Written materials relating to an item on this agenda that are distributed to the legislative bodies within 72 hours before the item is to be considered at its regularly scheduled meeting will be made available for public inspection at the City Clerk’s Office, 300 West Third Street 4th Floor and at the Oxnard main library, 251 South A Street during customary business hours. Agenda reports are also on the City of Oxnard web site at www.oxnard.gov.
In compliance with the Americans with Disabilities Act, if you require special assistance to participate in a meeting, please contact the City Clerk’s Office at 385-7803. Notice at least 72 hours prior to the meeting will enable the City to reasonably arrange for your accessibility to the meeting.
Agenda Item Time Estimates include: (Minutes for Presentation + Council Discussion + Public Comment)
AGENDA
OXNARD CITY COUNCIL
FINANCE AND GOVERNANCE COMMITTEE
Council Chambers, 305 West Third Street
September 8, 2026
Regular Meeting - 5:00 to 6:30 PM
Zoom details to call-in for public comment during a meeting:
1. Dial Phone Number: (888) 475-4499
2. Enter Meeting ID: 843 3458 3710
3. Passcode: 103221
If you wish to speak during public comments or a particular item on the agenda, please sign-on by following the zoom call-in steps listed above. Once the presiding officer calls for public speakers, press *9 to raise your hand to inform the City Clerk you would like to speak during the public speaking section for that particular item on the agenda, while in the zoom waiting room. Press *6 when asked to unmute. Listen to the instructions provided virtually on the phone while on hold in the zoom waiting room. Please note that there is a slight time delay when viewing the meeting via television.
IN ACCORDANCE WITH ASSEMBLY BILL 2449, MEMBERS OF THE LEGISLATIVE BODY MAY MEET IN-PERSON OR REMOTELY. TO PARTICIPATE REMOTELY VISIT WWW.OXNARD.ORG.
To find out how you may provide public comment, please refer to the instructions below or at www.https://www.oxnard.org/city-meetings/.
The public may view the meeting from home on Spectrum channel 10, Frontier channel 35, or YouTube at Youtube.com/oxnardnews.
Video recordings of the meeting are typically available online following the meeting at the City’s website at www.oxnard.org/city- meetings.
*Please see the link for the Measure M pre-recorded presentation video for each item listed on this agenda.
YOU MAY PARTICIPATE IN THE MEETING IN THE FOLLOWING WAYS:
1. ATTEND THE MEETING AT THE LOCATION LISTED ABOVE: Submit a speaker card to the City Clerk.
2. EMAIL COMMENTS OR SIGN UP TO SPEAK REMOTELY BEFORE THE MEETING
a. Submit a request to speak remotely by 3 p.m. on the day of the meeting by using the form available at www.oxnard.org/citymeetings.
b. Submit an email to [email protected] by 3 p.m. on the day of the meeting (indicate the agenda item number in the subject line). All email correspondence will be forwarded to the legislative body prior to the start of the meeting and made part of the legislative record.
c. Contact the City Clerk’s Office at (805) 385-7803 to submit your request.
3. PROVIDING PUBLIC COMMENTS REMOTELY DURING THE MEETING
a. Follow Zoom details listed above.
1 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
September 8, 2026 - Page 2
b. Public comments on agenda items will be taken following the announcement of the item. After the item is announced, members of the public may register or otherwise be recognized for the purpose of providing public comment.
Please review the Zoom instructions on the registration page to help ensure there are no technical difficulties during your comments and help you understand public comment procedures using Zoom. Detailed participation instructions can be found at www.oxnard.org/city-meetings.
To report a disruption of the meeting broadcast or remote public comment system, please call +1 805-385-8325. In the event of such a disruption, the legislative body will recess the open session of the meeting while efforts are made to restore the disrupted service. If the disrupted service has not been restored within one (1) hour, the legislative body may reconvene the meeting as authorized by Government Code 54953.4 and the policy set forth in City Council Resolution No. 16,074.
A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
Consideration of Teleconference Participation pursuant to Assembly Bill 2449.
B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA AND NON-ACTION ITEMS
A person may address the legislative body only on matters not appearing on the agenda and within the subject matter jurisdiction of the legislative body, and on non-action items. Speaker requests shall be submitted as set forth on the first page of this agenda. Speakers are limited to three minutes. After 30 minutes, if all speakers have not had the opportunity to speak, the remaining speakers will be given an opportunity to speak prior to the adjournment of the meeting. The legislative body cannot enter into a detailed discussion or take action on any items presented during public comments at this time. Such items may only be referred to the City Manager for administrative action or scheduled on a subsequent agenda for discussion.
C. CONSENT AGENDA
1. City Clerk Department
SUBJECT: Approval of Minutes.
RECOMMENDATION: That the Finance and Governance Committee approve the regular meeting minutes for July 28, 2026.
Contact: Luly Lopez, (805) 385-7805
D. REPORTS
1. City Manager Department
SUBJECT: Discussion and Direction Regarding City Council Committee Structure.
RECOMMENDATION: That the Finance & Governance Committee discuss the City’s current Council Committee structure, evaluate alternative governance models, and provide direction to staff.
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/4_h4rBT_Pl4
Contact: Eric Sonstegard, (805) 385-7478
2. Finance Department
SUBJECT: 2nd Quarterly Sale and Disposal of Surplus City Property.
RECOMMENDATION: That the Finance and Governance Committee recommend that the City Council review the Purchasing Agent’s recommendation to sell surplus property comprised of 36 units of surplus vehicles, trailers, and related equipment, with values that exceed $500.00, and that can no longer be used by the City, and authorize the Purchasing Agent to sell the listed surplus items at a public auction in accordance with City Code section 4-54(B). 2 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
September 8, 2026 - Page 3
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/t4AcqLOZzb0
Contact: Javier Chagoyen-Lazaro, (805) 200-5400
E. ITEMS FOR FUTURE AGENDAS
F. ADJOURNMENT
3 FINANCE AND GOVERNANCE COMMITTEE
AGENDA REPORT
CONSENT AGENDA
AGENDA ITEM NO. C.1
DATE: September 8, 2026
TO: Finance & Governance Committee
FROM: Luly Lopez, City Clerk, (805) 385-7805, [email protected]
SUBJECT: Approval of Minutes.
RECOMMENDATION
That the Finance and Governance Committee approve the regular meeting minutes for July 28, 2026.
BACKGROUND
Approval of minutes.
STRATEGIC PRIORITIES
This agenda item is a routine operational item or does not relate to the five strategic priorities adopted by City Council on March 16, 2021.
FINANCIAL IMPACT
There is no financial impact.
Prepared by: Luly Lopez, City Clerk
ATTACHMENTS
1. Minutes of Finance and Governance Committee for July 28 2026
4 MINUTES
OXNARD CITY COUNCIL
FINANCE AND GOVERNANCE COMMITTEE
Regular Meeting
July 28, 2026
A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
At 5:05 p.m., Chair Luis A. Mc Arthur called to order the regular meeting of the Oxnard City Council Finance and Governance Committee in the City of Oxnard Public Library at 251 South A Street, Oxnard, California. Committee Members Gabriela Rodriguez, Aaron Starr and Chair Luis A. Mc Arthur were present. The City Clerk stated that the agenda was posted on Tuesday, July 21, 2026 at the Library, City Hall kiosk, City Administrative Offices and on the website.
The meeting opened with the pledge of allegiance to the flag of the United States.
Staff members present were Alexander Nguyen, City Manager; Eric Sonstegard, Assistant City Manager; Stephen Fischer, City Attorney; Rob Ruben, Chief Information Officer; Andy Ansryan, Director of Infrastructure and Security; Annie Jensen, Project Manager; and Lourdes A. López, City Clerk.
Consideration of Teleconference Participation pursuant to Assembly Bill 2449.
B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA AND NON-ACTION ITEMS
Public comments were received from Jim Lavery.
C. CONSENT AGENDA
1. City Clerk Department
SUBJECT: Appoval of Minutes.
RECOMMENDATION: That the Finance and Governance Committee approve the regular meeting minutes for July 14, 2026.
No public comments were received.
It was moved by Member Rodriguez, seconded by Member Starr, to approve the Information/Consent item as presented. VOTE: Starr, Rodriguez and Mc Arthur voted in favor; the motion carried 3-0.
D. REPORTS
1. City Manager Department
SUBJECT: Whistleblower Program Biannual Update.
RECOMMENDATION: That the Finance and Governance Committee receive and file an update on the City’s whistleblower hotline.
5 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
July 28, 2026 - Page 2
Project Manager Jensen and Assistant City Manager presented and was available to answer questions. Discussion ensued among Committee Members and staff.
Public comments were received from: Alicia Percell.
Committee Member Starr noted that, in the report presented six months ago, the category describing the type of allegation was broad, and the status for each case indicated that it was deemed non-fiscal or unrelated to the City. Committee Member Starr expressed appreciation that the current report provides a more detailed description of each reported incident, as well as the ultimate resolution. Committee Member Starr thanked staff and the Consultant for making these improvements.
This was a receive and file, no action was required.
2. Information Technology Department
SUBJECT: Agreement with Dito LLC for Google Enterprise Licenses.
RECOMMENDATION: That the Finance and Governance Committee recommend that the City Council approve and authorize the Mayor to execute an agreement with Dito LLC (Agreement No. 32700084) for the purpose of purchasing Google Enterprise and Productivity Suite licenses for three years in the amount of $1,026,153 plus another $102,615 for additional user licenses as may be needed for a total three year authorization of $1,128,768.
The Chief Information Officer and Director of Infrastructure and Security presented and were available to answer questions. Discussion ensued among Committee Members and staff.
No public comments were received.
It was moved by Chair Mc Arthur, seconded by Member Starr, to approve the recommended action as presented. VOTE: Rodriguez, Starr and Mc Arthur voted in favor; the motion carried 3-0.
E. ITEMS FOR FUTURE AGENDAS
Assistant City Manager Sonstegard stated that staff will bring back the discussion regarding the standing committee structure at the September 1, 2026 meeting.
F. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Mc Arthur adjourned the meeting at 5:50 p.m.
________________________________ ________________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
City Clerk Chair
6 FINANCE AND GOVERNANCE COMMITTEE
AGENDA REPORT
REPORTS
AGENDA ITEM NO. D.1
DATE: September 8, 2026
TO: Finance & Governance Committee
FROM: Eric Sonstegard, Assistant City Manager, (805) 385-7478, [email protected]
SUBJECT: Discussion and Direction Regarding City Council Committee Structure.
RECOMMENDATION
That the Finance & Governance Committee discuss the City’s current Council Committee structure, evaluate alternative governance models, and provide direction to staff.
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/4_h4rBT_Pl4
BACKGROUND
The City of Oxnard operates under a Council-Manager form of government, wherein the seven-member City Council serves as the legislative and policy-making body. To support the legislative process, the City Council has historically established Council Task Forces, Council Advisory Bodies, and Council Committees. With the November 2018 election, the City of Oxnard changed from a Mayor plus four Councilmembers-at-large model to a Mayor-at-large plus six district-elected Councilmembers model. To prepare for this transition and allow the city to conduct its business in order to be efficient, effective, and timely, on November 13, 2018, the City Council adopted Ordinance No. 2949. This ordinance established five (5) city council committees, with three (3) councilmembers per committee, which met during the following work hours:
• Finance & Governance Committee: 9:30 a.m. – 10:45 a.m. • Public Works & Transportation Committee: 11:00 a.m. – 12:15 p.m. • Public Safety Committee: 2:00 p.m. – 3:15 p.m.
• Community Services Committee: 4:30 p.m. – 5:45 p.m.
• Housing & Economic Development Committee: 6:00 p.m. – 7:15 p.m
In November of 2020, voters adopted Measure M (Codified by Ordinance No. 2992) that established that meetings of the City’s legislative bodies could not begin until 5:00 p.m. To accommodate this evening meeting schedule within available time constraints, the City Council reduced the standing committees from five to three, combining the Community Services, Public Safety, and Housing & Economic Development into a single committee (This change was codified in September of 2023 by Ordinance No. 3031, pt. 1.). On April 1, 2025, City Council adopted Resolution No. 15,851 amending the committee bylaws (originally adopted on December 3, 2019,via Resolution No. 15,286).
Although separate from the approval of the Council Committee Structure, at the same time, Council approved the Sunshine Ordinance. The Brown Act requires local governments to publish notices, agendas, and reports 7 72 hours, or three days, in advance of a regular meeting. With a few exceptions, the Sunshine Ordinance expanded noticing and publication of all related materials for a City Council Meeting to twelve (12) days in advance of the meeting. It expanded noticing and publication of all related materials for special City Council meetings and for all City Boards, Committee and Commission meetings to seven (7) days. This ordinance, in conjunction with the Council Committee Structure ensured the public had ample opportunity to review agenda reports, understand the government’s activities, and to communicate its support, concerns, or questions to its elected and appointed representatives at two (2) public meetings.. Likewise, it provided greater opportunity for the elected and appointed officials to have ample time to review agenda reports, ask staff clarifying questions, discuss issues with their constituents, and ultimately make more informed recommendations and decisions.
With a few exceptions, materials and decision points that go to both Committee and Council, would be available to the public and decision-makers no less than 19 days before a final action at Council.
Standing committees currently meet on alternating weeks or semi-monthly cycles. The committee structure was established to achieve several legislative and administrative objectives:
1. Detailed Vetting & Preliminary Review: Provides a smaller forum for Councilmembers to conduct granular reviews of items such as financial policies, utility rates, infrastructure projects, potential new legislation, projects with broad community impact, and regulatory updates.
2. Agenda Filtering & Efficiency: Seeking public and Council input at Committee allows resolutions of technical questions, community input, which then allows routine or vetted items to move smoothly onto City Council agendas.
3. Targeted Public Engagement: The Committee systems allow for enhanced public engagement and transparency. The additional public meeting, in specific operational subject areas (e.g., public works, finance, or housing), allows both the public to have more certainty of the time an item will be discussed and often time more time to express their opinion.
4. Councilmember Specialization: Allows participating Councilmembers to develop deeper familiarity with specific City operations and department functions.
(Excerpt from October 23, 2018 Staff Report: The City must conduct a large volume of business throughout the year. Under the current system all non-administrative City business is conducted at the City Council meetings which can lead to, very appropriately, long deliberation on many items. This tends to lead to late nights which often cause some items to be rushed or delayed. With the addition of two Councilmembers, there will be more discussion and deliberation which would require more time. In order to assure proper vetting and to prevent the delay of important City business, staff proposes the reorganization of the city council meeting structure to include formal city council committees in order to be efficient, effective, and timely.)
There are several exceptions to committee review listed in the updated committee bylaws that include:
1. Routine items, such as adopting the State’s newest building codes;
2. Public hearings;
3. Urgency items, such as public safety reasons.
4. Items that have external deadlines imposed on the City (that the City learned of recently);
5. Items that have significant financial impact and a short deadline to respond;
6. New mandates from higher government authority or agency with jurisdiction over the City (e.g. Fox Canyon Water Management Agency);
7. Capital Improvement Projects (“CIP”) identified in the Council-approved CIP book, (including all CIP related items and procurement for the projects); and
8. Items related to routine and recurring maintenance necessary to keep public facilities operable that have a financial impact under $500,000.
9. Items that are only to be received and filed by the Council.
Council Committee Meeting Frequency
The meeting frequency and cancellation rates of standing committees have been highlighted in previous 8 governance discussions. A four-year analysis (July 1, 2022 – June 30, 2026) provides the following historical data:
• Finance & Governance Committee: 84 scheduled meetings | 19 cancelled (22.6% cancellation rate) • Public Works & Transportation Committee: 85 scheduled meetings | 13 cancelled (15.2% cancellation rate)
• Community Services, Public Safety, and Housing & Economic Development Committee: 83 scheduled meetings | 21 cancelled (25.3% cancellation rate)
Note: Meetings are primarily cancelled due to a lack of time-sensitive policy items, quorum scheduling conflicts, or when urgent matters require direct placement on a full City Council agenda.
An analysis of 2026 City Council & Committee meeting videos on the City of Oxnard's Youtube channel shows varying levels of viewing participation by the community:
• City Council: Average # of views - 880
• Finance & Governance Committee: Average # of views - 191 • Community Services, Public Safety, and Housing & Economic Development Committee: Average # of views - 163
• Public Works & Transportation Committee: Average # of views - 138
DISCUSSION
Municipalities across California utilize varying governance structures depending on volume of business, local priorities, and staffing resources. As stated in the 2018 report when Council adopted the Council Committee structure, over 20 cities in California were utilizing the Council Committee structure including Santa Clarita, Elk Grove, Torrance, and Ventura.
To assist the Committee in evaluating the current structure, staff has analyzed the operational features of both the current Committee model and a Direct-to-Council governance framework.
Governance Models Comparison
Current Standing Committee Framework
Under the existing framework, items are vetted by a 3-member committee before being forwarded to the full City Council.
• Workflow: Items follow a multi-step path (Department Review —>Committee Review —>City Council Action).
• Council Engagement: Review occurs sequentially, allowing committee members to examine details early while other Councilmembers can review the Committees recording and review the published materials, as well as review items when presented to the full body. • Public Access: Members of the public have two formal and public opportunities to provide testimony on an item (at the committee level and at the City Council meeting). In addition, as mentioned earlier, with the Sunshine ordinance, this means that an item has at least nineteen (19) days advance publication prior to the City Council taking action.
Direct-to-Council Framework
Under a direct-to-Council model, Committees are eliminated, and all legislative business moves directly to the full 7-member City Council. As mentioned previously, the Council was a five member body prior to the adoption of the Committee structure.
• Workflow: Staff reports, contracts, ordinances, and policy items go directly to the full Council.
Routine items are placed on the Consent Calendar, while substantive matters are scheduled for regular discussion.
9 • Study Sessions & Workshops: For complex, high-impact topics (such as the Annual Operating Budget, Master Plans, or major infrastructure programs), the Council may utilize scheduled Study Sessions during regular or special meetings, ensuring all seven members participate in initial policy development together.
Comparative Overview
Governance Metric Council Committee Direct-to-Council
Committee Structure Framework
Public Input
Opportunities
Multiple Forums: Public
comment is available at
both committee and
Council meetings; meetings
are spread across different
weeks.
One Forum: Public
comment is preserved at a
single, centralized meeting
where final legislative
decisions are made.
Advanced
Publication/Time Frame
Staff Report Materials and
available 7 days prior to the
Committee meeting and 12
days prior to the council
meeting (minimum of 19
days).
Staff Reports are available
12 days prior to the
meeting.
Legislative Timeline Sequential Review: Most
items require committee
scheduling and preliminary
action prior to full Council
placement (typically adding
3 to 6 weeks to project
scheduling).
Direct Placement: Items
move directly to City
Council agendas upon
completion of
administrative and legal
review.
Staff & Administrative
Workload
Agenda Preparation: Staff
prepares specific agenda
items for committee,
however the same materials
are used for Council.
Public, Council, and Staff
attend two meetings for
single items.
Agenda Preparation:
Administrative resources
focus on single Council
presentations. Public,
Council, and staff attend
one meeting; however the
item placement on the
agenda highly impacts the
time spent at the meeting.
Councilmember Input Segmented Review:
Detailed initial input occurs
at committee; the
remaining Councilmembers
can review the Committee
materials and recording
prior to the Council
meeting.
Simultaneous Review: All
7 Councilmembers receive
information, analysis, and
public testimony at the
same meeting.
10 Key Governance Considerations
1. Administrative Workload & Scheduling: Prior to the Committee system, Council met weekly (typically four (4) meetings a month). With implementation of the Council Committee structure, there are now two weeks per month with Committee meetings (up to three) and two weeks with Council meetings. In that regard preparing agenda packets, public notices, broadcasting, and council and staff attendance on a weekly basis is the same. A direct-to-Council model would reduce duplicate meeting material publications, although it would have minimal impact on the preparation of individual items, as often times the materials are almost identical. One of the larger impacts with a Direct-to Council model may be the length of the Council meetings. Prior to the Committee system, less items were placed on Info/Consent, and more public comments took place at the full Council, which can increase the length of the meeting, and impede public engagement.
2. Discussion Efficiency: Direct-to-Council workflows consolidate public deliberation into a single meeting, while standing committees allow for robust preliminary discussion in a smaller setting.
Although not frequent, because standing committees serve an advisory role and cannot take final binding action, complex items discussed at committee have been re-debated during full Council meetings.
3. Addressing Complex Technical Items: Under a direct-to-Council model, preliminary technical vetting may be handled through structured City Council Study Sessions and individual staff briefings prior to Council meetings, preserving thorough review without two public meetings. The Committee system has successfully been used to allow for robust public and council input on policy decisions such as Inclusionary Housing, Rent Control, and the Landscape Maintenance District policy. Although a structured City Council Study Session could be used for these types of items, it may be at the expense of City Business that needs to be completed, often in a timely manner, or at special meeting so City Business could take place as needed.
OPTIONS FOR CONSIDERATION
The Finance & Governance Committee can discuss the pros and cons of each system, recommend one of the following options, or suggest a different model to recommend to the full City Council:
1. Option 1 (Status Quo): Maintain the existing Committee structure and schedule.
2. Option 2 (Transition back to Direct-to-Council Model): Recommend that the City Council amend the City Council Procedures Manual to dissolve standing committees, transition business directly to City Council agendas, and utilize Council Study Sessions as needed. o If the City Council elects to transition back to a Direct-to-Council model, staff recommends reevaluating the standard bi-monthly City Council meeting calendar for 2027. Prior to the implementation of standing committees in 2018, the City Council met four (4) Tuesdays per month, and scheduled special meetings as necessary.
3. Option 3 (Consolidate / Modify Committee Structure): Recommend reducing the total number of standing committees or adjusting meeting schedules to a quarterly or bi-monthly frequency reserved for major policy reviews.
4. Option 4 (Other City Council Ideas)
STRATEGIC PRIORITIES
This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.
11 FINANCIAL IMPACT
There is no direct financial impact associated with discussing this item. If the City Council directs the elimination or consolidation of standing committees, the City may realize indirect operational cost savings through reduced staff overtime and lowered audio/visual production expenses. This ultimately could be offset by the need to schedule additional City Council meetings.
Prepared by: Eric Sonstegard, Assistant City Manager
ATTACHMENTS
1. 260908 Committee Structure Presentation
12 City Council Committee Structure &
Governance Evaluation
Discussion and direction regarding current Council Committees, Sunshine Ordinance publ ication timel ines, and potential governance model s.
C ITY O F O XNARD • C ALIFO RNIA AGENDA ITEM NO. D.1
September 8,
2026
E ri c Sonstegard, A ssi stant Ci ty
M anager
13 Staff Recommendation
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Core Strategic Priority: This evaluation directly supports Organizational Effectiveness —s t riving t o b uild a m o d e rn, high- functioning City government that bal ances operational efficiency with publ ic transparency.
Discuss Council Committee Structure: R evi ew the operati onal features, publ i c engagement benefi ts, and staffi ng i mpacts of the Ci ty' s current Counci l Commi ttee revi ew framework.
Evaluate Alternative Governance Models: A ssess alternative governance structures, including maintaining committees, modifying schedules, or transitioning back to a Direct - to - Co unc il m o d e l.
Provide Direction to Staff: Formulate a recommendation to bring before the full City Council regarding the future structure of Council l egi sl ati ve workfl ows and meeti ng cal endars.
14 Governance Evolution & Transition Context
In Nov 2018, Oxnard transitioned from a Mayor + 4 At - L arge Council structure to a M ayor - at - La rge + 6 Dis t ric t- E l ected Counci l . To process hi gh busi ness vol ume wi thout rushi ng, Counci l created standi ng commi ttees:
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 2018 Purpose Excerpt: Commi ttees were establ i shed because conducti ng al l non - a d m inis t ra t ive b us ine s s a t Counc il le d t o long d e lib e ra t ions a nd la t e nights, preventing del ayed or rushed deci si ons wi th a expanded 7 - member Counci l . 5 Committees
Ord. 2949 created 5 commi ttees
running from 9: 30 A M to 7: 1 5 PM to
manage high item vol ume.
Bylaws Adopted
R es. 1 5, 286 establ i shed formal
commi ttee byl aws and procedural
ru le s .
Measure M (3 Comm.)
M easure M capped meeti ng starts to
after 5: 00 PM . Counci l consol i dated 5
commi ttees i nto 3 (Ord. 3031 ).
Bylaws Amended
R es. 1 5, 851 updated commi ttee
byl aws, cl ari fyi ng speci fi c revi ew
ex cepti ons.
15 Transparency & Sunshine Ordinance Integration
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 The Sunshine Ordinance Standard 19-Day Advance Publication Advantage Brown Act Baseline: Requires state - mandated meeting notices 72 hours (3 days) prior to regular meetings.
Expanded Public Notice: Oxnard’s local Sunshine Ordinance expands noticing to 12 days in advance for full City Council meetings.
Committee Noticing: Expands noticing for special Council meetings and all Boards/Committees to 7 days in advance .
Dual- Tier Review Timeline: Materials that go through both Committee and Council are published at least 19 days before final action .
Informed Decisions: Gives Council, public, and staff ample time to review reports, ask clarifying questions, and discuss constituent concerns.
Policy Input Successes: Used effectively for complex policies such as Inclusionary Housing, Rent Control , a n d Landscape Maintenance Districts .
•
•
•
•
•
•
16 Committee Objectives & Vetting Exceptions
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Core Committee Objectives Major Vetting Exceptions
Detailed Vetting: Granular review of financial policies, utility rates, and major projects with 3 Councilmembers.
Agenda Filtering: Resolves technical questions and community input early for smoother Council meetings.
Targeted Engagement: Focused public forums in dedicated operational areas (Public Works, Finance, Housing).
Specialization: Deepens Council understanding of department operations.
Routine & Code Updates: Standard building codes,
administrative updates.
Public Hearings & Urgency: Statutory public hearings & urgent safety matters.
External Deadlines & Mandates: Recent state/agency mandates (e.g., Fox Canyon Water Agency).
Approved CIP & Maintenance: Council - approved CIP
procurement & routine maintenance <$500k.
•
•
•
•
•
•
•
•
17 Committee Performance & Viewership Data
Four- year analysis (July 1 , 20 22 – June 30, 2026) demonstrates commi ttee meeti ng cancel l ati on rates and Y ouT ube communi ty vi ewi n g metri cs:
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6
FINANCE & GOVERNANCE
22.6%
1 9 Cancel l ed / 84 Schedul ed
Avg Views: 191
PUBLIC WORK S & TRANSPORTATION
15.2%
1 3 Cancel l ed / 85 Schedul ed
Avg Views: 138
CS, PS, HOUSING & ECON DEV
25.3%
21 Cancel l ed / 83 Schedul ed
Avg Views: 163
Full City Council Viewership Benchmark:
Ci ty Counci l meeti ngs average 880 YouTube views per meeti ng —ove r 4 .5 x t he vie wing p a rt ic ip at ion of a ny s t a nd ing c om m it t e e . 18 Direct-to-Council Framework Overview
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Direct Legislative Workflow
Under Direct - to - Counci l , commi ttees are el i mi nated and al l i tems go strai ght to the 7 - member body.
Study Sessions & Workshops
U sed for compl ex topi cs (B udget, CI P, M aster Pl ans). E nsures al l 7 Counci l members p a rt ic ip a t e in init ia l p o lic y d e ve lo p m e nt s im ult a ne o us ly.
Historical Meeting Frequency
Prior to 201 8, Council met 4 Tuesdays/month (weekly). Transitioning back would likely require returning to 4 meetings/month or longer agendas. 19 Comparative Governance Frameworks
Governance Metric Council Committee Structure Direct-to-Council Framework Public Input Opportunities Multiple Forums: Public comment available at both committee and Council meetings across different weeks.
One Forum: Public comment preserved at a single centralized meeting where final binding decisions occur.
Advanced Publication Min. 19 Days: Materials published 7 days prior to Committee + 12 days prior to Council under Sunshine Ordinance.
12 Days: Staff reports available 12 days prior to the City Council meeting.
Legislative Timeline Sequential Review: Items require committee scheduling first (typically adds 3 to 6 weeks to scheduling).
Direct Placement: Items move directly to Council upon
completion of administrative/legal review.
Agenda Prep & Workload Specific Items: Staff prepares items for committee, but same materials are used for Council. Two public meetings.
Single Presentation: Focuses on single Council presentation; placement highly impacts meeting length.
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 20 Key Governance Considerations
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Workload & Frequency
Prior to committees, Council met weekly (4
meetings/mo). Currentl y, Oxnard hosts 2
commi ttee week s + 2 Counci l week s = 4 meeti ng
week s/mo. Week l y meeti ngs under D i rect - to -
Council yiel ds minimal change in total meeting
week s.
Meeting Length & Deliberation
Wi thout commi ttees, fewer i tems go on Consent,
and more publ ic comments occur at ful l Council ,
potential l y increasing meeting l ength and risking
l ate nights as noted in 201 8.
Complex Policy Vetting
Co m m it t e e s p ro vid e d e xt e ns ive p ub lic & Co unc il input on major pol icies (R ent Control , I ncl usionary Housing). Under Direct - to - Council , Study
Sessions woul d repl ace this but take up Council
busi ness ti me.
21 Governance Options for Consideration
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Maintain existing Council Committee structure, meeting schedules, and 19 - day Sunshine Ordinance vetting workfl ow without changes.
A mend Council Procedures Manual to dissol ve standing committees. R e - eval uate 2027 cal endar (prior model met 4 T uesdays/month) and util ize Study Sessi ons as needed.
R educe total number of commi ttees or adj ust meeti ng f requenci es to quarterly or bi - monthly reserved strictly for major policy reviews.
Provi de al ternati ve di recti on or modi f i cati ons as determi ned by the F i nance & Governance Commi ttee.
Option 1: Status Quo
Option 2: Transition Back
Option 3: Modify / Consolidate
Option 4: Other Direction
22 Strategic Alignment & Financial Impact
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8 , 2 0 2 6 Strategic Alignment
Organizational Effectiveness Strategy
Reinforces, stabilizes, and strengthens the organizational foundation of the City to build a modern, high - functioning municipal government that effectively supports operating departments in delivering high - quality public services.
Financial Impact & Offsets
Indirect Operational Cost Considerations
Direct Impact: No direct expenses associated with discussing this item.
Potential Savings: Eliminating or consolidating committees may yield indirect savings in staff overtime and AV production.
Cost Offset Note: Administrative savings could be offset by the need to schedule additional City Council meetings (e.g. 4 meetings/month).
•
•
•
23 Questions & Discussion
Staff is seeking direction regarding the Cit y Co unc il’s Commi ttee structure and potential governance changes.
C ITY O F O XNARD • C ALIFO RNIA FINANCE & GOVERNANCE COMMITTEE City of Oxnard • City Manager's
Office
PRODUCED WITH THE ASSISTANCE OF THE CITY OF OXNARD GOOGLE GEMINI A.I.
PILOT PROGRAM
24 FINANCE AND GOVERNANCE COMMITTEE
AGENDA REPORT
REPORTS
AGENDA ITEM NO. D.2
DATE: September 8, 2026
TO: Finance & Governance Committee
FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected]
SUBJECT: 2nd Quarterly Sale and Disposal of Surplus City Property.
RECOMMENDATION
That the Finance and Governance Committee recommend that the City Council review the Purchasing Agent’s recommendation to sell surplus property comprised of 36 units of surplus vehicles, trailers, and related equipment, with values that exceed $500.00, and that can no longer be used by the City, and authorize the Purchasing Agent to sell the listed surplus items at a public auction in accordance with City Code section 4- 54(B).
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/t4AcqLOZzb0
BACKGROUND
Section 4-54(B) requires the Purchasing Agent to obtain City Council authorization to sell, rent, destroy or recycle any single item of the city’s personal property that exceeds $500 in current market value or salvage value that can no longer be used by the city. Typically, City vehicles and other equipment that can no longer be used are sold at a public auction. The Purchasing Division works with City departments to identify the personal property of the City, such as vehicles that, for one reason or another, can no longer be used by the City. If the value of a particular item of City personal property exceeds $500.00, the Purchasing Agent must seek City Council authorization to sell, rent, destroy or recycle such items which are deemed Surplus Property, meaning property that is not required to meet the needs or responsibilities of the City.
For purposes of this report to the Finance and Governance Committee, the Purchasing Division worked with the Fleet Services and the Water Divisions of Public Works to identify the surplus property discussed in further detail below that the City can no longer use and/or does not need.
The City has 978 vehicles and pieces of equipment valued at approximately $57.9 million (as of December 2025). The City’s vehicle fleet consists of passenger vehicles, light-, medium-, and heavy-duty trucks, refuse and dump trucks, fire apparatus, trailers, and construction equipment.
The Fleet Services Division of Public Works is responsible for maintaining and managing the City’s vehicle fleet. Periodic review of vehicle condition, operating costs, and mileage is conducted to determine when units should be retired from active service.
25 The vehicles listed in this report meet one or more of the following criteria:
● High mileage or engine hours
● Cost-effectiveness of excessive maintenance costs or repeated mechanical failures ● Safety concerns or outdated equipment
● Obsolescence due to technological upgrades
● Regulatory compliance requirements
● End of service life
Vehicles are disposed of through an approved public auction vendor to ensure transparency and generate revenue that is deposited back into the general fund or respective department's fund accounts.
DISCUSSION
In the course of time, vehicles experience increasing maintenance costs and unplanned downtime. Continued operation of these units would require significant investment in repairs that are not cost-effective compared to their remaining service life. This could lead to frequent breakdowns and rising repair costs that exceed replacement thresholds. Auctioning these vehicles is the most efficient and transparent method of disposal.
The auction process is also fully managed by an approved third-party vendor, minimizing staff workload and administrative costs.
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
Auctioning the surplus vehicles listed in this report is expected to generate revenue, which will be deposited into the general fund or respective department accounts. The estimated revenue is unknown prior to the auction.
Prepared by: Libertad Macias
ATTACHMENTS
1. Attachment 1 - 2nd Quarterly Sale and Disposal of Surplus City Property September 2026 (updated)
2. Presentation
26 FINANCE AND GOVERNANCE COMMITTEE AGENDA REPORT
Count Unit Dept Year Make Model Description VIN Mileage CARB emissions
regulated Reason for disposing of asset
Replaced by Unit
number LOCATION
1 3679 Library 2003 Chevrolet Astro Passenger Van 1GNEL19X83B146956 30017 No Mechanical Failure/ Repair Exceeds Value25602 PACIFIC YARD 2 17008 PD 2017 Ford Utility PIU 1FM5K8AR8HGB00776143971 No Age/ Beyond useful Life 26003 PACIFIC YARD 3 07819 PF 2000 Mazda MPV MPV Wagon JM3LW28G5Y0126267115983 No Mechanical Failure/ Repair Exceeds ValuePending replacementPACIFIC YARD 4 05101 E.R. 2005 Autocar XPEDITOR Refuse Side Loader5VCEC6MF55H201984212459 Yes Mechanical Failure/ Repair Exceeds ValueR25114 PACIFIC YARD 5 3300 Fleet 1999 Ford F350 Flatbed 1FDWF36F3XEC1643867092 Yes Age/ Beyond useful Life 22428 PACIFIC YARD 6 09618 GAP 2009 Isuzu MPG BOX Truck JALB4W16X97400234161199 Yes Mechanical Failure/ Repair Exceeds ValuePending replacementPACIFIC YARD 7 3680 Facilities 2003 Ford F550 Bucket truck 1FDAF56SX3EC5822920753 Yes Not Compliant with Emission Standards 26406 PACIFIC YARD 8 Misc Streets - - - Grinder and Backhoe N/A n/a No Age/ Beyond useful Life No Replacement NeededPACIFIC YARD 9 15910 PD 2015 BMW R120 Motorcycle WB10A1307FZ192873 66561 No Mechanical Failure/ Repair Exceeds ValueUnit on order PACIFIC YARD 10 15500 Fire 2015 Yamaha VX1800P Watercraft USYAMA4229B515 155 hours No Age/ Beyond useful Life 26505 PACIFIC YARD 11 18002 PD 2018 Ford Utility PIU 1FM5K8AR4JGC43553148664 No Mechanical Failure/ Repair Exceeds Value26004 PACIFIC YARD 12 17009 PD 2017 Ford Utility PIU 1FM5K8ARXHGB00777136914 est. No Accident/ Repair Exceeds Value 26005 STURGIS 13 3263 Streets 1998 Chevrolet 3500HD Std cab utility dump1GBKC34F8WF026565 N/A Yes Accident/ Repair Exceeds Value Pending replacementPACIFIC YARD 14 09603 Special Districts 2009 Ford F150 pick up 1FTRF12W89KB2341593438 No Age/ Beyond useful Life 26404 PACIFIC YARD 15 17015 PD 2017 Ford Utility PIU 1FM5K8AR7HGB00784160325 No Mechanical Failure/ Repair Exceeds Value26006 PACIFIC YARD 16 17003 PD 2017 Ford Utility PIU 1FM5K8AR1HGA44292158614 No Age/ Beyond useful Life 26007 PACIFIC YARD 17 17021 PD 2017 Ford Utility PIU 1FM5K8AR5HGD06718163718 No Mechanical Failure/ Repair Exceeds Value26008 PACIFIC YARD 18 13003 PD 2013 Chevrolet Caprice PIU 6G1MK5U28DL81290949788 No Age/ Beyond useful Life 26002 PACIFIC YARD 19 13002 PD 2013 Chevrolet Caprice PIU 6G1MK5U27CL66427972645 No Age/ Beyond useful Life 26001 PACIFIC YARD 20 13001 PD 2013 Chevrolet Caprice PIU 6G1MK5U20CL66425384786 No Age/ Beyond useful Life 26000 PACIFIC YARD 21 17022 PD 2017 Ford Utility PIU 1FM5K8AR5HGD06721123948 No Mechanical Failure/ Repair Exceeds Value26012 PACIFIC YARD 22 07902 City Corps 2007 Polaris R07RH68AW UTV 4XARH68AX74119703Unknown No Mechanical Failure/ Repair Exceeds ValueNo Replacement requestedPACIFIC YARD 23 09404 Water 2009 International 4300V 2 Axle Dump Truck1HTJTSKR29H155623 14263 Yes Age/ Beyond useful Life 25404 PACIFIC YARD 24 2846 Fire 1991 Pierce Arrow Pumper 4P1CA02H0MA000391Unknown No Mechanical Failure/ Repair Exceeds ValueUnknown FIRE STATION 3 25 3176 Fire 1997 Seagrave TB50 Pumper 1F9ED28T6VCST2017155431 No Mechanical Failure/ Repair Exceeds ValueUnit on order PACIFIC YARD 26 3177 Fire 1997 Seagrave TB51 Pumper 1F9ED28T8VCST2018207406 No Mechanical Failure/ Repair Exceeds ValueUnit on order PACIFIC YARD 27 06068 City Corps 2006 Ford E350 15 Pass Van 1FBSS31L06DA90608155013 No Age/ Beyond useful Life 23611 PACIFIC YARD 28 3549 Fire 2002 Pace AmericanSC85520TA3 Enclosed trailer 4P2WB20262U031933 N/A No Age/ Beyond useful Life 26506 FIRE STATION 1 29 06050 Fire 2006 Chevrolet Equinox SUV 2CNDL13F066126692128326 No Age/ Beyond useful Life 26501 PACIFIC YARD 30 08501 Fire 2008 Ford Explorer SUV 1FMEU63E88UA42260153174 No Age/ Beyond useful Life 26503 PACIFIC YARD 31 08502 Fire 2008 Ford Explorer SUV 1FMEU63EX8UA4226168313 No Age/ Beyond useful Life 26504 PACIFIC YARD 32 05021 PD 2005 Kustom Signal 232 Radar trailer 1K9BM11104G118046 N/A No Mechanical Failure/ Repair Exceeds ValuePending replacementPACIFIC YARD 33 06067 PAL/ Recreation 2006 Ford E350 15 Pass Van 1FBSS31LX6DA44025134889 Yes Age/ Beyond useful Life 26601 PACIFIC YARD 34 3541 Special Districts 2002 Chevrolet 1500 Std cab Pickup 1GCEC14V52E189372155949 No Age/ Beyond useful Life 24414 PACIFIC YARD 35 17020 PD 2017 Ford Utility PIU 1FM5K8AR3HGD06720140698 No Mechanical Failure/ Repair Exceeds ValuePending replacementPACIFIC YARD 36 09608 Special Districts 2009 Ford F250 Utility Truck 1FDNF20509EA41073122085 Yes Age/ Beyond useful Life 25406 PACIFIC YARD REPORTS AGENDA ITEM NO. D-2
Attachment 1: Second Quarterly Sale and Disposal of Surplus City Property September 2026 27 2ndQuarterly Sale and Disposal of Surplus City PropertyPresentation to the Finance & Governance CommitteeSeptember 8, 2026Presented by:Libertad Macias, Purchasing Manager 28 RecommendationThat the Finance and Governance Committee recommend the City Council authorize the Purchasing Agent to dispose of 36units of surplus vehicles, trailers, and related equipment, via public auction. In accordance with City Code Section 4-54(B) items over $500 require Council authorization for disposal. 29 Identifying Surplus Assets• Vehicles, trailers, and related equipment have been identified through City fleet management process• Surplus items no longer needed or cost-effective to maintain 30 What’s Being Auctioned• 36 units across Police, Fire, Water, Streets, Parks• Fleet vehicles, trailers, and operational equipment, including:•Sedans, SUVs, pickups, and vans•Equipment and utility trailers (including live floor trailers)•Service units (flatbeds, box trucks, utility body trucks)•Specialized equipment (e.g., striping equipment, pressure washer)• Model years range from 1987 to 2020• Assets located across multiple City facilities 31 Condition of Vehicles and Equipment• Multiple units exceed 100,000–150,000 miles• Engine failures, transmission failures, internal damage• Accident-damaged and part-out vehicles• Several units non-operational• Exceeded their useful service life 32 Evaluation Process• Fleet Services reviewed all units• Reassignment considered first• Lifecycle cost vs. replacement evaluated• Only non-viable assets designated as surplus 33 Why Public Auction• Competitive bidding establishes market value• Eliminates favoritism or pricing concerns• Managed by a third-party • Standardized and defensible disposal method• Fair and open competition 34 Financial & Operational Impact• Avoid continued repair and maintenance costs• Reduce downtime and liability exposure• Return revenue to City funds 35 RecommendationThat the Finance and Governance Committee recommend the City Council authorize the Purchasing Agent to dispose of 36units of surplus vehicles, trailers, and related equipment, via public auction. In accordance with City Code Section 4-54(B) items over $500 require Council authorization for disposal. 36 Questions?
37