Camarillo City Council
November 12, 2025

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 –

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

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

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.

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

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

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

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

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.

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

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

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

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.

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

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

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.

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

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

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

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

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

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

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

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.

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

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.

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

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

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.

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

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

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

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

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

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

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.

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

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

FY 2024/25 Objectives

1. Aggressively implement the City’s adopted Economic Development Strategic Plan. 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- Progress Updates on FY 2024/25 Council Goals and Objectives November 12, 2025

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.

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

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.

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

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.

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

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.

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

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

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

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.