extent necessary in the opinion of the court to render such portion enforceable and, as so modified, such portion and the balance of this Agreement will continue in full force and effect and be enforceable.

38. INTEGRATED AGREEMENT.

This Agreement and the attached exhibits referenced herein to this Agreement represent the entire understanding between the Parties. No verbal agreement or implied covenant shall be held to vary the provisions of this Agreement. This Agreement shall bind and inure to the benefit of the Parties to this Agreement and any subsequent successors and assigns.

39. NO THIRD-PARTY BENEFICIARY.

This Agreement shall not be construed to be an agreement for the benefit of any third-party or parties, and no third party or parties shall have any claim or right of action under this Agreement.

40. AUTHORITY TO EXECUTE.

Each Party hereto expressly warrants and represents that through its Designated Representative it has the authority to execute this Agreement on behalf of its corporation, partnership, business entity, or governmental entity, and warrants and represents that the Designated Representative has the authority to bind each Party to the performance of its obligations hereunder.

41. EXECUTION – COUNTERPARTS.

This Agreement may be executed in any number of counterparts and each such duplicate counterpart shall constitute an original, but they shall not be effective nor enforceable unl ess and until it is executed with the handwritten signature of an authorized representative of each of the relevant Parties. No counterpart shall be deemed to be an original or presumed delivered unless and until the counterpart executed by the other Party to this Agreement is in the physical possession of the Party seeking enforcement thereof.

42. INCONSISTENT OR CONFLICTING TERMS.

In the event of any contradictions or inconsistencies between any attached documents or exhibits incorporated by reference herein and the provisions of the Agreement itself, the terms of the Agreement shall control. Any exhibit that is attached and incorporated by reference shall be limited to the purposes for which it is attached, as specified in this Agreement.

Any contractual terms or conditions contained in such
68 Agreement No. 32300293
14 exhibit imposing additional obligations on the CITY are not binding upon the C ITY’s Designated Representative unless specifically agreed to in writing, and initiated by CITY’s Designated Representative, as to each additional contractual term or condition. 43 . ACKNOWLEDGEMENT.

B
y signing below, SERVICE PROVIDER acknowledges that it has reviewed the CITY’s Trade Services Agreement terms and conditions and insurance requirements and that SERVICE PROVIDER hereby agrees to full compliance. [
Signatures on next page]
69 Agreement No. 32300293
In witne
ss whereof, the Parties have entered into this Agreement on the date as written in section 3 and upon signature of all Parties.

CITY OF OX

NARD EXECUTIVE FACILITIES SERVICES,
INC.
☐John C. Zaragoza, Mayor1 Date James F. Ferraro, CEO Date ☐Jennifer Yates, 2
Purchasi
ng Manager
Debra A. Ferraro, Secretary3 Date
ATTEST:

Rose Chaparro, CITY Clerk Date
(only if Mayor signs)

APPROVED AS TO
FORM:

Stephen M. Fischer, CITY Date
Attorney (always required)
1 The City Council must authorize and the Mayor must execute any agreement over $200,000. 2 The Purchasing Agent may execute any authorized agreement up to $200,000. 3 The City requires the following for any contract:
• For a corporation, the signatures of the Board President, CEO or Vice President and of the Board Secretary, Assistant Secretary, CFO or Assistant Treasurer;
• For an LLC, the signatures of at least two managers of the LLC (company directors, not lower-level managers); or • For a partnership, the signature of a partner. If the partnership is a limited partnership, the signer must be a general partner.

TRADE SERVICE AGREEMENT
(CITY of Oxnard and Executive Facilities Services, Inc.)

SCOPE OF SERVICES

SUPPLIES AND EQUIPMENT

The Vendor shall furnish and provide all necessary cleaning supplies and equipment as may be required to perform the services under this Contract. All such supplies and materials shall be of the highest quality. All cleaning supplies, including but not limited to cleaning equipment, supplies, dispensers, application bottles and related are to be provided by the Vendor. All expendable items including but not limited to paper products (i.e. toilet paper, toilet seat liners, paper towels, etc.), trash container supplies (including liners), hand soaps, room deodorant, urinal deodorant, disinfectant, enzymes, air fresheners, hand sanitizers, necessary dispensers, batteries, and other related items are to be provided by the Vendor. Vendor shall only provide and utilize cleaning products that are certified “green” and bare the label from a nationally recognized eco-labeling program, such as Green Seal or EPA's Safer Choice. Vendor shall provide a list of cleaning products used along with Material Safety Data Sheets.

Vendor shall annually inspect storage closets and identify out-of-date or unusable cleaning supplies, polishes, floor waxes, and other hazardous waste. Vendor shall dispose of these items appropriately and shall NOT dispose of them in the trash, sinks, or toilets.

Vendor shall provide and utilize only certified HEPA vacuum cleaners designed for commercial use.

Vacuums shall not have had any alterations and be kept in good working order at all times.

All equipment used in the cleaning of restrooms shall be clearly marked and shall only be used for cleaning restrooms.

All mop heads shall be replaced every 3 months.

All vehicles used in the fulfillment of this contract shall be clearly marked with the Vendor’s company name and comply with insurance requirements. Vehicle assignments shall be included in the monthly staff assignment sheet to be submitted with the monthly invoice, and is a condition of payment. Vehicle insurance renewal documentation shall be submitted annually.

INSPECTION AND ACCEPTANCE

The City's Project Manager and/or their designated representative shall conduct inspections of the building work areas covered under this Contract.

Vendors Contract Manager shall conduct a minimum of one (1) random inspection monthly. That inspection shall include all buildings in a given location. 71 Agreement No. 32300293
17 Th
e City and Vendor shall mutually agree on the documentation format for reporting, inspections, contract compliance, special work, and periodic cleanings.

The Vendor shall complete said documentation and submit them as required by the terms of the contract.

If upon
inspection, the service, materials and/or equipment is found to be defective or deficient in any of the requirements of this Contract, the Vendor shall remedy said service/product/equipment to the City’s satisfaction at Vendor's expense. No compensation shall be allowed for material, labor, or transportation required to correct such deficiencies.

Al
l listed service tasks in a given area must be completed for that area to be deemed in compliance with the provisions of this contract and approved for payment.

T
he Vendor shall have four (4) hours from time of notification to correct any specific instances of unsatisfactory performance. Notification shall be deemed given as soon as City representative leaves a message via phone or email notifying the Vendor of the deficiency. Vendor shall not receive additional compensation for time and effort to remedy for instances of unsatisfactory performance.

I
n the event that the unsatisfactory performance is not corrected within four (4) hours, the City shall have the immediate right to complete the work with City personnel or outside Vendors to its satisfaction and shall deduct the cost incurred from any balances due or to become due to the Vendor. An additional penalty deduction in the amount of one (1) days percentage of the monthly total for a given area will be assessed for each day’s non-performance for recovering City costs to correct the deficiency.

Four (4) documented incidents of unsatisfactory performance for the same item may, at City's option, result in cancellation of the Contract.

ANGES IN WORK TO BE PERFORMED OR PLACES OF PERFORMANCE
The City may amend the work to be performed, place of performance or both, by giving thirty (30) days written notice to the Vendor of the effective date of any such change. The City shall provide written authorization of such changes. In the event that the City amends the work to be performed, the matter of any increased compensation due to the Vendor shall be negotiated between the parties and will be based in part on similar bid situations in this Service Agreement, if such situations exist. Any reduction in compensation shall be by the specific bid amount currently in the Service Agreement for that site. 72 Agreement No. 32300293
18 VENDOR'S PERFORMANCE
Vendor shall provide sufficient labor at all times to properly carry out the services to be performed under this contract and shall ensure that only competent and skilled workers are employed under this contract.

Vendor shall ensure that supervision is provided at all times while work is being performed. If, in the judgment of the City, any Vendor’s personnel are incompetent or disorderly, Vendor shall promptly remove such person from the work for the duration of the Contract.

Vendor shall not subcontract any part of this contract without the written consent of the City. Consent will not be given to any proposed delegation, which would relieve the Vendor or Vendor’s surety of its responsibilities under the Contract.

The City shall designate spaces and routes for the storage of material, the ingress and egress of workers and equipment to the sites. All Materials and equipment shall be kept strictly within these limits.

SECURITY
It is critical that all property within City facilities remain secure during performance of the Contract. Vendor shall lock all doors after working within the building areas. All alarm systems shall be reset. Upon request the City shall provide training for enabling and disabling alarm systems. Contract Manager is responsible to ensure all Vendor employees are trained and understand the proper operation of City alarm systems.

When Vendors staff passes through a closed and/or locked interior door to access work areas they shall immediately close and/or lock the door when work is complete within that area. If the door will not lock or the alarm will not set, report issues to the emergency Facilities on call number.

Physical Keys, access cards or key fobs (KEYS) required to access work areas shall be obtained from the City's Project Manager. Receipt of keys shall be documented on the City’s standard access request form and signed for by the Vendor or their authorized representative. Upon completion of the contract, all keys shall be returned to the City's Project Manager. If Vendor fails to return all keys issued, or loses keys, Vendor shall be liable for the total cost of labor and material to re-key all areas accessible with each non-returned key.

CONTRACT MANAGER
The person designated as Contract Manager by the Vendor shall be the liaison between the Vendor and the City's Project Manager. The duties of the Contract Manager include, but are not limited to: work schedules, employee records, reports and other correspondence to the City, key security/issuance/collection, response to complaints, employee behavior/discipline, product selection, materials inventory control, monthly performance/compliance inspections and other duties. The Contract Manager shall meet with the City representative as deemed necessary and scheduled between the City and Contract Manager. 73 19
Agreement No. 32300293
The Vendor shall furnish the Contract Manager with an email and cell phone, so the City may contact them 24 hours per day. Vendor may provide an “on-call” phone number for use after normal working hours.

The Contract Manager is responsible for responding to complaints and shall do so in an expeditious manner. Failure to do so will result in penalty or possible contract termination as outlined in the Inspection and Acceptance section.

The Contract Manager shall possess at least three (3) years of satisfactory experience (within the last five (5) years) in the management of janitorial operations of the approximate size and scope of this Contract.

The Contract Manager shall be proficient in speaking, reading and writing English.

PRINCIPAL SUPERVISOR
The Vendor is to designate one employee on each shift as the Principal Supervisor for that shift with full responsibility for directing the janitorial crew working on their shift. Each Principal Supervisor is to be authorized to act on behalf of the Vendor in regards to quality of work, extra work and setups.

The Principal Supervisor shall be proficient in speaking, reading and writing English and be able to communicate fluently with all Vendors employees.

The Principal Supervisors shall provide full-time front line supervision to the entire janitorial crew.

Vendor shall provide all necessary training, including, but not limited to, formal classroom training and on the job training to ensure competent, safe performance of all work. Principal Supervisors will make and log daily routine inspections to ensure the work is performed as required under the Contract.

Principal Supervisors shall possess at least two (2) years satisfactory experience (within the past five (5) years) in directing janitorial operations in a supervisory capacity of buildings the approximate size of the buildings to be cleaned under this Contract.

Principal Supervisor shall pass a security clearance (background check). Vendor shall not assign personnel to any Oxnard facility if they have a criminal background involving moral turpitude, dishonesty, or violence within three years or on active formal probation. Probation for DUI would not qualify for exclusion from employment. The vendor may request clarification from the City on a case by case determination on certain background check results.

Principal Supervisors employed under this contract shall not be employed under any other City of Oxnard contract held by other Vendors.
74 Agreement No. 32300293
20 QUALIFICATIONS OF OTHER CONTRACT PERSONNEL
All Personnel performing work under this contract shall be employees of the Vendor who are fully qualified to perform the work assigned to them.

Vendor shall be fully staffed beginning the first day of work under the Contract. All staff shall be trained and experienced cleaning personnel who exhibit the capability of operating with minimum supervision.

All Vendors’ personnel employed under this contract and who access City property shall be required to pass a security clearance (background check). Vendor shall coordinate background checks of their personnel. Vendor shall not assign personnel to any Oxnard facility if they have a criminal background involving moral turpitude, dishonesty, or violence within three years or on active formal probation.

Probation for DUI would not qualify for exclusion from employment. The vendor may request clarification from the City on a case by case determination on certain background check results.

A
ll Vendors’ personnel shall wear readily recognizable uniforms and display a company issued photo identification card while on City property. Any non- compliance with terms of qualifications will be cause for removal of employee from City property and a possible breach of contract.

CONTRACT PERSONNEL TRAINING
At a minimum the Vendor shall provide and document the following trainings for all their personnel performing work under this contract; Cal/OSHA’s Injury and Illness Prevention Program (IIPP) standard, Cal/OSHA’s Hazard Communication standard, Emergency Action Plan standard, blood borne pathogen training, and monthly safety trainings.

Vendor shall provide on the job training for each new product or procedure to be used by their employees. Vendor and Vendor's personnel shall obtain initial training and then annual training thereafter on proper collection and disposition of trash and recyclables from all City facilities serviced by Vendor.

Training shall be conducted by the City's Environmental Sustainability Staff. Training shall include but not be limited to the identification of recyclable items and the proper outside dumpster to be used.

STANDARDS OF CONDUCT
The Vendor shall be responsible for maintaining satisfactory standards of employee competency, conduct, appearance, and integrity and shall be responsible for taking such disciplinary action with respect to their employees as may be necessary. The Vendor is also responsible for ensuring that their employees do not disturb computers, electronic equipment, papers on desks, open desk drawers or cabinets, or use City telephones, copy machines, fax machines, materials or supplies except as authorized by the City.
75 21
Agreement No. 32300293
Vendor shall be responsible for any damage created by their employees to City property and/or City employees' personal property. Vendor shall take a time stamped photo of any damage. Photos with a brief explanation shall be electronically sent to City Contract Supervisor prior to 7:00am the following morning. Vendor shall pay to the City, on demand, the cost of all repairs to or replacement of property made necessary by any of the operations of Vendor employees under this Contract.

Vendor shall ensure their employees present a neat appearance and conduct themselves in a courteous and professional manner.

All janitorial services operations shall be conducted as quietly as possible and shall conform to all current Federal, State, County and City regulations.

Only authorized Vendor employees are allowed within City buildings during the execution of this contract. Vendor's employees shall not be accompanied in their work area by acquaintances, family members or any other person unless such person is an authorized Vendor employee.

ABSENTEEISM
Vendor shall provide qualified relief personnel as necessary to ensure that each assignment is performed daily per Contract specifications regardless of employee absenteeism.

If staff is changed for any period longer than three (3) days, Vendor shall notify the City's Project Manager in writing. Changes shall be indicated on the staffing assignment sheet submitted with the monthly invoice. Vendor shall not assign a new employee to this contract until completion of the background check and required training.

Relief personnel shall be fully qualified for the position they are fulfilling.

RECORDS
The Vendor shall maintain full and accurate records with respect to all services and matters covered under this Contract, The City shall have free access at all reasonable times to such records, have the right to examine and audit records, to make transcripts there from and to inspect all program data, documents, proceedings, labor records, and activities.

The Vendor shall maintain a Safety Data Sheets (SDS) binder at each location. Binder shall include the SDS for each chemical used at the site.

The Vendor shall maintain a daily work log at each location. At a minimum, this log shall contain date, time, work complete and name of employee who performed the work. These logs shall be turned in during the monthly meeting.
76 Agreement No. 32300293
22 The Vendor shall maintain vandalism log. At a minimum this log shall contain date, time and nature of vandalism. This log may be an independent log or combined with the daily work log at the location. This log shall be turned in during the monthly meeting.

Vendor shall take a time stamped photo of all vandalism. Photos with a brief explanation shall be electronically sent to City Contract Supervisor each morning prior to 7:00am.

The Vendor shall provide a monthly written report to the City's Project Manager. The monthly report shall include a summary of staff assignment changes, all work performed, identification of all periodic cleanings completed, detailed explanation of any missed cleanings and a summary of all maintenance, vandalism, electrical, security and plumbing issues that arose during that month. This report shall be turned in during the monthly meeting.

The Vendor shall provide certified payroll and any absenteeism notifications with the monthly invoice.

The monthly invoice will not be processed for payment without these reports.

Each July the Vendor shall provide documentation of all completed safety training for each employee working under this contract. At a minimum, these records shall include all Federal, State, Cal OSHA, and local training.

Invoicing

Separate invoices shall be provided for each operation location. Each invoice must include the following:

● Vendor shall email all invoices to [email protected]

● Days and dates of services

● Number of employees (names included) including employee title

● Employee rate per hour (upon request)

● Copies of daily work tickets for each site (upon request)

SPECIFIC DUTIES

There are seven (7) Public Works Department locations located at:

● Water Campus, 251 South Hayes Avenue, Oxnard, CA 93030 ● Wastewater Treatment Plant, 6001 Perkins Road, Oxnard, CA 93033 ● Advanced Water Purification Facility, 5700 Perkins Road, Oxnard, CA 93033 ● Water - Blending Station No. 3, 1700 Solar Drive, Oxnard, CA 93036 ● Water - Blending Station No. 4, 3637 North Rose Avenue, Oxnard, CA 93036 77 Agreement No. 32300293
23 ● Water - Blending Station No. 5, 908 East Pleasant Valley Road, Oxnard, CA 93033 ● Del Norte Regional Recycling and Transfer Station, 111 Del Norte Boulevard, Oxnard, CA 93030

WASTEWATER TREATMENT PLANT
6001 Perkins Road
Oxnard, CA 93033

Vendor shall provide services on a daily basis, beginning at 5:00 p.m., Monday through Thursday and on alternating working Fridays for the City. Vendor shall perform services at the following locations at the Wastewater Treatment Plant:

1. Administration Building (7,090 sq. ft.)

2. Collection Systems Building (2,400 sq. ft.)

3. Maintenance Building (2,165 sq. ft.)

4. Solids Processing Building (1,985 sq. ft.)

5. North Area Control Building (1,190 sq. ft.)

6. Plant Control Center Floor 1 (3,275 sq. ft.)

7. Plant Control Center Floor 2 (530 sq. ft.)

8. Digester Control Building (750 sq. ft.)

9. Carpeted Exercise Room (570 sq. ft.)

10. Cogeneration Control Room (1,130 sq. ft.)

11. Headworks Facility (5741 Perkins) (800 sq. ft.)

This includes all reception areas, restrooms, locker rooms, kitchenettes, and offices at all locations, as applicable.

Daily Services

1. Empty all waste baskets and replace liners from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

2. Empty all recycling bins (including paper shredders) from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

3. Vacuum all carpeted areas

4. Dust mop hard floors

5. Spot clean walls, light switches, doors, and door frames.

6. Restrooms:
a. Clean and sanitize all restrooms including spot cleaning tiled walls around washbasins, toilets and urinals.
b. Disinfect all door knobs, railings, flush levers, commodes and sinks, including undersides and tops of toilet seats.
c. Replace/refill toilet paper, toilet seat covers, hand towels, all soaps (liquid or powder) soaps, and hand sanitizer – make sure products are installed correctly in their dispensing unit. d. Mop tile floors with disinfectant/germicidal solution. 78 Agreement No. 32300293
24 7. Break Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

8. Conference Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

9. Kitchenettes:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

10. Lobbies:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

11. Pour water down all floor drains for odor control.

12. Clean and polish all chrome fixtures and mirrors.

13. Secure all windows and doors prior to leaving.

14. Turn off lights.

Weekly Services

1. Mop hard surface floors

2. Dust and polish all flat surfaces, including desk tops, counter tops, file cabinets; windowsills, door jams, book shelves, etc.

3. Clean all furniture as needed

4. Clean and sanitize shower stalls

5. Treat all drains with bacterial enzymes (urinals, sinks, toilets and floor drains).

6. Clean and disinfect interior and exterior of all microwave and all toaster ovens and exterior of all refrigerators in kitchenettes and break rooms.

7. Empty all sand urns

Monthly Services

1. Replace urinal deodorizers

2. Clean and polish stainless steel restroom stalls

Semi Annual Services

1. Strip and wax all hard floor surfaces (wax/polish floors).

2. Dry clean or hot water extraction clean all carpet floor surfaces (carpet deep clean).

3. Deep clean restroom tile walls and floors
79 Agreement No. 32300293
25 ADVANCED WATER PURIFICATION FACILITY
5700 Perkins Road
Oxnard, CA 93033

1. Administration Building including restrooms (10,848 sq. ft.). a. 1st Floor (6,135 sq. ft.).
b. 2nd Floor (4,713 sq. ft.).

2. Conference Center, including restrooms and catering area (2,552 sq. ft.).

3. Downstairs Catering Area, Toilet and Shower (1,027 sq. ft.).

Daily Services

1. Empty all waste baskets and replace liners from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

2. Empty all recycling bins (including paper shredders) from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

3. Vacuum all carpeted areas

4. Dust mop hard floors

5. Clean and polish water fountains and sinks.

6. Spot clean walls, light switches, doors, and door frames.

7. Restrooms:
a. Clean and sanitize all restrooms including spot cleaning tiled walls around washbasins, toilets and urinals.
b. Disinfect all door knobs, railings, flush levers, commodes and sinks, including undersides and tops of toilet seats.
c. Replace/refill toilet paper, toilet seat covers, hand towels, all soaps (liquid or powder) soaps, and hand sanitizer – make sure products are installed correctly in their dispensing unit. d. Mop tile floors with disinfectant/germicidal solution.

8. Break Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

9. Conference Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.
d. Clean and disinfect interior and exterior of all microwave and all toaster ovens and exterior of all refrigerators in kitchenettes and break rooms.
80 Agreement No. 32300293
26 e.

10. Kitchenettes:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

11. Lobbies:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

12. Elevator
a. Clean and wipe down doors (inside and outside)
b. Pick up loose debris

13. Pour water down all floor drains for odor control.

14. Clean and polish all chrome fixtures and mirrors.

15. Secure all windows and doors prior to leaving.

16. Clean entry glass doors, both sides, and any windows on inside conference room, offices and doors.

17. Turn off lights.

Weekly Services

1. Mop hard surface floors

2. Dust and polish all flat surfaces, including desk tops, counter tops, file cabinets; windowsills, door jams, book shelves, etc.

3. Clean all furniture as needed

4. Clean and sanitize shower stalls

5. Treat all drains with bacterial enzymes (urinals, sinks, toilets and floor drains).

6. Clean and disinfect interior and exterior of all microwave and all toaster ovens and exterior of all refrigerators in kitchenettes and break rooms.

7. Elevators

1. Floors vacuumed/mopped

2. Clean and polish metal fixtures including elevator panels

8. Empty all sand urns.

Monthly Services

1. Replace urinal deodorizers

2. Clean and polish stainless steel restroom stalls

Semi Annual Services

1. Strip and wax all hard floor surfaces (wax/polish floors).

2. Dry clean or hot water extraction clean all carpet floor surfaces (carpet deep clean). 81 Agreement No. 32300293
27 3. Deep clean restroom tile walls and floors

WATER DIVISION ADMINISTRATION
251 South Hayes Avenue
Oxnard, CA 93030

The vendor shall provide services on a daily basis, beginning at 6:00 p.m. and completing before 7:00 a.m. on Mondays through Thursdays and on alternating working Fridays for the City. Vendor shall perform services at the following locations at the Water Division Facilities:

Water Campus Administration, 251 South Hayes Avenue, Oxnard, CA 93030

1. Multi-Purpose Training Facility (1,200 sq. ft.).

2. Two-Story Desalter Building (1,790 sq. ft.).

3. Water Administration Building (10,400 sq. ft.).

4. Metering Services Building (350 sq. ft.).

5. Distribution Breakrooms Building fka Wellness Building (350 sq. ft.).

6. South Distribution Administration Building (1,750 sq. ft.).

Blending Station No. 3, 1700 Solar Drive, Oxnard, CA 93036 (1,260 sq. ft.)

1. Laboratory (170 sq. ft.) with cork flooring and stainless steel sink.

2. Control Room (190 sq. ft.) with cork flooring and formica counters.

3. Bathroom (56 sq. ft.) with tile floor, one (1) toilet, tile/drywall walls.

4. Storage Room/Shower (84 sq. ft.) with tile floor.

5. Meeting/Break Room (368 sq. ft.) with cork flooring and formica counters.

6. Hallway (315 sq. ft.).

Blending Station No. 4, 3637 North Rose Avenue, Oxnard, CA 93036 (200 sq. ft.)

1. Bathroom (70 sq. ft.) with tile floor, one (1) toilet, tile/rough plaster walls.

2. Office (120 sq. ft.) with linoleum square tile floor and cinder block walls.

Blending Station No. 5, 908 East Pleasant Valley Road, Oxnard, CA 93033 (160 sq. ft.)

1. Bathroom (48 sq. ft.) with concrete floor, one (1) toilet, tile/drywall walls and storage cabinet.

2. Main Room (84 sq. ft.) with concrete floor, stainless countertops, stainless steel sink, cinder block walls.

This includes all reception areas, restrooms, kitchenettes, and offices at all locations, as applicable. 82 Agreement No. 32300293
28 Hand sanitizer dispensers to be provided by Vendor at the following areas:

1. Water Campus distribution administration building one (1) restroom.

2. Water Campus distribution wellness center one (1) restroom.

3. Blending Station Four (4) one (1) restroom.

Daily Services – Water Campus

1. Empty all waste baskets and replace liners from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

2. Empty all recycling bins (including paper shredders) from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

3. Vacuum all carpeted areas

4. Dust mop hard floors

5. Clean and polish water fountains and sinks.

6. Spot clean walls, light switches, doors, and door frames.

8. Break Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

9. Conference Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

10. Kitchenettes:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

11. Lobbies:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

12. Elevator
a. Clean and wipe down doors (inside and outside)
b. Pick up loose debris

13. Clean and polish all chrome fixtures and mirrors.

14. Use stainless steel cleaner on all metal surfaces.
83 Agreement No. 32300293
29 15. Spot clean walls, light switches, doors, and door frames.

16. Spot clean carpets and upholstered office furniture.

17. Pour water down all floor drains for odor control.

18. Remove hard water deposits on all sinks.

19. Replenish all hand sanitizer dispensers and batteries as necessary in the following restrooms:
a. Administration building upstairs two (2) restrooms.
b. Administration building downstairs two (w) restrooms. c. Desalter building front lobby two (2) restrooms.
d. Desalter building upstairs two (2) restrooms.
e. Water training facility two (2) restrooms.
f. Meter Shop two (2) restrooms.

20. Secure all windows and doors prior to leaving.

21. Clean entry glass doors, both sides, and any windows on inside conference room, offices and doors.

Turn off lights.Twice-Weekly Services – Blending Station Nos. 3, 4 and 5

1. Remove all trash and recycled materials from offices, restrooms, kitchenettes and conference rooms.

Trash and recycled materials need to be disposed off-site.

2. Wipe out inside of trash containers and replace all container liners, as necessary.

3. Clean and polish sinks (important to remove residual buildup due to constant running water).

4. Clean counters, table tops and sinks in conference rooms and kitchenettes.

5. Wipe down chairs in conference rooms and kitchenettes, as necessary.

6. Restrooms:
a. Clean and disinfect all restrooms, including spot cleaning mirrors and tiled walls around wash basins, toilets and showers.
b. Disinfect all commodes and sinks, including undersides and tops of toilet seats. c. Mop tile floors with disinfectant/germicidal solution. d. Replace/refill paper products (toilet seat covers, toilet tissue, hand towels) and soaps (liquid or powder) – ensure the product is installed correctly in the dispensing unit.

7. Mop/dust bare/concrete floors.

8. Pour water down all floor drains for odor control.

9. Remove hard water deposits on all sinks.

10. Replenish all hand sanitizer dispensers and batteries as necessary at Blending Station Control Rooms three (3) and five (5).

Weekly Services - Water Campus and Blending Station No. 3

1. Mop hard surface floors

2. Dust and polish all flat surfaces, including desk tops, counter tops, file cabinets; windowsills, door jams, book shelves, etc.

3. Clean and polish all metal fixtures such as elevator panels and stairwell railings.

4. Clean all furniture as needed

5. Clean shower stalls

6. Treat all drains with bacterial enzymes (urinals, sinks, toilets and floor drains). 84 Agreement No. 32300293
30 7. Clean and disinfect interior and exterior of all microwave and all toaster ovens and exterior of all refrigerators in kitchenettes and break rooms.

8. Elevators

1. Floors vacuumed/mopped

2. Clean and polish metal fixtures including elevator panels

Monthly Services - Water Campus and Blending Station Nos. 3, 4, & 5

1. Replace urinal deodorizers

2. Clean and polish stainless steel restroom stalls

Semi Annual Services - Water Campus and Blending Station No. 3

1. Strip and wax all hard floor surfaces (wax/polish floors).

2. Dry clean or hot water extraction clean all carpet floor surfaces (carpet deep clean).

3. Deep clean restroom tile walls and floors

DEL NORTE REGIONAL RECYCLING AND TRANSFER STATION

111 South Del Norte Boulevard
Oxnard, CA 93030

Vendor shall provide services on a daily basis, beginning at 5:00 p.m. (but no earlier than 6:00 p.m. for the Administration Building), Monday through Saturday, including Holidays.

1. Administration Building (10,136sq. ft.).
a. 1st Floor, including Main Entrance Lobby, & Call Center, (7,713 sq. ft.). b. Elevator (63 sq. ft.).
c. Staircase Main Entrance Lobby
d. 2nd Floor (2,360 sq. ft.).
e. 2nd Floor Lobby and MRF Lookout Window
f. Staircase Back Employee Entrance, Lobby, and Office

2. North Side of Materials Recovery Facility (962 sq. ft.). a. Restroom 1 (324 sq. ft.).
b. Restroom 2 (360 sq. ft) and Locker Area (278 sq. ft.).

3. Dispatch Building (700 sq. ft.).
a. Common Area (500 sq. ft.).
b. Office 1 (75 sq. ft.).
c. Office 2 (75 sq. ft.).
d. Restrooms (50 sq. ft.).
85 Agreement No. 32300293
31 4. Buyback Office (190 sq. ft.).

5. Scale House (150 sq. ft.).

6. Materials Recovery Facility Breakroom (400 sq. ft.).

7. Maintenance Shop Building (150 sq. ft.).
a. Office and Kitchenette (100 sq. ft.).
b. Restroom (50 sq. ft.)

Daily Services for all Del Norte Buildings

1. Empty all waste baskets and replace liners from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

2. Empty all recycling bins (including paper shredders) from offices, cubicles, restrooms, kitchenettes, and break rooms – dispose of materials in correct outside building containers.

3. Vacuum all carpeted areas

4. Dust mop hard floors

5. Clean and polish water fountains and sinks.

7. Break Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

8. Conference Rooms:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Replace/refill paper towels, soap, and hand sanitizer as needed c. Wipe down chairs, as necessary.

9. Kitchenettes:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

10. Lobbies:
a. Clean and disinfect door handles, knobs, counters, table tops and sinks b. Wipe down chairs, as necessary.

11. Elevator
a. Clean and wipe down doors (inside and outside)
b. Pick up loose debris

12. Use stainless steel cleaner on all metal surfaces.

13. Spot clean all walls, light switches, doors, and door frames.

14. Spot clean all carpets and all upholstered office furniture.

15. Clean all entry glass doors, both sides, and all windows on inside offices and doors. 86 Agreement No. 32300293
32 16. Pour water down all drains for odor control (floor drains).

17. Replenish all hand sanitizer dispensers and all batteries as necessary.

18. Replenish all air freshener dispensers and all batteries as necessary.

19. Secure all windows and doors prior to leaving.

20. Clean entry glass doors, both sides, and any windows on inside conference room, offices and doors.

21. Turn off lights.

Weekly Services for all Del Norte Buildings

1. Dust all flat surfaces using a non-feather duster, including desk tops, partition tops, file cabinets, tables, window sills, window ledges, door jams, and bookshelves.

2. Clean and polish all metal fixtures such as elevator panels and stairwell railings.

3. Remove hard water deposits on all sinks and all water fountains.

4. Clean and disinfect interior and exterior of all microwave and all toaster ovens and exterior of all refrigerators in kitchenettes and break rooms.

5. Wet mop all hard floor surfaces.

6. Treat all drains with bacterial enzymes (urinals, sinks, toilets and floor drains).

7. Elevators
a. Floors vacuumed/mopped
b. Clean and polish metal fixtures including elevator panels

Monthly Services for all Del Norte Buildings

1. Dust all high reach areas including shelves, ledges, vents, and HVAC grills.

2. Dust all blinds.

3. Remove spider webs.

4. Clean all baseboards, carpet edges and corners, including stairwells.

5. Vacuum/clean all upholstered furniture.

Semi-Annual Services for all Del Norte Buildings

1. Strip and wax all hard floor surfaces (wax/polish floors). This includes all restrooms, first floor lobby area, first floor kitchenette, second floor kitchenette, dispatch offices and dispatch area, Materials Recovery Facility (MRF) break room, Maintenance Shop, Buy Back Office and employee restrooms on the north side of the building.

2. Dry clean or hot water extraction clean all carpet floor surfaces (carpet deep clean). This includes the first floor administration offices and cubicles, first floor break room, first floor lobby, main entrance lobby, second floor administration offices, second floor lobbies and second floor MRF lookout window stairs, all staircases and the Call Center and cubicles.

3. Deep clean restroom tile walls and floors

Additional Services- All Locations
87 Agreement No. 32300293
33 The City reserves the right to adjust the cleaning schedule or request additional cleanings to City locations as necessary. When additional cleanings are requested, the vendor may charge the City at the agreed upon hourly rate for work performed. The City may request an urgent cleaning where the vendor is expected to be on site within four (4) hours of notification, or non- urgent where the vendor and project manager can schedule the work as needed and more than four (4) hour notice is provided.

This section does not apply for callbacks associated with unsatisfactory performance where the Vendor as discussed in the INSPECTION AND ACCEPTANCE section of the scope of work. 88 Agreement No. 32300293
34 EXHIBIT B

TRADE SERVICE AGREEMENT
(CITY of Oxnard and Executive Facilities Services, Inc.)

SCHEDULE OF COMPENSATION

It is the responsibility of the vendor to schedule their employees according to hours listed for the respective facilities in the Scope of Services. The City will not pay the vendor for any over -time hours under any circumstances.

Public Works Location(s) Estimated
Weekly Hours Monthly Cost

Water Campus, 251 South Hayes Avenue
20 $3,164.93

Blending Station No. 3, 1700 Solar Drive
3 $575.98

Blending Station No. 4, 3637 North Rose
Avenue
3 $532.25
Blending Station No. 5, 908 East Pleasant
Valley Road
3 $532.25
Wastewater Treatment Plant,
6001 Perkins Road
34 $5,494.03
Advanced Water Purification Facility, 5700
Perkins Road
15 $2,646.59
Del Norte Regional Recycling and Transfer
Station, 111 Del Norte Boulevard
27 $4,214.72

Additional Services As-Needed Hourly Rate
As Needed additional janitorial Services $32.07
Urgent as-needed additional janitorial services $40.09

The anticipated period of performance shall be for three (3) years, with each year renewable in one (1) year increments. This annual renewal shall be based on mutually acceptable services, cost adjustments, and City requirements. Updated annual pricing sha ll be submitted to the City in writing four (4) months prior to the annual renewal date. Price increases shall not exceed the Consumer Price Index for all Urban Consumers (CPI -U) for Los Angeles from the U.S. Bureau of Labor Statistics based on 12-month CPI-U for December. 89 Agreement No. 32300293
35 EXHIBIT C

TRADE SERVICES AGREEMENT
(CITY of Oxnard and Executive Facilities Services, Inc.)

INSURANCE REQUIREMENTS

Prior to contract approval, CONSULTANT/SERVICE PROVIDER/SELLER/BIDDER (hereafter referred to as “SERVICE PROVIDER”) must procure, agree to maintain and supply evidence of insurance at the levels listed and in accordance with the other provisions listed in this document.

INSURANCE REQUIREMENTS FOR SMALL/MEDIUM CONSTRUCTION AND SERVICES CONTRACTS (WITHOUT BUILDER’S RISK REQUIREMENT)

1. Contractor shall obtain and maintain during the performance of any services under this Contract the following insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of services hereunder by Contractor, its agents, representatives, employees or subcontractors.

a. Commercial General Liability Insurance, including Contractual Liability, in an amount not less than $1,000,000 combined single limit for bodily injury and property damage for each claimant for general liability with coverage equivalent to Insurance Services Office Commercial General Liability Coverage (Occurrence Form CG 0001). If a general aggregate limit is used, that limit shall apply separately to the project location or shall be twice the occurrence amount;

b. Business Automobile Liability Insurance in an amount not less than $1,000,000 combined single limit for bodily injury and property damage for each claimant for automobile liability with coverage equivalent to Insurance Services Office Automobile Liability Coverage (Occurrence Form CA0001) covering Code No. 1, “any auto;”

c. If architectural, engineering, or electrical work will be performed under the Contract, Professional Liability/Errors and Omissions Insurance appropriate to the work being done in an amount not less than $1,000,000, with neither Contractor nor lis ted subcontractors having less than $500,000 individually. The Professional Liability/Errors and Omissions Insurance must be project specific with at least a one-year extended reporting period, or longer upon request.

d. Workers’ Compensation Insurance in compliance with the laws of the State of California, and Employer’s Liability Insurance in an amount not less than $1,000,000 per claimant. Additionally, the workers’ compensation policy shall include a waiver of all rights of subrogation which the insurer may have against the City.

1. Contractor shall, prior to performance of any services, file with the Risk Manager certificates of insurance with original endorsements effecting coverage required by this Exhibit INS -D. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The certificates and endorsements are to be on the attached forms or on other forms approved by the Risk Manager. All certificates and endorsements are to be received and approved by the Risk Manager before work commences. City reserves the right to require complete certified copies of all required insurance policies at any time. The certificates of insurance and endorsements shall be sent via email. If you have not received your request or are having difficulty with electronic upload, contact [email protected]

2. Contractor agrees that all insurance coverages shall be provided by a California admitted insurance carrier with an A.M. Best rating of A:VII or better and shall be endorsed to state that coverage may not be suspended, voided, canceled by either party, or reduced in coverage or limits without 30 days’ prior written notice to the Risk Manager. The Risk Manager shall not approve or accept any endorsement if the endorsement contains “best effort” modifiers or if the insurer is relieved from the responsibility to give such notice.

3. Contractor agrees that the Commercial General Liability and Business Automobile Liability Insurance policies shall be endorsed to name City, its City Council, officers, employees and volunteers as additional insureds as respects: liability arising out of activities performed by 90 Agreement No. 32300293
36 or on behalf of Contractor; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, its City Council, officers, employees and volunteers. The General Liability Special Endorsement Form and Automobile Liability Special Endorsement Form attached to this Exhibit INS -D or substitute forms containing the same information and acceptable to the Risk Manager shall be used to provide the endorsements (ISO form CG 2010 11/85 or if not available, CG 2010 with an edition date prior to 01/04 and CG 2037).

4. The coverages provided to City shall be primary and not contributing to or in excess of any existing City insurance or self-insurance coverages (this must be endorsed). Additionally, the workers’ compensation policy shall include a waiver of all rights of subrogation which the insurer may have against the City. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its City Council, officers, employees and volunteers. The insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

5. Any deductibles or self-insured retentions must be declared to and approved by the Risk Manager. At the option of the Risk Manager, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City, its City Council, officers, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

6. All insurance standards applicable to Contractor shall also be applicable to Contractor’s subcontractors. Contractor agrees to maintain appropriate agreements with subcontractors and to provide proper evidence of coverage upon receipt of a written request from the Risk Manager.

1/23
91 Agreement No. 32300293
37 INSTRUCTION FOR SUBMITTING INSURANCE CERTIFICATES AND ENDORSEMENT FORMS

Certificates of Insurance

The sample accord form on the following page is provided to facilitate your preparation and submission of certificates of insurance. You may use this or any industry form that shows coverage as broad as that shown on the attached sample. Please note the certificate holder address must be as shown on the attached sample accord form with the contract number and insurance exhibit identification information completed. Improperly addressed certificates may delay the contract start -up date because the City’s practice is to return unidentifiable insurance certificates to the insured for clarification as to the contract number. Cancellation provisions must be endorsed to the policy. Modifying the certificate does not change coverage or obligate the carrier to provide notice of cancellation.

Endorsement Forms

Original endorsements are required for general liability and automobile liability insurance policies and must be attached to the applicable certificate of insurance. City preference is that you use the endorsement forms which are attached. Substitute forms will be accepted, however, as long as they include provisions comparable to the attached.

INS-D.doc
92 Agreement No. 32300293
38 ACORD CERTIFICATE OF INSURANCE ISSUE DATE (MM/DD/YY)

PRODUCER

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.

CODE SUB-CODE

COMPANIES AFFORDING INSURANCE COVERAGE

INSURED

COMPANY

LETTER A SPECIFY COMPANY NAMES IN THIS SPACE

COMPANY

LETTER B

COVERAGES

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED, NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF

ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

CO
LTR

TYPE OF INSURANCE

POLICY NUMBER

POLICY EFFECTIVE

DATE (MM/DD/YY)

POLICY EXPIRATION

DATE (MM/DD/YY)

LIMITS

GENERAL LIABILITY
[x] COMMERCIAL GENERAL LIABILITY [x]
CLAIMS MADE [x] OCCUR.
[x] OWNER'S & CONTRACTOR'S PROT.

GENERAL AGGREGATE $1,000,000
PRODUCTS COMP/OP AGG. $1,000,000
PERSONAL & ADV. INJURY $1,000,000
EACH OCCURRENCE $1,000,000
FIRE DAMAGE (Any one fire) $
MED. EXPENSE (Any one person) $

AUTOMOBILE LIABILITY
COMBINED SINGLE $1,000,000
LIMIT
BODILY INJURY $
(Per person)
BODILY INJURY $
(Per accident)
PROPERTY DAMAGE $

[x] ANY AUTO

ALL OWNED AUTOS

SCHEDULED AUTOS

HIRED AUTOS

NON-OWNED AUTOS

GARAGE LIABILITY

EXCESS LIABILITY

UMBRELLA FORM

OTHER THAN UMBRELLA FORM

EACH OCCURRENCE $
AGGREGATE $

WORKERS' COMPENSATION
AND

EMPLOYERS' LIABILITY

STATUTORY LIMITS
EACH ACCIDENT $1,000,000
DISEASE-POLICY LIMIT $1,000,000
DISEASE-EACH EMPLOYEE $1,000,000

OTHER
Errors and omissions insurance or malpractice insurance available for the insured's profession; if architectural, engineering or electrical work will be performed under the Agreement
Minimum coverage $1,000,000
Each consultant/ $500,000
& listed sub-consultant

DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES/RESTRICTIONS/SPECIAL ITEMS

CERTIFICATE HOLDER

CANCELLATION
CITY OF OXNARD ℅ Evident ID, Inc.

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING COMPANY WILL ENDEAVOR TO MAIL 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO MAIL SUCH NOTICE SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE COMPANY, ITS AGENTS OR REPRESENTATIVES. 8520 Allison Pointe Blvd. Ste 223 AUTHORIZED REPRESENTATIVE 93 Agreement No. 32300293
39 SUBMIT IN DUPLICATE

GENERAL LIABILITY SPECIAL ENDORSEMENT
FOR THE CITY OF OXNARD (the “City”)

ENDORSEMENT NO.

ISSUE DATE (MM/DD/YY)

PRODUCER

POLICY INFORMATION:

Insurance Company:

Policy No.:

Policy Period: (from) (to)
LOSS ADJUSTMENT EXPENSE  Included in Limits
 In Addition to Limits
Telephone:

 Deductible  Self-Insured Retention (check which) of $ with an Aggregate of $ applies to

coverage.  Per Occurrence  Per Claim

(which) NAMED INSURED

APPLICABILITY This insurance pertains to the operations, products and/or tenancy of the named insured under all written agreements and permits in force with the City unless checked here  in which case only the following specific agreements and permits with the City are covered:

CITY AGREEMENTS/PERMITS

TYPE OF INSURANCE

GENERAL LIABILITY

 Claims Made

OTHER PROVISIONS
 COMMERCIAL GENERAL LIABILITY Retroactive Date
 COMPREHENSIVE GENERAL LIABILITY
 OWNERS & CONTRACTORS PROTECTIVE
 Occurrence

COVERAGES

LIABILITY LIMITS IN THOUSANDS $

EACH OCCURRENCE

AGGREGATE

 GENERAL

Underwriter=s representative for claims pursuant to this insurance.

CLAIMS:

Name:

Address:

Telephone: ( )
 PRODUCTS/COMPLETED OPERATIONS
 PERSONAL & ADVERTISING INJURY
 FIRE DAMAGE



In consideration of the premium charged and notwithstanding any inconsistent statement in the policy to which this endorsement is attached or any endorsement now or hereafter attached thereto, insurance company agrees as follows:

1. INSURED. The City, its officers, agents, employees and volunteers are included as insureds with regard to liability and defense of suits arising from the operations, products and activities performed by or on behalf of the named insured.

2. CONTRIBUTION NOT REQUIRED. As respects: (a) work performed by the named insured for or on behalf of the City; or (b) products sold by the named insured to the City; or (c) premises leased by the named insured from the City, the insurance afforded by this policy shall be primary insurance as respects the City, its officers, agents, employees or volunteers; or stand in an unbroken chain of coverage excess of the named insured’s scheduled underlying primary coverage. In either event, any other insurance maintained by the City, its officers, agents, employees or volunteers shall be in excess of this insurance and shall not contribute with it.

3. SEVERABILITY OF INTEREST. This insurance applies separately to each insured against whom claim is made or suit is brought except with respect to the company’s limits of liability. The inclusion of any person or organization as an insured shall not affect any right which such person or organization would have as a claimant if not so included.

4. CANCELLATION NOTICE. With respect to the interests of the City, this insurance shall not be canceled, or materially reduced in coverage or limits except after thirty (30) days prior written notice by receipted delivery has been given to the City.

5. PROVISIONS REGARDING THE INSURED’S DUTIES. Any failure to comply with reporting provisions of the policy or breaches or violations of warranties shall not affect coverage provided to the City, its officers, agents, employees or volunteers.

6. SCOPE OF COVERAGE. This policy, if primary, affords coverage at least as broad as:
a. Insurance Services Office Commercial General Liability Coverage, “occurrence” form CG0001; or b. If excess, affords coverage which is at least as broad as the primary insurance form CG0001.

Except as stated above nothing herein shall be held to waive, alter or extend any of the limits, conditions, agreements or exclusions of the policy to which this endorsement is attached.

ENDORSEMENT HOLDER

CITY OF OXNARD ℅ Evident ID, Inc.
8520 Allison Pointe Blvd. Ste 223
PMB 5210
Indianapolis, Indiana 462500-4299 US

AUTHORIZED REPRESENTATIVE
 Broker/Agent  Underwriter 

I (print/type name), warrant that I have authority to bind the above-mentioned insurance company and by my signature hereon do so bind this company to this endorsement.

Signature
(original signature required)
Telephone: ( ) Date Signed
Rev. 1/23 INS-D.doc
PMB 5210
Indianapolis, Indiana 462500-4299 US
94 Agreement No. 32300293
40 SUBMIT IN DUPLICATE

AUTOMOBILE LIABILITY SPECIAL ENDORSEMENT
FOR THE CITY OF OXNARD (the “City”)

ENDORSEMENT NO.

ISSUE DATE (MM/DD/YY)

PRODUCER
POLICY INFORMATION:

Insurance Company:

Policy No.:

Policy Period: (from) (to)
LOSS ADJUSTMENT EXPENSE  Included in Limits
 In Addition to Limits
Telephone:

 Deductible  Self-Insured Retention (check which) of $ with an Aggregate of $ applies to

coverage.  Per Occurrence  Per Claim (which) NAMED INSURED

APPLICABILITY. This insurance pertains to the operations, products and/or tenancy of the named insured under all written agreements and permits in force with the City unless checked here  in which case only the following specific agreements and permits with the City are covered:

CITY AGREEMENTS/PERMITS

TYPE OF INSURANCE

OTHER PROVISIONS



COMMERCIAL AUTO POLICY

BUSINESS AUTO POLICY
OTHER

LIMIT OF LIABILITY

CLAIMS: Underwriter’s representative for claims pursuant to this insurance.

Name:

Address:
$ per accident, for bodily injury and property damage.

Telephone: ()

1. INSURED. The City, its officers, agents, volunteers and employees are included as insureds with regard to liability and defense of suits arising from the operations, products and activities performed by or on behalf of the named insured.

6. SCOPE OF COVERAGE. This policy, if primary, affords coverage at least as broad as:
a. Insurance Services Office Automobile Liability Coverage, “occurrence” form CA0001, code ("any auto"); or b. If excess, affords coverage which is at least as broad as the primary insurance form referenced in the preceding section (1).

Except as stated above nothing herein shall be held to waive, alter or extend any of the limits, conditions, agreements or exclusions of the policy to which this endorsement is attached.

ENDORSEMENT HOLDER

CITY OF OXNARD ℅ Evident ID, Inc.

AUTHORIZED REPRESENTATIVE
 Broker/Agent  Underwriter 

I (print/type name), warrant that I have authority to bind the above-mentioned insurance company and by my signature hereon do so bind this company to this endorsement.

Signature

(original signature required)
8520 Allison Pointe Blvd. Ste 223
PMB 5210
Indianapolis, Indiana 462500-4299 US
95 Agreement No. 32300293
41 EXHIBIT D

TRADE SERVICES AGREEMENT
(CITY of Oxnard and Executive Facilities Services, Inc.)

LIVING WAGE POLICY

Pursuant to the Living Wage Policy adopted July 9, 2002 by the City Council and effective October 1, 2002, the City Manager and City Attorney are directed to include the following language in all standard trade services contracts and all unique trade services contracts governed by the Living Wage Policy.

A. SERVICE PROVIDER shall compensate any employee of SERVICE PROVIDER who provides services under this Agreement in accordance with the Living Wage Policy, attached hereto and incorporated herein by reference as the Living Wage Policy Exhibit. While this Agreement is in effect, SERVICE PROVIDER shall pay such employee no less than $18.22 per hour for each hour that such employee provides services under this Agreement. In addition, while this Agreement is in effect, SERVICE PROVIDER shall provide to such employee no less t han 96 hours of paid leave per calendar year.

B. SERVICE PROVIDER agrees to post, at a location readily accessible to those employees providing services to the CITY, a copy of the Living Wage Policy adopted by City Council on July 9, 2002 and effective October 1, 2002.

C. If SERVICE PROVIDER fails to compensate such employee pursuant to the Living Wage Policy, the City Manager or designee shall terminate this Agreement on written notice to SERVICE PROVIDER, effective immediately.

D. In addition, if SERVICE PROVIDER fails to comply with the Living Wage Policy in any manner, SERVICE PROVIDER shall pay to CITY a fine of $500 and shall pay to any employee providing services under this Agreement a penalty of three times the amount or value of the compensation owed to such employee under the Living Wage Policy. SERVICE PROVIDER shall pay such fine and penalty within fifteen (15) calendar days after the City Manager or designee provides written notice to SERVICE PROVIDER of the amount owed.

Date Signed Telephone: ( )
96 Agreement No. 32300293
42 CITY OF OXNARD LIVING WAGE REQUIREMENTS
EFFECTIVE JULY 1, 2022

SERVICE PROVIDER shall compensate any employee of SERVICE PROVIDER who provides services under this Agreement in accordance with the Living Wage Policy, attached hereto and incorporated herein by reference as Exhibit D. While this Agreement is in effect, SERVICE PROVIDER shall pay such employee no less than $18.22 per hour for each hour that such employee provides services under this Agreement. This hourly rate shall be adjusted on July 1, 2023, and each July 1 thereafter, according to the percentage change in the Consumer Price Index, all items, prepared by the Bureau of Labor Statistics for the Los Angeles area relating to all urban consumers (CPI-U), index base 1982-84=100, comparing May of the previous year to May of the current year. In addition, while this Agreement is in effect, SERVICE PROVIDER shall p rovide to such employee no less than 96 hours of paid leave per calendar year.

a. SERVICE PROVIDER agrees to post, at a location readily accessible to those employees providing services to the CITY, a copy of the Living Wage Policy adopted by the Oxnard City Council on July 9, 2002 and effective October 1, 2002.

b. If SERVICE PROVIDER fails to compensate such employee pursuant to the Living Wage Policy, the City Manager or designee shall terminate this Agreement on written notice to SERVICE PROVIDER, effective immediately.

c. In addition, if SERVICE PROVIDER fails to comply with the Living Wage Policy in any manner, SERVICE PROVIDER shall pay to CITY a fine of $500 and shall pay to any employee providing services under this Agreement a penalty of three times the amount or value of the compensation owed to such employee under the Living Wage Policy. SERVICE PROVIDER shall pay such fine and penalty within fifteen (15) calendar days after the City Manager or designee provides written notice to SERVICE PROVIDER of the amount owed.
97 Agreement No. 32300293
43 EXHIBIT E

TRADE SERVICES AGREEMENT
(CITY of Oxnard and Executive Facilities Services, Inc.)

PREVAILING WAGE

1. SERVICE PROVIDER acknowledges that the Project defined in the Agreement between SERVICE PROVIDER and CITY is a “public work” as defined in Division 2, Part 7, Chapter 1 of the California Labor Code (“Chapter 1”), and that this Agreement is subject to Chapter 1 and the rules and regulations established by the Director of Industrial Relations (“DIR”) implementing such statutes. SERVICE PROVIDER shall perform the Project as a public work. SERVICE PROVIDER shall comply with and be bound by all the terms, rules and regulations described in Chapter 1 and the DIR’s rules and regulations as though set forth in full herein.

2. Pursuant to Labor Code Section 1773.2, copies of the prevailing rate of per diem wages for each craft, classificati on, or type of worker needed to perform the Agreement are on file at City Hall and will be made available to any interested party on request. SERVICE PROVIDER acknowledges receipt of a copy of the DIR determination of such prevailing rate of per diem wages , and SERVICE PROVIDER shall post such rates at each job site covered by this Agreement.

3. SERVICE PROVIDER is required to post job site notices, as prescribed by regulation. See Labor Code Section 1771.4(a)(2).

4. SERVICE PROVIDER shall comply with and be bo und by the provisions of Labor Code Sections 1774 and 1775 concerning the payment of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. SERVICE PROVIDER shall, as a penalty to CITY, forfeit not more than $200 for each calendar day or portion thereof for each worker paid less than the DIR’s determined prevailing rates for the work or craft in which the worker is employed pursuant to this Agreement by SERVICE PROVIDER or any subcontractor. The Labor Commissioner shall determine the amount of the penalty as described in Section 1775.

5. SERVICE PROVIDER shall comply with Labor Code Section 1776, which requires SERVICE PROVIDER and each subcontractor to (1) keep accurate payroll records and verify such records in writing under penalty of perjury, (2) certify and make such payroll records available for inspection, and (3) inform CITY of the location of the records.
98 Agreement No. 32300293
44 6. SERVICE PROVIDER shall comply with Labor Code Sections 1777.5, 1777.6 and 1777 .7 and California Administrative Code Title 8, Section 200 et seq. concerning the employment of apprentices on public works projects for all apprenticeable occupations. Before commencing work under this Agreement, SERVICE PROVIDER shall provide CITY with a copy of the information submitted to any applicable apprenticeship program. Within 60 days after concluding the Project, SERVICE PROVIDER and each of its subcontractors shall submit to CITY a verified statement of the journeyman and apprentice hours performed under this Agreement.

7. SERVICE PROVIDER may not be debarred or suspended throughout the Agreement Term pursuant to Labor Code Section 1777.1 or 1777.7. If he, she or it becomes debarred or suspended in the Agreement Term, SERVICE PROVIDER must immediately notify CITY.

8. SERVICE PROVIDER is not qualified to bid on, be listed in a Bid proposal, or engage in the performance of any contract for public work, as defined in Labor Code Sections 1720 through 1861, unless currently registered and qualified to perform public work pursuant to Labor Code Section 1725.5. SERVICE PROVIDER shall continue without interruption to stay registered and qualified to perform public work pursuant t o Section 1725.5 for the duration of the term of this Agreement. This provision does not apply to construction, alteration, demolition, installation or repair work of $25,000 or less or to maintenance work of $15,000 or less.

9. SERVICE PROVIDER acknowledges that 8 hours labor constitutes a legal day’s work. SERVICE PROVIDER shall comply with and be bound by Labor Code Section 1810.

10. SERVICE PROVIDER shall comply with and be bound by Labor Code Section 1813 concerning penalties for workers who work excess hours. SERVICE PROVIDER shall, as a penalty to CITY, forfeit $25 for each worker employed in the performance of this Agreement by SERVICE PROVIDER or by any subcontractor for each calendar day during which such worker is required or permitted to work more than 8 hours in any calendar day and 40 hours in any one calendar week in violation of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code.

Pursuant to Labor Code Section 1815, work performed by SERVICE PROVIDER’s employees in excess of 8 hours per day and 40 hours per week shall be permitted upon public work upon compensation for all hours worked in excess of 8 hours per day at not less than 1 ½ times the basic rate of pay.

11. The Project listed in the Agreement is subject to compliance monitoring and enforcement by the DIR.

12. SERVICE PROVIDER shall be responsible for each and every one of its subcontractors’ compliance with Chapter 1, the DIR’s rules and regulations, and 99 Agreement No. 32300293
45 Labor Code Sections 1860 and 3700. SERVICE PROVIDER shall include in the written contract between it and each subcontractor a copy of, and a requirement that each subcontractor shall comply with, those statutory provisions. SERVICE PROVIDER shall be required to take all actions necessary to enforce such contractual provisions and ensure subcontractors’ compliance, including without limitation, conducting a periodic review of the certified payroll records of each subcontractor, and upon becomi ng aware of the failure of the subcontractor to pay its workers the specified prevailing rate of wages, SERVICE PROVIDER shall diligently take corrective action to halt or rectify any failure.

13. To the maximum extent, SERVICE PROVIDER shall hold harmless, defend (with counsel approved by the City Attorney) and indemnify CITY, its legislative bodies, and its officials, officers, employees and agents from any demand or claim for damages, compensation, fines, penalties or other amounts arising out of or incidental to any acts or omissions listed above by any person or entity (including Service Provider, its subcontractors, and each of their officials, officers, employees and agents) in connection with any work undertaken or in connection with the Agreement, including without limitation the payment of all attorneys’ fees and other related costs. All duties of SERVICE PROVIDER under this Section shall survive Agreement termination.
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CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. K.4

DATE: April 4, 2023

TO: City Council

FROM: Jason Benites, Police Chief, (805) 385-7624, [email protected]

SUBJECT: Police Department Military Equipment Acquisitions.

RECOMMENDATION

That the City Council approve the Police Department’s purchase and use of the below-listed equipment defined by California Government Code 7070(c)(5) through 7070(c)(10) as "military equipment":
• DUI enforcement command trailer
• Traffic collision investigation response van
• Unmanned aerial vehicle response van
• Three (3) Patrol Sergeant command vehicles
• Three (3) precision rifles
• Chemical agents

BACKGROUND

On January 1, 2022, Assembly Bill (AB) 481 was codified in Government Code sections 7070 through 7075. This new legislation requires that law enforcement agencies obtain approval from their governing body via the adoption of a “military equipment” use policy by ordinance before funding, acquiring, or using such equipment.

On April 19, 2022, the Oxnard City Council adopted the Oxnard Police Department Military Equipment Use Policy, which allows the Oxnard Police Department to continue to use the equipment that is specified therein. The policy can be found as section 708 of the Oxnard Police Department’s Policy Manual and is visible to the public on the Oxnard Police Department’s website: (https://sites.google.com/oxnardpd.org/department-policy-manual/department-policy-manual).

The Police Department is in the process of acquiring additional equipment that is defined by this legislation as “military equipment” and seeks the City Council’s authorization for its funding, purchase, and use. Upon approval, this equipment will be included in the Police Department's inventory of items that are deemed under this legislation as "military equipment."

The Police Department seeks to acquire and use the following equipment:

Command Vehicles
Under California Government Code 7070(c)(5), mobile command vehicles fall within the scope of AB 481. Section 7070(c)(5) defines command vehicles as “command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.” The Police Department intends to add the following command vehicles to its fleet:

DUI Enforcement Command Trailer
On July 1, 2022, the Oxnard Police Department Traffic Unit was awarded funding from the California Highway Patrol 101
Cannabis Tax Fund Grant (CTFGP). Part of the funds that were made available to the Department are to be used for the purchase of a DUI enforcement command trailer. This thirty-foot trailer will be outfitted with communications equipment, computers, a restroom, and will be climate-controlled. This trailer will serve as a mobile operations center during DUI and drug enforcement operations. This trailer will assist the Police Department’s ongoing efforts to reduce drug and alcohol-related collisions in the city through enforcement and education. The mobile command trailer will allow officers to conduct DUI and drug examinations safely, process evidence, prepare reports, and complete the booking process of arrestees. Due to its mobility, officers will be able to target areas in the city that have the highest incidents of alcohol and drug-related collisions. The Department will also use the trailer during community engagement events to help with the Department’s ongoing mission of lowering alcohol and drug-related collisions through community outreach and education.

Though this item falls under the Government Code's
definition of "military equipment", it is important to note that this item has no weapons, no armor, and no materials furnished by the military (the chassis can otherwise be purchased by members of the public).

The cost to outfit the trailer will be $124,286.39. There is no cost to the General Fund, as the money for this acquisition would come from the California Highway Patrol Cannabis Tax Fund Grant.

Unmanned Aerial Vehicle Response Van
In 2019, the Oxnard Police Department developed the Unmanned Aerial Systems (UAS) unit. The UAS unit deploys small unmanned aerial vehicles (UAV), commonly referred to as drones, for various purposes. These purposes include, but are not limited to, crime scene/traffic collision documentation, conducting area searches, investigating hazardous or explosive materials, and supporting tactical operations. The Police Department's UAS program has proven itself of great value to the Police Department and has allowed officers to perform their public safety duties more safely. One of the benefits of the UAS program is its ability to respond quickly to incidents and deploy UAVs to support public safety personnel. As the program has continued to grow, acquiring a vehicle from which UAS members can safely and securely conduct missions and store and transport equipment has become necessary. By having such a vehicle, response times to incidents can be greatly reduced.

In June of 2022, the Department acquired a Mercedes-Benz Sprinter van. The Police Department intends to have this van outfitted with radios, computers, monitors, storage lockers, and other equipment required to operate UAVs. The UAS unit will utilize the vehicle as a rapid response vehicle. Photographs that depict the intended design and look are shown below.

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The estimated cost of outfitting the vehicle is approximately $40,000. There would be no impact on the General Fund for this outfitting, as the costs would be covered by grant monies from the California Supplemental Law Enforcement Services Fund (SLESF).

Though this item falls under the Government Code's definition of "military equipment", it is important to note that this item has no weapons, no armor, and no materials furnished by the military (the chassis can otherwise be purchased by members of the public).

Traffic Collision Investigation Response Van
In August 2022, the Police Department acquired a 2022 Mercedes Benz Sprinter van. The Police Department intends to have the van outfitted with communications equipment, computers, workstations, and lighting. It will safely store equipment and technology that the Traffic Unit uses during collision investigations. The Traffic Unit will use this van to respond to major traffic collisions and other significant criminal investigations, such as homicides, when specialized equipment is required to identify, collect, and preserve evidence.

The cost to outfit the van will be $26,693.99. The Ventura County Service Authority for Freeway Emergencies (V.C.

SAFE) funded the purchase of the van and the cost of having it outfitted. There will be no impact on the General Fund.

Though this item falls under the Government Code's definition of "military equipment", it is important to note that this item has no weapons, no armor, and no materials furnished by the military (the chassis can otherwise be purchased by members of the public).

Patrol Sergeant Command Vehicles
The Police Department will acquire three (3) patrol vehicles to serve as patrol sergeant command vehicles. These vehicles will be equipped with additional radios, computers, and dry-erase boards. Both models are small sport utility vehicles and will be driven by Patrol Sergeants, who serve as field supervisors. The added equipment facilitates a forward command post that can quickly respond to incidents to supervise and coordinate public safety resources. The photo below illustrates the general configuration of added equipment.

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Depending on the available inventory, the department will acquire either Ford Police Explorers or Dodge Durango. The Police Department will purchase these vehicles through the Enterprise Lease Management Agreement (A- 8136) Plan, which the City Council approved on March 29, 2022. These vehicles will replace existing patrol cars in the Department’s fleet that have reached the end of their service lives.

Though this item falls under the Government Code's definition of "military equipment", it is important to note that this item has no affixed weapons, no armor, and no materials furnished by the military. The vehicle chassis can otherwise be purchased by members of the public. This vehicle is essentially a Patrol Sergeant's vehicle with the added equipment, as shown above.

Precision Rifles
Under California Government Code 7070(c)(10), specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency fall within the definition of "military equipment." This would include precision rifles, commonly called sniper rifles, used by the special weapons and tactics team (SWAT) officers.

The Oxnard Police Department SWAT Team currently has six (6) .308 caliber precision rifles in its inventory. Due to their age, several rifles in the SWAT Team’s inventory have reached the end of their service lives and need to be replaced. These six rifles have become less reliable, and their accuracy has deteriorated. In 2021, the Police Department purchased three (3) Accuracy International .308 caliber rifles, replacing three (3) existing rifles that had reached the end of their service lives. The Oxnard Police Department wishes to acquire three (3) additional Accuracy International rifles, which will replace three (3) remaining rifles that have reached the end of their service lives. It is important to emphasize that this acquisition is simply replacing existing inventory.

A small, select group of SWAT officers utilizes this type of rifle (a sample image is depicted above). These officers receive special training. These rifles are used during high-risk tactical incidents involving armed and violent suspects.

Precision rifles allow SWAT officers to deliver accurate fire from both short and long ranges when deadly force is required to protect the lives of community members and/or officers and when no other force options are feasible. Examples of situations when the SWAT Team uses these rifles include but are not limited to:
• Situations where the officer reasonably anticipates an armed encounter. • When officers are faced with a situation that may require accurate and effective fire at long range. • Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower. 104
• Incidents involving hostages
• When an officer reasonably believes that a suspect may be wearing body armor.

The cost to purchase these rifles is approximately $20,000 and will be paid for using asset forfeiture funds. There would be no impact on the General Fund.

Chemical Agents
Under California Government Code 7070(c)(12), “tear gas,” excluding handheld devices, is defined as “military equipment.” Chemical agents, often called “teargas,” are a less lethal tool that gives officers the ability to force a barricaded suspect from a structure or vehicle, preventing officers from having to enter and potentially becoming involved in a violent encounter. The deployment of such chemical agents is limited to the SWAT Team.

The Police Department's chemical agents inventory has become depleted over the last year due to several tactical operations which were safely concluded by SWAT officers with the use of chemical agents. To replenish the inventory, the Police Department needs to purchase thirty (30) Combined Tactical Systems (CTS), 5230B CS canisters (sample photo below). These devices are intended for indoor use only and are specifically designed to resolve situations involving barricaded individuals. This number will restore/replenish the chemical agent inventory back to the level when the City Council first approved the Oxnard Police Department’s military equipment inventory in 2022.

The cost to purchase these chemical agents is $2,173.03 and will be paid using money from the Police Department’s ordinance budget.

STRATEGIC PRIORITIES

This agenda item supports Public Safety strategy. The purpose of the Public Safety strategy is to restore and modernize the delivery of public safety services to provide for the safety of our neighborhoods and health of our community.

FINANCIAL IMPACT

The cost to outfit the DUI enforcement command trailer will be $124,286.39 and will be paid for using funds from the California Highway Patrol Cannabis Tax Fund Grant. Outfitting the unmanned aerial support response van will cost approximately $40,000. It will be funded through the California Supplemental Law Enforcement Services Funds (SLESF). The cost to outfit the traffic collision response van is $26,693.99, which will be paid using available Ventura County Service Authority for Freeway Emergencies grant funds. The three (3) patrol sergeant command vehicles will be purchased as part of the existing Enterprise Lease Agreement Plan. The purchase of three (3) precision rifles is approximately $22,000 and will be funded using asset forfeiture monies. The cost of thirty (30) CTS 5230B CS canisters is $2,173.00 and will be funded by the Police Department’s ordinance budget. With the exception of the CS canisters and the three command vehicles, none of these items impact the General Fund. 105

For Finance Use Only: General Fund (Org. 1012111, Obj. 57000 & 52100), Asset Seizure Fund (Org. 1922131, Obj. 56040, Project M2005 - 662158 Asset Seizre-Fed&State), State & Local Grant Fund (Org. 2102131, Obj. 56040, Project G2301 - 662180 CHP CANNABIS GRANT FY23), Capital Outlay Fund (Org. 3012131, Obj. 56040, Project C2269 - 662171 Safe Grant FY2022).

COMMITTEE OUTCOME

The Community Services, Public Safety, and Housing & Development Committee approved 3-0 on March 14, 2023, to approve the staff recommendation and to forward the item for Council approval.

Prepared by: Timothy Kelley, Police Commander

ATTACHMENTS

1. AB 481 Acquisition Presentation.pptx (1)

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POLICE DEPARTMENT - MILITARY EQUIPMENT

ACQUISITION
Oxnard Police Department
Tim Kelley, Special Operations Commander
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That the City Council approve the purchase and use of below listed military equipment defined by Government Code 7070(c)
• One (1) DUI Enforcement Command Trailer
• One (1) Unmanned Aerial Vehicle Response Van
• One (1) Traffic Collision Response Van
• Three (3) Patrol Sergeant Command SUV
• Three (3) precision rifles
• Thirty (30) Combined Tactical Systems (CTS) 5230B CS canisters- chemical agents
RECOMMENDATION 2
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• Beginning January 1, 2022, AB 481 codified Government Code sections 7070 through 7075
• AB 481 mandates law enforcement agencies seek approval from their governing body (City Council) prior to funding, purchasing, or using any equipment defined as “military equipment”
• On April 19, 2022, the Oxnard City Council adopted the Oxnard Police Department Military Equipment Use Policy (policy section 708) which authorizes the use of the equipment therein
BACKGROUND 3
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Under California Government Code 7070(c)5, mobile command vehicles are considered “military equipment” under AB 481.

Government Code 7070(c)5 defines command vehicles as
“command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units”
The Department intends to add six small command vehicles to its fleet.

COMMAND VEHICLES 4
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DUI ENFORCEMENT COMMAND TRAILER
• On July 1, 2022, the Oxnard Police Department received grant funding from the California Highway Patrol Cannabis Tax Grant to purchase a DUI enforcement command trailer.

• This trailer will be outfitted with communications equipment, computer, display devices, and will be equipped with a restroom • It will be utilized as a mobile operations center during DUI and drug enforcement operations • This equipment will help the Department’s ongoing mission of lowering alcohol and drug-related collisions COMMAND VEHICLES 5
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COMMAND VEHICLES 6
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35-foot DUI Enforcement Command Trailer
COMMAND VEHICLES 7
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UNMANNED AERIAL VEHICLE RESPONSE VAN
● The Oxnard Police Department’s Unmanned Aerial Systems (UAS) program has grown since its inception and has become a critical tool in the Department’s efforts to keep officers and community members safe ● The UAS unit is in need of a vehicle which unit members can safely and securely store, transport, and conduct operations from ● In June of 2022, the Department purchased a Mercedes-Benz Sprinter van to outfit with radios, computers, monitors, storage lockers and, other equipment COMMAND VEHICLES 8
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Unmanned Aerial Vehicle Response Van
COMMAND VEHICLES 9
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COMMAND VEHICLES 10
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TRAFFIC COLLISION RESPONSE VAN
• In 2022, the Police Department Traffic Unit was awarded funding through the Ventura County Service Authority for Freeway Emergencies Incident Responder Grant Program
• Provide a workspace for Traffic Unit personnel
• Safely and securely store sensitive equipment used during traffic collision and criminal investigations
• This vehicle will respond and assist during
• Fatal traffic collision investigations
• Criminal investigations
COMMAND VEHICLES 11
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COMMAND VEHICLES 12
* The interior of this vehicle will be similar
to the UAS response vehicle
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PATROL SERGEANT COMMAND VEHICLES
• The Department will be purchasing three (3) patrol sergeant vehicles
• These vehicles will be outfitted with additional radios, computers, and dry erase boards and serve as field command vehicles
• They will allow patrol supervisor to better manage critical incidents
• These vehicles will replace three (3) existing vehicles in the Department’s fleet
COMMAND VEHICLES 13
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COMMAND VEHICLES 14
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PRECISION (SNIPER) RIFLES
Under California Government Code 7070(c)10, specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency fall within the definition of military equipment.

This would include precision rifles, commonly referred to as sniper rifles, utilized by the special weapons and tactics team (SWAT).

PRECISION RIFLES 15
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• These rifles are utilized during high-risk tactical incidents involving armed and violent suspects
• These rifles are used when deadly force is required to protect the lives of community members and officers, and no other means of force is feasible
PRECISION RIFLES 16
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• The SWAT T eam currently has (6) .308 caliber precision rifles in its inventory
• Three (3) were replaced at the beginning of 2022 and were approved by City Council
• Three (3) rifles additional rifles need to be purchased to replace existing rifles that have reached the end of their service lives
PRECISION RIFLES 17
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Under California Government Code 7070(c)12, “tear gas,” excluding handheld devices, is defined as “military equipment.

CHEMICAL AGENTS 18
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• Chemical agents are used by the Oxnard Police Department SWAT T eam as a less lethal means of introducing a chemical irritant into a structure with the goal of forcing a barricaded individual out and into an area where they may be safely taken into custody
• Due to several tactical operations that were successfully resolved with the use of chemical agents, the Department needs to purchase thirty (30) additional CS canisters to replenish its inventory
• This will bring the number of chemical agents back to the level when City Council first approved the Department’s Military Equipment Inventory
CHEMICAL AGENTS 19
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• The cost to outfit the DUI enforcement command trailer will be $124,286.39 and will be paid for using funds from the California Highway Patrol Cannabis Tax Fund Grant. • The cost to outfit the Unmanned Aerial Support response van will be approximately $35,000 to $40,000 and will be funded utilizing California Supplemental Law Enforcement Services Fund (SLESF)
• The cost to outfit the traffic collision response van is $26,693.99 and will paid for using available Ventura County Service Authority for Freeway Emergencies Incident Responder Grant Program funds FINANCIAL IMPACT 20
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• The patrol sergeant command vehicles will be purchased through the Enterprise Lease Management Agreement (G-8136) Plan which was approved by City Council on March 29, 2022 • The cost to purchase three (3) precision rifles is approximately $22,000 and will be funded using asset forfeiture funds • The cost of thirty (30) CTS 5230B CS canisters is $2,173.00 and will be funded by the Police Department’s ordinance budget None of these items impact or require a contribution from the General Fund
FINANCIAL IMPACT 21
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That the City Council approve the purchase and use of below listed military equipment:
• One (1) DUI Enforcement Command Trailer
• One (1) Unmanned Aerial Vehicle Response Van
• One (1) Traffic Collision Response Van
• Three (3) Patrol Sergeant Command SUV
• Three (3) precision rifles
• Thirty (30) Combined Tactical Systems (CTS) 5230B CS canisters- chemical agents
RECOMMENDATION 22
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QUESTIONS
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CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. L.1

DATE: April 4, 2023

TO: City Council

FROM: Emilio Ramirez, Housing Director, (805) 385-8094, [email protected]

SUBJECT: Commitment to the 2016 Downtown Vision Plan and 2019 Downtown Code. (20 minutes)

RECOMMENDATION

That the City Council review and reaffirm their Commitment to 2016 Downtown Vision Plan and 2019 Downtown Code.

(This item did not originate in Committee.)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/SOxW5XVfc0A

BACKGROUND

EXECUTIVE SUMMARY

Staff seeks to dispose of six specific sites, consisting of 53 parcels within Downtown,that were part of the City Council’s 2022 approval of 54 parcels as surplus lands. The subject sites, depicted in Attachment 4, include:Plaza Park North

1. Plaza Park North

2. Oxnard Transit Center Fourth Street & Oxnard Boulevard

3. Plaza Park East

4. Plaza Park South & Laundromat

5. Petting Zoo

6. Former Gull Wings Children’s Museum
Following Council action to declare the land as surplus, staff proceeded per the requirements of the California Surplus Land Act. The lots can now be sold for development. Provided the City Council reaffirms their commitment to the 2016 Downtown Vision Plan and 2019 Downtown Zoning Code, staff would continue with disposition of these sites with a requirement for development consistent with the Downtown Vision Plan (“DVP”), which is described in more detail in this report.

BACKGROUND

DOWNTOWN VISION PLAN (2016)

In January of 2016, the Congress for New Urbanism (“CNU”) was commissioned by the City to revisit and integrate earlier Downtown planning and policy documents into an overarching “vision” for Downtown. The results are expressed in a “Downtown Vision Plan” (“DVP”) that was presented to the City Council on October 18, 2016 (Attachment 1). The DVP emphasized the following core principles:

1. Increase connectivity of Oxnard Blvd within Downtown 130

2. Focus development on vacant lots

3. Prioritize adding a significant amount of new housing

4. Focus on development around Plaza Park

5. Enable an ethnically diverse restaurant cluster

6. Waive the existing 39-unit per acre density limitation.

These core principles were expressed within the DVP as seven “big ideas”:

1. Transform Oxnard Blvd (Section 2.1)

2. “A” Street: The Main Street of Downtown (Section 2.2)

3. Colonia Road/Bicycle Connectivity (Section 2.3)

4. Plaza Park (Section 2.4)

5. Plaza Park Infill Development (Section 2.5)

6. Downtown Arts Hub (Section 2.6)

7. Infill Development (Section 2.7)

8. Downtown Parking Strategy (Section 2.8)
The Council has taken a series of actions since 2016 to implement the DVP:

1. 2018 Downtown Parking Inventory (Section 2.8)

2. 2018 Parklet Pilot Program (outdoor dining) (Section 2.2)

3. 2018 Adoption of a Downtown Arts Hub Fire Year Plan and allocation of funding for murals (Section 2.6)

4. 2019 Adoption of the Downtown Zoning Code consistent with the DVP, inclusive of reducing parking requirements and waiving the 39-unit per acre density (Sections 2.2, 2.5, 2.7, and 2.8)

5. Funding in Fiscal Year 2019-2020 for the demolition of the Laundromat Building at 318 W Fifth Street (Section

2.5 & 2.7) (slated for 2023)

6. 2020 Approval of the Homeless Solutions Center (Section 2.7)

7. 2022 Surplus of 54 parcels, 53 of which are in downtown consistent with the Plaza Park Infill and Infill development ideas of the DVP. (Sections 2.5 & 2.7)
In addition, Council has supported efforts for lighting improvements (funded and completed), public restrooms pilot program (funded, implemented but discontinued), tree trimming (funded and completed), enhanced Police Department deployment, homeless outreach efforts, parking structure maintenance, street tree maintenance, renovation of 4th Street as part of the City Council’s 5-Year Priorities, and the conversion of the Oxnard Downtown Management District (ODMD) into a 501(c)3 to set the organization up for success with the planned implementation of the DVP.

DOWNTOWN ZONING CODE

The adoption of the Downtown Zoning Code was informed by the DVP, and the mechanism to implement development and redevelopment consistent with the DVP. As a form-based code, its purpose is to implement the development and uses of individual lots and buildings in the Downtown to create a main street with mixed-use areas serving urban neighborhoods of pedestrian oriented streets with a variety of housing types. The Downtown Code identifies downtown as an area generally bound by Colonia Road to the north, Wooley Road to the south, D Street to the west and the railroad tracks to the east. The Downtown Code separates downtown into three areas: 1) Downtown Core, 2) Downtown General, and 3) Downtown Edge (Attachment 2). All six Council approved surplus sites are located within the Downtown Core, with a portion of Plaza Park South & Laundromat site also being part of the Downtown General designation.

Downtown Core

The Downtown Core Zoning principles were built upon the Plaza Park Infill portion of the DVP. The DVP recommends surrounding Plaza Park with multi-story mixed use buildings with ground floor shops and restaurants, with housing on upper floors as the best way to re-center the downtown around Plaza Park.

The primary characteristics envisioned for these buildings include:
a. Tall ground floors to provide tall windows and high ceilings b. Large canvas awnings to shade shop fronts
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c. Simple, elegant architecture
d. Wide sidewalks
e. Active ground floor uses fronting the Park
The 2019 Downtown Code is consistent with these development concepts and is characterized by lively, pedestrian- oriented retail, restaurant, service, or art gallery ground-floor uses, with housing and offices on upper floors, behind shop fronts lining the street, or on the ground floor alongside streets. Building heights are up to 150 feet when community benefits are included.

If Council is committed to the DVP, staff will continue negotiations consistent with these principals and the Downtown Core zoning standards for the six sites, with a current focus on Plaza Park North, “Petting Zoo”, and Gull Wings Children’s Museum.

PARKING

Related to the development and redevelopment of the Downtown consistent with the DVP and Downtown Zoning Code is the discussion on parking supply and demand. The DVP recommended the implementation of the Council’s 2009 adopted Downtown Oxnard Mobility and Parking Management Plan. This plan was developed to:
a. Ensure good access to the Downtown by all modes of transportation b. Provide circulation through and around the Downtown for longer distance travelers c. Maintain functional, beautiful and pedestrian-friendly streets supporting strong retail life d. Use of existing transportation assets as catalysts for economic development e. Maintain sufficient parking for downtown visitors and employees, with a realistic and effective plan for operating and managing that parking
The 2009 plan included eight recommendations to meet these mobility goals (Attachment 4). Those recommendations were again recommended in the DVP. With the adoption of the Downtown Code, Council partially implemented Recommendation 2: “Reduce Minimum Parking Requirements and Institute an In-Lieu Fee” of the 2009 Downtown Oxnard Mobility and Parking Management Plan. To help establish the In-Lieu Fee, Harris and Associates was hired in 2018 to conduct a new parking inventory.

Harris and Associates identified 3,779 publicly controlled parking spaces and an additional 1,568 privately controlled spaces, for a total parking supply of 5,347 spaces in the downtown area. The 2018 analysis did not include residential demand analysis, as the existing residential units downtown provide parking on-site. In addition, off-site residential parking is not included in the total 5,347 spaces.
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In addition, Harris and Associates analyzed the existing parking demands. Existing non-residential development totals approximately 1.8 million square feet, which under our Downtown Code require 1,854 parking stalls. As a worst case scenario, if all existing non-residential development relied on public parking, rather than utilizing the private parking supply (1,568 stalls) this still leaves 1,925 excess parking spaces in downtown.

DISCUSSION

In 2022, the City Council declared the six sites listed above as surplus. Hence, staff proceeded per the requirements of the California Surplus Land Act, which has resulted in the potential disposition and development of all of the sites. For the reasons stated above, primarily parking and consistency with the DVP, staff seeks to prioritize development with a focus on Plaza Park North, followed by the Petting Zoo, and the former Gull Wings Museum. These three sites have fewer impacts to existing parking supply and private developments, and are closer to the underutilized parking structure.

Consistent with the Downtown Code and the DVP, anchoring downtown Oxnard around Plaza Park offers an opportunity for a vibrant community which extends beyond daytime business. The Downtown Code and DVP promote a mixed-use development of dense housing along with appealing store fronts to complement the historic downtown open space of Plaza Park. Offering visually appealing, amenity-rich housing opportunities will create a new community of active urban dwellers that demand lively public spaces and retail opportunities where they can comfortably work and play where they live.

Before moving to the next phase of an Exclusive Negotiating Agreement for each site, Staff seeks the Council reaffirmation of the DVP and Downtown Code.

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PLAZA PARK NORTH

The Plaza Park North site includes the vacant building formerly occupied by the Social Security Administration plus the City-owned surface parking lot located at the southeast corner of C Street and Fourth Street. This removes approximately fifty-three parking stalls. Based on the DVP and Downtown Zoning Code, Plaza Park North offers a genuine opportunity to bring approximately 300 units of housing combined with storefront retail uses along B Street as well as the interior drive aisle in front of Plaza Park. Under the Downtown Code, and notwithstanding AB 2097 (which is discussed later in this report), the demand for this scale of development is approximately 315 stalls. With the proximity to the parking structure and the nearly 2,000 excess parking stalls in downtown, the North Plaza Park development would have a minimal impact on the overall parking supply and demand in the downtown.

This scale of development will re-engage and reinvigorate Plaza Park, the Carnegie, Centennial Plaza and all of the valued business efforts in downtown. It can create a destination in Oxnard that will activate the Oxnard Transit Center and create greater demand opportunity along Fourth Street, A Street and Oxnard Boulevard as the new center for people to gather with visitors and residents.

PETTING ZOO

The Petting Zoo site is approximately 7,900 square feet located midblock on the west side of A Street between Fourth Street and Fifth Street. The site is vacant and unimproved. The Petting Zoo site offers an opportunity for innovative and interactive urban uses such as, a small unit multi-family development with ground floor and rooftop active retail opportunities.

Development of this site does not remove any public parking. However, it does increase the demand for parking. The demand for this scale of development could range between 18 to 22 parking stalls. With the nearly 2,000 excess parking stalls, proximity to the parking structure, as well as proximity to a public parking lot with nearly 90 spaces a half block to the east, development in this location would not greatly impact the supply or demand of parking.

FORMER GULL WINGS CHILDREN’S MUSEUM

The former Gull Wings site is located midblock on Fourth Street between C and D Streets. There is no on-site parking associated with this building. The site is surrounded by a Housing Authority owned senior living facility to the east and an alley to the west. Interest in this site is primarily for re-use of the structure, rather than full redevelopment of the site.

AB 2097 AND SURPLUS SITES IMPACT TO PARKING

AB 2097, which went into effect January 1, 2023, removes the City’s ability to “...impose or enforce any minimum automobile parking requirement on a residential, commercial, or other development project if the project is located within one-half mile of public transit”. The Oxnard Transit Center (OTC) meets the definition “public transit” and based on this, most of the parcels in Downtown are within one-half mile of the OTC. Nothing in AB 2097 prevents developments from proposing or building parking, it simply prevents cities from requiring and enforcing minimum parking requirements.

There are limited written findings that can be made to impose or enforce minimum parking requirements, which the staff is studying further and will return with an update to Council when more information is known.

Redevelopment of all six surplus sites would remove approximately 20,000 square feet of existing City-owned buildings (decreasing the parking demand) and remove a total of 352 public surface parking stalls:

Surplus Site Impact to Public Parking Supply
Plaza Park North Removal of 53 public parking spaces
Oxnard Transit Center
(OTC)
Removal of 160 public parking spaces
Plaza Park East Removal of 92 public parking spaces
Plaza Park South &
Laundromat
Removal of 47 public parking spaces
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Petting Zoo Does not remove public parking spaces
Former Gull’s Wing
Museum
Does not remove public parking spaces

Despite the excess parking in downtown, in light of AB 2097, staff recommends an incremental approach to the development of the six surplus sites so the City can continue to monitor supply and demand and establish best practices for compliance with AB 2097. This incremental approach prioritizes Plaza Park North, Petting Zoo and Gull’s Wing Museum sites.

Based on the development scenarios described for the three prioritized sites, 53 public parking stalls would be removed, demand would be increased by 347 parking stalls, and demand would be decreased by 15 stalls with the removal of the former social security administration building. Assuming the Plaza Park North project is built with no onsite parking, which is not likely, these development scenarios net a demand increase of 385 stalls.

DEVELOPMENT IMPACT TO PUBLIC PARKING SPACES
Decrease in Supply Decrease in Demand Increase in Demand Plaza Park North 53 stalls 15 stalls (14,700
sqft/1000)
325 stalls
Petting Zoo 0 0 22 stalls
Former Gull’s Wing
Museum
0 0 0

In summary, the three projects are projected to have a net demand of 385 stalls, reducing the existing 1,925 excess public parking supply to 1,540 excess stalls. This scenario assumes:

1. that all existing non-residential development relies on public parking

2. does not account any of the 1,569 private controlled parking spaces

3. the Plaza Park North project provides no on-site parking

STRATEGIC PRIORITIES

This agenda item supports Economic Development strategy. The purpose of Economic Development strategy is to focus on the retention and expansion of Oxnard businesses by increasing the skills and employability of our local workforce, invite new business investments, and target site-based redevelopment opportunities.

This agenda item supports the Quality of Life strategy. The purpose of the Quality of Life strategy is to restore and increase quality services and programs that enrich Oxnard's diverse community, promotes safe neighborhoods, encourages community engagement, and supports our residents in their efforts to improve their quality of life.

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Emilio Ramirez, Housing Director

ATTACHMENTS

1. Downtown Vision Plan

2. Downtown Code Map
135

3. Summary Downtown Oxnard Mobility and Parking Management Plan

4. Surplus Sites

5. PowerPoint Presentation

136

DOWNTOWN OXNARD VISION PLAN CHARRETTE
January 29 - February 2 | ADMINISTRATIVE DRAFT
City of Oxnard, California
Prepared by the Congress for the New Urbanism California Chapter Published May 23, 2016
137
CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | i “To advance the making of great places that are walkable, sustainable, and enjoyable. ”
-Mission of the Congress for the New Urbanism CA Chapter Acknowledgements
Elected Leadership Team:

Tim Flynn, Mayor
City Council Members
Carmen Ramirez, Esq. Mayor Pro Tem
Bryan A. MacDonald
Dorina Padilla
Bert E. Perello
Greg Nyhoff, City Manager
Scott Whitney, Assistant City Manager
Maria Hurtado, Assistant City Manager
Stephen Fischer, City Attorney
City of Oxnard Leadership Team:

Kymberly Horner, Community Development Director
Ashley Golden, Development Services Director
Arturo Casillas, Housing Administration Director
Chief Jeri Williams, Police Department
Daniel Rydberg, Public Works Director
City of Oxnard Assistance:

David Endelman, GIS Coordinator
Eva Lopez, Administrative Assistant, Community
Development Department
Community Representatives:

Eric JH Berg, Landscape Architect
Derick Langel, Architect
Jess Gutierrez, LiUNA!
George Miller, Citizens Journal
Pat Tafoya, Downtown Land Owner
Paul Montgomery, Media professional
Maria Flores, Insurance Agents
Ellie Ebiza, Downtown Real Estate
Michael Viola, Construction
Dexter Nunnery, Hip-Hop Help
We wish to thank the citizens, city leadership and staff of Oxnard, California. Our CNU-California Chapter appreciates being requested and invited to host our annual ‘By-Design Charrette’ to share our professional perspectives to improve Downtown Oxnard. Thank you to the following people for participating, leading, and for spending your time with us:

Community Leadership:

Oxnard Community Planning Group (OCPG)
Roy Prince, Chairman
Dao Doan
Gary Blum
Cathi Comras
Oneita Hirata
Claudia Lozano
Steven Nash
Aurelio Ocampo
Roger Poirier
Irene Rauschenberger
George Sorkin
Lisa Toth
Frank Nilsen
Oxnard Downtown Improvement District, Executive Director Able Ramirez Magana
Oxnard Citizen Participants
Anna Grimes Joe and Betty Kennedy Amanda Ullman
Steve Nash Peter Martinez Kay Brainard Pablo Ortiz Louis Flores Susan Dirrim Michael Viola Derick Langel Henry Casillas Becky Haycox Donna Thomas Jack Kiesel Chris Bates Ofelia Rodriquez Jose Coyoti Dolly Lee Fred Rodriquez Jess Gutierrez Dave Ward Valerie Hussung Tom Garcia Bill Hagelis George Sandoval Claudia Lozano Plaza Theater Staff
138
ii | 05.23.16 | CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | iii CNU-CA Participants
Dao Doan, Senior Principal,
Oxnard Community Planning Group Member
Main Street Architects and Planners, Inc.
www.mainstreetarchitects.com
442 E. Main Street, Ventura, CA 93001 | 805.652.2115 ext. 14 [email protected]
Howard M. Blackson III, Charrette Director, Urban Designer CNU-California Chairman
Michael Baker International, www.mbakerintl.com
9755 Clairemont Mesa Blvd., San Diego, CA 92123
619.955.2559, [email protected]
Matt Shannon, Principal/Founder, CNU-CA Board Member
Urbanus Group, LLC, www.urbanusllc.com
1 League, No. 61141, Irvine, CA 92602 | 714.505.4433
[email protected]
Peter Quintanilla, Senior Urban Designer,
CNU-California Board Member
PlaceWorks, Inc., www.placeworks.com, 3 MacArthur
Pl., Suite 1100, Santa Ana, CA 92707 | 714.966.9220,
[email protected]
Samantha Quintanilla, Downtown Vision
David Sargent, Principal Urban Planner / Designer
Peter Vanderwal, Senior Urban Planner / Designer
Yuan Liu, Urban Designer
Gabriel Barreras, Urban Planner
Sargent Town Planning, www.sargenttownplanning.com
706 South Hill Street, 12th Floor, Los Angeles, CA 90014 213.599.7680 ex. 101, [email protected]
Paul Crabtree, President
Crabtree Group, Inc. Engineering Smart Growth
www.crabtreegroup.net
308 South Ventura Street, Ojai, CA 93023 | 805. 640.3075 o [email protected]
Lauren Mattern, Senior Associate
Nelson\Nygaard Consulting Associates
www.nelsonnygaard.com
706 South Hill Street, Suite 1200, Los Angeles, CA 90014 213.785.5500, [email protected]
Christos Hardt, Tactical Urbanism Coord. & Downtown Vision Miller – Architecture Corporation, www.miller-aip.com
1177 Idaho Street, Suite 200, Redlands, CA 92374 |
909.335.7400 ext. 120, [email protected]
Lisa Wise, President
Henry Pontarelli, Vice President
Menka Sethi, Director
Jennifer Daugherty, Senior Associate
Lisa Wise Consulting, Inc., www.lisawiseconsulting.com
983 Osos Street, San Luis Obispo, CA 93401 and 706 South Hill Street, #1200, Los Angeles, CA 90014 805.595.1345 o 415.710.3690 c, [email protected]
Jodie Sackett, Senior Planner
LA County Dept. of Regional Planning, Los Angeles, CA
[email protected]
Todd Lansing, Principal
Creo | Landscape Architecture, www.creolandarch.com
58 Maiden Lane, 3rd Floor, San Francisco, CA 94108
415.688.2506, [email protected]
Mario Suarez, Senior Planner, CNU-CA Board Member
Development Services Department, City of Colton, CA
909.437.2215, [email protected]
Dean Gunderson, Principal Urban Designer
Gunderson Planning and Design
www.dgunderblog.wordpress.com
Boise, ID | 208.914.5797, [email protected]
Josh Paget, Festival Director, Co-Founder, Producer
Joel Karahadian, Co-Founder, Producer
New Urbanism Film Festival, newurbanismfilmfestival.com PO Box 361321, Los Angeles, CA 90036
[email protected]
Jack Kiesel, Landscape Architect, ASLA
Kiesel Design Landscape Architecture and Planning
www.kieseldesign.com
422 E Main Street, Ventura, CA 93001 | 805.947.0730
[email protected]
Roy Prince, Gateway Designer,
Oxnard Community Planning Group Chairman
Oxnard Community Planning Group, www.oxnardcpg.com
PO Box 6838, Oxnard, CA 93031 | [email protected]
Aurelio Ocampo, Film Production/Director
Oxnard Community Planning Group Member
Red Sky Productions, Oxnard, CA
Acknowledgements (continued)
Additionally, we wish to thank the following urban planning and design professionals, affiliates of the CNU-CA, for their contributions to this Plan:
“ ... urban villages would incorporate private and public redevelopment, mixed land uses, affordable and workforce housing, and transit connectivity and are intended to be a key strategy for meeting GHG emission reduction targets and implementing the Southern California Association of Governments regional Sustainable Community Strategy (SB 375). The Urban Village theme replaces the 2020 General Plan Infill Area and Major Study Areas approach. ”
- Vision Statement - Community Development Element
City of Oxnard General Plan 2030
139
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1.0 Introduction Page

1.1 Downtown Plan Area . . . . . . . . . . . . . . . . 1-2

1.2 Brief History of Downtown . . . . . . . . . . . . 1-4

1.3 The Charrette Process. . . . . . . . . . . . . . . . 1-6

1.4 What we Heard. . . . . . . . . . . . . . . . . . . . 1-8

1.5 What we Observed . . . . . . . . . . . . . . . . . 1-10

1.6 SWOT Analysis . . . . . . . . . . . . . . . . . . . . 1-12

2.0 Vision Plan

2.1 Transform Oxnard Boulevard . . . . . . . . . . . 2-2

2.2 A Street: The Main Street. . . . . . . . . . . . . . 2-8

2.3 Colonia Road | Bicycle Connectivity . . . . . . . 2-12

2.4 Plaza Park . . . . . . . . . . . . . . . . . . . . . . . 2-14

2.5 Plaza Park Infill Development. . . . . . . . . . . 2-16

2.6 Arts Hub . . . . . . . . . . . . . . . . . . . . . . . . 2-18

2.7 Infill Development. . . . . . . . . . . . . . . . . . 2-20

2.8 Parking Strategy . . . . . . . . . . . . . . . . . . . 2-22

3.0 Implementation

3.1 Key Finding . . . . . . . . . . . . . . . . . . . . . . 3-2

3.2 Goals, Actions, and Strategies . . . . . . . . . . 3-3

3.3 Implementation Thresholds. . . . . . . . . . . . 3-4

3.4 Funding Mechanisms. . . . . . . . . . . . . . . . 3-7

3.5 Agency Model . . . . . . . . . . . . . . . . . . . . 3-8

3.6 Summary . . . . . . . . . . . . . . . . . . . . . . . 3-9 Table of Contents
Congress for the New Urbanism Charter of the New Urbanism Principle #13:
“Within neighborhoods, a broad range of housing types and price levels can bring people of diverse ages, races, and incomes into daily interaction, strengthening the personal civic bonds essential to an authentic community. ” Congress for the New Urbanism Charter of the New Urbanism Principle #7:
“Cities and towns should bring into proximity a broad spectrum of public and private uses to support a regional economy that benefits people of all incomes. Affordable housing should be distributed throughout the region to match job opportunities and to avoid concentrations of poverty. ” 140
CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | 1-1

1.0 Introduction
Congress for the New Urbanism
The Congress for the New Urbanism (CNU) helps create
vibrant and walkable cities, towns, and neighborhoods
where people have diverse choices for how they live, work, shop, and get around. People want to live in well-designed places that are unique and authentic. CNU’s mission is to help build those places.

With seventeen local and state chapters and offices in
Chicago, IL and Washington, DC, CNU works to unite the
New Urbanist movement. Our projects and campaigns
serve to empower our members’ efforts, identify policy
opportunities, spread great ideas and innovative work
to a national audience, and catalyze new strategies for implementing policy through design approaches.

Founded in 1993, our movement is united around the belief that our physical environment has a direct impact on our chances for happy, prosperous lives. New Urbanists believe that well-designed cities, towns, neighborhoods, and public places help create community: healthy places for people and businesses to thrive and prosper.

In the late 1980s and early 1990s, a large number of urban designers, architects, planners, developers, and engineers were frustrated with prevailing development patterns,
which focused more on building dispersed housing far from traditional downtowns and Main Streets. Meanwhile, inside cities, urban renewal was destroying the fabric of historic neighborhoods and isolating once-stable communities.

As cities continued to decline, a coalition of urban
designers, architects, planners, developers, and engineers coalesced to create New Urbanism—a movement for
reinvestment in design, community, and place. Their values, and the core principles of their work, are articulated in the Charter of the New Urbanism opening Preamble:
“The Congress for the New Urbanism views the
disinvestment in central cities, the spread of placeless sprawl, increasing separation by race and income,
environmental deterioration, loss of agricultural lands and wilderness, and the erosion of society’s built heritage as one interrelated community-building challenge. ”
CNU-California Chapter
CNU California is a non-profit 501(c) 3 volunteer profes- sional organization. The Mission of the Congress for the New Urbanism California Chapter is, “to advance the making of great places that are walkable, sustainable, and enjoy- able. ” Our diverse membership are experts in architecture, urban design, landscape architecture, historic preservation, engineering, and strategy who volunteer their time, ex- pertise, and professional capacity to our annual ‘By-Design Charrette’ program. Our goals are:

1. To help maintain sustainable cities that minimize
the loss of agricultural and natural areas, by offering formal and informal educational opportunities for
California residents, civic leaders, and businesses.

2. To educate California residents on how to grow
responsibly and to maintain sustainable cities that
minimize the loss of agricultural and natural areas.

3. To encourage the adoption of principles and
practices of the New Urbanism throughout California.

4. To support the restoration of existing urban centers and towns, the reconfiguration of sprawling suburbs
into communities of real neighborhoods and diverse
districts, the conservation of natural areas, and the
preservation of our built legacy.

5. To create opportunities for citizens, and practitioners in private and public service.

6. To learn, exchange and apply knowledge of the
principles and practices of the New Urbanism.

7. To provide a California presence, focus and
perspective for the Congress for the New Urbanism
national organization.

Congress for the New Urbanism Charter of the New Urbanism Principle #17:
“ The economic health and harmonious evolution of neighborhoods, districts, and corridors can be improved through graphic urban design codes that serve as predictable guides for change. ”
Congress for the New Urbanism Charter of the New Urbanism Principle #14:
“Transit corridors, when properly planned and coordinated, can help organize metropolitan structure and revitalize urban centers. In contrast, highway corridors should not displace investment from existing centers. ” 141
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1.1 Downtown Plan Area
Downtown Oxnard is the historic center of the City,
located mostly to the west of the Union Pacific Railroad (originally Southern Pacific Railroad) and Oxnard Boulevard (historically U.S. Route 101), laid out in a simple, well- proportioned pattern of rectangular blocks, with service alleys.

As shown on the map on the facing page, Downtown
generally includes the historically commercial and mixed- use blocks along the numbered east-west streets from
Second on the north through Ninth to Wooley Road on the south, and the first several lettered north-south streets from A past C. Downtown is generally centered on the Plaza Park north of Fifth Street between B and C.

To the north and east of Downtown lie the early single- family neighborhoods of Oxnard, the east-west tree-named streets to the north and the north-south lettered streets from D to H to the west. The west neighborhood is a
designated historic district, F Street in particular arguably the finest residential street in Ventura County, lined with deep, raised front yards, and lovely 1920’s custom homes, and stately Sycamore street trees. To the west of Oxnard Boulevard and south of 9th Street and Wooley Road that
simple, beautiful neighborhood pattern breaks down for a range of historic reasons.

Primary physical development characteristics of the Down- town include:
• A Street was historically and remains the primary
retail “main street” of the Downtown.
• The northerly blocks are dominated by City Hall, the
Oxnard Public Library, and other civic uses.
• The Plaza Park was historically and remains the City’s primary public space for special events of many
kinds.
• The Oxnard Transportation Center - the hub for
Amtrak, Metrolink, and local and regional bus
services - lies one block east of Oxnard Boulevard on
4th Street.
• One block of Fifth Street also carries the Downtown
to the east of Oxnard Boulevard, and then follows
the railroad to Camarillo to the east.
• Disinvestment and a range of redevelopment
activities from the 1960s through the 1990s
removed many historic buildings and some historic
streets, but the strong historic pattern survived and
is well positioned to support the resurgence of the
Downtown as a vital mixed-use center of regional
significance.
a
c
e
d
f
b
A Street (circa 1960) was historically the primary retail “Main Street” of the Downtown, and remains so today.

Plaza Park, originally a square, has always been the central public space of Oxnard, viewed here looking east down 5th St. a
c e
d
b
142
1-4 | 05.23.16 | CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | 1-5 CHAPTER 1: INTRODUCTION | CITY OF OXNARD + CNU - CALIFORNIACITY OF OXNARD + CNU - CALIFORNIA | CHAPTER 1: INTRODUCTION Like so many California towns - from San Francisco to San Diego - Oxnard began as a railhead for the export of agricul- tural produce to markets in the East. Recruited to Ventura County in 1898 by Albert Maullhardt, the Oxnard Brothers of Chino-based American Beet Sugar Company built a refin- ery just south of Rancho Colonia.

Promising large shipments of sugar and lima beans, they successfully lobbied the Southern Pacific Railroad to divert the planned alignment across the Oxnard Plain, detouring southward to their plant adjacent to the future Downtown Oxnard rather than taking a shorter route from Ventura to Camarillo and eastward to the Santa Susana Pass tunnels to the San Fernando Valley and Los Angeles. Oxnard Station was established in 1897, opening the door to the rapid
growth of the Downtown and surrounding neighborhoods.

The City of Oxnard was officially incorporated in 1903, with a vision of being a European town site centered on a public square – today’s Plaza Park. In 1907, the City’s regional location and economic potential compelled steel tycoon
Andrew Carnegie to fund the construction of the Carnegie Art Museum (formerly the Oxnard Public Library) – it was followed by the construction of Plaza Park Pagoda in 1910.

Together, the Plaza Park and Museum became cornerstones of Downtown Oxnard’s civic and commercial activity.

During the 1940s, Oxnard experienced significant expan- sion and economic growth in areas outside of its Downtown to accommodate growing demands in housing, retail and
trade following World War II. From 1940 to 1950, the City’s population increased from approximately 8,500 to over
21,500 residents; by 1960, the population nearly doubled to more than 40,000 residents. Attracting a wide range
of professions, new industries included financial services, petroleum production via the Oxnard Oil Fields, communi- cations, aerospace and defense technology.

While Downtown Oxnard remained the commercial center
into the 1960s, continued development and population
increases gradually shifted housing and commercial activity to northern suburbs along the 101 Freeway and westward
towards the coast. Much of the City’s development during this time was initiated by developer and philanthropist Mar- tin V. Smith who got his start developing the Wagon Wheel Junction (1947), serving as a major stopover along the 101 Freeway between Los Angeles and Santa Barbara with of-
fices, shopping, dining and a motel. Over the next several decades Smith and others continued to develop commer-
cial, retail and entertainment centers such as the Financial Plaza Tower, the Channel Islands Harbor, Casa Sirena Resort, the Esplanade Shopping Mall, Fisherman’s Wharf, the Car- riage Square Shopping Center and the Maritime Museum.

Slowly, the prominence of Downtown Oxnard faded as
newer suburban communities, industries, and employment
centers developed.

Beginning in the 1980s, with the development
of Heritage Square and adjacent new hous-
ing, the Oxnard Redevelopment Agency
invested heavily in attracting new investment,
residents and businesses to the Downtown.

While those projects did bring a measure
of much-needed activity back to the south-
erly area of the Downtown, the design of
those projects was shaped by the perva-
sive suburban development standards and
practices of that time, with much of the new
activity focused toward the interiors of those
development sites, generating very little pe-
destrian activity or life on the streets.

In 1991 the City commissioned a master plan
for Plaza Park, and a public design Charrette
was held in a large tent pitched in the park.

That Master Plan provided specific recom-
mendations for the redesign of the park and
surrounding streets, as well as a vision plan
for the revitalization of the Downtown as a
whole. A draft form-based development code
- including streetscape design recommenda-
tions - was prepared for the entire Downtown,
as mapped on the previous page. In 1993 the
consultant team that had prepared the Plaza
Park master plan was retained to refine that
form-based code and prepare implementa-
tion and economic development recommen-
dations. That document was the Downtown
District Master Plan, completed in draft form

1.2 Brief History of Downtown
Sources: City of Oxnard (1903) County of Ventura (1940).

Downtown Limits as Incorporated (1903)
Downtown Limits (1940)

GROWTH OF DOWNTOWN OXNARD OXNARD NEIGHBORHOODS TODAY
Source: City of Oxnard Neighborhood Map (2009).
in 1996 but not adopted.

As a result of that work, a first phase of Plaza Park improve- ments were constructed, with simplified traffic movements along Fifth Street and the removal of the 1960 public rest rooms, fountains and pools. The recommended plaza to the south of the Carnegie Library Museum, the Fifth Street Col- onnade, and semi-circular South Plaza were not constructed at that time. Additionally, A Street was reconstructed as a simple main street, removing the remaining 1960s fountains and pergolas and restoring parking for the struggling busi- nesses.

Implementing another recommendation of the Master Plan, the City pursued development of restaurants adjacent to Plaza Park, as well as the recently built movie theater and Oxnard Historic
Downtown
The original Sugar Beet Factory (circa 1898) brought the railroad to Oxnard catalyzing rapid growth of the Downtown. parking structure. Like the earlier redevelopment efforts around Heritage Square, these redevelopment era project reflected many of the trends in suburban “lifestyle shop- ping center” design, bringing new tenants and customers to the area without generating any strong Downtown design
character or street life.

The challenge now facing Oxnard is to build upon the exist- ing assets of the Downtown and make sure that each new
increment of investment is aimed at generating a lively, safe, comfortable, valuable, mixed-use city center district. 143
1-6 | 05.23.16 | CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | 1-7 CHAPTER 1: INTRODUCTION | CITY OF OXNARD + CNU - CALIFORNIACITY OF OXNARD + CNU - CALIFORNIA | CHAPTER 1: INTRODUCTION CNU-California Annual By-Design Charrette
The CNU-CA hosts an annual By-Design charrette program
that provide educational and membership outreach op-
portunities statewide. The charrette is designed to advise a city that requests our assistance in visualizing the opportu- nities that CNU’s principles and processes provide a sponsor city. Our board’s selection of the annual charrette project is based upon the request’s relevance to CNU initiatives, expertise, and potential to have a significant and positive impact. Oxnard’s Downtown Vision Plan fits the following Congress for the New Urbanism national initiatives:
• Highways to Boulevards (https://www.cnu.org/our-
projects/highways-boulevards)
• Lean Urbanism (https://www.cnu.org/our-projects/
lean-urbanism)
• Missing Middle Housing (https://www.cnu.org/our-
projects/missing-middle-housing)
We organize our public engagement charrette’s to deliver cutting-edge professional, high-level analysis and rec- ommendations are based on best Congress for the New
Urbanism practices. Our team was tasked with the following deliverables:

1. A comprehensive 20-year Vision Plan for Downtown
Oxnard.

2. A Highways-to-Boulevards retrofit of Oxnard
Boulevard with a ‘Complete Streets’ approach to
connectivity and place-making.

3. Implementation Strategies with catalytic potential.

4. Defining the Downtown Study Area by identifying,
mapping, and envisioning improvements within
these boundaries.

5. Public dialogue and education events for all citizens on CNU principles and case studies.

The charrette gathered 20 CNU professionals from across California with experts in architecture, design, engineering, parking management, traffic, landscape architecture,
development, and economics lending their experience to
shape a plan that was vetted in three feedback loops with local citizens. We meet with local experts, architects, land owners, consultants, city staff, and local business owners to discuss issues, memories and expectations.

1.3 The Charrette Process
P
P
P
P
P
P
P
P
P
P
P
P

DOWNTOWN

VISION PLAN
Public Charrette, Walking Tour,
and New Urbanism Film Festival
With your participation and local knowledge,
the Congress for the New Urbanism California
Chapter will conduct a five-day visioning
charrette to test new ideas to revitalize
downtown Oxnard. The charrette will be held
on the Plaza at the former Social Security
Admin Offices and is open to the public
during the events listed here. Space is limited
and participation is on a first-come,
first-served basis.

The Film Festival, is limited to 75 seats, so please
RSVP by emailing [email protected] or calling the
City of Oxnard Economic Development Department
(805) 385-7407 to ensure your seat.

Economic Development
www.CityofOxnard.org
JAN 29
FRIDAY - FEB 02

TUESDAY

KICK OFF EVENT
FRI. JAN 29 • 5:30PM
315-327 N FIFTH STREET

NEW URBAN FILM FESTIVAL
SAT. JAN 30 • 5:30 PM
PLAZA CINEMAS 14
255 W 5TH STREET

WALKING TOUR
SUN. JAN 31 • 10:30 AM

PLAZA PARK PAGODA
500 SOUTH C STREET

DESIGN PIN-UP
MON. FEB 1 • 5:30PM
315-327 N. FIFTH STREET
CHARRETTE LOCATION:
315-327 North 5th Street
Former Social Security Admin Offices
– Near Plaza Park
(805)385-7407 City of Oxnard
[email protected]
Initiating a Downtown Oxnard Charrette
In December 2015, the City of Oxnard City Manager, Greg Nyhoff, and Oxnard Community Planning Group chairman
Roy Prince and local CNU member Dao Doan requested
our chapter’s By-Design Charrette to provide a Vision Plan for Downtown. With funds available to begin transforming Oxnard Boulevard from a State Highway to a true Boulevard through Downtown, as well as the city’s redevelopment
obligations to sell catalytic sites this year, Oxnard requested CNU-California lead an expedited yet fully engaged public process to develop an updated Vision Plan.

The process is purposely organized as an intense
consecutive-day public process to provide large open
discussions, small-group focused discussions, and individual interviews, fit the city’s needs perfectly. Our charrette was planned and executed on the last week of January 2016,
ending on February 2nd, 2016 with a final presentation at City Council.

Public Participation
Local citizens led several events. We held
the first charrette New Urbanism Film
Festival on Saturday night at the local Plaza
Theater with over 100 attendees.

A pop-up studio space, led by Oneita
Hirata, created a ‘Tactical Urbanism’ Art
Gallery showing the works of local artist
throughout the week and beyond.

Our team talked to local high school
students, and local video teams
documented the event to share with the
community. And, we hosted over 200
visitors throughout the week learning
something unique from each exchange.

The Charrette flyer was produced in both English (above) and Spanish (left) to garner greater participation from community members.

Charrette team members study the various intensities, nodes and key opportunities in the Downtown.

Ideas are vetted in public and refined over consecutive days. 144
1-8 | 05.23.16 | CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | 1-9 CHAPTER 1: INTRODUCTION | CITY OF OXNARD + CNU - CALIFORNIACITY OF OXNARD + CNU - CALIFORNIA | CHAPTER 1: INTRODUCTION The following comments and themes were collected from
30 individual interviews conducted over the course of four weeks leading up to the Vision Plan Charrette. Interviews in- cluded elected City officials, City planning and development staff, local business and property owners and residents.

A. Public Realm Design and Function
• Oxnard Boulevard needs improvement;
• Better walkability is needed including wider sidewalks in places;
• Too dark; insufficient lighting;
• Inadequate wayfinding signage;
• Safety and security have gotten better, but still a
perception of a problem;
• Parking is not distributed well;
• Which is the City’s Main Street – A Street or Oxnard
Boulevard (or both)?
B. Mix of Uses
• There is not enough to do Downtown, including uses
that are supposed to be there;
• The best retailers are outside of Downtown;
• Need more restaurant variety;
• Live-performance theatre groups have left;
• Children’s museum closed;
• There are no business class hotels (as hotels are the living rooms of cities);
• More housing is needed Downtown;

1.4 What We Heard
The team held internal coordination meetings each day. New downtown Ventura mixed-use infill building.

The charrette team met with city leadership to solicit input. New buildings integrated with historic buildings to add more housing in downtown San Diego.

New infill development and theater district on a State Highway in downtown Lancaster.

C. Development Feasibility
• Retail rents are below the cost of construction;
• Apartment rents are extremely high in the area, which should support multifamily residential development
Downtown;
• Oxnard’s median household income ($61,000) is
solid – about same as State’s, and above the national
average;
• Strong competition for retail, restaurants, and
entertainment by The Collection and Downtown
Ventura;
• Unpredictable, expensive investment environment
(City regulation) is a disincentive to new investment.

D. Doing Business in Downtown
• City’s actions in past (movie theatres, painting
permit fees, etc.) have created unpredictability and
discouraged investment;
• Slow response from City Hall when a repair request is made;
• Condition of streets and sidewalks is lacking in places; • Homeless presence keeps some visitors away;
• Friendly establishments are welcoming to visitors.

E. Housing
• More housing downtown would be welcome and is
needed;
• Some small units (300-500 s.f.) mixed into the fabric may be a good affordability strategy;
• Need for a better homeless solution;
• Shortage of rental apartments and resulting high rents suggest strong viability for such units Downtown.

The charrette team met with citizens to test ideas in three feedback loops to refine recommendations.
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1.5 What We Observed
CNU participants join Downtown Oxnard Merchants
Association Director, Gary Blum, for a walking tour.

The Plaza Pagoda remains a key focal point of Plaza Park, the original center of the City of Oxnard.

Historic commercial and retail frontages at the intersection of 5th Street and Oxnard Boulevard. Despite the development of large department stores in the 1950s and 60s, some aspects of Downtown’s original block sizes and walkable environment remain.

A. Downtown Walking Tour Themes and
Observations
On Sunday, January 31, at 10:30 AM, approximately twenty CNU participants conducted a walking tour of Oxnard’s
historic Downtown. Led by Gary Blum, Director of the
Downtown Oxnard Merchants Association, the tour began
at Plaza Park across from the Carnegie Art Museum and the Downtown Management Office. The group discussed near-
term opportunities to refocus high-quality infill develop- ments around Plaza Park in order to re-establish the heart of Downtown Oxnard around Plaza Park.

Heading away from the park, the tour group continued east on 5th Street, one of the City’s original east-west crosstown corridors, towards Oxnard Boulevard. In the early 1900s, this corridor primary consisted of housing, but it was gradually replaced by commercial uses through the 1940s and 50s as major retail anchors including J.C. Penney, the General Tele- phone Company and the Oxnard Savings and Loan opened
shop. During this time, approximately 30 buildings were de- molished by order of the City of Oxnard, in the Downtown commercial district. Many of these buildings were older, dilapidated residences hastily constructed when the town was first established in order to provide worker housing.

Despite the expansion of large-scale commercial buildings, Downtown Oxnard’s urban pattern and block sizes are remi- niscent of its original downtown character with a lively mix of housing, commercial and retail.

Walking Tour Map
In 2005, the City of Oxnard commissioned a historic survey of roughly 400 parcels in Downtown Oxnard. The survey
reviewed buildings that were built before 1960 which
amounted to 253 structures – many of these buildings are still standing and potentially eligible for historic preserva- tion.

In addition to buildings, Downtown’s public realm hosts a number of elements relevant to pedestrian-oriented design – including large-canopy street trees and diagonal park- ing – that can be expanded upon through future planning and development efforts. Future design efforts should also explore increased signage, wayfinding and urban design
schemes that announce the presence of Downtown to
passers-by traveling north and south on Oxnard Boulevard, especially from 4th, 5th and 6th Streets.

At the end of the tour, the group walked through a service alley and parking lot just north of 5th street, eventually ar- riving at the Centennial Plaza. By carefully identifying alleys, lots and similar spaces, enhanced mid-block crossings can enhance and increase pedestrian connectivity throughout the Downtown.

B. Walking Tour Key Recommendations

1. Transform the Boulevard from worn out highway to
Downtown Avenue

2. Announce Downtown and invite people in at Palm
and 3rd and Wooley

3. Show Downtown to passersby at 4th and 5th and 6th
and 7th

4. Focus around the Plaza Park near-term effort for high- quality infill development
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1.6 SWOT Analysis
Centennial Plaza is a new central public gathering space.

The Collection at Riverpark represents a competitor, a model, and lesson to be learned for downtown and the city.

Strengths
• The strong pattern of rectangular blocks - easily
walkable in size from 8th Street north - with service
alleys for utilities and deliveries, allowing the streets to be renovated as very high quality pedestrian spaces.
• Relatively high volumes of citywide traffic on Oxnard Boulevard, bringing many thousands of potential
Downtown visitors, customers and residents right past
the edge of Downtown on a daily basis.
• The Oxnard Transportation Center - providing good
quality access to the City, the county and the region - within a five-minute walk of much of the Downtown.
• Many existing Downtown businesses and property
owners - both long-time and recently established - who
are ready to reinvest in the Downtown, particularly if a clear strategy and plan for systematically reinvigorating it is in place.
• Political leadership who are taking a fresh look at
the Downtown and the potential for it to become an
important civic, cultural and entertainment hub of
Ventura County.

Weaknesses
• The character and quality of the Downtown’s public
realm have been compromised over many years
by a combination of disinvestment, neglect and
well-intentioned changes that have eroded it as a
comfortable, safe, interesting place to spend time as a pedestrian.
• Most recent infill development has missed
opportunities to contribute to the public realm of the
Downtown through facing the streets with lively, active uses and high-quality urban frontages and architecture. • Most of the former retail life of the Downtown has been replaced by new retail centers outside the Downtown,
and some of the potential residential population for
new housing in the Downtown is being accommodated
in large new apartment communities in River Park and
Wagon Wheel along the 101 Freeway Corridor.

Opportunities
• Probably the greatest near-term opportunity for
Downtown is the recent decommissioning of Oxnard
Boulevard as State Route 1 - with control of its design and operation being handed from the State to the City
- in addition to the legal settlement that provided the City with several million dollars that might be allocated to its improvement from a highway to a Boulevard.
• With this opportunity to transform the Boulevard
itself come new opportunities to develop “gateway
buildings” at key intersections to make Downtown
visible and attractive to its thousands of daily motorists. • Well-designed incremental public/private improvements to the public realm of the Downtown - including making
A Street a primarily bikable route and refreshing the
Plaza Park - can help spur private reinvestment.
• With a clear new plan, vision-based development
standards, and a comprehensive management
strategy in place, the Downtown will be in a position
to compete as one of the county’s primary art, cultural, entertainment destinations.

Threats
• Failing to follow through in adopting appropriate
Downtown development standards for public and
private improvements, and continuing to erode the
original strong Downtown character with suburban
development patterns.
• Failing to competently manage the development
review process and downtown operations.

Based on dozens of interviews, research and in-field studies, the following SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis highlights several the key opportuni- ties and challenges relevant to the revitalization and design of Downtown Oxnard.

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2.0 Vision Plan
Section

2.1 Transform Oxnard Boulevard

2.3 A Street

2.4 Colonia Rd | Bicycle Connectivity

2.5 Plaza Park Infill Development

2.6 Arts Hub

2.7 Infill Development

2.8 Parking Strategy
Over the course of five days, based on community input, analysis and design studies, the Charrette Team outlined a vision for the future of the Downtown emphasizing a human-scale, pedestrian-oriented, safe, comfortable and inter- esting public realm, and market-driven, vision-informed infill and economic development.

As a bridge between these simply expressed objectives and appropriate Downtown development standards and action plan, the Team focused on illustrating a range of forms, scales and types of infill development and public space improvements that have the potential - if systematically pursued - to deploy available market support to build the Downtown the community hopes to have, one project at a time.

Successful revitalization of town centers always depends on focus, to ensure that each new increment of investment and improvement is connected to and building value with other nearby, coordinated improvements. Accord- ingly, this vision plan focuses on the 7 Big Ideas that emerged from the Charrette, listed to the right and described and illustrated in the following pages.

Congress for the New Urbanism Charter of the New Urbanism Principle #23:
“Streets and squares should be safe, comfortable, and interesting to the pedestrian. Properly configured, they encourage walking and enable neighbors to know each other and protect their communities. ” Congress for the New Urbanism Charter of the New Urbanism Principle #21:
“ The revitalization of urban places depends on safety and security. The design of streets and buildings should reinforce safe environments, but not at the expense of accessibility and openness. ”
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2.1 Transform Oxnard Boulevard
A. Rethink the Boulevard as a Public Space
Oxnard Boulevard has always been much more a
highway than an urban boulevard. From the begin-
ning, Oxnard Boulevard and First Street were primary
roads connecting Oxnard to the region, built parallel
to the railroad as was the common pattern in Califor-
nia railroad towns. As State routes were established
to connect California’s growing communities, Oxnard
Boulevard was designated as State Route 1, connecting
southward toward the coast and Santa Monica.

At Five Points - originally six points - South Oxnard
Boulevard curved northward into the south end of A
Street, Downtown’s original and enduring “main street” , with the boulevard itself dedicated to through traffic
and truck traffic, managed and operated by Caltrans.

Accordingly, previous plans for the revitalization of the town’s historic core saw little hope of its contributing much to the character and quality of Downtown.

With Caltrans’ decommissioning of the Boulevard,
as the Route 1 designation shifted eastward to Rice
Avenue, the City for the first time has the authority to rethink its central artery, and with a multi-million dollar lawsuit settlement City has some resources to begin to
implement improvements.

The OCCTIP Study commissioned by the City in 2015
has identified a range of possibilities for the Boulevard, and the Charrette team has developed the OCCTIP
recommendations for its Downtown stretch - at least
3rd Street to 7th and perhaps on to 9th or Wooley - to
propose:
• Narrower, more attractive medians replacing the
current armored “anti-tank” medians;
• On-street parking for businesses and to provide a
buffer between traffic and pedestrians;
• New street trees in parking lane planters, freeing up the entire 10 foot sidewalks for pedestrians;
• Retain the existing two vehicular lanes northbound
and southbound, as vehicular volumes are two high
for one lane each way;
• Yet narrowing the travel lanes to 11 feet, which
should help moderate traffic speeds and allow
the right-hand lane to be shared with fast, skilful
bike riders, and with A Street improved for less
adventurous riders.

Oxnard Boulevard Transformation
Phase 1: Street Reconfiguration: Narrower vehicular lanes support slower speeds and, counter-intuitively higher volumes ,of traffic.

Phase 2: Potential Mixed-Use Infill Development: Ground floor retail has a much better chance of success, with on-street parking and wider, more comfortable pedestrian spaces on the sidewalks.

Phase 3: Mixed-Use Infill up to 5 Stories: New taller buildings might be set back an additional 10 feet, providing 20 foot sidewalks, as found in many of the most successful, mature downtowns in the country.

Existing Condition: Two very wide, fast vehicular lanes northbound and southbound, armored raised medians with
Australian Paperbark trees, no on-street parking, and sidewalks in most cases either obstructed and lifted by very large Ficus trees or lacking street trees entirely.

Key Plan
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B. Greet Visitors with New 3rd St Gateway
The Third Street bridge is perhaps Downtowns largest
piece of infrastructure, providing much needed safety
improvement and allowing the construction of the Ox-
nard Transportation Center and it’s train platform, but disrupts the simple downtown street pattern and does
not make any particularly positive contributions to the design character of the Downtown.

Yet the bridge marks the north entry to the heart
of Downtown, forming literally a “gateway” through
which visitors enter. With the addition of some simple graphic devices and signage, it can provide a strong
branding and identity statement that you have arrived
in Downtown. An illustration of one possible design it provided on the right, with a landscaped median ex-
tended northward from the bridge, with palms in it and
on both sides of the street to emphasize this important gateway.

The open space on the right, immediately north of the
bridge, is the parking lot for the Oxnard Public Library, and a wide area that could be landscaped abuts the
Boulevard. As travel speeds on the Boulevard are
moderated, a direct entry to the library (either in-only or right-in, right-out) might be added, giving the library a new address on the Boulevard.

At the scale of the pedestrian, a stair from the bridge descends to the ground on the left (east) side of the
Boulevard, and additional landscaping could make this
a more pleasant route for pedestrians. Some potential
for a mid-block crosswalk - with appropriate striping,
lighting and signals - may also exist here, connecting
the train station, the library, and the bridge.

A sidewalk might also be extended from the library
along the north side of the library parking lot, so a
potential outdoor dining area that could be developed
if the existing auto service building were to transition to retail or restaurant use in the future. Casual observa- tion of the library parking lot suggests that it is rarely full, particularly in the evening, and higher levels of activity here might be possible if that parking could be shared with new businesses.

Finally, simple paint and signage improvements to
buildings here could add a great deal to the image of
Downtown, as they could all along the Boulevard.

Existing Condition: The 3rd St Bridge over crossing Oxnard Blvd provides a unique opportunity for gateway graphics and elements to alert and direct southbound travelers to Downtown.

Add Gateway Elements: New graphics, signage, and landscaping transform the 3rd St Bridge into a sculptural gateway, announcing entry to Downtown. A new driveway provides additional access to the Oxnard Library’s Parking lot on the left, masked by a new landscape wall.

Catalyze long-term change: Over time, infill and retrofit development will transform Oxnard Blvd, extending Downtown’s character outward for future growth opportunities.

Key Plan
Connect the Library to Oxnard Blvd: This crosswalk
at the main entry could be extended to the east along
the north side of the library parking lot, to Oxnard
Boulevard..
a
a

2.1 Transform Oxnard Boulevard (continued)
Vision Oxnard Redevelopment
C. Define Gateways at 4th, 5th, 6th and 7th
With Oxnard Boulevard finally under the City’s control, the strategy for using it as an effective conduit to bring increasing numbers of visitors, shoppers, employees
and residents to Downtown is as simple as one, two,
three:

1. Bring large numbers of motorists through
Downtown on the Boulevard every day: Done,
they’ve been driving past for decades.

2. Make the Downtown boulevard look, feel and
function like a Downtown boulevard, so that
motorists understand that they are in Downtown,
not just driving : See page 2.2, above.

3. Create a series of very clear, attractive gateways
- at the north and south ends of Downtown and
at each of several key cross streets - that bring
Downtown buildings and activity right out to the
Boulevard to greet visitors.

Although 4th Street is the first available entry to the Downtown core for southbound motorists - and the
pedestrian link from the core to the Oxnard Transporta- tion Center - its intersection with Oxnard Boulevard
is surrounded by surface parking lots, conveying no
sense that one has arrived in a successful city center.

The colored perspective drawing on the right illustrates how high quality mixed-use buildings could be built on
all or most of those corners to extend the Downtown
environment out to the Boulevard.

The drawing below illustrates a potential 3-story build- ing at the corner of the Boulevard and Fifth Street, with the existing drug store perhaps on the ground floor and new housing above.

As buildings along the Boulevard are intensified, the
surface parking lots between the corner lots can be
converted to parking structures, designed with high
quality architecture or liners of habitable space facing the Boulevard.

Gateway signage and landmark elements can further
enhance these important Downtown entry points, but
are no substitute for fine buildings, businesses and
residents, and an active pedestrian environment.

Key Plan
Existing Gateway / Branding: Existing Downtown gateway
signage and a concept to suspend a similar graphic across the street at key downtown gateways. Image by Roy Prince Gateway Infill Development: New gateway buildings at the corner of Oxnard Blvd and 4th St (perspective is looking west toward Plaza Park) establish a strong presence on Oxnard Blvd, extending Downtown eastward.

Gateway Infill Development (above): New gateway buildings at the corner of Oxnard Blvd and 5th St (perspective is looking west down 5th St).

Parking Liner (above & below): As infill development occurs, parking structures may replace the surface parking lots along Oxnard Boulevard. Such structures should be designed to present an attractive appearance to the Boulevard. One option would be an urban building facade, with retail shops on the ground floor and parking decks above.
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2.2 A Street: The Main Street of Downtown
A Street has always been the primary retail street of Down- town and is expected to remain so. In its early days it had the advantages of direct access from Five Points, and not having to compete with dozens of newer, suburban shop-
ping centers for Oxnard’s customers.

It hit a low point when the 1960s Gruen Plan for Downtown - to turn almost the entire downtown core into a pedestrian mall - was partially implemented by closing A Street to vehicular traffic and building a variety of shade structures and pools within the right of way. Like hundreds of other “downtown malls” around the country, that experiment
failed completely and over the course of two successive improvement plans it was restored to a simple commercial street with angled parking.

And as the Downtown moves to a new level of success and vitality, there are additional opportunities to bring people, activity and a cooler Downtown character to A Street. Mak- ing it the primary bike boulevard of the Downtown is such an opportunity, including the following recommendations:

1. The curbs in the angled parking blocks south of
3rd Street were designed so that parking could
be either “front in” or “back in” , depending on how
the striping is painted. While unfamiliar to many,
back-in angled parking is in many ways easier and
safer to use, primarily because one does not need
to back out blind into traffic upon exiting a space.

This configuration widely understood to be far safer
for bicyclists and simple re-striping (which could be
done in one or two blocks on a test basis) could allow
A Street to be designated a “bike boulevard” with
“sharrow” symbols on the pavement.

2. In the blocks north of 3rd Street up to Deodar, the
street is wide enough that Class 2 bike lanes could
be striped, replacing the central continuous turn lane
and narrowing the vehicular lanes to 10 feet. This
would generate lower vehicular speeds and make
A Street a safer, more comfortable bike route for
residents of nearby neighborhoods - and existing and
future residents of the Downtown - to use to access
the Downtown.

3. “Bike corrals” for parking bikes without blocking
sidewalks can be simply constructed adjacent to the
existing mid-block crosswalks and planters.
‘A’ Street Transformation
Key Plan
A Street (Deodar Ave to 3rd St): New bike lanes (either colored green as shown or simply striped with white paint) along with new street trees in existing empty tree planters, new pedestrian-scale street lights, and new mid-block crosswalk with curb extensions and palm trees to mark the crossing. Such improvements could surely be made in phases, as funding allows.

Existing Condition (north ‘A’ St): North of 3rd Street, A Street is a very wide two-lane roadway, generally lacking street trees and pedestrian activity.Public Frontage Character: describe Existing Condition (‘A’ St Downtown): Two travel lanes and angled parking have been restored to A Street south of 3rd, but more business activity and street beautification are needed.

A Street (3rd St to 7th St): Back-in angled parking, landscape enhancements at mid-block crosswalks, bike corrals, and parklets can all add life to A Street’s retail environment.
a
a
b
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Existing Condition: The landscape of A Street is minimal and not well maintained. The mid-block jacaranda trees are lovely, but the ground plants could be very easily improved. The queen palms are far less than ideal street trees.

Recommendations: Plant the mid-block planters with snappy, drought tolerant landscaping with interesting forms, colors and textures. Re-stripe the crosswalks with high visibility “zebra” striping, and allow merchants and restaurants to install parklets in parking spaces in front of their business.

Add parklets for enhanced sidewalk dining: Parklets can offer very comfortable dining spaces in front of existing restaurants without blocking the pedestrian way for other businesses and strolling shoppers. They also help to slow traffic by bringing people near travel lanes in a protected environment, which in turn reduces noise levels to further improve the pedestrian and dining environment.

Infill Vacant Parcels: Shopfronts with transom windows above the awnings bring daylight into the interior.

Infill Vacant Parcels: Infill development with large, simple shopfront windows and awnings to shade the glass reflect Oxnard’s heritage.

2.2 A Street: The Main Street of Downtown (continued)
With its traffic and parking restored, A Street once again has a chance as a successful main street, but still has a somewhat vacant character. Clearly the main solution to this challenge is more customers, more successful business, and more downtown residents. Design cannot make that
happen, but it can help. Simple, feasible measures that can help to accelerate the cycle of business improvement and reinvestment in the physical environment include:

1. Replace the dead and dying geraniums in the mid-
block planters with new plantings that require less
water and are more striking and attractive.

2. Allow businesses the option of placing “parklets”
in the parking spaces in front of their shops. These
devices act essentially as “sidewalk extensions” ,
providing generous amounts of room for outdoor
dining that the existing 10 foot sidewalks cannot
support.

3. Add curb extensions (bulb-outs) at cross street
intersections - particularly 4th, 5th, 6th and 7th - to shorten crossing distances for pedestrians on A
Street, and provide additional opportunities for
attractive landscaping. As the intersections of
Oxnard Boulevard and these streets are the first clue
that there’s a downtown here, these intersections are
their introduction to A Street as its primarily retail
and restaurant street.

4. Infill development and shopfront renovations should
include large, clear glass display windows that
provide pedestrians with clear views of retail displays and restaurant interiors. Shopfronts with recessed,
tinted or reflective glass - of which A Street has
quite a few - block pedestrian views of displays and
interiors and add to the “dead look” .

5. Simple canvas awnings that project out over the
sidewalk are by far the best way to shade shopfront
glass from the sun, while also reducing the glare
that can prevent pedestrians from being able to
see inside. Stubby little awnings - particularly
shine plastic ones and curved profiles with signage
on them - do not perform that function well and
contribute to a “cheap strip mall” aesthetic that A
Street really doesn’t need.
‘A’ Street Infil & Transformation
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2.3 Colonia Road | Bicycle Connectivity
To the north of the recommended 3rd Street bridge and
library gateway, Deodar Avenue and Palm Drive offer a
different type of gateway to A Street. They were originally configured as the northerly access to A Street, mirroring the South Oxnard Boulevard straight shot into A Street at Six Points (now Five Points). The 1993 Downtown District Master Plan recommended enhancing these existing assets to provide another way to entice motorists to enter the Downtown, and that is still a good idea.

And there is an additional opportunity at this location. Im- mediately to the north of Deodar is Colonia Road, and con- necting from Oxnard Boulevard to A Street and aligned with Colonia Road is a largely unused public alley. This looks like an opportunity to address, in a small way, the long-standing perception, and reality, of a lack of connection between the La Colonia community on “the wrong side of the tracks” and Downtown Oxnard and it’s historically more advantaged
neighborhoods. We recommend the following:

1. Extend the Class I bikeway on the east side of Oxnard Boulevard and the railroad from it’s present southerly
terminus at the future Camino del Sol, to Colonia
Road. This would require a right of way agreement
with the railroad and/or owners of the adjacent
packing house property.

2. Construct a two-way cycle track along the north side of Colonia Road from the Class I bikeway to Oxnard
Boulevard, expand the crosswalk there to include
bike lanes to the west side, and improve the unused
alley as a multi-use trail from Oxnard Boulevard to A
Street.

3. Modify the curb extensions and improve the
crosswalk at A Street to connect the alley trail to new Class II bike lanes on A Street, connecting south to
Downtown.

4. Optionally, improve the landscape and signage in the curving sections of Deodar and/or Palm, to make it
plain that these are gateways to Downtown Oxnard.

There are many routes to Downtown, and making
them appear more promising to passersby on the
Boulevard may be the most effective single strategy
for revitalizing the Downtown.

Existing Condition: The intersection of Oxnard Boulevard and Colonia Road look like exactly what it has historically been - a road for trucks to get to and from packinghouses and the gateway to the poorest neighborhoods of Oxnard. It can be transformed to be a beautiful pedestrian and bicycle connection from a neighborhood with many pedestrians and bicyclists to the rebounding city center.

Recommended Linkage: The Class I bikeway on the east side of the UPRR is extended south to Colonia Road, a two-way cycle-track connects to and across Oxnard Boulevard, and the existing alley to A Street is landscaped and paved as a multi-use path for pedestrians and bikes. This connects to new Class II bike lanes on A Street, and onward south to Downtown. The alley east of A Street could also be improved as a better access to Wilson Park. And, link these recommendations with Existing and Planning City-wide Bicycle and Pedestrian Facilities.

Key Plan
Colonia Rd Bicycle Connectivity to ‘A’ Street
Gateway Elements: A simple gateway device could transform an unused alley to a signpost for Downtown.
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2.4 Plaza Park
The Plaza Park has unquestionably been the heart of
Oxnard and the heart of its Downtown from the town’s
beginnings until now. The two most distinctive structures in Oxnard - the pagoda built by grateful Chinese workers, and the Carnegie Library built in 1906 with a grant from the Carnegie foundation and local fundraising - grace the park, which serves as the location for many of the city’s important special events throughout the year.

In a 1993 public design Charrette - conducted in a tent in the park - a distinguished team of urban planners prepared a master plan for the park, shown on the right. A number of possibilities for the park were explored during this 2016 Charrette, but for the most part the team’s recommendation for the park remains to just complete the 1993 master plan.

Recommended improvements completed in 1996 include:

1. Removing the flat roofed public restrooms and
drained reflecting pools, the only other piece of the
disastrous Gruen Plan for the Downtown that was
built, aside from the A Street Mall, since removed;

2. Round off the south edge of the park to allow two-
way Fifth Street traffic to flow smoothly around the
park, relieving the intractable congestion that the
original (beautiful) square shape engendered.

3. Converting the branch of Fifth Street along the north side of the park to a parking lot.

Since that time the Park has been used as the venue for the farmers market, the Strawberry Festival, Salsa Festival, food truck nights, and many other events.

Recommended improvements not yet built include:
a. A curving colonnade around the south edge of the
park, providing spatial definition of the new semi-
circular form of the park, and a gracious shaded
walkway that can anchor the farmers market and
other public events in the park.
b. Small, flexible kiosks at the north ends of the
colonnade, providing beautiful location for sales of
coffee, cold drinks, tacos, flowers, newspapers, or
other merchandise. These could be either permanent
or temporary uses of such kiosks, providing the
opportunity for refreshment or entertainment within
the park itself.
c. Paving the parking area along the north side of the
park as a “plaza” , as originally recommended rather
than cutting off the park from the Carnegie Library
with an asphalt parking lot.
d. Paving (perhaps with decomposed granite and/
or concrete pavers) the southerly half of the park
as a true “plaza” , which in addition to providing a
good surface for public events would recognize the
increasingly urban character of the Downtown and
Anglo/Hispanic traditions of California towns.
e. The configuration of curbs and sidewalks on the
south side of Fifth Street was based on traffic
engineering requirements of the early 1990s,
and, in addition to being quite unattractive,
unnecessarily favours vehicular traffic at the expense
of pedestrians. We strongly recommend that this be
corrected, as follows.
• The original, simple design, above, anticipated
angled parking along the existing straight
curbline. That evolved into awkward triangular
“porkchops” so that large vehicles could make
free-right turns from northbound C Street to
eastbound Fifth Street, which we believe is
completely unnecessary.
• Buses coming north on C Street can turn east
onto 6th Street or 4th Street, the latter being
the direct route the Oxnard Transportation
Center. Large trucks can do the same. Oxnard
only has one Plaza Park, and the properties to
the south should have the strongest possible
connection to it.
• As an alternative to the original design, a design
with a curving south curbline and parallel
parking could also be considered, which
could provide corner plaza spaces for more
landscaping and/or outdoor dining areas.

Key Plan
Plaza Park Enhancements
1993 Plaza Park Master Plan
Plaza Park, Circa 1906
The Pagoda adds a focal point to Plaza Park.

Plaza Park Enhancements: The basic
recommendation is to complete the 1993
Park Master Plan.

New Colonnade/Pergola
Small Flexible Pavillions/Kiosks
Repaved/Landscaped Parking Plaza
New Hardscaped Plaza
Sidewalk/Corner Plazas
Existing Park
Existing Pagoda
a
c
e
d
g
f
b
a
g
c
f
d
e
b
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2.5 Plaza Park Infill Development
Key Plan
Existing Condition: Aside from the Carnegie Library Museum, the Park is for the most part surrounded by undistinguished one-story buildings. This is both a liability and an asset - the latter because the structures represent a relatively small fraction of the real estate value, making their replacement with good quality, multi-story, mixed-use urban buildings relatively feasible.

Plaza Park InfillIn its heyday in the 1920s, the Plaza Park was surrounded by fine, multi-story brick buildings and was a center of Oxnard’s commercial and civic life. Some buildings were lost to fire - the iconic Oxnard Hotel on the northwest corner of Fifth and C - and others were lost to redevelopment later on.

The Charrette team and participants strongly agreed that surrounding the park once again with multi-story mixed
use buildings - with ground floor shops and restaurants and housing on upper floors - would be the best way to
re-center the Downtown and the City on the Plaza Park.

The primary characteristics envisioned for these buildings include:
• Tall ground floors - typically 18 to 20 feet from
ground to second floors - to provide tall windows
and high ceilings for ground floor spaces.
• Large canvas awnings - or second floor balconies -
to shade south, west and east facing shopfronts.
• Simple, elegant architecture, whether brick,
Mediterranean or modern in character.
• Sidewalks as wide a possible, including the repaved
north plaza at the Park, and a widened, reconfigured
sidewalk and corner plazas along the south side of
Fifth Street.
• Active ground floor uses fronting the Park.

The 1993 Master Plan recommended a strategy of recruiting the finest restaurants in town, representing all of Oxnard’s many ethnic communities, to surround the Park with a
“Downtown restaurant row” . We believe this is still a good idea.

As food culture continues to gain importance in American culture, diners travel from Ventura and Santa Barbara coun- ties to Los Angeles and the San Gabriel Valley in search of fine East Asian, Mexican, Indian, Pacific Island, and other cuisines. Oxnard already has many fine restaurants of these cultures, but sprinkled around town in strip malls. If they were organized around the Plaza Park as a dining event, they could have the potential to regularly draw visitors from a very wide trade area.

Such an emphasis on food would be in addition, not in lieu of, and emphasis on the arts, as described on the following pages.

Infill Development around Plaza Park: describe
Infill of different Forms & Characters: Simple mixed-use buildings with tall ground floors
Park-fronting development: Original pattern of development. 156
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2.6 Downtown Art Hubs
Successful economic revitalization models promote the
role of art hubs in stimulating innovation and spearheading re-investment. Downtown Oxnard has an opportunity
to attract development dependent upon an arts culture.

Restaurants, art galleries, theaters, and museums promote and thrive on art hubs.

Because downtown currently has a thriving fine art, film, music and graphic art core who volunteered en mass during our charrette this is not intended to be a silver bullet. These local film makers, photographers, illustrators and patrons who participated in the charrette made the pop-up art
gallery and movie night events central events in the public engagement process. Artist already inhabit downtown and are risk tolerant pioneers creating an opportunity to invite others to experience the urban vitality downtown brings a city. They will need homes, shops, and third-spaces to showcase its local talent.

Downtown provides places, spaces and the opportunities
to exhibit and display artists and artisan work. The
establishment of an Art Hub should be anchored around
Plaza Park, the Carnegie Art Museum and Centennial Plaza’s Plaza Theater to support arts and innovation.

Recommended policies include:

1. Formalize, fund and appoint a ‘Downtown Arts
Hub Liaison’ to mediate, coordinate and advocate
for resources dedicated to the arts between
City’s Cultural Arts Commission and Downtown
Management District and the City of Oxnard.

2. Build upon and connect downtown’s diverse
collection of restaurant hubs to explore opportunities
for patrons to experience and explore the arts
districts in Heritage Square, Plaza Park, and
Centennial Plaza.

3. With its proximity to Los Angeles’ film industry,
continue to coordinate and target local film and
video production and education opportunities with
the city’s Economic Development Corporation Film
Coordinator and Permits.

Create new facade facing the Plaza Park..

Carnegie Museum faces C Street Park-fronting development: Buildings that front onto public spaces adds approximately 15 - 20% of land value. 157
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2.7 Infill Development
As part of the 1991 Plaza Park Master Plan, a draft form- based development code was prepared for the entire
Downtown area. We believe this existing code is still valu- able as inexpensive and responsive tool to guide future development regulations. It recommended that infill
development be based on a number of traditional urban
building types and frontage types, and provided a “regulat- ing plan” that assigned those types to each block and street.

A “shorthand” way of describing recommendations for the basic scale and massing of buildings, and the design of their frontages that connect them to and define the character of the streetscapes. The recommendations provided and
illustrated in this document are for the most part the same as those included in the 1991 code and should provide a head start for preparing new development standards and
design guidelines to implement the community’s vision for the Downtown.

Building Types and Massing
For most of the Downtown core area - surrounding the
Plaza Park, A Street, Oxnard Boulevard, and 4th, 5th, 6th and 7th Streets from Oxnard Boulevard to B Street - the recom- mended building type is the classic small-town mixed-use building from one to 4 stories (or more, as enabled by
parking) in height, and tall (at least 15 feet) ground floors.

The recommended frontage type is the shopfront, with tall, clear glass windows and awnings to shade the glass. At residential frontages stoops and shallow dooryards provide the requisite degree of privacy.

Simple and elegant would be the two words to describe the architectural design intent for these buildings. The illustra- tions on these pages provide examples of simply composed facades - generally emphasizing the vertical - classically proportioned door and window openings, executed
with good quality materials that age gracefully, detailed thoughtfully and with restraint.

Infill development: To maintain current values and potentially raise them, downtown redevelopment should respect historical patterns, precedents, and boundaries.

Infill development: Small scale infill development will be in addition to the proposed Plaza Park development at Arts Hub. 158
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2.8 Downtown Parking Strategy
A. 2009 Downtown Oxnard Mobility and
Parking Management Plan Highlights
A Mobility and Parking Management Plan was developed to help the City accomplish the following goals:

1. Ensure good access to the Downtown by all modes of
transportation;

2. Provide circulation through and around the
Downtown for longer distance travellers;

3. Maintain functional, beautiful and pedestrian-friendly streets that will support strong retail life;

4. Make best use of existing transportation assets as
catalysts for economic development; and,

5. Maintain sufficient parking for downtown visitors
and employees, with a realistic and effective plan for
operating and managing that parking.

This plan is intended to function as a “consensus blueprint” that will allow City staff to manage parking to achieve the dynamic vision called for in the 2030 General Plan and provide a transportation plan that will effectively manage future downtown growth.

In addition, the Mobility and Parking Management
Plan is designed to provide an economically efficient
transportation plan for Downtown Oxnard. This efficiency is important not only for the actual cost of generating and maintaining transportation resources, but also for the economic development that can be facilitated by a well- planned system. Other cities facing similar circumstances as Oxnard, have used parking policies and management to spur economic growth.

Parking supply and utilization was analyzed separately
within six districts of the Downtown: Civic Center, Plaza Entertainment & Arts, A Street Retail, Transportation Center, South of Seventh Street, and Meta Street. A total of 2,833 parking stalls are located within the study zone: 962 on- street and 1,871 off-street. To evaluate parking occupancy, parking occupancy counts were taken from 7 am to 9 pm
on Thursday, Friday and Saturday, October 25-27, 2007.

Total occupancy counts show that at the busiest period
(Thursday, 11 am – 1 pm), just 54% of the Downtown
parking supply was occupied, with both on and off-street spaces showing roughly the same percentages of spaces
occupied (54% and 55% respectively). At this peak hour, 1,297 of the 2,833 spaces in the Downtown parking
supply were vacant.

Based on the on- and off-street occupancy counts, there is more than enough parking supply overall to meet existing demand. Target occupancy rates of 85% and 90% are
effective industry-standards for short-term (two hour or less) and long-term spaces, respectively, so with a current peak occupancy rate of 54%, the system has substantial
excess capacity. However, because the most convenient,
front-door parking spaces (the spaces that new visitors and customers see immediately upon arriving) are consistently full at peak hours, the perception may easily arise that an overall parking shortage exists.

The key conclusion that we draw from these occupancy
counts is that the most convenient on-street parking
spaces are routinely filling up, often with employees’ cars, even as less convenient lots and structures sit mostly
empty. The problems that this situation may cause, in
terms of both a lack of convenient customer parking and the perception of an overall parking shortage, cannot be solved by building additional parking spaces. Instead,
improved management is required to shift some parking
demand, particularly long-term employee parking
demand, from the most desirable front-door spaces to the currently under-used structure and parking lots nearby.

B. Policy Recommendations
By supporting economic development in Downtown
Oxnard through parking management, the Plan
simultaneously addresses several of the concerns raised by community stakeholders. During the stakeholder process, concerns were expressed on several fronts. Stakeholders expressed the desire to provide a safe, customer-friendly atmosphere, and specifically to:
• Improve Downtown’s image through the intensification
of both commercial and residential uses.
• Attract additional retail to continue Downtown’s
progress on revitalization and establish Downtown
Oxnard as a destination.
• Reduce the length of the development process and
remove obstacles to new development and reuse of
existing buildings.
• Provide better signage, traffic circulation and gateway treatments to make.
• Downtown Oxnard more visible to travellers on
Oxnard Boulevard, and easier to reach.
• Address perceived safety concerns for downtown
customers, particularly at night.
• Provide funding for a more visible, active on-street
police presence.
• Provide funding for the continuance of improved
lighting, upgraded landscaping, better signage and
enhanced streetscapes.

This plan recommends eight measures to help resolve these stakeholder concerns, manage downtown transportation
and stimulate economic activity.

Recommendation 1: Pursue a “Park Once” Strategy
Adopt a “Park Once” strategy for the Downtown Plan area by (a) operating as many parking spaces as possible in a common pool of shared, publicly-available spaces and
(b) encouraging existing private commercial parking to
be shared among different land uses and available to the public when not serving private commercial use. This
strategy should be implemented via the following policies:

1. Prohibit or discourage private parking in new
development (except for residential spaces). Instead,
make public parking lots available to downtown
shoppers and employees, and (when more exclusive
parking arrangements are necessary) lease spaces
in nearby public lots and structures to private
businesses, for the particular hours and days of the
week when the reserved parking is actually required.

2. Purchase or lease existing private parking lots from willing sellers, and add this parking to the shared
public supply.

3. Facilitate shared and/or valet parking in existing
private parking lots wherever feasible.

Recommendation 2: Reduce Minimum Parking
Requirements and Institute an In-Lieu Fee
Oxnard should reform commercial minimum parking
requirements in the Downtown by first reducing them to
levels that reflect the demand of Downtown Oxnard and
mandate that at least 50% of those spaces be met through an in-lieu fee to help fund a shared pool of public spaces and other alternative mode programs. Once market-rate
pricing has been instituted for Downtown’s on-street
parking, and residential parking benefit districts established The Downtown Oxnard Parking Structure, at the corner of 4th and B Streets, provides 440 spaces just north of Downtown.

Diagonal parking is a strategy that provides ample convenient parking for shops and restaurants on a commercial street while contributing to a pedestrian-oriented street.
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minimum parking requirement be met through the in-lieu
fee. Residential requirements should also be modified to allow developers to utilize the in-lieu fee.

Minimum parking requirements are one of the biggest
obstacles to many cities’ efforts to encourage new
residential and commercial development in their
revitalizing downtown areas. With 1,297 parking stalls
currently vacant during the peak hour in Downtown, there is more than enough parking available to cope with existing demand and any demand that could be generated by
future development. With a current oversupply of parking, minimum requirements are only acting as an impediment
to economic development, rather than their stated goal of ensuring adequate availability.

Oxnard’s current minimum parking requirements applying
to the Downtown area often require more than one square foot of parking area for every square foot of building.

These requirements can be particularly damaging to uses, such as eating establishments, which help create vibrancy and life in the Downtown area. By allowing commercial
developments to fulfill at least a portion of their minimum parking requirements through an in-lieu fee, the City will be removing one of the largest barriers to new development downtown.

The in-lieu fee will encourage efficiently shared public parking rather than many small, inefficient private lots; and create a healthy market for downtown parking, where parking spaces are bought, sold, rented and leased like any normal commodity.

Recommendation 3: Install Parking Meters on
Blocks Where Shortages Exist, and Return All
Resulting Parking Revenues to These Blocks
Install multi-space, pay-by-space parking meters on any block face in the Downtown that routinely exceeds an 85% occupancy rate. Set parking prices at rates that create a 15% vacancy rate on each block, and eliminate time limits during allowable parking hours. Rates can initially be set as low as $0.10 per hour and subsequently raised or lowered based on future occupancy counts.

The installation of parking meters downtown will
efficiently manage demand for downtown parking while
accommodating customer, employee, resident, and
commuter parking needs. By creating vacancies and
turnover of the most convenient “front door” curb, parking spaces availability for customers and visitors will be
ensured. The revenue generated should be dedicated to the continuance of public improvements and public services
that benefit these blocks, such as upgraded security and enhanced streetscapes.

Recommendation 4: Invest Meter Revenues in
Priority Downtown Programs
Meter revenues should first be invested in building an
on-street security presence to improve perceptions
concerning safety. Feedback from stakeholders revealed
that security is a key issue for employees and customers.

In order to address this issue, meter revenues can be spent on having an active on-street security presence in the form of “Mobility Ambassadors. ” These individuals can serve multiple purposes by escorting motorists to their vehicles at night, patrolling the Downtown, and acting as information resources to visitors who need assistance in getting
directions.

Funds can then be used for infrastructure such as garbage cans, street lamps, and trees or less obvious items like sidewalk steam cleaning that keeps the Downtown’s
walking areas looking pristine. When the parking supply can no longer cope with demand, revenues can then be spent
on a full spectrum of transportation demand management
strategies for downtown employees and residents,
including transit, carpool, vanpool, bicycle and pedestrian programs.

Recommendation 5: Provide Universal Transit
Passes
In recent years, growing numbers of transit agencies
have teamed with universities, employers, or residential neighborhoods to provide universal transit passes. These passes typically provide unlimited rides on local or regional transit providers for low monthly fees, often absorbed
entirely by the employer, school, or developers. Universal transit passes increase transit ridership and provide
incentives for existing and new downtown residents to
reduce vehicle ownership by providing free transit passes to all downtown residents and employees.

Oxnard should use revenues to provide free transit passes to all downtown employees and the existing residents once Gold Coast Transit has an operating program. For all new multifamily residential developments, require a universal transit passes program be provided to residents.

Recommendation 6: Require Parking Cash Out
Many employers in Downtown Oxnard (including the
City itself ) provide free or reduced price parking for their employees as a fringe benefit. However, those employees using alternative modes do not currently receive
transportation benefits. With the implementation of a
parking cash out program, all new and existing employers that provide subsidized employee parking would also
be required to offer their employees the option to “cash out” their parking subsidy. This would result in an equal subsidy between all employee commute modes and create
incentives for commuters to carpool, take transit, and bike or walk to work.

Under a parking cash out requirement, employers will be able to continue to offer free or reduced parking on the condition that they offer the cash value of the parking subsidy to any employee who does not drive to work.

The cash value of the parking subsidy should be offered in one of three forms:

1. A transit/vanpool subsidy equal to the value of the
parking subsidy (of which up to $230 is tax-free for
both employer and employee)

2. A bicycle subsidy equal to the value of the parking
subsidy (of which up to $20 per month is tax-free for
both employer and employee)

3. A taxable carpool/walk subsidy equal to the value of the parking subsidy
Employees who opt to cash out their parking subsidies
would not be eligible to receive free parking from the
employer, and would be responsible for their parking
charges on days when they drive to work.

Recommendation 7: Create a Residential
Parking Benefit District
In order to prevent “spillover” parking in downtown
adjacent neighborhoods, Oxnard should implement
Residential Parking Benefit Districts in adjacent residential areas, such as the Meta or South of Seventh districts, at the same time that parking meters are implemented for curb
parking in the Downtown core. These Districts should be implemented as necessary once a parking evaluation has
taken place.

Residential Parking Benefit Districts are similar to residential parking permit districts in that a certain number of parking permits are issued to residents usually for free or a nominal fee. These permits allow the residents to park within the district, but allow a limited number of commuters to pay to use surplus on-street parking spaces in residential areas, and return the resulting revenues to the neighborhood to fund public improvements.

Recommendation 8: Construct New Parking
Structure When Needed
While costly, new public parking structures may be
necessary to meet demand once substantial new
development has taken place. Before constructing
additional parking, Oxnard should first make use of its existing parking surplus, and then pursue implementation of cost-effective strategies to reduce parking demand. Once all of the lower-cost transportation demand management
measures and shared parking strategies have been
exhausted, additional parking may then be required. Good advance planning can help prepare for the eventual need to provide one or more new downtown parking structures.

Oxnard should:
• Identify present parking needs to ensure that the site chosen in the Oxnard Downtown Strategic Plan for the
northwest corner of 4th Street and Oxnard Boulevard
is the most promising location for a future parking
structure.
• Prioritize and aggressively implement all feasible
strategies for reducing parking demand, that are more
cost-effective than increasing parking supply.
• Monitor the current surplus and effectiveness of new
strategies to reduce parking demand and initiate the
pre-development process for a new parking structure
when downtown peak parking occupancy regularly
and consistently exceeds 80%.

When implemented together as a coherent package, these
eight recommendations provide Downtown Oxnard with
a strategy that allows it to grow and thrive, makes possible the reuse of existing buildings and the construction of desired new ones, manages the existing parking supply in a way that puts customers first, and maintains sufficient parking and access for all users.
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3.0 Implementation
Section

3.1 Key Finding

5.2 Goal, Actions, and Tactics

5.3 Implementation Thresholds
Table 3-1 Thresholds Outline

5.4 Funding Mechanisms

5.5 Agency Model

5.6 Summary
Downtown Oxnard is the City’s historic heart and contains the highest intensity of community life in the region. Downtown is Oxnard’s traditional gathering place for festivals, events, and commercial activities, but the new edge-of-town freeway-oriented developments are a serious threat to Downtown’s long-term viability. The public charrette process that shaped these recommendations appeared to be a cathartic civic moment of which continue to build movement towards re-purposing, revitalizing, and reinvest- ing in Downtown. These recommendations are a series of simple yet innova- tive actions intended to allow bottom-up, community-led stewardship of Downtown’s revitalization.

Congress for the New Urbanism Charter of the New Urbanism Principle #27:
“Preservation and renewal of historic buildings, districts, and landscapes affirm the continuity and evolution of urban society. ” Congress for the New Urbanism Charter of the New Urbanism Principle #24:
“Architecture and landscape design should grow from local climate, topography, history, and building practice. ”
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3.2 Goals, Actions and Tactics
A. Intent
These recommendations are organized to iteratively build upon each other over the next 10 years. With measurable objectives, we recommend testing, planning and re-plan- ning to reposition Downtown as a compelling destination for locals and visitors to live, work, play, shop, learn, worship and govern.

B. Goals
The Downtown Vision Plan’s primary Goals in order of im- portance are:

1. Rebuild trust and confidence between Oxnard’s
Citizens and its Government’s dedication to
revitalizing Downtown;

2. Make small development as easy as large
developments;

3. Add a significant amount of new housing; and,

4. Propose no Silver Bullet fixes, but test small,
incremental changes first and adjust towards what is
working best.

C. Actions
The Downtown Vision Plan’s measurable Actions are:

1. Increase connectivity of Oxnard Boulevard within
Downtown (remove median barriers, slow traffic
with traffic-calming devices, improve signage and
gateway elements);

2. Fill the vacant lots downtown first;

3. Add a significant amount of new housing first (up
to 2,284 new Residential units and 1,024,370 sf of
Commercial space is allowed by-right under the
existing General Plan and Environmental Impact
Report - build that amount first then re-plan
Downtown again in 2025);

4. Focus new development around Park Plaza - the
Plaza Park is Oxnard’s crown jewel and provides the
most value to newly built adjacent buildings; and,

5. Enable an ethnically diverse restaurant cluster
between 7th and 8th Streets on Oxnard Boulevard
(a cluster of restaurants has occurred and should be
supported and increased).

6. Waive existing 39 unit per acre density limitation and control number of units by existing building height
zoning limitations to promote housing.

D. Tactics
The Downtown Vision Plan recommends the following
Tactics:

1. The City Council adopt by Resolution the 2016
Oxnard Downtown Vision Plan Report in order to
state its intention to follow the plan, empower a
Downtown based’ community-led organization
to ‘redevelop’ Downtown, and limit its time frame
for a ‘testing period’ for a limited duration of time
(approximately 5 to 10 years).

2. Enable a community-based Downtown ‘Director’
administrative structure to manage implementation
of the Downtown Vision Plan. The City should enter
into a Memorandum of Understanding (MOU) with
the Oxnard Downtown Management District (see
Civic San Diego MOU authority excerpt in Section 3.5
below). The intent of this body is to:
a. Add planning, design, and review capacity to the
Community Development Department and staff;
b. Provide downtown specific expertise in
making decisions and recommendations on
improvements for localized issues, such as safety
(Street Lights, Clean & Safe Programs, Security
Services, and Management);
c. Primarily focus on supporting local retail,
commercial, housing and vacant lot infill success;
d. Generate and circulate downtown administrative
and discretionary decision permitting revenues
within the district.

3. The ‘Director’ of Downtown’s development should
be charged with making specific administrative
decisions as delegated by City Council resolution.

The power to delegate such authority implies the
authority of the ‘Director’ to adopt resolutions to be
reviewed by the city council. The authority of this
Director should be tasked with:
a. Assisting the City and its legal counsel to identify and establish the optimal support/oversight
legal structure (Oxnard Planning Commission or
Oxnard Downtown Partnership);
b. Staffing and Managing the Downtown Design
Review Board; Assist the City to identify a
qualified outside consultant, if needed, to
conduct Design Review;

3.1 Key Findings
A. Summary of Downtown’s Weaknesses
As noted in the What We’ve Heard section, the City has a number of challenges that need to be overcome if a suc- cessful implementation of the Oxnard Downtown Vision
Plan is to take place. To recap, the biggest issues may be summarized as follows:

1. Stiff competition for the best retail, restaurants, and entertainment provided by The Collection shopping
center, three miles to the north, and by Downtown
Ventura, ten miles to the north west.

2. Not enough to do Downtown including
insufficient restaurant and retailer variety, minimal
entertainment, and a lack of cultural institutions.

3. Unappealing pedestrian experience due to the
perception of crime, homelessness, too-narrow
and hazardous sidewalks, insufficient lighting and
wayfinding signage.

4. Poorly distributed parking: not enough in some
areas; too much in others.

5. Average retail rents of $1.00 per s.f. gross are below the $2.25 per s.f. that is needed to support new retail development.

6. Unpredictable and even hostile investment
environment partly due to past City regulations and
actions.

7. Reduced street vitality and retailer viability due to lack of significant housing in the core.

8. Downtown’s distance (2.5 miles) from the Ventura
Freeway and regional visitors.

B. Summary of Downtown’s Strengths
Downtown also has some significant strengths on which it can capitalize, including:

1. A legacy gridded/interconnected street network
forming relatively small blocks that are an ideal size
for pedestrian permeability.

2. Urban-form buildings throughout much of the
Downtown core that support walkability and whose
inherent modularity makes compatible modest-scale
redevelopments in the adjacent gaps relatively easy.

3. Regional rail access via the Metrolink Station.

Downtown is a coveted TOD (Transit-Oriented
District)!

4. Many local stakeholders that wish to see
improvement and may be willing to pitch-in with
resources.

5. $6.1 million of “seed” money from redevelopment
that can be leveraged to procure further investment
from both public and private sectors.

The Vision Plan Charrette was crafted as an opportunity for citizens to discuss, compromise, agree upon downtown’s issues, needs, strengths and values of today in order to plan for its future. 162
3-4 | 05.23.16 | CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE CITY OF OXNARD DOWNTOWN OXNARD VISION PLAN CHARRETTE | 05.23.16 | 3-5 CHAPTER 3: IMPLEMENT ATION | CITY OF OXNARD + CNU - CALIFORNIA CITY OF OXNARD + CNU - CALIFORNIA | CHAPTER 3: IMPLEMENT ATION c. Offering Pre-Application services for a fee to assist applicants in expediting project processing;
d. Making Zoning decision appeals to the Planning
Commission;
e. Conducting a review of the current Downtown
business and development regulations and
fees to identify opportunities for reduction and
elimination, where appropriate, and management
of the district fee schedule and downtown district
distribution of such fees;
f. Be charged with decision-making authority.

Identify and prioritize investments in the public
realm, private realm (small scale), and private
realm (large scale), with implementation strategies
identified for each project. See ‘Implementation
Thresholds’ in Table 3.1 of this section for specific
recommendations;
g. Educating the public about the plan and its
importance to Downtown’s and the City’s future.

The Director will provide the City Council,
City Manager, and residents with an annual
update regarding progress in the Downtown’s
revitalization; and,
h. Managing public improvement and public-private
partnership projects and will be funded principally
by development impact fees. The Partnership
will provide the City Council, City Manager, and
residents with an annual update regarding progress
in the Downtown’s revitalization.

4. The Director’s salary can be supported by the $6.1
million settlement proceeds, at least for the first few years to ‘test’ its viability.

5. Alternatively, the City and its legal counsel, may form a non-profit public benefit corporation with the Oxnard
Downtown Partnership, that integrates elements of the
PBID and Parking District operations and maintenance
functionality with the Downtown Design Review Board.

The City should choose to define the optimal legal
structure, distinct from the City-wide Departments,
to specifically support and oversee the downtown
implementation activities.

The goals is to build downtown housing in multiple
locations, including micro units, to create much-needed additional residential units. Very high apartment rent rates reflect an under-supplied market and may help subsidize the retail until retail rents can be increased. A series of development thresholds are recommended in Table 3.1 to
support development at the following scales:

A. Making Small Possible Threshold
There are the Vacant Lot Projects intended to filled with new housing units and commercial storefronts as easily
as possible. These projects should get Municipal Service Fee relief to encourage this infill development and fill blighted vacant lots in the Downtown.

B. Reinvesting in Downtown Threshold
We recommend that improvements to privately owned
lots in Downtown be multi-story, mixed-use, urban-
format buildings in a loosely coordinated sequence of
investments. The Municipal Service fees should be lifted from city-wide funding mechanisms and reinvested
specifically back into Downtown and its PBID area. This includes expanded, diversified restaurant offerings in
two blocks bounded by 6th and 7th, A and Meta to el-
evate this zone’s status to a regional dining destination (approximately 15 restaurants already are clustered in
that zone; restaurants increase traffic to an area);
C. Catalytic Project Threshold
The following are recommendations for specific
catalytic projects, the City’s redevelopment obligation projects, that will improve the Downtown and spur
additional investment. New projects will address either directly or indirectly these proposed catalytic invest- ments and by the City’s new structure for handling
projects.

1. Public Realm
a. Redevelopment obligation development projects;
b. Oxnard Boulevard improvements;
c. Upgraded street lights, wayfinding signage,
sidewalks, and possibly tree lighting throughout
Downtown and along the major approach
thoroughfares;
d. Plaza Park amphitheatre and pergola;
e. Downtown parking structure that incorporates

3.3 Implementation Thresholds
ground-floor retail;
f. Mural program in alleys (committee to make
approvals); and,
g. Improvements to how homeless are handled.

2. Private Realm – Large Scale Projects
a. SSA Building redevelopment in coordination with
Plaza Park amphitheatre:
• Carnegie Art Museum expansion,
• Children’s Museum,
• Market-rate residential units and/or office space
on upper floors;
b. Rieter Affiliated’s new 3-story headquarters on A
Street;
c. Teatro and Vogue Theatres rehabilitation and
reopening:
• New homes for Elite Theatre Co. and Teatro de
las Americas;
d. Church for the Nations on B Street (up for sale):
• Potential black box theatre or alternative
Children’s Museum location;
e. JCPenney conversion to big box for small grocery, a
key amenity that is needed Downtown;
f. Downtown housing units needed to accommodate
the expected demand generated by new Sakioka
422 ac. commercial/office development;
g. UCSB, Cal State Channel Islands, or Cal Lutheran
Univ. to open a Downtown Campus; and,
h. Hotel (business class, 3.5-4 stars).

The prioritization of filling in vacant lots is illustrated below as a guide to Implementation thresholds be easily understood by local developers, decision-makers, neighbors, and land owners.

Making Small Possible Threshold: Most easy to build immediately.

Existing Condition: Multiple Vacant Lots on A Street and Downtown Reinvesting in Downtown Threshold: Multi-Story Mix of Uses Catalytic Project Threshold: large Scale Redevelopment Projects. 163
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THRESHOLDS MAKING SMALL POSSIBLE RE-INVESTING

IN DOWNTOWN CATALYTIC PROJECTS
Lot Size <= 7,000 SF per lot > 7,000 SF Former Redevelopment Building Size 2 stories or less 3 stories to 5 stories Former Redevelopment Entitlement Review By-right By-right PC, CC, State
Parking Required No minimum 1 per 1,000 SF Yes - per Code Parking Fee Waived Yes - Paid to PBID Yes - per Code
Stormwater BMPS Exempt For surface parking only Yes - per Code Stormwater BMP Fees Waived Yes - per Code Yes - per Code Utility Connection Fees Exempt Yes - per Code Yes - per Code Traffic Impact Fees Yes - Paid to PBID Yes - Paid Yes - per Code Growth Development Fees No Yes - Paid to PBID Yes - per Code Design Review Required by PBID Required by PBID + PC Required per Code Self-Certification of
Construction Plans by
Professional Architects &
Engineers
Allowed Not Allowed Not Allowed
Waivers or Variances from
Zoning Code Up to 3 waivers allowed Up to 2 waivers allowed Not Allowed Community partnerships are essential to implement this
plan, and will need to pull from a number of various entities to create structures to trigger the variety of funding sources.

And, the City of Oxnard will be the primary implementation arm of this plan, with assistance from the proposed
Downtown Director. The City will oversee development
grants, such as the Community Development Block Grants, with other City departments contributing are important
partners in the implementation of this plan. Funding
sources may include:

1. Taxes (Short-Term, >5 years)

2. Municipal Service Fees (Short-Term, >5 years)

3. Special Municipal Services – Sewer, Water, Garbage,
Water, Trash, Parking

4. Capital Improvement Program (Short-Term, >5 years)

5. Community Development Block Grants (Long-Term,
<5 years)

6. Revenue Bonds (Long-Term, <5 years)

7. General Obligation Bonds (Long-Term, <5 years)

8. Community Network Funding Sources and Partners
(Long-Term, <5 years), including:

Department of Commerce, Economic Development
Administration Economic Adjustment Assistance
Program; Research and National Technical Assistance
Program; Global Climate Change Mitigation Incentive
Fund. Environmental Protection Agency, Brownfields
Program. Smart Growth America, Leadership Institute,
technical assistance program. Local Governments
Commission technical assistance program.

3.4 Funding Mechanisms
We recommend a series of waivers and exceptions
from Municipal Service Fees in order to fill Downtown’s vacant lots new housing units, founding Making Small
Possible thresholds section above. These should be set in collaboration with the local development industry, city staff, and political leadership. The Reinvesting in Downtown fees should be reinvested in Downtown, and these waivers and reinvestments should be administered by the proposed
Downtown Director.

There is a range of funding sources and incentives that may be brought into play to help build Catalytic Projects.

The City can use one or more of the following mechanisms to assume portions of development costs, potentially to include property acquisitions and the funding of public and shared infrastructure that might include streets, alleys, civic spaces, utilities, and parking structures. Investments in the public realm also may create an environment that will support higher rents and thus make new development more feasible than previously presented.

1. Enhanced Infrastructure Financing Districts

2. Active Transportation Program Grants

3. Crowdfunding

4. Community Development Corporations

5. Social Impact Bonds

6. Tax Credits

7. Affordable Housing and Sustainable Communities
Program
164
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3.6 Implementation Summary
Our nation’s preeminent town planner, John Nolen, wrote in his 1912 book, Replanning Small Cities, “The gravest neglect is the failure to replan and replan to meet increasing demands, to readjust and readjust, to use art and skill and foresight to remodel existing conditions. ” Twenty years ago, a visionary master plan by one of the country’s top urban planners was created for Downtown Oxnard, but it was not fully implemented, and many stakeholders today do not
even recall its existence. This is not an unusual situation.

Great plans are created for many cities, but sadly, too often they sit on a shelf and gather dust.

The key to ensuring that this does not happen again is the creation and adoption of a robust implementation strategy.

We have outlined a straightforward Plan for Action, which if followed, will ensure a dramatic transformation of
Downtown Oxnard over several years. The following is a summary of the four most critical steps to ensure that this Vision Plan has an impact. We recommend the following:

1. The City Council adopts the Oxnard Downtown Vision
Plan by Resolution.

2. The City creates a focused and accountable
implementation structure under the Oxnard Planning
Commission or Oxnard Downtown Partnership to
hire a Downtown Development Director. A real estate
and/or urban design professional with the abilities
to dedicate significant time (100% if an employee or
a minimum of 50% if a consultant) to implement the
Vision Plan and to ensure that there is continuous
progress at the fastest possible rate.

3. Enable small infill mixed-use development to
occur more easily than greenfield developments
in the city’s agricultural edge by adopting the
Implementation Thresholds outlined on Table 3-1
into the Municipal Zoning Code. A ‘Lean Urbanism’
approach to strip away redundant discretionary
reviews and allow for new development deemed
acceptable to the majority of citizens and adhering
to best economic development practices. The intent
is to create more attainable housing stock and local
commercial opportunities necessary to revitalize
downtown today.

4. Marshall the support and involvement of key
Downtown stakeholders who have a vested interest
in Downtown’s success to be part of the chosen
structure, either the Oxnard Planning Commission
or Oxnard Downtown Partnership. Many of these
individuals may be willing to make investments in
the Downtown if they have confidence that a smart,
professionally orchestrated implementation process
has been established. The structure and activities
should be transparent, and members will need to
recuse themselves from decision-making when there
are conflicts of interest.

5. Catalytic project investments (large scale) must be
identified and prioritized, with implementation
strategies identified for each project. Public realm
investments will be spearheaded by the City, at least
initially. Private realm (small scale) projects will be spearheaded by the existing stakeholders in the
private sector, and these investments should be
coordinated by the new implementation structure
to ensure maximum catalytic potential. These local
individuals and their investments in new buildings
in the Downtown will be the main trigger, in
addition to other steps taken by the City to improve
predictability, that will spur larger-scale investment
by outside developers.

6. Once the above steps have a measurable amount
of success, such as new housing added, increased
commercial activity, and lower rate of auto and
pedestrian conflicts, we recommend undertaking a
more comprehensive ‘Place-Based, ’ ‘Context-Sensitive’ or ‘Form-Based’ entitlement policy and development
regulation updated to existing rules and regulations
to make new development more predictable.

The Congress for the New Urbanism California Chapter
appreciates this opportunity to assist the City of Oxnard with the creation of its Downtown Vision Plan. We also
sincerely appreciate the citizens who participated, city leadership and staff, and especially the collaborative
efforts of Dao Doan, Roy Prince, Kymberly Horner, and City Manager Greg Nyhoff for making this Vision Plan possible.

We look forward to remaining involved with this Vision Plan as it proceeds through the City’s review, refinement, and approval process.

3.5 Downtown Agency Model
The City of San Diego City Council has an agreement
(MOU) with its Downtown consulting entity, Civic San
Diego, which is a city-owned non-profit intended to be
the entrepreneurial development partner for downtown.

A one-stop shop with the Vision Plan toolbox to facilitate public-private development projects and programs. Civic San Diego projects include Parking Management, Active
Transportation Planning, and the Former Redevelopment
Agency Recognized Obligation Payment Schedule (ROPS).

Below is page one of the Agreement between the City
and Civic San Diego (see: https://www.sandiego.gov/sites/ default/files/12_28_0.pdf ).
165
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California
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Created by:

Salvador Mancha
Updated 08.22.2019

DOWNTOW N CODE MAP
oxnard .org /down town- code

LEGE ND
DT-G
DT-C
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DT-G
DT-C
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Downtown Edge (DT-E)
Downtown General (DT-G)
Downtown Core (DT-C)
Max. height 35 ft.

With Special Use Permit
Max. height 44 ft.

Max. height 120 ft.

With Development Agreement
Max. height 150 ft.

With Development Agreement
Max. height 106 ft.

Code Section 16-147.3
Code Section 16-147.4
Code Section 16-147.5
Downtown Edge Open Sub-Zone
Shopfront Overlay
This sub-zone allows a broader set of uses than the base zone within the same form and requirements than in the base-zone to:
neighborhood node of live-work activity and limited retail and service uses, or government planning programs. Government Code. Section 65583. AAHOP details are outlined Shopfront frontage is required along all street-facing façades for façade renovation or new buildings. In these locations, any allowed non-residential use in the zone may occupy the ground t
tS A
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167
Downtown Oxnard Mobility and Parking Management Plan
Adopted by City Council November 2009
1 Goal: To provide an economically efficient transportation plan for Downtown Oxnard.
1) Recommendation 1: Pursue a “Park Once” Strategy - This was implemented in concept via the 2019 Downtown Zoning Code
a) Operate as many parking spaces as possible in a common pool of shared, publicly available spaces.
i) Prohibit or discourage private parking in new development (except residential). ii) Lease spaces in public lots and structures to private businesses. b) Encourage existing private commercial parking to be shared and available to the public. i) Purchase or lease existing private parking lots.
ii) Facilitate shared or valet parking in existing private lots. 2) Recommendation 2: Reduce Minimum Parking Requirements and Institute an In-Lieu Fee - This was partially implemented via the 2019 Downtown Zoning Code, but is now on hold with AB 2097
a) Reduce the commercial parking requirements to meet actual demand. i) Planned suggested a single blended non-residential minimum parking requirement of one parking space per 1,000 square feet gross square feet of built space b) Mandate that at least 50% of the required parking be met through an in-lieu fee to help fund public parking spaces. After market conditions are stabilized, increase the in-lieu fee mandate to 100%.
i) Fee could be a low one-time payment up-front from the developer combined with mandatory long-term leasing of spaces for employees
3)Recommendation 3: Install Parking Meters on Blocks Where Shortages Exist, and Return all Resulting Parking Revenues to These Blocks - Not underway as no areas of shortage currently exist
a) Install meters on blocks that routinely exceed an 85% occupancy rate. Set the price to achieve 15% free spaces at all times.
4) Recommendation 4: Invest Meter Revenues in Priority Downtown Programs - Not underway as there are no parking meters.
a) Invest the revenue in on-street security presence and infrastructure needs (trash receptacles, lighting, trees, sidewalk cleaning, etc)
b) When the parking demand exceeds the parking supply, revenues should be spent on transportation demand management programs.
5) Recommendation 5: Provide Universal Transit Passes - Not underway. 168
Downtown Oxnard Mobility and Parking Management Plan
Adopted by City Council November 2009
2 a) Partner with Gold Coast Transit, VISTA, and other transit providers to provide unlimited rides on local and regional transit providers for low monthly fees. Typically the employer, school, or developer buy the discounts in bulk at a discount and provide them to their employees for free or at a greater discount.
b) For new multi-family development require the developer to provide passes to all residents. 6) Recommendation 6: Require Parking Cash Out - Not underway a) Under parking cash out requirements, employers can offer free or reduced parking to employees, but they must offer the cash value of the parking subsidy to an employee who does not drive to work.
i) Free or reduced price parking is considered a fringe benefit for employees. For employees that don’t drive to work, there is not an equal fringe benefit. 7) Recommendation 7: Create A Residential Parking Benefit District - Not underway a) In addition the limited number of parking permits issued to residents, commuters can pay to use surplus on-street parking spaces in the residential areas. Any revenue from the commuters should be returned to the neighborhood to fund public improvements. i) Envision these Districts in Meta and South of 7 th Street 8) Recommendation 8: Construct new Parking Structure When Needed - Not underway a) Make use of existing parking surplus, pursue implementation of cost-effective strategies to reduce parking demand, have peak parking occupancy regularly and consistently exceed 80% prior to developing a parking structure.
169
Downtown Oxnard Mobility and Parking Management Plan
Adopted by City Council November 2009
3 Mid-TermDowntown Oxnard Mobility and Parking Management Plan Implementation and Monitoring Strategy (Figure 4-1)
Near- Term
(2010) 11 12 13
Long-Term
1 Adopt 2030 General Plan X
2 Form a Parking Benefit District in three steps X

2.1 Refine and approve operating principles for the
transportation and parking management (TPM) strategies recommend in the plan
X

2.2 Expand and refine the implementation and monitoring plan presented here X

2.3 Hire new staff responsible for managing the Parking Benefit District and implementing the major recommendation of this plan
X
3 Establish commercial and residential parking benefit districts X 4 Revise zoning code and parking regulations for new
development X

4.1 Reduce and modify current minimum parking requirements X

4.2 Institute an in-lieu parking fee program for new development to require at least 50% be met through the in-lieu fee. X

4.3 Permit additional reductions in parking requirements for projects that incorporate transportation and parking demand management (TDM) strategies.

X
5 Require “parking cash out”. X
6 Use parking revenues to fund TDM programs, incentives, and improvements X
7 Require 100% of the parking requirements be met through the in-lieu fee X
8 Purchase or lease existing private parking lots to be used for shared public supply X
9 Construct additional parking X
10 Ongoing monitoring and evaluation X X X
170

OXNARD SURPLUS LAND
171

OXNARD TRANSIT CENTER FOURTH STREET & OXNARD BLVD

CURRENT USE

PARKING
PARCEL