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
October 13, 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: 875 8945 3700
3. Passcode: 362653
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 THE RALPH M. BROWN ACT, MEMBERS OF THE LEGISLATIVE BODY MAY MEET IN-PERSON OR REMOTELY. TO PARTICIPATE REMOTELY VISIT WWW.OXNARD.ORG.
The public may view the meeting from home on Spectrum channel 10, Frontier channel 35, or YouTube at Youtube.com/oxnardnews.
Video recordings of the meeting are typically available online following the meeting at the City’s website at www.oxnard.org/citymeetings. *Please see the link for the Measure M pre-recorded presentation video for each item listed on this agenda.
YOU MAY PARTICIPATE IN THE MEETING IN THE FOLLOWING WAYS:
1. ATTEND THE MEETING AT THE LOCATION LISTED ABOVE: Submit a speaker card to the City Clerk.
2. EMAIL COMMENTS OR SIGN UP TO SPEAK REMOTELY BEFORE THE MEETING a. Submit a request to speak remotely by 3 p.m. on the day of the meeting by using the form available at www.oxnard.org/citymeetings.
b. Submit an email to [email protected] by 3 p.m. on the day of the meeting (indicate the agenda item number in the subject line). All email correspondence will be forwarded to the legislative body prior to the start of the meeting and made part of the legislative record.
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.
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.
1 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
October 13, 2026 - Page 2
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 (Gov. Code section 54953 et seq., as amended by SB 707)
LEVINE ACT NOTICE (Gov. Code section 84308)
Parties, participants, and their agents in a proceeding involving a license, permit, contract, or other entitlement for use must disclose campaign contributions totaling more than $500 made to any City officer in the preceding 12 months. Officers who received such contributions may be required to recuse themselves on a given item. Disclosure may be made in writing to the City Clerk before the meeting or orally at the beginning of public comment on the item.
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 September 8 and September 22, 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 and 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
E. ITEMS FOR FUTURE AGENDAS
F. ADJOURNMENT
2 FINANCE AND GOVERNANCE COMMITTEE
AGENDA REPORT
CONSENT AGENDA
AGENDA ITEM NO. C.1
DATE: October 13, 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 September 8 and September 22, 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 April 30, 2026.
FINANCIAL IMPACT
There is no financial impact.
Prepared by: Luly Lopez, City Clerk
ATTACHMENTS
1. Minutes of Finance and Governance Committee for September 8 2026
2. Minutes of Finance and Governance Committee for September 22 2026 3 MINUTES
OXNARD CITY COUNCIL
FINANCE AND GOVERNANCE COMMITTEE
Regular Meeting
September 8, 2026
A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
At 5:01 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 Member Aaron Starr and Chair Luis A. Mc Arthur were present. Committee Member Gabriela Rodriguez was absent. The City Clerk stated that the agenda was posted on Tuesday, September 1, 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 Eric Sonstegard, Assistant City Manager; Stephen Fischer, City Attorney; Javier Chagoyen-Lazaro, Chief Financial Officer; Libertad Macias, Purchasing 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: Approval of Minutes.
RECOMMENDATION: That the Finance and Governance Committee approve the regular meeting minutes for July 28, 2026.
No public comments were received.
It was moved by Committee Member Starr, seconded by Chair Mc Arthur, to approve the Information/Consent item as presented. VOTE: Starr and Mc Arthur voted in favor; the motion carried 2-0. Committee Member Rodriguez was absent.
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.
4 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
September 8, 2026 - Page 2
Assistant City Manager Sonstegard presented and was available to answer questions.
Discussion ensued among the Committee and staff.
Public comments were received from Alicia Percell and Jim Lavery.
At 5:18 p.m., the Finance and Governance Committee recessed and reconvened at 5:31 p.m.
It was moved by Committee Member Starr, seconded by Chair Mc Arthur, to postpone the item until Committee Member Rodriguez is present. VOTE: Starr and Mc Arthur voted in favor of continuing the item; the motion carried 2-0. Committee Member Rodriguez was absent.
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).
Purchasing Manager Macias presented and was available to answer questions.
Discussion ensued among Committee Members and staff.
No public comments were received.
It was moved by Committee Member Starr, seconded by Chair Mc Arthur, to approve the recommended action as presented. VOTE: Starr and Mc Arthur voted in favor; the motion carried 2-0. Committee Member Rodriguez was absent.
E. ITEMS FOR FUTURE AGENDAS
F. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Mc Arthur adjourned the meeting at 5:44 p.m.
________________________________ ________________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
City Clerk Chair
5 MINUTES
OXNARD CITY COUNCIL
FINANCE AND GOVERNANCE COMMITTEE
Regular Meeting
September 22, 2026
The regular meeting was cancelled because a quorum was not present. ________________________________ ________________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
City Clerk Chair
6 FINANCE AND GOVERNANCE COMMITTEE
AGENDA REPORT
REPORTS
AGENDA ITEM NO. D.1
DATE: October 13, 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 and 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).
7 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 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 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 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. 9 • 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.
• 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.
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 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.
11 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.
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 12 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
13 City Council Committee Structure &
Governance Evaluation
Discussion and direction regarding current Council Committees, Sunshine Ordinance public ation time lines, and pote ntial gove rnanc e mod e ls.
CITY OF OXNARD • CALIFORNIA AGENDA ITEM NO. D.1
Se p tember 8,
2026
Eric Sonste gard , Assistant City
Manager
14 Staff Recommendation
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 Core Strategic Priority: This evaluation directly supports Organizational Effectiveness —striving to b uild a mod ern, high- func tioning City government that b alanc es op erational effic ienc y with p ub lic transp arenc y.
Discuss Council Committee Structure: Review the operational features, public engagement benefits, and staffing impac ts of the City's c urrent Counc il Committee review framework.
Evaluate Alternative Governance Models: Assess alternative governanc e struc tures, inc luding maintaining c ommittees, modifying sc hedules, or transitioning bac k to a Direc t- to- Counc il model.
Provide Direction to Staff: Formulate a rec ommendation to bring before the full City Counc il regarding the future struc ture of Counc il legislative workflows and meeting c alendars.
15 Governance Evolution & Transition Context
In Nov 2018, Oxnard transitioned from a Mayor + 4 At - Large Counc il struc ture to a Mayor- at- Large + 6 Distric t- Ele c te d Counc il. To p roc e ss high b usine ss volume without rushing, Counc il c re ate d stand ing c ommitte e s:
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 2018 Purpose Excerpt: Committees were estab lished b ecause cond ucting all non- ad ministrative b usiness at Council led to long d elib erations and late nights, preventing d elayed or rushed d ecisions with a exp and ed 7- memb er Council. 5 Committees
Ord . 29 49 c re ate d 5 c ommitte e s
running from 9 :30 AM to 7:15 PM to
manage high ite m volume .
Bylaws Adopted
Re s. 15,286 e stab lishe d formal
c ommitte e b ylaws and p roc e d ural
rule s.
Measure M (3 Comm.)
Me asure M c ap p e d me e ting starts to
afte r 5:0 0 PM. Counc il c onsolid ate d 5
c ommitte e s into 3 (Ord . 30 31).
Bylaws Amended
Re s. 15,851 up d ate d c ommitte e
b ylaws, c larifying sp e c ific re vie w
e xc e p tions.
16 Transparency & Sunshine Ordinance Integration
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 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 , and Landscape Maintenance Districts .
•
•
•
•
•
•
17 Committee Objectives & Vetting Exceptions
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 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.
•
•
•
•
•
•
•
•
18 Committee Performance & Viewership Data
Four- ye ar analysis (July 1, 20 22 – June 30 , 20 26 ) d e monstrate s c ommitte e me e ting c anc e llation rate s and YouTub e c ommunity vie wing me tric s:
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26
FINANCE & GOVERNANCE
22.6%
19 Canc e lle d / 84 Sc he d ule d
Avg Views: 191
PUBLIC WORKS & TRANSPORTATION
15.2%
13 Canc e lle d / 85 Sc he d ule d
Avg Views: 138
CS, PS, HOUSING & ECON DEV
25.3%
21 Canc e lle d / 83 Sc he d ule d
Avg Views: 163
Full City Council Viewership Benchmark:
City Counc il me e tings ave rage 880 YouTube views p e r me e ting—over 4.5x the vie wing p artic ip ation of any stand ing c ommittee. 19 Direct-to-Council Framework Overview
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 Direct Legislative Workflow
Under Direct - to- Council, committees are eliminated and all items go straight to the 7- memb er b od y.
Study Sessions & Workshops
Use d for c omp le x top ic s (Bud ge t, CIP, Maste r Plans). Ensure s all 7 Counc ilme mb e rs p artic ip ate in initial p olic y d e ve lop me nt simultane ously.
Historical Meeting Frequency
Prior to 20 18, Counc il me t 4 Tue sd ays/month (we e kly). Transitioning b ac k would like ly re q uire re turning to 4 me e tings/month or longe r age nd as. 20 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, 20 26 21 Key Governance Considerations
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 Workload & Frequency
Prior to committees, Council met weekly (4
me e tings/mo). Curre ntly, Oxnard hosts 2
c ommittee we e ks + 2 Counc il we e ks = 4 me e ting
we e ks/mo. We e kly me e tings und e r Dire c t- toCounc il yie ld s minimal c hange in total me e ting weeks.
Meeting Length & Deliberation
Without c ommitte es, fe we r ite ms go on Conse nt,
and more p ub lic c omme nts oc c ur at full Counc il,
p ote ntially inc re asing me e ting le ngth and risking late nights as note d in 20 18.
Complex Policy Vetting
Committees p rovid e d e xte nsive p ub lic & Counc il
inp ut on major p olic ie s (Re nt Control, Inc lusionary Housing). Und e r Dire c t- to- Counc il, Stud y
Se ssions would re p lac e this b ut take up Counc il
b usine ss time .
22 Governance Options for Consideration
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 Maintain existing Council Committee structure, meeting schedules, and 19 - d ay Sunshine Ord inanc e ve tting workflow without c hange s.
Ame nd Counc il Proc e d ures Manual to d issolve stand ing c ommittees. Re - e valuate 20 27 c ale nd ar (p rior mod e l me t 4 Tue sd ays/month) and utilize Stud y Se ssions as ne e d e d .
Re d uc e total numb e r of c ommittees or ad just me e ting fre q ue nc ie s to q uarte rly or b i- monthly re se rved stric tly for major p olic y re vie ws.
Provid e alte rnative d ire c tion or mod ific ations as d e te rmined b y the Financ e & Gove rnanc e Committee.
Option 1: Status Quo Option 2: Transition Back
Option 3: Modify / Consolidate Option 4: Other Direction 23 Strategic Alignment & Financial Impact
CITY OF OXNARD • FINANCE & GOVERNANCE COMMITTEE SEPTEMBER 8, 20 26 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).
•
•
•
24 Questions & Discussion
Staff is seeking direction regarding the City Counc il’s Committee struc ture and p otential governanc e c hanges.
CITY OF OXNARD • CALIFORNIA 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
25