Oxnard City Council
February 17, 2026

Vendor shall comply with the following private patrol operator regulations:

Badges/Insignia

1. The Chief of Police or designee may prescribe the size, shape, and inscription upon the badge or insignia to be worn by a patrol person. The design of the badge or insignia shall not be an imitation of, resemble, or be readily mistaken as a badge or insignia of local, county, state, or federal law enforcement officers. The badge or insignia must comply with the provisions of the California Business and Professions Code.

Uniforms

1. No patrol person shall wear or be required to wear any uniform that imitates, resembles, or may readily be mistaken for the uniform of local, county, state, or federal law enforcement officers. Uniforms must comply with the provisions of the California Business and Professions Code.

2. No patrol person shall wear or be required to wear a uniform shirt which is similar to, or may be mistaken for the uniform shirt of a local, county, state, or federal law enforcement agency. Shirt colors specifically prohibited are black, dark blue, navy blue, French blue, khaki (yellowish-brown) or a similar color or hue.

3. When a patrol person wears any type of clothing or covering over an authorized uniform shirt, the outermost garment will be marked with a patch on at least one shoulder that reads “Private Security” and will include the name of the private patrol company by which the person is employed, or which the person represents. A badge or cloth patch will be affixed on the upper left breast of the uniform and shall have clearly visible the words “Private Security”. The Oxnard Downtown Management District logo will be affixed on the upper right breast of the uniform (See Exhibit 2). Across the back to the outermost garment will be permanently marked “District Safety” in a high-contrast color in standard sans-serif characters no smaller than two inches in height.

4. The Chief of Police or designee may authorize a special uniform blazer apparel for a patrol person or uniformed in-house security guard working a fixed post at a specific location, e.g. commercial building lobby and not assigned to a foot or vehicle patrol assignment. The uniform blazer typically consists of a light weight, single-breasted jacket with the insignia or uniform patch affixed over the breast pocket.

Vehicles

1. Private patrol operators shall be prohibited from using any vehicle that imitates, resembles, or may be readily mistaken for the vehicles used by any local, county, state, or federal official public law enforcement agency. No vehicle used by a private patrol service shall be equipped with a red light or siren.
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2. The private patrol operator license number, prefaced with the letters “PPO”, will be permanently affixed to the rear of each vehicle used for patrol services by a private patrol operator.

3. Any vehicle used for private patrol must be marked permanently with the words “Private Security” or “Security Patrol” on the rear and both sides of the vehicle. The Oxnard Downtown Management District logo shall be affixed to the front driver and passenger side door (see Exhibit 2)

4. Any required vehicle lettering pursuant to this section shall:
a. Consist of a standard sans-serif font with characters no smaller than two inches in height.
b. The lettering must be in a high contract color with the background color where affixed.

Proposals must include the following information:

1. The brand name and model of any guard tour management system used for this project.

2. A description of any guard tour management system and related operation.

3. Photographs of a security officer (front, side and rear) in the uniform designated or designed for use in this project.

4. Photographs of security vehicle designated or designed for use on this project.

5. Detailed photograph of the security officer badge designated or designed for use on this project.

6. Detailed photograph of the security officer shoulder patch/insignia designated or designed for use on this project.

7. Provide examples of training materials, post orders, policies and procedures created or used by your company.

8. Describe your recommendations for the professional development and training of officers assigned to this project.

6.0 SCOPE OF SERVICES:

The Oxnard Downtown Management District or ODMD is managed by the Downt own Oxnard Improvement Association (DOIA). This is an approximately thirty -two square block area in Downtown Oxnard bounded by the north side of Eighth Street to the south, south of First Street to the north, the alley west of “C” Street to the west, and the east alley of Meta Street to the east.

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OXNARD DOWNTOWN MANAGEMENT DISTRICT - ODMD

The schedules for unarmed uniformed patrol persons in the ODMD are driven by available funding and security demands. These schedules are subject to change and will be agreed upon by the City and Vendor. The total hours per week may range from 136 up to 280.

• Overnight patrol may consist of one uniformed district safety officer who may be on site from 12:00AM to 8:30AM seven days per week with an unpaid 30-minute meal break.
• Day shift patrol may consist of one uniformed district safety officer who may be on site from 8:30AM to 5:00PM seven days per week with an unpaid 30-minute meal break.
• Swing shift patrol may consist of one uniformed district safety officer who may be on site from 3:30PM to 12:00AM seven days per week with an unpaid 30-minute meal break.
• Support shift patrol, Friday and Saturday, may consist of one uniformed district safety officer who may be on site from 10:00PM to 4:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (16 hours per week). • Support shift patrol, Tuesday through Saturday, may consist of one uniformed district safety officer who may be on site from 12:00PM to 8:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (40 hours per week).

Patrol will occur by a variety of means, including foot patrol, bicycle patrol, vehicle patrol, and video surveillance, throughout the ODMD Area with a focus on the Parking Structure (300 block of South B Street) and Centennial Plaza (400 Block of South B Street).

Currently, District Safety consists of one supervisor working 40 hours per week, and a combination of security officers working 96 hours per week.

The schedule below represents a sample week of District Safety coverage total 136 hours per week:

Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday Total Hours
Supervisor 1500-
2300
Off Off 0700-
1500
1500-2300 0700-
1500
0700-
1500
40 Officer 1830-
0230
1500-
2300
1500-
2300
Off Off Off 0900-
1700
32 Officer 0700-
1500
Off 0700-
1500
1500-
2300
Off Off 1700-
2300
32 Officer Off 0700-
1500
Off Off 0700-1500 1500-
2300
1700-
2300
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DOWNTOWN PARKING STRUCTURE

Security Guard Services will be required 24 hours a day, 7 days a week for the Downtown Parking Structure. Security Services staff will patrol all 4 levels of the parking structure, including elevator lobbies, all stairwells, parking structure perimeter, and general parking structure areas.

Security Guard Services to provide security officers to support on demand requests. This would include planned and unplanned events across the City of Oxnard. Security services may require support over a 24-hour period, or to support planned City events. In addition, please refer to the Patrol Person and Vendor Responsibilities in sections 6.0 & 7.0.

Note: Hours of security support may be reduced based on need or available budget.

OXNARD PUBLIC LIBRARY

The main Oxnard Public Library (OPL) located at 251 S. “A” Street is owned and operated by the City of Oxnard. The OPL is a 72,000 square foot building which has two main public doors at both the “A” Street side and Parking Lot/Civic Center side, a staff entrance, and a loading dock. It includes administrative workspace, public in door and outdoor patio space, public restrooms, public meeting space, and a gift shop. Its proximity to the City’s Civic Center, Transportation Center (approximately two blocks), Plaza Park (three blocks), the Winter Warming Shelter (eight blocks), and He ritage Square (four blocks) situate the OPL in a high traffic area. The OPL is open to the public Monday through Thursday 9:00 AM to 8:00 PM, Saturday from 9:00 AM to 5:30PM . Each year the OPL serves approximately one quarter of a million patrons.

The schedule for unarmed uniformed patrol persons at the Oxnard Public Library is driven by available funding, security demands, and hours of operation. This schedule is subject to change and will be agreed upon by the City and Vendor. The total hours pe r week may range from 40 hours to 60 hours , including their 30-minute unpaid lunch depending on the need. The current schedule for uniformed patrol persons at the Oxnard Public Library is as follows:

Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday Total Hours
Officer 0850-
1740
Closed 1205-
0830
1205-
0830
1205-0830 1205-
0830
Closed 40

In addition to the Patrol Person Responsibilities listed in section 7.0, the following responsibilities apply to those patrol persons assigned to the Oxnard Public Library:

● Whenever possible, the PPO shall provide guard services without interruptions. The same guard(s) shall provide the services daily. In the case of interruptions in service, including, but not limited to, absenteeism, the PPO must provide a replacement in a 222
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reasonable amount of time that will cover agreed-upon Library hours. Additionally, the PPO must notify the Library immediately upon receiving a tardy notice from the scheduled guard(s).
● An extra hours bank of 40-50 hours that can be used for library-set training, or if a guard is held over their schedule to finish up an incident.
● Security company must ensure guard has a fully functional and working phone that includes at minimum, call, text, internet, photo/video and media sharing. ● Follows library policies and procedures for expectations, protocols, rounding, incidents, reporting, and so on. Onboarding of guards for library specific policies and procedures would include going over these. Additional trainings and certificates may be assigned by the Library Manager or delegate throughout the guard’s employment. ● Security Guard must be of a temperament to work and communicate with compassion with adults, teens, and children of all ages and be capable of deescalating incidents and controlling a crowd in all circumstances.

OXNARD SERVICE CENTER

The Oxnard Service Center is located at 214 S. “C” Street, and is also owned and operated by the City of Oxnard. The Service Center has two main publ ic doors at both the “C” Street side and the Parking Lot/Civic Center side, and three staff entrances, two of which are located on the east side of the building and the other on the northwest corner. There are two employee break rooms located on the south west and northwest corners of the building , respectively . There is an employee patio area with an external gate on the northwest corner. There are public restrooms in the lobby and employee restrooms in the north and south wings. There are three conferenc e rooms located off of the lobby. There is a Development Services counter on the south side of the lobby which provides service to Oxnard residents in the area of planning, building, development, engineering, public improvement inspections, traffic engineering, and transportation planning.

The north side of the lobby is occupied by staff from the city’s Billing and Licensing Division, staff from Community Development Department, and staff from Public Works Department, providing service to the residents an d business community, including conducting City -related payments for utility billing and business licensing, cash, check, and credit card handling services, Code Compliance inspection, and Traffic Engineering Services. The payment windows are equipped with glass partitions above a solid surface counter. There is a payment drop box located outside of the lobby entrance facing the Parking Lot/Civic Center side . All employee entrances are accessed by use of City issued card key. The lobby has a high volume of foot traffic of City employees and the public each business day Monday through Thursday 8:00 AM to 6:00 PM and every other Friday 9:00 AM to 5:00 PM.

Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday *
Total
Hours
Officer Closed Closed 0745-
1830
0745-
1830
0745-1830 0745-
1830
0745-
1730*

52.75 223
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*Service Center is closed every other Friday; no patrol is necessary on closed Fridays

In addition to the Patrol Person Responsibilities listed in section 6.0, the following responsibilities apply to those patrol person(s) assigned to the Oxnard Service Center:

• The patrol person receives general supervision from the Service Center Management. • Provide a high visibility representative of the Service Center for patrons and visitors. • Provide assistance to the Service Center staff and management in handling visitors with aggressive or abusive behaviors or language when interacting with the staff and/or management, including escorting such visitors out of the Service Center when they refuse to stop such behaviors or language toward the Service Center staff or management upon verbal warning. And if the situation escalates, contact the Oxnard Police Department for further assistance.
• Offer customer service to those who ask for it, and those who may look as if they need assistance.
• Identify those persons who may be suspicious and alert staff and/or authorities as necessary.
• Deter crime and misconduct through high-visibility patrols and interactions with suspicious individuals.
• Report violations of the law to police.

Offices are closed all designated city holidays; however, certain employees may be staffed inside during off hours.

OTHER SECURITY SERVICES (AS NEEDED)

The city may require on -call security services for city events or emergency services on an as- needed basis.

The city reserves the right to add or remove locations as deemed necessary.

7.0 PROPOSAL & SUBMITTAL REQUIREMENTS

Proposals should not include any materials to be returned to the Vendor. Each proposal must include the following information:

Compliance

• A written statement that the vendor shall comply with the California Labor Code.

Pursuant to said regulations entitled: Federal Labor Standards provisions; Federal Prevailing Wage Decision; and State of California Prevailing Wage Rates, respectively.

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Cost Proposal

Provide a rate proposal on a monthly basis based on the Security Services Fee Schedule Form (Exhibit 1) for each location. The fee schedule shall include a breakdown of the following:

• Monthly cost for all 4 locations stated in this RFP.
• Cost to provide security services for City special events (as needed basis). • Cost for emergency security services.

Fees should be inclusive of all costs related to vehicle maintenance, fuel surcharges, and mileage reimbursement in the monthly rate.

Proposal Format
Proposing firms must provide this information in the following format:

Proposal Cover Page
The outline below is to be used as the cover page for the proposal. These items must be fully completed and signed by an authorized officer of the business entity. • Name of Business/Company:
• Business/Company Address:
• Telephone Number(s):
• E-mail Address:
• Website Address:
• Federal Tax ID Number:
• Type of Business (Sole Proprietorship; Partnership; Corporation; or Other (Explain):
• References – Provide thre e references, either municipality or a client who conducted similar services in the past three years. The references should include names, titles, addresses, phone numbers, and email addresses the City can contact. • Number of Years in Business under the pr esent business name, as well as prior business names, and the number of years of experience providing the proposed, equivalent or related services.
• Name, title, telephone number, and, if different, address of the person(s) authorized to sign contracts for the business entity:
• Certificate of Insurance showing a minimum of $1 M in Professional Liability (not included in page count).

Proposal Table of Contents

All pages of the proposal, including the enclosures, must be clearly and consecutively numbered and correspond to the Table of Contents as outlined below:

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Section 1: Company Profile

This section should establish the vendor’s ability to perform the required work to the expectations of the City. The narrative should include the vendor’s background, including length of time in business, number of employees, the location that will primarily support the project and other office support locations. Please include:

● Introduction to the company
● Strength and stability of the company
● Overview of the vendor’s capabilities related to the project scope ● Provide reasoning why the prospective vendor would be the best choice for providing services as described in the RFP.
● Company hierarchy (President, Vice president, Company Offices, etc.) and an organizational chart.

Section 2: Project Experience

This section should highlight up to ten (10) relevant projects that represent the vendors experience related to the scope of services.

Section 3: Approach, Understanding, and Level of Effort

The vendor should clearly state its understanding of the project description and scope of work .

Do not simply repea t the scope of work provided. Instead, address the following areas in the proposal:

● Describe the key challenges associated with the project and the vendor’s approach to overcoming these challenges.
● Describe your company’s approach to the work and how it will benefit the City. ● Outline processes or steps that the vendor will take to ensure quality professional services.

Conflict of Interest
The Vendor shall disclose any financial, business, or other relationships with City or other stakeholders that may h ave an impact on the outcome of this contract (Attachment 3) . The Vendor shall list current clients who may have a financial interest in the outcome of this contract.

Clarifications, Exceptions, or Deviations:
a. The sample professional service agreement is a separate attachment discussed in the solicitation labeled “Sample Agreement”.
b. The city’s Terms and Conditions” is located in section 11.0 and incorporated herein. c. The following contractual terms are non -negotiable: Termination; Ind emnification; Insurance; Conflict of Interest; Governing Law; and Assignability of Agreement. 226
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d. Describe any exception or deviation from the requirements of the solicitation. Each clarification, exception, or deviation must be clearly identified. e. Include statement if your company has no clarifications, exceptions, or deviations.

Company overview and disclosure of services or activities:
a. Include if any contributions were made to any City of Oxnard elected officials by the owners of the company. This is required as the City of Oxnard is a public agency with a City Council composed of elected officials. The elected officials are restricted from voting on any action concerning a contract whose owners have made a campaign contribution of $250 or more in the previous 12 months. b. Vendor is required to list past, current, or pending litigation resulting from services rendered over the past five years. If a court or an arbitrator rendered a decision, state the results. Include an explanation of any litigation, inv olving the company or any principal officers thereof in connection with any contract. Provide details if your company or the principals associated with your company are under investigation, being sued, suing, or affiliated in any lawsuit or alternative dispute resolution with any governmental agency.

Iran Contracting Act Certification ( Attachment 5) is required to be submitted with your proposal. Certification (section 1 0.0) and Conflict of Interest Form ( Attachment 3 ) and Non-Collusion Declaration (Attachment 4) must also be included.

8.0 COMMUNICATION REGARDING RFP:

Communication Regarding RFP
All questions, clarifications, and inquiries shall be submitted in writing on the City of Oxnard, Public Purchase website, https://www.oxnard.org/rfps-and-rfqs/ by the date identified in the timeline of the RFP.

Confidentiality
Prior to the award of the contract, all proposals will be designated confidential to the extent permitted by the California Public Records Act. Any language purported to render confidential in all or portions of the proposals will not affect and will be disregarded.

Amendments to Request for Proposals (Addendum)

The City reserves the right to amend the RFP by addendum prior to the final proposal submittal date.

9.0 EVALUATION METHOD:

The Evaluation Committee will review and score only those proposals that are deemed responsive to this RFP and presented in the format as stated in section 7.0 . During the scoring process, the Evaluation Committee may contact the Proposer’s references or a ny other sources deemed relevant by the Evaluation Committee as part of their review of the Proposer’s 227
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qualifications to perform the requested services or work. Selection will not be based on the lowest priced proposal, but will be based on the following criteria:

1. Thoroughness and understanding of the scope of services. 20 points.

2. Responsiveness, adherence to the requirements, quality and completeness of the Proposal. 15 points.

3. Relevant experience to perform the services requested in the RFP for Professional Security Services. 30 points.

4. References. 10 points.

5. Cost of Services Provided. 25 points.

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10.0 CERTIFICATION: (Submit with your proposal)

I, the undersigned, certify and declare I have read and know the contents of the proposal the proposer listed below is submitting to the City of Oxnard (“City”). I certify under penalty of perjury that the preparer(s) of this proposal has/have provided onl y complete and truthful information to the City in this proposal. I understand that any misrepresentations or material omissions within this proposal will be grounds for potentially disqualifying the proposer or not awarding the contract to the proposer. A dditionally, any misrepresentations or material omissions within this proposal are considered breaches of the contract (should the proposer be awarded that contract); the City shall have the right to terminate the contract immediately without consequences, and the City retains all other legal rights available to the City for breach of contract.

I, the undersigned, hereby give permission to the City and its employees and agents to contact references—including those references’ officials, employees, and agent s (collectively, “References”)—of the proposer and its officers, managers, members, general partners, limited partners, or other owners of at least ten percent (10%) of the business, or if the business is a corporation or s-corporation, of its stock (colle ctively, “Owners”), and request information from other clients —including those clients’ officials, employees and agents (collectively, “Other Clients”). I further give permission for the City to review any criminal records of the Owners and obtain public records regarding the Owners, such as records of arrests, indictments, convictions, civil judicial actions, tax liens, and outstanding judgments. I have authority to waive, and I do waive, any and all rights and claims by the proposer, the Owners, and all o f their heirs and assigns against the City and its officials, employees and agents, the References, and the Other Clients regarding any actions taken pursuant to, related to or incidental to, the authorization given in this paragraph. Furthermore, I agree that the City and its officers, employees and agents may but have no obligation to share any such information.

I am executing this proposal on behalf of the proposer. I warrant and represent under penalty of perjury that I have the authority to execute th is proposal on behalf of the proposer and I have the authority to bind the proposer to the answers provided in this proposal. If any information provided herein becomes inaccurate, I will immediately notify the City and provide updated accurate information in writing, under penalty of perjury.

CERTIFICATIONS
I, of
Printed Name of Agent/Officer Name of Organization

Hereby certify that by submission of this proposal in response to the solicitation, agree upon contract award to carry out the requirements specified and obligations set forth therein.

Signature: Date:

Title of Agent/Officer:

Execution hereof is certification that the undersigned has read and understands the terms and conditions hereof, and that the undersigned's principal is fully bound and committed. 229
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11.0 REQUEST FOR PROPOSAL TERMS AND CONDITIONS:

1.0 PUBLIC PURCHASE
As a Public Entity, the City of Oxnard (City) adheres to the transparent publ ic bidding process, and utilizes the online web services of Public Purchase, www.publicpurchase.com, a third-party electronic bidding website that allows vendors to register. Upon registration with Public Purchase, registered Bidder(s) will receive e -mail notifications of upcoming bidding opportunities for the items your company identified. Registered bidder(s) will also be able to view all the open bids, electronically respond to the bids, a nd see bid results when they are awarded. Additionally, registered bidder(s) will receive notices of any addendums to those bids, as well as have the opportunity to post questions and receive answers pertaining to that bid. All questions and answers are posted on-line so that all bidders have access to the same information regarding the bid.

Completion of this process will allow your business to participate in future City business bidding opportunities. It also provides the ability to maintain your data as your business grows or changes.

There is NO CHARGE to register for this service. Public Purchase has other services available for a fee, but that is solely at your discretion and not required to do business with the City.

Just a couple helpful hints before starting your registration:

• First, bid notifications are based on registered email addresses, hence, it is recommended you use a generic email address for your company, if you have one, and a second email address for a specific individual, if available. That way, if personal e-mail addresses change, your organization still receives notification of bidding opportunities.

• Secondly, make sure your company has saved the user-name and password in a secure location, so that it is accessible when you are not available.

It will take only minutes to register and it is free. For future bidding, opportunities please also register online. Bidders must submit their questions online at www.publicpurchase.com and must be in written format. All responses to Bidder’s questions will be posted online at www.publicpurchase.com.

The City cannot guarantee y ou will receive notice of every opportunity to sell to the City; it is encouraged to visit our Purchasing website at https:/ /www.oxnard.org/rfps-and-rfqs/ for Bidding Opportunities on a regular basis for a listing of current bid solicitations.

2.0 RETURN OF BID/CLOSING DATE

a. All Proposals/Bids/Quotes shall be submitted electronically to PublicPurchase.com by 2:00 PM Pacific Standard Time (PST) on the closing date listed in the Bidder Response Form. Bid responses not received by the City’s purchasing division by the closing date and time will not be accepted. The City will not be responsible for and will not accept late bids due to slow internet connection, or incomplete transmissions. If the Bidder cannot upload the bid response to the PublicPurchase.com website, delivery of the bid response is accepted at the City of Oxnard, City Hall, Purchasing Division, 300 West Third Street, Oxnard, CA 93030, on or before 2:00 PM PST.

b. The Solicitation must be signed by an authorized agent and uploaded to the Public Purchase website or if mailing, placed in a sealed package marked “Bidder Solicitation, clearly 230
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marking the solicitation designed bid number”. Postmarks will not be accepted in lieu of this requirement. Proposals/Bids/Quotes submitted to any other City office will be rejected.

3.0 RECEIPT AND OPENING OF PROPOSALS/BIDS/QUOTES

Proposals will not be opened publicly. Any Solicitation received after the established closing date and time will not be accepted. Solicitation results will be available after Proposals/Bids /Quotes have been reviewed.

4.0 WITHDRAWAL OF BIDS

Bidders may withdraw their Proposals/Bids/Quotes at any time prior to the due date and time by submitting notification of withdrawal signed by the Bidder’s authorized agent. Proposals/Bids/Quotes cannot be changed or modified after the date and time designated for receipt.

5.0 ADDENDA AND INTERPRETATION

No interpretation of the meaning of the specifications or other Solicitation documents will be made to any proposer orally. Proposers are not to contact any individual other than the Buyer. All Proposals/Bids/Quotes must be submitted in accordance with the standards and specifications contained within this solicitation.

6.0 PRICING/DELIVERY/TERMS/TAX
All pricing shall be quoted F.O.B. Destination, (e.g., cash terms less than 20 days should be considered net) excluding applicable tax, which is a separate line item. The City reserves the right to designate methods of freight. The City pays California Sales Tax. In the event of an extension error, the unit price shall prevail. Payment terms are net 30 after receipt of invoice.

7.0 PERIOD OF FIRM PRICING
Unless stated otherwise elsewhere in this document, prices shall be firm for the duration of this solicitation. The City reserves the right to ask for an extension of firm pricing if conducting active Solicitation evaluations.

No price increases will be permitted during the first year of this Agreement (If applicable). Al l price decreases (for example, if Vendor/Contractor offers lower prices to another governmental entity) will automatically be extended to the City. The City requires written proof satisfactory to the City, upon the City’s acceptance, of cost increases pri or to any approved price adjustment. After the first year of the award, a minimum of 60 -days advance notice in writing is required to be considered and approved by the City. No retroactive price adjustments will be considered. For Contracts, any price increases must be stated in a written amendment. The net dollar amount of profit will remain firm during the period of the Agreement. Annual increases shall not exceed the Consumer Price Index - All Consumers, All Items, less food and energy – Los Angeles and be subject to satisfactory performance review by the City and approved (if needed) for budget funding by City Council.

The City's obligation for payment of this solicitation and ensuing Agreement beyond the current fiscal year end is contingent upon and limited by the availability of City funding from which payment can be made, and invoices shall be rendered “monthly” in a rrears. In the State of California, Government agencies are not allowed to pay excess interest and late charges, per Government Codes, Section 926.10.

No legal liability on the part of the City shall arise for payment beyond June 30 of each calendar year unless funds are made available for such payment. In the event that such funds are not forthcoming for 231
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any reason, City shall immediately notify Contractor in writing; and the Agreement shall be deemed terminated, have no further force, and effect.

8.0 INQUIRIES BY BIDDERS

Requests for explanation must be submitted via the PublicPurchase.com website by the time designated in the solicitation “Last Day for Questions”. The Purchasing Agent, or duly authorized personnel, will post a response to the inquiries via the Public Purchase website.

9.0 SPECIFICATION/CHANGES (Request for Bids only) Whenever brand names are used, the words "or equal" shall be considered to appear and be a part of the specification. If you are quoting another make or mode l, cross out our nomenclature and insert yours. If no make or model is stipulated, insert yours. Attach applicable specifications and/or brochures.

Variations in manufacturers, design, etc., may be acceptable. Bidders are encouraged to offer alternatives. However, the City reserves the right to reject those alternatives as nonresponsive.

10.0 CANCELLATION OR MODIFICATION OF PROCUREMENT

a. The City reserves the right to modify or terminate the solicitation process at any time. The City may amend or modify the project scope of services prior to the award of contract, as necessity may dictate, reject any and all Proposals/Bids/Quotes submitted (and rebid, if necessary), accept any or all Proposals/Bids/Quotes submitted, negotiate with any qual ified source, or cancel, in part or in its entirety, this solicitation if it is in the best interest of the City.
b. The procurement process may be canceled after opening, but prior to award if the City determines that cancellation is in the best interes t of the City for reasons (but not limited to) such as:

1. Inadequate, ambiguous, or otherwise deficient specifications.

2. The services are no longer required.

3. Proposals/Bids/Quotes received are at an unreasonable cost.

4. Solicitation did not arrive in open competition, were collusive, or not submitted in good faith.

5. The City determines, after analysis of the Proposals/Bids/Quotes that its needs can be satisfied through a less expensive method.

c. All Proposals/Bids/Quotes will become the property of the City, and all such information submitted in connection to this solicitation becomes public record, and may be disclosed through the Public Records Act. The City shall keep submissions and negotiati ons confidential until City Council approves the final contract and/or a Purchase Order contract is issued. Proposals/Bids/Quotes may contain financial statements or other information which constitute a trade secret. In order to protect such data from di sclosure, please identify the pages by clearly marking the applicable pages as confidential. Please note; disclosure of such data considered confidential by Bidder will only be withheld to the extent that the City determines that disclosure is improper un der applicable law. It is important to further note that California law weighs heavily in favor of disclosing records submitted through a solicitation process. The City assumes no responsibility for disclosure or use of unmarked data for any purpose.

d. This solicitation does not commit the City to award a contract or to pay any costs incurred in the preparation of a Solicitation in response to this request. The City reserves the right to accept or reject any or all Proposals/Bids/Quotes received becau se of this request, to 232
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negotiate with any qualified source or to cancel in part or in its entirety this Request of Proposal/Request for Bid if it is in the best interest of the City.

11.0 PUBLIC RECORDS

All Proposals/Bids/Quotes submitted in response to this solicitation become the property of the City and under the Public Records Act (Government Code section 6250 et. Seq.), are public records, and as such may be subject to public review. However, the Proposals/Bids/Quotes shall not be disclosed unt il negotiations are complete and recommendation for selection and award is made to the City Council.

If a proposer claims a privilege against public disclosure for trade secret or other proprietary information, such information must be clearly identified in the Solicitation. Note that under California law, prices submitted in the proposal to a public agency is not a trade secret.

12.0 CITY BUSINESS LICENSE

A business tax certificate is required before conducting any business, trade, profession, enterprise, establishment or occupation within the city limits – even if your business is located outside of the city limits, or you have a business license or tax certificate from another city.

The majority of the City business tax certificate applications are available on line or by calling the Business Tax office 805.385.7817.

13.0 WHO NEEDS A BUSINESS TAX CERTIFICATE

Any person who conducts any business, trade, profession, enterprise, establishment or occupation within the city shall obtain a business tax certificate whether or not the physical business address is in or outside of the City.

The majority of the City business tax certificate applications are available on line (https://www.oxnard.gov/finance/business-licensing). You can also apply for a business tax certificate by coming to the Service Center Business Licensing customer service counters in person, calling the Billing and Licensing Division at 805.385.7817, or emailing the Billing and Licensing Division at [email protected].

14.0 WHEN TO GET A BUSINESS TAX CERTIFICATE

A business tax certificate is required before conducting any business, trade, profession, enterprise, establishment or occupation – regardless of whether your business is located outside of the city limits or you have a business tax certificate from another city.

15.0 SUBMISSION OF PROPOSALS/BIDS/QUOTES (Preparation of Responses) Before submitting a Solicitation, each Bidder is expected to thoroughly examine the specifications in the solicitation, and all oth er related contractual documents included in this solicitation, including subsequent amendments to the solicitation. Failure to do so will be at the Bidder’s risk, and shall bar the Bidder’s obligation to perform if a contract is awarded pursuant to this solicitation.

Each Bidder shall review and complete all the Attachments according to their instructions, and submit them as part of the Solicitation. Each Bidder must be satisfied by personal examination and by such other means as it may prefer, as to th e actual conditions and requirements under which the contract will be performed.
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The awarded Bidder agrees to extend the same pricing, terms, and conditions as stated in this Agreement to every political entity, special district, and related non -profit entity. It is understood that other entities shall make purchases in their own name, make direct payment, and be liable directly to the awarded Bidder; and City shall in no way be responsible to the awarded Bidder for other entities’ purchases.

16.0 FORMAT
Use the electronic format provided by PublicPurchase.com. If submitting more than one bid, separate the bid documents. Proposals/Bids/Quotes must be typed uniformly each section clearly titled with labels identifying each Tabbed section, and each page clearly and consecutively numbered.

17.0 MODIFICATION OF PROPOSALS/BIDS/QUOTES

Any Bidder who wishes to make modifications to their Solicitation already received by the City must withdraw his/her Solicitation in order to make the modifications. All modifications must be made in ink, properly initialed by Bidder’s authorized represent ative, executed, and submitted in accordance with the terms and conditions of this solicitation. It is the responsibility of the Bidder to ensure that modified Proposals/Bids/Quotes are resubmitted before the solicitation submittal deadline.

Bidders are advised that the City reserves the right to amend the requirements of this solicitation prior to the date set for opening of bids, including, but not limited to, extending the Solicitation deadline. Such revisions will be done formally by publishing changes via the Public Purchase website.

18.0 EVALUATION PROCESS (Request for Proposals only)

The Proposal shall be concise and to the point. A letter format in sufficient detail to allow thorough evaluation and analysis is required. Proposals will be evaluated based on criteria determined to be appropriate by the City, which may include, but not necessarily limited to the following:

a. Responses to the Request for Proposal for completeness to the requirements.
b. The quantity and locations of facilities. (If applicable) c. Bidder’s experience and ability.
d. Technical capability and project methodology.
e. Overall cost to the City. In no event will the City be limited to selecting a successful Bidder based solely upon total cost submitted.
f. References with demonstrated success with similar work to the Scope of Service. g. Clarification, Exceptions or Deviations.
h. Credential/Resumes/Licenses/Certifications.
i. Contractor’s ability to provide future maintenance, repair parts and/or services. j. Any other factors the City determines to be appropriate.

All Proposals/Bids/Quotes will be given thorough review. All contacts during the bidding process and review selection phase must contact the City’s Purchasing Division Buyer. Attempts by the Bidder to contact any other the City representative may result in disqualification of the Bidder.

All evaluation material will be considered confidential and not released until after award. The City reserves the right to split or make the award that is most advantageous to the City.

19.0 ORAL PRESENTATIONS
During the evaluation process, the City may, at its discretion, request any one or all firms to make oral presentations. Such presentations will provide firms with an opportunity to answer any 234
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questions the City may have on a firm’s Proposal. Not all firms may be asked to make such oral presentations.

20.0 AWARD OF CONTRACT

a. The award of the contract will be made to a responsive and responsible proposer whose Solicitation best meets the needs of the City. The successful proposer will enter into a contract with the City incorporating all prescribed requirements and conditions of this request for Solicitation.

If the successful proposer refuses or fails to execute the contract, the City may consider the next most qualified proposer. The City shall be the sole judge as to the successful proposer. b. The City reserves the right to reject any or all responses to this solicitation and to waive any informality or irregularity in this solicitation or in responses, to negoti ate with all qualified sources, or to cancel, in part or in its entirety, this solicitation, in the best interest of the City.

The City reserves the right to request more information for clarification or due to omission of information. Proposers may be ask ed to make an oral presentation as part of the evaluation process. This solicitation does not commit the City to award a contract, or to procure or contract for services or goods.
c. The award will be made, in whole or in part, to the responsive, responsible Bidder whose solicitation is most advantageous to the City; price, delivery, and other factors considered.

The City recognizes that prices are only one of several criteria to be used in judging an offer and the City is not legally bound to accept the lowest offer. d. The City reserves and may in its sole discretion, exercise any one or more of the following rights and options with respect to the solicitation selection:

1. To issue a notice of intent to contract and/or execute a contract for any or all of the items in any Solicitation, in whole or in part, as the City, in its sole discretion, determines to be in the City’s best interest;

2. To discontinue negotiations with any applicant at any time prior to the execution of a final contract, whether or not a notice of intent to contract has been issued to the applicant, and to enter into negotiations with any other a pplicant, if the City, in its sole discretion, determines it is in the best interest of the City to do so;

3. To rescind, at any time prior to the execution of a final contract, any notice of intent to contract issued to an applicant, and to issue or not issue a notice of intent to contract to the same or a different applicant and enter into negotiations with that applicant, if the City, in its sole discretion, determines it is in the best interest of the City to do so;

4. To elect not to enter into any c ontract with any applicant, whether or not a notice of Intent to Contract has been issued and with or without the reissuing the notice of contract opportunity, if the City determines that it is in the City’s best interest to do so

5. To reject any or all offers, to waive any discrepancy, any irregularity, or technicality which the City deems reasonably correctable or otherwise not warranting rejection of the solicitation.

6. To split or make the award in any manner determined by the City to be most advantageous to the City.

Before award, proposers may be required to furnish evidence of capability, equipment, and financial resources to adequately perform the job. The Proposals/Bids/Quotes of proposers found not to be qualified may be rejected.

21.0 BID PROTESTS
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A. Non-selected vendors will have one week (7 calendar days) from the date the intent to award notice that is posted to file a formal bid protest to the Purchasing Division.

B. This appeal shall be delivered by the vendor in writing through U.S. mail or the buyer’s email, and must include the specific facts, circumstances, reasons, and/or basis for the protest.

C. All protests shall be in writing and state that the bidder is submitting a formal protest, and the protesting vendor is responsibl e to assure the protest is received within the protest deadlines. If Purchasing does not receive the protest within one week of the opening of responses, the protest may be rejected. The mailing address for all protests, or the vendor may email the buyer, is:

Physical Address:

City of Oxnard City Hall
Purchasing Division
300 West 3rd St.. 3rd Floor
Oxnard, CA 93030

D. Failure to provide the following information could result in rejection of vendor’s protest:

1. Company name, mailing address, phone number, and name of company individual responsible for submission of the protest.

2. Email address for communication, clarification, and disposition of the pending protest.

3. The City’s bid number, bid title, closing date and proposed award date of the solicitation.

4. The specific action or decision protested.

5. The basis for the protest.

6. Indicate what relief or corrective action the City should make.

7. Vendor must demonstrate that every reasonable effort was made within the schedule provided for this protest to be resolved, and the basis of the protest during the process, including asking questions, seeking clarification, requesting addenda, and otherwise alerting the City to any perceived problems.

8. Protest letters must be signed by an authorized agent of the company or if sent via email; the email must be sent by an authorized agent of the company.

E. Grounds for Protest - A formal protest must contain the following to be considered:

1. A specific identification of the statutory or regulatory provision(s), if applicable, that the alleged action is in violation.

2. A specific description of each act alleged to have violated the s tatutory or regulatory provision(s), if applicable.

3. A precise statement of the relevant facts and identification of the issue or issues needing addressed.
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4. Complaints about events or decisions made before the Solicitation deadline.

5. Complaints that the Solic itation unduly constrains competition through improper minimum qualifications or specifications.

6. Complaints that the pre -bid conference was not fair or accessible. Please note that bidders must attend all mandatory pre-bid conferences.

7. Complaints that solicitation questions were not fully or properly addressed by the City.

8. Complaints that the solicitation did not provide adequate information or contained improper criteria.

22.0 OTHER TERMS AND CONDITIONS
The terms and conditions as indicated in this document and/or attached are hereby included with full force and like effect as if set forth herein. The City shall not be liable for any expenses incurred by any proposer prior to issuing the contract. The selected Consultant/vendor will be required to sign and be bound by a City Agreement (“Agreement”). Proposer must meet all insurance requirements found in the Agreement (Separate document).

23.0 LIVING WAGE POLICY (If applicable)
With certain exceptions, the City requires vendors to pay all employees who provide services under a City services agreement in accordance with the Living Wage Policy. That Policy is provided as an exhibit to the contract that is attached. If this work requires the payment of both living wage and prevailing wages, the vendor will pay the higher of the two wages.

The City’s Living Wage Policy is non-negotiable. Any bidder who submits a bid under this RFB has, by doing so, agrees to comply with the Policy.

24.0 PREVAILING WAGES (If applicable)
If the service performed in the RFP is considered a “public work” project, the services are subject to the requirements of Division 2, Part 7, Chapter 1 of the Labor Code and Title 8, Division 1, Chapter 8 of the California Code of Regulations (“CCR”). The vendor and all of its subcontractors must pay wages in accordance with the determination of the Director of the DIR. Copies of these rates are on file with the Buyer and will be made available to any interested party on request. They are also available at http://www.dir.ca.gov/Public-Works/Prevailing-Wage.html. The vendor must post a copy of the DIR’s rates at each job site. This work is subject to compliance monitoring and enforcement by the DIR. The vendor and its subcontractors must furnish certified payroll records directly to the Labor Commissioner.

The vendor and its subcontractors are not qualified to bid on, be listed in a bid, or engage in the performance of any contract for pu blic work, as defined in Labor Code Sections 1720 through 1861, unless registered and qualified to perform public work pursuant to Labor Code Section 1725.5 at the time of bid submission. If this work requires the payment of both living wage and prevailing wages, the vendor will pay the higher of the two wages.

25.0 SMALL LOCAL BUSINESS PURCHASING PREFERENCE
Definition: A business entity located within the city’s geographic boundaries, has average annual gross receipts of $20,000,000 or less, and employs fewer than 100 employees. (A) The City of Oxnard herein establishes a local preference program for the purpose of promoting economic development by supporting employment and business opportunities within the City. 237
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(B) The local preference program is not applicable to public works projects, professional services and projects funded with state or federal grants.
(C) A small local business shall mean, a business that has its headquarters or a branch office within City limits, and the headquarters or branch office was established prior to the city’s request for bids for a particular procurement. The business must possess a current City business license and certificate of occupancy. P.O. Boxes do not qualify as a valid business location. (D) When soliciting or contracting for goods and services, the Purchasing Agent may give a preference to a small local business, that properly responds to a City solicitation, a not to exceed amount of Five (5%) Percent of the small local business’ total net bid price or $5,000.00 dollars, whichever is lower.

26.0 INVESTIGATIONS
The City may make such investigations as necessary to determine the ability of the bidder to perform the services as required. The City reserves the right to reject any bid if the evidence submitted by, or investigation of, such bidder fails to satisfy the City that the bidder is qualified to carry out the obligations of the contract.

27.0 FEDERAL EXCLUSION LIST (If applicable)
If the award is federal or State funded, the potential bidder mus t go to the following website and submit a printout with their proposal that verifies that the contractor is not listed on the Excluded Parties Listing System (EPLS) (Executive Order 12549, 7 CFR Part 3017, 45 CFR Part 76, and 44 CFR Part 17). If awarded a contract, the awarded vendor must notify the City immediately if debarred at any time during the contract period.

28.0 USE BY OTHER POLITICAL ENTITIES
The Bidder agrees to extend the same pricing, terms, and conditions as stated in this procurement and ensuing Agreement to each and every political entity, special district, and related non -profit entity. It is understood that other entities shall make purchases in their own name, make direct payment, and be liable directly to the Bidder; and the City shall in no way be responsible to the Bidder for other entities’ purchases.

29.0 IRAN CONTRACTING ACT CERTIFICATION
In accordance with Public Contract Code Section 2200 et seq., the City requires that any person that submits a bid or proposal or otherwise proposes to enter into or renew a contract with the City with respect to goods or services of one million dollars ($1,000,000) or more, certify at the time the bid is submitted or the contract is renewed, that the person is not identified on a list created pursuant to subdivision (b) of Public Contract Code Section 2203 as a person engaging in investment activities in Iran described in subdivision (a) of Public Contract Code Section 2202.5, or as a person described in subdivision (b) of Public Contract Code Section 2202.5, as applicable. The form of such Iran Contracting Certificate is included with the bid package and must be signed and dated under penalty of perjury.

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EXHIBIT 1

SECURITY SERVICES FEE SCHEDULE

City of Oxnard
Security Services Fee Schedule

City Locations

Oxnard Downtown Management District $_______________ per month

Oxnard City Library $_______________ per month

Downtown Parking Structure $_______________ per month

Oxnard Service Center $_______________ per month

Other Security Services (as needed)

Event Security (unarmed) $_______________ per hour

Emergency Services $_______________ per hour

Other Fees (specify) __________________ $_______________ per ______

Agency Name:_____________________________________________________________

Agency Phone/Email: _______________________________________________________

Agency President or CEO:____________________________________________________

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EXHIBIT 2

OXNARD DOWNTOWN MANAGEMENT DISTRICT LOGO

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GENERAL SERVICE AGREEMENT

BETWEEN
THE CITY OF OXNARD AND CITIGUARD, INC.

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

RECITALS
WHEREAS, the City issued a Request for Proposals (RFP), seeking Services to provide Downtown Security Services.

WHEREAS, Vendor submitted a proposal dated August 4, 2025 (the “Proposal”) in response to the RFP which the City has reviewed and evaluated in accordance with the standards set forth in the RFP.

WHEREAS, Vendor represents that it is fully qualified and licensed to perform the Services required under this Agreement by virtue of its experience and the training, education, and expertise of its principals and its employees.

NOW THEREFORE, IN CONSIDERATION OF THE COVENANTS, CONDITIONS,

AND PROMISES CONTAINED HEREIN AND FOR SUCH OTHER GOOD AND

VALUABLE CONSIDERATION, RECEIPT OF WHICH IS HEREBY ACKNOWLEDGED, THE PARTIES HERETO AGREE AS FOLLOWS:

1. The Recitals set forth above are true and correct and together with any definitions set forth therein are hereby incorporated into this Agreement by this reference, as though set forth fully herein.

2. SUMMARY DESCRIPTION OF SERVICES.

This Agreement is for day time security guard services and armed security guard services for the downtown area. Service provider will patrol the downtown area, City facilities such as library, city hall and parking structure and will assist the police department as further described in the scope of services set forth herein.

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3. PARTIES.

City of Oxnard, a general law and municipal corporation of the State of California, located at 300 West Third Street, Oxnard California 93030 Citiguard, Inc., a corporation/LLC/LLP of the State of California, located at 22736 Vanowen Street, Ste. 300, West Hills, CA 91307.

4. TERM OF AGREEMENT: From (Date): March 1, 2026 To (Date): February 28, 2027

A. Time is of the essence in this Agreement.

B. The City shall have the option for (4) four consecutive (1) one-year extensions, in accordance with the scope of work and general terms and conditions of the General Services Agreement.

C. This Agreement shall not exceed a total of five (5) years (including the initial term and any options to extend). The City in its sole discretion may exercise the option terms upon sixty (60) days written notice to the Consultant (or any other time if the parties so agree) in accordance with Section 12 of this Agreement. The option term shall be commenced by an amendment to this agreement.

D. All services required of Service Provider under this Agreement shall be completed on or before the end of the term of the Agreement.

5. AGREEMENT AMOUNT NOT TO EXCEED: $ 515,000.1

6. AGREEMENT EXHIBITS: The following documents memorialized below are the only exhibits to this agreement and are incorporated by reference as though fully set forth herein. In the event of a conflict between the Exhibits and this Agreement, the Agreement controls.

Exhibit A: Scope of Services
Exhibit B: Schedule of Compensation
Exhibit C: Insurance Requirements: City Insurance Exhibit INS-B Exhibit D: Living Wage Policy
Exhibit E: Iran Contracting Certification

1 This is not a guaranteed dollar amount. No services or work performed pursuant to a Task Order shall exceed the “Not to Exceed” Amount of the Contract or the agreed upon amount stated in the Task Order. 242
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7. DESIGNATED REPRESENTATIVES. The Designated Representatives listed below shall be authorized to act on behalf of the named Party, be responsible for negotiations and contractual matters, and coordinate with each other to perform the services under this Agreement. Additionally, Service Provider’s services shall be performed or immediately supervised by the Service Provider’s Representative:

City Designated Representative
Name: Miguel Serrato
Title: Police Commander
Phone: 805-797-5891
Email: [email protected]
Address: 251 S. C Street
Oxnard, CA 93030
Service Provider Designated Representative:

Name: Sami Ullah
Title: Sr. Security Consultant
Phone: 310-877-0989
Email: [email protected]
Address: 22736 Vanowen Street, Ste. 300,
West Hills, CA 91307

8. CONTRACTUAL PREREQUISITES. This Agreement must first be executed by the Service Provider, after which the Agreement shall be approved as to form by the City Attorney, then executed by the Mayor, or an authorized person on behalf of the City, and if executed by the Mayor shall also be executed by the City Clerk.

A. Service Provider is advised that any recommendation for Agreement award is not binding on the City until the Agreement is fully executed and approved by the City.

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

C. Service Provider shall not perform any work under this Agreement until a proof of insurance has been provided to the City as required under Section 26 of this Agreement.

9. SERVICE PROVIDER’S SERVICES.

A. Service Provider shall perform only the type or category of services as set forth in the “Scope of Services,” attached to and incorporated into this Agreement as “Exhibit A.” Once this Agreement is executed, the Scope of Services may only be modified by written Amendment pursuant to Section 13 of this Agreement.

B. The Services shall be coordinated with the designated City Project Manager set forth in Exhibit A and are subject to the direction of the City Manager or Department Director. Service Provider hereby designates its Project Manager, as set forth in “Exhibit A” as the person responsible for 243
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the Services who shall coordinate with City’s Project Manager in executing the scope of services under this Agreement.

10. COMPENSATION. City shall pay Service Provider for the services performed pursuant to the terms of this Agreement and based on the hourly rates and fees set forth in the “Schedule of Compensation,” attached to and incorporated into this Agreement as “Exhibit B. Under no circumstances shall the Service Provider perform work in excess of the amount stated in the not to exceed amount listed in Section 5 of this Agreement. Once this Agreement is executed, the Schedule of Compensation may only be modified by written Amendment pursuant to Section 13 of this Agreement, and may be subject to approval by the City Council.

A. Annual Rate and Fees adjustments must be requested in writing and accompanied by information to substantiate the request for price adjustments. Adjustments are subject to approval by the City. Any allowable request for adjustment must be delivered to the City at least 30 days before the adjusted prices become effective. No price adjustment allowable under this Contract will be granted retroactively. The City must also be given the benefit of any decline in prices.

11. PAYMENT & INVOICES. City shall pay all undisputed portions of any applicable invoice within thirty (30) days after receipt of an invoice. In the event the City disputes one or more items in an invoice, the City shall, within thirty (30) days after receipt of such invoice, notify the Service Provider of the item(s) being disputed and the reason(s) therefore. The City may withhold payment for such disputed items until resolution of the dispute.

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

B. Non-Appropriation of Funds. Payments to be made to Service Provider by City for the Services performed within the current fiscal year are within the current fiscal budget and within an available, unexhausted and unencumbered appropriation of City. In the event City does not appropriate sufficient funds for payment of the Services beyond the current fiscal year, this Agreement shall cover payment for the Services only up to the conclusion of the last fiscal year in which City appropriated 244
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sufficient funds and shall automatically terminate at that fiscal year’s conclusion.

C. Service Provider’s acceptance of final payment made pursuant to this Agreement shall constitute a release of City from all claims and liabilities for compensation to Service Provider for anything completed, finished or relating to the Services. City’s payment shall not constitute nor be deemed a release of the responsibility and liability of Service Provider for the accuracy and competency of the information provided and/or the Services performed hereunder, nor shall such payment be deemed to be an assumption of responsibility or liability by City for any defect or error in the Services performed by Service Provider and its employees, agents and Subcontracted Service Providers.

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

12. OPTION TO EXTEND AGREEMENT. When in the City’s best interest, this Agreement may only be extended, if the City, in its discretion, exercises an option term in accordance with Section 4 subparagraphs (B) and (C) of this Agreement.

The initial term, plus any option to extend shall not exceed a total of five (5) years. If no option to extend the Agreement appears in section 4(B), then this Agreement shall not be extended.

13. MODIFICATION OF AGREEMENT. This Agreement may be amended, modified, or otherwise altered, or its provisions waived, only upon mutual consent of the Parties by written amendment. The City may request that the Service Provider perform Extra Services. As used herein, "Extra Services" means any services, which are determined by the City to be necessary for the proper completion of the project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement or any Task Order issued under this Agreement. A written amendment signed by both Parties shall be required to authorize performance of and payment for Extra Services under this Agreement or Task Order.

14. TERMINATION OF AGREEMENT. City may terminate this Agreement at any time, with or without cause and without penalty, upon fifteen (15) calendar days’ prior written notice pursuant to Section 22 of this agreement. Such termination shall be 245
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effective on the date specified in the notice, or if no date is specified, then fifteen (15) calendar days from the date of the notice. City shall be liable to Service Provider only for work done by Service Provider up to and including the date of termination of this Agreement unless the termination is for cause, in which event Service Provider need be compensated only to the extent required by law. Service Provider may terminate this Agreement at any time during the term of the Agreement by giving the City sixty (60) calendar days’ written notice.

15. [RESERVED].

16. INDEPENDENT CONTRACTOR. Service Provider is and shall at all times remain, as to City, a wholly independent contractor. Neither City nor any of its employees or agents shall have control over the conduct of Service Provider or any of its employees, except as stated in this Agreement. Service Provider has and shall retain the right to exercise full control over the employment, direction, means of performance, location, compensation and discharge of all persons assisting Service Provider. This Agreement shall not be interpreted to prevent or preclude Service Provider from rendering any services for Service Provider’s own account or to any other person or entity as Service Provider in its sole discretion shall determine; provided, however, that performing such services shall not materially interfere with the Services the Service Provider shall perform for the City. The City retains the right to provide general instructions to and observe the Service Provider in the performance of all services done on behalf of the City.

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

17. LAWFUL PERFORMANCE. Service Provider shall abide by all Federal, State, and Local Laws and Regulations as may be related to the performance of duties under this Agreement. Service Provider, at its sole expense, shall obtain and maintain during the term of this Agreement, all appropriate permits, licenses, and certificates 246
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that may be required in connection with the performance of services under this Agreement.

18. SAFETY REQUIREMENTS. Service Provider shall not perform any services for the City when the Service Provider is impaired by alcohol or a controlled substance. When there is reasonable cause to believe that any person has violated this provision, that person shall be immediately removed from the premises and be subject to any applicable civil and/or criminal penalties under the City’s Code and/or under state law. All work performed under this Agreement shall be performed in such a manner as to provide safety to the public. The City reserves the right to issue restraining or cease and desist orders to Service Provider when unsafe or harmful acts are observed or reported relative to the performance of the work under this Agreement. The acceptance of Service Provider 's work by City shall not operate as a release of the Service Provider from such standard of care and workmanship.

19. OWNERSHIP OF SERVICE PROVIDER’S WORK PRODUCT, CONFIDENTIALITY & DISCLOSURE. City shall be the owner of any and all technical documents and records, including, computations, plans, correspondence, and/or other pertinent data and information, both hard copy and electronic, gathered or prepared by Service Provider in performance of this Agreement and shall be entitled to immediate possession of the same upon completion of the work under this Agreement, or at any earlier or later time when the same may be requested by City.

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

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

C. Deliverables. Service Provider shall deliver to the City the studies, plans, specifications, or other documents as are identified in the Scope of Services or Task Order; and Service Provider shall, upon completion of all work, submit to the City all information developed in the course of the Service Provider 's services. Service Provider shall, in such time and in such form as the City may require, furnish reports concerning the status of 247
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services required under this Agreement. Service Provider shall, upon request by City and upon completion or termination of this Agreement, deliver to the City all material furnished to Service Provider by the City.

D. Confidentiality. Information that is exempt from disclosure to the public is confidential. This includes information relating to the past, present, or future affairs of the City or information belonging to a third party whose information is in the City’s possession or control under obligations of confidentiality. Service Provider may be granted access to information that is exempt from disclosure to the public (Government Code Section 7920.505) and may contain “trade secrets” (see Government Code Section 7924.510(f)) when it is necessary for Service Provider to perform its obligations pursuant to this Agreement. If Service Provider is granted such access to confidential information, Service Provider shall not be considered to be a member of the public as that term is used in Government Code Section 7920.515.

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

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

20. ASSIGNMENT. This Agreement is for the non-professional services of Service Provider. Any attempt by Service Provider to assign the benefits or burdens of this Agreement without the prior written approval of City shall be prohibited and shall be null and void. Service Provider 's services pursuant to this Agreement shall be provided by the Service Provider’s Designated Representative or directly under his/her supervision, and Service Provider shall not assign another to supervise the Service Provider 's performance of this Agreement without the prior written approval of City, by and through the City’s Designated Representative.

21. NOTICE OF BREACH AND OPPORTUNITY TO CURE. Neither Party will be in breach of this Agreement where the breach is capable of being cured, or until written 248
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notice of the breach is received from the non-breaching Party. The Party charged with breach will have fifteen (15) calendar days from the date of receiving such notice in which to cure the breach or otherwise respond. If the circumstances leading to the charge that the Agreement was breached have not been cured or explained to the satisfaction of the other Party within fifteen (15) days from the date on which the breaching Party received notice of breach, the non-breaching Party may terminate this Agreement. Notice shall be given in the manner set forth in section 22.

22. NOTICES. All notices given or required to be given pursuant to this Agreement shall be in writing and may be given by personal delivery or by first-class mail. Notice sent by mail shall be addressed to each Party’s Designated Representative as set forth above in Section 7. When addressed in accordance with this Section, such notice shall be deemed given upon deposit in the United States mail, postage prepaid. In all other instances, notices shall be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this Section.

23. COVENANTS AND CONDITIONS. Each term and each provision of this Agreement to be performed by Service Provider shall be construed to be both a covenant and a condition.

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

25. INDEMNIFICATION, HOLD HARMLESS & DEFENSE.

A. As a separate and independent covenant from Service Provider’s obligations under this section, Service Provider shall to the fullest extent permitted by law, immediately defend, indemnify, and hold harmless City, its legislative and advisory bodies, and the City’s officials, directors, officers, employees, and agents (the “Indemnitees”) from and against all liabilities regardless of nature, type, or cause, arising out of or resulting from Service Provider’s negligence or willful misconduct in the performance of the services described in this Agreement or failure to 249
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comply with any of its obligations contained in this Agreement, Service Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and costs of alternative dispute resolution. Service Provider’s obligation to indemnify and defend applies unless it is proven such liabilities covered by this Section are the result of negligence or willful misconduct of any of the Indemnitees.

B. The duty to defend is a separate and distinct obligation from Service Provider’s duty to indemnify. Service Provider shall be obligated to defend in all legal, equitable, administrative, or special proceedings, with counsel approved by the City Attorney, immediately upon tender to Service Provider of the claim in any form or at any stage of an action or proceeding, whether or not liability is established. An allegation negligence or willful misconduct by any of the Indemnitees shall not relieve Service Provider from its separate and distinct obligation to defend the Indemnitees. The obligation to defend extends through final judgment, including exhaustion of any appeals. The defense obligation includes the obligation to provide independent defense counsel if Service Provider asserts that liability is caused in whole or in part by the negligence or willful misconduct of the Indemnitees. If it is finally adjudicated that liability was caused by the negligence or willful misconduct of any of the Indemnitees, Service Provider may submit a claim to City for reimbursement of reasonable attorneys’ fees and defense costs.

C. The review, acceptance or approval of Service Provider’s work or work product by any of the Indemnitees shall not affect, relieve or reduce Service Provider’s indemnification or defense obligations. Service Provider waives any right of contribution against City or any of City’s officers, employees, agents, or volunteers arising out of such failure to inspect, review, monitor, or supervise the work performed by Service Provider pursuant to this Agreement. The provisions of this Section shall not be restricted by and do not affect the provisions of this Agreement relating to Section 26. The Service Provider’s obligations under this Section of the Agreement shall survive the termination of the Agreement.

D. Service Provider agrees to pay all required taxes on amounts paid to Service Provider under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Service Provider shall be solely responsible 250
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for, and shall save City harmless from, all matters relating to the payment of Service Provider’s subcontractors, material suppliers, directors, officers, employees, agents and representatives, including compliance with social security requirements, federal and State income tax withholding, and all other regulations governing employer-employee relations, as applicable.

City shall have the right to offset against the amount of any compensation due to Service Provider under this Agreement any amount due to City from Service Provider as a result of its failure to promptly pay to City any reimbursement or indemnification arising under this Section.

26. INSURANCE. Service Provider shall obtain and maintain during the performance of any services under this Agreement the insurance coverages listed within “Exhibit B”, which is attached hereto and incorporated herein by this reference, unless the Risk Manager waives, in writing, the requirement that Service Provider obtain and maintain such insurance coverages. Such insurance must be issued by a company satisfactory to the Risk Manager. Service Provider shall, before performance of any Services pursuant to this Agreement, file with the Risk Manager evidence of insurance coverage as specified in “Exhibit B”. Maintenance of insurance coverages by Service Provider is a material element of this Agreement. Service Provider’s failure to maintain or renew insurance coverages or to provide renewal evidence shall be considered a material breach of this Agreement.

27. LIVING WAGE REQUIREMENTS. During the term of this Agreement, Service Provider understands and agrees that if Living Wages are applicable subject to the 2002 Oxnard City Council Living Wage Policy, attached as “Exhibit E” to this Agreement. Service Provider will pay and/or provide the wages and/or benefits required therein to all of its employees engaged in whole or in part in performing the services provided for by this Agreement. The duty to pay the correct wage is the responsibility of the Service Provider.

28. PREVAILING WAGE REQUIREMENTS. The payment of State prevailing wages as designated for Ventura County shall apply to public works projects. However, this section shall not apply to work performed on a public works project of twenty-five thousand dollars ($25,000) or less when the project is for construction, alteration, demolition, installation, or repair work; or to work performed on a public works project of fifteen thousand dollars ($15,000) or less when the project is for maintenance work. Prevailing wages are required to be paid to all workers, including subcontracted employees. For further information regarding Prevailing Wage Requirements please refer to Exhibit “F” attached to this Agreement.

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A. To determine if this Agreement is subject to compliance monitoring and enforcement, go to: https://www.dir.ca.gov/Public-
Works/PublicWorksSB854FAQ.html
B. It is unlawful to split, or separate into small portions, work orders, projects, purchases, or public works projects for the purpose of evading these prevailing wage requirements.

C. In the event that there is a difference between the amount of wages to be paid under the City of Oxnard’s local Living Wage requirements and the requirements of this provision, the wage rate that is the higher of the two shall be applicable to this Agreement. The duty to pay the correct wage is the responsibility of the Service Provider.

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

30. IRAN CONTRACTING ACT. In accordance with the Iran Contract Act of 2010 (Public Contract Code sections 2200-2208) the City requires that any Consultant that submits a proposal or otherwise proposes to enter into or renew a contract with the City with respect to goods or Services of one million dollars ($1,000,000) or more, must certify, that the Consultant is not identified on a list created pursuant to subdivision (b) of Public Contract Code Section 2203 as a person engaging in investment activities in Iran described in subdivision (a) of Public Contract Code Section 2202.5, or as a person described in subdivision (b) of Public Contract Code Section 2202.5, as applicable.

A Consultant is ineligible to enter into any contract with the City for goods or Services of one million dollars ($1,000,000) or more if the Consultant engages in investment activities in Iran. Consultant must certify that it is not on the list of ineligible vendors prohibited from doing business with the State of California and shall complete the Iran Contract Act Certification attached as Exhibit G.

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31. SUBCONTRACTING. If Service Provider requires the assistance of a subcontractor to render any services under this agreement, Consultant shall obtain prior written consent from the City before a subcontractor performs any service pursuant to this Agreement. All subcontractors shall be identified in the Scope of Work or Task Order attached to this Agreement as Exhibit A. Service Provider is fully responsible for satisfactory completion of all its subcontractors’ work. All subcontractors shall be properly licensed and insured; and bonded, if applicable. Service Provider shall be responsible for all liabilities regardless of nature, type, or cause, arising out of or resulting from or in connection with subcontractors performance pursuant to this Agreement or subcontractors failure to comply with any of its obligations in connection with this Agreement.

A. If Service Provider is providing Security or Janitorial Services under this Agreement and is employing independent contractors to provide such services to the City, then Service Provider shall provide the City a copy of its agreement with the independent contractors that are performing the services stated in this agreement.

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

33. DISPUTE RESOLUTION. Should an unresolved dispute arise out of this Agreement, any Party may request that it be submitted to mediation. The Parties shall meet in mediation within a reasonable time not to exceed forty-five (45) days of a request. The mediator shall be agreed to by the mediating Parties. In the absence of an agreement on a mediator, the Parties shall each submit one name from mediators listed by the American Arbitration Association, the California State Board of Mediation and Conciliation, or other agreed-upon service. The mediator shall be selected by a “blindfold” process. The cost of mediation shall be borne equally by both Parties. Neither Party shall be deemed the prevailing Party. No Party shall be permitted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once commenced by a meeting with the mediator, shall last until agreement is reached by 253
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the Parties but not more than sixty (60) calendar days, unless the maximum time is extended in writing by both Parties.

34. AUDIT. City shall have the option of inspecting, auditing and/or reproducing all records and other written materials: used by Service Provider in preparing its billings to CITY as a condition precedent to any payment to Service Provider; or for other purposes relating to the Agreement. Service Provider will promptly furnish all documents requested by City. Additionally, if this Agreement is in excess of $10,000, the State Auditor may examine and audit Service Provider for a period of 3 years after final payment under the Agreement. Regardless of whether a State audit is permitted, Service Provider shall maintain and preserve all such records for a period of at least 3 years after final payment under the Agreement or until an audit has been completed and accepted by City, whichever occurs later. Service Provider shall maintain all such records in City or to promptly reimburse City for all reasonable costs incurred in conducting the audit at a location other than in City, including but not limited to expenses for personnel, salaries, private auditor, travel, lodging, meals and overhead. Service Provider shall include a copy of this Section in all contracts with its subcontractors, and Service Provider shall be responsible for immediately obtaining those records or other written material from its subcontractors upon a request by the State Auditor and/or City.

35. ADVERTISING AND PUBLICITY. Service Provider shall not use the name of or refer to City directly or indirectly in any advertisement, news release, or professional or trade publication without prior written approval from the City Manager. This Section shall survive the termination of this Agreement.

36. NONDISCRIMINATORY EMPLOYMENT. Service Provider shall not unlawfully discriminate against any individual based on race, color, religion or religious creed, national origin, ancestry, ethnic group identification, primary language, physical disability, mental disability, medical condition, genetic information, marital status, gender, gender identity, gender expression, sex, sexual orientation, age, immigration status, citizenship or military and veteran status. Service Provider understands and agrees that it is bound by and will comply with all legal nondiscrimination mandates.

For every subcontractor who will perform Services, Service Provider shall be responsible for such subcontractor’s compliance with this Section.

37. FORCE MAJEURE. Neither the Service Provider nor the City shall be responsible for any delay caused by any contingency beyond their control, including, but not limited to, war or insurrection, walkouts by the Party’s own employees, fires, natural 254
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calamities, riots, or demands or requirements of governmental agencies other than the City.

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

39. SEVERABILITY. If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modified to the extent necessary in the opinion of the court to render such portion enforceable and, as so modified, such portion and the balance of this Agreement will continue in full force and effect and be enforceable.

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

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

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

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

44. INCONSISTENT OR CONFLICTING TERMS. In the event of any contradictions or inconsistencies between any attached documents or exhibits incorporated by 255
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reference herein and the provisions of the Agreement itself, the terms of the Agreement shall control. Any exhibit that is attached and incorporated by reference shall be limited to the purposes for which it is attached, as specified in this Agreement. Any contractual terms or conditions contained in such exhibit imposing additional obligations on the City are not binding upon the City’s Designated Representative unless specifically agreed to in writing, and initiated by City’s Designated Representative, as to each additional contractual term or condition.

45. ACKNOWLEDGEMENT. By signing below, Service Provider acknowledges that it has reviewed the City’s General Services Agreement terms and conditions and insurance requirements and that Service Provider hereby agrees to full compliance.

[Signatures on next page]

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In witness whereof, the Parties have entered into this Agreement effective on the date as written in section 4 and upon signature of all Parties.

CITY OF OXNARD CITIGUARD, INC.

X Luis A. Mc Arthur, Mayor2 Date Sami Nomair, President Date ☐Libertad Macias,3
Purchasing Manager

Howard Fridkin,4 Date
Director of Contract & Procurements
ATTEST:

Lourdes A. López, CITY Clerk Date
(only if Mayor signs)

APPROVED AS TO FORM:

Stephen M. Fischer, CITY Date
Attorney (always required)

EXHIBIT A

2 The City Council must authorize and the Mayor must execute any agreement over $220,000. 3 The Purchasing Agent may execute any authorized agreement up to $220,000. 4 The City requires the following for any contract:
● For a corporation, the signatures of the Board President, CEO or Vice President and of the Board Secretary, Assistant Secretary, CFO or Assistant Treasurer;
● For an LLC, the signatures of at least two managers of the LLC (company directors, not lower-level managers); or ● For a partnership, the signature of a partner. If the partnership is a limited partnership, the signer must be a general partner.

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

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GENERAL SERVICE AGREEMENT
(City of Oxnard and Citiguard, Inc.)

SCOPE OF SERVICES

PROJECT MANAGER: Miguel Serrato, Police Commander. Phone: 805-797-5891 [email protected].

The vendor to provide the services listed below for the following locations:

OXNARD DOWNTOWN MANAGEMENT DISTRICT - ODMD

The schedules for unarmed uniformed patrol persons in the ODMD are driven by available funding and security demands. These schedules are subject to change and will be agreed upon by the City and Vendor. The total hours per week may range from 136 up to 280.

• Overnight patrol may consist of one uniformed district safety officer who may be on site from 12:00AM to 8:30AM seven days per week with an unpaid 30- minute meal break.
• Day shift patrol may consist of one uniformed district safety officer who may be on site from 8:30AM to 5:00PM seven days per week with an unpaid 30- minute meal break.
• Swing shift patrol may consist of one uniformed district safety officer who may be on site from 3:30PM to 12:00AM seven days per week with an unpaid 30- minute meal break.
• Support shift patrol, Friday and Saturday, may consist of one uniformed district safety officer who may be on site from 10:00PM to 4:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (16 hours per week).
• Support shift patrol, Tuesday through Saturday, may consist of one uniformed district safety officer who may be on site from 12:00PM to 8:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (40 hours per week).

Patrol will occur by a variety of means, including foot patrol, bicycle patrol, vehicle patrol, and video surveillance, throughout the ODMD Area with a focus on the Parking Structure (300 block of South B Street) and Centennial Plaza (400 Block of South B Street).

Currently, District Safety consists of one supervisor working 40 hours per week, and a combination of security officers working 96 hours per week.

The schedule below represents a sample week of District Safety coverage total 136 hours per week:
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Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday Total Hours
Superviso
r
1500-
2300
Off Off 0700-
1500
1500-
2300
0700-
1500
0700-
1500
40 Officer 1830-
0230
1500-
2300
1500-
2300
Off Off Off 0900-
1700
32 Officer 0700-
1500
Off 0700-
1500
1500-
2300
Off Off 1700-
2300
32 Officer Off 0700-
1500
Off Off 0700-
1500
1500-
2300
1700-
2300
32 DOWNTOWN PARKING STRUCTURE

Security Guard Services will be required 24 hours a day, 7 days a week for the Downtown Parking Structure. Security Services staff will patrol all 4 levels of the parking structure, including elevator lobbies, all stairwells, parking structure perimeter, and general parking structure areas.

Security Guard Services to provide security officers to support on demand requests.

This would include planned and unplanned events across the City of Oxnard. Security services may require support over a 24-hour period, or to support planned City events.

Note: Hours of security support may be reduced based on need or available budget.

OXNARD PUBLIC LIBRARY

The main Oxnard Public Library (OPL) located at 251 S. “A” Street is owned and operated by the City of Oxnard. The OPL is a 72,000 square foot b uilding which has two main public doors at both the “A” Street side and Parking Lot/Civic Center side, a staff entrance, and a loading dock. It includes administrative workspace, public indoor and outdoor patio space, public restrooms, public meeting space, and a gift shop. Its proximity to the City’s Civic Center, Transportation Center (approximately two blocks), Plaza Park (three blocks), the Winter Warming Shelter (eight blocks), and Heritage Square (four blocks) situate the OPL in a high traffic area. The OPL is open to the public Monday through Thursday 9:00 AM to 8:00 PM, Saturday from 9:00 AM to 5:30PM. Each year the OPL serves approximately one quarter of a million patrons.

The schedule for unarmed uniformed patrol persons at the Oxnard Public Library is driven by available funding, security demands, and hours of operation. This schedule is subject to change and will be agreed upon by the City and Vendor. The total hours per week may range from 40 hours to 60 hours, including their 30 -minute unpaid lunch depending on the need. The current schedule for uniformed patrol persons at the Oxnard Public Library is as follows:
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Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday Total Hours
Officer 0850-
1740
Closed 1205-
0830
1205-
0830
1205-
0830
1205-
0830
Close
d
40 The following responsibilities apply to those patrol persons assigned to the Oxnard Public Library:

● Whenever possible, the PPO shall provide guard services without interruptions.

The same guard(s) shall provide the services daily. In the case of interruptions in service, including, but not limited to, absenteeism, the PPO must provide a replacement in a
reasonable amount of time that will cover agreed-upon Library hours.

Additionally, the PPO must notify the Library immediately upon receiving a tardy notice from the scheduled guard(s).
● An extra hours bank of 40-50 hours that can be used for library-set training, or if a guard is held over their schedule to finish up an incident. ● Security company must ensure guard has a fully functional and working phone that includes at minimum, call, text, internet, photo/video and media sharing. ● Follows library policies and procedures for expectations, protocols, rounding, incidents, reporting, and so on. Onboarding of guards for library specific policies and procedures would include going over these. Additional trainings and certificates may be assigned by the Library Manager or delegate throughout the guard’s employment.
● Security Guard must be of a temperament to work and communicate with compassion with adults, teens, and children of all ages and be capable of deescalating incidents and controlling a crowd in all circumstances.

OXNARD SERVICE CENTER

The Oxnard Service Center is located at 214 S. “C” Street, and is also owned and operated by the City of Oxnard. The Service Center has two main public doors at both the “C” Street side and the Parking Lot/Civic Center side, and three staff entrances, two of which are located on the east side of the building and the other on the northwest corner.

There are two employee break rooms located on the southwest and northwest corners of the building, respectively. There is an employee patio area with an external gate on the northwest corner. There are public restrooms in the lobby and employee restrooms in the north and south wings. There are three conference rooms located off of the lobby.

There is a Development Services cou nter on the south side of the lobby which provides service to Oxnard residents in the area of planning, building, development, engineering, public improvement inspections, traffic engineering, and transportation planning.

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The north side of the lobby is o ccupied by staff from the city’s Billing and Licensing Division, staff from Community Development Department, and staff from Public Works Department, providing service to the residents and business community, including conducting City-related payments for utility billing and business licensing, cash, check, and credit card handling services, Code Compliance inspection, and Traffic Engineering Services. The payment windows are equipped with glass partitions above a solid surface counter. There is a payment d rop box located outside of the lobby entrance facing the Parking Lot/Civic Center side. All employee entrances are accessed by use of City issued card key. The lobby has a high volume of foot traffic of City employees and the public each business day Monday through Thursday 8:00 AM to 6:00 PM and every other Friday 9:00 AM to 5:00 PM.

Personnel Saturday Sunday Monday Tuesday Wednesday Thursday Friday* Total Hours
Officer Closed Closed 0745-
1830
0745-
1830
0745-
1830
0745-
1830
0745-
1730*

52.75 *Service Center is closed every other Friday; no patrol is necessary on closed Fridays

The following responsibilities apply to those patrol person(s) assigned to the Oxnard Service Center:

• The patrol person receives general supervision from the Service Center Management.
• Provide a high visibility representative of the Service Center for patrons and visitors.
• Provide assistance to the Service Center staff and management in handling visitors with aggressive or abusive behaviors or language when interacting with the staff and/or management, including escorting such visitors out of the Service Center when they refuse to stop such behaviors or language toward the Service Center staff or management upon verbal warning. And if the situation escalates, contact the Oxnard Police Department for further assistance. • Offer customer service to those who ask for it, and those who may look as if they need assistance.
• Identify those persons who may be suspicious and alert staff and/or authorities as necessary.
• Deter crime and misconduct through high-visibility patrols and interactions with suspicious individuals.
• Report violations of the law to police.

Offices are closed all designated city holidays; however, certain employees may be staffed inside during off hours.

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PATROL PERSON RESPONSIBILITIES

The assigned patrolperson will:

1. Patrol assigned areas as required for each location.

2. Ensure appropriate communication with vendor supervisors or corporate offices.

3. Observe and report any violations, ill egal or hazardous activities and/or items to law enforcement immediately.

4. Provide information as directed to employees, the public, and visitors of the Central Business District, Library, Service Center and Parking Structure.

5. Deter crime and misconduct thr ough high -visibility patrols and interactions with suspicious individuals. Expel unruly persons and report more serious offenders to law enforcement.

6. Deter loss, damage, or misuse of the property.

7. Monitor activity occurring within Oxnard Downtown Management District.

8. Investigate any suspicious activity and notify law enforcement when appropriate.

9. Assist fire department, medical services, and police agencies as necessary.

10. Maintain and update the security procedures manual, commonly known as “Post Orders.”

11. Maintain a professional appearance at all times.

12. Provide a daily log noting exceptional events and observations.

13. Maintain photographic and written records of banned persons, habitual offenders, and persons who have been advised about trespassing on City property.

14. Report incidents of graffiti, vandalism, lighting outages and other issues affecting public safety to designated responsible agencies for repair.

15. Upon request, ensure staff safely reach their vehicles.

16. Deal effectively and properly with disruptions in a respectful and tactful manner; proactively prevent disruptions.

17. Perform other duties as required to maintain effective and efficient security.

VENDOR RESPONSIBILITIES

1. Vendor will provide adequate supervision for all patrol persons.

2. Vendor to ensure coverage is provided for planned break and lunch times.

3. Location of guard tour patrols and frequency of patrols will be agreed upon by the Vendor and City.

4. Vendor shall provide copies of guard tour logs and daily post logs bi-weekly to the City’s facilities manager and Police Department, and at any time upon demand.

5. Vendor must be a licensed private patrol operator with the California Department of Consumer Affairs, Bureau of Security and Investigative Services.

6. Each security officer and supervisor assigned to this project must be able to speak, read, and write in English.
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7. Vendor employees assigned to this project may be required to submit to a Live Scan and criminal history check performed by the Oxnard Police Department at City’s expense with or without notice.

8. At least one patrol person on site must be bilingual in English and Spanish.

Bilingual capabilities in English and Spanish are desirable for patrolpersons.

9. Vendor will work cooperatively with the Oxnard Police Department to develop protocols for employees to take action required to handle incidents on City property.

10. The Vendor shall provide written summaries of incidents involving habitual offenders known to the patrol staff, persons or situations causing a concern for public safety, or violence. The written summaries will be transmitted to the Oxnard Police Department’s office assigned to the patrol for the Oxnard Downtown Management District, Oxnard Public Library, Service Center and the Parking Structure.

11. The City reserves the right to reject Vendor employees with or without cause.

REPORTS OF VIOLATIONS OF LAWS

No patrol person shall perform, or be required to perform, official police or investigation activities but shall make a report to the Police Department of any felonies, high-grade misdemeanors or violations of federal law which come to his or her attention. High grade misdemeanors include petty theft, violations of dangerous weapons control laws, traffic manslaughter, indecent exposure, child molesting, contributing to the delinquency of a minor, lewd conduct, and all other misdemeanor sex offenses. Such reports may be made by telephone or in person visit to the watch commander or other person charged with the duty of receiving reports of law violations.

Vendor shall comply with the following private patrol operator regulations:

Badges/Insignia

1. The Chief of Police or designee may prescribe the size, shape, and inscription upon the badge or insignia to be worn by a patrol person. The design of the badge or insignia shall not be an imitation of, resemble, or be readily mistaken as a badge or insignia of local, county, state, or federal law enforcement officers.

The badge or insignia must comply with the provisions of the California Business and Professions Code.

Uniforms

1. No patrol person shall wear or be required to wear any uniform that imitates, resembles, or may readily be mistaken for the uniform of local, county, state, or federal law enforcement officers. Uniforms must comply with the provisions of the California Business and Professions Code.

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2. No patrol person shall wear or be required to wear a uniform shirt which is similar to, or may be mistaken for the uniform shirt of a local, county, state, or federal law enforcement agency. Shirt colors specifically prohibited are black, dark blue, navy blue, French blue, khaki (yellowish-brown) or a similar color or hue.

3. When a patrol person wears any type of clothing or covering over an authorized uniform shirt, the outermost garment will be marked with a patch on at least one shoulder that reads “Private Security” and will include the name of the private patrol company by which the person is employed, or which the person represents. A badge or cloth patch will be affixed on the upper left breast of the uniform and shall have clearly visible the words “Private Security”. The Oxnard Downtown Management District logo will be affixed on the upper right breast of the uniform (See Exhibit 2). Across the back to the outermost garment will be permanently marked “District Safety” in a high-contrast color in standard sans- serif characters no smaller than two inches in height.

4. Uniform & Grooming Standards: All security officers must maintain a clean, professional uniform and appearance at all times and comply with established grooming standards. Face masks or coverings that obscure the face are prohibited while on duty, except for medically required masks or approved PPE, including N95 respirators, for health and safety purposes.

5. The Chief of Police or designee may authorize a special uniform blazer apparel for a patrol person or uniformed in-house security guard working a fixed post at a specific location, e.g., commercial building lobby and not assigned to a foot or vehicle patrol assignment. The uniform blazer typically consists of a light weight, single-breasted jacket with the insignia or uniform patch affixed over the breast pocket.

Vehicles

1. Private patrol operators shall be prohibited from using any vehicle that imitates, resembles, or may be readily mistaken for the vehicles used by any local, county, state, or federal official public law enforcement agency. No vehicle used by a private patrol service shall be equipped with a red light or siren.

2. The private patrol operator license number, prefaced with the letters “PPO”, will be permanently affixed to the rear of each vehicle used for patrol services by a private patrol operator.

3. Any vehicle used for private patrol must be marked permanently with the words “Private Security” or “Security Patrol” on the rear and both sides of the vehicle.

The Oxnard Downtown Management District logo shall be affixed to the front driver and passenger side door (see Exhibit 2)

4. Any required vehicle lettering pursuant to this section shall:
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a. Consist of a standard sans-serif font with characters no smaller than two inches in height.
b. The lettering must be in a high contract color with the background color where affixed.

OTHER SECURITY SERVICES (AS NEEDED)

The city may require on -call security services for city events or emergency services on an as-needed basis. The city reserves the right to add or remove locations as deemed necessary.

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EXHIBIT B

GENERAL SERVICE AGREEMENT
(City of Oxnard and Citiguard, inc.)

SCHEDULE OF COMPENSATION

SECURITY SERVICES FEE SCHEDULE

City of Oxnard Security Services Fee Schedule
City Locations

Oxnard Downtown Management District $24.00 per hour $ 15,010.67 per month

Oxnard City Library $24.00 per hour $ 4160.00 per month

Downtown Parking Structure $24 per hour $ 17,736.00 per month

Oxnard Service Center $24.00 per hour $ 5408.00 per month

Security Services Supervisor $29.00 per hours

Event Security (unarmed) $ 29.00 per hour

Emergency Services $ 29.00 per hour

Other Fees (specify) Vehicle patrol $ 30.00 per hour

SECURITY SERVICES FEE SCHEDULE

City of Oxnard Security Services Fee Schedule

City Locations

Oxnard Downtown Management District $ 180,128 per year

Oxnard City Library $ 49,920 per year

Downtown Parking Structure $ 212,832 per year

Oxnard Service Center $ 64,896 per year

“This contract shall not exceed $2,575,000.00 for the entire 5-year term of the contract”

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EXHIBIT C

GENERAL SERVICES AGREEMENT
(City of Oxnard and Citiguard)

INSURANCE REQUIREMENTS

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

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EXHIBIT D

GENERAL SERVICES AGREEMENT
(City of Oxnard and Citiguard, Inc.)

LIVING WAGE POLICY

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

A. Service Provider shall compensate any employee of Service Provider who provides services under this Agreement in
accordance with the Living Wage Policy, attached hereto and incorporated herein by reference as the Living Wage Policy Exhibit. While this Agreement is in effect, Service Provider shall pay such employee no less than $ 20.06 per hour for each hour that such employee provides services under this Agreement. In addition, while this Agreement is in effect, Service Provider shall provide to such employee no less than 96 hours of paid leave per calendar year.

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

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

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

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CITY OF OXNARD LIVING WAGE REQUIREMENTS
EFFECTIVE JULY 1, 2024

Service Provider shall compensate any employee of Service Provider who provides Services under this Agreement in accordance with the Living Wage Policy, attached hereto and incorporated herein by reference as Exhibit E. While this Agreement is in effect, Service Provider shall pay such employee no less than $ 20.06 per hour for each hour that such employee provides Services under this Agreement. This hourly rate shall be adjusted on July 1, 2025, and each July 1 thereafter, accordin g to the percentage change in the Consumer Price Index, all items, prepared by the Bureau of Labor Statistics for the Los Angeles area relating to all urban consumers (CPI- U), index base 1982-84=100, comparing May of the previous year to May of the current year. In addition, while this Agreement is in effect, Service Provider shall provide to such employee no less than 96 hours of paid leave per calendar year.

a. Service Provider agrees to post, at a location readily accessible to those employees providi ng Services to the City, a copy of the Living Wage Policy adopted by the Oxnard City Council on July 9, 2002 and effective October 1, 2002.

b. If Service Provider fails to compensate such employee pursuant to the Living Wage Policy, the City Manager or de signee shall terminate this Agreement on written notice to Service Provider, effective immediately.

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

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EXHIBIT E

GENERAL SERVICES AGREEMENT
(City of Oxnard and Citiguard, Inc.)

IRAN CONTRACTING ACT CERTIFICATION
Public Contract Code Sections 2202-2208

Pursuant to Public Contract Code 2204.(a) A public entity shall require a person that is submits a bid or proposal to, or otherwise proposes to enter into or renew a contract with, a public entity with respect to a contract for goods or services of one million dollars ($1,000,000) or more to certify, at the time an Agreement is signed or renewed, that the person is not identified on a list created pursuant to subdivision (b) of Section 2203 as a person engaging in investment activities in Iran described in subdivision (a) of Section 2202.5 or as a person described in subdivision 9b) of Section 2202.5, as applicable.

To comply with this requirement, please insert your company/entity and Federal ID number (if available) and complete one of the options below. Please note, California law established penalties for providing false certifications, including civil penalties equal to the greater of $250,000 or twice the amount of the contract for which the false certification was made, contract termination and three-year ineligibility to bid on contract in accordance with Public Contract Code section 2205.

OPTION No.1 – CERTIFICATION
I, the official named below, certify I am duly authorized to execute this certification on behalf of the company/entity identified below, and the company/entity identified below is not on the current list of persons engaged in investment activities in Iran created by DGS and is not a financial institution extending twenty million dollars ($20,000,000) or more in credit to another person or entity, for 45 days or more, if that other person or company/entity will use the credit to provide goods or services in the energy sector in Iran and is identified on the current list of persons engaged in investment activities in Iran created by DGS in accordance with subdivision (b) of Public Contract Code 2203.

Company Name/Financial Institute (Printed): Federal ID Number (or n/a):

____________________________________ ______________________

By (Authorized Signature):

____________________________________

Printed Name & Title of Person Signing: Date Executed

____________________________________ _______________________

Executed in the County of _____________________________ in the State of ______________ 270
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OPTION No.2 – EXEMPTION
Pursuant to Public Contract Code sections 2203(c) and (d), a public entity may permit a vendor/financial institution engaged in investment activities in Iran, on a case-by-case basis, to be eligible for, or to bid on, submit a proposal for, or enters into or renews, a contract for goods and services. If you have obtained an exemption from the certification requirement under the Iran Contracting Act, please fill out the information below and attach documentation demonstrating the exemption approval.

Company Name/Financial Institute (Printed): Federal ID Number (or n/a):

____________________________________ ______________________

By (Authorized Signature):

____________________________________

Printed Name & Title of Person Signing: Date Executed

____________________________________ _______________________

Executed in the County of _____________________________ in the State of ______________ 271
Response to:

RFP NO. 25-140 SECURITY SERVICES

FOR THE OXNARD DOWNTOWN MANAGEMENT DISTRICT
July 31, 2025
Howard Fridkin,
Director of Contracts and Procurements
Citiguard, Inc.
22736 Vanowen St., Ste. 300
West Hills, CA 91307
Patricia Garcia
City of Oxnard
300 W. Third St., Suite 202
Oxnard, CA 93030
Dear Ms. Garcia,
On behalf of Citiguard, Inc., I would like to express our sincere appreciation for the opportunity to submit our proposal for unarmed security guard services for the City of Oxnard.

We understand the vital role that safety and professionalism play in maintaining public trust, and we are proud to present a comprehensive security solution tailored specifically to the City's designated service areas—including the Oxnard Downtown Management District (ODMD), the Downtown Parking Structure, the Oxnard Public Library, the Oxnard Service Center, and additional on-call support for City events or emergency needs.

Citiguard is a California-based, full-service private security firm with over 18 years of experience delivering consistent, high-quality protection for municipalities, transportation hubs, public libraries, and civic centers throughout the state. We are submitting to this RFP because we believe our background aligns directly with the City’s needs—not only in scope but also in complexity, sensitivity, and scale.

Our personnel are BSIS-certified and rigorously trained in de-escalation, emergency response, crowd management, and trauma-informed public engagement—essential qualities for managing the unique dynamics of downtown corridors, high-traffic municipal buildings, and facilities frequented by transient populations. Many of our officers come from military or law enforcement backgrounds and are further trained to reflect the values of compassion, courtesy, and professionalism that the City of Oxnard expects.
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We currently serve a wide range of public sector clients, including the Bakersfield Police Department, the City of Torrance, the County of Orange/Santa Ana, and Los Angeles County Probation, along with various city libraries and school districts. These long-standing relationships underscore our capacity to provide scalable, responsive, and mission-aligned security services under demanding conditions.

We are honored to be considered for this critical role and stand ready to deliver a proactive, visible, and community-conscious security presence across all designated Oxnard locations. Thank you for your time and consideration. We look forward to the opportunity to partner with you in keeping the City of Oxnard safe and secure.

Best Regards,
Howard Fridkin,
Director of Contracts and Procurements
Authorized to execute documents on behalf of Citiguard, Inc. 800-613-5903
[email protected]
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RFP No. 25-140
Security Services for the Oxnard Downtown Management District

Responding with Precision and Innovation for

C
ity

of
O
xnard

Strategic Excellence Unveiled

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Appendices (attached):

1. SECURITY SERVICES FEE SCHEDULES

2. CERTIFICATION

3. DISCLOSURE OF POTENTIAL CONFLICT OF INTEREST FORM
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4. NON-COLLUSION DECLARATION

5. IRAN CONTRACTING ACT CERTIFICATION

6. PHOTOS: UNIFORMS (badge & shoulder patches)

7. PHOTOS: PATROL VEHICLES

8. ADDENDUM NO. 1

9. ADDENDUM NO. 2

10. CITIGUARD COI

11. CITIGUARD PPO LICENSE

12. CITIGUARD W-9

13. CITIGUARD TRAINING MANUAL
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Name of Business/Company: Citiguard, Inc.

Business/Company Address: 22736 Vanowen St., Ste. 300, West Hills, CA 91307 Number of Years in Business under the present business name/ Number of years of experience providing the proposed, equivalent or related services: 18 years
Person(s) authorized to sign contracts for the business entity: Howard Fridkin, Director of Contracts and Procurements, Sami Nomair, President and Aurora Olmos, Senior Account Manager / available office number: 800-613-5903
Telephone Number(s): 800-613-5903
E-mail Address: [email protected]
Website Address: www, citiguardinc.com
Federal Tax ID Number: 90-1003623
Type of Business: S Corporation
Citiguard takes pride in delivering exceptional security services to a distinguished roster of clients across diverse sectors, including city, state, and federal government agencies, as well as high-profile organizations. Our unwavering commitment to excellence, reliability, and professionalism has earned the trust of these esteemed partners. Below is a selection of the valued clients who have entrusted Citiguard with their security needs, showcasing our proven dedication to ensuring safety and peace of mind for all those we serve.

LOS ANGELES COUNTY PROBATION DEPARTMENT (2 locations)
BARRY J. NIDORF JUVENILE HALL
16350 Filbert St. Sylmar, CA 91342

LOS PADRINOS JUVENILE HALL
7285 Quill Dr. Downey, CA 90242
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(cont’d.)
Contact person: Nicholas Esparza, Director
Tel: (323) 804-6152
Email: [email protected]
Start date: September 5, 2023
Term of Contract: Ongoing
Contract amount: $6,000,000.00
Service (both locations):

We provide comprehensive security coverage across multiple locations with a dedicated team of 96 highly trained security officers. Our personnel adhere to stringent security protocols, utilizing metal detectors to conduct thorough screenings of staff, inmates, and visitors, ensuring that all individuals entering the facilities are properly vetted.

Our armed security officers maintain a 24/7 presence, actively monitoring and patrolling facility entrances. They meticulously document staff and visitor movements, maintaining detailed records to uphold the highest standards of safety, accountability, and compliance.

Beyond entrance security, we deploy security golf carts for continuous perimeter patrols, enhancing visibility and response capabilities. This proactive approach ensures that all areas remain secure, well-monitored, and prepared for any potential threats.

BAKERSFIELD POLICE DEPT.
1600 Truxtun Avenue, Bakersfield, CA 93301
Contact Person: Nicole Anderberg, Director
Tel: (661) 326-3978
Email: [email protected]
Start date: February 13, 2023
Term of contract: Ongoing
Contract amount: $1,090,297.00
Service:

Citiguard operates a fleet of patrol vehicles providing 24/7 security coverage for Bakersfield's downtown area. Our high-visibility patrols ensure constant surveillance, rapid incident response, and the safety of city staff, residents, and visitors.
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Officers are trained in advanced de-escalation techniques to diffuse volatile situations involving criminal behavior, transient populations, and potential fire or public safety threats. In aggressive scenarios, Citiguard officers coordinate seamlessly with the Bakersfield Police Department, leveraging a strong partnership for immediate intervention. Our proactive approach, focusing on deterring criminal activity and maintaining public safety, has significantly enhanced the security landscape in the downtown district.

ARCADIA PUBLIC LIBRARY
20 W. Duarte Road, Arcadia, CA 91006
Contact person: Samantha Alba, Library Services Manager Tel: (626) 821-4364
Email: [email protected]
Start date: July, 2023
Term of contract: Ongoing
Contract amount: $77,940.00
Service:

Citiguard provides vigilant monitoring and proactive patrol services to ensure the safety and comfort of library staff, patrons, and visitors. Our assigned security officer is professionally trained in de-escalation techniques and responds effectively to disruptive or unauthorized individuals, maintaining a secure, welcoming environment for all.

Citiguard, Inc. is a California-based, full-service private security firm established in 2007 and licensed by the Bureau of Security and Investigative Services (BSIS) as a Private Patrol Operator (PPO). For over 18 years, we have successfully delivered high-impact security solutions to municipal governments, state agencies, school districts, healthcare providers, critical infrastructure, and the transit sector.

We are submitting this proposal to the City of Oxnard because the scope of services— ranging from downtown patrol and public library security to armed coverage at the Oxnard Service Center—mirrors the multifaceted, public-facing assignments we currently manage across California. Our success in these settings is rooted in professionalism, community sensitivity, and operational precision.
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Strength and Stability of the Company
Citiguard proudly employs over 1,050 BSIS-certified security officers and more than 180 administrative, compliance, and support staff, across 12 regional office locations, which include:

West Hills (Corporate Headquarters), Los Angeles, Irvine, Rancho Cucamonga, San Diego, Bakersfield, Fresno, Sacramento, Oakland, San Francisco, Redding, and Oroville.

This wide-reaching infrastructure enables rapid mobilization, field supervision, and operational coverage across the entire state. Because of our internal workforce strength, Citiguard does not utilize subcontractors. All guards are direct employees—fully trained, background checked, and supervised by our in-house management. This guarantees uniformity in performance, accountability, and alignment with client standards.

Overview of Capabilities Related to the Project Scope
Citiguard is fully equipped to fulfill the City of Oxnard’s security needs across the Downtown Management District, parking structures, libraries, the Oxnard Service Center, and special events. Our services include:
• Unarmed foot, bike, vehicle, and surveillance-supported patrols • Armed security coverage for higher-risk civic and institutional facilities • Digital GPS-tracked reporting systems via our proprietary CitiTrac platform • De-escalation and mental health awareness training for all field personnel • Spanish-English bilingual staffing prioritized for public-facing roles • Experience with transient population interaction, supported by over a decade of collaboration with outreach agencies including LAHSA, PATH, Mercy House, and Hope of the Valley
Armed Security Experience
Citiguard deploys highly vetted, BSIS-certified armed officers for high-risk or mission-critical environments. Our armed teams are trained in:
• Firearm safety and retention
• Use-of-force protocols and liability mitigation
• Threat assessment and crowd control
• Active shooter preparedness and emergency response coordination We currently provide armed security for:
• Los Angeles County Probation Department – secure facility coverage and controlled access enforcement
• Union Pacific Railroad – mobile and fixed-site protection for high-risk rail operations 280
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• Primstor (shopping centers and malls) – high-traffic, multi-tenant properties requiring public-facing armed deterrence
• Pasadena Unified School District – armed officers for after-hours events, board meetings, and threat response
• Three Riverside County Sheriff’s Department sites – specialized armed patrol for civic and administrative offices
These challenging environments demand not only technical skill, but tact, reliability, and situational judgment—all of which are standard in our officer training programs.

Special Event Security Experience
In addition to fixed and mobile assignments, Citiguard has a proven record of special event coverage:
• CalExpo State Fair – Full-service event security, including admissions, traffic control, and crowd management
• Public School Events – Graduation ceremonies, homecoming games, fundraisers, and sporting events across multiple districts
• Breeders’ Cup World Championships (2023 & 2024) – Successfully deployed over 100 officers each year to manage visitor screening, access control, parking, and grounds patrol—zero incidents reported in either year
Public-Sector and Transit Experience
Citiguard is trusted by numerous public agencies for long-term security partnerships:
• City & County Clients:
▪ City of Pasadena
▪ City of Carlsbad
▪ County of Orange (Santa Ana)
▪ Sonoma County Sheriff’s Department
▪ Butte County Sheriff’s Department
▪ Bakersfield Police Department
▪ County of Los Angeles Department of Public Health
▪ California Department of Corrections and Rehabilitation ▪ California Lottery Association
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▪ Kern Health Systems
• Libraries & Schools:
▪ Santa Ana Public Libraries
▪ Pasadena, San Gabriel, Fresno, and Las Virgenes Unified School Districts • Transit & Transportation:
▪ Monterey-Salinas Transit District
▪ Shasta County Transit District
▪ Golden Empire Transit District
▪ Redlands Railway (Arrow Line)
▪ Riverside Transit Agency
▪ Union Pacific Railroad
▪ Marin County Airport
▪ Alameda Ferry Terminals
• Environmental & Industrial Protection:
▪ Partnered with Vulcan Materials Company for land and property protection across environmentally sensitive and industrial landscapes Why Citiguard is the Best Choice for Oxnard
Citiguard is more than a security provider—we are a trusted extension of your municipal operations. The City of Oxnard deserves a partner who is:
• Experienced in both unarmed and armed civic deployments • Culturally and operationally responsive to public-facing environments • Technologically advanced and logistically nimble
• Able to ensure patrol continuity and public confidence through direct, in-house staffing only
Our local presence, bilingual staff, 24/7 operational capacity, and dedication to community-first security make us uniquely suited to support Oxnard’s public safety goals.

Company Hierarchy and Key Leadership
• Sami Nomair – President & CEO
• Gharzai Nomair – Chief Executive Officer
• Gary Wallach – Vice President
• Ana Arabyan – Director of Human Resources
• Karina Arzumanyan – Director of Accounting and Training 282
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• Ceaser Flores – Compliance Officer
• Steven Barragan – Regional Manager (Contract oversight for Oxnard) • Aurora Olmos – Senior Account Manager (Day-to-day liaison for City personnel) • Bashir Oriakhil – Director of Quality Assurance
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ORGANIZATIONAL CHART
CEO
Gharzai Nomair
President
Sami Nomair
Director of
Accounting
Karina
Arzumanyan
Sr. Human
Resources
Manager
Ana Arabyan
Communication
& Community
Liaison
Lisa Shoots
Secretary
Sami
Nomair
Treasurer
Sami
Nomair
Director of Security
Operations and
Training Officer
Michael
Quinonez
Vice President
Gary Wallach
Director of Contracts
and Procurements
Howard Fridkin
Training &
Compliance
Officer
Caeser Flores
Security
Analyst
Angelo
Torres
Sr. Account
Manager
Aurora
Olmos
Regional
Manager
Steven
Barragan
Project
Manager
Henry
Lineras
District
Supervisor
Sergio Molina
Quality Assurance Director
Bashir Oriakhil
Security
Coordinator
Jesus
Botello
Director of
Operations
Hovik Abraamyan
Field
Supervisor
Melvin
Narayan
Field
Supervisor
Noor
Nomair
Dispatcher
Ana Aguirre
Second-Level
Supervisor
Sergio
Torosyan
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Citiguard, Inc. has a long-standing history of successfully delivering comprehensive security services to municipalities, public agencies, transit authorities, and high-traffic civic facilities across California. Our experience includes contracts that closely mirror the scope, scale, and operational demands outlined in the City of Oxnard’s RFP—ranging from downtown patrol and library security to armed coverage at civic centers and special event support.

The following project examples highlight Citiguard’s ability to provide consistent, high- quality service in environments requiring professionalism, public engagement, de-escalation capabilities, and seamless coordination with city staff and law enforcement partners. These contracts demonstrate our expertise in managing complex schedules, diverse populations, and multi-location assignments while maintaining a visible, approachable, and effective security presence.

PASADENA USD
351 S Hudson Ave., Rm 102, Pasadena, CA 91009
Contact name: Julianne Reynoso, Assistant Superintendent, Student Wellness and Support Tel: (626) 396-3600 ext. 88238
email: [email protected]
Start date: December 1, 2023
Term of contract: Ongoing
Contract amount: $538,284.00
Service:

Citiguard deploys three dedicated armed patrol vehicles to actively traverse and monitor 28 Pasadena Unified School District sites, including schools, libraries, community centers, children’s facilities, administrative offices, and district buildings. Our security teams respond promptly to on-campus emergencies, secure gates and access points, de-escalate incidents involving criminal or disruptive behavior, remove unauthorized individuals, and coordinate with local law enforcement when intervention is required for aggressive or unlawful conduct.

VULCAN MATERIAL COMPANY
16013 E Foothill Blvd, Irwindale, CA 91702
Contact Person: Shannon Pedroza, Sourcing Lead, Western Division Tel: (626) 513-5521
Email: [email protected]
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(cont’d.)
Start date: July, 2024
Term of contract: Ongoing
Contract amount: $2,300,000.00
Service:

Citiguard provides blanket security services across 45 Vulcan Materials locations in California, encompassing quarries, asphalt plants, ready-mix sites, offices, and distribution centers. With a team of 75 highly trained security officers, we deliver both on-site and vehicle patrols, ensuring coverage in remote and high-risk areas. Our guards are proficient in enforcing safety protocols, managing access control, and de-escalating conflicts, particularly with transient populations that often pose challenges. By maintaining strong relationships with local law enforcement, we facilitate swift emergency responses when necessary. Citiguard's efforts safeguard Vulcan's employees, assets, and surrounding communities, ensuring uninterrupted operations and a secure environment.

CALIFORNIA LOTTERY ASSOCIATION
700 North 10th St. MS: 4-3, Sacramento, CA 95811
Contact person: Jennifer Tointon-Painter
Phone: (916) 247-9182
email: [email protected]
Start date: March 7, 2024
Term of contract: Ongoing
Five year contract amount: $12,500,000.00
Service:

Citiguard deploys 50 security officers to safeguard 12 California Lottery locations statewide. Our team conducts routine patrols, enforces access control measures, and ensures a visible security presence. Officers are trained to manage high-security environments effectively, addressing potential threats while maintaining a professional demeanor. Citiguard’s close collaboration with local law enforcement enables rapid response to emergencies, providing a secure environment for staff, visitors, and customers. This contract demonstrates Citiguard’s ability to handle high- profile, multi-location security operations with precision and professionalism.

PATH (multiple locations)
340 N. Madison Ave., Los Angeles, CA 90004
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Contact person: Tescia Uribe
Tel: (213) 446-5002
Email: [email protected]
Start date: December, 2022
Contract amount: $ 4 million
Term of contract: Ongoing
Service:

Citiguard provides 16 professionally trained unarmed security officers on a 24/7 rotational schedule to patrol, monitor, and control access across PATH facilities. Our personnel maintain detailed logs of all resident entries and exits, ensuring accountability and adherence to site protocols. Officers are specially trained in verbal de-escalation, behavioral recognition, and non- violent intervention techniques—allowing them to manage disruptive behavior with professionalism and empathy. Through a visible and respectful presence, our team fosters a safe, secure, and supportive environment for residents, staff, and visitors alike. 2023 BREEDERS’ CUP SANTA ANITA PARK
285 W Huntington Dr. Arcadia, CA 91007
Contact name: Don Ahrens, Manager
Tel: 281-914-2579
email: [email protected]
Event dates: Nov. 3 & 4, 2023
Contract amount: $554,351.00
Service:
76 guards ensure the safety and security of all attendees. They diligently patrol access points, verify credentials, and maintain order in the midst of crowds. Their expertise allows them to manage crowd flow efficiently and respond promptly to any emergencies that arise. Beyond their security duties, they also serve as ambassadors of hospitality, ensuring that participants have a safe and comfortable experience throughout the event.

Citiguard’s security team underwent specialized training to proactively handle a wide range of emergency scenarios, including medical incidents, power outages, fires, earthquakes, suspicious packages, and active shooter situations.
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This rigorous preparation ensured our guards were equipped to respond swiftly and effectively, prioritizing the safety and security of all attendees at the 2023 & 2024 Breeders' Cup. 2024 BREEDERS’ CUP DEL MAR
2260 Jimmy Durante Blvd., Del Mar, CA 92014
Contact name: Don Ahrens, Manager
Tel: 281-914-2579
email: [email protected]
Service dates: October 23 – November 4, 2024
Contract amount: $908,703.00
Service:

Citiguard demonstrated its unparalleled expertise in special event security with a team of 86 elite professionals ensuring safety and exceptional service at this iconic event. From efficiently managing access points and verifying credentials to maintaining order and expertly handling crowd flow, our guards delivered seamless operations while responding swiftly to any emergencies.

For the second time in servicing this prestigious event, Citiguard’s team embraced their role as ambassadors of hospitality. By fostering a welcoming atmosphere, they elevated the overall guest experience with professionalism and proactive service. Their efforts upheld the prestige of Del Mar and the Breeders' Cup, guaranteeing a safe, seamless, and unforgettable event for all attendees.

MARIN COUNTY AIRPORT
451 Airport Rd, Novato, CA 94945
Contact person: David Lawlor, Purchaser
Phone: (415) 473-4217
Email: [email protected]
start date: August, 2024
Term of contract: Ongoing
Annual contract amount: $128,026.00
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Service:

Citiguard provides nightly security at Marin County Airport (Gnoss Field), patrolling the facility from 20:00 (8:00 PM) to 06:00 (6:00 AM), seven days a week. The team reports unlawful activities and emergencies to the appropriate agencies and the County Airport Manager. In cases of public emergencies or incidents like fire, theft, or vandalism, Citiguard promptly notifies the Airport Manager or, if unavailable, contacts emergency responders and documents the events. An all-weather patrol vehicle with adequate lighting is used for night monitoring. A nightly email report is sent to the Airport Manager, and employees at secure access points are screened with metal detectors.

PRIMESTOR (Property Development Company)
9450 Jefferson Blvd., B2, Culver City, CA 90232
Contact person: Marie Galindo
Tel: (310) 652-1177 / 213-223-5519
Email: [email protected]
Start date: April, 2015
Contract amount: $ 1.5 million
Term of contract: Ongoing:

Service:

Citiguard currently deploys 30 armed security officers, providing 24/7 coverage across six high- traffic Primstor retail centers. Our officers conduct continuous vehicle and foot patrols, actively monitor each property for safety concerns, and respond immediately to incidents involving criminal behavior, theft, or loitering.

Trained in de-escalation tactics, situational awareness, and respectful engagement, our team works to deter unlawful activity while maintaining a welcoming environment for tenants, employees, and customers. When necessary, officers are authorized to eject disruptive or non- compliant individuals in accordance with California law and property management protocols.

This contract reflects Citiguard’s strength in armed retail security, tenant coordination, and our ability to manage complex, multi-site operations with professionalism and precision. 289
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Citiguard fully understands that the City of Oxnard is seeking a reliable, professional, and community-conscious partner to provide unarmed and armed security services across multiple public-facing environments—including the Oxnard Downtown Management District, Downtown Parking Structure, Oxnard Public Library, Oxnard Service Center, and during planned or emergency city events. These assignments demand not just traditional security patrols, but also active public engagement, situational de-escalation, and adaptive problem- solving in areas that see high pedestrian traffic, transient populations, and diverse community interactions.

Key Challenges and Citiguard’s Strategic Solutions

1. Maintaining Public Safety While Preserving a Welcoming Environment Challenge: Oxnard’s civic facilities and downtown core must remain open, inclusive, and accessible—especially to families, business owners, library patrons, and the unhoused. The security presence must promote safety without creating a sense of intimidation or exclusion.

Citiguard’s Approach:

We deploy uniformed officers trained in trauma-informed care, de-escalation, and mental health awareness, ensuring every interaction is handled with respect and restraint. Officers are trained to recognize behavioral health indicators and use verbal intervention techniques before resorting to enforcement. This aligns directly with the City's emphasis on addressing public nuisances early and diplomatically.

2. Managing Transient and Homeless Populations in High-Use Areas Challenge: The Downtown Management District and nearby civic buildings see frequent interaction with unhoused individuals, requiring thoughtful management of loitering, sleeping on property, or aggressive behavior without escalating tensions.

Citiguard’s Approach:

We bring over a decade of experience partnering with LAHSA, PATH, Mercy House, and Hope of the Valley, which informs our approach to working with vulnerable populations. Officers are trained to balance enforcement with empathy, provide verbal warnings, escort individuals off the premises when necessary, and document interactions professionally for City and law enforcement coordination.
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3. Diverse Facility Types with Different Operational Needs Challenge: The Oxnard Public Library, Service Center, and Parking Structure each have unique operational patterns, visitor demographics, and access points.

Citiguard’s Approach:

We assign dedicated officers per site, supported by floating supervisors, to ensure consistency and familiarity. Each location will have customized post orders, created in collaboration with facility managers, that define access protocols, patrol routines, reporting formats, and visitor interaction guidelines.

Company Approach and Benefits to the City
Citiguard’s approach emphasizes high-visibility patrol, consistent officer presence, and active support of City policies. Our operational strategy includes:
• Clear Communication and Chain of Command – The City will have direct access to a dedicated Senior Account Manager and Regional Manager, with 24/7 contact capability.

Site supervisors will provide daily oversight and serve as the bridge between officers and City personnel.
• Technology-Enabled Oversight – Officers utilize CitiTrac, our real-time GPS patrol tracking and reporting platform, which provides immediate access to post logs, incident reports, time-stamped check-ins, and shift performance metrics. • Community-Centered Staffing – We prioritize assigning bilingual (English/Spanish) officers to client sites, especially those with high public interaction. All officers assigned to Oxnard will be trained specifically on the City's code of conduct, facility protocols, and community values.
• Stability and Continuity – Citiguard will assign consistent personnel to each post, avoiding unnecessary rotation to build familiarity with residents, businesses, and staff, and reduce retraining time.

Quality Assurance and Performance Standards
To ensure Oxnard receives consistent, professional, and responsive service, Citiguard implements the following quality control measures:
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• Weekly and Bi-weekly Audits – Conducted by our Director of Quality Assurance, who reviews patrol logs, incident reports, and shift performance, and conducts random site inspections.
• Post Order Customization and Updates – All sites will operate under detailed post orders, which are reviewed quarterly and updated as needed to reflect changing needs or patterns observed by City staff.
• Rapid Officer Replacement Protocol – In the event of tardiness, absence, or officer reassignment, Citiguard maintains a local bench of trained personnel to fill vacancies immediately without disrupting coverage.
• Client Feedback Loops – Regular meetings with City facility managers and Police Department liaisons ensure issues are addressed proactively, and service levels are continuously adjusted to meet expectations.

Citiguard approaches this contract not just as a service provider, but as a trusted representative of the City of Oxnard’s public values. Our goal is to create safe, approachable, and professionally managed public spaces, where our officers serve both as guardians and ambassadors to the community.

City of Oxnard – Security Services Schedule by Location

OXNARD DOWNTOWN MANAGEMENT DISTRICT (ODMD)
Downtown Oxnard (bounded by 1st St, 8th St, C St, and Meta St Alleys) Shift Type Number of
Officers
Days Hours
Overnight Shift 1 7 days/week 12:00 AM – 8:30 AM
Day Shift 1 7 days/week 8:30 AM – 5:00 PM
Swing Shift 1 7 days/week 3:30 PM – 12:00 AM
Support Shift 1 1 Friday and
Saturday
10:00 PM – 6:30 AM
Support Shift 2 1 Tuesday –
Saturday
12:00 PM – 8:30 PM
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Duties, Tasks and Special Conditions
Primary Duties and Responsibilities:

1. Visible Foot, Bike, and Vehicle Patrols
• Conduct routine, high-visibility patrols throughout the 32-block district, including alleyways and pedestrian corridors.
• Deter illegal activity, loitering, vandalism, and public nuisances through active presence and proactive engagement.

2. Loitering and Public Nuisance Mitigation
• Engage diplomatically with individuals loitering or behaving disruptively. • Issue verbal warnings and, if necessary, escort non-compliant individuals from the premises while documenting the incident.

3. Response to Public Disturbances
• Respond immediately to reports of altercations, suspicious activity, or threatening behavior.
• De-escalate situations using verbal tactics and notify Oxnard Police Department (OPD) when law enforcement intervention is required.

4. Reporting and Documentation
• Maintain accurate daily logs noting incidents, suspicious behavior, and any maintenance or safety issues.
• Photograph and record individuals who are habitual offenders or have been warned regarding trespassing.

5. Support to Businesses and the Public
• Serve as a friendly and professional point of contact for local business owners, patrons, and visitors seeking information or assistance.
• Provide safety escorts to vehicles when requested.

6. Emergency Coordination
• Assist fire, medical, and police personnel in emergency situations by securing areas, managing crowds, and guiding responders to locations.
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7. Communication and Command Structure
• Maintain radio communication with supervisors and respond promptly to directives or changes in patrol priorities.
• Coordinate closely with the Oxnard Police Department and City personnel for incident escalation or law enforcement coordination.

Tasks by Patrol Shift:
• Overnight (12:00 AM – 8:30 AM)
Focused on deterring break-ins, vandalism, and monitoring transient movement within the district.
• Day Shift (8:30 AM – 5:00 PM)
Engages with businesses, supports civic foot traffic, deters loitering near Centennial Plaza, and monitors city events or maintenance activities. • Swing Shift (3:30 PM – 12:00 AM)
Covers the after-hours economy, including restaurants and nightlife areas; ideal for deterring disruptive activity and providing safe closure periods for merchants. • Support Shifts (Fri–Sat evenings and weekend afternoons) Offer reinforcement during peak nightlife and community activity hours. Provide additional patrol for known problem zones or during scheduled events.

Special Conditions and Considerations:
• High-Volume Public Activity:

ODMD includes popular destinations like Centennial Plaza (400 block of S. B Street) and the Downtown Parking Structure (300 block of S. B Street)—both of which require consistent presence to deter criminal activity and assist with pedestrian safety. • Homeless Population & Behavioral Health Issues:

Officers will regularly engage with unhoused individuals. Guards must be trained in trauma-informed de-escalation, maintaining respect while upholding City ordinances. • Community-Focused Conduct:

Officers are expected to maintain a friendly, service-oriented demeanor while remaining alert and responsive to risk. All actions must reflect positively on the City of Oxnard and Downtown Oxnard Improvement Association (DOIA).
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• Uniform and Vehicle Standards:

Officers must wear uniforms compliant with the City’s specifications (no resemblance to law enforcement). Patrol vehicles must be marked appropriately and bear the required ODMD logos and PPO identification.
• Collaboration with OPD:

Citiguard must coordinate with the Oxnard Police Department to develop enforcement protocols, reporting systems, and communication chains for shared public safety objectives.

DOWNTOWN PARKING STRUCTURE
324 S. B Street, Oxnard, CA 93030
Shift Type Number of
Officers
Days Hours
Midnight Shift 1 7 days/week 12:00 AM – 8:00 AM
Day Shift 1 7 days/week 8:00 AM – 4:00 PM
Evening Shift 1 7 days/week 4:00 PM – 12:00 AM
Duties, Tasks and Special Conditions
Responsibilities and Core Duties

1. 24/7 Armed or Unarmed Security Coverage
Citiguard will provide continuous coverage through a dedicated 3-shift rotation model, ensuring there is always a trained, uniformed officer on-site. Officers are briefed daily on known risks, transient activity, or city concerns to ensure focused patrols.

2. Comprehensive Interior and Perimeter Patrols
Our officers will patrol all four levels of the structure—including elevator lobbies, stairwells, ramps, and the exterior perimeter—on foot and, where applicable, via patrol vehicle. Stairwells and secluded corners will receive heightened attention due to known patterns of loitering and vandalism.
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3. High-Visibility Deterrence & Customer Support
Every Citiguard officer is trained to project a calm, confident, and helpful presence. Officers will greet visitors when appropriate, offer escorts upon request (especially during late hours), and gently redirect loiterers or unauthorized individuals.

4. Real-Time Monitoring & Incident Management
Using our CitiTrac system, every patrol checkpoint and incident is time-stamped and logged digitally, providing the City with complete transparency. Officers will respond to emergency call buttons or elevator alarms within moments, assess the situation, and alert the proper responders as needed.

5. Daily Activity Logs & Reporting
Our guards will generate daily reports detailing observed activity, maintenance issues (e.g., broken lighting, graffiti), and interactions with the public. All reports are reviewed by a Citiguard supervisor before submission to the City’s designated point of contact.

6. Parking Policy Oversight & Safety Enforcement
Officers will report misuse of reserved spaces, disabled placards, or unauthorized overnight stays to City staff and coordinate with OPD when violations warrant enforcement action. Safety hazards, such as oil leaks or glass debris, will be reported or temporarily addressed immediately.

Special Conditions and Citiguard Response Strategies
• Loitering & Transient Activity:

Officers will apply Citiguard’s compassionate de-escalation model, shaped through over a decade of work with LAHSA, PATH, Mercy House, and Hope of the Valley. Our guards are trained to redirect individuals peacefully and report patterns of repeated behavior to the City and OPD for follow-up.
• Elevator & Stairwell Safety:

Stairwells are a known concern area. These will be patrolled no less than once every 30 minutes, with logs recorded via mobile device and confirmed by supervisory review. • 24/7 Emergency Response:

Whether it’s a medical emergency, structural issue, or law enforcement matter, our guards are trained to remain calm under pressure, coordinate with first responders, and secure the area. We maintain open communication lines with OPD dispatch and emergency services.
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• No Subcontractors – 100% Citiguard Team
All officers assigned to the Downtown Parking Structure will be Citiguard employees, trained in-house, and supervised directly by our management. We do not subcontract.

This ensures consistent uniforms, standardized reporting, and complete operational control.
• Uniform & Branding Compliance:

Our officers’ uniforms will comply with all City requirements, including “Private Security” shoulder patches, clear company name identifiers, and “District Safety” markings. Any Citiguard patrol vehicle on site will also be branded per City standards.

This location will benefit from continuity of staffing, routine supervisor site inspections, and the support of Citiguard’s Quality Assurance Division, ensuring that all post orders are followed and performance standards are met. We recognize that the Downtown Parking Structure serves as a first impression for many visitors, and our mission is to keep that impression safe, clean, and welcoming—day and night.

OXNARD PUBLIC LIBRARY
Address: 251 S. A Street, Oxnard, CA 93030
Day Number of Officers Hours of Coverage
Monday 1 12:05 PM – 8:30 PM
Tuesday 1 12:05 PM – 8:30 PM
Wednesday 1 12:05 PM – 8:30 PM
Thursday 1 12:05 PM – 8:30 PM
Saturday 1 8:50 AM – 5:40 PM
Duties, Tasks and Special Conditions

1. Maintain Daily Patrol and Visibility
• Patrol the building interior, outdoor patio areas, entrances (both “A” Street and Civic Center sides), loading dock, and restrooms at regular intervals. • Ensure clear walkways, enforce behavior guidelines, and redirect disruptive individuals as needed.
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2. Public Interaction and Engagement
• Provide calm, professional engagement with library visitors of all ages, including children and individuals in distress.
• Officers will be trained in customer service, verbal de-escalation, and youth-friendly communication to reflect the welcoming atmosphere of the Library.

3. Incident Response and Reporting
• Respond to behavioral incidents, trespassing, theft, and safety concerns with tact and immediate documentation.
• Submit clear, objective, and detailed reports of any disturbances, supported by the CitiTrac digital reporting system.

4. Escort and Safety Services
• Escort staff members or vulnerable patrons to vehicles or secure areas upon request, especially at closing time.

5. Monitor Transient or Unhoused Visitor Behavior
• Address behaviors that impact visitor experience (e.g., sleeping, prolonged loitering, bathing in restrooms), while approaching individuals respectfully and in alignment with trauma-informed practices.

6. Compliance with Library Policies
• Officers will be oriented to and operate under Library-specific policies, which define expected conduct, incident escalation protocols, and reporting requirements. • Citiguard will participate in onboarding with the Library Manager or their delegate and comply with any supplemental training required.

Special Conditions & Additional Expectations
• Continuity of Personnel
Citiguard is committed to assigning the same officer(s) consistently to the Library post to build familiarity with staff and regular patrons. Any schedule changes will be communicated in advance, with a trained replacement provided immediately if necessary.
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• Functional Equipment
Each assigned officer must be equipped with a working mobile phone capable of making calls, sending/receiving texts, and sharing media (photos/video), to communicate with Library staff and Citiguard supervisors in real time.
• Training and Certifications
Officers may be required to undergo additional training modules or policy certifications assigned by Library management. Citiguard will provide support for completion and maintain compliance documentation.
• Extra Hours Bank
Citiguard will maintain an additional 40–50 hours per month in a flex pool for:
▪ On-site Library training
▪ Incident report follow-ups
▪ Shift extensions due to ongoing events or late-hour issues • Sensitivity to Youth and Families
Officers must have the temperament, maturity, and communication skills to engage with minors, resolve conflicts quietly, and avoid unnecessarily escalating behavior in the presence of children or vulnerable patrons.

OXNARD SERVICE CENTER
Address: 214 S. C Street, Oxnard, CA 93030
Day Number of Officers Hours of Coverage
Monday 1 (armed) 7:45 AM – 6:30 PM
Tuesday 1 (armed) 7:45 AM – 6:30 PM
Wednesday 1 (armed) 7:45 AM – 6:30 PM
Thursday 1 (armed) 7:45 AM – 6:30 PM
Friday (every other) 1 (armed) 7:45 AM – 5:30 PM
Duties, Tasks and Special Conditions

1. Access Point Monitoring & Controlled Entry
• Maintain visibility at public entry points (C Street side and Parking Lot/Civic Center side) and monitor staff entrances.
• Prevent unauthorized individuals from accessing employee-only areas or bypassing public counters.
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2. Visitor Assistance & Public Interface
• Serve as a welcoming and professional presence for visitors seeking guidance or support.
• Offer clear directions to appropriate departments and provide customer assistance when City staff are unavailable.

3. De-Escalation of Aggressive Behavior
• Intervene in disputes involving unruly or verbally abusive visitors to staff. • Issue verbal warnings and, if necessary, escort individuals from the premises. In serious cases, coordinate with Oxnard Police Department (OPD) for immediate assistance.

4. Emergency Preparedness & Incident Response
• Respond to medical emergencies, disturbances, or fire alarms by following established evacuation and incident protocols.
• Secure the area, assist staff and patrons, and serve as liaison to first responders.

5. Daily Patrol of Interior and Exterior Spaces
• Routinely patrol lobbies, public restrooms, conference rooms, employee break areas, and the outdoor patio.
• Ensure parking areas and perimeters remain secure and free of unauthorized activity.

6. Security Escort Services
• When requested, escort City employees to their vehicles—especially during closing hours or after difficult customer interactions.

7. Report Generation & Log Keeping
• Maintain detailed daily reports of all significant activity, incidents, or observed hazards, submitted via CitiTrac, Citiguard’s GPS-verified digital reporting platform.

Special Conditions & Requirements
• Armed Officer Assignment
Given the elevated potential for confrontational encounters and the high volume of financial transactions, the officer assigned will be BSIS-certified to carry a firearm and fully trained in use-of-force protocols, firearm safety, and emergency threat response. All qualifications will be on file and verified prior to assignment. 300
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• Coordination with Service Center Management
Our officer will work under the general supervision of the City’s Service Center Management, following all site-specific post orders and remaining responsive to direction and feedback.
• Customer-Facing Professionalism
This location demands not just a trained officer, but a calm, courteous professional with excellent interpersonal skills. Officers must display the tact required to resolve issues without escalation and demonstrate a strong understanding of public service etiquette. • Employee & Facility Safety
The officer will monitor for suspicious behavior, unauthorized filming, loitering, or vandalism and take swift, appropriate action to deter these activities and protect City property.
• Secure Handling of Public Spaces
Special care will be given to areas with sensitive documents, cash transactions, or licensing data. The officer will help ensure a secure environment for both staff and patrons engaged in City business.
• No Subcontractors
All assigned officers are direct Citiguard employees—fully trained, insured, background- checked, and supervised by our internal leadership. We do not utilize subcontractors under any circumstances.

Citiguard understands that the Oxnard Service Center is a front-facing symbol of City governance and public trust. The officer assigned must reflect the professionalism, preparedness, and respect expected of such a position. Through consistent staffing, close collaboration with management, and quality-focused supervision, we will ensure a safe, stable, and service-oriented environment for the City of Oxnard.

Other Security Services (As-Needed)
Various City of Oxnard Locations (Special Events and Emergencies) Event Type Staffing Hours/Days
Special Events (Planned) Varies (1–10+) Per Event Schedule Emergency Coverage Rapid Deployment As Needed (24-hr capable) 301
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Duties, Tasks and Special Conditions
• Crowd Monitoring & Control
Officers will manage pedestrian flow, identify potential disturbances early, and maintain a visible, calm presence to deter disruptions.
• Access Control & Credential Verification
Screen entry points, monitor restricted areas, and check passes, tickets, or staff credentials as directed by event coordinators or City officials. • Traffic & Parking Coordination
Assist with the orderly flow of vehicle and foot traffic, manage designated drop-off zones, and prevent unauthorized parking or vehicle access.
• Rapid Response & Emergency Support
Provide immediate support during medical incidents, disturbances, or evacuations, while maintaining open communication with City staff, law enforcement, and first responders. • Reporting & Incident Documentation
Maintain real-time documentation of all incidents, crowd issues, or security concerns using Citiguard’s CitiTrac digital platform.

Special Conditions
• 24/7 Readiness
Citiguard maintains a dedicated on-call staffing reserve to respond quickly to urgent City needs, including overnight deployments or short-notice event coverage. • Event-Specific Briefings
Officers assigned to City events will receive site-specific training and operational briefings to align with the tone, expected attendance, and sensitivities of each assignment.
• Uniform Flexibility
For formal events or public ceremonies, Citiguard can deploy officers in alternate uniform styles (e.g., blazer-style jackets or soft uniforms) to maintain a professional but non-threatening presence.
• No Subcontractors
All event and emergency personnel are direct Citiguard employees—licensed, trained, insured, and supervised by our senior management team.
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Citiguard is proud to serve as an extension of the City during moments that matter most— whether it’s a civic celebration or a crisis response. Our ability to scale quickly, deploy trained staff, and maintain professionalism in high-pressure environments makes us an ideal partner for Oxnard’s as-needed security services.

Key Personnel
Citiguard is proud to offer a team of highly qualified supervisory, management, and security personnel, all fully bilingual in English and Spanish and equipped with decades of combined experience in the security industry. This linguistic proficiency allows our team to communicate seamlessly across diverse communities, fostering an inclusive, welcoming, and secure environment for all individuals. With 100% of our security personnel fluent in both languages, Citiguard underscores its commitment to accessible, culturally competent service.

We are pleased to introduce our Key Personnel — a dedicated and experienced core team ready to assume oversight responsibilities for the City of Oxnard, delivering exceptional, responsive security management in the event of a successful contract award.

Sami Nomair (President – 2007 to present) Primary Contact: 800-613-5903 Sami Nomair is a distinguished leader with deep-rooted ties to law enforcement, serving as an active member of the LAPD Board of Directors. His expertise in community security allows him to adapt enforcement strategies to address evolving challenges across various sectors, including city installations, airports, and homeless shelters. Under his leadership, Citiguard has become a premier security firm, known for its customized solutions, operational efficiency, and unwavering commitment to customer satisfaction.

As a passionate advocate for public safety, Mr. Nomair works closely with local police to foster strong, positive relationships between law enforcement and the communities they serve. His efforts contribute to a safer, more harmonious urban environment, and his dedication to public safety is further demonstrated through his collaboration with the Mayor's Office to improve and expand homeless shelters.

Mr. Nomair's philanthropic endeavors reflect his deep commitment to community well-being. He actively organizes charity drives and celebrity fundraisers, benefiting homeless veterans and underprivileged children. He contributes both his time and financial resources to renowned organizations such as Save the Children, Feeding America, and Children International.

Furthermore, he leads Citiguard’s volunteer employee program, which raises awareness and provides support to veterans' organizations including Wounded Warrior Project, Disabled American Veterans, and Homes for Our Troops.
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His interpersonal and communication skills have earned him a reputation for effective collaboration with stakeholders, driving meaningful change within both law enforcement and the communities they serve. Mr. Nomair's ability to balance law enforcement engagement with community advocacy highlights his comprehensive approach to creating safer, more vibrant urban environments.

As the founder of Citiguard in 2007, Mr. Nomair identified and addressed critical gaps in the security industry. Today, Citiguard is renowned for its large-scale city, state, and government contracts, consistently delivering top-tier security services. His visionary leadership ensures the seamless execution of operations and the highest performance standards.

Sami will oversee the entire organizational team to ensure that the City of Oxnard experiences trouble-free security and an impeccable performance schedule across the board.

He continues to invest in his professional development through senior-level operational and business training, underscoring his dedication to excellence in the security industry.

Educational Background:

Sami Nomair earned a Bachelor's Degree in Business Management from the University of California, Los Angeles, in 2011.

Steven Barragan (Regional Manager – 2013 to present)
Mr. Barragan has played a crucial role as Cyber Security Operations Manager during the inception of LifeLock in 2005, bringing invaluable structure to Citiguard’s growing expertise in cyberspace safeguarding. His cybersecurity background has significantly enhanced Citiguard’s capabilities in both physical and digital security, aligning with the rising demand for comprehensive protection.

As Regional Manager, Steven ensures operational efficiency across all ten Citiguard locations by standardizing security protocols, processes, and standards. He leads audits, implements best practices for incident reporting, patrolling, and emergency response, and closely monitors performance metrics like response times and client feedback to drive consistency and improvement.

Steven coordinates regular training programs to ensure that security personnel remain updated on the latest protocols, technology, and safety procedures. His emphasis on leadership and mentorship fosters staff growth, creating clear pathways for promotions and increasing overall job satisfaction.

A significant part of his role involves building and maintaining strong client relationships. Steven holds regular meetings with clients to gather feedback, resolve concerns promptly, and ensure Citiguard's services consistently meet client expectations. 304
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He ensures full compliance with California state regulations, including the California Bureau of Security and Investigative Services (BSIS) standards, while continually reviewing legal and safety requirements to keep certifications and training current.

Steven manages resource allocation by overseeing budgets for personnel, equipment, and technology. He optimizes financial performance while ensuring that crisis and risk management strategies are in place, preparing locations for emergencies such as natural disasters or security breaches. His coordination of rapid response teams ensures that urgent security needs are promptly addressed.

In addition to promoting the use of advanced security technologies like surveillance systems and communication tools, Steven collaborates closely with IT teams to maintain functionality and reliability. He also facilitates regular communication between location managers, using tools such as 'When I Work' to streamline staffing coordination.

Steven's focus on recruitment and retention ensures that all locations are fully staffed with highly qualified personnel. He works alongside HR to develop retention strategies, such as recognition programs and career advancement opportunities, boosting employee morale and reducing turnover.

By conducting regular site visits, Steven ensures that each location adheres to Citiguard's rigorous standards, addressing any challenges and providing on-site leadership support as needed.

Since joining Citiguard in 2013, Steven has become an indispensable part of the team. His exceptional communication skills and leadership abilities led to his swift promotion to Regional Manager. He also manages all of Citiguard's Caltrans contracts, ensuring optimal safety measures for both staff and surrounding communities.

Educational Background:

Steven holds a Master’s Degree in Computer Science from Caltech and engages in yearly corporate training and administration programs, showcasing his commitment to ongoing professional development. Through his leadership, Citiguard continues to solidify its position as a premier provider of security services across the region.

Henry Linares (Project Manager – 2010 to present):

Mr. Linares is an elite security project manager known for his exceptional leadership and comprehensive skill set in evaluating, selecting, and training security personnel. With a meticulous approach, he leverages his extensive experience to ensure seamless operations and consistent communication with local authorities.
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Under his direction, security teams are strategically deployed across high-risk municipal and governmental sites, with a special focus on armed security for contracts requiring heightened protective measures. Mr. Linares’ military background as a decorated Sergeant in the Marine Corps is a cornerstone of his expertise, having served with distinction as a machine gunner and Crew Chief through five combat tours. His military experience is marked by tactical precision, crisis management, and superior leadership under pressure, all of which translate into his current role managing complex security operations.

Educational Background:

Mr. Linares holds a Bachelor's degree in Executive Management from the University of San Diego, reinforcing his dedication to achieving the highest standards in security management and operational excellence. He continuously adapts to emerging threats and evolving security demands, making him a trusted and highly effective leader in the industry.

Michael Quinonez (Director of Security Operations & Training Officer – 2023 to Present) Michael Quinonez is a seasoned security operations leader with over 15 years of experience managing high-risk, multi-site environments across healthcare, government, and corporate sectors. As Project Manager at Citiguard, he plays a pivotal role in directing day-to-day operations, ensuring service consistency, maintaining contract compliance, and responding swiftly to client needs.

Michael currently oversees Citiguard’s security contract with the Los Angeles County Probation Department, managing operations at Los Padrinos and Barry J. Nidorf Juvenile Halls. His responsibilities include implementing advanced security protocols, recruiting and training specialized personnel, conducting emergency response drills, and serving as the primary point of contact with County officials. His leadership has ensured full compliance with complex regulations and high standards for institutional safety.

In addition to his operational leadership, Michael is instrumental in developing and conducting critical training programs for Citiguard personnel. He provides hands-on instruction in medical emergencies (CPR, First Aid, AED), power outage procedures, fire response and prevention, earthquake response, identification and response to suspicious packages, bomb threat protocols, and active shooter response tactics. His training initiatives ensure that all assigned personnel are fully prepared to respond decisively and effectively to a wide range of emergency scenarios.

Prior to joining Citiguard, Michael served as Security Account Manager for Allied Universal, managing behavioral health and detox units at two Southern California Hospitals. His work included leading Active Shooter Response Training in coordination with local law enforcement agencies, and conducting comprehensive risk assessments to improve patient and staff safety. 306
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His earlier roles with Amazon Studios and NMS-Concourse Residential further underscore his expertise in large-scale scheduling, high-profile executive protection, access control enforcement, and visitor management across high-traffic facilities.

Michael is a certified instructor in De-escalation Techniques, Workplace Violence Prevention, Tactical Handcuffing, and the use of Chemical Agents. He is also a Red Cross Certified Instructor in CPR, First Aid, and AED, and holds the IAHSS Certified Healthcare Protection Administrator (CHPA) credential. His combined field knowledge and teaching qualifications make him uniquely suited to lead both training initiatives and security operations for dynamic municipal environments like the City of West Hollywood.

Michael brings extensive hands-on experience with advanced security technologies, including Honeywell ProWatch access control systems, CCTV infrastructure, and incident tracking platforms. He ensures all personnel under his command are prepared to perform with professionalism, vigilance, and adaptability.

In his role as Project Manager, Michael will directly oversee all West Hollywood field operations, ensuring post orders are executed, shift coverage is seamless, incident reporting is prompt and accurate, and that all security personnel reflect the City’s values of professionalism, courtesy, responsiveness, and community engagement.

Certifications & Training:
• Certified Instructor: De-Escalation, Workplace Violence Prevention, Tactical Handcuffing, Chemical Agents
• Red Cross Certified Instructor: CPR, First Aid, AED
• IAHSS Certified Healthcare Protection Administrator (CHPA) • Specialized Training Instructor: Medical Emergencies, Power Outage Procedures, Fire Response, Earthquake Response, Suspicious Packages, Bomb Threat Response, Active Shooter Preparedness
• Advanced knowledge of Honeywell ProWatch, CCTV, and digital security systems Educational Background:

Bachelor of Arts in Criminal Justice University of Las Vegas, Nevada Bashir Oriakhil (Quality Assurance Director – 2011 to present) Mr. Oriakhil has been a driving force behind Citiguard’s commitment to excellence since joining the company in 2011.
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With a history in quality assurance management dating back to 2005, Bashir was promoted to Quality Assurance Director in 2018, where he oversees all quality control efforts across Citiguard’s California operations. He maintains direct communication with every Quality Assurance Manager, ensuring clear channels for maintaining high-quality service delivery throughout the state.

Bashir plays a pivotal role in developing rigorous protocols that meet client needs, regulatory requirements, and industry standards. His oversight includes conducting regular audits and inspections to assess compliance with security protocols, safety measures, and client expectations. By monitoring performance metrics such as incident reports, response times, and client feedback, he ensures Citiguard consistently meets key performance indicators (KPIs) and delivers optimized services.

A core part of his role is ensuring compliance with evolving local, state, and federal regulations.

Bashir continuously updates company policies, ensuring all certifications and licensing are up to date. He works closely with clients, swiftly addressing concerns and fostering strong relationships.

Bashir leads training programs to keep security personnel equipped with the latest technologies and best practices. In the event of incidents, he manages thorough investigations, preparing detailed reports and implementing preventive measures to avoid future issues. His focus on continuous improvement drives the introduction of new technologies and the refinement of operations through quality management systems (QMS).

He manages both internal and external audits, ensuring compliance with standards such as ISO, while also overseeing risk management strategies to minimize potential vulnerabilities. His collaboration with HR, Operations, and IT ensures quality standards are embedded into recruitment, staff development, and daily operations, while also maintaining the functionality of security systems and technologies.

Bashir gathers client feedback to further refine Citiguard’s services, leads emergency response planning, and oversees the budget for quality assurance, ensuring resources are allocated efficiently and that expenditures improve service outcomes. His leadership ensures Citiguard remains competitive and compliant with industry standards.

Educational Background:

With a military background and service in Afghanistan, Bashir earned a Bachelor’s degree in Business Information Systems from the University of Kabul. He is active in yearly quality assurance courses, reflecting his commitment to continuous improvement in Citiguard’s security services.
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Howard Fridkin (Director of Contracts and Procurements – 2015 to present) Primary contact: 800-613-5903
With over a decade of expertise in contract management, security operations, and customer service, Howard Fridkin serves as the Director of Contracts and Procurement at Citiguard. In this role, he oversees the end-to-end procurement process, contract negotiations, and compliance assurance, ensuring that all agreements align with the company's operational needs and regulatory requirements.

Howard plays a pivotal role in evaluating vendor contracts, managing procurement strategies, and optimizing resource allocation to support Citiguard’s expanding security operations. He ensures that all contracts adhere to industry best practices and legal standards while maintaining cost efficiency and service excellence. His meticulous approach to contract oversight and risk management safeguards the company’s financial interests and enhances its ability to deliver superior security solutions.

Previously serving as a Senior Security Consultant, Howard conducted comprehensive security audits, risk assessments, and compliance evaluations, identifying vulnerabilities and strengthening client security infrastructures. His expertise in physical, operational, and cybersecurity now informs his strategic approach to contract development, ensuring that all procurement decisions support Citiguard’s commitment to high-quality security services.

Beyond contract administration, Howard continues to mentor and lead cross-functional teams, providing guidance on procurement strategies, compliance with OSHA, HIPAA, and GDPR, and vendor risk management. He also plays an active role in corporate training programs, reinforcing Citiguard’s dedication to professional development and operational excellence.

Howard's data-driven approach to procurement and contract management enhances operational efficiency, reduces risks, and strengthens Citiguard’s ability to meet the evolving needs of its clients.

Through his leadership in contract negotiations, supplier relations, and strategic sourcing, he contributes to the company’s continued growth and reputation as an industry leader in security services.

Educational Background:

Howard Fridkin holds an MBA from UCLA, showcasing his academic achievements in combination with extensive professional experience.

Aurora Olmos (Senior Accounts Manager – 2014 to present) Primary contact: 800-613-5903
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Aurora Olmos plays a pivotal role in ensuring the company’s 24/7 availability to clients. She has designed a highly efficient response system tailored to meet the unique security needs of each client. Aurora’s dedication to precisely matching client requirements with the right security team has resulted in optimal scheduling, deployment, and overall performance across all managed sites.

In her role as the primary client liaison, Aurora ensures that client concerns and inquiries are addressed promptly. She works closely with clients to fully understand their evolving security needs, adapting strategies to keep up with any changes. By building strong, trust-based relationships, Aurora ensures that clients have complete confidence in the quality of Citiguard’s services.

Service delivery oversight is another area where Aurora excels. She carefully monitors the performance of security personnel to ensure they consistently meet or exceed service expectations. Any issues or complaints are resolved swiftly, maintaining a high level of client satisfaction. Aurora conducts regular site visits to assess security operations firsthand, facilitating open communication with both clients and staff to gather feedback and implement improvements.

Aurora also plays a key role in staff coordination and management. She ensures the right security personnel are assigned to each client site, carefully coordinating the deployment of guards, supervisors, and support staff to ensure appropriate coverage. She works closely with the operations team to develop schedules that align with client requirements while ensuring that staffing levels remain sufficient. Additionally, she ensures that security personnel are trained to meet each client’s specific needs, including site-specific protocols and updated industry standards.

Contract management is a central aspect of Aurora’s role. She ensures that all contract terms are fulfilled, including service hours and staffing requirements. As contracts approach renewal, Aurora engages clients in discussions about extending or expanding the service agreement.

She also works with the finance department to ensure accurate billing, manage budget concerns, and adjust pricing based on changes in scope or additional services requested.

In incident management, Aurora is responsible for overseeing the reporting of any security incidents, ensuring reports are completed accurately and promptly shared with clients. She works closely with security supervisors to resolve incidents quickly and efficiently, minimizing disruption to client operations. Aurora also identifies potential security risks and recommends strategies to mitigate those risks, ensuring the highest level of protection for clients. 310
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Operational coordination is a key responsibility for Aurora, as she collaborates with field management and operations teams to ensure all logistical needs are met, including personnel, equipment, and technology. She tracks account-related expenses and monitors profitability to ensure services remain within budget. Aurora, working with the HR Department, also ensures full compliance with local regulations and industry standards, such as OSHA or other relevant guidelines.

Client reporting and analytics are central to Aurora’s approach. She provides detailed reports on security services, including performance metrics, incident logs, and response times, allowing clients to assess the effectiveness of their security measures. Aurora uses these insights to propose improvements and gather client feedback regularly, ensuring that service delivery is continuously optimized.

Aurora also contributes to Citiguard’s business development efforts by identifying opportunities to expand relationships with existing clients. She proposes additional services, upgrades to security systems, and new technologies that meet evolving needs. Client retention is a major focus for Aurora, who ensures exceptional service that leads to contract renewals and long-term partnerships.

Educational Background:

Aurora Olmos holds a Master's Degree in Financial Economics & Performance Studies in Management from the University of California at Santa Cruz, which reflects her comprehensive understanding of financial and management principles.

Security Officers
At Citiguard, we take pride in employing security officers who are not only highly trained but also exceptionally experienced and deeply committed to public safety. All Citiguard officers possess, at minimum, a high school diploma, with many holding college degrees, military service records, or prior law enforcement experience—reinforcing the professionalism and discipline we bring to every assignment.

As part of our rigorous hiring criteria, Citiguard requires a minimum of five years of prior security guard experience for all applicants. For candidates with military or law enforcement backgrounds, a minimum of three years of relevant field service is accepted. This ensures that every officer we deploy is field-tested, situationally aware, and mission-ready from day one.

Our officers are California POST-certified and have completed basic Police Academy training, equipping them with the tactical proficiency and operational readiness needed to manage high- risk environments. Their robust experience enables them to assess threats swiftly, respond with sound judgment, and remain composed in dynamic, high-pressure situations. 311
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Fluent in both English and Spanish, Citiguard officers are skilled communicators who foster respectful, effective engagement with the public and the diverse communities we serve. Their training in de-escalation, behavioral recognition, and public interaction promotes safe, inclusive environments at every assignment.

Whether securing high-profile municipal properties, conducting complex risk assessments, or responding to critical incidents, our officers operate with professionalism, accountability, and confidence. Their extensive emergency preparedness includes:
• Medical emergency response
• Crisis and evacuation protocols
• Fire and earthquake procedures
• Suspicious package recognition
• Bomb threat and active shooter response
Citiguard officers are also trained to manage sensitive interactions with transient and unhoused individuals. They approach each encounter with empathy and professionalism, often coordinating with outreach organizations such as LAHSA, PATH, Hope of the Valley, and Mercy House to help connect individuals with support services and shelter resources.

We are deeply committed to continuous training and development. Our personnel receive ongoing instruction on evolving security protocols and technologies, including CitiTrac digital reporting systems and Wolfcom body-worn camera technology, to ensure transparency, accountability, and operational excellence.

In addition to their core responsibilities, many Citiguard officers serve as mentors to junior staff, fostering leadership growth and reinforcing our company-wide culture of service excellence.

Through their qualifications, discipline, and commitment to public safety, Citiguard officers do more than secure properties—they build confidence, elevate standards, and serve as proactive partners in community protection.

Timeline and Implementation Matrix (20-days or less)
Day Task Description
1 Client Orientation Meeting Present Citiguard’s orientation procedures to the client. 2 Risk Management
Inspection
Conduct a thorough Risk Management Safety Inspection.
3 Transition Team
Establishment
Establish and assign a transition team to facilitate a
smooth handover.
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Day Task Description
4 Post Order Requirements Survey Complete a comprehensive survey to determine post order requirements.
5 Post Order Preparation Work collaboratively with the client to prepare detailed Post Orders.
6 Security Personnel Introduction Conduct a comprehensive Security Officer Introduction Program for new and incumbent
officers.
7 Supplies and Equipment Order Order necessary supplies and equipment for effective security operations.
8 Wage and Benefit Package
Review
Review and prepare a competitive wage and benefit
package for security officers.
9 Site-Specific Training Materials Develop site-specific training materials to ensure officers are well-prepared.
10 Master Schedule Preparation Prepare a master schedule for effective coordination of security personnel.
11 Security Personnel Selection Select security officers based on client-specific requirements.
12 Post Order Review with Client Meet with the client to review and confirm Post Orders, discuss Transition Plan progress, and
invoice procedures.
13 Security Personnel Approval Meet with authorized staff/board members for Security Officer approval.
14 Personnel Files Verification Confirm all personnel files have complete pre- screening documentation.
15 On-Site Training Conduct on-site specific training for security officers. 16 Service Start Procedures Establish specific procedures for service initiation, including supervision arrival and equipment
placement.
17 Daily Account Visit Visit the account daily to ensure proper service initiation and address any emerging issues.
18 Personnel Standards Review Regularly review personnel assigned to the site to ensure they meet all established standards.
19 Contract Compliance Check Confirm that all contract requirements are being met by conducting periodic compliance checks.
20 Invoice Review with Client Review the first invoice with the client to ensure accuracy and satisfaction with services rendered.
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Equipment Issued
Citiguard provides two key advanced technologies to enhance its security services for clients:

CitiTrac and Wolfcom, each offering a range of capabilities designed to improve operational efficiency, accountability, and overall security management. Here’s an in-depth look at how these resources function to ensure safety and transparency in Citiguard’s operations.

CitiTrac: Comprehensive Security Reporting System
CitiTrac is a robust, fully digital security management system that allows for real-time monitoring, reporting, and analysis of security activities. The following are the primary features and capabilities of CitiTrac:

1. Real-Time Incident Reporting: Security officers can report incidents immediately as they occur, ensuring that both Citiguard management and the client are instantly informed of any security threats or breaches. This real-time documentation allows for quick response and escalation if necessary.

2. GPS Tracking: CitiTrac includes integrated GPS functionality to monitor the exact location of security personnel. This feature allows for constant oversight, ensuring that guards are covering their assigned areas and can be swiftly dispatched to incident locations when necessary.

3. Time-Stamped Reports: Every report generated through CitiTrac is time-stamped, providing an accurate and tamper-proof record of incidents. This is crucial for maintaining the integrity of reports, particularly in cases requiring audits or legal review.

4. Automated Guard Tour Summaries: CitiTrac automatically compiles summaries of guard tours, documenting the locations patrolled and any incidents encountered. This feature reduces manual record-keeping, allowing officers to focus on their duties while still ensuring that all activities are logged.

5. Multimedia Reporting: Officers using CitiTrac can upload photos, videos, and audio recordings as part of their incident reports. This multimedia capability enriches the data provided, giving clients and management better context and clarity when reviewing incidents.

6. Customizable Reporting Options: CitiTrac’s reporting system can be tailored to meet the specific needs of different clients. Whether it’s customizing templates for particular incident types or generating specialized reports for audit purposes, CitiTrac provides flexibility to accommodate various security environments.

7. Instant Notifications: When a critical incident is reported, CitiTrac sends automatic notifications to relevant managers and stakeholders. This ensures immediate attention and response, preventing incidents from escalating and enhancing overall site safety. 314
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8. Data Access and Review: Clients have direct access to review and analyze security data through CitiTrac’s web-based portal or mobile apps. This level of transparency ensures that stakeholders can monitor security operations, track performance, and verify that their security protocols are being followed.

9. Compliance and Auditing: With its detailed record-keeping, CitiTrac helps Citiguard stay compliant with industry standards and local regulations. All activities and reports are stored in a secure and easily retrievable format, making the system ideal for both internal and external audits.

Wolfcom: Advanced Surveillance and Body-Worn Camera Solutions Wolfcom technology complements CitiTrac by providing cutting-edge body-worn cameras and surveillance tools. These devices are designed to capture real-time video and audio evidence, helping Citiguard officers perform their duties effectively and with accountability. Wolfcom offers the following features:

1. Real-Time Video and Audio Recording: Wolfcom cameras record high-definition video and audio, capturing critical events as they unfold. This is invaluable for documenting incidents, confrontations, or any suspicious activities encountered during patrols.

2. Night Vision and Live Streaming: Wolfcom cameras are equipped with infrared (IR) night vision, enabling security personnel to record clear footage in low-light conditions.

The live streaming feature allows supervisors to monitor field activities in real time, which is essential during high-risk situations.

3. GPS Location Tracking: Like CitiTrac, Wolfcom cameras also provide GPS tracking, allowing supervisors to monitor the exact location of officers in real time. This not only ensures accountability but also enhances the coordination of field operations.

4. Push-to-Talk Communication: Wolfcom cameras have built-in push-to-talk functionality, allowing officers to communicate directly with command centers. This feature is critical for coordinating responses during emergencies.

5. Tamper-Proof Data Security: All video and audio recorded by Wolfcom cameras is encrypted, ensuring the security of the data and preventing tampering. Each file is watermarked with a unique identifier and timestamp, ensuring the authenticity of the evidence.

6. Automatic Uploading and Cloud Storage: At the end of each shift, recorded data is automatically uploaded to a secure cloud or local server, where it can be accessed by authorized personnel. This feature eliminates the need for manual data transfer and ensures that the footage is stored securely.

7. AI Integration and Facial Recognition: Wolfcom cameras can integrate with AI technologies, including facial recognition, which helps officers identify individuals in the field who may be on watch lists or have outstanding warrants. 315
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8. Automated Reporting: Wolfcom systems can automatically generate detailed incident reports, including GPS data, officer notes, and video footage. This reduces the manual burden on officers while ensuring that all relevant data is documented.

Summary of Benefits for Citiguard Clients
By integrating CitiTrac and Wolfcom, Citiguard provides a comprehensive security management solution that combines real-time reporting, advanced surveillance, and transparent data management. These tools give clients peace of mind, knowing that their sites are being monitored with the latest technology, and that any incidents are handled efficiently and transparently.
• Transparency: Clients have full access to real-time reports, multimedia evidence, and patrol summaries.
• Accountability: GPS tracking and tamper-proof data storage ensure that all security activities are properly documented.
• Customization: Both CitiTrac and Wolfcom offer customizable options to meet the unique security needs of each client.
• Compliance: Both systems help Citiguard remain compliant with local and federal regulations, making them ideal for government and commercial contracts alike.

With these advanced technologies, Citiguard ensures the highest levels of security, accountability, and client satisfaction.
▪ Post Phones
▪ Two-way radios
▪ Handcuffs
▪ Flashlights
▪ Batons
▪ Pepper Spray (upon request)
▪ Pen & Pad
▪ First Aid Kits (for patrol vehicles)
▪ Fire Extinguishers (for patrol vehicles)
Citiguard, Inc. has conducted a thorough review of all terms, conditions, scope of work, technical requirements, and performance expectations outlined in the City of Oxnard’s solicitation documents.
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We are pleased to confirm that Citiguard has no clarifications, exceptions, or deviations from the requirements as stated in the RFP.

Our proposal is fully compliant with all provisions, including but not limited to:
• Scope of Work
• Staffing schedules and hourly requirements
• Uniform and equipment standards
• Vehicle and patrol marking guidelines
• Insurance and licensing requirements
• Training, reporting, and post order procedures
• Compliance with California BSIS regulations
• Non-subcontracting requirements
Citiguard is committed to delivering the highest level of service and professionalism in full alignment with the City’s expectations and without any requested modifications to the terms outlined.

Should any clarification be requested by the City during the evaluation or contracting process, we are fully prepared to respond promptly and cooperatively. a. Political Contributions Disclosure
Citiguard, Inc. affirms that no contributions of $250 or more have been made within the past twelve (12) months by any owner, officer, or principal of the company to any elected official of the City of Oxnard.

We understand and fully support the City’s ethics and transparency policies, and we confirm our compliance with all related requirements outlined in the solicitation documents. b. Litigation Disclosure (Past Five Years)
Citiguard, Inc. has maintained an exemplary track record of service across California. However, as is common with high-volume, multi-jurisdictional service providers, we disclose the following:
• Past Litigation:

Citiguard was named in a limited number of employment-related claims over the past five years, typical of firms in our industry and size. All cases were either resolved through settlement with no admission of fault or dismissed with no finding against Citiguard. None of these cases involved contract disputes, fraud, negligence, or performance-related issues tied to our public sector clients. 317
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• No Current or Pending Litigation:

As of the date of this submission, Citiguard, Inc. and its principal officers are not involved in any active litigation, arbitration, or administrative investigations related to our services, nor are we under investigation by any government agency. • No Lawsuits with Governmental Agencies:

Citiguard is not currently, nor has it recently been, a party to any lawsuit or alternative dispute resolution proceeding involving a governmental entity regarding failure to perform, breach of contract, or other service-related issues.

Citiguard is proud of its reputation for integrity, compliance, and professionalism. We remain fully committed to transparency and open communication with all municipal partners, including the City of Oxnard.

1. Guard Tour Management System – Brand Name and Model
For the City of Oxnard project, Citiguard will utilize its proprietary CitiTrac Guard Tour Management System, powered by the trusted and industry-leading SilverTrac Software Platform.

2. System Description and Operational Overview
The CitiTrac system is an advanced, cloud-based patrol and reporting platform designed to provide real-time transparency, GPS accountability, and streamlined communication between our field officers, supervisors, and City personnel. It is fully optimized for municipal security environments, including patrol-heavy locations such as downtown districts, public libraries, civic centers, and parking structures.

Key features of the CitiTrac/SilverTrac system include:

Real-Time GPS Patrol Tracking
Every patrol checkpoint, location scan, and officer movement is time-stamped and GPS-verified, allowing City management to monitor coverage in real-time.

Live Incident Reporting
Officers can create incident reports on the spot—complete with photos, video clips, and notes— delivered instantly to City stakeholders via a secure client portal or scheduled summary reports. 318
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Automated Tour Verification
Patrol routes and scan points can be customized per location (e.g., stairwells, elevators, restrooms), ensuring comprehensive coverage. Missed tours or checkpoints are flagged for supervisor review.
24/7 Client Access
City of Oxnard staff will have optional secure access to the CitiTrac platform, where they can view daily reports, incident history, GPS trails, and officer activity logs.

Supervisor Alerts & Escalation
Priority incidents (e.g., trespassing, vandalism, public safety threats) automatically notify Citiguard field supervisors and, when directed, City points of contact.

Paperless Logs & Daily Shift Reports
All activity—routine and critical—is stored in searchable digital logs, eliminating paper-based reports and reducing administrative delays.

Customizable Templates & Branding
Reports can be tailored to match City formatting preferences and include department-specific instructions or key site data.

The CitiTrac system enhances officer accountability, improves communication with City staff, and ensures that no area or incident goes unmonitored. Citiguard will provide full onboarding, system access, and support to designated Oxnard personnel, along with weekly or bi-weekly summary reports as requested.

Citiguard has extensive experience creating detailed, site-specific post orders and operational protocols for municipal clients across California. Our post orders are living documents—developed in collaboration with client departments—and updated regularly based on incident trends, feedback, and operational changes.

For the City of Oxnard, Citiguard will customize comprehensive post orders for each designated location. These directives will be accessible to officers on-site, reviewed during shift briefings, and enforced by our supervisory and quality assurance teams.

Below are examples of the post orders, policies, and procedures we have developed or will adapt for the following Oxnard locations:
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1. Oxnard Downtown Management District (ODMD)
Sample Post Order Highlights:
• Patrol perimeter and high-traffic interior areas including Centennial Plaza and alleys • Monitor and document loitering, graffiti, illegal vending, or public intoxication • Conduct 15- to 30-minute patrol intervals during peak hours • Engage with unhoused individuals using de-escalation protocols • Coordinate with OPD for disturbances, trespassing, or repeat offenders • Submit detailed shift logs using CitiTrac, including names of ejected individuals if known • Provide merchant check-ins and offer visibility support during evening hours

2. Downtown Parking Structure (324 S. B Street)
Sample Post Order Highlights:
• Patrol all 4 levels, stairwells, and elevator lobbies every 30 minutes • Respond to elevator emergency buttons and coordinate with maintenance or fire personnel
• Deter loitering in stairwells and monitor for vandalism or vehicle tampering • Escort patrons and City employees to vehicles upon request • Log suspicious activity or repeat loiterers into CitiTrac with photos when appropriate • Report maintenance hazards: broken lights, graffiti, spills, damaged guardrails

3. Oxnard Public Library (251 S. A Street)
Sample Post Order Highlights:
• Patrol building interior, outdoor patio, restrooms, staff entrance, and loading dock • Use trauma-informed communication with teens, families, and vulnerable patrons • Prohibit sleeping, bathing, or disruptive behavior in public spaces • Support staff during patron interactions that escalate or require intervention • Maintain a calm, quiet presence that reflects the Library’s community values • Adhere to all Library-specific policies and procedures as outlined by the Library Manager

4. Oxnard Service Center (214 S. C Street)
Sample Post Order Highlights (Armed Officer):
• Remain stationed at front entrance; conduct lobby patrols every 30 minutes • Monitor Development Services counter, payment windows, and restrooms • Intervene in verbal altercations involving public aggression toward staff • Use verbal warnings and OPD coordination for any refusal to comply with directives 320
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• Escort staff to their vehicles when requested
• Submit shift report with visitor incident summaries and debrief to Service Center Management

5. Citywide As-Needed Services (Events/Emergencies)
Sample Event Post Order Highlights:
• Secure designated perimeters, vendor zones, and access points • Perform bag checks or badge verification as directed
• Maintain order in crowd areas, and prevent entry to restricted zones • Coordinate with event organizers, fire marshal, and City liaisons • Remain in radio contact with team leads and mobile supervisors • Document all interactions, interventions, or incidents in CitiTrac Policies & Procedures Citiguard Applies at All Locations:
• Use-of-Force & De-escalation Policy:

All officers receive extensive training on avoiding physical engagement unless absolutely necessary. De-escalation is always prioritized.
• Code of Conduct:

Officers are expected to remain courteous, neutral, and professional—no use of personal cell phones, foul language, or unprofessional posture while on duty. • Incident Escalation Procedure:

Officers escalate to Citiguard supervisors or directly to OPD based on severity, and immediately report high-priority issues through our dispatch center. • Appearance & Uniform Standards:

Officers must be in clean, pressed uniforms with correct insignia and Oxnard-required patches, and wear “District Safety” markings as specified. • Check-in/Check-out Protocol:

All guards are required to clock in and out electronically, with GPS-tracked time stamps confirmed via the CitiTrac system.
• Confidentiality Policy:

Officers are trained to maintain the confidentiality of public interactions and sensitive information discussed or overheard on site.
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Citiguard’s post orders and procedures are always developed with client input, fully aligned with municipal standards, and enforced through a multi-tiered system of supervision, reporting, and field audits. For the City of Oxnard, we will tailor each post order to reflect your operational culture, public engagement philosophy, and departmental expectations.

At Citiguard, we believe that the foundation of effective municipal security lies in the ongoing professional development of our officers. For a diverse and dynamic community like Oxnard, our training model is designed to go beyond state minimums to cultivate well-rounded professionals who are not only capable in their security duties but also represent the City with courtesy, cultural awareness, and community sensitivity.

We will implement a location-specific training plan for all officers assigned to the Oxnard project, covering both initial onboarding and ongoing professional development.

Initial Assignment Training (Pre-Deployment)
All officers assigned to City of Oxnard locations will receive the following targeted training modules:
• Oxnard-Specific Post Orders & Site Orientation
Officers will be trained on City facility layouts, access points, emergency exits, and individual site protocols (Library, ODMD, Service Center, Parking Structure). • De-Escalation & Verbal Conflict Resolution
Officers are trained to manage hostile behavior calmly, with an emphasis on verbal techniques to reduce tensions and avoid use of force.
• Mental Health & Homeless Interaction Training
Given the City’s transient population, officers will receive trauma-informed training rooted in our longstanding work with LAHSA, PATH, Hope of the Valley, and Mercy House. • Public Engagement & Customer Service
Officers learn how to assist City staff, residents, and visitors with professionalism and approachability—especially important at the Library and Service Center. 322
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• CitiTrac System Training
Officers will be trained in how to complete GPS-verified patrols, incident logging, and shift reporting through our digital platform, ensuring accountability and transparency. • Uniform, Grooming & Conduct Standards
All officers must adhere to Citiguard’s appearance policies, including Oxnard-specific requirements for patches, “District Safety” identifiers, and badge placement.

Ongoing Professional Development
Citiguard supports continual learning for all officers through monthly refresher courses, quarterly site evaluations, and field-level coaching. For the Oxnard contract, we will implement:
➢ Monthly Scenario-Based Training
Supervisors will conduct post briefings using real-world examples (e.g., handling aggressive library patrons, redirecting loiterers in Centennial Plaza, escorting staff during a Service Center dispute).
➢ Quarterly Evaluations and Skill Re-certifications
Officers undergo formal evaluations of performance, attendance, documentation accuracy, and public interaction, with coaching provided as needed. ➢ Cross-Training Between Sites
To ensure coverage flexibility, officers will be cross-trained across all Oxnard posts (e.g., Public Library, Parking Structure, ODMD), while maintaining primary assignments to ensure continuity.
➢ Emergency Preparedness Drills
Citiguard will collaborate with Oxnard Police, Fire, and City management to conduct annual or semi-annual emergency response drills (evacuation, shelter-in-place, medical emergency response).

Supervisor & Manager Training
All field supervisors assigned to Oxnard will receive additional training in:
• Team management and performance monitoring
• City-specific escalation protocols
• Client communication and reporting procedures
• Conflict mediation and internal investigations
323
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-48-
Commitment to Professionalism
Citiguard ensures that every officer assigned to the City of Oxnard is not just a guard, but a trained, polished, and community-aware public-facing professional. Our training philosophy emphasizes:
• Respectful engagement
• Calm command presence
• Accurate documentation
• Constant learning and self-awareness
By investing in officer development, Citiguard enhances the safety, trust, and professionalism that the City of Oxnard expects from its contracted partners. 324
City of Oxnard Solicitation # 25-140
Purchasing Division Bid Close Date: 07/21/25 on or before 2:00 PM PT.

EXHIBIT 1

SECURITY SERVICES FEE SCHEDULE
City of Oxnard
Security Services Fee Schedule
City Locations
Oxnard Downtown Management District $_______________ per month Oxnard City Library $_______________ per month
Downtown Parking Structure $_______________ per month
Oxnard Service Center $_______________ per month
Other Security Services (as needed)
Event Security (unarmed) $_______________ per hour
Emergency Services $_______________ per hour
Other Fees (specify) __________________ $_______________ per ______ Agency Name:_____________________________________________________________ Agency Phone/Email: _______________________________________________________ Agency President or CEO:____________________________________________________ $14,999.12
17,458.56
$12,030.36
$6,924.19

29.00 29.00
Vehicle Patrol hour30.00
Citiguard, Inc.
800-613-5903 / [email protected]
Sami Nomair
325
EXHIBIT 1

SECURITY SERVICES FEE SCHEDULE
City of Oxnard
Security Services Fee Schedule
Citv L�ca_tion
Oxnard Downtown Management District
Oxnard City Library
Downtown Parking Structure
Oxnard Service Center
Other Security Services (as needed}
Event Security (unarmed)
Emergency Services
Other Fees (specify) _______ _
-------- cost per hour
$ _______ cost per hour
$ cost per hour-------
$ _______ cost per hour
$ _______ cost per hour
$ _______ cost per hour
$ _______ cost per __ _
Agency Name: __________ ________________ _
Agency Phone/Email:-------------------------
Agency President or CEO: ______________________ _

24.00 24.00

24.00 27.05

29.00 29.00
Vehicle Patrol hour
Citigaurd, Inc.
800-613-5903 / [email protected]
Sami Nomair

30.00 326
EXHIBIT 1

SECURITY SERVICES FEE SCHEDULE
City of Oxnard
Security Services Fee Schedule
City Locations
Oxnard Downtown Management District
Please provide hourly rate for Supervisor
and Officer.

Oxnard City Library
Downtown Parking Structure
Oxnard Service Center
Other Security Services (as needed)
Event Security (unarmed)
Emergency Services
Other Fees (specify )
$
$
$
$
$
$
$
cost per hour (S)
cost per hour (0)
cost per hour
cost per hour
cost per hour
cost per hour
cost per hour
cost per
Agency Name: __________________________ _
Agency Phone/Email:. ------------------------
Agency President or CEO: ______________________ _

29.00 24.00

24.00 24.00

27.05 29.00

29.00 Vehicle Patrol hour
Citiguard, Inc.
800-613-5903 / [email protected]
Sami Nomair

30.00 327
City of Oxnard Solicitation # 25-140
Purchasing Division Bid Close Date: 07/21/25 on or before 2:00 PM PT.

10.0 CERTIFICATION: (Submit with your proposal)
I, the undersigned, certify and declare I have read and know the contents of the proposal the proposer listed below is submitting to the City of Oxnard (“City”). I certify under penalty of perjury that the preparer(s) of this proposal has/have provided only complete and truthful information to the City in this proposal. I understand that any misrepresentations or material omissions within this proposal will be grounds for potentially disqualifying the proposer or not awarding the contract to the proposer. Additionally, any misrepresentations or material omissions within this proposal are considered breaches of the contract (should the proposer be awarded that contract); the City shall have the right to terminate the contract immediately without consequences, and the City retains all other legal rights available to the City for breach of contract.

I, the undersigned, hereby give permission to the City and its employees and agents to contact references—including those references’ officials, employees, and agents (collectively, “References”)—of the proposer and its officers, managers, members, general partners, limited partners, or other owners of at least ten percent (10%) of the business, or if the business is a corporation or s-corporation, of its stock (collectively, “Owners”), and request information from other clients —including those clients’ officials, employees and agents (collectively, “Other Clients”). I further give permission for the City to review any criminal records of the Owners and obtain public records regarding the Owners, such as records of arrests, indictments, convictions, civil judicial actions, tax liens, and outstanding judgments. I have authority to waive, and I do waive, any and all rights and claims by the proposer, the Owners, and all of their heirs and assigns against the City and its officials, employees and agents, the References, and the Other Clients regarding any actions taken pursuant to, related to or incidental to, the authorization given in this paragraph. Furthermore, I agree that the City and its officers, employees and agents may but have no obligation to share any such information.

I am executing this proposal on behalf of the proposer. I warrant and represent under penalty of perjury that I have the authority to execute this proposal on behalf of the proposer and I have the authority to bind the proposer to the answers provided in this proposal. If any information provided herein becomes inaccurate, I will immediately notify the City and provide updated accurate information in writing, under penalty of perjury.

CERTIFICATIONS
I, of
Printed Name of Agent/Officer Name of Organization
Hereby certify that by submission of this proposal in response to the solicitation, agree upon contract award to carry out the requirements specified and obligations set forth therein.

Signature: Date:

Title of Agent/Officer:

Execution hereof is certification that the undersigned has read and understands the terms and conditions hereof, and that the undersigned's principal is fully bound and committed.

Howard Fridkin Citiguard, Inc.
07/14/2025
Director of Contracts and Procurments
328
ATTACHMENT 3
The Proposer must identify and describe in detail each conflict of interest, if applicable. Use at least one form for each firm and attach additional documentation as necessary.

1. Describe in detail the nature of the actual or potential conflict(s) (involving project, personnel, financial advantage, or other item), or state none.

2. For each actual or potential conflict above, describe in detail the measures proposed to mitigate, or state none.

3. Describe in detail the intended effect of the proposed measures on the actual or potential conflict(s) and how the proposed measures will mitigate the actual or potential conflict(s), or state none.

Signature Date _ _ _ _ _ _ _ _ _ _ _
If a potential conflict has been identified, please provide name and phone number for a contact person authorized to discuss this disclosure form with Department of Transportation contract personnel.

Name & Title Phone _ _ _ _ _ _ _ _ _ _ _
Solicitation # Firm Name _ _ _ _ _ _ _ _ _ _ _

DISCLOSURE OF POTENTIAL CONFLICT OF INTEREST FORM
NONE
NONE
NONE
07/14/2025
Howard Fridkin, Director of Contarcts and Procurements 800-613-5903 Citiguard, Inc.25-140
329
ATTACHMENT 4

NON-COLLUSION DECLARATION TO BE EXECUTED BY PROPOSERS

AND SUBMITTED WITH PROPOSAL
The undersigned declares:

I am the ____________________________ of _______________________________, the party making the foregoing bid.

The bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The bid is genuine and not collusive or sham. The bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid. The bidder has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or to refrain from bidding. The bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or cost element of the bid price, or of that of any other bidder. All statements contained in the bid are true. The bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof, to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

Any person executing this declaration on behalf of a bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the bidder.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on __________________________(date), at _________________________(city), ________________________. (state) Bidder’s Name (Company):

Signature: Title:

Print: Date:

Director of Contracts and Procurements Citiguard, Inc.
07/14/2025West Hills California
Citiguard, Inc.

Dircetor of Contracts and Procurements
07/14/2025Howard Fridkin
330
IRA

N CONTRACTING ACT CERTIFICATION
(TO BE EXECUTED AND SUBMITTED WITH THE AGREEMENT)
Public Contract Code Sections 2202-2208
Pur
suant to Public Contract Code 2204.(a) A public entity shall require a person that is submits a bid or proposal to, or otherwise proposes to enter into or renew a contract with, a public entity with respect to a contract for goods or services of one million dollars ($1,000,000) or more to certify, at the time an Agreement is signed or renewed, that the person is not identified on a list created pursuant to subdivision (b) of Section 2203 as a person engaging in investment activities in Iran described in subdivision (a) of Section 2202.5 or as a person described in subdivision 9b) of Section 2202.5, as applicable.

To comply with this requirement, please insert your company/entity and Federal ID number (if available) and complete one of the options below. Please note, California law established penalties for providing false certifications, including civil penalties equal to the greater of $250,000 or twice the amount of the contract for which the false certification was made, contract termination and three-year ineligibility to bid on contract in accordance with Public Contract Code section 2205.

OPTION No.1 – CERTIFICATION
I, the official named below, certify I am duly authorized to execute this certification on behalf of the company/entity identified below, and the company/entity identified below is not on the current list of persons engaged in investment activities in Iran created by DGS and is not a financial institution extending twenty million dollars ($20,000,000) or more in credit to another person or entity, for 45 days or more, if that other person or company/entity will use the credit to provide goods or services in the energy sector in Iran and is identified on the current list of persons engaged in investment activities in Iran created by DGS in accordance with subdivision (b) of Public Contract Code 2203.

Company Name/Financial Institution (printed): Fe
deral ID Number (or n/a):

By (Authorized Signature):
___________________________________________
Printed Name & Title of Person Signing: Date Executed
_____________________________________________ __________________________ Executed in the County of________________________________ in the State of __________________ OPTION No.2 – EXEMPTION
Pursuant to Public Contract Code sections 2203(c) and (d), a public entity may permit a vendor/financial institution engaged in investment activities in Iran, on a case-by-case basis, to be eligible for, or to bid on, submit a proposal for, or enters into or renews, a contract for goods and services. If you have obtained an exemption from the certification requirement under the Iran Contracting Act, please fill out the information below and attach documentation demonstrating the exemption approval.

Company Name/Financial Institution (printed): Fe
deral ID Number (or n/a):

By (Authorized Signature):
_____________________________________________
Printed Name & Title of Person Signing: Date Executed
____________________________________________ ________________________ Executed in the County of_____________________________________ in the State of ____________ Citiguard, Inc. 90-1003623
Howard Fridkin, Director of Contracts and Procurements
Los Angeles California
07/14/2025
331
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332
800-613-5903 | www.Citiguardinc.com
333
800-613-5903 | www.Citiguardinc.com
334
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335
336
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337
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338
City of Oxnard Purchasing Division Solicitation No. 25-140 Addendum No. 1

CITY OF
OXNARD
....,, ·CALI FOR NIA
ADDENDUM NO. 1
Security Services for the Oxnard Downtown Management District July 15, 2025

CERTIFICATION OF RECEIPT OF ADDENDUM
I certify that I have received this Addenda on behalf of the company listed below.

Signed: Dated:

Print Name: Title:

Company:

Email:
l I Page
7/16/2025
Howard Fridkin Director of Contracts and Procurements
Citiguard, Inc.
[email protected]
339
City of Oxnard Purchasing Division Solicitation No. 25-140 Addendum No. 1 ADDENDUM NO. 1

1.0 This addendum is considered to be part of the solicitation. All other terms of the solicitation remain unchanged and in effect. This addendum is intended to provide additional information and/or to change requirements in the above referenced solicitation. Any information contained herein will be considered part of the solicitation and as such will be used in the evaluation of the bid responses. Attention all potential bidders, if you have already submitted your proposal prior to the bid closing date, please review this addendum and re­ submit your bid response, should this addendum modify your initial bid response.

1.1 To verify that all Bidders have received a copy of this addendum, please sign the cover page of this addendum and submit it with your proposal on Public Purchase.

2..0 Clarification from the City:

1. Page 9 of RFP bullet point 4 and 5.
• Support shift patrol, Friday and Saturday, may consist of one uniformed district safety officer who may be on site from 10:00PM to 4:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (16 hours per week).
• Support shift patrol, Tuesday through Saturday, may consist of one uniformed district safety officer who may be on site from 12:00PM to 8:30AM two days per week, Friday and Saturday, with an unpaid 30- minute meal break. ( 40 hours per week).

Replace With
• Support shift patrol, Friday and Saturday, may consist of one uniformed district safety officer who may be on site from 1 O:OOPM to 6:30AM two days per week, Friday and Saturday, with an unpaid 30-minute meal break. (16 hours per week).
• Support shift patrol, Tuesday through Saturday, may consist of one uniformed district safety officer who may be on site from 12:00AM to 8:30AM two days per week, Friday and Saturday, with an unpaid 30- minute meal break. (40 hours per week).

2. Cost Proposal page 13 of RFP, bullet point number 1.

Provide a rate proposal on a monthly basis based on the Security Services Fee Schedule Form (Exhibit 1) for each location. The fee schedule shall include a breakdown of the following:
• Monthly cost for all 4 locations stated in this RFP.

Replace with
Cost Proposal
Provide a rate proposal on an hourly basis based on the Security Services Fee Schedule Form (Exhibit 1) for each location. The fee schedule shall include a breakdown of the following:
• Hourly cost for all 4 locations stated in this RFP.

Addenda Rev. Date 02120/18
21 Page
340
City of Oxnard Purchasing Division

3. Page 27 of RFP, Exhibit number 1.

Solicitation No. 25-140 Addendum No. I
Exhibit 1 fee schedule has been updated, please see attached Security Services Fee Schedule.

4. Submission date of Proposal has been extended to August 4, 2025 at 2:00 p.m. local time.

End Addendum 1
Addenda Rev. Date 02/20/18
3 I Page
341
City of Oxnard Purchasing Division Solicitation No. 25-140 Addendum No. 2

CITY OF
OXNARD

CALIFORNIA
ADDENDUM NO. 2
Security Services for the Oxnard Downtown Management District July 16, 2025

CERTIFICATION OF RECEIPT OF ADDENDUM
I certify that I have received this Addenda on behalf of the company listed below.

Signed: Dated:

Print Name: Title:

Company:

Email:

Addenda Rev. Date 02120/18
1 I Page
07/16/2025
Howard Fridkin Director of Contracts and Procurements
Citiguard, Inc.
[email protected]
342
City of Oxnard Purchasing Division Solicitation No. 25-140 Addendum No. 2 ADDENDUM NO. 2

1.0 This addendum is considered to be part of the solicitation. All other terms of the solicitation remain unchanged and in effect. This addendum is intended to provide additional information and/or to change requirements in the above referenced solicitation. Any information contained herein will be considered part of the solicitation and as such will be used in the evaluation of the bid responses. Attention all potential bidders, if you have already submitted your proposal prior to the bid closing date, please review this addendum and re­ submit your bid response, should this addendum modify your initial bid response.

1.1 To verify that all Bidders have received a copy of this addendum, please sign the cover page of this addendum and submit it with your proposal on Public Purchase.

2.0 Clarification from the City:

1. Page 27 of RFP, Exhibit number 1.

Exhibit 1 fee schedule has been updated to include hourly rate for Supervisor and Officer for ODMD.

Please see attached Security Services Fee Schedule.

End Addendum 2
Addenda Rev. Date 02/20/18
21 Page
343
ANY PROPRIETOR/PARTNER/EXECUTIVEOFFICER/MEMBER EXCLUDED?

INSR ADDLSUBRLTR INSDWVD
PRODUCER CONTACTNAME: FAXPHONE(A/C, No):(A/C, No, Ext):E-MAILADDRESS:INSURER A :INSURED INSURER B :INSURER C :INSURER D :INSURER E :INSURER F :

POLICY NUMBERPOLICY EFFPOLICY EXPTYPE OF INSURANCELIMITS(MM/DD/YYYY)(MM/DD/YYYY)

AUTOMOBILE LIABILITY

UMBRELLA LIABEXCESS LIABWORKERS COMPENSATIONAND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE$DAMAGE TO RENTEDCLAIMS-MADEOCCUR $PREMISES (Ea occurrence)MED EXP (Any one person)$PERSONAL & ADV INJURY$GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE$PRO-POLICYLOC PRODUCTS - COMP/OP AGGJECT OTHER: $COMBINED SINGLE LIMIT$(Ea accident)ANY AUTO BODILY INJURY (Per person)$OWNEDSCHEDULEDBODILY INJURY (Per accident)$AUTOS ONLYAUTOSHIREDNON-OWNEDPROPERTY DAMAGE$AUTOS ONLYAUTOS ONLY(Per accident)$OCCUR EACH OCCURRENCECLAIMS-MADEAGGREGATE$DEDRETENTION$ PEROTH-STATUTEERE.L. EACH ACCIDENTE.L. DISEASE - EA EMPLOYEE$If yes, describe underE.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGENAIC #

COMMERCIAL GENERAL LIABILITY
Y / NN / A(Mandatory in NH)
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORETHE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED INACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIODINDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THISCERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THISCERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIESBELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZEDREPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement onthis certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGESCERTIFICATE NUMBER:REVISION NUMBER:

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

CERTIFICATE OF LIABILITY INSURANCEDATE (MM/DD/YYYY)
$
$$$$
The ACORD name and logo are registered marks of ACORD
3/28/2025
(818) 986-7283(818) 986-4949035378CitiGuard Inc22736 VANOWEN STREET STE 300West Hills, CA 913072005231194 A 1,000,000BMGG100043-013/26/20253/26/2026100,0005,0001,000,0003,000,0003,000,000MISC ERRORS OMM1,000,0001,000,000B 72APB0111053/26/20253/26/20265,000,000A BMGE100039-013/26/20253/26/20265,000,000 CCrime1074799807/27/2024Single Loss100,000

FOR INFORMTATIONAL PURPOSES ONLY
CITIINC-01IFATHIPOUR
Paramount Exclusive Insurance Services, Inc.15760 Ventura Blvd. Suite 500Encino, CA [email protected] Ins. Co.National Fire & Marine Ins.Travelers Casualty and Surety Company of America Aggregate
7/27/2025

X XXXX X
344

FOR INFORMATIONAL PURPOSES ONLY
345
346
22736 Vanowen Street Suite 300
West Hills, CA 91307
90 1003623
01/01/2025
Citiguard, Inc
347

T

RAINING
P
M
C
reated
b
y
M
ichael
Q
uinonez –
F
ire
L
ife &
S
afety
D
irector

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itiguard
E
mploys
a

C
omprehensive
a
nd
S
ystematic
A
pproach
t
o
T
raining,
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nsuring
T
hat
A
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INITIAL TRAINING PROGRAMS
………………………………………1

CERTIFICATION VERIFICATION
……………………………………..1

REGULAR REFRESHER TRAINING
…………………………………………..1

CONTINUOUS EDUCATION
……………………………………………………..1

REGULAR ASSESSMENTS AND EVALUATIONS
………………………2

HANDS-ON TRAINING
………………………………………………………………2

MANDATORY CONTINUING EDUCATION
………………………………2

DOCUMENTATION AND RECORDS
…………………………………………2

SUPERVISION AND MENTORING
…………………………………………….2
PC-832 ARREST AND FIREARMS COURSE
……………………………..3

CLIENT RELATIONS / SERVICE ATTITUDE
……………………………….3

EMERGENCY PREPAREDNESS
…………………………………………….3 - 4
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(cont’d.)

GOVERNEMENT LAWS AND REGULATIONS
…………………………..4

SECURITY PATROIL PROCEDURES
…………………………………………4

CITIGUARD DE-ESCALATION GUIDELINES
……………………………4
•
Recognizing Early Warning Signs………………………………………..4
•
Control Your Own Emotions……………………………………………….5
•
Build Rapport…………………………………………………………………..5
•
Clarify the Situation………………………………………………………….5
•
Set Boundaries………………………………………………………………..5
•
Use Verbal and Non-Verbal Techniques………………………………5
•
Seek Assistance…………………………………………………………..5 - 6
CITIGUARD’S COMPREHENSIVE TRAINING FOR PROACTIVE

DEFENSE
…………………………………………………………………
6 •
Firearm Safety Certification (Armed Guards Only)…………………6 350
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(cont’d.)
•
PR-24 Baton Certification…………………………………………………..6
•
Pepper Spray/Mace Permit………………………………………………..6
•
Emergency Response Training………………………………………..6 - 7
•
Report Writing Training………………………………………………………7
•
Safety Training………………………………………………………………….7
•
Community Rules and Regulations………………………………….7 - 8
•
Procedural Training…………………………………………………………..8
•
Interpersonal Relationships……………………………………………….8
•
Ongoing Training and Drills………………………………………………..8
•
Hours of Training…………………………………………………………8 - 11
EMPLOYEE PHYSICAL EXAMS…………………………………………..11 - 12
•
Pre-Employment Medical Screening………………………………….11
•
Annual Physical Exams……………………………………………………11
•
Selection of Qualified Healthcare Providers……………………….12 351
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(cont’d.)
•
Standardized Medical Examination Protocol………………………12
•
Documentation and Record-Keeping…………………………………12
•
Reminders and Scheduling………………………………………………12
•
Employee Support…………………………………………………………..12
DRUG AND ALCOHOL TESTING……………………………………….12 - 14
•
Pre-Employment Testing………………………………………………….13
•
Pre-Employment Drug Screening………………………………………13
•
Random Testing………………………………………………………………13
•
Unannounced Random Drug Testing………………………………….13
•
Random Alcohol Testing…………………………………………………..13
•
Follow-Up Testing……………………………………………………………13
•
Follow-Up Drug and Alcohol Testing…………………………….13 - 14
•
Reasonable Suspicion Testing………………………………………….14
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(cont’d.)
•
Drug and Alcohol Testing Based on Reasonable Suspicion……14 •
Compliance with Applicable Laws…………………………………….14
•
Compliance with State and Federal Regulations…………………14
ENSURING EMPLOYEES ARE CAPABLE…………………………..14 - 17
•
Rigorous Recruitment and Selection Process……………….14 - 15 •
Specialized Training Programs………………………………………….15
•
Continuous Professional Development………………………..15 - 16
•
Site-Specific Training………………………………………………………16
•
Regular Drills and Simulations………………………………………….16
•
Strong Supervision and Support………………………………………..16
•
Effective Communication and Collaboration…………………16 - 17

EMERGENCY PROCEDURES
………………………………….
17 - 25
•
Power Failure Procedures…………………………………………..17 - 18
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(cont’d.)
•
Fire Evacuation……………………………………………………….18 - 20
•
Earthquake Evacuation…………………………………………….20 - 21
•
Abandoned/Suspicious Packages.…………………………….21 - 23
•
Bomb Treat…………………………………………………………….23 - 25
•
Active Shooter Response………………………………………….25 - 28
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[1]
I
nitial
T
raining
P
rogram
New security personnel undergo
extensive training programs that
cover a wide range of topics,
including security protocols,
emergency procedures, legal
regulations, ethical conduct, and
customer service. These programs
are designed to equip employees with
the fundamental knowledge and
skills required for their roles.
c
ertification
v
erification
Citiguard conducts thorough checks to verify the certifications and licenses of new hires. This includes confirming the authenticity of security licenses, firearm permits, first aid/CPR certifications, and any other relevant qualifications. Only individuals with valid and verified certifications are employed.

R
egular
R
efresher
T
raining
Security personnel participate in regular refresher training sessions to reinforce their skills and knowledge. These sessions cover updates in security protocols, changes in regulations, and advancements in technology. Refresher training ensures that employees stay current with industry best practices.

C
ontinuous
E
ducation
Citiguard encourages security personnel to pursue continuous education opportunities. This can include advanced security training, higher education in related fields, or specialized certifications. The company supports and sometimes sponsors employees in these endeavors to enhance their skills and expertise. 355
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R
egular
A
ssessments and
E
valuations
Security personnel undergo periodic assessments and evaluations to gauge their proficiency and identify areas for improvement. These assessments can include written tests, practical exercises, and scenario-based simulations. Performance evaluations are conducted by experienced trainers or supervisors.

H
ands-
O
n
T
raining
Citiguard provides hands-on training experiences to ensure that security personnel are proficient in using security equipment, handling emergencies, and executing their duties effectively. Practical exercises enhance their abilities to respond to real-life situations.

M
andatory
C
ontinuing
E
ducation
Citiguard enforces mandatory continuing education requirements for all security personnel. This includes staying updated on legal regulations, attending workshops or seminars, and completing online courses. Proof of completion is regularly verified to ensure compliance.

D
ocumentation and
R
ecords
Citiguard maintains detailed records of all training sessions, certifications, and assessments. These records serve as evidence of employee qualifications and training compliance. Documentation is regularly audited to ensure accuracy and completeness.

S
upervision and
M
entoring
Experienced supervisors provide guidance and mentorship to security personnel.

They offer on-the-job training, share best practices, and provide constructive feedback to enhance employees’ skills and confidence.
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PC-832

A
rrest and
F
irearms
C
ourse
Hired guards either possess completed training or complete it within the first 30 days. The training comprises two components totaling a minimum of 64 hours: a 40-hour Arrest component and a 24-hour Firearms component for armed guards. • The Arrest component has a 40-hour requirement
• The Firearms component has a 24-hour requirement (Armed guards only).

C
lient
R
elations /
S
ervice
A
ttitude
New hires undergo training within their first 30 days, focusing on a client-centered approach, managing difficult clients, fostering client loyalty, and enhancing communication and writing skills.
• Client-Centered Approach
• Dealing with Angry/Upset Clients
• Importance of Client Loyalty / How to Nurture Relationships • Writing and Communication Skills
E
mergency
P
reparedness
All new hires receive training within
their initial 30 days, covering
concepts such as awareness,
mitigation, response, and recovery.

Training addresses various
emergency situations, including
antiterrorism, active shooter
incidents, HazMat incidents, crowd
control, and evacuation protocols.
• Antiterrorism
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• Active Shooter
• HazMat
• Crowd Control
• Evacuation protocols
G
overnment
L
aws and
R
egulations
Applicants and new hires are tested on their understanding of federal and state laws governing security personnel. Ongoing training ensures compliance with evolving laws and regulations affecting security guards in California.

S
ecurity
P
atrol
P
rocedures
New hires receive training within the first 30 days, focusing on entrance/exit checks, observing suspicious behavior, ensuring people's safety, and being vigilant for emergencies.

C
itiguard
D
e-escalation
G
uidelines
At Citiguard, our foremost goal is to uphold a safe and secure environment for all. A cornerstone of our approach lies in mastering the art of de-escalation. These vital techniques have been proven to calm potentially volatile situations, thwart escalation, and defuse conflicts before they reach a dangerous point. Our specialized training program, meticulously crafted by our team of ex-law enforcement professionals, offers stringent guidelines on employing de-escalation tactics with precision in diverse situations.

1. Recognize Early Warning Signs:

Effective de-escalation starts with identifying early warning signs of aggression or conflict, including physical cues like clenched fists or tense body posture, and behavioral signs such as shouting, aggressive language, or threats. 358
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2. Control Your Own Emotions:

Maintaining composure is crucial. Stay calm and composed in all situations, even under high pressure. Be mindful of your body language, tone of voice, and facial expressions, as they can either escalate or de-escalate a situation.

3. Build Rapport:

Establishing rapport and connecting with the individual you're dealing with can Foster trust and cooperation. Utilize active listening skills, ask open-ended questions, and show empathy to understand their perspective.

4. Clarify the Situation:

Before attempting to de-escalate, ensure a thorough understanding of the circumstances and the reasons behind the person's behavior. Clarify any misunderstandings or misconceptions, validating their feelings and emotions.

5. Set Boundaries:

Define clear boundaries and behavior expectations while ensuring the person feels respected and heard. Provide explicit instructions and consequences for non- compliance, while also offering practical solutions and alternatives to the situation.

6. Use Verbal and Non-Verbal Techniques:

De-escalation tactics encompass both verbal and
non-verbal approaches. Verbal
techniques involve using a calm and reassuring tone,
mirroring the person's
language and gestures, and providing choices and
options. Non-verbal techniques
include open body language, maintaining eye
contact, and establishing appropriate physical
distance.

7. Seek Assistance:

In situations where handling becomes challenging or there is a risk of physical harm, promptly seek assistance from other security personnel or law enforcement.
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Have a well-defined escalation plan and know when to involve higher authorities to ensure a swift and safe resolution.

C
itiguard's
C
omprehensive
T
raining for
P
roactive
D
efense
While restraint is a fundamental aspect of a guard's security approach, it's crucial to acknowledge that emergency situations may require guards to face physical threats from antagonists. In these challenging scenarios, proactive defense strategies are paramount to ensuring safety and maintaining control. Citiguard security personnel are rigorously trained, prepared, and equipped with the following certifications:

1. Firearm Safety Certificate (Armed Guards Only):

Armed guard applicants must obtain this certification prior to employment. It Entails passing a rigorous Department of Justice (DOJ) written test on firearm safety, administered by DOJ Certified Instructors.

2. PR-24 Baton Certification:

All ACOs either possess PR-24 Baton Certification upon hiring or complete the Training within their initial 30 days of employment. This certification comprises a state-mandated course with a minimum of eight hours of instruction. A written examination, requiring a passing score of 83% or better, ensures proficiency.

3. Pepper Spray / Mace Permit:

ACOs are either hired with their pepper spray/mace permit or undergo Comprehensive training within their first 30 days of employment. This training encompasses legal and moral aspects, types of sprays, proper usage protocols, storage guidelines, and recognizing/treating symptoms associated with exposure.

4. Emergency Response Training:
• Types of Emergencies: Provide training on various types of emergencies such as fire, medical emergencies, natural disasters, and security breaches.
• Evacuation Procedures: Outline clear evacuation routes and procedures For different scenarios.
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• First Aid and CPR: Ensure security personnel are trained in basic first aid And CPR to provide immediate assistance in medical emergencies.

5. Report Writing Training:
• Incident Reporting: Train security personnel to accurately and promptly report incidents, including details such as time, location, individuals involved, and actions taken.
• Documentation Skills: Emphasize clear and concise documentation of incidents, ensuring that reports are accessible for future reference.

6. Safety Training:
• Patrol Procedures: Instruct
on effective patrol
techniques to identify and
address potential safety
hazards.
• Security Equipment Usage:

Provide training on the
proper use of security
equipment such as
surveillance cameras,
alarms, and communication
devices.

7. Community Rules and Regulations:
• Familiarity with Community Policies: Ensure security personnel have a thorough understanding of community rules and regulations. • Conflict Resolution: Provide training on resolving conflicts while upholding community standards.
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8. Procedural Training:
• Access Control Procedures: Train security personnel on verifying and controlling access to the community.
• Visitor Management: Instruct on proper procedures for handling and logging visitors to the community.
• Package Handling: Provide guidelines on receiving and handling packages, ensuring security and resident satisfaction.

9. Interpersonal Relationships:
• Customer Service Training: Emphasize the importance of good customer service in interactions with residents.
• Communication Skills: Train security personnel in effective communication to handle inquiries, complaints, and emergencies with professionalism.
• Cultural Sensitivity: Promote cultural awareness to foster positive relationships with a diverse resident population.

10. Ongoing Training and Drills:
• Regular Drills: Conduct regular emergency response drills to ensure security personnel are well-prepared.
• Continuing Education: Provide ongoing training to keep security personnel updated on new procedures, technologies, and community developments.

11. Hours of Training:
a. Orientation (4-8 hours):
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• Introduction to the security company and its policies. • Overview of the security industry and the role of ACOs. • Introduction to basic security procedures and professionalism. b. Legal and Ethical Considerations (4-8 hours):
• Understanding relevant laws and regulations.
• Ethics in the security industry.
• Use of force and legal responsibilities.
c. Emergency Response Training (8-16 hours):
• First aid and CPR
certification.
• Emergency evacuation
procedures.
• Handling medical
emergencies.
d. Patrol and Observation (8-12 hours):
• Techniques for effective
patrolling.
• Observation skills and situational awareness.
• Identifying and reporting security threats.
e. Communication Skills (4-8 hours):
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• Effective verbal and written communication.
• Radio communication procedures.
• Interacting with the public and residents.
f. Access Control and Technology (8-12 hours):
• Access control procedures.
• Proper usage of security equipment (e.g., surveillance cameras, alarms). • Technology training relevant to the security role.
g. Report Writing and Documentation (8-12 hours):
• Writing incident reports.
• Documentation skills and record-keeping.
• Legal considerations in report writing.
h. Customer Service (4-8 hours):
• Interacting with residents, visitors, and the public. • Conflict resolution and de-escalation techniques.
• Cultural sensitivity and diversity training.
i. Community Rules and Regulations (4-8 hours):
• Familiarity with community-specific rules.
• Enforcing rules while maintaining professionalism.
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• Handling resident inquiries and complaints.
j. Practical Exercises and Drills (8-16 hours):
• Hands-on exercises to reinforce training.
• Emergency response drills.
• Simulations of common security scenarios.
k. Regular Refresher Courses: Implement regular refresher courses to reinforce skills and knowledge.

E

MPLOYEE
P

HYSICAL
E
XAMS
Citiguard prioritizes the health and physical well-
being of its employees through a structured
approach to conducting annual physical exams.

The company follows a systematic process to
ensure these exams are completed on schedule:

Pre-employment Medical Screening:

Before hiring, Citiguard requires candidates to
undergo a comprehensive pre-employment medical screening. This screening includes a thorough examination by a licensed medical professional. Candidates are assessed for their overall health, physical fitness, and ability to perform the required job duties.

Annual Physical Exams:

Citiguard mandates that all employees undergo a thorough physical examination on an annual basis. These exams are scheduled and coordinated by the company’s HR department. The purpose of these exams is to assess the employee’s general health, identify any potential health issues, and ensure that they are physically fit to continue their duties effectively.
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Selection of Qualified Healthcare Providers:

Citiguard partners with qualified healthcare providers or medical facilities to conduct the physical exams. These providers are experienced in occupational health assessments and are capable of identifying health issues relevant to the specific job requirements of security personnel.

Standardized Medical Examination Protocol:

Citiguard ensures that the physical exams follow a standardized protocol. This protocol includes a range of tests and assessments such as blood pressure measurement, vision and hearing tests, cardiovascular health evaluation, musculoskeletal examination, and overall fitness assessment. The examination protocol is tailored to address the unique physical demands of security duties.

Documentation and Record-Keeping:

Citiguard maintains detailed records of each employee’s physical exams. These records include the results of the examination, any recommendations made by the healthcare provider, and the employee’s overall fitness status. Having accurate documentation allows Citiguard to track employees’ health over time and ensure timely follow-ups if necessary.

Reminders and Scheduling:

Citiguard implements a proactive approach to scheduling annual physical exams.

Employees receive timely reminders well in advance of their scheduled exam dates.

HR personnel assist in coordinating appointments, ensuring that every employee complies with the annual physical examination requirement.

Employee Support:

Citiguard offers support to employees during the physical examination process. This can include providing necessary information, addressing concerns, and ensuring that employees feel comfortable throughout the examination.

D

RUG AND
A
LCOHOL
T
ESTING
Citiguard maintains stringent policies and procedures regarding drug and alcohol testing to ensure a safe and drug-free work environment for its employees assigned to every post.
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The company follows a comprehensive approach that includes pre-employment testing, random testing, and follow-up testing, as well as procedures for reasonable suspicion testing. Here are the details:

1. Pre-Employment Testing:

Pre-employment drug screening:

All candidates undergo mandatory drug
testing before they are officially hired by
Citiguard. This screening includes tests for
commonly abused substances to ensure
that prospective employees are drug-free.

Alcohol screening: Pre-employment
alcohol testing is also conducted to confirm that candidates do not have alcohol- related issues.

2. Random Testing:

Unannounced random drug testing:

Citiguard conducts random drug tests on employees throughout the year. This random approach deters substance abuse and ensures that employees are aware they can be tested at any time.

Random alcohol testing:

Similar to drug tests, random alcohol tests are administered without prior notice to selected employees, ensuring compliance with alcohol policies.

3. Follow-Up Testing:

Follow-up drug and alcohol testing:

Employees who have previously tested positive for drugs or alcohol, or have undergone rehabilitation, are subject to follow-up testing as part of their continued employment.
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The frequency of follow-up testing is determined on a case-by-case basis, typically involving regular and unannounced tests to monitor ongoing sobriety and compliance with company policies.

4. Reasonable Suspicion Testing:

Drug and alcohol testing based on reasonable suspicion:

If there is reasonable suspicion that an employee may be under the influence of drugs or alcohol while on duty, Citiguard reserves the right to conduct drug and alcohol testing. Reasonable suspicion can be based on observed behavior, performance issues, or other specific indicators.

5. Compliance with Applicable Laws:

Compliance with state and federal regulations:

Citiguard ensures that all drug and alcohol testing procedures comply with relevant state and federal laws, including the guidelines set forth by the Department of Transportation (DOT) if applicable.

E

NSURING
E

MPLOYEES ARE
C
APABLE
Citiguard adopts a comprehensive and strategic methodology to guarantee its employees possess the requisite competencies to effectively deliver services as specified in the Statement of Work (SOW) for each contract. These services encompass safeguarding designated locations through specialized armed, unarmed, or vehicle patrol services. Key components of this approach include:

1. Rigorous Recruitment and Selection Process:
• Citiguard recruits experienced and qualified security personnel who Have a background in law enforcement, military, or private security. 368
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• Candidates undergo a thorough screening process, including Background checks, interviews, and skills assessments to ensure they meet the necessary criteria and possess the requisite skills for the job.

2. Specialized Training Programs:
• Citiguard delivers thorough training programs meticulously designed to cater to the unique post orders of the facilities or locations to which its personnel are deployed. This training incorporates an expansive spectrum of subjects, encompassing emergency response protocols, access control procedures, conflict resolution strategies, surveillance techniques, and adherence to legal regulations.
• Armed guards receive specialized firearm training, ensuring they are proficient in the safe and responsible use of weapons. Vehicle patrol officers are trained in defensive driving techniques and patrolling methodologies.

3. Continuous Professional Development:
• Citiguard invests in the
continuous professional
development of its
employees. Ongoing
training sessions and
workshops keep security
personnel updated on the
latest security
technologies, industry
best practices, and legal
requirements.
• Employees are encouraged to pursue relevant certifications and attend Industry conferences, enhancing their knowledge and expertise in the field.
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4. Site-Specific Training:
• Citiguard conducts site-specific training to ensure that employees are thoroughly acquainted with the distinct layout, security concerns, and crucial areas of each location to which they are assigned. • Security personnel are trained to handle various situations specific to The facilities they are assigned to, ensuring they are well-prepared to address any security-related issues that may arise.

5. Regular Drills and Simulations:
• Citiguard organizes regular drills and simulations to assess the Readiness and response capabilities of its security personnel. • These exercises include scenarios related to intruder detection, emergency evacuations, and coordination with law enforcement agencies, allowing employees to practice their skills in a controlled environment.

6. Strong Supervision and Support:
• Citiguard maintains a robust supervisory system where experienced supervisors provide guidance, support, and oversight to security personnel.
• Supervisors conduct regular site visits to monitor the performance of security officers, ensuring that they adhere to protocols and maintain a high level of professionalism.

7. Effective Communication and Collaboration:
• Citiguard emphasizes open communication and collaboration among Security personnel, ensuring seamless coordination during patrols, emergencies, and shift changes.
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• Security officers are trained to effectively communicate with each other and with other relevant parties, fostering a cohesive and efficient security team.

E

MERGENCY
P

ROCEDURES
Power Failure Procedures: Citiguard prioritizes thorough training on power failure procedures for our clients to ensure preparedness and effective response during such incidents. Our training program covers a range of essential topics to equip Security Staff with the knowledge and skills needed to mitigate
risks and maintain security in the event of a power
outage.

1. Understanding Power Systems: We provide detailed insights into the building (s) power infrastructure, including main power sources, backup generators, and emergency lighting systems. Understanding these systems enables Security Staff to identify potential vulnerabilities and respond accordingly.

2. Response Protocols: Our training emphasizes clear protocols for responding to power failures, including immediate actions to ensure the safety of everyone. This includes procedures for evacuating buildings safely if necessary and establishing communication channels with emergency services.

3. Emergency Lighting Usage: Proper utilization of emergency lighting is crucial during power outages. We train Security Staff on how to locate and activate emergency lighting systems to maintain visibility in critical areas such as corridors, stairwells, and exits.

4. Security Measures: In the event of a power failure, security measures must be adapted to maintain the safety and integrity of the premises. Our training covers strategies for securing entrances, monitoring vulnerable areas, and deploying additional Security Staff if needed.
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5. Communication Protocols: Effective communication is essential during power outages to coordinate responses and provide updates to relevant stakeholders. We instruct Security Staff on how to establish communication channels using alternative methods such as two-way radios or mobile phones.

6. Equipment Operation: Some security equipment may rely on power sources that are affected during outages. Our training includes instructions on how to operate backup systems or alternative equipment to ensure continuous monitoring and surveillance.

7. Mock Drills and Scenario-Based Training: Practical exercises and simulated scenarios are integral parts of our training program. By conducting mock drills, Security Staff can practice implementing power failure procedures in a controlled environment, allowing for refinement and improvement of response protocols.

8. Continuous Education and Updates: As part of our commitment to ongoing improvement, we provide regular updates and refresher training sessions to ensure that Security Staff remain current with best practices and any changes to procedures or equipment.

Fire Evacuation Procedures: Citiguard places great emphasis on training clients in fire evacuation procedures to ensure the safety of all occupants during emergencies. Our comprehensive training program equips Security Staff with the knowledge, skills, and confidence needed to respond effectively in the event of a fire.

Here are the key components of our fire evacuation training:

1. Understanding Fire Risks: We educate Security Staff about common fire hazards and risks specific to their facility. This includes identifying potential ignition sources, flammable materials, and areas with a high risk of fire occurrence.

2. Fire Alarm Systems: Training covers the operation and response to fire alarm systems installed on the premises. Security Staff learn how to recognize different alarm signals, activate alarm systems, and respond promptly upon hearing an alarm. 372
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3. Emergency Exits and Evacuation Routes: We ensure that Security Staff are acquainted with the whereabouts of emergency exits, evacuation routes, and assembly points. This training encompasses identifying both primary and secondary evacuation routes and ensuring unobstructed access to exits at all times.

4. Evacuation Procedures: Security Staff are trained on the steps to take when evacuating the building during a fire. This includes calmly directing occupants to the nearest exit, assisting individuals with disabilities or special needs, and ensuring orderly evacuation without causing panic.

5. Emergency Communication: Effective communication is critical during fire evacuations. We instruct Security Staff on how to raise the alarm, notify emergency services, and communicate evacuation instructions to all occupants using designated communication methods such as intercoms or two-way radios.

6. Fire Suppression Equipment: Training includes instruction on the safe and proper use of fire suppression equipment such as fire extinguishers, hoses, and blankets.

Security Staff learn how to assess whether it is safe to attempt to extinguish a fire and when to evacuate instead.

7. Accounting for Occupants: Security Staff are trained to account for all occupants during evacuations, particularly vulnerable individuals such as children, elderly persons, or those with mobility impairments. This includes conducting roll calls at assembly points and reporting any missing persons to emergency responders.

8. Mock Drills and Scenario-Based Training: Practical exercises and simulated fire scenarios are conducted regularly to reinforce training and allow Security Staff to practice evacuation procedures in a controlled environment. These drills provide valuable experience and help identify areas for improvement.
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9. Post-Evacuation Procedures: After evacuating the building, Security Staff are trained on post-evacuation procedures such as assisting emergency responders, providing information about the incident, and conducting debriefings to review the evacuation process and identify lessons learned.

10. Continuous Education and Updates: Our commitment to ongoing education ensures that Security Staff receive regular updates and refresher training on fire evacuation procedures, including any changes to protocols or evacuation routes.

Earthquake Evacuation Procedures: Citiguard's earthquake evacuation training for clients is meticulously designed to equip individuals with the knowledge and skills needed to respond swiftly and effectively during seismic events. Here are the comprehensive details of Citiguard's earthquake evacuation training program:

1. Understanding Earthquake Risks: Clients are educated about the seismic risks specific to their geographical location and facility. They learn about the potential impact of earthquakes on structures, utilities, and infrastructure, as well as the likelihood of aftershocks.

2. Seismic Hazard Identification: Training includes instruction on identifying hazards within the facility that may pose risks during an earthquake, such as unsecured objects, heavy furniture, and glass windows. Clients learn how to mitigate these hazards to minimize potential injuries.

3. Drop, Cover, and Hold On Protocol: Clients are trained on the internationally recognized safety protocol of "Drop, Cover, and Hold On" during an earthquake. They learn to drop to the ground, take cover under a sturdy object, and hold on until the shaking stops to protect themselves from falling debris.

4. Emergency Communication: Effective communication strategies during and after an earthquake are emphasized. Clients learn how to use designated communication channels to notify occupants about the earthquake, provide instructions for evacuation, and relay information to emergency responders. 374
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5. Evacuation Routes and Assembly Points:

Detailed evacuation plans are provided,
highlighting primary and alternate evacuation
routes, as well as designated assembly points
outside the facility. Clients learn how to guide
occupants safely to these locations while avoiding
hazards such as damaged structures or fallen
debris.

6. Assisting Vulnerable Individuals: Procedures are outlined for assisting vulnerable individuals, including the elderly, disabled, or injured, during evacuation. Clients learn how to prioritize the safety of these individuals and provide appropriate assistance based on their needs.

7. Post-Earthquake Procedures: Clients receive guidance on post-earthquake procedures, including conducting safety assessments of the facility, checking for gas leaks or structural damage, and providing first aid to injured individuals. They also learn how to initiate emergency response protocols and communicate with authorities if necessary.

8. Mock Drills and Scenario-Based Training: Practical exercises and simulated earthquake scenarios are conducted regularly to reinforce training and allow clients to practice evacuation procedures in a controlled environment. These drills help identify areas for improvement and familiarize individuals with the appropriate response actions.

9. Continuous Education and Updates: Citiguard emphasizes the importance of ongoing education by providing regular updates and refresher training on earthquake evacuation procedures. Clients are informed of any changes to protocols or evacuation routes and encouraged to stay informed about earthquake preparedness measures.
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Abandoned/Suspicious Packages: Citiguard's training for identifying and responding to abandoned or suspicious packages is crucial for ensuring the safety and security of our clients' facilities. Here are the detailed components of Citiguard's training program on this matter:

1. Recognition of Abandoned or Suspicious Packages: Clients are trained to recognize signs of abandoned or suspicious packages, including unusual appearance, unexpected location, lack of identification, leaking substances, or protruding wires.

They learn to trust their instincts and report any concerns immediately.

2. Initial Response Protocol: Upon discovering an abandoned or suspicious package, clients are instructed to maintain a safe distance and avoid touching or moving the package. They learn to alert nearby individuals and evacuate the area if necessary, following established evacuation routes and assembly points.

3. Emergency Communication Procedures: Effective communication is paramount during such situations. Clients are trained on the importance of promptly reporting the discovery of abandoned or suspicious packages to designated authorities, such as Security Staff, law enforcement, or emergency services. They learn the appropriate channels and methods for reporting, including emergency hotlines or radio communications.

4. Establishment of Perimeter and Isolation Zone: Clients learn to establish a safe perimeter around the suspicious package to prevent unauthorized access and ensure the safety of bystanders. They are trained to cordon off the area and create an isolation zone to minimize the risk of harm in case of an explosion or hazardous substance release.

5. Documentation and Observation: Detailed documentation of the suspicious package and surrounding area is emphasized. Clients are trained to record essential details, such as the package's size, shape, color, and any identifying features, as well as the circumstances of its discovery. They are also instructed to observe and report any suspicious individuals or activities in the vicinity. 376
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6. Coordination with Authorities: Clients receive guidance on coordinating with law enforcement, bomb squads, or hazardous materials teams to assess and address the situation. They learn to provide accurate and timely information to assist authorities in their investigation and response efforts.

7. Evacuation and Shelter-in-Place Procedures: Depending on the nature of the threat, clients are trained on appropriate evacuation or shelter-in-place procedures. They learn to prioritize the safety of occupants and follow established protocols for relocating to safe areas or remaining indoors until authorities provide further instructions.

8. Mock Drills and Scenario-Based Training: Practical exercises and simulated scenarios are conducted regularly to reinforce training and familiarize clients with the appropriate response actions. These drills help build confidence, identify areas for improvement, and ensure readiness in real-life situations.

9. Continuous Education and Updates: Citiguard emphasizes the importance of ongoing education by providing regular updates and refresher training on identifying and responding to abandoned or suspicious packages. Clients are encouraged to stay vigilant and informed about emerging threats and best practices in security.

Bomb Threat Procedures: Citiguard's training for bomb threat procedures equips clients with the knowledge and skills necessary to effectively respond to and mitigate the risks associated with bomb threats. Here are the detailed components of Citiguard's training program on this matter:

1. Recognition of Bomb Threat Indicators: Clients are trained to recognize common indicators of a bomb threat, including suspicious packages, unusual behavior from individuals, and anonymous threats via phone calls, emails, or written messages. 377
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They learn to remain vigilant and report any suspicious activity immediately.

2. Initial Response Protocol: Upon receiving a bomb threat, clients are instructed to remain calm and follow established protocols. They learn to take threats seriously and immediately notify designated authorities, such as Security Staff, law enforcement agencies, or emergency services. Clients are trained to provide detailed information about the threat, including the location, nature of the threat, and any specific instructions provided by the caller or sender.

3. Emergency Communication Procedures: Effective communication is critical during bomb threat situations. Clients are trained on the importance of promptly reporting threats and communicating with relevant authorities using designated channels, such as emergency hotlines or radio communications. They learn to maintain clear and concise communication to ensure swift response and coordination.

4. Evacuation and Shelter-in-Place Protocols: Depending on the nature of the threat and guidance from authorities, clients are trained on appropriate evacuation or shelter-in-place procedures. They learn to prioritize the safety of occupants and follow established evacuation routes to evacuate the premises safely. In cases where evacuation is not feasible, clients are instructed on shelter-in-place protocols to minimize exposure to potential hazards.

5. Search and Sweep Procedures: Clients receive training on conducting systematic searches of their premises to identify any suspicious objects or packages. They learn to follow predefined search patterns and techniques while maintaining a safe distance from potential explosive devices. Clients are also trained to report any suspicious findings to designated authorities for further investigation.

6. Establishment of Perimeter and Isolation Zones: In the event of a bomb threat, clients learn to establish a secure perimeter around the affected area to prevent unauthorized access and ensure the safety of bystanders. They are trained to cordon off the area and create isolation zones to minimize the risk of harm in case of an explosion.
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7. Coordination with Authorities: Clients receive guidance on coordinating with law enforcement agencies, bomb squads, or hazardous materials teams to assess and address the threat. They learn to provide accurate and timely information to assist authorities in their response efforts and follow instructions provided by law enforcement personnel.

8. Mock Drills and Scenario-Based Training: Practical exercises and simulated scenarios are conducted regularly to reinforce training and familiarize clients with the appropriate response actions. These drills help build confidence, identify areas for improvement, and ensure readiness in real-life situations.

9. Continuous Education and Updates: Citiguard emphasizes the importance of ongoing education by providing regular updates and refresher training on bomb threat procedures. Clients are encouraged to stay informed about emerging threats and best practices in security to enhance their preparedness and response capabilities.

Active Shooter Response: Trained by off-duty Los Angeles law enforcement officers and implementing stringent protocols, Citiguard's elite security personnel exemplify excellence in promptly and efficiently addressing active shooter incidents.

Our unwavering commitment is to prioritize the safety and well-being of all individuals involved. Below, we present an overview of Citiguard's comprehensive procedures for managing such critical incidents:

1. Evacuation Protocol:
• Evacuate immediately if a clear path to safety exists: When faced with an active shooter situation, the priority is to get yourself
and others to safety as quickly as possible.
• Have an evacuation plan and route ready:

Familiarize yourself with evacuation routes and
designated safe areas in advance to facilitate
swift and organized evacuation.
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• Assist others in evacuating and prevent access to dangerous areas: Help guide and support individuals who may need assistance in evacuating, and ensure that no one enters areas where the shooter may be present. • Keep hands visible and comply with law enforcement instructions: Law enforcement personnel need to distinguish between potential threats and civilians. Keep your hands visible and follow instructions carefully to avoid being mistaken for the shooter.

2. Hiding Protocol:
• Find a hiding place away from the shooter’s view if evacuation is not possible: If evacuation is not feasible, seek shelter in a secure location away from the shooter’s line of sight.
• Choose locations with protection from gunfire and ensure you’re not trapped:

Select hiding spots that provide physical barriers, such as solid walls or furniture, to shield you from gunfire. Ensure that your hiding place allows for freedom of movement and escape if necessary.
• Secure doors and barricade entry points with heavy objects: Take proactive measures to fortify your hiding place by securing doors and barricading entry points with heavy objects to impede the shooter’s access.

3. Proactive Duties (Role in Immediate Risk Situations): In situations where occupants’ safety is immediately threatened by an active shooter, prioritize safety by avoiding direct engagement with the shooter.
• Secure yourself in a safe area and provide real-time information to local law enforcement, including the shooter’s location, description, and any other relevant details.
• Enable law enforcement to employ tactical strategies effectively to neutralize the threat while minimizing harm to occupants.
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[27]

4. Interaction with Law Enforcement:
• Stay calm and composed when interacting with law
enforcement officers.
• Keep your hands visible at all times and avoid making sudden movements.
• Provide law enforcement with accurate and timely
information about the situation, including the number of shooters, their location, and any weapons they may
possess.

5. Training Client Staff (Emergency Action Plan Development):
• Collaborate with stakeholders to develop a comprehensive Emergency Action Plan tailored to the specific needs and layout of the facility. • Conduct regular training exercises and mock drills to familiarize client staff with the Emergency Action Plan and ensure they are prepared to respond effectively in an active shooter situation.
• Train client staff to recognize the sound of gunshots, assess threats quickly, and take decisive action to protect themselves and others. • Provide instruction on how to effectively communicate with law enforcement, emergency responders, and other stakeholders during an active shooter incident.
• Emphasize the importance of maintaining a survival mindset and remaining calm under pressure.

6. Preparation and Prevention to Maximize Safety:
• Establish multiple evacuation routes throughout the facility and clearly mark them to ensure easy identification during emergencies.
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• Implement preventive measures such as access controls, surveillance systems, and visitor screening procedures to deter potential threats and enhance security.

7. Recognizing and Managing Workplace Violence:
• Train client staff to recognize warning signs of potential workplace violence, including behavioral changes, verbal threats, or hostile actions. • Implement reporting protocols to encourage the prompt reporting of suspicious behavior or security concerns to appropriate authorities for investigation and intervention.

8. Managing Post-Incident Consequences:
• Conduct thorough post-event assessments to evaluate the effectiveness of response efforts and identify areas for improvement.
• Provide support and assistance to individuals affected by the incident, including counseling services, debriefing sessions, and follow-up care as needed.

9. Filling Operational Gaps:
• Identify any deficiencies or shortcomings in personnel, procedures, or equipment that may have been exposed during the active shooter incident. • Take proactive steps to address and rectify these gaps, such as updating training protocols, enhancing communication systems, or augmenting security measures, to improve preparedness and response capabilities for future incidents.

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Downtown Security Contract with Citiguard Inc.

Community Services, Public Safety, Housing & Development Committee January 27, 2026
City Council
February17, 2026
Miguel Serrato, Commander
383
For the Community Services, Public Safety, Housing & Development Committee and City Council to:

1. Approve and authorize the Mayor to sign a five (5) – year agreement (contract number 32600276) with Citiguard Inc. for security guard services in the Oxnard Downtown Management District (ODMD), Central Business District Downtown Parking Structure, the Oxnard Public Library, and the Oxnard Service Center.

2. Approve and authorize the Mayor to approve a budget in the amount not to exceed $2,575,000.00 starting March 1, 2026, which is the total cost projection for the five-year agreement (contract number 32600276).

RECOMMENDATION 2
384
• The City has maintained general service agreements with private patrol operators to provide uniformed security guard services in the Central Business District (CBD) since 2005.
• On January 24, 2017, an approval was granted for a security officer to provide coverage at the Oxnard Public Library.
• On February 2017, an approval was granted for a security officer to provide coverage at the Oxnard Service Center.
• On July 2025, a security officer was requested to provide coverage at the Downtown Parking Structure 24/7.

BACKGROUND 3
385
• A Request for Proposal (RFP) was distributed on July 1, 2025. • Twenty-one (21) proposals were received.
• Following an evaluation process, Citiguard Inc. was selected. • The rating panel consisted of a public library manager, a downtown executive director, a department administrative specialist, and a public works manager. A police Commander and a police Sergeant served as subject-matter experts and supervised the process. • Citiguard Inc.'s quote of $515,000 annually was among the lowest in the proposals. • In addition to cost, the panel considered the vendor proposal qualifications, experience with similar contracts, past performance, evidence of good organizational and management practices, ability to provide security personnel reliably, and the quality of presentation. • Vendors were also required to propose a security plan tailored to the CBD’s specific needs, and demonstrating how they could deliver these services within the available budget. • Citiguard Inc. was selected based on the above criteria because the rating panel believed it provides the services best suited to the current needs of all locations.

Request for Proposal (RFP) 4
386
Services currently provided by security:

Oxnard Downtown Management District (ODMD/CBD)
• The Oxnard Downtown Management District (ODMD) is managed by the Downtown Oxnard Improvement Association (DOIA). This is an approximate thirty-two square block area in Downtown Oxnard bounded by Wooley Road to the south, First Street to the north, the west alley of “C” Street to the west, and the east alley of Meta Street to the east. • Security will patrol the assigned areas
• Observe and report any violations, illegal or hazardous activities. • Deter crime and misconduct through high-visibility patrols and interactions with suspicious individuals.
• Report incidents of graffiti, vandalism, lighting outages, and other issues affecting public safety to designated responsible agencies for repair.
• Work with local law enforcement and report all issues. • The current schedule for ODMD/CBD security guard services provides 136 security guard-hours per week and forty (40) hours for a security supervisor.

SERVICES PROVIDED 5
387
Services currently provided by security:

Oxnard City Library
• The Oxnard Public Library (OPL), located at 251 S. “A” Street, is owned and operated by the City of Oxnard.
• Security Guard presence.
• Will have a good temperament to work and communicate with compassion with adults, teens, and children of all ages, and be capable of de-escalating incidents and controlling a crowd in all circumstances.
• Observe and report any violations, illegal or hazardous activities, to law enforcement. • The schedule for the Oxnard City Library security guard services will be forty (40) hours per week.

SERVICES PROVIDED 6
388
Services currently provided by security:

Oxnard Service Center
• The Oxnard Service Center is located at 214 S. “C” Street and is also owned and operated by the City of Oxnard.
• Security Officer presence.
• Observe and report any violations, illegal or hazardous activities and/or items to law enforcement immediately.
• The schedule for the Oxnard Service Center security guard services will be 95 hours bi-weekly.

SERVICES PROVIDED 7
389
Downtown Parking Structure
• The Downtown parking structure is located at 328 S. “B” Street and is also owned and operated by the City of Oxnard.
• Security Guard Services will be required 24 hours a day, 7 days a week. Security Service staff will patrol all four levels of the parking structure, including elevator lobbies, stairwells, the perimeter, and general parking areas. • Observe and report any violations, illegal or hazardous activities, to law enforcement. • Security Guard Service may provide security officers to support on-demand requests.

This would include planned and unplanned events across the City of Oxnard.

SERVICES PROVIDED 8
390
• Citiguard Inc. will provide adequate supervision for all patrol persons.
• Citiguard Inc. and City staff will agree upon the location of guard patrols and the frequency of the patrols.
• Citiguard Inc. shall provide copies of guard tour logs and daily post logs bi-weekly to the City’s facilities manager and Police Department, and at any time upon demand.
• Citiguard Inc. will work cooperatively with the Oxnard Police Department to develop protocols for employees to take action required to handle incidents on City property. • Citiguard Inc. shall provide written summaries of incidents involving habitual offenders known to the patrol staff, or situations causing a concern for public safety, or violence.

The written summaries will be transmitted to the Oxnard Police Department’s office assigned to the patrol, the
Oxnard Downtown Management District, the Oxnard
Public Library, the Service Center, and the Parking
Structure.

CITIGUARD INC. SERVICES 9
391
AGREEMENT HISTORY 10
FY Billing Rate
FY 21-22
PSC
Security Officer: $23.81
Supervisor: $28.19
FY 22-23
PSC
Security Officer: $23.81
Supervisor: $28.19
FY 23-24
PSC
Security Officer: $23.81
Supervisor: $28.19
FY 24-25
PSC
Security Officer: $23.81
Supervisor: $28.19
FY 25-26
Amendment (PSC)
10/1/25 to 2/28/26
Security Officer: $27.37
Supervisor: $28.19
FY 26-27
Citiguard Inc.

Security Officer: $24.00
Supervisor: $29.00
392
• Oxnard City Library has agreed to pay $49,920 annually. • Oxnard Service Center has agreed to pay $64,896 annually. • Public Works/Facilities has agreed to pay $212,832 annually for the Downtown Parking Structure.
• The Oxnard Police Department and the Downtown Oxnard Improvement Association (DOIA) have agreed to pay the security fees. The Oxnard Police Department will pay $105,128 annually, and DOIA will pay $75,000 annually, for a total of $180,128.

BILLING METHODOLOGY AND AGREEMENT COST 11
393
Projected Cost of Agreement Annually: ____________ Oxnard Downtown Management District: $180,128
Oxnard City Library: $49,920
Downtown Parking Structure: $212,832 Oxnard Service Center: $64,896 Total Annual Agreement: $507,776 Total Annual Estimate: $515,000
Total Five (5) Year Cost Agreement: $2,575,000 (Not to Exceed)
AGREEMENT COST 12
394

QUESTIONS
13 395

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.2

DATE: February 17, 2026

TO: City Council

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

SUBJECT: FY 2025-2026 Mid-Year Budget.

RECOMMENDATION

That the City Council:

1. Receive an update on the FY 2025-26 revenue and expenditure projections for major funds;

2. Approve budget amendments to the General Fund (101), Street Maintenance Infrastructure Use Fee Fund (105), Transportation Development Act Fund (212), Capital Outlay Fund (301), Special Districts Fund (120/Subfund(2540), Development Impact Fees Fund - Circulation System Improvement Fees Subfund (350/Subfund 8040), Bond Assessment Districts Fund (500/Subfund 5050), Water Operating Fund (601), Environmental Resources Operating Fund (631), Golf Course Operating Fund (651), and the Public Liability and Property Insurance Fund (701), as explained in this report; and

3. Approve adding and adopting the Environmental Resources Rollup Door Replacement Project to the Fiscal Year 2025-26 Capital Improvement Program (CIP).

(This item did not originate in Committee)
Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/t7NK6o8YdKk

BACKGROUND

The purpose of this report is to provide a financial update for FY 2025-26. All references to fund balances are based on FY 2024-25 unaudited financial statements. FY 2025-26 projections for revenue and expenditures for major funds are based on five months of actuals and seven months of estimates. Capital Improvement Projects (CIP) projections assume that projects will be executed in FY 2025-26 as budgeted. At the end of the fiscal year, those projects that were not completed will be evaluated to determine if the unspent appropriation is carried over to FY 2026-27.

The City has been on a path to restoring services by maintaining adequate public safety, restoring proper street paving cycles, improving cybersecurity, and made significant progress towards fiscal sustainability since facing a structural budget deficit of $9.2 million in 2019. In FY 2024-25, the City Council prudently voted to invest $20 million towards paying down long-term pension debt. They also invested $9.5 million into the City’s Rainy Day Fund (our reserve) thus accelerating the reserve target from 14% to the full 16.6% Council policy goal. Finally, they chose to set the remaining $5.5 million aside rather than spending it all. Following the adoption of the FY 2024-25 budget, 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.

MID YEAR PROJECTION
396

The City continues to deliver key services, with some annual figures highlighted below:
● Emergency Response: The City maintains emergency response times with 300+ calls for service daily; Class 2/2X ISO rating (top 3-5% nationally)
● Development Processing: The City annually serves 10,000+ customers in person and completes 25,000+ building inspections
● Business Licensing: The City annually processes 11,000+ new business applications and renewals ● Water: The City delivers 20+ million gallons of drinking water daily to residents and businesses ● Environmental Services: The City processes 24,000+ tons of recyclables and treats 6+ billion gallons of wastewater annually
● Infrastructure Maintenance: The City repairs 1,000+ potholes annually and maintains city parks and golf course operations
● Housing Assistance: The City provides housing assistance to 1,500+ households through Housing Choice Vouchers and maintains 523 public housing units serving 1,400+ residents ● Community Resilience: The City supports 126 families in self-sufficiency programs and operates emergency shelter and conducts street outreach for homeless services
● Community Engagement & Services: The City annually circulates 200,000+ library items, services 45,000+ senior meals and delivers 60,000+ senior center program participants; also hosts community events including Tamale and Insect Festivals and holiday celebrations
● Financial Stewardship: The City has received 9 S&P upgrades in the past four years and all funds maintain an A or better rating

Fund Balance

Fund balance is a measure of the resources available in a governmental fund, accumulated from prior years. Generally Accepted Accounting Principles (GAAP) establishes categories of fund balance for financial reporting based on the type and source of constraints placed on how the resources can be spent. Unassigned funds are funds that can be used for any purpose. For budgetary purposes, unassigned funds are also referred to as one-time available fund balance. This report makes reference to the estimated total fund balance, and describes the one-time available fund balance for the General Fund only.

Available fund balance usually increases in fiscal years when revenues exceed expenditures. Revenues are generally recognized within the fiscal year, while expenditures for large projects typically occur over multiple years. As a result, expenditures may exceed current-year revenues when prior-year appropriations and available fund balances are used to support multi-year projects. This pattern is expected and reflects project execution and timing rather than imbalances.

Note: Amounts shown throughout this report may not sum up to the exact totals shown in the PowerPoint presentation due to rounding differences.

General Fund (101)

Revenues: FY 2025-26 General Fund revenues are projected at $243.9 million, in line with the revised budget. While there is no overall anticipated change, there are decreases primarily resulting from the following main factors: a $1.1 million decrease in Franchise Fees, a $0.4 million decrease in Transient Occupancy Tax (TOT) and a total net decrease of $0.3 million in Other Non-Tax revenues. These decreases are offset by a $1.7 million increase in the 1% Bradley Burns sales tax, and a $0.1 million increase in Cannabis Tax. 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.

Expenditures: FY 2025-26 General Fund expenditures are projected at $287.3 million, $8.1 million dollars above the revised budget of $279.2 million. The increase in estimated expenditures primarily results from a not to exceed $4 million transfer amount to fund an increase in expenditures in the Public Liability Fund (701), a $1.2 million anticipated increase in Police department overtime due to backfilling of vacant positions, a Fire department net increase of $1.1 million resulting from increases of $0.6 million in unbudgeted expenditures related to mutual aid response and $0.5 million in increased overtime due to backfilling of vacant positions, a $0.5 million combined increase in other departments, and consistent with staff’s recommendation to City Council on September 3, 2024, a $1.1 million and $0.25 million increase 397
for funding of contributions to the CalPERS pension trust, and the OPEB trust, respectively.

Fund Balance: The General Fund audited available fund balance as of June 30, 2024 was $72.8 million. This amount included $37.3 million of operating reserves, representing 16.6% of budgeted operating costs as per reserve policy, $20.0 million committed to pay long term pension debt, and $15.5 million one-time available fund balance.

In the June 17, 2025 staff report for FY 2025-26 budget adoption, the June 30, 2025 projected General Fund available fund balance was $54.9 million, with $38.8 million as operating reserves, representing 16.6% of budgeted operating costs as per reserve policy, and $16.1 million as one-time available fund balance.

The General Fund unaudited fund balance as of June 30, 2025 was $111.7 million of which $66.4 million is available.

This amount included $38.8 million for operating reserves, representing 16.6% of budgeted operating costs as per reserve policy, $14.9 million committed recession proof reserve, and $12.8 million as one-time available fund balance.

The City’s mid-year projections for General Fund revenues ($243.9 million) and expenditures ($287.3 million) would result in a projected ending fund balance on June 30, 2026 of $68.3 million, with $39.9 million in operating reserves, to meet the 16.6% reserve policy, $14.9 million in recession proof reserve and $10.5 million as estimated one-time available fund balance. The projected one-time available fund balance assumes the full execution in FY 2025-26 of $40.3 million in capital improvement projects.

For additional details, refer to the General Fund table in the attached Power Point presentation (slide 6).

Measure O (Half-Cent Sales Tax - Fund 104)

Revenues: FY 2025-26 Measure O Fund revenues are projected at $19.9 million, in line with the revised budget.

Expenditures: FY 2025-26 Measure O Fund expenditures are projected at $47.4 million, in line with the revised budget.

Fund Balance: As indicated in the June 17, 2025 staff report, Measure O Fund one-time audited available fund balance was $12.4 million as of June 30, 2024. The unaudited fund balance as of June 30, 2025 is $32.3 million. With this mid- year review, projections for Measure O Fund revenues ($19.9 million) and expenditures ($47.4 million) would result in a projected ending fund balance on June 30, 2026 of $4.7 million. The projected ending fund balance assumes the full execution in FY 2025-26 of $40.5 million in capital improvement projects.

For additional detail, refer to the Measure O Fund table in the attached PowerPoint presentation (slide 7).

Water Funds (601 & Related)

Revenues: FY 2025-26 Water Fund revenues are now projected at $75.3 million, up $1.7 million from the revised budget of $73.6 million. Water consumption remains steady, and revenues are projected to increase from the prior year based on the scheduled City Council approved adjustments to the rate structure that took effect in July and October 2025.

Expenditures: FY 2025-26 Water Funds expenditures are now projected at $111.3 million, up $1.2 million from the revised budget of $110.1 million. This increase is attributed to the higher cost of purchased water. The revised expenditure budget includes $35.2 million in project carryovers and budget amendments approved by City Council.

Fund Balance: The FY 2025-26 projections explained above for Water Fund revenues ($75.3 million) and expenditures ($111.3 million) would result in a projected ending fund balance on June 30, 2026 of $120.2 million. The projected ending fund balance assumes the full execution in FY 2025-26 of $34.9 million of capital improvement projects in the Water Fund.

For additional detail, refer to the Water Funds table in the attached PowerPoint presentation (slide 8).

398
Wastewater Funds (611 & Related)

Revenues: FY 2025-26 Wastewater Fund revenues are now projected at $99.9 million, $2.0 million higher than the revised budget of $97.9 million. While the adopted FY 2025-26 budget anticipated a decline in revenue, the current projected increase is reflective of a similar consumption trend as FY 2024-25, particularly in the residential and industrial sectors.

Expenditures: FY 2025-26 Wastewater Fund expenditures are now projected at $169.9 million, lower by $7.5 million from the revised budget total of $177.5 million. This decrease is primarily driven by the refinancing of wastewater bonds, which reduced debt service costs, as well as continued staffing challenges that have limited non-essential operational activities. Additional contributing factors include a decrease in anticipated studies, reduction of anticipated non-CIP repairs, and lower natural gas expenditures resulting from cogeneration engines being out of service.

Furthermore, capital equipment purchases have been delayed due to extended lead times caused by ongoing market instability, collectively resulting in lower overall expenditure projections for the fiscal year.

Fund Balance: The FY 2025-26 projections explained above for Wastewater Fund revenues ($99.9 million) and expenditures ($169.9 million) would result in a projected ending fund balance at June 30, 2026 of $166.4 million. The projected ending fund balance assumes the full execution in FY 2025-26 of $132.3 million in capital improvement projects.

For additional detail, refer to the Wastewater Funds table in the attached PowerPoint presentation (slide 9).

Environmental Resources Funds (631 & Related)

Revenues: FY 2025-26 Environmental Resources Fund revenues are projected at $67.9 million, down $0.8 million from the revised budget of $68.7 million. This projected $0.8 million decrease is primarily attributable to lower than anticipated revenues from the Del Norte Waste Gate Fees, which are driven by customer demand. Revenues from this source are projected to decline from the budgeted $12.4 million to $10.4 million, a decrease of approximately $2 million.

The projected decline in ER revenues is partially offset by adjustments to Residential Utility Fee revenues. Based on FY 2024-25 actual revenues and the City Council approved Cost of Service Study rates, the FY 2025-26 Residential Utility Fee estimate has been adjusted from $19.9 million to $22.0 million. After accounting for the Infrastructure Use Fee (IUF) reduction - implemented after three-plus months at the original rate - residential revenues are projected at $20.7 million, which is ~$0.8 million higher than the current budget.

In addition, commercial and miscellaneous revenues are expected to increase slightly by approximately $0.4 million.

When combined with a $2 million reduction in Del Norte Waste Gate Fee revenues, the net impact is an overall decrease of approximately $0.8 million to the Environmental Resources Fund revenues.

Expenditures: FY 2025-26 Environmental Resources Fund expenditures are projected at $74.8 million, down $2.0 million from the revised budget total of $76.9 million. This decrease of $2.0 million is requested to reflect the reduction of the Infrastructure Use Fee (IUF) transfer to the Street Maintenance Infrastructure Use Fee Fund (105) for the current fiscal year, as approved by City Council on December 16, 2025.

Fund Balance: The FY 2025-26 projections explained above for Environmental Resources Fund revenues ($67.9 million) and expenditures ($74.8 million) would result in a projected ending fund balance on June 30, 2026 of $13.4 million. The projected ending fund balance assumes full execution in FY 2025-26 of $10.2 million of capital projects in the Environmental Resources Fund.

For additional detail, refer to the Environmental Resources Funds table in the attached PowerPoint presentation (slide 10).

Golf Course Funds (651 & 652)

Revenues: FY 2025-26 Golf Fund revenues are projected at $7.0 million, in line with the revised budget. Revenues from the City’s operator, American Golf Corporation, are projected to slightly exceed the revised budget of $6.5 million by 399
$241,000. However, miscellaneous revenues are projected to be zero as compared to the budget of $265,000. Actual revenues received in prior years are related to the new development in the Wagon Wheel area. While future construction phases are anticipated for Wagon Wheel, this revenue is not anticipated to be realized in this current fiscal year.

Expenditures: FY 2025-26 Golf Fund expenditures are projected at $11.5 million, up $2.8 million from the revised budget of $8.7 million. This increase is due to the $1.1 million estimated cost to purchase replacement and/or new equipment for essential golf course maintenance as recommended by a recent assessment completed by the golf course operator, American Golf Corporation, and $1.7 million is the estimated cost to fund the design and construction of the parking lot renovation (Project C2209 - Neighborhood Resurfacing).

Fund Balance: The FY 2025-26 projections for the Golf Fund include revenues of $7.0 million and expenditures of $11.5 million that would result in a projected ending fund balance on June 30, 2026 of $44.8 million. The projected ending fund balance assumes the full execution in FY 2025-26 of $3.3 million in capital improvement projects in the Golf Fund.

For additional detail, refer to the Golf Funds table in the attached PowerPoint presentation (slide 11).

RECOMMENDED MID-YEAR BUDGET AMENDMENTS

General Fund (101)
Recommend a $8,132,324 increase in expenditure appropriation, from the available fund balance. Refer to the General Fund (101) Mid-Year Projection revenues and expenditures discussion and to Attachment 2 FY 2025-26 General Fund recommended changes for the details.

Street Maintenance Infrastructure Use Fee Fund (105)
Recommend a $2,048,468 decrease in revenue due to the removal of the Infrastructure Use Fee (IUF) transfer from the Solid Waste Single Family Residential (SFR) rates on a go-forward basis to include this Fiscal Year.

Special Districts Fund (120) / Subfund (2540)
Recommend a $31,386 increase to revenues (offset to an existing decrease in the budget) and increase to the expenditure appropriation by the same amount. LMD 54 (Meadowcrest Villas) was projected to have a FY 2025-26 fund balance in excess of its calculated maximum by $31,386. This amount was previously authorized by City Council, on June 17, 2025, for disbursement to district property owners within the current fiscal year. This request will add the budget to the appropriate expenditure account.

Transportation Development Act (TDA) Fund (212) / Subfund (9040) Recommend a $113,747 increase in expenditure appropriation from the available fund balance. The maintenance of the John C. Zaragoza Transit Oxnard Center is funded by the Transportation Development Act (TDA) Article 4 funds, administered and distributed annually by the Ventura County Transportation Commission (VCTC). This appropriation request will fund minor equipment and professional services accounts necessary to support repairs and maintenance at the facility.

Capital Outlay Fund (301)
Recommend an increase of $1,715,000 in transfer in capital revenue and the corresponding capital expenditure appropriation. This increase pertains to the parking lot renovation, Arterial Road Resurfacing Project (C2209) funded from the Golf Course Operating Fund (651).

Development Impact Fees Fund - Circulation System Improvement Fees Subfund (350) / Subfund (8040) Recommend a $2,819,480 increase in budgeted revenue, which reflects additional revenue received related to the 101 Logistics Center development. This development includes the construction of four industrial buildings within the Sakioka Farms Business Park.

Bond Assessment Districts Fund (500) / Subfund (5050)
Recommend a $41,000 increase in expenditure appropriation to cover costs for closing Assessment District 2000-1- Oxnard Blvd/Hwy 101 Interchange bonds. Any remaining balance will be returned to the property owners. This action will fully exhaust the fund balance, reducing it to zero.

400
Water Operating Fund (601)
Recommend a $1,214,548 increase in expenditure appropriation. This increase is attributed to the higher cost of purchased water.

Environmental Resources Operating Fund (631)
Recommend a $786,484 decrease in revenue and a $2,048,468 decrease in expenditure appropriation. The revenue decrease is primarily attributable to lower than anticipated revenues from the Del Norte Waste Gate Fees, which are driven by customer demand. The expenditure decrease is consistent with the new rates approved by the City Council on December 16, 2025.

Golf Course Operating Fund (651)
Recommend a $2,835,000 increase in expenditure appropriation. $1,120,000 is necessary to purchase replacement and/or new equipment for essential golf course maintenance as recommended by a recent assessment completed by the golf course operator, American Golf Corporation. $1,715,000 is the estimated cost to fund the design and construction of the parking lot renovation (Project C2209 - Neighborhood Resurfacing).

Public Liability & Property Insurance Fund (701)
Recommend an increase, not to exceed $4,000,000, in expenditure appropriation and the corresponding transfer in- revenue funded from the General Fund (101). Liability claims expense (which includes attorney’s fees, costs, and settlement payments) has averaged around $4.75 million annually. Previously, liability claim expenses averaged around $2.5 million per year. However, in FY 2023-24, the budget for liability claims expenses was increased from $2.5 million to $4.5 million due to a large number of claims being settled in that fiscal year. In FY 2024-25, the budget for liability claims was increased from $2.9 million to $5.8 million. In FY 2025-26, liability claims expenses were budgeted at $5.1 million. Due to larger value claims being settled during FY 2025-26, it is expected that the total claims will be closer to $9.7 million. This $4.6 million claims increase is partially offset by $0.6 million in anticipated savings in Physical Damage and Excess Liability expenditures, therefore, staff is requesting an additional appropriation in the net amount of $4,000,000 to the Public Liability and Property Insurance fund in FY 2025-26.

Adding the Environmental Resources Rollup Door Replacement Project to the Fiscal Year 2025-26 Capital Improvement Program (CIP)
The scope of work includes the repairs and replacement of steel doors at the ER facility. There is anticipated to be sufficient budget in the ER operating fund to fund this project, and staff will request the budget appropriation transfer to the ER Capital Fund 632 at the time of the construction award.

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 spelled out in the "Discussion” section that describes that action.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Thomas Liu, Assistant Chief Financial Officer, Tanya Williams, Budget Manager

ATTACHMENTS

1. FY 2025-26 Budget Mid-Year Review Presentation

2. FY 2025-26 General Fund (101) General Fund recommended changes - Summary of Changes

401
FY2025-26 MID-YEAR BUDGET REVIEW
City Council
February 17, 2026
Thomas Liu, Asst CFO and Javier Chagoyen-Lazaro, CFO
402
That the City Council:

1. Receive an update on the FY 2025-26 revenue and expenditure projections for major funds;

2. Approve budget amendments to the General Fund (101), Street Maintenance Infrastructure Use Fee Fund (105), Transportation Development Act Fund (212), Capital Outlay Fund (301), Special Districts Fund (120/Subfund(2540), Development Impact Fees Fund - Circulation System Improvement Fees Subfund (350/Subfund 8040), Bond Assessment Districts Fund (500/Subfund 5050), Water Operating Fund (601), Environmental Resources Operating Fund (631), Golf Course Operating Fund (651), and the Public Liability and Property Insurance Fund (701); and

3. Approve adding and adopting the Environmental Resources Rollup Door Replacement Project to the Fiscal Year 2025-26 Capital Improvement Program (CIP).

RECOMMENDATIONS 2
403
3 404
The City continues to deliver key services, with some highlights below:
• Emergency Response: Maintains emergency response times with 300+ calls for service daily; Class 2/2X ISO rating (top 3-5% nationally)
• Development Processing: Annually s erves 10,000+ customers in person and completes 25,000+ building inspections • Business Licensing: Annually processes 11,0 00+ new business applications and renewals • Water: Delivers 20+ million gallons of drinki ng water daily to residents and businesses • Environmental Services: Processes 24,000+ tons of recyclab les and treats 6+ billion gallons of wastewater annually • Infrastructure Maintenance: Repairs 1,000+ potholes annua lly and maintains city parks and golf course operations • Housing Assistance: Provides housing assistance to 1,500+ households through Housing Choice Vouchers and maintains 523 public housing units serving 1,400+ residents • Community Resilience: Supports 126 fa milies in self-sufficiency programs and operates emergency shelter and conducts street outreach for homeless services
• Community Engagement & Services: A nnually circulates 200,000+ library items, serves 45,000+ senior meals and delivers 60,000+ senior center program participants; also hosts community events including Tamale and Insect Festivals and holiday celebrations
• Financial Stewardship: Earned 9 upgrades in S&P ratings in the past four years and all City funds maintain an A or better rating
City Accomplishments 4
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FUND BALANCE SUMMARY (IN MILLIONS) 5
Fund balance is a measure of the resources available in a governmental fund. For financial reporting, GAAP establishes categories of fund balance based on the type and source of constraints placed and how the resources can be spent. For budgetary purposes fund balance represents the total amount accumulated from prior years.

Available fund balance usually increases in fiscal years when revenues exceed expenditures. Revenues are generally recognized within the fiscal year, while expenditures for large projects typically occur over multiple years. As a result, expenditures may exceed current-year revenues when prior-year appropriations and available fund balances are used to support multi-year projects. This pattern is expected and reflects project execution and timing rather than imbalances. 406
GENERAL FUND 101 (IN MILLIONS) 6
407
MEASURE O FUND 104 (IN MILLIONS) 7
408
WATER FUNDS (IN MILLIONS) 8
Totals shown exclude the budgeted revenue and appropriations necessary to transfer CIP funds from the Water Operating Fund (601) to the Water Capital Improvement Fund (602) for capital projects. 409
WASTEWATER FUNDS (IN MILLIONS) 9
Totals shown exclude the budgeted revenue and appropriations necessary to transfer CIP funds from the Wastewater Operating Fund (611) to the Wastewater Capital Improvement Fund (612) for capital projects. 410
ENVIRONMENTAL RESOURCES FUNDS (IN MILLIONS) 10
Totals shown exclude the budgeted revenue and appropriations necessary to transfer CIP funds from the Solid Waste Operating Fund (631) to the Solid Waste Capital Improvement Fund (632) for capital projects. 411
GOLF FUNDS (IN MILLIONS) 11
Totals shown exclude the budgeted revenue and appropriations necessary to transfer CIP funds from the Golf Operating Fund (651) to the Golf Capital Improvement Fund (652) for capital projects. 412
• General Fund
• $8,132,324 increase in expenditure appropriations from the available fund balance • Street Maintenance Infrastructure Use Fee (IUF) Fund
• $2,048,468 decrease in revenue due to the removal of the Infrastructure Use Fee (IUF) from the Solid Waste Single Family Residential (SFR) rates on a go forward basis to include this Fiscal Year • Special Districts Fund
• $31,386 increase to revenues and increase to the expenditure appropriation by the same amount • Transportation Development Act Fund
• $113,747 increase in expenditure appropriation from available fund balance • Capital Outlay Fund
• $1,715,000 in transfer in capital revenue and the corresponding capital appropriation • Development Impact Fees Fund - Circulation System Improvement Fees Subfund • $2,819,480 increase in revenue related to traffic impact fees collected from the 101 Logistics Center project • Bond Assessment Districts Fund
• $41,000 increase in expenditure appropriation to cover costs for closing Assessment District 2000-1- Oxnard Blvd/Hwy 101 Interchange bonds
• Water Operating Fund
• $1,214,548 increase in expenditure appropriation from available fund balance • Environmental Resources Operating Fund
• $786,484 decrease in revenue and $2,048,468 decrease in expenditure appropriation • Golf Operating Fund
• $2,835,000 increase in expenditure appropriation from available fund balance • Public Liability & Property Insurance Fund
• A not to exceed amount of $4,000,000 increase to expenditure appropriation and the corresponding transfer in- revenue funded from the General Fund
FY 2025-26 BUDGET AMENDMENTS – RECOMMENDATION 12
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That the City Council:

1. Receive an update on the FY 2025-26 revenue and expenditure projections for major funds;

2. Approve budget amendments to the General Fund (101), Street Maintenance Infrastructure Use Fee Fund (105), Transportation Development Act Fund (212), Capital Outlay Fund (301), Special Districts Fund (120/Subfund(2540), Development Impact Fees Fund - Circulation System Improvement Fees Subfund (350/Subfund 8040), Bond Assessment Districts Fund (500/Subfund 5050), Water Operating Fund (601), Environmental Resources Operating Fund (631), Golf Course Operating Fund (651), and the Public Liability and Property Insurance Fund (701); and

3. Approve adding and adopting the Environmental Resources Rollup Door Replacement Project to the Fiscal Year 2025-26 Capital Improvement Program (CIP).

RECOMMENDATIONS 13
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QUESTIONS
14 415
Feb – April: City Development and City Manager Review
June: Public Hearing and City Council Budget Adoption
Annual Budget Calendar 15
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Revenues $ Millions $ Change
Sales Tax - increase 1% Bradley Burns per updated forecast +1.7 Transient Occupancy Tax (TOT) - updated estimate per timing of hotel completion (0.4) Franchise Fees - updated estimate per fluctuation due to entergy pricing & customer usage(1.1) Cannabis Tax - updated cannabis business tax estimate 0.1 Other Non-Tax Revenues (0.3)
Total Revenue Change 0
Expenditures $ Millions $ Change
Police +1.2
Anticipated increase in overtime due to backfilling of vacant positions +1.2 Fire +1.1
Unbudgeted expenditures related to mutual aid response (OT, Training & Supplies) +0.6 Anticipated increase in overtime due to backfilling of vacant positions +0.5 Non-Departmental +5.4
Transfer to Public Liability Insurance Fund +4.0
Contribution to pension trust - CalPERS +1.1
OPEB 115 Trust contribution +0.25
Other Departments +0.5
City Attorney - 0.6 Increase to Legal Services related to litigation-related expenses,

0.05 increase in prof svcs & supplies, partially offset by 0.2 in salary savings +0.5 City Clerk - Increase in professional services for purchase of software to bring agendas and website compliant with SB707 +0.04 Total Expenditure Change +8.1
Net Recommended Use of One-Time Available General Fund (101) Fund Balance +8.1 ATTACHMENT 2
Mid-Year FY 2025-26
General Fund recommended changes
in revenue and expenditure appropriations
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CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.3

DATE: February 17, 2026

TO: City Council

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

SUBJECT: ERP Annual Report and Ninth Amendment to the Agreement with Kreative Core Technologies, Inc. for ERP Implementation and IT Services Support.

RECOMMENDATION

That the City Council:

1. Approve and authorize the Mayor to execute a Ninth Amendment to the Professional Services Agreement with Kreative Core Technologies, Inc. (9431-21-FN) in the amount of $11,490,000 for a new not to exceed contract amount of $21,510,000 and to extend the term of the Agreement to December 30, 2028, for project management services related to the discovery, documentation, implementation stabilization and ongoing IT support of all phases of the City’s Multi-year enterprise resource planning (ERP) implementation, as well as some additional IT non-ERP Projects.

2. Approve an appropriation in the amount of $2,500,000 from the General Fund (101) available fund balance to fund the project C2034 ERP Implementation in FY 2025-26, and authorize the corresponding transfers for the project budget.

3. Receive and file the ERP system annual report.

(This item did not originate in Committee.)

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/MGq0DKWIlLY

BACKGROUND

This report includes an updated status of the Enterprise Resource Planning (“ERP”) implementation project, and discussion and recommendation to amend the contract with Kreative Core Technologies (“KCT”) to complete the implementation of the ERP project, and to provide production support to the different components of the ERP system after different modules are in production.

The ERP project also includes a contract with the software provider, Tyler Technologies. Staff is not requesting an amendment to this contract at this time. Once the implementation of a component of the ERP is completed and in production, the related service fees become an operating expense.

This report describes the cost of implementing the ERP and the ongoing production support costs once the system is in service for City users, from the perspective of the two contracts related to the services, KCT and Tyler, and breaks down the contracts between implementation and production.

The contract cost gradually transitions from the implementation to production as the ERP modules are configured, tested, put to use and stabilized.
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This report differs from previous ones in providing visibility of the full implementation and incorporating a recommendation to take the project to the projected finish line.

ERP PROJECT SUMMARY

The City is in the process of replacing its 30-year-old financial and operational software system with a modern ERP system. This system is the City’s core business platform and supports essential functions such as financial reporting, payroll, purchasing, permitting, public works asset management, and utility billing.

The prior system, originally implemented in the early 1990s, had become outdated and difficult to maintain. Over time, staff created more than 150 separate “shadow systems” (primarily spreadsheets and small databases) to compensate for gaps in the legacy software. This resulted in inefficiencies, manual processes, and limited reporting capability.

In 2019, the City decided on the Tyler Technologies solution for the implementation of a new ERP. The goal of the project was to modernize City operations, improve financial transparency, streamline business processes, and provide better digital services to residents, businesses, and vendors. After the COVID impasse, the City engaged KCT in 2021 initially to facilitate the assessment of the ERP implementation. KCT’s role was expanded regularly to include ERP project management, implementation assistance, and go-live support.

Progress to Date

The City has successfully completed and launched several major components of the new system:

● Core Financials (general ledger, purchasing, accounts payable/receivable, project accounting) went live in October 2022.
● Human Capital Management (HCM), including payroll and HR processes for over 1,700 employees, went live in January 2025.

These systems now provide improved financial controls, real-time reporting, and more efficient payroll and personnel management.

Work Still In Progress

Several key modules are still in progress or scheduled for implementation:

● Enterprise Permitting & Licensing (EPL) – online permits, inspections, and business licensing (expected go- live: early 2026)
● Enterprise Asset Management (EAM) – management of streets, facilities, and infrastructure assets (expected go-live: early 2026)
● Vendor Access Portal – self-service tools for vendors (expected go-live: 2027) ● Utility Billing – water and sewer billing system (expected go-live: 2028)

These remaining phases will expand online services for the public, improve coordination across departments, and modernize how the City manages infrastructure and customer accounts.

Project Cost Overview

The ERP project has grown in cost and duration since its original estimate due to the complexity of City operations and the scale of organizational change required. Key drivers of cost increases include:

● Complex payroll rules associated with multiple bargaining units ● Redesign of permitting, licensing, and public works workflows ● Staff turnover during implementation
● The addition of new public-facing tools, including citizen and vendor portals ● Extended project timelines, resulting in additional software subscription costs 419
● Complexity of data conversion from legacy system
● Added contingency for unforeseen needs during Utility Billing implementation

Current total estimated cost through full implementation (December 2028):
● Implementation (one-time/capital costs): approximately $25.4 million ● Operating costs during implementation (software subscriptions and production support): approximately $7.0 million
● Combined total project-related costs through 2028: approximately $32.4 million

To date, approximately $14.4 million has been spent on implementation.

Ongoing Costs After Completion

Once all modules are live, the ERP system is expected to cost approximately $1.7 million per year to operate and support.

These costs include software subscription fees, system maintenance, and technical support. These expenses will be incorporated into the City’s ongoing operating budget and will replace costs associated with maintaining the legacy system and numerous disconnected tools.

Table A. below represents the updated total projected implementation and operational costs for the project in detail, up to December 31, 2028:

DISCUSSION

KCT AGREEMENT

KCT provides project management, implementation support, and IT production support services for the ERP system. Due to the extended timeline and added system scope, staff is recommending an amendment to continue these services through project completion in 2028.

KCT’s role is critical to maintaining project continuity, supporting departments during system transitions, and ensuring that newly implemented systems remain stable and supported.

KCT started the engagement with the City to facilitate the assessment of the ERP implementation. Their engagement was expanded regularly to include the ERP project management, implementation assistance and go-live support of the different ERP modules as they were being implemented. As of December 31, 2025, KCT contract has consumed $9,270,506.

KCT contract and amendments are summarized in attachment 1 and fully disclosed in attachments 4 and 5 to this report.

The current agreement with KCT has a dual scope designed to both advance the City’s ERP implementation (Project C2034) and stabilize ongoing IT operations. On one side, KCT provides project management and IT implementation support for the ERP program, overseeing discovery, configuration, testing, and stabilization across multiple modules, including Core Financials, Human Capital Management, Enterprise Planning and Licensing, Enterprise Asset 420
Management, Utility Billing and Vendor Access. These services ensure continuity, day-to-day management of tasks, and progress toward go-live milestones while supporting organizational change management.

In parallel, the contract also provides IT support services to address persistent staffing vacancies within the City’s IT Department. Under this arrangement, KCT supplements internal resources with technical production support, incidents, system configuration changes support, reports development, and system administration for the Tyler solution.

By combining ERP project management, IT implementation services and IT support services in one agreement, the City benefits from a unified partner that can help drive complex system implementation while simultaneously ensuring that critical IT services for the Core Financials and Human Capital Management (HCM) remain uninterrupted. This dual structure reflects a strategic approach to leveraging external expertise to both modernize core systems and sustain the City’s technology environment due to limited internal staffing and skill set requirements required to support the solution.

Table B, shown below, represents the KCT contract breakdown for Implementation, Production Support, and non-ERP Scope:

Table C, shown below, breaks down the total KCT cost projections by fiscal year:

The increase in duration and additional costs stem from several factors:

• Complex payroll requirements: The HCM module implementation was complicated by the City’s multi- union environment, with many collective bargaining agreements and unique pay rules for various departments. Designing, testing, and validating these payroll processes in the new system required extensive iterations to ensure accuracy and avoid issues.
• Business and license fee structures: EPL implementation has been delayed by the complexity of calculating business license fees, permitting workflows, and integrating requirements across multiple departments. These processes required additional discovery, cross-departmental coordination, and reengineering before they could be reliably configured in the ERP system.
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• Staffing turnover: The departure of key staff created knowledge gaps that slowed configuration, testing, and decision-making.
• Change Management & Training requirements: EAM, ESR, & MyCivic implementation has been delayed due to the interdependencies in training & change management across the city office and citizen experience.

Additional time & resources are required for a comprehensive training across multiple departments and approaching citizen change management in a phased manner to ensure a smooth transition for citizen services. • Additional scope: MyCivic, Vendor Access & Inventory modules have been added to the scope to enable additional functionality for citizens, vendors & city staff. These additions enhance the value of the current and future implementation by integrating the experiences through a singular platform, increasing efficiencies in city operations.
• Legacy system: The City’s long-standing HTE system and related processes were developed decades ago and are poorly aligned with the structure of a modern ERP platform. Migrating away from these outdated processes has required extensive rethink of workflows, data mapping, and retraining of staff, adding both time and complexity to the transition.
• Contingency: Throughout the length of the project, there have been instances of undiscovered requirements that have come to light during implementation that have caused delays to the overall implementation. Majority of the contingency in the plan is for Utility Billing, which will start implementation in the first half of 2026.

Utility Billing is a complex implementation encompassing three (3) use cases, Water, Wastewater & Environmental Services (solid waste). The contingency for Utility Billing is added to cover for any unforeseen challenges due to the larger scope and complexity of operations.

Total Cost of Project

The ERP implementation project has incurred investments of $14.35 million as of Dec 31, 2025. After the initial 2019 bond proceeds of $6.9 million, the City has funded this project with $11.25 million from the General Fund reserves. (Project cost is based on accumulated cost as of December 31, 2025, of City’s project C2034)

While several key ERP modules have been successfully implemented and EPL and EAM implementations are in progress, significant work remains to complete the Utility Billing and other remaining phases by the projected completion date of December 30, 2028. Based on current projections, the total implementation cost is now estimated at $25.38 million. This change reflects the evolving complexity of the project and the additional scope identified during implementation.

The increase in cost is primarily driven by several factors, including key staff turnover, the need to address technical gaps, process realignments, data clean-up activities, and cross-departmental coordination that were not fully anticipated at the outset. Additionally, the extended project duration has resulted in higher software-as-a-service (SaaS) expenditures, as these subscription fees continue to be carried by the project rather than transitioned to the IT operating budget.

A portion of the costs has also been associated with consulting and support services necessary to ensure successful implementation. Between FY2026 and FY2029, approximately $11 million in additional expenditures are projected for implementation activities, including SaaS licensing, Tyler implementation services, and KCT-led project and IT support.

Upon full implementation, the annual cost of operating and supporting the ERP system is expected to stabilize at approximately $1.7 million, including SaaS fees and production support services. This ongoing investment will help maintain system reliability, support future upgrades, and sustain improvements in financial and operational processes across the organization.

Table D. represents the overall breakdown of the capital expenditures to continue with the ERP implementation - including KCT, Tyler SaaS, and implementation costs:

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Table E. represents the overall breakdown of the operational expenditures to continue to operate the ERP solution until December 30, 2028:

The cost of operating and maintaining any software (including the ERP) after implementation is charged to the operating budgets across the City on an ongoing basis, not to the project - considered capital expenses.

Project Management & External IT Support Services

KCT has been successfully providing project management and IT support services for the ERP project since September 2021. KCT was instrumental in helping deliver the Core Financials phase of the project on time and under budget; delivering Human Capital Management (HCM); it is now a key player in supporting the implementation of Enterprise Planning and Licensing (EPL), and Enterprise Asset Management (EAM). KCT has also provided IT implementation, business systems analysis, production support, and report writing services under the current agreement. In September 2021, the City entered into a contract with KCT that has since been amended seven times. Its current value is $10,020,000, with $1.1 million dedicated to IT production support services.

IT support services for all phases are anticipated to continue under this agreement, and KCT is continuing to manage organizational change management services. KCT will continue to support services to the IT department within the scope included in the ninth contract amendment for KCT IT Production support.

Staff recommends that KCT continue to provide services for the remaining phases of the project. Thus, staff recommends that Council approve a ninth amendment to the KCT agreement with the City, adding $11 490,000, for a new “not-to- exceed” amount of $21,510,000 and extend the contract term to December 30, 2028. This amendment provides KCT the time to finish the implementation of EPL and EAM in early 2026, Vendor Access in 2027, and Utility Billing in 2028 and continue to provide IT Production Support services.

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

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If approved, the General Fund (101) available fund balance for FY 2025-26 will be reduced by $2,500,000 million via transfer to the Capital Outlay Fund through project C2034. For those modules that have been implemented, there are sufficient funds available in FY 2025-26 under the City's Information Technology Department, (Fund 731). Future budgets will include the appropriations necessary to cover anticipated costs for those fiscal years.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Supporting Tables

2. ERP Project Annual Update

3. Kreative Core Original Contract & Amendments 1 through 8 (9431-21-FN)

4. Amendment 09 KCT Approved as to form

5. 20260217 ERP Update and KCT contract Presentation

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Attachment #2 ERP Project Annual update
Annual Update

1. Core Financials -- Complete .

In the last annual report, it was listed that implementation of Executime (an electronic time tracking system) was completed in the fall of 2020 and implementation of Bluebeam (an online electronic mapping and design sharing system for plan check) was completed in the summer of 2021. The Core Financials implementation phase was completed and launched on October 1, 2022. This large and complex phase of the ERP, which included Purchasing (requisitions, purchase orders, contracts), Accounts Payable (receiving invoices and issuing payments), Accounts Receivable (billing for City fees and charges and processing payments), Project Management (accounting for capital improvements within the City’s limit, and grant accounting), recording all financial transactions that result in monthly issuance of reports (balance sheet, cash flow, statement of government activities), and financial planning with its integrated budget projection and control tools. The new ERP provides real-time project reporting and budgetary controls for all capital projects and grant funded activity. Council also approved a contract with OpenGov (budgeting software) on October 3, 2023, which staff has integrated with Munis Financials and is using to produce the City operating budget.

2. HCM (Human Capital Management) -- Implementation Complete.

The Human Capital Management (HCM) was listed as in progress in the last annual report, this implementation has since been completed. HCM was a large phase encompassing all the functions and processes from recruitment through payment and termination of all 1,700+ employees, recording and processing all benefit payments, employment taxes, retirement plan contributions, and implementing various bargaining unit memorandum of understanding (MOU) agreements in relation to employee pay and benefits. The HCM phase included
integration with leading industry learning and recruitment tools, enhancing the way the City can identify, nurture and retain talent for the benefit of the organization and its residents and customers. The HCM
phase of the project was completed and Payroll was officially transitioned away from HTE in January 2025. Police and Fire also implemented and integrated software specific to their scheduling and used by a significant number of California law enforcement and firefighting agencies.

The HCM go live not only consolidated fragmented processes into a single integrated system but also positioned the City with modern workforce management tools that improve accuracy, efficiency and visibility into personnel costs across the organization.

3. EPL (Planning, Permitting, Licensing) - Implementation in progress.

The EPL disco very phase took place throughout the calendar year 2023. This effort included detailed reviews of all current permitting processes within the Community Development Department as well as secondary users who participate in the plan review process, such as the Fire and Public Works Departments.

In depth discovery sessions were held with subject matter experts from each Community Development division unit, including Building, Land Development Engineering, Planning, and Code Compliance. Staff began the implementation phase of EPL in January 2024, working with Tyler and Kreative to configure the software in line with the City’s needs and outcomes from the discovery phase. At that time the City was exploring the outsourcing of the Business Licensing activities and City Council ultimately decided to maintain those services within the City. The EPL implementation was expected to go live late Spring 2025 but has experienced delays due to staff turnover, more complex than originally anticipated fee structures and processes, and data migration complexities to ensure the relevant legacy data is migrated correctly to 432
the new system. The expected go live for EPL is May 2026, this will ensure the project team and staff can continue to refine the system configuration in preparation for a go live.

4. EAM (Enterprise Asset Management) -- Implementation in progress.

The EAM module discovery was completed in March 2024. This effort included reviews and discussions about the current processes and improvements for the Public Works Department in an effort to better communicate our needs and ensure they are captured in the new system. Staff started working on this implementation on October 18 2024, the project team has completed configurations and configuration reviews with the Public Works departments. They are currently working to review test cases in preparation to start functional user validation. This system is expected to go live for the City's internal staff requests in March 2026 followed by a full go-live with ESR & MyCivic.

During the EAM implementation, staff identified the need to provide a more streamlined experience for customers and a more integrated process for the work orders to flow from 311. This is a time consuming and manual process today that can lead to delays in response time. The recommended solution to streamline this process is to utilize Tyler Enterprise Service Requests (ESR) in combination with My Civic. ESR & MyCivic are expected to go live in phases from a contained pilot to a citizen facing implementation, starting in May 2026 to the end of July 2026.

5. Utility Billing -- Discovery completed. Implementation expected to start 1st half of 2026.

Utility Billing has completed the current state assessment of the discovery phase, and will have a refresher earlier in 2026, prior to the kick-off of the implementation. including gap analysis and recommendations.

The implementation of this module has been moved from January 2025 to early 2026 to accommodate the limited availability of City reso urces required to work on the implementation, given the need to support other phases. This module is scheduled to go live in mid-2028.

6. Vendor Access -- Discovery and implementation expected to start in 2 nd half of 2026.

Vendor Access is a vendor self-service portal. The discovery phase including current state assessment, gap analysis and recommendations is tentatively planned to start in 2 nd half of 2026. This will be followed by an implementation kick-off targeting a go-live in early 2027.

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Phase/Module Description Status
Core Financials Capital assets, general ledger,
purchasing, etc.

Went live on 10/01/2022;
Human Capital Management HR and Payroll processes,
integrate all City employee data
in one system
Went Live on 01/01/2025
Enterprise Planning & Licensing
(EPL)
Planning, Permitting, Licensing Discovery completed
Implementation ongoing
Enterprise Asset Management
(EAM)
Public works Discovery complete;
Implementation ongoing
Utility Billing (UB) Utility Billing Discovery complete.

Implementation has not started.

Vendor Access (VA) Portal for Vendor self service Discovery & implementation has not started.

Inventory Manage inventory of assets for
EAM
Discovery complete,
implementation has not started.

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Agreement No. 9431-21-FN

FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
This First Amendment ('"First Amendment") to the Professional Services Agreement ("Agreement") is made and entered into in the County of Ventura, State of California, this fifth day of October, 2021, by and between the City of Oxnard, a municipal corporation ("City"), and Kreative Core Technologies Corp - CA Secretary of State Number C4806472, ("Consultant").

This First Amendment amends the Agreement entered into on September 13th, 2021, by City and Consultant.

City and Consultant agree as follows:

1. The date in Section 5 of the Cover Page of the Agreement is hereby amended to "September 30, 2022."

2. The Total Agreement Amount in Section 6 of the Cover Page of the Agreement is hereby amended to "Not to Exceed $200,000 (Two Hundred Thousand) for all Services."

3. The following is attached hereto and incorporated herein by this reference into the Agreement: [Enter name of newly attached exhibit] Exhibit.

4. The reference to the Scope of Work Exhibit everywhere it is listed both on the Cover Page and in the Agreement is hereby amended to the Scope of Work as of October 5, 2021 Exhibit. The Scope of Work Exhibit is hereby disincorporated; instead, the Scope of Work as of October 5, 2021 Exhibit is attached hereto and incorporated herein by this reference.

5. The reference to the Rates and Costs Exhibit everywhere it is listed both on the Cover Page and in the Agreement is hereby amended to add also the Rates and Costs as of October 5, 2021 Exhibit. The Rates and Costs as of October 5, 2021, Exhibit is attached hereto and incorporated herein by this reference.

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

For quistiorvs
please aк
[Signatures on next page]
Mark Savell
x7851
Thanos
SERVICES CONTRACT (9431-21-FN)
451
Agreement No. 9431-21-FN
IN WITNESS WHEREOF, the parties hereto have executed the Amendment on the date first written above.

CITY OF OXNARD KREATIVE CORE TECHNOLOGIES CORP
/9/28z
John. Zaragoza, Mayor¹ Date
11/15/2021
Richie Ralhan, CEO2 Date
☑ Alexander Nguyen, City Manager
☐Daniel Willhite, Purchasing Manager
Patricia Garcia, Buyer
ATTEST:
n/a
Rose Chaparro, City Clerk
(only if Mayor signs)
APPROVED AS TO FORM:

Date
Stephen M. Fischer, City
Attorney (always required)
Date
1202/51/11
Andy Bhatnagar, Date
11/15/2021
1 The City Council must authorize and the Mayor must sign the amendment ifthe original contract and all amendments collectively total over $200,000 annually. The City Manager may authorize and sign the amendment if the original contract and all amendments collectively total over $100,000 but up to $200,000 annually. The Purchasing Manager may authorize and sign the amendment if the original contract and all amendments collectively total up to $100,000 annually. A Buyer may authorize and sign the amendment if the original contract and all amendments collectively total up to $25,000 annually.
2 The City requires the following for any contract:

For a corporation, the signatures of the Board President, CEO or Vice President and of the Board Secretary, Assistant Secretary, CFO or Assistant Treasurer;
For an LLC, the signatures of at least two managers of the LLC (company directors, not lower-level managers); or • For a partnership, the signature of a partner. If the partnership is a limited partnership, the signer must be a general partner.

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

FIRST AMENDMENT TO PROFESSIONAL SERVICES CONTRACТ (9431-21-FN) 452
Agreement No. 9431-21-FN
SCOPE OF WORK AS OF OCTOBER 5, 2021 EXHIBIT
A. Provide Project Leadership and Management using commonly shared best practices to ensure the City successfully launches Tyler products including but not limited to Core Financials and HCM
B. Provide Business Analysis services to ensure the City configures its systems and processes in an efficient and organized manner.

C. Provide project management services to the City IT team to ensure all conversions, interfaces and imports associated with Munis implementation are successful.

D. In partnership with City Leadership, manage project risks and ensure all tasks are completed on time and within project budget.

E. In partnership with City Leadership, manage vendor relationships where appropriate including but not limited to Tyler, to ensure project goals are met.

F. Maintain regular reporting, summarizing project progress, decisions made, decisions pending, issues and forecasts to ensure completion on time and to scope.

G. Communicate effectively to stakeholders in all levels of the Oxnard organization using various appropriate communication methods and strategies enhancing ownership and adoption of new processes and procedures.

H. Work with City Organization Change Management (OCM) teams, providing insight and best practices to develop training and learning opportunities while testing the system configuration.

I. Ensure adequate time is allocated for product testing, including User acceptance Testing and reporting functions to enable the City to yield immediate and positive returns on its significant investment.

J. Ensure attendance in meetings, including on-site presence on as needed basis, until June 2022, whereby more onsite attendance may be required as part of preparation for go live in July 2022, and stabilization immediately following launch.

K. Provide bi-weekly reporting of project progress in support of invoices for services rendered. This shall include time sheets and activities for all Kreative Core Technologies employees.

L. Ensure all the Kreative Core Technologies' Project Managers have the PMP from PMI Institute or similar certification or experience.

M. Kreative Core Technologies will provide incremental / progressive status report for Tyler Munis Core Financials and HCM phase on a biweekly basis. Biweekly status reports will also be utilized for invoicing on a biweekly basis.

FIRST AMENDMENT TO PROFESSIONAL SERVICES CONTRACT (9431-21-FN) 3 453
Agreement No. 9431-21-FN
N. Kreative Core Technologies (KCT) will provide IT support on as needed basis, subject to the availability of the KCT technical resources.

O. City reserves the right to meet Project Managers for Finance and HCM phases and agree to their participation in the project.

P. Best efforts from both parties will be made to ensure continuity of project management staff for the duration of each phase.

Q. KCT will provide the Project Management resources within 30 days from the contract approval date. Until additional PM resources are onboarded, Andy Bhatnagar may support the project on a full-time basis.

R. Onsite work shall be coordinated with City Project Manager at least 3 business days prior to arrival at the City of Oxnard to ensure availability of City staff and maximize effectiveness of time.

S. Consultant shall adhere to all federal, State and local mandates as well as City regulations (promulgated by the HR Department) regarding COVID-19 protocols including and not limited to wearing a mask as directed while present at City Hall or other City locations.

T. City requires Andy Bhatnagar to act as primary consultant for this project and shall require City's written preapproval of any substitutions thereto during the term of this Agreement.

FIRST AMENDMENT TO PROFESSIONAL SERVICES CONTRACT (9431-21-FN) 4 454
Agreement No. 9431-21-FN
RATES AND COSTS AS OF OCTOBER 5, 2021 EXHIBIT
Consultant shall provide weekly accounting and tasks and timings to City Project Manager using an Excel spreadsheet. This reporting shall be provided on the Monday morning following the prior week's tasks.

Consultant shall provide one invoice once all services have been completed and full written report has been submitted to City.

Standard Resources:

Snr Project Manager:

Project Manager - Finance
Project Manager - HCМ
Andy Bhatnagar:

TBC:

TBC:
$175.00 per hour, Est 25 hours/week
$125.00 per hour, Est 40 hours/week
$125.00 per hour, Est 40 hours/ week
**Written City Approval will be required if additional hours are required for the successful implementation.

IT On-Cali Support (requiring written preapproval by City Chief Information Officer or designee):

Technical Specialist for conversion
Technical Specialist for Integrations (API)
Technical Specialist for flat file Integrations
$200 per hour
$225 hour
$195 per hour
Reasonable travel expenses will be reimbursed not to exceed $4,000 per trip and subject to support with receipts. Airline tickets shall be reimbursed at economy class only, and car and hotels shall be reimbursed at reasonable local rates as supported by appropriate receipts.

FIRST AMENDMENT TO PROFESSIONAL SERVICES CONTRACТ (9431-21-FN) 455
DocuSign Envelope ID: F8EBB5A7-0BB0-43AB-898D-66CE07D04CAF

AGREEMENT/AMENDMENT REVIEW FORM
Please write in N/A for any section that is not applicable Contractor/Vendor/Consultant: Kreative Core Technologies Ine Address: 14762 Kemps Landing, Frisco, TX 75035
Contact Name: Andy Bhatnagar
Committee Date: n/a
Committee Agenda #: n/a
Agreement No: 9431-21-FN
Email: [email protected] Phone:

Council Date: n/a
Council Agenda #: nia
INS-A
Department: Finance
Project Manager: Mark Sewell
Phone: x7851
Email: [email protected]
Type of Agreement: Professional Services
Business Tax Cert No.

Secretary of State ID:

Agreement Term: 1 year
Termination Date: September 30, 2022
Bid No.: n/a
Contingency Requested: $ n/a
EISPM Funds ¹ Requested: $ n/a
Value of Agreement: $21,000
Amendment No: 1
Value of Amendment:$ 179,000
Current Agr. Val. (w/amendments) $ 200,000
P.O. No. (if existing agreement):

Req. No. (if new agreement): n/a
Funding Source: Proj 207302
Account No.2: 316-7360-826.82-09
NSS Control #:

Purpose of Agreement/Amendment: Expanded ERP project management services Review Sequence (please write in N/A for any steps not required)

1. Project Manager

2. Division Manager

3. Assistant Department Director

4. Department Director

5. General Accounting (for Leases only)

6. Budget Management

7. Risk Management³

8. City Attorney

9. Contractor/Vendor/Consultant (signs contract; no need to initial this form)

10. Buyer

11. Purchasing Managerб

12. City Manager/ACM

13. MayorⓇ

14. City Clerk
Initials DateSm
11/15/21
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n/a
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11/15/21
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SIXTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (V-01-17-19)) Agreement No. 9431-21-FN

SIXTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
This Sixth Amendment (“Sixth Amendment”) to the Professional Services Agreement (“Agreement”) is made and entered into in the County of Ventura, State of California, this _29th__ day of January, 2024, by and between the City of Oxnard, a municipal corporation (“City”), and Kreative Core Technologies Corp – CA Secretary of State Number C4806472 (“Consultant”). This Sixth Amendment amends the Agreement administratively entered into on September 13, 2021, by City and Consultant. The Agreement previously has been amended by a First Amendment administratively entered into on October 5, 2021, by a Second Amendment through Council action on January 18, 2022, by a Third Amendment through further Council action on July 28, 2022, by a Fourth Amendment approved administratively on December 19, 2022, and by a Fifth Amendment through Council action on March 21, 2023.

City and Consultant agree as follows:

1. The SCOPE OF WORK AS OF MARCH 21, 2023 EXHIBIT is hereby disincorporated and is replaced in its entirety by the SCOPE OF WORK AS OF JANUARY 1, 2024, EXHIBIT – PROJECT MANAGEMENT, IT ON-CALL RESOURCES/ SUPPORT

AND TRAINING AND DEVELOPMENT/ ORGANIZATION CHANGE
MANAGEMENT REGARDING ENTERPRISE RESOURCE PLANNING MODULES;

PCI DATA SECURITY STANDARDS GAP ASSESSMENT AND ADVISORY SERVICES; AND ACTIVE DIRECTORY SECURITY REVIEW SERVICES, which is attached hereto and incorporated herein by this reference.

2. The RATES AND COSTS AS OF MARCH 21, 2023 EXHIBIT is hereby disincorporated and is replaced in its entirety with the RATES AND COSTS AS OF JANUARY 1, 2024, EXHIBIT, which is attached hereto and incorporated herein by this reference.

As so amended, the Agreement remains in full force and effect. [Signatures on next page]
DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 492

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
2 Agreement No. 9431-21-FN

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

CITY OF OXNARD KREATIVE CORE TECHNOLOGIES CORP

Jennifer Yates, Date Richie Ralhan, Chair, VP, Secretary Date Purchasing Agent

Andy Bhatnagar, President and Date
ATTEST: Assistant Secretary

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

APPROVED AS TO FORM:

Stephen M. Fischer, City Date
Attorney (always required)
DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 1/29/2024 | 1:24 PM PST
1/29/2024 | 6:56 PM PST
1/29/2024 | 5:52 PM PST1/30/2024 | 12:06 PM PST
493
Agreement No.

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

Agreement No. 9431-21-FN

SCOPE OF WORK AS OF JANUARY 1, 2024, EXHIBIT –

PROJECT MANAGEMENT, IT ON-CALL RESOURCES/ SUPPORT

AND TRAINING AND DEVELOPMENT/ ORGANIZATION CHANGE

MANAGEMENT REGARDING ENTERPRISE RESOURCE PLANNING
MODULES; PCI DATA SECURITY STANDARDS GAP ASSESSMENT
AND ADVISORY SERVICES; AND ACTIVE DIRECTORY SECURITY

REVIEW SERVICES

PART 1: PROJECT MANAGEMENT, IT ON-CALL RESOURCES/ SUPPORT AND

TRAINING AND DEVELOPMENT/ ORGANIZATION CHANGE MANAGEMENT REGARDING ENTERPRISE RESOURCE PLANNING MODULES; ACTIVE

DIRECTORY SECURITY REVIEW SERVICES

A. Provide Project Leadership and Management using commonly shared best practices to ensure the City successfully launches Tyler products including but not limited to Core Financials, Human Capital Management (HCM), EnerGov, Enterprise Asset Management (EAM) and Utility Billing (UB).

B. Provide Project Leadership and Management using commonly shared best practices to ensure the City successfully implements Public Safety Time and Attendance software integrated with the City’s other ERP modules.

C. Provide Business Systems Analysis services t o ensure the City configures its systems and processes in an efficient and organized manner.

D. Provide project management services to the City IT team to ensure all discovery, conversions, interfaces and imports associated with Munis implementation are successful.

E. In partnership with City Leadership, manage project risks and ensure all tasks are completed on time and within project budget.

F. In partnership with City Leadership, manage vendor relationships where appropriate including but not limited to Tyler, to ensure project goals are met.

G. Maintain regular reporting, summarizing project progress, decisions made, decisions pending, issues and forecasts to ensure completion on time and to scope.

H. Communicate effectively to stakeholders in all levels of the Oxnard organization using various appropriate communication methods and strategies enhancing ownership and adoption of new processes and procedures.

I. Work with City Organization Change Management (OCM) teams, providing insight and best practices to develo p training and learning opportunities while testing the system DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 494

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
4 configuration.

J. Ensure adequate time is allocated for product testing, including User Acceptance Testing (UAT) and reporting functions.

K. Ensure attendance in meetings, including on-site presence on as needed basis, whereby more onsite attendance may be required as part of preparation for go live for the HCM phase in October 2023, including stabilization immediately following launch.

L. Provide bi -weekly reporting of project progress in support o f invoices for services rendered. This shall include time sheets and activities for all Consultant’s employees.

M. Ensure all Consultant’s Project Managers have the PMP from PMI Institute or similar certification or experience.

N. Consultant will provide incremental / progressive status reports for all phases on a biweekly basis. Biweekly status reports will also be utilized for invoicing on a biweekly basis.

O. Consultant will provide IT support on as needed basis, in line with Exhi bit A, which shall be attached hereto and incorporated herein by this reference, subject to the availability of the Consultant’s technical resources.

P. City reserves the right to meet and conduct selection interviews for Kreative Core provided Project Managers and IT support resources. This applies to all phases. City must agree to a proposed resource’s participation in the project.

Q. Best efforts from both parties will be made to ensure continuity of project management staff for the duration of each phase.

R. Onsite work shall be coordinated with City Project Manager(s) at least 3 business days prior to arrival at the City of Oxnard to ensure availability of City staff and maximize effectiveness of time.

S. Consultant shall adhere to all federal, State and loca l mandates as well as City regulations (promulgated by the HR Department) regarding COVID -19 protocols including and not limited to wearing a mask as directed while present at City Hall or other City locations.

T. City requires Andy Bhatnagar to act as prima ry consultant for this project and shall require City’s written preapproval of any substitutions thereto during the term of this Agreement.

U. Consultant shall perform discovery of Time and Attendance (Telestaff, InTime, and integration of these two pr ograms with Executime and Munis), implementation of InTime and Telestaff; and integration between Intime and Munis as well as between Telestaff and Munis. The scope will include frequent Executime, Munis, InTime and Telestaff vendor relationship DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 495

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
5 management work, including but not limited to coordinating, remediating, facilitating vendor work product and associated issues.

V. Consultant to provide Training, Development and Organizational Change Management resources and plans as part of project to imple ment ERP modules in accordance with Exhibit B, which shall be attached hereto and incorporated herein by this reference.

W. Consultant shall perform Discovery for the Community Development, focused on Licensing, Permits and Land management, Discovery for Enterprise Asset Maintenance and Discovery For the Utility Billing operations as Defined in Exhibit C, which shall be attached hereto and incorporated herein by this reference.

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 496

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
6 EXHIBIT A
Statement of Work for IT Resources for City of Oxnard

Kreative Core Technologies agrees to not increase billable hourly rates for the duration of this SOW including all authorized extension periods and subsequent amendments.

Reports Developer – Full Time
As a part of the ERP Implementation, City requires a Reports Developer who can develop custom reports utilizing the Tyler Provided SQL server reporting services (SSRS) and Microsoft SQL Server Management Studio (SSMS). This resource will:
● Gather the business requirements from City departments ● Document and maintain the requirements in a consumable format ● Design, develop and test the reports
● Design, document and develop instructions, specifications, and supplemental report related deliverables; e.g. training guides
● Work directly with City of Oxnard to understand the individual reporting needs of the business
● Create and present reports to team members and stakeholders to support recommendations
● Participate in managing users, groups, folders and publishing reports using the central management console.
● Configure and manage database maintenance plans for update statistics, database integrity check, and backup operations.
● Create various SQL server objects; e.g. stored procedures, functions, and customer views as per the logic to be implemented.
● Ensure source control is maintained following the City of Oxnard’s guidelines. Maintain reporting integrity between ERP database environments via adherence to formal migration paths.
● Ensure proper change management /control processes are followed as established by the City of Oxnard. All the changes that are to be deployed in to production environment must follow the City IT change control process. This includes participation in the Change Advisory Board (CAB) approval process required prior to any production release. ● Ensure all the development work is stored in the city’s centralized, secure and controlled source repository on a daily basis. Versioning is to be tracked to differentiate between current production and previous production versions for potential rollback.

(continued)

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 497

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
7 SQL Reports Developer Summary and Forecast by Month

Resource Hourly Rate $150 / hr

Business Systems Analyst (Senior) #1, HR/Payroll – Full Time Business Systems Analyst (Senior) #2, Finance – Part Time up to 50% City of Oxnard would like to onboard a business systems analyst, who has a prior experience in implementing and supporting the Tyler Munis ERP Solution. City of Oxnard is seeking 2 resources; one of them will be dedicated to the Human Capital Management (HCM aka Human Resources/Payroll) phase of the ERP implementation, and other resource will be required to stabilize the financial phase of the ERP implementation. Analysts may support implementation and post-implementation business-technology scope. Below are some of the key responsibilities this resource will be performing:
● Create requirements and specifications for business solutions ● Conduct business analysis and research to identify key metrics and opportunities for improvement
● Develop processes and procedures to ensure business solutions meet strategic goals ● Ensure business processes are running in accordance with Agile methodologies ● Consult with key stakeholders to determine business objectives and critical success factors
● Collaborate with team members to collect, analyze, and evaluate information from multiple sources
● Present findings and primary solution recommendation, including alternative option(s) pros/cons, to stakeholders. Prepare guesstimates of level of effort and duration for a request’s approved solution approach.
● Write and document business requirements, functional requirements, and design specifications
● Work and consult with information technology professionals to design and develop a solution that achieves agreed-upon business outcomes
● Perform testing and develop use cases in partnership with City non-IT departments and IT. Testing may include unit, system, regression, parallel, user acceptance, etc. ● Track and triage department requests for all the application changes ● Monitor and work with non-IT department to prioritize the tickets ● Document risks and benefits, provide recommendations and options to achieve desired outcomes
● Prepare and present written deliverables at various stages of the systems development life cycle; e.g. SWAGs, recommendations, timelines, business requirements documents DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 498

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
8 (BRDs) or user stories, training material, cheat sheets, etc.

BSA Resource for Finance Summary

Resource Hourly Rate = $165 / hr

BSA Resource for HCM Summary

Resource Hourly Rate = $150 / hr

System Administrator

Kreative Core team is recommending a Full-time system Tyler System Administrator for this project. This report will work with IT and Business for the following key functions. 1)

1. Management of the Role Based Access Control for Munis, Tyler Hub, Cloud Admin, TCM, Tyler Cashiering

2. Perform System Admin functions for Munis, Tyler Identity, TCM, Tyler cashiering, etc.

3. Manage Tyler Deploy, Engage and administer multi-environment system maintenance plan

4. Manage the system testing and plan for the regular patching, scheduled upgrades, and emergency hotfixes, etc.

5. Create and maintain the City’s back-end automated and manually triggered batch jobs and schedules in Munis

6. Adhere to the fundamentals of the adopted security architecture framework

7. Make recommendations for changes based on new business requirements

8. Document the impact from of proposed changes to the configuration and perform assessment to identify & communicate the positive and negative impacts and risk to all impacted parties

9. Document baseline configuration and maintain the changes to the configuration based on the new business requirements

10. Ensure proper change management /control processes are followed as established by the City of Oxnard. All the changes that are to be deployed into the production environment DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 499

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
9 must follow the City IT change control process. This includes participation in the Change Advisory Board (CAB) approval process required prior to any production release.

11. Provide support for any Audit inquiries

12. Perform workflow administration on an ongoing basis.

13. Other application administrative functions as necessary

14. Manage Help desk Tickets, ensure defined SLAs are met

15. Work in collaboration with business and tyler to mitigate and deploy solutions

16. Provide system administration support during the human capital management implementation, such as configuration of the system, supporting interface development, implementation team technical support etc.

System Administrator Summary

Resource Hourly Rate = $125 / hr

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 500

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
10 EXHIBIT B
Organizational Change Management (OCM), Training, Development, Business Analysis and Testing Scope of Services

1. The following organizational change management (OCM) scope items will be undertaken for each phase of the project.

A. Sponsorship/Leadership alignment: Focuses on enabling leaders to accept and build ownership for change throughout the organization and provides the “glue” to sustain the change for the life of the project and beyond.

B. Identifying and enabling stakeholders: A process of identifying impacted groups, people (employees and contractors) and key organizational influencers at the project outset; grouping/ ranking them according to the level of anticipated changes to their daily work; and determining relevant strategies and tactics to engage them based on cultural realities and user preference.

C. Engagement and communications: A communication approach that focuses on developing and executing a comprehensive plan and activities to engage users at all levels of the organization; keeping them informed through timely multi-media communication and ensuring ongoing dialog for inclusion and feedback. This can include crafting intranet content and/or newsletters for regular distribution.

D. Participate in weekly status meetings, ERP Steering Committee meetings, and one- on-one department meetings – a multi-level approach that will identify, evaluate, and disseminate functional and policy change through a structured, recurring monthly process.

E. Shadow User Acceptance Testing sessions and to document Frequently Asked Questions and transform test cases and scripts into training documentation specific to the City.

F. Knowledge and learning: An educational approach that focuses on defining user roles for the new technology/process change and providing learning and training strategies to share knowledge and sustain the change; to include end user training for all departments. Also, provide advisory support at critical moments in the project and assist (or provide hands-on) creation of step-by-step user training guides to assist with system onboarding.

G. Success measures: Criteria defined at the project outset to measure users’ progress on the change journey and enable effective pre-and post-go-live activities to reinforce the change.

H. Perform assigned as-needed tasks and activities to support change management efforts throughout the current deployment. This also includes reporting the status of assignments to the City Project Manager on a weekly basis. Also, provide a level of effort report, so that the City can proactively manage the project budget. Although most project meetings may be remote (e.g., weekly status meetings), a plan for onsite time with City staff, especially during user training, may be required.

2. The following training and development items will be undertaken for each phase:

I. Develop a schedule to assess training needs
J. Consult with other trainers, managers, and leadership K. Conduct employee surveys and interviews
L. Track and compile collected data
M. Conceptualize training materials based on data and research DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 501

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
11 N. Creation of training plans including overall training strategy, recommended timelines and schedules, and evaluation/assessment creation and analysis O. Create training strategies, initiatives, and materials P. Administration and monitoring of course enrollment/attendance in Neogov, as needed Q. Documentation and creation of user guides, manuals, and job aids R. Curriculum and course development for end user training S. Creation of eLeaming resources (videos, courses)
T. Support training classes and other training activities U. Communicate training needs and online resources
V. Contact and utilize outside vendors and resources for instructional technology W. Test and review created materials
X. Maintain a database of all training materials
Y. Instruct employee training and onboarding
Z. Conduct training through new materials
AA. Review employee performance and learning
BB. Coordinate and monitor enrollment, schedules, costs, and equipment CC. Maintenance for Project FOX website, as needed
DD. System maintenance banners and communication of downtime to users EE. Monitoring, forwarding and responding to the Projectfox@ inbox, as needed FF. Drafting of email communication for review and approval for larger changes or noticing to users, as requested
GG. Creation and maintenance of end-user facing pages on the Project FOX website HH. Monitoring, forwarding and responding to the Projectfox@ inbox, as needed II. Development of Communication Strategy.

JJ. Program Branding, Positioning and Key Messages.

KK. Detailed Communication Activities Planning.

LL. Development and Delivery of Communication Material.

MM. Business Readiness Assessment Services.

3. The following business analysis scope items will be undertaken for each phase of the project:

NN. Lead the integration from business perspective with the Neogov team OO. Work with the team to design and test the integrations PP. Support designing, developing, and testing of the workflows, personal actions and other business processes
QQ. Document processes as necessary

4. The following testing scope items will be undertaken for each phase of the project:

RR. Creating detailed, comprehensive, and well-structured test plans and test cases SS. Estimating, prioritizing, planning, and coordinating quality testing activities TT. Liaise with internal teams to identify system requirements UU. Investigate the causes of non-conforming software and train users to implement solutions
VV. Develop and apply testing processes for new and existing products to meet client needs
WW. Assist business with testing the functional and system requirements XX. Assist with testing parallel testing
YY. Work collaboratively with business users and provide support ZZ. Work collaboratively with users and support help desk tickets.

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 502

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
12 EXHIBIT C
Project Work Items focused on the following areas.

PROJECT PHASE: ENERGOV
§ EnerGov Community development
§ EnerGov e-Reviews
§ EnerGov iG Workforce Apps
§ Tyler GIS
§ Code Enforcement management
§ EnerGov Business development
§ EnerGov Citizen Self -Service portal
§ EnerGov API toolkit

1. Develop Governance and Management Framework
a. Planning
b. Organizational Hierarchy

2. Solution Discovery
a. Requirements Gathering
b. Fact finding
c. Identify and assess gaps and opportunities.
d. Fit Gap Analysis
e. Planning considerations

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 503

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
13 3. Vision and Roadmap
a. Clarify vision for change with associated outcomes and benefits. b. Informed longer-term roadmap planning.

Project Deliverables

1. Governance and Management Framework
a. Organizational Chart
b. Roles and Responsibilities
c. RACI - responsible, accountable, communicate and inform – chart of responsibilities
d. Energov Program Charter
e. Energov Implementation Plan

2. Solution Discovery
a. Current state questionnaires
b. Business Requirement Document
c. Business Solution Concept (Current State)
d. Fit Gap Analysis
e. Technical Solution Concept
f. Data conversion document

3. Vision and Roadmap
a. Business Solution (Future State)

4. Current State Analysis report

5. Future State process flows

6. Technical Concept Solution diagram

(continued)
DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 504

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
14 PROJECT PHASE: EAM
I. Discovery Phase: Work Items

1. Project Kick Off

2. Participating departments identified.

1. Department Stakeholders identified.

2. Department SMEs and project resources identified.

3. End Users

3. Current State Questionnaire.

4. System demonstration.

5. Asset Management system needs.

1. What assets will be tracked.

2. What data needs to be tracked.

6. Work Order Management system needs.

1. Requesting and Servicing departments.

1. Chargeback considerations

1. What costs will be entered?

2. Preventative maintenance and inspections.

7. End User job responsibilities related to asset management and work order documentation.

8. Reporting needs

1. Assets

2. Work Orders

3. Requests

9. Citizen Engagement (311)

10. GIS

1. Which assets resided on the city’s GIS.

11. 3rd Party System Integrations

12. Department individual/unique needs.

Deliverables

1. Complete Current State Questionnaire.

2. Provide overview of current system usage.

3. Assess, Design and plan 3rd Party system integrations

4. EAM System demonstration

5. Current State Questionnaire assistance.

6. Business Requirements Document

7. Analysis and solutioning document

8. Discovery Phase project plan
DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 505

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
15 II. Implementation Phase – Work Items

1. Engage Tyler PM and Implementation Consultant (IC).

2. Planning of the project

3. Analysis – Current State/Future State.

4. Complete Code Workbooks

5. EAM System Configuration training.

1. EAM Setup Center

2. RBAC and Workflow

3. GIS configuration

4. Asset imports or conversions

6. Conversions (if needed)

7. EAM Process training

8. EAM User Acceptance

9. EAM End User training

10. Go Live

Deliverables

1. EAM project charter

2. EAM project plan and traceability of the project plan

3. Current State/Future State Analysis workbooks.

4. Completing code workbooks.

5. Code and asset imports.

6. Conversion data validation.

7. GIS configuration and testing.

8. EAM instructional documentation.

9. Training.

10. Go Live and Post Live support.

(continued)

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 506

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
16 PROJECT PHASE: UTILITY BILLING
I. Discovery Phase: Work Items

13. Project Kick Off

14. Participating departments identified.

1. Department Stakeholders identified.

2. Department SMEs and project resources identified.

3. End Users

15. Current State Questionnaire.

16. System demonstration.

17. Utility Billing systems assessment.

18. Work Order Management system needs.

1. Requesting and Servicing departments.

2. Chargeback considerations

3. What costs will be entered?

4. Preventative maintenance and inspections.

18. End User job responsibilities related to asset management and work order documentation.

19. Reporting needs

1. Assets

2. Work Orders

3. Requests

20. Citizen Engagement (311)

21. GIS

1. Which assets resided on the city’s GIS.

22. 3rd Party System Integrations

23. Department individual/unique needs.

Deliverables

1. UB System demonstration

2. Current State Questionnaire.

3. Business Requirements documentation.

4. Analysis and Solution Design documentation

5. Discovery Phase project plan
DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 507
Agreement No.

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

Agreement No. 9431-21-FN

PART 2: PCI DATA SECURITY STANDARDS GAP ASSESSMENT AND ADVISORY

SERVICES

1. Objectives

The goal of this engagement is to provide PCI and cybersecurity advisory services, as well as to perform an assessment of the City’s payment card environment, identify issues precluding compliance with the Standard, and assist the City with the completion of necessary validation documentation required for an entity classified as a Merchant.

2. Description of Work and Scope

This section provides a description of services, scope of activity, and support requirements associated with the services.
● Consultant will work as the City’s security advisor to help identify any security and compliance concerns with solution offerings and payment workflows. ● Since City has already made some progress on its PCI compliance journey, Consultant will review the Apptega portal for useful artifacts.
● Consultant will collaborate with the City to gain a clear understanding of its business model to determine the organization’s critical assets as they pertain to payment card information and processes. This will include:
- Review of business processes and payment acceptance channels (including determining merchant IDs, merchant levels, and applicable PCI SAQs - Assist in identifying opportunities to transfer PCI risk (if reasonable) - Review of payment data flows
- Review of documentation, including policies, standards, and dataflow diagrams as applicable
- Review of critical technologies and platforms supporting the cardholder data environment (“CDE”)
- Review of people, roles, and access controls accessing the CDE - Review of third parties and service providers impacting City’s cardholder data environment
- Review of security monitoring operations
● Consultant will provide feedback pertaining to strategies, architecture, and systems from both a PCI qualified security assessor (QSA) perspective as well as from a security industry standard practices perspective.
● Consultant will provide PCI subject matter consulting as requested by the City to assist and provide appropriate responses for the PCI SAQ applicable to the scope of the CDE. ● Consultant will provide a block of advisory hours to provide security advisory services on an as-needed basis. Consultant shall not bill these hours unless initiated by City staff in writing.

3. Assessment Activities

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 508

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
18 As an authorized qualified security assessor (QSA), Consultant will conduct a full review of the level of detail required in PCI Security Standards Council’s Self-Assessment Questionnaire (SAQ) Reporting Instructions to assess and report on the City’s compliance with the PCI Standard. Applicable control areas of the PCI Standard will be covered, and a SAQ in the required format will be developed and delivered at the conclusion of the engagement.

Assessment activities will include a combination of high-level technical reviews and observations, interviews with key stakeholders, and review of supporting documentation to identify potential areas of non-compliance with the Data Security Standard.

4. Coordination, Planning and Project Meetings

Consultant shall hold a project initiation meeting (kick-off meeting) and shall address the following topics:

● Introduce key people.
● Exchange contact information (for regular reporting and emergencies) ● Review scope of services
● Review communication, notification, and issue escalation procedures and escalation points of contact
● Discuss the involvement of City’s technical staff in the project for the purpose of knowledge transfer and security.

For the duration of the engagement, Consultant will conduct status meetings. The frequency of the status meetings will be determined at the kick-off meeting.

5. Anticipated Schedule

All work on this exhibit is anticipated to last four weeks.

6. Deliverables

Consultant will assist the City with the determination of validation type and will assist with the completion of compliance activities and appropriate validation documentation. This includes:
● Self-Assessment Questionnaire(s) for Merchants (validation type and levels TBD) ● Remediation roadmap
● PCI scoping documentation
● Attestation(s) of Compliance
● If applicable, assisting the City with determining scope and requirements for approved scanning vendors (ASV) scans and other technical requirements (please note, performing ASV scanning is not included within the scope of this assessment).

Additionally, Consultant will provide a block of hours for advisory services on an as-needed basis to assist the City with questions related to cybersecurity, PCI compliance, scope reduction, and related security controls. Key findings will be provided verbally, via email, via a finding’s matrix, or as a management memo as appropriate.

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 509

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
19 Any application code, documentation, and/or presentations developed under this SOW will be in English.

PART 3: ACTIVE DIRECTORY SECURITY REVIEW SERVICES

The following exercises will be conducted as part of the Client’s delivery of an Active Directory security review offering:

1. Review of current AD domain security structure for elevated permissions

2. Review of current Azure AD domain(s) structure, synchronization, SSO, Conditional Access Policies, and privileged identity management.

3. Review and document native elevated groups to determine how these groups are used by Client Organization

4. Review and document Client Organization specific elevated groups to determine how these groups are used by Client Organization

5. Review and document OU structure with a security viewpoint.

6. Review and document Group Policy security

7. Review and document how Client Organization IT user amount verification and password changes for users

8. Interview Client Organization personnel as required.

9. Collaborate throughout all phases of the engagement (Planning and Preparation/Kickoff; Reconnaissance; Identity Requirements; Record Current Configuration; Expert Review; Recommendations; Reporting; and Client Support) with the Clients assigned technical resources to the engagement toward a seamless project experience.

The scope of services will encompass a full health check and security analysis of 4 AD DS forests.

Deliverables

At a high level, KCT will be provide Client with the following set of key deliverables:

1. Review available client documentation.

2. Interview key stakeholders.

3. Document client system, environment, and processes at a highly detailed level.

4. Provide recommendations to improve cyber resilience of client’s hybridized AD environment.

5. Prepare report incorporating findings and recommendations. The report will include the following sections:
a. Executive Summary: a high-level summary outlining the findings as well as respective risks to the organization, and recommended safeguards or remediation activities in a format suitable for an executive team.
b. Methodology: a brief overview of our Active Directory Security Review methodology and how it was used in the context of this assessment.
c. Findings and Recommendations Summary: a table summarizing our recommendations with an associated level of risk.
d. Detailed Findings and Recommendations: Recommendations for the reviewed systems, matching the Client’s needs and mapping to IT-specific roles; recommendations that cover the long-term usage of service accounts for specific applications and services; and DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 510

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
20 final suggestions based upon any undefined findings. e. Appendix: The appendix may contain a list of inactive user accounts, a list of users in domain admins group, a list of nested groups, screenshots, list of staff interviews, or any additional information based on KCT’s discovery findings.

6. Create a statement of work for remediation activities based on recommendations.

7. Present findings to the Client Organization along with the high-level implementation recommendations.
.

Work Plan
Below is the evaluated list of all the critical and non-critical modules that will be implemented.

The goal of the success of the implementation will be to successfully roll out the critical modules as listed below.

# Phase Activities Milestones
1 Planning and Preparation Client kick-off meeting Assessment Plan and Schedule
2 Reconnaissance Review documentation on
system process and security
objectives and controls
required by the Client.
- Interim report on
critical process or
control issues, as
required.
- Update findings report
3 Identify Requirements Interview key stakeholders.

Detailed documentation of
system, environment, and
processes
Update findings report
4 Review Thorough review of the AD
security environment
findings
Compare configurations to
industry best practice and
identified security
requirements.

Update findings report
5 Recommendations From the review, document
recommendations for
change
Draft list of
recommendations
for change
6 Report A final report is compiled
with all findings and
recommendations
Distribute the final report.

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 511

AGREEMENT FOR PROFESSIONAL SERVICES (V01/29/15)
21 Agreement No. 9431-21-FN

RATES AND COSTS AS OF JANUARY 1, 2024, EXHIBIT

Consultant shall provide one invoice every two weeks per phase with all labor and materials supported with approved timecards. Consultant shall track time at lowest of 1⁄4 hour increments.

Project Management
Snr Project Manager Andy Bhatnagar: $175.00 per hour Project Manager - Core Financials, HCM $125.00 per hour Project Manager - EnerGov, EAM, Time and Attendance $160.00 per hour

IT On-Call Support
Reports Developer $150.00 per hour
Business Systems Analyst - HCM $150.00 per hour
Senior Business Systems Analyst - Core Fin $165.00 per hour Systems Administrator $125.00 per hour

Training and Development/OCM
Project Manager $160.00 per hour

Cybersecurity and PCI advisory services
Fixed price portion $20,000
Cybersecurity and PCI advisory services $300.00 per hour

Active Directory Security Review Services
Infrastructure Security Architect $225.00 per hour

Reasonable travel expenses will be reimbursed not to exceed $4,000 per trip, per person, and subject to per approval by City Project Manager(s). All expenses shall be supported with receipts and airline tickets shall be reimbursed at economy class only, and car and hotels shall be reimbursed at reasonable local rates as supported by appropriate receipts.

As of December 31, 2023, $2,969,078 has been consumed contract value. The projected contract expenditures per module going forward (which can be moved from module to module with written approval by both parties) is as written below:

Spent as of 12/31/23
Core Financials $627,144
HCM, Time&Att $767,982
Energov, EAM, UB $346,323
IT Support $1,082,963
Training/OCM $144,666
Total $2,969,078

In any case, the total amount spent shall not exceed the contractual total.

DocuSign Envelope ID: A7403EBC-03ED-4E20-B4A1-B8DE95B996BB 512
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ERP Annual Report and Eighth Amendment to Agreement with Kreative Core TechnologiesCity Council February 17, 2026Presented by:Javier Chagoyen-Lazaro, City of OxnardChief Financial Officer 558
Recommendation2That the City Council1. Approve and authorize the Mayor to execute a Ninth Amendment to the Professional Services Agreement with Kreative Core Technologies, Inc. (9431-21-FN) in the amount of $11,490,000 for a new not to exceed contract amount of $21,510,000, and to extend the term to December 30, 2028, for project management services related to the discovery, documentation, implementation, stabilization, and ongoing IT support of all phases of the City’s Multi-year enterprise resource planning (ERP) implementation, as well as some additional IT non-ERP Projects. 2. Approve an appropriation in the amount of $2,500,000 from the General Fund (101) available fund balance to fund the project C2034 ERP Implementation in FY 2025-26, and authorize the corresponding transfers for the project budget.3. Receive and file the ERP system annual report. 559
BACKGROUND3•ERP PROJECT•Core Financials•Human Capital Management (HCM)•HR, Timekeeping & Payroll, 1,700+ employees•Planning, Permitting and Licensing (EPL)•Enterprise Asset Management (EAM)•Utility Billing 560
ERP Timeline Summary•2019 City selected Tyler software•2019 City issued $6.9M bonds to fund first phase•2019 City engaged KCT to assess implementation•2021 City expanded KCT role to project management•2022 Financial module complete•2025 Human Capital Management complete•2026 EPL and EAM go live•2028 Utility Billing go live DISCUSSION4
561
ERP Project Cost•Cost incurred as of December 31, 2025 is $14.4 million•New total estimated is $25.4 Million, an increase of $5.2million from last estimate in April 2024, due to:•Complexity payroll requirements•Complexity business and licenses fee structures and data conversion.•Staff turnover during implementation•Change Management & Training requirements•Additional scope•Added contingency $1.5 million for Utility Billing implementation.

DISCUSSION5
562
ANNUAL UPDATE6Module Purpose Status Go-LiveCore FinancialsAccounting & purchasing✅LiveOct 2022Payroll (HCM) HR & payroll✅LiveJan 2025Permits (EPL) Permits & licenses🔄In progressMay 2026Public Works (EAM) Assets & maintenance🔄In progressMay-Jul 2026Utility Billing Water, ER & Sewer bills⏳Not started2028Vendor Portal Vendor self-service⏳Future2027 563
Key partners•Tyler Technologies•Software provider•Kreative Core Technologies (KCT)•Implementation support •Production support7 Contract Partner Implementation ProductionNon-ERPTotal CostsKCT$18.12 $3.21 $0.07 $21.51Tyler$ 7.27 $3.65 $ -- $10.91Total$25.39 $6.96 $0.07 $32.42

DISCUSSION
$ Million
564
•Kreative Core Contract Breakdown8KCT Only costsActual Costs Project to Date, as of December 31, 2025Forecasted Costs thru end of implementation –forecasted till December 30, 2028Total CostsFY2026 FY2027 FY2028 FY2029 ContingencyKCT Project Management$ 4,389,138 $ 769,866 $ 986,876 $ 831,275 $ 127,575 $ 482,121 $ 7,586,851 KCT IT Implementation Costs$ 3,836,813 $ 1,111,848 $ 2,367,939 $ 1,604,550 $ 271,350 $ 1,046,177 $ 10,238,677 KCT IT Production Support$ 978,261 $ 391,929 $ 1,186,175 $ 690,294 $ 366,900 $ - $ 3,613,559 KCT - Non-ERP Scope$ 66,294 $ - $ - $ - $ - $ - $ 66,294 Total$ 9,270,506 $ 2,273,643 $ 4,540,990 $ 3,126,119 $ 765,825 $ 1,528,298 $ 21,505,381

DISCUSSION
565
Recommendation9That the City Council1. Approve and authorize the Mayor to execute a Ninth Amendment to the Professional Services Agreement with Kreative Core Technologies, Inc. (9431-21-FN) in the amount of $11,490,000 for a new not to exceed contract amount of $21,510,000, and to extend the term to December 30, 2028, for project management services related to the discovery, documentation, implementation, stabilization, and ongoing IT support of all phases of the City’s Multi-year enterprise resource planning (ERP) implementation, as well as some additional IT non-ERP Projects. 2. Approve an appropriation in the amount of $2,500,000 from the General Fund (101) available fund balance to fund the project C2034 ERP Implementation in FY 2025-26, and authorize the corresponding transfers for the project budget.3. Receive and file the ERP system annual report. 566
10 Questions / Discussion
567