Oxnard City Council
April 21, 2026

ATTACHMENT A TO COUNTY-CITY ANIMAL SERVICES AGREEMENT

COUNTY OF VENTURA
AND

CITY OF OXNARD
FY 2026/27 SERVICE LEVEL REQUEST
PART ONE: AVAILABLE SERVICES AND APPLICABLE BILLING

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

1. Shelter Services
As may be required, the County shall provide animal care services to the City for all animals originating within the boundaries of the City (whether picked up in the City or dropped off at the County’s animal shelter) when there is a stray/abandoned animal, adoption return, confiscation, cruelty, abuse or neglect investigation, or injured wildlife. The County will accept animals surrendered by their owners, dependent upon shelter capacity. For animals originating in the City and impounded, the County shall provide the following animal care services: sheltering, boarding, animal adoptions, foster care coordination, veterinary care and treatment, bite quarantine, euthanasia services, and disposal of deceased animals. Impounded animals will be vaccinated and provided necessary care, food and shelter in accordance with the provisions of state law. The animal’s picture will be posted on the Ventura County Animal Services Division’s (“Animal Services”) website as soon as practicable to assist the City’s residents in reclaiming a missing pet. The County will also provide, based upon availability of funding and resources, owner requested euthanasia, TNR (Trap, Neuter, Return) surgeries for community cats, and Pet Retention programming. These services will not result in the animal being impounded to the shelter. The County, in its sole and exclusive discretion, shall determine the public and non-public hours of operation and the staffing of the County animal shelters.

The owner or person entitled to the custody of any animal originating within the boundaries of the City and impounded at a County animal shelter can redeem such 199
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animal by paying applicable fees according to the rates and fees approved by the County Board of Supervisors, accruing up to the time of such redemption.

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

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

Example:

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

2018 INTAKE 2017 INTAKE 2016 INTAKE FUTURE YEAR WEIGHTED AVG Camarillo 1174 10.4% 1223 9.9% 1109 10.4% 10.3%
Fillmore 198 1.7% 320 2.6% 192 1.8% 2.0%
Moorpark 283 2.5% 245 2.0% 321 3.0% 2.5%
Ojai 44 0.4% 109 0.9% 50 0.5% 0.5%
Oxnard 4112 36.3% 4196 34.1% 3947 37.2% 36.0%
Port Hueneme 409 3.6% 432 3.5% 470 4.4% 3.8%
Simi Valley 1360 12.0% 1363 11.1% 1306 12.3% 11.8%
Ventura 1249 11.0% 1555 12.6% 1253 11.8% 11.6%
County 2494 22.0% 2864 23.3% 1971 18.5% 21.5%
Total Intake 11323 100.0% 12307 100.0% 10619 100.0% 100.0% 200
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The animal care budget will be allocated among the participating cities and the County based on the weighted three (3) calendar year animal intake percentage formula described above. For FY 2026-2027, the County’s animal care budget shall follow the following one (1) year fixed-rate schedule:
$8,469,151 for fiscal year 2026-2027.

In addition to the animal care formula charged to the participating cities, in the event of any animal intake at a County animal shelter originating from the City due to any law enforcement request, pending court case (including, but not limited to, a criminal case, a petition for writ of mandate under Code of Civil Procedure section 1085 or 1094.5, and a petition for hearing regarding whether a dog is potentially dangerous or vicious under Food and Agriculture Code section 31621, or related provisions of City Ordinance), or a court stay, which results in a County shelter stay of more than fifteen (15) days, the County shall also charge the City for animal care services according to the rates and fees approved by the County Board of Supervisors for each day that each such animal receives animal care services, and any fees have not been paid by the dog owner within 30 days of the County’s invoice for services being mailed to the dog owner.

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

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

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

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

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

The County will issue barking dog citations to owners of dogs residing within the jurisdictional limits of the City upon the required showing being made under City ordinance regarding the existence of a barking nuisance. The County shall charge the City according to the rates and fees approved by the County Board of Supervisors for 202
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County employee time expended in reviewing and responding to complaints regarding barking dog nuisances in the jurisdictional limits of the City, regardless of whether a barking nuisance citation is ultimately issued. Once a citation is issued, the dog owner will be responsible for paying the County’s standard fee for any administrative review of a citation, as well as paying any required hearing deposit to request an administrative hearing to contest the citation, unless the dog owner establishes to the County the dog owner’s financial inability to pay, in which case, the City shall reimburse the County according to the rates and fees approved by the County Board of Supervisors for County employees providing services based on the time expended per hearing; and if the County retains the services of an administrative hearing officer who is not a County employee, the City agrees to reimburse the County for hearing officer services rendered at the administrative hearing officer’s customary hourly rate.

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

C. Administrative Services

1. Animal License Processing per License
At the election of the City, the County and/or the County’s vendor shall provide the City with animal license processing services at the annual fiscal year cost of six dollars ($6.00) per applicable cat or dog license for each animal within the boundaries of the City. The County and/or the County’s vendor shall mail license renewal notices to the animal owner of record; and when the renewal and payment are received, the County will process licenses. If the County and/or the County’s vendor provides online web-licensing, it shall provide such web-licensing at no additional cost to the City. Licenses will be required before the County will release an animal to a resident of the City. The City animal license fees that the County 203
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and/or the County’s vendor collects (less the amount of the County’s license processing fee of six dollars ($6.00)) will be credited to the City quarterly in arrears against the amount that the City owes the County under the parties’ animal services agreement.

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

Animal Care Services:
☒ The City authorizes the County to provide animal care services for animals originating within the boundaries of the City during fiscal year 2026/27 according to the terms and conditions set forth in Part One of this Agreement. The budgeted cost of animal care services for the City will be $3,388,274.47 for fiscal year 2026/27. In addition to the budgeted amount, as more fully set forth in Part One above, the City will also pay the County, according to rates and fees approved by the County Board of Supervisors for: (1) animal care services associated with County shelter stays of more than fifteen (15) days; (2) for County employee time expended in connection with petitions brought by the Director of Animal Services to determine whether dogs residing in the jurisdictional limits of the City are potentially dangerous or vicious, and (3) for County employee time expended in connection with any appeals from such determinations. In addition, if an administrative hearing officer is not a County employee, the City agrees to reimburse the County’s costs for administrative hearing officer time at the administrative hearing officer’s customary hourly rate. Consistent with Section 8.3 of the parties’ Animal Services Agreement, the County shall credit the City with revenues paid by City residents toward amounts owed by the City for services provided.

Field Services:
□ The City authorizes the County to provide budgeted field services during fiscal year 2026/27 of _____________________________; with field services budgeted at _________ hours per week, to be provided by the County to the City, according to the terms and conditions set forth in Part One. If it appears that the City may exceed its budgeted cost and hours for field services: (i) the County will continue to provide additional state-mandated services to the City, and the City agrees to pay for those additional state-mandated services according to the rates and fees 204
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approved by the County Board of Supervisors, and (ii) the County will only provide further field services that are not state-mandated to the City upon receipt of City written approval for such services, and the City agrees to pay for all such services authorized in writing by City personnel. The City hereby agrees to the County’s enforcement of the City’s municipal code provisions in providing field services. ☒ The City authorizes the County to provide field services only for emergency calls (requests for an animal services officer by law enforcement or fire personnel, aggressive animal at large threatening the public, wild animal at large in City area, livestock at large and in sight, stray animal bite with the animal at large or confined by a non-owner) at a not to exceed amount of _1000_ hours for the fiscal year.

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

Animal License Processing:
☒ The City authorizes the County and/or the County’s vendor to provide animal license processing services for the City during fiscal year 2026/27 according to the terms and conditions set forth in Part One.
□ The City has adopted the license fees set forth in Animal Services’ approved schedule of rates and fees.
☒ The City has adopted the following license fees that differ from the license fees set forth in the Ventura County Animal Services approved schedule of rates and fees:

Specify:

Current City license fees were adopted by the City on June 21, 2022. □ The City declines to have the County provide animal license processing. 205
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CITY OF OXNARD COUNTY OF VENTURA

Luis Mc Arthur, Date Esteban Rodriguez, Date
Mayor Director of Animal Services

ATTEST:

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

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

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.7
DATE: April 21, 2026
TO: City Council
FROM: Michael Wolfe, Public Works Director, (805) 385-8055, [email protected] SUBJECT: Second Amendment to Agreement 32300336 with Bureau Veritas Technical Assessments, LLC for Facilities Condition Assessments, ADA Assessments, and Facility Cost Models.

RECOMMENDATION
That the City Council approve and authorize the Mayor to execute a Second Amendment to the Agreement with Bureau Veritas Technical Assessments, LLC, increasing the amount by $252,491 for a new contract value of $592,491 and extend the term to March 21, 2027, for facility condition assessments, ADA assessments, and facility cost models. (This item did not originate in Committee as it is a continuation from an item previously taken to Council.)

BACKGROUND
The Oxnard Public Works Department (PW) is responsible for over 100 buildings. Most of these buildings are managed by the Facilities Division and have been impacted by long-term deferred maintenance and deferred capital improvements.

The City Council approved the three-year Agreement with Bureau Veritas Technical Assessments, LLC (“BV”) on March 21, 2023, and it was executed on March 22, 2023. This Agreement includes a comprehensive inventory and condition assessment of forty-one key City buildings and each building’s assets. These individual building condition assessments measured the performance of each building’s electrical, mechanical, structural, plumbing, landscaping, HVAC, and fire and life safety systems. It also provided recommendations and costs for preventive maintenance and addressing deferred maintenance needs. Information gathered from each facility condition assessment contributes to the planning for addressing the deferred maintenance projects with cost models for data-driven decisions to be integrated into the City’s five-year Capital Improvements Program. BV also completed ADA assessments for twelve key buildings.

On February 27, 2026, a First Amendment to the Agreement was approved for a time-only extension until April 21. 2026.

DISCUSSION
The Public Works Department recommends additional services for City-owned facilities that can be performed by BV through the approval of a Second Amendment to their Agreement. BV has agreed to continue providing these services at the previously approved rates that are contained in the Agreement. The new services that will be provided if there is an approval of the Second Amendment include:
• Additional Facilities Condition Assessments at 6 Sites, • Additional ADA Limited Accessibility Compliance at 28 Sites • Update the ADA Transition Plan for All Assessed Sites • Update the ADA Asset Management, Policy Review, and Program, • Field Assessments of Pavement and Sidewalks, and
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• Provide Financial Forecasts/Budgets (Total Cost of Ownership Report) All of the information that BV has been providing under this Agreement is being used as data and support information for the Enterprise Asset Management (EAM) software system implementation.

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.

FINANCIAL IMPACT
Approval of the Second Amendment to the Agreement with Bureau Veritas Technical Assessments, LLC, will increase the not-to-exceed amount from $340,000 to $592,491 and extend the term for one additional year, ending March 21, 2027. The total cost of this amended Agreement will not exceed $592,491. Services for this amendment will commence on July 1, 2026, or shortly thereafter. Facilities is the primary division utilizing this Agreement. The $252,491 will be included in the normal FY 2026-27 operating budget pending City Council’s approval within the Facilities and Engineering Divisions.

ACCOUNT ITEM AMOUNT
7353740-53200 Facility Condition Assessments at 6 Sites $38,811 7353740-53200 ADA Limited Accessibility Compliance at 28 Sites $47,790 7353740-53200 ADA Transition Plan for All Assessed Sites $17,280 1013102-53200 ADA Asset Management, Policy Review, and Program $12,160 1013102-53200 Field Assessments of Pavement and Sidewalks $70,000 7353740-53200 Financial Forecast/Total Cost of Ownership Report $66,450 TOTAL $252,491

COMMITTEE OUTCOME
This item did not originate in Committee as it is a continuation from an item previously taken to Council.

Prepared by: Steve Howlett, Assistant Public Works Director, Ted Quiroz, Facilities Manager

ATTACHMENTS

1. Second Amendment 3230336

2. Agreement 32300336 - First Amendment

3. City Buildings and Locations List
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SECOND AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
This Second Amendment (“Second Amendment”) to the professional services agreement (“Agreement”) is made and entered into in the County of Ventura, State of California, this day of , 2026, by and between the City of Oxnard, a municipal corporation (“City”), and Bureau Veritas Technical Assessments, LLC (“Consultant”). This Second Amendment amends the Agreement entered into on March 22, 2023, by City and Consultant.

City and Consultant agree as follows:

WHEREAS, the City has determined there is a need to extend the term of the agreement in order to maintain the continuity of services related to Asset Management Program Framework Development for the City; and
WHEREAS, the City and Consultant agree additional work/services are needed that were not contemplated by the Original Agreement, necessitating a term extension and increase to the total contract amount;
WHEREAS, it is necessary and mutually agreed upon to extend the term, increase the amount and modify the scope of services of the Original Agreement to allow for additional evaluation and reporting by Consultant of certain City Facilities ADA Compliance utilizing the Consultant’s proprietary software and the costs associated with doing so; NOW, THEREFORE, in consideration of the mutual covenants and agreements set forth herein, the parties agree to amend the Original Agreement as set forth in this Amendment.

1. The agreement ending date in Section 5 of the cover page of the Agreement is hereby amended to “March 21, 2027.”

2. The total agreement amount in Section 6 of the cover page of the Agreement is hereby amended from "$340,000.00 to “$592,491.00.

3. The reference to the Scope of Services Exhibit everywhere it is listed in the Agreement is hereby amended to add also the Scope of Services Exhibit A. The Scope of Services Exhibit A is attached hereto and incorporated herein by this reference.

4. As so amended, the Agreement remains in full force and effect. [Signatures on next page]
Agreement No. 32300336 Page 1 of 33
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Agreement No. 32300336
IN WITNESS WHEREOF, the parties hereto have executed the Amendment on the date first written above.

CITY OF OXNARD BUREAU VERITAS TECHNICAL

ASSESSMENTS, LLC
☐Luis A. Mc Arthur, Mayor1 Date Erik Piller, Date
☐Libertad Macias, Purchasing Agent 2 Senior Vice President ATTEST:

Matt Munter, 3
Executive Vice President
Date
Lourdes A. López, City Clerk Date
(only if Mayor signs)
APPROVED AS TO FORM:

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

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

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

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SCOPE OF SERVICES EXHIBIT A
February 25, 2026
Via Email: [email protected]
Mr. Ted Quiroz
Facility Manager
City of Oxnard
1060 Pacific Avenue, Bldg. 3
Oxnard, CA 93030
RE: Additional Services for Agreement 32300336
Proposal No: 173009.25A
Dear Mr. Quiroz:

We are pleased to provide City of Oxnard (hereinafter referred to as “Client”) with the following proposal. If accepted, Bureau Veritas Technical Assessments LLC (hereinafter referred to as “BVTA”) will perform the services listed below (collectively, the “Services”) meeting the specifications hereafter described.

Property(ies)
See – Site List - Oxnard, California
Proposed Service(s) & Fee(s)
Service(s) Lump Sum Fee(s) Initials
Task 3: Facility Condition Assessments at 6 Sites $ 38,810.88 Task 3.2: ADA Limited Accessibility Compliance at 28 Sites $ 47,789.38 Task 3.2: ADA Transition Plan for All Assessed Sites $ 17,280.00 Task 1-2-3: ADA Asset Management ADA Policy Review and Program $ 12,160.00 Task 3.2: Field Assessments of Pavement and Sidewalks @ $700/mi (100 miles) $ 70,000.00 Task 2-3-4: Financial Forecast/Budgets - Total Cost of Ownership Report $ 66,450.00 All fees referred to in this document are expressed in US Dollars. Pricing is not inclusive of taxes. If applicable, taxes shall be included at the time of invoicing, payable by the client and remitted by BVTA to the taxing municipality.

The proposed fees are limited to the specific Services described in this Proposal, performed according to the requirements of the corresponding ASTM standard practices, or Client-specified Protocols.

Deliverable(s)
The quoted price includes the delivery of:
# of Report Type Method of Delivery
30 Sites Draft Email Full Report (PDF)
30 Sites Final Email Full Report (PDF)
Unless otherwise specified, BVTA will submit all reports in Final format. Timing for completion of any requested post-delivery modifications to the report will be determined at the time of the request.

BVTA’s proposed fees include electronic deliverables only. If hard copy or fixed media deliverables are required in addition to electronic deliverables, BVTA will provide pricing for production and delivery upon request.

Timing
BVTA’s report(s) will be delivered within 90-120 full business/working days after receipt and approval of the signed proposal document.

After engagement, a call will be placed to the designated onsite Point of Contact (POC) provided by the Client in order to schedule the site visit(s), where applicable. The Client acknowledges that the Point of Contact provided shall be deemed an agent of the Client for the purposes of providing access and conveying information pertaining Agreement No. 32300336 Page 3 of 33
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to the Site.

Projects Placed on Hold or Canceled
Should the Client place the awarded project on hold or cancel the engagement after contract execution, the Client agrees to pay project-specific costs incurred by BVTA, such as administrative processing, regulatory database searches and non-recoverable travel fees, as well as a percentage of the project fee, depending upon the time the project is placed on hold or cancelled. Please note that BVTA invoices canceled jobs at the time of cancellation.

Jobs on hold will be automatically invoiced 30 days from the date of the hold request. Requests to cancel or place projects on or off hold must be received by BVTA in writing (email acceptable) from the Client. Invoices billed as a result of projects being placed on hold or canceled are fully collectible.

Payment & Details
BVTA will submit a monthly consolidated invoice inclusive of all services performed to date. The per site fee will be established per the schedule of values provided at the program kick-off and invoiced at the billing milestones stated below. Invoices will be payable within 30 days of receipt:

Billing Milestone Percentage Invoiced
Completion of onsite assessments 50% of per site fee
Delivery of Draft Reports 45% of per site fee
Delivery of Final* Reports 5% of per site fee
*If comments on the Draft reports are not received within 60 calendar days, BVTA will invoice for Final Reports.

Upon receipt of each monthly invoice, the amount due per billing milestone is fully collectible. Please forward payments to: Accounting Department, Bureau Veritas Technical Assessments LLC, PO Box 74007289, Chicago, IL 60674-7289 or contact your BVTA administrator to pay via credit card or to receive wiring instructions.

BVTA recommends payment by credit card for amounts less than $1000. Please ensure that Proposal #173009.25P or invoice number is clearly identified on all payments and correspondence for proper credit.

Documents to be Furnished by Client
In order to facilitate a cursory review of pre-existing documents for each Project, BVTA asks to be furnished with electronic or printed copies of available site information. Such documents may include:

Note: Documents to be reviewed should be provided to BVTA within five (5) business days and not less than one (1) day prior to the onsite. In the event that documents can only be made available at the Site, BVTA will perform a cursory review during the site visit as time permits. If documents are received after the site visit date, or if the volume of documentation is determined by BVTA to be excessive, then the Project may be subject to additional review fees at the rate of $215.00 per hour. Any additional review fees will be mutually agreed upon by BVTA and the Client at the time of review request and will be authorized using a Change Order.

Terms & Conditions
BVTA will perform its Services subject to the attached "Terms & Conditions", which are incorporated by reference and made a part of this Proposal. Please indicate your acceptance of this Proposal by signing the attached "Project Authorization" page where indicated and return it to BVTA. Please feel free to contact me at (800) 733-0660 x.7292704 or [email protected] should you have any questions. BVTA welcomes the opportunity to be of service.

Sincerely,
Bureau Veritas Technical Assessments LLC
Erik S. Piller, Executive Vice President
Attachments: Site List and Price Breakdown; Description of Services; Terms & Conditions; Project Authorization Agreement No. 32300336 Page 4 of 33
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Site List
Facility Name Year Built SF Address
Armory ADA / FCA 11,000 351 S K St.

AWPF ADA 9,920 5700 Perkins Rd.

Carnegie Museum ADA 8,389 424 S C St.

City Yard ADA 54,700 1060 Pacific Ave.

Civic Center West ADA 15,000 305 W 3rd St.

Colonia Boxing Center ADA 1,830 520 E 1st St.

Colonia Gym ADA 10,996 195 N Marquita St.

Colonia Youth Center ADA 3,750 197 N Marquita St.

Downtown Parking Structure ADA 182,000 324 S B St.

Field House ADA 5,000 2101 W Vineyard Ave
Fire Station 1 ADA 7,277 491 S K St.

Fire Station 2 ADA 3,727 531 E Pleasant Valley Rd.

Fire Station 3 ADA 3,197 150 Hill St.

Fire Station 4 ADA 5,676 230 W Vineyard
Fire Station 5 ADA 4,060 1459 Colonia Rd.

Fire Station 6 ADA 4,250 2601 Peninsula Rd.

Fire Station 7 ADA 9,449 3300 Turnout Park
Fire Station 8 ADA 7,540 3000 S Rose
Gull Wing Museum ADA / FCA 4,000 418 W 4th St.

PACC ADA 50,585 800 Hobson Way
PAL Gym ADA 29,613 350 S K St.

Police Annex- Sturgis ADA 60,000 3001 Sturgis Rd
Police Storage ADA 1,200 251 S C St.

River Ridge Golf Course ADA / FCA 14,000 2401 W Vineyard Social Security ADA / FCA 13,646 425 S C St.

Waste Water Complex ADA 1,350,360 5751 Perkins Rd.

Water Yard ADA 26,308 251 S Hayes
Water Admin ADA 6,409 251 S Hayes
Old High School - Two Story FCA 50,000 450 S K St.

Headworks Building FCA 4,225 5741 Perkins Rd.
1,958,107
Agreement No. 32300336 Page 5 of 33
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Description of Services
TASK 3 - FACILITY CONDITION ASSESSMENT
Project Understanding
Bureau Veritas (BV) understands that the Facility Condition Assessment (FCA) for The City of Oxnard (“Client”) will:
• Develop Asset Management Policy and Best Practices Guidelines • Include a comprehensive assessment of all sites, buildings, building systems, and infrastructure. • The FCA will follow the ASTM E2018-24 Standard Guide for Property Condition Assessments as applicable. • Determine the present condition and estimated life expectancy of various building systems and components. • Identify and document present condition of all physical assets including grounds, facilities, and infrastructure. • Recommend corrections for all deficiencies and provide cost estimates for corrections. • Prioritize and categorize deficient conditions, associated corrective actions, and information concerning building systems and deficiency categories.
• Establish anticipated renewal and replacement costs for the various systems and components. • Result in strategic plan for capital repairs, lifecycle component replacement, and building modernization. • Calculate the Current Replacement Value (CRV) and Facility Condition Index (FCI) for each facility. • Evaluate ADA compliance for City portfolio
Data Gathering and Interview
Our project plan details three distinct phases of the project. During each phase, we will require coordination and support from facility management.

Data Gathering Phase – During this phase, we will need the support of staff who can provide us access to drawings and records. The following is a typical list of exhibits requested. • Inspection Reports (sewer, boiler, chiller, etc)
• Building Systems Maintenance Records
• Owner Elected Repair list (if available)
• Original Building Plans (can be viewed on-site)
• Capital Expenditure Schedules (prior or planned)
• Fire Protection / Life Safety Plans
• Rehabilitation Budget and Scope (draft or final)
• Certificates of Occupancy / Facility License
• Prior Assessments
• Site Plan / Floor Plans
• Accessibility Transition Plans / Studies
• CMMS / IWMS Data Set
• Utility Bills (1 full year of bills)
• Prior Utility Consumption Studies
• Prior Energy Studies
In addition to the drawings and records, we will supply a pre-survey questionnaire for each facility or site. Our expectation is that someone with knowledge of maintenance and operations of the facility will complete this survey and be prepared to discuss it with us while on-site
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Site Phase – During the site phase, we will need support in the form of escorts while in the facilities to help us access mechanical areas, to discuss with us any known issues in the facility, and to answer other technical questions.

Report Review Stage – During the reports review stage – we will provide a complete draft deliverable for each building/site.

Client Coordination
Project Directory: BV will become familiar with Client’s existing property list and contact directory for each location.

We will contact or interview the facilities contacts as part of tour process to determine current use requirements and priority of properties based on agency goals.

Facility Access: Working with Client we will develop procedures to gain access to each facility. Our visits will be coordinated and pre-approved by Client prior to the visit. We will work with Client to establish a protocol that will ensure that our activities will have minimal disruption to the operation of each facility and will maintain a safe work environment.

Team Composition
The project will be managed by a Program Manager who will be your single point of contact. Reporting to the Program Manager will be several Project Managers who are architectural and engineering subject matter experts (SME) in the evaluation of building systems and generating the reports. We evaluate the building portfolio to determine which team members will be assigned to particular sites. Larger or more complex sites may have both an architect and an engineering SME. Smaller or simpler buildings will have a single SME field assessor that understands all building systems.

Technical Approach
Prior to assessments beginning, BV will conduct a Kickoff session to review requirements and to consolidate exhibits such as drawings and prior completed reports.

During the term of the project, BV will conduct regular Progress Meetings to maintain open communication with the entire project team and Client. In these meetings, BV will lead with an agenda that includes a focus on work plan, schedule, and project needs. This will permit the opportunity to proactively address challenges encountered, so that course adjustments may be made. Each meeting will conclude with task assignments, schedules, and goals to be met. BV will provide Client with a written status report that tracks and monitors the progress of the assessments against the schedule submitted.

BV has allocated the following meetings: Kick Off Meeting and a Final Findings Presentation meeting. Any additional in-person meetings will be on a time and expense basis.

Field Assessments
The assessment team will conduct a walk-through survey of the facility and site to observe systems and components, identify physical deficiencies, and formulate recommendations to remedy the physical deficiencies. • As a part of the walk-through survey, the assessment team will survey 100% of each facility. BV will survey the exterior and grounds, including the building exterior, roofs, sidewalk/pavement, and other areas as applicable. • The assessment team will interview the building maintenance staff about the subject property’s historical repairs and replacements and their costs, level of preventive maintenance exercised, pending repairs and improvements, and frequency of repairs and replacements.
• The assessment team will develop opinions based on their site assessment, interviews with Client’s building maintenance staff, and interviews with relevant maintenance contractors, municipal authorities, and experience gained on similar properties previously evaluated. The assessment team may also question others who are knowledgeable of the subject property’s physical condition and operation or knowledgeable of similar systems to gain comparative information to use in evaluation of the subject property. • The assessment team will review documents and information provided by Client’s maintenance staff that could also aid the knowledge of the subject property’s physical improvements, extent and type of use, and/or assist in identifying material discrepancies between reported information and observed conditions.

The facility condition assessment will focus on the following facility and site systems and components:

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Site + Infrastructure
• Topography: Observe the general topography and note any unusual or problematic features or conditions observed or reported.
• Paving, Curbing, and Parking: Identify the material types of paving and curbing systems at the subject property. • Flatwork: Identify the material flatwork at the subject property (sidewalks, plazas, patios, etc.). • Landscaping and Appurtenances: Identify the material landscaping features, material types of landscaping (fences, retaining walls, etc.), and site appurtenances (irrigation systems, fountains, lighting, signage, ponds, etc.). • Utilities: Identify the type of the material utilities provided to the property (water, electricity, natural gas, etc.).

We will assess condition, physical deficiencies, life cycle repair, and replacement issues.

Structural Frame + Building Envelope
• Identify the material elements of the structural frame and exterior walls, including the foundation system, floor framing system, roof framing system, facade or curtain-wall system, glazing system, exterior sealant, doors, commercial overhead doors, sliders, windows, and stairways, etc. • Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed. Observations may be subject to grade, and rooftop vantage points. • Visual inspection of observable areas for cracking and moisture infiltration as well as areas of apparent foundation settlement and displacement.
• In the event more information or exploratory testing is required, in order to provide remedial measures, the report may include recommendation for additional investigative testing (Tier 1 or Tier 2).

Wall Evaluation
• Photograph elevations and details both from internal and external vantage points, as well as from adjacent structures where possible.
• Observe representative operable and fixed panels on all facades, operating a representative sample of units to assess hardware, and to visually inspect exterior conditions and the condition of waterproofing seals. • Assess curtain wall condition to determine water infiltration, damage, caulk degradation, metal panel degradation, stone degradation and anchoring, and other related curtain wall issues.

Curtain Wall – As Required
• Review curtain wall condition and a sampling of fixed panels on facades to assess hardware and visually review exterior conditions and the condition of waterproofing seals, where accessible without the use of lifts, ladders, scaffolding, suspension devices, or the like; this may include observations from internal and external vantage points, as well as from adjacent structures. Observations are limited to grade and may include accessible balconies or rooftop vantage points.
• Review provided drawings and records of repair, replacement, and maintenance of framing and glazing

Roofing (Non-Invasive Visual)
• Identify the material roof systems including roof type, reported age, slope, drainage, etc. Also identify any unusual roofing conditions or rooftop equipment.
• Observe the general conditions of the roof system such as membranes, attachment methods, flashings, counter flashings, pitch pans, gravel stops, parapets, miscellaneous appurtenances, insulation, etc. • Observe for evidence of material repairs, significant ponding, or evidence of material roof leaks. Note if a roof warranty is in effect. Note any physical deficiencies identified or any unusual items observed or reported.

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• Identify the material rooftop equipment or accessories including antennas, lightning protection, HVAC equipment, solar equipment, etc. Include any material problems reported. • BV understands that the Client will provide OSHA compliant ladders or scaffolding (depending on roof type) so that the Project Manager may safely access roof areas. If requested, BV can provide a quote for ladder access as needed. Observations will be limited to readily accessible areas.

Plumbing
• Identify the material plumbing systems at the subject property including domestic water supply, sanitary sewer, or any special or unusual plumbing systems (such as water features, fuel systems, gas systems, etc.). • Identify the type and condition of restroom fixtures, drinking fountains and/or other miscellaneous plumbing equipment.
• Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed. Include any reported material system inadequacies.

Heating
• Identify the material heat generating systems at the subject property. • Observe the general conditions, identify the reported age of the equipment, note past material component replacements/ upgrades, note the apparent level of maintenance, and identify if a maintenance contract is in place. If heating equipment is not operational at the time of the walk-through survey, provide an opinion of the condition to the extent reasonably possible.
• Identify and observe any special or unusual heating systems or equipment present (such as fireplaces, solar heat, etc.) and note any reported material problems or inadequacies.

Air-Conditioning + Ventilation
• Identify the material air-conditioning and ventilation systems at the subject property. Include material equipment such as cooling towers, chillers (include type of refrigerant used), package units, split systems, air handlers, thermal storage equipment, etc.
• Identify the material distribution systems (supply and return, make-up air, exhaust, etc.) at the subject property. • Observe the general conditions, identify the reported age of the equipment, note past material component upgrades/ replacements, note the apparent level of maintenance, and identify if a maintenance contract is in place (and the name of the contractor). If air-conditioning and ventilation systems are not operational at the time of the walk-through survey, provide an opinion of the condition to the extent reasonably possible. • Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed. Additionally, include any material reported system inadequacies or operating deficiencies. • Identify and observe any special or unusual air-conditioning and ventilation systems or equipment (cold storage systems, special computer cooling equipment, etc.) and note any material reported problems or system inadequacies.

Electrical
• Identify the electrical service provided and distribution system at the subject property. Include material switchgear disconnects, circuit breakers, transformers, meters, emergency generators, general lighting systems, and other such equipment or systems.
• Observe general electrical items such as distribution panels, type of wiring, energy management systems, emergency power, lightning protection, etc.

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• Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed. Also note the presence of any special or unusual electrical equipment, systems, or devices at the subject property, and include reported material problems or system inadequacies.

Life Safety + Fire Protection
• Identify the material life safety/fire protection systems at the subject property, including sprinklers and stand pipes (wet or dry), fire hydrants, fire alarm systems, water storage, smoke detectors, fire extinguishers, emergency lighting, stairwell pressurization, smoke evacuation, etc. • Observe the general conditions and note any material physical deficiencies identified or any unusual items or conditions observed or reported including any reported system inadequacies.

Elevators + Vertical Transportation
• Identify the vertical transportation systems at the subject property. Include the equipment manufacturer, equipment type, location, number, capacity, etc.
• Observe elevator cabs, finishes, call and communication equipment, etc. • Identify the company that provides elevator/ escalator maintenance at the subject property. Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed or reported including any reported material system inadequacies.
• Out of Scope Issues: Performing any calculations, examination of operating system components such as cables, controller, motors, etc. Entering elevator/escalator pits or shafts.

Interior Elements
• Identify offices, special use areas and building standard finishes, including flooring, ceilings, walls, etc.

Furnishings and fixed components will be reviewed and included in the cost estimate tables for replacements.

Additionally, BV will identify material building amenities or special features. • Observe the general conditions and note any physical deficiencies identified or any unusual items or conditions observed or reported.

Food Service Spaces and Equipment
• Assess all Food Service equipment and spaces including kitchen, cafeteria, and dining and serving areas. Food service equipment (fixed equipment) will be evaluated for adherence to life/ safety code and ventilation requirements as well for condition and capital replacement.

Special Systems and Equipment
• Include all special systems and equipment, such as Emergency Medical Systems (EMC), chillers, radio towers, equipment lifts, chair lifts, chemical storage or treatment areas, storage tanks, dumbwaiters, vaults, public address systems, and telephone systems.

Limited Accessibility Compliance
• Provide a general statement of the subject building’s likely compliance to the Americans with Disabilities Act to help identify whether Client may be exposed to issues and whether there is the need for further review.

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Suspected Fungal Growth
• BV will perform a limited assessment of accessible areas for suspected fungal growth. • If we discover the presence of mold, conditions conducive to mold growth, and/or evidence of moisture, elevated relative humidity, water intrusion, and mildew-like odors – the affected areas will be photographed and recommendations for any additional moisture intrusion studies will be made.

Environmental Features
• BV will review environmental features of the property, to include appearance, cleanliness, acoustics, ventilation, and humidity.

Lead-based Paint
• A review of existing testing data and other documentation regarding lead-based paint that is available onsite is included in the cost of the Facilities Condition Assessment. BV will evaluate physical condition and will develop cost estimates for remediation of paint necessitated by pending renovations. • BV has the capability to provide a licensed lead-based paint inspector to conduct testing using an x-ray fluorescence analyzer at the Project as an additional service. The instrument is completely non-destructive and yields instantaneous results.

Asbestos
• A review of existing testing data and other documentation regarding asbestos that is available onsite is included in the cost of the Facilities Condition Assessment. BV will evaluate physical condition and will develop cost estimates for remediation of asbestos likely to be disturbed by renovations. • If asbestos testing is requested, BV will provide a licensed asbestos inspector to collect samples of suspect asbestos-containing materials at the Project as an additional service. Scope of this sampling will be determined after review of existing data, costs will be based on daily rate plus the cost of analysis.

Energy Conservation Analysis
• As part of the analysis of all evaluated systems mentioned above, BV will consider energy conservation savings when making repair or replace recommendations and include these projects in the project prioritization. • BV can provide as additional services an Energy Audit (ASHRAE Level I, II, or III) or Benchmarking (EnergyStar) services.

Ranking and Classification
Based upon our observations, research and judgment, along with consulting commonly accepted empirical Expected Useful Life (EUL) tables; BV will render our opinion as to when a system or component will most probably necessitate replacement.

Accurate historical replacement records provided by the facility manager are typically the best source for this data.

Exposure to the weather elements, initial system quality and installation, extent of use, the quality and amount of preventive maintenance exercised are all factors that impact the effective age of a system or component. As a result, a system or component may have an effective age that is greater or less than its actual age. The Remaining Useful Life (RUL) of a component or system equals the EUL less its effective age.

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Condition Ranking of Building Systems / Equipment
BV can rate the condition of each facility building system or component with this or another Client-specified fivepoint scale:
5 Excellent No visible defects, new or near new condition, may still be under warranty if applicable
4 Good Good condition, but no longer new, may be slightly defective or deteriorated, but is overall functional
3 Adequate Moderately deteriorated or defective, but has not exceeded useful life 2 Marginal Defective or deteriorated in need of replacement; exceeded useful life 1 Poor Critically damaged or in need of immediate repair; well past useful life BV can also include alternative categories to rank and weight priorities as required by the Client, such as functional deficiencies, aesthetics, time-based urgencies, and other mission critical factors.

Priority Classes
The analysis will include all cost observations be ranked by Priority Classes. The five classes below are typical but can be altered to meet your specifications and needs:

Priority 1: Currently Critical (Immediate): Requiring immediate action including a cited safety hazard and areas of accelerated deterioration, returning a building component to normal operation.

Priority 2: Potentially Critical (Year 1): Requiring action in the next year including components experiencing intermittent operations, potential life safety issues, and rapid deterioration, returning a building component to normal operation.

Priority 3: Necessary – Not Yet Critical (Years 2-3): Requiring appropriate attention to preclude predictable deterioration, potential downtime, additional damage, and higher costs to remediation if deferred further.

Priority 4: Recommended (Years 4-10, 15, 20): Representing a sensible improvement to the existing conditions (not required for the most basic function of the facility; however, will improve overall usability and/or reduce longterm maintenance costs).

Priority 5: Does Not Meet Current Code but “Grandfathered”: No Action required at this time but should substantial work be undertaken correction would be required.

Unformat Categories
The deficiencies observed will be classified into categories such as those below using the Uniformat System:
• A10 Foundations
• A20 Basement Construction
• B10 Superstructure
• B20 Exterior Enclosure
• B30 Roofing
• C10 Interior Construction
• C20 Stair
• C30 Interior Finishes
• D10 Conveying
• D20 Plumbing
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• D30 HVAC
• D40 Fire Protection
• D50 Electrical
• E10 Equipment
• E20 Furnishings
• F10 Special Construction
• F20 Selective Building Demolition

Cost Estimating
BV’s cost estimating database is comprised of RS Means data and further customized with proprietary cost tables developed by BV, based on historical and localized actual costs. BV maintains and updates our Uniformat-based cost estimating system with information received from the field. Through construction monitoring work, we have current cost data from hundreds of in-progress construction and rehabilitation projects. This data allows us to calculate costs based on local conditions to maintain a cost database that is typically more current than RS Means’ models.

Each report will include a Capital Needs Analysis including an estimated cost for each system or component repair or replacement anticipated during the evaluation term. The report will provide options for repair of the deficiency, and the capital needs analysis will be presented as an Excel-based cost table that includes a summary of the description of each component, the age and estimated remaining useful life, the anticipated year of repair or replacement, quantity, unit cost and total cost for the repair of each line item.

A consolidated Capital Needs Analysis will be presented that includes all anticipated capital needs for all buildings. The cost estimate for capital deficiencies will be based on the estimate for maintenance and repair, but may at Client’s option, also include project management costs, construction fees, and design fees. Project management costs, construction fees, and design fees will be derived using actual costs from previous projects. After determining these costs, we will confirm these costs with your staff.

Report Deliverables
BV will provide a report including a description of each of the building components and systems as described in the approach sections above. Each report is organized by building system and will include digital photos of major systems and components and of all deficiencies identified. Reports will include current and anticipated repairs and deficiencies, recommended repair and component life-cycle replacements, and applicable options for repair or maintenance of building components.

The Capital Needs analysis will include a cost database sorted by building system and ranked by priority for repair.

The format of the database will allow for reporting by building, by system, or by priority for repair, and a year-by-year analysis of capital needs.

Facility Condition Index
A Facility Condition Index will be calculated for each building. This index will be a function of required repairs compared to building replacement costs. The Facility Condition Index will be generated from the data collection/capital planning database and will be updated as components age or are replaced.

Capital Plan
Reports will reflect a 5-10-or 20 year capital plan based on BV’s 20-year building system evaluation. The analysis will include a cost table sorted by building and system and ranked by priority for repair. Tables will allow for the customization of reporting and a year-by-year capital needs analysis. The report will include:
• An Executive Summary with graphic presentation of results to provide a quick, user-friendly summary of the property’s observed condition and estimated costs assigned by category. These estimated costs shall be cross-referenced to report sections where an elaboration of cost issues will be presented.

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• Components observed that are exhibiting deferred maintenance issues and estimates for immediate and capital repair costs based on observed conditions, available maintenance history and industry-standard useful life estimates. If applicable, this analysis will include the review of any available documents pertaining to capital improvements completed within the last five-year periods, or currently under contract. BV shall also inquire about available maintenance records and procedures and interview current available on-site maintenance staff.
• Recommended schedule for replacement or repairs (schedule of priorities). • Digital photographs for the buildings including photos of deficiencies. • General description of the property and improvements and comment generally on observed conditions. • Critical repairs and life safety issues separately from repairs anticipated over the term of the analysis. • Facility Condition Index (FCI) number for the building.

BV will submit draft reports electronically via PDF format and once approved and finalized, a program summary report is provided to include a roll-up of all prioritized capital needs across all facilities. All electronic copies of the report will include all text, deficiency tables, digital photos, and supporting documentation and report appendices.

Deficiency Categories / Plan Types
Each deficiency identified in the Assessment shall be classified in the following manner (or other Client defined categories):

Category 1- Scheduled Maintenance: Maintenance that is planned and performed on a routine basis to maintain and preserve the condition.

Category 2 - Deferred Maintenance: Maintenance that was not performed when it was scheduled or is past its useful life resulting in immediate repair or replacement.

Category 3 - Capital Renewal: Planned replacement of building systems that have reached the end of their useful life.

Category 4 - Energy and Sustainability: When the repair or replacement of equipment or systems are recommended to improve energy and sustainability performance.

Category 5 - Security: When a system requires replacement due to a security risk or requirement.

Program-wide Report
In addition to each building report, BV will develop a Program-wide Report that includes a ranked system-wide Capital Plan for all facilities with programmatic conclusions and recommendations. The Program Report includes a brief narrative description of each facility/building component and system, and discusses the current, anticipated repairs, deficiencies, and of all buildings assessed. The Program Report analyses will include tables sorted by building system and ranked by priority for repair. The format of the tables will allow for the several perspectives of reporting by FCI, building, system, or priority for repair, and a year-by-year analysis of capital needs.

Sustainability Efforts – Digital Reports
BV regularly takes measures to minimize impacts to the environment in the delivery of services. In lieu of printing reports and meeting minutes, BV makes an effort to be stewards of the environment by using digital distribution for materials. When appropriate, we suggest that in-person meetings be done by teleconference or video conference – in order to reduce our carbon footprint.

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Assessment Software: AssetCALC™
BV will utilize AssetCALC™ as its platform for all data collected on this project. AssetCALC™ is a cloud platform developed, licensed, maintained, and supported solely by BV for our clients. The use of this software is at your option and there are no licensing fees for this software for three (3) years.

AssetCALC™ is a web-based SQL database platform that enables users to:
 query, edit, and analyze their facility condition data  plan immediate and short-term repairs
 budget capital expenditures throughout the life-cycle of a building or an entire portfolio The system unites BV’s experienced field data collection methods with advanced planning and reporting tools, construction cost libraries, location mapping (GIS) features, digital photo management, and document storage.

Data Development
 AssetCALC™ includes a configurable facility hierarchy and asset data architecture - this will include all of your assets grouped based on site location, asset group, and function.  Data can be exported to an Excel, XML, or an ODBC database format compatible for upload into your CMMS, EAM, IWMS, or work-order systems.

Features Include:
 Facility Condition Assessment access:
o Component/system descriptions
o Locations
o Conditions and EUL/RUL
o Repair and replace recommendations
o Digital photos
 Search and Sorting Functionality
 Prioritization of maintenance projects
 UniFormat 2010 Cost Database
 Project Budgets and Capital Plans
 Unlimited concurrent user licensing
 Secure IT platform an d back-ups
 Client is the owner of data collected and residing in the database  Online User Training and Documentation
Reporting:

AssetCALC™ includes more than a dozen standard options for data summaries and reports:
 Facility Condition Index (FCI) Calculation Reporting
 Rank and Prioritize Capital Improvement Projects
 Deferred Maintenance Backlog
 Facility Queries (by building, priority, system, or dollar deficiency amount)  Capital Budget Planning
 Year-by-Year Capital Needs Analysis
 5, 10, or 20-Year Replacement Reserve Reports
 Custom 3rd party form automation available

Screen Shots
Actual screen shots of BV’s AssetCALC™ Database and a live demo are available upon request.

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Integration with CMMS/IWMS
BV will be delivering to Client a live asset management plan that can be maintained and kept up-to-date by staff. BV will provide training to staff on maintaining the on-going monitoring program to track facilities, work performed, reprioritization of maintenance projects, and how to update this information in the database.

The data from the FCA can be exported for data migration to most CMMS/IWMS systems. BV can export the data from our data collection tool to a compatible format (Excel Spreadsheet, Access Database, or SQL format) to be used by the Client’s IT department for future integration. Once your CMMS provides us with their field maps – we can match their data fields and provide a data file for manual upload by your CMMS into their system. BV has created several custom APIs to transfer our data directly into some third party systems.

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TASK 3.2 - ADA EVALUATIONS

GENERAL STATEMENT OF UNDERSTANDING
BV understands that it will provide consulting services to ensure the City of Oxnard (“City”) complies with all aspects of the Americans with Disabilities Act (ADA), the Federal ADA Accessibility Guidelines (ADAAG), American Barriers Act (ABA), the California Building Code, and local accessibility regulations with regards to its programs, and services, public buildings and facilities, exterior amenities, and paths of travel. The work will ultimately culminate in the production of an ADA Transition Plan, which will include a schedule of improvements necessary to meet the ADA, the State of California, and local accessibility requirements, associated order of magnitude cost estimates for barrier removal, a prioritized list of improvements, and a timeline for completion of needed improvements or modifications. The City requires a phased schedule for achieving compliance with the American with Disabilities Act Self Evaluation, which includes a Transition Plan.

EXPERIENCE WITH STANDARDS AND GUIDELINES
BV has extensive experience and expertise with ADA Accessibility Standards, Public Rights-of-Way Accessibility Guidelines, and the California Building Code, which are relevant to this project. Our assessors and management staff have project experience in multiple states and locales nationwide, and apply the 2010 ADA Standards for Accessible Design, the current ADA accessibility guidelines (ADAAG), and other state and local building codes as required by laws, statutes and ordinances. When prioritizing barrier removal, we will follow the order of preference advised by the Department of Justice in Title II requirements, or as modified through agreement with the CLIENT and by public survey results. BV is experienced with the application of the program access test defined in Title II

35.150(b), and understands that not all individual barriers must be removed, but the overall program must be made accessible.

PROPOSED PROJECT APPROACH
BV understands that we will provide consulting services to ensure that the City complies with all aspects of the Americans with Disabilities Act (ADA), the State of California, and local accessibility regulations with regards to its public buildings, programs, and services.

The scope of the work, as defined by the City, includes:
• ADA Self Evaluation
 Physical Assessment of Facilities and Sites
• Accessibility Transition Plan
• Program Access and Policy Review
• Public Rights-of-Way (PROW) Evaluation: public sidewalks and curb ramps BV will complete the following:
• Conduct comprehensive accessibility assessment and inventory of facilities identified on the Buildings/Site list.
• Ensure compliance with applicable standards, regulations, and codes for accessibility • Perform site visits to observe, document, and photograph specific conditions and modifications of facilities and components subject to federal, state, and local access requirements. • OPTION: Assessment of the content and location of the Client programs, services, policies, training and communication practices.
• OPTION: Create public outreach to ensure public input into the transition planning process, including public meetings and public survey.
• Create criteria to prioritize facilities and/or categories of work to support a phased approach to implementation of the ADA Transition Plan.
• Establish order of magnitude (pre-planning level) estimated costs for each barrier removal necessary to make facilities accessible.
• Prepare interim and final presentations of findings and recommendations to the Client. • Deliver draft and final reports per protocol established by the Client. • Maintain the electronic database the Client can use to track barrier removals as each is completed, which serves as a living Transition Plan.

APPROACH
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to review the facility and program lists. Discussions will include recent and proposed capital improvements and available programs at each of the facilities. BV will note public use patterns and prioritization of the facilities and programs.

Prior to the kick-off meeting, BV will provide a pre-assessment questionnaire for each site and other documentation.

Documents requested, if readily available, are:
• Prior accessibility transition plans or self-evaluations • Site plans / floor plans
• Identification of any/all historic structures
• Description of each facility’s purpose
• As-built drawings (with dates of construction)
• Current reasonable accommodation policy
• Intersection / street / curb plans / previous sidewalk survey The initial discussions with the Client staff will include the following elements:
• Roles and lines of communication between and within both the Client and BV. • Protocols for interaction between all parties throughout the project: Contact information should include the office and cell numbers for a minimum of 2+ contacts with the appropriate Client staff and BV. • Field assessment logistics: Normally, BV does not require escorts to perform the field assessments, except where escorts may be required within restricted areas. Outline areas of client’s highest priority for any assessment to be completed during any training phases, likely complexity of assessment data processing, efficient workflow each day of the assessment, and Client requests. • Facility mapping.
• Protocol for handling paths not clearly designated on the map, not collected due to construction, or otherwise deemed inaccessible. (PROW Survey)
• Strategies for connectivity between isolated urbanized areas. (PROW Survey) Field schedules and facility management interviews will be conducted once the schedule is approved by the Client.

Once the field schedule is approved, BV will deploy trained accessibility assessors with backgrounds in Landscape Architecture, Architecture, Engineering, and Building Systems for facility assessments. All field resources assigned have been professionally trained in accessibility assessments and have performed numerous assessments.

TASKS 1,2,3 - PROGRAM ACCESS AND POLICY REVIEW
BV is experienced with the program access test defined in Title II 35.150(b), and realizes that not all amenities are required to be accessible. BV’s goal is to assist the Client in providing the most economically viable improvements for its users. Through consultation with staff, stakeholder surveys and our field observations, BV will provide barrier removal recommendations to improve the amenities necessary to comply with the applicable standards to provide program access.

An assessment of the Client’s programs will be performed. The United States Department of Justice defines “programs” as the “programs, services and facilities” of a Title II entity. The current status of the Client’s programs as defined by the DOJ will be evaluated through discussions with Client staff and a review of documentation. The goal mandated by Title II of the ADA is to ensure that individuals with disabilities are not excluded from services, programs, and activities because buildings are inaccessible or other assistance is not available. Steps needed to make programs accessible to disabled individuals will be detailed, such as, providing sign language interpreters to enable an individual with a disability to obtain the service, or providing benefits at an alternative accessible location in order to ensure that individuals with disabilities receive the benefits or services.

BV will meet with the designated representatives of the Client to gather information from the various departments regarding the access opportunities or problems which have arisen in the past. BV will evaluate the issues and experiences with respect to the provision of services to people with disabilities.

A program survey will address issues with respect to the delivery of accessible programs and services. A policy and program review provides a greater scope of information about structural changes required for barrier removal.

The list of public programs and methods of communication with the public has not been provided to BV as part of the Client’s request for a proposal. As such, BV has limited the review of said programs and communications to eighty (80) man hours. BV will work with the Client to prioritize the review to those programs with the highest impact Agreement No. 32300336 Page 18 of 33
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to the community.

It is possible that the program assessment will determine that providing full access to a given program, service or activity is simply not possible. In such a case, BV will work with the Client to determine if providing full access to the program would be an “undue financial and administrative burden.” Determinations regarding a finding of an “undue financial and administrative burden” require specific documentation as set forth in the Title II regulations.

FACILITY AND PARK ASSESSMENTS
An experience accessibility field observer will visit each property to observe the general condition of the facility interior and exterior improvements, review available documents in order to familiarize themselves with each facility’s specific accessibility issues. BV will conduct a walk-through visit of each facility in order to observe and identify physical accessibility deficiencies and formulate recommendations to eliminate the physical barriers.

As a part of the assessment process, BV will meet with a client representative in order to gain a clear understanding of the overall features and programs, property condition, and completion dates of additions and/or renovations, either on-site as part of the individual site assessment or at client offices reviewing the entire client inventory. Areas to be observed include all interior and exterior features of the property, including parking lots, sidewalk/pathways, recreational assets, exterior access ramps, all interior areas accessible to the public, and employee areas.

The field observer will develop recommendations based on the walk-through visit and interviews with Client representatives and BV’s vast experience gained on similar properties previously evaluated. The field observer may also question others who are knowledgeable of the property’s physical condition and operation, or of similar systems to gain comparative information to use in evaluation of the property.

The field observer will review documents and information provided by Client that could aid BV’s knowledge of the subject property’s physical improvements, extent and type of use, and/or assist in identifying material discrepancies between reported information and observed conditions.

During the walk-through, the observer will utilize a field checklist based on the 2010 ADA Standards for Accessible Design, which are the current ADA accessibility guidelines (ADAAG), as well as any more stringent accessibility standards defined by the State of California and local accessibility codes.

The field observer will utilize a digital level, measuring tape, door pressure gauge, light and sound meters, and digital camera or an iPad with equivalent capability to evaluate existing elements to determine if barriers are present.

The observer will identify and prioritize any existing improvements not in accordance with ADA, state, and local accessibility requirements, in the order of preference advised by the Department of Justice in Title II requirements, or as modified through agreement with the Client and by public survey results, such as:
• Physical access to the property
• Access to interior public areas
• Access to common areas, including recreation facilities and other observable space • Access to restrooms; and
• Removal of remaining barriers
The field checklists will incorporate the applicable standards. An excerpt of the field checklist for restrooms follows:

WHEELCHAIR STALLS YES NO N/A NOTES Regulatory
Section
Is there 48” min. from the door side of
compartment to any wall or obstruction when
approach to compartment is parallel
approach to the latch side of the door?
Measurement must be made perpendicular
to compartment door when fully closed from
outside of door to obstruction outside
compartment.

CBC Chap
11B604.8.1.2
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WHEELCHAIR STALLS YES NO N/A NOTES Regulatory
Section
Does door have door pulls on both sides of
door near the latch?
CBC Chap
11B604.8.2.2
Is centerline of water closet 17" min. to 18"
maximum from side wall? CBC Chap
11B-604.2
The BV team will assess exterior areas and interior common areas that are defined as areas of public accommodation, as well as the employee areas defined by the Client. BV will identify existing non-compliant conditions, including but not limited to, the elements specified below (if applicable):Space allowance/ranges • Accessible routes, vestibules, corridors
• Protruding object
• Ground/floor surfaces
• Loading zones
• Curb ramps
• Ramps
• Stairs
• Elevators
• Platform lifts
• Windows
• Doors
• Hardware
• Work surfaces
• Entrances and exits
• Drinking fountains and water coolers
• Water closets
• Toilet stalls
• Urinals
• Lavatories and mirrors
• Bathtubs
• Shower stalls
• Toilet rooms
• Bathrooms
• Dressing/fitting rooms
• Sinks
• Storage
• Handrails, grab bars, and tub/shower seats
• Controls and operating mechanisms
• Alarms (visual, audible)
• Detectable warnings
• Signage (Braille, visual)
• Telephones
• Switches and outlets
• Seating and tables
• Assembly areas
• Parking
• Sidewalks and walkways
• Playgrounds and play areas
• Pools/aquatic facilities
• Recreational assets
If proposed solutions to the identified barriers to accessibility would place an undue administrative or financial burden on the Client, BV will discuss these solutions in advance with Client staff. BV will provide an order of Agreement No. 32300336 Page 20 of 33
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magnitude (pre-planning level) estimate for all items of work necessary to bring each facility into compliance. All estimates will be based upon current year costs without escalation. Escalation factors can be included if preferred by the Client.

PRIORITY RANKING AND CLASSIFICATION
The analysis will include all barriers to be ranked by Priority Classes. The five classes below are DOJ recommended but can be altered to meet your specifications and needs:

Priority 1: Accessible Approach and Entrances – An entity providing accommodation to the public is required to take measures to provide access to a place of public accommodation from public sidewalks, parking, or public transportation. These measures include, for example, installing an entrance ramp, correcting tripping hazards or lessening the slope of a curb ramp. At least one route of travel to each amenity or feature should be safe and accessible for everyone, including people with disabilities.

Priority 2: Elements along the Accessible Route – Barriers which occur along the path of travel shall be removed, where such a barrier is easily accomplishable. Examples include moving items within reach range, widening doors, installing accessible door hardware, and removing high-pile carpeting.

Priority 3: Restroom Facilities – Barrier removal may include widening of toilet stalls, installation of grab bars. replacement of sinks and drinking fountains.

Priority 4: Access to All Other Features and Amenities – Measures are required to provide access to other areas. This priority is for items not required for basic access in the other three higher priorities.

Priority 5: Employee-Only Areas – Employee-only areas are designated as the lowest priority, as a method of placing public spaces as a higher priority for barrier removals.

TASK 3.2 – FIELD ASSESSMENTS OF PUBLIC-RIGHTS-OF-WAY / SIDEWALKS Prior to initiating the public right-of-way (PROW) portions of the contract, Bureau Veritas (BV) will confirm the list of sidewalks, streets, and curb ramps that will be analyzed. If sidewalk locations are not known, BV will take a strategic approach using the GIS street network to ensure a complete dataset is collected.

BV will systematically survey the sidewalk surface environment for compliance with state, local, and federal accessibility standards. BV will document changes in level, roughness, running slope, cross slope, width, and other pathway events that may pose a barrier in the pedestrian network. Objective sensor-based data along with technician observed barriers will be recorded. BV will assess curb ramps for ADA compliance, measuring necessary attributes, including but not limited to running slope, cross slope, landings, flares, and detectable warnings. Image documentation of all curb ramps will be provided. The barriers of each curb ramp or the lack of a curb ramp will be documented. BV will capture deficiency data for transit stops, signalized intersections, and unsignalized intersections, including access to pedestrian pushbuttons and the condition and presence of markings.

The PROW survey will begin in those priority areas that received the highest rank and will then extend to the other areas which are part of the rights-of-way list. This evaluation will identify and record any gaps in connectivity, potential safety hazards, obstructions, missing curb ramps, and general noncompliance with accessibility regulations, including the following:
• Assessment of the Pedestrian Right of Way (Sidewalks) • Assessment of Curb Ramps
• Assessment of Pedestrian Crossings, Signalized Intersections, Un-signalized Intersections Public Rights of Way Assessment Technology
The BV team will utilize proprietary technology to efficiently and accurately assess the conditions that exist in the sidewalk environment within the City's jurisdiction. An assessment coordinator utilizes a manually-propelled sensorbased device (or in some cases an autonomous robotic device) to systematically evaluate the sidewalk surface.

The device automates the process of identifying important pathway measurements for ADA compliance and infrastructure management, including:
a) level changes (tripping hazards);
b) running slope;
c) cross slope;
d) WPRI roughness;
e) width (including pinch points);
f) images every ten feet;
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g) low clearances;
h) presence of obstructions;
i) presence of vegetation;
j) presence of other manually flagged attributes; and other qualitative attributes.

If required, one of our technology devices is uniquely qualified to measure wheelchair pathway roughness index (WPRI) according to ASTM E3028 (standard development funded by the Access Board).

The technology utilizes lasers, inertial measurement sensors, and HD cameras to facilitate data collection of all necessary measurements. It supports sidewalk, crosswalk, and public right-of-way data collection up to five times faster than standard methods (tape measures and levels), while providing the best data. Unlike other tools and software, our technology delivers continuous data rather than individual points of only tripping hazards and obstructions on a map. This means that the City receives the most complete dataset without missing any part of the pedestrian network.

BV gathers all of the typical curb ramp, pedestrian signal, and bus stop measurements for ADA compliance, including but not limited to:
a) running and cross slopes;
b) lengths and widths;
c) detectable warning surfaces;
d) landing measurements;
e) presence of obstructions;
f) photos; and other configurable measurements and qualitative attributes.

Federal, state, or local curb ramp types are utilized as a guide to facilitate data collection of all necessary measurements. Our technology supports data collection up to six times faster than standard methods, providing the best data. Unlike Lidar collection methods, which can have difficulty measuring slopes the technology provides accurate slope and distance measurements comparable to the standard tape measure and digital level. Its unique rating index, which is customizable, makes it easy to prioritize improvements, delivering data-driven results, and saving time and money.

PROW Deliverable
All data is delivered in a GIS-compatible format (.gdb or .shp), making it easy to integrate into the City’s GIS software enabling easy data-driven decision-making. Data may be exported in a Microsoft Excel format with GPS coordinates for easy spreadsheet analysis. Sidewalk data is delivered as connected ten foot segments to match with the collected images and on a block-face system. An accessibility score and pavement score is given to each 10-foot segment and each block-face, which allows for prioritization at both the micro (segment) and macro (block) levels. Curb ramp, transit stop, and pedestrian signal information is delivered as individual GIS point layers containing all associated data and condition scores. The scoring methodology is configurable based on the weighted value assigned to each attribute.

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TRANSITION PLAN
The field assessment data and costs, programs assessment, and the public rights-of-way data and costs will be brought together in one document to form the Transition Plan. Once the assessments of the programs, buildings, facilities, and parks are complete, data will be analyzed and prioritized. The Transition Plan document will include all identified barriers to accessibility, associated costs for barrier removal, and tentative solutions.

Solutions will be discussed with Client staff and presented to stakeholders, as needed. Once all facility assessments have been completed, a Draft Transition Plan will be prepared. The Transition Plan will provide a framework for full compliance with the accessibility regulations.

The Transition Plan process comprises the following components:
• Identification of physical and programmatic barriers in facilities under the Client’s jurisdiction.

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• Determination of the barrier removal remedy and an order of magnitude estimate of the cost of the barrier removal required to eliminate the physical barrier or discriminatory practice. • Assignment of priority level to the barrier removal.
• Formulation of the Transition Plan within the parameters of projected fiscal year budget constraints.

Within the Transition Plan, BV notes work that shall remove physical and programmatic barriers in existing facilities, and communication barriers structural in nature, where such removal is able to be carried out without much difficulty or expense. This document will outline in detail the steps required for the Client to achieve accessibility compliance.

Where the Transition Plan identifies work which will take longer than one year to complete, a multi-year schedule with priorities will be provided.

Results of the initial public outreach and the advice of the Client’s ADA Compliance Team will be incorporated into the Transition Plan. The Transition Plan can establish phases of barrier removal, without a calendar timeframe. To the extent that a facility, program, service, or activity is not going to be fully accessible to and usable by people with disabilities in the immediate future, we will work with the ADA Compliance Team to determine the best interim procedure or policy in order to enhance accessibility to the maximum extent possible.

BV will meet with the ADA Compliance Team to present a Draft Transition Plan and gain its input and commentary on the Draft Transition Plan prior to presentation to the community.

The ADA requires that a public entity solicit and allow for the participation of interested persons in the development of a Transition Plan. The public outreach effort for the Draft Transition Plan will include advertisements in local newspapers in the weeks leading up to a public meeting for presentation of the draft Transition Plan. It will be the responsibility of the Client to post notice of the public meeting on the Client website. Following the public meeting, BV will meet with the ADA Compliance Team to review all applicable commentary and to make choices regarding the draft final plan to be presented to the Client. Regular maintenance or rehabilitation projects and that accessibility projects are blended into other scheduled work, when possible.

Following the review and inclusion of public comments in the Transition Plan, BV will submit the Final Transition Plan in printed and electronic copies to the designated parties and stakeholders. The Final Transition Plan will include an executive summary, and a description of how the entire self-evaluation and transition planning process was conducted. BV will present the Final Transition Plan to the Client at a scheduled meeting. Along with the Transition Plan and a summary, BV will prepare a PowerPoint presentation that will explain how the Transition Plan was formed, the choices which were made with respect to accessibility solutions, the manner in which budget decisions were made, and the benefits that the implementation of the Transition Plan will bring to the Client.

DELIVERABLES
The deliverables are:
• Facility ADA Assessments- individual facility reports • Public Rights-of-way Assessments- individual rights-of-way reports • Program Access and Policy Review
• Transition Plan
The facility assessment and program assessment reports are provided in electronic format and are typically represented in three formats:
• Word® document converted to an Adobe PDF, with photographic images of barriers and GPS positioning of exterior barriers.
• Excel® spreadsheet with code references, existing conditions, barrier resolution, and cost data. • Cloud-based database ADA AssetCALC™.

BV will provide an ADA report for each facility assessment with a description of each barrier observed and recorded, and will define the location, recorded measurements, barrier description, applicable ADAAG/state/local code reference, viable corrective action, priority, and order of magnitude (pre-planning level) cost estimate of repair. Color photographs of each barrier are included with the barrier record. Barriers will be identified and presented by individual facility. Each report will include an executive summary, including a summary cost table identifying the estimated cost to correct each facility.

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The Public Rights-of-Way (PROW) reports will be provided with all of the collected and derived data in a spreadsheet format compatible with Microsoft Excel and as a file geodatabase that is compatible with GIS products.

The PROW data is separated into two primary data sets; the Segment Data that contains surface information, and the Feature Data.

Line data and point data can be spatially displayed via the GPS information recorded for the stations and features they contain. Segment Summary data is a table of information about each segment that is derived from the collected data. Feature data is separated into three different tables. The first is the spatial feature summary that contains the spatial location and type information for each feature collected. The second feature is a table created for each individual feature type collected contain the specific attribute data for that feature type. The third table is the compliance table that derives the compliance of each feature based on a series of queries comparing the collected data and the minimum requirements of the Draft Guidelines for Pedestrian Facilities in the Public Right-of-Way (PROWAG). Both the feature data and compliance data can be joined or related to the spatial feature summary table via a unique ID that the PROW software generates.

BV will use our web-based database, ADA AssetCALC™ for the facility assessments, and for components of the Transition Plan. ADA AssetCALC™ will provide the CLIENT with the ability to generate cost tables for all facilities, or for each individual facility. Similar types of barriers can be queried within the ADA AssetCALC™ database across all facilities, with the resulting ability to improve purchasing and contracting power. Barriers can be ranked by priority for removal. Photos will be uploaded to ADA AssetCALC™ to be viewed as a photo log or individually, when reviewing a specific barrier. BV will provide a Transition Plan, which will include the program access report, presented in a Word document converted to an Adobe PDF, with the data exportable to an Excel format. BV will provide an electronic draft of the reports for review, including text, tables, digital photos, field notes, and supporting documentation. Final reports will be provided after all Client comments have been addressed.

DATA MANAGEMENT SOLUTION - ADA ASSETCALC™ SOFTWARE
BV is providing access, at no additional charge, to ADA AssetCALC™ for a period of three years. This platform streamlines the Capital Planning and ADA Transition Planning process by compiling funding requirements for barriers and creating budget models based on project priority, life cycle maintenance, and repair requirements.

The Client is not required to utilize this software as we will provide hardcopy reports and we can export the data to Excel and Word formats. We have included ADA AssetCALC™ licenses for three (3) years with unlimited users.

ADA AssetCALC™ is a web-based SQL database platform that enables users to query, edit, and analyze their facility accessibility and condition data to plan immediate and short-term barrier repairs, and budget capital expenditures throughout the lifecycle of a single building or an entire portfolio. The system unites BV’s experienced field data collection methods with advanced planning and reporting tools, construction cost library, location mapping features, digital photo management, and document storage.

ADA AssetCALC™ will provide the Client with the ability to list, prioritize, query, and track deficiencies recorded through the Self-Assessment Process. It is easy to use, and populated with accessibility requirements pertinent to the Client. BV recognizes that budgets change and the Transition Plan must be able to account for unplanned occurrences. ADA AssetCALC™ provides a process to complete work on those barriers that have been corrected over time. Reports can be queried instantaneously to reflect the barriers corrected. ADA AssetCALC™ provides the ability to track progress over time.

Prior to populating the database, BV will work with the Client to establish required attributes and data points associated with each asset. This will include a discussion of the relative priority of the asset requiring barrier removal. This will include all Client physical assets and will be grouped in a hierarchy based on site location, asset group, and function.

BV will utilize ADA AssetCALC™ to track physical accessibility needs associated with the Implementation/Transition Plan. The database contains a capital planning and transition planning module in which accessibility construction projects may be established, including barrier removal priorities. It will provide the Client with a consolidated database of capital projects related to barrier removal. Capabilities of ADA AssetCALC™ include, but are not limited to:
• Microsoft.net web-enabled software
• Customizable fields, groupings, and reporting
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• Reports, charts and graphs to forecast capital needs for individual buildings and construction projects • Progress reports and tracking of the corrective measure progress • Capital budget planning tools to assign and track progress over fiscal years • Corrective action work completed/progress complete
• Access to the observed site conditions of barriers with photographs and GPS positions of exterior barriers • Updateable cost library makes budgets more accurate over time • Customizable priority framework and search tools to help decision makers • Export tools to take data to other applications, including Microsoft Excel • Repository for storing and searching documents related to buildings and component • ADA compliance library to plan and track accessibility improvements • Administrative tools for managing user access
ADA AssetCALC™‘ reporting can include GPS coordinates for locations of each exterior barrier on a satellite map.

BV, in conjunction with Google Earth imaging, provides the most recent satellite mapping. Each exterior barrier is indicated by its own GPS marker.

Screenshots and a live demonstration are available upon request.

Observation Input/ Barrier Detail Screen
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Interactive GPS map with numbered icons
Work Completed/Verified Report

ADA COST ESTIMATING
The ADA AssetCALC™ is cost estimating derived from a national data set, and further customized with proprietary cost tables developed by BV, based on historical and localized actual costs. BV maintains and updates the cost estimating system with information received from the field. Through ADA project management and construction monitoring work, BV has current cost data from hundreds of in-progress construction and rehabilitation projects.

Typically, barrier removal planning level cost estimates are based upon the removal of the specific element, for example, a parking stall or curb ramp. In some site-specific instances, barrier removal may affect an area beyond the specific location of the barrier. Grading plans based on field surveys using land surveyor instrumentation, or Agreement No. 32300336 Page 27 of 33
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architectural plans requiring wall relocation could result in significantly different material quantities and subsequent higher project costs. The database contains standardized order of magnitude cost estimates for barrier removal for use in prioritizing the work in the Transition Plan. At the implementation stage, it is anticipated a detailed specification will be prepared and bids will be generated to establish planning level costs. ADA AssetCALC™ cost estimates are pre-planning level, order of magnitude barrier removal cost estimates. Cost tables, similar to the ones detailed in the table below, will be provided for each facility/site.

ADA AssetCALC Summary Cost Table
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TASK 2, 3, 4 - FINANCIAL FORECAST / BUDGETS /

TOTAL COST OF OWNERSHIP (TCO) STUDY
Bureau Veritas (BV) will develop a Total Cost of Ownership (TCO) report that defines the future costs for maintenance and operations of its buildings. The TCO process will provide a data driven process to assure adequate, well maintained facility assets to meet the mission of the City.

The TCO process considers all costs associated with an asset from acquisition to demolition. TCO provides a means to evaluate initial development cost with long term operational cost and ongoing repair, renovation and upgrades. The TCO process provides data to compare City costs to operate, maintain and refurbish with regional and state averages to identify areas of improvement. The TCO provides estimates of future costs to operate and maintain facilities providing information for future budgeting and funding decisions. Integral to the TCO process is assessment of custodial, maintenance and grounds staffing needed to maintain the facility to the level of care desired by the City.

The goals of the TCO program are to provide a structured means to project annual costs to operate and maintain assets providing input to the annual budgeting process, including:
• Annual Operating Cost
o Establishing custodial, maintenance, parking, and grounds staffing based on definable standards of care.
o Establishing baseline annual utilities including trash and recycling estimates. • Long Term Investment Cost
o Establish a defined systematic methodology to evaluate life cycle costs of facility development and operation. (utilize existing FCA reports if available) o Identify long term funding needs for repair, renovation, and upgrades. • Developing Benchmarks for TCO
o Establishing operational cost benchmarks and goals for improvement. • Facility Development Cost
o Comparison of existing building operations vs. planning, developing, and building new facilities.

TCO is calculated by analysis of the lifetime costs associated with a building. This includes factors such as:
• Energy Efficiency (utilize existing energy studies – City to provide historical utility bills) • Long Term Facility Maintenance
• Systems Repair and Replacement, etc.

BV will use lifecycle data of the buildings (FCA) and request from the City historical/projected energy consumption data and historical/projected maintenance/custodial operating costs.

BV will analyze existing lifecycle (FCA), custodial, maintenance, and energy data. The report will be prepared in the following outline:

1. Executive Summary

2. Background Information

3. TCO Definitions and Guidelines

4. TCO Program
a. Annual Operation Cost
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i. M&O Staffing

1. Custodial

2. Grounds

3. Parking

4. Maintenance

5. Management

6. Administrative
ii. Utility Use and Cost

1. Energy Baseline Calculations

2. Energy Cost per GSF
iii. Facility Maintenance Expenses

1. Operations

2. Maintenance / Repair
iv. Projected Total Annual Operating Costs

5. Performance Review
a. Performance Benchmarks
b. Accreditation Standards Performance

6. Action Plan / Long Term Investment
a. Recommendations
b. Major Maintenance
c. Comparison of Existing Building Operations vs. New Development Project Management
Prior to data analysis, BV will conduct a Kickoff session to review requirements and to consolidate exhibits such as prior completed reports and data downloads.

During the term of the project, BV will conduct regular Progress Meetings to maintain open communication with the entire project team and Client. In these meetings, BV will lead with an agenda that includes a focus on work plan, schedule, and project needs. This will permit the opportunity to proactively address challenges encountered, so that course adjustments may be made. Each meeting will conclude with task assignments, schedules, and goals to be met. BV will provide Client with a written status report that tracks and monitors the progress of the assessments against the schedule submitted.

BV has allocated the following meetings: Kick Off Meeting and a Final Findings Presentation meeting. Any inperson meetings will be on a time and expense basis.

NOTES:

The below are common reference documents that may be included in the TCO report:
• APPA cleaning levels. Definitions and tables
• GSF/Custodian vs APPA cleaning level graph
• APPA staffing level recommendations for M&O, Custodial, Grounds. Compared against desired level/standard of service. Include current staffing level • Current Staffing Cost vs APPA level 2/3 staffing cost o 5 year projections
• Energy use calculations by building (including retrieving sub-metering data) – provided by City • Total Annualized Cost
o City level and by building
o M&O, Custodial, Grounds, PM, Utility, other one time and ongoing direct and indirect cost as appropriate
• Develop criteria for the newly developed deferred maintenance reserve (% of Unrestricted Gen Fund) • Prioritize City projects for the use of the deferred maintenance reserve Agreement No. 32300336 Page 30 of 33
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• Utility cost per gross square foot
• Operating expenses table
o 5 year snap shot with 3 year projection
o $/GSF
• The City’s Total Cost of Operation program will be divided into three major elements:
o Facility Development Cost‐ the cost of planning, designing, constructing, and furnishing new facilities.
o Annual Operating Costs‐ the cost of staff, utilities, and maintenance and operations expenses to maintain the facilities in operating condition with buildings and grounds clean and maintained. o Long‐Term Investment Costs – the costs of planned and scheduled maintenance, renovation and replacement and facility repurpose and upgrades
• Utility costing
o Electric/Gas/water/Sewer per GSF
• Key Performance Indicator Comparison
o City vs APPA standards
• TCO projections by building
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Terms & Conditions
This contract will be under the existing Professional Service Agreement terms and conditions.

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Project Authorization
To contract with BVTA for this project, please review and edit the information below, sign, and return the entire agreement to BVTA.

Client Contact & Report Addressee: Report & Invoice Recipient:

Mr. Ted Quiroz
Facility Manager
City of Oxnard
1060 Pacific Avenue, Bldg. 3
Oxnard, CA 93030
Mr. Ted Quiroz
Facility Manager
City of Oxnard
1060 Pacific Avenue, Bldg. 3
Oxnard, CA 93030
Phone: 805.385-8082
Email: [email protected]
Project Information:

Property Name: Address:

City/County: Oxnard State/Zip: California
Building Information:

Type of Project: Government - Essential Facilities
Buildings: 41 Sites – 39 Bldgs Stories: Units:

Square Feet: 2,293,255 Acres: % Occupied:

Report Delivery Date: 90 business days from receipt of signed “Project Authorization” to proceed, site contact and mobilization fee, if required.

Service(s) Lump Sum Fee(s) Initials
Task 3: Facility Condition Assessments at 6 Sites $ 38,810.88 Task 3.2: ADA Limited Accessibility Compliance at 28 Sites $ 47,789.38 Task 3.2: ADA Transition Plan for All Assessed Sites $ 17,280.00 Task 1-2-3: ADA Asset Management ADA Policy Review and Program $ 12,160.00 Task 3.2: Field Assessments of Pavement and Sidewalks @ $700/mi (100 miles) $ 70,000.00 Task 2-3-4: Financial Forecast/Budgets Total Cost of Ownership Report $ 66,450.00 # of Reports Report Type Delivery Method
30 Sites Draft Email Full Report (PDF)
30 Sites Final Email Full Report (PDF)
Site Point of Contact: (the POC shall be deemed an agent of the client for providing access and conveying site data) POC: POC Phone:

POC E-mail: POC Cell:

I have read and verified the accuracy of the information set forth above, and in Proposal No. 173009.25P, including the legal name of the Client. I hereby certify that I am an employee authorized to sign this contract on behalf of the Client, and by my signature below I hereby accept the Proposal, as addressed to my company, including the attached Terms and Conditions, and authorize BVTA to proceed with the Services as described. Should any project information change, I understand that additional fees may accrue, and the due date may be extended.

Authorized Signature (Printed Name) Phone #
Company Name Title Date
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CITY BUILDINGS AND LOCATIONS LIST
Remaining ADA Facility Surveys
Location Address SQ Ft.

AWPF- 5700 Perkins Rd. 9,920
Building and Safety- 241 W. 2nd St. 8,000
Carnegie- 424 S. C St. 8,389
City Yard- 1060 Pacific Ave. 54,700
Civic Center West- 305 W. 3rd St. 15,000
Colonia Boxing Center- 520 E 1st St. 18,30
Colonia Gym- 195 N. Marquite St 10,996
Colonia Youth Center- 197 N. Marquite St. 3,750
Downtown Parking Structure- 324 S. B St. 182,000
Field House- 2101 W Vineyard Ave. 5,000
PACC- 800 Hobson Way 50,585
PAL Gym- 350 S. K St. 29,613
Police Annex- 3001 Sturgis Rd. 60,000
River Ridge Golf Course- 2401 W Vineyard 14,000
Waste Water Complex- 5751 Perkins Rd. 1,350,360
Water Yard- 251 S. Hayes 26,308
Water Yard Admin- 251 S Hayes 6,409
Armory- 351 S. K St. 11,000
Social Security Building- 425 S. C St. 13,646
Gull Wing Museum- 418 W. 4th St. 4,000
Remaining Facility Condition Assessments
Old Oxnard High- Two Story- 450 S. K St
Armory- 251 S. K St.

Gull Wing- 418 W 4th St.

Headworks Building- 5700 Perkins
River Ridge Golf Course- 2401 Vineyard
Social Security Building 425 S. C St.
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CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.8
DATE: April 21, 2026
TO: City Council
FROM: Michelle McCarron, Assistant City Attorney, 805-385-3937, [email protected] SUBJECT: Fireworks Ordinance

RECOMMENDATION
That the City Council adopt an ordinance titled:
"ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA, AMENDING SECTION 7-56 OF ARTICLE III OF CHAPTER 7; REPEALING SECTION 7-147.1 FIREWORKS OF ARTICLE VIII OF CHAPTER 7; AND ADDING ARTICLE XVI OF CHAPTER 7 PERTAINING TO THE REGULATION OF FIREWORKS, PYROTECHNICS AND PRODUCTION EFFECTS; VIOLATIONS TO THE OXNARD CITY CODE." The Community Service, Public Safety, Housing & Economic Development Committee approved 3-0 on March 24, 2026

BACKGROUND
The proposed fireworks ordinance will increase the minimum civil fine for each violation from $1,000 to $2,000 per occurrence. The proposed ordinance also allows for the issuance of misdemeanor citations for fireworks violations.

All prohibited fireworks use within the City shall be declared a public nuisance and subject to immediate abatement without notice. All costs associated with abatement will be charged to the responsible person. Specifically, the proposed ordinance prohibits any person from selling, offering for sale, storing, displaying, transporting, possessing, discharging, igniting, or using dangerous fireworks, fireworks and a fireworks kit, including "California safe and sane fireworks" within the City at any time.

The ordinance as proposed does four things. First, it repeals the current fireworks fines set forth in Resolution 15,162. Second, it cleans up the process Council uses to establish fines for violations of Chapter 7 of the City Code.

Third, it repeals the current fireworks prohibition in Article VIII, section 7-147.1 Chapter 7 of the City Code. Fourth, it creates Article XVI in Chapter 7 of the City Code establishing a comprehensive framework regulating fireworks, pyrotechnics, and production effects within the City's jurisdiction.

It is necessary to repeal the current fines in Resolution 15,162 in order to increase the civil penalty amount. By including the civil fines in the ordinance instead of the resolution, the public and a subsequent judicial reviewer will be able to quickly find and determine the appropriate fine amount(s) for each particular violation without having to refer to or search for a separate document. Section 7-56, in Chapter 7 of the City Code, pertaining to nuisances, sets up how the City Council can impose fines and the amounts. When preparing this ordinance, it was determined that a portion of that section was no longer relevant, as paragraphs (C) and (D) of section 7-56 had been moved to other Chapters in the Code and are no longer relevant to the nuisance chapter. 270
Finally, the remainder of the proposed ordinance creates a comprehensive framework pertaining to fireworks within the City's jurisdiction. The ordinance sets up three pathways to regulate and combat the illicit use of fireworks within the City. First, fireworks violations may be punished through the issuance of a civil citation with a fine of $2,000 per occurrence. Any final citation that is not paid can be turned over to collections or enforced through small claims court. Second, certain fireworks violations may be punished through the issuance of a misdemeanor citation punishable by a fine of $1,000 and/or six months in jail. Third, California safe and sane fireworks violations may be punished through the issuance of an infraction or civil citation, both of which carry a $250 fine per occurrence.

As background and in general, fine amounts for civil citations issued for violations of a city code are also limited to $1000.00 per violation pursuant to California Government Code section 53069.4. There are exceptions to the $1,000 fine limit for certain violations, and fireworks violations are an exception. In a formal opinion, the California Attorney General concluded that cities may enact ordinances regulating fireworks within their jurisdictions, and issue a civil citation and fine amount in accordance with the fine amounts stated in California Health and Safety Code section 12700 pertaining to fireworks. Section 12700 was amended by the Legislature in 2023 to increase the fine amounts to $2,000. Based on this change, the proposed fireworks ordinance will increase civil citation fines to $2,000 in accordance with state law. The fine amount for a misdemeanor violation of a City Code is limited to $1,000, pursuant to California Government Code section 36901. However, the consequences of a misdemeanor citation can be more severe than a civil citation.

The proposed ordinance assists Police, Fire, and the Code Compliance Division in combating fireworks violations, and allows the City Attorney's Office to prosecute misdemeanors of the City Code, rather than the District Attorney's Office for state code violations. The California Health and Safety Code recognizes four categories of fireworks: (1) dangerous fireworks, (2) fireworks, (3) fireworks kit and (4) California safe and sane fireworks. The City's proposed ordinance mirrors the requirements of the state code by prohibiting all types of fireworks in the City, unless fireworks or fireworks kits and other types of pyrotechnic devices to be used in a public display and are done so with a permit and permission from the City's Fire Chief or Fire Marshall, and follow the state and local regulations established for such uses. The following are some examples of dangerous fireworks: firecrackers, sky or bottle rockets, roman candles, M-80s, aerial shells, oversized sparklers, fireworks that explode, go up into the air or move around on the ground. Fireworks Kit and fireworks are described as the components required to create a dangerous firework or a fireworks display and are usually the types of fireworks utilized by licensed professionals for displays and entertainment. Lastly, California safe and sane fireworks are described as small ground-based items, static ground-based items, some handheld items, spinners, fountains, and party poppers.

Below is a chart that lists fireworks-related activity within the City over the last five years. The chart shows a downward trend in fireworks-related activity over the last five years. However, there is still a significant amount of fireworks activity each year.

Fireworks Activity Type 2021 2022 2023 2024 2025
All Fireworks calls for service May 28-July 4 1,084 769 631 858 582 All phone calls to the ECC on July 4th 1,425 1,191 1,201 1,132 964 All 911 calls on July 4th 431 352 420 341 335
All CFS on July 4th 784 676 692 778 653
ALL fireworks disturbance calls for service on July
4th
367 318 393 340 322
271
All Fireworks Civil Citations issued on 7/4 ) 155 96 43 31 40 Total number of citations issued from May 28 - July
4 177 116 54 56 45
Oxnard PD personnel deployed July 4th 73 74 83 88 99
Total amount civil fines assessed $149,500 $64,350 $43,500 $38,250 $36,250 Number of OFD Service Calls related to fireworks 75 17 15 37 9 Number of Known Fireworks-Related Injuries 11 0 3 1 0
Approximate weight of seized fireworks (in pounds) 250 150 217 1,909 1,400 Number of stores found selling illegal fireworks
(Code Compliance)
-- 0 -- -- 0
Number of stores found selling illegal fireworks (Fire
Dept)
-- 0 -- 1 --

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.

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
There is no financial impact.

COMMITTEE OUTCOME
The Community Service, Public Safety, Housing & Economic Development Committee approved 3-0 on March 24, 2026 to approve the staff recommendation and to forward the item for Council approval.

Please click the following link to view the Measure M pre-recorded presentation video: https://youtu.be/HnZfCZJUYWY Please click the following link to view the March 24, 2026, Community Services, Public Safety, Housing and Economic Development Committee Meeting recording: https://www.youtube.com/watch?v=T7hgeg-SQYI .

Prepared by: Michelle McCarron, Assistant City Attorney, Andrew Gonzalez, Deputy City Attorney

ATTACHMENTS

1. Proposed Fireworks Ordinance

2. Code Sec. 7-56 Amount

3. Current Fireworks Code Sec. 7-147.1

4. Resolution 15162
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Ordinance No._______

CITY COUNCIL OF THE CITY OF OXNARD
ORDINANCE NO.

ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA, AMENDING SECTION 7-56 OF ARTICLE III OF CHAPTER 7; REPEALING SECTION 7-147.1 FIREWORKS OF ARTICLE VIII OF CHAPTER 7; AND ADDING ARTICLE XVI OF CHAPTER 7 PERTAINING TO THE REGULATION OF FIREWORKS,
PYROTECHNICS AND PRODUCTION EFFECTS; VIOLATIONS TO THE OXNARD CITY CODE.

WHEREAS, it is well established that fireworks are dangerous; and WHEREAS, it is well established that every year children and adults sustain serious injuries as a result of the use of fireworks; and
WHEREAS, fireworks cause severe disturbances to City residents due to the associated noise, danger and other factors; and
WHEREAS, the City has experienced chronic difficulty ensuring compliance with existing fireworks regulations, as fireworks activity and violations of the existing regulations continue to be rampant each Fourth of July season; and
WHEREAS, fireworks also pose a significant risk of bodily injuries and property damage in the City, with numerous severe injuries caused by fireworks in Ventura County every Fourth of July season; and
WHEREAS, fireworks activity can significantly increase the demand on law enforcement, fire protection, and emergency medical services, diverting resources from other critical public safety needs; and
WHEREAS, the City has determined that current City ordinances do not sufficiently deter the use of illegal fireworks in the City; and
WHEREAS, the City has a duty to protect the health, safety and welfare of its citizens from the dangerous effects of illegal fireworks.

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

PART 1. Incorporation of Recitals. The findings and determinations reflected above are true and correct, and are incorporated by this reference as though fully set forth herein as the cause and foundation for the action taken by and through this Ordinance.

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Ordinance No._______

PART 2. Codified Amendment. The City Clerk is directed to request that the publisher of the City Code add thereto the amendments listed in Parts 4, 5, 6 and 7 of this Ordinance to Chapter 7, of the City Code as further described and set forth below.

PART 3. The fine amounts pertaining to fireworks violations listed in the Master Fine Schedule in Resolution 15,162 as adopted by City Council on July 18, 2017, are hereby repealed and superseded by the fine amounts contained in this ordinance. All other fine amounts in Resolution 15,162 shall remain in full force and effect.

PART 4. SECTION 7-56 IN ARTICLE III OF CHAPTER 7 OF THE CITY CODE IS HEREBY AMENDED TO READ AS FOLLOWS:
“Sec. 7-56. FINE AMOUNTS.

The amount of the fines imposed for violating provisions of the code shall be in accordance with Section 1-10 of the code or as established in a schedule of fines adopted by resolution of the city council or as established by ordinance and set forth in the code. The schedule of fines may include escalating fine amounts for repeat code violations occurring within specified periods of time. The schedule of fines may specify the amount of interest and penalties owed for any fine not timely paid.”
PART 5. SECTION 7-147.1 FIREWORKS IN ARTICLE VIII OF CHAPTER 7 OF THE OXNARD CITY CODE IS HEREBY REPEALED.

PART 6. ARTICLE XVI OF CHAPTER 7 OF THE OXNARD CITY CODE IS TITLED AS FOLLOWS:
“ARTICLE XVI. REGULATION OF FIREWORKS, PYROTECHNICS AND PRODUCTION EFFECTS; VIOLATIONS.”
PART 7. SECTIONS 7-381 THROUGH 7-389 ARE HEREBY ADDED TO ARTICLE XVI OF CHAPTER 7 OF THE CITY CODE TO READ AS FOLLOWS:
“Sec. 7-381 DEFINITIONS
(A) “Fire Chief” shall mean the Fire Chief of the City or their designee. (B) “Fire Marshal” shall mean the Fire Marshal of the City or their designee. (C) “Dangerous Fireworks” shall have the meaning set forth in Health and Safety Code section 12505.
(D) “Fireworks” and “Fireworks Kit” shall have the meanings set forth in Health and Safety Code sections 12511, and 12512 respectively.
(E) “Safe and Sane Fireworks” shall have the meaning set forth in Health and Safety Code Section 12529.
(F) “Fire Marshal permit” shall mean a permit issued by the California State Fire Marshal for the public display of fireworks in accordance with the State Fireworks Law. 274
Ordinance No._______

(G) “Public display of fireworks” shall have the same meaning as Health and Safety Code Section 12524.
(H) “Pyrotechnic operator” shall have the meaning set forth in Health and Safety Code Section 12527.
(I) “State Fireworks Law” shall refer to Health and Safety Code Section 12500 et seq. and Title 19 of the California Code of Regulations, at Division 1, Chapter 6. (J) “Venue operator” shall mean any person owning, leasing, renting, managing, operating, or otherwise having legal control of the use of any real property, building, lot, site or other venue in the City from which a public display of fireworks is proposed. (K) “Production Effect” means any pyrotechnic device, pyrotechnic composition or any flammable gas, liquid or combination thereof possessed, stored, used or discharged in connection with a theatrical, motion picture or television production and which is designed to flame, smoke or explode. Production effects also include non-pyrotechnic smoke and fogs. (L) "Pyrotechnic Composition" shall have the meaning set forth in Health and Safety Code Section 12525.
(M) “Pyrotechnic Device" shall have the meaning set forth in Health and Safety Code Section 12526, but shall not include any emergency signaling device such as a flare when used solely for its intended emergency purpose, any devices used by authorized military personnel, firefighters or peace officers while on duty, or any paper caps which contain less than 0.25 grain pyrotechnic composition per unit load.

Sec. 7-382 CITY WIDE PROHIBITION OF FIREWORKS
(A) It shall be unlawful for any person to sell, offer for sale, store, display, transport, possess, discharge, ignite, or use dangerous fireworks, fireworks and a fireworks kit within the City at any time.
(B) It shall be unlawful for any person to sell, offer for sale, store, display, transport, possess, discharge, ignite or use “California safe and sane fireworks” within the City at any time.

Sec. 7-383 LIABILITY OF PROPERTY OWNER OR LESSEE WHERE AN ILLEGAL USE OF FIREWORKS OCCURS.

Any property owner or lessee of premises from which fireworks are discharged, stored, or sold shall be subject to the same civil liability or criminal penalty that may be imposed by the City’s fireworks regulations on the person selling, offering to sell, displaying, storing, igniting, discharging, using or possessing the fireworks, as applicable, if the person selling, discharging or using the fireworks is on the premises by the property owner’s or lessees' invitation or consent.

Sec. 7-384 PUBLIC DISPLAYS OF FIREWORKS WITHOUT VALID PERMIT AND LICENSE PROHIBITED.

It shall be unlawful for any person or venue operator to have, hold, orchestrate, and/or undertake a public display of fireworks, including the discharge, transportation or storage of fireworks for a public display, unless a permit authorizing a public display of fireworks has been issued to that person or business by the fire chief or fire marshal, and unless such person is in possession of a valid pyrotechnic operators license issued by the office of the state fire marshal. It shall also be 275
Ordinance No._______

unlawful for any property owner or tenant resident in the city to knowingly allow another individual to possess, sell, use or discharge fireworks or fireworks kits on the property where they are the owner or tenant. The fire chief may establish reasonable rules and regulations for the issuance of fireworks permits and may issue the same subject to the payment of the fees established by the city council.

Sec. 7-385 POSSESSION, STORAGE OR SALE OF PYROTECHNIC DEVICE WITHOUT VALID PERMIT AND LICENSE PROHIBITED.

It shall be unlawful for any person to possess, store or sell any pyrotechnic device unless that person is then in possession of a valid pyrotechnic operator's license issued by the Office of the State Fire Marshal and a valid permit issued by the fire chief or fire marshal.

Sec. 7-386 DISCHARGE OR UTILIZATION OF PYROTECHNIC DEVICE OR PRODUCTION EFFECT WITHOUT PERMIT PROHIBITED.

It shall be unlawful for any person to discharge or utilize any pyrotechnic device or production effect unless a permit for such use or discharge has been issued to that person by the fire chief or fire marshal. No permit shall be issued by the fire chief unless the applicant therefore is in possession of a valid pyrotechnics operator's license issued by the Office of the State Fire Marshal and has paid the fees established by the city council. The fire chief may establish reasonable rules, regulations and safety requirements for the issuance of such permits and for the waiver of the requirement for a permit when a production effect poses no more than an insignificant risk to public and environmental safety, but in no event shall the requirement for a valid pyrotechnics operators license be waived when possession of such license is mandated by Division 11, Part 2 of the California Health and Safety Code.

Sec. 7-387 VIOLATIONS, PENALTIES AND FINES
(A)Any person who violates any provision of this Article, except section 7-382(B), is subject to the issuance of a civil citation and shall be punished by a civil fine of $2000.00 per occurrence. Any civil citation issued or appealed pursuant to this section shall be done so in accordance with article III sections 7-54 through 7-64 of this chapter (B) Any person who violates any provision of this article, except section 7-382(B), is guilty of a misdemeanor, and upon conviction shall be punished by a fine of $1,000.00 or imprisonment of six months, or both, in accordance with section 1-10 of the city code. (C) Any person who violates section 7-382(B) of this article is guilty of an infraction, and upon conviction shall be punished by a fine in accordance with section 1-10(C) of the city code, or may be issued a civil citation, in the amount of $250.00 for a first violation, $500.00 for a second violation within a year, and $1000.00 for the third and every additional violation thereafter within one year. Any civil citation issued or appealed pursuant to this section shall be done so in accordance with article III sections 7-54 through 7-64 of this chapter (D)Any person who possesses a gross weight, including packaging, of less than 25 pounds of unaltered dangerous fireworks is guilty of a misdemeanor, and upon conviction shall be punished by a fine of $1,000.00 or imprisonment of six months, or both, in accordance with section 1-10 of the city code.
276
Ordinance No._______

(E) Any person who possesses a gross weight, including packaging, of less than 25 pounds of unaltered dangerous fireworks is subject to the issuance of a civil citation and shall be punished by a civil fine of $2000.00 per occurrence. Any civil citation issued or appealed pursuant to this section shall be done so in accordance with article III sections 7-54 through 7-64 of this chapter
(1) Paragraphs (C) and (D) shall not apply to a person who holds and is operating within the scope of a valid license as described in Health and Safety Code section 12516 or a valid permit as described in Health and Safety Code section 12522 or has been issued a permit in accordance with section 7-384.
(2) Paragraph (C) and (D) is not intended to limit any of the penalties provided for under Health and Safety Code section 12700(b) subparagraphs (1) through (4). (F) Any person who violates this article by selling, giving or delivering any dangerous fireworks to any person under 18 years of age is guilty of a misdemeanor and upon conviction shall be punished by a fine of $1,000.00 or imprisonment of six months, or both, in accordance with section 1-10 of the city code.
(G) Any person who violates this article by selling, giving or delivering any dangerous fireworks to any person under 18 years of age is subject to the issuance of a civil citation and shall be punished by a civil fine of $2000.00 per occurrence. Any civil citation issued or appealed pursuant to this section shall be done so in accordance with article III sections 7-54 through 7-64 of this chapter.
(H) Any person who fails to pay the civil fine issued pursuant to this section within thirty (30) days of the date the fine is due shall owe a $25.00 late fee, and interest shall accrue upon all delinquent fines at the annual rate of ten percent.
(1) The City Manager may waive interest and penalties upon a showing or hardship or upon a showing that a waiver will assist in resolving the collection of the fine and resolve the violation.
(I) The remedies provided by this article are cumulative and in addition to any other remedy available at law or in equity.
(J) Nothing in this article shall be intended to limit any of the penalties provided for under the California Health and Safety Code or Penal Code with regard to fireworks.

Sec. 7-388 DECLARATION OF A PUBLIC NUISANCE
The city council finds and declares that fireworks are dangerous and pose a significant risk of bodily injuries or death, have caused serious injuries to children and adults, and damage to property within the city. Therefore, any violation of this article, including to offer for sale, sell, store, display, transport, possess, discharge, ignite, or use of dangerous fireworks, fireworks, or fireworks kit on public or private property is declared to constitute a public nuisance which may be abated immediately and without notice.

Sec. 7-389 ABATEMENT COSTS; LIEN
(A)Any person charged with a violation of this article shall also be responsible for all costs associated with the abatement and safe disposal of all confiscated fireworks, including expenses, costs, and fees associated with the investigation of the charges, as well as all 277
Ordinance No._______

expenses and costs associated with any emergency response by fire, police, building and safety and code compliance departments or divisions as a result of a violation. (B) If the abatement and disposal costs which are charged against the owner of a parcel of land issued pursuant to a violation of this article are not paid within thirty days of the date of the abatement cost order, or final disposition of an appeal therefrom, such costs may be assessed against the parcel of land pursuant to Section 38773.5 of the Government Code and may be transmitted to the tax collector for collection after a public hearing on such as prescribed in code section 7-158 (B) through (F).”
Part 8. Severability. If any section, subsection, sentence, clause, phrase, part or portion of this ordinance is for any reason held to be invalid or unconstitutional by any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this ordinance.

The City Council declares that it would have adopted this ordinance and each section, subsection, sentence, clause, phrase, part or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, parts or portions be declared invalid or unconstitutional.

Part 9. The City Council exercises its independent judgment and made findings herein above, that this ordinance is not subject to CEQA, because the activity is covered by the general rule that CEQA applies only to projects that will have a significant effect on the environment. There is no possibility that the passage of this ordinance will have a significant effect on the environment and adoption of this ordinance is exempt from CEQA.

Part 10. Pursuant to Government. Code Section 36933(c)(1), the City Attorney was designated to prepare, and the City Clerk published a summary of this ordinance, and a certified copy of the ordinance was posted in the Office of the City Clerk a minimum of five days before the City Council’s adoption of the ordinance.
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278
Ordinance No._______

Part 11. The City Clerk shall certify as to the adoption of this ordinance and shall cause the summary thereof to be published within fifteen (15) days of the adoption and shall post a certified copy of this ordinance, including the vote for and against the same, in the office of the City Clerk, in accordance with Government Code Section 36933. Ordinance No. _____ was first read on__________, and finally adopted on _____________ to become effective thirty days thereafter.

APPROVED AND ADOPTED this ______ day of _______, 2026, 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
279
SEC. 7-56. AMOUNT.
(A) The amount of the fines imposed for violating provisions of the code shall be established in a schedule of fines adopted by resolution of the city council. The schedule of fines may include escalating fine amounts for repeat code violations occurring within specified periods of time.
(B) The schedule of fines may specify the amount of interest and penalties owed for any fine not timely paid. (C) The fines for violations of the regulations established by the coastal and non-coastal short-term rental ordinances shall be regulated by said ordinances.
(D) This article outlines the fine structure for violations of regulations established by the commercial cannabis business ordinance.
(`64 Code, Sec. 21-7) (Ord. No. 2488, 2971, 2981)
280
SEC. 7-147.1. FIREWORKS.
(A) Definitions. For the purposes of this section, the following words and phrases shall have the following meanings:
(1) DANGEROUS FIREWORKS shall be defined as set forth in Cal. Health and Safety Code section 12505, as such definition may be amended from time to time by the California Legislature. (2) FIREWORKS shall be defined as set forth in Cal. Health and Safety Code section 12511, as such definition may be amended from time to time by the California Legislature. (B) Prohibition.
(1) Except as authorized by the fire chief in accordance with the currently adopted California Fire Code, no person shall sell, offer to sell, use, or have in his/her possession within the city any fireworks or dangerous fireworks. (2) Except as authorized by the fire chief in accordance with the currently adopted California Fire Code, no property owner or tenant shall allow or permit the sale, offer to sell, use, or possession of fireworks on their property when the property owner or tenant knows or should know of the sale, offer to sell, use, or possession of fireworks at the property. (C) Violation. Any person violating a provision of division (B) of this section shall be subject to a fine in accordance with article III of chapter 7 of this code or is guilty of a misdemeanor. (Ord. No. 2773, 2938)
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282
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CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.9
DATE: April 21, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: Declaration of Surplus Public Lands and Resolution Determining the Lands Exempt from the Surplus Land Act (Assessor Parcel Numbers 202-0-103-175 and 202-0-103-235)

RECOMMENDATION

1. That the City Council adopt a Resolution declaring two specific parcels of real property located in downtown Oxnard (Assessor Parcel Numbers 202-0-103-175 and 202-0-103-235) to be surplus to the needs of the City and to constitute exempt surplus land pursuant to Government Code Section 54221(f)(1)(B), and

2. Authorize the City Manager to do all things deemed necessary to effectuate the purpose of the Resolution. (This item did not originate in Committee)

BACKGROUND
On February 1, 2022, the City Council and Board of the Parking Authority declared 53 parcels of land surplus, including eight parcels located in the city block immediately south of Plaza Park that is bounded by West 5th Street to the north, South B Street to the east, West 6th Street to the South, and South C Street to the west (“South Plaza”). The specific City and Parking Authority-owned parcels in South Plaza included in the notice were: 318 West Fifth St. Assessor Parcel Number (APN) 202-0-103-210, 321 West Sixth St. APN 202-0-103-130, and APNs 202-0-103-115, 202-0-103-025, 202- 0-103-185, 202-0-103-225, 202-0-103-235, 202-0-103-145, and 202-0-103-205.

On May 10, 2022, a Notice of Availability allowing a 60-day period to respond with interest in the parcels was sent to the State of California Department of Housing and Community Development (HCD), all local public entities, and to housing sponsors that had notified HCD of interest in acquiring surplus land to develop as affordable housing. No interest in South Plaza was received.

On March 10, 2023, HCD provided a letter determining that all requirements of the Surplus Land Act had been met for South Plaza and the City and the Parking Authority were permitted to proceed with the sale of the properties on the open market.

DISCUSSION
Following receipt of the letter from HCD, two small parcels owned by the City in South Plaza were identified to have not been included in the February 2, 2022 notice. The two parcels are APNs 202-0-103-175 and 202-0-103-235.

Assessor Parcel Number Assessor Information for Area
285
202-0-103-175 No area provided
202-0-103-235 0.03 Acre (~1,300 square feet)
An aerial image depicting the approximate location of the two City-owned parcels is below.

Pursuant to the California Surplus Land Act (Section 54221(f)(1)(b) of the Government Code of California) the two Cityowned parcels in South Plaza (Assessor Parcel Numbers 202-0-103-175 and 202-0-103-235) qualify as exempt surplus land in that each Parcel is less than one-half acre in area and is not contiguous to any land owned by a state or local agency that is used for open-space or low- and moderate-income housing purposes.

The attached resolution (Attachment 1) declares the two parcels surplus to the needs of the City and exempt surplus land pursuant to Government Code Section 54221(f)(1)(B).

ENVIRONMENTAL IMPACT
The proposed action will not cause a direct physical change in the environment, nor a reasonably foreseeable indirect physical change in the environment. The action, therefore, does not constitute the approval of a project under the California Environmental Quality Act (“CEQA”), and it is exempt from CEQA. (Pub. Res. Code §21065, CEQA Guidelines §15060(c), (2)(3); 15061(b)(3); 15064(d)(3); 15378(a)).

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
286
There is no immediate financial impact related to the recommended action.

COMMITTEE OUTCOME
This item did not originate in Committee because it is a continuation of an item previously considered by City Council on February 1, 2022 and discussed in Closed Session on April 7, 2026.

Please click here to view the February 1, 2022 City Council Meeting recording.

Please click here to view the Measure M pre-recorded February 1, 2022 video.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. Attachment 1 - Resolution
287
RESOLUTION NO. _________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD DECLARING

TWO SPECIFIC PARCELS OF REAL PROPERTY LOCATED IN DOWNTOWN OXNARD (ASSESSOR PARCEL NUMBERS 202-0-103-175 AND 202-0-103-235) TO BE

SURPLUS TO THE NEEDS OF THE CITY AND TO CONSTITUTE EXEMPT SURPLUS LAND PURSUANT TO GOVERNMENT CODE SECTION 54221(f)(1)(B) WHEREAS, the Surplus Land Act, Government Code Section 54220, et seq., defines surplus property as land owned by any local agency that is not necessary for the agency’s use; and WHEREAS, the City of Oxnard (“City”) and the Parking Authority of the City of Oxnard (“Parking Authority”) own ten parcels of real property located in downtown Oxnard related to the South Plaza project (the “Properties”); and
WHEREAS, the State of California Department of Housing and Community Development (HCD) has confirmed that eight of the ten parcels satisfy all requirements of the Surplus Land Act for disposition as surplus land; and
WHEREAS, the two remaining parcels, owned by the City, are identified by Assessor Parcel Numbers 202-0-103-175 and 202-0-103-235 (collectively, the “Parcels”); and WHEREAS, staff has completed a review and the City Council has determined, following required notice of surplus and supported by written findings, that the Parcels are no longer necessary for the City’s use and are therefore surplus to the City’s needs; and WHEREAS, the City Council has further determined that the Parcels qualify as “exempt surplus land” under Government Code Section 54221(f)(1)(B) because each Parcel is less than one-half acre in area and is not contiguous to any land owned by a state or local agency that is used for open-space or low- and moderate-income housing purposes; and WHEREAS, the passage of this resolution will not cause a direct physical change in the environment, nor a reasonably foreseeable indirect physical change in the environment; this action, therefore, does not constitute the approval of a project under the California Environmental Quality Act (“CEQA”), and it is exempt from CEQA. (Pub. Res. Code § 21065, CEQA Guidelines §§ 15060(c),(2)(3);15061(b)(3);15064(d)(3); 15378(a))
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oxnard, California, as follows:

Section 1. The foregoing recitals are true and correct.

Section 2. Those certain City-owned properties, and any rights, title, and interest therein, identified as Assessor Parcel Numbers 202-0-103-175 and 202-0-103-235, described more fully in Exhibit A, attached hereto and incorporated herein by this reference, are hereby declared surplus to the needs of the City and exempt surplus land pursuant to Government Code Sections 54220 et seq. and 54221(f)(1)(B).
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Section 3. The City Manager or designee are authorized to prepare and send all notices required by state law related to the declaration of the above-identified surplus and exempt surplus property, including, without limitation, notices of availability of the surplus property as provided for by state law.

Section 4. The City Manager or designee are authorized to do all things which are deemed necessary or proper to effectuate the purposes of this Resolution. Such actions include, but are not limited to, negotiating in good faith in accordance with the requirements of the Surplus Land Act.

Section 5. The passage of this resolution will not cause a direct physical change in the environment, nor a reasonably foreseeable indirect physical change in the environment; this action, therefore, does not constitute the approval of a project under the California Environmental Quality Act (“CEQA”), and it is exempt from CEQA. (Pub. Res. Code § 21065, CEQA Guidelines §§ 15060(c),(2)(3); 15061(b)(3); 15064(d)(3); 15378(a)).

PASSED AND ADOPTED by the City Council of the City of Oxnard this ___ day of _________, 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Mayor
ATTEST:

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

Stephen M. Fischer, City Attorney

EXHIBIT A
289
Assessor Parcel Number Assessor Information for Area
202-0-103-175 No area provided
202-0-103-235 0.03 Acre (~1,300 square feet)
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CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. M.1
DATE: April 21, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: TEFRA Hearing - Aspire Apartments.

RECOMMENDATION
That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Aspire Apartments LP for an 88-unit, including one manager unit, multifamily rental affordable housing project located at 536-538 Meta Street, and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving a plan of finance including the issuance and reissuance of exempt facility bonds by the California Municipal Finance Authority in an aggregate outstanding principal amount not to exceed $25,000,000 to finance and refinance a qualified residential rental project for the benefit of Aspire Apartments LP (or an affiliate), and certain other matters relating thereto. (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/8hssMjGLtMQ

BACKGROUND
The Aspire Apartments is a multifamily rental affordable housing project located at 536-538 Meta Street in Oxnard (Project). The Project will include 88 units, including one manager unit, that will be occupied by households with incomes between 30% and 60% of the Area Median Income for Ventura County. The Project is estimated to begin construction in 2026 and be completed in 2028.

Many Mansions is the developer of the Project and has an ownership interest as its administrative general partner. Aspire Apartments LP (Borrower) is the entity that has applied to the California Municipal Finance Authority (CMFA) for a bond issuance to finance and refinance the acquisition, construction, and development of the Project. The Borrower has requested that CMFA serve as the municipal issuer, which includes reissuance, if necessary, of bonds in an aggregate principal amount not to exceed $25,000,000 of Exempt Facility Bonds for the Project (Bonds) pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986.

DISCUSSION
Prior to issuance, Section 147(f) of the Internal Revenue Code of 1986, requires bonds to be approved by the "applicable elected representative" of the governmental units on whose behalf such bonds are expected to be issued and by a governmental unit having jurisdiction over the entire area in which any facility financed by such bonds is to be located, after a public hearing (“TEFRA hearing”) is held, following reasonable public notice. The Internal Revenue Code does not specify which governmental entity must hold the TEFRA hearing, however; they are commonly hosted by the city 291
council of the city where projects are located. Therefore, the City of Oxnard is conducting a TEFRA hearing providing members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and reissuance. Adoption of the resolution is solely for the purposes of satisfying the requirements of the TEFRA hearing, the Internal Revenue Code and the California Government Code Section 6500 (and following). Prior to the TEFRA hearing, reasonable notice must be provided to the members of the community. Following the close of the TEFRA hearing, an “applicable elected representative” of the governmental unit hosting the Project must provide its approval of the issuance and reissuance of the Bonds for the financing of the Project.

CMFA was created on January 1, 2004 pursuant to a joint exercise of powers agreement to assist local governments, nonprofit organizations and businesses with the issuance of taxable and tax-exempt bonds aimed at improving the standard of living in California. To date, over 350 municipalities, including the City, have become members of CMFA, which serves as their conduit issuer and provides access to an efficient mechanism to finance locally-approved projects.

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, promote safe neighborhoods, encourage community engagement, and support our residents in their efforts to improve their quality of life.

FINANCIAL IMPACT
There is no fiscal impact to the City of Oxnard. The Bonds will be issued as limited obligations of CMFA, payable solely from revenues and receipts derived from a loan to be made by CMFA to the Borrower with the Bond proceeds. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and is not named in any of the disclosure documents describing the Bonds or the proposed financing.

COMMITTEE OUTCOME
This is a Public Hearing; therefore, this item did not originate in Committee.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. Attachment 1 - Resolution.

2. Attachment 2 - Presentation
292
RESOLUTION NO. _________

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

PLAN OF FINANCE INCLUDING THE ISSUANCE AND REISSUANCE OF EXEMPT

FACILITY BONDS BY THE CALIFORNIA MUNICIPAL FINANCE AUTHORITY IN

AN AGGREGATE OUTSTANDING PRINCIPAL AMOUNT NOT TO EXCEED $25,000,000 TO FINANCE AND REFINANCE A QUALIFIED RESIDENTIAL RENTAL

PROJECT FOR THE BENEFIT OF ASPIRE APARTMENTS LP (OR AN AFFILIATE),

AND CERTAIN OTHER MATTERS RELATING THERETO
WHEREAS, Many Mansions, a California nonprofit corporation (the “Sponsor”), on behalf of Aspire Apartments LP, a California limited partnership, or another limited partnership of which the Sponsor or a related person to the Sponsor is the general partner (such limited partnership being referred to herein as the “Borrower”), has requested that the California Municipal Finance Authority (the “Authority”) undertake a proposed plan of finance that includes the issuance and reissuance from time to time of one or more series of exempt facility bonds for a qualified residential rental project pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986, as amended (the “Code”), in an aggregate principal amount not to exceed $25,000,000 (the “Bonds”) to finance and refinance the acquisition, development, construction and equipping of an 88-unit (including one manager’s unit) multifamily rental housing project (the “Project”) to be owned and operated by the Borrower and located at 536-538 Meta Street within the City of Oxnard, California (the “City”); and WHEREAS, an “applicable elected representative” of the jurisdiction in which the Project is located is required to approve the proposed plan of finance for the Project under Section 147(f) of the Code; and
WHEREAS, the City Council of the City (the “City Council”) is the elected legislative body of the City and is an “applicable elected representative” for purposes of Section 147(f) of the Code; and
WHEREAS, the Authority has requested that the City Council approve the proposed plan of finance for the Project in order to satisfy the public approval requirement of Section 147(f) of the Code and the requirements of Section 4 of the Joint Exercise of Powers Agreement Relating to the California Municipal Finance Authority, dated as of January 1, 2004 (the “Agreement”), among certain local agencies, including the City; and WHEREAS, pursuant to Section 147(f) of the Code, the City Council has, following notice duly given, held a public hearing regarding the issuance of the Bonds and now desires to approve the proposed plan of finance for the Project;
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oxnard, California, as follows:

Section 1. The foregoing recitals are true and correct. 293
Section 2. The City Council hereby approves the proposed plan of finance for the Project that includes the issuance and reissuance from time to time of the Bonds in an outstanding principal amount not to exceed $25,000,000. It is the purpose and intent of the City Council that this Resolution constitute approval of the proposed plan of finance for the Project for the purposes of (a) Section 147(f) of the Code by the applicable elected representative of a governmental unit having jurisdiction over the area in which the Project is located, in accordance with said Section 147(f) and (b) Section 4 of the Agreement.

Section 3. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they deem necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing transaction approved hereby. The City shall have no responsibility or liability whatsoever with respect to the Bonds.

Section 4. The City Clerk shall forward a certified copy of this Resolution to the Authority in care of its counsel:

Ronald E. Lee, Esq.

Jones Hall LLP
4 West Fourth Avenue, Suite 406
San Mateo, CA 94402
Section 5. This Resolution shall take effect immediately upon its adoption. (signatures appear on the next page)
294
PASSED AND ADOPTED by the City Council of the City of Oxnard this ___ day of _________, 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Mayor
ATTEST:

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

Stephen M. Fischer, City Attorney
295

TEFRA HEARING
FOR

ASPIRE APARTMENTS
Brenda Lopez, Director
Housing Department
City Council
April 21, 2026
296

1. The Aspire Apartments (Project) has applied for issuance of $25,000,000 of exempt facility bonds from the California Municipal Finance Authority (CMFA).

2. The purpose is to finance and refinance the acquisition, construction, and development of the Project, which will be a multifamily rental building located at 536-538 Meta Street.

3. The Tax Equity Fiscal Responsibility Act requires a public hearing (TEFRA hearing) in order for the bonds to qualify as tax-exempt.

4. The TEFRA hearing is intended to allow for community input on the use of tax-exempt bonds for financing projects.

5. There is no City financial obligation or liability arising from state bond issuance.
2 TEFRA HEARING
297
3 ASPIRE APARTMENTS

1. Many Mansions is the developer of the Project and has ownership interest as its administrative general partner. Aspire Apartments LP (Borrower) is the entity that applied for the tax-exempt bonds.

2. The Project will include 88 units, including one manager unit, that will be occupied by households with incomes between 30% and 60% of the Area Median Income for Ventura County.

3. The Project is estimated to begin construction in 2026 and be completed in 2028.
298
That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Aspire Apartments LP for an 88-unit, including one manager unit, multifamily rental affordable housing project located at 536-538 Meta Street, Oxnard; and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving a plan of finance including the issuance and reissuance of exempt facility bonds by the California Municipal Finance Authority in an aggregate outstanding principal amount not to exceed $25,000,000 to finance and refinance a qualified residential rental project for the benefit of Aspire Apartments LP (or an affiliate), and certain other matters relating thereto.

RECOMMENDATION
4 299
End of Presentation
300

CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. M.2
DATE: April 21, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: TEFRA Hearing - Cypress Place at Garden City, Phase II Apartments.

RECOMMENDATION
That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Cypress Place at Garden City II, LP for a 60-unit, including one manager unit, multifamily rental housing project located at 5482 Cypress Road; and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving a plan of finance of the California Municipal Finance Authority to issue and reissue revenue bonds for a qualified residential rental project in a principal amount not to exceed $20,000,000 for the benefit of Cypress Place at Garden City II LP, and certain other matters relating thereto.
(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/MZlA8UlWg_k

BACKGROUND
The Cypress Place at Garden City, Phase II Apartments is a multifamily rental affordable housing project located at 5482 Cypress Road in Oxnard (Project). The Project will include 60 units, including one manager unit, that will be occupied by households with incomes between 30% and 60% of the Area Median Income for Ventura County. The Project is estimated to begin construction in 2026 and be completed in 2028.

People’s Self-Help Housing Corporation is the developer of the Project, and has an ownership interest as its administrative general partner. Cypress Place at Garden City II LP (Borrower) is the entity that has applied to the California Municipal Finance Authority (CMFA) for a bond issuance to finance and refinance the acquisition, construction, development and equipping of the Project. The Borrower has requested that CMFA serve as the municipal issuer, which includes reissuance, if necessary, of bonds in an aggregate principal amount not to exceed $20,000,000 of Revenue Bonds for the Project (Bonds) pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986.

DISCUSSION
Prior to issuance, Section 147(f) of the Internal Revenue Code of 1986, requires bonds to be approved by the "applicable elected representative" of the governmental units on whose behalf such bonds are expected to be issued and by a governmental unit having jurisdiction over the entire area in which any facility financed by such bonds is to be located, after a public hearing (TEFRA hearing) is held, following reasonable public notice. The Internal Revenue Code does not specify which governmental entity must hold the TEFRA hearing, however; they are commonly hosted by the city 301
council of the city where projects are located. Therefore, the City of Oxnard is conducting a TEFRA hearing providing members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and reissuance. Adoption of the resolution is solely for the purposes of satisfying the requirements of the TEFRA hearing, the Internal Revenue Code and the California Government Code Section 6500 and following. Prior to the TEFRA hearing, reasonable notice must be provided to the members of the community. Following the close of the TEFRA hearing, an “applicable elected representative” of the governmental unit hosting the Project must provide its approval of the issuance and reissuance of the Bonds for the financing of the Project.

CMFA was created on January 1, 2004 pursuant to a joint exercise of powers agreement to assist local governments, nonprofit organizations and businesses with the issuance of taxable and tax-exempt bonds aimed at improving the standard of living in California. To date, over 350 municipalities, including the City, have become members of CMFA, which serves as their conduit issuer and provides access to an efficient mechanism to finance locally-approved projects.

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, promote safe neighborhoods, encourage community engagement, and support our residents in their efforts to improve their quality of life.

FINANCIAL IMPACT
There is no fiscal impact to the City of Oxnard. The Bonds will be issued as limited obligations of CMFA, payable solely from revenues and receipts derived from a loan to be made by CMFA to the Borrower with the Bond proceeds. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and is not named in any of the disclosure documents describing the Bonds or the proposed financing.

COMMITTEE OUTCOME
This is a Public Hearing; therefore, this item did not originate in Committee.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. Attachment 1 - Resolution

2. Attachment 2 - Presentation
302
RESOLUTION NO. _______

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

PLAN OF FINANCE OF THE CALIFORNIA MUNICIPAL FINANCE AUTHORITY TO

ISSUE AND REISSUE REVENUE BONDS FOR A QUALIFIED RESIDENTIAL RENTAL PROJECT IN A PRINCIPAL AMOUNT NOT TO EXCEED $20,000,000 FOR

THE BENEFIT OF CYPRESS PLACE AT GARDEN CITY II LP, AND CERTAIN

OTHER MATTERS RELATING THERETO
WHEREAS, People’s Self-Help Housing Corporation, a California nonprofit public benefit corporation (the “Developer”), on behalf of Cypress Place at Garden City II LP, a California limited partnership, or another ownership entity created by Cypress Place at Garden City II LLC, a California limited liability company, its general partner (the “General Partner”), or by another affiliate of the Developer (such limited partnership or other ownership entity, the “Borrower”), has requested that the California Municipal Finance Authority (the “Authority”) undertake a proposed plan of finance to issue and reissue from time to time one or more series of revenue bonds in an outstanding principal amount not to exceed $20,000,000 (the “Bonds”) to finance and refinance the acquisition, construction, development and equipping of a 60-unit qualified residential rental project (the “Project”) to be owned and operated by the Borrower and located at 5482 Cypress Road within the City of Oxnard, California (the “City”); and WHEREAS, an “applicable elected representative” of the jurisdiction in which the Project is to be located is required to approve the proposed plan of finance for the Project under Section 147(f) of the Internal Revenue Code of 1986, as amended (the “Code”); and WHEREAS, the City Council of Oxnard (the “City Council”) is the elected legislative body of the City and is an “applicable elected representative” for purposes of Section 147(f) of the Code; and
WHEREAS, the Authority has advised that the Bonds may be issued pursuant to a “plan of finance” to issue an original issue of Bonds and to issue or reissue one or more additional series of Bonds from time to time after the original issue of Bonds, if necessary or desirable to comply with applicable legal requirements, all in an aggregate principal amount not to exceed $20,000,000 to finance the Project, and all within the three-year period commencing on the date of the issuance of the first series of Bonds pursuant to this resolution; and WHEREAS, the Authority has requested that the City Council approve the proposed plan of finance in order to satisfy the public approval requirement of Section 147(f) of the Code and the requirements of Section 4 of the Joint Exercise of Powers Agreement Relating to the California Municipal Finance Authority, dated as of January 1, 2004 (the “Agreement”), among certain local agencies, including the City; and
WHEREAS, pursuant to Section 147(f) of the Code, the City Council has, following notice duly given, held a public hearing regarding the issuance of the Bonds, and now desires to approve the proposed plan of finance for the Project;
NOW, THEREFORE, BE IT RESOLVED, by the City Council of Oxnard, as follows:
303
Section 1. The foregoing recitals are true and correct.

Section 2. The City Council hereby approves the proposed plan of finance of the Authority to issue and reissue from time to time of or more series of revenue bonds in an outstanding principal amount not to exceed $20,000,000. It is the purpose and intent of the City Council that this resolution constitute approval of the proposed plan of finance for the Project for the purposes of (a) Section 147(f) of the Code by the applicable elected representative of a governmental unit having jurisdiction over the area in which the Project is to be located, in accordance with said Section 147(f) and (b) Section 4 of the Agreement.

Section 3. The issuance of the Bonds shall be subject to the approval of the Authority of all financing documents relating thereto to which the Authority is a party. The City shall have no responsibility or liability whatsoever with respect to the Bonds.

Section 4. The adoption of this Resolution shall not obligate the City or any department thereof to (i) provide any financing to acquire or construct the Project or any refinancing of the Project; (ii) approve any application or request for or take any other action in connection with any planning approval, permit or other action necessary for the acquisition, construction, rehabilitation, installation or operation of the Project; (iii) make any contribution or advance any funds whatsoever to the Authority; or (iv) take any further action with respect to the Authority or its membership therein.

Section 5. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they deem necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing transaction approved hereby.

Section 6. The City Clerk shall forward a certified copy of this Resolution to the Authority in care of its counsel:

Ronald E. Lee, Esq.

Jones Hall LLP
4 West Fourth Avenue, Suite 406
San Mateo, CA 94402
Section 7. This resolution shall take effect immediately upon its adoption. (signatures appear on the next page)
304
PASSED AND ADOPTED by the City Council of the City of Oxnard this ___ day of _________, 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Mayor
ATTEST:

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

Stephen M. Fischer, City Attorney
305

TEFRA HEARING
FOR

CYPRESS PLACE AT GARDEN CITY, PHASE II

APARTMENTS
Brenda Lopez, Director
Housing Department
City Council
April 21, 2026
306

1. The Cypress Place At Garden City, Phase II Apartments (Project) has applied for issuance of $20,000,000 of exempt facility bonds from the California Municipal Finance Authority (CMFA).

2. The purpose is to finance and refinance the acquisition, construction, development and equipping of the Project, which will be a multifamily rental building located at 5482 Cypress Road.

3. The Tax Equity Fiscal Responsibility Act requires a public hearing (TEFRA hearing) in order for the bonds to qualify as tax-exempt.

4. The TEFRA hearing is intended to allow for community input on the use of tax-exempt bonds for financing projects.

5. There is no City financial obligation or liability arising from state bond issuance.
2 TEFRA HEARING
307
3 CYPRESS PLACE AT GARDEN CITY II APARTMENTS

1. People’s  Self-Help Housing Corporation is the developer of the Project and has ownership interest as its administrative general partner. Cypress Place at Garden City II, LP (Borrower) is the entity that applied for the tax-exempt bonds.

2. The Project will include 60 units, including 1 manager unit, that will be occupied by households with incomes between 30% and 60% of the Area Median Income for Ventura County.

3. The Project is estimated to begin construction in 2026 and complete in 2028. 308
That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Cypress Place at Garden City II, LP for a 60-unit, including one manager unit, multifamily rental housing project located at 5482 Cypress Road; and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving a plan of finance of the California Municipal Finance Authority to issue and reissue Revenue Bonds for a qualified residential rental project in a principal amount not to exceed $20,000,000 for the benefit of Cypress Place at Garden City II LP, and certain other matters relating thereto.

RECOMMENDATION
4 309
End of Presentation
310

CITY COUNCIL AGENDA REPORT

PUBLIC HEARINGS
AGENDA ITEM NO. M.3
DATE: April 21, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: TEFRA Hearing - Lockwood III Apartments.

RECOMMENDATION
That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Lockwood 3 Oxnard LP for a 234-unit, including two manager units, multifamily rental affordable housing project located at 2151 Lockwood Street; and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving the issuance and reissuance of the California Municipal Finance Authority exempt facility bonds for a qualified residential rental project in an aggregate principal amount not to exceed $70,000,000 for the purpose of financing or refinancing the acquisition, construction, improvement and equipping of Lockwood III, and certain other matters relating thereto.
(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/yMvu6NPOjOQ

BACKGROUND
The Lockwood III Apartments is a multifamily rental affordable housing project located at 2151 Lockwood Street, Oxnard (Project). The project will include 234 units, including two manager units, that will be occupied by households with incomes between 30% and 70% of the Area Median Income for Ventura County. The Project is estimated to begin construction in 2026 and be completed in 2028.

Waterford Development LLC is the developer of the Project, and has an ownership interest as its administrative general partner. Lockwood 3 Oxnard LP (Borrower) is the entity that has applied to the California Municipal Finance Authority (CMFA) for a bond issuance to finance and refinance the acquisition, construction, and development of the Project. The Borrower has requested that CMFA serve as the municipal issuer, which includes reissuance, if necessary, of the bonds in an aggregate principal amount not to exceed $70,000,000 of Exempt Facility Bonds for the Project (Bonds) pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986.

DISCUSSION
Prior to issuance, Section 147(f) of the Internal Revenue Code of 1986, requires bonds to be approved by the "applicable elected representative" of the governmental units on whose behalf such bonds are expected to be issued and by a governmental unit having jurisdiction over the entire area in which any facility financed by such bonds is to be located, 311
after a public hearing (“TEFRA hearing”) is held, following reasonable public notice. The Internal Revenue Code does not specify which governmental entity must hold the TEFRA hearing, however; they are commonly hosted by the city council of the city where projects are located. Therefore, the City of Oxnard is conducting a TEFRA hearing providing members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and reissuance. Adoption of the resolution is solely for the purposes of satisfying the requirements of the TEFRA hearing, the Internal Revenue Code and the California Government Code Section 6500 and following. Prior to the TEFRA hearing, reasonable notice must be provided to the members of the community. Following the close of the TEFRA hearing, an “applicable elected representative” of the governmental unit hosting the Project must provide its approval of the issuance and reissuance of the Bonds for the financing of the Project.

CMFA was created on January 1, 2004 pursuant to a joint exercise of powers agreement to assist local governments, nonprofit organizations and businesses with the issuance of taxable and tax-exempt bonds aimed at improving the standard of living in California. To date, over 350 municipalities, including the City, have become members of CMFA, which serves as their conduit issuer and provides access to an efficient mechanism to finance locally-approved projects.

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, promote safe neighborhoods, encourage community engagement, and support our residents in their efforts to improve their quality of life.

FINANCIAL IMPACT
There is no fiscal impact to the City of Oxnard. The Bonds will be issued as limited obligations of CMFA, payable solely from revenues and receipts derived from a loan to be made by CMFA to the Borrower with the Bond proceeds. The City bears no liability with respect to the issuance of the Bonds. Further, the City is not a party to any of the financing documents related to the Bond issuance and is not named in any of the disclosure documents describing the Bonds or the proposed financing.

COMMITTEE OUTCOME
This is a Public Hearing; therefore, this item did not originate in Committee.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. Attachment 1 - Resolution

2. Attachment 2 - Presentation
312
RESOLUTION NO._______________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD APPROVING

THE ISSUANCE AND REISSUANCE OF THE CALIFORNIA MUNICIPAL FINANCE

AUTHORITY EXEMPT FACILITY BONDS FOR A QUALIFIED RESIDENTIAL

RENTAL PROJECT IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $70,000,000 FOR THE PURPOSE OF FINANCING OR REFINANCING THE

ACQUISITION, CONSTRUCTION, IMPROVEMENT AND EQUIPPING OF

LOCKWOOD III, AND CERTAIN OTHER MATTERS RELATING THERETO WHEREAS, Lockwood 3 Oxnard LP (the “Borrower”) a partnership of which Waterford Development LLC (the “Developer”) or a related person to the Developer is the general partner, has requested that the California Municipal Finance Authority (the “Authority”) adopt a plan of financing providing for the issuance and reissuance from time to time of exempt facility bonds for a qualified residential rental project pursuant to Section 142(a)(7) of the Internal Revenue Code of 1986 (the “Code”) in one or more series issued from time to time, including bonds issued to refund such exempt facility bonds in one or more series from time to time, and at no time to exceed $70,000,000 in aggregate principal amount (the “Bonds”), to finance or refinance the acquisition, construction, improvement and equipping of a multifamily rental housing project located at 2151 Lockwood Street, Oxnard, California (the “Project”); and WHEREAS, pursuant to Section 147(f) of the Code, the issuance of the Bonds by the Authority must be approved by the City of Oxnard (the “City”) because the Project is to be located within the territorial limits of the City; and
WHEREAS, the City Council of the City (the “City Council”) is the elected legislative body of the City and is one of the “applicable elected representatives” required to approve the issuance of the Bonds under Section 147(f) of the Code; and WHEREAS, the Authority has requested that the City Council approve the issuance of the Bonds by the Authority in order to satisfy the public approval requirement of Section 147(f) of the Code and the requirements of Section 4 of the Joint Exercise of Powers Agreement Relating to the California Municipal Finance Authority, dated as of January 1, 2004 (the “Agreement”), among certain local agencies, including the City; and
WHEREAS, pursuant to Section 147(f) of the Code, the City Council has, following notice duly given, held a public hearing regarding the issuance of the Bonds, and now desires to approve the issuance of the Bonds by the Authority;
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oxnard as follows:

Section 1. The foregoing resolutions are true and correct.

Section 2. The City Council hereby approves the issuance and reissuance from time to time of the Bonds by the Authority. It is the purpose and intent of the City Council that this resolution constitute approval of the issuance and reissuance from time to time of the Bonds by the Authority, for the purposes of (a) Section 147(f) of the Code by the applicable elected 313
2 representative of the governmental unit having jurisdiction over the area in which the Project is [to be] located, in accordance with said Section 147(f) and (b) Section 4 of the Agreement.

Section 3. The issuance of the Bonds shall be subject to the approval of the Authority of all financing documents relating thereto to which the Authority is a party. The City shall have no responsibility or liability whatsoever with respect to the Bonds.

Section 4. The adoption of this Resolution shall not obligate the City or any department thereof to (i) provide any financing to acquire or construct the Project or any refinancing of the Project; (ii) approve any application or request for or take any other action in connection with any planning approval, permit or other action necessary for the acquisition, construction, rehabilitation, installation or operation of the Project; (iii) make any contribution or advance any funds whatsoever to the Authority; or (iv) take any further action with respect to the Authority or its membership therein.

Section 5. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they deem necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing transaction approved hereby.

Section 6. This resolution shall take effect immediately upon its adoption. (signatures appear on the next page)
314
3 PASSED AND ADOPTED by the City Council of the City of Oxnard this ___ day of _________, 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

Luis A. Mc Arthur, Mayor
ATTEST:

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

Stephen M. Fischer, City Attorney
315

TEFRA HEARING
FOR

LOCKWOOD III APARTMENTS
Brenda Lopez, Housing Director
Housing Department
City Council
April 21, 2026
316

1. The Lockwood III Apartments (Project) has applied for issuance of $20,000,000 of exempt facility bonds from the California Municipal Finance Authority (CMFA).

2. The purpose is to finance and refinance the acquisition, construction, and development of the Project, which will be a multifamily rental building located at 2151 Lockwood Street.

3. The Tax Equity Fiscal Responsibility Act requires a public hearing (TEFRA hearing) in order for the bonds to qualify as tax-exempt.

4. The TEFRA hearing is intended to allow for community input on the use of tax-exempt bonds for financing projects.

5. There is no City financial obligation or liability arising from state bond issuance.
2 TEFRA HEARING
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3 LOCKWOOD III APARTMENTS

1. Waterford Development LLC is the developer of the Project and has ownership interest as its administrative general partner. Lockwood 3 Oxnard LP (Borrower) is the entity that applied for the tax-exempt bonds.

2. The Project will provide 234 units of housing, including two unrestricted manager units, for households with incomes between 30% and 70% of the Area Median Income for Ventura County.

3. The Project is estimated to begin construction in 2026 and be completed in 2028.
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That the City Council:

1. Conduct a Tax Equity and Fiscal Responsibility Act (TEFRA) Hearing regarding the issuance and reissuance of tax-exempt bond financing for the benefit of Lockwood 3 Oxnard LP for a 234-unit, including two manager units, multifamily rental affordable housing project located at 2151 Lockwood Street; and

2. Adopt a resolution titled: Resolution of the City Council of the City of Oxnard approving the issuance and reissuance of the California Municipal Finance Authority exempt facility bonds for a qualified residential rental project in an aggregate principal amount not to exceed $70,000,000 for the purpose of financing or refinancing the acquisition, construction, improvement and equipping of Lockwood III, and certain other matters relating thereto.

RECOMMENDATION
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End of Presentation
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CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.1
DATE: April 21, 2026
TO: City Council
FROM: Alexander Hamilton, Fire Chief, (805) 385-7700, [email protected] SUBJECT: Formal Adoption of the 2026 City of Oxnard Emergency Operations Plan (EOP) Update.

RECOMMENDATION
That the City Council:

1. Adopt a resolution formally adopting the 2026 Emergency Operations Plan Update titled:

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

OPERATIONS PLAN UPDATE FOR THE CITY OF OXNARD AND LETTER OF PROMULGATION

2. Authorize the City Manager to execute the Mutual Aid Agreement with The American Society for the Prevention of Cruelty to Animals (ASPCA) to provide assistance and service to animals impacted by Disasters. (The Community Services, Public Safety, Housing & Development Committee approved 2-0 on March 24, 2026.) Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/yVDdia9DRBk

BACKGROUND
The City of Oxnard’s Emergency Operations Plan (EOP) is a City Council-approved document that guides the City’s operations in managing, responding to, and recovering from emergencies and disasters within Oxnard. The EOP is designed to meet state and federal mandates and incorporates their guidelines in disaster response.

The City’s EOP was updated and approved by the City Council on December 21, 2021. In California, it's an industry best practice to review the EOP annually to make administrative changes, and update the EOP with the City Council's approval every five years to ensure compliance with the California Governor’s Office of Emergency Services (Cal OES) and maintain eligibility for state and federal reimbursements.

Oxnard’s 2026 EOP is divided into four parts, with the City Council determining the City’s emergency management framework through its policy-level Base Plan (Part 1), which provides direction for coordinated preparedness, response and recovery activities. Operational procedures and supporting annexes are maintained separately to allow for timely updates and effective implementation.

The Base Plan addresses the City's planned response to extraordinary emergency situations associated with natural hazards, technological incidents, and human-caused disasters. It provides the foundation for coordinated emergency response across all City departments and with County, State, Federal and community partners.

Development and maintenance of an Emergency Operations Plan is mandated by the California Emergency Services Act (Government Code Section 8607), which requires local governments to use the Standardized Emergency Management 321
System (SEMS) to remain eligible for State and Federal disaster funding, including reimbursement of eligible responserelated personnel costs.

The update also includes authorization for the City to enter into a mutual aid agreement with the ASPCA to support disaster animal response operations when local resources are exceeded.

DISCUSSION
The EOP is the City’s primary policy and planning document for emergency management. The 2026 EOP is structured into four distinct components to ensure both legal compliance and operational agility:
• Part 1: The Base Plan: This serves as the main section of the EOP. It represents the policy-level portion that is approved by the City Council. The Base Plan focuses on "the what and the who" of emergency management. It defines the City’s emergency management organization, legal authorities, roles and responsibilities, and the overarching concepts of operations. • Part 2: Emergency Response Organization Functions: Focuses on "the how" we respond to emergencies by detailing internal procedures, checklists, and confidential contact lists that support the Base Plan.
• Appendices: Includes supporting reference materials such as legal authorities and references, a glossary of terms, and acronyms.
• Annexes: Focuses on "the threat" through functional or hazard-specific supplements that outline detailed coordination strategies.

Industry best practice dictates that the Base Plan is the only section requiring formal legislative adoption because it establishes the City’s legal "Promulgation." While the Base Plan establishes formal policy, Part 2 and the Annexes are maintained administratively by the Fire Department, in partnership with other City departments. This allows for the protection of restricted-use information and ensures the City can update procedures in real-time without the need for recurring legislative action.

The City of Oxnard last adopted a comprehensive Emergency Operations Plan on December 21, 2021. Since then, the landscape of emergency management has shifted due to evolving state mandates, best practices and lessons learned from recent California disasters.

Under California Government Code Section 8607, the City is required to maintain compliance with the Standardized Emergency Management System (SEMS) as a condition of eligibility for State disaster assistance and reimbursement.

Maintaining a current EOP is a key component of that compliance, and failure to do so may jeopardize eligibility for Cal OES and FEMA disaster assistance following a proclaimed emergency.

In addition, FEMA’s Comprehensive Preparedness Guide (CPG) 101 emphasizes the need for emergency operations plans to be periodically updated to reflect changes in demographics, technology, organizational structure, and evolving threats. Pursuant to Government Code Section 8610 and Oxnard City Code Section 6-5, the City’s Disaster Council supports this planning effort to ensure continued compliance with State requirements.

In alignment with industry best practices, the City will have a proactive maintenance cycle to ensure the EOP remains a "living document" rather than static:
• Annual Maintenance: The Fire Department will conduct an annual administrative review of the EOP.

This includes updating contact rosters, resource inventories, State and Federal law (if updates do not change City policy), and minor procedural shifts. These updates are functional in nature and do not change City policy.
• Formal Revision: Every five years, or following a major organizational shift or disaster, the Base Plan will undergo a formal revision and be brought before City Council for re-adoption. This ensures the City’s highest-level policy reflects current demographic data, new legislative mandates, and modern technological capabilities.
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The 2026 EOP Part 1: Base Plan has been updated to:
• Reflect current organizational structures and emergency management roles within the City; • Align with Federal and State emergency management guidance; • Clarify coordination between City departments, the Emergency Operations Center (EOC), and external partners;
• Support scalable, flexible response and recovery operations with an all-hazard approach; and • Include new State mandates
Following adoption by the City Council, the City Manager’s signature on the Letter of Promulgation will formally place the updated EOP into effect. Department-specific annexes and supporting plans will continue to be built and guide operational implementation consistent with the adopted Plan.

Adoption of the 2026 EOP ensures the City is prepared to effectively manage emergencies, protect life and property, and support community recovery while meeting all State and Federal planning requirements.

The primary changes to the 2026 Plan include:
• Reorganizing the EOP to clearly separate the adopted policy-level Base Plan (Part 1) from operational annexes and procedures, allowing for more efficient future updates • Updating the Hazard and Threat Analysis Summary to reflect current risk conditions, including natural hazards, technological incidents, and human-caused threats, and incorporating updated maps and data where applicable
• Clarifying EOC roles, responsibilities, and activation procedures to reflect current City organizational structure and operational practices
• Strengthening coordination and information-sharing processes between City departments and County, State, Federal, and community partners
• Aligning the plan with current State and Federal emergency management guidance, including SEMS, NIMS, Cal OES Crosswalk, and FEMA Comprehensive Preparedness Guide 101 (Version 3) and the 2024 California Emergency Operations Plan
• Updating plan maintenance, training, and exercise guidance to support ongoing readiness and compliance with disaster funding eligibility requirements
• Expanding planning considerations for individuals with access and functional needs, disaster animal care, and community recovery coordination through the inclusion of updated legislation:
• Assembly Bill No. 477 (2019) – Inclusion of Access & Functional Needs (AFN) populations in emergency preparedness
• Senate Bill 160 (2019) - Cultural competence integration into emergency plans • Assembly Bill No. 2645 (2022) – Local emergency plans: AFN and community resilience centers
• Assembly Bill No. 1638 (2023) – Mandate for multilingual emergency response services • Assembly Bill No. 781 (2025) – Emergency shelters: persons with household pets • Assembly Bill No. 478 (2025) – Emergency information and evacuations for persons with pets The draft emergency operations plan is available online at: https://www.oxnard.gov/fire-department/emergencymanagement/emergency-operations-center Hard copies of the draft plan are available for in-person review at the Oxnard Fire Administration office.

Mutual Aid Agreement with The American Society for the Prevention of Cruelty to Animals (ASPCA) The proposed agreement between the City of Oxnard and the ASPCA establishes a framework for coordination and mutual aid during disasters that impact animals. The ASPCA’s National Field Response team provides specialized support for large-scale animal response operations, including animal rescue, emergency sheltering, veterinary care, and 323
logistical support.

Under the agreement, the ASPCA may provide personnel, expertise, and resources to support local animal response efforts when requested through established incident command and operational area coordination processes. The agreement does not obligate either party to respond to a specific incident and requires each organization to be responsible for its own personnel, costs, and resources unless otherwise agreed.

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
Adoption of the 2026 EOP ensures the City meets State and Federal emergency management planning requirements, including compliance with the Standardized Emergency Management System (SEMS). Maintaining an adopted and current EOP is necessary for the City to remain eligible for State and Federal disaster assistance and reimbursement of eligible disaster-related costs, including personnel expenses, following a proclaimed emergency.

Execution of the Mutual Aid Agreement with the ASPCA incurs no direct cost to the City. During emergencies, each party remains responsible for its own personnel, costs, and resources.

COMMITTEE OUTCOME
The Community Services, Public Safety, Housing & Development Committee approved 2-0 on March 24, 2026 to approve the staff recommendation and to forward the item for Council approval.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/wke4XKLbVM8
Please click the following link to view the Community Services, Public Safety, Housing & Development Committee meeting from March 24, 2026: https://www.youtube.com/watch?v=T7hgeg-SQYI Prepared by: Candy Campbell, Emergency Services Manager

ATTACHMENTS

1. EOP Resolution 2026

2. Agreement Number_ A-8612

3. 2026 EOP Part 1 - Base Plan

4. Presentation
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CITY COUNCIL OF THE CITY OF OXNARD
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OXNARD

APPROVING THE EMERGENCY OPERATIONS PLAN UPDATE FOR THE CITY

OF OXNARD AND LETTER OF PROMULGATION
WHEREAS, protecting life and property by way of emergency preparedness is one of the primary responsibilities and highest priorities of the City of Oxnard (“City”); and
WHEREAS, an all-hazard Emergency Operations Plan (“EOP”) provides the framework for emergency response and emergency management during disasters and contains operational concepts designed to adapt to any potential large-scale emergency; and
WHEREAS, the City adopted the current EOP in 2021; and
WHEREAS, the City wishes to update the Plan upon review by the City Manager, as the Director of Emergency Services, Fire Chief, Police Chief, and City Department Heads; and
WHEREAS, the Emergency Operations Plan was reviewed and updated to meet the guidelines and requirements established by the California Governor’s Office of Emergency Services which ensures that the Plan is written in accordance with and has addressed critical elements of the State Standardized Emergency Management System and the National Incident Management System and that it is acceptable in accordance with the requirements of the Emergency Services Act and the California Master Mutual Aid Agreement; and
WHEREAS, the EOP has been updated in accordance with Chapter 6 of the Oxnard City Code, and the City’s 2030 General Plan (Safety & Hazards Element).

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Oxnard as follows:

1. The City Council hereby adopts the 2026 Update to the Oxnard Emergency Operations Plan (Base Plan), including all appendices, as the official all-hazards emergency operations plan for the City of Oxnard, superseding all prior versions to the extent they are inconsistent.

2. The Director of Emergency Services is authorized and directed to sign the 2026 EOP Update Letter of Promulgation on behalf of the City.
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3. Unless otherwise required by law or as provided in the EOP itself, the Director of Emergency Services or designee is authorized to make any and all administrative, nonsubstantive changes to the Part 1 Base Plan, Part 2 Emergency Response Organization Functions and their checklists, annexes, and supporting materials without further City Council action.

PASSED AND ADOPTED this ______ day of ________, 2026 by the following vote:

AYES:

NOES:

ABSENT:
___________________________________
Luis Mc Arthur, Mayor
ATTEST:
____________________________
Luly Lopez, City Clerk
APPROVED AS TO FORM:
____________________________
Stephen Fischer, City Attorney
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Mutual Aid Agreement Between
The American Society for the
Prevention of Cruelty to Animals
and
City of Oxnard
____________________________________
Agreement Number: A-8612
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The purpose of this Mutual Aid Agreement (this “Agreement”) is to create a working relationship between The American Society for the Prevention of Cruelty to Animals (“ASPCA”) and City of Oxnard (the “Agency”) (each of the ASPCA and the Agency a “Party” and, collectively, the “Parties”). This Agreement shall be effective as of the date of the last signature below (the “Effective Date”).

RECITALS
WHEREAS, the ASPCA is a not-for-profit organization that exists to provide effective means for the prevention of cruelty to animals throughout the United States (the “ASPCA Mission”); and
WHEREAS, the ASPCA’s National Field Response team (the “ASPCA Field Team”), working in conjunction with local authorities, leads large scale operations (each an “Operation”) in response to natural disasters (each, a “Disaster”) that cause animal suffering or create animal needs that cannot be met by a community, including but not limited to the Agency, without outside assistance; and
WHEREAS, the Parties wish to facilitate the identification and coordination of assistance and animal rescue efforts in order to maximize the welfare of animals and their caretakers before, during, and after a major incident, and to minimize the loss of life and animal suffering that might occur following such an incident; and
WHEREAS, the Parties to this Agreement have determined that it is in the best interests of themselves and the communities they shall assist to foster communications and the sharing of resources, personnel, and equipment in the event of an incident that threatens the welfare of animals; and
WHEREAS, this Agreement provides the broad framework for cooperation and communication between the ASPCA and the Agency in providing assistance and service to animals impacted by Disasters (as defined below).

NOW, THEREFORE, in consideration of the mutual promises of the Parties, the sufficiency of which is agreed to by both Parties, the Parties agree as follows:

I. CONCEPT OF OPERATIONS: Both the ASPCA and the Agency are separate and independent entities, and each Party is responsible for establishing its own policies and financing its own activities.

Agreement Number: A-8612
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II. MUTUAL AGREEMENTS
A. This Agreement, standing alone, does not obligate either the ASPCA or the Agency to respond and/or to participate in any given Operation; however, if the ASPCA or the Agency does respond and/or otherwise participate in any given Operation, this Agreement shall govern such activities. This Agreement provides the broad framework for cooperation and communication between the ASPCA and the Agency by which assistance and service to the Animals in an Operation may be provided, as well as for other services for which cooperation may be mutually beneficial, as set forth in this Agreement.

B. The ASPCA Field Response Team may require the services of volunteers and/or other resources from the Agency in the event of an Operation; C. The ASPCA and the Agency wish to create a mutually beneficial agreement outlining potential services that may be provided by each organization in the event of an Operation; and
D. The ASPCA and the Agency wish to establish, in advance of any request for assistance, the terms and/or guidelines that will govern a working relationship between the Parties.

III. ANIMAL CARE AND CUSTODY
A. If the Agency has authority over animals due to a Disaster, the Agency may give temporary physical custody of such animals to the ASPCA pursuant to this Agreement.

If the ASPCA has temporary physical custody of animals pursuant to this Agreement, the ASPCA shall provide such animals with adequate space and resources, including but not limited to providing proper food, water, shelter, exercise, socialization, enrichment, and appropriate veterinary care. The ASPCA may provide such services directly or through third parties that it selects, in its sole discretion.

B. In the event of an Operation, the ASPCA may accept animals for permanent placement. Any such transfers of ownership shall take place pursuant to separate written agreement(s) between the ASPCA and the legal owner of the Animal(s), whether the legal owner is the Agency or a third-party person or entity. The Parties understand and agree that no transfer of ownership of any animal shall take place except pursuant to such independently negotiated and separately executed transfer agreements.

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IV. COMMUNICATION BETWEEN THE PARTIES
The Parties agree as follows:

A. Close communication shall be maintained between the ASPCA and the Agency through the use of meetings, telephone conferences, email, and/or other means in the event of a potential or actual Operation. Communication will include requests for assistance, situation reports, and other response-related communications. Each Party will share current data regarding the Operation, support requested, and ability to provide requested support, as further described in this Agreement. Interaction and liaison shall be encouraged at all levels of both Parties’ organizations.

B. The ASPCA and the Agency will distribute this Agreement internally as appropriate and shall urge full cooperation in the event of an Operation. Without limiting the generality of the foregoing, the Agency shall notify other potentially responsible governmental agencies, including but not limited to emergency management and appropriate Emergency Support Functions (ESF), law enforcement, and/or the fire department, of the arrangement between the Parties under this Agreement.

C. The ASPCA and the Agency will keep each other updated as to the individuals who may act on behalf of each party (each, an “Authorized Representative”) in anticipation of or during an Operation. The Agency will update this link with its list of Authorized Representatives and will maintain its current contact information, which can be found here: https://airtable.com/shrMsRlQkdsWiYgWX. The list of Authorized Representatives for the ASPCA can be found here:
https://aspca.app.box.com/s/ea3ayi1i0s6jtoz0rca779kbz3i9m7zy. The ASPCA shall keep its list of Authorized Representatives updated with current contact information.

D. In no event shall the Agency use the ASPCA name or logo for any reason without the express written agreement of the ASPCA, in advance.

V. RESPONSE COORDINATION
A. Requests for Assistance. The Agency may directly contact the Authorized Representative of the ASPCA and shall provide them with the information set forth in Exhibit A when requesting assistance pursuant to this Agreement. The Agency may complete the form attached to this Agreement as Exhibit A or may provide the information by any other available means (e.g., email, online form found at https://airtable.com/appMGKuSkaWpXmLcU/pags9ge77eYgONcKN/form). The request shall also include information detailing the nature of the original request from the authorities authorizing the response, as applicable. It is understood between the Parties that any response to an incident will be based on the National Incident Management System model and fall under the umbrella of the established Emergency Agreement Number: A-8612
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Operations Center for each incident. The Agency shall only request the assistance of the ASPCA if the Agency has approval of the proper authorities that may be necessary for the ASPCA to provide the assistance requested.

B. Requests for Volunteers. In some instances, the ASPCA may request employees and/or volunteers of the Agency to assist with an Operation. This request will, in most cases, be made by means of an email or phone call from the ASPCA to the Agency. The provision of volunteers by the Agency shall be subject to the following:

1. Team Leader. If the Agency provides employees and/or volunteers to assist the ASPCA in an Operation (collectively, the “Agency Volunteers”), the Agency must designate one individual as the Agency Volunteers’ “Team Leader.” The Team Leader will act as the supervisor and primary contact for the Agency Volunteers on any given deployment and shall work with the ASPCA to ensure that the Agency Volunteers are appropriately and safely performing the functions for which they are volunteering and that any of the Agency Volunteers’ concerns are addressed to the best of the ASPCA’s ability. For the avoidance of doubt, the Parties acknowledge and agree that the ASPCA shall set forth the roles and duties of all responders for an Operation, including any Agency Volunteers. A Team Leader must be either:
a. An Agency employee; or
b. An Agency volunteer who has significant experience successfully managing volunteers on behalf of the Agency.

2. Dismissal of Agency Volunteers. The ASPCA reserves the right to require any Agency Volunteers to leave any given Operation for any reason or for no reason. Such determinations shall be made in the sole and absolute discretion of the ASPCA.

3. Agency Volunteer Registration. Prior to participating in an Operation, each Agency Volunteer must register online through the ASPCA Responder Management Application (the “RMA”), available at
https://aspca.volunteerportal.org/?entry_point_type=global_entry_point&nd=user_volunt eer_application&chapter_id=14&entry_point_id=6&unit_id=13

4. . Each Agency Volunteer must provide all information and complete all trainings requested on the RMA. In addition, each Agency Volunteer must indicate that the Agency Volunteer is responding under another organization as a Response Partner Volunteer and agree to the Response Partner Volunteer Agreement and the Disclaimer prior to assisting with an Operation. Both the Response Partner Volunteer Agreement and the Disclaimer can be completed online through the RMA.

Agreement Number: A-8612
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5. Agency Volunteer Qualifications. The Agency shall ensure that each Agency Volunteer is either an employee of the Agency or approved as a volunteer of the Agency according to the Agency’s customary procedures for retaining volunteers.

The Agency shall use its discretion in providing qualified Agency Volunteers. The Agency hereby represents and warrants that any person designated as its volunteer (as opposed to its employee) is properly classified as such pursuant to applicable federal, state, and local laws.

6. No Employment Relationship. At all times, employees of the Agency shall continue to be employed solely by Agency and not by the ASPCA, and volunteers of Agency shall continue to be volunteers of the Agency and not of the ASPCA. The Agency will be solely responsible for (1) paying any and all compensation (wages, overtime wages, paid time off) to which Agency Volunteers are entitled; (2) providing any other legally required or agreed-upon employee benefits or entitlements; (3) providing workers’ compensation insurance as required by applicable law; and (4) fulfilling all other obligations, including income tax withholding, legally required with respect to their employment. Agency Volunteers shall not be eligible to participate in or be covered by any employee benefit plan or program sponsored by or through ASPCA and shall not be entitled to any compensation whatsoever from ASPCA. While Agency Volunteers may receive day-to-day guidance regarding discrete tasks relating to the Operation from the ASPCA, they will remain Agency employees and/or volunteers, subject to Agency’s supervision and direction.

Interactions between Agency employees and/or volunteers and ASPCA employees are not to be understood as creating an employment relationship between them and the ASPCA, or between the Agency and any employee of the ASPCA. Agency acknowledges and agrees that Agency Volunteers shall not be eligible to participate in or be covered by any employee benefit plan or program sponsored by or through the ASPCA, including, without limitation, medical, disability, or life insurance coverage, and shall not be entitled to any compensation from the ASPCA. Agency Volunteers are required to be covered by medical insurance (whether as part of group coverage offered through Agency or through an individual policy).

7. Volunteer Responsibilities. The ASPCA shall use its best efforts to provide a description of the responsibilities that will be performed by Agency Volunteers with respect to any given Operation in advance of requesting Agency Volunteers; however, the Agency understands and agrees that Agency Volunteers will generally perform activities in a high-risk setting that are highly demanding both physically and mentally, and volunteers are often subjected to a significant level of physical Agreement Number: A-8612
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and mental stress. For example, volunteers may be required to lift heavy items, and certain qualified volunteers may assist with technical rescue. The Agency shall use its best efforts to provide the ASPCA with only suitable Agency Volunteers who will be able to endure such conditions, and the Agency agrees that it shall be responsible for vetting any potential Agency Volunteers prior to deploying them to any Operation. The Agency shall convey any special requests of potential volunteers to the extent that such information is available to the Agency.

C. Third-Party Assistance: If the ASPCA determines that additional resources are needed beyond what ASPCA can provide directly, the ASPCA, in conjunction with the Agency, may coordinate the contact, activation, and deployment of its partner organizations to secure additional resources, subject to the terms of this Agreement.

The ASPCA may enter into agreements with its third-party partner organizations to govern such entities’ provision of volunteers or other resources to support deployments, such as an Operation.

VI. COSTS OF ASSISTANCE: Each Party shall be responsible for all of its own costs associated with such Party’s activities related to an Operation. The ASPCA and the Agency shall not be liable for any portion of any expenses incurred by the other unless it has been expressly agreed upon in writing, prior to the incurrence of the expense.

Notwithstanding the foregoing, the Parties agree to cooperate reasonably in pursuing reimbursement from federal, state, or other disaster relief funds (including but not limited to FEMA Public Assistance under ESF-11 or equivalent programs) for any incremental costs incurred by either Party in connection with an Operation. Each Party shall provide the other with timely documentation and information reasonably requested to support such reimbursement claims, to the extent permitted by law.

VII. RELATIONSHIP BETWEEN THE PARTIES: Nothing in this Agreement shall be so construed as to create a relationship of employer and employee, or principal and agent, partnership, or joint venture as between the ASPCA and the Agency. Nothing in this Agreement shall be so construed as to provide either Party with the authority to bind the other to any agreement, undertaking, cost, liability, or expense of any nature without the express written consent of the other.

Each of the ASPCA and the Agency shall be separately responsible for the operation and maintenance of its own equipment, and resources, and each Party’s personnel, equipment, and resources shall generally remain under the operational control of such Party. The ASPCA reserves the right to withdraw its resources at any time during an Operation, subject to reasonable notice to the Agency. The Agency shall provide the ASPCA with at least thirty-days’ advance notification of the Agency’s intent to disallow animals to have continued access to temporary housing operated by the ASPCA during Agreement Number: A-8612
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an Operation and at least seventy-two hour advance notification of the Agency’s intent to withdraw any other resources or personnel that has been provided to assist the ASPCA during an Operation unless such notice is not practicable; in which case, such notice as is reasonable shall be provided. Equipment purchased in connection with responding to a Disaster pursuant to this Agreement will remain the property of the purchasing Party, unless otherwise agreed in writing.

VIII. SELF-SUFFICIENCY: ASPCA personnel and equipment will be, to the greatest extent possible, self-sufficient for housing, food, and other logistical needs in areas stricken by Disasters.

IX. PUBLICITY: During a joint effort, reasonable efforts to promote the identity of both Parties shall be clearly communicated through all available means. The ASPCA and the Agency shall make every effort to keep the public informed of their cooperative efforts.

Whenever possible, onsite signage, press releases, interviews and other communications efforts shall indicate the involvement of both ASPCA and the Agency.

When possible, advance notice and review of releases/reports shall be given by each Party to the other, provided, however, that the Parties shall use their best efforts to complete any such review within twenty-four (24) hours from receiving the release or report. The Parties agree to share photography, videography and other materials that can be used for publicity purposes with the understanding that the Party responsible for procuring said materials is credited as the source; provided, however, that in the case of animal cruelty, the appropriate jurisdictional authority shall have the final approval on any press releases or photographs released in relation to such animal cruelty. The Parties acknowledge and agree that upon sharing any such photographs, videos, and/or other materials, the sharing Party is thereby granting the receiving party a license to use the shared content for any lawful purpose, including fundraising purposes. If applicable, Agency must also secure any and all necessary permission from federal, state, or local law enforcement, if necessary, for use of the materials and shall provide confirmation of such permission to the ASPCA. Without such permission, neither Party may use any materials for publicity purposes that were gathered at any actual or potential crime scene. If applicable, results arising from joint studies between ASPCA and the Agency shall be jointly owned and both Parties shall retain ownership and access without inhibition.

X. FUNDRAISING: The Agency recognizes the ASPCA’s dependence on voluntary public financial support to carry out its mission. The ASPCA shall be free to make special appeals to the public and to its members, if any, for funding.

XI. NON-EXCLUSIVE AGREEMENT: This Agreement is non-exclusive. The ASPCA and the Agency reserve the right to form similar agreements with other parties.

XII. INSURANCE: Each party shall carry its own insurance covering its individual organization and activities related to the Operation.

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XIII. ASPCA MISSION: In the course of assisting the ASPCA in an Operation, the Agency shall strive to support the ASPCA’s mission of providing effective means for the prevention of cruelty to animals throughout the United States.

XIV. CONFIDENTIALITY: The ASPCA and the Agency agree to keep, and to ensure that their respective employees, agents, representatives, and volunteers keep, confidential all materials and information that are provided by the other Party (as the “Disclosing Party”) in connection with its performance under this Agreement and that are not made available to the general public, including without limitation, financial information, and information and materials about either Party’s or its affiliates’ operations, campaigns, and/or strategic or tactical plans (collectively the “Confidential Information”).

Neither the ASPCA nor the Agency shall, and each shall ensure that its employees, agents, representatives, and volunteers shall not, use, disclose, or publish any Confidential Information without proper written approval of the Disclosing Party either during or subsequent to the term of this Agreement except that the ASPCA’s and the Agency’s employees, agents, representatives, and volunteers may use the information during the term of this Agreement to the extent (and only to the extent) necessary to perform services pursuant to this Agreement or as may be required by applicable law or pursuant to a lawful court order. All Confidential Information shall at all times be and remain the exclusive property of the Disclosing Party.

XV. LIABILITY, DEFENSE, AND INDEMNITY
A. Claims Arising from Sole Acts or Omissions of Agency: The Agency hereby agrees to defend and indemnify the ASPCA and its officers, agents, employees, volunteers from any claim, action or proceeding against ASPCA, arising solely out of the acts or omissions of the Agency in the performance of this Agreement except to the extent such claims arise from the gross negligence or willful misconduct of the indemnified Party.. At its sole discretion, ASPCA may participate at its own expense in the defense of any claim, action or proceeding, but such participation shall not relieve the Agency of any obligation imposed by this Agreement. ASPCA shall notify the Agency promptly of any claim, action or proceeding and cooperate fully in the defense.

B. Claims Arising from Sole Acts or Omissions of ASPCA: The ASPCA hereby agrees to defend and indemnify the Agency, its agents, officers and employees from any claim, action or proceeding against Agency, arising solely out of the acts or omissions of ASPCA in the performance of this Agreement except to the extent such claims arise from the gross negligence or willful misconduct of the indemnified Party.. At its sole discretion, Agency may participate at its own expense in the defense of any such claim, action or proceeding, but such participation shall not relieve ASPCA of any obligation imposed by this Agreement. Agency shall notify ASPCA promptly of any claim, action or proceeding and cooperate fully in the defense.

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C. Claims Arising from Concurrent Acts or Omissions: The Agency hereby agrees to defend itself, and the ASPCA hereby agrees to defend itself, from any claim, action or proceeding arising out of the concurrent acts or omissions of the Agency and the ASPCA. In such cases, Agency and ASPCA agree to retain their own legal counsel, bear their own defense costs, and waive their right to seek reimbursement of such costs, except as provided in paragraph XV(E) below.

D. Joint Defense: Notwithstanding paragraph XV (C) above, in cases where the Agency and the ASPCA agree in writing to a joint defense, the Agency and the ASPCA may appoint joint defense counsel to defend the claim, action or proceeding arising out of the concurrent acts or omissions of ASPCA and Agency. Joint defense counsel shall be selected by mutual agreement of the Agency and the ASPCA. The Agency and the ASPCA agree to share the costs of such joint defense and any agreed settlement in equal amounts, except as provided in paragraph XV(E) below or as otherwise provided in such written joint defense agreement. The Agency and the ASPCA further agree that neither party may bind the other to a settlement agreement without the written consent of both Agency and ASPCA.

E. Reimbursement and/or Reallocation: Where a trial verdict or arbitration award allocates or determines the comparative fault of the parties, the Agency and the ASPCA may seek reimbursement and/or reallocation of defense costs, settlement payments, judgments, and awards, consistent with such comparative fault.

F. Limitation of Liability. Neither Party shall be liable to the other Party for any incidental, consequential, indirect, special, or punitive damages arising in connection with this Agreement or its termination or the breach of any obligation arising hereunder, whether for breach of contract, tort, negligence, or other form of action.

XVI. ENTIRE AGREEMENT; AMENDMENT; COUNTERPARTS: This Agreement constitutes and contains the entire agreement between the Parties with respect to the subject matter herein, supersedes all prior written or oral understandings and agreements relating thereto, and may not be changed, modified, amended, or supplemented, except by written agreement of both Parties. This Agreement may be executed in counterparts, each of which shall be deemed an original, and which collectively will be deemed one document. This Agreement may be executed electronically, and such signature shall have the same effect as an original signature. By signing this Agreement, the signer represents that they have the authority to bind the Party on whose behalf the signer has executed the Agreement.

XVII. TERM, TERMINATION: This Agreement shall be effective as of the Effective Date and shall remain in effect until terminated by either party upon fifteen (15) days’ written notification to the other party.

Agreement Number: A-8612
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[Signature page follows.]
Agreement Number: A-8612
337
Approved and agreed to by:

ASPCA
___________________________________ ________________________ Tim Rickey Date
Vice President, National Field Response
American Society for the Prevention of Cruelty to Animals 424 East 92nd Street
New York, NY 10128
AGENCY: City of Oxnard
_______________________________ ____________________
Alexander Nguyen Date
City Manager
Approved as Form
_______________________________ ____________________
Stephen M. Fischer Date
City Attorney
EXHIBIT A [FILL OUT ELECTRONICALLY SUBSTANTIALLY IN THIS FORM]

REQUIRED INFORMATION
Each request for assistance shall be accompanied by the following information, to the extent known:

1. General description of the damage sustained or threatened:

2. Identification of the emergency service function or functions for which assistance is needed (e.g., emergency medical, search and rescue, transportation, communications, planning and information assistance, resource support, assistance with investigations of alleged animal cruelty, and other services, etc.), and the particular type of assistance needed:

3. Identification of the type of assistance needed:

Agreement Number: A-8612
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4. Amount and type of personnel, equipment, materials, and supplies needed and a reasonable estimate of the length of time that each will be needed:

5. Need for sites, structures, or buildings to serve as relief centers or staging areas for incoming personnel, goods, equipment, and services:

6. Estimated time and a specific place for a representative of Agency to meet the personnel and equipment of the ASPCA:

7. List the names of other organizations which you have also asked to help or with which you have an existing MAA or MOU:

8. Please list what services you, or another organization, are willing to provide:

Agreement Number: A-8612
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Part 1: Base Plan
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Table of Contents
Part 1: Base Plan
Introductory Material...................................................................................................................... i Promulgation...............................................................................................................................................................i Plan Concurrence.................................................................................................................................................... ii Approval and Implementation...................................................................................................................... iii Record of Changes................................................................................................................................................ iv Record of Distribution.......................................................................................................................................... v Foreword.......................................................................................................................................................................vi Emergency Management Priorities.......................................................................................................... vi Structure of the Emergency Operation Plan..................................................................................... vii Activation of Emergency Operation Plan............................................................................................. vii Section 1: Overview..........................................................................................................................1

1.1 Purpose......................................................................................................................................................................1

1.2 Scope..........................................................................................................................................................................1

1.3 Situation Overview............................................................................................................................................1

1.4 Demographics....................................................................................................................................................3 Table 1-1: English Language Learner (ELL) Students by School District....................4 Figure 1-1: Linguistic Isolation Percentile (Oxnard)...................................................................5

1.5 Hazard and Threat Analysis Summary...............................................................................................7 Figure 1-2: Dam Inundation Map, Oxnard, February 2025..................................................11 Figure 1-3: Fault Map, Oxnard, February 2025.............................................................................12 Figure 1-4: Liquefaction Potential Map, Oxnard, February 2025....................................13 Figure 1-5: FEMA Flood Zones, Oxnard, February 2025....................................................... 14 Figure 1-6: Tsunami Inundation Zone Map, Oxnard, February 2025...........................15 Figure 1-7: Cal Fire Local Responsibility Area Fire Hazard Severity Zone Map, Oxnard, March 2025.....................................................................................................................................16 Figure 1-8: Major Rail and Transportation Corridors, Oxnard, August 2025..........17

1.5 Planning Assumptions................................................................................................................................18 Section 2: Concept of Operations.............................................................................................21

2.1 Phases of Emergency Management.................................................................................................21

2.2 Emergency Operation Center (EOC) Activation and Operations................................ 26 Table 2-1: City of Oxnard EOC Activation Levels....................................................................... 27 Table 2-2: Local Government EOC Staffing Guide..................................................................28

2.3 Incident Management Frameworks................................................................................................32 344
Table 2-3: Five Levels of SEMS Coordination...............................................................................32

2.4 Public Awareness and Information..................................................................................................35

2.5 Access and Functional Needs (AFN)................................................................................................35

2.6 Children and Unaccompanied Minors...........................................................................................37

2.7 Disaster Animal Care.................................................................................................................................. 37

2.8 Training and Exercises.............................................................................................................................. 38 Section 3: Organization and Assignment Responsibilities............................................ 39

3.1 City of Oxnard EOC Structure and Responsibilities................................................................39 Table 3-1: Key Roles and Responsibilities in EOC....................................................................40

3.2 City Department Emergency Roles and Responsibilities................................................40 Table 3-2: City Department Emergency Responsibilities...................................................41

3.3 Community Partners and Private Sector Involvement.......................................................43 Table 3-3: Community Partner & Private Sector Emergency Responsibilities....43 Section 4: Direction, Control, and Coordination................................................................45

4.1 Local Level Coordination..........................................................................................................................45 Table 4-1: Support Provided to Oxnard from County Agencies.....................................47

4.2 Regional Coordination (Cal OES Region I)..................................................................................49

4.3 State Coordination and Proclamation Support...................................................................... 49

4.4 Federal Coordination and Declarations....................................................................................... 49

4.5 Plan Integration and Coordination..................................................................................................50 Figure 4-1: California OES Mutual Aid and Regional Map................................................52 Section 5: Communications.......................................................................................................55

5.1 Communications Systems.......................................................................................................................55 Table 5-1: City Telecommunication Service Providers.......................................................... 55

5.2 Alert and Warning Systems...................................................................................................................57

5.3 Information Gathering and Dissemination................................................................................ 58

5.4 Public Information.......................................................................................................................................59

5.5 Joint Information System (JIS) and Joint Information Center (JIC)...........................60 Section 6: Mutual Aid and Resource Management.......................................................... 63

6.1 Mutual Aid System and Coordination............................................................................................. 63

6.2 Discipline-Specific Mutual Aid............................................................................................................ 64

6.3 Volunteer and Private Sector Aid...................................................................................................... 64

6.4 Policies and Procedures.......................................................................................................................... 65

6.5 Agreements......................................................................................................................................................66 Section 7: Continuity of Government.....................................................................................69

7.1 Legal Authority................................................................................................................................................ 69

7.2 Continuity of Authority and Succession........................................................................................70 Table 7-1: Director of Emergency Services Line of Succession...................................... 70

7.3 Preservation of Local Government.................................................................................................... 71 345

7.4 Department Head Succession............................................................................................................. 71 Table 7-2: Department Heads Line of Succession..................................................................72

7.5 Alternate Government Seat................................................................................................................... 73

7.6 Vital Records Preservation......................................................................................................................73 Section 8. Administration, Finance, and Logistics............................................................ 75

8.1 Documentation and Recordkeeping...............................................................................................75

8.2 Finance and Cost Recovery....................................................................................................................75

8.3 Logistics and Resource Management........................................................................................... 76

8.4 After-Action Reporting and Improvement Planning..........................................................78

8.5 Finance and Logistical Roles and Coordination by EOC Section................................79 Table 8-2: Finance and Logistical Roles by EOC Section...................................................79 Section 9. Plan Development and Maintenance................................................................ 81

9.1 Plan Development Responsibility.......................................................................................................81

9.2 Plan Maintenance and Update Cycle..............................................................................................81

9.3 Training and Exercise Requirements...............................................................................................81

9.4 Plan Evaluation Metrics........................................................................................................................... 83 Appendices......................................................................................................................................85 A. Authorities...........................................................................................................................................................85 B. References...........................................................................................................................................................86 C. Abbreviations and Acronyms.................................................................................................................88 D. Glossary of Terms.............................................................................................................................................91 346
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Introductory Material
Promulgation
To: Officials, Employees, and Residents of the City of Oxnard The City of Oxnard (“City”) is committed to safeguarding the health, safety and welfare of our community in the face of emergencies and disasters. This 2026 Emergency Operations Plan (“EOP”) establishes a comprehensive, all-hazards framework for preparedness, response, recovery, and mitigation, ensuring the effective mobilization of City resources, coordination with partner agencies, and protection against excessive pricing during emergencies, as outlined in Chapter 6 of the Oxnard City Code.

The EOP aligns with the Standardized Emergency Management Systems (“SEMS”), the National Incident Management System (“NIMS”), and the California Emergency Services Act (“CESA”). It supersedes all previous versions and empowers the Director of Emergency Services, along with designated successors, to proclaim local emergencies, promulgate necessary orders, and direct City operations as authorized by Oxnard City Code sections 6-3 and 6-4, as may be amended.

By this promulgation, the City formally adopts and implements the 2026 Emergency Operations Plan. The City Council, City Manager, Department Directors, and all City personnel are directed to become familiar with its contents, fulfill their defined roles and responsibilities, and participate in training, exercises, and plan maintenance as required. Residents, businesses, community organizations, and partner agencies are encouraged to review relevant portions of the plan and support community preparedness efforts.

This plan becomes effective upon adoption by the City Council and shall remain in force and effect until superseded by a future adopted version. i
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Plan Concurrence
Having reviewed and approved the 2026 City of Oxnard Emergency Operations Plan (EOP), I hereby concur with its contents and affix my signature below. ___________________________________
Alexander Nguyen
Director of Emergency Services
City Manager
___________________________________
Eric Sonstegard
Assistant City Manager
___________________________________
Jason Benites
Chief of Police
___________________________________
Terrel Harrison
Cultural and Community Services Director
___________________________________
Javier Chagoyen-Lazaro
Chief Financial Officer
___________________________________
Brenda Lopez
Housing Director
___________________________________
Jeff Pengilley
Community Development Director
___________________________________
Ashley Golden
Assistant City Manager
___________________________________
Stephen Fischer
City Attorney
___________________________________
Alexander Hamilton
Fire Chief
___________________________________
Michael Wolfe
Public Works Director
___________________________________
Rob Ruben
Chief Information Officer
___________________________________
Steve Naveau
Human Resources Director
___________________________________
Candy Campbell
Emergency Services Manager
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Approval and Implementation
The City of Oxnard EOP provides a coordinated framework for preparedness, response, and recovery during major emergencies and disasters. It applies to all City departments and personnel with emergency responsibilities and aligns with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the California State Emergency Plan.

The EOP is flexible, scalable, and all-hazard focused. Following review and concurrence by Department Directors, it will be submitted to the City Council for adoption.

Supersession of Prior Plans
This plan supersedes all previous versions of the City of Oxnard EOP to the extent that those documents are inconsistent with this updated version.

Delegation of Authority for Modifications
● The Emergency Services Manager (EM) is responsible for maintaining the EOP’s accuracy and operational relevance by preparing, coordinating, publishing, and distributing updates to all City departments and agencies listed on the distribution page.
● The EM will review applicable laws, regulations, and standards to ensure continued compliance with SEMS and NIMS requirements, in coordination with the City Attorney’s Office as needed.
● City Department Directors may recommend changes based on operational, structural, or procedural updates within their departments. These recommendations will be submitted to the EM for review and potential inclusion. ● Any substantive changes to Part 1 (Base Plan) that affect the plan’s scope, authority, structure, or core responsibilities must be reviewed by the City Manager and formally adopted by the City Council. Updates to Part 2 (including checklists, annexes, appendices and supporting materials) may be made by the Emergency Services Manager without Council action.

Implementation
Upon adoption by the City Council, this plan becomes the official EOP for the City of Oxnard.

All city departments, divisions, and supporting agencies are encouraged to familiarize themselves with the contents of this plan and ensure their staff are trained in its use. ___________________________________ ________________
Director of Emergency Services Date
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Record of Changes
This Record of Changes is used to track all updates and revisions made to the EOP over time.

The process for reviewing and updating the EOP is outlined in Section 9 Plan Development and Maintenance.

Every effort has been made to ensure the accuracy and completeness of the information contained in this plan as of its initial release.

Change No. Change Date Description Changed By
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Record of Distribution
Department Copies
California Office of Emergency Services, Southern Region Ventura County Operational Area - Ventura County Sheriff’s OES City Council
City Clerk
City Attorney’s Office
City Manager’s Office
Community Development
Cultural and Community Services
Finance
Fire
Human Resources
Housing
Information Technology
Police
Public Works
Part One of the EOP is publicly accessible on the City of Oxnard website.

Printed copies are maintained at both the primary and alternate Emergency Operations Center (EOC) locations. Each Department Director has also received a printed version of the EOP. These physical copies ensure continued access during power outages or other disruptions that may limit availability of the digital version on the network drive.

Departments are encouraged to print and retain any sections of the EOP necessary to support their assigned emergency roles and responsibilities. v
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Foreword
The City of Oxnard EOP provides a framework for coordinated response to emergencies that exceed routine capabilities and require citywide coordination. Part 1, the Base Plan, outlines the City’s approach to preparedness, response, and initial recovery from major incidents caused by natural hazards, technological events, or human-caused threats.

Aligned with California’s SEMS and NIMS, the plan defines the organizational structure and coordination methods used to manage emergencies.

This supports proactive planning across all City departments and services as the foundation for the annexes, checklists, and procedures in Part 2 of the EOP.

The EOP has been developed in accordance with the City of Oxnard Municipal Code, Chapter 6, Emergency Organization and Functions, FEMA’s Comprehensive Preparedness Guide (CPG) 101 (v3), the California Office of Emergency Services (Cal OES) EOP Crosswalk, and the California Emergency Services Act (CESA). The EOP is consistent with and supports the 2024 State of California Emergency Plan.

Emergency Management Priorities
● Implement protective life safety measures
● Reduce impacts to property and critical infrastructure ● Safeguard the environment
● Support rapid recovery and restoration of businesses and community services ● Maintain accurate documentation and records to facilitate cost recovery and after-action reviews
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Structure of the Emergency Operation Plan
Part One:

Base Plan
Establishes the overall framework for emergency operations, including roles, responsibilities, response strategies, and an overview of potential hazards.

Part Two:

Emergency Response
Organization Functions
Details internal procedures, checklists, contact lists, and operational details that support implementation of this Base Plan. These materials are maintained by the Emergency
Services Manager and may be updated as needed without
City Council action. Part Two documents are not required for adoption of this Base Plan and may include restricted-use information
Appendices
Includes supporting reference materials such as legal
authorities, a glossary of terms, and acronyms. Some
appendices may contain internal or restricted-use information and are intended for authorized personnel only.

Annexes
Functional or hazard-specific supplements to the Base Plan that outline detailed procedures, roles, and coordination strategies. Annexes may be updated independently of the Base Plan without adoption by Council.

Activation of Emergency Operation Plan
● Upon order by the City Manager, as designated in Oxnard City Code Section 6-3 (Ord. 2942), following the proclamation of a local emergency as defined in the ordinance. ● When a State of Emergency that includes the City of Oxnard jurisdiction is declared by the Governor.
● Automatically upon proclamation of a State of War Emergency, as defined by the CESA (Chapter 7, Division 1, Title 2, California Government Code). ● Upon a Presidential declaration of a National Emergency. ● Immediately upon receipt of an attack warning or confirmed observation of a nuclear detonation.
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Section 1: Overview

1.1 Purpose
The purpose of the Base Plan is to outline how the City of Oxnard will respond to emergencies resulting from natural hazards, technological events, or human-caused incidents. This plan provides an overview of the City’s emergency management structure, operational concepts, and coordination roles, in alignment with SEMS and NIMS. The plan also clarifies the responsibilities of local, state, and federal agencies in safeguarding lives, protecting property, and supporting the resilience of the Oxnard community.

1.2 Scope
● Applies to all City of Oxnard departments and personnel with emergency responsibilities.
● Covers all geographic areas within the City’s jurisdiction. ● Provides the basis for preparedness, coordinated response, and the early phases of recovery following emergencies of any type.
● Supports a scalable and flexible approach to managing incidents. ● Describes the City’s emergency management organization and how it integrates with SEMS and NIMS.
● Identifies the conditions that may trigger plan activation, including a proclaimed local emergency or other serious threats to people, property, or the environment. ● Explains how the City works in partnership with other agencies, non-governmental organizations, private businesses, and the community.
● Serves as the foundation for all functional annexes, hazard-specific plans, and departmental procedures.

1.3 Situation Overview
The City of Oxnard is located in western Ventura County along the southern California coast with a land area of 27.12 square miles.
1 Oxnard is the largest city in the county and a key hub for agriculture, commerce, military, and maritime activity.

As a full-service municipality, the City of Oxnard operates its own police, fire, public works, and water services. The city is positioned near critical regional assets, including the Port of 1 Ventura County & City of Oxnard. (2022, June). Ventura County Multi-Jurisdictional Hazard Mitigation Plan. Volume 2 - Jurisdictional Annexes (Section 6).
1 356
Hueneme, Naval Base Ventura County, U.S. Highway 101, Union Pacific Railroad lines, and Oxnard Airport making it a key connection point.

Vital community lifelines and critical facilities are located within Oxnard, including St. John’s Regional Medical Center, wastewater treatment facilities, energy infrastructure, and major agricultural processing centers.

Oxnard is served by six public school districts including: Oxnard School District, Rio School District, Hueneme Elementary School District, Ocean View School District, Mesa Union School District and Oxnard Union High School District. The city is also home to Oxnard College, a public community college.

Oxnard faces a range of hazards that could disrupt critical services, threaten lives, damage infrastructure, and require multi-agency coordination. These include both natural and human-caused incidents, and the City’s coastal location and regional economic role amplify its risk exposure.

This EOP integrates with local and regional plans, including the Ventura County Operational Area (Ventura County Sheriff’s Department, Office of Emergency Services), also known as Ventura County Op Area, EOP and the 2022 Ventura County Hazard Mitigation Plan (HMP).

Situational Assessment
● The City has robust municipal systems for public safety, utilities, and transportation, but some infrastructure is vulnerable to seismic activity, tsunamis, flooding, and storm surge.
● Coastal and river flood risks are present due to proximity to the Pacific Ocean and Santa Clara River.
● Urban and industrial growth increases risks from hazardous materials transport, energy infrastructure, and aging critical facilities. The City evaluates all development projects to ensure mitigation measures are in place to address any new hazards or impacts they may introduce.
● Disadvantaged communities and populations with access and functional needs (AFN) may face increased risk due to socioeconomic, mobility, or language barriers. ● Oxnard’s risk environment is evolving due to climate change, with increased heat, storm intensity, and potential for sea level rise.
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1.4 Demographics
Understanding the demographic characteristics of the City of Oxnard is essential to effective emergency management and whole community planning. Population composition, household structure, language, and socioeconomic conditions influence how residents prepare for, respond to, and recover from emergencies. Pursuant to the U.S. Census Bureau (2024 QuickFacts),
2 the below demographics make up the City of Oxnard.

As of 2024, Oxnard has approximately 200,616 residents, and is characterized by relatively large household sizes, significant cultural and linguistic diversity, and socioeconomic factors that must be considered in emergency planning.

Household, Housing, and Economic Factors
Oxnard has approximately 52,000 households, with an average household size of 3.84 persons per household, which is higher than county and state averages. Larger household sizes may affect evacuation planning, shelter capacity, and household-level resource needs during emergencies.

Housing and economic conditions also influence disaster resilience. The median household income in Oxnard is approximately $93,000, yet more than 10 percent of residents live below the federal poverty level, and a significant portion of renter households experience housing cost burdens. These factors may affect residents’ ability to prepare for and recover from emergencies.

Children and older adults represent important planning populations. Approximately 26.5 percent of residents are under age 18, and 11.5 percent are age 65 or older, populations that may require additional support during emergency response and recovery operations. 2 U.S. Census Bureau, QuickFacts: Oxnard city, California, 2024 3 358
Population, Culture, and Language
Oxnard is a majority Hispanic/Latino community, with approximately 77 percent of residents identifying as Hispanic or Latino. A substantial portion of residents, approximately 68 percent, speak a language other than English at home, with Spanish as the primary non-English language. These characteristics influence emergency communications, warning systems, and public outreach strategies.

Many students in Oxnard are classified as English Language Learners (ELLs), according to the California Department of Education’s district profiles (see Table 1-1). This data highlights the prevalence of multiple home languages and the importance of multilingual communication in emergency planning and response. Prevalent languages spoken throughout Ventura County include: English, Spanish, Mixteco (Otomian), Arabic, Vietnamese and Mandarin with Otomian languages being the most prevalent amongst farmworker communities. 3 Table 1-1: English Language Learner (ELL) Students by School District District
Number/Percentage
of ELL Students
Oxnard School District 6,706 (50.0 % of student population) 4 Rio School District 1,886 (36.2 % of student population) 5 Hueneme Elementary School District 3,024 (43.1 % of student population) 6 Ocean View School District 1,174 (55.7 % of student population) 7 Mesa Union School District 91 (8.4 % of student population) 8 Oxnard Union High School District 2,608 (15.0 % of student population) 9 9 Oxnard Union High School District: English Learners https://www.cde.ca.gov/sdprofile/details.aspx?cds=56725460000000 8 Mesa Union School District: English Learners, https://www.cde.ca.gov/sdprofile/details.aspx?cds=56724700000000 7 Ocean View School District: English Learners, https://www.cde.ca.gov/sdprofile/details.aspx?cds=56725610000000 6 Hueneme School District: English Learners, https://www.cde.ca.gov/sdprofile/details.aspx?cds=56724620000000 5 Rio Elementary School District: English Learners,
https://www.cde.ca.gov/sdprofile/details.aspx?cds=56725610000000 4 Oxnard Elementary School District: English Learners,
https://www.cde.ca.gov/sdprofile/default.aspx?t=district&q=Oxnard 3 California Department of Education, Educational Demographics Office. (2024). Ventura County Language Group Data - Countywide for 2023 - 24. Retrieved December 30, 2025, from https://dq.cde.ca.gov/dataquest/lc/CountyLC.aspx?Level=County&TheCounty=56+Ventura&cYear=2023-24 4 359
U.S. Census Bureau, American Community Survey (ACS) data (2015–2019) indicate that several census tracts within the City of Oxnard have higher percentages of linguistically isolated households compared to state averages (see Figure 1-1).

Linguistically isolated households are defined as those in which all members 14 years of age or older speak a language other than English and have at least some difficulty speaking English. These conditions may affect residents’ ability to receive, understand, and act on emergency information, underscoring the need for targeted multilingual communication and inclusive outreach strategies during emergency preparedness, response, and recovery.

Figure 1-1: Linguistic Isolation Percentile (Oxnard)
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1.5 Hazard and Threat Analysis Summary
Based on the Ventura County HMP (2022) and City of Oxnard’s 2030 General Plan, Safety and Hazards
10 element, the following natural hazards, technological, and human-caused incidents pose risk to the City:

Dam Failure
Details
Oxnard lies downstream of several significant dams, including Santa Felicia Dam, Casitas Dam, Matilija Dam, Bard Reservoir, and larger regional dams like Pyramid and Castaic. Of these, Santa Felicia, Pyramid, and Castaic pose the greatest potential impact to Oxnard.

Potential Impacts
Widespread flooding, extensive property and infrastructure damage, transportation and utility disruption, mass evacuation, displacement of residents, and environmental contamination (see Figure 1-2: Dam Inundation Map).

Earthquake
Details
Oxnard is near multiple active faults including Oak Ridge (1 mi), Pitas Point–Ventura (6 mi), Red Mountain (10 mi), Anacapa (12 mi), and Malibu Coast (15 mi) (see Figure 1-3: Fault Map). The city is susceptible to strong ground shaking and liquefaction (see Figure 1-4: Liquefaction Map), especially in the Oxnard Plain.

Potential Impacts
Severe structural damage, road and bridge failure, utility outages, fires, hazardous materials releases, disruption to emergency services, and injuries and casualties.

Severe Weather / Storms
Details
Pacific storms bring heavy rain, strong coastal winds, and occasional lightning.

While Oxnard is partially sheltered from mountain-driven weather, climate change is increasing the frequency of intense storm events. Rare but possible hazards include waterspouts and weak tornadoes.

Potential Impacts
Urban flooding, power outages, downed trees and utility lines, blocked roads, localized debris flows, property damage, and potential transportation and communication disruptions and rare wind damage from waterspouts or tornadoes.
10 City of Oxnard, General Plan, 2011 (amendments through December 2016) 7 362
Flooding
Details
Parts of Oxnard are located in FEMA designated flood zones (see Figure 1-5:

FEMA Flood Map). The city’s flat topography, aging drainage systems, and proximity to the Pacific Ocean and Santa Clara River increase exposure to storm surge, coastal flooding, and inland flooding from heavy rainfall or dam releases.

Potential Impacts
Flash flooding, storm drain overflows, road and property damage, business closures, vehicle loss, displacement, and longer-term infrastructure degradation.

Landslide
Details
While most of Oxnard is flat, landslide risks exist near coastal bluffs, hillsides to the north and east, and areas with unstable soils. Landslides may be triggered by heavy rainfall, seismic activity, or erosion along slopes and man-made embankments.

Potential Impacts
Road closures, utility line disruption, property damage, blocked drainage systems, and increased sediment flow into waterways and flood control systems.

Sea Level Rise
Details
Oxnard’s low elevation and coastal location make it vulnerable to sea level rise.

The combination of gradual rise and extreme tide events increases risk to beaches, coastal roads, and low-lying neighborhoods.

Potential Impacts
Coastal erosion, permanent inundation of low-lying areas, salinization of groundwater, increased storm surge impacts, infrastructure damage, and long-term displacement or land use change.

Tsunami
Details
Oxnard lies within a tsunami inundation zone. An undersea earthquake along the Pacific Rim or local submarine landslide could generate a tsunami reaching the Ventura County coastline within minutes to hours (see Figure 1-6: Tsunami Inundation Map).

Potential Impacts
Rapid coastal flooding, loss of life, destruction of buildings, ports, and utilities in the inundation zone, mass evacuations, and contamination of water supplies. 8 363
Drought and Water Supply
Details
For potable water, Oxnard relies on a mix of imported water and local groundwater. Groundwater is obtained through Oxnard operated wells and wells operated by the United Water Conservation District. Each of these three sources provides roughly one-third of the total customer demand for potable water. Oxnard also produces recycled water. Prolonged drought in California reduces water availability, strains groundwater reserves, and increases competition with agricultural demands.

Potential Impacts
Water shortages, agricultural losses, increased utility costs, and long-term damage to aquifers and water infrastructure.

Wildfire
Details
While the City of Oxnard itself doesn’t have large wildland areas, nearby hills, farmland, and open spaces can still pose a wildfire risk (see Figure 1-7: Cal Fire Local Responsibility Area Fire Hazard Severity Zone Map). In recent years, the region has seen more frequent and intense wildfires due to dry conditions and high winds.

Potential Impacts
Fires in surrounding areas can lead to smoke, ash, power outages, and evacuation alerts. Poor air quality and health concerns from smoke, possible evacuations, road closures, public safety power shutoffs (PSPS), and strain on emergency services, even if the fire is not burning directly inside city limits.

Terrorism / Active Shooter
Details
Oxnard contains critical infrastructure, industrial hubs, government facilities, schools, and high-occupancy public venues that may be targets for terrorism, sabotage, or active shooter incidents. These incidents may involve firearms or Chemical, Biological, Radiological, Nuclear, and/or High-Yield Explosive (CBRNE) weapons. The City maintains active membership in the County’s Terrorism Early Warning Group, Terrorism Working Group, and the Joint Regional Intelligence Center (JRIC) to facilitate real-time intelligence sharing.

Potential Impacts
Mass injuries, fatalities and psychological trauma. Prolonged law enforcement activity and temporary area lockdowns. Damage to facilities or networks. 9 364
Civil Unrest
Details
Protests or civil disturbances may arise in response to national or local events.

Large-scale gatherings near civic centers, transportation corridors, public facilities, or commercial areas may disrupt normal operations.

Potential Impacts
Public safety risks, property damage, disruption to transportation and commerce, looting, higher demand for law enforcement, crowd control resources, relocation of EOC.

Public Health Emergencies
Details
Oxnard may face public health emergencies due to infectious disease outbreaks, contamination events, or biological threats. The city has a dense population, vulnerable groups, and agricultural workforce susceptible to outbreaks.

Potential Impacts
Healthcare system strain, workforce shortages, school and business closures, misinformation challenges, need for mass care, and long-term recovery planning.

Cyber-Attacks
Details
City infrastructure, including water, utilities, emergency communications, and financial systems, relies on digital networks vulnerable to hacking, ransomware, or data breaches.

Potential Impacts
Service disruptions, loss of critical data, compromised public trust, prolonged system outages, financial costs, and coordination challenges across departments.

Transportation Incidents
Details
Oxnard is a transportation hub with major highways, rail lines, an airport, and a nearby busy commercial port (see Figure 1-8: Major Rail and Transportation Corridors). Incidents could involve cars, trains, airplanes and trucks carrying hazardous materials, or ships and boats operating in or near Port Hueneme.

These incidents may happen with little warning and impact surrounding neighborhoods, businesses, or travel routes.

Potential Impacts
Injuries or fatalities, road or port closures, hazardous material spills, damage to nearby property or the environment, and major disruptions to traffic, shipping, or public transit.
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Figure 1-2: Dam Inundation Map, Oxnard, February 2025
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Figure 1-3: Fault Map, Oxnard, February 2025
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Figure 1-4: Liquefaction Potential Map, Oxnard, February 2025 13 368
Figure 1-5: FEMA Flood Zones, Oxnard, February 2025
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Figure 1-6: Tsunami Inundation Zone Map, Oxnard, February 2025 15 370
Figure 1-7: Cal Fire Local Responsibility Area Fire Hazard Severity Zone Map, Oxnard, March 2025 16 371
Figure 1-8: Major Rail and Transportation Corridors, Oxnard, August 2025 17 372

1.5 Planning Assumptions
The following assumptions provide the basis for the City of Oxnard’s EOP. They describe expected operating conditions and constraints that may affect how operations are carried out. Together, they guide both the development of the plan and the way it is implemented in real events.
● Emergencies can happen at any time. Disasters may strike with little or no warning, leading to injuries, loss of life, damage to homes and infrastructure, service disruptions, and harm to the environment.
● The City holds primary responsibility. Within its jurisdiction, the City of Oxnard is responsible for emergency preparedness, response, and recovery. During a crisis, the City will use all available resources and partnerships to protect life, property, the environment, and critical infrastructure.
● Response follows established systems. All emergency operations will be carried out under the Incident Command System (ICS) and in compliance with SEMS and NIMS.

These systems ensure that response efforts remain coordinated, efficient, and interoperable across jurisdictions.
● The City Manager has legal authority. Acting as the Director of Emergency Services, the City Manager is empowered by ordinance and state law to coordinate disaster response and recovery activities.
● Pets and service animals are part of the plan. Recognizing their importance to residents’ safety and well-being, the City will include provisions for pets and service animals in its emergency operations. This includes coordinating with regional partners and animal care organizations to provide shelter, medical care, and other support. ● All departments and personnel are accountable. All City departments and staff members are expected to prepare for, respond to, and assist in recovery in line with the responsibilities outlined in this EOP.
● The City operates as part of a broader system. Oxnard will coordinate with Ventura County, State, and Federal partners under the CESA and the Master Mutual Aid Agreement. This includes both providing and requesting support as needed. ● Mutual aid is essential. While the City will use its resources first, it will request mutual aid whenever internal capabilities are exceeded.
● Disruptions are expected. Emergencies may interrupt normal government operations, communication systems, supply chains, and staffing levels. ● Flexibility is required. Because emergencies are unpredictable, all plans and procedures must remain adaptable and scalable to meet the severity and duration of the incident.
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● Supporting AFN, the City will work closely with Ventura County Public Health and other partners to assist these community members. This includes ensuring accessibility and providing reasonable accommodations, even when additional or specialized resources are required, whenever possible.
● Community support is vital. Residents, local organizations, and businesses play an active role in response and recovery, contributing services, resources, and assistance that complement government efforts.
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Section 2: Concept of Operations
The City of Oxnard manages emergencies using a tiered, all-hazards approach that scales from routine incidents to large-scale disasters. When an incident exceeds the capabilities of field responders or individual departments, the City’s EOC may be activated to provide coordination, policy direction, and multi-agency resource management.

Operations follow the priorities of:

1. Protecting life and safety

2. Reducing impacts to property and critical infrastructure

3. Safeguarding the environment

4. Supporting rapid recovery and restoration of businesses and community services

5. Maintaining accurate documentation and records to facilitate cost recovery and after-action reviews
The City integrates ICS for field operations, while the EOC provides coordination and policy-level support. Oxnard operates as part of the Ventura County Op Area, requesting and providing mutual aid through the California Disaster and Civil Defense Master Mutual Aid Agreement.
11 When local capabilities are exceeded, support is requested from county, state, or federal levels.

This Plan is developed in accordance with the CESA and incorporates all applicable state emergency planning mandates, including SEMS requirements, AFN requirements under Gov.

Code § 8593.3, and disaster animal care requirements under AB 781 and AB 478.

2.1 Phases of Emergency
Management
The City of Oxnard’s emergency management
program is built on the comprehensive
emergency management cycle. This cycle reflects
the City’s ongoing commitment to prepare for,
respond to, recover from, and reduce the impacts
of disasters. Each phase is connected to the
others, creating a continuous process where
lessons learned from one incident strengthen
planning, training, and mitigation for the future.

The City’s responsibilities under CESA and related
legislation apply throughout all phases of
emergency management.
11 State of California, Master Mutual Aid Agreement, 1950 21 376
The phases of emergency management are:
● Preparedness
● Response
● Recovery
● Mitigation
In some cases, the City may also engage in Prevention
12 activities, particularly for security
threats or human-caused hazards. Prevention focuses on stopping an incident before it occurs through measures such as threat assessments, security improvements, law enforcement operations, public awareness campaigns, and coordination with partners to address risks in advance.

Preparedness Phase
Preparedness includes all actions taken before a disaster to ensure the City is ready to respond effectively. It focuses on planning, training, exercising, and community engagement to build operational capabilities and resiliency.

Key activities include:
● Developing, updating, and maintaining the EOP, departmental plans, and Standard Operating Procedures (SOPs).
● Conducting training and exercises in compliance with SEMS and NIMS, including the training of EOC roster members and Disaster Service Workers (DSWs). ● Educating the public through outreach, preparedness campaigns, and programs like Community Emergency Response Team (CERT).
● Establishing mutual aid agreements and coordinating with the Ventura County Operational Area, local agencies, and private-sector partners. ● Inspecting critical facilities.
● Testing warning and communication systems.
● Maintaining resource inventories, emergency contact rosters, and readiness checklists.

Compliance with the State’s SEMS is a required preparedness activity under Gov. Code § 8607 and title 19 CCR § 2403, and is necessary for the City to remain eligible for State reimbursement of disaster response costs.

Preparedness efforts are ongoing and ensure the City can rapidly mobilize resources, issue alerts and warnings, and coordinate multi-agency operations during a crisis. 12 National Fire Protection Association’s Standard 1600 recommends a fifth “Prevention Phase” to prevent damage and life impacts from disasters. The Federal Emergency Management Agency and Cal OES recognize “prevention” as a component of the Mitigation Phase.
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Response Phase
Pre-Emergency
When a disaster is imminent or unavoidable, actions focus on protecting life, property, and critical infrastructure. Typical pre-emergency activities include:
● Evacuating threatened populations to safe areas.
● Issuing public warnings and safety instructions through all available communication channels.
● Notifying the Ventura County Op Area of the impending emergency. ● Identifying the need for mutual aid and submitting requests through the Op Area. ● Preparing a Proclamation of Local Emergency for the City if conditions warrant.

Emergency Response
During this phase, operations focus on saving lives, stabilizing the incident, and reducing further damage. Immediate response is led by the local jurisdiction, with private-sector and community partners providing additional support.

The City’s response may include:
● Coordinating public warnings and timely emergency information. ● Conducting situation analysis and prioritizing resource allocation. ● Evacuation and rescue operations.
● Opening and operating shelter facilities.
● Maintaining access and perimeter control.
● Protecting public health and safety.
● Restoring critical services and utilities.

Local resources will be leveraged to the fullest extent possible before requesting outside support. When City resources are depleted or specialized capabilities are needed, mutual aid requests will be routed through the Ventura County Op Area. Additional details on regional, state, and federal coordination, including State Emergency Proclamations and Presidential Emergency or Major Disaster Declarations under Public Law 93-288 13 , are provided in Section
4: Direction, Control, and Coordination.

The City’s EOC may be activated at any time to support field operations, coordinate resources, and manage information. A proclamation of a local emergency is not required for activation.

See Section 2.2 Emergency Operation Center Activation and Operations for further details. 13 Stafford Act, Pub. L. No. 93-288
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Sustained Emergency Response
Once the immediate threat to life and property has been brought under control, the City will shift its focus to meeting ongoing community needs. This phase emphasizes support for displaced residents, thorough damage assessment, and the restoration of essential services.

The City will work in close coordination with the Ventura County Op Area, Cal OES, and other partner agencies to ensure a comprehensive response.
● Operating mass care and shelter facilities, including provisions for people with AFN, pets, and service animals in compliance with ADA and California Government Code §8593.10 (2024).
● Conducting damage assessments to determine the scope of impact and support state or federal assistance requests.
● Supporting reunification efforts in partnership with local organizations. ● Preparing for the transition to long-term recovery operations, including Local Assistance Centers (LACs) and public information updates.

If local resources remain insufficient, the City will continue to request assistance through the mutual aid system, Ventura County Op Area, and Cal OES.

Recovery Phase
Local-Only Recovery
When recovery operations are managed solely at the City level, the Director of Emergency Services will coordinate with City departments, local nonprofits, volunteer groups, and community-based organizations to identify needs, prioritize actions, and restore essential services. The City may open a Local Assistance Center (LAC) or establish virtual/phone-based services to provide residents and businesses with centralized access to recovery information and local aid.

Key objectives in locally managed recovery include:
● Helping residents and businesses regain self-sufficiency through connecting resources
● Restoring critical City services and infrastructure
● Repairing and rebuilding public property
● Identifying and addressing residual hazards
● Integrating hazard mitigation into recovery projects
Local recovery relies on City resources, community partnerships, and mutual aid agreements without state or federal activation.
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County, State, or Federal-Supported Recovery
When recovery needs exceed local capacity, the City coordinates with the Ventura County Sheriff’s Office of Emergency Services to request additional assistance. If State or Federal recovery operations are activated, Oxnard will work through Ventura County to support the State Coordinating Officer (SCO) and Cal OES in bringing together representatives from all relevant agencies to implement assistance programs and set recovery priorities.

Recovery is an ongoing process that may continue for months or years depending on the severity of the disaster. The City will integrate long-term community redevelopment, infrastructure restoration, and hazard mitigation into all phases of recovery.

Primary objectives in supported recovery include:
● Coordinating local needs with County, State, and Federal resources ● Maximizing available disaster assistance programs for individuals, businesses, and infrastructure
● Incorporating mitigation and resiliency into rebuilding projects ● Documenting costs for potential reimbursement under Public Assistance and other programs
Mitigation Phase
Mitigation in the City of Oxnard reduces long-term risk to people, property, and the environment from natural and human-caused hazards. These efforts occur year-round, before and after disasters, and aim to break the cycle of damage and reconstruction. Key activities include:
● Enforcing and updating hazard-resistant building codes and zoning regulations. ● Exceeding minimum floodplain management requirements through participation in the FEMA Community Rating System (CRS) program.
● Incorporating hazard data into land use and capital improvement planning. ● Strengthening and maintaining critical infrastructure. ● Preserving natural hazard buffers.
● Integrating mitigation measures into post-disaster rebuilding. ● Conducting public outreach on hazard awareness and preparedness. ● Providing staff training on mitigation best practices. ● Collaborating with mitigation partners to ensure responses are based on community needs and emerging challenges, wherever possible.
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2.2 Emergency Operation Center (EOC) Activation and
Operations
This section outlines the policies and responsibilities for activating, staffing, and operating the City’s EOC in alignment with SEMS and NIMS. Local emergency proclamations, EOC activation, and requests for state or federal support are carried out in accordance with CESA (Gov. Code §§ 8625–8634).

EOC Purpose
The EOC provides a central location (physical and virtual) for decision-making, coordination, and information sharing during major emergencies or disasters. It facilitates a coordinated response by bringing together the Director of Emergency Services, EOC staff, and department representatives to manage operations, allocate resources and provide timely information to the public and partner agencies (see Section 3 for Organization and Assignment Responsibilities).

Functions of the EOC
● Coordinate and support field operations
● Receive and disseminate warnings and alerts
● Implement policies and operational priorities
● Maintain situational awareness and status displays
● Support resource ordering and logistics
● Provide timely information to the public and media
● Liaise with the Ventura County Op Area, state, and federal agencies 26 381
Activation Levels
Table 2-1 summarizes the EOC activation levels according to incident size, scope, and complexity and Table 2-2 provides a local government EOC staffing guide and is based on the 2024 California State Emergency Plan EOC Activation Levels.

Table 2-1: City of Oxnard EOC Activation Levels
27 Activation Level Description Staffing
Level 1:

Severe
An incident of significant magnitude
that demands comprehensive
response and recovery efforts,
requiring continuous 24/7
coordination, resource management,
and operational support.

Full Staffing:
● Full activation of all General and
Command Staff positions
● Inclusion of applicable liaison roles
● Operations conducted around the
clock on a 24-hour basis
Level 2:

Substantial
A situation or threat that requires
coordination which extends beyond
normal work hours and involves
multiple City departments or external
agencies. The EOC is activated to
support specific operational functions
needed to manage the incident
effectively.

Functional Position Staffing:
● Additional personnel for specific
functions needed to conduct
operations (based on needs of
incident)
Level 3:

Elevated
A situation or threat that is developing
or has developed requires increased
monitoring and coordination across
City departments, agencies, or
jurisdictions. While the EOC may not
be fully staffed or physically activated
at this level, it can be staged and
prepared for rapid activation if needed.

Minimum Staffing:
● Emergency Services Manager or
designee
● Key personnel assigned as needed
based on event type
Level 4:

Alert
Routine monitoring of conditions with
minimal event or incident anticipated.

Duty Officer Staffing Only:
● Emergency Manager or designee
maintains situational awareness and
readiness and is designated Point of
Contact for emerging incidents
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Table 2-2: Local Government EOC Staffing Guide
Activation Level Event/Situation Minimum Staffing
Level 1:

Severe
● Major city or regional emergency-multiple
departments with heavy resource involvement
● Earthquakes with damage in City or adjacent
cities.
● Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
● All EOC positions
Level 2:

Substantial
● Earthquake or Tsunami warning
● Earthquake Advisory/Prediction Level Two or
Three
● Major wind or rain storm
● Two or more large incidents involving 2 or more
departments
● Wildfire affecting developed area
● Major scheduled event
● Severe hazardous materials incident involving
large-scale or possible large-scale evacuations
● Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
● Large scale power outages and Stage 3 power
emergencies
● EOC Director
● Section
Coordinators,
Branches and Units
as appropriate to
situation
● Liaison/Agency
representatives as
appropriate
● Public Information
Officer
Level 3:

Elevated
● Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
● Severe Weather Issuances
● Significant incidents involving 2 or more
departments (or an unusually high commitment
of City resources)
● Earthquake Advisory/Prediction Level One
● Power outages and Stage 1 and 2 power
emergencies.
● EOC Director
● Other Designees
Note: May be
limited to
Department
Operations Center
activation.

Level 4:

Alert
● Unusual occurrences or advance notice of
possible events that may impact the health and
safety of the public and/or environment.

Heightened awareness is desired.
● Designated staff
members.
● The EOC will not be
activated.
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EOC Activation Policy
The City activates its EOC whenever multi-department coordination, policy-level decision-making, or citywide resource management is required to manage an incident.

Activation levels are scalable and follow the guidance in the California State Emergency Plan.

The alternate EOC will be activated only when the primary EOC is damaged, inaccessible and/or evacuation of EOC staff members becomes necessary.

When to Activate
● An incident of significant magnitude requiring sustained, multi-department City resources
● On order of the City Manager or designee, provided that the existence or threatened existence of a Local Emergency has been proclaimed
● Upon a Governor’s proclamation of a State of Emergency affecting the City of Oxnard ● Automatically upon proclamation of a State of War Emergency under the California Emergency Services Act.

Who Can Activate the EOC (Authorized Personnel)
● City Manager (or designee)
● Fire Chief
● Police Chief
● Director of Public Works
● Emergency Services Manager
Specific activation triggers, staffing guides, and notification procedures are detailed in supporting documentation.

How to Activate the EOC
● The EOC Director or designee determines the appropriate level of EOC activation. ● The EOC Director or designee designates staff to initiate EOC setup and staffing. ● EOC personnel are notified of activation using available communication methods, including phone, email, or in person.

Requesting EOC Activation
Any Department Director may also request EOC activation for incident-specific events by submitting a request to the Director of Emergency Services or their designee.

Deactivation
The EOC Director, in consultation with the Emergency Manager and EOC Section Coordinators (see Section 3 Organization and Assignment Responsibilities), authorizes deactivation when the situation no longer requires centralized coordination. 29 384
Incident Notification
When a significant incident occurs, the Police Chief or Fire Chief will notify the Emergency Manager who will then inform the Director of Emergency Services or their designee.

Together, the Emergency Manager, Chiefs and the Director of Emergency Services, as needed, will evaluate the situation and determine the appropriate level of EOC activation.

Elected Official Notification
Once the decision to activate the EOC has been made, the Director of Emergency Services, or designee, will promptly notify the Mayor and City Council, providing the status of the incident and the activation level.

EOC Facilities
The primary and alternate EOC locations are maintained for readiness. Each is equipped with communications systems, backup power, and workspace to support all EOC sections.

The primary EOC has a diesel generator for back-up power that stores approximately 400 gallons of diesel fuel. The emergency fuel reserve is sufficient for 24 hours at current loading.

Resupply of emergency fuel is obtained through the Public Works Department, Facilities Division and maintenance is provided by the Fleet Division. Power will supply the EOC electrical operations including wall circuits, lighting panels, telephones, etc.

Primary EOC: 360 West Second Street, Oxnard, CA 93030
Alternate EOC: 3001 Sturgis Rd. Oxnard, CA 93030
Detailed facility layouts, activation procedures, and equipment inventories are maintained as supporting documentation and are restricted for operational security.

EOC Staff and Disaster Service Worker Recall:

When the EOC is activated, the Emergency Services Manager initiates recall procedures for EOC staff. Department Directors ensure their personnel report as directed. City employees serving as Disaster Service Workers (DSWs) may be reassigned or recalled outside of normal business hours under California Labor Code Code §3211.92 and City Code §§6-6 and 6-2(C). 30 385
Emergency Proclamations
When warranted, the City Manager (Director of Emergency Services) may proclaim a Local Emergency. The City Attorney prepares and reviews the proclamation for legal compliance, with support from the Emergency Services Manager.
● The proclamation is transmitted to the Ventura County Op Area and Cal OES, if state assistance is anticipated.
● City Council must ratify the proclamation within seven (7) days and review it every sixty (60) days until terminated.

If conditions exceed local and county capabilities, Cal OES may request that the Governor issue a Proclamation of a State of Emergency under CESA. Once proclaimed, state agencies will respond to requests for assistance as coordinated by the Cal OES Director.

Cal OES may activate the State Operations Center (SOC) in Sacramento and the Southern Region Emergency Operations Center (REOC) in Los Alamitos (or an alternate location) to support affected Op Areas, including Ventura County, under SEMS.

If the Governor requests and receives a Presidential Emergency or Major Disaster Declaration under the Stafford Act (Public Law 93-288; 44 CFR Part 206), a State Coordinating Officer (SCO) will be appointed to work alongside a Federal Coordinating Officer (FCO) to coordinate and manage state and federal recovery efforts in support of local operations. The REOC will remain the primary hub for coordination during these operations. 31 386

2.3 Incident Management Frameworks
Standardized Emergency Management System (SEMS)
The City of Oxnard adheres to SEMS, as mandated by CESA (Cal. Gov. Code § 8607) and Title 19, Division 2, California Code of Regulations (CCR), § 2400–2450 and will use SEMS principles in all emergency preparedness, response, recovery and mitigation activities.

SEMS provides a standardized structure and operating procedures to coordinate emergency response operations at all levels of government and among multiple agencies.

Table 2-3: Five Levels of SEMS Coordination

1. Field Response
Level
Incident-specific tactical response conducted at the scene using ICS.

2. Local Government
Level
Cities, counties, and special districts direct and coordinate personnel and resources within their jurisdictions. Local governments manage emergency operations through their
EOCs and coordinate with field responders, neighboring
jurisdictions, and the Op Area in accordance with Government Code § 8618.

3. Operational Area
Level (County-wide)
The Ventura County Op Area is administered through the
Ventura County Sheriff’s Office, OES. The Op Area coordinates resource requests, mutual aid, and information sharing among jurisdictions within the county and serves as the primary link between local governments and the Cal OES regional level.

4. Region Level
The Cal OES Southern Region coordinates mutual aid and
support across multiple Op Areas and facilitates communication and resource requests between the local and state levels.

5. State Level
The State Operations Center (SOC), led by Cal OES, provides statewide coordination, mobilizes state agency resources, and facilitates requests for federal assistance when local and regional capabilities are exceeded.

Legal Compliance and Reimbursement
Compliance with SEMS is a prerequisite for reimbursement of response-related costs under the California Disaster Assistance Act (CDAA) (Cal. Gov. Code § 8680 et seq.). 32 387
Responsibilities Under SEMS
14 Development of SEMS will be a cooperative effort of all departments and agencies within the City of Oxnard with an emergency response role. The City’s Emergency Services Manager has the lead staff responsibility for emergency management compliance and shall:
● Communicate information within the City of Oxnard on emergency management requirements and guidelines.
● Coordinate SEMS development among departments and agencies. ● Incorporate SEMS into the City of Oxnard’s EOP and procedures. ● Incorporate SEMS into the City of Oxnard’s emergency ordinances, agreements, memorandum of understanding etc.
● Identify special districts (as defined in the State EOP) as that operate or provide services within the boundaries of the City of Oxnard, determining their emergency role and coordination during emergencies.
● Identify and build connections with local volunteer and private agencies that have an emergency response role.

Management of Personnel and Span of Control
Each activated function is assigned to a supervisor responsible for managing that element.

Supervisors may oversee more than one functional area, depending on the incident. All personnel report to a single, designated supervisor. Consistent with ICS guidance, the preferred span of control is one supervisor for every five individuals or units, with no supervisor typically overseeing more than seven.

See Section 4: Direction, Control and Coordination for full details on SEMS coordination across levels visit https://www.caloes.ca.gov/.
14 SEMS Guidelines Part II. Planning and Developing SEMS Section B Local Government Level 33 388
National Incident Management System (NIMS)
NIMS provides the national coordination framework required for federal emergency assistance.

NIMS compliance is required for local governments to receive federal preparedness grants and disaster reimbursement under FEMA programs {Public Assistance (PA), Individual Assistance (IA), Hazard Mitigation Grant Program (HMGP)}.

NIMS establishes nationwide standards for:
● Resource management preparedness
● Resource management during an incident
● Unified command
● Mutual aid
● Credentialing of personnel
● Interoperable communications
● Use of ICS in all incidents
Additional information on NIMS can be found at https://www.fema.gov.

Incident Command System (ICS)
At the field level, the City uses ICS (as required under SEMS) to organize and manage on-scene operations. ICS provides a scalable structure that allows incident objectives to be clearly established, resources to be efficiently assigned, and coordination to be maintained between field operations and the City’s EOC.

Procedures for requesting and providing assistance, including resource ordering and mutual aid coordination within these systems, are detailed in Section 6: Mutual Aid and Resource Management of this EOP.
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2.4 Public Awareness and Information
Effective public response during an emergency or disaster depends on clear understanding of the event’s nature, potential hazards, expected emergency services actions, and recommended protective measures. Pre-disaster public education and awareness programs are critical components of the City’s overall emergency management efforts and are given priority alongside operational preparations. These programs are coordinated with local, state, and federal agencies to ensure consistency and maximize impact. The City of Oxnard supports public preparedness through ongoing training, community presentations, and development of the Community Emergency Response Team (CERT). Detailed procedures for Emergency Public Information are outlined in Section 5: Communications.

The City’s strategy for public information and engagement includes:
● Sharing information through multiple channels, including social media, website updates, press releases, and in-person community meetings. ● Coordinating messaging with media outlets and partner agencies to ensure accuracy and consistency.
● Providing timely and clear updates throughout an incident to keep the public informed.
● Conducting ongoing community outreach and education to promote preparedness year-round.
● Encouraging public participation and resilience through programs such as CERT and other community-based initiatives.

2.5 Access and Functional Needs (AFN)
The City of Oxnard is committed to ensuring that all emergency preparedness, response, and recovery programs are fully inclusive of community members with disabilities and others who have access or functional needs. This commitment is carried out in compliance with the Americans with Disabilities Act of 1990 (ADA, 42 U.S.C. § 12101 et seq.) and the ADA Amendments Act of 2008, which broadened the definition of disability and strengthened legal protections.

The City also complies with applicable California laws, including AB 2311 (2016), AB 477 (2019), and AB 2645 (2022), which mandate that local emergency plans provide accessible alerts and warnings, inclusive evacuation and transportation strategies, and sheltering operations that maintain independence, communication access, medical needs, and support for service animals and caregivers.

Populations with access or functional needs include, but are not limited to, people with mobility limitations, vision or hearing impairments, developmental or cognitive disabilities, mental health conditions, chronic illnesses, or language barriers that make communication during emergencies more difficult.
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During an emergency, the City will prioritize:
● Delivering accessible and effective alerts and warnings ● Conducting lifesaving operations with consideration for individual needs wherever possible
● Planning and carrying out evacuations that account for mobility and safety challenges ● Providing sheltering that meets accessibility and functional requirements ● Ensuring access to communications, mobility aids, and medical necessities To meet these priorities, Oxnard’s planning efforts for AFN populations work to address:
● Accessible notification and warning systems
● Evacuation strategies that ensure safe and equitable transportation wherever possible ● Shelter facilities that accommodate physical and medical needs as able ● Access to medications, refrigeration, and reliable backup power ● Support for mobility devices and service animals during transit and sheltering ● Multiple formats and languages for public information The City’s approach is designed to align with Ventura County’s established AFN procedures, ensuring regional coordination and consistency. Detailed operational procedures are maintained as supporting documentation.
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2.6 Children and Unaccompanied Minors
The city recognizes that children are among the most vulnerable populations during emergencies and disasters. Their physical, emotional and developmental needs require special attention to ensure their safety, well-being and continuity of care. This Plan addresses these so children are protected, supported and included in all phases of emergency management. Key provisions include:
● Safe sheltering with age-appropriate supplies, supervision, and family reunification procedures in accordance with Red Cross processes.
● Access to medical care, medications and pediatric support. ● Coordination with schools to maintain education and communication with families. ● Accessible emergency information in age-appropriate and multi-language formats. ● Integration of children’s needs into all incident management and resource allocation decisions.

2.7 Disaster Animal Care
The City of Oxnard plans for the evacuation, sheltering, care, and reunification of household pets and service animals in compliance with the PETS Act (2006), California AB 781 (2023), and AB 478 (2025). These laws require local jurisdictions to include procedures for evacuating and rescuing animals, providing pet sheltering, and reuniting animals with their owners during disasters.

Service animals are allowed to remain with their owners inside emergency shelters in accordance with American Red Cross policy. Household pets are sheltered in co-located or stand-alone animal shelters, operated by Ventura County Animal Services (VCAS).

Through a mutual aid agreement, the City may coordinate with the American Society for the Prevention of Cruelty to Animals (ASPCA) National Field Response team to support disaster animal rescue, emergency sheltering, veterinary care, and large-scale animal response operations when local resources are exceeded.

Large animal evacuation and sheltering (e.g., livestock, horses) is coordinated through the Ventura County Op Area using established mutual aid resource request processes. 37 392

2.8 Training and Exercises
The City of Oxnard provides regular training and exercises to ensure staff and officials are prepared to carry out this Emergency Operations Plan. The Emergency Services Manager coordinates, schedules, and documents all training and exercises.

Training helps personnel understand their roles and responsibilities, emergency procedures, and how to use ICS, SEMS, and NIMS. All staff who may respond to emergencies, whether in the EOC or in the field, receive appropriate training. This includes classroom sessions, hands-on drills, and scenario-based workshops.

Exercises allow the City to test readiness, improve coordination, and make sure operational procedures work as intended and identify areas for improvement ahead of disaster operations. Exercises build in complexity over time following the Homeland Security Exercise and Evaluation Program (HSEEP). They include:
● Tabletop Exercises: Team discussions that review plans, policies, and coordination, identify gaps, and clarify responsibilities.
● Functional Exercises: Simulated emergency operations in the EOC to test functions like communication, resource management, evacuation, and public information. ● Full-Scale Exercises: Large simulations involving both EOC and field staff to test overall response capabilities and multi-agency coordination.

Regular training and exercises make sure personnel are ready to respond effectively, maintain essential operations, and support coordinated efforts during any emergency.

Training and exercising are conducted in alignment with SEMS, NIMS, and HSEEP, as required for cost-recovery eligibility under CESA.
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Section 3: Organization and Assignment
Responsibilities

3.1 City of Oxnard EOC Structure and Responsibilities
The City of Oxnard manages emergencies using the same proven framework as the State of California and Ventura County, SEMS and NIMS. When an incident grows beyond routine operations, the City activates its EOC to coordinate the overall response.

The City Manager serves as the Director of Emergency Services, also known as the EOC Director, as authorized by Oxnard CityCode Section 6-3(A). The Director reports to the City Council and oversees implementation of the EOP.

Key responsibilities of the Director of Emergency Services/EOC Director include:
● Organizing, staffing, and managing the EOC
● Operating communications and public warning systems
● Providing public information and guidance
● Maintaining situational awareness regarding resources, services, and ongoing operations
● Directing overall emergency operations
● Coordinating support requests and providing mutual aid assistance as needed ● Assessing hazards and recommending countermeasures
● Collecting, evaluating, and disseminating damage assessments and critical information
● Reporting information to the Ventura County Op Area EOC 39 394
EOC Functional Sections and Key Roles
The EOC uses ICS which organizes EOC staff into five functional sections: Management, Operations, Planning and Intelligence, Logistics, and Finance and Administration (see Table 3-1: Key Roles and Responsibilities in EOC). These sections are scalable, and positions within these sections may be filled based on the size and complexity of the incident.

Table 3-1: Key Roles and Responsibilities in EOC
EOC Section Primary Responsibilities
Management Section
Provides overall direction, policy, and coordination of the City’s response. Includes EOC Director, EOC Coordinator, Public Information Officer, Liaison Officer, Safety Officer, and Legal Advisor.

Operations Section
Supports field operations, coordinates field resources, and supports public safety, fire/rescue, public works, care and shelter, utilities, and health operations.

Planning Section
Collects, evaluates, and disseminates incident information; maintains situational awareness; develops the Incident
Action Plan (IAP); and supports documentation and
demobilization planning.

Logistics Section
Coordinates personnel, equipment, facilities, transportation, and communications support needed for operations.

Manages resource ordering and tracks requests.

Finance/Administration
Section
Tracks personnel time, procurement, claims, and costs.

Supports cost recovery and documentation for disaster
assistance reimbursement.

3.2 City Department Emergency Roles and
Responsibilities
City departments play a critical role in emergency response and recovery. Each department is responsible for carrying out its essential functions, supporting EOC operations, and providing staff and resources as needed. The following table summarizes the primary responsibilities of each department during emergencies. The City of Oxnard’s EOC Organizational Matrix with departmental responsibility is detailed in Chart 1.
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Table 3-2: City Department Emergency Responsibilities
Department Primary Responsibilities in Emergency Operations City Council
● Ratifies proclamations of local emergencies, and reviews the status of ongoing emergencies at least every 60 days
● Adopts, amends, suspends, or waives City ordinances and regulations to support emergency response and recovery
● Serves as conduit between the City and their constituents City Manager’s
Office
● Overall policy direction for emergency response and recovery ● Directs and coordinates EOC activities during activations ● Oversees and coordinates Citywide emergency response and recovery operations
● Serves as lead authority for City response and recovery efforts ● Issues proclamation of Local Emergency
● Serves as primary liaison to City Council
Police
Department
● Manages law enforcement operations during emergencies ● Coordinates and conducts evacuations.
● Provides security, perimeter control, and access control ● Conducts traffic control and routing
● Collects, analyzes, and shares intelligence and situational information
● Serves as lead or support agency for field incident command (IC), as appropriate
● Coordinates law enforcement mutual aid for the City
Fire Department
● Provides fire suppression, rescue, and hazardous materials response, and Emergency Medical Services.
● Serves as lead or support for field IC, as appropriate ● Conducts triage and victim care during mass casualty
incidents
● Maintains EOC readiness and Emergency Management
functions
● Coordinates fire and rescue mutual aid for the City
Public Works
● Debris management
● Oversees and restores critical infrastructure
● Restores utilities and maintains traffic signals
● Operates stormwater and wastewater systems
● Manages waste and recycling
● Manages City fleet operations
● Manages sewer and storm drain systems
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Housing
Department
● Supports shelter operations and assists displaced residents with interim, transitional, and long-term housing solutions ● Coordinates with local nonprofits and organizations to provide community recovery assistance.

Cultural &
Community
Services
● Provides staffing and support for emergency shelters
● Assists with AFN considerations
● Operates information hubs at libraries and community centers ● Supports implementation of LACs for recovery operations Community
Development
● Conducts safety assessments, building inspections, and unsafe structure placarding.
● Issues permits for reconstruction
● Coordinates damage assessment for private-sector facilities. ● Manages post-disaster land use changes to reduce future hazards.
● Supports recovery planning
Finance
● Tracks emergency costs and expenditures
● Manages procurement and financial reporting
● Prepares documentation for disaster reimbursement
Human
Resources/Risk
Management
● Advises on DSW policy, manages DSW recall, and coordinates employee notifications
● Oversees timekeeping, payroll, and workers’ compensation ● Supports responder wellness programs
Information
Technology
● Provides EOC technology support
● Maintains cybersecurity and network communications systems ● Supports mapping and geospatial information services (GIS) Legal (City
Attorney)
● Reviews emergency proclamations, contracts, and liability issues.
● Ensures compliance with local, state, and federal laws Public
Information
(PIO)
● Manages emergency public information and community
updates
● Coordinates media relations and rumor control
All Departments
● Maintain departmental continuity plans and essential
operations
● Provide staff for EOC assignments
● Maintain situational reporting and assist in restoring essential services during incidents
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3.3 Community Partners and Private Sector
Involvement
The City of Oxnard works closely with businesses, nonprofits, faith-based groups and volunteer organizations to strengthen emergency response and recovery. These partners provide critical services such as sheltering, feeding, donations management, animal care, language and cultural support, and long-term recovery assistance. Their involvement ensures a more inclusive, coordinated, and community-centered approach to disaster response. The following table summarizes partner agency primary responsibilities during an emergency.

Table 3-3: Community Partner & Private Sector Emergency Responsibilities Partner/Agency Primary Responsibilities in Emergency Operations Ventura County
Volunteer Organizations
Active in Disasters
(VOAD)
Coordinates the efforts of local nonprofits, faith-based organizations, and volunteer groups that support disaster response and recovery. VOAD members assist with mass
care, feeding, donations management, animal services,
emotional and spiritual care, and long-term recovery services.

American Red Cross
Supports mass care and shelter operations, family assistance centers, feeding, first responder canteening, distribution of emergency supplies, spontaneous volunteer management,
and recovery assistance services.

ASPCA
Provides mutual aid support for disaster animal response operations, including animal rescue, temporary sheltering, veterinary care, and animal transport when local resources are exceeded.

Community Emergency
Response Team (CERT)
Trained volunteers who help their neighborhoods and can support the city during disasters in roles like disaster call centers, damage assessment, light search and rescue, and LACs.

Faith-Based Groups and
Other Non-Profits
Provides recovery services for clients, donation management, volunteers, feeding, language support, community outreach.

Local Businesses
Provides critical goods, equipment, transportation, and support for logistics and recovery.
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Section 4: Direction, Control, and
Coordination
The City of Oxnard manages emergency operations through a structured system that ensures coordination and collaboration across all levels of government and partner organizations.

The City Manager serves as the Director of Emergency Services and assumes overall control of emergency operations, including activation of the EOC. The EOC provides centralized coordination and policy guidance during large-scale incidents, enabling unified response, effective resource management, and coordination across disciplines and jurisdictions.

Emergency management operations begin locally and expand, when needed, to include the Ventura County Op Area, regional, state, or federal resources as needed. This local-first, tiered approach, outlined in SEMS and aligned with NIMS, provides agencies with a common language, systems, and processes to ensure integrated, scalable, and interoperable operations during complex incidents.

All operations are managed through the ICS structure within the EOC, utilizing the five functional sections previously noted in Section 3:
● Management
● Operations
● Planning and Intelligence
● Logistics
● Finance and Administration
This structure enables Oxnard to support field operations, track resources, and maintain situational awareness, while integrating with broader emergency management systems.

Note: Criteria and thresholds for EOC activation are outlined in Section 2: Concept of Operations.

4.1 Local Level Coordination
Oxnard does not operate in isolation during a disaster. Coordination flows through a tiered emergency management structure designed to preserve local authority while enabling regional, state, and federal support when needed.
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Field Response Level Coordination
Effective emergency response requires seamless coordination between field operations and the EOC. During an incident, field responders operate under ICS, while the EOC provides centralized support, policy direction, and resource coordination.

Field IC will coordinate with the City’s Department Operations Centers (DOCs), when activated. DOCs serve as the bridge between field operations and the EOC. If a DOC is not activated, IC will coordinate directly with the EOC, typically through the Operations Section.

Two-way communication is essential:

Field to EOC: IC must provide real-time situational updates, resource needs, and operational conditions.

EOC to Field: The EOC communicates policy guidance, priorities, and resource status to support field operations.

This structure ensures tactical decisions in the field are supported by strategic coordination at the EOC.

Local Level to Operational Area Level Coordination
When Oxnard’s EOC is activated, it establishes communication with the Ventura County Op Area EOC (see Chart 2: Operational Area EOC matrix), which serves as the central coordination point for all cities within the County (see Chart 3 Operational Area Coordination). The Ventura County Op Area is Sheriff of Ventura County, as designated by County Ordinance, will function as the Op Area Coordinator and will have the overall responsibility for coordinating and supporting emergency operations within the County. The Op Area Coordinator and supporting staff will constitute the Op Area Emergency Management Staff. All mutual aid requests (except law and fire) are submitted to the Op Area EOC.
● Unfilled requests are forwarded to Cal OES Mutual Aid Region 1 (see section 4.3 for further details).
● Law enforcement and fire mutual aid follow established coordination systems via designated Regional Coordinators.

Oxnard reporting to Op Area EOC includes:
● EOC activation status
● Local emergency proclamations
● Initial damage estimates
● Situation reports
● Resource and mutual aid requests
(See also: Section 6, Mutual Aid and Resource Management) 46 401
County Support Agencies and Functions
Table 4-1: Support Provided to Oxnard from County Agencies The following Ventura County departments and agencies provide essential coordination, resources, and operational support to Oxnard during emergencies:

County Agency/Function Support Provided to Oxnard
Ventura County Sheriff –
Office of Emergency
Services (OES)
Op Area coordination, mutual aid management, situation
reporting, resource requests to Cal OES Region I, disaster declarations coordination.

Ventura County Fire
Department
Regional fire suppression, hazardous materials response (HazMat Team), technical rescue, and fire mutual aid
coordination, incident management capabilities.

Ventura County Sheriff’s
Office
Law enforcement mutual aid coordination, evacuation
support, security, and regional intelligence sharing.

Ventura County Public
Health
Disease monitoring, outbreak response, public health
guidance, medical countermeasures, health and medical
mutual aid, medical support within shelters.

Ventura County Behavioral
Health
Crisis counseling, mental health services, disaster
behavioral health support in shelters.

Ventura County Animal
Services
Animal evacuation, sheltering, reunification, large-animal response coordination.

Ventura County Human
Services Agency
Mass care coordination, disaster CalFresh, long-term
recovery case management.

Ventura County Public
Works
Assistance with debris clearance, road closures, heavy
equipment, flood control support.

Ventura County Auxiliary
Communications Service
(ACS)
Provides trained amateur (HAM) radio operators to ensure redundant, reliable voice and data communications
between the City, County, and partner agencies. Supports EOC, field operations, and shelters with auxiliary
communications when conventional systems are
overloaded or unavailable.
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Local Level to Special District Coordination
Special Districts are considered local governments under SEMS and play a key role in maintaining essential services during emergencies. The City coordinates with districts operating within or across Oxnard’s boundaries to share situational information, support response operations and align public messaging.

Districts wholly within the City may provide a liaison to the City EOC when activated. Districts that serve multiple jurisdictions may coordinate directly with the Ventura Op Area EOC while maintaining communication with the City as needed.

Because many districts overlap municipal boundaries, coordination may occur through direct liaison contact, virtual participation, or established reporting channels when physical EOC representation is not feasible.

Common special districts serving Oxnard include, but are not limited to:
● School Districts
● Port Districts
● Water and Sanitation Districts
● Transportation and Transit Districts
Local Level to Volunteer and Private Sector Coordination The City of Oxnard coordinates closely with volunteer organizations, private sector partners, and community-based agencies that support emergency response and recovery. During EOC activations:
● EOC Liaison Officer serves as the primary point of contact for utilities, nonprofits, faith-based groups, and volunteer organizations
● Agencies with significant roles may send a representative to the EOC ● Agencies that support multiple jurisdictions or countywide operations are typically represented at the Ventura County Op Area EOC, with information shared back to Oxnard through established channels.
● When physical representation is not feasible, the City maintains coordination through telecommunications, regular briefings and multi-agency coordination groups.

Additional details on partner roles are provided in Section 3.3 Community Partners and Private Sector Involvement and resource coordination processes in Section 8 Administration, Finance, and Logistics.
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4.2 Regional Coordination (Cal OES Region I)
Oxnard is part of Cal OES Mutual Aid Region I, (Region 1A for law enforcement) and the Cal OES Southern Administrative Region. Through the Op Area, Oxnard connects with the REOC, which:
● Coordinates non-law and non-fire Mutual Aid Regional resources for response and recovery operations
● Prevents duplication of effort
● Ensures unified messaging and support
(See Figure 4-1 for a breakdown of Cal OES Regions)

4.3 State Coordination and Proclamation Support
The Governor, through Cal OES, coordinates the State’s response and manages the provision of statewide mutual aid and support to local jurisdictions. The Cal OES Director, supported by state agency directors, their staffs, and designated volunteer organizations, leads the State’s emergency management activities and facilitates coordination across all levels of government.

Oxnard accesses Cal OES through the Op Area and REOC, but may also engage directly for:
● Training and grant programs
● Participation in state-level planning efforts
If a disaster exceeds local capabilities, the City (through Ventura County Op Area) may request a State Emergency Proclamation, which unlocks:
● Disaster recovery funding
● Access to state assets
● Emergency response reimbursements under the CDAA
(See Chart 4 State Emergency Organization)

4.4 Federal Coordination and Declarations
At the federal level, the Department of Homeland Security (DHS) and Federal Emergency Management Agency (FEMA) support local governments with resources, technical assistance, coordination, and recovery funding.

Response Phase
All communication with FEMA flows through the Op Area and Cal OES to ensure streamlined, consistent messaging and requests.
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Recovery Phase
Oxnard departments may work directly with FEMA or federal agencies for:
● Public Assistance (PA)
● Individual Assistance (IA)
● Hazard Mitigation Grant Programs (HMGP)
If local and state capabilities are exceeded, a Presidential Emergency or Major Disaster Declaration may be requested via Cal OES and the Governor’s Office. (Detailed declaration procedures are maintained in Part 2: Management Support Documentation)
Federal support is structured under Emergency Support Functions (ESFs) to align with state and local response systems.

4.5 Plan Integration and Coordination
Oxnard’s EOP is integrated both vertically and horizontally to ensure coordination at all levels of government and within City departments.
● Vertical Integration: This EOP aligns with the Ventura County EOP, the California State Emergency Plan, and the National Response Framework.
● Horizontal Integration: Department-level Continuity and Emergency Operations Plans support and feed into the citywide EOP and are activated as needed.

Each level of government and every City department retains legal authority over its respective responsibilities, while coordinating closely to achieve unity of effort and to ensure the efficient use of resources.
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Figure 4-1: California OES Mutual Aid and Regional Map
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53 408
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Section 5: Communications

5.1 Communications Systems
Effective communication is essential to coordinate emergency response, maintain situational awareness and provide timely information to decision-makers, responders and the public.

The City of Oxnard relies on a combination of primary and redundant systems to ensure communication remains reliable during any emergency.

Primary Systems:

Landline and Cellular Phones: Used for day-to-day communication within the City and as the first line of communication during incidents (see Table 5-1 for telecommunication service providers for the City).

Table 5-1: City Telecommunication Service Providers
Type Service Provider
City Landline Phones Verizon Wireless
City Cellular Phones Verizon Wireless
City Analog Lines (100 throughout City) Frontier
EOC Landline Phones Verizon Wireless
Police Department Cellular Phones AT&T Firstnet
EOC internal network and email: Provides connectivity and file sharing between EOC Sections and departments.
● Dedicated firewall and Internet Broadband Fiber Connection and firewall. ● Dedicated wireless access point in the EOC room
● Google cloud–based file sharing and Email / Chat COmmunication Public Safety Radios: Primary method for emergency communication among Police and Fire field personnel.
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Public Safety Systems:

Police Dispatch: Computer-Aided Dispatch systems manage emergency calls, units, and resources. In the event of a phone outage, emergency and non-emergency phone lines can be transitioned to the Ventura County Sheriff’s Office’s Emergency Communications Center.

Fire Dispatch: Computer-Aided Dispatch systems manage emergency calls, units, and resources.

VC Alert (Everbridge): Countywide mass notification system for emergency alerts and public warnings.

Regional Interoperability Systems: Oxnard utilizes Ventura County-coordinated communications systems to support interoperable emergency response. The Oxnard Police Department is a subscriber to Ventura County’s 700 MHz radio system which enhances coordination with county and regional partners. Oxnard Fire maintains Very High Frequency (VHF) radio capability to meet regional and statewide mutual aid requirements. As agencies transition communications platforms, interim interoperability solutions between police/fire have been employed. System-specific technical details are maintained in supporting documentation and updated as systems evolve.

Backup and Redundant Systems:

Satellite phones/internet and WiFi hotspots: Used if primary communications fail or local networks are disrupted.
● Dedicated backup StarLink Satellite Internet Access.
● Cell phones can be used as hot-spots in the event that the Wireless Access Point fails.

HAM Radio: Operated by Ventura County ACS providing point-to-point emergency radio support.

Interoperability:
● Between City Departments: Departments communicate through EOC coordination channels, internal email, and City radios.
● Between City and County OES: The city maintains direct phone and digital links with the Ventura County Op Area EOC for mutual aid and information sharing, with both entities utilizing Starlink as back-up.
● Oxnard Police and Ventura County Sheriff’s Office: Can operate on shared law enforcement channels and regional interoperability frequencies. The designated County-Wide interoperability channels are on Zones 1, 2, and 3. Channel 15 is for 700 Law Direct/Mutual Aid; channel 16 is for 700 Mutual Aid. ● Oxnard Fire and Ventura County Fire Department: Communicate via regional fire dispatch (Ventura County Fire Communications Center).
● EOC-Specific Communications: The EOC maintains internal coordination across Sections, communication with field ICs and liaison channels to external agencies. 56 411
Roles and Maintenance:

City IT Department: Maintains EOC communications infrastructure, city backup systems and cybersecurity protection. In addition, IT provides general technical support, as well as GIS services to the EOC.

Police/Fire: Maintain their respective radio systems and dispatch operations. Ventura County IT maintains the Police interoperability channels.

Emergency Services Manager: Ensures readiness of all EOC communication systems, working closely with IT, and may serve as liaison to the Ventura County OES.

Detailed frequencies, call signs, and contact lists are maintained in internal supporting documentation.

5.2 Alert and Warning Systems
The City of Oxnard uses multiple methods to warn the public and employees of impending or occurring emergencies. All alert and warning activities align with the Ventura County Alert and Warning Plan and state guidelines.
15 Authority to Issue Alerts:

Alerts may be issued by the Emergency Manager or a trained designee via Everbridge, in coordination with the County of Ventura OES. Requests for activation may be made by the City Manager, Fire Chief or Police Chief depending on incident type.

Alert Platforms:

VC Alert (Everbridge): Ventura County’s primary public notification system used to send text, phone, and email alerts.

Emergency Alert System (EAS): Broadcast alerts through radio and television.

Wireless Emergency Alerts (WEA): Geo-targeted alerts to mobile devices.

Social Media and City Website: Used to amplify official messages and provide real-time updates.

Patrol Vehicle Loudspeakers Hi-Lo Siren: Used for localized urgent evacuation notifications.

Multilingual/Accessible Messaging:

All public alerts and warnings are developed with consideration for AFN and compliance with ADA. In accordance with Assembly Bill 1638, messages are provided in both English and Spanish and provided in accessible formats whenever feasible. 15 Cal OES, Statewide Alert & Warning Guidelines, May 2024 57 412
Coordination with Ventura County:

Ventura County OES manages the County-wide Everbridge (VC Alert) system for alerts to the community. The City may issue Oxnard-specific alerts through coordination with the County Duty Officer. All messaging will be coordinated between the City and Ventura County OES.

5.3 Information Gathering and Dissemination
Reliable information sharing is critical to coordinated emergency management. Within the EOC, the Planning and Intelligence Section manages the collection, verification, analysis and dissemination of incident information.

Incoming Sources:
● Field Reports from Incident Command
● Ventura County OES and partner agencies
● Utility companies and lifeline providers
● Media monitoring and social media
● Public tips and community partners
Verification and Flow:

The Planning and Intelligence Section reviews and validates information before integrating it into SitReps, EOC Action Plans (EAPs) and status boards. Confirmed information is then shared across EOC Sections and to the Ventura County Op Area, as required.

Distribution and Tools:

Situational updates shared with all EOC sections, City leadership, IC and Ventura County Op Area as required.
● GIS Dashboards for mapping incident impacts and response activities ● Status boards within the EOC for real-time operational tracking ● SitReps distributed at scheduled intervals
● DLAN for digital reporting and situational sharing to Ventura County Op Area 58 413

5.4 Public Information
The Public Information Officer (PIO) manages emergency communications to the public and media under the SEMS/NIMS Joint Information System (JIS) framework. The PIO ensures accurate, timely and coordinated public messaging during all phases of an emergency.

PIO Responsibilities
● Develop and release official information to the public and media ● Coordinate with County and regional PIOs through the JIS or Joint Information Center (JIC) (See Section 5.5 for further details on JIS and JIC) ● Manage social media and digital communications
● Monitor and correct misinformation or rumors
● Ensure accessibility and inclusion in all messaging
● Activate and manage the City emergency information hotline ● Ensure ADA accessibility
Messaging Channels
● City of Oxnard social media accounts:
○ Facebook: www.facebook.com/CityofOxnard
○ Instagram: www.instagram.com/cityofoxnard (@cityofoxnard) ○ X: x.com/CityofOxnard (@cityofoxnard)
○ NextDoor: www.nextdoor.com/pages/city-of-oxnard
○ YouTube: www.youtube.com/oxnardnews
● Oxnard Fire Department social media accounts:
○ Facebook: www.facebook.com/oxnardfiredepartment
○ Instagram: www.instagram.com/oxnardcityfire (@oxnardcityfire) ● Oxnard Police Department social media accounts:
○ Facebook: www.facebook.com/OxnardPD
○ Instagram: www.instagram.com/oxnardpolice (@oxnardpolice) ● City website and emergency services page
● Press releases, media briefings and public meetings
● Recorded phone hotlines or informational updates
● Digital signboards
● Local media
● Flyers and signage
Accessibility
All information provided to the public is made accessible to individuals with disabilities or limited English proficiency through translation, captioning and alternative formats. 59 414
Templates and Approval Process
Pre-approved message templates for common hazards are maintained as supporting documentation in Part 2.

5.5 Joint Information System (JIS) and Joint Information Center (JIC)
In large or multi-agency incidents, the City may establish or participate in a JIC, which serves as a central point for coordinating and disseminating all official public information, under the Ventura County Op Areas JIS, which is the structure and set of protocols designed to ensure the delivery of consistent, coordinated, timely, and accurate information during a crisis or incident.

Purpose
A JIC provides a central location (either physical or virtual) for coordinating public information across departments and agencies. It operates under the JIS framework and supports:
● Delivery of accurate, timely, and consistent public messaging. ● Coordination of information across multiple jurisdictions and agencies. ● Monitoring and correction of misinformation and rumors. ● Public confidence through transparent and unified communication.

Activation
The City of Oxnard may activate a local JIC when:
● The emergency significantly impacts Oxnard and involves multiple City departments. ● Media interest is high and requires regular briefings or updates. ● Consistent messaging is needed across city departments, elected officials, and field operations.

In countywide or multi-jurisdictional events, the Ventura County Op Area may activate a regional JIC. If Oxnard is impacted, the City PIO (or designee) will integrate into this JIC.

Location
Depending on the incident, the JIC may operate:
● Virtually (via Teams or a shared media platform)
● Ventura County EOC
● City of Oxnard EOC (if the incident is localized)
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Coordination Responsibilities
The City PIO works directly with the County PIO and partner agency representatives to:
● Approve and synchronize public messages
● Coordinate news conferences and media briefings
● Share situational information for public dissemination ● Ensure unified, accurate information release to all communities 61 416
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Section 6: Mutual Aid and Resource
Management
Mutual aid ensures that jurisdictions have access to resources, personnel, facilities and other support when local capabilities are exceeded. The City of Oxnard operates within the California Master Mutual Aid Agreement (per the CESA) and participates in the Emergency Management Assistance Compact (EMAC) for multi-state assistance.

Oxnard is also committed to integrating volunteer and private-sector partners, who both play a vital role in both response and recovery.

6.1 Mutual Aid System and Coordination
Oxnard participates in California’s formal Mutual Aid Systems, each with a designated Mutual Aid Coordinator at every SEMS level:
● Local Level: The City of Oxnard (Fire, Law, and EOC) coordinates mutual aid requests internally during incidents and determines when support is needed. ● Operational Area Level: If local resources are insufficient, requests are submitted to the Ventura County Op Area EOC, which coordinates with county departments and cities.
● Regional Level: Unfilled requests are escalated by the Op Area to Cal OES Southern Region, which manages resource coordination for Mutual Aid Region I (including Region IA for law enforcement).
● State Level: Cal OES Headquarters handles allocation of statewide assets, particularly for non-fire disciplines.
● Interstate (EMAC): EMAC requests are coordinated exclusively through Cal OES and the Governor’s Authorized Representative (GAR), ensuring alignment with national protocols.

See Chart 5 for Flow of Mutual Aid and Other Resource Requests.

All mutual aid requests follow established documentation, tracking, and reporting procedures to ensure accountability and eligibility for reimbursement. The City of Oxnard is located within Cal OES Mutual Aid Region I (Region IA for law enforcement) and the Cal OES Southern Administrative Region.
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6.2 Discipline-Specific Mutual Aid
The City of Oxnard participates in discipline-specific mutual aid systems, including:
● Fire and Rescue: Through Ventura County Fire and regional partners, providing engines, strike teams, US&R support, and aerial resources. ● Law Enforcement: Coordination via Ventura County Sheriff’s Office and Region IA for mutual law enforcement resources, SWAT, search teams, and investigative support. ● Medical and Health: Ambulance transport, emergency medical personnel, pharmaceuticals, disposable medical supply, and crisis mental health services via regional fire department partners, Ventura County OES, and Ventura County EMS Agency.
● Public Works: Equipment, road clearance, engineering, and utilities support. ● Emergency Management: Requesting trained EOC personnel, planners, and specialists through EMMA, coordinated via the County and Cal OES.

Requests are managed through designated discipline-specific mutual aid coordinators at the Op Area, regional, and state levels. Coordinators identify available resources, facilitate deployment, and elevate unmet requests to the next level of the mutual aid system.

Requests that do not fall within a discipline-specific system are processed through the emergency services mutual aid system by emergency management staff at the local, Op Area, regional, and state levels.

See Chart 6 for Discipline Specific Mutual Aid System

6.3 Volunteer and Private Sector Aid
Volunteer and private organizations are vital components of emergency response and are integrated through EOC Liaison Officers.

Volunteer Organizations
● Examples: American Red Cross, Salvation Army, VOAD, CERT, faith-based groups and Ventura County Medical Reserve Corps.
● Roles: Mass care and sheltering, donations management, volunteer coordination, damage assessments, feeding, and communications.
● Coordination: Integrated into EOC functions via Liaison Officers. Requests for volunteer mutual aid follow established protocols through the Op Area or directly to coordinating agencies.
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Private Sector Agencies
● Examples: Utility providers, hospitals, telecom companies, construction/logistics. ● Roles: Power and water restoration, medical support, transportation, fuel, debris management.
● Coordination: Private entities may be embedded in the EOC or assigned to field response roles to support critical lifelines.

Volunteer and private agency participation in training, exercises, and after-action reviews is encouraged to maintain operational readiness and alignment with SEMS/NIMS.

6.4 Policies and Procedures
All mutual aid and support resources will be deployed per the California Master Mutual Aid Agreement, discipline-specific policies, and City procurement and legal protocols.

Requesting Mutual Aid
When requesting mutual aid, the following information is required:
● Specific type and number of personnel
● Type and quantity of equipment
● Reporting location, time, and point of contact
● Logistics and access information
● Operational timeframe and duration
● Known risks or safety concerns
Tracking & Documentation
● Mutual aid deployments are tracked using EOC systems
● Accurate timekeeping, resource logs, and cost tracking is mandatory ● This documentation supports operational visibility and enables federal or state reimbursement
Communications:
● Agencies providing mutual aid must have interoperable communications or be issued radios for local use
● EOC staff ensure frequency assignments and proper communication protocols are in place
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6.5 Agreements
The City of Oxnard has various Mutual Aid Agreements with local agencies, the County of Ventura and the State of California. See Part One - Appendix A. Authorities and B.

References.
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16 16 2024 California State Emergency Plan Exhibit 7.7–3 Flow of Requests and Resources, page 133 67 422
17 17 2024 California State Emergency Plan Exhibit 7.7–2 Discipline-Specific Mutual Aid System, page 132 68 423
Section 7: Continuity of Government
Continuity of Government (COG) ensures that the City of Oxnard can maintain its legal authority and leadership during emergencies that disrupt normal governance. This includes preserving the function of elected officials, maintaining the rule of law, and ensuring that the public receives direction and services under lawful authority.

The COG framework ensures the continuation of the City Council, City Manager, City Attorney, and essential legislative and executive functions in accordance with California Government Code §§ 8635–8644 and Title 19, California Code of Regulations section §24074.

This section outlines the legal and procedural framework to ensure:
● Continuity of constitutional and statutory governance ● Clear lines of succession for elected and executive leadership ● Secure alternate facilities for governing bodies
● Reconstitution of local government following a disruption The plan applies to elected officials, City leadership, department heads, and essential City support personnel.

7.1 Legal Authority
The following authorities support Continuity of Government planning and implementation:
● California Government Code §§ 8635–8644 (Article 15, CESA): Establishes procedures for standby officers, alternate meeting sites, and methods to reconstitute government. ● California Constitution: Allows state and local government to reconstitute itself if incumbents are unable to serve.
● California Government Code § 54954(e): Allows relocation of governing body meetings during emergencies.
● City of Oxnard City Code Chapter 6: Establishes the Emergency Services Organization, emergency powers, and appointment authority of the Director of Emergency Services.
● Title 19, California Code of Regulations § 2407: Provides detailed procedures for determining unavailability and reconstructing the governing body. 69 424

7.2 Continuity of Authority and Succession
Elected Officials and Executive Leadership
Under Government Code § 8638
18 , the City Council may appoint up to three standby officers for each Councilmember and for the City Manager. These officers:
● May reside outside Oxnard city limits
● Are designated as Standby Officers No. 1, 2, and 3
● Take the same oath of office as regular officials
● Automatically assume their principal’s role during an emergency if the primary is unable to serve
These appointments ensure legal authority, decision-making capacity, and continuity of operations during a declared emergency.

Director of Emergency Services Succession
Table 7-1: Director of Emergency Services Line of Succession Should the Director of Emergency Services (City Manager) be unable to fulfill duties, the line of succession is as follows:

Order Position
First Alternate Assistant City Manager
Second Alternate Fire Chief
Third Alternate Emergency Services Manager
Each successor is granted full authority to act as Director until the original director is available, or a new appointment is made by the City Council. 18 Cal. Gov. Code § 8638 (CESA, Art. 15)
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7.3 Preservation of Local Government
In accordance with Government Code § 8643, if all City Councilmembers and their standbys are unavailable, the governing body shall be temporarily reconstituted as follows:

1. By the Chair of the Ventura County Board of Supervisors

2. If unavailable, by the Chair of another County Board within 150 miles

3. Alternatively, by the Mayor of another City within 150 miles This ensures the reassembly of local government to:
● Ascertain damage to people and property
● Reconstitute itself and its departments
● Preserve law and order
● Resume essential public services
Per Government Code § 8642
19 , the City Council is authorized to convene at a location outside Oxnard when local conditions render City Hall inoperable.

CESA provides for the preservation of city government in peacetime or national security emergency.

7.4 Department Head Succession
Per Government Code § 8637
20 , each department that delivers public health, safety, infrastructure, or critical administrative functions must maintain a clearly defined line of succession in its COOP.

Succession lists must:
● Include at least two alternates
● Be reviewed annually and updated as personnel or organizational changes occur ● Be submitted to the City Clerk and Emergency Manager for EOP reference 20 Cal. Gov. Code § 8637 (CESA, Art. 15)
19 Cal. Gov. Code § 8642 (CESA, Art. 16)
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Table 7-2: Department Heads Line of Succession
Service/Department Position
City Manager
1 City Manager
2 Assistant City Manager
3 Assistant City Manager
City Attorney
1 City Attorney
2 Chief Assistant City Attorney
3 Assistant City Attorney
Community Development
1 Director
2 Assistant Director
3 Planning Manager
Cultural and Community Services
1 Director
2 Assistant Director
3 Manager
Finance
1 Chief Financial Officer
2 Assistant Chief Financial Officer
3 Assistant Chief Financial Officer
Fire
1 Fire Chief
2 Assistant Fire Chief
3 Assistant Fire Chief
Housing
1 Director
2 Assistant Director
3 Assistant Director
Human Resources
1 Director
2 Assistant Director
3 Manager
Information Technology
1 Chief Information Officer
2 Deputy Chief Information Officer
3 Deputy Chief Information Officer
Police
1 Police Chief
2 Assistant Chief
3 Assistant Chief
Public Works
1 Director
2 Assistant Director
3 Assistant Director
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7.5 Alternate Government Seat
Under Government Code § 8642
21 and the Brown Act § 54954(e)22 the City Council may
convene at an alternate location if City Hall is unusable due to an emergency. The presiding officer shall designate the alternate meeting location and notify local media as rapidly as possible.

Designated Alternate Government Locations
First Alternate: 305 West Third Street, Oxnard
Second Alternate: 360 West Second Street, Oxnard
These facilities will serve as temporary council chambers during a local, State or War Emergency and will be equipped with communication systems and logistical support as feasible.

7.6 Vital Records Preservation
The City Clerk is the designated custodian of Oxnard’s vital records. If unavailable, the Assistant City Clerk assumes this role. Vital records include documents essential for:
● Individual rights: Deeds, licenses, tax records, birth/marriage certificates ● Emergency operations: Emergency plans, EOC staffing, personnel rosters, infrastructure maps
● Government reestablishment: City charter, ordinances, council records, resolutions, financial data
Vital records in hard copy and digital formats are stored at the City of Oxnard Administrative Offices (300 West Third Street). Alternate and backup copies and files are stored at several offsite remote locations.

Each department is responsible for identifying, maintaining, and protecting its own essential records needed to support continuity of operations and the restoration of services following a disaster.
22 Cal. Gov. Code § 54954(e) (Brown Act)
21 Cal. Gov. Code § 8642 (CESA, Art. 16)
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Section 8. Administration, Finance, and
Logistics
Sustaining an effective emergency response requires streamlined systems for recordkeeping, procurement, resource distribution, and cost tracking. These systems ensure the City of Oxnard can coordinate across departments, comply with audit requirements and recover eligible disaster-related expenses.

8.1 Documentation and Recordkeeping
Clear, consistent documentation during incidents supports informed decision-making and post-incident accountability. Each EOC section is responsible for capturing essential records related to their actions such as:
● EOC Forms (such as 213RR Resource Requests, 214 Unit Logs) ● DLAN entries for digital tracking and reporting to the County ● EOC Action Plans (EAPs)
● Timekeeping, procurement logs, and communications
Documented records must be secured, stored and available for review during after-action processes or reimbursement.

8.2 Finance and Cost Recovery
Emergency Finance Operations
The Finance/Administration Section oversees all financial activities during emergency operations including:
● Payroll and timesheet collection for disaster service workers ● Expense tracking for equipment, contracts, and mutual aid ● Oversight of procurement and purchasing processes
● Coordination with auditors, insurers, and grant agencies Financial controls must meet federal and state guidelines for accountability and transparency. Emergency financial approvals follow the COG and lines of succession described in Section 7.

Public Assistance Reimbursement
The City will pursue reimbursement through FEMA’s Public Assistance (PA) program for eligible response and recovery costs. The process involves:
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1. City Documents Damages: Collects photos, scope, cost estimates and sends to County Op Area.

2. Op Area Compiles and Validates: County OES aggregates city and other local damage info, conducts joint assessments, and coordinates with local mutual-aid partners.

3. Op Area Submits to Cal OES: County Op Area sends consolidated damage and impact summary to Cal OES.

4. Cal OES Evaluates & Requests State Action: Cal OES reviews County submissions and, if warranted, coordinates with the Governor to request a FEMA declaration.

5. FEMA declaration (if approved): FEMA (via Cal OES) authorizes Public Assistance for the designated areas.

6. Applicant Briefing (State/Cal OES leads): Cal OES/County holds briefings for cities on eligibility, Request for Public Assistance (RPA) deadlines, and documentation.

7. City files RPA: City submits an RPA (via Grants Portal) and becomes an Applicant.

8. Project formulation and Environmental and Historic Compliance (EHP): City, Op Area, Cal OES,and FEMA scope projects, perform environmental/historic reviews, and estimate costs.

9. FEMA Obligation to State Pass-Through: FEMA obligates funds to the State (Cal OES), which then passes funding/reimbursement to the County/City per state processes.

10. Work, Track Costs, Reimburse: City completes work under federal/state rules, submits reimbursement to Cal OES/County, retains records.

11. Project closeout: Cal OES and FEMA close projects after verification; city retains documentation.

Proper documentation and adherence to procurement rules are required for reimbursement.

Post-incident After-Action Reports may also be reviewed by FEMA to verify eligibility and response efforts. Detailed procedures for applying for state and federal financial assistance are maintained as internal supporting documentation.

8.3 Logistics and Resource Management
Resource Coordination
The Logistics Section is responsible for acquiring, staging, and distributing all response-related resources. This includes:
● Food, water, fuel and shelter supplies
● Communications equipment and IT systems
● Emergency contracts for personnel, vehicles or equipment ● Vendor coordination and delivery tracking
Requests must follow the Resource Request Process and be submitted through ICS/EOC 213 RR forms (City only) or digitally via DLAN (County requests) (processes for resource requests are maintained in supporting documentation).
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Emergency Procurement
During an emergency, the City of Oxnard may use expedited purchasing and contracting authorities to obtain essential equipment, supplies, and services needed to protect life, property, and critical infrastructure. Emergency procurement is conducted in accordance with Oxnard City Code §4-30 and California Public Contract Code §22050.

Under these authorities:
● Competitive bidding requirements may be waived when delays would place people or property at risk.
● The City Council, by a four-fifths vote, may authorize emergency repair, replacement, or procurement actions.
● The City Manager, or in their absence the Public Works Director, may order emergency procurement and must report the justification to the City Council at the next scheduled meeting.
● The City Council must review ongoing emergency actions at the next regular meeting (and at each subsequent meeting) until the action is terminated.

Even in emergencies, the City maintains proper financial controls, including:
● Written justification for emergency actions and procurement decisions ● Vendor quotes (when feasible), invoices, and receipts ● Documentation sufficient to meet state and federal reimbursement requirements, including FEMA Public Assistance
Finance and Logistics Sections work together to ensure all purchases are compliant.

Donations and Volunteer Management
The City of Oxnard coordinates donations and volunteer management through the Ventura County Op Area and Ventura County VOAD to ensure resources are safe, appropriate, and directed to organizations best equipped to manage them. The City does not accept or distribute unsolicited donations.

City departments will refer donation and volunteer inquiries to approved partner organizations and share public guidance on how to give responsibly. Monetary donations should be directed to recognized nonprofits that provide disaster relief and long-term recovery support.

If donation collection or distribution sites are needed, they will be coordinated with Ventura County Op Area EOC Logistics and community partners. The City follows Ventura County’s donations management procedures to ensure consistency, safety, and accountability. 77 432

8.4 After-Action Reporting and Improvement Planning
Following a level 1 EOC activations, significant incidents, exercises, or local emergency declarations, the City of Oxnard will conduct an After-Action Review (AAR) or a Corrective Action Plan (CAP) to evaluate response operations, identify lessons learned, and document corrective actions.

This process fulfills the requirements of California Code of Regulations, Title 19, §2450, which mandates that cities declaring a local emergency (for which the Governor proclaims a State of Emergency) complete and submit an AAR to Cal OES within 90 days of the close of the incident period.

The AAR/CAP serve to:
● Review response actions taken and application of SEMS ● Recommend modifications to SEMS, plans, and procedures ● Identify training and exercise needs
● Document progress toward recovery
Process Overview:

1. Initiate Review: Within 30 days of EOC deactivation, the Emergency Services Manager begins the AAR process.

2. Collect Input: Department Directors and EOC Section Coordinators will submit written input identifying key actions, challenges, and recommendations gathered from their teams.

3. Conduct Debrief: A debrief with department directors, EOC section coordinators and partners to capture feedback.

4. Develop AAR/CAP: The Emergency Services Manager compiles all information into a single AAR/CAP that includes findings, best practices, and corrective actions.

5. Approval and Distribution: The draft AAR/CAP is reviewed by the Director of Emergency Services and submitted to Ventura County OES and Cal OES, as required.

6. Track and Implement: Corrective actions are assigned to responsible departments, tracked, and reviewed at Senior Leadership meetings until completed.

7. Retention: All AARs and CAPs are maintained by the Emergency Services Division within Fire and are used to inform updates to plans, procedures, and training. 78 433

8.5 Finance and Logistical Roles and Coordination by
EOC Section
Table 8-2: Finance and Logistical Roles by EOC Section
EOC Section Responsibilities
Management Section
(PIO)
Communicates public donation needs and
supports transparency in financial use
Operations Section
Identifies and prioritizes field resource
needs
Planning Section
Tracks situational data and produces action
plans and situational updates as needed
Logistics Section
Procures and delivers supplies, equipment
and services
Finance/Administration Section
Manages contracts, payroll, expense
tracking and reimbursement processes
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Section 9. Plan Development and
Maintenance
The EOP is a living document that must remain current, accurate, and operationally effective.

Ongoing review, training, and interdepartmental collaboration ensure the plan reflects the City’s organizational structure, capabilities, and evolving hazards. This section outlines the responsibilities for maintaining the EOP, the update cycle, training and exercise requirements, and the methods used to evaluate the plan’s effectiveness.

9.1 Plan Development Responsibility
The Emergency Services Manager is responsible for developing, updating and maintaining the EOP. Each City department must review and update the sections relevant to its responsibilities and provide updates when organizational or operational changes occur.

Draft revisions will be circulated to department directors and the City Attorney’s Office for review.

9.2 Plan Maintenance and Update Cycle
The Emergency Services Manager will conduct an annual review of the EOP and complete a comprehensive update every five years, or sooner if necessary.

Interim updates may be made when:
● SEMS, NIMS, or state/federal guidance changes
● City organizational structures or responsibilities change ● New hazards or vulnerabilities are identified
● After-action reports or exercises identify required improvements ● Major incidents reveal operational gaps
All changes will be incorporated into the master version of the plan and shared with City departments and partner agencies.

9.3 Training and Exercise Requirements
EOC staff will receive annual training to ensure proficiency in their assigned roles and familiarity with plan updates. Training may include:
● Online and in-person courses
● EOC section-specific workshops
● Tabletop exercises
● Functional or full-scale exercises
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Training and Exercise Priorities
The City of Oxnard’s EOC training and exercise program is designed to maintain operational readiness and regulatory compliance while building sustainable response capability. Priorities include:
● Regulatory Compliance: Ensure EOC personnel meet SEMS, NIMS, and state and federal training requirements tied to disaster reimbursement and grant eligibility. ● Progressive Readiness: Build EOC capability through a structured progression of foundational training, section-level instruction, and discussion-based and functional exercises.
● Section Proficiency: Develop functional expertise within each EOC Section to support coordinated, multi-departmental operations.
● Leadership Engagement: Incorporate Department Directors into exercises to strengthen strategic decision-making and policy coordination. ● Systems Readiness: Train staff on City-approved EOC platforms and coordination tools prior to operational activation.
● Sustainable Staffing: Train the EOC roster in phases to maintain continuity of operations while accounting for staffing and workload constraints.

Exercise Schedule
The EOC Exercise Schedule establishes a progressive, multi-year framework designed to build and maintain the core competencies of Oxnard’s Emergency Management team. By transitioning from foundational concepts to complex simulations, this phased approach ensures that personnel are not only trained in the mechanics of ICS but are also prepared for the high-pressure decision-making required during real-world activations. The following five-phase roadmap outlines our commitment to continuous improvement and operational excellence through 2029.
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9.4 Plan Evaluation Metrics
The City will evaluate the effectiveness of this plan based on:
● EOC performance in real incidents
● Compliance with SEMS/NIMS updates
● Feedback from field responders and EOC staff
● Partner Agency feedback
Findings will inform updates to the EOP and future training and exercise priorities. 83 438
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Appendices
A. Authorities
Local
● Oxnard City Code, Chapter 6 – “Emergency Organization and Functions” ● Oxnard City Code, Section 4-30 – “Emergency Procurement” ● City of Oxnard Resolution No. 13,157 (2006) – “Adopting National Incident Management System (NIMS)”
State
● Assembly Bill No. 2311 (2016) – AFN integration requirements. ● Assembly Bill No. 477 (2019) – Inclusion of AFN populations in emergency preparedness.
● Assembly Bill No. 2645 (2022) – Local emergency plans: AFN and community resilience centers.
● Assembly Bill No. 1638 (2023) – Mandate for multilingual emergency response services.
● Assembly Bill No. 781 (2025) – Emergency shelters: persons with household pets. ● Assembly Bill No. 478 (2025) – Emergency information and evacuations for persons with pets.
● California Emergency Services Act (CESA) (2024) (CA Gov. Code § 8550-8669) – The foundational authority for emergency powers.
● California Disaster Assistance Act (CDAA) (2024) (CA Gov. Code § 8680 et seq.) – Legal basis for state financial reimbursement.
● California Government Code, Section 3100 (2024) – Public Employees as Disaster Service Workers.
● California Labor Code, §3211.92 - Disaster Service Worker (DSW) ● California Government Code, Section 8638 (2024) – Preservation of Local Government and appointment of standby officers.
● California Public Contract Code, Section 22050 (2024) – Emergency Contracting and waiver of competitive bidding.
● California Government Code, § 54954(e) (1953) – Authority to relocate governing body meetings during disasters.
● California Government Code [§ 8593.3, amended 2024] – “Accessibility to Emergency Information and Services (AFN).”
● Constitution of the State of California (1879, as amended) – Provides authority for the government to reconstitute itself.
● "Good Samaritan" Liability - State-level legal protections for individuals providing emergency assistance.
● Senate Bill 160 (2019) - Cultural competence integration into emergency plans 85 440
● Standardized Emergency Management System (SEMS) Regulations (2010) (19 CCR § 2400-2450) – Mandates the statewide response structure. ● Standardized Emergency Management System (SEMS) Guidelines [Part II, Section B: Local Government Level] – Provides the mandatory framework for cities to organize EOC functions and maintain state funding eligibility.

Federal
● Americans with Disabilities Act of 1990 (ADA) – Accessibility mandates for all emergency programs.
● Federal Civil Defense Act of 1950: Public Law 920, as amended, established the foundational authority for emergency management.
● Homeland Security Presidential Directive 5 (HSPD-5, 2003) – Mandates NIMS and ICS.
● PETS Act of 2006 (PL 109-308) – Inclusion of pets in emergency planning. ● Robert T. Stafford Disaster Relief and Emergency Assistance Act (1974) (42 U.S.C. § 5121 et seq.) – Authority for federal disaster aid.
● Volunteer Protection Act of 1997 [42 USC §§ 14501-14505] – Federal liability protections for volunteers.

B. References
Local and County
● City of Oxnard 2030 General Plan (2011, Amended 2022) – “Safety and Hazards Element.”
● U.S. Census Bureau (2024) – “QuickFacts: Oxnard City, California.” ● U.S. Census Bureau, American Community Survey (2015-2019) - Linguistic Isolation Map
● Ventura County Multi-Jurisdictional Hazard Mitigation Plan (2022) – Regional threat assessment.
● Ventura County Operational Area Emergency Operations Plan (2021) – Regional integration framework.
● Ventura County Alert and Warning Plan (2023) – Procedures for local alerts. 86 441
State and Federal
● Cal OES EOP Crosswalk (2024) – State compliance checklist. ● Cal OES Statewide Alert & Warning Guidelines (2024) – Standardized alert protocols. ● Cal OES DSW Guide to Workers Compensation (2012) - Question and answer sheet regarding Workers Compensation for volunteers serving as DSWs ● California Department of Education DataQuest (2024-2025) – “English Learners by Language.”
● FEMA Comprehensive Preparedness Guide (CPG) 101, V. 3.1 (2025) – Foundational standard for EOP development.
● National Response Framework (NRF) – Federal standard for incident response. ● National Incident Management System (NIMS) – National standard for management structures.
● National Disaster Recovery Framework (2024) – Standards for post-disaster restoration.
● State of California Emergency Plan (2024) – The statewide model for local plan consistency.

Mutual Aid & Procedural Plans
● A-8602 Agreement (City of San Buenaventura Fire Dept & Ventura County Fire Protection Dist) item L.3 cc (2025) - This agreement allows for the immediate dispatch of the nearest available resources, regardless of jurisdictional boundaries. ● California Fire and Rescue Operations Plan (2023) – Guidance for fire mutual aid. ● California Law Enforcement Mutual Aid Plan (2019) – Guidance for law enforcement mutual aid.
● Emergency Management Assistance Compact (EMAC) – Multi-state assistance framework.
● Emergency Proclamations: A Quick Reference Guide for Local Governments (2022) – Guidance for declaring emergencies.
● FEMA Public Assistance Program and Guidelines (2024) – Standards for federal reimbursement.
● Mutual Aid Agreement Between The American Society for the Prevention of Cruelty to Animals and City of Oxnard (2026) - Agreement for support in disaster animal response operations, including animal rescue, temporary sheltering, veterinary care, and animal transport.
● Public Works Mutual Aid Agreement (PWMAA) (1989) - System that allows public works agencies—such as those managing water, roads, and utilities—to share personnel, equipment, and resources during emergencies. 87 442
C. Abbreviations and Acronyms
88 AAR/CAP After-Action Report and Corrective Action Plan ACS Auxiliary Communications Services
ADA Americans with Disabilities Act
AFN Access and Functional Needs
ASPCA American Society for the Prevention of Cruelty to Animals Cal OES California Office of Emergency Services
CBRNE Chemical, Biological, Radiological, Nuclear and/or High-Yield Explosive CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CESA California Emergency Services Act
CPG Comprehensive Preparedness Guide
DOC Department Operations Center
DSW Disaster Service Worker
EAP EOC Action Plan
EAS Emergency Alert System
ELL English Language Learner
EM Emergency Services Manager
EMAC Emergency Management Assistance Compact
EMMA Emergency Management Mutual Aid
EOC Emergency Operation Center
ESF Emergency Support Function
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
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89 GAR Governor’s Authorized Representative
GIS Geospatial Information Services
HMGP Hazard Mitigation Grant Program
HMP Hazard Mitigation Plan
HSEEP Homeland Security Exercise and Evaluation Program IA Individual Assistance
IAP Incident Action Plan
IC Incident Command
ICS Incident Command System
IDE Initial Damage Estimate
JIC Joint Information Center
JIS Joint Information System
JRIC Joint Regional Intelligence Center
LAC Local Assistance Center
NIMS National Incident Management System
NWS National Weather Service
PA Public Assistance
PETS Act Pets Evacuation and Transportation Standards Act PIO Public Information Officer
PSPS Public Safety Power Shutoffs
REOC Regional Emergency Operations Center
RPA Request for Public Assistance
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
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90 SOC State Operations Center
SOP Standard Operating Procedures
VCAS Ventura County Animal Services
VHF Very High Frequency
VOAD Volunteer Organizations Active in Disasters
WEA Wireless Emergency Alerts
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D. Glossary of Terms
Access and Functional Needs (AFN)
Individuals who may have additional needs before, during, or after an emergency, including people with disabilities, older adults, children, individuals with limited English proficiency, and others who require assistance to maintain independence, communication, transportation, supervision, or medical care.

After-Action Report (AAR)
A formal document that captures observations, strengths, areas for improvement, and corrective actions following an emergency, exercise, or incident. AARs are required under SEMS, to be submitted to CAL OES within 90 days of the end of an incident.

Agency
A division of government with a specific function offering a particular kind of assistance.

Alert and Warning
The process of disseminating information to the public about actual or potential emergencies, including protective actions, using multiple accessible and redundant communication methods.

All-Hazards
Any incident (natural or human-caused) that warrants action to protect life, property, environment, public health. Or safety and minimize disruptions of government, social or economic activities.

California Disaster Assistance Act (CDAA)
State law authorizing financial assistance to local governments for eligible costs incurred during disasters proclaimed by the Governor.

California Emergency Services Act (CESA)
The statutory authority (California Government Code § 8550 et seq.) governing emergency management, mutual aid, and emergency powers in California.

Cal OES (California Governor’s Office of Emergency Services) The state agency responsible for coordinating California’s emergency preparedness, response, recovery, and mitigation efforts.

Continuity of Government (COG)
The preservation, maintenance, or reconstitution of governmental authority, leadership, and essential functions following an emergency or disaster.

Department Operations Center (DOC)
A facility or function used by a City department to coordinate its internal operations and support field response during an emergency.
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Disaster Service Worker (DSW)
Any public employee required by law to perform assigned disaster service activities during a declared emergency, in accordance with the California Emergency Services Act (Government Code § 3100–3109). Disaster service may include duties outside an employee’s normal job classification as assigned by the City.

Emergency
Any incident, natural or human-caused, that threatens life, property, or the environment and requires coordinated response beyond routine operations.

Emergency Operations Center (EOC)
A central facility where City staff coordinate policy-level decision-making, resource support, information sharing, and interagency coordination during emergencies.

Emergency Operations Plan (EOP)
The City’s all-hazards plan establishes the framework for managing emergencies and disasters through preparedness, response, recovery, and mitigation.

Emergency Proclamation
A formal declaration of a Local Emergency, State of Emergency, or State of War Emergency that activates special authorities and access to resources.

Emergency Support Functions (ESFs)
Functional groupings of capabilities and resources used to organize and coordinate support during emergencies. (Used for coordination, not staffing structure.) Field Response Level
The SEMS level where tactical response activities are conducted at the incident scene using the Incident Command System (ICS).

Incident Command System (ICS)
A standardized, on-scene incident management system used to manage response operations.

Local Emergency
A condition proclaimed by the City Council or City Manager when disaster conditions exceed the capacity of routine services.

Local Government Level (SEMS)
The SEMS level that includes cities, counties, and special districts responsible for coordinating emergency response within their jurisdictions.

Mitigation
Actions taken to reduce or eliminate long-term risk to life and property from hazards. 92 447
Mutual Aid
The voluntary provision of resources and assistance among jurisdictions through formal agreements and state-coordinated systems.

Mutual Aid Coordinator
An individual designated at each SEMS level to receive, coordinate, and escalate mutual aid requests within a specific discipline.

National Incident Management System (NIMS)
A national framework established by the Department of Homeland Security that provides a consistent approach for managing incidents of all types and sizes through standardized command, coordination, and resource management structures.

Operational Area (OA)
An intermediate level of SEMS organization, typically the county, responsible for coordinating resources and information among jurisdictions within its boundaries.

Preparedness
Actions taken before an emergency to build capabilities, plan, train, and exercise for effective response.

Recovery
Activities undertaken to restore and improve community services, infrastructure, and quality of life following a disaster.

Regional Level (SEMS)
The SEMS level at which Cal OES coordinates mutual aid and support across multiple operational areas.

Resource Request
A formal request for personnel, equipment, supplies, or services submitted through SEMS channels.

Response
Immediate actions taken to save lives, protect property, and meet basic human needs during an emergency.

SEMS (Standardized Emergency Management System)
California’s mandated framework for organizing and coordinating emergency response across all levels of government.

Span of Control
The number of individuals or units one supervisor can effectively manage, generally five, with a range of three to seven.
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Special District
A local government entity providing specific services (e.g., schools, sanitation, ports, transportation) within defined geographic boundaries.

State Operations Center (SOC)
The facility where Cal OES coordinates statewide emergency response and federal assistance.

Unified Command
An ICS structure that allows multiple agencies with jurisdictional authority to jointly manage an incident.

Volunteer Organizations Active in Disasters (VOAD)
A coalition of nonprofit, faith-based, and community organizations that coordinate disaster response and recovery services.
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Adoption of the 2026 City of Oxnard
Emergency Operations Plan (EOP) Update
Alex Hamilton, Fire Chief
Fire Department
City Council
April 21, 2026
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Recommendation that:
• The City Council approve the City of Oxnard 2026 Emergency Operations Plan (EOP) update;
• Authorize the Mayor to sign the Letter of Promulgation, making the Plan effective.

Recommendation 2
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Purpose of the EOP:

The EOP is the City’s primary policy-level
document for emergency management.

The EOP: • Establishes the City’s emergency
management framework
• Defines roles, responsibilities, and legal
authorities
• Guides coordinated preparedness,
response, and recovery
• Supports an all-hazards approach to
emergencies
The last EOP update was approved by the
City Council in December 2021.

Background
3 452
Discussion 4
Why This Plan Is Critical
An adopted and current EOP:
● Ensures compliance with State and Federal law
● Enables coordinated response across City departments
● Strengthens partnerships with County, State, Federal, and community organizations
● Protects the City’s eligibility for disaster funding and reimbursement from the State and Federal government
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Discussion 5
Legal & Policy Requirements
The City is required to maintain a current EOP under:
● California Emergency Services Act (Government Code §8607) ● Use of the Standardized Emergency Management System
(SEMS)
● Federal alignment with the National Incident Management System (NIMS)
Failure to maintain a current plan may jeopardize eligibility for:
● Cal OES disaster assistance
● FEMA Public Assistance reimbursement
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Discussion 6
What Changed Since 2021
The City last adopted a comprehensive
EOP in December 2021.

Since then:
● State mandates and legislation have
evolved
● Federal guidance and best practices
have been updated
● Lessons learned from recent
California disasters have emerged
● City organizational structures and
operational realities have shifted
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Discussion 7
How the 2026 EOP is Structured
The 2026 EOP is intentionally structured into four components:

Part 1: Base Plan –
Policy-level direction
(What Council Adopts):

Focuses on "the what and the who." It
defines the City’s emergency management
organization, legal authorities, roles and
responsibilities, and the overarching
concepts of operations
Part 2: Emergency
Response Organization
Functions
Internal procedures, checklists, contact lists,
and operational details that support
implementation of this Base Plan.

Appendices References, legal authorities, glossary
Annexes Functional & hazard-specific coordination
strategies
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Discussion 8
Best Practice: Why Only the Base Plan is Adopted
● Industry-Standard Approach (in alignment with Ventura County 2026 EOP Draft update)
● The Base Plan establishes formal City policy and legal promulgation
● Operational procedures require frequent updates
● Administrative maintenance avoids unnecessary legislative action
● Supports real-time adaptability during emergencies
● This approach aligns with FEMA and State guidance.
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Discussion 9
The 2026 EOP Key Updates:
● Separates the adopted policy-level Base Plan from operational procedures for flexibility and timely updates
● Updates the Hazard and Threat Analysis to reflect current risk conditions and maps
● Updates EOC roles, responsibilities, and activation procedures ● Strengthens coordination with County, State, Federal, and community partners
● Aligns with SEMS, NIMS, Cal OES, FEMA CPG 101 (v3), and the 2024 California EOP
● Integrates new State mandates for multilingual communications, access and functional needs, pets, and community recovery ● Establishes ongoing maintenance through annual administrative updates and five-year full review
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Discussion 10
ASPCA Mutual Aid Agreement ● Establishes coordination framework between the City of Oxnard and
American Society for the Prevention of
Cruelty to Animals (ASPCA) for disasters
impacting animals
● ASPCA National Field Response team
provides support with: ○ Animal rescue and emergency
sheltering
○ Veterinary care and animal transport ○ Logistical and technical resources ● Activation occurs through established
incident command and operational area
processes
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There are no new costs associated with adoption. Maintaining an adopted EOP is required for the City to remain eligible for State and Federal disaster assistance and reimbursement.

Each party (City of Oxnard and ASPCA) are responsible for its own personnel, costs, and resources.

Financial Impact 11
460
QUESTIONS?
12 461

CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.2
DATE: April 21, 2026
TO: City Council
FROM: Alexander Hamilton, Fire Chief, (805) 385-7700, [email protected] SUBJECT: Amending Chapter 6 of the Oxnard City Code Related to the Disaster Council.

RECOMMENDATION
That the City Council introduce by title only, waiving further reading of an ordinance amending Chapter 6 of the Oxnard City Code titled:

AN ORDINANCE OF THE CITY OF OXNARD, CALIFORNIA AMENDING SECTION 6-5 OF CHAPTER 6 OF

THE OXNARD CITY CODE RELATING TO THE DISASTER COUNCIL
(The Community Services, Public Safety, Housing & Development Committee approved 2-0 on March 24, 2026.) The City Council approved the introduction of the Ordinance at the April 7, 2026 City Council meeting.

Please click the following link to view the required Measure M pre-recorded presentation video:https://youtu.be/- 7y3WQRyIi8

BACKGROUND
The ordinance language for the City of Oxnard’s Disaster Council was originally adopted under earlier civil defense and emergency management frameworks from the 1950s through the 1970s. Since that time, the City has completed extensive updates to its Emergency Operations Plan (EOP), which has established a modern approach to emergency preparedness, response and recovery, and aligns with today’s state and federal guidelines.

The proposed ordinance amendment updates Chapter 6 of the City Code related to Oxnard’s emergency planning, preparedness and response efforts, with a focus on clarifying and modernizing the Disaster Council provisions. These updates are intended to ensure the City’s emergency response and recovery structure aligns with current operational practices, the City’s Emergency Operations Plan (EOP), and applicable state emergency management requirements.

DISCUSSION
California’s Disaster Council system originated in response to wartime threats facing the West Coast following the attack on Pearl Harbor. It later evolved to include natural disasters and other emergencies through the California Emergency Services Act (CESA), a state law enacted in 1970 that establishes the legal framework for emergency management and disaster response in California.

Oxnard joined approximately 85 California cities and counties when the state accredited its Disaster Council on July 7, 1950. The majority of cities gained accreditation by the mid-1950s, and later accreditations were issued as newer cities were incorporated. Over the years, many cities and counties have used the State’s template language to create their emergency ordinance and Disaster Council. With the update and modernization of Oxnard’s Emergency Operations Plan, staff recommends updating its disaster council language to align with the City’s current emergency management 462
structure.

A Disaster Council serves as an advisory body that focuses on developing, reviewing, and implementing emergency plans approved by the City Council. The City’s Emergency Manager spends a significant amount of time spearheading the various projects that support Oxnard’s response to an emergency, including maintaining and updating its Emergency Operations Plan, Local Hazard Mitigation Plan, and ensuring adherence to new state and federal mandates related to disaster preparedness, response and recovery. The updated ordinance language reflects the role that public safety officials and various department heads and emergency response personnel play in reviewing and updating plans and processes that ensure effective coordination before, during, and after emergencies.

The revised ordinance language clarifies Disaster Council membership to include key leadership and coordination roles identified in the City’s EOP, including designated section coordinators such as Operations, Planning and Intelligence, Logistics, and Finance and Administration. This structure ensures consistency between policy-level oversight and operational response.

The proposed update removes the annual meeting mandate and replaces it with language that authorizes the Disaster Council to meet upon call of the Chair or Vice Chair, consistent with best practices used by peer jurisdictions. This approach provides flexibility to convene the Disaster Council when coordination, planning review, or emergency-related matters require attention, rather than on a predetermined schedule that may not align with operational needs.

The revised language also clarifies the Disaster Council’s authority to develop and recommend to the City Council for adoption emergency response plans, mutual aid plans, and the rules, regulations, and agreements necessary to implement those plans. This structure ensures that emergency planning remains responsive, timely, and coordinated, while maintaining City Council oversight and approval authority.

These updates do not expand emergency powers or reduce transparency. Instead, they align governance language with how emergency preparedness and coordination are effectively managed in comparable cities and ensure the Disaster Council can be convened when it adds the greatest value.

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

FINANCIAL IMPACT
The proposed ordinance amendment has no fiscal impact. The changes formalize existing emergency management practices and do not require additional staffing, resources, or operational expenditures.

COMMITTEE OUTCOME
Community Services, Public Safety, Housing & Development Committee approved 2-0 on March 24, 2026 to approve the staff recommendation and to forward the item for Council approval.

Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/ZqlGwHAwAQ Please click the following link to view the Community Services, Public Safety, Housing & Development Committee meeting from March 24, 2026: https://www.youtube.com/watch?v=T7hgeg-SQYI Prepared by: Candy Campbell, Emergency Services Manager

ATTACHMENTS

1. Updated EOP Disaster Council Ordinance

2. EOP _ Redline_Disaster Council Ordinance

3. Presentation
463
Ordinance No.