1 City of Camarillo Comprehensive Ge neral Plan Update City of Camarillo Comprehensive General Plan Update
Community Outreach and Engagement Plan
The City of Camarillo is undertaking a comprehensive update to its General Plan to respond to emerging issues and address new State laws. This is an important opportunity for both new and longtime residents to come together and define a shared vision for the fu ture, clearly articulate goals and priorities, and for the City to put in place new policies that will guide growth and development over the next two decades. For the update to achieve these objectives, it is imperative that members of the public have ample chances to provide input throughout the process using a variety of mediums.
Effective community engagement creates confidence i n the planning process, promotes broad-based understanding, and reflects the interests and needs of the community. Successful implementation will require interactive and constructive relations amon g City staff, residents, property owners and tenant s, community organizations, and elected and appointed City officials. This Draft Engagement Plan uses a multi-faceted approach, with a goal of engaging a broad representation of the community’s population and interests. The program will communicate using image ry and graphic tools to facilitate understanding of planning concepts and policies. It will employ tech niques that effectively foster quality input to ass ure participants that their voices have been heard. This helps build consensus and smooths the way to adoption of the General Plan.
The Engagement Plan identifies the range of outreach techniques to be used, outlines objectives and timing for each, and clarifies roles and responsibilities for City and consultant staff. A summary table is i ncluded at the end of the document to provide a snapshot of outreach activities by phase of work. The Engagement Plan is intended as a living document and will be refined periodically as the process moves forward to enable continuous improvement and optimal effectiveness of outreach for the project.
Objectives and Principles
Given that the General Plan will have wide-ranging impacts, the Engagement Plan should, accordingly, include a wide range of methods, venues, and constituents.
OBJECTIVES:
The community outreach process is designed to fulfill five broad objectives:
• Educate the public about the purpose of the General Plan; its physical, economic and social implications; the planning process and the opportunities for involvement. • Inform the public about current conditions under th e current General Plan—its issues and opportunities for future growth and development.
• Expand the public’s awareness of planning strategies, policies, and best practices that have been used in other cities.
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• Provide opportunities for vigorous discussion of and effective input regarding issues, visions, planning principles, development scenarios, policies, and programs as they are being formulated. • Foster public ownership of the General Plan.
PRINCIPLES:
The following points are some of the basic principl es that we use to manage community participation processes.
• Meet People Where They Are: A successful outreach p rocess involves making people feel comfortable. This includes ensuring that some outre ach events are on people’s own turf, in their own language, use a variety of outreach styles, and occur at convenient times. • Education: We find that many disagreements about a variety of planning topics are often based on a lack of clear information regarding factual conditions. Participants should be educated about the objectives of the planning process, and everyone must have access to all information compiled. • Balanced Interests: Every segment of the community must feel that they have been heard, even if their specific ideas are not included in the final outcome. • Structured Engagement: Our experience in the design and facilitation of structured presentations, workshops and other forms of engagement ensures tha t each engagement strategy achieves its intended result.
• Avoid jargon: We will always present public informa tion materials that are clear, concise and accurate. We will avoid technical language so it is easy for the average stakeholder to understand. • Broad Representation: Our outreach will target populations traditionally underrepresented in the planning process.
• Open Outcomes: While engagement must be structured, it is equally important that materials and facilitation do not lead toward any pre-determined outcome.
Project Phasing and Timeline
The project will be completed in four main phases, illustrated on the graphic below together with the anticipated timing:
• Phase 1 : Visioning and Issue/Opportunity Identification (October 2025-April 2026) Establish a community-wide vision and shared princi ples to guide the project. Conduct analysis and document existing conditions, opportunities, and co nstraints in Camarillo to lay the foundation for future phases.
•
Phase 2 : Alternatives Exploration (May 2026-October 2026) Prepare and evaluate three distinct alternatives for land use, circulation, and infrastructure that respond to issues/opportunities identified in Phase 1. Buil d consensus around a Preferred Plan to guide preparation of the General Plan Update and Environmental Impact Report (EIR).
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• Phase 3 : Draft Plan Preparation (November 2026-August 2027) Update the General Plan and Zoning Code to reflect Council direction on Preferred Plan. Prepare Public Review Draft Plan and EIR.
• Phase 4 : Adoption and Finalization (September 2027-December 2027) Take Public Review Draft documents through the publ ic hearing process. Finalize General Plan and Zoning Code.
Through this process, we will:
• Build a shared vision for the future
• Evaluate different options and alternatives that can achieve the vision • Prepare a Draft General Plan, Zoning Code, and EIR
• Finalize the Plan through public hearings before the Planning Commission and City Council
Outreach Strategies
DECISION-MAKER/ADVISORY BODIES
1. DECISION-MAKER MEETINGS
The Planning Commission and the City Council will b e active participants and will have opportunities to provide direction at key stages in the process. We will check in with these decision-making bodies at key milestones to ensure that we are on the right track in terms of process, direction, and overall vision . The meetings will be structured as study sessions to br ief decision-makers on progress and community input received and to provide an opportunity for decision -maker feedback and direction. A total of five (5) decision-maker meetings is anticipated, including m eetings for review of the Draft Vision/Guiding Principles and the Preferred Land Use Plan and Key Strategies. The precise timing and objectives of th e decision-maker meetings will be determined in consultation with City staff.
The Consultant Team will prepare for and facilitate all meetings listed below.
Proposed Timing:
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Phase 1: Issue and Opportunity Identification
• Joint Meeting of City Council and Planning Commissi on ( April 202 6) We will facilitate a joint study session with the P lanning Commission and City Council to recap outreach activities and present the resulting Draft Vision and Guiding Principles for comment and approval.
Phase 2: Alternatives Exploration
• Planning Commission and City Council Meeting s (October 202 6) The Preferred Land Use Plan and Key Strategies that result from the conversation with the community will be presented to the Planning Commiss ion and the City Council. Refinements as directed by the City Council will be made to guide preparation of the General Plan Update and EIR.
Phase 4: Adoption and Finalization
• Public Hearings ( Late 202 7)
The Draft General Plan and EIR will be presented at separate hearings before the Planning Commission and City Council. We will closely coordi nate with City staff prior to the hearings to ensure that our presentations respond to specific q uestions and issues likely to be encountered during the hearings.
Responsibilities:
• Meeting organization, agendas, and staff reports: City staff • Draft products for review: D&B with team
• Presentations: D&B with team
2. GENERAL PLAN ADVISORY COMMITTEE MEETINGS
A General Plan Advisory Committee (GPAC) will be formed to represent residents and stakeholders in the development of the General Plan, providing a voice for the community to ensure that all feedback and interests are heard and considered in the process. Community members who represent a variety of interests will be identified to serve on the GPAC. GPAC members will serve as ambassadors for the project and their responsibilities will include:
• Reviewing and refining working documents, including the Vision and Guiding Principles; Technical Background Report; Preliminary Alternativ es; Preferred Land Use Plan and Key Strategies; and draft policies for the General Plan Update to assure all segments of the community are involved/heard and that their input is reflected;
• Advising and inform City staff, consultants, Planni ng Commission, and City Council as to community priorities and preferences;
• Making recommendations on topics identified by the City Council; • Building community interest and involvement in the General Plan Update process; • Informing their constituent communities and organizations about the process, the issues and the opportunities for participation.
• Mobilizing their communities and organizations for the public workshops.
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• Representing the residents’ and stakeholders’ views of the projects in the community at-large and in public forums, including at Planning Commission and City Council meetings.
GPAC Composition
The GPAC will be composed of 15 members selected re cruited through an open applications process. To ensure a diversity of voices on the GPAC, staff will seek applications for a roster that includes:
• 1 Leisure Village representative
• 1 student representative
• 3 representatives of the business community
• 1 representative of the development community
• 1 Visit Camarillo representative
• 1 health and wellness representative
• 1 arts community representative
• 1 environmental sustainability representative
Dyett & Bhatia (D&B) and Stacy Miller Public Affair s (SMPA) will work with City staff to identify and onboard GPAC members, with an eye to ensuring a collaborative approach to GPAC meetings. Assistance with GPAC formation may include review of applicati ons, participation in interviews, and/or informal consultation with City staff.
Proposed Timing:
The GPAC will meet up to eight times over the cours e of the project. D&B will facilitate each GPAC meeting, coordinating with City staff on the prepar ation of meeting agendas, logistics, and organizati on.
D&B will take the lead on meeting content and struc ture, coordinating with City staff and team members as necessary. While the content of each meeting wil l develop over time in response to community input, meetings will generally follow the sequence below:
•
GPAC Meeting #1 (December 2025)
At this first meeting, GPAC members will be introdu ced to the General Plan Update process.
GPAC’s role for the GPU, and overall meeting schedu le with topics for each meeting will be reviewed. City staff and consultant team will descr ibe the effort, timeline and milestones, and get feedback from GPAC members on (1) what they see as key priorities and issues, and (2) ideas on outreach to stakeholders, community workshop planni ng, and any questions they want to see included as part of the community survey.
•
GPAC Meeting # 2 (February 2026)
Review the key findings of the TBR with GPAC and fa cilitate a discussion on initial concepts for alternatives.
•
GPAC Meeting # 3 (March 2026)
D&B will present the results of the community works hops, present a working draft of Vision and Guiding Principles, and get feedback for finalizing these documents.
• GPAC Meeting #4 (May 2026)
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Present the Preliminary Alternative Plans (with gro wth forecasts and metrics) to the GPAC and facilitate a discussion to review and refine them for use in community outreach activities.
• GPAC Meeting #5 (September 2026)
Present the Draft Preferred Plan and Key Strategies to the GPAC and facilitate a discussion to review and refine it for consideration Camarillo decision-makers.
• GPAC Meetings #6 -#8 (January 2027, March 2027, May 2027) We will convene a series of GPAC meetings to review and received feedback on draft goals, policies and implementing actions for the Draft General Plan Update prior to public release. We will use online collaboration tools to streamline input from the GPAC prior to meetings and focus the discussion at meetings efficiently.
Responsibilities:
• Scheduling meeting times and locations: City staff
• Meeting facilitation: D&B with team
• Meeting materials and summaries: D&B with team
3. TECHNICAL ADVISORY GROUP MEETINGS
A cross-departmental Technical Advisory Group (TAG) will be convened to provide expert input on infrastructure, planning, and environmental elements to ensure feasibility and alignment with City goa ls.
D&B will facilitate a total of three (3) Technical Advisory Group (TAG) meetings to be held at key junctures during the course of the project. We envision parti cipation of staff from the Administrative Services, Community Development, Economic Development, Police , and Public Works departments as well as partner agencies such as Economic Development Collaborative; California State University Channel Islands (CSUCI); Pleasant Valley Recreation and Park Distri ct (PVRPD); Naval Base Ventura County; Water Districts; Ventura County Fire Protection District; Ventura County Sheriff’s Department – Camarillo Police Department; County of Ventura Department of Airports. The meetings will provide a forum for staff to discuss and provide feedback to the consultant team on key project deliverables, including the technical background reports; the land use/circulation altern atives; the Preferred Plan and key strategies; and the administrative draft General Plan. These meetings w ill not be public meetings subject to the Brown Act , however, meetings will be publicly noticed and agendas and summaries will be posted to the project website.
Proposed Timing:
• Meeting #1 (April 2026): to get feedback the Preliminary Alternative Plans. • Meeting #2 (August 2026): to get feedback the Preferred Plan and Key Strategies. • Meeting #3 (early 2027): to get feedback the administrative draft General Plan.
Responsibilities:
• Scheduling times and locations: City staff
• Meeting materials and summaries: D&B and team
• Meeting facilitation: D&B and team
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In-Person/hybrid Activities
4. STAKEHOLDER INTERVIEWS
D&B will conduct 25 face-to-face interviews with various stakeholders in small groups at key points in the process. Stakeholder groups may include property owners, developers, business owners, public agency staff, elected officials, neighborhood groups, homeowners’ associations, service clubs, and others. These partnerships will help extend our reach and build credibility with residents and community organizations.
The intent is to elicit candid input to inform development of the general plan and ensure we explore feasible strategies with the potential for decision-maker an d key stakeholder support. A summary report will be produced, identify emerging key themes.
Proposed Timing:
• Fifteen (15) interviews will be conducted in Septem ber/October 2025 as part of an initial “deep dive” into the issues and opportunities that will shape the General Plan. • Ten (10) additional interviews will be held as the Alternatives/Preferred Plan is developed.
Responsibilities:
• Scheduling times and locations: D&B, with City staff
• Meeting materials and summaries: D&B
• Meeting facilitation: D&B
5. POP UP OUTREACH AND ENGAGEMENT
Pop up workshops, neighborhood workshops and listening sessions, stop-and-share stations, community interviews, and chalkboard chats will be held throu ghout the process to collect input from community members on their visions and priorities, and to build awareness and interest in the project. All events will feature interactive elements such as visual boards and/or tech stations with laptops and tablets for participation in digital engagement activities. Methods will be customized to suit the context.
As part of initial phase pop up outreach at the sta rt of the project, SMPA will conduct short communit y interviews. During these interviews, community memb ers, including youth, will be asked what they love about Camarillo, what their favorite places in the city are, and what makes the community special. The se clips will be compiled to create short videos for social media to spark a community-wide conversation and promote participation in visioning activities.
SMPA will conduct pop-up outreach at locations around town where community members gather, such as:
• Park outreach (including dog parks), ex., Camarillo Grove Park (hiking trails, picnic areas, large open playgrounds), Freedom BMX Park, etc.
• Old Town Friday Night Car Cruises, Cars & Coffee meetup (every 3rd Sunday) • Camarillo Old Town Farmers Market (Saturdays)
• Open recreational swim, toddler swim, etc. at Camarillo Aquatic Center
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• Church group outreach (particularly Catholic/Latino for diversity) • High School/leadership clubs outreach
• Food distribution centers
• Senior centers
• Topa Topa Trivia Nights
In addition, SMPA will also conduct outreach at events such as:
• 50+ Expo (September 27, 2025) – Free art fair, musical performances, health and wellness vendors, and more
• Adolfo Camarillo’s Birthday Celebration (October 26 , 2025) – Free family birthday celebration, featuring the famous Camarillo White Horses, guided tours, food trucks, interactive crafts and games, cake and ice cream
• Imaginarium Atlantis at Camarillo Premium Outlets ( August 15-October 12, 2025) – Immersive light and sound experience
• Trail or Treat Halloween Events (October 2025), Spo oky Swim, Halloween In the Park (October 24-31, 2025)
• 13th Annual Ventura County Farm Day (November 8, 2025) • Camarillo Christmas Parade & Santa’s Village (Dec 13, 2025) • Camarillo Old Town Beer March (March 2026)
• Rebozo Festival (May 2026) – Cultural event celebrating the colorful Mexican “rebozo” or shawl • Camarillo Old Town Heritage Days/Midsummer Fiesta (July 2026) • A Taste of Camarillo Wine, Food & Brew Festival (July 2026) • Summer Concert Series (Summer 2026)
• Wings Over Camarillo Air Show (August 2026)
Additionally, SMPA will coordinate with local churc hes and parishes, youth and senior groups, local philanthropic organizations to identify other event s that may present opportunities for Go-To Outreach .
The team will conduct up to fifteen (15) of these e vents throughout the process with an equitable distribution throughout the community.
Proposed Timing:
Pop up outreach will be conducted at the following points in the process:
•
Visioning and Issue/Opportunity Identification Phase - to identify issues, community assets, challenges and opportunities in the planning area t hrough quick, fun, interactive exercises. (September 2025-February 2026)
• Alternatives Exploration Phase - to get feedback on different alternatives for land use, circulation, quality of life and other critical issues with map and image-based activities. (March 2026-September 2026)
• Adoption and Finalization Phase - to get feedback on the Draft General Plan Update ahead of adoption hearings once that document is released for public review. (July -September 2027)
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Responsibilities:
• Scheduling times and locations: SMPA, with City staff • Outreach materials: SMPA, with D&B
• Staffing: SMPA
6. COMMUNITY WORKSHOPS
A total of six (6) community workshops and/or open houses (in person or virtual) will be held at key milestones in the process. Small group facilitation and hands-on (or virtual) interactive exercises, m ap- based activities, and discussion will be part of each workshop design.
Two of the workshops will be held during the Vision ing Phase; two more will be held at the start of th e Alternatives Exploration phase to solicit community feedback on concepts to implement the vision that emerges from early phase outreach; and two communit y workshops will be held once the public review draft General Plan is released to introduce it to t he community and collect feedback prior to adoption hearings. Both workshops in each phase would have t he same structure and content, but recognizing the diversity of Camarillo neighborhoods, we recommend that the workshops be held in different geographic locations on different days/times – preferably 1 week night and 1 weekend – to maximize participation from residents in all parts of the city. Potential locations include:
• Camarillo Library
• City Hall
• Camarillo Ranch
• Community Center/Senior Center
• Serra Center at Padre Serra Parish
• Ventura County Community Foundation
Workshop activities will also remain active on the project website for several weeks after the events, allowing community members more time to provide input and th e option of engaging without attending the workshops in-person. The timing and objectives of t he workshops can be adjusted without impact to the proposed budget. Workshop summaries will be drafted and refined with City input, then posted to the project website. Workshop methods may include:
• Large-scale maps or aerials that participants can mark to record issues, ideas, and preferred options and/or illustrating desired programmatic elements
• Comment forms that enable written communication on ideas and reactions to options • Break-out sessions to discuss priorities and objectives or address issues and options • Large wall graphics and clip charts for the recording of public comments • Open house formats, where community members can view materials at their own pace and interact with planners and consultants to share input
Meeting Strategies:
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Community workshops will be programmed to make them meaningful and memorable for the participants.
Thus, all workshops will have the following features:
• Pre-meeting advertisement that is clear on the inte nt, topics, and format of the event. This is intended to lessen the chance of people attending to bring up non-topical issues or having unmet expectations.
• In advance of each community workshop a media alert will be developed to notify local media outlets about the project and opportunities for eve nt coverage and interviews. SMPA will coordinate with City staff to target the following media outlets, along with any others identified throughout the process: Camarillo Acorn, Ventura County Star, LA Times, Happenings, and VIDA News (Spanish).
• Paying close attention to logistics. Small details can make a big difference. Staff and the consultant team will choose workshop locations that are centrally located and easily accessible. • A workshop plan will be produced for each event, ou tlining the purpose/objectives, format, and organization of the event in detail. The workshop p lan will include an agenda, venue layout map, and other logistical details to clarify roles and r esponsibilities for City staff and consultants who will attend. It will be shared with project team me mbers in advance and there will be an on-site team meeting to coordinate prior to start of the event. • Lessons learned in interactions and feedback from earlier meetings will affect the presentations and format of later meetings. Community input at each meeting will be reviewed and will inform project products.
• Confirmation to commenters that they have been hear d. In our experience, many workshop attendees want to know that their comment has been received, understood and considered. To that end, staff and the consultant team will strive to record comments as they happen and confirm our notes with the speakers to the extent possible. The project website will be updated following each workshop to reassure attendees that their input was heard and to provide a summary to those who were unable to attend.
Proposed Timing:
Community workshops and open houses will be held at the following points in the process:
Phase 1 : (October 2025 -April 2026 )
• Community Workshop #1 and 2 (January 2026)
The first round of workshops will help kick off the project with the community, introducing the project and the process to Camarillo residents in a family- friendly format. Prioritizing convenience for attendees, the events could be held in an open house format which would allow people to drop in at a time most convenient to them and stay as long as they want. Stations (staffed by a consultants and City staff) would be set up around the venue, each with a display board to share facts/figures about issues and opportunities and a short, interactive activity to solicit input on the future of the city. Participants will be encouraged to think in visionary terms abou t opportunities for the future and input will help
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shape the Vision and Guiding Principles to be produced at the culmination of Phase One. A facilitated children's activity will be planned so that parents would be able to circulate and interact with staff and consultants more freely.
Phase 2 : (May 202 6-October 2026 )
• Community Workshop #3 and 4 (June 2026)
This round of workshops will be held to present Alternatives for community feedback. The events could be structured in workshop format with an initial presentation, followed by facilitated breakout groups where participants work in small groups to complete a map-based activity designed to enable community members to react to and refine the concep ts. The objective of the activity would be to generate input to shape the Preferred Land Use Plan and Key Strategies that will result from Phase Two.
A facilitated children's activity will be planned so that parents would be able to participate more freely.
Phase 4: (September -December 2027 )
• Community Workshops #5 and 6 (Fall 2027)
The final round of workshops will be open house mee tings to unveil the Draft General Plan. The objective will be to provide an opportunity for community members to learn about the detailed content of the plan and see how input prior in the process has shaped it prior to public hearings. A facilitat ed children's activity will be planned so that parents would be able to circulate and interact with staff and consultants more freely.
Responsibilities:
• Venue scouting and logistics: City staff and SMPA
• Meeting materials: D&B and SMPA
• Meeting facilitation: D&B, SMPA, City staff
7. SPEAKER SERIES/WEBINARS
The D&B team will host an online speaker series fea turing subject matter experts on key issues for the Camarillo General Plan, such as real estate market trends, open space planning, and placemaking strategies.
The online speaker series will be an opportunity to present the key findings of the Technical Backgrou nd Report to the community at large and solicit feedba ck on key issues and opportunities to address in th e General Plan. Up to three (3) conversations will be recorded and posted to the project website as an interactive on-demand webinar, allowing interested members of the public the opportunity to view the content and submit comments and questions.
Proposed Timing:
Early 2026, timed with the presentation of existing conditions reports to the GPAC and City decision- makers.
Responsibilities:
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• Scheduling times and locations: D&B with City staff
• Webinar materials: D&B with team
• Integration into project website: D&B
DIGITAL ENGAGEMENT
Knowing that many residents lead busy lives and may not be able to set aside time to participate in person, we will design and disseminate complementary online activities throughout the process. The intent is t o provide other avenues for participation and ensure engagement of a broad cross section of the community at all phases of the project. We propose to use an online engagement platform such as Social Pinpoint that offers a range of customizable, interactive activit ies, including interactive mapping, surveying, disc ussion forums, vision boards, and participatory budgeting.
Participation in digital engagement activities will be promoted with Facebook ads and social media outreach. Results of each will be summarized in a survey report that highlights key findings and highlights any notable differences in responses between neighborhoods and demographics groups in Camarillo.
A range of digital engagement strategies will be used to engage community members, as described below.
8. PROJECT WEBSITE
D&B will build and manage a standalone project website that serves as the primary portal for information on the General Plan Update, maintaining it througho ut the process. The project website will serve four primary purposes:
• Provide general information about the project, such as purpose, schedule, “General Plan 101”, and FAQs;
• Serve as a regularly updated library of project documents, presentations, and meeting materials as they are completed;
• Alert the public to upcoming meetings and other means of participation • Provide opportunities to engage and provide input in creative and convenient ways at any point in the process
Online activities, interactive surveys and meeting links will be accessed from this project website.
Format, platform and parameters for content will be discussed at a meeting with City staff, following which the D&B will prepare draft text and content for rev iew by City staff. The website will incorporate pro ject branding and logo. Once materials are approved and finalized, D&B will build the project website and test functionality on different browsers and mobile phon es. Prior to launch we will also hold a meeting wit h City staff to review and test the site. At key intervals in the process, D&B will provide updated materials for staff to review before posting to the project websi te. D&B will maintain the website on an ongoing bas is.
Community Development and Communications staff will also have access to the website platform and editing privileges.
Proposed Timing:
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Website design and launch will occur at the outset of the process (September 2025). Maintenance and updates will be ongoing throughout the term of the project.
Responsibilities:
• Website content : D&B
• Website design: D&B with City staff input
• Website hosting and maintenance: D&B
9. ONLINE SURVEYS
Online surveys are a highly effective means of reaching a wide audience with a cost-efficient dedication of resources. Two community-wide online surveys conducted using Social Pinpoint or a similar platform to ensure residents’ voices help shape the foundation of the plan. An initial survey during the visioning phase will poll Camarillo residents on value and priorities to help establish issues and opportunities that will need to be addressed through the General Plan Update and to inform the Vision and Guiding Principles. During the alternatives exploration phase, we will launch an interactive, online survey which has the ability to integrate images, video, and maps, allowing partici pants to engage with and comment directly on the material presented. We have used this approach successfully on many similar projects to help community members visualize the possibilities for key sites a nd locations and to help build consensus around a preferred land use plan and key strategies.
D&B will propose content for the surveys in a memo and discuss/refine in coordination with City staff.
Prior to launch, we will also do a live demo with staff and test for user operability. After close of the survey, D&B will prepare a survey report summarizing result s. SMPA will coordinate with City staff to publiciz e the surveys in several ways, described further at the end of this memo.
Proposed Timing:
Phase 1: ( January - February 202 6)
• Online community-wide survey on vision, values, and priorities Phase 2: ( June - July 2026)
• Online Community Engagement on Alternatives
D&B will engage the community online on options and ideas presented in the alternatives testing using Social Pinpoint (
https://www.socialpinpoint.com/ ) or a similar platform.
Responsibilities:
• Survey design and development: D&B with City
• Survey distribution: SMPA with City
• Integration into project website: D&B
10. “REEL” POLLS
Social media platforms such as Instagram allow for multi-choice survey to be added to short-form video content (known as “reels”), giving viewers a simple way to interact with the content and share their
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opinions. Using the existing City Instagram account that already has a substantial subscriber/follower base, we will design a series of bilingual reel polls to help gauge community priorities and preferences on key topics for the General Plan Update.
D&B will prepare reel polls in English and Spanish versions. The City Instagram account manager will need to post the reel polls and summarize results for th e project team. Reels should be posted both as a st ory (visible for 24 hours) and a post (visible for 1 week). The results of the poll are visible to the account holder, who can share them with the project team. A storyboard for each reel poll will be produced for review and discussion with City staff. Then the reel poll will be developed and shared for comment, before being finalized and distributed to Instagram account manager for posting.
After close of the survey period, D&B will prepare a report summarizing poll results. SMPA will coordinate with City staff to publicize the reel polls in several ways, described further at the end of this memo.
PROPOSED TIMING:
Phase 2: (June – July 2026)
• Online Community Engagement on Alternatives
Responsibilities:
• Reel poll design and development: D&B with City
• Reel poll posting: City
11. ASSET MAPPING AND VISION BOARD
Available on the Social Pinpoint platform, this too l will provide community members an opportunity to share ideas that will help inform the overall visio n for the future of the city and the range of topic s to be addressed through the General Plan Update. A map wo uld be set up to let community members identify their favorite spots, areas where they want particu lar amenities, or where they have safety concerns. The tool will also be used to host a photo competition, where residents and business owners can post a pho to about what makes Camarillo special and be entered in a draw for prizes.
Proposed Timing:
Phase 1: (October – November 2025)
• Online activities for input on vision, values, and priorities Responsibilities:
• Design and development: D&B with SMPA
• Maintenance: D&B
SPECIAL PURPOSE OUTREACH
12. TEEN VIDEO PROJECT
Recognizing that youth engagement is a Council priority, SMPA will organize a teen-led outreach activity to provide a forum for youth input into general plan development. This will take the form of a video project,
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where local youth make iPhone videos to document their vision for the city and/ or issues and opportunities in their neighborhoods. The scope of the project an d organizations to partner with will be determined in consultation with a local community group such as the Boys & Girls Club of Camarillo, the Camarillo Teen Center, or Camarillo Stingers. The budget anticipat es participation of approximately 15 teens, each of whom would receive a stipend.
SMPA will lead participants in creating authentic videos, supported by clear guidance on format, key points to include, and storytelling tips. The videos will be posted to the project website and used to raise awareness and promote participation in the General Plan Updat e among the wider community. In addition, SMPA will provide files and links to the City for distribution through its social media channels.
Proposed Timing:
Phase 1: (October – November 2025)
• Input on vision, values, and priorities
Responsibilities:
• Scheduling times and locations: SMPA, with City
• Outreach materials: SMPA
• Facilitation: SMPA
13. STATISTICALLY VALID SURVEY
To identify community priorities and preferences fr om a statistically valid sample of Camarillo reside nts, public polling firm FM3 will conduct a statistically valid survey. The survey will help to gauge support for the Preferred Plan and Key Strategies before it is presented to decision-makers at the end of the Alternatives Phase. We recommend a dual mode (telephone and onli ne) survey among a random sample of 400 likely November 2026 voters. We recommend a survey that ta kes approximately 15 to 20 minutes to complete and is offered in both English and Spanish (both mo des) to provide an array of ways for potential respondents to participate in the survey. Responden ts will be contacted via e-mail, text and telephone (cellular and landlines) and asked to participate i n the survey. Different demographic groups often ha ve varying communication preferences—some may be more likely to answer a phone call than open an email or text message, and vice versa. A report documenting results will be produced.
Proposed Timing:
Phase 2: ( August 2026)
• The survey will take place at the end of the Altern atives Phase prior to Council review of the Preferred Plan and Key Strategies.
Responsibilities:
• Survey development: FM3 and D&B, with City
• Implementation: FM3
• Report preparation: FM3
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PROMOTIONAL ACTIVITIES AND NOTICING
In close coordination with City staff, SMPA will take the lead on a range of activities to build awareness of the General Plan in the community and drive partici pation in outreach activities, including attendance at community events and participation in surveys.
14. BRANDING
In consultation with City staff and D&B, SMPA will develop an eye-catching, tailored project brand tha t will serve as a visual representation of the Genera l Plan Update and will be used across all materials , including collateral and notification. The brand will include a color scheme, unique project name, and logo that will represent the theme of the project while tying in the City’s general branding standards for immediate recognition.
Proposed Timing:
At the outset of the project (September 2025).
Responsibilities:
• Content development: SMPA with D&B
15. SOCIAL MEDIA PROMOTION
SMPA will work with City staff and D&B to develop shorthand project updates and educational content in the form of social media collateral (ex: posts for Facebook, Instagram, YouTube, etc) in English and Spanish for City staff and GPAC members to push out through established channels. Our budget accommodates Meta/Facebook ads to raise awareness among targeted demographics and drive participation. These ads are proven to be very effective in increasing participation rates on similar planning efforts.
Proposed Timing:
Ongoing, particularly ahead of community contact events and online activities in each phase as described above.
Responsibilities:
• Content development: SMPA with D&B
• Distribution: City, with SMPA
• Monitoring analytics: City, with SMPA
16. MEDIA RELATIONS/NOTICING
SMPA will work with D&B and the City to ensure strong public meeting turnout, coordinating mobilization efforts. Through proactive media engagement and loc al/regional press relationships, SMPA will amplify project milestones while aligning narratives with the City’s vision.
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17 Camarillo Ge neral Plan Update
SMPA with issue press releases timed with project m ilestones, pitch stories to local and regional medi a, coordinate interviews and provide media training for spokespeople, as well as monitor earned media and adapt messaging as needed. In addition, media alerts will be developed to notify local media outlets about any upcoming community workshops and provide opportunities for event coverage and interviews. SMPA will coordinate with City staff to target the follo wing media outlets, along with any others identifie d throughout the process:
• Camarillo Acorn
• Ventura County Star
• LA Times, Happenings
• VIDA News (Spanish
Proposed Timing:
Ongoing, particularly ahead of community contact events and online activities in each phase as described above.
Responsibilities:
• Content development: SMPA with D&B
• Distribution: City, with SMPA
Project Phasing and Timeline
The table below shows outreach strategies by phase to illustrate timing and sequence. D&B and SMPA will prepare a summary report of outreach findings at the end of each phase of the work that can be posted on the project website.
1. Visioning and
Issue/Opportunit
y Identification
2. Alternatives
Exploration
3. Draft Plan
Preparation
4. Adoption &
Finalization
Go-To Outreach x x
Stakeholder
Interviews
x x
Community
Workshops
x x x
Reel Polls x
Online Surveys x x
Online Engagement x x
GPAC Meetings x x x
TAG Meetings x x
Decision-Maker
Meetings
x x x
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Website Materials x x x x
Social Media
Promotion
x x x x
Teen Video Project x
Statistical Survey x
Media Relations/
Announcements
x x x x