Agenda packet — Oxnard City Council, April 7, 2026 (part 2 of 3)

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

SUBMIT IN DUPLICATE
ENDORSEMENT NO.

ISSUE DATE (MM/DD/YY)
PRODUCER POLICY INFORMATION:

Insurance Company:

Policy No.:

Policy Period: (from) (to)
LOSS ADJUSTMENT EXPENSE  Included in Limits
 In Addition to Limits
Telephone:  Deductible  Self-Insured Retention (check which) of $ with an Aggregate of $ applies to
coverage.  Per Occurrence  Per Claim (which) NAMED INSURED APPLICABILITY. This insurance pertains to the operations, products and/or tenancy of the named insured under all written agreements and permits in force with the City unless checked here  in which case only the following specific agreements and permits with the City are covered:

CITY AGREEMENTS/PERMITS

TYPE OF INSURANCE OTHER PROVISIONS
 COMMERCIAL AUTO POLICY
 BUSINESS AUTO POLICY
 OTHER

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

Name:

Address:

Telephone: ( )

$ per accident, for bodily injury and property damage.

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

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

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

3. SEVERABILITY OF INTEREST. This insurance applies separately to each insured against whom claim is made or suit is brought except with respect to the co mpany’s limits of liability.

The inclusion of any person or organization as an insured shall not affect any right which such person or organization would have as a claimant if not so included.

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

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

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

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

ENDORSEMENT HOLDER

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

AUTHORIZED REPRESENTATIVE
 Broker/Agent  Underwriter 

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

Signature
(original signature required)
Telephone: ( ) Date Signed
Rev. 1/26 INS-A.doc
195
Agreement No.32600343

pg. 30

EXHIBIT D

PROFESSIONAL SERVICES AGREEMENT
(CITY of Oxnard and Environmental Science Associates)

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 Consultant/Professional Servic es contracts that may be governed by the Living Wage Policy.

A. Consultant shall compensate any employee of Consultant who provides Services under this Agreement in accordance with the Living Wage Policy, attached hereto and incorporated herein by referen ce as the Living Wage Policy Exhibit. While this Agreement is in effect, Consultant 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, Consultant shall provide to such employee no less than 96 hours of paid leave per calendar year.

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

D. In addition, if Consultant fails to comply with the Living Wage Policy in any manner, Consultant 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. Consultant shall pay such fine and penalty within fifteen (15) calendar days after the City Manager or designee provides written notice to Consultant of the amount owed.

196
Agreement No.32600343

pg. 31

CITY OF OXNARD LIVING WAGE REQUIREMENTS
EFFECTIVE JULY 1, 2024

Consultant shall compensate any employee of Consultant 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, Consultant shall pay such employee no less than $20.06 per h our 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, according to the percentage change in the Consumer Price Index, all items, prepared by the Bureau of Labor Statistics for the Los Angeles area relating to all urban consumers (CPI-U), index base 1982-84=100, comparing May of the previous year to May of the current year. In addition, while this Agreement is in effect, Consultant shall provide to such employee no less than 96 hours of paid leave per calendar year.

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

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

c. In addition, if Consultant fails to comply with the Living Wage Policy in any manner, Consultant 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. Consultant shall pay such fine and penalty within fifteen (15) calendar days after the City Manager or designee provides written notice to Consultant of the amount owed.

197

CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.3

DATE: April 7, 2026

TO: City Council

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

SUBJECT: Monthly Investment Report for the period ending February 28, 2026.

RECOMMENDATION

That the City Council receive and file the monthly investment report. This is an information item.

(This item did not originate in Committee.)

BACKGROUND

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

DISCUSSION:

The City’s total cash and investment position as of February 28, 2026 was $501.6 million, with $31.2 million in cash accounts and $470.4 million in investments, as summarized in the table below. A security was called the last day of the month and was reinvested at the beginning of March.

198
Statutory Compliance

All investment transactions have been executed in conformance with the City’s Investment Policy and the California Government Code. The table below represents the City’s investment portfolio as of February 28, 2026, by authorized investment and duration, for a total portfolio amount of $470.4 million.

Portfolio Trends

The cash and investment position, as of February 28, 2026, increased by $0.2 million compared with the prior month. The trend for the cash and investment position is represented in the following chart.

The California Government Code and the City’s investment policy define the eligible investments that the City can purchase to allocate surplus funds. Attachment #1 summarizes the City’s investment portfolio by investment type. The individual investments included under each investment type are included in Attachment #2.

The chart below represents the City’s investment portfolio classified by days until maturities from February 28, 2026.

Pooled investments in LAIF, CAMP and Ventura County Investment Pooled provide immediate liquidity to support cash flow needs of the City, and are included in the maturity group 0 to 30 days.

199

The City’s average return on investment for the month January was 3.43%, LAIF average monthly effective yields for the same period was 3.87%. The City holds investments until maturity, and will evaluate reinvestment options based on market conditions and liquidity needs as those funds became available for investing in the upcoming months.

The next chart represents the City’s average return on investments, alongside with three-year Treasury bill and the LAIF Pooled Monthly Investment Account (PMIA) average Monthly Effective Yields, as benchmarks for the City’s portfolio.

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Attachment 1 - 260407 City of Oxnard Portfolio Summary Statistics

2. Attachment 2 - 202602 Investment report

200
City of Oxnard
City of OxnardPortfolio Summary StatisticsSorted by FundFebruary 28, 2026Par Value Book Value Market Value% of thePortfolio WAMInterestWACAccruedYTM YTW Unrealized G/LMarketInvestment TypePrice195,841,513.44 195,841,513.44 195,841,513.44California Asset Mgmt Program389,516.471 0 3.830 3.8300.0041.55 0.00053,374,716.75 53,374,716.75 53,374,716.75County Investment Pool355,100.201 0 4.130 4.1300.0011.33 0.000129,225,000.00 129,079,498.39 128,341,976.18Federal Agency Coupon 812,557.73408 57 2.428 2.441-737,522.2127.39 99.31775,000,000.00 75,000,000.00 75,000,000.00Local Agency Investment Funds473,114.381 0 3.871 3.8710.0015.91 0.00013,000,000.00 12,999,903.45 12,850,968.00Medium Term Notes 49,222.201320 1.314 1.314-148,935.452.76 98.8545,000,000.00 4,995,126.07 5,015,780.00Treasury Coupon Securities68,939.922440 4.277 4.27720,653.931.06 100.316Report Totals:100 %471,441,230.19 471,290,758.10 470,424,954.372,148,450.90119 57 3.422 3.425-865,803.7330.991 Portfolio COOACRun Date: 03/24/2026 - 20:54 PS (PRF_PS) 7.3Report Ver. 7.3.11 201
Investment report
for the month Ended in February 28, 2026
City of Oxnard

Javier Chagoyen-Lazaro Date
Chief Financial Officer
City of Oxnard
Investments have been made in compliance with California Government Code and in accordance with the City's Investment Policy.

SYMPRO provides the market value for negotiable instruments held in safekeeping included in this report. For investments not held by the City's custodian, market values are obtained from individual monthly statements. Based on analysis of cash receipts, expenditures, and daily cash flows, it is projected that revenues and investment liquidity are sufficient to meet expenditure requirements for the next six months.

All Investment transactions have been exectured in accordance with the criteria stated in the City's Investment Policy (Resolution No. 15,994) adopted by the City Council held on July 1, 2025 03/17/2026
202
City of Oxnard
Cash and Investment Summary
Month Ended
February 28, 2026
Cash and Investment Position February 2026
Cash
Bank of America General Account 24,360,351.12 $
Bank of America Successor Agency Account 6,777,441.91
Bank of America Citations Account 46,210.58
Bank of America Golf Course Account -
31,184,003.61
Investments
Local Agency Investment Fund (LAIF) 75,000,000.00
Ventura County Investment Pool (VCIP) 53,374,716.75
CAMP 195,841,513.44
Certificates of Deposits -
Bank Notes -
Municipal Bonds -
Federal Agency -
Supra-National Agency Bonds * -
Medium Term Notes * 12,850,968.00
U.S. Treasury Notes * 5,015,780.00
U.S. Government Sponsored Entities * 128,341,976.18
Total Investments 470,424,954.37
Total Cash and Investments 501,608,957.98 $
* Market Value
203
Investment Portfolio Detail
Fiscal Year 2025 - 2026
February 1 - February 28, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date California Asset Mgmt Program
CAMP Caliifornia Asset Management P 12/1/ 2025 195,841,513.44 195,841,513.44 195,841,513.44 3.830 1 3.830 Ventura County Investment Pool 53,374,716.75 53,374,716.75 53,374,716.75 4.130 1 4.130 31422XAS1 Farmer Mac 3/2/2021 1,000, 000.00 1,000,000.00 1,000,000.00 0.610 1 0.610 3/2/2026 3133ERP70 Federal Farm Credit Bank 12/ 31/2024 10,000,000.00 10,146,450.00 9,992,501.12 4.250 666 4.294 12/27/2027 3133ERN31 Federal Farm Credit Bank 1/ 16/2025 5,000,000.00 5,028,185.00 4,989,205.30 4.340 662 4.468 12/23/2027 3133ETJH1 Federal Farm Credit Bank 5/ 29/2025 5,000,000.00 5,006,695.00 5,000,000.00 4.600 1,185 4.600 5/29/2029 3133ENBK5 Federal Farm Credit Bank 10/20/2021 1,000,000.00 984,203.00 1,000,000.00 1.140 233 1.140 10/20/2026 3130AQKJ1 Federal Home Loan Bank 1/28/2022 1,000,000.00 983,242.00 1,000,000.00 1.700 333 1.700 1/28/2027 3130AQPD9 Federal Home Loan Bank 2/17/2022 1,000,000.00 985,099.00 1,000,000.00 2.000 353 2.000 2/17/2027 3130AQPD9 Federal Home Loan Bank 2/17/2022 1,000,000.00 985,099.00 1,000,000.00 2.000 353 2.000 2/17/2027 3130AQSM6 Federal Home Loan Bank 2/25/2022 1,000,000.00 985,315.00 1,000,000.00 2.050 361 2.050 2/25/2027 3130AQRH8 Federal Home Loan Bank 2/25/2022 1,000,000.00 985,003.00 1,000,000.00 2.000 361 2.000 2/25/2027 3130AQRK1 Federal Home Loan Bank 2/25/2022 1,000,000.00 985,124.00 1,000,000.00 2.030 361 2.030 2/25/2027 3130AQYG2 Federal Home Loan Bank 2/28/2022 1,000,000.00 989,495.00 1,000,000.00 2.500 361 2.493 2/25/2027 3130AQX65 Federal Home Loan Bank 3/4/2022 2,000,000.00 1,974,194.00 2,000,000.00 2.250 368 2.250 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,000,000.00 986,656.00 1,000,000.00 2.200 368 2.200 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,000,000.00 986,656.00 1,000,000.00 2.200 368 2.200 3/4/2027 3130AQVH3 Federal Home Loan Bank 3/4/2022 1,300,000.00 1,282,652.80 1,299,213.50 2.200 368 2.264 3/4/2027 3130AQX65 Federal Home Loan Bank 3/4/2022 2,700,000.00 2,665,161.90 2,699,455.50 2.250 368 2.271 3/4/2027 3130AR2D2 Federal Home Loan Bank 3/10/2022 1,000,000.00 999,953.00 1,000,000.00 3.500 374 3.034 3/10/2027 3130ARAX9 Federal Home Loan Bank 3/30/2022 1,000,000.00 993,037.00 1,000,000.00 3.000 389 3.000 3/25/2027 3130ARDV0 Federal Home Loan Bank 4/8/2022 1,000,000.00 994,060.00 1,000,000.00 3.000 389 3.000 3/25/2027 3130APN43 Federal Home Loan Bank 12/31/2024 10,000,000.00 9,906,800.00 9,875,009.94 2.250 240 4.250 10/27/2026 3130B6EY8 Federal Home Loan Bank 5/ 29/2025 5,000,000.00 5,003,505.00 4,999,626.75 4.400 813 4.403 5/22/2028 3130B6HM1 Federal Home Loan Bank 5/29/2025 5,000,000.00 5,003,875.00 5,000,000.00 4.520 1,185 4.520 5/29/2029 3130ALFS8 Federal Home Loan Bank 3/10/2021 1,000,000.00 999,344.00 1,000,000.00 0.800 9 0.800 3/10/2026 3130ALDN1 Federal Home Loan Bank 3/16/2021 1,000,000.00 998,876.00 1,000,000.00 0.800 15 0.800 3/16/2026 3130ALDN1 Federal Home Loan Bank 3/16/2021 1,000,000.00 998,876.00 1,000,000.00 0.800 15 0.800 3/16/2026 3130ALGB4 Federal Home Loan Bank 3/17/2021 1,000,000.00 998,787.00 1,000,000.00 0.800 16 0.800 3/17/2026 3130ALGJ7 Federal Home Loan Bank 3/23/2021 975,000.00 973,128.98 975,000.00 1.000 22 1.000 3/23/2026 3130ALGC2 Federal Home Loan Bank 3/23/2021 1,000,000.00 998,323.00 1,000,000.00 0.875 22 0.875 3/23/2026 3130ALLN2 Federal Home Loan Bank 3/24/2021 2,000,000.00 1,997,168.00 2,000,000.00 1.500 23 0.871 3/24/2026 3130AM2F8 Federal Home Loan Bank 4/29/2021 1,000,000.00 995,781.00 1,000,000.00 1.125 59 1.125 4/29/2026 3130AM4L3 Federal Home Loan Bank 4/29/2021 1,000,000.00 995,944.00 1,000,000.00 1.250 59 1.100 4/29/2026 3130AMJH6 Federal Home Loan Bank 5/26/2021 1,000,000.00 993,656.00 1,000,000.00 1.050 86 1.050 5/26/2026 3130AML42 Federal Home Loan Bank 5/27/2021 1,000,000.00 993,932.00 1,000,000.00 1.200 87 0.957 5/27/2026 County Investment Pool
Federal Agency Coupon Securities
Pooled Investments
204
Investment Portfolio Detail
Fiscal Year 2025 - 2026
February 1 - February 28, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 3130AMM41 Federal Home Loan Bank 6/16/2021 5,000,000.00 4,960,865.00 5,000,000.00 1.000 107 1.000 6/16/2026 3130AMPT3 Federal Home Loan Bank 6/23/2021 5,000,000.00 4,959,295.00 5,000,000.00 1.030 114 1.030 6/23/2026 3130AMYP1 Federal Home Loan Bank 7/15/2021 3,000,000.00 2,971,059.00 3,000,000.00 1.125 136 1.125 7/15/2026 3130ANWH9 Federal Home Loan Bank 9/24/2021 1,000,000.00 985,950.00 1,000,000.00 1.080 198 1.080 9/15/2026 3130APB87 Federal Home Loan Bank 10/13/2021 1,000,000.00 984,387.00 1,000,000.00 1.100 226 1.100 10/13/2026 3130APB87 Federal Home Loan Bank 10/13/2021 1,000,000.00 984,387.00 1,000,000.00 1.100 226 1.100 10/13/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,772.00 1,000,000.00 1.050 228 1.050 10/15/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,772.00 1,000,000.00 1.050 228 1.050 10/15/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,772.00 1,000,000.00 1.050 228 1.050 10/15/2026 3130AP3X1 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,710.00 999,962.67 1.040 228 1.046 10/15/2026 3130AP5A9 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,772.00 1,000,000.00 1.050 228 1.050 10/15/2026 3130AP3X1 Federal Home Loan Bank 10/15/2021 1,000,000.00 983,710.00 1,000,000.00 1.040 228 1.040 10/15/2026 3130APAY1 Federal Home Loan Bank 10/21/2021 3,000,000.00 2,950,938.00 3,000,000.00 1.100 234 1.100 10/21/2026 3130APBF1 Federal Home Loan Bank 10/22/2021 1,000,000.00 984,083.00 1,000,000.00 1.150 235 1.150 10/22/2026 3130APBF1 Federal Home Loan Bank 10/22/2021 2,000,000.00 1,968,166.00 2,000,000.00 1.150 235 1.150 10/22/2026 3130APHT5 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,967,508.00 2,000,000.00 1.200 239 1.200 10/26/2026 3130APC45 Federal Home Loan Bank 10/26/2021 1,000,000.00 983,846.00 1,000,000.00 1.180 239 1.180 10/26/2026 3130APHT5 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,967,508.00 1,999,869.44 1.200 239 1.210 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 1,000,000.00 984,298.00 1,000,000.00 1.250 239 1.250 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 2,000,000.00 1,968,596.00 2,000,000.00 1.250 239 1.250 10/26/2026 3130APCX1 Federal Home Loan Bank 10/26/2021 1,000,000.00 984,298.00 1,000,000.00 1.250 239 1.250 10/26/2026 3130APG82 Federal Home Loan Bank 10/28/2021 1,000,000.00 992,708.00 1,000,000.00 2.000 241 1.264 10/28/2026 3130APHV0 Federal Home Loan Bank 10/28/2021 2,000,000.00 1,967,446.00 2,000,000.00 1.180 241 1.180 10/28/2026 3130APDQ5 Federal Home Loan Bank 10/28/2021 1,000,000.00 984,420.00 1,000,000.00 1.250 241 1.250 10/28/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 983,410.00 1,000,000.00 1.250 254 1.250 11/10/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 983,410.00 999,654.17 1.250 254 1.302 11/10/2026 3130APKQ7 Federal Home Loan Bank 11/10/2021 1,000,000.00 983,410.00 1,000,000.00 1.250 254 1.250 11/10/2026 3130APLP8 Federal Home Loan Bank 11/16/2021 1,000,000.00 984,078.00 1,000,000.00 1.375 260 1.375 11/16/2026 3130APLP8 Federal Home Loan Bank 11/16/2021 1,000,000.00 984,078.00 1,000,000.00 1.375 260 1.375 11/16/2026 3130APL37 Federal Home Loan Bank 11/16/2021 1,000,000.00 984,132.00 1,000,000.00 1.400 260 1.400 11/16/2026 3130APNK7 Federal Home Loan Bank 11/18/2021 1,000,000.00 983,588.00 1,000,000.00 1.375 262 1.375 11/18/2026 3130APPZ2 Federal Home Loan Bank 11/23/2021 1,000,000.00 984,711.00 1,000,000.00 1.500 267 1.500 11/23/2026 3130AQ3T8 Federal Home Loan Bank 12/23/2021 1,000,000.00 986,994.00 1,000,000.00 2.000 297 1.641 12/23/2026 3130AQAB9 Federal Home Loan Bank 12/30/2021 1,250,000.00 1,230,802.50 1,250,000.00 1.625 304 1.625 12/30/2026 3134GXQF4 Federal Home Loan Mtg Corp 4/13/2022 1,000,000.00 995,375.00 1,000,000.00 3.250 408 3.250 4/13/2027 3134HBSZ5 Federal Home Loan Mtg Corp 6/4/2025 5,000,000.00 5,001,445.00 5,000,000.00 4.550 1,191 4.550 6/4/2029 LAIF LAIF 75,000,000.00 75,000,000.00 75,000,000.00 3.871 1 3.871 06048WL99 Bank of America 5/14/2021 1,000,000.00 994,362.00 1,000,000.00 1.400 74 1.400 5/14/2026 06048WL99 Bank of America 5/14/2021 2,000,000.00 1,988,724.00 2,000,000.00 1.400 74 1.400 5/14/2026 06048WL99 Bank of America 5/14/2021 2,000,000.00 1,988,724.00 2,000,000.00 1.400 74 1.400 5/14/2026 Local Agency Investment Funds
Medium Term Notes
205
Investment Portfolio Detail
Fiscal Year 2025 - 2026
February 1 - February 28, 2025
CUSIP / Investment # Issuer Purchase Date Par Value Market Value Book Value Stated Rate Days to Maturity YTM/C Maturity Date 06048WM64 Bank of America 7/12/2021 1,000,000.00 987,180.00 999,903.45 1.200 116 1.231 6/25/2026 06048WM72 Bank of America 7/30/2021 1,000,000.00 985,902.00 1,000,000.00 1.200 151 1.200 7/30/2026 06048WP20 Bank of America 9/24/2021 1,000,000.00 984,829.00 1,000,000.00 1.250 207 1.250 9/24/2026 06048WP20 Bank of America 9/24/2021 1,000,000.00 984,829.00 1,000,000.00 1.250 207 1.250 9/24/2026 17290A2M1 Citi Bank 7/21/2021 1,000,000.00 989,288.00 1,000,000.00 1.400 142 1.400 7/21/2026 38150AH99 Goldman Sachs 8/17/2021 1,000,000.00 983,952.00 1,000,000.00 1.350 169 1.350 8/17/2026 48128G4X5 JP Morgan 8/30/2021 1,000, 000.00 981,589.00 1,000,000.00 1.200 180 1.200 8/28/2026 48128G4X5 JP Morgan 8/30/2021 1,000, 000.00 981,589.00 1,000,000.00 1.200 180 1.200 8/28/2026 91282CLS8 U.S. Treasury 11/26/2024 5, 000,000.00 5,015,780.00 4,995,126.07 4.125 244 4.277 10/31/2026 $471,441,230.19 $470,424,954.37 $471,290,758.10
Treasury Coupon Securities
206
Monthly Investment Activities
Investment Purchases
No Date Transaction CUSIP Investment Security Type Par Amount Investment
Yield to
Maturity
Maturity
2/24/2026 Purchase CAMP 35,000,000.00
2/25/2026 Purchase CAMP 10,000,000.00
Total Purchases 45,000,000.00$
Investment Maturities, Calls & Sales
No Date Transaction CUSIP Investment Security Type Par Amount Investment
Yield to
Maturity
Maturity
2/8/2026 Maturit y 037833EB2 Apple Inc. 1,000,000.00 0.7 2/8/2026 2/9/2026 Maturit y 3130AKTJ5 Federal Home Loan Bank 2,000,000.00 0.54 2/9/2026 2/9/2026 Maturit y 3130AKVA1 Federal Home Loan Bank 2,000,000.00 0.75 2/9/2026 2/9/2026 Maturit y 3130AKWD4 Federal Home Loan Bank 2,000,000.00 0.75 2/9/2026 2/12/2026 Maturit y 3130AKVR4 Federal Home Loan Bank 1,000,000.00 0.55 2/12/2026 2/15/2026 Call 48133MAB6 JP Morgan 1,000,000.00 4.2 8/13/2027 2/19/2026 Call 3130B4B42 Federal Home Loan Bank 5,000,000.00 4.625 12/23/2027 2/19/2026 Call 3130B6J98 Federal Home Loan Bank 5,000,000.00 4.5 5/19/2028 2/24/2026 Maturit
y 06048WL32 Bank of America 1,000,000.00 0.8 2/24/2026
2/24/2026 Maturity 3130AKXJ0 Federal Home Loan Bank 11,000,000.00 0.6 2/24/2026 2/24/2026 Maturit y 3130AL7M0 Federal Home Loan Bank 3,000,000.00 0.625 2/24/2026 2/24/2026 Maturit y 3130ALCB8 Federal Home Loan Bank 1,000,000.00 0.68 2/24/2026 2/25/2026 Call 3134HBBV2 Federal Home Loan Mtg Corp 10,000,000.00 4.47 2/25/2028 2/27/2026 Call 3134HBBU4 Federal Home Loan Mtg Corp 10,000,000.00 4.64 2/27/2029 Total Maturities, Calls & Sales 55,000,000.00$
207

CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.4

DATE: April 7, 2026

TO: City Council

FROM: Robert Ruben, Chief Information Officer, (805) 385-7554, [email protected]

SUBJECT: IT Position Reclassification.

RECOMMENDATION

That the City Council adopt a resolution to amend Resolution No. 15,885 to reclassify six existing full time equivalent positions in City service effective April 7, 2026 in accordance with the operating and capital budget for the 2025-2026 fiscal year.

(This item did not originate in Committee.)

BACKGROUND

As the City has worked to centralize information technology services and modernize legacy systems, the IT Department has at times identified strong candidates at classification levels below what was originally budgeted. Hiring these individuals at lower classifications provided an opportunity for internal growth and generated immediate cost savings during a period focused on stabilizing core systems and processes.

Given the IT Department's evolution, the growing complexity of the City's digital infrastructure demands a higher caliber of specialized and senior technical talent — one capable of strengthening governance, driving consistent service delivery, and establishing modern, enterprise-wide technology standards. Investing in the right expertise not only fortifies the department's capacity to manage and evolve critical systems, but also positions the City to attract skilled professionals who can lead innovation and deliver meaningful improvements across all areas of technology operations.

The IT Department is requesting the reclassification of six existing positions to better align the City's workforce with modern technical demands, particularly in the areas of data analytics, enterprise architecture, and other specialized technologies. Given the competitive nature of today's technology labor market, professionals with these advanced skill sets are increasingly difficult to recruit and command higher compensation. By strategically leveraging savings from currently underfilled roles, these reclassifications can be achieved while generating a net budgetary savings of approximately $20,000 annually.

The requested reclassifications are essential to advancing the department's next phase of digital transformation, addressing three key areas:
• Meeting complex technical needs: The City requires advanced expertise in data analytics and systems architecture to continue building and implementing effective solutions for residents and businesses. These are high-demand skill sets that require competitive classifications to successfully attract and retain qualified talent. • Strategic mentorship and staff development: Recruiting specialized expertise not only strengthens the department's technical capabilities, but also creates opportunities to mentor and develop existing staff — fostering a more skilled and resilient workforce over time. 208
• Fiscal responsibility: By leveraging existing salary savings, the City can achieve these meaningful improvements without requesting any new General Fund allocations, ensuring a cost-neutral approach to modernization.

This realignment ensures the IT Department is equipped to meet both the current and future technological needs of the City. By optimizing the existing workforce structure and strategically utilizing salary savings, the department can secure the high-level expertise required for modern, efficient operations — all with no additional impact to the City's budget.

STRATEGIC PRIORITIES

FINANCIAL IMPACT

The proposed changes reduce annual expenditures by $20,036 based on midpoint salary range calculations, making this realignment budget-neutral with no additional appropriations required.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Gary Krumian, Programmer Analyst

ATTACHMENTS

1. Resolution

2. Presentation

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CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD AMENDING RESOLUTION NO. 15,885 AUTHORIZING FULL-TIME EQUIVALENT POSITIONS PURSUANT TO CHAPTER 4 OF THE CITY PERSONNEL RULES AND REGULATIONS

WHEREAS. Chapter 4, Section 4.7 of the City of Oxnard Personnel Rules and Regulations provides that the City Manager from time to time may revise the number of positions in each classification as necessary to perform the work of the classification, provided that the total expense to be incurred for such work shall be limited to the amount appropriated by the City Council for the classification; and

WHEREAS, the City Council has reviewed the revision and finds that they are desirable and in the interest of maintaining an efficient municipal organization.

NOW, THEREFORE, the City Council of the City of Oxnard resolves to amend Resolution No. 15,885 with the following changes to the adopted FY 25/26 position allocations as specified:

Department Title FY 25/26
Adopted
Proposed
Change
New Allocation
Principal Information
Systems Analyst
3 -2 1
Information Technology
Supervisor
2 -2 0
Information Technology
Officer I
3 -1 2
Information Technology
Technician, Senior
3 -1 2
Business Systems Analyst 0 4 4
Information
Technology
Information Technology
Officer II
2 2 4
TOTAL 13 0 13

PASSED AND ADOPTED THIS 7th day of April, 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
210

_______________________________________
Luis A. Mc Arthur, Mayor

ATTEST:

Lourdes A. López, City Clerk

APPROVED AS TO FORM:

Stephen M. Fischer, City Attorney
211
IT Position Reclassification
City Council
April 7, 2026
Rob Ruben, CIO
212
That the City Council adopt a resolution to amend
Resolution No. 15,885 to reclassify six existing full
time equivalent positions in City service effective
April 7, 2026 in accordance with the operating and
capital budget for the 2025-2026 fiscal year.

RECOMMENDATION 2
213
Centralization & Legacy Systems
• The City has been working to centralize IT services and modernize legacy systems
• During this process, strong candidates were identified at classification levels below what was originally budgeted
• These individuals were hired at lower classifications to support internal growth
• This approach generated immediate cost savings while the department stabilized core systems and processes

BACKGROUND
3 214
Departmental Maturity & Growing Complexity
• The IT Department has continued to mature and evolve
• The City's digital infrastructure has grown increasingly complex • This complexity now requires a higher caliber of specialized and senior technical talent
• Stronger expertise is needed to improve governance and ensure consistent service delivery
• Modern, enterprise-wide technology standards must be established and maintained

CURRENT STATE
4 215
Benefits of Investing in the Right Expertise
• The right talent will strengthen the department's ability to manage and evolve critical systems
• It positions the City to attract skilled professionals who can lead innovation
• It will drive meaningful improvements across all areas of technology operations

DEPARTMENT NEEDS
5 216
The requested reclassifications are essential to advancing the department’s next phase of digital transformation, addressing three key areas:

Meeting Complex Technical Needs:
• Advanced expertise in data analytics and systems architecture is required • High-demand skills need competitive classifications to attract and retain talent Strategic Mentorship and Staff Development:
• Specialized hires strengthen the department's technical capabilities • Creates opportunities to mentor and develop existing staff • Builds a more skilled and resilient workforce over time Fiscal Responsibility:
• Leverages existing salary savings — no new General Fund allocations required • Ensures a cost-neutral approach to modernization
DEPARTMENT NEEDS 6
217
The proposed changes reduce annual expenditures by $20,036 based on midpoint salary range calculations, making this realignment budget-neutral with no additional appropriations required.

PROPOSED RECLASSIFICATIONS 7
218
That the City Council adopt a resolution to amend
Resolution No. 15,885 to reclassify six existing full
time equivalent positions in City service effective
April 7, 2026 in accordance with the operating and
capital budget for the 2025-2026 fiscal year.

RECOMMENDATION 8
219

QUESTIONS
9 220

CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.5

DATE: April 7, 2026

TO: City Council

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

SUBJECT: Project Contingency for Agreement 32600359 with Toro Enterprises, Inc. for Emergency Water Main Break Repairs Near 800 E. Pleasant Valley Road.

RECOMMENDATION

That the City Council approve and authorize a $10,000 project contingency for Agreement No. 32600359 with Toro Enterprises, Inc., increasing the contract amount to a new not-to-exceed total of $270,000.

(This item is a continuation of an item previously brought to the City Council on March 3, 2026.)

BACKGROUND

This contract was for emergency repairs in two separate sections of the 12-inch cast-iron water main near 800 E Pleasant Valley Road. The contractor, Toro Enterprise, Inc (Toro), provided construction services to repair the main breaks. Toro completed the repairs to include the use of sand, slurry, paving, and pavement markings of the roadway on both lanes going westbound on Pleasant Valley Road. The contract was originally approved by the City Council on March 3, 2026, for a not-to-exceed value of $260,000, using preliminary information available at the time the staff report was drafted.

DISCUSSION

As noted by Public Works staff at the March 3, 2026, City Council meeting, when the original agreement was approved by the City Council, the not-to-exceed value for contract 326000359 was $260,000, but was based on estimates. Toro has completed the emergency repairs and has provided sufficient documentation to amend the agreement to account for the total amount of labor hours, equipment rentals, and material quantities.

A one-time Contract Change Order (CCO) is recommended to capture final contractor amounts and allow for any adjustments that may be needed once all of the documents have been reviewed/approved by City staff.

In summary:

Original emergency contract amount: $260,000.00 Contract Change Order (1): +$10,000.00 New Contract Value: $270,000.00

STRATEGIC PRIORITIES

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

221

FINANCIAL IMPACT

The recommended not-to-exceed increase for this contract is $10,000.00, which brings the total not-to-exceed amount of the contract to $270,000.00 with Toro Enterprises, Inc for Emergency Repairs on a Water Main near 800 E. Pleasant Valley Rd. Funds are available in the Water Operating Fund 601 (6013600-53200) for this emergency work. As of the date of drafting this staff report, the total amount due is $266,027.91 and will be verified once all documents already provided by Toro are audited by Public Works staff.

COMMITTEE OUTCOME

This item is a continuation of an item previously brought to the City Council on March 3, 2026.

Please click here to view the Measure M pre-recorded presentation video.

Please click here to view the March 3, 2026 City Council meeting.

Prepared by: Chris Peyton, Water Division Manager

ATTACHMENTS

1. 32600359 Contract Toro Enterprises, Inc PW26-88

2. March 3, 2026 Staff Report Item N3

3. Toro March 4, 2026 Amended (Final) Estimate for First Main Break $9,158.96

4. Toro March 4, 2026 Final Estimate for Second Main Break $12,245.40

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CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.3

DATE: March 3, 2026

TO: City Council

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

SUBJECT: Ratify an Emergency Order and Approve a Public Project Agreement with Toro Enterprises, Inc. for Two Emergency Repairs on a Water Main Near 800 E Pleasant Valley Rd in an amount not to exceed $260,000.

RECOMMENDATION

That the City Council review and ratify the following:

1. The Director of Public Works’ emergency order to dispense with public bidding requirements pursuant to Public Contract Code section 22050, to make emergency repairs to the City’s water distribution system;

2. Authorize the City Manager to execute an emergency Public Project Agreement with Toro Enterprises, Inc. for a total amount not to exceed $260,000.00 for Two Emergency Repairs on a Water Main near 800 E Pleasant Valley Rd; and

3. The Director of Public Works’ declaration of the termination of the emergency order to dispense with public bidding requirements pursuant to Public Contract Code section 22050, to make emergency repairs to the City’s water distribution system.
(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/sdeZszzFdd4

BACKGROUND

Oxnard City Code Section 4-30(B)(5) authorizes the Director of Public Works to order or take any directly related and immediate action required in an emergency without giving notice for bids to let contracts for a public project, in conformity with Public Contract Code section 22050.

On February 3, 2026, a 12-inch cast-iron water main break occurred near 800 E Pleasant Valley, causing a sinkhole, localized flooding, and asphalt damage. The westbound lanes on E. Pleasant Valley Rd. were closed, and traffic was redirected.

On February 8, 2026, a second main break occurred approximately east of the previous main break. The second main break was 6 inches in diameter and required the replacement of 20 feet of the water main.

The circa 1964 water main is a cast-iron pipe, and over time, from normal wear and tear, is susceptible to breaks. These water main breaks created emergencies that required immediate action, which was ordered and directed by the Director of Public Works.

To ensure immediate completion of the work initiated by Water Division staff, Toro Enterprises, Inc. was contacted on an urgent basis to assist with the required repairs on the 12-inch cast iron water main. Toro completed the repairs to include 261
the use of sand, slurry, paving, and pavement markings of the roadway on both lanes going westbound on Pleasant Valley Road.

On February 4, 2026, Toro submitted an initial estimate for the February 3rd main break in the amount of $123,151.00, indicating the work would exceed $100,000. On February 5, 2026, Toro submitted a revised estimate with a sub-total of $149,647.80. The increase reflected the additional costs associated with the late-night work required to complete repairs and reopen Pleasant Valley Road to traffic.

On February 10, 2026, Toro submitted an estimate for the February 8th main break, with a sub-total of $94,975.75, which includes the above-ground pavement work.

The first available City Council meeting after receiving the final estimated cost from Toro is March 3, 2026.

DISCUSSION

The provisions of the Purchasing Ordinance allow emergency work to proceed without competitive bidding, subject to certain requirements. Pursuant to Oxnard City Code Section 4-30 and Public Contract Code §22050, the Director of Public Works may order any emergency action required to repair or replace any public facility without adopting plans, specifications, working details, or giving notice for bids to let contracts. Such work may be performed by City Staff or a Contractor, or a combination of the two. In this case, the emergency repair work was performed by both City Staff and a third-party contractor, Toro.

A Public Project Agreement with Toro Enterprises, Inc., for a total amount not to exceed $260,000.00 for the Two Emergency Repairs on the 12-inch cast iron Water Main near 800 E Pleasant Valley Rd is required to comply with the City’s Purchasing Ordinance 3053. The request is for $260,000.00, slightly above the current estimated amounts from Toro, in case any final adjustments to work quantities are required once all time and material tickets and/or material delivery tickets are available and reviewed by water staff for completeness.

As of the date of this report, the water main breaks that caused the two separate emergency circumstances have ceased, and no further emergency action is required at this time.

STRATEGIC PRIORITIES

FINANCIAL IMPACT

The total cost for the Public Project Agreement with Toro Enterprises, Inc., shall not exceed $260,000.00 for Emergency Repairs on a Water Main near 800 E Pleasant Valley Rd. Funds are available in the Water Operating Fund 601 (6013600- 53200) for this Agreement.

COMMITTEE OUTCOME

This item did not originate in Committee per the City Council Committee Bylaws Resolution 15,851, Article II, Section D.3.c as this is an urgency item.

Prepared by: Chris Peyton, Water Division Manager

ATTACHMENTS

1. Toro February 3, 2026 Estimate for First Main Break

2. Toro February 5, 2026 Updated Estimate for First Main Break

3. Toro February 10, 2026 Estimate for Second Main Break

4. Presentation

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Date:

FROM: OF:

To:

X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
$ -
Service Truck 48.80$ $ -
Backhoe Caterpillar 420 or $ 1,141.92
Bobtail Dump Truck 2 9 51.24$ $ 922.32
150 GPM Pump w/20-ft hose 9.76$ $ -
QUANTITY x
HOURS x

HOURLY RATE
$ -

EQUIPMENT QUANTITY HOURS

HOURLY RATE
Air Compressor 24.40$

NUMBER OF

WORKERS HOURS

SAT, SUN,

HOLIDAYS
2 9 63.44$
LABOR TOTAL:

OPERATOR
9 SAME CONDITIONS AS THE FIRST WATER MAIN
REPAIR. SATURATED SOIL. CURB HAD TO BE DEMOED AND REPOURED. BECAUSE OF THE CONDITIONS WORK TOOK Project Name Agreement No.

WATER
LONGER THAN ANTICIPATED.
8,479.80$
WORKERS x
HOURS x
HOURLY
RATE
WORKERS x
HOURS x
HOURLY
RATE
$ -
$ -
$ -
$ -
$ -
$ 198.16
$ 147.30
$ 245.41

FOREMAN
$ 153.04
$ 132.12
$ 98.20
$ 163.61
MON‐FRI
5:01PM ‐ 7:59 AM
$ 229.56
1 9
9 LABOR OVER TIME
3 4

NUMBER OF

WORKERS HOURS

BRETT FRANKLIN

CHRIS PEYTON
3/4/2026

FOREMAN

OPERATOR

LABORER

SUPERINTENDENT

RATES BELOW ARE AS STATED IN THE CONTRACT, AND ARE NOT SUBJECT TO ESCALATION

OR NEGOTIATION
MON‐FRI
8AM‐5PM
HOURLY RATE WORKERS x HOURS
x HOURLY

RATELABOR STRAIGHT TIME

NUMBER OF

WORKERS HOURS
Name of Estimator On‐Call Contractor
Name of Project Manager, City of Oxnard Division
12'' WATER REPAIR WEST OF ROSE AVE ON PLEASANT VALLEY ROAD 32600359 $ 1,377.36
$ 3,567.24
$ 3,535.20
TORO ENTERPRISES, INC.

LABORER

SUPERINTENDENT

LABOR DOUBLE TIME
$ -
$ -

NON-SCHEDULED - URGENT

REPAIR WORK ESTIMATE

TO BE COMPLETED BY CONTRACTOR & SUBMITTED TO CITY
$ -
BRIEFLY DESCRIBE THE LOCATION & WORK PERFORMED:
$ 306.07
$ 264.22
$ 196.40
$ 327.21

FOREMAN

OPERATOR

LABORER

SUPERINTENDENT
265
X X
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
X X =
Pumper Truck 120 Barrel
DoubleTime
399.68$
$ -
EQUIPMENT TOTAL: $ 2,415.60
1 9
Multiquip MTX70 or Equal 11.03$ $ -
Pumper Truck 120 Barrel Reg
Time
253.29$
$ -
Pumper Truck 120 Barrel Over
Time
330.90$
$ -
Traffic Control, Number of
Flaggers, Double Time 8 Hour
Day
434.58$
$ -
Stihl TS 500 of Equal Saw 8.70$ $ -
Traffic Control, Number of
Flaggers, Regular 8 Hour Day
217.29$
$ -
Traffic Control, Number of
Flaggers, Over Time 8 Hour Day
325.93$
$ -
1,073.63$
QUANTITY x
DAYS x PER DAY
RATE
506.32$
652.72$
Traffic Control- No Flaggers, 8
Hour Day $ 351.36
MISC. WORK QUANTITY TOTAL DAYS
24" Discharge Pump
774.72$

PER DAY RATE

39.04$
SUBCONTRACTORS ESTIMATE (10% MARKUP PERMITTED BY CONTRACT) NOTE: Itemized Subcontractor quote will be required with the invoice. $ -
ESTIMATE TOTAL: $ 12,245.40
$ -
$ -
$ -
$ -
$ -
4" Discharge Pump
6" Discharge Pump
8" Discharge Pump
12" Discharge Pump
16" Discharge Pump
MATERIALS ESTIMATE (10% MARKUP PERMITTED BY CONTRACT)
NOTE: Itemized materials list will be required with the invoice. $ 1,350.00 1,073.63$
1,073.63$ $ -
MISC. WORK TOTAL:
266

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.1

DATE: April 7, 2026

TO: City Council

FROM: Jeff Pengilley, Community Development Director, (805) 385-8208, [email protected]

SUBJECT: The Process to Rename Cesar Chavez Drive.

RECOMMENDATION

That the City Council:

1. Review the process for renaming a City street; and

2. Find, pursuant to City Council Resolution 13,448 (“Policy and Procedures for Street Naming”), that renaming “Cesar Chavez Drive” would serve the public interest and benefit the public welfare by addressing community concerns arising from recent revelations about Cesar Chavez, thereby authorizing the City to proceed with the renaming process for this street in a manner otherwise inconsistent with the Policy and Procedures for Street Naming; and

3. Provide direction to City Staff on the process for identifying alternative street names.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/skUNwXV5wWU

BACKGROUND

The original “Cesar Chavez Drive” street segment was created as part of the annexation and development of an Oxnard School District Facility, currently Brekke Elementary and West Village Park, and provided access to the site from Rose Avenue. This original segment, located between what is currently Gottfried Place and North Rose, was approved with the creation of Parcel Map No 95-5-19 in 1995. The street segment was constructed somewhere between 1997 and 1998.

Following the creation of the original segment, Cesar Chavez Drive, was further expanded with the development of the adjacent residential developments under the Northeast Community Specific Plan. Currently, Cesar Chavez Drive runs between Juanita Avenue and Gibraltar Street, for a total distance of approximately 0.9 miles. Over that distance, there are approximately thirty-nine (39) residences that directly front onto Cesar Chavez.

The street stretches between the City’s West Village and East Village Neighborhoods and is within the Northeast Community Specific Plan (the “NECSP”).

ANALYSIS AND DISCUSSION:

Process for renaming a City street
The City’s Policy and Procedures for Street Naming (Policy) establishes the requirements for both the naming of new streets and the renaming of existing streets, via Resolution No. 13,448. Newly proposed street names must consider and meet the street naming guidelines as provided by the Policy. The Policy considers issues such as the name length, the established alphabetical City grid system, and spelling and pronunciation conflicts with similar or existing City streets.

The Policy also establishes thematic street name quadrants throughout the City, which are intended to lend identity and character to various areas of the City. This system is also intended to aid residents of Oxnard, visitors, delivery services, and City departments in locating streets efficiently. Street names are typically approved as part of a final map approval. 267
However, in the case of renaming a street, City Council action via a resolution of approval will officially rename a street.

Cesar Chavez Drive is located within the Northeast Quadrant, which establishes that streets shall be assigned Spanish language names, excluding those properly classified in the other quadrants. Therefore, any proposed names should be consistent with the Northeast Quadrant theme. The current name of “Cesar Chavez” is not consistent with the alphabetical grid system. Per the alphabetical grid system, the name should start with a P or Q, and should have a suffix of Boulevard, Parkway, Road, Avenue, or Drive. However, as per the Policy, City Council may deviate from any aspect of the Policy, such as the alphabetical grid system, the Spanish language theme, or any other aspect deemed necessary to serve the public interest and benefit public safety and/or welfare as described further below.

Findings needed in lieu of an inhabitant or occupant petition As stated in the Policy “The policy of the City Council is to maintain approved and established street names on inhabited and occupied streets whenever convenient and necessary for the public safety and welfare. The City Council acknowledges that street name changes on inhabited streets lead to confusion and inconvenience for residents, businesses, emergency personnel, visitors, utilities, service personnel and the U.S. Postal Service. Therefore, the City Council should approve street name changes on inhabited streets only when the applicant can clearly demonstrate that a majority of inhabitants or occupants favor the action or that the name change would improve public safety and welfare.”. Historically, when applications have been made for the renaming of an inhabited and occupied street, staff has required that the applicant submit a petition signed by the majority of “inhabitants or occupants” of the affected street demonstrating they are in favor of the name change.

However, in light of the recent revelations regarding the actions of Cesar Chavez, as outlined in the recent New York Times article (https://www.nytimes.com/2026/03/18/us/cesar-chavez-sexual-abuse-allegations-ufw.html) and Los Angeles Times article (https://www.latimes.com/california/story/2026-03-18/calls-remove-cesar-chavez-from-buildings- parks-roads), and acknowledged by the Cesar Chavez Foundation and the United Farmworkers of America organization, staff is recommending that City Council provide direction to proceed without the need for the inhabitant or occupant petition. Given the information recently revealed, the name change would be in the public interest and would benefit the public welfare. As identified in the articles, the celebration of an individual who commits such acts is not only detrimental to the health and welfare of the victims of the individual but also to those who have experienced similar offenses at the hands of others. While this street name change would not undo the harms that have been caused, it helps to provide a space for victims to heal. Therefore, while staff acknowledges the street renaming will inconvenience residents who live on the street, the benefit to the public interest and welfare will extend beyond the specific street.

While staff is recommending proceeding without the petition of inhabitants or occupants who live on the affected street, the remainder of the process would be followed, including holding a public hearing before the City Council which will include a notice being mailed to all residents and property owners on the street, in addition to publication of the meeting notice in the local newspaper (Vida).

Renaming Options
As noted above, the Policy outlines the parameters for selecting street names, and affords City Council the ability to deviate where it would serve the public interest and benefit the public welfare. Staff’s recommendation for generating the names to be considered by City Council is by a direct survey of all households currently addressed on Cesar Chavez Drive, requesting that each household submit one name for consideration that is consistent with the Policy. This will afford those residents who are most directly affected by the inconvenience of the name change to make street name suggestions for City Council consideration. This survey can be conducted by direct mailings to all addresses affected by the name change, with outreach through the City Website, the Neighborhood Councils, and through social media. This recommendation does not preclude the City Council from suggesting names for the Committee’s review, in addition to those names offered by the households addressed off Cesar Chavez Drive. Additionally, the names suggested by City Council for Committee review would not need to meet the theming and alphabetical order requirements of the Policy, so long as the finding is made that the deviation from the Policy is in the public interest.

All names proposed would then be reviewed by the City’s Street Naming Committee (Committee), and brought back to City Council at a future public hearing for City Council to select the new street name from among those received through the survey, or directly from City Council, that have been vetted by the Committee. The review by the Committee will be to ensure the names are consistent with the Policy as applicable, that the names are easy to pronounce for emergency services and to ensure there is no duplication or similarities that could create confusion and result in delayed emergency 268
responses. The Committee is composed of representatives from the Fire Department, Building and Engineering Division, Planning and Environmental Services Division, Police Dispatch, Geographic Information System Division, and the U.S.

Postal Service.

At this time, City staff recommends confirmation from City Council to proceed with the direct survey methodology described above in order to generate the suggested names to be brought back to City Council for consideration at a future public hearing.

Impact on residents and anticipated timeframes
There are approximately 39 single-family residences that will be affected by this street name change, including 3 home- based businesses. Undoubtedly, the impact on these residents will involve financial costs, such as obtaining new driver's licenses, and a significant amount of personal time to update all of their personal records and accounts, including medical providers, insurance, and mortgage lenders, to name a few. There are additionally several landscaping parcels owned by the City and maintained by a Landscape Maintenance District (LMD) that will be reviewed by City staff for impacts caused by the street name change.

Once the City Council approves a new street name, the affected residents will be notified, including informing them of the anticipated timeframes. It is expected that the process will take a total of 6 months to complete, as follows:
• The City orders/fabricates the new street signs, including temporary signage to be utilized during the transition that will specify the new street name and the words “formerly known as Cesar Chavez Drive”. This temporary signage is necessary to safely transition the street name such that first responders, postal employees, visitors, package delivery services, mapping services, etc. have time to adjust to the new street name. • The temporary signage is anticipated to be installed within 90 days of the City Council action, followed by the permanent street signs approximately 90 days after that. • Once the temporary signage is installed, the City will notify all affected agencies such as the Post Office and the utilities, then the affected residents will then need to begin the process to update their mailing address for all of their personal and business contacts.

ENVIRONMENTAL REVIEW

Pursuant to California Environmental Quality Act (Public Resources Code Sections 21000 et seq., “CEQA”) and the regulations promulgated thereunder (14 California Code of Regulations Sections 15000 et seq., the “CEQA Guidelines”), it can be seen with certainty that there is no possibility that the proposed naming of these new roads would have a significant effect on the environment (CEQA Guidelines Section 15061(b)(3).

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

The fiscal impact will include the staff time to prepare, solicit names, review and return to the City Council, as well as any noticing required for the public hearing, such as mailed notices and a newspaper advertisement. Until the methodology for soliciting new street names is determined, the exact costs for these efforts cannot be determined, but are anticipated not to exceed $6,000.00. If the street renaming is approved, the cost of the materials and labor required to replace the existing signs is not expected to exceed $15,000.00. If directed to proceed with the sign replacement, staff would return to the Council with the updated cost estimates, proposed funding mechanisms, and any necessary budget appropriations.

COMMITTEE OUTCOME

This item was requested by the Mayor Pro Tem and therefore did not originate in Committee.

Prepared by: Joe Pearson II, AICP, Planning & Environmental Services Manager 269

ATTACHMENTS

1. City Council Resolution 13,448

2. Presentation

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271
272
273
274
275
276
277
278
The Process To Rename Cesar
Chavez Drive
1 City Council
April 7, 2026
Joe Pearson II, Planning Manager
Jeff Pengilley, Community Development Director

279
Council Request
2 This is a recommendation for City
Council to review the process and
provide direction to City Staff
regarding the renaming of “Cesar
Chavez Drive”.
280
Street Location
3 West End of Cesar Chavez Drive
East End of Cesar Chavez Drive
Intersection of Cesar Chavez
Drive and Rose Avenue
281
Background: Street Name History
• The Street was originally named in the
mid 90’s when the Oxnard School
District Facility, currently Brekke
Elementary and West Village Park, was
developed.
• Cesar Chavez Drive, was further
expanded with the development of the
adjacent residential developments
under the Northeast Community
Specific Plan.
• There are approximately thirty-nine
(39) residences that directly front onto
Cesar Chavez Drive, including 3
home-based businesses.
4 282
The City’s Policy and Procedures for Street Naming (Policy) establishes the requirements for both the naming of new streets and the renaming of existing streets. Newly proposed street names must consider and meet the street naming policies as provided by City Council Resolution No. 13,448, some key policies included:
• Consideration of the name length, the established alphabetical City grid system, and spelling and pronunciation conflicts with similar or existing City named streets.
• Thematic street name quadrants throughout the City. The system is intended to lend identity and character to various areas of the City. • The project is located within the Northeast Quadrant which establishes that streets shall be assigned Spanish language names.

City Council Resolution No. 13,448
5 283
• Based on the location of this street, any proposed name should:
○ Start with a P or Q, per the alphabetical grid system. ○ Have a suffix of Boulevard, Parkway, Road, Avenue, or Drive. ○ Have a Spanish Language Name.
• However, as per the Policy, City Council may deviate from any aspect of the Policy, such as the alphabetical grid system, the Spanish language theme, or any other aspect deemed necessary to serve the public interest. • The current name of “Cesar Chavez” is not consistent with the alphabetical grid system.

City Council Resolution No. 13,448
6 284
• City Council has authority over the naming of Streets. • Historically a survey or petition signed by residents is required for the renaming of a inhabited street. A majority of residents must support the renaming. • Pursuant to City Council Resolution No. 13,448, exceptions can be made to the requirement of the street naming policies if it is to the benefit of public safety and welfare. • In light of the recent revelations regarding the actions of Cesar Chavez, as outlined in the recent news articles, staff is requesting that City Council provide direction to staff to proceed without the need for the survey or petition.
• The street renaming will inconvenience residents who live on the street, the benefit to the public welfare will extend beyond the specific street.
• The remainder of the process would be followed, including holding a noticed public hearing before the City Council with notice being given to all residents and property owners on the street. Staff can also provide notice in the local newspaper (Vida).

Renaming Process and Procedures
7 285
• Resolution No 13,448 outlines the policies for selecting street names and affords City Council the ability to deviate from those policies where it would serve the public interest.
• At this time City staff needs direction from City Council to proceed with a survey of affected residents to generate names to be brought back to Council.
• This recommendation does not preclude the City Council from also suggesting names for the Committee’s review, in addition to those names offered by the households addressed off Cesar Chavez Drive. • Any proposed names must be reviewed by the City’s Street Naming Committee, and brought back to City Council at future Public Hearing.

Renaming Options
8 286
• There are approximately 39 residences on the street that would be affected by the name change, and 3 home-based businesses. • Impacts to residents would include the cost to update any personal documentation, such as a new driver's license, as well as the time to update personal records and accounts.
• Upon approval it is estimated that it will take approximately six months to complete the name change process.

Resident Impact and Timeline
9 287
Environmental Determination
Pursuant to California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), it can be seen with certainty that there is no possibility that the proposed street naming would have a significant effect on the environment. 10 288
Financial Impact
• The fiscal impact will include the staff time to prepare, solicit names, review and return to the City Council, as well as any noticing required for the public hearing, such as mailed notices and a newspaper ad. • If the street renaming is approved the cost of the materials and labor required to replace the existing signs is not expected to exceed $15,000.00.
• If directed to proceed with the sign replacement, staff would return to the Council with the updated cost estimates, proposed funding mechanisms, and any necessary budget appropriations.
11 289
Staff Recommendation
That the City Council:

1. Review the process for renaming a City street; and

3. Provide direction to City Staff on the process for identifying alternative street names. 12 12
290
13 291

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.2

DATE: April 7, 2026

TO: City Council

FROM: Ashley Golden, Assistant City Manager, (805) 385-7478, [email protected]

SUBJECT: Direction on the Future of the Commission on Homelessness.

RECOMMENDATION

That the City Council:

1. Consider the future direction for the Commission on Homelessness, including (but not limited to) the following options:

A. Dissolve the Commission on Homelessness, or
B. Keep the Commission on Homelessness, or
C. Support the Mayor in holding informal discussion directly with residents, community members or other stakeholders on homeless issues (Homelessness Collaborative).

2. Take formal action regarding the future of the Commission on Homelessness, including (if applicable) providing direction to staff to bring back for City Council consideration any resolutions or ordinances necessary to implement the City Council’s decision regarding the Commission on Homelessness.

(The Community Services, Public Safety, Housing & Development Committee voted 3-0 on February 24, 2026 to refer the item to the full Council with 3 options)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/wSUY_e6jO08

BACKGROUND

Executive Summary:

On July 9, 2024, staff sought direction from the Community Services, Public Safety, Housing & Development Committee (Committee) on dissolving the Commission on Homelessness (COH) (Attachment #1). At that time, the Committee requested additional details on success rates, the City’s defined role, and the SubCommittee structure of the Ventura County Continuum of Care (VC CoC). The VC CoC follows the federal CoC structure and is designed to bring together a broad collection of stakeholders including public agencies, the faith and business communities, community members, and service providers.

On February 24, 2026, staff returned to the Committee providing the requested details on the VC CoC, including that participation in this body is required to be eligible for federal and state funding to support homeless services (Attachment #2). Staff’s recommendation in this report was to dissolve the COH, while encouraging Oxnard community members to become active in the VC CoC and maintaining active City involvement with the VC CoC to remain eligible for these funding opportunities. Staff believes the VC CoC provides an ideal structure for the community to have meaningful engagement on homeless issues affecting Oxnard and the region as a whole.

The City’s participation in VC CoC is required if financial resources from the federal and State governments are to be 292
provided to Oxnard. The City does not have the staff resources to actively participate in the VC CoC, be the boots on the ground for our homelessness programming, and manage the Commission on Homelessness in a way that would be meaningful for the volunteers or the community. City programs and projects to support homelessness (as highlighted below and in Attachment #3) are directed by City Council and administration of this work is a significant portion of staff’s responsibilities. Staff want to emphasize that the work to support homelessness will continue regardless of Council’s decision on the Commission of Homelessness.

The Committee asked questions to staff and shared feedback on staff’s recommendation, and voted to refer this item to Council for a full discussion and determination based on the following options:

1. Dissolve the Commission on Homelessness (COH)

2. Keep the COH
a. At the Committee meeting, staff recommended that if the Council were to decide to keep the COH, that the COH meet quarterly and the staff suggested Council consider instituting membership criteria.

3. Develop a Homelessness Collaborative
a. During the Committee meeting, Mayor Mc Arthur shared that, should Council vote to dissolve the COH, he would be interested in leading a meeting focused on gathering community input (potentially through an Ad Hoc Committee or Mayor’s Task Force) to be shared with the Council representative at the VC CoC, and Councilwoman Perez asked for staff to include additional information on what this structure would look like.

DISCUSSION

As described further in Attachment #2, the VC CoC is the regional approach to homelessness in Ventura County. A summary of recent VC CoC accomplishments can be found within the February 24, 2026 staff report. There are at least 3 layers to the VC CoC:

1. VC CoC Alliance (Alliance)

2. VC CoC Governing Board (Board)

3. VC CoC SubCommittees (SubCommittees)
Within this structure, there are multiple ways for community members to get involved, with the primary options being the Alliance and SubCommittees. The Board must represent an array of membership sectors, many of which have expertise or relevant experience in homelessness. Eligible sectors include:

• Advocates • Mental Health Agencies
• Affordable Housing
Developers
• Nonprofit Homeless Assistance
Providers
• Businesses • Organizations that serve Veterans
• Faith-based
Organizations
• Public Housing Authorities
• Governments • Organizations that serve
unaccompanied youth
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• Homeless/Formerly
Homeless
• Social Service Providers
• Hospitals (public or
private)
• Universities (public or private)
• Law Enforcement • Victim Services Providers

Meetings of the Alliance, Board, and SubCommittees are open to the public, and members interested in furthering the VC CoC’s mission are eligible to apply for membership to the Alliance. Members of the Alliance are eligible to attend and contribute to quarterly Alliance meetings, apply for a seat on the Board, and participate in the various SubCommittees of the Alliance working toward specific issue areas. There are currently over 100 Alliance member organizations/individuals, with approximately 14 of those members having direct ties to Oxnard and many others providing countywide services and programs. These Alliance members and the VC CoC structure provide meaningful volunteer and policy input opportunities available for community members interested in ending homelessness. The VC CoC Governance Charter, effective January 1, 2026, is included with this report as Attachment #4.

The strongest approach to address homelessness in Oxnard is through a regional approach with active participation in the VC CoC and their various meetings and SubCommittee efforts. As the largest City in the County, having strong representation from Oxnard-based organizations, service providers, and homelessness advocates as members of the Alliance and providing input at Alliance, Board, and SubCommittee meetings will ensure that the priorities and challenges of our community are being represented within this body dedicated to setting policies to address homelessness and make countywide funding allocations.

In addition to Oxnard organizations and individuals, the City of Oxnard is an active member in the VC CoC Alliance (Alliance), Board, and City staff participate in SubCommittee meetings regularly. Currently, Housing Director Brenda Lopez and Mayor Pro Tem Gabe Teran hold seats on the VC CoC Board, giving Oxnard a strong voice to advocate for priorities important to Oxnard’s homeless community.

As discussed in prior staff reports, the Oxnard Homeless Task Force (OHTF) existed prior to the creation of the COH and was composed of representatives from homeless services agencies, staff, and interested community members. When the COH was created to replace the OHTF, it was composed of 11 members intended to represent industries and residents across various sectors (business, service providers, faith-based groups, residents, developers, etc.); in 2014, the COH was reduced to only 7 members and the sector representation was no longer a requirement. The structure of the OHTF and the intention of the COH were similar to the current structure of the CoC.

There are no cities throughout Ventura County that have a homelessness-focused “Citizen Advisory Group” structure where residents are appointed to an advisory body on a specific topic.

City Council’s Investment in Homelessness Solutions:

The City of Oxnard prioritizes addressing homelessness. Through Oxnard’s collaboration with the VC CoC and Council’s prioritization of addressing homelessness Oxnard experienced 10.3% reduction in homeless in 2024, a 15.7% reduction in 2025, and the preliminary results from the 2026 Ventura County Point-in-Time Homeless Count show a 16.1% reduction.

Since 2021, Council has continued to invest in homelessness services, allowing city departments to strengthen direct service programs within both the Housing Department and Oxnard Police Department (OPD), engage in contracts with service providers for supportive services, expand shelter and permanent housing options, and engage in encampment clean-ups citywide. Attachment 3 provides additional details on the outcomes of Council’s investment. • Homelessness Services Division, Housing Department: staff members provide direct service in the field to clients experiencing homelessness through programs including Street Outreach, Backpack Medicine, and One Stop. They also oversee the Encampment Response Program, foul weather shelter program and agreements, and 294
overnight shelter and navigation center agreements. Housing staff members are also responsible for participating in the VC CoC meetings and SubCommittees, managing contracts with service providers to provide continuous, ongoing supportive services to the homeless community, and development and management of programs and policy recommendations. As of March 2026, there are two funded positions within this division; one position is vacant.
• Homeless Liaison Officer (HLO) Unit: acts as a liaison between agencies and service providers, focusing on responding to calls for service, addressing residents’ and businesses’ complaints for transient encampments, supporting the Backpack Medicine program, and coordinating weekly cleanups. In 2025, the HLO Unit responded to over 6,600 calls for service, 570 subject stops and 342 traffic stops, made over 1,000 total arrests, and conducted weekly Backpack Medicine efforts and weekly cleanups of encampments. The HLO unit has six staff members: one Sergeant, one Corporal, and four Officers. • Casa de Carmen and Oxnard Navigation Center: a 55 permanent supportive housing units (PSH), 110-bed emergency shelter, and full service Navigation Center that opened in November 2025 in Downtown Oxnard. The City led the outreach efforts and assembled and partnered with the development team for this project. The City contracts with Mercy House for year-round services at this location. • Ongoing Supportive Services: Through City funded contracts, partners and service providers administer shelter programs, street outreach, encampment response, one stop, and rapid re-housing assistance.

Through these, and other, work efforts, staff directly interact with persons experiencing homelessness as well as residents and businesses oftentimes negatively impacted by homelessness. In addition, staff (and elected officials) regularly attend neighborhood council meetings, events within the community, and other community meetings where the topic of homelessness, and other topics of great interest to Oxnard residents, are discussed and input and ideas are provided from residents.

These interactions and input is shared across departments and with partners to inform future decisions and policy recommendations to Council (ie Anti-Camping Ordinance, large scale encampment response efforts, street outreach locations, contracts with service providers, etc.).

As described above, the City has various staff members dedicated to serving the homeless populations in Oxnard, through direct involvement with homeless services programs and active participation in the VC CoC Alliance, Board, and SubCommittees. Through the VC CoC structure city staff are engaged with homeless advocates (individuals) and organizations directly doing work in Oxnard. Staff spends a significant amount of time connecting individuals to services, working with partner agencies to administer contracts and provide direct, ongoing supportive services in the community, and researching and developing programs to best serve our homeless population as a result of Council’s investment in addressing homelessness. These efforts are not directed by the COH and will continue regardless of the status of the COH. However, staff capacity at its current funded levels cannot support all of these efforts AND manage the COH in a meaningful way.

Direction on the Future of the Commission on Homelessness:

At the February 24, 2026 Committee meeting, the Committee members voted to refer this item to the full Council for a vote based on the following options. Staff have provided information about each of the options below:

1. Dissolve the Commission on Homelessness
a. This would disband the COH as a City CAG.
b. If Council moves forward with this option, this would require an amendment to the City Code. c. This is staff’s recommended option because:
i. staff capacity cannot accommodate supporting the COH in a meaningful way, ii. there are a number of other volunteer, engagement, and advocacy opportunities available at the VC CoC and with nonprofit organizations,
iii. the City must comply with federal and state policies (not local policies) to be eligible for state and federal funding, and
iv. the City must participate in the VC CoC to be eligible for state and local funding.

2. Keep the Commission on Homelessness
a. COH is a Brown Act Body consisting of seven Council-appointed members. 295
i. Meetings require agendas in compliance with the City’s Sunshine Ordinance, compliance with Measure M (pre-recorded videos, Robert’s Rules, of order), quorums, attendance requirements, etc.
ii. Meetings are open to the public, but community input is limited to public comments within the subject matter jurisdiction of the COH and each agendized item.

1. If Council decides to keep the COH, staff recommends meeting on a quarterly basis (compliant with the CAG bylaws). This meeting schedule would not require approval by the City Council.
iii. This Council action, regardless if it is a monthly or quarterly meeting, impacts staffing capacity that cannot be met with the current staff positions allocated to Homeless services nor likely provide a meaningful opportunity to CAG members.

b. To be eligible to serve on the COH one must be eighteen years old and a resident of the City of Oxnard. i. If Council decides to keep this body, staff recommends considering a membership “criteria”. As the City must follow federal and state policies to be eligible for their funding, ensuring members have some level of expertise in the area of homelessness will better allow this body to advise the Council.
ii. The City has other appointed bodies with membership criteria, including Measure O Citizen Oversight Committee and the Downtown Design Review Committee. The original COH included membership criteria. Membership criteria could include representation from the business community, education sector, service providers, housing/developers, lived experience, and public safety.
iii. A change to the membership criteria would require an amendment to the City Code.

3. Develop a Homelessness Collaborative
a. The Committee specifically spoke about an “Ad Hoc Committee” or “Mayor’s Committee”, however, this would be considered a standing committee under the Brown Act (Section 54852), essentially making it a new Brown Act Board.
i. Meetings require agendas in compliance with the City’s Sunshine Ordinance, compliance with Measure M (pre-recorded videos, Robert’s Rules, of order), quorums, attendance requirements, etc.
b. Because of Brown Act provisions, staff recommends a less formal approach. i. Not have it be a formal action of the legislative body (City Council) ii. Not have a fixed meeting schedule
iii. Ensure no more than 3 elected officials are in attendance iv. Not have set membership
v. Not be advisory to the Council; however, the information learned at the meetings by elected officials in attendance can be brought back to the Council during Councilmember Comments. c. Should Council support the Mayor in creating the informal Homelessness Collaborative, there is no formal action required to establish this group; however, formal action to amend the City Code would be required to dissolve the Commission on Homelessness.

Staff request that the City Council evaluate the information provided in this report and the attachments, and provide direction on the future of the Commission on Homelessness.

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME
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The Community Services, Public Safety, Housing & Development Committee voted 3-0 to refer the item to the full Council with 3 options, as described earlier in this report.

Please click here to view the Measure M pre-recorded presentation video.

Please click here to view the February 24, 2026 Community Services, Public Safety, Housing and Development Committee Meeting recording.

Prepared by: Samantha Shapiro, Project Manager

ATTACHMENTS

1. July 2024 Committee Staff Report (without attachments)

2. February 2026 Committee Staff Report (without attachments)

3. City's Homeless Programs and Services (through 2025)

4. Ventura County Continuum of Care Governance Charter (2026)

5. Presentation

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COMMUNITY SERVICES, PUBLIC SAFETY, HOUSING &

DEVELOPMENT COMMITTEE AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.1

DATE: July 9, 2024

TO: Community Services, Public Safety, Housing & Development Committee

FROM: Ashley Golden, Assistant City Manager, (805) 385-7478, [email protected]

SUBJECT: Update on Citizen Advisory Groups (CAGs) Effectiveness and Efficiency and Direction on the Future of the Library Board and Commission on Homelessness. (15 minutes)

RECOMMENDATION

That the Community Services, Public Safety, Housing & Development Committee:

1. Receive an update on the efforts to evaluate and support the effectiveness and efficiency of the six (6) CAGs;

2. Provide direction on staff's recommendation to dissolve the Commission on Homelessness; and

3. Provide direction on staff's recommendation to restructure the Library Board.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/1tPLg5pdGbw

BACKGROUND

The City of Oxnard currently has six (6) Citizen Advisory Groups (CAGs) who serve in an advisory capacity to the City Council within their subject matter jurisdiction. These CAGs include:
• Commission on Homelessness
• Community Relations Commission
• Cultural Arts Commission
• Library Board (inactive since February 2019)
• Parks, Recreation and Community Services Commission
• Senior Services Commission
On March 5, 2019, the City Council approved changes to the CAGs, including membership by district, terms of office, and efforts to establish uniform bylaws. These changes were recommended by the City Manager's Office (CMO) to streamline the City's CAG program in order to make them more uniform, effective, and manageable.

This item was first discussed at the January 19, 2019 Finance & Governance Committee and recommended to Council with the request that staff conduct an assessment of the purpose and effectiveness of the City's CAGs.

This effort has been ongoing but was stalled in 2020 with the onset of the pandemic when CAGs and in-person meetings were put on hold. Efforts resumed in 2022 with the creation of uniform bylaws, development and transition to uniform templates and processes, implementation of member and staff training, annual reports to Council, an onboarding program for new members, and ongoing support of CAG processes and efforts. 298

DISCUSSION

While some CAGs have benefitted from this ongoing support, others have struggled to engage volunteers, meet quorum requirements, identify work that aligns with their powers and duties, does not duplicate administrative staff responsibilities, and aligns with Council policies and priorities. In recent years, the Council has prioritized and invested in programs and staffing for particular City services that overlap with certain CAG subject areas, specifically addressing homelessness and restoring and enhancing senior programs. In the recently adopted 2024-2025 budget, the Council also committed to increasing staff and funding to support the Oxnard Public Library in alignment with the September 19, 2023 City Council "Reinventing the Oxnard Library System" discussion. After multiple years of consistent support and evaluation of CAGs, staff recommend that the Council dissolve the Commission on Homelessness, and restructure the Library Board, pending further analysis.

Commission on Homelessness:

Prior to the Commission of Homelessness (COH) being established, the Oxnard Homeless Task Force (OHTF) existed. The OHTF comprised representatives from homeless service agencies, staff from the City and County, and interested community members. It was an evolving group that met every 1-2 months and generally had 15- 25 homeless/social service providers and persons from the community at the meetings. In 2000, the COH was established to formalize the work of the OHTF. The COH was intended to comprise eleven (11) community members from the following categories: business sector, homeless/social service providers, faith community, neighborhood councils, education/youth, health care (physical/mental), and housing providers and developers.

The membership make-up was intended to provide a linkage and collaboration between the groups with a focus on identifying the needs of and recommending programs for the homeless community to City Council. In 2014, the COH membership was reduced to seven (7) members and the City Code updates did not reflect membership requirements by category as was intended upon the creation of the COH.

Between 2022 and 2023, the COH held meetings on a semi-consistent basis, though eight (8) of the twenty-four (24) planned meetings were canceled due to a lack of quorum. In 2023, membership of the COH dropped to only four members, and the CAG did not elect officers until August 2023 due to a lack of volunteers. As of July 2024, the COH has four vacancies, and all seven (7) scheduled meetings in 2024 have been canceled due to a combination of reported absences and a lack of agenda items/work to focus on. This is, in part, due to dedicated City staff focusing on the ongoing homeless services and programs and the enhanced partnership with regional stakeholders. Although there are active COH applications from community members, staff recommends not filling these vacancies and instead, dissolving the COH based on the reasons outlined below.

The City Council has prioritized addressing homelessness. As part of this effort, Council increased staffing for the Housing Department, including two (2) staff members dedicated to homeless services, as well as numerous contracts and agreements with homeless service providers. This has allowed the City to provide direct, ongoing supportive services to the homeless community, as well as dedicate time to researching and developing programs and policy recommendations, organizing events and presentations, and fostering strong relationships with other regional stakeholders. Prior to this Council prioritization, much of the research and program development was completed by the COH.

The early work of the COH served to identify the needs of the homeless populations in Oxnard; however, the programs and partnerships to address these needs have now been developed and are functioning, not only at a local level but at a regional level with the Ventura County Continuum of Care (CoC) Alliance. This regional approach allows the City to more efficiently and effectively serve the needs of our homeless population. In addition to identifying homeless persons' needs, one of the larger accomplishments of the COH was COH members working closely with staff to develop the Foul Weather Shelter program. This program was approved by the City Council in July 2023.

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In addition to the Council-supported staffing, a number of homeless support services, programs, and developments are funded, managed, or provided through collaborative relations in the City of Oxnard:
• Casa de Carmen is a development effort for a fifty-six (56) permanent supportive housing unit and a 110-bed overnight homeless shelter and navigation center. This project is currently under construction at 2nd and B streets.
• The Oxnard Navigation Center provides around-the-clock shelter and services to 110 homeless residents, including shelter, laundry, meals, and case management to create and work through individualized housing plans with each client. This is primarily funded by the City of Oxnard and operated by Mercy House.
• The Encampment Response Funding (ERF) program is a State grant that provides funding to utilize local motel rooms to provide non-congregate shelter and case management services to those who have been relocated from encampment sites within the City. The goal of ERF is to place clients into permanent housing. The Ventura County Health Care Agency provides case management services for this program, and the City coordinated closely with the CoC to develop this program and secure its grant funding.
o This program launched in late December 2023 and provides non-congregate shelter and case management services for sixty-five (65) clients.
• Turning Point Foundation serves ten (10) homeless residents from the City of Oxnard through the Our Place Safe Haven Shelter, funded through the Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG) programs.
• Street outreach for unhoused and unsheltered residents is provided via a contract between the City and Salvation Army. The street outreach team provides practical assistance, housing navigation, employment assistance, health navigation, and crisis intervention. o From July 1 - December 21, 2023, the Salvation Army reported serving 622 people through its street outreach program. Due to the limitations of the Homeless Management Information System (HMIS) database, this may include repeat (duplicate) clients. • The City contracts with Mercy House and United Way to provide rapid re-housing assistance, which quickly transitions clients from homelessness to housing through practical assistance that may include housing identification, landlord negotiation, and assistance with short-term costs. o In FY 22-23, Mercy House served seventeen (17) Oxnard residents in their rapid re-housing program.
o In the first three quarters of FY 23-24, Mercy House has served eighteen (18) Oxnard Residents, and United Way has served 9 Oxnard residents through their rapid re-housing programs. • One Stop is a drop-in service funded and run by the Ventura County Health Care Agency. It provides health care, referrals to behavioral health and case management services, and practical assistance to unhoused residents in Camarillo, Oxnard, Santa Paula, and Ventura. Services are held weekly at the Oxnard One Stop.
o One Stop does not keep a separate tally of client interactions at their locations and similar to the data collection for Salvation Army Street Outreach, the HMIS data limitations of unduplicated clients exist with this program. Therefore staff does not have data on Oxnard clients served.

In addition to the City supported programs, the opportunities and partnerships that exist with the Ventura County Continuum of Care (CoC) Alliance, a regional planning body of representatives and stakeholders with the goal of ending homelessness, is one of the main reasons staff recommends dissolving the COH. The CoC includes a similar membership as the originally established COH. The CoC governance board is composed of public agency leadership, service providers, and community members to create a collaborative, representative alliance. Housing Director Emilio Ramirez is a member of the CoC. The majority of direct State funding goes directly to the CoCs in the State, so it is essential to have a strong Oxnard voice within this organization.

Lastly, the CoC runs the Coordinated Entry System, a network that aligns homeless services in the County 300
together to ensure that resources are efficiently and equitably distributed to support people experiencing homelessness. The CoC’s regional approach allows for collaborative solutions that may not be possible at a citywide level by leveraging funds and providing strong resources without duplicating efforts. With this partnership, per the 2024 point-in-time count, the City has been able to strengthen our relationships and achieve a 10.3% reduction in homelessness over the past year.

While homeless support services and staff are commonplace in cities across Ventura County, homeless-focused CAGs are not. As of May 2024, there is no homeless-related commission in the cities of Ventura, Thousand Oaks, Simi Valley, or Moorpark. These cities engage with local service providers, collaborate with the CoC, and dedicate professional staff to providing supportive services.

Several volunteer opportunities are available for community members interested in supporting homeless efforts within Oxnard and throughout the County. These volunteer opportunities include, but are not limited to:
a. Participate in the annual Point-in-Time Count (a count of sheltered and unsheltered people experiencing homelessness) held in January each year;
b. Attend the City's Longest Night Memorial Event held in December; c. Volunteer time or donate to one of many local service providers and non-profit organizations that provide programs that support the homeless and at-risk populations, including, but not limited to, Mercy House, The Salvation Army, Community Action of Ventura County, and Food Share; d. Attend CoC Governance Board meetings and advocate for policies through public comment opportunities; and
e. Apply to become a member of the CoC or the CoC Governance Board to support the alliance's mission and vision.

The City’s active involvement with the CoC, strong partnerships with local homeless service providers, and staff dedicated to connecting individuals with resources ensure that the City continues to provide robust supportive services to address homelessness in Oxnard. Because of this, the purpose and efforts of the COH duplicate the daily work of staff and do not provide meaningful, effective volunteer opportunities for the community. As outlined above, there are volunteer opportunities with service providers, government agencies, and non-profit organizations available to community members. Staff recommends Council dissolve the Commission on Homelessness and rescind any City code sections related to this advisory body.

Should Council support this recommendation, community members will continue to have an opportunity to share homeless-related comments, issues, or concerns through public meetings (e.g. City Council or a CAG when the subject relates to their focus area) or directly contacting their elected representative or Housing Director Emilio Ramirez. Housing staff will continue to facilitate town hall meetings and presentations at public meetings, including City Council, CAGs, or Neighborhood Councils, as necessary and applicable. Staff continue to remain available to assist members of the public and support those in need of homeless services.

Library Board:

Currently, the Oxnard Public Library system supports three branches (Downtown, South Oxnard, and Colonia) with twenty-five (25) professional staff members focused on providing free access to information, resources, exhibits, programs, and more for community members. In addition, the Library became a division of the Cultural and Community Services (CCS) Department in 2016, which provides additional synergy for programming and oversight of its policies and procedures.

The Library Board was first established on December 26, 1906, along with the newly established Oxnard Public Library. The California Education Code (CEC) requires that a municipal public library be managed by a board of library trustees, consisting of five (5) members serving three-year terms on a staggered basis. The board of library trustees is responsible for making and enforcing rules and regulations of a library, managing staff responsibilities, quantity, and compensation, purchasing property as necessary, and administering any trust 301
created for a library. Originally, the City’s Board of Library Trustees was a five-member body appointed by the Chair of the Board of Trustees of the City. The financial management function of the Board of Library Trustees was removed and transferred to the City Council.

In 1998, in an effort to align CAGs, clarify ambiguities, and enhance overall effectiveness, the Council supported a comprehensive update to the ordinances related to CAGs. This effort resulted in the creation of the Library Board, as we know it today, being formally recognized as an advisory board to the Council. This change aligned the Library Board with its existing functions and clarified its powers and duties to match what the City Code reflects today. Although consistent with the spirit of the CEC regarding the establishment of a library board, the current structure and powers and duties of the Library Board are not entirely consistent with the CEC. Further, while the administrative and financial responsibilities of the Library Board of Trustees are currently fulfilled or delegated by the Council, this action has not been formalized through an ordinance or resolution.

The Library Board has not met since February 2019. Originally, the lack of holding meetings was primarily due to a lack of applicants for the Library Board; however, the increased professional staff assigned to manage the Library, the Library becoming a division within the CCS Department, and the active involvement of the Oxnard Friends of the Library Foundation (FOL), a non-profit volunteer organization, has also contributed to the lack of agenda items and interest for the Board.

On September 19, 2023, Council received a report on “Reinventing the Oxnard Library System.” As detailed in that report and live presentation, the CCS Department partnered with the FOL, which funded and participated in an information gathering tour, visiting libraries awarded for their innovative library design and services, program offerings, and ability to connect with the community. An important outcome of that effort has been a renewed strength between the City Staff and the FOL. FOL is dedicated to raising funds to benefit the Library and its patrons and increasing community awareness of the Library. This organization provides volunteer opportunities for residents, including sorting and pricing donated books, working shifts at the gift shop or the occasional book sales, and delivering books to those who are home-bound through the “Books on Wheels” program. This organization meets monthly and works closely with Library staff by providing input, suggestions, and public feedback on the needs of City programs, services, and space use. Community members interested in volunteering to support the public library system have an opportunity to do so through the FOL.

In summary, due to the following reasons, staff recommends restructuring the Library Board:

1. Full compliance with the California Education Code;

2. Increased professional City staff dedicated to supporting Library programs and administrative oversight;

3. Existing volunteer opportunities with FOL ;

4. Lack of applicants for the Board; and

5. Lack of Library Board meetings since 2019
The eventual staff recommendation for the restructured Library Board will depend on a response from the California Attorney General (AG). The City has requested an AG opinion, via Assemblymember Steve Bennett, regarding the CEC's language about the requirement that the Board be five members. If feasible, based on the eventual AG response, staff would recommend the City's seven-member City Council be established as the Library Board of Trustees. This would allow the board to function similarly to the role of the Parking Authority, with the City Manager assuming the administrative responsibilities delegated to the Council.

If the Committee supports the restructuring of the Library Board, upon response from the AG, staff will return to the Council with a proposal to restructure the Library Board.

Continued & Future CAG Efforts:

Staff from the CMO oversees, monitors, and evaluates the CAG efforts, processes, and requirements. To 302
evaluate the effectiveness of the CAGs and provide meaningful volunteer opportunities for City residents, staff monitors each CAG’s activities, including compliance with administrative requirements, alignment with powers and duties, general efforts and outcomes, and member engagement.

Ongoing training with the CAGs has resulted in more consistency with procedures, increased member engagement, and a stronger understanding of their individual powers and duties. Ongoing or planned CAG efforts in 2024 include:
• Community Relations Commission (CRC): highlighting City programs that focus on diversity, inclusion, and equal opportunities; strengthening signature programs, including the Multicultural Festival and Community Awards to increase community involvement. • Cultural Arts Commission (CAC): finalizing the Request for Proposals to complete the third downtown mural through the Public Art Fund; discuss modifications to their existing powers and duties to refine their role and align with public art fund restrictions. • Library Board: Pending AG response, and committee support at the subject meeting, return to Council with a restructure for the Library Board.
• Parks, Recreation and Community Services Commission (PRCSC): focusing efforts on implementation of the 2021 Parks & Recreation Master Plan. Recently the Chair of the PRCSC introduced the concept of merging with the CAC.
• Senior Services Commission (SSC): working through their adopted 2024 goals to explore senior center signage and accessibility, existing programs and possible new areas of interest to the community, and technology education opportunities.

Staff’s continued training plans include goal-setting workshops to focus and align the CAGs with their powers and duties, strengthen their outcomes, and create robust, active CAGs that serve as liaisons between the community and City Council in their focus area.

Lastly, part of the support for CAGs includes filling vacancies. Although some CAG appointments have been delayed due to the evaluation of the CAGs and concepts presented by the PRCSC chair, we continue to accept applications for vacancies. As of June 27, 2024, four community members were appointed to the CAGs. If the COH is dissolved and the Library Board is restructured, staff would work with the existing members, if they still want to serve the community in some aspect, to help place them on another CAG or find opportunities within the existing outside volunteer opportunities.

STRATEGIC PRIORITIES

FINANCIAL IMPACT

There is no financial impact.

Prepared by: Samantha Shapiro, Project Manager

ATTACHMENTS

1. Presentation

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COMMUNITY SERVICES, PUBLIC SAFETY, HOUSING &

DEVELOPMENT COMMITTEE AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.1

DATE: February 24, 2026

TO: Community Services, Public Safety, Housing & Development Committee

FROM: Ashley Golden, Assistant City Manager, (805) 385-7478, [email protected]

SUBJECT: Direction on the Future of the Commission on Homelessness.

RECOMMENDATION

That the Community Services, Public Safety, Housing & Development Committee provide direction on the future of the Commission on Homelessness.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/AK5zVWCpkGg

BACKGROUND

Executive Summary:

On July 9, 2024 staff sought direction from the Community Services, Public Safety, Housing & Development Committee (Committee) on dissolving the Commission on Homelessness (COH) (Attachment #1). At that time, the Committee requested additional details on success rates, the City’s defined role, and the subcommittee structure of the Ventura County Continuum of Care (CoC). Those details are provided in the body of this staff report.

The CoC is the mandatory regional approach to addressing homelessness - from a policy standpoint, stakeholder standpoint, and financial standpoint. For Oxnard to be eligible to receive HUD funding for homeless services—such as Emergency Solutions Grants (ESG) or CoC program funds—it must participate in the planning and implementation of the CoC. In addition, some State funding goes directly to the CoCs in California, including the Homeless Assistance and Prevention (HHAP) program, so Oxnard must participate in the CoC to be eligible for funding. The City is a member of the CoC Alliance, the Housing Director sits on the Alliance Governance Board (Board), and staff participate in the Advisory Committees of the CoC. In March 2026, a City of Oxnard Council Member will be appointed as a Board member.

The Commission on Homelessness (COH), a Citizen Advisory Committee (CAG) with the goal of making recommendations to the City Council on various issues related to homelessness, began in 2000 as an 11-person board from the following categories: business sector, homeless/social service providers, faith community, neighborhood councils, education/youth, health care (physical/mental), and housing providers and developers. In 2014, the COH membership was reduced to seven (7) members and the City Code updates no longer reflected membership requirements by category. When COH meetings resumed in 2021 (following the pandemic), thirteen (13) of the 36 planned meetings were canceled between 2021 and 2023 due to a lack of quorum or discussion items. The COH began to struggle with maintaining a quorum and identifying agenda 304
items that fit within their “Powers and Duties” in late 2022 and in 2023, membership of the COH dropped to only four members. As of July 2024, when this item was first brought to the committee for discussion, the COH had not held a meeting in the calendar year due to a combination of reported absences and lack of agenda items/work to focus on.

Supporting a CAG takes a considerable amount of staff time from the primary department assigned to the CAG (in this case the Housing Department), as well as support from the City Attorney’s Office, the City Manager’s Office, the City Clerk's Office, and IT Department (agendas, minutes, attendance reports, staff reports and pre- recorded videos for agenda items, presentations to City Council, trainings and onboarding of members, annual reports, etc). Staff does not have the capacity to support the COH, be the “boots on the ground” addressing homelessness, and participate in the CoC and the various CoC sub-committees.

Since the structure of the CoC is similar to the intention of the original COH and because of the increase in City services in this area, staff requests that Council evaluate the information provided in this report and discuss the future of the COH as a CAG. Staff recommends a pragmatic approach, which is to dissolve the COH, but continue with active involvement with the CoC, which is required if financial resources from the federal and State governments are to be provided to Oxnard. As outlined in this report, there are volunteer opportunities with service providers, government agencies, and non-profit organizations available to community members wishing to have an active role in ending homelessness.

DISCUSSION

Regional Approach to Addressing Homelessness:

Continuum of Care, Federal Level

The Continuum of Care (CoC) process was developed by the U.S. Department of Housing and Urban Development (HUD) in 1994 to coordinate the distribution of several competitive homeless assistance programs. Prior to the CoC process, organizations applied individually for funding from several homeless assistance programs. The CoC process was established to promote coordination within communities and between programs. It was also designed to bring together a broader collection of stakeholders such as public agencies, the faith and business communities, and mainstream service providers.

On May 20, 2009, President Barack Obama signed the HEARTH Act (Public Law 111-22), providing Congressional authorization of the CoC process. Regulations governing the CoC program were published in the summer of 2012.

The HEARTH Act reauthorized the housing title of the 1987 McKinney-Vento Act. HUD began issuing regulations in 2011, with the release of interim regulations on the Emergency Solutions Grant (ESG) and the Homeless Management Information Systems (HMIS) (the database enabling the Coordinated Entry System), along with a final regulation on the definition of homelessness. Regulations on the CoC program were published in the summer of 2012. Key changes made by the HEARTH Act include changes to outcome measures, funding incentives, eligibility for assistance, matching requirements, rural assistance, and administrative funding.

Purpose of a CoC

A CoC is a regional planning body, funded by HUD, that coordinates funding and services for homeless individuals and families. HUD requiresthat all geographic areas in the United States be covered by a CoC to receive McKinney-Vento Homeless Assistance Grants. A CoC:
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1. Convenes various community stakeholders, including nonprofits, governments, faith-based groups, business community, and community advocates, to strategically address homelessness within a specific geographic area, ensuring a coordinated approach to rehousing people and connecting them with mainstream resources;

2. Establishes a single, community-wide system/network that aligns homeless services throughout a region to prioritize and connect people to housing services (e.g. HMIS);

3. Evaluates local homelessness needs and performance of existing services and applies to HUD for CoC Program grants.

A CoC’s regional approach provides for collaborative solutions that are likely not possible at a city-only level by leveraging funds and providing strong resources without duplicating efforts.

Ventura County Continuum of Care (VC CoC)

The Ventura County Continuum of Care is the local CoC that fulfills the requirements stated above (items 1-3).

Prior to the VC CoC, the Ventura County Homeless and Housing Coalition (the Coalition) was established in 1983 as a collaborative for housing advocates, service providers and local government representatives concerned about issues of homelessness. In 1993 the Coalition incorporated as a non-profit organization and served as the CoC coordinating body acknowledged by HUD from 1998-2012. In 2012, at the request of the Coalition, CoC administrative and oversight responsibilities were transferred to the County of Ventura and the Countywide CoC Alliance (Alliance) was formalized.

If a city, such as Oxnard, wants to receive HUD funding for homeless services—such as Emergency Solutions Grants (ESG) or CoC program funds—it must participate in the planning and implementation of that region's CoC. In addition, the majority of direct State funding goes directly to the CoCs in California, so again a city must participate in the CoC to be eligible for funding.

The County Executive Office (CEO) provides lead staff support for the Alliance, the Alliance Governance Board (Board), Advisory Committees, the Interagency Council on Homelessness (IACH), and Infrastructure Organizations. These meetings are open to the public. Within this framework, as indicated below, there are many opportunities to be involved to end homelessness in Ventura County. Attachment #2 is the VC CoC Governance Charter, effective January 1, 2026 and below is a summary of each of these functions within the Alliance.

1. Alliance: the “parent” agency of the VC CoC with more than 100 representatives throughout the County collaborating to end homelessness. Membership in the Alliance is open to a variety of individuals and organizations. Exhibit D of Attachment #2 includes the members that make up the alliance. The Alliance meets at least quarterly with published agendas, issues public invitations for new members at least annually, and provides an opportunity for the public to attend to homelessness throughout the County.

2. Board: acts on behalf of the Alliance to set regional goals and priorities, monitor performance, make funding decisions, and provide strategic leadership and oversight to the Alliance; it is composed of county-wide public agency leadership, service providers, and community members to create a collaborative, representative alliance. In December 2025, the Board amended their charter to add three (3) appointed publicly elected officials or their alternates to include one (1) County of Ventura Board Supervisor, one (1) West County jurisdiction city council member (City of Oxnard from 2026-2028), and one (1) East County jurisdiction city council member. The amended charter also added three (3) law enforcement representatives to include one (1) County of Ventura Sheriff representative, one (1) West County jurisdiction law enforcement representative (City of Ventura from 2026-2028), and one (1) East County jurisdiction law enforcement representative. In addition, the City of Oxnard Housing Director 306
sits on the Board. The Board meets monthly with published agendas and provides an opportunity for the public to attend. Community members are able to apply for the CoC Board, but members must fit the vacant seat designation to be nominated.

3. Advisory Committees: The Alliance has established several Standing Advisory Committees that are needed each year and are established for ongoing, long-term activities:
a. Housing and Services Committee;
b. Data Performance and Evaluation Committee;
c. Homeless Management Information System (HMIS) and Coordinated Entry Steering Committee; d. Public Information and Outreach Committee;
e. Nominations/Selection Committee;
f. Youth Action Board Committee.

Each Standing Advisory Committee establishes regular recurring meetings and publishes an annual calendar on the Alliance website. These standing Advisory Committees meet regularly, some monthly and others quarterly, and are open to the public.

Interagency Council on Homelessness (IACH): The Ventura Council of Governments (VCOG), in their role as Interagency Council on Homelessness for the County of Ventura, receives reports from the Board no less than annually. The IACH provides an additional opportunity for regional coordination and interagency collaboration, Currently Councilmember Bert Perello holds a seat on VCOG.

4. Infrastructure Organization(s): The Infrastructure Organization provides operational responsibilities for the Alliance. The County Executive Office fulfills this role.

Recent Accomplishments of the VC CoC include:

Strategic Initiatives and Funding
• Secured Funding: The County of Ventura secured over $93 million in state funding for behavioral health infrastructure to develop two new residential treatment facilities. The VC CoC and County of Ventura have been awarded all 6 rounds of HHAP funding totaling over $28 million. • Prevention Efforts: Throughout the CoC region, HHAP funds were allocated for homeless prevention through United Way of Ventura County and VC Human Services Agency. • Encampment Resolutions:State grant investments have enabled the county and cities to resolve encampments by prioritizing housing placements.
o The City of Oxnard’s involvement with the CoC has greatly benefited the City in recent years.

In 2023, the City received a $4,015,638.88 Encampment Resolution Funding (ERF) grant from the State of California. The CoC supported the City’s application for the funding, and was listed as the Implementing Organization for the project. The $4M grant provided funding to utilize local motel rooms to provide non-congregate shelter and case management services for persons relocated from two large encampment sites within the city. The City of Oxnard's partnership with the VC CoC allowed the City to close both encampments and 88 individuals were relocated to non-congregate shelter and case management programs over the course of the program. o The CoC established a preference for ERF clients when determining placements for permanent supportive housing, further facilitating the success of this program, and allowing 44 of the 88 individuals a pathway housing.
• Data-Driven Approach: The CoC utilizes the Homeless Management Information System (HMIS) and annual PIT counts to inform funding and policy decisions. • 2023 Ventura County Homeless Plan: Ventura County identified and addressed system needs and gaps by engaging LeSar Development Consultants (LDC) to develop the 2023 Five-Year Homelessness Plan. The Cities of Oxnard, San Buenaventura, and Thousand Oaks partnered with Ventura County 307
throughout the process and obtained jurisdiction specific goals and next steps that are aligned with the County framework to meet local needs.

Homelessness Reduction
• Reduced Homeless Population: The 2025 Point-in-Time (PIT) count, which is organized by the County Executive Office CoC administrative staff, identified 1,990 individuals experiencing homelessness, a reduction of 368 people (15.6%) compared to 2024, and an 18.5% decrease since 2023.

For the City of Oxnard, per the 2024 and 2025 point-in-time counts, the City has been able to strengthen its relationships and achieved a 10.3% reduction in homelessness in 2024, followed by an additional

15.7% reduction in homelessness in 2025.
• Increased Housing Stock & Shelters: Within the CoC region, from 2022 to 2025, Interim Shelter increased by 98 units and permanent housing increased by 563 units. Over 100 new permanent housing units opened since September 2024. Specifically in the City of Oxnard from 2018 to 2025, in addition to other affordable housing projects, 190 PSH units have been constructed and occupied (Attachment #3 for full list).
• Successful Projects: The "Pathways to Home" Coordinated Entry System has been implemented to streamline access to services. The Pathways to Home system facilitated the placement of more than 40 previously homeless persons from two large encampment sites in Oxnard to permanent supportive housing units, by matching those individuals to available units as they became available. Project RoomKey (PRK) assisted over 800 participants with motel vouchers during the pandemic.

Council Priorities

Since 2016, Council has prioritized and invested in addressing homelessness. On May 17, 2016, Council adopted Fiscal Years (FY) 2016/2017 and 2017/2018 City Council Strategic Priorities, which included a goal to address homelessness through the development and implementation of a multitiered strategy. In September 2018, Council adopted a Homeless Five-Year Plan and Strategy.

The City continued to invest in homeless services, and in 2021 Council’s commitment was reaffirmed with the adoption of new priorities, which include: "Continue to address homelessness in Oxnard”.

This priority included investment of funding with staffing added to both the Police and Housing Departments to support homeless prevention and response. In approximately FY 16/17 there was only one officer primarily dedicated to homeless services. In 2020, the Oxnard Police Department created the Homeless Liaison Officer (HLO) Unit, inclusive of three officers and one sergeant developing a dedicated team to address issues of homelessness and vagrancy; and as of December 2025, this unit includes five (5) officers, one (1) corporal, and one (1) sergeant.

Within the Housing Department, although there was a homeless assistance position dating back to at least FY 2011-2012, the position served in multiple capacities, was vacant many times, and at one point the City of Oxnard contracted with the City of Ventura for support in homeless services to fill the void in staffing. In 2021, an additional position was added in the Housing Department dedicated to homeless services. The additional staff have allowed for the researching, developing, and operation of programs and policy recommendations, organizing events and presentations, and fostering strong relationships with other regional stakeholders. In addition, Council has authorized numerous contracts and agreements with homeless service providers, allowing the City to provide direct, ongoing supportive services to the homeless community. Prior to this Council prioritization of addressing homelessness, much of the research and program development was completed by the City of Oxnard Commission on Homelessness (COH).

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As further described in Attachment #3, Council’s investment in homeless-related services has expanded the City’s shelter, affordable housing projects, increased partnerships with County agencies and local service providers, and established a street outreach program designed to support those experiencing homelessness.

Some major accomplishments of these investments include the opening of the Casa de Carmen Permanent Supportive Housing and Navigation Center, serving 65 residents through the street outreach team between July 1, 2025 and September 30, 2025, and serving 74 individuals through the rapid re-housing program between July 1, 2023 and June 30, 2025.

Commission on Homelessness (COH)

Prior to the Commission of Homelessness (COH) being established in 2000, the Oxnard Homeless Task Force (OHTF) existed. The OHTF included representatives from homeless service agencies, staff from the City and County, and interested community members. It was an evolving group that met every 1-2 months, and generally had 15- 25 homeless/social service providers and persons from the community at the meetings.

In 2000, the COH was established as a recognized Citizen Advisory Group (CAG) to the City to formalize the work of the OHTF. At inception, the COH comprised eleven (11) community members from the following categories: business sector, homeless/social service providers, faith community, neighborhood councils, education/youth, health care (physical/mental), and housing providers and developers. The make-up of the membership provided a linkage and collaboration between the groups, with a focus on identifying the needs of and recommending programs for the homeless community to the City Council. The original membership requirements of the COH were similar to that of the VC CoC. In 2014, the COH membership was reduced to seven (7) members and the City Code updates no longer reflected membership requirements by category.

City staff efforts to streamline the City's CAG program, of which the COH is part of, in order to make them more uniform, effective, and manageable has been ongoing but was stalled in 2020 with the onset of the pandemic. Efforts resumed in 2022 with the creation of uniform bylaws, development and transition to uniform templates and processes, implementation of member and staff training, annual reports to Council, an onboarding program for new members, and ongoing support of CAG processes and efforts.

While some CAGs benefitted from staff’s ongoing support, the COH struggled to engage volunteers, meet quorum requirements, or identify work that aligns with their powers and duties that did not duplicate administrative staff responsibilities and aligned with Council policies and priorities. For these reasons, in July 2024, staff brought an item to the Committee requesting direction on staff’s recommendation to dissolve the COH.

COH meetings were paused in 2020 due to the pandemic and resumed in 2021. After meetings resumed the COH met on a semi-consistent basis, though thirteen (13) of the 36 planned meetings were canceled between 2021 and 2023 due to a lack of quorum or discussion items. Though there were some notable accomplishments from the COH in 2021 and early 2022, the COH began to struggle with maintaining a quorum and identifying agenda items that fit within their “Powers and Duties” in late 2022. In 2023, membership of the COH dropped to only four members (out of seven available spaces) and the CAG did not elect officers until August 2023 (rather than January as prescribed by their bylaws) due to a lack of willing members to serve in these positions.

As of July 2024, when this item was first brought to committee for discussion, the COH had not held a meeting in 2024 due to a combination of reported absences and lack of agenda items/work to focus on. Since July 2024, appointments to the COH have been on pause and no meetings have been held.

Of the four members who were still serving on the COH at the end of 2023, one has since been appointed to the Mobile Home Park Rent Review Board, one to the Community Relations Commission, one was no longer attending COH meetings, and one was interested in re-appointment to COH and currently serves on the Measure O Oversight Committee. Although there are applications on file from community members interested in serving on the COH, appointments have remained on hold until the discussion on the future of the COH 309
takes place with the City Council.

Supporting the COH requires a considerable amount of staff time from the Housing Department, as the primary department overseeing the CAG, as well as support services from the City Attorney’s Office, City Manager’s Office, City Clerk’s Office and IT. Housing Department staff are responsible for preparing agendas and minutes, tracking and reporting attendance, developing staff reports, pre-recorded presentations and annual reports, coordinating with commissioners and staff, onboarding and training commissioners, and being present to facilitate the meeting. This can amount to 8-10 hours of work per meeting, which historically were scheduled on a monthly basis. Staff does not have the capacity to support the COH, be the “boots on the ground” addressing homelessness, and participate in the CoC and the various CoC sub-committees. As stated previously, active involvement with the CoC is required if financial resources from the federal and State governments are to be provided to Oxnard.

The early work of the COH served to identify the needs of the homeless populations in Oxnard to support these efforts that staff could not complete at the time due to limited staffing. While there has been good work from the COH, most notably the Foul Weather Shelter program recommended to Council in 2022 (approved by Council in July 2023) and Safe Parking Proposal program recommended to Council in 2022 (no subsequent Council approval), the current efforts of the Homeless Division staff, the City’s requirement to participate in the CoC to be eligible for federal funding, and combined with recent successes regarding homeless resources, continue to demonstrate that the COH, at the City level, is not the most efficient or effective use of volunteer time or staff time and resources.

While homeless support services and staff are commonplace in cities across Ventura County, homeless-focused CAGs are not. As of May 2025, there is no homeless-related commission in the cities of Ventura, Thousand Oaks, Simi Valley, Port Hueneme, Fillmore, Ojai or Moorpark. These cities engage with local service providers, collaborate with the CoC, and dedicate professional staff to providing supportive services.

Ways for Community Members to Support Ending Homelessness

There are several volunteer opportunities available for community members interested in supporting homeless efforts within Oxnard and throughout the County. These volunteer opportunities include, but are not limited to:

1. Attend the quarterly CoC Alliance meetings and advocate for policies.

2. Attend the CoC Governance Board meetings and advocate for policies. In 2025 there were 13 Board meetings.

3. Apply to become a member of the CoC Alliance or the CoC Governance Board to support the alliance's mission and vision. The Alliance issues public invitations for new members at least annually.

Community members are able to apply for the CoC Board, but members need to fit the seat designation to be nominated.

4. Participate, as a member of the public, in one of the CoC Advisory Committees, which meet monthly or quarterly, focused on specific initiative areas.

5. Participate in the annual Point-in-Time Count. This is a count of sheltered and unsheltered people experiencing homelessness held in January each year.

6. Attend the City's Longest Night Memorial Event held in December. This annual event is hosted as a memorial for those who have died while homeless throughout the year.

7. Volunteer time or donate to one of many local service providers and non-profit organizations that provide programs that support the homeless and at-risk populations, including, but not limited to, Mercy House, The Salvation Army, Community Action of Ventura County, and Food Share.

As outlined above, there are volunteer opportunities with service providers, government agencies, and non- profit organizations available to community members wishing to have an active role in ending homelessness. In recent years, Council has prioritized and supported many homeless programs and staff have enhanced homeless 310
support services in partnership with the VC CoC and County of Ventura. Since Oxnard must participate in the planning and implementation of VC CoC to be eligible for HUD funding for homeless services—such as Emergency Solutions Grants (ESG) or CoC program funds—AND because we don’t have the capacity to actively participate at the CoC, serve the local homeless population, and staff the COH, staff recommends dissolving the COH.

STRATEGIC PRIORITIES

FINANCIAL IMPACT

There is no financial impact.

Prepared by: Samantha Shapiro, Project Manager

ATTACHMENTS

1. Attachment 1 - Committee Report July 2024

2. Attachment 2 - VC CoC Governance Charter 2026

3. Attachment 3 - COH Report 02.24.26

4. Attachment 4 - Presentation

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ATTACHMENT #3 City’s Homeless Programs and Services 2017 Through 2025
Shelter Winter Warming Shelter ● December to March ● Night Time Only ● Limited restroom and shower facilities ● No accessible restrooms ● 120 bed capacity Casa de Carmen: Contracted with Mercy House Year Round services: ● 110-bed overnight homeless shelter and Navigation Center, including case management, food, and laundry Partnerships with other shelter providers: ● Gabriel’s House ● Lighthouse ● Rescue Mission ● Turning Point- funded through CDBG and Emergency Solutions Grant ESG programs: Serves 21 homeless residents from the City through the Our Place Safe Haven Shelter Permanent Supportive Housing (PSH) Units
N/A Casa De Carmen ● 55 PSH units (plus 1 manager’s unit) Central Terrace: ● 35 PSH units (86-unit affordable housing project, plus 1 manager’s unit) Dolores Huerta: ● 13 PSH units reserved for veterans experiencing homelessness (57-unit affordable housing development serving low-income farmworkers, plus 1 manager’s unit) Ormond Beach Villas ● 18 PSH units (40 unit project) Casa Aliento: ● 69-unit PSH units (plus 1 manager’s unit) Police Staffing One (1) Officer primarily dedicated to homeless services Homeless Liaison Office (HLO) Unit, including: ● One (1) Sergeant ● One (1) Corporal ● Four (4) Officers Housing Vouchers
Issued 3 homeless set aside vouchers ● Issued 122 homeless set aside vouchers (for a grand total of 125 vouchers issued) 312
● New allocation of mainstream vouchers (additional 12 vouchers issued for a grand total of 40 vouchers issued) ● New allocation of emergency housing vouchers (43 vouchers issued) ● New allocation of Veterans Affairs Supportive Housing (VASH) vouchers (37 vouchers issued) Street Outreach ● No organized street outreach ● Oxnard Police Department responded to calls ● City Police Department and Homeless Assistance Staff Partner with Mercy House to provide street outreach for unhoused and unsheltered residents. ● From July 1, 2024 – January 28, 2026, Mercy House reported serving 104 unduplicated individuals through its street outreach program, with 41 of those individuals exiting the program to shelter and 2 exiting directly to permanent housing.

Encampment Response
● Reactionary only; typically requiring Council appropriation outside the budget system to respond to encampments.

Council Approved Budget ($80K) in Housing Department for coordinate efforts Monthly Internal City meeting to coordinate response efforts City Encampment Response Guidance is aligned with Executive Order N-1-24 (“EO”) Encampment Resolution Funding (ERF): ● $4M state grant (2023) that provided funding to utilize local motel rooms to provide non-congregate shelter and case management services to those relocated from encampment sites within the city ● This program provided non-congregate shelter and case management services for more than 80 clients Additional Partnerships
Limited ● Continuum of Care ● County of Ventura ● Cities in the County ● All City Departments ● Oxnard Housing Authority ● Mercy House 313
● Affordable Housing Developers ● Shelter Care Resources ● Salvation Army ● Faith Based Community ● Ventura Housing Trust Fund ● Shelter partners listed previously One Stop : drop-in service providing health care, referrals to behavioral health and case management services, and practical assistance to unhoused residents ● Funded and run by the Ventura County Health Care Agency, services are held weekly at Oxnard One Stop location ● One Stop does not keep a separate tally of client interactions at their locations, therefore staff does not have data on Oxnard clients served Rapid Re-Housing Assistance: transitions clients from homelessness to housing through practical assistance that may include housing identification, landlord negotiation, and assistance with short-term costs ● City contracts with Mercy House and United Way to administer this program ● From 7/1/23 - 6/30/25, 74 individuals were served through this program 314

Governance Charter

2026

Approved by CoC Board on September 10, 2025
Amended by CoC Board on December 19, 2025
Effective January 1, 2026

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Table of Contents
RECITALS 5
ARTICLE I. VENTURA COUNTY CoC GEOGRAPHIC BOUNDARIES 5

1.01 BOUNDRIES 5
ARTICLE II. ESTABLISHEMENT OF THE CoC 5

2.01 OVERVIEW 5
ARTICLE III. MISSION AND PURPOSE 6

3.01. MISSION 6

3.02. SPECIFIC PURPOSES 6
ARTICLE IV. RESPONSIBILITIES OF THE ALLIANCE 7

4.01. OPERATING THE CoC 7

4.02. CoC PLANNING 7

4.03 DESIGNATING AND OPERATING HMIS 8

4.04. PREPARING APPLICATIONS FOR FUNDS 8

4.05. ADDITIONAL RESPONSIBILITIES 8

4.06. LIMITATIONS 9
ARTICLE V. ALLIANCE MEMBERSHIP 9

5.01. STAKEHOLDERS 9

5.02. MEMBERSHIP APPLICATION PROCESS 9

5.03. MEMBER RESPONSIBILITES 10

5.04. MEMBERSHIP 10

5.05. MEETINGS AND MEETING SCHEDULE 10

5.06. ANNUAL MEETING 11

5.07. SPECIAL AND EMERGENCY MEETINGS 11

5.08. QUORUM 11

5.09. VOTING 11

5.10. MEETING MINUTES 12
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ARTICLE VI. THE ALLIANCE GOVERNANCE BOARD 12

6.01. OVERVIEW 12

6.02. ESTABLISHMENT OF GOVERNANCE BOARD 12

6.03. BOARD RESPONSIBILITIES 12

6.04. BOARD COMPOSISTION 13

6.05. PROCESS FOR BOARD SELECTION 13

6.06. BOARD MEMBER SELECTION CRITERIA 14

6.07. BOARD ELECTIONS AND TERMS OF OFFICE 14

6.08. BOARD CODE OF CONDUCT 15

6.09. GENERAL CONDUCT 15

6.10. STEWARDSHIP OF RESOURCES 15

6.11. PROTECTION OF CONFIDENTIAL INFORMATION 15

6.12. PUBLIC STATEMENTS AND MEDIA RESPONSE 15

6.13. REVIEW OF VIOLATION OF THE CODE OF CONDUCT CHARGES 15

6.14. BOARD LEADERSHIP 16

6.15. DOCUMENTATION 16

6.16. RESPONSE OF THE BOARD TO COMMUNITY CONCERNS/OBLIGATION TO REPORT 16

6.17. ABILITY TO CONDUCT BUSINESS/DEBARMENT OR SUSPENSION 16

6.18. CONFLICT OF INTEREST AND RECUSAL POLICY 16

6.19. FINANCIAL CONFLICTS OF INTERST – GIFTS 17

6.20. RESTRICTIONS ON PROCUREMENT AND PROVISION OF SERVICE 18

6.21. OBLIGATION TO DECLARE POTENTIAL CONFLICT OF INTERST 18

6.22. TERMINATION POLICY 18

6.23. PARLIMENTARY PROCEDURES 18

6.24. QUORUM 18
ARTICLE VII. ADVISORY COMMITTEES 18

7.01. COMMITTEES AND TASK GROUPS 18

7.02. STANDING ADVISORY COMMITTEES 19

7.03. TASK GROUPS 21
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ARTICLE VIII. INTERAGENCY COUNCIL ON HOMELESSNESS (IACH) 21

8.01. OVERVIEW 21
ARTICLE IX. EMPLOYMENT STATUS 21

9.01. OVERVIEW 21 ARTICLE X. INFRASTRUCTURE ORGANIZATION(S) 22

10.01. OVERVIEW 22

10.02. SELECTION PROCESS 22

10.03. INFRASTRUCTURE ORGANIZATIONS(S) RESPONSIBILITIES 22

10.04. DESIGNATING HMIS LEAD 23

10.05. DESIGNATING COLLABORATIVE APPLICANT 23

10.06. DESIGNATED POINT OF CONTACT 23

10.07. TERMINATION POLICY 23
ARTICLE XI. RELATIONSHIPS WITH OTHER HUD FUNDED CONSTITUENCIES 24

11.01. ESG ENTITLEMENT AREAS 24

11.02. ESG PROJECT RECIPIENTS AND SUBRECIPIENTS 26
EXHIBIT A – VENTURA COUNTY CoC ALLIANCE GOVERNANCE STRUCTURE 27 EXHIBIT B – CoC ALLIANCE SEPARATION OF DUTIES MATRIX 28 EXHIBIT C – CoC INFRASTRUCTURE ORGANIZATION 29
EXHIBIT D – CoC ALLIANCE MEMBERSHIP 30

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NAME: Ventura County Continuum of Care Alliance, hereinafter referred to as “Alliance” ADDRESS: The Alliance is located in the County of Ventura within the State of California. The Alliance’s office of record will be the address and point of contact of the identified HUD Collaborative Applicant.

Currently: County of Ventura, County Executive Office - Community Development, Hall of Administration L#1940, 800 South Victoria Avenue, Ventura, CA 93009

ARTICLE I. VENTURA COUNTY CoC GEOGRAPHIC BOUNDARIES

1.01. BOUNDARIES
The Ventura County Continuum of Care Alliance includes all of the geography within the County of Ventura, including 10 incorporated cities and all unincorporated areas. The physical bounds of this geography are consistent with the boundaries inclusive of these areas. These boundaries contain other Housing and Urban Development (hereinafter referred to “HUD”) designated program components, including multiple Housing Authorities, six (6) HUD geocode areas, two (2) local Emergency Solutions Grant (hereinafter referred to as “ESG”) Areas, communities eligible for State ESG funds, as well as federally designated Community Development Block Grant (hereinafter referred to as “CDBG”) entitlement areas, HOME, and Veterans Administration service areas. The CoC primary area of operations within the CoC geography includes the areas served by the program components listed above. This geography is referred to as the Ventura County CoC Region (hereinafter referred to as “Region”) and is known to HUD as City of Oxnard/San Buenaventura/Ventura County CoC (CA-611).

ARTICLE II. ESTABLISHMENT OF THE CoC

2.01. OVERVIEW
The U.S. Department of Housing and Urban Development charges communities that receive funds under the Homeless Continuum of Care Program (hereinafter referred to as “CoC Program”) of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act with specific responsibilities.

Section 578.5 of the HEARTH Interim Rule published in July 2012 (Interim Rule), defines a Continuum of Care (CoC) as “the group organized to carry out the responsibilities required under this part and that is composed of representatives of organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, organizations that serve homeless and formerly homeless veterans, and homeless and formerly homeless persons to the extent these groups are represented within the geographic area and are available to participate.” Relevant organizations in the Ventura County CoC Region established the Ventura County Homeless and Housing Coalition (the Coalition) in 1983 as a collaborative for housing advocates, service providers and local government representatives concerned about issues of homelessness. In 1993 the Coalition incorporated as a non- profit organization and served as the CoC coordinating body acknowledged by HUD from 1998-2012. In 2012, at the request of the Coalition, CoC administrative and oversight responsibilities were transferred to the County of Ventura and the Countywide CoC Alliance was formalized. The Alliance is an unincorporated association as defined under Section 18035 of the California Corporations Code.

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ARTICLE III. MISSION AND PURPOSE

3.01. MISSION
The Ventura County Continuum of Care Alliance is a collaborative group dedicated to promoting a safe, desirable and thriving community by ending homelessness in Ventura County.

3.02. SPECIFIC PURPOSES
In 2014 the Alliance began a transformation to expand membership, seat an inaugural Governance Board, identify Infrastructure Organizations, facilitate compliance with new federal regulations and guidelines, and address local gaps in community coordination and planning. As such, the Alliance outlines below the responsibilities and authorities of the different components that make up the Alliance including: Alliance Membership, Interagency Council on Homelessness, Advisory Committees, the Governance Board, and Infrastructure Organization(s).

A. Collaboration: The Alliance will:

1. Promote community-wide commitment to the goal of ending homelessness in Ventura County;

2. Provide opportunity for regional coordination and interagency collaboration;

3. Promote access to and effective utilization of mainstream programs by homeless individuals and families;

4. Promote the strategic use of available resources;

5. Inform local planning processes;

6. Inform stakeholders of actions impacting homelessness;

7. Advocate for people experiencing homelessness in areas where they have limited access;

8. Ensure availability of a region-wide Continuum of Care that meets requirements under HEARTH Interim Rule 578.5;

9. Coordinate responses to funding opportunities for assistance for people at-risk of or experiencing homelessness;

10. Implement specific goals established in applications for funding; and

B. Actions: The Alliance will:

1. Foster the plan for a permanent system to ending homelessness;

2. Ensure access for homeless persons to quality services and facilities in all phases of the Continuum of Care system;

3. Coordinate services throughout the region to ensure that each special needs population has access to services in each geographic sub-region;

4. Provide a seamless system of care for transition from the street to permanent housing;

5. Support development of a strategic plan to address homelessness in the Region;

6. Establish and evaluate standards and service targets with an eye for continuous improvement; and

7. Actively recruit new and diverse membership.

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ARTICLE IV. RESPONSIBILITIES OF THE ALLIANCE

4.01. OPERATING THE CoC
The Alliance will:

A. Hold meetings of the full membership at least quarterly with published agendas; B. Issue public invitation for new members to join at least annually; C. Follow and update annually a governance charter;
D. Continue development of governance charter to incorporate all procedures and policies including those required by all funding sources including written standards for funding assistance, strategic planning, project evaluations, and HMIS requirements; E. Follow ‘Process for Board Selection’ hereto outlined in Section 6.05 to select a Governance Board to act on behalf of the Alliance. The process will be reviewed, updated (as applicable), and approved annually by the Alliance as part of its Charter; F. Follow Process for Selection of Infrastructure Organization(s)’ hereto outlined in Section 10.02 to select organization(s) to assume operational responsibilities including HUD CoC Program Collaborative Applicant, HMIS Lead, Staff, Project Monitoring, and preparing the HUD CoC Collaborative Application;
G. Follow the ‘Interagency Council on Homelessness’ process hereto outlined in Section 8.01 to engage key government representatives to end homelessness in Ventura County Region; H. Appoint Advisory Committees, subcommittees, or task groups; I. Consult with recipients and sub-recipients to establish performance targets appropriate for population and program type, monitor recipient and sub-recipient performance, evaluate outcomes, and take action against poor performers;
J. Evaluate outcomes of projects funded under the ESG and CoC Programs, and report to HUD and other funders;
K. Evaluate outcomes of projects funded under the California Homeless Coordinating and Financing Council and other State funding allocated to the CoC; L. In consultation with recipients of HUD CoC and ESG Program funds within the Region, establish and operate a Coordinated Entry System (CES) that complies with requirements established by HUD; and
M. In consultation with recipients of HUD CoC and ESG Program funds within the Ventura County Region, establish and consistently follow written standards for providing Continuum of Care assistance.

4.02. CoC PLANNING
To serve as the regional coordinated body to end homelessness in the Ventura County Region, the Alliance will:

A. Coordinate the implementation of an effective housing and service system including outreach, engagement, assessment, prevention, shelter, housing, and supportive services within the Region;
B. Plan for and conduct an annual Point-In-Time (PIT) Count of homeless persons within the Region;
C. Conduct an annual gaps analysis of the homeless needs and services available within the Region; 321
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D. Provide information to local jurisdictions required to complete the Consolidated Plan(s) within Region; and
E. Consult with State and local government ESG program recipients within the Region on the plan for allocating ESG Program funds and reporting on and evaluating the performance of ESG program recipients and sub-recipients.

4.03. DESIGNATING AND OPERATING HMIS
The Alliance will:

A. Designate a single Homeless Management Information System (HMIS) for the Region; B. Designate an eligible applicant to manage the Continuum’s HMIS, known as the HMIS Lead; C. Review, revise, and approve (i) privacy, (ii) security, and (iii) a data quality plan for the HMIS; D. Ensure consistent participation of recipients and sub-recipients in the HMIS; E. Ensure the HMIS is administered in compliance with requirements prescribed by HUD; and

4.04. PREPARING APPLICATIONS FOR FUNDS
The Alliance will:

A. Design, operate, and follow a collaborative process for development of applications for funding; B. Approve, through its Governance Board, submission of applications in response to a HUD CoC Program Notice of Funding Availability (NOFA) among other funding opportunities; C. Establish priorities for funding projects;
D. Ensure that only one application for HUD CoC Program funds be submitted and collect and combine required applications information from all approved projects within Region; and E. Seek to secure funding for Alliance operations and infrastructure, including but not limited to HUD Planning grant funds.

4.05. ADDITIONAL RESPONSIBILITES
The Alliance shall have additional responsibilities, including but not limited to:

A. Engage organizations in a community-based process;
B. Convene regular meetings of interested stakeholders; C. Work to address the underlying causes of homelessness; D. Lessen the negative impact of homelessness on individuals, families, and communities; E. Promote a region-wide Alliance;
F. Foster collaboration;
G. Develop a permanent system to end homelessness;
H. Facilitate access to quality services region-wide;
I. Ensure access to services to all subgroups;
J. Ensure the system is designed with an equity framework to address racial disparities and other inequities
K. Ensure access to a full range of services from street outreach to permanent housing; L. Facilitate sharing of provider expertise and intervention strategies; M. Create, inform, and support to development of regional plans; N. Provide a consistent source of data regarding the needs for homeless persons; O. Educate stakeholders about regulatory actions and other conditions impacting the Alliance; 322
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P. Advocate for policies and essential services that promote fair housing, client well-being, and rights and protections under the law; and
Q. Assist homeless service providers in acquiring funds dedicated to homelessness.

4.06. LIMITATIONS
The Alliance will not:

A. Engage in activities in favor or against any political campaign on behalf of candidates for public office, except as the law affords to as the right and privileges of its members; or B. Convene members to conspire or to promote the support of activities that are deemed illegal activities under the law.

ARTICLE V. ALLIANCE MEMBERSHIP

5.01. STAKEHOLDERS
The Alliance shall garner community-wide commitment to ending and preventing homelessness in all parts of the Region through inclusion of representation from the entire Ventura County geographic area.

In addition to the entities identified in Interim Rule Section 578.5, Alliance membership includes a variety of other community stakeholders to the extent that they are invested in ending homelessness in the Region. Examples of additional stakeholders include private foundations, philanthropists, fraternal organizations, employment development, organized labor, and private health service organizations.

5.02. MEMBERSHIP APPLICATION PROCESS
Interested organizations and individuals can join the Alliance by attending a regularly scheduled meeting, completing a membership application, and committing to participate in the work of the Alliance to achieve stated purposes and goals. Alliance members obtain and retain voting privileges through attendance and participation in accordance with established policies.

New Organizational Members verify the required commitment to the work of the Alliance by preparing a written statement as part of the membership application that identifies the components of the Alliance work that the organization will participate in. An Organizational Member may designate up to three (3) persons annually who are authorized to represent the organization at Alliance meetings. Any one (1) organization can only have one (1) vote. An organization representative may represent only one (1) organization.

Individuals may also become members of the Alliance. Individuals provide a similar commitment statement as part of their membership application to the Alliance; however, Individual Members may not designate additional persons to represent them. Individuals who have a recognized role in a member organization (such as employee, board members, consultants, or current service recipients) may become Individual Member of the Alliance but may not vote. Individuals with formal organizational affiliations, such as those noted above, may be selected to represent the organization with which they are affiliated. This provision creates an opportunity for individual stakeholders to participate in the Alliance without duplicating organizational representation.

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5.03. MEMBER RESPONSIBILITIES
Alliance Member responsibilities include:

A. Review and approve Governance Charter and all amendments at least annually; B. Attend annual and quarterly meetings;
C. Ratify full slate of Governance Board Members annually; and D. Voluntarily participate on Advisory Committees.

5.04. MEMBERSHIP
A. Membership is open to organizations and individuals who support the Alliance mission. Those seeking membership must complete an application and make their request at any meeting of the Alliance. At the next regularly scheduled meeting of the Alliance, all membership requests from organizations or individuals made at the prior meeting will be assumed as valid for purposes of determining voting rights.

B. There shall be two (2) categories of Alliance members: Organizational Members and Individual Members.

D. All members shall have the right to speak at meetings; vote on matters before the Alliance, subject to the voting privileges set forth herein Section 5.09; and to participate in Alliance activities.

E. There will be an unrestricted number of Organizational Members. However, only one (1) representative from each Organization Member may vote on behalf of that organization on any given issue; representatives are based on authorization from the organization. Each organization shall indicate in writing the names of up to three (3) persons annually who may represent the organization.

F. There will be an unrestricted number of Individuals Members representing the general community. However, any such members must reside in Ventura County and may not be involved with Organizational Members as employees, board members, consultants, or current contractors.

G. Nonvoting Alliance memberships are available for members who self-identify as a Nonvoting Member.

H. All Alliance members are encouraged to actively recruit additional members engaged in ending homelessness in Ventura County.

5.05. MEETINGS AND MEETING SCHEDULE
A. Any person who attends an Alliance meeting may be asked to leave by staff if the person is verbally or physically disruptive.

B. The Alliance annual calendar will establish a regular meeting day, time, and location for the calendar year.

C. The full membership shall convene at least quarterly for the purpose of transacting the business of the Alliance.

D. All regular meetings shall be published on the Alliance website and distributed electronically to all members at least 72 hours in advance.

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5.06 ANNUAL MEETING
A. Full Alliance membership shall meet annually to ratify the roster of the Governance Board Members, review and approve Governance Charter, and receive annual meeting calendar.

B. The notice of annual meeting shall be published on the Alliance website at least seven (7) days prior to the scheduled meeting.

5.07 SPECIAL AND EMERGENCY MEETINGS
A. Special meetings of the Alliance may be requested and noticed provided by email to each member at least 24 hours prior to the meeting.

B. Special and emergency meetings of the Alliance may be called at any time by the Governance Board or upon the request by one-third (33%) or more voting Members.

5.08. QUORUM
A. A quorum shall consist of 50% plus one of eligible voters for the Alliance membership meetings; B. No business may be officially transacted without a quorum.

5.09. VOTING
A. At all meetings of the Alliance, members who have met attendance requirements set forth by the Alliance may vote. Voting privileges are limited to one vote per member, in accordance with attendance policies (Sec 5.09.D).

B. In the interest of informed decision-making, each Organizational Member may designate up to three (3) persons annually to represent such organizations at Alliance Meetings. Attendance by one (1) of the designated representatives is considered in meeting the attendance requirement associated with voting privileges (Sec 5.04.E).

C. Each Organizational Member and Individual Member may have only one (1) vote for any one (1) motion on the floor; a majority of votes shall carry or defeat a motion.

D. Voter privileges are extended to those Individual Members and Organizational Members that have been represented by a designated member at two (2) of the most recent four (4) full membership meetings.

E. New members must have attended at least one (1) meeting before being eligible to vote.

F. Upon ratification of this Charter new voting privileges became effective. Existing Alliance members who have secured voting privileges under previous rules will maintain privileges for the first meeting.

G. All Members must declare any conflict of interest they or their organization has on any voting issue. Organizational Members and Individual Members shall abstain from voting and discussion on any issue in which they or their organization have a conflict of interest.

H. The Governance Charter may be amended upon majority vote of the members of the full Alliance who are eligible to vote who are present at a meeting called for such purpose, provided that notice is given provided seven (7) calendar days prior to the meeting. Any such vote shall be conducted in accordance with the established Policies and Procedures of the Alliance. Absentee voting is not permitted.

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5.10. MEETING MINUTES
A. Minutes of the meeting will be produced and maintained by the Collaborative Applicant staff.

B. Meeting minutes shall be electronically distributed to all Alliance Members and posted on the Alliance website.

ARTICLE VI. THE ALLIANCE GOVERNANCE BOARD

6.01. OVERVIEW
The Governance Board acts on behalf the Alliance and is representative of the relevant organizations and of projects serving homeless subpopulations within the Ventura County Region. The Alliance Board is charged with important responsibilities and authorities on behalf of the community of stakeholders.

Representation of a broad array of stakeholders on the Alliance Board will enhance the capacity to coordinate and leverage resources from various community sectors throughout the Region. To this end, the Alliance will strategically pursue a Governance Board that represents the array of stakeholders, the diverse geographic sub-regions, and the constituency for whom each seat is designated. HEARTH regulations require the Board to be representative of the relevant organizations and of projects serving homeless subpopulations within the Continuum of Care’s geographic area and that includes at least one homeless or formerly homeless individual to act on its behalf.

6.02. ESTABLISHMENT OF GOVERNANCE BOARD
A. The Alliance has established a Governance Board to include representatives of relevant stakeholders, private and public officials, philanthropic representatives, advocates, businesses and service organizations and projects serving homeless subpopulations. Subpopulations include but are not limited to persons with substance use disorders; persons with HIV/AIDS; veterans; the chronically homeless; families with children; unaccompanied youth; the seriously mentally ill; and victims of domestic violence, dating violence, sexual assault, and stalking. The Board will include a broad representation of key stakeholder groups found within the Region.

B. One Board member may represent more than one subpopulation or affiliation.

C. The Board shall include at least one homeless or formerly homeless individual.

D. Seats will be designated by affiliation, community sector, subpopulation, and geography.

E. Board leadership will consist of a chair and vice-chair.

F. One (1) Ex Officio Board Member may represent the Collaborative Applicant organization.

G. Three (3) appointed publicly elected officials or their alternates include one (1) County of Ventura Board Supervisor, one (1) West County jurisdiction elected city council member (representing Oxnard, Ventura, Camarillo, Ojai, and Port Hueneme), and one (1) East County jurisdiction elected city council member (representing Thousand Oaks, Simi Valley, Santa Paula, Fillmore, and Moorpark). Newly elected council members will begin their terms as appointed subsequent to the normal voting process and continue the Calendar Year term of the appointed seat. Each jurisdiction will rotate each two-year term to ensure broad geographic coverage. a. Starting in the 2026-27 Calendar Year two-year term, the West County seats will rotate from the largest to smallest 2025 Homeless Count population as follows:

Two-Year Term City 2025 Homeless Count
1/1/2026 – 12/31/2027 Oxnard 634
1/1/2028 – 12/31/2029 Ventura 522
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1/1/2030 – 12/31/2031 Camarillo 90
1/1/2032 – 12/31/2033 Ojai 60
1/1/2034 – 12/31/2035 Port Hueneme 21

b. Starting in the 2026-27 Calendar Year two-year term, the East County seats will rotate from the largest to smallest 2025 Homeless Count population as follows:

Two-Year Term City 2025 Homeless Count
1/1/2026 – 12/31/2027 Thousand Oaks 162
1/1/2028 – 12/31/2029 Simi Valley 152
1/1/2030 – 12/31/2031 Santa Paula 107
1/1/2032 – 12/31/2033 Fillmore 10
1/1/2034 – 12/31/2035 Moorpark 2

H. Three (3) seats will be designated for law enforcement representatives. This will include one (1) County of Ventura Sheriff representative, one (1) West County jurisdiction law enforcement representative (Ventura, Camarillo, Ojai, Oxnard, and Port Hueneme), and one (1) East County jurisdiction law enforcement representative (Simi Valley, Santa Paula, Fillmore, Moorpark, and Thousand Oaks). Each jurisdiction will rotate each two-year term to ensure geographic coverage. a. Starting in the 2026-27 Calendar Year two-year term, the West County seats will rotate starting with the second largest 2025 Homeless Count population as follows:

Two-Year Term City 2025 Homeless Count
1/1/2026 – 12/31/2027 Ventura 522
1/1/2028 – 12/31/2029 Camarillo 90
1/1/2030 – 12/31/2031 Ojai 60
1/1/2032 – 12/31/2033 Port Hueneme 21
1/1/2034 – 12/31/2035 Oxnard 634

a. Starting in the 2026-27 Calendar Year two-year term, the East County seats will rotate starting with the second largest 2025 Homeless Count population as follows:

Two-Year Term City 2025 Homeless Count
1/1/2026 – 12/31/2027 Simi Valley 152
1/1/2028 – 12/31/2029 Santa Paula 107
1/1/2030 – 12/31/2031 Fillmore 10
1/1/2032 – 12/31/2033 Moorpark 2
1/1/2034 – 12/31/2035 Thousand Oaks 162

I. The Governance Board is instituted as an unincorporated association. Any change to formal legal structure would require amendment to the Governance Charter.

6.03. BOARD RESPONSIBILITIES
The Board has authority not retained by the membership in the Charter including the following:

A. Regional Planning: set regional goals and priorities for ending homelessness in the Region; B. Monitor Performance: monitors community progress toward ending homelessness in the Region;
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C. Establish and monitor HUD CoC, Emergency Solutions Grant (ESG), and State Homeless Housing Assistance and Prevention (HHAP) grant performance targets and metrics; measure outcomes; evaluate Infrastructure Organization performance annually; D. Approve Alliance Policies: including HUD CoC, ESG, and State HHAP funding recommendations and written standards for providing assistance;
E. Approve selection of and provide direction to Collaborative Applicant, HMIS Lead, and other such Infrastructure Organizations.

F. Select Governance Board Members annually and fill vacancies; subject to the Governance Board composition, member selection, membership ratification and related requirements set forth in Sections 6.04 through 6.07 below.

G. Fundraise: authorize grant applications; raise and allocate funds; approve sustainability plans; H. Ensure that relevant organizations and projects serving various homeless subpopulations are represented in planning and decision-making; and
I. Build community awareness inclusive of the needs of all homeless populations found in the Region.

The Board has no authority to act contrary to this Charter, contrary to any applicable law, rule or regulation, or beyond the mission of the Alliance as set forth in Article III of this Charter.

6.04. BOARD COMPOSITION
A. The Governance Board shall have a minimum of thirteen (13) and maximum of nineteen (19) Members.

B. Members must be able to represent an array of community sectors, special needs populations, and geographic areas throughout the region.

C. One (1) Ex Officio Board Member may represent the Collaborative Applicant organization.

D. Three (3) appointed publicly elected officials or their alternates include one (1) County of Ventura Board Supervisor, one (1) West County jurisdiction elected city council member, and one (1) East County jurisdiction elected city council member. Terms are noted in the above section 6.02.

E. Three (3) seats will be designated for law enforcement representatives serving as Homeless Liaison Officers or Deputies. This will include one (1) County of Ventura Sheriff representative, one (1) West County jurisdiction law enforcement representative, and one (1) East County jurisdiction law enforcement representative. Terms are noted in the above section 6.02.

F. Sectors include:

Advocates
Affordable Housing Developers
Businesses
Faith-based Organizations
Governments
Homeless/Formerly Homeless
Hospitals (Public or Private)
Law Enforcement
Mental Health Agencies (including substance abuse)
Nonprofit Homeless Assistance Providers
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Organizations that serve Veterans
Public Housing Authorities
Organizations that serve unaccompanied youth
Social Service Providers
Universities (public or Private)
Victim Service Providers

6.05. PROCESS FOR BOARD SELECTION
A. Nominations of Governance Board Members will be accepted from full Alliance Membership; B. The Nominating Committee (Section 7.02E) will reach out to candidates to confirm willingness to serve and verify qualifications. The Nominating Committee members may not nominate themselves and shall not be eligible to be nominated;
C. Results of nominations are reviewed by the Nominating Committee to ensure that adequate representation is available for each of the required constituencies (community sectors, subpopulations, geography);
D. The Board will select nominees annually based on recommendations of the Nominating Committee and fill vacancies as needed;
E. The full Alliance voting membership shall be asked to ratify the slate of new Board Members in its entirety at the annual meeting;
F. Board composition is reviewed annually;
G. Members of the Board serve as liaisons to other community stakeholders; H. Election of the Board Members should be staggered to ensure continuity; half will be up for election each year;
I. Regular attendance and participation in Board activities is required. Members of the Governance Board must actively participate in two (2) of the most recent four (4) meetings in order to remain in good standing. Members failing to meet the attendance and participation standard shall be subject to removal and replacement.

6.06. BOARD MEMBER SELECTION CRITERIA
Alliance Board Members are selected to represent various constituencies. In order to adequately represent that constituency, Board Members shall meet basic qualifications including the following:

A. Meet eligibility to be a voting Member;
B. Sufficient knowledge and a working relationship with the constituency group; C. Capacity to read and assess detailed information;
D. Ability to work effectively on a team;
E. Capacity to consider the benefit of the Alliance as a whole; F. Ability to meet the timelines/demands of funding sources; G. Respectful acknowledgement of the rights of homeless persons; and H. Eligible to conduct business with a governmental entity (i.e., not debarred or suspended).

6.07. BOARD MEMBER PROXY REPRESENTATIVE CRITERIA
Alliance Board Members may designate a proxy representative to have representation in their absence.

The following criteria is required:
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A. Board members are expected to attend at least 50% of the scheduled meetings during a calendar year.

B. Each Board member will designate one proxy representative with the eligibility to vote.

C. Changes in proxy representative shall represent the same sector or organization as the Board member.

D. Each proxy representative shall represent the same sector or organization as the Board member.

E. Board members or their designated proxy representatives must be present at the Board meeting to vote on items.

F. The VC CoC Nominating Committee will consider the attendance of Board members when considering applications to renew terms for Board membership annually.

6.07. BOARD ELECTIONS AND TERMS OF OFFICE
A. As provided for in Section 6.05.E, Board Membership is determined annually by election by a majority vote of the existing Board Membership and is ratified by the full Alliance voting Membership at its annual meeting.

B. The term of the Governance Board shall be January 1 through December 31.

C. Except for the initial Governance Board, Members will serve two-year terms subject to re- election with one-half of the seats subject to election each year.

D. There is an established 5 term limit (10 year max) for all Board Members, with the exception of the Ex-Officio representative.

E. In the event of a vacancy, the Governing Board may appoint such qualified person(s) necessary to fill the vacancy. The person(s) appointed shall serve the unexpired term of the previous Board Member and is subject to re-election by the Board and ratification by the full Alliance voting membership.

6.08. BOARD CODE OF CONDUCT
The Members of the Alliance Board are entrusted with specific responsibilities related to use of public funds invested in addressing a serious community concern, homelessness. Members are expected to observe the highest standards of ethical conduct in the execution of these responsibilities. In the performance of their duties, Alliance Board Members are expected to carry out the mandate of the Alliance to the best of their ability, and to maintain the highest standards of integrity for actions with other members of the Board, Alliance representatives, service recipients, service providers, and members of the public.

6.09. GENERAL CONDUCT
Members of the Board are expected to conduct themselves with courtesy and respect, without harassment, physical or verbal abuse. Personal relationships should not result in special considerations, including bias or favoritism that influence the performance of their official duties in a manner contrary to the interest of the broader Alliance. Board Members are expected to exercise adequate control and supervision over matters for which they are individually responsible.

6.10. STEWARDSHIP OF RESOURCES
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Board Members must assure that the resources entrusted to them are used for conducting official business only. Members of the Alliance Board must abide by the Conflict of Interest Policies established for Board operations herein (Sec. 6.18).

6.11 PROTECTION OF CONFIDENTIAL INFORMATION
In line with this Charter of the Alliance, Board Members have a responsibility to protect any confidential information provided to, or generated by, the activities of the Board. Board Members shall not use confidential information of the Alliance for any purpose or disclose such confidential information to any third party, except as necessary to perform their duties and responsibilities as members of the Governance Board.

6.12 PUBLIC STATEMENTS AND MEDIA RESPONSE
When making public statements or speaking to the media on issues related to homelessness, members of the Board shall make clear whether they are speaking in their own name or on behalf of the Alliance.

6.13 REVIEW OF VIOLATION OF THE CODE OF CONDUCT CHARGES When an allegation of misconduct is received by the Governance Board, an Ethics Review Committee will be assembled. This committee may not exceed three (3) members and must include a minimum of two (2) persons from the official Alliance membership. The Ethics Review Committee shall conduct a review of the matter and make a recommendation to the Governance Board for resolution. The Governance Board shall not be bound by the Ethics Review Committee’s recommendation.

If requested by a majority, the Committee may also give guidance to the Alliance concerning other aspects of conduct, including actions of staff, consultants or other persons charged with implementation of duties relative to the responsibilities of the Board.

6.14 BOARD LEADERSHIP
At the last meeting each calendar year, the Board will select a Chair to preside over the meeting and Vice-Chair to conduct meetings in the absence of the Board Chairperson. The Vice-Chair will preside over the meeting and officiate business in circumstances where the conduct of the Chair has been formally challenged, or in instances when the Chair must recuse him/herself.

6.15 DOCUMENTATION
The Alliance shall conduct and transact business in a fair and transparent manner. To this end, the Board shall maintain records of the Alliance actions, considerations, and decisions and make them available to members of the public in accordance with the Public Records Act for the State of California and the Ralph M. Brown Act. Except in unusual circumstances or as required to protect the Board, the Alliance, or member agencies from pending legal action, meeting of the Board will be open to members of the public wishing to observe. If a visitor to the Board meeting is verbally or physically disruptive to the proceedings, they may be asked to leave.

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6.16 RESPONSE OF THE BOARD TO COMMUNITY CONCERNS/OBLIGATION TO REPORT Upon receipt of a written concern, the Alliance Governance Board, the Chairperson in consultation with one additional Board Member who is assigned to that duty will determine what action to take. The chairperson must report complaints and actions to the Governance Board monthly. Members must exercise adequate control and supervision over matters for which they are individually and collectively responsible, and shall take such measures as are necessary and appropriate in considering the concern of the community.

6.17 ABILITY TO CONDUCT BUSINESS/DEBARMENT OR SUSPENSION Members of the Alliance Board must be eligible to transact business with federal and local government.

At the time of nomination and at least annually thereafter, potential members of the Board must be cleared through the public registry listing persons and businesses that are barred from, or suspended from transacting business with federal, state, or local government.

6.18. CONFLICT OF INTEREST AND RECUSAL POLICY
A. No member of the Alliance shall vote, and may not participate in, any matter which creates a conflict of interest, as defined in this Section. If a voting member has a conflict of interest, that member shall recuse his or herself from the vote and discussion.

B. The Alliance voting membership shall conduct decision-making in accordance with 24 CFR parts 84 or 85 for non-profit organizations and state, local, and government agencies that receive federal funds. The Alliance voting member must also meet the conditions set forth in the Interim Rule, Section 578.95(b).

C. To assure compliance with these regulations, the Alliance established policies to protect against conflicts of interest that may arise among Board members or organizational agents for their personal or organizational benefit in excess of the minimal value (Section 6.19.C).

D. No voting member may participate in or influence discussions or resulting decisions concerning the award of a grant or other financial benefits to that individual or to any organization that the voting member has any financial interest or is otherwise employed or directly affiliated.

E. An Organizational Member conflict of interest arises when, because of activities or relationships with other persons or organizations, the recipient or sub-recipient is unable or potentially unable to render impartial assistance in the provision of any type or amount of assistance under this part, or when an individual’s or an entity’s objectivity in performing work with respect to any activity assigned under this part is or might be otherwise impaired.

F. An Organizational Member conflict of interest arises when a Board Member is also specifically associated with an applicant organization and participates in any decision of the Board or other entity concerning the award of the grant, or provision of other financial benefits to the organization that such member represents. It would also arise when an employee, recent employee, board member, or family member of a recipient or sub-recipient organization participates in the tasks associated with making reasonable and objective determinations in carrying out the responsibilities of the Board. Examples of conflict of interest include the determination of rent reasonableness under §578.49(b) (2) and §578.51(g); housing quality inspections of property under §578.75(b) that the recipient, sub-recipient, or related entity owns; participation in ongoing business ventures/partnerships, or participation in evaluation determination of awards.
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G. Recommendations may include items that present a conflict of interest for the majority of Governance Board members. In such cases, the recommendation comes to the full Alliance membership for ratification. Actions brought for ratification may be rejected / appealed by the full Alliance membership if the Governance Board was not authorized to consider and bring forward a recommendation; if the action is not permitted, or if the action otherwise violates regulations or laws governing the issue under consideration. A call for rejection or appeal of an action brought forward for ratification must include the basis for such action. Refusal to ratify the recommendation must be substantiated and subsequently supported by a two-thirds (66%) vote of the eligible voting members present.

6.19. FINANCIAL CONFLICTS OF INTEREST – GIFTS
A. Prohibits the solicitation and acceptance of gifts by Board members (or by the organizations that they represent) that provide benefit in excess of minimal value from persons, organizations, or corporations with vested interest in the outcomes of decisions made by the Board on behalf of the Alliance or its member agencies.

B. Board members shall not participate in the selection, award, or evaluation of a contract if the conflict of interest exists. A conflict would arise when the employee, officer, or agent, any member of his or her immediate family, his or her partner, or an organization which employs or is about to employ, or employed during the prior six (6) months, has a financial or other interest in the organization under consideration for an award, or evaluation. Board members will not solicit monetary value from funded recipients, sub-recipients, contractors, or vendors.

C. Board Members will not accept gratuities from funded recipients, sub-recipients, contractors, or vendors except for unsolicited gifts of nominal value. It is determined that a conflict of interest does not exist when the value of the gift is an unsolicited item of nominal value (less than $15) and such gifts are not repeated more than twice annually. The Board member must maintain a record of gifts received, including source, date, value, and type of gift.

6.20. RESTRICTIONS ON PROCUREMENT AND PROVISION OF SERVICE A. Board members may not personally and substantially benefit from participation on the Alliance Board. The Procurement Integrity Act U.S.C. §2104; (“PIA”) provides guidance on activities that constitute personal and substantial benefit. Examples of activities that may violate the PIA include but are not limited to:
• Drafting, reviewing, or approving the specification or statement of work for which the individual intends to apply;
• Preparing or developing a solicitation that the individual or an organization that the individual has a formal relationship with; evaluating bids or proposals that will be awarded to the individual or an associated entity;
• Selecting a source; negotiating price or terms and conditions; or • Reviewing and approving an award from which the individual or the associated entity will derive any financial benefit.

B. Board members are not to receive preference in the execution of the business of the Alliance or the services provided by the Alliance. For example, the Board member or their family must be 333
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granted services or access to support through the regular, established processes without special consideration.

6.21. OBLIGATION TO DECLARE POTENTIAL CONFLICT OF INTEREST To avoid apparent conflicts of interest, Board members will declare any real or potential conflicts of interest or the appearance of such conflicts. The person must disclose this information before participating in the deliberation and decision-making or evaluation process. This policy applies to both personal and organizational conflicts.

6.22 TERMINATION POLICY
Any Board Member, Individual Member of the Governance Board or the entire Governance Board may be removed by the vote of two-thirds (66%) of the Alliance voting membership.

6.23 PARLIAMENTARY PROCEDURE
Robert’s Rules of Order Abridged-Revised will guide the process during meetings of the Alliance.

6.24 QUORUM
A. A quorum shall consist of 50% plus one of eligible voters for the Alliance membership meetings; B. No business may be officially transacted without a quorum.

ARTICLE VII. ADVISORY COMMITTEES

7.01. COMMITTEES AND TASK GROUPS
A. Each Committee will have a Chairperson and a Vice-Chairperson or Co-Chairperson elected by Committee members annually.

B. Each Committee will establish regular recurring meetings and publish an annual calendar on the Alliance website.

C. Each Committee will distribute a written agenda to all Committee members prior to each meeting and post written agenda on the Alliance website to each meeting.

D. Each Committee will record meeting minutes of each official committee meeting and publish on the Alliance website.

E. Each Committee may meet at any time during the intervals between Alliance meeting at a location determined by the Committee members, or at the request of the Governance Board.

Each Committee Chair will report the results of its meeting to the Alliance at quarterly meetings.

F. Each Committee will mirror the attendance and voting privileges of the full memberships. In order to maintain attendance and voting privileges at the Advisory Committee level, Committee members shall attend two (2) of the most recent four (4) Advisory Committee meetings.

G. The Committee Chair person is responsible for timely notification of meetings, and will have the authority to call Committee meetings, to determine that a quorum is present, and to determine who has met eligibility to majority vote on matters before the Committee, provided that reasonable notice is given to all members of the Committee.

H. Alliance staff, with assistance from Committee Chair, shall be responsible for tracking attendance and maintain compliance with these rules.
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I. The Governance Board may, by majority vote of a quorum, create sub-committees necessary for the proper and efficient functioning of the Alliance as long as these committees do not interfere with or duplicate the duties of any existing committee.

J. The Board can establish a Task Group to achieve specific or time-limited objectives.

K. The Governance Board may, by a majority vote of a quorum, abolish a Task Group, or Committee, except for an Advisory Committee, if such committee is established pursuant to this Section, if it is determined to be unnecessary for the proper and efficient functioning of the Alliance.

7.02 STANDING ADVISORY COMMITTEES
The Alliance has established several Standing Advisory Committees that are responsible for ongoing work and providing advice on key issues and community initiatives. These Standing Advisory Committees are needed each year and are established for ongoing, long-term activities. The following Advisory Committees are established as Standing Advisory Committees that incorporate members of the full membership and may only be disbanded by a change to this Charter approved by a direct action of the full Alliance voting membership.

A. Housing and Services Committee
a. Work with public and private agencies to promote and increase awareness of residential and non-residential programs, services, and existing permanent housing resources that make up the Ventura County Homeless Continuum of Care system; b. Promote coordination between organizations who serve the homeless and at-risk homeless populations;
c. Provide education and advocacy on behalf of the target population to promote the mission of the Alliance;
d. Provide recommendations on best practices of housing and services and property management for existing and new CoC Permanent Supportive Housing programs.

1. Veterans “One Team” Case Conferencing Subcommittee
a. Provide housing prioritization and referral to VA funded housing, transitional housing, emergency shelter, Permanent Supportive housing, and services. b. Facilitate to support all services, ensuring a thorough yet expedient discussion with a goal to develop a service plan for all Veterans with a particular focus on those with the most significant barriers to housing.

2. Youth Case Conferencing Subcommittee
a. Provide housing prioritization and referral to CoC housing, transitional housing, emergency shelter, Permanent Supportive housing, and services. b. Facilitate to support all services, ensuring a thorough yet expedient discussion with a goal to develop a service plan for all Youth with a particular focus on those with the most significant barriers to housing.

B. Data Performance and Evaluation Committee
a. In collaboration with the HMIS Lead Agency, establish and oversee a process to evaluate performance of CoC Program and Emergency Solutions Grant recipient agencies; and 335
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b. Review applications and make funding recommendations to the Governance Board to promote the most effective and efficient allocation of these grant funds.

C. Homeless Management Information System (HMIS) and Coordinated Entry Steering Committee a. The HMIS Lead Agency facilitates the Ventura County HMIS Steering Committee; b. The HMIS Lead Agency drafts annual goals and a strategic plan in accordance with the Alliance Strategic Plan, for approval by the HMIS Steering Committee; c. The Collaborative Applicant and HMIS MOU details the roles and responsibilities of the HMIS Lead Agency and the CoC Collaborative Applicant;
d. Membership includes broad representation of the service provider types in the Continuum’s HMIS;
e. All major HMIS initiatives, including HMIS Policies and Procedures, are reviewed and approved by the Steering Committee and then presented to the Governance Board for approval;
f. Provide information and guidance on issues related to the implementation of the HMIS to the full Alliance membership; and
g. Regularly monitor HMIS data quality, performance metrics, and operational standards.

D. Public Information and Outreach Committee
a. Inform full CoC Alliance membership on progress towards meeting strategic goals and outcomes and any initiatives that impact the County’s homeless housing providers and service agencies;
b. Develop public information messages and strategies to raise awareness of issues around homelessness in Ventura County;
c. Conduct public outreach to raise awareness; and
d. Facilitate community meetings to present updates on key issues such as the results of the annual Point-in-Time Count, key information regarding annual HUD priorities for ending homelessness, and issues critical to the community, such as shelters and affordable housing needs.

E. Nominations/Selection Committee
a. Evaluates and recommends changes to improve the Governance Board representation structure and ensure it is operating in an optimum way to meet the mission; b. Reviews Board Member nominations, solicitation responses and provides recommendations to the Board;
c. Reviews the governance Charter and provides recommendations to the Board and Full Membership body; and
d. Develops strategies and approaches to engage new Alliance members to expand membership of underrepresented sectors in the Region.

F. Youth Action Board Committee
a. Youth committee comprised of homeless and formerly homeless youth to serve as advisory group with the goal of preventing and ending youth homelessness b. Advises Housing and Services Committee of gaps in services for youth. 336
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c. Youth member may be appointed to represent advisory group on CoC Board.

7.03. TASK GROUPS
Periodically, the Alliance needs to complete specific, time-limited tasks in order to comply with regulatory demands or to advance the goals and objectives of the full body. At the request of the Governance Board, selected group of members and community volunteers may be asked to form a temporary Task Group to complete the identified task. These groups perform specific functions associated with completion of the task and are guided by and report to one of the established Alliance groups, which may include the full Alliance, the Governance Board, or a standing Advisory Committee.

Task Groups are temporary in nature and are not expected to offer continuous or year-round support to the Alliance.

ARTICLE VIII. INTERAGENCY COUNCIL ON HOMELESSNESS (IACH)

8.01. OVERVIEW
The Ventura Council of Governments (VCOG), in their role as Interagency Council on Homelessness for the County of Ventura, will receive reports from the Board no less than annually. It is anticipated that the IACH will take these reports on the progress to prevent and end homelessness back to their respective jurisdictions for their consideration.

ARTICLE IX. EMPLOYMENT STATUS

9.01. OVERVIEW
By virtue of service on the Governance Board, the full Alliance body, Advisory Committees, Interagency Council, and/or other action groups are not deemed employees of the Alliance nor its Infrastructure Organization(s) and are not entitled to benefits or compensation from member agencies as a result of their service to the Alliance.

ARTICLE X. INFRASTRUCTURE ORGANIZATION(S)

10.01. OVERVIEW
In order to realize collective impact and provide centralized infrastructure with dedicated staff and a structured process that leads to a common agenda, shared measurement, continuous communication, and mutually reinforcing activities among all participants, the Alliance will utilize an Infrastructure Organization(s) to assume operational responsibilities for the Alliance and beyond.

10.02. SELECTION PROCESS
A. A Selection Committee, comprised of members of the Alliance and Board Members, will use a solicitation process to identify and evaluate candidates; B. Submissions may include proposals from the Full Membership Body; C. A single organization assuming all responsibilities is preferred but not required; D. Legal structure of the Infrastructure Organization is not being identified or recommended; rather the formal selection process will be open;
E. The Selection Committee will submit recommendations to the Governance Board. 337
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F. The Board can accept one of the recommendations or reject all of the recommendations and instruct the Selection Committee to continue to search. Final selection and approval rests with the Governance Board;
G. If suitable candidates are not identified through the solicitation process, the Selection Committee may recommend the full Alliance membership or Governance Board create its own entity;
H. The Governance Board will complete a formal performance evaluation of the Infrastructure Organization(s) every year.

10.03. INFRASTRUCTURE ORGANIZATION(S) RESPONSIBILITIES
A. Serve as HUD Collaborative Applicant;
B. Submit HUD CoC Program applications;
C. Submit other funding applications;
D. Contract or hire staff;
E. Conduct funded project monitoring and performance evaluation; F. Report progress to full Alliance membership and Governance Board; G. Support Governance Board and Advisory Committees;
H. Implement initiatives as directed by the Governance Board to enhance Alliance performance; I. With Advisory Committees, monitor best practice homeless initiatives and make recommendations;
J. Expand and maintain Alliance membership through proactive engagement of key stakeholders, outreach to and coordinate with other community groups, new member orientation, creation of outreach materials including but not limited to interactive website, social media campaigns, and community education;
K. Serve as Fiscal Agent for infrastructure financial support; L. Serve as, or contract with HMIS Lead;
M. Plan and conduct Point-in-Time Count;
N. Operate HMIS System and/or ensure compliance;
O. Monitor data quality;
P. Data Reports (Housing Inventory Chart, Annual Homeless Assessment Report, other publications, and performance reports);
Q. Follow HMIS Policies and Procedures; and
R. Serve as the Point of Contact for the community.

10.04. DESIGNATING HMIS LEAD
The HMIS administering agency and/or the applicant/sponsor of an Alliance dedicated HMIS project grant is an agent of the Alliance, manages HMIS operations on behalf of the Ventura County Region and provides HMIS administration functions at the direction of the Alliance. Active participation by Alliance members, either through committee/sub-committee structure or other meetings, in the management of the HMIS process, including establishing policies, procedures and protocols for privacy, data sharing protocols, data analysis, reporting, data integrity/validity, is essential to the viability and success of the HMIS.

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The Alliance has endorsed the concept of a central HMIS system that is capable of integrating and storing data. An integrated data system is a requirement of HUD CoC and ESG Program funding. Policies for compliance with the applicable HUD regulations will be developed and reviewed at least bi-annually by the Alliance and HMIS Lead.

10.05. DESIGNATING COLLABORATIVE APPLICANT
The Alliance will designate an eligible legal entity to complete the HUD CoC Program application, referred to as the Collaborative Applicant. The Collaborative Applicant is responsible for collecting and combining the required application information from all applicants and projects and submitting this combined HUD CoC Program application on behalf of the Alliance. The Collaborative Applicant is the only applicant that is able to apply for HUD planning funds to support the Alliance in carrying out all of its responsibilities. The Collaborative Applicant provides these functions on behalf of the broader Alliance. The Alliance Board always retains responsibility, including the final approval of the application.

10.06. DESIGNATED POINT OF CONTACT
The Governance Board annually reviews and recommends a designated HUD Point of Contact (POC) to the Alliance using a similar process. Designation of the POC also takes into consideration two critical aspects: 1) the POC must have functional knowledge, access, and regular communication with the internal structures of the Collaborative Applicant organization; 2) to be effective, the POC must possess a comprehensive understanding of the HUD regulations and detailed procedures associated with compliance with the CoC, ESG, and VASH programs.

10.07. TERMINATION POLICY
The Governance Board will conduct and document an annual review of the Infrastructure Organization(s). The review shall include an assessment of the organization’s capacity to fulfill HUD mandated functions and fiscal accountability. If the review is unsatisfactory, the organization will provide the Board a written corrective action plan within 30 days. The Governance Board will conduct a subsequent review 90 days following the original unsatisfactory annual review to determine if the corrective action plan is being followed and that performance is improving. If the Governance Board determines the Infrastructure Organization’s performance continues to be unsatisfactory, the Governance Board may remove the underperforming Infrastructure Organization by a two-thirds (66%) vote.

ARTICLE XI. RELATIONSHIPS WITH OTHER HUD-FUNDED CONSTITUENCIES

11.01. EMERGENCY SOLUTIONS GRANT (ESG) ENTITLEMENT AREAS Emergency Solutions Grants (ESG) are awarded to the Ventura County ESG entitlement areas “ESG Area” by the U.S. Department of Housing and Urban Development (HUD) for the purpose of providing Essential Services and Shelter Operations to persons who are homeless or at risk of being homeless in the ESG entitlement Areas. The ESG Area makes these funds available to local service providers, as well as itself, via a Request for Proposals (RFP) process upon notification from HUD of the amount of ESG funds allocated to the ESG Area for the program year. The public notification of the RFP is placed in local newspaper, on the ESG Area websites and electronically distributed by the Continuum of Care homeless 339
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service providers. The ESG Area may reserve up to 7.5 percent of the HUD award to administer the program.

The Alliance directly participates with jurisdictions that are directly funded by HUD ESG, with the California State Department of Housing and Community Development for the areas in the Region that are eligible for State ESG funds, and with non-entitled areas that prepare Consolidated Plans. In each case, the Alliance consults with the jurisdiction to develop cooperative plans and strategies that leverage ESG and other resources to provide Emergency Shelter, Prevention, and Rapid Re-Housing (RRH) services.

The Alliance assists the ESG Area in coordinating the prioritization and use of funds. This coordination includes each ESG Area covered by the State of California and the ESG Areas in the Region. The Alliance, as the CoC entity, is responsible for assisting with the evaluation of ESG project performance.

In cooperation with Alliance, the ESG Area determines, based on the amount of funding received and the need of the client, the level of assistance and the duration of assistance that a household can receive.

The Alliance participates in setting local priorities, reviewing and rating proposals, certifying need, and annual review of ESG programs.

The general goal of ESG is to assist families and individuals out of homelessness by providing financial support for rental assistance, payment of utilities, transportation services and other essential services deemed eligible by HUD and necessary for the continued housing of a homeless or at risk of becoming homeless persons, and/or families. ESG can be used to fund local homeless emergency shelter operations or physical rehabilitation of certain properties used for serving homeless persons.

To this end, the ESG Areas and the Alliance have established the following cross-jurisdictional strategies for use of the ESG funds in ways that:

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A. Further the accomplishment of actions identified in the Consolidated Plan of each jurisdiction.

B. Foster greater access to permanent housing, especially helping people access housing that is affordable at 30% Area Median Income.

C. Leverage existing resources to achieve the match and case management requirements and to avoid duplication of services.

D. Coordinate across jurisdictions for development of standardized eligibility and assessment standards and by convening semiannual regional planning meetings.

E. Support federal and local goals for priority populations, including but not limited to veterans, persons with disabilities, families and others.

F. Allow for variations in ESG entitlement programs that respond to the needs of resources of the individual jurisdictions.

G. Comply with eligibility and verification requirements and locally established standards (HMIS, housing status, habitability standards, homeless, definitions, etc.).

H. Allows each program to take responsibility for program administration including compliance with public notice requirements and timely reporting.

I. Encourages all sub recipients to participate in collaborative assessment, coordinated entry, data management, and reporting systems established by the Alliance in accordance with HEARTH regulations.

J. Supports timely and accurate data collection and reporting through contractual obligations with sub recipients and through establishing common standards for vendor relationships with the HMIS Lead.

The Alliance plan for ESG assistance recognizes the three (3) ESG Areas contained in the Ventura County Region (Ventura County, City of Oxnard and the areas eligible for State of California ESG funds). The Alliance works to avoid a duplication of services to ensure sub recipients do not receive multiple grants for the same services in a single service area. Sub recipients serving multiple areas may receive ESG support from the corresponding ESG Area to serve eligible clients from that service area.

ESG sub recipients are responsible for assuring the provision of matching resources. The Alliance encourages sub recipients to leverage additional resources for effective operation of ESG programs. The Alliance consults with ESG Areas and sub recipients to coordinate plans for effective use of funds. HUD CoC Program-funded organizations are required to report the sources of match and leverage funds annually. These resources are verified through an annual review of agency Independent Audit as conducted in accord with HUD regulations.

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11.02. ESG PROJECT RECIPIENTS AND SUBRECIPIENTS
ESG project recipients may include non-profit organizations, public housing agencies, or governmental entities that receive HUD CoC program funding. Recipients have a grant agreement with and receive funding directly from HUD; sub recipients have agreements with and receive funding from recipients.

ESG recipient and sub recipient organizations must certify to the following eleven (11) program assurances concerning:

A. Confidentiality;
B. Consistently with the applicable consolidated Plan;
C. Discharge policies and protocols;
D. Education assurances for households with children;
E. Essential services;
F. HMIS participation;
G. Inclusion of homeless persons in decision-making and Section 3 actives as practicable; H. Restrictive covenants for facilities receiving ESG funds for renovation or major rehabilitation; I. Matching funds;
J. Safe and sanitary facilities; and
K. Supportive services.

ESG recipient organizations must meet additional requirements established annually by contractual agreement with the ESG Area for participation in Alliance review and reporting requirements for project evaluation.

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EXHIBIT A – VENTURA COUNTY COC ALLIANCE GOVERNANCE STRUCTURE

* To avoid any real or perceived conflicts of interest, membership on the COC Board consists of persons
representing organizations that DO NOT currently
receive or intend to apply for funding through the COC, ESG or EHAP, unless representatives from the
subpopulations served by these organizations cannot be
recruited as board members.

Ventura County Office of Government
(VCOG)
Information Sharing with Host
Jurisdictions

The Continuum of Care
24 CFR § 578.5(a)

Meetings: Minimum semi-annually
Focus: Receive presentations by
committees, evaluates progress
towards 10-Year Plan Goals and
HEARTH Act compliance
Presentations to the CoC Board.

Housing & Service Advisory Committee

Meetings: Minimum Quarterly
Focus: Homeless System Gaps Analysis
(Unmet Need Determination) Program
Development Advocacy and Planning

Nomination/Selection
Advisory Committee

Meetings: Minimum Annually
Focus: Solicit & review Board
Member nominations; provide
new Board Member
recommendations to Board;
review Gov. Charter and make
change recommendations; and
develop strategies to expand
Alliance Membership.

HMIS Lead Agency (Human Services
Agency) / Steering Committee
Meetings: Minimum quarterly
Focus: Governance and Policy
Development Data Quality
Maintenance Outcome Measures
Training Development Sheltered
Point-in-Time Count.

Public Information and Outreach Advisory
Committee

Meetings: Minimum Quarterly
Focus: Develop public information
strategies and key messages to raise
awareness of homelessness.

Conduct public outreach.

Continuum of Care Board*
24 CFR § 578.5(b)

Acts on behalf of The Continuum of Care.

Presentations to the IACH.

Collaborative Applicant
(County Executive Office)
24 CFR § 578.9

Agency selected by the
Continuum of Care to
develop application in
response to NOFA
Data Performance and Evaluation
Advisory Committee

Meetings: Monthly
Focus: Monitoring/ Performance
Evaluation of CoC and ESG Funded
Projects Input for Funding
Determinations
Youth Case Conferencing
(Housing & Services Subcommittee)

Meetings: Minimum bi-monthly
Focus: Youth Case Conferencing for housing
prioritization and referral to Permanent
Supportive housing, transitional housing,
and emergency shelter.

Veterans One Team Case Conferencing
(Housing & Services Subcommittee)

Meetings: Minimum bi-monthly
Focus: Veterans Case Conferencing for housing
prioritization and referral to VA funded housing,
transitional housing, emergency shelter,
Permanent Supportive housing and services.

Chair: CoC Staff Co-Chair: SSVF

Human Services Agency-HMIS-CES/VC
CoC Coordinated Entry System
Meetings: Minimum bi-monthly
Focus: CES Case Conferencing and
prioritization for housing.

Youth Action Board Committee

Meetings: Minimum Quarterly
Focus: Homeless or formerly homeless
youth inform Housing and Services
Committee, CoC Board and Youth
Collaborative on youth specific needs.

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EXHIBIT B – CoC ALLIANCE SEPARATION OF DUTIES MATRIX
xx indicates lead for task
Tasks The
Alliance
Gov.

Board
Data
Performance
and
Evaluation
Housing and
Service
System
Coordination
Public
Information
Outreach
Youth
Action
Board
Committee
HMIS
Steering
Committee
CoC
Collaborative
Applicant
1 Conduct sheltered count x xx
2 Conduct unsheltered count x x xx
3 Complete Housing Inventory Chart x xx
4 Complete Point-in-Time Chart x xx
5 Planning/Implementing/evaluating Housing First x xx 6 Planning/Implementing/evaluating Rapid Re-housing x xx 7 Planning/Implementing/evaluating Coord. Assessment System x xx x x 8 Planning/Implementing/evaluating street outreach plan x xx 9 Planning/Implementing/evaluating homeless prevention plan x xx 10 Ensure goals of Operating Doors are incorporated in CoC goals: x xx Preventing and ending family homelessness x xx
Preventing and ending chronic homelessness x xx
Preventing and ending youth homelessness x xx x
Preventing and ending veteran homelessness x xx
Preventing and ending all homelessness x xx
11 Ensure that CoC's goals are in Consolidated Plan(s), Housing Elements, Hsg Authority Action Plans, & other planning docs x xx 12 Ensure that Public Housing Authorities are involved in CoC goals xx x 13 Ensure increase PH and PSH housing stability xx
14 Ensure increase income from employment xx
15 Ensure income from other cash resources xx
16 Ensure increase non-cash mainstream resources xx 17 Reduce length of time homeless x x x
18 Prevent recidivism x x x
19 Monitor performance of HUD CoC funded renewals xx x x 20 Assist underperforming HUD CoC funded renewals x xx 21 Reallocate and renew HUD CoC funded projects x xx x x 22 Coordinate local Request for Proposals x x xx 23 Coordinate project review, ranking, present to CoC Board x xx x 24 Consult with Emergency Solutions Grant recipients concerning allocation of funds & performance evaluation x xx x 25 Complete Grant Inventory Worksheet xx
26 Ensures coordination with other Federal, State, County, local, and private resources xx x x
27 Identify other sources of funding for supportive services to reduce CoC program funds to pay for such costs x xx x
28 Ensure equal opportunity and affirmatively further fair housing xx x x x 29 Ensure educational assurances for hmls children xx 30 Coordinating services and safe housing for victims of DV xx 31 Implementation of Affordable Care Act x xx
32 Review written complaints xx x
33 Adopt and evaluate Governance Charter annually xx x x 34 Recruit CoC Members xx x

Descriptions:

The Alliance: (quarterly) To be collaborative of City staff, other public agency staff, private non -profit organizations, and other community organizations who are committed to preventing and ending homelessness in the County of Ventura; to implement a community-based collaborative and coordinated system utilizing best practices to assist persons experiencing homelessness and those of at risk of homelessness to obtain housing, mainstream reso urces, and supportive services necessary to achieve self-sufficiency; to ensure funding resources are maintained; leverage additional funds; and assure fair distribution of resources throughout Ventura County based on areas of greatest need.

CoC Board: (monthly) Makes decisions on behalf of The Alliance.

HMIS Steering Committee: (quarterly) Develop and monitor the HMIS Charter, which includes a process for decision making around the HMIS and establishe s roles and responsibilities of the CoC Collaborative Applicant and the HMIS Lead Agency. Provide information and guidance on issu es related to the implementation of the HMIS. Regularly monitor data quality, performance metrics, and operational standards.

Data Performance and Evaluation Committee: (quarterly) Establish and oversee a process to evaluate performance of CoC Program and Emergency Solutions Grant funded agencies. Review applications and male funding determinations to promote the most effective and efficient allocation o f these grant funds.

Housing and Service System Coordination: (quarterly) Conduct Homeless System Gaps Analysis (Unmet Need), System Evaluation and Redesign, Program Development, Research of Systems Development and Best Practices, Advocacy and Planning

Public Information and Outreach: (quarterly) Inform members of The Alliance on progress towards meeting strategic goals and any initiatives that impact the County’s homeless housing providers and service agencies. Develop public information messages and strategies to raise awarene ss of issues around homelessness in the County.

CoC Collaborative Applicant: The agency selected by The Alliance to develop and submit an application in response to HUD’s CoC NOFA.

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EXHIBIT C – CoC INFRASTRUCTURE ORGANIZATION

Continuum of Care Lead Agency/Collaborative Applicant
The CoC Lead Agency is the County Executive Office and designated as the primary applicant for State and Federal funds made available to Continuums of Care; The CoC Lead Agency serves as staff to the Continuum of Care Board, Alliance and Standing Advisory Committees and assists with overseeing the full responsibilities of the Continuum including operating the Continuum of services including the coordinated entry system and coordinated entry system access point focusing on subpopulations that benefit from a tailored approach, such as the Veterans One Team Case Conferencing and Youth Case Conferencing.

HMIS Lead Agency
The HMIS Lead Agency is the County of Ventura Human Services Agency responsible for managing the HMIS system consistent with HUD requirements. The HMIS lead in partnership with the CoC is responsible for reviewing, revising, and approving a privacy plan, security plan and data quality plan for the HMIS and ensuring consistent participation of recipients and subrecipients in the HMIS. The Human Services Agency has also been designated by the VC CoC as a lead on the Coordinated Entry System (CES) with the integration of CES in HMIS.

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EXHIBIT D – CoC ALLIANCE MEMBERSHIP

Ventura County Continuum of Care Alliance Membership
Organization/Individual Sector
A Community of Friends Affordable/ Supportive Housing Developer Aegis Treatment Centers Substance use treatment
American Medical Response (AMR) Emergency services
Area Agency on Aging Senior
Area Housing Authority of Ventura County Affordable Housing Brian Padrick Advocate
Buddy Nation Pet Services
Cabrillo Economic Development Corp Affordable/Supportive Housing Developer Cal Lutheran University
California Rural Legal Assistance (CRLA) Legal
California State University Channal Islands University
Carolyn Briggs Advocate
Casa Pacifica Youth Transitional Housing
Catholic Charities Social Services
City of Camarillo Local Govt
Child Development Resources Social Services/ Childcare Resources City of Fillmore Local Govt
City of Moorpark Local Govt
City of Ojai Local Govt
City of Oxnard Local Govt
City of Oxnard--Housing Dept Affordable/Supportive Housing Developer City of Port Hueneme Local Govt
City of Santa Paula Local Govt
City of Santa Paula - Housing Authority Rental Housing Programs City of Simi Valley Local Govt
City of Thousand Oaks Local Govt
City of Ventura Local Govt
City of Ventura – City Proactive Outreach Program Public safety/social services Coalition for Family Harmony Victim Services Provider
Community Action of Ventura County Homeless Services
Community Memorial Hospital Hospital
County of Ventura Healthcare Agency, Behavioral
Health Adult Clinics
Medical Services
County of Ventura Healthcare Agency, Behavioral
Health PATH/R.I.S.E.

Behavioral Services
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County of Ventura Healthcare Agency, One
stop/Whole Person Care/Hospital Case
Management
Homeless Health Services
County of Ventura Homeless Liaison Unit Social Services County of Ventura Human Services Agency Social Services County of Ventura Human Services Agency, Area
Agency on Aging
Senior Services
County of Ventura Human Services Agency,
Homeless Services
Homeless Services
County of Ventura Human Services Agency,VCHMIS Homeless Information System County of Ventura Human Services Agency, RAIN
Bridge Housing Program
Homeless Services
County of Ventura Human Public Defender’s Office Legal Services CSUCI University
David Courtland Advocate
Diversity Collective LGBTQI+
Downtown Ventura Partners Business
Dyer Sheehan Group Real Estate Consulting
First 5 Ventura County Youth
Federal Emergency Management Agency Federal Agency
Gold Coast Health Plan Healthcare
Gold Coast Veterans Foundation Veteran
Goodwill Industries of Vta and SB Counties Employment Services Harbor House Homeless Services
Help of Ojai Social Services
Hospital Association of Southern California Healthcare
House Farm Workers Advocates
Housing Authority of the City of San Buenaventura Affordable/Supportive Housing Developer Housing Trust Fund Ventura County Affordable Housing Development Independent Living Resource Center Disability services
Interface Children & Family Services youth, social services, re-entry, DV Jess Weihe Community member
Jewish Family Services Social Services
Khepera House Substance Use
Kingdom Center, Gabriel’s House Emergency shelter/transitional living Lutheran Social Services Support Services
Many Mansions Affordable/Supportive Housing Developer
Mercy House Homeless Services
MESA Farm Youth Transitional Housing
National Health Foundation Healthcare
Ojai Valley Family Shelter Homeless shelter
One Step a la Vez Youth, social services
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Oxnard College Education
Oxnard Housing Authority Affordable/Supportive Housing Developer Oxnard Library Public facility
Pacific Clinics--TAY Tunnel Behavioral Health/TAY
Pam Marshall Advocate
Partnership for Safe Families Family
Peggy Rivera Advocate
People's Self Help Housing Affordable/Supportive Housing Developer Project Understanding Social Services
Public Defender Legal
River Community Church Homeless Services
Rescue Mission Homeless Services
Salvation Army Homeless Services
Salvation Army Supportive Services for Veteran
Families Vta/SBA county
Veteran Homeless Services
Samaritan Centers Homeless Services
Santa Paula Housing Authority Affordable/Supportive Housing Developer Sarah’s House Maternity Home Homeless Services
SCAN Health plan Healthcare
Simi Valley Adventist Healthcare
Shelter Care Resources Homeless Services
SPIRIT of Santa Paula Homeless Services
Step Up Ventura Homeless children
The City Center Homeless Services
Tenderlife Maternity Home Homeless Services
The Kingdom Center/Gabriel's House Homeless Services/Emergency Shelter The Nature Conservancy Environmental advocacy
The Partnership for Safe Families Persons with Lived Experience Advisory Group
The Ventura County Rescue Mission Emergency shelter
Turning Point Foundation Homeless Services/ Behavioral Health United Way of Ventura County Funder
U.S. VETS Veterans
Urban Initiatives Housing Non-Profit
VC Housing Trust Fund Funder
Ventura Chamber of Commerce Business
Ventura College Education
Ventura County Behavioral Health Behavioral Health/Substance Use Ventura County Community College District Education
Ventura County Community Foundation Housing Non-Profit
Ventura County Healthcare Agency Healthcare
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Ventura County Library Public facility
Ventura County Military Collaborative Veterans
Ventura County Office of Education Education
Ventura County Public Health Healthcare
Ventura County Public Defender Criminal justice
Ventura Social Services Task Force Advocates
Veteran Affairs-HUD VASH Housing and Homeless Services
Wakeland Housing & Development Affordable/Supportive Housing Developer Waypoint Station LLC Advocate
Workforce Development Ventura County Employment
Ventura County Sherriff's Department Law Enforcement/ Homeless Liaison Unit Ventura County Probation Public Safety
Ventura County Medical Center Hospital
St. Johns/Dignity Health Hospital
City of Ventura Police Dept Law Enforcement
City of Oxnard Police Dept Law Enforcement
City of Simi Valley Police Dept Law Enforcement
City of Port Hueneme Police Dept Law Enforcement
City of Santa Paula Police Dept Law Enforcement
Forever Found Human Trafficking prevention
VC District Attorney's Office Law Enforcement
Family Justice Center Victim Services
349
Direction on the Future of the Commission on Homelessness City Council
April 7, 2026
Samantha Shapiro, Project Manager
Background 2
●In February 2026, staff brought forward a recommendation to the Community Services, Public Safety, Housing & Development Committee to Dissolve the Commission on Homelessness while maintaining active involvement with the Ventura County Continuum of Care (VC CoC) for the following reasons:○City must participate in the VC CoC to be eligible for federal and state funding○VC CoC provides meaningful engagement opportunities for community members on homeless issues affecting Oxnard○City does not have staff resources to actively participate in the CoC, be the boots on the ground for homeless programming, and manage the Commission on Homelessness in a meaningful way for volunteers or the community. ●Committee voted to refer the item to Council with the following options:1.Dissolve the Commission on Homelessness2.Keep the Commission on Homelessness3.Develop a Homelessness Collaborative 350
Ventura County Continuum of Care Alliance (VC CoC) 3
VC CoC is the regional approach to addressing homelessness with three main opportunities to get involved:1.VC CoC Alliance2.VC CoC Governing Board3.VC CoC SubCommittees VC CoC Alliance VC CoC Governing Board VC CoC SubCommittees ●Meetings held quarterly and open to the public●Community members interested in furthering the mission can apply●Members can contribute to Alliance meetings, apply for a Board seat, and participate in SubCommittees●Currently over 100 organization/individual members of the Alliance ●Meets monthly and is open to the public●Acts on behalf of the Alliance to set regional goals and priorities, and make funding decisions●Must represent an array of membership sectors●Housing Director Brenda Lopez and Mayor Pro Tem Teran are Board members ● Focused on ongoing, long-term activities with regular meetings open to the public● Members of the Alliance can contribute to SubCommittees● There are currently 6 SubCommittees City Council’s Investment in Homelessness Solutions 4
Since 2021, Council has continued to invest in homelessness services: ● Homelessness Services Division, Housing Department: provide direct service in the ﬁeld to clients experiencing homelessness, oversee various programs, actively participate in the VC CoC, and manage contracts with service providers. As of March 2026, there are two funded positions; one position is vacant.● Homeless Liaison Oﬃcer (HLO) Unit: Acts as a liaison between agencies and service providers, focusing on responding to calls for service, addressing concerns, and supporting the Backpack Medicine program. There are six staff members assigned to the HLO Unit. ● Casa de Carmen and Oxnard Navigation Center: 55 permanent supportive housing units, 110-bed emergency shelter, and full service navigation center that opened in November 2025. The City contracts with Mercy House for year-round services. ● Ongoing Supportive Services: Through City contracts, partners and service providers administer shelter programs, street outreach, encampment response, one stop, and rapid re-housing assistance. 351
City Council’s Investment in Homeless Solutions 5
As a result of Council’s investment in addressing homelessness, the City has various staff members dedicated to serving the homeless populations in Oxnard through: ● Direct involvement with homeless services programs and active participation in the VC CoC Board, Alliance, and SubCommittees● Connecting individuals to services, working with partner agencies to administer contracts and provide direct, ongoing supportive services to the community● Researching and developing programs to best serve our homeless population ● Direct interactions with persons experiencing homelessness and residents and businesses oftentimes negatively impacted by homelessness● Attendance at neighborhood council meetings, community events, and community meetings where topics of homelessness are discussed These efforts are not directed by the COH and will continue regardless of the status of the COH. Staff capacity at its current funded levels cannot support all of these efforts AND manage the COH in a meaningful way.

Direction on the Future of the Commission on Homelessness 6 On February 2024, the Committee voted 3–0 to refer this item to the full Council for a vote based on the following options:1.Dissolve the Commission on Homelessnessa.Would disband the COH as a CAGb.Would require an amendment to the City Codec.Staff’s recommended option because:i. staff capacity cannot accommodate supporting the COH in a meaningful way,ii.there are a number of other volunteer, engagement, and advocacy opportunities available at the VC CoC and with nonproﬁt organizations, iii.the City must comply with federal and state policies (not local policies) to be eligible for state and federal funding, andiv.the City must participate in the VC CoC to be eligible for state and local funding. 352
Direction on the Future of the Commission on Homelessness 7

2. Keep the Commission on Homelessness a.COH is a Brown Act body consisting of 7 appointed membersi. Meetings require agendas and various administrative complianceii.Meetings open to the public, but community input is limited to public comments within the subject matter jurisdiction1.If Council decides to keep the COH, staff recommends meeting on a quarterly basis. This would not require approval by Council. b.To be eligible to serve, one must be 18 years old and a resident of Oxnardi. If Council decides to keep the COH, staff recommends considering a membership criteria to ensure members have some level of expertise in the area of homelessness.1.Membership criteria could include representation from the business community, education sector, service providers, housing/developers, lived experience, and public safety.2.A change to the membership criteria would require an amendment to the City Code.

Direction on the Future of the Commission on Homelessness 8

3. Develop a Homelessness Collaborative a.Committee’s comments about an “Ad Hoc Committee” or “Mayor’s Committee” would be considered a standing committee under the Brown Act, making a new Brown Act Board.b.Because of Brown Act provisions, staff recommends a less formal approach:i. Not have it be a formal action of the City Councilii.Not have a ﬁxed meeting scheduleiii.Ensure no more than 3 elected oﬃcials are in attendanceiv.Not have set membershipv.Not be advisory to Council (though information can be brought back to Council during Councilmember Comments)c.Should Council support the Mayor in creating the informal Homelessness Collaborative, there is no formal action required to establish the groupi. However, formal action to amend the City Code would be required to dissolve the Commission on Homelessness. 353
Recommendation 9
That the City Council:1.Consider the future direction for the Commission on Homelessness, including (but not limited to) the following options:a.Dissolve the Commission on Homelessness, or b.Keep the Commission on Homelessness, or c.Support the Mayor in holding informal discussion directly with residents, community members, or other stakeholders on homeless issues (Homelessness Collaborative)2.Take formal action regarding the future of the Commission on Homelessness, including (if applicable) providing direction to staff to bring back for City Council consideration any resolutions or ordinances necessary to implement the City Council’s decision regarding the Commission on Homelessness. 354

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.3

DATE: April 7, 2026

TO: City Council

FROM: Alexander Nguyen, City Manager, (805) 385-7430, [email protected]

SUBJECT: 2026 Update on the City’s Municipal Carnegie Art Museum.

RECOMMENDATION

That the City Council receive and file the 2026 Update on the Carnegie.

(The Community Services, Public Safety, Housing & Development Committee approved 3-0 on March 10, 2026.)

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/i1Yrr9zdxus

BACKGROUND

The Carnegie building was constructed in 1906 and served as Oxnard’s first public library. Over the decades, the building has served numerous roles within the community, including as City Hall offices and later as a Cultural Arts Center in 1980. It was designated as a municipal art museum in 1985.

Some records show that in 2002, in an effort to enhance the museum, the Carnegie Art Museum Cornerstones received its 501(c)(3) designation, and beginning in 2010 the Cornerstones entered into a contract with the City of Oxnard to manage and operate the Carnegie Art Museum with what appears to be anticipated continual 100% municipal financial support.

The museum was closed in July 2019 due to the City’s budget deficit. The museum has remained closed. As part of the City Council’s 2021-2025 five-year priorities, which were adopted on March 16, 2021, the Council identified the goal of working toward reopening the Carnegie Art Museum.

Meanwhile, to consider what reopening the museum would require, the City Manager’s office undertook a review of the museum’s performance and financials, as well as a review of the Carnegie Art Collection and the storage conditions.

In September 2023, staff brought a “concept” for future use of the Carnegie Building as a “Carnegie Arts Center” instead of as a municipal museum, to the Community Services, Public Safety, Housing & Development Committee: https://oxnardca.portal.civicclerk.com/event/4875/media

After the public discussion, the Committee directed staff to consider options further. It’s important to debunk a recent urban myth. After that Committee meeting, some advocates for keeping the Museum as an Art Museum publicly stated that:

“Despite our intervention, the city has proceeded to hire a consultant to review the collection for value, to see what can be sold off, and to recommend a process for doing so. This must be stopped!”

This is simply false. There was never, and there is not, a plan or desire to “sell the artwork”. Reviewing the collection was a crucial step in order to understand what the City is responsible for. If not for the review we would not be aware of the 355
following issues outlined below.

DISCUSSION

During this review process, it was identified that the art collection included Native American cultural items and ancestral remains as well as potentially indigenous human remains. As part of this realization, the city became aware that the Carnegie Art Museum was not in compliance with either the federal Native American Graves Protection and Repatriation Act (NAGPRA) or the California Native American Graves Protection and Repatriation Act (CalNAGPRA), which govern the treatment, consultation, and repatriation of such materials.

NAGPRA became United States law in 1990; CalNAGPRA became state law in 2001. Both require institutions such as museums and universities that "acquired" Native American belongings to ultimately return them to their rightful owners under a set of procedures outlined in the laws. We cannot locate a single record of the Carnegie Art Museum initiating this process. This makes the City of Oxnard woefully out of compliance with these requirements, and now responsible for making it right.

In April 2025, the City retained Cogstone Resource Management to assist in identifying the cultural affiliation of materials that may be subject to NAGPRA and CalNAGPRA, and to guide the City through the required compliance and repatriation process. Cogstone conducted multiple site visits to review the City’s inventory. The City received Cogstone’s report on Nov. 26, 2025 (attached), which identified human remains, funerary objects, sacred objects, and items that may constitute objects of cultural patrimony that must be repatriated to the appropriate affiliated tribal groups in accordance with state and federal law. NAGPRA and CalNAGPRA recommend closure of sites impacted until the processes required under the Acts have been completed, and further recommend the holdings are not moved.

NAGPRA Regulatory framework

The goal of both Acts is to ensure the respectful treatment of Native ancestors and their belongings and to return the belongings to their communities. NAGPRA requires consultation with federally recognized Tribes, while CalNAGPRA expands this to include Tribes regardless of federal recognition status.

These Acts apply to certain items in the Carnegie Museum’s collection, including: human remains, funerary objects, sacred objects, and items that may be considered objects of cultural patrimony. These are the items staff are now working to repatriate. The Acts set the process for repatriation, which means respectfully returning the items to the appropriate Tribal communities through consultation.

Basic process:
• Museums and agencies identify artifacts and create an inventory of the artifacts impacted by the Acts. • The City notifies the Tribes and provides the inventory for discussion and consultation. • Tribes and descendants make claims for the items.
• A consultation process between the City and the Tribe making the claim is undertaken. This may include various remediation and handling requirements.
• The process involves extensive communication to resolve claims, typically leading to the closure of exhibits or halls for re-evaluation.

The two Acts are complex and require specialized archaeological knowledge in order to comply, which is why the City hired Cogstone to review and inventory the Carnegie Art Museum’s holdings, including any human remains, funerary objects, sacred objects, or items of cultural importance.

Cogstone specializes in paleontology, archaeology, and history, and has strong expertise in the laws that govern NAGPRA and CalNAGPRA. Over the past 20 years, they have completed more than 1,600 projects involving paleontological, archaeological, and historic resources.

Cogstone visited the Carnegie Art Museum on June 9, 2025, and October 14, 2025 and developed the required inventory of the Carnegie Art Museum’s artifacts. Cogstone provided its report to the City with the inventory of artifacts that may 356
fall under NAGPRA or CalNAGPRA and may require Tribal consultation. The inventory was organized into four priority tiers.

High Priority (Confirmed NAGPRA/CalNAGPRA Items):sensitive/require immediate action Primarily human remains (e.g., teeth, skeletal fragments, partial skulls) from California sites, affiliated with Chumash. Total items: 5 accessions, including 15 teeth, 67 bone fragments, and associated artifacts like pottery sherds and lithics (stone).

High-Moderate Priority (California Items):Chumash affiliated or undetermined tribal link, recommend offering to nearest Tribe
Over 50 items, mostly prehistoric ground stones (e.g., pestles, manos, bowls), lithics (e.g., points, knives), tools, and fossils from California sites.

Moderate Priority:

Alaskan items (e.g., tools, artifacts); Hawaiian items (e.g., cultural objects); and other U.S. items (excluding Alaska/Hawaii), prioritized due to less historical displacement of descendant communities.

Low Priority: Non-U.S. and unknown-origin items, not covered by NAGPRA

Given the ancestral territory covered by the archeological collections, Cogstone recommends per the NAGPRA regulations that consultation begin with the Federally recognized Santa Ynez Band of Chumash Indians (Chumash).

Of note, additional human remains identified from Guanajuato, Mexico do not fall under the NAGPRA or CalNAGPRA regulatory framework. However, staff strongly recommends that Oxnard also repatriates these artifacts in accordance with the higher priority principles.

In January 2026 City staff contacted CalNAGPRA to register the process and request the full California Tribal consultation list. Staff also contacted the federally recognized Santa Ynez Chumash Indian Tribe to begin the consultation process. In February 2026 Staff contacted the non-federally recognized regional Tribes to inform them of the impending process. Also, in February 2026 the City provided the required summary documents to NAGPRA.

Staff have also engaged with the UC Santa Barbara Repatriation Team, whose experienced and culturally adept experts have spent years overseeing the NAGPRA process for the university’s collection. This team echoed the regulations and contextualized the suggestions for next steps:

1. Given this regulation, the consultation and repatriation process is a Tribal right, and the City carries a duty of care for the Tribes and descendants regarding the museum holdings, timing for responses and consultation is set by the Tribes and the descendants -- not the City.

2. Touching, moving, or in any way disturbing the museum holdings of human remains, funerary objects, sacred objects, and items that may be considered objects of cultural patrimony is strongly discouraged. Instead, the city should follow the Tribes’ direction as to the process, decision-making, and provided suggestions for handling, remediation, and storage.

3. When consultation occurs, it is strongly suggested the City meet with the Tribal representatives in a business setting, not in the area in which the ancestors are located. Further, if possible, the Mayor, Mayor Pro Tem, and/or City Manager should be present, as this would impart respect to the Tribes and their ancestors.

Staff are following the guidelines in NAGPRA and CalNAGPRA, but also intend to seek to repatriate the lower priority artifacts. In the meantime, NAGPRA and CalNAGPRA guidelines recommend not moving any artifacts until consultation has occurred with federally and non-federally recognized Tribes and Tribal Elders.

To date, the City has completed the necessary first steps, however there are many more to undertake in order to ensure the artifacts are returned to the rightful Tribal communities respectfully, with dignity, and through consultation. We anticipate considering the potential uses for the Carnegie building once the consultation process and transfer of artifacts is far enough along to allow us full access throughout the building.

A note on Seismic issues
357

It should come as no surprise that, as the Carnegie building was built in 1906, there would be seismic concerns. Though there was a second story add on in 1923, a basement remodel in 1949, and a seismic retrofit in 1980, the building was constructed as an unreinforced masonry building.

On December 2, 2024, as part of a citywide infrastructure review, a seismic study was ordered for the Carnegie building.

The study has two Tiers.

Tier One: identified possible seismic risks using standard screening checklists available from the American Society of Civil Engineers (ASCE) and is now complete.

Tier Two: is a more detailed review (Per ASCE 41) of the building assessing the expected seismic behavior and identifying potential vulnerabilities (i.e. risks). The methodology is especially valuable for historic structures, as it provides a means to evaluate seismic risk while considering building-specific characteristics and preservation goals along with how the building may be used in the future. In addition to the seismic review, the more detailed analysis included an architectural and geotechnical review.

As of January 21, 2026, the Tier Two report is nearly finished. The draft report will require a detailed technical staff review, followed by a future presentation to City leadership and the City Council regarding next steps. Depending on how the Carnegie building is ultimately used, it likely will require seismic retrofitting and upgrades to meet current Americans with Disabilities Act (ADA) requirements.

Next Steps

Once we begin active discussions with the respective owners of the belongings we currently possess, staff will return to the Community Services, Public Safety, Housing & Development Committee with a new update and potential timeline.

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

There is no financial impact as a result of this update. The full financial impact for NAGPRA compliance is determined on the length of time to schedule and walk through the prescribed regulatory processes as well as the number of consultations with Tribal leaders, the distance required to travel, and requirements of the Tribal leaders for repatriation.

The financial impact is also predicated on whether the City merely complies with the regulation, or also seeks to exceed the requirements and repatriates items globally outside of the regulatory requirements.

COMMITTEE OUTCOME

The Community Services, Public Safety, Housing & Development Committee approved 3-0 on March 10, 2026, to approve the staff recommendation.

Please click here to view the Measure M pre-recorded presentation video. 358

Please click here to view the March 10, 2026, Community Services, Public Safety, Housing & Development Committee Meeting recording.

Prepared by: Kimberlee Ross, Project Manager, Alexander Nguyen, City Manager

ATTACHMENTS

1. Attachment 1 - CalNAGPRA Letter

2. Attachment 2 - NAGPRA Letter

3. Attachment 3 - Cogstone Report Overview

4. Attachment 4 - PowerPoint Presentation

359
360
361
362
363
364
365
2026 Update on the City’s
Municipal Carnegie Art Museum
City Council
April 7, 2026
366
2 367

RECOMMENDATION
3 That the City Council:

Receive and file the update.
368

BACKGROUND
• The Carnegie was built in 1906.
• Designated Municipal Art Museum 1985.
• Closed in 2019 due to City budget deficit.
• In 2023 “Concept” for future use as Carnegie Arts Center tabled by Committee.
• Further review reveals Carnegie Art Museum never complied with federal or state laws requiring institutions to return Native belongings to their rightful owners.
4 369

DISCUSSION
5 • What is NAGPRA and CalNAGPRA?
• Who is responsible and what must we do?
• What are the steps and timing?
• When can we move on with the Carnegie’s future use
discussion?
• What about the seismic issues?
370
6 371
7 372
• Example of a formal consultation session
8 373
9 374
NAGPRA challenge: the process is very complex, layered, and time-consuming.

Oxnard challenge: we didn’t begin until 2025, but we have fewer items compared to larger institutions; we should be able to get through it a little faster.
10 375
• Staff will return to Committee with another update after tangible progress occurs.
11 376
Questions/discussion
377

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.4

DATE: April 7, 2026

TO: City Council

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

SUBJECT: Oxnard Police Department "Military Equipment" Use Report for Calendar Year 2025.

RECOMMENDATION

That the City Council:

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

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

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

4. Approve the acquisition and use of the following military equipment items:
a. Twenty-four (24) .223 caliber rifles
b. Thirteen hundred (1,300) 40mm projectile launcher Less lethal rounds c. Three thousand (3,000) Pepperball Projectiles
d. Eighty (80) CS / "Tear Gas" canisters
e. Ninety-five (95) Light, Sound, Diversionary Devices (LSDD's) f. Three (3) DJI Matrice 4T Uncrewed Arial Vehicle (UAV) and Twelve (12) Batteries for the corresponding UAV's
(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/joiCgSj8Fi8

BACKGROUND

On January 1, 2022, California Assembly Bill 481 (AB 481) was codified in Government Code sections 7070 through 7075. AB 481 mandates Law Enforcement Agencies (LEA) to obtain approval from their governing body via the adoption of a “military equipment” use policy by ordinance before the LEA funds, acquires, or uses such equipment. This is specified in Government Code section 7071(a)(1)(A-G).

On June 7, 2022, the Oxnard City Council adopted the Oxnard Police Department Military Equipment Use Policy to allow the Oxnard Police Department to use the equipment specified therein. This policy exists as City of Oxnard Ordinance 3014 (Ordinance), which is codified in Oxnard City Code Section 2-212, and in section 708 of the Oxnard Police Department’s Policy Manual, and went into effect on July 6, 2022. The Ordinance can be found as Attachment (B) to this report, and Oxnard Police Department’s Policy Manual section 708 as Attachment (C).

Government Code section 7071(e)(1) requires that a governing body, in this case the Oxnard City Council, review any 378
ordinance that it has adopted pursuant to this section approving the funding, acquisition, or use of military equipment, and vote on whether to renew the ordinance at a regular meeting.

Government Code section 7071(e)(2) states that a governing body, in this case the Oxnard City Council, shall determine, based on the submitted annual military equipment report submitted whether each type of military equipment identified in that report has complied with the standards for approval. Per Government Code 7071(d)(1)(A-D), the required standards for approval are:
• The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.
• The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
• If purchasing the equipment, the equipment is reasonably cost-effective compared to available alternatives that can achieve the same objective of officer and civilian safety. • Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

Annual Military Equipment Report (Attachment A)

California Government Code 7072 (a)(1-6) requires, after receiving approval for its military equipment use policy, the LEA to submit an annual military equipment report providing certain required information for each type of military equipment approved by the governing body for as long as the equipment is available for use. The annual military equipment report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of military equipment:
• The quantity possessed for each type of military equipment. • A summary of how military equipment was used and the purpose of its use. • A summary of any complaints or concerns received concerning military equipment. • The results of any internal audits, information about violations of military equipment use policy, and any actions taken in response.
• The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
• If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

Police Department’s “Military Equipment” Inventory

Government Code section 7070(c)(1-16) defines “military equipment” and lists fifteen (15) specific categories that are considered “military equipment.” The Oxnard Police Department possesses and/or uses equipment from only seven (7) of these categories. The annual report cites an eighth category, for equipment that the Police Department does not actually possess, but is deployed by another LEA when requested to assist. The categories and specific equipment currently used by the Oxnard Police Department are listed below and are further described in the attached “Military Equipment Inventory.”

Below is a summary of the Oxnard Police Department’s military equipment inventory. The equipment is listed in accordance with the Government Code sections that govern its designation as “military equipment.” Additional details are in Oxnard Police Department Policy Manual section 708, included as an attachment to this report.

7070(c)(1): Unmanned, remotely piloted, powered aerial or ground vehicles. • Unmanned Aerial Vehicles (Drones): 12
379
• Unmanned aerial vehicle (drone) usage: There were 420 drone deployments in 2025, broken down as follows:
o 271 Drone First Responder (DFR) incidents
o 69 for tactical assists (SWAT operations)
o 23 for field operations support (area searches)
o 23 for crime scene documentation
o 20 for special events support
o 11 for training
o 3 for disaster search and rescue
• Remotely piloted ground vehicles: 2
• Remotely piloted ground vehicle usage: Five (5) deployments in 2025. • Cost: $12,433.87 initial purchase.
o Five (5) additional drones have been incorporated into the fleet through a lease service package with BRINC Drones Inc., requiring no upfront purchase cost.

7070(c)(3): High mobility multipurpose wheeled vehicles (HMMWV), called Humvees, two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles with a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision. • LENCO© Bearcat armored rescue vehicles (ARV): 2
• ARV usage: There were 50 ARV deployments in 2025, broken down as follows:
o 8 for responses to armed subjects and patrol assists. o 33 for search warrants
o 9 for community engagement events
• Annual cost: $1,100 estimated average annual maintenance per unit in 2025.

7070(c)(4): Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.
• The Oxnard Police Department does not possess any equipment from this category in its inventory. • However, the Ventura County Sheriff’s Office possesses a tracked armored skid steer loader (referred to as “The Rook”), which is available to assist other agencies in the County, including Oxnard. Pursuant to Government Code section 7071(a)(1)(D), an LEA must obtain approval from the governing body when “Collaborating with another law enforcement agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body.”
• Rook usage: In 2025, the Ventura County Sheriff’s Office assisted the Oxnard Police Department on one (1) occasion, for a SWAT warrant service.
• The Rook was used during three SWAT search warrant services for violent and / or barricaded suspect(s) • There were no complaints received concerning the use of this equipment. • There were no violations of policy concerning the use of this equipment. • Annual cost: Zero (0) cost to the City of Oxnard in 2025.

7070(c)(5): Command and control vehicles that are either built or modified to facilitate public safety units’ operational control and direction.
• Total number of command and control vehicles: 13
o Large mobile command vehicles: 2
o Vans: 2
o DUI enforcement command trailer: 1
o Police Ford Explorer forward command post vehicles: 8 • Command and control vehicle usage: There were 196 deployments in 2025, broken down as follows:
o 132 times for the Uncrewed Aerial Systems (drone) unit van. o 4 times for the large mobile command post (major crimes and community events). o 40 times for the traffic unit
380
o 20 for major crime incidents, for crime scene mapping. • Annual cost: Approximately $63,400 for the 13 vehicles each year (fuel and maintenance).

7070(c)(7): Battering rams, slugs, and breaching apparatuses that are explosive in nature. • Frangible breaching shotguns: 2
• Breaching shotgun usage: Zero (0) times throughout the year. • Annual cost: No associated costs with this item in 2025.

7070(c)(10): Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard-issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.
• Total number of specialized firearms: 191
o Accuracy International AT .308 caliber rifles: 6
o Colt .223 caliber rifles: 87
o Sionics .223 caliber rifles: 98
• Rifle usage: The Police Department deployed rifles in 60 incidents in 2025, and these were limited to the pointing of firearms only.
• Annual cost: No .223 rifle ammunition was purchased in 2025. Rifle maintenance was approximately $1,200. .308 caliber rifle ammunition cost $10,588. Maintenance was unnecessary since the Accuracy International AT rifles were purchased in 2025.

7070(c)(12): “Flashbang” grenades and explosive breaching tools, ‘tear gas,’ and ‘pepper balls,’ excluding standard, service-issued handheld pepper spray.

For clarification, the term “flashbang” is commonly used to refer to “light, sound, diversionary devices” (LSDD). “Tear gas” is the term commonly used to describe 2-chlorobenzalmalononitrile gas, also referred to as “CS.” The Police Department’s inventory includes:
• Combined Tactical Systems (CTS) LSDD: 81
• CTS 5230B CS gas canisters: 23
• Defense Technology Triple Chaser CS gas: 11
• Defense Technology Spede-Heat CS gas: 3
• Defense Technology CS Ferret rounds: 10
• Defense Technology OC/CS vapor: 9
• Defense Technology OC vapor: 6
• Defense Technology 6320 and 6322 40mm Short Range CS Rounds 20 • Pepperball launchers: 13
• LSDD / Flashbang usage: The Police Department deployed flashbangs 22 times in 2025. o It is important to note that LSDD / flashbangs deployed alone, without other equipment, successfully gained suspect compliance on 7 of the 22 occasions, eliminating the necessity for any additional force tactics.
• Annual cost: No associated costs with this item in 2025. • Gas usage: The Police Department deployed CS gas 4 times in 2025 under the following circumstances:
o 1 to take an armed non-compliant suspect into custody. o 3 for warrant services where the suspects refused to exit their residences. • Annual cost: No associated costs with this item in 2025. • Pepperball usage: 4 times throughout the year.
o In all 4 instances, the device was successfully used to take a non-compliant suspect into custody. • Annual cost: No associated costs with this item in 2025. 381

7070(c)(14): The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons. • Penn Arms 40mm less lethal projectile launchers: (21) o 11 direct impact sponge CS rounds
o 10 direct impact sponge OC rounds
• 40mm projectile usage: Two (2) times throughout the year. • Both 40mm deployments were used to take violent and / or barricaded suspects into custody. • Annual cost: No associated costs with this item in 2025. • Remington 870 less lethal (“bean bag”) shotguns: 22
o Less lethal shotgun usage: 2 times in 2025.
o The less lethal shotgun was deployed in an attempt to take a non-compliant suspect into custody. o Annual cost: No associated costs with this item in 2025. • The Oxnard Police Department intends to maintain a sufficient stock of specific equipment to maintain standards and operational readiness. The Police Department routinely orders replacement stock to maintain the levels of equipment enumerated in the “Military Equipment Inventory.”

Additional Reported Information

Government Code section 7072(a)(1-6) requires the Police Department to annually report additional information, beyond inventory quantities, related to its “military equipment.” Below is a summary of the annual use of the Police Department’s inventory, complaints, policy violations related to the equipment, annual costs, and financial impacts related to the equipment:
• Inventory: Quantities of this equipment are stated in an attachment to Oxnard Police Department Policy Manual section 708 (Included as attachment C)
• Complaints: There were no specific community complaints or concerns received involving specific deployments of the Police Department’s “military equipment” in 2025. • Violations of Policy: There were no violations of Oxnard Police Department Policy Manual section 708 (Military Equipment Policy).

To ensure the accuracy of the data, both the Special Operations Division Commander and the Professional Standards Division staff track the use of equipment that meets AB 481’s definition of “military equipment.” This ensures proper usage and tracking of deployments.

Ongoing maintenance and replacement costs for all the equipment are included in the Police Department’s budget and continue to be accounted for there. Expenditures for such equipment are appropriate and seek to minimize the impact on Oxnard’s General Fund. The Police Department makes a conscious effort to fund replenishment and new additions with Asset Forfeiture Funds (AFF) and/or Supplemental Law Enforcement Services Funds (SLESF), which do not affect the City’s General Fund.

Need for Equipment Authorization

AB 481 requires the governing body’s approval of this annual report. The equipment listed in the annual report and used by the Oxnard Police Department is necessary for public safety operations, and there are no other practical alternatives that can achieve the same community safety objectives.

A significant amount of the Police Department’s “military equipment” items are “less lethal” devices that are designed to provide force options that serve to avoid the use of lethal force. As such, the equipment’s use and accompanying policies safeguard the public’s welfare, safety, civil rights, and civil liberties.

Requested Equipment Acquisitions (from “Recommendation” above)

382
The Police Department is requesting the City Council’s authorization to make the following “military equipment” acquisitions:

1. The Police Department intends to replace/acquire twenty-four (24) .223 caliber rifles for the department’s Patrol Bureau. The rifles currently assigned to the Patrol Bureau are over twenty years old, significantly exceeding their expected lifespan under patrol team conditions, rendering them overdue for replacement. The Patrol Bureau needs rifles for increased firepower and accuracy in situations that require the ability to engage targets at longer distances, penetrate barriers, and effectively address threats, while minimizing risk to officers and members of the public. These rifles also provide a tactical advantage in addressing high-risk scenarios such as active shooter situations or dealing with heavily armed suspects, allowing patrol officers to maintain control and respond decisively to potential threats. The total cost to purchase these rifles is $47,945 and will be paid using Asset Forfeiture Funds (AFF). There would be no impact on the General Fund.

2. DJI Matrice 4T Uncrewed Aerial Vehicle (UAV)
• Three (3) DJI Matrice UAVs with Twelve (12) Batteries for the UAVs • Replacement UAVs for the units that have reached their operational end-of-life and need to be retired from active service.
• Provide a tactical advantage in addressing high-risk scenarios while minimizing risks to officers and members of the public.

The purchase will be from DSLR PROS to maintain continuity of service, and is the only vendor within 50 miles of the City of Oxnard that provides DJI from existing inventory, as well as parts service for the UAV. This vendor has supplied all UAVs currently used by the Oxnard Police Department UAS Team. The total cost to purchase the UAV's bad batteries is $27,459.05 and will be paid using existing asset forfeiture funds.

DJI Matrice UAV (not to scale)

3. The Police Department’s 40mm inventory has become depleted over the last year due to expired rounds and use during previous deployments. To replenish the inventory, the Police Department needs to purchase three hundred (300) exact impact sponge rounds. The cost to purchase these rounds is $4,350.00, which will be paid using the General Fund. The Police Department must also purchase one thousand (1,000) sponge round training kits. The cost to purchase these training rounds is $9,360.00, which will be paid using the Police Department General Fund.

40mm projectiles (not shown to scale)

4. The Police Department's Pepperball inventory has been depleted over the last few years due to training and deployments. To replenish the inventory, the Police Department needs to purchase three thousand (3,000) "Pepperball OC 383
X Live Powder Projectiles." The cost to purchase the rounds is $11,529.84, which will be paid using the Police Department General Fund.

Pepperball Projectiles (not shown to scale)

5. The Police Department's CS Gas inventory has become depleted over the last year due to training and deployments. To replenish the inventory, the Police Department needs to purchase eighty (80) The cost to purchase these canisters is $5,631.71, which will be paid using the Police Department General Fund.

CS Gas canister (not shown to scale).

6. The Police Department's Light, Sound, Diversionary Device (LSDD) inventory has become depleted over the last year due to training and deployments. To replenish the inventory, the Police Department needs to purchase ninety-five (95) The cost to purchase these canisters is $4,371.95, which will be paid using the Police Department General Fund.

LSDD (not shown to scale)

Transparency

Government Code section 7071(b) requires that any proposed or final military equipment use policy shall be made publicly available on the internet website of the relevant LEA for as long as the military equipment is available for use.

This information is available to the public on the Oxnard Police Department's website at:
https://www.oxnard.gov/police-department/transparency/senate-assembly-bills/assembly-bill-481 .

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

384
There is sufficient funding in the current FY2025-2026 in the Police General Fund (101), State Asset Forfeiture Fund (192), and the State and Local Grants Fund (210)

For Finance Use Only: General Fund: Org 1012111, Objects 52100, 52400 and 52900; State Asset Seizure Fund: Org. 1922131, Object 52400, Project M2005; State and Local Grants Fund: Org 2102131, Object 56040, Project C2418 Supplemental Law Enformcement Services.

COMMITTEE OUTCOME

This item did not originate in Committee.

Prepared by: Steve Trickle, Police Commander

ATTACHMENTS

1. Attachment 1 - 2025 OXPD Military Equipment Annual Report

2. Attachment 2 - Oxnard Police Department Military Equipment Ordinance

3. Attachment 3 - Oxnard Police Department Military Equipment Policy 2025

4. Attachment 4 - Police Department 2025 Military Equipment Report PowerPoint Presentation

385

Oxnard Police Department 2025 Annual Military Equipment Report Jason Benites, Chief of Police

386
Oxnard Police Department 2025 Annual Military Equipment Report

Background Over the course of the past several years, criticism and debate has spread across the

nation

concerning

the

narrative

militarized

policing

the

United

States.

September

30,

2021,

California

Governor

Gavin

Newsom

signed

legislation

aimed

reforming

law

enforcement

agency

(“LEA”)

funding,

acquisition

and

use

specific

types

"military

equipment."

This

legislation,

referred

Assembly

Bill

481

(AB

481),

was

authored

California

Assembly

member

David

Chiu

(D-San

Francisco)

address

and

regulate

the

funding,

acquisition,

and

use

military

equipment

LEA’s.

Enacted into Government Code sections 7070 through 7075 as of January 1, 2022, AB

481’s

intent

increase

transparency

which

California

law

enforcement

agencies

fund,

acquire,

and/or

use

what

this

legislation

defines

“military

equipment.”

AB 481 mandates LEA’s obtain approval from their governing body via the adoption of

“military

equipment”

use

policy

(Policy)

ordinance

before

the

LEA

funds,

acquires,

uses

such

equipment.

summary,

481

states

Government

Code

section

7071(a)(1)(A-G),

that

LEA’s

shall

obtain

approval

their

governing

body,

ordinance

adopting

military

equipment

use

policy

regular

meeting

the

governing

body

prior

engaging

any

the

following:
● Requesting military equipment made available pursuant to section 2576a of Title

10 of

the

United

States

Code.
● Seeking funds for military equipment. ● Acquiring military equipment. ● Collaborating with another law enforcement agency in the deployment or other use

military

equipment

within

the

territorial

jurisdiction

the

governing

body.
● Using any new or existing military equipment. ● Soliciting or responding to a proposal for, or entering into an agreement with, any

other

person

entity

seek

funds

for,

apply

receive,

acquire,

use,

collaborate

the

use

of,

military

equipment.

Government Code section 7070(d) (1-7) also requires that an LEA’s military equipment

policy

address,

minimum,

disclose

all

the

following:

387
Oxnard Police Department 2025 Annual Military Equipment Report ● A description of each type of military equipment, the quantity sought, its capabilities,

expected

lifespan,

and

product

descriptions

from

the

manufacturer

the

military

equipment.
● The purposes and authorized uses for which the law enforcement agency or the

state

agency

proposes

use

each

type

military

equipment.
● The fiscal impact of each type of military equipment, including the initial costs of

obtaining

the

equipment

and

estimated

annual

costs

maintaining

the

equipment.
● The legal and procedural rules that govern each authorized use. ● The training, including any course required by the Commission on Peace Officer

Standards

and

Training,

that

must

completed

before

any

officer,

agent,

employee

the

law

enforcement

agency

the

state

agency

allowed

use

each

specific

type

military

equipment

ensure

the

full

protection

the

public’s

welfare,

safety,

civil

rights,

and

civil

liberties

and

full

adherence

the

military

equipment

use

policy.
● The mechanisms to ensure compliance with the military equipment use policy, including

which

independent

persons

entities

have

oversight

authority,

and,

applicable,

what

legally

enforceable

sanctions

are

put

place

for

violations

the

policy.
● For a law enforcement agency, the procedures by which members of the public

may

complaints

concerns

submit

questions

about

the

use

each

specific

type

military

equipment,

and

how

the

law

enforcement

agency

will

ensure

that

each

complaint,

concern,

question

receives

response

timely

manner.

On June 7, 2022, the Oxnard City Council adopted the Oxnard Police Department’s Military

Equipment

Use

Policy,

authorizing

the

Oxnard

Police

Department

use

the

equipment

specified

therein.

This

policy

exists

as
City of Oxnard Ordinance 3014
(“Ordinance”),

which

codified

Oxnard

City

Code

Section

2-212,

and
in section 708
of

the

Oxnard

Police

Department’s

Policy

Manual,

(“Policy”).

These

went

into

effect

July

2022.

The Ordinance, Policy, and AB 481 related information are available to the public on the Oxnard

Police

Department’s

website

at:
(https://www.oxnard.gov/police-department/transparency/senate-assembly-bills/assembly-bill-481).

388
Oxnard Police Department 2025 Annual Military Equipment Report Standards of Approval Government Code section 7071(e)(1) requires that an LEA’s governing body, in this case,

the

Oxnard

City

Council,

review

the

ordinance

that

adopted

that

approves

the

funding,

acquisition,

use

military

equipment,

and

vote

whether

renew

the

ordinance

regular

meeting.

Government Code section 7071(e)(2) states that a governing body, in Oxnard’s case, its

Oxnard

City

Council,

shall

determine,

based

the

submitted

annual

military

equipment

report

submitted,

whether

each

type

military

equipment

identified

that

report

has

complied

with

the

standards

for

approval.

Per

Government

Code

7071(d)(1)(A-D),

the

required

standards

for

approval

are

that:

●

The military equipment is necessary because there is no reasonable alternative

that

can

achieve

the

same

objective

officer

and

civilian

safety.

●

The proposed military equipment use policy will safeguard the public’s welfare,

safety,

civil

rights,

and

civil

liberties.

●

If purchasing the equipment, the equipment is reasonably cost-effective compared

available

alternatives

that

can

achieve

the

same

objective

officer

and

civilian

safety.

●

Prior military equipment use complied with the military equipment use policy that

was

effect

the

time,

prior

uses

did

not

comply

with

the

accompanying

military

equipment

use

policy,

corrective

action

has

been

taken

remedy

nonconforming

uses

and

ensure

future

compliance.

Per Government Code section 7071(e)(2), “If the governing body determines that a type

military

equipment

identified

the

LEA’s

annual

military

equipment

report

has

not

complied

with

the

standards

for

approval,

the

governing

body

shall

either

disapprove

renewal

the

authorization

for

that

type

military

equipment,

require

modifications

the

Military

Equipment

Use

Policy

manner

that

will

resolve

the

lack

compliance.”
Oxnard Police Department Meets Standards of Approval The military equipment that the Oxnard Police Department possesses is consistent with

law

enforcement

profession

norms

the

United

States.

Such

equipment

has

been

tested

the

field,

has

been

successfully

deployed

the

field,

and

are

used

389
Oxnard Police Department 2025 Annual Military Equipment Report LEA’s across the nation for the purposes of enhancing both the safety of peace officers

and

the

public

that

they

serve.

The Oxnard Police Department is committed to using contemporary tools and equipment

safeguard

the

public

that

serves.

Many

the

items

deemed

“military

equipment”

481

have

been

employed

the

Oxnard

Police

Department

and

LEA’s

across

the

nation

for

considerable

amount

time,

order

specifically

protect

and

reduce

risk

community

members.

These

items

provide

peace

officers

with

the

ability

safely

resolve

volatile

situations

which

otherwise

might

rise

the

level

lethal

force

encounters.

that

end,

the

equipment

discussion

this

report,

and

the

accompanying

Military

Equipment

Use

Policy,

also

provide

Oxnard

Police

Department

personnel

with

vital

tools

that

facilitate

compliance

with

its

robust

use

force

policy

and

reporting

procedures.

The Oxnard Police Department’s inventory also contains items that are designed to protect

officers

and

members

the

public.

For

example,

the

armored

rescue

vehicles

(“ARV’s”)

are

designed

shield

officers

and

members

the

public

from

gunfire

other

threats,

and

have

been

successfully

used

this

effect.

The

Police

Department’s

remote

control

tactical

robot

has

also

been

successfully

used,

and

during

the

past

year

was

instrumental

rescuing

member

the

public.

The Police Department has successfully been using uncrewed aerial systems, more commonly

referred

“drones”,

since

2019.

These

drones

have

assisted

with

variety

functions,

ranging

from

scene

documentation

supporting

first

responders

police

incidents,

well

fire

incidents.

Their

use

has

not

only

improved

efficiencies

but

has

also

improved

safety.

the

time

this

writing,

the

Police

Department

currently

the

process

implementing

Drone

First

Responder

(“DFR”)

program

that

will

deploy

drones

selected

call

types,

reducing

response

times,

improving

efficiency,

and

enhancing

safety

officers

and

members

the

public.

This

DFR

effort

was

approved

the

City

Council

December

2024,

and

was

implemented

the

summer

2025.

The Oxnard Police Department’s inventory of command and control vehicles is unarmed

platforms

that

are

vital

coordinating

public

safety

resources

variety

circumstances,

ranging

from

tactical

incidents

natural

disasters.

They

are

essential

facilitating

the

safest

outcomes

promoting

communication

and

resource

coordination,

both

which

are

essential

protecting

the

public’s

welfare,

safety,

civil

rights,

and

civil

liberties.

390
Oxnard Police Department 2025 Annual Military Equipment Report Denial or loss of the use of these previously approved items would detract from the welfare

community

members

and

peace

officers

within

the

Oxnard

Police

Department,

that

would

eliminate

resources

options

that

could

safely

and

peacefully

conclude

incidents.

For

example,

the

loss

agency

deploy

“less

lethal”

equipment

would

eliminate

option

that

could

have

been

used

end

volatile

situation

without

the

use

lethal

force.

Ongoing maintenance and replacement costs for all the equipment are included in the

Police

Department’s

budget

and

continue

accounted

for

there.

Expenditures

for

such

equipment

are

appropriate

and

seek

minimize

the

impact

Oxnard’s

General

Fund.

The

Police

Department

makes

conscious

effort

fund

replenishment

and

new

additions

with

Asset

Forfeiture

Funds

(AFF)

and/or

Supplemental

Law

Enforcement

Services

Funds

(SLESF),

both

which

not

affect

the

City’s

General

Fund.

There is significant interest in ensuring that law enforcement continues to have access

equipment

that

will

provide

peace

officers

many

options

possible

safeguard

lives,

ensure

safety,

and

protect

civil

liberties.

The

use

the

equipment

identified

the

Policy

vital

the

Oxnard

Police

Department’s

mission,

and

will

continue

strictly

regulated

through

internal

processes

and

management

oversight.

To ensure the accuracy of the data, both the Special Operations Division Commander

and

the

Professional

Standards

Division

staff

track

the

use

equipment

that

meets

481’s

definition

“military

equipment.”

This

ensures

proper

usage

and

tracking

deployments.

the

event

citizen

complaints

concerns,

management

well

positioned

apply

corrective

action,

whether

through

training

and

education,

and

the

disciplinary

process

should

that

become

necessary.

note,

there

were

community

complaints

about

specific

deployments

Oxnard’s

“military

equipment”

2025.

Criteria for “Military Equipment” Designation Over the past several decades, many LEA’s across the United States acquired a variety

military

surplus

equipment

from

the

federal

government

and

incorporated

their

use

into

law

enforcement

operations.

The

federal

program

that

currently

hosts

this

the

Defense

Logistics

Agency's

1033

Program
.

Other

forms

this

program

included

the

former

Defense

Reutilization

Marketing

Office

(DRMO)

Program.

Generally

speaking,

the

equipment

furnished

LEA’s

was

intended

necessary

391
Oxnard Police Department 2025 Annual Military Equipment Report or beneficial to operations, intended to improve the safety of officers as well as the public,

and

helped

agencies

acquire

such

equipment

the

face

limited

budgets.

The

materials

provided

these

programs

were

very

diverse,

and

included

items

ranging

from

office

furniture/equipment,

gas

masks

and

rifles.

These

programs

also

furnished

civilian-type

vehicles,

well

military-purpose

ones

such

High

Mobility

Multipurpose

Wheeled

Vehicles

(Humvees).

some

point

the

past

two

decades,

number

LEA’s

across

the

nation

received

larger

(12+

ton)

Mine

Resistant

Ambush

Protected

(MRAP)

armored

vehicles.

The Oxnard Police Department never requested, nor received, Humvees or MRAP armored

vehicles,

and

longer

requests

procures

equipment

from

such

surplus

programs.

years,

the

Oxnard

Police

Department

accepted

limited

variety

items,

including

gas

masks,

helmets,

older-generation

rifles,

and

rifle

optics.

These

items

are

longer

the

Department’s

inventory.

Under AB 481, the term “military equipment” expands beyond equipment that has a default

application

military

use.

also

expands

beyond

the

equipment

offered

the

above-mentioned

DRMO

and

1033

programs. It

important

note

that

many

items

qualifying

“military

equipment”

under

481

are

not

necessarily

manufactured

specifically

for

the

United

States

military.

Some of the items that fall under AB481’s definition of “military equipment” can be purchased

civilians

open

retail

market.

For

example,

civilian

members

the

public

can

retail

purchase

uncrewed

aerial

vehicle,

commonly

referred

“drone.”

Under

this

circumstance,

drone

not

considered

“military

equipment.”

However,

LEA

acquires

the

same

piece

equipment

the

same

manner,

considered

“military

equipment”

481.

Such

also

the

case

for

AR-15

style

rifles,

which

the

civilian

public

can

also

purchase.

Under AB 481, Government Code section 7070(c)(1-15) defines “military equipment” with

fifteen

(15)

specific

categories.

They

are:

1. Unmanned, remotely piloted, powered aerial or ground vehicles. 2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.

However,

police

versions

standard

consumer

vehicles

are

specifically

excluded

from

this

subdivision.

3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as

Humvees,

two

and

one-half-ton

trucks,

five-ton

trucks,

wheeled

vehicles

that

have

breaching

entry

apparatus

attached.

However,

unarmored

392
Oxnard Police Department 2025 Annual Military Equipment Report all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from

this

subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and

utilize

tracked

system

instead

wheels

for

forward

motion.

5. Command and control vehicles that are either built or modified to facilitate the operational

control

and

direction

public

safety

units.

6. Weaponized aircraft, vessels, or vehicles of any kind. 7. Battering rams, slugs, and breaching apparatuses that are explosive in nature.

However,

items

designed

remove

lock,

such

bolt

cutters,

handheld

ram

designed

operated

one

person,

are

specifically

excluded

from

this

subdivision.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically

excluded

from

this

subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition

specifically

excluded

from

this

subdivision.

10. Specialized firearms and ammunition of less than .50 caliber, including assault

weapons

defined

Sections

30510

and

30515

the

Penal

Code,

with

the

exception

standard

issue

service

weapons

and

ammunition

less

than

.50

caliber

that

are

issued

officers,

agents,

employees

law

enforcement

agency

state

agency.

11. Any firearm or firearm accessory that is designed to launch explosive projectiles.

12. “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,”

excluding

standard,

service-issued

handheld

pepper

spray.

13. Area denial electroshock devices, microwave weapons, water cannons, long-range

acoustic

devices,

acoustic

hailing

devices,

and

sound

cannons.

14. The following projectile launch platforms and their associated munitions:
40mm

projectile

launchers,

“bean

bag,”

rubber

bullet,

and

specialty

impact

munition

(SIM)

weapons.

15. Any other equipment as determined by a governing body or a state agency to require

additional

oversight.

The Oxnard Police Department possesses and/or uses equipment from only seven (7)

481’s

fifteen

(15)

military

equipment

categories.

This

report

cites

eighth

category,

for

equipment

that

the

Oxnard

Police

Department

does

not

actually

possess,

but

deployed

another

LEA

when

requested

assist.

The

categories

and

specific

equipment

currently

used

the

Oxnard

Police

Department

are

listed

later

this

report,

and

are

further

described

the

attached

“Military

Equipment

393
Oxnard Police Department 2025 Annual Military Equipment Report Inventory” which is a part of the Oxnard Police Department Policy Manual section 708.

Military Equipment Report
California Government Code 7072 (a)(1-6) requires LEA’s to submit an annual military equipment

report

providing

certain

required

information

for

each

type

military

equipment

approved

the

governing

body

for

long

the

equipment

available

for

use.

The

annual

military

equipment

report

shall

minimum,

include

the

following

information

for

the

immediately

preceding

calendar

year

for

each

type

military

equipment:

●

The quantity possessed for each type of military equipment. ●

A summary of how military equipment was used and the purpose of its use. ●

A summary of any complaints or concerns received concerning military equipment.

●

The results of any internal audits, information about violations of military equipment

use

policy, and

any

actions

taken

response.

●

The total annual cost for each type of military equipment, including acquisition, personnel,

training, transportation,

maintenance,

storage,

upgrade,

and

other

ongoing

costs, and

from

what

source

funds

will

provided

for

the

military

equipment

the

calendar

year

following

submission

the

annual

military

equipment

report.

●

If the law enforcement agency intends to acquire additional military equipment in the

year,

the

quantity

sought

for

each

type

military

equipment.

The above information exists in this portion of the report, as well as within the Oxnard Police

Department’s

Military

Equipment

Policy

(
Oxnard

Police

Department

Policy

Manual

section

708),

which

incorporated

attachment

this

report.

No Community Complaints There were no specific community complaints or concerns received involving specific deployments

any

the

Police

Department’s

“military

equipment”

2025.

394
Oxnard Police Department 2025 Annual Military Equipment Report No Violations of Policy There were no violations of Oxnard Police Department Policy Manual section 708 (Military

Equipment

Policy)

2025.

Oxnard Police Department’s Military Equipment Inventory Below is a summary of the Oxnard Police Department’s military equipment inventory.

The

equipment

listed

accordance

with

the

Government

Code

sections

that

govern

its

designation

“military

equipment.”

Additional

details

are

Oxnard

Police

Department

Policy

Manual

section

708,

included

attachment

this

report.
7070(c)(1): Unmanned, remotely piloted, powered aerial or ground vehicles . ●

Unmanned aerial vehicles (drones): 12
●

Unmanned aerial vehicle (drone) usage: There were 420 drone deployments in 2025,

broken

down

follows:
● 271 Drone First Responder (DFR) incidents ● 69 for tactical assists (SWAT operations) ● 23 for field operations support (area searches) ● 23 for crime scene documentation ● 20 for special events support ● 11 for training ● 3 for disaster search and rescue ●

Remotely piloted ground vehicles: 2
●

Remotely piloted ground vehicle usage: Five (5) deployments in 2025. ●

Cost: $12,433.87 initial purchase. ● Five (5) additional drones have been incorporated into the fleet through a lease

service

package

with

BRINC

Drones

Inc.,

requiring

upfront

purchase

cost.
7070(c)(3): High mobility multipurpose wheeled vehicles (HMMWV), called Humvees,

two-and-one-half-ton

trucks,

five-ton

trucks,

wheeled

vehicles

with

breaching

entry

apparatus

attached.

However,

unarmored

all-terrain

vehicles

(ATVs)

and

motorized

dirt

bikes

are

specifically

excluded

from

this

subdivision.

●

LENCO© Bearcat armored rescue vehicles (ARV): 2
●

ARV usage: There were 50 ARV deployments in 2025, broken down as follows: ● 8 for responses to armed subjects and patrol assists

395
Oxnard Police Department 2025 Annual Military Equipment Report ● 33 for search warrants ● 9 for community engagement events ●

Annual cost: $1,100 estimated average annual maintenance per unit in 2025. 7070(c)(4): Tracked armored vehicles that provide ballistic protection to their occupants

and

utilize

tracked

system

instead

wheels

for

forward

motion.

●

The Oxnard Police Department does not possess any equipment from this category

its

inventory.

●

However, the Ventura County Sheriff’s Office possesses a tracked armored skid steer

loader

(referred

“The

Rook”),

which

available

assist

other

LEAs

Ventura

County,

including

Oxnard.

Pursuant

Government

Code

section

7071(a)(1)(D),

LEA

must

obtain

approval

from

the

governing

body

when

“Collaborating

with

another

law

enforcement

agency

the

deployment

other

use

military

equipment

within

the

territorial

jurisdiction

the

governing

body.”

●

Rook usage: In 2025, the Ventura County Sheriff’s Office assisted the Oxnard Police

Department

three

(3)

occasions,

for

SWAT

warrant

service.

●

There were no complaints received concerning the use of this equipment. ●

There were no violations of policy concerning the use of this equipment. ●

Annual cost: Zero (0) cost to the City of Oxnard in 2025. 7070(c)(5): Command and control vehicles that are either built or modified to facilitate

public

safety

units’

operational

control

and

direction.

●

Total number of command and control vehicles: 13 ●

Large mobile command vehicles: 2
●

Vans: 2
●

DUI enforcement command trailer: 1
●

Police Ford Explorer forward command post vehicles: 8 ●

Command and control vehicle usage: There were 196 deployments in 2025, broken

down

follows:

●

132 for the Drone Unit van
●

4 for the large mobile command post, for major crimes, callouts and community

events

●

40 for the Traffic Unit, to support special events and sobriety checkpoints ●

20 for major crime incidents, for crime scene mapping ●

Annual cost: Approximately $63,400 for the 13 vehicles each year (fuel and maintenance).

396
Oxnard Police Department 2025 Annual Military Equipment Report 7070(c)(7): Battering rams, slugs, and breaching apparatuses that are explosive in nature
.

●

Frangible breaching shotguns: 2
●

Breaching shotgun usage: Zero (0) times in 2025. ●

Annual cost: No associated costs with this item in 2025. 7070(c)(10): Specialized firearms and ammunition of less than .50 caliber, including

assault

weapons

defined

Sections

30510

and

30515

the

Penal

Code,

with

the

exception

standard-issue

service

weapons

and

ammunition

less

than

.50

caliber

that

are

issued

officers,

agents,

employees

law

enforcement

agency

state

agency.

●

Total number of specialized firearms: 191
●

Accuracy International AT .308 caliber rifles: 6
●

Colt .223 caliber rifles: 87
●

Sionics .223 caliber rifles: 98
●

Rifle usage: The Police Department deployed rifles in 60 incidents in 2025. It is important

note

that

these

were

limited

the

pointing

firearms

only.

Annual

cost:

.223

.308

rifle

ammunition

was

purchased

2025.

Rifle

maintenance

was

approximately

$1,200.

Maintenance

was

unnecessary

since

the

Accuracy

International

rifles

were

purchased

2024.

7070(c)(12): “Flashbang” grenades and explosive breaching tools, ‘tear gas,’ and ‘pepper

balls,’

excluding

standard,

service-issued

handheld

pepper

spray.

For clarification, the term “flashbang” is commonly used to refer to “light, sound, diversionary

devices”

(LSDD).

“Tear

gas”

the

term

commonly

used

describe

2-chlorobenzalmalononitrile

gas,

also

referred

“CS.”

The

Police

Department’s

inventory

includes:

●

Combined Tactical Systems (CTS) LSDD: 81
●

CTS 5230B CS gas canisters: 23
●

Defense Technology Triple Chaser CS gas: 11
●

Defense Technology Speed-Heat CS gas: 3
●

Defense Technology CS Ferret rounds: 10
●

Defense Technology OC/CS vapor: 9
●

Defense Technology OC vapor: 6
●

Pepperball launchers: 13

397
Oxnard Police Department 2025 Annual Military Equipment Report ●

Flashbang usage: 22 times in 2025.
●

It is important to note that flashbangs deployed alone, without other equipment,

successfully

gained

suspect

compliance

7 of

the

22 occasions,

eliminating

the

necessity

for

any

additional

force

tactics.

●

Annual cost: No associated costs with this item in 2025 ●

Gas usage: The Police Department deployed CS gas 4 times in 2025, under the following

circumstances:

●

3 for warrant services where the suspects refused to exit their residences ● 1 for an armed non-compliant suspect into custody. ●

Annual cost: No associated costs with this item in 2025. ●

Pepperball usage: 4 times in 2025.
●

In all 4 instances, the device was successfully used to take a non-compliant

suspect

into

custody.

●

Annual cost: No associated costs with this item in 2025. 7070(c)(14): The following projectile launch platforms and their associated munitions:

40mm

projectile

launchers,

“bean

bag,”

rubber

bullet,

and

specialty

impact

munition

(SIM)

weapons.
● Penn Arms 40mm less lethal projectile launchers: 21 ○ 10 direct impact sponge CS rounds ○ 10 direct impact sponge OC rounds ● 40mm projectile usage: Two (2) times throughout the year. ○ Both instances, the 40mm were successfully used to take a violent and / or

barricaded

suspect

into

custody.
● Annual cost: $9,360.00 in associated costs with this item in 2025 ● Remington 870 less lethal (“bean bag”) shotguns: 22 ● Less lethal shotgun usage: Two (2) times in 2025. ○ The less lethal shotgun was deployed in an attempt to take non-compliant suspects

into

custody.
● Annual cost: No associated costs with this item in 2025.

398
Oxnard Police Department 2025 Annual Military Equipment Report Intent to Acquire Additional “Military Equipment” The Oxnard Police Department intends to maintain sufficient stock of specific equipment to

maintain

standards

and

operational

readiness.

The

Police

Department

routinely

orders

replacement

stock

maintain

the

levels

equipment

enumerated

the

Military

Equipment

Inventory.

The sought items shown below are those that are anticipated at the time of this report.

Should

additional

items

need

acquired,

they

will

brought

before

the

Oxnard

City

Council

regularly

scheduled

meeting

for

approval

consideration.

The Oxnard Police Department intends to seek approval for, acquire, and use the following

items

2025:

The Police Department intends to replace/acquire twenty-four (24) .223 caliber rifles for the

department’s

Patrol

Division.

The

rifles

currently

assigned

the

Patrol

teams

are

over

twenty

years

old,

significantly

exceeding

their

expected

lifespan

five

seven

years

under

patrol

service

conditions,

rendering

them

overdue

for

replacement.

The
Patrol Division needs rifles for increased capacity in situations that require the ability to engage

targets

longer

distances,

penetrate

barriers,

and

effectively

address

threats,

while

minimizing

risk

officers

and

members

the

public.

These

rifles

also

provide

tactical

advantage

addressing

high-risk

scenarios

such

active

shooter

situations

dealing

with

heavily

armed

suspects,

allowing

patrol

officers

maintain

control

and

respond

decisively

potential

threats.

The

total

cost

purchase

these

rifles

$47,945

and

will

paid

using

Asset

ForfeitureFunds

(“AFF”).

There

would

impact

the

General

Fund.

399
Oxnard Police Department 2025 Annual Military Equipment Report DJI Matrice 4T Uncrewed Aerial Vehicle (UAV) •Three (3) DJI Matrice 4T UAV’s with Twelve (12) Batteries for the UAV’s •Replacement UAV’s for units that have reached their operational end-of-life and need

retired

from

active

service.

•Provide a tactical advantage in addressing high-risk scenarios while minimizing risk

officers

and

members

the

public.

Purchase will be from DSLR PROS to maintain continuity of service, and is the only vendor

within

50 miles

the

City

Oxnard

that

provides

DJI

from

existing

inventory,

well

parts

service

for

the

UAV.

This

vendor

has

supplied

all

UAVs

currently

used

the

Oxnard

Police

Department

UAS

team.The

total

cost

purchase

these

UAV’s

and

Batteries

$27,459.05

and

will

paid

using

existing

funds

The Police Department’s 40mm projectile inventory has become depleted over the last year

due

expired

rounds

and

use

during

year

deployments.

Recently

acquired

40mm

projectile

launchers

also

increase

the

need

for

training

and

live

rounds.

replenish

the

inventory,

the

Police

Department

needs

purchase

one

thousand

three

(1300)

exact

impact

sponge

rounds.

The

cost

purchase

these

rounds

$4,350.00.

The

Police

Department

must

also

purchase

eight

thousand

sponge

training

rounds.

The

total

cost

purchase

the

live

and

training

rounds

$9,360.00,

which

will

paid

using

the

General

Fund.

400
Oxnard Police Department 2025 Annual Military Equipment Report The Police Department’s Pepperball inventory has become depleted over the last few years due to

training

and

deployments.

replenish

the

inventory,

the

Police

Department

needs

purchase

three

thousand

(3000)

Pepperball

Live

Powder

Projectiles.

The

cost

purchase

these

rounds

$11,529.84,

which

the

General

Fund

would

cover.

The Police Department’s CS Gas inventory has become depleted over the last year due to training

and

deployments.

replenish

the

inventory,

the

Police

Department

needs

purchase

eighty

(80)

Gas

canisters.

The

cost

purchase

these

canisters

$5,631.71,

which

the

General

Fund

would

cover.

The Police Department’s LSDD inventory has become depleted over the last year due to training

and

deployments.

replenish

the

inventory,

the

Police

Department

needs

purchase

ninety-five

(95)

LSDD’s.

The

cost

purchase

the

LSDD’s

$4,371.95, which the General
Fund

would

cover.

401
Oxnard Police Department 2025 Annual Military Equipment Report Oversight Government Code section 7070(d)(6) requires a declaration of the “mechanisms to ensure

compliance

with

the

military

equipment

use

policy,

including

which

independent

persons

entities

have

oversight

authority,

and,

applicable,

what

legally

enforceable

sanctions

are

put

place

for

violations

the

policy.”
The attached Military Equipment Inventory portion from the Oxnard Police Department Policy

Manual

section

708

cites

requirements

operate

items

listed

the

inventory.

Additionally,

cites

legal

and

procedural

rules

governing

their

use.

These

rules

span

from

the

Oxnard

Police

Department

Policy

Manua
l

the

Oxnard

City

Code
,

state

and

federal

regulations.

Both

supervision

and

management

have

fundamental

obligation

ensure

that

Oxnard

Police

Department

personnel

ensure

compliance.

The

Chief

Police

responsible

ensure

that

supervision

and

management

are

diligently

working

promote

and

ensure

compliance.

The Oxnard City Council, the governing body for the Oxnard Police Department and City

Oxnard,
has not called for any military equipment items to require additional oversight. Transparency Government Code section 7071(b) requires any proposed or final military equipment use

policy

shall

made

publicly

available

the

internet

website

the

relevant

LEA

for

long

the

military

equipment

available

for

use.

This report is available to the public on the Oxnard Police Department's website, at .https://www.oxnard.gov/police-department/transparency/senate-assembly-bills/assembly-bill-481 Attachments The following attachments are incorporated as a part of this annual report: Oxnard Police Department’s Policy Manual section 708 (“Military Equipment”) ● Includes Inventory of Military Equipment (section 708.9) City of Oxnard Ordinance 3014 (Ordinance) ● Codified in Oxnard City Code Section 2-212

402
SEC. 2-212. MILITARY EQUIPMENT POLICY.
(A) The city council hereby adopts Oxnard police department Policy Manual Section 708 (the “policy”) which shall govern the use of military equipment by the Oxnard police department. The policy may be amended by the police chief or his/her designee, subject to city council approval.
(B) The policy shall be made publicly available on the Oxnard police department’s website for as long as the military equipment is available for use or as otherwise ordained by the city council. (C) The Oxnard police department shall submit an annual military equipment report to the city council containing the information required by Cal. Gov't Code, Section 7072 and the city council shall thereafter determine whether each type of military equipment identified therein complied with the standards for approval set forth in Cal. Gov't Code, Section 7071(d). (D) The city council shall on an annual basis and at a regular meeting thereof review this section and vote on whether to renew it pursuant to Cal. Gov't Code, Section 7071(e)(2). At such time, the policy shall be presented to the city council as an attachment to the annual report.
(E) The definitions set forth in Cal. Gov't Code, Section 7070 shall apply to this section of the city code. Any provision of state law referred to herein shall mean and include any amended or successor provision thereof. (Ord. No. 3014)
403
Policy
708
Oxnard Police Department
Oxnard PD Policy Manual
Copyright Lexipol, LLC 2025/05/02, All Rights Reserved.

Published with permission by Oxnard Police Department
Military Equipment - 1
Military Equipment
708.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
708.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body
– The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices (LRADs), acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
404
Oxnard Police Department
Oxnard PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2025/05/02, All Rights Reserved.

Published with permission by Oxnard Police Department
Military Equipment - 2
708.2 POLICY
It is the policy of the Oxnard Police Department that members of this Department comply with the provisions of Government Code § 7071 with respect to military equipment. 708.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of the Department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying Department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Oxnard Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the Department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the Department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
708.4 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or his/her authorized designee shall ensure the proposed military equipment policy is submitted to the governing body, and is available on the Department website at least (30) days prior to any public hearing concerning the military equipment at issue (Government Code § 7071).

The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
405
Oxnard Police Department
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Military Equipment
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Published with permission by Oxnard Police Department
Military Equipment - 3
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this Department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 708.5 COORDINATION WITH OTHER JURISDICTIONS
This policy recognizes the need for agencies to provide assistance to each other, whether in ongoing combined or regional operations, occasional planned operations, or in exigent circumstances. Where applicable to the provisions of Government Code § 7070 through § 7075, such assisting agencies must comply with their respective military equipment use policies when rendering assistance.
708.6 EXTRAORDINARY CIRCUMSTANCES
This policy also recognizes that there may be very limited or extreme instances where incidents of extraordinary nature could demand the need for incident commanders to authorize Department personnel to use equipment not specified in this policy. This decision must be influenced by the totality of the circumstances, including the due regard for the public's safety, officer safety, respecting civil rights, seriousness of the situation, and other information available at that time.

Should such extreme instances occur that call for members of this Department to use equipment not specified in this policy, the incident commander shall, if practical, notify the Chief of Police via the chain of command prior to deploying such equipment. Should such circumstances occur, the Chief of Police or his/her designee, shall notify the City Council as soon as practical, and indicate any such uses in the required annual report.
708.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or his/her authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The annual military equipment report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of military equipment:
(a) A summary of how the military equipment was used and the purpose of its use. (b) A summary of any complaints or concerns received concerning the military equipment. 406
Oxnard Police Department
Oxnard PD Policy Manual
Military Equipment
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Published with permission by Oxnard Police Department
Military Equipment - 4
(c) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response. (d) The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report. (e) The quantity possessed for each type of military equipment. (f) If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

The Chief of Police or his/her authorized designee shall also make each annual military equipment report publicly available on the Department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in Department inventory. 708.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
708.9 MILITARY EQUIPMENT INVENTORY
The Department's inventory of "military equipment" is attached to this policy, and shall be updated annually. This inventory may include equipment the Oxnard Police Department does not currently possess but intends to acquire.

See attachment: 2025 Military Equipment (Policy Manual 708.9).pdf 708.10 COMPLAINT PROCESS AND QUESTIONS
Community members may submit complaints or questions about the use of military equipment by completing a citizen complaint and inquiry form. All citizen complaints will be reviewed in a timely manner in accordance with Oxnard Police Department Policy 1020, which provides guidelines for

reporting, investigating, and disposition of complaints. Use of military equipment questions will be forwarded to Professional Standards for review and follow-up.

Published with permission by Oxnard Police Department
2024 Military Equipment (Policy Manual
708.9).pdf - 6
2025 Military Equipment (Policy Manual 708.9).pdf
2024 Military Equipment (Policy Manual 708.9).pdf
409
Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Government Code Section 7070(c)(1): Unmanned, remotely piloted, powered aerial or ground vehicles.

Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: DJI Matrice 300 RTK
Quantity: 1
Lifespan: 200-300 flight hours
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions, including images enhanced by forward-looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description: “The all-new DJI Matrice 300 RTK Commercial Drone System has created a new standard for the commercial drone industry. With inspiration from modern aviation systems, the DJI Matrice 300 RTK offers up to 55 minutes of flight time. The advanced flight control system, 6 Directional Sensing and Positioning systems, AI spot-checking, Smart Track, PinPoint, Location Sharing, and an all-new Primary Flight Display make the Matrice 300 RTK one of the most powerful and capable industrial platforms on the market.”
Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective.

Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: $32,000 initial equipment purchase. The ongoing costs for software licensing and batteries will vary.

Legal/Procedural Rules Governing Use: Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas with a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. Use is subject to Oxnard Police Department Policy Manual section 610.

Training Required: Personnel must possess a valid Federal Aviation Administration Part 107 certificate, complete a Department training course, and must continuously train in both night and daytime flight environments (three takeoffs/landings within 90-day periods).

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: DJI Mavic Enterprise Advanced
Quantity: 3
Lifespan: 200-300 flight hours
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions, including images enhanced by forward-looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description: “The DJI Mavic II Enterprise features omnidirectional Vision Systems and Infrared Sensing Systems and comes with a fully stabilized 3-axis gimbal camera with an equivalent 24-48 mm 2x optical enterprise lens capable of shooting 4k videos and 12-megapixel photos that support up to 6x FHD zoom. DJI signature technologies, such as obstacle sensing and the advanced pilot assistance system, help you capture complex shots effortlessly. Additional features like the built-in AirSense make you aware of your surrounding airspace, and password protection helps you maintain secure access to your aircraft and protect your data. The Mavic II Enterprise also has attachable modular accessories like the M2E spotlight, M2E Beacon, and M2E Speaker that are purpose-built for various applications. The Mavic II Enterprise boasts a maximum flight speed of 44.7 mph and a maximum flight time of 31 minutes.”
Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective.

Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: $7,500 purchase price per unit. The ongoing costs for software licensing and batteries will vary.

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: DJI M30
Quantity: 1
Lifespan: 200-300 flight hours
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions.

Manufacturer Product Description: “The M30 series integrates multiple high-performance sensors into a lightweight and portable body. Equipped with a remote controller designed for enterprise users and the newly upgraded Pilot 2 flight app, to improve the efficiency of drone operations.” Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective.

Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: $10,000 purchase price per unit. The ongoing costs for software licensing and batteries will vary.

Legal/Procedural Rules Governing Use: “Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy.

Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. Use is subject to Oxnard Police Department Policy Manual section 610.”
Training Required: Personnel must possess a valid Federal Aviation Administration Part 107 certificate, complete a Department training course, and must continuously train in both night and daytime flight environments (three takeoffs/landings within 90-day periods).

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: DJI Avata
Quantity: 2
Lifespan: 100-200 flight hours
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions. Compact aircraft ideal for indoor flight operations.

Manufacturer Product Description: “The DJI Avata is a state of the art FPV drone designed with extreme maneuverability in a compact airframe. With a flight time of approximately 18 mins on a single charge, the Avata gives pilots more durability than other compact UAVs. When paired with DJI Goggles 2, the Avata is easier to operate in confined spaces.”
Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective.

Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: $1,000 initial equipment purchase. The ongoing costs for software licensing and batteries will vary.

Legal/Procedural Rules Governing Use: Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas with a reasonable expectation of privacy. Reasonable precautions can
include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. Use is subject to Oxnard Police Department Policy Manual section 610.

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: BRINC Lemur 2
Quantity: 2
Lifespan: 100-200 flight hours
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions. Compact aircraft ideal for indoor flight operations.

Manufacturer Product Description: “The BRINC LEMUR 2 is a 3.3 lbs (1.5 kg) NDAA-compliant tactical drone designed for indoor, GPS-denied environments, featuring a 20+ minute flight time, 10-hour perch time, and 360° LiDAR-based obstacle awareness. It includes 4K/thermal cameras, two-way audio.” Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective. Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: The cost of this drone is incorporated in the BRINC Responder drones.

Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas with a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations. Use is subject to Oxnard Police Department Policy Manual section 610.

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Govt. Code §7070(c)(1) Make/Model: BRINC Responder Drone
Quantity: 3
Lifespan: 5 years
Equipment Capabilities: Remotely piloted aerial vehicles capable of providing real-time and recorded video images captured from aerial positions. Compact aircraft ideal for indoor flight operations.

Manufacturer Product Description: “The BRINC Responder is an American-made, purpose-built drone designed to act as a "Drone as First Responder" (DFR) for public safety agencies. Launched in May 2024, it is engineered to reach emergency scenes in under 90 seconds to provide immediate situational awareness before human responders arrive.”
Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are unavailable or are less effective. Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification, and mitigation; response to emergency calls; crisis communications
Fiscal Impacts: Year 1 of a 5 year full service agreement is $305,037 and includes the Lemur 2 list above.

Oxnard Police Department Policy Manual Section 708.9
415
Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Equipment Name: Unmanned, remotely operated ground vehicle – CA Govt. Code §7070(c)(1) Make/Model: RoboteX Avatar Robot
Quantity: 1
Lifespan: Approximately 10 years
Equipment Capabilities: The small remotely operated ground vehicle can be deployed quickly and is capable of providing live and recorded video images through several cameras, including a pan, tilt, zoom camera. The vehicle has night vision capability. A built-in speaker and microphone provide the ability to establish verbal communication.

Manufacturer Product Description: “The RoboteX Avatar robot enhances the capabilities of SWAT and tactical response teams by allowing them to quickly and safely inspect dangerous situations, there is no longer a need to send personnel in before you have had a chance to assess the situation.” Purpose/Authorized Uses: Provides officers the ability to visually inspect hazardous environments and make two-way communication from a safe distance without exposing officers to potential hazards. The robot can be used during high-risk tactical situations, such as barricaded subjects and hostage rescues.

The robot may also be used to inspect hazardous materials, possible explosive devices, and other hazardous situations.

Fiscal Impacts: $12,433.87 initial purchase
Legal/Procedural Rules Governing Use: Absent exigent circumstances, a search warrant must be obtained prior to the robot entering a private dwelling. All search and seizure laws shall be adhered to.

Use is subject to Oxnard Police Department Policy Manual section 610.5.1.

Training Required: Only SWAT Team personnel are authorized to control the robot after completing operator training.

Equipment Name: Unmanned, remotely operated ground vehicle – CA Govt. Code §7070(c)(1) Make/Model: Transcend Vantage Robot
Quantity: 1
Lifespan: Approximately 10 years
Equipment Capabilities: The small remotely operated ground vehicle can be deployed quickly and is capable of providing live and recorded video images through several cameras, including a pan, tilt, zoom camera. The vehicle has night vision capability. A built-in speaker and microphone provide the ability to establish verbal communication.

Manufacturer Product Description: “The transcend Vantage Robot is the only automatic stair and obstacle climbing robot available.”
Purpose/Authorized Uses: Provides officers the ability to visually inspect hazardous environments and make two-way communication from a safe distance without exposing officers to potential hazards. The robot can be used during high-risk tactical situations, such as barricaded subjects and hostage rescues.

The robot may also be used to inspect hazardous materials, possible explosive devices, and other hazardous situations.

Fiscal Impacts: $62,818.00 initial purchase.

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Legal/Procedural Rules Governing Use: Absent exigent circumstances, a search warrant must be obtained prior to the robot entering a private dwelling. All search and seizure laws shall be adhered to. Use is subject to Oxnard Police Department Policy Manual section 610.5.1.

Training Required: Only SWAT Team personnel are authorized to control the robot after completing operator training.

Government Code Section 7070(c)(3): High mobility multipurpose wheeled vehicles (HMMWV), called Humvees, two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles with a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision
Equipment Name: Armored rescue vehicle – CA Govt. Code §7070(c)(2) Make/Model: Lenco Bearcat
Quantity: 2
Lifespan: Approximately 20 years
Equipment Capabilities: Provides ballistic protection up to .50 caliber. Range: 100 miles.

Manufacturer Product Description: “The Lenco Bearcat is a four-wheeled, five-speed automatic transmission, diesel engine-powered vehicle with ballistic resistant glass and armor rated to .50 caliber.” Purpose/Authorized Uses: Provides ballistic protection to accommodate the safe transport, security, and rescue of agency personnel and members of the public in high-risk incidents. Used to support tactical operations.

Fiscal Impacts: $265,000 initial cost; $1,100 estimated average annual maintenance cost per unit.

Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class C driver’s license.

Refer to Oxnard Police Department Policy Manual section 416.

Training Required: Annual briefing training.

Government Code Section 7070(c)(5): Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Equipment Name: Large mobile command vehicles – CA Govt. Code §7070(c)(5) Make/Model: Mattman
Quantity: 1
Lifespan: 80k-100k miles
Equipment Capabilities: The vehicle is equipped with communications equipment, office equipment, workstations, dispatcher stations, and a small conference area.

Manufacturer Product Description: “Mattman”
Purpose/Authorized Uses: Provides incident managers the ability to coordinate and manage police resources during large-scale events or incidents.

Oxnard Police Department Policy Manual Section 708.9
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Attachment
Oxnard Police Department Policy Manual 708.9
Inventory of Military Equipment
Fiscal Impacts: $750,000
Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class B driver’s license.

Training Required: Utilized by sworn personnel of the rank of Sergeant or higher. Does not require additional training.

Notes: These vehicles will be replaced and sold at auction during Fiscal Year 2024-25.

Equipment Name: Large mobile command vehicle – CA Govt. Code §7070(c)(5) Make/Model: Emergency Vehicles Inc.

Quantity: 1
Lifespan: 80k-100k miles
Equipment Capabilities: The vehicle is equipped with communications equipment, office equipment, workstations, dispatcher stations, and a small conference area.

Manufacturer Product Description: “EVI custom Police Mobile Command Vehicle Posts can be custom designed and built for your specific departments’ needs. A custom Mobile Command Police Center can be dispatched to any situation to be utilized as meeting areas, radio command centers, WIFI hubs, communication capabilities, and much more. Some of the features incorporated into past EVI custom Mobile Command Vehicle builds include TV Satellites, antennas, slide outs to allow for more room, scene lights, outside compartments for storage, cabinets, generator, restrooms, awning, outside TV and workstations, light tower, portable lighting, easy roof access and storage, coffee and snack bars with sink, and much more.”
Purpose/Authorized Uses: Provides incident managers the ability to coordinate and manage police resources during large-scale events or incidents.

Fiscal Impacts: $750,000
Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class B driver’s license.

Training Required: Utilized by sworn personnel of the rank of Sergeant or higher. Does not require additional training.

Notes: The Oxnard City Council approved this purchase on February 7, 2023. The vehicle is in the Police Department’s possession and is nearing completion, with an anticipated deployment in summer of 2025.

Equipment Name: Mid-sized mobile command vehicles – CA Govt. Code §7070(c)(5) Make/Model: Mercedes Benz Sprinter Van
Quantity: 2
Lifespan: 80k-100k miles
Equipment Capabilities: The vehicle is equipped with communications equipment, office equipment, workstations, dispatcher stations, and a small conference area.

Manufacturer Product Description: “Sprinter. The van that goes the extra mile. It’s the van that hauls cargo, stows gear and raises standards. It’s the van that’s ready for anything, wherever your work or your lifestyle takes you. It’s the van that’s more than a van, because it’s also a Mercedes-Benz.” Oxnard Police Department Policy Manual Section 708.9
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Purpose/Authorized Uses: Both vans have been outfitted with communications equipment, computers, lighting, power, workstations, and secure storage cabinets. These vehicles provide a remote platform from which the Traffic Unit and Unmanned Aerial Services Unit can conduct operations.

Fiscal Impacts: $126,000 purchase price for both vehicles, $30,000 - $40,000 to outfit each vehicle with the necessary equipment.

Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class C driver’s license.

Training Required: Utilized by sworn personnel. Does not require additional training.

Equipment Name: DUI enforcement command trailer – CA Govt. Code §7070(c)(5) Make/Model: Garrett Custom Trailers
Quantity: 1
Lifespan: Approximately 20 years
Equipment Capabilities: The vehicle is equipped with communications equipment, office equipment, workstations, lighting, and power.

Manufacturer Product Description: Garrett Custom Trailers 30’ box trailer Purpose/Authorized Uses: Utilized by the Traffic Unit during DUI/ drug enforcement operations and educational programs.

Fiscal Impacts: $124,286.39 purchase and outfitting.

Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class C driver’s license.

Training Required: Drivers must attend training on hitching, driving, and backing the trailer.

Equipment Name: Small command vehicles – CA Govt. Code §7070(c)(5) Make/Model: Ford Explorers
Quantity: 8
Lifespan: 80k-100k miles
Equipment Capabilities: Ford Explorer chassis patrol vehicle, equipped with additional radio, mobile data computer, dry erase boards, and storage cabinets. The vehicle has a range of approximately 300 miles.

Manufacturer Product Description: “Mid-size modular forward command post designed to meet the most demanding operational needs of the mobile field commander.” Purpose/Authorized Uses: Provides incident supervisors/managers the ability to coordinate and manage police resources during incidents.

Fiscal Impacts: The purchase price of the vehicle is $38,000, and the cost to outfit the vehicle with equipment is $3,374.19.

Legal/Procedural Rules Governing Use: Drivers must possess a valid California Class C driver’s license.

Training Required: Utilized by sworn personnel of the rank of sergeant or higher. Does not require additional training.

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Government Code Section 7070(c)(7): Battering rams, slugs, and breaching apparatuses that are explosive in nature.

Equipment Name: Frangible breaching shotgun – CA Govt. Code §7070(c)(7) Make/Model: Royal Arms
Quantity: 2
Lifespan: Approximately 25 years
Equipment Capabilities: The modified 12 gauge Remington 870 shotgun is designed to fire a copper or clay compressed frangible (brittle, fragile) projectile through door locking mechanisms and hinges. After defeating a door's hardware, the projectile disintegrates, reducing the risk of potential injury to bystanders.

Manufacturer Product Description: “Royal Arms is the original inventor, as well as oldest manufacturer of: Breaching Stand-Off Device, 12 Gauge Breaching Shotgun, Copper & Clay Frangible Breaching Rounds.”
Purpose/Authorized Uses: SWAT officers can quickly, safely, and effectively breach doors and gates during high-risk search warrant services and hostage rescues.

Fiscal Impacts: Approximately $800 per unit initial purchase. The ongoing cost of ammunition varies.

Legal/Procedural Rules Governing Use: Absent exigent circumstances, a search warrant must be obtained prior to entering a private dwelling. All search and seizure laws shall be adhered to. Use is subject to Oxnard Police Department Policy Manual section 611 and the Oxnard Police Department SWAT Manual.

Training Required: SWAT Team personnel are authorized to use the breaching shotgun after receiving the required training and have demonstrated the ability to utilize the tool safely and competently. SWAT Team personnel must undergo annual recertification and qualification.

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Government Code Section 7070(c)(10): Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

Equipment Name: Semi-Automatic Rifles and Ammunition (5.56mm/.223 caliber) – CA Govt. Code §7070(c)(10)
Make/Model: Colt
Quantity: 87
Lifespan: Approximately 15 years
Equipment Capabilities: Semi-automatic rifle that fires a 5.56mm projectile.

Manufacturer Product Description: “The Colt Enhanced Patrol Rifle (EPR) is the next evolution in the world's most dependable, thoroughly field-tested patrol rifle.” Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:
● Situations where the officer reasonably anticipates an armed encounter. ● When an officer is faced with a situation that may require accurate and effective fire at long range.
● Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.
● When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.
● When an officer reasonably believes a suspect may be wearing body armor. ● When authorized or requested by a supervisor.

Fiscal Impacts: The initial cost of equipment is approximately $1,100 per rifle. Rifle maintenance was approximately $1,200.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and Local laws governing police use of force. Various Oxnard Police Department Policies on Use of Force and Firearms, including Oxnard Police Department Policy Manual sections: 300, 305, 310, 312, 314.7.3, 433.

Training Required: Officers must successfully complete a CA POST-certified 24-hour patrol rifle course as well as regular department firearms training and qualifications as required by law and policy.

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Inventory of Military Equipment
Equipment Name: Semi-Automatic Rifles and Ammunition (5.56mm/.223 caliber) – CA Govt. Code §7070(c)(10)
Make/Model: Sionics
Quantity: 98
Lifespan: Approximately 15 years
Equipment Capabilities: Semi-automatic rifle that fires a 5.56mm projectile.

Manufacturer Product Description: “The Sionics SAR-15 Lothar Walther German Stainless Steel Precision Barrel will give you unm
atched accuracy as well as incredible accuracy at distance.” Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:
● Situations whe re the officer reasonably anticipates an armed encounter.When an officer is faced with a situation that may require accurate and effective fire at long range. ● Situations whe re an officer reasonably expects the need to meet or exceed a suspect's firepower.
● When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.
● When an officer r easonably believes a suspect may be wearing body armor. ● When authorized or requested by a supervisor.

Fiscal Impacts: The initial cost of equipment is approximately $1,100 per rifle. Rifle maintenance was approximately $1,200
Legal/Procedural Rules Governing Use: All applicable State, Federal, and Local laws governing police use of force. Various Oxnard Police Department Policies on Use of Force and Firearms, including Oxnard Police Departmen
t Policy Manual sections: 300, 305, 310, 312, 314.7.3, 433.

Training Required: Officers must successfully complete a CA POST-certified 24-hour patrol rifle course as well as r
egular department firearms training and qualifications as required by law and policy.

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Equipment Name: .308 caliber bolt-action Rifle and Ammunition – CA Govt. Code §7070(c)(10) Make/Model: Accuracy International AT
Quantity: 6
Lifespan: Approximately 15 years
Equipment Capabilities: Accuracy International AT Law Enforcement fires a .308 caliber projectile at extended distances.

Manufacturer Product Description: “The Accuracy International AT rifle series integrates the proven Accuracy International flat-bottomed, precision machined action that is epoxy bonded and bolted to a chassis with the best features of the AW and AE models to set a new standard of expectation for precision tactical rifles. The AT is a configurable, mission-adaptable, long-range tactical rifle system offered in .308/7.62 NATO.”
Purpose/Authorized Uses: This rifle is authorized for use by a sniper-trained SWAT operator only and may be deployed in circumstances where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the rifle may include but are not limited to:
● Situa tions where the officer reasonably anticipates an armed encounter. ● W hen the officer is faced with a situation that may require accurate and effective fire at long range.
● Situa tions where an officer reasonably expects the need to meet or exceed a suspect's firepower.
● W hen an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.
● W hen an officer reasonably believes a suspect may be wearing body armor. ● W hen authorized or requested by a supervisor.

Fiscal Impacts: $6,651 per rifle. No other associated costs for these rifles, because they were purchased in 2023.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and Local laws governing police use of force. Various Oxnard Police Department Policies on Use of Force, including sections 300, 305, 310, 312, 314.7.3, and the Oxnard Police Department SWAT Manual.

Training Required: In addition to patrol rifle and standard SWAT Operator training, SWAT Snipers must successfully complete a CA POST-certified sniper course and regular SWAT Sniper training and qualifications as required by law and policy.

Notes: These rifles are replacing the Remington 700 rifles in the Department’s inventory.

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Inventory of Military Equipment
Government Code Section 7070(c)(12): “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service- issued handheld pepper spray.

Equipment Name: “Flashbangs” – CA Govt. Code §7070(c)(12) Make/Model: Combined Systems Inc.

Quantity: 81
Lifespan: 5 years
Equipment: Produces 6-8 million candela of light and 175 decibels of sound Manufacturer Product Description: “The Mini Flash-Bang is the newest generation in the evolution of the Flash-Bang. Our Model 7290M Flash-Bang exhibits all of the same attributes of its larger counterpart but in a smaller and lighter package. Weighing in at just 15 ounces, the new 7290M is approximately 30% lighter than the 7290 but still has the same 175 decibel output of the 7290 and produces 6-8 million candela of light.” “The 7290-2 is a non-bursting, non-fragmenting multi-bang device that produces a thunderous bang with an intense bright light. Ideal for distracting dangerous suspects during assaults, hostage rescue, room entry, or other high-risk arrest situations.” Purpose/Authorized Uses: The light sound diversionary device (“flashbang”) is a less-lethal device used during high-risk search warrants, arrests of armed and violent suspects, and hostage rescues. An intense bright light and loud noise are created, temporarily overwhelming a suspect's senses which may potentially prevent a suspect from harming officers.

Fiscal Impacts: $47.06 per unit (Model 7290M), $81.94 per unit (Model 7290-2) Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual section 307. Operational use is under the purview of the SWAT Commander or Watch Commander.

Training Required: SWAT personnel, K9 handlers, and former SWAT personnel assigned as patrol sergeants are authorized to carry light sound diversionary devices. All authorized personnel must attend a user's course taught by a POST-certified instructor and complete a qualification. Personnel must demonstrate proficiency and qualify annually.

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Inventory of Military Equipment
Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Combined Systems Inc.

Quantity: 23
Lifespan: 5 years
Equipment Capabilities: A “less lethal” tool used to compel violent/armed and barricaded suspects to exit structures when the circumstances are too hazardous for officers to enter. It may also be used to compel large, violent, and riotous crowds to disperse from an outdoor area. Verbal warnings should proceed with its use when feasible. Designed as a chemical agent dispersal tool and not an impact weapon.

Manufacturer Product Description: “CTS 5230B - CS baffled canister grenade, pyrotechnic, low flame potential grenade designed for indoor use delivering a maximum amount of irritant smoke throughout multiple rooms with minimal risk of fire.”
Purpose/Authorized Uses: Less lethal tool used to compel violent/armed and barricaded suspects from vehicles and structures when the circumstances are too hazardous for officers to enter. It may also be used to disperse large, violent, and riotous crowds. Verbal warnings should precede its use when feasible
.

Fiscal Impacts: $38.00 per unit. $2,173 cost in 2023 for all gas replenishments.

Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 3 0
0, 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

Training Required: SWAT personnel who are responsible for formulating chemical agent deployment plans must attend California POST-certified chemical agent school and recertify every three (3) years.

SWAT officers may deploy chemical agents during high-risk SWAT operations after attending a chemical agen
ts course taught by a POST-certified instructor. Officers must qualify annually.

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Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 10
Lifespan: 5 years
Equipment Capabilities: 40mm short-range CS chemical agent round with an effective range of 75 yards.

Manufacturer Product Description: “Defense Technology 6322 40mm short-range CS chemical agent round is designed to deliver one dual-ported chemical canister from a 40mm launcher 75 yards to the intended target zone.”
Purpose/Authorized Uses: Less lethal chemical agent designed to compel large, violent, and riotous crowds to disperse from an outdoor area. Verbal warnings should proceed with its use when feasible.

Designed as a chemical agent dispersal tool and not an impact weapon.

Fiscal Impacts: $34.55 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300 and 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

Training Required: SWAT personnel responsible for formulating chemical agent plans must attend California POST-certified chemical agent school and must recertify every three (3) years. SWAT officers may deploy chemical agents during high-risk SWAT operations after attending a chemical agents course taught by a POST-certified instructor. Officers must qualify annually.

Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 10
Lifespan: 5 years
Equipment Capabilities: 40mm short-range OC chemical agent round with an effective range of 75 yards.

Manufacturer Product Description: “Defense Technology 6320 40mm short-range OC chemical agent round is designed to deliver one dual-ported chemical canister from a 40mm launcher 75 yards to the intended target zone.”
Purpose/Authorized Uses: Less lethal chemical agent designed to compel large, violent, and riotous crowds to disperse from an outdoor area. Verbal warnings should proceed with its use when feasible.

Designed as a chemical agent dispersal tool and not an impact weapon.

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Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 11
Lifespan: 5 years
Equipment Capabilities: Capable of delivering CS chemical agents quickly over a large area.

Manufacturer Product Description: “Defense Technology Triple Chaser CS consists of three separate canisters pressed together with separating charges between each. When deployed, the canisters separate and land approximately 20 feet apart, allowing increased area coverage in a short period of time
.”
Purpose/Authorized Uses: Less lethal chemical agent designed to compel large, violent, and riotous crowds to disperse from an outdoor area. Verbal warnings should precede its use when feasible.

Designed as a chemical agent dispersal tool and not an impact weapon.

Fiscal Impacts: $41.55 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300, 308.6. Operational use is under the purview of the SWAT Commander or Watch Comm
ander.

Training Required: SWAT personnel responsible for formulating chemical agent plans must attend California POST-certified chemical agent school and must recertify every three (3) years. SWAT officers may deploy chemical agents during high-risk SWAT operations after attending a chemical agents course taugh
t by a POST-certified instructor. Officers must qualify annually.

Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 3
Lifespan: 5 years
Equipment Capabilities: Capable of quickly delivering a large volume of CS chemical agent to disperse violent crowds.

Manufacturer Product Description: “Defense Technology Spede-Heat CS is designed specifically for outdoor use in crowd control situations. The Riot Control Grenade is a high volume continuous burn canister that expels its payload in approximately 20 - 40 seconds.” Purpose/Authorized Uses: Less lethal chemical agent designed to compel large, violent, and riotous crowds to disperse from an outdoor area. Verbal warnings should proceed with its use when feasible.

Designed as a chemical agent dispersal tool and not an impact weapon.

Fiscal Impacts: $27.05 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300 and 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

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Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 10
Lifespan: 5 years
Equipment Capabilities: Non-burning munition used to introduce CS chemical agents through doors and windows.

Manufacturer Product Description: “Defense Technology CS ferret is non-burning and designed to penetrate barriers. Primarily used to dislodge barricaded subjects, it can also be used for area denial.” Purpose/Authorized Uses: Less lethal tool used to compel violent/armed and barricaded suspects to exit from structures when the circumstances are too hazardous for officers to enter. Verbal warnings should proceed with its use when feasible.

Fiscal Impacts: $20.55 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300 and 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 6
Lifespan: 5 years
Manufacturer Product Description: “Defense Technology OC vapor Aerosol Grenade is for law enforcement and corrections use to deliver a high concentration of Oleoresin Capsicum (OC) in a powerful mist.”
Purpose/Authorized Uses: Less lethal tool used to compel violent/armed and barricaded suspects to exit from structures and vehicles when the circumstances are too hazardous for officers to enter. Verbal warnings should precede its use when feasible.

Fiscal Impacts: $44.45 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300 and 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

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Inventory of Military Equipment
Equipment Name: Chemical Agents – CA Govt. Code §7070(c)(12) Make/Model: Defense Technology
Quantity: 9
Lifespan: 5 years
Equipment Capabilities: Capable of delivering OC and CS chemical agent in vapor form.

Manufacturer Product Description: “Defense Technology OC/CS vapor is a unique grenade delivering an invisible vapor and rendering an intense respiratory effect. Provides best results when used indoors and requires no personal decontamination.”
Purpose/Authorized Uses: Less lethal tool used to compel violent/armed and barricaded suspects from structures when the circumstances are too hazardous for officers to enter. Verbal warnings should precede its use when feasible.

Fiscal Impacts: $53.10 per unit
Legal/Procedural Rules Governing Use: Use is subject to Oxnard Police Department Policy Manual sections 300 and 308.6. Operational use is under the purview of the SWAT Commander or Watch Commander.

Equipment Name: Pepperball launcher/pepper balls – CA Govt. Code §7070(c)(12) Make/Model: Pepperball
Quantity: 13
Lifespan: Approximately 15 years
Manufacturer Product Description: “The need for non-lethal options in daily patrol, crowd management, corrections, and other situations has never been greater. PepperBall, as the leading non- lethal option, allows officers to maintain distance from crowds and individual assailants. This reduces risk while enhancing the capability of officers to limit or control escalation, to repel or temporarily incapacitate threats, and to keep themselves and the public safe while performing their duties.” Purpose/Authorized Uses: To compel an individual to cease his/her actions when such munitions present a reasonable option. A verbal warning of the device's intended use should precede its application. The pepperball is a “less lethal” device that affords officers with force options that are intended to mitigate the likelihood of having to use lethal force.

Fiscal Impacts: $499 per launcher. No associated costs with this item in 2024.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and Local laws governing police use of force. Various Oxnard Police Department Policies on Use of Force including sections 300 and 308.

Training Required: Initial orientation course, including qualifications, are provided by Department members who have attended a POST-certified instructor’s course; annual recertification, including qualifications are required by all operators.

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Inventory of Military Equipment
Government Code Section 7070(c)(14): The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons.

Equipment Name: 40mm Less Lethal Launchers and Kinetic Energy Munitions – CA Govt. Code §7070(c)(14)
Make/Model: Penn Arms
Quantity: 21
Lifespan: Approximately 15 years
Equipment Capabilities: The 40mm Less Lethal Launcher is capable of firing 40mm Kinetic Energy Munitions, as well as chemical agents.

Manufacturer Product Description: “Penn Arms 40MM launchers are manufactured using 4140 hardened steel, 6061-T6 mil-spec anodized aluminum, and DuPont super tough glass-filled nylon. These launchers are lightweight, versatile, and used worldwide by police and corrections officers.” Purpose/Authorized Uses: To compel an individual to cease his/her actions when such munitions present a reasonable option. A verbal warning of the device's intended use should precede its application. The 40mm Less Lethal Launchers and Kinetic Energy Munitions are intended for use as a “less lethal” use of force option, which serves as an additional option to mitigate the possibility of using lethal force.

Fiscal Impacts: $3,400 initial purchase per launcher, $2,500 initial purchase of 40mm projectiles.

No associated costs with this item in 2024.

Legal/Procedural Rules Governing Use: All applicable State, Federal, and Local laws governing police use of force. Various Oxnard Police Department Policies on Use of Force, primarily Oxnard Police Department Policy Manual sections 300 and 308.

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Inventory of Military Equipment
Equipment Name: Less Lethal Shotgun – CA Govt. Code §7070(c)(14) Make/Model: Remington
Quantity: 22
Lifespan: Approximately 20 years
Equipment Capabilities: The Model 2581 Super-sock is a less-lethal impact munition fired from a standard 12 gauge shotgun. The super-sock projectile is a fabric bag filled with lead shot. The effective range is 75 feet.

Manufacturer Product Description: “The Super-Sock is first in its class, providing the point control accuracy and consistent energy to momentarily incapacitate violent, non-compliant subjects. The effective range is 75 feet.”
Purpose/Authorized Uses: To compel an individual to cease his/her actions when such munitions present a reasonable option. A verbal warning of the device's intended use should precede its application. The pepperball is a “less lethal” device that affords officers with force options that are intended to mitigate the likelihood of having to use lethal force.

Fiscal Impacts: The 12 gauge shotguns used to deploy the Super-Sock impact munition are re-purposed Remington 870 shotguns taken from the Oxnard Police Department inventory. Approximately $35.50 for a box of 5 Super-Sock projectiles. No associated costs with this item in 2024.

Published with permission by Oxnard Police Department
Citizen Complaint-Commendation Form.pdf - 7
Citizen Complaint-Commendation Form.pdf
Citizen Complaint-Commendation Form.pdf
432

OXNARD POLICE DEPARTMENT
Protecting Our Community with Exceptional Service

CHIEF OF POLICE
Jason Benites

ASSISTANT POLICE CHIEF
Denise S. Morehouse

ASSISTANT POLICE CHIEF
Rocky Marquez
251 SOUTH C STREET, OXNARD, CALIFORNIA 93030-5789 * (805) 385-7600 * http://oxnardpd.org To our Community:

We at the Oxnard Police Department constantly strive to provide the highest quality service in a courteous and professional manner. Everyone that we serve can provide us with valuable feedback about the quality of our service. Also, unfortunately, in the course of police operations, conflicts or misunderstandings can occasionally arise between Police Department employees and community members. Recognizing these facts, we have an established procedure that permits members of the community to report Police Department employee conduct that they feel is exemplary, or unprofessional. If you feel that a member of the Oxnard Police Department has acted in a commendable manner or has acted improperly, a Citizen Commendation / Complaint form is available. You may also complete this form if you have a complaint or inquiry about the Police Department’s use of what the Government Code defines as “military equipment.”
The commendation/complaint procedure serves two purposes. First, we wish to give the public an opportunity to document their appreciation for the efforts of our employees. Second, this is a method to note Police Department employee conduct and to take corrective action when the circumstances justify it. The citizen's complaint procedure will not be used as a means for reducing or dropping a criminal or traffi c charge. It is a formal, administrative procedure used by the police administration to ensure that community members are treated properly, with respect, and are receiving quality service.

We also encourage community members to contact the Watch Commander or a supervisor.

Watch Commanders are available 24 hours a day at (805) 385 -7778. Community members can request that the Police Department employee call a supervisor at the time of the incident. The Watch Commander or supervisor can often provide information that explains what occurred. If they cannot satisfactorily explain the conduct of a Police Department employee or a policy of this department, persons should submit a Citizen's Commendation / Complaint form so that the incident may be investigated.

Sincerely,
Chief of Police
433

OXNARD POLICE DEPARTMENT
Protecting Our Community with Exceptional Service

CHIEF OF POLICE
Jason Benites

ASSISTANT POLICE CHIEF
Denise S. Morehouse

ASSISTANT POLICE CHIEF
Rocky Marquez
251 SOUTH C STREET, OXNARD, CALIFORNIA 93030-5789 * (805) 385-7600 * http://oxnardpd.org A nuestra comunidad:

Nosotros en el Departamento de Policía estamos constantemente tratando de proveer servicio de la más alta calidad de una manera profesional. Las personas a las que servimos son una fuente importante de información, al igual que las respuestas acerca de la calidad de nuestros servicios. También, desafortunadamente, en el curso de las operaciones de la policía, pueden resultar conflictos o equivocaciones entre los empleados del Dep artamento de Policía y los miembros de la comunidad a quien servimos. Reconociendo esto, tenemos un proceso establecido que permite a los miembros de la comunidad poder reportar al Departamento de Policía la conducta de los empleados que se cree que han si do ejemplar o han actuado de una manera inapropiada. Si usted cree que un empleado del Departamento de Policía se ha portado de una manera ejemplar o se ha portado inapropiadamente, la forma "Reconocimiento/Queja del Residente" está disponible para usted. También puede utilizar est a forma si tiene una queja o pregunta sobre el uso de "equipo militar" por parte del Departamento de Policía.

El propósito de la forma de reconocimiento/queja es para el uso de estas dos circunstancias.

Primero, queremos darle a la comunidad una oportunidad para documentar su aprecio por los esfuerzos de nuestros empleados. Segundo es un método para anotar la conducta de los empleados del Departamento de Policía y tomar acciones correctivas cuando las circunstancias lo justifican. El proceso no se usará para reducir o eliminar un cargo criminal o una violación de tráfico. Este es un proceso formal y administrativo, utilizado por la Administración del Departamento de Policía para asegurar que los miembros de la comunidad sea n tratados apropiadamente, con respeto, y que estén recibiendo un servicio de calidad.

Animamos a los miembros de la comunidad que se comuniquen con el Comandante de Policía o Supervisor. Los Comandantes de Policía están disponibles las 24 horas del día. El número de teléfono es 385 -7778. Miembros de la comunidad pueden pedir al empleado del Departamento de Policía que llame a un Supervisor al mismo tiempo que esté ocurriendo el incidente. Muchas veces, en encuentros negativos el Com andante o Supervisor puede proveer información que explique lo que ocurrió. Si el Comandante no le explica la acción del empleado o la póliza del Departamento de Policía a su satisfacción, usted puede someter una forma de "Reconocimiento/Queja del Residente" para que el incidente sea investigado.

Sinceramente,
Jefe de Policía
434
Use additional pages if needed
Revised May 2024
CITIZEN’S COMMENDATION/COMPLAINT
AB 481 COMPLAINT/INQUIRY

RECONOCIMIENTO/QUEJA DEL RESIDENTE
AB481 QUEJA/PREGUNTA
Date Received Time Received
Fecha Recibida Hora Recibida
Name of Commentator: Age:

Nombre de la persona haciendo el reconocimiento/queja Edad Address:

Domicilio
Telephone Numbers: Day: Evening:

Números de Teléfono: Día Noche
Email Address:

Correo Electronico:

Time and Date of Occurrence:

Hora y Fecha de la Ocurrencia
Location(s) of Occurrence:

Localización(es) de la Ocurrencia
Officer(s) Involved:

Oficial(es) involucrado(s)
Type of Comment: Commendation Complaint__ Inquiry (Brief – offensive language, harassment, etc.) Tipo de Comentario: Reconocimiento Queja_____ Pregunta (Breve – lenguaje ofensivo, hostigamiento, etc.)
____________________________________________________________________________________________ ____________________________________________________________________________________________ Brief Narrative of Circumstances:

Breve narrativo de las circunstancias:
__________________________________________________________________ __________________________ ____________________________________________________________________________________________ 435
Use additional pages if needed
Revised May 2024
Witnesses: Name
Nombre
Address Telephone
Domicilio Teléfono
Name
Nombre
Address Telephone
Domicilio Teléfono
WARNING It is a violation of Section 47.5 of the California Civil Code to knowingly file a false complaint against any person. Doing so could subject you to a civil lawsuit.

ADVERTENCIA Es una violación de sección 47.5 del Código Civil de California hacer una queja falsa deliberadamente contra cualquier persona. Con hacerlo se puede exponer a una demanda en la corte civil.
“I hereby certify that, to the best of my knowledge, the statements herein are true.” “Yo certifico que, en lo mejor de mi conocimiento, las declaraciones contenidas son verdaderas.” Signature of Commentator:

Firma de la persona haciendo el reconocimiento/queja
Form provided by: Date:

Forma suministrado por: Fecha:

Action(s) taken by Supervisor (Investigated, Officer Counseled, Unfounded, Referred to the Professional Standards Unit, etc.

Acción(es) tomada por el supervisor (Investigadas, Aconsejado, Caso Invalido, Referido a la Unidad de Normas de Conducta, etc.)
_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Report received by: _____________________________
Reporte recibido por:
436
___________________________________________
___________________________________________
City of Oxnard Police Department
Internal Affairs Unit
251 South “C” Street
Oxnard, California 93030
437
Oxnard City Council Meeting
April 7, 2026
Oxnard Police Department
“Military Equipment” Use Report
for
Calendar Year 2025
Commander Steve Trickle
438
That the City Council:

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

2. Approve the renewal of City of Oxnard Ordinance 3014, which is codified in Oxnard City Code Section 2-112 as the City’s “Military Equipment Policy” as required by Government Code section 7071 (e)(1).

RECOMMENDATION 2
439

4. Approve the acquisition and use of the following military equipment items:
a. Twenty-four (24) .223 caliber rifles
b. Three (3) DJI Matrice 4T UAV’s with Twelve (12) Batteries for the UAV’s
c. One thousand three hundred (1300) 40mm less lethal rounds d. Three thousand (3000) Pepperball OC X Live Powder Projectiles e. Eighty (80) CS Gas canisters
f. Ninety-five (95) Light, Sound, Diversionary Devices (LSDD’s) RECOMMENDATION CONTINUED 3
440
Assembly Bill 481
• Signed by Governor Newsom September 30, 2021
• Concern over the militarization of police departments in US • Concern over the use of surplus military equipment
• Improved transparency
• Defines certain equipment as “Military Equipment”
• Codified in Government Code sections 7070- 7075
• Went into effect on January 1, 2022
• Law enforcement agencies must meet certain
requirements to use equipment defined in these codes
BACKGROUND 4
441

BACKGROUND
5 ● Defense Logistics Agency's 1033 Program
● Formerly Defense Reutilization Marketing Office Program ("DRMO")

OXNARD PD CEASED PROCURING EQUIPMENT FROM

THESE PROGRAMS
442
• Although defined as “military equipment” it is not
necessarily manufactured, intended for use, or used by the military
• Most of the equipment defined in these codes has been utilized by the Oxnard Police Department for decades
• Many of the items are not weapons
• The majority of the weapons are “less lethal” weapons EQUIPMENT DEFINED AS MILITARY EQUIPMENT 6
443
Examples of “Military Equipment”under AB 481
• Command vehicles
• Armored vehicles
• Unmanned aerial vehicles (“drones”)
• Less lethal shotguns
• 40mm less lethal impact weapons
• Chemical agents
• Patrol rifles
**This is not a comprehensive list
EXAMPLES 7
444
• Law enforcement agencies must obtain approval from
their applicable governing body (City Council) via the
adoption of a “Military Equipment” use policy by
ordinance before the law enforcement agency may fund,
acquire, or use such equipment.
• A public meeting to discuss this policy was held 30 days prior to City Council approving
• On June 7, 2022, the Oxnard City Council adopted the
Oxnard Police Department’s Military Use Policy (Policy
Section 708)
AB 481 REQUIREMENTS 8
445
• Policy went into effect July 6, 2022
• Policy must be available to the public
• https://www.oxnard.gov/police-department/transparency/dep artment-policy-manual
• Policy includes the department’s military equipment inventory • City Council must vote annually to re-approve this policy • Department must provide an annual “military equipment use report”
• Department must have a community meeting
AB 481 REQUIREMENTS 9
446
WWW.OXNARDPD.ORG 10
• https://www.oxnard.gov/police-department/transparency/department-policy-manual • https://www.oxnard.gov/police-department/transparency/senate-assembly-bills/assembly-bill-481 447
Military Equipment Report must contain the following
information:
• A summary of how the military equipment was used and
the purpose of its use.
• A summary of any complaints or concerns received
concerning the military equipment.
• The results of any internal audits, information about violations of the military equipment use policy, and any actions taken in response.

MILITARY EQUIPMENT REPORT 11
448
• The total annual cost for each type of military equipment. • The quantity possessed for each type of military
equipment.
• If the law enforcement agency intends to acquire additional military equipment in the next year, and the quantity sought for each type of military equipment.

The report covers calendar year 2025
MILITARY EQUIPMENT USE REPORT CONTINUED 12
449
The following slides include highlights from the
Oxnard Police Department’s 2025 Military Equipment
Use Report that was provided to City Council.

There were no complaints related to the military
equipment in 2025, nor were there any violations of
policy related to the equipment.
(Due to the amount of data included in the report, please hold your questions to the end of the presentation)
2025 MILITARY EQUIPMENT USE REPORT 13
450
Uncrewed, remotely piloted, powered aerial or ground vehicles • OXPD has used uncrewed aerial vehicles (UAV) since
2019
• These vehicles provide a wide range of defined operations • All OXPD drone pilots are FAA certified
• UAS operations are documented in a “flight log”
• No complaints were received regarding the use of UAVs • UASs were used one hundred forty-nine (149) times during this reporting period
CALIFORNIA GOVERNMENT CODE 7070(C)(1) 14
451

CURRENT OXPD DRONES
4 DJI Matrice 210
Approximate size comparisons are relative, and not to scale DJI Avata
DJI M30
DJI Mavic Enterprise
BRINC
Lemur 2
452
CALIFORNIA GOVERNMENT CODE 7070(C)(1) 16
Breakdown of UAS Deployments in 2025
Tactical Assists 69
Field Operation Support 23
Crime Scene Documentation / Area Mapping 23
Special Event Support 20
Training 11
Disaster / Search and Rescue 3
Total 149
453
Drone First Responder (DFR) Program – BRINC Drones Inc. • Three (3) drone nests with drones (BRINC Responder)
• Total Flights: *
• Number of Incidents: 271
• Training or Test Flights: 103
NEW IMPLEMENTATION FOR 2025 17
* Some Incidents require multiple flights
454
Unmanned, ground, robotic vehicles
• Small, battery operated, remote controlled vehicles
• SWAT Team possesses two (2) of these vehicles
• Has the ability to locate and communicate with suspects • A search warrant must be obtained prior to using this vehicle to enter a residence
• Training to operate is provided by SWAT officers
• No ongoing costs associated with these items
• This equipment was used (5) times during this reporting period.

CALIFORNIA GOVERNMENT CODE 7070(C)(1) 18
455
Transcend Robotics Vantage Robot
• This device is used to enter structures to locate violent, often armed, subjects wanted for violent crimes.
• This equipment provides a safer option for officers to get a view into a building or structure through the robot’s
camera system, and decreases the likelihood of a lethal force encounter
• No ongoing costs
CALIFORNIA GOVERNMENT CODE 7070(C)(1) 19
456
Transcend Robotics Vantage Robot
• September 8, 2024 deployment
CALIFORNIA GOVERNMENT CODE 7070(C)(1) 20
457
CALIFORNIA GOVERNMENT CODE 7070(C)(3) 21
Mine-resistant ambush-protected vehicles or armored personnel carriers
● The Department owns two (2) Lenco Bearcat armored vehicles ● Provides ballistic protection during high-risk incidents ● No weapons
● Gives officers the ability to safely utilize de-escalation techniques
● Also used by Fire Department Tactical Emergency Medical Services (TEMS)
● Only ongoing costs are preventative maintenance and fuel (approximately $1,100 per unit per year)
● Used on fifty (50) occasions in 2025
○ 8 responses to armed subjects and assist patrol officers ○ 33 for search warrants
○ 9 for community engagement events
● No complaints were received during this reporting period 458
CALIFORNIA GOVERNMENT CODE 7070(C)(3) 22
Oxnard Police Department Armored Rescue Vehicle (Lenco Bearcat) 459
CALIFORNIA GOVERNMENT CODE 7070(C)(3) 23
Oxnard Police Department Armored Rescue Vehicle (Lenco Bearcat) 460
CALIFORNIA GOVERNMENT CODE 7070(C)(4) 24
Tracked armored vehicles that provide ballistic protection and utilize a tracked system
● The Police Department does not own this type of vehicle ● The Ventura County Sheriff’s Department owns a Rook
(small ballistic Caterpillar)
● Mitigates risks to SWAT officers while performing
dangerous tasks during high-risk incidents
● The Sheriff’s Department makes this equipment available to the Department
● Used on three (3) occasions this reporting period
● There are no costs to the City associated with its use ● No complaints were received
461
CALIFORNIA GOVERNMENT CODE 7070(C)(4) 25
“The Rook”
462
CALIFORNIA GOVERNMENT CODE 7070(C)(5) 26
Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units ● The Department currently owns thirteen (13)
○ Two (2) large command vehicles
○ Two (2) Sprinter vans
○ One (1) DUI enforcement trailer
○ Eight (8) Ford Explorer sport utility vehicles
● The Ford Explorers are used on a daily basis
● The large command vehicle was used four (4) times in 2025 ● The UAS van was used one hundred thirty two (132) times ● The traffic van was used forty (40) times
● After the initial purchase cost, the only ongoing costs are fuel and maintenance (approximately $63,400 for fuel and
maintenance)
● No complaints regarding the use of these vehicles were received
463
CALIFORNIA GOVERNMENT CODE 7070(C)(5) 27
464
Battering rams, slugs, and breaching apparatuses that are explosive in nature
• The SWAT Team has two (2) shotguns designed for
breaching
• The shotguns were purchased approximately 20 years ago • All required training is provided by Department personnel • There are no ongoing costs associated with this equipment • These items were not used during this reporting period outside of training
CALIFORNIA GOVERNMENT CODE 7070(C)(7) 28
465
Specialized firearms and ammunition of less than .50
caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code
.223 caliber rifles
• Only officers who have received POST training may carry .223 caliber rifles
• Officers must qualify and re-qualify on an annual basis • Rifles are only used when circumstances indicate the use of lethal force may become necessary
• The Department spent approximately $10,598.85 on
ammunition and maintenance
CALIFORNIA GOVERNMENT CODE 7070(C)(10) 29
466
• Ongoing training and maintenance is provided by
Department Range Safety Unit personnel
• California POST defines the intentional pointing of a firearm at a member of the public as a “reportable use of force”
• All reportable uses of force are investigated and tracked by the Professional Standards Unit
• During this reporting period rifles were “pointed” on (60) occasions
• Majority occurred during SWAT search warrant services • The Department did not receive any complaints regarding the use of rifles
CALIFORNIA GOVERNMENT CODE 7070(C)(10) 30
467
Precision .308 caliber rifles
• In addition to .223 caliber rifles, the Police Department also possesses six (6) .308 caliber precision rifles,
• Used only by a few select officers assigned to the SWAT Team
• Officers assigned these rifles receive extensive training and qualify on a monthly basis
• These rifles were not fired other than during training • The Police Department did not receive any complaints
CALIFORNIA GOVERNMENT CODE 7070(C)(10) 31
468
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 32
“Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray
“Flashbangs” (Light Sound Diversionary Devices)
● The SWAT Team uses them
● Provides officers with a method to distract violent suspects ● Significantly reduces risks to officers when dealing with violent suspects
● Officers authorized to use these devices must attend a POST-certified course provided by Department personnel
● These devices were used twenty-two (22) times in 2025 ○ Gained suspect’s compliance on 7 of the 22 occasions, eliminating the necessity for any additional force tactics ● The Department did not receive any complaints
469
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 33
“Flashbangs” (Light Sound Diversionary Devices)
470
Tear Gas
• The SWAT Team has chemical agents, more commonly
known as “tear gas”
• Less lethal tool used to safely compel barricaded
suspects out of vehicles or structures
• Used during high-risk incidents to mitigate risks to
officers
• Training is provided by POST-certified SWAT personnel • Used four (4) times during this reporting period
• The Department did not receive any complaints
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 34
471
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 35
CS Gas (not to scale)
472
Pepperball
• Less lethal weapon that deploys small spheres filled with a chemical irritant
• Used to overcome a resistant violent suspect without the need to use lethal force
• Officers are trained by POST-certified personnel
• The Pepperball was used four (4) times during this
reporting period
• The Department did not receive any complaints
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 36
473
CALIFORNIA GOVERNMENT CODE 7070(C)(12) 37
Pepperball launcher and munitions (not to scale)
474
40mm projectile launchers, “bean bag”, rubber bullet, and specialty impact munition weapons
Bean bag shotgun/ 40mm extended range impact weapon
• The Police Department uses 12 gauge less lethal shotguns and 40mm impact devices
• These less lethal devices give officers the ability to address a violent suspect from a safe distance
• Increased distance provides for more opportunity to use de-escalation techniques
• The less lethal shotgun was used on two (2) occasions and the 40mm was also used on two (2) occasions.
• Any deployment, whether or not it makes contact with a subject, is a reportable use of force and is reviewed by the Professional Standards Unit
CALIFORNIA GOVERNMENT CODE 7070(C)(14) 38
475
CALIFORNIA GOVERNMENT CODE 7070(C)(14) 39
40MM Launchers and Munitions Bean Bag Shotgun and Munitions 476
Government Code 7070 requires the Police Department to:
• Disclose any equipment deemed military equipment
under this statute that the Department intends to acquire • Including the number and type sought, during the next reporting period.

MILITARY EQUIPMENT ACQUISITIONS 40
477
40mm rounds (training and live)
• The Department’s inventory of 40mm rounds has become
depleted over the last year due to expired rounds and use during previous years
• The addition of new 40mm projectile launchers also
increases the need for training and live rounds
• The total cost to purchase these rounds are $9,360.00 and will be paid using the General Fund
MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING
SOUGHT
41 478
Pepperball Projectiles
• The Department’s inventory of Pepperball projectiles have become depleted over the last few years due to training and deployments.
• “Pepperball OC Live X Powder Projectiles” quantity of 3000.
• The total cost to purchase these rounds is $11,589.84 $11,529.84 and will be paid using the General
Fund.

MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING

SOUGHT CONTINUED
42 479
CS / “Tear Gas”
• The Department’s inventory of CS/ “Tear Gas” canisters have become depleted over the last few years due to
training and deployments.
• CS canister replacement quantity of 80.
• The total cost to purchase the replacement
gas canisters is $5,631.71 and will be paid
using the General Fund.

MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING

SOUGHT CONTINUED
43 480
Light, Sound Diversionary Devices (LSDD) / “Flashbangs” • The Department’s inventory of LSDD’s have become
depleted over the last few years due to training and
deployments.
• LSDD replacement quantity of (95)
• The total cost to purchase the LSDD’s is
$4,371.45 and will be paid using the
General Fund.

MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING

SOUGHT CONTINUED
44 481
.223 Caliber Rifles
• Twenty-four (24) replacement .223 caliber rifles
• The rifles currently assigned to the Patrol Bureau are over 20 years old and have exceeded their expected lifespan under patrol team conditions • Needed for increased firepower and accuracy in situations that require the ability to engage targets at longer distances, penetrate barriers, and effectively address threats, while minimizing risk to officers and members of the public. • Provide a tactical advantage in addressing high-risk scenarios such as active shooter situation or dealing with heavily armed suspects • The total cost to purchase these rifles is $47,945 and will be paid using Asset Seizure and Forfeiture Funds
MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING

SOUGHT CONTINUED
45 482
DJI Matrice 4T Uncrewed Aerial Vehicle (UAV)
• Three (3) DJI Matrice 4T UAV’s with Twelve (12) Batteries for the UAV’s • Replacement UAV’s for units that have reached their operational end-of-life and need to be retired from active service.
• Provide a tactical advantage in addressing high-risk scenarios while minimizing risk to officers and members of the public.
• Purchase will be from DSLR PROS to maintain continuity of Service, and is the only vendor within 50 miles of the City of Oxnard that provides DJI from existing inventory, as well as parts service for the UAV. This vendor has supplied all UAVs currently used by the Oxnard Police Department UAS team.
• The total cost to purchase these UAV’s and Batteries is $27,459.05 and will be paid using existing funds
MILITARY EQUIPMENT ACQUISTIONS : ITEMS BEING

SOUGHT CONTINUED
46 483

QUESTIONS
47 484

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.5

DATE: April 7, 2026

TO: City Council

FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected]

SUBJECT: Acquisition of Vacant Real Property Located at 5230 Cypress Road and 5208 Cypress Road and Identified with Assessor Parcel Numbers 222-0-042-120 and 222-0-042-110.

RECOMMENDATION

That the City Council adopt a resolution of the City Council of the City of Oxnard,

1. approving a Settlement Agreement (32600387) in the amount of one dollar ($1) for the acquisition of unimproved real property located at 5230 Cypress Road and 5208 Cypress Road from current landowner Habitat for Humanity, Ventura County, Inc. and

2. authorizing the Housing Director or designee to execute any and all documents necessary to complete the acquisition.
(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/6SaQ_8FlPP4

BACKGROUND

In 2009, Habitat acquired two vacant side-by-side properties located at 5230 Cypress Road and 5208 Cypress Road (the “Property”) using two loans (“Original Loan Agreements”) totaling $1,060,000 from the former Community Development Commission (“CDC”). The Original Loan Agreements are secured by promissory notes and deeds of trust recorded against the Property. The Original Loan Agreements required Habitat for Humanity, Ventura County, Inc. (Habitat) to develop

1. three to five single-family homes under the terms of the first $300,000 loan agreement (Agreement #A-7202) which provided the funding to acquire the property located at 5208 Cypress Road, and

2. four to seven single family homes under the second $760,000 loan agreement (Agreement # A-6940) which provided funding to acquire the property located at 5230 Cypress Road.

In 2012, when the State dissolved redevelopment, the Original Loan Agreements, including the Promissory Notes and Deeds of Trusts, were reassigned to the City pursuant to the “Supplement to Instrument Confirming Ownership of Commission Assets by Successor Agency” entered into on September 12, 2012 between the City and the Oxnard Community Development Commission Successor.

Around 2019, Habitat requested to amend the Original Loan Agreements to instead develop twenty-eight (28) affordable housing rental units on the site. To date, the design and entitlements for the Property has not been completed. Further, except for the loans from the City, the funding needed to construct the project has not been secured.

DISCUSSION
485

Considering the amount of time that has lapsed, Habitat has agreed to the proposed Settlement Agreement, which allows the City to acquire the Property from Habitat in-lieu of pursuing repayment of the loans and non-judicial foreclosure. The intent of the City acquisition is to make the Property available for development of affordable housing.

The proposed resolution (Attachment 1) approves the Settlement Agreement (Attachment 2) and Grant Deed (Attachment 3) for the City to acquire the Property from Habitat for a conveyance payment of one dollar ($1).

Key terms of the Settlement Agreement include:

1. In lieu of the City pursuing repayment of the loans and non-judicial foreclosure of the Property, the Parties agree that Habitat shall convey the Property to the City in exchange for the City’s forgiveness of the two (2) promissory notes under the City’s Original Loan Agreements for a combined amount of $1,060,000.

2. The City will pay all transaction fees and related costs necessary to close the transaction to acquire the Property, with total costs estimated at up to $10,000 total.

3. The City will have the option of terminating the Settlement Agreement if the City disapproves of any exception appearing on title.

Following City Council adoption of the Resolution and execution of the Settlement Agreement, escrow will be opened to transfer the Property from Habitat to the City within 90 days.

Once acquired by the City, staff will return to Council to seek authorization to surplus the Property following the requirements of the State Surplus Land Act (SLA). As required by the SLA requirements, the properties would first be offered for the development of affordable housing. If no interest is received, or if negotiations do not result in the disposition of the properties, then the properties could be offered for the development of other uses including market-rate housing. If market-rate housing of ten (10) or more homes were proposed the SLA requires at least 15% of units be reserved for households earning lower income levels (defined as at or below 80% Area Median Income).

ENVIRONMENTAL IMPACT

On April 4, 2024 the Planning Commission adopted Resolution Number 2024-07 which determined that the acquisition of the Property is consistent with the Oxnard 2030 General Plan and is not a “Project” for purposes of CEQA and State CEQA guidelines since the determination does not result in either a direct or physical change to the environment, or a reasonably foreseeable indirect physical change to the environment (CEQA Guidelines Section 158061(b)(3) and Section 15378(b)(5).

STRATEGIC PRIORITIES

This agenda item supports the Quality-of-Life strategy. The purpose of the Quality-of-Life strategy is to restore and increase quality services and programs that enrich the City’s diverse community, promote safe neighborhoods, encourage community engagement, and support our residents in their efforts to improve their quality of life.

FINANCIAL IMPACT

There is sufficient FY 2025-26 Housing Department General Fund (101) operating budget available to fund the costs associated with the acquisition of the Property.

For Finance Use Only: General Fund (Org. 1018102 Obj. 53200)

COMMITTEE OUTCOME

This item did not originate in Committee because it is a continuation of an item previously considered by City Council in Closed Session on February 6, 2024.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. Attachment 1 - Resolution
486

2. Attachment 2 - Settlement Agreement

3. Attachment 3 - Grant Deed

4. Attachment 4 - Presentation

487

P
A
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2 CITY RESOLUTION NO. ____________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD, APPROVING A SETTLEMENT AGREEMENT IN THE AMOUNT OF ONE DOLLAR ($1) FOR THE ACQUISITION OF UNIMPROVED REAL PROPERTY LOCATED AT 5230 CYPRESS ROAD AND 5208 CYPRESS ROAD FROM CURRENT LANDOWNER HABITAT FOR HUMANITY, VENTURA COUNTY, INC. AND AUTHORIZING THE HOUSING

DIRECTOR OR DESIGNEE TO EXECUTE ANY AND ALL DOCUMENTS NECESSARY TO COMPLETE THE ACQUISITION.

WHEREAS, Habitat for Humanity, Ventura County, Inc. (“Habitat”) owns certain real property in the City of Oxnard, State of California, located at 5208 & 5230 Cypress Road, Oxnard, CA 93033, designated with Ventura County Assessor’s Parcel Numbers 222-0-042-110 & 222-0-042-120, respectively (collectively, the “Property”); and

WHEREAS, the City’s predecessor-in-interest made two loans to Habitat: (i) a loan in the initial principal amount of $760,000 made pursuant to that certain Affordable Housing Loan Agreement dated September 25, 2007, and (ii) a loan in the initial principal amount of $300,000 made pursuant to that certain Affordable Housing Loan Agreement dated July 28, 2009 (collectively, the “Loans”); and

WHEREAS, the Loans are secured by certain deeds of trust recorded against the Property: (i) that certain Deed of Trust with Assignment of Rents dated October 2, 2007 and recorded in the Official Records of Ventura County on October 9, 2007 as Instrument No. 20071009-0191174, and (ii) that certain Deed of Trust With Assignment of Rents dated August 11, 2009 and recorded in the Official Records of Ventura County on September 17, 2009 as Instrument No. 20090917-00155117; and

WHEREAS, in addition, the Deeds of Trust secure Habitat’s performance of certain affordable housing obligations upon the Property, which obligations were unable to be timely performed, entitling the City to pursue its remedies thereunder; and

WHEREAS, the City and Habitat agree that Habitat shall convey the Property to the City in exchange for the City’s forgiveness of the Loans; and

WHEREAS, Habitat and City desire to enter into a Settlement Agreement (“Agreement”) to allow the City to acquire the property from Habitat; and
WHEREAS, the intent of the City acquisition is to re-offer the land for development of affordable housing by a different developer
NOW, THEREFORE, the City Council of the City of Oxnard resolves as follows:

1. The City Council hereby finds and declares that the above recitals are true and correct.

2. The City Council further approves and authorizes the Housing Director or designee to take all 488

P
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2 needed actions and execute all requisite documents on behalf of the City in consultation with the City Attorney relative to (i) the Agreement; (ii) the Grant Deed; and (iii) any other agreements or documents for the purpose of acquiring and maintaining the Property.

PASSED AND ADOPTED THIS ___ day of _____, 2026:

I hereby certify that the foregoing is a true copy of the Resolution adopted by the City Council of the City of Oxnard at a meeting held on the ____ day of _____, 2026 and carried by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_______________________________
Luis A. Mc Arthur, Mayor
ATTEST:

________________________________
Lourdes A. López, City Clerk

APPROVED AS TO FORM:

___________________________________
Stephen M. Fischer, City Attorney

489
Agreement No. 32600387

1 SETTLEMENT AGREEMENT

THIS SETTLEMENT AGREEMENT (this “Agreement”), dated as of ______________________, 2026, is entered into by and between Habitat for Humanity, Ventura County, Inc., a California nonprofit public benefit corporation ( “Habitat”), and the City of Oxnard, a municipal corporation of the State of California (the “City”). Habitat and the City are sometimes individually referred to herein as a “Party” and collectively as the “Parties”.

RECITALS

A. Habitat owns certain real property in the City of Oxnard, State of California, located at 5208 & 5230 Cypress Road, Oxnard, CA 93033, designated with Ventura County Assessor’s Parcel Numbers 222-0-042-110 & 222-0-042-120, respectively (collectively, the “Property”).

B. The City’s predecessor-in-interest made two loans to Habitat: (i) a loan in the initial principal amount of $760,000 made pursuant to that certain Affordable Housing Loan Agreement dated September 25, 2007, and (ii) a loan in the initial principal amount of $300,000 made pursuant to that certain Affordable Housing Loan Agreement dated July 28, 2009 (collectively, the “Loans”).

C. The Loans are secured by certain deeds of trust recorded against the Property: (i) that certain Deed of Trust With Assignment of Rents dated October 2, 2007 and recorded in the Official Records of Ventura County on October 9, 2007 as Instrument No. 20071009-0191174, and (ii) that certain Deed of Trust With Assignment of Rents dated August 11, 2009 and recorded in the Official Records of Ventura County on September 17, 2009 as Instrument No. 20090917- 00155117 (collectively, the “Deeds of Trust”).

D. In addition, the Deeds of Trust secure Habitat’s performance of certain affordable housing obligations upon the Property, which obligations were unable to be timely performed, entitling the City to pursue its remedies thereunder, including obtaining repayment of the Loans and possession of the Property.

E. In lieu of the City pursuing repayment of the Loans and non-judicial foreclosure of the Property, the Parties agree that Habitat shall convey the Property to the City in exchange for the City’s forgiveness of the Loans.

AGREEMENT

NOW THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties hereby agree as follows:
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2 I. Incorporation of Recitals
The above recitals are hereby incorporated in and made a part of this Agreement as fully as if set forth verbatim herein. These recitals are true and correct and the Parties are bound thereby.

II. Conveyance of Property
The City’s conveyance payment for the Property shall be One Dollar ($1.00), pursuant to Recital E above. Habitat shall convey the Property to the City, and the City shall accept the conveyance of the Property from Habitat, on the terms and conditions stated in this Agreement.

III. Conveyance Payment
In full consideration of the conveyance payment to be made by the City to Habitat for the Property, the City shall forgive the Loans.

IV. Escrow and Title Company
This transaction shall be completed through an escrow established with Lawyers Title Company, or other escrow holder (the “Escrow Holder”) and title company (the “Title Company”) agreed to by the Parties. Each Party shall promptly deposit all funds and documents as required by the Escrow Holder in order to complete this transaction.

V. Opening of Escrow
The Escrow Holder is instructed to open an escrow (the “Escrow”) after receiving a mutually-executed copy of this Agreement. The Escrow Holder is requested to prepare its customary instructions based upon this Agreement.

VI. Close of Escrow
The Escrow shall close (the “Close of Escrow”) on or before 90 days from the date this Agreement is executed, subject to the conditions listed in Section VII below.

VII. Conditions to Close of Escrow
The following are conditions precedent to the Close of Escrow:

1. The Parties have executed and delivered to the Escrow Holder their respective counterparts of the grant deed, in the form attached hereto as Exhibit A and incorporated herein by this reference.

2. The City has deposited with the Escrow Holder all funds necessary for the Close of Escrow.
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3 3. The City has approved a pro forma owner’s policy of title insurance for the Property.

4. The City has executed and delivered to the Escrow Holder a Substitution of Trustee and Full Reconveyance for the Deeds of Trust, in recordable form.

Possession of the Property shall be surrendered to the City at the Close of Escrow.

VIII. Closing Costs
The City shall pay all closing costs, including the following:

1. Any and all state, county, or city documentary stamps or transfer taxes pertaining to Habitat ’s conveyance of the Property; and

2. The base escrow fee, plus any additional requested or customary costs; and

3. The premium for the owner’s policy of title insurance for the Property.

IX. Public Agencies
The City is a public agency exempt from paying real property taxes or special assessments.

Habitat acknowledges and agrees that the City is a public entity with a responsibility and, in many cases, a legal obligation, to conduct its business in a manner open and available to the public. Accordingly, any information provided by Habitat with respect to the Property may be disclosed to the public either purposely, inadvertently, or as a result of a public demand, request or order.

X. Financing
There is no financing contingency for the City.

XI. Title
Habitat shall convey title to the Property subject only to real estate taxes not yet due, and covenants, conditions, restrictions, rights of way and easements of record, if any, which do not materially affect the value or intended use of the Property. Further, Habitat shall ensure that the existing tax lien on the Property in the amount of $339.83 is extinguished prior to the escrow closing.

Habitat shall cause the City to be furnished with a current preliminary report of title for the Property (the “Preliminary Report”) within seven days after the opening of Escrow. The City shall notify Habitat in writing within 30 days after receipt of the Preliminary Report of the City’s disapproval of any exception therein. Habitat shall have 30 days after such notice to advise the 492
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4 City of any disapproved exceptions which will not be removed by Habitat prior to the Close of Escrow. If Habitat indicates that it will not cause to be removed any of the disapproved exceptions, then the City may elect to:

1. terminate this Agreement without liability on the part of either Party; or

2. accept conveyance of the Property subject to such exceptions.

Title in the form of a California Land Title Association or American Land Title Association policy of title insurance shall be issued by the Title Company.

XII. Nondiscrimination
The City shall refrain from restricting the rental, sale or lease of the Property or the Project, or any portion thereof, on the basis of race, religion, creed, color, national origin, ancestry, handicap, sex, sexual orientation, marital status, age or any other protected classification of any person. All such deeds, leases or contracts shall contain or be subject to substantially the following nondiscrimination or nonsegregation clauses:

1. In deeds: “The grantee herein covenants by and for himself or herself, his or her heirs, executors, administrators, and assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the sale, lease, sublease, transfer, use, occupancy, tenure, or enjoyment of the premises herein conveyed, nor shall the grantee or any person claiming under or through him or her, establish or permit any practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy of tenants, lessees, subtenants, sublessees, or vendees in the premises herein conveyed. The foregoing covenants shall run with the land.” Notwithstanding the above paragraph, with respect to familial status, the above paragraph shall not be construed to apply to housing for older persons, as defined in Section 12955.9 of the California Government Code. With respect to familial status, nothing in the above paragraph shall be construed to affect Sections 51.2, 51.3, 51.4, 51.10, 51.11, and 799.5 of the California Civil Code, relating to housing for senior citizens. Subdivision (d) of Section 51 and Section 1360 of the California Civil Code and subdivisions (n), (o) and (p) of Section 12955 of the California Government Code shall also apply to the above paragraph.

2. In leases: “The lessee herein covenants by and for himself or herself, his or her heirs, executors, administrators, and assigns, and all persons claiming under or through him or her, and this lease is made and accepted upon and subject to the following conditions: That there shall be no discrimination against or segregation of any person or group of persons, on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of 493
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5 subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the leasing, subleasing, transferring, use, occupancy, tenure, or enjoyment of the premises herein leased nor shall the lessee himself or herself, or any person claiming under or through him or her, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use, or occupancy, of tenants, lessees, sublessees, subtenants, or vendees in the premises herein leased.”
Notwithstanding the above paragraph, with respect to familial status, the above paragraph shall not be construed to apply to housing for older persons, as defined in Section 12955.9 of the California Government Code. With respect to familial status, nothing in the above paragraph shall be construed to affect Sections 51.2, 51.3, 51.4, 51.10, 51.11, and 799.5 of the California Civil Code, relating to housing for senior citizens. Subdivision (d) of Section 51 and Section 1360 of the California Civil Code and subdivisions (n), (o), and (p) of Section 12955 of the California Government Code shall apply to the above paragraph.

3. In contracts: “There shall be no discrimination against or segregation of any person or group of persons, on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the land, nor shall the transferee itself or any person claiming under or through him or her, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy, of tenants, lessees, sublessees, subtenants or vendees of the land.”
XIII. Condition of Property
Habitat expressly and specifically disclaims the making of any representations or warranties, express or implied, regarding the Property or matters affecting the Property including, without limitation, the physical and environmental condition of the Property.

Immediately upon the Parties’ entry into this Agreement, the City shall have a 45-day due diligence period in order to conduct at the City’s expense any commercially reasonable inspections of the Property. The City shall have the right, but not the obligation, to terminate this Agreement in writing before the end of such due diligence period based upon the result of such inspection, in the City’s sole, absolute, and unfettered discretion (the “Due Diligence Termination Right”).

If the City does not exercise its Due Diligence Termination Right, then the Parties acknowledge and agree that the Property is to be conveyed to, and accepted by, the City in its present condition, “AS IS”, and the City hereby assumes the risk of adverse physical characteristics and conditions, including, without limitation, the presence of hazardous materials. After taking title to the Property, the City shall be solely responsible for responding to and complying with any administrative notice, order, request or demand, or any third-party claim or demand relating to potential or actual contamination of the Property.
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6 Upon the Close of Escrow, the physical and environmental condition, possession or title of the Property is and shall be delivered from Habitat to the City in an “as-is” condition, with no warranty expressed or implied by Habitat, including without limitation, the presence of hazardous materials or the condition of the soil, its geology, the presence of known or unknown seismic faults, or the suitability of the Property for the development purposes intended hereunder.

The City hereby waives, releases and discharges forever Habitat and its representatives from all present and future losses and liabilities, present and future, arising out of or in any way connected with Habitat’s or the City’s use, maintenance, ownership or operation of the Property.

The City acknowledges that it is aware of and familiar with the provisions of Section 1542 of the California Civil Code which provides as follows:
“A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS

THAT THE CREDITOR OR RELEASING PARTY DOES NOT

KNOW OR SUSPECT TO EXIST IN HIS OR HER FAVOR AT

THE TIME OF EXECUTING THE RELEASE AND THAT, IF

KNOWN BY HIM OR HER, WOULD HAVE MATERIALLY

AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR
OR RELEASED PARTY.”
The City hereby waives and relinquishes all rights and benefits which it may have under Section 1542 of the California Civil Code with respect to the matters described in this Section XIII.

XIV. No Brokers
The Parties represent and warrant to each other that no broker or finder has been engaged by them in connection with any of the transactions contemplated by this Agreement, or to its knowledge is in any way connected with any of such transactions.

XV. No Further Encumbrances
During the period after the execution date of this Agreement and through the Close of Escrow, Habitat shall not further encumber or voluntarily lien the Property without first obtaining the City’s written consent, which consent may be granted or withheld in the City’s sole and absolute discretion.

XVI. Interpretation
The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either Party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply. The headings are for purposes of convenience only and will not be construed to limit or extend the meaning of this Agreement.
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7 XVII. Entire Agreement
This Agreement constitutes the entire agreement between the Parties pertaining to the subject matter contained in it and supersedes all prior and contemporaneous agreements, representations and understandings of the Parties. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing by each of the Parties.

XVIII. Counterparts
This Agreement may be executed simultaneously in one or more counterparts, each of which shall be deemed an original, but all of which shall constitute but one and the same instrument.

XIX. Binding on Successors and Assigns
This Agreement shall be binding on, and shall inure to the benefit of, the Parties and their respective legal representatives, successors, and assigns.

XX. Attorneys’ Fees
If any legal action or other proceeding is brought involving a dispute between the Parties or arising out of the execution of this Agreement or the sale of the Property, the prevailing Party shall be entitled to recover its costs and reasonable attorneys’ fees incurred in such action or proceeding, in addition to any other relief to which such Party may be entitled.

XXI. Agreement to Perform Necessary Acts
In addition to the acts and deeds recited in this Agreement and contemplated to be performed, executed and/or delivered under this Agreement, each Party agrees to perform, execute, and/or deliver or cause to be performed, executed and/or delivered at the Close of Escrow or after the Close of Escrow, all further acts, fees, and assurances reasonably necessary to consummate the transaction contemplated hereby.

XXII. Notices
Formal notices, demands, and communications between the Parties must be given either by (i) personal service, (ii) delivery by reputable overnight document delivery service that provides a receipt showing date and time of delivery, or (iii) U.S. first class certified mail, return receipt requested, addressed to:

Habitat: Habitat for Humanity, Ventura County, Inc.

Attn: Mr. Darcy Taylor, Chief Executive Officer
1850 Eastman Avenue
Oxnard, CA 93030
Telephone: (805) 981-2268
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8 City: City of Oxnard
Housing Director
435 South D Street
Oxnard, CA 93030
Telephone: (805) 385-7404

Notices will be deemed effective upon receipt. Such written notices, demands, and communications will be sent in the same manner to such other addresses as any Party may from time to time designate by notice given in accordance with this Section.

XXIII. Severability
If any provision of this Agreement is held invalid or unenforceable by any court of final jurisdiction, it is the intent of the Parties that all the other provisions of this Agreement be construed to remain fully valid, enforceable and binding on the Parties.

XXIV. Survival of Representations and Warranties
All covenants, representations, warranties, and other agreements under this Agreement shall survive the Close of Escrow.

XXV. Time of Essence
Time is of the essence and performance of this Agreement in respect to all provisions of this Agreement that specify a time for performance, and failure to comply with this provision shall be a material breach of this Agreement.

XXVI. Saturdays, Sundays, and Holidays
If any date by which an election or a notice must be given falls on a Saturday, Sunday or holiday, then the date by which an election or notice must be given is extended to 5:00 p.m. on the next business day following such Saturday, Sunday or holiday.

XXVII. Waiver
No breach of any provision of this Agreement can be waived unless in writing. Waiver of any one breach of a provision hereof shall not be deemed to be a waiver of any other breach of the same or any other provision, including the time for performance of any such provision. The exercise by a Party of any remedy provided in this Agreement or at law shall not prevent the exercise by that Party of any other remedy provided in this Agreement or at law.

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9 IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first above written.
“HABITAT”

HABITAT FOR HUMANITY, VENTURA COUNTY,
INC., a California nonprofit public benefit corporation

By: _________________________________
Name: _______________________________
Its: __________________________________

*In accordance with California Corporations Code Section 313, this document must be executed by the Corporation’s Chief Executive Officer, President or Vice-President, on the one hand, and the Corporation’s Chief Financial
Officer, Treasurer, Assistant Treasurer or Secretary on the other hand.

“CITY”

CITY OF OXNARD,
a municipal corporation of the State of California

By: _________________________________
Name: _______________________________
Its: __________________________________

APPROVED AS TO FORM:

By: _________________________________

KANE, BALLMER & BERKMAN
City Special Counsel

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10 Exhibit A
Form of Grant Deed
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RECORDING REQUESTED BY AND

WHEN RECORDED MAIL TO AND SEND
TAX STATEMENTS TO:

City of Oxnard
Attn: Ms. Elsa Brown, Development Manager
435 South D Street
Oxnard, CA 93030

SPACE ABOVE THIS LINE FOR RECORDING USE

Parcel Number(s): 222-0-042-110 and 222-0-042-120 OFFICIAL BUSINESS Document Entitled to Free Recording
Per California Government Code §27383

Exempt from Payment of Documentary Transfer Tax per California Revenue and Taxation Code Section 11922 (Governmental agency acquiring title)

GRANT DEED

FOR VALUABLE CONSIDERATION, the receipt and sufficiency of which are hereby acknowledged, Habitat for Humanity, Ventura County, Inc., a California nonprofit public benefit corporation, herein called the “Grantor”, hereby grants to the City of Oxnard, a municipal corporation of the State of California, herein called the “Grantee”, the real property described in Attachment 1 attached hereto (collectively, the “Property”) and incorporated herein by this reference, subject to the existing easements, restrictions, and covenants of record described therein.

The Grantee herein covenants by and for itself, its heirs, executors, administrators, and assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, religion, creed, color, national origin, ancestry, handicap, sex, sexual orientation, marital status, age, or any other protected classification in the sale, lease, sublease, transfer, use, occupancy, tenure, or enjoyment of the land herein conveyed, nor shall the Grantee itself or any person claiming under or through the Grantee, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use, or occupancy of tenants, lessees, subtenants, sublessees, or vendees in the land herein conveyed. The foregoing covenants shall run with the land.

The Grantee shall refrain from restricting the rental, sale, or lease of the Property on the basis of race, religion, creed, color, national origin, ancestry, handicap, sex, sexual orientation, marital status, age, or any other protected classification of any person. All such deeds, leases, or contracts shall contain or be subject to substantially the following nondiscrimination or nonsegregation clauses:
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A. In deeds: “The grantee herein covenants by and for himself or herself, his or her heirs, executors, administrators and assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the premises herein conveyed, nor shall the grantee or any person claiming under or through him or her, establish or permit any practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy of tenants, lessees, subtenants, sublessees or vendees in the premises herein conveyed. The foregoing covenants shall run with the land.”

Notwithstanding the above paragraph, with respect to familial status, the above paragraph shall not be construed to apply to housing for older persons, as defined in Section 12955.9 of the California Government Code. With respect to familial status, nothing in the above paragraph shall be construed to affect Sections 51.2, 51.3, 51.4, 51.10, 51.11, and 799.5 of the California Civil Code, relating to housing for senior citizens. Subdivision (d) of Section 51 and Section 1360 of the California Civil Code and subdivisions (n), (o) and (p) of Section 12955 of the California Government Code shall also apply to the above paragraph.

B. In leases: “The lessee herein covenants by and for himself or herself, his or her heirs, executors, administrators and assigns, and all persons claiming under or through him or her, and this lease is made and accepted upon and subject to the following conditions:

“That there shall be no discrimination against or segregation of any person or group of persons, on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the leasing, subleasing, transferring, use, occupancy, tenure or enjoyment of the premises herein leased nor shall the lessee himself or herself, or any person claiming under or through him or her, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy, of tenants, lessees, sublessees, subtenants or vendees in the premises herein leased.”

Notwithstanding the above paragraph, with respect to familial status, the above paragraph shall not be construed to apply to housing for older persons, as defined in Section 12955.9 of the California Government Code. With respect to familial status, nothing in the above paragraph shall be construed to affect Sections 51.2, 51.3, 51.4, 51.10, 51.11, and 799.5 of the California Civil Code, relating to housing for senior citizens. Subdivision (d) of Section 51 and Section 1360 of the California Civil Code and subdivisions (n), (o), and (p) of Section 12955 of the California Government Code shall apply to the above paragraph.

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C. In contracts: “There shall be no discrimination against or segregation of any person or group of persons, on account of any basis listed in subdivision (a) or (d) of Section 12955 of the California Government Code, as those bases are defined in Sections 12926, 12926.1, subdivision (m) and paragraph (1) of subdivision (p) of Section 12955, and Section 12955.2 of the California Government Code, in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the land, nor shall the transferee itself or any person claiming under or through him or her, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy, of tenants, lessees, sublessees, subtenants or vendees of the land.”

These covenants against discrimination shall remain in effect in perpetuity.

[Signatures on the page to follow]
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IN WITNESS WHEREOF, the Grantor and the Grantee have caused this instrument to be executed on their behalf by their respective officers hereunto duly authorized as of ______________________, 2026.

“GRANTOR”

HABITAT FOR HUMANITY, VENTURA COUNTY,
INC., a California nonprofit public benefit corporation

By: _________________________________
Name: _______________________________
Its: __________________________________
Dated: __________________________, 2026

*In accordance with California Corporations Code Section 313, this document must be executed by the Corporation’s Chief Executive Officer, President or Vice-President, on the one hand, and the Corporation’s Chief Financial Officer, Treasurer, Assistant Treasurer or Secretary on the other hand.

The Grantee hereby accepts the written deed, subject to all of the matters hereinbefore set forth.

“GRANTEE”

CITY OF OXNARD,
a municipal corporation of the State of California

By: _________________________________
Name: _______________________________
Its: __________________________________
Dated: __________________________, 2026

APPROVED AS TO FORM:

KANE, BALLMER & BERKMAN
City Special Counsel

By: _________________________________
Todd C. Mooney
Principal Attorney
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A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California )
County of _____________________ )

On ____________________, before me, ____________________________, a Notary Public, personally appeared _______________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature _____________________________

A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California )
County of _____________________ )

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature _____________________________

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A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California )
County of _____________________ )

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature _____________________________

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ATTACHMENT 1

LEGAL DESCRIPTION

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THE LAND REFERRED TO HEREIN BELOW IS SITUATED IN THE CITY OF OXNARD,

IN THE COUNTY OF VENTURA, STATE OF CALIFORNIA, AND IS DESCRIBED AS FOLLOWS:

PARCEL 1: APN: 222-0-042-110

THAT PORTION OF LOT 15, GARDEN CITY ACRES, IN THE CITY OF OXNARD,

COUNTY OF VENTURA, STATE OF CALIFORNIA, ACCORDING TO THE MAP THEREOF RECORDED IN BOOK 11, PAGE 104 OF MISCELLANEOUS RECORDS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY, DESCRIBED AS FOLLOWS:

BEGINNING AT A POINT IN THE NORTHERLY LINE OF SAID LOT 15, DISTANT ALONG SAID NORTHERLY LINE NORTH 89° 53’ EAST 292.29 FEET FROM THE NORTHWESTERLY CORNER OF SAID LOT 15; THENCE CONTINUING ALONG SAID NORTHERLY LINE.

1ST: NORTH 89° 53’ EAST 332.30 FEET TO THE NORTHEASTERLY CORNER OF SAID LOT 15;
THENCE ALONG THE EASTERLY LINE OF SAID LOT 15;

2ND: SOUTH 0° 01’ EAST 69.63 FEET; THENCE PARALLEL WITH THE NORTHERLY LINE OF SAID LOT 15;

3RD: SOUTH 89° 53’ WEST 332.30 FEET, MORE OR LESS, TO THE INTERSECTION WITH A LINE WHICH IS PARALLEL WITH THE EASTERLY LINE OF SAID LOT 15, AND PASSES THROUGH SAID POINT OF BEGINNING; THENCE ALONG SAID LAST

MENTIONED PARALLEL LINE,

4TH: NORTH 0° 01’ WEST 69.63 FEET TO THE POINT OF BEGINNING.

EXCEPT ALL WATER PIPES, GATES AND VALVES AND ALL OTHER PROPERTY

WHICH BELONG TO OR COMPRISE PORTIONS OF THE IRRIGATION OR WATER SYSTEM USED IN CONNECTION WITH SAID LAND.

PARCEL 2:

A NON-EXCLUSIVE EASEMENT, FOR MOTOR VEHICLE DRIVEWAY PURPOSES, OVER THE NORTHERLY 12 FEET OF LOT 15, GARDEN CITY ACRES, IN THE COUNTY

OF VENTURA, STATE OF CALIFORNIA, ACCORDING TO THE MAP THEREOF RECORDED IN BOOK 11, PAGE 104 OF MISCELLANEOUS RECORDS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

EXCEPT THAT PORTION THEREOF LYING WITHIN THE HEREINBEFORE DESCRIBED PARCEL 1.

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PARCEL 3: APN: 222-0-042-120

THE SOUTH 69.63 FEET OF THE NORTH 139.26 FEET OF LOT 15, GARDEN CITY ACRES,

IN THE CITY OF OXNARD, COUNTY OF VENTURA, STATE OF CALIFORNIA,

ACCORDING TO THE MAP THEREOF RECORDED IN THE OFFICE OF THE COUNTY RECORDER OF SAID VENTURA COUNTY IN BOOK 11, PAGES 104 AND 105 OF MAPS.

TOGETHER WITH AN UNDIVIDED ONE-SIXTIETH (1/60TH) INTEREST IN AND TO THE

WELL AND WATER SYSTEM NOW INSTALLED IN SAID TRACT WITH THE RIGHT TO

GO UPON THE LANDS UPON WHICH SAID WELL AND WATER SYSTEM ARE

LOCATED FOR THE PURPOSE OF OPERATING SAME AND TAKING WATER THEREFROM.

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CERTIFICATE OF ACCEPTANCE

This is to certify that the interest in real property conveyed by the Grant Deed dated ______________________, 2026, from HABITAT FOR HUMANITY, VENTURA COUNTY, INC., a California nonprofit public benefit corporation, to the CITY OF OXNARD, a municipal corporation of the State of California (the “Grantee”), is hereby accepted by the undersigned officer on behalf of the City Council of the City of Oxnard pursuant to authority conferred by the City Council through Resolution No. ______________ adopted on ______________________, ________, and the Grantee consents to recordation thereof by its duly authorized officer.

“GRANTEE”

CITY OF OXNARD,
a municipal corporation of the State of California

By: _________________________________
Name: _______________________________
Its: __________________________________
Dated: __________________________, 2026

APPROVED AS TO FORM:

KANE, BALLMER & BERKMAN
City Special Counsel

By: _________________________________
Todd C. Mooney
Principal Attorney

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11 Agreement No. 32600387
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California )
County of _____________________ )

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature _____________________________
510
Acquisition of Vacant Real Property Located at 5230
Cypress Road and 5208 Cypress Road and
Identified with Assessor Parcel Numbers
222-0-042-120 and 222-0-042-110
Brenda Lopez, Housing Director
Housing Department
City Council
April 7, 2026
511

BACKGROUND

1. In 2009, Habitat for Humanity, Ventura County, Inc. (Habitat) acquired two vacant side-by-side properties at 5230 Cypress Rd and 5208 Cypress Rd (the “Property”) using two (2) loans (“Original Loan Agreements”) totaling $1,060,000 from the former Community Development Commission (“CDC”).

2. The Original Loan Agreements required that Habitat develop a. three to five single family homes under the terms of the first $300,000 loan agreement (Agreement # A-7202) which provided the funding to acquire the property located at 5208 Cypress Rd, and
b. four to seven single family homes under the second $760,000 loan agreement (Agreement # A-6940) which provided funding to acquire the property located at 5230 Cypress Rd.
2 512

3. In 2012 when the State dissolved the redevelopment agencies, the Original Loan Agreements, including the Promissory Notes and Deeds of Trusts, were reassigned to the City pursuant to the “Supplement to Instrument Confirming Ownership of Commission Assets by Successor Agency” entered into on September 12, 2012 between the City and the Oxnard Community Development Commission Successor.

4. Around 2019, Habitat requested to amend the Loan Agreements and instead develop twenty-eight (28) affordable housing rental units on the site.

5. To date, the design and entitlements for the proposed development has not been completed. Further, except for the original loans from the City, the funding needed to construct the project has not been secured.

6. Considering the amount of time that has lapsed, Habitat has agreed to the proposed Settlement Agreement which allows the City to acquire the Property.

BACKGROUND Cont.
3 513

PROPERTY LOCATIONS
4 5208 Cypress Rd.
5230 Cypress Rd.
514

1. The proposed Resolution approves the Settlement Agreement and Grant Deed for the City to acquire the Property from Habitat for a conveyance payment of one dollar ($1).

Key terms of the Settlement Agreement include:
a. In lieu of the City pursuing repayment of the loans and non-judicial foreclosure of the Property, the Parties agree that Habitat shall convey the Property to the City in exchange for the Purchaser’s forgiveness of the two promissory notes under the City’s Original Loan Agreements for a combined amount of $1,060,000. b. The City will pay all transaction fees/related costs necessary to close on the transaction to acquire the Property (estimated cost of up to $10,000). c. The City will have the option of terminating the Settlement Agreement if the City disapproves of any exception appearing on title.

DISCUSSION
5 515

2. Following City Council adoption of the Resolution and execution of the Settlement Agreement, escrow will be opened to transfer the Property from Habitat to the City within 90 days.

3. Once acquired by the City, staff will return to Council to seek authorization to surplus the Property following the requirements of the State Surplus Land Act (SLA).

4. As required by the SLA requirements, the Property will first be offered for the development of affordable housing. If no interest is received, or if negotiations do not result in the disposition of the Property, then the Property could be offered for the development of other uses including market-rate housing.

5. If market-rate housing of 10 or more homes were proposed the SLA requires at least 15% of the units reserved for households earning lower income levels (defined as at or below 80% Area Median Income).

DISCUSSION Cont.
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On April 4, 2024 the Planning Commission adopted Resolution Number 2024-07 which determined that the acquisition of the Property is consistent with the Oxnard 2030 General Plan and is not a “Project” for purposes of CEQA and State CEQA guidelines since the determination does not result in either a direct or physical change to the environment, or a reasonably foreseeable indirect physical change to the environment (CEQA Guidelines Section 158061(b)(3) and Section 15378(b)(5).

ENVIRONMENTAL IMPACT
7 517
There is sufficient FY 2025-26 Housing Department General Fund (101) operating budget available to fund the costs associated with the acquisition of the Property.

FINANCIAL IMPACT
8 518
This item did not originate in Committee because it is a continuation of an item previously considered by City Council in Closed Session on February 6, 2024.

COMMITTEE OUTCOME
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That the City Council adopt a Resolution of the City Council of the City of Oxnard,
1) approving a Settlement Agreement in the amount of one dollar ($1) for the acquisition of unimproved real property located at 5230 Cypress Road and 5208 Cypress Road from current landowner Habitat for Humanity, Ventura County, Inc. and
2) authorizing the Housing Director or designee to execute any and all documents necessary to complete the acquisition.

RECOMMENDATION
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End of Presentation
521

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.6

DATE: April 7, 2026

TO: City Council

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

SUBJECT: Fourth Amendment to Agreement A-8136 with Enterprise Fleet Management.

RECOMMENDATION

That the City Council approve and authorize the Mayor to execute a Fourth Amendment to the Agreement with Enterprise Fleet Management, Inc., increasing the current agreement value by $3,500,000 for a total not to exceed amount of $18,813,000 and extend the term through April 18, 2027, utilizing the Sourcewell contract 030122-EFM for Fleet Management Services that includes vehicle leasing and maintenance management.

(This item did not originate in Committee as it is a continuation from an item previously taken to Council.)

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/KOrRC72qY6w

BACKGROUND

The Fleet Services Division of Public Works oversees the management and maintenance of the City’s 978 fleet vehicles and equipment, including light, medium, and heavy-duty units, with a total asset value exceeding $60 million as of February 5, 2026. As part of its fleet management responsibilities, Fleet Services assists City departments with the procurement and leasing of vehicles, including developing specifications, coordinating vehicle outfitting, processing lease payments, and authorizing repairs. Individual departments retain responsibility for managing their respective fleet inventories and associated budgets.

In 2012, the City of Oxnard Police Department began leasing vehicles through Enterprise Fleet Management’s Lease to Own Program to replace aging vehicles with more efficient ones. The program enables vehicle leasing with terms ranging from 12 to 60 months and includes an option to purchase at the end of the lease. It has allowed City Departments to replace aging, unreliable vehicles that are expensive to repair with new ones featuring updated technology and safety features, while requiring little or no upfront cost and offering reasonable monthly payments.

In June of 2019, the City Council approved a three-year agreement, A-8136, with Enterprise Fleet Management, Inc., to lease vehicles for the Police Department’s Investigative Services and Administrative Services Bureaus for an amount not to exceed $675,000, utilizing the Sourcewell contract 060618-EFM. The Sourcewell contract was valid through July 24, 2022.

The First Amendment to the agreement was approved by the City Council in March of 2020, authorizing all City departments to utilize current vehicle replacement funds for leasing or future leasing of vehicles, as well as enrolling all new leased and city-owned vehicles that qualify into Enterprise’s Maintenance Management Program, except for emergency vehicles, which are internally serviced by the Fleet Services Division. In addition, the amendment extended the term through December 1, 2025, and increased the agreement value by $3,425,000 for a new contract amount of $4,100,000.

522
In March of 2022, the City Council approved a Second Amendment to the agreement, increasing the agreement's value by $2,695,000 for a new contract amount of $6,795,000 for the leasing of all Police Department vehicles and expanded the lease program to include patrol cruisers and other support vehicles through the term of the agreement.

In July of 2024, the City Council approved a Third Amendment to the agreement, increasing the agreement’s value by $8,518,000 for a new contract amount of $15,313,000 and extending the term through April 18, 2026. The amendment covered monthly lease charges for existing leases, maintenance costs, upfront costs for new leases, and monthly lease charges through the term of the agreement for all City Departments.

Agreement Council Approval Date NTE Value Term Date
Original June 18, 2019 $675,000 June 30, 2022
First Amendment March 17, 2020 $4,100,000 December 1, 2025 Second Amendment March 29, 2022 $6,795,000 December 1, 2025 Third Amendment July 16, 2024 $15,313,000 April 18, 2026

DISCUSSION

The Enterprise lease agreement enables the City to regularly address its fleet needs with vehicles without incurring the significant upfront capital expense of purchasing them outright. The program also allows the City to avoid the substantial depreciation that typically occurs in the first few years of vehicle ownership. Operationally, the lease program has provided access to newer, safer, and more reliable vehicles. Prior to the implementation of the leasing program, the average fleet age was 14.3 years. Since adopting the leasing program, the average fleet age has been reduced to 11 years, resulting in lower repair and maintenance costs, improved fuel efficiency, reduced vehicle downtime, and safer/reliable vehicles.

In addition, the lease program has enabled the Police Department to maintain a well-balanced and mission-ready patrol fleet. Access to safe, dependable vehicles that can perform reliably in critical and high-risk situations is essential to both officer safety and community protection. The program also provides flexibility to lease a wide range of vehicle configurations to meet operational needs, including gasoline, diesel, and CNG-fueled vehicles, as well as Zero Emission Vehicles (ZEV), such as electric and hydrogen-powered models.

The City currently leases 263 vehicles. Below is a list of the number of vehicles leased by each department/division.

DEPARTMENT/DIVISION # VEHICLES
311 Program 2
PURCHASING 1
ENGINEERING 10
TRAFFIC ENGINEERING 1
PARKS 17
SPECIAL DISTRICTS 4
STREETS 14
COMMUNITY DEVELOPMENT 8
CODE COMPLIANCE 5
RECREATION 5
WATER 45
523
WASTEWATER 22
ENVIRONMENTAL RESOURCES 6
IT 2
FACILITIES 13
FLEET SERVICES 1
FIRE 22
POLICE 85
TOTAL 263

Leasing vehicles provides several practical advantages that do not maintain a formal capital replacement program. It allows City departments to replace aging, unreliable vehicles that often require frequent and costly repairs with newer models that are more dependable and equipped with modern technology, improved fuel efficiency, and enhanced safety features. This approach helps ensure that staff have access to reliable equipment necessary to perform their duties while minimizing operational disruptions caused by vehicle downtime.

Another key benefit of leasing is that it typically requires little to no upfront capital investment. Instead of large one-time expenditures to purchase vehicles outright, departments can spread costs over predictable and manageable monthly payments. This structure allows departments to maintain and update their fleets while operating within existing operating budgets, which is particularly valuable for agencies without a dedicated capital vehicle replacement fund.

Leasing also provides financial flexibility through the potential use of positive equity during the lease term. At the midpoint of a lease, or at other points when market conditions allow, departments can evaluate whether the vehicle’s market value exceeds the remaining payoff amount. If positive equity exists, it may be applied as a lump-sum credit toward a replacement vehicle. Doing so can help reduce the monthly payment on a subsequent lease or purchase, effectively stretching departmental vehicle budgets further and supporting a more consistent replacement cycle.

Finally, leasing supports better long-term fleet management by enabling departments to cycle vehicles out of service before maintenance costs escalate significantly. Regularly introducing newer vehicles into the fleet can improve reliability, reduce maintenance expenses, and maintain compliance with evolving safety and emissions standards.

Leasing also provides a practical pathway for integrating Zero Emission Vehicles (ZEVs) into the City’s fleet in accordance with the State mandate requiring the City to reach an additional 18 ZEVs by December 31, 2026. By utilizing leasing, the City can incrementally add ZEVs as vehicles are replaced, allowing departments to transition to cleaner technologies without significant upfront capital costs. This approach supports compliance with State requirements while enabling the City to evaluate vehicle performance, infrastructure needs, and operational suitability as ZEV adoption increases.

While Fleet Services can assist departments in monitoring lease terms, evaluating equity positions, and coordinating replacement vehicles, individual departments remain responsible for managing their budgets, reviewing lease milestones, and making timely decisions regarding their vehicle inventory. This shared approach helps ensure both fiscal accountability and effective fleet management across the organization.

City Purchasing Policy authorizes the use of governmental cooperative contracts for the acquisition of goods, equipment, and contractual services, provided the contracts have been competitively solicited and awarded in compliance with applicable local, State, and federal public procurement laws. Sourcewell administers a cooperative purchasing program that offers competitively solicited contracts for use by government agencies. Enterprise Fleet Management holds a cooperative contract with Sourcewell for Fleet Management Services, which includes vehicle leasing and maintenance management services.

On January 11, 2022, Sourcewell issued RFP #030122, with proposals due on March 1, 2022. Following a formal evaluation process, the Sourcewell Proposal Evaluation Committee recommended awarding the contract to Enterprise 524
Fleet Management. Contract #030122-EFM became effective on May 4, 2022, for a four-year term scheduled to expire on April 18, 2026, and included an option for one additional one-year extension. On January 21, 2026, Sourcewell and Enterprise Fleet Management mutually exercised the one-year extension, establishing a revised expiration date of April 18, 2027.

The City intends to continue utilizing Sourcewell Contract #030122-EFM for vehicle leasing and maintenance services through April 18, 2027. Accordingly, staff recommends approval of a Fourth Amendment to the City’s existing agreement with Enterprise Fleet Management under the active Sourcewell contract. The proposed amendment would increase the contract amount by $3,500,000, for a total not-to-exceed amount of $18,813,000, and extend the term through April 18, 2027, consistent with the expiration of the Sourcewell contract. The additional funding will cover monthly lease payments for existing vehicles, upfront costs and monthly payments for new leases, and associated maintenance expenses for all City departments through the term of the agreement.

STRATEGIC PRIORITIES

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

FINANCIAL IMPACT

The total cost for this amendment is $3,500,000 for a new not-to-exceed contract value of $18,813,000 with Enterprise Fleet Management, Inc., through April 18, 2027. Funding for this year has been programmed in the Adopted Fiscal Year 2025-26 budget from various departments. Fiscal Year 2026-27 allocations will be requested during the annual budget process. Estimated costs are itemized below.

Current Lease Payments $2,000,000
FY 2026-27 New Lease Payments $400,000
FY 2026-27 New Lease Upfront Costs $800,000
FY 2026-27 Maintenance Costs $300,000
TOTAL $3,500,000

COMMITTEE OUTCOME

This item did not originate in Committee as it is a continuation from an item previously taken to Council.

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

ATTACHMENTS

1. A-8136 Fourth Amendment

2. Agreement A-8136 Original, 1st , 2nd, and 3rd Amendments

3. Sourcewell - Enterprise Fleet Contract 030122

4. Presentation

525
Agreement No. A-8136
F
OURTH AMENDMENT TO VEHICLE LEASE AGREEMENT (V-01-17-19)

FOURTH AMENDMENT TO VEHICLE LEASE AGREEMENT
Th
is Fourth Amendment (“Fourth Amendment”) to the Vehicle Lease Agreement (“Agreement”) is made and entered into in the County of Ventura, State of California, this ______ day of __________, 20___, by and between the City of Oxnard, a municipal corporation (“City”), and Enterprise Fleet Management, Inc. (“ Vendor”). This Fourth Amendment amends the Agreement entered into on July 1, 2019, by City and Vendor. The Agreement previously has been amended on March 17, 2020, by a First Amendment, on March 29, 2022 by a Second Amendment, and on July 17, 2024, by a Third Amendment.

W
HEREAS, the City and Enterprise Fleet Management, Inc. entered into an agreement on July 1, 2019, for services (“Agreement”); and
WHEREAS, the Parties desire to ensure continuity of the Services without interruption and to maintain an orderly transition and uninterrupted performance during the extended period of need; and
WHEREAS, the Parties further desire to extend the Term of the Agreement for an additional period as specified in this amendment (the "Amendment") in order to allow Vendor to continue providing the Services on the same general terms and conditions, except as expressly modified by this Amendment; and
WHEREAS, the Parties acknowledge that, to support the intended continuation of the Services during the extended Term, it is necessary and appropriate to increase the Not -to-Exceed Amount by the additional amount specified in this Amendment, so that the Agreement has sufficient authorized funding capacity for Services performed and properly invoiced in accordance with the Agreement as amended; and
W
HEREAS, the Agreement has been previously amended, including a Third Amendment, which extended the term of the Agreement through April 18, 2026 and increased the not -to-exceed amount to $15,313,000.00; and
W
HEREAS, Section 4 of the Agreement establishes the term of the Agreement, and the City and Enterprise Fleet Management, Inc. now desire to further amend Section 4 to extend the term of the Agreement through April 18, 2027; and
W
HEREAS, the City and Enterprise Fleet Management, Inc. further desire to amend the Agreement to increase the not -to-exceed amount from $15,313,000.00 to $18,813,000.00 to accommodate the extended term and continued services; and W
HEREAS, except as expressly amended herein, all other terms and conditions of the Agreement shall remain unchanged and in full force and effect.

N
OW, THEREFORE, in consideration of the mutual covenants and agreements set forth herein, the parties agree to amend the Agreement as set forth in this Fourth Amendment.

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Oxnard City CouncilApril 7, 2026

Oxnard City Council
April 7, 2026