Agenda packet — Oxnard City Council, June 4, 2024 (part 2 of 5)

230
City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab A – Proposal Checklist
Instructions:
a) This section must be filled in and each item checked off to ensure all items requested by the City in this solicitation have been submitted.
b) Follow the instructions in each section of this solicitation. c) Present all requested items in the index tabs ordered A through G as shown. d) Label each item presented and include additional items on your table of contents. e) All proposals must include a detailed description of each proposed service to be provided. f) Proposers that do not follow the bid instructions found in the separate document titled “Terms and Conditions” may be found to be “non-responsive” and disqualified from the bid process.

Name of Company:

Service to provide:

Main Point of Contact:

E-mail: Phone:

Tab A Proposal Submission Checklist
General Proposer Information
Please provide one copy of the following items in your proposal. Indicate the page number where the item is located.

Page Number
Tab A: Proposal Checklist (this page) ...............................................................

Tab B: Company Profile/ Experience ................................................................

Tab C: Acknowledgements ................................................................................

Tab D: Scope of Services ...................................................................................

Tab E: References ..............................................................................................

Tab F: Cost/Budget Narrative ...........................................................................

Tab G: Bidder Attachment .................................................................................

Pavement Engineering Inc.

Pavement Management System Update
Joe Seely (Project Manager)
[email protected] 805-781-2265

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2 44
5 8
32 37
34 x
x
x
x
x
x
x
231
232
Tab B: Company Profile / Experience

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab B - Company Profile/Experience
This section of the proposal is designed to establish the bidder as an entity with the ability and experience to operate the program as specified in the solicitation. The Company Profile should be concise and clear, including descriptive information regarding service delivery. The following information must be provided as follows:

1. Business name and legal business status (i.e. partnership, corporation, etc.).

BIDDER’S RESPONSE:

2. Company overview and disclosure of services or activities performed, including:
a. The City of Oxnard is a public agency with a City Council composed of elected officials. The elected officials are restricted from voting on any action concerning a contract whose owners have made a campaign contribution of $250 or more in the previous 12 months. To assist them in their decision making process, please indicate the owners of the company and if any contributions were made to the Elected Officials.
b. Company hierarchy (President, Vice President, Company Officers, etc.) and an organizational chart. The organizational chart shall clearly identify all staff members that will provide services under this contract.
c. The number of years in business under the present business name, as well as prior business names, and the number of years of experience providing the proposed, equivalent or related services.
d. Location of the office from which the work under this contract will be provided and the staff allocation at that office.
a. BIDDER’S RESPONSE:
b. BIDDER’S RESPONSE:
c. BIDDER’S RESPONSE:
d. BIDDER’S RESPONSE:

3. Provide any financial interests in any other business. Individuals who are personally performing the contracted services and governmental agencies are exempt from this requirement. If exempt, please indicate with an “N/A” in the box below.

BIDDER’S RESPONSE:

4. An explanation of any litigation involving the Bidder or any principal officers thereof in connection with any contract. Is your firm, or the principals associated with your firm, under investigation, being sued, suing, or affiliated in any lawsuit or alternative dispute resolution with any governmental agency? If so, please provide details.

BIDDER’S RESPONSE:

Pavement Engineering Inc. C Corporation CA
No Contributions were made to any Elected Officals
See Attachment #2
35 Years in Business, 26 Years of PMS Services
See Attachment #4
None
None

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234
City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

5. List the members of your organization who are authorized to negotiate the Agreement. Please provide an email address.

BIDDER’S RESPONSE:

6. Credentials/Resumes/Certifications/Licenses:

This section shall state all employees/subcontractors responsible for administering or providing services. Provide a summary list of the organizational personnel that will actively participate and contribute their skills to this project. Include in this list the individual’s name, job title, work location and relevant experience in projects of similar size and complexity. (Responses may be one page per individual.)
Bidder shall specifically provide the following information on all employees to be providing services related to this solicitation:
a. Position Title
b. Current Responsibilities
c. Qualifications/Experiences
d. Education
e. Certifications/licenses, if applicable
f. List other pertinent information that will assist in evaluating Bidder’s qualifications. a. BIDDER’S RESPONSE:
b. BIDDER’S RESPONSE:
c. BIDDER’S RESPONSE:
d. BIDDER’S RESPONSE:
e. BIDDER’S RESPONSE:
f. BIDDER’S RESPONSE:

Bidder can add as many sections to this bid response box as they need to state all employees providing services.

Joseph L. Ririe, P.E. [email protected]
See Attachment #4
See Attachment #4
See Attachment #4
See Attachment #4
See Attachment #4
See Attachment #4

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235
Tab C: Acknowledgement

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236
City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab C - Acknowledgement

1. Clarifications, Exceptions, or Deviations
All Bidder(s) shall describe any exception or deviation from the requirements of the solicitation.

Each clarification, exception, or deviation must be clearly identified. If your company/firm/sole proprietorship have no clarifications, exceptions, or deviations, a statement to that effect shall be included in this section. The sample service agreement is a separate attachment discussed in the solicitation labeled “Sample Agreement" and “Bidder Terms and Conditions” document located on the Public Purchase website and incorporated herein by this reference.

The following contractual terms are non-negotiable:
a. Termination
b. Indemnification
c. Limitation of Liability
d. Insurance
e. Conflict of Interest
f. Governing Law
g. Assignability of Agreement
Do you have any other exceptions/deviations? If so, please identify the exception and provide an explanation:

BIDDER’S RESPONSE:

2. Evidence of Insurability/Business Licenses
All Bidder(s) shall submit evidence of all required insurance. If awarded the contract the Bidder has ten (10) calendar days to produce the required insurances, including a certified endorsement naming the City as additionally insured. The Bidder shall certify to the possession of any and all current required licenses or certifications. Bidder must provide a copy of current business license or other applicable licenses.

3. Transition (If applicable)
Upon expiration or termination of this Agreement for any reason, during the transition close-out period the Contractor agrees to:
a. Continue delivering services until notified otherwise; and b. Assist the City in the orderly transition and transfer of all collaborations and committees to the City and the subsequent Contractor(s); and
c. Provide, in a timely manner, all file and information deemed necessary by the City for use in subsequent contracting activities without additional cost to the City or the new Contractor(s), upon termination or expiration of this Agreement for any reason; and d. Cooperate with the City during a transition close -out period to ensure orderly and seamless delivery of services to the City.

No Exceptions Taken

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237

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE
INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #
NAME:

CONTACT
(A/C, No):

FAX
E-MAIL
ADDRESS:

PRODUCER
(A/C, No, Ext):

PHONE

INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD

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. $ $
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOSAUTOS ONLY

NON-OWNED

SCHEDULEDOWNED

ANY AUTO

AUTOMOBILE LIABILITY
Y / N

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH-

STATUTE
PER

LIMITS(MM/DD/YYYY)

POLICY EXP
(MM/DD/YYYY)

POLICY EFF

POLICY NUMBERTYPE OF INSURANCELTR
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR

CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE

DAMAGE TO RENTED
$PREMISES (Ea occurrence)

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:

POLICY PRO-

JECT LOC

CERTIFICATE OF LIABILITY INSURANCE

DATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED

AUTOS ONLY
6/28/2023
Andreini & Company-San Mateo
220 West 20th Ave
San Mateo CA 94403
(650) 573-1111
(650) 378-4361
Travelers Prop Cas Co of Amer
25674
PAVEM-2
Travelers Indemnity Co of CT
25682
Pavement Engineering, Inc.
3485 Sacramento Drive Suite A
San Luis Obispo CA 93401
QBE Specialty Insurance Co.
11515
1794708363
B
X
2,000,000
X
1,000,000
5,000
2,000,000
4,000,000
X
Y
6802J662417
7/1/2023
7/1/2024
4,000,000
A
1,000,000
X
X
X
Y
BA9P837312
7/1/2023
7/1/2024
A
X
X
5,000,000
CUP8E106024
7/1/2023
7/1/2024
5,000,000
X
0 A
X
Y
UB3H526004
7/1/2023
7/1/2024
1,000,000
1,000,000
1,000,000
C
Professional Liability
Claims Made
HUN0007102
7/1/2023
7/1/2024
Each Claim
Aggregate
Deductible
2,000,000
2,000,000
$50,000
Policy provisions apply only when required by written contract, and are limited to the operations of the Insured under said contract.

Excess/Umbrella Liability is following form of the underlying General Liability, Auto Liability and Employer's Liability policies ONLY.

Re: Project #: MP19-410 The City of Oxnard, its City Council, officers, employees, agents and volunteers are named Additional Insured as respects liability arising out of activities performed by or on behalf of Consultant with regard to General and Auto Liability and Waivers of Subrogation, if required by written contract, per attached endorsements. General Aggregate limit is on a per project basis. The coverages provided to the City are primary and not contributing to See Attached...

City of Oxnard
Insurance Compliance
Reference No. PW20-04
P.O. Box 100085 - OX
Duluth GA 30096

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238
ACORD 101 (2008/01)
The ACORD name and logo are registered marks of ACORD
© 2008 ACORD CORPORATION. All rights reserved.

THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: FORM TITLE:

ADDITIONAL REMARKS
ADDITIONAL REMARKS SCHEDULE Page of
AGENCY CUSTOMER ID:

LOC #:

AGENCY

CARRIER NAIC CODE

POLICY NUMBER

NAMED INSURED
EFFECTIVE DATE:

PAVEM-2
1 1
Andreini & Company-San Mateo
Pavement Engineering, Inc.
3485 Sacramento Drive Suite A
San Luis Obispo CA 93401
25 CERTIFICATE OF LIABILITY INSURANCE
or in excess of any existing City insurance or self insurance coverages per attached endorsements. Insurance applies separately to each insured per attached endorsement. Workers' Compensation Waiver of Subrogation applies per attached endorsement. Notice of Cancellation will be delivered in accordance with the attached policy provisions.

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POLICY NUMBER:

BA9P837312

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240
POLICY NUMBER:

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POLICY NUMBER:

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BLANKET ADDITIONAL INSURED
(ARCHITECTS, ENGINEERS AND SURVEYORS)
© 2015 The Travelers Indemnity Company. All rights reserved.

Includes the copyrighted material of Insurance Services Office, Inc., with its permission

POLICY NUMBER
6802J662417

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© 2015 The Travelers Indemnity Company. All rights reserved.

Includes the copyrighted material of Insurance Services Office, Inc., with its permission

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POLICY NUMBER:
6802J662417

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07-01-2023

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Section D: Scope of Services

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab D - Scope of Services
This solicitation has a space provided under each question the City has of the Proposer. This solicitation is available for electronic download at www.publicpurchase.com.

Proposers must address all points in this section. All responses are in italicized font in the box.

1. Summary of Services
Provide a summary of the work plan and/or methodology and physical resources (staff and equipment) your company will commit to ensure successful project completion.

BIDDER’S RESPONSE:

2. Quality Control Process
Provide a summary of the quality control measures that your company will commit to ensure the accuracy of the data.

BIDDER’S RESPONSE:

3. Project Schedule
Provide a project schedule to ensure the timely completion of the project.

BIDDER’S RESPONSE:

See Attachment #5: Scope of Services
See Attachment #6: Data Quality Management Plan
We anticipate that for each year of the project Tasks 1 through 3 will take approximately 8 to 10 weeks. The schedule may be affected by inclement weather. The schedule for Task 4 & 5 will take 4 to 6 weeks, from the completion of Task 3. Task 0 & 6 will run throughout the project. PEI will schedule the work after receiving a Notice to Proceed and contracts have been signed

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Section E: References

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab E - References
All Proposer(s) must include present and past performance information with a minimum of three (3) references of recent similar projects. References cannot include City staff as a reference. However, references can include other governmental agencies. Please verify that all reference information is correct.

Reference 1
Company name:

Address:

Contact person:

Email address:

Telephone address:

Project name:

Dates worked performed:

Summary of scope of services:

Project cost:

Reference 2
Company name:

Address:

Contact person:

Email address:

Telephone address:

Project name:

Dates worked performed:

Summary of scope of services:

Project cost:

City of Lancaster
44933 Fern Avenue, Lancaster, CA 93534
Frank Lujan
[email protected]
661-510-0840
2021-2023 PMP Update Rotations B & C
November 2021 - November 2023
PMP Update and 5 Year CIP Plan
$221,230.00
City of Santa Clarita
23920 Valencia Blvd Ste 300, Santa Clarita, CA
Ramiro Fuentes
[email protected]
661-286-4138
Annual Asphalt Inspection and PMS Update
May 2022 - November 2023
Annual PMS and 5-year Plan Update
$106,785.00

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Reference 3
Company name:

Address:

Contact person:

Email address:

Telephone address:

Project name:

Dates worked performed:

Summary of scope of services:

Project cost:

1. Provide a list of contracts that your company has been awarded during the last three (3) years, showing year, type of services, dollar amounts of services provided, location, contracting company, contact name, and phone number.

PROPOSER’S RESPONSE:

2. Provide details of any failure or refusal to complete a contract. If none, that must be stated.

PROPOSER’S RESPONSE:

Metropolitan Transportation Commission (MTC)
375 Beale Street, San Francisco, CA 94105
Sui Tan, P.E.
[email protected]
201-817-5844
Pavement Technical Assistance Program (PTAP)
Round 22, 23, 24
May 2021 to April 2023 (PTAP 22 & 23),
May 2023- Present (PTAP-24)
PMP Updates for Multiple Agencies per PTAP Round
PTAP Round 24: $410,150.00
See Attachment #3
None

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Section F: Cost / Budget Narrative

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab F - Cost Proposal/Budget Narrative
In this section, please complete and include this Cost Proposal. Cost Proposals will be disclosed to the evaluators after the evaluation of the technical proposals has been completed. The City reserves the right to negotiate final fees with the selected Contractor(s). Proposals must fully describe all costs of charges to the City as part of this service/project. As stated in the Cost Proposal, Proposers must provide fully inclusive blended rates, which are all -encompassing of the Proposer’s project -related or supported expenses, including travel expenses. Proposers may also include any other documents as information to further explain the proposed costs.

Method of payment. Payment by the City for the services will be made only after the services have been performed and an invoice is submitted. The invoice should specifically describe the services performed, the name(s) of the personnel performing such services, hours provided for the service at the hourly rate quoted in this proposal. The appropriate City representative must approve the invoice. The City will make payment on a monthly basis, thirty (30) days after receipt of the invoice.

Cost proposal must be all-inclusive and include, but not be limited to, the following administration, travel, training and related costs. One separate rate sheet shall be enclosed by the submission of proposal deadline.
a) Provide total review hours detailed by partner, senior manager, manager, field supervisor and other staff.
b) Provide hourly rate detailed by partner, senior manager, manager, field supervisor and other staff.
c) Provide maximum annual project cost for each of the four (4) years.

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City of Oxnard
Estimated Fees for FY24/25 (Year 1) - FY 27/28 (Year 4) Pavement Management System Updates
The City of Oxnard maintains approximately 375.39 miles of streets, 65 miles of alleys, and 61 Parking Lots. Historically, street inspections have been performed on a three -year rotation with a third of residential and collector streets inspected each year and 100% of arterials receiving annual inspections. The City wants to continue that three-year rotation, starting with Rotation A, to update its Pavement Management System and its 5 year CIP plan..

The City asked Pavement Engineering Inc. to provide cost proposals for each project broken down by year, tasks, hours and estimated fees.

PEI’s fees are summarized below and detailed in the enclosed fee schedules. The fees are based on our prior experience with the City, the knowledge of its streets and similar projects for public agencies throughout the State. All fees and costs quoted are subject to final negotiation with the City of Oxnard.

Pavement Management System Updates
• FY24/25 annual update - Yearly streets, Rotation A, and parking lots: $100,880.00 • FY25/26 annual update - Yearly streets and Rotation B: $88,405.00 • FY26/27 annual update - Yearly streets and evaluation of Area B: $95,305 • FY27/28 annual update - Yearly streets, Rotation A, and parking lots: $100,880.00

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MP24-138 Fees
City of Oxnard
FY24/25 (Year 1) Pavement Management System Update Fees The City of Oxnard maintains 375.39 miles of streets , 65 miles of alleys , an d 61 parking lots (approximately 97,723,053 Sqft). For FY 2024/25 (Year 1), the City wants inspections on 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area A , Approximately 206 Centerline Miles (51,017,262 Sqft). As well as the pavements at each of the 61 City owned and maintained parking lots (2,272,395 Sqft).

PEI’s fee breakdown incorporates all the required work for FY24/25 (Year 1), which is based on our prior experience with the City, the knowledge of its streets and similar PMS projects performed for other public agencies. The estimated fee for the total FY24/25 (Year 1) project will be $100,880.00.

All fees and costs are subject to final negotiation with the City of Oxnard.

Year 1 - Task 1 – Preliminary Investigations
Position Units Unit Rate Total
Principal Engineer 6 $260 $1,560
Project Manager 13 $155 $2,015
Year 1 - Task 1 fee $3,575
Year 1 - Task 2 – Pavement Inspection
Position Units Unit Rate Total
Project Manager 13 $155 $2,015
PMS Data Technician 40 $100 $4,000
PMS Inspection Team 202 $200 $40,400
Per Diem 25 $300 $7,500
Year 1 - Task 2 fee $53,915
Year 1 - Task 3 – PMS Update and Quality Management
Position Units Unit Rate Total
Principal Engineer 4 $260 $1,040
Project Manager 19 $155 $2,945
PMS Quality Control 69 $155 $10,695
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 1 - Task 3 fee $21,075
Year 1 - Task 4 - Maintenance and Capital Improvement Plan (CIP) Position Units Unit Rate Total
Principal Engineer 5 $260 $1,300
Project Manager 22 $155 $3,410
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 1 - Task 4 fee $11,105
Year 1 - Task 5 – PMS Report & Project Closeout
Position Units Unit Rate Total
Principal Engineer 6 $260 $1,560
Project Manager 21 $155 $3,255
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 1 - Task 5 fee $11,210
Year 1 Estimated Fees $100,880

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MP24-138 Fees
City of Oxnard
FY25/26 (Year 2) Pavement Management System Update Fees The City of Oxnard maintains 375.39 miles of streets , 65 miles of alleys , an d 61 parking lots (approximately 97,723,053 Sqft). For FY 2025/26 (Year 2), the City wants inspections on 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area B, Approximately 183 Centerline Miles (47,580,560 Sqft).

PEI’s fee breakdown incorporates all the required work for FY25/26 (Year 2), which is based on our prior experience with the City, the knowledge of its streets and similar PMS projects performed for other public agencies. The estimated fee for the total FY25/26 (Year 2) project will be $88,405.00.

All fees and costs are subject to final negotiation with the City of Oxnard.

Year 2 - Task 1 – Preliminary Investigations
Position Units Unit Rate Total
Principal Engineer 5 $260 $1,300
Project Manager 12 $155 $1,860
Year 2 - Task 1 fee $3,160
Year 2 - Task 2 – Pavement Inspection
Position Units Unit Rate Total
Project Manager 12 $155 $1,860
PMS Data Technician 35 $100 $3,500
PMS Inspection Team 176 $200 $35,200
Per Diem 22 $300 $6,600
Year 2 - Task 2 fee $47,160
Year 2 - Task 3 – PMS Update and Quality Management
Position Units Unit Rate Total
Principal Engineer 3 $260 $780
Project Manager 17 $155 $2,635
PMS Quality Control 61 $155 $9,455
PMS Data Technician 51 $100 $5,100
PMS Clerical 6 $85 $510
Year 2 - Task 3 fee $18,480
Year 2 - Task 4 - Maintenance and Capital Improvement Plan (CIP) Position Units Unit Rate Total
Principal Engineer 4 $260 $1,040
Project Manager 20 $155 $3,100
PMS Data Technician 51 $100 $5,100
PMS Clerical 6 $85 $510
Year 2 - Task 4 fee $9,750
Year 2 - Task 5 – PMS Report & Project Closeout
Position Units Unit Rate Total
Principal Engineer 5 $260 $1,300
Project Manager 19 $155 $2,945
PMS Data Technician 51 $100 $5,100
PMS Clerical 6 $85 $510
Year 2 - Task 5 fee $9,855
Year 2 Estimated Fees $88,405

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MP24-138 Fees
City of Oxnard
FY26/27 (Year 3) Pavement Management System Update Fees The City of Oxnard maintains 375.39 miles of streets , 65 miles of alleys , an d 61 parking lots (approximately 97,723,053 Sqft). For FY 2026/27 (Year 3), the City wants inspections on 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area C, Approximately 209 Centerline Miles (51,773,612 Sqft).

PEI’s fee breakdown incorporates all the required work for FY26/27(Year 3), which is based on our prior experience with the City, the knowledge of its streets and similar PMS projects performed for other public agencies. The estimated fee for the total FY26/27 (Year 3) project will be $95,305.00.

All fees and costs are subject to final negotiation with the City of Oxnard.

Year 3 - Task 1 – Preliminary Investigations
Position Units Unit Rate Total
Principal Engineer 7 $260 $1,820
Project Manager 12 $155 $1,860
Year 3 - Task 1 fee $3,680
Year 3 - Task 2 – Pavement Inspection
Position Units Unit Rate Total
Project Manager 12 $155 $1,860
PMS Data Technician 38 $100 $3,800
PMS Inspection Team 187 $200 $37,400
Per Diem 24 $300 $7,200
Year 3 - Task 2 fee $50,260
Year 3 - Task 3 – PMS Update and Quality Management
Position Units Unit Rate Total
Principal Engineer 4 $260 $1,040
Project Manager 18 $155 $2,790
PMS Quality Control 65 $155 $10,075
PMS Data Technician 54 $100 $5,400
PMS Clerical 7 $85 $595
Year 3 - Task 3 fee $19,900
Year 3 - Task 4 - Maintenance and Capital Improvement Plan (CIP) Position Units Unit Rate Total
Principal Engineer 5 $260 $1,300
Project Manager 21 $155 $3,255
PMS Data Technician 54 $100 $5,400
PMS Clerical 7 $85 $595
Year 3 - Task 4 fee $10,550
Year 3 - Task 5 – PMS Report & Project Closeout
Position Units Unit Rate Total
Principal Engineer 7 $260 $1,820
Project Manager 20 $155 $3,100
PMS Data Technician 54 $100 $5,400
PMS Clerical 7 $85 $595
Year 3 - Task 5 fee $10,915
Year 3 Estimated Fees $95,305

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MP24-138 Fees
City of Oxnard
FY27/28 (Year 4) Pavement Management System Update Fees The City of Oxnard maintains 375.39 miles of streets , 65 miles of alleys , an d 61 parking lots (approximately 97,723,053 Sqft). For FY 2027/28 (Year 4), the City wants inspections on 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area A , Approximately 206 Centerline Miles (51,017,262 Sqft). As well as the pavements at each of the 61 City owned and maintained parking lots (2,272,395 Sqft).

PEI’s fee breakdown incorporates all the required work for FY27/28 (Year 4), which is based on our prior experience with the City, the knowledge of its streets and similar PMS projects performed for other public agencies. The estimated fee for the total FY27/28 (Year 4) project will be $100,880.00.

All fees and costs are subject to final negotiation with the City of Oxnard.

Year 4 - Task 1 – Preliminary Investigations
Position Units Unit Rate Total
Principal Engineer 6 $260 $1,560
Project Manager 13 $155 $2,015
Year 4 - Task 1 fee $3,575
Year 4 - Task 2 – Pavement Inspection
Position Units Unit Rate Total
Project Manager 13 $155 $2,015
PMS Data Technician 40 $100 $4,000
PMS Inspection Team 202 $200 $40,400
Per Diem 25 $300 $7,500
Year 4 - Task 2 fee $53,915
Year 4 - Task 3 – PMS Update and Quality Management
Position Units Unit Rate Total
Principal Engineer 4 $260 $1,040
Project Manager 19 $155 $2,945
PMS Quality Control 69 $155 $10,695
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 4 - Task 3 fee $21,075
Year 4 - Task 4 - Maintenance and Capital Improvement Plan (CIP) Position Units Unit Rate Total
Principal Engineer 5 $260 $1,300
Project Manager 22 $155 $3,410
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 4 - Task 4 fee $11,105
Year 4 - Task 5 – PMS Report & Project Closeout
Position Units Unit Rate Total
Principal Engineer 6 $260 $1,560
Project Manager 21 $155 $3,255
PMS Data Technician 58 $100 $5,800
PMS Clerical 7 $85 $595
Year 4 - Task 5 fee $11,210
Year 4 Estimated Fees $100,880

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Section G: Bidder Attachment

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City of Oxnard Solicitation # PW24-83
Purchasing Division Bid Close Date: 03/11/24 on or before 2:00 PM PT.

Tab G - Proposer Attachment
Any response that Proposers are finding difficulty pasting into the “Proposers Response” boxes in any section of the solicitation, proposers shall paste in Tab G. When pasting attachments to Tab G, label the attachments “Attachment 1”, Attachment 2” and so forth. Enter the corresponding “Attachment Number” into the Proposer’s Response box as the example shows below:

Below is an example:

Tab C - Company Profile
This section of the proposal is designed to establish the proposer as an entity with the ability and experience to operate the program as specified in the solicitation. The Company Profile should be concise and clear, and include descriptive information regarding service delivery. The following information must be provided as follows:

1. Business name and legal business status (i.e. partnership, corporation, etc.) PROPOSER’S RESPONSE: Located in “Attachment 1”

2. Proof of non-profit status, if applicable
PROPOSER’S RESPONSE: Located in “Attachment 2”
Tab G - Any response that Proposers are finding difficulty pasting into the “Proposers Response” boxes in any section of the solicitation, proposers shall paste in Tab G. When pasting attachments to Tab G, label the attachments “Attachment 1”, Attachment 2” and so forth. Enter the corresponding Attachment Number into the Proposer’s response box with the words “See Tab G.” List all attachments with an index tab.

List all attachments included in this Section. Please use additional pages to list attachments if necessary.

Attachment
Number
Document Title Page Number
Attachment 1
Attachment 2
Attachment 3
Attachment 4
Attachment 5
Attachment 6
Attachment 7
Attachment 8
Company Overview and Experience
Organizational Chart
Relevant Experience
Resumes/ Licenses/ Credentials/ Certifications
Scope of Services
Data Quality Management Plan

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48 52
55 75
273
Company Overview and Experience
Pavement Engineering Inc.

C Corporation (CA)
Phone: (805) 781-2265
Fax: (805) 781-2267
Contact Person:

Joe Seely, Project Manager
[email protected]
Principal Officers:

Joseph L. Ririe, PE – President
William J. Long, PE – CEO
Pavement Engineering Inc. (PEI) specializes in pavement. During any given year, we evaluate, design, inspect and test millions of square feet of pavement throughout California.

With collective experience spanning over three decades , our hig hly-trained st aff can quickly determine pavement condition and identify potential problems. Because our firm provides services ranging from initial pavement investigation and tes ting to design and inspection, we know what to look for and how to correct th e problems sim ply and cost effectively.

PEI also understands the responsibilities of and constraints on government departments.

They are charged with maintaining assets in fiscal ly responsible ways while maximizing services and work to deliver a quality p roduct. This is no easy task, but it’s where PEI excels. When it comes to assisting our clients, we take a very personal approach to their success. Our goal is to maximize pavem ent assets, minimize costs and always ensure a quality, long-lasting product. PEI’s clients benefit from our experience and expertise.

We have worked with the following California public agencies:

Atascadero
Belmont
Brentwood
Buellton
Calabasas
Calistoga
Camarillo
Carpinteria
Citrus Heights
Clayton
Concord
Cupertino
Danville
El Cerrito
Emeryville
Escalon
Fort Bragg
Galt
Gilroy
Goleta
Grover Beach
Guadalupe
Hayward
Hemet
Hercules
Hollister
Lake County
Lakeport
Larkspur
Lathrop
Lincoln
Lompoc
Los Altos
Los Altos Hills
Los Gatos
Marin County
Mill Valley
Millbrae
Milpitas
Monte Sereno
Monterey
Moorpark
Morgan Hill
Napa
Novato
Oakdale
Oakley
Ojai
Oxnard
Pacifica
Palo Alto
Paso Robles
Petaluma
Pismo Beach
Reedley
Rocklin
Port Hueneme
Rocklin
Roseville
Sacramento
San Anselmo
San Carlos
San Luis Obispo
San Luis Obispo Co.

San Mateo
San Mateo Co.

San Ramon
Santa Barbara
Santa Barbara Co.

Santa Clarita
Santa Cruz Co.

Santa Maria
Seaside
Sebastopol
Shasta Lake
Sierra County
Solano County
Sonoma Co.

St. Helena
Stanislaus Co.

Stockton
Tehama County
Thousand Oaks
Tiburon
Vacaville
Walnut Creek
Windsor
Woodland
Yountville
Yreka
Attachment #1

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PAVEMENT MANAGEMENT PROGRAM EXPERIENCE
PEI is one of the most experienced pavement
management specialists in California, with dozens of
successful public agency clients throughout
California, many of whom have relied on our
pavement management services repeatedly for over
two decades.

PEI began performing PMP evaluations in the 1990s
using both APWA’s MicroPAVER™ and MTC’s
StreetSaver® program. Our company is registered
through the MTC as a certified StreetSaver ®
consultant. This ensures our company and raters are
accurate and work in compliance with Metropolitan
Transportation Commission (MTC) standards.

In 2009, PEI was awarded “Best Pave ment
Management Consultant” by the Bay Area
Metropolitan Transportation Comm ission (MTC),
which covers 109 local agencies.

In presenting the award, Amy Burch, MTC PTAP Project
Manager said: “PEI stands behind their work. Providing
quality products for their clients is just a standard. They have raised the bar for all PTAP consultants.”
After performing a PMS update for the City of Reedley, City Manager, Nicole Zieba, stated, “Pavement Engineering
Inc. did an outstanding job assisting our city with its pavement management system. Their knowledge and
expertise resulted in a seamless completion of this
project. This is, by far, one of the best investments in streets and roads that our City has made.

The final presentation PEI gave to City Council on the outcom es of the assessment was fantastic. It was clear and non -technical, and it provided a future road map for getting the most out of our limited street and road dollars. I highly recommend that all cities use PEI for a full pavement management analysis and plan.” Because PEI combines nearly three decades of pavement maintenance and rehabilitation projects with two decades of PMP experience, we provide the most accurate pavement distress data, timely recommendations and precise budgets that ensure the longest lasting pavement product. To insure accuracy, we require all of our PMS field inspectors to attend MTC training classes as well as complete the MTC StreetSaver ® Rater Certification Program. Our goal is to ensure the City has the most accurate database possible, including original construction dates and CIP maintenance records, all of which will provide a better, more accurate pavement management system going forward. Many of our public agency clients have used PEI’s PMP update services for more than a decade. 30+
Years in business
600+
Clients throughout California
7,500+
Completed projects
100%
Committed to excellence

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ORGANIZATIONAL CHART
Attachment #2

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RELEVANT EXPERIENCE
PEI manages all public projects “hands on” through eve ry step. We work closely with each agency to make sure its project team is informed and confident that projects are managed prudently and honestly with an eye for detail and unsurpassed professionalism.

Recent Pavement Management Projects of similar size and scope include the following:

Client Contact
Project Cost /
Firm Fee
PEI Key
Assigned Staff
$106,785
Joe Ririe, P.E. – Principle in Charge
Joe Seely – Project Manager
City of Santa Clarita
Annual Asphalt Inspection & Pavement Management System Update Client Contact City of Santa Clarita
23920 Valencia Blvd., Suite 300
Santa Clarita, CA 91355
Ramiro Fuentes
Assistant Engineer
661.286.4134
[email protected]
Project Dates

1. October 2018 – September 2021

2. May 2022 - November 2023
Scope of services: PEI has performed pavement management program services for the City of Santa Clarita, annually since 2000. Last year PEI inspected approximately 330 lane miles of the City’s arterials and a third of its collector and residential/local streets and bike trails (approximately 230 lane miles). Additionally, the City has asked us perform inspection on 1/3 of their system annually, on a rotating basis. We also completed a detailed pavement inspection of identified streets and updated the City’s pavement management program, including adding new streets that were recently annexed by the City, identified and included missing data, and updated streets that received an overlay or maintenance treatment within the previous year.

Attachment #3

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City of Lancaster
2018/19 Pavement Management Program Update
2020 Pavement Management Program Rotation A
2021-2023 Pavement Management Program Rotations B & C
Client Contact City of Lancaster
44933 Fern Avenue
Lancaster, CA 93534
Frank Lujan
Public Works City Engineer
661.510.0840
[email protected]
Scope of Services: In 2018, the City of Lancaster chose PEI to assist the city with the update of their Pavement Management System. The city decided to migrate their Pavement Management data from IMS to StreetSaver® and asked PEI to oversee the transition and perform the work. We coordinated the data migration so none of the previous data was lost and provided the necessary training and support to help staff understand the StreetSaver ® program. We then performed a full
review and update of their pavement network. In August of 2020, we performed the first round of the city’s three -year rotational system update, where all their Arterial streets and 1/3 of their Collector and Residential Streets are reviewed annually. This annual update includes the input of any streets that have been added to their street system or have had any maintenance or rehabilitation treatment applied. We then completed Rotations B (1/3) and C (1/3) of the program update.

Project Cost /
Firm Fee
PEI Key
Assigned Staff
$221,230
Joe Ririe, P.E. – Principle in Charge
Joe Seely – Project Manager
Project Dates

1. June 2018 – May 2019

2. August 2020 - May 2021

3. November 2021 - November 2023

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Metropolitan Transportation Commission (MTC)
Pavement Management Services through the P-TAP Program
Client Contact MTC
375 Beale St,
San Francisco, CA 94105
Sui Tan, PE
Program Manager
210.817.5844
s
[email protected]
Project Dates
Scope of services: In 2016, PEI applied for and was accepted as a consultant for the Metropolitan Transportation Commission’s (MTC) Pavement Technical Assistance Program (P-TAP). As one of MTC’s P-TAP consultants, we were assigned several clients (Cities) for each round of projects which we would be providing pavement management assistance to. The cities which PEI provided pavement management services for during the last 8 rounds of PTAP include the following:
• Albany (PTAP-20)
• Antioch (PTAP-20)
• Belmont (PTAP-18)
• Belvedere (PTAP-24)
• Brentwood (PTAP-18)
• Berkeley (PTAP-19, 21)
• Campbell (PTAP-21, 24)
• Clayton (PTAP-19)
• Colma (PTAP-20)
• Corte Madera (PTAP-24)
• Emeryville (PTAP-18, 20)
• Hercules (PTAP-23)
• Lafayette (PTAP-18)
• Larkspur (PTAP-19)
• Millbrae (PTAP-18, 21)
• Mill Valley (PTAP-19)
• Oakley (PTAP-21, 24)
• Orinda (PTAP-19, 21, 23)
• Petaluma (PTAP-24)
• Ross (PTAP-21, 24)
• Richmond (PTAP-21, 24)
• San Anselmo (PTAP-19)
• San Ramon (PTAP-18, 20,
23)
• Sausalito (PTAP-19, 23)
• Sunnyvale (PTAP-24)
• Tiburon (PTAP-19)
• Union City (PTAP-23)
• Vallejo (PTAP-21)
• Windsor (PTAP-24)
• Yountville (PTAP-18, 21)
For each of these clients, PEI updated their pavement management systems, adding any missing streets, built out their databases, and provided any needed technical support and training Project Cost /
Firm Fee
PEI Key
Assigned Staff

1. April 2021 – April 2022 (PTAP-22)

2. April 2022 – April 2023 (PTAP-23)

3. April 2023 – current (PTAP-24)
$410,150 (PTAP-24)
Joe Ririe, P.E. – Principle in Charge
Joe Seely – Project Manager

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City of Oxnard
2019 Rotation C Pavement Management Program Update
2021 Rotation A Pavement Management Program Update
2022 Rotation B Pavement Management Program Update
2023 Rotation C Pavement Management Program Update
Client
Contact
300 West Third Street,
2nd Floor, East Wing
Oxnard, CA 93030
Asitha Withanage
Civil Engineer
805.385.8052
[email protected]
Project Dates March 2015 – March 2016;
February 2017 – September 2017
February 2018 – September 2018
Project Cost /
Firm Fee
PEI Key
Assigned
Staff

2019 - $88,315
2021 - $96,760
2022 - $79,885
2023 - $88,315
Joe Ririe, P.E. – Principle in Charge
Joe Seely – Project Manager
Scope of services: PEI has worked with the City of Oxnard almost continuously since 1987 and set up its first pavement management PROGRAM in 2000 using MicroPAVER™. We subsequently performed all of the annual inspections until 2010 when the City chose to try an automated rating system. In 2015, the City opted to return to manual surveys and decided to update its pavement management system using StreetSaver® software and turned to PEI because of our known expertise. We rated approximately 382 miles of streets, 70 miles of alleys, and assisted with the streets portion of a 30-year master plan for the City.

PEI performed the last 4 years of Annual Rotational PMS updates. We maintained the city's three year rotation, the 2019 PMS Update was for the Yearly's and Rotation C Streets. The 2021 PMS Update was for the Yearly's, Rotation A, and the City's 61 Parking Lots. The 2022 PMS Update was for the Yearly's and Rotation B streets. The 2023 PMS Update was for the Yearly's and Rotation C Streets.

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With 90+ employees in six offices, PEI has the staff resources to perform all the relevant tasks related to this project. All PMP work is managed through the Santa Clarita office , which has all the necessary personnel to provide this service to the City o f Rialto .

Because we take a hands-on, personalized approach with all our clients, assigned staff will remain with a project from start to finish. This ensures that the City receives consistent services with reliable, accurate results delivered on time and within budget.

In addition, PEI’s personnel are cross-trained in multiple tasks. For example, during winter, an employee may be assisting with pavement design and during the summer/fall, that same employee may be inspecting pavements. All our staff are well-rounded and knowledgeable.

Resumes/ Licenses/ Credentials, Certifications
Joe Ririe, P.E.

Senior Principal Engineer
Principal-in-charge
Registration
CA Registered Civil Engineer
52735
Office:
3485 Sacramento Dr, Ste A
San Luis Obispo, CA 93401
[email protected]
Education
BS, Civil Engineering
California Polytechnic State
University
San Luis Obispo, CA
Joe has 27 years of wide-ranging experience in engineering and pro ject management and in developing practical, cost -effective and quality pavement solutions for clients throughout California. He specializes in pa vement management systems, pavement rehabilitation de sign and construction administration for public agencies throughout California. Joe is responsible for PEI’s reputation as California’s premier pavement engineering specialists and has set the standard f or delivering quality projects on time, on budget and with unparalleled customer service that builds trust an d loyalty. Joe’s recent PMP experience includes the following cities, towns and counties:

Atascadero
Belmont
Brentwood
Camarillo
Carpinteria
Concord
Danville
Emeryville
Galt
Goleta
Grover Beach
Guadalupe
Hollister
Lafayette
Larkspur
Lathrop
Lompoc
Los Altos Hills
Millbrae
Milpitas
Napa
Oakley
Oxnard
Pacifica
Paso Robles
Petaluma
Pismo Beach
Pittsburg
Reedley
San Benito Co.

San Carlos
San Ramon
Santa Clarita
Vacaville
Woodland
Yountville
Santa Barbara Co.

Sonoma Co.

Attachment #4

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Joseph Seely
Project Manager
Inspector / Rater / QC
Office:
26007 Huntington Lane
Ste# 5
Santa Clarita, CA 91355
[email protected]
Education
AS, Criminal Justice – UOP
AS, Engineering – Cuesta College
Joe administers PEI’s Pavement Management System Program. He has been working as a pavement management specialist with PEI for 12 years. At PEI, our project managers work hard to the extra mile for our clients. If selected, Joe Seely will be fully committed and available to the City of Oxnard for all related tasks needed to successfully complete the project, on time and on budget.

He schedules PMP projects, performs visual evaluations, ensures database accuracy and prepares spreadsheets and reports. Joe performs data analysis for each project report, in the field quality control ratings, and oversees and trains field evaluation staff. In addition, he develops presentations and provides hands-on training to public agency staff on pavement distresses, rating techniques and operation of both MicroPAVER™ and StreetSaver® software. During his time at PEI, Joe has rated over 15,000 centerline miles of roads. Joe is also a certified MTC StreetSaver ® Rater and will be performing pavement assessments in accordance with StreetSaver’s ® modified ASTM D6433. To stay current, he is a regular attendee at the bi-annual MTC users training week. Joe has participated in expert panels at MTC user’s week as well. His recent PMP experience includes the following Cities and Counties. The agencies in bold he has served as project manager:

City of Albany
City of Antioch
City of Atascadero
City of Brentwood
City of Belmont
City of Berkeley
City of Carpinteria
City of Clayton
City of Colma
City of Concord
City of Emeryville
City of Goleta
City of Grover Beach
City of Guadalupe
City of Hollister
City of Lafayette
City of Lancaster
City of Larkspur
City of Lathrop
City of Milpitas
City of Millbrae
City of Mill Valley
City of Napa
City of Orinda
City of Oxnard
City of Paso Robles
City of Reedley
City of San Ramon
City of San Luis
Obispo
County of San Benito
County of San Luis
Obispo
City of Santa Clarita
County of Santa
Barbara
City of Santa Maria
Town of San Anselmo
City of Sausalito
City of Shasta Lake
City of Solvang
Town of Tiburon
Town of Yountville

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PMS RATERS / INSPECTORS
Accurate data is critical for pavement management programs. At PEI, we take this seriously. PEI raters are certified to rate streets per ASTM D6433. All of PEI’s raters have completed the MTC StreetSaver® Rater Certification Program and annual training updates.

BEN RIRIE
Street Rater/ Data
Technician
Office:
26007 Huntington Ln #5
Santa Clarita, CA 91355
Education
BS, Business Management
Brigham Young University, Idaho
Rexburg, ID
Ben has been working for PEI for 17 years. Since 2006, Ben has been rating / inspecting streets as a member of PEI’s pavement management team. He performs assessments in accordance with StreetSaver’s ® modified ASTM D6433 standards. During his time at PEI, Ben has rated over 15,000+ centerline miles of roads. As PEI’s most experience d pavement management program rater, his PMP similar experience includes the following:

Office:
26007 Huntington Ln #5
Santa Clarita, CA 91355
Education
BS, Managerial Economics
UC Davis
Davis, CA
Ken joined PEI in early 2023 to bolster our PMP team. His responsibilities include:
performing pavement assessments in accordance with StreetSaver’s ® modified ASTM D6433 as well as assists agencies with budget needs and development of pavement preservation plans. Ken has gone through MTC StreetSaver ® Rater Certification Program and is a certified rater. His recent similar PMP experience includes:

Belvedere
Campbell
Corte Madera
Lancaster
Oakley
Oxnard
Paso Robles
Petaluma
Richmond
Ross
Santa Barbara County
Shasta lake
Sunnyvale
Santa Clarita
Windsor

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M P 2 4 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 1 ATTACHMENT #5

SCOPE OF SERVICES
Currently, The City of Oxnard maintains approximately 375 miles of streets, 65 miles of alleys, and 61 parking lots, for a total of approximately 97,723,053 Sqft of pavement. For FY 2024/25 (Year 1), the City wants inspections on 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area A, Approximately 206 Centerline Miles (51,017,262 Sqft). As well as the pavements at each of the 61 C ity owned and maintained parking lots (2,272,395 Sqft).

The City has outlined nine essential tasks in its scope of work: project management; preliminary investigation; pavement inspection; PMS update; maintenance and a capital improvement plan (CIP); PMS report; quality management; engineering and design; construction administration and management; and project closeout.

The scope of services will be performed in six phases over four years, as outlined below.

Year 1 – 24/25 PMS Update:

Year 1 Scope: Evaluation and Update of Rotation A, Parking Lots, and Yearly Streets Task 0. Project Management
Task 1. Preliminary Investigations
Task 2. Pavement Inspection
Task 3. PMS Update
Task 4. Maintenance and Capital Improvement Plan (CIP)
Task 5. PMS Report & Project Closeout
Task 6. Quality Management
Task 1.0 Project Management
PEI will undertake the following as part of Year 1, Task 0:

Pavement Engineering Inc. (PEI) will schedule a kick-off meeting with City staff to discuss project goals and expectations. During the meeting, we will review past maintenance and rehabilitation strategies and check the City’s maps and database to confirm streets, pavement areas, street limits and boundaries. We will also review with staff quality control measures that are described in more detail in Task 6. Reviewing these issues and items prior to beginning work will help the City develop future maintenance plans and budget scenarios that accurately reflect the City’s objectives.

Based on this discussion, PEI will develop a firm schedule to track progress of the project and also will establish the format of deliverables that will be most useful to the City.

Throughout the project, PEI will meet with City staff as required to coordinate and review specific project progress, schedules, and budgets to ensure the work performed meets the City’s expectations and performance goals.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 2 Task 1 Preliminary Investigations
PEI will undertake the following as part of Task 1:

Because of our prior experience working with the City, PEI is thoroughly familiar with the streets, neighborhoods, soil types, pavement structures and maintenance. This familiarization drastically cuts down on preliminary and preparatory work, which allows the City to assign monetary resources to actual pavement preservation.

At our first meeting with City staff, PEI’s project manager will arrange to retrieve any new PMS data, GIS files and drawings. We will review past data, assess recent information and determine the information that is important to the project. PEI’s projec t manager will then work with City staff to develop goals and objectives using and incorporating the present data into the pavement management plan and system.

Task 2 Pavement Inspection
PEI will undertake the following as part of Task 2:

PEI’s certified staff will manually inspect the City’s streets (Collectors and Residentials) and alleys in Area C , as well as 100% of the City’s Arterial for the following pavement distresses: alligator cracking, block cracking, distortions, patches/utility cuts, longitudinal and transverse cracking, rutting/depressions and weathering. Information gleaned from manual inspections is considered more reliabl e and accurate tha n automated, drive by, or windshield surveys.

PEI will assign a Pavement Condition Index (PCI) for each street segment as specified by ASTM D6433 and supported by PEI’s quality assurance standards, which are designed to ensure accuracy and consistency. PEI’s inspectors are certified by for quality and consistency with a demonstrated accuracy rate of ± 5 PCI points. Industry standards accepts ± 10 PCI points.

As part of the field review, PEI will use a vehicle -mounted digital measuring device to measure the length of each street segment and will use a hand -held wheel to measure the width. Precise measurements are key to accurate cost projections, which are calculated based on pavement area.

PEI will sample locations on random test sites of ± 2,500 sf. PEI will annotate the sample location on our rating sheet using footage from the beginning of each road segment.

Recording locations of inspected sample areas provides the necessary information to relocate the measured area for verification. This method prod uces reliable, reproducible data for current and future use.

As part of this work, PEI will perform a Quality Control review. The QC review compares the latest PCIs of newly rated street segments to prior PCIs from the last PMS update.

Any segment found to have deteriorated more than 3 PCI points per year, since th e last

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 3 visual evaluation (12 points for Rotation C, and 3 points for Arterials), or have increased more than 1 PCI point, without a documented M&R treatment, will then reviewed by The Project Manager.

To ensure safety during the visual evaluation, PEI will provide its inspectors with reflective safety vests and will provide traffic control using flashing beacons and vehicle -mounted magnetic signs warning of frequent stops.

Task 3 PMS Update
PEI will undertake the following as part of Task 3 following completion of Task 2:

PEI will input the data collected during the visual evaluations in the City’s StreetSaver ® database using MTC’s Mobile Rater. This speeds project completion and increases accuracy. This will provide updated PCI’s for each of the segments inspected.

PEI will utilize StreetSaver ® to develop “family curves” for each road or functional classification. PEI will verify, to the extent possible, and input the last Maintenance and Rehabilitation (M&R) treatment and Date for each segment. Also, we will update the City’s StreetSaver® database with ADT data, provided by the City, for the Arterial and Collector Streets,
As part of the update, PEI will review the City’s current street segmentation and how the roads are being used to make sure any analysis is consistent with the use of recommended maintenance and rehabilitation strategies.

Task 4 Maintenance and Capital Improvement Plan (CIP)
PEI will undertake the following as part of Task 4:

PEI will identify and prioritize annual asphalt concrete preventative maintenance and rehabilitation treatments for the inspected streets according to a critical -point management approach. The critical -point approach incorporates pavements from all parts of the deterioration curve, not just the best nor just the worst. This approach optimizes every budget dollar by seeking to apply the right treatment at the right time.

Not too soon and not too late. PEI will work with City staff to develop decision mat rices and breakpoints and to develop treatments and costs for maintenance and rehabilitation projects.

PEI will help City staff determine the best maintenance that will maintain the City’s overall PCI at a level set by the City. The analysis will demonstrate what the City can expect in terms of overall pavement condition for each street system based on curren t and proposed future funding levels. PEI will recommend the order in which neighborhood street repairs should be tackled and will assist the City in addressing any potential budgetary shortfalls, as required.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 4 Task 5 PMS Report & Project Closeout
PEI will undertake the following as Task 5:

PEI will prepare one copy of the PMS report in an indexed binder for the City’s review.

After the review, we will prepare an updated final report containing all relevant information in a PDF format on a computer disk. Both the print and the electronic report will contain the following information:
• Executive summary
• Budget needs scenarios
• Network replacement costs
• Proposed future budget levels
• Budget scenarios including
o a scenario to maintain roadways at the existing PCI;
o a scenario to increase the current PCI by 5 points; and o a scenario to show the potential PCI for roadways over five to ten years using current funding levels or a specified time range determined by the City • A section description report for all street segments, sorted by Neighborhood • Street sections selected for recommended treatments during the specified years with estimated costs
• Maps and exhibits.
• GIS Shapefile and Spreadsheet Export
As an option, PEI can provide a presentation for the City Council that summarizes the report and provides guidance on pavement principles and practices.

For the assessed parking lots, a summary report will be provided that lists each parking lot’s condition and will include a summary of our ADA findings.

Project Closeout
PEI never leaves loose ends. As previously stated, we will work with City staff through every step of a project and will deliver all the items outlined by the City in the initial kick- off and planning meeting, including but not limited to project files, final report(s) and drawings. As with all our work, we warrant what we do and will work with clients to achieve a satisfactory closeout.

Task 6 Quality Management
PEI will provide the following quality assurances in Task 6 as part of the overall scope of work:

A quality pavement management system is only as good to its user as the data that is input. Maintaining and improving the quality of a PMS is crucial to the success of the creation or update to a Pavement Management system. At PEI we strive for accuracy and precision, so our Quality Control Plan compares the latest PCI’s of newly rated street segments to prior PCI’s from the last PMS update. Street segments with PCI’s that have increased in PCI, without any maintenance and rehabilitation, and street segments with PCI’s that have dropped more than 3 PCI points per year, since their last rating, will be

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 5 identified and reviewed in the field by an engineer or senior engineering technician. At PEI, we strive for a +/- 5 PCI points when comparing initial ratings versus QC ratings. We will review a minimum of 10% of the segments as part of the QC review.

Additionally, PEI’s PMS quality control plan encompasses several internal checks and balances to ensure data complies with ASTM standards and is both accurate and repeatable. In brief, our QA/QC procedures for PMS work include these elements:

Trained and certified staff:

PEI’s field technicians undergo strict performance testing that includes protocols, equipment calibration and knowledge of pavement distresses. In addition, our data technicians are trained in data entry and verification procedures, field paperwork preparation, map marking and other duties related to accurate, comprehensive PMS reports. PEI’s inspectors are certified by the Metropolitan Transportation Commission (MTC) and attending annual MTC training classes. We strive for a ± 5 PCI point repeatability.

Equipment verification:

Prior to beginning any pavement assessment, PEI inspects, verifies and, if necessary, calibrates its measuring equipment, including vehicle-mounted devices that measure the length of each street segment and hand-held wheels that measure the width.

Data checks:

PEI’s PMS crew typically perform a series of data checks in the field after collecting and processing the data according to strict procedures. The PMS project manager reviews the data for accuracy and completeness before a PMS data technician compiles the final database according the agency’s locations and mapping system. He also works with the data technician to recheck segment lengths and looks for any missing segments or data elements. This includes a verification of the Functional Classification of each segment to ensure that it complies with Caltrans Specifications . PEI’s data technician then reviews the entire database for formatting, missing information and errors. All these checks ensure agencies receive thorough and accurate reports.

Control, verification and random site testing:

PEI’s Project Manager reviews a minimum of 10% of the road segments previously rated according to MTC procedures to verify the accuracy of data. We then compare these reference values to the initial PCI generated by StreetSaver ® software. If there are discrepancies, we will rerate the road. Once this QA/QC is finished, any variations to what the field crew found are updated in the database.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 6 Year 2 – 25/26 PMS Update:

Year 2 Scope: Evaluation and Update of Rotation B and Yearly Streets Task 0 Project Management
Task 1 Preliminary Investigations
Task 2 Pavement Inspection
Task 3 PMS Update
Task 4 Maintenance and Capital Improvement Plan (CIP)
Task 5 PMS Report & Project Closeout
Task 6 Quality Management
Task 2.0 Project Management
PEI will undertake the following as part of Year 2, Task 0:

Based on this discussion, PEI will develop a firm schedule to track progress of the project and also will establish the format of deliverables that will be most useful to the City.

Task 1 Preliminary Investigations
PEI will undertake the following as part of Task 1:

Because of our prior experience working with the City, PEI is thoroughly familiar with the streets, neighborhoods, soil types, pavement structures and maintenance. This familiarization drastically cuts down on preliminary and preparatory work, which allow s the City to assign monetary resources to actual pavement preservation.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 7 Task 2 Pavement Inspection
PEI will undertake the following as part of Task 2:

PEI’s certified staff will manually inspect 100% of the City’s Arterial streets and the City’s Collectors, Residentials, and alleys in Area A, as well as the pavements at each of the City owned and maintained parking lots (61 sites) for the following pavement distresses:
alligator cracking, block cracking, distortions, patches/utility cuts, longitudinal and transverse cracking, rutting/depressions and weathering. In the parking lots, PEI will also review the existing ADA parking stalls for compliance. Information gleaned from manual inspections is considered more reliable and accurate than automated, drive by, or windshield surveys.

PEI will sample locations on random test sites of ± 2,500 sf. PEI will annotate the sample location on our rating sheet using footage from the beginning of each road segment.

Recording locations of inspected sample areas provides the necessary informatio n to relocate the measured area for verification. This method produces reliable, reproducible data for current and future use.

As part of this work, PEI will perform a Quality Control review. The QC review compares the latest PCIs of newly rated street segments to prior PCIs from the last PMS update.

Any segment found to have deteriorated more than 3 PCI points per year, since th e last visual evaluation (12 points for Rotation C, and 3 points for Arterials), or have increased more than 1 PCI point, without a documented M&R treatment, will then reviewed by The Project Manager.

Task 3 PMS Update
PEI will undertake the following as part of Task 3 following completion of Task 2:

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 8 PEI will utilize StreetSaver ® to develop “family curves” for each road or functional classification. PEI will verify, to the extent possible, and input the last Maintenance and Rehabilitation (M&R) treatment and Date for each segment. Also, we will update the City’s StreetSaver® database with ADT data, provided by the City, for the Arterial and Collector Streets,
As part of the update, PEI will review the City’s current street segmentation and how the roads are being used to make sure any analysis is consistent with the use of recommended maintenance and rehabilitation strategies.

Task 4 Maintenance and Capital Improvement Plan (CIP)
PEI will undertake the following as part of Task 4:

Not too soon and not too late. PEI will work with City staff to develop decision mat rices and breakpoints and to develop treatments and costs for maintenance and rehabilitation projects.

PEI will help City staff determine the best maintenance that will maintain the City’s overall PCI at a level set by the City. The analysis will demonstrate what the City can expect in terms of overall pavement condition for each street system based on cur rent and proposed future funding levels. PEI will recommend the order in which neighborhood street repairs should be tackled and will assist the City in addressing any potential budgetary shortfalls, as required.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 9 Task 5 PMS Report & Project Closeout
PEI will undertake the following as Task 5:

PEI will prepare one copy of the PMS report in an indexed binder for the City’s review.

After the review, we will prepare an updated final report containing all relevant information in a PDF format on a computer disk. Both the print and the electronic re port will contain the following information:
• Executive summary
• Budget needs scenarios
• Network replacement costs
• Proposed future budget levels
• Budget scenarios including
o a scenario to maintain roadways at the existing PCI;
o a scenario to increase the current PCI by 5 points; and o a scenario to show the potential PCI for roadways over five to ten years using current funding levels or a specified time range determined by the City • A section description report for all street segments, sorted by Neighborhood • Street sections selected for recommended treatments during the specified years with estimated costs
• Maps and exhibits.
• GIS Shapefile and Spreadsheet Export
As an option, PEI can provide a presentation for the City Council that summarizes the report and provides guidance on pavement principles and practices.

Task 6 Quality Management
PEI will provide the following quality assurances in Task 6 as part of the overall scope of work:

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 10 precision, so our Quality Control Plan compares the latest PCI’s of newly rated street segments to prior PCI’s from the last PMS update. Street segments with PCI’s that have increased in PCI, without any maintenance and rehabilitation, and street segments with PCI’s that have dropped more than 3 PCI points per year, since their last rating, will be identified and reviewed in the field by an engineer or senior engineering technician. At PEI, we strive for a +/- 5 PCI points when comparing initial ratings versus QC ratings. We will review a minimum of 10% of the segments as part of the QC review.

Trained and certified staff:

Equipment verification:

Data checks:

PEI’s PMS crew typically perform a series of data checks in the field after collecting and processing the data according to strict procedures. The PMS project manager reviews the data for accuracy and completeness before a PMS data technician compiles the final database according the agency’s locations and mapping system. He also works with the data technician to recheck segment lengths and looks for any missing segments or data elements. This includes a verification of the Functional Classification of each segment to ensure that it complies with Caltrans Specifications. PEI’s data technician then reviews the entire database for formatting, missing information and errors. All these checks ensure agencies receive thorough and accurate reports.

Control, verification and random site testing:

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 11 Year 3 – 26/27 PMS Update:

Year 3 Scope: Evaluation and Update of Rotation C and Yearly Streets Task 0 Project Management
Task 1 Preliminary Investigations
Task 2 Pavement Inspection
Task 3 PMS Update
Task 4 Maintenance and Capital Improvement Plan (CIP)
Task 5 PMS Report & Project Closeout
Task 6 Quality Management
Task 0 Project Management
PEI will undertake the following as part of Year 3, Task 0:

Based on this discussion, PEI will develop a firm schedule to track progress of the project and also will establish the format of deliverables that will be most useful to the City.

Task 1 Preliminary Investigations
PEI will undertake the following as part of Task 1:

Because of our prior experience working with the City, PEI is thoroughly familiar with the streets, neighborhoods, soil types, pavement structures and maintenance. This familiarization drastically cuts down on preliminary and preparatory work, which allow s the City to assign monetary resources to actual pavement preservation.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 12 Task 2 Pavement Inspection
PEI will undertake the following as part of Task 2:

PEI’s certified staff will manually inspect the City’s streets (Collectors and Residentials) and alleys in Area C, as well as 100% of the City’s Arterial for the following pavement distresses: alligator cracking, block cracking, distortions, patches/utility cuts, longitudinal and transverse cracking, rutting/depressions and weathering. Information gleaned from manual inspections is considered more reliable and ac curate than automated, drive by, or windshield surveys.

PEI will sample locations on random test sites of ± 2,500 sf. PEI will annotate the sample location on our rating sheet using footage from the beginning of each road segment.

Recording locations of inspected sample areas provides the necessary informatio n to relocate the measured area for verification. This method produces reliable, reproducible data for current and future use.

As part of this work, PEI will perform a Quality Control review. The QC review compares the latest PCIs of newly rated street segments to prior PCIs from the last PMS update.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 13 Task 3 PMS Update
PEI will undertake the following as part of Task 3 following completion of Task 2:

Task 4 Maintenance and Capital Improvement Plan (CIP)
PEI will undertake the following as part of Task 4:

Not too soon and not too late. PEI will work with City staff to develop decision mat rices and breakpoints and to develop treatments and costs for maintenance and rehabilitation projects.

PEI will help City staff determine the best maintenance that will maintain the City’s overall PCI at a level set by the City. The analysis will demonstrate what the City can expect in terms of overall pavement condition for each street system based on cur rent and proposed future funding levels. PEI will recommend the order in which neighborhood street repairs should be tackled and will assist the City in addressing any potential budgetary shortfalls, as required.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 14 Task 5 PMS Report & Project Closeout
PEI will undertake the following as Task 5:

PEI will prepare one copy of the PMS report in an indexed binder for the City’s review.

Project Closeout
PEI never leaves loose ends. As previously stated, we will work with City staff through every step of a project and will deliver all the items outlined by the City in the initial kick - off and planning meeting, including but not limited to project files, f inal report(s) and drawings. As with all our work, we warrant what we do and will work with clients to achieve a satisfactory closeout.

Task 6 Quality Management
PEI will provide the following quality assurances in Task 6 as part of the overall scope of work:

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 15 PCI’s that have dropped more than 3 PCI points per year, since their last rating, will be identified and reviewed in the field by an engineer or senior engineering technician. At PEI, we strive for a +/- 5 PCI points when comparing initial ratings versus QC ratings. We will review a minimum of 10% of the segments as part of the QC review.

Trained and certified staff:

Equipment verification:

Data checks:

PEI’s PMS crew typically perform a series of data checks in the field after collecting and processing the data according to strict procedures. The PMS project manager reviews the data for accuracy and completeness before a PMS data technician compiles the final database according the agency’s locations and mapping system. He also works with the data technician to recheck segment lengths and looks for any missing segments or data elements. This includes a verification of the Functional Classification of each segment to ensure that it complies with Caltrans Specifications. PEI’s data technician then reviews the entire database for formatting, missing information and errors. All these checks ensure agencies receive thorough and accurate reports.

Control, verification and random site testing:

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 16 Year 4 – 27/28 PMS Update:

Year 4 Scope: Evaluation and Update of Rotation A, Parking Lots, and Yearly Streets Task 4.0 Project Management
Task 4.1 Preliminary Investigations
Task 4.2 Pavement Inspection
Task 4.3 PMS Update
Task 4.4 Maintenance and Capital Improvement Plan (CIP) Task 4.5 PMS Report
Task 4.6 Quality Management
Task 0 Project Management
PEI will undertake the following as part of Year 4, Task 0:

Based on this discussion, PEI will develop a firm schedule to track progress of the project and also will establish the format of deliverables that will be most useful to the City.

Task 1 Preliminary Investigations
PEI will undertake the following as part of Task 1:

Because of our prior experience working with the City, PEI is thoroughly familiar with the streets, neighborhoods, soil types, pavement structures and maintenance. This familiarization drastically cuts down on preliminary and preparatory work, which allow s the City to assign monetary resources to actual pavement preservation.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 17 Task 2 Pavement Inspection
PEI will undertake the following as part of Task 2:

PEI’s certified staff will manually inspect the City’s streets (Collectors and Residentials) and alleys in Area C, as well as 100% of the City’s Arterial for the following pavement distresses: alligator cracking, block cracking, distortions, patches/utility cuts, longitudinal and transverse cracking, rutting/depressions and weathering. Information gleaned from manual inspections is considered more reliable and accurate than automated, drive by, or windshield surveys.

PEI will sample locations on random test sites of ± 2,500 sf. PEI will annotate the sample location on our rating sheet using footage from the beginning of each road segment.

Recording locations of inspected sample areas provides the necessary informatio n to relocate the measured area for verification. This method produces reliable, reproducible data for current and future use.

As part of this work, PEI will perform a Quality Control review. The QC review compares the latest PCIs of newly rated street segments to prior PCIs from the last PMS update.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 18 Task 3 PMS Update
PEI will undertake the following as part of Task 3 following completion of Task 2:

Task 4 Maintenance and Capital Improvement Plan (CIP)
PEI will undertake the following as part of Task 4:

Not too soon and not too late. PEI will work with City staff to develop decision mat rices and breakpoints and to develop treatments and costs for maintenance and rehabilitation projects.

PEI will help City staff determine the best maintenance that will maintain the City’s overall PCI at a level set by the City. The analysis will demonstrate what the City can expect in terms of overall pavement condition for each street system based on cur rent and proposed future funding levels. PEI will recommend the order in which neighborhood street repairs should be tackled and will assist the City in addressing any potential budgetary shortfalls, as required.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 19 Task 5 PMS Report & Project Closeout
PEI will undertake the following as Task 5:

PEI will prepare one copy of the PMS report in an indexed binder for the City’s review.

After the review, we will prepare an updated final report containing all relevant information in a PDF format on a computer disk. Both the print and the electronic re port will contain the following information:
• Executive summary
• Budget needs scenarios
• Network replacement costs
• Proposed future budget levels
• Budget scenarios including
o a scenario to maintain roadways at the existing PCI;
o a scenario to increase the current PCI by 5 points; and o a scenario to show the potential PCI for roadways over five to ten years using current funding levels or a specified time range determined by the City • A section description report for all street segments, sorted by Neighborhood • Street sections selected for recommended treatments during the specified years with estimated costs
• Maps, exhibits, GIS Shapefile, and Spreadsheet Export As an option, PEI can provide a presentation for the City Council that summarizes the report and provides guidance on pavement principles and practices.

Project Closeout
PEI never leaves loose ends. As previously stated, we will work with City staff through every step of a project and will deliver all the items outlined by the City in the initial kick - off and planning meeting, including but not limited to project files, f inal report(s) and drawings. As with all our work, we warrant what we do and will work with clients to achieve a satisfactory closeout.

Task 6 Quality Management
PEI will provide the following quality assurances in Task 6 as part of the overall scope of work:

A quality pavement management system is only as good to its user as the data that is input. Maintaining and improving the quality of a PMS is crucial to the success of the creation or update to a Pavement Management system. At PEI we strive for accuracy and precision, so our Quality Control Plan compares the latest PCI’s of newly rated street segments to prior PCI’s from the last PMS update. Street segments with PCI’s that have increased in PCI, without any maintenance and rehabilitation, and street segment s with PCI’s that have dropped more than 3 PCI points per year, since their last rating, will be identified and reviewed in the field by an engineer or senior engineering technician. At PEI, we strive for a +/- 5 PCI points when comparing initial ratings versus QC ratings. We will review a minimum of 10% of the segments as part of the QC review.

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MP 24 - 1 3 8 S c o p e o f S e r v i c e s P a g e | 20 Additionally, PEI’s PMS quality control plan encompasses several internal checks and balances to ensure data complies with ASTM standards and is both accurate and repeatable. In brief, our QA/QC procedures for PMS work include these elements:

Trained and certified staff:

Equipment verification:

Data checks:

PEI’s PMS crew typically perform a series of data checks in the field after collecting and processing the data according to strict procedures. The PMS project manager reviews the data for accuracy and completeness before a PMS data technician compiles the final database according the agency’s locations and mapping system. He also works with the data technician to recheck segment lengths and looks for any missing segments or data elements. This includes a verification of the Functional Classification of each segment to ensure that it complies with Caltrans Specifications. PEI’s data technician then reviews the entire database for formatting, missing information and errors. All these checks ensure agencies receive thorough and accurate reports.

Control, verification and random site testing:

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D a t a Q u a l i t y M a n a g e m e n t P l a n P a g e | 1

DATA QUALITY MANAGEMENT PLAN
Pavement Engineering’s Data Quality Management Plan consists of two parts. Part One is the PMS Quality Control Plan, and Part Two is our Approach to Resource Management and Quality Results.

Pavement Engineering’s inspectors are certified for quality and consistency and attend annual training provided by the Metropolitan Transportation Commission (MTC) to keep abreast of changes and hone skills. That training demonstrates an accuracy rate for PEI’s inspectors of ± 5 PCI points. Industry standards accept ± 10 PCI points.

Inspection data will be recorded using a tablet with MTC’s Mobile Rater software. This speeds up project completion and increases accuracy. After the data is entered and PCI is calculated, a data snapshot of the current PCI will be printed and supplied to the client.

The inspection information will be available to the City Staff at any time during the project period, and a Print out and Electronic copy of each inspection location, will be delivered with the Final Report. PEI will calculate a Pavement Condition Index (PCI) for each street segment using StreetSaver® criteria and supported by PEI’s quality assurance standards, which are designed to ensure accuracy and consistency.

During the field review, PEI will use a vehicle -mounted digital measuring device to measure the length of each street segment and a hand-held wheel to measure the width.

Precise measurements are key to accurate cost projections, which are calculated based on pavement area.

PEI will sample locations on random test sites of ± 2,500 sf and will annotate the sample location on our rating sheet using footage from the b eginning of each road segment.

Recording locations of inspected sample areas provides the necessary information to relocate the measured area for verification. This method produces reliable, reproducible data for current and future use.

PART 1: PMS QUALITY CONTROL PLAN
A quality pavement management system is only as good to its user as the data that is input. Maintaining and improving the quality of a PMS is crucial to the success of the creation or update to a Pavement Management system. At PEI we strive for accuracy and precision, so our Quality Control Plan compares the latest PCI’s of newly r ated street segments to prior PCI’s from the last PMS update. Street segments with PCI’s that have increased in PCI, without any maintenance and rehabilitation, and street segments with PCI’s that have dropped more than , the standard deterioration of 3 PCI points per year, since their last rating, will be identified and reviewed in the field by an engineer or senior engineering technician. Additionally, as a method of ensuring accuracy and precision, a random 10% of the segments will be re-rated by the field raters, and a random 5% will be re-rated by a supervisor or a senior engineer technician.

Attachment #6

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D a t a Q u a l i t y M a n a g e m e n t P l a n P a g e | 2 At PEI, we strive for a +/- 5 PCI points when comparing initial ratings versus QC ratings.

Any segment that exhibits a PCI difference outside of the +/- 5 PCI points, will be re-rated by an engineer or a senior engineering technician. We will review a minimum of 15% of the segments as part of the QC review.

Additionally, PEI’s PMS quality control plan encompasses several internal checks and balances to ensure data c omplies with ASTM standards and is both accurate and repeatable. In brief, our QA/QC procedures for PMS work include these elements:

Trained and certified staff:

PEI’s field technicians undergo strict performance testing that includes protocols, equipment calibration and knowledge of pavement distresses. In addition, our data technicians are trained in data entry and verification procedures, field paperwork preparation, map marking and other duties related to accurate, comprehensive PMS reports. PEI’s ins pectors are certified by the Metropolitan Transportation Commission (MTC) and attending annual MTC training classes. We strive for a ± 5 PCI point repeatability.

Equipment verification:

Prior to beginning any pavement assessment, PEI inspects, verifies an d, if necessary, calibrates its measuring equipment, including vehicle-mounted devices that measure the length of each street segment and hand-held wheels that measure the width.

Data checks:

PEI’s PMS crew typically perform a series of data checks in the field after collecting and processing the data according to strict procedures. The PMS project manager reviews the data for accuracy and completeness before a PMS data technician specialist compiles the final database according the agency’s locations and mapping system. He also works with the data specialist to recheck segment lengths and looks for any miss ing segments or data elements. PEI’s data specialist then reviews the entire database for formatting, missing information and errors. All these checks ensure agencies receive thorough and accurate reports.

Control, verification and random site testing:

PEI’s registered engineer reviews a minimum of 10% of the road segments previously rated according to MTC procedures to verify the accuracy of data. We th en compare these reference values to the initial PCI generated by StreetSaver® software. If there are discrepancies, we will rerate the road. Once this QA/QC is finished, any variations to what the field crew found are updated in the database.

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D a t a Q u a l i t y M a n a g e m e n t P l a n P a g e | 3

PART 2: APPROACH TO RESOURCE MANAGEMENT AND QUALITY RESULTS

At PEI, we are able to manage resources and maintain quality results by performing work within our company. This allows for constant awareness and focus on the client’s needs.

Our daily communication and peer review ensures accuracy is maintained throughout the life of a project. Once work is assigned, project managers assess project staffing needs in order to successfully complete the project. Once project milestone s are set and tasks are assigned, our employees are required to provide frequent updates to the project manager.

For over two decades Pavement Engineering Inc. has assisted dozens of agencies with their pavement management systems and needs. Our approach has been developed and refined based on our experience with our clients and their needs. While every client is different and needs to be treated as such, there are several areas where pavement management crosses over and are similar. These include the need for accurate data, the concern for the budget, and working with the client to help them understand the tool t hat they have and how to use it.

Accuracy of Data:

Accuracy is key to a PMP and the adage of “garbage in equal’s garbage out” was never truer. As a company, we have developed a culture where we hate to be wrong in anything we do. If we see something that looks off or does not make sense, we will invest the time and resources to make sure to confirm the numbers so our clients have the assurance that what they are getting is right regardless of our budget. It is more important to us to be right than to make money.

For a PMP, important decisions are made with based on the data. Millions of dollars ride on the accuracy of the data. Thus, we have implemented strict internal standards that check and recheck the numbers to make sure they make se nse. Our quality control exceeds the minimums set by MTC.

Budget Constraints:

Over the years, we have felt the pain of our clients as we have helped them struggle to balance their pavement maintenance and rehabilitation needs with the reality of their budgets. Our background in materials and pavement design help us to assist our clients with innovative strategies that close the budget shortfalls they are faced with each year.

Our extensive understanding of pavement management, design, materials and inspection allow us to bring a well-rounded pavement management approach to our clients.

In addition, our project approach is streamlined so we keep our fees on budget. From the kick-off meeting to decision trees, scenario development to final report, our staf f works closely with the client to step at critical times to keep the project moving through to completion.

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D a t a Q u a l i t y M a n a g e m e n t P l a n P a g e | 4 Training and Assistance:

We have learned that our clients are busy with many things and pavement and pavement management is just one part of their responsibilities. As a result, they often do not have the time to invest in learning StreetSaver. Yet they need information and reports to help them. Our developed approach to this dilemma is to be there for our clients and customize the provided training and assistance to meet their needs. If a client wants to learn the program, we will work with them to understand any and all parts of the program.

Although, we have discovered that it often times boils down to, teach me how to generate and print out these certain reports or get my hands on this information. Other clients rely on PEI to generate the needed report. For this group, we are responding to on -call requests as part of our on-going technical support. They learn that we are there for them and strive to quickly respond.

PEI strives to develop a close trusted relationship with our clients that helps them feel comfortable calling us with any of their pavement management needs. Many times our clients have commented that they feel like they are PEI’s only client.

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CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. J.7

DATE: June 4, 2024

TO: City Council

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

SUBJECT: Second Amendment to A-8135 with Conico Toro, Inc. dba MacValley Oil Company for Purchase and Delivery of Bulk Lubricants and Antifreeze.

RECOMMENDATION

That the City Council approve and authorize the Mayor to execute a Second Amendment with Conico Toro, Inc. dba Mac Valley Oil Company increasing the contract amount by $50,000 for a total contract amount of $906,100.

(This item did not originate in Committee since this is a continuation of a previous item approved by the City Council.)

BACKGROUND

The City Public Works Divisions maintain an array of machinery, vehicles and equipment onsite at Fleet Services, Wastewater, and Environmental Resources. City Divisions have utilized a vendor for the delivery of oil, greases (lubricants), and antifreeze for more than 23 years. Conico Toro, Inc. dba Mac Valley Oil Company has been the contracted vendor, contract A-8135, since July 2019. Lubricants and antifreeze are delivered to the following City locations:

1. Environmental Resources, 111 S. Del Norte Boulevard

2. Fleet Services Shops, 1060 Pacific Ave and 111 S. Del Norte Boulevard

3. Wastewater Treatment Plant, 6001 Perkins Road

DISCUSSION

On May 21, 2019, City Council approved Agreement A-8135 with Conico Toro, Inc. dba Mac Valley Oil Company, for lubricants and antifreeze for $356,100 through June 30, 2022. Subsequently, the City Council approved the first amendment on May 18, 2021, increasing the contract value by $500,000 to $856,100 and extending the term to June 30, 2024.

Due to the addition of 27 Amrep and Heil refuse collection vehicles in 2022 the amount of bio hydraulic fluid used has increased. Additionally, there has been an increase in the cost of petroleum-based oil and greases. As such, additional capacity on the contract is needed to keep certain pieces of the City’s fleet operational. Staff is requesting to increase the contract amount by $50,000 for a new total value of $906,100 through June 30, 2024.

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
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The additional funds for the Second Amendment to A-8135 for $50,000 will be funded from available FY2023-24 budget appropriations from the Fleet Services Fund through June 30, 2024.

For Finance Use Only: Fleet Services Fund (Org. 7413750 Obj. 55040)

COMMITTEE OUTCOME

This item did not originate in Committee since this is a continuation of a previous item approved by the City Council.

Prepared by: Brian Yanez, Assistant Public Works Director, Jose Arreola, Fleet Services Manager

ATTACHMENTS

1. A-8135 2nd Amendment

2. A-8135 Original

3. A-8135 1st Amendment

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SECOND AMENDMENT TO TRADE SERVICE AGREEMENT (V-01-17-19)) Agreement No. A-8135

SECOND AMENDMENT TO TRADE SERVICE AGREEMENT

This Second Amendment (“Second Amendment”) to the Trade Service Agreement (“Agreement”) is made and entered into in the County of Ventura, State of California, this ______ day of __________, 2024, by and between the City of Oxnard, a municipal corporation (“City”), and Conico Toro, Inc. (“Vendor”). This Second Amendment amends the Agreement entered into on July 1, 2019, by City and Vendor. The Agreement previously has been amended on May 18, 2021, by a First Amendment.

City and Vendor agree as follows:

1. The amount in Section 6 of the Cover Page of the Agreement is hereby amended to “$906,100.”

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

[Signatures on next page]
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Agreement No. A-8135

SECOND AMENDMENT TO TRADE SERVICE AGREEMENT (V-01-17-19)

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

CITY OF OXNARD CONICO TORO, INC.

☐John C. Zaragoza, Mayor1 Date Peter Hong, President Date ☐Jennifer Yates, Purchasing Agent 2

Chris Do, Controller 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. 312
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CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. K.1

DATE: June 4, 2024

TO: City Council

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

SUBJECT: Fiscal Year (FY) 2024-25 Landscape Maintenance Districts Initiation of Proceedings to Levy Assessments, Approval of a Consolidated Engineers Report, and Declaration of Intention to Levy Assessments. (10 minutes)

RECOMMENDATION

That the City Council acting as the legislative body of the City of Oxnard Landscape Maintenance Districts (LMDs):

1. Adopt “A Resolution of the City Council of the City of Oxnard, California, initiating proceedings to levy assessments against real property for fiscal year 2024-25 in connection with the city’s landscape maintenance districts”;

2. Adopt “A Resolution of the City Council of the City of Oxnard, California, approving a consolidated engineer’s report regarding assessments against real property for fiscal year 2024-25 in connection with the city’s landscape maintenance districts”; and

3. Adopt “A Resolution of the City Council of the City of Oxnard, California, declaring its intention to levy assessments against real property for fiscal year 2024-25 in connection with the city’s landscape maintenance districts” setting the Public Hearing for June 18, 2024.

(Finance and Governance Committee approved 2-0 on May 14, 2024.)

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

BACKGROUND

Special Districts is a Division of the Public Works Department and manages a total of 48 special financing districts which includes 36 Landscape Maintenance Districts (“LMDs”). Through the process of developing property, special financing districts (e.g. LMDs) were authorized to be used by property owners (i.e. developers) to fund the annual cost of maintaining certain public improvements that have a special benefit to the properties within the district. Typically, the developer installed the public improvements at the time of development and benefiting property owners pay for the cost of maintaining the improvements (i.e., special benefit) through a special assessment included on the property’s annual property tax bill. Revenue received from the assessment funds the cost to provide the Special Benefit, as outlined in the Consolidated Engineer’s Report attached hereto as Attachment 1 (“Report”).

Assessments are levied annually and collected on the property tax roll. Each year, the City Council must conduct proceedings before making a decision, to levy the assessments. Revenue received from the assessments partially funds the ongoing maintenance of public improvements provided by each district and, in some cases, is collected for future work that is conducted on a less than annual basis.

If the Committee approves the recommendation in this report, a Public Hearing will be set for June 18, 2024, during 344
which the City Council will consider three resolutions. If adopted by Council, the Resolutions will: 1) initiate proceedings to levy the annual assessments; 2) approve the Consolidated Engineer’s Report for the districts; and 3) declare the intent to levy assessments on the FY 2024-25 property tax roll. This is a process that is required each year.

DISCUSSION

The Landscaping and Lighting Act of 1972 (Streets & Highways Code Section 22500 et seq.) (“Act”) requires the City Council to annually Initiate Proceedings by Resolution (Attachment 2), approve the Consolidated Engineers Report through a Resolution (Attachment 3), and state the Council’s Intent to Levy the annual assessment through a Resolution (Attachment 4) by holding a public hearing.

In compliance with the Act, an annual review and evaluation of each district’s revenues and expenditures, contained in the Report, is conducted. This Report consolidates the City’s 36 LMDs into a single report but evaluates each district individually. The Report includes a description of the improvements, the projected estimated annual maintenance costs, and funding to be collected for projects done on a less than annual basis, if any, the method of assessment apportionment for each lot or parcel within each district’s boundaries, and a diagram showing the parcels within that district. The Report also provides an analysis of each district’s annual financial status. It separates and apportions the cost of General Benefit, as defined in the Report, other costs funded by a non-assessment fund (e.g. the General Fund), and the cost of Special Benefit to the benefiting properties, which is funded by the applied assessment rate. The actual services provided to each district varies from district to district and are based upon the property owner approved services and funding.

The applied assessment rate is the amount needed to fund the services of each district and is the amount actually levied on the property tax roll. It cannot exceed the maximum assessment rate that was approved by the property owners, through prior proceedings, for each district. After completing an individual analysis of each district’s current level of service, anticipated estimated expenditures, fund balance, assigned reserve levels, and future work that is conducted on a less than annual basis, it is recommended to set the applied rates as set forth in the Report. Parcel specific detail of the proposed maximum and applied assessment is included in the Report as attached, is available from the City Clerk’s office, and is accessible from the City’s website (www.oxnard.org).

Costs considered to be of General Benefit are not allowed to be assessed to the properties and therefore are apportioned as a non-assessment fund (e.g. General Fund) expense. In addition to the required General Benefit contribution, the General Fund is proposed to cover additional costs, which are outlined in the Fiscal Impact section of this Report. The FY 2024- 25 Proposed Operating Budget includes funds necessary to cover these costs.

Funds received for the benefit of each district are restricted and can only be used within the district and for the purposes for which they were collected. Some of the district’s applied assessment rates are proposed to increase from last year. This is to account for services such as landscape maintenance, sidewalk grinding, removal and replacement of displaced sidewalks, irrigation repair, electrical systems repair, and lighting repair and replacement. In some instances, increases are due to an increase in annual service costs, to increase fund balances after their use in prior fiscal years consistent with the Act, or to meet a district’s obligation for staff and overhead expenses. The assessment is levied at a rate that is no higher than the maximum assessment rate approved by the property owners.

The deadline for delivering the Assessment information to Ventura County for inclusion on the FY 2024-25 property tax roll is July 8, 2024.

It should be noted that in unique situations in which a district may be unable to fully fund its improvements and obligations (e.g. overhead costs) and has or is expected to have a negative fund balance, staff intends to bring to Council a policy item which will outline options for said districts into the future. These options may include, but are not limited to, placing the district in question on a defined payment plan to bring its negative fund balance back to a whole position, altering the quantity of the district’s authorized improvements or services, balloting property owners within the district to increase their assessment, or potentially dissolving the district.

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.

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FINANCIAL IMPACT

For FY 2024-25, the proposed assessment calculation are as follows: real property assessments $2,073,515.79 (see Engineer’s Report Table 6.7), LMD fund balances $1,742,882.34 (Table 6.6), interest income $95,251.00 (Table 6.5), a general benefit contribution from the General Fund $226,915.35 (Table 6.5), and a subsidy from the General Fund for utility overages $52,397.91 (Table 6.5).

COMMITTEE OUTCOME

The Finance and Governance Committee approved 2-0 on May 14, 2024 to approve the staff recommendation and to forward the item for Council approval.

Prepared by: Anthony Miller, Interim Special Districts Manager

ATTACHMENTS

1. FY 2024-25 Consolidated Engineer’s Report

2. Resolution Initiating

3. Resolution Approving Consolidated ER

4. Resolution Intent to Levy

5. City of Oxnard Special Districts Map

6. City of Oxnard Special Districts List

7. Presentation

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URL link to the FY 2024-25 Consolidated Engineer’s Report:
https://www.oxnard.gov/wp-content/uploads/FY24-25-LMD-Engineers-Report-Intent.pdf 347

CITYCOUNCILOFTHECITYOFOXNARD
RESOLUTIONNO.

A RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFOXNARD,CALIFORNIA,INITIATINGPROCEEDINGSTO LEVYASSESSMENTSAGAINSTREALPROPERTYFORFISCALYEAR2024-25IN CONNECTIONWITHTHECITY’SLANDSCAPEMAINTENANCEDISTRICTS WHEREAS,theCityCouncilof theCityof Oxnardhas,bypriorresolutions,establishedanumberofLandscapeMaintenanceDistricts(collectivelythe“AssessmentDistricts”)pursuanttotheLandscapingandLightingActof1972(Streets&HighwaysCodeSection22500etseq.) (the“Act”);and WHEREAS,a completelistof theAssessmentDistrictsis attachedheretoasExhibitA andincorporatedhereinbyreferenceasthoughfullysetforth;and WHEREAS,foreachoftheAssessmentDistricts,theCityleviesanannualassessmentagainstrealpropertyto fundpublicimprovementsthatspeciallybenefitstheparcelslocatedin thatAssessmentDistrict;and WHEREAS,theCityhasengagedNBS(the“AssessmentEngineer”)to provideassessmentengineeringservicesinconnectionwiththeAssessmentDistricts;and WHEREAS,theCityCouncildesirestoinitiateproceedingstolevyassessmentsinconnectionwiththeAssessmentDistrictsforFiscalYear(FY)2024-25.

NOW, THEREFORE,theCityCounciloftheCityofOxnardresolves:

1. Recitals. Theaboverecitalsarealltrueandcorrect.

2. InitiationofProceedings. PursuanttoSection22622oftheAct,theCityCouncilherebyinitiatesproceedingsin connectionwiththe AssessmentDistrictsfor the levyofassessmentsforFY2024-25.

3. OrdertoEngineer. TheAssessmentEngineerisherebyorderedtoprepareandfilereportspursuantto Section22565et seq.of theActwithrespecttotheFY2024-25levyofassessmentsinconnectionwitheachoftheAssessmentDistricts.Thesereportsmaybeconsolidatedintoasingledocumentforadministrativeconvenience.

4. Improvements. TheimprovementsassociatedwitheachoftheAssessmentDistrictsaresubstantiallythesameimprovementsasinFY2023-24.

5. Projects. In accordancewithStreetsandHighwaysCodeSection22660(a),theCityCouncilherebydeterminesthattheestimatedcostofcertainproposedimprovementsare 348
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page2 greaterthancanconvenientlyberaisedfroma singleassessmentand,asaresult,willbecollectedin installments.Generaldescriptionsof theseimprovements,as wellas theestimatedcoststhereof,thenumberofannualinstallmentsandyearsduringwhichtheyaretobecollected,andthemaximumamountofeachannualinstallment,aredescribedintheExhibitB attachedheretoandincorporatedhereinbyreferenceasthoughfullysetforth. Moneyscollectedfromthe annualinstallmentsshallbe accumulatedin theimprovementfunduntiltherearesufficientmoneystopayallorpartofthecostoftheimprovements.

6. Severability. IfanyprovisionofthisResolutionortheapplicationofanysuchprovisionis heldinvalid,suchinvalidityshallnotaffectotherprovisionsorapplicationsofthisResolutionthatcanbegiveneffectwithouttheinvalidprovisionorapplication,andtothisendtheprovisionsofthisResolutionareseverableandthattheCityCouncildeclaresthatitwouldhaveadoptedthisResolutionirrespectiveoftheinvalidityofanyparticularportionofthisResolution.

7. EffectiveDate. ThisResolutionshallbeeffectiveimmediatelyuponadoption.

8. Certification. TheCityClerkshallcertifytotheadoptionofthisResolution,andshallmaintainonfileasapublicrecordthisResolution.

PASSED,APPROVEDANDADOPTEDonthis____dayof JUNE,2024bythefollowingvote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________JohnC. Zaragoza, Mayor ATTEST:
___________________________________RoseChaparro, CityClerk APPROVEDASTOFORM:
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ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page3 ___________________________________StephenM. Fischer, CityAttorney 350
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page4

EXHIBITA

CITYOFOXNARDLANDSCAPEMAINTENANCEDISTRICTS
District Name
FormationDate ResolutionNo.LandscapeMaintenanceDistrict No. 3(River Ridge) March18, 1986 8983
LandscapeMaintenanceDistrict No. 10(CountryClubEstates) December 13, 1988 9587
LandscapeMaintenanceDistrict No. 11(St. Tropez)
January3, 1989 9603
LandscapeMaintenanceDistrict No. 12(StandardPacific)
March28, 1989 9665
LandscapeMaintenanceDistrict No. 13(LeVillage)
March20, 1990 9894
LandscapeMaintenanceDistrict No. 14(CaliforniaCove)
June5, 1990 9972
LandscapeMaintenanceDistrict No. 16(CaliforniaLighthouse) July9, 1991 10206
LandscapeMaintenanceDistrict No. 23(Greystone)
June18, 1996 11071
LandscapeMaintenanceDistrict No. 24(Vineyards)
June18, 1996 11072
LandscapeMaintenanceDistrict No. 25(ThePointe)
June18, 1996 11073
LandscapeMaintenanceDistrict No. 27(RoseIsland)
June24, 1997 11259
LandscapeMaintenanceDistrict No. 28(Harborside)
June24, 1997 11260
LandscapeMaintenanceDistrict No. 30(HaasAutomation)
June24, 1997 11261
LandscapeMaintenanceDistrict No. 31(RanchoDeLaRosa)
June23, 1998 11415
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ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page5 District Name
FormationDate ResolutionNo.LandscapeMaintenanceDistrict No. 32(OakPark) February23, 1999 11505
LandscapeMaintenanceDistrict No. 33(El Paseo)
October 19, 1999 11653
LandscapeMaintenanceDistrict No. 34(SunrisePointe&Sunset Cove) October 19, 1999 11654
LandscapeMaintenanceDistrict No. 36(VillaSantaCruz&VillaCarmel) January25, 2000 11684
LandscapeMaintenanceDistrict No. 37(PacificBreeze)
January25, 2000 11685
LandscapeMaintenanceDistrict No. 38(AldeaDel Mar)
November 28, 2000 11863
LandscapeMaintenanceDistrict No. 39(Promesa/Sueno&DRHorton/Seawinds) March6, 2001 11905
LandscapeMaintenanceDistrict No. 40(Cantada)
January8, 2002 12078
LandscapeMaintenanceDistrict No. 41(PacificCove)
January8, 2002 12079
LandscapeMaintenanceDistrict No. 42(Cantabria&Coronado) May14, 2002 12144
LandscapeMaintenanceDistrict No. 43(Greenbelt)
January7, 2003 12295
LandscapeMaintenanceDistrict No. 46(DailyRanch)
June24, 2003 12440
LandscapeMaintenanceDistrict No. 47(SycamorePlace)
April 22, 2003 12355
LandscapeMaintenanceDistrict No. 49(CameronRanch)
June3, 2003 12394
LandscapeMaintenanceDistrict No. 50(Pleasant ValleySenior Housing) June10, 2003 12404
LandscapeMaintenanceDistrict No. 51(Pfeiler)
April 19, 2005 12799
LandscapeMaintenanceDistrict No. 52(Wingfield)
February1, 2005 12768
LandscapeMaintenanceDistrict No. 53(Huff Court)
June7, 2005 12879
LandscapeMaintenanceDistrict No. 54(Meadowcrest)
March28, 2006 13024
LandscapeMaintenanceDistrict No. 55(WingfieldWest)
March28, 2006 13025
LandscapeMaintenanceDistrict No. 58(Westwind)
June6, 2006 13069
LandscapeMaintenanceDistrict No. 60(Artisan)
March3, 2009 13604
352
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page6

EXHIBITB

CITYOFOXNARDLANDSCAPEMAINTENANCEDISTRICTPROJECTS
353
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page7 354
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page8 355
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page9 356
ResolutionNo.ResolutionInitiatingProceedingsLMDsFY2024-25Page10 357

CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD, CALIFORNIA, APPROVING A CONSOLIDATED ENGINEER’S REPORT REGARDING ASSESSMENTS AGAINST REAL PROPERTY FOR FISCAL YEAR 2024-25 IN CONNECTION WITH THE CITY’S LANDSCAPE MAINTENANCE DISTRICTS
WHEREAS, the City Council of the City of Oxnard has, by prior resolutions, established a number of Landscape Maintenance Districts (collectively the “Assessment Districts”) pursuant to the Landscaping and Lighting Act of 1972 (Streets & Highways Code Section 22500 et seq.) (the “Act”); and
WHEREAS, a complete list of the Assessment Districts is attached hereto as Exhibit A and incorporated herein by reference as though fully set forth; and WHEREAS, in connection with each of the Assessment Districts, the City levies an annual assessment against real property to fund public improvements that specially benefit the parcels located in that Assessment District; and
WHEREAS, the City has engaged NBS (the “Assessment Engineer”) to provide assessment engineering services in connection with the Assessment Districts; and WHEREAS, by prior resolution the City Council ordered the Assessment Engineer to prepare and file reports pursuant to Section 22565 et seq. of the Act with respect to the FY 2024-25 levy of assessments for each of the Assessment Districts; and
WHEREAS, the Assessment Engineer has prepared and filed a consolidated report entitled “City of Oxnard Fiscal Year 2024-25 Consolidated Engineer’s Report for Landscape Maintenance Districts,” (the “Report”) which is on file in the Office of the City Clerk, available for public inspection, and the Report is incorporated herein by this reference; and WHEREAS, the City Council now desires to approve the Report NOW, THEREFORE, the City Council of the City of Oxnard resolves:

1. Recitals. The above recitals are all true and correct and incorporated herein by this reference.

2. Approval of Report. The City Council hereby approves the Report as filed.

3. Severability. If any provision of this Resolution or the application of any such provision is held invalid, such invalidity shall not affect other provisions or applications of this Resolution that can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable and that the City Council declares that 358
Resolution No.

Resolution Approving Consolidated Engineers Report FY 2024-2025

Page 2 ends

it would have adopted this Resolution irrespective of the invalidity of any particular portion of this Resolution.

6. Effective Date. This Resolution shall be effective immediately upon adoption.

7. Certification. The City Clerk shall certify to the adoption of this Resolution, and shall maintain on file as a public record this Resolution.

PASSED, APPROVED AND ADOPTED on this ____ day of JUNE, 2024 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
359
Resolution No.

Resolution Approving Consolidated Engineers Report FY 2024-2025

Page 3 ends

EXHIBIT A

CITY OF OXNARD

LANDSCAPE MAINTENANCE DISTRICTS
FormationDistrict Name Date Resolution No.

Landscape Maintenance District No. 3
(River Ridge) March 18, 1986 8983
Landscape Maintenance District No. 10
(Country Club Estates) December 13, 1988 9587
Landscape Maintenance District No. 11
(St. Tropez) January 3, 1989 9603
Landscape Maintenance District No. 12
(Standard Pacific) March 28, 1989 9665
Landscape Maintenance District No. 13
(Le Village) March 20, 1990 9894
Landscape Maintenance District No. 14
(California Cove) June 5, 1990 9972
Landscape Maintenance District No. 16
(California Lighthouse) July 9, 1991 10206
Landscape Maintenance District No. 23
(Greystone) June 18, 1996 11071
Landscape Maintenance District No. 24
(Vineyards) June 18, 1996 11072
Landscape Maintenance District No. 25
(The Pointe) June 18, 1996 11073
Landscape Maintenance District No. 27
(Rose Island) June 24, 1997 11259
Landscape Maintenance District No. 28
(Harborside) June 24, 1997 11260
Landscape Maintenance District No. 30
(Haas Automation) June 24, 1997 11261
Landscape Maintenance District No. 31
(Rancho De La Rosa) June 23, 1998 11415
Landscape Maintenance District No. 32
(Oak Park) February 23, 1999 11505
360
Resolution No.

Resolution Approving Consolidated Engineers Report FY 2024-2025

Page 4 ends

FormationDistrict Name Date Resolution No.

Landscape Maintenance District No. 33
(El Paseo) October 19, 1999 11653
Landscape Maintenance District No. 34
(Sunrise Pointe & Sunset Cove) October 19, 1999 11654
Landscape Maintenance District No. 36
(Villa Santa Cruz & Villa Carmel) January 25, 2000 11684 Landscape Maintenance District No. 37
(Pacific Breeze) January 25, 2000 11685
Landscape Maintenance District No. 38
(Aldea Del Mar) November 28, 2000 11863
Landscape Maintenance District No. 39
(Promesa/Sueno & DR Horton/Seawinds) March 6, 2001 11905 Landscape Maintenance District No. 40
(Cantada) January 8, 2002 12078
Landscape Maintenance District No. 41
(Pacific Cove) January 8, 2002 12079
Landscape Maintenance District No. 42
(Cantabria & Coronado) May 14, 2002 12144
Landscape Maintenance District No. 43
(Greenbelt) January 7, 2003 12295
Landscape Maintenance District No. 46
(Daily Ranch) June 24, 2003 12440
Landscape Maintenance District No. 47
(Sycamore Place) April 22, 2003 12355
Landscape Maintenance District No. 49
(Cameron Ranch) June 3, 2003 12394
Landscape Maintenance District No. 50
(Pleasant Valley Senior Housing) June 10, 2003 12404
Landscape Maintenance District No. 51
(Pfeiler) April 19, 2005 12799
Landscape Maintenance District No. 52
(Wingfield) February 1, 2005 12768
Landscape Maintenance District No. 53
(Huff Court) June 7, 2005 12879
Landscape Maintenance District No. 54
(Meadowcrest) March 28, 2006 13024
Landscape Maintenance District No. 55
(Wingfield West) March 28, 2006 13025
Landscape Maintenance District No. 58
(Westwind) June 6, 2006 13069
Landscape Maintenance District No. 60
(Artisan) March 3, 2009 13604
361

CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD, CALIFORNIA,

DECLARING ITS INTENTION TO LEVY ASSESSMENTS AGAINST REAL PROPERTY FOR FISCAL YEAR 2024-25 IN CONNECTION WITH THE CITY’S LANDSCAPE

MAINTENANCE DISTRICTS
WHEREAS, the City Council of the City of Oxnard has, by prior resolutions, established a number of Landscape Maintenance Districts (collectively the “Assessment Districts” and each an “Assessment District”) pursuant to the Landscaping and Lighting Act of 1972 (Streets & Highways Code Section 22500 et seq.) (the “Act”); and
WHEREAS, a complete list of the Assessment Districts is attached hereto as Exhibit A and incorporated herein by reference; and
WHEREAS, in connection with each of the Assessment Districts, the City levies an annual assessment against real property to fund landscape maintenance that specially benefits the parcels located in that Assessment District; and
WHEREAS, the City has engaged NBS (the “Assessment Engineer”) to provide assessment engineering services in connection with the Assessment Districts; and WHEREAS, by prior resolution the City Council ordered the Engineer to prepare and file reports pursuant to Section 22565 et seq. of the Act with respect to the FY 2024-25 levy of assessments in connection with each of the Assessment Districts; and WHEREAS, by prior resolution the City Council approved as filed a consolidated report of the Assessment Engineer entitled “City of Oxnard Fiscal Year 2024-25 Consolidated Engineer’s Report for Landscape Maintenance Districts” (the “Report”), which is on file in the Office of the City Clerk, available for public inspection, and incorporated herein by reference; and WHEREAS, the City Council desires to declare its intention to levy the assessments for FY 2024- 25 as described in the Report.

NOW, THEREFORE, the City Council of the City of Oxnard resolves:

1. Recitals. The above recitals are all true and correct.

2. Declaration of Intent. The City Council hereby declares its intention to levy and collect assessments for FY 2024-25 within each Assessment District.

3. Name and Location of Assessment Districts. The name of each Assessment District is set forth in Exhibit A. The locations of each Assessment District are generally described in the name of the Assessment District and more specifically described in the Report. 362
Resolution No.

Resolution Declaring the Intent to Levy FY 2024-2025 (ROI)

Page 2 ends

4. Description of Improvements. Each Assessment District will fund landscape improvements, including associated hardscape, ornamental improvements, benches, lighting and other appurtenances. No substantial change to the improvements is proposed to be made for FY 2024-25.

5. Reference to Report. Reference is made to the Report for a full and detailed description of (i) the landscape improvements; (ii) the boundaries of the Assessment Districts; and (iii) the proposed assessments upon assessable lots and parcels of land within the Assessment Districts. The Report describes, among other things, each affected parcel of real property and the amount of the assessment for each such affected parcel for FY 2024-25.

6. Inflation Adjustment. As set forth in more detail in the Report, the assessments in connection with most of the Assessment Districts will be higher than in FY 2023-24. In no case will the rates for an Assessment District be higher than the maximum assessment rate previously approved for the Assessment District, as adjusted by a previously approved CPI adjustment.

7. Public Hearing. On June 18, 2024 at 6:00 p.m. or as soon thereafter as practical, in the City Council Chambers, at 305 West Third Street, Oxnard, California, the City Council will hold a full and fair public hearing on the question of the levy of the proposed assessments for FY 2024-25 (the “Hearing”). At the Hearing, the City Council will also hear and consider any objections or protests to the Report.

8. Notice. Notice of the Hearing shall be given in the manner set forth in Section 22626(a) of the Act.

9. Protest. Pursuant to Section 22628 of the Act, any interested person may, prior to the conclusion of the Hearing, file a written protest with the City Clerk of the City of Oxnard or, having previously filed a protest, may file a written withdrawal of that protest. A written protest shall state all grounds of objection. A protest by a property owner shall contain a description sufficient to identify the property owned by the property owner.

10. Severability. If any provision of this Resolution or the application of any such provision is held invalid, such invalidity shall not affect other provisions or applications of this Resolution that can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable and that the City Council declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion of this Resolution.

11. Effective Date. This Resolution shall be effective immediately upon adoption.

12. Certification. The City Clerk shall certify to the adoption of this Resolution, and shall maintain on file as a public record this Resolution.
363
Resolution No.

Resolution Declaring the Intent to Levy FY 2024-2025 (ROI)

Page 3 ends

PASSED, APPROVED AND ADOPTED on this ____ day of JUNE, 2024 by the following vote:

AYES:

NOES:

ABSENT:

Resolution Declaring the Intent to Levy FY 2024-2025 (ROI)

Page 4 ends

EXHIBIT A

CITY OF OXNARD

LANDSCAPE MAINTENANCE DISTRICTS
FormationDistrict Name Date Resolution No.

Resolution Declaring the Intent to Levy FY 2024-2025 (ROI)

Page 5 ends

FormationDistrict Name Date Resolution No.

CITY OF OXNARD SPECIAL DISTRICTS
3,000 0 3,000 6,000
Feet
Created by:

Geographic Information Systems Division
March 2023
Data Source:

City of Oxnard GIS Division
County of Ventura GIS Program
367
1 & 2 – Westport at Mandalay Bay 7 – Wagon Wheel
3 & 4 – Seabridge at Mandalay Bay 8 – Sakioka Farms
5 – Riverpark 9 – Northshore at Mandalay Bay
3 – Riverridge 37 – Pacific Cove
10 – Country Club 38 – Aldea Del Mar
11 – St Tropez 39 – El Sueno Promesa
12 – Standard Pacific 40 – Cantada
13 – Le Village 41 – Pacific Cove
14 – California Cove 42 – Cantabria/Coronado
16 – California Lighthouse 43 – Greenbelt
23 – Greystone 46 – Daily Ranch
24 – Vineyards 47 – Sycamore Place
25 – The Pointe 49 – Cameron Ranch
27 – Rose Island 50 – PV Senior Housing
28 – Harborside 51 – Pfeiler
30 – Haas Automation 52 – Wingfield
31 – Rancho De La Rosa 53 – Huff Court
32 – Oak Park 54 – Meadowcrest
33 – El Paseo 55 – Wingfield West
34 – Sunrise Pt/Sunset Cove 58 – Westwind
36 – Villa Santa Cruz 60 – Artisan
Zone 1 – Mandalay Bay Zone 2 – Harbour Island

MAINTENANCE ASSESSMENT DISTRICT

WATERWAYS ASSESSEMENT DISTRICTS
4 – Mandalay Beach/Colony

LANDSCAPE MAINTENANCE DISTRICTS
CITY OF OXNARD – SPECIAL DISTRICTS
LANDSCAPE MAINTENANCE DISTRICT * COMMUNITY FACILITIES DISTRICTS WATERWAYS ASSESSMENT DISTRICTS * MAINTENANCE ASSESSMENT DISTRICTS

COMMUNITY FACILITIES DISTRICTS
368
Fiscal Year 2024-25 Landscape Maintenance
Districts Initiation of Proceedings to Levy
Assessments, Approval of a Consolidated
Engineers Report and Declaration of Intention
to Levy Assessments.

Finance & Governance Committee
May 14, 2024
City Council
June 4, 2024
Anthony Miller
Interim Special Districts Manager
369
That the Finance and Governance Committee recommend that the City Council acting as the legislative body of the City of Oxnard Landscape Maintenance Districts (LMDs):

RECOMMENDATION 2
370
That the City Council acting as the legislative body of the City of Oxnard Landscape Maintenance Districts (LMDs):

RECOMMENDATION 3
371
MAP OF SPECIAL DISTRICTS IN THE CITY OF OXNARD 4
More information can be
found at:
oxnard.org/city-departm
ent/finance/special-asse
ssment-districts/
372
• The Special Districts Division of the Public Works Department manages 48 Assessment Districts which includes 36 LMDs. • The City has allowed property owners (i.e. developers) to use special financing districts (e.g. LMDs) to fund the annual cost of maintaining certain public improvements that benefit the properties within the district.
• Typically, the developer installed the public improvements at the time of development and benefiting property owners pay for the cost of maintaining the improvements (i.e., special benefit) through a special assessment included on the property’s annual property tax bill.

BACKGROUND 5
373
• Revenue received from the assessment funds the cost to provide the Special Benefit, as outlined in the Consolidated Engineer’s Report
• Assessments are levied annually and collected on the property tax roll. Each year, the City Council must conduct proceedings to levy the assessments.
• Revenue received from the assessments partially funds the ongoing maintenance of public improvements provided by each district and, in some cases, is collected for future work that is conducted on a less than annual basis.

BACKGROUND 6
374
• If the Committee approves the recommendation in this report a Public Hearing will be set for June 18, 2024, during which the City Council will consider three resolutions.
• If adopted by Council, the Resolutions will:
• 1) initiate proceedings to levy the annual assessments; • 2) approve the Consolidated Engineer’s Report for the districts; and
• 3) declare the intent to levy assessments on the FY
2024-25 property tax roll.
• This is a process that is required each year.

BACKGROUND 7
375
• The Landscaping and Lighting Assessment Act of 1972
requires the City Council to annually Initiate Proceedings by Resolution, approve the Consolidated Engineers Report
through a Resolution, and state the Council’s Intent to Levy the annual assessment through a Resolution
• In compliance with the Act, an annual review and evaluation of each district’s revenues and expenditures, contained in the Consolidated Engineer’s Report, is conducted.
• This Report consolidates the City’s 36 LMDs into a single report, but evaluates each district individually.

DISCUSSION 8
376
• The Report includes a description of the improvements, the projected annual maintenance costs, and funding to be
collected for projects done on a less than annual basis, if any, the method of assessment apportionment for each lot or
parcel within each district’s boundaries, and a diagram showing the parcels within that district.
• The Report also provides an analysis of each district’s annual financial status.
• It separates and apportions the cost of General Benefit, other costs funded by a non-assessment fund, and the cost of
Special Benefit to the benefiting properties is funded by the applied assessment rate.

DISCUSSION 9
377
• The actual services provided to each district varies from district to district and are based upon the property owner approved services and funding.
• The applied assessment rate is the amount needed to fund the services of each district and is the amount actually levied on the property tax roll.
• It cannot exceed the maximum assessment rate that was originally approved for each district.
• After completing an individual analysis of each district’s current level of service, anticipated expenditures, fund balance, assigned reserve levels, and future work, it is recommended to set the applied rates as set forth in the Report.

DISCUSSION 10
378
• Parcel specific detail of the proposed maximum and applied assessment is included in the Report as attached and is also available from the City Clerk’s office and accessible from the City’s website (www.oxnard.org).
• Costs considered to be of General Benefit, as defined in the Report, are not allowed to be assessed to the properties and therefore are apportioned as a non-assessment fund expense. • The General Fund is proposed to cover additional costs, which are outlined in the Fiscal Impact section of this Report. • The FY 2024-25 Proposed Operating Budget includes funds necessary to cover these costs.

DISCUSSION 11
379
• Funds received for the benefit of each district are restricted and can only be used within the district and for the purposes for which they were collected.
• Some of the District’s applied assessment rates are proposed to increase from last year. This is to account for services such as district-wide tree trimming, sidewalk grinding, removal and replacement of displaced sidewalks, irrigation repair, electrical systems repair, and lighting repair and replacement.
• The assessment is levied at a rate that is no higher than the maximum assessment.
• The deadline for delivering the Assessment information to Ventura County is July 8, 2024.

DISCUSSION 12
380
• For FY 2024-25, the proposed assessment calculation are as follows:
• $2,073,515.79 in real property assessments;
• $1,742,882.34 from LMD fund balances
• $95,251.00 from interest income;
• a general benefit contribution of $226,915.35 from the General Fund; and
• a subsidy from the General Fund of $52,397.91 for utility overages.

FINANCIAL IMPACT 13
381

QUESTIONS
14 382

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. K.2

DATE: June 4, 2024

TO: City Council

FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected]

SUBJECT: Increase Appropriations in the FY2023-24 General Fund Operating Budget to Transfer Funds to the State Gas Tax Fund to Restore State Gas Tax Fund Balance. (5 minutes)

RECOMMENDATION

That the City Council approve the transfer of funds from the FY 2023-24 General Fund (101) Operating Budget to the State Gas Tax Fund (181) in the amount of $3,300,000, to restore a fund balance deficit of the State Gas Tax for prior year activity, as well as projected budgetary deficits in FY 2023-24 and FY 2024-25.

Please click the following link to view the required Measure M pre-recorded presentation video titled General Fund Transfer to State Gas Tax Fund: https://youtu.be/fCfMvoZvL28

BACKGROUND

The City of Oxnard receives an annual allocation of State Gas Taxes pursuant to Streets and Highways Code Section 2101. This allocation is spent on improvements to roadways as one of many funding sources available to the City, the primary funding source being the General Fund. Over the last few years, the State Gas Tax Fund within the City's budget has generated a deficit fund balance whereby expenditures have exceeded revenues. As of June 30, 2023, this deficit was calculated as $2,723,464. Staff projects that this deficit will grow by approximately $250,000 in each of FY 2023-24 and FY 2024-25, requiring an estimated $3,300,000 to balance the fund over this time period.

DISCUSSION

The State Gas Tax Fund is managed by the Public Works Department, who are reviewing the allocation of labor and other resources to the State Gas Tax Fund in order to ensure the fund remains balanced going forward.

This deficit was a result of three main factors that are explained in detail below:

1. Introduction of Road Maintenance and Rehabilitation Act (RMRA) The City began receiving RMRA funding in FY 2017-18. For the first two years, the revenue and expenditures were recorded in the State Gas Tax Fund, combining new RMRA funds with Gas Tax Highway Users Tax Account (HUTA) in a single fund. In FY 2019-20, as recommended by the League of California Cities, the City created a new fund specific to RMRA Gas Tax (20232(h)(2)) (Fund 185) for RMRA. This segregation was made to allow for better tracking and easier auditing by the State Controller’s Office and the City’s independent financial auditor. These two funds combined have a positive fund balance, and are reported together in the City’s Annual Comprehensive Financial Report (ACFR). An accounting journal was recorded in FY 2019-20 to transfer RMRA related revenues out of Gas Tax Fund and into RMRA Fund. While revenues of $7.1M (Jan 2018 - Feb 2020) were transferred, as they could be easily identified, approximately $1.8M in expenditures were transferred via Council action for Public Works Road and Signal Maintenance Project 203009, as well as an additional $1.1M of expenditures leaving approximately $4.2M net expenditures. No further adjustments have been made to reclassify the expenditures that remained in the Gas Tax Fund, resulting in a large reason for the current deficit 383
fund balance.

2. Refunding Debt with Economic Benefit, but Initial Higher Expenditure In FY 2019-20, the City's revenues and expenses included bond refunding transactions. Despite deriving benefits from lower interest payments and decreased financing costs over the bond term (estimated average annual cash flow savings of $0.4M over the 18-year term, maturity date 3/1/2037), a reduction of $1.8 million in the Fund balance occurred in FY 2019-20 due to this refinancing initiative (cash outflow in excess of inflow due to payoff of original debt issuance).

3. Reductions in Gas Tax receipts in comparison to net expenditures.

Allocations of State Gas Tax have been difficult to project over the last decade due to factors such as electric vehicle sales growth. Year-over-year expenditures remained higher in comparison to the revenue, contributing to the increase in the deficit for this fund. This is partly due to the assumption that Full Time Equivalents (FTEs) staff allocated to Fund 181 would support capital projects and labor charges be reimbursed from other funding sources supporting various projects. However, the project support recovery had been relatively low compared to labor costs. Additionally, while HUTA revenues remained relatively stable in recent years, the revenues did decrease approximately 16% comparing FY 2022-23 of $5.1M to FY 2013-14 of $6.1M and did not keep pace with the rising costs associated with FTEs and other operating expenses.

State Gas
Tax
($millions)
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Revenue $4.5 $5.8 $7.8 $24.4 $5.2 $5.0 $5.6
Expense 6.1 7.0 7.0 26.4 5.3 5.7 5.7
Net $(1.6) $(1.2) $+0.8 $(2.0) $(0.1) $(0.7) $(0.1)

FY17-18 and FY18-19 include RMRA activity. Bond Refunded in FY19-20.

As stated earlier in the report, State Gas Taxes are one source of funding for street and right-of-way maintenance and repair, and provide a material benefit to the City, supplanting the amount of General Fund revenue that would otherwise be required to fund needed repairs and improvements. It was never the intent of the gas tax legislation to completely eliminate an agencies' General Fund from paying for pavement repairs as each agency has a Maintenance of Effort requirement that it has to meet and certify annually. Therefore, staff recommend this one-time transfer from the General Fund of $3.3 million to straighten out the accounting with ongoing adjustments to expenditures in future budgets as necessary to ensure the State Gas Tax Fund has no deficit as of June 30, 2025.

STRATEGIC PRIORITIES

This agenda item supports the Economic Development strategy. The purpose of the 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 is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.

FINANCIAL IMPACT

Staff projected at mid-year that the FY 2023-24 General Fund Operating Budget will likely generate a surplus with revenues anticipated higher than budget and some expenditure savings projected. This item would appropriate $3,300,000 of Transfer Out expenditures from available reserves to the Non-Departmental department and an estimated Transfer In revenue within the State Gas Tax fund of $3,300,000. Any unused revenues within the State Gas Tax Fund as at June 30, 2024, will remain as a spendable fund balance within that fund, and anticipated to be consumed in FY 2024-25 given the proposed budget for FY 2024-25 includes an excess of expenditure over revenues. 384

COMMITTEE OUTCOME

At their May 14, 2024 meeting, the Finance and Governance Committee unanimously recommended this item to Council.

Prepared by: Mark Sewell, Assistant City Treasurer / Assistant Chief Financial Officer

ATTACHMENTS

1. 06_04_24 Council Transfer of General Fund to Gas Tax Fund

385

INCREASE TO APPROPRIATIONS AND THE

TRANSFER OF FUNDS FROM THE GENERAL

FUND TO THE STATE GAS TAX FUND TO

RESTORE THE STATE GAS TAX FUND

BALANCE
City Council
June 4, 2024
Mark Sewell, Assistant Chief Financial Officer
386
RECOMMENDATION 2
That City Council approve the transfer of funds from the FY 2023- 24 General Fund (101) Operating Budget to the State Gas Tax Fund (181) in the amount of $3,300,000, to restore a fund balance deficit in the State Gas Tax Fund for prior year activity, as well as projected budgetary deficits in FY 2023-24 and FY 2024-25.Finance and Governance Committee unanimously recommended this action on May 14, 2024. 387
BACKGROUND 3
The City of Oxnard receives an annual allocation of State Gas Taxes pursuant to the Streets and Highways Code Section 2101.
State Gas Tax reported as separate Fund.
One of many funding sources for Streets and Right of way. State Gas Tax in deficit
• $2.8 m in deficit as at June 30, 2023.
• Deficit anticipated to grow to $3.3m by June 30, 2025. Recommend Transfer of $3.3m from General Fund in FY 2023-

24. Future Budgets (from FY2025-26) to balance to anticipated Gas Tax Proceeds.
388
DISCUSSION – REASONS FOR DEFICIT 4
New Road Maintenance and Rehabilitation (RMRA) Fund
• Co-mingled until FY 2019-20
• More revenue transferred out to RMRA than expenses
• Left a deficit in State Gas Tax Fund.
Bond Refunding in FY 2019-20
• Impact on fund balance in FY 2019-20
• “Saving” $0.4M annually in debt service
• Other expenditures added to fund over time.
Differences regarding City Labor recharges
• Staff allocated to the State Gas Tax Fund
• Recharges for eligible projects lower than budgeted.
• Creates a short fall in revenues.
389
TRENDS OVER TIME 5
Legacy Fund
181 (State
Gas Tax)
FY
2016-17
FY
2017-18
FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Revenue 4.5 5.8 7.8 24.4 5.2 5.0 5.6
Expense 6.1 7.0 7.0 26.4 5.3 5.7 5.7
Net Change (1.6) (1.2) 0.8 (2.0) (0.1) (0.7) (0.1)
Strip out
Refunding
FY
2016-17
FY
2017-18
FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Revenue 4.5 5.8 7.8 4.6 5.2 5.0 5.6
Expense 6.1 7.0 7.0 4.6 5.3 5.7 5.7
Net Change (1.6) (1.2) 0.8 (0.0) (0.1) (0.7) (0.1)
Strip out
Refunding
and RMRA
FY
2016-17
FY
2017-18
FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Revenue 4.5 4.6 4.0 4.6 5.2 5.0 5.6
Expense 6.1 7.0 6.0 4.6 5.3 5.7 5.7
Net Change (1.6) (2.4) (1.9) (0.0) (0.1) (0.7) (0.1)
Many Years of deficit balances have led to the $2.8m deficit balance as at June 30, 2023 Table. 1 - Reported
Table. 2 – Remove Refunding debt
Table. 3 - Underlying
390
DISCUSSION 6
State Gas Taxes used to pay for streets and right of
way projects
Reduces the need for General Fund dollars
Transferring now resolves a negative fund balance for FY 2023-24.
Provides sufficient fund balance until June 30, 2025. Staff to review expenditures and revenues for balanced budgets for FY2025-26 and beyond.
391
RECOMMENDATION 7
That City Council approve the transfer of funds from the FY 2023- 24 General Fund (101) Operating Budget to the State Gas Tax Fund (181) in the amount of $3,300,000, to restore a fund balance deficit in the State Gas Tax Fund for prior year activity, as well as projected budgetary deficits in FY 2023-24 and FY 2024-25. 392
Thank You
393

CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. L.1

DATE: June 4, 2024

TO: City Council

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

SUBJECT: Five Year Capital Improvement Program (CIP) for Fiscal Years 2025-2029. (30 minutes)

RECOMMENDATION

That the City Council provide input on the draft CIP and recommend that the City Council:

1. Hold a public hearing to receive public testimony regarding the proposed 2025-2029 City of Oxnard Five-Year CIP;

2. Approve the existing carryover CIP projects and the proposed new funding as outlined in the staff report for Category 1 projects;

3. Reaffirm the carryover CIP projects in Category 2;

4. Approve the project prioritization lists in Categories 3 and 4 outlined in the staff report and adopt the 2025-2029 City of Oxnard Five Year CIP; and

5. Direct staff to finalize the 2025-2029 CIP and General Fund/Measure O amounts for Category 4 projects once the City’s FY 2024-25 operating budget has been completed as approved CIP funding allows.

(The Public Works and Transportation Committee on April 23, 2024, recommended the item to be forwarded to Council for discussion and review.)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/euF2HZh7l4I

BACKGROUND

The Capital Improvement Program (CIP) is a key planning and budget forecasting document that addresses the City’s capital (or major) infrastructure construction and repair needs over a 5-year rolling horizon. Contained within the present CIP are 124 projects, with 54 of those requesting new funds. The CIP is programmed over five years, with a total value of around $750 million. It should be noted that the CIP does not address routine maintenance activities, as these are typically included under operation and maintenance budgets. Also, certain assets like the City’s vehicle fleet are not included in the CIP. The following are some examples of projects that fall under the umbrella of CIP projects:
• Construction and alteration of buildings
• Information technology (IT) infrastructure
• Stormwater Master Plan Update
• Park construction and playground equipment replacement • Street and alley paving
• Traffic signal and controller upgrades
• Wastewater Treatment Plant improvements
394

The CIP essentially has two components: 1) The capital budget, which is the upcoming spending plan for capital items over a two-year period, and 2), the capital program, which is the roadmap or plan for anticipated yearly capital expenditures that extends five years beyond the first two fiscal years of the CIP. The capital budget will be included as a component of the FY 2024-25 City budget approval process to ensure operational budget needs and capital budget needs for common funds outside of Public Works’ funding sources (i.e., General Fund and Measure O) are coordinated.

Challenges

There are many factors that affect municipal construction projects and, unfortunately, these can adversely impact project prices and schedules. Listed below are some of the present challenges that affect the CIP:
• Aging Infrastructure: The City of Oxnard is over 100 years old, and much of its infrastructure has aged past its useful service life. Streets, storm drains, utilities and buildings all have a limited service life. • Competition for Funding: It should be remembered that the CIP does not account for all of the City’s funding needs; there are many obligations and needs beyond capital projects that require significant financial resources, and it is within the City Council’s judgment and authority to balance these needs with fiscally responsible decisions.
• Inability to Bond for Projects: Traditionally and historically, larger projects were funded through the issuance of municipal bonds that provided the upfront capital needed to perform the work. This common funding mechanism is used by all states, counties, and cities across the country. Unfortunately, this method of financing is presently not available to the City. A lawsuit by Moving Oxnard Forward, a political corporation, has put a freeze on the City’s ability to bond for projects for the immediate future. • Deferred Maintenance: Due to the competition for funding noted above, past capital budgets have not kept up with maintenance and replacement needs to keep City infrastructure at a serviceable level and, as a result, this work was postponed. The outcome of this, predictably, is that the list of projects needing to be completed is long and costly.
• Higher Construction Prices: The construction industry is experiencing increased project costs associated with sharp rises in materials pricing, labor, and higher bids received for construction work. Today’s paving projects, for example, are being bid much higher than in recent years for a comparable amount of work. • Long Lead Times: Since the pandemic, manufacturers have struggled with producing needed products fast enough to meet demand. This is especially true with some of the specialty products and materials that are widely used by municipalities, such as construction vehicles, motors and controls, and fluid handling equipment such as water valves. Some of these long lead times can delay a project by 18-24 months, which typically result in an increase in construction costs.
• Staffing Challenges: Another pandemic-era issue, like in many other workplaces, has been significant numbers of staff leaving City employment for other opportunities. Additionally, the hiring environment remains challenging, especially for highly technical fields such as engineering and project management. The result has been that the pace of capital project initiation and delivery has been slowed; this challenge is further explained, below, under Staff Workload.

Project Prioritization and Funding–What to Do, and When

Since there are many capital projects in the CIP, with limited funding and staffing resources to do them, projects must be sorted and prioritized. However, prioritization is generally not a simple or straightforward task. There are many factors that must be considered that involve things like health and safety, funding sources and their corresponding availability/timing, and City Council priorities. For example, from a health and safety perspective, it would clearly be a priority to keep drinking water systems in good, safe condition before building a park. However, from a funding deadline standpoint, a park project that is paid for by grants may need to be completed much sooner because of the timing requirements associated with the grant money.

To help sort out the challenges and variables that go into determining when a project should be done, staff has developed a recommended process for prioritizing projects in the CIP. The process involves categorizing the project, and then taking more detailed factors into consideration.

395
Functional Categorizations:

When a new CIP project is proposed, it’s functional role within the City is determined, and then is placed into one of the following three priority categories:
• Priority 1 (Health and Safety): These projects are needed to maintain or improve human health or safety. Certain projects that keep the Wastewater Treatment Plant from malfunctioning are related to health, as untreated sewage can lead to critical impacts. Some of the Fire and Police projects fall into this category as well. • Priority 2 (Asset Preservation): These projects are needed to maintain or protect existing assets. Projects like the Residential and Arterial Resurfacing Projects fall into this category. • Priority 3 (New or Expanded Services): These are projects that create something new, like a new park, or increase the capacity of existing facilities, like larger water or sewer lines.

Once placed in these broader priority categories, staff then considers prioritization factors such as:
• Council and Community Priorities: The City Council has priorities for projects that are correlated with the priorities the City Council approved on March 16th, 2021. For example, one of the Council priorities approved on March 16th, 2021 was to “restore proper street paving cycle”. • Grant Funding: Generally, if there is grant funding secured and available, there is an inherent deadline for constructing the project. Letting grant money lapse is always a risk and, because of this, these projects are often given priority over projects that are funded in other, less time-dependent ways (such as with the General Fund). • Urgency: Sometimes an existing asset fails before anticipated, and needs to be done on an accelerated basis. An example would be sewer manholes. Occasionally, these can collapse or fail catastrophically, and the repair must be done fast to restore sewer and road service back as soon as possible. • Staff Workload Capacity and the “Slow Down” Memorandum: Even under hypothetically ideal conditions, such as if the entire CIP were completely and immediately funded, all of the City’s capital projects could not be done at one time due to staff workload capacity; there would not be enough staff resources to handle all of the projects. High recent staff turnover coupled with the workload associated with existing ongoing projects limits the capacity to be able to take on a large amount of new work for at least the next two fiscal years. On February 7th, 2023, the City Council was provided a report from the City Manager that, among other things, recommended modifying the timelines of the Capital Improvement Projects. Addressing a backlog of capital projects, the content of the report established a threshold (or line) where anything “above the line” would move forward within the next couple fiscal years, and projects listed as “below the line” would be put on hold for the immediate future, pending additional staff workload capacity. The intention was to demonstrate the need to temper project delivery expectations and allow the City to catch up with existing projects before moving forward with others. It should be noted that assistants, in the form of consultants, can help ease the workload burden somewhat. However, the use of consultants to help move CIP projects along still requires a staff member to ultimately oversee and manage the project through the City’s procurement and regulation process. • Funding Sources and Bonding Ability: Oftentimes, City CIP projects are paid for with several different funding sources that, in combination, meet the full cost of the project. As an example, a new park could be funded with two or three separate State and Federal grants, City development impact (DIF) fees, and General Funds. As mentioned above, the present inability to issue municipal bonds to fund projects has put an additional constraint on the City’s ability to obtain funds to do projects in a timely manner. At present, the City can no longer issue bonds and, consequently, the immediate capital to fund a large project is not available. Instead, the City has to scrape together existing, non-financed funding sources to pay cash for a given project. Also, aside from any funding challenges, these projects must be able to be done within the existing staff workload capacity.

To make sense of all this, for the present CIP cycle, staff has come up with four different groups of projects, termed “Project Categories” or, simply “Categories” for sorting and prioritizing purposes. These take into account both existing and new projects, funding sources, and the February 7, 2023 City Council Report mentioned above. The Categories are defined as follows:

Category 1:

These are already existing CIP projects and are identified as “above the line” in the Slow Down Memo. These projects 396
are ready to proceed, or are already moving forward, and/or already have funding approved through prior CIP budget processes per the established programming in the CIP;

Category 2:

Existing CIP projects, and identified in the Slow Down Memo as “below the line” or as recommended by City staff to be added as part of this current process. These projects have been previously approved and programmed in the CIP, but the start dates postponed due to the Slow Down Memo;

Category 3:

This category includes newly identified projects that have known funding, and are recommended by staff for inclusion in the CIP. If approved, they will be ready to proceed per the proposed programming in the CIP. Based upon the prioritization outlined above, these projects are recommended to be placed ahead of projects in Category 2;

Category 4:

This last category is made up of both existing and newly identified projects that have no identified funding, or are only partially funded. Some, such as the street and alley paving projects, are related to City Council priorities and are seen as candidates for supplemental funding, such as with General Funds and/or Measure O. These projects are listed in priority order based upon staff’s recommendation. Funds made available for these projects during the citywide operating budget process will establish which, if any, of these projects will move forward in FY 2024/25 and/or FY 2025/26. If funded, based upon the prioritization outlined above, these projects are recommended to be placed ahead of projects in Category

2. See below for additional details about this process.

Generally, prioritization is easiest with Category 1 projects, as they have already been vetted through previous CIP approvals, are funded, and their limiting factor to completion is mostly that of staff workload. On the other hand, prioritization is somewhat less straightforward when considering the other Categories. For example, it must be determined whether a new Category 3 project should be placed ahead of a longer-established Category 2 project. Staff is recommended they be, but this is ultimately a City Council decision. Similarly, some projects in Category 4 are considered high priority, such as the street and alley paving projects, but additional funding would need to be approved by the City Council for these projects to proceed. For such projects, Council must consider whether they should be supplemented with other sources, such as General Funds and/or Measure O.

A list of projects associated with each Category is included as an attachment.

The CIP Development Process

Staff is following a structured approach to prepare the CIP, as follows:

1. Departments identified requested capital improvements and submitted those to the CIP working group in Public Works Engineering. The departments clarified the requested scope of work, and Public Works staff confirmed whether the requested repair or change would be the right fix for the problem.

2. Reviewed projects for conformity with the General Plan, master plans, and other needs assessments.

3. Preliminary review of cost estimates and recommended priorities for funding.

4. Updated the entire CIP document, utilizing the City’s newer Tyler and OpenGov tools.

5. Present the proposed CIP to the PW&TC Committee on April 23rd, 2024 for input and consideration.

6. Present the CIP projects to the Planning Commission. In accordance with Section 65401 of the Government Code, the Planning Commission found all new CIP projects to be in conformance with both the City of Oxnard 2030 General Plan and the City of Oxnard Local Coastal Plan. Since the Planning Commission date has not been held as of the time this staff report was published, a draft of the Planning Commission’s resolution making this finding is attached to this staff report.

7. Present the draft CIP to the City Council for adoption.

8. Return to the City Council with a “receive and file” of the final CIP book after July 1, 2024, if necessary.

DISCUSSION

In addition to introductory narratives and their associated graphics, the CIP document contains the complete set of capital projects, each displayed in a one-page per project format that summarizes the project’s key information. The project 397
pages are organized into six categories: Buildings, Information Technology (IT), Parks and Open Space, Seawalls, Transportation and Drainage, and Utilities. Each of these categories has an identifying icon on the top right of the project sheets and a unique, corresponding color. Within each category, the projects are listed alphabetically. A project page includes the following data:
• The project title
• Location
• Council district(s) impacted (or a project may have citywide benefit) • Project description
• A project location map inset
• Purpose and need
• Relevant category and goal of the General Plan
• Fiscal years the project will span
• Funding source and cost estimate for each fiscal year • Priority level
• Name and contact information for the responsible Project Manager

Although this is a five-year CIP, unless already approved for funding in prior years, only those projects with funds shown in fiscal years 2024-25 & 2025-26 will be considered for new funding. This allows for a two-year development period between CIP updates, ensuring efficient use of staff time between cycles, and better capital project planning since they are not typically one-year projects. Projects in subsequent fiscal years including and beyond 2026-27 will return to the City Council for funding consideration with future CIP updates. Projects that were previously approved by the City Council in prior years that have yet to be finished will continue to be included in the CIP document until their completion.

Projects under Category 4 warrant special consideration, in that they are important and a majority of them correlate to City Council priorities; however, the amount of funding available in FY 24/25 (and FY 25/26) is limited due to other competing operating priorities and the inability to fund projects via the issuance of bonds. As such, the funding of Category 4 projects will be contingent upon the final disposition of the City’s overall operating budget. Stated another way, once the City’s overall operating budget is approved, knowing any available funds that are left to be used for projects in Category 4 will allow Public Works staff to determine which of these projects can be approved for funding and which cannot, i.e. “where to draw the line”. At a minimum, Public Works staff recommends funding the street paving projects in Category 4 to ensure the current Pavement Condition Index for the City does not drop off below its present Pavement Condition Index (PCI) of 67. In the case of these paving projects, this amounts to approximately $17 M. Lastly, it should be noted that projects listed in Category 4 are listed in an order of priority per staff recommendation and, once approved by City Council, will be funded in that order until the leftover General Funds are accounted for or as modified by the City Council.

On a parallel track to the CIP process, Public Works staff is working toward holding a number of Neighborhood Council meetings to discuss with them the use of Quimby funds for parks. The reason this process is being handled outside that of the CIP is that staff recommends the Quimby effort include targeted public outreach to gather input from the neighborhoods, as well as comments from the Parks/Recreation Commission; the timeline for accomplishing this is well outside that of the CIP. Once the parallel Quimby process is complete, any new parks projects will be added to the CIP via a separate action item to PWTC and City Council later this calendar year. To accommodate the potential for new projects, the CIP will allow for keeping some staff workload capacity available until the Quimby parks projects are finalized.

Generally, projects in Category 1 will require no further discussion, as they are already established and funded in the CIP. Conversely, the projects in the other Categories will require some level of consideration, particularly with Category 4 projects, as discussed above, to establish funding priority.

In summary, the steps to adopt the CIP are as follows:

1. The City Council receives project lists and staff recommendations regarding funding priority for Categories 2, 3, and 4

2. City Council approves staff recommendations, or direct staff to incorporate changes; 398

3. City Council approves final list of projects and funding (with changes, if necessary);

4. City Council adopts the CIP projects and funding amounts, including the proposed amounts of General Fund and Measure O funds to be directed to the CIP, should those funds be realized during the Operating Budget process

There are a number of CIP projects that have been completed, or that will be complete by July, 2024; a list of these is included as an attachment to this staff report.

Please note that the following items from the Public Works and Transportation Committee staff report have been updated.

1. New Senior Center: Updated current construction rough order of magnitude estimates to better reflect present-day costs and proposed out-year funding recommendations

2. ATS - PD Generator: This project was previously listed in two different places in the documents presented to the PWTC and now is consolidated into one project listing. This was done because both previous projects were different aspects of work (“project within a project”) for the same generator unit.

3. Wilson Park: Added to CIP list. This is partially funded/included under another CIP project (Playground Replacement) but warrants its own listing due to the larger scope of improvements needed beyond the replacement of playground equipment.

4. Estimates for Fire Station #3 were re-programmed to FY 2026-27 to reflect the current estimated timeline and expected bond revenue for this project.

5. Estimates for the Aquatic Center were re-programmed to FY 2027-28 to reflect the current estimated timeline and expected bond revenue for this project.

6. Sports Park project added to Category 3 to reflect $1.5M in designated funding previously approved by the City Council.

7. Greenbelt LMD 43 Lighting Replacement: Re-program funding from FY 2024-2025 to FY 2028-2029, and reduce the allocated amount from $225k to $175k.

8. Seabridge Light Replacement: Move to Category 4 Unfunded list. Community has requested that Special Districts re-scope this project.

9. Oxnard Trail Light Replacement Phase II: Move to Category 4 Unfunded list. Special Districts has requested this project be moved to Category 4 Unfunded, to allow for the collection of funds through the assessment process.

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 fiscal impact is outlined in the project sheets for each of the proposed and continued CIP projects.

There is no financial impact for Category 1, because these projects have been previously approved by City Council, with funding allocated at that time, and no new amounts are being requested.

Category 2 is very similar; these projects have been approved, and their funding has been allocated already. Notably, these Category 2 projects were approved by Council to be lower priority such that they were placed “below the line”, to be done at a later time.

Category 3 projects include those that were recently proposed for this present CIP cycle by the various Departments. Projects in this category have funding identified and are of such a priority that staff suggests that this Category of projects be given a higher priority than Category 2.

Category 4 is a list of projects, some with high priority, that presently have partial or no new identified funding associated with them. Staff recommends that these be funded, in order of listed priority, once the budget cycle is finished and it is known how much, if anything, remains in the General Funds/Measure O from the operating budget. Priority of some of the projects, particularly the paving projects, is such that staff recommends that they be placed in priority ahead of those 399
in Category 2.

Additionally, projects approved by the City Council in prior fiscal years that have not yet been completed will have their respective unencumbered budgets rolled forward.

COMMITTEE OUTCOME

The Public Works and Transportation Committee took action on April 23, 2024 to forward the agenda item to the City Council for review and discussion as outlined in the staff report. The Committee chose not to provide staff with any direction or comments related to the recommended actions during their meeting because it was agreed that the full Council should be present for the consideration of these items.

Prepared by: Morgan Kessler, City Engineer

ATTACHMENTS

1. CIP Planning Resolution DRAFT

2. Sample Project Sheet_C2205 - 223102 Arterial Street Resurfacing

3. Sample Project Sheet_C2523 - Oxnard Historic Farm Park Playground Replacement

4. CIP 24-29 Projects By Category - Category 1 - Above the Line Projects

5. CIP 24-29 Projects By Category - Category 2 - Below the Line Projects

6. CIP 24-29 Projects By Category - Category 3 - New Projects with Identified Funding

7. CIP 24-29 Projects By Category - Category 4 - New and Existing Projects with Partial or No New Identified Funding

8. Fiscal Year 23-24 Accomplishments

9. Presentation

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RESOLUTION NO. 2024-__

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF OXNARD FINDING THAT ALL OF THE PROJECTS IN THE PROPOSED 2025-2029 CITY OF

OXNARD FIVE YEAR CAPITAL IMPROVEMENT PROGRAM ARE IN CONFORMITY WITH THE 2030 GENERAL PLAN AND COASTAL LAND USE PLAN
WHEREAS, the Oxnard Planning Commission approved a Resolution on XXXX, 2024, finding that the projects listed in the 2025-2029 City of Oxnard Five Year Capital Improvement Program (the “2025-2029 CIP”) were in conformity with the City’s 2030 General Plan and Local Coastal Land Use Plan; and
WHEREAS, the 2025-2029 CIP is designed to serve as both a financial and project planning document; and
WHEREAS, Government Code Section 65401 requires that the Planning Commission review all capital projects that will be planned, initiated or constructed during the ensuring fiscal years for conformity with the General Plan and Local Coastal Land Use Plan; and WHEREAS, Government Code Section 65402 requires that real property acquisition or disposition, street vacation or abandonment, public building or structure construction be consistent with the General Plan and Local Coastal Land Use Plan as to location, purpose and extent; and
WHEREAS, the 2025-2029 CIP identifies various potential public projects, which are consistent with the 2030 General Plan and Local Coastal Land Use Plan; and WHEREAS, the 2025-2029 CIP adds projects that were not previously included in previous versions of the CIP; and
WHEREAS, the 2025-2029 CIP General Plan and Coastal Land Use Plan conformity determination report is not a “project” subject to review under the California Environmental Quality Act (CEQA) because it can be seen with certainty pursuant to CEQA Guidelines Sections 15061(b)(3) and 15378(b)(4) that there is no possibility that a determination of General Plan and Local Coastal Land Use Plan consistency report may have a significant impact on the environment as the proposed 2025-2029 CIP is a government funding document that does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment; and
WHEREAS, as required by CEQA, environmental review will be conducted prior to construction of the individual projects identified within 2024-2029 CIP. Any required environmental documents will be prepared pursuant to CEQA as part of project permit 401
Resolution No. 2024-XX
processing or at any other point in time as required by CEQA.

NOW THEREFORE, BE IT RESOLVED that the Planning Commission of the City of Oxnard reviewed the proposed 2024-2029 CIP and finds that all of the projects within that 2024-2029 CIP conform with the 2030 General Plan and Local Coastal Land Use Plan.

PASSED, APPROVED and ADOPTED by they Planning Commission of the City of Oxnard on this XXXXh, 2024, by the following vote:

Ronald Arruejo, Chair
I hereby certify that the foregoing is a true copy of a Resolution adopted by the Planning Commission of the City of Oxnard at a meeting held this XXXX, 2024, and carried by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Joe Pearson II, Secretary
402
Multiple
Council District(s): Citywide
Project Description:

Preventative maintenance for several arterial streets
throughout the City.

Purpose and Need:

This project aims to maintain the City's arterial pavement at the target PCI to prevent premature deterioration.

PREVIOUS CAPITAL IMPROVEMENT PLAN FUTURE
FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030
Funding
101 - 101 - GENERAL FUND $4,950,392 $7,200,000 $7,200,000 $0 $0 $0 $0 104 - 104 - HALF CENT SALES TAX - MEAS O $3,328,400 $0 $0 $0 $0 $0 $0 185 - 185 - ROAD MAINT & REHAB ACT FUND (RMRA) $9,664,284 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $0 314 - 314 - 2014 LEASE REV BOND FUND $0 $0 $0 $7,200,000 $7,200,000 $7,200,000 $0 315 - 315 - 2006 TAB HERO/SW/ORMOND FUND $975,066 $0 $0 $0 $0 $0 $0 FUNDING TOTAL $18,918,142 $9,200,000 $9,200,000 $9,200,000 $9,200,000 $9,200,000 $0 Responsible Staﬀ Member:

Asitha Withanage
Title: Senior Civil Engineer
Phone: (805) 385-7880
Email: [email protected]
Arterial Street Resurfacing
DRAFT
403
1280 Opalo Dr
Council District(s): 3
Project Description:

Replace the existing playground structure and surfacing generally within the existing playground footprint within LMD

51. Phase:

Pla nning/De s ign FY 2 5 - 2 6 , $ 1 00,000.00
Cons tr uction FY 2 6 - 2 7, $ 4 00,000
Purpose and Need:

The existing play equipment has reached the end of its useable life and is in need of replacement.

PREVIOUS CAPITAL IMPROVEMENT PLAN FUTURE
FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030
Funding
120 - 120 - MAINT ASSMNT DIST LMD/CFD $0 $0 $250,000 $250,000 $0 $0 $0 FUNDING TOTAL $0 $0 $250,000 $250,000 $0 $0 $0
Responsible Staﬀ Member:

Brandon Lopez
Title: Project Manager
Phone: (805) 200-5405
Email: [email protected]
Oxnard Historic Farm Park Playground
Replacement
DRAFT
404
CATEGORY 1: Above the Line Projects
Buildings
Parks & Open Space
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 1 City Hall and Annex Exterior
Improvements
Assess the existing City Hall & Annex buildings structure and enhance the exterior facade.

The exterior of City Hall is in need of remidiation and repair.

Enhacements to the facade will also help aesthetically unify City Hall with the adjacent City campus buildings.
2 Civic Center West Wing Building
Improvements
Replacement of the roof, repair of the elevator, asbestos removal in ceiling tiles and flooring on the 2nd and 3rd floors, and repair of the heating, ventilation and air
conditioning (HVAC) as well as the energy management
system (EMS) for the entire Civic Center West Wing
building.

The top two floors of the Civic Center West Wing are
currently unoccupied due to the presence of asbestos
material in the ceiling system and floors, a leaking roof, and an unreliable elevator and HVAC system.
3 CUPA Improvements at River Ridge
Golf Course
Implement required CUPA improvements to existing fuel
tanks located at River Ridge Golf Course
Improvements are required by Certified Unified Program
Agency (CUPA) which is a local agency certified by CalEPA to implement and enforce six state hazardous waste and
hazardous materials regulatory management programs.

Golf Course Operating
4 Police Station Emergency Backup
Generator
Replace the existing generator at Police Headquarters with a 305kW generator.

The new generator will allow this critical facility to retain its serviceability in the event of a power outage and continue performing its required public safety and emergency
operational functions.
5 Fire Station 4 Rebuild
Rebuild Fire Station 4 to expand apparatus bays, staff
dormitories, parking for staff, offices and storage for personal protection equipment.

Development of mid-rise buildings and the increased
population in the City’s north end require a fire truck response to calls. Currently, Fire Station 4 cannot
accommodate the apparatus or personnel and must be
rebuilt to best protect life and property in the area.
6 Fire Station Alerting System
Replacement
Replace aging and failing fire alerting system at six fire stations.

The current alerting systems are no longer manufactured; three are borrowed from Ventura County Fire. Alerting
systems announce over a loudspeaker that a 911 call has occurred and trigger the response.
7 Oxnard Aquatic Center
Construct a state-of-the-art aquatic facility in South Oxnard featuring a 50-meter competition pool and recreation pool(s) designed for use by all ages, abilities, and levels of
experience.

Provide social, recreational, and fitness opportunities to Oxnard residents with the ability to host local classes and regional competitions.
8 Oxnard Fire Stations No. 2, 3, 5 Construct new expanded Fire Stations No. 2, 3, and 5.

Fire Stations No. 2, 3, and 5 have reached the end of their serviceable life and must be rebuilt in order to ensure the Fire Department has adequate facilities and resources to best protect life and property throughout the City.
9 Oxnard Transit Center Improvements
This project consists of upgrades to the signage, new
landscaping, interior building renovations, upgrades to the exterior security lighting and security cameras, and ADA improvements.

The Oxnard Transit Center is heavily used daily by
commuters and tourists and these parking lots are in poor condition with numerous cracks and potholes. Additionally, the lighting and security cameras would improve safety for the users.
10 River Ridge Clubhouse Roofing
Replacement and Exterior
Improvements
Replace roof and damaged decorative/structural beams on exterior of the River Ridge Clubhouse Facility including painting the exterior of the facility.

The facility was originally built in 1986, and the roof along with all exterior design features and structural supports have never been replaced or inspected. Replacement of this roof and support beams will work towards asset preservation and prevent future more costly repairs.

Golf Course Operating
11 Durley Park Improvements
Restoration to Durley Park and the addition of amenities including a new bike pump track, skate park, and a
community walking track.

This project will utilize the State Park Program grant funds to increase recreational opportunities and enhance Durley
Park.
$ 7,092,300
12 Central Park Fountain Control Room
Renovation
The Central Park Fountain needs several repairs including replacing the existing fountain control system and placing the controls above ground, waterproofing the underground vault, upgrading the fountain lights to LED, repairing the water level auto-filler, repairing the chemical injection system pressure, and replacing the pressure differential.

This project would bring the fountain into working order. The current fountain control system is over 10 years old and certain parts of the system are no longer manufactured. 13 Community Center East Park
Improvements
Replace the play structure, install new LED security lighting throughout the park, resurface the parking lot, construct a new restroom, and install new park amenities.

The playground was built in the 1980s and is in need of replacement, additional lighting is needed for added park security, and placing the new restroom closer to the parking increased convenience and safety.
14 Playground Replacement Replacement of 6-7 aging and damaged playgrounds at various parks located throughout the City every Fiscal Year.

Many of the City's playgrounds are dilapidated and in need of replacement to ensure children have a safe place to play. $ 600,000 $ - $ - $ -
$ 4,300,000 $ - $ - $ -
$ 150,000 $ - $ - $ -
$ 1,491,115 $ - $ - $ -
$ 5,250,000 $ - $ - $ -
$ 750,000 $ - $ - $ -
$ 5,000,000 $ - $ 57,000,000 $ -
$ 3,517,589 $ 22,000,000 $ - $ -
$ 2,265,000 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ -
$ 600,000 $ - $ - $ -
$ 857,922 $ - $ - $ -
$ 4,137,600 $ - $ - $ -
$ - $ -
$ - $ -
$ 150,000 $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 1,200,000 $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
1 405
Parks & Open Space (Continued)
Information Technology
Transportation & Drainage
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 15 Campus Park Activation
Activate Campus Park and construct a new BMX pump
track, skate park, basketball courts, pelota Mixteca court, playground, performing arts amphitheater/pavilion, multi-use field/meadow, community garden, public art, walking trails, creek, parking lot and stormwater improvements, and
lighting and landscaping throughout the park.

This project will utilize the State Park Program Round 3 grant funds to increase recreational opportunities in the Fremont South and surrounding neighborhoods.
16 Campus Park Enhancement (Ph. III)
Funding for Phase III elements of Campus Park. Includes the dog park area, community garden, signage, restroom, landscaping, irrigation, hardscaping. Uses some of Ph. II as match.

Campus Park requires additional funding to complete.
17 Seaview Park Improvements
Install new walking path/track, new LED lighting and new restrooms. New all-inclusive play area to accommodate
ages 2 through 5 and ages 5 though 12 years old.

New improvements will help meet the demand for the
increased use at this park.
18 Skatepark in Colonia Construct a new skatepark in La Colonia capable of hosting professional-level sanctioned skating events.

The creation of a skatepark suitable for Professional-level athletes and others that would serve as a regional
destination able to host various sanctioned events.
19 Oxnard Tennis Center Improvements Reconstuction of eight tennis courts at the Oxnard Tennis Center.

The tennis courts have reached the end of their useful life.

They are cracked and lifting and many have become
unusable.
20 Pleasant Valley Park Playground Replacement of the aging and damaged playground at Pleasant Valley Park.

The Pleasant Valley Park playground is dilapidated and in need of replacement to ensure children have a safe place to play.
21 Riverpark Irrigation Control System
Replacement
Replace irrigation control systems including pumps and
VFDs.

Many of the Riverpark irrigation control systems are past their usable life spans of eight years and are starting to malfunction. Also, Riverpark panels are on a 2G network, but the manufacturer no longer supports this product.
22 Greenbelt LMD 43 Lighting
Replacement
Replace the outdoor lighting along the greenbelt off Williams Drive in Landscape Maintenance District (LMD) 43.

LMD 43 has a lighting system with an aging infrastructure where replacement fixtures are not available. A complete replacement is needed.

LMD 43
23 Upgrade Citywide Radio Infrastructure
Upgrade the citywide police radio infrastructure to a Project 25 (P25) system to support interoperable two-way radio
products.

P25 radios are a direct replacemet for exisitng analog radios and the citywide antenna upgrade will allow for use of the new equipment along with the transfer of both data and
voice among police officers and dispatchers.
24 Rice Avenue & Fifth Street Railroad
Grade Separation
Construct a six-lane bridge on Rice Avenue over Fifth
Street/State Route 34 and the Union Pacific Railroad tracks.

Project will also include Class II street bicycle lanes, signal improvements at Sturgis Road, and ADA improvements.

Improve safety by eliminating at-grade railroad crossing. Grants 25 4th Street Mobility Improvements
Widen sidewalks, replace and upgrade streetlights, install Class I and IV bike lanes along 4th Street from Oxnard Blvd. to C Street, and improve bus stop at 4th Street and B Street.

Includes installation of restrooms adjacent to parking
structure and upgrades to the OTC, which will include bike lockers, improved walkways and better overall accessibility and visibility.

This project is intended to promote and accommodate more pedestrians and bicyclists to access downtown Oxnard by utilizing this portion of 4th Street. Improvements are
intended to enhance connectivity of the Oxnard Transit
Center and expand local and regional use.
26 Etting Road Bicycle & Pedestrian
Facilities Installation
Install new Class II street bike lanes, sidewalks, crosswalks, flashing pedestrian beacons, and ADA improvements along Etting Road. Project estimate was increased by 30% due to construction cost increases from previous fiscal year.

Improve bicyclist and pedestrian safety and convenience. 27 Oxnard Boulevard Bicycle Facilities
Installation
Install Class II street bicycle facilities on Oxnard Boulevard from US 101 to Gonzales Road. Project will also add
sidewalk, signing, striping, and ADA improvements. Project estimate was increased by 30% due to construction cost
increases from previous fiscal year.

Provide bicycle facilities identified in the City's Bicycle and Pedestrian Facilities Master Plan and improve convenience and safety for bicyclists and pedestrians.
28 Ramona Preschool Pedestrian
Crossing Enhancements
Install curb extensions, crosswalks, flashing pedestrian beacons, signage, and ADA improvements at intersections adjacent to Ramona Preschool.

Install pedestrian facilities at intersections adjacent to Ramona Preschool to enhance crosswalks and increase
school-age pedestrian safety.
29 Stormwater Catch Basins Full Capture
Devices
Install full-capture trash devices in storm water catch basins to prevent trash from entering adjacent waterways.

This is a requirement for compliance with the State trash amendment and the Municipal Separate Storm Sewer
System (MS4) permit.
$ 8,500,000 $ - $ - $ -
$ - $ 3,976,000 $ - $ -
$ 2,227,623 $ - $ - $ -
$ 4,500,000 $ - $ - $ -
$ 1,500,000 $ - $ - $ -
$ 600,000 $ - $ - $ -
$ 480,000 $ - $ - $ -
$ 75,000 $ - $ - $ 175,000
$ 4,000,000 $ - $ - $ -
$ 6,491,096 $ - $ - $ -
$ 5,126,675 $ - $ - $ -
$ 1,719,222 $ - $ - $ -
$ 2,747,978 $ - $ - $ -
$ 640,936 $ - $ - $ -
$ 830,000 $ - $ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 95,900,000 $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
2 406
Transportation & Drainage (Continued)
Utilities
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 30 US 101/Del Norte Interchange
Upgrade
Update the previous Project Report (2007) and
environmental work for the US 101/Del Norte Interchange.

The initial work will update previous design details and environmental review to help recommend a preferred
alternative to move to the next stage in the Caltrans project approval process.

Bridge was determined to be in need of upgrading by
Caltrans.
31 Bicycle & Pedestrian Facilities
Install Class II and Class III street bicycle lanes, bicycle detection, and pedestrian improvements including curb
extensions, signage, striping and ADA improvements within the Northeast Community and along Cloyne Street.

To improve bicyclist and pedestrian safety.
32 Downtown Bus Stop Improvements Downtown Oxnard Transit Amenities Improvements This project will improve bus stop amenities by adding bus shelters, seating, lighting, real-time arrival signs, bike racks, and trash receptacles.

Grant
33 Adaptive Traffic Signals
Install additional vehicle detection and increase
underground conduit sizes at 33 traffic signals to allow for adaptive signal software. The project also includes new traffic counts needed to establish baseline measurements and calibrate the system operations.

City Council already approved an adaptive traffic signal system on Rose Avenue and Gonzales Road for all 33
signalized intersections. Traffic signal system cabinet controllers were replaced with adaptive controllers in FY 20-21. The remaining items allow for completion of the
project.
34 Citywide Intersection Improvements
Construct traffic signal improvements at ten intersections:

Rose/Bard, Ventura/Doris, Rice/Camino del Sol,
Gonzales/Solar, Gonzales/Lombard, Harbor/Fifth, C
Street/Pleasant Valley, Saviers/Laurel, Rose/Camino del Sol, and Vineyard/Esplanade. Work including new signal
poles, mast arms, signal heads, protected left-turn phasing, LED lighting, and detection loops.

Upgrade existing traffic signal standards and improve
sidewalk facilities to improve traffic flow and safety. 35 Five Points Intersection Traffic Signal
Rehabilitation
Perform Immediate Rehabilitation Needs Such as Wiring,
Cabinet, communications, head replacements.

Upgrade existing traffic signal standards and improve
sidewalk facilities.
36 Intelligent Transportation Systems
(ITS) Traffic Signal Improvements
Modernize the existing Traffic Signal technology and
incorporate Intelligent Transportation System (ITS)
upgrades.

ITS technologies advance transportation safety and mobility and enhance driver productivity by integrating advanced communications technologies into transportation
infrastructure and vehicles.
37 Oxnard Boulevard & Saviers Road
Signal Improvements
Construct traffic signal improvements at five intersections along Oxnard Boulevard and Saviers Road: Oxnard/Fifth,
Saviers/Elm, Bryce Canyon, Bard, and Pleasant Valley
Road. Project includes new signal poles, mast arms, signal heads, protected left-turn phasing, LED lighting, and
detection loops. Project estimate was increased by 30% due to construction cost increases from previous fiscal year.

Upgrade existing traffic signal standards and improve
sidewalk facilities to improve traffic flow and safety. 38 Safe Routes to School Safety and
Enhancements
Install pedestrian facilities at several schools including Curren Elementary, Fremont Middle, Harrington Elementary, Kamala Elementary, and Lemonwood Elementary.

Education and encouragement non-infrastructure work will include schools Citywide.

Install pedestrian facilities at intersections adjacent to Schools to enhance crosswalks and increase school-age
pedestrian safety.
39 Stormwater Conveyance
Improvements along Oxnard
Boulevard
Install an approximately 250 foot long concrete v-ditch along Oxnard Boulevard to the north of Pleasant Valley Road and replace the existing wall along the drainage channel
This project will help improve drainage in the Southeast neighborhood
40 Storm Drain Improvements Citywide Update to City Master Plan of Drainage to identify areas within the storm drain system seeking improvement.

This project would improve drainage in several areas
throughout the City as noted by the Storm Drain Master
Plan.
41 Wastewater Collection: Gravity Main
Improvements
This project addresses aging infratructural and operational constraints identified in the 2016 Integrated Master Plan. Infrastructure and Community Services State Revolving Loan 42 Wastewater Collection: Sewer
Manhole Rehabilitation and
Replacement
This project addresses aging infratructural and operational constraints identified in the 2016 Integrated Master Plan. Infrastructure and Community Services Wastewater Enterprise Fund 43 Wastewater Collection: UPRR Central
Trunk Sewer Pipe Replacement
Replace damaged section of the Central Trunk sewer
pipeline and rehab exiting manholes at the Fifth Street railroad crossing. All work shall be completed in coordination with the Union Pacific Railroad (UPRR)
Constructed in 1960s, the central trunk sewer pipeline at the Fifth Street railroad crossing was damaged during the March 2017 storm event. As a short-term solution, the City installed a temporary sewer pipe. This project will replace the
damaged line with a new sewer main in compliance with
UPRR standards.

Wastewater Enterprise Fund
44 Water Distribution: Automated Meter
Infrastructure Replacement
Replace the City's water meters and reading system with Advanced Meter Infrastructure (AMI) to increase reliability, capture low flows, reduce operational costs, and improve customer access to water usage information.

This project will modernize the City's system as most of the 43,000 meters are beyond their useful life cycle and the technology is obsolete. Greater water conservation will be possible as customers can access their water consumption data.
$ 250,000 $ - $ - $ -
$ 1,654,187 $ - $ - $ -
$ 175,835 $ - $ - $ -
$ 1,852,000 $ - $ - $ -
$ 2,998,600 $ - $ - $ -
$ 100,000 $ - $ - $ -
$ 750,000 $ - $ - $ -
$ 1,692,315 $ - $ - $ -
$ 1,981,000 $ - $ - $ -
$ 800,000 $ - $ - $ -
$ 1,150,000 $ - $ - $ -
$ 1,000,000 $ - $ - $ -
$ 810,000 $ - $ - $ -
$ 3,250,528 $ 1,600,000 $ - $ -
$ 21,725,000 $ - $ - $ -
$ - $ -
$ - $ -
$ 540,559 $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 5,000,000 $ -
$ 3,000,000 $ 500,000
$ - $ 2,000,000
$ - $ -
3 407
Utilities (Continued)
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 45 Wastewater OWTP: Outfall Repair Repair multiple cracks in the OWTP Outfall and replacement of the outfall balast.

This project addresses cracks that were discovered during the 2021 and 2022 annual inspections of the OWTP Outfall. Wastewater Enterprise Fund 46 Wastewater OWTP: Primary Clarifiers
and Activated Sludge Improvements
The project includes structural improvements to both
processes, an odor control system on the primary clarifiers, improved access and safety measures, a new aeration
system in the activated sludge basins, and overall
improvements to each treatment process.

This project addresses aging infratructural and operational constraints identified in the 2016 Integrated Master Plan.

Changes to the treatment process will allow for the
decommissioning and demolition of the bio-towers.

State Revolving Loan
47 Environmental Resources: Scale
House and Truck Weigh Scale
Replacement
Construct a new scale house at the Del Norte Regional
Recycling and Transfer Station and replace the Truck Weigh Scales.

The project will enhance functionality of the facility and improve scale house operations, truck weigh scale accuracy and performance, and vehicle circulation issues.
48 Recycled Water: AWPF Improvements
and Expansion
Improvements at the AWPF to improve operations and
additional treatment to optimize indirect potable reuse.

Expansion of the AWPF to 15 million gallons per day.

As a key element of the City's Groundwater Recovery
Enhancement and Treatment (GREAT) Program, the
Advanced Water Purification Facility (AWPF) improvements will fully utilize recycled water to provide supply resiliency and cost stabilization for the future
Water Resource Fee
49 Wastewater Collection: Lift Station
Improvements
Improvements to multiple lift stations within the wastewater collection network includes new electrical panels and
controls, wet well coating, improved site security and
access, flow meter, pump and pipework replacement, and
site improvements.

In November of 2020 a condition assessment of each lift station was completed by City Staff. Following the
assessment a scope of work for each lift station was
developed and prioritized.

Wastewater Enterprise Fund
50 Wastewater OWTP:

Digester/Cogeneration Improvements
Rehabilititation of the anaerobic digesters at the OWTP. This project will be completed in phases, starting with Digestor No. 1 and finishing with Digester No. 3.

This project addresses aging infratructural and operational constraints identified in the 2016 Integrated Master Plan. Wastewater Enterprise Fund 51 Wastewater OWTP: Effluent Pump
Station Improvements
The project includes a pump assessment and gravity outfall efficiency study and system improvements.

The effluent pump station building is currently in disrepair, the gas powered engines are no longer supported, and
spare parts are not available. This project will explore the feasibility of a gravity outfall to the ocean in an effort to increase the overall reliability of effluent disposal.
52 Wastewater OWTP: Headworks
Variable Frequency Drives (VFD)
Replacement
Replacement of four (4) existing variable frequency drives (VFD) located at Headworks area of the Oxnard Wastewater Treatment Plant (OWTP).

The VFDs at the Headworks area of the OWTP are aging
and unreliable. They need to be replaced in order to keep the treatment facility in functioning order.
53 Wastewater OWTP: Reliability
Improvements
This project includes a new electrical building, a new
maintenance storage building, rehabilitation of digester No. 2, rehabilitation of headworks, improvements to site piping, replacement of motor control centers, a new SCADA
system, security cameras, and new fences.

This project addresses aging infratructural and operational constraints identified in the 2016 Integrated Master Plan. State Revolving Loan 54 Water Campus: Security
Improvements
Upgrades to cameras, fencing and access control at the
Water Yard and at all water blending stations.

Security upgrades are required at the Water Yard and at blending stations as the existing infrastructure is
deteriorating and compromised.
55 Water Distribution: Hobson Park East
Neighborhood Cast Iron Pipe
Replacement
Replace aging cast iron waterline pipes in the Hobson Park East Neighborhood.

This project systematically replaces identified aging cast iron waterline pipes at risk of failure. Waterline pipe replacement projects will be synchronized with street resurfacing projects to minimize costs.

Water Enterpirse Fund
56 Water Distribution: Kamala Park
Neighborhood Cast Iron Pipe
Replacement
Replace aging cast iron waterline pipes at various locations throughout the City.

Water Enterpirse Fund
57 Water Production: Blending Station 1
ATS and Panel Replacement
Replacement of Blending Station 1 automatic transfer switch and electrical panel.

The existing automatic transfer switch has failed. The
existing electrical panel was installed in the 1970's and is rated for less than the Edison feed to the panel.

Water Enterpirse Fund
58 Water Production: Blending Station
Upgrades
Improvements to multiple blending stations within the water production network includes mechnical, electrical and
plumbing (MEP) upgrades, improved site security and
access, variable frequency drive (VFD) replacement, and reconfiguration/replacement of pipework and
appurtenances.

Upgrading facility to ensure reliability of potable water supply.
59 Water Campus Ammonia Storage
Tank Replacement & Roof Repairs
Assess, prioritize, and replace existing chemical storage tanks that have exceeded their useful life.

The majority of chemical storage tanks maintained by the Water Division have exceeded the typical useful life and replacement of chemical tanks is required approximately every ten years.

Water Enterpirse Fund
60 Water Production: Groundwater
Desalter Improvement Project
Repair and replacement of existing equipment, including replacement of membranes (required every five to seven
years) and installation of valves and actuators to allow clean-in-place automation. Discharge piping and site civil improvements are also required. This project includes a pilot study and design for brine minimization to maximize the yield of potable water.

The City's existing desalter requires upgrades to maintain continuous operation and extend the life of the asset. Water Enterpirse Fund 61 Water Production: System SCADA
Improvements
Replace control cabinets, software installation, and
programming, network upgrades and control room upgrades related to the supervisory control and data acquisition (SCADA).

SCADA allows for remote monitoring and control of various processes and equipment. SCADA upgrades are required at the Water Yard as the existing hardware and software is nearing the end of its useful life and many parts are now obsolete.

Water Enterpirse Fund
$ 1,500,000 $ - $ - $ -
$ 8,102,584 $ 500,000 $ - $ -
$ 3,626,216 $ - $ - $ -
$ 250,000 $ - $ - $ -
$ 6,080,000 $ 4,000,000 $ - $ -
$ 100,000 $ 7,000,000 $ 1,500,000 $ 7,000,000
$ 7,250,000 $ 7,000,000 $ - $ -
$ 4,000,000 $ - $ - $ -
$ 61,563,887 $ - $ - $ -
$ 969,000 $ - $ - $ -
$ 355,800 $ 5,700,000 $ - $ -
$ 1,315,900 $ 13,300,000 $ - $ -
$ 479,000 $ - $ - $ -
$ 1,203,000 $ 350,000 $ - $ -
$ 200,000 $ - $ - $ -
$ 3,348,654 $ - $ - $ -
$ 1,200,000 $ - $ - $ -
$ - $ 2,000,000
$ 21,000,000 $ 21,000,000
$ - $ -
$ 250,000 $ 750,000
$ 3,700,000 $ 500,000
$ 500,000 $ 1,000,000
$ - $ -
$ - $ -
$ 22,000,000 $ 22,000,000
$ - $ -
$ 300,000 $ 5,700,000
$ 700,000 $ 13,300,000
$ 50,000 $ -
$ - $ -
$ 350,000 $ -
$ 1,000,000 $ 7,000,000
$ 2,000,000 $ -
4 408
Utilities (Continued)
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 62 Wastewater OWTP: Secondary
Sedimentation Tank Mechanical
Equipment Replacement
This project involves the replacement of aging and
malfunctioning mechanical equipment in the secondary
sedimentation tanks at the Oxnard Wastewater Treatment
Plant, with the aim of enhancing operational efficiency, ensuring compliance with environmental regulations, and improving the quality of treated effluent.

Existing mechanical equipment has ceased to perform
optimally since it is beyond its service life. The objective is to install new equipment that improves the sedimentation
process efficiency.

Wastewater Enterprise Fund
63 Environmental Resources: Roof
Replacement - Del Norte Facility
Replace the roof at the Del Norte Regional Recycling and Transfer Station including windows, vents, rain
gutters/plumbing, and other related roof infrastructure.

Replace roof to prevent damage to structures and
equipment and to maintain safe working conditions. Solid Waste Enterprise Fund 64 Recycled Water: Aquifer Storage and
Recovery (ASR) / Injection Well Field
Construct additional aquifer storage and recovery (ASR) wells to increase system capacity.

As a key element of the City's Groundwater Recovery
Enhancement and Treatment (GREAT) Program, this ASR
program will fully utilize recycled water to provide supply resiliency and cost stabilization for the future.
65 Recycled Water: Aquifer Storage and
Recovery (ASR) Completion
Complete first aquifer storage and recovery (ASR) well and regulatory testing to demonstrate that water injected at this location meets indirect potable reuse requirements per the approved RWQCB permit.

Resource Development Fee
66 Water Distribution: Oxnard Conduit
Replacement Project
Replacement and redundancy for a 45-inch diameter
transmission line from Calleguas Municipal Water District to the City of Oxnard.

The City’s water supply is heavily dependent on State Water Project water delivered through Calleguas Municipal Water District. The existing transmission main is a non-standard 45” diameter cement mortar lined steel pipe. This project is required to add redundancy to the system and eliminate a single point of failure.

Water Entreprise Fund and Grant
67 Wastewater OWTP: Maintenance
Office Building, Machine Shop, and
Storage
The project includes the expansion and remodel of the
existing maintenance building.

The existing maintenance building was constructed in 1978, is no longer suitable for the number of staff housed within the building, and is experiencing age related issues
including plumbing failures and roof leaks.

Wastewater Enterprise Fund
68 Wastewater OWTP: Interstage Pump
Station and Bio-tower Demolition
Reconfiguration of pipework, pumps, and appurtenances to better suit the flow conditions and replace aging and failed mechanical equipment.

Interstage pump station is used to pump effluent from the OWTP to the ocean outfall. Reduced flows due to
conservation and aging/failed equipment require upgrades to the entire station.

Wastewater Enterprise Fund
$ 948,477 $ - $ - $ -
$ - $ 3,000,000 $ 3,750,000 $ -
$ - $ - $ 1,500,000 $ -
$ 7,479,342 $ - $ - $ -
$ 907,000 $ 20,000,000 $ 20,000,000 $ -
$ 3,350,000 $ 3,250,000 $ - $ -
$ - $ 5,000,000 $ 5,000,000 $ 2,000,000
$ 1,000,000 $ -
$ - $ 750,000
$ - $ -
$ 4,500,000 $ -
$ 1,250,000 $ 750,000
$ - $ 5,000,000
$ 140,000 $ 1,000,000
Total $ 229,868,381 $ 164,530,559 $ 83,250,000 $ 96,676,000 $ 88,750,000 $ 9,175,000 5 409
CATEGORY 2: Below the Line Projects
Buildings
Information Technology
Parks & Open Space
Transportation & Drainage
Utilities
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 1 City Hall HVAC & EMS
Replace the 100-ton heating, ventilation and air conditioning (HVAC) unit and 100-ton condensing units. Includes
upgrading the energy management system (EMS) for the
entire building.

The HVAC system, which services the entire building (all four floors), is at the end of its serviceable life. The main air handle, chillers and controls require constant costly repair. 2 River Ridge Golf Course Event Space
Upgrades
Upgrades to the River Ridge Golf Course event space to
allow for weddings, receptions, tournament events, etc.

The River Ridge Golf Course event spaces are in need of updgrades in order to increase revenue generation
opportunities.
3 South Oxnard Branch Library HVAC
Renovation
Upgrade the heating, ventilation and air conditioning (HVAC) and energy management system (EMS) for the South
Oxnard Branch Library building.

The existing HVAC and EMS systems are the original units and have exceeded their service life expectancy.
4 Camino del Sol Bldg Imprv Camino del Sol Building Improvements Improvements to Camino del Sol Building 5 WiFi in the Parks Install Wi-Fi infrastructure in public parks to provide free wireless internet access to residents and park users.

Provide free internet access to the public in select
community parks.
6 Del Sol Park Improvements - Phase I Construct a new restroom at a new location near the street with more security lighting.

The existing restroom at Del Sol Park is in a less-than-ideal location and is in poor condition but will still be used for large events or during busy weekends. The new restrooms will provide a better option for everyday public use.
7 Pfeiler Pocket Park Play Structure
Replacement
Replace the existing play equipment and play surface at Pfeiler Pocket Park.

The existing play equipment has reached the end of its
useable life and is in need of replacement.
8 Via Marina Park Renovation Install new sprinkler system, new play structures, a new rubberized walking track, and new LED security lighting.

The park is frequently used and could benefit from
expanded amenities.
9 Cypress Road Railroad Crossing
Upgrade
Project is time sensitive to be ready for developer
participation from People Self Helps Project with pro rata contribution. Improvements to Cypress Road and the
Railroad Crossing intersection includes new sidewalk,
paving, signage and striping.

Improve safety by modifying at-grade railroad crossing. 10 Five Points Intersection Modernization
Analyze short-medium and long term needs at this
intersection. Requires coordination with various entities including CPUC, VCRR, Port of Hueneme, Caltrans Division of Rail, VCTC and others. Immediate improvements at the intersection include rewiring of the intersection and signal head replacement.

Upgrade existing traffic signal standards and improve
sidewalk facilities.
11 Recycled Water: AWPF Recycled
Water Storage Construction
Construct water storage tanks at the Advanced Water
Purification Facility (AWPF).

As a key element of the City's Groundwater Recovery
Enhancement and Treatment (GREAT) Program, the AWPF
improvements will fully utilize recycled water to provide supply resiliency and cost stabilization for the future. 12 Water Production: New Wells Construct new potable water wells Upgrading facility to ensure reliability of potable water supply.
13 Environmental Resources: Video
Surveillance System - Phase II
Install 46 surveillance cameras in phase II of a digital video security system at the Del Norte Regional Recycling facility.

Phase I installed 21 cameras in FY 2016-17. The additional cameras will expand video surveillance oversight of the facility, improving safety, security and employee training operations.
14 Environmental Resources:

Compressed Natural Gas Facility
Construct CNG fueling station for 55 CNG equipment
(current: 48 CNG trucks) with the ability for expansion to add more CNG trucks.

To maintain fleet and service; to avoid fuel shortages and lack of fueling stations.
$1,000,000 $ - $ - $ -
$600,000 $ - $ - $ -
$2,455,000 $ - $ - $ -
$ 2,000,000.00 $ - $ - $ -
$600,000 $ - $ - $ -
$520,000 $ - $ - $ -
$155,000 $ - $ - $ -
$1,234,871 $ - $ - $ -
$125,000 $ - $ - $ -
$250,000 $ - $ - $ -
$600,000 $ - $ - $ -
$ - $ 500,000 $ 300,000 $ -
$300,000 $ 300,000 $ - $ -
$ - $ 1,320,000 $ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
Total $ 9,839,871 $ - $ - $ 2,120,000 $ 300,000 $ - 1 410
CATEGORY 3: New Projects with Identified Funding
Buildings
Parks & Open Space
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Funding Source 1 Special Districts Office Space
Improvements
This project consists of renovation to current office space or construction of unused warehouse space to house the
Special Districts Division.

The Special Districts Division is currently housed in ~800sqft of building 1 at the City Yard. This ~800sqft includes two offices, an IT closet, a restroom, and a kitchenette. The Division has 13 FTEs in this space.

Special Assessment District
2 Carnegie Art Museum Seismic Study ASCE 41-23 Tier 1 and 2 Seismic Evaluation of the Carnegie Art Museum Determine the hazard level of the Carnegie Art Museum ARPA 3 South Oxnard Library remediation
A lawsuit was settled in 2014 for the South Oxnard library for remediation of water damage and sky light due to
continued issues since 2009. Also, additional issues have appeared as a result of the original remediation.

Funds from settlement for water damage and skylight and subsequent issues needs to be completed. General fund*
4 Senior Center at 5th and Patterson Construct a new Senior Center near the Community Park at W. 5th Street and Patterson Road
This facility will support programs for our older residents which include activities, educational opportunities,
counseling and support groups, volunteer opportunities, and wellness programs.

Bonds
5 LMD 39/46 Playground Replacement
Replace the existing playground structure and surfacing generally within the existing playground footprint within LMD

39. The existing play equipment has reached the end of its useable life and is in need of replacement. Special Assessment District 6 Oxnard Historic Farm Park Playground
Replacement
Replace the existing playground structure and surfacing generally within the existing playground footprint within LMD

51. The existing play equipment has reached the end of its useable life and is in need of replacement. Special Assessment District 7 CFDs Exercise Equipment
Replacement
Replace the outdoor exercise equipment throughout the
Westport, Seabridge, and Riverpark CFDs. The existing exercise equipment has reached the end of its useable life and is in need of replacement.

Westport CFD, Seabridge CFD,
Riverpark CFD
8 Westport Light Replacement
Replace the outdoor lighting throughout the Westport
community.

Westport (CFD 2) has a lighting system with an aging
infrastructure where replacement fixtures are not available.

A complete replacement is needed. Westport CFD
9 Riverpark Playgrounds Structure
Replacement - Vineyard Park and
East Park
Replace the existing play equipment and play surface at Vineyard Park and East Park The existing play equipment has reached the end of its useable life and is in need of replacement.
10 Riverpark Playground Structures
Replacement - Windrow Park
Replace the existing play equipment and play surface at Windrow Park. The existing play equipment has reached the end of its useable life and is in need of replacement.
11 Riverpark Playground Structures
Replacement - Children's Park and
Cresent Park
Replace the existing play equipment and play surface at Children's Park and Crescent Park.

The existing play equipment has reached the end of its
useable life and is in need of replacement.
12 Seabridge Playground Structures
Replacement
Replace the existing play equipment and play surface at Seabridge East Park and Seabridge South Park.

The existing play equipment has reached the end of its
useable life and is in need of replacement. Serabridge CFD 13 Westport Playground Structures
Replacement
Replace the existing play equipment and play surface at Westport North Park and Westport South Park
The existing play equipment has reached the end of its
useable life and is in need of replacement. Westport CFD 14 Ormond Beach Access
This project involves the transfer of approximately 21 acres of the former Ormond Beach Generating Station site from Southern California Edison (SCE) to the City of Oxnard for the development of public parking and coastal access and restoration. Included in the project are enhancements to Edison Drive such as a multi-modal path, new curb and
gutter, and street repaving. The project also includes the development of a parking area with amenities such as a
public restroom and interpretive signs. The existing station site and peripheral areas along the southwestern
(ocean-facing) and Northwestern (wetland-fronting) sides will be transferred to the City of Oxnard.

The Ormond Beach Access Project will provide
improvements at the site of Southern California Edison's (SCE) decommissioned Ormond Beach Generating Station,
and the road leading to it. The project involves upgrades to Edison Road, including enhanced bike and pedestrian
facilities, and the construction of a new parking area at Ormond Beach at the site of the former SCE generating
station. The parking area will include a restroom, interpretive signs, and other features.

General Fund**
15 Sports Park Research and preliminary design for Sports Park Development Development of Sports Park as a baseball/softball complex ARPA $ - $ 500,000 $ 500,000 $ -
$ 200,000 $ -
$ - $ -
$ -
$ -
$ - $ -
$ -
$ -
$ - $ 7,660,000 $ 30,640,000 $ -
$ - $ 150,000 $ -
$ -
$ - $ 250,000 $ -
$ -
$ - $ -
$ -
$ -
$ - $ 125,000 $ -
$ -
$ - $ 300,000 $ -
$ -
$ - $ 150,000 $ 150,000 $ -
$ - $ 100,000 $ 400,000 $ 300,000
$ - $ 245,000 $ 245,000 $ -
$ - $ 360,000 $ 360,000 $ -
$ - $ 1,000,000 $ 3,000,000 $ 4,750,000
$ 1,500,000 $ -
$ -
$ -
*Non-discretionary settlement funding
**Gen On Park Development Contribuition
$ -
$ -
$ 200,000 $ 1,350,000
$ -
$ -
$ -
$ 150,000
$ -
$ 250,000
$ -
$ 150,000
$ -
$ -
$ -
$ 300,000
$ -
$ -
$ -
$ -
$ -
$ 60,000
$ -
$ 80,000
$ 250,000 $ 1,000,000
$ -
$ -
Riverpark CFD
Riverpark CFD
Riverpark CFD
1 411
Transportation & Drainage
Utilities
No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Funding Source No. Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Funding Source 16 Riverpark Detention Basin
Improvements
Riverpark Swale & Detention Basins Inspection, Sediment Removal, Irrigation Repair / Replacement, and Revegetation Riverpark detention basins require periodic assessment of systems and sediment removal every 3-7 years. Riverpark CFD 17 Blackstock and Pleasant Valley
Estates Neighborhood Stormdrain
Improvements Projects
Blackstock and Pleasant Valley Estates Neighborhood
Stormdrain Improvements Projects Improve drainage and prevent flooding Storm Drain Facility Fee 18 Public Use Electric Vehicle (EV)
Charging Stations
Deploy strategically located EV charging stations to
enhance the communities access to electric vehicle
charging and promote economic growth, all while
contributing to the City's local climate change goals.

Community Development Grant
19 Butler Road Stormdrain Improvements
Project Butler Road Stormdrain Improvements Project Improve drainage and prevent ponding along Butler Road. Storm Drain Facility Fee 20 Citywide Wayfinding Program Design, plan and install directional wayfinding signage throughout Oxnard
The current wayfinding system in Oxnard was implemented in the early 2000s and has not been properly maintained or updated to reflect current destinations. This project will update and modernize the wayfinding system throughout the City.

ARPA
21 Traffic Signal Pre-Emption Program Design, procurement and installation of pre-emption devices for emergency vehicles at multiple intersections citywide.

Provide traffic signal priority for emergency response
vehicles Grant
22 Bard Road Corridor Bicycle &
Pedestrian Improvements
Install high visibility crosswalks, advance warning flashing beacons, advance stop bars, green bike conflict striping, leading pedestrian interval timing, traffic signal
retro-reflective backplates, and median improvements to improve turning movement safety.

Improve bicycle, pedestrian, and vehicle safety and
convenience by installing safety measures identified in the Local Roadway Safety Plan. Grant
23 Ventura Road Corridor Bicycle &
Pedestrian Improvements
Install Class II bike lanes with green bike conflict striping, high visibility crosswalks, advance warning flashing
beacons, advance stop bars, leading pedestrian interval timing, and traffic signal retro-reflective backplates.

Improve bicycle, pedestrian, and vehicle safety and
convenience by installing safety measures identified in the Local Roadway Safety Plan. Grant
24 Accessible Pedestrian Enhancements
Construct and install accessible pedestrian signals, leading pedestrian intervals, pedestrian countdown signal heads, curb extensions, upgraded curb ramps, high visibility
crosswalks, straightened crosswalks, bike lane green
conflict striping, advance stop bars, and pedestrian and bicyclist warning signage.

Improve accessible pedestrian infrastructure and
convenience by installing safety measures identified in the Local Roadway Safety Plan. Grant
25 Underground of Overhead Utilities-
Citywide
This project involves the relocation of above-ground utilities, such as power and communications lines, to the subsurface.

Through the formation of an undergrounding district, the City receives a small amount of funding yearly through the utility provider to an account set up for the undergrounding district.

Work will commence once a sufficient amount of funding is accumulated in the account to proceed with design and
construction.

Buried utilities tend to be more resilient to weather and damage, are generally safer, and have less visual impact than lines mounted on poles above ground. Such relocation of utilities is expensive, and the account is set up so that funds may be collected over time.

Utility Underground Fee
26 Environmental Resources: Material
Recycling Faciltiy (MRF) Replacement
New Material Recycle Facility (MRF) at Del Norte MRF &
Transfer Station
To replace the existing Del Norte MRF that is 27-years old and is approved in the ER Rate Cost of Service Study as a project to be completed in less than 5-years.

Solid Waste Enterprise Fund
27 Environmental Resources: Security
Improvements
Upgrades to cameras, fencing and access control at the Del Norte Material Recycling Facility.

Security upgrades are required at the Del Norte MRF as the existing infrastructure is deteriorating and compromised. Solid Waste Enterprise Fund 28 Environmental Resources: Del Norte
Facility Improvements (locker rooms,
showers, weld shop, paint booth)
Design, permit, construct a new Weld Shop that houses
space for commercial bin repair and refurbishment; along with a paint booth that is permitted to allow for the painting of commercial refuse bins (up to 4-yard bins). The Weld shop must have sufficient power to charge an electric forklift. and have a lockable shop building to house refuse bins, acetylene tanks and forklift (to prevent theft).

To fix & refurbish commercial refuse/recycle bins; in order to reduce the costs associated with purchasing new
commercial bins.

Solid Waste Enterprise Fund
29 Environmental Resources: MRF Roof
Repair at Del Norte Facility
Repair roof leaks in MRF roof at Del Norte that have caused flooding inside MRF and damaged recyclable commodities.

To maintain viable, safe MRF that reduces damage to
recyclable commodities and avoids shutting down tipping floor revenues.

Solid Waste Enterprise Fund
$ - $ 250,000 $ 250,000 $ 250,000
$ - $ 1,200,000 $ - $ -
$ - $ - $ - $ -
$ - $ 150,000 $ 600,000 $ -
$ 1,000,000 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ 2,000,000
$ - $ 15,000,000 $ 15,000,000 $ -
$ - $ 240,000 $ - $ -
$ - $ 1,320,000 $ - $ -
$ - $ - $ - $ -
$ - $ 250,000
$ - $ 300,000
$ 86,000 $ 774,000
$ - $ -
$ - $ -
$ 87,000 $ 779,000
$ 1,364,850 $ 140,000
$ 157,490 $ -
$ 3,498,825 $ -
$ - $ -
$ - $ 3,000,000
$ - $ 60,000
$ - $ 330,000
$ 200,000 $ -
Total $ 2,700,000 $ 5,844,165 $ 8,973,000 $ 29,000,000 $ 51,145,000 $ 7,300,000 2 412
CATEGORY 4: New and Existing Projects with Partial or No New Identified Funding Staff Recommendation to Move to Category 1: Above the Line Priority Project Title Project Description Purpose and Need Previous FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 New Funding Source 1 Neighborhood Street Resurfacing Resurface existing asphalt concrete pavement throughout several residential areas.

Project will improve roadway surfaces on several residential streets citywide as identified in the Pavement Management System. Replacement of aging cast iron pipe is being coordinated with road resurfacing.

General Fund or Measure O
Gas Tax
Bonds
2 Arterial Street Resurfacing Preventative maintenance for several arterial streets throughout the City.

This project aims to maintain the City's arterial pavement at the target PCI to prevent premature deterioration.

General Fund or Measure O
Gas Tax
Bonds
3 Citywide Alleyway Resurfacing
System-wide resurfacing of alleyways in the City. The alleyways are in dire need of improvements, so we are requesting funding to plan for future fiscal years as they have not been resurfaced as needed.

Alleyways throughout the City are in need of repair or resurfacing.

Alleyway repair and resurfacing will provide an acceptable level of service to maintain access to residences and solid waste collection.

General Fund or Measure O
Bonds
4 Mandalay Bay Seawalls Repairs to the Mandalay Bay seawalls consists of the installation of panels and tiebacks for both types of existing seawalls.

This project assumes a 75-year design life for the seawalls in the Mandalay Bay area, which were constructed between 1969 and 1971 and have shown signs of wear and deterioration due to age.

General Fund or Measure O
5 Colonia Park Pool Repair and Equipment
Replacement
Repair pool deck, coping, tile work, refinish pool surface, upgrade pool equipment, and provide required accessibility upgrades to the pool and restroom. Prior to any design work, the pool and deck will need to be evaluated by a structural engineer to determine the structural integrity of the facility.

Colonia Pool is the only existing City-operated pool in the City of Oxnard. It offers free water safety, swim, and water exercise classes for the community along with water confidence-building free play for all ages.

General Fund or Measure O
6 La Colonia Boxing Gym Improvements Rehabilitation of the Boxing Gym. To restore the gym for public use. General Fund or Measure O 7 ERP Project Upgrading Citywide Enterprise Resource Planning Systems Upgrading the City's ERP system to leverage more modern technologies is essential to improve service to the community and improve efficiency and internal controls around all financial transactions, permitting applications, licensing, asset maintenance and human resource management.

General Fund or Measure O
8 Roof Replacement - Various Facilities
Roof replacement for the Colonia Boxing Gym, City Annex building, five maintenance buildings at the City Yard, and any other City owned roofs in need of replacement.

Several City buildings need to be replaced due to numerous leaks to prevent damage to structures and equipment. The roofs are estimated to be over 60 years old on average.

General Fund or Measure O
9 Pedestrian Safety Enhancements - Various
Locations
Implement safety countermeasure recommendations from the Local Roadway Safety Plan (LRSP) including (not limited to) raised medians, curb extensions, flashing beacons, advance warning signage, high visibility crosswalks, ADA improvements, retroreflective traffic signal backplates, signal timing adjustments, repurpose roadway space, bicycle lanes, green pavement
markings, signage and striping. Locations will be selected from the LRSP.

Improve pedestrian, bicyclist, and motorist safety. General Fund or Measure O 10 Bridge Maintenance Citywide
Routine bridge maintenance including (not limited to) sealing deck cracks, patch spalls, repair joint seals, repair riprap, and repair guardrail.

Routine maintenance to prevent further deterioration and costly future rehabilitation. General Fund or Measure O
11 Public Restroom Improvements Renovate or replace public restroom facilities at various locations throughout the City.

Many of the City's public restrooms are in a state of disrepair or non-operational and require renovation or replacement. General Fund or Measure O 12 Traffic Signal Modernization
System-wide modification of the City's traffic signals to replacing aging infrastructure to maintain system reliability and compatibility with future traffic signal technologies. Project phasing will be priority-based each year.

Multi-year project to upgrade the City's 164 traffic signals, some of which are older than 30 years, to preserve system reliability, maintain connectivity with the City's traffic management center, and improve compatibility with Smart
Cities/Connected-Autonomous Vehicle architecture.

General Fund or Measure O
Developer Impact Fees
13 Campus Park Ph II Urban Greening
Funding for "Phase 2" of Campus Park. Project will include shade trees, a community orchard, interpretive signage, rainwater capture, walking trails, a restroom, trails, a multi-use field/meadow, and other amenities.

Funding is needed to complete Campus Park.

General Fund or Measure O
$ 17,733,008
$ - $ - $ -
Street Maintenance Fund
$ 2,000,000 $ 2,000,000 $ 2,000,000
$ 8,100,000 $ 8,100,000 $ 8,100,000
$ 18,918,142 $ 2,000,000 $ 2,000,000 $ 2,000,000
$ 7,200,000 $ 7,200,000 $ 7,200,000
$ 10,215,641 $ 2,250,000 $ 2,250,000 $ 2,250,000
$ 1,750,000 $ 1,750,000 $ 1,750,000
$ 1,661,722 $ 500,000 $ 1,800,000 $ 3,500,000
$ - $ - $ -
$ - $ - $ - $ -
$ 12,434,670 $ 2,400,000 $ 1,250,000 $ -
$ 1,158,000 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 2,000,000 $ - $ - $ -
$ 4,240,000
$ - $ - $ -
$ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - State Grant Fund
$ 4,981,000 $ 8,100,000
$ 619,000
$ 2,000,000 $ 2,000,000
$ 7,200,000 $ 7,200,000
$ 2,000,000 $ 2,000,000
$ 4,000,000 $ 4,000,000
$ 2,500,000 $ -
$ 120,000 $ 1,080,000
$ 200,000 $ 1,800,000
$ 3,300,000 $ 2,250,000
$ 500,000 $ 500,000
$ - $ 500,000
$ - $ 750,000
$ 1,000,000 $ -
$ 1,000,000 $ 1,000,000
$ 560,000 $ 560,000
Total $ 68,361,183 $ 29,980,000 $ 35,769,632 $ 26,200,000 $ 26,350,000 $ 26,800,000 $ - $ 500,000
$ - $ 3,529,632
1 413
Staff Recommendation to Leave Unfunded
Buildings
Project Title Project Description Purpose and Need Rough Order Magnitude Police Department Headquarters Relocate Dispatch
Center Renovating the current Major Crimes office upstairs to move the current dispatch center into this location.

As our workforce continues to increase and out grow the building we are in, we need to add additional locker room space as well as a mental health room to the PD. By moving the dispatch center upstairs, it leaves the current dispatch area for additional locker room space to be built
Police Department New locker rooms and Wellness room Reconfigure current dispatch area into a new locker room The current Police Department Building is over 40 years old and designed for 1/2 the current staff. We need to add locker room space to make room for all employees. Officers must have large amounts of gear and change into uniforms on-site. With new laws being passed about officers mental health, we would like to incorporate a mental health room for officers to relax on their breaks.

Police Department Headquarters Lobby Renovation/ ADA
Compliance Renovate our current downstairs lobby
Currently one of the public access doors into the lobby is inoperable and has been for months waiting on parts. The slope and entry size of the ingress to the lobby is not ADA-compliant. The lobby is original to 1978 and needs to be redesigned so it is more functional for the public and PD staff.

Fire Logistics and Training Center The proposed project seeks to convert the former Armory into a Fire Department vehicle storage and logistics facility to address essential storage and logistical storage needs.

This capital improvement project aims to repurpose the former Armory structure into a Fire Department vehicle storage and logistics facility. Key upgrades include installing fencing with gates, locks, and barbed wire, repairing parking areas, procuring metal shelves for optimized storage, and installing a comprehensive security system. The project estimate includes design, permitting, and project management costs to ensure compliance and efficiency. This project is crucial for the organization's long-term success.

HVAC System Control Upgrades
System design and upgrades to swap out complex HVAC control systems that have failed and/or are not performing as designed. New communication hardware and system upgrades will include energy management system enabeling HVAC systems larger office buildings to better perform and operate more efficiently.

HVAC control systems are in bypass or manual control mode because control systems have failed and/or are not serviceable because components or programs are obsolete.

Wilson Senior Center Siding Removal
In the late 70's, several Wilson Senior Center Buildings were architecturally upgraded to incorporate cedar/redwood paneling along all building sides. The wood siding and wood trim work throughout has warped, or has extensive dry rot/termite damage and needs to be removed and trim work and fascia boards need to be replaced. Stucco repairs with some stucco treatments would need to be installed and all buildings will need to be preped and painted with new color finish application.

The repairs will correct current water intrusion issues and protect exterior wall sides. The new color finishes are expected to enhance the building appearance of this facility.

South Oxnard Center Lighting
The perimeter parking lot is designed with fifthteen foot high light standards. Five of the ten light standards are missing or are not operational and the remaining five cannot be replaced due to rust damage to the support plates. The concrete pedestals need to be removed and replaced with new to support new light standards.

Lighting upgrades will address existing lighting and safety concerns in parking area serving the south oxnard library and evening events taking place in the community center.

South Oxnard Center Site Drainage Study and Redesign
Design work to upgrade and improve site drainage to prevent future flooding. Currently, the courtyards are draining towards the building sides and do not incorporate underground drains to route water away from buildings and some tree roots have uplifted hardscapes causing drainage changes to the site. Study will evaluate existing site drainage, identify hardscape changes needing to be corrected or recommend drainage changes to correct future flooding.

Improvements are expected to correct existing site drainage conditions highlighted by recent storm event.

Police Department Headquaters Public Safety 911 Center
and Major Crimes Unit Relocation
Design work to relocate the existing 911 dispatch center into the second floor major crimes unit office area that will provide ample space to house existing and growth demands. Design work will include new configuration layout of the emergency communications and dispatch operations unit with new.

Updated configuration with state of the art critical communication equipment will provide 911 dispatch staff with industry standard workstation design and state of the art infraestructure and communication equipment to support public safety and citywide emergency response needs.

Police Department Headquaters Public Safety Restroom
and Locker Room Renovation Remodel the officer first floor restrooms, locker rooms and replace the failing sewer infraestructure serving these area.

The facility is over 40 years old and the sewer line have plumbing infraestructure are at the end of their serviceable life cause for failing fixtures and clogged floor drains. Remodel work will include required layout changes and updates to serve public safety personnel.

Marquita Youth Senior Center Re-Roof Re-Roof and fascia siding replacement Re-roof will protect the structure integrity, interior occupancy and use conditions Police Department Headquaters Weight Room Re-Roof,
dry rot, and termite Re-roof, fascia siding replacement. Prior to reroof this facility will need to be tented to address current termite issues. Re-roof will protect the structure integrity, interior occupancy and use conditions PACC Parking Lot and Site Improvements
The main and back parking lots needs to be slurry sealed and restripped to meet City standard and accessibility requirements.

Approximately 25 percent of the asphalt parking areas have been up-lifted by tree roots; have uneven surfaces or mild sinkholes that will require some asphalt removal/replacement, crack filling etc. Existing parking lots lighting will need to be repaired and retrofitted with new LED light fixtures. Sidewalks and courtyard hardscapes have uneven surfaces or wide expansion joint gaps needing to be filled and/or replaced with path of travel safety off-set thresholds.

This facility is operated by a private operator and the improvements are expected to accommodate safer parking conditions for pubic event venues taking place with more frequency than in previous years.

PACC Roof/Mansard System Replacement
Re-roof and install existing mansard system siding material. Recent storm event caused the roof to leak and the existing mansard system along the south side of the building is missing a large section of roofing material leaving the existing wood exposed to the elements. The interior of the building has signs water damage along the ceiling and wall sides along sides directly beneath the mansard roof system that is missing roofing materials.

The re-roof replacement will protect the structures integrity, interior building conditions and operations. The facility will need to be evaluated for water damage and potential impacts caused by water intrusions.

Fire Station #1 Reroof metal seam roof and gravel roof areas, replace skylights, and replace overhead garage windows along the south and west elevations.

Roof repairs and window replacement will provide water protection to the building and protect fire house living quarters.

Upgrade elevator system for main Library
The elevators at the main library are not reliably functional. They work very infrequently. The entire elevator system is very old. This needs an upgrade to be in compliance with ADA. At some points both public elevators are inoperable simultaneously, which denies many of our patrons access to the library second floor.

As reinvention efforts for OPL are underway, we will see an increase in patrons in the facility. This increase will make the necessity of a reliable elevator system even more vital to provide effective services to the public. Resources such as our research/help desk, public computers, study spaces, and teen space are all located on the second floor.

Carnegie Art Museum Renovation
Renovations to the Carnegie Art Museum include removing and replacing the heating, ventilation, and air conditioning (HVAC) system, and the energy management system (EMS), replacing the existing exterior wheelchair lift/freight elevator with a new ADA-compliant wheelchair lift, and resealing exterior basement walls and paint to restore waterproofing.

The HVAC system and elevator are at the end of their serviceable life and are in need of replacement to protect the art collection and comply with current ADA standards respectively. Exterior waterproofing is failing and moisture is seeping through the masonry wall which could damage the art collection.

Civic Center East Wing HVAC & EMS Upgrade the heating, ventilation and air conditioning (HVAC) and energy management system (EMS) to the entire building. This building was constructed in 1969, and the HVAC and EMS are the original units and have exceeded their service life expectancy.

Door Replacements in Fire Stations Replace front and rear roll-up doors at fire stations 1 through 7 and rear doors at station 8 with panel doors. Replacing the doors will improve station facilities and safety and will result in quicker response times. Aging doors increase maintenance costs, and the slow closure has resulted in compromised station security.

IT Office Renovation Renovate 2nd Floor of City Hall by creating a Help Desk space near the elevator, opening up the center floor space, and refurbishing the existing offices .

The current configuration of the IT Office is not functional and requires modifications. This will improve upon customer service by being more easily accessible and staff can work in a more efficient environment.

Library Technical Efficiency Solutions Replacement Replace equipment including two sorters, all new security gates, four self check-out units, and a payment machine. The existing equipment has reached the end of its serviceable life and for several years has not been vendor supported. Staff has attempted to maintain them without the necessary expertise or equipment.

Main Library Interior Painting Clean, prepare and paint all the interior walls and ceilings in the Main Library. This building was built in 1992 and over the years has had only certain interior spaces painted. It is now in need of paint to refresh the space and to preserve a valuable asset.

PACC - Rental Spaces Upgrade Prepare seismic retrofit study and renovate rental spaces including mechanical, plumbing, electrical, restrooms, kitchens, painting, flooring, furniture, landscaping, and ADA accessibility.

The PACC rental spaces are in need of a remodel to provide user friendly options for rental spaces. The interior spaces have air conditioning issues, poor lighting and dated décor. If these spaces were updated, the City could rent them out more and genera
South Oxnard Senior Center: Tenant Improvements Remodel the South Oxnard Senior Center. Remodel will provide an improvement to senior services and accommodate staff workplace needs.

Wilson Senior Center: Tenant Improvements Remodel the Wilson Senior Center. Remodel will provide an improvement to senior services and accommodate staff workplace needs.

Oxnard PAL Facility Rehabilitation Complete phase II of north wing which includes the construction of walls, doors, windows, electrical wiring and replacement of exterior doors. Begin phase I of south wing which includes demolishing old walls, and installing new windows.

The PAL program will be able to offer additional programs such as science, technology, engineering and mathematics (STEM) program, multimedia and quiet space for mentoring, homework and tutoring.

CUPA Improvements at Fleet Services Facility Implement required CUPA improvements to existing fuel tanks located at the City of Oxnard Fleet Services Facility Building Structural Upgrades Obtain a structural assessment of City-owned buildings to determine the appropriate structural upgrades necessary to satisfy California Building Code (CBC) requirements.

Most of the City-owned buildings are old and in need of a structural assessment to determine the structural integrity of the building and understand the seismic retrofit options available.

Civic Center/Library Parking Lot Lighting The existing parking lot west of the Oxnard Public Library, directly across the future Navigation Center needs site lighting. New lighting design will need to evaluate existing site lighting and permit required lighting standard for installation of 5 or 6 new light standards.

Lighting upgrades will address existing library's lighting and safety concerns while also addressing evening meeting lighting.
$ 3,900,000
$ 2,250,000
$ 1,800,000
$ 3,000,000
$ 750,000
$ 375,000
$ 600,000
$ 675,000
$ 3,900,000
$ 975,000
$ 412,500
$ 315,000
$ 675,000
$ 1,800,000
$ 600,000
TBD
$ 840,000
$ 600,000
$ 1,080,000
$ 412,500
$ 562,500
$ 225,000
$ 2,737,500
$ 1,500,000
$ 1,500,000
$ 3,000,000
$ 225,000
$ 750,000
$ 240,000
Improvements are required by Certified Unified Program Agency (CUPA) which is a local agency certified by CalEPA to implement and enforce six state hazardous waste and hazardous materials regulatory management programs. 2 414
Information Technology
Parks & Open Space
Transportation & Drainage
Project Title Project Description Purpose and Need Rough Order Magnitude Project Title Project Description Purpose and Need Rough Order Magnitude Project Title Project Description Purpose and Need Rough Order Magnitude Campus-Wide WiFi System Install modern wireless internet services and equipment at all City facilities. As the City evolves its enterprise resource planning (ERP) public safety and other technology systems into fully-integrated modern systems, the need for reliable wireless data services becomes indispensable.

Fiber Network Expansion Expand the City's fiber network backbone to connect City buildings and traffic systems and provide high-speed Internet access per the Fiber Master Plan.

This project leverages the City's existing fiber infrastructure with targeted expansion to realize the delivery of high-speed Internet access to City municipal buildings, anchor institutions, businesses and eventually residents to foster economic development. This infrastructure also supports "smart city" initiatives like public WiFi.

IT Data Server Room Condenser Replacement Replace the existing 20-ton condenser with two 7.5-ton units. Cost estimate has been updated to reflect current estimated costs, which have increased due to an increase in construction costs.

The current system is over sized which causes it to cycle off and on often such that it continues to burn out motors and causes unacceptable downtime. This in turn creates heat problems for the data center.

Surveillance & Access Control Installation Install access control and surveillance systems at key City facilities. Securing facilities via integrated access along with security camera systems better protects City employees, visitors and assets.

Data Center for Disaster Recovery Construct a secondary data center for the City's computer and electronic data. This includes an emergency backup generator. A data center designed specifically for disaster recovery would ensure continued use of basic systems in case of a major power outage.

River Ridge Playing Fields Improvements Upgrades to the River Ridge Golf Course Playing Fields which include primarily enhancing the turf. These fields are used by professional teams for training camps and are in need of upgrades in order to continue to attract professional sports teams.

Colonia Park Improvements Replace the play structure, install new LED security lighting throughout the park, resurface the parking lot, construct a new restroom, and install new park amenities.

The playground is in need of replacement, additional lighting is needed for added park security, and placing the new restroom closer to the street for increased convenience and safety.

River Ridge Permanent Bleachers and Stage Area Install permanent bleachers and a stage area at the River Ridge Sports Fields. These fields are used by professional teams for training camps and are in need of upgrades in order to continue to attract professional sports teams.

Park Playground Shade Structures Add shade structures to various park playgrounds. Shade structures will enhance the park and playground user experience and provide adequate protection from the sun.

Seabridge Light Replacement Replace the outdoor lighting throughout the Seabridge community. Seabridge (CFD 4) has a lighting system with an aging infrastructure where replacement fixtures are not available. A complete replacement is needed.

Oxnard Trail Light Replacement Phase II Replace lighting infrastructure, upgrade electrical, and add concrete pedestals along Oxnard Trail from Camino Del Sol, west to the edge of the Community Garden.

Oxnard Trail has a lighting system with an aging infrastructure where replacement fixtures are not available. A complete replacement is needed.

Wilson Park Improvements Perform hardscape improvements at Wilson Park including, but not limited to, sidewalk, curb and gutter, pavement, ADA-related features including curb ramps, and other accessory features related to park accessibility Construct hardscape improvements including sidewalks, curb ramps, ADA access facilities, and other features.

Citywide Sidewalk Repairs System-wide repair of sidewalks in the City. Sidewalks throughout the City are in need of repair and annual funds are necessary for an ongoing sidewalk repair program.

Sidewalks throughout the City are in need of various repairs. Sidewalk repair and replacement will help provide a safe path of travel for pedestrian throughout the City.

Electrical Plant Water Quality Capture Conduct feasibility studies and provide preliminary engineering plans for stormwater quality capture at the Ormond Beach power plant. The Ormond Beach power plant has been identified as a potential candidate for stormwater quality capture. If feasible, this projects would capture and improve stormwater quality in the Ormond Beach area.

Regional Stormwater Capture Improvements Conduct feasibility studies and provide preliminary engineering plans for regional stormwater capture areas.

The County produced a list of locations identified as potential candidates for regional stormwater capture projects.

Should they be feasible, these projects would increase runoff interception from large drainage areas to infiltrate back into the aquifers.

Saviers Road Corridor Improvements Improvements to the Saviers Road cooridor for widening sidewalks, adding landscape, and providing lighting for safety. This project is intended to promote and accommodate more pedestrians and bicyclists to access the Center Pointe Mall area.

Storm Drain Construction: Diamond Bar Install storm drain system in the Diamond Bar neighborhood. This project would improve drainage in this neighborhood.

Wooley Road Protected Bike Lanes Install Class IV street bicycle facilities on Wooley Road from Oxnard Boulevard to Harbor Boulevard. Project will also add signing and striping.

Provide bicycle facilities identified in the City's Bicycle and Pedestrian Facilities Master Plan and improve convenience and safety for bicyclists and pedestrians.

Parking Lot Reconfigure/ Resurfacing Remove existing police department parking lot, reconfigure to allow for more parking spots, May include tree removal.

The police department parking lot has numerous cracks several inches wide/ deep. These are workers comp tripping hazards. The parking lot has inadequate drainage and sloping causing water to pool in several locations. In one corner this year, water rose to the level of the police car doors and began flooding the interior of vehicles. Several patches have been made over the years that are uneven and starting to fail. Tree roots have caused numerous high spots in the parking stalls. The parking lot is the same configuration as in 1978 when the station was built, but with twice the workforce, parking is inadequate for the staff.

Lemonwood Park Parcel Development The park was acquired in early 2017 and requires a design to remediate the half acre site. The park was acquired in early 2017 and requires a design to remediate the half acre site.

Sport Court Resurfacing Resurface or reconstruct various outdoor sport courts, including basketball and tennis courts, at multiple locations throughout the City. Resurface or reconstruct various outdoor sport courts, including basketball and tennis courts, at multiple locations throughout the City.

Parking Lot Resurfacing Remove and replace concrete and asphalt parking surfaces and ribbon gutters at various City facilities including the Main Police Station, City Yard, and at 1500 Camino Del Sol.

Remove and replace concrete and asphalt parking surfaces and ribbon gutters at various City facilities including the Main Police Station, City Yard, and at 1500 Camino Del Sol.

Terrace Avenue Bridge Rehabilitation Seal cracks in underside of bridge deck at the intersection of the Oxnard Industrial Drain and Terrace Avenue. Seal cracks in underside of bridge deck at the intersection of the Oxnard Industrial Drain and Terrace Avenue.

Tšumaš Creek Drainage and Linear Park Construction Construct linear park and bike path atop reinforced concrete drainage structure. The channel carries Tšumaš Creek down J Street. Construct linear park and bike path atop reinforced concrete drainage structure. The channel carries Tšumaš Creek down J Street.

Rose Avenue/ St. Lucia/ First Street Intersection
Improvements
Construct traffic signal improvements, enhance pedestrian crossing, and improve ADA compliant paths of travel at the Rose Avenue/ St.

Lucia/ First Street intersection.

Construct traffic signal improvements, enhance pedestrian crossing, and improve ADA compliant paths of travel at the Rose Avenue/ St. Lucia/ First Street intersection.

C Street Over-Street Banners Install a new Over-Street (Across the Street) banner system along C-Street. Install a new Over-Street (Across the Street) banner system along C-Street.

Wooley Road Pedestrian Improvements Upgrade pedestrian railroad crossings along Wooley Road. Includes railroad crossing gates and ADA compliant paths of travel. Upgrade pedestrian railroad crossings along Wooley Road. Includes railroad crossing gates and ADA compliant paths of travel.

Pedestrian Bridge Improvements at Channel Islands Bridge Add sidewalks and improve ADA compliant paths of travel of the Channel Islands bridge at Oxnard Boulevard. Add sidewalks and improve ADA compliant paths of travel of the Channel Islands bridge at Oxnard Boulevard.

Oxnard Trail Class I Bike Path Cooper Road to 2nd Street Install new Class I Bike Path to close the Oxnard Trail alongside the Union Pacific Railroad between the Oxnard Transit Center and Cooper Road. Project also includes signage, striping, and ADA improvements.

Install new Class I Bike Path to close the Oxnard Trail alongside the Union Pacific Railroad between the Oxnard Transit Center and Cooper Road. Project also includes signage, striping, and ADA improvements.

Traffic Safety Improvements Construct traffic signal improvements, enhance pedestrian crossing, and improve ADA compliant paths of travel at the Rose Avenue/ St.

Lucia/ First Street intersection.

Construct traffic signal improvements, enhance pedestrian crossing, and improve ADA compliant paths of travel at the Rose Avenue/ St. Lucia/ First Street intersection.

Water Campus Paving Remove and replace concrete and asphalt parking surfaces and ribbon gutters. Remove and replace concrete and asphalt parking surfaces and ribbon gutters. $ 375,000
$ 2,085,000
$ 262,500
$ 1,067,250
$ 1,200,000
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
$ 4,500,000
$ 750,000
$ 3,600,000
$ 1,950,000
$ 930,000
$ 5,400,000
$ 1,000,000
$ 200,000
$ 2,400,000
$ 250,000
$ 1,110,000
$ 1,300,000
$ 900,000
3 415
Utilities
Project Title Project Description Purpose and Need Rough Order Magnitude Riverpark Basin Recycled Water Storage Project Conduct feasibility study and provide preliminary engineering plans for recylced water storage at the RiverPark basins. As a key element of the City's Groundwater Recovery Enhancement and Treatment (GREAT) Program, this storage project will fully utilize recycled water to provide supply resiliency and cost stabilization for the future.

City Fleet Electric Vehicle (EV) Charging Stations Construct Electric Vehicle (EV) charging stations at various locations throughout the City to support the City's expansion of its EV fleet.

Electric Vehicles require EV Charging stations to maintain continuous operation of the vehicle. In addition, EV charging stations coupled with a fleet of Electric Vehicles will help assist the City of Oxnard achieve its local climate change goals.

TBD
$ 3,000,000
4 416
Fiscal Year 2023-24 AccomplishmentsCompleted Projects
Buildings
Parks & Open Space
Transportation & Drainage
Utilities
Project Title Project Description 2022-2027 CIP Page No.

Project Title Project Description 2022-2027 CIP Page No.

Council Chambers Remodel Remodel of the City Council chambers including asbestos abatement, roof repair/replacement,ceiling replacement, producon system improvements, and audio/visual upgrades. Page 4 Roof Replacement: PACC Ventura/ Oxnard Rental Spaces Remove and replace the rooﬁng material and metal ﬂashing on the main rental spaces roof. Page 17 Roof Replacement: South Oxnard Center Replace the roof at the South Oxnard Center. Page 18 Roof Replacement: Sturgis Annex Replace roof at the Sturgis Annex.

Roof Replacement: Wilson Senior Center Complex Replace roofs for oﬃce, arts building and senior center.

Community Center East Park Improvements Replace the play structure, install new LED security lighng throughout the park, resurface theparking lot, construct a new restroom, and install new park amenies. Page 26 Johnson Creek Park Improvements Renovaon of snack bar, restrooms, and baseball ﬁelds at Johnson Creek Park. Page 30 HERO Alleys Reconstrucon* Reconstruct several alleys within the HERO boundaries Page 49 Citywide Alleys - Phase IIIA* Reconstruct several alleys throughout the City with PCI less than 25 Page 49 Edison Canal Bridge Rehabilitaon Refurbish deck and underside, replace hinge seals and diaphragm bolsters at the restrainers,remove rust, and clean and paint seismic restraining shells at the columns. This bridge is locatedalong Channel Islands Blvd over the Edison Canal Bridge. Page 54 Mandalay Bay Bridge Rehabilitaon Refurbish deck, replace hinge seals and diaphragm bolsters at the restrainers, remove rust,replace lost riprap and clean and paint seismic restraining steel shells on columns. Page 61 Ormond Beach Neighborhood Street Resurfacing Resurface exisng asphalt concrete pavement throughout the Ormond Beach Neighborhood.

Perkins Road Parking Lot Improvements Resurface the exisng parking lot, as well as add light bollards, electric vehicle (EV) chargingstaons, and perimeter fencing. Page 67 Stormwater Catch Basins Full Capture Devices Installaon In the ﬁrst year, install 130 full-capture trash devices in storm water catch basins to preventtrash in priority areas from entering waterways. In the following years, install at least 100excluders annually. Page 76 Traﬃc Signal Modiﬁcaons Construct traﬃc signal improvements at mulple intersecons: Oxnard/4th, 7th, and Date,Channel Islands/Stratham, and J Street, and Ventura/7th. Project esmate was increased by30% due to construcon cost increases from previous ﬁscal year. Page 79 Ventura Boulevard Sidewalk - Rose Avenue to Balboa Street Install new sidewalk on Ventura Boulevard between Rose Avenue and Balboa Street. Projectincludes Class II street bike lanes, signage, striping, and ADA improvements. Page 81 Wastewater Collecon: Central Trunk Sewer Manhole Replacement - Phase I Replace 629 linear feet of exisng 8-inch sewer pipe with new 12-inch sewer pipe on Third andNavarro Streets. Page 96

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Oxnard City CouncilJune 4, 2024

Oxnard City Council
June 4, 2024