Agenda packet — Oxnard City Council, June 3, 2025 (part 1 of 4)

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

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

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

OXNARD CITY COUNCIL

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY

OXNARD FINANCING AUTHORITY

OXNARD HOUSING AUTHORITY
Meeting Location: Council Chambers, 305 West Third Street June 3, 2025
Closed Session - 4:30 PM
Appointment Items - 5:30 PM
Regular Meeting - 6:00 PM
Zoom details to call-in for public comment during a meeting:

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

2. Enter Meeting ID: 882 1844 9740

3. Passcode: 876110
If you wish to speak during public comments or a particular item on the agenda, please sign-on by following the zoom call-in steps listed above. Once the presiding officer calls for public speakers, press *9 to raise your hand to inform the City Clerk you would like to speak during the public speaking section for that particular item on the agenda, while in the zoom waiting room. Press *6 when asked to unmute. Listen to the instructions provided virtually on the phone while on hold in the zoom waiting room. Please note that there is a slight time delay when viewing the meeting via television.

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

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

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

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

YOU MAY PARTICIPATE IN THE MEETING IN THE FOLLOWING WAYS:

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

2. EMAIL COMMENTS OR SIGN UP TO SPEAK REMOTELY BEFORE THE MEETING a. Submit a request to speak remotely by 3 p.m. on the day of the meeting by using the form available at www.oxnard.org/citymeetings.
b. Submit an email to [email protected] by 3 p.m. on the day of the meeting (indicate the agenda item number in the subject line). All email correspondence will be forwarded to the legislative body prior to the start of the meeting and made part of the legislative record.
1 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 2
c. Contact the City Clerk’s Office at (805) 385-7803 to submit your request.

3. PROVIDE PUBLIC COMMENT REMOTELY DURING THE MEETING
a. Follow Zoom details listed above.
b. Public comments on agenda items will be taken following the announcement of the item. After the item is announced, members of the public may register or otherwise be recognized for the purpose of providing public comment.

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

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

A. ROLL CALL, POSTING OF AGENDA
THE FOLLOWING LEGISLATIVE BODIES ARE MEETING: City Council and Oxnard Housing Authority

CONSIDERATION OF TELECONFERENCE PARTICIPATION PURSUANT TO ASSEMBLY BILL 2449
B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
At this time, a person may address the legislative body only on matters appearing on the closed session agenda. The presiding officer shall limit public comments to three minutes.

C. CLOSED SESSION (4:30 PM)

1. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION (Government Code Section
54956.9(d)(1) (filed under seal pursuant to Government Code Section 12652) and ANTICIPATED LITIGATION (Government Code Section 54956.9(d)(4)) regarding whether to intervene in the action filed under seal: one potential case.

Ventura County Superior Court
Legislative Body: City Council

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

Legislative Body: City Council
D. APPOINTMENT ITEMS (5:30 PM)

1. City Clerk Department
SUBJECT: Presentation by the County of Ventura on Vector Control. (20 minutes) RECOMMENDATION: That the City Council receive the verbal report regarding the Ventura County Resource Management Agency, Environmental Health Division Vector Control Program and provide comments.

E. OPENING CEREMONIES (6:00 PM)
2 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 3
Pledge of allegiance to the flag of the United States.

F. CEREMONIAL ITEMS

1. SUBJECT: Presentation of a Proclamation Designating June 12, 2025 as "Philippine Independence Day Flag Raising."

2. SUBJECT: Presentation of a Proclamation Designating June 21, 2025 as the "34th Annual Juneteenth Celebration."

3. SUBJECT: Presentation of a Proclamation Designating June 2025 as "Pride Month in the City of Oxnard."
G. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
A person may address the legislative body only on matters not appearing on the agenda and within the subject matter jurisdiction of the legislative body. Speaker requests shall be submitted as set forth on the first page of this agenda. Speakers are limited to three minutes. After 30 minutes, if all speakers have not had the opportunity to speak, the remaining speakers will be given an opportunity to speak prior to adjournment of the meeting. The legislative body cannot enter into a detailed discussion or take action on any items presented during public comments at this time. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion. Persons wishing to speak on public hearing items should do so at the time of the hearing.

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

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

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

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

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

L. INFORMATION/CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the City Council approve the regular meeting minutes of May 20, 2025.
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OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 4
That the Housing Authority Board of Commissioners approve the regular meeting minutes of April 29, 2025.

Legislative Body: City Council, Housing Authority
Contact: Luly Lopez, (805) 385-7805

2. Cultural & Community Services Department
SUBJECT: Retired and Senior Volunteer Program (RSVP) Grant Application and Revenue Approval.

RECOMMENDATION: That the City Council adopt a resolution:

1. Authorizing the City Manager or designee to accept the award of $645,000 in federal AmeriCorps grant funds with a local match of $71,688 over three years to be used for the Retired and Senior Volunteer Program grant;

2. Authorizing the City Manager or designee to execute grant agreements;

3. Authorizing the Chief Financial Officer or designee to submit financial reports, grant claims and approve special budget appropriations for the use of the grant funds; and 4. Authorizing the Cultural and Community Services Director or designee to submit non-financial reports. (This item did not originate in Committee.)
Legislative Body: City Council
Contact: Terrel Harrison, (805) 385-7994

3. Cultural & Community Services Department
SUBJECT: Appointment of Two Representatives to the Ventura County Area Agency on Aging Advisory Council.

RECOMMENDATION: That City Council approve the recommendation from the Senior Services Commission to appoint Chair Alice Sweetland and Commissioner Gloria Massey Chinea to the Ventura County Area Agency on Aging Advisory Council.
(This item did not originate in Committee.)
Legislative Body: City Council
Contact: Terrel Harrison, (805) 385-7994

4. Cultural & Community Services Department
SUBJECT: Ordinance Revising the Cultural Arts Commission Powers & Duties.

RECOMMENDATION: That the City Council approve the first reading by title only and waive further reading of an ordinance titled:
"ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA, AMENDING SECTION 2-131 TO

THE OXNARD CITY CODE UPDATING THE POWERS AND DUTIES OF THE CULTURAL ARTS COMMISSION"
(Community Services, Public Safety, Housing and Development committee approved 3-0 on May 13, 2025).

Legislative Body: City Council
Contact: Terrel Harrison, (805) 385-7994

5. Finance Department
SUBJECT: Accounting and Financial Risk Assessment Update. 4 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 5
RECOMMENDATION: That the City Council receive and file the Risk Assessment Update regarding accounting and financial reporting as part of the Internal Control Integrated Framework pursuant to City of Oxnard Finance Policy (FPOL) 1.05.
(Finance and Governance Committee approved 3-0 on May 13, 2025).

Legislative Body: City Council
Contact: Javier Chagoyen-Lazaro, (805) 200-5400

6. Finance Department
SUBJECT: City's Monthly Investment Report for the period ending April 2025.

RECOMMENDATION: This is an information item for the City Council to receive and file. (This item did not originate in Committee.)
Legislative Body: City Council
Contact: Javier Chagoyen-Lazaro, (805) 200-5400

7. Housing Department
SUBJECT: Housing Authority Low Rent Public Housing and Housing Choice Voucher Program Section 8 Budgets for Fiscal Year 2025-2026.

RECOMMENDATION: That the Board of Commissioners of the Housing Authority of the City of Oxnard:

1. Adopt a resolution approving the recommended $7,795,322 operating budgets for the Low Rent Public Housing Program for Fiscal Year 2025-2026, as presented for each project area, and approve and authorize the use of $201,272 of unrestricted cash to fund the projected deficit.

2. Adopt a resolution approving the recommended $35,921,457 operating budget for the Housing Choice Voucher Program Section 8 for Fiscal Year 2025-2026, and approve and authorize the use of $149,715 of unrestricted cash to fund the projected deficit. (Finance and Governance Committee approved 3-0 on May 13, 2025.) Legislative Body: Housing Authority
Contact: Brenda Lopez, (805) 385-8092

8. Police Department
SUBJECT: Ventura County Animal Services Agreement FY 2025-26.

RECOMMENDATION: That the City Council:

1. Approve and authorize the Mayor to sign an amendment to the services agreement (A-8151) with the County of Ventura Animal Safety and extend the agreement one additional year; and

2. Approve and authorize the Mayor to sign a Service Level Request in the amount of $3,100,658.94 for budgeted cost of animal care services for FY 25-26, with estimated additional costs and credit offsets for a projected total net cost of $2,742,633.94, for the sixth year of a six-year agreement (A-8151) with the County of Ventura to provide animal safety services.
(This item did not originate in Committee since this is a continuation of a previous item approved by the City Council on July 2, 2024.)
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OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 6
Legislative Body: City Council
Contact: Jason Benites, (805) 385-7624
M. PUBLIC HEARINGS

1. Finance Department
SUBJECT: FY 2025-26 Proposed Budget Public Hearing. (90 minutes) RECOMMENDATION: That the City Council and Housing Authority Board conduct a public hearing on the Fiscal Year (FY) 2025-26 Proposed Budget for the City of Oxnard and Oxnard Housing Authority and provide staff direction regarding any adjustments to the Proposed Budget, in preparation for budget adoption on June 17, 2025.

Please click the following link to view the required Measure M pre-recorded presentation video titled Fiscal Year 2025-26 Budget Preview: https://youtu.be/K-DcB3UHmnA Please click the following link to view the required Measure M pre-recorded presentation video titled Additional Information on Fiscal Year 2025-26 Proposed Annual Budget: https://youtu.be/ols8rueXNLU
Legislative Body: City Council
Contact: Javier Chagoyen-Lazaro, (805) 200-5400

2. Public Works Department
SUBJECT: Fiscal Year (FY) 2025-26 Resolution to Levy Assessments in Mandalay Beach Maintenance District. (10 minutes)
RECOMMENDATION: That the City Council, acting as the legislative body for the Mandalay Beach Maintenance District:

1. Hold a Public Hearing on June 3, 2025, to receive public testimony regarding the proposed Fiscal Year 2025-26 assessments for the Mandalay Beach Maintenance District; and

2. Adopt a resolution to levy the special tax assessment for Fiscal Year 2025-26 within the Mandalay Beach Maintenance District for Fiscal Year 2025-26. (Public Works and Transportation Committee approved 2-1 on May 13, 2025) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/HP2uzozwbPI
Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055
N. REPORTS

1. Public Works Department
SUBJECT: Fiscal Year (FY) 2025-26 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 6 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 7
proceedings to levy assessments against real property for Fiscal Year 2025-26 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 2025-26 in connection with the city’s landscape maintenance districts”;

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 2025-26 in connection with the city’s landscape maintenance districts” setting the Public Hearing for June 17, 2025;

4. Approve a one-time fund balance contribution from the General Fund to LMD-49 in the amount of $54,802 as outlined in this staff report; and

5. Approve a distribution of LMD-54 reserve fund balance in the amount of $31,386 to the equivalent benefit units in LMD-54 as outlined in this staff report. (Finance and Governance Committee approved 2-1 on May 13, 2025) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/pk6FUuJ4HGU
Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

2. Community Development Department
SUBJECT: Ordinance Designating Fire Hazard Severity Zones. (20 minutes) RECOMMENDATION: That the City Council approve the first reading by title only and waive further reading of the proposed Ordinance titled:
“AN ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA, ADDING CHAPTER 14,

ARTICLE XIX TO THE OXNARD CITY CODE DESIGNATING FIRE HAZARD SEVERITY ZONES.”
(This item did not originate in Committee.)
Please click on the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/AkEtlKjFFvs
Legislative Body: City Council
Contact: Jeff Pengilley, (805) 385-8208

3. Public Works Department
SUBJECT: Public Project Agreement 32500494 with C.S. Legacy Construction, Inc. for Oxnard Beautification and Cleanup Project, Specification No. PW 24-62. (10 minutes) RECOMMENDATION: That the City Council approve and authorize:

1. A total of $2,765,624.79 in Project funds for the Oxnard Beautification and Cleanup Project, Specification No. PW 24-62;

2. The Mayor to execute an Agreement with C.S. Legacy Construction, Inc. in the amount of $2,506,996.79 for the Project and approve a Project contingency amount of $129,314.00 (~5%) for a total not to exceed value of $2,636,296.79 for the Project;

3. A Project allocation amount of $129,314.00 (~5%) for engineering, inspection, survey and project management for the Project;
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OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY June 3, 2025 PAGE 8

4. Authorize a maximum amount of $1,600,000 budget appropriation, and corresponding transfer in revenue in the same amount, in the Capital Outlay Fund (301) to the Oxnard Beautification and Cleanup Project (C2317), funded from a transfer of existing FY 2024-25 General Fund (101) appropriations;

5. Approve project budget appropriations of $1,074,578 in Fiscal Year 2024-25 consisting of $870,000 of available fund balance from the American Rescue Plan Act (ARPA) Fund (320) and $204,578 of available fund balance from the Tax Allocation Bond (TAB) Fund (HERO Project Area, Fund 315) to the Oxnard Beautification and Cleanup Project (C2317) and corresponding Capital Outlay Fund (301) transfer in/appropriation in the same amount;

6. Authorize the Public Works Director, or designee, to apply for a turf replacement rebate program up to a maximum amount of $638,500 with Metropolitan Water District (MWD) of Southern California and to approve the budget appropriations, once awarded, for use in the Oxnard Beautification and Cleanup Project (C2317).

7. Incorporating the Oxnard Beautification and Cleanup project into the adopted 2025-2029 Capital Improvement Program; and

8. Incorporating the Del Sol Community Garden Activation project into the 2025-2029 Capital Improvement Program.
(This item did not originate in Committee as these are grant-funded projects whose grant applications were previously approved by the City Council.) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/OPCiEVv9kwA
Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055
O. ADJOURNMENT
8 CITY COUNCIL AGENDA REPORT

APPOINTMENT ITEMS (5:30 PM)
AGENDA ITEM NO. D.1
DATE: June 3, 2025
TO:

FROM:

SUBJECT: Presentation by the County of Ventura on Vector Control. (20 minutes)

RECOMMENDATION
That the City Council receive the verbal report regarding the Ventura County Resource Management Agency, Environmental Health Division Vector Control Program and provide comments.

BACKGROUND

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

This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.

This agenda item supports the Infrastructure and Natural Resources strategy. The purpose of the Infrastructure and Natural Resources strategy is to preserve and improve our roads, utilities, parks, trees, water supply and natural resources through effective planning, prioritization, and an equitable and efficient use of available funding.

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

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

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
(identify accounts and remaining fund balance)
OR
There is no financial impact.
9 COMMITTEE OUTCOME
The ______ Committee approved 3-0 on DATE to approve the staff recommendation and to forward the item for Council approval.

OR
This item did not originate in Committee.

Prepared by:

ATTACHMENTS
None
10 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.1
DATE: June 3, 2025
TO: City Council, Housing Authority
FROM: Luly Lopez, City Clerk, (805) 385-7805, [email protected] SUBJECT: Approval of Minutes.

RECOMMENDATION
That the City Council approve the regular meeting minutes of May 20, 2025.

That the Housing Authority Board of Commissioners approve the regular meeting minutes of April 29, 2025.

BACKGROUND

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

FINANCIAL IMPACT
There is no financial impact.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Luly Lopez, City Clerk

ATTACHMENTS

1. City Council meeting of May 20 2025

2. Housing Commissioners meeting of April 29 2025
11 MINUTES

OXNARD CITY COUNCIL
May 20, 2025
A. ROLL CALL, POSTING OF AGENDA
At 5:02 p.m., Mayor Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard City Council convened in the Council Chambers at 305 West Third Street, Oxnard, California. Councilmembers Luis A. Mc Arthur; Bert E. Perello; Michaela Perez; Gabriela Rodriguez; Aaron Starr and Gabriel Teran were present. The City Clerk stated that the agenda was posted on Thursday, May 8, 2025 and the amended agenda on Friday, May 16, 2025 at the Library, City Hall kiosk, City Administrative Offices and on the website.

CONSIDERATION OF TELECONFERENCE PARTICIPATION PURSUANT TO ASSEMBLY BILL 2449
B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
No public comments were received.

At 5:03 p.m., the City Council recessed to a closed session. At 5:08 p.m., Councilwoman Gabriela Basua was present.

C. CLOSED SESSION (5:00 PM)

1. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION (Government Code Section 54956.9(d)(1))
Name of case: Julian Lopez v. City of Oxnard
Workers' Compensation Case No.: ADJ10272261; ADJ9305425; ADJ8281345 (OXN) Legislative Body: City Council
NOTE: Removed from the agenda

2. CONFERENCE WITH LABOR NEGOTIATORS (Government Code section 54957.6) Agency designated representatives: Ashley Golden, Assistant City Manager and Steve Naveau, Director of Human Resources
Employee organizations: Service Employees International Union CTW, CLC, Local 721 (SEIU Local 721); International Union of Operating Engineers AFL-CIO, Local No. 501 (IUOE Local 501); Oxnard Mid-Managers Association (OMMA); International Association of Firefighters, AFL-CIO (IAFF), Local 1684 Legislative Body: City Council
D. OPENING CEREMONIES (6:00 PM)
At 6:20 p.m. Mayor Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard City Council in the City Hall Council Chambers at 305 West Third Street, Oxnard, California. Councilmembers Gabriela Basua; Luis A. Mc Arthur; Bert E. Perello; Michaela Perez; Gabriela Rodriguez; Aaron Starr; and Gabriel Teran were present. 12 May 20, 2025 OXNARD CITY COUNCIL PAGE 2
Stephen Fischer, City Attorney announced that no reportable actions resulted from the closed session.

The meeting opened with the pledge of allegiance to the flag of the United States led by Leticia Alejandre, a student at Oxnard Adult School, followed by a moment of silence.

Additional staff members present were Alexander Nguyen, City Manager; Ashley Golden, Assistant City Manager; Javier Chagoyen-Lázaro, Chief Financial Officer; Kenneth Rozell, Chief Assistant City Attorney; Michelle McCarron, Assistant City Attorney; Michael Wolfe, Public Works Director; Tim Beaman, Assistant Public Works Director; Brian Yanez, Assistant Public Works Director; Brenda Lopez, Interim Housing Director; Terrel Harrison, Cultural & Community Services Director; Jason Benites, Police Chief; Rocky Marquez, Assistant Police Chief; Steve Trickle, Commander and Lourdes A.

López, City Clerk.

E. CEREMONIAL ITEMS

1. SUBJECT: Presentation of a Certificate of Congratulations to Vernon "VJ" Nickleberry on the Occasion of his 100th Birthday.

Supervisor Vianey Lopez congratulated and presented a certificate to Mr.

Nickleberry on behalf of the Ventura County Board of Supervisors.

Daniel Mora with Local 585 LiUNA presented to plaque.

Councilwoman Perez read the proclamation and presented it to Mr. Nickleberry who thanked the City Council for the recognition.

2. SUBJECT: Presentation of a Proclamation Designating May 2025 as "Arthritis Awareness Month."
Councilwoman Rodriguez read the proclamation and presented it to Jess Camarillo who thanked the City Council for the recognition.

3. SUBJECT: Presentation of a Proclamation Designating May 26, 2025 as "Memorial Day."
Mayor Mc Arthur read the proclamation and presented it to Manuel Gonzales, Sergio Garcia; Nick Benavidez and Louis Morris with the Disabled Veterans Ventura County Chapter 24 who thanked the City Council and invited everyone to attend the Memorial Day event at Plaza Park.

F. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
Public comments were received from Maria Elena Saldana (various issues), Alicia Percell (parking structure and anti-camping ordinance); Israel Gomez-Vera (ABX2-1); Larry Stein (anniversary, accessibility to staff and parking structure); Drew Williams (tenant anti13 May 20, 2025 OXNARD CITY COUNCIL PAGE 3
harassment ordinance); Andy (anti-harassment ordinance) and Manuel Herrera (bond issues).

G. REPORT OF CITY MANAGER/EXECUTIVE DIRECTOR/SECRETARY
The City Manager commented on various items, including the Public Works open-house on May 21st at Plaza Park; Memorial Day on May 26th and Pride Flag Raising on June 2, 2025.

Deirdre Frank (youth programs and fire pits).

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

AUTHORITY BUSINESS/COMMITTEE REPORTS
The members of the Council provided brief announcements regarding their various activities.

Councilwoman Perez and Mayor Pro Tem requested an agenda item regarding bond litigation update.

Councilman Starr requesting an agenda item on a city-wide anti-camping ordinance.

I. REVIEW OF INFORMATION/CONSENT AGENDA
Item Nos. K-2, K-3, K-5, K-6, K-8, K-10 and K-13 were reviewed and discussed among the Council and staff.

J. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
Public comment was received from Larry Stein (K-10) and Caller Ending 2524 (K-8).

K. INFORMATION/CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the City Council approve the regular meeting minutes of April 29, May 6, 2025.

2. Cultural & Community Services Department
SUBJECT: Oxnard After School Education Safety Agreement.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute a one-year agreement (A-8586) with the Oxnard School District (OSD) for the City to receive an amount not to exceed $4,470,000 to operate the After-School Education and Safety Program with a City match of $130,000 of in-kind services. (As of the posting of this agenda, there was not yet an outcome from the Community Services, Public Safety, and Housing & Development Committee.) 14 May 20, 2025 OXNARD CITY COUNCIL PAGE 4

3. Cultural & Community Services Department
SUBJECT: Hueneme After School Education Safety Agreement.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute the Partnership Agreement (A-8589) and Memorandum of Understanding (A-8590) with the Hueneme Elementary School District (HESD) for the City of Oxnard to receive the total amount of $7,408,328 to provide services under the California After School Education and Safety (ASES) program at ten (10) HESD schools during FY 25-26, FY 26-27 and FY 27-28.
(As of the posting of this agenda, there was not yet an outcome from the Community Services, Public Safety, and Housing & Development Committee.)

4. Cultural & Community Services Department
SUBJECT: Adoption of Ordinance No. 3059 Library Board City Code Updates.

RECOMMENDATION: That the City Council adopt Ordinance No. 3059 titled:
"AN ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA AMENDING

THE OXNARD CITY CODE TO REDUCE THE MEMBERSHIP OF THE
OXNARD LIBRARY BOARD TO FIVE MEMBERS."
(The Community Services, Public Safety, Housing and Development committee approved 3-0 on April 8, 2025. The City Council approved the first reading of the ordinance by a vote of 7-0 on April 29, 2025.)

5. Finance Department
SUBJECT: Agreement for Annual Financial Audits and Single Audits for Federally Funded Programs for Fiscal Years 2024-25 through 2028-29.

RECOMMENDATION: That City Council approve and authorize the Mayor to execute a five-year agreement (No. 325000539) with Macias Gini & O'Connell, LLP in the amount of $1,219,895 for annual financial audits and Single Audits for Federally funded programs.
(As of the posting of this agenda, there was not yet an outcome from the Finance and Governance Committee.)

6. Finance Department
SUBJECT: Monthly Report and Accounting of All Receipts, Disbursements, and Fund Balances.

RECOMMENDATION: That the City Council receive and file this report and accounting of all receipts, disbursements and fund balances for the month of March 2025.
(This item did not originate in Committee.)
15 May 20, 2025 OXNARD CITY COUNCIL PAGE 5

7. Fire Department
SUBJECT: Resolution Commending Fire Marshal Stephen McNaughten For Twenty-Three Years of Service to the City of Oxnard Fire Department.

RECOMMENDATION: That the City Council adopt Resolution No. 15,864 commending Fire Marshal Stephen McNaughten for twenty-three years of service to the City of Oxnard Fire Department.
(This item did not originate in Committee.)

8. Housing Department
SUBJECT: Adoption of Ordinance No. 3058 Just Cause Evictions and Tenant Protections (Just Cause) Code Amendments.

RECOMMENDATION: That the City Council adopt Ordinance 3058 titled:

ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA AMENDING
SECTIONS 27-3, 27-4 AND 27-10 AND ADDING SECTION 27-13 TO THE

OXNARD CITY CODE PERTAINING TO JUST CAUSE EVICTIONS AND

TENANT PROTECTIONS
(The Community Services, Public Safety, Housing & Development Committee approved the amended recommendation, 3-0 on March 25, 2025.)

9. Human Resources Department
SUBJECT: Adoption of Ordinance No. 3060 Amendment to CalPERS Contract.

RECOMMENDATION: That the City Council adopt Ordinance No. 3060 titled:

Ordinance of the City Council of the City of Oxnard Authorizing an Amendment to the Contract between the Board of Administration of the California Public Employees' Retirement System and the City Council of the City of Oxnard. (The City Council approved the first reading of the ordinance by a vote of 7-0 on April 29, 2025.)

10. Public Works Department
SUBJECT: Senate Bill 1 (SB1) Local Streets and Road Maintenance and Rehabilitation Account (RMRA) Project List for Fiscal Year 2025-26.

RECOMMENDATION: That the City Council adopt Resolution No. 15,865 to:

1. Adopt the Fiscal Year 2025-26 project list of Senate Bill 1 (SB1) proposed projects that will be funded in part or solely with Road Maintenance and Rehabilitation Account revenues; and

2. Authorize the City Manager to take whatever actions are necessary and appropriate to carry out the purpose and intent of the resolution. (Public Works and Transportation Committee approved 3-0 on April 22, 2025) 16 May 20, 2025 OXNARD CITY COUNCIL PAGE 6

11. Public Works Department
SUBJECT: Resolution to Approve the Sewer System Management Plan Update.

RECOMMENDATION: That the City Council adopt Resolution No. 15,866 to approve a Sewer System Management Plan Update for the Public Works Wastewater Division.
(This item did not originate in Committee as the prior plan was previously approved by the City Council.)

12. Public Works Department
SUBJECT: Agreement 32500508 with Southern California Edison for the Relocation and Addition of Electrical Infrastructure at the Water Resource Recovery Facility.

RECOMMENDATION: That the City Council approve and authorize the City Manager to execute an agreement with Southern California Edison in the amount of $711,443.62 for the relocation and addition of electrical infrastructure at the Oxnard Water Resource Recovery Facility as it relates to the Wastewater Reliability Project C2201.
(This item did not originate in Committee as this is a capital improvement project specifically listed in the City’s Capital Improvement program budget, which was previously approved by the City Council.)

13. Public Works Department
SUBJECT: Closing Resolution for Wastewater Reliability Project C2201.

RECOMMENDATION: That the City Council adopt “closing” Resolution No. 15,867 for the State of California to execute the State Revolving Fund Loan Agreement with the City and issue the funds for the City’s wastewater projects that have been approved by the State Water Resources Control Board. (This item did not originate in Committee as this is a capital improvement project specifically listed in the City’s Capital Improvement program budget, which was previously approved by the City Council.)
Mayor Pro Tem Teran recused himself from Items K-2 and K-3 due to the potential conflict of interest because of the professional work with the local school districts.

Consent Items K-1, K-4, K-7, K-9, K-11 and K-12
It was moved by Mayor Mc Arthur, seconded by Councilwoman Perez, to approve the Information/Consent item as presented. VOTE: Mc Arthur, Perello, Perez, Rodriguez, Starr, Teran and Basua voted in favor; the motion carried 7-0.

Consent Item K-2 and K-3
It was moved by Mayor Mc Arthur, seconded by Councilwoman Rodriguez, to 17 May 20, 2025 OXNARD CITY COUNCIL PAGE 7
approve the Information/Consent item as presented. VOTE: Perello, Perez, Rodriguez, Starr, Basua and Mc Arthur voted in favor; the motion carried 6-0-1 with Mayor Pro Tem Teran recused himself from Items K-2 and K-3 due to the potential conflict of interest because of the professional work with the local school districts.

Consent Item K-5
It was moved by Mayor Pro Tem Teran, seconded by Councilwoman Rodriguez, to approve the Information/Consent item as presented. VOTE: Perez, Rodriguez, Starr, Teran, Basua, Mc Arthur and Perello voted in favor; the motion carried 7-0.

Consent Item K-6
Discussion ensued among Council and staff. No action is required as this is a receive and file.

Consent Item K-8
It was moved by Councilwoman Basua, seconded by Councilwoman Perez, to approve the Information/Consent item as presented. VOTE: Rodriguez, Teran, Mc Arthur, Basua, Perello and Perez voted in favor; the motion carried 6-1, with Councilman Starr voting no.

Consent Item K-10
It was moved by Councilwoman Basua, seconded by Councilman Starr, to approve the Information/Consent item as presented. VOTE: Starr, Teran, Mc Arthur, Basua, Perello, Perez and Rodriguez voted in favor; the motion carried 7-0.

Consent Item K-13
It was moved by Mayor Pro Tem Teran, seconded by Mayor Mc Arthur, to approve the Information/Consent item as presented. VOTE: Teran, Mc Arthur, Basua, Perello, Perez and Rodriguez voted in favor; the motion carried 6-1 with Councilman Starr voting no.

L. PUBLIC HEARINGS

1. Public Works Department
SUBJECT: Mid-Cycle Update to the Five-Year Capital Improvement Program for Fiscal Years 2025-2029. (20 minutes)
RECOMMENDATION: That the City Council:

1. Hold a public hearing to approve and adopt updates to the 2025-2029 City of Oxnard Five-Year Capital Improvement Program;

2. Approve project budget appropriations of $2,310,599 in Fiscal Year 2024-25 consisting of $250,000 from the Circulation System Improvement Fee Fund (Fund 350, Subfund 8040) available fund balance for the Five Points Intersection Improvements Project C2208, $1,050,000 from the Facilities Maintenance Internal Fees Fund (Fund 735) available fund balance for the Elevator Modernization Project C2602, $7,415 from the Tax Allocation Bond 18 May 20, 2025 OXNARD CITY COUNCIL PAGE 8
(TAB) Fund (Southwinds Project Area, Fund 315) available fund balance for the Southwinds Bench and Trash Enclosures (C2330) and $1,003,184 from the Tax Allocation Bond (TAB) Fund (Ormond Project Area, Fund 315) available fund balance for the Arterial Street Resurfacing Project C2205, as well as the corresponding Capital Outlay Fund (Fund 301) appropriation increase in the same amounts as noted in the financial impact section;

3. Approve a project budget appropriation transfer of $201,375 from existing Cultural and Community Services General Fund (Fund 101) operating budget to the Elevator Modernization Project C2602, as well as the corresponding Capital Outlay Fund (Fund 301) appropriation in the same amount as noted in the financial impact section;

4. Authorize the Public Works Director, or designee, to submit a budget modification request for an additional $4,488,171.50 in grant funds from the California Governor’s Office of Emergency Services (Cal OES) and, if awarded, approve necessary budget appropriations for use in the Central Trunk Sewer Pipe Replacement Project (C2029);

5. Approve an interfund transfer reimbursement of $341,960.14 from TAB Fund (Ormond Project Area Fund 315) to Road Maintenance and Rehabilitation Account (RMRA) Fund (Fund 185) for Fiscal Year 2023-24 street repairs related to the Hueneme Road Resurfacing Project C2205 and any necessary budget appropriations for the transfer;

6. Approve project budget unappropriations from various funds and subfunds as noted in the financial impact section; and

7. Approve the updates to the Fiscal Year 2025-26 Capital Improvement Program (CIP).
(Public Works and Transportation Committee approved 3-0 on April 22, 2025 to forward to Council for further discussion.)
Councilmembers reported on the ex parte communications received on this item.

The City Clerk announced the affidavit of publication published in Vida Newspaper on May 8, 2025 and stated there were no written communications received on this item.

Michael Wolfe, Public Works Director and Morgan Kessler, City Engineer were available to answer questions. Discussion ensued among the Council and staff.

At 9:33 p.m., the Council voted to continue the meeting past 10:00 p.m., and take action on the remainder of the items on the agenda.

It was moved by Mayor Mc Arthur, seconded by Councilwoman Rodriguez, to continue the meeting past 10:00 p.m. VOTE: Basua, Mc Arthur, Perello, Perez, Rodriguez, Starr and Teran voted in favor; motion passed 7-0.

Mayor Mc Arthur opened the public testimony portion of the public hearing. 19 May 20, 2025 OXNARD CITY COUNCIL PAGE 9
Public comment was received from Larry Stein.

Without objection, the Council approved closing the public testimony portion of the public hearing.

Discussion ensued among the Council and staff.

It was moved by Councilman Starr, seconded by Mayor Pro Tem Teran, amendment is to change the source of funding from Measure O fund to voluntary donations for the renaming of John C. Zaragoza Oxnard Transit Center signage. VOTE: Starr voted in favor, the motion failed 1-6 with Councilmembers Perez, Rodriguez, Teran, Basua, Mc Arthur and Perello voting no.

It was moved by Councilwoman Rodriguez, seconded by Mayor Pro Tem Teran, to approve the recommended action. VOTE: Rodriguez, Teran, Basua, Mc Arthur, Perello and Perez voted in favor; motion carried 6-1 with Councilman Starr voting no.

M. REPORTS

1. Public Works Department
SUBJECT: Third Amendment to Agreement A-8368 with Toter, LLC for the Purchase of Residential Curbside Collection Carts and Parts. (10 minutes) RECOMMENDATION: That the City Council approve and authorize the Mayor to execute a Third Amendment to Agreement No. A-8368 with Toter, LLC in the amount of $650,000 for a new total not to exceed $2,735,000 and extend the term date to May 28, 2026, for the replenishment of curbside carts and parts. (This item did not originate in Committee as this is an extension of an agreement previously approved by City Council.)
No public comment was received. Michael Wolfe, Public Works Director and Brian Yanez, Assistant Public Works Director were available to answer questions.

Discussion ensued among the Council and staff.

It was moved by Councilmember Perello, seconded by Mayor Pro Tem Teran, to approve the recommended action. VOTE: Starr, Teran, Basua, Mc Arthur, Perello, Perez and Rodriguez voted in favor; motion carried 7-0.

2. Public Works Department
SUBJECT: Public Project Agreement 32500499 with Blois Construction, LLC for Ventura Road And Rice Avenue Sewer Main Replacement Project, Specification No.

PW 23-119. (10 minutes)
RECOMMENDATION: That the City Council approve and authorize:
20 May 20, 2025 OXNARD CITY COUNCIL PAGE 10

1. A total of $5,937,896 in Project funds for the Ventura Road And Rice Avenue Sewer Main Replacement Project, Specification No. PW 23-119;

2. The Mayor to Execute an Agreement with Blois Construction, LLC in the amount of $4,750,316 for the Project and a Project contingency amount of $712,548 (~15%) for a total not to exceed value of $5,462,864 for the Project;

3. A Project allocation amount of $475,032 (~10%) for engineering, inspection, survey and project management for the Project; and

4. A budget appropriation of $170,896 from the Wastewater Operating Fund (611) available fund balance, as well as the corresponding Wastewater Capital Fund (612) appropriation increase in the same amount for this Project (C2309).
(This item did not originate in Committee as this is a capital improvement project specifically listed in the City's Capital Improvement Program budget, which was previously approved by the City Council.)
Public comment was received from Larry Stein. Michael Wolfe, Public Works Director and Michelle McCarron, Assistant City Attorney were available to answer questions. Discussion ensued among the Council and staff.

It was moved by Councilmember Perello, seconded by Mayor Mc Arthur, to approve the recommended action. VOTE: Teran, Basua, Mc Arthur, Perello, Perez, Rodriguez and Starr voted in favor; motion carried 7-0.

3. Police Department
SUBJECT: Police Department 2024 Annual Military Equipment Use Report. (15 minutes)
RECOMMENDATION: That the City Council:

1. Receive the Police Department's annual report concerning its inventory and use of military equipment, in accordance with Government Code sections 7070-7075.

2. Approve the renewal of City of Oxnard Ordinance 3014, which is codified in Oxnard City Code Section 2-212 as the City’s “Military Equipment Policy” as required by Government Code section 7071 (e)(1).

3. Approve the continuing authorization for the funding, acquisition, and use of military equipment by the Oxnard Police Department’s military equipment inventory as required by Government Code section 7071 (e)(2).

4. Approve the acquisition and use of the following military equipment items:
a. Five (5) 40mm projectile launchers
b. Twenty-four (24) .223 caliber rifles
(This item did not originate in Committee.)
Public comments were received from Larry Stein and Greg Runyon. Jason Benites, 21 May 20, 2025 OXNARD CITY COUNCIL PAGE 11
Police Chief; Rocky Marquez, Assistant Police Chief and Steve Trickle, Commander were available to answer questions. Discussion ensued among the Council and staff.

It was moved by Mayor Mc Arthur, seconded by Councilman Starr, to approve the recommended action. VOTE: Teran, Basua, Mc Arthur, Perello, Perez, Rodriguez and Starr voted in favor; motion carried 7-0.

N. ADJOURNMENT
There being no further business on the agenda, and without objection, Mayor Mc Arthur adjourned the meeting at 10:57 p.m.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
City Clerk Mayor
22 MINUTES

OXNARD HOUSING AUTHORITY
April 29, 2025
A. ROLL CALL, POSTING OF AGENDA
At 6:31 p.m., Chair Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard Housing Authority concurrently with the Oxnard City Council in the City Hall Council Chambers at 305 West Third Street, Oxnard, California. The Secretary Designate stated that the agenda was posted on Thursday, April 17, 2025 at the Library, City Hall kiosk, City Administrative Offices and on the website. Commissioners Gabriela Basua; Luis A. Mc Arthur; Bert E. Perello; Michaela Perez; Gabriela Rodriguez; Aaron Starr Gabriel Teran and Jose Andrade were present.

Staff members present were Alexander Nguyen, Executive Secretary, Stephen Fischer, General Counsel; Brenda Lopez, Interim Housing Director and Lourdes A. López, Secretary Designate.

CONSIDERATION OF TELECONFERENCE PARTICIPATION PURSUANT TO ASSEMBLY BILL 2449
B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
C. CLOSED SESSION (5:00 PM)
D. OPENING CEREMONIES (6:00 PM)
The meeting opened with the pledge of allegiance to the flag of the United States led by Lali Magdaleno, a student at Condor High School, followed by a moment of silence to honor the Filipino Canadian victims of the tragic event in Vancouver.

Pledge of allegiance to the flag of the United States.

E. CEREMONIAL ITEMS
F. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
G. REPORT OF EXECUTIVE SECRETARY
H. HOUSING AUTHORITY REPORTS
I. REVIEW OF INFORMATION/CONSENT AGENDA
J. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
K. INFORMATION/CONSENT AGENDA
23 OXNARD HOUSING AUTHORITY
April 29, 2025 PAGE 2

1. SUBJECT: Approval of Minutes.

City Clerk Department
RECOMMENDATION: That the Housing Authority Board of Commissioners approve the regular meeting minutes of April 15, 2025.

2. SUBJECT: Historical Remodeling Project at 201 South D Street.

RECOMMENDATION: That the Board of Commissioners for the City of Oxnard Housing Authority approve and authorize the Chair to execute an agreement with Mackone Development, Inc. (Agreement No. A-8580) for $307,138.71 firm-fixed price contract to replace the driveway, walkways, roof and decks at the 201 South D Street.
(The Community Services, Public Safety, Housing & Development Committee approved 3-0 on April 8, 2025.)
No public comment was received.

Consent Item Nos. K-1 and K-2
It was moved by Commissioner Andrade, seconded by Commissioner Basua, to approve the Information/Consent items as presented. VOTE: Andrade, Perez, Rodriguez, Starr, Teran, Basua, Perello and Mc Arthur voted in favor; motion carried 8-0.

CITY COUNCIL
At 8:58 p.m., the joint meeting with the City Council concluded.

L. PUBLIC HEARINGS
M. REPORTS
N. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Mc Arthur adjourned the meeting at 8:58 p.m.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
Secretary Designate Chair
24 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.2
DATE: June 3, 2025
TO: City Council
FROM: Terrel Harrison, Cultural & Community Services Director, (805) 385-7994, [email protected] SUBJECT: Retired and Senior Volunteer Program (RSVP) Grant Application and Revenue Approval.

RECOMMENDATION
That the City Council adopt a resolution:

2. Authorizing the City Manager or designee to execute grant agreements;

BACKGROUND
For the past 47 years, the City of Oxnard has successfully operated the Retired and Senior Volunteer Program (RSVP). The RSVP grant is funded by the federal AmeriCorps. The dual purpose is to engage older adults in volunteer services to meet critical community needs and to provide a high-quality service experience that will enrich the lives of the volunteers. Grant agreements with AmeriCorps are awarded on a three-year basis, with FY 2025/28 being the first year of this cycle. The annual grant award is $215,000.

In a typical year, over 300 RSVP volunteers, all age 55 and over, assist about 15 non-profit or public agencies and serve about 45,000 hours, providing about $1.73 million of time and talent to our community. The focus of much of their volunteer effort addresses hunger through food distribution, helping seniors live independently, fighting social isolation, and increasing the capacity of local non-profits.

Special projects operated by RSVP include RSVP Bone Builders, which provides osteoporosis exercise classes to seniors while also building community and friendships and Tai Chi: Moving for Better Balance, a simplified, but evidence-based Tai Chi experience for seniors, and new this grant year, a program focused on helping seniors avoid fraud and scams.

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

FINANCIAL IMPACT
Each fiscal year will require a General Fund match of $23,896 per year for a three-year total match of $71,688. The matching funds are composed of personnel costs and are part of the annual operating budget for Recreation / Senior 25 Services (1015303). The annual grant award will be $215,000 for a three-year total grant funding of $645,000.

The annual match amount of $23,896 (1015503) and grant award of $215,000 (2105503) will be reflected in the recommended budgets for Fiscal Years 2025-26 (Year One), 2026-27 (Year Two), and 2027-28 (Year Three).

For Finance Use Only:

General Fund (Org. 1015503 Obj. 59810) State & Local Grant Fund (Org. 2105503 Obj. various) Projects G2419 & G2420

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Marisue Eastlake, RDVP Director

ATTACHMENTS

1. 25 Grants Resolution RSVP
26 CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD

APPROVING RECEIPT OF GRANT REVENUE
WHEREAS, City Council Resolution No. 15,748 sets out the procedures by which City staff may submit grant applications, following approval of the City Council; and WHEREAS, the Cultural and Community Services Department has requested that the City Council approve receipt of revenue from AmeriCorps for $645,000 in Retired & Senior Volunteer Program funding with a local match of $71,688 over three years to be used for senior volunteer programming; and
NOW, THEREFORE, the City Council of the City of Oxnard hereby resolves to approve receipt of the RSVP grant by the City Manager or designee for the Retired & Senior Volunteer Program. The City Council further resolves that the City Manager or designee is authorized to execute grant agreements; the Finance Director or designee is authorized to submit financial reports and grant claims and approve special budget appropriations for the use of grant funds; and the Cultural and City Manager or designee is authorized to submit non-financial reports.

PASSED AND ADOPTED THIS 20th day of May, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

Luis A. Mc Arthur, Mayor
ATTEST:

Lourdes A. López, City Clerk
APPROVED AS TO FORM:

Stephen M. Fischer, City Attorney
27 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.3
DATE: June 3, 2025
TO: City Council
FROM: Terrel Harrison, Cultural & Community Services Director, (805) 385-7994, [email protected] SUBJECT: Appointment of Two Representatives to the Ventura County Area Agency on Aging Advisory Council.

RECOMMENDATION
That City Council approve the recommendation from the Senior Services Commission to appoint Chair Alice Sweetland and Commissioner Gloria Massey Chinea to the Ventura County Area Agency on Aging Advisory Council. (This item did not originate in Committee.)

BACKGROUND
The Advisory Council of the Ventura County Area Agency on Aging (VCAAA) is a community-based body of advocates for persons age 60 and over. Members of the Advisory Council represent the Ventura County Board of Supervisors, Service Providers and Focus Populations, and local cities.

The mission of the Advisory Council is to involve the community in creating and sustaining programs that impact senior living and family caregivers. To achieve this goal, members participate in committees, outreach, grantee site visits, task force groups and issues of County concern.

At the Senior Services Commission meeting on February 11, 2025, the Commission voted to recommend Alice Sweetland and Gloria Massey Chinea to represent the City of Oxnard for a two-year term on the VCAAA’s Advisory Council.

It is a requirement of the VCAAA Advisory Council that the recommendation be ratified by the City Council.

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

FINANCIAL IMPACT
There is no financial impact.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Marisue Eastlake, RDVP Director

ATTACHMENTS
28 1. Senior Services Commission Minutes - Feb. 11 2025 29 30
31 32

CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.4
DATE: June 3, 2025
TO: City Council
FROM: Terrel Harrison, Cultural & Community Services Director, (805) 385-7994, [email protected] SUBJECT: Ordinance Revising the Cultural Arts Commission Powers & Duties.

RECOMMENDATION
That the City Council approve the first reading by title only and waive further reading of an ordinance titled:
"ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA, AMENDING SECTION 2-131 TO THE OXNARD CITY CODE UPDATING THE POWERS AND DUTIES OF THE CULTURAL ARTS COMMISSION" (Community Services, Public Safety, Housing and Development committee approved 3-0 on May 13, 2025).

BACKGROUND
The Cultural Arts Commission (CAC) is one of the six Citizen Advisory Groups (CAGs) in the City of Oxnard, serving in an advisory capacity to the City Council. Each CAG is assigned specific powers and duties that define its focus for the legislative body. The CAC’s primary role is to advise the City Council on all matters pertaining to cultural arts, including supporting public art projects through the Public Art Fund.

Below is a brief timeline of how this advisory body has changed over the past forty years and the reason why the powers and duties need to be updated today.

Cultural and Fine Arts Commission
From 1980 to 1996, the City was served by a “Cultural and Fine Arts Commission,” which was dissolved by formal Council action due to inactivity after failing to meet for a full calendar year.

Cultural Arts Committee
On February 1, 2011, the City Council took formal action to establish a Cultural Arts Committee, appointing councilmembers Pinkard and Ramirez to serve. The purpose of the committee was to direct the implementation of the City Cultural Master Plan adopted in 2009 and to make recommendations to the City Council. Between 2011 and 2014, the committee was served by two councilmembers, supported by City staff, and received participation from community members with an interest in the arts. This committee also made recommendations on the public art fund grants. Around 2013-2014, the committee advocated for the formation of the Cultural Arts Commission (CAC), believing that a CAG structure would better serve the needs of Oxnard’s residents relating to the arts. Although the CAC was established, in 2017 the committee was responsible for recommending the public art fund grant awards as there were conflict of interest concerns with the CAC membership.

Cultural Arts Commission
The ordinance establishing the Cultural Arts Commission (CAC) was adopted by City Council on November 8, 2014, as a nine-member body which would serve similar functions to the Cultural Arts Committee, including managing the Cultural Arts Grants process. At the time, the CAC was established as a nine-member body. Members were appointed beginning in 2015. Today, the CAC exists as a seven-member commission, with six district-based Council appointments and one 33 appointed at-large. The powers and duties have not been reviewed or updated since its creation in 2014.

DISCUSSION
Since its establishment as a CAG in 2014, the powers and duties of the CAC have not changed, causing confusion among members as the current language implies decision-making authority beyond the commission’s advisory role to the City Council. This issue likely stems from the many functions that were carried over from its time as a Council committee into its current powers and duties as an advisory group.

The challenges the commission faces include:
• Unclear Advisory Role: Current powers and duties carried over responsibilities from a prior Council committee and did not clarify the advisory role of the commission. • Impact of Development Impact Fee Changes: Updates to guidelines restricted the Public Art Fee to be used only for physical art such as murals, mosaics, and sculptures. As a result, the CAC could no longer issue grants from the Public Arts Fund, which had been a key function.
• Decline in Membership and Participation: The loss of grant-issuing authority and concerns over conflicts-ofinterest relating to commissioners' relationships with potential grantees caused membership or participation in the CAC to decline, with some former members citing this as a reason for their resignation. While many of these conflict-of-interest issues have gone away as a result of this change, membership and the commission’s purpose remain a concern.

Currently, there are four members on the CAC, three of which are relatively new. However, many meetings have been canceled since their time on the commission due to lack of quorum and lack of agenda items.

Creation of an Ad-Hoc Committee
In Fall 2024, the CAC established an ad hoc committee to review and discuss modifications to the existing powers & duties. The goal of this ad hoc committee was to:
• Review the powers and duties,
• Discuss the role of the Commission and what they aim to accomplish, and • Recommend modifications to streamline and provide clarity and direction for the current and future CAC members.

The ad hoc committee, comprised of two commissioners and staff from the Cultural Arts Division of the Cultural and Community Services Department and the City Manager’s Office, was formed to enhance the CAG efficiency and effectiveness by providing clear and transparent powers and duties for commissioners.

The committee met three times between October 2024 and January 2025 to accomplish this task. In January 2025, the committee agreed upon the streamlined powers and duties and presented them to the CAC on February 5, 2025. If the ordinance is adopted, the CAG would have the following powers and duties (Attachment #1):
• Advise the city council on all matters pertaining to the cultural arts in the community; • Advise and make recommendations on the quality, quantity, scope, and style of public arts projects administered by the City; nominate members to serve on selection panels and review and recommend funding for these projects;
• Recommend to the city council the distribution of revenues collected through fund-raising, grants and public art funds consistent with the needs of the community, including solicitation and analysis of cultural arts grant proposals;
• Participate in the development of the strategic public art plan and longer-ranged strategic public art plans; • Perform other art, cultural and arts education duties as may from time to time be prescribed by the city council; and
• Prepare and submit an annual report of activities to the city council and make such other reports and recommendations from time to time as the cultural arts commission may determine necessary to support cultural arts in the community.
34 On February 5, the CAC recommended that City Council adopt the proposed streamlined powers and duties. A comparison of the existing powers and duties with the proposed powers and duties is included as Attachment #2.

STRATEGIC PRIORITIES
This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.

FINANCIAL IMPACT
There is no financial impact.

COMMITTEE OUTCOME
The Community Services, Public Safety, Housing and Development committee approved 3-0 on May 13, 2025 to approve the staff recommendation and forward the item to Council for approval.

Prepared by: Julie Estrada, Management Analyst

ATTACHMENTS

1. Ordinance_Cultural Arts Commission_ Powers and Duties

2. Cultural Arts Commission Powers and Duties - Red Line Copy 35 CITY COUNCIL OF THE CITY OF OXNARD
ORDINANCE NO.

ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA,
AMENDING SECTION 2-131 TO THE OXNARD CITY CODE

UPDATING THE POWERS AND DUTIES OF THE CULTURAL

ARTS COMMISSION
WHEREAS, the City of Oxnard established the Cultural Arts Commission (“CAC”) as a Citizen Advisory Group in 2014; and
WHEREAS, the powers and duties of the CAC were carried over from the former Cultural Arts Committee composed of two City Councilmembers and appointed volunteers; and WHEREAS, the powers and duties have not been reviewed since the CAC’s establishment in 2014; and
WHEREAS, the powers and duties cause confusion among members as they imply decisionmaking authority for this advisory board; and WHEREAS, the CAC has struggled with membership retention in recent years due to this confusion, resulting in meeting cancellations and project delays; and WHEREAS, the CAC has reviewed the existing powers and duties and recommended modifications to streamline their functions; and
WHEREAS, the CAC approved these modifications on February 3, 2025; and WHEREAS, the City Council desires to amend the existing ordinance related to the CAC’s powers and duties to reflect the changes proposed by the CAC.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OXNARD DOES ORDAIN AS FOLLOWS:

Part 1. Section 2-131 of the Oxnard City Code is hereby amended to read as follows:
“Sec 2-131. POWERS AND DUTIES.

The powers and duties of the cultural arts commission shall be as follows:
(A) Advise the city council on all matters pertaining to the cultural arts in the community; (B) Advise and make recommendations on the quality, quantity, scope, and style of public arts projects administered by the City; nominate members to serve on selection panels and review and recommend funding for these projects;
(C) Recommend to the city council the distribution of revenues collected through fund raising, grants and public art funds consistent with the needs of the community, including solicitation and analysis of cultural arts grant proposals;
36 (D) Participate in the development of the strategic public art plan and longer-ranged strategic public art plans;
(E) Perform other art, cultural and arts education duties as may from time to time be prescribed by the City Council; and
(F) Prepare and submit an annual report of activities to the city council and make such other reports and recommendations from time to time as the cultural arts commission may determine necessary to support cultural arts in the community.”
Part 2. Severability. If any section, subsection, sentence, clause, phrase, part or portion of this Ordinance is for any reason held to be invalid or unconstitutional by any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance. The City Council declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase, part or portion thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses, phrases, parts or portions be declared invalid or unconstitutional.

Part 3. Pursuant to Cal. Gov. Code Section 36933(c)(1), the City Attorney was designated to prepare, and the City Clerk published, a summary of this ordinance, and a certified copy of the ordinance was posted in the Office of the City Clerk a minimum of five days before the City Council’s adoption of the ordinance.

Part 4. Within fifteen days after passage, the City Clerk shall cause this ordinance to be published one time in a newspaper of general circulation, published and circulated in the City. Ordinance No. was first read on , 2025, and finally adopted on
, 2025, to become effective thirty days thereafter.

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST:
_________________________________
Luis A. Mc Arthur, Mayor
_______________________________
Lourdes A. Lopez, City Clerk
APPROVED AS TO FORM:
_______________________________
Stephen M. Fischer, City Attorney
37 ATTACHMENT #2: Powers & Duties Comparison
Cultural Arts Commission
Sec 2-130. ESTABLISHED; QUALIFICATIONS.
(A) There is hereby established a cultural arts commission composed of seven members. (B) A member shall serve without compensation, shall reside in the city, shall be at least 18 years of age, and shall have a special knowledge or interest in the arts.

Sec 2-134. POWERS AND DUTIES.

The powers and duties of the cultural arts commission shall be as follows:
(A) Advise the city council on all matters pertaining to the cultural arts in the community; (B) Recommend to the city council the adoption, amendment or repeal of ordinances regarding public art, and/or related art projects and proposals; (C) Assist the cultural arts community in raising funds through grants or other sources for the development, growth, incorporation, and expansion of the arts; (D) Provide a local, state and national network of support and supporters of the local arts; (E)(B) Build a growth continuum of education, training and arts to develop an incubator for home grown evaluators and evaluation training tools so that congruity among mission, vision and requirements of request for proposals matches skills assessed by evaluators in the review process;
(F)(C) Advise and make recommendations on the quality, quantity, scope, and style of Develop public arts projects administered by the City; that include developing written materials for soliciting participation, Nominate members to serve on appointing and training selection panels, and reviewing and recommending funding for these projectsto ensure integrity of such processes;
(G) Receive recommendations from ad-hoc local panels to review art actions in conjunction with the commission;
(H)(D) Recommend to the city council the distribution of revenues collected through fund raising, grants and public art funds consistent with the needs of the community, including solicitation and analysis of cultural arts grant proposals; (I)(E) Participate in the development of the strategic annual public art plan and longerranged strategic public art plans; (J) Cooperate with other commissions and civic organizations in order to promote, market, and publicize the arts in order to increase and foster public interest in the arts; and (F) Perform other art, cultural and arts education duties as may from time to time be prescribed by the city council.
(K)(G) Prepare and submit an annual report of activities to the city council and make such other reports and recommendations from time as the cultural arts commission may determine necessary to support cultural arts in the community. 38 FINANCE AND GOVERNANCE COMMITTEE

AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.5
DATE: June 3, 2025
TO: Finance & Governance Committee
FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected]
SUBJECT: Accounting and Financial Risk Assessment Update.

RECOMMENDATION
That the City Council receive and file the Risk Assessment Update regarding accounting and financial reporting as part of the Internal Control Integrated Framework pursuant to City of Oxnard Finance Policy (FPOL) 1.05.
(Finance and Governance Committee approved 3-0 on May 13, 2025).

BACKGROUND
The City’s annual audit for Fiscal Year (FY) 2014-15 produced 111 single-audit findings. One finding identified that risk assessments need to be performed. The finding specified two types: (i) risk assessment related to accounting and financial reporting, and (ii) fraud management risk assessment.

In response to the finding, on June 27, 2017, the City engaged Price Paige as Internal Auditors to complete a fraud risk assessment and to monitor operation of controls in high priority areas. These detailed reviews by external consultants were supplemented by the work of new and better trained staff across the City who identified and remediated additional issues that affected operating, reporting, and compliance objectives. In December 2021, the City completed the adoption of eight Internal Control Integrated Framework (ICIF) policies (see links attached) that are aimed at strengthening and improving the organization’s overall control and operating environment. Financial Policy (FPOL) 1.05 City Council’s Risk Assessment Responsibilities established that the City Council ensures that risk assessments are performed. In September and November 2021, the Finance and Governance Committee received training from the City’s Independent Auditor, Eadie + Payne, in internal controls, compliance, and risk management.

During the past year, the Senior Manager Internal Controls performed a targeted risk assessment for FY 23-

24. The targeted risk assessment is designed to focus on maintaining existing internal controls, including those controls that were put into place as a result of previous audit findings. The FY 23-24 targeted risk assessment focused on the following areas: Grants (funded by the American Rescue Plan Act Coronavirus State and Local Fiscal Recovery Fund), Vendor Master Maintenance, and Purchasing Cards. The Capital Assets process, which was originally planned for completion as part of the FY 23-24 Targeted Risk Assessment, was postponed due to staffing availability and prioritization of other internal control priorities, and will instead be included as part of the FY 25-26 Targeted Risk Assessment.
39 We propose continuing with a targeted risk assessment for FYs 24-25 and 25-26 to ensure limited internal control resources are focused on higher risk areas. The plan to expand to a Full Risk Assessment will be considered for FY 26-27.

FY 23-24 preliminary targeted risk assessment results
The implementation of the new ERP system, Tyler Munis, has enhanced the City’s internal controls over financial reporting. The automatic routing of Purchasing, Accounts Payable, and General Ledger transactions for the appropriate level of authorization, review, approval, and verification replacing processes that were reliant on people to manually route paper-based or electronic transaction documents for approval, is one of the internal control enhancements. Automatic routing of these processes directly impact transactions tied to Grants Management and Purchasing Cards.

Establishing effective internal controls is a continuous process, which should follow the Committee of Sponsoring Organizations of the Treadway Commission (COSO) framework for designing and managing internal controls. In 2014, the federal government updated the Uniform Guidance to require non-federal entities to establish and maintain effective internal control over federal awards, which should be in compliance with COSO and in 2015, the California State Controller developed internal control guidelines applicable to local governments which recommends using COSO’s Internal Control Framework.

The system of internal controls has been evaluated using the COSO framework. The five components of COSO internal control are: control environment, risk assessment, control activities, information and communication, and monitoring activities. The preliminary results of the targeted risk assessment are communicated according to their respective COSO component. Below are both the internal control enhancements and improvement opportunities that have been addressed or will be addressed in the future. Noted improvement opportunities did not constitute control failures due to either: the exposures found are minor in extent and nature or other compensating controls exist. These preliminary results are pending discussion with City Management.

Control Environment
The control environment is the set of standards, processes and structures that provide the basis for carrying out internal control and sets the tone across the organization. City processes are in a stabilization period post ERP implementation and policies and procedures continue to be updated to reflect process changes.

Risk Assessment
The risk assessment allows management to identify the need for control and monitoring activities, improvements to the flow of information and communication or the need for changes to the control environment. Risk assessments were prepared for each of the targeted risk assessment areas: Vendor Master Maintenance, Grants Management, and Purchasing Cards to ensure that risks are managed and mitigated.

Control Activities
Control activities are actions established through policies and procedures (or through embedded controls) that help ensure that management’s directives to mitigate risk (as documented in the Risk Assessment) are carried out.

The ERP system has the following internal controls embedded into the system. ● Segregation of duties – system workflow separates the responsibilities for authorizing transactions and processing transactions, replacing the manual control of individuals and ensuring that they aren’t the only authorizer and approver or that the transaction is processed by people without conflicting responsibilities. ● Reviews and approvals – system workflow automation ensures secondary reviews and supervisory approvals that transactions have been properly authorized, accurately recorded, and correctly reflect the events that have occurred replacing the manual control of people routing reviews and approvals appropriately via a paper-based process and approvals being captured on paper 40 ● Adequate, accurate and readily available documents and records – electronic management of transaction documents ensures that documents are centrally stored (single source of truth), accessible to City staff throughout the workflow, and retained for the appropriate timeframe Below are the internal controls embedded into the system for the specific processes.

Vendor Master Maintenance -
● ERP restricts changes to vendor master to users with specific roles Grants Management -
● ERP workflow routes approvals for expense transactions coded to general ledger Fund 204 (ARPA fund) to employees with knowledge of approved ARPA projects
● ERP checks budget when entering a purchase requisition or contract ● ERP limits purchasing transactions to pre-approved vendors Purchasing Cards -
● ERP increases awareness of purchasing card statement reconciliation status ● ERP workflow captures approvals of purchasing card transactions Information and Communication
Information and communication is the continual iterative process of providing, sharing and obtaining necessary information to meet accounting and disclosure requirements under governmental accounting standards. ● ERP user quick guides that also incorporate relevant control activities are readily available to all ERP users ● ERP users completed ERP training prior to go-live and new users are expected to complete “On Demand” trainings post go-live
● Results of Targeted Risk Assessment or Monitoring Activities will be communicated to improve process efficiency and effectiveness
Monitoring Activities
Monitoring activities are the continuous evaluation of each of the COSO components to ensure they are functioning effectively, including the COSO monitoring activities component, to assess the execution and quality of established control activities. Below are highlights of the monitoring activities that were performed as part of this review.

Vendor Master Maintenance –
● Evaluated the timeliness of Vendor Master File review - o Staff assigned to Vendor Master Maintenance review Vendor Master Files annually and deactivate vendors without activity in the last 2 years
● Evaluated that changes to the Vendor Master File are supported with appropriate documentation -
o ERP document management is used to retain Vendor Create/Change Request Form which is accompanied by:

1. Completed IRS Form W-9 Request for Taxpayer Identification Number and Certification and

2. Purchasing verifies that the vendor is active and valid by performing a search on the California Secretary of State website prior to adding or revising vendor information. o Instances of Change Request Form not in ERP or vendor information/support insufficient ● Evaluated that information in the Vendor Master File is complete and accurate – o Instances of no Federal Employer Identification Number (FEIN) in ERP or FEIN inaccurate Grants Management –
● Evaluated that purchases of goods or services are authorized as evidenced by proper review and approval – o ERP workflow captures approvals
● Evaluated that Grant Administering Departments maintain financial and other records in accordance with grant requirements –
o Instances of documentation required by grant contract not maintained 41 ● Evaluated that when using Federal grant funds to purchase goods or services, vendor name or principal individual(s) are searched in the Excluded Parties List System (now the System for Award Management (SAM) database) to verify that the vendor or principal individuals are not suspended, debarred or otherwise excluded from participation in Federal spending
o Grant Administering Departments are not reviewing the SAM database to check for suspension or debarment or if Grant Administering Departments are reviewing for suspension or debarment, evidence of the review is not maintained
Purchasing Cards –
● Evaluated purchasing card transactions are authorized as evidenced by proper review and approval – o ERP workflow captures approvals of purchasing card transactions ● Evaluated timeliness of purchasing card reconciliation – o Instances of statements not reconciled timely when purchasing card holders terminate employment from the City of Oxnard
Ongoing monitoring activities need to be formalized and documented, separate from this evaluation of the system of internal controls. Monitoring activities should be designed to provide a sense of whether the internal controls are functioning effectively.

The results of monitoring activities above will be communicated to the appropriate parties after these preliminary results are discussed with City Management.

FY 24-25 targeted risk assessment
Staff anticipates reporting on the status of the FY 24-25 targeted risk assessment in the fall.

FINANCIAL IMPACT
There is no financial impact.

Prepared by: Jennifer Hiraoka, Senior Manager Internal Controls

ATTACHMENTS

1. FPOL 1.01 Adoption of Internal Control - Integrated Framework

2. FPOL 1.02 Adoption of Internal Control Oversight Responsibilities

3. FPOL 1.03 Internal Control - Finance and Governance Committee Duties and Responsibilities

4. FPOL 1.04 Assignment of Authority and Responsibility for Achieving Operational, Reporting and Compliance Objectives

5. FPOL 1.05 City Council's Risk Assessment Responsibilities

6. FPOL 1.06 Development and Implementation of Internal Controls v.2

7. FPOL 1.07 Commitment to Transparent and Complete Information and Communication v.2

8. FPOL 1.08 Creation of a Monitoring System
42 43
44 45
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 1.0 POLICY STATEMENT

1.1.1 The City Council directs the City Manager to develop internal controls that are tailored to the City’s specific structure, risk exposure and resource levels. To the extent resource levels are not adequate to reduce risk in some areas; the Council will reassess its risk tolerance philosophy and provide specific direction to the City Manager.

1.1.2 City practices shall comply with Internal Control - Integrated Framework (ICIF) principles and components related to internal control.

1.1.3 Controls shall be developed that respond to and assure compliance with findings from external and/or internal audits and that consider the outcomes of risk assessments performed in accordance with the City Council’s Risk Assessment Responsibilities Policy (FPOL 1.05).

2.0 SCOPE
The policy covers all of the City of Oxnard’s internal control activities as they relate to the development and implementation of internal controls.

3.0 BACKGROUND
To comply with standards for ICIF principles and components, the City Council recognizes the need to eliminate or reduce risk based on reasonable standards and level of effort. Proper internal controls must be developed and implemented to safeguard assets and ensure the City achieves its operational objectives. The responsibility to develop those controls must be established and evaluated on an ongoing basis.

4.0 DEFINITIONS
City of Oxnard Finance Policy
TITLE

Development and Implementation of Internal Controls
PAGE

1 of 2
NUMBER

FPOL 1.06

VERSION

1.0 DOCUMENT OWNER

Donna Ventura

EFFECTIVE DATE

3/16/2021
Term Definition
Internal Control – Integrated
Framework (ICIF)
A system of internal control designed to address three main categories of internal control objectives which are 1.

Operations 2. Reporting and 3. Compliance
Committee of Sponsoring
Organizations (COSO)
A joint initiative of five private sector organizations (American Accounting Association, American Institute of Certified Public Accountants, Financial Executives International, Institute of 61 5.0 ROLES AND RESPONSIBILITIES

CITY OF OXNARD REFERENCES
FPOL 1.01 Adoption of Internal Control – Integrated Framework FPOL 1.02 Adoption of Internal Control Oversight Responsibilities FPOL 1.03 Internal Control – Finance and Governance Committee Duties and Responsibilities FPOL 1.04 Assignment of Authority and Responsibility for Achieving Operational, Reporting, and Compliance Objectives
FPOL 1.05 City Council’s Risk Assessment Responsibilities

6.0 DOCUMENT HISTORY
City of Oxnard Finance Policy
TITLE
Development and Implementation of Internal Controls
PAGE
2 of 2
NUMBER
FPOL 1.06

VERSION

1.0 DOCUMENT OWNER
Donna Ventura

EFFECTIVE DATE
3/16/2021
Management Accountants, and the Institute of Internal Auditors) COSO develops frameworks and guidance on enterprise risk management, internal control and fraud deterrence.

Risk Assessment A systematic process of evaluating the potential risks that may be involved in a projected activity or undertaking at all levels.

Risk Tolerance The maximum risk that an organization is willing to accept regarding each relevant activity or event..

Risk Exposure The measure of potential future loss resulting from a specific activity or event.

Role Responsibility
City Council Exercise its oversight duties, to ensure that management selects and develops control activities that contribute to the mitigation of risks to acceptable levels and that management and independent financial auditors monitor compliance with internal control policies and procedures that put policies in place.

City Manager Responsible for carrying out policies along with managing the organization and ensuring accountability for performance of all employees under his or her direction.

Finance and
Governance Committee
(audit committee)
As defined in FPOL 1.03 Internal Control – Finance and Governance Committee Duties and Responsibilities.

Version Summary of Changes Reason for Changes

1.0 New policy New policy
62 City of Oxnard Finance Policy
TITLE
Commitment to Transparent and Complete Information and Communication PAGE
1 of 3
NUMBER
FPOL 1.07

VERSION

1.0 DOCUMENT OWNER
Kevin Riper

EFFECTIVE DATE
6/15/2021

PROCEDURE OWNER
Kevin Riper
TITLE
Chief Financial Officer
(Signature) DATE
5/11/2021

1.0 POLICY STATEMENT

1.1.1 The City Council is committed to providing full and transparent financial information to the public.

1.1.2 The City Council expects management to implement an information and communications framework that supports operational, reporting and compliance objectives. The products of the City’s information and communication systems are expected to be of sufficient quality and usefulness to enable the successful implementation of the Internal Control – Integrated Framework (ICIF) and provide reasonable assurance to the Council that its goals and the City’s operating, reporting and compliance objectives will be achieved.

1.1.3 The City Council directs the City Manager to implement the necessary communications protocols and information sharing processes within the organization and to elected officials and the public.

1.1.4 The City’s business communications shall conform to the standards established by the City Council through policies documented in the Personnel Rules and Regulations and the City’s Administrative Manual.

1.1.5 Elected and appointed officials and all employees shall demonstrate ethical behavior, competence, courtesy and respect in daily actions.

2.0 SCOPE
The policy applies to the City of Oxnard organization and benefits the City of Oxnard community by creating standards and expectations for information and communication based on ethical practices, competency and accountability that require courtesy and respect consistent with the City’s Personnel Rules and Regulations.

3.0 BACKGROUND

3.1.1. The City Council recognizes the importance of effective, accurate and comprehensive financial information for informed decision making. The community and the City organization expect the City Council to provide policy leadership supportive of ongoing and transparent communication regarding the City’s financial health and long-term sustainability. Failure to identify and address financial reporting and compliance issues can 63 City of Oxnard Finance Policy
TITLE
Commitment to Transparent and Complete Information and Communication PAGE
2 of 3
NUMBER
FPOL 1.07

VERSION

1.0 DOCUMENT OWNER
Kevin Riper

EFFECTIVE DATE
6/15/2021
result in significant financial losses, create potential liabilities, or force unplanned use of resources.

Information and communication is critical to implement the ICIF and to achieve the City’s strategic goals. Timely and accurate information is critical to the City’s ability to adapt to changes in law, to effectively implement the ICIF, and ensure compliance with governmental accounting standards. This requires leadership and a culture that encourages trust, and values open and honest communication. Effective communication based on courtesy and respect is expected of all elected officials, employees and managers.

4.0 DEFINITIONS
Term Definition
Transparent Easy to perceive or detect.

Internal Control – Integrated
Framework (ICIF)
A system of internal control designed to address three main categories of internal control objectives which are 1.

Operations 2. Reporting and 3. Compliance.

5.0 ROLES AND RESPONSIBILITIES
Role Responsibility
City Council Exercise its oversight duties, working with the City Manager, City Attorney and other officials, to obtain and use relevant, quality information to support the functioning of internal control.

Finance and
Governance Committee
(audit committee)
As defined in FPOL 1.03 Internal Control – Finance and Governance Committee Duties and Responsibilities as it relates to the Finance and Governance Committee’s responsibilities.

City Manager Responsible for carrying out policies along with managing the organization and ensuring accountability for performance of all employees under his or her direction.

CITY OF OXNARD REFERENCES
FPOL 1.01 Adoption of Internal Control – Integrated Framework FPOL 1.02 Adoption of Internal Control Oversight Responsibilities FPOL 1.03 Internal Control – Finance and Governance Committee Duties and Responsibilities FPOL 1.04 Assignment of Authority and Responsibility for Achieving Operational, Reporting, and Compliance Objectives
64 City of Oxnard Finance Policy
TITLE
Commitment to Transparent and Complete Information and Communication PAGE
3 of 3
NUMBER
FPOL 1.07

VERSION

1.0 DOCUMENT OWNER
Kevin Riper

EFFECTIVE DATE
6/15/2021
FPOL 1.05 City Council’s Risk Assessment Responsibilities FPOL 1.06 Development and Implementation of Internal Controls

6.0 DOCUMENT HISTORY
Version Summary of Changes Reason for Changes

1.0 New policy New policy
65 City of Oxnard Finance Policy
TITLE
Creation of a Monitoring System
PAGE
1 of 2
NUMBER
FPOL 1.08

VERSION

1.0 DOCUMENT OWNER
Jennifer Hiraoka

EFFECTIVE DATE
12/21/2021

PROCEDURE OWNER
Jennifer Hiraoka
TITLE
Sr. Mgr, Internal Controls
(Signature) DATE
11/23/2021

1.0 POLICY STATEMENT

1.1.1 The Council directs that the City Manager implement a monitoring system for internal control activities. The monitoring system shall be one that gives the community, City Council, employees and other stakeholder’s reasonable assurance that the City is adhering to Internal Control – Integrated Framework (ICIF) principles and is achieving operating, reporting, and compliance objectives.

1.1.2 The City Manager shall report to the City Council the results of any evaluations conducted by staff, consultants or auditors about whether the internal controls are effectively designed and operating as intended, no less than annually.

1.1.3 The City Manager shall evaluate and report to the City Council any internal control deficiencies identified as part of the City’s monitoring activities and identify the corrective actions to be taken to cure the deficiencies.

2.0 SCOPE
The policy covers all of the City Oxnard’s monitoring activities as it relates to the monitoring of internal controls.

3.0 BACKGROUND

3.1.1. The City Council recognizes that the ICIF and the City’s internal controls must be monitored regularly and effectively. This requires that components of the internal control system not only exist but are also functioning as designed, any deficiencies are reported to the Council and senior management, and corrective action is taken in a timely manner.

4.0 DEFINITIONS
Term Definition
Internal Control – Integrated
Framework (ICIF)
A system of internal control designed to address three main categories of internal control objectives which are 1.

Operations 2. Reporting and 3. Compliance
Monitoring System A set of procedures to observe and check the progress or 66 City of Oxnard Finance Policy
TITLE
Creation of a Monitoring System
PAGE
2 of 2
NUMBER
FPOL 1.08

VERSION

1.0 DOCUMENT OWNER
Jennifer Hiraoka

EFFECTIVE DATE
12/21/2021
Term Definition
quality of systems, applications, over a period time; keep under systematic review.

Deficiencies A failing or shortcoming.

Corrective Action Improvements to an organization’s processes taken to eliminate causes of deficiencies so as to prevent recurrence.

5.0 ROLES AND RESPONSIBILITIES
Role Responsibility
City Council Exercise its oversight duties, working with the City Manager, City Attorney and other officials, to select, develop, and perform ongoing and/or separate evaluations to ascertain whether the components of internal control are present and functioning as intended.

City Manager Responsible for carrying out policies along with managing the organization and ensuring accountability for performance of all employees under his or her direction.

CITY OF OXNARD REFERENCES
FPOL 1.01 Adoption of Internal Control – Integrated Framework FPOL 1.02 Adoption of Internal Control Oversight Responsibilities FPOL 1.03 Internal Control – Finance and Governance Committee Duties and Responsibilities FPOL 1.04 Assignment of Authority and Responsibility for Achieving Operational, Reporting and Compliance Objectives
FPOL 1.05 City Council’s Risk Assessment Responsibilities FPOL 1.06 Development and Implementation of Internal Controls FPOL 1.07 Commitment to Transparent and Complete Information and Communication

6.0 DOCUMENT HISTORY
Version Summary of Changes Reason for Changes

1.0 New policy New policy
67 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.6
DATE: June 3, 2025
TO: City Council
FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected] SUBJECT: City's Monthly Investment Report for the period ending April 2025.

RECOMMENDATION
This is an information item for the City Council to receive and file. (This item did not originate in Committee.)

BACKGROUND
The City of Oxnard (City) invests funds in compliance with the California Government Code Section 53600 et. Seq., and the City’s Investment Policy. This report follows the guidelines established in the California Government Code section 53646 and the City’s adopted Investment Policy.

DISCUSSION:

The City’s total cash and investment position as of April 30, 2025 was $507.9 million, with $43.5 million in cash accounts and $464.4 million in investments, as summarized in the table below.

Cash and Investment Position April-2025
Cash
Bank of America General Account $ 36,601,529.43
Bank of America Successor Agency Account 6,468,644.91
Bank of America Citations Account 428,821.03
Bank of America Golf Course Account -
Total Cash 43,498,995.37
Investments
Local Agency Investment Fund (LAIF) 75,000,000.00
Ventura County Investment Pool (VCIP) 51,727,582.70
Certificates of Deposits -
Bank Notes -
Municipal Bonds -
Federal Agency -
Supra-National Agency Bonds * -
Medium Term Notes * 27,798,452.01
U.S. Treasury Notes *
9,985,827.5
0 68
U.S. Government Sponsored Entities *
299,856,741.9
6 Total Investments
464,368,604.1
7 Total Cash and Investments
$ 507,867,599.54
* Market Value
Statutory Compliance
All investment transactions have been executed in conformance with the City’s Investment Policy and the California Government Code. The table below represents the City’s investment portfolio as of April 30, 2025 by authorized investment and duration for a total portfolio amount of $464.4 million.

Authorized Investment
at Market Value
Allowable
Threshold
($ million or
%)
Under
1 year
1-3
years
Over 3
years
Total Average
Yield to
Maturity
Portfolio
%
LAIF $75.0 $75.0 $- $- $75.0 4.28% 16.15%
VCIP n/a 51.7 - - 51.7 4.51% 11.14%
Federal Agencies n/a 91.5 190.4 18.0 299.9 2.66% 64.57% Medium Term Notes 30% 11.3 16.5 - 27.8 1.59% 5.99%
Treasuries n/a 5.0 5.0 - 10.0 4.10% 2.15%
Total Investment $234.5 $211.9 $18.0 $464.4 3.09% 100%
*Total may not add due to rounding
Portfolio Trends
The cash and investment position, as of April 30, 2025, increased by $31.4 million compared with the prior month. The second installment of the secured property taxes form the Ventura County Tax Collector on April 30, 2025, two weeks earlier than last year. The cash available will be used in May to pay for debt service, funding the 115 trusts for pension and OPEB and paying a portion of pension unfunded liability directly to CalPERS as approved by City Council. The trend for the cash and investment position is represented in the following chart.

The California Government Code and the City’s investment policy define the eligible investments that the City can purchase to allocate surplus funds. The table below summarizes the City’s investment portfolio by investment type. The individual investments included under each investment type are included as an attachment to this report. 69 The chart below represents the City’s investment portfolio classified by days until maturities from April 30, 2025. Pooled investments in LAIF and Ventura County Investment Pooled provide immediate liquidity to support cash flow needs of the City, and are included in the maturity group 0 to 30 days.

The City’s average return on investment for the month April was 3.09% LAIF average monthly effective yields for the same period was 4.28%. The City holds investments until maturity, and will evaluate reinvestment options based on market conditions and liquidity needs as those funds became available for investing in the upcoming months.

The next chart represents the City’s average return on investments, alongside with three-year Treasury bill and the LAIF Pooled Monthly Investment Account (PMIA) average Monthly Effective Yields, as benchmarks for the City’s portfolio. 70 STRATEGIC PRIORITIES
This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.

FINANCIAL IMPACT
There is no financial impact.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Monthly Investment Report

2. Presentation April 2025 Investment Report
71 Investment report
for the month Ended in April 30 , 2025
City of Oxnard
Javier Chagoyen‐Lazaro Date
Chief Financial Officer
City of OxnardInvestments have been made in compliance with California Government Code and in accordance with the City's Investment Policy.

SYMPRO provides the market value for negotiable instruments held in safekeeping included in this report. For investments not held by the City's custodian, market values are obtained from individual monthly statements. Based on analysis of cash receipts, expenditures, and daily cash flows, it is projected that revenues and investment liquidity are sufficient to meet expenditure requirements for the nextsix months.All Investment transactions have been exectured in accordance with the criteria stated in the City's Investment Policy (Resolution No. 15,186) adopted by the City Council held on July 2, 2024 05/20/2025
72 Investment Portfolio Detail
Fiscal Year 2024 ‐ 2025
April 1 ‐ April 30, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date Pooled Investments
County Investment PoolVCIP Ventura County Investment Pool 51,727,582.70 51,727,582.70 51,727,582.70 4.510 1 4.510Federal Agency Coupon Securities 31422XAS1 Farmer Mac 3/2/2021 1,000,000.00 971,561.00 1,000,000.00 0.610 305 0.610 3/2/20263133ERP70 Federal Farm Credit Bank 12/31/2024 10,000,000.00 10,151,532.22 9,993,793.97 4.250 970 4.294 12/27/2027 3133ERQ20 Federal Farm Credit Bank 12/31/2024 10,000,000.00 9,995,890.00 10,000,000.00 4.630 973 4.630 12/30/2027 3133ERT27 Federal Farm Credit Bank 1/16/2025 10,000,000.00 10,001,351.67 10,000,281.64 4.670 987 4.684 1/13/2028 3133ERN31 Federal Farm Credit Bank 1/16/2025 5,000,000.00 5,049,988.89 4,998,102.30 4.340 966 4.468 12/23/2027 3133ENBK5 Federal Farm Credit Bank 10/20/2021 1,000,000.00 961,921.00 1,000,000.00 1.140 537 1.140 10/20/2026 3130AQKJ1 Federal Home Loan Bank 1/28/2022 1,000,000.00 964,855.00 1,000,000.00 1.700 637 1.700 1/28/2027 3130AQPD9 Federal Home Loan Bank 2/17/2022 1,000,000.00 969,655.00 1,000,000.00 2.000 657 2.000 2/17/2027 3130AQPD9 Federal Home Loan Bank 2/17/2022 1,000,000.00 969,655.00 1,000,000.00 2.000 657 2.000 2/17/2027 3130AQSM6 Federal Home Loan Bank 2/25/2022 1,000,000.00 970,227.00 1,000,000.00 2.050 665 2.050 2/25/2027 3130AQRH8 Federal Home Loan Bank 2/25/2022 1,000,000.00 969,412.00 1,000,000.00 2.000 665 2.000 2/25/2027 3130AQRK1 Federal Home Loan Bank 2/25/2022 1,000,000.00 970,294.00 1,000,000.00 2.030 665 2.030 2/25/2027 3130AQYG2 Federal Home Loan Bank 2/28/2022 1,000,000.00 977,099.00 1,000,000.00 2.500 665 2.493 2/25/2027 3130AQX65 Federal Home Loan Bank 3/4/2022 2,000,000.00 1,946,522.00 2,000,000.00 2.250 672 2.250 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,000,000.00 972,437.00 1,000,000.00 2.200 672 2.200 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,000,000.00 972,437.00 1,000,000.00 2.200 672 2.200 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,300,000.00 1,264,168.10 1,298,563.50 2.200 672 2.264 3/4/2027 3130AQX65 Federal Home Loan Bank 3/4/2022 2,700,000.00 2,627,804.70 2,699,005.50 2.250 672 2.271 3/4/2027 3130AR2D2 Federal Home Loan Bank 3/10/2022 1,000,000.00 993,345.00 1,000,000.00 3.250 678 3.034 3/10/2027 3130ARAX9 Federal Home Loan Bank 3/30/2022 1,000,000.00 983,548.00 1,000,000.00 3.000 693 3.000 3/25/2027 3130ARDV0 Federal Home Loan Bank 4/8/2022 1,000,000.00 983,548.00 1,000,000.00 3.000 693 3.000 3/25/2027 3130ARZF1 Federal Home Loan Bank 5/9/2022 2,600,000.00 2,591,576.00 2,600,000.00 3.400 131 3.401 9/9/2025 3130ARZE4 Federal Home Loan Bank 5/25/2022 2,000,000.00 1,999,122.00 2,000,000.00 4.200 754 4.186 5/25/2027 3130ARYA3 Federal Home Loan Bank 5/26/2022 1,000,000.00 995,836.00 1,000,000.00 4.000 755 4.000 5/26/2027 3130ARYA3 Federal Home Loan Bank 5/26/2022 1,000,000.00 995,836.00 1,000,000.00 4.000 755 4.000 5/26/2027 3130ARYA3 Federal Home Loan Bank 5/26/2022 1,000,000.00 995,836.00 1,000,000.00 4.000 755 4.000 5/26/2027 3130AS4F3 Federal Home Loan Bank 6/9/2022 2,000,000.00 1,991,708.00 2,000,000.00 4.000 753 4.000 5/24/2027 3130AS4F3 Federal Home Loan Bank 6/9/2022 2,000,000.00 1,991,708.00 2,000,000.00 4.000 753 4.000 5/24/2027 3130ASFQ7 Federal Home Loan Bank 6/29/2022 1,000,000.00 995,431.00 999,891.94 4.000 789 4.006 6/29/2027 3130ASGP8 Federal Home Loan Bank 7/14/2022 2,000,000.00 1,998,540.00 2,000,000.00 4.100 74 4.100 7/14/2025 3130ASF38 Federal Home Loan Bank 7/22/2022 1,000,000.00 996,723.00 1,000,000.00 4.100 812 4.100 7/22/2027 3130ASLA5 Federal Home Loan Bank 7/26/2022 1,000,000.00 999,634.00 1,000,000.00 4.500 816 4.500 7/26/20273130ASNN5 Federal Home Loan Bank 7/28/2022 1,000,000.00 999,225.00 1,000,000.00 4.375 818 4.375 7/28/2027 3130AYYJ9 Federal Home Loan Bank 2/15/2024 1,000,000.00 999,852.00 1,000,000.00 5.000 1,386 5.000 2/15/2029 3130B1LW5 Federal Home Loan Bank 5/30/2024 2,000,000.00 1,997,702.00 2,000,000.00 5.250 393 5.250 5/29/2026 3130B2ZR9 Federal Home Loan Bank 10/3/2024 2,500,000.00 2,490,565.00 2,500,000.00 4.050 876 0.560 9/24/2027 73 Investment Portfolio Detail
Fiscal Year 2024 ‐ 2025
April 1 ‐ April 30, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 3130B33X9 Federal Home Loan Bank 10/18/2024 7,000,000.00 6,973,701.00 6,989,070.07 4.500 1,622 4.539 10/9/20293130B3UC5 Federal Home Loan Bank 11/26/2024 5,755,000.00 5,762,810.82 5,757,513.02 4.700 932 4.704 11/19/20273130APN43 Federal Home Loan Bank 12/31/2024 10,000,000.00 9,789,540.00 9,716,124.27 2.250 544 4.250 10/27/20263130B4B42 Federal Home Loan Bank 12/31/2024 10,000,000.00 10,031,807.78 10,005,837.48 4.625 966 4.643 12/23/20273130AKLL8 Federal Home Loan Bank 12/30/2020 2,000,000.00 1,951,990.00 2,000,000.00 0.500 243 0.500 12/30/20253130AKN36 Federal Home Loan Bank 1/20/2021 2,000,000.00 1,948,396.00 2,000,000.00 0.525 259 0.525 1/15/20263130AKNK8 Federal Home Loan Bank 1/20/2021 5,000,000.00 4,913,300.00 5,000,000.00 0.500 172 0.500 10/20/20253130AKNK8 Federal Home Loan Bank 1/20/2021 1,000,000.00 982,660.00 1,000,000.00 0.500 172 0.500 10/20/20253130AKQ74 Federal Home Loan Bank 1/22/2021 5,000,000.00 4,875,200.00 5,000,000.00 0.625 266 0.625 1/22/20263130AKMD5 Federal Home Loan Bank 1/26/2021 5,000,000.00 4,869,150.00 4,999,631.94 0.500 270 0.510 1/26/20263130AKNR3 Federal Home Loan Bank 1/26/2021 1,000,000.00 974,256.00 1,000,000.00 0.560 270 0.560 1/26/20263130AKU61 Federal Home Loan Bank 1/27/2021 5,000,000.00 4,885,055.00 5,000,000.00 0.750 271 0.609 1/27/2026 3130AKU61 Federal Home Loan Bank 1/27/2021 5,000,000.00 4,885,055.00 5,000,000.00 0.750 271 0.609 1/27/2026 3130AKQX7 Federal Home Loan Bank 1/28/2021 2,000,000.00 1,950,700.00 2,000,029.67 0.700 272 0.698 1/28/2026 3130AKRN8 Federal Home Loan Bank 1/28/2021 2,000,000.00 1,950,636.00 2,000,000.00 0.650 272 0.650 1/28/2026 3130AKQX7 Federal Home Loan Bank 1/28/2021 5,000,000.00 4,876,750.00 5,000,000.00 0.700 272 0.700 1/28/2026 3130AKQ82 Federal Home Loan Bank 1/28/2021 1,500,000.00 1,461,591.00 1,500,000.00 0.600 272 0.600 1/28/2026 3130AKPN0 Federal Home Loan Bank 1/29/2021 2,000,000.00 1,948,642.00 2,000,000.00 0.600 273 0.600 1/29/2026 3130AKVN3 Federal Home Loan Bank 1/29/2021 1,000,000.00 973,746.00 1,000,000.00 0.520 273 0.520 1/29/2026 3130AKVQ6 Federal Home Loan Bank 1/29/2021 1,000,000.00 981,664.00 1,000,000.00 0.470 181 0.470 10/29/2025 3130AKWD4 Federal Home Loan Bank 2/9/2021 1,000,000.00 976,020.00 1,000,000.00 0.750 284 0.539 2/9/2026 3130AKWD4 Federal Home Loan Bank 2/9/2021 1,000,000.00 976,020.00 1,000,000.00 0.750 284 0.540 2/9/2026 3130AKTJ5 Federal Home Loan Bank 2/9/2021 2,000,000.00 1,946,140.00 2,000,000.00 0.540 284 0.540 2/9/2026 3130AKVA1 Federal Home Loan Bank 2/9/2021 2,000,000.00 1,952,040.00 2,000,000.00 0.750 284 0.564 2/9/2026 3130AKVR4 Federal Home Loan Bank 2/12/2021 1,000,000.00 972,704.00 1,000,000.00 0.550 287 0.550 2/12/2026 3130AL7M0 Federal Home Loan Bank 2/24/2021 2,000,000.00 1,947,210.00 1,999,186.11 0.625 299 0.676 2/24/2026 3130AKXJ0 Federal Home Loan Bank 2/24/2021 1,000,000.00 972,516.00 999,869.78 0.600 299 0.616 2/24/2026 3130AKXJ0 Federal Home Loan Bank 2/24/2021 5,000,000.00 4,862,580.00 4,999,348.89 0.600 299 0.616 2/24/20263130AKXJ0 Federal Home Loan Bank 2/24/2021 3,000,000.00 2,917,548.00 3,000,000.00 0.600 299 0.600 2/24/20263130AKXJ0 Federal Home Loan Bank 2/24/2021 1,000,000.00 972,516.00 999,918.61 0.600 299 0.610 2/24/20263130AKXJ0 Federal Home Loan Bank 2/24/2021 1,000,000.00 972,516.00 999,918.61 0.600 299 0.610 2/24/20263130ALCB8 Federal Home Loan Bank 2/24/2021 1,000,000.00 973,337.00 1,000,000.00 0.680 299 0.680 2/24/2026 3130AL7M0 Federal Home Loan Bank 2/24/2021 1,000,000.00 973,605.00 999,918.61 0.625 299 0.635 2/24/2026 3130ALFS8 Federal Home Loan Bank 3/10/2021 1,000,000.00 972,796.00 1,000,000.00 0.800 313 0.800 3/10/2026 3130ALDN1 Federal Home Loan Bank 3/16/2021 1,000,000.00 972,026.00 1,000,000.00 0.800 319 0.800 3/16/2026 3130ALDN1 Federal Home Loan Bank 3/16/2021 1,000,000.00 972,026.00 1,000,000.00 0.800 319 0.800 3/16/20263130ALGB4 Federal Home Loan Bank 3/17/2021 1,000,000.00 971,963.00 1,000,000.00 0.800 320 0.800 3/17/2026 3130ALGJ7 Federal Home Loan Bank 3/23/2021 975,000.00 948,644.78 975,000.00 1.000 326 1.000 3/23/20263130ALGC2 Federal Home Loan Bank 3/23/2021 1,000,000.00 972,238.00 1,000,000.00 0.875 326 0.875 3/23/2026 3130ALLN2 Federal Home Loan Bank 3/24/2021 2,000,000.00 1,956,930.00 2,000,000.00 1.500 327 0.871 3/24/2026 3130AM2F8 Federal Home Loan Bank 4/29/2021 1,000,000.00 973,267.00 1,000,000.00 1.125 363 1.125 4/29/2026 74 Investment Portfolio Detail
Fiscal Year 2024 ‐ 2025
April 1 ‐ April 30, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 3130AM4L3 Federal Home Loan Bank 4/29/2021 1,000,000.00 973,349.00 1,000,000.00 1.250 363 1.100 4/29/20263130AMJH6 Federal Home Loan Bank 5/26/2021 1,000,000.00 969,528.00 1,000,000.00 1.050 390 1.050 5/26/20263130AML42 Federal Home Loan Bank 5/27/2021 1,000,000.00 972,763.00 1,000,000.00 1.200 391 0.957 5/27/20263130AMCM2 Federal Home Loan Bank 6/3/2021 1,250,000.00 1,247,681.25 1,249,934.83 2.000 376 1.543 5/12/2026 3130AMM41 Federal Home Loan Bank 6/16/2021 5,000,000.00 4,838,150.00 5,000,000.00 1.000 411 1.000 6/16/20263130AMPT3 Federal Home Loan Bank 6/23/2021 5,000,000.00 4,837,395.00 5,000,000.00 1.030 418 1.030 6/23/20263130AMYP1 Federal Home Loan Bank 7/15/2021 3,000,000.00 2,905,566.00 3,000,000.00 1.125 440 1.125 7/15/20263130ANWH9 Federal Home Loan Bank 9/24/2021 1,000,000.00 963,615.00 1,000,000.00 1.080 502 1.080 9/15/20263130APB87 Federal Home Loan Bank 10/13/2021 1,000,000.00 961,833.00 1,000,000.00 1.100 530 1.100 10/13/20263130APB87 Federal Home Loan Bank 10/13/2021 1,000,000.00 961,833.00 1,000,000.00 1.100 530 1.100 10/13/20263130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 961,007.00 1,000,000.00 1.050 532 1.050 10/15/20263130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 961,007.00 1,000,000.00 1.050 532 1.050 10/15/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 961,007.00 1,000,000.00 1.050 532 1.050 10/15/2026 3130AP3X1 Federal Home Loan Bank 10/15/2021 1,000,000.00 960,867.00 999,912.67 1.040 532 1.046 10/15/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 961,007.00 1,000,000.00 1.050 532 1.050 10/15/2026 3130AP3X1 Federal Home Loan Bank 10/15/2021 1,000,000.00 960,867.00 1,000,000.00 1.040 532 1.040 10/15/2026 3130APAY1 Federal Home Loan Bank 10/21/2021 3,000,000.00 2,883,810.00 3,000,000.00 1.100 538 1.100 10/21/2026 3130APBF1 Federal Home Loan Bank 10/22/2021 1,000,000.00 961,907.00 1,000,000.00 1.150 539 1.150 10/22/2026 3130APBF1 Federal Home Loan Bank 10/22/2021 2,000,000.00 1,923,814.00 2,000,000.00 1.150 539 1.150 10/22/2026 3130APHT5 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,924,688.00 2,000,000.00 1.200 543 1.200 10/26/2026 3130APC45 Federal Home Loan Bank 10/26/2021 1,000,000.00 962,278.00 1,000,000.00 1.180 543 1.180 10/26/2026 3130APHT5 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,924,688.00 1,999,702.78 1.200 543 1.210 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 1,000,000.00 963,059.00 1,000,000.00 1.250 543 1.250 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,926,118.00 2,000,000.00 1.250 543 1.250 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 1,000,000.00 963,059.00 1,000,000.00 1.250 543 1.250 10/26/2026 3130APG82 Federal Home Loan Bank 10/28/2021 1,000,000.00 975,151.00 1,000,000.00 1.500 545 1.264 10/28/2026 3130APHV0 Federal Home Loan Bank 10/28/2021 2,000,000.00 1,923,846.00 2,000,000.00 1.180 545 1.180 10/28/2026 3130APDQ5 Federal Home Loan Bank 10/28/2021 1,000,000.00 962,927.00 1,000,000.00 1.250 545 1.250 10/28/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 962,244.00 1,000,000.00 1.250 558 1.250 11/10/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 962,244.00 999,237.50 1.250 558 1.302 11/10/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 962,244.00 1,000,000.00 1.250 558 1.250 11/10/2026 3130APLP8 Federal Home Loan Bank 11/16/2021 1,000,000.00 964,256.00 1,000,000.00 1.375 564 1.375 11/16/2026 3130APLP8 Federal Home Loan Bank 11/16/2021 1,000,000.00 964,256.00 1,000,000.00 1.375 564 1.375 11/16/2026 3130APL37 Federal Home Loan Bank 11/16/2021 1,000,000.00 963,694.00 1,000,000.00 1.400 564 1.400 11/16/2026 3130APNK7 Federal Home Loan Bank 11/18/2021 1,000,000.00 963,191.00 1,000,000.00 1.375 566 1.375 11/18/2026 3130APPZ2 Federal Home Loan Bank 11/23/2021 1,000,000.00 964,881.00 1,000,000.00 1.500 571 1.500 11/23/2026 3130AQ3T8 Federal Home Loan Bank 12/23/2021 1,000,000.00 972,959.00 1,000,000.00 2.000 601 1.641 12/23/2026 3130AQAB9 Federal Home Loan Bank 12/30/2021 1,250,000.00 1,205,876.25 1,250,000.00 1.625 608 1.625 12/30/20263134GXQF4 Federal Home Loan Mtg Corp 4/13/2022 1,000,000.00 986,976.00 1,000,000.00 3.250 712 3.250 4/13/20273134GXSH8 Federal Home Loan Mtg Corp 5/17/2022 1,000,000.00 996,341.00 1,000,000.00 4.000 746 4.000 5/17/2027 3134GXTD6 Federal Home Loan Mtg Corp 5/23/2022 2,000,000.00 1,998,818.00 2,000,000.00 3.500 22 3.500 5/23/2025 75 Investment Portfolio Detail
Fiscal Year 2024 ‐ 2025
April 1 ‐ April 30, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 3134GXSZ8 Federal Home Loan Mtg Corp 5/23/2022 2,000,000.00 1,998,692.00 2,000,000.00 3.400 22 3.400 5/23/2025 3134GXUF9 Federal Home Loan Mtg Corp 5/26/2022 2,000,000.00 1,998,068.00 2,000,000.00 4.000 755 4.213 5/26/2027 3134GXUF9 Federal Home Loan Mtg Corp 5/26/2022 1,000,000.00 999,034.00 1,000,000.00 4.000 755 4.213 5/26/2027 3134GXUF9 Federal Home Loan Mtg Corp 5/26/2022 2,000,000.00 1,998,068.00 2,000,000.00 4.000 755 4.213 5/26/2027 3134GXTE4 Federal Home Loan Mtg Corp 5/27/2022 1,000,000.00 995,661.00 1,000,000.00 4.000 756 4.000 5/27/2027 3134GXZN7 Federal Home Loan Mtg Corp 7/12/2022 1,000,000.00 998,268.00 1,000,000.00 4.250 802 4.250 7/12/2027 3134GXD50 Federal Home Loan Mtg Corp 7/21/2022 1,000,000.00 998,926.00 1,000,000.00 4.000 81 4.000 7/21/2025 3134GXD50 Federal Home Loan Mtg Corp 7/21/2022 1,000,000.00 998,926.00 1,000,000.00 4.000 81 4.000 7/21/2025 3134GXE67 Federal Home Loan Mtg Corp 7/28/2022 1,000,000.00 997,687.00 1,000,000.00 4.250 818 4.250 7/28/2027 3134GXQ23 Federal Home Loan Mtg Corp 8/25/2022 1,000,000.00 998,121.00 1,000,000.00 4.250 846 4.250 8/25/2027 3137EAEX3 Federal Home Loan Mtg Corp 10/3/2024 2,500,000.00 2,461,507.50 2,465,595.43 0.375 145 3.966 9/23/2025 3134HAF40 Federal Home Loan Mtg Corp 11/26/2024 5,000,000.00 5,009,770.00 5,000,000.00 4.700 939 4.700 11/26/2027 3134HAF40 Federal Home Loan Mtg Corp 11/26/2024 5,000,000.00 5,009,770.00 5,000,000.00 4.700 939 4.700 11/26/2027 3134HA3T8 Federal Home Loan Mtg Corp 1/17/2025 10,000,000.00 10,021,110.00 9,997,741.41 4.550 988 4.559 1/14/2028 3134HBBV2 Federal Home Loan Mtg Corp 2/28/2025 10,000,000.00 10,015,950.00 10,000,000.00 4.470 1,030 4.470 2/25/2028 3134HBBU4 Federal Home Loan Mtg Corp 2/27/2025 10,000,000.00 9,999,940.00 10,000,000.00 4.640 1,398 4.640 2/27/2029 3134GXKJ2 Federal Home Loan Mtg Corp 1/22/2021 2,000,000.00 1,948,604.00 2,000,000.00 0.550 266 0.550 1/22/2026 Local Agency Investment Funds
LAIF LAIF 75,000,000.00 75,000,000.00 75,000,000.00 4.281 1 4.281Medium Term Notes 037833DX5 Apple Inc. 1/26/2021 1,000,000.00 987,789.00 1,000,037.79 0.550 111 0.537 8/20/2025 037833EB2 Apple Inc. 2/8/2021 1,000,000.00 973,348.00 999,992.31 0.700 283 0.071 2/8/202606048WS43 Bank of America 2/18/2022 3,000,000.00 2,968,662.00 3,000,000.00 2.000 109 2.000 8/18/2025 06048WV98 Bank of America 5/27/2022 2,000,000.00 1,994,590.00 2,000,000.00 4.050 391 4.050 5/27/202606048WW63 Bank of America 6/22/2022 1,000,000.00 999,518.00 1,000,000.00 5.000 782 5.000 6/22/202706051GFS3 Bank of America 1/8/2021 1,000,000.00 998,255.00 1,007,524.28 3.875 92 0.804 8/1/202506048WL32 Bank of America 2/24/2021 1,000,000.00 970,956.00 1,000,000.00 0.800 299 0.080 2/24/202606048WL99 Bank of America 5/14/2021 1,000,000.00 972,199.00 1,000,000.00 1.400 378 1.400 5/14/202606048WL99 Bank of America 5/14/2021 2,000,000.00 1,944,398.00 2,000,000.00 1.400 378 1.400 5/14/202606048WL99 Bank of America 5/14/2021 2,000,000.00 1,944,398.00 2,000,000.00 1.400 378 1.400 5/14/202606048WM64 Bank of America 7/12/2021 1,000,000.00 964,395.00 999,649.39 1.200 420 1.231 6/25/202606048WM72 Bank of America 7/30/2021 1,000,000.00 961,472.00 1,000,000.00 1.200 455 1.200 7/30/202606048WP20 Bank of America 9/24/2021 1,000,000.00 958,160.00 1,000,000.00 1.250 511 1.250 9/24/202606048WP20 Bank of America 9/24/2021 1,000,000.00 958,160.00 1,000,000.00 1.250 511 1.250 9/24/202617290A2M1 Citi Bank 7/21/2021 1,000,000.00 963,395.00 1,000,000.00 1.400 446 1.400 7/21/202638150AH99 Goldman Sachs 8/17/2021 1,000,000.00 957,025.00 1,000,000.00 1.350 473 1.350 8/17/2026 24422EVK2 John Deere Capital 1/27/2021 3,000,000.00 2,928,030.00 3,000,000.00 0.700 259 0.700 1/15/202648133MAB6 JP Morgan 8/15/2022 1,000,000.00 987,665.00 1,000,000.00 4.200 834 4.200 8/13/2027 48128G4X5 JP Morgan 8/30/2021 1,000,000.00 947,459.00 1,000,000.00 1.200 484 1.200 8/28/2026 76 Investment Portfolio Detail
Fiscal Year 2024 ‐ 2025
April 1 ‐ April 30, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 48128G4X5 JP Morgan 8/30/2021 1,000,000.00 947,459.00 1,000,000.00 1.200 484 1.200 8/28/2026 53961LAF6 Local Initiatives Support 1/28/2021 1,510,000.00 1,471,119.01 1,510,000.00 0.950 259 0.950 1/15/2026 Treasury Coupon Securities
91282CFP1 U.S. Treasury 10/3/2024 2,500,000.00 2,501,075.00 2,503,720.95 4.250 167 3.914 10/15/2025 91282CLS8 U.S. Treasury 11/26/2024 5,000,000.00 5,028,515.00 4,989,053.62 4.125 548 4.277 10/31/2026 Treasury Discounts ‐Amortizing912797MS3 U.S. Treasury 10/3/2024 2,500,000.00 2,456,237.50 2,459,679.59 3.770 154 3.935 10/2/2025 TOTAL 469,567,582.70 464,368,604.17 469,190,371.16
77 Investment activities for the month of April 2025
Investment Purchases
No Date Transaction CUSIP Investment Security Type Par Amount Investment
Yield to
Maturity
Maturity
4/24/2025 Deposit LAIF 10,000,000.00
Total Purchases $ 10,000,000.00
Investment Maturities, Calls & Sales
No Date Transaction CUSIP Investment Security Type Par Amount Investment
Yield to
Maturity
Maturity
4/4/2025 Withdrawal LAIF 5,000,000.00
4/12/2025 Call 3130ASHT9 Federal Home Loan Bank 1,000,000.00 4.500 7/12/2027 4/29/2025 Maturity 06748WMK6 Barclays Bank PLC 1,000,000.00 1.000 4/29/2025 4/30/2025 Maturity 3130ANYS3 Federal Home Loan Bank 1,000,000.00 0.625 4/30/2025 Total Maturities, Calls & Sales $ 8,000,000.00
78 City of Oxnard
Monthly Investment Report
as of April 30, 2025
June 3, 2025
City Council
Presented by:

Javier Chagoyen-Lazaro, City of
Oxnard
Chief Financial Officer
79 Recommendation 2
That The City Council receive and file the City of Oxnard Monthly Investment Report as of April 30, 2025.
80 City of Oxnard Cash and Investment as of April 30, 2025 Discussion 3
81 Discussion 4
Authorized Investment
at Market Value
Allowable
Threshold
($ million or %)
Under
1 year
1-3
years
Over 3
years
Total
Average
Yield to
Maturity
Portfolio
%
LAIF $75.0 $75.0 $- $- $75.0 4.28% 16.15%
VCIP n/a 51.7 - - 51.7 4.51% 11.14%
Federal Agencies n/a 91.5 190.4 18.0 299.9 2.66% 64.57% Medium Term Notes 30% 11.3 16.5 - 27.8 1.59% 5.99%
Treasuries n/a 5.0 5.0 - 10.0 4.10% 2.15%
Total Investment $234.5 $211.9 $18.0 $464.4 3.08% 100%
*Total may not add due to rounding
Investment Compliance
82 Cash and Investment Trend
Discussion 5 Millions
Jun-23 Sep-23 Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Apr-25 $0
$100
$200
$300
$400
$500
$600
Cash and Investment Position
Investments Market Value VCIP LAIF Cash
83 Discussion 6 Millions
0 - 30 days 31-180 days 181-365 days 365-730 days 731-1096 days > 1096 days -
20 40
60 80
100
120
140
Portfolio Maturity as of April 30, 2025
84 Discussion 7
Investment Return Trend
Mar
2023
Jun
2023
Sep
2023
Dec
2023
Mar
2024
Jun
2024
Jul
2024
Aug
2024
Sep
2024
Oct
2024
Nov
2024
Dec
2024
Jan
2025
Feb
2025
Mar
2025
Apr
2025

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

2.07%

2.50%

3.08% 3.09%

2.83%

3.17%

4.31% 4.28%

3.81%

4.49%

3.89%

3.60%
City Average Return on Investment
City Portfolio avg return LAIF 3 yr Treasury
85 Recommendation 8
That The City Council receive and file the City of Oxnard Monthly Investment Report as of April 30, 2025.
86 9
Questions /
Discussion
87 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.7
DATE: June 3, 2025
TO: Housing Authority
FROM: Brenda Lopez, Interim Housing Director, (805) 385-8092, [email protected] SUBJECT: Housing Authority Low Rent Public Housing and Housing Choice Voucher Program Section 8 Budgets for Fiscal Year 2025-2026.

RECOMMENDATION
That the Board of Commissioners of the Housing Authority of the City of Oxnard:

2. Adopt a resolution approving the recommended $35,921,457 operating budget for the Housing Choice Voucher Program Section 8 for Fiscal Year 2025-2026, and approve and authorize the use of $149,715 of unrestricted cash to fund the projected deficit.
(Finance and Governance Committee approved 3-0 on May 13, 2025.)

BACKGROUND
Annual Operating Budgets for the Low Rent Public Housing Program (LRPH) and the Housing Choice Voucher Program Section 8 (HCV) are to be submitted by the Housing Authority of the City of Oxnard (OHA) to the United States Department of Housing and Urban Development (HUD) prior to the start of each fiscal year.

The LRPH budget pertains exclusively to the 523 public housing units that are owned and operated by the OHA. The program is subject to asset management regulations which require each public housing project to be funded and budgeted independently. Any expenses that cannot be tied directly to a public housing project are budgeted separately under the Central Office Cost Center (COCC). The LRPH program is funded primarily by two sources of income, including tenant rental income and operating subsidy from HUD. The amount of operating subsidy received is based upon a HUD determined formula, which considers the estimated costs of running each Public Housing development and reduces that by the amount of tenant rental income received by each development.

As previously mentioned, the COCC collects all the indirect administrative costs that do not show a direct benefit to a project. These costs are offset by HUD's determined fee revenues generated from public housing, including management fees, bookkeeping fees, and asset management fees. A budget deficit in a public housing project may be offset by a surplus in another project. However; if there is a deficit in the COCC budget, it must be funded by the COCC's Unrestricted Cash & Investments reserves fund.

The HCV budget pertains exclusively to 1,864 Housing Choice Vouchers (not including forty-six Emergency Housing Vouchers and forty Mainstream Vouchers) administered by the OHA. The budget comprises two parts, including the housing assistance payments paid to property owners to subsidize rent and the administrative fees used to operate the administration of the HCV program. Funding is provided by Congress annually through an appropriation process. Most agencies receive renewal funding each year, based on the number and cost of the authorized vouchers in use during the 88 prior year, adjusted for inflation. Funding for new vouchers awarded to the agency and administrative costs are provided separately.

DISCUSSION
LRPH
The recommended operating budget for the LRPH program is $7,795,322. This amount consists of an estimated COCC income of $1,137,428 and a $6,613,695 combined income total related to the public housing projects. The COCC related expenses total $1,338,700 (consists of indirect administrative costs) and combined expenses related to the public housing projects total $6,456,622. The operating budget, if adopted as recommended, would result in a deficit of $201,272 for the COCC.

The Housing Authority continues to reduce the COCC budget deficit. For example, the budget deficit in the COCC budget was $365,438 in FY 20-21, and now has been reduced to $201,272 in FY 25-26. Efforts to reduce the COCC budget deficit over time include generating revenue by providing property management services for OHA-owned properties and closely monitoring opportunities to save on indirect costs. In addition, the OHA applied for HUD’s Rental Assistance Demonstration (RAD) program which allows for fungibility with other programs and offers an opportunity to generate income/surplus cash in the long run. If successful, the surplus may be distributable to the COCC.

The operating budget for the combined public housing projects will result in a net income of $157,073. In FY 20-21, the combined public housing projects had a budget deficit of $161,383. Efforts to reduce budget deficits over time have included right sizing families in units based on their household composition, improving operational efficiencies, and decreasing vacancy turn around time frames.

HCV
The recommended operating budget for the HCV program is $35,921,457. Of this amount, $32,191,250 consists of housing assistance payments, which are rental subsidies passed directly through the OHA from HUD to landlords. The total projected administrative fees total $3,580,492 and the expenses total $3,730,207. The operating budget, if adopted as recommended, would result in a deficit of $149,715.

The HCV program’s operating costs are funded by HUD through administrative fees. However; the administrative fees issued by HUD are not based on actual costs. The OHA (as is the case with other public housing authorities) is not awarded enough funding to cover its operating costs. In 2020, the OHA launched the “rethink and renew” effort to identify, plan and implement strategic goals that will reduce the budget deficit over time. Some of the efforts undertaken include applying for new programs which have separate funding sources, streamlining processes, issuing project-based vouchers, and increasing lease up. These combined efforts have reduced the amount of budget deficits from $377,126 in FY 20-21 to $149,715 in FY 25-26.

FINANCIAL IMPACT
There is no financial impact to the General Fund for this recommendation.

The OHA has approximately $1,200,000 in the COCC Unrestricted Cash and Investments fund to cover the projected COCC budget deficiency of $201,272 for Fiscal Year 2025-2026. The remaining balance will be $998,728.

The OHA has approximately $2,400,000 in the HCV Program’s Unrestricted Cash and Investments fund to cover the projected HCV budget deficiency of $149,715 for Fiscal Year 2025-2026. The remaining balance will be $2,250,285.

COMMITTEE OUTCOME
89 The Finance and Governance Committee approved 3-0 on May 13, 2025. As requested during the Committee meeting, the LRPH Budget (Attachment 1) was modified to include a description of which project each budget is referring to. The project descriptions are also listed below:
• 311- Colonia Village Site
• 312- Felicia Court Site
• 313- Colonia Road Site
• 314 – Pleasant Valley Site
• 315- Plaza Vista Site
• 318- Palm Vista Site
• 317- Cuesta Del Mar, Althea, Concord, Fashion Park, Fremont, and Hill Street Sites Prepared by: Brenda Lopez, Interim Housing Director

ATTACHMENTS

1. Attachment 1-LRPH Budget

2. Attachment 2 - LRPH Resolution

3. Attachment 3 - HCV Budget

4. Attachment 4 - HCV Resolution

5. Attachment 5 - HUD Form 52574
90 4/24/2025
*Modified5/14/25
311* 312 313 314 315 317 318 cocc Total
Budget Budget Budget Budget Budget Budget Budget Budget Budget Revenue & Expenses INCOME TENANT INCOME Rental Income Tenant Rent 0 1,377,570 999,110 1,188,125 215,160 1,199,450 468,250 0 5,447,665 Total Rental Income 0 1,377,570 999,110 1,188,125 215,160 1,199,450 468,250 0 5,447,665 Other Tenant Income Laundry and Vending 0 0 0 0 2,020 0 6,710 0 8,730 Maintenance Charge 0 4,238 720 1,500 960 2,270 3,330 0 13,018 Late Charges 0 175 25 50 100 150 25 0 525
NSF Charges 0 25 0 25 50 125 0 0 225
Cable Charges 0 15,876 11,113 16,193 7,938 14,764 15,876 0 81,760 Total Other Tenant Income 0 20,314 11,858 17,768 11,068 17,309 25,941 0 104,258 NET TENANT INCOME 0 1,397,884 1,010,968 1,205,893 226,228 1,216,759 494,191 0 5,551,923 GRANT INCOME HUD PHA Operating Grants/Subsidy 0 1,226 858 11,660 167,430 1,225 300,530 0 482,929 TOTAL GRANT INCOME 0 1,226 858 11,660 167,430 1,225 300,530 0 482,929 OTHER INCOME Investment Income-Unrestricted 15,815 138,320 98,449 96,228 38,520 77,080 74,610 139,000 678,022 Management Fee Income 0 0 0 0 0 0 0 799,610 799,610 Asset Mgmt Fee Income 0 0 0 0 0 0 0 62,760 62,760
Bookkeeping Fee Income 0 0 0 0 0 0 0 46,127 46,127
Fee for Service Income 0 0 0 0 0 0 0 30,000 30,000
IT Fees 0 0 0 0 0 0 0 15,000 15,000
FFS income - outside party 0 0 0 0 0 0 0 19,000 19,000
IT Fees - outside party 0 0 0 0 0 0 0 16,500 16,500
Non-Dwelling Rental Income 7,000 0 0 31,780 0 0 0 9,431 48,211 Misc Other Income 0 360 130 51 400 0 100 0 1,041
TOTAL OTHER INCOME 22,815 138,680 98,579 128,059 38,920 77,080 74,710 1,137,428 1,716,271 TOTAL INCOME 22,815 1,537,790 1,110,405 1,345,612 432,578 1,295,064 869,431 1,137,428 7,751,123

OXNARD HOUSING AUTHORITY

LOW RENT PUBLIC HOUSING
Proposed FY 2025-26 Budget

Page 1 of 5 ends

*Budget Description -311 Colonia Village Site -312 Felicia Court Site-313 Colonia Road Site-314 Pleasant Valley Site -315 Plaza Vista Site-317 Cuesta del Mar, Althea, Concord, Fashion Park, Fremont, Hill St Sites -318 Palm Vista Site 91 4/24/2025
311 312 313 314 315 317 318 cocc Total
Budget Budget Budget Budget Budget Budget Budget Budget Budget EXPENSES ADMINISTRATIVE Administrative Salaries Administrative Salaries 0 92,670 85,856 66,986 37,096 164,886 120,372 724,694 1,292,560 Employee Benefit Contribution-Admin 0 55,701 50,757 38,845 22,156 94,361 70,232 333,517 665,569 Total Administrative Salaries 0 148,371 136,613 105,831 59,252 259,247 190,604 1,058,211 1,958,129 Legal Expense 0 Court Costs 0 0 0 240 0 0 0 0 240 Criminal Background Checks 0 400 155 85 65 152 140 0 997 Tenant Screening 0 2,900 1,500 3,100 35 2,360 250 0 10,145 Total Legal Expense 0 3,300 1,655 3,425 100 2,512 390 0 11,382 Other Admin Expenses Staff Training 0 770 590 873 335 926 769 2,000 6,263 Auditing Fees 0 2,250 1,575 2,260 1,125 2,270 2,250 0 11,730 Management Fee 0 127,490 89,243 130,040 63,745 128,767 127,490 0 666,775 Asset Management Fees 0 12,000 8,400 12,240 6,000 12,120 12,000 0 62,760 Bookkeeping Fees 0 8,820 6,174 8,996 4,410 8,907 8,820 0 46,127 Total Other Admin Expenses 0 151,330 105,982 154,409 75,615 152,990 151,329 2,000 793,655 Miscellaneous Admin Expenses Membership and Fees 0 105 75 110 40 125 80 1,175 1,710 Publications 0 105 75 110 35 125 70 0 520 Advertising 0 410 290 420 450 440 885 0 2,895 Office Supplies 0 200 135 210 110 220 175 450 1,500 Fuel-Administrative 0 115 100 120 55 255 100 1,500 2,245 City Overhead 510 12,236 12,242 14,090 6,558 21,796 12,810 43,741 123,983 Telephone 0 2,876 2,013 7,362 16,763 4,898 16,857 9,230 59,999 Postage 0 700 460 690 160 665 290 1,600 4,565 Paper 0 240 170 250 120 270 250 750 2,050 Copiers 0 1,005 705 1,020 480 1,040 1,450 1,625 7,325 Printer Supplies/Services 0 230 165 210 170 235 275 400 1,685 Misc Computer Equipment 0 1,955 1,370 2,880 3,260 2,225 3,850 3,500 19,040 Internet 0 950 655 1,005 1,480 1,170 1,500 2,450 9,210 Software/Maintenance Fees 0 6,000 4,200 6,565 4,100 6,525 7,350 11,705 46,445 Cell Phones/Pagers 25 620 620 850 480 1,105 500 2,235 6,435 Small Office Equipment 0 50 25 30 25 110 50 450 740 Bank Fees 0 0 0 0 0 0 0 17,090 17,090 Cable Charges 0 15,876 11,113 16,193 7,938 14,764 15,876 0 81,760 Other Misc Admin Expenses 0 55 40 60 52 105 100 400 812 Storage 250 120 85 300 42 222 50 500 1,569

Page 2 of 5 ends

92 4/24/2025
311 312 313 314 315 317 318 cocc Total
Budget Budget Budget Budget Budget Budget Budget Budget Budget Total Miscellaneous Admin Expenses 785 43,848 34,538 52,475 42,318 56,295 62,518 98,801 391,578 TOTAL ADMINISTRATIVE EXPENSES 785 346,849 278,788 316,140 177,285 471,044 404,841 1,159,012 3,154,744 0 TENANT SERVICES 0 Tenant Services Salaries 0 4,315 3,025 4,401 2,158 4,370 4,315 0 22,584 Employee Benefit Contributions-Tenant Sv 0 3,220 2,257 3,284 1,610 3,263 3,220 0 16,854 Resident Council 0 1,323 891 1,363 662 1,161 1,269 0 6,669 Other Tenant Svcs.-OHA 0 882 594 909 441 774 846 0 4,446 Tenant Services Contract Costs 0 1,765 1,235 3,600 2,400 2,700 2,400 0 14,100 Resident Services 0 3,435 2,405 4,420 500 0 1,000 0 11,760 TOTAL TENANT SERVICES EXPENSES 0 14,940 10,407 17,977 7,771 12,268 13,050 0 76,413 UTILITIES Water 0 77,000 56,000 69,000 11,800 60,500 26,000 3,300 303,600 Electricity 7,000 10,715 11,160 27,000 57,880 17,000 83,000 23,000 236,755 Electricity-Vacant Units 0 90 140 990 0 410 0 0 1,630 Gas 0 1,050 740 2,100 17,100 1,686 41,000 900 64,576 Gas-Vacant Units 0 271 141 280 0 740 0 0 1,432 Garbage/Trash Removal 0 49,000 64,000 68,000 5,600 69,800 11,000 2,240 269,640 Dump Expense 755 1,780 1,803 1,000 50 1,175 675 0 7,238 Sewer 0 56,170 41,000 48,000 12,000 45,951 25,000 680 228,801 TOTAL UTILITY EXPENSES 7,755 196,076 174,984 216,370 104,430 197,262 186,675 30,120 1,113,672 MAINTENANCE AND OPERATIONS General Maint Expense Maintenance Salaries 0 79,930 70,156 84,432 63,736 129,090 60,118 16,877 504,339 Maintenance Labor-Grounds 9,129 46,455 63,145 100,791 16,569 96,195 48,827 27,907 409,018 Maint-On Call Service 0 2,510 1,760 2,530 1,260 2,653 2,500 0 13,213 Maintenance - Temporary Labor 1,766 12,798 8,959 13,054 6,399 12,928 12,798 0 68,702 Maintenance OT 0 9,470 4,120 9,050 5,500 8,387 11,400 600 48,527 Employee Benefits Contribution-Maint. 4,817 75,119 78,813 107,595 47,027 128,529 64,488 24,834 531,222 Maintenance Uniforms 30 425 300 465 205 889 405 457 3,176 Vehicle Gas, Oil, Grease 380 3,620 3,690 4,450 2,000 6,795 2,600 990 24,525 Total General Maint Expense 16,122 230,327 230,943 322,367 142,696 385,466 203,136 71,665 1,602,722 Materials Supplies-Paint 0 6,565 1,580 2,935 1,035 4,655 2,473 0 19,243 Supplies-Grounds 760 270 350 890 60 1,700 1,100 100 5,230 Supplies-Appliance 0 14,540 6,180 12,400 6,600 14,600 12,000 0 66,320 Supplies-Plumbing 0 20,191 11,430 24,910 3,000 5,225 11,300 0 76,056 Supplies-Electrical 0 5,465 3,370 16,700 1,600 2,405 15,000 575 45,115

Page 3 of 5 ends

93 4/24/2025
311 312 313 314 315 317 318 cocc Total
Budget Budget Budget Budget Budget Budget Budget Budget Budget Supplies-Building Repairs 0 4,730 2,720 7,580 2,000 7,525 7,000 50 31,605 Supplies-Windows 0 1,385 1,180 1,530 325 970 125 0 5,515 Supplies-Locks 0 575 550 1,875 350 375 700 50 4,475
Supplies-Janitorial/Cleaning 0 735 520 1,820 490 905 3,000 1,600 9,070 Supplies-Safety 50 1,035 810 1,275 425 920 800 465 5,780 Tools and Equipment 0 5,625 3,660 1,160 975 1,095 2,500 600 15,615 Grounds Tools and Equipment 0 175 125 490 75 750 225 90 1,930 Total Materials 810 61,291 32,475 73,565 16,935 41,125 56,223 3,530 285,954 Contract Costs Contract-Fire Alarm/Extinguisher 10 2,055 1,570 4,510 12,000 2,720 4,900 850 28,615 Contract-Building Repairs-Misc 0 6,470 4,470 26,000 150 20,950 1,600 0 59,640 Contract-Unit Turnaround 0 3,500 1,400 1,500 250 3,500 1,000 0 11,150 Contract-Painting 0 13,500 4,200 0 0 12,500 0 0 30,200
Contract-Electrical 0 150 1,600 4,000 550 450 0 0 6,750 Contract-Pest Control 0 1,450 650 5,200 6,500 3,715 14,000 100 31,615 Contract-Floor Covering 0 0 12,024 13,520 3,000 7,000 12,000 0 47,544 Contract-Grounds 44,181 200 8,860 1,900 0 8,502 2,700 0 66,343 Contract-Janitorial/Cleaning 0 3,090 2,160 10,000 9,300 3,325 11,100 9,500 48,475 Contract-Plumbing 0 7,520 3,610 9,000 5,100 8,500 4,200 200 38,130 Contract-HVAC 0 560 6,340 1,400 22,750 1,825 14,000 6,000 52,875 Contract-Vehicle Maintenance 150 2,400 2,000 1,800 700 3,075 1,200 3,800 15,125 Contract-Equipment Rental 0 660 25 150 0 150 210 0 1,195 Contract-Equipment Repair 0 1,065 760 2,500 50 700 225 75 5,375 Contract-Elevator Maintenance 0 0 0 0 6,375 0 5,300 2,820 14,495 Contract-Alarm Monitoring 0 891 625 1,200 3,420 702 5,700 2,125 14,663 Contract-Tree Trimming 0 4,180 3,160 6,000 2,500 3,750 6,500 2,000 28,090 Contract-IT Contracts 50 2,560 1,764 2,918 6,422 3,058 10,159 0 26,931 Contract Costs-Other 0 1,900 1,330 1,940 2,900 1,990 1,900 0 11,960 Total Contract Costs 44,391 52,151 56,548 93,538 81,967 86,412 96,694 27,470 539,171 TOTAL MAINTENANCE EXPENSE 61,323 343,769 319,966 489,470 241,598 513,003 356,053 102,665 2,427,847 GENERAL EXPENSES WC Insurance 1,059 15,415 16,176 22,214 9,620 27,599 13,567 32,357 138,007 Auto Insurance 503 7,836 7,037 9,314 4,118 12,099 7,236 6,865 55,008 Property Insurance 0 47,853 43,795 62,890 32,410 52,837 58,982 3,720 302,487 General Liability Insurance 1,321 5,464 3,830 7,059 2,025 5,827 4,045 756 30,327 Fidelity Insurance 0 214 150 218 107 215 214 62 1,180
City-Umbrella Policy 4,539 18,780 13,162 24,261 6,960 20,014 13,903 2,600 104,219 Broker Fees 140 2,817 2,510 3,647 1,780 3,260 3,238 543 17,935 Cyber Liability Insurance 1,257 590 402 732 418 677 756 0 4,832

Page 4 of 5 ends

94 4/24/2025
311 312 313 314 315 317 318 cocc Total
Budget Budget Budget Budget Budget Budget Budget Budget Budget Payments in Lieu of Taxes 0 10,225 6,750 11,174 13,546 7,425 28,226 0 77,346 Bad Debt-Tenant Rents 800 2,000 1,000 2,000 500 450 9,000 0 15,750 Security/Law Enforcement 7,813 23,435 16,405 23,904 11,718 23,670 23,435 0 130,380 TOTAL GENERAL EXPENSES 17,432 134,629 111,217 167,413 83,202 154,073 162,602 46,903 877,471 Asset Purchases 0 27,274 19,097 6,826 3,346 6,760 6,692 0 69,995 NON OPERATING EXPENSE 0 27,274 19,097 6,826 3,346 6,760 6,692 0 69,995 HOUSING ASSISTANCE PAYMENTS PH Tenant URP 0 2,256 432 0 0 0 0 0 2,688 PH FSS Escrow Payments 0 10,644 4,452 53,016 0 0 4,380 0 72,492 TOTAL HOUSING ASSISTANCE PAYMENTS 0 12,900 4,884 53,016 0 0 4,380 0 75,180 TOTAL EXPENSES 87,295 1,076,437 919,343 1,267,212 617,632 1,354,410 1,134,293 1,338,700 7,795,322 NET INCOME ($64,480) $461,353 $191,062 $78,400 ($185,054) ($59,346) ($264,862) ($201,272) ($44,199)

Page 5 of 5 ends

*
*Note: A budget deficit in a public housing project may be offset by a surplus in another project. However; if there is a deficit in the COCC budget, it must be funded by the COCC's Unrestricted Cash & Investments reserves fund. 95 HOUSING AUTHORITY OF THE CITY OF OXNARD
RESOLUTION NO. _________

A RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE HOUSING AUTHORITY

OF THE CITY OF OXNARD APPROVING AND ADOPTING THE LOW RENT PUBLIC HOUSING PROGRAM OPERATING BUDGETS FOR FISCAL YEAR 2025-2026 I. WHEREAS, the Housing Authority of the City of Oxnard (“OHA”) has prepared the Low Rent Public Housing Program operating budgets now totaling $7,795,322 for the fiscal year 2025-2026; and
II. WHEREAS, the budgeted expenditures are necessary for the efficient and economical operation of OHA for the purpose of serving low-income families; and III. WHEREAS, the budgets for the fiscal year 2025-2026 indicate a source of funding adequate to cover all proposed expenditures; and
IV. WHEREAS, the budgeted expenditures will be consistent with the provisions of law and the Annual Contribution Contract; and
V. WHEREAS, the United States Department of Housing and Urban Development requires OHA to certify that no OHA employee is serving in a variety of positions which will exceed a 100% allocation of their time.

NOW THEREFORE, the Board of Commissioners of the Housing Authority of the City of Oxnard resolves as follows:

1. That the Low Rent Public Housing Program Operating Budgets (“Operating Budgets”) for the fiscal year 2025-2026 totaling $7,795,322 on file at the Housing Department and incorporated full herein by this reference is approved and adopted.

2. That no OHA employee reflected in the Operating Budgets is serving in a variety of positions which will exceed 100% allocation of their time. 96 Resolution No. ___________

Page 2 of 2 ends

APPROVED AND ADOPTED by the Board of Commissioners of the Housing Authority of the City of Oxnard at a regular meeting of said Board held on the 3rd day of June, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Chairman
ATTEST:

Lourdes A. López, Secretary Designate
Approved as to form:

Stephen M. Fischer, General Counsel
97 Administrative Housing Assistance Total
Budget Payment Budget Budget
Revenue & Expenses
INCOME

GRANT INCOME
HAP Income 32,188,748 32,188,748
Adm Fee Income 2,805,243 2,805,243
Port-In Adm Fee 19,435 19,435
Port-In HAP 650,312 650,312
TOTAL GRANT INCOME 3,474,990 32,188,748 35,663,738

OTHER INCOME
Investment Income-Unrestricted 103,000 103,000
Fraud Recovery-Adm Fee 2,502 2,502
Fraud Recovery-HAP 2,502 2,502
TOTAL OTHER INCOME 105,502 2,502 108,004
TOTAL INCOME 3,580,492 32,191,250 35,771,742

EXPENSES

ADMINISTRATIVE
Administrative Salaries
Administrative Salaries 1,598,604 1,598,604
Administrative Temp Help 47,840 47,840
Employee Benefit Contribution-Admin 913,895 913,895
Total Administrative Salaries 2,560,339 2,560,339
Legal Expense
Criminal Background Checks 6,040 6,040
Tenant Screening 18,100 18,100
General Legal Expense 2,000 2,000
Total Legal Expense 26,140 26,140
Other Admin Expenses
Staff Training 4,020 4,020
Travel 410 410
Auditing Fees 37,675 37,675
Port-Out Adm Fee Paid 16,500 16,500
Consultants 9,000 9,000
Total Other Admin Expenses 67,605 67,605
Miscellaneous Admin Expenses
Membership and Fees 3,265 3,265

OXNARD HOUSING AUTHORTIY
HOUSING CHOICE VOUCHER PROGRAM SECTION 8
PROPOSED FY 2025-2026 BUDGET

Page 1 of 3 ends

4/24/2025
98 4/24/2025
Administrative Housing Assistance Total
Budget Payment Budget Budget

OXNARD HOUSING AUTHORTIY
HOUSING CHOICE VOUCHER PROGRAM SECTION 8
PROPOSED FY 2025-2026 BUDGET
Publications 675 675
Advertising 2,420 2,420
Office Supplies 2,000 2,000
Fuel-Administrative 3,000 3,000
City Overhead 92,784 92,784
Telephone 17,890 17,890
Postage 20,500 20,500
Paper 2,500 2,500
Copiers 5,700 5,700
Printer Supplies/Services 3,000 3,000
Misc Computer Equipment 6,000 6,000
Internet 2,000 2,000
Software/Maintenance Fees 70,000 70,000
Cell Phones/Pagers 3,100 3,100
Small Office Equipment 5,000 5,000
Bank Fees 6,000 6,000
Other Misc Admin Expenses 725 725
Storage 14,000 14,000
Total Miscellaneous Admin Expenses 260,559 260,559
TOTAL ADMINISTRATIVE EXPENSES 2,914,643 2,914,643

UTILITIES
Water 925 925
Electricity 10,000 10,000
Gas 1,300 1,300
Garbage/Trash Removal 750 750
Sewer 290 290
TOTAL UTILITY EXPENSES 13,265 13,265

MAINTENANCE AND OPERATIONS
General Maint Expense
Maintenance Salaries 6,661 6,661
Maintenance Labor-Grounds 7,935 7,935
Employee Benefits Contribution-Maint. 8,250 8,250
Maintenance Uniforms 288 288
Vehicle Gas, Oil, Grease 360 360
Total General Maint Expense 23,494 23,494
Materials
Supplies-Electrical 100 100
Supplies-Building Repairs 100 100
Supplies-Janitorial/Cleaning 1,900 1,900

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99 4/24/2025
Administrative Housing Assistance Total
Budget Payment Budget Budget

OXNARD HOUSING AUTHORTIY
HOUSING CHOICE VOUCHER PROGRAM SECTION 8
PROPOSED FY 2025-2026 BUDGET
Supplies-Safety 290 290
Total Materials 2,390 2,390
Contract Costs
Contract-Fire Alarm/Extinguisher 56 56
Contract-Janitorial/Cleaning 9,000 9,000
Contract-HVAC 2,500 2,500
Contract-Vehicle Maintenance 2,250 2,250
Contract-Alarm Monitoring 500 500
Contract-Tree Trimming 1,000 1,000
Contract-Inspections 2,500 2,500
Total Contract Costs 17,806 17,806
TOTAL MAINTENANCE EXPENSE 43,690 43,690

GENERAL EXPENSES
WC Insurance 30,910 30,910
Auto Insurance 5,280 5,280
Property Insurance 1,787 1,787
General Liability Insurance 11,046 11,046
Fidelity Insurance 62 62
City-Umbrella Policy 37,966 37,966
Broker Fees 1,375 1,375
Cyber Liability Insurance 12,060 12,060
Security/Law Enforcement 7,811 7,811
Port-In HAP Expense 650,312 650,312
TOTAL GENERAL EXPENSES 758,609 758,609

HOUSING ASSISTANCE PAYMENTS
Housing Assistance Payments 31,537,425 31,537,425
HCV Tenant URP 93,800 93,800
Port-Out HAP 335,500 335,500
HCV FSS Escrow Payments 224,525 224,525
TOTAL HOUSING ASSISTANCE PAYMENTS 32,191,250 32,191,250 TOTAL EXPENSES 3,730,207 32,191,250 35,921,457
NET INCOME ($149,715) $0 ($149,715)

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100

HOUSING AUTHORITY OF THE CITY OF OXNARD
RESOLUTION NO. _________

A RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE HOUSING AUTHORITY

OF THE CITY OF OXNARD APPROVING AND ADOPTING THE HOUSING CHOICE VOUCHER PROGRAM SECTION 8 OPERATING BUDGET FOR FISCAL YEAR 2025-2026 I. WHEREAS, the Housing Authority of the City of Oxnard (“OHA”) has prepared a Housing Choice Voucher Program Section 8 operating budget of $35,921,457 for the fiscal year 2025-2026; and
II. WHEREAS, the budgeted expenditures are necessary for the efficient and economical operation of OHA for the purpose of serving low-income families; and III. WHEREAS, the budget for the fiscal year 2025-2026 indicates a source of funding adequate to cover all proposed expenditures; and
IV. WHEREAS, the budgeted expenditures will be consistent with the provisions of law and the Annual Contribution Contract; and
V. WHEREAS, the United States Department of Housing and Urban Development requires OHA to certify that no OHA employee is serving in a variety of positions which will exceed a 100% allocation of their time.

NOW THEREFORE, the Board of Commissioners of the Housing Authority of the City of Oxnard resolves as follows:

1. That the Housing Choice Voucher Program Section 8 Operating Budget (“Operating Budget”) for the fiscal year 2025-2026 totaling $35,921,457 available on file at the Housing Department and incorporated in full herein by this reference is approved and adopted.

2. That no OHA employee reflected in the Operating Budget is serving in a variety of positions which will exceed 100% allocation of their time.
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Resolution No. _________

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APPROVED AND ADOPTED by the Board of Commissioners of the Housing Authority of the City of Oxnard at a regular meeting of said Board held on the 3rd day of June, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Chairman
ATTEST:

Lourdes A. López, Secretary Designate
Approved as to form:

Stephen M. Fischer, General Counsel
102
PHA Board Resolution
Approving Operating Budget
U.S. Department of Housing and
Urban Development
Office of Public and Indian Housing
OMB Approval No. 2577-0029 (exp. 04/30/2027)
Previous editions are obsolete Form HUD-52574
Public reporting burden for this collection of information is estimated to average 136.2 minutes per response, including the time for reviewing instructions, searching existing data sources, , gathering, and maintaining the data needed, completing the operating budget and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information including suggestions for reducing this burden, to the Reports Management Officer, QDAM, Department of Housing and Urban Development, 451 7th Street, SW, Room 4176, Washington, DC 20410. When providing comments, please refer to OMB Approval No. 2577-0029. This agency may not collect this information, and you are not required to complete this form, unless it displays a currently valid OMB control number.

This information is required by Section 6(c)(4) of the U.S. Housing Act of 1937. The information is the operating budget for the low-income public housing program and provides a summary of the proposed and budgeted receipts and expenditures, approval of budgeted receipts and expenditures, and justification of certain specified amounts. HUD reviews the information to determine if the operating budget adopted by the public housing agency (PHA) and the amounts are reasonable, and that the PHA complies with HUD prescribed procedures. PHA boards must approve the operating budget and HUD requires boards to certify their approval through this form. Responses are required to obtain benefits. This information does not lend itself to confidentiality.

PHA Name: PHA Code:

PHA Fiscal Year Beginning Board Resolution Number:

Acting on behalf of the Board of Commissioners of the above-named PHA as its Chairperson, I make the following certifications and agreement to the Department of Housing and Urban Development (HUD) regarding the Board’s approval of (check one or more as applicable):

DATE
Operating Budget approved by Board resolution on:

Operating Budget submitted to HUD, if applicable, on:

Operating Budget revision approved by Board resolution on:

Operating Budget revision submitted to HUD, if applicable, on:

I certify on behalf of the above-named PHA that:

1. All statutory and regulatory requirements have been met;

2. The PHA has sufficient operating reserves to meet the working capital needs of its developments;

3. Proposed budget expenditure are necessary in the efficient and economical operation of the housing for the purpose of serving low-income residents;

4. The budget indicates a source of funds adequate to cover all proposed expenditures;

5. The PHA will comply with the wage rate requirement under 24 CFR 968.110(c) and (f); and

6. The PHA will comply with the requirements for access to records and audits under 24 CFR 968.110(i).

I/We, the undersigned, certify under penalty of perjury that the information provided above is true and correct.

WARNING: Anyone who knowingly submits a false claim or makes a false statement is subject to criminal and/or civil penalties, including confinement for up to 5 years, fines, and civil and administrative penalties. (18 U.S.C. §§ 287, 1001, 1010, 1012; 31 U.S.C. §3729, 3802).

Print Board Chairperson’s Name: Signature: Date:

X 06/03/2025
City of Oxnard Housing Authority
July 1, 2025
CA031
Luis A. Mc Arthur
103

CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.8
DATE: June 3, 2025
TO: City Council
FROM: Jason Benites, Police Chief, (805) 385-7624, [email protected] SUBJECT: Ventura County Animal Services Agreement FY 2025-26.

RECOMMENDATION
That the City Council:

1. Approve and authorize the Mayor to sign an amendment to the services agreement (A-8151) with the County of Ventura Animal Safety and extend the agreement one additional year; and

BACKGROUND
The City entered into a five-year agreement with Ventura County Animal Services (VCAS) in FY 20-

21. Under the terms of the agreement, A-8151 (the "Agreement"), VCAS shall provide the following shelter services: impoundment, boarding, quarantine, veterinary services, euthanasia services, overthe-counter animal license sales, animal adoptions, and disposal of dead animals. Impounded animals will be vaccinated and provided necessary care, food, and shelter in accordance with the provisions of state law. The animal's picture will be posted on the VCAS website as soon as practicable to assist the City's residents in reclaiming a missing pet.

As part of the agreement, the costs are distributed amongst eight (8) Ventura County cities, including Oxnard and unincorporated areas of Ventura County. The costs are based on VCAS operating and administrative costs, licensing costs, and field staff services.

The base costs for VCAS have risen each year due to increases in personnel-related costs, medical supplies, and veterinary care. The FY 20-21 agreement of $2,324,778 was a 9.9% increase from FY 19-20’s cost of $2,113,884. The FY 21-22 agreement of $2,479,135 is a 6.6% increase from FY 20-

21. The FY 22-23 agreement of $2,669,598 was a 7.7% increase from FY 21-22. The FY 23-24 agreement of $2,925,981 was a 9.6% increase from FY 22-23. The FY 24-25 agreement of $3,097,685 is an increase of 5.5% from FY 23-24. The proposed FY 25-26 agreement of $3,158,204.94 is an increase of 2.0% from FY 24-25.
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VCAS COST % Difference
FY 20-21 $2,324,778.00 10.0%
FY 21-22 $2,479,135.00 6.6%
FY 22-23 $2,669,598.00 7.7%
FY 23-24 $2,925,981.00 9.6%
FY 24-25 $3,097,685.00 5.9%
FY 25-26 $3,158,204.00 2.0%
Per the services agreement, the animal intake costs are divided using a billing methodology that calculates the pro-rata costs to cities looking at historical calendar year animal intake figures using a 3-year weighted average. There is a built-in 5% annual budget increase to the Animal Care budget each year of the agreement. Each year of the agreement, the Police Department will complete an agreement for the cost of the upcoming fiscal year.

The VCAS budget is a consortium of costs shared by the eight (8) contract cities and the County. Cities and the County pay their pro-rata share based on the weighted average of animal intakes. There are no annual “true-up” costs, which means the City will not be billed more than the proposed Animal Care portion of expenses for FY 25-26.

The table below shows the costs for all cities and the unincorporated areas of the County for FY 25-

26. This allocation of costs is based on the overall cost to run the shelter of $7,803,561.85 (year six of the contract) that is shared by the eight (8) participating cities and the County based on a 3-year weighted average of animal intakes to the shelter. The column on the far right titled “FY 25-26 Animal Care Cost” is the City’s actual animal care cost for the upcoming fiscal year. 2024 INTAKE 2023 INTAKE 2022 INTAKE
3-Year Weighted
Average
FY 25-26 Animal Care
Cost
Camarillo 764 9.5% 650 9.2% 613 9.3% 9.38% $731,586.05
Fillmore 153 1.9% 165 2.3% 146 2.2% 2.09% $162,944.65
Moorpark 215 2.7% 186 2.6% 174 2.6% 2.65% $207,166.36
Ojai 36 0.4% 57 0.8% 46 0.7% 0.60% $46,775.42
Oxnard 3,036 37.9% 2,897 40.8% 2,799 42.3% 39.73% $3,100,658.94 Port Hueneme 311 3.9% 254 3.6% 221 3.3% 3.67% $286,474.90 Simi Valley 799 10.0% 730 10.3% 648 9.8% 10.01% $780,956.91 Ventura 874 10.9% 819 11.5% 773 11.7% 11.26% $878,825.09 County of
Ventura 1,826 22.8% 1,334 18.8% 1,194 18.1% 20.61% $1,608,173.52 Total Intake 8,014 100.0% 7,092 100.0% 6,614 100.0% 100.00% $7,803,561.85 105
Additional Costs
Additional costs associated with the services agreement include emergency and on-call field services, which vary depending on staffing within the Oxnard Animal Safety Unit. The City uses VCAS to provide on-call and emergency field services during periods when we do not have any Oxnard Animal Safety Officers available for 24-hour coverage seven days a week. The field service rate was $130 per hour (the VCAS hourly rate is the same for on-call standby and emergency response field services) in FY 24-25, and will increase to $145 per hour in FY 25-26.

VCAS provides pet licensing services to the City of Oxnard community members. Ventura County Licensing fees are $6 per license processed, which will remain the same in FY 25-26. VCAS also provides an automated citation processing service to the City of Oxnard for a flat rate of $1,500. That rate will remain the same for FY 25-26.

Revenue
The revenue from animal licensing is used to offset the amount paid to VCAS for services and is seen as a credit on quarterly invoices. The City also receives revenue credit from animals that are claimed by their owners, and fees are recovered by VCAS. The revenue generated from animal redemption also offsets the amount paid to VCAS for services and is seen as a credit on quarterly statements.

The table below shows the estimated cost and revenue of Animal Safety field services for FY 25-26.

FY 25-26 Agreement Estimates
3-Year Weighted Average of Animal Intakes 39.73%
Shelter Costs $3,100,658.94
On-Call and Emergency Field Services $10,000.00
License Processing $6/License $56,046.00
Automated Citation Program $1,500.00
License/Redemption Revenue $425,571.00
Total Net Cost Projection $2,742,633.94

FINANCIAL IMPACT
The total amount of this agreement is $3,168,204.94. The projected revenue from animal licensing and animal redemption for FY 25-26 is $425,571.00. The net FY 25-26 General Fund Police Animal Safety Contracts & Services - Animal Shelter (Account No. 101-2113-53230) contract amount is $2,742,633.94. Sufficient funding is included in the Fiscal Year 2025-26 Proposed Budget in the General Fund (101) Police Department operating budget.
106

COMMITTEE OUTCOME
This item did not originate in Committee since this is a continuation of a previous item approved by the City Council on July 2, 2024.

Prepared by: Dale McAlpine, Commander

ATTACHMENTS

1. Oxnard Animal Services Agreement

2. Amendment no. 1 to Animal Services Agreement

3. Attachment A FY 25-26 - SERVICE LEVEL REQUEST Oxnard_2.25.2025 107
108
109
110
111
112
113
114
115
116
117
AMENDMENT NO. 1 TO ANIMAL SERVICES AGREEMENT

COUNTY OF VENTURA AND CITY OF OXNARD
This Amendment No. 1 to the Animal Services Agreement (“AGREEMENT”) is made by and between the COUNTY OF VENTURA and the CITY OF OXNARD (collectively “PARTIES”).

Section 6.1 is herby deleted and replaced with:

6.1 ”Unless sooner terminated as provided for herein, this Agreement shall be effective July 1, 2020, and shall remain in effect until June 30, 2026.”
All other terms of the AGREEMENT between the PARTIES remain the same.

CITY OF OXNARD COUNTY OF VENTURA

☐Luis Mc Arthur, Mayor Date Animal Services Director Date ATTEST:

Lourdes A. López, City Clerk Date
APPROVED AS TO FORM:

Stephen M. Fischer, Date
City Attorney
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City of Oxnard

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ATTACHMENT A TO COUNTY-CITY ANIMAL SERVICES AGREEMENT

COUNTY OF VENTURA
AND

CITY OF OXNARD
FY 2025/26 SERVICE LEVEL REQUEST
PART ONE: AVAILABLE SERVICES AND APPLICABLE BILLING

RATES AND CREDITS
A. Animal Care Services
At the election of the City, the County shall provide the following services:

1. Shelter Services
As may be required, the County shall provide animal care services to the City for all animals originating within the boundaries of the City (whether picked up in the City or dropped off at the County’s animal shelter) when there is a stray/abandoned animal, adoption return, confiscation, cruelty abuse or neglect investigation, or injured wildlife.

The County will accept animals surrendered by their owners dependent upon shelter capacity. For animals originating in the City and impounded, the County shall provide the following animal care services: sheltering, boarding, animal adoptions, foster care coordination, veterinary care and treatment, bite quarantine, euthanasia services, and disposal of deceased animals. Impounded animals will be vaccinated and provided necessary care, food and shelter in accordance with the provisions of state law. The animal’s picture will be posted on the Ventura County Animal Services Division’s (“Animal Services”) website as soon as practicable to assist the City’s residents in reclaiming a missing pet. The County will also provide, based upon availability of funding and resources, owner requested euthanasia, TNR (Trap, Neuter, Return) surgeries for community cats, and Pet Retention programming. These services will not result in the animal being impounded to the shelter. The County, in its sole and exclusive discretion, shall determine the public and non-public hours of operation and the staffing of the County animal shelters.

The owner or person entitled to the custody of any animal originating within the boundaries of the City and impounded at a County animal shelter can redeem such 119
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animal by paying applicable fees according to the rates and fees approved by the County Board of Supervisors accruing up to the time of such redemption.

The City shall be charged for its proportion of the total County animal care service costs incurred during the fiscal year identified above as set forth below. The County shall bill the City on a quarterly basis for animal care services based on a weighted three (3) calendar year average of the City’s pro rata animal intake percentage, as follows:

The three (3) year weighted average will be calculated so that fifty percent (50%) of the rate is based on the City’s previous calendar year pro rata animal intake percentage relative to the usage by other cities and unincorporated areas of Ventura County, twenty-five percent (25%) of the rate is based on the City’s pro rata animal intake percentage from two (2) years prior and twenty-five percent (25%) of the rate is based on the City’s pro rata animal intake percentage from three (3) years prior, illustrated as follows:

Example:

Hypothetical animal care budget: $6,027,354
Camarillo: (10.4% * .50) + (9.9% * .25) + (10.4% * .25) = 10.3% Future year cost = 10.3% of $6,027,354 = $620,817
Payments of $155,204 made quarterly which will be reduced by any licensing revenue

2018 INTAKE 2017 INTAKE 2016 INTAKE FUTURE YEAR WEIGHTED AVG Camarillo 1174 10.4% 1223 9.9% 1109 10.4% 10.3%
Fillmore 198 1.7% 320 2.6% 192 1.8% 2.0%
Moorpark 283 2.5% 245 2.0% 321 3.0% 2.5%
Ojai 44 0.4% 109 0.9% 50 0.5% 0.5%
Oxnard 4112 36.3% 4196 34.1% 3947 37.2% 36.0%
Port Hueneme 409 3.6% 432 3.5% 470 4.4% 3.8%
Simi Valley 1360 12.0% 1363 11.1% 1306 12.3% 11.8%
Ventura 1249 11.0% 1555 12.6% 1253 11.8% 11.6%
County 2494 22.0% 2864 23.3% 1971 18.5% 21.5%
Total Intake 11323 100.0% 12307 100.0% 10619 100.0% 100.0% 120
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The animal care budget will be allocated among the participating cities and the County based on the weighted three (3) calendar year animal intake percentage formula described above. For FY 2025-2026, the County’s animal care budget shall follow the following one (1) year fixed-rate schedule:
$7,803,561.85 for fiscal year 2025-2026
In addition to the animal care formula charged to the participating cities, in the event of any animal intake at a County animal shelter originating from the City due to any law enforcement request, pending court case (including, but not limited to, a criminal case, a petition for writ of mandate under Code of Civil Procedure section 1085 or 1094.5, and a petition for hearing regarding whether a dog is potentially dangerous or vicious under Food and Agriculture Code section 31621, or related provisions of City Ordinance), or a court stay, which results in a County shelter stay of more than fifteen (15) days, the County shall also charge the City for animal care services according to the rates and fees approved by the County Board of Supervisors for each day that each such animal receives animal care services, and any fees have not been paid by the dog owner within 30 days of the County’s invoice for services being mailed to the dog owner.

2. Petitions for Hearing to Determine Dogs to be Potentially Dangerous or Vicious
For any dog impounded to the shelter, the Animal Services Director may bring petitions for hearing to determine dogs residing within the jurisdictional limits of the City to be potentially dangerous or vicious under state law and/or City Ordinance Code. In connection with such petitions, the City shall pay the County according to the rates and fees approved by the County Board of Supervisors for County employee time expended (and including but not limited to, the attendance at hearing of County employees; legal services performed by the Office of County Counsel; and any services provided by an administrative hearing officer). If the County retains the services of an administrative hearing officer who is not a County employee, the City agrees to reimburse the County at the administrative hearing officer’s customary hourly rate. If the dog owner appeals any determination that a dog is potentially dangerous or vicious, the City shall pay the County according to the rates and fees approved by the County Board of Supervisors for the attendance at the appeal hearing of County employees and the legal services performed by the Office of County Counsel in connection with such an appeal.

3. Rabies Suppression Record Management
The County shall provide the City with rabies control activity reporting as required by State Law.
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B. Field Services
At the election of the City, the County shall provide the City with the following field services consistent with County Ordinance and State Law.

For City Ordinance Code provisions that are consistent with County Ordinance Code and State law, animal control officers may issue citations (administrative or notice to appear) for violations observed by animal control officers while in the field (and including, but not limited to, citations issued for: failure to license, barking dog nuisance, failure to vaccinate, violation of leash laws, violation of mandatory spay/neuter, violation of animal nuisance orders, and breeding of animals without required permits). The City will be solely responsible for collection of the citation amounts and processing of any administrative appeals from these citations issued by animal control officers in the field except for barking dog nuisance citations which may be handled by the County. The County will not be responsible for collections or processing administrative appeals from citations issued in the field and/or citations in which the animal owner is provided notice to appear in court except for barking dog nuisance citations which may be handled by the County.

The County will provide, consistent with County Ordinance and State Law, response and investigation of reported animal bite and intimate contact cases to establish that there is compliance with state-mandated quarantine procedures. This includes a follow-up to verify the health of the animal after quarantine. Shelter quarantine will be at the discretion of the County.

The County shall charge the City according to the rates and fees approved by the County Board of Supervisors for County employee time expended in providing field services. The City shall identify a budgeted amount for field services per fiscal year, as well as the average budgeted level of hours of service that the City authorizes the County to provide per week. The County shall notify the City in writing on a quarterly basis regarding actual hours expended for field services to the City, to enable the City to make the determination of whether the City wishes to authorize in writing a higher budgeted annual amount for field services that are not state-mandated. The County will provide the City statemandated field services, and the City agrees to pay the County’s costs for all statemandated field services, whether or not the City’s budgeted amount or hours for field services have been exceeded. The County shall be under no obligation to provide the City with any non-state-mandated field services in excess of the City’s budgeted cost and hours, in the absence of prior written City authorization to do so.

The County will issue barking dog citations to owners of dogs residing within the jurisdictional limits of the City upon the required showing being made under City ordinance regarding the existence of a barking nuisance. The County shall charge the City according to the rates and fees approved by the County Board of Supervisors for County employee time expended in reviewing and responding to complaints regarding 122
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barking dog nuisances in the jurisdictional limits of the City, regardless of whether a barking nuisance citation is ultimately issued. Once a citation is issued, the dog owner will be responsible for paying the County’s standard fee for any administrative review of a citation, as well as paying any required hearing deposit to request an administrative hearing to contest the citation, unless the dog owner establishes to the County the dog owner’s financial inability to pay, in which case, the City shall reimburse the County according to the rates and fees approved by the County Board of Supervisors for County employees providing services based on the time expended per hearing; and if the County retains the services of an administrative hearing officer who is not a County employee, the City agrees to reimburse the County for hearing officer services rendered at the administrative hearing officer’s customary hourly rate.

In the event the City declines to have the County perform field services and transports an animal the shelter for care, the City shall be responsible for:
(i) Scanning animals for an existing microchip and making all efforts to reunite a lost animal with its owner based on any microchip information prior to transporting that animal to a County shelter;
(ii) Making all efforts to use information available from any animal’s personal ID tag or a pet license to reunite a lost animal with its owner prior to transporting that animal to a County shelter;
(iii) Vaccinating an animal with current standard vaccinations provided by Animal Services after an animal has been transported to a County shelter; and
(iv) Taking a digital photograph of an animal and loading the digital photograph and other pertinent animal information onto Animal Services’ computer information system for tracking animals subject to impoundment after an animal has been transported to a County shelter.

C. Administrative Services

1. Animal License Processing per License
At the election of the City, the County and/or the County’s vendor shall provide the City with animal license processing services at the annual fiscal year cost of six dollars ($6.00) per applicable cat or dog license for each animal within the boundaries of the City. The County and/or the County’s vendor shall mail license renewal notices to the animal owner of record; and when the renewal and payment are received, the County will process licenses. If the County and/or the County’s vendor provides online web-licensing, it shall provide such web-licensing at no additional cost to the City. Licenses will be required before the County will release an animal to a resident of the City. The City animal license fees that the County and/or the County’s vendor collects (less the amount of the County’s license 123
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processing fee of six dollars ($6.00)) will be credited to the City quarterly in arrears against the amount that the City owes the County under the parties’ animal services agreement.

2. Automated Administrative Citation Processing
At the election of the City, and consistent with City Ordinance Code provisions, the County and/or the County’s vendor shall provide the City with an automated citation service for citations related to licensing, vaccination, (and, if applicable, mandatory spay/neuter) issued to animal owners within the boundaries of the City.

If the County reaches a determination, in its sole and exclusive discretion, that it no longer desires to provide an automated citation service to the City (either directly by the County or through the County’s vendor), the County shall provide the City with sixty (60) days’ prior written notice before ceasing to provide such services.

The County and/or the County’s vendor will provide the following automated citation processing service to the City contingent upon the City’s reimbursement of actual County costs incurred, and including, but not limited to:
a. actual costs charged to the County by the County’s General Services Agency for mailing and processing of citations and the cost of one (1) hour per month for the services of a Field Services Manager/Citations Clerk):
generate auto citations in Chameleon software; send files to the General Services Agency for processing; receive and review auto citation files from the General Services Agency to ensure accuracy; send reviewed and completed files to the General Services Agency for processing and mailing to animal owners; receive and store finalized PDF file from the General Services Agency; generate email notification to the City’s staff with PDF files for further collection and appeals; receive, through a Supervising Animal Control Officer, communication from City staff regarding citizen appeals when necessary; and receive updates from the City regarding customer data to be updated, with the County updating data in Chameleon software; or
b. actual costs charged to the County by the County’s vendor for mailing and processing of citations and issuing any required licenses; generating email notifications to the City’s staff with PDF files for further collections and appeals; receiving communication from City staff regarding citizen appeals when necessary; and receiving updates from the City regarding customer data to be updated.

To the extent that such services are not provided by the County and/or the County’s vendor, the County will not be responsible for collections or processing 124
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administrative appeals from automated citations. The City will be solely responsible for collections and for processing any administrative appeals once automated citations are issued to animal owners.

PART TWO: SPECIFIC SERVICE REQUESTS AND APPROVALS
The County will provide the City with the services authorized below:

Animal Care Services:
 The City authorizes the County to provide animal care services for animals originating within the boundaries of the City during fiscal year 2025/26 according to the terms and conditions set forth in Part One of this Agreement. The budgeted cost of animal care services for the City will be $3,100,658.94 for fiscal year 2025/26. In addition to the budgeted amount, as more fully set forth in Part One above, the City will also pay the County, according to rates and fees approved by the County Board of Supervisors for: (1) animal care services associated with County shelter stays of more than fifteen (15) days; (2) for County employee time expended in connection with petitions brought by the Director of Animal Services to determine whether dogs residing in the jurisdictional limits of the City are potentially dangerous or vicious, and (3) for County employee time expended in connection with any appeals from such determinations. In addition, if an administrative hearing officer is not a County employee, the City agrees to reimburse the County’s costs for administrative hearing officer time at the administrative hearing officer’s customary hourly rate. Consistent with Section 8.3 of the parties’ Animal Services Agreement, the County shall credit the City with revenues paid by City residents toward amounts owed by the City for services provided.

Field Services:
□ The City authorizes the County to provide budgeted field services during fiscal year 2025/26 of _____________________________; with field services budgeted at _________ hours per week, to be provided by the County to the City, according to the terms and conditions set forth in Part One. If it appears that the City may exceed its budgeted cost and hours for field services: (i) the County will continue to provide additional state-mandated services to the City, and the City agrees to pay for those additional state-mandated services according to the rates and fees approved by the County Board of Supervisors, and (ii) the County will only provide further field services that are not state-mandated to the City upon receipt of City written approval for such services, and the City agrees to pay for all such services 125
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authorized in writing by City personnel. The City hereby agrees to the County’s enforcement of the City’s municipal code provisions in providing field services.  The City authorizes the County to provide field services only for emergency calls (requests for an animal services officer by law enforcement or fire personnel, aggressive animal at large threatening the public, wild animal at large in City area, livestock at large and in sight, stray animal bite with the animal at large or confined by a non-owner) at a not to exceed amount of __1000__ hours for the fiscal year.

This level of service is intended to provide emergency response on an as-needed basis from the County on behalf of a City that employs its own field services when requested by the City and the County is able to respond. The City hereby agrees to the County’s enforcement of the City’s municipal code provisions in providing field services.
□ The City declines to have the County provide field services.

Animal License Processing:
 The City authorizes the County and/or the County’s vendor to provide animal license processing services for the City during fiscal year 2025/26 according to the terms and conditions set forth in Part One.
□ The City has adopted the license fees set forth in Animal Services’ approved schedule of rates and fees.
 The City has adopted the following license fees that differ from the license fees set forth in the Ventura County Animal Services approved schedule of rates and fees:

Specify:

Current City license fees were adopted by the City on June 21, 2022. □ The City declines to have the County provide animal license processing.

Automated Citation Service:
 The City authorizes the County and/or the County’s vendor to provide automated citation processing services for the City during fiscal year 2025/26 according to the terms and conditions set forth in Part One.
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□ The City declines to have the County and/or the County’s vendor provide automated citation processing services.

CITY OF OXNARD COUNTY OF VENTURA

☐Luis Mc Arthur, Mayor Date Director of Animal Services Date

ATTEST:

Lourdes A. López, CITY Clerk Date
APPROVED AS TO FORM:

Stephen M. Fischer, CITY Date
Attorney
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CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. M.1
DATE: June 3, 2025
TO: City Council
FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected] SUBJECT: FY 2025-26 Proposed Budget Public Hearing. (90 minutes)

RECOMMENDATION
That the City Council and Housing Authority Board conduct a public hearing on the Fiscal Year (FY) 2025-26 Proposed Budget for the City of Oxnard and Oxnard Housing Authority and provide staff direction regarding any adjustments to the Proposed Budget, in preparation for budget adoption on June 17, 2025.

Please click the following link to view the required Measure M pre-recorded presentation video titled Fiscal Year 2025- 26 Budget Preview: https://youtu.be/K-DcB3UHmnA
Please click the following link to view the required Measure M pre-recorded presentation video titled Additional Information on Fiscal Year 2025-26 Proposed Annual Budget: https://youtu.be/ols8rueXNLU

BACKGROUND

EXECUTIVE SUMMARY
Any changes or updates between the date of publishing this report and the Council’s June 3rd public hearing staff will be orally stated.

Staff anticipates presenting the FY 25-26 Budget for Council adoption at its June 17, 2025, meeting. Once approved, staff will then incorporate all changes into the final digital online Adopted Budget.

BACKGROUND
This agenda report covers the projected revenues, expenditures and available fund balances for the City's six major funds, including the General Fund, Measure O (Half-Cent Sales Tax) Fund, Water Fund group, Wastewater Fund group, Golf Fund and Environmental Resources (solid waste) Fund group. The Citywide Proposed Expenditure Budget is approximately $659.9 million, which includes the General Fund group: landscape maintenance and community facilities district funds, special revenue funds, assessment district funds, enterprise funds, internal service funds. The Housing Authority’s budget (not part of the City All Funds total) is proposed at $43.7 million. The total budget appropriation amount will include transfers to capital projects amounting to $100.7 million. All Funds Revenues are proposed at $593.3 million. The difference between proposed expenditures and proposed revenue will be funded by existing available fund balance in the respective funds.

The figures presented represent the City of Oxnard funds (excluding the Housing Authority, which is scheduled for City Council on June 3, 2025), are preliminary, and may be revised for the final budget adoption with the recommendations from this City Council meeting.

New Budgeting Software
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The Proposed FY 2025-26 was the second year that we used the new software to collect and consolidate Operating and Capital Budgets from all departments. This software has helped to provide additional efficiency and real-time information throughout the process of building and refining the budget. The online budget tool provides additional detail visibility regarding all funds. The budget will be uploaded into the City’s transparency portal and staff recommends that interested stakeholders review the online digital budget for a full and complete picture of all City funds.

Capital Improvement Program (CIP)
Public Works staff presented the Mid-Cycle update to the five-year Capital Improvement Program for Fiscal Years 2025- 29 to the Public Works and Transportation Committee on April 22, 2025 and, to City Council on May 20, 2025.

The proposed budget for FY 2025-26 incorporates projects identified in the Mid-Cycle update for this specific fiscal year.

CIP Project funding includes $9.15 million from the General Fund and $22.5 million from Measure O. These projects are listed in the CIP section of the digital online budget.

Special Districts
The budget and assessment process for Special Districts is unique and requires additional steps from many of the other City operating budgets. The City Council reviews and approves the FY 2025-26 operating budget for each of the special financing districts through the annual assessment process. This year, Public Works staff anticipates the annual assessment process to take place at the City Council meetings on June 3, 2025, June 17, 2025, and June 26, 2025 (if needed). Once these annual assessment procedures are concluded, the approved special districts' operating budgets will be included into the overall City operating budget for FY 2025-26.

DISCUSSION
The City has been on a path to restoring services by maintaining adequate public safety, restoring proper paving street cycles, improving cybersecurity, and maintaining financial stability. For the FY 2025-26 Proposed Budget, as was the case with the FY 2024-25 adopted budget, staff continue to acknowledge challenges including economic uncertainties related to policies from the federal administration, supply chain disruptions, inflation, labor shortages and the ongoing bonding litigation.

These challenges are forcing the City to take a conservative approach in the recommended budget, slowing the pace of investing in infrastructure and enhancing the quality of life. The City continues to benefit from increases in a number of general tax categories, most notably sales tax, as a result of the Amazon Fulfillment Center operating within the City limits over the last few years. However, current proposed State legislation, directed to reallocate the sales taxes generated by fulfillment centers, and the opening of a Costco store in a neighboring city, will negatively impact the City’s sales tax revenue in the upcoming years. Interest rates have held steady for most part of the current year, and the Federal Reserve is holding them steady while assessing the impact of current federal policies in the overall economy. The City will benefit from higher interest rates through the investment of available cash. As mentioned, these positive revenues are not likely to continue but the City’s General fund still has one-time available fund balance projected by June 30, 2025. Because this is likely not an ongoing revenue increase, staff continues to recommend limited additions of ongoing programs and onetime projects in the budget, which are described in the following major fund areas.

In December of 2024, Standard & Poor’s upgraded the overall Issuer Credit Rating (IRC) of the City to AA-, the underlying credit rating for General Fund Leases to A+, and the Gas Tax fund credit rating to AA, all with stable outlook.

This credit rating upgrade allows us to close the gap with neighboring cities, and puts the City in a better position when it is time to re-access to bond markets.

The following is information about the FY 2025-26 proposed budget for each of the major funds. The Environmental Resources fund includes the second year of approved multiyear rates, the Water fund reflects the third year of the multiyear water rates adopted by City Council, while Wastewater and Golf continue to budget for the expenditures necessary to maintain infrastructure and deliver services similar to last year’s budget. Capital programs are proposed with supply chain issues, labor shortages and revenue availability taken into consideration. 129
General Fund (101)
The City has made significant progress towards fiscal sustainability since facing a structural budget deficit of $9.2 million in 2019. Today, the City anticipates a budget available fund balance of approximately $14.9 million by the end of FY 2025-26. While the available fund balance is an important milestone, we should consider this as one-time funding that is attributed to the new sales tax allocation from the single Amazon Fulfillment Center, and one-time funding from Federal and State grants. and slightly higher interest earnings. This one-time available fund balance provides the necessary buffer that can help the City mitigate the impact of the economic uncertainties generated by the federal economic policies, and staff recommends to maintain those funds in abeyance and evaluate the financial conditions during the mid-year review.

Revenues
General Fund revenues are projected at $243.7 million, $7.9 million (3.4%) greater than the prior year Adopted Budget.

The projected change is primarily due to a $7.6 million increase in general taxes, with non-tax revenue also projected $0.3 million (1.1%) higher than prior year Adopted Budget.

Sales tax revenue is projected to grow by $3.5 million, with the 1% Bradley Burns sales tax adding on additional $3.8 million (6.9%) in Fiscal Year 2025-26 compared to the prior year's adopted budget. The 1.5% Measure E local sales and use tax is projected to decline by $0.3 million (-0.6%) with respect to the prior year’s adopted budget.

Property values have increased in 2025; the median home price in Oxnard increased 2.4% to $768,000 in March 2025 compared to April 2024. The City’s revenue projection for its portion of levied property tax, including real property transfer tax for FY 2025-26, is projected to grow by $3.1 million (4.3%) to $75.9 million.

Transient occupancy (hotel) tax revenue is projected to increase again in FY 2025-26 to $6.2 million, a rise of $358,000 or 6.2% compared to the FY 2024-25 Adopted Budget.

Finally, non-tax revenues are projected to grow by $0.3 million (1.1%) higher compared to last fiscal year, primarily a result of federal interest rates and cash and investment position.

Expenditures
Total General Fund expenditures are projected at $243.7 million. The FY 2025-26 Proposed Budget represents a $7 million (3.0%) increase compared to FY 2024-25 Adopted Budget after adjusting of one-time payment of long term pension debt. The increase in expenditures mirrors the increase in revenues ensuring a prudent growth that can be funded with ongoing revenues.

The FY 2025-26 Proposed Budget includes $3.8 million in ongoing expenditures in relation to employee pay and benefit increases and anticipated changes for bargaining groups with no current agreement beyond FY 2024-25. The Proposed Budget includes $2.5 million additional funding for the City’s Internal Service Funds (ISF) – primarily driven by higher insurance costs. There are eight new General Fund positions and one deletion, as well as various reclassifications, resulting in a net cost of $1.1 million. Various position funding reallocations from other grant or enterprise funds based on reassignment of staff for services provided under the General Fund total $2.2 million. Additional funding of $2.8 million is necessary for operations, across multiple departments, primarily in services and capital equipment. Reduced expenditures in the Proposed Budget include $1.9 million related to the final repayment in FY 2024-25 of the loan between the General Fund and Measure O and $3 million in reduced CIP funding from the General Fund. Furthermore, Public Safety budgets are increasing by $6.1 million of new funding with the Oxnard Police Department increasing by $2.3 million for items including: , $0.5 million in patrol vehicle leases, $0.1 million increase in Ventura County Animal Shelter cost, $0.2 million in technology package funding to increase efficiency and access to database information and increased Internal Service Funds costs of $1.4 million, primarily due to rising liability insurance costs. The Fire Department proposal of $3.7 million in ongoing funding, includes increased labor costs of $0.3 million resulting from 2.1 FTEs shifted from expiring grant funding and the addition of 1 FTE (funding is 50% General Fund/50% CUPA fund), $0.1 million in vehicle leases, $1.0 million in vehicle acquisition and capital equipment costs, and $0.7 million in increased Internal Service Fund costs, mainly from rising liability insurance costs.

Public Works increases in proposed funding total $10.2 million, mainly due to $6.7 million in transfers to capital projects 130
for arterial street resurfacing. In the prior year budget, the General Fund capital project transfers were included under the non-departmental category. This reassignment will improve the monitoring of the projects included in this fiscal year budget. Public Works also includes increased labor costs resulting from shifts in FTE allocations from reassignment of engineering staff for services provided under the General Fund and weaning of Measure O funds totaling $1.7 million, $0.3 million for Riverpark park maintenance, utilities adjustments due to inflation of $0.2 million covering electricity, fuel, gas, trash services (ER), water and wastewater costs for operating and maintaining the City’s parks and infrastructure, $0.2 million in parks services vehicle leases, and $0.2 million in illegal dumping program costs.

Community and Cultural Services proposes an additional $1.1 million in funding primarily due to increased labor costs of $0.3 million resulting from shifts in FTE allocations from grant and Measure O funds and the addition of one new General Fund FTE, $0.4 million in increased Internal Service Funds costs, mainly from rising liability insurance costs, and $0.2 million in vehicle costs needed to meet Advanced Clean Fleets (ACF) mandate.

The Housing Department proposed budget increase of $1.1 million, is primarily due to funding of $0.4 million for homeless shelter operations, $0.2 million increased Internal Service Funds costs, mainly from rising liability insurance costs, $0.1 million in encampment clean up and $0.1 million for one new FTE to support enforcement of the antiharassment protections ordinance.

Continued Impact of Bond Litigation
The Proposed Budget for the FY 2025-26 CIP component, including vehicles and capital equipment, is $10.1 million, including $2.3 million for the ongoing implementation of the ERP project and $6.2 million for Streets, that will be paid on pay-go or cash-fund basis. The City cannot continue to fund CIP projects with cash at this level for multiple years.

Issuing debt service is a standard practice for cities across the nation to implement CIP projects, while maintaining reserves, and aligning the benefits provided to the community by major infrastructure projects with how to pay for the cost to execute those projects.

The General Fund's current debt service, excluding vehicle lease purchase loans, is budgeted at $4.0 million and represents approximately 1.7% of the General Fund proposed operating expenses. This is below the 10% limit established by the City’s Debt Management Policy.

Hiring Market Continues to be Challenging
Included in the Proposed Budget is $11.0 million of anticipated net personnel savings resulting from unfilled positions.

The vacancy savings are based on recent trends experienced by the City. The City has recently reduced the vacancy rate, but still faces challenges to recruit and fill certain existing positions.

The Proposed Budget for FY 2025-26 assumes a vacancy rate of 8.4% consistent with the vacancy levels projected in FY 2024-25 and with current vacancy levels as of April 2025.

Fund Balance
The City’s Fiscal Year 2024-25 Annual Comprehensive Financial Report (ACFR), which was presented to the City Council at the March 18, 2025 meeting, contained information regarding the general fund balance. The fund balance included operating reserves at the Reserve Policy target of 16.6%, in addition of reserves for pension debt and $15.5 million one-time available funds.

Staff projects for FY 2024-25 an increase in operating reserves to maintain the 16.6% funding, estimating one-time available fund balance of $14.9 million at the end of FY 2025-26.

Given economic uncertainty, the City Manager recommends maintaining those funds in abeyance and evaluating economic conditions at mid-year.

For additional detail, refer to the General Fund tables in Attachment 3.

Measure O Fund (104)
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Revenues
FY 2025-26 revenue from the Measure O half-cent sales (transactions and use) tax is proposed at $19.9 million, a $1.7 million (7.9%) decrease over the FY 2024-25 budget. Similar to Measure E sales taxes mentioned in the General Fund narrative, local sales tax receipts have reflected a slow down across a number of categories. This is reflected in a $0.1 million reduction (0.5%) in FY 2025-26 to $19.2 million proposed. Interest income has benefited from rate rises and is projected at $0.7 million, an increase of $0.3 million (57%) compared to the FY 2024-25 Adopted Budget.

FY 2024-25 was the last year of repayments of a loan between the General Fund and Measure O, driving the reduction of $1.9 million in Measure O revenues for FY 2025-26.

Expenditures
Long term planning must incorporate that the Measure O half-cent sales tax will terminate on March 31, 2029. The Measure O Committee recommended on April 28, 2022, and Council adopted on June 7, 2022, a Measure O Weaning Schedule to ensure the City is slowly and methodically moving Measure O funded ongoing programs to an alternative funding source such as the General Fund. The committee met on April 25, 2024 to review updates to the weaning schedule. The focus of any new additions to the Measure O Fund is for one-time projects. The Committee will meet on May 29, 2025, to review status of the projects funded by Measure O. As previously adopted by Council, staff is weaning $1.1 million from Measure O to the General Fund. Of this, $0.9 million relates to the Enhanced Computer Aided Dispatch (the 911 system), Records Management and Mobile Data Computers Systems, with the remaining $0.2 million reflecting the Integrated Library System and Library Wifi projects. Intelligent Transportation System (ITS) annual maintenance, Preschool to you, and College park maintenance.

The FY 2024-25 Measure O Proposed Budget total expenses are $29.2 million and includes a $22.5 million transfer to the Capital Outlay Fund to pay for projects that would be funded by the General Fund while the bond litigation is ongoing.

The $22.5 million is identified in the CIP page in the City’s Proposed Budget. The list includes funding for Neighborhood Street Resurfacing $8.1 million, Citywide Alleyways $4.0 million, Advanced Alley Maintenance Program $2 million, Jason C. Zaragoza Oxnard Transit Center $2.0 million, Traffic Signal Modernization $1.0 million, La Colonia Boxing Gym Improvements $1.8 million, Wilson Center Tenant Improvement $1.0 million, South Oxnard Library Remediation $1.4 million, Colonia Park Pool Repair & Equipment Replacement $1.0 million, and other projects totaling $0.2 million.

The City is also continuing to support the Senior Nutrition Program and rent stabilization.

Fund Balance
Measure O Fund one-time available fund balance was $12.4 million as of June 30, 2024, and it is projected to be $11.2 million at the end of FY 2024-25. The projected ending fund balance as of June 30, 2025, along with the Weaning Schedule, is adequate to support paying down debt in future years and supporting one-time projects until Measure O sunsets in FY 2028-29.

For additional detail, refer to the Measure O tables in attached Attachment 3.

Enterprise Funds
The Water, Wastewater, Environmental Resources and Golf Funds section of this staff report excludes the transfer in and transfer out transactions necessary to move money between funds within the same division as they can have the effect of doubling up the expenditures and revenues related to CIP transfers. All numbers quoted for total revenue and expenses net these transactions. Additionally, the Budget Forecast section of the annual budget publication shows a five-year forecast for each enterprise fund.

Water Funds (601-609)
Revenues
FY 2025-26 Water Fund revenues are projected to be $73.6 million, and increase by $2.7 million, (3.8%) compared to FY 132
2024-25 Adopted Budget of $70.9 million. Water Sales, of which approximately 93% result from utility fees paid by users, are projected to total $68.4 million a $2.4 million (3.7%) increase when compared to the FY 2024-25 Adopted Budget. FY 2025-26 marks the third year of the adopted rate study that drives the revenue change with respect to the prior fiscal year. Water consumption is projected at similar levels as in Fiscal Year 2024-25.

Other revenues are proposed to grow by a total of $0.3 million (5.4%).

Expenditures
FY 2025-26 Water Fund expenditures are proposed at $75.2 million, which is $6.3 million (7.7%) lower than the Adopted Budget for FY 2024-25. The change is mainly explained by lower CIP projects in FY 2025-26 per the Mid-Cycle updated CIP.

Salaries and benefits are projected at $0.1 million higher than last year. Services and supplies are increasing by $0.6 million, while transfers out for Internal Service Funds are decrease by $0.8 million.

Fund Balance
The combined Water Funds had a total spendable fund balance of $26.9 million, which includes a one-time available fund balance of $7.9 million above the reserve target amount of $17.4 million as at June 30, 2024. A deficit of $13.2 million is projected for FY 2024-25, bringing the projected available fund balance as of June 30, 2025 at $13.7 million.

The proposed FY 2025-26 budget revenues of $73.6 million and expenditures of $75.2 million result in a use of available fund balance of $1.6 million in the year. The predicted FY 2025-26 ending available fund balance at June 30, 2026, is $5.9 million below the the City Council reserve policy target of 25% for utility funds. This results in a projected ending fund balance $12.1 million.

For additional detail, refer to the Water Fund tables in Attachment 3.

Wastewater Funds (611-617 & 628)
Revenues
FY 2025-26 Wastewater Fund revenues are projected to total $45.0 million. FY 2024-25 Adopted Budget revenues included $48.0 million for debt proceeds related to the State Revolving Fund (SRF) Loan to finance the Oxnard Wastewater Treatment Plant (OWTP) improvements project.. Excluding the SRF loan proceeds, FY 2025-26 revenues decrease by $2.6 million (5.4%) with respect to comparable revenues in FY 2024-25 Adopted Budget. The reduction is explained by lower volumes projected in FY 2025-26. Interest Income is proposed to be $2.9 million (42.8%) higher in FY 2025-26 than in FY 2024-25 based on projected cash balances and interest rates for FY 2025-26.

The City has secured $88.6 million in an SRF Loan at 0.9% interest rate to support capital projects included in the adopted Mid-Cycle Update CIP.

Expenditures
FY 2025-26 Wastewater Fund expenditures are proposed at $87.5million. $43.9 million of this is the expense related to capital projects included in the Mid-Cycle CIP update. CIP projects are funded by SRF loans as described in the revenue section, and include in FY 2025-26 the following: OWTP Primary Clarifiers and Activated Sludge Improvements ($20.2 million), OWTP Secondary Sedimentation Tank Mechanical Equipment Replacement ($3.8 million) , OWTP Digester Cogeneration Improvements ($1.0 million) and Wastewater Collection - UPRR Central Trunk Sewer Pipe Replacement ($3.0 million). Other CIP projects total $15.9 million and can be viewed on the CIP page of the budget document.

Salaries and benefits are proposed at $13.9 million, an increase of $0.7 million (5.4%) compared to the FY 2024-25 Adopted Budget. Other operating expenses are budgeted at $29.7 million, a $1.1 million (3.8%) increase from last year primarily due to increases in utilities and chemical expenses, partially offset by decreases in equipment purchases. 133
Fund Balance
The combined Wastewater Funds had a total spendable fund balance of $47.9 million, which includes a one-time available fund balance of $37.7 million above the reserve target amount of $10.2 million as at June 30, 2024. A positive net activity of $26.0 million is projected in FY 2024-25, including a portion of the secured SRF loan funding, meaning afund balance of $73.9 million is projected as at June 30, 2025.

The Proposed FY 2025-26 budget revenues of $45.06 million and expenditures of $87.5 million result in a use of fund balance of $52.4 million in the year. The predicted FY 2025-26 ending fund balance as at June 30, 2026, is $31.4 million.

This amount includes SRF loan proceeds in amount of $25.4 to be consumed over the next year.

For additional detail, refer to the Wastewater Fund tables in attached Additional Information on FY 2024-25 Proposed Annual Budget.

Environmental Resources Funds (631-638)
Revenues
FY 2025-26 Environmental Resources Fund revenues are projected to total $68.7 million, an increase of $9.5 million (16%) compared to the FY 2024-25 Adopted Budget. Nearly all of the revenue is paid by users through utility fees in line with Council approved rates. Interest income is proposed at $0.7 million, an increase of $0.1 million (27%).

Expenditures
FY 2025-26 Environmental Resources Fund expenditures are proposed at $69.7 million, a $6.7 million (10%) increase compared to the FY 2024-25 Adopted Budget. Salaries and benefits are proposed to increase by $0.3 million (1.0%). The proposed budget includes $5.5 million in capital projects, part of the Mid-Cycle Update CIP approved by Council with the following ER projects: Material Recycling Facility (MRF) Replacement ($3.0 million), Roof Replacement - Del Norte Facility ($0.8 million), Compressed Natural Gas Facility ($1.3 million), and other projects ($0.4 million).

Fund Balance
The combined Environmental Resources Funds had a total fund spendable balance of $12.0 million, which is $3.5 million below the Council policy reserve target amount of $15.5 million (25% of operating expenses) as of June 30, 2024. For FY 2024-25, projected expenses are $0.5 million below projected revenues, still leaving the spendable fund balance at $12.5 million, still $3.2 million below the reserve target as of June 30, 2024.

The Proposed FY 2025-26 budget revenues of $68.7 million and expenditures of $69.7 million results in a use of $1.1 million of fund balance in the year. The predicted FY 2025-26 ending fund balance will be $4.6 million below the 25% reserve policy, leaving $11.4 million in total spendable fund balance which is equivalent to 17.8% of operating expenses.

Going below, and staying below, the 25% reserve policy is consistent with the Council approved Environmental Resources Cost of Service Study. The Fund balance is projected to reach the 25% reserve target in FY 2026/27.

For additional detail, refer to the Environmental Resources Fund tables in Attachment 3.

Golf Funds
Revenues
FY 2025-26 Golf Fund revenues are projected to total $6.9 million, an increase of $0.4 million (6.4%) compared to the FY 2024-25 Adopted Budget. Golf fees are based on the new contract signed by the City to provide services at the facilities.

Expenditures
FY 2025-26 Golf Fund expenditures are proposed at $6.5 million, an increase of $0.7 million (10.6%) compared to the 134
FY 2024-25 Adopted Budget. Expenditures are based on the new golf agreement to manage the facilities. Transfers for Capital and Internal Service Funds decreased by 1.4 million.

Fund Balance
The combined Golf Funds had a total spendable fund balance of $5.6 million, which includes a one-time available fund balance of $3.9 million as of June 30, 2024. A decrease in fund balance in amount of $0.2 million is projected for FY 2024-25, meaning a total surplus of $5.4 million as at June 30, 2025, is forecast.

The Proposed FY 2025-26 budget revenues of $6.9 million and expenditures of $6.5 million result in an increase of fund balance of $0.4 million in the year. The predicted FY 2025-26 ending available fund balance, as at June 30, 2026, is $5.9 million, adding the reserve amount of $1.6 million (25.0%) for a total of $6.0 million (86.9%).

For additional detail, refer to the Golf Fund tables in Attachment 3.

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 financial impact of each recommended action is described in the applicable discussion section. The digital version of our Proposed Budget publication is available on the City's website at https://www.oxnard.gov/finance/budget/fiscal-year2025-2026-budget

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Tanya Williams, Budget Manager, Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Resolution Establishing Financial Management Policies FY 25-26

2. Resolution Approving the City Operating Budget- FY25-26

3. FY25-26 Proposed Annual Budget - Additional Information 135

CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD

ESTABLISHING FINANCIAL MANAGEMENT POLICIES
WHEREAS, the City Council wishes to establish financial management policies to be followed in the development and implementation of the City budget.

NOW, THEREFORE, the City Council of the City of Oxnard hereby resolves that the following policies will guide the development and implementation of the City’s Operating and Capital Improvement Project Budgets.

I. BUDGET POLICIES
A. Budget Guidelines

1. The City Manager will prepare a multi-year revenue and expenditure forecast, which will provide parameters for the budget development process.

2. The budget process will include the development of a balanced two-year budget when financial circumstances are appropriate for a two-year budget. Any two-year budget will include an approach that City Council approves appropriations for a one-year operating budget and capital improvement plan.

3. The budget will be organized in a department/service level format.

4. The budget development process will include the identification and evaluation of policy options for service levels. However, the adopted budget will include only those policy options approved by the City Council.

B. Appropriation Priorities

1. In evaluating the level of appropriations for department enhancements, or expense reductions, staff will apply the following principles in the priority order given:
a. Essential services that provide for the health, safety and welfare of residents. b. Contractual obligations to bondholders and other debts. c. Adequate ongoing maintenance of facilities and equipment. d. All other services.

2. When reductions in personnel are necessary to reduce expenditures, to the greatest extent possible this will be accomplished through normal attrition. 136
Resolution No.

Page 2 ends

C. Supplemental Services
The City Council may budget for certain services that may also be provided by other governmental agencies or the private sector. The provision of these services will be based on a demonstrated community need or benefit over time. When appropriate, these services will be supported in whole or in part by user fees.

D. Appropriation Changes

1. Changes to the City Council adopted budget for the fiscal year shall occur as follows:

2. By City Council action for all changes that either increase or decrease fund or subfund appropriations adopted in the annual budget appropriation resolution.

3. By the City Manager for appropriation transfers between departments within a fund or subfund.

4. By the City Manager for deductive grant revisions where appropriated grant funding becomes unavailable.

5. By the Department Director for appropriation transfers between programs and between projects within the same fund or subfund, as long as funding is available in the department as a whole.

II. CAPITAL IMPROVEMENT PROGRAM POLICIES
A. Capital Planning Period

1. Staff will budget all capital improvements in accordance with an adopted Capital Improvement Program (CIP).

2. The City’s long-range capital planning period will be a minimum of five years, or longer where appropriate.

3. The Five-Year Capital Improvement Program will be reviewed and approved by City Council on a two-year cycle, or more frequently, as needed based on economic and funding outlooks. Individual projects will be postponed or canceled if their funding fails to materialize. Conversely, individual projects may be moved up on the timeline if their funding materializes sooner than anticipated. City Council will review and approve appropriations at least annually, and also as necessary during the year if funding and timelines change. Appropriation changes will be in accordance with Section I.D.

4. The CIP will be in conformance with and support the City’s major planning documents:
the most current General Plan, project specific plans, and citywide master plans for related infrastructure improvements.
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5. Public Works staff will prepare strategic plans and master plans for major infrastructure and utility improvements with a 10- or 20-year planning horizon when appropriate.

6. For CIP projects paid for by the General Fund, the Finance Department will transfer Council-approved appropriations from the General Fund to the capital project fund from which the capital expenditures are to be made. Most often, this will be Fund 301 Capital Outlay. Such transfers will be made only as actual expenditures occur, not on a fixed regular schedule. Any transfer authorized but not yet made at the end of the fiscal year will be carried-forward into the next fiscal year(s) until project has been completed.

7. To the extent funds are available, any unused appropriations at the end of the fiscal year in active CIP projects will be carried-forward into the next fiscal year(s) until the project has been completed.

8. During the life of a CIP project, any funding source that is replaced by an alternate funding source may be unappropriated from the project upon approval of the City Manager.

9. Any unused funds after the completion of the project, will be returned to the funding source. This should happen within 90-days of notification to the Finance department.

B. Capital Project Priorities

1. Public Works staff will evaluate and prioritize each proposed capital project against the following criteria:
a. Health and Safety: Projects needed to maintain or improve human health or safety. b. Asset Preservation: Projects needed to maintain or protect the City’s existing assets. c. New or Expanded Services: Projects that create something new, like a new park, or increase the capacity of existing facilities, like larger water or sewer lines.

C. Capital Project Management by the Public Works Department

1. Capital projects will be managed in a phased approach as needed. The project phases will become a framework for appropriate decision points and reporting. The phasing will consist of:
a. Conceptual/schematic proposal
b. Preliminary design and cost estimate
c. Engineering and final design
d. Bid administration
e. Acquisition/construction
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f. Project closeout

2. Each capital improvement project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize payment of expenditures as required by the City’s Purchasing Manual, ensure that all regulations and laws are observed, periodically report project status, track project expenditures and perform the project closeout according to current procedures.

III. REVENUE POLICIES
A. Maintenance of Revenues

1. The City Council will attempt to maintain a diversified and stable revenue base to shelter the City from short term fluctuations in any one revenue source.

2. The City Council will promote an increase in the City’s revenue base through economic development programs that maintain and enhance a vigorous local economy.

3. The City Council will seek to supplement the City’s revenue base through the identification of and application for State and federal grant funds, which will support identified needs.

B. User Fees and Rates

1. The City Council will attempt to recover the costs of services providing a private benefit to users through the imposition of user fees and charges.

2. The City Council will establish all user fees and charges at a level related to the direct and indirect costs of providing services and the degree of public versus private benefit.

3. Staff will recalculate periodically the full costs of activities supported by user fees and rates to identify the impact of inflation and other cost increases.

4. The City Council will set fees and user rates for each enterprise fund (water, wastewater, environmental resources) at a level that fully supports the total direct and indirect costs of the activity.

C. Revenue Collection

1. Staff will take all cost effective actions available to collect revenues.

2. Staff will grant user fee waivers and debt forgiveness only as authorized by City Council approved policies.

3. Staff will not grant development and permit fee waivers. 139
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D. Interest Earnings

1. Staff will assign interest earnings to the appropriate funds, where required, based on invested cash balances.

2. Investment policies will be reviewed annually by the Finance and Governance Committee.

IV. FUND BALANCE POLICY
This Fund Balance Policy establishes the procedures for reporting unrestricted fund balance in the General Fund financial statements. Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the City against unforeseen circumstances, economic downturns and events such as revenue shortfalls and unanticipated expenditures. The policy also authorizes and directs the Chief Financial Officer to prepare financial reports which categorize fund balance in accordance with Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions.

A. Procedures
Fund balance is essentially the difference between the assets and liabilities reported in a governmental fund. There are five separate components of fund balance, each of which identifies the extent to which the City is bound to honor constraints on the specific purposes for which amounts can be spent.
• Non-spendable
• Restricted
• Committed
• Assigned
• Unassigned
The first two components listed above are not addressed in this policy due to the nature of their restrictions. An example of non-spendable fund balance is a prepaid item. Restricted fund balance is either imposed by law or constrained by grantors, contributors, or laws or regulations of other governments. This policy is focused on financial reporting of unrestricted fund balance, or the last three components listed above. These three components are further defined below.

B. Committed Fund Balance
The City Council, as the City’s highest level of decision-making authority, may commit fund balance for specific purposes pursuant to constraints imposed by formal actions taken, such as ordinance or resolution. These committed amounts cannot be used for any other purposes unless the City Council removes or changes the specified use by taking the same type of action it 140
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employed to commit those amounts. City Council action to commit fund balance should occur within the fiscal reporting period; however the amount can be determined in the subsequent period.

C. Assigned Fund Balance

1. Amounts that are constrained by the City’s intent to be used for specific purposes, but are neither restricted nor committed, should be reported as assigned fund balance.

2. This policy hereby designates the authority to assign amounts to be used for specific purposes to the Chief Financial Officer for the purpose of reporting these amounts in the annual financial statements.

D. Unassigned Fund Balance
These are residual positive net resources of the general fund in excess of what can be properly classified in one of the other four categories.

V. RESERVE POLICIES
A. Adequate reserves will be maintained for all known liabilities, including payable employee leave balances, workers’ compensation, and self-insured retention limits.

B. The City Council will endeavor to maintain an operating reserve equal to a minimum

16.6% of the General Fund adopted budget for operating expenses. The operating reserve shall be available to: cover cash flow requirements; meet unanticipated revenue shortfalls; take advantage of unexpected opportunities; invest in projects with a rapid payback; ensure against physical or natural disasters; and provide interest earnings.

C. The City Council will endeavor to maintain operating reserves in the utility funds equal to 25 percent (25%) of the adopted budget for operating expenses.

VI. INTERFUND BORROWING POLICIES
A. Interfund borrowing requires City Council approval.

B. Such loans will carry a market rate of interest.

C. Such loans may, at City Council’s discretion, include interest-only payments by the borrowing fund for the first year or two.

D. Once principal repayments begin, amortization schedules will be for level or decreasing annual debt service, not for increasing annual debt service.

E. The borrowing fund may prepay all or a portion of the principal and interest at any time, without penalty.
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F. The lending fund may call all or part of the loan immediately at the lending fund’s discretion, also without penalty.

VII. DEBT POLICIES
A. Use of Debt

1. Any use of tax and revenue anticipation borrowing will be consistent with State and federal laws and regulations.

B. Conditions of Use

1. The City Council will use long term debt to finance a land purchase, major equipment acquisition, a capital project, or reserve only if a cost/benefit analysis establishes that the financial and community benefits of the financing exceed the costs.

2. Benefits can include, but are not limited to, the following:
a. Present value benefit: The current cost plus the financing cost is less than the future cost of the project or acquisition.
b. Maintenance value benefit: The financing cost is less than the maintenance cost of deferring the project or acquisition.
c. Equity benefit: Financing provides a method of spreading the cost of a project or acquisition back to the users of the project or acquisition over time. d. Community benefit: Debt financing of the project or acquisition enables the City Council to meet an immediate community need.

3. Debt financing will be used only when project revenues or other identified revenue sources are sufficient to service the term of the debt.

4. The City Council by resolution will periodically establish industry standard bond debt ratios to assess maximum debt carrying capacity and will apply these ratios to each proposed debt.

5. When the City obtains debt financing on behalf of or benefiting a third party (as with assessment districts) such debt will be issued in conformance with existing City Council priorities and policies without contingent liability of the City and with all costs of issuance and administration fully reimbursed by the third party.

C. Methods

1. Staff will retain the following contract advisors for the issuance of debt:
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a. Bond Counsel - To be selected by RFP periodically.
b. Disclosure Counsel – To be selected by RFP periodically. c. Special Counsel - To be selected by RFP periodically to protect the City’s interest in complex negotiations and document review.
d. Municipal Advisor - To be selected by RFP periodically to assist the City in assessing financing opportunities and options, selection of underwriters, preparation of all required financing documents, and other financial advisory assistance as required.
e. Underwriters - To be selected periodically by RFP for negotiated financings. For bond issues that are competitively bid, underwriter will be selected on the basis of lowest true interest cost (TIC).

2. The City Council’s preference is to issue fixed rate, long-term debt with level debt service, but variable rate debt or other debt service structure may be considered if an economic advantage is identified for a particular project.

3. Bond proceeds will be held by an independent bank acting as trustee or fiscal agent.

4. The City Council’s bond rating objective for the City for all debt issues is a Standard & Poor’s rating of AA. Credit enhancements will be used to achieve higher ratings when there is an economic benefit.

VIII. ACCOUNTING POLICIES
A. Accounting Standards

1. The City’s accounting systems and procedures will comply with Generally Accepted Accounting Principles (GAAP) and the Governmental Accounting Standards Board (GASB) to the extent necessary to achieve an unmodified audit opinion and adequate internal controls.

2. The City has adopted the historical cost method of fixed asset reporting to comply with GASB. The capitalization policy is $5,000 or more for equipment, $20,000 for buildings and improvements other than buildings, and $100,000 for infrastructure.

3. Staff will prepare quarterly and annual financial reports to present a summary of financial performance and position for major operating funds.

4. Staff will provide full disclosure in the annual financial statements and bond representations.
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B. Independent Auditor

1. The City will retain an independent certified auditing firm to annually conduct an audit of the financial records in accordance with all state and federal requirements.

2. The selection of the City’s audit firm will be by an RFP submitted to a limited number of qualified audit firms with recognized credentials in municipal auditing.

3. In order to promote continuity in the audit process, the engagement of the audit firm will be for a minimum period of three years. Such three-year engagement may be extended on an annual basis at the option of the City Manager.

IX. RISK MANAGEMENT POLICIES
A. The City will maintain a risk management program for public liability, workers’ compensation, and loss of property exposures. This program will emphasize the prevention and avoidance of risk, whenever possible, funding for losses which cannot be avoided, and transfer of risk to third parties whenever appropriate.

B. The risk management process will include the systematic and continuous identification of loss perils and exposures, the analysis of these perils and exposures in terms of frequency and severity probabilities, the application of sound risk control procedures and the financing of risk consistent with the City’s financial resources.

C. If the loss potential in dollars for a particular risk is substantial and cannot be absorbed within the City’s annual operating budget, the staff will develop and maintain a program of purchased insurance, funded self-insurance, or debt.

D. Staff will endeavor to promptly settle justified claims but will vigorously defend claims which are doubtful, frivolous, or unsupported.

E. Staff will maintain separate self-insurance funds to identify and segregate the financial resources necessary to cover insurance premiums and self-insured retentions.

1. Revenues into the insurance funds will be generated by charges to operating programs allocated to reflect loss experience.

2. Resources will be established at the end of each year to fund liability for open claims, incurred but not reported claims, and a catastrophic loss reserve as periodically recommended by an independent actuarial consultant, or as authorized for GAAP.

3. The Confidence Interval for all risk management reserve funds will be maintained at a minimum of 50% confidence interval.
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F. To assist in the overall administration of the risk management program, the City Council will utilize the following consultants:

1. Claims adjuster for workers’ compensation and public liability/property damage.

2. Claims auditor, actuarial consultant, and risk management program auditor.

3. Insurance broker of record.

X. DEVELOPER DEPOSIT POLICIES
A. The City collects developer deposits often identified in a development agreement (DA) and/or ownership participation agreement (OPA), along with developer deposits and deposit based fees associated with Building and Planning permits. The developer deposits and deposit based fees are used by the City for costs associated with project review and conceptual planning, City staff time, and other third party services required for the project, including, but not limited to, contract planning, engineering, architectural, onsite posting, legal advertising, and attorney review. As charges pertaining to the project accrue, the Department shall keep records of actual staff time and costs of consultant and other third party service providers used.

B. To the extent the City receives deposits from developers as advanced payments to cover staff time and third-party expenses required to issue permits, and these deposits were not accounted for in the Adopted Budget, the Council authorizes the City Manager to administratively appropriate funds to the relevant tracking project and expenditure accounts within the Developer & Other Deposits Fund [Fund 541] up to the amount of the deposits received.

XI. CONTRIBUTION TRUST FUND
A. The contribution trust fund is used to receive and hold donations and other monies on the balance sheet until such time that they are used for their intended purposes or returned to the originators. An appropriation is required for the City to expend these funds on eligible items as determined by the donor or fee type. Items held in the fund include business license fees for development, private donations, Arctic Cold Fire donations, library fundraising monies, Multicultural Festival funds, witness fees, and donations for youth programs.

B. The Council authorizes the City Manager to administratively appropriate funds to the relevant tracking project and expenditure accounts within the Contribution Trust Fund [Fund 571] up to the amount of the donation / fee received. 145
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PASSED AND ADOPTED on this 17th day of June, 2025, by the following vote:

AYES:

NOES:

ABSENT:

Luis A. Mc Arthur, Mayor
ATTEST:

Lourdes A. Lopez, City Clerk
APPROVED AS TO FORM:

Stephen M. Fischer, City Attorney
146

CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO. ______.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD APPROVING THE

CITY OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR THE FISCAL YEAR 2025-2026
WHEREAS, the City Manager submitted for the consideration of the City Council a proposed City Operating and Capital Budget for fiscal year 2025-2026; and WHEREAS, in accordance with City Code, Section 2-179, a public hearing on these budgets was duly scheduled, advertised and held, and there was an opportunity for all persons to be heard and for their suggestions or objections to be carefully considered.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OXNARD HEREBY RESOLVES AS FOLLOWS:

1. The City Council has reviewed the proposed Operating and Capital Improvement Budget and the funds included therein for the period of July 1, 2025 through June 30, 2026 and hereby finds that such budgets, as revised, are sound plans for the financing during fiscal year 2025-2026 of required City operations, services, and capital improvements. Such budgets are hereby adopted as follows:

2. To the extent funds are available, any unused appropriations at the end of fiscal year 2024-2025 in active capital improvement projects and multi-year programs are hereby re-appropriated for continued use in fiscal year 2025-2026.

3. The Council authorizes the City Manager to transfer and make adjustment of interfund transfers at the close of fiscal year 2024-2025, to eliminate cash deficits in funds within the same fund group as authorized in section 10 per Financial Policy – Section I.D 3. And 4., when necessary including:

Utility Enterprise Funds, Capital Growth Funds, Impact Fee Funds, Assessment District Funds, Grant Funds, Debt Service Funds, and all other funds that may need such adjustments.

4. Any remaining balances in approved grant programs, capital improvement, developer deposit and trust fund projects at the end of fiscal year 2024-2025, except for balances reallocated as part of the budget process, are hereby re-appropriated for continuing use in fiscal year 2025-2026 and all estimated revenues from such approved grants, capital improvement, developer deposit and trust fund projects for fiscal year 2024-2025 that are not realized by year end are authorized to be continued.

5. To the extent funds are available, General Fund encumbrances whereby contracts remained active at the close of fiscal year 2024-2025 are carried forward and any corresponding remaining balance of special one-time authorized appropriations are also carried forward with the approval of the City Manager and Chief Financial Officer.

6. To the extent funds are available and requested by the operating department, any unused capital expenditure appropriation in the operating budget may be carried forward with the approval of the City Manager and Chief Financial Officer.
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P a g e 2

7. All General Fund revenues in excess of expenditures and encumbrances at the close of fiscal year 2024-2025, not otherwise provided for in City Council budget policies or re-appropriated above, are hereby appropriated to the General Fund Operating Reserve on June 30, 2025. Current projections, however, do not anticipate any such excess.

8. Staff is directed to correct any clerical errors in the proposed budget document.

9. Staff is directed to ensure that the final adopted budget documents containing the Operating Budget and the Capital Improvement Budget for fiscal year 2025-2026 shall contain all revisions made by the City Council prior to final budget adoption.

10. The City Manager or designee is authorized to approve any appropriation transfers between departments within a fund or subfund. Any department director is authorized to transfer appropriations between programs, within the same fund or subfund, as long as funding is available in the department as a whole (see Financial Policy-Section I.D 3. and 4.)

11. Adoption of this resolution provides Council the authority to expend any and all funds appropriated for purposes as determined in the budget.

PASSED AND ADOPTED on this 17th day of June, 2025, by the following vote:

AYES:

NOES:

ABSENT:

Luis A. Mc Arthur, Mayor
ATTEST:

Lourdes A. Lopez, City Clerk
APPROVED AS TO FORM:

Stephen M. Fischer, City Attorney
148
FY 2025-26 PROPOSED ANNUAL BUDGET

PUBLIC HEARING

ADDITIONAL INFORMATION
City Council
June 3, 2025
Javier Chagoyen-Lazaro, Chief Financial Officer
149
RECOMMENDATION 2
That the City Council conduct a public hearing on the Fiscal Year (FY) 2025-26 Proposed Budget, for the City of Oxnard and provide staff direction regarding any adjustments to the Proposed Budget, in preparation for final budget adoption on June 17, 2025 .
150
Key Terms 3
• Adopted Budget
• The Revenue and Expenditures approved by City Council at their budget adoption meeting in June for the following fiscal year starting July 1.
• Revised Budget
• The Adopted budget plus City Council approved amendments during the fiscal year and any administrative adjustments for the carryover of unspent budget from prior years.
• Resolutions included with the Budget item include the details of what type of expenditures are eligible for carryover, and include unspent CIP project balances and Multi-year project unspent balances. • Proposed Budget
• The Revenue and Expenditures recommended by the City Manager to City Council for budget adoption at their meeting in June for the following fiscal year starting July 1.
• Available Fund Balance
• The amount of money held in a fund that is available to be committed to a new expenditure. = Council Reserve + one time available fund balance.
151
FY 2025-26 Proposed Budget – All Funds - REVENUES AND

EXPENDITURES
4 * ASSUMES NO VARIANCE IN FY 2024-25
152
FY 2025-26 Proposed Budget – All Funds - EXPENDITURES 5 Each CIP Project requires two appropriations for expenditure and one for revenue to enable the technical accounting between operating and capital funds. 153
FY 2025-26 Proposed Budget – Grant Revenue 6
The FY 2024-25 Proposed Budget included the state grant for the Rice Avenue & Fifth Street Railroad Grade Separation project of $95.9 million, that justify the decrease for FY 2025-26. 154
FY 2025-26 Proposed Budget – General Fund Revenues 7
Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 155
FY 2025-26 Proposed Budget – General Fund Expenditures 8 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 156
FY 2025-26 Proposed Budget – General Fund Balance 9
157
FY 2025-26 Proposed Budget – Measure O ½ Cent Sales Tax Fund 10 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 158
FY 2025-26 Proposed Budget – Measure O ½ Cent Sales Tax Fund Balance
11 159
FY 2025-26 Proposed Budget – Water Funds Revenue and Expenses 12 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 160
FY 2025-26 Proposed Budget – Water Funds – Fund Balance 13 161
FY 2025-26 Proposed Budget – Wastewater Funds Revenue and Expenses
14 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 162
FY 2025-26 Proposed Budget – Wastewater Funds – Fund Balance 15 163
FY 2025-26 Proposed Budget – Environmental Resources Funds – Revenue and Expenses
16 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 164
FY 2025-26 Proposed Budget – Environmental Resources Funds – Fund Balance
17 165
FY 2025-26 Proposed Budget – Golf Funds – Revenue and Expenses 18 Change columns compare the FY 2025-26 Proposed Budget to the FY 2024-25 Adopted Budget 166
FY 2025-26 Proposed Budget – Golf Funds – Fund Balance 19 167
RECOMMENDATION 20
That the City Council and Housing Authority Board conduct a public hearing on the Fiscal Year (FY) 2025-26 Proposed Budget, for the City of Oxnard and Oxnard Housing Authority and provide staff direction regarding any adjustments to the Proposed Budget, in preparation for final budget adoption on June 17, 2025 .
168
Thank You
169

CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. M.2
DATE: June 3, 2025
TO: City Council
FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected] SUBJECT: Fiscal Year (FY) 2025-26 Resolution to Levy Assessments in Mandalay Beach Maintenance District. (10 minutes)

RECOMMENDATION
That the City Council, acting as the legislative body for the Mandalay Beach Maintenance District:

1. Hold a Public Hearing on June 3, 2025, to receive public testimony regarding the proposed Fiscal Year 2025-26 assessments for the Mandalay Beach Maintenance District; and

2. Adopt a resolution to levy the special tax assessment for Fiscal Year 2025-26 within the Mandalay Beach Maintenance District for Fiscal Year 2025-26.
(Public Works and Transportation Committee approved 2-1 on May 13, 2025) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/HP2uzozwbPI

BACKGROUND
Special Districts is a Division of the Public Works Department and manages a total of 50 special financing districts, which includes one Maintenance Assessment District (the “District” or "MAD 4"). On November 22, 1983, the Mandalay Beach Maintenance District (MAD 4) was formed, pursuant to the Improvement Act of 1911, to recover the cost of the City’s maintenance of the 36-acre beach area, plus landscaping the public rights-of-way within Tract No. 2923. The formation of the District was required as a condition of development imposed by the California Coastal Commission and as a provision of a development agreement with the City. The assessments are exempt from Article XIII D of the California Constitution by reason of Section 5 thereof.

The management of MAD 4 by the City became effective on July 1, 1986. On July 5, 1988, City Council adopted Resolution No. 9500, which shifted the bulk of the District’s beach maintenance costs from the residents of The Colony to The Mandalay Beach Resort Hotel (Zachari Dunes, “The Hotel”). City Council adopted the current assessment amounts on April 6, 1999, via Resolution No. 11566. Due to the passage of Proposition 218, this assessment is capped at these rates, unless a Proposition 218 action is taken by the voters/property owners as required.

DISCUSSION
The total cost for maintenance operations within MAD 4 for both beach and landscape maintenance in Fiscal Year 2025- 26 (FY 2025-26) is anticipated to be $53,921. The total assessment levy for FY 2025-26 is unchanged from FY 2024-25 at $39,446, and is computed as follows:

1. LANDSCAPE MAINTENANCE - $21,346
170
The City’s Special Districts Division manages the landscape areas along Falkirk Avenue, Harbor Boulevard, Mandalay Beach Road, and Costa del Oro. The District’s combined budget for landscaping and beach maintenance costs for FY 2025-26 is $53,921, of which the City’s maximum allowable assessment in accordance with Resolution No. 11566 is $21,346 for the purpose of landscape maintenance. In accordance with Resolution No. 9500, $16,095 is paid by The Colony residential development, and $5,251 is paid by The Hotel (75% to The Colony; 25% to The Hotel).

2. BEACH MAINTENANCE - $18,100 (MAD 4 share split between The Colony and The Hotel) The agreements between the City and the developers of MAD 4 assign the responsibility for beach maintenance costs based on the relative length of beach area that fronts both the Hotel and the public beach property (park). The total maximum assessment for beach maintenance is $30,092 per Resolution 11,556 with $45 for County assessment costs borne by the District. Per Resolution 9500, District responsibility for this assessment is $18,055 (60%) and City responsibility as part of the total operating cost of Ololkoy Beach Park is $12,037 (40%). The District’s 60 percent and $45 County Collection Fee obligation ($18,100) is further apportioned into two parts. 75.4 percent ($13,647) is paid by The Hotel and 24.6 percent ($4,453) is paid by The Colony residents. The annual assessment for beach maintenance is as follows:

Annual Costs = $30,137 (Incl.

County Collection Fee)
District City
Percent Share of $30,092 x 60% x 40%
FY 2025-26 Shared Costs $18,055 $12,037
County Collection Fee $45 $0
Total Beach Maintenance Cost $18,100 $12,037
Hotel Share (75.4% of $18,100) $13,647
Colony's Share (24.6% of $18,100) $4,453
The maximum FY 2025-26 assessment for both landscaping ($21,346) and beach maintenance ($18,100) is $39,446. The Hotel pays $18,898 ($5,251 for landscaping + $13,647 for beach maintenance) and The Colony residents pay $20,548 ($16,095 + $4,453). The County assessment fee is estimated to be $45. The City’s contribution for beach maintenance is set at $12,037. The total FY 2025-26 budget for MAD 4 is proposed to be $53,921. Any expenses beyond that which can be funded via the district’s assessments and defined City contributions will be funded via district fund balance.

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
Property owners pay the assessments as part of their annual property tax bill. The assessments are a continuation of previously approved assessments. Funds received for the benefit of the District are restricted and can only be used to fund the services of the District.

For FY 2025-26, the proposed budget for MAD 4 is $53,921. The City will assess the property owners within the District $39,446 in FY 2025-26 to pay landscape maintenance costs and 60% of beach maintenance costs. The City’s portion of the beach maintenance is 40% ($12,037) and will be included in the Proposed Budget for FY 2025-26 as a transfer in contribution to MAD 4 from the General Fund for a combined total expected revenue of $51,483.

COMMITTEE OUTCOME
171
The Public Works and Transportation Committee approved 2-1 on May 13, 2025 to approve the staff recommendation and to forward the item for Council approval.

Prepared by: Anthony Miller, Special Districts Manager

ATTACHMENTS

1. Resolution Approving FY 2025-26 Levy of MAD 4

2. MAD 4 Assessment Roll FY 2025-26

3. MAD 4 Map of Authorized Improvements

4. City of Oxnard Resolution 9500

5. City of Oxnard Resolution 11566

6. Special Districts Map

7. Special Districts List

8. Presentation
172

CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD LEVYING A SPECIAL ASSESSMENT TAX FOR FISCAL YEAR 2025-26 WITHIN THE MANDALAY

BEACH MAINTENANCE DISTRICT
WHEREAS, by Resolution No. 8586, adopted November 22, 1983, the City Council formed the Mandalay Beach Maintenance District ("the District") pursuant to the maintenance district provisions of the Improvement Act of 1911 (Streets and Highways Code section 5820 et. seq.); and;
WHEREAS, formation of the District was required as a condition to development imposed by the California Coastal Commission and also as part of a development agreement between the City and the developer owning all of the parcels subject to assessment at the time assessments were initially imposed; and
WHEREAS, the City Council is required by Streets and Highways Code section 5830 to estimate the cost of maintaining and operating the improvements within the District, to decide whether the cost of such maintenance and operation shall be borne wholly or partially by the District, and to levy a special assessment tax within the District sufficient to raise the money to pay for such cost; and
WHEREAS, the City Council wishes to levy such assessments for FY 2025-26 in an amount sufficient to cover all of the expense of maintaining the landscaping and to cover 60% of the expense of maintaining the beach area, with the City paying the remaining 40% of the latter expense; and
WHEREAS, assessments were levied in the District in Fiscal Year 2024-25, and such assessments are not proposed to increase in Fiscal Year 2025-26; and WHEREAS, the assessments are imposed exclusively to finance the capital costs and maintenance and operation expenses for sidewalks, streets, water, flood control, drainage systems and vector control, inasmuch as the beach is public right of way that serves much as a street, manages water and is part of the flood control and drainage systems in the District, and the landscaping is located in or adjacent to sidewalks, streets and other public rights of way and maintenance of the landscaping involves irrigation and vector control; and WHEREAS, for the foregoing reasons, the assessments are exempt from Article XIII D of the California Constitution, by reason of section 5 thereof; and 173
Resolution No.

Special Tax for Mandalay Beach Maintenance District

Page 2 ends

WHEREAS, a description of the improvements and the proposed special assessment taxes on real property in the district is contained in the agenda report dated June 3, 2025 on file with the City Clerk ("the agenda report").

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

1. The City Council estimates the cost of maintaining and operating the improvements within the District for Fiscal Year 2025-26 at $53,921, with $39,446 to be paid from assessments and $12,037 to be paid by the City, as more particularly set out in the agenda report. The $39,446 is allocated as follows:
100% of landscape maintenance costs $21,346
60% of beach maintenance costs $18,100
Total $39,446

2. The $39,446 is apportioned among the property owners within the District, as follows:

24.6% of landscape maintenance costs to hotel parcel (APN #191-0-380-105)

75.4% of landscape maintenance costs to Colony condominium parcels (440 APNs)

24.6% of beach maintenance costs to Colony condominium parcels (440 APNs)

75.4% of beach maintenance costs to hotel parcel (APN #191-0-380-105)

3. The City Council levies a special assessment tax for FY 2025-26 on the real property in the District as follows and attached herein:

APN #191-0-380-105 ........................................................................... $18,898 $46.70 on each of 440 Colony APNs ................................................... $20,548

4. In accordance with Government Code section 36936.1, the City Clerk is instructed to cause this resolution to be published one time in a newspaper of general circulation within the City within 15 days after adoption.

5. In accordance with Government Code section 53901, the City Clerk is instructed to file with the Ventura County Auditor within 60 days from July 1, 2025, a certified copy of this resolution.

PASSED, APPROVED AND ADOPTED on this ____ day of June 2025 by the following vote:

AYES:
174
Resolution No.

Special Tax for Mandalay Beach Maintenance District

Page 3 ends

NOES:

ABSENT:

ABSTAIN:
___________________________________
Luis A. Mc Arthur, Mayor
ATTEST:
_____________________________
Lourdes A. Lopez, City Clerk
APPROVED AS TO FORM:
_____________________________________
Stephen M. Fischer, City Attorney
175
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-380-105 2101 MANDALAY BEACH RD $18,898.00
191-0-390-015 2202 MARTINIQUE LN 46.70
191-0-390-025 2200 MARTINIQUE LN 46.70
191-0-390-035 2216 MARTINIQUE LN 46.70
191-0-390-045 2214 MARTINIQUE LN 46.70
191-0-390-055 2212 MARTINIQUE LN 46.70
191-0-390-065 2210 MARTINIQUE LN 46.70
191-0-390-075 2206 MARTINIQUE LN 46.70
191-0-390-085 2204 MARTINIQUE LN 46.70
191-0-390-095 2270 MARTINIQUE LN 46.70
191-0-390-105 2272 MARTINIQUE LN 46.70
191-0-390-115 2274 MARTINIQUE LN 46.70
191-0-390-125 2276 MARTINIQUE LN 46.70
191-0-390-135 2260 MARTINIQUE LN 46.70
191-0-390-145 2262 MARTINIQUE LN 46.70
191-0-390-155 2264 MARTINIQUE LN 46.70
191-0-390-165 2266 MARTINIQUE LN 46.70
191-0-390-175 2244 MARTINIQUE LN 46.70
191-0-390-185 2246 MARTINIQUE LN 46.70
191-0-390-195 2250 MARTINIQUE LN 46.70
191-0-390-205 2252 MARTINIQUE LN 46.70
191-0-390-215 2254 MARTINIQUE LN 46.70
191-0-390-225 2256 MARTINIQUE LN 46.70
191-0-390-235 2240 MARTINIQUE LN 46.70
191-0-390-245 2242 MARTINIQUE LN 46.70
191-0-390-255 2220 MARTINIQUE LN 46.70
191-0-390-265 2222 MARTINIQUE LN 46.70
191-0-390-275 2224 MARTINIQUE LN 46.70
191-0-390-285 2226 MARTINIQUE LN 46.70
191-0-390-295 2230 MARTINIQUE LN 46.70
191-0-390-305 2232 MARTINIQUE LN 46.70
191-0-390-315 2234 MARTINIQUE LN 46.70
191-0-390-325 2236 MARTINIQUE LN 46.70
191-0-390-335 2327 MARTINIQUE LN 46.70
191-0-390-345 2325 MARTINIQUE LN 46.70
191-0-390-355 2321 MARTINIQUE LN 46.70
191-0-390-365 2323 MARTINIQUE LN 46.70
191-0-390-375 2341 MARTINIQUE LN 46.70
191-0-390-385 2343 MARTINIQUE LN 46.70
191-0-390-395 2347 MARTINIQUE LN 46.70
191-0-390-405 2345 MARTINIQUE LN 46.70
191-0-390-415 2357 MARTINIQUE LN 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 1 of 11 04/24/2025 06:07:56AM 176
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-390-425 2355 MARTINIQUE LN 46.70
191-0-390-435 2353 MARTINIQUE LN 46.70
191-0-390-445 2351 MARTINIQUE LN 46.70
191-0-390-455 2367 MARTINIQUE LN 46.70
191-0-390-465 2365 MARTINIQUE LN 46.70
191-0-390-475 2363 MARTINIQUE LN 46.70
191-0-390-485 2361 MARTINIQUE LN 46.70
191-0-390-495 2377 MARTINIQUE LN 46.70
191-0-390-505 2375 MARTINIQUE LN 46.70
191-0-390-515 2373 MARTINIQUE LN 46.70
191-0-390-525 2371 MARTINIQUE LN 46.70
191-0-390-535 2387 MARTINIQUE LN 46.70
191-0-390-545 2385 MARTINIQUE LN 46.70
191-0-390-555 2383 MARTINIQUE LN 46.70
191-0-390-565 2381 MARTINIQUE LN 46.70
191-0-390-575 2382 VINA DEL MAR 46.70
191-0-390-585 2380 VINA DEL MAR 46.70
191-0-390-595 2376 VINA DEL MAR 46.70
191-0-390-605 2374 VINA DEL MAR 46.70
191-0-390-615 2372 VINA DEL MAR 46.70
191-0-390-625 2370 VINA DEL MAR 46.70
191-0-390-635 2386 MARTINIQUE LN 46.70
191-0-390-645 2384 VINA DEL MAR 46.70
191-0-390-655 2275 MARTINIQUE LN 46.70
191-0-390-665 2277 MARTINIQUE LN 46.70
191-0-390-675 2281 MARTINIQUE LN 46.70
191-0-390-685 2283 MARTINIQUE LN 46.70
191-0-390-695 2285 MARTINIQUE LN 46.70
191-0-390-705 2287 MARTINIQUE LN 46.70
191-0-390-715 2271 MARTINIQUE LN 46.70
191-0-390-725 2273 MARTINIQUE LN 46.70
191-0-390-735 2317 MARTINIQUE LN 46.70
191-0-390-745 2315 MARTINIQUE LN 46.70
191-0-390-755 2313 MARTINIQUE LN 46.70
191-0-390-765 2311 MARTINIQUE LN 46.70
191-0-390-775 2307 MARTINIQUE LN 46.70
191-0-390-785 2305 MARTINIQUE LN 46.70
191-0-390-795 2303 MARTINIQUE LN 46.70
191-0-390-805 2301 MARTINIQUE LN 46.70
191-0-390-815 2221 MARTINIQUE LN 46.70
191-0-390-825 2223 MARTINIQUE LN 46.70
191-0-390-835 2225 MARTINIQUE LN 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 2 of 11 04/24/2025 06:07:56AM 177
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-390-845 2227 MARTINIQUE LN 46.70
191-0-390-855 2231 MARTINIQUE LN 46.70
191-0-390-865 2233 MARTINIQUE LN 46.70
191-0-390-875 2235 MARTINIQUE LN 46.70
191-0-390-885 2237 MARTINIQUE LN 46.70
191-0-390-895 2243 MARTINIQUE LN 46.70
191-0-390-905 2241 MARTINIQUE LN 46.70
191-0-390-915 2257 MARTINIQUE LN 46.70
191-0-390-925 2255 MARTINIQUE LN 46.70
191-0-390-935 2261 MARTINIQUE LN 46.70
191-0-390-945 2263 MARTINIQUE LN 46.70
191-0-390-955 2267 MARTINIQUE LN 46.70
191-0-390-965 2265 MARTINIQUE LN 46.70
191-0-390-975 2355 VINA DEL MAR 46.70
191-0-390-985 2353 VINA DEL MAR 46.70
191-0-400-015 2351 VINA DEL MAR 46.70
191-0-400-025 2345 VINA DEL MAR 46.70
191-0-400-035 2343 VINA DEL MAR 46.70
191-0-400-045 2341 VINA DEL MAR 46.70
191-0-400-055 2339 VINA DEL MAR 46.70
191-0-400-065 2337 VINA DEL MAR 46.70
191-0-400-075 2335 VINA DEL MAR 46.70
191-0-400-085 2333 VINA DEL MAR 46.70
191-0-400-095 2331 VINA DEL MAR 46.70
191-0-400-105 2325 VINA DEL MAR 46.70
191-0-400-115 2323 VINA DEL MAR 46.70
191-0-400-125 2321 VINA DEL MAR 46.70
191-0-400-135 2317 VINA DEL MAR 46.70
191-0-400-145 2315 VINA DEL MAR 46.70
191-0-400-155 2313 VINA DEL MAR 46.70
191-0-400-165 2311 VINA DEL MAR 46.70
191-0-400-175 2305 VINA DEL MAR 46.70
191-0-400-185 2303 VINA DEL MAR 46.70
191-0-400-195 2301 VINA DEL MAR 46.70
191-0-400-205 2227 VINA DEL MAR 46.70
191-0-400-215 2225 VINA DEL MAR 46.70
191-0-400-225 2223 VINA DEL MAR 46.70
191-0-400-235 2221 VINA DEL MAR 46.70
191-0-400-245 2215 VINA DEL MAR 46.70
191-0-400-255 2213 VINA DEL MAR 46.70
191-0-400-265 2211 VINA DEL MAR 46.70
191-0-400-275 2205 VINA DEL MAR 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 3 of 11 04/24/2025 06:07:56AM 178
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-400-285 2203 VINA DEL MAR 46.70
191-0-400-295 2200 VINA DEL MAR 46.70
191-0-400-305 2202 VINA DEL MAR 46.70
191-0-400-315 2204 VINA DEL MAR 46.70
191-0-400-325 2206 VINA DEL MAR 46.70
191-0-400-335 2208 VINA DEL MAR 46.70
191-0-400-345 2220 CANNES SQ 46.70
191-0-400-355 2222 CANNES SQ 46.70
191-0-400-365 2224 CANNES SQ 46.70
191-0-400-375 2226 CANNES SQ 46.70
191-0-400-385 2230 CANNES SQ 46.70
191-0-400-395 2232 CANNES SQ 46.70
191-0-400-405 2234 CANNES SQ 46.70
191-0-400-415 2236 CANNES SQ 46.70
191-0-400-425 2364 VINA DEL MAR 46.70
191-0-400-435 2362 VINA DEL MAR 46.70
191-0-400-445 2360 VINA DEL MAR 46.70
191-0-400-455 2354 VINA DEL MAR 46.70
191-0-400-465 2352 VINA DEL MAR 46.70
191-0-400-475 2350 VINA DEL MAR 46.70
191-0-400-485 2336 VINA DEL MAR 46.70
191-0-400-495 2334 VINA DEL MAR 46.70
191-0-400-505 2332 VINA DEL MAR 46.70
191-0-400-515 2330 VINA DEL MAR 46.70
191-0-400-525 2246 CANNES SQ 46.70
191-0-400-535 2244 CANNES SQ 46.70
191-0-400-545 2242 CANNES SQ 46.70
191-0-400-555 2240 CANNES SQ 46.70
191-0-400-565 2214 CANNES SQ 46.70
191-0-400-575 2212 CANNES SQ 46.70
191-0-400-585 2210 CANNES SQ 46.70
191-0-400-595 2245 MARTINIQUE LN 46.70
191-0-400-605 2247 MARTINIQUE LN 46.70
191-0-400-615 2251 MARTINIQUE LN 46.70
191-0-400-625 2253 MARTINIQUE LN 46.70
191-0-410-015 2121 VINA DEL MAR 46.70
191-0-410-025 2123 VINA DEL MAR 46.70
191-0-410-035 2125 VINA DEL MAR 46.70
191-0-410-045 2127 VINA DEL MAR 46.70
191-0-410-055 2201 VINA DEL MAR 46.70
191-0-410-065 2183 MARTINIQUE LN 46.70
191-0-410-075 2181 MARTINIQUE LN 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 4 of 11 04/24/2025 06:07:56AM 179
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-410-085 2187 MARTINIQUE LN 46.70
191-0-410-095 2185 MARTINIQUE LN 46.70
191-0-410-105 2175 MARTINIQUE LN 46.70
191-0-410-115 2177 MARTINIQUE LN 46.70
191-0-410-125 2173 MARTINIQUE LN 46.70
191-0-410-135 2171 MARTINIQUE LN 46.70
191-0-410-145 2121 MARTINIQUE LN 46.70
191-0-410-155 2123 MARTINIQUE LN 46.70
191-0-410-165 2127 MARTINIQUE LN 46.70
191-0-410-175 2125 MARTINIQUE LN 46.70
191-0-410-185 2131 MARTINIQUE LN 46.70
191-0-410-195 2133 MARTINIQUE LN 46.70
191-0-410-205 2135 MARTINIQUE LN 46.70
191-0-410-215 2137 MARTINIQUE LN 46.70
191-0-410-225 2141 MARTINIQUE LN 46.70
191-0-410-235 2143 MARTINIQUE LN 46.70
191-0-410-245 2145 MARTINIQUE LN 46.70
191-0-410-255 2147 MARTINIQUE LN 46.70
191-0-410-265 2165 MARTINIQUE LN 46.70
191-0-410-275 2167 MARTINIQUE LN 46.70
191-0-410-285 2151 MARTINIQUE LN 46.70
191-0-410-295 2153 MARTINIQUE LN 46.70
191-0-410-305 2155 MARTINIQUE LN 46.70
191-0-410-315 2157 MARTINIQUE LN 46.70
191-0-410-325 2161 MARTINIQUE LN 46.70
191-0-410-335 2163 MARTINIQUE LN 46.70
191-0-410-345 2101 MARTINIQUE ST 46.70
191-0-410-355 2103 MARTINIQUE LN 46.70
191-0-410-365 2105 MARTINIQUE ST 46.70
191-0-410-375 2107 MARTINIQUE ST 46.70
191-0-410-385 2111 MARTINIQUE ST 46.70
191-0-410-395 2113 MARTINIQUE ST 46.70
191-0-410-405 2115 MARTINIQUE LN 46.70
191-0-410-415 2117 MARTINIQUE LN 46.70
191-0-410-425 2110 VINA DEL MAR ST 46.70
191-0-410-435 2112 VINA DEL MAR ST 46.70
191-0-410-445 2114 VINA DEL MAR ST 46.70
191-0-410-455 2116 VINA DEL MAR ST 46.70
191-0-410-465 2120 VINA DEL MAR ST 46.70
191-0-410-475 2122 VINA DEL MAR ST 46.70
191-0-410-485 2124 VINA DEL MAR ST 46.70
191-0-430-015 4504 ANTIGUA WAY 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 5 of 11 04/24/2025 06:07:56AM 180
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-430-025 4506 ANTIGUA WAY 46.70
191-0-430-035 4510 ANTIGUA WAY 46.70
191-0-430-045 4512 ANTIGUA WAY 46.70
191-0-430-055 4514 ANTIGUA WAY 46.70
191-0-430-065 4516 ANTIGUA WAY 46.70
191-0-430-075 4500 ANTIGUA WAY 46.70
191-0-430-085 4502 ANTIGUA WAY 46.70
191-0-430-095 4496 ANTIGUA WAY 46.70
191-0-430-105 4494 ANTIGUA WAY 46.70
191-0-430-115 4492 ANTIGUA WAY 46.70
191-0-430-125 4490 ANTIGUA WAY 46.70
191-0-430-135 4486 ANTIGUA WAY 46.70
191-0-430-145 4484 ANTIGUA WAY 46.70
191-0-430-155 4482 ANTIGUA WAY 46.70
191-0-430-165 4480 ANTIGUA WAY 46.70
191-0-430-175 4475 ANTIGUA WAY 46.70
191-0-430-185 4477 ANTIGUA WAY 46.70
191-0-430-195 4471 ANTIGUA WAY 46.70
191-0-430-205 4473 ANTIGUA WAY 46.70
191-0-430-215 4476 ANTIGUA WAY 46.70
191-0-430-225 4474 ANTIGUA WAY 46.70
191-0-430-235 4472 ANTIGUA WAY 46.70
191-0-430-245 4470 ANTIGUA WAY 46.70
191-0-430-255 4466 ANTIGUA WAY 46.70
191-0-430-265 4464 ANTIGUA WAY 46.70
191-0-430-275 4462 ANTIGUA WAY 46.70
191-0-430-285 4460 ANTIGUA WAY 46.70
191-0-430-295 4444 ANTIGUA WAY 46.70
191-0-430-305 4446 ANTIGUA WAY 46.70
191-0-430-315 4450 ANTIGUA WAY 46.70
191-0-430-325 4452 ANTIGUA WAY 46.70
191-0-430-335 4454 ANTIGUA WAY 46.70
191-0-430-345 4456 ANTIGUA WAY 46.70
191-0-430-355 4440 ANTIGUA WAY 46.70
191-0-430-365 4442 ANTIGUA WAY 46.70
191-0-430-375 4434 ANTIGUA WAY 46.70
191-0-430-385 4436 ANTIGUA WAY 46.70
191-0-430-395 4432 ANTIGUA WAY 46.70
191-0-430-405 4430 ANTIGUA WAY 46.70
191-0-430-415 4455 ANTIGUA WAY 46.70
191-0-430-425 4457 ANTIGUA WAY 46.70
191-0-430-435 4461 ANTIGUA WAY 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 6 of 11 04/24/2025 06:07:56AM 181
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-430-445 4463 ANTIGUA WAY 46.70
191-0-430-455 4465 ANTIGUA WAY 46.70
191-0-430-465 4467 ANTIGUA WAY 46.70
191-0-430-475 4451 ANTIGUA WAY 46.70
191-0-430-485 4453 ANTIGUA WAY 46.70
191-0-430-495 4445 ANTIGUA WAY 46.70
191-0-430-505 4447 ANTIGUA WAY 46.70
191-0-430-515 4443 ANTIGUA WAY 46.70
191-0-430-525 4441 ANTIGUA WAY 46.70
191-0-430-535 4433 ANTIGUA WAY 46.70
191-0-430-545 4431 ANTIGUA WAY 46.70
191-0-430-555 4427 ANTIGUA WAY 46.70
191-0-430-565 4425 ANTIGUA WAY 46.70
191-0-430-575 4423 ANTIGUA WAY 46.70
191-0-430-585 4421 ANTIGUA WAY 46.70
191-0-430-595 4437 ANTIGUA WAY 46.70
191-0-430-605 4435 ANTIGUA WAY 46.70
191-0-430-615 4413 ANTIGUA WAY 46.70
191-0-430-625 4411 ANTIGUA WAY 46.70
191-0-430-635 4407 ANTIGUA WAY 46.70
191-0-430-645 4405 ANTIGUA WAY 46.70
191-0-430-655 4403 ANTIGUA WAY 46.70
191-0-430-665 4401 ANTIGUA WAY 46.70
191-0-430-675 4417 ANTIGUA WAY 46.70
191-0-430-685 4415 ANTIGUA WAY 46.70
191-0-430-695 4481 ANTIGUA WAY 46.70
191-0-430-705 4487 ANTIGUA WAY 46.70
191-0-430-715 4483 ANTIGUA WAY 46.70
191-0-430-725 4485 ANTIGUA WAY 46.70
191-0-440-015 2065 MAJORCA DR 46.70
191-0-440-025 2067 MAJORCA DR 46.70
191-0-440-035 2063 MAJORCA DR 46.70
191-0-440-045 2061 MAJORCA DR 46.70
191-0-440-055 2055 MAJORCA DR 46.70
191-0-440-065 2057 MAJORCA DR 46.70
191-0-440-075 2053 MAJORCA DR 46.70
191-0-440-085 2051 MAJORCA DR 46.70
191-0-440-095 2013 MAJORCA DR 46.70
191-0-440-105 2011 MAJORCA DR 46.70
191-0-440-115 2005 MAJORCA DR 46.70
191-0-440-125 2007 MAJORCA DR 46.70
191-0-440-135 2003 MAJORCA DR 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 7 of 11 04/24/2025 06:07:56AM 182
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-440-145 2001 MAJORCA DR 46.70
191-0-440-155 2015 MAJORCA DR 46.70
191-0-440-165 2017 MAJORCA DR 46.70
191-0-440-175 2023 MAJORCA DR 46.70
191-0-440-185 2021 MAJORCA DR 46.70
191-0-440-195 2025 MAJORCA DR 46.70
191-0-440-205 2027 MAJORCA DR 46.70
191-0-440-215 2033 MAJORCA DR 46.70
191-0-440-225 2031 MAJORCA DR 46.70
191-0-440-235 2035 MAJORCA DR 46.70
191-0-440-245 2037 MAJORCA DR 46.70
191-0-440-255 2043 MAJORCA DR 46.70
191-0-440-265 2041 MAJORCA DR 46.70
191-0-440-275 2047 MAJORCA DR 46.70
191-0-440-285 2045 MAJORCA DR 46.70
191-0-440-295 1965 MAJORCA DR 46.70
191-0-440-305 1967 MAJORCA DR 46.70
191-0-440-315 1973 MAJORCA DR 46.70
191-0-440-325 1971 MAJORCA DR 46.70
191-0-440-335 1975 MAJORCA DR 46.70
191-0-440-345 1977 MAJORCA DR 46.70
191-0-440-355 1963 MAJORCA DR 46.70
191-0-440-365 1961 MAJORCA DR 46.70
191-0-440-375 1955 MAJORCA DR 46.70
191-0-440-385 1957 MAJORCA DR 46.70
191-0-440-395 1953 MAJORCA DR 46.70
191-0-440-405 1951 MAJORCA DR 46.70
191-0-440-415 1945 MAJORCA DR 46.70
191-0-440-425 1947 MAJORCA DR 46.70
191-0-440-435 1943 MAJORCA DR 46.70
191-0-440-445 1941 MAJORCA DR 46.70
191-0-440-455 1933 MAJORCA DR 46.70
191-0-440-465 1931 MAJORCA DR 46.70
191-0-440-475 1937 MAJORCA DR 46.70
191-0-440-485 1935 MAJORCA DR 46.70
191-0-440-495 1923 MAJORCA 46.70
191-0-440-505 1921 MAJORCA DR 46.70
191-0-440-515 1927 MAJORCA DR 46.70
191-0-440-525 1925 MAJORCA DR 46.70
191-0-440-535 1913 MAJORCA DR 46.70
191-0-440-545 1911 MAJORCA DR 46.70
191-0-440-555 1915 MAJORCA DR 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 8 of 11 04/24/2025 06:07:56AM 183
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-440-565 1917 MAJORCA DR 46.70
191-0-440-575 1903 MAJORCA DR 46.70
191-0-440-585 1901 MAJORCA DR 46.70
191-0-440-595 1905 MAJORCA DR 46.70
191-0-440-605 1907 MAJORCA DR 46.70
191-0-440-615 1902 MAJORCA DR 46.70
191-0-440-625 1906 MAJORCA DR 46.70
191-0-440-635 1912 MAJORCA DR 46.70
191-0-440-645 1900 MAJORCA DR 46.70
191-0-440-655 1904 MAJORCA DR 46.70
191-0-440-665 1910 MAJORCA 46.70
191-0-440-675 1914 MAJORCA DR 46.70
191-0-440-685 1916 MAJORCA DR 46.70
191-0-450-015 1983 SAN SEBASTIAN DR 46.70
191-0-450-025 1981 SAN SEBASTIAN DR 46.70
191-0-450-035 1985 SAN SEBASTIAN DR 46.70
191-0-450-045 1987 SAN SEBASTIAN DR 46.70
191-0-450-055 2013 SAN SEBASTIAN DR 46.70
191-0-450-065 2011 SAN SEBASTIAN DR 46.70
191-0-450-075 2015 SAN SEBASTIAN DR 46.70
191-0-450-085 2017 SAN SEBASTIAN DR 46.70
191-0-450-095 2023 SAN SEBASTIAN DR 46.70
191-0-450-105 2021 SAN SEBASTIAN DR 46.70
191-0-450-115 2025 SAN SEBASTIAN DR 46.70
191-0-450-125 2027 SAN SEBASTIAN DR 46.70
191-0-450-135 2043 SAN SEBASTIAN DR 46.70
191-0-450-145 2041 SAN SEBASTIAN DR 46.70
191-0-450-155 2045 SAN SEBASTIAN DR 46.70
191-0-450-165 2047 SAN SEBASTIAN DR 46.70
191-0-450-175 2063 SAN SEBASTIAN DR 46.70
191-0-450-185 2061 SAN SEBASTIAN DR 46.70
191-0-450-195 2065 SAN SEBASTIAN DR 46.70
191-0-450-205 2067 SAN SEBASTIAN DR 46.70
191-0-460-015 1967 SAN SEBASTIAN DR 46.70
191-0-460-025 1965 SAN SEBASTIAN DR 46.70
191-0-460-035 1961 SAN SEBASTIAN DR 46.70
191-0-460-045 1963 SAN SEBASTIAN DR 46.70
191-0-460-055 4766 SAN SEBASTIAN DR 46.70
191-0-460-065 4764 SAN SEBASTIAN DR 46.70
191-0-460-075 4760 SAN SEBASTIAN DR 46.70
191-0-460-085 4762 SAN SEBASTIAN DR 46.70
191-0-460-095 4746 SAN SEBASTIAN DR 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 9 of 11 04/24/2025 06:07:56AM 184
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-460-105 4744 SAN SEBASTIAN DR 46.70
191-0-460-115 4740 SAN SEBASTIAN DR 46.70
191-0-460-125 4742 SAN SEBASTIAN DR 46.70
191-0-460-135 4726 SAN SEBASTIAN DR 46.70
191-0-460-145 4724 SAN SEBASTIAN DR 46.70
191-0-460-155 4720 SAN SEBASTIAN DR 46.70
191-0-460-165 4722 SAN SEBASTIAN DR 46.70
191-0-460-175 4706 SAN SEBASTIAN DR 46.70
191-0-460-185 4704 SAN SEBASTIAN DR 46.70
191-0-460-195 4700 SAN SEBASTIAN DR 46.70
191-0-460-205 4702 SAN SEBASTIAN DR 46.70
191-0-460-215 4676 SAN SEBASTIAN DR 46.70
191-0-460-225 4674 SAN SEBASTIAN DR 46.70
191-0-460-235 4670 SAN SEBASTIAN DR 46.70
191-0-460-245 4672 SAN SEBASTIAN DR 46.70
191-0-460-265 1932 SAN TROPEZ CIR 46.70
191-0-460-275 1930 SAN TROPEZ CIR 46.70
191-0-460-285 1934 SAN TROPEZ CIR 46.70
191-0-460-295 1936 SAN TROPEZ CIR 46.70
191-0-460-305 1952 SAN TROPEZ CIR 46.70
191-0-460-315 1950 SAN TROPEZ CIR 46.70
191-0-460-325 1954 SAN TROPEZ CIR 46.70
191-0-460-335 1956 SAN TROPEZ CIR 46.70
191-0-460-345 1960 SAN TROPEZ CIR 46.70
191-0-460-355 1962 SAN TROPEZ CIR 46.70
191-0-460-365 1964 SAN TROPEZ CIR 46.70
191-0-460-375 1966 SAN TROPEZ CIR 46.70
191-0-460-385 1970 SAN TROPEZ CIR 46.70
191-0-460-395 1972 SAN TROPEZ CIR 46.70
191-0-460-405 1974 SAN TROPEZ CIR 46.70
191-0-460-415 1976 SAN TROPEZ CIR 46.70
191-0-460-425 1982 SAN TROPEZ CIR 46.70
191-0-460-435 1980 SAN TROPEZ CIR 46.70
191-0-460-445 1984 SAN TROPEZ CIR 46.70
191-0-460-455 1986 SAN TROPEZ CIR 46.70
191-0-460-465 2007 SAN TROPEZ CIR 46.70
191-0-460-475 2005 SAN TROPEZ CIR 46.70
191-0-460-485 2001 SAN TROPEZ CIR 46.70
191-0-460-495 2003 SAN TROPEZ CIR 46.70
191-0-460-505 4737 SAN SEBASTIAN DR 46.70
191-0-460-515 4735 SAN SEBASTIAN DR 46.70
191-0-460-525 4731 SAN SEBASTIAN DR 46.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 10 of 11 04/24/2025 06:07:56AM 185
City of Oxnard
MAD No. 4 (Mandalay Beach)
Final Billing Detail Report for Fiscal Year 2025/26
APN Address Assessment Total
191-0-460-535 4733 SAN SEBASTIAN DR 46.70
191-0-460-545 4717 SAN SEBASTIAN DR 46.70
191-0-460-555 4715 SAN SEBASTIAN DR 46.70
191-0-460-565 4711 SAN SEBASTIAN DR 46.70
191-0-460-575 4713 SAN SEBASTIAN DR 46.70
191-0-460-585 4691 SAN SEBASTIAN DR 46.70
191-0-460-595 4693 SAN SEBASTIAN DR 46.70
191-0-460-605 4695 SAN SEBASTIAN DR 46.70
191-0-460-615 4697 SAN SEBASTIAN DR 46.70
191-0-460-625 4681 SAN SEBASTIAN DR 46.70
191-0-460-635 4683 SAN SEBASTIAN DR 46.70
191-0-460-645 4685 SAN SEBASTIAN DR 46.70
191-0-460-655 4687 SAN SEBASTIAN DR 46.70
191-0-460-665 1943 SAN TROPEZ CIR 46.70
191-0-460-675 1941 SAN TROPEZ CIR 46.70
191-0-460-685 1945 SAN TROPEZ CIR 46.70
191-0-460-695 1947 SAN TROPEZ CIR 46.70
191-0-460-705 1990 SAN TROPEZ CIR 46.70
191-0-460-715 1992 SAN TROPEZ CIR 46.70
191-0-460-725 1996 SAN TROPEZ CIR 46.70
191-0-460-735 1994 SAN TROPEZ CIR 46.70
441 Accounts $39,446.00
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 11 of 11 04/24/2025 06:07:56AM 186
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43 28
38 31
46 39
13 25
51 52
10 16
47 37
34 42
24 58
41 23
33 11
40 60
27 55
50 49 54
32 53
This map is compiled by the City of Oxnard GIS Division, which is developed and operated solely for the convenience of the City. The City does not make any representations or warranties regarding the use, accuracy, reliability, and/or completeness of this map and no decision involving a risk of economic loss or physical injury should be made in reliance thereon. µ Maintenance Assessment District (District No.)
Waterway Assessment District (Zone No.)
Community Facilities District (District No.)
Landscape Maintenance District (District 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
193
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
194
Fiscal Year (FY) 2025-26 Resolution
to Levy Assessments in Mandalay
Beach Maintenance District
Finance & Governance Committee
May 13, 2025
City Council
June 3, 2025
Anthony Miller
Special Districts Manager
195
That the Finance & Governance Committee recommend that
the City Council, acting as the legislative body for the Mandalay Beach Maintenance District:

1. Hold a Public Hearing on June 3, 2025 to receive
public testimony regarding the proposed Fiscal Year 2025-26 assessments for the Mandalay Beach Maintenance District; and

2. Adopt a resolution to levy the special tax assessment for Fiscal Year 2025-26 within the Mandalay Beach
Maintenance District.

RECOMMENDATION
2 196
That the City Council, acting as the legislative body for the Mandalay Beach Maintenance District (MAD 4):

1. Hold a public hearing to receive public testimony
regarding the proposed Fiscal Year 2025-26 assessments
for the Mandalay Beach Maintenance District; and

2. Adopt a resolution to levy the special tax assessment for Fiscal Year 2025-26 within the Mandalay Beach
Maintenance District.

RECOMMENDATION
3 197
• On November 22, 1983, the Mandalay Beach Maintenance
District (“District” or “MAD-4”) was formed pursuant to the Improvement Act of 1911, in order to recover the cost of the City’s maintenance of a 36-acre beach area, plus
landscaping on public rights-of-way within Tract No. 2923 • July 1, 1986: City’s responsibility to maintain the abovementioned areas became effective • July 5, 1988: City Council adopted Resolution No. 9500, which shifted the bulk of the District’s beach maintenance costs from residents of The Colony to the Mandalay Beach Resort Hotel

BACKGROUND
4 198
• April 6, 1999: City Council adopted the current assessment amounts via Resolution No. 11566. Due to the passage of Proposition 218, the assessments were capped at this rate in perpetuity, unless a Proposition 218 action is taken by the voters of MAD 4.

BACKGROUND
5 199
6 MAP OF SPECIAL DISTRICTS IN THE CITY OF OXNARD
More information can
be found at:
www.oxnard.gov/publ
ic-works/specialdistricts
200
• The total maximum assessment amount plus a defined
general fund contribution in accordance with Resolutions 9500 and 11566 is $51,483.
• Of this amount, in accordance with Resolution No. 11566, $21,346 is assessed for the purpose of landscape
maintenance.
• The remaining $30,137 is attributed to beach maintenance and the County Collection fee, with $12,037 contributed by the general fund, and $18,100 assessed to property
owners.

DISCUSSION
7 201
• The District maintains the landscape areas along Falkirk Avenue, Harbor Boulevard, Mandalay Beach Road, and
Costa del Oro.
• In accordance with Resolution No. 9500, the $21,346 for landscape expenses are allocated across property owners as follows:
• 75.4% ($16,095) to The Colony residential development • 24.6% ($5,251) to the Hotel property

DISCUSSION
8 202
• In accordance with Resolution No. 9500, the $30,137 for beach maintenance expenses are allocated as follows:
• The District bears 60% ($18,055) of the beach maintenance cost plus a $45 County Collection Fee. Of that $18,100,

75.4% is paid by the hotel property owners and 24.6% is paid by The Colony property owners.

DISCUSSION
9 Annual Costs = $30,137 District City
Percent Share of $30,092 x 60% x 40%
FY 2025-26 Shared Costs $18,055 $12,037
County Collection Fee $45 $0
Total Beach Maintenance Cost $18,100 $12,037
Embassy Suite’s Share (75.4%) $13,647 $0
Colony's Share (24.6%) $4,453 $0
203
• City will assess property owners in Fiscal Year 2025-26 to pay landscape maintenance costs and 60% of beach
maintenance costs for the Mandalay Beach Maintenance
District for a total assessment amount of $39,446.
• The City’s defined contribution for 40% of the beach
maintenance costs ($12,037), will be budgeted as a
transfer out contribution to MAD 4 from the General Fund in Fiscal Year 2025-26

FINANCIAL IMPACT
10 204

QUESTIONS
11 205

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.1
DATE: June 3, 2025
TO: City Council
FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected] SUBJECT: Fiscal Year (FY) 2025-26 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 2025-26 in connection with the city’s landscape maintenance districts”;

4. Approve a one-time fund balance contribution from the General Fund to LMD-49 in the amount of $54,802 as outlined in this staff report; and

5. Approve a distribution of LMD-54 reserve fund balance in the amount of $31,386 to the equivalent benefit units in LMD-54 as outlined in this staff report.
(Finance and Governance Committee approved 2-1 on May 13, 2025) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/pk6FUuJ4HGU

BACKGROUND
Special Districts is a Division of the Public Works Department and manages a total of 50 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 the 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 conducts proceedings before making a decision to levy the assessments. Revenue received from the assessments partially funds the ongoing 206
maintenance of the public improvements that are provided by each district and, in some cases, is collected for future work that is conducted on a less-than-annual basis.

If adopted by City 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 2025-26 property tax roll. As a part of the resolution declaring the intent to levy, a public hearing date is set (June 17, 2025) where a resolution confirming diagrams and assessments will be considered. This is a process that is required each year.

DISCUSSION
Based upon the discussion that occurred at the Finance and Governance (F&G) Committee, this staff report contains minor edits from the version that was presented at the Committee. Those edits are shown in italics. These edits resulted in a slight adjustment to the assessments of some of the Districts (e.g., increased their assessments from what was proposed in the F&G Committee staff report) and increased the General Benefit contribution amount. More details can be found below. Additionally, the Engineer’s Report has been adjusted to reflect these changes and includes the correction to one error in table 6.3.1 for LMD No. 37.

The Landscaping and Lighting Act of 1972 (Streets & Highways Code Section 22500 et seq.) (“Act”) outlines the procedures for the City Council to annually Initiate Proceedings by Resolution (Attachment 7), approve the Consolidated Engineers Report through a Resolution (Attachment 8), and state the City Council’s Intent to Levy the annual assessment through a Resolution (Attachment 9) 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. For each district, 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 Act permits the City to raise the cost of certain work in an LMD through installments collected over up to five (and sometimes more) years. The use of installments in connection with an LMD allows the City to spread the cost of a planned “project” expenditure over several years, and then spend the collected money once all installments against a project have been levied. This mechanism smooths out the annual assessment rates in the LMD, so that the rates don’t spike in the year a large expenditure is expected to occur. It also allows work that is most efficiently done all at once, such as the installment of an entire sprinkler system or concrete path, to be done in a single year, rather than spreading the work over a number of years because the maximum allowable assessment rate for the LMD is insufficient to fund all the work in the same year. The City uses this mechanism for work that is done less often than annually in an LMD; installments are not used for routine maintenance and operating expenses that occur in the LMD each year.

At the May 13, 2025 F&G Committee meeting, there was a discussion about the types of work that the City funds using installments. Based on this feedback, less-than-annual tree trimming has been removed from the plans for “project” that will be funded through installments. This periodic tree-trimming work is now included in the applicable LMD’s annual operating budget. This change has increased applicable operating budgets to address the necessary partial tree trimming within each LMD, now on a partial basis. Unfortunately, this change will likely have a long lasting impact on property owners since it has a high probability of increasing future annual assessments due to the inability to take advantage of economies of scale from tree contractors. Based upon the City's current on-call tree maintenance contract and the separate grid-pruning tree contract, staff has estimated the increase in tree trimming costs that property owners will have to shoulder each year to be roughly 18% to 29% higher. For example, by saving installments and taking advantage of trimming in a single year, LMD 34 would typically be charged $30,732 to prune the district’s trees. In order to avoid spiking annual assessments and pruning some (but not all) of the trees in the LMD every year, the cumulative total would grow to $39,530 because of the unlikely ability to take advantage of economies of scale. Other projects remaining within the project plan exclusively include the installation of new improvements. Further detail has also been added to the report to delineate project reserve balances from projected operating reserve balances.

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 207
cost of Special Benefit to the benefiting properties, which is funded by the applied assessment rate. The actual services provided to each district vary from district to district and are based on 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 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 lessthan-annual basis, it is recommended to set the applied rates as set forth in the Report. Parcel-specific details of the proposed maximum and applied assessment is included in the Report as linked, is available from the City Clerk’s office, and is accessible from the City’s website (www.oxnard.gov).

Additionally, the following table provides a summary of each LMD’s highest annual assessment over the past five years broken into a monthly payment to show what an equivalent to a Homeowners Association payment would be with similar improvements. Please note that these rates are the highest for each district within the past five fiscal years and not the proposed levy amounts for FY 2025-26.

Table 1 - Highest Annual Rate (Past 5 FYs)/Monthly Equivalent District Number District Name Monthly Equivalent of Highest Annual Rate - Last 5 Years LMD No. 3 River Ridge $13.57
LMD No. 10 Country Club Estates $13.11
LMD No. 11 St. Tropez $7.02
LMD No. 12 Standard Pacific $7.32
LMD No. 13 Le Village $9.40
LMD No. 14 California Cove $14.42
LMD No. 16 California Lighthouse $6.15
LMD No. 23 Greystone $7.63
LMD No. 24 Vineyards $15.25
LMD No. 25 The Pointe $9.18
LMD No. 27 Rose Island $34.62
LMD No. 28 Harborside $17.27
LMD No. 30 Haas Automation $46.88
LMD No. 31 Rancho De La Rosa $36.60
LMD No. 32 Oak Park $35.97
LMD No. 33 El Paseo $30.98
LMD No. 34 Sunrise Pointe/Sunset Cove $20.50
LMD No. 36 Villa Santa Cruz / Villa Carmel $45.92
LMD No. 37 Pacific Breeze $6.28
LMD No. 38 Aldea Del Mar $39.14
LMD No. 39 Promesa/Sueno $90.40
LMD No. 39 DR Horton $85.19
LMD No. 40 Cantada $31.58
LMD No. 41 Pacific Cove $38.80
LMD No. 42 Cantabria/Coronado $50.59
LMD No. 43 Greenbelt Zone 1 $97.47
208
LMD No. 43 Greenbelt Zone 2 $33.47
LMD No. 43 Greenbelt Zone 3 $93.90
LMD No. 43 Greenbelt Zone 4 $26.73
LMD No. 46 Daily Ranch Area A $62.97
LMD No. 46 Daily Ranch Area B $60.92
LMD No. 46 Daily Ranch Area C $54.41
LMD No. 47 Sycamore Place $23.05
LMD No. 49 Cameron Ranch $53.89
LMD No. 50 Pleasant Valley Senior Housing $38.41
LMD No. 51 Pfeiler $55.07
LMD No. 52 Wingfield $7.10
LMD No. 53 Huff Court $45.55
LMD No. 54 Meadowcrest Villas $20.28
LMD No. 55 Wingfield West $71.35
LMD No. 58 Westwind $15.52
LMD No. 60 Artisan $17.253
1 LMD 43 contains 4 zones, two of which pay rates calculated per acre with the other two paying per unit. This amount is the highest assessed per unit rate within the past five fiscal years within each per unit zone (2 and 4) and the per acre rate zones (1 and 3) calculated out across all acreage, divided by apartment unit, and then divided by 12.
2 LMD 46 contains 3 rate-paying zones.
3 LMD 60 consists of one parcel, within which there are 272 apartments. While only one parcel is assessed, to calculate an equivalent per unit HOA rate, the monthly amount has been divided again by 272.

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 2025- 26 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, while others are proposed to decrease. This is to account for changes in the expected amounts of services, such as, but not limited to landscape maintenance, sidewalk maintenance, removal and replacement of displaced sidewalks, irrigation repair, electrical systems repair, and lighting repair and replacement. Both increases and decreases can be attributed to changes in annual service costs to maintain 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 property owners. All of the previous items are normal operating considerations of LMDs and are evaluated as a part of this process. However, there are two districts, LMDs 49 and 54, that are receiving further attention in FY 2025-26 due to their projected fund balances.

LMD 49
LMD 49 (Cameron Ranch) is located within the East Village neighborhood and is inclusive of the parcels on Gibralter St., Milagro Pl., Ocaso Pl., and Kohala St. It comprises 35 benefit units and is projected to have an estimated negative fund balance of $54,802 at the end of FY 2025-26. With a maximum total levy amount of $23,385, the district is able to entirely fund its total annual expenses of $18,230 for FY 2025-26. However, due to its current maximum assessment rate, this LMD is unable to address the previous years’ build-up of negative fund balance and is not projected to be able to do so on its own into the future without severely reducing maintenance activities. In response to the current situation of the district and the fact that it can currently fund its maintenance activities, staff is recommending that a one-time contribution be made to the LMD 49 fund in order to balance the fund. 209
This recommendation to cover a LMD’s past negative fund balance would not set precedent, since it is consistent with prior action taken by the City Council for various LMDs in FY 2015-16 when approximately $2.9 million was transferred to certain LMDs to balance their funds as noted in the June 20, 2017 staff report (attached for reference). It is understood that LMDs are structured to be self-sustaining. Barring unforeseen circumstances, such as emergencies or damage due to acts of nature or other accidents which damage or destroy the district’s improvements, staff does not anticipate needing to request additional funds in the near future for this District. Please note that a draft LMD Policy, that has been reviewed and recommended to be forwarded to the City Council by the Public Works and Transportation Committee, will be presented to the City Council in the near future that outlines procedures to mitigate this scenario from reoccurring in the future.

LMD 54
LMD 54 (Meadowcrest Villas) is located within the Carriage Square neighborhood and is inclusive of the parcels within North A St., Robert Ave., and Oxnard Blvd. It comprises 50 benefit units and is projected to have a FY 2025-26 fund balance in excess of its calculated maximum by $31,386. This was primarily caused by the collection of assessments for proposed tree work in FY 2024-25 that was not executed, lower-than-anticipated staff and overhead expenses due to vacant positions within the Special Districts Division, and lower-than-budgeted maintenance expenses due to a change in the management of the District’s landscape maintenance contract. The amount in reserves is in excess of what is projected to be required to fund future project expenses and the reserve amount per the Streets and Highway Code. As a result, staff is recommending that the property owners receive a one-time refund of approximately $628 per benefit unit. This reimbursement process would be consistent with prior action taken by the City for 18 LMDs in FY 2017-18 when excess balances were refunded to property owners.

In order to ensure that LMD-54’s assessment does not “fall off” the tax roll for FY 2025-26, a $0.50 per unit assessment is recommended to be levied. Maintaining a minimum assessment on the tax roll ensures any property transactions that occur in the current or following fiscal year will include the District’s assessment for Title and other property-related or tax purposes. This assessment is included in the net calculation of the assessment refund that is recommended to be returned to the property owners.

The deadline for delivering the assessment information to Ventura County for inclusion on the FY 2025-26 property tax roll is July 7, 2025.

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
For FY 2025-26, the proposed assessment calculations are as follows: real property assessments $1,766,715 (rounded, see Engineer’s Report Table 6.7), interest income $116,451 (rounded, Table 6.5), a general benefit contribution from the General Fund $239,600 (rounded, Table 6.5), and a subsidy from the General Fund for utilities of $101,418 (rounded, Table 6.5), a one-time fund balance contribution to LMD-49 in the amount of $54,802 from the General Fund (rounded, footnote Table 6.7), and an expense of $31,386 (rounded, noted on Table 6.7) from LMD-54 for a one-time refund to LMD-54 property owners.

COMMITTEE OUTCOME
The Finance and Governance Committee approved 2-1 on May 13, 2025 to approve the staff recommendation and to forward the item for Council approval.

Prepared by: Anthony Miller, Special Districts Manager

ATTACHMENTS

1. Proposed FY 2025-26 Consolidated Engineers Report LMD Document Link

2. Consolidated Engineers Report without Rolls and Maps 210

3. Assessment Diagrams LMDs 3-36

4. Assessment Diagrams LMDs 37-60

5. Boundary Maps and Improvements

6. Assessment Rolls

7. Resolution Initiating Proceedings

8. Resolution Approving Consolidated Engineer’s Report FY 2025-26

9. Resolution Declaring the Intent to Levy FY 2025-26 (ROI)

10. June 20, 2017 Staff Report Item L.1

11. Special Districts Map

12. Special Districts List

13. Presentation
211
URL link to the FY 2025-26 Consolidated Engineer’s Report:
https://www.oxnard.gov/wp-content/uploads/Oxnard-LMD-ER-Intent-25-26.pdf 212
Prepared by:

Corporate Headquarters
32605 Temecula Parkway, Suite 100
Temecula, CA 92592
Toll free: 800.676.7516

CITY OF OXNARD
Fiscal Year 2025/26 Consolidated Engineer’s
Report For:

Landscape Maintenance Districts
May 2025
213

TABLE OF CONTENTS

1. ENGINEERS LETTER ......................................................................................................... 1

2. INTRODUCTION .............................................................................................................. 4

2.1 Background .............................................................................................................. 4

2.2 Engineer’s Report Contents .................................................................................... 4

3. PLANS AND SPECIFICATIONS ........................................................................................... 5

3.1 Description of Boundaries of the Districts .............................................................. 5

3.2 Description of Improvements and Services ............................................................ 5

3.3 Location of Improvements ...................................................................................... 6

4. BENEFITS FROM IMPROVEMENTS ................................................................................... 7

4.1 Special Benefits Identified ....................................................................................... 7

4.2 District-Exclusive Special Benefits Identified .......................................................... 8

4.3 General Benefits Identified ..................................................................................... 8

5. QUANTIFICATION OF BENEFIT ....................................................................................... 10

5.1 Benefits from Landscaping and Street Tree Improvements ................................. 10

5.2 Benefits from Park Improvements ........................................................................ 14

5.3 Collective District General Benefit ........................................................................ 18

6. ESTIMATE OF COSTS ..................................................................................................... 20

6.1 Fiscal Year 2025/26 Cost Estimates ....................................................................... 20

6.2 Maintenance Cost Estimates ................................................................................. 22

6.3 Five-Year Project Schedule .................................................................................... 23

6.4 Operating Reserve Target..................................................................................... 24 214

6.5 City Contributions & Other Income ....................................................................... 25

6.6 Improvement Fund Surplus/Deficit ....................................................................... 26

6.7 Net Assessment Amount ....................................................................................... 27

7. METHOD OF ASSESSMENT ............................................................................................ 29

7.1 Calculation of Maximum Assessment Rate ........................................................... 30

8. ASSESSMENT DIAGRAMS .............................................................................................. 32

9. ASSESSMENT ROLL ........................................................................................................ 33

10. APPENDICES ................................................................................................................. 35

10.1 Description of Boundaries of the Districts ............................................................ 36

10.2 Description of Improvements by District .............................................................. 39

10.3 Map of Improvements ........................................................................................... 41

10.4 Levels of Service .................................................................................................... 42

10.5 Special Benefit Landscape Calculations ................................................................ 44

10.6 Traffic Calculations ................................................................................................ 80

11. REFERENCES ................................................................................................................. 93 215
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 1

1. ENGINEERS LETTER
On June 3, 2025, the City Council of the City of Oxnard (the “City”), pursuant to the Landscaping and Lighting Act of 1972 (Streets & Highways Code Section 22500 et seq.) (the “1972 Act”), adopted its Resolution Initiating Proceedings for the Annual Levy and Collection of Assessments and ordered the preparation of Engineer’s Reports for the City’s Landscape Maintenance Districts (the “Districts”) for Fiscal Year (“FY”) 2025/26 and authorized that the reports be consolidated into a single report for administrative convenience.

The Resolution Initiating Proceedings directed NBS to prepare and file reports pursuant to Section 22565 et seq. of the 1972 Act with respect to the FY 2025/26 levy of assessments in connection with each of the Districts. These reports may be consolidated into a single document for administrative convenience. The report includes the diagrams for the Districts, showing the area and properties to be assessed, an estimate of the cost of the improvements, the plans and specifications for the improvements, and an assessment of the estimated costs of the improvements.

The assessments detailed in this Consolidated Engineer’s Report (the “Report”) are the amounts necessary to cover the portion of the estimated costs to maintain, install, operate and service the improvements within each District funded by payments received from the assessable real property within the District, in proportion to the special benefit received. The breakout by District is shown in the table below.

The following table shows: (i) the total amount to be collected against all parcels in the District in Fiscal Year 2025/26 (“FY 2025/26 Levy Amount”), (ii) the rate proposed for collection per acre, parcel or benefit unit in FY 2025/26 (“FY 2025/26 Proposed Rate”), and (iii) the maximum rate that could be levied in FY 2025/26 without conducting addition property-owner assessment ballot proceedings (“FY 2025/26 Maximum Rate”). The Maximum Rate (which has been adjusted, where applicable, by a previously approved inflation adjustment) is given for reference only. Only the Proposed Rate is recommended for levy in FY 2025/26. In many Districts the Proposed Rate is less than the Maximum Rate, as an assessment at the full Maximum Rate is not necessary or proposed. In future years the assessment may be levied up to the then-current Maximum Rate.

For all Districts except LMD 30 (Haas Automation) and LMD 43 (Greenbelt), rates are given on a per parcel or per lot basis and the number of “benefit units” is equal to the number of lots (generally one per assessable parcel) currently located in the District. This is also the methodology for Zones 2 and 4 of LMD 43 (Greenbelt). For LMD 30 (Hass Automation), Zones 1 and 3 of LMD 43 (Greenbelt), rates are given on a per acre basis and the number of “benefit units” is equal to the total assessable acreage in the District. For LMD 60 (Artisan), one benefit unit is assigned to the only existing parcel in the District.

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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 2 District
Benefit
Units
FY 2025/26
Levy Amount (3)
FY 2025/26
Proposed
Rate (3)
FY 2025/26
Maximum
Allowed
Rate
LMD No. 3 (River Ridge) 516.00 $41,981.76 $81.37 $162.86 LMD No. 10 (Country Club Estates) 153.00 11,842.20 77.41 157.36 LMD No. 11 (St. Tropez) 83.00 6,990.26 84.22 84.22
LMD No. 12 (Standard Pacific) 255.00 15,473.40 60.69 87.82 LMD No. 13 (Le Village) 160.00 12,416.00 77.61 112.78
LMD No. 14 (California Cove) 212.00 36,692.96 173.08 173.08 LMD No. 16 (California Lighthouse) 265.00 19,551.70 73.78 73.78 LMD No. 23 (Greystone) 61.00 5,587.60 91.60 91.60
LMD No. 24 (Vineyards) 100.00 18,300.00 183.00 183.00
LMD No. 25 (The Pointe) 216.00 23,798.88 110.18 110.18
LMD No. 27 (Rose Island) 50.00 18,649.00 372.99 499.74
LMD No. 28 (Harborside) 355.00 59,867.20 168.65 323.70
LMD No. 30 (Haas Automation) 84.62 31,276.30 369.61 750.02 LMD No. 31 (Rancho De La Rosa) 233.00 105,502.40 452.80 452.80 LMD No. 32 (Oak Park) 27.00 18,212.04 674.53 1,194.64
LMD No. 33 (El Paseo) 190.00 78,420.60 412.75 412.75
LMD No. 34 (Sunrise Pointe & Sunset Cove) 273.00 81,468.66 298.42 298.42 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 330.00 165,349.80 501.07 590.51 LMD No. 37 (Pacific Breeze) 119.00 233.24 1.96 365.13
LMD No. 38 (Aldea Del Mar) 294.00 93,950.64 319.57 483.16 LMD No. 39 (Promesa/Sueno) 179.00 110,342.76 616.45 1,249.24 LMD No. 39 (DR Horton/Seawinds) 65.00 47,998.60 738.45 1,183.99 LMD No. 40 (Cantada) 113.00 29,488.48 260.96 887.79
LMD No. 41 (Pacific Cove) 120.00 28,795.20 239.96 758.17 LMD No. 42 (Cantabria & Coronado) 197.00 121,438.68 616.45 1,143.37 LMD No. 43 (Greenbelt)(1) 204.34 135,456.68 Varies Varies LMD No. 46 (Daily Ranch)(2) 262.00 211,403.78 Varies Varies LMD No. 47 (Sycamore Place) 111.00 26,073.90 234.91 764.19 LMD No. 49 (Cameron Ranch) 35.00 23,384.90 668.15 668.15 LMD No. 50 (Pleasant Valley Senior Housing) 60.00 5,550.00 92.50 492.39 LMD No. 51 (Pfeiler) 219.00 84,161.70 384.31 776.20
LMD No. 52 (Wingfield) 199.00 18,853.26 94.74 472.93
LMD No. 53 (Huff Court) 8.00 4,518.56 564.82 564.82
LMD No. 54 (Meadowcrest Villas) 50.00 25.00 0.50 553.49 LMD No. 55 (Wingfield West) 41.00 34,388.34 838.75 902.74 217
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 3 District
Benefit
Units
FY 2025/26
Levy Amount (3)
FY 2025/26
Proposed
Rate (3)
FY 2025/26
Maximum
Allowed
Rate
LMD No. 58 (Westwind) 156.00 $3,694.08 $23.69 $563.17
LMD No. 60 (Artisan) 1.00 35,542.54 35,542.54 74,413.63 Total 5,996.96 $1,766,681.10
(1) LMD No. 43 (Greenbelt) FY 2025/26 Maximum Rates are as follows: Zone 1- Parc Rose $1,797.21/acre, Zone 2- Solana II $413.23/unit, Zone 3- Tierra Vista $1,732.15/acre, Zone 4- Mayfield $329.92/unit. The FY 2025/26 Proposed Rates are as follows: Zone 1- Parc Rose $1,797.21/acre, Zone 2- Solana II $413.23/unit, Zone 3- Tierra Vista $1,732.15/acre, Zone 4- Mayfield $329.92/unit. (2) LMD No. 46 (Daily Ranch) FY 2025/26 Maximum Rates are as follows: Area A- $996.11/unit, Area B- $963.71/unit, Area C- $860.67/unit. The City pays for the maintenance of the Area D improvements, which have been removed from the LMD. The FY 2025/26 Proposed Rates are as follows: Area A- $842.06/unit, Area B- $814.68/unit, Area C- $727.58/unit.
(3) The FY 2025/26 Levy Amount and Proposed Rate may differ slightly from the Assessment Roll and final applied levy amounts due to rounding per the Ventura County Tax Collector’s requirement of even-cent assessment amounts.

I, the undersigned, respectfully submit this Engineer’s Report and, to the best of my knowledge, information and belief, the Engineer’s Report, Assessments, and the Assessment Diagram herein have been prepared, computed and levied in accordance with the assessment methodology adopted, approved and ordered by the City Council of the City of Oxnard. ____________________________________________
John G. Egan , P. E.

Assessment Engineer
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 4

2. INTRODUCTION

2.1 Background
The City incorporated in 1903. Currently, the incorporated limits of the City include approximately 25 square miles. The City is located on the shores of the Pacific Ocean in the western portion of Ventura County. The City enjoys direct access to U.S. 101 Freeway and Pacific Coast Highway 1. The City is the largest City in Ventura County with a population of just over 200,000, accounting for approximately twenty-four percent (24%) of the County’s populationi.

The City has utilized assessment districts (locally referred to as Landscape Maintenance Districts) to help fund the ongoing maintenance of various public improvements within new developments.

2.2 Engineer’s Report Contents
The 1972 Act requires that the City Council conduct annual proceedings to levy assessments in the upcoming fiscal year.

The first step in this process is for the City Council to adopt a resolution that generally describes any proposed new improvements or any substantial changes in existing improvements and orders the engineer to prepare and to file the Engineer’s Report.

The Engineer’s Report must refer to the assessment district by its distinctive designation, specify the fiscal year to which the report applies, and, with respect to that year, contain all of the following:
 Plans and specifications for the improvements.
 An estimate of the costs of the improvements.
 A diagram for the assessment district.
 An assessment of the estimated costs of the improvements.  If bonds or notes will be issued pursuant to Section 22662.5 of the 1972 Act, an estimate of their principal amount.

This Engineer’s Report has been prepared pursuant to a resolution of the City Council of the City of Oxnard ordering the Report’s preparation.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 5

3. PLANS AND SPECIFICATIONS
Pursuant to sections 22567(a) and 22568 of the 1972 Act, this report describes the existing and any proposed improvements for the Districts. The sections below provide general descriptions of the improvements maintained by the Districts. The purpose of the Districts is to provide for the continued maintenance, operation, and servicing of various public improvements specially benefiting property within the Districts.

3.1 Description of Boundaries of the Districts
A rough description of the boundaries of each District can be found in Section 10.1. A more detailed map of each District is included in Section 10.3. Assessment Diagrams are included in Section 8.

3.2 Description of Improvements and Services
A description of each of the Districts and description of improvements can be found in Section 10.2 and the general location of the improvements can be found in Section 10.3 of this Report.

The improvements are generally described as: landscaping, lighting, park facilities, and facilities appurtenant to the same. Costs associated with installation, operation, maintenance and servicing of these facilities are eligible for funding, including, but not limited to, personnel, electrical energy, utilities such as water and gas, materials, contracting services, and other items necessary, and in connection with, these improvements. More specifically:

The improvements authorized to be maintained are District-specific and vary between the Districts, the improvements provided may include, but are not limited to: ground cover, turf, trees, shrubs, the landscaped areas of detention basins, screen walls/fencing, park benches, trash containers, overhead structures, theme light poles, ornamental lighting, and sprinkler, irrigation and drainage systems, and may also include sidewalk and hardscape improvements along the landscaping, entry monuments, mailboxes and associated appurtenant facilities. Park improvements, if applicable, vary by park and may include landscape and open space, playground structures, exercise stations, restrooms, benches, picnic tables, and litter receptacles.

Maintenance provided includes all necessary services, operations, administration and maintenance required to keep the above-mentioned improvements in a healthy, vigorous and satisfactory condition which may include, but is not limited to: repair, removal or replacement of all or any part of the landscaping, sidewalks, theme light poles or screen walls/fencing. Provision for the life, growth, health, and beauty of the landscaping, including cultivation, irrigation, trimming, mowing, spraying, fertilizing and treating for disease or injury. Removal of trimmings, rubbish, graffiti, debris and other solid waste from the landscaped areas, detention basins and screen walls/fencing.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 6 Landscaping improvements were installed along the roadways of each District in order to create a common theme and neighborhood identity for parcels. Landscaping may include ground cover, turf and mulch, trees, shrubs and landscape up-lighting and sprinkler, irrigation, and drainage systems, and may include sidewalk and hardscape improvements along the landscaping.

Street tree improvements were installed along the roadways of each District in order to create a common theme and neighborhood identity for parcels. Aesthetically pleasing street trees welcome users to walkways, and shade tree canopies encourage use even during the hottest times of the year.

Park facilities enhance the overall quality of an area and are an important component of complete and sustainable neighborhoods. The parks within the Districts, when included, offer both active and passive recreational opportunities: a place to play, exercise, spend time with neighbors, or to relax. The parks within the Districts are developed and maintained to appeal to all age groups and interests and promote a healthy community. Recreation and park facilities have proven to be a potent factor in maintaining a high standard of livability in the community.

There are two types of parks within the Districts: mini parks and neighborhood parks. Mini parks are intended to serve a limited population within a short radius (usually less than one-third of a mile) and neighborhood parks are intended to be easily accessible to local residents and designed to serve the surrounding neighborhood.ii Park improvements vary by park, and may include landscape and open space, playground structures, exercise stations, restrooms, benches, picnic tables, and litter receptacles.

In addition to the actual costs of maintaining the improvements mentioned above, the City will incur costs for staff time and expenses directly related to the administration and management of the Districts. Staff time includes the oversight and coordination of both City and contractor provided services, creation of an annual engineer’s report and resolutions, tax roll preparation, and placing the assessment amounts onto the County tax roll, along with responding to property owner inquiries.

3.3 Location of Improvements
The locations for District-specific improvements can be found in Section 10.3. Section 10.3 contains maps showing the approximate location (for reference only) of the authorized improvements for each District. 221
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 7

4. BENEFITS FROM IMPROVEMENTS

4.1 Special Benefits Identified
The improvements are expected to confer certain special benefits to parcels within each applicable District. The special benefits created by the improvements, which apply to the Districts as well as to properties outside the Districts and the public at large, may include the following:

Improved Aesthetics:

Street landscaping improvements improve the livability, commercial activity, appearance, and desirability for properties within each applicable District. Regular maintenance ensures that the improvements do not reach a state of deterioration or disrepair so as to be materially detrimental to properties adjacent to or in close proximity to the improvements within each applicable District. According to the Victoria Transport Policy Institute (2011), streetscapes have a significant effect on how people view and interact with their community. With streetscapes that are safe and inviting, people are more likely to walk, which can help reduce automobile traffic, improve public health, stimulate local economic activity, and attract residents and visitors to the communityiii.

The park improvements provide beautification, shade, and enhancement to properties, which creates a sense of community for the parcels within each applicable District. The overall appeal and desirability of an area is enhanced when public parks and recreational facilities are in place, improved, operable, safe, clean, and maintained. Conversely, appeal and desirability decrease when park and recreational facilities are unsafe or destroyed by the elements or vandalism. According to The Trust for Public Land, Corporate CEOs say that employee quality of life is the third most important factor in locating new businessesiv.

Increased Safety
Safety for pedestrians involves not only a degree of protection from vehicular accidents, but also from criminal activity. Well maintained areas mitigate crime, especially vandalism, and enhance pedestrian safety. A recent study found that after landscape improvements were installed, there was a 46% decrease in crash rates across urban arterial and highway sites and a second study reviewed found a 5% to 20% reduction in mid-block crashes after trees and planters in urban arterial roads were put in place. In addition, there is less graffiti, vandalism, and littering in outdoor spaces with natural landscapes than in comparable plant-less spacesv. The Victoria Transport Policy Institute has found that streetscapes reduce traffic speeds and when combined with improved pedestrian crossing conditions can significantly reduce collisionsvi.

Economic Activity
Well maintained street landscape improvements not only make adjacent properties appear more stable and prosperous but can spur investment in the property. According to the Federal Highway Administration, landscaped sidewalks create an inviting place for customers to shop and do businessvii.

Parks attract both businesses and residents to communities. Making neighborhoods more friendly and enjoyable increases home ownership, creates jobs, and promotes positive consumer behavior. The desirability of properties for development increases based on the parcel’s proximity to parks, sidewalks and trailsviii.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 8

4.2 District-Exclusive Special Benefits Identified
Based on the location and improvement types, the following special benefits are exclusive to the properties and residents/visitors within the Districts.

Improved Air Quality
Plants, shrubs and turf remove pollutants from the air including smoke and dustix. Residents within the Districts directly benefit from the trees inside of and surrounding their communities. One tree can remove an estimated 26 pounds of carbon dioxide annually from the atmospherex.

Traffic Screen
Landscaping creates a barrier between properties within the District and the exterior streets, offering privacy and reducing street/traffic noise and headlight glarexi.

Conserve Natural Resources
Trees shading homes reduce temperatures and further allow for air conditioning units to run more efficientlyxii. According to the California Energy Commission: “Planting the correct trees, shrubs, vines and groundcover can make your home both warmer in the winter and cooler in the summer. In fact, the right type of tree can reduce your summer cooling costs by 20 to 40 percent!”xiii Increased Job Satisfaction and Productivity
Studies have shown that employees with views of landscaping have greater satisfaction than those with no view. Also, psychologists have found that workers with access to plants and landscaping tend to be more productivexiv.

Increased Community Appeal
Cohesive landscaping increases the appeal of a community. Park and streets trees have been perceived to have high value (second only to education) of services offered by a municipalityxv.

Overall Livability
As a result of the collective improvements being maintained, the overall livability within each District will increase. The Victoria Transport Policy Institute expands on the concept of livability and the various benefits associated with that designation:
“The livability of an area increases property desirability and business activity. Livability is largely affected by conditions in the public realm, places where people naturally interact with each other and their community, including: streets, parks, transportation terminals and other public facilities. Livability also refers to the environmental and social quality of an area as perceived by employees, customers and visitors. This includes local environmental conditions, the quality of social interactions, opportunities for recreation and entertainment, aesthetics, and existence of unique cultural and environmental resources.”xvi

4.3 General Benefits Identified
General benefit is an overall and similar benefit to the public at large resulting from the maintenance activities to be provided by the assessments levied. The improvements to be maintained by the District are located within the District boundaries.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 9 The landscaping, tree and park improvements provide aesthetic, safety and economic benefits to the property within the District, but it is recognized that the ongoing District maintenance activities will also provide a level of benefit to some property within proximity to the District, as well as visitors and individuals passing through the District. Traffic from property within and outside of the District as well as individuals passing through the District area will be able to utilize the park improvements and view the maintained landscaping and trees. Therefore, the general benefit created as a result of the District maintenance activities has been considered.

Benefit to Property within Proximity but Outside of the Districts (General Benefit) The landscaping, tree and park improvements will provide a level of improved aesthetic, increased safety, and economic activity benefits to some property outside of the Districts, but within proximity to property within District’s boundary. In addition, people living outside of the Districts have access to and use of the parks. Since these benefits are conferred on properties outside of the Districts, this is considered to be a general benefit.

Benefit to Pass Through Traffic and Public at Large (General Benefit) People and vehicles traveling through the Districts may receive a level of improved aesthetic, increased safety, and economic activity benefits from the maintenance of the landscaping and tree improvements.

Since these benefits are conferred on pass through traffic and the public at large, this is considered to be a general benefit.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 10

5. QUANTIFICATION OF BENEFIT
The California Constitution requires that:

An agency which proposes to levy an assessment shall identify all parcels which will have a special benefit conferred upon them and upon which an assessment will be imposed.

The proportionate special benefit derived by each identified parcel shall be determined in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the property related service being provided. No assessment shall be imposed on any parcel which exceeds the reasonable cost of the proportional special benefit conferred on that parcel. Only special benefits are assessable, and an agency shall separate the general benefits from the special benefits conferred on a parcel. Parcels within a district that are owned or used by any agency, the State of California or the United States shall not be exempt from assessment unless the agency can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit.

As a result of the maintenance and operation of the authorized improvements, there will be a level of general benefit to people that do not live in or intend to conduct business within the Districts. In order for property within the Districts to be assessed only for that portion of special benefits received from the District’s maintenance activities, general benefits provided by the ongoing maintenance of the improvements need to be quantified. The amount of general benefit that is provided from the District’s maintenance activities cannot be funded via property owners’ assessments.

5.1 Benefits from Landscaping and Street Tree Improvements The separation of special benefits conferred to the properties in the Districts from the general benefits conferred to people or property outside the Districts corresponds to the physical location of the improvements. Based upon the location of the improvements, the improvements are categorized into one of the following categories: exterior or interior streets. The streets classified as exterior primarily include arterial and collector streets that are designed to carry pass-through traffic and internal traffic movement throughout the City. The streets classified as interior are primarily those adjacent to homes and intended to serve the local community with fewer average daily trips (ADT) than those classified as arterial and collector. For detailed traffic calculation information, see Section 10.6.

In March 2017, at the direction of the City Council, an analysis was prepared that removed the improvements on arterial (major traffic corridor) streets. Districts, which contained improvements only on arterial streets, were dissolved as of the Fiscal Year 2017/18. The improvements on exterior streets located in the remaining Districts as detailed below are only included on local and collector streets.

Exterior Streets
The streets bordering each District, categorized as exterior, are used as main access points to and from properties within the Districts in addition to providing circulation between the interior streets and the City’s roadway network. The exterior streets with landscaping improvements serve not only residents in the immediate vicinity, but persons who live outside of the Districts and are passing by. The City’s recent traffic studies do not identify the percentage of traffic on exterior streets which is pass-through traffic. 225
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 11 Before the determination and allocation of the percentage of special and general benefit for the exterior streets can be made, the estimated pass-through traffic must be computed. In lieu of having a study that identifies the pass-through traffic on exterior streets, the estimated number of trips generated by each parcel within the Districts has been calculated and analyzed in combination with the City’s most recent traffic study that provides the ADT on various sections of the exterior streets throughout the City.

For each District and for only those streets with improvements authorized to be maintained, the estimated number of trips for special benefit purposes (as determined by the projected trips generated by the District parcel characteristics), was calculated on the collector streets to estimate pass-through trips. The passthrough trips are vehicles driving along the maintained streets within the District for a portion of their trips, but not residing or conducting business within the District. Adjustments to traffic counts utilized neighborhoods surrounding each District with access points on the specified collector street; based on the trips generated by those neighborhoods averaged by the number of access points on the specified collector street.

Interior Streets
The streets within each District categorized as interior were intended to serve individual neighborhoods and not pass-through traffic. From a visual inspection of the layout of each District, one must conclude the interior streets are exclusively intended for the benefit of the parcels on such streets. There is no local street that provides a direct or efficient means of traveling from one place to another such that one would reasonably expect a driver to purposefully choose these interior streets as the best route for travel through the City unless necessary because the route either began or ended with a parcel in the District. A route beginning or ending with a parcel within the District does not include the “general public” for purposes of determining general benefit.

However, given the location to the schools, parks, and commercial properties within the City, there are bound to be drivers that make use of the interior streets to turn around or go back from where they came.

Additionally, one can imagine a minimal degree of pass-through traffic even on something such as a cul-desac. A conservative estimate of 1.00% for each improvement type would result in the general benefits derived from the street landscaping and tree improvements on local streets to be 2.00% and the special benefit is estimated to be 98.00%.

District-Exclusive Special Benefits
To account for the district-exclusive special benefits received from the improvements (Section 3.2) that are located on exterior streets, twenty percent (20%) of the improvements are excluded from the passthrough calculations.

Improved Aesthetic, Increased Safety, and Economic Activity General Benefit Percentage from Landscaping and Tree Improvements
The general benefit percentages as determined by the method outlined in the sections above have been applied (as applicable) to each street category within the Districts. The area in square feet of landscaping and count of street trees being maintained was determined after review of the City’s geospatial database and the authorized improvements as shown on the original diagrams approved at the formation of each District.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 12 The general benefit percentage for each category of street was multiplied by the total square footage, less twenty percent (20%) for the district-exclusive special benefits, being maintained for such street category.

The general benefit square footage was summed for both street categories and divided into the total square footage of all landscaping maintenance. The result is the overall improved aesthetics, increased safety, and economic activity general benefit percentage from landscaping improvements. The same method was followed to calculate the general benefit from the street tree improvements. The improved aesthetics, increased safety, and economic activity general benefit percentages from landscaping and street tree improvements for each District are shown in the table below. For each District’s specific calculation please refer to Section 10.5.
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 13 District
General Benefit from
Landscaping
Improvements
General Benefit from
Street Tree
Improvements
LMD No. 3 (River Ridge) 2.00% 2.00%
LMD No. 10 (Country Club Estates) 2.00% 2.00%
LMD No. 11 (St. Tropez) 14.13% 18.24%
LMD No. 12 (Standard Pacific) 2.00% 2.00%
LMD No. 13 (Le Village) 11.58% 11.46%
LMD No. 14 (California Cove) 7.51% 7.97%
LMD No. 16 (California Lighthouse) 28.28% 28.28%
LMD No. 23 (Greystone) 46.32% 11.04%
LMD No. 24 (Vineyards) 27.15% 8.97%
LMD No. 25 (The Pointe) 2.00% 2.00%
LMD No. 27 (Rose Island) 47.25% 39.54%
LMD No. 28 (Harborside) 2.00% 2.00%
LMD No. 30 (Haas Automation) 2.00% 2.00%
LMD No. 31 (Rancho De La Rosa) 4.77% 3.00%
LMD No. 32 (Oak Park) 2.00% 2.00%
LMD No. 33 (El Paseo) 2.00% 2.00%
LMD No. 34 (Sunrise Pointe & Sunset Cove) 2.00% 2.00%
LMD No. 36 (Villa Santa Cruz & Villa Carmel) 16.24% 8.23% LMD No. 37 (Pacific Breeze) 27.14% 30.38%
LMD No. 38 (Aldea Del Mar) 2.00% 2.00%
LMD No. 39 (Promesa/Sueno & DR Horton/Seawinds) 2.00% 2.00% LMD No. 40 (Cantada) 2.00% 2.00%
LMD No. 41 (Pacific Cove) 2.00% 2.00%
LMD No. 42 (Cantabria & Coronado) 8.61% 4.83%
LMD No. 43 (Greenbelt) 2.00% 2.00%
LMD No. 46 (Daily Ranch) 2.00% 2.00%
LMD No. 47 (Sycamore Place) 2.00% 2.00%
LMD No. 49 (Cameron Ranch) 2.00% 2.00%
LMD No. 50 (Pleasant Valley Senior Housing) 44.84% 44.84% LMD No. 51 (Pfeiler) 2.00% 2.00%
LMD No. 52 (Wingfield) 2.00% 2.00%
LMD No. 53 (Huff Court) 2.00% 2.00%
LMD No. 54 (Meadowcrest Villas) 50.70% 50.70%
LMD No. 55 (Wingfield West) 2.00% 2.00%
LMD No. 58 (Westwind) 13.94% 13.94%
LMD No. 60 (Artisan) 2.00% 2.00%

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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 14

5.2 Benefits from Park Improvements
There are five Districts with park improvements included as an authorized improvement. The Districts are:

LMD 32, LMD 39, LMD 46, LMD 51 and LMD 58. As a result of the maintenance and operation of the park improvements, there will be a level of improved aesthetics and economic activity general benefit conferred to people that do not live within the Districts. In order for property within each District to be assessed only for that portion of special benefits received from the District’s park maintenance activities, general benefits provided by the ongoing maintenance of the improvements need to be quantified. The amount of general benefit provided from the District-specific maintenance activities cannot be funded via property owners’ assessments.

There are two types of parks maintained by the Districts: Mini Parks and Neighborhood Parks. Mini Parks (also known as pocket parks) are intended to serve a limited population within a short radius (usually less than one-third of a mile) and Neighborhood Parks are intended to be easily accessible to local residents and designed to serve the surrounding neighborhood.xvii The following lists the District-specific parks being maintained through the assessments.

District Park Acreage Park Classification Service Radius(1) LMD 32 Borchard Oak Park 0.5 Mini Park less than 0.3 miles LMD 39/LMD 46(2) Promesa/Sueno Park 4.0 Neighborhood Park ¼ to ½ mile LMD 51 Pfeiler Park 3.1 Neighborhood Park ¼ to ½ mile
LMD 58 Garden City Acres
Park 5.5 Neighborhood Park ¼ to ½ mile
(1) Service radius as defined in the April 2006 Background Report; defined in tables 4-28 (2) Park within LMD 39; per formation Engineer’s Report LMD 46 receives a special benefit from the park and pays a proportional share of the park costs (51.78%).

Neighborhood parks, according to City standards, can range up to 10 acres. The City does not have a standard service radius for parks within the Neighborhood classification, however the National Recreation and Park Association (NRPA) has developed standards that have been traditionally applied. The most recent NRPA service radius for a Neighborhood Park is ¼ to ½ mile.xviii In addition, there is a standard of ½ mile as a reasonable distance to walk to a park.xix Even though the park facilities were installed for the benefit of the residents within the Districts, and most parcels outside of the boundaries have their own park within close proximity, there will be some general benefit to those people who do not live or conduct business inside the Districts but are within the service radius listed above.

The Summary of Travel Trends, 2009 National Household Travel Survey (NHTS) prepared by the U.S.

Department of Transportation Federal Highway Administration analyzed the number of person trips by various modes of transportations such as private vehicle, transit, walking or some other means of transportation. According to the Pacific Division data extracted from the 2009 NHTS database, of the annual 181,703 (in millions) total person trips, 23,399 (in millions) or 12.88% of those person trips were for social/recreational purposes (using all modes of transportation: walking, bicycle, vehicle, et.al.)xx.

According to the U.S. Census Bureau (2010-2014), the average household size in the City is 3.98 personsxxi.

Based on this average household size, and the number of residential units within each District, the following details the number of people residing within and outside the boundaries of each applicable District with direct access to the park and within the corresponding park service radius. 229
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 15 LMD 32
.3 Mile
Park Population
Estimated
Number of
Residential Units
Estimated
Number of
Persons(1)
Within LMD 32 27 108
Outside LMD 32(2) 491 1,954
Total Population within .3 mile and
having direct access to park 518 2,062
(1) U.S. Census Bureau (2010) average household size in the City is 3.98 persons. (2) There are additional parcels that are within the .3-mile radius, but without direct access to the LMD 32 park (i.e. would have to cross arterial streets); these parcels have access to parks that are within a closer proximity than the LMD 32 park and are not included in the residential unit count.

LMD 39 and LMD 46
1/2 Mile
Park Population
Estimated
Number of
Residential Units
Estimated
Number of
Persons(1)
Within LMD 39 244 971
Within LMD 46 262 1,043
Outside LMD 39/LMD 46(2) 392 1,560
Total Population within ½ mile and
having direct access to park 898 3,574
(1) U.S. Census Bureau (2010) average household size in the City is 3.98 persons. (2) There are additional parcels that are within the 1/2-mile radius, but without direct access to the LMD 39/LMD 46 park (i.e. would have to cross arterial streets, railroad tracks); these parcels have access to parks that are within a closer proximity than the LMD 39/LMD 46 park and are not included in the residential unit count.

LMD 51
1/2 Mile
Park Population
Estimated
Number of
Residential Units
Estimated
Number of
Persons(1)
Within LMD 51 219 872
Outside LMD 51(2) 1,560 6,209
Total Population within ½ mile and
having direct access to park 1,779 7,081
(1) U.S. Census Bureau (2010) average household size in the City is 3.98 persons. (2) There are additional parcels that are within the 1/2-mile radius, but without direct access to the LMD 51 park (i.e. would have to cross arterial streets); these parcels have access to parks that are within a closer proximity than the LMD 51 park and are not included in the residential unit count.

230
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 16 LMD 58
1/2 Mile
Park Population
Estimated
Number of
Residential Units
Estimated
Number of
Persons(1)
Within LMD 58 156 621
Outside LMD 58(2) 772 3,073
Total Population within ½ mile and
having direct access to park 928 3,694
(1) U.S. Census Bureau (2010) average household size in the City is 3.98 persons. (2) There are additional parcels that are within the 1/2-mile radius, but without direct access to the LMD 58 park (i.e. would have to cross arterial streets); these parcels have access to parks that are within a closer proximity than the LMD 58 park and are not included in the residential unit count.

In order to determine the estimated total number of persons who are within close proximity (service radius) to each of the park improvements that may utilize the park (for all modes of transportation), the

12.88% of person trips reported from the NHTS Pacific Division study (trips for social/recreational purposes) were multiplied by the total number of persons within the park service radius and having direct access to the park, but outside of the District boundary.

Within Service Radius
Outside LMD boundary
Estimated Number
of Persons Outside
Estimated Number of
Persons using LMD
Specific Park
Outside LMD 32 1,954 252
Outside LMD 39/LMD 46 1,560 201
Outside LMD 51 6,209 800
Outside LMD 58 3,073 395
Applying the number of trips that persons outside the District boundaries may use the parks, divided by the total population within the service radius having direct parks access, the estimated percentage of persons receiving general benefit because they do not reside within the District, is shown in the following table:

Within Service Radius
Outside LMD boundary
Estimated Number of
Persons Outside using
LMD specific Park(1)
Total Park
Service Area
Population
% of General
Benefit
Outside LMD 32 252 2,062 12.22%
Outside LMD 39/LMD 46 201 3,574 5.62%
Outside LMD 51 800 7,081 11.30%
Outside LMD 58 395 3,693 10.70%
(1) Estimated number of persons previously determined within park service radius and outside of the District boundary, multiplied by 12.88% social/recreational trips.

LMD 32 – Improved Aesthetics and Economic Activity General Benefit from Park Improvements Given the location and size of the LMD 32 park, it is very unlikely the public at large, beyond the service radius, would seek out or use the smaller local park especially when the City has larger community and regional parks that are intended to attract people from outside areas, and provide recreational opportunities beyond those supplied by local, neighborhood parks. However, there are people who may 231
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 17 randomly decide to visit the park. Consequently, it is likely that certain members of the public at large may use the smaller parks, and as such, a 1.00% general benefit has been assigned to account for usage by the public at large.
.3 Mile and Direct Access General Benefit 12.22%
Public at Large Benefit Park General Benefit 1.00%
Total LMD 32 Park General Benefit 13.22%
Based on the above calculations, the general benefit portion resulting from the LMD 32 park improvements is estimated to be 13.22% and the special benefit is estimated to be 86.78%.

LMD 39/LMD 46 – Improved Aesthetics and Economic Activity General Benefit from Park Improvements Given the location and size of the LMD 39/LMD 46 park, it is very unlikely the public at large, beyond the service radius, would seek out or use the neighborhood park especially when the City has larger community and regional parks that are intended to attract people from outside areas, and provide recreational opportunities beyond those supplied by local, neighborhood parks, and other neighborhoods within the City have their own local parks. However, there are people who may randomly decide to visit the park. Consequently, it is likely that certain members of the public at large may use the smaller parks, and as such, a 1.00% general benefit has been assigned to account for usage by the public at large. ½-Mile and Direct Access General Benefit 5.62%
Public at Large Benefit Park General Benefit 1.00%
Total LMD 39/LMD 46 Park General Benefit 6.62%
Based on the above calculations, the general benefit portion resulting from the LMD 39/LMD 46 park improvements is estimated to be 6.62% and the special benefit is estimated to be 93.38%.

LMD 51 – Improved Aesthetics and Economic Activity General Benefit from Park Improvements Given the location and size of the LMD 51 park, it is very unlikely the public at large, beyond the service radius, would seek out or use the neighborhood park especially when the City has larger community and regional parks that are intended to attract people from outside areas, and provide recreational opportunities beyond those supplied by local, neighborhood parks, and other neighborhoods within the City have their own local parks. However, there are people who may randomly decide to visit the park.

Consequently, it is likely that certain members of the public at large may use the smaller parks, and as such, a 1.00% general benefit has been assigned to account for usage by the public at large. ½-Mile and Direct Access General Benefit 11.30%
Public at Large Benefit Park General Benefit 1.00%
Total LMD 51 Park General Benefit 12.30%
Based on the above calculations, the general benefit portion resulting from the LMD 51 park improvements is estimated to be 12.30% and the special benefit is estimated to be 87.70%. 232
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 18 LMD 58 – Improved Aesthetics and Economic Activity General Benefit from Park Improvements Given the location and size of the LMD 58 park, it is very unlikely the public at large, beyond the service radius, would seek out or use the neighborhood park especially when the City has larger community and regional parks that are intended to attract people from outside areas, and provide recreational opportunities beyond those supplied by local, neighborhood parks, and other neighborhoods within the City have their own local parks. However, there are people who may randomly decide to visit the park, use the open fields for sporting practice, and the City’s mobile activity center does operate sessions at this park location. Consequently, a 5.00% general benefit has been assigned to account for usage by the public at large.
.50 Mile and Direct Access General Benefit 10.70%
Public at Large Benefit Park General Benefit 5.00%
Total LMD 58 Park General Benefit 15.70%
Based on the above calculations, the general benefit portion resulting from the LMD 58 park improvements is estimated to be 15.70% and the special benefit is estimated to be 84.30%. Note, per the formation Engineer’s Report, the LMD 58 special benefit related to the Garden City Acres Park is 26.18%.

The 15.70% general benefit calculation shown above is the percentage of general benefit of the originally calculated 26.18% special benefit. The special benefit is estimated to be 84.30% of the 26.18% previously determined special benefit.

5.3 Collective District General Benefit
Since each District is comprised of a blend of improvements, the maintenance activities and general benefit conferred must be addressed in a collective form rather than independently. Therefore, the arithmetic mean of the general benefit percentages has been used to quantify the overall level of general benefit for the District. This general benefit result is provided in the table below:

District
General Benefit
from
Landscaping
Improvements
General
Benefit from
Street Tree
Improvements
General
Benefit from
Park
Improvements
Total
General
Benefit
LMD No. 3 (River Ridge) 2.00% 2.00% N/A 2.00%
LMD No. 10 (Country Club Estates) 2.00% 2.00% N/A 2.00% LMD No. 11 (St. Tropez) 14.13% 18.24% N/A 16.18%
LMD No. 12 (Standard Pacific) 2.00% 2.00% N/A 2.00%
LMD No. 13 (Le Village) 11.58% 11.46% N/A 11.52%
LMD No. 14 (California Cove) 7.51% 7.97% N/A 7.74%
LMD No. 16 (California Lighthouse) 28.28% 28.28% N/A 28.28% LMD No. 23 (Greystone) 46.32% 11.04% N/A 28.68%
LMD No. 24 (Vineyards) 27.15% 8.97% N/A 18.06%
LMD No. 25 (The Pointe) 2.00% 2.00% N/A 2.00%
LMD No. 27 (Rose Island) 47.25% 39.54% N/A 43.40%
LMD No. 28 (Harborside) 2.00% 2.00% N/A 2.00%
LMD No. 30 (Haas Automation) 2.00% 2.00% N/A 2.00%
LMD No. 31 (Rancho De La Rosa) 4.77% 3.00% N/A 3.88%
233
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 19 District
General Benefit
from
Landscaping
Improvements
General
Benefit from
Street Tree
Improvements
General
Benefit from
Park
Improvements
Total
General
Benefit
LMD No. 32 (Oak Park) 2.00% 2.00% 13.22% 5.74%
LMD No. 33 (El Paseo) 2.00% 2.00% N/A 2.00%
LMD No. 34 (Sunrise Pointe &
Sunset Cove) 2.00% 2.00% N/A 2.00%
LMD No. 36 (Villa Santa Cruz & Villa
Carmel) 16.24% 8.23% N/A 12.23%
LMD No. 37 (Pacific Breeze) 27.14% 30.38% N/A 28.76%
LMD No. 38 (Aldea Del Mar) 2.00% 2.00% N/A 2.00%
LMD No. 39 (Promesa/Sueno & DR
Horton/Seawinds) 2.00% 2.00% 6.62% 3.54%
LMD No. 40 (Cantada) 2.00% 2.00% N/A 2.00%
LMD No. 41 (Pacific Cove) 2.00% 2.00% N/A 2.00%
LMD No. 42 (Cantabria & Coronado) 8.61% 4.83% N/A 6.72% LMD No. 43 (Greenbelt) 2.00% 2.00% N/A 2.00%
LMD No. 46 (Daily Ranch) 2.00% 2.00% 6.62% 3.54%
LMD No. 47 (Sycamore Place) 2.00% 2.00% N/A 2.00%
LMD No. 49 (Cameron Ranch) 2.00% 2.00% N/A 2.00%
LMD No. 50 (Pleasant Valley Senior
Housing) 44.84% 44.84% N/A 44.84%
LMD No. 51 (Pfeiler) 2.00% 2.00% 12.30% 5.43%
LMD No. 52 (Wingfield) 2.00% 2.00% N/A 2.00%
LMD No. 53 (Huff Court) 2.00% 2.00% N/A 2.00%
LMD No. 54 (Meadowcrest Villas) 50.70% 50.70% N/A 50.70% LMD No. 55 (Wingfield West) 2.00% 2.00% N/A 2.00%
LMD No. 58 (Westwind) 13.94% 13.94% 15.70% 14.53%
LMD No. 60 (Artisan) 2.00% 2.00% N/A 2.00%
234
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 20

6. ESTIMATE OF COSTS
The estimated costs associated with the improvements as described in the Plans and Specifications are summarized on the following pages.

6.1 Fiscal Year 2025/26 Cost Estimates
The following table shows estimated costs associated with each District for work to occur in FY 2025/26. 235
Account
Code District Name
Benefit
Units
Service
Level
Maintenance
Costs (53200 &
52900)
Utility -
Electric
(54010)
Utility -
Water
(54040)
Utility -
Wastewater
(54030)
City Indirect
Costs
Special
Districts
Personnel
Special
Districts
Overhead
Consulting &
Professional
Services
Transfers
Out (1)
Transfers
In (1)
County
Collection
Fee Total Expenses
20303801 LMD No. 3 (River Ridge) 516.00 A $40,600.00 $750.00 $23,720.00 $0.00 $1,568.00 $13,090.54 $5,785.69 $1,904.76 $0.00 $0.00 $188.37 $87,607.36 21003801 LMD No. 10 (Country Club Estates) 153.00 A 9,500.00 450.00 10,195.00 0.00 1,394.00 3,063.06 1,353.79 1,360.55 0.00 0.00 55.68 27,372.08 21103801 LMD No. 11 (St. Tropez) 83.00 B 2,500.00 105.00 3,900.00 0.00 463.00 806.07 356.26 1,371.11 0.00 0.00 31.59 9,533.03 21203801 LMD No. 12 (Standard Pacific) 255.00 A 17,600.00 190.00 1,665.00 0.00 1,115.00 5,674.72 2,508.08 1,360.55 0.00 0.00 81.35 30,194.70 21303801 LMD No. 13 (Le Village) 160.00 A 13,400.00 170.00 5,100.00 0.00 729.00 4,320.52 1,909.56 1,360.55 0.00 0.00 56.48 27,046.11 21403801 LMD No. 14 (California Cove) 212.00 B 36,000.00 2,200.00 4,900.00 0.00 1,127.00 11,607.38 5,130.17 1,360.55 0.00 0.00 127.77 62,452.87 21603801 LMD No. 16 (California Lighthouse) 265.00 B 19,500.00 0.00 2,100.00 0.00 730.00 6,287.33 2,778.84 1,360.55 0.00 0.00 93.93 32,850.65 22303801 LMD No. 23 (Greystone) 61.00 B 11,000.00 0.00 550.00 0.00 371.00 3,546.70 1,567.55 1,360.55 0.00 0.00 24.34 18,420.14 22403801 LMD No. 24 (Vineyards) 100.00 B 22,000.00 1,400.00 2,000.00 0.00 988.00 7,093.40 3,135.10 1,360.55 0.00 0.00 62.75 38,039.80 22503801 LMD No. 25 (The Pointe) 216.00 A 24,100.00 295.00 1,700.00 0.00 977.00 7,770.49 3,434.36 1,360.55 0.00 0.00 96.22 39,733.62 22703801 LMD No. 27 (Rose Island) 50.00 B 19,000.00 160.00 2,210.00 0.00 756.00 6,126.12 2,707.59 1,360.55 0.00 0.00 53.61 32,373.87 22803801 LMD No. 28 (Harborside) 355.00 A 57,600.00 440.00 2,990.00 0.00 1,187.00 18,571.80 8,208.27 1,904.76 0.00 0.00 193.61 91,095.44 23003801 LMD No. 30 (Haas Automation) 84.62 B 47,400.00 100.00 0.00 0.00 952.00 15,283.05 6,754.72 1,360.55 0.00 0.00 83.89 71,934.21 23103801 LMD No. 31 (Rancho De La Rosa) 233.00 A 87,500.00 1,300.00 17,200.00 0.00 1,434.00 28,212.37 12,469.16 1,360.55 0.00 0.00 303.37 149,779.45 23203801 LMD No. 32 (Oak Park) 27.00 B 21,800.00 135.00 3,630.00 300.00 925.00 7,028.91 3,106.60 1,360.55 0.00 0.00 39.21 38,325.27 23303801 LMD No. 33 (El Paseo) 190.00 A 63,400.00 100.00 2,100.00 0.00 1,105.00 20,441.88 9,034.80 1,360.55 0.00 0.00 220.14 97,762.37 23403801 LMD No. 34 (Sunrise Pointe & Sunset Cove) 273.00 A 63,700.00 4,935.00 7,715.00 0.00 1,453.00 20,538.61 9,077.55 1,360.55 0.00 0.00 191.76 108,971.47 23603801 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 330.00 B 148,600.00 17,500.00 15,800.00 0.00 2,297.00 47,912.67 21,176.19 1,904.76 0.00 0.00 411.58 255,602.20 23703801 LMD No. 37 (Pacific Breeze) 119.00 A 69,000.00 300.00 835.00 0.00 1,013.00 22,247.47 9,832.82 1,360.55 0.00 0.00 20.23 104,609.07 23803801 LMD No. 38 (Aldea Del Mar) 294.00 A 64,800.00 12,400.00 12,400.00 0.00 1,603.00 20,893.28 9,234.30 1,360.55 0.00 0.00 247.46 122,938.59 23903801 LMD No. 39 (Promesa & Sueno) 179.00 B 121,100.00 12,900.00 40,400.00 0.00 2,602.00 39,045.93 17,257.31 998.10 0.00 0.00 269.16 234,572.50 23913801 LMD No. 39 (DR Horton) 65.00 B 41,900.00 5,300.00 9,900.00 0.00 1,319.00 13,509.70 5,970.95 362.43 0.00 0.00 114.82 78,376.90 24003801 LMD No. 40 (Cantada) 113.00 A 47,600.00 2,600.00 7,105.00 0.00 1,218.00 15,347.53 6,783.22 1,360.55 0.00 0.00 74.29 82,088.59 24103801 LMD No. 41 (Pacific Cove) 120.00 A 22,500.00 6,305.00 2,770.00 0.00 1,176.00 7,254.61 3,206.35 1,360.55 0.00 0.00 66.75 44,639.26 24203801 LMD No. 42 (Cantabria & Coronado) 197.00 B 146,400.00 19,725.00 12,210.00 0.00 1,984.00 47,203.33 20,862.68 1,360.55 0.00 0.00 296.84 250,042.40 24303801 LMD No. 43 (Greenbelt) 204.34 B 175,630.00 1,265.00 12,970.00 0.00 1,751.00 56,627.88 25,028.09 1,360.55 0.00 0.00 373.32 275,005.84 24603801 LMD No. 46 (Daily Ranch) 262.00 B 132,600.00 5,500.00 21,500.00 0.00 1,872.00 42,753.84 18,896.12 1,360.55 0.00 0.00 563.17 225,045.68 24703801 LMD No. 47 (Sycamore Place) 111.00 A 46,900.00 135.00 3,685.00 0.00 910.00 15,121.83 6,683.47 1,360.55 0.00 0.00 44.31 74,840.16 24903801 LMD No. 49 (Cameron Ranch) 35.00 C 9,000.00 1,605.00 1,750.00 0.00 255.00 2,901.84 1,282.54 1,371.11 0.00 0.00 64.41 18,229.90 25003801 LMD No. 50 (Pleasant Valley Senior Housing) 60.00 A 29,500.00 530.00 2,235.00 0.00 870.00 9,511.60 4,203.89 1,360.55 0.00 0.00 39.01 48,250.05 25103801 LMD No. 51 (Pfeiler) 219.00 B 96,600.00 9,500.00 16,800.00 0.00 2,040.00 31,146.46 13,765.95 1,360.55 0.00 0.00 220.40 171,433.36 25203801 LMD No. 52 (Wingfield) 199.00 A 81,300.00 1,535.00 1,290.00 0.00 1,133.00 26,213.33 11,585.63 1,360.55 0.00 0.00 50.31 124,467.82 25303801 LMD No. 53 (Huff Court) 8.00 B 4,500.00 0.00 350.00 0.00 309.00 1,450.92 641.27 1,360.55 0.00 0.00 12.66 8,624.40 25403801 LMD No. 54 (Meadowcrest Villas) 50.00 A 23,900.00 725.00 795.00 0.00 795.00 7,706.01 3,405.86 1,360.55 0.00 0.00 8.50 38,695.92 25503801 LMD No. 55 (Wingfield West) 41.00 B 30,000.00 130.00 2,885.00 0.00 713.00 9,672.81 4,275.14 1,360.55 0.00 0.00 69.42 49,105.92 25803801 LMD No. 58 (Westwind) 156.00 A 42,900.00 300.00 3,360.00 0.00 1,074.00 13,832.12 6,113.45 1,360.55 5,000.00 0.00 31.69 73,971.81 26003801 LMD No. 60 (Artisan) 1.00 A 31,400.00 225.00 1,650.00 0.00 537.00 10,124.21 4,474.65 1,360.55 0.00 0.00 86.24 49,857.65 TOTALS: $1,922,730.00 $111,210.00 $262,365.00 $300.00 $42,745.00 $619,940.32 $273,997.97 $50,633.53 $5,000.00 $0.00 $4,968.60 $3,293,890.42 Table 6.1
Fiscal Year 2025/26 Cost Estimates
(1) Transfers In and Out from prior years including LMD 46 transfer of 51.78% of the LMD 39 park maintenance costs to LMD 39 and the LMD 33 transfer of funds to LMD 34 to cover a portion of Kohala St basin maintenance costs are now being directly expensed to the appropriate districts from the contractor invoices. Maintenance Cost budgets for these districts have been updated to reflect the direct expenses. 236
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 21

6.1.1 COST CATEGORIES AND DESCRIPTIONS
The following relate to the above table:

Benefit Units: For all Districts except LMD 30 (Haas Automation) and LMD 43 (Greenbelt), each “benefit units” is a dwelling unit or lot (generally one per assessable parcel) currently located in the District. This is also the methodology for Zones 2 and 4 of LMD 43 (Greenbelt). For LMD 30 (Hass Automation) and Zones 1 and 3 of LMD 43 (Greenbelt), each benefit unit is an acre of assessable territory.

Service Level: The amount of contractor maintenance servicing as described in Section 10.4 that is planned in the Fiscal Year for the District.

Maintenance Costs (53200): The amounts included in this category include the contractor maintenance costs for the District based on bids received and the planned FY 2025/26 service level; on-call services costs for work to be performed outside of the scope of the routine maintenance service contract; projects and future project installments (see section 6.3 for project schedule and installment details).

Maintenance Costs (Supplies) (52900): The amounts included in this category include supplies and materials used to perform routine maintenance.

Utility – Electric (54010): The electric utility costs for the Fiscal Year.

Utility – Water (54040): The water utility costs (for irrigation and plumbed facilities) for the Fiscal Year.

Utility – Wastewater (54030): The wastewater costs for the Fiscal Year.

City Indirect Costs: Costs incurred by City departments other than the Special Districts Department that are used to support the activities of the Special District Department associated with the LMD programs. Costs allocated based on each Districts’ Maintenance Costs in proportion to the sum of the collective Maintenance Costs.

Special Districts Personnel: Special Districts Department salaries and benefits costs associated with the LMD programs. Costs allocated based on each Districts’ Maintenance Costs in proportion to the sum of the collective Maintenance Costs.

Special Districts Overhead: Costs incurred by the Special Districts Department (such as office expenses and shared maintenance equipment) in connection with the LMD programs. Costs allocated based on each Districts’ Maintenance Costs in proportion to the sum of the collective Maintenance Costs.

Consulting & Professional Services: Third party (non-City staff) contracted costs for administering the Districts, preparing the Engineer’s Reports and other tasks associated with annual proceedings. Costs allocated based on each Districts’ Maintenance Costs in proportion to the sum of the collective Maintenance Costs unless amounts are otherwise contracted at a specified rate per District.

Transfers Out: Amounts that are paid by the District to another District to cover improvements that benefit the other District. LMD 58 pays 26.18% of the City Acres Park maintenance costs.

Transfers In: These represent amounts that are received by a District from another District.

County Collection Fee: The costs required by the County to place the assessment on the Tax Roll. The Fiscal Year 2025/26 cost is $0.22 per parcel plus 0.25% of the total levy.

Total Expenses: The sum of all costs described above.
237
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 22

6.2 Maintenance Cost Estimates
The Maintenance Costs included in table 6.1 are described by expense type in the following table. 238
Account
Code District Name
Benefit
Units
Service
Level
Contractor
Costs (53200)
On-Call
Services
(53200) &
Supplies
(52900) Projects (53200)
Total
Maintenance
Costs (53200 &
52900)
20303801 LMD No. 3 (River Ridge) 516.00 A $25,600.00 $15,000.00 $0.00 $40,600.00 21003801 LMD No. 10 (Country Club Estates) 153.00 A 3,000.00 6,500.00 0.00 9,500.00 21103801 LMD No. 11 (St. Tropez) 83.00 B 0.00 2,500.00 0.00 2,500.00 21203801 LMD No. 12 (Standard Pacific) 255.00 A 5,600.00 12,000.00 0.00 17,600.00 21303801 LMD No. 13 (Le Village) 160.00 A 7,400.00 6,000.00 0.00 13,400.00 21403801 LMD No. 14 (California Cove) 212.00 B 31,000.00 5,000.00 0.00 36,000.00 21603801 LMD No. 16 (California Lighthouse) 265.00 B 17,000.00 2,500.00 0.00 19,500.00 22303801 LMD No. 23 (Greystone) 61.00 B 3,000.00 8,000.00 0.00 11,000.00 22403801 LMD No. 24 (Vineyards) 100.00 B 14,500.00 7,500.00 0.00 22,000.00 22503801 LMD No. 25 (The Pointe) 216.00 A 9,100.00 15,000.00 0.00 24,100.00 22703801 LMD No. 27 (Rose Island) 50.00 B 14,500.00 4,500.00 0.00 19,000.00 22803801 LMD No. 28 (Harborside) 355.00 A 37,600.00 20,000.00 0.00 57,600.00 23003801 LMD No. 30 (Haas Automation) 88.72 B 37,400.00 10,000.00 0.00 47,400.00 23103801 LMD No. 31 (Rancho De La Rosa) 233.00 A 57,500.00 30,000.00 0.00 87,500.00 23203801 LMD No. 32 (Oak Park) 27.00 B 15,300.00 6,500.00 0.00 21,800.00 23303801 LMD No. 33 (El Paseo) 190.00 A 33,400.00 30,000.00 0.00 63,400.00 23403801 LMD No. 34 (Sunrise Pointe & Sunset Cove) 273.00 A 45,700.00 18,000.00 0.00 63,700.00 23603801 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 330.00 B 108,600.00 40,000.00 0.00 148,600.00 23703801 LMD No. 37 (Pacific Breeze) 119.00 A 10,200.00 13,800.00 45,000.00 69,000.00 23803801 LMD No. 38 (Aldea Del Mar) 294.00 A 55,800.00 9,000.00 0.00 64,800.00 23903801 LMD No. 39 (Promesa & Sueno) 179.00 B 81,100.00 40,000.00 0.00 121,100.00 23913801 LMD No. 39 (DR Horton) 65.00 B 28,900.00 13,000.00 0.00 41,900.00 24003801 LMD No. 40 (Cantada) 113.00 A 29,600.00 18,000.00 0.00 47,600.00 24103801 LMD No. 41 (Pacific Cove) 120.00 A 13,500.00 9,000.00 0.00 22,500.00 24203801 LMD No. 42 (Cantabria & Coronado) 197.00 B 96,400.00 50,000.00 0.00 146,400.00 24303801 LMD No. 43 (Greenbelt) 204.34 B 40,200.00 2,000.00 133,430.00 175,630.00 24603801 LMD No. 46 (Daily Ranch) 262.00 B 114,600.00 18,000.00 0.00 132,600.00 24703801 LMD No. 47 (Sycamore Place) 111.00 A 33,900.00 13,000.00 0.00 46,900.00 24903801 LMD No. 49 (Cameron Ranch) 35.00 C 2,000.00 7,000.00 0.00 9,000.00 25003801 LMD No. 50 (Pleasant Valley Senior Housing) 60.00 A 4,500.00 25,000.00 0.00 29,500.00 25103801 LMD No. 51 (Pfeiler) 219.00 B 79,600.00 17,000.00 0.00 96,600.00 25203801 LMD No. 52 (Wingfield) 199.00 A 19,300.00 62,000.00 0.00 81,300.00 25303801 LMD No. 53 (Huff Court) 8.00 B 2,000.00 2,500.00 0.00 4,500.00 25403801 LMD No. 54 (Meadowcrest Villas) 50.00 A 3,900.00 20,000.00 0.00 23,900.00 25503801 LMD No. 55 (Wingfield West) 41.00 B 26,000.00 4,000.00 0.00 30,000.00 25803801 LMD No. 58 (Westwind) 156.00 A 14,900.00 28,000.00 0.00 42,900.00 26003801 LMD No. 60 (Artisan) 1.00 A 16,400.00 15,000.00 0.00 31,400.00 TOTALS: $1,139,000.00 $605,300.00 $178,430.00 $1,922,730.00 Table 6.2
Maintenance Cost Estimates
239
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 23

6.2.1 MAINTENANCE COST CATEGORIES AND DESCRIPTIONS
The cost categories in the Maintenance Cost Estimate table in Section 6.2 are described as follows:

Contractor Costs: Landscape maintenance agreement costs directly related to the maintenance of the improvements and the planned Fiscal Year 2025/26 service level.

On-Call Services: Costs for work to be performed outside of the scope of the routine maintenance service contract directly related to the maintenance, repair, and replacement of the improvements.

Projects: Contractor service costs directly related to maintenance, repair, and efforts that are conducted on a less-than-annual basis within each District. This amount represents the cost of activities anticipated to be done in Fiscal Year 2025/26. Details of replacement projects and their schedule are shown in Section

6.3. 6.3 Five-Year Project Schedule
A number of maintenance, repair and replacement activities are conducted on a less-than-annual basis in each District. The nature, schedule, and estimated cost of these activities is shown in the below table.

Costs for projects that are planned to be completed in FY 2025/26 have been included in the Maintenance Costs shown in table 6.2. Projects scheduled in subsequent years will be funded through equal installments. For example, a project scheduled for FY 2026/27 will be funded through two equal installments, one collected in FY 2025/26 and one in FY 2026/27. Similarly, a project scheduled for FY 2027/28 will be funded through three equal installments, one collected in FY 2025/26, FY 2026/27, and FY 2027/28.

In some cases, the projects, costs, and planned dates of implementation listed in Table 6.3 are different from what was shown in the Engineer’s Report for FY 2024/25. These differences exist for a number of reasons: (i) some work that was previously treated as a project to be funded with installments has been determined to be more appropriately treated as work that should be funded on a pay-as-you-go basis; (ii) some projects previously projected to be undertaken in FY 2025/26 or later years are, as a result of insufficient expected revenues or lack of need, no longer projected to occur; and (iii) in some cases the current best projection of costs or project date is different from what was shown in the prior Engineer’s Report.

Table 6.3.1 shows, for each District, the amount of previously paid installments expected to be on hand as of June 30, 2025, anticipated uses in FY 2025/26, anticipated collections in FY 2025/26, and anticipated balances as of June 30, 2026. Where installments have been collected against a “project” that is now being funded on a pay-as-you-go basis or a project has been cancelled due to insufficient expected revenues or lack of future needs, the funds are shown as being removed from the installment balances and placed in the District’s improvement Fund
The following pages contain the Five-Year Project Schedule for each District as well as the Project Collection Installment Balances.
240
Account
Code District Project Name Annual Installments FY 25/26 Project Total FY 26/27 Project Total FY 27/28 Project Total FY 28/29 Project Total FY 29/30 Project Total 5‐Year Estimated Total Expense Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation $2,189.00 $0.00 $2,189.00 $0.00 $0.00 $0.00 $2,189.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation Installation
Landscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation Installation
Landscape Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Project Subtotal
Annual Installment Totals
22503801 LMD No. 25 (The Pointe) $0.00
Project Subtotal
Annual Installment Totals
$0.00
Project Subtotal
$0.00
Project Subtotal
Annual Installment Totals
22303801 LMD No. 23 (Greystone) $0.00
Project Subtotal
$0.00
Project Subtotal
Annual Installment Totals
21203801
LMD No. 12 (Standard
Pacific) $0.00
Project Subtotal
Annual Installment Totals
21303801 LMD No. 13 (Le Village) $2,189.00
20303801 LMD No. 3 (River Ridge) $0.00
Project Subtotal
Annual Installment Totals
21003801
LMD No. 10 (Country Club
Estates) $0.00
Project Subtotal
LMD No. 11 (St. Tropez)
Project Subtotal
Annual Installment Totals
21403801
LMD No. 14 (California
Cove)
Annual Installment Totals
22403801 LMD No. 24 (Vineyards)
Annual Installment Totals
21103801
Annual Installment Totals
21603801
LMD No. 16 (California
Lighthouse)
241
Account
Code District Project Name Annual Installments FY 25/26 Project Total FY 26/27 Project Total FY 27/28 Project Total FY 28/29 Project Total FY 29/30 Project Total 5‐Year Estimated Total Expense Irrigation InstallationLandscape InstallationSidewalk Installation; Wall/Fencing Installation $5,000.00 $15,000.00 $0.00 $0.00 $15,000.00 $0.00 $0.00 $15,000.00
$5,000.00 $5,000.00 $5,000.00 $0.00 $0.00 $15,000.00
Irrigation InstallationLandscape InstallationSidewalk Installation; Wall/Fencing Installation $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationSidewalk Installation; Wall/Fencing Installation $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, mailbox enclosures) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, walls, park) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationFencing Installation Sidewalk Installation
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationSidewalk Installation $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Irrigation InstallationLandscape Installation
Amenities Installation (sidewalks, lights, walls, fencing) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Project Subtotal
Annual Installment Totals
$0.00
Project Subtotal
Annual Installment Totals
23303801 LMD No. 33 (El Paseo) $0.00
Project Subtotal
Annual Installment Totals
23403801
LMD No. 34 (Sunrise
Pointe & Sunset Cove) $0.00
$0.00
Project Subtotal
Annual Installment Totals
23003801
LMD No. 30 (Haas
Automation) $0.00
Project Subtotal
Annual Installment Totals
23103801
LMD No. 31 (Rancho De La
Rosa) $0.00
22703801 LMD No. 27 (Rose Island) $15,000.00
Project Subtotal
Annual Installment Totals
22803801 LMD No. 28 (Harborside)
Project Subtotal
Annual Installment Totals
23203801 LMD No. 32 (Oak Park)
Project Subtotal
Annual Installment Totals
23603801
LMD No. 36 (Villa Santa
Cruz & Villa Carmel)
242
Account
Code District Project Name Annual Installments FY 25/26 Project Total FY 26/27 Project Total FY 27/28 Project Total FY 28/29 Project Total FY 29/30 Project Total 5‐Year Estimated Total Expense Irrigation Installation $6,500.00 $18,000.00
Landscape InstallationSidewalk Installation $45,000.00
$45,000.00 $18,000.00 $0.00 $0.00 $0.00 $63,000.00$51,500.00 $6,500.00 $0.00 $0.00 $0.00 $58,000.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, lights, walls) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, mailboxes, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, mailboxes, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, monument signs, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation
Amenities Installation (sidewalks, fencing, lights)
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, lights, trash cans, arbors) LMD 43 Greenbelt Lighting Replacement Project (C2407) $115,000.00 $115,000.00 $115,000.00 $0.00 $0.00 $0.00 $0.00 $115,000.00$115,000.00 $0.00 $0.00 $0.00 $0.00 $115,000.00 $0.00
Project Subtotal
Annual Installment Totals
24203801
LMD No. 42 (Cantabria &
Coronado) $0.00
$115,000.00
Project Subtotal
Annual Installment Totals
24103801 LMD No. 41 (Pacific Cove)
$0.00
Project Subtotal
Annual Installment Totals
23913801 LMD No. 39 (DR Horton) $0.00
$0.00
Project Subtotal
Annual Installment Totals
23903801
LMD No. 39 (Promesa &
Sueno)
23703801
LMD No. 37 (Pacific
Breeze) $63,000.00
Project Subtotal
Annual Installment Totals
23803801
LMD No. 38 (Aldea Del
Mar) $0.00
Project Subtotal
Annual Installment Totals
24003801 LMD No. 40 (Cantada)
Project Subtotal
Annual Installment Totals
24303801 LMD No. 43 (Greenbelt)
Project Subtotal
Annual Installment Totals
243
Account
Code District Project Name Annual Installments FY 25/26 Project Total FY 26/27 Project Total FY 27/28 Project Total FY 28/29 Project Total FY 29/30 Project Total 5‐Year Estimated Total Expense Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, lights, mailboxes, playground) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, monument signs, lights, mailboxes) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationSidewalk Installation $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, monument signs, lights, playground) $38,750.00 $155,000.00 $0.00 $0.00 $155,000.00 $0.00 $0.00 $155,000.00
$38,750.00 $38,750.00 $38,750.00 $0.00 $0.00 $116,250.00 Irrigation InstallationLandscape Installation $3,000.00 $15,000.00Amenities Installation (sidewalks, fencing, mailboxes, lights) $6,000.00 $30,000.00 $0.00 $0.00 $0.00 $45,000.00 $0.00 $45,000.00
$9,000.00 $9,000.00 $9,000.00 $9,000.00 $0.00 $36,000.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, mailboxes, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing) $5,000.00 $15,000.00 $0.00 $15,000.00 $0.00 $0.00 $0.00 $15,000.00
$5,000.00 $5,000.00 $0.00 $0.00 $0.00 $10,000.00
$0.00
Project Subtotal
Annual Installment Totals
25403801
LMD No. 54
(Meadowcrest Villas) $15,000.00
Annual Installment Totals
Project Subtotal
$0.00
Project Subtotal
Annual Installment Totals
25103801 LMD No. 51 (Pfeiler) $155,000.00
$45,000.00
Project Subtotal
Annual Installment Totals
Project Subtotal
Annual Installment Totals
25203801 LMD No. 52 (Wingfield)
24603801 LMD No. 46 (Daily Ranch) $0.00
Project Subtotal
Annual Installment Totals
24703801
LMD No. 47 (Sycamore
Place) $0.00
$0.00
Project Subtotal
Annual Installment Totals
24903801
LMD No. 49 (Cameron
Ranch)
Project Subtotal
Annual Installment Totals
25003801
LMD No. 50 (Pleasant
Valley Senior Housing)
25303801 LMD No. 53 (Huff Court)
244
Account
Code District Project Name Annual Installments FY 25/26 Project Total FY 26/27 Project Total FY 27/28 Project Total FY 28/29 Project Total FY 29/30 Project Total 5‐Year Estimated Total Expense Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, fencing, mailboxes, lights) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape InstallationAmenities Installation (sidewalks, lights, fencing) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Irrigation InstallationLandscape Installation $754.00
Amenities Installation (sidewalks, lights, fencing, trash containers, arbors) $0.00 $754.00 $0.00 $0.00 $0.00 $754.00
Annual Installment Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Project Subtotal
Annual Installment Totals
25803801 LMD No. 58 (Westwind) $0.00
Project Subtotal
Annual Installment Totals
26003801 LMD No. 60 (Artisan) $754.00
25503801
LMD No. 55 (Wingfield
West)
Project Subtotal
245
Account Code District
Project
Installment
Collection
Balance as of
6/30/2025
Plus
Project
Installments
Collected in FY
2025/26
Less
Project
Installments
Released in FY
2025/26
Cumulative
Project
Installment
Collection
Balance as of
6/30/2026
Projected
Operating
Reserve
Target
Balance as of
6/30/2026
20303801 LMD No. 3 (River Ridge) $2,333 $0 $2,333 $0 $42,385 21003801 LMD No. 10 (Country Club Estates) 333 0 333 (0) 13,838 21103801 LMD No. 11 (St. Tropez) 0 0 0 0 531
21203801 LMD No. 12 (Standard Pacific) 666 0 666 0 15,174 21303801 LMD No. 13 (Le Village) 3,022 0 833 2,189 13,682 21403801 LMD No. 14 (California Cove) 2,333 0 2,333 0 28,872 21603801 LMD No. 16 (California Lighthouse) 0 0 0 0 8,490 22303801 LMD No. 23 (Greystone) 682 0 682 (0) 1,215
22403801 LMD No. 24 (Vineyards) 3,667 0 3,667 (0) 15,018 22503801 LMD No. 25 (The Pointe) 0 0 0 0 8,031
22703801 LMD No. 27 (Rose Island) 1,667 5,000 1,667 5,000 16,208 22803801 LMD No. 28 (Harborside) 5,000 0 5,000 0 44,040 23003801 LMD No. 30 (Haas Automation) 3,333 0 3,333 0 34,959 23103801 LMD No. 31 (Rancho De La Rosa) 0 0 0 0 23,137
23203801 LMD No. 32 (Oak Park) 2,667 0 2,667 (0) 19,029 23303801 LMD No. 33 (El Paseo) 6,667 0 6,667 (0) 45,517 23403801 LMD No. 34 (Sunrise Pointe & Sunset Cove) 11,667 0 11,667 (0) 48,422 23603801 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 17,500 0 17,500 0 122,016 23703801 LMD No. 37 (Pacific Breeze) 6,333 51,500 46,333 11,500 29,116 23803801 LMD No. 38 (Aldea Del Mar) 8,750 0 8,750 0 59,136 23903801 LMD No. 39 (Promesa & Sueno) 8,333 0 8,333 0 112,050 23913801 LMD No. 39 (DR Horton) 3,333 0 3,333 0 38,013
24003801 LMD No. 40 (Cantada) 5,000 0 5,000 (0) 39,773
24103801 LMD No. 41 (Pacific Cove) 5,000 0 5,000 0 22,021 24203801 LMD No. 42 (Cantabria & Coronado) 13,333 0 13,333 0 119,382 24303801 LMD No. 43 (Greenbelt) 18,430 115,000 133,430 (0) 15,108 24603801 LMD No. 46 (Daily Ranch) 11,334 0 11,334 (0) 107,532 24703801 LMD No. 47 (Sycamore Place) 8,334 0 8,334 (0) 36,337 24903801 LMD No. 49 (Cameron Ranch) 0 0 0 0 0
25003801 LMD No. 50 (Pleasant Valley Senior Housing) 0 0 0 0 23,733 25103801 LMD No. 51 (Pfeiler) 47,500 38,750 8,750 77,500 82,123 25203801 LMD No. 52 (Wingfield) 17,333 9,000 8,333 18,000 59,859 25303801 LMD No. 53 (Huff Court) 1,000 0 1,000 0 1,013
25403801 LMD No. 54 (Meadowcrest Villas) 7,081 5,000 1,000 11,081 19,205 25503801 LMD No. 55 (Wingfield West) 5,000 0 5,000 (0) 24,140 25803801 LMD No. 58 (Westwind) 2,667 0 2,667 (0) 35,925 26003801 LMD No. 60 (Artisan) 2,420 0 1,666 754 24,495
TOTALS: (1) $232,718 $224,250 $330,944 $126,024 $1,349,526 (1) Totals may not sum due to rounding.

Table 6.3.1
Project Collection Installment Balances
246
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 24

6.4 Operating Reserve Target
As authorized by Section 22569(a) of the 1972 Act, the City seeks to have each District maintain an operating reserve that does not exceed the estimated costs of maintenance and servicing to December 10 of the fiscal year, or whenever the city expects to receive its apportionment of special assessments from the county, whichever is later. Reserves were generally calculated as 47.4% of the expenses for FY 2025/26 (including scheduled FY 2025/26 Projects as shown on table 6.2).

The operating reserves necessary to fund costs expected to be incurred during the first portion of FY 2025/26 are as follows:

District
Operating
Reserve Target
LMD No. 3 (River Ridge) $42,388.93
LMD No. 10 (Country Club Estates) 13,837.41
LMD No. 11 (St. Tropez) 5,381.70
LMD No. 12 (Standard Pacific) 15,175.33
LMD No. 13 (Le Village) 13,682.90
LMD No. 14 (California Cove) 30,465.70
LMD No. 16 (California Lighthouse) 16,434.25
LMD No. 23 (Greystone) 9,594.19
LMD No. 24 (Vineyards) 18,893.91
LMD No. 25 (The Pointe) 19,696.78
LMD No. 27 (Rose Island) 16,208.26
LMD No. 28 (Harborside) 44,042.28
LMD No. 30 (Haas Automation) 34,959.86
LMD No. 31 (Rancho De La Rosa) 71,858.50
LMD No. 32 (Oak Park) 19,029.22
LMD No. 33 (El Paseo) 47,202.40
LMD No. 34 (Sunrise Pointe & Sunset Cove) 52,515.51
LMD No. 36 (Villa Santa Cruz & Villa Carmel) 122,018.49 LMD No. 37 (Pacific Breeze) 29,117.74
LMD No. 38 (Aldea Del Mar) 59,135.93
LMD No. 39 (Promesa/Sueno) 112,050.41
LMD No. 39 (DR Horton) 38,013.69
LMD No. 40 (Cantada) 39,773.03
LMD No. 41 (Pacific Cove) 22,022.05
LMD No. 42 (Cantabria & Coronado) 119,383.14
LMD No. 43 (Greenbelt) 67,969.99
LMD No. 46 (Daily Ranch) 107,534.69
LMD No. 47 (Sycamore Place) 36,337.28
LMD No. 49 (Cameron Ranch) 9,504.02
LMD No. 50 (Pleasant Valley Senior Housing) 23,733.56
LMD No. 51 (Pfeiler) 82,122.45
LMD No. 52 (Wingfield) 59,860.79
LMD No. 53 (Huff Court) 4,951.01
247
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 25 District
Operating
Reserve Target
LMD No. 54 (Meadowcrest Villas) $19,204.91
LMD No. 55 (Wingfield West) 24,139.25
LMD No. 58 (Westwind) 35,925.68
LMD No. 60 (Artisan) 24,495.57

6.5 City Contributions & Other Income
The funding from other sources available to defray the costs of work are shown in the following table:
248
Account
Code District Name
General
Benefit %
General Fund
Contribution
for General
Benefit
General Fund
Contribution
for Utility
Overage
Interest
Income
Total Other
Revenues
20303801 LMD No. 3 (River Ridge) 2.00% $1,752.15 $0.00 $4,341.00 $6,093.15 21003801 LMD No. 10 (Country Club Estates) 2.00% 547.44 0.00 928.00 1,475.44 21103801 LMD No. 11 (St. Tropez) 16.18% 1,542.82 0.00 (20.00) 1,522.82 21203801 LMD No. 12 (Standard Pacific) 2.00% 603.89 0.00 1,145.00 1,748.89 21303801 LMD No. 13 (Le Village) 11.52% 3,116.15 0.00 957.00 4,073.15 21403801 LMD No. 14 (California Cove) 7.74% 4,831.96 0.00 1,507.00 6,338.96 21603801 LMD No. 16 (California Lighthouse) 28.28% 9,289.61 0.00 931.00 10,220.61 22303801 LMD No. 23 (Greystone) 28.68% 5,282.72 0.00 300.00 5,582.72 22403801 LMD No. 24 (Vineyards) 18.06% 6,869.06 0.00 935.00 7,804.06 22503801 LMD No. 25 (The Pointe) 2.00% 794.67 0.00 1,017.00 1,811.67 22703801 LMD No. 27 (Rose Island) 43.40% 14,048.90 0.00 1,031.00 15,079.90 22803801 LMD No. 28 (Harborside) 2.00% 1,821.91 0.00 3,633.00 5,454.91 23003801 LMD No. 30 (Haas Automation) 2.00% 1,438.68 0.00 3,237.00 4,675.68 23103801 LMD No. 31 (Rancho De La Rosa) 3.88% 5,814.43 0.00 1,610.00 7,424.43 23203801 LMD No. 32 (Oak Park) 5.74% 2,199.87 0.00 2,113.00 4,312.87 23303801 LMD No. 33 (El Paseo) 2.00% 1,955.25 0.00 2,143.00 4,098.25 23403801 LMD No. 34 (Sunrise Pointe & Sunset Cove) 2.00% 2,179.43 4,099.00 3,168.00 9,446.43 23603801 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 12.23% 31,267.81 16,368.00 4,072.00 51,707.81 23703801 LMD No. 37 (Pacific Breeze) 28.76% 30,084.13 0.00 5,256.00 35,340.13 23803801 LMD No. 38 (Aldea Del Mar) 2.00% 2,458.77 1,902.00 3,090.00 7,450.77 23903801 LMD No. 39 (Promesa & Sueno) 3.54% 8,303.87 37,921.00 6,062.00 52,286.87 23913801 LMD No. 39 (DR Horton) 3.54% 2,774.54 9,616.00 1,667.00 14,057.54 24003801 LMD No. 40 (Cantada) 2.00% 1,641.77 0.00 5,259.00 6,900.77 24103801 LMD No. 41 (Pacific Cove) 2.00% 892.79 0.00 2,062.00 2,954.79 24203801 LMD No. 42 (Cantabria & Coronado) 6.72% 16,803.21 9,513.00 11,116.00 37,432.21 24303801 LMD No. 43 (Greenbelt) 2.00% 5,500.12 0.00 8,339.00 13,839.12 24603801 LMD No. 46 (Daily Ranch) 3.54% 7,966.62 7,108.00 6,894.00 21,968.62 24703801 LMD No. 47 (Sycamore Place) 2.00% 1,496.80 0.00 4,317.00 5,813.80 24903801 LMD No. 49 (Cameron Ranch) 2.00% 364.60 0.00 (2,158.00) (1,793.40) 25003801 LMD No. 50 (Pleasant Valley Senior Housing) 44.84% 21,635.32 0.00 1,181.00 22,816.32 25103801 LMD No. 51 (Pfeiler) 5.43% 9,314.55 14,891.00 10,466.00 34,671.55 25203801 LMD No. 52 (Wingfield) 2.00% 2,489.36 0.00 9,142.00 11,631.36 25303801 LMD No. 53 (Huff Court) 2.00% 172.49 0.00 299.00 471.49 25403801 LMD No. 54 (Meadowcrest Villas) 50.70% 19,618.83 0.00 2,675.00 22,293.83 25503801 LMD No. 55 (Wingfield West) 2.00% 982.12 0.00 1,560.00 2,542.12 25803801 LMD No. 58 (Westwind) 14.53% 10,746.35 0.00 5,001.00 15,747.35 26003801 LMD No. 60 (Artisan) 2.00% 997.15 0.00 1,175.00 2,172.15 TOTALS: $239,600.14 $101,418.00 $116,451.00 $457,469.14 Table 6.5
City Contributions & Other Income
249
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 26

6.5.1 CITY CONTRIBUTIONS AND OTHER INCOME DESCRIPTIONS
The City Contributions and Other Income categories shown in table 6.5 are described as follows:

General Fund Contribution for General Benefit: The “Total General Benefit” percentage in table 5.3, multiplied by the total costs estimated for the District (as shown in table 6.1) paid by the General Fund for the General Benefit of the District’s improvements.

General Fund Contribution for Utility Overage: The amount contributed by the General Fund to offset overages in annual utility cost increases over 5% per year from the original budget. The 5% increase cap is only applicable to Districts with specific utility inflation cap language outlined in the formation Engineer’s Reports.

Interest Income: Amounts earned as interest on existing fund balances during the prior fiscal year.

6.6 Improvement Fund Surplus/Deficit
The following table shows the anticipated surplus or deficit anticipated to exist within each District on June 30, 2025 before meeting the FY 2025/26 Operating Reserve Target and Project Installment Collection Balance from FY 2024/25:

District Surplus/Deficit (1)
LMD No. 3 (River Ridge) $81,913
LMD No. 10 (Country Club Estates) 27,890
LMD No. 11 (St. Tropez) 1,551
LMD No. 12 (Standard Pacific) 28,144
LMD No. 13 (Le Village) 26,427
LMD No. 14 (California Cove) 48,293
LMD No. 16 (California Lighthouse) 11,568
LMD No. 23 (Greystone) 8,464
LMD No. 24 (Vineyards) 26,953
LMD No. 25 (The Pointe) 22,154
LMD No. 27 (Rose Island) 19,852
LMD No. 28 (Harborside) 69,810
LMD No. 30 (Haas Automation) 70,942
LMD No. 31 (Rancho De La Rosa) 59,990
LMD No. 32 (Oak Park) 34,829
LMD No. 33 (El Paseo) 60,759
LMD No. 34 (Sunrise Pointe & Sunset Cove) 66,478
LMD No. 36 (Villa Santa Cruz & Villa Carmel) 160,557
LMD No. 37 (Pacific Breeze) 109,653
LMD No. 38 (Aldea Del Mar) 80,670
LMD No. 39 (Promesa/Sueno) 183,991
LMD No. 39 (DR Horton) 54,334
LMD No. 40 (Cantada) 85,471
LMD No. 41 (Pacific Cove) 34,910
LMD No. 42 (Cantabria & Coronado) 210,552
LMD No. 43 (Greenbelt) 140,818
250
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 27 District Surplus/Deficit
LMD No. 46 (Daily Ranch) $99,204
LMD No. 47 (Sycamore Place) 79,288
LMD No. 49 (Cameron Ranch) (58,163)
LMD No. 50 (Pleasant Valley Senior Housing) 43,617
LMD No. 51 (Pfeiler) 212,220
LMD No. 52 (Wingfield) 171,842
LMD No. 53 (Huff Court) 4,647
LMD No. 54 (Meadowcrest Villas) 78,049
LMD No. 55 (Wingfield West) 36,314
LMD No. 58 (Westwind) 90,453
LMD No. 60 (Artisan) 37,392
(1) Projected June 30, 2025 Fund balances include LMD to LMD transfers and General Fund to LMD transfers that occurred in FY 2024/25 resulting from audited prior year invoicing reconciliations. The detailed breakdown can be referenced in the Council Meeting Agenda from April 2025.

6.7 Net Assessment Amount
The net revenues to be raised in order to fully fund the FY 2025/26 improvements and services (including Operating Reserve Targets as shown in table 6.2) are shown in the following table:
251
District
Total
Expenses
Plus
Operating
Reserve Target
Plus
Future-Year
Project
Installment
Collection
Less
Contributions
from General
Fund
Less
Interest
Income
Less
Released Prior
Year
Installment
Collections
Less
Surplus Credit
Net
Assessment
Requirement
Net
Assessment (3)
Remaining
Deficit/Surplus
LMD No. 3 (River Ridge) $87,607.36 $42,388.93 $0.00 $1,752.15 $4,341.00 $2,333.00 $79,579.67 $41,990.47 $41,986.92 ($3.55) LMD No. 10 (Country Club Estates) 27,372.08 13,837.41 0.00 547.44 928.00 333.00 27,557.58 11,843.47 11,843.73 0.26 LMD No. 11 (St. Tropez) 9,533.03 5,381.70 0.00 1,542.82 (20.00) 0.00 1,551.05 11,840.85 6,990.26 (4,850.59) LMD No. 12 (Standard Pacific) 30,194.70 15,175.33 0.00 603.89 1,145.00 666.00 27,478.21 15,476.93 15,475.95 (0.98) LMD No. 13 (Le Village) 27,046.11 13,682.90 0.00 3,116.15 957.00 833.00 23,404.51 12,418.34 12,417.60 (0.74) LMD No. 14 (California Cove) 62,452.87 30,465.70 0.00 4,831.96 1,507.00 2,333.00 45,959.84 38,286.77 36,692.96 (1,593.81) LMD No. 16 (California Lighthouse) 32,850.65 16,434.25 0.00 9,289.61 931.00 0.00 11,568.05 27,496.24 19,551.70 (7,944.54) LMD No. 23 (Greystone) 18,420.14 9,594.19 0.00 5,282.72 300.00 682.00 7,782.39 13,967.22 5,587.60 (8,379.62) LMD No. 24 (Vineyards) 38,039.80 18,893.91 0.00 6,869.06 935.00 3,667.00 23,286.71 22,175.93 18,300.00 (3,875.93) LMD No. 25 (The Pointe) 39,733.62 19,696.78 0.00 794.67 1,017.00 0.00 22,153.68 35,465.04 23,798.88 (11,666.16) LMD No. 27 (Rose Island) 32,373.87 16,208.26 5,000.00 14,048.90 1,031.00 1,667.00 18,185.62 18,649.61 18,649.50 (0.11) LMD No. 28 (Harborside) 91,095.44 44,042.28 0.00 1,821.91 3,633.00 5,000.00 64,809.85 59,872.96 59,870.75 (2.21) LMD No. 30 (Haas Automation) 71,934.21 34,959.86 0.00 1,438.68 3,237.00 3,333.00 67,608.59 31,276.80 31,276.40 (0.40) LMD No. 31 (Rancho De La Rosa) 149,779.45 71,858.50 0.00 5,814.43 1,610.00 0.00 59,989.89 154,223.63 105,502.40 (48,721.23) LMD No. 32 (Oak Park) 38,325.27 19,029.22 0.00 2,199.87 2,113.00 2,667.00 32,162.52 18,212.09 18,212.31 0.22 LMD No. 33 (El Paseo) 97,762.37 47,202.40 0.00 1,955.25 2,143.00 6,667.00 54,091.95 80,107.58 78,422.50 (1,685.08) LMD No. 34 (Sunrise Pointe & Sunset Cove) 108,971.47 52,515.51 0.00 6,278.43 3,168.00 11,667.00 54,810.99 85,562.56 81,468.66 (4,093.90) LMD No. 36 (Villa Santa Cruz & Villa Carmel) 255,602.20 122,018.49 0.00 47,635.81 4,072.00 17,500.00 143,057.49 165,355.39 165,353.10 (2.29) LMD No. 37 (Pacific Breeze) 104,609.07 29,117.74 6,500.00 30,084.13 5,256.00 1,333.00 103,319.19 234.50 233.24 (1.26) LMD No. 38 (Aldea Del Mar) 122,938.59 59,135.93 0.00 4,360.77 3,090.00 8,750.00 71,920.01 93,953.74 93,953.58 (0.16) LMD No. 39 (Promesa & Sueno) 234,572.50 112,050.41 0.00 46,224.87 6,062.00 8,333.00 175,658.21 110,344.83 110,344.55 (0.28) LMD No. 39 (DR Horton) 78,376.90 38,013.69 0.00 12,390.54 1,667.00 3,333.00 51,000.31 47,999.74 47,999.25 (0.49) LMD No. 40 (Cantada) 82,088.59 39,773.03 0.00 1,641.77 5,259.00 5,000.00 80,471.91 29,488.94 29,488.48 (0.46) LMD No. 41 (Pacific Cove) 44,639.26 22,022.05 0.00 892.79 2,062.00 5,000.00 29,910.06 28,796.46 28,795.20 (1.26) LMD No. 42 (Cantabria & Coronado) 250,042.40 119,383.14 0.00 26,316.21 11,116.00 13,333.00 197,218.89 121,441.44 121,440.65 (0.79) LMD No. 43 (Greenbelt) 275,005.84 67,969.99 0.00 5,500.12 8,339.00 18,430.00 122,388.72 188,317.99 135,456.00 (52,861.99) LMD No. 46 (Daily Ranch) 225,045.68 107,534.69 0.00 15,074.62 6,894.00 11,334.00 87,870.34 211,407.41 211,405.18 (2.23) LMD No. 47 (Sycamore Place) 74,840.16 36,337.28 0.00 1,496.80 4,317.00 8,334.00 70,954.84 26,074.79 26,075.01 0.22 LMD No. 49 (Cameron Ranch) (1) 18,229.90 9,504.02 0.00 364.60 (2,158.00) 0.00 (58,163.47) 88,421.43 23,385.25 (9,504.02) LMD No. 50 (Pleasant Valley Senior Housing) 48,250.05 23,733.56 0.00 21,635.32 1,181.00 0.00 43,616.98 5,550.31 5,550.00 (0.31) LMD No. 51 (Pfeiler) 171,433.36 82,122.45 38,750.00 24,205.55 10,466.00 8,750.00 164,720.57 84,163.69 84,163.89 0.20 LMD No. 52 (Wingfield) 124,467.82 59,860.79 9,000.00 2,489.36 9,142.00 8,333.00 154,508.73 18,855.51 18,853.26 (2.25) LMD No. 53 (Huff Court) 8,624.40 4,951.01 0.00 172.49 299.00 1,000.00 3,647.32 8,456.59 4,518.56 (3,938.03) LMD No. 54 (Meadowcrest Villas) (2) 38,695.92 19,204.91 5,000.00 19,618.83 2,675.00 0.00 71,967.93 (31,360.93) 25.00 0.00 LMD No. 55 (Wingfield West) 49,105.92 24,139.25 0.00 982.12 1,560.00 5,000.00 31,314.65 34,388.40 34,388.75 0.35 LMD No. 58 (Westwind) 73,971.81 35,925.68 0.00 10,746.35 5,001.00 2,667.00 87,786.74 3,696.40 3,695.64 (0.76) LMD No. 60 (Artisan) 49,857.65 24,495.57 0.00 997.15 1,175.00 1,666.00 34,971.84 35,543.22 35,542.54 (0.68) TOTALS: $3,293,890.42 $1,508,660.81 $64,250.00 $341,018.14 $116,451.00 $169,944.00 $2,290,122.38 $1,949,996.36 $1,766,715.25 ($159,134.88) Net Assessment Amount
Table 6.7
(1) The General Fund will transfer a one-time credit to the fund balance deficit of LMD 49 (Cameron Ranch) that will bring the district to a zero fund balance. The remaining negative balance shown is due to the Operating Reserve Target, but does not indicate a negative overall fund balance. The transfer will eliminate the deficit and correct the district's annual negative interest income expense. The transfer amount is approximately $54,802 and is included in the City's budget for FY 2025/26.
(2) The Net Assessment Requirement amount and the Net Assessment Amount for LMD 54 (Meadowcrest Villas) will be refunded to property owners in FY 2025/26 by refund check. The Net Assessment Amount will be placed on the tax roll to ensure the assessment is not dropped from the roll. (3) Excludes even-cent installment rounding for placement on the Ventura County Tax Roll. 252
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 28

6.7.1 NET ASSESSMENT AMOUNT DESCRIPTIONS
The Net Assessment Amount categories shown in Table 6.7 are described as follows:

Total Expenses: The total estimated costs for FY 2025/26 as shown in Table 6.1.

Operating Reserve Target: Operating reserves necessary to fund costs expected to be incurred during the first portion of FY 2025/26 as shown in Table 6.4.

Future-Year Project Installment Collection: Installments due as shown in Table 6.3.

Contributions from General Fund: Contributions from the General Fund as shown in Table 6.5.

Interest Income: Anticipated interest as shown in Table 6.5.

Released Prior Year Installment Collections: Represents funds collected and held for future year projects in the 2024/25 Engineer’s Report that are being released to the District. The release of the funds is due to project delivery/expense, project cancellation and/or reevaluation of funding capacity.

Surplus Credit: The surplus available on June 30, 2025, as shown in Table 6.6.

Net Assessment Requirement: The total amount that would need to be assessed in order to fully fund all costs and the Operating Reserves. This equals Total Expenses plus Operating Reserve Target plus Installments Due less General Fund Contribution less Interest Income less Surplus Credit.

Net Assessment: The amount that will actually be assessed in FY 2025/26. For most Districts, this is the same as (or, aside from rounding, essentially the same as) the Net Assessment Requirement. In some instances, it is lower, generally because the rate necessary to raise the Net Assessment Requirement would exceed the maximum allowable rate.

Remaining Deficit/Surplus: A negative number in this column represents the amount by which the Net Assessment Requirement exceeds the Net Assessment. This means that the assessment levied will not be sufficient to fully fund the desirable Operating Reserve. However, the assessment will be sufficient to fund all expected expenses for FY 2025/26 and to fund installments due. 253
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 29

7. METHOD OF ASSESSMENT
Each of the parcels within the Districts are deemed to receive special benefit from the improvements. Each parcel that has a special benefit conferred upon it as a result of the maintenance and operation of improvements are identified and the proportionate special benefit derived by each identified parcel is determined in relationship to the entire costs of the maintenance, operation and servicing of the improvements.

The method of assessment is based upon a formula that assigns the special benefits to each parcel, adjusted by parcel specific characteristics (i.e. units, lot size (acreage)). Generally, two methods of assessment have been used for the Districts. Within each District, benefits are assigned per parcel or per acre. The summaries of these formulas for each District are provided below.

Districts whose formula is set by dividing the net assessable amount by the number of assessable lots or parcels within the District are:

District District
LMD No. 3 (River Ridge) LMD No. 38 (Aldea Del Mar)
LMD No. 10 (Country Club Estates) LMD No. 39 (Promesa/Sueno & DR Horton/Seawinds)
LMD No. 11 (St. Tropez) LMD No. 40 (Cantada)
LMD No. 12 (Standard Pacific) LMD No. 41 (Pacific Cove) LMD No. 13 (Le Village) LMD No. 42 (Cantabria & Coronado) LMD No. 14 (California Cove) LMD No. 43 (Greenbelt) Area 2- Solana II LMD No. 16 (California Lighthouse) LMD No. 43 (Greenbelt) Area 4- Mayfield LMD No. 23 (Greystone) LMD No. 46 (Daily Ranch)
LMD No. 24 (Vineyards) LMD No. 47 (Sycamore Place)
LMD No. 25 (The Pointe) LMD No. 49 (Cameron Ranch)
LMD No. 27 (Rose Island) LMD No. 50 (Pleasant Valley Senior Housing) LMD No. 28 (Harborside) LMD No. 51 (Pfeiler)
LMD No. 31 (Rancho De La Rosa) LMD No. 52 (Wingfield)
LMD No. 32 (Oak Park) LMD No. 53 (Huff Court)
LMD No. 33 (El Paseo) LMD No. 54 (Meadowcrest Villas)
LMD No. 34 (Sunrise Pointe & Sunset Cove) LMD No. 55 (Wingfield West) LMD No. 36 (Villa Santa Cruz & Villa Carmel) LMD No. 58 (Westwind) LMD No. 37 (Pacific Breeze)
Districts whose formula is set by dividing the net assessable amount by the acres per assessable lot or parcel within the District are:

District District
LMD No. 30 (Haas Automation) LMD No. 43 (Greenbelt) Area 3- Tierra Vista LMD No. 43 (Greenbelt) Area 1- Parc Rose LMD No. 60 (Artisan) 254
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 30

7.1 Calculation of Maximum Assessment Rate
The following lists the cost of living inflation factors for the applicable Districts (as approved at formation of the District) that are applied to the maximum assessment rates. In January 2018, the Bureau of Labor Statistics updated their geographic areas for computing Consumer Price Index. The City declared its intention to use the Los Angeles-Long Beach-Anaheim CPI via Resolution No. 15,126.

District
FY 2024/25
Maximum
Allowed
Rate
Inflator as of
Month (1)
Applied
Inflator for
FY 2025/26
FY 2025/26
Maximum
Allowed
Rate
LMD No. 3 (River Ridge) $162.86 None N/A $162.86
LMD No. 10 (Country Club Estates) 157.36 None N/A 157.36 LMD No. 11 (St. Tropez) 84.22 None N/A 84.22
LMD No. 12 (Standard Pacific) 87.82 None N/A 87.82
LMD No. 13 (Le Village) 112.78 None N/A 112.78
LMD No. 14 (California Cove) 173.08 None N/A 173.08
LMD No. 16 (California Lighthouse) 73.78 None N/A 73.78 LMD No. 23 (Greystone) 91.60 None N/A 91.60
LMD No. 24 (Vineyards) 183.00 None N/A 183.00
LMD No. 25 (The Pointe) 110.18 None N/A 110.18
LMD No. 27 (Rose Island) 484.67 February 3.109% 499.74
LMD No. 28 (Harborside) 313.94 February 3.109% 323.70
LMD No. 30 (Haas Automation) 727.40 February 3.109% 750.02 LMD No. 31 (Rancho De La Rosa) 439.15 February 3.109% 452.80 LMD No. 32 (Oak Park) 1,161.97 September 2.812% 1,194.64 LMD No. 33 (El Paseo) 397.33 May 3.882% 412.75
LMD No. 34 (Sunrise Pointe & Sunset Cove) 287.27 May 3.882% 298.42 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 574.02 August 2.873% 590.51 LMD No. 37 (Pacific Breeze) 354.93 August 2.873% 365.13 LMD No. 38 (Aldea Del Mar) 469.67 August 2.873% 483.16
LMD No. 39 (Promesa/Sueno) 1,210.39 November 3.209% 1,249.24 LMD No. 39 (DR Horton) 1,147.18 November 3.209% 1,183.99 LMD No. 40 (Cantada) 863.00 August 2.873% 887.79
LMD No. 41 (Pacific Cove) 737.00 August 2.873% 758.17
LMD No. 42 (Cantabria & Coronado) 1,106.41 December 3.340% 1,143.37 LMD No. 43 (Greenbelt)(2) – Zone 1 (Parc Rose) 1,747.02 August 2.873% 1,797.21 LMD No. 43 (Greenbelt) – Zone 2 (Solana II) 401.69 August 2.873% 413.23 LMD No. 43 (Greenbelt)(2) – Zone 3 (Tierra Vista) 1,683.78 August 2.873% 1,732.15 LMD No. 43 (Greenbelt) – Zone 4 (Mayfield) 320.70 August 2.873% 329.92 LMD No. 46 (Daily Ranch) – Area A 966.93 March 3.017% 996.11 LMD No. 46 (Daily Ranch) – Area B 935.48 March 3.017% 963.71 LMD No. 46 (Daily Ranch) – Area C 835.46 March 3.017% 860.67 LMD No. 47 (Sycamore Place) 739.49 December 3.340% 764.19 LMD No. 49 (Cameron Ranch) 646.63 January 3.327% 668.15 LMD No. 50 (Pleasant Valley Senior Housing) 476.54 January 3.327% 492.39 LMD No. 51 (Pfeiler) 751.11 December 3.340% 776.20
255
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 31 District
FY 2024/25
Maximum
Allowed
Rate
Inflator as of
Month (1)
Applied
Inflator for
FY 2025/26
FY 2025/26
Maximum
Allowed
Rate
LMD No. 52 (Wingfield) $459.21 October 2.988% $472.93
LMD No. 53 (Huff Court) 546.57 December 3.340% 564.82
LMD No. 54 (Meadowcrest Villas) 537.43 October 2.988% 553.49 LMD No. 55 (Wingfield West) 876.55 October 2.988% 902.74 LMD No. 58 (Westwind) 544.97 December 3.340% 563.17
LMD No. 60 (Artisan) (3) 72,409.57 November 2.768% 74,413.63 (1) The inflator is the Consumer Price Index – All Urban Consumers (CPI) for the Los Angeles-Long Beach-Anaheim CA region compared year over year as of the month listed in the table and beginning with the year listed in the original Engineer’s Report. For years where the CPI is less than zero the inflation factor is zero. (2) LMD No. 43 (Greenbelt) FY 2025/26 Maximum Rates are per acre for Zone 1- Parc Rose and Zone 3- Tierra Vista.
(3) Per the original Engineer’s Report for LMD No. 60, the inflator was established from the 2008 CPI which was two years behind, not the most recent prior year comparison. Therefore, the annual inflator is the change between the November 2022 and November 2023 change, rather than November 2023 and November 2024 change.

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8. ASSESSMENT DIAGRAMS
Assessment Diagrams are set forth below. The lines and dimensions of each lot or parcel within the Districts are those lines and dimensions shown on the maps of the County Assessor of the County of Ventura, at the time this report was prepared, and are incorporated by reference herein and made part of this Engineer’s Report.
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9. ASSESSMENT ROLL
The proposed Assessment Roll for Fiscal Year 2025/26 is listed on the following pages. The following table summarizes the proposed Fiscal Year 2025/26 assessments for the Districts.

District
FY 2025/26
Maximum
Allowed Rate
FY 2025/26
Levy Amount (3)
FY 2025/26
Proposed Rate (3)
LMD No. 3 (River Ridge) $162.86 $41,981.76 $81.37
LMD No. 10 (Country Club Estates) 157.36 11,842.20 77.41 LMD No. 11 (St. Tropez) 84.22 6,990.26 84.22
LMD No. 12 (Standard Pacific) 87.82 15,473.40 60.69
LMD No. 13 (Le Village) 112.78 12,416.00 77.61
LMD No. 14 (California Cove) 173.08 36,692.96 173.08
LMD No. 16 (California Lighthouse) 73.78 19,551.70 73.78 LMD No. 23 (Greystone) 91.60 5,587.60 91.60
LMD No. 24 (Vineyards) 183.00 18,300.00 183.00
LMD No. 25 (The Pointe) 110.18 23,798.88 110.18
LMD No. 27 (Rose Island) 499.74 18,649.00 372.99
LMD No. 28 (Harborside) 323.70 59,867.20 168.65
LMD No. 30 (Haas Automation) 750.02 31,276.30 369.61
LMD No. 31 (Rancho De La Rosa) 452.80 105,502.40 452.80 LMD No. 32 (Oak Park) 1,194.64 18,212.04 674.53
LMD No. 33 (El Paseo) 412.75 78,420.60 412.75
LMD No. 34 (Sunrise Pointe & Sunset Cove) 298.42 81,468.66 298.42 LMD No. 36 (Villa Santa Cruz & Villa Carmel) 590.51 165,349.80 501.07 LMD No. 37 (Pacific Breeze) 365.13 233.24 1.96
LMD No. 38 (Aldea Del Mar) 483.16 93,950.64 319.57
LMD No. 39 (Promesa/Sueno) 1,249.24 110,342.76 616.45
LMD No. 39 (DR Horton/Seawinds) 1,183.99 47,998.60 738.45 LMD No. 40 (Cantada) 887.79 29,488.48 260.96
LMD No. 41 (Pacific Cove) 758.17 28,795.20 239.96
LMD No. 42 (Cantabria & Coronado) 1,143.37 121,438.68 616.45 LMD No. 43 (Greenbelt)(1) 664.01 135,456.68 Varies
LMD No. 46 (Daily Ranch)(2) 954.49 211,403.78 Varies
LMD No. 47 (Sycamore Place) 764.19 26,073.90 234.91
LMD No. 49 (Cameron Ranch) 668.15 23,384.90 668.15
LMD No. 50 (Pleasant Valley Senior Housing) 492.39 5,550.00 92.50 LMD No. 51 (Pfeiler) 776.20 84,161.70 384.31
LMD No. 52 (Wingfield) 472.93 18,853.26 94.74
LMD No. 53 (Huff Court) 564.82 4,518.56 564.82
LMD No. 54 (Meadowcrest Villas) 553.49 25.00 0.50
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FY 2025/26
Maximum
Allowed Rate
FY 2025/26
Levy Amount (3)
FY 2025/26
Proposed Rate (3)
LMD No. 55 (Wingfield West) $902.74 $34,388.34 $838.75
LMD No. 58 (Westwind) 563.17 3,694.08 23.69
LMD No. 60 (Artisan) 74,413.63 35,542.54 35,542.54
Total $1,766,681.10
(1) LMD No. 43 (Greenbelt) FY 2025/26 Maximum Rates are as follows: Zone 1- Parc Rose $1,797.21/acre, Zone 2- Solana II $413.23/unit, Zone 3- Tierra Vista $1,732.15/acre, Zone 4- Mayfield $329.92/unit. The FY 2025/26 Proposed Rates are as follows: Zone 1- Parc Rose $1,797.21/acre, Zone 2- Solana II $413.23/unit, Zone 3- Tierra Vista $1,732.15/acre, Zone 4- Mayfield $329.92/unit.
(2) LMD No. 46 (Daily Ranch) FY 2025/26 Maximum Rates are as follows: Area A- $996.11/unit, Area B- $963.71/unit, Area C- $860.67/unit. The City pays for the maintenance of the Area D improvements, which have been removed from the LMD. The FY 2025/26 Proposed Rates are as follows: Area A- $842.06/unit, Area B- $814.68/unit, Area C- $727.58/unit.
(3) The FY 2025/26 Levy Amount and Proposed Rate may differ slightly from the Assessment Roll and final applied levy amounts due to rounding per the Ventura County Tax Collector’s requirement of even-cent assessment amounts.
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10. APPENDICES
The following pages provide each appendix item previously referenced within this report. 260
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10.1 Description of Boundaries of the Districts
Listed below are the Districts, along with their respective general locations and boundaries, based on the original diagrams and as confirmed and modified by the boundary audit.

District General Location
LMD No. 3 (River Ridge)
The district generally consists of property north of W. Gonzales Road, east of N. Patterson Road, south of W. Vineyard Avenue, and west of Rhonda Street.

LMD No. 10 (Country Club Estates)
The district generally consists of property north of Carmen Way, along and east of River Ridge Road, south of W. Vineyard Avenue, and west of Ventura Road.

LMD No. 11 (St. Tropez)
The district generally consists of property along and north of Rosebud Drive, east of N. H Street, south of Violet Way, and along and west of Grapevine Drive.

LMD No. 12 (Standard Pacific)
The district generally consists of property along and north of Moraine Way, east of N. Patterson Road, south of W. Gonzales Road, and west of Joliet Place.

LMD No. 13 (Le Village)
The district generally consists of property north of W. Vineyard Avenue, east of N. Ventura Road, south of Stone Creek Drive, and along and west of Larkhaven Lane.

LMD No. 14 (California Cove)
The district generally consists of property north of Stone Creek Drive and along Upper Bay Drive, east and south of N. Ventura Road, and along and west of Honeysuckle Drive.

LMD No. 16 (California Lighthouse)
The district generally consists of property north of Ninth Street, east of S. Ventura Road, south of W. Seventh Street, and west of Kingfisher Way.

LMD No. 23 (Greystone)
The district generally consists of property along and north of Quail Run Way, east of Kentia Street, along and south of Timber Creek Trail, and west of N. H Street.

LMD No. 24 (Vineyards)
The district generally consists of property north of W. Vineyard Avenue, east of Kentia Street, south of Rosebud Drive, and west of N. H Street.

LMD No. 25 (The Pointe)
The district generally consists of property along and north of New Haven Place, east of S. Patterson Road, south of W. Fifth Street, and west of Saratoga Street.

LMD No. 27 (Rose Island)
The district generally consists of property north of Raiders Way, east of Dallas Drive, south of Channel Islands Boulevard, and west of Cota Drive.

LMD No. 28 (Harborside)
The district generally consists of property north of E. Gonzales Road, east of N. Oxnard Boulevard, along and south of Hermosa Way, and west of Indiana Drive.

LMD No. 30 (Haas Automation)
The district generally consists of property north of E. Fifth Street, east of S. Rice Avenue, south of Sturgis Road, and west of S. Del Norte Boulevard.

LMD No. 31 (Rancho De La Rosa)
The district generally consists of property north of Camino Del Sol, east of N. Juanita Avenue, south of Camino De La Luna, and west of N. Rose Avenue.
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LMD No. 32 (Oak Park)
The district generally consists of property north of E. Gonzales Road, east of Entrada Drive, south of Caliente Way, and west of Indiana Drive.

LMD No. 33 (El Paseo)
The district generally consists of property north of Camino Del Sol, east of Kohala Street, south of Jacinto Drive, and west of Paseo Ortega.

LMD No. 34 (Sunrise Pointe & Sunset
Cove)
The district generally consists of property north of Camino Del Sol, along and east of Festivo Street, south of Jacinto Drive, and west of Kohala Road and property north of Jacinto Drive, east of Kohala Road, along and east of Ocasa Place and along and west of Paseo Ortega.

LMD No. 36 (Villa Santa Cruz & Villa
Carmel)
The district generally consists of property north of Camino De La Luna and Katrina Way, east of N. Juanita Avenue, south of Cesar Chavez Drive, and west of N. Rose Avenue.

LMD No. 37 (Pacific Breeze)
The district generally consists of property along and north of Mainsail Lane, east of Rialto Street, south of West Seventh Street, and west of S. Ventura Road.

LMD No. 38 (Aldea Del Mar)
The district generally consists of property north of Martin Luther King Jr. Drive, along and east of Limonero Place and Vacquero Circle, south of E. Gonzales Road, and west of Sonata Drive.

LMD No. 39 (Promesa/Sueno & DR
Horton/Seawinds)
The district generally consists of property north of Morado Place, east of N. Oxnard Boulevard, south of Martin Luther King Jr. Drive and Ocotlan Way, and west of N. Juanita Avenue.

LMD No. 40 (Cantada)
The district generally consists of property north of Cesar Chavez Drive, east of N. Rose Avenue, south of Socorro Way, and west of Williams Drive.

LMD No. 41 (Pacific Cove)
The district generally consists of property north of E. Hueneme Road, east of Saviers Road, south of E. Clara Street, and along and west of Dunbar Drive.

LMD No. 42 (Cantabria & Coronado)
The district generally consists of property north of Cesar Chavez Drive, east of Sonata Drive and Teresa Street, south of E. Gonzales Road, and west of N. Rose Avenue.

LMD No. 43 (Greenbelt)
The district generally consists of property north of Cesar Chavez Drive, east of Williams Drive, south of Wankel Way, and west of Graves Avenue.

LMD No. 46 (Daily Ranch)
The district generally consists of property north of Camino Del Sol, east of Oxnard Boulevard, south of Morado Place, and west of Robert J. Frank Intermediate School.

LMD No. 47 (Sycamore Place)
The district generally consists of property north of E. Gonzales Road, east of Indiana Drive, south of Caliente Way, and west of Snow Avenue.

LMD No. 49 (Cameron Ranch)
The district generally consists of property north of Milagro Place, east of Gibralter Street, along and south of Ocaso Place, and west of Kohala Street.

LMD No. 50 (Pleasant Valley Senior
Housing)
The district generally consists of property north of E. Pleasant Valley Road, east of Lemon Avenue, south and west of Butler Road.
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LMD No. 51 (Pfeiler)
The district generally consists of property north of Cesar Chavez Drive, along and east of Fuente Drive, south of Martin Luther King Jr. Drive, and west of Pinata Drive.

LMD No. 52 (Wingfield)
The district generally consists of property along and north of Naples Road, along and east of Northport Lane, south of Dunkirk Drive, and west of S. Patterson Road.

LMD No. 53 (Huff Court)
The district generally consists of property north of Penny Way, east of Patricia Street, south of Firethorne Place, and west of Gina Drive.

LMD No. 54 (Meadowcrest Villas)
The district generally consists of property north of W. Robert Avenue, south and east of N. A Street, and west of N. Oxnard Boulevard.

LMD No. 55 (Wingfield West)
The district generally consists of property along and north of Dunkirk Road, east of Jolly Roger Way, south of W. Fifth Street, and west of Northport Lane.

LMD No. 58 (Westwind)
The district generally consists of property north of E. Clara Street, east of Columbus Place, south of Spruce Drive and Howell Road, and west of Cypress Road.

LMD No. 60 (Artisan)
The district generally consists of property north of Wankel Way, east of Williams Drive, south of Gonzales Road, and west of N.

Lombard Street.

Please refer to Resolution 15,031 approved by City Council on June 20, 2017, for details related to the eighteen (18) additional districts previously dissolved. Further, please refer to Resolution 15,145 approved by City Council on June 5, 2018, for details related to the two (2) additional districts dissolved. 263
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Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 39

10.2 Description of Improvements by District
Listed below are the Districts along with a summary of their respective improvement descriptions.

District District Improvements
LMD No. 3 (River Ridge) Trees, shrubs, and ground cover LMD No. 10 (Country Club Estates) Trees, shrubs, and ground cover LMD No. 11 (St. Tropez) Trees, shrubs, and ground cover LMD No. 12 (Standard Pacific) Trees, shrubs, and ground cover LMD No. 13 (Le Village) Trees, shrubs, and ground cover LMD No. 14 (California Cove) Trees, shrubs, and ground cover LMD No. 16 (California Lighthouse) Trees, shrubs, and ground cover LMD No. 23 (Greystone) Trees, shrubs, and ground cover
LMD No. 24 (Vineyards) Trees, shrubs, and ground cover
LMD No. 25 (The Pointe) Trees, shrubs, and ground cover LMD No. 27 (Rose Island) Trees, shrubs, turf, sidewalks, screen walls/fencing, and ground cover
LMD No. 28 (Harborside) Trees, shrubs, turf, sidewalks, sound and screen walls/fencing, and ground cover
LMD No. 30 (Haas Automation) Trees, shrubs, turf, sidewalks, screen walls/fencing, and ground cover
LMD No. 31 (Rancho De La Rosa) Trees, shrubs, turf, ornamental vegetation, parkways, sidewalks, sound and screen walls, mailboxes, and fences LMD No. 32 (Oak Park) Trees, shrubs, turf, sidewalks, sound and screen walls/fencing, ground cover and Borchard Oak Park
LMD No. 33 (El Paseo) Trees, shrubs, turf, sidewalks, sound and screen walls/fencing, and ground cover
LMD No. 34 (Sunrise Pointe & Sunset
Cove)
Trees, shrubs, turf, sidewalks, sound and screen walls/fencing, and ground cover
LMD No. 36 (Villa Santa Cruz & Villa
Carmel)
Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, and ground cover
LMD No. 37 (Pacific Breeze) Trees, shrubs, turf, sidewalks, and ground cover LMD No. 38 (Aldea Del Mar) Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, and ground cover
LMD No. 39 (Promesa/Sueno & DR
Horton/Seawinds)
Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, mailboxes and ground cover
LMD No. 40 (Cantada) Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, and ground cover
LMD No. 41 (Pacific Cove) Trees, shrubs, turf, sidewalks, theme light poles, sign monuments, and ground cover
LMD No. 42 (Cantabria & Coronado) Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, medians, and ground cover
LMD No. 43 (Greenbelt)
Trees, shrubs, turf, sidewalks, theme light poles, park benches, trash containers, overhead structures, screen walls/fencing, and ground cover
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LMD No. 46 (Daily Ranch)
Trees, shrubs, turf, sidewalks, theme light poles, park benches, trash containers, overhead structures, screen walls/fencing, mailboxes, medians, detention basins, ground cover and
Promesa/Sueno Park amenities
LMD No. 47 (Sycamore Place)
Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, medians, entry sign monuments, mailboxes, and ground cover
LMD No. 49 (Cameron Ranch) Trees, shrubs, turf, sidewalks, theme light poles, ornamental lighting, screen walls/fencing, medians, and ground cover LMD No. 50 (Pleasant Valley Senior
Housing)
Trees, shrubs, turf, sidewalks, screen walls/fencing, and ground cover
LMD No. 51 (Pfeiler)
Trees, shrubs, turf, sidewalks, theme light poles, screen walls/fencing, mailboxes, detention basins, ground cover and Pfeiler Park amenities
LMD No. 52 (Wingfield) Trees, shrubs, turf, sidewalks, ornamental lighting, medians, mailboxes, and ground cover
LMD No. 53 (Huff Court) Trees, shrubs, turf, sidewalks, ornamental lighting, screen walls/fencing, mailboxes, and ground cover
LMD No. 54 (Meadowcrest Villas) Trees, shrubs, turf, sidewalks, screen walls/fencing, and ground cover
LMD No. 55 (Wingfield West) Trees, shrubs, turf, sidewalks, theme light poles, mailboxes, and ground cover
LMD No. 58 (Westwind) Trees, shrubs, turf, sidewalks, theme light poles, ground cover and Garden City Acres Park amenities
LMD No. 60 (Artisan)
Trees, shrubs, turf, sidewalks, theme light poles, park benches, trash containers, doggie bag sections, overhead structures, screen walls/fencing, and ground cover
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10.3 Map of Improvements
The following maps show the general location of the improvements for each District. The improvements listed may not be exhaustive and are subject to modification, further improvement and/or removal.

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10.4 Levels of Service
Listed below are the available Landscape Maintenance Service Levels (A, B, C, D, and F) and the approximate frequency of the services associated with each Service Level. The list of services is not exhaustive, and the services actually provided in a District during the year are based on the needs of the District (which may include, but are not limited to, unforeseeable needs due to weather events, infrastructure failures, unusual deaths of plantings, and the like) and are subject to budget limitations.

Turf Maintenance Schedule Frequency
Level of Service

A B C D F
Mowing, Edging & Trimming around sprinklers
heads
Weekly X
Every 2 weeks X
Every third week X
Monthly X
Quarterly X
Aerate to reduce compaction and stress
3x per year X
Annually X X X
Not performed X
Dethatch (remove thatch layer to promote growth) Annually X X X Not performed X X
Overseed Stressed Areas Annually X X X
Not performed X X
Fertilization Schedule Frequency
Level of Service

A B C D F
Turf
Quarterly X
Bi-annually X
Annually X X
None X
Shrubs, Ground Cover and Vines
Monthly X
Quarterly X
Bi-annually X
Annually X
None X
Trash and Debris Removal Frequency
Level of Service

A B C D F
Entire Area including but not limited to: Turf,
Shrubs,
Groundcover and Gutters
Daily X
Weekly X X X
Monthly
Not Performed X
Graffiti Frequency
Level of Service

A B C D F
Inspect and remove as needed
Respond within 24
hours of notification X X X X
Not Performed X
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Level of Service

A B C D F
Complete control and/or eradication of all plant
pests within the landscape as scheduled
Spray and Treat as
required X X X X
Not Performed X
Weed Control Schedule Frequency
Level of Service

A B C D F
Complete control and/or eradication of all weeds
within the landscape as scheduled
Weekly X
2x Month X
Monthly X X
Not Performed X
Irrigation Frequency
Level of Service

A B C D F
Inspect and adjust/repair as needed
Weekly X
Every 2 weeks X
Every third week X
Quarterly X
Respond to complaints X
Pruning and Trimming Schedule Frequency
Level of Service

A B C D F
Groundcover
/
Vines/Shrubs
Trim to prevent encroachment
Consistently neat X
Monthly X X
Quarterly X
Semi-annually X
Trees
Maintain all trees in their natural shape X
Maintain all trees in their natural shape to 13.5' above street and 9’ above sidewalks X
Trim as needed to prevent encroachments or hazards X
Report encroachments or hazards X X
Palm Trees Trim Annually X X X X
Not Performed X
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10.5 Special Benefit Landscape Calculations

10.5.1 LMD NO. 3 (RIVER RIDGE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 516 7,436
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of
Vehicle Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 7,436
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 53,366 0 53,366 2.00% 1,067
Totals: 53,366 0 53,366 1,067
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 96 0 0 2.00% 2
Totals: 96 0 0 2
Street Tree Improvements General Benefit 2.00%

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10.5.2 LMD NO. 10 (COUNTRY CLUB ESTATES)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 152 2,190
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 2,190
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 5,085 0 5,085 2.00% 102
Totals: 5,085 0 5,085 102
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 9 0 9 2.00% 1
Totals: 9 0 9 1
Street Tree Improvements General Benefit 2.00%

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10.5.3 LMD NO. 11 (ST. TROPEZ)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 83 1,196
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
N H ST 1,807
Average Number of Vehicles per Day 1,807
Less: Estimated Special Benefit Trips 1,196
Estimated Number of Pass-Through Trips 611
General Benefit Percentage 33.81%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 15,670 3,134 12,536 33.81% 4,239
Interior 16,684 0 16,684 2.00% 334
Totals: 32,354 3,134 29,220 4,573
Landscaping Improvements General Benefit 14.13%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 35 7 28 33.81% 9
Interior 19 0 19 2.00% 1
Totals: 54 7 47 10
Street Tree Improvements General Benefit 18.24%

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10.5.4 LMD NO. 12 (STANDARD PACIFIC)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 255 3,675
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,675
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 4,720 0 4,720 2.00% 94
Totals: 4,720 0 4,720 94
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 11 0 11 2.00% 1
Totals: 11 0 11 1
Street Tree Improvements General Benefit 2.00%

272
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 48

10.5.5 LMD NO. 13 (LE VILLAGE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 160 2,306
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
STONE CREEK 4,110
Average Number of Vehicles per Day 4,110
Less: Estimated Special Benefit Trips 2,306
Estimated Number of Pass-Through Trips 1,804
General Benefit Percentage 43.90%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 7,607 1,521 6,086 43.90% 2,672
Interior 18,690 0 18,690 2.00% 374
Totals: 26,297 1,521 24,776 3,046
Landscaping Improvements General Benefit 11.58%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 10 2 8 43.90% 4
Interior 25 0 25 2.00% 1
Totals: 35 2 33 5
Street Tree Improvements General Benefit 11.46%

273
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 49

10.5.6 LMD NO. 14 (CALIFORNIA COVE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 212 3,055
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
H STREET 3,653
STONE CREEK 4,559
Average Number of Vehicles per Day 4,106
Less: Estimated Special Benefit Trips 3,055
Estimated Number of Pass-Through Trips 1,051
General Benefit Percentage 25.60%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 24,256 4,851 19,405 25.60% 4,968
Interior 57,154 0 57,154 2.00% 1,143
Totals: 81,410 4,851 76,559 6,111
Landscaping Improvements General Benefit 7.51%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 31 6 25 25.60% 7
Interior 65 0 65 2.00% 1
Totals: 96 6 90 8
Street Tree Improvements General Benefit 7.97%
274
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 50

10.5.7 LMD NO. 16 (CALIFORNIA LIGHTHOUSE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 265 2,329
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
7 th ST 3,701
9 th ST 3,505
Average Number of Vehicles per Day 3,603
Less: Estimated Special Benefit Trips 2,329
Estimated Number of Pass-Through Trips 1,274
General Benefit Percentage 35.35%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 57,410 11,482 45,928 35.35% 16,235
Interior 0 0 0 NA 0
Totals: 57,410 11,482 45,928 16,235
Landscaping Improvements General Benefit 28.28%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 67 13 54 35.35% 19
Interior 0 0 0 NA 0
Totals: 67 13 54 19
Street Tree Improvements General Benefit 28.28%

275
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 51

10.5.8 LMD NO. 23 (GREYSTONE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 61 879
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day1
H ST 2,088
Average Number of Vehicles per Day 2,088
Less: Estimated Special Benefit Trips 879
Estimated Number of Pass-Through Trips 1,209
General Benefit Percentage 57.90%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 11,567 2,313 9,254 57.90% 2,475
Interior 0 0 0 2.00% 0
Totals: 11,567 2,313 9,254 2,475
Landscaping Improvements General Benefit 46.32%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 21 4 17 57.90% 4
Interior 82 0 82 2.00% 2
Totals: 103 4 99 6
Street Tree Improvements General Benefit 11.04%

276
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 52

10.5.9 LMD NO. 24 (VINEYARDS)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 100 1,441
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
H ST 3,541
Average Number of Vehicles per Day 3,541
Less: Estimated Special Benefit Trips 1,441
Estimated Number of Pass-Through Trips 2,100
General Benefit Percentage 59.31%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 12,627 2,525 10,102 59.31% 5,991
Interior 10,192 0 10,192 2.00% 204
Totals: 22,819 2,525 20,294 6,195
Landscaping Improvements General Benefit 27.15%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 23 5 18 59.31% 11
Interior 127 0 127 2.00% 3
Totals: 150 5 145 14
Street Tree Improvements General Benefit 8.97%

277
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 53

10.5.10 LMD NO. 25 (THE POINTE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 216 3,113
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,113
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 25,374 0 25,374 2.00% 507
Totals: 25,374 0 25,374 507
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 355 0 355 2.00% 7
Totals: 355 0 355 7
Street Tree Improvements General Benefit 2.00%

278
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 54

10.5.11 LMD NO. 27 (ROSE ISLAND)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 50 721
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
DALLAS 1,821
RAIDERS 3,302
Average Number of Vehicles per Day 2,562
Less: Estimated Special Benefit Trips 721
Estimated Number of Pass-Through Trips 1,841
General Benefit Percentage 71.88%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 22,965 4,593 18,372 71.88% 13,205
Interior 5,204 0 5,204 2.00% 104
Totals: 28,169 4,593 23,576 13,309
Landscaping Improvements General Benefit 47.25%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 46 9 37 71.88% 26
Interior 22 0 22 2.00% 1
Totals: 68 9 59 27
Street Tree Improvements General Benefit 39.54%

279
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 55

10.5.12 LMD NO. 28 (HARBORSIDE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 225 3,242
Condo 8.79 130 1,143
Totals: 355 4,385
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trip/SFR and

2.98 trip/Condo unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 4,385
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 56,047 0 56,047 2.00% 1,121
Totals: 56,047 0 56,047 1,121
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 174 0 174 2.00% 3
Totals: 174 0 174 3
Street Tree Improvements General Benefit 2.00%

280
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 56

10.5.13 LMD NO. 30 (HAAS AUTOMATION)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Gross Sq Ft of
Leasable Area
(thousands)
Total Number of Trips
(Special Benefit)
Industrial Park 10.34/1,000sq ft 1,029 10,641
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 3.51 trips/1,000 sq ft to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 10,641
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 68,756 0 68,756 2.00% 1,375
Totals: 68,756 0 68,756 1,375
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 108 0 108 2.00% 2
Totals: 108 0 108 2
Street Tree Improvements General Benefit 2.00%
281
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 57

10.5.14 LMD NO. 31 (RANCHO DE LA ROSA)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 233 3,358
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
JUANITA 6,939
Average Number of Vehicles per Day 6,939
Less: Estimated Special Benefit Trips 3,358
Estimated Number of Pass-Through Trips 3,581
General Benefit Percentage 51.61%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 5,554 1,111 4,443 51.61% 2,293
Interior 73,370 0 73,370 2.00% 1,467
Totals: 78,924 1,111 77,813 3,760
Landscaping Improvements General Benefit 4.77%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 12 2 10 51.61% 5
Interior 460 0 460 2.00% 9
Totals: 472 2 470 14
Street Tree Improvements General Benefit 3.00%
282
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 58

10.5.15 LMD NO. 32 (OAK PARK)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 27 389
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day1
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 389
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 1,020 0 1,020 2.00% 20
Totals: 1,020 0 1,020 20
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 35 0 3,533 2.00% 1
Totals: 35 0 3,533 1
Street Tree Improvements General Benefit 2.00%

283
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 59

10.5.16 LMD NO. 33 (EL PASEO)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 190 2,738
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 2,738
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 33,752 0 33,752 2.00% 675
Totals: 33,752 0 33,752 675
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 276 0 276 2.00% 5
Totals: 276 0 276 5
Street Tree Improvements General Benefit 2.00%
284
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 60

10.5.17 LMD NO. 34 (SUNRISE POINTE & SUNSET COVE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 273 3,994
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day1
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,994
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 50,461 0 50,461 2.00% 1,663
Totals: 50,461 0 50,461 1,663
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 455 0 455 2.00% 9
Totals: 455 0 455 9
Street Tree Improvements General Benefit 2.00%
285
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 61

10.5.18 LMD NO. 36 (VILLA SANTA CRUZ & VILLA CARMEL)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 330 4,755
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
CESAR CHAVEZ 7,990
JUANITA 5,786
Average Number of Vehicles per Day 6,888
Less: Estimated Special Benefit Trips 4,755
Estimated Number of Pass-Through Trips 2,133
General Benefit Percentage 30.96%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 136,300 27,260 109,040 30.96% 33,760
Interior 81,711 0 81,711 2.00% 1,634
Totals: 218,011 27,260 190,751 35,394
Landscaping Improvements General Benefit 16.24%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 240 48 192 30.96% 60
Interior 637 0 637 2.00% 13
Totals: 877 48 829 73
Street Tree Improvements General Benefit 8.23%

286
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 62

10.5.19 LMD NO. 37 (PACIFIC BREEZE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 119 1,715
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
7 th ST 2,765
Average Number of Vehicles per Day 2,765
Less: Estimated Special Benefit Trips 1,715
Estimated Number of Pass-Through Trips 1,050
General Benefit Percentage 37.97%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 13,603 2,721 10,882 37.97% 4,132
Interior 1,752 0 1,752 2.00% 35
Totals: 15,355 2,721 12,634 4,167
Landscaping Improvements General Benefit 27.14%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 24 5 19 37.97% 7
Interior 0 0 0 2.00% 0
Totals: 24 5 19 7
Street Tree Improvements General Benefit 30.38%
287
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 63

10.5.20 LMD NO. 38 (ALDEA DEL MAR)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 238 3,430
Condo 8.79 56 492
Totals: 294 3,922
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/SFR unit and 2.98 trips/Condo unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,922
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 NA 0
Interior 65,303 0 65,303 2.00% 1,306
Totals: 65,303 0 65,303 1,306
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 NA 0
Interior 489 0 489 2.00% 10
Totals: 489 0 489 10
Street Tree Improvements General Benefit 2.00%
288
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 64

10.5.21 LMD NO. 39 (PROMESA/SUENO & DR HORTON/SEAWINDS) Including both Tracts 5198-1 and 5198-2
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 179 2,579
Condo 8.79 65 571
Totals: 244 3,150
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/SFR unit and 2.98 trips/Condo unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,150
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 155,957 0 155,957 2.00% 3,119
Totals: 155,957 0 155,957 3,119
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 434 0 434 2.00% 9
Totals: 434 0 434 9
Street Tree Improvements General Benefit 2.00%

289
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 65

10.5.22 LMD NO. 40 (CANTADA)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 113 993
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 993
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 43,408 0 43,408 2.00% 868
Totals: 43,408 0 43,408 868
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 181 0 181 2.00% 4
Totals: 181 0 181 4
Street Tree Improvements General Benefit 2.00%
290
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 66

10.5.23 LMD NO. 41 (PACIFIC COVE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 120 1,729
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 1,729
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 10,615 0 10,615 2.00% 212
Totals: 10,615 0 10,615 212
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 174 0 174 2.00% 3
Totals: 174 0 174 3
Street Tree Improvements General Benefit 2.00%
291
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 67

10.5.24 LMD NO. 42 (CANTABRIA & CORONADO)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 197 1,732
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
CESAR CHAVEZ 3,312
Average Number of Vehicles per Day 3,312
Less: Estimated Special Benefit Trips 1,732
Estimated Number of Pass-Through Trips 1,580
General Benefit Percentage 47.70%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 29,737 5,947 23,790 47.70% 11,349
Interior 133,030 0 133,030 2.00% 2,661
Totals: 162,767 5,947 156,820 14,010
Landscaping Improvements General Benefit 8.61%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 38 8 30 47.70% 14
Interior 447 0 447 2.00% 9
Totals: 485 8 477 23
Street Tree Improvements General Benefit 4.83%
292
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 68

10.5.25 LMD NO. 43 (GREENBELT)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 161 1,415
Multi-Family 10.06 777 7,817
Totals: 938 9,232
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/Condo unit and 3.41 trips/Multi-Family unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 9,232
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 188,189 0 188,189 2.00% 3,764
Totals: 188,189 0 188,189 3,764
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 235 0 235 2.00% 5
Totals: 235 0 235 5
Street Tree Improvements General Benefit 2.00%
293
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 69

10.5.26 LMD NO. 46 (DAILY RANCH)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 262 3,775
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,775
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 115,927 0 115,927 2.00% 2,319
Totals: 115,927 0 115,927 2,319
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 437 0 437 2.00% 9
Totals: 437 0 437 9
Street Tree Improvements General Benefit 2.00%
294
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 70

10.5.27 LMD NO. 47 (SYCAMORE PLACE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 111 1,600
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 1,600
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 28,033 0 28,033 2.00% 561
Totals: 28,033 0 28,033 561
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 300 0 300 2.00% 6
Totals: 300 0 300 6
Street Tree Improvements General Benefit 2.00%

295
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 71

10.5.28 LMD NO. 49 (CAMERON RANCH)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 35 504
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 504
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 24,685 0 24,685 2.00% 494
Totals: 24,685 0 24,685 494
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 63 0 63 2.00% 1
Totals: 63 0 63 1
Street Tree Improvements General Benefit 2.00%
296
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 72

10.5.29 LMD NO. 50 (PLEASANT VALLEY SENIOR HOUSING)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 60 527
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
BUTLER 1,200
Average Number of Vehicles per Day 1,200
Less: Estimated Special Benefit Trips 527
Estimated Number of Pass-Through Trips 673
General Benefit Percentage 56.05%
(1) Average Number of Vehicle Trips per Day per City staff.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 14,124 2,825 11,299 56.05% 6,333
Interior 0 0 0 2.00% 0
Totals: 14,124 2,825 11,299 6,333
Landscaping Improvements General Benefit 44.84%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 31 6 25 56.05% 14
Interior 0 0 0 2.00% 0
Totals: 31 6 25 14
Street Tree Improvements General Benefit 44.84%
297
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 73

10.5.30 LMD NO. 51 (PFEILER)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 219 3,156
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 3,156
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 60,627 0 60,627 2.00% 1,213
Totals: 60,627 0 60,627 1,213
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 437 0 437 2.00% 9
Totals: 437 0 437 9
Street Tree Improvements General Benefit 2.00%
298
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 74

10.5.31 LMD NO. 52 (WINGFIELD)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 199 2,868
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 2,868
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 4,884 0 4,884 2.00% 98
Totals: 4,884 0 4,884 98
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 271 0 271 2.00% 5
Totals: 271 0 271 5
Street Tree Improvements General Benefit 2.00%

299
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 75

10.5.32 LMD NO. 53 (HUFF COURT)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 8 115
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 115
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 7,854 0 7,854 2.00% 157
Totals: 7,854 0 7,854 157
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 36 0 36 2.00% 1
Totals: 36 0 36 1
Street Tree Improvements General Benefit 2.00%
300
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 76

10.5.33 LMD NO. 54 (MEADOWCREST VILLAS)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 50 440
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
ROBERT 1,200
Average Number of Vehicles per Day 1,200
Less: Estimated Special Benefit Trips 440
Estimated Number of Pass-Through Trips 760
General Benefit Percentage 63.38%
(1) Average Number of Vehicle Trips per Day per City staff.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 5,365 1,073 4,292 63.38% 2,720
Interior 0 0 0 2.00% 0
Totals: 5,365 1,073 4,292 2,720
Landscaping Improvements General Benefit 50.70%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 23 5 18 63.38% 12
Interior 0 0 0 2.00% 0
Totals: 23 5 18 12
Street Tree Improvements General Benefit 50.70%
301
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 77

10.5.34 LMD NO. 55 (WINGFIELD WEST)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 41 591
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 591
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 31,585 0 31,585 2.00% 632
Totals: 31,585 0 31,585 632
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 199 0 199 2.00% 4
Totals: 199 0 199 4
Street Tree Improvements General Benefit 2.00%
302
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 78

10.5.35 LMD NO. 58 (WESTWIND)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Condo 8.79 156 1,371
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
CLARA 2,582
CYPRESS2 1,200
HOWELL2 1,200
Average Number of Vehicles per Day 1,661
Less: Estimated Special Benefit Trips 1,371
Estimated Number of Pass-Through Trips 2,89
General Benefit Percentage 17.42%
(1) Based on average trips generated by surrounding neighborhoods adjusted by number of district access points. Refer to Section 10.6 for the traffic calculations.
(2) Average Number of Vehicle Trips per Day per City staff.

Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 31,659 6,332 25,327 17.42% 4,412
Interior 0 0 0 2.00% 0
Totals: 31,659 6,332 25,327 4,412
Landscaping Improvements General Benefit 13.94%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 69 14 55 17.42% 10
Interior 0 0 0 2.00% 0
Totals: 69 14 55 10
Street Tree Improvements General Benefit 13.94%
303
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 79

10.5.36 LMD NO. 60 (ARTISAN)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
Multi-Family 10.06 284 2,857
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 3.41 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day, Estimated Pass-Through Trips Street Name
Average Number of Vehicle
Trips per Day(1)
Not Applicable N/A
Average Number of Vehicles per Day N/A
Less: Estimated Special Benefit Trips 2,857
Estimated Number of Pass-Through Trips N/A
General Benefit Percentage N/A
(1) No landscaping classified as exterior being maintained by the District Calculation of Landscaping Improvement General Benefit
Street Category
Total
Square
Footage
District Exclusive
Special Benefit
Landscaping
Square Footage
Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Square
Footage
Exterior 0 0 0 N/A 0
Interior 19,369 0 19,369 2.00% 387
Totals: 19,369 0 19,369 387
Landscaping Improvements General Benefit 2.00%
Calculation of Street Trees General Benefit
Street Category
Total
Number of
Trees
District Exclusive
Special Benefit
Trees Subject to
General Benefits
General
Benefit
Percentage
General
Benefit Trees
Exterior 0 0 0 N/A 0
Interior 42 0 42 2.00% 1
Totals: 42 0 42 1
Street Tree Improvements General Benefit 2.00%
304
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 80

10.6 Traffic Calculations
The following show the various traffic calculations utilized in determining the General Benefit quantification.

305
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 81

10.6.1 LMD NO. 11 (ST. TROPEZ)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 83 1,196
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 212 3,055
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
H STREET 3,055 20% 611 1,196 1,807
Estimated Average Number of Vehicles per Day 1,807
306
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 82

10.6.2 LMD NO. 13 (LE VILLAGE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 160 2,306
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 212 3,055
ELEMENTARY SCHOOL 2.45 594 1,455
Totals: 4,515
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
STONE CREEK 4,515 40% 1,804 2,306 4,110
Estimated Average Number of Vehicles per Day 4,110
307
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 83

10.6.3 LMD NO. 14 (CALIFORNIA COVE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 212 3,055
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 243 3,502
ELEMENTARY SCHOOL 2.45 594 1,455
Totals: 4,957
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
H STREET 1,196 50% 598 3,055 3,653
STONE CREEK 3,761 40% 1,504 3,055 4,559
Estimated Average Number of Vehicles per Day 4,106
308
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 84

10.6.4 LMD NO. 16 (CALIFORNIA LIGHTHOUSE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
CONDO 8.79 265 2,329
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 136 1,960
CONDO 8.79 312 2,742
Totals: 4,702
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
7 th ST 2,742 50% 1,371 2,329 3,701
9 th ST 1,960 60% 1,176 2,329 3,505
Estimated Average Number of Vehicles per Day 3,603
309
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 85

10.6.5 LMD NO. 23 (GREYSTONE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 61 879
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 295 4,251
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
H STREET 4,251 28.44% 1,209 879 2,088
Estimated Average Number of Vehicles per Day 2,088
310
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 86

10.6.6 LMD NO. 24 (VINEYARDS)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 100 1,441
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 356 5,130
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
H STREET 5,130 40.94% 2,100 1,441 3,541
Estimated Average Number of Vehicles per Day 3,541
311
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 87

10.6.7 LMD NO. 27 (ROSE ISLAND)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 50 721
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
HIGH SCHOOL 1.71 2,575 4,403
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
DALLAS 4,403 25% 1,101 721 1,821
RAIDERS 4,403 75% 3,302 0 3,302
Estimated Average Number of Vehicles per Day 2,562
312
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 88

10.6.8 LMD NO. 31 (RANCHO DE LA ROSA)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 233 3,358
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 728 10,490
CONDO 8.79 65 571
MIDDLE SCHOOL 1.62 1,159 1,878
Totals: 12,939
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
JUANITA 12,939 27.68% 3,581 3,358 6,939
Estimated Average Number of Vehicles per Day 6,939
313
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 89

10.6.9 LMD NO. 36 (VILLA SANTA CRUZ & VILLA CARMEL)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 330 4,755
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 728 12,249
CONDO 8.79 65 571
ELEMENTARY SCHOOL 2.45 638 1,563
MIDDLE SCHOOL 1.62 1,159 1,878
Totals: 16,261
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
CESAR CHAVEZ 9,954 32.50% 3,235 4,755 7,990
JUANITA 6,307 16.34% 1,031 4,755 5,786
Estimated Average Number of Vehicles per Day 6,888
314
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 90

10.6.10 LMD NO. 37 (PACIFIC BREEZE)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
SFR 14.41 119 1,715
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 216 3,113
MULTI-FAMILY 10.06 54 543
Totals: 3,656
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
7 th ST 3,656 28.71% 1,050 1,715 2,765
Estimated Average Number of Vehicles per Day 2,765
315
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 91

10.6.11 LMD NO. 42 (CANTABRIA & CORONADO)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
CONDO 8.79 197 1,732
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 330 4,755
ELEMENTARY SCHOOL 2.45 638 1,563
Totals: 6,318
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
CESAR CHAVEZ 6,318 25% 1,580 1,731 3,311
Estimated Average Number of Vehicles per Day 3,311
316
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 92

10.6.12 LMD NO. 58 (WESTWIND)
District Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District
Total Number of Trips
(Special Benefit)
CONDO 8.79 156 1,371
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 2.98 trips/unit to account for City’s density being greater than US average.

Surrounding Neighborhoods Property Characteristics
Property Type
Trips Generated by
Property Type(1)
Number of Units
within District Total Number of Trips
SFR 14.41 120 1,729
CONDO 8.79 118 1,037
Totals: 2,766
(1) Institute of Transportation Engineers Trip Generation Report, 9th Edition; including additional 4.89 trips/unit to account for City’s density being greater than US average.

Average Number of Vehicles per Day
Street Name
ADT from
Surrounding
Neighborhoods
Percent of
Access Points
Adjusted
ADT from
Surrounding
Neighborhoods
ADT from
District Total ADT
CLARA 2,766 43.75% 1,211 1,371 2,582
CYPRESS1 1,200 N/A N/A N/A 1,200
HOWELL1 1,200 N/A N/A N/A 1,200
Estimated Average Number of Vehicles per Day 1,661
(1) Average Number of Vehicle Trips per Day per City staff.

317
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 93

11. REFERENCES
i
City of Oxnard Community Profile – October 2013. Retrieved from http://www.cityofoxnard.org/uploads/Oxnard%20Community%20Profile.pdf ii City of Oxnard. Draft Background Report General Plan. Retrieved from http://ci.oxnard.ca.us Victoria Transport Policy Institute. (2011). Community Livability. Helping to Create Attractive, Safe, Cohesive Communities. Retrieved from http://www.vtpi.org/tdm/tdm97.htm iv Harnik, Peter and Welle, Ben. (n.d.). Measuring the Economic Value of a City Park System. The Trust for Public Land. Retrieved from http://cloud.tpl.org/pubs/ccpe-econvalueparks-rpt.pdf v
Wolf, Kathleen L. (2010). Safe Streets – A Literature Review. In: Green Cities: Good Health (www.greenhealth.washington.edu). College of the Environment, University of Washington. vi Victoria Transport Policy Institute. (2011). Community Livability. Helping to Create Attractive, Safe, Cohesive Communities. Retrieved from http://www.vtpi.org/tdm/tdm97.htm vii U.S Department of Transportation. Federal Highway Administration. (2001). Designing Sidewalks and Trails for Access, Part II of II: Best Practices Design Guide. Retrieved from http://www.fhwa. dot. gov/ environment/bicycle_pedestrian/publications/sidewalk2
viii American Planning Association. (2002). City Parks Forum Briefing Papers. How Cities Use Parks for Economic Development. Retrieved from www.planning.org.
ix Mullis, Sid. (2001). The Augusta Chronicle. Landscaping Helps Everyone. Retrieved from http://chronicle.augusta.com/stories/2001/11/16/gar_326921.shtml#.Vw1lw-n2adL x
Master Garden Products (2014). Value of Landscaping. Retrieved from http://www.mastergardenproducts.com/sustainablelandscape/Valueoflandscaping.htm xi Mullis, Sid. (2001). The Augusta Chronicle. Landscaping Helps Everyone. Retrieved from http://chronicle.augusta.com/stories/2001/11/16/gar_326921.shtml#.Vw1lw-n2adL xii Mullis, Sid. (2001). The Augusta Chronicle. Landscaping Helps Everyone. Retrieved from http://chronicle.augusta.com/stories/2001/11/16/gar_326921.shtml#.Vw1lw-n2adL xiii Project Evergreen. Economic Benefits of Green Spaces. Retrieved from http://projectevergreen.org/resources/economic-benefits-of-green-spaces xiv Mullis, Sid. (2001). The Augusta Chronicle. Landscaping Helps Everyone. Retrieved from http://chronicle.augusta.com/stories/2001/11/16/gar_326921.shtml#.Vw1lw-n2adL xv Mullis, Sid. (2001). The Augusta Chronicle. Landscaping Helps Everyone. Retrieved from http://chronicle.augusta.com/stories/2001/11/16/gar_326921.shtml#.Vw1lw-n2adL 318
City of Oxnard
Landscape Maintenance Districts – Fiscal Year 2025/26 Consolidated Engineer’s Report 94 xvi Victoria Transport Policy Institute. (2011). Community Livability. Helping to Create Attractive, Safe, Cohesive Communities. Retrieved from http://www.vtpi.org/tdm/tdm97.htm xvii City of Oxnard. Draft Background Report General Plan. Retrieved from http://ci.oxnard.ca.us xviii Ibid.
xix California DOT (1979). BART’s First Five Years; Transportation and Travel Impacts (DOT-P-30-79-8). xx U.S Department of Transportation. Federal Highway Administration. (2011). Summary of Travel Trends:
2009 National Household Travel Survey. (Report No. FHWA-PL-11-022). Retrieved from http://nhts.ornl.gov
xxi U.S. Census Bureau. (2010). 2010 Demographic Profile Data. Oxnard, C.A. Retrieved March 15, 2016. Retrieved from http://www.census.gov/quickfacts/table/PST045215/0654652 319
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Joliet Pl
Ebony Dr
W Gonzales Rd
Gallatin Pl
N Patterson Rd
Cabrillo Way
Pyrite Pl
Oneida Pl
Ruby Dr
Evangeline Pl
W
G
o
n
z
a
l
e
s
R
d
Moraine Way Natalie Pl
Uranium Dr
Bernadette St
Norite Pl
Zircon Ave Yukonite Pl
Volcano Ct
Wood Opal Way
Amethyst Ave
Topaz Ct
Basalt St
Amber Ave
Talus St
Beryl Ave
Nebula St Oneida Way
Coronado Pl

CITY OF OXNARD
District Boundaries
LMD No.12
(Standard Pacific)

LANDSCAPE
MEDIAN

TRAFFIC CIRCLE

DISTRICT BOUNDARY

CITY BOUNDARY
Coordinate System: NAD 1983 StatePlane
California FIPS 0405 Feet
Source: City of Oxnard & Ventura County
Prepared by NBS - September 2020 0 150 300 Feet µ

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Oxnard City CouncilJune 3, 2025

Oxnard City Council
June 3, 2025