Budget Award ........................................................................................................................ 1 Budget-at-a-Glance ................................................................................................................ 2 EXECUTIVE SUMMARY .............................................................................
Directory of City Officials and Organizational Structure .......................................... 4 City Mission Statement and Goals ............................................................................. 5 Performance Measurements ....................................................................................... 7 Executive Transmittal Letter ...................................................................................... 10 City Profile ........................................................................................................
City Profile and History ............................................................................................. 30 Budget Summary ..............................................................................................
Budget Process and Fund Structure ........................................................................... 39 Budget Summary by Organization and Fund ............................................................. 53 Reserve Analysis ........................................................................................................ 55 Revenue Summary by Organization and Fund .......................................................... 57 Expenditure Summary by Organization and Fund ..................................................... 60 Revenues by Type - All Funds ................................................................................... 62 Expenditures by Function - All Funds ....................................................................... 63 Trends and Assumptions for Key Revenue ................................................................ 65 Revenue Detail by Type ............................................................................................. 69 Expenditure Detail by Function ................................................................................. 71 Expenditure Summary by Division ............................................................................ 73 Long-Term Debt Payment Schedule .......................................................................... 77 Interfund Transfers ..................................................................................................... 78 Full-Time Equivalent Employees .............................................................................. 81 Operating Budget Calendar ........................................................................................ 83 CITY OF CAMARILLO ................................................................................
General Fund ....................................................................................................
Five-Year Forecast ..................................................................................................... 84 Revenues .................................................................................................................... 86 Expenditure Detail
City Council ................................................................................................... 89 City Manager .................................................................................................. 91 City Clerk ....................................................................................................... 95 City Attorney .................................................................................................. 100 Community Relations ..................................................................................... 102 Emergency Operations Center ....................................................................... 106 Finance ........................................................................................................... 109 Human Resources ........................................................................................... 112
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
i
Community Development .............................................................................. 115 Code Compliance ........................................................................................... 119 Police Services ............................................................................................... 122 Disaster Assistance Response Team (D.A.R.T) ............................................. 125 Building and Safety ........................................................................................ 126 Public Works .................................................................................................. 128 Cultural Arts Services - Community Support ................................................ 136 Community & Human Services ..................................................................... 140 City Parks and Facilities ................................................................................. 140 Library Operations ......................................................................................... 142 Major City Facilities ...................................................................................... 146 Economic Development ................................................................................. 151 Non-Departmental Expenditures and Interfund Transfers ............................. 154 Special Revenue Funds ....................................................................................
SB 125 Fund ............................................................................................................... 158 Transportation Development Act (TDA) - Article 8c Transit Fund .......................... 159 Transportation Development Act (TDA) - Article 8 Roads Fund ............................. 158 Transportation Development Act (TDA) - Article 3 Fund ........................................ 159 Gas Tax Fund ............................................................................................................. 160 SB 1 Fund ................................................................................................................... 161 Lighting/Landscape Maintenance District Fund ........................................................ 162 Maintenance District Funds ....................................................................................... 165 Mission Oaks Maintenance District MD1A Fund ......................................... 166 Wittenberg Maintenance District MD2A Fund .............................................. 167 Armitos Storm Basins Maintenance District Fund ........................................ 168 Mission Oaks Industrial Maintenance District Fund ..................................... 169 Presley Maintenance District Fund ................................................................ 170 Spanish Hills Maintenance District Fund ...................................................... 171 Sares/Regis Maintenance District Fund ......................................................... 172 Vista Las Posas Maintenance District Fund ................................................... 173 Adolfo Glen III Maintenance District Fund ................................................... 174 Adolfo Glen II Maintenance District Fund .................................................... 175 SIBA Fund ................................................................................................................. 176 Traffic Mitigation Fund .............................................................................................. 177 Bridge Policy Fund .................................................................................................... 178 Storm Drain Fees Fund .............................................................................................. 179 Signal Fees Fund ........................................................................................................ 180 Underground Utilities Fees Fund ............................................................................... 181 Street Improvements Fund ......................................................................................... 182
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
ii
Parking In-Lieu Fund ................................................................................................. 183 Air Quality Management Fund .................................................................................. 184 Community Development Block Grant Fund ............................................................ 185 Library Special Revenue Fund ................................................................................... 187 Cable PEG Fees Special Revenue Fund ..................................................................... 189 Debt Service Funds ...........................................................................................
Library Debt Service Fund ......................................................................................... 190 Capital Projects Funds .....................................................................................
Capital Improvement Projects Fund ........................................................................... 192 Camarillo Corridor Projects Area Fund ..................................................................... 193 Low-Mod Income Housing Asset Fund ..................................................................... 194 Internal Service Funds .....................................................................................
Risk Management Fund ............................................................................................. 196 Information Services Fund ......................................................................................... 198 Vehicles and Equipment Fund ................................................................................... 202 Facility Funds ............................................................................................................. 205 City Hall Facility Fund ................................................................................... 207 Corporation Yard Facility Fund ..................................................................... 208 Police Facility Fund ....................................................................................... 209 Library Facility Fund ..................................................................................... 210 Camarillo Chamber of Commerce Facility Fund ........................................... 211 Enterprise Funds ..............................................................................................
Solid Waste Fund ....................................................................................................... 213 Transit Fund ............................................................................................................... 215 Camarillo Ranch Events Fund ................................................................................... 219 Water Utility Fund ..................................................................................................... 221 Reclaimed Water Fund ............................................................................................... 226 Water Conservation Credit Fund ............................................................................... 228 Water Capital Projects Fund ...................................................................................... 230 Water Debt Service Fund ........................................................................................... 231 CAMARILLO SANITARY DISTRICT (CSD) ............................................
CSD Operating Fund ................................................................................................. 232 CSD Debt Service Fund ............................................................................................ 237 CSD Capital Projects Fund ....................................................................................... 238
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
iii
CAPITAL IMPROVEMENT PROGRAM (CIP) AND DEBT
MANAGEMENT .............................................................................................
Capital Improvement Program Budget Overview ...................................................... 242 Budget ...................................................................................................................... 244 Transportation Capital Improvement Projects ........................................................... 245 Water Utility Capital Improvement Projects .............................................................. 247 Sanitary District Capital Improvement Projects ........................................................ 249 Storm Drainage Capital Improvement Projects ......................................................... 251 Buildings and Grounds Capital Improvement Projects .............................................. 253 Debt Management and Obligations ............................................................................ 255 APPENDICES ..................................................................................................
Financial Trend Information
General Governmental Revenues by Source .................................................. 256 General Governmental Expenditures by Function ......................................... 259 Budget and Fiscal Policy ............................................................................................ 243 Reserve Level Policy .................................................................................................. 248 Fiscal Management Policy ......................................................................................... 251 Community Grant Funding Policy ............................................................................. 255 OPEB Trust Investment Policy .................................................................................. 260 Pension Rate Stabilization Program (PRSP) Trust Investment Policy ...................... 260 Investment Policy ....................................................................................................... 264 Land-Secured Financing Policy ................................................................................. 279 Capital Improvement Program Policy ........................................................................ 285 Appropriations Limit Calculation 287
Basis of Accounting ................................................................................................... 306 Glossary of Terms ...................................................................................................... 307 Acronyms ................................................................................................................... 311 City Contacts .............................................................................................................. 315
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
iv
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
2 BUDGET-AT-A-GLANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
2 EXECUTIVE SUMMARY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
3 ORGANIZATIONAL STRUCTURE AND
DIRECTORY OF CITY OFFICIALS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
4 "Dedicated to providing effective and efficient
municipal services that promote a high quality of life, economic vitality, and a safe environment for all.”
• Fiscal Management. It is the goal of the City Council to maintain sound and conservative financial practices to ensure the fiscal sustainability of the City.
1. Pursue opportunities for diversification of City revenues through public and private sources.
2. Continue to identify and implement means and methods for streamlining internal and public- facing City operations.
3. Develop, implement, and update annually a City Infrastructure Strategic Financial Plan, aligned with the adopted Capital Improvement Program, for planning and financing City infrastructure needs for FY 2024/25 through FY 2028/29.
City Council Action Strategies for FY 2024/25
• Retain a financial advisor, firm, or consultant to prepare a Strategic Financial Plan for funding City Infrastructure projects, in alignment with the adopted Capital Improvement Program.
• Community Enrichment. It is the goal of the City Council to provide a safe and enriched environment where people can live, work and play.
1. Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs.
a. Increase awareness and participation in Neighborhood Watch Program. b. Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues.
c. Maintain the City’s involvement and collaboration with the VC Sheriff’s Department, VC Behavioral Health, and other agencies for assistance, as appropriate, in helping law enforcement respond to homelessness and calls involving mental health issues. d. Develop and implement appropriate strategies to more effectively combat crime.
2. When the District is ready to move forward, continue working with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.
3. Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo.
4. Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
5. Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues.
6. Explore opportunities to enhance, restore and beautify the community through the involvement of volunteers.
7. Explore opportunities to engage providers to improve cell phone coverage within the City of Camarillo.
8. Explore potential changes to the process and sources of funding, with the objective of increasing the level of City financial support for nonprofit organizations serving the community.
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
5 City Council Action Strategies for FY 2024/25
• City Council to receive a presentation on “Healthy Camarillo.” • Explore enhancement of community enrichment by expanding communications including educational topics on observed holidays and other significant dates. • Explore an event that showcases non-profits at a Christmas/Holiday event at the Camarillo Ranch.
• California State University Channel Islands . It is the goal of the City Council to maintain a close working relationship with the University.
1. Continue interaction with the University, including its President, regarding City, University and student issues such as student services, housing, facilities, growth projections, economic development opportunities, research opportunities, and the employment pipeline.
• Land Use and Transportation. It is the goal of the City Council to plan appropriate land uses, streets, bikeways, infrastructure, and transit system.
1. Continue to seek improvement on local traffic issues that impact our City.
2. Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.
3. Encourage efforts by County of Ventura and California State University Channel Islands to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to California State University Channel Islands.
4. Evaluate potential measures to improve public transit. • Environment/Resource Management. It is the goal of the City Council to provide cost-effective, efficient services to the public while minimizing impacts on the environment.
1. Continue to seek funding for recycled water storage.
2. Continue to emphasize water conservation measures.
3. Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.
4. Expand community education and outreach regarding recycling, waste reduction, hazardous materials, and organic waste.
5. Implement the transition of public transit and general use City vehicles and the infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally friendly options.
City Council Action Strategies for FY 2024/25
• Continue implementation of the Wastewater Master Plan. • Community Redevelopment. It is the goal of the City Council to provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
6 1. Develop alternate methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.
2. Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:
a. Affirmatively engaging property owners in the Plan area; and b. Identifying incentives that the City could offer to property owners willing to proceed with redevelopment projects in the Plan area.
3. Continue to assist other commercial property owners who have interest in revitalizing their properties.
4. Evaluate various options for enhancing the livability and economic viability of the Old Town area including, supporting grassroots efforts of a feasibility study of a Business Improvement District.
5. Encourage the development of appropriate infill housing projects that include affordable housing opportunities to help address the housing crisis in our area.
City Council Action Strategies for FY 2024/25
• Evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects in the Camarillo Commons Specific Plan area.
• Economic Development. It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provision of efficient processing of proposals.
1. Aggressively implement the City’s adopted Economic Development Strategic Plan.
2. Retain and expand a diverse and healthy small business environment in the City.
City Council Action Strategies for FY 2024/25
• Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D). • Community Relations. It is the goal of the City Council to increase community engagement and effective communication with the community.
1. Continue opportunities to engage youth regarding issues that concern them and to develop future leaders.
2. Seek opportunities for community engagement as outlined in the Communication Guidelines and through improved technology.
City Council Action Strategies for FY 2024/25
• Continue to create opportunities for Camarillo youth to be engaged in City partnership for civic engagement and learning opportunities.
• Governmental Relations. It is the goal of the City Council to maintain effective communications with local, state and federal elected representatives and other local public agencies including schools, parks, and special districts.
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
7 1. Prioritize communications with other local public agencies that serve Camarillo residents and businesses.
2. Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.
• Employee Relations. It is the goal of the City Council to maintain an optimum work environment through competitive salaries, benefits, and training
1. Promote and encourage sustainable best practices in the workplace consistent with the Sustainability Master Plan and incentivize employees for personal work-related sustainability practices.
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CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
8 Performance Measurement Process
The City of Camarillo is dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment . In these efforts, performance metrics provide valuable information needed to sustain service levels, strive for excellence, and continue improvement. Performance measures provide departmental staff and management with the critical operating information they need to assess quality service delivery and measure success. Measures provide City management key decision-making information for resource allocation, process improvements and other management decisions. Measures also provide the City Council comprehensive data on each department's primary operating functions.
Fiscal Year 2021/22 marked the City of Camarillo’s first time developing any form of performance measurements as part of our budget process. Since then, the City has worked to refine the measurements to more accurately identify key performance indicators that reflect the performance of each department and division.
During the Fiscal Year 2022/23 budget process, the City of Camarillo engaged in a much more extensive exercise to update and expand the measurement of performance. The process was conducted and completed by staff from the Finance Department and City Manager’s Office which included reviewing our existing performance measurements, as well as the feedback provided by the Government Finance Officers Association (GFOA) after review of the City’s FY 2021/22 budget. The team leaders researched the 2021 Award Winning Budget Documents for public agencies as awarded by GFOA, with particular focus on those who received a special recognition for performance measurements. This research helped the team understand how to properly develop measurements, and what kind of activities were measured by similar agencies. Furthermore, the team conducted general research on the process of developing performance targets, and how to monitor and report the data.
Once the research was performed, the team leaders developed sample performance measurements for each department in the City and met with the manager and director for each department and division in the City to present the information. During the meetings conducted, the team requested feedback from City staff as the subject matter experts to help fine-tune the sample measurements provided and develop additional ones. Subsequently, each department met internally to develop measurement and targets.
This exercise led to internal discussions as to the relevance of the work being conducted, the role each agency plays in the greater organization, and the cooperation that needs to take place to achieve the new targets. Additionally, staff discussed ways to be accountable throughout the year to successfully track data to measure performance. To this end, departments will be regularly updating information on performance through our OpenGov platform, which can be found on the City’s website through the Engage Camarillo Community Strategy, under Department Stories. A number of these measurements will require new tracking tools and methods, however, we understand that by making this investment now, the City will have access to critical metrics that will provide valuable information needed to sustain service levels, strive for excellence, continue improvement, and educate future public servants on the City’s historical efforts.
For the FY 2024/25 budget, the Finance Department continued the collection, analysis, and discussion of performance measures with all City departments. In addition, a benchmark was established for some performance measures where applicable to use as point of reference against which applicable performance may be compared or assessed. The benchmark is the industry and/or regional standards for applicable performance measures.
PERFORMANCE MEASUREMENTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
9 May 18, 2024
Mayor and Members of the City Council
On March 13, 2024, the City Council adopted it's Goals and Objectives for FY 2024/25. These objectives include Action Strategies that staff can work on throughout the year, along with other activities supporting City operations. Through review and adoption of the City's Annual Budget, the City Council allocates the resources necessary to achieve these goals and objectives. The proposed budget sets the City’s financial and operational course of actions for the next fiscal year, and helps the City to continue to provide services that maintain an excellent quality of life for the community.
BUDGET OVERVIEW
This document presents the Fiscal Year 2024/25 Proposed Budget for the City of Camarillo (City) and the Camarillo Sanitary District (CSD), incorporated into one document. Any reference throughout this memorandum to the City should also be interpreted to include the CSD, where appropriate.
The City Council, City Management and City staff invest and deliver on services that our community values, while ensuring that the City's financial health is well-positioned to withstand any fluctuations as a result of economic uncertainty. Our vital programs such as public safety, utilities, library operations, street maintenance, lighting and landscaping, community support programs and community development continue to be delivered at the highest levels. Through the direction of City Council, staff continues to research and deliver new action strategies that add value to our community such as addressing homelessness, exploring community health and wellness programs, and taking action on the Sustainability Master Plan.
We work together to be responsible fiscal stewards and are optimistic in our budget projections, recognizing risks that can impact revenues in the future. Those risks include geopolitical conflict in the Middle East and Russia/Ukraine, election uncertainty, supply chain interruptions, real estate markets, and the impact of future Federal monetary policy decisions. As a result of these factors, staff continues to take a cautious and conservative approach to budgeting for the 2024/25 fiscal year.
Through prudent planning and budget resilience, the City is in a solid fiscal position. The proposed budget includes a 50% General Fund reserve set-aside per the City’s Reserve Policy to provide fiscal flexibility and stability.
Many of the projected fund balances in the other funds are expected to meet or exceed their targeted reserve levels at fiscal year end June 30, 2025. For the funds projected to end below their targeted reserve levels, staff is diligently working to bring those funds up to the target level stated in the City’s Reserve Policy. Included in this document are summaries of the major funds and prominent changes to their budgets. The budget detail is presented in each section grouped by fund-type. The report includes information related to the total revenue and expenditure activity for the major fund types.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
10 AT A GLANCE – CITY OPERATIONS & CSD
CITY OF CAMARILLO
2023/24 BUDGET 2024/25 BUDGET
Fund Balance, July 1 $ 189,454,906 $ 177,241,425
Revenues 117,688,241 116,299,193
Expenditures 129,901,722 135,949,384
Adjustments — 9,000,000
Estimated Fund
Balance, June 30 $ 177,241,425 $ 166,591,234
CAMARILLO SANITARY DISTRICT
2023/24 BUDGET 2024/25 BUDGET
Fund Balance, July 1 $ 64,062,569 $ 55,670,629
Revenues 18,474,637 20,473,783
Expenditures 26,866,577 24,516,295
Estimated Fund
Balance, June 30 $ 55,670,629 $ 51,628,117
CITY AND CSD COMBINED TOTAL
2023/24 BUDGET 2024/25 BUDGET
Fund Balance, July 1 $ 253,517,475 $ 232,912,052
Revenues 136,162,878 136,772,976
Expenditures 156,768,299 160,465,679
Adjustments — 9,000,000
Estimated Fund
Balance, June 30 $ 232,912,052 $ 218,219,349
The total budget for FY 2023/24 includes revenues of $136.2 million and expenditures of $156.8 million.
The FY 2023/24 budget includes a projected use of accumulated fund balance of $20.6 million due to significant planned capital projects, primarily Annual Resurfacing/Overlay , North Pleasant Valley Groundwater Desalter , Advanced Metering Infrastructure , Water Reclamation Plant Upgrades, Wastewater System Generator Replacement, Lewis Road to Flynn Road Sewer, Dawson Drive to Metrolink Station Sewer, Chemical System Improvements, Stormwater Trash Compliance, Pleasant Valley Road Bike Lanes, and Dizdar Park Renovations capital projects.
The total Proposed Budget for FY 2024/25 includes revenues of $136.8 million , and expenditures of $160.5 million. The difference of $23.7 million is due to the planned use of accumulated fund balance for one-time programs or capital expenditures as detailed in the FY 2024-29 CIP Program. The FY 2024/25 accumulated fund balance is projected to be $218.2 million.
EXPENDITURES - PERSONNEL
Consistent with the City Council goal to maintain an effective workforce through competitive salaries and benefits, the FY 2024/25 projected personnel costs include additional positions for an estimated increase of 15.73% from FY 2023/24. The FY 2024/25 budget includes funding for a total of 167 full-time
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
11 equivalent (FTE) positions. The staffing level is consistent with the City Council’s Goals and Objectives and departmental operations and work plans. The full-time equivalences include added positions in the following departments; Community Development, Finance, Public Works, Water and CSD. These positions are being added to build capacity for future anticipated projects and programs. The growing complexity and scope of many City operations requires the City to incorporate additional staff with the necessary expertise and skills to provide high-quality services, maintain infrastructure integrity, and adhere to environmental regulations.
Department Heads will continue to evaluate positions that become vacant through attrition as an opportunity to reassess staffing needs within the organizational structure and ensure the City continues to provide the highest level of service in the most effective way possible.
CHALLENGES AND UNCERTAINTIES
National Forecast. The economic outlook for the remainder of 2024 and for 2025 remains strong and steady fueled by a rise in consumer spending and a healthy U.S. job market. Inflation trends are subsiding but core levels remain above the Federal Reserve Board's target of 2.0%. Given the cumulative effects of restrictive monetary policy and tighter financial conditions, it's expected that the economy will gradually soften and the Federal Reserve will loosen monetary policy in 2024.
State Budget Update. While the State faces a $37.9 billion shortfall primarily due to personal income tax and corporation tax projected receipts, this challenge is managed through the State's foresight in building the record level reserves in 2023. Through a combination of measures, including a reduction to various programs, and the use of reserve funds, the State closes the shortfall and proposes a balanced budget for FY 2024/25.
None of the proposed measures impact the City's operations. The City’s General Fund revenues are not dependent on the State’s finances. Municipal revenues affected by the State’s budgetary impacts include grants and special revenue sources such as Highway Users Tax Account (HUTA), the SB1 Road Maintenance and Rehabilitation Account (RMRA) and Transportation Development Act (TDA Article 8) revenues.
In mid-May, the State’s Department of Finance will provide an update on revenues, expenditures, and reserves based on the latest economic forecasts.
Federal Stimulus. The American Rescue Plan Act of 2021 (ARPA) was signed into law on March 11, 2021 to provide direct relief to States, Counties, Cities, and other municipalities. These funds may be used to cover costs incurred to respond to the public health emergency with respect to COVID-19, or to alleviate its negative economic impacts. Primarily, ARPA is intended to replace revenue declines sustained during the public health emergency, and make investments in water, wastewater, and broadband infrastructure. The City’s allocation under ARPA is $9.0 million, and is programmed into the City’s budget through December 31, 2024 which is the deadline for obligating the awarded funds. FY 2024/25 will be the last year of recognizing ARPA funds in the City's General Fund revenues.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
12 WHAT’S IN THE BUDGET
General Fund Focus
The Proposed General Fund Budget for FY 2024/25 is operationally (operating revenues exceed operating expenditures) and structurally balanced over the five-year projection. The General Fund is where the majority of discretionary revenues are recorded, and where the majority of general municipal services are provided.
GENERAL FUND
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 57,483,912 $ 62,456,172 $ 62,842,117 0.6% Operating Expenditures 44,090,423 53,283,156 57,885,397 8.6% Operating Transfers Out 3,571,784 3,965,433 4,578,184 15.5% Total Operating Expenditures 47,662,208 57,248,589 62,463,581 9.1% CIP Transfers Out 5,615,697 7,275,448 50,000 (99.3%) Expenditures & Transfers Out 53,277,905 64,524,037 62,513,581 (3.1%) Revenues Over/(Under) Expenditures 4,206,007 (2,067,865) 328,536 Fund Balance, July 1 80,918,890 94,026,064 91,958,199 ISF Fund Balance Consolidation 8,901,167 — —
Fund Balance, End of Period $ 94,026,064 $ 91,958,199 $ 92,286,735 The budget for FY 2023/24 includes revenues and transfers in of $62.5 million , and expenditures and transfers out of $64.5 million.
The Proposed Budget for FY 2024/25 includes revenues and transfers in of $62.8 million , and expenditures and transfers out of $62.5 million. The change to the ending fund balance is a n increase of $0.3 million, for a total ending fund balance of $92.3 million.
Further details on the changes to General Fund revenue and expenditure levels for FY 2024/25 are provided on pages 13-19 of this report.
Key General Fund Revenues
Several forecasting methods and practices are used to estimate City revenues depending on the type of revenue. Evaluating historical growth patterns and current year actual trends is an important component to the analysis. The City also works with industry-leading consultants to analyze the City’s two largest revenues, property and sales taxes.
General Fund revenues are outlined below including the year-over-year changes to the budget. The top seven revenue sources account for approximately 83.3% of the total projected General Fund revenues of $52.4 million in the proposed FY 2024/25 budget. The other revenue sources and transfers in are noted in the table below.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
13 Although we have seen unprecedented growth in property and sales tax revenues, we forecast that the rapid pace of growth will slow over the next fiscal year with a steadier growth up to 2.6% when compared to current year estimated actual revenue receipts.
FY 2022/23 FY 2023/24 FY 2024/25
Revenue Sources
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Property Tax $ 18,391,763 $ 19,498,684 $ 19,940,000 2.3% Sales Tax 19,252,211 19,000,000 19,500,000 2.6%
Franchise Fees 3,000,682 3,060,000 3,204,199 4.7%
Transient Occupancy Tax 3,306,038 3,366,000 3,434,000 2.0% Licenses & Permits 1,278,609 1,900,000 2,300,000 21.1% Business Tax 1,619,684 1,617,000 1,650,000 2.0%
Charges for Services 3,644,105 2,937,816 2,333,647 (20.6%) Total 50,493,092 51,379,500 52,361,846 1.9%
Other Revenue Sources 2,786,803 9,050,862 8,290,616 (8.4%) Subtotal 53,279,894 60,430,362 60,652,462 0.4%
Transfers In 4,204,016 2,025,810 2,189,655 8.1%
Total Fund Revenue $ 57,483,912 $ 62,456,172 $ 62,842,117 0.6% Property Tax: This is the City's largest revenue source for the General Fund, accounting for
31.7% of the total FY 2024/25 projected revenue. The average median home sale price in Camarillo increased from $822,500 in December 2022 to $897,500 as of December 2023, an increase of 9.1%. FY 2024/25 budgeted property tax revenues are projected at $19.9 million, a 2.3% increase from the current year. The City’s net taxable value increase in FY 2024/25 is projected to be 3.8%.
Sales Tax: This is the second largest revenue source, accounting for 31.0% of the total General Fund revenue. Post Covid, the City has seen extraordinary growth and now exceeds the pre-Pandemic revenue levels. Projected sales tax revenue for FY 2024/25 is $19.5 million. The projection for FY 2024/25 assumes a slowdown in growth , primarily in the General Consumer Goods, Autos and Transportation, and Business and Industry categories for an overall increase of 2.6%.
Franchise Fees: Franchise Fee revenues for Cable, Refuse, Electric and Gas, produce 5.1% of the total General Fund revenue. In FY 2024/25, this revenue is projected to increase by 4.7% for a total of $3.2 million. The increases are primarily contributed by the Gas and Refuse revenue with a slight decrease in cable franchise fees.
Transient Occupancy Tax (TOT): Hotel Bed Tax revenue produces 5.5% of the total General Fund revenue. In FY 2023/24 the occupancy rates have increased 4.7% when compared to prior year, along with increased average daily rates (ADR) for hotel rooms. TOT growth has begun to level off, and the City expects moderate growth of 2.0% in FY 2024/25. The primary economic indicators influencing projections include room and occupancy rates, and demand growth.
Licenses & Permits: Building Permit revenues are expected to increase by 21.1% in FY 2024/25 for a total of $2.3 million reflecting the anticipated levels of development activity primarily due to two large development projects.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
14 Charges for Services: These charges include engineering inspection fees, subdivision fees, and zoning and planning fees which are based on development activity that can fluctuate year-over-year.
The projected revenues for FY 2024/25 are $2.3 million.
Other Revenue Sources:
Grants and Subventions: This revenue in FY 2024/25 reflects $2.4 million in ARPA funding.
The City was allocated a total of $9.0 million that must be obligated by December 31, 2024 and spent by December 31, 2026. This funding was intended to replace revenues impacted by the Pandemic, which were General Fund revenues necessary to pay for essential City services such as public safety.
Investments/Contributions: As a result of the Federal Reserve's aggressive monetary policy, the City is expected to earn a higher rate of return on its investment portfolio for a total revenue of $2.8 million with a decrease projected due to use of cash balances for Capital Improvement Projects reflected in the FY 2024-29 Capital Improvement Program.
Internal Charges: This revenue reflects the internal service allocation for the enterprise portion of the costs in the facility divisions to the General Fund.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
15 Key General Fund Appropriations
The total proposed General Fund expenditures and transfers out (appropriations) for FY 2024/25 are $62.5 million, which reflects a decrease of $2.0 million from the FY 2023/24 budget.
FY
2022/2023
FY
2023/2024 FY 2024/25
Divisions
Actual Budget
Proposed
Budget
Year over
Year %
Chg
City Council $ 1,095,523 $ 675,674 $ 662,572 (1.9%)
City Clerk 785,792 1,035,256 834,501 (19.4%)
City Attorney 527,815 459,881 459,936 0.0%
City Manager 1,960,739 2,286,290 2,035,418 (11.0%)
Community Relations 485,758 603,480 636,430 5.5%
Emergency Operations 158,297 314,314 304,560 (3.1%) Finance 1,849,769 2,002,998 2,099,953 4.8%
Human Resources 539,587 803,751 852,829 6.1%
Community Development 2,568,810 2,892,065 3,640,662 25.9% Code Compliance 822,409 941,208 1,207,225 28.3%
Police 17,814,421 19,732,918 21,863,654 10.8%
DART 11,242 35,686 40,686 14.0%
Building & Safety 1,152,232 1,885,730 2,147,482 13.9% Public Works
Administration 2,886,856 2,317,443 2,425,009 4.6%
CIP Administration 202,330 503,963 589,051 16.9%
Traffic/Signal Maintenance 1,401,068 1,450,806 1,835,818 26.5% Storm Water Management 1,016,143 1,492,749 1,338,644 (10.3%) Street Maintenance 2,447,662 3,145,999 3,379,683 7.4% Community & Human Services — — 251,233 100.0%
HHAP Voucher Program — 735,000 377,982 (48.6%)
Cultural Arts Services 574,887 1,007,237 1,105,118 9.7% Library Operations 5,171,361 3,328,606 3,337,781 0.3% Facilities
City Hall Facility — 2,016,126 1,797,052 (10.9%)
Corp Yard Facility — 727,196 1,408,748 93.7%
Police Facility — 410,565 791,658 92.8%
Library Facility — 1,277,568 1,325,195 3.7%
Chamber of Commerce Facility — 4,250 3,000 (29.4%)
Economic Development 602,724 681,397 618,517 (9.2%) Non Departmental 15,000 515,000 515,000 0.0%
Total 44,090,423 53,283,156 57,885,397 8.6%
Operating Transfers Out 3,571,784 3,965,433 4,578,184 15.5% CIP Transfers Out 5,615,697 7,275,448 50,000 (99.3%) Total General Fund Appropriations $ 53,277,905 $ 64,524,037 $ 62,513,581 (3.1%)
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
16 Key additions or eliminations to the FY 2024/25 General Fund expenditure budgets are detailed below.
City Clerk: A decrease of $200,755 or 19.4% in FY 2024/25 is attributed to the Citywide scanning project and document imaging system which is budgeted in FY 2023/24. The implementation effort for both projects will continue into FY 2024/25.
City Manager: A decrease of $250,872 or 11.0% in FY 2024/25 is a result of operational realignment to reflect the roles and responsibilities of the existing staff.
Community Development: An increase of $748,597 or 25.9% is primarily attributed to staffing changes to reflect the high level of development activity in the division and to continue to be responsive to the City Council's Goals for redevelopment and land use.
Code Compliance: An increase of $266,017 or 28.3% is primarily attributed to staffing changes to meet the current demands and roles of the division, including program implementation/monitoring, field work, and administrative duties.
Police: An increase of $2.1 million or 10.8% is attributed to the cost related to the annual contract rate increase from Ventura County Sheriff's Office and the addition of a patrol cover car that will require two additional deputies.
Building & Safety: An increase of $261,752 or 13.9% is attributed to the anticipated level of development activity primarily due to two large development projects.
Public Works
Traffic & Signal: An increase of $385,012 or 26.5% is primarily due to painting of traffic borders at twenty seven (27) locations.
Stormwater Management: A decrease of $154,105 or 10.3% is a result of a one-time consultant cost of $150,000 to comply with the MS4 permit requirement budgeted in FY 2023/24.
Community & Human Services: A new division is created to reflect expenditures related to community support services, such as homelessness.
Cultural Arts Services: In FY 2024/25, community support programs include:
Activities: The City will continue its support through funding programs such as the Council of Aging, Senior Meal Home Delivery, Boys and Girls Club, Healthy Camarillo, and Economic Development Collaborative.
Community Service Grants (CSG): The City Council awards grants to community service organizations for programs or projects that directly benefit the community.
Events: City support includes the 4th of July Fireworks Show, Pleasant Valley Recreation & Park District sponsored Christmas Parade, and Concerts in the Park, Studio Channel Island (SCIART), Old Town Heritage Days, and the Camarillo Wings Airshow.
Facilities: An increase of $681,552 in the Corp Yard Facility is related to the planned remodel of the restroom, locker room and breakroom and includes architectural services and construction
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
17 management. An increase of $381,093 in the Police Facility is related to maintenance including side walk repairs and stairwell tread replacement.
Non-Departmental: The budget of $515,000 includes $75,000 for a Veteran's Memorial project.
Transfers In
Transfers In
FY 2023/24
Budget
FY 2024/25
Proposed
Budget
Gas Tax Fund 2,025,810 2,189,655
Total $ 2,025,810 $ 2,189,655
State allocated Highway User Tax Account (HUTA) revenues are recorded in the City’s Gas Tax Special Revenue Fund. In FY 2024/25 the full amount of $2.2 million in revenues will be transferred to the General Fund to help offset the $3.4 million cost of the City’s Street Maintenance division.
Transfers Out
Transfers Out
FY 2023/24
Budget
FY 2024/25
Proposed
Budget
Library Debt Service Fund $ 489,938 $ 493,970
Armitos Storm Basin Fund 4,000 4,867
Capital Improvement Projects (CIP) Fund 7,275,448 50,000 Citywide Lighting & Landscape Fund 3,366,495 3,614,407 Camarillo Ranch Events — 314,940
Solid Waste 105,000 150,000
Total $ 11,240,881 $ 4,628,184
Funds supported by the General Fund have revenue sources that either do not grow or grow more slowly than the expenditures in those funds, increasing the subsidy from the General Fund.
The following transfers out are included in the FY 2024/25 budget:
• The transfer out to the Library Debt Service Fund represents the annual debt service payments for the 2012 Library Bonds. Final maturity is scheduled for 12/1/2033. • The transfer out to the Capital Improvement Projects Fund decreased due to sufficient fund balance available in the Capital Improvement Projects (CIP) fund to fund all Capital Improvement projects reflected in Year 1 of the FY 2024-29 Capital Improvement Program . The $50,000 transfer represents partial funding for the City Hall Concrete Walkway project, using accumulated CASp fees.
• The transfer out to the Citywide Lighting and Landscape Maintenance District is necessary to subsidize this operation as not enough property tax revenue is generated to fund and support the $6.4 million cost of the services provided.
• The transfer out in the amount of $314,940 to the Camarillo Ranch Events Fund, is necessary to subsidize the maintenance of the Camarillo Ranch House facility.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
18 • The transfer out in the amount of $150,000 to the Solid Waste Fund, is necessary to subsidize the Household Hazardous Waste and Organics Recycling programs.
General Fund Balance and Reserves
The City’s Reserve Policy 3.05 sets the goal for the General Fund reserve at 50% of the operating budget, which was $28.6 million for FY 2023/24 and $3 1.2 million for FY 2024/25. Additional Fund Balance commitments are approved by City Council in June of each year in accordance with GASB 54 standards.
For the fiscal year ended June 30, 2024, the proposed commitments are as follows:
• Council Reserve Policy Goal $31,231,791
• Facility Improvement Projects 14,405,000
• Natural Disaster Recovery 10,000,000
• Pleasant Valley Rec & Park District-Senior Center 8,000,000 • Economic Development 5,400,000
• Continuum of Care 3,800,000
• Camarillo Springs Debris Remediation 200,000
• Loan to Water Utility 15,000,000
Total Committed Fund Balance $ 88,036,791
While the General Fund is projected to exceed the established reserve level target, staff continues to forecast operations on a 5-year planning horizon and monitors its level given the draw required to subsidize ongoing operations in other funds and to fund planned capital improvement projects while monitoring the continued economic uncertainties at both the national and state levels.
Special Revenue Funds
TDA Article 8 Fund. This fund is used to account for a special state subvention under the Transportation Development Act (TDA) that is legally restricted to the maintenance of highways and streets within the City’s boundaries.
TDA funds, through the Local Transportation Fund (LTF), are derived from one-quarter cent of the general statewide sales tax collected each year. In FY 2024/25, revenues are estimated to be $1.8 million.
These monies are programmed to fund a part of the City's Annual Pavement Program.
Gas Tax Fund. The Gas Tax Fund accounts for revenues generated from gasoline excise taxes. These funds must be allocated for transportation purposes such as eligible street improvements and street maintenance expenditures. In FY 2024/25 revenues are estimated to be $2.0 million. These funds will be transferred to the General Fund to partially fund the City’s Street Maintenance division’s operating expenditures estimated to be $3.4 million.
SB 1 Fund. The SB1 Fund is used to account for revenues restricted for maintenance on the state highway and local road system. These funds are derived from portions of state excise (per gallon) taxes on gasoline and diesel, and vehicle registration taxes. In FY 2024/25 revenues are estimated to be $1. 8 million and are programmed to fund a portion of the City’s Annual Pavement Program.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
19 Citywide Lighting & Landscape Maintenance District Fund. The Citywide Lighting and Landscape Maintenance District supports street median and tree maintenance, weed control, and storm drain maintenance throughout the City.
Citywide Lighting and Landscape Maintenance Fund Summary FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 5,254,344 $ 6,063,003 $ 6,395,828 5.5% Expenditures & Transfers Out 5,254,344 6,063,003 6,395,828 5.5% Revenues Over/(Under) Expenditures — — —
Fund Balance, July 1 — — —
Fund Balance, June 30 — — —
The source of funding is the City’s share of the 1% Ad Valorem property tax that is designated for this purpose, which is project ed to be $2.8 million for FY 2024/25. To meet the total expenditure for FY 2024/25 of $6.4 million, a transfer in of $3.6 million from the General Fund is necessary.
Traffic Mitigation Fund (TMF). This fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of maintaining regional and local roads.
In FY 2024/25, revenues are estimated at $1. 5 million, and expenditures are estimated at $1.3 million with an estimated fund balance on June 30, 2025, of $9.7 million. Planned capital improvement projects to be funded with TMF funds in the 2024-2029 Five Year Capital Improvement Plan (CIP) include the Bridge Replacement at Las Posas and Ventura Blvd. , Central Avenue Bike Lane, Las Posas Road Widening, Pleasant Valley Road Bike Lanes, and the Annual Pavement Program . Staff will be recommending to amend the Traffic Mitigation Fee resolution and update the nexus study to include the full Bridge Replacement at Las Posas and Ventura Blvd. project and any new projects as appropriate.
Community Development Block Grant Fund (CDBG). The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). The City’s estimated funding level for FY 2024/25 is based on the most recent HUD allocation , plus estimated program income and unspent allocations from previous years.
Total funding for FY 2024/25 is estimated at $415,623. On April 1 4, 2024, the City Council met and approved the following allocations for FY 2024/25:
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
20 FY 2024/25 CDBG Allocations
Allocations Amount
Tiny Homes Acquisition $ 112,073
Roam Around the World 8,000
Senior OASIS/BICS Program 10,000
Turning Point Homeless Program 11,059
St. Vincent de Paul 11,059
St. Columba's Parish 9,800
Total Public Service $ 161,991
Habitat for Humanity 75,000
Total Other Programs $ 75,000
Fair Housing Program 9,065
Property Purchase 112,074
Administration 57,493
Total Administration $ 178,632
TOTAL $ 415,623
Capital Projects Fund
Capital Improvement Projects Fund. This fund contains the expenditures for general capital projects that are funded from development fees, state and federal grants, transportation related funds allocated by the State, and transfers in from the General Fund. With the planned transfers in from the General Fund and transportation related funds, the fund balance at the beginning of FY 2024/25 provides funding for 100% of the cost related to all first year projects included in the 2024-2029 Five-Year Capital Improvement Plan (CIP). Departments will request appropriations from available fund balance via Council action when they are ready to award contracts related to a specific project.
Capital Improvement Projects Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 8,850,549 $ 23,688,778 $ 7,464,791 (68.5%) Expenditures & Transfers Out 3,805,298 15,467,767 16,150,968 4.4% Revenues Over/(Under) Expenditures 5,045,251 8,221,011 (8,686,177) Fund Balance, July 1 6,836,412 11,881,663 20,102,674 Fund Balance, June 30 $ 11,881,663 $ 20,102,674 $ 11,416,497 The year-over-year changes in the Capital Improvement Projects Fund reflect the timing of capital projects, which are one-time in nature.
Some of the significant projects planned in the Capital fund include Dizdar Park Renovations, City Hall Chamber Remodel, City Hall Renovation, Corp Yard & Police Facility Interior Lighting Upgrades, Storm Trash Compliance, and Standby Power for City and CSD Facilities.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
21 Internal Service Funds
Internal Service Funds are cost centers for City services that are charged back or allocated to various City departments. The funds listed below represent the Internal Service Funds. Included in these budgets are the operating costs related to each activity and capital purchases such as vehicles, large equipment and technology.
Risk Management Fund
Information Services Fund
Vehicles and Equipment Fund
Enterprise Funds
The City uses Enterprise funds to account for its Solid Waste, Transit, Camarillo Ranch Events, Water Utilities, and Camarillo Sanitary District operations. An Enterprise Fund is designed to be self-supporting by selling goods or services to the public or ratepayer for a fee. Fees are based on the cost required to provide the good or service.
Solid Waste Fund. This fund administers programs providing for the collection of solid waste, yard waste, organics, household hazardous waste, and recyclable materials. The services are provided by a franchised waste hauler and other contracted services to approximately 18,000 customers. This fund derives the majority of its revenue from ratepayers.
Solid Waste Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 8,140,113 $ 8,272,121 $ 9,111,856 10.2% Operating Expenses 8,092,945 8,272,554 9,088,232 9.9% Revenues Over/(Under) Expenses 47,168 (433) 23,624
Working Capital, July 1 203,145 250,313 249,880
Working Capital, June 30 $ 250,313 $ 249,880 $ 273,504
The estimated revenue and transfers in for FY 2024/25, total $9.11 million, while expenses and transfers out total $9.09 million. A transfers in from General Fund in the amount of $1 50,000 is needed due to the anticipated costs of exceeding the revenue derived from the Household Hazardous Waste (HHW) and Organics Recycling programs.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
22 Transit Fund. This fund records revenues and expenses associated with operating the City’s transit system. The City contracts for Fixed Route and Dial-A-Ride (DAR) services. The services include dispatching, operating, and maintaining City-owned buses. The Proposed Budget for FY 2024/25 includes expenditures of $4.1 million, which is a decrease of $1.9 million for fleet purchases in the current budget year.
Transit Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues
Transit Services $ 130,888 $ 95,500 $ 138,500 45.0%
Grants 3,340,245 3,407,881 2,184,425 (35.9%)
Total 3,471,133 3,502,381 2,322,925 (33.7) %
Transfers In — 1,800,000 1,681,000 (6.6%)
Total Transit Fund Revenue 3,471,133 5,302,381 4,003,925 (24.5) % Expenses
Operating Expenses 3,087,110 3,446,398 3,801,797 10.3% Capital Purchases — 1,991,197 223,000 (88.8) %
Grants/Allocations/Depreciation 130,392 41,982 54,191 29.1% Total Transit Fund Expenses 3,217,503 5,479,577 4,078,988 (25.6) % Revenues Over/(Under) Expenses 253,630 (177,196) (75,063) Working Capital Balance, July 1 114,549 368,179 190,983 Working Capital, June 30 $ 368,179 $ 190,983 $ 115,920
The City will receive $2.2 million in Federal Transit Administration (FTA) Grants fo r the operation and maintenance of the transit service that offsets up to 40% of total expenses and $138,500 will come from transit service fares. Additional funding of $1.7 million comes primarily from TDA Article 8c funds through a transfers in.
Camarillo Ranch Events Fund. This fund is designed to be fully self-supporting and some of the revenues are derived from events held at the Camarillo Ranch. The expenses are related to the operating and maintenance costs for the upkeep of this historic landmark.
Camarillo Ranch Events Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 485,358 $ 446,963 $ 761,903 70.5% Expenditures & Transfers Out 456,951 789,125 789,691 0.1% Revenues Over/(Under) Expenditures 28,407 (342,162) (27,788) Working Capital Balance, July 1 368,032 396,439 54,277 Working Capital, June 30 $ 396,439 $ 54,277 $ 26,489
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
23 For FY 2024/25 the estimated revenue and transfers in total $761,903, while the expenses and transfers out total $789,691. Revenues are generated primarily through commercial business activities including weddings and special events however a transfer in of $314,940 from General Fund is needed due to facility maintenance costs exceeding revenues derived from events. Expenses in FY 2024/25 include one-time improvement projects including roof replacement and exterior painting of the barn and offices.
Water Utility
The Water Utility funds are responsible for delivering a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
The Water Utility has been divided into five separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
Water Utility Fund. The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is designed to be fully self-supporting and derives most of its revenue from ratepayers. The City provides water to approximately 14,000 customers in the City. Four other water districts service portions of the City. The largest of these districts is the Camrosa Water District, which serves customers east of Lewis Road.
Water Utility Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 13,751,382 $ 14,989,258 $ 17,546,972 17.1% Expenditures & Transfers Out 18,015,010 22,079,251 22,684,402 2.7 % Revenues Over/(Under) Expenditures (4,263,629) (7,089,993) (5,137,430) (27.5) % Working Capital Balance, July 1 12,535,027 8,271,398 1,181,405 General Fund Loan — — 9,000,000
Working Capital, June 30 $ 8,271,398 $ 1,181,405 $ 5,043,975 The FY 2024/25 operating revenues and transfers in are projected at $17.5 million, while expenditures and transfers out are projected at $ 22.7 million. The City , like many other water service providers across the state of California and the country is facing unprecedented challenges. The convergence of extreme cyclical drought impacts on demand, years of historic inflation, the addition of critical infrastructure projects and increasing source of supply costs impact the financial plan of the Water enterprise. On October 11, 2023 the City Council approved two years of 9% rate increases, effective January 1, 2024 and July 1, 2024. The City is currently undergoing a Water Rate study update to plan for the next rate setting cycle.
Reclaimed Water Fund. The Reclaimed Water Fund is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and it derives the majority of its revenue from ratepayers. The City began operation of its reclaimed water distribution system in early 2015. The reclaimed water distribution system serves current agricultural
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
24 water customers, and a 55-acre sports park at Village at the Park. The source of reclaimed water is the Camarillo Sanitary District’s Water Reclamation Plant.
Reclaimed Water Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 591,210 $ 728,287 $ 395,787 (45.7) % Expenditures & Transfers Out 259,195 773,896 445,802 (42.4) % Revenues Over/(Under) Expenditures 332,014 (45,609) (50,015) 9.7 % Working Capital Balance, July 1 1,769,260 2,101,274 2,055,665 Working Capital, June 30 $ 2,101,274 $ 2,055,665 $ 2,005,650 In FY 2024/25, the expenditure budget decreased 42.4%, as a result of expenses related to the feasibility study for stormwater diversion to water reclamation plant being fully budgeted in FY 2023/24.
Water Conservation Credit Fund. The Water Conservation Credit Fund is a drought mitigation fund into which approved development fees are paid to offset any new water demands imposed by their projects. The fund is used for water conservation programs offered to current water customers.
Water Conservation Credit Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 19,898 $ 16,788 $ 16,788 —%
Expenditures & Transfers Out 109,413 762,394 7,000 (99.1) % Revenues Over/(Under) Expenditures (89,515) (745,606) 9,788 (101.3) % Working Capital Balance, July 1 1,166,545 1,077,030 331,424 Working Capital, June 30 $ 1,077,030 $ 331,424 $ 341,212 In FY 2024/25, the decrease of 99.1% of the expense budget is due to the professional services agreement to assist the City’s effort in encouraging water conservation programs and rebates being fully encumbered in the prior FY 2023/24.
Water Capital Projects Fund. The Water Capital Projects Fund sets forth the capital projects necessary to develop and maintain the City’s water system infrastructure. It derives the majority of its revenue from
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
25 capital connection fees, rate revenue, and grant funds. The FY 2024/25 budget represents the project costs included in the first year of the 2024-2029 Five-Year Capital Improvement Plan.
Water Capital Projects Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 7,507,693 $ 606,460 $ 482,349 (20.5) % Expenditures & Transfers Out 1,899,798 13,142,963 5,443,933 (58.6) % Revenues Over/(Under) Expenditures 5,607,895 (12,536,503) (4,961,584) (60.4) % Working Capital Balance, July 1 13,263,049 18,870,944 6,334,441 Working Capital, June 30 $ 18,870,944 $ 6,334,441 $ 1,372,857 The year-over-year changes in the Water Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
The FY 2024/25 budget includes project funding primarily for North Pleasant Valley Groundwater Desalter, Well E , and Advanced Metering Infrastructure capital projects. The fund balance at the beginning of FY 2024/25 provides funding for 100% of the cost related to all Year 1 projects included in the 2024/2029 Five-Year Capital Improvement Plan (CIP).
Water Debt Service Fund. In FY 2019/20, the City issued $11.8 million in Water Revenue Bonds to partially fund the North Pleasant Valley Groundwater Desalter project. On July 12, 2023 the City Council authorized the defeasance of the 2019 Water Revenue Bonds. The defeasance of the 2019 Bonds allowed the City to consider lower water rate increases by eliminating the requirement that the City maintain water rates sufficient to provide 125% debt service coverage in each fiscal year. Future water system capital projects will be funded by the water system reserves, net revenues from water rates and future bond issuances, grants and/or City loan funding.
Water Debt Service Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 1,811,279 $ 10,000,000 $ — (100.0%) Expenditures & Transfers Out 317,925 182,425 — (100.0%) Revenues Over/(Under) Expenditures 1,493,353 9,817,575 — (100.0%) Working Capital Balance, July 1 (980,836) 512,517 10,330,092 Working Capital, June 30 $ 512,517 $ 10,330,092 $ 10,330,092
CAMARILLO SANITARY DISTRICT
The Camarillo Sanitary District (CSD) is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
26 from ratepayers. The CSD provides service to approximately 15,000 customers. The Directors of the Board are the same elected officials who serve as the members of the City Council.
The CSD is divided into three separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
CSD Operating Fund. The FY 2024/25 revenues and transfers in reflect two 12% rate increases adopted by the CSD Board on October 11, 2023 and effective on January 1, 2024 and July 1, 2024.
CSD Operating Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 16,401,520 $ 16,431,789 $ 18,689,069 13.7% Expenditures & Transfers Out 15,847,151 20,512,410 19,118,835 (6.8) % Revenues Over/(Under) Expenditures 554,369 (4,080,621) (429,766) (89.5%) Working Capital Balance, July 1 33,639,229 34,193,598 30,112,977 Working Capital, June 30 $ 34,193,598 $ 30,112,977 $ 29,683,211 The FY 2024/25 operating revenues and transfers in are projected at $18.7 million while expenditures and transfers out are projected at $19.1 million.
CSD Debt Service Fund . In the Debt Service Fund, property tax revenues are received, and estimates are based on information from the County Auditor-Controller, and the City’s consultant on property tax assessed valuations. Expenses reflect the scheduled debt service on the outstanding 2015 Wastewater Bonds.
CSD Debt Service Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 1,667,765 $ 1,368,044 $ 1,368,044 —% Expenditures & Transfers Out 517,109 510,600 470,594 (7.8%) Revenues Over/(Under) Expenditures 1,150,656 857,444 897,450 4.7% Working Capital Balance, July 1 (964,778) 185,878 1,043,322 Working Capital, June 30 $ 185,878 $ 1,043,322 $ 1,940,772 CSD Capital Improvement Projects Fund. The CSD Capital Improvement Projects Fund sets forth the capital projects that are necessary to develop and maintain the City’s wastewater (sewer) system infrastructure. CSD Capital Projects for FY 2024/25 are funded by rate revenue and capital fees. The FY
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
27 2024/25 budget represents project costs included in the first year of the 202 4-2029 Five-Year Capital Improvement Plan.
CSD Capital Projects Fund Summary
FY 2022/23 FY 2023/24 FY 2024/25
Actual Budget
Proposed
Budget
Year over
Year % Chg
Revenues & Transfers In $ 2,835,362 $ 674,804 $ 416,670 (38.3) % Expenditures & Transfers Out — 5,843,567 4,926,866 (15.7%) Revenues Over/(Under) Expenditures 2,835,362 (5,168,763) (4,510,196) (12.7%) Working Capital Balance, July 1 26,847,731 29,683,093 24,514,330 Working Capital, June 30 $ 29,683,093 $ 24,514,330 $ 20,004,134 The year-over-year changes in the CSD Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
Significant projects included in the FY 2024/25 budget are Conejo Creek Bank Repair at WRP, Lewis Road to Flynn Road Sewer, Water System Generator Replacement, Dawson Drive to Metrolink Station Sewer, Sewer Improvements per the Sewer Service Management Plan (SSMP), Chemical System Improvements, Interim Plant Buildings Improvements and Water Reclamation Treatment Plant Upgrades – Phase 1 and II . The fund balance at the beginning of FY 2024/25 provides funding for 100% of the cost related to all Year 1 projects included in the 2024-2029 Five-Year Capital Improvement Plan (CIP).
IN CONCLUSION
The Fiscal Year 2024/25 Proposed Budget allocates funding resources to maintain high levels of service, while investing in enhancements to City services and infrastructure to improve the quality of life for Camarillo residents for decades to come.
As part of the annual Strategic Planning/Goals & Objectives Session, staff intends to continue providing residents the vital services, through technology upgrades and streamlining internal and public-facing City operations. Additionally, the City will continue its efforts to increase awareness and participation in the Las Personas Community Academy and the Neighborhood Watch Program; develop and implement strategies to address homeless and mental health issues; explore the establishment of a public/private community health and wellness initiative; explore opportunities to foster an inclusive and accessible environment for all; continue to seek improvements on local traffic issues that impact our City; improve public transit; and develop a workforce training and development program in an effort to maintain an effective workforce.
As delineated in its goal of Fiscal Management, the City Council affirms its commitment to sound and conservative financial practices to ensure the City’s ability to navigate through economically challenging times. The City will continue to monitor proposed legislation from the State and Federal government that could have additional fiscal impacts.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
28 I appreciate the support and policy direction given by the City Council during the past year and believe that this budget fully supports its adopted policies and programs.
Respectfully,
Greg Ramirez
City Manager
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
29 LOCAL HISTORY
The land upon which the historic Camarillo Ranch now sits was once part of the original Rancho Calleguas. One of the last of the Mexican land grants, the Rancho was almost 10,000 acres in size and was given to Jose Pedro Ruiz by Governor Alvarado in 1847.
Juan Camarillo (1812-1880) obtained the Rancho from the Ruiz Family in 1875. Juan had been a member of the Hijar-Padres Expedition to California in 1834. In 1857, Juan settled in what is now San Buenaventura.
Camarillo Ranch - 1895
Following Juan’s death in 1880, his eldest son Adolfo took over operations at the Ranch. Adolfo
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2022/23 Budget
30 Camarillo (1864-1958) was age 16 at the time, and during the next 68 years he operated the Camarillo Ranch, progressing from a mostly cattle operation to crops.
Adolfo was a leading innovator, bringing in lima beans, as well as barley, corn, alfalfa, walnuts, and citrus to the area. In 1888, Adolfo married Isabella Menchaca (1861-1936). They moved into an adobe home on the Ranch, which was later destroyed by fire. Adolfo and Isabel raised seven children together.
In 1890, with the help of two Chumash Indians, Adolfo planted two rows of eucalyptus trees. These trees arched across Highway 101 in Camarillo for many years. Some of those trees still line the north side of the Ventura Freeway. Over the years, Adolfo employed a number of Chumash Indians on the Ranch in a variety of capacities.
Don Adolfo Camarillo & Camarillo White Horse
Adolfo and a crew, utilizing the designs of prominent Ventura County Architects Herman Anlauf and Franklin Ward, built the Camarillo House in 1892. This three-story, 14-room home was built in the Queen Anne Victorian style. Adolfo planted a number of trees near the house, some of which on the front lawn are now among the finest in California for their species.
In 1921, Adolfo Camarillo purchased a 10-year-old brilliant white colt named Sultan. Over the next few years, Sultan won many stock championships throughout California. Adolfo bred Sultan to Morgan mares at the Camarillo Ranch.
The Camarillo White Horses have become famous over the years, parading in the Pasadena Rose Parades and the Santa Barbara Fiesta parades since they began in the ‘30’s. Many dignitaries, including President Harding, Governor Ronald Reagan, John Mott, and the son of President Gerald Ford, have ridden the horses.
The ownership of the horses remained with the family until December 1987, when upon the death of Adolfo’s daughter, they were sold at public auction. The horses went their separate ways for the first time in 65 years. The City of Camarillo especially felt the loss, as the Camarillo White Horses share the city’s symbol with Adolfo Camarillo, which appear on all the street signs and city vehicles.
In 1989, the horses were regrouped and began performing in local parades and fiestas. With only eleven white horses remaining, it became apparent the horses could possibly die out. The Camarillo White Horse Association was organized in 1992 to maintain the breed and lineage of the noble Camarillo White Horses.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
31 Camarillo City Hall
The City of Camarillo was incorporated in 1964 under the general laws of the State of California. Since the early 1900’s, Camarillo has been an agricultural community that has evolved into a rural, suburban community on the outskirts of the Los Angeles metropolitan area, with a balanced base of land uses established under the City’s General Plan. Camarillo is a city of 69,014 residents located in the center of Ventura County (est. population 823,863). It has an area of approximately 20 square miles and is situated in the Pleasant Valley area of the vast agricultural Oxnard Plain. Geographically, Camarillo is midway between Los Angeles and Santa Barbara on Highway 101, nine miles inland from Point Mugu Naval Air Station and the Pacific Ocean.
CITY ORGANIZATION
The City operates under the Council-Manager form of government. The five-member City Council is elected through a district-based electoral system for four-year terms and are subject to term limits. The current District map, based on 2020 Census data, was adopted on April 12, 2022. The Mayor is selected from the City Council members and serves a one-year term. The City Council is responsible for passing ordinances, adopting the budget, appointing committees, and appointing a City Manager and City Attorney, among other things.
The City Council members serve as the governing body of the following:
• Camarillo Capital Improvement Corporation
• Camarillo Community Development Commission
• Camarillo Industrial Development Authority
• Camarillo Library Board
• Camarillo Public Finance Authority
• Camarillo Sanitary District Board
• Successor Agency to the Camarillo Community Development Commission for Redevelopment Purposes and for Housing Purposes
The City Council members serve on the following Standing Committees:
• Citizen Appointment
• Economic Development and Land Use
• Finance/Investment
• Liaison/Intergovernmental
• Policy
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
32 • Public Safety and Emergency Preparedness
• Transportation and Infrastructure
• Utilities
In addition, the City Council appoints residents to the following local advisory Commissions, Boards and Committees:
• Camarillo Council on Aging
• Investment Committee
• Planning Commission
•
The City established the Finance and Investment Committees in 1988 and revised and updated all fiscal policies including investments, purchasing, accounts payable, financial reporting, and budgeting. The City reviews its investment policy annually. All other City policies are reviewed as needed.
The City has representation on the following Regional Boards and Committees:
• Air Pollution Control District Advisory Committee
• Area Housing Authority of Ventura County
• Association of California Water Agencies (ACWA)
• Association of Water Agencies of Ventura County (AWA) • California Association of Sanitation Agencies (CASA)
• California Contract Cities Association (CCCA)
• California Joint Powers Insurance Authority (CJPIA)
• California State University Channel Islands (CSUCI) Site Advisory • Citizens’ Transportation Advisory Committee
• Clean Power Alliance of Southern California
• Economic Development Collaborative (EDC)
• League of California Cities
• Regional Defense Partnership (RDP-21)
• Southern California Regional Rail Authority
• Ventura County Airport Authority
• Ventura County Animal Services Commission
• Ventura County Area Agency on Aging Advisory Board
• Ventura County City Selection Committee
• Ventura County Council of Governments (VCOG)
• Ventura County Transportation Commission (VCTC)
• Ventura Regional Sanitation District (VRSD)
City provided services include:
• City Administration
• Community Development (planning and zoning)
• Public Improvements
• Recycled Water
• Street & Landscape Maintenance
• Traffic Engineering
• Wastewater
• Water
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
33 The City also provides a range of services, some of which are provided on a contractual basis. Contractual services include:
• Animal Control Services
• Building and Safety Services
• Landscaping Maintenance
• Law Enforcement
• Library Operations
• Major Capital Projects
• Solid Waste
• Street Sweeping
• Transit Services
The City is within the Ventura County Fire District and the Pleasant Valley Recreation and Park District, but exercises no control over them.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
34 Additional City facts at-a-glance:
Area in Square Miles 19.76
Median Household Income $ 111,611
Total Households 26,532
Number of Schools:
Elementary 17
Secondary 8
Enrollment 11,971
*High School Graduate percent 94.1 %
*Degree in a higher education 43 %
Number of:
Community Centers 1
Fire Stations 5
Golf Courses 4
Hospitals 1
Library 1
Parks (28 owned by PVRPD; 2 owned by City) 30
Police Stations 1
Senior Centers 1
Swimming Pools 1
Tennis Courts 20
* Data provided by the Southern California Association of Governments & the California Department of Education (most current data, 2021-2022)
CITY OUTLOOK
Camarillo’s growing reputation as a preferred location for the high-tech and specialty product industries are enhanced by its retention of long-established firms and the recent arrival of several more. Employers looking for skilled and experienced workers, supervisors, and managers can tap a reservoir of such personnel from the multitude of high-tech firms located in the city, the county, from nearby Naval Base Ventura County-Point Mugu Naval Air Weapons Center, and California State University-Channel Islands.
Consistently ranked as one of the safest communities in Ventura County, Camarillo is ideal for families who want to take advantage of the region’s amenities while living in an affordable, prospering community. These are just a few of the reasons why Camarillo is the best place to Live, Work, and Play!
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
35 Unemployment
Jobs/Salary $
EMPLOYMENT
Camarillo UnemploymentVentura County UnemploymentNo. of Jobs 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
0%
2%
4%
6%
8%
10%
12%
29,000
30,000
31,000
32,000
33,000
34,000
35,000
36,000
37,000
38,000
Source: California Employment Development Department
From June 2015 through February 2024, Camarillo’s unemployment rate had fluctuated from a high of
5.9% at June 2021, to the lowest rate of 2.7% in March 2022. Unemployment rates increased to 5.9% in 2 June 2021 due to economic impacts in the wake of the COVID-19 pandemic. The significant economic recovery seen over the last several years is reflected in the turnaround in unemployment. Camarillo’s manufacturing sector is primarily in the high-paying technical computer and electronic parts, and chemicals.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
36 Principal Employers
Number of
Employees
% of Total
City
Employment
(32,600)
Hi-Temp Insulation 1,860 5.71 %
Pleasant Valley School District 628 1.93 %
St. John's Pleasant Valley Hospital 611 1.87 %
Lucix Corp. 560 1.72 %
Meissner Filtration Systems 470 1.44 %
Teledyne Scientific & Imaging LLC 299 0.92 %
Golden State Medical Supply 335 1.03 %
Hygenia LLC 213 0.65 %
Cal Coast Construction Specialists 215 0.66 %
Identity Management Services Org 224 0.69 %
Sources: City of Camarillo Finance Dept., State of California, Employment Development Dept. Labor Market Information Division Median Home Price
$696,750
$681,000
$737,500
$833,250
$895,000
$923,000
$911,250
$1,139,000
Santa Paula
Port Hueneme
Oxnard
Simi Valley
Camarillo
Ventura
Moorpark
Thousand Oaks
Source: HdL Companies
Camarillo’s median home price has increased to an all-time high of $900,000 in Q2 2023, but has come down slightly in Q3 2023 to $895,000, the previous high. Countywide, home prices have remained strong.
Camarillo home values have increased by 5.29% over the same time last year and are projected to remain steady over the next year.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
37 Source: HdL Companies
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
38 NAVIGATING THE BUDGET
The FY 2024/25 Budget document is organized into sections. This section includes the budget message and summary information. Staff from all departments used the City’s financial system to input their budget requests which have been incorporated into this budget.
THE BUDGET PROCESS
The budget process began in November 2023, when the City Manager and Director of Finance set forth the Guidelines for Budget Preparation for the Fiscal Year 2024/25 to each Department Head and other key staff involved in the budget process. Those instructions were followed by a training session, conducted by Finance staff, to walk through the budget process and data entry requirements.
Following an initial review of department budget requests, and reviewing a preliminary analysis of projected revenues and expenditures, Finance met with the City Manager to critically assess department operations and efficiencies. Similar to FY 2023/24, strong property tax and sales tax numbers serve as the foundation for the City's economic stability. A series of meetings were held with the City Manager, Assistant City Manager, Public Works Director, and Finance staff to analyze the City’s capacity to accommodate the FY 2024-2029 Five-Year Capital Improvement Plan (CIP).
On March 13, 2024 City Council held a preliminary budget Workshop to discuss General Fund revenue trends and the impacts of depressed water demand on the Water Enterprise.
On April 24, 2024 the City Council and Sanitary District Board (CSD) reviewed the Five-Year CIP and provided feedback.
On May 18, 2024 the City Council will hold a second Workshop to discuss in detail, all aspects of the FY 2024/25 recommended budget.
On June 26, 2024, the City Council and CSD will hold a joint meeting adopting the FY 2024/25 Budget.
Developing and monitoring the budget is an ongoing process. By responding quickly to events that influence the budget, the City is able to maintain consistent levels of service provided to the community.
We are also able to safeguard the financial base against erosion from unforeseen events outside the control of the City. The estimates that are developed from this process are modified throughout the budget period to respond to unanticipated events. Monthly financial reports are provided as a method for ongoing review at the department and City Council level. Finance staff will monitor budget to actual revenue and expenditures monthly, providing the City Manager with any substantial variances.
A formal mid-year review of the FY 2024/25 budget will be performed with the City Council and CSD in February 2025. There will also be formal review of the budget in May and June 2025, prior to appropriation of the FY 2025/26 budget.
LEVEL OF BUDGETARY CONTROL
Since the budget is an estimate, from time to time it is necessary to make adjustments to fine tune the line items within it. Various levels of budgetary control have been established to maintain the integrity of the budget. The City Council has the authority to amend or supplement the overall appropriations for the City in total. The City Manager has the authority to transfer between expenditure accounts, provided those changes do not increase overall appropriations. Whether that transfer is within a fund or between funds, that authority must be exercised taking into consideration funding source compatibility.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
39 For example, appropriations can be transferred from any expenditure account to another as long as the funding from the source account can legitimately be used to cover the expenditure for which it is being transferred. Where an appropriation requires an increase that cannot be supported by a transfer within those guidelines, City Council authorization is required.
FUNDS, FUNDING, AND BUDGETARY CONTROL
Basis of Revenue Estimates
While the departments were developing their budget expenditure requests, the Finance Department was projecting revenues for the budget. Many of the projections are developed from information provided by the various departments.
For classification purposes, revenues are usually grouped into major categories. For financial reporting purposes, the California State Controller’s Office has established a classification system that local governments are required to follow when reporting their financial affairs to the State. Therefore, the presentation of revenues is based on the State Controller’s classification system, as follows:
w Taxes - Compulsory charges levied by a government for the purposes of financing public services performed for the common benefit. The taxes received by the City include property taxes, sales tax, business tax, transient occupancy tax, and documentary transfer tax. Property, sales, and business tax projections are accomplished by analyzing historical trends, changes in the national/state/local economy, and changes within the community that effect these revenues. Transient occupancy taxes are projected based on trends and any changes in the Consumer Price Index. Documentary transfer tax is received as property is sold, and is therefore estimated based on the projected level of current activity in the real estate market.
w Special Benefit Assessments - Compulsory charges levied by a government for the purposes of financing a particular public service performed for the benefit of a limited group of property owners.
These assessment revenues are projected based on the amount that will be assessed, less a modest adjustment for anticipated uncollected assessments. Cost of providing the service for which they are assessed is also considered, along with balances available and future anticipated spending patterns. w Licenses & Permit Fees - Fees collected in exchange for the issuance of a license or a permit are usually issued to fund the public programs relating to the activities licensed or permitted within the City.
License and permit fees collected by the City are primarily for building and construction permits, although there are some fees generated for solicitation permits, and other permits related to the conduct of business. There are also minor fees for bicycle licenses. Permit income related to building activity is projected by the departments collecting those fees based on projected applications anticipated. Other permit fees are based on historical trends.
w Fines & Forfeitures - Punitive assessments levied by the courts upon violations of law or regulations.
The City receives such fines and forfeitures for Vehicle Code fines and for violations of the Municipal Code. Fines and forfeitures are primarily estimated by the Finance Department based on historical trends and any legislation that might affect their distribution. w Revenues from the use of Money & Property - Income derived from investment earnings, plus sale/ rental of property. Investment earnings are projected based upon a conservative return applied to the cash balance within each fund. Where cash remains relatively stable in any given fund, historical trends can be used; but since investment earnings are distributed to each fund based upon the cash balances within each
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
40 fund, additional knowledge about spending patterns and anticipated timing of receipts is crucial. For sale and rental of property, actual knowledge about which properties, if any, will be rented or sold through the fiscal year is used to make the revenue projections.
w Intergovernmental Revenues - Income from grants and subventions received from other governmental entities. The primary group in this category is State shared fees and taxes, which includes property tax, relief subventions, and gas taxes. Other sub-groups in this category are special purpose federal, state, and county grants. Historical trends, information provided by the State and information provided by other departments, are the sources of information for making revenue projections in this category.
w Current Service Charges - Income collected in exchange for a particular public service of a limited and specific benefit. These charges are used to fund the cost of the particular service provided. The City collects a wide variety of such charges in different service areas. The primary areas where they are collected are public safety, planning and zoning, building plan checks, and utilities. Information is received from other departments to make projections related to the building industry. The income that is related to utilities is projected based upon estimated customer count and consumption trends.
In addition, this revenue includes internal service fund allocations for services provided by those funds.
Each of the Internal Service Funds incur costs that are allocated to the user departments. The basis for the allocation varies depending on the type of service provided. ◦ In the Vehicle and Equipment fund, costs for vehicle usage are charged to the user departments based upon the annual depreciation and the estimated life of the vehicle. Vehicle maintenance is charged based on actual usage.
◦ In the City Hall Facility, Corporation Yard Facility, and Police Facility Funds costs are allocated to the user departments based on square footage. Facility costs in the Library Facility are allocated to the operating division.
◦ In the Information Systems Fund, the charges are based on the number of personal computers and telephones in the user department.
◦ In the Risk Management Fund, the charges are based on salary data for the cost of workers’ compensation insurance, actual vehicle count for vehicle insurance, and an estimated prorated share for general liability insurance.
w Other Revenues - Income from contributions, refunds, and other income not classified elsewhere.
This income source is projected based upon historical trends or specific information about a particular source.
As the budget is a plan to guide the future operations of the City and the CSD, the City has endeavored to forecast revenues on a conservative basis, with the most recent information available. These estimated revenues directly control how much the City and the CSD can plan to spend on various services and projects.
FUND BALANCES AND WORKING CAPITAL
One of the most important elements of a comprehensive budget is an evaluation of the impact of projected revenue, expenditure appropriation and transfer requests on fund balances and working capital throughout the budgeted funds. These are the balances projected to be available once the budget period has transpired.
Because of the fund accounting requirements in Generally Accepted Accounting Principles (GAAP), in the Enterprise Funds and Internal Service Funds, these fund balances are called working capital, and in all
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
41 other funds they are called fund balance. Maintaining adequate fund balance and working capital levels is critical to ensuring that the City is adequately prepared financially to meet ongoing cash flow needs and unforeseen events and emergencies. The City of Camarillo has a Reserve Policy, which targets the level of balances that should be maintained in certain funds. The Reserve Policy is stated below:
Purpose
The City shall maintain unassigned fund or working capital balances in the General Fund, Water Utility Fund, Sanitary Fund, certain Special Revenue, Debt Service and Internal Service Funds, and the Capital Improvement Fund. This policy is developed to consider the minimum level necessary to maintain the City’s credit worthiness and to adequately provide for:
w Economic uncertainties and other financial hardships or downturns in the local or national economy w Local disasters or catastrophic events
w Future debt or capital obligations
w Cash flow requirements
w Legal requirements
Policy
General Fund 101: The City will maintain a minimum reserve level of 50% of the operating budget for the General Fund. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures plus transfers to other funds for operations, excluding transfers for capital projects and depreciation.
Special Revenue Funds : For all Maintenance District Funds, except those that operate on a citywide basis, the City shall target a reserve level of 20% of the operating budgets for cash flow purposes. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures.
Fund Name and Number:
Mission Oaks Maintenance District 221
Wittenberg Maintenance District 222
Armitos Storm Basins District 223
Mission Oaks Industrial District 224
Presley Maintenance District 225
Spanish Hills Maintenance District 226
Sares Regis Maintenance District 227
Vista Las Posas Maintenance District 228
Adolfo Glen III Maintenance District 230
Adolfo Glen II Maintenance District 231
Debt Service Funds : Reserve levels for Debt Service Funds shall be established as prescribed by the bond covenants adopted at the time of the issuance of debt.
Capital Improvement Projects Fund: The City shall establish and maintain a designated fund balance in the Capital Improvement Projects Fund equal to the discretionary (i.e., General Fund) contribution for the future capital improvements outlined in the FY 2024-2029 Five-Year CIP based on the following schedule:
w 100% of the Current Year and Year One of the CIP
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
42 Internal Service Funds:
Risk Management Fund: A reserve shall be established and maintained equal to the sum of the following elements:
w Three times the self-insured retention for liability claims, plus w 100% of the greatest deductible for any single property damage coverage, plus w 25% of the annual appropriation for workers’ compensation Information Services Fund: A computer replacement reserve shall be established and maintained to ensure the timely replacement of computer equipment and software. The reserve level shall be the greater of 100% of the accumulated depreciation, or a schedule defined by the City Council adopted Information Systems Master or Strategic Plan.
Vehicle & Equipment Fund: A replacement reserve shall be established and maintained equal to 120% of the accumulated depreciation.
Facility Funds: A capital outlay reserve shall be established and maintained, based on 100% of a reserve study capital replacement plan, for cash flow purposes and for the rehabilitation or replacement costs of existing City facility components.
Enterprise Funds:
Solid Waste Fund: The City will establish and maintain a minimum reserve level of 5% of operating budget.
Water Utility Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset at Replacement Costs
Debt Service 1 Year of Debt Service
Sanitary District Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Debt Service 1 Year of Debt Service
Restricted/Emergency 1% of Asset at Replacement Costs
Procedure
The Finance Department shall perform a reserve analysis to be submitted to the City Council upon the occurrence of the following events:
w City Council deliberation of the annual budget
w Presentation of the annual financial report
w Midyear budget review
w A major change in conditions threatens the reserve levels established within this policy
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
43 If the analysis indicates projected or actual reserve levels that fall either 10% below or 10% above reserve levels outlined in this policy, at least one of the following actions shall be included with the analysis:
w An explanation of why the reserve levels are not at the targeted level. w An identified course of action to bring reserve levels to the minimum prescribed.
FUND TYPES AND DESCRIPTION
The City of Camarillo uses funds and account groups to report its financial operations. A fund is used to maintain control over resources that have been segregated for specific activities or functions and special revenue sources. The 52 budgeted funds are segregated into fund types, as shown in the following, and all can be divided into the following three categories:
Governmental Funds - Governmental Funds focus on current financial resources, which emphasize near-term inflows and outflows of spendable resources as well as balances of spendable resources at the end of the fiscal year. This information is essential in evaluating the City’s near-term financial requirements. The governmental activities are prepared using the current financial resources measurement focus and modified accrual basis of accounting. To better understand the City’s short-term requirements, it is useful to compare the City’s Governmental Fund budgets. The major governmental funds include the General Fund, Special Revenue Funds and the Capital Improvement Projects Fund. Most of the City’s basic services are reported in this category, including Public Safety, Highways and Streets, Economic Development, and Cultural Arts and Library Services. The activities are funded by property, business, hotel and sales taxes, user fees, interest income, franchise fees, and state and federal grants finance these activities.
Proprietary Funds - The City maintains two types of proprietary funds: enterprise funds and internal service funds. The City uses enterprise funds to account for its Water Utility, Reclaimed Water, Water Conservation Credit, Water Capital Projects, Water Debt Service, Camarillo Sanitary District, Solid Waste, Camarillo Ranch Events, and Transit operations. Internal service funds are an accounting tool used to accumulate and allocate costs internally among the City’s various functions. The City uses internal service funds to account for its Risk Management, Information Services, Vehicles & Equipment, City Hall, Corporation Yard, Library, Police, and the Camarillo Chamber of Commerce Facility.
Although Water is budgeted with five distinct funds and CSD is budgeted with three distinct funds, they are presented as one Water fund and one CSD fund in the City’s Annual Comprehensive Financial Report (ACFR).
Fiduciary Funds - The City is the trustee, or fiduciary , for certain funds held on behalf of external parties. These activities are reported in the financial statements, but are not budgeted. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes. The fiduciary activities are custodial funds, which report assets, liabilities, and net position.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
44 BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
45 CITY OF CAMARILLO
General Fund-101 - The General Fund is where the majority of discretionary funds are recorded and where the majority of general municipal services are provided. Through transfers, it is also a major contributor of services and projects that are accounted for in other funds including the Gas Tax Fund, Lighting & Landscape Maintenance District Fund, Transit Fund, and Debt Service Fund that do not have enough available resources to cover the associated expenditures.
Special Revenue Funds (29)
Transportation Funds - The Transportation Funds record only revenue and transfers to other funds.
Monies received in these funds are transferred to the Capital Improvement Projects Fund to be used for overlay, resurfacing, and street-related capital projects. w SB 125 Fund-206 - This fund is used to account for special, one-time state source funding to help address transit providers' operating and capital needs. w TDA Article 8c Transit Fund-207 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the use in the City's transit operation.
w TDA Article 8a Roads Fund-208 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the maintenance of highways and streets within the City’s boundaries.
w TDA Article 3 Fund-209 - This fund is used to account for special state subventions under the TDA that are legally restricted to the maintenance of bikeways and handicapped ramps within the City’s boundaries.
w Gas Tax Fund-210 - The Gas Tax Fund is used to account for gas tax revenues. The Gas Tax revenue funds the Street Maintenance division of the Public Works department in General Fund and qualified capital projects in Capital Project Fund.
w SB 1 Fund-211 - The SB 1 Fund is used to account for SB 1 revenues and transfers to other funds.
This funding will be used for deferred maintenance both on the state highway and the local road system.
Maintenance District Funds - The City has a Lighting and Landscape Maintenance District which supports lighting and landscape maintenance throughout the City. The source of funding for this district is a portion of the 1% ad valorem property tax, which is designated for this purpose. All the other maintenance districts support specific areas within the community and were established as a development requirement, and receive property tax assessment revenues that provide for the individual district’s expenditures.
Lighting and Landscape Maintenance District-220 - This is used to account for property tax revenues that are restricted to citywide street lighting and landscape maintenance expenditures. w Mission Oaks MD1A-221 - This is used to account for revenues from property taxes and assessments levied on the property within the Mission Oaks district that are specifically restricted to the district's median, parkway, slopes, and tree maintenance.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
46 w Wittenberg Maintenance District MD2A-222 - This is used to account for revenues from assessments levied on properties within the Wittenberg subdivision that are specifically restricted to the maintenance of landscape and open space areas within and immediately adjacent to the tract. w Armitos Storm Basins Maintenance District-223 - This is used to maintain three storm drain desilting basins, which serve the Armitos Tract.
w Mission Oaks Industrial Maintenance District-224 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district. w Presley Maintenance District-225 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping in the flood control areas located off Sierra Mesa. w Spanish Hills Maintenance District-226 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping within this district. w Sares/Regis Maintenance District-227 - This is used for maintenance of a drainage basin, which serves the Sares/Regis Tract.
w Vista Las Posas Maintenance District-228 - This is used for the maintenance of entrance street landscaping and a storm water detention basin in the Vista Las Posas development. w Adolfo Glen III Maintenance District-230 - This is used to account for revenues from assessments that are to be used to maintain landscaping within this district. w Adolfo Glen II Maintenance District-231 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district.
SIBA Fees-240 - The SIBA Fund is used to fund and/or reimburse a portion of the cost of the Springville Interchange Project within the Springville Interchange Benefit Area (SIBA).
Traffic Mitigation-251 - The Traffic Mitigation Fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of maintaining regional and local roads.
Bridge Policy Fund-252 - The Bridge Policy Fund is used to account for fees received from developers based on land acreage for property to be developed to fund the cost of bridge construction or addition.
Storm Drain-253 - The Storm Drain Fund is used to account for fees received from new development to fund storm drainage related costs.
Signals Fund-261 - The Signal Fund is used to account for signal fees received from new development to fund signal maintenance related costs.
Underground Utilities-262 - The Underground Utilities Fund is used for fees received from new development to fund underground related costs.
Street Improvements-263 - The Street Improvements Fund is used to account for fees received from new development for street maintenance related costs.
Parking In-Lieu-264 - The Parking In-Lieu Fund is used to account for fees received from business owners in the Old Town area to fund off-street parking facilities.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
47 Air Quality Management Fund-275 - The Air Quality Management Fund was established in FY 1993/94. This fund is used to account for revenues from air quality impact fees that are required to be used for transportation mitigation.
Community Development Block Grant Fund (CDBG)-280 - The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). It is typical for the CDBG Fund to vary widely between the amount budgeted and the revenues and expenditures which actually occur throughout the fiscal year. By budgeting the total available funds for the fiscal year, the City maximizes its flexibility to utilize the available funding as needed. Whatever is not utilized in any fiscal year is automatically carried over to the following fiscal year.
Library Special Revenue Fund-285 - The Library Special Revenue Fund is utilized to collect and record the proceeds from fundraising and local donations for the Camarillo Library.
Cable PEG Fees Special Revenue Fund-286 - The Public, Educational, and Governmental (PEG) Special Revenue Fund was created to account for revenue resulting from new cable franchising laws.
Traditionally, cable service providers negotiated with municipalities in order to obtain a franchise authorizing them to provide cable services in a community. The new laws allow cable service providers to apply for a franchise at the state level when the local franchise expires; however, they must maintain their support in the production of local PEG access channels. A municipality may establish a PEG support fee of up to 1 percent of gross revenues. This funding will be used to offset capital costs such as PEG production, editing, and program playback equipment, renovation or construction of PEG access facilities.
Debt Service Fund
Library Debt Service Fund-321 - The Library Debt Service Fund was established in Fiscal Year 2002/03 to account for the debt service of $8.8 million in Lease Revenue Bonds issued for the purpose of the matching requirement for the state grant received from the State of California. The bond money, combined with the grant, was for the acquisition of land and construction for the new 65,000 square foot, state-of- the-art Library in Camarillo. The City issued $7,630,000 Camarillo Public Finance Authority Lease Revenue Bonds Series 2012, providing funds to refund the 2003 Series A Bonds. This generated a Net Present Value savings of $876,326 over the same remaining debt service period. The final maturity date of the bonds remains December 2033. Currently, budgeted expenditures in the Library Debt Service Fund are for principal and interest on the bonds and related administrative costs, which are funded by the General Fund.
Capital Projects Funds (3)
Capital Improvement Projects Fund-410 - The Capital Improvement Projects Fund accounts for the general capital projects funded from capital fees collected from developers, state and federal grants, and transfers from the General Fund and the Transportation Funds. The projects in the Budget are in agreement with the City’s Five-Year Capital Improvement Program.
Camarillo Corridor Projects Area Fund-429 - This fund accounts for the construction activities as designated in the approved Successor Agency Long-Range Property Management Plan, and are in agreement with the City’s Five-Year Capital Improvement Program. Funding is provided by housing and non-housing construction bonds.
Low-Mod Income Housing Asset Fund-498 - This fund is used to account for the housing activities of the former Redevelopment Agency.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
48 Internal Service Funds (ISF) (8)
ISF's are created to account for costs associated with services that benefit a wide variety of other funds, and provides an opportunity to accumulate those costs in one fund to allocate them to the benefiting departments for services rendered. ISFs also provide a mechanism for accumulating funds for the replacement of vehicles, equipment, and facilities. This is particularly true for all ISFs, except the Risk Management Fund and the Human Resources Fund.
Risk Management Fund-510 - The Risk Management Fund is where costs associated with the City’s risk management function are recorded and then charged back to the other funds. The City of Camarillo is a member of the California Joint Powers Insurance Authority (CJPIA), along with over 100 other California public entities, and is self-insured for general liability and workers’ compensation. The City takes advantage of the CJPIA buying power to purchase property, earthquake, flood, boiler and machinery insurance, etc. Claims administration for both general liability and workers’ compensation are provided through a third party contractual agreement administered by the CJPIA.
Information Services Fund-530 - The Information Services Fund is where costs associated with operating the City’s information services function are recorded and charged back to the other funds based on the level of services provided. Information Services includes the telephone system, H.T.E. computer system, local and wide area network systems, personal computers, Geographic Information System (GIS), library technology support, internet, and miscellaneous computerized systems.
Vehicles and Equipment Fund-540 - The Vehicles and Equipment Fund is where costs associated with procurement, maintenance and operations of the City’s vehicles and field equipment, are recorded and charged back to the departments based on the services received. One of the goals of this fund is to provide funding to replace vehicles and field equipment. It is also to recover the costs associated with maintaining all of the City’s vehicles and field equipment. Through a “use” charge, departments that use City vehicles contribute to this fund.
City Hall Facility Fund-550 - The City Hall Facility Fund was established to keep track of costs associated with the City Hall facility. Isolating those expenditures provides an efficient mechanism for charging the costs back to user departments.
Corporation Yard Facility Fund-551 - The Corporation Yard Facility Fund was established to keep track of costs associated with the corporation yard facility. Isolating those expenditures provides an efficient mechanism for charging costs back to the user departments and funds.
Police Facility Fund-552 - The Police Facility Fund was established to keep track of costs associated with the police facility. Isolating those expenditures provides an efficient mechanism for charging the costs back to the Police Department, a division of the General Fund, plus allows treatment of this facility to be similar to the accounting treatment of other City facilities.
Library Facility Fund-553 - This fund was established to track all costs associated with the operation of the library facility. Costs include the wages for the library facility technician, as well as wages for the supervision of the facility. Costs for custodial care, utilities, and landscaping are charged to this fund.
Revenues for the costs in this fund are received from the General Fund and interest income.
Camarillo Chamber of Commerce Facility Fund-555 - This fund was established to track all City costs associated with the maintenance of the Camarillo Chamber of Commerce facility. Costs include landscape maintenance and insurance. Revenues for the costs in this fund are received from the General Fund and interest income.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
49 Enterprise Funds (8)
Solid Waste Fund-805 - The City provides a refuse, recycling, and green waste program for residential customers, and a refuse and recycling service for commercial customers. The City contracts, through an exclusive franchise agreement with a local hauler, E.J. Harrison & Sons (Harrison), to haul all the waste in Camarillo. The City provides billing services for residential customers, from single-family residential up to four-unit residential. Harrison performs the billing services for commercial and multi-family residential customers. Refuse, recycling, and green waste services are provided weekly to Camarillo residential customers. The City sponsors a Household Hazardous and Electronic Waste Program. This on- going program provides an opportunity for households to dispose of toxic materials in a safe and environmentally sound manner.
Transit Fund-810 - The Transit Fund is an enterprise fund where costs associated with operating the City’s transit system are recorded. The City began contracting this service on January 6, 1997, to provide a single fixed route and a general public Dial-A-Ride transit service. This fund includes the City’s portion of the costs of the intercity bus that is operated by the Ventura County Transportation Commission (VCTC). FTA Grant monies are received to fund program operating expenditures.
Camarillo Ranch Events Fund-815 - The Camarillo Ranch Events Fund is an enterprise fund where costs associated with operating the City’s Ranch Property are recorded. The enterprise is funded based on the projected venue rental activity revenue collected by Command Performance who conducts the commercial business including Wedding and Special Event Management Services. The Camarillo Ranch Foundation will have use of the Ranch Property and other structures to conducts its nonprofit activities.
Water Utility Fund-860 - The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is fully self-supporting and derives the majority of its revenue from ratepayers. The City provides water and associated maintenance to approximately 13,721 customers. Not all of the property owners within the City limits are provided water service by the City.
There are five other water agencies providing water to selected areas within the City. The largest of the five is Camrosa Water District, which provides water services to the Mission Oaks area within the City.
Reclaimed Water Fund-861 - The Reclaimed Water Fund is a water service from the potable water system, with separate infrastructure facilities, and is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and derive the majority of its revenue from ratepayers. The recycled water distribution system serves current agricultural potable water customers, a 55-acre sports park, and median/common areas in the Village at the Park tract. The source of the recycled water is the Camarillo Sanitary District’s Water Reclamation Plant.
Water Conservation Credit Fund-862 - The Water Conservation Credit Fund is a new program to facilitate ‘water will serve’ letters to new developments that will help City meet state mandates during drought conditions.
Water Capital Project Fund-863 - The Water Capital Project Fund is used to track Water capital improvement project expenditures.
Water Debt Service Fund-864 - The Water Debt Service Fund was established in FY 2019/20 to account for the debt service of $12.7 million in Water Revenue Bonds. The bonds were issued to finance a portion of the costs for the North Pleasant Valley Groundwater Desalter project. The project will treat 4,500 acre- feet per year of brackish groundwater and yield up to an additional 3,877 acre-feet per year of potable water thereby reducing the need for like amount of imported water for the use within the City’s water
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
50 service area. The final maturity of the bonds is June 1, 2039. Currently budgeted expenditures in the Water Debt Service Fund are for principal and interest on the bonds and related administrative costs, which are funded by the Water Utility Fund.
CAMARILLO SANITARY DISTRICT (CSD)
CSD Operating Fund-871
CSD Debt Service Fund-872
CSD Capital Projects Fund-873
The Camarillo Sanitary District is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue from ratepayers for services rendered. The Directors of the Board are the same elected officials who also sit as the members of the City Council. The CSD has been divided into three distinct funds for budgeting purposes. The segregation of these funds allows for ease in cash flow and rate setting.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
51 CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
52 Adjusted Fiscal Year 2023/24 Estimated
Fund Balance Amended Budget Fund Balance
FUND June 30, 2023 Revenues Expenditures Transfers Adjustments June 30, 2024 City of Camarillo
* 101 General Fund $ 85,124,897 $ 60,430,362 $ 53,283,156 $ (9,215,071) $ 8,901,167 $ 91,958,199 207 TDA Article 8c Fund — 1,800,000 — (1,800,000) — 208 TDA Article 8a Roads 3,859,363 1,713,133 — (3,588,890) — 1,983,606 209 TDA Article 3 — 12,000 — (12,000) — —
210 Gas Tax Fund 231,826 2,026,412 — (2,025,810) — 232,428 211 SBI Fund 1,011,326 1,760,518 — (815,399) — 1,956,445 220 Citywide Lighting/Landscape Maintenance District — 2,684,508 6,063,003 3,378,495 — — 221 Mission Oaks Maintenance District-MD1A 1,434,337 1,070,676 1,334,964 — — 1,170,049 222 Wittenberg Maintenance District-MD2A 99,418 31,060 43,060 — — 87,418 223 Armitos Storm Basins Maintenance District (159) 1,894 5,658 4,000 — 77 224 Mission Oaks Industrial Maintenance District 59,587 54,336 56,262 — — 57,661 225 Presley Maintenance District 30,114 18,645 23,596 — — 25,163 226 Spanish Hills Maintenance District 36,902 22,111 23,934 — — 35,079 227 Sares/Regis Maintenance District 16,646 8,065 12,204 — — 12,507 228 Vista Las Posas Maintenance District 40,834 33,637 42,604 — — 31,867 230 Adolfo Glen III Maintenance District 61,614 30,099 34,388 — — 57,325 231 Adolfo Glen II Maintenance District 67,661 42,344 45,616 — — 64,389 240 SIBA Fund 4,791,569 59,101 — (373,739) — 4,476,931 251 Traffic Mitigation Fund 11,464,326 562,961 — (2,532,209) — 9,495,078 252 Bridge Policy Fund 1,073,249 14,432 — (925,147) — 162,534 253 Storm Drain Fund 33,783 340 — — — 34,123
261 Signals Fund 296,085 2,626 — — — 298,711
262 Underground Utilities Fund 426,613 4,058 — — — 430,671 263 Street Improvement Fund 3,113,351 29,598 — — — 3,142,949 264 Parking In-Lieu Fund 9,870 1,045 — — — 10,915 275 Air Quality Fund 161,753 428 — — — 162,181
280 CDBG Fund 494,424 677,153 612,895 — — 558,682 285 Library Special Revenue 636,349 152,313 299,055 — — 489,607 286 Cable PEG Fees Fund 2,214,661 222,297 — (1,892,594) — 544,364 321 Debt Service-Library 509,716 — 489,938 489,938 — 509,716 * 410 Capital Improvement Projects 11,881,663 6,285,352 15,467,767 17,403,426 — 20,102,674 429 Camarillo Corridor Project Area 8,601,568 50,337 102,296 407,319 — 8,956,928 498 Low-Mod Housing 861,572 5,459 61,450 (407,319) — 398,262 510 Risk Management 1,202,196 2,420,188 2,584,168 — 1,038,216 530 Information Systems 2,505,342 4,046,942 4,188,110 — 2,364,174 540 Vehicles & Equipment 6,353,189 2,956,553 3,645,415 — 5,664,327 550 City Hall Facility 3,592,586 — — — (3,592,586) — 551 Corporation Yard Facility 2,073,504 — — — (2,073,504) — 552 Police Facility 1,234,222 — — (1,234,222) —
553 Library Facility 1,857,094 — — — (1,857,094) — 555 Camarillo Chamber of Commerce Facility 143,761 — — — (143,761) — * 805 Solid Waste 250,313 8,167,121 8,272,554 105,000 249,880 * 810 Transit 368,179 3,502,381 5,479,577 1,800,000 190,983 * 815 Camarillo Ranch Events 396,439 446,963 789,125 — 54,277 * 860 Water Utility 8,271,398 14,989,258 22,079,251 — 1,181,405 * 861 Reclaimed Water 2,101,274 728,287 773,896 — 2,055,665 * 862 Water Conservation Credit 1,077,030 16,788 762,394 — — 331,424 * 863 Water Capital Projects 18,870,944 606,460 3,142,963 (10,000,000) — 6,334,441 * 864 Water Debt Service 512,517 — 182,425 10,000,000 — 10,330,092 Total City of Camarillo $ 189,454,906 $ 117,688,241 $ 129,901,724 $ — $ — $ 177,241,423 Camarillo Sanitary District (CSD)
* 871 Operating Fund $ 34,193,598 $ 16,431,789 $ 20,512,410 $ — $ 30,112,977 * 872 Debt Service Fund 185,878 1,368,044 510,600 — — 1,043,322 * 873 Capital Projects Fund 29,683,093 674,804 5,843,567 — — 24,514,330 Total Camarillo Sanitary District $ 64,062,569 $ 18,474,637 $ 26,866,577 $ — $ — $ 55,670,629 Total City and CSD Funds $ 253,517,475 $ 136,162,878 $ 156,768,301 $ — $ — $ 232,912,052 *Major Funds
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
53 Adjusted Fiscal Year 2024/25 Estimated
Fund Balance Proposed Budget Fund Balance
FUND June 30, 2024 Revenues Expenditures Transfers Adjustments June 30, 2025 City of Camarillo
* 101 General Fund $ 91,958,199 $ 60,652,462 $ 57,885,397 $ (2,438,529) $ — $ 92,286,735 206 SB 125 Fund — 227,000 227,000 —
207 TDA Article 8c Fund — 1,681,000 (1,681,000) —
208 TDA Article 8a Roads 1,983,606 1,831,896 — (2,130,529) — 1,684,973 209 TDA Article 3 — 12,000 — (12,000) — —
210 Gas Tax Fund 232,428 1,957,227 — (2,189,655) — — 211 SBI Fund 1,956,445 1,822,225 — (2,213,440) — 1,565,230 220 Citywide Lighting/Landscape Maintenance District — 2,769,421 6,395,828 3,626,407 — — 221 Mission Oaks Maintenance District-MD1A 1,170,049 1,070,676 1,405,764 — — 834,961 222 Wittenberg Maintenance District-MD2A 87,418 31,060 43,995 — — 74,483 223 Armitos Storm Basins Maintenance District 77 1,894 5,848 4,867 — 990 224 Mission Oaks Industrial Maintenance District 57,661 56,408 59,197 — — 54,872 225 Presley Maintenance District 25,163 20,895 24,971 — — 21,087 226 Spanish Hills Maintenance District 35,079 22,111 24,564 — — 32,626 227 Sares/Regis Maintenance District 12,507 8,831 11,960 — — 9,378 228 Vista Las Posas Maintenance District 31,867 36,277 44,529 — — 23,615 230 Adolfo Glen III Maintenance District 57,325 30,099 35,983 — — 51,441 231 Adolfo Glen II Maintenance District 64,389 42,344 47,116 — — 59,617 240 SIBA Fund 4,476,931 59,101 — (243,850) — 4,292,182 251 Traffic Mitigation Fund 9,495,078 1,461,037 — (1,304,104) — 9,652,011 252 Bridge Policy Fund 162,534 162,613 — (325,147) — — 253 Storm Drain Fund 34,123 340 — — — 34,463
261 Signals Fund 298,711 2,626 — — — 301,337
262 Underground Utilities Fund 430,671 4,058 — — — 434,729 263 Street Improvement Fund 3,142,949 29,598 — — — 3,172,547 264 Parking In-Lieu Fund 10,915 1,045 — — — 11,960 275 Air Quality Fund 162,181 428 — — — 162,609
280 CDBG Fund 558,682 916,500 415,623 — — 1,059,559 285 Library Special Revenue 489,607 342,813 302,481 — — 529,939 286 Cable PEG Fees Fund 544,364 222,297 — (758,384) — 8,277 321 Debt Service-Library 509,716 — 493,970 493,970 — 509,716 * 410 Capital Improvement Projects 20,102,674 439,337 16,150,968 7,025,454 — 11,416,497 429 Camarillo Corridor Project Area 8,956,928 50,337 50,000 — — 8,957,265 498 Low-Mod Housing 398,262 5,459 50,826 — — 352,895 510 Risk Management 1,038,216 2,657,256 2,654,777 — — 1,040,695 530 Information Systems 2,364,174 4,540,329 4,641,157 — — 2,263,346 540 Vehicles & Equipment 5,664,327 2,956,553 2,439,382 — — 6,181,498 * 805 Solid Waste 249,880 8,961,856 9,088,232 150,000 — 273,504 * 810 Transit 190,983 2,322,925 4,078,988 1,681,000 — 115,920 * 815 Camarillo Ranch Events 54,277 446,963 789,691 314,940 — 26,489 * 860 Water Utility 1,181,405 17,546,972 22,684,402 — 9,000,000 5,043,975 * 861 Reclaimed Water 2,055,665 395,787 445,802 — — 2,005,650 * 862 Water Conservation Credit 331,424 16,788 7,000 — — 341,212 * 863 Water Capital Projects 6,334,441 482,349 5,443,933 — — 1,372,857 * 864 Water Debt Service 10,330,092 — — — — 10,330,092 Total City of Camarillo $ 177,241,423 $ 116,299,193 $ 135,949,384 $ — $ 9,000,000 $ 166,591,232 Camarillo Sanitary District (CSD)
* 871 Operating Fund $ 30,112,977 $ 18,689,069 $ 19,118,835 $ — $ — $ 29,683,211 * 872 Debt Service Fund 1,043,322 1,368,044 470,594 — — 1,940,772 * 873 Capital Projects Fund 24,514,330 416,670 4,926,866 — — 20,004,134 Total Camarillo Sanitary District $ 55,670,629 $ 20,473,783 $ 24,516,295 $ — $ — $ 51,628,117 Total City and CSD Funds $ 232,912,052 $ 136,772,976 $ 160,465,679 $ — $ 9,000,000 $ 218,219,349 *Major Funds
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
54 Fund
Reserve
Goal
Projected
6/30/25
Fund
Balance
Current
Reserve
Policy
Other
Committed/
Assigned
Fund
Balance
Projected
6/30/25
Unassigned
Fund
Balance
101 General Fund min. 50% $ 92,286,735 $ 31,231,791 $ 33,950,000 $ 27,104,944 A 221 Zone 1-Mission Oaks MD-1A 20% 834,961 281,153 553,808 C 222 Zone 2-Wittenberg Maint. Dist. 20% 74,483 8,799 65,684 C 223 Zone 3-Armitos Storm Basins MD 20% 990 1,352 (362) B 224 Zone 4-Mission Oaks Industrial MD 20% 54,872 11,839 43,033 C 225 Zone 5-Presley Maint. Dist. 20% 21,087 4,461 16,626 B 226 Zone 6-Spanish Hills Maint. Dist. 20% 32,626 4,913 27,713 B 227 Zone 7-Sares/Regis Maint. Dist. 20% 9,378 2,392 6,986 C 228 Zone 8-Vista Las Posas Maint. Dist. 20% 23,615 8,906 14,709 C 230 Zone 10-Adolfo Glen III Maint. Dist. 20% 51,441 7,197 44,244 C 231 Zone 9-Adolfo Glen II Maint. Dist. 20% 59,617 7,197 52,420 C
Fund
Basis
Notes*
Reserve
Goal
Projected
6/30/25
Working
Capital
Balance
Current
Reserve
Policy
Other
Reserved Fund
Balance
Projected
6/30/25
Unrestricted
Working
Capital
Balance
510 Risk Management (2) 100% $ 1,040,695 $ 265,500 $ 266,760 $ 508,435 530 Information Services (3) 100% 2,263,346 1,245,670 1,017,676 540 Vehicles & Equipment (4) 120% 6,181,498 5,201,579 979,919 805 Solid Waste (6) 5% 273,504 426,762 (153,258) D
860 Water Utility (7) 5,043,975 11,096,101 (6,052,126) D 871 Sanitary District - Operating (8) 29,683,211 10,785,703 18,897,508
* Notes - Basis for Reserves:
(1) Discretionary contributions from the other funds for future capital improvements outlined in the Five-Year Capital Improvement Plan based on the following:
Anticipated expenditure from discretionary sources is:
In year one of the plan
In year two of the plan
In year three of the plan
In year four of the plan
In year five of the plan
* Adequate funding sources are budgeted to be transferred on an as needed basis. (2) Three times the self-insured retention for liability claims ($30,000 * 3), + 100% greatest deductible for single property damage coverage ($100,000), + 25% annual appropriation for workers' compensation expense. (3) 100% of the accumulated depreciation.
(4) 120% of the accumulated depreciation.
(5) 100% of the reserve study capital replacement plan components. (6) 5% of Solid Waste Operations.
(7) Water Utility Fund
Operations 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset Replacement Costs
Debt Service 1 year of Debt Service
(8) Sanitary District Operating Fund
RESERVE ANALYSIS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
55 Operation 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Debt Service 1 year of Debt Service
Restricted/Emergency 1% of Asset Replacement Costs
Notes for anticipated percentages of the reserve goal:
A. Includes funds 'Committed' for reserves.
B. Assessments cannot be increased without a vote.
C. Assessments include inflation clause.
D. The City will work towards bring the fund balance in line with reserve policy.
E. Reserve goal based on Reserve Study findings.
RESERVE ANALYSIS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
56 CITY OF CAMARILLO
* 101 General Fund $ 53,279,894 $ 60,430,362 $ 60,652,462 206 SB 125 Fund — — 227,000
207 TDA Article 8c Fund — 1,800,000 1,681,000
208 TDA Article 8a Roads 2,010,942 1,713,133 1,831,896 209 TDA Article 3 11,957 12,000 12,000
210 Gas Tax Fund 1,803,519 2,026,412 1,957,227
211 SBI Fund 1,593,477 1,760,518 1,822,225
* 220 Citywide Lighting/Landscape Maintenance District 2,586,614 2,684,508 2,769,421 221 Mission Oaks Maintenance District-MD1A 1,081,864 1,070,676 1,070,676 222 Wittenberg Maintenance District-MD2A 31,695 31,060 31,060 223 Armitos Storm Basins Maintenance District 1,830 1,894 1,894 224 Mission Oaks Industrial Maintenance District 52,730 54,336 56,408 225 Presley Maintenance District 16,717 18,645 20,895 226 Spanish Hills Maintenance District 22,513 22,111 22,111 227 Sares/Regis Maintenance District 8,269 8,065 8,831 228 Vista Las Posas Maintenance District 31,981 33,637 36,277 230 Adolfo Glen III Maintenance District 30,954 30,099 30,099 231 Adolfo Glen II Maintenance District 43,062 42,344 42,344 240 SIBA Fund 907,663 59,101 59,101
251 Traffic Mitigation Fund 924,208 562,961 1,461,037 252 Bridge Policy Fund 314,136 14,432 162,613
253 Storm Drain Fund 612 340 340
261 Signals Fund 5,360 2,626 2,626
262 Underground Utilities Fund 7,723 4,058 4,058
263 Street Improvement Fund 56,455 29,598 29,598
264 Parking In-Lieu Fund 179 1,045 1,045
275 Air Quality Fund 2,928 428 428
280 CDBG Fund 272,546 677,153 916,500
285 Library Special Revenue 345,986 152,313 342,813
286 Cable PEG Fees Fund 214,608 222,297 222,297
321 Debt Service-Library 15,875 — —
* 410 Capital Improvement Projects 204,146 6,285,352 439,337 429 Camarillo Corridor Project Area 84,450 50,337 50,337 Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
57 498 Low-Mod Housing 10,690 5,459 5,459
510 Risk Management 2,578,972 2,420,188 2,657,256
530 Information Systems 3,153,624 4,046,942 4,540,329 540 Vehicles & Equipment 1,434,997 2,956,553 2,956,553 550 City Hall Facility 3,051,149 — —
551 Corporation Yard Facility 1,280,470 — —
552 Police Facility 371,368 — —
553 Library Facility 1,624,387 — —
555 Camarillo Chamber of Commerce Facility 7,835 — — * 805 Solid Waste 8,081,521 8,167,121 8,961,856
* 810 Transit 3,471,133 3,502,381 2,322,925
* 815 Camarillo Ranch Events 485,358 446,963 446,963 * 860 Water Utility 13,751,382 14,989,258 17,546,972 * 861 Reclaimed Water 591,210 728,287 395,787
* 862 Water Conservation Credit 19,898 16,788 16,788 * 863 Water Capital Projects 7,507,693 606,460 482,349 * 864 Water Debt Service 17,591 — —
$ 113,404,171 $ 117,688,241 $ 116,299,193
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 16,387,489 $ 16,431,789 $ 18,689,069 * 872 Debt Service Fund 1,667,765 1,368,044 1,368,044 * 873 Capital Projects Fund 2,835,362 674,804 416,670 Total CSD $ 20,890,616 $ 18,474,637 $ 20,473,783
TOTAL REVENUES $ 134,294,787 $ 136,162,878 $ 136,772,976 Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund
* Major Funds
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
58 Fiscal Years
Millions
Revenue Summary -All Funds
General Fund Capital Projects Water
Sanitary Other Funds
2022/23 Actual 2023/24 Amended
Budget
2024/25 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
59 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund Description
CITY OF CAMARILLO
* 101 General Fund $ 44,090,423 $ 53,283,156 $ 57,885,397 206 SB 125 Fund — — 227,000
220 Citywide Lighting/Landscape Maintenance District 5,254,344 6,063,003 6,395,828 221 Mission Oaks Maintenance District - MD1A 1,077,286 1,334,964 1,405,764 222 Wittenberg Maintenance District - MD2A 28,369 43,060 43,995 223 Armitos Storm Basins Maintenance District 5,271 5,658 5,848 224 Mission Oaks Industrial Maintenance District 46,386 56,262 59,197 225 Presley Maintenance District 15,277 23,596 24,971 226 Spanish Hills Maintenance District 18,288 23,934 24,564 227 Sares/Regis Maintenance District 18,446 12,204 11,960 228 Vista Las Posas Maintenance District 32,125 42,604 44,529 230 Adolfo Glen III Maintenance District 28,084 34,388 35,983 231 Adolfo Glen II Maintenance District 39,956 45,616 47,116 280 CDBG Fund 445,202 612,895 415,623
285 Library Special Revenue 222,606 299,055 302,481
321 Debt Service-Library 494,944 489,938 493,970
* 410 Capital Improvement Projects 3,805,298 15,467,767 16,150,968 429 Camarillo Corridor Project Area 3,313,228 102,296 50,000 498 Low-Mod Housing 7,743 61,450 50,826
510 Risk Management 2,313,571 2,584,168 2,654,777
530 Information Systems 2,163,414 4,188,110 4,641,157 540 Vehicles & Equipment 1,039,832 3,645,415 2,439,382 550 City Hall Facility 965,343 — —
551 Corporation Yard Facility 416,089 — —
552 Police Facility 354,203 — —
553 Library Facility 1,787,716 — —
555 Camarillo Chamber of Commerce Facility 14,666 — — * 805 Solid Waste 8,092,945 8,272,554 9,088,232
* 810 Transit 3,217,503 5,479,577 4,078,988
* 815 Camarillo Ranch Events 456,951 789,125 789,691 * 860 Water Utility 16,221,323 22,079,251 22,684,402 * 861 Reclaimed Water 259,195 773,896 445,802
* 862 Water Conservation Credit 109,413 762,394 7,000 * 863 Water Capital Projects Fund 1,899,798 3,142,963 5,443,933 * 864 Water Debt Service 317,925 182,425 —
Total City of Camarillo $ 98,573,163 $ 129,901,724 $ 135,949,384
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 15,847,150 $ 20,512,410 $ 19,118,835 * 872 Debt Service Fund 517,109 510,600 470,594
* 873 Capital Projects Fund — 5,843,567 4,926,866
Total CSD $ 16,364,259 $ 26,866,577 $ 24,516,295
TOTAL EXPENDITURES $ 114,937,422 $ 156,768,301 $ 160,465,679 * Major Funds
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
60 Fiscal Years
Millions
Expenditure Summary -All Funds
General Fund
Capital Projects
Water
Sanitary
Other Funds
2022/23 Actual 2023/24
Amended
Budget
2024/25
Proposed Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
61 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
REVENUES
Taxes $ 47,834,201 $ 48,554,873 $ 49,682,102
Charges for Services 43,110,466 42,832,601 47,968,936 ISF Allocated Charges 13,386,309 11,245,233 11,740,479 Grants & Subventions 14,264,812 21,483,992 14,386,870 Investment Income 4,414,810 4,250,305 4,199,916
Franchises 3,176,049 3,266,000 3,410,199
Licenses & Permits 1,278,609 1,900,000 2,300,000
Fines/Assessments 1,279,510 1,059,125 1,076,853
Miscellaneous 5,068,534 1,327,973 1,572,845
Contributions & Developer Fees 481,483 242,776 434,776 Total Revenues $ 134,294,787 $ 136,162,878 $ 136,772,976 Fiscal Years
Millions
Bonds
Contributions & Developer Fees
Miscellaneous
Fines/Assessments
Licenses & Permits
Franchises
Investment Income
Grants & Subventions
ISF Allocated Charges
Charges for Services
Taxes
2022/23 Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
REVENUES BY TYPE - ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
62 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
EXPENDITURES
Public Safety $ 19,958,601 $ 22,909,856 $ 25,563,607
General Government 13,142,020 13,275,983 14,192,011
Capital Outlay 3,813,041 30,453,738 30,244,748
Sanitation 15,847,151 20,512,410 19,118,835
Solid Waste 8,092,945 8,272,554 9,088,232
Highways & Streets 14,517,890 17,154,445 18,346,708
Internal Service Funds 9,054,836 7,429,321 7,518,786 Water Services 18,489,728 23,609,410 23,137,204
Camarillo Ranch Events 456,951 546,383 701,066
Debt Service 1,329,978 1,182,963 964,564
Community Services 7,016,779 7,932,858 7,733,930
Transit 3,217,503 3,488,380 3,855,988
Total Expenditures $ 114,937,422 $ 156,768,301 $ 160,465,679 EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
63 Fiscal Years
Millions
Public Safety
General Government
Capital Outlay
Sanitation
Solid Waste
Highways & Streets
Internal Service Funds
Water Services
Camarillo Ranch Events
Debt Service
Community Services
Transit
2022/23 Actual 2023/24
Amended Budget
2024/25 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
64 Fiscal Years
Millions
Total Revenues
Other Revenues
Franchises
Grants &
Subventions
Charges for Services
Taxes
2022/23 Actual2023/24
Amended
Budget
2024/25
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2024/25
Taxes
Property Taxes 18.4% Because the City is a "low property tax" city, this revenue represents AB8 funding and Transportation
Equity Act (TEA) funding. The City's General Fund,
Lighting and Landscape Maintenance District,
Mission Oaks District 1A, and the CSD all receive
property taxes. The estimates are projected to
increase based on information from the State, the
County of Ventura, and HdL. Also, included under
this revenue category is the Property Tax In-Lieu of
Vehicle License Fee.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
65 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2024/25
Sales Tax 14.3% In accordance with the California Revenue and Taxation Code, the State of California imposes a
7.25% sales and use tax within the County of
Ventura. The City has historically received almost
1% of the taxable sales in the City. Future sales tax
growth is based on State of California State
Controller estimates. The budget for FY 2024/25 is
projected to remain relatively flat as the City projects a leveling out of revenues in the General Consumer
Goods, Autos and Transportation, and Fuel and
Service Station categories.
Transient
Occupancy Tax
2.5% The City imposes a 9% Transient Occupancy Tax on
occupants at hotel, motel or other lodging facilities
within the incorporated area of the City. An increase
of 2.0% in FY 2024/25 is attributed to normalized
domestic travel and leisure activity, coupled with an
increase in average daily rates (ADR).
Business Tax 1.2% Business Tax is imposed by the City on corporations and individuals conducting business within the City
and is based on gross receipts. The revenue for FY
2024/25 is expected to increase slightly to $1.7
million.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
66 Percent of
Total Revenues
Fiscal Year
Description 2024/25 Basis and Rationale for Forecast
Charges for Services
Water Services 12.0% Water Services includes five funds; Water Utility, Reclaimed Water, Water Conservation Credit, Water
Capital Project Funds, and Water Debt Service.
Revenues projections are based on the most recent
adopted Water Rate Study and Financial plan.
However, over the last three years the City has seen
a significant decline in rate revenues due to drought,
conservation and unusually high rainfall. The
revenue projections reflect a hardened demand at
lower levels as well as the 9% rate increase effective
in January 2024 as well as the second 9% increase
that will go into effect on July 1, 2024 Reclaimed
Water Fund revenues are projected to stay flat. The
Water Conservation Credit Fund was implemented in
FY 2015/16 as a temporary drought mitigation fund
to be used for water conservation projects.
Sewer Services 13.3% Revenues projections are based on the most recent adopted Sewer Rate Study and Financial plan. 12%
rate increases were implemented in January 2024
and a second 12% will go into effect on July 1, 2024.
Sewer rate charges are fixed and not contingent on
usage.
Solid Waste
Collection
6.1% This revenue source is estimated based on
information obtained from the City Manager's
Department. Revenue is expected to remain flat in
FY 2024/25, per the terms of the current contract.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
67 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2024/25
Grants & Subventions
TDA Local
Street/Road
Article 8
1.3% This revenue is an apportionment through Ventura
County Transportation Commission to help offset the
costs of transportation projects. The revenues are
allocated on a per capita basis. Projections for FY
2024/25 reflects the economic recovery, as well as
inflationary impacts. This revenue is used to support
the Annual Overlay & Resurfacing projects as well as
the Transit operation.
Gas Tax 2.8% This revenue is an apportionment from the State that represents a portion of the taxes paid on the purchase
of gasoline. This revenue is restricted to public street construction, improvement and maintenance.
Projections for FY 2024/25 are budgeted to increase
due to unspent funds previously programmed for the
Annual Pavement program..
All Other Grants
& Subventions
6.8% Various grants & subventions are received by the
City to help offset one-time capital and operating
costs. Budgets are established as amounts become
known as determined by the authorizing agencies.
Examples are Congestion Mitigation and Air Quality
(CMAQ) grants to be used for highways and streets
capital projects; CDBG funding for low-moderate
housing and community development needs; FTA
assistance to offset the transit program and Metrolink
station operating and maintenance costs.
Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2024/25
Franchise
Franchise Fees 2.5% Franchise fees are imposed on gas, electric, refuse and cable companies for the use of City streets and
right-of-ways. The budget for FY 2024/25 is
projected to increase by 4.7% related to the large
utility rate increases realized for both Electric & Gas service.
Total Key Revenue 80.9%
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
68 Taxes $ 42,569,696 $ 43,481,684 $ 44,524,000
Grants & Subventions 435,548 3,386,000 3,143,982
Franchises 3,000,682 3,060,000 3,204,199
Charges for Services 3,644,105 2,937,816 2,333,647
Licenses & Permits 1,278,609 1,900,000 2,300,000
Investment Income 1,609,281 2,890,389 2,840,000
Contributions & Developer Fees 93,234 41,476 41,476
Fines & Forfeitures 618,313 499,670 499,670
Miscellaneous 30,427 254,403 21,773
Internal Charges — 1,978,924 1,743,715
General Fund $ 53,279,894 $ 60,430,362 $ 60,652,462
Taxes $ 3,625,110 $ 3,712,025 $ 3,796,938
Grants & Subventions 5,615,054 7,945,280 8,403,912
Franchises 175,367 206,000 206,000
Contributions & Developer Fees 340,000 145,300 337,300 Charges for Services 1,843,316 480,820 1,527,077
Fines/Forfeitures/Assessments 238,810 244,665 252,393 Investment Income 542,869 300,200 300,200
Miscellaneous — 1,500 —
Special Revenue Funds $ 12,380,526 $ 13,035,790 $ 14,823,820 Investment Income $ 15,875 $ — $ —
Debt Service Funds $ 15,875 $ — $ —
Grants & Subventions $ 204,146 $ 6,285,352 $ 439,337
Investment Income 95,140 55,796 55,796
Capital Improve. Projects Funds $ 299,286 $ 6,341,148 $ 495,133 Charges for Services $ 1,689 $ 1,000 $ 1,000
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Revenue Type
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
69 Investment Income $ 312,214 $ 67,874 $ 67,874
Miscellaneous (197,412) 88,500 88,500
Internal Charges 13,386,309 9,266,309 9,996,764
Internal Service Funds $ 13,502,800 $ 9,423,683 $ 10,154,138 Grants & Subventions $ 8,010,064 $ 3,867,360 $ 2,399,639 Contributions & Developer Fees 48,249 56,000 56,000 Charges for Services 22,090,360 23,341,365 25,778,332 Fines & Forfeitures 253,891 200,200 210,200
Investment Income 643,931 437,153 437,153
Miscellaneous 2,879,290 555,180 1,292,316
Enterprise Funds $ 33,925,785 $ 28,457,258 $ 30,173,640 Operating Funds
Charges for Services $ 15,530,996 $ 16,071,600 $ 18,328,880 Fines & Forfeitures 165,432 111,600 111,600
Investment Income 604,013 153,719 153,719
Miscellaneous 87,048 94,870 94,870
Debt Service Fund
Taxes 1,639,395 1,361,164 1,361,164
Fines & Forfeitures 3,064 2,990 2,990
Investment Income 25,306 3,890 3,890
Capital Project Fund
Investment Income 566,181 341,284 341,284
Miscellaneous 2,269,181 333,520 75,386
Camarillo Sanitary District $ 20,890,616 $ 18,474,637 $ 20,473,783 Total Revenue $ 134,294,782 $ 136,162,878 $ 136,772,976 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Revenue Type
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Revenue Type Total All Funds
Taxes $ 47,834,201 $ 48,554,873 $ 49,682,102
Charges for Services 43,110,466 42,832,601 47,968,936 ISF Allocated Charges 13,386,309 11,245,233 11,740,479 Grants & Subventions 14,264,812 21,483,992 14,386,870 Investment Income 4,414,810 4,250,305 4,199,916
Franchises 3,176,049 3,266,000 3,410,199
Licenses & Permits 1,278,609 1,900,000 2,300,000
Fines/Assessments 1,279,510 1,059,125 1,076,853
Miscellaneous 5,068,534 1,327,973 1,572,845
Contributions & Developer Fees 481,483 242,776 434,776 Total Revenue $ 134,294,787 $ 136,162,878 $ 136,772,976
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
70 General Government $ 9,828,792 $ 13,173,687 $ 14,142,011 Public Safety 19,958,601 22,909,856 25,563,607
Highways & Streets 7,954,059 9,513,156 10,246,953
Community Services 6,348,971 7,020,908 7,015,826
Capital Outlay — 665,549 917,000
General Fund $ 44,090,423 $ 53,283,156 $ 57,885,397
Highways & Streets $ 6,563,831 $ 7,641,289 $ 8,099,755
Economic Development 445,202 612,895 415,623
Community Services 222,606 299,055 302,481
Capital Outlay — 44,000 227,000
Special Revenue Funds $ 7,231,639 $ 8,597,239 $ 9,044,859 Debt Service $ 494,944 $ 489,938 $ 493,970
Debt Service Funds $ 494,944 $ 489,938 $ 493,970
General Government $ 3,313,228 $ 102,296 $ 50,000
Capital Outlay 3,813,041 15,529,217 16,201,794
Capital Project Funds $ 7,126,269 $ 15,631,513 $ 16,251,794 General Government $ 9,054,836 $ 7,429,321 $ 7,518,786
Capital Outlay — 2,988,372 2,216,530
Internal Service Funds $ 9,054,836 $ 10,417,693 $ 9,735,316 Water Services $ 18,489,728 $ 23,609,410 $ 23,137,204
Solid Waste 8,092,945 8,272,554 9,088,232
Transit 3,217,503 3,488,380 3,855,988
Camarillo Ranch Events 456,951 546,383 701,066
Debt Service 317,925 182,425 —
Capital Outlay — 5,383,033 5,755,558
Enterprise Funds $ 30,575,052 $ 41,482,185 $ 42,538,048 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
71 Operating Fund
Sanitation $ 15,847,151 $ 20,512,410 $ 19,118,835
Debt Service Fund
Debt Service 517,109 510,600 470,594
Capital Projects Fund
Capital Outlay — 5,843,567 4,926,866
Camarillo Sanitary District $ 16,364,260 $ 26,866,577 $ 24,516,295 Total Expenditures $ 114,937,422 $ 156,768,301 $ 160,465,679 Total All Funds
Public Safety $ 19,958,601 $ 22,909,856 $ 25,563,607
General Government 22,196,856 20,705,304 21,710,797
Capital Outlay 3,813,041 30,453,738 30,244,748
Economic Development 445,202 612,895 415,623
Sanitation 15,847,151 20,512,410 19,118,835
Solid Waste 8,092,945 8,272,554 9,088,232
Highways & Streets 14,517,890 17,154,445 18,346,708
Water Services 18,489,728 23,609,410 23,137,204
Camarillo Ranch Events 456,951 546,383 701,066
Debt Service 1,329,978 1,182,963 964,564
Community Services 6,571,577 7,319,963 7,318,307
Transit 3,217,503 3,488,380 3,855,988
Total Expenditures $ 114,937,422 $ 156,768,301 $ 160,465,679 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
72 CITY OF CAMARILLO
GENERAL FUND:
City Council 1101 $ 1,095,523 $ 675,674 $ 662,572
City Clerk 1201 785,792 1,035,256 834,501
City Attorney 1301 527,815 459,881 459,936
City Manager 1401 1,960,739 2,286,290 2,035,418
Community Relations 1410 485,758 603,480 636,430
Emergency Operations 1450 158,297 314,314 304,560
Finance 1501 1,849,769 2,002,998 2,099,953
Human Resources 1601 539,587 803,751 852,829
Community Development 1701 2,568,810 2,892,065 3,640,662 Code Compliance 1702 822,409 941,208 1,207,225
Non-Departmental 1901 15,000 515,000 515,000
Police Services 2101 17,814,421 19,732,918 21,863,654 Disaster Assistance Response Team (DART) 2152 11,242 35,686 40,686 Building & Safety 2401 1,152,232 1,885,730 2,147,482 Public Works 3101 2,886,856 2,317,443 2,425,009
Public Works - CIP 3102 202,330 503,963 589,051
Traffic 3130 1,401,068 1,450,806 1,835,818
Storm Water 3140 1,016,143 1,492,749 1,338,644
Street Maintenance 3150 2,447,662 3,145,999 3,379,683 Community & Human Services 4340 — — 251,233
HHAP Voucher Program 4341 — 735,000 377,982
Community Support 4500 368,210 624,894 797,784
Constitution Park 4502 97,894 255,229 233,330
Former Library Site 4506 48,199 55,558 —
Old Courthouse Building 4510 60,583 71,556 74,004
Library Services 4684 5,171,361 3,328,606 3,337,781
City Hall Facility 5750 — 2,016,126 1,797,052
Corp Yard Facility 5751 — 727,196 1,408,748
Police Facility 5752 — 410,565 791,658
Library Facility 5753 — 1,277,568 1,325,195
Chamber of Commerce 5755 — 4,250 3,000
Economic Development 6501 602,724 681,397 618,517
Total General Fund $ 44,090,423 $ 53,283,156 $ 57,885,397 SPECIAL REVENUE FUNDS:
SB 125 Fund 3801 — $ — $ 227,000
Citywide Street Lighting/Landscape Maint.
Street Lighting 3110 $ 1,118,103 $ 1,160,639 $ 1,338,770 Landscape Maintenance 3310 4,136,241 4,902,364 5,057,058 Total Lighting & Landscape $ 5,254,344 $ 6,063,003 $ 6,395,828 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
73 Maintenance Districts
Mission Oaks Maintenance District 1A 3311 $ 1,077,286 $ 1,334,964 $ 1,405,764 Wittenberg Maintenance District 3312 28,369 43,060 43,995 Armitos Storm Basin Maintenance District 3313 5,271 5,658 5,848 Mission Oaks Industrial Maint. District 3314 46,386 56,262 59,197 Presley Maintenance District 3315 15,277 23,596 24,971 Spanish Hills Maintenance District 3316 18,288 23,934 24,564 Sares/Regis Maintenance District 3317 18,446 12,204 11,960 Vista Las Posas Maintenance District 3318 32,125 42,604 44,529 Adolfo Glen II Maintenance District 3319 39,956 45,616 47,116 Adolfo Glen III Maintenance District 3320 28,084 34,388 35,983 Community Development Block Grant (CDBG)
CDBG Administrative 4401 41,537 414,161 178,632
Public Service Grants 4405 203,813 148,734 161,991
Housing 4406 199,852 50,000 75,000
Total CDBG $ 445,202 $ 612,895 $ 415,623
Library Special Revenue 4590 $ 222,606 $ 299,055 $ 302,481 Total Special Revenue Funds $ 7,231,640 $ 8,597,239 $ 9,044,859 DEBT SERVICE FUNDS:
Library Facility 7122 $ 494,944 $ 489,938 $ 493,970
Total Debt Service Funds $ 494,944 $ 489,938 $ 493,970
CAPITAL PROJECTS FUNDS:
Low-Mod Housing 6990 $ 7,743 $ 61,450 $ 50,826
Capital Improvement Projects 8510 3,805,298 15,467,767 15,000,968 Capital Improvement Projects - ISF 8610 — — 1,150,000 Camarillo Corridor Project Area 1701 3,313,228 102,296 50,000 Total Capital Projects Funds $ 7,126,269 $ 15,631,513 $ 16,251,794 INTERNAL SERVICE FUNDS:
Risk Management 5110 $ 2,313,571 $ 2,584,168 $ 2,654,777 Information Systems
Administration 1901 $ (20,947) $ — $ —
Information Systems 5330 2,369,236 3,689,997 3,968,990 Telephone System 5331 73,437 86,324 138,102
GIS 5332 215,486 229,999 273,201
Library IS Systems 5334 119,849 181,790 260,864
Depreciation 8905 50,481 — —
Contra - Fixed Asset Cap. 9805 (644,122) — —
Total Information Services $ 2,163,420 $ 4,188,110 $ 4,641,157 Vehicles & Equipment 5540 1,039,832 3,645,415 2,439,382 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
74 City Hall Facility 5750 $ 965,342 $ — $ —
Corporation Yard Facility 5751 416,089 — —
Police Facility 5752 354,203 — —
Library Facility 5753 1,787,716 — —
Camarillo Chamber of Commerce Facility 5755 14,666 — — Total Internal Service Funds $ 9,054,839 $ 10,417,693 $ 9,735,316 ENTERPRISE FUNDS:
Solid Waste
Administration 1901 $ (4,541) $ — $ —
Solid Waste Management 3505 7,603,079 7,589,178 8,593,508 Solid Waste Organics 3510 494,407 683,376 194,910
Household Hazardous Waste 3515 — — 281,363
AB939 Recycling 3520 — — 18,451
Total Solid Waste $ 8,092,945 $ 8,272,554 $ 9,088,232
Transit
Administration 1901 $ (3,761) $ — $ —
Transit Operations 3801 3,247,079 5,337,077 3,933,588 Metrolink Station 3805 46,160 142,500 145,400
Contra - Fixed Asset Cap. 9850 (71,976) — —
Total Transit $ 3,217,502 $ 5,479,577 $ 4,078,988
Camarillo Ranch Events 4001 456,951 789,125 789,691
Water Utility
Customer Services 1502 $ 575,654 $ 698,435 $ 732,193
Non-Departmental 1902 (91,928) — —
Administrative 3601 3,123,105 4,629,400 5,143,720
Water Resource Management 3604 309,186 563,420 314,903 Meter Readers 3605 1,243,123 1,305,615 1,743,559
Water-Source 3610 6,617,689 5,600,435 5,710,855
Pumping 3620 857,643 802,056 1,031,095
Treatment 3630 299,091 325,907 385,927
Transmission & Distribution 3640 1,167,079 1,485,337 1,813,431 Desalter Operations 3670 2,866,789 6,668,646 5,808,719 Capital Purchases-Water 8310 226,360 — —
Depreciation 8960 1,153,689 — —
Contra - Fixed Asset Cap. 9860 (2,126,158) — —
Total Water Utility $ 16,221,322 $ 22,079,251 $ 22,684,402 Reclaimed Water
Administration 1901 $ (4,915) $ — $ —
Distribution 3650 368,480 773,896 445,802
Contra - Fixed Asset Cap. 9861 (104,370) — —
Total Reclaimed Water $ 259,195 $ 773,896 $ 445,802
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
75 Water Conservation Credit 3660 $ 109,413 $ 762,394 $ 7,000 Water Capital
Capital Improvement Projects 8710 $ 49,055 $ 1,140,570 $ 1,193,933 Capital Purchases-AB1600 8716 1,850,743 2,002,393 4,250,000 Total Water Capital $ 1,899,798 $ 3,142,963 $ 5,443,933 Water Debt Service 7164 $ 317,925 $ 182,425 $ —
Total Enterprise Funds $ 30,575,051 $ 41,482,185 $ 42,538,048 TOTAL CITY FUNDS $ 98,573,166 $ 129,901,724 $ 135,949,384
CAMARILLO SANITARY DISTRICT
OPERATING FUND:
Customer Services 1503 $ 577,708 $ 694,296 $ 732,823
Non-Departmental 1901 (130,636) — —
Administration 3701 5,284,658 9,205,822 7,589,797
Pumping Station 3720 586,185 823,250 1,001,326
Collection System 3730 1,452,589 2,421,976 2,421,952 Reclamation Plant 3740 5,522,409 5,670,895 6,694,937 Capital Purchases 8410 782,335 1,696,171 678,000
Depreciation 8970 2,554,237 — —
Contra - Fixed Asset Cap. 9870 (782,335) — —
Total Operating Fund $ 15,847,150 $ 20,512,410 $ 19,118,835 DEBT SERVICE FUND:
CSD 2015 Bonds 7173 $ 517,109 $ 510,600 $ 470,594
Total Debt Service Fund $ 517,109 $ 510,600 $ 470,594
CAPITAL PROJECTS FUND:
* Capital Projects-Sanitary 8810 $ 354,566 $ 3,613,682 $ 4,426,866 * Capital Projects-AB1600 8816 1,061,075 2,229,885 500,000 Contra Fixed Asset Capital 9870 (1,415,641) — —
Total Capital Projects Fund $ — $ 5,843,567 $ 4,926,866 TOTAL SANITARY DISTRICT $ 16,364,259 $ 26,866,577 $ 24,516,295 TOTAL ALL FUNDS $ 114,937,422 $ 156,768,301 $ 160,465,679 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund/Division Division
*Generally Accepted Accounting Principles (GAAP) require that an enterprise fund use the accrual basis of accounting. This accounting method requires the capitalization of depreciable assets and the corresponding write-off of these capital assets through depreciation. The above "Capital Purchases/Projects" capital assets and offsetting "Contra" account information is presented for budget purposes only.
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
76 Fund Description Principal Interest Total
321 2012 PFA Library Facility Bonds $ 345,000 $ 145,870 $ 490,870 872 2015 Wastewater Revenue Bonds — 465,994 465,994
FY 2024/25 Total $ 345,000 $ 611,864 $ 956,864
LONG-TERM DEBT PAYMENT SCHEDULE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
77 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Fund Description
Transfers to Other Funds
101 General Fund
Transfer to Library Special Revenue Fund $ 362,848 $ — $ — Transfer to Citywide Light./Landscp MD Fund 2,655,773 3,366,495 3,614,407 Transfer to Library Debt Service Fund 491,872 489,938 493,970 Transfer to Capital Improvement Project Fund 5,615,697 7,275,448 50,000 Transfer to Armitos Storm Basin Fund 2,700 4,000 4,867 Transfer to Solid Waste Fund 58,592 105,000 150,000
Transfer to Camarillo Ranch Events Fund — — 314,940
Fund Total $ 9,187,482 $ 11,240,881 $ 4,628,184
105 ARPA Fund
Transfer to General Fund $ 2,400,000 $ — $ —
207 TDA Article 8c Road Fund
Transfer to Transit Fund $ — 1,800,000 1,681,000
208 TDA Article 8a Roads Fund
Transfer to Capital Improvement Projects Fund $ 1,295,824 $ 3,588,890 $ 2,130,529 209 Article 3 TDA Fund
Transfer to Citywide Light./Landscp MD Fund $ 11,957 $ 12,000 $ 12,000 210 Gas Tax Fund
Transfer to General Fund $ 1,804,016 $ 2,025,810 $ 2,189,655 211 SBI Fund
Transfer to Capital Improvement Projects Fund $ 829,428 $ 815,399 $ 2,213,440 240 SIBA FUND
Transfer to Capital Improvement Projects Fund $ 188,777 $ 373,739 $ 243,850 251 Traffic Mitigation Fund
Transfer to Capital Improvement Projects Fund $ 376,114 $ 2,532,209 $ 1,304,104 252 Bridge Fund
Transfer to Capital Improvement Projects Fund $ 291,777 $ 925,147 $ 325,147 263 Street Improvements Fund
Transfer to Capital Improvement Projects Fund $ 48,787 $ — $ — 286 Cable PEG Fund
Transfer to City Hall Fund $ 137,330 $ — $ —
Transfer to Capital Improvement Projects Fund — 1,892,594 758,384 Fund Total $ 137,330 $ 1,892,594 $ 758,384
498 Low Mod Housing
Transfer to Camarillo Corridor Projects Fund $ — $ 407,319 $ — 625 Wastewater Treatment JPA
Transfer to CSD Operating Fund $ 14,031 $ — $ —
860 Water Utility Fund
Transfer to Water Debt Service Fund $ 1,793,688 $ — $ — 863 Water CIP Fund
Transfer to Water Debt Service Fund $ — $ 10,000,000 $ — Total Transfers to Other Funds $ 18,379,211 $ 35,613,988 $ 15,486,293
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
78 101 General Fund
Transfer from Gas Tax Fund $ 1,804,016 $ 2,025,810 $ 2,189,655 Transfer from ARPA Fund 2,400,000 — —
Fund Total $ 4,204,016 $ 2,025,810 $ 2,189,655
220 Citywide Lighting/Landscaping MD Fund
Transfer from General Fund $ 2,655,773 $ 3,366,495 $ 3,614,407 Transfer from Article 3 TDA Fund 11,957 12,000 12,000 Fund Total $ 2,667,730 $ 3,378,495 $ 3,626,407
223 Armitos Storm Basin Fund
Transfer from General Fund $ 2,700 $ 4,000 $ 4,867
285 Library Special Revenue Fund
Transfer from General Fund $ 362,848 $ — $ —
321 Library Debt Service Fund
Transfer from General Fund $ 491,872 $ 489,938 $ 493,970 410 Capital Improvement Projects Fund
Transfer from General Fund $ 5,615,697 $ 7,275,448 $ 50,000 Transfer from TDA Article 8 Roads Fund 1,295,824 3,588,890 2,130,529 Transfer from TMF Fund 376,114 2,532,209 1,304,104
Transfer from SBI Fund 829,428 815,399 2,213,440
Transfer from SIBA Fund 188,777 373,739 243,850
Transfer from Bridge Policy Fund 291,777 925,147 325,147 Fund Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Transfers from Other Funds
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
79 Transfer from Cable PEG Fund $ — $ 1,892,594 $ 758,384 Transfer from Street Improvements Fund 48,787 — —
Fund Total $ 8,646,404 $ 17,403,426 $ 7,025,454
429 Camarillo Corridor Projects Area Fund
Transfer from Low Mod Housing $ — $ 407,319 $ —
550 City Hall Facility Fund
Transfer from Cable PEG Fund $ 137,330 $ — $ —
805 Solid Waste Fund
Transfer from General Fund $ 58,592 $ 105,000 $ 150,000 810 Transit Fund
Transfer from TDA Article 8 Fund $ — $ 1,800,000 $ 1,681,000 815 Camarillo Ranch Events Fund
Transfer from General Fund $ — $ — $ 314,940
864 Water Debt Service Fund
Transfer from Water Capital Fund $ — $ 10,000,000 $ —
Transfer from Water Utility Fund 1,793,688 — —
Fund Total $ 1,793,688 $ 10,000,000 $ —
871 CSD Operating Fund
Transfer from Wastewater Treatment JPA $ 14,031 $ — $ — Total Transfers from
Other Funds $ 18,379,211 $ 35,613,988 $ 15,486,293
Fund Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Transfers from Other Funds
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
80 101 General Fund
City Clerk 1201 2.80 2.80 2.80 2.80
City Manager 1401 3.15 4.40 4.35 2.45
Community Relations 1410 1.80 2.05 1.80 1.40
Emergency Services 1450 1.30 0.95 0.90 0.85
Finance 1501 7.75 7.75 8.25 8.45
Human Resources 1601 1.40 1.70 1.40 1.60
Community Development 1701 9.75 9.75 10.00 13.00
Code Compliance 1702 4.25 4.25 4.00 5.00
Public Works 3101 4.90 5.10 4.70 4.90
CIP Administration 3102 4.40 4.45 5.30 5.20
Traffic 3130 3.25 3.25 3.25 3.35
Street Maintenance 3210 11.25 11.25 11.25 11.30
Storm Water 3140 0.80 0.65 0.55 0.55
Community & Human Services 4340 — — — 1.00
Constitution Park 4502 0.20 0.20 0.20 0.20
Old Library Facility 4506 0.05 — — —
Courthouse Facility 4510 0.15 0.15 0.15 0.15
Library Operations 4684 0.80 0.60 0.35 0.75
City Hall Facility 5750 — — 1.80 2.35
Corp Yard Facility 5751 — — 0.70 0.90
Police Facility 5752 — — 0.70 0.85
Library Facility 5753 — — 0.75 0.85
Economic Development 6501 1.80 1.65 1.55 1.25
Total General Fund 59.79 60.94 64.74 69.14
220 Citywide Lighting/Landscape MD Fund
Street Lighting 3110 0.85 0.85 0.85 0.90
Landscape Maintenance 3310 10.35 10.35 10.35 10.35
Total Citywide Light/Landscape MD Fund 11.20 11.20 11.20 11.25 510 Risk Management Fund 5110 1.45 1.05 1.00 0.80
530 Information Services Fund
Information Systems 5330 4.05 3.70 4.60 5.00
Telephone Systems 5331 0.05 0.10 0.10 0.10
Geographic Information Systems 5332 0.95 0.90 0.90 0.90 Library Technology 5334 1.00 0.90 — —
Total Information Services Fund 6.05 5.60 5.60 6.00
540 Vehicles & Equipment Fund 5540 2.45 2.50 2.70 2.95
550 City Hall Facility Fund 5750 1.60 1.80 — —
551 Corporation Yard Facility Fund 5751 0.35 0.65 — —
552 Police Facility Fund 5752 0.55 0.65 — —
Fiscal Year
Fund Department 2021/22 2022/23 2023/24 2024/25
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
81 553 Library Facility Fund 5753 0.84 0.80 — —
805 Solid Waste Fund 3505 0.80 0.70 0.70 0.70
810 Transit Fund 3801 1.16 1.15 1.35 1.85
815 Camarillo Ranch Events Fund 4001 0.65 0.65 0.70 0.65 860 Water Utility Fund
Customer Service 1502 2.50 2.50 2.50 2.75
General & Administrative 3601 10.58 10.58 11.83 12.18
Water Resource Management 3604 0.70 0.45 0.30 0.30
Meter Readers 3605 3.95 3.95 3.95 3.95
Source 3610 1.55 1.50 1.50 1.60
Pumping 3620 1.35 1.40 1.40 1.65
Treatment 3630 1.20 1.25 1.25 1.40
Desalter Operations 3670 0.25 0.30 0.35 0.35
Transmission & Distribution 3640 4.70 5.15 4.95 6.20
Total Water Utility Fund 26.78 27.08 28.03 30.38
861 Reclaimed Water Fund
Distribution 3650 1.45 1.45 1.35 1.60
871 Camarillo Sanitary District
Customer Service 1503 2.50 2.50 2.50 2.50
General & Administrative 3701 13.92 14.82 15.67 16.17
Pumping Station 3720 1.70 1.90 1.80 2.20
Collection System 3730 5.85 6.35 5.45 5.45
Reclamation Plant 3740 9.90 12.20 13.20 15.35
Total Camarillo Sanitary District 33.87 37.77 38.62 41.67 TOTAL ALL FUNDS 149.00 154.00 156.00 167.00
Fiscal Year
Fund Department 2021/22 2022/23 2023/24 2024/25
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
82 November
• Budget Kick-Off and Information Meeting
January
• All Department Budget Estimates
• Revenue Projections Completed
• Vehicle/Equipment and Personnel Addition/Promotion/Reallocation Requests Due February
• Budget Summaries to City Manager
• City Manager, Assistant City Manager, Department Directors & Budget Analyst review departmental budget plans
March
• City Manager, Assistant City Manager, Department Directors & Budget Analyst continue review of departmental budget plans
• Final Adjustments made to bring Recommended Budget in Balance • City Council Workshop to discuss additions to the budget and revenue projections May
• City Council Workshop to review Proposed Budget and Five-Year CIP June
• Recommended Budget Presented to City Council and Public • City Council Adopts Fiscal Year 2024/25 Budget
July - September
• Beginning of Fiscal Year
• Implementation of Adopted Annual Budget
• Final budget document published for submittal to GFOA
OPERATING BUDGET CALENDAR
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
83 Projections
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29
Revenues:
Property Taxes $ 19,940,000 $ 20,588,748 $ 21,285,860 $ 22,118,292 $ 22,992,908 Sales Tax 19,500,000 21,867,500 23,268,525 23,966,581 24,685,578 Transient Occupancy Tax 3,434,000 4,602,680 4,694,734 4,788,628 4,884,401 Business Tax 1,650,000 1,699,500 1,750,485 1,803,000 1,857,090 Franchises 3,204,199 3,242,453 3,281,730 3,322,049 3,363,427 Licenses & Permits 2,300,000 2,110,000 1,830,000 1,228,400 1,163,000 Grants/Subventions 3,143,982 280,000 280,000 280,000 280,000 Charges for services 2,333,647 2,380,320 2,427,926 2,476,485 2,526,015 Fines/Assessments 499,670 500,130 504,599 509,158 513,808 Investment Income 2,881,476 1,808,936 1,844,285 1,880,341 1,962,119 Other Revenues 1,765,488 1,817,973 1,872,202 1,928,056 1,985,581 Total Revenues $ 60,652,462 $ 60,898,241 $ 63,040,346 $ 64,300,990 $ 66,213,926 Transfers In $ 2,189,655 $ 2,015,324 $ 2,035,477 $ 2,055,832 $ 2,076,390 Total Revenues & Transfers $ 62,842,117 $ 62,913,565 $ 65,075,823 $ 66,356,822 $ 68,290,316 Expenditures:
City Council $ 662,572 $ 679,631 $ 685,197 $ 697,360 $ 703,453 City Clerk 834,501 884,185 962,125 994,294 1,079,452 City Attorney 459,936 469,135 478,517 488,088 497,850 City Manager 2,035,418 2,123,699 2,216,574 2,314,317 2,417,221 Community & Human Services 251,233 258,770 266,533 274,529 282,765 HHAP 377,982 367,982 367,982 367,982 367,982
Community Relations 636,430 669,219 703,959 740,778 779,809 Finance 2,099,953 2,227,052 2,362,562 2,507,060 2,661,161 Human Resources 852,829 903,551 957,595 1,015,187 1,076,568 Community Development 3,640,662 3,655,597 3,878,554 4,116,308 4,369,872 Non-Departmental 515,000 15,000 15,000 15,000 15,000 Emergency Operations Center 304,560 319,708 335,743 352,722 370,706 Code Compliance 1,207,225 1,273,451 1,343,921 1,418,923 1,498,766 Police Services 21,863,654 22,523,355 23,203,282 23,904,075 24,626,396 DART 40,686 41,575 42,483 43,412 44,362
Building & Safety 2,147,482 1,878,110 1,657,912 1,180,510 1,132,146 Public Works 3,014,060 3,163,540 3,321,884 3,489,670 3,667,512 Traffic & Signal Maintenance 1,835,818 1,588,099 1,669,233 1,755,246 1,846,459 Stormwater 1,338,644 1,382,735 1,428,459 1,475,886 1,525,092 Streets Maintenance 3,379,683 3,485,926 3,667,801 3,861,022 4,066,351 City Hall Facility 1,797,052 1,765,017 1,827,313 1,892,745 1,918,237 Corp Yard Facility 1,408,748 773,263 799,034 826,042 854,362 Police Facility 791,658 689,417 667,282 690,339 714,537 Library Facility 1,325,195 1,371,279 1,407,459 1,444,976 1,483,899 Chamber of Commerce Facility 3,000 3,000 3,000 3,000 3,000 Economic Development 618,517 651,378 684,145 718,950 755,929 Community Support-Activities 88,750 90,000 90,000 90,000 90,000 Community Support-CSG 150,000 150,000 150,000 150,000 150,000 Community Support-Fac & Bldg 480,181 491,447 504,942 518,982 531,574 Community Support-Events 386,187 386,187 390,049 393,949 397,889 Library Operations 3,337,781 3,438,664 3,517,780 3,599,203 3,683,029 Total Expenditures $ 57,885,397 $ 57,719,970 $ 59,606,321 $ 61,340,556 $ 63,611,378 Total Transfers Out - Operating/CIP $ (4,628,184) $ (4,718,721) $ (4,328,738) $ (4,441,328) $ (4,522,442) Water Utility Loan Principal Repayment $ — $ — $ — $ — $ 1,500,000 Total Expenditures and Transfers $ 62,513,581 $ 62,438,691 $ 63,935,059 $ 65,781,884 $ 69,633,820 Revenues over Expenditures & Transfers $ 328,536 $ 474,874 $ 1,140,764 $ 574,938 $ (1,343,504) Beginning Fund Balance $ 91,958,199 $ 92,286,735 $ 92,761,607 $ 93,902,372 $ 94,477,311 Ending Available Balance $ 92,286,735 $ 92,761,609 $ 93,902,371 $ 94,477,310 $ 93,133,807
GENERAL FUND FIVE-YEAR FORECAST
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
84 CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
85 Revenues
Taxes
Current Year Secured $ 8,145,181 $ 8,388,200 $ 8,630,000 Prior Year Secured 57,570 50,000 50,000
Current Year Unsecured 1,148,488 1,600,000 1,620,000 Prior Year Unsecured 12,430 20,000 20,000
Supplemental 163,893 150,000 150,000
Homeowners Exempt. 53,415 50,000 50,000
Transfer Tax-Real Prop. 527,572 500,000 500,000
AB1484 Residual 360,790 325,000 200,000
In-lieu Property Taxes 7,922,423 8,415,484 8,720,000 Sales Tax 19,252,211 19,000,000 19,500,000
Transient Occup. Tax 3,306,038 3,366,000 3,434,000
Business Tax 1,619,684 1,617,000 1,650,000
Subtotal $ 42,569,695 $ 43,481,684 $ 44,524,000
Franchises
Electric $ 964,893 $ 1,000,000 $ 1,033,002
Gas 212,454 190,000 277,197
Solid Waste 948,578 920,000 1,033,000
TV Cable 874,757 950,000 861,000
Subtotal $ 3,000,682 $ 3,060,000 $ 3,204,199
Licenses & Permits
Building Permits $ 1,278,609 $ 1,900,000 $ 2,300,000
Subtotal $ 1,278,609 $ 1,900,000 $ 2,300,000
Grants & Subventions
ARPA Federal Funds $ — $ 2,400,000 $ 2,400,000
Police SLESF 178,081 150,000 150,000
EMPG Emer. Mgt. 18,427 21,000 —
Vehicle License Fees 72,525 50,000 50,000
Revenues Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
86 HHAP Voucher Program — 735,000 513,982
Cost Reimbursements 36,521 30,000 30,000
Subtotal $ 435,548 $ 3,386,000 $ 3,143,982
Charges for Services
Eng. Inspect. Fees $ 1,539,221 $ 905,000 $ 565,000
Subdivision Fees 615,060 601,100 260,000
Geotechnical Fees 63,097 59,260 83,000
Seismic Fees 1,143 — —
Green Building Fees 248 — —
Zoning and Planning 485,636 376,630 405,678
Const. Site Inspections 16,778 15,074 18,575
Post Const. Inspection 3,608 1,968 3,600
Re-Inspections 16,912 8,720 16,730
Comm/Indust Inspections 75,020 23,864 34,864
Police Services Fees 109,605 75,930 75,930
DUI Cost Rec. Fees 8,118 35,000 35,000
Parking Admin. Fee — 200 200
SRO Services 619,764 744,500 744,500
City Clerk Services 289 5,500 5,500
Scanning Fee 3,618 — —
Photocopy & Map 152 1,500 1,500
Special Proj. Charges 8,499 30,520 30,520
Archiving Fee 9,594 10,050 10,050
Other Operating 66,624 43,000 43,000
Appeal Fees 1,120 — —
Subtotal $ 3,644,106 $ 2,937,816 $ 2,333,647
Fines/Assessments
Court, Veh. & Crim. $ 171,708 $ 180,000 $ 180,000
Parking Citations 120,871 30,000 30,000
False Alarm Fines 44,271 20,000 20,000
Late Payment Penalty 39,175 80,000 80,000
Code Compliance Fines 13,063 10,000 10,000
Revenues Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
87 Animal Citations 76,091 23,000 23,000
Current Year 153,135 156,670 156,670
Subtotal $ 618,314 $ 499,670 $ 499,670
Investments/Contributions
Interest Income $ 1,732,804 $ 2,890,389 $ 2,840,000
Net Adjust. Fair Value (123,524) — —
Private Grants - Library 93,234 31,476 31,476
Developers/Private — 10,000 10,000
Subtotal $ 1,702,514 $ 2,931,865 $ 2,881,476
Other Revenues
TV Expense Reimb. $ 1,610 $ 1,500 $ 1,500
Rebates & Refunds 113,096 239,250 —
Gain/Loss Asset Disposal (128,730) — —
CASp Fee 26,882 — —
Rental Income — — 2,000
Concession Rentals — — 500
Security Guard Services — 1,000 500
Photography — — 120
Library Rental Income — 1,000 1,500
EV Charging Stations — — 5,000
City-TBID Admin Fees 14,796 9,653 9,653
Other Non-operating 2,233 2,000 1,000
Other Non-operating Storm Water 540 — —
Subtotal $ 30,427 $ 254,403 $ 21,773
Internal Charges
ISF Allocated Charges $ — $ 1,978,924 $ 1,743,715
Subtotal $ — $ 1,978,924 $ 1,743,715
Total Revenues $ 53,279,894 $ 60,430,362 $ 60,652,462
Revenues Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
88 MISSION
Dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment for all.
SERVICES
Individual members of the City Council sit on internal committees and on various committees of regional scope. Members of the City Council also function as members of the governing boards of the Camarillo Sanitary District, the Camarillo Capital Improvement Corporation, the Library Board, the Industrial Development Authority, the Camarillo Public Finance Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission for Redevelopment Purposes and as Housing Successor.
The City Council perform the following services within their capacity:
• Set policies to guide the operations of the Municipal Corporation. • Review and make strategic decisions regarding issues affecting the City of Camarillo. • Enact ordinances and direct actions as required to provide for the general welfare of the community through programs, services and activities.
• Adopt and guide the implementation of the City’s annual operating and capital budgets. • Appoint members to commissions and committees.
SERVICE LEVEL TRENDS
During 2023/24, the City Council will continue to address many important issues including, fiscal management, community enrichment, maintaining a relationship with California State University Channel Islands (CSUCI), land use and transportation, environment and resource management, community redevelopment, economic development, community relations, homelessness, governmental relations, and employee relations.
MAJOR ACCOMPLISHMENTS FY 2023/24
• Developed city-wide goals and objectives.
• Adopted a balanced budget within the proper timeframe. • Issued the State of the City Reports.
• Received Standard & Poor’s AAA credit rating.
• Received GFOA’s Distinguished Budget Presentation Award.
GOALS AND OBJECTIVES FY 2024/25
See City Mission Statement and Goals section.
CITY COUNCIL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
89 Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 204,601 $ 268,215 $ 286,288
Operational Charges 283,998 386,236 353,338
Allocations 606,924 21,223 22,946
City Council Totals $ 1,095,523 $ 675,674 $ 662,572
CITY COUNCIL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
90 MISSION
To provide effective and efficient municipal services through direction to City departments and divisions, and by development and implementation of administrative procedures consistent with policies established by the City Council.
SERVICES
The City Manager, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager establishes and maintains appropriate management controls to ensure all operating departments adhere to the City Council’s direction and goals while observing ethical and legal policies and regulations. The City Manager is responsible for the execution of policies established by the City Council and enforcing all laws and ordinances. The City Manager’s Office also prepares and maintains the City’s budget and oversees public information, employment practices, legislative relations and emergency management, while guiding the City’s strategic plan and vision.
The City Manager has collateral duties as City Treasurer, Executive Officer of the Camarillo Library, Personnel Director, District Manager of the Camarillo Sanitary District, and Chief Administrative Officer of the Camarillo Capital Improvement Corporation, the Camarillo Public Finance Authority, the Industrial Development Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission, and coordinates the City’s working relationships with local, regional, state and federal public agencies.
SERVICE LEVEL TRENDS
During 2023/24, the City concentrated efforts towards restoring economic stability and business recovery through expansive community outreach, promoting educational resources and grant funding opportunities, and adopting less restrictive guidelines and regulations to support recovery and redevelopment. The City will continue to address many important issues in 2024/25 including financial sustainability, community enrichment, senior services, homelessness, intergovernmental relations, community engagement, traffic congestion, water resource sustainability, economic development strategy, redevelopment of former RDA properties, and land use planning. During 2023-2024 the City continued to address US Highway 101 congestion, and this work will continue in conjunction with Caltrans and the Ventura County Transportation Commission (VCTC). A priority for the City is to continue to monitor and address matters involving the Camarillo Airport. Also, a priority is the sustainability of the community’s water supply, with primary focus on ensuring the successful operation of the North Pleasant Valley Groundwater Desalter. Development of the Hotel/Conference Center under the 2014 Department of Finance Property Management Plan. The City will continue to implement the Economic Development Strategic Plan, the City’s first comprehensive plan to increase business and economic activity in the City in over 20 years. Maintaining a positive relationship with California State University Channel Islands (CSUCI) has always been a City priority, and efforts to address concerns such as student services, research opportunities, housing, and facilities will continue.
MAJOR ACCOMPLISHMENTS 2023/24
• Presented a balanced budget to City Council for adoption with minimal impacts on City services. • Assisted the City Council in adopting or amending City Council Policies regarding: City Support of Community Events; Debt Management; Acceptable Methods of Payment; Public Information and Communications Media; Disbursement Processing; Fiscal Management; Capital Assets; Investments.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
91 • Successfully secured $850,000 in grant funding from the federal government for the bridge replacement at Las Posas Road & Ventura Boulevard. This funding is in addition to the $4 million received in 22-23.
• Monitored and tracked various state and federal legislative bills and took action on bills directly impacting Camarillo’s operations.
• Visits Washington D.C. and Sacramento to meet with elected officials and agency staff to represent the interest of the Camarillo community.
• Continued implemented and community outreach and education of Mandatory Organic Waste Recycling Program in compliance with SB 1383 state-mandates. • Full implementation of the North Pleasant Valley Groundwater Desalter. • Successfully secured a total of $3.5 million from the County of Ventura, and established a joint partnership with the County to address the needs of those unsheltered and unhoused in Camarillo. • Developed a City Administrative Roundtable Group with the goal to assess, develop, and improve Citywide administrative procedures and provide group training on City programs and processes to maximize efficiencies and productivity.
• Closed escrow and transition of the old library site to KidSTREAM. • Completed a Sustainability Master Plan for Municipal Operations. • Prepare a citywide Training & Development plan to provide employees with the opportunity to enhance their careers and develop the necessary skills to thrive in a high-performing environment. • Prepare a Purchasing System Assessment to analyze the organization’s procurement practices and recommend new methods to streamline and safeguard the existing policies and procedures.
GOALS AND OBJECTIVES FY 2024/25
• Continue to evaluate options to reduce long term pension liability. • Continue to evaluate the efficacy of reserve levels of various city funds, including the General Fund. • Research and consider diversification of revenue sources. • Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs through an increased awareness and participation in Neighborhood Watch Program, and by developing and implementing appropriate education, enforcement, and assistance strategies to address the homelessness and mental health issues. • Continue research for funding opportunities to expand services to individuals and families experiencing homelessness or at-risk of homelessness.
• Work with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.
• Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo. • Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
• Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues.
• Continue to explore opportunities and develop programs to enhance, restore and beautify the community through the involvement of volunteers.
• Assess California State University Channel Islands’ growth projections and possible future impact on the City.
• Continue interaction with the University, including its President, in regard to City, University and student issues such as student services, research opportunities, housing, and facilities.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
92 • Assess CSUCI’s growth projections, economic development, and the employment pipeline, research opportunities and the possible impact on the City.
• Continue to seek improvement on local traffic issues that impact our City. • Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.
• Encourage efforts by County of Ventura and CSUCI to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to CSUCI.
• Evaluate potential measures to increase accessible public transit options, reducing both private vehicle usage and the generation of greenhouse gases.
• Continue to seek funding for recycled water storage.
• Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements. • Review energy conservation measures to assure the City has the tools necessary to address utility Public Safety Power Shut offs.
• Begin implementation of the Wastewaster Master Plan.
• Develop alternative methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.
• Continue to assist area property owners who have interest in revitalization of the Camarillo Commons Strategic Plan area including evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects. • Support a grass roots effort of Old Town business and property owners in exploring the feasibility of a Business Improvement District in Old Town.
• Continue implementing the City’s adopted Economic Development Strategy Plan. • Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo.
• Engage the business community in exploring the enhancement and/or making outdoor dining permanent.
• Explore opportunities to engage youth regarding issues that concern them and to develop future leaders.
• Use analytics to evaluate the City’s website and community engagement outreach strategies, methods and topics.
• Increase communications with other local public agencies that serve Camarillo residents and businesses.
• Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues. • Continue to respond to business needs and engage in economic activities to support the post- pandemic recovery.
• Implement the City’s Sustainability Master Plan for Municipal Operations. • Continue to move forward with the completion of the Dizdar Park redevelopment. • Increase community education and outreach on water conservation, in light of the pending drought conditions and State-imposed restrictions on water use. • Develop and encourage sustainable practices in the workplace consistent with the Sustainability Master Plan and incentive employees for personal work-related sustainability practices. • Develop a workplan for oversight of Federal and State grants/appropriations. • Develop a Capital Financial Strategic Plan to create a roadmap for financing the various capital needs across the City and Sanitary District.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
93 PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Average percentage of Level 1 resident/general
inquiries responded to within two business days 95.0% 95.0% 100.0% 100.0% Benchmark: 100% of high priority inquiries communicated via email, by Councilmembers, or service request
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Average percentage of Level 2 resident/general
inquiries responded to within two business days 95.0% 95.0% 100.0% 100.0% Benchmark: 100% of moderate priority inquiries for non-emergencies, general requests, and invitations Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Average percentage of Level 3 resident/general
inquiries responded to within two business days 95.0% 95.0% 95.0% 100.0% Benchmark: 100% of low priority inquiries for general comments that do not include City service requests or response from staff
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 746,999 $ 997,510 $ 700,274
Operational Charges 985,919 1,181,509 1,255,940
Allocations 227,820 107,271 79,204
City Manager Totals $ 1,960,738 $ 2,286,290 $ 2,035,418 Full-Time Equivalent
Employees 4.40 4.35 2.45
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
94 MISSION
To ensure the City’s business is open to the public by providing timely dissemination of information; to document the legislative actions of the City Council; to efficiently organize, safeguard and make records accessible to the public, City Council and City departments; to oversee elections with impartiality and in accordance with the law; and to provide respectful service to all customers with the highest standards of integrity and professionalism.
SERVICES
• Records Retention Schedule – Conducted and informal RFP and awarded a contract for a Records Retention Schedule update to ensure compliance with retention laws. Coordinated review of the schedule to customize to all department’s needs, implemented the schedule following Council’s adoption, and provided citywide training on the utilization of the updated schedule. Updated citywide destruction authorization forms to allow for digitization and secured a contract to provide for an annual update to efficiently address any necessary updates on a yearly basis. • Laserfiche Records Repository / Document Imaging System – Secured a contract to implement a new records repository to replace an antiquated system. Coordination efforts are underway with all departments and divisions to build an organizational system within the repository and applicable records retention requirements have been built in for system automation. Records from the previous repository were successfully migrated to the new system, and full deployment of the Laserfiche repository is anticipated for summer 2024, which will significantly increase efficiencies and access to all city records.
• City-Wide Scanning and Digitization Project – Awarded a scanning contract, conducted department training, created new routing forms and implemented a citywide workflow for a comprehensive digital conversion of all records. This will provide staff an efficient method to access electronic records, decrease staff time identifying records for public record request retrievals, reduce the storage of records onsite and offsite, compliment sustainability efforts helping create a more paperless environment, and support the City’s goal to provide greater accessibility to the public. These efforts are complemented by working with all departments to revise all processes and procedures to create and save records in digital formats, eliminating physical files and reducing printing and paper waste. • Email and Electronic Communications Policy and Procedures – Updated City Council Policy 12.02 pertaining to Email Retention and developed an internal Email and Electronic Communications procedure to implement guidelines for the proper retention of email and electronic communications, identify responsibilities, ensure legal and regulatory compliance, and establish default retention periods.
• Building Plan Scanning – Nearing completion of the scanning of residential and commercial building plans for permanent electronic retention into the City’s records management system. This project will decrease storage costs, allow for a digitized historic record of all building plans, and will provide greater accessibility for the public. Additionally, it will significantly increase the response time to Public Records Requests for one of the City’s most highly requested records. • PrimeGov and Meeting Agendas – Continued to refine the forms, format and workflow of the Agenda Management System, adding additional workflows to assure processes are streamlined so that the system provides an efficient, centralized process for agenda approval. A new category was implemented to ensure the City meets CEQA compliance guidelines and provides proper identification of CEQA projects on meeting agendas. Updated the Planning Commission meeting agendas to ensure consistency and updated the meeting page website to increase public information pertaining to City and Board meetings and participation guidelines, providing increased access and transparency.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
95 • City Meetings – Assisted with the transition of City Meetings to the Camarillo Public Library Community Room, helping to provide public awareness and communication of the relocation.
Quarterly Records Clean-Up Days – Continued to conduct citywide quarterly records clean-up day as part of the records management program overhaul. Clean-up days allow staff dedicated time to focus on clearing onsite storage and office space, eliminating records which have met their useful retention life to avoid unnecessary scanning, reduce paper waste, work to eliminate offsite storage, and focus efforts to move towards digitizing our records though the city-wide scanning project. • GovQA – Continued to refine the forms, format and workflow of the implemented software solution for public record requests to increased response time, encourage greater department collaboration and tracking, improve workflow efficiencies, and create a centralized process. The system ensures the City meets compliance regulations, promotes transparency, increases public records response times, and allows for effective collaboration between the public and staff. Training was facilitated for department power users, and all department counters now have QR codes and increased public messaging to assist with public records requests and help provide guidance to the online portal. • Municipal Code – Fully transitioned the City’s online Municipal Code from an annual update to a monthly update, allowing for immediate access to adopted and amended ordinances. This benefits the community by having routine, real-time updates helping to ensure code compliance and online access to the Municipal Code.
• Agreement Routing Process – Updated the citywide Agreement Transmittal Memo routing process to improve workflow by creating a new form to ensure compliance with purchasing requirements and to provide clear information to expedite the approval process. • Shred Event – Conducted a citywide shred event in cooperation with the Camarillo Council on Aging (CCOA), providing a safe and secure method for residents to dispose of paper and records, encourage recycling, and promote sustainability.
• School Tours of City Hall – Increased the scope of school tours conducted for Camarillo schools to include a broader range of ages, increased educational content for middle schoolers, included local scout troops, and refined the content to include a personalized lobby tour with department representation and presentations from other departments on current projects. • Reduction of Storage Records – Continued collaboration with staff to identify records that have met retention requirements and significantly reduced the number of boxes in onsite and offsite storage.
Eliminating unnecessary records reduces storage costs, frees up onsite facility space, and helps the City to abide by the established Records Retention Schedule.
SERVICE LEVEL TRENDS
The City Clerk’s Department continues to experience an increase in Public Record Requests. The department now fully utilizes a software solution for Public Records Requests (GovQA) to ensure staff can continue to provide timely responses to requests. An Agenda Management System has been successful in streamlining workflows and increasing efficiencies. The Citywide digitization project will allow for increased electronic accessibility to records and will increase department efficiencies, reduce storage costs, and allow for expedited responses to Public Records Requests. The Clerk’s Department maintains high service levels with existing staff, and it is the goal of the Department to continue to provide reliable, prompt, professional, and friendly service to the public, elected officials, and City staff.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
96 MAJOR ACCOMPLISHMENTS 2023/24
• PrimeGov – continued to refine the forms, format and workflow of the Agenda Management System to assure processes are streamlined so that the system provides an efficient, centralized process for agenda approval. The system provides increased public access and transparency. • Agenda Format Changes – amended the agenda format to improve meeting efficiency and provide a more convenient time for public comments and community participation. Format changes help increase public participation and readability of meeting agendas. • Electronic Public Comment Form – created a public comment portal on the city website to provide the public an additional method to submit general public comments and comments related to meeting agenda items. The form is offered in additional to in-person public comments, as well as other accepted forms of mailed and emailed public comments.
• GovQA – continue to refine the forms, format and workflow of the implemented software solution for public record requests to assure increased response time, greater department collaboration and tracking, workflow efficiencies, and centralized processes. The system ensures the City meets compliance regulations, promotes transparency, increases public records response times, and allows for effective collaboration between the public and staff. • Building Plan Scanning – working towards completion of the scanning of residential and commercial building plans for permanent electronic retention into the City’s document management system. This project will decrease storage costs, expedite public record requests, allow for a digitized historic record of all building plans, and will provide greater accessibility for the public. • City-Wide Scanning Project – prepared a Request for Proposals to award a future scanning contract to begin a citywide, comprehensive digital conversion of records. This will provide staff an efficient method to access electronic records, decrease staff time identifying records for public record request retrievals, reduce the storage of records onsite and offsite, and support the City’s goal to provide greater accessibility to the public.
• Quarterly Records Clean-Up Days – initiated a citywide quarterly records clean-up day as part of the records management program overhaul. This will allow staff to focus on eliminating records which have met their useful retention life to avoid unnecessary scanning and will compliment efforts to move towards digitizing our records though the city-wide scanning project. • City Council Communications – initiated the conversion of Councilmember emails to formal city accounts and developed a City Council calendar as a electronic method to provide for real-time, electronic access to scheduled events. Increased communications also help reduce staff time and provide for an efficient and organized form of contact with elected officials. • Reduction of Storage Records – collaborated with staff to identify records that met retention requirements and greatly reduced the number of boxes in onsite and offsite storage. Eliminating unnecessary records reduces storage costs, frees up onsite facility space, and helps the City to abide by the established Records Retention Schedule
GOALS AND OBJECTIVES FY 2024/25
• Ensure the City’s business is accessible to the public by providing timely dissemination of information to the public, City Council, and City departments in a courteous, efficient, transparent and professional manner.
• Continue a citywide effort to reduce the number of records stored and coordinate the conversion of hard copy permanent records to digital format for importing into the City’s records management system.
• Complete the digitization and electronic conversion of all residential and commercial building plans.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
97 • Finalize implementation of a new Laserfiche records repository/document management system to support citywide efforts to digitize records and allow for an updated and centralized records repository.
• Fully Implement a citywide policy and procedure pertaining to Email and Electronic Communications Management.
• Continue roll out of PrimeGov modules, including electronic voting, to fully utilize system capabilities in coordination with the Council Chambers remodel and advancement of technology. • Work in cooperation with the Information Systems Department to analyze and evaluate the need for a new Electronic Signature System.
• Implement a new electronic Campaign and Disclosure Electronic Filing System. • Update the City’s Conflict of Interest Code.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Post Council Agendas 6 days before meetings 41.0% 44.0% 70.0% 85.0% Benchmark: 6 days (to be changed to 5 days in FY 2023/24) Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of acknowledged receipt of public
records requests within 1 business day 85.0% 100.0% 100.0% 100.0% Benchmark: 1 business day
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of of public records requests received
and percentage of City Clerk's records requests
completed within 10 days 318 / 97% 450 / 99% 428 / 100% Total / 100% Benchmark: 10 days response time
Expenditures Fund No. 101
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
98 Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 529,473 $ 563,511 $ 636,497
Operational Charges 80,699 394,598 116,900
Allocations 175,620 77,147 81,104
City Clerk Totals $ 785,792 $ 1,035,256 $ 834,501
Full-Time Equivalent
Employees 2.80 2.80 2.80
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
99 MISSION
To provide effective legal counsel and services to the City Council, advisory boards, commissions, and staff to assure legal compliance with applicable laws and protection of the City’s interests on all legal matters.
SERVICES
• Defend or prosecute legal actions in which the City is involved. • Prepare and review ordinances, resolutions, contracts, opinions, litigation, and other related documents.
• Apprise City officials of changes in statute or case law for the purpose of providing legal advice to ensure that City activities comply with all pertinent laws. • Attend all City Council, Camarillo Sanitary District, Successor Agency to the Community Development Commission, Library Board, and Planning Commission meetings.
MAJOR ACCOMPLISHMENTS 2023/24
• Desalter Project: Worked closely with City staff on all aspects of the Desalter Project. • Hotel Conference Center: Worked with City Manager, City staff and City consultants on the Hotel Conference Center.
• Camarillo Airport: Assist the City regarding issues involving the CloudNine Hangar project proposed for the Camarillo Airport and with the 1976 Agreement between the City and County for airport operations; coordinate with special counsel.
• OPV litigation for adjudication of Oxnard Basin and Pleasant Valley Basin; coordinate with special counsel.
• Redistricting for November 2022 election: Worked with staff and special counsel on redistricting issues.
• Camarillo Springs Golf Course Project: Worked with staff on addressing multiple issues involving this project.
• 2800 Barry Street Affordable Housing Project: Worked with staff on multiple issues regarding this affordable housing project; draft Agreement for Transfer and Development of this property; work on finalization of numerous agreements to close escrow.
• Rent Review Mediation: Continued to advise staff and the members of the Rent Review Commission on requests for mediation and participated in several mediations where the landlord and tenant reached a generally satisfactory resolution of their issue. • Worked with staff on Homelessness issues and Potential Homekey Projects and in conjunction with County staff and Jamboree Housing Corporation
• Assist in the transfer and sale of former library site KidStream GOALS AND OBJECTIVES FY 2024/25
• Assist City Council and City Staff on legal issues and problem solving. • Provide cost effective legal services of the highest quality. • Assist City Council and staff with ongoing projects including: former Courthouse, former Fire Station, Hotel & Conference Center, Recreation Center site, homeless services and potential Homekey services site, and Desalter facility.
• Assist City staff with legal issues on new and proposed federal and state legislation. • Assist the Planning Commission and staff with pending matters and new items as they arise. • Assist Sanitary District staff with revisions to the Operations Code and other matters.
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
100
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Operational Charges $ 491,959 $ 459,200 $ 459,200
Allocations 35,856 681 736
City Attorney Totals $ 527,815 $ 459,881 $ 459,936
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
101
MISSION
To increase community engagement and effective communication with the Camarillo community, by providing direction and support to City departments in the development and implementation of the City’s Community Engagement Strategy in order to build relationships with community partners and residents, and maintain positive relations with the local media. Maintaining quality relationships with community partners and residents builds trust in local government and enhances the City’s ability to reach the community where they are and in a space that resonates best with them.
SERVICES
The Assistant to the City Manager leads the Community Relations Division, which includes a Community Relations Officer and a Management Analyst. The Community Relations Division functions as a liaison between City officials, City employees, and the Camarillo community to create strong relationships, ensure responsive communication, and enhance public trust through engagement and positive interaction.
The Division is responsible for implementation of the City’s Community Engagement Strategy, oversees public communications including static messaging and social media, and handles community relations, media relations, and community events. The Division actively and continually supports the City’s working relationships with local, regional, state and federal public agencies on issues and challenges impacting the City. The Assistant to the City Manager serves as the City’s Public Information Officer and is responsible for maintaining positive relations with the media.
SERVICE LEVEL TRENDS
The City will continue to expand community engagement in 2024-2025 including: fully implementing the City’s Community Engagement Strategy which involves Community Engagement Guidelines, OpenGov Stories and Open City Hall, and a community academy; expanding the Employee Engagement Committee to maintain positive employee morale; continuing to develop and foster community relationships by participation in community meetings and engaging in proactive outreach with community partners; maintaining positive media relations; enhancing the City’s presence on social media by exploring new outreach methods on the City’s social media platform; and continuing to provide timely and purposeful digital communications in the form of CityScene Newsletter and other City messaging. The Division is responsible for City community events, including the 4 th of July Fireworks, Summer Concert Series, and Christmas Parade.
MAJOR ACCOMPLISHMENTS 2023/24
• Expanded the Division to better meet the needs of the City, by hiring a Community Relations Officer to focus on City communications and a Management Analyst to focus on community engagement. • Increased the number of followers on the City’s social media platform, including Facebook, Instagram, LinkedIn, and X (formerly known as Twitter). • Broadened messaging on the City’s Government Channel by including a wider spectrum of City news and more educational video messages about City services. • Implemented the Las Personas Community Academy that was envisioned as part of the Community Engagement Strategy to educate residents on City services and programs and encourage civic engagement.
• Completed the Sustainability Master Plan for Municipal Operations. • Earned an Award of Merit for the Sustainability Master Plan from the Central Coast Chapter of the American Planning Association.
• Created a 60th Anniversary graphic to celebrate the City’s 60th Anniversary, and incorporated the graphic into email signatures, digital news publications, social media cover photos, and promotional giveaways for community outreach and engagement events.
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
102
• Implemented a Style Guide to provide consistency and unity of City messaging.
GOALS AND OBJECTIVES FY 2024/25
• Implement the action strategies outlined in the City’s Sustainability Master Plan, including the following:
◦ Identify sustainability coordinators from each Department to track progress on action strategies.
◦ Explore and track the success of different ways to communicate sustainability and climate progress transparently and effectively to the public.
◦ Utilize existing meetings and events to emphasize the importance of sustainability. ◦ Communicate Camarillo’s sustainability commitments throughout City branding and communications.
◦ Explore ways to translate key sustainability outreach materials into Spanish. ◦ Serve as a liaison to initiate the collaboration process between the surrounding jurisdictions. ◦ Participate in opportunities to share resources related to sustainability with surrounding jurisdictions.
◦ In collaboration with the Camarillo Public Library, partner with local entities to host regular sustainability outreach events.
• Develop a Strategic Communications Plan to guide the preparation and dissemination of public information.
• Establish a City-wide Customer Service Strategy to strengthen city-wide customer service standards and processes.
• Explore new ways to involve youth in local government, by reserving spaces in the Community Academy for youth participants and working with the Camarillo Library Director to hold youth forums on topics of interest to Camarillo youth.
• Continue to expand the use of Open City Hall and Open Gov platforms for community engagement. • Explore in person Town Halls to be scheduled, as deemed appropriate by the City Manager and City Council for urgent community issues.
• Engage with staff and outside community partners for the delivery of successful City events.
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
103
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of subscribers to digital news releases 13,481 13,481 15,337 20,000 Benchmark: 10% increase over previous year
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Increase in digital City newsletter subscribers
per year 2,000 2,000 3,371 4,000
Benchmark: 10% increase over previous year
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Digital CityScene Newsletter Open Rate 50.0% 50.0% 65.0% 70.0% Benchmark: 2% increase over previous year
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of social media followers 5,279 5,279 6,496 8,000 Benchmark: 10% increase over previous year (across all platforms) Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of community engagement events New New 1 4
Benchmark: Quarterly (1 per quarter)
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of surveys or virtual public forums on
Open City Hall New New 4 6
Benchmark: Bimonthly (6 per year)
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
104
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 384,776 $ 389,404 $ 346,938
Operational Charges 71,582 162,214 271,350
Allocations 29,400 51,862 18,142
Community Relations Totals $ 485,758 $ 603,480 $ 636,430 Full-Time Equivalent
Employees 2.05 1.80 1.40
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
105
MISSION
Ensure that the City is prepared to respond to and recover from a broad range of potential disasters.
These may include flooding, earthquakes, landslides, hazardous material incidents, wildfires, transportation disasters, and acts of terrorism.
SERVICES
Maintain the City’s Emergency Operations Center (EOC), conduct an annual EOC activation exercise, provide training to staff involved in the EOC according to the National Incident Management System (NIMS), and support the community with emergency preparedness education.
SERVICE LEVEL TRENDS
Preparation for emergencies, both natural and human-caused, including acts of terrorism. Provide employees with training opportunities for NIMS and other disaster related-training. Encourage volunteer participants to join the Community Emergency Response Team (CERT) and keep engaged with ongoing training. Maintain the vulnerable population list updated to track residents with disabilities or access and functional needs.
MAJOR ACCOMPLISHMENTS 2023/24
• Emergency Operations Plan updated and Council approved October 2021. • Updated the City’s Hazard Mitigation Plan, in collaboration with VC OES regional project, by identifying disaster risks, and developing long-term strategies for protecting residents and property. • Continued participation in the Ventura County Emergency Planning Council (EPC) and Emergency Coordinators Council (ECC) meetings.
• Completed several specific projects including:
◦ Created VC Alert EOC group call-list to activate staff through the VC Alert system. ◦ Ventura County Multi-jurisdictional Hazard Mitigation Plan Update. • Continued to collaborate with Ventura County Voluntary Organizations Active in Disasters (VOAD) to maintain network for information and resources for disaster relief assistance. • Continued to share emergency preparedness information and resources through all City communications and media platforms.
• Continued Automated Electronic Defibrillator (AED) equipment maintenance and inspections for public and employee safety.
• Continued participation with Ventura County Fire Department (VCFD) to offer Community Emergency Response Team (CERT) training to the community. • Created CERT and emergency preparedness newsletters and online trainings for publication to the community,
• Created and implemented a CERT communications database and developed newsletter to advance community messaging.
• Tracked CERT volunteer hours to support Emergency Management Performance Grant funding expenditures.
• CERT volunteers provided traffic assistance to support the City’s Fourth of July Fireworks show. • Working with consultant to assess plans for improving the design and function of the City’s EOC.
GOALS AND OBJECTIVES FY 2024/25
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
106
• Continue to collaborate with OES, EMS, HSA, and other public and private agencies on emergency planning, preparedness, mitigation, response, and recovery. • Continue to document NIMS training for employees assigned EOC roles. • Coordinate training on the new Disaster-LAN communications system for designated staff with EOC roles. Continue participation in the Ventura County Emergency Planning Council (EPC) and Emergency Coordinators Council (ECC) meetings.
• Conduct annual EOC tabletop activation, Drop-Cover-Hold, and City Hall evacuation drills. • Update technology and equipment in the City’s EOC.
• Complete various projects, including but not limited to annual training, establish emergency activation procedure, expand emergency transportation agreements, and establish on-call agreement for emergency operations.
• Continue to advance community outreach of emergency preparedness education. • Explore the implementation of a centralized volunteer management and communications system.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of in-person CERT trainings offered 1 1 2 3
Benchmark: 3
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of CERT participants who sign up for
the courses 21 21 50 65
Number of participants who complete the two-
part course 21 21 40 65
Benchmark: 65 / 65
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of staff who have completed
recommended NIMS training in accordance
with FEMA and CAL OES guidelines New New 87.0% 100.0%
Benchmark: 100%
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
107
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 127,145 $ 169,409 $ 156,114
Operational Charges 7,419 127,441 125,120
Allocations 23,732 17,464 23,326
EOC Totals $ 158,296 $ 314,314 $ 304,560
Full-Time Equivalent
Employees 0.95 0.90 0.85
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
108
MISSION
To provide financial management and reporting, budgeting, accounting, utility billing, business tax collection, cash management, and purchasing services for the City, the CSD, and the Successor Agencies (formerly the Camarillo Community Development Commission).
SERVICE
Services provided by the Finance Department include maintaining reliable accounting records, procurement of goods and services, payment of approved warrants, financial statement reporting, preparing the annual budget, prudent fiscal planning, and debt administration. Internal controls are established and maintained to ensure that the assets of the City are protected from loss, theft, or misuse, and to ensure that adequate accounting data allows for the preparation of financial statements in conformity with Generally Accepted Accounting Principles. Financial reports are used as a tool to measure the results of operations for a variety of purposes, both internal (periodic financial reports to the City Council, CSD, Successor Agencies, City Manager, and City departments) and external (reports to other government agencies for informational and legal-compliance purposes).
The cash management function is responsible for the prudent investment of surplus funds. The City’s Investment Policy directs the investment of City monies with the following priorities established: 1) safety of principal, 2) liquidity necessary to meet daily cash flow requirements, and 3) maximized yield after the first two priorities are met. The Investment Policy is reviewed annually and is submitted to the City Council for approval. The Department of Finance administers the business license, transient occupancy tax, and utility billing programs.
SERVICE LEVEL TRENDS
The City will continue to monitor and evaluate the effects of budget changes to the community and the organization via the mid-year budget review. The Finance Department will continue to provide financial resources and data that enable our City departments to deliver core services more efficiently and effectively, while complying with City Council policies.
MAJOR ACCOMPLISHMENTS 2023/24
• Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the FY 2023/24 Budget.
• Applied for and expected to receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Annual Comprehensive Financial Report for the Fiscal Year ended June 30, 2023. • Completed a comprehensive water and wastewater rate study and water cost-of-service analysis. • Implemented DebtBook debt tracking software as required by Governmental Accounting Standards Board.
• Coordinated and presented an operationally balanced budget. • Reviewed with City Council FY 2023/24 Mid-year Budget adjustments. • Led the Community Service Grant and Community Event Funding process.
GOALS AND OBJECTIVES FY 2024/25
• Continue to monitor legislation that could impact City revenues and expenditures. • Continue to research new sources of revenue generation. • Develop detailed investment and financial sustainability plans. • Invest City funds in accordance with City’s Investment Policy with no realized losses.
FINANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
109
▪ Coordinate the Water and Wastewater Rate Model update. ▪ Develop financial best practices training plans for onboarding new employees. ▪ Increase efficiencies with development and implementation of financial report writer and Procurement and Risk Management software.
▪ Explore feasibility of outsourcing customer service for solid waste services. ▪ Update Business Tax Ordinance.
▪ Continue efforts to modernize the Utility Billing process and increase paperless billing. ▪ Explore strategies for evaluating a new ERP system.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain sound and conservative financial practices to ensure the fiscal sustainability of the City.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Receive GFOA Distinguished Budget Award Received Received Received Receive Benchmark: to receive the GFOA Distinguished Budget Presentation Award annually Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Produce ACFR to Council in December December December December December Benchmark: To complete year-end closing process and produce the ACFR for Council in December Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Rate of return on investment portfolio 0.78% 2.74% 3.80% 3.8% Benchmark: 4.3% (LAIF rate in March 2024)
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Maintain a committed General Fund reserve
level of 50% of the operating budget 131.0% 190.0% 50.0% 50.0% Benchmark: 50% per City Council Policy
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of calls where the customer service
representative can address a caller's issues
without transferring, escalating, or returning
the call 90.0% 90.0% 90.0% 95.0%
Benchmark: 90% of calls
FINANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
110
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Sanitary District Bond Rating AAA AAA AAA AAA
Benchmark: AAA (Standard & Poor's)
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 1,271,933 $ 1,479,269 $ 1,658,062 Operational Charges 202,007 308,475 219,680
Allocations 375,828 215,254 222,211
Finance Totals $ 1,849,768 $ 2,002,998 $ 2,099,953
Full-Time Equivalent
Employees 7.75 8.25 8.45
FINANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
111
MISSION
Human Resources offers and manages programs to attract, develop, support, and motivate employees in alignment with the City’s philosophy and goals.
SERVICES
The Human Resources division is responsible for managing and developing effective recruitment strategies to ensure hiring of employees who are knowledgeable, competent, and reflect the values of the City’s philosophy. Human Resources also manages and continues to expand a comprehensive training and development program designed to improve competencies, motivate and retain employees. The division is responsible for administering compensation, benefits, retirement, and workers’ compensation plans; maintaining and updating the classification plan and salary schedule; overseeing the City’s personnel rules and policies; and advising employees on these rules and policies.
This year Human Resources will continue to maintain effective employee and labor relations programs by fostering open communication; listening to concerns and providing counsel and advice; promoting employee wellness and encouraging enjoyment at the workplace through an enhanced WorkWell program; and developing an organization-wide succession plan to support organizational stability, leadership continuity, and effective knowledge transfer.
SERVICE LEVEL TRENDS
Human Resources will work with departments to expedite recruitments and develop succession plans to support organizational stability. Human Resources will also prioritize the completion and implementation of the Comprehensive Classification and Compensation Study.
MAJOR ACCOMPLISHMENTS 2023/24
• Administered and monitored the Pay for Performance Plan. • Completed annual benefit enrollment process.
• Conducted over 25 employee recruitments.
• Onboarded 32 new employees and processed 26 employee separations. • COVID-19 workplace compliance.
• Reviewed ancillary benefit program.
• Revamp of Personnel Policies to be consistent with current law and best management practices. • Developed a Teleworking Procedure to provide flexibility in work schedules, administered by the City Manager.
• Finalized the implementation of the On-Boarding module in NeoGov. • Attended various career fairs to expand outreach to the Community regarding employment opportunities to the City.
• Implemented a formal Intern Program to provide meaningful assignments to students interested in pursing careers in the public sector.
GOALS AND OBJECTIVES FY 2024/25
• Continue to enhance use of the applicant tracking system thru NeoGov. • Develop and implement a leadership, technical, and skill set growth and development programs to assist staff, supervisors, and managers to accomplish their goals and prepare the organization for succession.
• Expand the comprehension and consistent implementation of policies and procedures for all staff levels.
• Finalize implementation of the Performance Management module through NeoGov.
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
112
• Ensure our compensation and performance management process are designed and executed to maximize employee performance.
• Finalize the Comprehensive Classification and Compensation Study and implement action items as directed by the City Council.
• Work with local colleges, trade schools, and the university to promote and hire interns under the formal Internship Program.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain an effective workforce through competitive salaries, benefits, and training
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Average number of business days from the date
of workers compensation incident to
completion of investigative report 1.25 1.25 1.14 1.00
Benchmark: 1.00
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of applications per hire ratio 39:1 39:1 31:1 40:1 Benchmark: 35:1
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of positions filled with a 90 day
period from moment of approval New New 85.0% 70.0%
Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Rate of retention of City employees including
retirees 82.0% 90.0% 88.9% 90.0%
Rate of retention of City employees excluding
retirements 88.7% 90.0% 92.6% 90.0%
Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of newly hired employees (non-
safety) who remain employed with the City
past their probationary period 86.0% 86.0% 90.0% 90.0%
Benchmark: 90.0%
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
113
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 327,992 $ 524,839 $ 648,417
Operational Charges 90,563 244,360 124,502
Allocations 121,032 34,552 79,910
Human Resources Totals $ 539,587 $ 803,751 $ 852,829
Full-Time Equivalent
Employees 1.70 1.40 1.60
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
114
MISSION
To facilitate the implementation of the City’s General Plan and Zoning Ordinance in order to improve the quality of life for the residents, promote the economic viability of the business community, maintain the quality of the environment, and preserve the character of the community. The Planning Division strives to develop standards and programs consistent with the goals of the General Plan and conducts a wide range of services to support the residents, businesses, City Council, Planning Commission and applicants..
SERVICES
Implements and updates the City’s General Plan, Specific Plans, and Camarillo Municipal Code (CMC); reviews and processes land use permit applications; conducts environmental analysis for projects as required under the California Environmental Quality Act (CEQA); provides complimentary consultations for development projects; schedules meetings and provides information to the Planning Commission and City Council; administers State and Federal grants; implements affordable housing programs; and assists citizens with affordable housing needs. The Division maintains an excellent reputation for serving the public through counter contacts, telephone inquiries, inspections, and meetings.
For more information about the Community Development Department’s other services, please refer to the budget narratives for the Department’s Building and Safety, Code Compliance, and CDBG divisions.
SERVICE LEVEL TRENDS
During FY 2023/24, the Division continued to provide services and respond to public inquiries over the phone, by email and in-person. The number of development applications reviewed by the Planning Commission more than doubled from 8 to 17 projects from the prior fiscal year. The Division also continued to focus on efforts to streamline the review process and amend the CMC in response to changes in State law. Several major projects were under construction in FY 2023-2024, including the Mian Hotel/ Conference Center, Palmera/Camarillo Village Homes (285 for sale town homes and 24-unit mixed-use apartments), Camino Ruiz Apartments (385 units), Lennar Homes (159 for sale single-family residences), Central Plaza renovation, Rexford Industrial redevelopment, and 2800 Barry Street affordable housing project. The Division will continue to work closely with the developers on the completion of these projects as well as new projects including Costco Wholesale and the Faring/Romspen property. A total of 853 new housing units are under construction and completion will extend into FY 2024/25. Long range planning and affordable housing development and programs are other priority areas.
MAJOR ACCOMPLISHMENTS 2023/24
• Planning Commission approved a new Chick-fil-A restaurant, redevelopment for a new pharmacy, 805 Foundry, Cortez Circle industrial development and Costco Wholesale and fuel station. • Issued zone clearances to obtain building permits for Rexford Industrial, Lennar Homes, Camino Ruiz Apartments, House of Bamboo, a new grocery store at Carmen Plaza, and a new Vons in Central Plaza. Construction was completed for Williams Homes 96 apartment complex. • Completed amendments to the Camarillo Municipal Code pertaining to self-storage facilities and legislative updates in compliance with State law.
• Completed the zoning reversion of the Romspen property to facilitate future development. • On August 23, 2023, the City Council approved the purchase of a tax default property to use for Affordable Housing purposes.
• Administered existing CDBG grant and applied for additional funding sources, Permanent Local Housing Allocation (PLHA).
• Continued monitoring Affordable Housing Agreements and continue to resolve occupancy violations with the homeowners.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
115
• Implemented Affordable Housing Preservation Program. The program preserves the City’s existing affordable housing stock from converting to market-rate. • Launched the Camarillo Workforce Housing Down Payment Assistance Program with the help of a consultant (Ventura County Community Development Corporation (launched December 2023)) to provide down payment assistance to first time homebuyers within the City subject to certain income requirements.
• Requested $119,428 of grant reimbursement funds through the SB 2 Grant to pay for Housing related work and consultants.
• Developed extensive housing-related updates to the City’s Municipal Code in response to a letter received from the State with regard to urban dwelling units and changes to state law resulting from seven bills, brought before the Planning Commission on December 5, 2023, and to be brought before the Council in early 2024.
• Resold one existing affordable moderate-income unit to extend the affordability covenants for 55 years, which resets with each resale of the property.
GOALS AND OBJECTIVES FY 2024/25
• Complete the General Plan update to the Safety Element and Climate Action Plan. • Initiate a comprehensive update to the Zoning Code.
• Initiate an update of the General Plan Land Use Element. • Complete entitlements for several projects, including Crestview Well, Starbucks drive through, and a new wireless facility.
• Amend the Rural Exclusive Residential (RE) Zone in the CMC to streamline approvals for additions and new single-family residential development.
• Continue condition compliance, plan check and inspections of projects that are approved and under construction.
• Continue to process General Plan Amendment requests, including GPA 2017-03 (Roadrunner/ Kenner, LLC) and GPA 2022-1 (Claberg Ranch/McGrath).
• Continue to work on implementation of OpenGov.
• Administer the Permanent Local Housing Allocation Program (PLHA) (SB 2) to implement a First Time Homebuyer Down Payment Assistance Loan Program for income-eligible buyers. • Administer Community Development Block Grant (CDBG) funding for public services and eligible housing activities.
• Administer supplemental CDBG funding for COVID-19 response (CDBG-CV). • Continue to implement the City’s affordable ownership, and rental housing programs. • Review and comment on HOME funding applications as a member of the HOME Consortium. • Continue monitoring compliance with Affordable Housing Agreements (rental and ownership) and addressing violations.
• Continue preparing General Plan Annual Progress Reports per State regulations. • Continue to track new housing-related legislature and identify necessary City actions to comply with new laws.
• Continue partnership with the Area Housing Authority of the County of Ventura and Many Mansions on the former Stock Lumber site for the purposes of providing affordable housing. • Continue working on the development process for the City-owned infill site on Arneill Road for the purposes of constructing an affordable housing project. • Continue working on the tax default property to use for affordable housing purposes. • Continue to meet with affected property owners to evaluate interest in revitalization of the Camarillo Commons Strategic Plan area.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
116
• Implement the various programs of the Adopted Housing Element. • Enact Legislative code amendment updates in response to changes in State law.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of sign permits responded to within
3 business days New 77.0% 86.0% Remove
Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines New 25.0% 11.0% Update Benchmark: 90.0% (Wednesday before meeting)
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Issue determination of application
completeness letter within 10 calendar internal
review days of file intake for all Wireless
Communication Facilities New 33.0% 20.0% 90.0%
Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of review Complete ADU Zoning
Clearance Applications within 3 business days New 65.0% 96.0% 90.0% Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines
(Thursday before meeting) New New New 90.0%
Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of Zoning Approvals approved
within three business days New New New 90.0%
Benchmark: 90.0%
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
117
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 1,776,375 $ 2,044,252 $ 2,729,793 Operational Charges 246,425 553,562 563,225
Allocations 546,010 294,251 347,644
Community Dev. Totals $ 2,568,810 $ 2,892,065 $ 3,640,662 Full-Time Equivalent
Employees 9.75 10.00 13.00
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
118
MISSION
To work in partnership with the people of Camarillo to promote and maintain a clean, safe, desirable living and working environment. Help maintain or improve the quality of Camarillo communities in three ways:
• Administer a fair and unbiased compliance program to correct violations of the Municipal Code and Land Use requirements.
• Incorporate City residents, neighborhood associations, public service agencies, and other City of Camarillo departments in a working partnership.
• Initiate special programs designed to resolve specific problems in Camarillo communities.
SERVICES
The Code Compliance Division seeks compliance with the Municipal Code and regulations related to the following:
• Property and landscape maintenance matters.
• Inoperable and abandoned vehicles on private property. • Blight (old furniture, car parts, appliances, broken windows, etc.) on private property. • Zoning Ordinances and Land Use requirements.
• Building Code Violations, including unpermitted construction, work without permits, violations of stop work notices.
• Nuisance properties and weed abatement.
• Business Tax Violations.
• Graffiti Abatement Program
• Sign Ordinance violations, banner violations, and related special signage inspections. • Smoking Ordinances
• Massage Establishment Permit Compliance
• Conditions of existing structures that constitute a clear and present danger to the public. • Home-based businesses and related inspections and permits. • Other related code compliance programs for compliance with ordinance standards.
The division maintains an excellent reputation for serving the public through personal contacts, telephone inquiries, personal inspections, and meetings.
SERVICE LEVEL TRENDS
Levels of service are expected to continue to increase with the current state of the economy and property values. Service request trends mirror previous years, indicating continued growth for code compliance needs that has not and is not expected to decrease in the future. This growth is demonstrated by the increase in service requests on a monthly basis and the added programs including massage establishment compliance checks, the graffiti abatement program, and proactive inspections of residential, commercial and industrial areas.
MAJOR ACCOMPLISHMENTS 2023/24
• Administered and grew the Graffiti Abatement Program which included implementation of the volunteer program, continued usage of Graffiti Tracker application, and utilization of private property owner authorization for removal of graffiti on residential properties.
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
119
• Implemented the Massage Establishment Permit program and continued assurance that all massage establishments have the required permit and adhere to the Camarillo Municipal Code, which includes conducting inspections with the Camarillo Police Department. • Implemented new technology to improve efficiency and code case/inspection data such as utilizing Camarillo Connect to track all complaints.
• Worked with Economic Development to revise the Home Occupation Permit code language to be business friendly and reduce the number of inspections for office-based home businesses. • Conducted tobacco retailer education inspections with the Camarillo Police Department and Ventura County Health related to flavored tobacco products.
GOALS AND OBJECTIVES FY 2024/25
• Continue to facilitate use of administrative citations as appropriate. • Bring forward issues/trends for discussion and direction from Council. • Continue the comprehensive proactive code compliance programs and develop new programs as necessary.
• Continue community-wide business outreach with the goal of developing an open line of communication and proactively meet the evolving needs of the community. • Work towards resolving long standing code compliance cases which may result in litigation, abatement processes, or receiverships.
• Continue to grow the Graffiti Abatement Program within the City and continue utilizing volunteers for graffiti removal.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of cases achieving voluntary
compliance within a specified timeframe New 96.0% 97.1% 95.0% Benchmark: 98.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of Total Inspections which are
Proactive New 70.0% 12.0% Remove
Benchmark: 80.0% (including weed abatement, proactive residential inspections, and field observations initiated by Code Compliance staff)
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of Total Inspections which are
Reactive New 30.0% 86.6% Remove
Benchmark: 20.0% (reactive inspections are initiated by residents via counter complaints and CamarilloConnect)
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
120
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Business days to acknowledge complaints or
concerns reported in Camarillo Connect New New New 100.0% Benchmark: 1 business day
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Business days to close complaints or concerns
reported in Camarillo Connect. New New New 100.0%
Benchmark: 3 business days
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 645,177 $ 630,082 $ 828,289
Operational Charges 17,276 59,942 66,749
Allocations 159,957 251,184 312,187
Code Compliance Totals $ 822,410 $ 941,208 $ 1,207,225
Full-Time Equivalent
Employees 4.25 4.00 5.00
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
121
MISSION
To safeguard lives and property, and to respond to public concerns in a manner which promotes a community free from the fear of crime.
SERVICES
Provide 24 hour police services and continue efforts to avail officers for proactive patrol while promoting a zero tolerance approach to fight crime. This is further accomplished by incorporating technological innovation and by employing civilian employees to perform non-hazardous duties. • Prevent crime.
• Enforce laws, including traffic laws and City Ordinances. • Respond to calls for service, both criminal and non-criminal. • Investigate crime.
• Apprehend offenders.
• Build and maintain positive relationships with community members. • Facilitate problem-solving community partnerships (Community Oriented Policing). • Educate the public regarding crime prevention and traffic safety.
SERVICE LEVEL TRENDS
In 2023, the City of Camarillo, through a contract with Ventura County Behavioral Health, continued to partner with a case worker to our Project HOPE program. We also began contracting with the Ventura County Health Care Agency to partner with a case worker for our Project HOPE program. Both of these partnerships are a co-responder partnership that pairs a full-time deputy sheriff and full-time case workers to respond to calls for service involving homelessness and some mental health related calls. The goal of the program is to identify high risk homeless or those about to become homeless, quickly link individuals with resources available through Behavioral Health and the Health Care Agency, and increase the effectiveness of the program by having a single point of contact for case management of clients.
MAJOR ACCOMPLISHMENTS 2023/24
• Obtained funding for additional fixed Automated License Plate Readers (ALPRs) in high retail theft areas like the Outlet Malls, Target and Home Depot. Cameras in the area will assist in detecting known criminals in the area before crime occurs, ultimately allowing us to address individuals before crime occurs.
• Continued to partner with City Code Compliance in completing random compliance checks of massage establishments to ensure compliance with Camarillo ordinances. • Conducted multiple tobacco / vape sting operations at businesses to deter the selling of these products to minors.
• Conducted “Active Shooter” training at various city locations, including schools. • Conducted DUI education programs at three local high schools. • Continued the interaction and instruction with schools and community on current issues, such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. • Partnered with Saving Lives Camarillo Coalition to educate students and the overall community on the dangers of drug use among our youth with an emphasis on opioids. • Worked to locate more convenient location for One Stop – Homeless outreach event. • Partnered with VCBH and VCHCA – through a grant and city funding to continue with a full time Behavioral Health case worker and added a Health Care Agency Case Worker to assist with our service resistant homeless population.
• Provided Fraud and Scam Prevention presentations to Camarillo's senior population. • Secured funding through the Ventura County Transportation Commission (VCTC) to purchase new message board trailers to be deployed throughout the city to inform citizens on traffic issues.
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
122
• Community Resource Unit revamped “Coffee with the Cops” meet and greets at local businesses for increased public engagement. The events include providing information to the public on things like fraud prevention, domestic violence, human trafficking, mental illness, etc. • Collect discarded pharmaceuticals at the station drop off bin and visits twice a year to Leisure Village for additional collections – which yield thousands of pounds each year of unused prescriptions.
GOALS AND OBJECTIVES FY 2024/25
• Build and maintain relationships with the public in order to increase trust and transparency. This will be done through outreach programs like Coffee with a Cop, Citizen Academy, ride-along, Read Across America, and other programs that increase positive interactions between the police and the public.
• Increase partnerships with local non-profits for after school activities, education and interactions with children.
• Maintain interaction and instruction in schools and community on current issues such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. ▪ Obtain grant funding to install Opticom devices at Camarillo intersections to speed emergency response and enhance safety of first responders and community members. ▪ Increase partnerships with non-governmental organizations through our Project HOPE program to continue addressing the needs of homeless in our community. ▪ Continue to develop efficient communication with neighboring police agencies to better combat crime and develop leads to solve crimes – Using ILP – Intelligence Led Policing. ▪ Deter the sale of alcohol/vape products to minors by conducting enforcement stings at local businesses.
▪ Traffic Unit to work with elementary and middle schools in areas of high volume of traffic calls for service at peak times – work on strategy to reduce traffic related issues and congestion on local streets.
▪ Conduct Start Smart class and Senior Driving Safety classes for new drivers and for elderly drivers in an effort to reduce traffic collisions.
▪ Work with Outlet Mall management and their security team to enhance video surveillance at the location.
▪ Purchase a Command Post to utilize at community outreach events.
Police Services' Performance Measures are tracked on a calendar year, rather than fiscal year basis.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Average response time to Priority calls (min.) 6.87 7.11 7.03 < 7 Benchmark: 7 minutes from call received to deputy on scene
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
123
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Number of Coffee with a Cop events hosted 0 10 10 10
Benchmark: 10 events
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Number of Citizen Academy events hosted 0 (COVID) 1 2 2 Number of Participants 0 22 20 20
Benchmark: 2 events with 20 participants
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Increase Social Media posts for public
education and crime prevention 2 10 12 10
Benchmark: 10 monthly (Twitter & Nextdoor)
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Conduct DUI education / prevention events at
local high schools 0 (COVID) 3 3 2
Benchmark: 3
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target Maintain low Uniform Crime Report Part 1
offenses per 1,000 residents 12.84 14 13.71 < 13
Benchmark: < 13
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 208,244 $ 156,302 $ 179,438
Operational Charges 17,054,100 19,225,296 21,345,599 Grants/Allocations 552,077 351,320 338,617
Police Services Totals $ 17,814,421 $ 19,732,918 $ 21,863,654
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
124
MISSION
To train and equip citizen volunteers to assist in responding to various disasters including earthquake, hazardous material incidents, fires, floods, transportation disasters, and terrorism.
SERVICES
The Disaster Assistance Response Team (D.A.R.T.) program is supervised by Camarillo Police personnel, who coordinate their training and exercises. Approximately 20 volunteers are participating in the program. D.A.R.T. members receive training in areas such as Communications, Emergency Operations Center Support, First Aid/CPR, Medical Emergencies, Cribbing and Shoring of Collapsed Structures, Fire Apparatus Familiarization, Traffic and Crowd Control, Outdoor Search & Rescue, Helicopter Field Operations, and Dams and Flood Control. The D.A.R.T. program also equips and maintains an Emergency Response Vehicle (ERV) and a new trailer containing emergency equipment and supplies, built in generator, lighting, hand-held radios, television, HD satellite dish, air conditioning, computer and printer.
MAJOR ACCOMPLISHMENTS 2023/24
• Provided pedestrian and vehicle traffic control for City-sponsored and other community events, including July 4 th Celebration, CSUCI Commencement, Chili Cook-off, Camarillo High varsity football games, Taste of Camarillo, and the Holiday Parade. • Staffed informational booth and acted as a first aid station at the Fiesta, several 5K/10K races, City Emergency Expo, CSUCI Safety Expo, and other civic events. • Attended several specialty training opportunities with the VCSO and VCFD. • Participated in patrol ride-alongs, assisted police officers with missing person searches and routine tasks such as traffic control at accident scenes.
• Presented information regarding earthquake and other emergency preparedness to community groups including civic clubs, neighborhood organizations, and church groups. • Provided instruction at Community Emergency Response Team (CERT) training.
GOALS AND OBJECTIVES FY 2024/25
• Continue training and maintaining readiness to respond to natural and other disasters, and broaden training to include response to possible acts of terrorism or mass casualty events. • Continue involvement with CERT training program and utilize relationship to help recruit potential DART applicants.
• Continue providing immediate medical care, disaster preparedness information, traffic and crowd control and aid Camarillo deputies while at City-sponsored and civic community events. • Expand role in Camarillo community and County wide, to assist with emergencies, disasters and at critical incidents.
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Operational Charges $ 2,188 $ 7,480 $ 7,480
Allocations 9,054 28,206 33,206
D.A.R.T. Totals $ 11,242 $ 35,686 $ 40,686
DISASTER ASSISTANCE RESPONSE TEAM (D.A.R.T)
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
125
MISSION
To provide an unsurpassed quality of service while executing our permit process to the best of our ability.
Building and Safety ensures that all construction in the City of Camarillo is built to the most current Building, Mechanical, Electrical and Plumbing Code. We are in constant communication with Community Development, Public Works and all other agencies to make sure the citizens and visitors of Camarillo have a safe place to live, work, and play.
SERVICES
The Building and Safety Division provides a number of services including Building Inspections, Building, Plumbing, Mechanical and Electrical Permit issuance, Building Plan Checks and Public Record Requests.
SERVICE LEVEL TRENDS
It is expected that service trends will become more consistent as the economy levels out and construction activity stabilizes.
MAJOR ACCOMPLISHMENTS 2023/24
• Issued Building Permits for Central Plaza including façade upgrades, tenant improvements and the new Vons building (CPD-6M(23)).
• Issued Building Permits for the Barry Street Project. Four apartment buildings and a parking structure (Tract 6038).
• Issued Building Permits for the New Tilt up Building on Mission Oaks Boulevard (IPD-53M(11)). • Finalized Building Permits for Trojan Storage (Tract 5979). • Began Plan Check for the Costco building and fueling station. • Began Plan Check for the Barry Street Town homes (Habitat for Humanity). • Maintained superior level of service.
GOALS AND OBJECTIVES FY 2024/25
• Review equipment needs to complete transition to electronic storage of records. • Explore and implement electronic plan submittal and electronic plan review - OpenGov. • Continue to respond to Public Records Request.
• Continue with Mobile Home Park inspections.
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
126
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Complying with requested inspections within 1
business day New 95.0% 95.0% 95.0%
Benchmark: > 1 business day
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
10 days for first review of Plan Check New 95.0% 100.0% 95.0% Benchmark: 90.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
5 days for second review of Plan Check New 95.0% 100.0% 95.0% Benchmark: 90.0%
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Operational Charges $ 841,240 $ 1,708,264 $ 1,961,100
Allocations 310,992 177,466 186,382
Building & Safety Totals $ 1,152,232 $ 1,885,730 $ 2,147,482
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
127
MISSION
To provide the highest standard of design, construction, operations, and maintenance of the City’s infrastructure. To provide the highest degree of professionalism in delivering the many essential services provided by the department.
SERVICES
Public Works includes multiple divisions providing water delivery, wastewater collection and treatment, storm water control, traffic management, landscaping, street maintenance, land development review and permitting, engineering design, construction oversight, inspection, and administration. More detail is provided in the respective funds for each division.
SERVICE LEVEL TRENDS
Service levels have remained high with significantly greater demands being placed on the department.
These demands include more stringent regulations, increased purchasing requirements, increasing population, expanding infrastructure, diminishing state and federal revenue sources, and difficulty in recruiting technical staff.
MAJOR ACCOMPLISHMENTS 2023/24
Completed projects include the following with additional accomplishments listed in the division funds:
• Completed Construction of the Pavement Overlay Project in Old Town (ST-5023). • Completed Construction of the Traffic Signal Improvements at Las Posas and Temple Project (TS-5094).
• Completed Final Design and initiated Construction of the Road Rehabilitation Project (ST-5123). • Completed Construction of the Pump Station No. 3 Rehab Project – Phase 2 Odor Control (SS-13-04).
• Completed Construction of the Pump Station No. 4 Rehabilitation Project (SS-5106). • Awarded and initiated Construction of the Chemical System Improvements Project (SS-5078-1). • Initiated Construction for the City Hall Council Chambers Remodel Project (CH-09-01). • Updated the Pavement Management Program (PMP) and developed a Multi-year Paving Priority List. • Completed Final Design and initiated Construction of the Dizdar Park Renovation and Expansion Project (CP-5095).
• Completed Final Design of the Pleasant Valley Road Bike Lanes Project (ST-5006). • Completed Final Design of the Citywide Advanced Meter Infrastructure Project (WT-5080). • Completed Final Design of the Sludge Pump Improvements Project (SS-5078-2). • Completed Final Design of the Sewer Improvements per SSMP Project (SS-5043). • Completed Conceptual Design (30%) for the Standby Power – City & CSD Facilities Project (CH-5067) and completed Final Design of the Project Generator Installation Work. • Completed Conceptual Design for the Pleasant Valley Sewer Force Main Project (SS-5037). • Awarded a Consultant Agreement and initiated Conceptual Design for the Water Reclamation Plant Upgrades Projects (SS-5118 and SS-5119).
GOALS AND OBJECTIVES FY 2024/25
• Complete Construction of the Road Rehabilitation Project (ST-5123). • Complete Final Design and initiate Construction of the Annual Resurfacing Project (ST-5069).
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
128
• Make significant progress on Construction of the Dizdar Park Renovation and Expansion Project (CP-5095).
• Complete Construction of the City Hall Council Chambers Remodel Project (CH-09-01). • Complete Construction of the Chemical System Improvements Project (SS-5078-1). • Complete Construction of the Desalter Detention Basin Improvements Project (WT-11-01). • Complete Construction of the Desalter Water Diversion Project (WT-11-01). • Initiate Construction of the Pleasant Valley Road Bike Lanes Project (ST-5006). • Initiate Construction of the Citywide Advanced Meter Infrastructure Project (WT-5080). • Initiate Construction of the Sludge Pump Improvements Project (SS-5078-2). • Initiate and complete Construction of the Sewer Improvements per SSMP Project (SS-5043). • Complete Final Design and initiate Construction of the Lewis Road to Flynn Road Sewer Project (SS-14-01).
• Complete Final Design of the Dawson Drive to Metrolink Station Sewer Project (SS-14-02). • Complete Final Design and initiate Construction of the Interim Plant Buildings Improvements Project (SS-5076).
• Complete Final Design and initiate Construction of the Stormwater Trash Compliance Project (SD-5032).
• Initiate design of the Well E Project (WT-5101).
• Initiate design of the Well F Project (WT-5149).
• Initiate design of the Desalter Standby Well Project (WT-11-01). • Make significant progress on Conceptual Design for the Charter Oak Pump Station Nos. 1 & 2 Project (WT-5081).
• Make significant progress on Design of the Daily Drive/101 Freeway Sewer Improvements Project (SS-10-03).
• Make significant progress on Design of the Camarillo Hills Drain Replacement at Ventura Blvd Project (SD-5052).
• Make significant progress on Design of the Storm Drain Rehabilitation Project (SD-5115). • Initiate design of the City Hall Concrete Walkway Project (CH-5110). • Receive Proposals and Initiate Construction for the Standby Power – City & CSD Facilities Project (CH-5067) and complete installation of Generators at City Hall and the PW Corporation Yard. • Make significant progress on Conceptual Design for the Water Reclamation Plant Projects (SS-5118 and SS-5119).
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Roadway lane miles resurfaced 94 75 25 40
Benchmark: Measure parameters unique to Camarillo. City maintains approx. 475 lane miles
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
129
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of Capital Project Goals and
Objectives completed New 70.0% 70.0% 80.0%
Benchmark: 80.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of Encroachment Permits issued 241 277 230 250
Percentage of Encroachment Permit application
packages reviewed within 2 business days New 96.0% 95.0% 95.0% Benchmark: To complete review of properly completed Encroachment Permits within 2 business days
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of Plan Checks Completed 118 116 140 120
Percentage of Plan Checks completed within 30
business days New 95.0% 95.0% 95.0%
Benchmark: To complete review of properly completed Plan Check submittals within 30 business days Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 1,114,297 $ 1,023,304 $ 1,160,599 Operational Charges 553,516 904,200 924,550
Allocations 1,219,043 389,939 339,860
Administration Total $ 2,886,856 $ 2,317,443 $ 2,425,009 Full-Time Equivalent
Employees 9.55 10.00 10.10
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
130
MISSION
To provide the highest standard of design, construction, operation, and maintenance of the City’s transportation system. To deliver the best level of service for mobility and safety to the residents and businesses of the community.
SERVICES
• Oversee the transportation system, including operation and maintenance of traffic signals. • Review and approve design and construction plans for traffic signals, roadway signs, curb zone markings, roadway striping and pavement markings.
• Review traffic impact studies, conditions of approval, and site plans of proposed developments. • Collect and analyze traffic data and monitor traffic conditions. • Calculate intersection levels of service and forecast traffic growth. • Calculate and review Vehicle Miles Traveled for roadway segments. • Coordinate traffic control plans for construction projects and special events on City Streets. • Support development and construction of capital improvement projects.
SERVICE LEVEL TRENDS
High level of service remains stable even with diminishing state and federal revenues.
MAJOR ACCOMPLISHMENTS 2023/24
• Updated Speed Zone Surveys as required by California Law. • Upgraded radio communication between coordinated traffic signal systems and City Hall. • Upgraded one signalized intersection with new electrical wiring. • Expanded LED traffic signal lamp replacement program to achieve cost savings. • Implemented program to upgrade and maintain illuminated street name signs at freeway interchange traffic signals.
• Enhanced pedestrian safety at Carmen Drive and Ventura Boulevard with the installation of green, yellow, and red right turn arrows for pedestrians crossing on the west leg of the intersection. • Installed pedestrian crossing with push button activated flashing beacons on Paseo Del Campo facilitating students crossing to/from Tierra Linda Elementary School. • Acquired and deployed Speed Feedback Awareness signs. • Submitted application for Safe Streets and Roads For All (SS4A) Federal Grant. • Installed student drop-off/pick-up lane adjacent to Adolfo Camarillo High School.
GOALS AND OBJECTIVES FY 2024/25
• Upgrade aging traffic signals in cost-effective manner. • Continue preventative maintenance program to ensure optimal traffic signal operations. • Retrofit traffic signal safety lamps from high pressure sodium bulbs to more efficient LED bulbs. • Plan appropriate land uses and streets/bikeways infrastructure to accommodate present and future needs.
• Support implementation of the Local Roads Safety Plan including flashing yellow left turn arrow operation, reflective yellow borders on signal head backplates, leading pedestrian intervals, and other recommendations deemed appropriate.
• Support future traffic signal construction at Ponderosa Road and Springville Avenue. • Support future traffic signal construction at Camarillo Center Drive and Ventura Boulevard. • Support future traffic signal construction at Camino Ruiz and Verdugo Way. • Update Traffic Maps including AM/PM Peak Hour Volumes, Average Daily Traffic and Speed Limits.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
131
• Install Emergency Vehicle Preemption at traffic signals on major arterial corridors. • Install new traffic signal controllers to enable Adaptive Signal Control. • Acquire and deploy additional automated traffic Radar/Counting devices.
Expenditures Fund No.101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 682,615 $ 734,948 $ 829,907
Operational Charges 472,480 506,104 806,950
Allocations 245,973 209,754 198,961
Traffic & Signal Maint. Total $ 1,401,068 $ 1,450,806 $ 1,835,818 Full-Time Equivalent
Employees 3.25 3.25 3.35
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
132
MISSION
To implement a comprehensive and cost-effective stormwater pollution control program to reduce pollutants to the maximum extent practicable and ensure compliance with the City’s Municipal Stormwater Quality National Pollutant Discharge Elimination System (NPDES) Permit CAS004004, Order No. R4-2021-0105, which became effective September 11, 2021. To efficiently and effectively maintain storm drain facilities including inlets, earthen ditches, and underground piping systems.
SERVICES
The stormwater quality program is implemented using contract services to manage the City’s Stormwater Program. Current primary activities include:
• Inspection and cleaning of storm drain inlets, basins, and ditches. • Investigation of reported illegal discharge violations and screening of drainage outfalls. • Inspection of industrial facilities, automotive facilities, laundries and nurseries, food service facilities, post-construction treatment devices, and construction sites for stormwater regulation compliance.
• Education of the residential, commercial, and construction communities on pollution prevention. • Presentations at schools and community events on stormwater quality. • Conduct volunteer events for cleanup of local waterways. • Plan review and conditioning of land development projects for stormwater quality compliance, and erosion and sediment control measures.
• Compliance with Basin Plan Amendments for Total Maximum Daily Loads (TMDLs) for the City’s urban and municipal storm drain system discharges. • Completion of periodic reports to the Water Resources Control Board, as required by the Municipal Stormwater (NPDES) Permit.
• Once approved, assist with implementation of a Watershed Management Program in conjunction with the Countywide Stormwater Program and as required by the current Municipal Stormwater NPDES permit.
SERVICE LEVEL TRENDS
Service level trends are subject to weather and mandates from the Water Resources Control Board but have been generally stable.
MAJOR ACCOMPLISHMENTS 2023/24
• Adhered to the requirements specified in the Municipal Stormwater NPDES Permit in 2023.
Exceedances for chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash Subwatershed sources continue to be investigated.
• Stormwater management activity included: storm drain maintenance; storm water quality inspections of commercial, industrial, and construction facilities; inspection of post-construction treatment devices; illicit discharge responses; development review; annual reporting in compliance with NPDES and TMDL requirements; and public-outreach activities. • As required by the current Municipal Stormwater NPDES Permit, developed a Watershed Management Plan in conjunction with the Countywide Stormwater Program and submitted it to the Los Angeles Regional Water Quality Control Board on September 11, 2023.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
133
GOALS AND OBJECTIVES FY 2024/25
• Fully meet requirements specified in the current Municipal Stormwater NPDES Permit, and prepare annual reports to the Los Angeles Regional Water Quality Control Board on stormwater-related activities.
• Meet compliance deadlines of adopted TMDLs.
• Continue to investigate sources of chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash and Calleguas Subwatersheds as needed.
• Maintain the City's storm drain system to comply with the City's Municipal NPDES Permit with no violations.
• Continue screening of outfalls as required by the current Municipal Stormwater NPDES Permit.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of Stormwater Inspections Completed 4,119 4,522 4,000 4,000 Benchmark: 4,000 (as required by National Pollutant Discharge Elimination System (NPDES) permit) Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 139,051 $ 107,848 $ 115,548
Operational Charges 851,592 1,319,018 1,154,075
Allocations 25,500 65,883 69,021
Storm Water Management Total $ 1,016,143 $ 1,492,749 $ 1,338,644 Full-Time Equivalent
Employees 0.65 0.55 0.55
PUBLIC WORKS - STORMWATER MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
134
MISSION
To maintain the City’s streets, sidewalks, and other public right-of-ways. To provide safe and pleasant thoroughfares for the public.
SERVICES
Professional, proactive Street Maintenance with a strong customer service focus. Services include repairs to streets, sidewalks, curbs, gutters, storm drains, pavement markings, and City signage.
SERVICE LEVEL TRENDS
Maintain City Streets and sidewalks with a proactive work plan that will result in keeping those assets in the best condition possible lessening the need to spend unnecessary city funds and maximizing pavement and sidewalk life cycles.
MAJOR ACCOMPLISHMENTS 2023/24
• Ground down 1,403 sidewalk elevation lifts with in-house staff. • Began using a new reporting and work order system that allows citizens to communicate directly with operational staff via their phones. SeeClickFix is a service request and work management software system that empowers residents to share feedback, ask questions, report issues and identify repair needs.
• Completed 1,913 service requests during the period of 1/1/2023 and 1/1/2024. • Consistently abated reported graffiti on City assets within 48 hours and in most cases 24 hours of being reported.
GOALS AND OBJECTIVES FY 2024/25
• Repaint and upgrade 27 street name monument signs along Santa Rosa Road, Adolfo Road, Ponderosa Drive and Las Posas Road.
• Respond to emergencies immediately.
• Remove and replace 3,000 square feet of damaged sidewalk.
Expenditures Fund No. 101
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Salaries and Benefits $ 1,661,473 $ 1,886,230 $ 2,029,717 Operational Charges 244,088 290,100 346,300
Allocations 542,102 934,669 938,666
Capital Expenditures — 35,000 65,000
Street Maintenance Total $ 2,447,663 $ 3,145,999 $ 3,379,683 Full-Time Equivalent
Employees 11.25 11.25 11.30
PUBLIC WORKS - STREET MAINTENANCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
135
MISSION
Maintain a high level of quality of life for residents and business community by providing cultural and entertainment activities.
SERVICES
Provide funding assistance to various organizations which provide cultural and entertainment activities to the citizens; maintain Constitution Park facilities; operate and maintain the City-owned historic Camarillo Ranch House. The organizations supported in part by the City within the Cultural Arts Budget are:
• Constitution Park
• Camarillo Health Care District
• Boys and Girls Club
• Interface 211
• Summer Concerts Series (PVRPD)
• Old Town Heritage Days
• Studio Channel Islands (SCIART)
• Pleasant Valley Historical Society
• Senior Nutrition Program
• Former Library Site
• July 4th Celebration
• Christmas Parade (PVRPD)
• Dizdar Park
• Old Court House
• Camarillo Wings Association
SERVICE LEVEL TRENDS
Service demands continue at high levels for assistance in providing grants to local organizations.
Annually, the City Council considers funding requests through the budget process for community events and activities.
MAJOR ACCOMPLISHMENTS 2023/24
• Provided financial assistance to various nonprofit organizations.
GOALS AND OBJECTIVES FY 2024/25
• Continue providing financial assistance to local organizations. • Continue management of the annual July 4th Fireworks Show. • Evaluate current City Council policies and update as necessary to clarify and facilitate the process.
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
136
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Community Grants $ 48,116 $ 64,517 $ 150,000
Community Support — 116,000 59,000
Community Events 293,436 374,137 415,937
Community Support Totals $ 341,552 $ 554,654 $ 624,937
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
137
MISSION
To empower and enrich lives through compassionate and comprehensive community support and foster a resilient community by providing accessible resources, programs, and services that promote well-being, equity, and opportunity for all residents of Camarillo.
SERVICES
• Conduct assessments of individuals to understand their specific needs and circumstances, including any physical or mental health issues, substance abuse issues, and barriers to accessing services. • Coordinate a homeless outreach team (Project HOPE) consisting of case managers, mental health professionals, and law enforcement dedicated to engaging with and helping individuals experiencing homelessness.
• Provide information and referrals to community resources and services such as shelters, food assistance programs, healthcare services, mental health counseling, and employment assistance. • Provide case management support to individuals to address their housing and support needs including coordinating access to vouchers, rental assistance programs, and other supportive services. • Collaborate with local organizations, government agencies, and community members to address systemic issues contributing to homelessness and promote community understanding and support. • Respond to public inquiries and Camarillo Connect requests regarding homelessness, coordinating with various city departments for encampment clean-ups and updating citation and clean-up policies as necessary.
• Explore effective models and pursue funding opportunities to secure resources and services aimed at supporting housing and essential needs for vulnerable populations within Camarillo.
MAJOR ACCOMPLISHMENTS 2023/24
• Homeless Housing, Assistance and Prevention Grant (HHAP) – Secured $735,000 in funding through the Homeless Housing Assistance and Prevention (HHAP) grant to launch the Camarillo Hotel Voucher Program which provides temporary hotel stays to those experiencing chronic homelessness in Camarillo.
• Camarillo Hotel Voucher Program – Provided emergency shelter and supportive services to 19 individuals, including 5 children, who were experiencing long-term homelessness in Camarillo. • Transitions to Permanent Housing – Collaborated with multiple County agencies to support 14 unhoused individuals in transitioning to permanent housing. • Outreach and Contacts – The Project HOPE homeless outreach team engaged in 1,537 repeated interactions with 208 homeless individuals in Camarillo. Among these individuals, 184 accepted various services such as emergency shelter, food, mental health support, substance abuse treatment, transportation, and more.
• Camarillo Homelessness Collaborative – The Camarillo Homelessness Collaborative was launched to facilitate partnership-building, resource pooling, and idea development to address homelessness in the City, with primary objectives focused on collaboration, coordination, and communication among participants. Led by staff from both the City and Project HOPE, the collaborative effort involves diverse stakeholders, including the City of Camarillo, the Ventura County Sheriff's Office, faith communities, nonprofits, businesses, healthcare, and the school district.
GOALS AND OBJECTIVES FY 2024/25
• Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues.
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
138
• Maintain the City’s involvement and collaboration with the VC Sheriff’s Department, VC Behavioral Health, and other agencies for assistance, as appropriate, in helping law enforcement respond to homelessness and calls involving mental health issues. • Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of repeated contacts with homeless
individuals. New New 1,537 1,767
Benchmark: Increase from previous year by 15%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of sheltered homeless individuals from
Point In Time Count. New New 9 11
Benchmark: Increase from previous year by 20%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of homeless individuals successfully
placed into stable housing (permanent or
transitional). New New 14 16
Benchmark: Increase from previous year by 15%
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ — $ — $ 224,777
Operational Charges — 735,000 384,482
Allocations — — 19,956
Community & Human Services Totals $ — $ 735,000 $ 629,215 Full-Time Equivalent
Employees — — 1.00
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
139
MISSION
To provide a safe, healthy, clean, and comfortable environment for Camarillo residents.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and two City owned parks.
SERVICE LEVEL TRENDS
The Former Library site is vacant except for a small portion which is leased to kidSTREAM, minimal maintenance is performed to the building and the landscape is maintained. The Old Courthouse building is vacant, the farmer’s market uses the restrooms for their Saturday event, minimal maintenance and landscape service is performed. The Chamber of Commerce building is also vacant and is not being utilized. Per the lease agreement with the Pleasant Valley Historical Society, minimal service is provided to the building. Constitution Park and Dizdar Park are maintained at a high level.
MAJOR ACCOMPLISHMENTS 2023/24
• The City reached an agreement on the sale of the Former Library property to kidSTREAM. • Removed and installed new wood and painted the Constitution Park Rose Garden trellis. • Replaced the lights at the Constitution Park Pavilion stage with LED lighting. • Replace a portion of the Old Courthouse Building roof. • Upgraded restrooms and the lobby at the Old Courthouse building. • Replaced the water heater at the Old Library facility. • Performed a required asbestos containing material (ACM) survey to the Pleasant Valley Historical Society building in preparation for their remodel.
GOALS AND OBJECTIVES FY 2023/24
• Close escrow for the sale of the Former Library property to kidSTREAM. • Develop preliminary design for the reuse of Dizdar Park, Chamber of Commerce Building, and the Old Fire Station properties.
• Make the restrooms at the Old Courthouse Building usable for the Saturday Farmer’s Market. • Provide maintenance to the buildings at an acceptable level and maintain Constitution Park at a high level.
CITY PARKS AND FACILITIES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
140
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
City Parks & Facilities
Constitution Park $ 97,894 $ 255,229 $ 233,330
Pleasant Valley Historical Society 4,338 5,200 3,842 Former Library Site 48,199 55,558 —
Old Courthouse Building 60,583 71,556 74,004
Dizdar Park 15,696 23,329 124,435
Camarillo Ranch House — 35,750 35,750
Camarillo Chamber of Commerce 6,624 5,961 8,820
City Parks and Facilities Totals $ 233,334 $ 452,583 $ 480,181
CITY PARKS AND FACILITIES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
141
MISSION
To provide outstanding library services, equal access to information, independent lifelong learning, cultural enrichment, and the joys of reading to the residents of the City of Camarillo and surrounding areas.
SERVICES
Operate a state-of-the-art public library facility serving the City of Camarillo and surrounding areas.
SERVICE LEVEL TRENDS
The 65,000-square-foot library has experienced significant growth in the number of patrons, programs and collections offered since becoming a city-operated facility in 2011. The library’s circulation, community meeting facilities, and patron count continues to grow demonstrating an ever-increasing demand for library services.
The Camarillo Public Library, as of July 1, 2022, fully reopened seven days per week, except for designated holidays, to serve library patrons. New library hours are Monday-Thursday 10:00 am to 8:00 pm and Friday-Sunday 10:00 am to 5:00 pm.
MAJOR ACCOMPLISHMENTS 2023/24
• Friends of the Camarillo Library Bookstore continued to provide funding for various library materials and programs.
• Reopened the on-site café with self-service food and beverages vending machines. • The Library Operator submitted grant applications and received funding for:
◦ Literacy Grant #CLLS22-16 - total Award amount $26,057 ◦ Zip Books Grant #ZIP22-14 - total Award amount $4,870 ◦ Park Pass Grant #PPP21122 – total Award amount $4,375 ◦ English as a Second Language Grant #ESL21-2-07 – total Award amount $29,016 ◦ Summer Lunch Program – total Award amount of $4,096
GOALS AND OBJECTIVES FY 2024/25
• Implement the Strategic Plan.
• Consider modification to Circulation Policy relating to fines and fees. • Consider transitioning room reservations from City responsibility to Library operator (LS&S). • Continue to administer operational contract with Friends of the Camarillo Library Bookstore. • Continue to administer operational contract with Ventura County Genealogical Society. • Continue to provide patrons with food and beverage services through the on-site café. • Issue a Request for Proposal (RFP) for catering services for events held in the community room at the Camarillo Public Library.
• Library Operator to continue to explore grant opportunities that will benefit library programming and patron attendance. The Library Operator will be or submitting or have submitted grant applications and are awaiting award notification and/or funding for:
◦ Literacy Grant #CLLS22-6 to be submitted in May 2024
◦ English as a Second Language Grant ESL21-4-09 – total Award amount of $29,016 ◦ Zip Books to be submitted when new grant application portal goes live ◦ Discovery Play application has been submitted, pending notification of award
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
142
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
New Library Growth (issuance of library cards) 3,422 5,756 4,737 4,800 Benchmark: 10% growth per year
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of Programs/Program Participants 260 / 3,135 539 / 3,16,820 568 / 16,047 575 / 16,000 Benchmark: 1.5% increase per year
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Total Visitors/Daily Average 118,647 / 465 196,879 / 555 173,927 / 491 174,000 / 495 Benchmark: 1.5% increase per year
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 132,566 $ 87,039 $ 193,330
Operational Charges 2,342,851 2,326,399 2,446,058
Allocations 2,695,944 915,168 698,393
Library Operations Totals $ 5,171,361 $ 3,328,606 $ 3,337,781 Full-Time Equivalent
Employees 0.60 0.35 0.75
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
143
MISSION
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and parks. Facility maintenance includes plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in-house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, and emergency power are provided through maintenance contracts. Facilities and parks include:
• City Hall
• Corporation Yard
• Camarillo Police Station
• Camarillo Public Library
• Camarillo Ranch House & Barn
• Water Reclamation Plant
• North Pleasant Valley Desalter Plant
• Constitution Park
• Dizdar Park / Chamber /Fire House (vacant)
The Facility Division also administers the inspections by Ventura County Environmental Health Division for hazardous material storage at the Corporation Yard and the Air Pollution Control District for the emergency generator power system at the Police Station.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age, and building code requirement changes.
MAJOR ACCOMPLISHMENTS 2023/24
• Performed Infrared Thermal Imaging in all City buildings to inspect electrical equipment/panels to check for excessive heat which can cause components to fail. • All restoration work was completed as a result of the City Hall fire incident. • Completed a needs assessment for the City Hall building remodel. • Installed seismic shut-off valves for natural gas service at all City buildings. • Completed the installation of new LED parking lot poles and lights at City Hall. • Completed air duct and equipment cleaning for the City Hall HVAC system. • Installed new acoustic sound silencer panels in Constitution Park Pavilion stage ceiling. • Replace the exterior window gaskets in the Corporation Yard Administration Building. • Installed new window coverings in the Corporation Yard Administration Building. • Installed skylight fall protection in all of the Corporation Yard buildings. • Performed upgrades to the Fleet garage by remodeling the office, painting the interior walls, and re- coating the floor.
• Replaced the main fire alarm control panel for the Camarillo Police Facility. • Refinished the Police Facility main lobby and back aisle floors and painted the areas. • Replaced the batteries for the uninterruptible power supply (UPS) units at the Camarillo Public Library.
MAJOR CITY FACILITIES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
144
• Replaced the Camarillo Public Library Computer Room air conditioning system. • Completed the upgrades of the interior lighting and parking lot pole lights to LED lighting at the Camarillo Public Library.
• Painted the exterior of the Camarillo Public Library. • Purchased new tables and chairs for the Camarillo Public Library Homework Center. • Installed food/snack and beverage vending machines in the Camarillo Public Library Café. • Submitted projects for inclusion in the Capital Improvement Program for City Hall, Constitution Park, Corporation Yard, Camarillo Police Facility, Camarillo Public Library, and Camarillo Ranch House and Barn.
• Completed the design and costs for the remodel of the Corporation Yard locker/restrooms and break room.
• New workstations were installed in the Wastewater Treatment Plant Administration Building.
GOALS AND OBJECTIVES FY 2024/25
• Upgrade the Administrative Conference Room.
• Continue to perform preventive maintenance tasks at all City owned facilities. • Correct barriers noted by priority in the ADA Self-Evaluation and Transition Plan. • Provide input for the City Hall office expansion.
• Repair the main concrete walkway at Constitution Park. • Remodel the Corporation Yard locker/restrooms and the break room. • Complete parking lot seal coat project at the Camarillo Police Facility. • Modernize the hydraulic elevator equipment and controls for the Camarillo Police Facility elevator. • Replace flooring on stairs at the Camarillo Police Facility. • Replace the front entrance concrete walkways at the Camarillo Police Facility. • Replace the furniture in the Camarillo Public Library Tech Center and second floor tables. • Complete the Year 1 items listed in the Capital Improvement Program. • Design for the City Hall renovation.
• Install interior LED lighting at the Corporation Yard and Camarillo Police Facility for energy efficiency.
MAJOR CITY FACILITIES
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
145
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ — $ 319,536 $ 504,601
Operational Charges — 1,002,165 1,083,376
Allocations — 242,776 107,075
Capital Expenditures — 451,649 102,000
City Hall Totals $ — $ 2,016,126 $ 1,797,052
Full-Time Equivalent
Employees — 1.80 2.35
CITY HALL
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
146
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ — $ 127,700 $ 192,634
Operational Charges — 457,259 500,823
Allocations — 52,237 50,291
Capital Expenditures — 90,000 665,000
Corp Yard Totals $ — $ 727,196 $ 1,408,748
Full-Time Equivalent
Employees — 0.70 0.90
CORPORATION YARD
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
147
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ — $ 121,705 $ 169,651
Operational Charges — 188,979 514,330
Allocations — 19,881 22,677
Capital Expenditures — 80,000 85,000
Police Facility Totals $ — $ 410,565 $ 791,658
Full-Time Equivalent
Employees — 0.70 0.85
POLICE FACILITY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
148
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ — $ 124,530 $ 163,643
Operational Charges — 1,114,800 1,139,782
Allocations — 29,338 21,770
Capital Expenditures — 8,900 —
Library Facility Totals $ — $ 1,277,568 $ 1,325,195
Full-Time Equivalent
Employees — 0.75 0.85
LIBRARY FACILITY
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
149
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Operational Charges $ — $ 4,250 $ 3,000
City Hall Totals $ — $ 4,250 $ 3,000
CHAMBER OF COMMERCE
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
150
MISSION
To foster high-quality economic growth while preserving the community’s history, character, and positive environment for business.
SERVICES
Act as a liaison between businesses, the City, and other organizations to create strong relationships, retain existing businesses, and ensure responsiveness during relocation and expansion. Position Camarillo as a startup friendly City and place for innovation by leveraging relationships with entrepreneurs, existing business and property owners, and local educational and organizational assets. Maintain and provide listings of key opportunity sites and priority development areas, streamline development processes, and create relationships with commercial property owners and businesses to facilitate tenant recruitment.
Coordinate with workforce development organizations and business owners. Advocate for the improvement of infrastructure conditions that benefit business operations. Promote Camarillo as a destination that features a high quality of life, signature events, historic locations, and thriving developments that support dining, shopping, recreation, relaxation and tourism opportunities. Continue to grow the marketing program to promote Camarillo as a desirable and unified destination for targeted industries, entrepreneurial startups, real estate development, and an educated workforce.
SERVICE LEVEL TRENDS
The implementation of the Economic Development Strategic Plan (EDSP) is the top priority of Economic Development. Staff will focus economic development efforts on the following areas: Business attraction, expansion, and retention; entrepreneurial development; real estate and community development; workforce development; critical infrastructure; place making and quality of life; marketing.
MAJOR ACCOMPLISHMENTS 2023/24
• Recognized by the California Association for Local Economic Development (CALED) with an Economic Development Programs & Promotions Award for the City’s Choose Camarillo website and marketing.
• Organized the State of the City event, which was recognized by the West Ventura County Business Alliance with a Chairperson’s Award of Excellence for the event’s new innovative format. • Funded a total of nine businesses with $561,000 for use as working capital through the City’s business loan program managed by the Economic Development Collaborative (EDC), since the program’s inception in June 2020.
• Coordinated a panel on organized retail crime to discuss industry trends and upcoming legislation in an effort to combat this statewide issue at the local level. • Presented at five public events regarding the City’s implementation of the economic development strategic plan.
• Designed and delivered a outdoor dining survey to engage the community and explore permanent outdoor dining, yielding 446 responses.
• Organized the City of Camarillo’s job fair in January and June 2024.Collaborated with property owners, businesses and developers regarding significant business opportunities along the US 101 at Springville, resulting in entitlements for Costco, Foundry805 and the adoption of the Airport North Specific Plan.
• Organized eighteen consultation meetings which led to business attraction, retention and expansion.
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
151
GOALS AND OBJECTIVES FY 2024/25
• Actively implement the initiatives, priorities, and strategies of the Economic Development Strategic Plan.
• Continue to grow the marketing program to promote Camarillo as a desirable and unified destination for targeted industries, entrepreneurial startups, real estate development, and an educated workforce. • Engage the community to create a Camarillo Old Town Strategic Plan. • Continue to coordinate consultation meetings to facilitate business retention, expansion, and attraction.
• Enhance the business tax procedures with a focus on business friendliness.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain a positive environment for new business, expansion, and retention of existing businesses through staff assistance and provision of efficient processing protocols Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Average number of consultation team meetings
conducted with property owners, developers, or
businesses within a 3-month period New New 18 meetings 20 meetings Benchmark: 2 / 2
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of employers who participate in City-
sponsored job fairs New 27 25 30
Benchmark: 20 per event
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of job seekers who participate in City-
sponsored job fairs 224 319 327 330
Benchmark: 300
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of economic development newsletters
published quarterly 3 2 2 3
Number of subscribers to the Economic
Development Newsletter 1,748 2,321 2,949 3,500
Average opening rate 55.0% 69.0% 62.0% 59.0%
Benchmark: 6 / 2,500 / 37%
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
152
Expenditures Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Salaries and Benefits $ 410,848 $ 402,527 $ 368,969
Operational Charges 161,660 227,872 204,193
Allocations 30,216 50,998 45,355
Economic Dev. Totals $ 602,724 $ 681,397 $ 618,517
Full-Time Equivalent
Employees 1.65 1.55 1.25
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
153
Expenditures and Transfers Fund No. 101
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Expenditures/Non-Departmental
Operational Charges $ 15,000 $ 515,000 $ 515,000
Non-Departmental Totals $ 15,000 $ 515,000 $ 515,000
General Fund Transfers (to)/from Other Funds
Gas Tax Fund $ 1,804,016 $ 2,025,810 $ 2,189,655
ARPA Fund 2,400,000 — —
Total Transfers from Other Funds $ 4,204,016 $ 2,025,810 $ 2,189,655 Lighting & Landscape MD Fund $ (2,655,773) $ (3,366,495) $ (3,614,407) Library Debt Service Fund (491,872) (489,938) (493,970) Capital Improvement Project Fund (5,615,697) (7,275,448) (50,000) Armitos Storm Basin (2,700) (4,000) (4,867)
Camarillo Ranch Events Fund — — (314,940)
Library Special Revenue Fund (362,848) — —
Solid Waste (58,592) (105,000) (150,000)
Total Transfers (to) Other Funds $ (9,187,482) $ (11,240,881) $ (4,628,184) Net Transfers (to)/from Other Funds $ (4,983,466) $ (9,215,071) $ (2,438,529)
NON-DEPARTMENTAL EXPENDITURES
AND INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
154
SPECIAL REVENUE FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
155
Revenues and Transfers Fund No. 207
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Article 8c Transit $ — $ — $ 227,000
Interest Income
Total Revenues $ — $ — $ 227,000
Expenditures
Capital Expenditures $ — $ — $ 227,000
Total Expenditures $ — $ — $ 227,000
Estimated Fund Balance June 30 $ — $ — $ —
SB 125 FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
156
Revenues and Transfers Fund No. 207
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Article 8-Transit $ — $ 1,800,000 $ 1,681,000
Total Revenues $ — $ 1,800,000 $ 1,681,000
Transfers (to)/from Transit Fund $ — $ (1,800,000) $ (1,681,000) Estimated Fund Balance June 30 $ — $ — $ —
TDA ARTICLE 8c TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
157
Revenues and Transfers Fund No. 208
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 3,144,246 $ 3,859,363 $ 1,983,606 Revenues
Article 8-Roads $ 1,954,811 $ 1,681,237 $ 1,800,000
Interest Income 60,158 31,896 31,896
Net Adjust. Fair Value (4,028) — —
Total Revenues $ 2,010,941 $ 1,713,133 $ 1,831,896
Transfer (to)/from Capital Improve.
Projects Fund $ (1,295,824) $ (3,588,890) $ (2,130,529) Estimated Fund Balance June 30 $ 3,859,363 $ 1,983,606 $ 1,684,973 TDA ARTICLE 8a ROADS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
158
Revenues and Transfers Fund No. 209
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Article 3 Class 1 Maintenance 11,957 12,000 12,000
Total Revenues $ 11,957 $ 12,000 $ 12,000
Transfer (to)/from
Lighting & Landscape Maint. Fund $ (11,957) $ (12,000) $ (12,000) Net Transfers (to)/from Other
Funds $ (11,957) $ (12,000) $ (12,000)
Estimated Fund Balance June 30 $ — $ — $ —
TDA ARTICLE 3 FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
159
Revenues, Expenditures and Transfers Fund No. 210
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 232,324 $ 231,826 $ 232,428 Revenues
Gas Tax-2105 Prop 111 $ 402,767 $ 464,293 $ 439,264
Gas Tax-2106 Construction 260,832 295,204 281,244
Gas Tax-2107 Construction 548,904 557,678 600,314
Gas Tax-2107.5 Engineering 7,500 7,500 7,500
Excise Tax Swap 576,661 701,135 628,303
Other Operating 120 — —
Interest Income 6,734 602 602
Total Revenues $ 1,803,518 $ 2,026,412 $ 1,957,227
Transfer (to) Other Funds
General Fund $ (1,804,016) $ (2,025,810) $ (2,189,655)
Net Transfers (to)/from Other Funds $ (1,804,016) $ (2,025,810) $ (2,189,655) Estimated Fund Balance June 30 $ 231,826 $ 232,428 $ —
GAS TAX FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
160
Revenues, Expenditures and Transfers Fund No. 211
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund
Balance July 1 $ 247,277 $ 1,011,326 $ 1,956,445
RevenuesGas Tax / Gas Tax -
SB1 $ 1,579,075 $ 1,749,080 $ 1,810,787
Interest Income 15,435 11,438 11,438
Net Adjustment Fair
Value (1,033) — —
Total Revenues $ 1,593,477 $ 1,760,518 $ 1,822,225
Transfers (to) Other Funds
Capital Project Fund $ (829,428) $ (815,399) $ (2,213,440) Total Transfers (to)
Other Funds $ (829,428) $ (815,399) $ (2,213,440)
Estimated Fund Balance
June 30 $ 1,011,326 $ 1,956,445 $ 1,565,230
SB 1 FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
161
MISSION
To provide to the residents of Camarillo landscaped thoroughfares that are aesthetically pleasing and environmentally friendly, by using drought-tolerant plants and drip irrigation when possible.
SERVICES
Using both in-house personnel and contractual services, the Lighting/Landscape Maintenance Division maintains the City's medians, parkways, and certain slope areas. Responsibilities include:
• Cultivating plants and shrubs.
• Repairs and upgrades to irrigation systems.
• Planting, trimming, and evaluating the condition of all City maintained trees. • Administer and monitor contract landscape, tree trimming and weed abatement services.
SERVICE LEVEL TRENDS
Focused on increasing city tree inventory and renovating and updating current landscaping material.
Increasing the Centralized Irrigation System to better manage available water resources.
MAJOR ACCOMPLISHMENTS FY 2023/24
• Maintained a high level of customer service.
• Developed and implemented a proactive maintenance plan for diseased and stressed trees to reduce City tree inventory loss and improve the overall health of City street tree inventory. • Prepared and responded to increased and more severe weather event emergencies in a safe, timely and efficient manner.
• Completed 1,023 service requests during the period of 1/1/2023 to 1/1/2024.
GOALS AND OBJECTIVES FY 2024/25
• Renovate several City-maintained landscape areas on Mission Oaks between Wood Creek and Oak Canyon.
• Continue to perform crown reductions of large City-maintained trees within slope areas adjacent to private properties and on arterial and residential streets to lessen the likelihood of those trees falling.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of trees trimmed annually 2,985 5,226 5,600 5,600 Benchmark: To include trimming all slope property line trees every 1-2 years (25,000 City-maintained trees)
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
162
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of graffiti incidents 419 366 600 N/A
Percentage of graffiti removed within 24 hours New 100.0% 100.0% 100.0% Benchmark: 100% (when reported Monday through Friday or on the next business day when reported Saturday, Sunday, or on a holiday?
Revenues, Expenditures and Transfers Fund No. 220
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Taxes
Current Year Secured $ 2,319,560 $ 2,426,112 $ 2,511,025 Prior Year Secured 17,031 16,000 16,000
Current Year Unsecured 48,851 50,000 50,000
Prior Year Unsecured 2,400 1,500 1,500
Supplemental 48,179 30,900 30,900
Homeowners Exempt. 15,095 40,000 40,000
AB1484 Residual 122,028 100,000 100,000
Other Operating 4,954 15,390 15,390
Late Payment Penalty 4,889 4,606 4,606
Interest Income 3,628 — —
Total Revenues $ 2,586,616 $ 2,684,508 $ 2,769,421
Expenditures - Street Lighting
Salaries and Benefits $ 188,249 $ 212,937 $ 238,057
Operational Charges 915,971 923,500 1,073,500
Allocations 13,884 24,202 27,213
Street Lighting Total $ 1,118,104 $ 1,160,639 $ 1,338,770 Expenditures - Landscape Maintenance
Salaries and Benefits $ 1,395,001 $ 1,674,678 $ 1,721,197 Operational Charges 2,208,176 2,408,600 2,530,580
Allocations 533,063 775,086 805,281
Capital Expenditures — 44,000 —
Landscape Maintenance
Total $ 4,136,240 $ 4,902,364 $ 5,057,058
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
163
Lighting/Landscape
Expenditure Total $ 5,254,344 $ 6,063,003 $ 6,395,828
Transfer from Other Funds
General Fund $ 2,655,773 $ 3,366,495 $ 3,614,407
TDA Article 3 Fund 11,957 12,000 12,000
Net Transfers (to)/from Other
Funds $ 2,667,730 $ 3,378,495 $ 3,626,407
Estimated Fund Balance June 30 $ — $ — $ —
Full-Time Equivalent
Employees 11.20 11.20 11.25
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
164
MISSION
To maintain various landscape areas throughout the City to provide an aesthetically pleasing environment for those who live, work, and play in Camarillo.
SERVICES
Maintain medians, parkways, and slopes in landscaped areas funded through special assessment districts.
Owners of properties within the districts are assessed for landscape maintenance and irrigation through their property taxes. Most of the maintenance is accomplished using contract services with City staff monitoring and inspecting the work. The services include cultivating, trimming, and fertilizing all shrubs, ground cover, and trees, and repair or replacement of sidewalks.
SERVICE LEVEL TRENDS
Focused on increasing renovations in these areas and updating the Centralized Irrigation System to efficiently manage available water resources. An enhanced level of landscape maintenance services applies to these special districts because a special tax is assessed to fund the maintenance of these areas.
MAJOR ACCOMPLISHMENTS 2023/24
• Renovated several areas within the Wittenburg Maintenance District, that included irrigation upgrades and new shrubs and ground cover.
• Maintained a high level of customer service that included positive feedback from the public on a regular basis.
• Completed 403 service requests during the period of 1/1/2023 to 1/1/2024.
GOALS AND OBJECTIVES FY 2024/25
• Develop a project to increase landscaping coverage of our slopes to lessen the effects of slope erosion due to severe rain events.
MAINTENANCE DISTRICTS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
165
Revenues, Expenditures and Transfers Fund No. 221
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 1,429,759 $ 1,434,337 $ 1,170,049 Revenues
Taxes
Current Year Secured $ 988,391 $ 1,000,000 $ 1,000,000
Prior Year Secured 6,908 6,139 6,139
Current Yr Unsecured 29,936 23,491 23,491
Prior Year Unsecured 968 603 603
Supplemental 19,541 11,000 11,000
Homeowners Exempt. 6,137 6,280 6,280
AB1484 Residual 85 — —
Late Payment Penalty 1,985 1,900 1,900
Interest Income 29,811 21,263 21,263
Net Adjust. Fair Value (1,898) — —
Total Revenues $ 1,081,864 $ 1,070,676 $ 1,070,676
Expenditures
Operational Charges $ 1,077,286 $ 1,334,964 $ 1,405,764 Total Expenditures $ 1,077,286 $ 1,334,964 $ 1,405,764
Estimated Fund Balance June 30 $ 1,434,337 $ 1,170,049 $ 834,961 MISSION OAKS MD1A FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
166
Revenues and Expenditures Fund No. 222
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Estimated Available Fund Balance July 1 $ 96,092 $ 99,418 $ 87,418 Revenues
Current Year Assess. 29,884 30,060 30,060
Interest Income 1,938 1,000 1,000
Net Adjust. Fair Value (127) — —
Total Revenues $ 31,695 $ 31,060 $ 31,060
Expenditures
Operational Charges $ 28,369 $ 43,060 $ 43,995
Total Expenditures $ 28,369 $ 43,060 $ 43,995
Estimated Fund Balance June 30 $ 99,418 $ 87,418 $ 74,483 WITTENBERG MAINTENANCE DISTRICT MD2A FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
167
Revenues and Expenditures Fund No. 223
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Estimated Available Fund Balance July 1 $ 582 $ (159) $ 77 Revenues
Current Year Assess. $ 1,826 $ 1,869 $ 1,869
Interest Income 4 25 25
Total Revenues $ 1,830 $ 1,894 $ 1,894
Expenditures
Operational Charges $ 5,271 $ 5,658 $ 5,848
Total Expenditures $ 5,271 $ 5,658 $ 5,848
Transfer (to)/from General Fund $ 2,700 $ 4,000 $ 4,867 Estimated Fund Balance June 30 $ (159) $ 77 $ 990
ARMITOS STORM BASINS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
168
Revenues and Expenditures Fund No. 224
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Estimated Available Fund Balance July 1 $ 53,243 $ 59,587 $ 57,661 Revenues
Current Year Assess. $ 51,639 $ 53,891 $ 55,963
Interest Income 1,164 445 445
Net Adjust. Fair Value (73) — —
Total Revenues $ 52,730 $ 54,336 $ 56,408
Expenditures
Operational Charges $ 46,386 $ 56,262 $ 59,197
Total Expenditures $ 46,386 $ 56,262 $ 59,197
Estimated Fund Balance June 30 $ 59,587 $ 57,661 $ 54,872
MISSION OAKS INDUSTRIAL MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
169
Revenues and Expenditures Fund No. 225
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Estimated Available Fund Balance July 1 $ 28,673 $ 30,114 $ 25,163 Revenues
Current Year Assess. $ 16,084 $ 18,200 $ 20,450
Interest Income 598 445 445
Net Adjust. Fair Value (39) — —
Total Revenues $ 16,718 $ 18,645 $ 20,895
Expenditures
Operational Charges 15,277 23,596 24,971
Total Expenditures $ 15,277 $ 23,596 $ 24,971
Estimated Fund Balance June 30 $ 30,114 $ 25,163 $ 21,087
PRESLEY MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
170
Revenues and Expenditures Fund No. 226
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 32,676 $ 36,902 $ 35,079 Revenues
Late Payment Penalty $ 14 $ — $ —
Current Year Assess. 21,642 21,925 21,925
Prior Year Assessments 125 — —
Interest Income 783 186 186
Net Adjust. Fair Value (50) — —
Total Revenues $ 22,514 $ 22,111 $ 22,111
Expenditures
Operational Charges $ 18,288 $ 23,934 $ 24,564
Total Expenditures $ 18,288 $ 23,934 $ 24,564
Estimated Fund Balance June 30 $ 36,902 $ 35,079 $ 32,626
SPANISH HILLS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
171
Revenues and Expenditures Fund No. 227
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 26,650 $ 16,646 $ 12,507 Revenues
Late Payment Penalty $ 18 $ — $ —
Current Year Assess. 7,784 7,814 8,580
Interest Income 495 251 251
Prior Year 177 — —
Net Adjust. Fair Value (32) — —
Total Revenues $ 8,442 $ 8,065 $ 8,831
Expenditures
Operational Charges $ 18,446 $ 12,204 $ 11,960
Total Expenditures $ 18,446 $ 12,204 $ 11,960
Estimated Fund Balance June 30 $ 16,646 $ 12,507 $ 9,378
SARES/REGIS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
172
Revenues and Expenditures Fund No. 228
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 40,999 $ 40,834 $ 31,867 Revenues
Current Year Assess. $ 30,957 $ 33,000 $ 35,640
Prior Year Assess. 227 — —
Interest Income 829 637 637
Net Adjust. Fair Value (53) — —
Total Revenues $ 31,960 $ 33,637 $ 36,277
Expenditures
Operational Charges $ 32,125 $ 42,604 $ 44,529
Total Expenditures $ 32,125 $ 42,604 $ 44,529
Estimated Fund Balance June 30 $ 40,834 $ 31,867 $ 23,615
VISTA LAS POSAS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
173
Revenues and Expenditures Fund No. 230
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 58,882 $ 61,614 $ 57,325 Revenues
Late Payment Penalty $ 37 $ — $ —
Current Year Assess. 29,508 29,600 29,600
Prior Year 138 — —
Interest Income 1,212 499 499
Net Adjust. Fair Value (79) — —
Total Revenues $ 30,816 $ 30,099 $ 30,099
Expenditures
Operational Charges $ 28,084 $ 34,388 $ 35,983
Total Expenditures $ 28,084 $ 34,388 $ 35,983
Estimated Fund Balance June 30 $ 61,614 $ 57,325 $ 51,441
ADOLFO GLEN III MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
174
Revenues and Expenditures Fund No. 231
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 64,555 $ 67,661 $ 64,389 Revenues
Current Year Assess. $ 41,670 $ 41,800 $ 41,800
Late Payment Penalty $ 17.11 $ — $ —
Prior Year Assess. 131 — —
Interest Income 1,329 544 544
Net Adjust. Fair Value (85) — —
Total Revenues $ 43,062 $ 42,344 $ 42,344
Expenditures
Operational Charges $ 39,956 $ 45,616 $ 47,116
Total Expenditures $ 39,956 $ 45,616 $ 47,116
Estimated Fund Balance June 30 $ 67,661 $ 64,389 $ 59,617
ADOLFO GLEN II MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
175
Revenues and Transfers Fund No. 240
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 4,072,683 $ 4,791,569 $ 4,476,931 Revenues
Development Services / SIBA $ 827,118 $ — $ —
Interest Income 86,324 59,101 59,101
Net Adjustment Fair Value (5,779) — —
Total Revenues $ 907,663 $ 59,101 $ 59,101
Transfers (to) Other Funds
Capital Improvement Projects Fund $ (188,777) $ (373,739) $ (243,850) Net Transfers (to)/from $ (188,777) $ (373,739) $ (243,850) Estimated Fund Balance June 30 $ 4,791,569 $ 4,476,931 $ 4,292,182
SIBA FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
176
Revenues and Transfers Fund No. 251
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 10,916,232 $ 11,464,326 $ 9,495,078 Revenues
Development Services / TMF $ 718,869 $ 463,930 $ 1,362,006 Interest Income 220,073 99,031 99,031
Net Adjustment Fair Value (14,734) — —
Total Revenues $ 924,208 $ 562,961 $ 1,461,037
Transfers (to) Other Funds
Capital Improvement Project (376,114) (2,532,209) (1,304,104) Total Transfers (to) Others Funds $ (376,114) $ (2,532,209) $ (1,304,104) Net Transfers (to)/from
Other Fund $ (376,114) $ (2,532,209) $ (1,304,104)
Estimated Fund Balance June 30 $ 11,464,326 $ 9,495,078 $ 9,652,011
TRAFFIC MITIGATION FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
177
Revenues and Transfers Fund No. 252
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 1,050,890 $ 1,073,249 $ 162,534 Revenues
Development Services / Bridge Policy $ 292,255 $ 1,500 $ 149,681 Interest Income 23,451 12,932 12,932
Net Adjustment Fair Value (1,570) — —
Total Revenues $ 314,136 $ 14,432 $ 162,613
Transfers (to) Other Funds
Capital Improvement Projects Fund $ (291,777) $ (925,147) $ (325,147) Net Transfers (to)/from $ (291,777) $ (925,147) $ (325,147) Estimated Fund Balance June 30 $ 1,073,249 $ 162,534 $ —
BRIDGE POLICY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
178
Revenues and Transfers Fund No. 253
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 33,172 $ 33,783 $ 34,123 Revenues
Interest Income $ 655 $ 340 $ 340
Net Adjustment Fair Value (44) — —
Total Revenues $ 611 $ 340 $ 340
Estimated Fund Balance June 30 $ 33,783 $ 34,123 $ 34,463
STORM DRAIN FEES FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
179
Revenues and Expenditures Fund No. 261
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 290,726 $ 296,085 $ 298,711 Revenues
Interest Income 5,744 2,626 2,626
Net Adjustment Fair Value (385) — —
Total Revenues $ 5,359 $ 2,626 $ 2,626
Estimated Fund Balance June 30 $ 296,085 $ 298,711 $ 301,337
SIGNAL FEES FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
180
Revenues Fund No. 262
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 418,890 $ 426,613 $ 430,671 Revenues
Interest Income $ 8,277 $ 4,058 $ 4,058
Net Adjustment Fair Value (554) — —
Total Revenues $ 7,723 $ 4,058 $ 4,058
Estimated Fund Balance June 30 $ 426,613 $ 430,671 $ 434,729
UNDERGROUND UTILITIES FEES FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
181
Revenues Fund No. 263
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 3,008,109 $ 3,113,351 $ 3,142,949 Revenues
Interest Income 60,506 29,598 29,598
Net Adjustment Fair Value (4,051) — —
Total Revenues $ 56,455 $ 29,598 $ 29,598
Transfers (to) Other Funds
Capital Improvement Project 48,787 — —
Net Transfers (to)/from $ 48,787 $ — $ —
Estimated Fund Balance June 30 $ 3,113,351 $ 3,142,949 $ 3,172,547
STREET IMPROVEMENTS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
182
Revenues and Transfers Fund No. 264
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 9,692 $ 9,870 $ 10,915 Revenues
Interest Income 191 1,045 1,045
Net Adjustment Fair Value (13) — —
Total Revenues $ 178 $ 1,045 $ 1,045
Estimated Fund Balance June 30 $ 9,870 $ 10,915 $ 11,960
PARKING IN-LIEU FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
183
Revenues and Transfers Fund No. 275
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 158,825 $ 161,753 $ 162,181 Revenues
Interest Income 3,138 428 428
Net Adjust. Fair Value (210) — —
Total Revenues $ 2,928 $ 428 $ 428
Estimated Fund Balance June 30 $ 161,753 $ 162,181 $ 162,609
AIR QUALITY MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
184
MISSION
To administer the City’s Community Development Block Grant (CDBG) program in compliance with federal requirements and City Council policy.
SERVICES
Recommends appropriate uses for the City’s allocation of CDBG funds. Administers contracts and monitors the use of CDBG funds by public service agencies, non-profit organizations, and City programs receiving CDBG funds. Prepares the Consolidated Plan and annual Action Plan, and the Consolidated Annual Performance Evaluation Report.
SERVICE LEVEL TRENDS
Annual service levels or outcomes fluctuate due to the amount of funding received from the Federal Government’s annual CDBG allocation in the City.
MAJOR ACCOMPLISHMENTS 2023/24
• Supported Habitat for Humanity’s Home Repair program to assist lower-income households with necessary home repairs and ADA improvements.
• Supported six local public service agencies that provided a wide range of services and assistance to lower-income households, homeless, and senior population through the use of CDBG funds. • Supported three local public service agencies that provided a wide range of services and assistance to lower-income households, homeless, and senior population through the use of CDBG-CV funds. • Furthered fair housing by contributing to the regional contract with the Housing Rights Center to conduct random in person and telephone testing of rental units in the City. • Completed FY 2023/24 Annual Action Plan and began implementation, program monitoring, and completed 2022/2023 Consolidated Annual Performance Evaluation Report (CAPER).
GOALS AND OBJECTIVES FY 2024/25
• Continue to support Habitat for Humanity’s Home Repair program. • Continue to support local public service agencies that provide services and assistance to lower- income households, homeless, and senior population.
• Continue to implement the City’s Affordable Housing Property Preservation Program to preserve existing affordable units from converting to market-rate and consider other alternatives to aid in the provision of affordable housing for the City.
• Continue to further fair housing by participating in the regional contract with the Housing Rights Center and conduct random in person and telephone testing of rental units in the City. • Continue to manage the CDBG program to ensure compliance with local program objectives and HUD regulations.
• Begin preparation of the 2025-2029 Consolidated Plan and Analysis of Impediments to Fair Housing.
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
185
Revenues, Expenditures and Transfers Fund No. 280
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 667,080 $ 494,424 $ 558,682 Revenues
Grants & Subventions
All Prior Fiscal Years $ 44,273 $ 143,083 $ 143,083
CDBG FY 2022/23 44,391 25,000 25,000
CDBG FY 2023/24 — 332,793 332,793
CDBG FY 2024/25 — — 415,624
COVID-19 144,771 176,277 —
Housing Rehab Loans 39,111 — —
Total Revenues $ 272,546 $ 677,153 $ 916,500
Expenditures
CDBG Fund
Operational Charges $ 41,537 $ 414,161 $ 178,632
Public Service Grants
Operational Charges $ 203,813 $ 148,734 $ 161,991
Housing
Operational Charges $ 199,852 $ 50,000 $ 75,000
Total Expenditures $ 445,202 $ 612,895 $ 415,623
Estimated Fund Balance June 30 $ 494,424 $ 558,682 $ 1,059,559
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
186
MISSION
To raise additional funds for the library.
SERVICES
The Russell Fischer Business Collection offers an exemplary collection of business resources and services for the purpose of benefiting the business community and residents of the greater Camarillo area through the support of the Russell Fischer Business Collection endowment.
The Friends of the Camarillo Library focuses on bringing the services and facilities of the Camarillo Public Library to the attention and interest of the Camarillo community. The Friends help support the library by providing funding of new book and magazine purchases, library materials and supplies, and other unmet needs of the library.
Efforts continue in the acquiring and preservation of city library resources through the contributions of the Friends of the Camarillo Library and the Russell Fischer Business endowment.
SERVICE LEVEL TRENDS
Bookstore sales are increasing, and it is anticipated that revenue will continue to increase.
MAJOR ACCOMPLISHMENTS 2023/24
• As part of the Operating Agreement with Friends of the Library, in December 2023 Friends donated $142,000 for use in Fiscal Year 2024/25 to purchase library materials.
GOALS AND OBJECTIVES FY 2024/25
• Work with the library operator to explore ways to increase library fund donations.
LIBRARY SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
187
Revenues and Expenditures Fund No. 285
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 150,121 $ 636,349 $ 489,607 Revenues
Interest Income $ 6,416 $ 5,513 $ 5,513
Net Adjust. Fair Value (430) — —
Developers/Private — 300 300
Friends of Library 145,000 145,000 142,000
Rental Income — 1,500 —
R. Fischer Trust 195,000 — 195,000
Total Revenues $ 345,986 $ 152,313 $ 342,813
Expenditures
Operational Charges $ 222,606 $ 299,055 $ 302,481
Total Expenditures $ 222,606 $ 299,055 $ 302,481
Transfer (to)/from General Fund $ 362,848 $— $—
Estimated Fund Balance June 30 $ 636,349 $ 489,607 $ 529,939
LIBRARY SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
188
Revenues, Expenditures and Transfers Fund No. 286
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 2,137,383 $ 2,214,661 $ 544,364 Revenues
Cable PEG Fees $ 175,367 $ 206,000 $ 206,000
Interest Income 42,057 16,297 16,297
Net Adjustment Fair Value (2,816) — —
Total Revenues $ 214,608 $ 222,297 $ 222,297
Transfers (to) Other Funds
City Hall Fund $ (137,330) $ — $ —
Capital Improvement Projects Fund $ — $ (1,892,594) $ (758,384) Total Transfers Out $ (137,330) $ (1,892,594) $ (758,384) Estimated Fund Balance June 30 $ 2,214,661 $ 544,364 $ 8,277
CABLE PEG FEES SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
189
MISSION
To administer the debt service of the 2012 library lease revenue bonds.
SERVICES
Work with trustees for the timely payment of principal and interest payments. Reconcile statements received with general ledger. Review debt periodically for opportunities to refund. Administer all aspects of each debt issue according to legal requirements.
SERVICE LEVEL TRENDS
No additional debt is anticipated during the budget cycle.
MAJOR ACCOMPLISHMENTS 2023/24
• Paid the debt service payments to the trustees on time. • Monitored the activity of each fund on a monthly basis to assure correct and accurate accounting of the funds due to the bondholders.
• Reconciled all monthly trust statements prior to the 15th of the following month. • Reported each month’s trust activity to the City Council prior to the end of the following month. • Provided Digital Assurance Certification LLC (DAC), the Dissemination Agent, all annual bond disclosure reports, all the required documents on each bond issue for electronic filing with Electronic Municipal Market Access (EMMA), and the Nationally Recognized Municipal Securities Information Repositories (NRMSIR) according to legal requirements. Electronic filing enables bondholders to visit DAC’s “free” website for current and prior year disclosure reports, City financial statements, and other bond information.
GOALS AND OBJECTIVES FY 2024/25
• Timely debt service payments, to keep miscellaneous costs at a minimum and to provide excellent service to the bondholders.
• Monitor the investment of idle funds to ensure compliance with the permitted investment language provided in the bond documents and to maximize yield.
• Report to the City Council monthly, by the end of the following month, the amount, interest rate, and type of investment in which the trustee has placed the bond funds. • File timely disclosure reports and financial statements with DAC, EMMA, and NRMSIR to enable bondholders, trustees, and others, website access to current bond and financial information. • Explore early call option or bond refinancing
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
190
Revenues, Expenditures and Transfers Fund No. 321
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 496,913 $ 509,716 $ 509,716 Revenues
Interest Income $ 15,875 $ — $ —
Total Revenues $ 15,875 $ — $ —
Expenditures/Debt Service-Bonds
Operational Charges $ 494,944 $ 489,938 $ 493,970
Total Expenditures $ 494,944 $ 489,938 $ 493,970
Transfer from Other Funds
General Fund $ 491,872 $ 489,938 $ 493,970
Total Transfers In $ 491,872 $ 489,938 $ 493,970
Estimated Fund Balance June 30 $ 509,716 $ 509,716 $ 509,716
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
191
Revenues, Expenditures and Transfers Fund No. 410
Description
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25
Estimated Available Fund Balance July 1 $ 6,836,411 $ 11,881,663 $ 20,102,674 Revenues
Grants & Subventions
State Transportation Improvement
Fund $ — $ 835,000 $ —
CMAQ-Hwys & Streets $ 204,146 $ 3,550,352 $ 88,530
LOSSAN Grant — 1,900,000 350,807
Total Revenues $ 204,146 $ 6,285,352 $ 439,337
Expenditures
Capital Projects-General $ 3,805,298 $ 15,467,767 $ 16,150,968 Transfer from Other Funds
General Fund $ 5,615,697 $ 7,275,448 $ 50,000
SB1 Fund 829,428 815,399 2,213,440
TDA Article 8 Roads Fund 1,295,824 3,588,890 2,130,529 TMF Fund 376,114 2,532,209 1,304,104
SIBA Fund 188,777 373,739 243,850
Bridge Policy Fund 291,777 925,147 325,147
Camarillo Corridor Project Fund — 1,892,594 758,384
Street Improvements Fund 48,787 — —
Net Transfers from
Other Funds $ 8,646,404 $ 17,403,426 $ 7,025,454
Net Transfers (to) /from
Other Funds $ 8,646,404 $ 17,403,426 $ 7,025,454
Estimated Fund Balance June 30 $ 11,881,663 $ 20,102,674 $ 11,416,497
CAPITAL IMPROVEMENT PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
192
Revenues, Expenditures and Transfers Fund No. 429
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 11,830,346 $ 8,601,568 $ 8,956,928 Revenues
Interest Income $ 90,421 $ 50,337 $ 50,337
Net Adjustment Fair Value (5,971) — —
Total Revenues $ 84,450 $ 50,337 $ 50,337
Capital Expenditures
Capital Projects-General 3,313,228 102,296 50,000
Total Expenditures $ 3,313,228 $ 102,296 $ 50,000
Transfer (to) Other Funds
Transfer (from) Low/Mod Housing Fund $— $407,319 $—
Net Transfers (to) /from
Other Funds $ — $ 407,319 $ —
Estimated Fund Balance June 30 $ 8,601,568 $ 8,956,928 $ 8,957,265
CAMARILLO CORRIDOR PROJECT AREA FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
193
MISSION
Former California Redevelopment Agencies (RDAs) once used property tax revenues to pay for affordable housing projects. On February 1, 2012, the RDAs were officially dissolved. As a result of the dissolution, Successor Agencies were established to manage any existing redevelopment projects and to help wind-down the process at the local level. On January 11, 2012, the City of Camarillo elected to become the Successor Agency to the former Camarillo Community Development Commission (CDC) that served as the RDA and assumed its functions.
Senate Bill (SB) 341 clarifies the rules governing the expenditures of the Successor Agencies. One of the SB 341 clarifications is that the former RDA housing assets must be maintained in a separate fund called the “Low and Moderate Income Housing Asset Fund.” To comply with this requirement, the City has created Fund No. 498 Low-Mod Income Housing Asset. An annual report on the Low-Mod Income Housing Asset Fund is prepared and submitted to the California State Department of Housing and Community Development (HCD) by April 1 st of each year. The report includes detailed information on the transfers, revenues, and expenditures of the fund.
SERVICES
Allowed activities for the Low-Mod Income Housing Asset Fund include housing monitoring, rapid rehousing solutions for homelessness prevention, and expanding housing options for low-income households, defined as households earning 80% or less of the area median income (AMI). At least 30% of expenditures must be allocated to extremely low income rental households (i.e., households that earn 30% or less of AMI). A maximum of 20% may be allocated to low income households (i.e., household that earn between 60% and 80% of the AMI). No funding may be spent on moderate income households (i.e., households that earn between 81% and 120% of the AMI).
SERVICE LEVEL TRENDS
The City is actively seeking opportunities to expend the Low-Mod Income Housing Asset Fund that will result in additional affordable housing options in the City of Camarillo.
MAJOR ACCOMPLISHMENTS 2023/24
In order to comply with SB 341 reporting requirements for Fund 498, the City used $5,000 for consulting fees from Fund 498 to prepare the annual SB 341 report.
GOALS AND OBJECTIVES FY 2024/25
Expand housing options for extremely low-, very low-, and low-income households, and meet with the income proportionality limit requirements associated with expenditure of the Low-Mod Income Housing Asset Fund. It is anticipated that the Low-Mod Income Housing Fund may be used to finance a loan to the Ventura County Area Housing Authority and Many Mansions, for the proposed affordable housing project at 2800 Barry Street.
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
194
Revenues and Expenditures Fund No. 498
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Available Fund Balance July 1 $ 858,625 $ 861,572 $ 398,262 Revenues
Interest Income $ 11,457 $ 5,459 $ 5,459
Net Adjustment Fair Value (767) — —
Total Revenues $ 10,690 $ 5,459 $ 5,459
Expenditures
Operational Charges 7,743 61,450 50,826
Total Expenditures $ 7,743 $ 61,450 $ 50,826
Transfers out to Other Funds
Camarillo Corridor Project Fund $ — $ (407,319) $ —
Total Transfers to Other Funds $ — $ (407,319) $ —
Estimated Fund Balance June 30 $ 861,572 $ 398,262 $ 352,895
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
195
MISSION
To provide administrative support and assistance to the public, City Council, City departments, and employees in the areas of loss prevention and control, insurance, and claims management.
SERVICES
Risk Management provides contract administration, promotes and facilitates employee safety, oversees the City insurance program, and manages claims in the following areas:
• General Liability Claims:
▪ Assist claimants with reporting procedures working directly with claims administrator in processing of claims.
▪ Review loss reports in an effort to minimize required deposits and expedite claim processing. • Workers’ Compensation Claims:
▪ Interfaces with employees, supervisors, City/personal medical providers, California Joint Powers Insurance Authority (CJPIA) and its claims administrator. • Property:
▪ Maintain inventory of property and equipment and define appropriate level and type of insurance coverage.
• Special Event Insurance:
▪ Provide assistance to the public in obtaining special event insurance. ▪ Process quarterly reports.
• Self-funded Insurance:
▪ Administer City’s self-funded dental and vision programs, assisting employees with processing of claims and benefit issues.
• Insurance Benefits:
▪ Evaluate, monitors, and provides employee assistance with health, dental, and vision insurance, Employee Assistance Program, short/long term disability, and life insurance benefit programs. • Cal/OSHA Requirements:
▪ Review all work programs for Cal/OSHA compliance.
• Safety:
▪ Assist departments in safety training/certification with special emphasis on state-mandated requirements including SB-198 Injury and Illness Prevention Program. • D.O.T. Drug & Alcohol Testing Program:
▪ Ensure compliance with the Department of Transportation and the Federal Motor Carrier Safety Administration rules regarding alcohol and drug testing for safety-sensitive employees.
SERVICE LEVEL TRENDS
Service level trends typically remain static. Where a trend may reflect an increase in potential liability, the City will evaluate incidents and deploy corrective measures and best practices to mitigate potential issues.
MAJOR ACCOMPLISHMENTS 2023/24
• Closed out 57% of general liability claims and 45% of workers’ compensation claims. • Administered Safety Incentive Program.
• Adopted and/or revised safety-related programs in compliance with Cal/OSHA regulations. • Provided safety-related training sessions in compliance with the Injury and Illness Prevention Program (IIPP).
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
196
GOALS AND OBJECTIVES FY 2024/25
• Continue to review, develop, and implement comprehensive risk management policies and procedures.
• Continue to monitor general liability and workers’ compensation claims and reports. • Continue administering safety training in compliance with Cal/OSHA regulations. • Monitor Safety Incentive Program for effectiveness.
• Continue to develop and implement the Master Training Matrix.
Revenues and Expenses Fund No. 510
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 936,795 $ 1,202,196 $ 1,038,216
Revenues
Interest Income $ 6,489 $ 2,479 $ 2,479
Reimbursements 114,348 88,500 88,500
General Insurances 2,192,460 2,108,259 2,299,517
Vision & Dental 265,675 220,950 266,760
Total Revenues $ 2,578,972 $ 2,420,188 $ 2,657,256
Expenses
Salaries and Benefits $ 225,236 $ 249,909 $ 237,837
Operational Charges 2,064,647 2,309,192 2,393,356
Allocations 23,688 25,067 23,584
Total Expenses $ 2,313,571 $ 2,584,168 $ 2,654,777
Estimated Working
Capital Balance
June 30 $ 1,202,196 $ 1,038,216 $ 1,040,695
Full-Time Equivalent
Employees 1.05 1.00 0.80
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
197
MISSION
To support the efficient and timely delivery of superior services to the public, county agencies, and other cities by providing the City Council and staff with innovative, cost-effective information services and technologies.
SERVICES
Information Systems provides comprehensive planning and coordination of all City technology including:
• Use and maintenance of the IBM Power 10 mid-range server (formerly iSeries) and Windows servers. • Local and wide area network (LAN/WAN) and desktop environments support. • Oversight of:
◦ VoIP telephone system
◦ Internet
◦ Website
◦ Geographic Information Systems (GIS)
◦ Copier/fax, printing, audio/visual and peripheral equipment The City uses the IBM Power 10 for its NaviLine Enterprise Resource Planning applications, including core financial applications, land management, building permits, e-commerce, and utility billing.
The City’s Windows network serves word processing, file access, spreadsheet, database, email, document imaging, and GIS applications while providing security and connectivity to the Internet.
SERVICE LEVEL TRENDS
Information Systems supports a total of 215 desktop computers, 80 laptop/mobile devices, 36 network servers, and one IBM Power 10, serving City Hall, Corporation Yard, Emergency Operations Center, and Wastewater Treatment Plant. Information Systems also provides installation, upgrades, technical support, and end-user training to all sites.
Library Systems & Services, LLC (LS&S) is in the second year of a 10-year Operational agreement to provide information technology support to the Camarillo Public Library. The City’s Information Systems will review and approve the purchase of needed equipment, software, and other related peripheral equipment for the Camarillo Public Library in accordance with the City’s Purchasing Policy.
MAJOR ACCOMPLISHMENTS 2023/24
• Replaced iSeries computer with a new IBM Power 10 System to support NaviLine ERP. • Completed NaviLine integration for the Open Gov Planning and Permitting System. • Purchased and installed large monitors and Bluebeam software for processing digital plans. • Support city-wide document imaging project.
• Installed backup batteries in the data center to allow 4-5 hours of runtime during power outage. • Started work on integrating the new Advanced Metering Infrastructure. • Successfully moved all equipment used for broadcasting and streaming City meetings, and set up the Library with cameras, microphones and networking equipment to stream meetings while the City Hall Council Chambers is being remodeled.
• Convert IBM Power 10 backup from tape to digital using a LaserVault appliance. • Oversee Library Systems & Services information technology upgrade requests for budget
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
198
GOALS AND OBJECTIVES FY 2024/25
• Integrate NaviLine with Advanced Metering Infrastructure (AMI) and Water Smart. • Replace all City desktop PCs with a combination laptop and docking station. • Create a 5-year Information Systems Master Plan.
• Upgrade audio-visual equipment in conference rooms at City Hall and the Corporation Yard. • Replace all VoIP switches.
• Support city-wide document imaging project.
• Extend cell phone coverage at City Hall, and Corporate Yard. • Replace current NaviLine disaster recovery solution with an all-digital solution. • Install backup Internet connections at City Hall, Corporate Yard, and Wastewater Treatment Plant. • Oversee Library Systems & Services information technology upgrade requests.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goad of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of IS Service Requests / % Resolved New Measure 1,174 / 98.6% 1,300 / 99% 1,500 / 100% Benchmark: 1,800 / 100%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percent of Requests Responded to within 1 day New Measure 96% 97% 95% Percent of Requests Responded to within 3
days New Measure 88% 91% 90%
Benchmark: 95% for both
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Network/Website Availability (up-time) 99.9% / 99.9% 98.9% / 99.96% 99.9% / 99.9% 99.9% / 99.9% Benchmark: 99.9% / 99.9%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Website Quality and Optimization Scan Score 90.50% 99% 99.00% 95% Benchmark: 95% (scored by Monsido)
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
199
Description
Estimated Working
Capital July 1 $ 1,464,651 $ 2,505,342 $ 2,364,174
Photocopy & Map $ 593 $ 500 $ 500
Other Operating 1,096 500 500
Interest Income 51,192 20,672 20,672
Net Adjust. Fair Value (3,427) — —
Gain/Loss Asset Disposal (2,438) — —
ISF Allocated Charges 3,106,608 4,025,270 4,518,657
Total Revenues $ 3,153,624 $ 4,046,942 $ 4,540,329
Expenses-Information Systems
Salaries and Benefits $ 879,044 $ 1,059,791 $ 1,230,288 Operational Charges 1,187,292 2,238,809 1,869,805
Allocations 169,080 311,397 311,397
Capital Expenses 112,868 80,000 557,500
Info. Systems Total $ 2,348,284 $ 3,689,997 $ 3,968,990 Expenses-Telephone Systems
Salaries and Benefits $ 12,902 $ 15,174 $ 16,702
Operational Charges 60,535 71,150 71,400
Tele. Systems Total $ 73,437 $ 86,324 $ 138,102
Expenses-GIS
Salaries and Benefits $ 190,226 $ 206,249 $ 224,951
Operational Charges 25,259 23,750 48,250
GIS Total $ 215,485 $ 229,999 $ 273,201
Expenses-Library I.S. Services
Salaries and Benefits $ 30,379 $ — $ —
Operational Charges 51,455 96,790 104,864
Capital Expenses 38,015 85,000 156,000
Library I.S. Svc. Total $ 119,849 $ 181,790 $ 260,864
Depreciation/Amortization
Depreciation Expense $ 50,481 $ — $ —
Contra - Fixed Asset Capital (644,122) — —
Total Expenses $ 2,163,414 $ 4,188,110 $ 4,641,157
Adjustments to Working Capital $ 50,481 $ — $ —
Revenues and Expenses Fund No. 530
Actual
2022/23
Amended
Budget
2023/24
Proposed Budget
2024/25
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
200
Estimated Working
Capital Balance
June 30 $ 2,505,342 $ 2,364,174 $ 2,263,346
Full-Time Equivalent
Employees 5.60 5.60 6.00
Revenues and Expenses Fund No. 530
Actual
2022/23
Amended
Budget
2023/24
Proposed Budget
2024/25
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
201
MISSION
To service, maintain, and repair City owned vehicles and equipment to the highest operating standards, complying with all local, State and Federal regulations and ensuring operator safety to the maximum extent possible. Procure fuel-efficient, cost-effective vehicles that meet the needs of the City and are available for purchase from manufacturers; and procure equipment in a cost-effective manner that meets the needs of the departments. Transition City vehicles and infrastructure to electric or hybrid to reduce greenhouse gas emissions.
SERVICES
City vehicles and various types of equipment are purchased, maintained, and repaired by Fleet staff using a combination of in-house and outsourced shops, with most of the maintenance being performed by City mechanics. Outsourcing occurs when specialized tools and equipment are necessary. Fleet Maintenance staff also provide limited repairs on non-fleet components and fabricate and weld specialized tools and equipment to be used in various field operations. In addition to providing procurement, preventive maintenance, and repairs, Fleet Maintenance staff generate work orders, create blanket and field purchase orders. Fleet staff plan and implement Fleet item budgets and prepare monthly reports for the Fleet Manager and Department Director.
SERVICE LEVEL TRENDS
Service levels continue to expand as the Fleet size and demand for 78 vehicles and 35 pieces of equipment increases and average age of the vehicles and equipment increases.
MAJOR ACCOMPLISHMENTS 2023/24
• Complied with California Air Resources Board and Ventura County Air Pollution Control District regulations for diesel engine emission reductions and reporting. • Performed maintenance and repair to Fleet vehicles and equipment to ensure proper and safe operation.
• Updated the 5-year Projected Replacement Cost Set Aside Schedule to ensure sufficient vehicle and equipment funding.
• Took delivery of four electric pickup trucks, three electric sedans, and two plug-in hybrid SUVs. • Council authorized vehicle purchases and staff placed orders for: five mini pickup trucks, three 1-ton pickup trucks, six 1-ton utility trucks, two front-end loaders, two material handling trucks, one Police motorcycle, and one brush chipper.
GOALS AND OBJECTIVES FY 2024/25
• Continue to adhere to new local, State and Federal regulations including upgrading, replacing, and retrofitting gas and diesel-powered vehicles and equipment. • Based on availability from manufacturers, continue to purchase electric and hybrid vehicles where appropriate for department functions.
• Research new developments and technology in the field of fleet maintenance; learn about maintenance and repair of electric vehicles.
• Continue to use Best Management Practices regarding proper disposal of hazardous waste and the prevention of storm water pollution.
• Continue to keep detailed records of all maintenance and repairs performed on vehicles and equipment.
• Continue to schedule and prioritize maintenance, repairs and equipment installation related to vehicle maintenance.
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
202
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of calls for service New Measure 28 10 100%
Service call response within 1 day New Measure 100% 100% 100% Benchmark: 100% for both
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Corrective maintenance turn around time
(minor) New Measure 1-2 days 1-2 days 1-2 days
Benchmark: 2 days
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Corrective maintenance turn around time
(major) New Measure 1 week 1 week 1 week
Benchmark: 1 week
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
203
Revenues, Expenses and Transfers Fund No. 540
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 5,361,207 $ 6,353,189 $ 5,664,327
Revenues
Interest Income $ 121,574 $ 44,723 $ 44,723
Net Adjustment Fair Value (8,139) — —
Vehicle Usage 680,292 2,138,330 2,138,330
Vehicle Maintenance 641,271 773,500 773,500
Total Revenues $ 1,434,998 $ 2,956,553 $ 2,956,553
Expenses
Salaries and Benefits $ 451,589 $ 555,721 $ 670,690
Operational Charges 204,962 207,625 269,950
Allocation/Depreciation 383,282 58,697 45,712
Capital Expenses — 2,823,372 1,453,030
Total Expenses $ 826,298 $ 3,645,415 $ 2,439,382
Adjustments to Working Capital 383,282 —
Estimated Working
Capital Balance
June 30 $ 6,353,189 $ 5,664,327 $ 6,181,498
Full-Time Equivalent
Employees 2.50 2.70 2.95
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
204
MISSION
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and parks. Facility maintenance includes plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in-house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, and emergency power are provided through maintenance contracts. Facilities and parks include:
• City Hall
• Corporation Yard
• Camarillo Police Station
• Camarillo Public Library
• Camarillo Ranch House & Barn
• Water Reclamation Plant
• North Pleasant Valley Desalter Plant
• Constitution Park
• Dizdar Park / Chamber /Fire House (vacant)
The Facility Division also administers the inspections by Ventura County Environmental Health Division for hazardous material storage at the Corporation Yard and the Air Pollution Control District for the emergency generator power system at the Police Station.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age, and building code requirement changes.
Beginning with fiscal year 2023/24, the facility internal service funds were consolidated into divisions of the General Fund where their activities will be recorded going forward.
MAJOR ACCOMPLISHMENTS 2023/24
• Performed Infrared Thermal Imaging in all City buildings to inspect electrical equipment/panels to check for excessive heat which can cause components to fail. • All restoration work was completed as a result of the City Hall fire incident. • Completed a needs assessment for the City Hall building remodel. • Installed seismic shut-off valves for natural gas service at all City buildings. • Completed the installation of new LED parking lot poles and lights at City Hall. • Completed air duct and equipment cleaning for the City Hall HVAC system. • Installed new acoustic sound silencer panels in Constitution Park Pavilion stage ceiling. • Replace the exterior window gaskets in the Corporation Yard Administration Building. • Installed new window coverings in the Corporation Yard Administration Building. • Installed skylight fall protection in all of the Corporation Yard buildings. • Performed upgrades to the Fleet garage by remodeling the office, painting the interior walls, and re- coating the floor.
• Replaced the main fire alarm control panel for the Camarillo Police Facility. • Refinished the Police Facility main lobby and back aisle floors and painted the areas. • Replaced the batteries for the uninterruptible power supply (UPS) units at the Camarillo Public Library.
FACILITY FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
205
• Replaced the Camarillo Public Library Computer Room air conditioning system. • Completed the upgrades of the interior lighting and parking lot pole lights to LED lighting at the Camarillo Public Library.
• Painted the exterior of the Camarillo Public Library. • Purchased new tables and chairs for the Camarillo Public Library Homework Center. • Installed food/snack and beverage vending machines in the Camarillo Public Library Café. • Submitted projects for inclusion in the Capital Improvement Program for City Hall, Constitution Park, Corporation Yard, Camarillo Police Facility, Camarillo Public Library, and Camarillo Ranch House and Barn.
• Completed the design and costs for the remodel of the Corporation Yard locker/restrooms and break room.
• New workstations were installed in the Wastewater Treatment Plant Administration Building.
GOALS AND OBJECTIVES FY 2024/25
• Upgrade the Administrative Conference Room.
• Continue to perform preventive maintenance tasks at all City owned facilities. • Correct barriers noted by priority in the ADA Self-Evaluation and Transition Plan. • Provide input for the City Hall office expansion.
• Repair the main concrete walkway at Constitution Park. • Remodel the Corporation Yard locker/restrooms and the break room. • Complete parking lot seal coat project at the Camarillo Police Facility. • Modernize the hydraulic elevator equipment and controls for the Camarillo Police Facility elevator. • Replace flooring on stairs at the Camarillo Police Facility. • Replace the front entrance concrete walkways at the Camarillo Police Facility. • Replace the furniture in the Camarillo Public Library Tech Center and second floor tables. • Complete the Year 1 items listed in the Capital Improvement Program. ◦ Design for the City Hall renovation.
◦ Install interior LED lighting at the Corporation Yard and Camarillo Police Facility for energy efficiency.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Reserve Study - Recommended/Planned CIP New Measure New Measure 12 / 3 4 / 2 Benchmark: Reserve Study 21 / CIP 7
FACILITY FUNDS
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
206
Revenues, Expenses and Transfers Fund No. 550
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,203,605 $ 3,592,586 $ —
Revenues
Interest Income $ 54,640 $ — $ —
Net Adjust. Fair Value (3,658) — —
Reimbursements 168 — —
ISF Allocated Charges 3,000,000 — —
Total Revenues $ 3,051,150 $ — $ —
Expenses
Salaries and Benefits $ 285,101 $ — $ —
Operational Charges 495,881 — —
Allocation/Depreciation 184,361 — —
Capital Expenses 433,762 — —
Contra to Capital Lease (433,762) — —
Total Expenses $ 965,343 $ — $ —
Transfer from Other Funds
Transfer from 101 General Fund $ — $ — $ —
Transfer from 286 Cable Peg Fees 137,330 — —
Total Other Financing Sources $ 137,330 $ — $ —
Adjustments to Working Capital $ 165,844 $ (3,592,586) $ — Estimated Working
Capital Balance
June 30 $ 3,592,586 $ — $ —
Full-Time Equivalent
Employees 1.80 — —
CITY HALL FACILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
207
Revenues and Expenses Fund No. 551
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,104,979 $ 2,073,504 $ —
Revenues
Interest Income $ 32,496 $ — $ —
Net Adjust. Fair Value (2,176) — —
Other Non-operating 146 — —
ISF Allocated Charges 1,250,004 — —
Total Revenues $ 1,280,470 $ — $ —
Expenses
Salaries and Benefits $ 109,369 $ — $ —
Operational Charges 206,818 — —
Allocation/Depreciation 99,902 — —
Capital Expenses 185,911 — —
Contra to Capital Lease (185,911) — —
Total Expenses $ 416,089 $ — $ —
Adjustments to Working Capital $ 104,144 $ (2,073,504) $ — Estimated Working
Capital Balance
June 30 $ 2,073,504 $ — $ —
Full-Time Equivalent
Employees 0.65 — —
CORPORATION YARD FACILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
208
Revenues and Expenses Fund No. 552
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,071,956 $ 1,234,222 $ —
Revenues
Interest Income $ 22,897 $ — $ —
Net Adjust. Fair Value (1,533) — —
ISF Allocated Charges 350,004 — —
Total Revenues $ 371,368 $ — $ —
Expenses
Salaries and Benefits $ 105,942 $ — $ —
Operational Charges 109,111 — —
Allocation/Depreciation 139,150 — —
Capital Expenses 11,274 — —
Contra - Fixed Asset Capital (11,274) — —
Total Expenses $ 354,203 $ — $ —
Adjustments to Working Capital $ 145,101 $ (1,234,222) $ — Estimated Working
Capital Balance
June 30 $ 1,234,222 $ — $ —
Full-Time Equivalent
Employees 0.65 — —
POLICE FACILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
209
Revenues and Expenses Fund No. 553
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,095,427 $ 1,857,094 $ —
Revenues
Interest Income $ 42,170 $ — $ —
Net Adjustment Fair Value (2,823) — —
Reimbursements 57 — —
Rental Income 4,060 — —
Concession Rentals 2,426 — —
Security Guard Service Rental 560 — —
Gain/Loss Asset Disposal (322,350) — —
ISF Allocated Charges 1,899,996 — —
Total Revenues $ 1,624,096 $ — $ —
Expenses
Salaries and Benefits $ 110,998 $ — $ —
Operational Charges 757,155 — —
Allocation/Depreciation 919,563 — —
Capital Expenses 1,152,828 — —
Contra - Fixed Asset Cap. (1,152,828) — —
Total Expenses $ 1,787,716 $ — $ —
Adjustments to Working Capital $ 925,287 $ (1,857,094) $ — Estimated Working
Capital Balance
June 30 $ 1,857,094 $ — $ —
Full-Time Equivalent
Employees 0.80 — —
LIBRARY FACILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
210
Revenues and Expenses Fund No. 555
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 136,339 $ 143,761 $ —
Revenues
Interest Income $ 2,694 $ — $ —
Net Adjustment Fair Value (180) — —
Rental Income 5,321 — —
Total Revenues $ 7,835 $ — $ —
Expenses
Salaries and Benefits — — —
Operational Charges $ 413 $ — $ —
Allocation/Depreciation 14,253 — —
Total Expenses $ 14,666 $ — $ —
Adjustments to Working Capital $ 14,253 $ (143,761) $ — Estimated Working
Capital Balance
June 30 $ 143,761 $ — $ —
Full-Time Equivalent
Employees — — —
CAMARILLO CHAMBER OF COMMERCE FACILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
211
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
212
MISSION
To protect public health and welfare and the environment by providing service for the removal of solid waste, organic waste, recyclable material, and household hazardous waste.
SERVICES
The Solid Waste Division administers programs providing for the collection of solid waste, organic waste, and curbside recycling services. Separate containers are provided for each type of material. Residential solid waste, recycling, organic waste must fit within the appropriate container and is collected weekly.
Extra waste, such as Christmas trees generated during the holiday season, are collected free of charge.
Solid waste collection service is provided by way of franchise agreement with a private waste hauler. In addition to regular solid waste collection services, residents can arrange for special pick-ups of bulky items twice a year at no additional charge or substitute one bulky item collection for an additional collection of solid waste, recyclables, or green waste.
Residential customers may choose between various service levels, with costs based on the amount of solid waste generated. A volume-based rate structure provides for equity between customers and encourages recycling by providing an incentive to minimize the amount of non-recyclable solid waste generated.
Customers may request additional recyclable containers at the capacity of ninety-six gallons or less.
Furthermore, the solid waste division administers the household hazardous waste program. Camarillo residents may schedule appointments to dispose of household hazardous waste properly and safely free of charge.
SERVICE LEVEL TRENDS
Service levels are projected to gradually increase over the next several years; the number of customers served is anticipated to rise as new homes will be constructed and occupied.
MAJOR ACCOMPLISHMENTS 2023/24
• Continued to implement state-mandated residential and commercial organics waste recycling program.
• Executed extension of the franchise agreement for additional five years. • Continued to offer backyard compost bins at reduced price to increase diversion. • Continued to provide household battery recycling program at various locations in the City. • Continued to provide confidential drop box for residents to safely discard unused pharmaceuticals. • Continued to provide solid waste services in a friendly, safe, and professional manner, while maintaining competitive rates.
• Continued outreach and education by various communication medias.
GOALS AND OBJECTIVES FY 2024/25
• Continue to implement state- mandated residential and commercial organics waste collection program.
• Continue to offer backyard compost bins at reduced price to increase waste diversion; provide household battery recycling; and provide disposal services of unused pharmaceuticals. • Adjust solid waste fees to cover the costs associated with implementing and monitoring state- mandated waste reduction programs.
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
213
Revenues and Expenses Fund No. 805
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 203,144 $ 250,313 $ 249,880
Revenues
Used Oil Grant $ 10,932 $ 10,932 $ 9,880
Bev. Container Recycle Prog. 9,306 17,778 17,778
SB 1383 OWR 16,539 99,269 187,556
Compost Bin Program 915 900 900
Rubbish Collection 7,588,818 7,600,000 8,300,000
Source Reduct/Recover 259,770 255,000 245,000
Household Hazard. Waste 103,758 100,000 107,000
Solid Waste Bag Tags 300 1,000 1,000
Solid Waste Barrel Exchg 1,770 1,000 1,500
Late Payment Penalty 89,413 80,000 90,000
Interest Income — 1,242 1,242
Net Adjust. Fair Value — — —
Total Revenues $ 8,081,521 $ 8,167,121 $ 8,961,856
Expenses-Solid Waste
Salaries and Benefits $ 139,025 $ 174,445 $ 278,442
Operational Charges 7,603,079 7,589,178 8,280,354
Grants/Allocations 63,576 170,220 184,768
$ 7,805,680 $ 7,933,843 $ 8,743,564
Expenses-Solid Waste Organics
Operational Charges $ 287,264 $ 338,711 $ 44,854
Expenses - Solid Waste HHW
Operational Charges $ — $ — $ 281,363
Expenses - Solid Waste Recycling
Operational Charges $ — $ — $ 18,451
Total Expenses $ 8,092,944 $ 8,272,554 $ 9,088,232
Transfer from Other Funds
Transfer from General Fund $ 58,592 $ 105,000 $ 150,000 Total Other Financing Sources $ 58,592 $ 105,000 $ 150,000 Estimated Working
Capital Balance
June 30 $ 250,313 $ 249,880 $ 273,504
Full-Time Equivalent
Employees 0.70 0.70 0.70
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
214
MISSION
To provide safe, reliable, and cost-effective transportation for those who are transit-dependent and others who desire a transportation alternative to the private automobile.
SERVICES
The Camarillo Area Transit (CAT) provides Fixed Route services to major destinations within the City.
A General Purpose Dial-A-Ride service is also available for all destinations within the City limits, and regional services are available for ADA and senior riders. A transit service provider under City contract is responsible for dispatching, operation, and maintenance of City owned transit vehicles.
SERVICE LEVEL TRENDS
Ridership on Camarillo Area Transit continues to remain well below pre-Covid levels, as is the case with many other transit services in Ventura County and nationwide. After a couple of years of stagnant ridership, the City has begun to see an increase in ridership demand in FY 2023/24 and this ridership growth trend may continue into the coming fiscal year. Transit improvements that the City is undertaking to help increase ridership includes implementation of a new trip scheduling software program, procurement of a new transit fleet to increase reliability, including the return of a Camarillo trolleybus, and continued work on the City’s Short Range Transit Plan, which will explore other program options to help increase ridership and provide the services that the Camarillo community desires.
MAJOR ACCOMPLISHMENTS 2023/24
• Participated in the City’s first Transportation Development Act Article 8c audit. • Performed a Request for Proposal for Transit Operation and Maintenance Services. • Provided essential information to the National Transit Database for Reporting Year (RY) 2023. • Disposed of two non-operating vehicles.
• Submitted requested data for Single Audit.
• Participated in the first phases of a countywide Short Range Transit Plan through the Ventura County Transportation Commission.
• Took possession of (2) two minivans for CAT Dial-A-Ride services • Ordered 8 transit vans, 1 trolley, and 1 cutaway for CAT transit services (Fixed Route and Dial-A- Ride).
• Updated the City’s Title VI Plan and Public Transportation Agency Safety Plan • Participated in countywide procurement of Dial-A-Ride scheduling software. • Upload Fixed Route CAT data to google maps using General Transit Feed Specification software.
GOALS AND OBJECTIVES FY 2024/25
• Identify potential adjustments to transit services in an effort to reduce costs, increase ridership and improve coordination efforts amongst neighboring transit agencies. • Promote transit services in the community via community events and public outreach. • Acquire (3) three replacement vehicles, including transit vans and cutaways. • Implement new dispatching software, including the ability for residents to schedule their trip via App/ online instead of via phone.
• Complete the City’s Short Range Transit Plan.
• Provide essential information to the National Transit Database for Reporting Year (RY) 2024. • Host Unmet Transit Needs meeting.
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
215
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percent of Dial-A-Ride riders picked up within
10 of scheduled pickup time 95.10% 94.50% 97.00% 93.00% Benchmark: 95.00% within 30 minutes of scheduled pick up
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percent of on time fixed route trips New 98.00% 100.00% 98.00% Benchmark: 0 minutes early and no more than 15 minutes late (unless outside of service provider's control)
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
216
Revenues, Expenses and Transfers Fund No. 810
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 119,616 $ 368,179 $ 190,983
Revenues
FTA Assist Bus O & M $ 1,184,411 $ 1,362,109 $ 1,385,800 FTA Metrolink Station O&M 23,080 30,000 29,000
FTA Local ADA 166,325 92,146 93,000
FTA Regional ADA 119,364 92,146 93,000
FTA Trolley 256,483 276,480 287,625
FTA Buses 57,581 1,480,000 223,000
SGR Grant 14,395 7,000 8,000
STA Grant 82,866 67,000 65,000
Article 8c - Transit 1,435,741 — —
Gain/Loss Asset Disposal 6,454 — —
VCTC Stored Value Fares 20,557 3,000 15,000
Youth Free Fares Reimb 628 1,000 5,000
Bus Fares - College EZ Ride 1,776 500 6,500
Bus Fares - Trolley 11,747 10,000 11,500
Bus Fares-Regular 64,791 50,000 78,000
Bus Fares-Leisure Village 16,000 16,000 16,000
Bus Fares-CAT 8,935 15,000 6,500
Total Revenues $ 3,471,134 $ 3,502,381 $ 2,322,925
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
217
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Expenses-Transit Operations
Salaries and Benefits $ 204,863 $ 273,648 $ 394,397
Operational Charges 2,836,088 3,030,250 3,262,000
Allocation/Depreciation 130,392 41,982 54,191
Capital Expenses 71,976 1,991,197 223,000
Contra to Capital Expenses (71,976) — —
Total Transit Operations $ 3,171,343 $ 5,337,077 $ 3,933,588 Expenses-Metrolink Station Maint
Operational Charges $ 46,160 $ 142,500 $ 145,400
Total Metrolink Station Maint 46,160 142,500 145,400 Total Transit Expenses $ 3,217,503 $ 5,479,577 $ 4,078,988 Transfers from Other Funds
TDA Article 8c Fund $ — $ 1,800,000 $ 1,681,000
Adjustments to Working Capital $ — $ — $ —
Estimated Working
Capital Balance
June 30 $ 368,179 $ 190,983 $ 115,920
Full-Time Equivalent
Employees 1.15 1.35 1.85
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
218
MISSION
To preserve, restore, operate, and maintain the Camarillo Ranch as an historic site in partnership with public and private sectors on a self-sustaining basis.
SERVICES
The City is contracted with Command Performance to provide wedding and special event management services for the Camarillo Ranch. Services include communication, marketing, catering, and equipment rental. The property can accommodate any kind of event from a western theme in the barn to the most elegant affairs in the manicured gardens and period furnished interiors of the house. Weekend public tours and mid-week school tours are conducted by the Docents.
SERVICE LEVEL TRENDS
City staff maintains the property at a high level to enhance the venue for both Command Performance and Camarillo Ranch Foundation events and provide the public historic buildings and grounds to enjoy.
MAJOR ACCOMPLISHMENTS 2023/24
• Completed the design and engineering drawings for the concrete pad for the catering area between the Barn and offices.
• Repaired plaster walls and replaced the handrail for the stairs in the Ranch House basement. • Prepped and painted the deck and stairs on the Ranch House wrap around deck. • Replaced a section of rail fence by the office.
• Repaved the parking lot and painted new striping for the parking spaces.
GOALS AND OBJECTIVES FY 2024/25
• Maintain the property at a high level to enhance the venue for weddings and other events. • Install a concrete pad for the catering area.
• Paint the exterior of the Barn and offices.
• Replace the roofs on the Ranch House and offices.
• Upgrade the office restrooms.
• Replace the Ranch House ADA chair lift.
• Install rain gutters and downspouts on the Ranch House.
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
219
Revenues, Expenses and Transfers Fund No. 815
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 602,534 $ 396,439 $ 54,277
Revenues
Catering Fees $ 249,365 $ 250,000 $ 250,000
Ceremony Fees 15,000 5,500 5,500
Security Fees 25,110 46,620 46,620
Venue-Site Rental Fees 186,663 140,000 140,000
Interest Income 9,881 4,843 4,843
Net Adjustment Fair Value (662) — —
Total Revenues $ 485,357 $ 446,963 $ 446,963
Expenses
Salaries and Benefits $ 107,753 $ 128,000 $ 113,109
Operational Charges 217,547 357,051 528,605
Allocation/Depreciation 131,651 61,332 59,352
Capital Expenses 219,252 79,375 88,625
Construction 15,249 163,367 —
Total Expenses $ 691,452 $ 789,125 $ 789,691
Estimated Working
Capital Balance
June 30 $ 396,439 $ 54,277 $ 26,489
Full-Time Equivalent
Employees 0.65 0.70 0.65
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
220
MISSION
To deliver a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The Water Division is responsible for supplying water to approximately 13,930 service connections. In 2023 (to November), 30% of the water was purchased from Calleguas Municipal Water District (CMWD) and was distributed into the system from eight turnouts located throughout the service area. The remaining 70% was pumped from City-owned wells. Four wells serve the City, including two that serve the desalter and two that serve water directly to the City’s water system. The two wells that are dedicated to serving brackish water to the desalter are near St. John’s Pleasant Valley Hospital in the eastern part of the City. Since the desalter has been in operation as of January 2023, the City has been able to decrease dependency on imported water and it is anticipated to continue to lower the use of imported water in the future. The two wells that serve water directly and are not processed through the desalter are located in the western portion of the City. One well is located on the north side of the 101 Freeway west of Las Posas, and another well is located at Camarillo Airport. Pumped groundwater is treated with chloramines for disinfection. Water quality sampling and testing is performed for numerous parameters, taken at the wells, reservoirs, and 50 sampling points throughout the water system. Test results are reported to the State Water Resources Control Board – Division of Drinking Water on a monthly, quarterly, and annual basis. The Water Division maintains an infrastructure of over 194 miles of pipelines and related apparatus. Water valves and hydrants are inspected periodically and maintained, ensuring that they are in good condition at all times. Meters at each of the service connections are read and billed monthly, with minor repairs performed as necessary. Meters are replaced when they are 20 years of age, to reduce water revenue loss due to inaccurate registration. Customer service is always a very high priority with customers receiving an immediate response to their concerns, which may include water quantity, quality, reports of leaks, or pressure problems.
SERVICE LEVEL TRENDS
General system maintenance needs will remain stable, due to the water infrastructure being relatively new.
Ongoing activities, including large meter testing and meter replacements will increase due to aging water meters. The pilot program to replace all meters with advanced metering infrastructure (AMI) has concluded and a Request for Proposals has been done with the vendor selection scheduled for March of 2024 with the project expected to begin in October 2024. Stage 1 Water Supply Condition was enacted in Fiscal Year 2023-2024. In the summer of 2023, the Water Shortage Emergency Condition was repealed with a possibility of future restrictions. Conservation measures will continue to be a priority, with activities developed to reduce overall demands necessary to meet the environmental and regulatory related reductions in local groundwater and imported water deliveries. Administration will continue to manage available resources through work management and GIS systems.
MAJOR ACCOMPLISHMENTS 2023/24
• Offered rebates on high-efficiency washing machines, smart irrigation controllers, high-efficiency sprinkler nozzles and instant hot water heather recirculating systems. • Completed request for proposals for the AMI water meter program. • Completed construction of the North Pleasant Valley Groundwater Desalter Project (NPV Desalter) which is currently delivering 3,800 acre feet of water since July 2023. • Purchase of a second mobile standby generator for continued water production in emergencies. • Completed the lead and copper sampling for the Environmental Protection Agency (EPA).
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
221
GOALS AND OBJECTIVES FY 2024/25
• Continue working with Southern California Edison’s energy efficiency and rebate programs to maximize energy reductions.
• Continue the demand response program to help lower peak electric demands when required. This program will also be expanded from the current summertime program to include winter. • Continue year-round accuracy testing of meters 3-inches and larger, and repair or replace as needed. • Continue to replace cathodic protection anodes where needed, due to corrosive soil. • Continue formal enforcement of the water conservation Urgency Ordinance and increase an education and outreach program focused on the importance of water conservation. • Continue offering rebates on high-efficiency washing machines, smart irrigation controllers and high- efficiency sprinkler nozzles, and other MWD rebates available. • Complete updates to the Engineering Water Standards.
• Continue implementation of the City’s Water Demand Offset Program. • Implement a multi-year Advanced Metering Infrastructure (AMI) meter change out project. • Complete lead and copper city service line inventory.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of water conservation non
compliance reports achieving voluntary
compliance without penalty through education
and outreach New New 100.0% 100.0%
Benchmark: 100.0%
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Percentage of minor leaks in distribution
system to be corrected within 72 hours after
discovery service line water leaks repaired
within 24 hours New 100.0% 100.0% 100.0%
Benchmark: 100.0%
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
222
Estimated Working
Capital July 1 $ 12,535,025 $ 8,271,398 $ 1,181,405
Revenues
Charges for Services
Special Project Charges $ 26,467 $ 4,000 $ 4,000
Refuse Billing 159,272 190,000 190,000
Other Operating 2,843 2,000 2,000
Water Sales 7,960,479 9,375,000 10,506,402
Tags/Shut-offs 39,740 90,000 90,000
Base Rate Charge 4,409,281 4,754,800 5,319,865
Meter Installation 116,594 50,000 50,000
Irrigation Water 272,649 50,000 50,000
Cross Connection Fee 27,779 26,000 26,000
New Service Fee 12,286 22,045 22,045
Subtotal $ 13,027,390 $ 14,563,845 $ 16,260,312
Fines/Assessments
Late Payment Penalty $ 164,178 $ 120,000 $ 120,000
Cross Connection Late Fee 300 200 200
Subtotal $ 164,478 $ 120,200 $ 120,200
Investments/Contributions
Interest Income $ 219,675 $ 135,395 $ 135,395
Net Adjustment Fair Value (14,811) — —
Airport Wtr Base Charge 5,044 5,000 5,000
Airport Wtr Commodity Chg 43,206 51,000 51,000
Subtotal $ 253,114 $ 191,395 $ 191,395
Other Revenues
Rebates & Refunds $ 17,681 $ 76,000 $ 76,000
Rental Income 23,841 34,818 34,818
LRP/MET Incentive Revenue 262,639 — 861,247
Other Non-operating 2,242 3,000 3,000
Subtotal $ 306,403 $ 113,818 $ 975,065
Total Revenues $ 13,751,385 $ 14,989,258 $ 17,546,972
Revenues, Expenses and Transfers Fund No. 860
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
223
Expenses-Customer Services
Salaries and Benefits $ 316,186 $ 359,952 $ 397,977
Operational Charges 181,288 203,782 228,200
Allocations 78,180 134,701 106,016
Customer Services Total $ 575,654 $ 698,435 $ 732,193
Expenses-General & Administration
Salaries and Benefits $ 1,886,699 $ 2,518,416 $ 2,856,893 Operational Charges 320,310 883,051 1,230,950
Allocations 824,169 1,227,933 1,055,877
Administrative Total $ 3,031,178 $ 4,629,400 $ 5,143,720 Expenses-Water Resource Management
Salaries and Benefits $ 98,530 $ 69,471 $ 75,903
Operational Charges 203,745 493,449 239,000
Allocations 6,912 500 —
Water Resource
Management Total $ 309,187 $ 563,420 $ 314,903
Expenses-Meter Readers
Salaries and Benefits $ 416,280 $ 542,651 $ 614,856
Operational Charges 31,677 166,983 202,000
Allocations 795,166 595,981 926,703
Meter Readers Total $ 1,243,123 $ 1,305,615 $ 1,743,559 Expenses-Water - Source
Salaries and Benefits $ 242,689 $ 257,877 $ 308,806
Operational Charges 6,352,728 5,325,726 5,383,728
Allocations 22,272 16,832 18,321
Water - Source Total $ 6,617,689 $ 5,600,435 $ 5,710,855 Expenses-Pumping
Salaries and Benefits $ 221,933 $ 236,088 $ 311,869
Operational Charges 557,425 460,600 620,180
Allocations 78,286 105,368 99,046
Pumping Total $ 857,644 $ 802,056 $ 1,031,095
Expenses and Transfers Fund No. 860
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
224
Expenses-Treatment
Salaries and Benefits $ 198,976 $ 213,425 $ 268,284
Operational Charges 81,695 95,650 98,450
Allocations 18,420 16,832 19,193
Treatment Total $ 299,091 $ 325,907 $ 385,927
Expenses-Transmission & Distribution
Salaries and Benefits $ 670,077 $ 835,041 $ 1,174,200
Operational Charges 257,522 352,500 260,300
Allocations 239,479 297,796 378,931
Trans. & Distrib. Total $ 1,167,078 $ 1,485,337 $ 1,813,431 Expenses - Desalter Operations
Salaries and Benefits $ 84,608 $ 82,009 $ 90,677
Operational Charges 2,777,285 6,579,768 5,707,365
Allocations 4,896 6,869 10,677
Desalter Operations Total $ 2,866,789 $ 6,668,646 $ 5,808,719 Capital Purchases $ 226,360 $ — $ —
Depreciation 1,153,689 — —
Contra to Fixed Asset Cap. (2,126,158) — —
Total Expenses $ 16,221,324 $ 22,079,251 $ 22,684,402
Transfers (to)/from Other Funds
Water Debt Service Fund (1,793,688) — —
Net Transfers (to)/from
Other Funds $ (1,793,688) $ — $ —
General Fund Loan $ — $ — $ 9,000,000
Estimated Working
Capital Balance
June 30 $ 8,271,398 $ 1,181,405 $ 5,043,975
Full-Time Equivalent
Employees 27.08 28.03 30.38
Expenses and Transfers Fund No. 860
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
225
MISSION
To deliver a dependable and sufficient supply of recycled water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The infrastructure for Recycled Water is managed and operated by the Water Division. Recycled water is available to landscape and agricultural customers located in the southeast portion of the City’s Water Division service area. The recycled water service is separate from the potable water system, with separate infrastructure facilities. The recycled water system provides a reliable supply that meets the State of California Water Resources Control Board – Division of Drinking Water – Title 22 recycled water standards. The tertiary-treated wastewater, or recycled water, is produced by the Camarillo Sanitary District’s Water Reclamation Plant.
In 2023, a total of 3,217 acre-feet were delivered through the recycled water system. Amongst these deliveries, 1,538 acre-feet were sent to Mary Smith Ranch properties located near the Water Reclamation Plant. The remaining1,679 acre-feet were distributed to various entities including Camrosa Water District, Pleasant Valley Recreation & Park District, Village at the Park, local farms, the YMCA and City landscape irrigation and street sweeping services. Water quality samples, for numerous parameters, are taken at the end of the treatment process, throughout the recycled water distribution system and at shallow groundwater wells. Test results are reported to the State of California Water Resources Control Board – Division of Drinking Water, and the California Regional Water Quality Control Board, on a monthly, quarterly, and annual basis. The recycled water distribution system consists of seven miles of pipelines and related apparatus.
Meters at each of the service connections are read and billed monthly, with minor repairs performed as necessary. Meters will be replaced when they are 20 years of age, to reduce revenue loss due to inaccurate registration. Customer service is always a very high priority with customers receiving immediate response to their concerns, which may include water quantity, quality, reports of leaks, or pressure problems.
SERVICE LEVEL TRENDS
General system maintenance needs will remain stable, due to the water infrastructure being relatively new. Timely responses to requests for service from customers remain a high priority. Administration will continue to manage available resources through work management and Geographic Information System GIS systems.
MAJOR ACCOMPLISHMENTS 2023/24
• Recycled water customers trained on recycled water system and cross-connection management.
GOALS AND OBJECTIVES FY 2024/25
• Replace 12-inch recycled water master meter.
• Continue to deliver recycled water supply to meet the customer’s demand.
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
226
Revenues, Expenses and Transfers Fund No. 861
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,769,258 $ 2,101,274 $ 2,055,665
Revenues
Stormwater Division Study $ — $ 332,500 $ —
Base Rate Charge 34,409 32,000 32,000
Irrigation Water 471,510 250,000 250,000
Other Operating 1,150 — —
Interest Income 38,631 18,787 18,787
Net Adjustment Fair Value (2,586) — —
Capital Fee Surcharge 48,096 95,000 95,000
Total Revenues $ 591,210 $ 728,287 $ 395,787
Expenses-Distribution
Salaries and Benefits $ 220,815 $ 238,866 $ 316,453
Operational Charges 16,336 509,018 103,950
Allocations 22,044 19,881 25,399
Distribution Total $ 259,195 $ 767,765 $ 445,802
Capital Expenditures
Capital Projects $ 82,790 $ — $ —
Capital Projects - AB1600 21,579 6,131 —
Contra to Fixed Asset Cap. (104,370) — —
Total Expenses $ 259,194 $ 773,896 $ 445,802
Estimated Working
Capital Balance
June 30 $ 2,101,274 $ 2,055,665 $ 2,005,650
Full-Time Equivalent
Employees 1.45 1.35 1.60
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
227
MISSION
Program to facilitate “water will serve” letters for new development with project entitlements granted by the City of Camarillo prior to 2013, helping the City to meet water demand reduction mandates from the State.
SERVICES
Funds collected from qualified new development projects are used to offset water use from existing water customers through a City managed program.
SERVICE LEVEL TRENDS
Implemented in FY 2015/16 with continued implementation through FY 2024/25.
MAJOR ACCOMPLISHMENTS 2023/24
• Since late 2016, over 2,345 toilets of both residential and commercial customers have been replaced with ultra-low water use toilets. In 2023, water savings from those retrofits since implementation was approximately 100 acre-feet or 32.59 million gallons.
• In 2023 water savings from clothes washer rebates and hot water re-circulating pumps since implementation was 4.029 acre-feet or 1.31 million gallons for the year. • Since late 2017, the Camarillo Landscape Efficiency Retrofit (CLEAR) program has been in place.
City water customers are offered the opportunity to retrofit landscape devices (irrigation timers, sprinkler nozzles, irrigation systems) with water-efficient devices. Since CLEAR has been in place, 533 irrigation controllers, 22,629 nozzles, and 39,403 feet of drip irrigation pipe have been retrofitted.
GOALS AND OBJECTIVES FY 2024/25
• Continue to offer City water customers the opportunity to retrofit landscape devices through the CLEAR program for more efficient outdoor water use.
• Expand water conservation program by assisting customers in obtaining rebates for retrofits and replacement of toilets, washing machines, hot water re-circulation systems, and urinals offered by the City, Calleguas Municipal Water District, and Metropolitan Water District.
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
228
Revenues, Expenses and Transfers Fund No. 862
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 1,166,545 $ 1,077,030 $ 331,424
Revenues
Interest Income $ 21,326 $ 16,788 $ 16,788
Net Adjustment Fair Value (1,428) — —
Total Revenues $ 19,898 $ 16,788 $ 16,788
Expenses
Operational Charges $ 109,413 $ 762,394 $ 7,000
Total Expenses $ 109,413 $ 762,394 $ 7,000
Estimated Working
Capital Balance
June 30 $ 1,077,030 $ 331,424 $ 341,212
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
229
Revenues, Expenses and Transfers Fund No. 863
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 13,263,049 $ 18,870,944 $ 6,334,441
Revenues
Grants & Subventions
USBR Grant $ 4,631,037 $ — $ —
Prop 84 Grant 2,005 — —
Prop1 Grant — — —
Interest Income 381,881 260,098 260,098
Net Adjustment Fair Value (25,567) — —
Other Revenues 2,518,337 346,362 222,251
Total Revenues $ 7,507,693 $ 606,460 $ 482,349
Expenses
Capital Projects $ 49,055 $ 1,140,570 $ 1,193,933
Capital Projects-Water AB1600 1,850,743 2,002,393 4,250,000 Total Expenses $ 1,899,798 $ 3,142,963 $ 5,443,933
Transfers (to) Other Funds
Water Debt Service Fund $ — $ (10,000,000) $ —
Net Transfers (to)/from
Other Funds $ — $ (10,000,000) $ —
Estimated Working
Capital Balance
June 30 $ 18,870,944 $ 6,334,441 $ 1,372,857
WATER CAPITAL PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
230
Revenues, Expenses and Transfers Fund No. 864
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ (980,835) $ 512,517 $ 10,330,092
Revenues
Interest Income $ 17,590 $ — $ —
Total Revenues $ 17,590 $ — $ —
Expenses
Administrative $4,666 $5,000 $—
Interest Expense 374,877 177,425 —
Bond Premium Amortization (61,617) — —
Principal Payment 435,000 — —
Contra-Bond Principal Payments (435,000) — —
Total Expenses $ 317,926 $ 182,425 $ —
Transfer from Other Funds
Water Utility Fund $ 1,793,688 $ — $ —
Water Capital Projects Fund — 10,000,000 —
Net Transfers (to)/from
Other Funds $ 1,793,688 $ 10,000,000 $ —
Estimated Working
Capital Balance
June 30 $ 512,517 $ 10,330,092 $ 10,330,092
WATER DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
231
MISSION
To protect the environment, public health and safety in a cost-effective manner, through the collection and treatment of domestic, commercial, and industrial wastewater, while ensuring full compliance with federal and state regulations.
SERVICES
Camarillo Sanitary District (District) activities are divided into three distinct areas:
Pretreatment – Source Control Program
• Program that manages sources of pollution that could affect treatment plant effectiveness. • Issue Fats, Oils & Grease (FOG) permits to restaurants.
Collection System and Wastewater Pumping Stations
• Operation and maintenance of the collection system and pumping stations. These activities include preventative maintenance, video inspection and cleaning of sewer lines, performing repairs, monitoring lift stations by using the Supervisory Control and Data Acquisition (SCADA) system, record keeping, and calibration of equipment.
Wastewater Treatment
• Operation of a treatment facility that receives, treats, and disinfects approximately 3.5 million gallons of wastewater each day to tertiary-treated levels. Activities include laboratory analysis, equipment maintenance and repairs, biosolids management, and providing reclaimed water to landscaping and agricultural lands.
SERVICE LEVEL TRENDS
Additional service connections from development projects continue with more anticipated during fiscal year 2024/25 resulting in continued challenges to regulate more industries, maintain a larger collection system, pump and treat a greater amount of wastewater, minimize costs for treatment, and discover alternative means of utilizing increased biosolids tonnage and reclaimed water in beneficial ways.
MAJOR ACCOMPLISHMENTS 2023/24
• Pretreatment:
◦ Implemented a District-wide inspection of all commercial and industrial wastewater dischargers.
◦ Annual sampling of industrial dischargers regulated under USEPA pretreatment requirements.
◦ Completed State mandated Pretreatment compliance inspection. ◦ Completed 231 FOG Inspections from January 1, 2023, to December 31, 2023. • Collection:
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
232
◦ Cleaned 80 miles and video inspected 65 miles of gravity sewer pipelines from January 1, 2023, to December 31, 2023.
• Wastewater Treatment:
◦ Optimized denitrification process through chemical addition ◦ Continued to provide recycled water to agricultural and landscaped areas ◦ Installed Tesla Mega Pack Battery Storage System
◦ Installed belt filter press
GOALS AND OBJECTIVES FY 2024/25
• Pretreatment:
◦ Annual District-wide inspection of all commercial and industrial wastewater dischargers. ◦ Annual sampling of industrial dischargers regulated under USEPA pretreatment permits. ◦ Respond to incidents of sewer overflows and unpermitted discharges to District collection system.
• Collection:
◦ Clean and video inspect 60 miles of the collection system. ◦ Complete repairs to the collection system through manhole rehabilitation project. • Wastewater Pumping Stations:
◦ Perform cleaning of Wet well at Pump Station 3
◦ Install Odor Control System at Pump Station 2
• Wastewater Treatment:
◦ Start Chemical System Upgrade Project. Start Plant 1 and 3 Sludge Pump Replacement Project
• Planning:
◦ Implement the Wastewater Master Plan recommendations by preparing detailed technical reports on: biosolids handling, wastewater characterization, and treatment alternatives analysis.
• Water Reclamation:
◦ Begin preliminary design of the Reclamation Plant Improvements.
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
233
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Feet of sewer main line cleaned 293,336 405,568 425,000 450,000 Benchmark: to clean 100% of the sewer main line ever 3-5 years (approx. 800,000 feet of total sewer line)
Measure
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Est. Actual
FY 2024/25
Target
Number of resident complaints investigated New 6 8 Total Percentage of investigations conducted within
1 hours of complaint New 100.0% 100.0% 100.0%
Benchmark: 100.0% of complaints investigated within 1 hour
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
234
Revenues & Expenses Fund No. 871
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 33,639,227 $ 34,193,598 $ 30,112,977
Revenues
Charges for Services
FOG Application Fees $ 1,200 $ 1,000 $ 1,000
Refuse Bill. & Penalty 159,272 190,000 190,000
Other Operating 8,028 200 200
Base Rate Charge 1,243,940 1,369,900 1,488,972
Reclaimed Water Sales 7,923 10,000 10,000
Sewer Reg. Rate Charge 14,044,671 14,485,500 16,623,708 Connection Permits 65,963 15,000 15,000
Annexation Costs — — —
Late Payment Penalty 165,432 111,600 111,600
Interest Income 646,335 153,719 153,719
Net Adjust. Fair Value (42,323) — —
Developers/Private — — —
Gain/Loss Asset Disposal — — —
Rental Income 85,875 85,920 85,920
Other Non-operating 1,174 8,950 8,950
Total Revenues $ 16,387,490 $ 16,431,789 $ 18,689,069
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Expenses-Customer Service
Salaries and Benefits $ 314,232 $ 359,952 $ 397,977
Operational Charges 184,768 198,682 228,200
Allocations 78,708 135,662 106,646
Customer Service Total $ 577,708 $ 694,296 $ 732,823
Expenses-General & Administration
Salaries and Benefits $ 2,562,225 $ 3,521,991 $ 3,945,690 Operational Charges 1,089,026 3,798,985 1,865,000
Allocations 1,502,772 1,884,846 1,779,107
General & Admin. Total $ 5,154,023 $ 9,205,822 $ 7,589,797
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
235
Expenses-Pumping Station
Salaries and Benefits $ 265,362 $ 315,846 $ 426,406
Operational Charges 229,673 353,700 420,600
Allocations 91,150 153,704 154,320
Pumping Station Total $ 586,185 $ 823,250 $ 1,001,326
Expenses-Collection System
Salaries and Benefits $ 803,759 $ 873,365 $ 966,596
Operational Charges 384,315 758,450 662,350
Allocations 264,514 790,161 793,006
Collection System Total $ 1,452,588 $ 2,421,976 $ 2,421,952 Expenses-Reclamation Plant
Salaries and Benefits $ 2,042,038 $ 2,376,001 $ 3,035,209 Operational Charges 3,190,009 3,020,609 3,365,175
Allocations 290,362 274,285 294,553
Reclamation Plant Total $ 5,522,409 $ 5,670,895 $ 6,694,937 Depreciation/Amortization
Capital Purchases $ 782,335 $ 1,696,171 $ 678,000
Depreciation 2,554,237 — —
Contra to Fixed Asset Cap. (782,335) — —
Total Expenses $ 15,847,150 $ 20,512,410 $ 19,118,835
Transfer (from) Other Funds
Wastewater Treatment JPA $ 14,031 $ — $ —
Net Transfers (to)/from
Other Funds $ 14,031 $ — $ —
Adjustments to Working Capital — — —
Estimated Working
Capital Balance
June 30 $ 34,193,598 $ 30,112,977 $ 29,683,211
Full-Time Equivalent
Employees 37.77 38.62 41.67
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
236
Revenues and Expenses Fund No. 872
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ (964,777) $ 185,878 $ 1,043,322
Revenues
Taxes
Current Year Secured $ 1,436,021 $ 1,276,929 $ 1,276,929 Prior Year Secured 10,681 10,000 10,000
Current Yr Unsecured 32,531 22,620 22,620
Prior Year Unsecured 1,543 1,120 1,120
Supplemental 30,353 21,495 21,495
Homeowners Exemption 9,654 9,000 9,000
AB1484 Residual 118,611 20,000 20,000
Late Payment Penalty 3,064 2,990 2,990
Interest Income 26,652 3,890 3,890
Net Adjustment Fair Value (1,346) — —
Total Revenues $ 1,667,764 $ 1,368,044 $ 1,368,044
Expenses
Administrative $ 3,772 $ 3,050 $ 3,050
Investment Management — 1,550 1,550
Interest Expense-Bonds 534,353 506,000 465,994
Bond Premium Amortization (54,539) — —
Principal Payment-Bonds 770,000 — —
Bond Deferred Loss Amortization 33,523 — —
Contra-Bond Prin. Payments (770,000) — —
CSD Debt Service Total $ 517,109 $ 510,600 $ 470,594
Estimated Working
Capital Balance
June 30 $ 185,878 $ 1,043,322 $ 1,940,772
CAMARILLO SANITARY DISTRICT - DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
237
Revenues and Expenses Fund No. 873
Actual
2022/23
Amended
Budget
2023/24
Proposed
Budget
2024/25Description
Estimated Working
Capital July 1 $ 26,847,732 $ 29,683,093 $ 24,514,330
Revenues
Interest Income $ 606,806 $ 341,284 $ 341,284
Net Adjustment Fair Value (40,626) — —
Capital Improvement Fees 2,269,181 333,520 75,386
Total Revenues $ 2,835,361 $ 674,804 $ 416,670
Expenditures
Capital Purchases $ — $ — $ —
Capital Projects $ 354,566 $ 3,613,682 $ 4,426,866
Capital Projects AB1600 1,061,075 2,229,885 500,000
Contra to Fixed Asset Capital (1,415,641) — —
CSD Cap. Projects Total $ — $ 5,843,567 $ 4,926,866
Estimated Working
Capital Balance
June 30 $ 29,683,093 $ 24,514,330 $ 20,004,134
CAMARILLO SANITARY DISTRICT - CIP FUND
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
238
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
239
CAPITAL IMPROVEMENT PLAN BUDGET OVERVIEW
The Five-Year Capital Improvement Program (CIP) for FY 2024-2029 includes planned capital improvement projects for a five-year period in the categories of transportation, water, sanitary, storm drainage, and buildings and grounds. The CIP includes 85 projects totaling over $271 Million over the five-year period.
Projects in the CIP are prioritized with consideration given to health and safety, asset preservation, regulatory requirements, and new or expanded services while also considering available funding and staff workload capacity. The first year of the CIP is the basis of the Capital Improvement Program Budget for Fiscal Year 2024/2025. Routine operations and maintenance costs are included in the City’s budget.
Projects are included in the CIP when, taken as a whole, the projects build, add to, improve or extend the useful life of a capital asset owned or paid for by the City, and are of a significant dollar value. CIP projects typically have a total cost above $100,000 and are not routine maintenance items.
DEVELOPMENT OF THE PLAN
November 2023
The annual CIP process, as outlined in City Policy 8.07, begins in November. The status of current projects and funding sources is reviewed and adjustments to estimated costs and scheduling are made. Grant revenue estimates are adjusted based on anticipated funding.
Council members provide input and direction at the annual City Council goal-setting session.
January/February 2024
In January, the City Manager, Director of Finance, Director of Public Works, and other relevant City staff collaborate to provide input and updates to the CIP. Determining which projects are selected for inclusion in the five-year CIP is a complicated process. The City Council goals, as well as the City’s ability to fund the projects, are considered. Capital projects can consume significant time to manage effectively, and project managers in the departments typically manage several capital projects concurrently. The CIP Division, comprised of the Deputy Director of Public Works (CIP), Principal Civil Engineer, Senior Civil Engineer, Associate Civil Engineer, and Engineering Technician, compiles the costs for all on-going and suggested projects. The Finance Department assigns funding to all approved projects. Only documented and approved grant funds are included as a funding source.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
240
March-May 2024
In March, the CIP Team evaluates and prioritizes projects, and prepares a preliminary CIP. The City Manager, Director of Finance, and Director of Public Works review the preliminary CIP, and final revisions are incorporated into the plan and provided to the City Council for review.
The preliminary CIP is taken to relevant Committee meetings for discussion and direction. The full City Council reviews the recommended CIP during a City Council Meeting, which was held on April 24, 2024. City Council recommendations are further analyzed and a proposed CIP document is prepared. The CIP will be reviewed further by the City Council in conjunction with the operating budget on May 18, 2024. The first year of the Five-Year CIP Program is included in the budget process.
June 2024
The 2024-2029 Five-Year CIP will be presented to Council for adoption on June 26, 2024.
Future
Consistent with the City’s Operating Budget, the CIP Budget is monitored on a periodic basis.
The availability of unanticipated funding, such as federal or state grants, may cause the City to accelerate or delay a particular project. In addition, a scheduled project may be delayed in order to take advantage of an unusual one-time opportunity, such as the receipt of non-governmental grant funding.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
241
CAPITAL IMPROVEMENT PROGRAM BUDGET
The Fiscal Year 2024/25 CIP budget addresses the ever-demanding requirements for repair, replacement, and improvement of existing infrastructure, and the need for new infrastructure.
The City maintains a separate Capital Improvement Projects Fund for general capital projects that are funded from discretionary sources such as capital fees collected from developers, state and federal grants, and transfers from the General Fund and the transportation funds. This fund shall maintain a designated fund balance, based on a formula for the applicable projects as outlined in the annual Five-Year CIP.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
242
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
243
Impact of Capital Projects on Operating Budgets
w Annualized maintenance of the Pleasant Valley Road Bike lanes is estimated at $8,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
244
Water Utility Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Water Fund utilizes fund balance accumulated for capital projects.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
245
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2024/25.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
246
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
247
Sanitary District Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Sanitary Fund utilizes fund balance accumulated for capital projects.
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2024/25.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
248
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
249
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2024/25.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
250
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
251
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2024/25, however, programmed lighting & HVAC improvements are anticipated to have positive impacts on future energy costs.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
252
CAPITAL IMPROVEMENT PROGRAM FINANCING
DEBT OBLIGATIONS
The CIP Budget includes appropriations for the servicing of the debt obligations for the City. This discussion does not include proposed or existing bonds or notes whose repayments are not the obligation of the City, such as the 1915 Act Bonds & Notes, Mello-Roos Bonds, and Camarillo Community Development Commission Bonds, nor does it include bonds where the City serves only as a conduit for financing such improvements for housing or industrial development. The obligations included in the budget represent the annual installment payments of principal and interest to be paid on City promissory notes or bond obligations existing at July 1, 2024.
The City of Camarillo has very little debt. The following descriptions include current outstanding debt:
2012 PFA Library Lease Revenue Bonds - AA+
Purpose: Provide funds to refund the Authority’s Lease Revenue Bonds, 2003 Series A (Library Project, which financed a portion of the costs associated with the library renovation project and the cost of issuance expenses on the bonds).
$7,630,000 issued April, 2012
Principal Outstanding 7/1/24: $3,685,000 Maturity Date: 2033 Interest Rate: 1.00% - 4.25% Funding Sources: General Fund 2003 Library Bonds were defeased in order to issue 2012 PFA Library Lease Revenue Bonds.
Camarillo Sanitary District Wastewater Revenue Refunding Bonds, Series 2015 - AA+ Purpose: Finance certain improvements to the District’s Wastewater Enterprise $18,900,000 issued August 2015
Principal Outstanding 7/1/24: $12,600,000 Maturity Date: 2036 Interest Rate: 2% - 5% Funding Sources: CSD ratepayers
2005 CSD Wastewater Revenue Bonds were defeased in order to issue the Series 2015 Bonds.
DEBT MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
253
DEBT LIMIT
Legal debt limits in California apply to general obligation debt. General obligation debt is issued to fund the construction or acquisition of improvements to real property and/or public infrastructure that benefit the public at large. Examples of projects include libraries, parks, overpasses and public safety facilities.
All general obligation debt will be authorized by the required 2/3 majority voters
Legal Debt Margin Calculation for Fiscal Year 2023/24
Assessed valuations:
Net assessed value $ 16,285,710
Add back: exempt real property 544,370
Gross assessed value 16,830,080
Debt limitation - 15% of total assessed value $ 2,524,512 Less debt applicable to limitation —
Legal debt margin 2,524,512
The governing body of the City will decide whether a debt limit should be imposed on issuing other types of debt. Given the limited debt that the City has had to issue, and because of the restrictive fiscal policies in place, we have not adopted a formal debt limit on any other type of debt except land-secured financing.
DEBT POLICY
The City has formally adopted a policy governing when it will issue land-secured financing (see appendices for complete policy). Typically, the debt instrument for Camarillo is governed by the source of funds that will be used to repay the debt. In the enterprise funds, debt is incurred for capital improvements that benefit either the existing customers or future customers. The policy is that the funding sources for the repayment of such debt are distributed to the existing and future customers based on benefit. Existing customers will see that a portion of the debt repayment is included in their utility rate.
Future customers will see an element of the Capital Connection Fee is related to the debt for the expansion of the utility infrastructure to support the growth.
Debt that is to be paid from the General Fund is only issued when an analysis shows that the repayment of the debt does not jeopardize the reserve policy, and that it can be repaid using ongoing revenues. The City’s current debt obligations from the General Fund require an annual contribution of less than 1.5% of the General Fund revenue.
DEBT MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
254
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
255
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2018 2019 2020 2021
POPULATION 68,741 69,880 69,964 70,739
REVENUES
Taxes 31,461,322 31,991,330 33,604,970 34,659,918
Grants & Subventions 231,976 181,490 275,618 1,719,007 Franchises 2,606,311 2,657,650 2,719,894 2,824,105
Charges for Services 2,950,213 2,029,775 2,633,263 1,185,614 Contributions & Developer Fees 170,000 10,000 32,832 25,150 Assessments & Fines 490,833 484,470 528,057 542,817 Licenses & Permits 1,847,213 2,388,120 1,459,176 1,440,413 Investment Income 249,140 662,400 1,927,646 18,431
Miscellaneous 490,062 32,000 20,844 147,300
Total Revenue $ 40,497,070 $ 40,437,235 $ 43,202,300 $ 42,562,755
REVENUE PER CAPITA
Taxes 449.94 457.80 480.32 489.97
Grants & Subventions 3.32 2.60 3.94 24.30
Franchises 37.27 38.03 38.88 39.92
Charges for Services 42.19 29.05 37.64 16.76
Contributions & Developer Fees 2.43 0.14 0.47 0.36
Assessments & Fines 7.02 6.93 7.55 7.67
Licenses & Permits 26.42 34.17 20.86 20.36
Investment Income 3.56 9.48 27.55 0.26
Miscellaneous 7.01 0.46 0.30 2.08
Total Per Capita $ 579.16 $ 578.66 $ 617.51 $ 601.68
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
256
TOTAL REVENUES
Miscellaneous
Assessments & Fines
Licenses & Permits
Investment Income
Franchises
Contributions & Developer Fees
Charges for Services
Grants & Subventions
Taxes
Internal Charges
2018 2019 2020 2021 2022 2023 2024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
CITY OF CAMARILLO
Fiscal Year 2024/25 Budget
257
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2022 2023 2024 2025
POPULATION 70,739 70,171 70,741 69,014
REVENUES
Taxes 39,605,144 42,569,696 43,481,684 44,524,000
Grants & Subventions 235,123 435,548 3,386,000 3,143,982 Franchises 2,932,138 3,000,682 3,060,000 3,204,199
Charges for Services 2,123,858 3,644,105 2,937,816 2,333,647 Contributions & Developer Fees 41,315 93,234 41,476 41,476 Assessments & Fines 560,734 618,313 499,670 499,670 Licenses & Permits 1,477,050 1,278,609 1,900,000 2,300,000 Investment Income (1,470,935) 1,609,281 2,890,389 2,840,000 Miscellaneous 47,118 30,427 254,403 21,773
Internal Charges — — 1,978,924 1,743,715
Total Revenue $ 45,551,545 $ 53,279,895 $ 60,430,362 $ 60,652,462
REVENUE PER CAPITA
Taxes 559.88 606.66 614.66 645.14
Grants & Subventions 3.32 6.21 47.86 45.56
Franchises 41.45 42.76 43.26 46.43
Charges for Services 30.02 51.93 41.53 33.81
Contributions & Developer Fees 0.58 1.33 0.59 0.60
Assessments & Fines 7.93 8.81 7.06 7.24
Licenses & Permits 20.88 18.22 26.86 33.33
Investment Income (20.79) 22.93 40.86 41.15
Miscellaneous 0.67 0.43 3.60 0.32
Internal Charges — — 27.97 25.27
Total Per Capita $ 643.94 $ 759.28 $ 854.25 $ 878.85
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Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2018 2019 2020 2021
POPULATION 68,741 69,880 69,964 70,739
EXPENDITURES
General Government 13,991,219 7,658,660 8,069,335 8,069,335 Public Safety 19,841,412 19,086,438 19,365,660 17,848,055 Highways & Streets 11,689,700 11,537,731 11,109,744 11,705,242 Community & Cultural Services 4,321,641 4,234,610 4,060,715 4,046,294 Capital Outlay 33,686,770 12,942,926 33,686,770 33,686,770 Debt Service 492,850 496,276 493,799 491,028
Total Expenditures $ 84,023,592 $ 55,956,641 $ 76,786,023 $ 75,846,724
EXPENDITURES PER CAPITA
General Government 203.54 109.60 115.34 114.07
Public Safety 288.64 273.13 276.79 252.31
Highways & Streets 170.05 165.11 158.79 165.47
Community & Cultural Services 62.87 60.60 58.04 57.20 Capital Outlay 490.05 185.22 481.49 476.21
Debt Service 7.17 7.10 7.06 6.94
Total Per Capita $ 670.87 $ 800.76 $ 1,097.51 $ 1,072.20
TOTAL EXPENDITURES
General Government
Public Safety
Highways & Streets
Community & Cultural Services
Capital Outlay
Debt Service
2018 2019 2020 2021 2022 20232024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
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Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2022 2023 2024 2025
POPULATION 70,171 70,171 70,741 69,014
EXPENDITURES
General Government 5,221,202 13,142,020 13,275,983 14,192,011 Public Safety 18,880,211 19,958,601 22,909,856 25,563,607 Highways & Streets 12,728,176 14,517,890 17,154,445 18,346,708 Community & Cultural Services 4,897,362 7,016,779 7,932,858 7,733,930 Capital Outlay 33,686,770 3,813,041 30,453,738 30,244,748 Debt Service 495,698 494,944 489,938 493,970
Total Expenditures $ 75,909,419 $ 58,943,275 $ 92,216,818 $ 96,574,974
EXPENDITURES PER CAPITA
General Government 74.41 187.29 187.67 205.64
Public Safety 269.06 284.43 323.86 370.41
Highways & Streets 181.39 206.89 242.50 265.84
Community & Cultural Services 69.79 100.00 112.14 112.06 Capital Outlay 480.07 54.34 430.50 438.24
Debt Service 7.06 7.05 6.93 7.16
Total Per Capita $ 1,081.78 $ 840.00 $ 1,303.60 $ 1,399.35
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History
The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution (informally known as Proposition 4, or the “Gann Initiative”), which restricts the total amount of appropriations allowed in any given fiscal year from the “proceeds of taxes”; In 1980, the State Legislature added Section 9710 to the Government Code which required the governing body of each local jurisdiction to establish, by resolution, an appropriations limit for the following year. The appropriations limit for any fiscal year was equal to the previous year’s limit, adjusted for population changes, and the change in the U.S. Consumer Price Index (or California per Capita Personal Income, if smaller). The necessary statistical information is provided each year by the California Department of Finance.
In June 1990, the voters modified the original Article XIII-B (Proposition 4) with the passage of Proposition 111 and its implementing legislation (California Senate Bill 88). Beginning with the 1990-91 appropriations limit, a City may choose annual adjustment factors. The adjustment factors include the growth in the California Per Capita Income or the growth in the non-residential assessed valuation due to construction within the City, and the population growth within the County or the City. Under Proposition 4, if a city ends the fiscal year having more proceeds of taxes than the limit allows, it must return the excess to the taxpayers within two years (either by reducing taxes levied or fees charged).
Calculation of Limitation
Appropriations Limit for FY 2022/23 $ 129,433,961
Adjustment Factors: % Ratio
Population Factor (City) -0.8809
Economic Factor 1.0556
Population Ratio * Economic Ratio 1.0463
Appropriations Limit for FY 2023/24 $ 135,426,754
Camarillo and the Future
The following table provides an analysis of the City of Camarillo’s appropriations limit. Historically, the City has remained well below its appropriations limit. For the 2023/24 fiscal year, there is a significant gap of $73,918,446 between the appropriations limit and the total General Fund appropriations. With such a sizable margin, the provisions related to the return of taxes clearly do not, and will not, apply to Camarillo any time in the near future.
Fiscal Year
Appropriations
Limit
Total General Fund
Appropriations
2014/2015 76,268,462 26,370,436
2015/2016 80,249,676 29,942,413
2016/2017 88,049,945 28,353,207
2017/2018 92,971,937 34,960,040
2018/2019 99,470,675 37,629,074
2019/2020 106,304,310 37,386,962
2020/2021 114,181,459 37,676,763
2021/2022 121,317,801 40,960,938
2022/2023 129,433,961 56,239,090
2023/2024 135,426,754 61,508,308
APPROPRIATIONS LIMIT
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The City of Camarillo’s Basis of Budgeting is the same as the Basis of Accounting in accordance with Generally Accepted Accounting Principles (GAAP), which is described in the following two paragraphs.
The budgets of governmental funds (General Fund, Special Revenue Funds, Debt Service Fund and Capital Projects Funds) are prepared on a modified accrual basis where revenues are recognized when they become measurable and available, and expenditures are recorded when the related liability is incurred; except that principal and interest payments on general long-term debt are recognized when due.
Revenue availability criteria are defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (i.e., sixty days after fiscal year-end).
Budgets for proprietary funds (Internal Service Funds and Enterprise Funds) are prepared on a full accrual basis where revenues are recognized when earned, and expenses are recognized when they are incurred.
The fund types used by the City are as follows:
Governmental Funds
General Fund The General Fund is the general operating fund of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. Expenditures of this fund include the general operating expenses and transfers for capital costs which are not paid through other funds.
Special Revenue Funds Special Revenue Funds are used to account for specific fee revenues that are legally restricted to expenditure for particular purposes.
Debt Service Fund Debt Service Fund are used to account for the accumulation of resources and payment of principal and interest on general long-term debt.
Capital Projects Funds Capital Improvement Projects Funds are used to account for the acquisition, construction, and improvement of major capital facilities other than those financed by proprietary funds.
Proprietary Funds
Enterprise Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.
Internal Service Funds Internal Service Funds are used to report activities that provide goods or services to other funds, departments, or districts of the City, on a cost reimbursement basis.
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Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity.
Accrual Basis of Accounting: The accrual basis of accounting is utilized by proprietary fund types.
Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. Unbilled utility receivables are accrued at fiscal year-end.
Activity: A specific and distinguishable unit of work or service performed.
Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one-year period.
Appropriation Resolution: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources.
Assessed Value: The value placed on real and other property as a basis for levying taxes.
Assets: Property owned by a government, which has monetary value.
Audit: A systematic examination of resource utilization concluding in a written report. It is a test of management’s internal accounting controls and is intended to: (1) ascertain whether financial statements fairly present financial position and results of operations; (2) test whether transactions have been legally performed; (3) identify areas for possible improvements in accounting practices and procedures; (4) ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the stewardship of officials responsible for governmental resources.
Balance Sheet: A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date.
Balanced Budget: Current revenues meet current expenditures.
Bond: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt.
Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
Budget Calendar: The schedule of key dates or milestones which a government follows in the preparation and adoption of the budget.
Budget Document: The official written statement submitted by the City Manager and supporting staff to the legislative body detailing the proposed budget.
Budget Message: A general discussion of the proposed budget presented in writing as a part of, or supplement of, the budget document. The budget message explains principal budget issues against the background of financial trends and presents recommendations made by the City Manager.
Capital Assets: Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.
Capital Budget: A plan of proposed capital expenditures and the means of financing them. The capital
GLOSSARY OF TERMS
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budget is usually enacted as part of the complete annual budget, which includes both operating and capital outlays.
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year. The City of Camarillo’s Operating Budget defines “Capital” as acquisitions costing more than $5,000.00, or infrastructure assets costing more than $50,000.
Capital Improvement Program: A plan for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, and identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures.
Capital Outlays: Expenditures for the acquisition and/or construction of capital assets.
Capital Projects: Projects which purchase or construct capital assets.
Debt Service: Payment of interest and repayment of principal to holders of a government’s debt instruments.
Deficit: (1) The excess of an entity’s liabilities over its assets (see Fund Balance); or, (2) the excess of expenditures or expenses over revenues during a single accounting period.
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period.
Expenditures: Where accounts are kept on the modified accrual basis of accounting, the cost of goods received or services rendered, whether cash payments have been made or not.
Fiscal Year: The City of Camarillo operates on a fiscal year from July 1 through June 30.
Fund: A separate accounting entity with a self-balancing set of accounts. Funds are classified into three categories: governmental, proprietary, and fiduciary.
Fund Balance: The excess of an entity’s assets over its liabilities. A negative fund balance is called a fund deficit.
Goals and Objectives: Specific projects and programs to be undertaken utilizing allocated fiscal resources, designed to further the achievement of the Community Vision.
Governmental Funds: Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
Grant: A contribution of assets (usually cash) by one governmental unit or other organization to another.
Typically, these contributions are made to local governments from the state and federal governments.
Grants are usually made for specified purposes.
Interfund Loans: Amounts provided between funds and blended component units of the primary government with a requirement for repayment.
Interfund Transfers: Flows of assets (such as cash or goods) between funds and blended component units of the primary government without equivalent flows of assets in return and without a requirement
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for repayment.
Internal Control: A plan of organization for purchasing, accounting, and other financial activities which, among other things, provides that: (1) the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; (2) proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and, (3) records and procedures are arranged appropriately to facilitate safekeeping and effective control.
Internal Service Fund: Proprietary fund type used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on a cost- reimbursement basis.
Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. Note: The term does not include encumbrances.
Major Accomplishments: A report of those significant programs, projects, and other activities which were successfully implemented and/or completed by a Department during the prior fiscal year.
Major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
Modified Accrual Basis: The modified accrual basis of accounting is used by all governmental fund types, expendable trust funds, and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). “Measurable” means the amount of the transaction can be determined, and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Those revenues susceptible to accrual include property taxes remitted within 60 days after year- end, interest on investments, and certain other intergovernmental revenues. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as fund liabilities when due, or when amounts have been accumulated in the debt service fund for payments to be made early in the following year.
Non-major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extra- ordinary items) are not at least 10 percent of corresponding totals for all governmental or enterprise funds, and not at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
NPDES: National Pollutant Discharge Elimination System.
Primary Activities: A summary of what each department accomplishes during the fiscal year.
Proprietary Funds: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Purchase Order: A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances.
Reserve: An account used to indicate that a portion of fund equity is restricted for a specific purpose or not available for appropriation and subsequent spending.
GLOSSARY OF TERMS
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Service Level Trends: A summary of changes in service levels from one fiscal year to the next. Changes discussed will include staffing levels, operational expenditures, and capital outlay.
Working Capital: The fund’s current assets that exceeds current liabilities, and represents the assets that can be applied to its operation.
GLOSSARY OF TERMS
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ABC Alcoholic Beverage Control
ACFR Annual Comprehensive Financial Report
AED Automated External Defibrillator
AFY Acre Feet per Year
AMR Automated Meter Reader
APCD Air Pollution Control District
ARES Amateur Radio Emergency Service
BOD Biochemical Oxygen Demand
BTA Bicycle Transportation Account
CARB California Air Resources Board
CAT Camarillo Area Transit
CCM Camarillo Commons Mixed-Use
CCTV Closed Circuit TV
CD Certificate of Deposit
CDBG Community Development Block Grant Program
CDC Camarillo Community Development Commission
CERT Community Emergency Response Team
CEQA California Environment Quality Act
CFD Community Facilities District
CHP California Highway Patrol
CIP Capital Improvements Program
CIWMB California Integrated Waste Management Board
CJPIA California Joint Powers Insurance Authority
CMAQ Congestion Mitigation & Air Quality
CMOM Capacity, Management, Operations and Maintenance (Regulations) CMWD Calleguas Municipal Water District
COP Certificates of Participation
COPS Community Oriented Policing Services (US Dept of Justice) CSD Camarillo Sanitary District
CSMFO California Society of Municipal Finance Officers
CSUCI California State University Channel Islands
DAC Digital Assurance Certification
ACRONYMS
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DAR Dial-A-Ride
DART Disaster Assistance Response Team
DUI Driving Under the Influence
DVP Delivery-Versus-Payment
EDC-VC Economic Development Council-Ventura County
EIR Environmental Impact Report
EMMA Electronic Municipal Market Access
EMPG Emergency Management Performance Grant
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
ERAF Educational Revenue Augmentation Fund
ERP Emergency Response Plan
eWASTE Electronic Waste
FAMC Federal Agricultural Mortgage Corporation
FEMA Federal Emergency Management Agency
FFCB Federal Farm Credit Banks
FHLB Federal Home Loan Bank
FOG Fats, Oils, and Grease
FSE Food Service Establishment
FTA Federal Transit Administration
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographic Information System
GPA General Plan Amendment
GPS Global Positioning System
HBRR Highway Bridge Rehabilitation and Replacement
HIPPA Health Insurance Portability and Accountability
HTE SunGard Public Section (Computer Software Program)
HUD Department of Housing and Urban Development
HVAC Heating, Ventilation & Air Conditioning
ACRONYMS
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IIPP Injury and Illness Prevention Program
ISF Internal Service Fund
JAG Justice Assistance Grant
LAIF Local Agency Investment Fund
LAN/WAN Local and Wide Area Network
LED Light Emitting Diode
LLEBG Local Law Enforcement Block Grant
MGD Million Gallons per Day
MHFP Multi-Hazard Functional Plan
MWD Metropolitan Water District
NIMS National Incident Management Systems
NPDES National Pollutant Discharge Elimination Systems
NRCS Natural Resources Conservation Service
NRMSIR Nationally Recognized Municipal Securities Information Repositories OES Office of Emergency Services
OPEB Other Post-Employment Benefits
OSHA Occupational Safety & Health Acts
OTS Office of Traffic Safety
PBID Property Owned Business Improvement District
PEG Public, Educational and Governmental (Access Channels) PERS Public Employees Retirement System
PM Preventative Maintenance
PRV Pressure Reducing Valve
PFID Radio Frequency Identification
RHNA Regional Housing Needs Assessment
RHSP Retirement Healthcare Savings Plan
RPD Ventura County Regional Defense Partnership for the 21st Century Fund S&P Standard & Poors
SBDC Small Business Development Center
SCADA Supervisory Control and Data Acquisition
SCAG Southern California Association of Governments
SCE Southern California Edison
ACRONYMS
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SEC Securities and Exchange Commission
SEMS Standardized Emergency Management System
SERAF Supplemental Educational Revenue Augmentation Fund SLESF Supplemental Law Enforcement Services Fund
SRO School Resource Officer
SRRE Source Reduction and Recycling Element
SSMP Sewer System Management Plan
STOP Sheriff’s Teen Traffic Offenders Program
STP Surface Transportation Program
TDA State of California Transportation Development Act
TE Transportation Enhancements
TEA Transportation Equity Act
TMDL Total Maximum Daily Load
TMF Traffic Mitigation Fees
TOD Transit Oriented Design
TVA Tennessee Valley Authority
UASI Urban Area Security Initiative
ULFT Ultra Low Flush Toilet
VCCCD Ventura County Community College District
VCFD Ventura County Fire Department
VCLA Ventura County Lodging Association
VCOE Ventura County Office of Education
VCTC Ventura County Transportation Commission
VCWPD Ventura County Watershed Protection District
VLF Vehicle License Fee
WDR Waste Discharge Requirements
WIB Workforce Investment Board
WWTP Wastewater Treatment Plant
ACRONYMS
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Mayor and Council Members
Mailing Address Mayor Tony Trembley City Information
City of Camarillo Vice-Mayor Kevin Kildee Phone (805) 388-5300 601 Carmen Drive
Council
Member Susan Santangelo Fax (805) 388-5318
Camarillo CA 93010-6034
Council
Member
Martha Martinez-
Bravo
Website:
www.cityofcamarillo.org
Council
Member David Tennessen
Email:
www.cityofcamarillo.org
Location Departments Phone Fax
City Hall:
601 Carmen Drive, Camarillo CA
Building & Safety (805) 388-5395 (805) 388-5393
Business License Tax (805) 388-5330 (805) 383-5637
City Clerk (805) 388-5353 (805) 388-5318
City Council (805) 388-5307 (805) 388-5318
City Manager (805) 388-5307 (805) 388-5318
Code Compliance (805) 383-5660 (805) 388-5388
Community Development (805) 388-5360 (805) 388-5388
Customer Services - Utilities (805) 388-5325 (805) 383-5637 Finance (805) 388-5320 (805) 388-5318
Administrative Services (805) 383-5633 (805) 388-5318
Human Resources (805) 383-5646 (805) 388-5318
Public Works (805) 388-5380 (805) 388-5387
Corporation Yard:
283 S. Glenn Drive, Camarillo CA
Street Maintenance (805) 388-5338 (805) 389-9524
Water Utility (805) 388-5373 (805) 389-9524
Sanitation Plant:
150 Howard Road, Camarillo CA Sanitation (805) 388-5332 (805) 482-5547
CITY CONTACTS
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