Camarillo City Council
November 12, 2025

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Streamlining of Internal and public facing operations through the use of technology, process improvements, and facility upgrades and improvement Expansion of education, enforcement, and assistance strategies addressing homelessness and mental health issues
Commitment to providing services and implementing projects with an emphasis on sustainability and minimizing impacts on the environment Encouraging projects that include affordable housing opportunities Expansion of business development and continue to enhance economic development opportunities
Maintaining an optimum work environment
FY 2025/26 Strategic Plan
Ongoing and new action strategies identified in the FY 2025/26 Strategic Plan are underway and a progress update report is expected in January 2026 in addition to the City Council’s evaluation of existing goals and objectives. City Council goals and objectives were created, expanded or modified to encapsulate and support other essential work areas, strategies, projects, and services such as:
Information Systems and Technology
Water and Wastewater Policies
Capital Infrastructure Projects
Sustainability and Resiliency efforts
Human Services such as Homelessness
Health and Wellness
Public Facility Infrastructure
Land Use Long Range Planning
Project Prioritization
At the session in January 2026, City Council can also expect an introduction of new major projects or programs for funding consideration for the FY 2026/27 budget year.

Additionally, any existing project, already prioritized with a significant cost increase, will be requalified through the Major Project Prioritization Matrix, approved by City Council last year. Project prioritization ensures that major projects, and thereby expenditures, are aligned with City Council expectations, providing clear direction for the City Manager’s introduction of major work programs in the City’s budget for both operational and capital efforts.

FISCAL IMPACT
There is no budget impact as a result of this action.

CEQA DETERMINATIONS
Not Applicable

RECOMMENDATION

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FY 2024/25 Strategic Plan-Year End Progress Memorandum
November 12, 2025

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Receive and file.

ATTACHMENTS

1. FY 2024/25 Strategic Plan-Progress Memorandum (February 12, 2025)

2. FY 2024/25 Strategic Plan-Year End Progress Memorandum (November 12, 2025)

3. FY 2025/26 Strategic Plan-Adopted June 11, 2025
REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None

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

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

FY 2024/25 Objectives

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A future rollout of the Electronic Voting module will be anticipated in 2025 to further improve and modernize meeting management.
Municipal Code: The City’s Municipal Code has been fully transitioned from an annual update to a monthly update, allowing for immediate access to adopted and amended ordinances. This benefits the community by having routine, real-time updates, helping to ensure code compliance and online access to the Municipal Code.

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

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

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

3. Develop, implement, and update annually a City Infrastructure Strategic Financial Plan, aligned with the adopted Capital Improvement Program, for planning and financing City infrastructure needs for FY 2024/25 through FY 2028/29.

City Council Action Strategies for FY 24/25
Retain a financial advisor, firm, or consultant to prepare a Strategic Financial Plan for funding City Infrastructure projects, in alignment with the adopted Capital Improvement Program.

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

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

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

FY 2024/25 Objectives

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

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

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

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

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

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strategies to address homeless and mental health issues.

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

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

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

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

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

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

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Fiscal Year 2024/25, a total of $52,516 in CDBG funding was awarded to these organizations to further these vital efforts.
c. Maintain the City’s involvement and collaboration with the VC Sheriff’s Department, VC Behavioral Health, and other agencies for assistance, as appropriate, in helping law enforcement respond to homelessness and calls involving mental health issues.

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

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

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

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

2. When the District is ready to move forward, continue working with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

8. Explore potential changes to the process and sources of funding, with the objective of increasing the level of City financial support for nonprofit organizations serving the community.

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

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

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

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

1.12 which eliminated the funding allocation calculation in an effort to allow more funding from the City’s General Fund to be made available for non-profit organizations to provide

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

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

FY 2024/25 Objectives

1. Continue interaction with the University, including its President, regarding City, University and student issues such as student services, housing, facilities, growth projections, economic development opportunities, research opportunities and the employment pipeline.

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

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

LAND USE AND TRANSPORTATION
GOAL: It is the goal of the City Council to plan appropriate land uses,

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streets, bikeways, infrastructure, and transit system.

FY 2024/25 Objectives

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

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

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

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

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

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

Staff are coordinating with Caltrans regarding their Implementation Plan for the Lewis

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

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

3. Encourage efforts by County of Ventura and California State University Channel Islands to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to California State University Channel Islands.

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

4.Evaluate potential measures to improve public transit.

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

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

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

FY 2024/25 Objectives

1. Continue to seek funding for recycled water storage.

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

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

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

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

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

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

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

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

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

Increasing the number of messages and the breadth of topics on these issues is increasing issue awareness among Camarillo residents, especially as the City’s

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

5. Implement the transition of public transit and general use City vehicles and the infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally-friendly options.

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

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

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

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

COMMUNITY REDEVELOPMENT
GOAL: It is the goal of the City Council to provide opportunities to redevelop and develop commercial, industrial and residential areas to improve

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

FY 2024/25 Objectives

1. Develop alternate methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.

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

2. Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:
a. Affirmatively engaging property owners in the Plan area; and Staff regularly attend the International Council of Shopping Centers (ICSC) Conference, actively promoting this area to potential developers interested in acquiring and redeveloping properties.
b. Identifying incentives that the City could offer to property owners willing to proceed with redevelopment projects in the Plan area.

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

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

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

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

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

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

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

4. Evaluate various options for enhancing the livability and economic viability of the Old Town area including, supporting grassroots efforts of a feasibility study of a Business Improvement District.

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

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

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

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

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ECONOMIC DEVELOPMENT
GOAL: It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provision of efficient processing of proposals.

FY 2024/25 Objectives

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

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

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

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

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

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

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

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

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

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

FY 2024/25 Objectives

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

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

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

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

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

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

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

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

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

GOVERNMENTAL RELATIONS
GOAL: It is the goal of the City Council to maintain effective communications with local, state and federal elected representatives and other local public agencies including schools, parks, and special districts.

FY 2024/25 Objectives

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

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

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

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

Through this partnership, staff help share critical information on pet licensing, lost and found pets, and responsible pet ownership. During emergencies, the City and VCAS coordinate to provide resources for pet evacuation, temporary sheltering, and preparedness planning to ensure that residents have the necessary support to protect

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

2. Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.
During the 2024 legislative session, staff took positions on 13 different bills at the State level. Seven of the positions were in support, and six were in opposition. Through the support provided by the internship program, the City was able to receive additional support on legislative tracking and analysis. As a result, the City was able to analyze a greater number of bills, taking positions on four more bills than in Fiscal Year 2023/24.
City engaged with legislative staff through Arc Strategies in Sacramento to discuss bills of concern multiple times. Additionally, staff was more active in advocacy this year, holding meetings with its contracted lobbyist and legislative offices to discuss legislation that would be impactful to the City. Additionally, staff contacted State agencies to discuss legislation from previous years and the implementation of regulatory requirements.
Over the next several months, City staff will bring amendments to the legislative platform and prepare for the upcoming 2025 legislative session. The City Council took a support position in two propositions that will be up for a vote this November 2024. City staff provided several presentations to the Policy Committee regarding Proposition 5, Lower Supermajority Requirement to 55 Percent for Local Bond Measures to Fund Housing and Public Infrastructure, as well as Proposition 36, Allows Felony Charges and Increases Sentences for Certain Drug and Theft Crimes.

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

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

FY 2024/25 Objectives

1. Promote and encourage sustainable best practices in the workplace consistent

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

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

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

2.1, 2.2, 2.3)
A Sustainable Travel Policy was adopted in November 2024 to encourage eco-

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

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

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

Additionally, staff is conducting an inventory of off-road equipment (such as lawn and garden tools) to identify opportunities for transitioning to decarbonized alternatives based on emerging technologies.
Energy Efficiency and Lighting Upgrades: The City recently completed a lighting

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

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

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

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Attachment A

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

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

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

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

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City of Camarillo
Office of the City Manager
DATE:November 12, 2024
TO:City Council
FROM:Greg Ramirez, City Manager
Submitted By; Carmen Nichols, Assistant City Manager
SUBJECT: FY 2024/25 Strategic Plan-Year End Progress Update This report covers progress on major initiatives that support the FY 2024/25 Strategic Plan: Goals and Objectives. Performance for the first period of the fiscal year was covered in the February 12, 2025 memorandum.

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

FY 2024/25 Objectives

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

Emergency Management/Water
CalOES/FEMA – Hazard Mitigation Grant Program – Water Reservoir Retrofit – Under Review - $15,294,225
CalOES – Hazard Mitigation Grant Program – Water Pump Generator Replacement – Unsuccessful - $1,425,000
Cal OES – Homeland Security Grant Program - Disaster Assistance Response Team (DART) equipment - Awarded - $8,000
Energy
U.S. Department of Energy – Energy Efficiency and Conservation Block Grant Program – Camarillo Police Department Lighting Retrofit – Awarded - $129,470 Federal Appropriations
Congresswoman Julia Brownley – Community Project Funding – Hybrid Microgrid –

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Under Review - $1,154,144
Senator Alex Padilla – Congressionally Directed Spending – Las Posas Bridge – Unsuccessful - $1,500,000
Senator Adam Schiff – Congressionally Directed Spending – Las Posas Bridge – Unsuccessful - $1,500,000
Fleet
Clean Power Alliance – Pathways to Electrification Program – Electric Fleet Transition – Awarded - $250,000
Clean Power Alliance – Innovation Fund Round 2 – Mobility and Emergency Response (traffic signals supercapacitor backups and EV charging) – Under Review - $250,000
Internal Revenue Services – 2022 Inflation Reduction Act - Clean Vehicle Tax Credits – Under Review - $112,500
Housing & Homelessness
CA Housing Community Development Department – Encampment Resolution Fund Grant – Arneill Permanent Supportive Housing – Awarded - $7,305,292 County of Ventura – HOME Funds – Transitional Units/Tenant Rental Assistance – Unsuccessful - $630,000
CA Housing Community Development Department – Homelessness Housing Assistance and Prevention Round 5 – Hotel Voucher Program – Unsuccessful - $189,280
County of Ventura - Emergency Solutions Grant - $26,956 – Awarded - Rapid Rehousing of individuals experiencing homelessness
CA Housing Community Development Department - Permanent Local Housing Allocation - Workforce Housing Downpayment Assistance Program – Awarded - $88,939 (total program funding received $810,940)
Public Safety
CA Department of Justice – Tobacco Grant Program – Tobacco Enforcement – Awarded - $70,662
Transportation
CA Transportation Commission – Trade Corridor Enhancement Program – Corridor Safety Improvement – Unsuccessful - $12,500,000
US Dept of Transportation – Safe Streets & Roads For All – Corridor Safety

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Improvements – Under Review - $2,452,774
Federal Highway Administration – Surface Transportation Block Grant – Pleasant Valley Bike Lanes – Recommended for Approval - $4,000,000 Federal Highway Administration – Surface Transportation Block Grant – Las Posas Bridge – Under Review - $4,000,000
Federal Highway Administration – Congestion Mitigation and Air Quality Improvement Program – Adaptive Traffic Signal Infrastructure – Recommended for Approval - $2,744,000
Solid Waste and Recycling
CalRecycle - SB 1383 Local Assistance Grant Program - Organic waste and recycling capacity – Awarded -$187,556
CalRecycle - Used Oil Payment Program – Household Hazardous Waste Program – Awarded - $9,975
CalRecycle - Beverage Container Recycling Program – Litter cleanup/ Coastal Cleanup/ Education campaigns - Awarded - $17,512
CalRecycle - Beverage Container Recycling Program - Litter abatement/Recycling initiatives - Under review - $17,313
Workforce
League of CA Cities – Cities for Workforce Health Program – Employee Wellness Initiatives – Awarded - $5,000

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

Staff continue to assess processes and methods to streamline and improve internal and public-facing services. Progress on a variety of efficiency improvements included a review of City procedures and the implementation of various solutions including the following:
As part of the City’s goal to enhance City facilities and infrastructure staff completed construction of the City Hall Council Chamber Remodel Project (Project No. CH-09-01) to improve and modernize the facility to better serve the community.

The remodel included upgraded audiovisual technology, improved seating and accessibility features, and a refreshed design layout to create a more inclusive and functional space for City Council meetings and public participation. These improvements enhance the overall experience for residents attending meetings both in person and remotely.

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The City implemented Monday.com as a centralized platform to manage projects, tasks, and service requests across Administrative Services. What began as a project tracking tool now supports Information Systems, Facilities, Fleet, and Administration, consolidating workflows that once relied on scattered emails and spreadsheets. Staff use Monday.com to coordinate projects, track help desk requests, and manage forms such as onboarding, budget requests, and facilities work orders—improving efficiency, transparency, and accountability. The system also integrates project initiation and prioritization into the budget process, ensuring visibility and alignment before funding decisions. The City Manager’s Office (CMO) uses Monday.com to monitor projects, budgets, recurring tasks, and cross- departmental progress. The CMO Dashboard provides real-time insights into timelines, budget changes, workload distribution, and overall project status, supporting data-driven management and strategic oversight. Overall, Monday.com has modernized City operations with a flexible, user-friendly tool that streamlines work and enhances organizational performance.
Implementation of Keycafe, a modern, cloud-based key management system that delivers full visibility, security, and efficiency for fleet operations. Keycafe replaced manual key check-outs with SmartBox lockers and digital controls, staff can track who accessed each vehicle key, and when, with real-time audit logs. The five-year Technology Modernization Plan (TMP) prioritizes initiatives to strengthen infrastructure, cybersecurity, resident services, and data management.

Next steps include formation of a Technology Governance Committee and development of a Data Governance Framework and Implementation Plan with the consultant, which will standardize data practices, improve transparency, and prepare the City for responsible use of advanced analytics and AI. Staff are currently negotiating with the preferred vendor for an Enterprise Asset Management (EAM) system, with contract award anticipated in January 2026.

EAM systems provide tools for asset tracking, lifecycle and condition monitoring, preventive maintenance, work order management, compliance, and reporting, enabling staff to extend the life of infrastructure, improve safety, and streamline operations; and implementation begins shortly thereafter. Once in place, the system will enhance efficiency, reduce long-term costs, and deliver more transparent, reliable services for the community.
Staff are addressing the City’s potential cybersecurity risks and are hardening legacy systems with the implementation of Arctic Wolf Managed Detection Response (MDR) and Microsoft Defender. Staff are utilizing these programs to

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monitor threats, address assessed vulnerabilities, and secure City network and cloud applications. Since Arctic Wolf was implemented, over 1,600 security vulnerabilities have been detected. Information systems staff successfully resolved 311 issues, reducing risk and protecting the City’s security network from external threats. The City’s network plays a central role in providing essential services and by strengthening security to ensure the continued delivery of those services to the community.
As part of the ongoing Citywide laptop refresh, cybersecurity remains a top priority.

The new devices will come equipped with enhanced security applications, addressing over 300 vulnerabilities identified by Arctic Wolf. This upgrade significantly strengthens the City’s digital defenses. In addition to improved security, staff are replacing outdated desktop computers with 170 new 2-in-1 laptops, providing greater flexibility for employees working both at City Hall and in the field. This transition not only enhances mobility and efficiency but also streamlines the City's technology footprint. By retiring 40 surplus PCs, Information Systems staff will reduce the overall number of deployed devices, improving resource management and sustainability. To date 93.4% of all new laptops have been deployed and the results of an internal customer satisfaction survey return ratings of 5 out of 5 stars.
The City developed a comprehensive Project Prioritization Framework to guide strategic decision-making across the organization. This effort established a systematic, objective methodology for ranking the relative importance and urgency of various infrastructure projects and significant programs. The process encompasses a wide range of considerations, from clearly defining project thresholds and categories to assembling a dedicated Steering Committee. At its core, the initiative developed a robust ranking system that considers diverse factors such as legal compliance, public health and safety, asset condition, equity in community investment, sustainability, and financial feasibility. By implementing this structured approach, Camarillo will make more informed decisions about resource allocation, ensuring that City projects align closely with community needs and Council Goals and Objectives. Staff presented the proposed Project Prioritization Framework to the City Council in February and April of 2025. The Framework was approved and is a foundational component of the City’s budgeting process.
Citywide Digitization Project: The City’s Digitization and Transparency Program is transforming how records are managed by migrating from Questys to Laserfiche, scanning decades of paper archives, and training staff to adopt digital-first

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practices. To date, over 190 boxes of records have been processed, 40+ employees engaged, and more than half of departments trained on the new Laserfiche system.

Upcoming phases will expand functionality by integrating Laserfiche with OpenGov for automated permitting workflows, creating digital forms to streamline business processes, and addressing off-site storage. These efforts will reduce costs, save space, strengthen compliance, and improve public access to City records.

3. Develop, implement, and update annually a City Infrastructure Strategic Financial Plan, aligned with the adopted Capital Improvement Program, for planning and financing City infrastructure needs for FY 2024/25 through FY 2028/29. The City continues to work with Fieldman, Rolapp & Associates to finalize the financial planning for the Water Reclamation Plant upgrades. Initially the consultant began development of a Long-Range Financial Plan to understand the monetary needs of the infrastructure project. However, to better develop the scope of the project and understand the District’s ability to finance the capital needs, the consultant developed a Capacity Study. These financial outlooks include floor and ceiling scenarios outlining how much the City can afford based on its pay-go capabilities and loan availability. The scenarios were presented to the Utilities Committee and will be presented to the Sanitary District Board during the late October 2025 workshop.

City Council Action Strategies for FY 24/25
Retain a financial advisor, firm, or consultant to prepare a Strategic Financial Plan for funding City Infrastructure projects, in alignment with the adopted Capital Improvement Program. – Completed and ongoing with initial focus on the Water Reclamation Project.

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

FY 2024/25 Objectives

1. Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs. a. Increase awareness and participation in Neighborhood Watch Program. The Neighborhood Watch Program remains strong, with 64 active groups in residential areas throughout the City. Through this initiative, the Camarillo Police Department provides residents with regular updates on crime trends and prevention strategies. By fostering open communication between law enforcement

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and the community, the program enhances situational awareness and improves the timely identification of criminal activity.

City staff continued to advance several community safety initiatives through expanded public awareness and educational programs, supporting residents and staff in disaster preparedness and emergency response. Progress was made on the following recent and upcoming community safety initiatives:
In September 2024, staff participated in a simulated EOC Activation Training. Implemented the Storm Readiness Campaign and Weather Preparedness webpage to expand public education on disaster preparedness. As part of the Storm Readiness campaign, staff created ‘Emergency Contact’ magnets in English and Spanish to give away at community events.
In February 2025, a storm readiness postcard in English and Spanish was mailed to all Camarillo residents with essential information and a QR code linking to emergency readiness online resources.
In April 2025, staff launched a Trending Topics webpage with the newly adopted Local Responsibility Area (LRA) Fire Safety Hazard Zone (FHSZ) maps from the State Fire Marshal. Staff also placed VCFD’s posters in the City Hall lobby, notified all staff by email, and prepared a Friday Focus update to inform Council and support VCFD’s outreach.
Camarillo Public Library offered a Firewise Living: From Structure to Landscape workshop from a certified Master Gardener who shared practical tips and essential advice to help both homeowners and renters protect their properties from wildfire risks on April 29. Twenty-four participants left the workshop with practical knowledge and actionable steps to better protect their homes and communities. The Ventura County Fire Department led two CERT training classes, in September 2024 and March 2025, with a total of 55 students graduates in 2024-2025. On October 26, 2024, 23 community members successfully graduated from the CERT program. CERT participants gained knowledge to protect their homes, families, and neighborhoods during emergencies.
CERT volunteers continue to play a vital role in our community’s resilience and because of the training they received, volunteered in the following activities:
One CERT volunteer assisted City staff with performing regular inspections of the City’s 12 AED facilities and tested Emergency Operations Center (EOC) satellite phones to ensure operational readiness. Three CERT Six community volunteers assisted at the Local Assistance Center (LAC) daily, following the Mountain Fire, staffing tables for Ventura County VOAD organizations, distributing information, guiding survivors, and completing various support tasks.

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Camarillo Disaster Assistance Response Team (DART) volunteers supported the Ventura County Fire Department during the CERT training drill, ensuring a comprehensive learning experience. The next Camarillo CERT classes are scheduled for March 2026.
b. Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues. The City continues to support public service organizations through Community Development Block Grant (CDBG) funding. These organizations provide essential services to improve mental health, support individuals experiencing homelessness or housing insecurity, and address other community needs. In Fiscal Year 2024/25, a total of $52,516 in CDBG funding was awarded to these organizations to further these vital efforts. As a result of the City’s awards to these organizations, 251 Camarillo residents were served in FY 24-25, including 178 Seniors. To further address the needs of individuals experiencing homelessness in RVs, City staff applied for a $7.3 million Encampment Resolution Fund (ERF-3) grant, prioritizing a homeless encampment at Pleasant Valley Road and Calle San Pablo.

If awarded, the grant will support services for 17 individuals, many of whom face mental health, substance use, and physical disabilities. The project aims to transition residents into interim shelter through hotel vouchers while developing nine units of permanent supportive housing by March 2027. Key activities will include targeted outreach, case management, and site cleanup, with a long-term goal of securing permanent housing for all individuals involved. Thirteen individuals served through the Homeless Housing Assistance and Prevention (HHAP-4) grant were successfully transitioned from the hotel voucher program to permanent housing between January and June 2025, including 11 housed at the newly opened Vista Campanario. These individuals represented a wide range of populations, including veterans, families with children, chronically homeless adults, and older adults with disabilities. Clients benefited from interagency collaboration involving local landlords, the Area Housing Authority, faith-based organizations, and regional service providers. This coordination allowed for flexible responses to client needs, including providing household items and move-in assistance to newly housed clients. In addition to housing, Veterans received support with benefits navigation and referrals to VA housing programs.

Families were assisted with childcare coordination and medical appointments, while chronically homeless clients received targeted case management, including but not limited to credit repair and connection to mental health services, to overcome long-term barriers to stability. Several clients were also living with mental health conditions or substance use disorders and required coordinated care

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across multiple service systems. In addition to those who were housed, more than twenty individuals were provided with ongoing case management or outreach services. These participants received support such as transportation, budgeting help, connection to behavioral health services, and assistance securing identification and employment.

Funding through the HHAP-4 grant will soon be expended, and the program will conclude until other funding sources are identified.
Following City Council’s ratification of the Encampment Resolution Fund (ERF) grant in April of 2025, Project HOPE staff began the outreach portion of the program. Staff met with the majority of the 17 individuals residing in RV’s and recreational vehicles on the 2000 Block of Pleasant Valley Road and Calle San Pablo to conduct assessments and the develop individual housing plans that address barriers to housing such as income, employment, credit management, and mental/physical health services.
In conjunction with LeSar development consultants, Staff developed a Homelessness Strategic Plan through a comprehensive process that included analysis of quantitative data (Point-in-Time Counts, HMIS data, housing affordability data), community input sessions and surveys (174 total survey responses), lived experience surveys (40 responses from individuals experiencing homelessness), focus groups and interviews with nearly 50 stakeholders including City staff, County partners, service providers, business leaders, faith-based organizations, and elected officials. The Homelessness Strategic Plan establishes a clear, actionable roadmap for creating a durable, housing-focused system to address and prevent homelessness in Camarillo. Staff intend to present the first draft of the Strategic Plan to the Public Safety and Emergency Preparedness Committee in October 2025 and request approval from City Council in December. Project HOPE staff increased data collection efforts and implemented new data collection processes in alignment with strategic plan goals and grant reporting requirements. A key component of this enhanced data collection is the development and maintenance of a robust By-Name List of current Camarillo homeless individuals, which allows Project HOPE to document who is chronically homeless in Camarillo, who is newly homeless, and who is passing through the city. This list serves as a critical tool for prioritizing outreach efforts, tracking individual progress through housing navigation and service connections, ensuring appropriate resource allocation, and providing accurate reporting to funders and stakeholders on the City's homelessness response efforts. c. Maintain the City’s involvement and collaboration with the VC Sheriff’s Department, VC Behavioral Health, and other agencies for assistance, as

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appropriate, in helping law enforcement respond to homelessness and calls involving mental health issues.
In August 2025, the City Council approved a Memorandum of Understanding with the County of Ventura to participate as a funding partner in the Homekey+ Permanent Supportive Housing Project at 1732 Lewis Road. Through a one-time capital contribution of $2 million, the City secured 10 dedicated permanent supportive housing units for eligible Camarillo residents experiencing homelessness with behavioral health challenges over the 55-year life of the project. This partnership allows the City to leverage $28 million in state funding while maintaining control over the referral verification process for Camarillo residents, with no ongoing operational costs to the City. The project, which will develop 88 total units through modular construction with Many Mansions as the long-term operator, has an anticipated construction timeline of 18 to 24 months.

This initiative strategically aligns with Project Hope's existing homelessness response efforts and extends the City's service capacity by utilizing primarily state and county resources to address this regional challenge. The City's homelessness response efforts achieved 51 successful exits from homelessness in FY 24-25, demonstrating the effectiveness of strong interagency collaboration. These positive outcomes were made possible through partnerships with key community stakeholders, particularly the dedicated efforts of the Ventura County Health Care Agency's case manager who provided targeted support including credit repair, mental health service connections, and coordinated care for clients with behavioral health challenges. The City's collaboration with local landlords, the Area Housing Authority, faith-based organizations, and regional service providers enabled flexible, comprehensive responses to client needs— from household items and move-in assistance to benefits navigation for veterans and childcare coordination for families. This multi-partner approach proved essential in helping vulnerable populations including veterans, families with children, chronically homeless adults, and older adults with disabilities overcome long-term barriers to stability and achieve successful housing outcomes. Considering the proven success of the partnership with the Ventura County Health Care Agency, the City will be transitioning out of its contract with Ventura County Behavioral Health and redirecting funds to expand housing-focused case management services through the Health Care Agency. This strategic shift allows the City to build upon the effective collaboration that has already demonstrated strong outcomes in helping clients achieve permanent housing and stability. The Ventura County Behavioral Health RISE program will continue to provide behavioral health services to Camarillo residents and accept referrals for eligible clients within the City, ensuring that individuals requiring specialized behavioral health interventions maintain access to these critical resources while the City enhances its capacity for housing navigation and case management support. d. Develop and implement appropriate strategies to more effectively combat crime.

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The City Manager organized the Ventura County City Manager’s Luncheon on April 18, 2024, with a focus on addressing organized retail crime. The event featured a panel discussion with representatives from the District Attorney’s Office, California Highway Patrol (CHP), Ventura County Sheriff's Office (VCSO), Camarillo Premium Outlets, and the California Retailers Association. Panelists provided insight into current challenges and collaborative strategies aimed at reducing retail crime throughout the region.
VCSO staff continue to work closely with the Outlets to combat retail theft. In partnership with VCSO, the grant-funded Organized Retail Theft Task Force has conducted multiple “blitz” operations at the Outlets, leading to dozens of arrests.

Additionally, staff continues to test new surveillance systems both at the Outlets and along the Ventura Boulevard “theft corridor” between Carmen Drive and Springville. To further strengthen crime prevention, VCSO and Camarillo Premium Outlets staff are actively exploring the implementation of additional technology to enhance security, improve real-time crime detection, and bolster response efforts. VCSO staff continues to assess crime and safety concerns to identify emerging trends, with Organized Retail Theft (ORT) currently representing the most significant challenge. To address this issue, the Sheriff’s Office secured a $15.8 million state grant to combat ORT. As part of this strategy, an ORT Task Force (ORTTF) was created, bringing together members from various law enforcement agencies across Ventura County. In 2024, the Camarillo Police Department partnered with the ORTTF to conduct several ORT “blitz” operations. During these operations, a substantial law enforcement presence, both covert and overt, was deployed at the Camarillo Premium Outlets. The enforcement efforts resulted in multiple arrests and the recovery of tens of thousands of dollars in stolen merchandise. In addition to the “blitz” operations, the grant funds saturation patrols where deputies conduct covert and overt patrol operations, specifically focusing on identifying those who target the Camarillo Premium Outlets for theft crimes.

These saturation patrols are over and above patrol levels contracted through our police services contract with the County. These operations will continue as part of an ongoing commitment to reducing organized retail theft. In addition to the “blitz” operations, the City used ORT grant funds to purchase and deploy Automated License Plate Readers (ALPR), leveraging technology as a force multiplier. ALPR devices are strategically placed in high-risk ORT areas, such as the Camarillo Premium Outlets, capturing the license plates of passing vehicles. For known offenders, the system provides real-time alerts when their vehicle enters the area, allowing deputies to take proactive enforcement action before crimes occur. Additionally, in the event of a crime, ALPR data serves as a crucial investigative tool, providing leads that assist law enforcement in identifying and apprehending suspects.
VCSO staff are actively exploring ways to integrate Artificial Intelligence (AI) to enhance efficiency and effectiveness in combatting crime. Tools like real-time crime centers, automated information sharing among local law enforcement and

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real-time crime analytics can help us to identify crime trends and criminals responsible for those crimes more quickly. Integrating AI in a responsible and ethical manner, ensuring that its use supports transparency and accountability is at the forefront of this effort. Ultimately, our integration of AI technology will be used as a force multiplier to improve public safety outcomes. The Draft Safety Element was presented and accepted by the California Board of Forestry (BOF) at their December 10, 2024 meeting. On 9/10/25, the City Council adopted the updated Safety Element of the General Plan. The Safety Element establishes goals, objectives, and policies to reduce the potential short and long- term risk of death, injury, and property damage from natural and man-made hazards, including fires, floods, droughts, earthquakes, landslides, climate change, and other hazards.
Construction commenced on Phase 1 of the kidSTREAM museum. This includes a new entry lobby and outdoor exhibit area. It is anticipated that construction of Phase 1 will be completed in FY 25/26.
In May 2025, City Council approved a historic landmark designation for the Scholle Farmhouse located at 650 Edward Scholle Drive. Next steps are for the structure to be rehabilitated, sold and occupied as a single-family home. The City of Camarillo, in response to a significant increase in applications for retail off-sale alcohol permits, enacted a moratorium on January 22, 2025 (Urgency Ordinance No. 2028), temporarily halting new retail, off-sale alcohol permits city- wide. The initial moratorium was extended on February 26, 2025, for a period of ten months and fifteen days, pursuant to Government Code Section 65858. This pause allowed staff to evaluate impacts and propose zoning ordinance updates to address the increasing number of applications for off-sales alcohol retail sites in the City. This review process included analysis of Alcoholic Beverage Control (ABC) regulations, enforcement data, local land use conditions, and public health research. Staff also examined zoning approaches taken in other cities. The ZOA had been reviewed by EDLUC and is anticipated to go to Planning Commission and City Council before the end of FY25

2. When the District is ready to move forward, continue working with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.

The Pleasant Valley Recreation and Park District (PVRPD) Liaison Committee met on April 30, 2025, to discuss the Senior/Multi-Generational Center project and next steps.

PVRPD conducted a community survey to gather input on desired activities and facility features. The ad hoc committee continues to collaborate with PVRPD to ensure clear communication and collaboration. Staff continue to meet with PVRPD as needed to discuss community recreation facility needs.

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

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As part of the City's objective to preserve Camarillo’s identity and history through public art, staff integrated a public art element into the Dizdar Park Renovation and Expansion Project (Project No. CP-5095). The proposed art installation was presented to City Council in June 2025 and artist Elisa Torres was commissioned to create the installation, working with local contractor Al Lowe Construction to create the concrete base of the installation, and Black Magic Metal Art to create the stamped metal sheets. The contracts with these vendors are now in place and the design work is underway. The art installation is expected to be completed by January 2026.
The Library offered a series of Highlighting Local Art presentations that discussed public art around the City of Camarillo from the view of the artist. Presentations included the new art installation Camarillo Breezes on Arneill Road and Ponderosa Drive, From Woodcuts to Metal Plaques on display at Central Plaza and Building Community Through Creative Experiences showcasing local murals using ceramic tiles and paint.
On August 1, 2024, the City approved a mural project at the Camarillo Premium Outlets, sponsored by Visit Camarillo. The 16-foot-tall by 10-foot-wide mosaic- style mural, painted by a local artist, was completed in mid-October and is now featured in the Main Court. The artwork showcases the iconic Camarillo Ranch House alongside a galloping white horse, framed by vibrant bougainvillea and a radiant sun, with the words "Camarillo, California" prominently displayed. To promote this new landmark, Visit Camarillo will launch a "Follow the White Horse" marketing campaign aimed at attracting visitors and enhancing community engagement.
In August 2025, City staff, partnering with Studio Channel Islands, applied to the California Arts Council seeking Old Town Camarillo’s formal Cultural District designation, which recognizes communities that leverage arts and culture to drive economic development, identity, and quality of life. The application highlights recent City investments in Old Town, including the Dizdar Park capital project, public art installations, Heritage Days, the farmers market, and the ongoing Old Town Strategic Plan. If awarded, the designation would elevate Old Town among California’s cultural hubs and open opportunities for grant funding, tourism, and regional partnerships.

4. Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
Staff continues to deliver multi-platform messaging promoting inclusive and accessible programs, events, and recognition opportunities, such as Black History Month in February, Women’s History Month, National Vietnam War Veterans Day, and Cesar Chavez Day in March, Earth Day in April, Mother’s Day, Public Works Week, Professional Municipal Clerks Week, and Older Americans Month in May, Father’s Day, Juneteenth and Pride Month in June. While social media and the

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CityScene newsletter are the primary delivery platforms. The City Hall marquee and Cablecast are also utilized, when appropriate.
In addition to these programs, the Camarillo Library hosted a weekly English Language Learners Conversation Group for adults. A total of 541 people attended from July – December. A total of 313 people attended from February – June. In February 2025, the Library celebrated Black History Month by inviting a local businesswoman to lead a workshop on the art and science of caring for textured hair to 12 participants. Youth Services Department led a Black History Month Storytime featuring songs and integrating lessons from famous African Americans with 40 people attending. In addition, the Youth Services Department hosted a Black Superhero Showcase that included superhero-themed crafts and games. In March, the Library recognized Women’s History Month with a musical performance showcasing the contributions of women composers over the centuries with 54 attendees. In Youth Services, Mayor Emeritus Charlotte Craven read Rosie Revere, Engineer to 65 community members. In addition, Russell Fischer Business Collection (RFBC) was a proud sponsor of the West Ventura County Business Alliance (WVCBA) Women’s Business Conference on March 7.

RFBC had the opportunity to market its services to over 200 small business owners and professionals in attendance.
In April, the Library recognized Arab American Heritage Month. Youth Services staff distributed 100 kits for kids to make their own Ramadan Lanterns. In addition, Adult Services staff offered 35 Arabic Calligraphy workbooks, which allowed patrons to trace and learn the 28 letters of the Arabic alphabet. In May, the Library celebrated Jewish American Heritage Month with a special story time featuring Leah Lang from Chabad of Camarillo with 35 people attending.

In addition, the Library hosted local author Judith Krieger Macpherson to talk about her book Dreaming in Medieval: The Life of Pablo de Santa Maria and Beyond to an audience of 53 people.
May is Asian American Pacific Islander Heritage Month. The Library proudly hosted a poetry reading featuring local author and scholar Siddharth Mehrota. The event drew an enthusiastic crowd of 21 patrons, all eager to hear selections from Mehotra’s newly published poetry collection titled Songs of Going South. Over 100 patrons immersed themselves in the vibrant beauty of Hawaiian culture through the traditional arts of hula (dance), oli (chanting), mele (music) and other cultural expressions by Ka Hale Hula O Pilialohaokalani O Hilo. Additionally, 78 people attended an Art of Kimono program, which covered the kimono origin, cultural significance and the evolution of its many styles over the centuries. In June, the Library welcomed guest speaker Nicole Adler for a discussion on the intersection of disability and LGBTQ+ identities. Adler shared insights from her work in California government advocating for the rights of individuals with developmental disabilities and the LGBTQ+ community. Sixteen people attended

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the program. Adult Services also led a month-long community project: the Pride Remembrance Quilt. Inspired by the NAMES Project AIDS Memorial Quilt, six individuals designed, sewed and submitted quilt blocks. The quilt was displayed on the second floor.
Seniors: Library staff conducted a “Tech Help” class at Camarillo’s Senior Center with 20 people in attendance. The class covered how to navigate the library website and use library online resources. In addition, library staff assisted participants with their personal devices. Library staff offer a weekly drop-in “Tech Help for Seniors” class for 1:1 technology assistance on their personal devices. In addition, the Library offered a “Are You Smarter than a Fifth Grader” game for Seniors and Teens with nine people attending.

5. Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues. In September 2024, 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 including mental health and substance abuse, prevention of chronic health conditions through healthy lifestyles, and equitable access to healthcare for underserved populations.

Following the approval of the MOU, the three partner agencies met to establish and agree upon a scope of work for consultant services to help develop the initiative. A Request for Proposals was issued at the end of June 2025, resulting in nine qualified proposals. The Steering Committee is currently working through the selection process and expects to request approval to award a contract by the end of 2025.

As part of the City’s goal, the Camarillo Library hosted several health-focused programs to support the well-being of residents including:
Partnered with Camarillo Health Care District on a live storytelling event which centered on the theme of caretaking and drew an audience of 31 participants. Art Therapy Workshop designed to provide reflection, creativity and healing through art led by an author and board-certified life coach with 17 people attending. Eating Healthy on a Budget program with a registered dietitian, who demonstrated easy ways to incorporate healthy food choices with 17 people attending. Mindful Sound Bath Experience to promote relaxation and mindfulness with soothing sounds. Twenty people attended the workshop.

6. Explore opportunities to enhance, restore and beautify the community through the involvement of volunteers.
City staff continue to foster a strong sense of community engagement through volunteer-driven initiatives that promote environmental conservation, public safety,

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and civic involvement. Staff also continue to explore ways to enhance the City’s Volunteer Program to gain community interest and attraction for participation. The Volunteer Program includes focused initiatives on Beautification and Sustainability, Community Events, Education, and Training, Community Safety and Emergency Preparedness, and a wide range of event opportunities with City Partnership agencies.

Key highlights include:
On September 21, 2024, the City participated in the 40th Anniversary of California Coastal Cleanup Day, where 187 volunteers dedicated 561 hours to removing 800 pounds of trash and recyclables from Calleguas Creek and the Mission Oaks Park barranca. Their efforts played a crucial role in preserving local waterways, preventing debris from reaching the ocean, and supporting environmental sustainability. The City has held multiple formal graffiti abatement workdays, bringing together volunteers and staff to revitalize neighborhoods and foster community pride. In addition to these larger events, a small group of dedicated volunteers regularly addresses problem areas to ensure graffiti is removed quickly and public spaces remain clean and inviting. These ongoing efforts not only deter future vandalism but also preserve the quality, safety and appearance of the community.

7. Explore opportunities to engage providers to improve cell phone coverage within

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the City of Camarillo.
The City entered into an agreement with EN Engineering/Entrust to conduct a wireless field survey and review City policies and procedures for wireless facilities processing.

In February, EN’s team conducted field surveys in the public right-of-way along certain major commercial corridors within the City to collect data for evaluating 4G and 5G cellular services. The consultant prepared a wireless coverage assessment map and summary findings. EN’s policy experts also conducted a comprehensive review of Camarillo’s existing policies and practices as they relate to wireless facilities siting and will provide a summary and evaluation of current policies and identification of policy areas that may require additional development. Staff shared the preliminary results of the Wireless Survey with the Utilities Committee during a presentation in September, followed by a presentation on the Policy review in October. Staff are currently analyzing additional Policy areas and will return to the Utilities Committee again before sharing this information publicly at a City Council meeting.

8. Explore potential changes to the process and sources of funding, with the objective of increasing the level of City financial support for nonprofit organizations serving the community.
Increased advertising for the upcoming fiscal year grant funding program included two articles in the CityScene newsletter, ads on the government channel, advertising on the City’s marquee and posts on the City’s social media platforms. Removed the funding allocation calculation from its policy as well as reducing the ineligibility which will allow organizations additional funding opportunities.

City Council Action Strategies for FY 24/25
City Council to receive a presentation on “Healthy Camarillo”. – Completed and ongoing.
Explore enhancement of community enrichment by expanding communications including educational topics on observed holidays and other significant dates. – Completed and ongoing.
Explore an event that showcases non-profits at a Christmas/Holiday event at the Camarillo Ranch. – Deferred and will continue to be explored.

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

FY 2024/25 Objectives

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1. Continue interaction with the University, including its President, regarding City, University and student issues such as student services, housing, facilities, growth projections, economic development opportunities, research opportunities and the employment pipeline.

City staff continue to monitor campus growth, student demographics, and workforce development opportunities in collaboration with CSU Channel Islands (CSUCI). Camarillo Area Transit (CAT) provides transportation to CSUCI students through the dial-a-ride service for both service to and from CSUCI as well as throughout Camarillo. In FY 24/25 trips to passengers with a College ID increased by 745% compared to ridership in FY 23/24 with a total of 6,483 trips and 8,060 riders. On July 10, 2025, CSU Chancellor Mildred García appointed Dr. Susan A.

Andrzejewski—then dean of the Martin V. Smith School of Business & Economics—as interim president of CSU Channel Islands, effective August 4, 2025. Recognized for data-informed student success, experiential learning, and strong regional partnerships, Andrzejewski’s appointment provides leadership continuity and supports ongoing City–University collaboration on student services, research, and workforce pipeline initiatives during the transition. On August 22, 2025, CSU Channel Islands dedicated Gateway Hall, a new “front door” to campus that expands academic capacity and student services. The three- story facility features a one-stop Welcome Center and meeting space; first-floor classrooms and a coffee shop; second-floor lecture and study areas; and third- floor labs for Computer Science, Mathematics, Mechatronics (with a 20-foot drone- capable ceiling), and Game Design, along with plentiful charging and flexible study zones. The project advances City–University collaboration by enhancing student services, supporting growth projections, and creating new research, internship, and employment-pipeline opportunities aligned with regional industry and economic development.

Enrollment at CSUCI continues to steadily decline since the COVID-19 pandemic, with spring 2025 numbers showing 4,600 students, down from a peak of 7,095 in fall of 2018.

This trend reflects a broader nationwide decline in undergraduate enrollment. To address this, university staff continue to explore strategies such as expanding academic programs, increasing marketing efforts, and strengthening high school outreach initiatives.

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The spring 2025 student body maintained a population of 66% female, 61% Latinx and 59% first-generation college students, with 83% of all students originating from the local counties of Ventura, Santa Barbara, and Los Angeles counties.

As part of the City's Economic Development Strategic Plan, staff track workforce development in key industries. Spring enrollment at CSU Channel Islands is highest in the following programs:
412 students in Computer Science, 552 in Health Science, 418 in Nursing, 469 in Business, 285 in Biology, and 201 in Sociology. Psychology continues to be the largest program, with 731 students.

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LAND USE AND TRANSPORTATION
GOAL: It is the goal of the City Council to plan appropriate land uses, streets, bikeways, infrastructure, and transit system.

FY 2024/25 Objectives

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

The City of Camarillo remains committed to enhancing traffic safety through ongoing infrastructure improvements and innovative management strategies, in alignment with the Local Road Safety Plan.
Efforts to address local traffic challenges continue with the Santa Rosa Road Adaptive Project, which is replacing 11 traffic controllers and introducing an adaptive traffic management system. This effort has now been expanded into a larger-scale adaptive project for the entirety of the City. A test run of the first four intersections will be installed shortly on Arneill Boulevard to demonstrate the system’s ability to dynamically adjust to real-time traffic conditions, reduce congestion, and improve efficiency. Additionally, the Intersection Refurbishment, Painting, and Yellow Borders Project on Santa Rosa Road and Las Posas has been completed. Phase 2 of this project is beginning on Arneill, Ponderosa, and Carmen Road, further enhancing visibility and extending the lifespan of traffic signal equipment.
To further modernize Camarillo’s traffic infrastructure, staff have completed the deployment of advanced Video Detection Systems at key intersections. These advanced traffic signal cameras improve bicycle detection and data collection, enabling better-informed traffic management decisions. Pedestrian safety also remains a priority, with Audible Pedestrian Systems (APS) now installed at 21 of the City’s 64 intersections. The APS program continues to expand, providing enhanced support for visually impaired residents and visitors. The City has completed the installation of Rectangular Rapid Flashing Beacon (RRFB) systems originally planned for this fiscal year. Installations were finished at Bridgehampton and Via Rosal, Adolfo and Almendro Way, and Village at the Park and Wickford. In addition, an RRFB has been installed at Adolfo Camarillo High School. These beacons significantly enhance driver awareness at uncontrolled pedestrian crossings, improving safety for all road users. Recognizing the evolving nature of traffic patterns, the City will continue conducting annual traffic speed studies. These studies will help determine if speed limit adjustments are necessary, with a particular focus on utilizing the flexibility provided by AB 43 to set lower speed limits where needed. This data-driven approach ensures that Camarillo’s traffic management strategies remain adaptive and effective in promoting roadway safety.
The City released a bid for construction of the Pleasant Valley Road Bike Lanes

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Project (Project No. ST 5006). This project will add buffered Class II bicycle lanes along a 1.75 mile segment of Pleasant Valley Road, connecting cyclists from Las Posas Road to 5th Street. Bids will be received in July 2025.
Completed Phase 1 of the Traffic Preemption Devices (Opticom) project, which enables emergency response vehicles such as police and fire to preemptively change traffic signals to green upon approach to the intersection, enabling faster response times. Phase 2 (installation at Caltrans’ intersections) will begin in FY 2025/26 once permits are acquired.

2. Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34. Staff continue to coordinate with Caltrans regarding their Implementation Plan for the Lewis Road (SR34) Improvements Project within the City of Camarillo limits from Pleasant Valley Road to Las Posas Road/Upland Road. Anticipated improvements include bike lanes, sidewalks, guardrails, drainage upgrades, paving, and a new traffic signal at Lewis Road and Temple Avenue. Staff are coordinating with Caltrans, Ventura County Transportation Commission (VCTC) and their consultant team for the US 101 Improvements project, participating in monthly project design meetings. VCTC’s consultant team presented an early action Northbound HOV/Auxiliary Lane conceptual design at the May 9, 2025, VCTC Meeting. This early action project proposes adding a continuous 10-mile HOV/express bus lane with auxiliary lanes on northbound US 101 from the Flynn Road on-ramp in Camarillo to the Northbank Drive ramps in Oxnard. The project would be funded through VCTC’s share of the State Transportation Improvement Program (STIP) and federal Surface Transportation Block Grant (STBG) funds.

3. Encourage efforts by County of Ventura and California State University Channel Islands to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to California State University Channel Islands.
Staff continue to work closely with the County of Ventura (County) and California State University Channel Islands (CSUCI) on the proposed Class I Shared-Use Path from Camarillo to CSUCI. The County of Ventura is currently working with a consultant on the feasibility study for the project. Draft Concept Plans have been completed, and City staff have reviewed and provided input on the design alternatives and are now waiting to hear back regarding the County’s final selection of a preferred alternative.

4.Evaluate potential measures to improve public transit.

The City continues to enhance its public transit services through new technology, vehicle upgrades, and strategic planning efforts.

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The recently implemented RideCo software program now allows passengers to book, view, and cancel reservations online or through a mobile app, improving convenience and accessibility.
In FY 2024/25 the City took possession of fourteen new vehicles, with three more expected to arrive early FY 2025/26.
As part of ongoing branding efforts, a new Camarillo Area Transit logo was recently introduced. Twelve newly acquired transit vans now feature the updated branding, enhancing the visibility and identity of the City's transit system. Camarillo is also actively participating in a Ventura County Transportation Commission (VCTC)-led Short-Range Transit Plan. The draft plan includes proposals for new fixed-route services and modifications to existing routes to better accommodate residents, particularly those on the west side of Camarillo. May is National Bicycle Safety Month. The Library offered a Bike Riding Safety Skills Workshop with BikeVentura where participants learned how to ride safely with traffic, their rights and responsibilities on the road, emergency maneuvers, proper bike and helmet fit.

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

FY 2024/25 Objectives

1. Continue to seek funding for recycled water storage.

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

2. Continue to emphasize water conservation measures.
City staff delivered messaging regarding water conservation via the City’s various communications channels, including social media (18 total posts this year), CityScene Newsletter (4 articles – January, April, June, July), CableCast government channel, and the website. Topics included water conservation rebates, sustainable water-wise landscaping workshops, rain barrel sale and distribution, World Water Day, free water-saving mulch, and Water Awareness Month. Staff regularly update the Water Conservation webpage on the City’s website: cityofcamarillo.org/water conservation with the latest information. The City remains in Stage 1 Conservation Measures, allowing residential customers to water their lawns up to four times a week—on Sundays, Mondays, Wednesdays, and Fridays. While the temporary ban on watering non-functional turf has lapsed, a permanent ban for state and local agencies begins in 2027, for

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commercial, industrial, and institutional (CII) properties in 2028, and for HOA/common areas in 2029, with disadvantaged community agencies phased in by 2031. The City continues to encourage water efficiency through various rebate programs, including those for low-flow toilets and recirculating water heaters. Since July 2024, the City has provided five hot water pump rebates, seven washer rebates, eight toilet rebates, and 21 nozzle retrofits. Additionally, the City offers water surveys to help customers identify opportunities to reduce their water consumption and promotes available rebate options. Three water surveys have been completed. The Advanced Metering Infrastructure (AMI) Project (Project No. WT-5080) to replace the City’s approximately 14,000 water meters with new AMI meters providing automated meter reading and water usage information to the City and its water customers launched in the Summer of 2025. The City’s efficiency in meter reading and leak detection is anticipated to be improved, while providing customers with a better understanding of their water usage and how it affects their water bill, raising awareness of the need to conserve.

3. Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.
Reliable backup power is essential for business continuity at City Hall, which serves as the hub of daily operations and emergency coordination. With utility outages becoming more frequent due to extreme weather, grid instability, and Public Safety Power Shutoff events, the City has advanced the Standby Generator Project (CH-5067) to ensure uninterrupted services. After purchasing two Caterpillar generators in 2023, Council awarded contracts in October 2025 for concrete flatwork and electrical installation through competitively bid Sourcewell cooperative purchasing contracts, administered by Gordian for cost validation and compliance. The City Hall generator has been specified to accommodate future solar and battery integration, aligning with long-term resiliency and sustainability goals. Looking ahead, the City will initiate installation of the second generator at the Corporation Yard, with key switch gear already procured to mitigate supply chain delays.
The City is participating in CPA’s Power Ready program, which provides turnkey solar and battery backup systems to public facilities at no upfront or direct cost and supports critical operations during outages through guaranteed resiliency capacity.

Both the City Hall and Public Library sites have successfully passed the initial technical screening and now proceed to the detailed assessment stage, with CPA planning site visits in October to evaluate design, load capacity, and integration.

This partnership further leverages our strategic alignment with CPA and advances the City’s goals of infrastructure resilience, sustainability, and service continuity. Electrical vehicle (EV) charging infrastructure was expanded to the Camarillo Sanitary District’s Wastewater Treatment Plant (CSD) via the installation of two,

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two port, EV Charging Stations and 4 charging receptacles. The City currently has 64 charging ports across three City locations: City Hall (22 ports), Corporation Yard (20 ports), Camarillo Sanitary District (6 ports) and the Camarillo Public Library (14 ports). In Fiscal Year 2024/25, $47,847.69 in charging fees were collected. On average, the City has seen 152 unique visitors to the charging stations each month. The environmental impact of increased EV charging in the City of Camarillo so far is equivalent to planting 2,140 trees and letting them grow for 10 years. Since the stations were activated, the City has avoided 83,450kg of greenhouse gas emissions. Staff will continue to pursue outside funding opportunities for additional installations at the CSD.

4. Expand community education and outreach regarding recycling, waste reduction, hazardous materials, and organic waste.
In January 2025, following City Council’s approval of the Amended and Restated Solid Waste Franchise Agreement with E.J. Harrison & Sons, staff implemented a robust public information plan to prepare residents for the July 1, 2025, transition of solid waste billing and customer service. Outreach efforts included social media posts, website updates, e-blasts, FAQs, and newsletter features to ensure residents were well-informed and supported throughout the transition. Launched the Camarillo Organics Program – Free Compost & Mulch, providing residents and businesses with free compost and mulch to support sustainable landscaping and compliance with state organic waste diversion goals. Partnered with Agromin to deliver up to 75 cubic yards of compost and 100 cubic yards of mulch annually, including a donation to Valor Healing Farms’ Victory Community Garden supporting military families and first responders. Implemented a comprehensive organic recycling outreach campaign through multiple communication channels, including e-blasts, social media, City Cable, website features, printed flyers, and publications such as CityScene, Trash Flash, Waste Advantage Magazine, and Agromin’s media platforms. Promoted organics recycling programs at community events, including the July 12 Summer Concert, where staff distributed countertop organics bins, educational flyers, and promotional items to encourage resident participation. Provided free Camarillo-branded countertop organic recycling bins to residents and created an online interest form for countertop bins and web resources to support ongoing community access to educational materials and program information.
Expanded youth education through The EcoHero Show, reaching 651 students across seven local school visits with engaging presentations on recycling, waste reduction, and sustainability.

5.Implement the transition of public transit and general use City vehicles and the

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infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally friendly options.

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

The implementation of the Wastewater Master Plan continues, and various design alternatives for the upgrades at the Water Reclamation Plant are being evaluated. Staff released an RFP to select an Owner’s Advisor/Program Manager who will coordinate various work efforts and public workshops necessary to develop WRP alternatives and assist the District in selecting the recommended final scope of work for construction implementation. A pre-submission meeting was held on October 14, 2025, and proposals are due on December 12, 2025. A workshop will be held with the Sanitary District Board on October 28, 2025, to provide a comprehensive update on the WRP upgrades.

COMMUNITY REDEVELOPMENT
GOAL: It is the goal of the City Council to provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.

FY 2024/25 Objectives

1. Develop alternate methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.
In 2023, the City acquired 2361 Barry Street to develop affordable housing using tax-exempt bond proceeds. Following a 2024 RFP, CDBG funding was reprogrammed to fund a temporary homes project, and staff began the environmental review under NEPA. Partnering with Project Hope, the City selected Azure Printed Homes Inc. to install six factory-built units. With improvement plans underway, the project is slated to be operational by mid-2026.

2. Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:
a. Affirmatively engaging property owners in the Plan area; and b. Identifying incentives that the City could offer to property owners willing to proceed with redevelopment projects in the Plan area.
The Natelson Dale Group has prepared an updated market analysis for the Camarillo Commons Strategic Plan area that identified incentives to facilitate redevelopment and reinvestment in the Strategic Plan area. These incentives

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include allowing higher residential densities and taller building heights, the creation of branding and/or themes for the area, and the provision of new public gathering spaces and entertainment uses to establish the Strategic Plan area as a destination for both residents of the City as well as neighboring cities. The updated market analysis also identified multiple potential funding sources to support public improvements and strategies for the retention of existing businesses within the Strategic Plan area.

3. Continue to assist other commercial property owners who have interest in revitalizing their properties.
Staff are preparing a zoning ordinance amendment for the commercial and industrial zoning districts to clarify zoning requirements, streamline the development review process, provide consistency across zoning districts, eliminate obsolete land uses, and create more flexibility in the application of development standards and the regulation of permitted uses and off-street parking and loading spaces.

4. Evaluate various options for enhancing the livability and economic viability of the Old Town area including, supporting grassroots efforts of a feasibility study of a Business Improvement District.
The Old Town Strategic Plan is advancing with strong community participation. An electronic survey that closed on September 13, 2025, drew 714 responses, informing a plan that includes a market analysis and a five-year implementation roadmap with clear actions at the 1-, 3-, and 5-year marks to strengthen Old Town’s economic vitality. Staff presented a draft to the Economic Development Committee and are working with partner organizations to define roles and responsibilities so the plan can be implemented upon adoption. The plan is scheduled to return to the City Council for consideration in December 2025. A Property and Business Improvement District (PBID) exploratory committee formed in late August 2025 and has met twice. The committee includes representatives from the West Ventura County Business Alliance, Visit Camarillo, the Camarillo Old Town Association, and a property owner, with support from City staff. Next steps include targeted outreach to Old Town property owners to assess interest, refine the feasibility scope, and determine whether to proceed with a formal PBID formation process.

5. Encourage the development of appropriate infill housing projects that include affordable housing opportunities to help address the housing crisis in our area. Arneill Road Affordable Housing Project – City initiated and ERF grant funded housing project comprised of 9 very low-income units.
Calixa Apartments – 385 apartments including 20 very low income and 20 moderate income units

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Williams Homes Palmera – 285 for-sale townhomes including 29 moderate income units
Camarillo Villages Homes – 24 apartments including 3 low-income units Vista Campanario Homes – 8 for-sale townhomes, all 8 of which are low-income units
Former Camarillo Plumbing Building Mixed Use Project – 10 apartments, including 2 low-income and one moderate income unit
Barry Street Temporary Homes Project – City initiated and grant funded project with 6 modular very low-income units
Lennar Homes – 159 Market Rate units
Vista Campanario Apartments containing 15 units for extremely low-income households, 21 units for very low-income households, 23 units for low-income households and 1 market rate manager’s unit were completed in FY 24-25. 14 units out of the total of 60 have priority for veterans or special needs households.

The project grants priority to those who live or work in Camarillo. All the occupants who moved into the 59 affordable units were households who live or work within the City.

City Council Action Strategies for FY 24/25
Evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects in the Camarillo Commons Specific Plan area. – Completed and ongoing:

The Natelson Dale Group has prepared an updated market analysis for the Camarillo Commons Strategic Plan area that identifies multiple potential funding resources for regulatory actions, improvements, and programs within the plan area. Specifically, funding for public improvement projects can be secured on a project-by-project basis, as part of the redevelopment of private property, through developer contributions using design standards that require public improvements, development agreements, and the imposition of development impact fees. Financing programs such as the Statewide Community Infrastructure Program and the Bond Opportunities for Land Development Program enable developers to pay most impact fees and finance public improvements through an assessment district or community facilities district use tax exempt bond issuance proceeds. A combination of the creation of assessment districts, an infrastructure and revitalization financing district, the City’s capital improvement program, low-cost direct loans for public agencies through the Infrastructure State Revolving Fund Loan Program, and federal, regional, and state grants can also provide funding for public improvements.

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ECONOMIC DEVELOPMENT
GOAL: It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provision of efficient processing of proposals.

FY 2024/25 Objectives

1. Aggressively implement the City’s adopted Economic Development Strategic Plan. On July 9, 2025, staff presented a comprehensive EDSP progress report to the City Council confirming that the plan’s core pillars of branding/marketing and business-friendly processing are now embedded in day-to-day operations. Looking ahead, staff will complete the Old Town Strategic Plan in Q4 2025 and begin the EDSP refresh in Q1 2026 to formalize an updated workplan aligned with Council priorities—ensuring Camarillo’s economic development program remains proactive, data-informed, and tightly connected to employer needs and community outcomes.
Marketing has scaled significantly through ChooseCamarillo.com and the CALED- recognized campaign, complemented by destination marketing in partnership with Visit Camarillo. Earned media continued as well, with a Pacific Coast Business Times feature (October 15) spotlighting Camarillo’s growing biotech cluster. From July 1 to June 30, the City recorded 14,000 page views on ChooseCamarillo.com, which directly supported a site-selection inquiry from a San Francisco–based advanced manufacturing startup on October 11 and a City tour on October 16.

Ongoing communication is a high-priority item and staff promote business resources frequently with the business community through the City’s social media accounts and economic development newsletter, which currently has 3,035 subscribers.

2. Retain and expand a diverse and healthy business environment in the City. Camarillo’s business base is broad and active, with nearly 4,400 firms operating here—about 75% in commercial districts and 25% home-based—plus another 3,700 companies that serve our market while based outside the city. - Demand shows up in the numbers: out of 3.8 million sq. ft. of retail, only

3.7% is vacant (vs. 5.4% statewide), keeping storefronts lively and revenues flowing to fund local services.
- Industrial space remains a regional strength, with 11 million sq. ft., 100+ manufacturers, and a 2.9% vacancy rate (vs. 7.3% statewide), supporting stable, family-sustaining jobs.
- The office market continues to adapt to new work patterns; across 2.6 million sq. ft., vacancy sits at 11.7% (vs. 14.2% statewide), reflecting right-

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sized, well-located space that still draws daily activity. Low vacancies are a good problem to have but do constrain options for firms that want to expand; staff work hands-on with property owners and developers on tenant improvements and new projects to surface space early and keep timelines predictable.
Business development is focused where it matters most: life sciences, advanced technology, agritech, and retail—with staff conducting site tours, following up on leads, and showing up at industry events to convert interest into local investment. Access to capital is part of the toolkit; since 2020, the City’s revolving loan fund (with the Economic Development Collaborative) has approved about $890,000 to support 13 new and existing businesses, catalyzing equipment purchases, buildouts, and local hiring.

City Council Action Strategies for FY 24/25
Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D). The City is advancing a focused strategy to attract and expand life science and R&D activity by pairing targeted marketing with hands-on real estate and permitting support. Regional and national coverage has amplified Camarillo’s value proposition, including industrial inventory, cost advantages, and proximity to anchors like Amgen, with the Pacific Coast Business Times spotlighting our life science potential in October 2024 and follow-up placements in Site Selection and Business Facilities (March/April 2025) putting Camarillo in front of site selectors and executives. Staff are converting that visibility into prospects through direct engagement: touring available industrial sites, promoting the entitled Faring project (~500,000 sq. ft.) as a fit for GMP manufacturing and wet-lab/R&D, and presenting our “Get-to-Yes” approach and Choose Camarillo campaign at events across Los Angeles and Ventura counties. Momentum stories, such as PBS Biotech’s venture investment, are highlighted in City channels to reinforce a growing corridor narrative.

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Industry relationships remain central. Staff participated in the Greater LA Life Science Forum (July 2024), compared best practices at Biocom’s Biotech Spotlight in Torrance (December), and attend local BioScience Alliance events. To reduce friction for tenants, staff are continuing to streamline processes through OpenGov and flagging high-priority developments for increased staff focus. Collectively, these actions, including credible marketing, shovel-ready space, workforce alignment with CSUCI/VCCCD, and streamlined approvals, advance the Council’s FY 24/25 strategy to evaluate and pursue concrete opportunities that grow Camarillo’s life science base.

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

FY 2024/25 Objectives

1. Continue opportunities to engage youth regarding issues that concern them and to develop future leaders.
Staff partnered with the Camarillo Library at the first 2025 Summer Concert in June to engage youth at the City booth. Library staff distributed seed bookmarks promoting the Seed Library and shared information about the all-ages Summer Reading Program.

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2. Seek opportunities for community engagement as outlined in the Communication Guidelines and through improved technology.
Since March 2023, staff have conducted 48 Desalter tours, engaging over 850 attendees, consisting of local County and City students of all ages, members of the public, dignitaries, clubs, and various agencies. Tours are scheduled to continue through winter 2025.
To commemorate the City’s 60th anniversary year, staff created opportunities to promote the anniversary theme – Generations from Origins Onward – throughout 2024. This included including the installation of twenty 60th anniversary banners in Camarillo Old Town and the release of a special 60th anniversary digital brochure: “60 Historical Highlights of Camarillo and the Pleasant Valley 1964- 2024.” In September 2025, staff coordinated a community celebration in Constitution Park, the End of Summer Block Party. The event brought together local non-profit organizations and featured a diverse lineup of local performers, offering music and dance that reflected the community’s cultural richness. An estimated 1,000 people attended throughout the evening. A video capturing the celebration and highlighting what residents love about Camarillo was later presented at a City Council meeting.
In March 2025, staff coordinated the second successful Las Personas Community Academy, which once again proved to be a valuable engagement opportunity for community members. The 2025 spring session brought together a diverse cohort of 21 residents who shared a connection to Camarillo. The program allowed participants to connect directly with the Mayor, staff, and each other, and engage in meaningful discussions about the issues that matter most to them. In April 2025, staff hosted two utility rates open houses to explain proposed water and sewer rates. Q&A opportunities were offered following the presentations and Spanish interpretation services were provided.
In April 2025, staff hosted the City of Camarillo Career Fair at the Camarillo Library.

An estimated 200 job seekers attended.
In May 2025, staff hosted a booth at the West Ventura County Business Alliance Business Expo.
In June 2025, staff implemented a new digital distribution process for City Council Committee agenda packets, enhancing transparency and public access.

Committee agenda packets are now published through the PrimeGov meeting platform, aligning the process with the distribution method used for regular City Council meetings. This improvement provides residents with a centralized, easy- to-access location to view both Council and Committee meeting materials online.

Additionally, to further support public engagement, residents can now subscribe to receive e-blast notifications for individual Council Committees, ensuring they stay informed about upcoming meetings and agenda updates.

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Current Council Committee subscriber totals:

Economic Development & Land Use Committee: 70
Finance Committee: 30
Information Technology & Facilities Committee: 24
Investment Committee: 29
Local Appointments and Liaison/Intergovernmental Committee: 21 Policy: 32
Public Safety & Emergency Preparedness Committee: 48
Transportation & Infrastructure Committee: 49
Utilities Committee: 49
In March 2025, staff launched updates to the City Council webpage to provide each Councilmember with an individual webpage featuring their photo, contact information, and direct communication links. This improvement promotes transparency and helps residents easily connect with their elected representatives.

The new format also streamlines how constituent inquiries are routed to staff for timely follow-up, supporting more efficient and responsive public communication in alignment with the City’s Communication Guidelines.

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

In early 2025, initial brainstorming sessions were held to explore how the Camarillo Library’s Teen Advisory Board (TAB) could support the City Council’s goals and strategies. A TAB meeting in May helped identify local teens’ interests, laying the groundwork for future engagement. In August, a follow-up meeting with the Library team helped shape the next steps, including a Teen Civic Engagement Workshop held in two sessions, one in September and the other in October. The workshop guided teens through brainstorming, prioritization, and goal-setting activities.

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

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GOVERNMENTAL RELATIONS
GOAL: It is the goal of the City Council to maintain effective communications with local, state and federal elected representatives and other local public agencies including schools, parks, and special districts.

FY 2024/25 Objectives

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

The City remains committed to prioritizing communication with local public agencies that serve Camarillo residents and businesses, to keep them informed of services available within the City and ensuring a coordinated and proactive approach to emergency preparedness and response. Staff work with each agency to share information relevant to their area of expertise:
The City continued active coordination with Southern California Edison (SCE), Clean Power Alliance (CPA), SoCalGas, and local telecommunications providers to address infrastructure issues and enhance communication reliability. SCE Public Safety Partner Portal training and PSPS communications ensured timely information during fire season, while Frontier and Spectrum coordination supported resident inquiries and service restoration.

2. Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.
During the 2025 legislative session, staff took positions on 14 different bills at the State level. Nine of the positions were in support, and five were in opposition.

Through the support provided by the internship program, the City was able to receive additional support on legislative tracking and analysis. As a result, the City was able to analyze a greater number of bills than previous years. The City made significant efforts to work with Assemblymember Bennett on Assembly Bill 367, which requires water suppliers in Ventura County to have backup generators at all critical water infrastructure, or alternative sources of water that can be used in case of service disruption during a wildfire. The original version of the bill placed a significant financial requirement on the City of Camarillo, however, through staff’s efforts and the advocacy of Arc Strategies, the City was able to negotiate amendments with the author that significantly lowered the financial cost of the bill. Staff will work with local agencies on the implementation of the bill.
City staff continue to attend the Calleguas MWD Regional Legislative Group, where various water stakeholders discuss upcoming legislation and regulatory matters. Additionally, City staff began attending the newly created Ventura County Regional Legislative Discussion, where staff from the County of Ventura and most

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cities in the county meet to discuss current legislation. As a result of numerous changes to state housing law, staff presented necessary municipal code updates to Council on April 23, 2025. The updates which were adopted focused on maintaining compliance with state law while also maintaining the City’s local control of housing development. As part of the effort to ensure local control, objective residential design standards were also adopted.

Chapter Subject New or Amended

19.39 Ministerial Subdivisions New Chapter

19.41 Objective Residential Design
Standards
New Chapter

19.14 Urban Dwelling Units and Lot Splits Amended

19.56 Accessory Dwelling Units Amended

19.84 Public Hearing Notice Procedures Amended

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

FY 2024/25 Objectives

1. Promote and encourage sustainable best practices in the workplace consistent with the Sustainability Master Plan and incentivize employees for personal work- related sustainability practices.

During the fourth quarter of Fiscal Year 2024/25, the Human Resources Department continued advancing the City Council’s goal of maintaining an optimum work environment through competitive salaries, benefits, training, and inclusivity. Development of the City’s first comprehensive Training and Development Plan, in collaboration with The Mejorando Group, to strengthen leadership capacity and promote a culture of continuous learning by tying together classifications, competencies and skills.
Progress was made in preparing to launch the NeoGov Perform module to streamline onboarding and develop meaningful methods and tools for performance evaluations.
Human Resources planned a Citywide Employee Experience Survey to guide engagement strategies and is exploring a new wellness initiative to sustain

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employee health, well-being, and retention as part of its holistic approach to workforce support.
The Bridging the Gap (BTG) Committee maintained its focus on employee connection and morale through ongoing activities and communication efforts, including the continued use of digital bulletin boards at City facilities. HR also began planning for a Citywide Employee Experience Survey, scheduled for FY 2025/26, to assess engagement, workplace satisfaction, and internal communication. The survey findings will guide future strategies to enhance the employee experience and organizational performance.
Modernization of the City’s Personnel Rules which were last comprehensively updated in 2014. Draft revisions are underway to ensure policies reflect current employment law, industry standards, and contemporary workplace practices. HR is preparing to launch the NeoGov Perform module, which will integrate onboarding and performance evaluation processes within a single platform. This technology upgrade will streamline workflows, improve transparency, and promote consistent and meaningful performance feedback. The Mejorando Group is supporting this effort by helping to design a new performance management methodology and template that aligns with the City’s competency-based approach to employee development.
As part of the City’s broader focus on supporting employee engagement and retention, HR is also exploring the development of a comprehensive wellness initiative designed to sustain the health, well-being, and resilience of City employees. This effort aims to create a more holistic approach to workforce support—addressing physical, mental, and emotional well-being—through wellness education, access to supportive resources, and programs that encourage healthy lifestyle practices. The initiative will complement the City’s training, development, and engagement strategies by reinforcing the importance of balance, longevity, and overall employee sustainability.

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City of Camarillo

FY 2025/26
Strategic Plan
Council Goals & Objectives

Mission Statement

“Dedicated to providing effective and efficient municipal services that promote a high quality of life, economic
vitality, and a safe environment for all.”

Adopted June 11, 2025

City Council Executive Staff

Keving Kildee, Mayor Greg Ramirez, City Manager
David Tennessen, Vice Mayor Carmen Nichols, Assistant City Manager Susan Santangelo, Councilmember Mitchell Cameron, Admin. Services Director/CIO Tony Trembley, Councilmember Dave Klotzle, Public Works Director Dr. Martita Martinez-Bravo, Councilmember Wendy Levy, Human Resources Director David Sanchez, Community Development Dir.

Mark Uribe, Finance Director
Carrie Weal, City Clerk

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

FY 25/26 Objectives

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

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

3. Develop, implement, and update annually a City Strategic Financial Plan, for planning and financing City infrastructure including but not limited to facility, IT and capital needs.

City Council Action Strategies for FY 25/26
 Develop a long term financial strategic plan to fund reconstruction of the Water Reclamation Plant (WRP).

 Execute and manage a grants management program aimed at expanding and strengthening the City’s grant applications, appropriation requests and other funding opportunities.

Current and Active Action Strategies:

• Grants Management Program
implementation and management
• Manage grant writing and support
services consulting
• Council Chamber remodel project
• Purchasing System Assessment
• Implementation of monday.com, a
project management software tool
• Fleet management software solutions
assessment
• Development of a Five-year
Technology Modernization Plan (TMP)
• Enterprise Asset Management (EAM)
system
• Implementation of Arctic Wolf
Managed Detection Response (MDR)
and Microsoft Defender, Cybersecurity
• Development of a Project
Prioritization Process
• Records Retention and Digitization
Project and Laserfische Record
Depository
• Building Fees Nexus Study
• City’s Master User Fee schedule
Annual Update
• Water and Sewer Rates Annual Update
• Transient Occupancy Tax (TOT)
Analysis
• Electronic Check Signing Process and
Outsourcing of Check Printing
• Citywide Infrastructure Financial
Strategic Plan
• Internal and Public Facing Online
Permitting Software

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

FY 25/26 Objectives

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

2. Explore opportunities to foster an inclusive and accessible environment for all , including inclusivity and tolerance in our community.

3. 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.

4. Connect residents with meaningful volunteer opportunities including programs that enhance, restore, and beautify the community through volunteer involvement.

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

6. Explore potential changes to the process and sources of funding, with the objective of increasing the level of City financial support for nonprofit organizations serving the community.

7. Ensure a safe and well-maintained community by enforcing municipal codes, addressing public concerns, and promoting voluntary compliance through education and outreach.

City Council Action Strategies for FY 25/26
• Launch Healthy Camarillo initiatives.
• Support nonprofit use of the Camarillo Ranch, Constitution Park, or Dizdar Park for an event that brings together the community and nonprofit organizations for resource sharing and volunteer opportunities.

Current and Active Action Strategies:
• Ready Camarillo Preparedness Guide
• Weather Preparedness & Storm
Readiness
• Interpretive Display Project at Dizdar
Park
• Multi-platform messaging promoting
inclusive and accessible programs,
events, and recognition opportunities
• Multi-cultural senior, youth, and
various inclusive events and
programming with the support of
Camarillo Library
• Health and Well-being initiatives as
part of library events and
programming
• Participation in Annual California
Coastal Cleanup Day
• Camarillo Council on Aging (CCOA)
programming, events, newsletter
• Graffiti Abatement Program with
Volunteers
• Community Emergency Response
Team (CERT) training courses and

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volunteer participation in various
activities
• Healthy Camarillo: through
consultant/contractor coordination,
work with the stakeholder group and
committee to Coordinate a Kick-off
event.
• Wireless Coverage Assessment
• Continued expansion of
communications including educational
topics on observed holidays and other
significant dates.

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PUBLIC SAFETY AND EMERGENCY RESILIENCE
GOAL: It is the goal of the City Council to strengthen public safety, emergency preparedness, and disaster resilience to protect residents, businesses, and City infrastructure.

FY 25/26 Objectives

1. Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs.
a. Strengthen public safety initiatives with local agencies through proactive planning, training, resource allocation, education, emergency preparedness programs, community participation, and infrastructure improvements. b. Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues through a homeless strategic plan.
c. Maintain the City’s partnership with the VC Sheriff’s Department, VC Behavioral Health, and VC Health Care Agency, and expand collabora tion with other county, private, and non-profit agencies for assistance, as appropriate, in the City’s response to homelessness and mental health issues.
d. Develop and implement appropriate strategies to more effectively combat crime. e. Increase community engagement to continue building trust and legitimacy.

2. Increase community engagement to continue building trust and legitimacy within our community.

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

4. Invest in infrastructure improvements that support law enforcement and emergency response operations.

5. Continue to assess and mitigate risks related to climate change, including preparedness and infrastructure resilience.

6. Expand partnerships with local and regional agencies to enhance coordinated emergency response efforts.

City Council Action Strategies for FY 25/26
• Continue studying the implementation of an adaptive traffic management system that provides battery backup during power outages and supports emergency evacuations through traffic adaptation.

Current and Active Action Strategies:

• VCSO Project HOPE Outreach and
Services
• Camarillo Hotel Voucher Program and
Supportive Housing Efforts

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• Neighborhood Watch Programs – 63
programs Citywide
• Facilitation of Camarillo Homelessness
Collaborative, by the City and Project
HOPE
• Development of the Homeless
Strategic Plan
• General Funding for VC Behavioral
Case Manager
• Participation in Ventura County
Homeless Task Force and VCSO’s
Homeless Liaison Unit
• Participation in the Organized Retail
Theft Task Force
• Automated License Plate Readers
Installation
• Santa Rosa Road Adaptive Project,
replacement of 11 traffic controllers
and introducing an adaptive traffic
management system

• Ready Camarillo Preparedness Guide
• Weather Preparedness & Storm Readiness

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LAND USE, TRANSPORTATION, TRANSIT AND COMMUNITY

DEVELOPMENT

GOAL: It is the goal of the City Council to:
1) Plan appropriate land uses, transportation network and transit systems;
2) Provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.

FY 25/26 Objectives

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

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

3. Encourage efforts by County of Ventura and California State University Channel Islands to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to California State University Channel Islands.

4. Evaluate potential measures to improve public transit.

5. Maintain the City’s land use planning documents to assure that new development, transportation, and land use are consistent with the community’s vision.

6. Develop alternate methods to move forward with housing and non- housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.

7. Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:

a. Affirmatively engaging property owners in the Plan area; and b. Evaluating market-based solutions for facilitating redevelopment of the Plan area.

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

9. Evaluate various options for enhancing the livability and economic viability of the Old Town area including, supporting grassroots efforts of a feasibility study of a Business Improvement District.

10. Encourage the development of appropriate infill housing projects that include affordable housing opportunities to help address the housing crisis in our area with a focus on creating supportive housing solutions for homeless and vulnerable individuals through collaborative, integrated approaches that promote community resilience.

City Council Action Strategies for FY 25/26

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 Evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects in the Camarillo Commons Specific Plan area.

Current and Active Action Strategies:

• Infrastructure improvements and
innovative management strategies, in
alignment with the Local Road Safety
Plan
• Santa Rosa Road Adaptive Project,
replacement of 11 traffic controllers
and introducing an adaptive traffic
management system
• Intersection Refurbishment, Painting,
and Yellow Borders Project
• Video Detection Systems at key
intersections
• Pedestrian safety remains a priority,
with Audible Pedestrian Systems (APS)
• Finalization of the installation of three
Rectangular Rapid Flashing Beacon
(RRFB) systems
• Continued annual traffic speed studies
• Continued coordination with Caltrans
on Lewis Road (SR34) Improvements
Project
• Coordination with Caltrans, Ventura
County Transportation Commission
(VCTC) and their consultant team for
the US 101 Improvements project
• Active participation in Ventura County
Transportation Commission (VCTC) -
Short-Range Transit Plan
• Development of affordable housing at
2361 Barry Street
• Camarillo Commons - update market
analysis that includes conducting and
assessment and inventory of parcels,
property ownership, land uses,
property values, and market
conditions
• "Get-to-Yes" consultation process to
streamline the development process
• Support the ongoing construction of
new developments in the City. There
are currently five major commercial
projects under construction
• Conduct and complete the Camarillo
Old Town Strategic Plan Study
• Support the Vista Campanario
residential development
• Arneill Affordable Housing Project
• Barry Streets Homes Project

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TECHNOLOGY AND CITY FACILITIES

GOAL: It is the goal of the City Council to modernize and maintain critical infrastructure, ensuring the City’s technology and facilities support efficient operations, public engagement, and long-term sustainability.

FY 25/26 Objectives

1. Enhance cybersecurity measures and data protection strategies to safeguard City operations and public service.

2. Expand and upgrade technology infrastructure to improve network connectivity, digital services, and operational efficiency.

3. Implement technology solutions that enhance transparency, public access, and service delivery including expanded digital engagement tools.

4. Improve and modernize City facilities using sustainable building practices, energy- efficient systems, and resilient infrastructure.

5. Ensure emergency operations and critical city services have reliable technology and facility infrastructure to maintain continuity during emergencies.

6. Develop and implement a Facilities Asset Management and Maintenance Strategy to ensure long-term operational efficiency and cost effectiveness.

7. Integrate technology solutions, energy-efficient systems and sustainable construction methods into infrastructure projects identified in the Capital Improvement Program.

City Council Action Strategies for FY 25/26
Continue with Current and Active Action Strategies

Current and Active Action Strategies:

• Electronic Permitting System- OpenGov
• Enterprise Asset Management System
• Digitization and Transparency Project
• Technology Modernization Project
• Public Self Service Kiosk
• AMI Project
• Utility Billing Customer Portal
• Citywide laptop refresh

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NATURAL RESOURCE INFRASTRUCTURE MANAGEMENT
GOAL: It is the goal of the City Council to:
1) Provide cost-effective, efficient services to the public while minimizing impacts on the environment.
2) Reduce the City’s reliance on costly imported water by developing, maintaining, and delivering a reliable and sustainable source of local water at an affordable cost.
3) Protect health and safety through the collection and treatment of domestic, commercial, and industrial wastewater, while achieving full regulatory compliance.

FY 25/26 Objectives

1. Continue to seek funding for all infrastructure projects.

2. Continue to emphasize water conservation measures.

3. Develop major project work plans to prioritize, plan, fund, and execute infrastructure projects.

4. Continue implementation of the Wastewater Master Plan.

City Council Action Strategies for FY 25/26
Continue with Current and Active Action Strategies

Current and Active Action Strategies:
• Continued water conservation efforts
including analyzing future
conservation measures, outreach and
education materials and events, and
rebate programs.
• Advanced Metering Infrastructure
(AMI) project (Project No. WT-5080)
• Diesel Generator Project – RFP design
• Microgrid Project
• Installation of Electrical vehicle (EV)
charging infrastructure
• Expand continued update of outreach
on the City’s Trash, Recycling, and
Organic Waste services and programs.
• Contract and coordinate a Voucher
program for the issuance of compost
and mulch.
• Coordinate school visits with the
EcoHero Show, to promote
sustainability and recycling education.
• Capital Improvement Program Transit
Charging Station Project (ST-5157
• Climate Action Plan
• Evaluation of various design
alternatives for the upgrades outlined
in the Wastewater Master Plan.
• Consultant analysis of Wastewater
Master Plan for development of the
Water Reclamation Financial Plan.

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SUSTAINABILITY AND ENVIRONMENTAL STEWARDSHIP

GOAL: It is the goal of the City Council to advance sustainable practices in City operations, infrastructure and facilities to reduce environmental impacts and promote long term resilience.

FY 25/26 Objectives

1. Implement the City’s Sustainability Management Plan.

2. Integrate sustainable design and materials into all City facility improvements and capital projects.

3. Expand clean energy initiatives, including electric vehicle infrastructure and energy- efficient building upgrades.

4. Improve water conservation efforts through modernized infrastructure and water management solutions.

5. Enhance public engagement and education on sustainability initiatives, including waste reduction and renewable energy programs.

6. Increase the City’s use of technology to monitor, manage, and reduce environmental impact across municipal operations.

7. Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.

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

9. Implement the transition of public transit and general use City vehicles and the infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally friendly options.

City Council Action Strategies for FY 25/26
Continue with Current and Active Action Strategies

Current and Active Action Strategies:

• M-SL-1.1 Develop Climate Action Plan
• M-SL-1.4 Explore funding mechanisms
• M-TR-1.1 Implement vehicle
replacements
• M-TR-1.2 Monitor EV availability
• M-SL-1.6 Annual staff survey
• M-TR-2.2 Implement ZEB Plan
• M-TR-2.3 Maintain and operate fleet
• M-BE-3.5 Implement Building Retrofits
• M-SL-6.2 Weather monitoring
• M-SL-6.3 Ventura County Fire
Department Education and Training
• M-SL-4.3 Grant and Technical
Assistance Highlights.
• M-SL-4.5 Host Annual Events

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• M-SW-2.4 Develop Sustainability
Minute
• M-SW-2.5 Provide support for
community events

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ECONOMIC DEVELOPMENT
GOAL: It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provi sion of efficient processing of proposals.

FY 25/26 Objectives

1. Aggressively implement the City’s adopted Economic Development Strategic Plan.

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

3. Seek opportunities for touristic growth, strengthening the City’s transient occupancy tax and other tourism related sources of revenue. (Added following 4/9 CC Meeting) City Council Action Strategies for FY 25/26
 Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D).

Current and Active Action Strategies:

• Continue implementation of the EDSP
and focus on life sciences and the
biotech industry.
• Continued promotion and expansion
of the "Choose Camarillo" website and
marketing campaign.
• Coordinate and promote business
outreach initiatives.
• Business Tax Code update.
• Networking and industry engagement
by attending various events, meetings,
and conferences.

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COMMUNITY RELATIONS
GOAL: It is the goal of the City Council to strengthen community engagement through open communication, effective outreach, and enhanced opportunities for connection between the City and community members.

FY 25/26 Objectives

1. E ngage youth regarding issues that concern them and develop future leaders.

2. Seek opportunities for community engagement as outlined in the Community Engagement Guidelines and through improved technology.

3. Enhance customer service and expand community education efforts to improve public awareness and accessibility of services.

City Council Action Strategies for FY 25/26
 C reate opportunities for Camarillo youth to be engaged in City partnership for civic engagement and learning opportunities.
 Development of a Strategic Communications Plan to guide, target, and maximize City communications priorities, strategies, and tools.
 Consider youth programming and outreach inviting high school students to learn all aspects of city government and intergovernmental relationships. (Revised, following 4/9 CC Meeting)
Current and Active Action Strategies:

• Conduct various youth library learning
programs, and activities, and
informational City Hall tours.
• Las Personas Community Academy
• Community workshops to inform
residents.
• Desalter Tours
• Expanded emergency communications
and discussion with VCOES, VCFD,
National Weather Services, Southern
California Edison.

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INTERGOVERNMENTAL RELATIONS
GOAL: It is the goal of the City Council to maintain effective communications with local, state and federal elected
representatives and other local , state, and federal public agencies including schools, parks, special districts , and California State University, Channel Islands.

FY 25/26 Objectives

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

2. Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.

3. Continue to maintain a close working relationship and communication with California State University, Channel Islands, including its President, regarding City, University and student issues such as student services, housing, facilities, growth projections, economic development opportunities, research opportunities and the employment pipeline.

4. Strengthen communication and proactive advocacy for the City’s interests with respects to the operation of the Camarillo Airport to ensure the Ventura County Department of Airports upholds the Joint Powers Agreement of 1976 between the City of Camarillo and County of Ventura, and protects the quality of life, safety, and security of the Camarillo community.

5. Partner with other public agencies serving the Camarillo community such as CSUCI, school districts, Pleasant Valley Recreation and Parks District, Camarillo Health Care District, and others to host informational update town halls throughout the community.

6. When the District is ready to move forward, c ontinue working with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.

7. Continue to advocate for the preservation and expansion of military commands in Ventura County, including military, federal, civilian, and defense contractor employment and assets.
(Added, following 4/9 CC Meeting
City Council Action Strategies for FY 25/26

1. Conduct an annual community survey to assess the quality of life in the City of Camarillo, and if feasible, partner with other agencies to implement recommendations. (Added, following 4/9 CC Meeting)

Current and Active Action Strategies:
• Internship program: Recruit and develop interns
• Councilmember participation on Site Authority

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• Job Fair Coordination and Participation
• Staff participation at key CSUCI events
• Participation in Regional Defense Partnership (Added, following 4/9 CC Meeting)

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EMPLOYEE RELATIONS

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

FY 25/26 Objectives

1. Promote and encourage sustainable best practices in the workplace consistent with the Sustainability Master Plan and incentivize employees for personal work -related sustainability practices.

2. Enhance succession planning by identifying and preparing internal candidates for leadership roles and developing and establishing clear career development plans and resources to help employees grow within the organization.

3. Expand professional development by providing additional opportunities for skill development, cross -training, and leadership training through workshops, employee development plans and performance management program enhancements.

4. Enhance the onboarding experience through a comprehensive program that fosters interdepartmental collaboration, promotes organizational culture, and offers inclusive New Employee Orientation sessions.

5. Review and enhance policies to ensure all employment policies and procedures are legal, inclusive, transparent, accessible, communicated and consistently applied.

6. Enhance the employee experience by implementing comprehensive recognition programs to celebrate achievements and conducting regular engagement surveys to gather feedback and identify opportunities for workplace improvement.

7. 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.

8. Perform regular salary and benefits benchmarking to maintain competitive compensation packages and offer additional voluntary benefits based on employee interest and market trends.

City Council Action Strategies for FY 25/26
Continue with Current and Active Action Strategies

Current and Active Action Strategies:
• Professional Growth & Development Framework and Training Plan • Onboarding & City Organization Orientation Assessment and Renovation • Policy Review & Standardization Initiative
• Employee Engagement and Recognition Program Development • Employee Wellness & Well-Being Program Development

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Appendix
FY 2024/25 Strategic Plan
City Council Goals & Objectives

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

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

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

1.3 Develop, implement and update annually a City Strategic Financial Plan for planning and financing infrastructure including but not limited to facility, IT and capital needs.

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

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

2.2 Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.

2.3 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.

2.4 Connect residents with meaningful volunteer opportunities including programs that enhance, restore, and beautify the community through volunteer involvement.

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

2.6 Explore potential changes to the process and sources of funding, with the objective of increasing the level of City financial support for nonprofit organizations serving the community.

2.7 Ensure a safe and well-maintained community by enforcing municipal codes, addressing public concerns, and promoting voluntary compliance through education and outreach.

PUBLIC SAFETY AND EMERGENCY RESILIENCE: It is the goal of the City Council to strengthen public safety, emergency preparedness, and disaster resilience to protect residents, businesses, and City infrastructure.

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

3.1a
Strengthen public safety initiatives with local agencies through proactive planning, training, resource allocation, education, emergency preparedness programs, community participation, and infrastructure improvements.

3.1b Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues through a homeless strategic plan.

3.1c
Maintain the City’s partnership with the VC Sheriff’s Department, VC Behavioral Health, and VC Health Care Agency, and expand collaboration with other county, private, and non-profit agencies for assistance, as appropriate, in the City’s response to homelessness and mental health issues.

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3.1d Develop and implement appropriate strategies to more effectively combat crime.

3.1e Increase community engagement to continue building trust and legitimacy.

3.2 Increase community engagement to continue building trust and legitimacy within our community.

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

3.4 Invest in infrastructure improvements that support law enforcement and emergency response operations.

3.5 Continue to assess and mitigate risks related to climate change, including preparedness and infrastructure resilience.

3.6 Expand partnerships with local and regional agencies to enhance coordinated emergency response efforts.

LAND USE, TRANSPORTATION, TRANSIT AND COMMUNITY DEVELOPMENT: It is the of the City Council to 1) Plan appropriate land uses transportation network and transit systems, 2) Provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.

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

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

4.3 Encourage efforts by County of Ventura and California State University Channel Islands to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to California State University Channel Islands.

4.4 Evaluate potential measures to improve public transit.

4.5 Maintain the City’s land use planning documents to assure that new development, transportation, and land use are consistent with the community’s vision.

4.6 Develop alternate methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.

4.7 Focus on the potential incremental redevelopment of the Camarillo Commons Specific Plan area by:

4.7a Affirmatively engaging property owners in the Plan area; and

4.7b Evaluating market-based solutions for facilitating redevelopment of the Plan area

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

4.9 Evaluate various options for enhancing the livability and economic viability of the Old Town area including, supporting grassroots efforts of a feasibility study of a Business Improvement District.

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

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TECHNOLOGY AND CITY FACILITIES: It is the goal of the City Council to modernize and maintain critical infrastructure, ensuring the City’s technology and facilities support efficient operations, public engagement, and long-term sustainability.

5.1 Enhance cybersecurity measures and data protection strategies to safeguard City operations and public service.

5.2 Expand and upgrade technology infrastructure to improve network connectivity, digital services, and operational efficiency.

5.3 Implement technology solutions that enhance transparency, public access, and service delivery including expanded digital engagement tools.

5.4 Improve and modernize City facilities using sustainable building practices, energy-efficient systems, and resilient infrastructure.

5.5 Ensure emergency operations and critical city services have reliable technology and facility infrastructure to maintain continuity during emergencies.

5.6 Develop and implement a Facilities Asset Management and Maintenance Strategy to ensure long-term operational efficiency and cost effectiveness.

5.7 Integrate technology solutions, energy-efficient systems and sustainable construction methods into infrastructure projects identified in the Capital Improvement Program.

NATURAL RESOURCE INFRASTRUCTURE MANAGEMENT: It is the goal of the City Council to: 1) Provide cost -effective, efficient services to the public while minimizing impacts on the environment; 2) Reduce the City’s reliance on costly imported water by developing, maintaining, and delivering a reliable and sustainable source of local water at an affordable cost; 3) Protect health and safety through the collection and treatment of domestic, commercia l, and industrial wastewater, while achieving full regulatory compliance.

6.1 Continue to seek funding for all infrastructure projects.

6.2 Continue to emphasize water conservation measures.

6.3 Develop major project work plans to prioritize, plan, fund, and execute infrastructure projects.

6.4 Continue implementation of the Wastewater Master Plan.

SUSTAINABILITY AND ENVIRONMENTAL STEWARDSHIP: It is the goal of the City Council to advance sustainable practices in City operations, infrastructure and facilities to reduce environmental impacts and promote long term resilience.

7.1 Implement the City’s Sustainability Management Plan.

7.2 Integrate sustainable design and materials into all City facility improvements and capital projects.

7.3 Expand clean energy initiatives, including electric vehicle infrastructure and energy-efficient building upgrades.

7.4 Improve water conservation efforts through modernized infrastructure and water management solutions.

7.5 Enhance public engagement and education on sustainability initiatives, including waste reduction and renewable energy programs.

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7.6 Increase the City’s use of technology to monitor, manage, and reduce environmental impact across municipal operations.

7.7 Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements.

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

7.9 Implement the transition of public transit and general use City vehicles and the infrastructure necessary to reduce greenhouse gases by electric, hybrid, or by other environmentally friendly options.

ECONOMIC DEVELOPMENT: It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provision of efficient processing of proposals.

8.1 Aggressively implement the City’s adopted Economic Development Strategic Plan.

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

8.3 Seek opportunities for touristic growth, strengthening the City’s transient occupancy tax and other tourism related sources of revenue.

COMMUNITY RELATIONS: It is the goal of the City Council to strengthen community engagement through open communication, effective outreach, and enhanced opportunities for connection between the City and community members.

9.1 Engage youth regarding issues that concern them and develop future leaders.

9.2 Seek opportunities for community engagement as outlined in the Community Engagement Guidelines and through improved technology.

9.3 Enhance customer service and expand community education efforts to improve public awareness and accessibility of services.

INTERGOVERNMENTAL RELATIONS: It is the goal of the City Council to maintain effective communications with local, state and federal elected representatives and other local, state, and federal public agencies including schools, parks, special districts, and California State University, Channel Islands.

10.1 Prioritize communications with other local, state, and federal public agencies that serve Camarillo residents and businesses.

10.2 Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues, including but not limited to legislative efforts to reduce local municipal control in land use and housing decisions.

10.3 Continue to maintain a close working relationship and communication with California State University, Channel Islands, including its President, regarding City, University and student issues such as student services, housing, facilities, growth projections, economic development opportunities, research opportunities and the employment pipeline.

10.4 Strengthen communication and proactive advocacy for the City’s interests with respects to the operation of the Camarillo Airport to ensure the Ventura County Department of Airports upholds the Joint Powers Agreement of 1976 between the City of Camarillo and County of Ventura, and protects the quality of life, safety, and security of the Camarillo community.

10.5 Partner with other public agencies serving the Camarillo community such as CSUCI, school districts, Pleasant Valley Recreation and Parks District, Camarillo Health Care District, and others to host informational update town halls throughout the community.

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10.6 When the District is ready to move forward, continue working with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.

10.7 Continue to advocate for the preservation and expansion of military commands in Ventura County, including military, federal, civilian, and defense contractor employment and assets.

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

11.1 Promote and encourage sustainable best practices in the workplace consistent with the Sustainability Master Plan and incentivize employees for personal work-related sustainability practices.

11.2 Enhance succession planning by identifying and preparing internal candidates for leadership roles and developing and establishing clear career development plans and resources to help employees grow within the organization.

11.3 Expand professional development by providing additional opportunities for skill development, cross-training, and leadership training through workshops, employee development plans and performance management program enhancements.

11.4 Enhance the onboarding experience through a comprehensive program that fosters interdepartmental collaboration, promotes organizational culture, and offers inclusive New Employee Orientation sessions.

11.5 Review and enhance policies to ensure all employment policies and procedures are legal, inclusive, transparent, accessible, communicated and consistently applied.

11.6 Enhance the employee experience by implementing comprehensive recognition programs to celebrate achievements and conducting regular engagement surveys to gather feedback and identify opportunities for workplace improvement.

11.7 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

11.8 Perform regular salary and benefits benchmarking to maintain competitive compensation packages and offer additional voluntary benefits based on employee interest and market trends.

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City of Camarillo
FY 2024-25 Strategic Plan
Year End Report
November 12, 2025

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Goals & Objectives
Mission: Dedicated to providing effective and
efficient municipal services that promote a
high quality of life, economic vitality, and a
safe environment for all.
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Performance Summary
• Strategic Goals
✓ 10 Goals
✓ 100% Activated
• Prioritized City Objectives
✓ 33 Objectives
✓100% Activated
4 • Action Strategies
✓ 8 Action Strategies
✓ 4 Completed / 2-Completed and Ongoing /
1-Deferred / 1 Started and Ongoing

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Key Achievements

1. Fiscal Management
5 Diversification
of Revenues
25 Grant
Applications
10 Awarded
Strategic Financial
Plan-WRP
Public Facing
Strategies
City Hall Chamber
Remodel
Technology
Modernization
Plan
Major Project
Prioritization
Project
Prioritization
Framework

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Fiscal Management
Grants & Other Funding Opportunities
$55,868,598
Total Applications Submitted
Focus Areas
8 Emergency Management,
Energy, Fleet, Housing &
Homelessness, Public Safety,
Transportation, Water,
Workforce Largest Awarded Grant
$7.3M
Arneill Supportive Housing
Largest Pending Grant
$15.3M
Water Reservoir Replacement
Support
Letters
20+
Received from Local, State,
and Federal Elected
Officials/Public Agencies

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Key Achievements

2. Community Enrichment
7 Emergency
Information &
Efforts
Storm Readiness
/Weather Preparedness
Web Page
Library Programs
CERT Training
Homeless &
Mental Health
Relocation and Housing
Options
Homeless Strategic Plan
Public Safety
Strategies
Special Details
Leveraging Technology
Community
Enrichment
Supporting the Arts
Promoting Diversity and
Inclusivity
Support to Non Profits

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Key Achievements

3. California State University Channel Islands
9 Camarillo Area
Transit
Increased
CSUCI
Ridership-
745%
Monitoring
Enrollment
Key
Industries
Program
Expansion
Expand
research and
academic
capacity

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Key Achievements

4. Land Use and Transportation
10 Traffic Safety
Adaptive traffic
management
Video Detection System
Opticom
Public Transit
RideCo Software
Short Range Transit Plan
Increased CSUCI ridership

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Key Achievements

5. Environment/Resource Management
11 Water Conservation
Community
Messaging
AMI
CIP Projects
Environment
Sustainability/Energy
Efficiency
Standby
Generator Project
CPA Partnership
EV Expansion
Water Reclamation
Project
Generational
Project
Financial
Capacity
Owner's Advisor

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Key Achievements

6. Community Redevelopment
13 Affordable Housing
Programs/Projects
Issued Five DAP
Loans
Barry Street
Arneil Road
Project
Camarillo
Commons
Market Analysis
Potential Funding
Sources
Old Town
Strategies
Economic Vitality
PBID dependent
on interest

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Key Achievements

7. Economic Development
14 ED Strategic Plan
Achieved Action
Strategies
Updated Work Plan
targeted for Q1-2026
ChooseCamarillo.com
Business
Retention/Expansion
Low Vacancy Rates
Business Development
City's Business Loan Program

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Key Achievements

8. Community Relations
15 Youth Engagement
Event Booths
Teen Advisory Board
Community
Engagement
Desalter Tours
Las Personas Community
Academy
Informational Workshops

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Key Achievements

9. Governmental Relations
16 Agency Coordination
and Communications
Operations
Emergency
Preparation
Legislative Efforts
Legislative Bills
AB 367 (Bennett)

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Key Achievements

10. Employee Relations
17 Training &
Development
Leadership
Program
Technical Skills /
Safety / Soft Skills
/ Technology
Technology
Enhancements
NEO Gov Perform
Digital Forms
Programs/Projects
Bridging the Gap
Modernization of
Personnel Rules
Wellness Initiative

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Number of Trainings
Employee Relations
Number of Employees
Hired
Number of Internal
Promotions
Key 2024 -2025 ACHIEVEMENTS
Retention RateAverage Time to Hire
Vacancy Rate
Average Tenure
HR Transactions Processed
Annually
31 12 7.73 yr 32
80 2.4% 88.20% 468

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Next Steps
• Advance existing work and action strategies
• City-wide Organizational Assessment
• Assess work plans and resources.
• Create Key Performance Indicators aligned with Strategic Plan • Monitoring, Reporting, Decision Making
• FY 2025/26 Strategic Plan (January)
• Progress Update
• Develop FY 2026/27 Goals and Objectives
Strategic Plan
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Recommendation

1. Receive and File.
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21 Questions?

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City of Camarillo
FY 2024/25 Strategic Plan- Action Strategies – Status at Fiscal Year End

1. Fiscal Management
 Action Strategy: Retain a financial advisor, firm, or consultant to prepare a Strategic Financial Plan for funding City Infrastructure projects, in alignment with the adopted Capital Improvement Program. Completed

2. Community Enrichment
 Action Strategy: City Council to receive a presentation on “Healthy Camarillo” . Completed  Action Strategy: Explore enhancement of community enrichment by expanding communications including educational topics on observed holidays and other significant dates. Completed  Action Strategy: Explore an event that showcases non-profits at a Christmas/Holiday event at the Camarillo Ranch.

Deferred to
FY 2025/26

3. California State University Channel Islands
 Action Strategy: None

4. Land Use and Transportation
 Action Strategy: None

5. Environment/Resource Management
 Action Strategy: Continue implementation of the Wastewater Master Plan. Ongoing

6. Community Redevelopment
 Action Strategy: Evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects in the Camarillo Commons Specific Plan area.

Completed

7. Economic Development
 Action Strategy: Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo, including research and development (R&D).

Completed/
Ongoing

8. Community Relations
 Action Strategy: Continue to create opportunities for Camarillo youth to be engaged in City partnership for civic engagement and learning opportunities.

Started/
Ongoing

9. Governmental Relations
 Action Strategy: None

10. Employee Relations
 Action Strategy: None

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