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
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
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
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.
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
• 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
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
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
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
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.
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
• M-SW-2.4 Develop Sustainability
Minute
• M-SW-2.5 Provide support for
community events
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.
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.
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
• Job Fair Coordination and Participation
• Staff participation at key CSUCI events
• Participation in Regional Defense Partnership (Added, following 4/9 CC Meeting)
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
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.
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.
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.
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.
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.