Oxnard City Council
October 20, 2026

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

OXNARD CITY COUNCIL

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY

OXNARD FINANCING AUTHORITY

OXNARD HOUSING AUTHORITY
Meeting Location: Council Chambers, 305 West Third Street October 20, 2026
Closed Session - 4:30 PM
Appointment Items - 5:00 PM
Regular Meeting - 6:00 PM
Zoom details to call-in for public comment during a meeting:

1. Dial Phone Number: (888) 475-4499

2. Enter Meeting ID: 852 6935 5074

3. Passcode: 807334
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.GOV.

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 3:00 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 3:00 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. 1 OXNARD CITY COUNCIL OXNARD FINANCING AUTHORITY HOUSING AUTHORITY

OXNARD COMMUNITY DEVELOPMENT COMMISSION SUCCESSOR AGENCY October 20, 2026 PAGE 2

3. PROVIDE PUBLIC COMMENT 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.

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
THE FOLLOWING LEGISLATIVE BODIES ARE MEETING: City Council and Housing Authority 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 CLOSED SESSION ITEMS
At this time, a person may address the legislative body only on matters appearing on the closed session agenda. The presiding officer shall limit public comments to three minutes.

C. CLOSED SESSION (4:30 PM)

1. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION (Government Code Section 54956.9(d)(1))
Name of case: Maria Carmen Olvera v. City of Oxnard, et al.

Ventura County Superior Court, Case No. 2025CUPP047398
Legislative Body: City Council

2. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Government Code Section 54956.9(d)(1))
Name of case: People of the State of California v. Rastegar Ventura Superior Court Case No. 201900536729CUMC
Legislative Body: City Council
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D. APPOINTMENT ITEMS (5:00 PM)

1. City Manager Department
SUBJECT: Oxnard Convention & Visitors Bureau (OCVB) Annual Report.

RECOMMENDATION: That the City Council receive the OCVB Fiscal Year 25-26 Annual Report.
(Live presentation by Oxnard Convention & Visitors Bureau President & CEO, Brittney Hendricks.)

Legislative Body: City Council
Contact: Ashley Golden, (805) 385-7478

2. Housing Department
SUBJECT: Approval of the Downtown Oxnard Improvement Association Annual Work Plan and Budget for Fiscal Year 2026-27.

RECOMMENDATION: That the City Council approve the Downtown Oxnard Improvement Association Annual Work Plan and Budget for Fiscal Year 2026-27. (This item did not originate in Committee.)
Live presentation by Downtown Oxnard Improvement Association Board Chair, Angela Whitecomb and Vice Chair, Mark Spellman.

Legislative Body: City Council
Contact: Brenda Lopez, (805) 385-8092
E. OPENING CEREMONIES (6:00 PM)
Pledge of allegiance to the flag of the United States.

F. CEREMONIAL ITEMS

1. SUBJECT: Presentation of a Proclamation Designating November 11, 2026, as "Veterans Day."

2. SUBJECT: Presentation of a Commendation to Santa Clara High School and Santa Clara Elementary School on the occasion of their 125th Anniversary.

G. 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 such as ceremonial items, report of city manager / executive director / secretary, and city council/ housing authority / successor agency / financing authority business / committee reports. 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 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 / Executive Director / Secretary for administrative action or scheduled on a subsequent agenda for discussion. Persons wishing to speak on public hearing items should do so at the time of the hearing.
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H. REPORT OF CITY MANAGER/EXECUTIVE DIRECTOR/SECRETARY
The City Manager/Executive Director/Secretary shall report on items of interest to the legislative body occurring since the last meeting. The legislative body cannot enter into detailed discussion or take action on any item presented during this report. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion.

1. SUBJECT: City Manager's Corner: updates, announcements, clarifications, and local government fun facts on occasional Tuesdays.

I. CITY COUNCIL/HOUSING AUTHORITY/SUCCESSOR AGENCY/FINANCING AUTHORITY

BUSINESS/COMMITTEE REPORTS
At this time, a member of the legislative body may make a brief announcement, or make a brief report on his or her activities. Further, members of the legislative body may request to schedule consideration of whether to place an item on a future agenda. The legislative body cannot enter into detailed discussion or take action on any item presented during this report. The member's report shall not exceed three minutes, unless additional time is granted by the presiding officer.

J. REVIEW OF INFORMATION/CONSENT AGENDA
The members of the legislative body will consider whether to remove Information/Consent Agenda items for discussion later during the meeting.

K. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
At this time, a person may address the legislative body only on matters appearing on the information/consent agenda. The presiding officer shall limit public comments to three minutes.

L. INFORMATION/CONSENT AGENDA

1. City Attorney Department
SUBJECT: Approval of an Agreement with the County of Ventura to Reallocate $100,000 in Opioid Settlement Abatement Funds for Allowable Opioid Abatement Activities.

RECOMMENDATION: That the City Council:

1. Authorize the Mayor to execute an agreement with the County of Ventura (A-8637) reallocating and transferring $100,000 from the County of Ventura to the City of Oxnard for Opioid Settlement Abatement Funds to be used on allowable opioid abatement activities consistent with the opioid settlement agreements; and

2. Authorize the City Manager to accept and appropriate the funds. (This item did not originate in Committee.)

Legislative Body: City Council
Contact: Stephen Fischer, Alexander Hamilton, (805) 385-7483, (805) 385-7700

2. City Clerk Department
SUBJECT: Approval of Oxnard City Council Minutes.

RECOMMENDATION: That the City Council approve the regular meeting minutes of October 6, 2026.

Legislative Body: City Council
Contact: Luly Lopez, (805) 385-7805
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3. City Clerk Department
SUBJECT: Approval of Oxnard Housing Authority Minutes.

RECOMMENDATION: That the Housing Authority Board of Commissioners approve the regular meeting minutes for March 17, April 7, September 15 and October 6, 2026.

Legislative Body: Housing Authority
Contact: Luly Lopez, (805) 385-7805

4. Community Development Department
SUBJECT: Request to engage in a Mills Act Contract with the City for the ongoing rehabilitation and preservation of a contributing home in the historic district, located at 160 South G Street, Planning and Zoning Permit No. 26-680-01 (Mills Act Agreement) (APN: 202-0-030-200) RECOMMENDATION: That the City Council:

1. Find the project to be Categorically Exempt from environmental review pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15331 (Historical Resource Restoration/Rehabilitation); and

2. Approve and authorize the Mayor to execute a Mills Act contract (Agreement No. A-8635) with Jennifer Ashley Diffley and Clayton Emery Robertson (Property Owner) to maintain and preserve a historic property located at 160 South G Street (Landmark No. 161) for the benefit of reduction in property taxes.

Legislative Body: City Council
Contact: Jeff Pengilley, (805) 385-8208

5. Finance Department
SUBJECT: Monthly Report and List of City Manager-approved contracts with Accounting of All Receipts, Disbursements, and Fund Balances.

RECOMMENDATION: That the City Council:

1. Receive and file the report and accounting of all receipts, disbursements and fund balances for the months of July and August 2026; and

2. Receive and file the list of City Manager-approved contracts for the months of July and August 2026.
(This item did not originate in Committee.)

Legislative Body: City Council
Contact: Javier Chagoyen-Lazaro, (805) 200-5400

6. Housing Department
SUBJECT: Oxnard Housing Authority’s Monthly Investment Report.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners receive and file the monthly investment report for the period ending August 2026. (This item did not originate in Committee.)

Legislative Body: Housing Authority
Contact: Brenda Lopez, (805) 385-8092
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7. Public Works Department
SUBJECT: Fourth Amendment to Agreement 32300182 with MERITO Foundation for Education and Engagement Services at Ormond Beach.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute a Fourth Amendment to Professional Services Agreement 32300182 with MERITO Foundation in the amount of $33,000 for a new total not-to-exceed amount of $318,000 to provide additional field experiences and in-class instruction.
(This item did not originate in Committee as it is a continuation of an item previously approved by the City Council on February 21, 2023.)

Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

8. Public Works Department
SUBJECT: First Amendment to Agreement 32600206 with Innovative Engineering Systems, Inc. dba Agilitech, for the Environmental Resources: Scale House and Truck Weigh Scale Replacement Project.

RECOMMENDATION: That the City Council approve and authorize the Mayor to:

1. Execute a First Amendment to the existing professional services agreement with Innovative Engineering Systems, Inc. (dba Agilitech), in the amount of $15,300.00 for a new, not-toexceed contract amount of $326,000.00, for additional design, permitting, and construction support services related to the Environmental Resources: Scale House and Truck Weigh Scale Replacement Project; and

2. Authorize a project budget appropriation in the amount of $20,000 from the Environmental Resources Operating Fund (631), as well as the corresponding transfers in the Environmental Resources Capital Fund (632) to the Environmental Resources: Scale House and Truck Weigh Scale Replacement Project (C2124).
(This item did not originate in Committee as this is a capital improvement project specifically listed in the City’s Capital Improvement program budget, which was previously approved by the City Council.)

Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

9. Public Works Department
SUBJECT: Agreement 32700179 with Clean Harbors Environmental Services, Inc. for On-Call Citywide Hazardous and Unknown Waste Identification, Collection, and Disposal Services.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute an Agreement with Clean Harbors Environmental Services, Inc. for a five-year term, which includes options to extend, for a total not-to-exceed amount of $1,197,000 for citywide hazardous waste identification, collection, and disposal services.
(Public Works and Transportation Committee approved 2-0 on September 22, 2026.)

Legislative Body: City Council
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Contact: Michael Wolfe, (805) 385-8055

10. Public Works Department
SUBJECT: Public Project Agreement 32700206 with Ardalan Construction Company, Inc. for the Wilson Senior Center Improvements Project, Specification No. PW 25-72.

RECOMMENDATION: That the City Council approve and authorize:

1. A total of $282,780 in Project funds for the Wilson Senior Center Improvements Project, Specification No. PW 25-72;

2. The Mayor to execute an Agreement with Ardalan Construction Company, Inc in the amount of $217,523 for the Project and approve a Project contingency amount of $43,505 (~20%) with Ardalan Construction Company, Inc. for a total not to exceed value of $261,028 for the Project; and

3. A Project allocation amount of $21,752 (~10%) for engineering, inspection, survey and project management for the Project.
(This item did not originate in Committee as this is a capital improvement project specifically listed in the City's Capital Improvement Program budget, which was previously approved by the City Council.)

Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055
M. PUBLIC HEARINGS

1. Community Development Department
SUBJECT: RiverPark Specific Plan Amendment.

RECOMMENDATION: That the City Council:

1. Conduct a Public Hearing;

2. Certify Addendum No. 16 to Final Environmental Impact Report No. 00-03 together with the previously certified Final Environmental Impact Report and subsequent addenda, and determine that no subsequent or supplemental environmental impact report is required.; and

3. Approve the first reading by title only and waive further reading of the proposed ordinance titled: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OXNARD APPROVING PLANNING AND ZONING PERMIT NO. 26-630-01 (SPECIFIC PLAN AMENDMENT NO. 9 TO THE RIVERPARK SPECIFIC PLAN) TO CHANGE THE

PUBLIC FACILITIES LAND USE DESIGNATION WITHIN PLANNING DISTRICT E TO COMMERCIAL: REGIONAL.

This is a public hearing item and was reviewed by the Planning Commission. Therefore, this item did not originate in Committee.

Please click on the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/SiySTJaBJ9o

Legislative Body: City Council
Contact: Jeff Pengilley, (805) 385-8208
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N. REPORTS

1. Fire Department
SUBJECT: Approve Budget Appropriations for Awarded Federal Emergency Management Agency (FEMA) Grants.

RECOMMENDATION: That the City Council approve budget appropriations for two (2) FEMA Fiscal Year 2025 Assistance to Firefighters Grants, in the amount of $1,550,786.20, including a $140,980.57 local match requirement.
(This item did not originate in Committee as it is a continuation of an item previously approved by the City Council on July 30, 2026.)
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/tuG4whcj5Bk

Legislative Body: City Council
Contact: Alexander Hamilton, (805) 385-7700

2. Public Works Department
SUBJECT: Third Amendment to Agreement 32400108 with Los Angeles Truck Centers, LLC dba Velocity Truck Centers for Fleet Services.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute a Third Amendment to Agreement 32400108 with Los Angeles Truck Centers, LLC dba Velocity Truck Centers in the amount of $800,000 for a new not-to-exceed agreement value of $2,050,000 for asneeded Maintenance, Repairs, and Parts for Autocar refuse trucks, Freightliner trucks, Allison transmissions, and Detroit and Cummins Engines for Fleet Services Division. (This item did not originate in Committee as it is a continuation of an item previously approved by the City Council on November 7, 2023.)
Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/mMjwwfitoaY

Legislative Body: City Council
Contact: Michael Wolfe, (805) 385-8055

3. Public Works Department
SUBJECT: Agreement 32700117 with Garcia’s Landscaping Maintenance Inc. for On-Call Tree Maintenance Services, Specification No. 26-86.

RECOMMENDATION: That the Public Works and Transportation Committee recommend that the City Council approve and authorize the Mayor to execute an Agreement with Garcia’s Landscaping Maintenance Inc. for a five-year term, which includes options to extend, for a total not-to-exceed amount of $6,000,000 for on-call tree maintenance services. (Public Works and Transportation Committee approved 2-0 on September 22, 2026.) Please click the following link to view the required Measure M pre-recorded presentation video: https://youtu.be/uPGSrwjmX5w

Legislative Body: City Council
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Contact: Michael Wolfe, (805) 385-8055
O. ADJOURNMENT
9 CITY COUNCIL AGENDA REPORT

APPOINTMENT ITEMS (5:00 PM)
AGENDA ITEM NO. D.1
DATE: October 20, 2026
TO: City Council
FROM: Ashley Golden, Assistant City Manager, (805) 385-7478, [email protected] SUBJECT: Oxnard Convention & Visitors Bureau (OCVB) Annual Report.

RECOMMENDATION
That the City Council receive the OCVB Fiscal Year 25-26 Annual Report. (Live presentation by Oxnard Convention & Visitors Bureau President & CEO, Brittney Hendricks.)

BACKGROUND
The City of Oxnard contracts with the Oxnard Convention & Visitors Bureau ("OCVB") to serve as the City's tourism agency and market Oxnard to attract visitors, increase overnight stays and generate economic activity. This report, as required under Agreement No. 32400300, was prepared by OCVB, in conjunction with the City, and serves as the Annual Report for FY 25-26.

OCVB was established in May 1974 as a nonprofit 501(c)(4) organization to generate economic benefits for the City of Oxnard by promoting the destination and attracting visitors. Today, OCVB serves as the City's tourism agency, providing strategic leadership and coordination for Oxnard's visitor economy. Its mission is to promote and market Oxnard as a premier leisure and business travel destination, bringing significant economic and social benefits to the community.

Through destination marketing, brand stewardship, public relations, business development, visitor services, research and industry partnerships, OCVB builds demand for overnight stays and connects visitors with Oxnard's hotels, restaurants, retailers, attractions, events and cultural assets. This work brings outside spending into Oxnard, supports local businesses and jobs, and generates tax revenue that benefits the broader community. OCVB also collaborates with regional and statewide tourism partners to extend Oxnard's reach and strengthen its ability to compete for visitors, meetings, groups and major opportunities.

OCVB entered a new five-year agreement (Agreement No. 32400300) with the City of Oxnard effective July 1, 2024.

DISCUSSION
OCVB is what’s known in the travel and tourism industry as a destination marketing organization (DMO). In partnership with the City, lodging businesses, transportation providers, restaurants, retailers, attractions, cultural districts and other community stakeholders, OCVB provides the coordinated destination marketing, business development and visitorinformation platform needed to compete for leisure, meeting, group and sports travel.

Mission: To promote and market Oxnard as a premier leisure and business travel destination, bringing significant economic and social benefits to our community.

Brand Promise: Oxnard promises an unforgettable escape where culture, coastline and community converge. Rooted in diversity of cultural heritage and a deep musical soul, Oxnard offers real value for families, adventurers and group 10 travelers alike. OCVB invites visitors to experience a vibrant blend of tradition, rhythm and outdoor discovery, all in a destination that feels as welcoming as it is authentic. This is how OCVB drives tourism, deepens connection and grows lasting visitor engagement.

Values: OCVB’s promise goes beyond the visit. It’s rooted in truth, inclusion and connection. OCVB is committed to showcasing an experience that reflects the diversity of Oxnard's people and the authenticity of Oxnard as a place. OCVB values representation in storytelling, sensitivity in outreach and integrity in every message it shares. By uplifting local businesses, honoring Oxnard residents and fostering strong relationships with community stakeholders and leaders, OCVB ensures its brand delivers not only on its promise to travelers, but on its responsibility to the community that makes Oxnard “a beat apart” from competing SoCal coastal destinations. By encouraging meaningful stays that support local hospitality and deliver real economic value, OCVB strengthens both the visitor experience and the community that welcomes them.

OCVB's mission is to drive tourism and overnight visitation by:

1. Building awareness of Oxnard,

2. Improving the perception of Oxnard to residents/visitors, and

3. Growing its audience.

These objectives support measurable visitor actions, including lodging searches and bookings, partner referrals, visitor guide requests and group Request For Proposal (RFP) activity, that can translate into overnight stays and visitor spending.

Consistent with A-32400300, this report serves as the OCVB Annual Report for FY 25-26. Exhibit A of that agreement defines performance measures. These include:
a. Serve as the City's tourism agency.
b. Develop a comprehensive marketing program.
c. Participate in activities related to the branding of the City.

Hotel performance is one of OCVB’s key indicators for tracking the health of Oxnard’s visitor economy. Year-over-year comparisons are affected by the addition of 242 hotel rooms since June 2025, including 121 rooms at TownePlace Suites and 121 rooms at SpringHill Suites. While these additions temporarily place downward pressure on occupancy and Average Daily Rate, they also expand Oxnard’s capacity to accommodate additional leisure, group and business travel.

According to Smith Travel Research (STR) data, Oxnard continues to lead Ventura County hotel markets in Average Daily Rate and Revenue Per Available Room.

FY 25-26 hotel statistics are as follows:
• FY 25-26 Average Daily Rate is at $176.44, which is down 3.8% from $184.43 the previous fiscal year. • FY 25-26 Average Occupancy is at 65.8% down 3.1% from 67.9% the previous fiscal year. 5-year Average Daily Rate:
5-year Average Occupancy:

FY 21-22 FY 22-23 FY 23-24 Fy 24-25* FY 25-26*
$166.05 $178.53 $184.53 $183.43 $176.44
Fy 21-22 Fy 22-23 FY 23-24 FY 24-25* FY 25-26*

69.3% 67.6% 66.3% 67.9% 65.8%
11 *Note: An additional 121 rooms came online in Oxnard with the opening of TownePlace Suites in June 2025, and yet another additional 121 rooms came online in Oxnard with the opening of SpringHill Suites in February 2026. The additional inventory introduces downward pressure on occupancy as well as Average Daily Rate; however, the overall effect on economic impact to Oxnard from tourism is positive.

According to the 2025 Economic Impact of Travel in California report prepared by Dean Runyan Associates, direct travel spending in Ventura County increased by 1.95% in calendar year 2025 to $1.95 billion, the highest on record. Oxnard generated an estimated $379.1 million in travel spending, up 2.7% from $369.2 million in 2024. This activity supported approximately $146.8 million in direct earnings, 3,270 direct jobs and $33.6 million in direct state and local tax revenue, demonstrating that tourism contributes to both the local business economy and the public revenues that support community services.

As of February 2026, OCVB works with and actively promotes 9 hotel partners with 1,403 rooms. • Best Western Oxnard Inn – 99 rooms
• Hampton Inn Channel Islands Harbor – 95 rooms
• Hilton Garden Inn Oxnard – 170 rooms
• Holiday Inn Oxnard North – 166 rooms
• Homewood Suites – 129 rooms
• SpringHill Suites – 121 rooms
• Staybridge Suites Oxnard River Ridge – 252 rooms
• TownePlace Suites – 121 rooms
• Zachari Dunes on Mandalay Beach – 250 rooms
Two new hotel properties are in various stages of approvals and construction in Oxnard. These hotels will increase the available hotel rooms by approximately 288 rooms, a 20.5% increase in available hotel rooms. • Tru by Hilton: under construction; 88 rooms; anticipated to open in late 2026, subject to the construction schedule • Hotel Project at Channel Islands Harbor: County of Ventura Project; approximately 200 rooms; open date is TBD.

Improvements & Activities (FY 25-26)
Each fiscal year, OCVB creates a forward-looking annual marketing plan for distribution to its Board of Directors, City Council, key strategic partners and internal staff. This document serves as a guide for OCVB staff on its efforts for the coming year. The document includes an overview of industry research on travel spending; strategic approach to the coming fiscal year; identification of top markets and how success will be measured in reaching those audiences; planned tactics across owned, earned and paid channels; meetings and groups strategy; industry relations and board and committee involvement; signature events and more.

The following tactics outline the improvements and activities delivered in FY 25-26 and are provided in accordance with Oxnard Tourism Marketing District (OTMD) Annual Report requirements. Together, they demonstrate how OCVB converts its public-private funding model into destination awareness, visitor engagement, lodging demand and support for Oxnard businesses. The cost of providing the improvements and activities for FY 25-26 was $1,342,399.

1. At the close of FY 25-26, OCVB’s social media audience exceeded 92,000 followers and subscribers across its channels. This included more than 84,800 followers across Facebook and Instagram, a 10% increase from 76,900 in the prior fiscal year, plus 7,682 followers and subscribers across X, YouTube, Spotify, Pinterest, LinkedIn and TikTok, a 34% increase from 5,713. Social media remains an important tool for strengthening community connections, expanding destination awareness and inspiring potential visitors to consider Oxnard.

2. OCVB's robust public relations strategy has, since July 1, 2025, resulted in earned coverage with prominent local, regional and national outlets including Travel + Leisure, TravelandLeisure.com, Condé Nast Traveler (CNTraveler.com), Los Angeles Times/LATimes.com, Los Angeles Magazine, San Diego Magazine, CBSNews.com, KCBS, KTLA 5 News, NBC's California Live, KEYT, Spectrum News 1, Fox Sports Radio, Pacific Coast Business Times, VC Star, VC Reporter, VisitCalifornia.com, ConventionSouthwest, and more. Broadcast, radio and live interview coverage has included KTLA 5 News, NBC's California Live, KEYT, Spectrum News 1, Fox Sports Radio, The Super Cowboy Show and others. Additional destination exposure has included Visit California editorial and e12 newsletter features, as well as paid broadcast integrations with FOX 5 New York.

3. At the close of FY 25-26, OCVB’s general tourism e-newsletter reached 16,600 subscribers, an 18% increase from approximately 14,100 in the prior fiscal year. The monthly newsletter achieved an average open rate of 56.3%. It promotes Oxnard’s latest hospitality news, seasonal events and visitor offerings while driving awareness of local hotels, attractions, restaurants and other tourism-related businesses.

4. Visitoxnard.com experienced significant growth in FY 25-26. Compared with the prior fiscal year, website users increased 47.9% to 602,085, sessions increased 41% to 733,871, and pageviews increased 24.2% to nearly 1.1 million.

These results demonstrate OCVB’s continued success in connecting potential visitors with information about Oxnard’s hotels, restaurants, attractions, events and visitor experiences.

Website data also showed increased reach in important out-of-area visitor markets, including San Jose, Anaheim, Phoenix and Seattle. Organic traffic increased approximately 63% from San Jose, 145% from Phoenix and 124% from Seattle, demonstrating greater visibility in markets with the potential to generate overnight visitation and outside spending in Oxnard.

OCVB also adapted its digital strategy to changing travel-planning behavior by strengthening visibility across traditional search engines and emerging AI platforms. New users referred from AI platforms increased approximately 226% during the fiscal year. In addition, OCVB completed a full rebuild of VisitOxnard.com, beginning development in November 2025 and launching the new website in June 2026. The redesigned site provides a more modern, userfriendly platform for visitor planning, partner referrals and measurable conversion activity.

5. OCVB complements its paid media program with a content and search engine optimization (SEO) strategy designed to increase VisitOxnard.com visibility and convert website traffic into measurable visitor and partner activity. During FY 2025–26, tracked actions from website content and landing pages included approximately 33,000 clicks to Oxnard business listings, 2,600 clicks to call local businesses, 6,200 digital visitor guide views, 1,100 visitor guide requests, 8,400 clicks to check hotel rates, 1,100 clicks on “Book Now” calls to action and 503 e-newsletter sign-ups. These results demonstrate how VisitOxnard.com connects potential visitors directly with local businesses, lodging options and trip-planning resources.

OCVB also expanded its content and SEO efforts to strengthen Visit Oxnard’s visibility across both traditional search engines and emerging AI platforms. AI-referred website users increased 227%, from 523 to 1,711, and generated 407 key actions, an increase of approximately 273%. VisitOxnard.com content also received approximately 45,500 measured citations in ChatGPT and Microsoft Copilot during the measurement period, indicating growing visibility for Visit Oxnard content within emerging travel-planning platforms.

6. During FY 25-26, OCVB’s paid media program with Search Party significantly expanded Oxnard’s destination visibility while generating measurable visitor interest and action. Paid Search produced 61,618 clicks, a 164% year-over-year increase, while reducing the average cost per click by nearly 10%. Display Prospecting generated more than 13.5 million impressions, and Paid Social reached more than 956,000 people. Across paid channels, the campaigns contributed 235,224 website sessions, up 43%, and 18,340 high-value visitor actions—including referrals to tourism partners, newsletter sign-ups, visitor guide engagement and meeting RFP activity— representing a 174% year-over-year increase.

7. In addition to its broader digital marketing program, OCVB expanded Oxnard’s reach through sponsored editorial, display advertising and targeted e-marketing placements. Consumer campaigns included San Diego Magazine (41,700 impressions), DFWChild (250,000 impressions), L.A. Parent (75,000 impressions), Adventure Sports Journal (340,000 impressions) and VC Star (228,000 impressions). Targeted e-marketing included Visit California’s audience of more than 240,000 subscribers; Meetings & Events e-newsletter and advertorial placements, which generated 51,100 impressions; the Christian Meetings and Conventions Association; and a Destination California e-blast reaching 15,000 subscribers. OCVB also placed a banner advertisement with All About Local Ventura County promoting the 2026–27 Oxnard Visitor Guide.

A three-month Expedia campaign promoted Oxnard hotels and short-term vacation rentals managed by RE/MAX Gold Coast Property Management. With an advertising investment of $55,346, the campaign generated approximately 3.6 million impressions, 1,592 clicks, 2,116 room nights and $572,800 in attributed revenue. This resulted in a 10.3:1 return on advertising spend—approximately $10.30 in lodging revenue for every advertising 13 dollar invested.

8. As of November 1, 2025, OCVB initiated a distribution plan for 60,000 copies of its 2026-2027 Visit Oxnard Visitor Guide to 1,004 locations in partnership with Certified Distribution. Distribution points are located throughout California as part of the plan, and the staff also distributes locally to Oxnard hotels, restaurants and attractions, as well as via direct mail to individuals requesting them.

9. OCVB placed print advertising in regional, statewide and national travel, lifestyle and meetings publications, including Los Angeles Magazine, Pasadena Magazine, Adventure Sports Journal, ViveHoy Magazine, San Diego Magazine, the San Francisco Chronicle, Edible Weddings, the Visit California Road Trips Guide, Group Tour Magazine and California Meetings + Events. These placements provided a mix of print distribution, readership and cross-platform exposure, including Los Angeles Magazine’s average monthly distribution of 85,000; San Diego Magazine’s print circulation of approximately 41,000; Group Tour Magazine’s reported print-and-digital reach of 24,000 per edition; California Meetings + Events’ print circulation of 10,000; and distribution of 500,000 copies of the Visit California Road Trips Guide. OCVB also secured a six-page sponsored cover feature in SoCal Life Magazine, which reported a circulation of 25,000.

10. OCVB is greatly involved in industry relations to leverage opportunities for co-op programming. OCVB works with Ventura County Lodging Association (VCLA) to maintain direct booking engine landing pages for VisitOxnard.com, oxnard.org, thecollectionrp.com and several Oxnard events websites. These direct booking pages connect prospective visitors directly with Oxnard hotels, helping participating properties generate revenue while avoiding third-party booking commissions. In FY 25-26, Visit Oxnard’s booking widget generated 63,369 product list views and 2,666 product list clicks, representing an approximately 4.2% click-through rate and demonstrating measurable visitor engagement with lodging booking options on VisitOxnard.com. This metric is separate from VisitOxnard.com hotel listing page conversions, which measured 8.4k clicks to check hotel rates and 1.1k clicks to book [Oxnard hotels] now. OCVB also participated in cooperative placements in the Visit California Road Trips Guide (500,000 circulation), Visit California Visitor Guide (1 million circulation) and Central Coast Map (225,000 circulation) through the Central Coast Tourism Council.

11. As one of the world’s most recognizable sports brands, the Dallas Cowboys generate significant interest in Oxnard as the team’s training camp home. During FY 2025–26, OCVB partnered with the Cowboys on a comprehensive campaign designed to increase awareness and encourage attendance from Southern California drive markets and key out-of-state audiences, particularly the Dallas–Fort Worth market. The Cowboys developed co-branded creative assets for the campaign, extending the reach and credibility of Visit Oxnard’s promotional efforts.

Promotional tactics included live broadcast interviews on KTLA and KEYT; radio interviews and advertising across broadcast and streaming-audio platforms; outdoor advertising along Highway 101; print and sponsored editorial placements in Southern California and Texas; paid social media; Dallas Cowboys and Visit Oxnard cobranded merchandise; a dedicated Training Camp landing page; daily VIP-pass giveaways; and on-site visitor activations in partnership with Ventura County Coast.

OCVB also produced its fifth annual Oxnard Fan Night at The Collection at RiverPark, featuring the Dallas Cowboys Cheerleaders, mascot Rowdy and Cowboys legends Nate Newton and Charles Haley. Together, these efforts extended Training Camp’s presence into the community, strengthened Oxnard’s association with the Cowboys brand and encouraged fans to engage with the destination beyond the practice fields.

12. OCVB administered $1.5 million in ARPA funding for destination marketing and management projects initiated in FY 2021-22 and FY 2022-23. Although the funded projects are now substantially complete, OCVB continues to fulfill ongoing oversight and support responsibilities associated with select initiatives.

These responsibilities include maintaining a film-location website supporting the City’s efforts to attract productions and related economic activity. In FY 25-26, OCVB also placed a two-page advertisement in Locations Magazine, which was distributed at the 2026 Cannes Film Festival and will continue circulating at film-industry events and directly to production decision-makers through May 2027. OCVB also continues to serve in an advisory capacity for the City’s wayfinding program. The initial phase has been implemented, while 14 additional planned phases remain incomplete. During FY 25-26, OCVB assisted the City with the production and promotion of a video highlighting the completed wayfinding work and its role in improving navigation and the visitor experience throughout Oxnard.

13. During FY 2025–26, OCVB participated in 15 meetings, group travel and tourism industry events, including IMEX, Destination California, American Bus Association Marketplace, NTA Travel Exchange and several Northstar meetings programs. Through these events, OCVB completed 174 one-on-one appointments with meeting planners, tour operators and other qualified industry professionals. OCVB further expanded Oxnard’s visibility through targeted sponsorships with Destination West, Associations West, MPI Southern California and HPN Global.

OCVB also produced and launched a new meetings-focused destination video, “Let Your Meeting Find Its Rhythm,” showcasing Oxnard’s hotels, meeting venues and group experiences within the destination’s “A Beat Apart” brand. The video debuted at Northstar Destination West and will continue supporting business development presentations, trade marketing and planner follow-up. Together, these efforts introduce qualified buyers to Oxnard, strengthen industry relationships and connect viable meetings and group opportunities directly with Oxnard hotel sales teams.

14. OCVB holds memberships and serves on boards and committees with organizations including the Oxnard Downtown Improvement District, West Ventura County Business Alliance, Ventura County Lodging Association, Associations West, California DMO Alliance, California Travel Association, MPISCC, Visit California and Destinations International. This participation extends Oxnard’s reach through cooperative marketing and media opportunities, gives the destination a voice in tourism advocacy, provides access to industry research and strengthens Oxnard’s consideration for regional, statewide and industry-led initiatives.

15. OCVB received significant industry recognition in FY 25-26 for its new “A Beat Apart” brand platform, earning the 2026 California Poppy Award for Best Brand Advertising Campaign Under $1 Million and a 2026 American Advertising Gold Award for Single Spot Consumer Campaign. OCVB also played an active role in the coalition supporting Downtown Oxnard’s successful effort to become a California Cultural District, a designation awarded in December 2025. The organization advocated for the designation by submitting letters of support to the California Arts Council and participating in in-person meetings to demonstrate Oxnard’s cultural assets and qualifications. Following the designation, OCVB continues to participate in coalition meetings helping shape the district’s programming, priorities and future implementation.

Oxnard Tourism Marketing District ("OTMD")
This section outlines the method and basis for levying lodging assessments for the OTMD, per OTMD Annual Report requirements. Lodging business owners pursued formation of the OTMD in 2019 in order to create a dedicated revenue source devoted to marketing Oxnard as a tourist, meeting and event destination. This approach has been used successfully in other destination areas throughout the state to improve tourism and drive additional room nights to assessed lodging businesses. The OTMD includes all lodging businesses located within the boundaries of the City of Oxnard, except lodging businesses with fifty-four (54) rooms or less and RV parks. On March 5, 2019, City Council approved OCVB to form the Oxnard Tourism Marketing District ("OTMD"), which, at the time, included an annual assessment rate of one and a-half percent (1.5%) of gross room rental revenue in addition to the existing Transient Occupancy Tax (TOT), and other guest charges and fees. During this initial formation period, the OTMD raised on average approximately $670,000 annually to be used directly to support tourism in Oxnard.

Effective April 1, 2024, the OTMD was renewed with 100% support from affected lodging businesses. Participating hotels approved an increased 2% assessment and a nine-year, three-month term, demonstrating unanimous industry commitment to sustained destination marketing. The OTMD is expected to generate approximately $975,000 annually, with fluctuations as lodging performance and hotel inventory change.

To strengthen accountability and communication with assessment payers, OCVB also introduced a quarterly business development report for Oxnard hotel directors of sales, providing regular visibility into industry activity, planner engagement and qualified business opportunities.
15 5-year OTMD Annual Revenue*
* These annual budget numbers reflect year end actuals and are solely inclusive of OTMD Annual Revenue.

Beginning January 1, 2026, OCVB added a new revenue source through a voluntary assessment agreement with RGC Services, Inc. dba RE/MAX Gold Coast Property Management. The agreement mirrors the OTMD Management District Plan and runs concurrently with the current OTMD term through 2033. In FY 25-26, the new funding source generated $14,904 in assessment revenue.

OTMD reserve funds collected in FY 25-26 to be carried over into FY 26/27 total $21,579. The estimated FY 25-26 Net Operating Income to be carried over into FY 26-27 totals $53,473.

For FY 25-26, there were no proposed changes to the boundaries of the OTMD or to any benefit zones or classifications of businesses within the district. However, the voluntary assessment agreement with RGC Services, Inc. dba RE/MAX Gold Coast Property Management extends beyond OTMD boundaries to participating properties managed by the company that have an Oxnard ZIP Code, including properties located in unincorporated Ventura County as well as within the City of Oxnard.

OCVB Agreement
The City Council approved a five-year agreement with OCVB on February 20, 2024, effective July 1, 2024, through June 30, 2029. City funding and lodging assessments serve distinct, complementary purposes. OTMD revenue funds activities that directly benefit assessed lodging businesses, while City funding supports OCVB's broader tourism responsibilities, including destination-wide promotion, visitor engagement, brand stewardship, partner coordination and initiatives serving Oxnard's wider business and tax base.

Stable City funding allows OCVB to maintain year-round capacity, plan multi-year campaigns, develop long-lead meetings and sports business opportunities, and provide consistent service as hotel assessment revenue fluctuates. The lodging industry demonstrated its commitment through 100% support for the OTMD renewal and increased assessment, a term extending through 2033, and the addition of a voluntary short-term-rental assessment partner in 2026. Together, these sources leverage the City's investment with industry-generated revenue to increase overnight visitation, visitor spending and taxable economic activity throughout Oxnard.

FY 21-22 (1.5%
TMD)
FY 22-23 (1.5%
TMD)
FY 23-24 (1.5%
TMD)
FY 24-25 (2% TMD) FY 25-26 (2% TMD)
$691,867 $706,995 $748,636 $984,415 $1,090,534

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

FINANCIAL IMPACT
There is no new financial impact associated with receiving this report. On February 20, 2024, the City Council approved Agreement No. 32400300, which provides the following General Fund contributions to OCVB:

1. FY 2024-25 $318,500 in year one,

2. FY 2025-26 $328,000 in year two,

3. FY 2026-27 $338,000 in year three,

4. FY 2027-28 $348,000 in year four, and

5. FY 2028-29 $358,500 in year five.
16 The FY 25-26 City contribution of $328,000 represented approximately 24% of the $1,342,399 cost of improvements and activities reported above, with the balance supported primarily by lodging assessments and other organizational revenue.

This structure allows the City to participate in a broader tourism program substantially funded by the lodging industry while supporting destination-wide services that assessment revenue alone cannot provide.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Brittney Hendricks, Visit Oxnard President & CEO, Ashley Golden, Assistant City Manager

ATTACHMENTS

1. VisitOxnard FY25-26 Annual Report
17 VISIT OXNARD | OCVB
FY 2025–26
Annual Report
City Council Presentation
October 20, 2026

IMAGE / CREATIVE PLACEHOLDER
Strong current Oxnard destination image
(full -bleed crop)
18 OCVB FY 2025
–26 ANNUAL REPORT VISIT OXNARD
|
2 ABOUT VISIT OXNARD

A DESTINATION
WITH A BEAT ALL ITS OWN.

OUR STORY
Founded to promote Oxnard as a visitor destination, Visit Oxnard today serves as the city’s destination marketing organization, working with the City, lodging partners and community stakeholders to grow visitation and strengthen the local economy.

OUR MISSION
Promote and market Oxnard as a premier leisure and
business travel destination, bringing significant economic and social benefits to our community.

BRAND PROMISE
A destination offering meaningful experiences in family travel, culture, outdoor adventure and group travel.

THE VALUE
CALIFORNIA COOL. PANORAMA-PERFECT. CULTURALLY AUTHENTIC. VIBRANT. 19 Executive Committee
Steve Buenger, Chair
Buenger Commercial Real Estate
Kristina Brewer, Vice Chair
RE/MAX Gold Coast
Property Management
Julie Buffo, Secretary
Former Visit Oxnard
President/CEO
Michael Tripp, Treasurer
Channel Islands Harbor, Ventura
County Harbor Department
Ashley Golden,
City Manager’s Office
City of Oxnard
Board of Directors
Joe Cabral
Best Western
Oxnard Inn
John Campbell
Sespe Creek Distillery
Hugo Centeno, Jr.

Churro Champ
Erik Collay
TownePlace Suites
and SpringHill Suites
by Marriott
Andy Conli
West Ventura County
Business Alliance
Juliana Finberg
The Collection
at RiverPark
Randy Latimer
Medallion Protective Services
Glenda Rivera
Zachari Dunes on Mandalay
Beach
Mark Spellman
Lazer Media
Gabe Teran
Oxnard Mayor Pro Tem
Marissa Vanderwyck
Staybridge Suites
Oxnard River Ridge
Brian Tucker,
Board Advisor
Ventura County Coast
OCVB FY 2025–26 ANNUAL REPORT VISIT OXNARD
|
2 20

MEASUREMENTS

OF SUCCESS
How Visit Oxnard measures progress
toward its mission.

STR REPORTS +

TRANSIENT OCCUPANCY TAX

VISA VUE STATISTICS

WEBSITE TRAFFIC

SOCIAL MEDIA ENGAGEMENT

E-MAIL MARKETING

EFFORTS

ADVERTISING

EFFECTIVENESS

MONTHLY STAT

SUMMARY REPORTS

MEDIA MENTIONS

FROM PR EFFORTS

NEW BUSINESS BOOKED THROUGH GROUP BUSINESS

DEVELOPMENT EFFORTS
21 E C O N O M I C I M P A C T
Tourism’s Economic Impact in Oxnard
$379.1M
Tourism directly contributes to the local business economy and public revenues that support community services
$146.8M
Direct earnings
3,270 $33.6M
Source: Dean Runyan Associates, 2025 Economic Impact of Travel in California (calendar year 2025).

Oxnard spending up 2.7% from $369.2M in 2024.
* $33.6M represents combined state and local tax revenue, not revenue received solely by the City of Oxnard.

VISIT OXNARD | 4
Direct visitor
spending
Jobs supported * State & local
tax revenue
22 OXNARD’S LODGING ECONOMY
FY25/26 PERFORMANCE
242 NEW ROOMS
2 NEW HOTELS
TownePlace Suites – 121 rooms
Springhill Suites – 121 rooms
9 HOTEL PARTNERS 1,403 ROOMS
Best Western Oxnard Inn 99
Hampton Inn Channel Islands Harbor 95
Hilton Garden Inn Oxnard 170
Holiday Inn Oxnard North 166
Homewood Suites 129
SpringHill Suites 121
Staybridge Suites Oxnard River Ridge 252
TownePlace Suites 121
Zachari Dunes on Mandalay Beach 250
2027 FORECAST

64.8%

OCCUPANCY
$180.26
ADR
+4.8%

HOTEL SUPPLY
As hotel supply grows, sustained destination marketing and demand generation will remain important. 23 FUNDING & INDUSTRY CONTEXT
A SMALL BUDGET.

A BIG JOB.

Visit Oxnard operates with a relatively small
destination -marketing budget while competing for
tourism share against much larger destinations.
$1.34M
FY25/26 Program
24%
City
76%
Industry + Other Sources
Visit Oxnard falls within Destinations International’s
$1M–$2M annual budget category.

Includes a 2% hotel room -revenue assessment
$1–$2M

VISIT OXNARD
$3–$5M $5–$10M $10M+
100% hotel support for OTMD renewal | OTMD through 2033 | STR voluntary agreement through 2033, mirroring TMD language 24 FY25/26 MARKETING PLAN

INTRODUCING
OUR

STRATEGIC
ROADMAP →
Guiding Visit Oxnard’s priorities, programs
and marketing efforts throughout the year.
25 Social Media+ E-Newsletter
Growing a larger, more engaged community
92,000+
84,800+
7,682
Total social followers & subscribers
Facebook + Instagram
Other channels
UP ~18% year over year
UP ~10% year over year
UP ~34% year over year
16,600 56.3%
Subscribers Average open rate

O W N E D M E D I A
26 WEBSITE REBUILD
Development began November 2025.

Completely rebuilt site launched June 2026.

WEBSITE
602,085
Users
733,871
Session s

1.1M
Pageviews
~226%
* Increase in new users
from AI platforms
* Increased reach in key out -of - area markets: San Jose, Phoenix, Seattle and Anaheim.

UP 24.2%

YEAR OVER YEAR YEAR OVER YEAR
UP 47.9% UP 41%

YEAR OVER YEAR
VisitOxnard.com: Connecting Visitors to Oxnard
VISIT OXNARD | 9

O W N E D M E D I A
27 Content Strategy
33,000+
Clicks to Oxnard
business listings
6,200
Digital visitor
guide views
503
E -newsletter sign -ups
from site content
1, 711
UP ~226%
407
AI -driven key actions
45,500+
Content citations
in ChatGPT &
Microsoft Copilot
OCVB strengthened Oxnard’s visibility across search engines and emerging AI platforms, connecting potential visitors directly with local hotels, restaurants and attractions.

UP ~273%

YEAR OVER YEAR
AI -referred
website users
FROM 523
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 10

O W N E D M E D I A
28 The Official Oxnard Visitor Guide
60K

COPIES PRODUCED
1,004

DISTRIBUTION

LOCATIONS
Inspiring travel, driving visitation. Showcasing Oxnard.

Distribution throughout California with
Certified Distribution
Local placement at Oxnard hotels,
attractions and visitor locations
Direct fulfillment of individual visitor requests
Digital access
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 11

O W N E D M E D I A
29 Direct Connections to Oxnard Hotels
63,000+
Hotel listing views
2,600+
Clicks to hotel websites
1,600
Clicks to check hotel rates
1,200
Clicks on “Book Now”
→
VisitOxnard.com helps move potential visitors from inspiration to direct engagement with Oxnard lodging partners.

Inspiring visitors. Driving bookings. Supporting local partners.

Visitors can check
rates and book directly
through VisitOxnard.com,
making it easy to go from
inspiration to stay.
→ →
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 12

O W N E D M E D I A
30 3.6M
2,116
Attributed room nights
$573K
Lodging revenue

10.3:1
Return on ad spend
$12,500
Visit California funding
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 13
Impressions
Visit California and Expedia Leveraged
Media Co-Op

P A I D M E D I A
$45K
Visit Oxnard
Investment
31 P A I D M E D I A
Digital Display + Paid Search

13.5M+
Display prospecting
impressions
235,224
Paid - channel
sessions
→
18,340
OCVB FY 2025 –26 ANNUAL REPORT
Meaningful
visitor actions
Media partner: Search Party
UP 43%

YEAR OVER YEAR
UP 174%
61,618
Paid Search:
~10%
Cost -per-click

YEAR OVER YEAR
956K+
Paid social reach
people
VISIT OXNARD | 14
UP 164%

YEAR OVER YEAR

YEAR OVER YEAR
Strategic digital display and paid search campaigns with Search Party extended our reach and inspired travel to Oxnard, driving measurable results. 32 P A I D M E D I A
Print and Destination Publications
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 15

P U B L I C A T I O N S F E A T U R E D
SoCal Life Magazine
Secured a six -page sponsored
cover feature (25,000 circulation).

F E A T U R E D P L A C E M E N T
33 Paid Editorial and Media Partnerships
San Diego Magazine
41,700
DFWChild
250,000
L.A. Parent
75,000
Adventure Sports
Journal
340,000
VC Star
228,000
Visit California emarketing
240,000+
Additional e -marketing included the Meetings & Events e -newsletter and advertorial (51,100 impressions), Christian Meetings and Conventions Association placements, a Destination California e -blast (15,000 subscribers), and a banner ad with All About Local Ventura County promoting the 2026 –27 Visitor Guide.

See also: Expedia hotel-revenue campaign (Page 13).

Amplifying Oxnard ’s story through trusted media

IMPRESSIONS

IMPRESSIONS IMPRESSIONS

IMPRESSIONS

IMPRESSIONS

SUBSCRIBER AUDIENCE
→
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 16

P A I D M E D I A
Sponsored Editorial Example
Adventure Sports Journal
34 Earned Media and Destination Exposure

F E A T U R E D O U T L E T S
Travel + Leisure
Condé Nast Traveler
Los Angeles Times
Los Angeles Magazine
San Diego Magazine
MEDIA
Bringing Oxnard to life in top publications and broadcast outlets CBS News
NBC’s California Live
KTLA 5 News
Spectrum News 1
KEYT
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 17
PRINT + EDITORIAL

BROADCAST

P A I D M E D I A
Elizabeth Maxim Melgoza serves as Visit Oxnard’s contracted PR expert, leading media relations and journalist outreach to generate earned coverage for Oxnard. Pictured representing Visit Oxnard at the Visit California LA Media Reception 2025.
35 B U S I N E S S D E V E L O P M E N T
Developing Qualified
Meetings & Group
Opportunities
Bringing meetings, group travel and
industry partners to Oxnard
OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 20

INDUSTRY INVOLVEMENT DEVELOPS STRONG CONNECTIONS
IMEX • Destination California • American Bus Association • NTA Travel Exchange • Small & Boutique • Small Market Meetings • Destinations West Meetings, group travel
& tourism industry events
One -on-one appointments
with qualified industry
professionals
15 174
25/26 Tradeshows &
Conferences Schedule
Michelle Flippo serves as Visit Oxnard’s Operations &
Business Development Manager , leading meetings
and group outreach to build planner relationships and
generate business for Oxnard. Pictured presenting at
Destination West, showcasing Oxnard’s venues and
visitor experiences to meetings and group planners.
36 37
Amplifying

M U L T I C U L T U R A L M A R K E T I N G
Oxnard’s Culture
Digital & Multicultural Marketing Manager
Daniel Cabrera works directly in the community
to amplify the people, traditions and cultural
experiences that make Oxnard unique.

Creativity, traditions and stories
that make Oxnard unique.

COMMUNITY STORYTELLING AND PARTNERSHIPS
Collaborating with local cultural organizations,
businesses, artists and community leaders.

CULTURAL EVENT PROMOTION
Marketing and supporting events like Día de los Muertos, Multicultural Festival, AAPI Month, Juneteenth, and Arts, Culture & Creativity Month.

CULTURAL DISTRICT AND LOCAL CREATIVES
Highlighting Oxnard’s California Cultural District
and the local creatives who bring our city’s unique
identity to life.
38 SIGNATURE EVENT
Dallas Cowboys Training Camp
5TH ANNUAL OXNARD FAN NIGHT
Held at The Collection at RiverPark, featuring the Dallas Cowboys Cheerleaders, mascot Rowdy and Cowboys legends Nate Newton and Charles Haley.

Training Camp deepens Oxnard’s connection with the Cowboys brand, drives earned media across Southern California and Texas, and connects fans with Oxnard hotels, restaurants and local businesses.

OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 21
✮Live broadcast interviews on KTLA, KEYT, NBC’s California Live and Spectrum News ✮Radio advertising with regional Gold Coast Broadcasting with radio ads running on streaming audio such as Spotify, Apple Music, Pandora and anywhere you can stream audio. In addition to a Spanish language radio ad in the High Desert. ✮Outdoor advertising along Highway 101
✮Print ads in the VC Reporter and VC Star and online editorial on Mommy Poppins, LA Magazine, OC Magazine and Pasadena Magazine
✮Sponsored editorial in the Dallas Fort Worth area with Dallas News, D Magazine, Papercity Magazine, Texas Monthly and DFW Child
✮A robust social media calendar with supportive ad spend ✮Dallas Cowboys x Visit Oxnard branded promo merch
✮Training Camp landing page at VisitOxnard.com
✮Daily VIP Pass giveaways
PROMOTIONAL TACTICS INCLUDED:
39 C I T Y I N I T I A T I V E S
Completing and Stewarding City Initiatives
$1.5M
ARPA funding
administered by OCVB
Received in prior fiscal years —not new
FY 2025 –26 funding
Locations Magazine / Cannes
placement
Funded projects are substantially complete. OCVB continues film-location website management and advisory support for the City’s wayfinding program.

OCVB FY 2025 –26 ANNUAL REPORT VISIT OXNARD | 22
40 25/26 BOARDS & COMMITTEES
Visit Oxnard holds membership and holds seats on boards and committees with the following organizations:

Associations West
California DMO Alliance
California Travel Association
Destinations International
MPI Southern California Chapter
Oxnard Downtown Improvement District
Ventura County Lodging Association
Visit California
West Ventura County Business Alliance
23 I N D U S T R Y L E A D E R S H I P
41 Recognition and
Community Impact
2026 American
Advertising Gold
Award
Single Spot Consumer
Campaign
California Cultural
District
OCVB supported Downtown
Oxnard’s successful designation
and continues participating in
implementation.

Celebrating creative excellence and community investment.

These recognitions reflect OCVB’s commitment to creative excellence, Community investment and the continued growth of Oxnard’s tourism economy.

OCVB FY 2025 –26 ANNUAL REPORT
2026 California Poppy
Award
Best Brand Advertising
Campaign Under $1 Million
42 FY 26/27

PRIORITIES
Building on this year’s success, OCVB will focus on the following key priorities to continue driving visitation economic impact and community value.

L O O K I N G A H E A D
Elevate Downtown Oxnard by leveraging its Cultural District designation to strengthen destination storytelling and celebrate the city’s vibrant, diverse character.

Evolve the Visit Oxnard brand with a more flexible brand mark and a strategic promotional merchandise program.

Grow digital awareness and engagement through audience
development, enhanced social media and micro-influencer content.

Expand business and sports tourism through outbound development efforts, Olympic training opportunities, professional sports outreach, Endless Waves skate park and major events.

Showcase the evolving visitor experience through new hotels, attractions, restaurants and development of the 2028–2029 Visitor Guide.

Drive visitation and overnight stays by identifying new opportunities that strengthen Oxnard’s position as a compelling California destination. 25
43 FY26/27 MARKETING PLAN

INTRODUCING

THE YEAR
AHEAD →
44 Thank You / Questions
Thank you for your continued partnership and support of Oxnard’s visitor economy.

CONTACT
Brittney Hendricks

PRESIDENT & CEO
[email protected]
(805) 385 -7545

VISIT OXNARD
45 CITY COUNCIL AGENDA REPORT

APPOINTMENT ITEMS (5:00 PM)
AGENDA ITEM NO. D.2
DATE: October 20, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: Approval of the Downtown Oxnard Improvement Association Annual Work Plan and Budget for Fiscal Year 2026-27.

RECOMMENDATION
That the City Council approve the Downtown Oxnard Improvement Association Annual Work Plan and Budget for Fiscal Year 2026-27.
(This item did not originate in Committee.)
Live presentation by Downtown Oxnard Improvement Association Board Chair, Angela Whitecomb and Vice Chair, Mark Spellman.

BACKGROUND
In 2000, the City Council established the Oxnard Downtown Management District (“District”), a property-based business improvement district. The City Council adopted a resolution to approve the levy and collection of assessments against real property within the District annually. Owners of real property within the District boundaries pay a special assessment, which funds supplemental services and improvements over and above the City’s baseline services.

In 2019, the Oxnard Downtown Management District became a 501(c)(3), a public benefit nonprofit corporation incorporated as the Downtown Oxnard Improvement Association (“DOIA”). Shortly thereafter, in May 2021, the City of Oxnard entered into a Management and Disbursement Agreement (“Agreement”) with DOIA, who administers the assessment funds collected. The purpose of this Agreement is to establish the contractual relationship between the City and DOIA and each of the parties’ responsibilities. In July 2024, the District was renewed for a fifth time for a five-year term which began on January 1, 2025.

The Agreement requires DOIA to submit for City Approval an “Annual Work Plan” and “Budget”. In addition to this submittal, DOIA submits reports regarding the following to the City Council:
(1) Proposed changes in the boundaries of the property and District or in any benefit zones or classification of property or businesses within the District. For Fiscal Year (FY) 2026-27, there are no proposed changes in boundaries, benefit zones or classifications. The July 2024 renewal expanded the District boundaries to 32 blocks, encompassing 432 parcels. The District’s current boundaries are shown in the District Boundary Map (Attachment 1). (2) The improvements, maintenance, and activities to be provided for in the fiscal year. DOIA presented the FY 2024-25 Annual Report, which highlights achievements and projects completed by DOIA, to the City Council on April 7, 2026 (Attachment 2). The FY 2025-26 Annual Report will be presented to the City Council in Spring 2027. The proposed activities to be provided in FY 2026-27 are highlighted in the Proposed FY 2026-27 Work Plan (Attachment 3). (3) An estimate of the cost of providing the improvements, maintenance, and activities for the fiscal year provided as a 46 full description of DOIA’s proposed activities with estimated total costs for FY 2026-27 (Attachment 3). (4) The method and basis of levying the assessment for the fiscal year. The assessment and collection of fees for FY 2026–27 was presented to the City Council on June 16, 2026 (Attachment 4). (5) The DOIA Proposed FY 2026-27 Budget including any surplus or deficit revenues to be carried over (Attachment 5).

DOIA projects to carry over $66,350 from FY 2025–26 to the Proposed FY 2026-27 Budget in retained earnings. The projected retained earnings to be carried over from FY 2026-27 to FY 2027-28 is projected to be $53,332. (6) The estimated amount of any contributions to be made from sources other than assessments levied. DOIA’s total projected revenue of $694,297 includes $66,350 from the previous year’s retained earnings (FY 2025-26), $596,147 from property assessments, and $31,800 from events, sponsorships, and other income. Attachment 5 highlights the complete proposed budget for FY 2026-27.

The purpose of this agenda item is for the Council to consider and approve the Districts’ Proposed FY 2026-27 Work Plan and Budget. Based on DOIA’s fiscal year, these items must be considered and approved by the Council before December 1st.

DISCUSSION:

The Proposed Annual Work Plan & FY 2026-27 Budget
For FY 2026–27, the proposed Annual Work Plan was developed over a series of meetings held by the four DOIA committees that oversee each category and consolidated and approved at a meeting of the DOIA Board of Directors held on September 3, 2026. DOIA’s four committees include the Organization Administration, District Identity and Placemaking, Civil Sidewalks, and Land Use (“Committees”). For a full description of each Committee’s proposed projects and activities, please see Attachment 3, Proposed FY 2026-27 Work Plan.

The Proposed FY 2026-27 Budget revenue totals $694,297 and expenses total $640,965 (Attachment 5). The projected expenses are divided into three categories corresponding with three of the four Committees to benefit businesses and real property located within the District. The purpose, goals, and budgets of each of DOIA’s committees is described below.

Organization Administration
The Organization Administration Committee oversees staff and day-to-day operations, which includes insurance, finance, board policies, meetings, fundraising, and government relations. The purpose of the Organization Administration Committee is to assure excellence in the management of the organization.

The proposed budget for Administration and Operations is $178,792, or 27.9% of the total Proposed FY 2026-27 Budget and includes salaries and wages of the executive director and program coordinator, rent, utilities, insurance, supplies, and all other items relating to the day-to-day operations of the organization. Proposed actions to be carried out by the Organization Administration Committee for this fiscal year include the following: improve organizational efficiency by assigning “action teams” to complete short-term projects, launch a monthly “Board walk” session consisting of one member and staff to visit merchants at their businesses, execute a business and property owner survey to collect feedback on DOIA services, assess staff capacity needs with increasing demands to support the Cultural District, and collaborate with Cultural District partners on at least 2 grant applications.

District Identity and Placemaking
The goal of the District Identity and Placemaking Committee is to enhance downtown Oxnard’s brand, improve public perception, add “curb appeal”, and position the District as a regional business and cultural attraction.

The proposed budget for District Identity and Placemaking is $99,923, or 15.6% of the total Proposed FY 2026-27 Budget, and includes advertising, special events/event production, printing, public art, branding, increasing social media followers, expanding email newsletter subscribers, updating website content, holiday décor, launching a sponsorsupported pole banner program, and partnering with the Cultural Arts Commission to explore public arts projects in 47 support of the Cultural District. To facilitate these activities, this Committee will expand partnerships with local colleges, engage artists and arts organizations, create pop-up cultural experiences related to the Cultural District, promote targeted business promotions as recommended in the Retail Strategies Action Plan that is currently under development, provide guidance to third party event organizers, and improve landscaping and container gardens.

Civil Sidewalks
The purpose of the Civil Sidewalks Committee is to ensure that a clean and safe downtown is being maintained including store frontage, public parking lots, and alleyways, and to coordinate with the Public Works and Oxnard Police departments.

Civil Sidewalks receives the largest portion of the budget. It consists of 56.5% of the total Proposed FY 2026-27 Budget or $362,250. These funds support maintenance and security contracts that enhance the District’s appearance and safety.

Efforts are focused on reducing vagrancy, drug and alcohol abuse, illegal dumping, graffiti and vandalism. Proposed projects and activities include hosting monthly meetings with safe and clean stakeholders (Oxnard Police Department, Clean Team, District Safety, and Homeless Services), working with community-based organizations on homeless outreach, implementing lighting improvements, continuing sidewalk cleanup, organizing District cleanup events, and finding solutions to deter illegal dumping.

Land Use
The Land Use Committee provides recommendations on parking, transportation, planning, zoning, new developments, and outdoor dining encroachments. Since the Land Use Committee is not allocated a budget, the focus of this Committee is to determine the best and highest use of properties in the District through active data collection and analysis.

The focus of the Committee in FY 2026-27 will be guided by the Retail Strategies Action Plan that is currently under development. Proposed activities include compiling market data on vacant properties, creating a model for “pop-up retail” for owners of vacant properties to activate their spaces, approaching business assistance organizations including SCORE and Women’s Economic Ventures to hold entrepreneurial training events, promoting available buildings and spaces downtown as investment opportunities, and recruiting specialty retail. Through data collection, this Committee compiles statistics that could potentially be used to market downtown to investors as well as attract new merchants, since it operates in an “advisory only” capacity.

FY 2026-27 District Annual Work Plan Budget
Annual Work Plan FY 2026-27 Allocation
Civil Sidewalks $362,250
District Identity $99,923
Administration $178,792
Land Use $0
Total $640,965
Revenue
DOIA’s FY 2026-27 total projected revenue of $694,297 includes $66,350 in retained earnings carried over from FY 2025-26, $596,147 from property assessments, and $31,800 from events, sponsorships, and other income.

DOIA projects to carry over $53,332 in retained earnings to FY 2027-28.

Attachment 5 highlights DOIA's complete budget for FY 2026-27. 48 STRATEGIC PRIORITIES
This agenda item supports the Economic Development strategy. The purpose of the Economic Development strategy is to focus on the retention and expansion of Oxnard businesses by increasing the skills and employability of our local workforce, inviting new business investments, and targeting site-based redevelopment opportunities.

FINANCIAL IMPACT
The City’s adopted FY 2026-27 General Fund (101) budget includes sufficient funding for payment of $167,856.86 in assessments associated with City, Successor Agency and Parking Authority owned real properties within the District. The remaining District revenues, which are projected at $428,290.14, will be collected by the County and paid to the City, who will then remit payment to the District from the Oxnard Downtown Mgt District Fund (561).

For Finance Use Only: General Fund (Org. 1014104 Obj. 57410); Oxnard Downtown Mgt District Fund (Org. 5618110 Obj. 57410)

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. 2025-2029 District Boundaries

2. April 7, 2026 Staff Report without Attachments

3. Proposed FY 2026-27 Work Plan

4. June 16, 2026 Staff Report without Attachments

5. Proposed FY 2026-27 Budget

6. DOIA 2026-27 Presentation
49 THIRD ST

LB DRANXO S
E St E St
Seventh St
Second St
Sixth St
Fourth St
tS ateM
Eighth St B St

FIRST ST
A St
PLAZA
PARK

CIVIC CENTER

CITY HALL
PUBLIC
SAFETY

BUILDING

CIVIC CENTER
ANNEX 2

TRANSPORTATION
CENTER

HERITAGE
SQUARE A St
C St
B St
C St

MAP NOT TO SCALE

DISTRIC T BOUNDARY
50 51
52 53
Downtown Oxnard Improvement Association | 519 S. C St., Oxnard CA 93030 805.385.2705 | DowntownOxnard.org | @downtownoxnard
Proposed FY 202 6- 27 Work Plan
Civil Sidewalks $362 ,250
PURPOSE: To support Oxnard Police Department & Public Works in maintaining a clean, safe and welcoming public space, including street frontage, public parking lots, and alleyways.

ACTIVITIES: Ambassador services, sidewalk sweeping, litter pickup, pressure washing, trash enclosure cleaning, graffiti removal, weed abatement, landscaping, security patrols, business hospitality, and other crime and litter prevention tactics.

PRIORITIES:
► Host a “Community Beautification Day” with members from District faith-based groups and residents
► Implement overhead string lighting in the 2 “A” Street paseos to enhance safety and aesthetics ► Conduct one CPTED assessment and consultation in four areas within the district ► Survey members on quality of district clean and safe services ► Work with Parks management and Police Department to mitigate anti-social behavior in Plaza Park
► Continue hosting a monthly roundtable with District Maintenance, OPD, District Safety and involving key City department managers, as needed
► Connect with faith-based and social service groups to outreach to people experiencing homelessness
► Host a merchant crime-prevention workshop with Oxnard PD ► Monitor streetlight outages and report to Edison and/or City for prompt repair ► Develop strategies to deter illegal dumping and encourage use of proper waste diversion ► Compile a comprehensive schedule of City Public Works services – i.e. tree trimming, street sweeping, parks maintenance, including crew mangers to improve coordination 54 Downtown Oxnard Improvement Association | 519 S. C St., Oxnard CA 93030 805.385.2705 | DowntownOxnard.org | @downtownoxnard
Proposed FY 202 6- 27 Work Plan
District Identity & Placemaking $99,923
PURPOSE: Enhance Downtown’s image & DOIA’s standing in the community. Promote downtown as an attractive business, recreational, and cultural destination. Beautify public spaces, add “curb appeal,” activate public spaces to engage and connect community.

ACTIVITIES: Support the development of the newly designated Downtown Oxnard California Cultural District. Branding, public relations, advertising, social media, newsletter, website, special events, seasonal pole banners and holiday decorations, brochures, signature events including annual car show and Halloween in the park.

PRIORITIES:
► Launch a decorative pole banner sponsorship program
► Create a social media calendar consisting of merchant profiles, placemaking features, events promotion, influencers, and other themed content ► Attain 20,000 followers on Instagram by year end (currently 17,910) ► Execute an e-newsletter campaign to increase subscribers to 5,000 (currently 3,867) ► Host 3 art receptions per year in DOIA office gallery space ► Deploy a “Downtown Street Team” to represent DOIA at and distribute promotional materials at strategic venues and events
► Promote increased cultural activities through assistance to event organizers on permit preparation, logistics, marketing, and qualified sponsorships ► Compile and promote a comprehensive annual events calendar ► Develop a plan to sustainably care for the 162 sidewalk planters ► Partner with the Cultural Arts Commission to explore public art projects ► Complete the 4th annual Valentine rose giveaway
► Expand the 6
th Annual All for One Car Show 1 more block and get additional sponsorships ► Produce the 13
th annual Halloween Haunt in the Park with improved props and decor ► Activate the DOIA office storefront as a “Made in Oxnard” micro-enterprise retail collective ► Coordinate a pop-up music series presenting small scale shows in various locations ► Enhance the annual holidays experience with additional displays created by local artists ► Upgrade website directory with new professional photos ► Develop new placemaking activities including a guided walking tour and self-guided “scavenger hunt”
55 Downtown Oxnard Improvement Association | 519 S. C St., Oxnard CA 93030 805.385.2705 | DowntownOxnard.org | @downtownoxnard
Proposed FY 202 6- 27 Work Plan
Organization $178,792
PURPOSE: Be the leading advocate serving the interests of district property owners, merchants, and residents by assuring excellence in the management of the organization.

ACTIVITIES: Organization oversees staff and district administration, contractors, corporate finances, risk management, grants/fundraising, budget development, Board agendas and meetings, bylaws and policies, government relations, outreach, and annual election of Board members.

PRIORITIES:
► Improve organizational efficiency by assigning “action teams” to short-term projects ► Continue providing DOIA / City stakeholder updates in monthly e-newsletter ► Launch a monthly “Board Walk” session consisting of one member and a staff person visiting merchants at their businesses
► Recruit at least 2 new Board members to expand organization capacity ► Facilitate DOIA advocacy by creating a Board Member online resource library and relevant calendar ► Create and distribute a new business “welcome packet” ► Provide brief updates to City Council & Citizen Advisory Groups via monthly Public Comments ► Produce and distribute a dynamic multi-media annual report ► Execute business & property owner survey to collect feedback on BID services ► Collaborate with Cultural District partners on at least 2 project grants ► Assess staff capacity and identify needs with increasing demands to support the Cultural District ► Create a consolidated “DOIA sponsor opportunities packet” ► Execute a volunteer recruitment campaign to include quarterly social media posts, presentations to service clubs (Kiwanis, Rotary, etc.), and website registration page ► Send 2 representatives to the annual International Downtown Association conference ► Review and update bylaws and policies (as needed)
► Provide ongoing educational opportunities to Board members. Cal Luteran Center for Nonprofit Leadership, IDA, California Arts Council, and other relevant professional development agencies. ► Host a quarterly stakeholder engagement event (eg. mixer, candidate forum, marketing orientation) 56 Downtown Oxnard Improvement Association | 519 S. C St., Oxnard CA 93030 805.385.2705 | DowntownOxnard.org | @downtownoxnard
Proposed FY 202 6- 27 Work Plan
Land Use No budget
PURPOSE: Plays an integral part in the DOIA mission given the fundamental need to increase housing density within the district and its immediate trade area.

ACTIVITIES: Studies and advocates on issues including parking, transportation, mobility, planning, zoning, link to Metro Rail Station, review of new developments, outdoor dining, merchant mix and business recruitment.

PRIORITIES:
► Create a template proposal for “popup retail” to entice owners of vacant properties to activate spaces
► Advocate for Oxnard Boulevard improvements to achieve “complete streets” vision ► Continue seeking successful models for re-opening the Carnegie Museum ► Work with Retail Strategies to update business recruitment materials and develop a plan for attracting business startup
► Work with partners and owners of vacant and underutilized properties to market properties for both short-term and long-term leases (former automotive shops, parking lots, etc.) ► Approach SCORE and WEV to hold a business startup workshop in DOIA office ► Identify and seek funding and resources to execute 1 tactical urbanism project/ Identify and execute a tactical urbanism project (eg. parklet, alley activation, temporary park space) ► In alignment with the Retail Strategies Action Plan, study the current retail mix to identify gaps and opportunities for targeted recruitment
► Engage property owners along the most visible north and south gateways of Oxnard Blvd in a dialogue about potential redevelopment and interim uses 57 CITY COUNCIL AGENDA REPORT

REPORTS
AGENDA ITEM NO. N.2
DATE: June 16, 2026
TO: City Council
FROM: Brenda Lopez, Housing Director, (805) 385-8092, [email protected] SUBJECT: Authorize the Assessment and Collection of Fees within the Oxnard Downtown Management District for Fiscal Year 2026-27.

RECOMMENDATION
That the City Council adopt a resolution authorizing the assessment and collection of fees within the Oxnard Downtown Management District for Fiscal Year 2026-27.
(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/3yZOsCsWOI

BACKGROUND
The Property and Business Improvement District Law of 1994, Part 7 of Division 18 of the California Streets and Highways Code, commencing with Section 36600 (the “Law”), authorizes cities to establish property and business improvement districts (the “PBIDs”) to promote enhanced economic revitalization and physical maintenance of these commercial districts. The Law authorizes cities to assess and collect fees on real property within such districts for the purpose of making improvements and promoting activities that specifically benefit real property within such districts.

The Oxnard Downtown Management District (the “District”) was originally formed in 2001 and has continually been rerenewed with the most recent renewal of the Management District Plan taking place on July 2, 2024, for a five-year period (FY 2024-25 through FY 2028-29). The Plan is set to expire on December 31, 2029. The District boundaries cover 32 blocks, encompassing 432 parcels. Of those 432 parcels, 153 of those parcels are owned by the City of Oxnard, Oxnard Housing Authority, and the Oxnard Parking Authority. While the City parcels make up approximately 35% of the total parcel count, the City’s contribution to the assessment is approximately 27% of the total District assessment. A copy of the latest District Map is attached to this report (Attachment 2). Staff reports related to the renewal of the District in 2024 are attached to this report (Attachment 3).

As part of the 2024 renewal, the City Council approved a five-year Management District Plan (“Plan”) (Attachment 4).

As stated in the Plan, the PBID is a unique benefit assessment district that enables the District property/business owners and residents, working as a unit, to continue to fund needed property and business-related services, programs and improvement projects above what can, and is, provided by the City of Oxnard, such as enhanced maintenance and security, business development, beautification and related management. The Plan outlines the methodology used to generate the assessments and outlines how the revenue will support enhanced services in the District.

Annually, the City Council adopts a resolution approving the assessment and collection of fees on real property within the District. The District is managed by the Downtown Oxnard Improvement Association (“DOIA”), a California nonprofit public benefit corporation. On May 4, 2021, the City of Oxnard entered into a Management and Disbursement Agreement 58 (“Agreement”) with DOIA. The Agreement sets forth the terms and conditions by which DOIA and the City successfully implement the District.

DISCUSSION
Using the formula identified in the City Council approved Management District Plan, the assessment will generate $622,185.14 in revenue for the District. Based on the assessment, $446,402.28 will be charged to private owners and $175,782.86 to public agencies (City of Oxnard and County of Ventura). A copy of the Assessment Roll for private owners is attached to this report (Attachment 5). A copy of the Assessment Roll for City-owned properties is also provided (Attachment 6). The amounts to be levied represent a 3% increase over the prior fiscal year, as allowed by the Management District Plan and recommended by the Downtown Oxnard Improvement Association Board of Directors on May 12, 2026. The assessments will support the three core programs identified in the Management District Plan, which are: Civil Sidewalks, District Identity/Placemaking and Administration.

The Civil Sidewalks Program supports enhanced street, sidewalk, alley and parking lot cleaning, along with enhanced public safety primarily through private security patrols. The District Identity and Placemaking Program supports the promotion and marketing of events, installation of holiday displays and public art and the maintenance of sidewalk planters. The Administration Program provides the funding necessary to pay for the staff needed to manage the District’s day-to-day operations, which includes managing programs and budgets, preparing reports, hosting networking events and conducting merchant visits.

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

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.

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 district assessments are collected by the County of Ventura with the property tax billing. The County returns the assessment funds to the City, who then remits them to the DOIA. Public agencies that are not issued a property tax bill will receive a handbill directly from DOIA. All assessments received are accounted for in a specific fiduciary fund, 561 Oxnard Downtown Management District Fund.

The City will be responsible for properties owned by the City, Housing Authority, and Parking Authority. The City’s 2026-27 PBID Assessment is approximately $167,856.86, which is included in the proposed FY 2026-27 budget.

For Finance Use Only: General Fund (Org. 1014104 Obj. 57410)

COMMITTEE OUTCOME
This item did not originate in Committee because it is a continuation of an item previously approved by City Council.

Prepared by: Brenda Lopez, Housing Director

ATTACHMENTS

1. ResolutionODMD.FY26-27

2. District Map

3. District Renewal Staff Reports

4. Management District Plan
59 5. Exhibit A of Resolution FY 2026-27 Assessment Roll for Private Properties

6. FY 2026-27 Assessment Roll for City Owned Properties

7. Presentation
60 INCOME
PROGRAMS REVENUE FY 26-27
Carry Over (projected retained earnings on 11/30/26) 66,350 PBID Assessment (5% allowance for delinquent uncollected) 596,147 Office Subleases ($1,150 mo. recognized as offset in net Rent Expense below) Events Income (Summer car show) 19,500
Sponsorships 12,000
Other Income 300
TOTAL INCOME 694,297

EXPENSES

CIVIL SIDEWALKS
District Maintenance Services (staffing, overhead, supplies) 248,250 Security Services Contract 75,000
Utility Truck Operation (fuel, insurance, maintenance) 3,000 Other Strategies: Lighting, Cameras, Signs, Locks 36,000 TOTAL CIVIL SIDEWALKS PROGRAM 362,250

DISTRICT IDENTITY & PLACEMAKING
Pole Banners Design & Installation 3,000
Public Art 3,000
Holiday Décor 35,000
Advertising & Promotion 2,128
Creative Services (graphic design, video, copywriting) 30,000 Printing Production 1,800
Website Hosting 2,300
Event Production 17,995
Sponsorship 4,700
TOTAL DISTRICT IDENTITY & PLACEMAKING 99,923

ORGANIZATION
Staff Compensation (1FTE, 1PTE payroll & benefits) 120,900 Payroll Taxes 10,655
Workers Comp 2,200
Space Cost (Rent, M&R, Utilities) 19,300
Office Operations (Telecom, Equipment Lease, & Supplies, Postage) 7,357 Insurance (Commercial Liability, D&O) 8,200
Organization Support (Accounting, Legal, Subscriptions, Education, Meetings) 10,180 TOTAL ORGANIZATION $ 178,792
TOTAL INCOME 694,297
TOTAL EXPENSES 640,965
RETAINED EARNINGS / CARRYOVER 53,332
PROPOSED FY 2026-27 BUDGET
61 WORK PLAN & BUDGET
FOR FISCAL YEAR 2026-27
Presented to Council by Angela Whitecomb, DOIA Chair,
and Mark Spellman, DOIA Vice Chair.

October 20, 2026

IMPROVEMENT ASSOCIATION
62 Downtown Oxnard BACKGROUND

1. In 2000, the City Council established the Oxnard Downtown Management District (District), a property-based business improvement district.

2. This action authorized the levy and collection of assessments against real property within the District to fund special benefits and improvements for the District.

3. The District has been renewed five times, most recently in 2024 with a boundaries expansion that added two blocks north of Second Street.

4. The District is currently authorized until December 2029.5. There are 213 property owners in the District; the City being the largest. 63 Downtown Oxnard BACKGROUND

6. In 2019, the owners’ association, which manages District operations, became a 501(c)(3) public benefit nonprofit, incorporated as the Downtown Oxnard Improvement Association (DOIA).

7. In 2021, the City and DOIA entered into an agreement for District management. Section 4.7.1 requires DOIA to prepare an annual work plan and budget in accordance with Section 36650 of the Streets and Highways Code, and Article XIII.D of the California Constitution. City Council to approve each year before December 1st. 64 Downtown Oxnard DISTRICT BOUNDARIES
65 Downtown Oxnard WORK PLAN PROCESS
Annually, the DOIA board and staff, working in committees, develop goals and a budget for the coming year. The annual work plan follows the guidelines and funding allocations outlined in the Management District Plan (MDP) adopted with the District renewal. It is comprised of four components:1. Organization Administration2. District Identity and Placemaking3. Civil Sidewalks4. Land Use 66 Downtown Oxnard 2026-27 FOCUS
This year’s work plan was influenced heavily by:1. The California Cultural District designation, presenting new opportunities for placemaking and creative business attraction, while also placing added demands on organizational capacity

2. The Retail Strategies Action Plan, which provides a 5-year sequenced list of strategies for DOIA to improve organizational efficiency and complete several quick tactical urbanism projects 67 Downtown Oxnard ORGANIZATION
Highlighted Proposed Projects: 1. Launching a monthly “Boardwalk” merchant outreach program2. Assessing staff capacity needs to support the Cultural District3. Collaborate on Cultural District grant applications4. Implement project-driven “Action Teams” to achieve Retail Strategies specified goals

5. Hosting networking events6. Surveying merchants & property owners The Organization Administration Committee oversees staff and day-to-day operations, which includes insurance, finance, board policies, meetings, fundraising, and government relations. 68 Downtown Oxnard DISTRICT IDENTITY & PLACEMAKING
Highlighted Proposed Projects: 1. Engage artists and arts organizations2. Create a sponsored pole banner program 3. Partner with the Cultural Arts Commission on public arts projects4. Surpass 20,000 Instagram followers5. Leverage Retail Strategies Action Plan for targeted business recruitment6. Provide expert guidance to organizers creating cultural events7. Improve landscaping and container gardens8. Install Holiday street decorations The goal of the District Identity and Placemaking Committee is to enhance Downtown Oxnard’s brand, improve public perception, and position the Downtown as a vibrant retail area and State designated Cultural District. 69 Downtown Oxnard CIVIL SIDEWALKS
Highlighted Proposed Projects: 1. Host monthly coordination meeting with OPD, Security, Clean Team2. Work with faith-based organizations on homeless outreach efforts3. Install security lighting enhancements4. Organize District Cleanup events5. Present a merchant crime prevention workshop6. Implement strategies to deter illegal dumping The purpose of the Civil Sidewalks Committee is to ensure that a clean and safe downtown is being maintained including store frontage, public parking lots, and alleyways. This committee also oversees the maintenance provider contract and relations with the Public Works and Police Departments. 70 Downtown Oxnard LAND USE
Highlighted Proposed Projects: 1. Compile detailed market data on vacant properties2. Promote available buildings for investment opportunities3. Develop a business model for “pop-up” retail activations4. Partner with SCORE & WEV to offer merchant assistance The Land Use Committee plays an integral part in the DOIA mission given the fundamental need to increase housing density within the district and its immediate trade area. Studies and advocates on issues including parking, transportation, mobility, planning, zoning, link to Metro Rail Station, review of new developments, outdoor dining, merchant mix and business recruitment. 71 Downtown Oxnard FY 26-27 PROPOSED BUDGET
Annual Work Plan Allocation Amount
Civil Sidewalks
(maintenance service
contract, uniforms, tools,
supplies, and security guard
service)

56.5% $362,250
District Identity
(advertising, banners, event
production, printing, public
art, website, and holiday
street decor)

15.6% $99,923
Organization (salaries for
executive director and
administrative assistant, rent,
utilities, insurance, and
supplies)

27.9% $178,792
Land Use 0% $0
TOTAL 100% $640,965
72 Downtown Oxnard
Questions?
That the City Council approve the Downtown Oxnard Improvement Association Annual Work Plan and Budget for fiscal year 2026-27.

RECOMMENDATION
73 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.1
DATE: October 20, 2026
TO: City Council
FROM: Stephen Fischer, City Attorney, (805) 385-7483, [email protected] Alexander Hamilton, Fire Chief, (805) 385-7700, [email protected] SUBJECT: Approval of an Agreement with the County of Ventura to Reallocate $100,000 in Opioid Settlement Abatement Funds for Allowable Opioid Abatement Activities.

RECOMMENDATION
That the City Council:

1. Authorize the Mayor to execute an agreement with the County of Ventura (A-8637) reallocating and transferring $100,000 from the County of Ventura to the City of Oxnard for Opioid Settlement Abatement Funds to be used on allowable opioid abatement activities consistent with the opioid settlement agreements; and

2. Authorize the City Manager to accept and appropriate the funds. (This item did not originate in Committee.)

BACKGROUND
City staff requested a direct reallocation of Opioid Settlement Funds that the County has already received but not yet used in the amount of $100,000 to support enrollment costs for specialized first responder Opioid Use Disorder training. If approved, first responders from the Oxnard Fire Department and Oxnard Police Department will receive training on practical skills in crisis de-escalation, multidisciplinary collaboration, and connecting individuals to appropriate care, which directly supports the goals of opioid remediation, harm reduction, and improved community outcomes.

Although this training is the stated purpose for the City’s request of funds, the proposed agreement would allow the City to use the funds for any opioid remediation activities that are allowable under the opioid settlement agreements.

Consistent with guidance from the Department of Health Care Services (DHCS), the state agency overseeing the reporting and expenditures of OSF, the transfer of such funds to the City will transfer all responsibility for ensuring proper use and reporting of such funds to the City.

The County Board of Supervisors approved the agreement on October 6, 2026.

Additional background on Opioid settlements:

The national opioid settlements resolve claims by states and local governments against opioid manufacturers, distributors, and pharmacies for their role in the opioid epidemic. In California, settlement payments are deposited in the California Abatement Accounts Fund and allocated to the state and to Participating Subdivisions, including counties and cities, under the National Opioid Settlement Agreements. All funds, and any interest earned on them, must be spent on future opioid remediation (prevention, intervention, harm reduction, treatment, and recovery). The California Department of Health Care Services oversees expenditure and annual reporting.

STRATEGIC PRIORITIES
74 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
If approved, the County will transfer $100,000 from Abatement Accounts funding received in FY 2024- 25 from the Opioid Settlement Funds. All funds received from the CA Abatement Accounts Fund and any interest earned on these funds, must be expended on future opioid remediation activities focused on prevention, intervention, harm reduction, treatment, and recovery services in California communities.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Jason Zaragoza, Assistant City Attorney, Alexander Hamilton, Fire Chief

ATTACHMENTS

1. Reallocation Agreement

2. UCSB-PaCE-Operational-Readiness-for-First-Responders-OUD-Program-Brochure 75 AGREEMENT BETWEEN THE COUNTY OF VENTURA AND THE CITY OF OXNARD

REGARDING REALLOCATION OF OPIOID SETTLEMENT ABATEMENT FUNDS This Agreement Regarding Reallocation of Opioid Settlement Abatement Funds ("Agreement") is entered into as of the Effective Date, which shall be the date on which this Agreement has been fully executed by the parties herein, by and between the County of Ventura, a political subdivision of the State of California ("County"), and the City of Oxnard, a municipal corporation ("City"). County and City are each individually referred to as a "Party" and collectively as the "Parties."

RECITALS
WHEREAS, County and City are each "CA Participating Subdivisions" under the California StateSubdivision Agreements associated with the National Opioid Settlement Agreements with the various settling defendants (i.e. McKesson Corporation, Janssen Pharmaceuticals Corporation, et al.) (collectively, the "National Settlement Agreements," and the related California agreements, the "CA StateSubdivision Agreements"); and WHEREAS, pursuant to these opioid settlement agreements, the County has received direct disbursement of opioid settlement funds from the National Settlement Fund Administrator, BrownGreer PLC, including those for the settlement and settlement fiscal year identified in Exhibit A; and WHEREAS, California Department of Health Care Services ("DHCS") is the state entity to which all local government subdivisions must report regarding the use of opioid settlement funds, and has issued formal guidance on the use and reporting of such funds, including Behavioral Health Information Notice No. 24- 002 (Jan. 4, 2024) and Behavioral Health Information Notice No. 24-003 (Jan. 4, 2024) (together, the "BHINs"), which permit a CA Participating Subdivision or Plaintiff Subdivision that has received such funds to reallocate them, after receipt, to another Participating Subdivision or Plaintiff Subdivision, provided the reallocation is mutually agreed upon in writing and the funds continue to be used solely for eligible opioid remediation purposes; and
WHEREAS, the Parties desire that County reallocate a portion of opioid settlement funds it has received to City for City itself to use on eligible opioid remediation activities within the City, and desire to document their respective obligations regarding the use, accounting, and reporting of the reallocated funds consistent with the National Settlement Agreements, the CA State-Subdivision Agreements, and DHCS guidance;
NOW, THEREFORE, in consideration of the mutual covenants contained herein, the Parties agree as follows:

1. DEFINITIONS

1.1 "Abatement Funds" means monies received by County from the CA Abatement Accounts Fund pursuant to the National Settlement Agreements and CA State-Subdivision Agreements.

1.2 "Exhibit E" means Exhibit E to the applicable National Settlement Agreement(s), listing approved opioid remediation uses.

1.3 "HIAA" means the California High Impact Abatement Activities identified in BHIN 24-002, as may be supplemented by DHCS.

1.4 "Opioid Remediation" has the meaning given that term in the National Settlement Agreements: care, treatment, and other programs and expenditures designed to (a) address the misuse and abuse of opioid products, (b) treat or mitigate opioid use or related disorders, or (c) mitigate other effects of, including on those injured as a result of, the opioid epidemic.
76 1.5 "Reallocated Funds" means the specific amount(s) of Abatement Funds identified in Exhibit A that County transfers to City under this Agreement.

1.6 "Reporting Period" means the state fiscal year (SFY) reporting cycle established by DHCS, with annual reports due September 30 for the preceding SFY (July 1 – June 30).

2. REALLOCATION OF FUNDS

2.1 Amount and Source. County shall transfer to City the amount(s) of Abatement Funds identified in Exhibit A, by settlement source, fund type, and settlement fiscal year of original receipt.

2.2 Method and Timing of Transfer. County shall transfer the Reallocated Funds to City within 30 days of the Effective Date, by wire transfer, to the account designated by City in writing.

2.3 No Alteration of Underlying Allocation. This Agreement effects a reallocation of funds already received by County; it does not alter County's or City's respective allocation percentages under Appendix 1 to the CA State-Subdivision Agreements, and does not constitute City "opting into" or "opting out of" direct payment for any other settlement or fund not expressly addressed in Exhibit A.

3. PERMITTED USES

3.1 Opioid Remediation Only. City shall be solely responsible to ensure that the Reallocated Funds are used solely for Opioid Remediation activities that fall within one or more of the categories listed in Exhibit E, consistent with the requirements applicable to the CA Abatement Accounts Fund under the CA StateSubdivision Agreements.

3.2 Periods of Expenditure. City acknowledges that the Reallocated Funds must be expended or encumbered within five (5) years of the County's original receipt from BrownGreer (seven (7) years for capital outlay projects), per the CA State-Subdivision Agreements, and that this deadline runs from County's original receipt date identified in Exhibit A, not from the date of transfer to City.

4. ACCOUNTING AND RECORDKEEPING

4.1 Segregation of Funds. City shall segregate and track the Reallocated Funds consistent with DHCS Guidance and its recommended use of Generally Accepted Accounting Principles.

4.2 Independent Responsibility. Consistent with BHIN 24-002 and BHIN 24-003, each Party is responsible solely for the allocation(s) it receives and separately expends. County's transfer of the Reallocated Funds to the City transfers all responsibility for proper use and reporting of such funds to the City, and does not create an ongoing obligation on County to oversee, monitor, or audit City's expenditure of those funds.

5. DHCS AND BROWNGREER REPORTING OBLIGATIONS

5.1 County Reporting of the Reallocation. Because County received the Reallocated Funds directly from BrownGreer, County remains obligated to report those funds to DHCS for the Reporting Period in which they were received, and shall additionally report the reallocation to City as a reallocation "sent," consistent with BHIN 24-002 and BHIN 24-003. County's obligation to report receipt of the underlying funds is not extinguished by the reallocation.

5.2 City Reporting of Funds Received. City shall report the Reallocated Funds as a reallocation "received" in City's DHCS reporting for the applicable Reporting Period, including the amount, settlement source, and fund type, and shall separately report all resulting expenditures by program/activity and their correlation to Exhibit E and/or HIAA categories, consistent with the documentation requirements described in BHIN 24-002 and BHIN 24-003.
77 5.3 Annual Deadlines. Each Party shall submit its respective DHCS report for a given SFY reporting period no later than September 30 following the close of that SFY, consistent with Table 2 of BHIN 24- 002 and BHIN 24-003, or such later deadline as DHCS may establish.

5.4 Notice of DHCS Inquiries. Each Party shall promptly notify the other if DHCS contacts it to clarify information related to the Reallocated Funds, requests corrective amendment of a report, or initiates a meet-and-confer, audit, or other compliance action concerning the Reallocated Funds, and the Parties shall reasonably cooperate in responding.

6. TERM AND TERMINATION

6.1 Term. This Agreement is effective as of the Effective Date and shall remain in effect until one (1) year after the date all Reallocated Funds and any interest earned thereon have been fully expended and reported to DHCS, consistent with the reporting "tail" required under the CA State-Subdivision Agreements.

6.2 No Unilateral Termination of Reporting Duties. Termination or expiration of this Agreement does not relieve either Party of any reporting, recordkeeping, or accounting obligation that arose during the term of this Agreement.

7. INDEMNIFICATION

7.1 City agrees to defend, indemnify, release, and hold harmless the County, its agents, officers, attorneys, employees, boards and commissions from any claim, action, or proceeding brought against any of the foregoing individuals or entities, from all claims arising from or related to the disbursement and use of the Reallocated Funds. This Section shall survive termination of this Agreement.

8. GENERAL PROVISIONS

8.1 Governing Law. This Agreement shall be governed by the laws of the State of California.

8.2 Amendment. This Agreement, including Exhibit A, may be amended only by written instrument signed by authorized representatives of both Parties.

8.3 Notices. All notices under this Agreement shall be in writing and delivered to the addresses set forth below, or such other address as a Party may designate in writing.

8.4 Counterparts. This Agreement may be executed in counterparts, each of which shall be deemed an original.

8.5 Entire Agreement. This Agreement, together with Exhibit A, constitutes the entire agreement of the Parties regarding the subject matter herein and supersedes all prior negotiations or agreements, written or oral, regarding the Reallocated Funds.

8.6 Severability. If any provision of this Agreement is held invalid or unenforceable, the remainder of the Agreement shall continue in full force and effect.

8.7 Authority. Each Party represents that the individual executing this Agreement on its behalf is duly authorized to do so.

8.8 No Third-Party Beneficiaries. This Agreement is entered into solely between County and City.

Nothing in this Agreement creates rights in any third party, including any settling defendant, BrownGreer, or member of the public, except that DHCS retains all oversight authority afforded to it under the National Settlement Agreements, the CA State-Subdivision Agreements, and Government Code section 12534, independent of this Agreement.
/ / /
/ / /
78 IN WITNESS WHEREOF, the Parties have executed this Agreement as of the Effective Date.

COUNTY OF VENTURA

Dr. Sevet Johnson, County Executive Officer
County of Ventura
Date: _____________________
APPROVED AS TO FORM:

David Edsall Jr., Assistant County Counsel
Date: _____________________

CITY OF OXNARD

Luis McArthur, Mayor
City of Oxnard
Date: _____________________
ATTEST

Lourdes Lopez, City Clerk
City of Oxnard
Date: _____________________
APPROVED AS TO FORM:

Stephen M. Fischer, City Attorney
Date: _____________________
79 EXHIBIT A

SCHEDULE OF REALLOCATED FUNDS
The following table identifies the settlement source, fund type, settlement fiscal year of County's original receipt, and amount reallocated to City under this Agreement.

Settlement Fund Type Settlement Fiscal
Year (SFY)
Amount
Reallocated to
City
Reallocating
Party
Janssen CA Abatement Accounts Fund SFY 2024-25 $100,000 County of Ventura
80 Unlock Your Potential: Professional Development for Impactful Care Acquire the Skills and
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As a first responder, you’re a critical part of the front line in addressing crises involving Opioid Use
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work collaboratively to improve outcomes for
individuals in crisis.

During this four-hour, online, self-paced course,
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zs.professional.ucsb.edu/orfr 805.308.9088
Operational Readiness For
First Responders: OUD
Equipping Firefighters, EMTs, Paramedics, & Associated Teams with Practical Skills to Respond to OUD & Co-occurring Conditions 81 1
Understanding OUD &
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Learn the fundamentals of OUD and its
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Key Takeaways: Essential Skills & Knowledge You’ll Take into the Field  Multidisciplinary Crisis Response: Learn to work seamlessly with Fire, EMT, Paramedics, CIT team members, and other professionals to de-escalate crises and improve outcomes. Leverage each discipline’s unique strengths and perspectives. Gain insights into how unified collaboration can reduce risks and foster better outcomes for individuals and communities.
 The CARE + Collaboration Approach: Apply the CARE framework (Calm, Assess, Respond, Engage) in real-world scenarios, enhanced by multidisciplinary collaboration. Ensure interventions are safe, compassionate, and effective by using shared strategies and communication techniques.  Leverage Referral Networks: Build and strengthen partnerships with treatment providers, mental health, and community resources. Understand how to identify and mobilize the appropriate resources at the right time to support individuals in crisis and improve access to treatment and recovery options.  Maximize Resources: Gain practical tools and strategies to effectively utilize local and national networks.

Learn to map out resources, establish partnerships, and create pathways for long-term care and recovery for individuals with OUD and co-occurring conditions.
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Contact us to learn how your training can be 100% fully funded! $450 each - Participants receive a University of California Santa Barbara PaCE digital badge of completion. 2 Recognizing Risk & Responding
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4 Real-World Application &
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Practice what you’ve learned through
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The course is designed in four focused modules, making the content easier to absorb and apply in real-world situations. Each module builds essential knowledge step by step, reinforcing key concepts along the way. zs.professional.ucsb.edu/orfr 805.308.9088
82 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.2
DATE: October 20, 2026
TO: City Council
FROM: Luly Lopez, City Clerk, (805) 385-7805, [email protected] SUBJECT: Approval of Oxnard City Council Minutes.

RECOMMENDATION
That the City Council approve the regular meeting minutes of October 6, 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.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Luly Lopez, City Clerk

ATTACHMENTS

1. City Council minutes for October 6 2026
83 MINUTES

OXNARD CITY COUNCIL
Regular Meeting
October 6, 2026
A. ROLL CALL, POSTING OF AGENDA
At 4:33 p.m., Mayor Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard City Council in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. Councilmembers Bert E. Perello, Michaela Perez, Aaron Starr, Mayor Pro Tem Gabriel Teran and Mayor Luis A. Mc Arthur were present.

Councilwoman Gabriela Basua and Councilwoman Gabriela Rodriguez were absent. The City Clerk stated that the agenda was posted on Thursday, September 24, 2026 at the Library, City Hall kiosk, City Administrative Offices and on the website.

Staff members present were Alexander Nguyen, City Manager; Ashley Golden, Assistant City Manager; Eric Sonstegard, Assistant City Manager; Stephen Fischer, City Attorney; Kenneth Rozell, Chief Assistant City Attorney; and Lourdes A. López, City Clerk.

B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS

No public comments were received. At 4:35 p.m., Councilwoman Gabriela Basua* was present. At 4:37 p.m., the City Council recessed into closed session. At 4:44 p.m., Councilwoman Gabriela Rodriguez was present.
*Councilwoman Gabriela Basua participated remotely from the: Hyatt House Hartfold North / Windsor, 200 Corporate Drive, Windsor, CT 06095.

C. CLOSED SESSION

1. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION
(Government Code Section 54956.9(d)(1))
Name of case: Jose Pineda Sanchez, et al. v. City of Oxnard, et al.

Ventura County Superior Court, Case No. 2026CUPA061492
Legislative Body: City Council
At 5:01 p.m., the City Council reconvened in open session in the Council Chambers. The City Attorney announced that there was no reportable action out of closed session.

D. APPOINTMENT ITEMS

1. Housing Department
SUBJECT: Appointment Item RE: Progress on Homelessness Prevention and Response Initiatives in Oxnard and Our Regional Partners’ Progress.

RECOMMENDATION: That the City Council receive and file the presentation from the Housing Department regarding progress on homelessness prevention and response in Oxnard, and our partners’ efforts within Ventura County. 84 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 2
Housing Director Brenda Lopez presented an update on the City’s ongoing efforts to address homelessness prevention and expand access to housing and supportive services. Ms. Lopez introduced David Winegard of Mercy House, who provided an overview of the services offered at Casa de Carmen Navigation Center.

Kimberlee Albers, Ventura County Homelessness Solutions Director, provided an update on countywide efforts to address homelessness and highlighted collaborative initiatives taking place throughout Ventura County.

Jessica Petrillo of the Ventura County Health Care Agency provided an overview of the heath and supportive services available to individuals experiencing homelessness, including Medical Case Management, Backpack Medicine, and the One Stop Health and Social Services Program.

Discussion ensued among Council, staff and the service providers.

Public comments were received from Eduardo Huerta.

This was a receive and file. No action was required.

2. Cultural & Community Services Department
SUBJECT: Cultural Arts Commission Annual Report.

RECOMMENDATION: That the City Council: 1) Receive the 2026 annual report from the Cultural Arts Commission; and 2) Present a Proclamation designating October 2026 as Arts and Humanities Month.

Vice Chair Elisa Torres presented an update on the Commission’s ongoing efforts to promote and support the arts within the community.

Discussion ensued among the Council and Vice Chair Torres.

No public comments were received.

Mayor Mc Arthur presented the proclamation to Vice Chair Torres and Julie Estrada, Cultural Arts Manager who thanked the City Council for the recognition.

This was a receive and file. No action was required.

E. OPENING CEREMONIES (6:00 PM)

At 6:04 p.m., Mayor Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard City Council in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. Councilmembers Bert E. Perello, Michaela Perez, Gabriela Rodriguez, Aaron Starr, Mayor Pro Tem Gabriel Teran, Councilwoman Gabriela Basua,* 85 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 3
and Mayor Luis A. Mc Arthur were present. The City Clerk stated that the agenda was posted on Thursday, September 24, 2026 in the kiosk at City Hall, Oxnard Public Library, City Administrative Offices and on the City’s website.
*Councilwoman Gabriela Basua participated remotely from the: Hyatt House Hartfold North / Windsor, 200 Corporate Drive, Windsor, CT 06095.

The meeting opened with the pledge of allegiance to the flag of the United States.

Staff members present were Alexander Nguyen, City Manager; Ashley Golden, Assistant City Manager; Eric Sonstegard, Assistant City Manager; Stephen Fischer, City Attorney; Kenneth Rozell, Chief Assistant City Attorney; Michael Wolfe, Public Works Director; Chris Peyton, Water Division Manager; Brenda Lopez, Housing Director; Julie Estrada, Cultural and Community Services Manager; and Lourdes A. López, City Clerk.

F. CEREMONIAL ITEMS

1. SUBJECT: Presentation of a Proclamation Designating the Month of October 2026 as "Filipino American History Month."
Councilwoman Perez read and presented the proclamation to the Filipino Community of Ventura County, Inc (FCVCI), who thanked the City Council for the recognition.

2. SUBJECT: Presentation of a Proclamation Designating October 12, 2026 as "Indigenous People's Day."
Mayor Pro Tem Teran read and presented the proclamation to Marianne Parra and Robyne Redwater who thanked the City Council for the recognition.

G. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA AND NON-ACTION ITEMS

Public comments were received from: Steve Huber; Lizanne Nañez, Brooke Balthaser, Odette Moran, Cristabelle Quiroz, Joseph Dobzyski, Jr., Bruce Boyer, Larry Stein, Melissa Munoz, Carolina Gallardo Maganá, Sarah Wilczewski, Ronald Arruejo and Eduardo Huerta.

H. REPORT OF CITY MANAGER/EXECUTIVE DIRECTOR/SECRETARY

The City Manager commented on the following: 1) the clean-up at McWane encampment; 2) introduced Sgt. Jose Perez of the Oxnard Police Department, who noted that October is Domestic Violence Awareness Month; 3) the Police Department’s Pink Patch Project; 4) Ventura County Alert; and 5) upcoming Halloween Float Tours. 86 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 4
I. CITY COUNCIL/HOUSING AUTHORITY/SUCCESSOR AGENCY/FINANCING

AUTHORITY BUSINESS/COMMITTEE REPORTS

The members of the Council provided brief announcements regarding various activities.

Councilmember Perello requested an update on staffing levels for Code Compliance.

Mayor Pro Tem Teran requested an update on all Bills that have been signed and are relevant to our community as far as federal action.

Councilman Starr requested an update on the use of Flock cameras and automated license plate readers.

J. REVIEW OF INFORMATION/CONSENT AGENDA
The City Clerk stated that minutes of the September 15, 2026, City Council meeting, Item No. L-8 on page 37 under Item L-1, should be amended to reflect that Councilman Starr voted no.

K. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
No public comments were received.

L. INFORMATION/CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the City Council approve the regular meeting minutes for September 15, 2026.

2. Finance Department
SUBJECT: Monthly Investment Report for the periods ending July 31 and August 31, 2026.

RECOMMENDATION: That the City Council receive and file the monthly investment report. This is an information item.
(This item did not originate in Committee.)

3. Finance Department
SUBJECT: Second Quarterly Sale and Disposal of Surplus City Property.

RECOMMENDATION: 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). 87 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 5

4. Public Works Department
SUBJECT: Second Amendment to Agreement 32500549 with The Willis Corporation (dba Ventura County Overhead Door) for On-Call Maintenance & Repair Services to Overhead Roll-Up Doors, Motorized Gate Openers, and Dock Levelers.

RECOMMENDATION: That the City Council approve the Mayor to authorize a Second Amendment to the Agreement with The Willis Corporation (dba Ventura County Overhead Door) to increase the not-to-exceed amount by $280,000 for a new total not-to-exceed value of $500,000.
(This item did not originate in Committee per the City Council Committee Bylaws Resolution 15,851, Article II, Section D.3.h, as this is a routine and recurring maintenance item necessary to keep public facilities operable that have a financial impact under $500,000)

5. Public Works Department
SUBJECT: Purchase Order with Quinn Company for the Purchase of Equipment for the Environmental Resources Division.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute a Purchase Order with Quinn Company in an amount not to exceed $305,376.45 for the purchase of two Caterpillar 260 Skid Steer Loaders and one CAT Forklift, utilizing the Sourcewell cooperative purchasing agreement (#011723- CAT), for use by the Environmental Resources Division.
(Public Works and Transportation Committee approved 3-0 on September 8, 2026.)

6. Public Works Department
SUBJECT: Agreement 32700135 with Blackpointe Group Construction & Management, Inc. for Storm Channel Cleaning Services.

RECOMMENDATION: That the City Council approve and authorize the Mayor to execute an Agreement with Blackpointe Group Construction & Management, Inc. (Blackpointe) for a five-year agreement, which includes options to extend, for a total not-to-exceed amount of $950,000 for storm channel cleaning services. (Public Works and Transportation Committee approved 3-0 on September 8, 2026.)

7. Public Works Department
SUBJECT: CalRecycle Rubberized Pavement Grant Program Application Resolution.

RECOMMENDATION: That the City Council:
88 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 6

1. Adopt Resolution No. 16,080 with verbiage required by the grantor for a grant amount not to exceed $350,000 for several neighborhood and arterial street resurfacing projects as identified in the FY 2027-2031 Capital Improvement Plan (CIP); and

2. Authorize the City Manager, Public Works Director, Finance Director, or designee, as Signature Authority, to execute in the name of the City of Oxnard all grant documents, including but not limited to applications, agreements, amendments, and requests for payment, necessary to secure grant funds and implement the approved grant project; and remain effective for five years from the date of adoption of this resolution for all CalRecycle grant programs offered.
(This item did not originate in Committee per the City Council Committee Bylaws Resolution 15,851, Article II, Section D.3.d, as this grant application has an external deadline)
It was moved by Mayor Pro Tem, seconded by Councilwoman Perez, to approve the Information/Consent Items as presented, except for L-1 as amended. VOTE: Perez, Rodriguez, Starr, Teran, Basua, Perello and Mc Arthur voted in favor; the motion carried 7-0.

M. PUBLIC HEARINGS
N. REPORTS

1. Public Works Department
SUBJECT: FY 2025-26 Golf Fund Close-Out and Additional Budget Appropriations.

RECOMMENDATION: That the City Council approve and authorize:

1. Additional budget appropriations in the amount not to exceed $291,401 for FY 2025-26 expenses in the Golf Course Operating Fund (651); and

2. A project budget appropriation of $52,500 from the Golf Operating Fund (651) and the corresponding Golf Capital Fund (652) transfers in and appropriations for the same amount for the River Ridge Event Space Project (C2242)
(This item did not originate in Committee.)
No public comments were received.

It was moved by Mayor Pro Tem Teran, seconded by Councilman Starr, to approve the recommended action. VOTE: Rodriguez, Starr, Basua, Perello, Perez, Teran and Mc Arthur voted in favor; the motion carried 7-0.
89 OCTOBER 6, 2026 OXNARD CITY COUNCIL PAGE 7

2. Public Works Department
SUBJECT: Ratify an Emergency Order and Authorization of the Approval of an Agreement with Toro Enterprises, Inc. for the Emergency Conditions and Repair of the City’s Water System between 700 and 740 Arcturus Avenue.

RECOMMENDATION: That the City Council review and ratify the following:

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

2. Authorize the City Manager to enter into any contracts required to abate the emergency conditions necessitating emergency repairs to the City’s Water System between 700 and 740 Arcturus Avenue;

3. Authorize the City Manager to execute a Public Project Agreement (No. 32700217) with Toro Enterprises, Inc. for a total amount not to exceed $250,000; and

4. Ratify the Director of Public Works’ declaration of the termination of the emergency order to dispense with public bidding requirements pursuant to Public Contract Code section 22050 to make emergency repairs to the City’s Water System.
(This item did not originate in Committee.)
The Public Works Director and Water Division Manager presented and were available to answer questions. Discussion ensued among Council and staff.

No public comments were received.

It was moved by Councilman Starr, seconded by Councilwoman Perez, to approve the recommended action. VOTE: Starr, Teran, Basua, Perello, Perez, Rodriguez and Mc Arthur voted in favor; the motion carried 7-0.

O. ADJOURNMENT
There being no further business on the agenda, and without objection, Mayor Mc Arthur adjourned the meeting at 8:06 p.m.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
City Clerk Mayor
90 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.3
DATE: October 20, 2026
TO: Housing Authority
FROM: Luly Lopez, City Clerk, (805) 385-7805, [email protected] SUBJECT: Approval of Oxnard Housing Authority Minutes.

RECOMMENDATION
That the Housing Authority Board of Commissioners approve the regular meeting minutes for March 17, April 7, September 15 and October 6, 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.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Luly Lopez, City Clerk

ATTACHMENTS

1. Housing Authority minutes of March 17, 2026

2. Housing Authority meeting of April 7 2026

3. Housing Authority minutes for September 15 2026

4. Housing Authority meeting of October 6 2026
91 MINUTES

OXNARD HOUSING AUTHORITY
Regular Meeting
March 17, 2026
A. ROLL CALL, POSTING OF AGENDA

At 6:09 p.m., Chair Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard Housing Authority concurrently with the Oxnard City Council in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. Commissioners Jose Andrade, Gabriela Basua, Bert E. Perello, Michaela Perez, Aaron Starr, Vice Chair Gabriel Teran and Chair Luis A. Mc Arthur were present. Commissioners Gabriela Rodriguez and Francisco Vega were absent. The Secretary Designate stated that the agenda was posted on Thursday, March 5, 2026, and the amended agenda on Wednesday, March 11, 2026 at the Library, City Hall kiosk, City Administrative Offices and on the website.

Staff members present were Alexander Nguyen, Executive Secretary; Ashley Golden, Assistant Executive Secretary; Stephen Fischer, General Counsel; Brenda Lopez, Housing Director and Lourdes A. López, Secretary Designate.

CONSIDERATION OF TELECONFERENCE PARTICIPATION PURSUANT TO ASSEMBLY BILL 2449
B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
C. CLOSED SESSION
D. APPOINTMENT ITEMS
E. OPENING CEREMONIES
The meeting opened with the pledge of allegiance to the flag of the United States led by Santino Enrique Preciado II, a student at Pacifica High School. Chair Mc Arthur called for a moment of silence in recognition of the ongoing conflicts around the world.

F. CEREMONIAL ITEMS
G. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA AND NON-ACTION ITEMS
No public comments were received from.

H. REPORT OF EXECUTIVE SECRETARY
I. HOUSING AUTHORITY BUSINESS
J. REVIEW OF INFORMATION/CONSENT AGENDA
92 MARCH 17, 2026 OXNARD HOUSING AUTHORITY PAGE 2
K. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
No public comments were received.

L. INFORMATION/CONSENT AGENDA

2. City Clerk Department
SUBJECT: Approval of Oxnard Housing Authority Minutes.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners approve the regular meeting minutes of March 3, 2026.

Consent Item No. L-2
It was moved by Commissioner Starr, seconded by Commissioner Perello, to approve the Information/Consent Items as presented. VOTE: Andrade, Basua, Perello, Perez, Starr, Teran and Mc Arthur voted in favor; the motion carried 7-0.

Commissioners Rodriguez and Vega were absent.

M. PUBLIC HEARINGS

1. Housing Department
SUBJECT: 5-Year Public Housing Agency (PHA) Plan, Annual PHA Plan and Capital Fund Program Five-Year Action Plan for Low Rent Public Housing.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners:

1. Hold a public hearing to receive comments concerning the second year of the 5- Year Public Housing Agency (PHA) Plan, the Capital Fund Five-Year Action Plan and the 2026 Capital Fund Budget; and

2. Adopt Resolution No. 1,354:
a. Approving the 5-Year Public Housing Agency (PHA) Plan and the 2026 Annual PHA Plan for the Housing Authority of the City of Oxnard; b. Authorizing and directing the Chair to execute the Department of Housing and Urban Development Public Housing Agency Certification Compliance Form certifying the Housing Authority’s compliance with federal policies and procedures; c. Authorizing the Housing Director to execute and submit all reports, documents and all other certifications required to comply with policies and procedures of the Department of Housing and Urban Development regarding the 5- Year PHA Plan and the 2026 Annual PHA Plan;
d. Approving the Capital Fund Five-Year Action Plan and the 2026 Capital Fund Budget; and
e. Authorizing the Housing Director to accept and expend the funds as indicated in the Capital Fund Five-Year Action Plan and the 2026 Capital Fund Budget.
(This item did not originate in Committee.)
93 MARCH 17, 2026 OXNARD HOUSING AUTHORITY PAGE 3
Commissioners reported on the ex parte communications received on this item.

The Secretary Designate announced the affidavit of publication published in Vida Newspaper on December 4, 2025 and February 19, 2026 and stated there were no written communications received on this item.

The Housing Director presented and was available to answer questions. Discussion ensued among the Commissioners and staff.

Chair Mc Arthur opened the public testimony portion of the public hearing.

Public comments were received from Eduardo Huerta.

Without objection, the Commission approved closing the public testimony portion of the public hearing.

Discussion ensued among the Commissioners and staff.

It was moved by Commissioner Perello, seconded by Vice Chair Teran, to approve the recommended action. VOTE: Andrade, Teran, Basua, Perello, Perez, Starr and Mc Arthur voted in favor; the motion carried 7-0. Commissioners Rodriguez and Vega were absent.

OXNARD CITY COUNCIL
At 9:01 p.m., the concurrent meeting with the Oxnard City Council concluded.

N. REPORTS
O. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Mc Arthur adjourned the meeting at 9:01 p.m.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
Secretary Designate Chair
94 MINUTES

OXNARD HOUSING AUTHORITY
Regular Meeting
April 7, 2026
Because there were no items requiring consideration on this date, there was no regular meeting.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
Secretary Designate Chair
95 MINUTES

OXNARD HOUSING AUTHORITY
Regular Meeting
September 15, 2026
A. ROLL CALL, POSTING OF AGENDA

At 6:04 p.m., Chair Luis A. Mc Arthur presided and called to order the regular meeting of the Oxnard Housing Authority concurrently with the Oxnard City Council in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California. Commissioners Jose Andrade, Gabriela Basua, Bert E. Perello, Michaela Perez, Gabriela Rodriguez, Aaron Starr, Vice Chair Gabriel Teran and Chair Luis A. Mc Arthur were present.

Commissioner Francisco Vegas was absent. The Secretary Designate stated that the agenda was posted on Thursday, September 3, 2026 in the kiosk at City Hall, Oxnard Public Library, City Administrative Offices and on the City’s website.

Staff members present were Alexander Nguyen, Executive Secretary; Ashley Golden, Assistant Executive Secretary; Stephen Fischer, General Counsel; Kenneth Rozell, Chief General Counsel; Brenda Lopez, Housing Director; and Lourdes A. López, Secretary Designate.

CONSIDERATION OF TELECONFERENCE PARTICIPATION PURSUANT TO ASSEMBLY BILL 2449
B. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
C. CLOSED SESSION
D. APPOINTMENT ITEMS
E. OPENING CEREMONIES
The meeting opened with the pledge of allegiance to the flag of the United States, led by Jaime A. Castro Martinez, a student from Channel Islands High School, followed by a moment of silence in remembrance of Lynn Maulhardt.

F. CEREMONIAL ITEMS
G. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA AND NON-ACTION ITEMS
At 7:17 p.m., Chair Mc Arthur was absent and Vice Chair Teran presided.

H. REPORT OF EXECUTIVE SECRETARY
I. HOUSING AUTHORITY BUSINESS/COMMITTEE REPORTS
J. REVIEW OF INFORMATION/CONSENT AGENDA
K. PUBLIC COMMENTS ON INFORMATION/CONSENT AGENDA
96 SEPTEMBER 15, 2026 OXNARD HOUSING AUTHORITY PAGE 2
L. INFORMATION/CONSENT AGENDA

2. City Clerk Department
SUBJECT: Oxnard Housing Authority Minutes.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners approve the regular meeting minutes for June 1, June 16, June 30, July 7, July 21, July 30 and September 1, 2026.

5. Housing Department
SUBJECT: Oxnard Housing Authority’s Monthly Investment Report.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners receive and file the monthly investment report for the period ending June 2026.
(This item did not originate in Committee.)

6. Housing Department
SUBJECT: Oxnard Housing Authority’s Monthly Investment Report.

RECOMMENDATION: That the Oxnard Housing Authority Board of Commissioners receive and file the monthly investment report for the period ending July 2026.
(This item did not originate in Committee.)

Consent Item No. L-2, L-5 and L-6
It was moved by Commissioner Rodriguez, seconded by Commissioner Starr, to approve the Information/Consent Item as presented. VOTE: Andrade, Basua, Perello, Perez, Rodriguez, Starr and Teran voted in favor; the motion carried 7-0.

Chair Mc Arthur and Commissioner Vega were absent.

OXNARD CITY COUNCIL
At 7:48 p.m., the concurrent meeting with the Oxnard City Council concluded.

M. PUBLIC HEARINGS
N. REPORTS
O. ADJOURNMENT
There being no further business on the agenda, and without objection, Vice Chair Teran adjourned the meeting at 7:48 p.m.
________________________________ _____________________________ LOURDES A. LÓPEZ GABRIEL TERAN
Secretary Designate Vice Chair
97 MINUTES

OXNARD HOUSING AUTHORITY
Regular Meeting
October 6, 2026
Because there were no items requiring consideration on this date, there was no regular meeting.
________________________________ _____________________________ LOURDES A. LÓPEZ LUIS A. MC ARTHUR
Secretary Designate Chair
98 CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.4
DATE: October 20, 2026
TO: City Council
FROM: Jeff Pengilley, Community Development Director, (805) 385-8208, [email protected] SUBJECT: Request to engage in a Mills Act Contract with the City for the ongoing rehabilitation and preservation of a contributing home in the historic district, located at 160 South G Street, Planning and Zoning Permit No. 26-680-01 (Mills Act Agreement) (APN: 202-0-030-200)

RECOMMENDATION
That the City Council:

1. Find the project to be Categorically Exempt from environmental review pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15331 (Historical Resource Restoration/Rehabilitation); and

2. Approve and authorize the Mayor to execute a Mills Act contract (Agreement No. A-8635) with Jennifer Ashley Diffley and Clayton Emery Robertson (Property Owner) to maintain and preserve a historic property located at 160 South G Street (Landmark No. 161) for the benefit of reduction in property taxes.

BACKGROUND
Mills Act Landmark Designation and the Cultural Heritage Board The Mills Act is part of the state government code, section 50280, which allows a City to adopt an ordinance and engage in contracts with property owners to preserve historic resources. Government Code 50280 mandates much of what is within the contract, such as the 10-year initial time frame, the process for non-renewal or cancellation, the cancellation fee, and the requirement to have a 10-year rehabilitation plan, which lays out yearly work items for the development to maintain and enhance its historical integrity.

The goal of the Mills Act is to incentivize maintaining historic resources and revitalize elements that have lost their historic integrity. Resolution 13,215 establishes requirements for Mills Act Contracts in Oxnard (Attachment 4). As stated in Oxnard City Council Resolution 13,215, “preservation of cultural and historic resources of the City contributes to the quality of life in the City and to the welfare of City residents and visitors.” Oxnard City Council Resolution 10,135 establishes procedures and standards for declaring landmarks and historical points of interest within the City. Resolution 10,135 established the County of Ventura Cultural Heritage Board as the CHB for the City of Oxnard whereas the City of Oxnard has contracted with the County of Ventura Resource Management Agency to review and make recommendations on historical applications, including Mills Act applications.

As part of this arrangement, the City of Oxnard we currently utilize the County of Ventura Cultural Heritage Ordinance (Attachment 5).

The subject application requires a hearing for the CHB to provide input and recommendations on a proposed contract.

This site’s CHB hearing was held on August 10, 2026, where the requested Mills Act contract was reviewed and recommended for approval by the Oxnard City Council. The resolution from this board meeting is within Attachment 2. 99 DISCUSSION
A project is eligible by being designated a landmark and having historical significance. This project is eligible for a Mills Act contract due to its location within the boundaries of the Henry T. Oxnard Historic District. The site was also identified as a contributor to the district in the City’s 1981 historic survey, which surveyed a collection of streets to the west and north west of downtown containing ample homes from the early 1900’s. The character defining features, materials, and its overall French Provincial Revival architecture are still intact and maintain that this historic home is a contributor to the district to this day.

The property is a 7,000 square foot parcel containing what is known as the William C. Craddock House, a one-story French Eclectic and French Provincial Revival residence constructed around 1924 for local real estate salesman William C. Craddock. The house features a steeply pitched roof, smooth stucco cladding, and an asymmetrical façade that reflects the influence of French provincial residential architecture popular in Southern California during the 1920s and 1930s.

Character defining features include the large arched Palladian window, the curved parapet at the front gable, the original fenestration and stucco finish, the intact roofline, and the detached garage.

The proposed contract comes with a ten-year rehabilitation list (Attachment 3). Some of the primary items on the ten-year rehabilitation list, are repairing the exterior trim in year 7 and repairing all original windows over the first three years (Attachment 3). The majority of the other rehabilitation items would be on the interior of the home. At the request of the contract holder, the Planning Manager can amend the rehabilitation list to substitute work items or switch years around.

Prior to commencing work the Property Owner must have contracted historic staff at the County of Ventura Resource Management Agency via the Oxnard Planning Department review the work to determine if original materials are preservable and that any new materials are age appropriate, including compliance with the Secretary of the Interior’s standards, which guide this process of keeping rehabilitation and replacement in tune with the original home, its architecture, and time period. Work items tied to the historical significance and character defining features are prioritized, whether they are already on the list or not.

The Mills Act contract will afford a reduced property tax on the subject property, as calculated by the County Assessor based on the Mills Act and the Revenue & Taxation Code. Either the property owner or the City of Oxnard may end the contract by filing a ‘notice of non-renewal’, which would allow the contract to stop its annual renewal and ‘wind down’ the tax savings over the following years. If the terms of the contract are violated by the property owner and the City cancels the contract, the owner must pay a cancellation fee of 12.5% of the current fair market value of the property at the time of cancellation.

Environmental Determination
In accordance with Section 15331 (Class 31, Historical Resource Restoration/Rehabilitation) of the California Environmental Quality Act (CEQA) Guidelines, projects limited to maintenance, repair, stabilization, rehabilitation, restoration, preservation, conservation or reconstruction of historical resources in a manner consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings may be found to be exempt from the requirements of the CEQA. No exceptions to the exemptions (section 15300.2) apply. The property has no sensitive habitat or environmental features and would also not result in a substantial adverse change in a historical resource.

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

FINANCIAL IMPACT
When the City engages in a contract with a property owner under the Mills Act, property taxes are reduced through the County Assessor’s office in exchange for the continued preservation of the property. The property taxes are recalculated using a formula in the Mills Act and Revenue and Taxation Code. This results in a range of potential tax savings, due to the different variables that are a part of the formula which the County Assessor’s office will use for calculating the 100
savings. If the property taxes were reduced by 50% due to the Mills Act contract, a reasonable but approximate estimate, then the property taxes collected would be reduced by approximately $5,094 per year (based on the current tax assessment) which would result in a reduction in property tax revenue to the City of Oxnard of $897 per year (assuming

17.6% of the property tax is allocated to the City of Oxnard, based on 2026 Oxnard Budget data).

COMMITTEE OUTCOME
This item did not originate in committee. This item went through a public hearing where the recommended actions were reviewed by the County of Ventura Cultural Heritage Board (CHB). County staff and Cultural Heritage Board members were in consensus that the property met criteria for a Mills Act contract. Questions were asked of staff about the 10-year rehabilitation plan to seek understanding on the work items and the order, and how the property tax savings are calculated, followed up by if those savings are equal to the money spent on work items. The application was recommended for approval by the Oxnard City Council by the CHB with a vote of 5-0. Pursuant to City Council Resolution 13,215, proposed agreements shall be presented at a regularly scheduled meeting, together with the recommendation of the City’s Cultural Heritage Board.

Prepared by: Daniel Houck, Associate Planner

ATTACHMENTS

1. Maps (Vicinity, Aerial, Zoning and General Plan)

2. Cultural Heritage Hearing Staff Report 8.10.26

3. Mills Act Contract

4. Resolution Nos. 10,135 and 13,215

5. Ordinance 4604 (County Cultural Heritage Ordinance)
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Sources: Esri, Vantor, Airbus DS, USGS, NGA, NASA, CGIAR, N Robinson, NCEAS, NLS, OS, NMA, Geodatastyrelsen, Rijkswaterstaat, GSA, Geoland, FEMA, Intermap, and the GIS user community, Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community
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I. APPLICANT/PROPERTY OWNER:

Applicant/Property Owner: Jennifer Ashley Diffley and Clayton Emery Robertson 160 South G Street
Oxnard, CA 93030
II. REQUEST:

Provide a recommendation regarding adoption of a Mills Act contract for a property located at 160 South G Street, Oxnard, CA 93030. (Case No. CH26-0038).

III. LOCATION AND PROPERTY INFORMATION:
160 South G Street, Oxnard, CA 93030
Assessor’s Parcel Number (APN): 202-0-030-200
Historic Designation: Contributor to the Henry T Oxnard Historic District Common/Historic Name: William C. Craddock House
The subject property is a 7,000 square foot parcel containing the William C. Craddock House, a one-story French Eclectic and French Provincial Revival residence constructed around 1924 for local real estate salesman William C. Craddock. The house features a steeply pitched roof, smooth stucco cladding, and an asymmetrical façade that reflects the influence of French provincial residential architecture popular in Southern California during the 1920s and 1930s. Character defining features include the large arched Palladian window, the curved parapet at the front gable, the original fenestration and stucco finish, the intact roofline, and the detached garage.

IV. PROJECT SCOPE:

On June 4, 2026, City of Oxnard staff forwarded to CHB staff a request for a recommendation regarding adoption of a Mills Act contract for a property located at 160 South G Street, Oxnard, CA 93030. The property owner requested to enter into a Mills Act contract (Exhibit 1) with the City of Oxnard for the potential benefit of property tax savings in exchange for continued preservation of the subject property. On June 16, 2026, CHB staff visited the subject property and provided recommendations regarding revisions to the contract’s Ten-Year Rehabilitation Plan, which were incorporated. The subject property is a designated Contributor to the Henry T Oxnard Historic District, which is a required prerequisite in order for the property owner to be eligible to enter into a Mills Act contract. In accordance with Section 1365-1 et seq. of Ventura County Ordinance No. 4604 and Resolution 10,135 of the City of Oxnard, the Oxnard City Council is the final authority for adoption of a Mills Act contract. Refer to Figure 1 for a historical view of the property and Figure 2 for a contemporary view.

Staff Report and Recommendations
Agenda of August 3, 2026, Item 9a
County of Ventura • Resource Management Agency
800 S. Victoria Avenue, Ventura, CA 93009-1740 • (805) 654-2478 • rma.venturacounty.gov/divisions/planning/ 106
Cultural Heritage Board Staff Report – Item 9a
Case No. CH26-0038
August 3, 2026

Figure 1 – Historical View of Subject Property, 1981
Figure 2 – Contemporary View of Subject Property, 2026
Credit: San Buenaventura Research Associates
107
Cultural Heritage Board Staff Report – Item 9a
Case No. CH26-0038
August 3, 2026

V. PROPERTY DESCRIPTION:

The subject property was evaluated in the Phase I Oxnard – Santa Paula Historic Resources Survey prepared by San Buenaventura Research Associates in July 1981.
1 The historic survey describes the residence as a well-designed Provincial style stucco house with a modified Palladian window, built around 1924 for William C.

Craddock, real estate salesman. Within the 100 Block North to 400 Block South on G Street, the Craddock residence is identified as one of the most outstanding examples of architectural design on the corridor. Exhibit 2 contains a Photo Exhibit for the subject property, providing current visual documentation of the Craddock House and its architectural features.

According to the historic survey, within the Henry T. Oxnard Historic District, G Street features “wide tree-lined streets, raised lawns and low walls, and alleys with rear parking. Lots are mostly 50 feet by 140 feet and some have additional dwellings in the rear. Houses maintain even setbacks and are well landscaped with many mature trees including palms, pines, cedars and other varieties.”
2 The majority of houses maintain
their original style with relatively few alterations.

VI. SIGNIFICANCE:

The subject property is significant for its association with the early twentieth century residential development of Oxnard and as an intact example of the French Eclectic and French Provincial Revival architectural style that was popular in Southern California during the 1920s and 1930s. The style is characterized by steeply pitched roofs, smooth stucco cladding, asymmetrical façades, and European Revival detailing. Character defining features observed at the property include the large arched Palladian window with French doors and fanlight, the gently curved parapet at the front gable, the original multi light windows, the stucco exterior, and the detached garage that retains its historic materials and detailing.

The Craddock House retains sufficient integrity to convey its architectural significance and its representation of French inspired residential design in Oxnard during the interwar period. Although minor alterations have occurred over time, the property retains integrity of location, design, materials, workmanship, feeling, and association.

An appropriate period of significance for the property extends from its construction in 1924 through the early decades of its occupancy when French Provincial Revival architecture was particularly influential in the region.

VII. MILLS ACT PROGRAM REQUIREMENTS:
1 San Buenaventura Research Associates. (1981, July). Phase I Oxnard – Santa Paula Historic Resources Survey.
2 Ibid.
108
Cultural Heritage Board Staff Report – Item 9a
Case No. CH26-0038
August 3, 2026

The requested Mills Act contract is a formal agreement between the City of Oxnard and the property owner for a minimum term of ten years. The contract automatically renews each year on its anniversary date and another year is added to the effective term of the contract. The contract runs in perpetuity with the land unless non-renewed or canceled. The contract is transferred to new owners when the property is sold and is binding on all successive owners.

Minimum Preservation Standards
The property owner agrees to restore, repair, maintain, and protect the property for the life of the contract in accordance with the specific historic preservation standards and conditions identified in the proper maintenance of the property (Exhibit 1, Contract Exhibit C). The proposed ten-year rehabilitation list (Exhibit 1, Contract Exhibit D) for the subject property describes the property owner’s intent to restore, rehabilitate, and maintain the interior and exterior character-defining elements of the property (Exhibit 1, Contract Exhibit B) in accordance with the Secretary of Interior’s Standards for the Treatment of Historic Properties.

Inspections and Monitoring Requirements
On behalf of the City of Oxnard, County staff inspects Mills Act properties every five years to ensure proper maintenance and rehabilitation work is completed pursuant to the terms of the contract. The initial ten-year term is the period of time in which the rehabilitation projects should be completed. In addition, property owners are required to complete an annual self-certification in order to update County staff on their progress of rehabilitating and maintaining the property.

The authority of the Cultural Heritage Board (CHB) as it relates to Mills Act contracts is set forth in Ventura County Cultural Heritage Ordinance, adopted by reference by the City of Oxnard. Specifically, Ordinance Section 1365-8 allows the CHB to make recommendations regarding applications for and administration of historical property contracts (i.e. Mills Act contracts) for properties located in the City of Oxnard to the Oxnard City Council. The Oxnard City Council is the final decision-making body for the adoption of the contract. The CHB may recommend modifications to the Mills Act contract to incorporate different or additional preservation or rehabilitation projects in the Ten-Year Rehabilitation Plan as deemed necessary, or may vote to recommend denial of the Mills Act contract if the CHB finds that the property is not eligible. The CHB does not have the authority to revise the Mills Act contract language and incorporate new conditions, though it would be feasible to include such recommendations in their resolution to the Oxnard City Council, should the majority of CHB members agree.
109
Cultural Heritage Board Staff Report – Item 9a
Case No. CH26-0038
August 3, 2026

It’s worth noting that all future alterations to the structure, including to interior character-defining features, will require issuance of a Certificate of Appropriateness from the CHB or CHB staff.

VIII. STAFF CONCLUSION:

Based on the information provided in this staff report, staff recommends approval of the Mills Act contract for the Craddock House. The property meets the eligibility requirements of the Mills Act program, and approval of the contract will support the continued preservation of the property through long‑term maintenance and rehabilitation consistent with the Secretary of Interior’s Standards for the Treatment of Historic Properties.

IX. PUBLIC COMMENTS:

No public comment regarding this item has been received to date.

X. RECOMMENDED ACTIONS:

Staff recommends the CHB take the following actions regarding the request:

1. CONDUCT public hearing, RECEIVE oral and written testimony, and CONSIDER the Planning Division staff report and all exhibits and attachments hereto;

2. CERTIFY that the CHB has reviewed and considered this staff report and all exhibits hereto, and has considered all comments received during the public comment process;

3. APPROVE findings one through four as follows:

1. Jennifer Ashley Diffley and Clayton Emery Robertson possess and own real property located at 160 South G Street, Oxnard, CA 93030;

2. The property is a qualified historical property that is privately owned, not exempt from property taxation, and is a designated Contributor to the Henry T Oxnard Historic District;

3. The owner desires to carry out the relevant purposes of the California Government Code for the entire site, the buildings’ interior and exterior, and all structures thereon; and

4. The owner desires to limit the use of the historical property to retain its characteristics as a property of historical significance; and 110
Cultural Heritage Board Staff Report – Item 9a
Case No. CH26-0038
August 3, 2026

4. ADOPT a Resolution (Exhibit 3) recommending that the Oxnard City Council approve a Mills Act historical property contract for the subject property.

Prepared by: Reviewed by:

Dillan Murray, Senior Planner Kristina Boero, Manager
Ventura County Planning Division Planning Programs Section (805) 654-5042 (805) 654-2467
Exhibits:

Exhibit 1 – Mills Act Contract
Contract Exhibit A – Legal Description
Contract Exhibit B – List of Significant Character Defining and Historic Features Contract Exhibit C – Mills Act Minimum Standards for Maintenance, Use, and Preservation
Contract Exhibit D – Mills Act Ten-Year Rehabilitation Plan Exhibit 2 – Photo Exhibit
Exhibit 3 – CHB Resolution No. 2026-9 to the Oxnard City Council 111

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OXNARD CULTURAL HERITAGE BOARD
RESOLUTTON NO. 2026-9

A RESOLUTION RECOMMENDING THE ADOPTION OF A

MILLS ACT CONTRACT FOR THE PROPERTY LOCATED AT
160 SOUTH G STREET, OXNARD, CA 93030
(wrLLrAM C. CRADDOCK HOUSE)
WHEREAS, the Ventura County Cultural Heritage Board serves as the Cultural Heritage Board for the City of Oxnard;
WHEREAS, the Oxnard Cultural Heritage Board, on August 10,2026, held a public hearing to consider a request for a "Mills Act" historical property contract ("Contract") with the property owner of the subject property, pursuant to City of Oxnard procedures and Section 50280 of the California Government Code, for all structures on-site and the site;
WHEREAS, the Oxnard Cultural Heritage Board, on August 10,2026, found the subject property is a qualified historical property that is privately owned and not exempt from property taxation, and is a designated Contributor to the Henry T Oxnard Historic District;
WHEREAS, the property owner is eligible to take advantage of the Contract benefits of potential property tax savings in exchange for rehabilitation, restoration, preservation, and maintenance of the subject property;
WHEREAS, the Contract requires that the owner agrees to complete specified preservation and rehabilitation measures over a minimum ten-year period and that the Contract is automatically renewed each year and is transferred to new owners when the property is sold.

NOW, THEREFORE, BE lT RESOLVED that the Oxnard Cultural Heritage Board recommends to the Oxnard City Council that they adopt a Mills Act contract for 160 South G Street, Oxnard, CA 93030 (William C. Craddock House) and authorizes the Mayor of Oxnard to execute a Mills Act contract for the property. A recorded copy of the contract shall be filed with the Ventura County Recorder's Office
Date 0 Gny An n
By
r
Ventura Co I Heritage Board
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RECORDING REQUESTED BY:

CITY OF OXNARD
Request recording without fee. Recorded for
Benefit of the City of Oxnard pursuant to
Section 6103 of Government Code.

WHEN RECORDED MAIL TO:

City of Oxnard
300 West Third Street
Oxnard, CA 93030
AGREEMENT A - 8635

AGREEMENT AFFECTING REAL PROPERTY
THIS AGREEMENT is made and entered into, by, and between CITY OF OXNARD, a California Municipal Corporation, hereinafter called (“CITY”) and Jennifer Ashley Diffley and Clayton Emery Robertson, wife and husband, as community property with right of survivorship, hereinafter called (“OWNER”)

R E C I T A L S
OWNER possesses and owns real property located within the City of Oxnard, as described in Exhibit A, attached hereto and incorporated herein by this reference.

The real property is qualified historical property that is privately owned, is not exempt from property taxation, and is either: (a) Listed in the National Register of Historic Places or located in a registered historic district, as defined in Section 1.191-2(b) of Title 26 of the Code of Federal Regulations; or (b) listed in any state, city, county, or city and county official register of historical or architecturally significant sites, places or landmarks. The real property is hereinafter referred to as the “Historical Property.”
Both CITY and OWNER desire to carry out the purposes of Article 12 (commencing with Section 50280) of Chapter 1 of Part 1 of Division 1 of Title 5 of the California Government Code, and Article 1.9 (commencing with Section 439) of Chapter 3 of Part 2 of Division 1 of the California Revenue and Taxation Code.

Both CITY and OWNER desire to preserve the Historical Property and, when necessary, to restore and rehabilitate the Historical Property to retain its characteristics as property of historical significance.
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A G R E E M E N T
NOW, THEREFORE, OWNER and CITY, in consideration of the mutual promises, covenants and conditions contained herein and the substantial public benefits to be derived therefrom, agree as follows:

1. Agreement Subject to California Government Code Sections 50280-50290 This Agreement is made pursuant to California Government Code Sections 50280 through 50290 and Article 1.9 (commencing with Section 439) of Chapter 3 of Part 2 of Division 1 of the California Revenue and Taxation Code, and is subject to all of the provisions of those statutes, except as modified by this Agreement.

2. Furnishing Information
Owner hereby agrees to furnish City with any and all information requested by City, which City deems necessary or advisable to enable City to determine compliance with the terms and provisions of this Agreement.

3. Preservation, Restoration and Rehabilitation of Property OWNER agrees to preserve, restore, and rehabilitate the Historical Property in conformance with the following conditions, requirements, and restrictions:
a. OWNER shall preserve and maintain the characteristics of historical significance of the Historical Property as described in Exhibit A and incorporated herein by this reference. A list of the minimum standards and conditions for maintenance, use, and preservation of the Historical Property, which shall apply to such Historical Property throughout the term of this Agreement, is attached hereto as Exhibit C and incorporated herein by this reference.
b. OWNER shall, where necessary, restore and rehabilitate the Historical Property according to the rules and regulations of the Office of Historic Preservation of the Department of Parks and Recreation, the United States Secretary of the Interior’s Standards for Rehabilitation, and the State Historical Building Code, and in accordance with schedule of rehabilitations attached hereto as Exhibit D and incorporated herein by this reference.

4. Inspections
OWNER agrees to permit periodic examinations of the interior and exterior of the Historical Property by CITY’s Cultural Heritage Board representative(s), the Assessor of Ventura 136
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County, the State Department of Parks and Recreation, and the State Board of Equalization, as may be necessary to determine OWNER’S compliance with this Agreement.

5. Annual Inspection Fee
Each year on the anniversary date of this Agreement, OWNER shall pay an annual fee listed in the City of Oxnard Planning Department’s current fee schedule for Mills Act Contract Inspections for the inspection of the Historical Property by Cultural Heritage Board representative(s).

6. Term of Agreement
The term of this Agreement shall be for a minimum period of ten years, from January 1, 2027 to and including December 31, 2037.

7. Notification by Owner
OWNER shall provide written notice of this Agreement to the Office of Historic Preservation of the State Department of Parks and Recreation within six months of the execution of this Agreement, as required by California Government Code Section 50282.

8. Automatic Renewal
On the anniversary date of this Agreement, one year shall be added automatically to the initial ten year term of the Agreement, unless Notice of Nonrenewal is given as provided in this Agreement.

9. Update of Improvement Schedule.

At least ninety (90) days prior to the tenth anniversary of the Effective Date of this Agreement, and ninety (90) days prior to every tenth (10th) anniversary thereafter, OWNER shall provide the CITY with an updated schedule of improvements and maintenance items for the Cultural Heritage Board’s review and approval, which shall not be unreasonably withheld.

Such updated schedule shall contain a list of proposed improvements and/or revisions to be accomplished during the next succeeding ten (10) years of the Agreement and a schedule for the construction of such improvements. Within thirty (30) days after the CITY’s receipt of said updated schedule, the Cultural Heritage Board shall either approve or disapprove such proposed schedule of proposed improvements, or shall respond in writing by stating what further information, if any, the Cultural Heritage Board reasonably requires in order to determine the request complete and determine whether or not to grant the requested approval. Upon receipt of such a response, the OWNER shall promptly furnish to the CITY such further information as may be reasonably requested.
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10. Notice of Nonrenewal
If in any year either OWNER or CITY desires not to renew this Agreement, that party shall serve written Notice of Nonrenewal on the other party in advance of the annual renewal date. Unless the Notice is served by OWNER at least ninety (90) days or by CITY at least sixty (60) days prior to the renewal date, one year shall automatically be added to the term of this Agreement. Upon receipt by OWNER of a Notice of Nonrenewal from CITY, OWNER may make a written protest. At any time prior to the renewal date, CITY may withdraw its Notice of Nonrenewal.

11. Effect of Notice of Nonrenewal
If in any year either party serves Notice of Nonrenewal, this Agreement shall remain in effect for the balance of the period remaining since the original execution or the last renewal of this Agreement, as the case may be.

12. Cancellation
CITY may cancel this Agreement if CITY determines OWNER has breached any of the conditions or covenants of this Agreement or has allowed the Historical Property to deteriorate to the point that it no longer meets the standards for qualified historical property. CITY may also cancel this Agreement if it determines OWNER has failed to restore or rehabilitate the Historical Property in the manner specified in this Agreement.

13. Notice of Cancellation
This Agreement cannot be cancelled until after CITY has given notice and has held a public hearing regarding the grounds of cancellation set forth in paragraph 12. Notice of the hearing shall be mailed to the last known address of OWNER of the Historical Property and to each owner of property within the historic zone where the Historical Property is located, and shall be published in accordance with Government Code Section 6061.

14. Cancellation Fee
If CITY cancels this Agreement in accordance with paragraph 12 above, OWNER shall pay a cancellation fee of 12-1/2% of the current fair market value of the Historical Property at the time of cancellation, which shall be determined by the Ventura County Assessor without regard to any restriction on the Historical Property imposed pursuant to this Agreement. The cancellation fee shall be paid to the Ventura County Auditor-Controller at such time and in such manner as he or she shall prescribe. The Ventura County auditor shall allocate the cancellation fee to each jurisdiction in the tax rate area in which the Historical Property is located in the same manner as he or she allocates the annual tax increment in that tax rate area in that fiscal year. 138
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15. Alternative Enforcement
As an alternative to cancellation of this Agreement for breach of any condition, CITY or any landowner may bring any action in court necessary to enforce the Agreement including, but not limited to, an action to enforce the Agreement by specific performance or injunction.

16. Notices
All notices required by or provided for in this Agreement shall be given in writing and may be mailed or delivered in person. If mailed, the address of OWNER shall be that last known address on CITY records, and CITY’s address shall be: Planning Division, 214 South C Street, Oxnard, California 93030. Deposit of notice in the mail, postage prepaid, shall be deemed receipt of the notice.

17. No Compensation
OWNER shall not receive any payment from CITY in consideration of the obligations imposed under this Agreement, it being recognized and agreed that the consideration for the execution of this Agreement is the substantial public benefit to be derived therefrom and the advantage that will accrue to OWNER as a result of the effect upon the assessed value of the Historical Property on account of the restrictions on the use and preservation of the Historical Property.

18. Remedy if Agreement Held Not an Enforceable Restriction If a court determines, and that determination is not appealed or is upheld on appeal, that this Agreement does not constitute an enforceable restriction within the meaning of the applicable provisions of California Government Code and the California Revenue and Taxation Code, except for an unenforceability arising from the cancellation or nonrenewal of this Agreement, for any tax year during the Term or any renewal of this Agreement, then this Agreement shall be null and void and without further effect and the Historical Property subject to this Agreement shall from that time be free from any restriction whatsoever under this Agreement without any payment or further act of the parties to the Agreement.

19. Eminent Domain Proceedings
In the event that the Historical Property is acquired in whole or in part by eminent domain or other acquisition by any entity authorized to exercise the power of eminent domain, and the acquisition is determined by CITY to frustrate the purpose of this Agreement, the Agreement shall be cancelled and no fee shall be imposed under Government Code Section 50286. This Agreement shall be deemed null and void for all purposes of determining the value of the property so acquired.
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20. Recordation
No later than 20 days after CITY enters into this Agreement, the City Clerk of the City of Oxnard shall record a copy of the Agreement (with properly notarized signatures of the Agreement signatories). This Agreement shall be recorded on or before the lien date for the fiscal year in which the valuation, pursuant to Revenue and Taxation Code Section 439 et seq., will apply. From and after the time of recordation, this Agreement shall impart notice thereof to all persons, as is afforded by the recording laws of the State.

21. Successors and Assigns
This Agreement is binding upon and shall inure to the benefit of all successors in interest of OWNER. A successor in interest shall have the same rights and obligations under this Agreement as the original OWNER who entered into this Agreement.

22. Amendments.

This Agreement may be amended, in whole or in part, only by a written and recorded instrument executed by the parties hereto, except that the CITY’s Planning and Environmental Services Manager and OWNER are authorized to amend the list of required rehabilitation projects described in Exhibit D.

23. Administration.

This Agreement shall be administered by the CITY’s Planning Manager (or his/her designated representative) following approval of this Agreement by the Oxnard City Council.

The CITY shall maintain authority of this Agreement through the CITY’s Planning Manager (or his/her authorized representative). The CITY’s Planning Manager, upon mutual agreement with the OWNER, shall have the authority to issue interpretations, waive provisions and enter into amendments of Exhibit D of this Agreement on behalf of the CITY so long as such actions do not change the uses permitted on the Historic Property or the purpose of this Agreement, and such amendments may include extensions of time specified in Exhibit D. All other waivers or amendments shall require the written approval and consent of the Oxnard City Council.

IN WITNESS WHEREOF, CITY and OWNER have caused their names to be affixed hereto by the proper officers thereof. This Agreement is signed and executed this _____ day of October, 2026.
[SIGNATURES ON FOLLOWING PAGE]
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CITY OF OXNARD OWNER/S
________________________________
Luis A. Mc Arthur, Mayor Jennifer Ashley Diffley, Owner ________________________________
Clayton Emery Robertson, Owner
ATTEST:

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

Stephen M. Fischer, City Attorney
APPROVED AS TO CONTENT:

Jeff Pengilley, Community Development Director
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EXHIBIT A

Legal Description of Property
William C. Craddock House
160 S G Street, Oxnard CA 93030
APN 202-0-030-200
Real Property in the City of Oxnard, County of Ventura, State of California, described as follows:

Lot 13, in Block 1 of Walter H. Lathrop Subdivision, in the City of Oxnard, County of Ventura, State of California, as per Map Recorded in Book 5, Page(s) 21 1/2 of Maps, in the Office of the County Recorder of said County.
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EXHIBIT B

List of Significant Character-Defining and Significant Historic Features William C. Craddock House
160 S G Street, Oxnard CA 93030
Exterior:
• The property is a one-story, three-bay stucco residence constructed around 1924 for William C. Craddock, a real estate salesman. It was designed in the French Eclectic style, specifically French provincial, characterized by its steeply pitched hipped roof, asymmetrical facade, and curved wall profile. • The facade is dominated by a large arched multi-light Palladian window with an operable central pair of French doors, topped by a fixed fanlight and flanked by tall vertical sidelights. The window opening is framed with subtle pilasters and a deep stucco sill, emphasizing verticality. Above this feature, the front-facing gable terminates in a gently curved parapet, a hallmark of French Revival residential design. Centered just beneath the eaves is a recessed niche with shelf bracket, likely intended for a decorative urn or religious figure. • The front entrance is slightly recessed beneath a small portico, with a gently sloping gable extension, and is framed by modest, square columns. The windows throughout the house are a mix of fixed multi-light and awning-style with squared stucco sills.
• The roof is clad in flat concrete shingle tiles, shaped and patterned to resemble slate, and includes minimal eaves with exposed rafter tails. A simple, rectangular chimney with a tapered stack and clay chimney pot projects from the rear gable end.
• The residence retains high material integrity, with its original fenestration, stucco cladding, and roofline unaltered. It reflects the regional popularity of French Eclectic and Storybook styles in Southern California residential construction during the 1920s and 1930s.
• The detached garage retains its stucco cladding, fenestration, and roofline, and features a recessed niche with an integrated shelf bracket centered beneath the eaves, likely intended for a decorative object.

Interior:
• Living room:
o The rectangular living room features an angled or pitched ceiling and three original windows, the largest being French patio doors leading to the outside. The room retains its original wooden door trim, picture rails, and hardwood floors.
o The living room fireplace retains a simple wood mantel and surround that appear consistent with the home's period of construction. The hearth is 143

EXHIBIT B

finished with square ceramic tile that also appears consistent with the building's early construction.
• Dining room:
o The dining room features a high coved ceiling and three original windows, all wooden with original glass. The room retains its original wooden door trim, picture rails, and hardwood floors.
• Kitchen:
o The kitchen features original built-in cabinets, one of which is a California cupboard.
o A recessed ceramic soap holder is set into the backsplash above the sink and appears to be an early or original fixture.
• Bathrooms:
o The guest bathroom retains its original sink, built-in medicine cabinet, and sink cabinet.
o The primary bathroom retains its original sink and built-in medicine cabinet, flanked by double wall sconces on either side of the medicine cabinet. It also retains a recessed ceramic soap holder integrated into the backsplash above the sink that appears to be an early or original fixture.

The bathroom features a floor of small rectangular tiles laid in a herringbone pattern that appears consistent with the home's early construction.
• Office:
o Features original wooden trim, original casement windows, original plaster, and original hardwood floors
• Hallway:
o The hallway retains its original built-in telephone nook. 144

EXHIBIT C

Mills Act Minimum Standards for Maintenance, Use, and Preservation

1. A property will be used as it was historically or be given a new use that requires minimal change to its distinctive materials, features, spaces and spatial relationships.

2. The historic character of a property will be retained and preserved. The removal of distinctive materials or alteration of features, spaces and spatial relationships that characterize a property will be avoided.

3. Each property will be recognized as a physical record of its time, place and use. Changes that create a false sense of historical development, such as adding conjectural features or elements from other historic properties, will not be undertaken.

4. Changes to a property that have acquired historic significance in their own right will be retained and preserved.

5. Distinctive materials, features, finishes and construction techniques or examples of craftsmanship that characterize a property will be preserved.

6. Deteriorated historic features will be repaired rather than replaced. Where the severity of deterioration requires replacement of a distinctive feature, the new feature will match the old in design, color, texture and, where possible, materials. Replacement of missing features will be substantiated by documentary and physical evidence.

7. Chemical or physical treatments, if appropriate, will be undertaken using the gentlest means possible. Treatments that cause damage to historic materials will not be used.

8. Archeological resources will be protected and preserved in place. If such resources must be disturbed, mitigation measures will be undertaken.

9. New additions, exterior alterations or related new construction will not destroy historic materials, features and spatial relationships that characterize the 145

EXHIBIT C

property. The new work will be differentiated from the old and will be compatible with the historic materials, features, size, scale and proportion, and massing to protect the integrity of the property and its environment.

10.New additions and adjacent or related new construction will be undertaken in such a manner that, if removed in the future, the essential form and integrity of the historic property and its environment would be unimpaired.

Source: Morton, W. B., Grimmer, A. E., Weeks, K. D., & United States. (1992). The Secretary of the Interior's standards for rehabilitation & illustrated guidelines for rehabilitating historic buildings. Washington, D.C: U.S. Department of the Interior, National Park Service, Cultural Resources, Preservation Assistance Division. 146

EXHIBIT D

Mills Act Ten-Year Rehabilitation Plan
William C. Craddock House
160 S G Street, Oxnard CA 93030
Year Proposed Project* Estimated
Cost
Year 1 Window repair - Repair original wooden windows (5) $9,000 Year 2 Window repair - Repair original wooden windows (5 more) $9,000 Year 3 Window repair - Repair original wooden windows (5 more) $9,000 Year 4 Masonry - Repair tile hearth and surround $4,000 Year 5 Plastering - Replace/repair exterior cracks $7,000 Year 6 Gutters and downspouts - Replace and upgrade
Kitchen - New counters
$5,000
$7,000
Year 7 Architectural trim - Repair on exterior of house and garage Painting - Exterior
$3,000
$20,000
Year 8 Bathroom tile (master) - Repair
Door - Replace laundry room
Fence - Repair gates
Garage door - Replace; repair/repaint side door
$10,000
$2,000
$9,000
$2,000
Year 9 Roof - Strip and install new $20,000
Year 10 Bathroom tile (guest) - Replace
Plastering - Refinish laundry room (including ceiling)
Cabinets - New built-in laundry room
$10,000
$5,000
$7,000
*Please note that projects that affect the residence (exterior or interior) are subject to the Cultural Heritage Board (CHB) or CHB staff review and approval prior to work commencing. Work must meet all Building Code and Zoning Ordinance requirements and the Secretary of the Interior’s Standards for the Treatment of Historic Properties. 147
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Table of Contents
Sec. 1360. TITLE.

Sec. 1361. PURPOSE AND FINDINGS.

Sec. 1362. APPLICABILITY OF ORDINANCE.

Sec. 1363. DEFINITIONS.

Sec. 1364. CULTURAL HERITAGE BOARD.

Sec. 1365. FUNCTIONS AND POWERS.

Sec. 1366. DESIGNATION OF CULTURAL HERITAGE SITES.

Sec. 1367. DEFINITION AND DESIGNATION CRITERIA FOR DESIGNATION OF CULTURAL HERITAGE SITES.

Sec. 1368. REMOVAL OF, OR DOWNGRADE OF, DESIGNATIONS.

Sec. 1369. CULTURAL HERITAGE PROGRAM REQUIREMENTS AND PROHIBITIONS.

Sec. 1370. INCENTIVES FOR PRESERVING HISTORIC RESOURCES.

Sec. 1371. PROCESS FOR CERTIFICATE OF APPROPRIATENESS.

Sec. 1372. PROCESS FOR CERTIFICATE OF REVIEW.

Sec. 1373. APPEALS.

Sec. 1374. ACQUISITION OF DESIGNATED CULTURAL HERITAGE SITES.

Sec. 1375. MUNICIPAL CULTURAL HERITAGE.

Sec. 1376. FUNDS.

Sec. 1377. COOPERATION.

Sec. 1378. EXPENSES.

Sec. 1379. VIOLATIONS AND ENFORCEMENT.
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ORDINANCE NO. L}/., 0 Lj

AN ORDINANCE OF THE VENTURA COUNTY BOARD OF

SUPERVISORS REPEALING AND REENACTING
ARTICLE 5 OF CHAPTER 3 OF DIVISION 1 OF

THE VENTURA COUNTY ORDINANCE
CODE, BEGINNING AT SECTION 1360,

ADDRESSING CULTURAL HERITAGE
The Board of Supervisors of the County of Ventura ordains as follows:

Section 1. Article 5 of Chapter 3 of Division 1 of the Ventura County Ordinance Code, beginning at Section 1360, is hereby repealed and the subject matter therein is reenacted to read as follows:

Article 5 - Cultural Heritage
Sec. 1360. TITLE. This Article shall be known as and may be cited as the "Ventura County Cultural Heritage Ordinance".

Sec. 1361. PURPOSE AND FINDINGS. The purpose of this Article is to promote the economic and general welfare of the County of Ventura by preserving and protecting public and private historic, cultural and natural resources which are of special historical, archaeological, or aesthetic character or interest, or relocating or recreating such resources where necessary for their preservation and for their use, education, and view by the general public. This Article is intended to allow for the identification, inventory, preservation, and protection of cultural, historical, paleontological, and archaeological resources in Ventura County, including Native American resources, for their scientific, educational, and cultural value, consistent with the Ventura County General Plan. All such efforts are taken to make the citizens of this county, visitors, and tourists mindful of the rich historical, cultural, and natural heritage of the county.

The Board of Supervisors finds that Ventura County's cultural heritage is constantly being impacted by removal, demolition, earthquakes, and other alterations of sites and structures as documented in the 2000 Ventura County Historic Preservation Plan.

To offset this adverse impact on our cultural environment, the Board of Supervisors finds that strengthening efforts to preserve and protect this heritage, combined with incentives for those willing to participate in this effort, are necessary. This strengthening will also benefit the economic and general welfare of Ventura County and, therefore, the Board of Supervisors finds that the changes as developed and recommended in the Ventura County Historic Preservation Plan are necessary.

Sec. 1362. APPLICABILITY OF ORDINANCE. The Cultural Heritage Ordinance shall have force and effect only in the unincorporated areas of Ventura County. However, any designated Districts, Landmarks, Sites of Merit, or Points of Interest (hereafter referred to as designated Cultural Heritage Sites) existing as of the effective date of this Article, regardless of their location in the county, shall retain their declared status. At any time in the future, if the territory upon which a designated Cultural 21Page
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Heritage Site is annexed to any city, the site shall also retain its designated status.

Sec. 1363. DEFINITIONS. Application of Definitions: Unless the provision or context otherwise requires, the definitions of words and terms as follows shall govern the construction of this Chapter.
"Alteration": Any change affecting the exterior character-defining features of a potential or designated Cultural Heritage Site, including actions that affect the integrity of the resource. For a Cultural Heritage Site subject to a Mills Act contract, alteration shall include any change affecting the interior character-defining features thereof. "Board of Supervisors": The County of Ventura Board of Supervisors. "California Historical Building Code": The California Historical Building Code is a set of regulations contained in Part 8 of Title 24 (State Building Standards Code) of the California Code of Regulations (and authorized by statute under Health and Safety Code sections 18950 et seq.) that applies to all qualified historical structures, Districts, and sites designated under federal, state, or local authority. It provides alternatives to the Uniform Building Code for the rehabilitation, preservation, restoration, or relocation of qualified historic structures, Districts, and sites.
"Certificate of Appropriateness": An authorization issued by the Cultural Heritage Board or its designee which generally indicates that the proposed subdivision, rezoning, maintenance, acquisition, stabilization, preservation, reconstruction, protection, alteration, restoration, rehabilitation, remodeling, addition, change of use, demolition, relocation, change, remodeling or other project affecting a potential or designated Cultural Heritage Site will not reduce its cultural heritage values, or prevent the eligibility of a Potential Cultural Heritage Site to become a designated Cultural Heritage Site.
"Certificate of Review": An action by the Cultural Heritage Board or its designee documenting its consideration of, and recommendations, regarding the effects, including environmental effects to historic resources, of permit actions on a potential or designated Cultural Heritage Site, where a Certificate of Appropriateness is not required. “Certified Local Government”: The program authorized by the National Historic Preservation Act of 1966 (16 U.S.C. section 470 et seq.) and the subsequent participatory agreement between the County and the State of California Office of Historic Preservation.
"Character-Defining Features": The physical aspects of a site’s design and form which identify it as belonging to a specific time and place. Design, materials, workmanship, form, and style of decorative and structural features and spaces, and spacial relationships both interior, exterior, and environmental. A building, for example, may have character-defining features that include, but are not limited to, the overall shape, massing and form of the building, its roof and roof structures, openings, projections, trim, materials, craftsmanship, decorative details, as well as the various aspects of its site, landscape, and environment.
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"Cultural Heritage": Pertaining to the sum total of traditions and body of knowledge that are inherited as possessions, characteristics, or conditions expressing a traditional way of life subject to gradual but continuous modifications by succeeding generations.
"Cultural Heritage Board": The County of Ventura Cultural Heritage Board established by this Article.
"Cultural Heritage Site": An improvement, natural feature, site, or District that has completed the legally required procedures stipulated in this Article to have it designated by the Cultural Heritage Board or the Board of Supervisors as a District, Landmark, Site of Merit, or Point of Interest.
"Demolition": The complete destruction or removal of a structure, tree, landscaping, or natural feature identified as a character-defining feature; the cumulative removal of more than 50 percent of the perimeter walls, roof, or floor area of a structure; or the removal of a substantial portion of a street-facing façade visible from the public right-of-way.
"District": A geographically definable area, urban or rural, possessing a significant concentration, linkage, or continuity of sites, landscapes, structures, or objects, united by past events or aesthetically by plan or physical developments. A district may also be composed of individual elements separated geographically but linked by association or history.
"District Contributor": A building, structure, site, feature, or object within a District that embodies the significant physical characteristics and features thereof, or adds to the historical associations, historic architectural qualities, or archaeological values identified for the District, and was present during the period of significance, relates to the documented significance of the property, and possesses historic integrity or is capable of yielding important information about the period.
"District Non-Contributor": A building, structure, site, feature, or object within a defined District that is not associated with the significance of the District or was not present during the period of significance, or has been altered to the extent that it no longer retains integrity. A District Non-Contributor shall not be precluded from being individually eligible as a Site of Merit or Landmark under different significance criteria. "Downgrade": A reduction in the status of a designated Cultural Heritage Site, such as a re-designation of a Landmark to a Site of Merit or Point of Interest. "Historic Context": A broad pattern of historical development in a community or its region, which may be represented by historic or prehistoric resources. “Integrity”: Ability of a property to convey its historical significance, or the authenticity of a property’s historic identity, evidenced by the survival of physical 163
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characteristics and materials that existed during the property’s historic or pre-historic period of significance. A property would typically possess several (although not necessarily all) of the following seven aspects of integrity, as defined in National Register Bulletin 15, to convey its significance: Location, Design, Setting, Materials, Workmanship, Feeling, and Association.
"Landmark": An improvement, natural feature, or site of historical, prehistorical, architectural, community, or aesthetic merit which meets the criteria specified in this Article and has been so designated by the Cultural Heritage Board or the Board of Supervisors according to the provisions of this Article. "Owner": Those individuals, partnerships, corporations, or public agencies holding fee simple title to a resource. The term does not include individuals, partnerships, corporations, or public agencies holding easements or less than fee simple interests, including leaseholds, in a resource property. "Period of Significance": The span of time in which a property attained the significance for which it meets the designation criteria. "Point of Interest": The location of, or site of, a former improvement or natural feature, or event possessing historical or cultural characteristics which satisfy the provisions of this Article.
"Potential Cultural Heritage Site": An improvement, natural feature, or site of historical, architectural, community, or aesthetic merit which may meet the criteria specified in this Article and has not yet been officially designated by the Cultural Heritage Board or the Board of Supervisors as a District, Landmark, Site of Merit, or Point of Interest. A Potential Cultural Heritage Site may consist of a property listed in the National Register of Historic Places or California Register of Historical Resources that has not completed the legally required procedures for designation as a Cultural Heritage Site stipulated in this Article.
"Preservation" (treatment): The act or process of applying measures necessary to sustain the existing form, integrity, and materials of a historic property. Work, including preliminary measures to protect and stabilize the property, generally focuses upon the ongoing maintenance and repair of historic materials and features rather than extensive replacement and new construction. New exterior additions are not within the scope of this treatment; however, the limited and sensitive upgrading of mechanical, electrical, and plumbing systems and other code-required work to make properties functional is appropriate within a preservation project.
"Protection" (treatment): The act or process of applying measures to affect the physical condition of a historical resource by guarding it from deterioration, loss, or attack by natural causes, or to cover or shield it from threat of danger or harm.

In the case of buildings or structures, these measures are usually temporary; however, with regard to archaeological resources, protective measures may be temporary or permanent.
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"Reconstruction" (treatment): The act or process of depicting, by means of new construction, the form, features, and detailing of a non-surviving site, landscape, building, structure, or object for the purpose of replicating its appearance at a specific period of time and in its historic location.
"Rehabilitation" (treatment): The act or process of making possible a compatible use for a property through repair, alterations, and additions while preserving those portions or features which convey its historical, cultural, or architectural values. "Relocation": The removal of a potential or designated Cultural Heritage Site from its original location and placement at a new location. "Restoration" (treatment): The act or process of accurately depicting the form, features, and character of a property as it appeared at a particular period of time by means of the removal of features from other periods in its history and reconstruction of missing features from the restoration period. The limited and sensitive upgrading of mechanical, electrical, and plumbing systems and other code-required work to make properties functional is appropriate within a restoration project. "Secretary of the Interior's Professional Qualification Standards": The minimum education and experience required to perform identification, evaluation, registration, and treatment activities (36 Code of Federal Regulations Part 61, as may be amended). "Secretary of the Interior's Standards": The United States Secretary of the Interior's Standards for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings, or the Secretary of the Interior's Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings (U.S. Dept. of Interior, National Park Service Technical Preservation Series, 2017 ed., as may be amended).
"Site of Merit": A site of historical, cultural, architectural, or aesthetic merit which has not been officially otherwise designated and has been surveyed according to Federal standards as required by the County of Ventura’s Certified Local Government agreement. Said sites are listed in a Board of Supervisors approved survey with a National Register status code of 1 through 5 and have been designated by the Cultural Heritage Board or the Board of Supervisors according to the provisions of this Article. "Stabilization" (treatment): The act or process of applying measures designed to establish a weather resistant enclosure and the structural stability of an unsafe or deteriorated property, or one which has the potential to deteriorate or to become unsafe, while maintaining the essential form as it exists at present.

Sec. 1364. CULTURAL HERITAGE BOARD. The Cultural Heritage Board is hereby established, the membership and term of appointment of which shall be as follows:

Sec. 1364-1. Supervisorial Appointees. One person who has demonstrated interest in and knowledge of historic preservation and the cultural resources of the County shall be selected by each of the five members of the Board of 165
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Supervisors, and confirmed by a majority of the Board of Supervisors thus providing representation from each Supervisorial District.

Where feasible, Board members shall be appointed from among professionals in the disciplines of architecture, history, architectural history, planning, archaeology, or other historic preservation-related disciplines, such as urban planning, American studies, American civilization, cultural geography, or cultural anthropology, to the extent that such professionals are available in the community; or persons who have demonstrated special interest, competence, experience, or knowledge in historic preservation, American studies, cultural anthropology, cultural geography, or other historic preservation-related disciplines.

Sec. 1364-2. Cultural Heritage Board Appointment of Members At Large. Two additional Ventura County residents who have demonstrated special interest, competence, experience, or knowledge in historic preservation, American studies, cultural anthropology, cultural geography, or other historic preservationrelated disciplines shall be selected and confirmed by a majority of the Board of Supervisors.

Sec. 1364-3. Term of Appointment. The term of appointment of the Supervisorial appointees shall be for four years corresponding to the established dates of regular Supervisorial terms of office.

If for any reason an incumbent Supervisor's term of office ends prematurely, the appointed Cultural Heritage Board member from that District shall remain in service on the Cultural Heritage Board until the new Supervisor from that Supervisorial District appoints a replacement member.

The term of appointment of Cultural Heritage Board at-large appointees shall be four years, commencing from the date of appointment.

Sec. 1365. FUNCTIONS AND POWERS. The functions and powers of the Cultural Heritage Board shall be:

Sec. 1365-1. Designation and Removal of Designation of Cultural Heritage Sites.

Upon providing notice to the property owner and conducting a public hearing, the Cultural Heritage Board shall: (a) identify and designate Cultural Heritage Sites, and (b) when justified, remove such designations.

Sec. 1365-2. Forward Recommendations. The Cultural Heritage Board shall make recommendations to policy makers and related staff members on issues related to the preservation and enhancement of cultural, historic, and natural features in unincorporated Ventura County as well as its cities, pursuant to any adopted contract for cultural heritage services with the County.

Sec. 1365-3. Recommend Placement in the National Register of Historic Places or California Register of Historical Resources. The Cultural Heritage Board shall recommend to the Board of Supervisors that the County nominate to the 166
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appropriate agency County designated Cultural Heritage Sites to be listed in the National Register of Historic Places or California Register of Historical Resources which have historical significance, which meet National or State Register criteria, and where the registration would assist in preservation.

Sec. 1365-4. Establish Markers. The Cultural Heritage Board shall determine which designated Cultural Heritage Sites shall be marked with uniform and distinctive markers, the text and design of which shall be approved by the Cultural Heritage Board.

Sec. 1365-5. Recommend Zoning. The Cultural Heritage Board shall recommend to the Board of Supervisors that a specific property or area be designated a historic or scenic zone, as set forth in the County’s zoning ordinances.

Sec. 1365-6. Establish Bylaws. The Cultural Heritage Board shall adopt such Bylaws as are necessary to carry out the purpose and intent of this Article.

Sec. 1365-7. Recommend Amendments. The Cultural Heritage Board may recommend to the Board of Supervisors amendments to this Article as needed.

Sec. 1365-8. Preservation of Cultural Heritage Sites. The Cultural Heritage Board may take steps necessary to preserve Cultural Heritage Sites when not in conflict with the public health, safety, and general welfare. Such steps may include the designation of Cultural Heritage Sites; the creation of civic and citizens' committees; the establishment of a private fund for the acquisition or restoration of such sites; recommendations that such sites be acquired by a governmental agency where private acquisition is not feasible; and recommendations regarding applications for, and administration of, historical property contracts (Mills Act contracts) pursuant to Government Code section 50280 et seq.

Sec. 1365-9. Conduct Surveys. The Cultural Heritage Board or its designee may establish criteria for and conduct or cause to be conducted comprehensive surveys in conformance with Federal and State survey standards and guidelines for cultural heritage resources within the boundaries of the County which the Cultural Heritage Board, on the basis of information available or presented to it, has reason to believe may be eligible for designation. Said surveys shall include notification to all affected property owners prior to acceptance of the surveys by the Cultural Heritage Board. The Cultural Heritage Board may publicize and periodically update the surveys' results. Said surveys will include all Federal and State designated cultural heritage sites.

Sec. 1365-10. Issue Certificates of Appropriateness. The Cultural Heritage Board or its designee shall issue Certificates of Appropriateness for proposals to construct, change, alter, modify, remodel, remove, or significantly affect any potential or designated Cultural Heritage Site which require a Certificate of Appropriateness as provided in this Article.
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Sec. 1365-11. Conduct Reviews. The Cultural Heritage Board or its designee shall, by Certificate of Review, review applications for permits to construct, change, alter, modify, remodel, remove, or significantly affect any potential or designated Cultural Heritage Site. This section applies only to sites not requiring a Certificate of Appropriateness and shall not apply in the case of demolition.

Sec. 1365-12. Conduct Environmental Reviews. The Cultural Heritage Board or its designee shall review all applications for discretionary permits pursuant to the County’s adopted Initial Study Assessment Guidelines.

Sec. 1366. DESIGNATION OF CULTURAL HERITAGE SITES.

Sec. 1366-1. The Cultural Heritage Board shall have the authority to designate Cultural Heritage Sites where the property owner has no objection to a site's designation.

Where the property owner objects to said designation prior to final action by the Cultural Heritage Board, the action of the Cultural Heritage Board shall become a recommendation to the Board of Supervisors which has the final authority for the designation.

A nomination for the designation of a Cultural Heritage Site may be filed by the property owner of the site or the County Resource Management Agency. A nomination for consideration of the designation of a Cultural Heritage Site, upon a presentation by staff at a future hearing, may also be initiated directly by a member of the Cultural Heritage Board if approved by a properly carried motion.

Sec. 1366-2. After a public hearing, preceded by a 15 day notice to the property owner(s), the Cultural Heritage Board may designate a site as the following:

District, Landmark, Site of Merit, or Point of Interest, if the applicable criteria of Sections 1367 and 1367-1 are met.

Sec. 1366-3. The Cultural Heritage Board may designate a site on an interim basis for no more than 60 days after said decision while it conducts and assesses evaluations/surveys of the site to determine if it should receive a formal designation as a Cultural Heritage Site. Such designation shall be preceded by a 15 day notice to property owner(s).

Sec. 1367. CRITERIA FOR DESIGNATION OF CULTURAL HERITAGE SITES.

For purposes of this Article, a site may be designated a Cultural Heritage Site by the Cultural Heritage Board or Board of Supervisors, as provided in this Article, if it meets the applicable criteria below.
a. Landmarks - Satisfy one or more of the below criteria of significance, in addition to retaining sufficient integrity. In evaluating integrity, the authenticity of the resource's physical identity shall be established by evidence of lack of deterioration and significant survival of the 168
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characteristics that existed during its period of significance. This shall be evaluated with regard to the retention of location, design, setting, materials, workmanship, feeling, and association, consistent with applicable National Register of Historic Places Bulletins for evaluating historic properties. (1) It is associated with events that have made a significant contribution to the broad patterns of Ventura County history;
(2) It is associated with the lives of significant persons in Ventura County’s past;
(3) It embodies the distinctive characteristics of a type, period, or method of construction, or represents the work of a master, or possesses high artistic values, or represents a significant and distinguishable entity whose components may lack individual distinction;
(4) It has yielded, or may be likely to yield, information important in history or prehistory.
b. Sites of Merit - Satisfy all of the following criteria:
(1) Sites of historical, architectural, community, or aesthetic merit which have not been designated as Landmarks or Points of Interest, but which are deserving of special recognition; (2) Board of Supervisors approved surveyed sites with a National Register status code of 1 through 5; and
(3) Retain sufficient integrity as described in Sec. 1367(a). c. Points of Interest - Satisfy one of the following criteria:
(1) The site of a building, structure or object that no longer exists, but was associated with historic events, important persons, or embodied a distinctive character or architectural style; or (2) A site that has historical significance, but has been altered to the extent that the integrity of the original workmanship, materials, or style has been substantially compromised; or
(3) The site of a historic event which has no distinguishable characteristics other than that a historic event occurred at that site, and the site is not of sufficient historical significance to justify the establishment of a Landmark.
d. Districts - Satisfy all of the following criteria:
(1) Possesses a significant concentration, linkage, or continuity of sites, buildings, structures, or objects united historically or aesthetically 169
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by plan or physical development;
(2) Has precisely mapped and defined boundaries based upon a shared relationship among the properties constituting the District; (3) Has at least one of the criteria for significance of Sec. 1367(a); and
(4) Retains sufficient integrity as described in Sec. 1367(a).

Sec. 1367-1. Additional Designation Standards. In addition to meeting the criteria in Sec. 1367, all the standards below must be met before a site becomes a designated Cultural Heritage Site. This section shall not apply in the determination of whether a site is eligible for Cultural Heritage Site designation. a. It shall have historic, aesthetic or special character or interest for the general public, and not be limited in interest to a special group of persons;
b. Its designation shall not require the expenditure by the County of Ventura of any amount of money not commensurate with the value of the object to be preserved; and
c. Its designation shall not infringe upon the rights of a private owner thereof to make reasonable uses thereof which are not in conflict with the purposes of this Article.

Sec. 1368. REMOVAL OR DOWNGRADE OF DESIGNATIONS. An application for the removal or downgrade of the designation of a Cultural Heritage Site may be filed by its property owner, by the County Resource Management Agency, or directly by the Cultural Heritage Board or a member of the Cultural Heritage Board if approved by a properly carried motion. If a designated Cultural Heritage Site is defaced, demolished, added to, altered, or moved, or damaged by natural disaster, including but not limited to, earthquake, fire, or flood, and the Cultural Heritage Board determines that the site's integrity has been impacted, through no fault or neglect of the property owner, to the extent that it no longer meets the criteria for a Cultural Heritage Site, the Cultural Heritage Board shall remove or downgrade its designation. Removal or downgrade actions shall take place following a public hearing preceded by a 15-day notice to the property owner. Private property applicant requests for removal or downgrade of designations shall, as determined necessary by the Planning Director, provide a historic resource report prepared by a professional architectural historian meeting the Secretary of the Interior's Professional Qualification Standards demonstrating the loss of integrity to the Cultural Heritage Site, or, in the instance of a natural disaster, a report demonstrating the loss of integrity due to natural disaster.

Sec. 1369. CULTURAL HERITAGE PROGRAM REQUIREMENTS AND
PROHIBITIONS.
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Sec. 1369-1. List of Properties Potentially Eligible for Cultural Heritage Site Designation. The County Resource Management Agency shall maintain record of known Potential Cultural Heritage Sites within its applicable land use permitting system. Said list shall also include Ventura County sites listed in the National Register of Historic Places and California Register of Historical Resources.

Sec. 1369-2. Survey Results. Any list of Cultural Heritage resources which may be eligible for designation as Cultural Heritage Sites resulting from a historic survey shall contain a statement indicating, where appropriate, that sites are private and not open to the public.

Sec. 1369-3. Local Register of Historic Places. The County Resource Management Agency shall maintain a register of designated Cultural Heritage Sites.

Sec. 1369-4. Pending Designations. For Cultural Heritage Sites pending designation by the Board of Supervisors, from the time the Cultural Heritage Board adopts its recommendation until the time the Board of Supervisors either declares or determines not to declare the Cultural Heritage Site, the property owner is prohibited from defacing, demolishing, adding to, altering, or removing any feature of the Cultural Heritage Site. This time period is not to exceed 90 days. This section shall not apply to designation of Points of Interest.

Sec. 1369-5. Potential and Designated Cultural Heritage Sites. For those properties that are potentially eligible for Cultural Heritage Site designation and for those properties that have previously been designated Cultural Heritage Sites, the property owner is prohibited from defacing, demolishing, adding to, altering, or removing the potential or designated Cultural Heritage Site until a Certificate of Review or Certificate of Appropriateness, as required, has been processed pursuant to Sections 1371 or 1372, respectively.

Sec. 1369-6. Recordation of Cultural Heritage Site Designation. All designations of Cultural Heritage Sites by the Cultural Heritage Board or Board of Supervisors shall be submitted to the County Clerk and Recorder by means of a certified resolution establishing the designation, which shall be recorded by the County Clerk and Recorder. When the designation of a Cultural Heritage Site is modified, downgraded, or removed, a certified resolution establishing the modification, downgrade, or removal of the designation, shall be submitted to the County Clerk and Recorder, which shall be recorded by the County Clerk and Recorder.

Sec. 1369-7. Maintenance. The owner, lessee, or other person with actual possession, care, or control of a designated Landmark or District Contributor shall perform maintenance and repairs as needed to prevent the deterioration, decay, or degradation of the property in accordance with the International Property Maintenance Code, as adopted by the Board of Supervisors on November 5, 2019 and as may be amended. Additionally, it is the intent of this section to preserve from deliberate or inadvertent neglect the exterior features of a designated 171
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Landmark or District Contributor and the interior portions thereof when such maintenance is necessary to prevent deterioration, decay, or degradation of the exterior.

Sec. 1370. INCENTIVES FOR PRESERVING HISTORIC RESOURCES. The following incentives are available where specified to encourage the preservation, maintenance, and appropriate rehabilitation of historic resources, to encourage investment in historic properties, and to aid property owners with potential financial burdens.

Sec. 1370-1. Historical Property Contracts (Mills Act Contracts). The purpose of this section is to implement State of California law (Government Code sections 50280 et seq., or any successor statutes), allowing the approval of Historical Property Contracts by establishing a uniform procedure for the owners of qualified historic properties within unincorporated Ventura County to enter into contracts with the County for purposes of reducing property taxes. For the purposes of Sec. 1370-1, a qualified property shall be a Landmark or District Contributor designated pursuant to the legally required procedures stipulated in this Article. The required provisions of a Historical Property Contract shall be those required by State of California law, including the following specifications:
a. The contract term shall be 10 years minimum, with automatic renewal yearly on the anniversary of the contract date;
b. The contract agreement is to assist the preservation of the historic resource; therefore, restoration, and rehabilitation of the property shall conform to the rules and regulations of the State of California Office of Historic Preservation, the Secretary of the Interior's Standards, and the California Historical Building Code;
c. The owner agrees to permit periodic examination of the interior and exterior of the premises by the County Assessor, the Department of Parks and Recreation, the State Board of Equalization, and the County, as may be necessary to verify the owner's compliance with the contract agreement, and to provide any information requested to ensure compliance with the contract agreement;
d. The contract shall be binding on all successors-in-interest of the owner to the benefits and burdens of the contract; and
e. The procedure for notice of non-renewal by the owner or the County, shall be as identified in State law (Government Code sections 50280 et seq., or any successor statutes).

In addition, the contract shall state that the County may cancel the contract if it determines that the owner has breached any of the conditions of the contract or has allowed the property to deteriorate to the point that it no longer meets the significance criteria under which it was designated. In addition, the contract shall 172
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state that if the County cancels the contract for any of these reasons the owner shall pay a cancellation fee of twelve and one-half percent of the full value of the property at the time of cancellation, as determined by the County Assessor without regard to any restriction on the property imposed by the Historical Property Contract. The Planning Director, or designee, shall issue administrative guidelines for implementation of the Historical Property Contract process.

Sec. 1370-2. California Historical Building Code. The California Historical Building Code provides alternative building regulations for permitting repairs, alterations, and additions necessary for the preservation, rehabilitation, relocation, related construction, change of use, or continued use of a qualified historical building or structure, as defined by the Ventura County Building Code. Any qualified historical building or structure may, upon request of the applicant for a permit, be subject to the provisions of the California Historical Building Code if the work is required to comply with the Secretary of the Interior's Standards.

Sec. 1370-3. Cultural Heritage Sites Deviations. Section 8107-37 of the Ventura County Non-Coastal Zoning Ordinance establishes a mechanism whereby appropriate deviations from the regulations of that Chapter can be granted to promote the enhancement, preservation, rehabilitation, restoration, reconstruction, and maintenance of sites and structures of historical or cultural heritage value through the imposition of design and development standards specific to the site.

Sec. 1370-4. Boarding Houses and Bed-And-Breakfast Inns. A Boarding House and Bed-And-Breakfast Inn land use may be allowed in the Open Space and Agricultural Exclusive zoning districts if the proposed use will occur in an existing structure designated a Cultural Heritage Site and all other required findings can be met, as provided in Section 8107-40 of the Ventura County Non-Coastal Zoning Ordinance.

Sec. 1370-5. Interpretive Centers. An Interpretive Center land use may be allowed at designated Cultural Heritage Sites in certain zoning districts in compliance with Section 8107-38 of the Ventura County Non-Coastal Zoning Ordinance. The Interpretive Center land use allows for the display of materials with a direct connection to the site and is intended to give the public an opportunity to experience and understand Ventura County’s past by exploring sites, structures, and improvements that have played an important role in the cultural and social history and prehistory of Ventura County.

Sec. 1370-6. Historic Repositories. A Historic Repository land use may be allowed at designated Cultural Heritage Sites in certain zoning districts in compliance with Section 8107-39 of the Ventura County Non-Coastal Zoning Ordinance. The Historic Repositories land use allows for the collection and display of structures, facilities, equipment, and the like which are associated with the historic or cultural development of Ventura County.
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Sec. 1370-7. Conservation Subdivisions. Section 8211-0 of the Ventura County Subdivision Ordinance authorizes the creation of parcels for conservation purposes, including for the preservation of a historically important land area or a certified historic structure, as defined in Section 8202-0 of the Ventura County Subdivision Ordinance.

Sec. 1370-8. Federal Historic Preservation Tax Certification. The National Park Service (NPS) administers the Federal Historic Preservation Tax Incentives program with the Internal Revenue Service (IRS) and in partnership with State Historic Preservation Offices. The tax incentives promote the rehabilitation of income-producing historic structures of every period, size, style, and type.

Sec. 1370-9. State Historic Rehabilitation Tax Credit. The State of California Office of Historic Preservation and the California Tax Credit Allocation Committee administer the State Historic Rehabilitation Tax Credit. The tax credit provides an incentive for investment in local economies and the rehabilitation of historic buildings that reflect the character of communities.

Sec. 1371. PROCESS FOR CERTIFICATE OF APPROPRIATENESS.

Sec. 1371-1. Certificates of Appropriateness shall be required for the following categories of sites only: 1. Landmarks; 2. Districts; 3. Demolition of Sites of Merit; 4. Demolition of Potential Cultural Heritage Sites; and 5. Designated Cultural Heritage Sites where a Planned Development Permit is being sought for the property pursuant to Section 8107-37 (Cultural Heritage Sites Deviations) of the Ventura County Zoning Ordinance. A Certificate of Appropriateness is an authorization issued by the Cultural Heritage Board or its designee in accordance with criteria in Sec. 1371-4. A Certificate of Appropriateness may be approved for a project as proposed, or approved with applicant modifications, or denied by the Cultural Heritage Board. A Certificate of Appropriateness shall only be required for projects affecting the exterior of a structure, site, or object, except in the case of a Cultural Heritage Site subject to a Mills Act contract, in which case it shall be required for any change affecting the interior character-defining features thereof.

Sec. 1371-2. Prior to commencement or receipt of necessary permits for maintenance, alteration, restoration, rehabilitation, remodeling, addition, change of use, demolition, subdivision, or relocation of potential or designated Cultural Heritage Sites, as set forth in Sec. 1371-1, the property owner shall have:
a. obtained a Certificate of Appropriateness from the Cultural Heritage Board or its designee, as the Cultural Heritage Board may delegate such authority, or
b. filed for a Certificate of Appropriateness and waited the time specified in Sec. 1371-6 without any action being taken on the request for a Certificate 174
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of Appropriateness; or
c. filed for a Certificate of Appropriateness and the relevant time specified in Sec. 1371-8 has expired.

Sec. 1371-3. The County Resource Management Agency and other applicable County agencies shall report any application for a permit to work on a potential or designated Cultural Heritage Site to the Cultural Heritage Board and its staff as soon as the application has been received.

Sec. 1371-4. In evaluating a request for a Certificate of Appropriateness, the Cultural Heritage Board or its designee shall consider the existing architectural style, design, arrangement, texture, materials, and any other factors with regard to the site's character-defining features. The Cultural Heritage Board or its designee may consider modifications to the proposed scope of work as may be offered by the applicant during the evaluation. Using the Secretary of the Interior's Standards as a guide, the Cultural Heritage Board or its designee shall approve a Certificate of Appropriateness for any proposed work on the site if one of the following standards can be met:
a. The proposed work will neither reduce the significant architectural features nor reduce the character of historical, architectural, or aesthetic interest or value of the site.
b. In the case of construction of a new improvement, addition, building, or structure, or object upon the site, the use and exterior of such construction will not reduce the integrity of the site.
c. If the request for a Certificate of Appropriateness involves a non-designated site and the proposed work would not prevent the potential future designation of the site.
d. If the applicant presents facts and clear evidence, as described below, demonstrating that failure to approve the request for a Certificate of Appropriateness will cause a hardship because of conditions peculiar to the structure or other feature involved, or damage to the property owner is unreasonable in comparison to the benefit conferred to the community, the Cultural Heritage Board may approve the Certificate of Appropriateness.

The Cultural Heritage Board is authorized to request that the applicant furnish additional information, documentation, and expert testimony, the cost of which shall be paid by the applicant, to be considered by the Cultural Heritage Board as it may require for its related findings. In determining whether a hardship exists, the Cultural Heritage Board shall consider evidence that demonstrates any of the following:

1. Denial of the application will deprive the owner of the property of all reasonable use of or economic return on the property;

2. Denial of the application will diminish the value of the subject 175
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property so as to leave substantially no value;

3. Sale or rental of the property is impractical, when compared to the cost of holding such property for uses permitted in this zone;

4. An adaptive reuse study has been conducted and found that utilization of the property for lawful purposes is prohibited or impractical;

5. Denial of the application would damage the owner of the property unreasonably in comparison to the benefit conferred on the community; or

6. All means involving County-sponsored incentives have been explored to relieve possible economic disincentives.
e. In the event that issuance of a Certificate of Appropriateness is required by State or federal law.

Sec. 1371-5. A request for a Certificate of Appropriateness shall be signed by the property owner or their designated agent and filed with the County's Resource Management Agency for processing. The request shall include plans and specifications, and the relationship of the proposed work to the surrounding environment. The request shall be accompanied by all necessary information the Cultural Heritage Board needs to make an informed judgment of the proposed work according to the standards set forth in Sec. 1371-4.

Sec. 1371-6. If the Cultural Heritage Board or its designee, as applicable, fails to act on a request for a Certificate of Appropriateness within 90 days of submission of a complete Certificate of Appropriateness application, a Certificate of Appropriateness shall not be required. Upon such a failure to act, a proposed project on a potential or designated Cultural Heritage Site may proceed without an approved Certificate of Appropriateness, provided an action is not pending on the designation of the site, and all other necessary County permits have been obtained.

Sec. 1371-7. If no building, zoning, land use, or other permit is required to pursue work on a designated Ventura County Landmark, then whoever is responsible for the work, whether it is the tenant, resident, or property owner, shall apply to the Cultural Heritage Board staff directly for the appropriate authorization pursuant to Sec. 1371.

Sec. 1371-8. If the request for a Certificate of Appropriateness for a specific project proposal is denied by the Cultural Heritage Board or its designee, the property owner of a designated Cultural Heritage Site shall be prohibited from taking action for 180 days from the date of the disapproval.

Notwithstanding the provisions of Sec. 1371-4 or any other provision of this Article, following the denial of a complete Certificate of Appropriateness application by the Cultural Heritage Board or its designee, or the Board of Supervisors on appeal, a Certificate of Appropriateness shall no longer be necessary for a permit application to proceed according to the following: (a) in the case of a designated Cultural Heritage Site or designated interim basis 176
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Cultural Heritage Site, one hundred eighty (180) days beyond; and (b) in the case of an undesignated site, immediately following such denial.

Sec. 1371-9. Non-Action After Certificate of Appropriateness. If the property owner has not acted on the Certificate of Appropriateness within one year and 180 days from the date the Cultural Heritage Board or its designee approved such action, the Certificate of Appropriateness shall be void.

Sec. 1372. PROCESS FOR CERTIFICATE OF REVIEW. This section applies only to Sites of Merit or Potential Cultural Heritage Sites for which a permit application is received to construct, change, alter, modify, or remodel in a manner that affects the exterior character-defining features or integrity of the site. This section applies only to sites not requiring a Certificate of Appropriateness and shall not apply to permit applications for demolition.

Sec. 1372-1. A request for a Certificate of Review shall be signed by the property owner or their designated agent and filed with the County's Resource Management Agency for processing. The request shall include plans and specifications and shall be accompanied by all necessary information the Cultural Heritage Board needs to provide an evaluation of the proposed work according to Sec. 1372-2.

Sec. 1372-2. Prior to issuance of a permit, the County Resource Management Agency shall forward the application materials described in Sec. 1372-1 to the Cultural Heritage Board for action at its next scheduled meeting, or its designee for such minor proposals as designated by resolution of the Cultural Heritage Board for review and comment. For such sites and applications, the Cultural Heritage Board, or its designee, shall:
a. Using the Secretary of the Interior's Standards as a guide, review and comment upon the permit application as it relates to potential or designated Cultural Heritage Sites; and
b. Review the permit application, and advise the applicant and/or all public agencies concerning the effects of the proposed action(s) on potential and/or designated Cultural Heritage Sites.

Sec. 1373. APPEALS. An aggrieved party may appeal to the Board of Supervisors any of the following decisions of the Cultural Heritage Board (or in the case of a decision of a designee of the Cultural Heritage Board, such appeal shall first be heard by the Cultural Heritage Board) by filing an appeal application with the Planning Director within ten calendar days (or the following work day if the tenth day falls on a weekend or holiday) of such decision:
a. Designations of Cultural Heritage Sites;
b. Removals, modifications, or downgrades of designation of Cultural Heritage Sites; and
c. Certificates of Appropriateness.
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Sec. 1373-1. The application for the appeal shall state the grounds for the appeal and any alleged decision-making error by the Cultural Heritage Board, or its designee. Appeals constitute a de novo hearing of the decision appealed and the Board of Supervisors may, following notice to the property owner and a public hearing, make its own determination on the matter.

Sec. 1374. ACQUISITION OF DESIGNATED CULTURAL HERITAGE SITES. If the decision is made that the historical significance of any designated Cultural Heritage Site justifies the expenditure of public funds, acquisition proceedings may be initiated.

If the Board of Supervisors finds a site to be of historical significance and public funds are not available, private funds may be used for acquisition or other arrangements may be made that are satisfactory to the property owner.

Sec. 1375. MUNICIPAL CULTURAL HERITAGE. The Cultural Heritage Board, at the request of a city, may serve as the city's Cultural Heritage Board. However, the provisions of this Article, unless adopted by the City Council, shall have force and effect only in the unincorporated area of the County.

Sec. 1376. FUNDS. The Cultural Heritage Board, or other interested persons, may petition the Board of Supervisors for funds necessary to carry out the purposes of this Article. The Board of Supervisors may expend all reasonable amounts of money needed to carry out the purposes of this Article or to acquire fee title or such lessor ownership rights or rights of possession or negative easements as it deems necessary or expedient to carry out the purposes of this Article.

Sec. 1377. COOPERATION. The Cultural Heritage Board shall cooperate with all County departments and officers when requested, and shall recommend for their consideration matters covered by this Article. All Boards, Commissions, Departments, and Officers of the County shall cooperate with the Cultural Heritage Board in carrying out the spirit and intent of this Article and shall:

Sec. 1377-1. Notify the Cultural Heritage Board of the discovery of items of historical significance, such as burial grounds, prehistoric artifacts, or historical foundations;
Sec. 1377-2. Inform the Cultural Heritage Board of the proposed alteration, demolition, or relocation of potential or designated Cultural Heritage Sites; Sec. 1377-3. Inform the Cultural Heritage Board of proposed changes of all road and geographical names; and
Sec. 1377-4. Inform the Cultural Heritage Board of all County records of historical significance which are to be disposed of or destroyed.

Sec. 1378. EXPENSES. The necessary and reasonable expenses to the operation of the Cultural Heritage Board, as set forth in Sec. 1365, shall be the responsibility of the County.
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CITY COUNCIL AGENDA REPORT

INFORMATION/CONSENT AGENDA
AGENDA ITEM NO. L.5
DATE: October 20, 2026
TO: City Council
FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, (805) 200-5400, [email protected] SUBJECT: Monthly Report and List of City Manager-approved contracts with Accounting of All Receipts, Disbursements, and Fund Balances.

RECOMMENDATION
That the City Council:

1. Receive and file the report and accounting of all receipts, disbursements and fund balances for the months of July and August 2026; and

2. Receive and file the list of City Manager-approved contracts for the months of July and August 2026. (This item did not originate in Committee.)

BACKGROUND
California Government Code Section 41004 requires that a written report and accounting of all receipts, disbursements and fund balances be submitted to the City Clerk and filed with the City’s legislative body on a monthly basis. City Finance staff have developed these reports and staff is presenting it to comply with the requirements of California Government Code Section 41004.

Oxnard City Code Section 4-3 allows the City Manager or their designee to award any contract or purchase order up to an aggregate value of $220,000. This authority includes contracts involving real property, lease and license agreements that do not exceed three years in term. Additionally, the City Manager or their designee may approve any amendment that, collectively with the original purchase order or contract and all amendments thereto, does not exceed $220,000. Pursuant to the City’s Purchasing Manual, approval authority for contracts up to $100,000 has been delegated to Department Directors.

When the City Manager arrived in Oxnard, he requested to present all the contracts that he approved to the City Council for their review. This was not done prior to his arrival here. Questions have risen during public comments as to why every single contract in the City is not brought to City Council for review. The answer is the same as why we don't bring every invoice, purchase order, paycheck, utility bill, etc. to City Council for review. We have policies for what comes to the Council for review and approval, balancing one individual's interest in seeing everything with the efficiencies needed to run a large organization. We also have a large amount of information including all accounts payable transactions by the City, business licenses, and business permits, publicly accessible on the financial transparency portal.

The attached list of contracts, purchase orders, and amendments meets the criteria of amounts being between $101,000 and $220,000 annually (including all prior amendments) for the months of July and August of 2026 that have been approved by the City Manager.
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DISCUSSION
The Chief Financial Officer and the Finance Department currently post reports to the City’s public website showing a detailed accounting of all receipts (revenues), disbursements (expenses) and fund balances on a monthly basis. In addition, the Chief Financial Officer and Finance Staff maintain on the City’s public website a link to an interactive financial reporting tool containing a variety of detailed reports as well as a customizable, searchable and downloadable database containing current and historical records of all revenue, expenditures, cash balances and accounts payable transactions. These reports and tools will continue to be made available to the City Council and members of the public; however, this report and accounting is also being submitted to comply with California Government Code section 41004.

The percentage of the current fiscal year elapsed is 8.3% for July and 16.7% for August of 2026. Please note that due to seasonal factors and fluctuations in the timing of inflows and outflows, cash and fund balances can change significantly from month to month. Expenditures related to uncontrollable events, such as damage to City property from a traffic collision, do not follow a traditional percentage by months elapsed. Specifically, revenues are not received and expenditures are not paid uniformly throughout the fiscal year. The data provided in these reports and in the online financial reporting tool are unaudited as of the time the reports were created. For audited financial reports, Council and the public should refer to the City’s audited Annual Comprehensive Financial Report (ACFR).

The attached Revenue Report lists by fund, and by account within each fund, the fiscal year to date and monthly revenues for July and August of 2026. The report includes the original fiscal year budget appropriation and the current revised budget as well as the amount of budget remaining and the percent of budget recognized to date. The “Encumbrances” column does not apply to revenues. This report is generated by the City’s ERP financial system which recognizes revenue entries as a credit per accounting standards, which is why they appear on the report preceded by a “minus” symbol.

The attached Expense Report lists by fund, and by object code (i.e., expense category) within each fund, the monthly and fiscal year to date expenditures for July and August of 2026. A list of the City’s object codes can be found in the Online Financial Reporting Tool on the City’s website at the following Chart of Accounts. As with the Revenue Report, this report also includes the current year’s adopted budget and current revised budget as well as amounts that have been encumbered (committed) against a particular expense object, the amount of budget remaining for the year, and the percent of budget used to date.

The attached Balance Sheet Report lists by fund, and where applicable, by sub-fund, the total assets, liabilities (if any) and fund balance as of the end of each month once all accounting entries for that month have been posted. This report includes the current balance for each account type (asset, liability, fund balance) as well as the change from the prior month. Following the accounting standard of assets = liabilities + equity (equity = fund balance for a city), the normal account balance dictates the sign of the entry: assets are debits (+), liabilities are credits (-), and fund balance either debit or credit with (-) indicating a positive fund balance and (+) indicating a negative fund balance.

The monthly unaudited financial reports can be found in the City’s website scrolling down to the Monthly Financial Report section after opening the following link: Financial Data. Finance Department staff has also prepared the attached summary of the year-to-date data as of July and August 2026 for the All Funds, General Fund, and Enterprise Funds.

Notable areas of interest include:
• Adopted and Revised Budget
o The July 2026 report includes the Adopted Budget for FY 2026-27 and the August 2026 report includes the Revised Budget for FY 2026-27. The Revised Budget for FY 2026-27 includes the adopted budget, adjusted by changes in appropriation approved by City Council. At the time of generating these reports the carryover of prior fiscal year unspent project budget is not reflected in the Revised Budget for FY 2026-27.
• Property Taxes & Sales Tax
181
o For these two reports, the City had not received Property Taxes and Sales Taxes for the current fiscal year. The first property tax installment for the current fiscal year is expected in December of 2026, and the second installment in May of 2027. The first Sales tax proceeds for the current fiscal year were received in September of 2026.
• Investment Income
o Interest income of pooled investments is recorded initially in the General Fund and allocated quarterly to all the other funds based on the daily average cash balance for each fund as recorded in the City's accounting system. Actual figures displayed in the individual reports reflect the timing related to when interest reporting information becomes available and are not indicative of a considerable downturn in interest income derived from investments.
• Capital Expenditures
o While Capital Improvement Program (CIP) projects are reported on by fiscal year, they are not confined nor defined by one single fiscal year. A CIP project is a multi-year expenditure process; some less complex projects may start and finish in about 12 months, but more complex projects can take several fiscal years to complete. A project builds up with low expenditures in the beginning for such activities as planning, environmental, design, and bidding, then culminates with the bulk of the expenditures during the last phase, construction. Also, the pre-construction work on a CIP project is time intensive. o Furthermore, appropriations for CIP projects include the full estimated project amount to ensure funding is defined and available when an award of construction contract is presented to the City Council.

Accounting for CIP expenditures this way also provides a means to avoid “double booking” funds.

Because of these factors, it is not unusual to see low expenditures in any one fiscal year compared to a percentage of elapsed time.
• Services/Supplies/Maintenance
o Similar to Capital Expenditures, these three (3) categories span multiple reports and represent multiple projects in various funds. Many of these line items reflect an “actual %” that is lower than the straightline extrapolation of the revised budget due to delayed project timelines.

All Funds-By Nature
• Revenues-License and Permits/Fees and Charges
o As previously mentioned, due to seasonal factors and fluctuations in the timing of inflows and outflows, there are significant changes on a month-to-month basis and with the same month of prior fiscal year. o Licensing and permits for July and August 2026 are tracking above budget. The amounts are lower than the same periods of 2025, because in 2025 the City received early traffic impact fees in the amount of $3.9 million. Similarly, fees & charges are tracking slightly below budget and significantly lower than prior fiscal year, because the 2025 amount included asset seizure funds received in the amount of $1.7 million.
• Revenues-Recreation Revenue
o The Recreation Revenue amount is mainly driven by the Golf Course Revenue. • Revenues-Debt Proceeds
182
o The current report does not include the carryover revenue for the unfunded amount pending in the SRF loan agreement.
• Expenditures-Capital Expenditures
o The August 2026 amount reflects the acquisition of vehicles and equipment for the Environmental Resources Division, and infrastructure improvement of Enterprise and General use facilities. • Expenditures-Insurance
o Insurance amount reflects the payment of the insurance premiums for FY 2026-27. The premiums are paid in July of 2026.

General Fund-By Department
• Revenue-Special Revenues
o The August 2026 amount includes the State Mandate Reimbursements that in the previous fiscal year were received in September 2025.
• Expenditures-City Manager
o The August 2026 amount includes the City contribution to the Ventura County District Attorney for legal support.
• Expenditures-Housing
o The August 2026 amount includes advance payment to Mercy House to support the shelter operations as per current agreement.

General Fund-By Nature
• Revenues-Miscellaneous
o The amounts for July and August 2026 include the monthly GenOn contributions for Ormond Beach.

Those revenues are not budgeted because they are restricted General Fund revenues for future beach access improvements. The GenOn final contribution is scheduled for December 2026. • Expenditures
o Expenditures are within the straight-line budget extrapolation for one and two months of the fiscal year budget.

Wastewater Funds-By Nature
• Revenues-Debt Proceeds
183
o The carryover process was not completed at the time of preparing this report and the revised budget for Revenues-Debt Proceeds does not include the carryover amount.

Golf Course Funds-By Nature
• Revenues
o Revenues for July and August 2026 represent the monthly activity of the Golf Course. Revenues for the same months of 2025 were lower as staff was working with American Golf Corporation to reconcile revenues.
• Expenditures
o Expenditures related to the Golf Course Funds are lower than FY 2025-26 and will be updated in upcoming accounting periods after City Staff and American Golf Corporation complete the reconciliation of the expense activities.

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

FINANCIAL IMPACT
There is no financial impact.

COMMITTEE OUTCOME
This item did not originate in Committee.

Prepared by: Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Monthly Financial Report July 2026

2. Monthly Financial Report August 2026

3. FY2026-27 July Revenues

4. FY2026-27 July Expense

5. FY 2026-27 July Balance Sheet

6. FY2026-27 August Revenues

7. FY2026-27 August Expense

8. FY 2026-27 August Balance Sheet

9. 261020 City Manager Contract List-July 2026

10. 261020 City Manager Contract List-August 2026
184
City of Oxnard
Monthly Financial Reports
July - 2026
185
City of Oxnard
All Funds - Revenues & Expenditures by Nature
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund All Funds
Current Year Elapsed 8.3%
2026-27 Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual vs
Budget % July 31, 2025
Revenues
Taxes
Property Taxes 96,415,270 582,882 0.6% 29,324
Sales Tax 139,862,102 - 0.0% 0
Transient Occupancy Tax 6,069,350 - 0.0% -248
Franchise Tax 3,510,813 - 0.0% 0
Business License Tax 7,508,250 565,226 7.5% 505,430
Other Taxes 1,600,000 - 0.0% 0
License and Permits 5,865,398 811,864 13.8% 5,642,858
Special Revenues 15,188,710 184,403 1.2% 191,862
Fees and Charges 9,909,431 475,049 4.8% 2,562,410
Recreation Revenues 7,093,712 720,527 10.2% 145,589
Utilities 186,379,441 17,017,971 9.1% 15,910,898
Special Assessments 13,430,229 37,265 0.3% -436,962
Grant Revenue 15,894,590 33,451 0.2% 756,658
Investment Income 12,928,111 861,370 6.7% 1,896,850
Debt Proceeds - - N/A 0
Miscellaneous 6,014,016 469,790 7.8% 950,028
Total Revenues 527,669,423 21,759,798 4.1% 28,154,696
Expenditures
Employment 272,469,905 16,219,546 6.0% 13,897,255
Supplies 21,801,387 686,865 3.2% 525,875
Services 133,157,645 1,657,225 1.2% 4,155,828
Utilities and Energy 71,694,982 841,617 1.2% 1,140,346
Maintenance 2,573,653 31,860 1.2% 46,193
Capital Expenditures 9,158,144 7,500 0.1% 0
Financing 44,482,337 325,845 0.7% 415,480
Insurance 22,614,900 7,548,260 33.4% 7,655,734
Total Expenditures 577,952,953 27,318,719 4.7% 27,836,711 Excess of Revenue Over/(Under) Expenditures (50,283,530) (5,558,921) 11.1% 317,985 Other Financing Sources
Transfers In 144,264,706 5,893,476 4.1% 5,726,479
Transfers Out (139,324,840) (5,035,931) 3.6% (4,741,757) Net Transfers 4,939,866 857,544 17.4% 984,722
Total Other Financing Sources 4,939,866 857,544 17.4% 984,722 Net Change in Fund Balance (45,343,664) (4,701,377) 10.4% 1,302,707 Unaudited Financial Report
186
City of Oxnard
General Fund - Revenues & Expenditures by Department
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund General Fund
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual
vs
Budget
%
July 31, 2025
Revenues
Taxes
Property Taxes 77,341,669 453,317 0.6% 29,324
Sales Tax 120,327,731 - 0.0% 0
Transient Occupancy Tax 6,069,350 - 0.0% -248
Franchise Tax 3,270,813 - 0.0% 0
Business License Tax 7,470,000 562,026 7.5% 501,870
Other Taxes 1,600,000 - 0.0% 0
License and Permits 2,601,098 215,330 8.3% 444,637
Special Revenues 2,880,338 184,403 6.4% 191,862
Fees and Charges 6,713,822 321,029 4.8% 478,000
Recreation Revenues 293,712 15,903 5.4% 15,041
Investment Income 3,470,548 861,370 24.8% 1,896,850
Miscellaneous 3,710,551 404,037 10.9% 577,377
Total Revenues 235,749,632 3,017,414 1.3% 4,134,712
Expenditures
General Government
City Council 585,972 31,270 5.3% 32,325
City Clerk 870,418 21,035 2.4% 23,873
City Manager 4,074,138 356,126 8.7% 278,269
City Attorney 3,412,270 150,311 4.4% 114,092
Finance 8,629,438 469,377 5.4% 299,405
Human Resources 3,632,145 217,502 6.0% 173,337
City Treasurer 482,000 10,476 2.2% 1,951
Police 79,025,140 5,266,909 6.7% 4,913,843
Fire 36,319,177 1,847,879 5.1% 1,749,893
Public Works 30,518,342 1,102,867 3.6% 1,028,176
Community Development 14,202,623 697,051 4.9% 572,051
Culture, Leisure and Library Services 14,805,318 988,239 6.7% 715,689 Housing 5,424,351 190,639 3.5% 108,222
Non Departmental 3,523,182 334,578 9.5% 121,590
Total Expenditures 205,504,514 11,684,258 5.7% 10,132,716 Excess of Revenue Over/(Under) Expenditures 30,245,118 (8,666,844) -28.7% (5,998,003) Other Financing Sources
Transfers In 11,292,924 816,926 7.2% 722,986
Transfers Out (51,568,042) (2,758,891) 5.4% (2,578,191) Net Transfers (40,275,118) (1,941,965) 4.8% (1,855,206) Total Other Financing Sources (40,275,118) (1,941,965) 4.8% (1,855,206) Net Change in Fund Balance (10,030,000) (10,608,809) 105.8% (7,853,209) Unaudited Financial Report
187
City of Oxnard
General Fund - Revenues & Expenditures by Nature
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund General Fund
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual
vs
Budget
%
July 31, 2025
Revenues
Taxes
Property Taxes 77,341,669 453,317 0.6% 29,324
Sales Tax 120,327,731 - 0.0% 0
Transient Occupancy Tax 6,069,350 - 0.0% -248
Franchise Tax 3,270,813 - 0.0% 0
Business License Tax 7,470,000 562,026 7.5% 501,870
Other Taxes 1,600,000 - 0.0% 0
License and Permits 2,601,098 215,330 8.3% 444,637
Special Revenues 2,880,338 184,403 6.4% 191,862
Fees and Charges 6,713,822 321,029 4.8% 478,000
Recreation Revenues 293,712 15,903 5.4% 15,041
Investment Income 3,470,548 861,370 24.8% 1,896,850
Miscellaneous 3,710,551 404,037 10.9% 577,377
Total Revenues 235,749,632 3,017,414 1.3% 4,134,712
Expenditures
Employment 161,218,865 9,994,948 6.2% 8,684,377
Supplies 5,836,933 290,244 5.0% 168,349
Services 24,436,650 841,764 3.4% 792,842
Utilities and Energy 6,142,387 353,347 5.8% 293,708
Maintenance 370,063 7,301 2.0% 4,544
Capital Expenditures 1,116,328 - 0.0% 0
Financing 6,383,288 196,655 3.1% 188,895
Total Expenditures 205,504,514 11,684,258 5.7% 10,132,716 Excess of Revenue Over/(Under) Expenditures 30,245,118 (8,666,844) -28.7% (5,998,003) Other Financing Sources
Transfers In 11,292,924 816,926 7.2% 722,986
Transfers Out (51,568,042) (2,758,891) 5.4% (2,578,191) Net Transfers (40,275,118) (1,941,965) 4.8% (1,855,206) Total Other Financing Sources (40,275,118) (1,941,965) 4.8% (1,855,206) Net Change in Fund Balance (10,030,000) (10,608,809) 105.8% (7,853,209) Unaudited Financial Report
188
City of Oxnard
Water Funds - Revenues & Expenditures by Nature
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund Water Funds
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual vs
Budget
%
July 31, 2025
Revenues
Fees and Charges 707,071 67,455 9.5% 56,855
Utilities 72,112,057 7,712,665 10.7% 6,527,812
Investment Income 1,861,714 - 0.0% 0
Miscellaneous 1,769,225 1,573 0.1% 2,100
Total Revenues 76,450,067 7,781,692 10.2% 6,586,767
Expenditures
Employment 12,800,687 607,481 4.7% 548,610
Supplies 3,169,000 39,182 1.2% 138,061
Services 8,923,500 17,717 0.2% 27,202
Utilities and Energy 31,854,250 80,159 0.3% 124,371
Maintenance 225,000 0 0.0% 0
Capital Expenditures 50,000 0 0.0% 0
Financing 15,123,479 57,467 0.4% 53,846
Total Expenditures 72,145,916 802,006 1.1% 892,091
Excess of Revenue Over/(Under) Expenditures 4,304,151 6,979,686 162.2% 5,694,676 Other Financing Sources
Transfers In 1,710,000 6,504 0.4% 159,340
Transfers Out (7,627,711) (426,447) 5.6% (393,106)
Net Transfers (5,917,711) (419,942) 7.1% (233,766)
Total Other Financing Sources (5,917,711) (419,942) 7.1% (233,766) Net Change in Fund Balance (1,613,560) 6,559,744 -406.5% 5,460,910 Unaudited Financial Report
189
City of Oxnard
Wastewater Funds - Revenues & Expenditures by Nature
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund Wastewater Funds
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual vs
Budget
%
July 31, 2025
Revenues
Fees and Charges 425,000 20,061 4.7% 51,205
Utilities 43,806,000 3,726,173 8.5% 4,142,290
Investment Income 2,463,173 - 0.0% -
Debt Proceeds - - N/A 0
Miscellaneous 15,000 677 4.5% 0
Total Revenues 46,709,173 3,746,912 8.0% 4,193,494
Expenditures
Employment 14,172,701 718,366 5.1% 584,125
Supplies 4,302,500 83,879 1.9% 83,131
Services 10,520,000 4,019 0.0% 8,160
Utilities and Energy 4,560,000 49,376 1.1% 181,733
Maintenance 108,500 9,323 8.6% 0
Capital Expenditures 1,295,000 0 0.0% 0
Financing 9,608,000 34,554 0.4% 5,556
Total Expenditures 44,566,701 899,516 2.0% 862,705
Excess of Revenue Over/(Under) Expenditures 2,142,472 2,847,395 132.9% 3,330,790 Other Financing Sources
Transfers In 5,750,000 972 0.0% 0
Transfers Out (10,478,594) (350,384) 3.3% (319,205)
Net Transfers (4,728,594) (349,412) 7.4% (319,205)
Total Other Financing Sources (4,728,594) (349,412) 7.4% (319,205) Net Change in Fund Balance (2,586,122) 2,497,984 -96.6% 3,011,585 Unaudited Financial Report
190
City of Oxnard
Environmental Resources Funds - Revenues & Expenditures by Nature As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund Environmental Resources Funds
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual vs
Budget
%
July 31, 2025
Revenues
Fees and Charges 267,025 35,621 13.3% 41,746
Utilities 70,461,384 5,579,133 7.9% 5,240,796
Investment Income 447,245 - 0.0% -
Miscellaneous 40,040 452 1.1% 486
Total Revenues 71,215,694 5,615,206 7.9% 5,283,029
Expenditures
Employment 27,875,643 1,419,819 5.1% 1,341,730
Supplies 2,134,303 930 0.0% 4,846
Services 3,813,690 925 0.0% 5,993
Utilities and Energy 20,922,780 58,109 0.3% 24,892
Maintenance 300,000 0 0.0% 0
Capital Expenditures 2,011,716 7,500 0.4% 0
Financing 5,164,190 12,768 0.2% -8,121
Total Expenditures 62,222,322 1,500,052 2.4% 1,369,341
Excess of Revenue Over/(Under) Expenditures 8,993,372 4,115,154 45.8% 3,913,688 Other Financing Sources
Transfers In 1,920,000 1,711 0.1% 0
Transfers Out (13,135,483) (749,861) 5.7% (741,942)
Net Transfers (11,215,483) (748,149) 6.7% (741,942)
Total Other Financing Sources (11,215,483) (748,149) 6.7% (741,942) Net Change in Fund Balance (2,222,111) 3,367,004 -151.5% 3,171,746 Unaudited Financial Report
191
City of Oxnard
Golf Course Funds - Revenues & Expenditures by Nature
As of 07/31/2026 - 8.3% of Fiscal Year Elapsed
Report as to July 31, 2026
Fund Golf Course Funds
Current Year Elapsed 8.3%
2026-27
Adopted
Budget
FY 2026-27
up to July
31, 2026
Actual
vs
Budget
%
July 31, 2025
Revenues
Recreation Revenues 6,800,000 704,624 10.4% 130,548
Investment Income 168,100 - 0.0% -
Miscellaneous 265,200 - 0.0% -
Total Revenues 7,233,300 704,624 9.7% 130,548
Expenditures
Employment 39,670 2,658 6.7% 1,406
Supplies 347,800 0 0.0% 0
Services 5,276,782 121 0.0% 966,680
Utilities and Energy 700,694 0 0.0% 0
Maintenance 0 0 N/A 0
Capital Expenditures 0 0 N/A 0
Financing 30,000 0 0.0% 159,340
Insurance 126,000 - 0.0% 0
Total Expenditures 6,520,946 2,779 0.0% 1,127,426
Excess of Revenue Over/(Under) Expenditures 712,354 701,846 98.5% (996,878) Other Financing Sources
Transfers In - - #DIV/0! 0
Transfers Out (36,649) (3,923) 10.7% (6,354)
Net Transfers (36,649) (3,923) 10.7% (6,354)
Total Other Financing Sources (36,649) (3,923) 10.7% (6,354) Net Change in Fund Balance 675,705 697,923 103.3% (1,003,232) Unaudited Financial Report
192
City of Oxnard
Monthly Financial Reports
August - 2026
193
City of Oxnard
All Funds - Revenues & Expenditures by Nature
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund All Funds
Current Year Elapsed 16.7%
2026-27 Revised
Budget
FY 2026-27
up to
August 31, 2026
Actual vs
Budget % August 31, 2025
Revenues
Taxes
Property Taxes 96,415,270 136,195 0.1% 89,470
Sales Tax 139,862,102 - 0.0% 0
Transient Occupancy Tax 6,069,350 415,148 6.8% 259,598
Franchise Tax 3,510,813 - 0.0% 0
Business License Tax 7,508,250 1,299,312 17.3% 1,120,367 Other Taxes 1,600,000 - 0.0% 74,563
License and Permits 5,865,398 1,415,078 24.1% 6,156,987 Special Revenues 15,188,710 1,313,630 8.6% 716,334
Fees and Charges 9,909,431 1,186,021 12.0% 3,105,939
Recreation Revenues 7,093,712 1,426,142 20.1% 275,878
Utilities 186,379,441 33,469,617 18.0% 32,538,982
Special Assessments 13,430,229 36 0.0% -436,962
Grant Revenue 16,858,261 647,385 3.8% 853,878
Investment Income 12,928,111 1,636,482 12.7% 2,745,922
Debt Proceeds - - N/A 0
Miscellaneous 6,041,405 1,602,250 26.5% 1,276,368
Total Revenues 528,660,483 44,547,296 8.4% 48,777,325
Expenditures
Employment 273,097,359 36,297,727 13.3% 32,126,993
Supplies 21,905,104 1,953,403 8.9% 1,629,297
Services 133,069,655 10,040,775 7.5% 11,662,398
Utilities and Energy 71,725,942 6,986,397 9.7% 5,740,047 Maintenance 2,573,653 180,286 7.0% 156,756
Capital Expenditures 9,599,113 2,099,281 21.9% 274,918
Financing 44,488,287 5,600,392 12.6% 6,555,158
Insurance 22,614,900 8,116,614 35.9% 8,942,627
Total Expenditures 579,074,013 71,274,875 12.3% 67,088,195 Excess of Revenue Over/(Under) Expenditures (50,413,530) (26,727,579) 53.0% (18,310,869) Other Financing Sources
Transfers In 145,228,377 12,092,003 8.3% 11,407,046
Transfers Out (140,258,511) (10,376,914) 7.4% (9,596,942) Net Transfers 4,969,866 1,715,089 34.5% 1,810,104
Total Other Financing Sources 4,969,866 1,715,089 34.5% 1,810,104 Net Change in Fund Balance (45,443,664) (25,012,490) 55.0% (16,500,765) Unaudited Financial Report
194
City of Oxnard
General Fund - Revenues & Expenditures by Department
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund General Fund
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31, 2026
Actual
vs
Budget
%
August 31, 2025
Revenues
Taxes
Property Taxes 77,341,669 136,195 0.2% 89,470
Sales Tax 120,327,731 - 0.0% 0
Transient Occupancy Tax 6,069,350 415,148 6.8% 259,598
Franchise Tax 3,270,813 - 0.0% 0
Business License Tax 7,470,000 1,292,088 17.3% 1,113,635 Other Taxes 1,600,000 - 0.0% 74,563
License and Permits 2,601,098 377,846 14.5% 591,918
Special Revenues 2,880,338 744,374 25.8% 192,297
Fees and Charges 6,713,822 869,994 13.0% 823,190
Recreation Revenues 293,712 24,446 8.3% 26,400
Investment Income 3,470,548 1,636,482 47.2% 2,745,922
Miscellaneous 3,710,551 886,235 23.9% 866,463
Total Revenues 235,749,632 6,382,809 2.7% 6,783,457
Expenditures
General Government
City Council 585,972 71,818 12.3% 73,415
City Clerk 870,418 50,594 5.8% 65,705
City Manager 4,074,138 828,223 20.3% 486,683
City Attorney 3,412,270 373,711 11.0% 294,896
Finance 8,629,438 997,240 11.6% 758,682
Human Resources 3,632,145 467,713 12.9% 409,388
City Treasurer 482,000 26,247 5.4% 3,903
Police 79,025,140 10,583,892 13.4% 10,203,628
Fire 36,319,177 4,884,038 13.4% 4,449,690
Public Works 30,612,392 3,411,618 11.1% 2,728,441
Community Development 14,302,623 1,577,266 11.0% 1,350,764 Culture, Leisure and Library Services 14,805,318 2,164,510 14.6% 1,671,985 Housing 5,424,351 1,224,664 22.6% 1,116,094
Non Departmental 3,429,132 549,307 16.0% 400,979
Total Expenditures 205,604,514 27,210,840 13.2% 24,014,253 Excess of Revenue Over/(Under) Expenditures 30,145,118 (20,828,031) -69.1% (17,230,796) Other Financing Sources
Transfers In 11,292,924 1,638,447 14.5% 1,445,971
Transfers Out (51,568,042) (5,645,700) 10.9% (5,183,811) Net Transfers (40,275,118) (4,007,252) 9.9% (3,737,840) Total Other Financing Sources (40,275,118) (4,007,252) 9.9% (3,737,840) Net Change in Fund Balance (10,130,000) (24,835,283) 245.2% (20,968,636) Unaudited Financial Report
195
City of Oxnard
General Fund - Revenues & Expenditures by Nature
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund General Fund
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31,
2026
Actual
vs
Budget
%
August 31,
2025
Revenues
Taxes
Property Taxes 77,341,669 136,195 0.2% 89,470
Sales Tax 120,327,731 - 0.0% -
Transient Occupancy Tax 6,069,350 415,148 6.8% 259,598
Franchise Tax 3,270,813 - 0.0% -
Business License Tax 7,470,000 1,292,088 17.3% 1,113,635 Other Taxes 1,600,000 - 0.0% 74,563
License and Permits 2,601,098 377,846 14.5% 591,918
Special Revenues 2,880,338 744,374 25.8% 192,297
Fees and Charges 6,713,822 869,994 13.0% 823,190
Recreation Revenues 293,712 24,446 8.3% 26,400
Investment Income 3,470,548 1,636,482 47.2% 2,745,922
Miscellaneous 3,710,551 886,235 23.9% 866,463
Total Revenues 235,749,632 6,382,809 2.7% 6,783,457
Expenditures
Employment 161,218,865 22,218,632 13.8% 20,254,719
Supplies 5,868,233 655,638 11.2% 470,701
Services 24,502,620 2,717,159 11.1% 2,186,160
Utilities and Energy 6,142,387 1,110,283 18.1% 788,186
Maintenance 370,063 14,035 3.8% 17,711
Capital Expenditures 1,213,109 - 0.0% -15,000
Financing 6,289,238 495,093 7.9% 311,775
Total Expenditures 205,604,514 27,210,840 13.2% 24,014,253 Excess of Revenue Over/(Under) Expenditures 30,145,118 (20,828,031) -69.1% (17,230,796) Other Financing Sources
Transfers In 11,292,924 816,926 7.2% 722,986
Transfers Out (51,568,042) (2,758,891) 5.4% (2,578,191) Net Transfers (40,275,118) (1,941,965) 4.8% (1,855,206) Total Other Financing Sources (40,275,118) (1,941,965) 4.8% (1,855,206) Net Change in Fund Balance (10,130,000) (22,769,996) 224.8% (19,086,002) Unaudited Financial Report
196
City of Oxnard
Water Funds - Revenues & Expenditures by Nature
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund Water Funds
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31,
2026
Actual vs
Budget
%
August 31,
2025
Revenues
Fees and Charges 707,071 123,059 17.4% 135,607
Utilities 72,112,057 14,742,338 20.4% 13,022,830
Investment Income 1,861,714 - 0.0% 0
Miscellaneous 1,769,225 46,988 2.7% 4,699
Total Revenues 76,450,067 14,912,385 19.5% 13,163,136
Expenditures
Employment 12,800,687 1,422,475 11.1% 1,337,526
Supplies 3,169,000 134,163 4.2% 243,262
Services 8,923,500 573,647 6.4% 310,671
Utilities and Energy 31,854,250 2,747,145 8.6% 2,648,081 Maintenance 225,000 0 0.0% 0
Capital Expenditures 50,000 0 0.0% 0
Financing 15,123,479 98,778 0.7% 110,456
Total Expenditures 72,145,916 4,976,208 6.9% 4,649,996
Excess of Revenue Over/(Under) Expenditures 4,304,151 9,936,177 230.9% 8,513,140 Other Financing Sources
Transfers In 1,710,000 17,760 1.0% 159,340
Transfers Out (7,627,711) (869,882) 11.4% (786,495)
Net Transfers (5,917,711) (852,122) 14.4% (627,155)
Total Other Financing Sources (5,917,711) (852,122) 14.4% (627,155) Net Change in Fund Balance (1,613,560) 9,084,055 -563.0% 7,885,985 Unaudited Financial Report
197
City of Oxnard
Wastewater Funds - Revenues & Expenditures by Nature
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund Wastewater Funds
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31,
2026
Actual vs
Budget
%
August 31,
2025
Revenues
Fees and Charges 425,000 55,619 13.1% 90,283
Utilities 43,806,000 7,493,553 17.1% 8,214,719
Investment Income 2,463,173 - 0.0% -
Debt Proceeds - - N/A 0
Miscellaneous 15,000 1,354 9.0% 17,073
Total Revenues 46,709,173 7,550,526 16.2% 8,322,076
Expenditures
Employment 14,172,701 1,627,395 11.5% 1,378,719
Supplies 4,302,500 374,079 8.7% 352,036
Services 10,520,000 758,429 7.2% 1,150,084
Utilities and Energy 4,560,000 487,924 10.7% 524,691
Maintenance 108,500 18,340 16.9% -456
Capital Expenditures 1,295,000 990,805 76.5% 244,400
Financing 9,608,000 62,747 0.7% 70,258
Total Expenditures 44,566,701 4,319,719 9.7% 3,719,732
Excess of Revenue Over/(Under) Expenditures 2,142,472 3,230,807 150.8% 4,602,344 Other Financing Sources
Transfers In 5,750,000 972 0.0% 0
Transfers Out (10,478,594) (350,384) 3.3% (319,205)
Net Transfers (4,728,594) (349,412) 7.4% (319,205)
Total Other Financing Sources (4,728,594) (349,412) 7.4% (319,205) Net Change in Fund Balance (2,586,122) 2,881,395 -111.4% 4,283,139 Unaudited Financial Report
198
City of Oxnard
Environmental Resources Funds - Revenues & Expenditures by Nature As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund Environmental Resources Funds
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31,
2026
Actual vs
Budget
%
August 31,
2025
Revenues
Fees and Charges 267,025 70,823 26.5% 76,791
Utilities 70,461,384 11,233,727 15.9% 11,301,433
Investment Income 447,245 - 0.0% -
Miscellaneous 40,040 29,763 74.3% 746
Total Revenues 71,215,694 11,334,313 15.9% 11,378,970
Expenditures
Employment 27,875,643 3,386,794 12.1% 3,272,264
Supplies 2,134,303 50,205 2.4% 24,528
Services 3,813,690 90,343 2.4% 118,556
Utilities and Energy 20,922,780 1,705,735 8.2% 958,392
Maintenance 300,000 21,462 7.2% 16,278
Capital Expenditures 2,011,716 834,058 41.5% 0
Financing 5,164,190 422,336 8.2% 331,405
Total Expenditures 62,222,322 6,510,932 10.5% 4,721,423 Excess of Revenue Over/(Under) Expenditures 8,993,372 4,823,380 53.6% 6,657,547 Other Financing Sources
Transfers In 1,920,000 1,870 0.1% 0
Transfers Out (13,135,483) (1,636,723) 12.5% (1,548,912) Net Transfers (11,215,483) (1,634,853) 14.6% (1,548,912) Total Other Financing Sources (11,215,483) (1,634,853) 14.6% (1,548,912) Net Change in Fund Balance (2,222,111) 3,188,527 -143.5% 5,108,635 Unaudited Financial Report
199
City of Oxnard
Golf Course Funds - Revenues & Expenditures by Nature
As of 08/31/2026 - 16.7% of Fiscal Year Elapsed
Report as to August 31, 2026
Fund Golf Course Funds
Current Year Elapsed 16.7%
2026-27
Revised Budget
FY 2026-27
up to
August 31,
2026
Actual
vs
Budget
%
August 31,
2025
Revenues
Recreation Revenues 6,800,000 1,401,696 20.6% 249,478
Investment Income 168,100 - 0.0% -
Miscellaneous 265,200 - 0.0% -
Total Revenues 7,233,300 1,401,696 19.4% 249,478
Expenditures
Employment 39,670 5,710 14.4% 3,443
Supplies 347,800 0 0.0% 0
Services 5,276,782 13,286 0.3% 966,747
Utilities and Energy 700,694 0 0.0% 0
Maintenance 0 0 N/A 0
Capital Expenditures 0 0 N/A 0
Financing 30,000 0 0.0% 159,340
Insurance 126,000 - 0.0% 0
Total Expenditures 6,520,946 18,996 0.3% 1,129,531
Excess of Revenue Over/(Under) Expenditures 712,354 1,382,701 194.1% (880,053) Other Financing Sources
Transfers In - - N/A 0
Transfers Out (36,649) (6,977) 19.0% (12,709)
Net Transfers (36,649) (6,977) 19.0% (12,709)
Total Other Financing Sources (36,649) (6,977) 19.0% (12,709) Net Change in Fund Balance 675,705 1,375,724 203.6% (892,762) Unaudited Financial Report
200
City of Oxnard

YEAR-TO-DATE BUDGET REPORT
Report generated: 09/14/2026 10:26
User: donald.lin
Program ID: glytdbud

JULY 2027 REVENUES
FOR 2027 01

ORIGINAL REVISED AVAILABLE PCT

APPROP BUDGET YTD EXPENDED MTD EXPENDED ENCUMBRANCES BUDGET USED 101 GENERAL FUND
1011001 40100 PROPERTY-CURRENT SEC -40,859,638 -40,859,638 .00 .00 .00 -40,859,638.00 .0% 1011001 40120 PROPERTY-CURRENT UNS -1,410,512 -1,410,512 .00 .00 .00 -1,410,512.00 .0% 1011001 40130 PROPERTY-DELINQ UNSE -56,175 -56,175 .00 .00 .00 -56,175.00 .0% 1011001 40140 SUPPLEMENTAL ROLL TA -825,132 -825,132 -301,726.62 -301,726.62 .00 -523,405.38 36.6% 1011001 40170 RESIDUAL DISTRIB TO -6,217,716 -6,217,716 .00 .00 .00 -6,217,716.00 .0% 1011001 40180 INTEREST, PENALTIES -268,158 -268,158 -151,589.91 -151,589.91 .00 -116,568.09 56.5% 1011001 40190 PROP TAX-IN LIEU OF -27,127,324 -27,127,324 .00 .00 .00 -27,127,324.00 .0% 1011001 40195 PROPERTY TRANSFER TA -577,014 -577,014 .00 .00 .00 -577,014.00 .0% 1011001 40200 SALES TAX REVENUE -61,756,983 -61,756,983 .00 .00 .00 -61,756,983.00 .0% 1011001 40210 SALES TAX - MEASURE -58,570,748 -58,570,748 .00 .00 .00 -58,570,748.00 .0% 1011001 40300 TRANSIENT OCCUPANCY -6,069,350 -6,069,350 .00 .00 .00 -6,069,350.00 .0% 1011001 40400 FRANCHISE FEES -3,270,813 -3,270,813 .00 .00 .00 -3,270,813.00 .0% 1011001 40500 BUSINESS LICENSE FEE -7,470,000 -7,470,000 -562,026.00 -562,026.00 .00 -6,907,974.00 7.5% 1011001 40600 CANNABIS TAX REVENUE -1,600,000 -1,600,000 .00 .00 .00 -1,600,000.00 .0% 1011001 41400 CANNABIS PERMIT FEES -12,000 -12,000 -250.00 -250.00 .00 -11,750.00 2.1% 1011001 41500 OTHER LICENSE & PERM -306,700 -306,700 -19,173.47 -19,173.47 .00 -287,526.53 6.3% 1011001 42400 HOMEOWNER PROP TAX R -228,700 -228,700 .00 .00 .00 -228,700.00 .0% 1011001 42410 STATE MANDATE COST R -205,785 -205,785 .00 .00 .00 -205,785.00 .0% 1011001 42430 PUBLIC SAFETY AUGMEN -2,025,400 -2,025,400 -184,402.91 -184,402.91 .00 -1,840,997.09 9.1% 1011001 42440 PAYMENT IN LIEU OF P -23,653 -23,653 .00 .00 .00 -23,653.00 .0% 1011001 42450 VEHICLE LICENSE FEES -320,000 -320,000 .00 .00 .00 -320,000.00 .0% 1011001 43060 MISC PLANNING FEES -3,650 -3,650 -212.39 -212.39 .00 -3,437.61 5.8% 1011001 43230 COURT FINES - NON-TR -225,000 -225,000 .00 .00 .00 -225,000.00 .0% 1011001 43264 WITNESS FEE -5,400 -5,400 .00 .00 .00 -5,400.00 .0% 1011001 43300 RENTAL REVENUE (SHOR -104,880 -104,880 .00 .00 .00 -104,880.00 .0% 1011001 43310 LEASE REVENUE (LONG -43,750 -43,750 -309.04 -309.04 .00 -43,440.96 .7% 1011001 43400 DAMAGE REIMBURSEMENT -6,200 -6,200 -650.00 -650.00 .00 -5,550.00 10.5% 1011001 47000 MISCELLANEOUS REVENU -120,000 -120,000 35.85 35.85 .00 -120,035.85 .0% 1011001 47000 T0022 MISCELLANEOUS R 0 0 -19,500.00 -19,500.00 .00 19,500.00 100.0% 1011001 47000 T0190 MISCELLANEOUS R 0 0 -277,777.78 -277,777.78 .00 277,777.78 100.0% 1011001 47100 INTEREST INC- INVEST -3,463,840 -3,463,840 -38,375.00 -38,375.00 .00 -3,425,465.00 1.1% 1011001 47102 INTEREST INC-CAMP 0 0 -822,994.95 -822,994.95 .00 822,994.95 100.0% 1011001 47110 OTHER INTEREST INCOM -1,000 -1,000 .00 .00 .00 -1,000.00 .0% 1011001 47120 GAIN/LOSS ON SALE OF -4,275 -4,275 .00 .00 .00 -4,275.00 .0% 1011001 47800 SALES OF ASSETS -117,000 -117,000 .00 .00 .00 -117,000.00 .0% 1011001 49200 INDIRECT COST REIMB -8,091,394 -8,091,394 -697,798.79 -697,798.79 .00 -7,393,595.21 8.6% 1011401 47000 MISCELLANEOUS REVENU -5,500 -5,500 -400.00 -400.00 .00 -5,100.00 7.3% 1011501 47110 OTHER INTEREST INCOM -1,433 -1,433 .00 .00 .00 -1,433.00 .0% 1011501 47700 OTHER REIMBURSEMENTS -1,020 -1,020 -75.00 -75.00 .00 -945.00 7.4% 1011501 49000 TRANSFERS IN (LABOR) -10,404 -10,404 .00 .00 .00 -10,404.00 .0% 201
City of Oxnard

YEAR-TO-DATE BUDGET REPORT
Report generated: 09/14/2026 10:26
User: donald.lin
Program ID: glytdbud

JULY 2027 REVENUES
FOR 2027 01

ORIGINAL REVISED AVAILABLE PCT

APPROP BUDGET YTD EXPENDED MTD EXPENDED ENCUMBRANCES BUDGET USED 1011601 47000 MISCELLANEOUS REVENU -20,000 -20,000 -2,156.81 -2,156.81 .00 -17,843.19 10.8% 1011611 47000 MISCELLANEOUS REVENU -70,000 -70,000 -13,419.41 -13,419.41 .00 -56,580.59 19.2% 1011621 43260 MISCELLANEOUS FEES -14,000 -14,000 -5,025.00 -5,025.00 .00 -8,975.00 35.9% 1011621 47910 REVENUES IN SUSPENSE 0 0 -5,404.80 -5,404.80 .00 5,404.80 100.0% 1011701 47000 MISCELLANEOUS REVENU 0 0 -5.04 -5.04 .00 5.04 100.0% 1012111 41500 OTHER LICENSE & PERM -145,654 -145,654 -26,874.64 -26,874.64 .00 -118,779.36 18.5% 1012111 42420 B2302 POST POLICE OFF -76,800 -76,800 .00 .00 .00 -76,800.00 .0% 1012111 43000 FALSE ALARM FINE -289,912 -289,912 -170.00 -170.00 .00 -289,742.00 .1% 1012111 43210 PARKING FINES -1,780,006 -1,780,006 .00 .00 .00 -1,780,006.00 .0% 1012111 47000 MISCELLANEOUS REVENU -5,100 -5,100 .00 .00 .00 -5,100.00 .0% 1012111 47700 OTHER REIMBURSEMENTS -1,473,956 -1,473,956 -40,983.17 -40,983.17 .00 -1,432,972.83 2.8% 1012113 43250 MISCELLANEOUS FINES -51,400 -51,400 .00 .00 .00 -51,400.00 .0% 1012121 47700 OTHER REIMBURSEMENTS -128,256 -128,256 .00 .00 .00 -128,256.00 .0% 1012121 47800 SALES OF ASSETS -5,000 -5,000 .00 .00 .00 -5,000.00 .0% 1012131 43260 MISCELLANEOUS FEES -384,749 -384,749 -23,773.75 -23,773.75 .00 -360,975.25 6.2% 1012131 47000 MISCELLANEOUS REVENU -5,000 -5,000 .00 .00 .00 -5,000.00 .0% 1012501 47700 OTHER REIMBURSEMENTS -1,345,000 -1,345,000 -37,857.37 -37,857.37 .00 -1,307,142.63 2.8% 1012501 47700 B2701 OTHER REIMBURSE -50,000 -50,000 .00 .00 .00 -50,000.00 .0% 1012501 49025 TRANSFERS IN - INTER -382,734 -382,734 .00 .00 .00 -382,734.00 .0% 1012511 41100 FIRE INSPECTION FEES -300,000 -300,000 -32,103.00 -32,103.00 .00 -267,897.00 10.7% 1012511 41500 OTHER LICENSE & PERM -200,000 -200,000 -35,015.92 -35,015.92 .00 -164,984.08 17.5% 1013101 49000 TRANSFERS IN (LABOR) -1,144,328 -1,144,328 .00 .00 .00 -1,144,328.00 .0% 1013101 49000 C1702 TRANSFERS IN (L 0 0 -1,784.15 -1,784.15 .00 1,784.15 100.0% 1013101 49000 C2021 TRANSFERS IN (L 0 0 -2,200.61 -2,200.61 .00 2,200.61 100.0% 1013101 49000 C2023 TRANSFERS IN (L 0 0 -869.12 -869.12 .00 869.12 100.0% 1013101 49000 C2026 TRANSFERS IN (L 0 0 -723.72 -723.72 .00 723.72 100.0% 1013101 49000 C2255 TRANSFERS IN (L 0 0 -2,416.93 -2,416.93 .00 2,416.93 100.0% 1013101 49000 C2313 TRANSFERS IN (L 0 0 -869.12 -869.12 .00 869.12 100.0% 1013102 43050 PLAN CHECK FEES -60,000 -60,000 -8,439.00 -8,439.00 .00 -51,561.00 14.1% 1013102 43400 DAMAGE REIMBURSEMENT -35,000 -35,000 -2,877.86 -2,877.86 .00 -32,122.14 8.2% 1013102 47700 OTHER REIMBURSEMENTS -4,500 -4,500 .00 .00 .00 -4,500.00 .0% 1013102 49000 TRANSFERS IN (LABOR) -55,749 -55,749 .00 .00 .00 -55,749.00 .0% 1013102 49000 C2416 TRANSFERS IN (L 0 0 -158.31 -158.31 .00 158.31 100.0% 1013201 47000 T0019 MISCELLANEOUS R 0 0 -287.96 -287.96 .00 287.96 100.0% 1013301 43120 OTHER CONCESSIONS -135,000 -135,000 -26,155.21 -26,155.21 .00 -108,844.79 19.4% 1013301 43130 LEASED SPACE - CELLU -140,000 -140,000 -15,613.58 -15,613.58 .00 -124,386.42 11.2% 1013301 47000 MISCELLANEOUS REVENU -13,089 -13,089 -1,316.14 -1,316.14 .00 -11,772.86 10.1% 1013301 49025 TRANSFERS IN - INTER -5,000 -5,000 .00 .00 .00 -5,000.00 .0% 1013302 43400 DAMAGE REIMBURSEMENT -30,000 -30,000 .00 .00 .00 -30,000.00 .0% 1013302 47000 MISCELLANEOUS REVENU -15,000 -15,000 .00 .00 .00 -15,000.00 .0% 1013303 47000 MISCELLANEOUS REVENU -15,000 -15,000 -958.17 -958.17 .00 -14,041.83 6.4% 1013401 43400 DAMAGE REIMBURSEMENT -40,000 -40,000 -1,062.95 -1,062.95 .00 -38,937.05 2.7% 1013401 47000 MISCELLANEOUS REVENU 0 0 -79.06 -79.06 .00 79.06 100.0% 1014101 41450 CANNABIS PERMIT RENE -129,940 -129,940 -14,119.00 -14,119.00 .00 -115,821.00 10.9% 202
City of Oxnard

YEAR-TO-DATE BUDGET REPORT
Report generated: 09/14/2026 10:26
User: donald.lin
Program ID: glytdbud

JULY 2027 REVENUES
FOR 2027 01

ORIGINAL REVISED AVAILABLE PCT

APPROP BUDGET YTD EXPENDED MTD EXPENDED ENCUMBRANCES BUDGET USED 1014101 41500 OTHER LICENSE & PERM -43,887 -43,887 -1,542.86 -1,542.86 .00 -42,344.14 3.5% 1014101 43030 GENERAL PLAN MAINTEN -215,156 -215,156 .00 .00 .00 -215,156.00 .0% 1014101 43030 M1404 GENERAL PLAN MA 0 0 -9,425.52 -9,425.52 .00 9,425.52 100.0% 1014101 43040 ZONING-SUB FEES STAN -339,163 -339,163 -25,131.09 -25,131.09 .00 -314,031.91 7.4% 1014101 43060 MISC PLANNING FEES -10,165 -10,165 -725.00 -725.00 .00 -9,440.00 7.1% 1014101 43260 MISCELLANEOUS FEES -5,434 -5,434 .00 .00 .00 -5,434.00 .0% 1014101 47700 OTHER REIMBURSEMENTS -200,000 -200,000 -1,121.25 -1,121.25 .00 -198,878.75 .6% 1014102 41000 BUILDING PERMIT FEES -950,213 -950,213 -57,778.25 -57,778.25 .00 -892,434.75 6.1% 1014102 41001 PLUMBING PERMIT FEES -104,546 -104,546 -4,137.44 -4,137.44 .00 -100,408.56 4.0% 1014102 41002 ELECTRICAL PERMIT FE -183,877 -183,877 -8,444.07 -8,444.07 .00 -175,432.93 4.6% 1014102 41003 HEATING/VENT PERMIT -54,825 -54,825 -2,436.58 -2,436.58 .00 -52,388.42 4.4% 1014102 41500 OTHER LICENSE & PERM -169,456 -169,456 -13,455.00 -13,455.00 .00 -156,001.00 7.9% 1014102 43011 INSPECTION FEES/TRAC -425,000 -425,000 -22,621.76 -22,621.76 .00 -402,378.24 5.3% 1014102 43012 INSPECTION FEES/ENCR -250,000 -250,000 -27,978.02 -27,978.02 .00 -222,021.98 11.2% 1014102 43013 INSPECTOR OT REIMBUR -140,000 -140,000 .00 .00 .00 -140,000.00 .0% 1014102 43014 INSPECTION FEES/ENER -50,000 -50,000 -426.12 -426.12 .00 -49,573.88 .9% 1014102 43051 PLAN CHECK FEES/BLDG -1,011,473 -1,011,473 -82,342.29 -82,342.29 .00 -929,130.71 8.1% 1014102 43052 PLAN CHECK FEES/ENGI -275,000 -275,000 -18,504.27 -18,504.27 .00 -256,495.73 6.7% 1014102 43053 PLAN CHECK FEES/ENER -17,669 -17,669 -664.78 -664.78 .00 -17,004.22 3.8% 1014102 43054 PLAN CHECK FEES/ELEC -68,826 -68,826 -3,842.76 -3,842.76 .00 -64,983.24 5.6% 1014102 43055 PLAN CHECK FEES/MECH -12,794 -12,794 -448.40 -448.40 .00 -12,345.60 3.5% 1014102 43056 PLAN CHECK FEES/PLUM -22,109 -22,109 -887.99 -887.99 .00 -21,221.01 4.0% 1014102 43060 MISC PLANNING FEES -480 -480 .00 .00 .00 -480.00 .0% 1014102 43260 MISCELLANEOUS FEES -141,552 -141,552 -9,617.00 -9,617.00 .00 -131,935.00 6.8% 1014103 43250 MISCELLANEOUS FINES -103,724 -103,724 .00 .00 .00 -103,724.00 .0% 1014104 47000 MISCELLANEOUS REVENU 0 0 -187.71 -187.71 .00 187.71 100.0% 1015401 43300 RENTAL REVENUE (SHOR -2,000 -2,000 -765.00 -765.00 .00 -1,235.00 38.3% 1015402 43250 MISCELLANEOUS FINES -200 -200 -248.48 -248.48 .00 48.48 124.2% 1015402 47700 OTHER REIMBURSEMENTS -1,200 -1,200 -119.82 -119.82 .00 -1,080.18 10.0% 1015403 47000 MISCELLANEOUS REVENU -2,500 -2,500 -588.50 -588.50 .00 -1,911.50 23.5% 1015405 43250 MISCELLANEOUS FINES 0 0 -65.00 -65.00 .00 65.00 100.0% 1015405 47000 MISCELLANEOUS REVENU -1,830 -1,830 -496.94 -496.94 .00 -1,333.06 27.2% 1015405 47700 OTHER REIMBURSEMENTS -15,600 -15,600 -1,337.75 -1,337.75 .00 -14,262.25 8.6% 1015501 43120 T0073 OTHER CONCESSIO 0 0 -382.50 -382.50 .00 382.50 100.0% 1015501 43300 RENTAL REVENUE (SHOR -90,000 -90,000 -990.00 -990.00 .00 -89,010.00 1.1% 1015501 43300 T0061 RENTAL REVENUE 0 0 -270.00 -270.00 .00 270.00 100.0% 1015501 43300 T0062 RENTAL REVENUE 0 0 -3,514.50 -3,514.50 .00 3,514.50 100.0% 1015501 43310 LEASE REVENUE (LONG -111,317 -111,317 .00 .00 .00 -111,317.00 .0% 1015501 43310 T0078 LEASE REVENUE ( 0 0 -9,276.44 -9,276.44 .00 9,276.44 100.0% 1015501 44000 YOUTH ADULT SPORTS -20,000 -20,000 .00 .00 .00 -20,000.00 .0% 1015501 44010 RECREATION CLASS FEE -16,800 -16,800 .00 .00 .00 -16,800.00 .0% 1015501 44010 T0075 RECREATION CLAS 0 0 -451.95 -451.95 .00 451.95 100.0% 1015501 44010 T0076 RECREATION CLAS 0 0 -235.02 -235.02 .00 235.02 100.0% 1015501 44020 SPECIAL EVENTS -15,000 -15,000 .00 .00 .00 -15,000.00 .0% 203
City of Oxnard

YEAR-TO-DATE BUDGET REPORT
Report generated: 09/14/2026 10:26
User: donald.lin
Program ID: glytdbud