Camarillo City Council
February 12, 2025

City of Camarillo
Office of the City Manager
DATE:February 12, 2025
TO:City Council
FROM:Greg Ramirez, City Manager
SUBJECT: Progress Updates on FY 2024/25 Council Goals & Objectives

FISCAL MANAGEMENT
GOAL: It is the goal of the City Council to maintain sound and conservative financial practices to ensure the fiscal sustainability of the City.

FY 2024/25 Objectives

1. Pursue opportunities for diversification of City revenues through public and private sources.

The City continues to work with federal advocate Downs Government Affairs (DGA), as well as state advocate Arc Strategies to seek grants and funding opportunities and coordinate meetings with federal and state legislators, as well as Department Agency staff for active Capital Projects as outlined below:
In July 2022, a Highway Bridge Program (HBP) application was submitted requesting $14.4M to fund the Bridge Replacement at Las Posas Road and Ventura Boulevard (Project No. SD-5052). The HBP is a formulaic grant program that funds bridge projects throughout the state and is prioritized based on the bridge’s structural rating and project-readiness. In October 2024, the project was added to the 2024 HBP Project Prioritization list, however, it currently ranks below the threshold for available funding. The HBP is underfunded with approximately $60M in available funding for On-System projects (projects located on the National Highway System, including Las Posas Road) with $174M in funding requests. Design is anticipated to be completed by mid-2026. Staff will reapply to the next 2026 HBP List, and it’s anticipated that once design is complete, the project will be ranked higher based on project-readiness. The City also secured $4M from Congresswoman Julia Brownley’s office through the Fiscal Year 2023 Congressionally Directed Spending Community Project Funding program and an additional $850,000 in Fiscal Year 2024 for the project with a deadline of September 30, 2026, to allocate funds for Construction. In November 2024, a grant application to the Trade Corridor Enhancement Program (TCEP) was submitted, requesting $12.5M for the project and anticipate results in Summer 2025. On November 3, 2023, the Ventura County Transportation Commission awarded

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

$4,667,000 in 2024 State Transportation Improvement Program (STIP) funds for construction of the Central Ave Bike Lanes (Project No. ST-5102) which will add Class II bicycle lanes on both sides of Central Avenue from the Camarillo City limits to the US 101 Freeway northbound off-ramp. The $4,667,000 STIP funding will be combined with the $317,000 Congestion Management and Air Quality (CMAQ) funds and $326,000 Regional Surface Transportation Program (RSTP) funds previously awarded. The total $5,310,000 grant funding will require a local match of $688,000 for an estimated total construction cost of $5,998,000.
On June 6, 2024, the Southern California Association of Governments awarded the City $1.5 million in State Transportation Block Grant (STBG) funds for the Pleasant Valley Road Bike Lanes project (ST-5006). This project will add buffered Class II bicycle lanes along a 1.75-mile segment of Pleasant Valley Road, connecting cyclists from Las Posas Road to 5th Street. This corridor is designated in the General Plan’s Circulation Element as a future Class II facility and ranks among the Top 10 priority segments in the Local Road Safety Plan based on collision analysis. The new STBG funding will be combined with $4.65 million in previously awarded CMAQ funds.

Additionally, the City requested funding through Congresswoman Julia Brownley’s office via the Fiscal Year 2025 Congressionally Directed Spending Community Project Funding program. The latest Transportation-HUD appropriations bill, currently advancing through Congress, includes an additional $850,000 for the project. With design now complete, construction is expected to begin in summer 2026. In March 2024, the City requested funding from Senator Alex Padilla’s office through the Fiscal Year 2025 Congressionally Directed Spending Community Project Funding program for the Pleasant Valley Road Sewer Force Main (Project No. SS-5037). The most recent version of the Interior and Environment appropriations bill is currently moving through Congress and includes $1,500,000 for the project. On July 10, 2024, the City was awarded $160,000 through the Federal Safe Streets and Roads for All (SS4A) Planning and Demonstration Grant program with a $40,000 local match for a total project budget of $200,000. This funding will be used to update the 2022 Local Road Safety Plan (LRSP), a process mandated every five years. Key objectives include refreshing collision data, identifying safety improvements, conducting a Level of Traffic Stress analysis, and engaging the community through various outreach efforts. The plan will address both infrastructure needs, such as bike lanes and crosswalks, and non-infrastructure elements like education and equity initiatives.
The City has been awarded $500,000 through the State/Ventura County Transportation Commission (VCTC) grant program for the Traffic Preemption Devices (Opticom) project, set to begin on February 4, 2025. Implementation will occur in two phases with Phase 1 focusing on City right-of-way areas, expected to be completed within 180 days. Phase 2 will begin once the necessary additional permits are acquired. These preemption devices will be installed at all intersections citywide, improving emergency response efficiency by allowing emergency vehicles to safely navigate through traffic signals during emergencies.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The City applied for a $4.4 million Safe Streets and Roads for All (SS4A) Implementation Grant from the Department of Transportation (DOT) for the Las Posas and Santa Rosa Road High-Injury Network Safe Streets Project. Unfortunately, the application was unsuccessful. Despite this outcome, staff will continue seeking additional grant funding to advance the project, which aims to enhance safety in high- injury areas identified in the Local Road Safety Plan.
On July 12, 2024, the City applied for a $555,000 Strengthening Mobility and Revolutionizing Transportation (SMART) grant, requiring no City match, to fund the Camarillo Congestion Mitigation and Pedestrian Safety Project. This innovative project will implement adaptive AI and machine learning-based traffic signal control technology along the Arneill, Ponderosa, and Carmen corridors. The plan includes deploying MioVision Surtrac technology to optimize traffic flow in real time, along with new ATC controllers, AI-based video detection systems, and communication upgrades. These improvements are expected to reduce travel times by 25%, wait times by 40%, and emissions by 20%. Pedestrian safety will also be enhanced with features like extended “Don’t Walk” signals. By addressing both congestion and safety, this shovel-ready initiative aims to significantly improve transportation efficiency and quality of life in Camarillo.

In addition, City staff continues to monitor existing revenue sources for appropriate actions necessary to maintain optimum levels as outlined in the projects below:
In April 2024 City staff coordinated with DGA to submit three Fiscal Year 2025 Congressional appropriations to the City’s federal delegation. The appropriations are as follows:
Congresswoman Brownley: Pleasant Valley Road Bike Lanes ($850,000) Senator Padilla/Butler: Pleasant Valley Road Sewer Forcemain ($1,500,000) Both appropriations have been approved by their respective chambers and heads to the House-Senate conference for further review. Approval of the appropriations is expected March 2025.
A Request for Proposal for Grant Writing and Support Services was issued to enhance grant efforts with additional expertise. A total of 19 firms submitted proposals, which were evaluated by a multi-department panel. Following interviews, the top five highest- scoring firms were selected. On-call contracts with these consultants will be executed to begin project-based grant research identifying the most suitable funding opportunities for the City. Updates on the expanded grant writing efforts will be provided in future reports.
In June 2024, the City applied for a $7.8 million Encampment Resolution Fund grant to address a prioritized homeless encampment of RVs on the 2000 block of Pleasant Valley Road and Calle San Pablo. The proposed plan includes constructing the already entitled Arneill Road project, which will provide nine units of supportive housing by March 2027, along with interim shelter through hotel vouchers and Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

comprehensive services. In the meantime, post-entitlement permitting is ongoing, and the City’s consultant, RRM Design Group, is expected to submit building permit applications by mid-November. Additional project details can be found under the Community Enrichment goal. In June 2024, the City received two awards from the California Office of Emergency Services (Cal OES) Homeland Security Grant Program. The first award of $5,000 will support the Camarillo Police Department’s Disaster Assistance Response Team (DART) Program by funding new equipment for volunteers to enhance emergency response efforts. The second award of $3,000 will help offset costs for the City’s Community Emergency Preparedness education and outreach campaign, supporting efforts to inform and prepare residents for emergencies.

Diversifying revenue for services and operations also continues with the following:
The City submitted a Notice of Interest for $248,500 in cybersecurity grant funding from the State & Local Cybersecurity Grant Program in September 2024. The proposal focused on three key initiatives including establishing Virtual CISO Advisory Services to provide expert guidance on security policies, risk management, and compliance with federal and state standards, updating the City's Cyber Incident Response Plan, and implementing an Access Control System for City buildings to protect computing infrastructure. In January 2025, the City received notice that the funding request was not approved. Staff is currently arranging a debrief meeting with the California Governor's Office of Emergency Services (Cal OES) to review the application and explore other cybersecurity funding opportunities.
In January 2025, the City received approval for a $129,470 equipment rebate voucher through the Energy Efficiency and Conservation Block Grant Program (EECBG). The funding, which represents the City's full formula-based allocation under the program, will offset costs for installing LED lighting and energy-efficient controls at the Camarillo Police facility. The EECBG program supports local governments in their efforts to reduce energy consumption, improve efficiency, and decrease carbon emissions.

Design work for the lighting upgrade project is 90% complete, and it is anticipated that construction will be completed by the end of the current fiscal year. The City is actively seeking up to $250,000 in funding through the Clean Power Alliance’s (CPA) Energized Communities Innovation Fund. This competitive grant program supports partner communities in achieving sustainability and decarbonization goals. If awarded, the funds will help advance the City’s commitment to transitioning to zero-emission small equipment whenever feasible.
The City was awarded an additional $347,557 in Permanent Local Housing Allocation (PLHA) grant funding for the Workforce Housing Downpayment Assistance Program, bringing the total program funding to $693,293 in the revolving loan fund. To date, the City has issued a $50,000 downpayment assistance loan to support a first-time homebuyer in purchasing a home within City limits. Additionally, seven applicants have been pre-approved and are actively searching for homes, with many intending Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

to purchase newly constructed townhomes by Williams Homes. Grant funds remain available, and City staff continue to actively market the program. On 10/17/24, staff applied for an additional $88,939 in entitlement funding. Since this is a reimbursement- based grant, and the City qualifies for the funds, staff are confident the request will be approved within the next few months.
In February 2024, the City received a $187,556 grant from CalRecycle under the SB 1383 (OWR4) Grant Program. These funds will help offset costs associated with organic waste and recycling capacity planning, program evaluation, community education and outreach, personnel expenses, consultant services, and procurement requirements. Additionally, a portion of the grant will reimburse the City for the purchase of organic materials distributed through the City’s Organics Voucher Program, which provides free compost and mulch to residents. In October 2024, City staff submitted an application to CalRecycle’s Beverage Container Recycling City/County Payment Program, requesting $17,512 in grant funding. If awarded, the funds will reimburse City expenditures related to beverage container collection programs, litter clean-up efforts, community education and outreach, and recycling education initiatives. Award announcements are expected between January and February 2025.
In June 2024, the City applied for funding through CalRecycle’s Used Oil Payment Program. If awarded, the grant will help cover costs associated with curbside collection programs for used oil and oil filters, as well as community education and outreach initiatives that promote proper disposal and recycling. These efforts align with the City’s Household Hazardous Waste Program. Grant awards are anticipated to be distributed in Spring 2025.

2. Continue to identify and implement means and methods for streamlining internal and public-facing City operations.

Staff continue to assess processes and methods to streamline and improve internal and public-facing services. Progress on a variety of efficiency improvements included a review of City procedures and the implementation of various solutions including the following:
As part of the City’s goal to enhance City facilities and infrastructure staff contracted for the Council Chamber Remodel Project to improve and modernize the facility to better serve the community. This project aligns with the City’s commitment to improving and maintaining City facilities to enhance public engagement and accessibility.

The remodel will include upgraded audiovisual technology, improved seating and accessibility features, and a refreshed design layout to create a more inclusive and functional space for City Council meetings and public participation. These improvements aim to enhance the overall experience for residents attending meetings both in person and remotely. Staff are actively working with the contractor on the final Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

phases, ensuring that the project meets the needs of the community while maintaining the historic integrity of the chamber. Staff anticipates the completion of this project in the Spring of 2025, and updates on the progress of the remodel will be shared through City communication channels, including the CityScene Newsletter and the City’s website at cityofcamarillo.org.
City staff completed a Purchasing System Assessment in coordination with an outside consultant. The final report provided several recommendations to streamline the City’s current procurement practices. The recommendations served as a baseline during internal discussions. As directed by the City Manager any operational and/or procedural improvements will be made internally, while those requiring a policy change will be presented to the respective committees and the City Council for final approval. On September 29, 2024, the Policy Committee reviewed the initial draft of proposed redlines to the Procurement Policy. Further discussions with the committee will take place and recommended redlines will be brought to the City Council upon the committee’s final recommendation.
Consistent with the City’s commitment to streamlining operations and modernizing processes, City staff worked with a professional services consultant to customize and implement monday.com, a project management software tool. Staff is exploring the use of monday.com to enhance project tracking capabilities and serve as a virtual “help desk” for information systems and facility maintenance requests and other City projects and purchases. Monday.com will expand communication across the organization, improve tracking progress on City projects and assigned tasks, and assist with workload management.
Staff are currently testing two fleet management software solutions, Fleetster and Fleetio, aimed at optimizing the use of the vehicle pool and streamlining vehicle sharing processes. Both platforms offer automated key management, reservation systems for pool vehicles, and range management specifically for electric vehicles.

Additionally, these tools provide in-depth reports and analytics on fleet utilization, helping to enhance operational efficiency. By improving the internal customer experience, the City aims to encourage staff to utilize eco-friendly hybrid and electric vehicles over personal vehicles. This shift to vehicle sharing plays a crucial role in meeting sustainability goals, reducing operational costs, increasing the utilization rate of pool vehicles, and providing tangible benefits for employees. In October 2024, the City Council awarded a professional services contract to BerryDunn for the development of a five-year Technology Modernization Plan (TMP) and the selection of an Enterprise Asset Management (EAM) system. The TMP will address the City’s long-term technology needs, while the EAM system selection will identify the most appropriate system for managing physical assets, maintenance operations, and work order tracking across multiple City departments. These critical efforts will identify gaps in existing technology infrastructure, equipment, and software.

The scope includes a detailed two-year work plan that will guide the implementation of the highest-priority initiatives.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Staff are taking a similarly proactive approach to addressing the City’s potential cybersecurity risks and is hardening legacy systems with the implementation of Arctic Wolf Managed Detection Response (MDR) and Microsoft Defender. Staff are utilizing these programs to monitor threats, address assessed vulnerabilities, and secure City network and cloud applications. Since Arctic Wolf was implemented, over 1,600 security vulnerabilities have been detected. Information systems staff successfully resolved 311 issues, reducing risk and protecting the City’s security network from external threats. The City’s network plays a central role in providing essential services and by strengthening security to ensure the continued delivery of those services to the community.
As part of the ongoing Citywide laptop refresh, cybersecurity remains a top priority.

The new devices will come equipped with enhanced security applications, addressing over 300 vulnerabilities identified by Arctic Wolf. This upgrade significantly strengthens the City’s digital defenses. In addition to improved security, staff are replacing outdated desktop computers with 170 new 2-in-1 laptops, providing greater flexibility for employees working both at City Hall and in the field. This transition not only enhances mobility and efficiency but also streamlines the City's technology footprint. By retiring 40 surplus PCs, Information Systems staff will reduce the overall number of deployed devices, improving resource management and sustainability. The City is in the process of developing a comprehensive Project Prioritization Policy to help guide strategic decision-making across the organization. This effort aims to establish a systematic, objective methodology for ranking the relative importance and urgency of various infrastructure projects and significant programs. The process encompasses a wide range of considerations, from clearly defining project thresholds and categories to assembling a dedicated Steering Committee. At its core, the initiative seeks to develop a robust ranking system that considers diverse factors such as legal compliance, public health and safety, asset condition, equity in community investment, sustainability, and financial feasibility. By implementing this structured approach, Camarillo intends to make more informed decisions about resource allocation, ensuring that City projects align closely with community needs and Council Goals and Objectives. The City has outlined a detailed timeline for this effort, demonstrating a commitment to thorough planning and stakeholder engagement throughout the process. Ultimately, the City will formalize a Project Prioritization Policy and scoring matrix with the City Council.
Records Retention Schedule Update: The foundation for Records Management is the City’s adopted Records Retention Schedule. Last updated in 2019, staff identified the need to revise the schedule to meet current retention requirements. This important guideline document streamlines the management and retention of information and records, and departments assisted with developing a customized schedule. The Records Retention Schedule was completed and adopted by the City Council in February 2024, and a citywide training was held following implementation. Plans are being developed to provide continued training, specifically during the onboarding process for new employees, and the retention schedule will be reviewed and updated annually to ensure constant compliance.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Residential and Commercial Building Plans Digitization Project: This project prioritized the conversion of residential and commercial physical building plans to digital records.

A pilot project was successfully conducted in 2021 and, after resuming in May 2023, all remaining plans have been scanned, indexed, and quality checked to ensure exact replication for permanent electronic retention. The project was successfully completed in August 2024 with approximately 425 boxes in totality digitized, helping to greatly improve accessibility to records for staff, reduce offsite storage costs, and increase response time to Public Records Requests. Copies of building plans are a highly requested document, and the public will benefit from having a digitized historical record of all building development.
Citywide Digitization Project: This large-scale, multi-year initiative continues to progress with the completion of a project plan and project charter, following a comprehensive RFP process and award of a contract to a local scanning vendor. A priority project is to transition to a digital, paperless workplace by reducing printing and retention of physical files and eliminating onsite and offsite storage. Scanning and indexing records will free up physical space, accelerate administrative processes, streamline the retrieval of records, and provide for greater transparency. Staff continue to work closely with consultants to create processes and procedures for departments and to develop an inventory of records and an efficient workflow for a comprehensive digital conversion of all records. A test phase was conducted in summer 2024 to digitize the Planning Departments development project plans, which included conversion of approximately 735 rolls of plans included Conditional Use Permits, Residential and Commercial Planned Development, Industrial Planned Development, and Tract Maps. Digitization will be a citywide collaborative effort customized to each division’s needs while ensuring cross-departmental consistency. Laserfiche Records Repository: The backbone of our Records and Information Management Program (RIM) is the City’s records repository. Analysis of the current outdated program led to the recommended implementation of an updated system to provide an advanced and centralized repository. City Council approved a contract in November 2023, and coordinated efforts are underway with all departments and divisions to create an organized and structured records system which will complement the City’s digitization efforts. The new Records Retention schedule will be applied to the records within the repository and will automate reports and expedite staff’s ability to identify records which have met their retention life, benefiting from a secure, cloud- based system for increased accessibility. Records from the previous repository are being successfully migrated to the new system and extra attention is being placed on ensuring the system is built with necessary integrations to other citywide systems allowing for increased efficiencies, automated processes, and time-saving measures for staff. Additional benefits of the system for future analysis and consideration are AI capabilities and a public-facing portal. Full deployment of the Laserfiche repository is expected in early 2025.
City Email Retention Policy: In March of 2024, City Council Policy 12.02 for Email Retention was revised and adopted by the City Council, helping to update the policy to ensure compliance with the Public Records Act and applicable retention laws. A Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

subsequent Administrative Procedure 12.02 – Email and Electronic Communications Management and Retention was developed to help further guide retention and address the management of email and communications. The implementation of additional procedures provides specific definitions for records and communications, ensures legal and regulatory compliance, establishes default retention periods, and addresses retention for increased communications from advancements in technology. Disclosure and Campaign Filing Systems: Staff is currently reviewing the need to update the City’s campaign and disclosure filing systems. The current systems are antiquated and improved technology will help consolidate two systems into one, provide a more efficient and user-friendly portal for election candidates, expedite campaign filings, and track annual Statements of Economic Interest (Form 700) filings, which are required by the Political Reform Act. An improved system will help support electronic filing and provide additional benefits and system capabilities such as a new AB1234 Ethics Training platform, mobile device filing, and a cloud-based secure and accessible system.
PrimeGov Agenda Management: Staff continues to refine the format and workflow of the Agenda Management System, adding additional workflows to assure processes are streamlined and the system provides an efficient, centralized process for agenda approval for Council, Boards, and Committees. A new category was implemented to incorporate California Environmental Quality Act (CEQA) compliance guidelines and clearly identifies CEQA projects on meeting agendas. The Planning Commission meeting agenda was updated to ensure consistency and the City’s meeting website has been expanded to increase public information pertaining to City and Board meetings and participation guidelines, providing increased access and transparency.

In coordination with the Council Chambers Remodel project, PrimeGov, the City’s agenda management system, is being expanded to utilize a new electronic public speaker module. The speaker module will allow the public to sign up electronically to provide public comments at all open City Council and Board meetings, increasing accessibility and offering a more modern option to register and track public comments.

A future rollout of the Electronic Voting module will be anticipated in 2025 to further improve and modernize meeting management.
Municipal Code: The City’s Municipal Code has been fully transitioned 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.

Other measures to maintain existing revenue levels include:
A nexus study for Building Fees is currently nearing completion. The City’s Building fees have not been adjusted since 2007. A nexus study considers all the current costs of providing Building and Safety services to recommend fee levels to properly align revenues necessary to recover the costs of providing those services. Included in this study is a review of the fee structure with an emphasis on simplifying the fee calculation for the public.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The City’s Master User Fee schedule is updated annually to reflect changes in labor costs. A comprehensive nexus study review to recommend fee levels to properly align revenues necessary to recover the costs of providing those services is conducted every 5-7 years. The next comprehensive review is planned for Fiscal Year 2026/27. Water and Sewer rates are reviewed annually to properly align the costs of the utility systems with the rates necessary to continue to provide the level of services. A Transient Occupancy Tax (TOT) consultant contract is planned for mid-FY 2024/25 to review the program and conduct an educational forum for hotel owners to streamline the monthly reporting process to ensure TOT revenues are accurate and collected in a timely manner.

Streamlining internal operations:
Staff are currently working with the City’s banking partner JP Morgan Chase to implement an electronic check signing process along with outsourcing the check printing function. This change would eliminate the need for City staff to maintain paper check stock, print, sign, and mail paper checks to streamline payment processing times.

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 24/25
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.

City staff published a Request for Proposal for a Citywide Infrastructure Strategic Plan.

However, staff is pivoting the scope of the project to focus solely on the Water Reclamation Plant (WRP). Staff published an RFP for the WRP Financial Plan. The plan will create a financial roadmap outlining scenarios for how to fund the upgrades to the plant. An Ad Hoc committee was created by the City Council to review proposals and interview prospective firms. After conducting four interviews, the Ad Hoc evaluation panel selected Fieldman, Rolapp & Associates to provide financial advisory services and create a long-range financial plan to finance the WRP upgrades.

COMMUNITY ENRICHMENT
GOAL: It is the goal of the City Council to provide a safe and enriched environment where people can live, work and play.

FY 2024/25 Objectives
Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

1. Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs.

City staff continue to enhance community safety through expanded public awareness and educational programs, supporting residents in disaster preparedness and emergency response. Progress was made on the following recent and upcoming community safety initiatives:
Ready Camarillo Preparedness Guide: Launched on September 6, 2024, the Ready Camarillo Preparedness Guide is a bi-monthly publication providing residents with essential emergency preparedness tips and resources. With 172 subscribers to date, the guide is available on the City’s Emergencies webpage (cityofcamarillo.org/emergencies) and through email subscription via the Notify Me portal.
Weather Preparedness & Storm Readiness: To enhance resilience against severe weather, the City launched a new Weather Preparedness webpage (cityofcamarillo.org/weather), providing residents with information on emergency kits, evacuation planning, and local resources.

Additionally, in November 2024, staff launched a Storm Readiness initiative to prepare the community for the upcoming storm season, featuring:
A special edition of the Ready Camarillo Preparedness Guide with storm preparedness guidance.
Social media posts with visuals and preparedness tips. A storm readiness postcard in English and Spanish, scheduled for mailing to all Camarillo residents in early February 2025, with essential information and a QR code linking to online resources.
Staff participated at County’s Winter Storm Town Hall community meeting on January 7, featuring City officials and emergency preparedness experts, focusing on storm- related risks in wildfire-affected areas.

Through these initiatives, Camarillo remains committed to empowering residents with the knowledge and resources needed to stay safe and prepared. a. Increase awareness and participation in Neighborhood Watch Program.

The Neighborhood Watch Program remains strong, with 63 active groups in residential areas throughout the City. Through this initiative, the Camarillo Police Department provides residents with regular updates on crime trends and prevention strategies. By fostering open communication between law enforcement and the community, the program enhances situational awareness and improves the timely identification of criminal activity.
b. Develop and implement appropriate education, enforcement, and assistance Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

strategies to address homeless and mental health issues.

City staff and VCSO Project HOPE provide outreach and services to individuals experiencing homelessness in Camarillo. Since January 2024, Project HOPE has made 2,247 contacts with 189 homeless individuals, many of whom required repeated outreach, with some individuals engaging over 30 times. Weekly outreach efforts have focused on areas with high concentrations of individuals residing in RVs. Services provided through Project HOPE include emergency shelter, food assistance, medical aid, transportation, and relocation support.

Notably, 83% of those contacted accepted some form of assistance. In January 2025, Project HOPE and City staff led Camarillo’s annual Point in Time Count, with the support of more than 25 volunteers. The survey identified a slight increase of two unhoused individuals compared to the previous year, alongside a rise of nine sheltered individuals, largely due to the success of the Camarillo Hotel Voucher Program in providing temporary shelter to homeless individuals – a resource which had not been available in previous years. In February 2024, the City Council amended the Oversized Vehicle Ordinance to expand parking restrictions to additional areas. Since its adoption, Project HOPE and City staff have prioritized education and outreach to ensure compliance. Efforts included a press release, multiple engagement sessions in March and April for vehicle occupants and local businesses, and follow-up discussions before enforcement began on May 1. Informational flyers were distributed to unattended vehicles, while Project HOPE held open office hours to connect individuals with resources and housing opportunities. Additionally, Project HOPE collaborated with City staff to verify the installation of new signage, ensuring clear visibility and awareness of the ordinance. To further address the needs of individuals experiencing homelessness in RVs, City staff applied for a $7.8 million Encampment Resolution Fund (ERF-3) grant, prioritizing a homeless encampment at Pleasant Valley Road and Calle San Pablo. If awarded, the grant will support services for 17 individuals, many of whom face mental health, substance use, and physical disabilities. The project aims to transition residents into interim shelter through hotel vouchers while developing nine units of permanent supportive housing by March 2027.

Key activities will include targeted outreach, case management, and site cleanup, with a long-term goal of securing permanent housing for all individuals involved.
In its first year, the Camarillo Hotel Voucher Program, funded by the Homeless Housing Assistance and Prevention (HHAP) grant, provided temporary shelter for 30 unhoused individuals, including seven children. Sixteen participants successfully transitioned into permanent or transitional housing, supported by case managers from Project HOPE and financial assistance from United Way and local churches. Housing placements accelerated after the addition of a housing navigation case manager from the Ventura County Health Care Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Agency in May 2024. The case manager developed personalized case plans, guiding participants through critical steps such as obtaining necessary documentation, securing employment, managing personal finances, and addressing credit challenges. Currently, eight additional participants are expected to transition into permanent housing by early 2025. The Camarillo Homelessness Collaborative, facilitated by the City and Project HOPE, continues to bring together key stakeholders—including the Ventura County Sheriff's Office, faith-based organizations, businesses, healthcare providers, schools, and nonprofits—to address homelessness through a coordinated resource-sharing approach. Recent efforts include Food Share’s partnership with local pantries and the promotion of their "Find Food Now" app to enhance food accessibility for homeless individuals. United Way of Ventura County has also played a crucial role in securing permanent housing by covering security deposits for families transitioning out of the Camarillo Hotel Voucher Program. Public outreach efforts expanded through Project HOPE presentations at Las Personas Community Academy, Rotary Club meetings, local churches, and CSU Channel Islands.
In response to a Request for Proposals (RFP) for consulting services on the Homeless Strategic Plan, the City received five proposals. Following an extensive evaluation process, an interdisciplinary team comprising City department representatives and Project HOPE staff, selected LeSar Development Consultants (LDC), a social innovation firm with over 17 years of experience in homelessness planning. LDC has previously developed strategic plans for municipalities including Los Angeles, San Diego, and Ventura County, with an approach emphasizing stakeholder engagement and data-driven solutions. Their proposal, with a cost estimate of $130,150 and a 12-month timeline, was finalized and submitted for City Council approval in September.

A project team kickoff meeting took place in early October 2024, bringing together representatives from multiple City departments, VCSO, Project HOPE, County partners, and individuals with lived experience of homelessness. The team identified key priorities for the plan, including the development of an actionable strategy, diverse housing options, comprehensive services, a funding framework, homelessness prevention efforts, community engagement, a communications plan, and measurable outcome tracking. The community engagement phase began with the first Community Input Session in December, attended by over 50 stakeholders.

Simultaneously, the City launched a Community Input Survey to gather broad public feedback, promoted through the City website and social media, and kept open throughout January. To ensure unhoused individuals' perspectives were included, Project HOPE conducted 40 direct surveys in early January. The City continues to support public service organizations through Community Development Block Grant (CDBG) funding. These organizations provide essential services to improve mental health, support individuals experiencing homelessness or housing insecurity, and address other community needs. In Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Fiscal Year 2024/25, a total of $52,516 in CDBG funding was awarded to these organizations to further these vital efforts.
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.

The City renewed its contract with Ventura County Behavioral Health for another term at the beginning of Fiscal Year 2024/25, further strengthening the collaboration between the Project HOPE deputy, the Behavioral Health case manager, and the new Ventura County Health Care Agency case manager.

Through Project HOPE, the Ventura County Sheriff’s Office (VCSO) engaged consistently with community members facing mental health crises or those at risk of becoming homeless. The VCBH case worker, funded by the City’s General Fund and a grant administered by County of Ventura, served 33 behavioral health clients in Camarillo and assisted the Crisis Intervention Team with over a dozen behavioral health related calls. Additionally, Project HOPE partnered with the Ventura County Human Services Agency and local non-profits to provide 10 One Stop events and Backpack Medicine outreaches, offering essential services to unhoused individuals.
The City of Camarillo and Project HOPE actively participate in the Ventura County Homeless Task Force, a collaborative effort involving local governments, county service provider agencies, and law enforcement agencies to address homelessness at a regional level. The group held its inaugural meeting in August 2024 and meets monthly to coordinate efforts, share resources, and contribute to the development of countywide strategies for preventing and reducing homelessness. Camarillo's involvement helps ensure that local priorities align with broader county initiatives, fostering a unified approach to addressing homelessness across Ventura County. Project HOPE collaborates closely with VCSO’s newly formed Homeless Liaison Unit to address homelessness among individuals in Camarillo and adjacent unincorporated areas that frequently impact the City. This partnership enhances outreach efforts, allowing the teams to connect homeless individuals with essential services and resources. The close collaboration prioritizes assistance over enforcement, ensuring a compassionate response to homelessness. The benefits of this teamwork include streamlined access to support services, and a unified approach that promotes safety and well-being for the City of Camarillo and its surrounding community. d. Develop and implement appropriate strategies to more effectively combat crime.
City staff organized the Ventura County City Manager’s Luncheon on April 18, 2024, with a focus on addressing organized retail crime. The event featured a Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

panel discussion with representatives from the District Attorney’s Office, California Highway Patrol (CHP), Ventura County Sheriff's Office (VCSO), Camarillo Premium Outlets, and the California Retailers Association. Panelists provided insight into current challenges and collaborative strategies aimed at reducing retail crime throughout the region.
VCSO staff continue to work closely with the Outlets to combat retail theft. In partnership with VCSO, the grant-funded Organized Retail Theft Task Force has conducted multiple “blitz” operations at the Outlets, leading to dozens of arrests. Additionally, staff are testing new surveillance systems both at the Outlets and along the Ventura Boulevard “theft corridor” between Carmen Drive and Springville. To further strengthen crime prevention, VCSO and Camarillo Premium Outlets staff are actively exploring the implementation of additional technology to enhance security, improve real-time crime detection, and bolster response efforts.
VCSO staff continues to assess crime and safety concerns to identify emerging trends, with Organized Retail Theft (ORT) currently representing the most significant challenge. To address this issue, the Sheriff’s Office secured a $15.8 million state grant to combat ORT. As part of this strategy, an ORT Task Force (ORTTF) was created, bringing together members from various law enforcement agencies across Ventura County. In 2024, the Camarillo Police Department partnered with the ORTTF to conduct two separate two-day ORT “blitz” operations. During these operations, a substantial law enforcement presence, both covert and overt, was deployed at the Camarillo Premium Outlets. The enforcement efforts resulted in multiple arrests and the recovery of tens of thousands of dollars in stolen merchandise. These operations will continue as part of an ongoing commitment to reducing organized retail theft.

In addition to the “blitz” operations, the City is utilizing ORT grant funds to purchase and deploy Automated License Plate Readers (ALPR), leveraging technology as a force multiplier. ALPR devices are strategically placed in high- risk ORT areas, such as the Camarillo Premium Outlets, capturing the license plates of passing vehicles. For known offenders, the system provides real-time alerts when their vehicle enters the area, allowing deputies to take proactive enforcement action before crimes occur. Additionally, in the event of a crime, ALPR data serves as a crucial investigative tool, providing leads that assist law enforcement in identifying and apprehending suspects.

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.

The Pleasant Valley Recreation and Park District (PVRPD) Liaison Committee met on February 12, 2024, April 10, 2024, and May 13, 2024, to review public voter surveys and discuss next steps. Staff continues to work with PVRPD to maintain communications to address the needs of the Senior Center and community recreation facility.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

3. Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo.

On August 1, 2024, the City approved a mural project at the Camarillo Premium Outlets, sponsored by Visit Camarillo. The 16-foot-tall by 10-foot-wide mosaic-style mural, painted by a local artist, was completed in mid-October and is now featured in the Main Court.

The artwork showcases the iconic Camarillo Ranch House alongside a galloping white horse, framed by vibrant bougainvillea and a radiant sun, with the words "Camarillo, California" prominently displayed. To promote this new landmark, Visit Camarillo will launch a "Follow the White Horse" marketing campaign aimed at attracting visitors and enhancing community engagement.

As part of the City's objective to preserve Camarillo’s identity and history through public art, staff integrated a public art element into the Dizdar Park Renovation and Expansion Project (Project No. CP-5095). Currently under construction, the expanded park will feature accessibility improvements, a new garden entry gateway with a park sign, enhanced paving, seating areas, ornamental trees and landscaping, a fire station-themed playground, public restrooms, improved lighting, and a dedicated public art installation.

To manage the interpretive display project, the City partnered with Studio Channel Islands, which released a Request for Proposals (RFP) for a public art installation as part of the park’s redevelopment. The project aims to commemorate Ventura County Fire Station No. 54, which previously stood on the site, by creating a permanent, publicly accessible interpretive display. The installation is designed to engage the community, allowing public input in the design and selection process. The RFP outlined a $90,000 budget covering artist fees, fabrication, and installation, requiring proposals to include design sketches, fabrication methods, installation plans, and community engagement strategies. The project must also adhere to environmental and historical mitigation measures outlined in the site’s Environmental Impact Report. Several proposals were received and will be reviewed by the Economic Development and Land Use Committee February 2025, before being presented to the City Council for final selection.

4. Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
Staff continues to deliver multi-platform messaging promoting inclusive and accessible programs, events, and recognition opportunities, such as Women’s History Month in March, Older Americans Month in May, Juneteenth and Pride Month in June, along with various library programs (see below) such as the Camarillo Connections multi-cultural event in May, Disability Pride Month events in July, and Hispanic Heritage month events in October. While social media and the CityScene newsletter are the primary delivery vehicles for these messages, the City Hall marquee and Cablecast are also utilized, when appropriate.
In partnership with the Camarillo Library, staff participated in the “Camarillo Connections” multi-cultural event in May which celebrated diversity and a variety of local cultures through music, dance, and food. An estimated 400 guests were in attendance.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The City hosed the City’s 60th anniversary End of Summer Block Party in September.

The celebration featured a vibrant lineup of local performers, showcasing a range of cultural expressions through music and dance. The event highlighted the talents of Mariachi Camarillo, representing rich Mexican musical tradition, Ori Tahiti Ventura County, celebrating the expressive Polynesian dance of Tahiti, and Bad Habit Band, offering a popular mix of classic and modern hits. It is estimated that 1,000 people attended the event over the course of the evening.
Since July 1, 2024, the Camarillo Library offered special heritage programs that foster inclusivity, diversity, and tolerance for Disability Pride Month (July) and Hispanic Heritage Month (September 15 – October 15).
For Disability Pride Month, the Library coordinated a workshop with a motivational speaker and disability consultant who discussed living with a disability; 10 people attended the event.
During Hispanic Heritage Month, the Library hosted two family-friendly programs celebrating cultural traditions. A month-long community ofrenda honored Día de los Muertos (Day of the Dead), inviting visitors to participate in the remembrance of loved ones. Additionally, in recognition of Indigenous Peoples’ Day, the Library presented a Memorias Tejidas weaving demonstration, showcasing traditional weaving techniques.
In addition to these programs, the Camarillo Library hosted a weekly English Language Learners Conversation Group for adults. A total of 541 people attended from July – December.
In November, the Library honored veterans by providing “Trucks for Troops,” which allowed patrons to explore six military vehicles in the library parking lot and learn about the massive machines that protect our freedom. The vehicles were provided by Seabees of Naval Base Ventura County at Port Hueneme; 300 people attended the event. In addition, the library conducted five interviews with local U.S. military veterans (seniors) as part of a national Veterans Day Project. These interviews will be sent to the Library of Congress, preserving veterans’ firsthand accounts for future generations.
Seniors: Library staff conducted a “Tech Help” class at Camarillo’s Senior Center with 20 people in attendance. The class covered how to navigate the library website and use library online resources. In addition, library staff assisted participants with their personal devices.
Library staff visited the Camarillo Senior Center to discuss the library’s summer reading program. Library staff signed 65 seniors for new library cards and walked participants through the summer reading program.
Access and Functional Needs List: City staff maintains an Access and Functional Needs (AFN) list to ensure residents with unique needs receive critical resource information and support. The AFN list consists of individuals who may need additional Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

assistance or resources during emergencies due to physical, cognitive, or sensory disabilities, language barriers, age, or medical conditions. This includes the elderly, people with disabilities, children, individuals with limited English proficiency, and those who rely on medical devices. Staff worked together to create a digital AFN registry form that provides real time updates with the Ventura County Sheriff’s Office Evacuation app. While this list is confidential, registrants can elect to have their contact information shared with first responders during emergencies to assist in evacuation efforts and ensure their safety. In addition, staff use the AFN list to share educational emergency preparedness resources and program assistance available to the community. Staff shared a community message regarding the AFN registry form in the September 2024 Ready Camarillo Preparedness Guide and the December 2024 CityScene Newsletter. The AFN registry form can be found on the City’s emergencies website (cityofcamarillo.org/emergencies) with additional preparedness information. Camarillo Council on Aging (CCOA) Senior News: The Camarillo Council on Aging (CCOA) was formed by the City Council as an advisory body to represent and address needs of the Senior community. The Board works collaboratively with the City, Library, and other local agencies to provide resources, events, and educational opportunities for Seniors. The Senior News is produced quarterly utilizing the City’s communication platform, and continued efforts to expand outreach have successfully led to growth of the email distribution list to 2,267 members and a notable open rate of 63.6% Additionally, the City and CCOA sponsor the annual publication of the Senior Resource Guidebook, which focuses on providing a comprehensive guide for local resources to increase awareness and educate Seniors, and promote the engagement and participation of the senior community.
CERT Spanish Classes: City staff are collaborating with the Ventura County Fire Department (VCFD) to expand Camarillo’s CERT training program by offering a Spanish-language class. With the recent addition of a Spanish-speaking CERT instructor, this initiative aims to enhance emergency preparedness and resilience within the Spanish-speaking community. Staff are working to improve outreach and promotion efforts to ensure strong participation in future Spanish-language CERT training opportunities.

5. Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues. In September, the City of Camarillo, Camarillo Health Care District, and Pleasant Valley Recreation & Park District finalized a Memorandum of Understanding (MOU) for the "Healthy Camarillo" initiative, formalizing their partnership to address critical community health issues. The MOU outlines key priorities such as mental health and substance abuse, prevention of chronic health conditions through healthy lifestyles, and ensuring equitable access to healthcare for underserved populations. It also includes commitments to securing resources through grants and sponsorships, collaboratively developing and implementing health programs, and coordinating marketing efforts to promote these initiatives. Following its approval, the next steps involve organizing the working group, discussing the initiative’s structure, and planning Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

a kick-off event to launch Healthy Camarillo.
As part of the City’s goal, the Camarillo Library hosted several health-focused programs to support the well-being of residents including:
In summer 2024, the Library partnered with Gold Coast Health Plan to offer two community health workshops focusing on men’s health and mental health. These sessions provided valuable information on preventative care and mental well- being, with a total of eight community members in attendance. In September 2024, the Library hosted a Navigating Grief workshop led by Stacia Sickle, Director of Grief and Bereavement Programs at Livingston Memorial. The presentation addressed the emotional impact of loss and provided attendees with tools for managing grief. Seventeen people participated in the discussion, highlighting the community’s interest in mental health support. To support mental well-being during the busy holiday season, the Library organized a De-Stress Night in December 2024, offering attendees a chance to unwind and recharge. The event featured relaxing activities such as crafts and journaling, along with therapy dogs to boost participants’ moods. A total of 24 people attended.

6. Explore opportunities to enhance, restore and beautify the community through the involvement of volunteers.

City staff continues to foster a strong sense of community engagement through volunteer- driven initiatives that promote environmental conservation, public safety, and civic involvement. Staff also continues to explore ways to enhance the City’s Volunteer Program to gain community interest and attraction for participation. The Volunteer Program includes focused initiatives on Beautification and Sustainability, Community Events, Education, and Training, Community Safety and Emergency Preparedness, and a wide range of event opportunities with City Partnership agencies.

Key highlights include:
On September 21, 2024, the City participated in the 40th Anniversary of California Coastal Cleanup Day, where 187 volunteers dedicated 561 hours to removing 800 pounds of trash and recyclables from Calleguas Creek and the Mission Oaks Park barranca. Their efforts played a crucial role in preserving local waterways, preventing debris from reaching the ocean, and supporting environmental sustainability. On October 5, 2024, community volunteers also contributed to identity protection efforts at the annual Community Document Shredding Event. In coordination with the Camarillo Council on Aging (CCOA), 24 volunteers dedicated 105 hours to assisting residents in securely disposing of sensitive documents. This event not only promotes recycling and sustainability but also helps prevent identity theft by ensuring safe document destruction.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The City continues to expand its Graffiti Abatement Program, allowing volunteers to work alongside staff to keep public spaces clean and inviting. By removing graffiti, participants help revitalize neighborhoods, foster community pride, and deter future vandalism. Volunteers assist in identifying, tracking, and eliminating graffiti to preserve the quality and safety of local areas. The next graffiti removal event is scheduled for February 8, 2025.
The City offers Community Emergency Response Team (CERT) training courses to empower residents with disaster preparedness and emergency response skills. The Ventura County Fire Department led two CERT training classes, with a total of 55 students in 2024. On October 26, 2024, 23 community members successfully graduated from the CERT program, gaining the knowledge needed to protect their homes, families, and neighborhoods during emergencies. Camarillo DART volunteers supported the Ventura County Fire Department during the CERT training drill, ensuring a comprehensive learning experience.

CERT volunteers continue to play a vital role in our community’s resilience and because of the training received, volunteered in the following activities:
One CERT volunteer assisted City staff with performing regular inspections of the City’s 12 AED facilities and tested Emergency Operations Center (EOC) satellite phones to ensure operational readiness.
Three CERT volunteers assisted at the Local Assistance Center (LAC) following the Mountain Fire, staffing tables for Ventura County VOAD organizations, distributing information, guiding survivors, and completing various support tasks.

The City actively promoted its volunteer program during National Volunteer Week in April, encouraging residents to sign up through the City’s volunteer website. Graffiti Abatement and Volunteer Cleanup Days were held throughout the year, with promotions featured in the CityScene newsletter in January and April, as well as on social media on January 18, April 10, May 4, August 17, and November 16.

Additionally, the City’s volunteer initiatives extend through partnerships with local agencies, including the Camarillo Public Library, Camarillo Ranch, Ventura County Sheriff’s Office, and Pleasant Valley Recreation and Park District. Volunteers play a vital role in major community events such as the Summer Concert Series, Fourth of July Fireworks Show, and Holiday Christmas Parade, strengthening civic engagement and fostering collaboration between the City and its residents.

7. Explore opportunities to engage providers to improve cell phone coverage within the City of Camarillo.

City staff is actively working to improve wireless coverage by assessing current infrastructure, engaging with providers, and facilitating new installations. To address coverage gaps, the City enlisted a consultant to conduct a formal wireless coverage assessment. This consultant will evaluate existing policies and procedures to identify potential adjustments that could enhance wireless service throughout Camarillo.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Additionally, staff are exploring the use of a consultant to conduct field surveys, collect data, and develop a comprehensive wireless coverage assessment map. This effort will also include a market analysis and a review of the City’s approval process to ensure best practices are integrated into policies and procedures.

Several new wireless communication facilities have been approved and are currently in the plan check phase, including installations at Bob Kildee Park (Dish Wireless), Mission Oaks Park (AT&T), and 740 Ventura Boulevard at the Camarillo Premium Outlets (Dish Wireless). Additional wireless communication facilities have been approved at 690 Ventura Boulevard – Camarillo Premium Outlets (AT&T), Freedom Park (AT&T), and 1040 Avenida Acaso (AT&T). A modification to an existing T-Mobile facility at Mission Oaks Park has also been approved. While construction has not yet begun on these projects, administrative time extensions have been granted to keep the entitlements active. These efforts reflect the City’s commitment to enhancing wireless connectivity for residents, businesses, and visitors.

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 Council Action Strategies for FY 24/25
City Council to receive a presentation on “Healthy Camarillo”.

In early August 2024, the City Council received an update on the Healthy Camarillo initiative. George West, Vice President of Mission Integration for Dignity Health, joined City Staff as a presenter and shared findings from the Ventura County Health Needs Assessment, highlighting key health issues in the community. Following this, the City, along with the Camarillo Health Care District (CHCD) and Pleasant Valley Recreation & Park District (PVRPD), formalized their collaboration through the proposed Memorandum of Understanding. City staff emphasized the significant benefits of the collaboration, pointing out how it would harness the expertise of the Camarillo Health Care District in healthcare, the Pleasant Valley Recreation & Park District in promoting physical activity and recreation, and the City's dedication to public service. Explore enhancement of community enrichment by expanding communications including educational topics on observed holidays and other significant dates.

Staff delivered nearly 50 communications via City channels, including CityScene newsletters and social media, regarding the history and significance of holidays and commemorative months/weeks/days. Messages educated the community on the significance and context of these issues, as well as desired behaviors/actions to promote the public good and community improvement (e.g., various safety-related and sustainability messages). See Attachment A for a summary of outreach conducted. Explore an event that showcases non-profits at a Christmas/Holiday event at the Camarillo Ranch.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

While the Camarillo Ranch Foundation did not host an event specifically showcasing area non-profits in 2024, it did include area non-profits at each of the community events hosted by the Foundation. Non-profits that participated included:
VC Hand weavers & Spinners-Barn
Camarillo White Horse Association
kidSTREAM
Pleasant Valley Historical Society
AAUW
Camarillo Library
Kiwanis Club
Amber’s Light Lions Club
Pleasant Valley Lions Club
Rotary Club
RC Makes (Rancho Campana HS)
Ventura Teen Challenge
(Note: Not all these organizations participated at every event.) In an effort to showcase non-profits in community events, seven local non-profits were invited to participate in the City’s 60th Anniversary End of Summer Block Party in Constitution Park in September The organizations were encouraged to promote their services while interacting with residents in a festive way. These non-profits included the Camarillo Ranch Foundation as well as:
Camarillo Library
Pleasant Valley Recreation and Park District
KidSTREAM
American Association of University Women
Visit Camarillo
New West Symphony
In September 2024, City Council adopted a revised Community Grant Funding Policy

1.12 which eliminated the funding allocation calculation in an effort to allow more funding from the City’s General Fund to be made available for non-profit organizations to provide Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

special community programs and activities for direct benefit to Camarillo residents.

CALIFORNIA STATE UNIVERSITY CHANNEL ISLANDS
GOAL: It is the goal of the City Council to maintain a close working relationship and communication with the University.

FY 2024/25 Objectives

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.

City staff continues to monitor campus growth, student demographics, and workforce development opportunities in collaboration with CSU Channel Islands (CSUCI). Enrollment at CSUCI steadily declined since the COVID-19 pandemic, with fall 2024 numbers showing 4,880 students, down from a peak of 7,095 in 2018. This trend reflects a broader nationwide decline in undergraduate enrollment. To address this, university staff are exploring strategies such as expanding academic programs, increasing marketing efforts, and strengthening high school outreach initiatives. The fall 2024 student body is 66% female, 61% Latinx, and 59% first-generation college students. Additionally, 82% of students come from Ventura, Santa Barbara, and Los Angeles counties.
As part of the City's Economic Development Strategic Plan, staff track workforce development in key industries. Enrollment remains strong in targeted sectors, with 363 students in Computer Science, 594 in Health Science, 447 in Nursing, 499 in Business, 297 in Biology, and 83 in Chemistry. Psychology continues to be the largest program, with 766 students.
The City has also partnered with CSUCI’s Health Sciences program to strengthen efforts in addressing homelessness. Project HOPE led a class session for approximately 25 students, educating them on Camarillo’s homelessness initiatives.

Health Sciences students contributed to the City's annual Point in Time Count, and the Homeless Strategic Plan includes collaboration with CSUCI students to conduct in-person surveys with 40 unhoused individuals. Additionally, students will play an active role in various aspects of the strategic planning process, further integrating academic engagement with community impact.

LAND USE AND TRANSPORTATION
GOAL: It is the goal of the City Council to plan appropriate land uses, Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

streets, bikeways, infrastructure, and transit system.

FY 2024/25 Objectives

1. Continue to seek improvement on local traffic issues that impact our City.

The City of Camarillo remains committed to enhancing traffic safety through ongoing infrastructure improvements and innovative management strategies, in alignment with the Local Road Safety Plan.
In February 2024, the City completed construction on the Traffic Signal Improvements at Las Posas and Temple (Project No. TS-5094). This project, approved by the City Council on February 8, 2023, replaced the existing traffic signal system with new poles and signal heads, introducing protected left-turn operations (left-turn arrows) on all four approaches to improve intersection safety and traffic flow. Efforts to address local traffic challenges continue with the Santa Rosa Road Adaptive Project, which is replacing 11 traffic controllers and introducing an adaptive traffic management system. This system dynamically adjusts to real-time traffic conditions, aiming to reduce congestion and improve efficiency along this vital corridor.

Additionally, the Intersection Refurbishment, Painting, and Yellow Borders Project is enhancing visibility and extending the lifespan of traffic signal equipment at 27 intersections along Las Posas Road and Santa Rosa Road. This initiative marks the first phase of a three-part improvement plan.
To further modernize Camarillo’s traffic infrastructure, staff are deploying advanced Video Detection Systems at key intersections. These upgrades will improve bicycle detection and data collection, enabling better-informed traffic management decisions.

Pedestrian safety remains a priority, with Audible Pedestrian Systems (APS) being expanded to six additional intersections to better assist visually impaired residents and visitors.
The City is also finalizing the installation of three Rectangular Rapid Flashing Beacon (RRFB) systems for this fiscal year. The final system will be installed at the intersection of Bridgehampton and Via Rosal, complementing previously completed installations at Adolfo and Almendro Way, as well as Village at the Park and Wickford. These beacons significantly enhance driver awareness at uncontrolled pedestrian crossings, improving safety for all road users.

Recognizing the evolving nature of traffic patterns, the City will continue conducting annual traffic speed studies. These studies will help determine if speed limit adjustments are necessary, with a particular focus on utilizing the flexibility provided by AB 43 to set safer speed limits where needed. This data-driven approach ensures that Camarillo’s traffic management strategies remain adaptive and effective in promoting roadway safety.

2. Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.

Staff are coordinating with Caltrans regarding their Implementation Plan for the Lewis Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Road (SR34) Improvements Project within the City of Camarillo limits from Pleasant Valley Road to Las Posas Road/Upland Road. Improvements expected to be implemented as part of the project include bike lanes, sidewalks, guardrails, drainage, paving and a new signal at Lewis Rd. and Temple Ave.

Additionally, staff are coordinating with Caltrans, Ventura County Transportation Commission (VCTC) and their consultant team for the US 101 Improvements project, participating in monthly project design meetings and focusing on incorporating early action project components in Camarillo including auxiliary lanes, ramp meters, bridge and interchange improvements.

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.

Staff continues to work closely with the County of Ventura and California State University Channel Islands (CSUCI) on the proposed Class I Shared-Use Path from Camarillo to CSUCI. The County of Ventura is currently working with a consultant on the feasibility study for the project. Draft Concept Plans have been completed, and finalization of the study is anticipated by January 2025.

4.Evaluate potential measures to improve public transit.

The City continues to enhance its public transit services through new technology, vehicle upgrades, and strategic planning efforts.
The recently implemented RideCo software program now allows passengers to book, view, and cancel reservations online or through a mobile app, improving convenience and accessibility. Staff continues to collaborate with RideCo and RTW personnel to refine the system and enhance operational efficiency.
In 2023, 12 new transit vehicles were ordered, including a 2024 Trolley bus. An additional vehicle was ordered in 2024, with plans to procure another this fiscal year.

The City has already taken possession of eight new vehicles, with four more expected to arrive within the next month. The updated fleet will improve service reliability by increasing the number of operational vehicles and reducing downtime for repairs. As part of ongoing branding efforts, a new Camarillo Area Transit logo was recently introduced. Four newly acquired transit vans now feature the updated branding, enhancing the visibility and identity of the City's transit system. Camarillo is also actively participating in a Ventura County Transportation Commission (VCTC)-led Short-Range Transit Plan. The draft plan includes proposals for new fixed-route services and modifications to existing routes to better accommodate residents, particularly those on the west side of Camarillo.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

ENVIRONMENT/RESOURCE MANAGEMENT
GOAL: It is the goal of the City Council to provide cost-effective, efficient services to the public while minimizing impacts on the environment.

FY 2024/25 Objectives

1. Continue to seek funding for recycled water storage.

Staff will continue to seek funding for recycled water storage as the design of the WRP upgrades is finalized.

2. Continue to emphasize water conservation measures.
City staff delivered messaging regarding water conservation via the City’s various communications channels, including social media (9 total posts this year), CityScene Newsletter (4 articles – January, April, June, July), CableCast government channel, and the website. Topics included water conservation rebates, sustainable water-wise landscaping workshops, rain barrel sale and distribution, World Water Day, free water- saving mulch, and Water Awareness Month. Staff regularly updates the Water Conservation webpage on the City’s website: cityofcamarillo.org/waterconservation with the latest information. Additionally, collaboration with local schools, community groups, clubs, and other water conservation interested parties provide water conservation education, emphasizing water efficiency and the State’s message that Conservation is a California way of life.
Since June 2023, the City has remained in Stage 1 Conservation Measures, allowing residential customers to water their lawns up to four times a week—on Sundays, Mondays, Wednesdays, and Fridays. While the temporary ban on watering non- functional turf has lapsed, a permanent ban for commercial, industrial, and institutional properties will be phased in beginning in 2027.
The City continues to encourage water efficiency through various rebate programs, including those for low-flow toilets and recirculating water heaters. Since July 2024, the City has provided three hot water pump rebates, four washer rebates, two toilet rebates, and 12 nozzle retrofits. Additionally, the City offers water surveys to help customers identify opportunities to reduce their water consumption and promotes available rebate options. Three water surveys have been completed. The Advanced Metering Infrastructure (AMI) project (Project No. WT-5080) will replace the City’s 14,000 water meters with new AMI meters providing automated meter reading and real-time water usage information to the City and its water customers. The City’s efficiency in meter reading and leak detection will be improved, while providing customers with a better understanding of their water usage and how it affects their water bill, raising awareness of the need to conserve. The contract for construction was awarded on September 11, 2024, and is anticipated to start early 2025.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

3. Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.
The planned diesel generators have been procured and staff advertised bids for replacement of switchgear and installation of the generators at City Hall and the Corporation Yard. Six (6) bids were received on August 6, 2024. Staff reviewed the bids and identified that the high cost was due to the microgrid-ready switchgear, complex electrical work, and overall higher construction costs associated with the current bid climate. Staff recommends rejecting all bids received as the bids are much higher than the Engineer’s Estimate and exceed the available project budget. Staff will simplify the design to include utilizing the existing standard switchgear and electrical equipment instead of replacing with microgrid-ready switchgear and using an Automatic Transfer Switch to control the generator. If battery storage is added in the future, additional equipment would be required at that time to create a fully functioning microgrid. On October 23, 2024, Council rejected all bids and authorized staff to re- advertise the project with a more simplified design to install the generators. The generators will be used as needed to provide backup power during long-term outages. The microgrid project has transitioned to the Administrative Services Department for continued oversight and implementation. The first phase focuses on installing the backup generators that were previously purchased, which are essential for enhancing the resilience of City Hall and the Camarillo Library during power outages.

In June 2024, staff issued a Request for Proposals (RFP) under Government Code Section 4217.10 to install solar carports at both facilities. The project aims to utilize renewable energy and includes spare conduit for potential future battery storage. In the long term, the solar panels, battery storage, and generators could be integrated using a microgrid controller to alternate between power sources during an outage.

The RFP closed on September 5, 2024, with seven (7) proposals received. A selection committee has evaluated the proposals, and staff is currently negotiating an agreement with the highest-ranking proposer. While staff is actively working on design and cost proposals for the solar installation and necessary switchgear, moving forward with the solar component will depend on securing grant funding. Staff is taking an aggressive approach to identifying and pursuing available funding opportunities, including incentives from the Inflation Reduction Act.
Electrical vehicle (EV) charging infrastructure is expanding to the Camarillo Sanitary District’s Wastewater Treatment Plant (CSD) via the installation of two, two port, ChargePoint Commercial EV Charging Station. The City currently has 56 charging ports across three City locations: City Hall (22 ports), Corporation Yard (20 ports), and the Camarillo Public Library (14 ports). In Fiscal Year 2023/24 the City received $145,600 in rebates for the project from Southern California Edison and the California Electric Vehicle Infrastructure Project (CALeVIP). Additionally, $14,946.55 in charging fees were collected. On average, the City has seen 152 unique visitors to the charging stations each month. The environmental impact of increased EV charging in the City Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

of Camarillo so far is equivalent to planting 2,140 trees and letting them grow for 10 years. Since the stations were activated, the City has avoided 83,450kg of greenhouse gas emissions. Staff will continue to pursue outside funding opportunities for additional installations at the CSD.

4. Expand community education and outreach regarding recycling, waste reduction, hazardous materials, and organic waste.

Staff made progress on several projects and continue to work with the City’s franchise hauler and solid waste consultant on the following items that support this Objective:
Updated the City’s Trash & Recycling Services webpage, Residential Trash & Recycling Services Guidelines handout, Weekly Collection Schedules, Interactive Map of Trash and Recycling Schedule (GIS), Trash Residential and Commercial E.J.

Harrison Trash flash newsletters, and the City’s ‘Odd-N-Ends Guide’. The City’s Household Hazardous Waste Program (HHW) continues to gain attraction with residents signing up to receive notifications for HHW drop-off events on the City’s Notify Me webpage. A total of 435 subscribers are signed up to receive HHW program notifications, representing an increase of 244% (178: June 2024) since the notifications list was created.
Staff continue to update and develop new community outreach and education materials for the City’s organics program including graphic designs, fliers, signs, and resource information targeting SB 1383 compliance and enforcement procedures. In August 2024, the City entered into an agreement with Agromin for the procurement of organic materials at a significantly reduced cost to meet SB 1383 procurement requirements and host City Organics Education and Giveaway Events to provide free compost and/or mulch to residents. Staff are working with Agromin to launch education and community outreach to promote the City’s Organics Voucher Program. In September 2024, the City entered into two agreements with The EcoHero Show, to promote sustainability and recycling education services to elementary school children in K-6th grade, through in-person whole school assemblies, live-stream whole school assemblies, and classroom presentations. Through the program, The EcoHero Show educates youth through engaging dance performances, songs, music videos, storytelling and trivia on subjects that includes how to create a sustainable culture at school, SB 1383 Organics Recycling and Food Waste and CRV recycling, litter and waste reduction, and personal behavior changes to adopt at school and home. Community Education and Outreach: City staff expanded community education regarding trash, recycling, organic waste, hazardous materials and drug takeback collection by expanding information available on social media, CableCast, City Hall marquee, CityScene newsletter, and City website.

Increasing the number of messages and the breadth of topics on these issues is increasing issue awareness among Camarillo residents, especially as the City’s Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

audience grows. This growth is reflected in the steady increases in audience metrics during the first half of Fiscal Year 2024/25:
Number of social media followers increased 11.15%
Number of CityScene newsletter subscribers increased 3.65% Specific efforts to expand education and outreach regarding recycling, waste reduction, hazardous materials, and organic waste were measured, wherever possible. Metrics from social media, City newsletters, and website traffic for the period of July 1 to December 31 are as follows:
Social Media Posts: 2,556 reached | 95 likes/reactions/shares CityScene and HHW Newsletters: 17,127 opens | 12 emails sent Example topics covered:
Organics disposal guide
Christmas tree recycling
Pumpkin recycling
Bin steam cleaning service
Rate adjustments update
Top visited webpages include:
 Trash/Recycling Services and Resources Landing Page – 5,276 views  Household Hazardous Waste – 5,578 views
Since July 1, 2024, the Library offered three Cam I Am Sustainable programming to support community education relating to sustainability. For children, library staff hosted two “Little Seedlings” workshops to teach the basics of growing food using the Seed Library. Fifty people have attended the workshops. In addition, the Library offered two Craft Swaps for adults that encouraged waste reduction. Over 106 people participated.

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.

The City is advancing its transit and fleet initiatives with a focus on sustainability, infrastructure development, and compliance with state regulations. The Capital Improvement Program Transit Charging Station Project (ST-5157) will establish a cooperative transit vehicle storage and charging facility shared between the City’s transit program and Ventura County Transportation Commission’s (VCTC) Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

intercity bus service. Funded with $4 million in SB 125 funds, the project is set to begin design in Fiscal Year 2025/26. Before moving forward, the City and VCTC must establish a lease agreement, as VCTC owns the property, along with a cooperative maintenance agreement, both of which are expected to be finalized in Fiscal Year 2024/25.
To align with the California Air Resources Board’s (CARB) Advanced Clean Fleets (ACF) Regulation, the City is accelerating the transition of its fleet to zero-emission vehicles (ZEVs). The regulation requires that, beginning January 1, 2024, at least 50% of the City's annual vehicle purchases must be ZEVs, increasing to 100% by January 1, 2027. Following City Council authorization on October 23, 2024, staff initiated negotiations with regional dealerships for ZEV acquisitions. As of November 2024, the City has taken delivery of 12 new Ford F-150 Lightning electric trucks, with five already in service. To support this transition, expanding charging infrastructure across all City facilities remains a top priority.
Staff continues to work with Rincon Consultants on the preparation of a Climate Action Plan and are currently developing draft measures to reduce greenhouse gases. It is anticipated that stakeholder outreach and a public workshop will be scheduled in the Spring of 2025.

City Council Action Strategies for FY 24/25
Continue implementation of the Wastewater Master Plan.

The implementation of the Wastewater Master Plan continues, and various design alternatives for the upgrades at the Water Reclamation Plant are being evaluated. Staff anticipates presenting the conceptual design alternatives to the Utility Committee and the Camarillo Sanitary District Board in Summer 2025 to move towards selecting a preferred final alternative to progress into the final design phase. Additionally, an RFP for the Water Reclamation Plant Financial Plan was published on October 11, 2024. The plan will create a financial roadmap outlining scenarios for how to fund the upgrades to the plant. An Ad Hoc committee was created by the City Council to review proposals and interview prospective firms. After conducting four interviews, the Ad Hoc evaluation panel selected Fieldman, Rolapp & Associates to provide financial advisory services and create a long range financial plan to finance the WRP upgrades. City staff is currently developing the preliminary design and cost estimates, which will be shared with the new consultant to complete the financial plan.

COMMUNITY REDEVELOPMENT
GOAL: It is the goal of the City Council to provide opportunities to redevelop and develop commercial, industrial and residential areas to improve Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

services, businesses and housing, and to deter and alleviate blight.

FY 2024/25 Objectives

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.

Staff completed the acquisition of the tax default property located at 2361 Barry Street and are currently analyzing possible options for an affordable housing development on the site, potentially utilizing Community Development Block Grant (CDBG) funds.

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 Staff regularly attend the International Council of Shopping Centers (ICSC) Conference, actively promoting this area to potential developers interested in acquiring and redeveloping properties.
b. Identifying incentives that the City could offer to property owners willing to proceed with redevelopment projects in the Plan area.

Staff is working with The Natelson Dale Group on an updated market analysis that includes conducting an assessment and inventory of parcels, property ownership, land uses, property values, as well as an analysis of market conditions and trends to understand the potential for redevelopment in the Camarillo Commons area.

The scope also includes providing a recommendation of actionable strategies that will positively influence the redevelopment of Camarillo Commons, including funding mechanisms and incentives that could improve the plan area’s viability for redevelopment.

3. Continue to assist other commercial property owners who have interest in revitalizing their properties.

Through the City’s "Get-to-Yes" consultation process, staff assisted eight local businesses and property owners with development proposals for existing commercial properties. These consultation meetings streamline the development process by addressing challenges early and providing timely feedback, making it easier for businesses to move forward with their projects.

Staff assisted property owners on the following projects:
Staff continues to support the ongoing construction of new developments in the City.

There are currently five major commercial projects under construction – Mian Plaza and Conference Center of Camarillo, Central Plaza Shopping Center remodel, Carmen Plaza Shopping Center new grocery store tenant, House of Bamboo tiki bar, Chick-fil-A, and Ralph’s Fuel Station.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

On November 13, 2024, the Planning Commission approved a new 2,190 square-foot drive through coffee shop, located in the Village at the Park Specific Plan area. The City of Camarillo’s Get to Yes consultation team, consisting of staff from Economic Development, Community Development, Public Works, and Building and Safety continues to meet with business owners, developers, and property owners, to provide high-level comments on potential projects. This has included consultations to develop the vacant property at the southeast corner of Ventura Boulevard and Camarillo Center Drive into a commercial development with electric vehicle charging stations.

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.

The Camarillo Old Town Strategic Plan is progressing with significant community involvement. The electronic survey, which closed on September 13, garnered 714 responses. Staff and consultants are reviewing the feedback and drafting the strategic plan, which is expected by early 2025. This plan will include a market analysis and a five- year implementation roadmap, outlining actionable steps to boost Old Town’s economic vitality over the next 1, 3, and 5 years, ensuring a vibrant future for this historic area.

5. Encourage the development of appropriate infill housing projects that include affordable housing opportunities to help address the housing crisis in our area.

The following housing projects have been approved or are under construction:
There are currently four major residential projects under construction that will add a total of 921 new housing units, including 139 affordable units. Specifically, the Vista Campanario residential development, at 2800 Barry Street, was approved by City Council in 2021, for 59 affordable rental units, one unrestricted manager’s rental unit, and 8 affordable for-sale condominium units. The City awarded the Area Housing Authority of the Ventura County the land, along with a 4.9-million- dollar loan for financing of the project. Construction is ongoing for the for-rent buildings, and building permits were just issued for the for-sale units.

City Council Action Strategies for FY 24/25
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
On December 11, 2024, the City Council approved an award for a professional services agreement with The Natelson Dale Group Inc. to prepare a new market analysis for the Camarillo Commons Strategic Plan area. The market analysis is anticipated to take four months to complete and will inform any necessary adjustments to the mix of land uses, development standards, and implementation strategy for the Strategic Plan.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

ECONOMIC DEVELOPMENT
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 of proposals.

FY 2024/25 Objectives

1. Aggressively implement the City’s adopted Economic Development Strategic Plan. A key initiative of the Economic Development Strategic Plan (EDSP) is to strengthen marketing efforts by promoting Camarillo as an ideal business destination, with a focus on targeted industries like life sciences. On October 15, the Pacific Coast Business Times highlighted Camarillo’s progress in expanding its biotech cluster, reinforcing the City’s role as a hub for this growing sector.
On April 11, 2024, the City was honored by the California Association for Local Economic Development (CALED) with an award for its "Choose Camarillo" website and marketing campaign. From July 1 to October 1, the site received 7,674 page views, contributing to a site selection inquiry from a San Francisco-based advanced manufacturing startup on October 11. This inquiry led to a City tour for the startup’s team on October 16.
Ongoing communication is a high-priority item and staff promote business resources frequently with the business community through the City’s social media accounts and economic development newsletter, which currently has 2,867 subscribers. The City continues to advance the EDSP’s strategies for entrepreneurship. On September 19, 2023, the Planning Commission approved CUP-427 and IPD-249M(1) for Foundry 805, Camarillo’s first business incubator, featuring R&D space and a restaurant. However, due to high construction costs, Foundry 805 will not proceed with its plans for redevelopment. Staff are now working with them to expand their programming at existing facilities. Additionally, staff maintain strong connections with local entrepreneurs and regularly attend innovation-focused events by the Ventura County Innovation Leaders Group, 805 Startups, and Fathomwerx. As part of the Economic Development Strategic Plan's business outreach initiatives, staff and City Councilmembers visit key sector businesses, including advanced manufacturing, life sciences, and healthcare. A recent visit to Elite Engineering led to recommendations for growth support, such as EDC consulting, the City’s loan program, and workforce assistance from the Ventura County Community College District. Staff and councilmembers also engaged in local events, including the ribbon- cuttings for the expansions of Twenty88 and American Pie Coffee House. Increased focus on business visits and recognition is planned for early 2025.

2. Retain and expand a diverse and healthy business environment in the City.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Proactive efforts to attract and support business growth in Camarillo are demonstrated through ongoing collaboration with property owners and developers on new developments and tenant improvements. While the City's low vacancy rates signal a healthy business environment, they also limit space availability, creating challenges for expanding businesses:
Retail: 4.1 million square feet with 4.1% vacancy rate Industrial: 10.8 million square feet, 3.37% vacancy rate Office: 2.6 million square feet, 8.7% vacancy rate
The City's Business Tax Code continues to be reviewed to simplify requirements and improve business processes. In collaboration with HdL Companies, a study was conducted to reduce the number of business categories, streamlining operations while maintaining revenue levels and avoiding tax impacts on compliant businesses. Staff will engage with the business community to gather feedback for a draft ordinance, which will be presented to the Economic Development and Land Use Committee. The final ordinance is expected to be submitted to the Council in FY 24/25 Q3. Staff actively participate in events to expand business opportunities in Camarillo, particularly in industries targeted by the EDSP, such as life sciences, advanced technology, agritech, and retail. On July 18, staff attended the Biocom LA Life Science Forum, followed by the Ventura County Farm Bureau’s Agri-tech Fair on September

10. Staff also exhibited at the Fathomwerx Summit on September 17, connecting with military-supporting businesses, and participated in the International Council of Shopping Centers (ICSC) conference on September 24 to engage with commercial real estate professionals.
The City’s revolving loan fund fosters a diverse and thriving small business environment by providing working capital to existing businesses. So far, it has helped attract one business to Camarillo and allocated $691,000 in loans to eleven businesses. Additionally, two businesses are working with Economic Development Collaborative advisors on funding requests totaling $200,000.

City Council Action Strategies for FY 24/25
Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D).

The City is actively working to attract and expand life science companies through targeted marketing, strategic partnerships, and industry engagement, fostering innovation and economic growth.
The City’s efforts to build a life science cluster gained regional attention in October 2024 when the Pacific Coast Business Times featured Camarillo’s competitive advantages. The article highlighted the city’s industrial property inventory, lower-cost Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

real estate, and proximity to established life science hubs like Amgen in Thousand Oaks. To maximize visibility, the City shared the feature on LinkedIn and Facebook in November, engaging industry professionals and regional stakeholders. Expanding its marketing outreach, Camarillo will be featured in the March/April 2025 issues of Site Selection Magazine and Business Facilities Magazine. These publications reach key decision-makers, including site selectors and executives responsible for business expansion and relocation. Staff will track the return on investment to measure the impact of these efforts.
City staff is also actively promoting the entitled Faring project, which includes approximately 500,000 square feet of industrial space. Positioned as an ideal location for life science and advanced manufacturing businesses, the project reinforces Camarillo’s capacity to support innovative industries. Success stories, such as PBS Biotech’s recent venture capital raise, are also being highlighted in city newsletters to showcase the region’s growing biotech ecosystem.
Networking and industry engagement remain central to Camarillo’s strategy. In July 2024, staff participated in the Greater LA Life Science Forum, and in August 2024, they collaborated with the Ventura County Community College District’s Economic and Workforce Development team to explore ways to support the life science workforce. Upcoming events, such as the Bridging Biotech Mixer at CSU Channel Islands in February and the 101 Biotech Corridor Conference in April, will provide further opportunities to connect with industry executives and companies. Real estate engagement continues to be a priority. In October, staff toured available industrial sites to stay informed on market inventory and continues to track properties through CoStar’s commercial real estate database. In February, staff will present at an industrial real estate open house, promoting Camarillo’s Get-to-Yes approach and Choose Camarillo marketing campaign to brokers in Los Angeles, Ventura, and Santa Barbara counties.
To stay ahead of industry trends, staff attended Biocom’s Biotech Spotlight on the City of Torrance in December and engaged with the BioScience Alliance for updates on international developments in life sciences. This ongoing focus on industry insights helps the City adopt best practices and remain competitive.

Additionally, staff is researching a concierge expediting service for life science tenant improvements to reduce barriers, streamline processes, and reinforce Camarillo’s commitment to supporting business growth.

By continuing to network at regional and local events, promote strategic opportunities like the Faring project, and expand outreach through targeted marketing, Camarillo is further solidifying its reputation as a growing hub for life science innovation.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

COMMUNITY RELATIONS
GOAL: It is the goal of the City Council to increase community engagement and effective communication with the community.

FY 2024/25 Objectives

1. Continue opportunities to engage youth regarding issues that concern them and to develop future leaders.

City Hall Tours: The City will resume City Hall Tours in May with students visiting from CAPE school. These tours provide an interactive learning experience, including a mock debate and a meet-and-greet with staff, focusing on the role of City Government, the importance of elections, and current city projects. Staff welcomes students of all ages and Scouts troops annually, encouraging and developing future leaders to engage with the community and local government. Tours are tailored to different age groups, with advanced topics for teenagers. For the second year in a row, the Library’s Russell Fischer Business Collection (RFBC) hosted a successful Jr. Entrepreneur Marketplace at Santa’s Village on December 14. Jr. Entrepreneur Marketplace is a culmination of Jr.

Entrepreneurs’ hard work after they’ve attended a library workshop, filled out their business plans, made their products, and utilized their business acumen to sell them. All 13 entrepreneurs, aged 8 to 14, made a profit during the four-hour marketplace where they interacted with over 650 shoppers. The average Jr. Entrepreneur sold 24 products for a profit of $111.25.
RFBC was proud to continue its partnership with the Boys & Girls Club of Camarillo for a second year. The RFBC Business Services Coordinator provided an outreach Jr. Entrepreneur workshop at Boys & Girls Club of Camarillo and encouraged sign- ups.

2. Seek opportunities for community engagement as outlined in the Communication Guidelines and through improved technology.
To commemorate the City’s 60th anniversary year, staff created opportunities to promote the anniversary theme – Generations from Origins Onward – throughout 2024. This included including the installation of twenty 60th anniversary banners in Camarillo Old Town and the release of a special 60th anniversary digital brochure: “60 Historical Highlights of Camarillo and the Pleasant Valley 1964-2024.” In March 2024, staff implemented the Las Personas Community Academy, an interactive program designed to educate community members on the roles and responsibilities of the City of Camarillo and to encourage ongoing engagement by sharing and promoting opportunities for public participation. The Academy will be offered again in March 2025.
The Camarillo Old Town Strategic Plan Survey issued in July 2024 received 730 digital responses.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The Customer Service Survey issued in August 2024 received 6 digital responses. Staff has participated in eleven community engagement workshops and events since July 2024Ready Camarillo Preparedness Guide: Beginning in September 2024, City staff launched a bi-monthly emergency preparedness resource guide with helpful tips and information to educate residents on steps they can take to improve their resilience and preparedness before an emergency arises. As of January 2025, there are 288 subscribers who receive this publication.
Since March 2023, staff have conducted 37 Desalter tours, engaging over 650 attendees, nearly half consisting of local county and City students of all ages.

Participants have also included members of the public, dignitaries, clubs, and various agencies. Tours are scheduled to continue through spring 2025.

City Council Action Strategies for FY 24/25
Continue to create opportunities for Camarillo youth to be engaged in City partnership for civic engagement and learning opportunities.

Staff reserves space for youth in the Las Personas Community Academy and prioritizes youth applicants in the selection process. Adolfo Camarillo High School, Rancho Campana High School, ACE Charter High School, and CSU Channel Islands are notified about the open application period and are encouraged to promote the Academy among students.

Additional effort is programmed in this year’s work plan to meet with other agencies such as Camarillo Public Library, Pleasant Valley Recreation and Park District, Pleasant Valley School District, and others, to explore opportunities to further engage Camarillo youth.

GOVERNMENTAL RELATIONS
GOAL: 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.

FY 2024/25 Objectives

1. Prioritize communications with other local public agencies that serve Camarillo residents and businesses.

Collaboration with County Elections Division: Staff continue to collaborate with the County Elections Division pertaining to the 2024 elections to ensure Camarillo residents are informed of local election-related information. By working collaboratively with the County, it ensures consistent messaging, reduces misinformation, and delivers a united message to the community. The City’s election website is routinely updated to include public notices and links to the County’s election site for residents to register to vote, view election timelines and results, and to look up Vote Centers and Ballot Drop Box locations.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

The City remains committed to prioritizing communication with local public agencies that serve Camarillo residents and businesses, to keep them informed of services available within the City and ensuring a coordinated and proactive approach to emergency preparedness and response. Staff work with each agency to share information relevant to their area of expertise:
Ventura County Office of Emergency Services (VCOES): Staff coordinate regularly with Ventura County OES to align emergency response efforts, share situational updates, and distribute countywide emergency alerts to residents. This partnership helps ensure that Camarillo is integrated into broader regional disaster preparedness and response plans. A new digital AFN registry form was created to provide real-time updates through the VCOES Evacuation App, enhancing coordination with first responders and evacuation planning. Additional information on the AFN registry list is included in objective four of the Community Enrichment goal. Ventura County Fire Department (VCFD): Staff works closely with VCFD to provide wildfire preparedness information, fire prevention tips, storm readiness, and evacuation planning. This collaboration ensures that residents are informed about defensible space, emergency evacuation routes, and fire and storm safety measures.

VCFD also assists with public education campaigns, including Ready, Set, Go! preparedness messaging.
National Weather Service (NWS): Staff maintain frequent communication with NWS to monitor weather patterns and receive forecasts on potential hazards such as severe storms, wildfires, and excessive heat events. This information is then shared with the community through city alerts, social media, and preparedness materials to help residents take proactive safety measures.
Southern California Edison (SCE): Staff collaborate with SCE to keep residents informed and share critical updates regarding Public Safety Power Shutoffs (PSPS), wildfire mitigation efforts, and electrical grid safety. Staff shares updates on planned outages, power restoration efforts, and resources available to assist residents during power disruptions. Additionally, staff help communicate SCE’s wildfire safety initiatives, such as vegetation management and infrastructure improvements, to enhance community resilience. Emergency preparedness information related to power outages is regularly included in City outreach materials, social media updates, and the City’s emergency website (cityofcamarillo.org/emergencies). Ventura County Animal Services (VCAS): Staff work closely with VCAS to ensure the safety and well-being of animals in Camarillo, particularly during emergencies.

Through this partnership, staff help share critical information on pet licensing, lost and found pets, and responsible pet ownership. During emergencies, the City and VCAS coordinate to provide resources for pet evacuation, temporary sheltering, and preparedness planning to ensure that residents have the necessary support to protect Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

their animals. Information on animal services and emergency preparedness for pets is made available through the City's website, outreach materials, and community education efforts.

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.
During the 2024 legislative session, staff took positions on 13 different bills at the State level. Seven of the positions were in support, and six were in opposition. Through the support provided by the internship program, the City was able to receive additional support on legislative tracking and analysis. As a result, the City was able to analyze a greater number of bills, taking positions on four more bills than in Fiscal Year 2023/24.
City engaged with legislative staff through Arc Strategies in Sacramento to discuss bills of concern multiple times. Additionally, staff was more active in advocacy this year, holding meetings with its contracted lobbyist and legislative offices to discuss legislation that would be impactful to the City. Additionally, staff contacted State agencies to discuss legislation from previous years and the implementation of regulatory requirements.
Over the next several months, City staff will bring amendments to the legislative platform and prepare for the upcoming 2025 legislative session. The City Council took a support position in two propositions that will be up for a vote this November 2024. City staff provided several presentations to the Policy Committee regarding Proposition 5, Lower Supermajority Requirement to 55 Percent for Local Bond Measures to Fund Housing and Public Infrastructure, as well as Proposition 36, Allows Felony Charges and Increases Sentences for Certain Drug and Theft Crimes.

The presentations included engagement with the City’s contracted lobbyist and outside associations.
Staff are currently analyzing recently passed legislation to identify necessary updates to the City’s Municipal Code, aiming to ensure compliance with state law while maximizing local control and the welfare of the Community. Staff anticipate presenting the proposed code updates to the Council in the New Year.

EMPLOYEE RELATIONS
GOAL: It is the goal of the City Council to maintain an optimum work environment through competitive salaries, benefits, training, and inclusivity.

FY 2024/25 Objectives

1. Promote and encourage sustainable best practices in the workplace consistent Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

with the Sustainability Master Plan and incentivize employees for personal work- related sustainability practices.
Training and Development Plan: As part of the City’s commitment to building a high- performing organization, staff completed the first draft of a comprehensive Training and Development (T&D) Plan. This plan includes a variety of training opportunities, available both on-demand and periodically throughout the year, to enhance employees' skills and improve overall organizational performance. Key offerings include soft skills training and supervisory/leadership cohort sessions. Over the next few months, staff will finalize the plan and engage professional trainers for implementation.

Additionally, the City has partnered with LinkedIn Learning to provide employees with on-demand training resources. Staff is developing a framework to ensure equitable access and maximize the platform’s effectiveness.
Employee Engagement and Performance Management the Bridging the Gap (BTG) committee continues to foster internal engagement by organizing activities for employees and managing digital bulletin boards at City facilities.

Staff is also working collaboratively with the City Council to update the City’s Personnel Rules, which were last revised in 2014. Meanwhile, the City is preparing to launch the Perform model through its existing software system, which will centralize onboarding and performance management. This initiative will enhance operational efficiency by leveraging technology to streamline personnel management. Sustainability Master Plan for Municipal Operations (SMP): Following the City Council’s approval of the Sustainability Master Plan (SMP) in October 2023, the City has made substantial progress in implementing sustainability initiatives aimed at reducing greenhouse gas (GHG) emissions and enhancing community resilience. Of the 127 identified actions, 80 are currently being implemented as part of Phase 1:
A Sustainability Coordinator Core Team was established to drive sustainability initiatives forward, meeting quarterly to discuss implementation strategies. (Action M-SL-1.2)
The City purchased 12 new Ford F-150 Lightnings, reducing fuel and maintenance costs by over $120,000 annually. This marks significant progress toward the goal of replacing 33 fleet vehicles with electric models by 2026. (Action M-TR-1.1) 36 Level 2 EV charging stations were installed at the Corporation Yard, City Hall/Constitution Park, and the Library. (Action M-TR-1.3) The City Council approved a Zero Emission Bus (ZEB) Rollout Plan in July 2023, detailing the purchase schedule, infrastructure development, funding strategies, and training plans for transitioning to zero-emission public transit. (Actions M-TR-

2.1, 2.2, 2.3)
A Sustainable Travel Policy was adopted in November 2024 to encourage eco- Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

friendly travel options for City staff. Additionally, a revised vehicle reservation system was launched to promote the use of City-owned electric vehicles. (Action M-EB-2.1)
A lighting retrofit project was completed at the Camarillo Public Library, replacing outdated bulbs with energy-efficient LED lighting equipped with motion sensors and daylight harvesting. A grant application has been submitted to fund a similar retrofit at the Police Station, scheduled for completion in 2025. (Action M-BE-3.5) 59 employees participated in environmental safety training, covering topics such as bloodborne pathogens, biohazards, and heat illness prevention. (Action M-SL-

6.1)
A waste audit was conducted at City Hall, identifying opportunities to streamline landfill, recycling, and compost collection processes to improve waste sorting efficiency. (Action M-SW-1.3)
A mulch giveaway program is anticipated to be launched in early 2025, offering free mulch to residents at designated parks, promoting sustainable landscaping practices. (Action M-SW-1.6)
The City hosted a sustainable craft swap event, attracting over 50 community members to exchange unused materials, fostering a circular economy. (Action M- SL-4.5)
In addition to these efforts, the City continues to enhance sustainability communications:
52 social media posts focused on sustainability topics 878 YouTube subscribers
3,894 YouTube video views
819 webpage views for the Climate Action Plan/Safety Element 772 webpage views for Resilient Camarillo
Fleet Modernization and Zero-Emission Transition: Staff annually reviews and updates the City’s vehicle replacement schedule, ensuring that fleet updates prioritize fuel efficiency, cost-effectiveness, and environmental sustainability. When possible, existing gasoline-engine vehicles are replaced with zero-emission vehicles (ZEVs) in alignment with state regulations.

In October 2024, the City sought authorization to purchase 12 zero-emission Ford F- 150 Lightning pickup trucks as part of its strategy to accelerate the transition to ZEVs.

Additionally, staff is conducting an inventory of off-road equipment (such as lawn and garden tools) to identify opportunities for transitioning to decarbonized alternatives based on emerging technologies.
Energy Efficiency and Lighting Upgrades: The City recently completed a lighting Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

retrofit project at the Camarillo Public Library, replacing outdated fluorescent lights with motion-detecting LED fixtures that utilize daylight harvesting technology.

Next, the City is designing a lighting upgrade for the Camarillo Police facility, which will replace approximately 350 interior, 25 exterior, and 18 parking lot light fixtures.

The City anticipates securing $129,470 in Energy Efficiency and Conservation Block Grant (EECBG) funds to support this initiative. Additionally, planned lighting retrofits at City Hall will be integrated into the broader City Hall Renovation Project (CH-5082), currently in the needs assessment and preliminary design phase.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Attachment A

COMMUNITY ENRICHMENT
City Council Action Strategies for FY 24/25
Explore enhancement of community enrichment by expanding communications including educational topics on observed holidays and other significant dates.

Social Media Platforms
Fireworks Safety Month - July
Disability Pride Month - July
Flush Smart Month - July
Traffic Awareness Month - August
Child Passenger Safety Week - August
National Night Out - August
Service Club Month - September
Patriot Day/National Day of Service and Remembrance - September Pedestrian Safety Month - September
POW/MIA Recognition Day - September
State of the City Address - September
Hispanic Heritage Month - October
Clean Air Day - October
National Drive Electric Week - October
Camarillo’s 60th Anniversary - October
Water Professionals Appreciation Week - October
International Shakeout Day - October
Code Enforcement Officer Appreciation Week – October
Community Planning Month - October
Veterans Day - November
National GIS Day - November
Small Business Saturday – November
Including all the major holidays such as Fourth of July, Thanksgiving, Christmas, Labor Day, Memorial Day, etc.

Community Events
The City’s 60 th anniversary celebration kicked off with “Camarillo Connections” at the Camarillo Library in May.
Throughout the anniversary year, City staff participated in numerous opportunities to promote the 60th anniversary including community events with PVRPD, the Camarillo Ranch Foundation, Camarillo Old Town Association, the City’s 2024 Summer Concert Series, Fourth of July Fireworks Show, State of the City, and the End of Summer Block Party in Constitution Park.

Progress Updates on FY 2024/25 Council Goals and Objectives February 12, 2025

Residents enjoyed collecting 60 th anniversary memorabilia at each of these events including souvenir cups, stickers, tote bags, frisbees, and keychains. In October, the Ventura County Board of Supervisors presented the City of Camarillo with a Proclamation in recognition of the City’s 60th anniversary. Special edition 60 th anniversary banners were on display in Old Town Camarillo thru December 2024.