July 1, 2025
INCLUDES THE CAMARILLO
SANITARY DISTRICT
FISCAL YEAR 2025-2026
BUDGET
CITY OF
CAMARILLO
Budget Award ........................................................................................................................ 1 Budget-at-a-Glance ................................................................................................................ 2 EXECUTIVE SUMMARY .............................................................................
Directory of City Officials and Organizational Structure .......................................... 4 City Mission Statement and Goals ............................................................................. 5 Performance Measurements ....................................................................................... 7 Executive Transmittal Letter ...................................................................................... 11 City Profile ........................................................................................................
City Profile and History ............................................................................................. 31 Budget Summary ..............................................................................................
Budget Process and Fund Structure ........................................................................... 40 Budget Summary by Organization and Fund ............................................................. 54 Reserve Analysis ........................................................................................................ 56 Revenue Summary by Organization and Fund .......................................................... 57 Expenditure Summary by Organization and Fund ..................................................... 60 Revenues by Type - All Funds ................................................................................... 62 Expenditures by Function - All Funds ....................................................................... 63 Trends and Assumptions for Key Revenue ................................................................ 65 Revenue Detail by Type ............................................................................................. 69 Expenditure Detail by Function ................................................................................. 71 Expenditure Summary by Division ............................................................................ 73 Long-Term Debt Payment Schedule .......................................................................... 77 Interfund Transfers ..................................................................................................... 78 Full-Time Equivalent Employees .............................................................................. 81 Operating Budget Calendar ........................................................................................ 83 CITY OF CAMARILLO ................................................................................
General Fund ....................................................................................................
Five-Year Forecast ..................................................................................................... 84 Revenues .................................................................................................................... 86 Expenditure Detail
City Council ................................................................................................... 89 City Manager .................................................................................................. 91 City Clerk ....................................................................................................... 98 City Attorney .................................................................................................. 102 Community Relations ..................................................................................... 104 Emergency Operations Center ....................................................................... 108 Finance ........................................................................................................... 112 Human Resources ........................................................................................... 115
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
i
Community Development .............................................................................. 119 Code Compliance ........................................................................................... 123 Police Services ............................................................................................... 126 Disaster Assistance Response Team (D.A.R.T) ............................................. 129 Building and Safety ........................................................................................ 130 Public Works .................................................................................................. 132 Cultural Arts Services - Community Support ................................................ 141 Community & Human Services ..................................................................... 136 City Parks and Facilities ................................................................................. 146 Library Operations ......................................................................................... 148 Major City Facilities ...................................................................................... 146 Economic Development ................................................................................. 158 Non-Departmental Expenditures and Interfund Transfers ............................. 161 Special Revenue Funds ....................................................................................
SB 125 Fund ............................................................................................................... 154 Transportation Development Act (TDA) - Article 8c Transit Fund .......................... 155 Transportation Development Act (TDA) - Article 8a Roads Fund ............................ 165 Transportation Development Act (TDA) - Article 3 Fund ........................................ 166 Gas Tax Fund ............................................................................................................. 167 SB 1 Fund ................................................................................................................... 168 Lighting/Landscape Maintenance District Fund ........................................................ 169 Maintenance District Funds ....................................................................................... 172 Mission Oaks Maintenance District MD1A Fund ......................................... 173 Wittenberg Maintenance District MD2A Fund .............................................. 174 Armitos Storm Basins Maintenance District Fund ........................................ 175 Mission Oaks Industrial Maintenance District Fund ..................................... 176 Presley Maintenance District Fund ................................................................ 177 Spanish Hills Maintenance District Fund ...................................................... 178 Sares/Regis Maintenance District Fund ......................................................... 179 Vista Las Posas Maintenance District Fund ................................................... 180 Adolfo Glen III Maintenance District Fund ................................................... 181 Adolfo Glen II Maintenance District Fund .................................................... 182 SIBA Fund ................................................................................................................. 183 Traffic Mitigation Fund .............................................................................................. 184 Bridge Policy Fund .................................................................................................... 185 Storm Drain Fees Fund .............................................................................................. 186 Signal Fees Fund ........................................................................................................ 187 Underground Utilities Fees Fund ............................................................................... 188 Street Improvements Fund ......................................................................................... 189
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
ii
Parking In-Lieu Fund ................................................................................................. 190 Air Quality Management Fund .................................................................................. 191 Community Development Block Grant Fund ............................................................ 192 Library Special Revenue Fund ................................................................................... 194 Cable PEG Fees Special Revenue Fund ..................................................................... 195 Debt Service Funds ...........................................................................................
Library Debt Service Fund ......................................................................................... 196 Capital Projects Funds .....................................................................................
Capital Improvement Projects Fund ........................................................................... 198 Camarillo Corridor Projects Area Fund ..................................................................... 199 Low-Mod Income Housing Asset Fund ..................................................................... 200 Internal Service Funds .....................................................................................
Risk Management Fund ............................................................................................. 202 Information Services Fund ......................................................................................... 204 Vehicles and Equipment Fund ................................................................................... 209 Enterprise Funds ..............................................................................................
Solid Waste Fund ....................................................................................................... 213 Transit Fund ............................................................................................................... 215 Camarillo Ranch Events Fund ................................................................................... 219 Water Utility Fund ..................................................................................................... 221 Reclaimed Water Fund ............................................................................................... 226 Water Conservation Credit Fund ............................................................................... 228 Water Capital Projects Fund ...................................................................................... 230 Water Debt Service Fund ........................................................................................... 231 CAMARILLO SANITARY DISTRICT (CSD) ............................................
CSD Operating Fund ................................................................................................. 231 CSD Debt Service Fund ............................................................................................ 237 CSD Capital Projects Fund ....................................................................................... 238
CAPITAL IMPROVEMENT PROGRAM (CIP) AND DEBT
MANAGEMENT .............................................................................................
Capital Improvement Program Budget Overview ...................................................... 239 Budget ...................................................................................................................... 240 Transportation Capital Improvement Projects ........................................................... 241 Water Utility Capital Improvement Projects .............................................................. 243 Sanitary District Capital Improvement Projects ........................................................ 245
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
iii
Storm Drainage Capital Improvement Projects ......................................................... 247 Buildings and Grounds Capital Improvement Projects .............................................. 248 Debt Management and Obligations ............................................................................ 250 APPENDICES ..................................................................................................
Financial Trend Information
General Governmental Revenues by Source .................................................. 249 General Governmental Expenditures by Function ......................................... 252 Budget and Fiscal Policy ............................................................................................ 258 Reserve Level Policy .................................................................................................. 263 Fiscal Management Policy ......................................................................................... 266 Community Grant Funding Policy ............................................................................. 270 OPEB Trust Investment Policy .................................................................................. 276 Pension Rate Stabilization Program (PRSP) Trust Investment Policy ...................... 277 Investment Policy ....................................................................................................... 279 Land-Secured Financing Policy ................................................................................. 294 Capital Improvement Program Policy ........................................................................ 300 Appropriations Limit Calculation .............................................................................. 302 Basis of Accounting ................................................................................................... 299 Glossary of Terms ...................................................................................................... 300 Acronyms ................................................................................................................... 304 Resolutions ................................................................................................................. 311 City Contacts .............................................................................................................. 343
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
iv
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
1 BUDGET-AT-A-GLANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
2 EXECUTIVE SUMMARY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
3 ORGANIZATIONAL STRUCTURE AND
DIRECTORY OF CITY OFFICIALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
4 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
5 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
6 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
7 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
8 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
9 .
Performance Measurement Process
The City of Camarillo is dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment. In these efforts, performance metrics provide valuable information needed to sustain service levels, strive for excellence, and continue improvement. Performance measures provide departmental staff and management with the critical operating information they need to assess quality service delivery and measure success. Measures provide City management key decision-making information for resource allocation, process improvements and other management decisions. Measures also provide the City Council comprehensive data on each department's primary operating functions.
Fiscal Year 2021/22 marked the City of Camarillo’s first time developing any form of performance measurements as part of our budget process. Since then, the City has worked to refine the measurements to more accurately identify key performance indicators that reflect the performance of each department and division.
During the Fiscal Year 2025/26 budget process, the City of Camarillo engaged in a much more extensive exercise to update and expand the measurement of performance. The process was conducted and completed by staff from the Finance Department and City Manager’s Office which included reviewing our existing performance measurements, as well as the feedback provided by the Government Finance Officers Association (GFOA) after review of the City’s FY 2024/25 budget. The team leaders researched the 2021 Award Winning Budget Documents for public agencies as awarded by GFOA, with particular focus on those who received a special recognition for performance measurements. This research helped the team understand how to properly develop measurements, and what kind of activities were measured by similar agencies. Furthermore, the team conducted general research on the process of developing performance targets, and how to monitor and report the data.
Once the research was performed, the team leaders developed sample performance measurements for each department in the City and met with the manager and director for each department and division in the City to present the information. During the meetings conducted, the team requested feedback from City staff as the subject matter experts to help fine-tune the sample measurements provided and develop additional ones. Subsequently, each department met internally to develop measurement and targets.
This exercise led to internal discussions as to the relevance of the work being conducted, the role each agency plays in the greater organization, and the cooperation that needs to take place to achieve the new targets. Additionally, staff discussed ways to be accountable throughout the year to successfully track data to measure performance. To this end, departments will be regularly updating information on performance through our OpenGov platform, which can be found on the City’s website through the Engage Camarillo Community Strategy, under Department Stories. A number of these measurements will require new tracking tools and methods, however, we understand that by making this investment now, the City will have access to critical metrics that will provide valuable information needed to sustain service levels, strive for excellence, continue improvement, and educate future public servants on the City’s historical efforts.
For the FY 2025/26 budget, the Finance Department continued the collection, analysis, and discussion of performance measures with all City departments. In addition, a benchmark was established for some performance measures where applicable to use as point of reference against which applicable performance may be compared or assessed. The benchmark is the industry and/or regional standards for applicable performance measures.
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
10 July 1, 2025
Mayor and Members of the City Council
On April 9, 2025, the City Council proposed its Goals and Objectives for FY 2025/26. This foundational policy document guides staff work plans and resource allocation throughout the year, along with other activities supporting City operations. Through review and adoption of the City's Annual Budget, the City Council allocates the resources necessary to achieve these goals and objectives. The proposed budget sets the City’s financial and operational course of actions for the next fiscal year, and helps the City to continue to provide services that maintain an excellent quality of life for the community.
BUDGET OVERVIEW
This document presents the Fiscal Year 2025/26 proposed Operating and Capital Budget for the City of Camarillo (City) and the Camarillo Sanitary District (CSD), incorporated into one document. The budget includes 100% of funding for both operating and capital project costs scheduled in FY 2025/26. This ensures that resources are allocated to immediate, approved priorities. Projects identified for future fiscal years remain in the pipeline for continued planning, evaluation, and alignment with future budget cycles and City Council goals and objectives. Any reference throughout this memorandum to the City should also be interpreted to include the CSD, where appropriate.
The City Council, City Management and City staff invest and deliver on services that our community values, while ensuring that the City's financial health is well-positioned to withstand any fluctuations as a result of economic uncertainty. Our vital programs such as public safety, utilities, library operations, street maintenance, lighting and landscaping, community support programs and community development continue to be delivered at the highest levels. Through the direction of City Council, staff continues to research and deliver new action strategies that add value to our community such as addressing affordable housing opportunities and, focusing on community wellness, and developing a long term financial strategic plan to fund reconstruction of the Water Reclamation Plant (WRP).
We work together to be responsible fiscal stewards and are optimistic in our budget projections, while acknowledging the complex risk landscape that could impact City revenues. A range of global and domestic challenges face us including the uncertain trajectory of Federal Reserve monetary policy, post- election policy adjustments under the new administration, geopolitical tensions, climate-related disruptions, persistent supply chain vulnerabilities, growing international trade tensions, volatile real estate markets, and slowing growth in major economies. As a result of these interconnected factors, staff continues to take a prudent and conservative approach to budgeting for the 2025/26 fiscal year, maintaining flexibility to respond to rapidly evolving conditions.
Through prudent planning and budget resilience, the City is in a solid fiscal position. The proposed budget includes a 50% General Fund reserve set-aside per the City’s Reserve Policy to provide fiscal flexibility and stability.
Many of the projected fund balances in the other funds are expected to meet or exceed their targeted reserve levels at fiscal year end June 30, 2025. For the funds projected to end below their targeted reserve levels, staff is diligently working to bring those funds up to the target level stated in the City’s Reserve Policy.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
11 Incorporated into the FY 2025/26 budget, is the development of a comprehensive project prioritization model - a first-of-its-kind initiative for the City. This effort is to ensure that resources are allocated strategically, aligning projects with City Council Strategic Plan - Goals and Objectives. This effort will enhance transparency, foster collaboration between City Council and staff, and provide clear direction for budget development. This structured approach improves fiscal discipline, supports informed decision- making, and increases public trust in how priorities are set.
Included in this document are summaries of the major funds and prominent changes to their budgets. The budget detail is presented in each section grouped by fund-type. The report includes information related to the total revenue and expenditure activity for the major fund types.
AT A GLANCE – CITY OPERATIONS & CSD
CITY OF CAMARILLO
2024/25 BUDGET 2025/26 BUDGET
Fund Balance, July 1 $ 190,490,745 $ 157,796,722
Revenues 124,632,656 116,676,796
Expenditures 157,326,679 134,154,166
Estimated Fund
Balance, June 30 $ 157,796,722 $ 140,319,352
CAMARILLO SANITARY DISTRICT
2024/25 BUDGET 2025/26 BUDGET
Fund Balance, July 1 $ 66,282,089 $ 52,151,081
Revenues 22,107,125 25,421,703
Expenditures 36,238,133 25,040,783
Estimated Fund
Balance, June 30 $ 52,151,081 $ 52,532,001
CITY AND CSD COMBINED TOTAL
2024/25 BUDGET 2025/26 BUDGET
Fund Balance, July 1 $ 256,772,834 $ 209,947,803
Revenues 146,739,781 142,098,499
Expenditures 193,564,812 159,194,949
Estimated Fund
Balance, June 30 $ 209,947,803 $ 192,851,353
The total budget for FY 2024/25 includes revenues of $146.7 million and expenditures of $193.6 million.
The FY 2024/25 budget includes a projected use of accumulated fund balance of $46.8 million due to significant planned capital projects, primarily Annual Resurfacing/Overlay , Camarillo Train Station Undercrossing, North Pleasant Valley Groundwater Desalter, Well E, Advanced Metering Infrastructure, Water Reclamation Plant Upgrades- Phase I and Phase II, Interim Plant Buildings Improvements, Stormwater Trash Compliance, Pleasant Valley Road Bike Lanes , City Hall Council Chambers Remodel, and Dizdar Park Renovations capital projects.
The total Proposed Budget for FY 2025/26 includes revenues of $142.1 million , and expenditures of $159.2 million. The difference of $17.1 million is due to the planned use of accumulated fund balance for one-time programs or capital expenditures . The FY 2025/26 accumulated fund balance is projected to be $192.9 million.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
12 EXPENDITURES - PERSONNEL
Consistent with the City Council goal to maintain an effective workforce through competitive salaries and benefits, the FY 2025/26 projected personnel costs reflect an estimated increase of 8.0% from FY 2024/25. The FY 2025/26 budget includes funding for a total of 172 full-time equivalent (FTE) positions.
The staffing level is consistent with the City Council Strategic Plan-Goals and Objectives and departmental operations and work plans.
Department Heads will continue to evaluate positions that become vacant through attrition as an opportunity to reassess staffing needs within the organizational structure and ensure the City continues to provide the highest level of service in the most effective way possible.
CHALLENGES AND UNCERTAINTIES
National Forecast. The economic outlook for the remainder of 2025 and for 2026 is that the U.S. economy still has momentum but the risks are growing. The uncertainty of our economy is driven by the profound shift in U.S. trade policy and heightened tariffs, deportation uncertainty, and federal spending cuts. The Trade Policy shifts will reshape global trade but risk higher domestic prices, and reduced consumer spending which has a direct impact to one of the largest revenue sources for the City, Sales Tax. However, factors such as deregulation, AI-driven investment and productivity gains, increased foreign investment, reshoring and tax cuts are expected to support stronger growth by 2027.
State Budget Update. While the State's budget forecast does not reflect a recession, it does recognize several risk factors that could negatively affect the economy and state revenues. These factors are similar to the national forecast, such as stock market and asset price volatility and geopolitical instability.
Immigration policies and tariffs of the scale and scope proposed would be highly inflationary and result in labor shortages and higher prices of internationally traded goods, which would subsequently constrain economic output. Higher inflation could in turn lead the Federal Reserve to engage in more restrictive monetary policy, further dampening economic and revenue growth.
The State anticipates a $12 billion budget shortfall marked by a substantial slowdown in Gross Domestic Product (GDP) growth, combined with lower job growth and higher unemployment. Higher tariffs are the principal driver of the shift to the forecast.
None of the proposed measures impact the City's operations. The City’s General Fund revenues are not dependent on the State’s finances. Municipal revenues affected by the State’s budgetary impacts include grants and special revenue sources such as Highway Users Tax Account (HUTA), the SB1 Road Maintenance and Rehabilitation Account (RMRA) and Transportation Development Act (TDA Article 8) revenues.
WHAT’S IN THE BUDGET
General Fund Focus
The Proposed General Fund Budget for FY 2025/26 is operationally balanced (ongoing operating revenues exceed ongoing operating expenditures) and structurally balanced over the five-year projection.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
13 The General Fund is where the majority of discretionary revenues are recorded, and where the majority of general municipal services are provided.
GENERAL FUND
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 74,262,532 $ 63,299,277 $ 60,739,457 (4.0%) Operating Expenditures 46,392,322 59,763,710 58,765,496 (1.7%) Operating Transfers Out 3,522,042 4,578,184 4,602,329 0.5% Total Operating Expenditures 49,914,363 64,341,894 63,367,825 (1.5%) CIP Transfers Out 7,275,448 50,000 — (100.0%)
Expenditures & Transfers Out 57,189,811 64,391,894 63,367,825 (1.6%) Revenues Over/(Under) Expenditures 17,072,721 (1,092,617) (2,628,368) Fund Balance, July 1 84,964,285 102,037,006 100,944,389 Fund Balance, End of Period $ 102,037,006 $ 100,944,389 $ 98,316,021 The budget for FY 2024/25 includes revenues and transfers in of $63.3 million , and expenditures and transfers out of $64.4 million.
The Proposed Budget for FY 2025/26 includes revenues and transfers in of $60.7 million , and expenditures and transfers out of $63.4 million. The change to the ending fund balance is an decrease of $(2.6) million, for a total ending fund balance of $98.3 million.Within the $(2.6) million, $1.3 million is allocated for one-time projects that will be funded through available Fund Balance reserves rather than ongoing revenue sources, and $1.4 million will be funded through a proposed drawdown from the City's Pension Rate Stabilization Program (PRSP), which would be replenished in future years.
Further details on the changes to General Fund revenue and expenditure levels for FY 2025/26 are provided on pages 14-18 of this report.
Key General Fund Revenues
Several forecasting methods and practices are used to estimate City revenues depending on the type of revenue. Evaluating historical growth patterns and current year actual trends is an important component to the analysis. The City also works with industry-leading consultants to analyze the City’s two largest revenues, property and sales taxes.
General Fund revenues are outlined below including the year-over-year changes to the budget. The top seven revenue sources account for approximately 86.5% of the total projected General Fund revenues of $52.6 million in the Proposed FY 2025/26 budget. The other revenue sources and transfers in are noted in the table below.
Although we have seen unprecedented growth in property and sales tax revenues, we forecast that the rapid pace of growth will slow over the next fiscal year with a moderate but reliable growth rate of 0.2% when compared to current year estimated actual revenue receipts. The total General Fund year-over-year decrease of 4% or $2.6 million is mostly attributed to the final year of the American Rescue Plan Act of 2021 (ARPA) revenue. The Act was signed into law on March 11, 2021 to provide relief to states,
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
14 counties, cities and other agencies. The City's total allocation under ARPA was $9.0 million, and was programmed into the City's budget through December 31, 2024 which was the deadline for obligating the awarded funds. FY 2024/25 is the last year of recognizing ARPA funds in the City's General Fund revenues.
FY 2023/24 FY 2024/25 FY 2025/26
Revenue Sources
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Property Tax $ 19,085,405 $ 20,346,312 $ 20,606,432 1.3% Sales Tax 19,656,570 18,920,000 18,750,000 (0.9%)
Franchise Fees 3,084,742 3,204,199 3,155,948 (1.5%) Transient Occupancy Tax 3,249,031 3,434,000 3,608,133 5.1% Licenses & Permits 1,226,454 2,300,000 2,324,340 1.1% Business Tax 1,601,569 1,650,000 1,683,000 2.0%
Charges for Services 3,216,460 1,916,147 2,430,160 26.8% Total 51,120,230 51,770,658 52,558,013 1.5%
Other Revenue Sources 9,888,735 9,155,616 6,162,613 (32.7%) Subtotal 61,008,965 60,926,274 58,720,626 (3.6%)
Transfers In 13,253,566 2,373,003 2,018,831 (14.9%) Total Fund Revenue $ 74,262,532 $ 63,299,277 $ 60,739,457 (4.0%) Property Tax: This is the City's largest revenue source for the General Fund, accounting for
33.9% of the total FY 2025/26 projected revenue. The average median home sale price in Camarillo increased from $897,500 in December 2023 to $959,000 as of December 2024, an increase of 6.9%. FY 2025/26 budgeted property tax revenues are projected at $20.6 million, a 1.3% increase from the current year estimated actual. The City’s net taxable value increase in FY 2025/26 is projected to be 3.51%.
Sales Tax: This is the second largest revenue source, accounting for 30.9% of the total General Fund revenue. Projected sales tax revenue for FY 2025/26 is $18.8 million . The projection for FY 2025/26 assumes a slowdown in growth, primarily in the General Consumer Goods, Autos and Transportation, and Business and Industry categories for an overall decrease of 0.9%. The economy continues to be a concern to consumers and now also business. Consumer confidence is impacted by high inflation pricing, historic credit card debt levels, and tariffs.
Franchise Fees: Franchise Fee revenues for cable, refuse, electric and gas, produce 5.2% of the total General Fund revenue. In FY 2025/26, this revenue is projected to decrease by 1.5% for a total of $3.2 million. The decreases are primarily attributable to cable and Southern California Gas franchise fees.
Transient Occupancy Tax (TOT): Hotel Bed Tax revenue produces 5.9% of the total General Fund revenue. In FY 202 5/26 the occupancy rates have increased 4.7% when compared to prior year, along with increased average daily rates (ADR) for hotel rooms. TOT growth has begun to level off, and the City expects moderate growth of 5.1% in FY 2025/26. The increase is primarily attributed to the upcoming opening of a new Home 2 Suites hotel, which is scheduled to begin operations in July 2025.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
15 Licenses & Permits: Building Permit revenues are expected to increase by 1.1% in FY 2025/26 for a total of $2.3 million reflecting the anticipated levels of development activity primarily due to two large development projects.
Charges for Services: These charges include engineering inspection fees, subdivision fees, and zoning and planning fees which are based on development activity that can fluctuate year-over-year.
The projected revenues for FY 2025/26 are $2.4 million.
Other Revenue Sources:
Grants and Subventions: This revenue in FY 2025/26 reflects primarily $358,000 in Homeless Housing Assistant and Prevention (HHAP) Voucher Program Grant and $150,000 in Supplemental Law Enforcement Services Fund (SLESF) Grant.
Investments/Contributions: As a result of the Federal Reserve's maintaining high interest rates through most of 2024 as it continued to fight against inflation, the City is expected to earn a higher rate of return on its investment portfolio for a total revenue of $3.7 million with a decrease projected due to use of cash balances for Capital Improvement Projects budgeted in FY 2025/26.
Internal Charges: This revenue reflects the internal service allocation for the enterprise portion of the costs in the facility divisions to the General Fund.
Key General Fund Appropriations
The total proposed General Fund expenditures and transfers out (appropriations) for FY 2025/26 are $63.4 million , which reflects a decrease of $1.0 million from the FY 2024/25 budget. This reduction reflects our continued commitment to fiscal responsibility while maintaining essential services and meeting the City Council's goals and objectives. Within this budget, $1.3 million is allocated for one-time projects that will be funded through available Fund Balance reserves rather than ongoing revenue sources, preserving long-term fiscal sustainability.
The City's Pension Rate Stabilization Program (PRSP) Trust Investment Fund Policy, was established in 2018 to address future obligations of rising pension costs and Unfunded Accrued Liability (UAL). The FY 2025/26 budget strategically funds $1.4 million of the total UAL expenditures from the PRSP, which would be replenished in future years. This approach demonstrates the City's prudent financial management by utilizing dedicated funding mechanisms while minimizing the pension impact on current operational resources.
Additionally, we are pleased to introduce an innovative budget enhancement that will strengthen the City's fiscal health; the strategic implementation of vacancy savings in our upcoming budget. For the first time we are formalizing this widely-recognized municipal finance best practice that acknowledges the natural workforce dynamics every organization experiences via the natural budgetary relief that occurs through normal workforce attrition when positions remain temporarily unfilled during recruitment periods. Our analysis of the past five fiscal years demonstrates a pattern of approximately 3% vacancy savings across all departments. This measured approach acknowledges operational realities while
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
16 preventing potential overestimation of personnel expenditures. The resulting fiscal flexibility will strengthen our overall financial position while maintaining transparency in our budgeting process.
FY
2023/2024
FY
2024/2025 FY 2025/26
Divisions
Actual Budget
Proposed
Budget
Year over
Year %
Chg
City Council $ 476,208 $ 735,620 $ 718,238 (2.4%)
City Clerk 759,733 951,109 775,944 (18.4%)
City Attorney 470,389 521,976 460,060 (11.9%)
City Manager 1,758,023 2,167,677 2,077,111 (4.2%)
Community Relations 555,365 640,530 741,840 15.8%
Emergency Operations 127,005 309,851 298,413 (3.7%) Finance 1,801,119 2,175,601 1,892,011 (13.0%)
Human Resources 596,954 956,237 1,083,829 13.3%
Community Development 2,473,372 4,287,643 4,084,840 (4.7%) Code Compliance 877,582 1,207,365 1,207,362 0.0%
Police 19,042,300 21,875,638 22,275,622 1.8%
DART 37,082 111,348 49,765 (55.3%)
Building & Safety 1,316,196 2,147,482 2,162,844 0.7% Public Works
Administration 2,212,922 2,467,810 2,325,887 (5.8%) CIP Administration 704,174 589,051 752,417 27.7%
Traffic/Signal Maintenance 1,375,642 1,835,818 1,903,726 3.7% Storm Water Management 1,035,179 1,522,074 1,410,345 (7.3%) Street Maintenance 2,886,702 3,379,683 3,329,252 (1.5%) Community & Human Services 11,738 394,398 562,386 42.6% HHAP Voucher Program 181,214 377,982 358,000 (5.3%) Cultural Arts Services 600,449 1,105,118 935,124 (15.4%) Library Operations 3,117,767 3,337,781 3,496,261 4.7% Facilities
City Hall Facility 1,418,759 2,330,975 1,747,238 (25.0%) Corp Yard Facility 493,433 1,328,848 632,623 (52.4%) Police Facility 326,501 798,502 803,420 0.6%
Library Facility 1,093,233 1,398,091 1,384,027 (1.0%) Chamber of Commerce Facility 956 3,000 — (100.0%)
Economic Development 641,712 634,667 781,911 23.2%
Non Departmental 614 171,835 515,000 199.7%
Total 46,392,322 59,763,710 58,765,496 (1.7%)
Operating Transfers Out 3,522,042 4,578,184 4,602,329 0.5% CIP Transfers Out 7,275,448 50,000 — (100.0%)
Total General Fund Appropriations $ 57,189,811 $ 64,391,894 $ 63,367,825 (1.6%)
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
17 Key one- time additions or eliminations to the FY 2025/26 General Fund expenditure budgets are detailed below.
City Clerk: A decrease of $175,165 or 18.4% in FY 2025/26 is attributed to the Citywide scanning project and document imaging system which is budgeted in FY 2024/25. The implementation effort for both projects will continue into FY 2025/26.
Community Relations : An increase of $101,310 or 15.8% in FY 2025/26 is a result of one time expenditures related to various professional services for strategic communication plan and customer service strategy consultants .
Finance: A decrease of $283,590 or 13.0% is primarily attributed to staffing changes with the Business Tax division shifting to Economic Development division in the City Manager's office.
Human Resources: An increase of $127,592 or 13.3% is primarily attributed to the addition on one full time position to realign and reflect the City Council's goal of maintaining an optimum work environment through competitive salaries, benefits and training.
Public Works
CIP Administration : An increase of $163,366 or 27.7% is a result of staff reallocation to support Capital Improvement Projects budgeted in FY 2025/26.
Community & Human Services: An increase of $167,988 or 42.6% is attributed to the one time expenditure related to the implementation of the Healthy Camarillo initiative.
Cultural Arts Services: In FY 2025/26, community support programs include:
Activities: The City will continue its support through funding programs such as the Council of Aging, Senior Meal Home Delivery, Boys and Girls Club, and Economic Development Collaborative.
Community Service Grants (CSG): The City Council awards grants to community service organizations for programs or projects that directly benefit the community.
Events: City support includes the 4th of July Fireworks Show, Pleasant Valley Recreation & Park District sponsored Christmas Parade, and Concerts in the Park, Studio Channel Island (SCIART), Old Town Heritage Days, and the Camarillo Wings Airshow.
Facilities: Decreases in the City Hall and Corp Yard facilities are attributed to one time projects budgeted in the current year.
Non-Departmental: The budget of $515,000 includes a $500,000 General Fund contingency to accommodate any unexpected expenditure that could not be reasonably anticipated during the budget development process and $15,000 for a bad debt expense.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
18 Transfers In
Transfers In
FY 2024/25
Budget
FY 2025/26
Proposed
Budget
Gas Tax Fund 2,189,655 2,018,831
Total $ 2,189,655 $ 2,018,831
State allocated Highway User Tax Account (HUTA) revenues are recorded in the City’s Gas Tax Special Revenue Fund. In FY 2025/26 the full amount of $2.0 million in revenues will be transferred to the General Fund to help offset the $3.3 million cost of the City’s Street Maintenance division.
Transfers Out
Transfers Out
FY 2024/25
Budget
FY 2025/26
Proposed
Budget
Library Debt Service Fund $ 493,970 $ 492,151
Armitos Storm Basin Fund 4,867 4,480
Capital Improvement Projects (CIP) Fund 50,000 —
Citywide Lighting & Landscape Fund 3,614,407 3,571,191 Camarillo Ranch Events 314,940 334,507
Solid Waste 150,000 200,000
Total $ 4,628,184 $ 4,602,329
Funds supported by the General Fund have revenue sources that either do not grow or grow more slowly than the expenditures in those funds, increasing the subsidy from the General Fund.
The following transfers out are included in the FY 2025/26 budget:
• The transfer out to the Library Debt Service Fund represents the annual debt service payments for the 2012 Library Bonds. Final maturity is scheduled for 12/1/2033. • The transfer out to the Citywide Lighting and Landscape Maintenance District is necessary to subsidize this operation as not enough property tax revenue is generated to fund and support the $6.5 million cost of the services provided.
• The transfer out in the amount of $334,507 to the Camarillo Ranch Events Fund, is necessary to subsidize the maintenance of the Camarillo Ranch House facility. • The transfer out in the amount of $200,000 to the Solid Waste Fund, is necessary to subsidize the Household Hazardous Waste and Organics Recycling programs.
General Fund Balance and Reserves
The City’s Reserve Policy 3.05 sets the goal for the General Fund reserve at 50% of the operating budget, which was $31.2 million for FY 2024/25 and $31. 7 million for FY 2025/26. Additional Fund Balance
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
19 commitments are approved by City Council in June of each year in accordance with GASB 54 standards.
For the fiscal year ended June 30, 2026, the proposed commitments are as follows:
• Council Reserve Policy Goal $31,683,913
• Facility Improvement Projects 14,405,000
• Natural Disaster Recovery 10,000,000
• Pleasant Valley Rec & Park District-Senior Center 8,000,000 • Economic Development 5,400,000
• Continuum of Care 3,800,000
• Camarillo Springs Debris Remediation 200,000
• Loan to Water Utility 15,000,000
• Unfunded Accrued Liability PRSP Trust Fund $ 1,400,000 Total Committed Fund Balance $ 89,888,913
While the General Fund is projected to exceed the established reserve level target, staff continues to forecast operations on a 5-year planning horizon and monitors its level given the draw required to subsidize ongoing operations in other funds and to fund planned capital improvement projects while monitoring the continued economic uncertainties at both the national and state levels.
Special Revenue Funds
TDA Article 8 Fund. This fund is used to account for a special state subvention under the Transportation Development Act (TDA) that is legally restricted to the maintenance of highways and streets within the City’s boundaries.
TDA funds, through the Local Transportation Fund (LTF), are derived from one-quarter cent of the general statewide sales tax collected each year. In FY 2025/26, revenues are estimated to be $1.6 million.
These monies are programmed to fund a part of the City's Annual Pavement Program.
Gas Tax Fund. The Gas Tax Fund accounts for revenues generated from gasoline excise taxes. These funds must be allocated for transportation purposes such as eligible street improvements and street maintenance expenditures. In FY 2025/26 revenues are estimated to be $2.0 million. These funds will be transferred to the General Fund to partially fund the City’s Street Maintenance division’s operating expenditures estimated to be $3.3 million.
SB 1 Fund. The SB1 Fund is used to account for revenues restricted for maintenance on the state highway and local road system. These funds are derived from portions of state excise (per gallon) taxes on gasoline and diesel, and vehicle registration taxes. In FY 2025/26 revenues are estimated to be $ 2.0 million and are programmed to fund a portion of the City’s Annual Pavement Program.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
20 Citywide Lighting & Landscape Maintenance District Fund. The Citywide Lighting and Landscape Maintenance District supports street median and tree maintenance, weed control, and storm drain maintenance throughout the City.
Citywide Lighting and Landscape Maintenance Fund Summary FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 5,753,319 $ 6,395,828 $ 6,506,749 1.7% Expenditures & Transfers Out 5,753,319 6,445,130 6,494,749 0.8% Revenues Over/(Under) Expenditures — (49,302) 12,000 Fund Balance, July 1 — — (49,302)
Fund Balance, June 30 — (49,302) (37,302)
The source of funding is the City’s share of the 1% Ad Valorem property tax that is designated for this purpose, which is project ed to be $2.9 million for FY 2025/26. To meet the total expenditure for FY 2025/26 of $6.5 million, a transfer in of $3.6 million from the Ge neral Fund is necessary. While current projections for current year 2024/25 indicate a projected fund balance shortfall, our analysis suggests that estimated actual expenditures will likely be below budget, resulting in a positive year-end financial position.
Traffic Mitigation Fund (TMF). This fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of maintaining regional and local roads.
In FY 2025/26, revenues are estimated at $ 861,165, and expenditures are estimated at $1.6 million with an estimated fund balance on June 30, 2025, of $9.7 million. Planned capital improvement projects to be funded with TMF funds in 2025/26 budget include the Bridge Replacement at Las Posas and Ventura Blvd., Central Avenue Bike Lane, Las Posas Road Widening, Pleasant Valley Road Bike Lanes, and the Annual Pavement Program . Staff is currently going through a Traffic Impact Mitigation Fee update expected to be complete in early 2025/26.
Community Development Block Grant Fund (CDBG). The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). The City’s estimated funding level for FY 2025/26 is based on the most recent HUD allocation, plus estimated program income and unspent allocations from previous years.
Total funding for FY 2025/26 is estimated at $509,604. On March 12, 2025, the City Council met and approved the following allocations for FY 2025/26:
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
21 FY 2025/26 CDBG Allocations
Allocations Amount
Tiny Homes Acquisition $ 313,143
Roam Around the World 12,000
Senior OASIS/BICS Program 15,000
Turning Point Homeless Program 18,945
St. Vincent de Paul 18,945
St. Columba's Parish 11,550
Total Public Service $ 389,583
Habitat for Humanity 50,000
Total Other Programs $ 50,000
Fair Housing Program 9,065
Administration 60,956
Total Administration $ 70,021
TOTAL $ 509,604
Capital Projects Fund
Capital Improvement Projects Fund. This fund contains the expenditures for general capital projects that are funded from development fees, state and federal grants, transportation related funds allocated by the State, and transfers in from the General Fund. With the planned transfers in from the General Fund and transportation related funds, the fund balance at the beginning of FY 2025/26 provides funding for 100% of the cost related to all projects included in the FY 2025/26 budget. Departments will request appropriations from available fund balance via Council action when they are ready to award contracts related to a specific project.
Capital Improvement Projects Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 14,580,526 $ 19,247,001 $ 9,407,627 (51.1%) Expenditures & Transfers Out 8,975,438 26,571,216 16,168,242 (39.2%) Revenues Over/(Under) Expenditures 5,605,088 (7,324,215) (6,760,615) Fund Balance, July 1 11,881,663 17,486,751 10,162,536 Fund Balance, June 30 $ 17,486,751 $ 10,162,536 $ 3,401,921 The year-over-year changes in the Capital Improvement Projects Fund reflect the timing of capital projects, which are one-time in nature.
Some of the significant projects planned in the Capital fund include Dizdar Park Renovations, City Hall Chamber Remodel, City Hall Renovation, Corp Yard Remodel Phase 1, Beardsley Wash Repair, and Standby Power for City and CSD Facilities.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
22 Internal Service Funds
Internal Service Funds are cost centers for City services that are charged back or allocated to various City departments. The funds listed below represent the Internal Service Funds. Included in these budgets are the operating costs related to each activity and capital purchases such as vehicles, large equipment and technology.
Risk Management Fund
Information Services Fund
Vehicles and Equipment Fund
Enterprise Funds
The City uses Enterprise funds to account for its Solid Waste, Transit, Camarillo Ranch Events, Water Utilities, and Camarillo Sanitary District operations. An Enterprise Fund is designed to be self-supporting by selling goods or services to the public or ratepayer for a fee. Fees are based on the cost required to provide the good or service.
Solid Waste Fund. This fund administers programs providing for the collection of solid waste, yard waste, organics, household hazardous waste, and recyclable materials. The services are provided by a franchised waste hauler and other contracted services to approximately 18,000 customers. This fund derives the majority of its revenue from ratepayers.
Solid Waste Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 8,232,842 $ 9,128,432 $ 817,628 (91.0%) Operating Expenses 8,148,651 9,150,010 816,329 (91.1%) Revenues Over/(Under) Expenses 84,191 (21,578) 1,299 Working Capital, July 1 250,313 347,194 325,616
Working Capital, June 30 $ 347,194 $ 325,616 $ 326,915
The estimated revenue and transfers in for FY 2025/26, total $0.82 million, while expenses and transfers out total $0.82 million. Beginning July 1, 2025, the City is transitioning the solid waste residential service billing and service calls to E. J. Harrison & Son's, Inc. to improve customer experience by providing direct support to the customer. A transfers in from General Fund in the amount of $200,000 is needed due to the anticipated costs of exceeding the revenue derived from the Household Hazardous Waste (HHW) and Organics Recycling programs.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
23 Transit Fund. This fund records revenues and expenses associated with operating the City’s transit system. The City contracts for Fixed Route and Dial-A-Ride (DAR) services. The services include dispatching, operating, and maintaining City-owned buses. The Proposed Budget for FY 2025/26 includes expenditures of $4.0 million, which is a decrease of $935,796 primarily for fleet purchases in the current budget year.
Transit Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues
Transit Services $ 1,542,092 $ 205,489 $ 148,500 (27.7%) Grants 2,342,066 2,918,730 2,256,259 (22.6%)
Total 3,884,157 3,119,219 2,404,759 (22.9) %
Transfers In — 1,899,000 1,677,664 (11.7%)
Total Transit Fund Revenue 3,884,157 5,018,219 4,082,423 (18.6) % Expenses
Operating Expenses 3,320,429 3,990,481 3,896,331 (2.4%) Capital Purchases — 1,023,379 — (100.0) %
Grants/Allocations/Depreciation 113,534 54,191 70,059 29.3% Total Transit Fund Expenses 3,705,585 5,068,051 3,966,390 (21.7) % Revenues Over/(Under) Expenses 178,573 (49,832) 116,033 Working Capital Balance, July 1 368,179 100,155 50,323 Working Capital, June 30 $ 100,155 $ 50,323 $ 166,356
The City will receive $2.3 million in Federal Transit Administration (FTA), State of Good Repair (SGR) and State Transit Assistance (STA) Grants fo r the operation and maintenance of the transit service that offsets up to 40% of total expenses and $148,500 will come from transit service fares. Additional funding of $1.7 million comes primarily from TDA Article 8c funds through a transfers in.
Camarillo Ranch Events Fund. This fund is designed to be fully self-supporting and some of the revenues are derived from events held at the Camarillo Ranch. The expenses are related to the operating and maintenance costs for the upkeep of this historic landmark.
Camarillo Ranch Events Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 380,194 $ 761,903 $ 835,507 9.7% Expenditures & Transfers Out 500,940 794,983 832,109 4.7% Revenues Over/(Under) Expenditures (120,746) (33,080) 3,398 Working Capital Balance, July 1 396,439 282,204 249,124 Working Capital, June 30 $ 282,204 $ 249,124 $ 252,522
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
24 For FY 2025/26 the estimated revenue and transfers in total $835,507, while the expenses and transfers out total $832,109. Revenues are generated primarily through commercial business activities including weddings and special events however a transfer in of $3 34,507 from General Fund is needed due to facility maintenance costs exceeding revenues derived from events. Expenses in FY 2025/26 include one-time improvement projects including rehab parking lot, reglaze house windows, upgrade stable restrooms and replace air conditioning units.
Water Utility
The Water Utility funds are responsible for delivering a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
The Water Utility has been divided into five separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
Water Utility Fund. The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is designed to be fully self-supporting and derives most of its revenue from ratepayers. The City provides water to approximately 14,000 customers in the City. Four other water districts service portions of the City. The largest of these districts is the Camrosa Water District, which serves customers east of Lewis Road.
Water Utility Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 15,403,654 $ 18,543,972 $ 22,933,287 23.7% Expenditures & Transfers Out 18,181,500 24,726,628 23,341,945 (5.6) % Revenues Over/(Under) Expenditures (2,777,846) (6,182,656) (408,658) (93.4) % Working Capital Balance, July 1 8,271,398 4,928,604 (1,254,052) Working Capital, June 30 $ 4,928,604 $ (1,254,052) $ (1,662,710) The FY 2025/26 operating revenues and transfers in are projected at $22.9 million, while expenditures and transfers out are projected at $ 23.3 million. While current projections for current year 2024/25 indicate a projected fund balance shortfall, our analysis suggests that estimated actual expenditures will likely be below budget, resulting in a positive year-end financial position. The City, like many other water service providers across the state of California and the country is facing unprecedented challenges. The convergence of extreme cyclical drought impacts on demand, years of historic inflation, the addition of critical infrastructure projects and increasing source of supply costs impact the financial plan of the Water enterprise. On May 14, 2025 the City Council approved four years of water rate increases of 24%, 18%, 12% and 4%, starting July 1, 2025 and effective July 1 of each subsequent year.
Reclaimed Water Fund. The Reclaimed Water Fund is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and it derives the majority of its revenue from ratepayers. The City began operation of its reclaimed water distribution system in early 2015. The reclaimed water distribution system serves current agricultural
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
25 water customers, and a 55-acre sports park at Village at the Park. The source of reclaimed water is the Camarillo Sanitary District’s Water Reclamation Plant.
Reclaimed Water Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 894,065 $ 395,787 $ 467,973 18.2 % Expenditures & Transfers Out 514,313 660,920 494,241 (25.2) % Revenues Over/(Under) Expenditures 379,752 (265,133) (26,268) (90.1) % Working Capital Balance, July 1 2,101,274 2,522,196 2,257,063 Working Capital, June 30 $ 2,522,196 $ 2,257,063 $ 2,230,795 In FY 2025/26, the expenditure budget decreased 25.2%, as a result of expenses related to the feasibility study for stormwater diversion to water reclamation plant being fully budgeted in FY 2024/25.
Water Conservation Credit Fund. The Water Conservation Credit Fund is a drought mitigation fund into which approved development fees are paid to offset any new water demands imposed by their projects. The fund is used for water conservation programs offered to current water customers.
Water Conservation Credit Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 54,970 $ 16,788 $ 34,247 104.0% Expenditures & Transfers Out 79,019 683,375 7,000 (99.0) % Revenues Over/(Under) Expenditures (24,049) (666,587) 27,247 (104.1) % Working Capital Balance, July 1 1,077,030 1,052,982 386,395 Working Capital, June 30 $ 1,052,982 $ 386,395 $ 413,642 In FY 2025/26, the decrease of 99.0% of the expense budget is due to the professional services agreement to assist the City’s effort in encouraging water conservation programs and rebates being fully encumbered in the prior FY 2024/25.
Water Capital Projects Fund. The Water Capital Projects Fund sets forth the capital projects necessary to develop and maintain the City’s water system infrastructure. It derives the majority of its revenue from
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
26 capital connection fees, rate revenue, and grant funds. The FY 2025/26 budget represents the project costs included in the first year of the water and sewer rate study.
Water Capital Projects Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 670,959 $ 482,349 $ 459,376 (4.8) % Expenditures & Transfers Out 11,790,291 6,788,272 8,049,869 18.6 % Revenues Over/(Under) Expenditures (11,119,332) (6,305,923) (7,590,493) 20.4 % Working Capital Balance, July 1 18,870,944 7,751,611 1,445,688 Working Capital, June 30 $ 7,751,611 $ 1,445,688 $ (6,144,805) The year-over-year changes in the Water Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
The FY 2025/26 budget includes project funding primarily for North Pleasant Valley Groundwater Desalter, Well E and F, Water Reservoir Coatings and Advanced Metering Infrastructure capital projects.
The fund balance at the beginning of FY 2025/26 provides funding for 100% of the cost related to all Year 1 projects included in the 202 5/2030 Five-Year Capital Improvement Plan (CIP). As part of the City's fiscal resilience strategy for FY 2024/25, the Council established a $15.0 million commitment from the General Fund to maintain fiscal stability in the Water Fund while recently adopted rate increases begin to gradually take effect in meeting ongoing operational costs. This strategic commitment enables temporary resources on an as-needed basis, ensuring continuity of essential water services and priority water capital projects while protecting the City's long-term fiscal health through a structured inter-fund loan approach .
Water Debt Service Fund. In FY 2019/20, the City issued $11.8 million in Water Revenue Bonds to partially fund the North Pleasant Valley Groundwater Desalter project. On July 12, 2023 the City Council authorized the defeasance of the 2019 Water Revenue Bonds. The defeasance of the 2019 Bonds allowed the City to consider lower water rate increases by eliminating the requirement that the City maintain water rates sufficient to provide 125% debt service coverage in each fiscal year. Future water system capital projects will be funded by the water system reserves, net revenues from water rates and future bond issuances, grants and/or City loan funding.
Water Debt Service Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 9,886,303 $ — $ — —%
Expenditures & Transfers Out (398,937) 2,000 — (100.0%) Revenues Over/(Under) Expenditures 9,487,366 (2,000) — (100.0%) Working Capital Balance, July 1 512,517 186,888 184,888 Working Capital, June 30 $ 186,888 $ 184,888 $ 184,888
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
27 CAMARILLO SANITARY DISTRICT
The Camarillo Sanitary District (CSD) is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue from ratepayers. The CSD provides service to approximately 15,000 customers. The Directors of the Board are the same elected officials who serve as the members of the City Council.
The CSD is divided into three separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
CSD Operating Fund. The FY 2025/26 revenues and transfers in reflect the first four 16% annual rate increases Proposed by the CSD Board on May 14, 2025 which will become effective July 1, 2025 through 2028.
CSD Operating Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 18,365,579 $ 20,322,411 $ 22,519,826 10.8% Expenditures & Transfers Out 17,787,723 21,271,530 19,045,757 (10.5) % Revenues Over/(Under) Expenditures 577,855 (949,119) 3,474,069 (466.0%) Working Capital Balance, July 1 34,193,598 37,631,725 36,682,606 Working Capital, June 30 $ 37,631,725 $ 36,682,606 $ 40,156,675 The FY 2025/26 operating revenues and transfers in are projected at $22.5 million while expenditures and transfers out are projected at $19.0 million.
CSD Debt Service Fund . In the Debt Service Fund, property tax revenues are received, and estimates are based on information from the County Auditor-Controller, and the City’s consultant on property tax assessed valuations. Expenses reflect the scheduled debt service on the outstanding 2015 Wastewater Bonds.
CSD Debt Service Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 1,787,058 $ 1,368,044 $ 1,855,861 35.7% Expenditures & Transfers Out 483,622 470,879 515,026 9.4% Revenues Over/(Under) Expenditures 1,303,436 897,165 1,340,835 49.5% Working Capital Balance, July 1 185,878 628,299 1,525,464 Working Capital, June 30 $ 628,299 $ 1,525,464 $ 2,866,299
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
28 CSD Capital Improvement Projects Fund. The CSD Capital Improvement Projects Fund sets forth the capital projects that are necessary to develop and maintain the City’s wastewater (sewer) system infrastructure. CSD Capital Projects for FY 2025/26 are funded by rate revenue and capital fees. The FY 2025/26 budget represents project costs included in the first year of the 2025 water and sewer rate study.
CSD Capital Projects Fund Summary
FY 2023/24 FY 2024/25 FY 2025/26
Actual Budget
Proposal
Budget
Year over
Year % Chg
Revenues & Transfers In $ 1,592,121 $ 416,670 $ 1,046,016 151.0 % Expenditures & Transfers Out — 14,495,724 5,480,000 (62.2%) Revenues Over/(Under) Expenditures 1,592,121 (14,079,054) (4,433,984) (68.5%) Working Capital Balance, July 1 29,683,093 28,022,065 13,943,011 Working Capital, June 30 $ 28,022,065 $ 13,943,011 $ 9,509,027 The year-over-year changes in the CSD Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
Significant projects included in the FY 2025/26 budget are , Conejo Creek Bank Repair at WRP, Water System Generator Replacement, Dawson Drive to Metrolink Station Sewer, Pump Station 3 Improvements, Sewer Improvements per the Sewer Service Management Plan (SSMP), a nd Water Reclamation Treatment Plant Upgrades – Phase 1 and II . The fund balance at the beginning of FY 2025/26 provides funding for 100% of the cost related to all Year 1 projects included in the 2025 water and sewer rate study.
IN CONCLUSION
The Fiscal Year 2025/26 Proposed Budget allocates funding resources to maintain high levels of service, while investing in enhancements to City services and infrastructure to improve the quality of life for Camarillo residents for decades to come.
As part of the annual Strategic Planning/Goals & Objectives Session, staff intends to continue providing residents the vital services, through technology upgrades and streamlining internal and public-facing City operations. Additionally, the City will continue its efforts to increase awareness and participation in the Las Personas Community Academy and the Neighborhood Watch Program, develop and implement strategies to address homeless and mental health issues, implement the initiative of a public/private community health and wellness program, explore opportunities to foster an inclusive and accessible environment for all, continue to seek improvements on local traffic issues that impact our City, improve public transit, and develop a workforce training and development program in an effort to maintain an effective workforce.
As delineated in its goal of Fiscal Management, the City Council affirms its commitment to sound and conservative financial practices to ensure the City’s ability to navigate through economically challenging times. The City will continue to monitor proposed legislation from the State and Federal government and that could have additional fiscal impacts.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
29 I appreciate the support and policy direction given by the City Council during the past year and believe that this budget fully supports its adopted policies and programs.
Respectfully,
Greg Ramirez
City Manager
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
30 LOCAL HISTORY
The land upon which the historic Camarillo Ranch now sits was once part of the original Rancho Calleguas. One of the last of the Mexican land grants, the Rancho was almost 10,000 acres in size and was given to Jose Pedro Ruiz by Governor Alvarado in 1847.
Juan Camarillo (1812-1880) obtained the Rancho from the Ruiz Family in 1875. Juan had been a member of the Hijar-Padres Expedition to California in 1834. In 1857, Juan settled in what is now San Buenaventura.
Camarillo Ranch - 1895
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
31 Following Juan’s death in 1880, his eldest son Adolfo took over operations at the Ranch. Adolfo Camarillo (1864-1958) was age 16 at the time, and during the next 68 years he operated the Camarillo Ranch, progressing from a mostly cattle operation to crops.
Adolfo was a leading innovator, bringing in lima beans, as well as barley, corn, alfalfa, walnuts, and citrus to the area. In 1888, Adolfo married Isabella Menchaca (1861-1936). They moved into an adobe home on the Ranch, which was later destroyed by fire. Adolfo and Isabel raised seven children together.
In 1890, with the help of two Chumash Indians, Adolfo planted two rows of eucalyptus trees. These trees arched across Highway 101 in Camarillo for many years. Some of those trees still line the north side of the Ventura Freeway. Over the years, Adolfo employed a number of Chumash Indians on the Ranch in a variety of capacities.
Don Adolfo Camarillo & Camarillo White Horse
Adolfo and a crew, utilizing the designs of prominent Ventura County Architects Herman Anlauf and Franklin Ward, built the Camarillo House in 1892. This three-story, 14-room home was built in the Queen Anne Victorian style. Adolfo planted a number of trees near the house, some of which on the front lawn are now among the finest in California for their species.
In 1921, Adolfo Camarillo purchased a 10-year-old brilliant white colt named Sultan. Over the next few years, Sultan won many stock championships throughout California. Adolfo bred Sultan to Morgan mares at the Camarillo Ranch.
The Camarillo White Horses have become famous over the years, parading in the Pasadena Rose Parades and the Santa Barbara Fiesta parades since they began in the ‘30’s. Many dignitaries, including President Harding, Governor Ronald Reagan, John Mott, and the son of President Gerald Ford, have ridden the horses.
The ownership of the horses remained with the family until December 1987, when upon the death of Adolfo’s daughter, they were sold at public auction. The horses went their separate ways for the first time in 65 years. The City of Camarillo especially felt the loss, as the Camarillo White Horses share the city’s symbol with Adolfo Camarillo, which appear on all the street signs and city vehicles.
In 1989, the horses were regrouped and began performing in local parades and fiestas. With only eleven white horses remaining, it became apparent the horses could possibly die out. The Camarillo White Horse Association was organized in 1992 to maintain the breed and lineage of the noble Camarillo White Horses.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
32 Camarillo City Hall
The City of Camarillo was incorporated in 1964 under the general laws of the State of California. Since the early 1900’s, Camarillo has been an agricultural community that has evolved into a rural, suburban community on the outskirts of the Los Angeles metropolitan area, with a balanced base of land uses established under the City’s General Plan. Camarillo is a city of 69,014 residents located in the center of Ventura County (est. population 823,863). It has an area of approximately 20 square miles and is situated in the Pleasant Valley area of the vast agricultural Oxnard Plain. Geographically, Camarillo is midway between Los Angeles and Santa Barbara on Highway 101, nine miles inland from Point Mugu Naval Air Station and the Pacific Ocean.
CITY ORGANIZATION
The City operates under the Council-Manager form of government. The five-member City Council is elected through a district-based electoral system for four-year terms and are subject to term limits. The current District map, based on 2020 Census data, was adopted on April 12, 2022. The Mayor is selected from the City Council members and serves a one-year term. The City Council is responsible for passing ordinances, adopting the budget, appointing committees, and appointing a City Manager and City Attorney, among other things.
The City Council members serve as the governing body of the following:
• Camarillo Capital Improvement Corporation
• Camarillo Community Development Commission
• Camarillo Industrial Development Authority
• Camarillo Library Board
• Camarillo Public Finance Authority
• Camarillo Sanitary District Board
• Successor Agency to the Camarillo Community Development Commission for Redevelopment Purposes and for Housing Purposes
The City Council members serve on the following Standing Committees:
• Information Technology and Facilities
• Economic Development and Land Use
• Finance/Investment
• Local Appointments and Liaison/Intergovernmental
• Policy
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
33 • Public Safety and Emergency Preparedness
• Transportation and Infrastructure
• Utilities
In addition, the City Council appoints residents to the following local advisory Commissions, Boards and Committees:
• Camarillo Council on Aging
• Investment Committee
• Planning Commission
The City established the Finance and Investment Committees in 1988 and revised and updated all fiscal policies including investments, purchasing, accounts payable, financial reporting, and budgeting. The City reviews its investment policy annually. All other City policies are reviewed as needed.
The City has representation on the following Regional Boards and Committees:
• Air Pollution Control District Advisory Committee
• Association of California Water Agencies (ACWA)
• Association of Water Agencies of Ventura County (AWA) • California Association of Sanitation Agencies (CASA)
• California Joint Powers Insurance Authority (CJPIA)
• California State University Channel Islands (CSUCI) Site Advisory • Clean Power Alliance of Southern California (CPA)
• Economic Development Collaborative (EDC)
• Fox Canyon
• LAFCo
• League of California Cities
• Regional Defense Partnership (RDP)
• Southern California Regional Rail Authority
• Ventura County Airport Authority
• Ventura County Animal Services Commission
• Ventura County City Selection Committee
• Ventura County Council of Governments (VCOG)
• Ventura County Transportation Commission (VCTC)
• Ventura Regional Sanitation District (VRSD)
City provided services include:
• City Administration
• Community Development (planning and zoning)
• Public Improvements
• Recycled Water
• Street & Landscape Maintenance
• Traffic Engineering
• Wastewater
• Water
The City also provides a range of services, some of which are provided on a contractual basis. Contractual services include:
• Animal Control Services
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
34 • Building and Safety Services
• Landscaping Maintenance
• Law Enforcement
• Library Operations
• Major Capital Projects
• Solid Waste
• Street Sweeping
• Transit Services
The City is within the Ventura County Fire District and the Pleasant Valley Recreation and Park District, but exercises no control over them.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
35 Additional City facts at-a-glance:
Area in Square Miles 19.76
Median Household Income $ 111,536
Total Households 26,193
Number of Schools:
Elementary 17
Secondary 8
Enrollment 12,230
*High School Graduate percent 93.9 %
*Degree in a higher education 43.4 %
Number of:
Community Centers 1
Fire Stations 5
Golf Courses 4
Hospitals 1
Library 1
Parks (29 owned by PVRPD; 2 owned by City) 31
Police Stations 1
Senior Centers 1
Swimming Pools 1
Tennis Courts 18
* Data provided by the Southern California Association of Governments & the California Department of Education (most current data, 2021-2022)
CITY OUTLOOK
Camarillo’s growing reputation as a preferred location for the high-tech and specialty product industries are enhanced by its retention of long-established firms and the recent arrival of several more. Employers looking for skilled and experienced workers, supervisors, and managers can tap a reservoir of such personnel from the multitude of high-tech firms located in the city, the county, from nearby Naval Base Ventura County-Point Mugu Naval Air Weapons Center, and California State University-Channel Islands.
Consistently ranked as one of the safest communities in Ventura County, Camarillo is ideal for families who want to take advantage of the region’s amenities while living in an affordable, prospering community. These are just a few of the reasons why Camarillo is the best place to Live, Work, and Play!
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
36 Unemployment
Jobs/Salary $
EMPLOYMENT
Camarillo Unemployment
As of April 18, 2025 4.1%
Ventura County Unemployment
As of April 18, 2025 4.5%
No. of Jobs
In Camarillo 33,530
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
0%
2%
4%
6%
8%
10%
12%
29,000
30,000
31,000
32,000
33,000
34,000
35,000
36,000
37,000
38,000
Source: California Employment Development Department
From June 2016 through April 2025, Camarillo’s unemployment rate had fluctuated from a high of 5.9% at June 2021, to the lowest rate of 2.7% in March 2022. Unemployment rates increased to 5.9% in 2 June 2021 due to economic impacts in the wake of the COVID-19 pandemic. The significant economic recovery seen over the last several years is reflected in the turnaround in unemployment. Camarillo’s manufacturing sector is primarily in the high-paying technical computer and electronic parts, and chemicals.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
37 Principal Employers
Number of
Employees
% of Total
City
Employment
(33,530)
Hi-Temp Insulation 1,860 5.55 %
Pleasant Valley School District 527 1.57 %
St. John's Pleasant Valley Hospital 611 1.82 %
Lucix Corp. 362 1.08 %
Meissner Filtration Systems 1,915 5.71 %
Teledyne Scientific & Imaging LLC 240 0.72 %
Golden State Medical Supply 335 1.00 %
Hygenia LLC 258 0.77 %
Cal Coast Construction Specialists 215 0.64 %
Amazon 288 0.86 %
Sanisure Inc. 345 1.03 %
Sources: City of Camarillo Finance Dept., State of California, Employment Development Dept. Labor Market Information Division Median Home Price
$738,000
$725,000
$770,000
$850,000
$959,000
$877,500
$975,000
$1,160,000
Santa Paula
Port Hueneme
Oxnard
Simi Valley
Camarillo
Ventura
Moorpark
Thousand Oaks
Source: HdL Companies
Camarillo’s median home price has increased to an all-time high of $959,000 in Q4 2024.. Countywide, home prices have remained strong. Camarillo home values have increased by 6.9% over the same time last year and are projected to remain steady over the next year.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
38 Source: HdL Companies
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
39 NAVIGATING THE BUDGET
The FY 2025/26 Budget document is organized into sections. This section includes the budget message and summary information. Staff from all departments used the City’s financial system to input their budget requests which have been incorporated into this budget.
THE BUDGET PROCESS
The budget process began in January 2025, when the City Manager and Director of Finance set forth the Guidelines for Budget Preparation for the Fiscal Year 2025/26 to each Department Head and other key staff involved in the budget process. Those instructions were followed by a training session, conducted by Finance staff, to walk through the budget process and data entry requirements.
Following an initial review of department budget requests, and reviewing a preliminary analysis of projected revenues and expenditures, Finance met with the City Manager to critically assess department operations and efficiencies. Similar to FY 2024/25, property tax and sales tax numbers serve as the foundation for the City's economic stability. A series of meetings were held with the City Manager, Assistant City Manager, Public Works Director, and Finance staff to analyze the City’s capacity to accommodate the FY 2025-2030 Five-Year Capital Improvement Plan (CIP).
On June 4, 2025 the City Council and Sanitary District Board (CSD) held a budget Workshop to discuss both Proposed FY 2025/26 Budget and the Five-Year Capital Improvement Program.
On June 11, 2025, the City Council and CSD held a joint meeting adopting the FY 2025/26 Budget.
Developing and monitoring the budget is an ongoing process. By responding quickly to events that influence the budget, the City is able to maintain consistent levels of service provided to the community.
We are also able to safeguard the financial base against erosion from unforeseen events outside the control of the City. The estimates that are developed from this process are modified throughout the budget period to respond to unanticipated events. Monthly financial reports are provided as a method for ongoing review at the department and City Council level. Finance staff will monitor budget to actual revenue and expenditures monthly, providing the City Manager with any substantial variances.
A formal mid-year review of the FY 2025/26 budget will be performed with the City Council and CSD in February 2026. There will also be formal review of the budget in May and June 2026, prior to appropriation of the FY 2026/27 budget.
LEVEL OF BUDGETARY CONTROL
Since the budget is an estimate, from time to time it is necessary to make adjustments to fine tune the line items within it. Various levels of budgetary control have been established to maintain the integrity of the budget. The City Council has the authority to amend or supplement the overall appropriations for the City in total. The City Manager has the authority to transfer between expenditure accounts, provided those changes do not increase overall appropriations. Whether that transfer is within a fund or between funds, that authority must be exercised taking into consideration funding source compatibility.
For example, appropriations can be transferred from any expenditure account to another as long as the funding from the source account can legitimately be used to cover the expenditure for which it is being transferred. Where an appropriation requires an increase that cannot be supported by a transfer within those guidelines, City Council authorization is required.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
40 FUNDS, FUNDING, AND BUDGETARY CONTROL
Basis of Revenue Estimates
While the departments were developing their budget expenditure requests, the Finance Department was projecting revenues for the budget. Many of the projections are developed with industry-leading consultants to forecast the City’s two largest revenues, property and sales taxes and by from information provided by the various departments.
For classification purposes, revenues are usually grouped into major categories. For financial reporting purposes, the California State Controller’s Office has established a classification system that local governments are required to follow when reporting their financial affairs to the State. Therefore, the presentation of revenues is based on the State Controller’s classification system, as follows:
w Taxes - Compulsory charges levied by a government for the purposes of financing public services performed for the common benefit. The taxes received by the City include property taxes, sales tax, business tax, transient occupancy tax, and documentary transfer tax. Property, sales, and business tax projections are accomplished by analyzing historical trends, changes in the national/state/local economy, and changes within the community that effect these revenues. Transient occupancy taxes are projected based on trends and any changes in the Consumer Price Index. Documentary transfer tax is received as property is sold, and is therefore estimated based on the projected level of current activity in the real estate market.
w Special Benefit Assessments - Compulsory charges levied by a government for the purposes of financing a particular public service performed for the benefit of a limited group of property owners.
These assessment revenues are projected based on the amount that will be assessed, less a modest adjustment for anticipated uncollected assessments. Cost of providing the service for which they are assessed is also considered, along with balances available and future anticipated spending patterns. w Licenses & Permit Fees - Fees collected in exchange for the issuance of a license or a permit are usually issued to fund the public programs relating to the activities licensed or permitted within the City.
License and permit fees collected by the City are primarily for building and construction permits, although there are some fees generated for solicitation permits, and other permits related to the conduct of business. There are also minor fees for bicycle licenses. Permit income related to building activity is projected by the departments collecting those fees based on projected applications anticipated. Other permit fees are based on historical trends.
w Fines & Forfeitures - Punitive assessments levied by the courts upon violations of law or regulations.
The City receives such fines and forfeitures for Vehicle Code fines and for violations of the Municipal Code. Fines and forfeitures are primarily estimated by the Finance Department based on historical trends and any legislation that might affect their distribution. w Revenues from the use of Money & Property - Income derived from investment earnings, plus sale/ rental of property. Investment earnings are projected based upon a conservative return applied to the cash balance within each fund. Where cash remains relatively stable in any given fund, historical trends can be used; but since investment earnings are distributed to each fund based upon the cash balances within each fund, additional knowledge about spending patterns and anticipated timing of receipts is crucial. For sale and rental of property, actual knowledge about which properties, if any, will be rented or sold through the fiscal year is used to make the revenue projections.
w Intergovernmental Revenues - Income from grants and subventions received from other governmental entities. The primary group in this category is State shared fees and taxes, which includes
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
41 property tax, relief subventions, and gas taxes. Other sub-groups in this category are special purpose federal, state, and county grants. Historical trends, information provided by the State and information provided by other departments, are the sources of information for making revenue projections in this category.
w Current Service Charges - Income collected in exchange for a particular public service of a limited and specific benefit. These charges are used to fund the cost of the particular service provided. The City collects a wide variety of such charges in different service areas. The primary areas where they are collected are public safety, planning and zoning, building plan checks, and utilities. Information is received from other departments to make projections related to the building industry. The income that is related to utilities is projected based upon estimated customer count and consumption trends.
In addition, this revenue includes internal service fund allocations for services provided by those funds.
Each of the Internal Service Funds incur costs that are allocated to the user departments. The basis for the allocation varies depending on the type of service provided. ◦ In the Vehicle and Equipment fund, costs for vehicle usage are charged to the user departments based upon the annual depreciation and the estimated life of the vehicle. Vehicle maintenance is charged based on actual usage.
◦ In the City Hall Facility, Corporation Yard Facility, and Police Facility Funds costs are allocated to the user departments based on square footage. Facility costs in the Library Facility are allocated to the operating division.
◦ In the Information Systems Fund, the charges are based on the number of personal computers and telephones in the user department.
◦ In the Risk Management Fund, the charges are based on salary data for the cost of workers’ compensation insurance, actual vehicle count for vehicle insurance, and an estimated prorated share for general liability insurance.
w Other Revenues - Income from contributions, refunds, and other income not classified elsewhere.
This income source is projected based upon historical trends or specific information about a particular source.
As the budget is a plan to guide the future operations of the City and the CSD, the City has endeavored to forecast revenues on a conservative basis, with the most recent information available. These estimated revenues directly control how much the City and the CSD can plan to spend on various services and projects.
FUND BALANCES AND WORKING CAPITAL
One of the most important elements of a comprehensive budget is an evaluation of the impact of projected revenue, expenditure appropriation and transfer requests on fund balances and working capital throughout the budgeted funds. These are the balances projected to be available once the budget period has transpired.
Because of the fund accounting requirements in Generally Accepted Accounting Principles (GAAP), in the Enterprise Funds and Internal Service Funds, these fund balances are called working capital, and in all other funds they are called fund balance. Maintaining adequate fund balance and working capital levels is critical to ensuring that the City is adequately prepared financially to meet ongoing cash flow needs and unforeseen events and emergencies. The City of Camarillo has a Reserve Policy, which targets the level of balances that should be maintained in certain funds. The Reserve Policy is stated below:
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
42 Purpose
The City shall maintain unassigned fund or working capital balances in the General Fund, Water Utility Fund, Sanitary Fund, certain Special Revenue, Debt Service and Internal Service Funds, and the Capital Improvement Fund. This policy is developed to consider the minimum level necessary to maintain the City’s credit worthiness and to adequately provide for:
w Economic uncertainties and other financial hardships or downturns in the local or national economy w Local disasters or catastrophic events
w Future debt or capital obligations
w Cash flow requirements
w Legal requirements
Policy
General Fund 101: The City will maintain a minimum reserve level of 50% of the operating budget for the General Fund. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures plus transfers to other funds for operations, excluding transfers for capital projects and depreciation.
Special Revenue Funds : For all Maintenance District Funds, except those that operate on a citywide basis, the City shall target a reserve level of 20% of the operating budgets for cash flow purposes. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures.
Fund Name and Number:
Mission Oaks Maintenance District 221
Wittenberg Maintenance District 222
Armitos Storm Basins District 223
Mission Oaks Industrial District 224
Presley Maintenance District 225
Spanish Hills Maintenance District 226
Sares Regis Maintenance District 227
Vista Las Posas Maintenance District 228
Adolfo Glen III Maintenance District 230
Adolfo Glen II Maintenance District 231
Debt Service Funds : Reserve levels for Debt Service Funds shall be established as prescribed by the bond covenants adopted at the time of the issuance of debt.
Capital Improvement Projects Fund: The City shall establish and maintain a designated fund balance in the Capital Improvement Projects Fund equal to the discretionary (i.e., General Fund) contribution for the future capital improvements outlined in the FY 2025-2030 Five-Year CIP based on the following schedule:
w 100% of the Current Year and Year One of the CIP
Internal Service Funds:
Risk Management Fund: A reserve shall be established and maintained equal to the sum of the following elements:
w Three times the self-insured retention for liability claims, plus
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
43 w 100% of the greatest deductible for any single property damage coverage, plus w 25% of the annual appropriation for workers’ compensation Information Services Fund: A computer replacement reserve shall be established and maintained to ensure the timely replacement of computer equipment and software. The reserve level shall be the greater of 100% of the accumulated depreciation, or a schedule defined by the City Council adopted Information Systems Master or Strategic Plan.
Vehicle & Equipment Fund: A replacement reserve shall be established and maintained equal to 120% of the accumulated depreciation.
Facility Funds: A capital outlay reserve shall be established and maintained, based on 100% of a reserve study capital replacement plan, for cash flow purposes and for the rehabilitation or replacement costs of existing City facility components.
Enterprise Funds:
Solid Waste Fund: The City will establish and maintain a minimum reserve level of 5% of operating budget.
Water Utility Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset at Replacement Costs
Debt Service 1 Year of Debt Service
Sanitary District Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Debt Service 1 Year of Debt Service
Restricted/Emergency 1% of Asset at Replacement Costs
Procedure
The Finance Department shall perform a reserve analysis to be submitted to the City Council upon the occurrence of the following events:
w City Council deliberation of the annual budget
w Presentation of the annual financial report
w Midyear budget review
w A major change in conditions threatens the reserve levels established within this policy If the analysis indicates projected or actual reserve levels that fall either 10% below or 10% above reserve levels outlined in this policy, at least one of the following actions shall be included with the analysis:
w An explanation of why the reserve levels are not at the targeted level. w An identified course of action to bring reserve levels to the minimum prescribed.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
44 FUND TYPES AND DESCRIPTION
The City of Camarillo uses funds and account groups to report its financial operations. A fund is used to maintain control over resources that have been segregated for specific activities or functions and special revenue sources. The 52 budgeted funds are segregated into fund types, as shown in the following, and all can be divided into the following three categories:
Governmental Funds - Governmental Funds focus on current financial resources, which emphasize near-term inflows and outflows of spendable resources as well as balances of spendable resources at the end of the fiscal year. This information is essential in evaluating the City’s near-term financial requirements. The governmental activities are prepared using the current financial resources measurement focus and modified accrual basis of accounting. To better understand the City’s short-term requirements, it is useful to compare the City’s Governmental Fund budgets. The major governmental funds include the General Fund, Special Revenue Funds and the Capital Improvement Projects Fund. Most of the City’s basic services are reported in this category, including Public Safety, Highways and Streets, Economic Development, and Cultural Arts and Library Services. The activities are funded by property, business, hotel and sales taxes, user fees, interest income, franchise fees, and state and federal grants finance these activities.
Proprietary Funds - The City maintains two types of proprietary funds: enterprise funds and internal service funds. The City uses enterprise funds to account for its Water Utility, Reclaimed Water, Water Conservation Credit, Water Capital Projects, Water Debt Service, Camarillo Sanitary District, Solid Waste, Camarillo Ranch Events, and Transit operations. Internal service funds are an accounting tool used to accumulate and allocate costs internally among the City’s various functions. The City uses internal service funds to account for its Risk Management, Information Services, Vehicles & Equipment, City Hall, Corporation Yard, Library, Police, and the Camarillo Chamber of Commerce Facility.
Although Water is budgeted with five distinct funds and CSD is budgeted with three distinct funds, they are presented as one Water fund and one CSD fund in the City’s Annual Comprehensive Financial Report (ACFR).
Fiduciary Funds - The City is the trustee, or fiduciary , for certain funds held on behalf of external parties. These activities are reported in the financial statements, but are not budgeted. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes. The fiduciary activities are custodial funds, which report assets, liabilities, and net position.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
45 BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
46 CITY OF CAMARILLO
General Fund-101 - The General Fund is where the majority of discretionary funds are recorded and where the majority of general municipal services are provided. Through transfers, it is also a major contributor of services and projects that are accounted for in other funds including the Gas Tax Fund, Lighting & Landscape Maintenance District Fund, Transit Fund, and Debt Service Fund that do not have enough available resources to cover the associated expenditures.
Special Revenue Funds (29)
Transportation Funds - The Transportation Funds record only revenue and transfers to other funds.
Monies received in these funds are transferred to the Capital Improvement Projects Fund to be used for overlay, resurfacing, and street-related capital projects. w SB 125 Fund-206 - This fund is used to account for special, one-time state source funding to help address transit providers' operating and capital needs. w TDA Article 8c Transit Fund-207 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the use in the City's transit operation.
w TDA Article 8a Roads Fund-208 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the maintenance of highways and streets within the City’s boundaries.
w TDA Article 3 Fund-209 - This fund is used to account for special state subventions under the TDA that are legally restricted to the maintenance of bikeways and handicapped ramps within the City’s boundaries.
w Gas Tax Fund-210 - The Gas Tax Fund is used to account for gas tax revenues. The Gas Tax revenue funds the Street Maintenance division of the Public Works department in General Fund and qualified capital projects in Capital Project Fund.
w SB 1 Fund-211 - The SB 1 Fund is used to account for SB 1 revenues and transfers to other funds.
This funding will be used for deferred maintenance both on the state highway and the local road system.
Maintenance District Funds - The City has a Lighting and Landscape Maintenance District which supports lighting and landscape maintenance throughout the City. The source of funding for this district is a portion of the 1% ad valorem property tax, which is designated for this purpose. All the other maintenance districts support specific areas within the community and were established as a development requirement, and receive property tax assessment revenues that provide for the individual district’s expenditures.
Lighting and Landscape Maintenance District-220 - This is used to account for property tax revenues that are restricted to citywide street lighting and landscape maintenance expenditures. w Mission Oaks MD1A-221 - This is used to account for revenues from property taxes and assessments levied on the property within the Mission Oaks district that are specifically restricted to the district's median, parkway, slopes, and tree maintenance.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
47 w Wittenberg Maintenance District MD2A-222 - This is used to account for revenues from assessments levied on properties within the Wittenberg subdivision that are specifically restricted to the maintenance of landscape and open space areas within and immediately adjacent to the tract. w Armitos Storm Basins Maintenance District-223 - This is used to maintain three storm drain desilting basins, which serve the Armitos Tract.
w Mission Oaks Industrial Maintenance District-224 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district. w Presley Maintenance District-225 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping in the flood control areas located off Sierra Mesa. w Spanish Hills Maintenance District-226 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping within this district. w Sares/Regis Maintenance District-227 - This is used for maintenance of a drainage basin, which serves the Sares/Regis Tract.
w Vista Las Posas Maintenance District-228 - This is used for the maintenance of entrance street landscaping and a storm water detention basin in the Vista Las Posas development. w Adolfo Glen III Maintenance District-230 - This is used to account for revenues from assessments that are to be used to maintain landscaping within this district. w Adolfo Glen II Maintenance District-231 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district.
SIBA Fees-240 - The SIBA Fund is used to fund and/or reimburse a portion of the cost of the Springville Interchange Project within the Springville Interchange Benefit Area (SIBA).
Traffic Mitigation-251 - The Traffic Mitigation Fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of maintaining regional and local roads.
Bridge Policy Fund-252 - The Bridge Policy Fund is used to account for fees received from developers based on land acreage for property to be developed to fund the cost of bridge construction or addition.
Storm Drain-253 - The Storm Drain Fund is used to account for fees received from new development to fund storm drainage related costs.
Signals Fund-261 - The Signal Fund is used to account for signal fees received from new development to fund signal maintenance related costs.
Underground Utilities-262 - The Underground Utilities Fund is used for fees received from new development to fund underground related costs.
Street Improvements-263 - The Street Improvements Fund is used to account for fees received from new development for street maintenance related costs.
Parking In-Lieu-264 - The Parking In-Lieu Fund is used to account for fees received from business owners in the Old Town area to fund off-street parking facilities.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
48 Air Quality Management Fund-275 - The Air Quality Management Fund was established in FY 1993/94. This fund is used to account for revenues from air quality impact fees that are required to be used for transportation mitigation.
Community Development Block Grant Fund (CDBG)-280 - The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). It is typical for the CDBG Fund to vary widely between the amount budgeted and the revenues and expenditures which actually occur throughout the fiscal year. By budgeting the total available funds for the fiscal year, the City maximizes its flexibility to utilize the available funding as needed. Whatever is not utilized in any fiscal year is automatically carried over to the following fiscal year.
Library Special Revenue Fund-285 - The Library Special Revenue Fund is utilized to collect and record the proceeds from fundraising and local donations for the Camarillo Library.
Cable PEG Fees Special Revenue Fund-286 - The Public, Educational, and Governmental (PEG) Special Revenue Fund was created to account for revenue resulting from new cable franchising laws.
Traditionally, cable service providers negotiated with municipalities in order to obtain a franchise authorizing them to provide cable services in a community. The new laws allow cable service providers to apply for a franchise at the state level when the local franchise expires; however, they must maintain their support in the production of local PEG access channels. A municipality may establish a PEG support fee of up to 1 percent of gross revenues. This funding will be used to offset capital costs such as PEG production, editing, and program playback equipment, renovation or construction of PEG access facilities.
Debt Service Fund
Library Debt Service Fund-321 - The Library Debt Service Fund was established in Fiscal Year 2002/03 to account for the debt service of $8.8 million in Lease Revenue Bonds issued for the purpose of the matching requirement for the state grant received from the State of California. The bond money, combined with the grant, was for the acquisition of land and construction for the new 65,000 square foot, state-of- the-art Library in Camarillo. The City issued $7,630,000 Camarillo Public Finance Authority Lease Revenue Bonds Series 2012, providing funds to refund the 2003 Series A Bonds. This generated a Net Present Value savings of $876,326 over the same remaining debt service period. The final maturity date of the bonds remains December 2033. Currently, budgeted expenditures in the Library Debt Service Fund are for principal and interest on the bonds and related administrative costs, which are funded by the General Fund.
Capital Projects Funds (3)
Capital Improvement Projects Fund-410 - The Capital Improvement Projects Fund accounts for the general capital projects funded from capital fees collected from developers, state and federal grants, and transfers from the General Fund and the Transportation Funds. The projects in the Budget are in agreement with the City’s Five-Year Capital Improvement Program.
Camarillo Corridor Projects Area Fund-429 - This fund accounts for the construction activities as designated in the approved Successor Agency Long-Range Property Management Plan, and are in agreement with the City’s Five-Year Capital Improvement Program. Funding is provided by housing and non-housing construction bonds.
Low-Mod Income Housing Asset Fund-498 - This fund is used to account for the housing activities of the former Redevelopment Agency.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
49 Internal Service Funds (ISF) (8)
ISF's are created to account for costs associated with services that benefit a wide variety of other funds, and provides an opportunity to accumulate those costs in one fund to allocate them to the benefiting departments for services rendered. ISFs also provide a mechanism for accumulating funds for the replacement of vehicles, equipment, and facilities. This is particularly true for all ISFs, except the Risk Management Fund and the Human Resources Fund.
Risk Management Fund-510 - The Risk Management Fund is where costs associated with the City’s risk management function are recorded and then charged back to the other funds. The City of Camarillo is a member of the California Joint Powers Insurance Authority (CJPIA), along with over 100 other California public entities, and is self-insured for general liability and workers’ compensation. The City takes advantage of the CJPIA buying power to purchase property, earthquake, flood, boiler and machinery insurance, etc. Claims administration for both general liability and workers’ compensation are provided through a third party contractual agreement administered by the CJPIA.
Information Services Fund-530 - The Information Services Fund is where costs associated with operating the City’s information services function are recorded and charged back to the other funds based on the level of services provided. Information Services includes the telephone system, H.T.E. computer system, local and wide area network systems, personal computers, Geographic Information System (GIS), library technology support, internet, and miscellaneous computerized systems.
Vehicles and Equipment Fund-540 - The Vehicles and Equipment Fund is where costs associated with procurement, maintenance and operations of the City’s vehicles and field equipment, are recorded and charged back to the departments based on the services received. One of the goals of this fund is to provide funding to replace vehicles and field equipment. It is also to recover the costs associated with maintaining all of the City’s vehicles and field equipment. Through a “use” charge, departments that use City vehicles contribute to this fund.
City Hall Facility Fund-550 - The City Hall Facility Fund was established to keep track of costs associated with the City Hall facility. Isolating those expenditures provides an efficient mechanism for charging the costs back to user departments.
Corporation Yard Facility Fund-551 - The Corporation Yard Facility Fund was established to keep track of costs associated with the corporation yard facility. Isolating those expenditures provides an efficient mechanism for charging costs back to the user departments and funds.
Police Facility Fund-552 - The Police Facility Fund was established to keep track of costs associated with the police facility. Isolating those expenditures provides an efficient mechanism for charging the costs back to the Police Department, a division of the General Fund, plus allows treatment of this facility to be similar to the accounting treatment of other City facilities.
Library Facility Fund-553 - This fund was established to track all costs associated with the operation of the library facility. Costs include the wages for the library facility technician, as well as wages for the supervision of the facility. Costs for custodial care, utilities, and landscaping are charged to this fund.
Revenues for the costs in this fund are received from the General Fund and interest income.
Camarillo Chamber of Commerce Facility Fund-555 - This fund was established to track all City costs associated with the maintenance of the Camarillo Chamber of Commerce facility. Costs include landscape maintenance and insurance. Revenues for the costs in this fund are received from the General Fund and interest income.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
50 Enterprise Funds (8)
Solid Waste Fund-805 - The City provides a refuse, recycling, and green waste program for residential customers, and a refuse and recycling service for commercial customers. The City contracts, through an exclusive franchise agreement with a local hauler, E.J. Harrison & Sons (Harrison), to haul all the waste in Camarillo. The City provides billing services for residential customers, from single-family residential up to four-unit residential. Harrison performs the billing services for commercial and multi-family residential customers. Refuse, recycling, and green waste services are provided weekly to Camarillo residential customers. The City sponsors a Household Hazardous and Electronic Waste Program. This on- going program provides an opportunity for households to dispose of toxic materials in a safe and environmentally sound manner.
Transit Fund-810 - The Transit Fund is an enterprise fund where costs associated with operating the City’s transit system are recorded. The City began contracting this service on January 6, 1997, to provide a single fixed route and a general public Dial-A-Ride transit service. FTA Grant monies are received to fund program operating expenditures.
Camarillo Ranch Events Fund-815 - The Camarillo Ranch Events Fund is an enterprise fund where costs associated with operating the City’s Ranch Property are recorded. The enterprise is funded based on the projected venue rental activity revenue collected by Command Performance who conducts the commercial business including Wedding and Special Event Management Services. The Camarillo Ranch Foundation will have use of the Ranch Property and other structures to conducts its nonprofit activities.
Water Utility Fund-860 - The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is fully self-supporting and derives the majority of its revenue from ratepayers. The City provides water and associated maintenance to approximately 14,000 customers. Not all of the property owners within the City limits are provided water service by the City.
There are five other water agencies providing water to selected areas within the City. The largest of the five is Camrosa Water District, which provides water services to the Mission Oaks area within the City.
Reclaimed Water Fund-861 - The Reclaimed Water Fund is a water service from the potable water system, with separate infrastructure facilities, and is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and derive the majority of its revenue from ratepayers. The recycled water distribution system serves current agricultural potable water customers, a 55-acre sports park, and median/common areas in the Village at the Park tract. The source of the recycled water is the Camarillo Sanitary District’s Water Reclamation Plant.
Water Conservation Credit Fund-862 - The Water Conservation Credit Fund is a new program to facilitate ‘water will serve’ letters to new developments that will help City meet state mandates during drought conditions.
Water Capital Project Fund-863 - The Water Capital Project Fund is used to track Water capital improvement project expenditures.
Water Debt Service Fund-864 - The Water Debt Service Fund was established in FY 2019/20 to account for the debt service of $11.8 million in Water Revenue Bonds. The bonds were issued to finance a portion of the costs for the North Pleasant Valley Groundwater Desalter project. The project will treat 4,500 acre- feet per year of brackish groundwater and yield up to an additional 3,877 acre-feet per year of potable water thereby reducing the need for like amount of imported water for the use within the City’s water
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
51 service area. The final maturity of the bonds is June 1, 2039. Currently budgeted expenditures in the Water Debt Service Fund are for principal and interest on the bonds and related administrative costs, which are funded by the Water Utility Fund.
CAMARILLO SANITARY DISTRICT (CSD)
CSD Operating Fund-871
CSD Debt Service Fund-872
CSD Capital Projects Fund-873
The Camarillo Sanitary District is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue from ratepayers for services rendered. The Directors of the Board are the same elected officials who also sit as the members of the City Council. The CSD has been divided into three distinct funds for budgeting purposes. The segregation of these funds allows for ease in cash flow and rate setting.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
52 CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
53 Adjusted Fiscal Year 2024/25 Estimated
Fund Balance Amended Budget Fund Balance
FUND June 30, 2024 Revenues Expenditures Transfers Adjustments June 30, 2025 City of Camarillo
* 101 General Fund $ 102,037,006 $ 60,926,274 $ 59,763,710 $ (2,255,181) $ — $ 100,944,389 206 SB 125 Fund 700,000 448,404 — 251,596
207 TDA Article 8c Fund 27,672 1,899,000 — (1,899,000) 27,672 208 TDA Article 8a Roads 2,207,744 2,031,896 — (3,947,697) — 291,943 209 TDA Article 3 — 12,000 — (12,000) — —
210 Gas Tax Fund 231,827 2,007,256 — (2,189,655) — 49,428 211 SBI Fund 2,175,602 1,822,225 — (3,900,000) — 97,827 220 Citywide Lighting/Landscape Maintenance District — 2,769,421 6,445,130 3,626,407 — (49,302) 221 Mission Oaks Maintenance District-MD1A 1,373,837 1,070,676 1,431,938 — — 1,012,575 222 Wittenberg Maintenance District-MD2A 100,757 31,060 44,448 — — 87,369 223 Armitos Storm Basins Maintenance District 63 1,894 6,028 4,867 — 796 224 Mission Oaks Industrial Maintenance District 66,251 56,408 60,613 — — 62,046 225 Presley Maintenance District 30,791 20,895 26,575 — — 25,111 226 Spanish Hills Maintenance District 44,435 22,111 25,379 — — 41,167 227 Sares/Regis Maintenance District 12,972 8,831 11,960 — — 9,843 228 Vista Las Posas Maintenance District 39,573 36,277 45,003 — — 30,847 230 Adolfo Glen III Maintenance District 64,758 30,099 36,703 — — 58,154 231 Adolfo Glen II Maintenance District 70,259 42,344 47,485 — — 65,118 240 SIBA Fund 4,863,442 59,101 — (353,457) — 4,569,086 251 Traffic Mitigation Fund 12,272,692 996,416 — (2,266,740) — 11,002,368 252 Bridge Policy Fund 877,562 22,432 — (800,032) — 99,962 253 Storm Drain Fund 35,566 340 — — — 35,906
261 Signals Fund 311,713 2,626 — — — 314,339
262 Underground Utilities Fund 449,130 4,058 — — — 453,188 263 Street Improvement Fund 3,277,674 29,598 — — — 3,307,272 264 Parking In-Lieu Fund 10,391 1,045 — — — 11,436 275 Air Quality Fund 170,290 428 — — — 170,718
280 CDBG Fund 1,017,202 959,307 511,011 — — 1,465,498 285 Library Special Revenue 536,423 342,813 302,481 — — 576,755 286 Cable PEG Fees Fund 1,479,497 222,297 — (1,618,991) — 82,803 321 Debt Service-Library 501,838 — 494,515 493,970 — 501,293 * 410 Capital Improvement Projects 17,486,751 6,310,084 26,571,216 12,936,917 — 10,162,536 429 Camarillo Corridor Project Area 9,028,131 50,337 51,130 (14,100) — 9,013,238 498 Low-Mod Housing 449,152 5,459 51,611 (169,248) — 233,752 510 Risk Management 1,046,528 2,657,256 2,728,447 — 975,337 530 Information Systems 3,525,038 4,540,329 6,282,342 — 1,783,025 540 Vehicles & Equipment 7,496,344 2,956,553 4,071,433 — 6,381,464 * 805 Solid Waste 347,194 8,978,432 9,150,010 150,000 325,616 * 810 Transit 100,155 3,119,219 5,068,051 1,899,000 50,323 * 815 Camarillo Ranch Events 282,204 446,963 789,861 314,940 254,246 * 860 Water Utility 4,928,604 18,543,972 24,726,628 — (1,254,052) * 861 Reclaimed Water 2,522,196 395,787 660,920 — 2,257,063 * 862 Water Conservation Credit 1,052,982 16,788 683,375 — — 386,395 * 863 Water Capital Projects 7,751,611 482,349 6,788,272 — — 1,445,688 * 864 Water Debt Service 186,888 — 2,000 — — 184,888 Total City of Camarillo $ 190,490,745 $ 124,632,656 $ 157,326,679 $ — $ — $ 157,796,722 Camarillo Sanitary District (CSD)
* 871 Operating Fund 37,631,725 20,322,411 21,271,530 — 36,682,606 * 872 Debt Service Fund 628,299 1,368,044 470,879 — — 1,525,464 * 873 Capital Projects Fund 28,022,065 416,670 14,495,724 — — 13,943,011 Total Camarillo Sanitary District $ 66,282,089 $ 22,107,125 $ 36,238,133 $ — $ — $ 52,151,081 Total City and CSD Funds $ 256,772,834 $ 146,739,781 $ 193,564,812 $ — $ — $ 209,947,803 *Major Funds
**Funds 550 through 555 were consolidated into the General Fund beginning July 1, 2024.
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
54 Adjusted Fiscal Year 2025/26 Estimated
Fund Balance Proposed Budget Fund Balance
FUND June 30, 2025 Revenues Expenditures Transfers Adjustments June 30, 2026 City of Camarillo
* 101 General Fund $ 100,944,389 $ 58,720,626 $ 58,765,496 $ (2,583,498) $ 98,316,021 206 SB 125 Fund 251,596 1,000,000 — (1,000,000) 251,596 207 TDA Article 8c Fund 27,672 1,677,664 (1,677,664) 27,672 208 TDA Article 8a Roads 291,943 1,719,532 — (1,805,902) — 205,573 209 TDA Article 3 — 12,000 — (12,000) — —
210 Gas Tax Fund 49,428 2,018,831 — (2,018,831) — 49,428 211 SBI Fund 97,827 1,968,379 — (1,874,645) — 191,561 220 Citywide Lighting/Landscape Maintenance District (49,302) 2,923,558 6,494,749 3,583,191 — (37,302) 221 Mission Oaks Maintenance District-MD1A 1,012,575 1,088,808 1,204,142 — — 897,241 222 Wittenberg Maintenance District-MD2A 87,369 33,208 46,400 — — 74,177 223 Armitos Storm Basins Maintenance District 796 1,869 6,349 4,480 — 796 224 Mission Oaks Industrial Maintenance District 62,046 59,252 63,848 — — 57,450 225 Presley Maintenance District 25,111 21,476 27,000 — — 19,587 226 Spanish Hills Maintenance District 41,167 23,358 26,520 — — 38,005 227 Sares/Regis Maintenance District 9,843 9,628 12,260 — — 7,211 228 Vista Las Posas Maintenance District 30,847 38,128 43,874 — — 25,101 230 Adolfo Glen III Maintenance District 58,154 31,593 40,787 — — 48,960 231 Adolfo Glen II Maintenance District 65,118 43,844 50,116 — — 58,846 240 SIBA Fund 4,569,086 165,190 — (100,000) — 4,634,276 251 Traffic Mitigation Fund 11,002,368 861,165 — (1,589,599) — 10,273,934 252 Bridge Policy Fund 99,962 33,449 — (200,000) — (66,589) 253 Storm Drain Fund 35,906 1,208 — — — 37,114
261 Signals Fund 314,339 10,588 — — — 324,927
262 Underground Utilities Fund 453,188 15,970 — — — 469,158 263 Street Improvement Fund 3,307,272 111,328 — — — 3,418,600 264 Parking In-Lieu Fund 11,436 353 — — — 11,789
275 Air Quality Fund 170,718 5,784 — — — 176,502
280 CDBG Fund 1,465,498 657,846 509,604 — — 1,613,740 285 Library Special Revenue 576,755 355,523 300,722 — — 631,556 286 Cable PEG Fees Fund 82,803 258,885 — — — 341,688 321 Debt Service-Library 501,293 — 492,151 492,151 — 501,293 * 410 Capital Improvement Projects 10,162,536 2,837,481 16,168,242 6,570,146 — 3,401,921 429 Camarillo Corridor Project Area 9,013,238 1,496 50,000 — — 8,964,734 498 Low-Mod Housing 233,752 5,748 50,826 — — 188,674 510 Risk Management 975,337 2,958,975 3,152,096 — — 782,216 530 Information Systems 1,783,025 6,623,127 6,239,261 — — 2,166,891 540 Vehicles & Equipment 6,381,464 2,962,656 2,901,840 — — 6,442,280 * 805 Solid Waste 325,616 617,628 816,329 200,000 — 326,915 * 810 Transit 50,323 2,404,759 3,966,390 1,677,664 — 166,356 * 815 Camarillo Ranch Events 254,246 501,000 832,109 334,507 — 257,644 * 860 Water Utility (1,254,052) 22,933,287 23,341,945 — (1,662,710) * 861 Reclaimed Water 2,257,063 467,973 494,241 — — 2,230,795 * 862 Water Conservation Credit 386,395 34,247 7,000 — — 413,642 * 863 Water Capital Projects 1,445,688 459,376 8,049,869 — — (6,144,805) * 864 Water Debt Service 184,888 — — — — 184,888 Total City of Camarillo $ 157,796,722 $ 116,676,796 $ 134,154,166 $ — $ — $ 140,319,352 Camarillo Sanitary District (CSD)
* 871 Operating Fund $ 36,682,606 $ 22,519,826 $ 19,045,757 $ — $ — $ 40,156,675 * 872 Debt Service Fund 1,525,464 1,855,861 515,026 — — 2,866,299 * 873 Capital Projects Fund 13,943,011 1,046,016 5,480,000 — — 9,509,027 Total Camarillo Sanitary District $ 52,151,081 $ 25,421,703 $ 25,040,783 $ — $ — $ 52,532,001 Total City and CSD Funds $ 209,947,803 $ 142,098,499 $ 159,194,949 $ — $ — $ 192,851,353 *Major Funds
**Funds 550 through 555 were consolidated into the General Fund beginning July 1, 2023.
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
55 Fund
Reserve
Goal
Projected
6/30/26
Fund
Balance
Current
Reserve
Policy
Other
Committed/
Assigned
Fund
Balance
Projected
6/30/26
Unassigned
Fund
Balance
101 General Fund min. 50% $ 98,316,021 $ 31,683,913 $31,683,913 $ 34,948,195 A 221 Zone 1-Mission Oaks MD-1A 20% 897,241 240,828 656,413 C 222 Zone 2-Wittenberg Maint. Dist. 20% 74,177 9,280 64,897 C 223 Zone 3-Armitos Storm Basins MD 20% 796 1,270 (474) B/D 224 Zone 4-Mission Oaks Industrial MD 20% 57,450 12,770 44,680 C 225 Zone 5-Presley Maint. Dist. 20% 19,587 5,400 14,187 B 226 Zone 6-Spanish Hills Maint. Dist. 20% 38,005 5,304 32,701 B 227 Zone 7-Sares/Regis Maint. Dist. 20% 7,211 2,452 4,759 C 228 Zone 8-Vista Las Posas Maint. Dist. 20% 25,101 8,775 16,326 C 230 Zone 10-Adolfo Glen III Maint. Dist. 20% 48,960 8,157 40,803 C 231 Zone 9-Adolfo Glen II Maint. Dist. 20% 58,846 10,023 48,823 C
Fund
Basis
Notes*
Reserve
Goal
Projected
6/30/26
Working
Capital
Balance
Current
Reserve
Policy
Other
Reserved Fund
Balance
Projected
6/30/26
Unrestricted
Working
Capital
Balance
510 Risk Management (1) 100% $ 782,216 $ 265,500 $ 266,760 $ 249,956 A 530 Information Services (2) 100% 2,166,891 1,305,066 861,825 A 540 Vehicles & Equipment (3) 120% 6,442,280 4,701,634 1,740,646 A 805 Solid Waste (5) 5% 326,915 40,816 286,099 A
860 Water Utility (6) (1,662,710) 7,265,179 (8,927,889) D 871 Sanitary District - Operating (7) 40,156,675 10,765,433 29,391,242 A
* Notes - Basis for Reserves:
(1) Three times the self-insured retention for liability claims ($30,000 * 3), + 100% greatest deductible for single property damage coverage ($100,000), + 25% annual appropriation for workers' compensation expense. (2) 100% of the accumulated depreciation.
(3) 120% of the accumulated depreciation.
(4) 100% of the reserve study capital replacement plan components. (5) 5% of Solid Waste Operations.
(6) Water Utility Fund
Operations 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset Replacement Costs
Debt Service 1 year of Debt Service
(7) Sanitary District Operating Fund
Operation 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Debt Service 1 year of Debt Service
Restricted/Emergency 1% of Asset Replacement Costs
Notes for anticipated percentages of the reserve goal:
A. Includes funds 'Committed' for reserves.
B. Assessments cannot be increased without a vote.
C. Assessments include inflation clause.
D. The City will work towards bring the fund balance in line with reserve policy.
RESERVE ANALYSIS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
56 CITY OF CAMARILLO
* 101 General Fund $ 61,008,965 $ 60,926,274 $ 58,720,626 206 SB 125 Fund — 700,000 1,000,000
207 TDA Article 8c Fund 1,153,822 1,899,000 1,677,664 208 TDA Article 8a Roads 1,843,281 2,031,896 1,719,532 209 TDA Article 3 12,529 12,000 12,000
210 Gas Tax Fund 1,952,400 2,007,256 2,018,831
211 SBI Fund 1,879,674 1,822,225 1,968,379
* 220 Citywide Lighting/Landscape Maintenance District 2,676,204 2,769,421 2,923,558 221 Mission Oaks Maintenance District-MD1A 1,166,580 1,070,676 1,088,808 222 Wittenberg Maintenance District-MD2A 35,046 31,060 33,208 223 Armitos Storm Basins Maintenance District 1,907 1,894 1,869 224 Mission Oaks Industrial Maintenance District 56,459 56,408 59,252 225 Presley Maintenance District 19,585 20,895 21,476 226 Spanish Hills Maintenance District 23,935 22,111 23,358 227 Sares/Regis Maintenance District 8,529 8,831 9,628 228 Vista Las Posas Maintenance District 34,641 36,277 38,128 230 Adolfo Glen III Maintenance District 32,665 30,099 31,593 231 Adolfo Glen II Maintenance District 45,059 42,344 43,844 240 SIBA Fund 245,154 59,101 165,190
251 Traffic Mitigation Fund 2,051,781 996,416 861,165 252 Bridge Policy Fund 57,376 22,432 33,449
253 Storm Drain Fund 1,783 340 1,208
261 Signals Fund 15,627 2,626 10,588
262 Underground Utilities Fund 22,517 4,058 15,970
263 Street Improvement Fund 164,324 29,598 111,328
264 Parking In-Lieu Fund 521 1,045 353
275 Air Quality Fund 8,537 428 5,784
280 CDBG Fund 792,637 959,307 657,846
285 Library Special Revenue 171,846 342,813 355,523
286 Cable PEG Fees Fund 296,822 222,297 258,885
321 Debt Service-Library 26,039 — —
* 410 Capital Improvement Projects 393,033 6,310,084 2,837,481 429 Camarillo Corridor Project Area 23,215 50,337 1,496 Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
57 498 Low-Mod Housing 9,739 5,459 5,748
510 Risk Management 2,345,319 2,657,256 2,958,975
530 Information Systems 4,194,614 4,540,329 6,623,127 540 Vehicles & Equipment 3,058,757 2,956,553 2,962,656 * 805 Solid Waste 8,232,842 8,978,432 617,628
* 810 Transit 2,486,386 3,119,219 2,404,759
* 815 Camarillo Ranch Events 380,194 446,963 501,000 * 860 Water Utility 15,403,654 18,543,972 22,933,287 * 861 Reclaimed Water 894,065 395,787 467,973
* 862 Water Conservation Credit 54,970 16,788 34,247 * 863 Water Capital Projects 670,959 482,349 459,376 * 864 Water Debt Service 20,304 — —
$ 113,974,296 $ 124,632,656 $ 116,676,796
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 18,365,579 $ 20,322,411 $ 22,519,826 * 872 Debt Service Fund 1,787,058 1,368,044 1,855,861 * 873 Capital Projects Fund 1,592,121 416,670 1,046,016 Total CSD $ 21,744,758 $ 22,107,125 $ 25,421,703
TOTAL REVENUES $ 135,719,054 $ 146,739,781 $ 142,098,499 Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund
* Major Funds
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
58 Fiscal Years
Millions
Revenue Summary -All Funds
General Fund Capital Projects Water
Sanitary Other Funds
2023/24 Actual 2024/25 Amended
Budget
2025/26 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
59 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund Description
CITY OF CAMARILLO
* 101 General Fund $ 46,392,322 $ 59,763,710 $ 58,765,496 206 SB 125 Fund — 448,404 —
220 Citywide Lighting/Landscape Maintenance District 5,753,319 6,445,130 6,494,749 221 Mission Oaks Maintenance District - MD1A 1,227,080 1,431,938 1,204,142 222 Wittenberg Maintenance District - MD2A 33,707 44,448 46,400 223 Armitos Storm Basins Maintenance District 5,140 6,028 6,349 224 Mission Oaks Industrial Maintenance District 49,795 60,613 63,848 225 Presley Maintenance District 18,908 26,575 27,000 226 Spanish Hills Maintenance District 16,403 25,379 26,520 227 Sares/Regis Maintenance District 12,203 11,960 12,260 228 Vista Las Posas Maintenance District 35,902 45,003 43,874 230 Adolfo Glen III Maintenance District 29,522 36,703 40,787 231 Adolfo Glen II Maintenance District 42,460 47,485 50,116 280 CDBG Fund 269,859 511,011 509,604
285 Library Special Revenue 271,773 302,481 300,722
321 Debt Service-Library 487,918 494,515 492,151
* 410 Capital Improvement Projects 8,975,438 26,571,216 16,168,242 429 Camarillo Corridor Project Area 3,970 51,130 50,000 498 Low-Mod Housing 14,839 51,611 50,826
510 Risk Management 2,484,604 2,728,447 3,152,096
530 Information Systems 3,792,022 6,282,342 6,239,261 540 Vehicles & Equipment 2,293,755 4,071,433 2,901,840 * 805 Solid Waste 8,148,651 9,150,010 816,329
* 810 Transit 3,433,964 5,068,051 3,966,390
* 815 Camarillo Ranch Events 519,154 789,861 832,109 * 860 Water Utility 18,181,500 24,726,628 23,341,945 * 861 Reclaimed Water 514,313 660,920 494,241
* 862 Water Conservation Credit 79,019 683,375 7,000 * 863 Water Capital Projects Fund 1,924,292 6,788,272 8,049,869 * 864 Water Debt Service (398,937) 2,000 —
Total City of Camarillo $ 104,612,895 $ 157,326,679 $ 134,154,166
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 18,910,333 $ 21,271,530 $ 19,045,757 * 872 Debt Service Fund 1,283,622 470,879 515,026
* 873 Capital Projects Fund 2,130,544 14,495,724 5,480,000 Total CSD $ 22,324,499 $ 36,238,133 $ 25,040,783
TOTAL EXPENDITURES $ 126,937,394 $ 193,564,812 $ 159,194,949 * Major Funds
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
60 Fiscal Years
Millions
Expenditure Summary -All Funds
General Fund
Capital Projects
Water
Sanitary
Other Funds
2023/24 Actual 2024/25
Amended
Budget
2025/26
Proposed Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
61 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
REVENUES
Taxes $ 49,067,664 $ 49,508,414 $ 50,374,280
Charges for Services 44,214,608 49,576,976 47,257,064 ISF Allocated Charges 10,789,819 11,740,479 12,715,892 Grants & Subventions 11,440,749 21,953,855 14,327,645 Investment Income 12,156,113 5,064,916 8,244,672
Franchises 3,264,803 3,410,199 3,361,948
Licenses & Permits 1,226,454 2,300,000 2,324,340
Fines/Assessments 1,317,938 1,076,853 1,114,215
Miscellaneous 1,928,098 1,639,834 1,906,102
Contributions & Developer Fees 312,804 468,255 472,341 Total Revenues $ 135,719,054 $ 146,739,781 $ 142,098,499 Fiscal Years
Millions
Bonds
Contributions & Developer Fees
Miscellaneous
Fines/Assessments
Licenses & Permits
Franchises
Investment Income
Grants & Subventions
ISF Allocated Charges
Charges for Services
Taxes
2023/24 Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
REVENUES BY TYPE - ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
62 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
EXPENDITURES
Public Safety $ 21,400,166 $ 25,651,684 $ 25,994,006
General Government 10,529,010 15,464,835 14,864,531
Capital Outlay 11,471,654 53,037,676 31,829,937
Sanitation 18,910,333 21,271,530 19,045,757
Solid Waste 8,148,651 9,150,010 816,329
Highways & Streets 15,887,561 18,704,546 18,370,295
Internal Service Funds 8,570,381 9,721,171 10,297,197 Water Services 20,699,124 26,070,923 23,843,186
Camarillo Ranch Events 519,154 789,861 832,109
Debt Service 1,372,603 967,394 1,007,177
Community Services 5,994,792 7,667,131 8,328,035
Transit 3,433,964 5,068,051 3,966,390
Total Expenditures $ 126,937,392 $ 193,564,812 $ 159,194,949 EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
63 Fiscal Years
Millions
Public Safety
General Government
Capital Outlay
Sanitation
Solid Waste
Highways & Streets
Internal Service Funds
Water Services
Camarillo Ranch Events
Debt Service
Community Services
Transit
2023/24 Actual 2024/25
Amended Budget
2025/26 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
64 Fiscal Years
Millions
Total Revenues
Other Revenues
Franchises
Grants &
Subventions
Charges for Services
Taxes
2023/24 Actual2024/25
Amended
Budget
2025/26
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2025/26
Taxes
Property Taxes 18.5% Because the City is a "low property tax" city, this revenue represents AB8 funding and Transportation
Equity Act (TEA) funding. The City's General Fund,
Lighting and Landscape Maintenance District,
Mission Oaks District 1A, and the CSD all receive
property taxes. The estimates are projected to
increase based on information from the State, the
County of Ventura, and HdL. Also, included under
this revenue category is the Property Tax In-Lieu of
Vehicle License Fee.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
65 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2025/26
Sales Tax 13.2% In accordance with the California Revenue and Taxation Code, the State of California imposes a
7.25% sales and use tax within the County of
Ventura. The City has historically received almost
1% of the taxable sales in the City. Future sales tax
growth is based on State of California State
Controller estimates. The projection for FY
2025/26 assumes a slowdown in growth,
primarily in the General Consumer Goods,
Autos and Transportation, and Business and
Industry categories for an overall decrease of
0.9%. The economy continues to be a concern to
consumers and now also business. Consumer
confidence is impacted by high inflation pricing,
historic credit card debt levels, and tariffs.
Transient
Occupancy Tax
2.5% The City imposes a 9% Transient Occupancy Tax on
occupants at hotel, motel or other lodging facilities
within the incorporated area of the City. TOT
growth has begun to level off, and the City
expects moderate growth of 5.1% in FY
2025/26. The increase in primarily attributed to
the upcoming opening of a new Home 2 Suites
hotel, which is scheduled to begin operations in
July 2025.
Business Tax 1.2% Business Tax is imposed by the City on corporations and individuals conducting business within the City
and is based on gross receipts. The revenue for FY
2025/26 is expected to increase slightly to $1.7
million.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
66 Percent of
Total Revenues
Fiscal Year
Description 2025/26 Basis and Rationale for Forecast
Charges for Services
Water Services 15.3% Water Services includes five funds; Water Utility, Reclaimed Water, Water Conservation Credit, Water
Capital Project Funds, and Water Debt Service.
Revenues projections are based on the most recent
adopted Water Rate Study and Financial plan.
However, over the last three years the City has seen
a significant decline in rate revenues due to drought,
conservation and unusually high rainfall. The
revenue projections reflect a increased demand as
well as the 24% rate increase effective in July 2025
with subsequent increased of 18%, 12% and 4%
effective July 1 of each subsequent year. Reclaimed
Water Fund revenues are projected to stay flat. The
Water Conservation Credit Fund was implemented in
FY 2015/16 as a temporary drought mitigation fund
to be used for water conservation projects.
Sewer Services 14.6% Revenues projections are based on the most recent adopted Sewer Rate Study and Financial plan. 16%
July 1, 2025 through 2028. Sewer rate charges are
fixed and not contingent on usage.
Solid Waste
Collection
0.1% The City has an existing agreement with E.J.
Harrison & Sons, Inc. (EJ Harrison) for Solid Waste
Handling Services. Additionally as of July 1, 2025
the City is transitioning the solid waste residential
service billing and service calls to E.J. Harrison.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
67 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2025/26
Grants & Subventions
TDA Local
Street/Road
Article 8
1.1% This revenue is an apportionment through Ventura
County Transportation Commission to help offset the
costs of transportation projects. The revenues are
allocated on a per capita basis. Projections for FY
2025/26 reflects the economic recovery, as well as
inflationary impacts. This revenue is used to support
the Annual Overlay & Resurfacing projects as well as
the Transit operation.
Gas Tax 2.7% This revenue is an apportionment from the State that represents a portion of the taxes paid on the purchase
of gasoline. This revenue is restricted to public street construction, improvement and maintenance.
Projections for FY 2025/26 are budgeted to increase
due to unspent funds previously programmed for the
Annual Pavement program..
All Other Grants
& Subventions
7.1% Various grants & subventions are received by the
City to help offset one-time capital and operating
costs. Budgets are established as amounts become
known as determined by the authorizing agencies.
Examples are Congestion Mitigation and Air Quality
(CMAQ) grants to be used for highways and streets
capital projects; CDBG funding for low-moderate
housing and community development needs; FTA
assistance to offset the transit program and Metrolink
station operating and maintenance costs.
Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2025/26
Franchise
Franchise Fees 2.4% Franchise fees are imposed on gas, electric, refuse and cable companies for the use of City streets and
right-of-ways. The budget for FY 2025/26 is
projected to decrease by 1.5% primarily related to the
cable and Southern California Gas franchise fees.
Total Key Revenue 78.8%
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
68 Taxes $ 43,592,575 $ 44,350,312 $ 44,647,565
Grants & Subventions 1,157,542 3,143,982 774,000
Franchises 3,084,742 3,204,199 3,155,948
Charges for Services 3,216,460 1,916,147 2,430,160
Licenses & Permits 1,226,454 2,300,000 2,324,340
Investment Income 5,536,698 3,705,000 3,648,068
Contributions & Developer Fees 93,055 41,476 83,041
Fines & Forfeitures 646,435 499,670 623,670
Miscellaneous 476,078 21,773 143,773
Internal Charges 1,978,927 1,743,715 890,061
General Fund $ 61,008,965 $ 60,926,274 $ 58,720,626
Taxes $ 3,764,885 $ 3,796,938 $ 3,951,075
Grants & Subventions 7,378,210 9,387,748 8,810,823
Franchises 180,061 206,000 206,000
Contributions & Developer Fees 142,000 337,300 333,300 Charges for Services 1,463,530 922,275 438,240
Fines/Forfeitures/Assessments 242,599 252,393 255,755 Investment Income 1,599,956 300,200 1,153,224
Miscellaneous — — —
Special Revenue Funds $ 14,771,241 $ 15,202,854 $ 15,148,417 Investment Income $ 26,039 $ — $ —
Debt Service Funds $ 26,039 $ — $ —
Grants & Subventions $ 359,554 $ 6,276,605 $ 2,459,012
Investment Income 32,954 55,796 385,713
Capital Improve. Projects Funds $ 425,987 $ 6,365,880 $ 2,844,725 Charges for Services $ 930 $ 1,000 $ 263,866
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Revenue Type
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
69 Investment Income $ 553,791 $ 67,874 $ 366,561
Miscellaneous 233,088 88,500 88,500
Internal Charges 8,810,892 9,996,764 11,825,831
Internal Service Funds $ 9,598,701 $ 10,154,138 $ 12,544,758 Grants & Subventions $ 2,545,443 $ 3,145,520 $ 2,283,810 Contributions & Developer Fees 44,270 56,000 56,000 Charges for Services 23,241,184 26,775,332 23,125,957 Fines & Forfeitures 255,652 210,200 120,200
Investment Income 1,027,290 437,153 447,215
Miscellaneous 1,029,542 1,359,305 1,385,088
Enterprise Funds $ 28,143,381 $ 31,983,510 $ 27,418,270 Operating Funds
Charges for Services $ 16,292,505 $ 19,962,222 $ 20,998,841 Fines & Forfeitures 170,425 111,600 111,600
Investment Income 1,772,903 153,719 1,314,515
Miscellaneous 129,745 94,870 94,870
Debt Service Fund
Taxes 1,710,204 1,361,164 1,775,640
Fines & Forfeitures 2,826 2,990 2,990
Investment Income 74,028 3,890 77,231
Capital Project Fund
Investment Income 1,532,477 341,284 852,145
Miscellaneous 59,644 75,386 193,871
Camarillo Sanitary District $ 21,744,757 $ 22,107,125 $ 25,421,703 Total Revenue $ 135,719,054 $ 146,739,781 $ 142,098,499 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Revenue Type
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Revenue Type Total All Funds
Taxes $ 49,067,664 $ 49,508,414 $ 50,374,280
Charges for Services 44,214,608 49,576,976 47,257,064 ISF Allocated Charges 10,789,819 11,740,479 12,715,892 Grants & Subventions 11,440,749 21,953,855 14,327,645 Investment Income 12,156,113 5,064,916 8,244,672
Franchises 3,264,803 3,410,199 3,361,948
Licenses & Permits 1,226,454 2,300,000 2,324,340
Fines/Assessments 1,317,938 1,076,853 1,114,215
Miscellaneous 1,928,098 1,639,834 1,906,102
Contributions & Developer Fees 312,804 468,255 472,341 Total Revenue $ 135,719,054 $ 146,739,781 $ 142,098,499
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
70 General Government $ 10,525,041 $ 15,413,705 $ 14,814,531 Public Safety 21,400,166 25,651,684 25,994,006
Highways & Streets 8,673,055 10,523,284 10,354,250
Community Services 5,453,161 6,853,639 7,517,709
Capital Outlay 340,899 1,321,398 85,000
General Fund $ 46,392,322 $ 59,763,710 $ 58,765,496
Highways & Streets $ 7,214,507 $ 8,181,262 $ 8,016,045
Economic Development 269,859 511,011 509,604
Community Services 271,773 302,481 300,722
Capital Outlay 9,933 448,404 —
Special Revenue Funds $ 7,766,072 $ 9,443,158 $ 8,826,371 Debt Service $ 487,918 $ 494,515 $ 492,151
Debt Service Funds $ 487,918 $ 494,515 $ 492,151
General Government $ 3,970 $ 51,130 $ 50,000
Capital Outlay 8,990,277 26,622,827 16,219,068
Capital Project Funds $ 8,994,247 $ 26,673,957 $ 16,269,068 General Government $ 8,570,381 $ 9,721,171 $ 10,297,197 Capital Outlay — 3,361,051 1,996,000
Internal Service Funds $ 8,570,381 $ 13,082,222 $ 12,293,197 Water Services $ 20,699,124 $ 26,070,923 $ 23,843,186
Solid Waste 8,148,651 9,150,010 816,329
Transit 3,433,964 5,068,051 3,966,390
Camarillo Ranch Events 519,154 789,861 832,109
Debt Service (398,937) 2,000 —
Capital Outlay — 6,788,272 8,049,869
Enterprise Funds $ 32,401,956 $ 47,869,117 $ 37,507,883 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
71 Operating Fund
Sanitation $ 18,910,333 $ 21,271,530 $ 19,045,757
Debt Service Fund
Debt Service 1,283,622 470,879 515,026
Capital Projects Fund
Capital Outlay 2,130,544 14,495,724 5,480,000
Camarillo Sanitary District $ 22,324,499 $ 36,238,133 $ 25,040,783 Total Expenditures $ 126,937,394 $ 193,564,812 $ 159,194,949 Total All Funds
Public Safety $ 21,400,166 $ 25,651,684 $ 25,994,006
General Government 19,099,392 25,186,006 25,161,728
Capital Outlay 11,471,654 53,037,676 31,829,937
Economic Development 269,859 511,011 509,604
Sanitation 18,910,333 21,271,530 19,045,757
Solid Waste 8,148,651 9,150,010 816,329
Highways & Streets 15,887,561 18,704,546 18,370,295
Water Services 20,699,124 26,070,923 23,843,186
Camarillo Ranch Events 519,154 789,861 832,109
Debt Service 1,372,603 967,394 1,007,177
Community Services 5,724,934 7,156,120 7,818,431
Transit 3,433,964 5,068,051 3,966,390
Total Expenditures $ 126,937,394 $ 193,564,812 $ 159,194,949 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
72 CITY OF CAMARILLO
GENERAL FUND:
City Council 1101 $ 476,208 $ 735,620 $ 718,238
City Clerk 1201 759,733 951,109 775,944
City Attorney 1301 470,389 521,976 460,060
City Manager 1401 1,758,023 2,167,677 2,077,111
Community Relations 1410 555,365 640,530 741,840
Emergency Operations 1450 127,005 309,851 298,413
Finance 1501 1,801,119 2,175,601 1,892,011
Human Resources 1601 596,954 956,237 1,083,829
Community Development 1701 2,473,372 4,287,643 4,084,840 Code Compliance 1702 877,582 1,207,365 1,207,362
Non-Departmental 1901 614 171,835 515,000
Police Services 2101 19,042,300 21,875,638 22,275,622 Disaster Assistance Response Team (DART) 2152 37,082 111,348 49,765 Building & Safety 2401 1,316,196 2,147,482 2,162,844 Public Works 3101 2,212,922 2,467,810 2,325,887
Public Works - CIP 3102 704,174 589,051 752,417
Traffic 3130 1,375,642 1,835,818 1,903,726
Storm Water 3140 1,035,179 1,522,074 1,410,345
Street Maintenance 3150 2,886,702 3,379,683 3,329,252 Community & Human Services 4340 11,738 394,398 562,386 HHAP Voucher Program 4341 181,214 377,982 358,000
Community Support 4500 376,872 797,784 707,856
Constitution Park 4502 132,496 233,330 144,486
Former Library Site 4506 25,395 — —
Old Courthouse Building 4510 65,685 74,004 82,782
Library Services 4684 3,117,767 3,337,781 3,496,261
City Hall Facility 5750 1,418,759 2,330,975 1,747,238 Corp Yard Facility 5751 493,433 1,328,848 632,623
Police Facility 5752 326,501 798,502 803,420
Library Facility 5753 1,093,233 1,398,091 1,384,027
Chamber of Commerce 5755 956 3,000 —
Economic Development 6501 641,712 634,667 781,911
Total General Fund $ 46,392,321 $ 59,763,710 $ 58,765,496 SPECIAL REVENUE FUNDS:
SB 125 Fund 3801 $ — $ 448,404 $ —
Citywide Street Lighting/Landscape Maint.
Street Lighting 3110 $ 1,241,128 $ 1,338,770 $ 1,432,311 Landscape Maintenance 3310 4,512,191 5,106,360 5,062,438 Total Lighting & Landscape $ 5,753,319 $ 6,445,130 $ 6,494,749 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
73 Maintenance Districts
Mission Oaks Maintenance District 1A 3311 $ 1,227,080 $ 1,431,938 $ 1,204,142 Wittenberg Maintenance District 3312 33,707 44,448 46,400 Armitos Storm Basin Maintenance District 3313 5,140 6,028 6,349 Mission Oaks Industrial Maint. District 3314 49,795 60,613 63,848 Presley Maintenance District 3315 18,908 26,575 27,000 Spanish Hills Maintenance District 3316 16,403 25,379 26,520 Sares/Regis Maintenance District 3317 12,203 11,960 12,260 Vista Las Posas Maintenance District 3318 35,902 45,003 43,874 Adolfo Glen II Maintenance District 3319 42,460 47,485 50,116 Adolfo Glen III Maintenance District 3320 29,522 36,703 40,787 Community Development Block Grant (CDBG)
CDBG Administrative 4401 56,196 68,217 70,021
Public Service Grants 4405 182,171 367,794 389,583
Housing 4406 31,491 75,000 50,000
Total CDBG $ 269,858 $ 511,011 $ 509,604
Library Special Revenue 4590 $ 271,773 $ 302,481 $ 300,722 Total Special Revenue Funds $ 7,766,070 $ 9,443,158 $ 8,826,371 DEBT SERVICE FUNDS:
Library Facility 7122 $ 487,918 $ 494,515 $ 492,151
Total Debt Service Funds $ 487,918 $ 494,515 $ 492,151
CAPITAL PROJECTS FUNDS:
Low-Mod Housing 6990 $ 14,839 $ 51,611 $ 50,826
Capital Improvement Projects 8510 8,523,732 25,017,641 11,648,242 Capital Improvement Projects - ISF 8610 451,707 1,553,575 4,520,000 Camarillo Corridor Project Area 1701 3,970 51,130 50,000 Total Capital Projects Funds $ 8,994,248 $ 26,673,957 $ 16,269,068 INTERNAL SERVICE FUNDS:
Risk Management 5110 $ 2,484,604 $ 2,728,447 $ 3,152,096 Information Systems
Administration 1901 482,188 — —
Information Systems 5330 2,833,590 5,558,919 5,437,398 Telephone System 5331 75,444 138,102 217,455
GIS 5332 235,370 273,201 290,844
Library IS Systems 5334 106,680 312,120 293,564
Depreciation 8905 58,750 — —
Total Information Services $ 3,792,022 $ 6,282,342 $ 6,239,261 Vehicles & Equipment 5540 2,293,755 4,071,433 2,901,840 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
74 Total Internal Service Funds $ 8,570,381 $ 13,082,222 $ 12,293,197 ENTERPRISE FUNDS:
Solid Waste
Administration 1901 $ 9,432 $ — $ —
Solid Waste Management 3505 7,721,047 8,593,508 427,926 Solid Waste Organics 3510 418,172 256,688 45,019
Household Hazardous Waste 3515 — 281,363 305,480
AB939 Recycling 3520 — 18,451 37,904
Total Solid Waste $ 8,148,651 $ 9,150,010 $ 816,329
Transit
Administration 1901 $ 3,700 $ — $ —
Transit Operations 3801 3,832,535 4,939,657 3,814,568 Metrolink Station 3805 138,360 128,394 151,822
Contra - Fixed Asset Cap. 9850 (540,631) — —
Total Transit $ 3,433,964 $ 5,068,051 $ 3,966,390
Camarillo Ranch Events 4001 519,154 789,861 832,109
Water Utility
Customer Services 1502 $ 690,484 $ 762,255 $ 659,670
Non-Departmental 1902 121,433 — —
Administrative 3601 4,085,070 5,222,452 5,285,597
Water Resource Management 3604 192,947 383,992 216,094 Meter Readers 3605 1,214,585 1,796,386 1,447,020
Water-Source 3610 5,181,905 6,943,595 6,262,177
Pumping 3620 662,093 1,031,095 1,082,145
Treatment 3630 279,234 385,927 422,622
Transmission & Distribution 3640 1,482,561 1,813,431 1,883,322 Desalter Operations 3670 5,055,226 6,387,495 6,083,298 Capital Purchases-Water 8310 — — —
Depreciation 8960 1,140,254 — —
Contra - Fixed Asset Cap. 9860 (1,924,292) — —
Total Water Utility $ 18,181,500 $ 24,726,628 $ 23,341,945 Reclaimed Water
Administration 1901 $ 7,495 $ — $ —
Distribution 3650 512,949 660,920 494,241
Contra - Fixed Asset Cap. 9861 (6,131) — —
Total Reclaimed Water $ 514,313 $ 660,920 $ 494,241
Water Conservation Credit 3660 $ 79,019 $ 683,375 $ 7,000 Water Capital
Capital Improvement Projects 8710 $ 404,963 $ 2,055,209 $ 7,676,206 Capital Purchases-AB1600 8716 1,519,329 4,733,063 373,663 Total Water Capital $ 1,924,292 $ 6,788,272 $ 8,049,869 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
75 Water Debt Service 7164 $ (398,937) $ 2,000 $ —
Total Enterprise Funds $ 32,401,956 $ 47,869,117 $ 37,507,883 TOTAL CITY FUNDS $ 104,612,894 $ 157,326,679 $ 134,154,166
CAMARILLO SANITARY DISTRICT
OPERATING FUND:
Customer Services 1503 $ 669,281 $ 764,178 $ 660,022
Non-Departmental 1901 178,224 — —
Administration 3701 6,460,032 9,193,604 7,024,890
Pumping Station 3720 654,318 1,001,326 1,091,553
Collection System 3730 2,269,788 2,421,952 2,713,584 Reclamation Plant 3740 4,946,056 6,710,057 6,695,708 Capital Purchases 8410 1,122,605 1,180,413 860,000
Depreciation 8970 2,610,030 — —
Total Operating Fund $ 18,910,333 $ 21,271,530 $ 19,045,757 DEBT SERVICE FUND:
CSD 2015 Bonds 7173 $ 1,283,622 $ 470,879 $ 515,026
Total Debt Service Fund $ 1,283,622 $ 470,879 $ 515,026 CAPITAL PROJECTS FUND:
* Capital Projects-Sanitary 8810 $ 1,119,925 $ 10,570,298 $ 4,977,347 * Capital Projects-AB1600 8816 1,010,619 3,925,426 502,653 Total Capital Projects Fund $ 2,130,544 $ 14,495,724 $ 5,480,000 TOTAL SANITARY DISTRICT $ 22,324,500 $ 36,238,133 $ 25,040,783 TOTAL ALL FUNDS $ 126,937,394 $ 193,564,812 $ 159,194,949 Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Fund/Division Division
*Generally Accepted Accounting Principles (GAAP) require that an enterprise fund use the accrual basis of accounting. This accounting method requires the capitalization of depreciable assets and the corresponding write-off of these capital assets through depreciation. The above "Capital Purchases/Projects" capital assets and offsetting "Contra" account information is presented for budget purposes only.
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
76 Fund Description Principal Interest Total
321 2012 PFA Library Facility Bonds $ 355,000 $ 134,051 $ 489,051 872 2015 Wastewater Revenue Bonds — 423,994 423,994
FY 2025/26 Total $ 355,000 $ 558,045 $ 913,045
LONG-TERM DEBT PAYMENT SCHEDULE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
77 Actual
2023/24
Budget
2024/25
Budget
2025/26Fund Description
Transfers to Other Funds
101 General Fund
Transfer to Citywide Light./Landscp MD Fund 3,064,586 3,614,407 3,571,191 Transfer to Library Debt Service Fund 454,000 493,970 492,151 Transfer to Capital Improvement Project Fund 7,275,448 50,000 — Transfer to Armitos Storm Basin Fund 3,455 4,867 4,480 Transfer to Solid Waste Fund — 150,000 200,000
Transfer to Camarillo Ranch Events Fund — 314,940 334,507 Fund Total $ 10,797,489 $ 4,628,184 $ 4,602,329
105 ARPA Fund
Transfer to General Fund $ 2,400,000 $ — $ —
206 SB 125 Fund
Transfer to Capital Improvement Projects Fund — — 1,000,000 207 TDA Article 8c Road Fund
Transfer to Transit Fund $ 1,397,771 1,899,000 1,677,664 208 TDA Article 8a Roads Fund
Transfer to Capital Improvement Projects Fund $ 3,494,900 $ 3,947,697 $ 1,805,902 209 Article 3 TDA Fund
Transfer to Citywide Light./Landscp MD Fund $ 12,529 $ 12,000 $ 12,000 210 Gas Tax Fund
Transfer to General Fund $ 1,952,400 $ 2,189,655 $ 2,018,831 211 SBI Fund
Transfer to Capital Improvement Projects Fund $ 715,399 $ 3,900,000 $ 1,874,645 240 SIBA FUND
Transfer to Capital Improvement Projects Fund $ 173,282 $ 353,457 $ 100,000 251 Traffic Mitigation Fund
Transfer to Capital Improvement Projects Fund $ 1,243,414 $ 2,266,740 $ 1,589,599 252 Bridge Fund
Transfer to Capital Improvement Projects Fund $ 253,063 $ 800,032 $ 200,000 286 Cable PEG Fund
Transfer to Capital Improvement Projects Fund 1,031,986 1,618,991 — 498 Low Mod Housing
Transfer to Camarillo Corridor Projects Fund $ 407,319 $ 169,248 $ — 429 Camarillo Corridor Project Fund
Transfer to Capital Improvement Projects Fund $ — $ 14,100 $ — 810 Transit Fund
Transfer to 8a TDA Fund $ 271,621
863 Water CIP Fund
Transfer to Water Debt Service Fund $ 9,865,999 $ — $ — Total Transfers to Other Funds $ 34,017,172 $ 21,799,104 $ 14,880,970
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
78 101 General Fund
Transfer from Gas Tax Fund $ 1,952,400 $ 2,189,655 $ 2,018,831 Transfer from ARPA Fund 2,400,000 — —
Transfer from Cam Corridor Prj $ 14,100
Transfer from LowMod Inc Hsng As $ 169,248
Fund Total $ 4,352,400 $ 2,373,003 $ 2,018,831
207 Article 8c TDA Fund
Transfer from Transit $ 271,621
220 Citywide Lighting/Landscaping MD Fund
Transfer from General Fund $ 3,064,586 $ 3,614,407 $ 3,571,191 Transfer from Article 3 TDA Fund 12,529 12,000 12,000 Fund Total $ 3,077,115 $ 3,626,407 $ 3,583,191
223 Armitos Storm Basin Fund
Transfer from General Fund $ 3,455 $ 4,867 $ 4,480
285 Library Special Revenue Fund
Transfer from General Fund $ — $ — $ —
321 Library Debt Service Fund
Transfer from General Fund $ 454,000 $ 493,970 $ 492,151 410 Capital Improvement Projects Fund
Transfer from General Fund $ 7,275,448 $ 50,000 $ —
Transfer from TDA Article 8 Roads Fund 3,494,900 3,947,697 1,805,902 Transfer from TMF Fund 1,243,414 2,266,740 1,589,599 Fund Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Transfers from Other Funds
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
79 Transfer from SBI Fund $ 715,399 $ 3,900,000 $ 1,874,645 Transfer from SB125 Fund 1,000,000
Transfer from SIBA Fund 173,282 353,457 100,000
Transfer from Bridge Policy Fund 253,063 800,032 200,000 Transfer from Cable PEG Fund 1,031,986 1,618,991 —
Transfer from Street Improvements Fund — — —
Fund Total $ 14,187,492 $ 12,936,917 $ 6,570,146
429 Camarillo Corridor Projects Area Fund
Transfer from Low Mod Housing $ 407,319 $ — $ —
805 Solid Waste Fund
Transfer from General Fund $ — $ 150,000 $ 200,000
810 Transit Fund
Transfer from TDA Article 8 Fund $ 1,397,771 $ 1,899,000 $ 1,677,664 815 Camarillo Ranch Events Fund
Transfer from General Fund $ — $ 314,940 $ 334,507
864 Water Debt Service Fund
Transfer from Water Capital Fund $ 9,865,999 $ — $ —
Fund Total $ 9,865,999 $ — $ —
Total Transfers from Other Funds $ 34,017,172 $ 21,799,104 $ 14,880,970 Fund Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Transfers from Other Funds
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
80 101 General Fund
City Clerk 1201 2.80 2.80 2.80 2.80
City Manager 1401 4.40 4.35 2.45 4.60
Community Relations 1410 2.05 1.80 1.40 1.50
Emergency Services 1450 0.95 0.90 0.85 0.80
Finance 1501 7.75 8.25 8.45 7.35
Human Resources 1601 1.70 1.40 1.60 1.85
Community Development 1701 9.75 10.00 13.00 13.40
Code Compliance 1702 4.25 4.00 5.00 4.60
Public Works 3101 5.10 4.70 4.90 4.70
CIP Administration 3102 4.45 5.30 5.20 6.15
Traffic 3130 3.25 3.25 3.35 3.95
Street Maintenance 3210 11.25 11.25 11.30 11.40
Storm Water 3140 0.65 0.55 0.55 0.60
Community & Human Services 4340 — — 1.00 1.00
Constitution Park 4502 0.20 0.20 0.20 0.20
Courthouse Facility 4510 0.15 0.15 0.15 0.15
Library Operations 4684 0.60 0.35 0.75 0.65
City Hall Facility 5750 — 1.80 2.35 2.80
Corp Yard Facility 5751 — 0.70 0.90 1.30
Police Facility 5752 — 0.70 0.85 1.00
Library Facility 5753 — 0.75 0.85 0.95
Economic Development 6501 1.65 1.55 1.25 1.75
Total General Fund 60.94 64.74 69.14 73.49
220 Citywide Lighting/Landscape MD Fund
Street Lighting 3110 0.85 0.85 0.90 0.90
Landscape Maintenance 3310 10.35 10.35 10.35 10.40
Total Citywide Light/Landscape MD Fund 11.20 11.20 11.25 11.30 510 Risk Management Fund 5110 1.05 1.00 0.80 1.15
530 Information Services Fund
Information Systems 5330 3.70 4.60 5.00 6.90
Telephone Systems 5331 0.10 0.10 0.10 0.30
Geographic Information Systems 5332 0.90 0.90 0.90 0.95 Library Technology 5334 0.90 — — —
Total Information Services Fund 5.60 5.60 6.00 8.15
540 Vehicles & Equipment Fund 5540 2.50 2.70 2.95 3.05
550 City Hall Facility Fund 5750 1.80 — — —
551 Corporation Yard Facility Fund 5751 0.65 — — —
552 Police Facility Fund 5752 0.65 — — —
Fiscal Year
Fund Department 2022/23 2023/24 2024/25 2025/26
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
81 553 Library Facility Fund 5753 0.80 — — —
805 Solid Waste Fund 3505 0.70 0.70 0.70 0.75
810 Transit Fund 3801 1.15 1.35 1.85 1.65
815 Camarillo Ranch Events Fund 4001 0.65 0.70 0.65 0.70 860 Water Utility Fund
Customer Service 1502 2.50 2.50 2.75 2.00
General & Administrative 3601 10.58 11.83 12.18 12.71
Water Resource Management 3604 0.45 0.30 0.30 0.35
Meter Readers 3605 3.95 3.95 3.95 3.95
Source 3610 1.50 1.50 1.60 1.55
Pumping 3620 1.40 1.40 1.65 1.65
Treatment 3630 1.25 1.25 1.40 1.35
Desalter Operations 3670 0.30 0.35 0.35 0.75
Transmission & Distribution 3640 5.15 4.95 6.20 5.80
Total Water Utility Fund 27.08 28.03 30.38 30.11
861 Reclaimed Water Fund
Distribution 3650 1.45 1.35 1.60 1.60
871 Camarillo Sanitary District
Customer Service 1503 2.50 2.50 2.50 2.00
General & Administrative 3701 14.82 15.67 16.17 14.69
Pumping Station 3720 1.90 1.80 2.20 3.20
Collection System 3730 6.35 5.45 5.45 6.55
Reclamation Plant 3740 12.20 13.20 15.35 13.60
Total Camarillo Sanitary District 37.77 38.62 41.67 40.04 TOTAL ALL FUNDS 154.00 156.00 167.00 172.00
Fiscal Year
Fund Department 2022/23 2023/24 2024/25 2025/26
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
82 November - January
• Development of CIP Prioritization
February
• Budget Kick-Off and Information Meeting
• City Council Strategic Goals and Objectives
March
• All Department Budget Estimate Submittals
• Revenue Projections
April
• City Leadership review of departmental budget submittals • Department Descriptions and Performance Measures Due May
• City Leadership continue the review of departmental budget submittals • Final Adjustments made to bring Proposed Budget in Balance June
• City Council Workshop to review Proposed Budget and Five-Year CIP • Proposed Budget Presented to City Council and Public
• City Council Adopts Fiscal Year 2025/26 Budget
July - September
• Beginning of Fiscal Year
• Implementation of Proposed Annual Budget
• Final budget document published for submittal to GFOA
BUDGET CALENDAR
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
83 Projections
FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 FY 2029/30
Revenues:
Property Taxes $ 20,606,432 $ 21,321,997 $ 22,012,724 $ 22,826,366 $ 23,948,114 Sales Tax 18,750,000 21,093,750 22,260,625 22,705,838 23,459,954 Transient Occupancy Tax 3,608,133 4,230,296 4,314,902 4,401,200 4,489,224 Business Tax 1,683,000 1,699,830 1,716,828 1,733,997 1,751,337 Franchises 3,155,948 3,194,110 3,233,285 3,273,490 3,314,744 Licenses & Permits 2,324,340 2,110,000 1,830,000 1,228,400 1,163,000 Grants/Subventions 774,000 784,000 784,000 784,000 784,000 Charges for services 2,430,160 2,526,864 2,531,384 2,483,451 2,528,993 Fines/Assessments 623,670 624,810 630,373 636,047 641,834 Investment Income 3,731,109 3,804,070 3,878,491 3,954,400 4,076,827 Other Revenues 1,033,834 1,063,149 1,093,489 1,124,712 1,156,843 Total Revenues $ 58,720,626 $ 62,452,876 $ 64,286,101 $ 65,151,901 $ 67,314,869 Transfers In $ 2,018,831 $ 2,015,324 $ 2,035,477 $ 2,055,832 $ 2,076,390 Total Revenues & Transfers $ 60,739,457 $ 64,468,200 $ 66,321,578 $ 67,207,733 $ 69,391,259 Expenditures:
City Council $ 718,238 $ 735,596 $ 741,469 $ 753,639 $ 760,048 City Clerk 775,944 827,764 908,479 944,147 1,033,619 City Attorney 460,060 469,261 478,646 488,219 497,984 City Manager 2,077,111 1,783,348 1,890,860 2,006,016 2,129,400 Community & Human Services 562,386 440,429 465,727 492,770 521,691 HHAP 358,000 367,982 367,982 367,982 367,982
Community Relations 741,840 782,161 825,165 871,054 920,040 Finance 1,892,011 2,016,553 2,150,413 2,294,321 2,449,063 Human Resources 1,083,829 1,054,750 1,127,910 1,206,626 1,291,335 Community Development 4,084,840 4,386,833 4,658,542 4,949,916 4,762,472 Non-Departmental 515,000 15,000 15,000 15,000 15,000 Emergency Operations Center 298,413 315,854 334,518 354,498 375,893 Code Compliance 1,207,362 1,286,470 1,371,519 1,462,976 1,561,345 Police Services 22,275,622 22,952,559 23,650,712 24,370,795 25,113,547 DART 49,765 50,835 51,929 53,047 54,189
Building & Safety 2,162,844 1,878,954 1,658,773 1,181,389 1,133,042 Public Works 3,078,304 3,250,184 3,433,911 3,630,382 3,840,566 Traffic & Signal Maintenance 1,903,726 1,675,811 1,779,119 1,889,914 2,008,774 Stormwater 1,410,345 1,458,715 1,509,060 1,561,483 1,616,093 Streets Maintenance 3,329,252 3,520,796 3,725,972 3,945,832 4,181,509 City Hall Facility 1,747,238 1,828,740 1,904,830 1,985,604 2,009,952 Corp Yard Facility 632,623 665,357 697,377 731,535 767,993 Police Facility 803,420 704,793 687,042 714,987 744,628 Library Facility 1,384,027 1,435,895 1,478,426 1,522,913 1,569,483 Economic Development 781,911 694,037 738,039 785,332 836,172 Community Support-Activities 38,750 90,000 90,000 90,000 90,000 Community Support-CSG 214,338 — — — —
Community Support-Fac & Bldg 360,066 (629,975) (648,111) (666,516) (677,329) Community Support-Events 321,970 321,970 325,190 328,442 331,726 Library Operations 3,496,261 3,601,621 3,684,781 3,770,494 3,858,884 Total Expenditures $ 58,765,496 $ 57,982,290 $ 60,103,281 $ 62,102,797 $ 64,165,104 Total Transfers Out - Operating/CIP $ (4,602,329) $ (12,240,399) $ (12,382,611) $ (5,029,089) $ (5,179,962) Water Utility Loan Principal Repayment $ — $ — $ — $ — $ — Total Expenditures and Transfers $ 63,367,825 $ 70,222,689 $ 72,485,892 $ 67,131,886 $ 69,345,066 Revenues over Expenditures & Transfers $ (2,628,368) $ (5,754,489) $ (6,164,314) $ 75,847 $ 46,193 Beginning Fund Balance $ 100,944,389 $ 98,316,021 $ 92,561,531 $ 86,397,217 $ 86,473,063 Ending Available Balance $ 98,316,021 $ 92,561,531 $ 86,397,217 $ 86,473,064 $ 86,519,256
GENERAL FUND FIVE-YEAR FORECAST
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
84 CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
85 Revenues
Taxes
Current Year Secured $ 8,179,281 $ 8,630,000 $ 8,730,000 Prior Year Secured 64,558 50,000 50,000
Current Year Unsecured 1,459,326 2,026,312 1,725,265 Prior Year Unsecured 21,266 20,000 20,000
Supplemental 152,268 150,000 150,000
Homeowners Exempt. 48,298 50,000 50,000
Transfer Tax-Real Prop. 420,603 500,000 500,000
AB1484 Residual 324,347 200,000 287,600
In-lieu Property Taxes 8,415,459 8,720,000 9,093,567 Sales Tax 19,656,570 18,920,000 18,750,000
Transient Occup. Tax 3,249,031 3,434,000 3,608,133
Business Tax 1,601,569 1,650,000 1,683,000
Subtotal $ 43,592,576 $ 44,350,312 $ 44,647,565
Franchises
Electric $ 974,530 $ 1,033,002 $ 1,079,495
Gas 261,507 277,197 179,550
Solid Waste 955,954 1,033,000 1,065,000
TV Cable 892,750 861,000 831,903
Subtotal $ 3,084,741 $ 3,204,199 $ 3,155,948
Licenses & Permits
Building Permits $ 1,226,454 $ 2,300,000 $ 2,324,340
Subtotal $ 1,226,454 $ 2,300,000 $ 2,324,340
Grants & Subventions
ARPA Federal Funds $ — $ 2,400,000 $ —
Police SLESF 303,151 150,000 150,000
EMPG Emer. Mgt. — — —
Vehicle License Fees 87,398 50,000 90,000
Revenues Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
86 Other Grants 500,000 146,000 146,000
HHAP 104,670 367,982 358,000
Cost Reimbursements 32,894 30,000 30,000
Subtotal $ 1,157,542 $ 3,143,982 $ 774,000
Charges for Services
Eng. Inspect. Fees $ 1,131,346 $ 150,000 $ 130,000
Subdivision Fees 774,315 310,000 260,000
Geotechnical Fees 55,136 30,500 70,000
Seismic Fees 560 — —
PVRPD Park Impact Fees 4,428
Green Building Fees 316 — —
Zoning and Planning 429,401 405,678 569,711
Const. Site Inspections 24,505 18,575 18,575
Post Const. Inspection 720 3,600 3,600
Re-Inspections 7,698 16,730 16,730
Comm/Indust Inspections 10,533 34,864 34,864
GP Maint. Surcharge — — 400,000
Police Services Fees 96,344 75,930 75,930
DUI Cost Rec. Fees 30,106 35,000 35,000
Parking Admin. Fee — 200 200
SRO Services 575,159 744,500 744,500
City Clerk Services 224 5,500 300
Scanning Fee 4,137 — —
Photocopy & Map 20 1,500 200
Special Proj. Charges 5,579 30,520 10,000
Archiving Fee 8,379 10,050 10,050
Other Operating 44,571 43,000 43,000
Appeal Fees 5,084 — —
Miscellaneous library fees 7,900
Subtotal $ 3,216,461 $ 1,916,147 $ 2,430,160
Fines/Assessments
Court, Veh. & Crim. $ 225,770 $ 180,000 $ 180,000
Revenues Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
87 Parking Citations 109,961 30,000 100,000
False Alarm Fines 44,518 20,000 40,000
Late Payment Penalty 72,757 80,000 80,000
Code Compliance Fines 6,249 10,000 10,000
Animal Citations 35,462 23,000 57,000
Current Year 151,719 156,670 156,670
Subtotal $ 646,436 $ 499,670 $ 623,670
Investments/Contributions
Interest Income $ 3,648,064 $ 3,705,000 $ 3,648,068
Net Adjust. Fair Value 1,888,634 — —
Private Grants - Library 93,055 31,476 73,041
Developers/Private — 10,000 10,000
Subtotal $ 5,629,753 $ 3,746,476 $ 3,731,109
Other Revenues
Reimbursements $ 346 $ — $ —
TV Expense Reimb. 1,741 1,500 1,500
Rebates & Refunds 261,256 — —
Gain/Loss Asset Disposal — — —
CASp Fee 26,759 — 27,000
Rental Income 2,091 2,000 2,000
Concession Rentals 4,084 500 500
Security Guard Services — 500 500
Photography — 120 120
Library Rental Income 2,150 1,500 1,500
EV Charging Stations 160,547 5,000 100,000
City-TBID Admin Fees 14,342 9,653 9,653
Other Non-operating 2,354 1,000 1,000
Other Non-operating Storm Water 410 — —
Subtotal $ 476,080 $ 21,773 $ 143,773
Internal Charges
ISF Allocated Charges $ 1,978,927 $ 1,743,715 $ 890,061 Subtotal $ 1,978,927 $ 1,743,715 $ 890,061
Total Revenues $ 61,008,965 $ 60,926,274 $ 58,720,626
Revenues Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
88 MISSION
Dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment for all.
SERVICES
Individual members of the City Council sit on internal committees and on various committees of regional scope. Members of the City Council also function as members of the governing boards of the Camarillo Sanitary District, the Camarillo Capital Improvement Corporation, the Library Board, the Industrial Development Authority, the Camarillo Public Finance Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission for Redevelopment Purposes and as Housing Successor.
The City Council perform the following services within their capacity:
• Set policies to guide the operations of the Municipal Corporation. • Review and make strategic decisions regarding issues affecting the City of Camarillo. • Enact ordinances and direct actions as required to provide for the general welfare of the community through programs, services and activities.
• Adopt and guide the implementation of the City’s annual operating and capital budgets. • Appoint members to commissions and committees.
SERVICE LEVEL TRENDS
During 2025/26, the City Council will continue to address many important issues including, fiscal management, community enrichment, maintaining a relationship with California State University Channel Islands (CSUCI), land use and transportation, environment and resource management, community redevelopment, economic development, community relations, homelessness, governmental relations, and employee relations.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Developed city-wide goals and objectives.
• Adopted a balanced budget within the proper timeframe. • Issued the State of the City Reports.
• Received Standard & Poor’s AAA credit rating.
• Received GFOA’s Distinguished Budget Presentation Award.
GOALS AND OBJECTIVES FY 2025/26
See City Mission Statement and Goals section.
City Council
CITY OF CAMARILLO
Fiscal Year 2021/22 Budget
89 Expenditures Fund No. 101
Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 182,065 $ 286,288 $ 330,726
Operational Charges 272,916 426,386 360,738
Allocations 21,228 22,946 26,774
City Council Totals $ 476,209 $ 735,620 $ 718,238
CITY COUNCIL
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
90 MISSION
To provide effective and efficient municipal services through direction to City departments and divisions, and by development and implementation of administrative procedures consistent with policies established by the City Council.
SERVICES
The City Manager, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager establishes and maintains appropriate management controls to ensure all operating departments adhere to the City Council’s direction and goals while observing ethical and legal policies and regulations. The City Manager is responsible for the execution of policies established by the City Council and enforcing all laws and ordinances. The City Manager’s Office also prepares and maintains the City’s budget and oversees public information, employment practices, legislative relations and emergency management, while guiding the City’s strategic plan and vision.
The City Manager has collateral duties as City Treasurer, Executive Officer of the Camarillo Library, Personnel Director, District Manager of the Camarillo Sanitary District, and Chief Administrative Officer of the Camarillo Capital Improvement Corporation, the Camarillo Public Finance Authority, the Industrial Development Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission, and coordinates the City’s working relationships with local, regional, state and federal public agencies.
SERVICE LEVEL TRENDS
During 2024/25, the City concentrated efforts towards restoring economic stability and business recovery through expansive community outreach, promoting educational resources and grant funding opportunities, and adopting less restrictive guidelines and regulations to support recovery and redevelopment. The City will continue to address many important issues in 2025/26 including financial sustainability, community enrichment, senior services, homelessness, intergovernmental relations, community engagement, traffic congestion, water resource sustainability, economic development strategy, redevelopment of former RDA properties, and land use planning. During 2024/25 the City continued to address US Highway 101 congestion, and this work will continue in conjunction with Caltrans and the Ventura County Transportation Commission (VCTC). A priority for the City is to continue to monitor and address matters involving the Camarillo Airport. Also, a priority is the sustainability of the community’s water supply, with primary focus on ensuring the successful operation of the North Pleasant Valley Groundwater Desalter. Development of the Hotel/Conference Center under the 2014 Department of Finance Property Management Plan. The City will continue to implement the Economic Development Strategic Plan, the City’s first comprehensive plan to increase business and economic activity in the City in over 20 years. Maintaining a positive relationship with California State University Channel Islands (CSUCI) has always been a City priority, and efforts to address concerns such as student services, research opportunities, housing, and facilities will continue.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Presented a balanced budget to City Council for adoption with minimal impacts on City services. • Assisted the City Council in adopting or amending City Council Policies regarding: City Support of Community Events; Debt Management; Acceptable Methods of Payment; Public Information and Communications Media; Disbursement Processing; Fiscal Management; Capital Assets; Investments.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
91 • Successfully secured $850,000 in grant funding from the federal government for the bridge replacement at Las Posas Road & Ventura Boulevard. This funding is in addition to the $4 million received in 22-23.
• Monitored and tracked various state and federal legislative bills and took action on bills directly impacting Camarillo’s operations.
• Visits Washington D.C. and Sacramento to meet with elected officials and agency staff to represent the interest of the Camarillo community.
• Continued implemented and community outreach and education of Mandatory Organic Waste Recycling Program in compliance with SB 1383 state-mandates. • Full implementation of the North Pleasant Valley Groundwater Desalter. • Successfully secured a total of $3.5 million from the County of Ventura, and established a joint partnership with the County to address the needs of those unsheltered and unhoused in Camarillo. • Developed a City Administrative Roundtable Group with the goal to assess, develop, and improve Citywide administrative procedures and provide group training on City programs and processes to maximize efficiencies and productivity.
• Closed escrow and transition of the old library site to KidSTREAM. • Completed a Sustainability Master Plan for Municipal Operations. • Prepare a citywide Training & Development plan to provide employees with the opportunity to enhance their careers and develop the necessary skills to thrive in a high-performing environment. • Prepare a Purchasing System Assessment to analyze the organization’s procurement practices and recommend new methods to streamline and safeguard the existing policies and procedures.
GOALS AND OBJECTIVES FY 2025/26
• Continue to evaluate options to reduce long term pension liability. • Continue to evaluate the efficacy of reserve levels of various city funds, including the General Fund. • Research and consider diversification of revenue sources. • Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs through an increased awareness and participation in Neighborhood Watch Program, and by developing and implementing appropriate education, enforcement, and assistance strategies to address the homelessness and mental health issues. • Continue research for funding opportunities to expand services to individuals and families experiencing homelessness or at-risk of homelessness.
• Work with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.
• Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo. • Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
• Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues.
• Continue to explore opportunities and develop programs to enhance, restore and beautify the community through the involvement of volunteers.
• Assess California State University Channel Islands’ growth projections and possible future impact on the City.
• Continue interaction with the University, including its President, in regard to City, University and student issues such as student services, research opportunities, housing, and facilities.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
92 • Assess CSUCI’s growth projections, economic development, and the employment pipeline, research opportunities and the possible impact on the City.
• Continue to seek improvement on local traffic issues that impact our City. • Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.
• Encourage efforts by County of Ventura and CSUCI to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to CSUCI.
• Evaluate potential measures to increase accessible public transit options, reducing both private vehicle usage and the generation of greenhouse gases.
• Continue to seek funding for recycled water storage.
• Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements. • Review energy conservation measures to assure the City has the tools necessary to address utility Public Safety Power Shut offs.
• Begin implementation of the Wastewaster Master Plan.
• Develop alternative methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.
• Continue to assist area property owners who have interest in revitalization of the Camarillo Commons Strategic Plan area including evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects. • Support a grass roots effort of Old Town business and property owners in exploring the feasibility of a Business Improvement District in Old Town.
• Continue implementing the City’s adopted Economic Development Strategy Plan. • Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo.
• Engage the business community in exploring the enhancement and/or making outdoor dining permanent.
• Explore opportunities to engage youth regarding issues that concern them and to develop future leaders.
• Use analytics to evaluate the City’s website and community engagement outreach strategies, methods and topics.
• Increase communications with other local public agencies that serve Camarillo residents and businesses.
• Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues. • Continue to respond to business needs and engage in economic activities to support the post- pandemic recovery.
• Implement the City’s Sustainability Master Plan for Municipal Operations. • Continue to move forward with the completion of the Dizdar Park redevelopment. • Increase community education and outreach on water conservation, in light of the pending drought conditions and State-imposed restrictions on water use. • Develop and encourage sustainable practices in the workplace consistent with the Sustainability Master Plan and incentive employees for personal work-related sustainability practices. • Develop a workplan for oversight of Federal and State grants/appropriations. • Develop a Capital Financial Strategic Plan to create a roadmap for financing the various capital needs across the City and Sanitary District.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
93 PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Average percentage of Level 1 resident/general
inquiries responded to within two business days 95.0% 95.0% 100.0% 100.0% Benchmark: 100% of high priority inquiries communicated via email, by Council members, or service request
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Average percentage of Level 2 resident/general
inquiries responded to within two business days 95.0% 95.0% 100.0% 100.0% Benchmark: 100% of moderate priority inquiries for non-emergencies, general requests, and invitations Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Average percentage of Level 3 resident/general
inquiries responded to within two business days 95.0% 95.0% 95.0% 100.0% Benchmark: 100% of low priority inquiries for general comments that do not include City service requests or response from staff
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 815,159 $ 700,274 $ 1,030,186
Operational Charges 835,584 1,388,199 888,316
Allocations 107,280 79,204 158,609
City Manager Totals $ 1,758,023 $ 2,167,677 $ 2,077,111 Full-Time Equivalent
Employees 4.35 2.45 4.60
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
94 GRANT MANAGEMENT AND LEGISLATIVE ADVOCACY
MISSION
Enhance the City's financial sustainability through strategic pursuit of grant funding opportunities, while protecting Camarillo's interests through proactive legislative monitoring and advocacy at local, regional, state, and federal levels. Strive to maximize external funding resources to support City priorities, infrastructure needs, and community services, while ensuring City’s priorities are represented effectively in policy discussions that impact municipal operations and resident quality of life.
SERVICES
Grants Management strategically identifies and secures external funding opportunities to support City priorities, enhance infrastructure, and provide innovative community services while maximizing the City’s financial resources. Services include:
• Identify and research funding opportunities from federal, state, regional, and private sources. • Develop and implement strategic approaches to align grant pursuits with City priorities. • Maintain a network of on-call grant writing and research experts to enhance application quality. • Communicate funding opportunities and determine project eligibility and competitiveness. • Coordinate grant application development across City departments. • Support departments in preparing competitive grant applications and required documentation. • Track grant application status and outcomes.
• Support the administration of awarded grants including reporting, reimbursement, and audits. • Develop and maintain relationships with granting agencies. • Provide oversight of Federal and State appropriations (Congressional Directed Spending and Community Project Funding).
• Coordinate training for City staff in grant procedures and best practices.
Legislative Advocacy protects and advances the City's interests by monitoring legislation, engaging with elected officials, and advocating for policies that impact the City's operations, autonomy, and quality of life at the local, regional, state, and federal levels. • Monitor and analyze proposed legislation with potential impacts on City operations, finances, and community interests.
• Prepare position statements, letters, and testimony on key legislation. • Coordinate advocacy visits to Sacramento and Washington D.C. • Representing City interests with elected officials, agency representatives, and trade associations. • Develop annual legislative priorities in consultation with the City Council. • Build and maintain relationships with legislators and their staff. • Participate in regional and statewide advocacy coalitions. • Coordinate with other local governments on regional policy matters.
SERVICE LEVEL TRENDS
Prior to implementing the new grants management program, the City operated with a decentralized approach where individual departments independently researched, analyzed, and submitted grant applications. While this system yielded several successful grant awards, an opportunity was identified to optimize services and provide enhanced support to departments. The transition to a centralized system
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
95 will drive an upward trend in service levels as the City expands its grant application portfolio. Key priorities include:
• Finalizing the strategic funding matrix that aligns priority projects with targeted grant opportunities.
• Implementing a comprehensive grants management program with quarterly performance assessments to evaluate effectiveness and return on investment. • Developing sophisticated tracking systems for monitoring grant opportunities, awards, and reimbursement processes.
• Providing oversight of on-call consultants who deliver specialized research, writing, and administrative services, maintaining regular communication regarding funding opportunities. • Strengthening the City Manager's Office's leadership role in grants management while fostering increased interdepartmental collaboration.
The Legislative Advocacy program continues to expand as the City assumes a more significant role in regional policy initiatives and strengthens its presence in Sacramento and Washington D.C. Performance indicators reflect an upward trajectory as the City implements a more strategic approach to legislative engagement over the coming fiscal year. Key priorities include:
• Conducting a comprehensive review of the City's Legislative Platform to enhance advocacy effectiveness by refining outdated language, restructuring classifications, and incorporating increased interdepartmental input.
• Implementing a sophisticated internal monitoring system to track legislative proposals affecting municipal operations, providing year-round accessibility to all City staff. • Strategically prioritizing advocacy focus areas to optimize representation by federal and state advocates within their respective governmental branches. • Expanding collaboration with regional partners to amplify Camarillo's influence on shared policy concerns.
• Integrating legislative advocacy with grants management initiatives to identify opportunities where strategic advocacy can enhance the City's competitiveness for external funding.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Established a comprehensive grants management program delineating roles and responsibilities for City staff and consultants and effectively communicated the new operational framework to executive team.
• Successfully conducted a competitive Request for Proposal for Grant Writing & Support Services, yielding 19 qualified responses and resulting in the selection of five highly qualified firms to provide specialized on-call services for grant research, writing, and post-award administration.
• Initiated strategic collaboration with Engineering Solution Services to conduct targeted grant research and develop a comprehensive funding matrix aligned with the City's priority infrastructure projects.
• Completed a detailed competitiveness analysis and applied for the Safe Streets and Roads for All grant program in coordination with departmental staff and consultants for the Safe Camarillo – Corridor Safety Improvements and Emergency Response Project. • Prepared and submitted three Notices of Interest for the Hazard Mitigation Grant Program seeking funding for critical infrastructure upgrades, including replacement of aging generators at
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
96 the Beardsley and Spanish Hills Pump Stations, and seismic retrofitting at four City water reservoirs.
• Facilitated partnership between the City and Clean Power Alliance (CPA) to secure participation in the CPA Power Ready program, providing Standby Hybrid Microgrid capabilities to multiple municipal facilities.
• Coordinated application efforts with CPA for the Pathways to Electrification program to obtain funding for expanding the City's electric vehicle fleet. • Established communication between the City, Congresswoman Julia Brownley's Office, and the Internal Revenue Service agency to facilitate access to Clean Energy Credits for electric vehicles purchased during FY 2023/24.
• Organized and executed the annual advocacy visit to Washington D.C., facilitating meetings with the City's congressional delegation to advance Camarillo's priorities and address policy concerns. • Conducted strategic meetings with State legislators in Sacramento and district offices to advocate for the City's fiscal and legislative priorities.
• Expanded regional engagement by participating in key collaborative groups, including the Ventura County Regional Legislative Discussion Group, Ventura County Water Purveyor Regional Advocacy Group, Ventura Council of Governments, and Southern California Association of Governments.
• Performed specialized analysis and targeted advocacy regarding Assembly Bill 365 (Bennett), which proposes additional wildfire preparedness requirements for water suppliers in Ventura County.
• Submitted 14 comprehensive position letters articulating the City's stance on pending legislative proposals.
• Prepared and submitted Congressional Directed Spending applications to Senators Alex Padilla and Adam Schiff requesting $1.5 million for the Las Posas Bridge construction project. • Developed and submitted a Community Project Funding application to Congresswoman Brownley seeking $3 million for implementation of the Standby Hybrid Microgrid at City Hall.
GOALS AND OBJECTIVES FY 2025/26
• Finalize the implementation of the new grants management program by completing the strategic funding matrix and developing key indicators to measure performance and return on investment. • Use the newly implemented project management software (Monday) to create a new tracking system for grant opportunities, progress, and performance measurements. • Begin monthly calls with grant research consultants to create an open platform for department staff communication with on-call support service providers. • Revamp the City’s Legislative Platform in terms of content and design to streamline advocacy and generate priorities for the new year.
• Develop a new tracking system for legislative advocacy that can be accessed by staff year-round to provide regular updates on legislation impacting the City.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
97 MISSION
To ensure the City’s business is open to the public by providing timely dissemination of information; to document the legislative actions of the City Council; to efficiently organize, safeguard and make records accessible to the public, City Council and City departments; to oversee elections with impartiality and in accordance with the law; and to provide respectful service to all customers with the highest standards of integrity and professionalism.
SERVICES
• Prepare and distribute agendas, reports, and minutes of the City Council, Camarillo Sanitary District, Community Development Commission, Camarillo Library Board, Camarillo Successor Agency, Camarillo Capital Improvement Corporation, Industrial Development Authority, and Public Finance Authority. Provide public access to meetings and reports, ensuring actions of the City comply with the Brown Act and are properly executed, recorded, and archived, including codification of the Camarillo Municipal Code.
• Administer the City’s Record Management Program and manage the records management system.
Review and update the City’s Records Retention Schedule and oversee the disposition of City documents, in accordance with legal requirements. Research legislative history for both City staff and the public. Ensure compliance with the Public Records Act by providing public access to records. • Administer local elections, which includes special assessment elections. Oversee Political Reform Act requirements to ensure compliance with Fair Political Practices Commission (FPPC) regulations, including the filing of Campaign Statements, Statements of Economic Interest, and review and update the Conflict-of-Interest Codes for various City agencies. • Coordinate the recruitment and appointment process for volunteer participation on City and regional committees, boards and commissions in compliance with the Maddy Act. • Provide miscellaneous services including:
◦ Provide staff support to the Local Appointment Committee, City Attorney’s Office, Landlord/ Tenant Mediation Review, and Camarillo Council on Aging. ◦ Process and retain all legislatively approved documents (City agreements, resolutions, ordinances, and recorded documents).
◦ Accept service of legal documents on behalf of City.
◦ Issue non-profit solicitation permits.
◦ Issue licenses for bingo games.
◦ Prepare proclamations and certificates of recognition. ◦ Coordinate and give tours of City Hall.
◦ Provides Notary Public services for City documents.
SERVICE LEVEL TRENDS
The City Clerk’s Department continues to experience an increase in Public Record Requests. The department now fully utilizes a software solution for Public Records Requests (GovQA) to ensure staff can continue to provide timely responses to requests. An Agenda Management System has been successful in streamlining workflows and increasing efficiencies. The Citywide digitization project will allow for increased electronic accessibility to records and will increase department efficiencies, reduce storage costs, and allow for expedited responses to Public Records Requests. The Clerk’s Department maintains high service levels with existing staff, and it is the goal of the Department to continue to provide reliable, prompt, professional, and friendly service to the public, elected officials, and City staff.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
98 MAJOR ACCOMPLISHMENTS FY 2024/25
• Laserfiche Records Repository System – Continue working towards full implementation of the new records repository. All departments and divisions have been meeting with the project consultants to help build a customized organizational system within the repository. Full deployment is anticipated by winter 2025, which will significantly increase efficiencies and access to all city records. • City-Wide Scanning and Digitization Project – In consultation with the Administrative Services Department and Consultants meetings were conducted with departments to develop and implement a citywide workflow for a comprehensive digital conversion of all records. Digitization will allow for greater accessibility with electronic records, decreases staff time responding to public record requests, reduces storage of records, and creates a paperless environment. • Building Plan Scanning –Scanning of residential and commercial building plans for permanent electronic retention was completed. This project decreased storage costs, allowed for a digitized historic record of all building plans, increased accessibility and response time to public records requests.
• PrimeGov and Meeting Agendas – Continued to refine the forms, format, and workflow of the Agenda Management System, streamlining processes for an efficient, centralized process for agenda approval. A new agenda format was implemented that consolidated City Council, Camarillo Sanitary District and Camarillo Library Board meetings into one document. This streamlines the meeting process, eliminates duplicative efforts, and is more comprehensible to the public. • City Meetings – Assisted with the transition of City Meetings back to the newly remodeled Council Chambers, provided training for staff, coordinated orientation meetings with outside agencies utilizing the Chambers for meetings, helped provide public awareness and communication of the relocation.
• Records Clean-Up Days – Continued to conduct records clean-up day allowing dedicated time to focus on records management. Priorities include clearing storage and freeing office space, processing records for disposition which have met retention, eliminating waste, and preparing records for digitization.
• GovQA – Continued to refine the forms, format and workflow of the implemented software solution for public record requests to increased response time, encourage greater department collaboration and tracking, improve efficiencies, and create a centralized process. The system ensures compliance with regulations and promotes transparency. Conducted department training and increased public messaging.
• Agreement Workflow Solution – Participated in meetings with Finance to explore solutions to create a digital workflow process to route agreements for approval and create a more efficient approval process.
• Annual Shred Event – Conducted an annual shred event in cooperation with the Camarillo Council on Aging (CCOA), providing a safe and secure method for residents to dispose of paper and records. • Reduction of Storage Records – Continued to identify records that have met retention requirements and significantly reduced the number of boxes in onsite and offsite storage. Eliminating storage reduces costs, frees up onsite facility space, and complies with the adopted Records Retention Schedule.
GOALS AND OBJECTIVES FY 2025/26
• Ensure the City’s business is accessible to the public by providing timely dissemination of information to the public, Council, and departments in a courteous, efficient, transparent, and professional manner.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
99 • Continue a citywide effort to reduce the number of records stored and coordinate the conversion of hard copy permanent records to digital format for importing into the City’s records management system.
• Participate and provide support for the Citywide digitization and electronic conversion of all records. • Finalize implementation of the Laserfiche records repository/document management system to support citywide efforts to digitize records and allow for an updated and centralized records repository.
• Fully implement a new citywide policy and procedure pertaining to Email and Electronic Communications Management.
• Continue roll out of PrimeGov modules, including electronic voting and electronic sign up for public comments, to fully utilize system capabilities.
• Work in cooperation with the Information Systems Department to analyze and evaluate the need for a new Electronic Signature System that would be compatible with the Laserfiche system. • Implement a new electronic Campaign and Disclosure Electronic Filing System.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Post Council Agendas 6 days before meetings 44.0% 80.0% 60.0% 100.0% Benchmark: 6 days (5 days beginning FY 2024/25)
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of acknowledged receipt of public
records requests within 1 business day 100.0% 100.0% 100.0% 100.0% Benchmark: 1 business day
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of of public records requests received
and percentage of City Clerk's records requests
completed within 10 days 450 / 99% 490 / 100% 498 / 100% Total / 100% Benchmark: 10 days response time
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
100
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 588,559 $ 636,497 $ 590,336
Operational Charges 94,026 233,508 88,050
Allocations 77,148 81,104 97,558
City Clerk Totals $ 759,733 $ 951,109 $ 775,944
Full-Time Equivalent
Employees 2.80 2.80 2.80
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
101
MISSION
To provide effective legal counsel and services to the City Council, advisory boards, commissions, and staff to assure legal compliance with applicable laws and protection of the City’s interests on all legal matters.
SERVICES
• Defend or prosecute legal actions in which the City is involved. • Prepare and review ordinances, resolutions, contracts, opinions, litigation, and other related documents.
• Respond to requests for legal review and analysis from all City Departments and Council. • Apprise City officials of changes in statute or case law for the purpose of providing legal advice to ensure that City activities comply with all pertinent laws. • Attend all City Council, Camarillo Sanitary District, Successor Agency to the Community Development Commission, Library Board, and Planning Commission meetings.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Vista Campanario (2800 Barry Street): Worked on matters related to the affordable housing project and related agreements for rental and for sale properties. • Homeless Services: Advised on current legal issues and work with staff on programs and projects related to homeless services.
• Costco Project: Worked with City staff, Costco, and consultants on Project and CEQA matters and current litigation.
• Trash Franchise Matters: Advised staff on solid waste franchise matters and current laws including extension of agreement with Harrison.
• Code Enforcement : Work to address nuisance matters in the public right of way and other code violations, represent City staff at administrative appeals. • OPV Groundwater Adjudication and RWQCB Water Permit litigation : Monitored and coordinated with outside Legal Counsel on litigation and updates to City Council and City Manager. • Conflict of Interest Advice and Brown Act Compliance: Routinely provided informal advice on potential conflicts of interest for City officials and officers as well as Brown Act matters. • Liquidated Damages Dispute: represent City in liquidated damages lawsuit. • Mian Hotel and Conference Center : Worked on project development matters and compliance with conditions of approval.
• Housing and ADU laws: Advised staff and worked on updates to address state law mandates. • Water and Sewer Rates: Advised staff on rate increase procedures. • Mountain Fire Response : Drafted documents to declare, ratify and extend emergency; worked on local debris removal ordinance and reimbursement program.
GOALS AND OBJECTIVES FY 2025/26
• Assist City Council and Staff on legal issues, provide practical advice and counsel and problem solving.
• Provide cost effective legal services of the highest quality. • Assist City Council and staff with ongoing projects including: transit services, public records requests, public works matters; and planning projects.
• Assist City staff with legal issues on new and proposed federal and state legislation. • Assist the Planning Commission and staff with pending matters and new items as they arise.
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
102
• Assist Sanitary District staff with revisions to the Operations Code, public works issues and other matters.
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Operational Charges $ 469,705 $ 521,240 $ 459,200
Allocations 684 736 860
City Attorney Totals $ 470,389 $ 521,976 $ 460,060
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
103
MISSION
To strengthen engagement with the Camarillo community by fostering open, transparent, and effective communication while creating meaningful opportunities for public participation. Provide guidance and support to City departments in the development and implementation of the City’s Community Engagement Strategy. Through strategic support and collaboration with all City Departments, residents, community partners, and local media, the Division supports the City’s efforts to build trust and achieve accessible, two-way communication for all.
SERVICES
The Community Relations Division of the City Manager’s Office serves as the City’s primary link to the community. The Community Relations Division functions as a liaison between City officials, City employees, residents, and community partners to create strong relationships, ensure responsive communication, and enhance public trust through engagement and positive interaction. The Division is responsible for implementation of the City’s Community Engagement Strategy, oversees public communications including messaging and social media, and handles community relations, media relations, and City and community events. The Division actively and continually supports the City’s working relationships with local, regional, state and federal public agencies on issues and challenges impacting the City. The Assistant to the City Manager serves as the City’s Public Information Officer and is responsible for maintaining positive relations with the media.
SERVICE LEVEL TRENDS
The City will continue to expand communications and community engagement in 2025-2026 including:
implementing the City’s Community Engagement Strategy which involves Community Engagement Guidelines, OpenGov Stories and Open City Hall, and the Las Personas Community Academy; continuing to develop and foster community relationships by participation in community meetings and engaging in proactive outreach with community partners; working with the Mayor to develop the annual State of the City; ongoing communications support for all department programs; maintaining positive media relations; enhancing the City’s presence on social media by exploring new outreach methods on the City’s social media platform; ensuring timely messaging on the City’s government channel and digital marquee sign; and continuing to provide timely and purposeful digital communications in the form of CityScene Newsletter and other City messaging. The Division is responsible for coordinating the 4th of July Fireworks, and collaborating with PVRPD on the Summer Concert Series and Christmas Parade.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Expanded the Division to better meet the needs of the City, by hiring a Community Relations Officer to focus on City communications and a Management Analyst to focus on community engagement. • Increased the number of followers on the City’s social media platform, including Facebook, Instagram, LinkedIn, and X (formerly known as Twitter). • Broadened messaging on the City’s Government Channel by including a wider spectrum of City news and more educational video messages about City services. • Implemented the Las Personas Community Academy that was envisioned as part of the Community Engagement Strategy to educate residents on City services and programs and encourage civic engagement.
• Completed the Sustainability Master Plan for Municipal Operations. • Earned an Award of Merit for the Sustainability Master Plan from the Central Coast Chapter of the American Planning Association.
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
104
• Created a 60th Anniversary graphic to celebrate the City’s 60th Anniversary, and incorporated the graphic into email signatures, digital news publications, social media cover photos, and promotional giveaways for community outreach and engagement events. • Implemented a Style Guide to provide consistency and unity of City messaging.
GOALS AND OBJECTIVES FY 2025/26
• Implement the action strategies outlined in the City’s Sustainability Master Plan, including the following:
◦ Identify sustainability coordinators from each Department to track progress on action strategies.
◦ Explore and track the success of different ways to communicate sustainability and climate progress transparently and effectively to the public.
◦ Utilize existing meetings and events to emphasize the importance of sustainability. ◦ Communicate Camarillo’s sustainability commitments throughout City branding and communications.
◦ Explore ways to translate key sustainability outreach materials into Spanish. ◦ Serve as a liaison to initiate the collaboration process between the surrounding jurisdictions. ◦ Participate in opportunities to share resources related to sustainability with surrounding jurisdictions.
◦ In collaboration with the Camarillo Public Library, partner with local entities to host regular sustainability outreach events.
• Develop a Strategic Communications Plan to guide the preparation and dissemination of public information.
• Establish a City-wide Customer Service Strategy to strengthen city-wide customer service standards and processes.
• Explore new ways to involve youth in local government, by reserving spaces in the Community Academy for youth participants and working with the Camarillo Library Director to hold youth forums on topics of interest to Camarillo youth.
• Continue to expand the use of Open City Hall and Open Gov platforms for community engagement. • Explore in person Town Halls to be scheduled, as deemed appropriate by the City Manager and City Council for urgent community issues.
• Engage with staff and outside community partners for the delivery of successful City events.
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
105
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percent increase in digital City News
subscribers per year New Measure New Measure 3,100 3,275 Benchmark: 7% increase over previous year
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Increase in Digital City Newsletter subscribers
per year 2,000 3,371 4,050 4,280
Benchmark: 7% increase over previous year
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Digital CityScene Newsletter Open Rate 50.0% 65.0% 70.0% 70.0% Benchmark: Maintain
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of social media followers 5,279 6,496 12,200 15,000 Benchmark: 5% increase over previous year (across all platforms) Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of community engagement events New 1 15 6
Benchmark: 6 per year
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of surveys or virtual public forums on
Open City Hall New 1 3 4
Benchmark: Quarterly (4 per year)
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
106
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of Las Personas Community Academy
participants New Measure New Measure 21 20
Benchmark: 10 persons who continue engagement through volunteer work or other engagement events Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 420,256 $ 346,938 $ 371,145
Operational Charges 83,245 275,450 321,500
Allocations 51,864 18,142 49,195
Community Relations Totals $ 555,365 $ 640,530 $ 741,840 Full-Time Equivalent
Employees 1.80 1.40 1.50
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
107
MISSION
Ensure that the City is prepared to respond to and recover from a broad range of potential disasters.
These may include flooding, earthquakes, landslides, hazardous material incidents, wildfires, transportation disasters, and acts of terrorism.
SERVICES
Maintain the City’s Emergency Operations Center (EOC), conduct an annual EOC activation exercise, provide training to staff involved in the EOC according to the National Incident Management System (NIMS), and support the community with emergency preparedness education.
SERVICE LEVEL TRENDS
Preparation for emergencies, both natural and human-caused, including acts of terrorism. Provide employees with training opportunities for NIMS and other disaster related training. Encourage volunteer participants to join the Community Emergency Response Team (CERT) and keep engaged with ongoing training. Maintain the vulnerable population list updated to track residents with disabilities or access and functional needs.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Mountain Fire Incident Response and Recovery (November 6, 2024): Successfully activated and coordinated the City’s emergency response to the Mountain Fire. Key efforts included:
◦ EOC activation and operations.
◦ Mass care and shelter coordination.
◦ Establishment of a Local Assistance Center (LAC).
◦ Opening the Camarillo Recover Center (CRC) at City Hall. ◦ Launch of a dedicated Mountain Fire Customer Service Line and webpage. ◦ Coordination and participation in Community Town Hall Meetings. ◦ Public and private property damage assessments.
◦ Implementation of the Debris Removal Program.
◦ Submission of the CDAA-2025-02 Mountain Fire Grant application (California Disaster Assistance Act Funding).
• Emergency Preparedness Outreach and Community Education: Developed and implemented a citywide emergency preparedness campaign aimed at increasing community resilience. Projects included:
◦ Publication of the Ready Camarillo Preparedness Guide. ◦ Bilingual Storm Readiness Campaign (mailer, social media, government access channel, emergency contacts magnet).
◦ Creation of the Camarillo Weather Preparedness webpage. ◦ Expansion of the Access and Functional Needs (AFN) Registry. • Partnered with Ventura County Fire Protection District (VCFPD) and other agencies to identify evacuation zones in wildland-urban interface (WUI) areas for the proposed 2025 LRA Fire Hazard Severity Zone maps.
• Contributed to the Community Emergency Access Assessment to better serve individuals with access and functional needs throughout all phases of emergency management. • Participated in Ventura County Operational Area Emergency Coordinators meetings. • Staff completed CalOES and FEMA training for Emergency Operations Center (EOC) roles. • Conducted the annual EOC tabletop exercise, Drop-Cover-Hold drill, and City Hall evacuation drill. • Participated in the Great ShakeOut earthquake safety drill.
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
108
• Maintained regular inspections of AED equipment for public and employee safety. • Continued collaboration with Ventura County VOAD to strengthen local disaster relief networks. • Conducted Camarillo CERT training in partnership with Ventura County Fire Department. CERT volunteers assisted with traffic support at the City’s Fourth of July Fireworks event. • Submitted Homeland Security Grant applications for DART, community preparedness education, and EOC technology enhancements.
• Finalized the reporting and closeout for FEMA Disaster Grant DR-4482 (COVID-19). • Continued working with a consultant to improve the design and operational capabilities of the City’s EOC.
GOALS AND OBJECTIVES FY 2025/26
• Emergency Operations Plan (EOP) Update: Initiate the review and update of the City’s Emergency Operations Plan to ensure alignment with current best practices and emergency management standards.
• Countywide Hazard Mitigation Planning: Continue working with the Office of Emergency Services (OES), Emergency Medical Services (EMS), Human Services Agency (HSA), and other partners on the 2027 Multi-Jurisdictional Hazard Mitigation Plan update. • Community Emergency Access Assessment (AFN): Maintain active collaboration with public and private agencies on initiatives related to emergency planning, preparedness, response, mitigation, and recovery.
• NIMS Training: Continue tracking and maintaining compliance with National Incident Management System (NIMS) training requirements for employees assigned to EOC roles. • DisasterLAN Training: Coordinate training sessions for designated staff on the DisasterLAN communications system to strengthen emergency coordination and situational awareness. • Participate regularly in Ventura County Operational Area Emergency Coordinators meetings to share information and strengthen interagency coordination.
• Conduct key preparedness activities including the annual EOC tabletop exercise, Great ShakeOut “Drop-Cover-Hold” drill, and City Hall evacuation drill. • Continue updating and enhancing emergency operations center (EOC) technology and equipment to support efficient emergency response and coordination.
• Key Project Implementation: Complete priority projects, such as:
◦ Providing annual emergency preparedness training for City employees ◦ Establishing clear emergency activation procedures
◦ Expanding VC Alert registration to all employees
◦ Enhancing mutual aid agreements for emergency transportation ◦ Finalizing an on-call agreement to support emergency operations • Expand public education through community workshops and events focused on emergency preparedness, resilience, and response.
• Continue implementing a centralized system for managing and communicating with volunteers during emergencies.
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
109
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of in-person CERT trainings offered 1 1 Removed Removed Benchmark: 3
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of CERT participants who sign up for
the courses 21 21 Removed Removed
Number of participants who complete the two-
part course 21 21 Removed Removed
Benchmark: 65 / 65
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of staff who complete required
emergency preparedness and ICS/NIMS
training annually. 87.0% 87.0% 97.0% 100.0%
Benchmark: 100%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of emergency drills or full-scale
exercises conducted annually with participation
across multiple departments.
New
Measurement
New
Measurement
New
Measurement 2.00
Benchmark: 2
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of staff who complete required
emergency preparedness and ICS/NIMS
training annually. 87.0% 87.0% 97.0% 100.0%
Benchmark: 100%
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
110
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 91,080 $ 156,114 $ 176,601
Operational Charges 20,175 130,411 87,670
Allocations 15,751 23,326 34,142
EOC Totals $ 127,006 $ 309,851 $ 298,413
Full-Time Equivalent
Employees 0.90 0.85 0.80
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
111
MISSION
To provide financial management and reporting, budgeting, accounting, utility billing, cash management, and purchasing services for the City, the CSD, and the Successor Agencies (formerly the Camarillo Community Development Commission).
SERVICE
Services provided by the Finance Department include maintaining reliable accounting records, procurement of goods and services, payment of approved warrants, financial statement reporting, preparing the annual budget, prudent fiscal planning, and debt administration. Internal controls are established and maintained to ensure that the assets of the City are protected from loss, theft, or misuse, and to ensure that adequate accounting data allows for the preparation of financial statements in conformity with Generally Accepted Accounting Principles. Financial reports are used as a tool to measure the results of operations for a variety of purposes, both internal (periodic financial reports to the City Council, CSD, Successor Agencies, City Manager, and City departments) and external (reports to other government agencies for informational and legal-compliance purposes).
The cash management function is responsible for the prudent investment of City f unds. The City’s Investment Policy directs the investment of City monies with the following priorities established: 1) safety of principal, 2) liquidity necessary to meet daily cash flow requirements, and 3) maximized yield after the first two priorities are met. The Investment Policy is reviewed annually and is submitted to the City Council for approval. The Department of Finance administers the transient occupancy tax and utility billing programs.
SERVICE LEVEL TRENDS
The City will continue to monitor and evaluate the effects of budget changes to the community and the organization via the mid-year budget review. The Finance Department will continue to provide financial resources and data that enable our City departments to deliver core services more efficiently and effectively, while complying with City Council policies.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the FY 2024/25 Budget .
• Applied for and expected to receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Annual Comprehensive Financial Report (ACFR) for the Fiscal Year ended June 30, 2024.
◦ Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the ACFR for the Fiscal Year ended June 30, 2023.
• Completed a comprehensive water and wastewater rate study. • Implemented DebtBook debt tracking software as required by Governmental Accounting Standards Board.
• Coordinated and presented an operationally balanced budget. • Reviewed with City Council FY 2024/25 mid-year budget adjustments. • Led the Community Service Grant and Community Event Funding process. • Transitioned customer service for solid waste services to the City’s solid waste hauler. • Completed a comprehensive review and update of the City’s procurement policies. • Successfully outsourced the internal check printing process to J.P. Morgan Chase.
FINANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
112
GOALS AND OBJECTIVES FY 2025/26
• Continue to monitor legislation that could impact City revenues and expenditures. • Continue to research new sources of revenue generation. • Develop detailed investment and financial sustainability plans. • Invest City funds in accordance with City’s Investment Policy with no realized losses. • Coordinate the Water and Wastewater Rate Model rate review. • Develop financial best practices training plans for onboarding new employees. • Increase efficiencies with development and implementation of financial report writer and Procurement and Risk Management software.
• Continue efforts to modernize the Utility Billing process and increase paperless billing. • Explore strategies for evaluating a new ERP system.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain sound and conservative financial practices to ensure the fiscal sustainability of the City.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Receive GFOA Distinguished Budget Award Received Received Received Receive Benchmark: to receive the GFOA Distinguished Budget Presentation Award annually Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Produce ACFR to Council in December December December December December Benchmark: To complete year-end closing process and produce the ACFR for Council in December Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Rate of return on investment portfolio 1.86% 3.50% 4.20% 4.3% Benchmark: 4.3% (LAIF rate in March 2024)
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Maintain a committed General Fund reserve
level of 50% of the operating budget 50.0% 50.0% 50.0% 50.0% Benchmark: 50% per City Council Policy
FINANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
113
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Sanitary District Bond Rating AA+ AA+ AA+ AA+
Benchmark: AAA (Standard & Poor's)
Expenditures Fund No. 101
Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 1,370,343 $ 1,658,062 $ 1,408,730 Operational Charges 215,520 295,328 217,805
Allocations 215,256 222,211 265,476
Finance Totals $ 1,801,119 $ 2,175,601 $ 1,892,011
Full-Time Equivalent
Employees 8.25 8.45 7.35
FINANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
114
MISSION
Aligned with the City’s philosophy and goals, Human Resources partners with departments and the community to create programs and services that empower and support the City’s workforce. Through collaboration and innovation, we foster a workplace where everyone can thrive and deliver exceptional service to the public.
SERVICES
The Human Resources Department is dedicated to attracting, developing, and retaining a diverse and talented workforce that embodies and reflects the City’s Mission and Values. Human Resources provides and continues to expand a comprehensive training and development program designed to empower employees to grow skills, improve competencies, advance careers and contribute to the success of the City. The Department is responsible for administering competitive compensation, benefits, retirement, and workers’ compensation plans, while maintaining a dynamic classification and salary structure. The department also ensures fair and consistent application of the City’s personnel rules and policies, providing clear and appropriate guidance. Our Risk Management division identifies, assesses, and mitigates potential risks to protect City assets, ensure workplace safety, and support employee health and well-being. As stewards of workplace well-being, Human Resources promotes collaborative and effective employee relations programs by fostering open communication, addressing concerns and offering expertise and support. Our focus on succession-planning initiatives will ensure leadership continuity, knowledge transfer and long-term organizational resilience.
SERVICE LEVEL TRENDS
Human Resources will partner with departments to streamline recruitment processes and develop and implement succession plans to support organizational stability. Prioritizing the well-being and growth of employees, Human Resources will advance the development of a comprehensive Training and Development program to provide learning opportunities in leadership, supervision, technical skills and professional development.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Administered and monitored the Pay for Performance Plan. • Completed annual benefit enrollment process.
• Conducted over 21 employee recruitments.
• Onboarded 13 new employees and processed 11 employee separations. • Finalized the Comprehensive Classification and Compensation Study and implemented action items as directed by the City Council.
• Ensured our compensation and performance management process are designed and executed to maximize employee performance.
• Reviewed ancillary benefit program.
• Monitored the Teleworking Procedure to provide flexibility in work schedules, administered by the City Manager.
• Attended various career fairs to expand outreach to the Community regarding employment opportunities to the City.
• Managed the City’s Intern Program to provide progressive assignments to students interested in pursuing careers in the public sector.
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
115
GOALS AND OBJECTIVES FY 2025/26
• Review and enhance policies to ensure all employment policies and procedures are legal, inclusive, transparent, accessible, communicated and consistently applied. • Expand professional development by providing opportunities for skill development, cross-training, and leadership training through workshops, employee development plans and performance management program enhancements.
• Enhance the use of the applicant tracking system and finalize the implementation of the Performance Management module in NeoGov.
• Work with local colleges, trade schools, and the university to promote and hire interns under the formal Internship Program.
• Enhance the onboarding experience through a comprehensive program that fosters interdepartmental collaboration, promotes organizational culture, and offers inclusive New Employee Orientation sessions.
• 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.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain an effective workforce through competitive salaries, benefits, and training
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Worker's Compensation Incident Rate New Measure New Measure New Measure < 3 Benchmark: < 3 incidents per 100 employees annually
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Time to hire-average number of days from
requisition to start date New Measure New Measure 70 < 90 days Benchmark: < 90 days
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Turnover rate for City employees New New 10.0% < 10%
Benchmark: < 10.0%
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
116
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Average training hours per employee New Measure New Measure New Measure 15.0 Benchmark: 15 Hours
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Internal Mobility Rate-percent of vacancies
filled by internal promotion New Measure New Measure New Measure 50.0% Benchmark: 50.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Employee Engagement Survey-Score
measuring employee sense of inclusivity and
satisfaction New Measure New Measure New Measure 75.0%
Benchmark: > 75.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Average length of employment New Measure New Measure New Measure 5.0 Benchmark: > 5 years
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Benefit Utilization Rate-% of eligible
employees enrolled in health benefits New Measure New Measure New Measure 85% Benchmark: > 85%
Expenditures Fund No. 101
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
117
Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 427,759 $ 648,417 $ 781,125
Operational Charges 134,647 227,910 237,695
Allocations 34,548 79,910 65,009
Human Resources Totals $ 596,954 $ 956,237 $ 1,083,829
Full-Time Equivalent
Employees 1.40 1.60 1.85
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
118
MISSION
To facilitate the implementation of the City’s General Plan and Zoning Ordinance in order to improve the quality of life for the residents, promote the economic viability of the business community, maintain the quality of the environment, and preserve the character of the community. The Planning Division strives to develop standards and programs consistent with the goals of the General Plan and conducts a wide range of services to support the residents, businesses, City Council, Planning Commission and applicants..
SERVICES
Implements and updates the City’s General Plan, Specific Plans, and Camarillo Municipal Code (CMC); reviews and processes land use permit applications; conducts environmental analysis for projects as required under the California Environmental Quality Act (CEQA); provides complimentary consultations for development projects; schedules meetings and provides information to the Planning Commission and City Council; administers State and Federal grants; implements affordable housing programs; and assists citizens with affordable housing needs. The Division prioritizes providing professional and efficient customer service to the public through counter contacts, telephone and email inquiries, inspections, consultations, and other meetings.
For more information about the Community Development Department’s other services, please refer to the budget narratives for the Department’s Building and Safety, Code Compliance, and CDBG divisions.
SERVICE LEVEL TRENDS
During FY 2024/25, the Division continued to provide services and respond to public inquiries over the phone, by email and in-person. Several major projects were under construction in FY 2024/25, including the Mian Hotel/Conference Center, America’s Tire, Carmen Plaza renovation, Chick-fil-A, Central Plaza renovation, Rexford Industrial redevelopment, Palmera/Camarillo Village Homes (285 for sale townhomes and 24-unit mixed-use apartments), Camino Ruiz Apartments (385 units), Lennar Homes (159 for sale single-family residences), and 2800 Barry Street affordable housing project. The Division will continue to work closely with the developers on the completion of these projects during FY 2025/26.
Other projects are in plan check and are anticipated to start construction in FY 2025/26. A total of 548 new housing units were issued building permits in 2024 and construction will extend into FY 2025/26.
Long range planning and affordable housing development and programs are other priority areas. The Division continues to support economic development by attending consultation meetings with prospective developers and focus on efforts to increase efficiency and streamline City processes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• The Planning Commission reviewed 11 projects during FY 2024/25. New projects that were approved included construction of a drive-through coffee shop, Texas Roadhouse restaurant, and Tesla Collision Center.
• The Division continued to manage several large on-going commercial and residential development projects under construction.
• New projects that commenced construction in FY 2024/25 included kidSTREAM Children’s Museum, America’s Tire, Chick-fil-A, and House of Bamboo. • Sales offices opened for The Palmera Townhomes and Lennar Homes housing developments. • Construction was completed for the Vons Grocery store in Central Plaza, Rexford Industrial building, and new headquarters for Custom Packaging Supply.
• Assisted property owners impacted by the Mountain Fire in the recovery and rebuild process of homes that were damaged or destroyed.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
119
• Policy 7.01 was repealed by the City Council, which streamlines the review process for General Plan Amendments.
• Prepared updates to the Camarillo Municipal Code to maintain compliance with State law related to Accessory Dwelling Units, ministerial 10 units subdivisions, SB-9 units/lot splits, and public noticing requirements.
• Prepared updates to the Camarillo Municipal Code to implement objective design standards for new residential construction.
• Administered existing CDBG grant and applied for additional funding sources, including additional years of Permanent Local Housing Allocation (PLHA), Encampment Resolution Funding (ERF), and Home Investment Partnership Program (HOME). Of these, PLHA and ERF thus far were awarded for a total of approximately $8 Million in additional grant funding in addition to the regular CDBG entitlement. The ERF Grant was awarded to fund the construction of the nine-unit Very-Low Income Arneill Road Project.
• Updated Affordable Housing City Council Policies for purposes of streamlining, further promoting affordable housing, promote the extension of existing affordability covenants, and to maintain compliance with current state law. In response to the updates, two affordable units at risk of conversion to market rate were preserved.
• Updated the City’s Workforce Housing Downpayment Assistance Program Guidelines to widen the pool of eligible borrowers.
• Issued multiple Workforce Housing Downpayment Assistance Program loans after making updates to the program guidelines and taking direct administration of the program by City staff over from a consultant.
• Continued monitoring Affordable Housing Agreements and resolved occupancy violations with the homeowners.
• Acquired one market rate condominium unit and established a 55-year affordability covenant to make the unit affordable to lower income households as part of the City’s Affordable Housing Program. • Increased cooperation with Project Hope to identify affordable housing opportunities for homeless residents and assisted in the ongoing development of the Homeless Strategic Plan.
GOALS AND OBJECTIVES FY 2025/26
• Complete the Climate Action Plan.
• Complete the update to the General Plan Safety Element. • Update the Commercial and Industrial Zones of the Camarillo Municipal Code. • Implement updated zoning requirements for new off-sales of alcoholic beverages. • Select a consultant team and commence a comprehensive update to the General Plan. • Engage with property owners within Camarillo Commons and complete an updated market study.
Initiate an update to the Camarillo Commons Strategic Plan based on the recommendations of the market study.
• Continue to provide individual and expedited assistance to property owners in the Mountain Fire recovery and rebuild process.
• Continue to manage projects that are in plan check and under construction. • Process new development applications. It is anticipated that new commercial and residential development applications will be submitted and processed in FY 2025/26. • Convene meetings with the Landmark Committee and work with the developer to rehabilitate the Scholle Farmhouse.
• Process pending General Plan Amendment applications.
• Continue to work on implementation of OpenGov.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
120
• Administer the Permanent Local Housing Allocation Program (PLHA) to implement a First Time Homebuyer Down Payment Assistance Loan Program for income-eligible buyers. • Administer Community Development Block Grant (CDBG) funding for public services and eligible housing activities.
• Administer supplemental CDBG funding for COVID-19 response (CDBG-CV). • Continue to implement the City’s affordable ownership and rental housing programs. • Review and comment on HOME funding applications as a member of the HOME Consortium. • Continue monitoring compliance with Affordable Housing Agreements (rental and ownership) and addressing violations.
• Continue preparing General Plan Annual Progress Reports per State regulations. • Continue to track new housing-related legislature and identify necessary City actions to comply with new laws.
• Continue partnership with the Area Housing Authority of the County of Ventura and Many Mansions on the former Stock Lumber site for the purposes of providing affordable housing. • Continue working on the development of the City-owned infill site on Arneill Road for the purposes of constructing an affordable housing project.
• Continue working on the tax default property to use for affordable housing purposes. • Implement the various programs of the Adopted Housing Element. • Enact Legislative code amendment updates in response to changes in State law.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines 25.0% 86.0% Removed Removed Benchmark: 90.0% (Wednesday before meeting)
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Issue determination of application
completeness letter within 10 calendar internal
review days of file intake for all Wireless
Communication Facilities 33.0% 20.0% N/A 90.0%
Benchmark: 90.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of review Complete ADU Zoning
Clearance Applications within 3 business days 65.0% 90.0% 91.0% Removed Benchmark: 90.0%
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
121
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines
(Thursday before meeting) New New 50.0% 90.0%
Benchmark: 90.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of Zoning Approvals approved
within three business days New New 93.7% 90.0%
Benchmark: 90.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Review affordable rental applications within 1
business day New New New 90.0%
Benchmark: 90.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
TargetCommission that receive a decision within 45
days from date of applicant’s acceptance of
draft conditions. New New New 90.0%
Benchmark: 90.0%
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 1,968,613 $ 2,729,793 $ 2,688,886 Operational Charges 212,389 1,210,206 896,325
Allocations 292,369 347,644 499,629
Community Dev. Totals $ 2,473,371 $ 4,287,643 $ 4,084,840 Full-Time Equivalent
Employees 10.00 13.00 13.40
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
122
MISSION
To work in partnership with the people of Camarillo to promote and maintain a clean, safe, desirable living and working environment. Help maintain or improve the quality of Camarillo communities in three ways:
• Administer a fair and unbiased compliance program to correct violations of the Municipal Code and Land Use requirements.
• Incorporate City residents, neighborhood associations, public service agencies, and other City of Camarillo departments in a working partnership.
• Initiate special programs designed to resolve specific problems in Camarillo communities.
SERVICES
The Code Compliance Division seeks compliance with the Municipal Code and regulations related to the following:
• Property and landscape maintenance matters.
• Inoperable and abandoned vehicles on private property. • Blight (old furniture, car parts, appliances, broken windows, etc.) on private property. • Zoning Ordinances and Land Use requirements.
• Building Code Violations, including unpermitted construction, work without permits, violations of stop work notices.
• Nuisance properties and weed abatement.
• Business Tax Violations.
• Graffiti Abatement Program
• Sign Ordinance violations, banner violations, and related special signage inspections. • Smoking Ordinances and tobacco retailer inspections.
• Massage Establishment Permit Compliance
• Conditions of existing structures that constitute a clear and present danger to the public. • Home-based businesses and related inspections and permits. • Other related code compliance programs for compliance with ordinance standards.
The division maintains an excellent reputation for serving the public through personal contacts, telephone inquiries, personal inspections, meetings, and gaining voluntary compliance.
SERVICE LEVEL TRENDS
Levels of service are expected to continue to increase with the current state of the economy and property values. Service request trends mirror previous years, indicating continued growth for code compliance needs. This growth is demonstrated by the increase in service requests on a monthly basis and the added programs including massage establishment compliance checks, the graffiti abatement program, and proactive inspections of residential, commercial and industrial areas.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Administered and grew the Graffiti Abatement Program which included implementation of the volunteer program, continued usage of Graffiti Tracker application, and utilization of private property owner authorization for removal of graffiti on residential properties. • Implemented the Massage Establishment Permit program and continued assurance that all massage establishments have the required permit and adhere to the Camarillo Municipal Code, which includes conducting inspections with the Camarillo Police Department.
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
123
• Implemented new technology to improve efficiency and code case/inspection data such as utilizing Camarillo Connect to track all complaints.
• Worked with Economic Development to revise the Home Occupation Permit code language to be business friendly and reduce the number of inspections for office-based home businesses. • Conducted tobacco retailer education inspections with the Camarillo Police Department and Ventura County Health related to flavored tobacco products.
GOALS AND OBJECTIVES FY 2025/26
• Continue to facilitate use of administrative citations as appropriate, which focus on gaining voluntary compliance
• Bring forward issues and trends for discussion and direction from Council. • Continue the comprehensive proactive code compliance programs and develop new programs as necessary.
• Continue community-wide business outreach with the goal of developing an open line of communication and proactively meet the evolving needs of the community. • Work towards resolving long standing code compliance cases which may result in litigation, abatement processes, or receiverships.
• Continue to grow the Graffiti Abatement Program within the City and continue utilizing volunteers for graffiti removal.
• For the awarded tobacco grant, conduct 52 retailer inspections, two minor decoy operations per year, one shoulder tap operation per year, and education to all 52 retailers via mail and in person.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of cases achieving voluntary
compliance within a specified timeframe New 95.0% 97.1% 95.0% Benchmark: 98.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Business days to acknowledge complaints or
concerns reported in Camarillo Connect New New New 100.0% Benchmark: 1 business day
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Business days to close complaints or concerns
reported in Camarillo Connect. New New New 100.0%
Benchmark: 3 business days
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
124
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 626,745 $ 828,289 $ 903,535
Operational Charges 16,234 66,889 74,820
Allocations 234,603 312,187 229,007
Code Compliance Totals $ 877,582 $ 1,207,365 $ 1,207,362 Full-Time Equivalent
Employees 4.00 5.00 4.60
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
125
MISSION
To safeguard lives and property, and to respond to public concerns in a manner which promotes a community free from the fear of crime.
SERVICES
Provide 24 hour police services and continue efforts to avail officers for proactive patrol while promoting a zero tolerance approach to fight crime. This is further accomplished by incorporating technological innovation and by employing civilian employees to perform non-hazardous duties. • Prevent crime.
• Enforce laws, including traffic laws and City Ordinances. • Respond to calls for service, both criminal and non-criminal. • Investigate crime.
• Apprehend offenders.
• Build and maintain positive relationships with community members. • Facilitate problem-solving community partnerships (Community Oriented Policing). • Educate the public regarding crime prevention and traffic safety.
SERVICE LEVEL TRENDS
In 2023, the City of Camarillo, through a contract with Ventura County Behavioral Health, continued to partner with a case worker to our Project HOPE program. We also began contracting with the Ventura County Health Care Agency to partner with a case worker for our Project HOPE program. Both of these partnerships are a co-responder partnership that pairs a full-time deputy sheriff and full-time case workers to respond to calls for service involving homelessness and some mental health related calls. The goal of the program is to identify high risk homeless or those about to become homeless, quickly link individuals with resources available through Behavioral Health and the Health Care Agency, and increase the effectiveness of the program by having a single point of contact for case management of clients.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Obtained funding for additional fixed Automated License Plate Readers (ALPRs) in high retail theft areas like the Outlet Malls, Target and Home Depot. Cameras in the area will assist in detecting known criminals in the area before crime occurs, ultimately allowing us to address individuals before crime occurs.
• Continued to partner with City Code Compliance in completing random compliance checks of massage establishments to ensure compliance with Camarillo ordinances. • Conducted multiple tobacco / vape sting operations at businesses to deter the selling of these products to minors.
• Conducted “Active Shooter” training at various city locations, including schools. • Conducted DUI education programs at three local high schools. • Continued the interaction and instruction with schools and community on current issues, such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. • Partnered with Saving Lives Camarillo Coalition to educate students and the overall community on the dangers of drug use among our youth with an emphasis on opioids. • Worked to locate more convenient location for One Stop – Homeless outreach event. • Partnered with VCBH and VCHCA – through a grant and city funding to continue with a full time Behavioral Health case worker and added a Health Care Agency Case Worker to assist with our service resistant homeless population.
• Provided Fraud and Scam Prevention presentations to Camarillo's senior population. • Secured funding through the Ventura County Transportation Commission (VCTC) to purchase new message board trailers to be deployed throughout the city to inform citizens on traffic issues.
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
126
• Community Resource Unit revamped “Coffee with the Cops” meet and greets at local businesses for increased public engagement. The events include providing information to the public on things like fraud prevention, domestic violence, human trafficking, mental illness, etc. • Collect discarded pharmaceuticals at the station drop off bin and visits twice a year to Leisure Village for additional collections – which yield thousands of pounds each year of unused prescriptions.
GOALS AND OBJECTIVES FY 2025/26
• Build and maintain relationships with the public in order to increase trust and transparency. This will be done through outreach programs like Coffee with a Cop, Citizen Academy, ride-along, Read Across America, and other programs that increase positive interactions between the police and the public.
• Increase partnerships with local non-profits for after school activities, education and interactions with children.
• Maintain interaction and instruction in schools and community on current issues such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. ▪ Obtain grant funding to install Opticom devices at Camarillo intersections to speed emergency response and enhance safety of first responders and community members. ▪ Increase partnerships with non-governmental organizations through our Project HOPE program to continue addressing the needs of homeless in our community. ▪ Continue to develop efficient communication with neighboring police agencies to better combat crime and develop leads to solve crimes – Using ILP – Intelligence Led Policing. ▪ Deter the sale of alcohol/vape products to minors by conducting enforcement stings at local businesses.
▪ Traffic Unit to work with elementary and middle schools in areas of high volume of traffic calls for service at peak times – work on strategy to reduce traffic related issues and congestion on local streets.
▪ Conduct Start Smart class and Senior Driving Safety classes for new drivers and for elderly drivers in an effort to reduce traffic collisions.
▪ Work with Outlet Mall management and their security team to enhance video surveillance at the location.
▪ Purchase a Command Post to utilize at community outreach events.
Police Services' Performance Measures are tracked on a calendar year, rather than fiscal year basis.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure 2022 Actual 2023 Actual 2024 Actual 2025 Target Average response time to Priority calls (min.) 7.11 7.03 7.19 < 7 Benchmark: 7 minutes from call received to deputy on scene
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
127
Measure 2022 Actual 2022 Actual 2024 Actual 2025 Target Number of Coffee with a Cop events hosted 10 10 12 14
Benchmark: 10 events
Measure 2022 Actual 2023 Actual 2024 Actual 2025 Target Number of Citizen Academy events hosted 1 2 2 2
Number of Participants 22 20 49 40
Benchmark: 2 events with 20 participants
Measure 2022 Actual 2023 Actual 2024 Actual 2025 Target Increase Social Media posts for public
education and crime prevention 10 12 15 12
Benchmark: 10 monthly (Twitter & Nextdoor)
Measure 2022 Actual 2023 Actual 2024 Actual 2025 Target Conduct DUI education / prevention events at
local high schools 3 3 3 3
Benchmark: 3
Measure 2022 Actual 2023 Actual 2024 Actual 2025 Target Maintain low Uniform Crime Report Part 1
offenses per 1,000 residents 13.55 13.71 N/A (NIBRS) N/A (NIBRS) Benchmark: < 13
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 219,339 $ 179,438 $ 244,827
Operational Charges 18,503,695 21,357,583 21,673,505 Grants/Allocations 319,266 338,617 357,290
Police Services Totals $ 19,042,300 $ 21,875,638 $ 22,275,622
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
128
MISSION
To train and equip citizen volunteers to assist in responding to various disasters including earthquake, hazardous material incidents, fires, floods, transportation disasters, and terrorism.
SERVICES
The Disaster Assistance Response Team (D.A.R.T.) program is supervised by Camarillo Police personnel, who coordinate their training and exercises. Approximately 20 volunteers are participating in the program. D.A.R.T. members receive training in areas such as Communications, Emergency Operations Center Support, First Aid/CPR, Medical Emergencies, Cribbing and Shoring of Collapsed Structures, Fire Apparatus Familiarization, Traffic and Crowd Control, Outdoor Search & Rescue, Helicopter Field Operations, and Dams and Flood Control. The D.A.R.T. program also equips and maintains an Emergency Response Vehicle (ERV) and a new trailer containing emergency equipment and supplies, built in generator, lighting, hand-held radios, television, HD satellite dish, air conditioning, computer and printer.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Provided pedestrian and vehicle traffic control for City-sponsored and other community events, including July 4 th Celebration, CSUCI Commencement, Chili Cook-off, Camarillo High varsity football games, Taste of Camarillo, and the Holiday Parade. • Staffed informational booth and acted as a first aid station at the Fiesta, several 5K/10K races, City Emergency Expo, CSUCI Safety Expo, and other civic events. • Attended several specialty training opportunities with the VCSO and VCFD. • Participated in patrol ride-alongs, assisted police officers with missing person searches and routine tasks such as traffic control at accident scenes.
• Presented information regarding earthquake and other emergency preparedness to community groups including civic clubs, neighborhood organizations, and church groups. • Provided instruction at Community Emergency Response Team (CERT) training.
GOALS AND OBJECTIVES FY 2025/26
• Continue training and maintaining readiness to respond to natural and other disasters, and broaden training to include response to possible acts of terrorism or mass casualty events. • Continue involvement with CERT training program and utilize relationship to help recruit potential DART applicants.
• Continue providing immediate medical care, disaster preparedness information, traffic and crowd control and aid Camarillo deputies while at City-sponsored and civic community events. • Expand role in Camarillo community and County wide, to assist with emergencies, disasters and at critical incidents.
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Operational Charges $ 10,152 $ 7,480 $ 7,480
Allocations 26,931 103,868 42,285
D.A.R.T. Totals $ 37,083 $ 111,348 $ 49,765
DISASTER ASSISTANCE RESPONSE TEAM (D.A.R.T)
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
129
MISSION
To provide an unsurpassed quality of service while executing our permit process to the best of our ability.
Building and Safety ensures that all construction in the City of Camarillo is built to the most current Building, Mechanical, Electrical and Plumbing Code. We are in constant communication with Community Development, Public Works and all other agencies to make sure the citizens and visitors of Camarillo have a safe place to live, work, and play.
SERVICES
The Building and Safety Division provides a number of services including Building Inspections, Building, Plumbing, Mechanical and Electrical Permit issuance, Building Plan Checks and Public Record Requests.
SERVICE LEVEL TRENDS
It is expected that service trends will become more consistent as the economy levels out and construction activity stabilizes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Issued Building Permits for Lennar – Springville (Tract 5671M(3), RPD-195). • Issued Building Permits for Williams Homes -Palmera (Tract 5969, RPD-196). • Issued all Building Permits for Camino Ruiz Apartments (RPD-201). • Issued Building Permits for the eight townhomes on the Barry Street Project (Habitat for Humanity). • Finalized Building Permits for Central Plaza including portions of the façade upgrades, tenant improvements and the new Vons building (CPD-6M(23)).
• Finalized Building Permits for model homes and beginning phases of Lennar Springville (Tract 5671M(3), RPD-195).
• Finalized Building Permits for model homes and beginning phases of Williams Homes -(Tract 5969, RPD-196).
• Maintained superior level of service.
GOALS AND OBJECTIVES FY 2025/26
• Review equipment needs to complete transition to electronic storage of records. • Implement electronic plan submittal and electronic plan review - OpenGov. • Continue to respond to Public Records Request.
• Continue with Mobile Home Park inspections.
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
130
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Complying with requested inspections within 1
business day 95.0% 95.0% 99.0% 95.0%
Benchmark: > 1 business day
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
10 days for first review of Plan Check 95.0% 100.0% 95.0% 95.0% Benchmark: 90.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
5 days for second review of Plan Check 95.0% 100.0% 98.0% 95.0% Benchmark: 90.0%
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Operational Charges $ 1,138,728 $ 1,961,100 $ 1,975,634 Allocations 177,468 186,382 187,210
Building & Safety Totals $ 1,316,196 $ 2,147,482 $ 2,162,844
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
131
MISSION
To provide the highest standard of design, construction, operations, and maintenance of the City’s infrastructure. To provide the highest degree of professionalism in delivering the many essential services provided by the department.
SERVICES
Public Works includes multiple divisions providing water delivery, wastewater collection and treatment, storm water control, traffic management, landscaping, street maintenance, land development review and permitting, engineering design, construction oversight, inspection, and administration. More detail is provided in the respective funds for each division.
SERVICE LEVEL TRENDS
Service levels have remained high with significantly greater demands being placed on the department.
These demands include more stringent regulations, increased purchasing requirements, increasing population, expanding infrastructure, diminishing state and federal revenue sources, and difficulty in recruiting technical staff.
MAJOR ACCOMPLISHMENTS FY 2024/25
Completed projects include the following with additional accomplishments listed in the division funds:
• Completed Construction of the Road Rehabilitation Project (ST-5123). • Completed Final Design and initiated Construction of the Annual Resurfacing Project (ST-5069). • Initiated and made progress on the Construction of the Dizdar Park Renovation and Expansion Project (CP-5095).
• Completed Construction of the City Hall Council Chambers Remodel Project (CH-09-01). • Completed Construction of the Chemical System Improvements Project (SS-5078-1). • Completed Construction of the Desalter Detention Basin Improvements Project (WT-11-01). • Completed Construction of the Desalter Water Diversion Project (WT-11-01). • Completed Construction of Biosolids Belt Filter Press and Conveyor Installation (MC-2022-1). • Initiated Construction of the Citywide Advanced Metering Infrastructure Project (WT-5080). • Completed Construction of Pump Station No. 3 Improvements Project (SS-13-04). • Initiated Construction of the Sewer Improvements per SSMP Project (SS-5043). • Initiated Construction of Wash Water Recovery Unit Cover Addition (MC-2024-3). • Completed Final Design and Construction of the Lewis Road to Flynn Road Sewer Project (SS-14-01).
• Completed Final Design of the Dawson Drive to Metrolink Station Sewer Project (SS-14-02). • Completed Construction of the Interim Plant Buildings Improvements Project (SS-5076). • Completed Final Design and Construction of the Stormwater Trash Compliance Project (SD-5032). • Completed the Preliminary Design of the Pleasant Valley Road Sewer Forcemain Project (SS-5037). • Initiated Design of the Desalter Standby Well Project (WT-11-01). • Initiated Design of the Well E Project (WT-5101).
• Initiated Design of the 2025 Annual Resurfacing Project (ST-5088). • Initiated Design of Hardscape and Sidewalk Renovation and Street Tree Replacement Projects (ST-5113 and LS-5112).
• Initiated the Inspection and Seismic Evaluation for the Reservoir Coatings Project (WT-5044). • Made significant progress on Conceptual Design for the Charter Oak Pump Station Nos. 1 & 2 Project (WT-5081).
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
132
• Progressed Design of the Daily Drive/101 Freeway Sewer Improvements Project (SS-10-03). • Completed Environmental Phase (CEQA/NEPA) for the Bridge Replacement at Las Posas Road and Ventura Boulevard Project (SD-5052).
• Initiated Design of the Storm Drain Rehabilitation Project (SD-5115). • Made significant progress on Conceptual Design for the Water Reclamation Plant Projects (SS-5118 and SS-5119).
• Completed Design of Wastewater System Generator Replacement Project (SS-5120). • Progressed Design of Central Avenue Bike Lanes Project (ST-5102 GOALS AND OBJECTIVES FY 2025/26
• Complete Construction of the Annual Resurfacing Project (ST-5069). • Complete Final Design and Initiate Construction of the Annual Resurfacing Project (ST-5088). • Complete Construction of the Dizdar Park Renovation and Expansion Project (CP-5095). • Complete Construction of the Sewer Improvements per SSMP Project (SS-5043). • Complete Construction of Wash Water Recovery Unit Cover Addition (MC-2024-3). • Complete Final Design of Sludge Pump Station Improvements Project (SS-5164). • Make significant progress on Design of the Hardscape and Sidewalk Renovation and Street Tree Replacement Projects (ST-5113 and LS-5112).
• Complete the Water Reservoir Coating Inspection and Seismic Evaluation Project (WT-5044) • Initiate Construction of the Pleasant Valley Road Bike Lanes Project (ST-5006). • Complete Construction of the Base Bid for the Citywide Advanced Metering Infrastructure Project and Initiate Construction of Additive Alternate Bid 1 (WT-5080). • Complete Final Design and Initiate Construction of the Dawson Drive to Metrolink Station Sewer Project (SS-14-02).
• Make significant progress on Design of the Well E Project (WT-5101). • Complete Design of the Well Drilling Phase of the Desalter Standby Well Project (WT-11-01). • Complete Conceptual Design for the Charter Oak Pump Station Nos. 1 & 2 Project (WT-5081). • Make significant progress on Final Design of the Bridge Replacement at Las Posas Road and Ventura Boulevard Project (SD-5052).
• Complete Design of the Storm Drain Rehabilitation Project (SD-5115). • Make significant progress on Conceptual Design for the Water Reclamation Plant Upgrades Projects (SS-5118 and SS-5119).
• Complete Final Design and Initiate Construction of the Wastewater System Generator Replacement Project (SS-5120).
• Initiate Design of Water Reclamation Plant Entrance Road Improvements (SS-5161). • Complete Environmental Phase and Initiate Final Design of Central Avenue Bike Lanes Project (ST-5102).
• Complete Final Design and Initiate Construction of the Utility Undergrounding Project (ST-12-01). • Finalize Public Works Department OpenGov online permitting modules. • Finalize and implement electronic plan check system for Public Works Department led review of private development projects.
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
133
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Roadway lane miles resurfaced 75 75 50 100
Benchmark: Measure parameters unique to Camarillo. City maintains approx. 475 lane miles
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of Capital Project Goals and
Objectives completed 70.0% 70.0% 88.0% 80.0%
Benchmark: 80.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of Encroachment Permits issued 277 256 280 260
Percentage of Encroachment Permit application
packages reviewed within 2 business days 96.0% 95.0% 95.0% 95.0% Benchmark: To complete review of properly completed Encroachment Permits within 2 business days
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of Plan Checks Completed 116 133 140 120
Percentage of Plan Checks completed within 30
business days 95.0% 95.0% 95.0% 95.0%
Benchmark: To complete review of properly completed Plan Check submittals within 30 business days Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 1,162,382 $ 1,160,599 $ 1,149,336 Operational Charges 677,032 967,351 831,050
Allocations 373,507 339,860 345,501
Administration Total $ 2,212,921 $ 2,467,810 $ 2,325,887 Full-Time Equivalent
Employees 10.00 10.10 10.85
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
134
MISSION
To provide the highest standard of design, construction, operation, and maintenance of the City’s transportation system. To deliver the best level of service for mobility and safety to the residents and businesses of the community.
SERVICES
• Oversee the transportation system, including operation and maintenance of traffic signals. • Review and approve design and construction plans for traffic signals, roadway signs, curb zone markings, roadway striping and pavement markings.
• Review traffic impact studies, conditions of approval, and site plans of proposed developments. • Collect and analyze traffic data and monitor traffic conditions. • Calculate intersection levels of service and forecast traffic growth. • Calculate and review Vehicle Miles Traveled for roadway segments. • Coordinate traffic control plans for construction projects and special events on City Streets. • Support development and construction of capital improvement projects.
SERVICE LEVEL TRENDS
High level of service remains stable even with diminishing state and federal revenues.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Updated Speed Zone Surveys as required by California Law. • Upgraded radio communication between coordinated traffic signal systems and City Hall. • Expanded LED traffic signal lamp replacement program to achieve cost savings. • Implemented program to upgrade and maintain illuminated street name signs (ISNS) at traffic signals including beginning removal project of 8’ ISNSs and installation of safety cables on mast arm hung signs.
• Facilitated intersection construction and activation of signals at Ponderosa/Springville Dr and Camarillo Center Dr/Ventura Blvd.
• Enhanced pedestrian safety at six locations with the installation of Accessible Pedestrian Signal (APS) audible pushbutton systems.
• Installed pedestrian crossing with push button activated flashing beacons at Bridgehampton/Via Rosal, Adolfo/Almendro Way, and Village at the Park/Warwick. • Acquired and deployed Speed Feedback Awareness signs. • Submitted application for Safe Streets and Roads For All (SS4A) Federal Grant. • Installed student drop-off/pick-up lane adjacent to Adolfo Camarillo High School. • Painted all signal heads, pedestrian heads, and pushbutton housings along both the Las Posas and Santa Rosa Rd corridors, including the installation of reflective yellow borders on all signal heads. • Installed GPS activated emergency preemption (Opticom) throughout city • Installed new video detection systems at Las Posas/Daily, Las Posas/Ponderosa West, Central/Del Norte, Ventura/Las Posas, and Las Posas/Calle La Guerra. • Added eastbound protected left turn at Adolfo/Flynn.
• Retrofitted traffic signal safety lamps from high pressure sodium bulbs to more efficient LED bulbs.
GOALS AND OBJECTIVES FY 2025/26
• Upgrade aging traffic signals in cost-effective manner. • Continue preventative maintenance program to ensure optimal traffic signal operations.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
135
• Continue program to upgrade and maintain ISNSs at traffic signals including removal of 8’ ISNSs at five locations and installation of safety cables on mast arm hung signs throughout city. • Plan appropriate land uses and streets/bikeways infrastructure to accommodate present and future needs.
• Support implementation of the Local Roads Safety Plan including flashing yellow left turn arrow operation, reflective yellow borders on signal head backplates, leading pedestrian intervals, and other recommendations deemed appropriate.
• Support future traffic signal construction at Verdugo/Camino Ruiz. • Support future traffic signal construction at Costco intersection. • Update Traffic Maps including AM/PM Peak Hour Volumes, Average Daily Traffic and Speed Limits.
• Install Emergency Vehicle Preemption at traffic signals on Caltrans locations. • Install new traffic signal controllers to enable Adaptive Signal Control. • Acquire and deploy additional automated traffic Radar/Counting devices. • Install APS audible push button systems at an additional 8 locations throughout the city. • Installation of three video detection systems at Pleasant Valley/Las Posas, Arneill/Las Posas, and Arneill/Ponderosa.
• Paint all signal heads, pedestrian heads, traffic signal poles, and pushbutton housings, including the installation of reflective yellow borders on all signal heads at ten locations along Arneill, Ponderosa, and Carmen Drive.
• Install a Rectangular Rapid Flashing Beacon crosswalk at Rocklyn and Arneill • Upgrade pedestrian crosswalk at Mission Oaks/Adolfo Camarillo High School. • Install generator transfer switches at all Traffic Signal service throughout city.
Expenditures Fund No.101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 700,404 $ 829,907 $ 1,026,855
Operational Charges 475,127 806,950 639,950
Allocations 200,111 198,961 236,921
Traffic & Signal Maint. Total $ 1,375,642 $ 1,835,818 $ 1,903,726 Full-Time Equivalent
Employees 3.25 3.35 3.95
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
136
MISSION
To implement a comprehensive and cost-effective stormwater pollution control program to reduce pollutants to the maximum extent practicable and ensure compliance with the City’s Municipal Stormwater Quality National Pollutant Discharge Elimination System (NPDES) Permit CAS004004, Order No. R4-2021-0105, which became effective September 11, 2021. To efficiently and effectively maintain storm drain facilities including inlets, earthen ditches, and underground piping systems.
SERVICES
The stormwater quality program is implemented using contract services to manage the City’s Stormwater Program. Current primary activities include:
• Inspection and cleaning of storm drain inlets, basins, and ditches. • Investigation of reported illegal discharge violations and screening of drainage outfalls. • Inspection of industrial facilities, automotive facilities, laundries and nurseries, food service facilities, post-construction treatment devices, and construction sites for stormwater regulation compliance.
• Education of the residential, commercial, and construction communities on pollution prevention. • Presentations at schools and community events on stormwater quality. • Conduct volunteer events for cleanup of local waterways. • Plan review and conditioning of land development projects for stormwater quality compliance, and erosion and sediment control measures.
• Compliance with Basin Plan Amendments for Total Maximum Daily Loads (TMDLs) for the City’s urban and municipal storm drain system discharges. • Completion of periodic reports to the Water Resources Control Board, as required by the Municipal Stormwater (NPDES) Permit.
• Once approved, assist with implementation of a Watershed Management Program in conjunction with the Countywide Stormwater Program and as required by the current Municipal Stormwater NPDES permit.
SERVICE LEVEL TRENDS
Service level trends are subject to weather and mandates from the Water Resources Control Board but have been generally stable.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Adhered to the requirements specified in the Municipal Stormwater NPDES Permit in Fiscal Year 2024/25. Exceedances for chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash Subwatershed sources continue to be investigated.
• Stormwater management activity included: storm drain maintenance; storm water quality inspections of commercial, industrial, and construction facilities; inspection of post-construction treatment devices; illicit discharge responses; development review; annual reporting in compliance with NPDES and TMDL requirements; and public-outreach activities. • Completed installation of all MS4 permit required full trash capture screens in city storm drain catch basins located in high priority land use areas.
• As required by the current Municipal Stormwater NPDES Permit, developed a Watershed Management Plan in conjunction with the Countywide Stormwater Program and submitted it to the Los Angeles Regional Water Quality Control Board on September 11, 2023. As of March 2025 the City is still awaiting Regional Board approval of the Watershed Management Plan.
PUBLIC WORKS - STORMWATER MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
137
• Completed screening of City storm drain outfalls as required by the current Municipal Stormwater NPDES Permit. During the initial screening event, no MS4 major outfall was observed to have flows greater than 10 gallons per minute. Staff will continue to screen outfalls as necessary.
GOALS AND OBJECTIVES FY 2025/26
• Fully meet requirements specified in the current Municipal Stormwater NPDES Permit, and prepare annual reports to the Los Angeles Regional Water Quality Control Board on stormwater-related activities.
• Meet compliance deadlines of adopted TMDLs.
• Continue to investigate sources of chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash and Calleguas Subwatersheds as needed.
• Maintain the City's storm drain system to comply with the City's Municipal NPDES Permit with no violations.
• Continue screening of outfalls as required by the current Municipal Stormwater NPDES Permit.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of Stormwater Inspections Completed 4,522 3,995 3,531 4,000 Benchmark: 4,000 (as required by National Pollutant Discharge Elimination System (NPDES) permit) Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 124,635 $ 115,548 $ 134,447
Operational Charges 860,456 1,337,505 1,209,607
Allocations 50,088 69,021 66,291
Storm Water Management Total $ 1,035,179 $ 1,522,074 $ 1,410,345 Full-Time Equivalent
Employees 0.55 0.55 0.60
PUBLIC WORKS - STORMWATER MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
138
MISSION
To maintain the City’s streets, sidewalks, and other public right-of-ways. To provide safe and pleasant thoroughfares for the public.
SERVICES
Professional, proactive Street Maintenance with a strong customer service focus. Services include repairs to streets, sidewalks, curbs, gutters, storm drains, pavement markings, and City signage.
SERVICE LEVEL TRENDS
Maintain City Streets and sidewalks with a proactive work plan that will result in keeping those assets in the best condition possible lessening the need to spend unnecessary city funds and maximizing pavement and sidewalk life cycles.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Repainted and upgraded 27 street name monument signs along Santa Rosa Road, Adolfo Road, Ponderosa Drive, and Las Posas Road.
• Responded to emergencies immediately.
• Removed and replaced 3,600 square feet of damaged sidewalks at 38 locations. • Ground 200 sidewalk lifts.
• Replaced 4 storm drainpipes along Mission Drive.
• Provided traffic control and closed roads during the Mountain Fire in a safe and efficient manner. • From 1/1/2024 – 12/31/2024, the Asphalt/Concrete Crew, Signs and Markings Crew, and Customer Service completed 408 service requests from the public and 2,819 work orders in SeeClickFix. • Removed, replaced, and installed a total of 294 signs. • Removed graffiti at 651 locations totaling 3,693 square feet. • Consistently abated reported graffiti on City assets within 48 hours and in most cases 24 hours of being reported.
GOALS AND OBJECTIVES FY 2025/26
• Inventory and replace faded street name signs citywide. • Continue to respond to emergencies immediately.
• Continue to inventory sidewalks throughout the city to identify damaged sidewalks; grind locations found with less than a two-inch lift, and schedule and create projects to replace sidewalks that have greater than two-inch lifts.
PUBLIC WORKS - STREET MAINTENANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
139
Expenditures Fund No. 101
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Salaries and Benefits $ 1,856,517 $ 2,029,717 $ 2,017,691 Operational Charges 195,132 346,300 389,700
Allocations 800,056 938,666 921,861
Capital Expenditures 34,997 65,000 —
Street Maintenance Total $ 2,886,702 $ 3,379,683 $ 3,329,252 Full-Time Equivalent
Employees 11.25 11.30 11.40
PUBLIC WORKS - STREET MAINTENANCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
140
MISSION
Maintain a high level of quality of life for residents and business community by providing cultural and entertainment activities.
SERVICES
Provide funding assistance to various organizations which provide cultural and entertainment activities to the citizens; maintain Constitution Park facilities; operate and maintain the City-owned historic Camarillo Ranch House. The organizations supported in part by the City within the Cultural Arts Budget are:
• Constitution Park
• Camarillo Health Care District
• Boys and Girls Club
• Interface 211
• Summer Concerts Series (PVRPD)
• Old Town Heritage Days
• Studio Channel Islands (SCIART)
• Pleasant Valley Historical Society
• Senior Nutrition Program
• Former Library Site
• July 4th Celebration
• Christmas Parade (PVRPD)
• Dizdar Park
• Old Court House
• Camarillo Wings Association
SERVICE LEVEL TRENDS
Service demands continue at high levels for assistance in providing grants to local organizations.
Annually, the City Council considers funding requests through the budget process for community events and activities.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Provided financial assistance to various nonprofit organizations.
GOALS AND OBJECTIVES FY 2025/26
• Continue providing financial assistance to local organizations. • Continue management of the annual July 4th Fireworks Show. • Evaluate current City Council policies and update as necessary to clarify and facilitate the process.
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
141
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Community Grants $ 81,017 $ 150,000 $ 214,338
Community Support 35,298 59,000 59,000
Community Events 236,124 415,937 301,720
Community Support Totals $ 352,439 $ 624,937 $ 575,058
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
142
MISSION
To empower and enrich lives through compassionate and comprehensive community support, and foster a resilient community by providing accessible resources, programs, and services that promote well-being, equity, and opportunity for all residents of Camarillo.
SERVICES
• Encampment Resolution Fund Grant (ERF) – Secured $7.3 million in funding through the Encampment Resolution Fund grant to implement a comprehensive strategy that addresses Camarillo’s highest concentration of homelessness along Pleasant Valley Road. The grant will fund street outreach, case management and supportive services, interim housing, and the development of 9 units of permanent supportive housing on Arneill Road.
• Homelessness Strategic Plan - Initiated the development of the City of Camarillo's first comprehensive Homelessness Strategic Plan, including conducting a community input session, launching a community-wide survey, implementing targeted surveys for persons with lived experience of homelessness, and facilitating stakeholder interviews and focus groups to ensure diverse perspectives inform the plan.
• Camarillo Hotel Voucher Program – Provided emergency shelter and supportive services to 27 individuals, including 3 children, who were experiencing long-term homelessness in Camarillo. • Transitions to Permanent Housing – Collaborated with multiple County agencies to support 29 unhoused individuals in transitioning to permanent housing. • Outreach and Contacts – The Project HOPE homeless outreach team engaged in 2,247 repeated interactions with 189 homeless individuals in Camarillo. Among these individuals, 83% accepted various services such as emergency shelter, food, mental health support, substance abuse treatment, transportation, and more.
• Camarillo Homelessness Collaborative – The Camarillo Homelessness Collaborative, facilitated by the City and Project HOPE, brought together a diverse group of stakeholders, including the Ventura County Sheriff's Office, faith organizations, local businesses, healthcare providers, schools, and non- profits, to address homelessness through a coordinated, resource-sharing approach. Recent activities included Food Share’s coordination with local pantries and the promotion of their "Find Food Now" app feature to ensure equitable food access for homeless individuals. United Way of Ventura County supported permanent housing placements by covering security deposits for Camarillo families transitioning out of the Camarillo Hotel Voucher Program. • Healthy Camarillo – 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.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Homeless Housing, Assistance and Prevention Grant (HHAP) – Secured $735,000 in funding through the Homeless Housing Assistance and Prevention (HHAP) grant to launch the Camarillo Hotel Voucher Program which provides temporary hotel stays to those experiencing chronic homelessness in Camarillo.
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
143
• Camarillo Hotel Voucher Program – Provided emergency shelter and supportive services to 19 individuals, including 5 children, who were experiencing long-term homelessness in Camarillo. • Transitions to Permanent Housing – Collaborated with multiple County agencies to support 14 unhoused individuals in transitioning to permanent housing. • Outreach and Contacts – The Project HOPE homeless outreach team engaged in 1,537 repeated interactions with 208 homeless individuals in Camarillo. Among these individuals, 184 accepted various services such as emergency shelter, food, mental health support, substance abuse treatment, transportation, and more.
• Camarillo Homelessness Collaborative – The Camarillo Homelessness Collaborative was launched to facilitate partnership-building, resource pooling, and idea development to address homelessness in the City, with primary objectives focused on collaboration, coordination, and communication among participants. Led by staff from both the City and Project HOPE, the collaborative effort involves diverse stakeholders, including the City of Camarillo, the Ventura County Sheriff's Office, faith communities, nonprofits, businesses, healthcare, and the school district.
GOALS AND OBJECTIVES FY 2025/26
• Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues through a Homelessness Strategic Plan. • Maintain the City’s involvement and 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, the City’s response to homelessness and mental health issues.
• Foster comprehensive community wellness through strategic initiatives that create a foundation of physical, mental, and social health for all residents, ensuring equitable access to resources and opportunities for healthy living.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of repeated contacts with homeless
individuals. New 1,537 2,247 2,584
Benchmark: Increase from previous year by 15%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of sheltered homeless individuals from
Point In Time Count. New 9 11 13
Benchmark: Increase from previous year by 20%
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
144
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of homeless individuals successfully
placed into stable housing (permanent or
transitional). New 14 29 33
Benchmark: Increase from previous year by 15%
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 4,894 $ 224,777 $ 229,989
Operational Charges 188,058 527,647 657,600
Allocations — 19,956 32,797
Community & Human Services Totals $ 192,952 $ 772,380 $ 920,386 Full-Time Equivalent
Employees — 1.00 1.00
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
145
MISSION
To provide a safe, healthy, clean, and comfortable environment for Camarillo residents.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and two City owned parks.
SERVICE LEVEL TRENDS
The Former Library site is vacant except for a small portion which is leased to kidSTREAM, minimal maintenance is performed to the building and the landscape is maintained. The Old Courthouse building is vacant, the farmer’s market uses the restrooms for their Saturday event, minimal maintenance and landscape service is performed. The Chamber of Commerce building is also vacant and is not being utilized. Per the lease agreement with the Pleasant Valley Historical Society, minimal service is provided to the building. Constitution Park and Dizdar Park are maintained at a high level.
MAJOR ACCOMPLISHMENTS FY 2024/25
• The City reached an agreement on the sale of the Former Library property to kidSTREAM. • Removed and installed new wood and painted the Constitution Park Rose Garden trellis. • Replaced the lights at the Constitution Park Pavilion stage with LED lighting. • Replace a portion of the Old Courthouse Building roof. • Upgraded restrooms and the lobby at the Old Courthouse building. • Replaced the water heater at the Old Library facility. • Performed a required asbestos containing material (ACM) survey to the Pleasant Valley Historical Society building in preparation for their remodel.
GOALS AND OBJECTIVES FY 2025/26
• Close escrow for the sale of the Former Library property to kidSTREAM. • Develop preliminary design for the reuse of Dizdar Park, Chamber of Commerce Building, and the Old Fire Station properties.
• Make the restrooms at the Old Courthouse Building usable for the Saturday Farmer’s Market. • Provide maintenance to the buildings at an acceptable level and maintain Constitution Park at a high level.
CITY PARKS AND FACILITIES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
146
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
City Parks & Facilities
Constitution Park $ 132,496 $ 233,330 $ 144,486
Pleasant Valley Historical Society 3,708 3,842 4,472 Former Library Site 25,395 — —
Old Courthouse Building 65,685 74,004 82,782
Dizdar Park 14,761 124,435 82,342
Camarillo Ranch House — 35,750 35,750
Camarillo Chamber of Commerce 5,964 8,820 10,234
City Parks and Facilities Totals $ 248,009 $ 480,181 $ 360,066
CITY PARKS AND FACILITIES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
147
MISSION
To provide outstanding library services, equal access to information, independent lifelong learning, cultural enrichment, and the joys of reading to the residents of the City of Camarillo and surrounding areas.
SERVICES
Operate a state-of-the-art public library facility serving the City of Camarillo and surrounding areas.
SERVICE LEVEL TRENDS
The 65,000-square-foot library has experienced significant growth in the number of patrons, programs and collections offered since becoming a city-operated facility in 2011. The library’s circulation, community meeting facilities, and patron count continues to grow demonstrating an ever-increasing demand for library services.
The Camarillo Public Library, as of July 1, 2022, fully reopened seven days per week, except for designated holidays, to serve library patrons. New library hours are Monday-Thursday 10:00 am to 8:00 pm and Friday-Sunday 10:00 am to 5:00 pm.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Friends of the Camarillo Library Bookstore continued to provide funding for various library materials and programs.
• Reopened the on-site café with self-service food and beverages vending machines. • The Library Operator submitted grant applications and received funding for:
◦ Literacy Grant #CLLS22-16 - total Award amount $26,057 ◦ Zip Books Grant #ZIP22-14 - total Award amount $4,870 ◦ Park Pass Grant #PPP21122 – total Award amount $4,375 ◦ English as a Second Language Grant #ESL21-2-07 – total Award amount $29,016 ◦ Summer Lunch Program – total Award amount of $4,096
GOALS AND OBJECTIVES FY 2025/26
• Implement the Strategic Plan.
• Consider modification to Circulation Policy relating to fines and fees. • Consider transitioning room reservations from City responsibility to Library operator (LS&S). • Continue to administer operational contract with Friends of the Camarillo Library Bookstore. • Continue to administer operational contract with Ventura County Genealogical Society. • Continue to provide patrons with food and beverage services through the on-site café. • Issue a Request for Proposal (RFP) for catering services for events held in the community room at the Camarillo Public Library.
• Library Operator to continue to explore grant opportunities that will benefit library programming and patron attendance. The Library Operator will be or submitting or have submitted grant applications and are awaiting award notification and/or funding for:
◦ Literacy Grant #CLLS22-6 to be submitted in May 2025
◦ English as a Second Language Grant ESL21-4-09 – total Award amount of $29,016 ◦ Zip Books to be submitted when new grant application portal goes live ◦ Discovery Play application has been submitted, pending notification of award
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
148
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
New Library Growth (issuance of library cards) 5,756 4,737 5,321 5,830 Benchmark: 10% growth per year
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of Programs/Program Participants 539 / 3,16,820 568 / 16,047 464 / 21,527 487 / 22,603 Benchmark: 1.5% increase per year
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Total Visitors/Daily Average 196,879 / 555 173,927 / 491 217,104 / 761 227,960 / 649 Benchmark: 1.5% increase per year
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 97,549 $ 193,330 $ 171,725
Operational Charges 2,363,194 2,446,058 2,513,091
Allocations 657,024 698,393 811,445
Library Operations Totals $ 3,117,767 $ 3,337,781 $ 3,496,261 Full-Time Equivalent
Employees 0.35 0.75 0.65
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
149
MISSION
To provide a safe, healthy, clean, and comfortable environment for Camarillo residents.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and two City owned parks.
SERVICE LEVEL TRENDS
The Old Courthouse building is vacant, the farmer’s market uses the restrooms for their Saturday event, minimal maintenance and landscape service is performed. Per the lease agreement with the Pleasant Valley Historical Society, minimal service is provided to the building. Constitution Park and Dizdar Park are maintained at a high level.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Replaced marquee sign at Constitution Park.
GOALS AND OBJECTIVES FY 2025/26
• Explore facility reservation software to assist with scheduling events at Constitution and Dizdar Park.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Work Order Completion Time New Measure New Measure 33 Days 7 Days Benchmark: 5-7 days
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Maintain a user satisfaction score (for Work
Order resolution) of 4.5 or higher New Measure New Measure New Measure 4.7% Benchmark: 4.7%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Compliance Rate for Safety Inspections New Measure New Measure 100% 100% Benchmark: 100%
MAJOR CITY FACILITIES
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
150
MISSION
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
Camarillo’s City Hall located at 601 Carmen Drive, was constructed in 1977. A full remodel of the Council Chambers was completed in March 2025. The Facilities Management Division of the City of Camarillo, operating under the Administrative Services Department, is tasked with the comprehensive maintenance and management of City-owned facilities including City Hall and the Council Chambers.
This includes the oversight of building systems, ensuring compliance with the Americans with Disabilities Act (ADA), and managing facility operations. The division also supervises cleaning, repair, and maintenance services, and provides operational contract oversight. Maintenance services include plumbing, carpentry, electrical work, painting, general repairs, pest control, new construction, furniture management, office supplies, postage machine upkeep, and emergency power systems. Labor is provided by both in-house staff and external contractors. Specialized services, including heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, and custodial services are outsourced.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement changes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Submitted projects for inclusion in the Capital Improvement Program for City Hall. • 26 new workstations were designed and installed at City Hall. • Completed needs assessment to identify current and future needs for City Hall. • Upgraded the audio-visual equipment in the Central Conference Room, Administrative Conference Room, Public Works Conference Room and Executive staff offices. • Purchased new Chamber Foyer furniture at City Hall.
• Purchased new chairs for Council Chambers.
• Updated all the signs in the Council Chambers and Foyer. • Updated ADA doors in the Council Chambers and Foyer entrance doors. • Installed ADA ramp in Council Chambers.
• Performed thermal imaging on main electrical switch gear and electrical panels GOALS AND OBJECTIVES FY 2025/26
• Continue to perform preventive maintenance tasks at all City owned facilities. • Install a permanent standby power generator.
• Correct barriers noted by priority in the ADA Self-Evaluation and Transition Plan. • Begin design phase for the City Hall Renovation capital improvement project. • Continue design for solar power and battery energy storage at City Hall and explore opportunities for outside funding.
• Assist in the implementation of the Enterprise Asset Management System and support integrations with existing Building Maintenance Systems
• Install interior LED lighting at the Corporation Yard and Camarillo Police Facility for energy efficiency.
Expenditures Fund No. 101
CITY HALL
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
151
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 369,880 $ 504,601 $ 609,807
Operational Charges 772,883 1,417,299 996,900
Allocations 163,045 107,075 140,531
Capital Expenditures 112,951 302,000 —
City Hall Totals $ 1,418,759 $ 2,330,975 $ 1,747,238
Full-Time Equivalent
Employees 1.80 2.35 2.80
MISSION
CITY HALL
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
152
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
The Corporation Yard, constructed in 1983, supports essential City operations including, the City’s water utility, street lighting and landscaping, and fleet maintenance divisions. The Facility Maintenance team is responsible for providing preventive maintenance and repair to the Corporation Yard. Corporation Yard maintenance activities include plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, and emergency power are provided through maintenance contracts. The Facility Maintenance team also administers the inspections by Ventura County Environmental Health Division for hazardous material storage at the Corporation Yard.
SERVICE LEVEL TRENDS
Increased service demand and aging infrastructure require a comprehensive evaluation of this key facility.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Designed Phase 1 of the Corporation Yard renovation including a new HVAC system, locker/ restrooms, breakroom, and LED lighting.
• Installed audio visual equipment upgrades in conference room • Performed thermal imaging on main electrical switch gear and electrical panels.
GOALS AND OBJECTIVES FY 2025/26
• Continue to perform preventive maintenance tasks at all City owned facilities. • Complete Phase 1 of the Corporation Yard renovation including a new HVAC system, locker/ restrooms, breakroom, and LED lighting.
• Install a standby power generator.
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 145,187 $ 192,634 $ 288,787
Operational Charges 305,848 420,923 275,400
Allocations 42,398 50,291 68,436
Capital Expenditures — 665,000 —
Corp Yard Totals $ 493,433 $ 1,328,848 $ 632,623
Full-Time Equivalent
Employees 0.70 0.90 1.30
MISSION
CORPORATION YARD
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
153
To provide a safe, healthy, clean, and comfortable environment for citizens, constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
In 1995, the Camarillo Police Department moved to its current location at 3701 E. Las Posas Road. The Facility Division is responsible for providing preventive maintenance and repair to the Police Department facility. Police Department Facility maintenance includes plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in- house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, and emergency power are provided through maintenance contracts.
The Facility Division also administers the inspections by the Air Pollution Control District for the emergency generator power system at the Police Station.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement changes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Replaced the front entrance with concrete walkways including ADA upgrades. • Upgraded the ADA push button on the main entrance.
• Resealed parking lot
• Replaced tread/flooring on stairs.
• Removed carpet and polished and treated concrete floor in special enforcement detail office area. • Performed thermal imaging on main electrical switch gear and electrical panels.
GOALS AND OBJECTIVES FY 2025/26
• Continue to perform preventive maintenance tasks at all City owned facilities. • Redesign and upgrade the Emergency Operations Center workstations • Paint the exterior of the building.
• Replace skylights.
• Improve and install stormwater compliant carwash.
• Upgrade elevator hydraulic equipment and controls.
• Install interior LED lighting for energy efficiency.
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 135,883 $ 169,651 $ 202,973
Operational Charges 170,734 521,174 482,650
Allocations 19,884 22,677 32,797
Capital Expenditures — 85,000 85,000
Police Facility Totals $ 326,501 $ 798,502 $ 803,420
Full-Time Equivalent
Employees 0.70 0.85 1.00
POLICE FACILITY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
154
MISSION
To provide a safe, healthy, clean, and comfortable environment for citizens, constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
On March 31, 2007, the library opened in a state-of-the-art building at 4101 Las Posas Road. On October 13, 2010, the Camarillo City Council voted to leave the Ventura County Library system, and the City of Camarillo Public Library opened as a municipal library on January 3, 2011. The Facility Division is responsible for providing preventive maintenance and repair at the Camarillo Public Library. Library maintenance includes plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in-house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, piano tuning, landscape maintenance, and emergency power are provided through maintenance contracts.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement changes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Replaced the furniture in the Tech Center and second floor tables. • Replaced vending machines provided by new vendor.
• Repaired and replaced damaged pole and camera.
• Installed water bottle filling stations.
• Rehabilitated courtyard fountain
• Performed thermal imaging on main electrical switch gear and electrical panels.
GOALS AND OBJECTIVES FY 2025/26
• Continue to perform preventive maintenance tasks at all City owned facilities. • Replace second floor chairs.
• Paint interior spaces of building.
• Design and Engineering phase for HVAC equipment replacement. • Designing and Engineering phase for solar power and battery energy storage.
LIBRARY FACILITY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
155
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 133,893 $ 163,643 $ 213,170
Operational Charges 926,206 1,212,678 1,139,700
Allocations 23,352 21,770 31,157
Capital Expenditures 9,782 — —
Library Facility Totals $ 1,093,233 $ 1,398,091 $ 1,384,027 Full-Time Equivalent
Employees 0.75 0.85 0.95
LIBRARY FACILITY
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
156
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Operational Charges $ 956 $ 3,000 $ —
Chamber of Commerce Totals $ 956 $ 3,000 $ —
CHAMBER OF COMMERCE
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
157
MISSION
To foster high-quality economic growth while preserving Camarillo’s history, character, and business- friendly environment. The Economic & Business Development division is dedicated to supporting business attraction, retention, and expansion while ensuring an efficient and user-friendly business tax collection process.
SERVICES
Economic & Business Development serves as the City’s primary liaison to businesses, property owners, developers, and economic organizations to drive business success in Camarillo. Services include:
• Business Attraction, Retention & Expansion: Strengthening relationships with existing businesses, supporting startups, and positioning Camarillo as a competitive destination for targeted industries such as life sciences and advanced manufacturing. • Entrepreneurial & Workforce Development: Collaborating with regional partners to support business incubation, job creation, and workforce training programs. • Real Estate & Development Facilitation: Maintaining listings of key opportunity sites, advocating for streamlined permitting, and engaging commercial property owners to facilitate tenant recruitment and business growth.
• Placemaking & Community Enhancement: Advancing initiatives such as the Camarillo Old Town Strategic Plan and public-private partnerships to improve infrastructure, walkability, and the visitor experience.
• Business Tax Administration: Simplifying the business tax process to enhance compliance and streamline payments, integrating tax collection with other City functions to support economic activity.
• Marketing & Industry Engagement: Expanding ChooseCamarillo.com and other promotional efforts to market Camarillo’s business advantages, economic opportunities, and high quality of life.
SERVICE LEVEL TRENDS
The integration of Business Tax with Economic & Business Development reflects the City’s commitment to a seamless and efficient business experience. Key areas of focus include:
• Implementing the Economic Development Strategic Plan (EDSP) and the Camarillo Old Town Strategic Plan to drive business and real estate investment. • Strengthening business engagement efforts, increasing consultation meetings, and expanding targeted outreach.
• Enhancing business tax processing, improving efficiency through the transition from HdL to OpenGov.
• Increasing marketing efforts, leveraging trade shows, digital campaigns, and partnerships to promote Camarillo as a premier business destination.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Engaged 714 community members through a public survey to shape the Camarillo Old Town Strategic Plan.
• Conducted business consultation meetings, directly facilitating business retention, expansion, and attraction.
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
158
• Reduced the business tax approval backlog by 80%, streamlining the process for local businesses. • Provided $561,000 in working capital loans to nine businesses through the City's partnership with the Economic Development Collaborative (EDC) since 2020.
• Hosted an industrial real estate open house, presenting Camarillo’s business opportunities to 40-50 commercial real estate professionals.
• Successfully organized Camarillo’s Job Fair in April 2025, connecting employers with local talent. • Collaborated with property owners and developers on major projects, including Costco and Airport North Specific Plan implementation.
GOALS AND OBJECTIVES FY 2025/26
• Implement key economic development initiatives, including the Economic Development Strategic Plan and Camarillo Old Town Strategic Plan.
• Expand marketing efforts to promote Camarillo as a destination for targeted industries, startups, real estate development, and a skilled workforce.
• Increase business engagement, site selection consultations, and trade show outreach. • Enhance business tax services, ensuring a business-friendly transition to OpenGov and updating the Business Tax Ordinance for clarity and efficiency.
• Continue real estate and development support, working closely with property owners, businesses, and developers to facilitate new investments.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain a positive environment for new business, expansion, and retention of existing businesses through staff assistance and provision of efficient processing protocols Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of "consultation team" meetings
conducted with property owners, developers, or
businesses annually. New New 11 meetings 20 meetings
Benchmark: 15 Meetings
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of employers who participate in City-
sponsored job fairs 27 25 25 30
Benchmark: 20 per event
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of job seekers who participate in City-
sponsored job fairs 319 327 150 175
Benchmark: 300
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
159
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of economic development newsletters
published quarterly 1.5 2 2 2
Number of subscribers to the Economic
Development Newsletter 2,321 2,949 2,979 3,500
Average opening rate 69.0% 62.0% 58.0% 60.0%
Benchmark: 6 / 2,500 / 37%
Expenditures Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Salaries and Benefits $ 406,373 $ 368,969 $ 464,844
Operational Charges 184,339 220,343 259,673
Allocations 51,000 45,355 57,394
Economic Dev. Totals $ 641,712 $ 634,667 $ 781,911
Full-Time Equivalent
Employees 1.55 1.25 1.75
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
160
Expenditures and Transfers Fund No. 101
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Expenditures/Non-Departmental
Operational Charges $ 614 $ 171,835 $ 515,000
Non-Departmental Totals $ 614 $ 171,835 $ 515,000
General Fund Transfers (to)/from Other Funds
Gas Tax Fund $ 1,952,400 $ 2,189,655 $ 2,018,831
Cam Corridor Prj $ 14,100
LowMod Inc Hsng As $ 169,248
ARPA Fund 2,400,000 — —
City Hall 3,592,586
Corp Yard 2,073,504
Police Facility 1,234,222
Library Facility 1,857,094
Chamber of Comm 143,761
Total Transfers from Other Funds $ 13,253,567 $ 2,373,003 $ 2,018,831 Lighting & Landscape MD Fund $ (3,064,586) $ (3,614,407) $ (3,571,191) Library Debt Service Fund (454,000) (493,970) (492,151) Capital Improvement Project Fund (7,275,448) (50,000) Armitos Storm Basin (3,455) (4,867) (4,480)
Camarillo Ranch Events Fund — (314,940) (334,507)
Solid Waste (150,000) (200,000)
Total Transfers (to) Other Funds $ (10,797,489) $ (4,628,184) $ (4,602,329) Net Transfers (to)/from Other Funds $ 2,456,078 $ (2,255,181) $ (2,583,498)
NON-DEPARTMENTAL EXPENDITURES
AND INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
161
SPECIAL REVENUE FUNDS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
162
Revenues and Transfers Fund No. 206
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ — $ — $ 251,596.00 Revenues
SB 125 $ — $ 700,000 $ 1,000,000
Total Revenues $ — $ 700,000.00 $ 1,000,000
Expenditures
Capital Expenditures $ — $ 448,404 $ —
Total Expenditures $ — $ 448,404 $ —
Transfer (to)/from Capital Improve.
Projects Fund $ — $ — $ (1,000,000)
Estimated Fund Balance June 30 $ — $ 251,596.00 $ 251,596.00 TDA ARTICLE 8C FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
163
Revenues and Transfers Fund No. 207
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ — $ 27,672.00 $ 27,672.00 Revenues
Article 8-Transit $ 1,126,150 $ 1,899,000 $ 1,677,664
Interest Income 27,672 — —
Total Revenues $ 1,126,150.00 $ 1,899,000 $ 1,677,664
Transfers (to)/from Transit Fund $ — $ (1,899,000) $ (1,677,664) Estimated Fund Balance June 30 $ 27,672.00 $ 27,672.00 $ 27,672.00 TDA ARTICLE 8C FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
164
Revenues and Transfers Fund No. 208
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 3,144,246 $ 2,207,744 $ 291,943 Revenues
Article 8-Roads $ 1,681,058 $ 2,000,000 $ 1,600,000
Interest Income 108,777 31,896 119,532
Net Adjust. Fair Value 53,446 — —
Total Revenues $ 1,843,281 $ 2,031,896 $ 1,719,532
Transfer (to)/from Capital Improve.
Projects Fund $ (3,494,900) $ (3,947,697) $ (1,805,902) Estimated Fund Balance June 30 $ 2,207,744 $ 291,943 $ 205,573 TDA ARTICLE 8a ROADS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
165
Revenues and Transfers Fund No. 209
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Article 3 Class 1 Maintenance 12,529 12,000 12,000
Total Revenues $ 12,529 $ 12,000 $ 12,000
Transfer (to)/from
Lighting & Landscape Maint. Fund $ (12,529) $ (12,000) $ (12,000) Net Transfers (to)/from Other
Funds $ (12,529) $ (12,000) $ (12,000)
Estimated Fund Balance June 30 $ — $ — $ —
TDA ARTICLE 3 FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
166
Revenues, Expenditures and Transfers Fund No. 210
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 232,324 $ 231,827 $ 49,428 Revenues
Gas Tax-2105 Prop 111 $ 429,232 $ 447,035 $ 450,529
Gas Tax-2106 Construction 278,562 287,250 289,500
Gas Tax-2107 Construction 581,003 609,957 614,871
Gas Tax-2107.5 Engineering 7,500 7,500 7,500
Excise Tax Swap 643,632 654,912 644,057
Other Operating 100 — —
Interest Income 12,370 602 12,374
Total Revenues $ 1,952,399 $ 2,007,256 $ 2,018,831
Transfer (to) Other Funds
General Fund $ (1,952,400) $ (2,189,655) $ (2,018,831)
Net Transfers (to)/from Other Funds $ (1,952,400) $ (2,189,655) $ (2,018,831) Estimated Fund Balance June 30 $ 231,827 $ 49,428 $ 49,428
GAS TAX FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
167
Revenues, Expenditures and Transfers Fund No. 211
Actual 2023/24
Amended Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund
Balance July 1 $ 247,277 $ 2,175,602 $ 97,827
RevenuesGas Tax / Gas Tax -
SB1 $ 1,825,907 $ 1,810,787 $ 1,856,856
Interest Income 36,053 11,438 111,523
Net Adjustment Fair
Value 17,714 — —
Total Revenues $ 1,879,674 $ 1,822,225 $ 1,968,379
Transfers (to) Other Funds
Capital Project Fund $ (715,399) $ (3,900,000) $ (1,874,645) Total Transfers (to)
Other Funds $ (715,399) $ (3,900,000) $ (1,874,645)
Estimated Fund Balance
June 30 $ 2,175,602 $ 97,827 $ 191,561
SB 1 FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
168
MISSION
To provide to the residents of Camarillo landscaped thoroughfares that are aesthetically pleasing and environmentally friendly, by using drought-tolerant plants and drip irrigation when possible.
SERVICES
Using both in-house personnel and contractual services, the Lighting/Landscape Maintenance Division maintains the City's medians, parkways, and certain slope areas. Responsibilities include:
• Cultivating plants and shrubs.
• Repairs and upgrades to irrigation systems.
• Planting, trimming, and evaluating the condition of all City maintained trees. • Administer and monitor contract landscape, tree trimming and weed abatement services.
SERVICE LEVEL TRENDS
Focused on increasing city tree inventory and renovating and updating current landscaping material.
Increasing the Centralized Irrigation System to better manage available water resources.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Maintained a high level of customer service.
• Renovated several City-maintained landscape areas on Mission Oaks Blvd. between Woodcreek Rd. and Oak Canyon Rd.
• Performed crown reductions of large City-maintained trees within slope areas adjacent to private properties, and on arterial and residential streets to lessen the likelihood of those trees falling during any storm or wind events.
• Upgraded 15 irrigation controllers to smart controllers with wireless communication to help reduce water usage. The new valves and controllers will notify staff when it detects a water line break and will shut the system off to prevent slope damage.
• From 1/1/2024 – 12/31/2024, completed 374 service requests from the public and 756 work orders in SeeClickFix.
• Completed beautification projects at the Camarillo Ranch House, City Hall, Library, and Desalter.
GOALS AND OBJECTIVES FY 2025/26
• Continue to perform crown reductions of large City-maintained trees within slope areas adjacent to private properties, and on arterial and residential streets to lessen the likelihood of those trees falling. • Continue to prepare and respond to inclement weather in a safe, timely and efficient manner.
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
169
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of trees trimmed annually 5,226 4,490 3,300 5,600 Benchmark: To include trimming all slope property line trees every 1-2 years (25,000 City-maintained trees) Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of graffiti incidents 366 426 500 N/A
Percentage of graffiti removed within 24 hours 100.0% 100.0% 100.0% 100.0% Benchmark: 100% (when reported Monday through Friday or on the next business day when reported Saturday, Sunday, or on a holiday?
Revenues, Expenditures and Transfers Fund No. 220
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ — $ — $ (49,302) Revenues
Taxes
Current Year Secured $ 2,420,490 $ 2,511,025 $ 2,690,162 Prior Year Secured 18,198 16,000 16,000
Current Year Unsecured 57,065 50,000 50,000
Prior Year Unsecured 3,647 1,500 1,500
Supplemental 44,025 30,900 30,900
Homeowners Exempt. 14,197 40,000 15,000
AB1484 Residual 113,350 100,000 100,000
Other Operating 820 15,390 15,390
Late Payment Penalty 4,412 4,606 4,606
Total Revenues $ 2,676,205 $ 2,769,421 $ 2,923,558
Expenditures - Street Lighting
Salaries and Benefits $ 212,728 $ 238,057 $ 239,294
Operational Charges 1,004,196 1,073,500 1,163,500
Allocations 24,204 27,213 29,517
Street Lighting Total $ 1,241,128 $ 1,338,770 $ 1,432,311
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
170
Expenditures - Landscape Maintenance
Salaries and Benefits $ 1,619,930 $ 1,721,197 $ 1,807,822 Operational Charges 2,164,851 2,579,882 2,475,353
Allocations 717,477 805,281 779,263
Capital Expenditures 9,933 — —
Landscape Maintenance
Total $ 4,512,191 $ 5,106,360 $ 5,062,438
Lighting/Landscape
Expenditure Total $ 5,753,319 $ 6,445,130 $ 6,494,749
Transfer from Other Funds
General Fund $ 3,064,586 $ 3,614,407 $ 3,571,191
TDA Article 3 Fund 12,529 12,000 12,000
Net Transfers (to)/from Other
Funds $ 3,077,115 $ 3,626,407 $ 3,583,191
Estimated Fund Balance June 30 $ — $ (49,302) $ (37,302) Full-Time Equivalent
Employees 11.20 11.25 11.30
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
171
MISSION
To maintain various landscape areas throughout the City to provide an aesthetically pleasing environment for those who live, work, and play in Camarillo.
SERVICES
Maintain medians, parkways, and slopes in landscaped areas funded through special assessment districts.
Owners of properties within the districts are assessed for landscape maintenance and irrigation through their property taxes. Most of the maintenance is accomplished using contract services with City staff monitoring and inspecting the work. The services include cultivating, trimming, and fertilizing all shrubs, ground cover, and trees, and repair or replacement of sidewalks.
SERVICE LEVEL TRENDS
Focused on increasing renovations in these areas and updating the Centralized Irrigation System to efficiently manage available water resources. An enhanced level of landscape maintenance services applies to these special districts because a special tax is assessed to fund the maintenance of these areas.
MAJOR ACCOMPLISHMENTS FY 2024/25
• City staff and contract services effectively maintained the landscaping in all Maintenance District areas during the Mountain Fire and wind events.
• Maintained a high level of customer service that included positive feedback from the public on a regular basis.
GOALS AND OBJECTIVES FY 2025/26
• Develop a project to increase landscaping coverage of our slopes to lessen the effects of slope erosion due to severe rain events.
• Systematically grind sidewalk elevation changes and remove and replace more damaged sidewalks along arterial and residential streets.
MAINTENANCE DISTRICTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
172
Revenues, Expenditures and Transfers Fund No. 221
Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 1,434,337 $ 1,373,837 $ 1,012,575 Revenues
Taxes
Current Year Secured $ 1,028,630 $ 1,000,000 $ 1,000,000 Prior Year Secured 7,341 6,139 6,139
Current Yr Unsecured 32,873 23,491 23,491
Prior Year Unsecured 1,463 603 603
Supplemental 17,782 11,000 11,000
Homeowners Exempt. 5,742 6,280 6,280
AB1484 Residual 83 — —
Late Payment Penalty 1,782 1,900 1,900
Interest Income 47,531 21,263 39,395
Net Adjust. Fair Value 23,353 — —
Total Revenues $ 1,166,580 $ 1,070,676 $ 1,088,808
Expenditures
Operational Charges $ 1,227,080 $ 1,431,938 $ 1,204,142 Total Expenditures $ 1,227,080 $ 1,431,938 $ 1,204,142
Estimated Fund Balance June 30 $ 1,373,837 $ 1,012,575 $ 897,241 MISSION OAKS MD1A FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
173
Revenues and Expenditures Fund No. 222
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Estimated Available Fund Balance July 1 $ 99,418 $ 100,757 $ 87,369 Revenues
Current Year Assess. 29,870 30,060 30,060
Interest Income 3,437 1,000 3,148
Net Adjust. Fair Value 1,689 — —
Total Revenues $ 35,046 $ 31,060 $ 33,208
Expenditures
Operational Charges $ 33,707 $ 44,448 $ 46,400
Total Expenditures $ 33,707 $ 44,448 $ 46,400
Estimated Fund Balance June 30 $ 100,757 $ 87,369 $ 74,177 WITTENBERG MAINTENANCE DISTRICT MD2A FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
174
Revenues and Expenditures Fund No. 223
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Estimated Available Fund Balance July 1 $ (159) $ 63 $ 796 Revenues
Current Year Assess. $ 1,859 $ 1,869 $ 1,869
Interest Income 6 25 —
Total Revenues $ 1,907 $ 1,894 $ 1,869
Expenditures
Operational Charges $ 5,140 $ 6,028 $ 6,349
Total Expenditures $ 5,140 $ 6,028 $ 6,349
Transfer (to)/from General Fund $ 3,455.34 $ 4,867 $ 4,480 Estimated Fund Balance June 30 $ 63 $ 796 $ 796
ARMITOS STORM BASINS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
175
Revenues and Expenditures Fund No. 224
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Estimated Available Fund Balance July 1 $ 59,587 $ 66,251 $ 62,046 Revenues
Current Year Assess. $ 53,448 $ 55,963 $ 57,345
Interest Income 2,019 445 1,907
Net Adjust. Fair Value 992 — —
Total Revenues $ 56,459 $ 56,408 $ 59,252
Expenditures
Operational Charges $ 49,795 $ 60,613 $ 63,848
Total Expenditures $ 49,795 $ 60,613 $ 63,848
Estimated Fund Balance June 30 $ 66,251 $ 62,046 $ 57,450
MISSION OAKS INDUSTRIAL MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
176
Revenues and Expenditures Fund No. 225
Description
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Estimated Available Fund Balance July 1 $ 30,114 $ 30,791 $ 25,111 Revenues
Current Year Assess. $ 17,817 $ 20,450 $ 20,450
Interest Income 1,081 445 1,026
Net Adjust. Fair Value 531 — —
Total Revenues $ 19,585 $ 20,895 $ 21,476
Expenditures
Operational Charges 18,908 26,575 27,000
Total Expenditures $ 18,908 $ 26,575 $ 27,000
Estimated Fund Balance June 30 $ 30,791 $ 25,111 $ 19,587
PRESLEY MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
177
Revenues and Expenditures Fund No. 226
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 36,902 $ 44,435 $ 41,167 Revenues
Late Payment Penalty $ 6 $ — $ —
Current Year Assess. 21,720 21,925 21,925
Prior Year Assessments 50 — —
Interest Income 1,448 186 1,433
Net Adjust. Fair Value 712 — —
Total Revenues $ 23,936 $ 22,111 $ 23,358
Expenditures
Operational Charges $ 16,403 $ 25,379 $ 26,520
Total Expenditures $ 16,403 $ 25,379 $ 26,520
Estimated Fund Balance June 30 $ 44,435 $ 41,167 $ 38,005
SPANISH HILLS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
178
Revenues and Expenditures Fund No. 227
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 16,451 $ 12,972 $ 9,843 Revenues
Late Payment Penalty $ 18 $ — $ —
Current Year Assess. 7,663 8,580 9,240
Interest Income 581 251 388
Prior Year 177 — —
Net Adjust. Fair Value 285 — —
Total Revenues $ 8,724 $ 8,831 $ 9,628
Expenditures
Operational Charges $ 12,203 $ 11,960 $ 12,260
Total Expenditures $ 12,203 $ 11,960 $ 12,260
Estimated Fund Balance June 30 $ 12,972 $ 9,843 $ 7,211
SARES/REGIS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
179
Revenues and Expenditures Fund No. 228
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 40,834 $ 39,573 $ 30,847 Revenues
Current Year Assess. $ 32,323 $ 35,640 $ 36,960
Prior Year Assess. 239 — —
Interest Income 1,394 637 1,168
Net Adjust. Fair Value 685 — —
Total Revenues $ 34,641 $ 36,277 $ 38,128
Expenditures
Operational Charges $ 35,902 $ 45,003 $ 43,874
Total Expenditures $ 35,902 $ 45,003 $ 43,874
Estimated Fund Balance June 30 $ 39,573 $ 30,847 $ 25,101
VISTA LAS POSAS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
180
Revenues and Expenditures Fund No. 230
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 61,614 $ 64,758 $ 58,154 Revenues
Current Year Assess. 29,504 29,600 29,600
Interest Income 2,120 499 1,993
Net Adjust. Fair Value 1,042 — —
Total Revenues $ 32,666 $ 30,099 $ 31,593
Expenditures
Operational Charges $ 29,522 $ 36,703 $ 40,787
Total Expenditures $ 29,522 $ 36,703 $ 40,787
Estimated Fund Balance June 30 $ 64,758 $ 58,154 $ 48,960
ADOLFO GLEN III MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
181
Revenues and Expenditures Fund No. 231
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 67,659 $ 70,259 $ 65,118 Revenues
Current Year Assess. $ 41,664 $ 41,800 $ 41,800
Interest Income 2,277 544 2,044
Net Adjust. Fair Value 1,119 — —
Total Revenues $ 45,060 $ 42,344 $ 43,844
Expenditures
Operational Charges $ 42,460 $ 47,485 $ 50,116
Total Expenditures $ 42,460 $ 47,485 $ 50,116
Estimated Fund Balance June 30 $ 70,259 $ 65,118 $ 58,846
ADOLFO GLEN II MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
182
Revenues and Transfers Fund No. 240
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 4,791,569 $ 4,863,442 $ 4,569,086 Revenues
Interest Income 164,386 59,101 165,190
Net Adjustment Fair Value 80,768 — —
Total Revenues $ 245,154 $ 59,101 $ 165,190
Transfers (to) Other Funds
Capital Improvement Projects Fund $ (173,282) $ (353,457) $ (100,000) Net Transfers (to)/from $ (173,282) $ (353,457) $ (100,000) Estimated Fund Balance June 30 $ 4,863,442 $ 4,569,086 $ 4,634,276
SIBA FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
183
Revenues and Transfers Fund No. 251
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 11,464,326 $ 12,272,692 $ 11,002,368 Revenues
Development Services / TMF $ 1,460,368 $ 897,385 $ 419,474 Interest Income 396,567 99,031 441,691
Net Adjustment Fair Value 194,846 — —
Total Revenues $ 2,051,781 $ 996,416 $ 861,165
Transfers (to) Other Funds
Capital Improvement Project (1,243,414) (2,266,740) (1,589,599) Total Transfers (to) Others Funds $ (1,243,414) $ (2,266,740) $ (1,589,599) Net Transfers (to)/from
Other Fund $ (1,243,414) $ (2,266,740) $ (1,589,599)
Estimated Fund Balance June 30 $ 12,272,692 $ 11,002,368 $ 10,273,934
TRAFFIC MITIGATION FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
184
Revenues and Transfers Fund No. 252
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 1,073,249 $ 877,562 $ 99,962 Revenues
Development Services / Bridge Policy $ 2,241 $ 9,500 $ 3,376 Interest Income 36,971 12,932 30,073
Net Adjustment Fair Value 18,165 — —
Total Revenues $ 57,377 $ 22,432 $ 33,449
Transfers (to) Other Funds
Capital Improvement Projects Fund $ (253,063) $ (800,032) $ (200,000) Net Transfers (to)/from $ (253,063) $ (800,032) $ (200,000) Estimated Fund Balance June 30 $ 877,562 $ 99,962 $ (66,589)
BRIDGE POLICY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
185
Revenues and Transfers Fund No. 253
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 33,783 $ 35,566 $ 35,906 Revenues
Interest Income $ 1,196 $ 340 $ 1,208
Net Adjustment Fair Value 587 — —
Total Revenues $ 1,783 $ 340 $ 1,208
Estimated Fund Balance June 30 $ 35,566 $ 35,906 $ 37,114
STORM DRAIN FEES FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
186
Revenues and Expenditures Fund No. 261
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 296,085 $ 311,713 $ 314,339 Revenues
Interest Income 10,479 2,626 10,588
Net Adjustment Fair Value 5,149 — —
Total Revenues $ 15,628 $ 2,626 $ 10,588
Estimated Fund Balance June 30 $ 311,713 $ 314,339 $ 324,927
SIGNAL FEES FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
187
Revenues Fund No. 262
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 426,613 $ 449,130 $ 453,188 Revenues
Interest Income $ 15,098 $ 4,058 $ 15,970
Net Adjustment Fair Value 7,418 — —
Total Revenues $ 22,516 $ 4,058 $ 15,970
Estimated Fund Balance June 30 $ 449,130 $ 453,188 $ 469,158
UNDERGROUND UTILITIES FEES FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
188
Revenues Fund No. 263
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 3,113,351 $ 3,277,674 $ 3,307,272 Revenues
Interest Income 110,186 29,598 111,328
Net Adjustment Fair Value 54,138 — —
Total Revenues $ 164,324 $ 29,598 $ 111,328
Estimated Fund Balance June 30 $ 3,277,674 $ 3,307,272 $ 3,418,600
STREET IMPROVEMENTS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
189
Revenues and Transfers Fund No. 264
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 9,870 $ 10,391 $ 11,436 Revenues
Interest Income 349 1,045 353
Net Adjustment Fair Value 172 — —
Total Revenues $ 521 $ 1,045 $ 353
Estimated Fund Balance June 30 $ 10,391 $ 11,436 $ 11,789
PARKING IN-LIEU FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
190
Revenues and Transfers Fund No. 275
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 161,753 $ 170,290 $ 170,718 Revenues
Interest Income 5,725 428 5,784
Net Adjust. Fair Value 2,813 — —
Total Revenues $ 8,538 $ 428 $ 5,784
Estimated Fund Balance June 30 $ 170,290 $ 170,718 $ 176,502
AIR QUALITY MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
191
MISSION
To administer the City’s Community Development Block Grant (CDBG) program in compliance with federal requirements and City Council policy.
SERVICES
Recommends appropriate uses for the City’s allocation of CDBG funds. Administers contracts and monitors the use of CDBG funds by public service agencies, non-profit organizations, and City programs receiving CDBG funds. Prepares the Consolidated Plan and annual Action Plan, and the Consolidated Annual Performance Evaluation Report.
SERVICE LEVEL TRENDS
Annual service levels or outcomes fluctuate due to the amount of funding received from the Federal Government’s annual CDBG allocation in the City.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Supported Habitat for Humanity’s Home Repair program to assist lower-income households with necessary home repairs and ADA improvements.
• Supported five local public service agencies that provided a wide range of services and assistance to lower-income households, homeless, and senior population through the use of CDBG funds. • Supported one local public service agency that provided emergency rental assistance to lower-income households through the use of CDBG-CV funds.
• Furthered fair housing by contributing to the regional contract with the Housing Rights Center to conduct random in person and telephone testing of rental units in the City. • Completed FY 2024/25 Annual Action Plan and began implementation, program monitoring, and completed 2023-2024 Consolidated Annual Performance Evaluation Report (CAPER). • Prepared the 2025-2029 Consolidated Plan and Analysis of Impediments to Fair Housing.
GOALS AND OBJECTIVES FY 2025/26
• Continue to support Habitat for Humanity’s Home Repair program. • Continue to support local public service agencies that provide services and assistance to lower- income households, homeless, and senior population.
• Continue to implement the City’s Transitional Homes Acquisition Program to provide affordable units to lower-income households and aid in the provision of affordable housing for the City. • Continue to further fair housing by participating in the regional contract with the Housing Rights Center and conduct random in person and telephone testing of rental units in the City. • Continue to manage the CDBG program to ensure compliance with local program objectives and HUD regulations.
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
192
Revenues, Expenditures and Transfers Fund No. 280
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 494,424 $ 1,017,202 $ 1,465,498 Revenues
Grants & Subventions
All Prior Fiscal Years $ 370,960 $ 143,083 $ 148,242
CDBG FY 2022/23 — 25,000 —
CDBG FY 2023/24 265,686 332,793 —
CDBG FY 2024/25 22,520 415,624 509,604
COVID-19 133,470 42,807 —
Housing Rehab Loans — — —
Total Revenues $ 792,636 $ 959,307 $ 657,846
Expenditures
CDBG Fund
Operational Charges $ 56,196 $ 68,217 $ 70,021
Public Service Grants
Operational Charges $ 182,171 $ 367,794 $ 389,583
Housing
Operational Charges $ 31,491 $ 75,000 $ 50,000
Total Expenditures $ 269,858 $ 511,011 $ 509,604
Estimated Fund Balance June 30 $ 1,017,202 $ 1,465,498 $ 1,613,740
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
193
MISSION
To raise additional funds for the library.
SERVICES
The Russell Fischer Business Collection offers an exemplary collection of business resources and services for the purpose of benefiting the business community and residents of the greater Camarillo area through the support of the Russell Fischer Business Collection endowment.
The Friends of the Camarillo Library focuses on bringing the services and facilities of the Camarillo Public Library to the attention and interest of the Camarillo community. The Friends help support the library by providing funding of new book and magazine purchases, library materials and supplies, and other unmet needs of the library.
Efforts continue in the acquiring and preservation of city library resources through the contributions of the Friends of the Camarillo Library and the Russell Fischer Business endowment.
SERVICE LEVEL TRENDS
Bookstore sales are increasing, and it is anticipated that revenue will continue to increase.
MAJOR ACCOMPLISHMENTS FY 2024/25
• As part of the Operating Agreement with Friends of the Library, in December 2023 Friends donated $142,000 for use in Fiscal Year 2024/25 to purchase library materials.
GOALS AND OBJECTIVES FY 2025/26
• Work with the library operator to explore ways to increase library fund donations.
Revenues and Expenditures Fund No. 285
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 636,349 $ 536,423 $ 576,755 Revenues
Interest Income $ 20,013 $ 5,513 $ 22,223
Net Adjust. Fair Value 9,833 — —
Developers/Private — 300 300
Friends of Library 142,000 142,000 138,000
R. Fischer Trust — 195,000 195,000
Total Revenues $ 171,846 $ 342,813 $ 355,523
Expenditures
Operational Charges $ 271,773 $ 302,481 $ 300,722
Total Expenditures $ 271,773 $ 302,481 $ 300,722
Transfer (to)/from General Fund $ — $ — $ —
Estimated Fund Balance June 30 $ 536,423 $ 576,755 $ 631,556
LIBRARY SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
194
Revenues, Expenditures and Transfers Fund No. 286
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 1,182,675 $ 1,479,497 $ 82,803 Revenues
Cable PEG Fees $ 180,061 $ 206,000 $ 206,000
Interest Income 78,293 16,297 52,885
Net Adjustment Fair Value 38,468 — —
Total Revenues $ 296,822 $ 222,297 $ 258,885
Transfers (to) Other Funds
Capital Improvement Projects Fund — (1,618,991)
Total Transfers Out $ — $ (1,618,991) $ —
Estimated Fund Balance June 30 $ 1,479,497 $ 82,803 $ 341,688
CABLE PEG FEES SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
195
MISSION
To administer the debt service of the 2012 library lease revenue bonds.
SERVICES
Work with trustees for the timely payment of principal and interest payments. Reconcile statements received with general ledger. Review debt periodically for opportunities to refund. Administer all aspects of each debt issue according to legal requirements.
SERVICE LEVEL TRENDS
No additional debt is anticipated during the budget cycle.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Paid the debt service payments to the trustees on time. • Monitored the activity of each fund on a monthly basis to assure correct and accurate accounting of the funds due to the bondholders.
• Reconciled all monthly trust statements prior to the 15th of the following month. • Reported each month’s trust activity to the City Council prior to the end of the following month. • Provided Digital Assurance Certification LLC (DAC), the Dissemination Agent, all annual bond disclosure reports, all the required documents on each bond issue for electronic filing with Electronic Municipal Market Access (EMMA), and the Nationally Recognized Municipal Securities Information Repositories (NRMSIR) according to legal requirements. Electronic filing enables bondholders to visit DAC’s “free” website for current and prior year disclosure reports, City financial statements, and other bond information.
GOALS AND OBJECTIVES FY 2025/26
• Timely debt service payments, to keep miscellaneous costs at a minimum and to provide excellent service to the bondholders.
• Monitor the investment of idle funds to ensure compliance with the permitted investment language provided in the bond documents and to maximize yield.
• Report to the City Council monthly, by the end of the following month, the amount, interest rate, and type of investment in which the trustee has placed the bond funds. • File timely disclosure reports and financial statements with DAC, EMMA, and NRMSIR to enable bondholders, trustees, and others, website access to current bond and financial information. • Explore early call option or bond refinancing
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
196
Revenues, Expenditures and Transfers Fund No. 321
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 509,716 $ 501,837 $ 501,292 Revenues
Interest Income $ 26,039 $ — $ —
Total Revenues $ 26,039 $ — $ —
Expenditures/Debt Service-Bonds
Operational Charges $ 487,918 $ 494,515 $ 492,151
Total Expenditures $ 487,918 $ 494,515 $ 492,151
Transfer from Other Funds
General Fund $ 454,000 $ 493,970 $ 492,151
Total Transfers In $ 454,000 $ 493,970 $ 492,151
Estimated Fund Balance June 30 $ 501,837 $ 501,292 $ 501,292
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
197
Revenues, Expenditures and Transfers Fund No. 410
Description Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26
Estimated Available Fund Balance July 1 $ 11,881,663 $ 17,486,751 $ 10,162,536 Revenues
Grants & Subventions
State Transportation Improvement
Fund $ — $ 835,000 $ —
CMAQ-Hwys & Streets 127,926 3,422,426 —
LOSSAN Grant 231,628 2,019,179 2,459,012
Developers Fees $ 33,479 $ 33,479
Interest Income $ 378,469
Total Revenues $ 393,033 $ 6,310,084 $ 2,837,481
Expenditures
Capital Projects-General $ 8,975,438 $ 26,571,216 $ 16,168,242 Transfer from Other Funds
General Fund $ 7,275,448 $ 50,000 $ —
SB1 Fund 715,399 3,900,000 1,874,645
SB125 Fund 1,000,000
TDA Article 8 Roads Fund 3,494,900 3,947,697 1,805,902 TMF Fund 1,243,414 2,266,740 1,589,599
SIBA Fund 173,282 353,457 100,000
Bridge Policy Fund 253,063 800,032 200,000
Camarillo Corridor Project Fund 1,031,986 1,618,991 — Street Improvements Fund — — —
Net Transfers from
Other Funds $ 14,187,492 $ 12,936,917 $ 6,570,146
Net Transfers (to) /from
Other Funds $ 14,187,492 $ 12,936,917 $ 6,570,146
Estimated Fund Balance June 30 $ 17,486,751 $ 10,162,536 $ 3,401,921
CAPITAL IMPROVEMENT PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
198
Revenues, Expenditures and Transfers Fund No. 429
Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 8,601,568 $ 9,028,132 $ 9,013,239 Revenues
Interest Income $ 16,134 $ 50,337 $ 1,496
Net Adjustment Fair Value 7,081 — —
Total Revenues $ 23,215 $ 50,337 $ 1,496
Capital Expenditures
Capital Projects-General 3,970 51,130 50,000
Total Expenditures $ 3,970 $ 51,130 $ 50,000
Transfer (to) Other Funds
Transfer (from) Low/Mod Housing Fund $ 407,319 $ (14,100) $ — Net Transfers (to) /from
Other Funds $ 407,319 $ (14,100) $ —
Estimated Fund Balance June 30 $ 9,028,132 $ 9,013,239 $ 8,964,735
CAMARILLO CORRIDOR PROJECT AREA FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
199
MISSION
Former California Redevelopment Agencies (RDAs) once used property tax revenues to pay for affordable housing projects. On February 1, 2012, the RDAs were officially dissolved. As a result of the dissolution, Successor Agencies were established to manage any existing redevelopment projects and to help wind-down the process at the local level. On January 11, 2012, the City of Camarillo elected to become the Successor Agency to the former Camarillo Community Development Commission (CDC) that served as the RDA and assumed its functions.
Senate Bill (SB) 341 clarifies the rules governing the expenditures of the Successor Agencies. One of the SB 341 clarifications is that the former RDA housing assets must be maintained in a separate fund called the “Low and Moderate Income Housing Asset Fund.” To comply with this requirement, the City has created Fund No. 498 Low-Mod Income Housing Asset. An annual report on the Low-Mod Income Housing Asset Fund is prepared and submitted to the California State Department of Housing and Community Development (HCD) by April 1 st of each year. The report includes detailed information on the transfers, revenues, and expenditures of the fund.
SERVICES
Allowed activities for the Low-Mod Income Housing Asset Fund include housing monitoring, rapid rehousing solutions for homelessness prevention, and expanding housing options for low-income households, defined as households earning 80% or less of the area median income (AMI). At least 30% of expenditures must be allocated to extremely low income rental households (i.e., households that earn 30% or less of AMI). A maximum of 20% may be allocated to low income households (i.e., household that earn between 60% and 80% of the AMI). No funding may be spent on moderate income households (i.e., households that earn between 81% and 120% of the AMI).
SERVICE LEVEL TRENDS
The City is actively seeking opportunities to expend the Low-Mod Income Housing Asset Fund that will result in additional affordable housing options in the City of Camarillo.
MAJOR ACCOMPLISHMENTS FY 2024/25
In order to comply with SB 341 reporting requirements for Fund 498, the City utilized the services of RSG Solutions to prepare and submit the Fiscal Year 2023-2024 SB 341 Annual Report. The report found no deficiencies in the City’s administration of Fund 498. The City Council approved the usage of $169,248 from Fund 498 on August 14, 2024, to help fund the creation of construction plans by RRM Design Group for the Arneill Road Very-Low Income housing project, which resulted in the issuance of building permits for the project.
GOALS AND OBJECTIVES FY 2025/26
Expand housing options for extremely low-, very low-, and low-income households, and meet with the income proportionality limit requirements associated with expenditure of the Low-Mod Income Housing Asset Fund.
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
200
Revenues and Expenditures Fund No. 498
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Available Fund Balance July 1 $ 454,252 $ 449,152 $ 233,752 Revenues
Interest Income $ 6,530 $ 5,459 $ 5,748
Net Adjustment Fair Value 3,209 — —
Total Revenues $ 9,739 $ 5,459 $ 5,748
Expenditures
Operational Charges 14,839 51,611 50,826
Total Expenditures $ 14,839 $ 51,611 $ 50,826
Transfers out to Other Funds $ — $ (169,248) $ —
Total Transfers to Other Funds $ — $ (169,248) $ —
Estimated Fund Balance June 30 $ 449,152 $ 233,752 $ 188,674
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
201
MISSION
The Risk Management Division identifies, assesses, and mitigates potential risks to protect City assets, ensures workplace safety, and supports employee health and well-being.
SERVICES
The Risk Management Division proactively assesses and mitigates workplace risk, enhances and ensures timely safety programs and training, and provides benefits and consultive support to ensure a safe and productive work environment for all employees. Core services include:
• General Liability Claims: Assists claimants with reporting, works with the City’s claims administrator, and reviews loss reports to reduce liability and expedite processing. • Workers’ Compensation Claims: Coordinates with employees, supervisors, healthcare providers, and CJPIA’s claims administrator to manage cases efficiently. • Property Programs: Maintains an inventory of City property and ensures appropriate insurance coverage.
• Special Event Insurance: Supports community members in securing insurance and compiles quarterly reports.
• Self-Funded Insurance: Administers the City’s dental and vision programs and assists with employee claims and issues.
• Insurance Benefits: Provides employee support on health, dental, vision, EAP, disability, and life insurance benefits.
• Cal/OSHA Compliance: Reviews programs to ensure alignment with workplace safety regulations.
• Safety Programs: Provides training and guidance to ensure departments meet state-mandated requirements, including IIPP and SB-198.
• DOT Drug & Alcohol Testing Program: Ensures compliance with DOT and FMCSA testing regulations for safety-sensitive positions.
The Risk Management Division will no longer oversee contractual Risk, which has been transitioned to the Finance Department.
SERVICE LEVEL TRENDS
While service demand remains consistent, fluctuations in claim volumes or safety incidents prompt proactive reviews and the implementation of corrective measures or best practices to reduce exposure and improve outcomes.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Closed out 57% of general liability claims and 45% of workers’ compensation claims. • Administered Safety Incentive Program.
• Adopted and/or revised safety-related programs in compliance with Cal/OSHA regulations. • Provided safety-related training sessions in compliance with the Injury and Illness Prevention Program (IIPP).
• Developed and Implemented the Workplace Violence Prevention Policy and Training Program
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
202
GOALS AND OBJECTIVES FY 2025/26
• Continue to review, develop, and implement comprehensive risk management policies and procedures.
• Continue to monitor general liability and workers’ compensation claims and reports. • Continue administering safety training in compliance with Cal/OSHA regulations. To ensure emergency preparedness, in collaboration Emergency Services on an annual basis conduct at least one safety and emergency drill for employees.
• Complete a comprehensive risk assessment of all City operations and facilities, with recommendations for mitigation.
• Monitor Safety Incentive Program for effectiveness.
• Revise and implement Master Training Matrix.
• Reestablish the Safety Committee with revised roles, meeting cadence, measurable outcomes and safety improvement initiatives originating from the committee.
Revenues and Expenses Fund No. 510
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 1,202,196 $ 1,046,528 $ 975,337
Revenues
Interest Income $ 5,991 $ 2,479 $ 22,235
Reimbursements 118,114 88,500 88,500
General Insurances 1,965,735 2,299,517 2,581,480
Vision & Dental 255,480 266,760 266,760
Total Revenues $ 2,345,320 $ 2,657,256 $ 2,958,975
Expenses
Salaries and Benefits $ 215,926 $ 237,837 $ 484,827
Operational Charges 2,243,610 2,467,026 2,629,553
Allocations 25,068 23,584 37,716
Total Expenses $ 2,484,604 $ 2,728,447 $ 3,152,096
Estimated Working
Capital Balance
June 30 $ 1,046,528 $ 975,337 $ 782,216
Full-Time Equivalent
Employees 1.00 0.80 1.15
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
203
MISSION
The City of Camarillo’s IS Division will be a strategic enabler of innovation and efficiency, leveraging modern technology, data-driven insights, and secure digital infrastructure to enhance City services, empower employees, and elevate the resident experience.
SERVICES
Information Systems provides comprehensive planning and coordination of all City technology projects and initiatives. The goals of the division are as follows:
• Strategic Technology Partnership: Collaborate with departments to understand their needs and deliver reliable, effective technology solutions that enhance efficiency and service delivery. • Secure and Scalable IT Infrastructure: Maintain a resilient, well-managed, and secure technology environment that supports City operations while proactively addressing cybersecurity risks.
• User-Focused Service Delivery: Prioritize responsive, accessible, and user-friendly technology services that support employees in their daily work and improve the community’s experience with City services.
• Data-Driven Decision-Making & Business Process Optimization: Improve data accessibility, integration, and governance to support informed decision-making. Streamline business processes through automation and system integration to reduce redundancies and enhance operational efficiency.
• Continuous Improvement & Modernization: Regularly evaluate and refine IS processes, adopting practical automation and data-driven decision-making to enhance efficiency and effectiveness.
• Staff Development & Digital Proficiency: Invest in ongoing training and professional development to ensure IS staff stay current with evolving technology and can provide the highest level of support.
Primary areas of responsibility include NaviLine, OpenGov, custom data reporting, and other primary business applications.
The City uses the IBM Power 10+ server to locally host all NaviLine Enterprise Resource Planning applications, including core financial applications, land management, building permits, e-commerce, and utility billing. The City’s Windows network serves word processing, file access, spreadsheet, database, email, document imaging, and GIS applications while providing security and connectivity to the Internet.
SERVICE LEVEL TRENDS
The IS Division consists of seven positions, including an IS manager. The division focuses primarily on applications, infrastructure, geographic information system GIS), and end-user devices. To better equip City staff, Information Systems is moving from desktop to laptop computers. Our support will encompass 200 laptops, 10 desktops, 25 mobile devices, and 26 network servers. These, along with one IBM Power 10+, will serve City Hall, the Corporation Yard, the Emergency Operations Center, and the
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
204
Wastewater Treatment Plant. Information Systems also provides installation, upgrades, technical support, and end-user training to all sites. The City operates a wide area network (WAN) that connects five facilities using site-to-site virtual private networks (VPNs), with commercial internet service providing connectivity.
Library Systems & Services, LLC (LS&S) is in the third year of a 10-year Operational agreement to provide information technology support to the Camarillo Public Library. The City’s Information Systems will review and approve the purchase of needed equipment, software, and other related peripheral equipment for the Camarillo Public Library in accordance with the City’s Purchasing Policy.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Replace all City desktop PCs with a combination laptop and docking station. • Partnered with BerryDunn to complete a Technology Modernization Plan. • Partnered with BerryDunn to conduct an Enterprise Asset Management System selection. • Improved audio-visual capabilities in City conference rooms and staff offices using Logitech technology.
• Partnered with Pegasus Studios to operate and maintain the audio-visual equipment in the remodeled Council chambers.
• Built Monday.com workspace for Administrative Services Department project, task, and help desk management.
• Purchased and installed pool car management software with FleetIO and Key Cafe. • Installed Screencloud software on monitors for employee updates and events. • Successfully implemented Laserfiche the City’s new record repository and began digitizing City records.
• Completed set-up of a public-facing self-service kiosk for Business Tax and Planning & Permitting • Oversee Library Systems & Services information technology upgrade requests for budget purposes.
GOALS AND OBJECTIVES FY 2025/26
• Establish a formal technology governance framework to enhance the City's technology planning, policy adherence, transparency, and project portfolio management. • Improve resource allocation, forecast future budget requirements, and provide alignment with other projects and initiatives through the development of a technology life cycle replacement plan. • Improve the authentication experience for users, centralize authentication across applications, and automate manual credentialing processes through use of Active Directory. • Complete development of a 2-Year Workplan and 5-year Information Systems Technology Modernization Plan.
• Complete contract negotiation and award for an Enterprise Asset Management System and begin implementation.
• Continue to support and engage department stakeholders in the development of guidelines, policies, and procedures to guide the City’s adoption of AI.
• Increase the capture and analysis of spatial data to expand visually informed data-driven decisions. • Complete tech upgrades to EOC
• Support City’s transition to Advanced Metering Infrastructure (AMI) technology • Join the County’s regional radio network to increase emergency preparedness and coordination • Complete Phase 1 of the digitization project which includes the digitization of all paper records and begin Phase 2 which includes streamlining workflows around Laserfiche. • Oversee Library Systems & Services information technology upgrade requests. • Support the effort to roll out a new planning and permitting system designed to speed up the process for building permits, business licenses, and permits for both Planning and Public Works.
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
205
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goad of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of IS Service Requests / % Resolved 1,174 / 98.6% 1,577 / 99.1% 1,496 / 95.7% 1,600 / 100% Benchmark: 1,600 / 100%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percent of Requests Responded to within 1 day 96.0% 97.0% 98.0% 95.0% Percent of Requests Responded to within 3
days 88.0% 91.0% 98.0% 95.0%
Benchmark: 95% for both
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Network/Website Availability (up-time) 98.9% / 99.96% 99.91% / 99.93% 99.84% / 99.93% 99.9% / 99.9% Benchmark: 99.9% / 99.9%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Website Quality and Optimization Scan Score 98.6% 90.5% 93.99% 95.0% Benchmark: 95% (scored by Monsido)
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Maintain a user satisfaction score (for Help
Desk Ticket resolution) of 4.7 or higher New Measure New Measure 4.9% 4.7% Benchmark: 95% (scored by Monsido)
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
206
DescriptionEstimated
Working
Capital July 1 $ 1,464,651 $ 3,525,038 $ 1,783,025 Photocopy & Map $ 446 $ 500 $ 500 Technology
Surcharge fee $262,866Other
Operating 483 500 500 Interest
Income 117,501 20,672 120,000 Net Adjust.
Fair Value 57,732 — — ISF Allocated
Charges 4,018,452 4,518,657 6,239,261 Total
Revenues $ 4,194,614 $ 4,540,329 $ 6,623,127 Information SystemsSalaries and
Benefits $ 1,209,609 $ 1,440,456 $ 1,588,064 Operational Charges 1,328,808 3,787,665 3,738,190
Allocations 311,400 311,397 111,144 Capital
Expenses 85,028 19,401 — Systems
Total $ 2,934,845 $ 5,558,919 $ 5,437,398 Telephone
SystemsSalaries and
Benefits $ 15,333 $ 16,702 $ 52,455 Operational
Charges 60,111 71,400 105,000 Systems
Total $ 75,444 $ 138,102 $ 217,455
Expenses-GISSalaries and
Benefits $ 218,332 $ 224,951 $ 235,094 Operational
Charges 17,037 48,250 55,750
GIS Total $ 235,369 $ 273,201 $ 290,844 Library I.S.
ServicesSalaries and
Benefits $ 672 $ — $ — Operational
Charges 65,064 104,864 188,564 Capital
Expenses 40,944 207,256 105,000 I.S. Svc.
Total $ 106,680 $ 312,120 $ 293,564
Depreciation/
AmortizationDepreciation
Expense $ 58,750 $ — $ — Fixed Asset
Capital 380,934 — — e
s$ 3,792,022 $ 6,282,342 $ 6,239,261
Adjustments to
Working Capital $ 58,750 $ — $ —
Revenues and
Expenses Fund No. 530
Actual 2023/24 Amended Budget
2024/25
Proposed Budget
2025/26
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
207
Estimated
Working
Capital Balance
June 30 $ 3,525,038 $ 1,783,025 $ 2,166,891 Full-Time
Equivalent
Employees 5.60 6.00 8.15
Revenues and
Expenses Fund No. 530
Actual 2023/24 Amended Budget
2024/25
Proposed Budget
2025/26
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
208
MISSION
To service, maintain, and repair City owned vehicles and equipment to the highest operating standards, complying with all local, State and Federal regulations and ensuring operator safety to the maximum extent possible. Procure fuel-efficient, cost-effective vehicles that meet the needs of the City and are available for purchase from manufacturers; and procure equipment in a cost-effective manner that meets the needs of the departments. Transition City vehicles and infrastructure to electric or hybrid to reduce greenhouse gas emissions.
SERVICES
City vehicles and various types of equipment are purchased, maintained, and repaired by Fleet staff using a combination of in-house and outsourced shops, with most of the maintenance being performed by City mechanics. Outsourcing occurs when specialized tools and equipment are necessary. Fleet Maintenance staff also provide limited repairs on non-fleet components and fabricate and weld specialized tools and equipment to be used in various field operations. In addition to providing procurement, preventive maintenance, and repairs, Fleet Maintenance staff generate work orders, create blanket and field purchase orders. Fleet staff plan and implement Fleet item budgets and prepare monthly reports for the Fleet Manager and Department Director.
SERVICE LEVEL TRENDS
Service levels continue to expand as the Fleet size and demand for 86 vehicles, 52 pieces of equipment, and 10 off-highway vehicles (OHV) increases. The average age of vehicles and equipment in the City’s fleet is 12.5 adding to the service level burden.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Complied with California Air Resources Board (CARB) and Ventura County Air Pollution Control District regulations for diesel engine emission reductions and reporting. • The City accelerated the transition of its fleet to zero emission vehicles (ZEV) in compliance with the CARB’s, Advanced Clean Fleets Regulation. The City will meet the requirements of the regulation stipulating that, Starting January 1, 2024, 50 percent of the total number of vehicle purchases for the City’s fleet in each calendar year must be ZEVs; and secondly, starting January 1, 2027, 100 percent of the total number of vehicle purchases for the City’s fleet in each calendar year must be ZEVs. • Performed maintenance and repair to Fleet vehicles and equipment t ensure proper and safe operation. • Updated the 5-year Projected Replacement Cost Set Aside Schedule to ensure sufficient vehicle and equipment funding, as well as identifying ZEV offsets for internal combustion engine (ICE) vehicles. • Procured and outfitted twenty-three new vehicles, twelve of them being zero emission Ford F-150 Lightning pickup trucks.
• Replaced a 16,000-pound vehicle lift in the Fleet garage.
GOALS AND OBJECTIVES FY 2025/26
•
◦ Continue to adhere to new local, State and Federal regulations including upgrading, replacing, and retrofitting gas and diesel-powered vehicles and equipment. ◦ Based on availability from manufacturers, continue to purchase electric and hybrid vehicles where appropriate for department functions.
◦ Complete an inventory of all municipal off-road equipment (e.g., lawn and garden equipment as well as other outdoor power equipment) and determine which equipment types are possible to decarbonize based on existing technologies.
◦ Complete a cost analysis for decarbonizing the equipment as part of the inventory. ◦ Encourage City employees to use City-owned EV’s for travel to offsite meetings (when travel distance and destination require a passenger vehicle) instead of personal fossil-fuel vehicles.
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
209
◦ Participate in a cross-divisional project with Information Systems to implement FleetIO and Key Cafe to improve the user experience for pool car reservations. ◦ Research new developments and technology in the field of fleet maintenance; learn about maintenance and repair of electric vehicles.
◦ Continue to use Best Management Practices regarding proper disposal of hazardous waste and the prevention of storm water pollution.
◦ Continue to keep detailed records of all maintenance and repairs performed on vehicles and equipment.
◦ Continue to schedule and prioritize maintenance, repairs and equipment installation related to vehicle maintenance.
◦ Replace light duty vehicle lift in garage.
◦ Purchase 17 vehicles: 6 new vehicles and 11 replacement vehicles (including 8 zero-emission vehicles)
◦ Purchase 2 pieces of equipment: a new fuel trailer for the Fleet division and a replacement backhoe for the Streets division.
◦ Install new tire changer for the garage.
◦ Install EV charging unit for the garage.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of calls for service 28 1,400 15 10
Service call response within 1 day 100% 100% 100% 100%
Benchmark: 100% for both
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Corrective maintenance turn around time
(minor) 1-2 days 1-2 days Removed Removed
Benchmark: 2 days
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Corrective maintenance turn around time
(major) 1 week 1 week Removed Removed
Benchmark: 1 week
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
210
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
# and % of Zero Emission or Hybrid Vehicles
in Fleet New Measure New Measure 23.0% / 27.0% 31.0% /36.0% Benchmark: ACF Compliance
Revenues, Expenses and Transfers Fund No. 540
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 5,361,207 $ 7,496,344 $ 6,381,464
Revenues
Interest Income $ 249,823 $ 44,723 $ 224,326
Net Adjustment Fair Value 122,746 — —
Vehicle Usage 2,095,836 2,138,330 2,138,330
Vehicle Maintenance 590,322 773,500 600,000
Total Revenues $ 3,058,727 $ 2,956,553 $ 2,962,656
Expenses
Salaries and Benefits $ 543,785 $ 670,690 $ 685,032
Operational Charges 212,009 395,637 276,350
Allocation/Depreciation 410,003 45,712 109,458
Capital Expenses 1,127,959 2,959,394 1,831,000
Total Expenses $ 2,293,756 $ 4,071,433 $ 2,901,840
Adjustments to Working Capital 383,282
Estimated Working
Capital Balance
June 30 $ 7,496,344 $ 6,381,464 $ 6,442,280
Full-Time Equivalent
Employees 2.70 2.95 3.05
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
211
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
212
MISSION
To protect public health and welfare and the environment by providing service for the removal of solid waste, organic waste, recyclable material, and household hazardous waste.
SERVICES
The Solid Waste Division administers programs providing for the collection of solid waste, organic waste, and curbside recycling services. Separate containers are provided for each type of material. Residential solid waste, recycling, organic waste must fit within the appropriate container and is collected weekly.
Extra waste, such as Christmas trees generated during the holiday season, are collected free of charge.
Solid waste collection service is provided by way of franchise agreement with a private waste hauler. In addition to regular solid waste collection services, residents can arrange for special pick-ups of bulky items twice a year at no additional charge or substitute one bulky item collection for an additional collection of solid waste, recyclables, or green waste.
Residential customers may choose between various service levels, with costs based on the amount of solid waste generated. A volume-based rate structure provides for equity between customers and encourages recycling by providing an incentive to minimize the amount of non-recyclable solid waste generated.
Customers may request additional recyclable containers at the capacity of ninety-six gallons or less.
Furthermore, the solid waste division administers the household hazardous waste program. Camarillo residents may schedule appointments to dispose of household hazardous waste properly and safely free of charge.
SERVICE LEVEL TRENDS
Service levels are projected to gradually increase over the next several years; the number of customers served is anticipated to rise as new homes will be constructed and occupied.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Continued to implement state-mandated residential and commercial organics waste recycling program.
• Executed extension of the franchise agreement for additional five years. • Continued to offer backyard compost bins at reduced price to increase diversion. • Continued to provide household battery recycling program at various locations in the City. • Continued to provide confidential drop box for residents to safely discard unused pharmaceuticals. • Continued to provide solid waste services in a friendly, safe, and professional manner, while maintaining competitive rates.
• Continued outreach and education by various communication medias.
GOALS AND OBJECTIVES FY 2025/26
• Continue to implement state- mandated residential and commercial organics waste collection program.
• Continue to offer backyard compost bins at reduced price to increase waste diversion; provide household battery recycling; and provide disposal services of unused pharmaceuticals. • Adjust solid waste fees to cover the costs associated with implementing and monitoring state- mandated waste reduction programs.
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
213
Revenues and Expenses Fund No. 805
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 203,144 $ 347,194 $ 325,616
Revenues
Used Oil Grant $ 9,880 $ 9,880 $ 9,880
Bev. Container Recycle Prog. 1,202 34,354 17,671
SB 1383 OWR 17,724 187,556 —
Compost Bin Program 686 900 900
Rubbish Collection 7,729,204 8,300,000 212,935
Source Reduct/Recover 261,303 245,000 260,000
Household Hazard. Waste 110,822 107,000 115,000
Solid Waste Bag Tags 480 1,000 —
Solid Waste Barrel Exchg 1,345 1,500 —
Late Payment Penalty 98,953 90,000 —
Interest Income 1,243 1,242 1,242
Net Adjust. Fair Value — — —
Total Revenues $ 8,232,842 $ 8,978,432 $ 617,628
Expenses-Solid Waste
Salaries and Benefits $ 63,070 $ 278,442 $ 163,851
Operational Charges 7,721,047 8,280,354 265,764
Grants/Allocations 84,647 208,170 34,676
$ 7,868,764 $ 8,766,966 $ 464,291
Expenses-Solid Waste Organics
Operational Charges $ 279,887 $ 83,230 $ 8,654
Expenses - Solid Waste HHW
Operational Charges $ — $ 281,363 $ 305,480
Expenses - Solid Waste Recycling
Operational Charges $ — $ 18,451 $ 37,904
Total Expenses $ 8,148,651 $ 9,150,010 $ 816,329
Transfer from Other Funds
Transfer from General Fund $ — $ 150,000 $ 200,000
Total Other Financing Sources $ — $ 150,000 $ 200,000
Estimated Working
Capital Balance
June 30 $ 347,194 $ 325,616 $ 326,915
Full-Time Equivalent
Employees 0.70 0.70 0.75
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
214
MISSION
To provide safe, reliable, and cost-effective transportation for those who are transit-dependent and others who desire a transportation alternative to the private automobile.
SERVICES
The Camarillo Area Transit (CAT) provides Fixed Route services to major destinations within the City.
A General Purpose Dial-A-Ride service is also available for all destinations within the City limits, and regional services are available for ADA and senior riders. A transit service provider under City contract is responsible for dispatching, operation, and maintenance of City owned transit vehicles.
SERVICE LEVEL TRENDS
After a couple of years of level ridership volumes, CAT began seeing an increase in ridership demand in FY 2023/24 and this growth trend has continued into FY 2024/25. Transit improvements that have contributed to the increase in ridership include implementation of a new trip scheduling software program and procurement of new transit vehicles to increase reliability, including the return of the Camarillo trolley bus. Work continues on the City’s Short Range Transit Plan, which will explore other program options to help increase ridership and provide services that the Camarillo community desires.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Completed the City’s second Transportation Development Act Article 8c audit. • City’s new Transit Operation & Maintenance contractor (RTW) started on July 1st. • Provided essential information to the National Transit Database for Reporting Year (RY) 2024. • Auctioned nine (9) vehicles that had reached the end of their useful life. • Continued participation in the Countywide Short Range Transit Plan through the Ventura County Transportation Commission.
• New vehicles that began service in FY 2024/25 included one (1) minivan and eight (8) transit vans for CAT Dial-A-Ride services.
• Ordered three (3) transit vans, one (1) cutaway, and one (1) minivan for CAT transit services (Fixed Route and Dial-A-Ride).
• Updated the City’s Title VI Plan.
• Implemented the Dial-A-Ride scheduling software program with RideCo on August 4, 2024. • Unveiled the new Camarillo Area Transit logo, displayed on new transit vehicles and retrofitted older vehicles with the new logo.
• Completed General Directive 14-1 Risk Assessment.
• Executed SB-125 Agreement with Ventura County Transportation Commission for funding of transit vehicles and design and construction of the City’s electric vehicle charging and storage facility. • Participated in the Christmas Parade using the Trolley Bus.
GOALS AND OBJECTIVES FY 2025/26
• Identify potential adjustments to transit services in an effort to reduce costs, increase ridership and improve coordination efforts amongst neighboring transit agencies. Includes additional exploration of recommendations made as part of the Short Range Transit Plan. • Promote transit services in the community via community events and public outreach. • Monitor new dispatching software and strive to improve efficiency. • Provide essential information to the National Transit Database for Reporting Year (RY) 2025. • Update Safety Plan.
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
215
• Host Unmet Transit Needs meeting.
• Initiate design of the City’s electric vehicle charging and storage facility. • Implement credit card payment system on fixed route and trolley services. • Explore options for bus stop improvements, such as shelters/passenger seating.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Dial-A-Ride: Percent of riders picked up within
10 minutes before or after scheduled pickup
time 94.50% 94.50% 98.00% 93.00%
Benchmark: 93.00% within 20 minutes of scheduled pick-up time
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Fixed Route: Percent of on-time trips,
excluding delays outside of service provider's
control New 98.00% 100.00% 98.00%
Benchmark: 0 minutes early and no more than 15 minutes late (unless outside of service provider's control)
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
216
Revenues, Expenses and Transfers Fund No. 810
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 119,616 $ 100,155 $ 50,323
Revenues
FTA Assist Bus O & M $ 1,259,109 $ 1,476,800 $ 1,635,152 FTA Metrolink Station O&M 27,399 29,000 36,500
FTA Local ADA 117,724 132,000 149,191
FTA Regional ADA 117,724 93,000 149,191
FTA Trolley 250,288 287,625 225,225
FTA Buses 432,504 822,305 —
SGR Grant — 8,000 9,000
STA Grant 137,319 65,000 52,000
Gain/Loss Asset Disposal 1,355 66,989 —
VCTC Stored Value Fares 24,487 15,000 20,000
Youth Free Fares Reimb 4,555 5,000 5,000
Bus Fares - College EZ Ride 6,237 6,500 20,000
Bus Fares - Trolley 11,672 11,500 13,500
Bus Fares-Regular 74,700 78,000 67,000
Bus Fares-Leisure Village 16,000 16,000 16,000
Bus Fares-CAT 5,315 6,500 7,000
Total Revenues $ 2,486,388 $ 3,119,219 $ 2,404,759
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
217
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Expenses-Transit Operations
Salaries and Benefits $ 291,967 $ 394,397 $ 375,909
Operational Charges 2,890,102 3,467,690 3,368,600
Allocation/Depreciation 113,534 54,191 70,059
Capital Expenses 540,631 1,023,379 —
Contra to Capital Expenses (540,631) — —
Total Transit Operations $ 3,295,603 $ 4,939,657 $ 3,814,568 Expenses-Metrolink Station Maint
Operational Charges $ 138,360 $ 128,394 $ 151,822
Total Metrolink Station Maint 138,360 128,394 151,822 Total Transit Expenses $ 3,433,963 $ 5,068,051 $ 3,966,390 Transfers from Other Funds
TDA Article 8c Fund $ 1,397,771 $ 1,899,000 $ 1,677,664 Adjustments to Working Capital $ — $ — $ —
Estimated Working
Capital Balance
June 30 $ 100,155 $ 50,323 $ 166,356
Full-Time Equivalent
Employees 1.35 1.85 1.65
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
218
MISSION
To preserve, restore, operate, and maintain the 4.5-acre Camarillo Ranch, a nationally registered, historic landmark, with the City’s public and private sector partners, on a self-sustaining basis.
SERVICES
The City is contracted with Command Performance to provide wedding and special event management services for the Camarillo Ranch. Services include communications, marketing, catering, and equipment rental. The property can accommodate a range of events from a western theme in the barn to the most elegant affairs in the manicured gardens and period furnished interiors of the house. Weekend public tours and mid- week school tours are conducted by the Camarillo Ranch Foundation’s volunteer docents.
SERVICE LEVEL TRENDS
City staff maintains the property at a high level to maintain and enhance the century-old home as a venue for both Command Performance and Camarillo Ranch Foundation events and to provide the public historic buildings and grounds to enjoy.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Installed a new concrete pad for the catering area.
• Installed two new light poles.
• Installed new rain gutters and downspouts.
• Painted the exterior of the barn, offices and stables. • Repaired the house’s deck and railing.
• Negotiated a new agreement with Command Performance.
• Performed thermal imaging on main electrical switch gear and electrical panels.
GOALS AND OBJECTIVES FY 2025/26
• Maintain the property at a high level to enhance the venue for weddings and other events. • Replace four olive trees in office courtyard
• Reglaze house windows.
• Paint light poles and benches.
• Replace house kitchen entry flooring.
• Replace HVAC units in the barn and house
• Rehabilitate decomposed granite in auxiliary parking lot.
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
219
Revenues, Expenses and Transfers Fund No. 815
Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 602,534 $ 282,204 $ 254,246
Revenues
Catering Fees $ 173,025 $ 250,000 $ 261,000
Ceremony Fees 10,000 5,500 —
Security Fees 18,615 46,620 25,000
Venue-Site Rental Fees 162,241 140,000 215,000
Interest Income 10,939 4,843 —
Net Adjustment Fair Value 5,375 — —
Total Revenues $ 380,195 $ 446,963 $ 501,000
Expenses
Salaries and Benefits $ 134,157 $ 113,109 $ 138,668
Operational Charges 221,706 408,775 642,200
Allocation/Depreciation 145,076 59,352 51,241
Capital Expenses 18,214 208,625 —
Construction 68,244 — —
Total Expenses $ 587,397 $ 789,861 $ 832,109
Transfer from Other Funds
General Fund $ — $ 314,940 $ 334,507.00
Camarillo Ranch Facility Fund — — —
Total Other Financing Sources $ — $ 314,940 $ 334,507
Adjustments to Working Capital — — —
Estimated Working
Capital Balance
June 30 $ 282,204 $ 254,246 $ 257,644
Full-Time Equivalent
Employees 0.70 0.65 0.70
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
220
MISSION
To deliver a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The Water Division is responsible for supplying water to approximately 14,019 service connections. In 2024, approximately 40% of the water was purchased from Calleguas Municipal Water District (CMWD) and was distributed into the system from eight turnouts located throughout the service area. The remaining 60% was pumped from City-owned wells. Four wells serve the City, including two that serve the desalter and two that serve water directly to the City’s water system. The two wells that are dedicated to serving brackish water to the desalter are near St. John’s Pleasant Valley Hospital in the eastern part of the City. Since the desalter has been in operation as of January 2023, the City has been able to decrease dependency on imported water and it is anticipated to continue to lower the use of imported water in the future. The two wells that serve water directly and are not processed through the desalter are located in the western portion of the City. One well is located on the north side of the 101 Freeway west of Las Posas, and another well is located at Camarillo Airport. Pumped groundwater is treated with chloramines for disinfection. Water quality sampling and testing is performed for numerous parameters, taken at the wells, reservoirs, and 50 sampling points throughout the water system. Test results are reported to the State Water Resources Control Board – Division of Drinking Water on a monthly, quarterly, and annual basis. The Water Division maintains an infrastructure of over 194 miles of pipelines and related apparatus. Water valves and hydrants are inspected periodically and maintained, so that they are in good condition at all times. Meters at each of the service connections are read and billed monthly, with minor repairs performed as necessary. Meters are replaced when they are 20 years of age, to reduce water revenue loss due to inaccurate registration. Customer service is always a very high priority with customers receiving an immediate response to their concerns, which may include water quantity, quality, reports of leaks, or pressure problems.
SERVICE LEVEL TRENDS
While the water infrastructure remains relatively new, ongoing maintenance efforts will continue to ensure system reliability and long-term stability. An Automated Meter Infrastructure (AMI) project will replace water meters with radio read meters over the next several years. In the summer of 2023, the Water Shortage Emergency Condition was repealed with a possibility of future restrictions. Stage 1 Water Supply Condition was enacted in Fiscal Year 2023-2024. Conservation measures will continue to be a priority, with activities developed to reduce overall demands necessary to meet the environmental and regulatory related reductions in local groundwater and imported water deliveries. Administration will continue to manage available resources through work management and GIS systems.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Offered rebates on high-efficiency washing machines, smart irrigation controllers, high-efficiency sprinkler nozzles and instant hot water heather recirculating systems. • Completed awarding the AMI water meter program.
• Completed second full year of distribution water from the North Pleasant Valley Groundwater Desalter Project (NPV Desalter) which is currently delivering 3,800 acre feet of water per year. • Purchase of a mobile standby generator at Well B for continued water production in emergencies during power outages.
• Completed the lead and copper sampling for the Environmental Protection Agency (EPA)..
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
221
GOALS AND OBJECTIVES FY 2025/26
• Continue working with Southern California Edison’s energy efficiency and rebate programs to maximize energy reductions.
• Continue the demand response program to help lower peak electric demands when required. This program will also be expanded from the current summertime program to include winter. • Continue year-round accuracy testing of meters 3-inches and larger, and repair or replace as needed. • Continue to replace cathodic protection anodes where needed, due to corrosive soil. • Continue the education and outreach program focused on the importance of water conservation. • Continue offering rebates on high-efficiency washing machines, smart irrigation controllers and high- efficiency sprinkler nozzles, and other MWD rebates available. • Complete updates to the City Water Standards.
• Continue implementation of the City’s Water Demand Offset Program. • Implement a multi-year Advanced Metering Infrastructure (AMI) meter change out project.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of water conservation non
compliance reports achieving voluntary
compliance without penalty through education
and outreach New 100.0% 100.0% 100.0%
Benchmark: 100.0%
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Percentage of minor leaks in distribution
system to be corrected within 72 hours after
discovery service line water leaks repaired
within 24 hours 100.0% 100.0% 100.0% 100.0%
Benchmark: 100.0%
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
222
Estimated Working
Capital July 1 $ 12,535,025 $ 4,928,604 $ (1,254,052)
Revenues
Charges for Services
Special Project Charges $ 8,467 $ 4,000 $ 4,000
Refuse Billing 159,364 190,000 190,000
Other Operating 5,771 2,000 2,000
Water Sales 8,906,778 11,503,402 14,549,923
Tags/Shut-offs 47,208 90,000 90,000
Base Rate Charge 4,548,336 5,319,865 6,621,654
Meter Installation 9,999 50,000 50,000
Irrigation Water 318,070 50,000 50,000
Cross Connection Fee 27,355 26,000 26,000
New Service Fee 10,344 22,045 22,045
Subtotal $ 14,041,692 $ 17,257,312 $ 21,605,622
Fines/Assessments
Late Payment Penalty $ 156,380 $ 120,000 $ 120,000
Cross Connection Late Fee 320 200 200
Subtotal $ 156,700 $ 120,200 $ 120,200
Investments/Contributions
Interest Income $ 264,228 $ 135,395 $ 87,547
Net Adjustment Fair Value 121,240 — —
Airport Wtr Base Charge 5,823 5,000 5,000
Airport Wtr Commodity Chg 38,448 51,000 51,000
Subtotal $ 429,739 $ 191,395 $ 143,547
Other Revenues
Rebates & Refunds $ — $ 76,000 $ 76,000
Rental Income 33,604 34,818 34,818
LRP/MET Incentive Revenue 608,373 861,247 950,100
Other Non-operating 133,548 3,000 3,000
Subtotal $ 775,525 $ 975,065 $ 1,063,918
Total Revenues $ 15,403,656 $ 18,543,972 $ 22,933,287
Revenues, Expenses and Transfers Fund No. 860
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
223
Expenses-Customer Services
Salaries and Benefits $ 360,604 $ 397,977 $ 305,278
Operational Charges 195,185 258,262 263,600
Allocations 134,695 106,016 90,792
Customer Services Total $ 690,484 $ 762,255 $ 659,670
Expenses-General & Administration
Salaries and Benefits $ 2,510,313 $ 2,856,893 $ 3,064,447 Operational Charges 573,287 1,309,682 1,108,700
Allocations 1,122,903 1,055,877 1,112,450
Administrative Total $ 4,206,503 $ 5,222,452 $ 5,285,597 Expenses-Water Resource Management
Salaries and Benefits $ 71,978 $ 75,903 $ 80,682
Operational Charges 120,969 308,089 124,500
Allocations — — 10,912
Water Resource
Management Total $ 192,947 $ 383,992 $ 216,094
Expenses-Meter Readers
Salaries and Benefits $ 531,481 $ 614,856 $ 618,083
Operational Charges 98,198 254,827 227,000
Allocations 584,906 926,703 601,937
Meter Readers Total $ 1,214,585 $ 1,796,386 $ 1,447,020 Expenses-Water - Source
Salaries and Benefits $ 273,855 $ 308,806 $ 313,549
Operational Charges 4,891,214 6,616,468 5,900,302
Allocations 16,836 18,321 48,326
Water - Source Total $ 5,181,905 $ 6,943,595 $ 6,262,177 Expenses-Pumping
Salaries and Benefits $ 249,942 $ 311,869 $ 330,085
Operational Charges 327,966 620,180 623,380
Allocations 84,185 99,046 128,680
Pumping Total $ 662,093 $ 1,031,095 $ 1,082,145
Expenses and Transfers Fund No. 860
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
224
Expenses-Treatment
Salaries and Benefits $ 225,354 $ 268,284 $ 282,081
Operational Charges 37,044 98,450 98,450
Allocations 16,836 19,193 42,091
Treatment Total $ 279,234 $ 385,927 $ 422,622
Expenses-Transmission & Distribution
Salaries and Benefits $ 887,428 $ 1,174,200 $ 1,144,393 Operational Charges 300,499 260,300 260,300
Allocations 294,634 378,931 478,629
Trans. & Distrib. Total $ 1,482,561 $ 1,813,431 $ 1,883,322 Expenses - Desalter Operations
Salaries and Benefits $ 109,031 $ 90,677 $ 204,994
Operational Charges 4,939,331 6,286,141 5,854,435
Allocations 6,864 10,677 23,869
Desalter Operations Total $ 5,055,226 $ 6,387,495 $ 6,083,298 Depreciation 1,140,254 — —
Contra to Fixed Asset Cap. (1,924,292) — —
Total Expenses $ 18,181,500 $ 24,726,628 $ 23,341,945
Estimated Working
Capital Balance
June 30 $ 4,928,604 $ (1,254,052) $ (1,662,710)
Full-Time Equivalent
Employees 28.03 30.38 30.11
Expenses and Transfers Fund No. 860
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
225
MISSION
To deliver a dependable and sufficient supply of recycled water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The infrastructure for Recycled Water is managed and operated by the Water Division. Recycled water is available to landscape and agricultural customers located in the southeast portion of the City’s Water Division service area. The recycled water service is separate from the potable water system, with separate infrastructure facilities. The recycled water system provides a reliable supply that meets the State of California Water Resources Control Board – Division of Drinking Water – Title 22 recycled water standards. The tertiary-treated wastewater, or recycled water, is produced by the Camarillo Sanitary District’s Water Reclamation Plant.
In 2023, a total of 3,217 acre-feet were delivered through the recycled water system. Amongst these deliveries, 1,538 acre-feet were sent to Mary Smith Ranch properties located near the Water Reclamation Plant. The remaining1,679 acre-feet were distributed to various entities including Camrosa Water District, Pleasant Valley Recreation & Park District, Village at the Park, local farms, the YMCA and City landscape irrigation and street sweeping services. Water quality samples, for numerous parameters, are taken at the end of the treatment process, throughout the recycled water distribution system and at shallow groundwater wells. Test results are reported to the State of California Water Resources Control Board – Division of Drinking Water, and the California Regional Water Quality Control Board, on a monthly, quarterly, and annual basis. The recycled water distribution system consists of seven miles of pipelines and related apparatus.
Meters at each of the service connections are read and billed monthly, with minor repairs performed as necessary. Meters will be replaced when they are 20 years of age, to reduce revenue loss due to inaccurate registration. Customer service is always a very high priority with customers receiving immediate response to their concerns, which may include water quantity, quality, reports of leaks, or pressure problems.
SERVICE LEVEL TRENDS
General system maintenance needs will remain stable, due to the water infrastructure being relatively new. Timely responses to requests for service from customers remain a high priority. Administration will continue to manage available resources through work management and Geographic Information System GIS systems.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Recycled water customers trained on recycled water system and cross-connection management.
GOALS AND OBJECTIVES FY 2025/26
• Replace 12-inch recycled water master meter.
• Continue to deliver recycled water supply to meet the customer’s demand.
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
226
Revenues, Expenses and Transfers Fund No. 861
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 1,769,258 $ 2,522,196 $ 2,257,063
Revenues
Stormwater Division Study $ 157,325 $ — $ —
Base Rate Charge 35,293 32,000 32,000
Irrigation Water 553,513 250,000 250,000
Interest Income 78,247 18,787 90,973
Net Adjustment Fair Value 38,445 — —
Capital Fee Surcharge 31,242 95,000 95,000
Total Revenues $ 894,065 $ 395,787 $ 467,973
Expenses-Distribution
Salaries and Benefits $ 278,106 $ 316,453 $ 349,653
Operational Charges 216,323 319,068 92,000
Allocations 19,884 25,399 52,588
Distribution Total $ 514,313 $ 660,920 $ 494,241
Capital Expenditures
Capital Projects $ 2,325 $ — $ —
Capital Projects - AB1600 3,806 — —
Contra to Fixed Asset Cap. (6,131) — —
Total Expenses $ 514,313 $ 660,920 $ 494,241
Estimated Working
Capital Balance
June 30 $ 2,522,196 $ 2,257,063 $ 2,230,795
Full-Time Equivalent
Employees 1.35 1.60 1.60
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
227
MISSION
Program to facilitate “water will serve” letters for new development with project entitlements granted by the City of Camarillo prior to 2013, helping the City to meet water demand reduction mandates from the State.
SERVICES
Funds collected from qualified new development projects are used to offset water use from existing water customers through a City managed program.
SERVICE LEVEL TRENDS
Implemented in FY 2015/16 with continued implementation through FY 2025/26.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Since late 2016, over 2,349 toilets of both residential and commercial customers have been replaced with ultra-low water use toilets. In 2024 water savings from those retrofits since implementation was approximately 116 acre-feet or 32.65 million gallons.
• In 2024 water savings from clothes washer rebates and hot water re-circulating pumps since implementation was 4.78 acre-feet or 1.34 million gallons for the year. • Since late 2017, the Camarillo Landscape Efficiency Retrofit (CLEAR) program has been in place.
City water customers are offered the opportunity to retrofit landscape devices (irrigation timers, sprinkler nozzles, irrigation systems) with water-efficient devices. Since CLEAR has been in place, 534 irrigation controllers, 22,494 nozzles, and 39,703 feet of drip irrigation pipe have been retrofitted.
GOALS AND OBJECTIVES FY 2025/26
• Continue to offer City water customers water use surveys and offer the opportunity to retrofit landscape devices through the CLEAR program for more efficient outdoor water use. • Expand water conservation program by assisting customers in obtaining rebates for retrofits and replacement of: toilets, washing machines, hot water re-circulation systems, and urinals offered by the City, Calleguas Municipal Water District, and Metropolitan Water District.
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
228
Revenues, Expenses and Transfers Fund No. 862
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 1,166,545 $ 1,052,982 $ 386,395
Revenues
Interest Income $ 36,860 $ 16,788 $ 34,247
Net Adjustment Fair Value 18,110 — —
Total Revenues $ 54,970 $ 16,788 $ 34,247
Expenses
Operational Charges $ 79,019 $ 683,375 $ 7,000
Total Expenses $ 79,019 $ 683,375 $ 7,000
Estimated Working
Capital Balance
June 30 $ 1,052,982 $ 386,395 $ 413,642
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
229
Revenues, Expenses and Transfers Fund No. 863
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 13,263,049 $ 7,751,611 $ 1,445,688
Revenues
Grants & Subventions
Interest Income 301,435 260,098 233,206
Net Adjustment Fair Value 148,104 — —
Other Revenues 221,420 222,251 226,170
Total Revenues $ 670,959 $ 482,349 $ 459,376
Expenses
Capital Projects $ 404,963 $ 2,055,209 $ 7,676,206
Capital Projects-Water AB1600 1,519,329 4,733,063 373,663 Total Expenses $ 1,924,292 $ 6,788,272 $ 8,049,869
Transfers (to) Other Funds
Water Debt Service Fund $ (9,865,999) $ — $ —
Net Transfers (to)/from
Other Funds $ (9,865,999) $ — $ —
Estimated Working
Capital Balance
June 30 $ 7,751,611 $ 1,445,688 $ (6,144,805)
WATER CAPITAL PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
230
Revenues, Expenses and Transfers Fund No. 864
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ (980,835) $ 186,888 $ 184,888
Revenues
Interest Income $ 20,304 $ — $ —
Total Revenues $ 20,304 $ — $ —
Expenses
Administrative $ 4,950 $ 2,000 $ —
Interest Expense (28,117) — —
Principal Payment 564,040 — —
Contra-Bond Principal Payments (985,869) — —
Total Expenses $ (398,937) $ 2,000 $ —
Transfer from Other Funds
Water Capital Projects Fund (9,865,999) — —
Net Transfers (to)/from
Other Funds $ (9,865,999) $ — $ —
Estimated Working
Capital Balance
June 30 $ 186,888 $ 184,888 $ 184,888
WATER DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
231
MISSION
To protect the environment, public health and safety in a cost-effective manner, through the collection and treatment of domestic, commercial, and industrial wastewater, while ensuring full compliance with federal and state regulations.
SERVICES
Camarillo Sanitary District (District) activities are divided into three distinct areas:
Pretreatment – Source Control Program
• Program that manages sources of pollution that could affect treatment plant effectiveness. • Issue Fats, Oils & Grease (FOG) permits to restaurants. • Inspects industrial users for compliance with Camarillo Sanitary District Operations Code and Industrial Waste Supplement.
Collection System and Wastewater Pumping Stations
• Operation and maintenance of the collection system and pumping stations. These activities include preventative maintenance, video inspection and cleaning of sewer lines, performing repairs, monitoring lift stations by using the Supervisory Control and Data Acquisition (SCADA) system, record keeping, and calibration of equipment.
Wastewater Treatment
• Operation of a treatment facility that receives, treats, and disinfects approximately 3.5 million gallons of wastewater each day to tertiary-treated levels. Activities include laboratory analysis, equipment maintenance and repairs, biosolids management, and providing reclaimed water to landscaping and agricultural lands.
SERVICE LEVEL TRENDS
Additional service connections from development projects continue with more anticipated during fiscal year 2025/26 resulting in continued challenges to regulate more industries, maintain a larger collection system, pump and treat a greater amount of wastewater, minimize costs for treatment, and discover alternative means of utilizing increased biosolids tonnage and reclaimed water in beneficial ways.
MAJOR ACCOMPLISHMENTS FY 2024/25
• Pretreatment:
◦ Implemented a District-wide inspection of all commercial and industrial wastewater dischargers.
◦ Annual sampling of industrial dischargers regulated under USEPA pretreatment requirements.
◦ Completed State mandated Pretreatment compliance inspection. ◦ Completed 284 FOG Inspections from January 1, 2024 to December 31, 2024. • Collection:
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
232
◦ Cleaned 74 miles and video inspected 54 miles of gravity sewer pipelines from January 1, 2024 to December 31, 2024. A new more detailed video inspection system has been implemented which provides more pipeline data.
• Wastewater Treatment:
◦ Optimized denitrification process through chemical addition. ◦ Continued to provide recycled water to agricultural and landscaped areas. ◦ Performed cleaning of wet well at Pump Station 3
◦ Installed odor control system at Pump Station 2
GOALS AND OBJECTIVES FY 2025/26
• Pretreatment:
◦ Annual District-wide inspection of all commercial and industrial wastewater dischargers. ◦ Annual sampling of industrial dischargers regulated under USEPA pretreatment permits. ◦ Respond to incidents of sewer overflows and unpermitted discharges to District collection system.
◦ Perform pretreatment inspections to identify unpermitted businesses. • Collection:
◦ Clean and video inspect 60 miles of the collection system. ◦ Complete repairs to the collection system through manhole rehabilitation project. ◦ Perform inspection on sanitary sewer manholes.
Wastewater Pumping Stations:
◦ Upgrade Programmable Logic Controllers (PLC’s) at Pump Station 5 Wastewater Treatment:
◦ Continue to maintain sanitary assets.
• Planning:
◦ Implement the Wastewater Master Plan recommendations by preparing detailed technical reports on: biosolids handling, wastewater characterization, and treatment alternatives analysis.
• Water Reclamation:
◦ Begin preliminary design of the Reclamation Plant Improvements.
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
233
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Feet of sewer main line cleaned 405,568 411,981 450,000 450,000 Benchmark: to clean 100% of the sewer main line ever 3-5 years (approx. 800,000 feet of total sewer line)
Measure
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Est. Actual
FY 2025/26
Target
Number of resident complaints investigated 6 6 8 10
Percentage of investigations conducted within
1 hours of complaint 100.0% 100.0% 100.0% 100.0%
Benchmark: 100.0% of complaints investigated within 1 hour
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
234
Revenues & Expenses Fund No. 871
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 33,639,227 $ 37,631,725 $ 36,682,606
Revenues
Charges for Services
FOG Application Fees $ 1,700 $ 1,000 $ 1,000
Refuse Bill. & Penalty 159,364 190,000 190,000
Other Operating 320 200 200
Base Rate Charge 1,303,933 1,488,972 1,488,972
Reclaimed Water Sales 8,735 10,000 10,000
Sewer Reg. Rate Charge 14,750,139 18,257,050 19,293,669 Connection Permits 7,666 15,000 15,000
Late Payment Penalty 170,425 111,600 111,600
Interest Income 1,192,162 153,719 1,314,515
Net Adjust. Fair Value 580,741 — —
Rental Income 85,399 85,920 85,920
Other Non-operating 104,952 8,950 8,950
Total Revenues $ 18,365,536 $ 20,322,411 $ 22,519,826
Actual 2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Expenses-Customer Service
Salaries and Benefits $ 352,342 $ 397,977 $ 305,278
Operational Charges 181,279 259,555 263,600
Allocations 135,660 106,646 91,144
Customer Service Total $ 669,281 $ 764,178 $ 660,022
Expenses-General & Administration
Salaries and Benefits $ 3,433,431 $ 3,945,690 $ 3,675,884 Operational Charges 1,319,973 3,468,807 1,597,600
Allocations 1,884,852 1,779,107 1,751,406
General & Admin. Total $ 6,638,256 $ 9,193,604 $ 7,024,890 Expenses-Pumping Station
Salaries and Benefits $ 286,270 $ 426,406 $ 461,811
Operational Charges 246,153 420,600 391,600
Allocations 121,895 154,320 238,142
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
235
Pumping Station Total $ 654,318 $ 1,001,326 $ 1,091,553 Expenses-Collection System
Salaries and Benefits $ 927,237 $ 966,596 $ 1,056,720
Operational Charges 587,362 662,350 695,750
Allocations 755,188 793,006 961,114
Collection System Total $ 2,269,787 $ 2,421,952 $ 2,713,584 Expenses-Reclamation Plant
Salaries and Benefits $ 2,316,569 $ 3,035,209 $ 3,118,978 Operational Charges 2,362,193 3,380,295 2,959,400
Allocations 267,294 294,553 617,330
Reclamation Plant Total $ 4,946,056 $ 6,710,057 $ 6,695,708 Depreciation/Amortization
Capital Purchases $ 1,122,605 $ 1,180,413 $ 860,000
Depreciation 2,610,025 — —
Contra to Fixed Asset Cap. (1,122,605) — —
Total Expenses $ 17,787,723 $ 21,271,530 $ 19,045,757
Wastewater Treatment JPA $ 14,031 $ — $ —
Net Transfers (to)/from
Other Funds $ 14,031 $ — $ —
Estimated Working
Capital Balance
June 30 $ 37,631,725 $ 36,682,606 $ 40,156,675
Full-Time Equivalent
Employees 38.62 41.67 40.04
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
236
Revenues and Expenses Fund No. 872
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ (964,777) $ 628,299 $ 1,525,464
Revenues
Taxes
Current Year Secured $ 1,511,421 $ 1,276,929 $ 1,611,405 Prior Year Secured 11,696 10,000 10,000
Current Yr Unsecured 36,369 22,620 22,620
Prior Year Unsecured 2,365 1,120 1,120
Supplemental 28,125 21,495 21,495
Homeowners Exemption 9,161 9,000 9,000
AB1484 Residual 111,069 20,000 100,000
Late Payment Penalty 2,826 2,990 2,990
Interest Income 50,637 3,890 77,231
Net Adjustment Fair Value 23,391 — —
Total Revenues $ 1,787,060 $ 1,368,044 $ 1,855,861
Expenses
Administrative $ 3,980 $ 3,335 $ 3,050
Investment Management — 1,550 1,550
Interest Expense-Bonds 500,658 465,994 510,426
Bond Premium Amortization (54,539) — —
Principal Payment-Bonds 800,000 — —
Bond Deferred Loss Amortization 33,523 — —
Contra-Bond Prin. Payments (800,000) — —
CSD Debt Service Total $ 483,622 $ 470,879 $ 515,026
Estimated Working
Capital Balance
June 30 $ 628,299 $ 1,525,464 $ 2,866,299
CAMARILLO SANITARY DISTRICT - DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
237
Revenues and Expenses Fund No. 873
Actual
2023/24
Amended
Budget
2024/25
Proposed
Budget
2025/26Description
Estimated Working
Capital July 1 $ 26,847,732 $ 28,022,065 $ 13,943,011
Revenues
Interest Income $ 1,027,590 $ 341,284 $ 852,145
Net Adjustment Fair Value 504,887 — —
Capital Improvement Fees 59,644 75,386 193,871
Total Revenues $ 1,592,121 $ 416,670 $ 1,046,016
Expenditures
Capital Purchases $ — $ — $ —
Capital Projects 1,119,926 10,570,298 4,977,347
Capital Projects AB1600 1,010,619 3,925,426 502,653
Contra to Fixed Asset Capital — — —
CSD Cap. Projects Total $ 2,130,545 $ 14,495,724 $ 5,480,000 Estimated Working
Capital Balance
June 30 $ 28,022,065 $ 13,943,011 $ 9,509,027
CAMARILLO SANITARY DISTRICT - CIP FUND
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
238
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
239
CAPITAL IMPROVEMENT PLAN BUDGET OVERVIEW
The Five-Year Capital Improvement Program (CIP) for FY 2025-2030 includes planned capital improvement projects for a five-year period in the categories of transportation, water, sanitary, storm drainage, and buildings and grounds. The CIP includes 83 projects totaling over $299 Million over the five-year period. The fiscal year 2025/26 Proposed Budget includes expenditures and funding for year one of the Five-Year CIP for a total of $29.7 million.
Incorporated into the FY 2025/26 budget, is the implementation of a comprehensive project prioritization model - a first-of-its-kind initiative for the City. This effort is to ensure that resources are allocated strategically, aligning projects with City Council Strategic Plan - Goals and Objectives. This effort will enhance transparency, foster collaboration between City Council and staff, and provide clear direction for budget development. This structured approach improves fiscal discipline, supports informed decision-making, and increases public trust in how priorities are set.
Projects in the Five-ear CIP are prioritized with consideration given to factors such as legal compliance, health and safety, asset condition and level's of service, equitable community investment, sustainability and resiliency, funding availability, quality of life, return on investment and project readiness. The first year of the CIP is the basis of the Capital Improvement Program Budget for Fiscal Year 2025/26. Routine operations and maintenance costs are included in the City’s budget.
Projects are included in the CIP when, taken as a whole, the projects build, add to, improve or extend the useful life of a capital asset owned or paid for by the City, and are of a significant dollar value. CIP projects typically have a total cost above $100,000 and are not routine maintenance items.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
240
CAPITAL IMPROVEMENT PROGRAM BUDGET
The Fiscal Year 2025/26 budget includes capital improvement projects which reflect a strategic approach to infrastructure investment, prioritizing both the rehabilitation of aging assets and the development of new infrastructure to support the City's evolving needs. In alignment with the City's project prioritization model, only those project costs scheduled for in FY 2025/26 are budgeted at 100% funding.
The City maintains a separate Capital Improvement Projects Fund for general capital projects that are funded from discretionary sources such as capital fees collected from developers, state and federal grants, and transfers from the General Fund and the transportation funds.
Additionally, the City also maintains separate Water and Sanitary Funds specifically for capital improvement projects related tot hose utilities.
Impact of Capital Projects on Operating Budgets
w Annualized maintenance of the Pleasant Valley Road Bike lanes is estimated at $8,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
241
Water Utility Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Water Fund utilizes fund balance accumulated for capital projects.
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2025/26.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
242
Sanitary District Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Sanitary Fund utilizes fund balance accumulated for capital projects.
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2025/26.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
243
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2025/26.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
244
Impact of Capital Projects on Operating Budgets
Annualized ongoing maintenance of the Dizdar Park is estimated at $82,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
245
CAPITAL IMPROVEMENT PROGRAM FINANCING
DEBT OBLIGATIONS
The CIP Budget includes appropriations for the servicing of the debt obligations for the City. This discussion does not include proposed or existing bonds or notes whose repayments are not the obligation of the City, such as the 1915 Act Bonds & Notes, Mello-Roos Bonds, and Camarillo Community Development Commission Bonds, nor does it include bonds where the City serves only as a conduit for financing such improvements for housing or industrial development. The obligations included in the budget represent the annual installment payments of principal and interest to be paid on City promissory notes or bond obligations existing at July 1, 2024.
The City of Camarillo has very little debt. The following descriptions include current outstanding debt:
2012 PFA Library Lease Revenue Bonds - AA+
Purpose: Provide funds to refund the Authority’s Lease Revenue Bonds, 2003 Series A (Library Project, which financed a portion of the costs associated with the library renovation project and the cost of issuance expenses on the bonds).
$7,630,000 issued April, 2012
Principal Outstanding 7/1/25: $3,330,000 Maturity Date: 2033 Interest Rate: 1.00% - 4.25% Funding Sources: General Fund 2003 Library Bonds were defeased in order to issue 2012 PFA Library Lease Revenue Bonds.
Camarillo Sanitary District Wastewater Revenue Refunding Bonds, Series 2015 - AA+ Purpose: Finance certain improvements to the District’s Wastewater Enterprise $18,900,000 issued August 2015
Principal Outstanding 7/1/24: $11,760,000 Maturity Date: 2036 Interest Rate: 2% - 5% Funding Sources: CSD ratepayers
2005 CSD Wastewater Revenue Bonds were defeased in order to issue the Series 2015 Bonds.
DEBT MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
246
DEBT LIMIT
Legal debt limits in California apply to general obligation debt. General obligation debt is issued to fund the construction or acquisition of improvements to real property and/or public infrastructure that benefit the public at large. Examples of projects include libraries, parks, overpasses and public safety facilities.
All general obligation debt will be authorized by the required 2/3 majority voters
Legal Debt Margin Calculation for Fiscal Year 2024/25
Assessed valuations:
Net assessed value $ 16,944,621
Add back: exempt real property 562,429
Gross assessed value 17,507,050
Debt limitation - 15% of total assessed value $ 2,626,058 Less debt applicable to limitation —
Legal debt margin 2,626,058
The governing body of the City will decide whether a debt limit should be imposed on issuing other types of debt. Given the limited debt that the City has had to issue, and because of the restrictive fiscal policies in place, we have not adopted a formal debt limit on any other type of debt except land-secured financing.
DEBT POLICY
The City has formally adopted a policy governing when it will issue land-secured financing (see appendices for complete policy). Typically, the debt instrument for Camarillo is governed by the source of funds that will be used to repay the debt. In the enterprise funds, debt is incurred for capital improvements that benefit either the existing customers or future customers. The policy is that the funding sources for the repayment of such debt are distributed to the existing and future customers based on benefit. Existing customers will see that a portion of the debt repayment is included in their utility rate.
Future customers will see an element of the Capital Connection Fee is related to the debt for the expansion of the utility infrastructure to support the growth.
Debt that is to be paid from the General Fund is only issued when an analysis shows that the repayment of the debt does not jeopardize the reserve policy, and that it can be repaid using ongoing revenues. The City’s current debt obligations from the General Fund require an annual contribution of less than 1.5% of the General Fund revenue.
DEBT MANAGEMENT
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247
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
248
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2019 2020 2021 2022
POPULATION 69,880 69,964 70,739 70,739
REVENUES
Taxes 31,991,330 33,604,970 34,659,918 39,605,144
Grants & Subventions 181,490 275,618 1,719,007 235,123 Franchises 2,657,650 2,719,894 2,824,105 2,932,138
Charges for Services 2,029,775 2,633,263 1,185,614 2,123,858 Contributions & Developer Fees 10,000 32,832 25,150 41,315 Assessments & Fines 484,470 528,057 542,817 560,734 Licenses & Permits 2,388,120 1,459,176 1,440,413 1,477,050 Investment Income 662,400 1,927,646 18,431 (1,470,935) Miscellaneous 32,000 20,844 147,300 47,118
Internal Charges — — — —
Total Revenue $ 40,437,235 $ 43,202,300 $ 42,562,755 $ 45,551,545
REVENUE PER CAPITA
Taxes 457.80 480.32 489.97 559.88
Grants & Subventions 2.60 3.94 24.30 3.32
Franchises 38.03 38.88 39.92 41.45
Charges for Services 29.05 37.64 16.76 30.02
Contributions & Developer Fees 0.14 0.47 0.36 0.58
Assessments & Fines 6.93 7.55 7.67 7.93
Licenses & Permits 34.17 20.86 20.36 20.88
Investment Income 9.48 27.55 0.26 (20.79)
Miscellaneous 0.46 0.30 2.08 0.67
Total Per Capita $ 578.66 $ 617.51 $ 601.68 $ 643.94
CITY OF CAMARILLO
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249
TOTAL REVENUES
Miscellaneous
Assessments & Fines
Licenses & Permits
Investment Income
Franchises
Contributions & Developer Fees
Charges for Services
Grants & Subventions
Taxes
Internal Charges
2018 2019 2020 2021 2022 2023 2024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
250
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2023 2024 2025 2026
POPULATION 70,171 70,741 69,467 68,927
REVENUES
Taxes 43,592,575 43,592,575 44,350,312 44,647,565
Grants & Subventions 1,157,542 1,157,542 3,143,982 774,000 Franchises 3,084,742 3,084,742 3,204,199 3,155,948
Charges for Services 3,216,460 3,216,460 1,916,147 2,430,160 Contributions & Developer Fees 93,055 93,055 41,476 83,041 Assessments & Fines 646,435 646,435 499,670 623,670 Licenses & Permits 1,226,454 1,226,454 2,300,000 2,324,340 Investment Income 3,648,064 5,536,698 3,705,000 3,648,068 Miscellaneous 476,078 476,078 21,773 143,773
Internal Charges 1,978,927 1,978,927 1,743,715 890,061 Total Revenue $ 59,120,332 $ 61,008,966 $ 60,926,274 $ 58,720,626
REVENUE PER CAPITA
Taxes 621.23 616.23 638.44 647.75
Grants & Subventions 16.50 16.36 45.26 11.23
Franchises 43.96 43.61 46.13 45.79
Charges for Services 45.84 45.47 27.58 35.26
Contributions & Developer Fees 1.33 1.32 0.60 1.20
Assessments & Fines 9.21 9.14 7.19 9.05
Licenses & Permits 17.48 17.34 33.11 33.72
Investment Income 51.99 78.27 53.33 52.93
Miscellaneous 6.78 6.73 0.31 2.09
Internal Charges 28.20 27.97 25.10 12.91
Total Per Capita $ 842.52 $ 862.44 $ 877.05 $ 851.93
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
251
Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2019 2020 2021 2022
POPULATION 69,880 69,964 70,739 70,171
EXPENDITURES
General Government 7,658,660 8,069,335 8,069,335 5,221,202 Public Safety 19,086,438 19,365,660 17,848,055 18,880,211 Highways & Streets 11,537,731 11,109,744 11,705,242 12,728,176 Community & Cultural Services 4,234,610 4,060,715 4,046,294 4,897,362 Capital Outlay 12,942,926 33,686,770 33,686,770 33,686,770 Debt Service 496,276 493,799 491,028 495,698
Total Expenditures $ 55,956,641 $ 76,786,023 $ 75,846,724 $ 75,909,419
EXPENDITURES PER CAPITA
General Government 109.60 115.34 114.07 74.41
Public Safety 273.13 276.79 252.31 269.06
Highways & Streets 165.11 158.79 165.47 181.39
Community & Cultural Services 60.60 58.04 57.20 69.79 Capital Outlay 185.22 481.49 476.21 480.07
Debt Service 7.10 7.06 6.94 7.06
Total Per Capita $ 670.87 $ 1,097.51 $ 1,072.20 $ 1,081.78
TOTAL EXPENDITURES
General Government
Public Safety
Highways & Streets
Community & Cultural Services
Capital Outlay
Debt Service
2018 2019 2020 2021 2022 20232024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
252
Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2023 2024 2025 2026
POPULATION 70,171 70,741 69,467 68,927
EXPENDITURES
General Government 10,529,011 10,525,041 15,413,705 14,814,531 Public Safety 21,400,166 21,400,166 25,651,684 25,994,006 Highways & Streets 15,887,561 8,673,055 10,523,284 10,354,250 Community & Cultural Services 5,994,792 5,453,161 6,853,639 7,517,709 Capital Outlay 9,341,123 340,899 1,321,398 85,000
Debt Service 487,918
Total Expenditures $ 63,640,571 $ 46,392,322 $ 59,763,710 $ 58,765,496
EXPENDITURES PER CAPITA
General Government 150.05 148.78 221.89 214.93
Public Safety 304.97 302.51 369.26 377.12
Highways & Streets 226.41 122.60 151.49 150.22
Community & Cultural Services 85.43 77.09 98.66 109.07 Capital Outlay 133.12 4.82 19.02 1.23
Debt Service 6.95 — — —
Total Per Capita $ 906.93 $ 655.80 $ 860.32 $ 852.57
CITY OF CAMARILLO
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History
The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution (informally known as Proposition 4, or the “Gann Initiative”), which restricts the total amount of appropriations allowed in any given fiscal year from the “proceeds of taxes”; In 1980, the State Legislature added Section 9710 to the Government Code which required the governing body of each local jurisdiction to establish, by resolution, an appropriations limit for the following year. The appropriations limit for any fiscal year was equal to the previous year’s limit, adjusted for population changes, and the change in the U.S. Consumer Price Index (or California per Capita Personal Income, if smaller). The necessary statistical information is provided each year by the California Department of Finance.
In June 1990, the voters modified the original Article XIII-B (Proposition 4) with the passage of Proposition 111 and its implementing legislation (California Senate Bill 88). Beginning with the 1990-91 appropriations limit, a City may choose annual adjustment factors. The adjustment factors include the growth in the California Per Capita Income or the growth in the non-residential assessed valuation due to construction within the City, and the population growth within the County or the City. Under Proposition 4, if a city ends the fiscal year having more proceeds of taxes than the limit allows, it must return the excess to the taxpayers within two years (either by reducing taxes levied or fees charged).
Calculation of Limitation
Appropriations Limit for FY 2024/25
$ 139,841,666
Adjustment Factors: % Ratio
1.0007Population Factor (County)
Economic Factor 1.0644
Population Ratio * Economic Ratio 1.0651
Appropriations Limit for FY 2025/26 $ 148,945,358
Camarillo and the Future
The following table provides an analysis of the City of Camarillo’s appropriations limit. Historically, the City has remained well below its appropriations limit. For the 2025/26 fiscal year, there is a significant gap of $85,577,533 between the appropriations limit and the total General Fund appropriations. With such a sizable margin, the provisions related to the return of taxes clearly do not, and will not, apply to Camarillo any time in the near future.
Fiscal Year
Appropriations
Limit
Total General Fund
Appropriations
2015/2016 80,249,676 29,942,413
2016/2017 88,049,945 28,353,207
2017/2018 92,971,937 34,960,040
2018/2019 99,470,675 37,629,074
2019/2020 106,304,310 37,386,962
2020/2021 114,181,459 37,676,763
2021/2022 121,317,801 40,960,938
2022/2023 129,433,961 56,239,090
2023/2024 135,426,754 64,524,037
2024/2025 139,841,666 62,513,581
2025/2026 148,945,358 63,367,825
APPROPRIATIONS LIMIT
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
298
The City of Camarillo’s Basis of Budgeting is the same as the Basis of Accounting in accordance with Generally Accepted Accounting Principles (GAAP), which is described in the following two paragraphs.
The budgets of governmental funds (General Fund, Special Revenue Funds, Debt Service Fund and Capital Projects Funds) are prepared on a modified accrual basis where revenues are recognized when they become measurable and available, and expenditures are recorded when the related liability is incurred; except that principal and interest payments on general long-term debt are recognized when due.
Revenue availability criteria are defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (i.e., sixty days after fiscal year-end).
Budgets for proprietary funds (Internal Service Funds and Enterprise Funds) are prepared on a full accrual basis where revenues are recognized when earned, and expenses are recognized when they are incurred.
The fund types used by the City are as follows:
Governmental Funds
General Fund The General Fund is the general operating fund of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. Expenditures of this fund include the general operating expenses and transfers for capital costs which are not paid through other funds.
Special Revenue Funds Special Revenue Funds are used to account for specific fee revenues that are legally restricted to expenditure for particular purposes.
Debt Service Fund Debt Service Fund are used to account for the accumulation of resources and payment of principal and interest on general long-term debt.
Capital Projects Funds Capital Improvement Projects Funds are used to account for the acquisition, construction, and improvement of major capital facilities other than those financed by proprietary funds.
Proprietary Funds
Enterprise Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.
Internal Service Funds Internal Service Funds are used to report activities that provide goods or services to other funds, departments, or districts of the City, on a cost reimbursement basis.
BASIS OF ACCOUNTING
CITY OF CAMARILLO
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299
Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity.
Accrual Basis of Accounting: The accrual basis of accounting is utilized by proprietary fund types.
Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. Unbilled utility receivables are accrued at fiscal year-end.
Activity: A specific and distinguishable unit of work or service performed.
Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one-year period.
Appropriation Resolution: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources.
Assessed Value: The value placed on real and other property as a basis for levying taxes.
Assets: Property owned by a government, which has monetary value.
Audit: A systematic examination of resource utilization concluding in a written report. It is a test of management’s internal accounting controls and is intended to: (1) ascertain whether financial statements fairly present financial position and results of operations; (2) test whether transactions have been legally performed; (3) identify areas for possible improvements in accounting practices and procedures; (4) ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the stewardship of officials responsible for governmental resources.
Balance Sheet: A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date.
Balanced Budget: Current revenues meet current expenditures.
Bond: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt.
Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
Budget Calendar: The schedule of key dates or milestones which a government follows in the preparation and adoption of the budget.
Budget Document: The official written statement submitted by the City Manager and supporting staff to the legislative body detailing the proposed budget.
Budget Message: A general discussion of the proposed budget presented in writing as a part of, or supplement of, the budget document. The budget message explains principal budget issues against the background of financial trends and presents recommendations made by the City Manager.
Capital Assets: Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.
Capital Budget: A plan of proposed capital expenditures and the means of financing them. The capital
GLOSSARY OF TERMS
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300
budget is usually enacted as part of the complete annual budget, which includes both operating and capital outlays.
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year. The City of Camarillo’s Operating Budget defines “Capital” as acquisitions costing more than $5,000.00, or infrastructure assets costing more than $50,000.
Capital Improvement Program: A plan for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, and identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures.
Capital Outlays: Expenditures for the acquisition and/or construction of capital assets.
Capital Projects: Projects which purchase or construct capital assets.
Debt Service: Payment of interest and repayment of principal to holders of a government’s debt instruments.
Deficit: (1) The excess of an entity’s liabilities over its assets (see Fund Balance); or, (2) the excess of expenditures or expenses over revenues during a single accounting period.
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period.
Expenditures: Where accounts are kept on the modified accrual basis of accounting, the cost of goods received or services rendered, whether cash payments have been made or not.
Fiscal Year: The City of Camarillo operates on a fiscal year from July 1 through June 30.
Fund: A separate accounting entity with a self-balancing set of accounts. Funds are classified into three categories: governmental, proprietary, and fiduciary.
Fund Balance: The excess of an entity’s assets over its liabilities. A negative fund balance is called a fund deficit.
Goals and Objectives: Specific projects and programs to be undertaken utilizing allocated fiscal resources, designed to further the achievement of the Community Vision.
Governmental Funds: Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
Grant: A contribution of assets (usually cash) by one governmental unit or other organization to another.
Typically, these contributions are made to local governments from the state and federal governments.
Grants are usually made for specified purposes.
Interfund Loans: Amounts provided between funds and blended component units of the primary government with a requirement for repayment.
Interfund Transfers: Flows of assets (such as cash or goods) between funds and blended component units of the primary government without equivalent flows of assets in return and without a requirement
GLOSSARY OF TERMS
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for repayment.
Internal Control: A plan of organization for purchasing, accounting, and other financial activities which, among other things, provides that: (1) the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; (2) proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and, (3) records and procedures are arranged appropriately to facilitate safekeeping and effective control.
Internal Service Fund: Proprietary fund type used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on a cost- reimbursement basis.
Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. Note: The term does not include encumbrances.
Major Accomplishments: A report of those significant programs, projects, and other activities which were successfully implemented and/or completed by a Department during the prior fiscal year.
Major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
Modified Accrual Basis: The modified accrual basis of accounting is used by all governmental fund types, expendable trust funds, and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). “Measurable” means the amount of the transaction can be determined, and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Those revenues susceptible to accrual include property taxes remitted within 60 days after year- end, interest on investments, and certain other intergovernmental revenues. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as fund liabilities when due, or when amounts have been accumulated in the debt service fund for payments to be made early in the following year.
Non-major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extra- ordinary items) are not at least 10 percent of corresponding totals for all governmental or enterprise funds, and not at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
NPDES: National Pollutant Discharge Elimination System.
Primary Activities: A summary of what each department accomplishes during the fiscal year.
Proprietary Funds: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Purchase Order: A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances.
Reserve: An account used to indicate that a portion of fund equity is restricted for a specific purpose or not available for appropriation and subsequent spending.
GLOSSARY OF TERMS
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Service Level Trends: A summary of changes in service levels from one fiscal year to the next. Changes discussed will include staffing levels, operational expenditures, and capital outlay.
Working Capital: The fund’s current assets that exceeds current liabilities, and represents the assets that can be applied to its operation.
GLOSSARY OF TERMS
CITY OF CAMARILLO
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303
ABC Alcoholic Beverage Control
ACFR Annual Comprehensive Financial Report
AED Automated External Defibrillator
AFY Acre Feet per Year
AMR Automated Meter Reader
APCD Air Pollution Control District
ARES Amateur Radio Emergency Service
BOD Biochemical Oxygen Demand
BTA Bicycle Transportation Account
CARB California Air Resources Board
CAT Camarillo Area Transit
CCM Camarillo Commons Mixed-Use
CCTV Closed Circuit TV
CD Certificate of Deposit
CDBG Community Development Block Grant Program
CDC Camarillo Community Development Commission
CERT Community Emergency Response Team
CEQA California Environment Quality Act
CFD Community Facilities District
CHP California Highway Patrol
CIP Capital Improvements Program
CIWMB California Integrated Waste Management Board
CJPIA California Joint Powers Insurance Authority
CMAQ Congestion Mitigation & Air Quality
CMOM Capacity, Management, Operations and Maintenance (Regulations) CMWD Calleguas Municipal Water District
COP Certificates of Participation
COPS Community Oriented Policing Services (US Dept of Justice) CSD Camarillo Sanitary District
CSMFO California Society of Municipal Finance Officers
CSUCI California State University Channel Islands
DAC Digital Assurance Certification
ACRONYMS
CITY OF CAMARILLO
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304
DAR Dial-A-Ride
DART Disaster Assistance Response Team
DUI Driving Under the Influence
DVP Delivery-Versus-Payment
EDC-VC Economic Development Council-Ventura County
EIR Environmental Impact Report
EMMA Electronic Municipal Market Access
EMPG Emergency Management Performance Grant
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
ERAF Educational Revenue Augmentation Fund
ERP Emergency Response Plan
eWASTE Electronic Waste
FAMC Federal Agricultural Mortgage Corporation
FEMA Federal Emergency Management Agency
FFCB Federal Farm Credit Banks
FHLB Federal Home Loan Bank
FOG Fats, Oils, and Grease
FSE Food Service Establishment
FTA Federal Transit Administration
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographic Information System
GPA General Plan Amendment
GPS Global Positioning System
HBRR Highway Bridge Rehabilitation and Replacement
HIPPA Health Insurance Portability and Accountability
HTE SunGard Public Section (Computer Software Program)
HUD Department of Housing and Urban Development
HVAC Heating, Ventilation & Air Conditioning
ACRONYMS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
305
IIPP Injury and Illness Prevention Program
ISF Internal Service Fund
JAG Justice Assistance Grant
LAIF Local Agency Investment Fund
LAN/WAN Local and Wide Area Network
LED Light Emitting Diode
LLEBG Local Law Enforcement Block Grant
MGD Million Gallons per Day
MHFP Multi-Hazard Functional Plan
MWD Metropolitan Water District
NIMS National Incident Management Systems
NPDES National Pollutant Discharge Elimination Systems
NRCS Natural Resources Conservation Service
NRMSIR Nationally Recognized Municipal Securities Information Repositories OES Office of Emergency Services
OPEB Other Post-Employment Benefits
OSHA Occupational Safety & Health Acts
OTS Office of Traffic Safety
PBID Property Owned Business Improvement District
PEG Public, Educational and Governmental (Access Channels) PERS Public Employees Retirement System
PM Preventative Maintenance
PRV Pressure Reducing Valve
PFID Radio Frequency Identification
RHNA Regional Housing Needs Assessment
RHSP Retirement Healthcare Savings Plan
RPD Ventura County Regional Defense Partnership for the 21st Century Fund S&P Standard & Poors
SBDC Small Business Development Center
SCADA Supervisory Control and Data Acquisition
SCAG Southern California Association of Governments
SCE Southern California Edison
ACRONYMS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
306
SEC Securities and Exchange Commission
SEMS Standardized Emergency Management System
SERAF Supplemental Educational Revenue Augmentation Fund SLESF Supplemental Law Enforcement Services Fund
SRO School Resource Officer
SRRE Source Reduction and Recycling Element
SSMP Sewer System Management Plan
STOP Sheriff’s Teen Traffic Offenders Program
STP Surface Transportation Program
TDA State of California Transportation Development Act
TE Transportation Enhancements
TEA Transportation Equity Act
TMDL Total Maximum Daily Load
TMF Traffic Mitigation Fees
TOD Transit Oriented Design
TVA Tennessee Valley Authority
UASI Urban Area Security Initiative
ULFT Ultra Low Flush Toilet
VCCCD Ventura County Community College District
VCFD Ventura County Fire Department
VCLA Ventura County Lodging Association
VCOE Ventura County Office of Education
VCTC Ventura County Transportation Commission
VCWPD Ventura County Watershed Protection District
VLF Vehicle License Fee
WDR Waste Discharge Requirements
WIB Workforce Investment Board
WWTP Wastewater Treatment Plant
ACRONYMS
CITY OF CAMARILLO
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307
RESOLUTIONS
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RESOLUTIONS
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RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
310
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
311
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
312
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
313
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
314
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
315
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
316
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
317
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
318
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
319
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
320
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
321
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
322
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
323
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
324
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
325
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
326
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
327
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
328
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
329
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
330
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
331
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
332
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
333
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
334
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
335
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
336
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
337
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
338
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
339
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
340
RESOLUTIONS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
341
Mayor and Council Members
Mailing Address Mayor Kevin Kildee City Information
City of Camarillo Vice-Mayor David Tennessen Phone (805) 388-5300 601 Carmen Drive
Council
Member
Martha Martinez-
Bravo Fax (805) 388-5318
Camarillo CA 93010-6034
Council
Member Susan Santangelo
Website:
www.cityofcamarillo.org
Council
Member Tony Trembley
Email:
www.cityofcamarillo.org
Location Departments Phone Fax
City Hall:
601 Carmen Drive, Camarillo CA
Building & Safety (805) 388-5395 (805) 388-5393
Business License Tax (805) 388-5330 (805) 383-5637
City Clerk (805) 388-5353 (805) 388-5318
City Council (805) 388-5307 (805) 388-5318
City Manager (805) 388-5307 (805) 388-5318
Code Compliance (805) 383-5660 (805) 388-5388
Community Development (805) 388-5360 (805) 388-5388
Customer Services - Utilities (805) 388-5325 (805) 383-5318 Finance (805) 388-5320 (805) 388-5318
Administrative Services (805) 383-5633 (805) 388-5318
Human Resources (805) 383-5646 (805) 388-5318
Public Works (805) 388-5380 (805) 388-5387
Corporation Yard:
283 S. Glenn Drive, Camarillo CA
Street Maintenance (805) 388-5338 (805) 389-9524
Water Utility (805) 388-5373 (805) 389-9524
Sanitation Plant:
150 Howard Road, Camarillo CA Sanitation (805) 388-5332 (805) 482-5547
CITY CONTACTS
CITY OF CAMARILLO
Fiscal Year 2025/26 Budget
342