City of Camarillo
Strategic Plan
FY 2025/26 Council Goals & Objectives
Mission Statement
"Dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment for all."
FISCAL MANAGEMENT
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 25/26 Objectives
Pursue opportunities for diversification of City revenues through public and private sources.
Continue to identify and implement means and methods for streamlining internal and public-facing City operations.
Develop, implement, and update annually a City Strategic Financial Plan, for plannir nd financing City infrastructure including but not limited to facility, IT and capital need City Council Action Strategies for FY 25/26
• Develop a long term financial strategic plan to fund reconstruction of the Water Reclamation Plant (WRP).
• Execute and manage a grants management program aimed at expanding and strengthening the City's grant applications, appropriation requests and other funding opportunities.
Current and Active Action Strategies:
• Grants Management Program • Development of a Project
implementation and management Prioritization Process
• Manage grant writing and support • Records Retention and Digitization services consulting Project and Laserfische Record
• Council Chamber remodel project Depository
• Purchasing System Assessment Building Fees Nexus Study : City's Master User Fee schedule
• Implementation of monday.com, a
project management software tool Innual Updat
• Fleet management software solutions Water and Sewer Rates Annual Updat :
assessment Transient Occupancy Tax (TOT)
• Development of a Five-year Analysis
Technology Modernization Plan (TMP) • Electronic Check Signing Process and • Enterprise Asset Management (EAM) Outsourcing of Check Printing system • Citywide Infrastructure Financial
• Implementation of Arctic Wolf Strategic Plan
Managed Detection Response (MDR) • Internal and Public Facing Online and Microsoft Defender, Cybersecurity Permitting Software
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 25/26 Objectives
Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community
Foster comprehensive community wellness through strategic initiatives that create foundation of physical, mental, and social health for all residents, ensuring equitable access to resources and opportunities for healthy living.
Connect residents with meaningful volunteer opportunities including programs that enhance, restore, and beautify the community through volunteer involvement.
Explore opportunities to engage providers to improve cell phone coverage within the City of Camarillo.
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.
Ensure a safe and well-maintained community by enforcing municipal codes, addressing public concerns, and promoting voluntary compliance through education and outreach.
City Council Action Strategies for FY 25/26
• Launch Healthy Camarillo initiatives.
• Support nonprofit use of the Camarillo Ranch, Constitution Park, or Dizdar Park for an event that brings together the community and nonprofit organizations for resource sharing and volunteer opportunities.
Current and Active Action Strategies:
Ready Camarillo Preparedness Guide Health and Well-being initiatives as • Weather Preparedness & Storm part of library events and Readiness programming
• Interpretive Display Project at Dizdar • Participation in Annual California Park Coastal Cleanup Day
• Multi-platform messaging promoting • Camarillo Council on Aging (CCOA) inclusive and accessible programs, programming, events, newsletter events, and recognition opportunities • Graffiti Abatement Program with Multi-cultural senior, youth, and Volunteers
various inclusive events and • Community Emergency Response programming with the support of Team (CERT) training courses and Camarillo Library
volunteer participation on various Wireless Coverage Assessment activities :
Continued expansion of
• Healthy Camarillo: through communications including educational consultant/contractor coordination, topics on observed holidays and other work with the stakeholder group and significant dates
committee to Coordinate a Kick-off
event
DRAFT
PUBLIC SAFETY AND EMERGENCY RESILIENCE
GOAL: It is the goal of the City Council to strengthen public safety, emergency preparedness, and disaster resilience to protect residents, businesses, and City infrastructure.
FY 25/26 Objectives
1. Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs.
a. Strengthen public safety initiatives with local agencies through proactive planning, training, resource allocation, education, emergency preparedness programs, community participation, and infrastructure improvements.
Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues.
Maintain the City's partnership with the VC Sheriff's Department, VC Behavioral Health, and VC Health Care Agency, and expand collaboration with other county, private, and non-profit agencies for assistance, as appropriate, in the City's response to homelessness and mental health issues.
Develop and implement appropriate strategies to more effectively combat crime.
Increase community engagement to continue building trust and legitimacy.
2. Increase community engagement to continue building trust and legitimacy within our Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs.
Invest in infrastructure improvements that support law enforcement and emergency response operations.
Continue to assess and mitigate risks related to climate change, including preparedness and infrastructure resilience.
Expand partnerships with local and regional agencies to enhance coordinated emergency response efforts.
City Council Action Strategies for FY 25/26
• Continue studying the implementation of an adaptive traffic management system that provides for battery backup during power outages and supports emergency evacuations through traffic adaptation.
Current and Active Action Strategies:
• VCSO Project HOPE Outreach and • Neighborhood Watch Programs - 63 Services programs Citywide
• Camarillo Hotel Voucher Program and
Supportive Housing Efforts
• Facilitation of Camarillo Homelessness Participation in the Organized Retail Collaborative, by the City and Project Theft Task Force HOPE • Automated License Plate Reader:
• Development of the Homeless Installatior
Strategic Plan • Santa Rosa Road Adaptive Project,
• General Funding for VC Behavioral replacement of 11 traffic controllers Case Manager and introducing an adaptive traffi
• Participation in Ventura County management system
Homeless Task Force and VCSO's
Homeless Liaison Unit
• Ready Camarillo Preparedness Guide
• Weather Preparedness & Storm Readiness
DRAFT
LAND USE, TRANSPORTATION, TRANSIT AND COMMUNITY
DEVELOPMENT
GOAL: It is the goal of the City Council to:
1) Plan appropriate land uses, transportation network and transit systems;
2) Provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.
FY 25/26 Objectives
1. Continue to seek improvement on local traffic issues that impact our City.
2. Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.
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.
Evaluate potential measures to improve public transit.
5. Maintain the City's land use planning documents to assure that new development, transportation, and land use are consistent with the community's vision.
6. 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.
Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:
a. Affirmatively engaging property owners in the Plan area; and b. Evaluating market-based solutions for facilitating redevelopment of the Plan area.
8. Continue to assist other commercial property owners who have interest in revitalizing their properties.
9. 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.
Encourage the development of appropriate infill housing projects that include affordable housing opportunities to help address the housing crisis in our area.
City Council Action Strategies for FY 25/26
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.
Current and Active Action Strategies:
• Infrastructure improvements and consultant team for the US 101 innovative management strategies, Improvements project
in alignment with the Local Road • Active participation in Ventura Safety Plan County Transportation Commission
• Santa Rosa Road Adaptive Project, (VCTC) - Short-Range Transit Plan replacement of 11 traffic • Development of affordable
controllers and introducing an housing at 2361 Barry Street adaptive traffic management • Camarillo Commons - update system market analysis that includes
• Intersection Refurbishment, conducting and assessment and Painting, and Yellow Borders inventory of parcels, property Project ownership, land uses, property
• Video Detection Systems at key values, and market conditions intersections "Get-to-Yes" consultation process
• Pedestrian safety remains a to streamline the development priority, with Audible Pedestrian process
Systems (APS) • Support the ongoing construction
• Finalization of the installation of of new developments in the City. three Rectangular Rapid Flashing There are currently five major Beacon (RRFB) systems commercial projects under
• Continued annual traffic speed construction
studies Conduct and complete the
• Continued coordination with Camarillo Old Town Strategic Plan Caltrans on Lewis Road (SR34) Study
Improvements Project • Support the Vista Campanario
• Coordination with Caltrans, residential development
Ventura County Transportation • Arneil Affordable Housing Project Commission (VCTC) and their • Barry Streets Homes Project
TECHNOLOGY AND CITY FACILITIES
GOAL: It is the goal of the City Council to modernize and maintain critical infrastructure, ensuring the City's technology and facilities support efficient operations, public engagement, and long term-sustainability.
FY 25/26 Objectives
Enhance cybersecurity measures and data protection strategies to safeguard City operations and public service.
Expand and upgrade technology infrastructure to improve network connectivity, digital services, and operational efficiency.
3. Implement technology solutions that enhance transparency, public access, and service delivery including expanded digital engagement tools.
4. Improve and modernize City facilities using sustainable building practices, energy- efficient systems, and resilient infrastructure.
5. Ensure emergency operations and critical city services have reliable technology and facility infrastructure to maintain continuity during emergencies.
6. Develop and implement a Facilities Asset Management and Maintenance Strategy to ensure long-term operational efficiency and cost effectiveness.
7. Integrate technology solutions, energy-efficient systems and sustainable construction methods into infrastructure projects identified in the Capital Improvement Program.
City Council Action Strategies for FY 25/26
Current and Active Action Strategies:
• Electronic Permitting System- OpenGov
• Enterprise Asset Management System
• Digitization and Transparency Project
• Technology Modernization Project
• Public Self Service Kiosk
• AMI Project
• Utility Billing Customer Portal
• Citywide laptop refresh
NATURAL RESOURCE INFRASTRUCTURE MANAGEMENT
GOAL: It is the goal of the City Council to:
1) Provide cost-effective, efficient services to the public while minimizing impacts on the environment.
2) Reduce the City's reliance on costly imported water by developing, maintaining, and delivering a reliable and
sustainable source of local water at an affordable cost. 3) Protect health and safety through the collection and treatment of domestic, commercial, and industrial wastewater, while achieving full regulatory compliance.
FY 25/26 Objectives
1. Continue to seek funding for all infrastructure projects.
2. Continue to emphasize water conservation measures.
3. Develop major project work plans to prioritize, plan, fund, and execute infrastructure projects.
4. Continue implementation of the Wastewater Master Plan.
City Council Action Strategies for FY 25/26
Current and Active Action Strategies:
• Continued water conservation efforts • Contract and coordinate a Voucher including analyzing future program for the issuance of compost conservation measures, outreach and and mulch
education materials and events, and • Coordinate school visits with the rebate programs. EcoHero Show, to promote
• Advanced Metering Infrastructure sustainability and recycling education (AMI) project (Project No. WT-5080) services
• Diesel Generator Project - RFP design Capital Improvement Program Transit Charging Station Project (ST-5157
• Microgrid Project
• Climate Action Plan
• Installation of Electrical vehicle (EV)
Evaluation of various design
charging infrastructure
alternatives for the upgrades outlined
• Expansion of and continued update in the Wastewater Master Plan of outreach on the City's Trash,
• Consultant analysis of Wastewater
Recycling, and Organic Waste services
Master Plan for development of the
and programs
Water Reclamation Financial Plan
SUSTAINABILITY AND ENVIRONMENTAL STEWARDSHIP
GOAL: It is the goal of the City Council to advance sustainable practices in City operations, infrastructure and facilities to reduce environmental impacts and promote long term resilience.
FY 25/26 Objectives
Implement the City's Sustainability Management Plan.
Integrate sustainable design and materials into all City facility improvements and capital projects.
Expand clean energy initiatives, including electric vehicle infrastructure and energy- efficient building upgrades.
4. Improve water conservation efforts through modernized infrastructure and water management solutions.
Enhance public engagement and education on sustainability initiatives, including waste reduction and renewable energy programs.
Increase the City's use of technology to monitor, manage, and reduce environmental impact across municipal operations.
Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.
8. Expand community education and outreach regarding recycling, waste reduction, hazardous materials, and organic waste.
Implement the transition of public transit and general use City vehicles and the infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally friendly options.
City Council Action Strategies for FY 25/26
Current and Active Action Strategies:
• M-SL-1.1 Develop Climate Action Plan M-BE-3.5 Implement Building Retrofits • M-SL-1.4 Explore funding mechanisms • M-SL-6.2 Weather monitoring • M-TR-1.1 Implement 33 vehicle • M-SL-6.3 Ventura County Fire replacements: Department Education and Training
• M-TR-1.2 Monitor EV availability M-SL-4.3 Grant and Technical • M-SL-1.6 Annual staff survey Assistance Highlights.
• M-TR-2.2 Implement ZEB Plan • M-SL-4.5 Host Annual Events • M-TR-2.3 Maintain and operate fleet
• M-SW-2.4 Develop Sustainability • M-SW-2.5 Provide support for Minute community events
• M-SW-2.10 Prioritize communications
DRAFT
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 25/26 Objectives
1. Aggressively implement the City's adopted Economic Development Strategic Plan.
2. Retain and expand a diverse and healthy business environment in the City.
City Council Action Strategies for FY 25/26
• Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D).
Current and Active Action Strategies:
• Continue implementation of the EDSP • Coordinate and promote business and focus on life sciences and the outreach initiatives. biotech industry. Business Tax Code update.
• Continued promotion and expansion • Networking and industry engagement of the "Choose Camarillo" website and by attending various events, meetings, marketing campaign. and conferences.
COMMUNITY RELATIONS
GOAL: It is the goal of the City Council to strengthen community engagement through open communication, effective outreach, and enhanced opportunities for connection between the City and community members.
FY 25/26 Objectives
Engage youth regarding issues that concern them and develop future leaders.
Seek opportunities for community engagement as outlined in the Community Engagement Guidelines and through improved technology.
3. Enhance customer service and expand community education efforts to improve public awareness and accessibility of services.
City Council Action Strategies for FY 25/26
• Create opportunities for Camarillo youth to be engaged in City partnership for civic engagement and learning opportunities.
• Development of a Strategic Communications Plan to guide, target, and maximize City communications priorities, strategies, and tools.
• Consider a youth Las Personas Academy inviting high school students to learn all aspects of city government and intergovernmental relationships.
Current and Active Action Strategies:
• Conduct various youth library learning • Expanded emergency communications programs, and activities, and and discussion with VCOES, VCFD, informational City Hall tours. National Weather Services, Southern • Las Personas Community Academy California Edison,
• Community workshops to inform
residents
• Desalter Tours
INTERGOVERNMENTAL RELATIONS
GOAL: It is the goal of the City Council to maintain effective communications with local, state and federal elected
representatives and other local, state, and federal public agencies including schools, parks, special districts, and California State University, Channel Islands.
FY 25/26 Objectives
Prioritize communications with other local, state, and federal public agencies that serve Camarillo residents and businesses.
2. Be proactive in defending the City's interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.
Continue to maintain a close working relationship and communication with California State University, Channel Islands, 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.
4. Strengthen communication and proactive advocacy for the City's interests with respects to the operation of the Camarillo Airport to ensure the Ventura County Department of Airports upholds the Joint Powers Agreement of 1976 between the City of Camarillo and County of Ventura, and protects the quality of life, safety, and security of the Camarillo community.
Partner with other public agencies serving the Camarillo community such as CSUCI, school districts, Pleasant Valley Recreation and Parks District, Camarillo Health Care District, and others to host informational update town halls throughout the community.
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.
City Council Action Strategies for FY 25/26
Current and Active Action Strategies:
• Internship program: Recruit and develop interns
• Councilmember participation on Site Authority
• Job Fair Coordination and Participation
• Staff participation at key CSUCI events
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 25/26 Objectives
1. Enhance succession planning by identifying and preparing internal candidates for leadership roles and developing and establishing clear career development plans an
3. Expand professional development by providing additional opportunities for skill development, cross-training, and leadership training through workshops, employee development plans and performance management program enhancements.
Enhance the onboarding experience through a comprehensive program that fosters interdepartmental collaboration, promotes organizational culture, and offers inclusive New Employee Orientation sessions.
Review and enhance policies to ensure all employment policies and procedures are legal, inclusive, transparent, accessible, communicated and consistently applied.
6. Enhance the employee experience by implementing comprehensive recognition programs to celebrate achievements and conducting regular engagement surveys to gather feedback and identify opportunities for workplace improvement.
Explore implementing an employee wellness initiative to promote and support employee well-being by providing resources, activities, and policies that focus on improving physical, mental, emotional, and financial health, leading to increased employee satisfaction
Perform regular salary and benefits benchmarking to maintain competitive compensation packages and offer additional voluntary benefits based on employee interest and market City Council Action Strategies for FY 25/26
Current and Active Action Strategies:
• Professional Growth & Development Framework and Training Plan • Onboarding & City Organization Orientation Assessment and Renovation • Policy Review & Standardization Initiative
• Employee Engagement and Recognition Program Development • Employee Wellness & Well-Being Program Development
•