Camarillo City Council
January 28, 2026

City of Camarillo
Office of the City Manager
DATE:January 28, 2026
TO:City Council
FROM:Greg Ramirez, City Manager
Submitted By; Carmen Nichols, Assistant City Manager
SUBJECT: FY 2025/26 Strategic Plan Mid-Year Progress Update This report covers progress on major initiatives that support the FY 2025/26 Strategic Plan: Goals and Objectives, for the first part of the fiscal year.

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.

Camarillo Public Library
California State Library – California Library Literacy Services (CLLS) 2025-26 – Camarillo Public Library’s Adult Literacy Center – Awarded - $30,463 California State Library – Lunch at the Library Summer 2026 – Pending Final Approval - $4,135
Emergency Management/Water
Cal OES – CDAA-2025-02 Mountain Fire Grant – Mountain Fire Recovery Grant – Under Review - $250,000
Housing & Homelessness
CA Housing Community Development Department – Homelessness Housing Assistance and Prevention Round 6 – Case Management Services – Under Review - $350,000

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

Department of Housing and Urban Development – Continuum of Care Program – Interim Housing Program – On Hold – Amount TBD
Transportation
Federal Highway Administration – Surface Transportation Block Grant (STBG) – Pleasant Valley Bike Lanes – Awarded - $4,000,000
Federal Highway Administration – STBG/CMAQ – Las Posas Bridge – Contingency List - $4,000,000
Federal Highway Administration – Congestion Mitigation and Air Quality Improvement Program (CMAQ) – Adaptive Traffic Signal Infrastructure – Awarded $2,744,000 Federal Highway Administration – Highway Bridge Program Las Posas Bridge – Under Review - $19,873,544
Department of Transportation / (FHWA) – Safe Streets and Roads for All (SS4A) Implementation Grant – Corridor Safety Improvements and Emergency Response Project – Unsuccessful - $160,000
Clean Power Alliance – CPA Energized Communities: Innovation Fund - Round Two – Mobility and Emergency Response (traffic signals supercapacitor backups and EV charging) – Unsuccessful - $250,000
Solid Waste and Recycling
CalRecycle - Used Oil Payment Program – Household Hazardous Waste Program – Awarded - $9,754
CalRecycle - Beverage Container Recycling Program - Litter abatement/Recycling initiatives - Under review - $17,313

2. Continue to identify and implement means and methods for streamlining internal and public-facing City operations.
The City completed a major milestone of Phase 1 of the Citywide Digitization and Transparency Project that focused on consolidating and digitizing legacy physical records across City Hall departments. By the end of 2025, a total of 928 boxes of records were collected for scanning, quality control, and importation into Laserfiche, while approximately 243 boxes were securely destroyed after meeting retention requirements or being determined non-records. Consultants are currently completing the scanning and import process, resulting in a centralized, searchable digital repository. This effort significantly reduced on-site storage needs, freed valuable space within City Hall, and directly supports future facility remodel efforts by minimizing reliance on physical records storage.
The City is initiating Phase 2 of the Citywide Digitization and Transparency Project, expanding functionality through the integration of Laserfiche and OpenGov to FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

automate permitting workflows and streamline business processes with digital forms.

Staff identified more than 30 manual workflows suitable for automation. One example is the Year-End Cash Out process, which previously required complex manual review and calculations, often resulting in delays and rework. By implementing a dynamic Laserfiche form that integrates with the City’s financial system, the process now auto- populates data, performs calculations, routes approvals automatically, and provides immediate eligibility feedback. As a result, processing time has been reduced from 50 hours to a maximum of 4 hours, a 92% improvement in efficiency. This effort demonstrates measurable return on investment through time savings, improved accuracy, reduced administrative burden, and a significantly enhanced user experience.
The City is forming a Technology Governance Committee (TGC) to enhance the City’s technology planning, policy adherence, transparency, and project portfolio management. As representatives for all technology users in the City, the TGC will facilitate the partnership between Information Systems (IS) and City departments to provide greater awareness of IS capability and capacity. An effective TGC will assist with consistent and collaborative project portfolio planning and budgeting, technology service management governance, and key performance indicator reporting. The TGC will also help ensure a secure, reliable infrastructure, avoid budget difficulties, and more closely align with individual department operational requirements. The City successfully launched its new OpenGov online permitting and licensing system on July 1, 2025, following a phased rollout and extensive cross-departmental collaboration. The implementation included building all permit types into the system, refining the customer interface, ensuring payment accuracy, and conducting thorough QA/QC and staff training. A soft launch with frequent users preceded the public go- live, ensuring a smooth transition. In the first six months, the system processed 3,021 online applications, issued 2,603 permits, and recorded 1,337 kiosk sessions. Staff continue to monitor usage and gather feedback to enhance accessibility, efficiency, and user experience.
In December 2025, the City purchased the Monday.com Service module to further modernize internal Information Systems service delivery, with a full City-wide launch planned for early 2026. The platform will function as a centralized customer service portal, providing staff with a consistent and transparent way to submit requests, track progress, and receive updates. By consolidating requests that were previously managed through email or push notifications, the system will improve coordination across departments, support timely responses, and promote clearer accountability.

This implementation represents an important step toward strengthening internal operations and improving how services are delivered throughout the organization. To enhance annual Affordable Housing Compliance Monitoring for affordable ownership housing units, staff contacted a total of 126 residents to ensure compliance and to collect email contact information for future monitoring efforts. Transitioning to a digital process will reduce reliance on physical mail, streamline internal procedures, and improve overall efficiency.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

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.
The City issued a bid for Financial Advisory and Debt Management Consulting Services to prepare a Strategic Financial Plan for funding City Infrastructure projects, in alignment with the adopted Capital Improvement Program. The City’s Technology Modernization Plan (TMP) serves as a key implementation tool for strategic financial planning related to information technology and its related capital infrastructure. Developed as a multi-year roadmap, the TMP identifies technology assets, system lifecycle needs, and prioritized modernization projects, each paired with order-of-magnitude cost estimates, implementation timelines, and resource requirements. This approach supports more informed capital planning and budgeting by aligning technology investments with asset replacement cycles, operational risk, and service priorities. By integrating technology planning into the City’s broader financial framework, the TMP helps ensure that future IT and infrastructure needs are anticipated, aligned, and funded in a fiscally responsible manner, reducing unplanned expenditures and supporting long-term sustainability.
As part of the upgrades to the Water Reclamation Plant (WRP), staff held a Camarillo Sanitary District Board workshop to provide updates on the financial plan developed by Fieldman, Rolapp & Associates. Additionally, staff updated the Board on the Owner’s Advisor/Program Manager RFP efforts. The financial plan will be further developed after the City onboards an Owner’s Advisor who will assist in the project management of the WRP upgrades.

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

FY 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. In August 2025, the City submitted a letter of support backing a proposal to designate Camarillo Old Town as a California Cultural District, with Studio Channel Islands Art Center (SCIARTS) positioned as a key local arts partner. The intent was directly aligned with Council’s strategic goal of strengthening the arts program and expanding opportunities to commission public art that reflects Camarillo’s identity and history.

If selected, the California Cultural Districts designation would have provided meaningful leverage for Old Town and SCIARTS, including state certification, technical assistance, and joint marketing/branding resources, along with a grant of up to $10,000 over a two-year period (with the 2025 cohort’s grant activity slated for FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

January 1, 2026–December 31, 2027, and designation period January 1, 2026– December 31, 2030).

The City was eligible to participate; however, the State ultimately selected only 10 communities for the new cohort (announced December 12, 2025), and Camarillo was not among the districts designated.
As part of the City's objective to preserve Camarillo’s identity and history through public art, staff integrated a public art element into the Dizdar Park Renovation and Expansion Project (Project No. CP-5095). Currently under construction, the expanded park will feature accessibility improvements, a new garden entry gateway with a park sign, enhanced paving, seating areas, ornamental trees and landscaping, a fire station-themed playground, public restrooms, improved lighting, and a dedicated public art installation.
The City partnered with Studio Channel Islands for a public art installation as part of the park’s redevelopment. The project aims to commemorate Ventura County Fire Station No. 54, which previously stood on the site, by creating a permanent, publicly accessible interpretive display. The installation is designed to engage the community, allowing public input in the design and selection process. 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. Fabrication of the metal sheets has been completed and building plans have been approved. Installation is beginning and is expected to be completed by February 2026.

2. 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 Hispanic Heritage Month in September-October, National Preparedness Month in September, National Community Planning Month, Code Compliance Week and Water Professionals Appreciation Week in October, Veterans Day in November. While social media and the CityScene newsletter are the primary delivery platforms, the City Hall marquee and Cablecast are also utilized, when appropriate. In partnership with the City of Thousand Oaks, Camarillo produced a co-branded, pre- recorded video featuring trusted community partners to address concerns related to federal enforcement activity in July 2025. The 11-minute video includes speakers from the Public Defender’s Office, Sheriff Fryhoff, 211–Interface, and an immigration attorney, providing vital resources and information. Both and English version and Spanish translation were released across multiple platforms. A dedicated City webpage with resources and updates was created for transparency and continued community engagement: cityofcamarillo.org/communityresources.

3. Foster comprehensive community wellness through strategic initiatives that create a foundation of physical, mental, and social health for all residents, ensuring FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

equitable access to resources and opportunities for healthy living. The Healthy Camarillo Steering Committee interviewed two highly qualified firms from the nine proposals received and is currently finalizing its consultant selection.

Several Steering Committee members also participated in the development of the 2026-2028 County-wide Community Health Improvement Strategy through the Ventura County Community Health Improvement Collaborative. The new County plan includes a focus on behavioral health, older adult health, and women's health. This alignment will help inform the Healthy Camarillo Initiative to ensure coordination with County-wide efforts and access to broader resources.

4. Connect residents with meaningful volunteer opportunities including programs that enhance, restore, and beautify the community through volunteer involvement. The City continues to promote and organize graffiti abatement workdays, hosting two events this period with a total of 25 volunteers participating. These volunteer opportunities are offered on a first-come, first-served basis and have limited space. In addition to the scheduled workdays, a small group of volunteers regularly address problem areas to ensure graffiti is removed quickly.
Project H.O.P.E. partnered with the County of Ventura to recruit volunteers for the annual Homeless Point-in-Time (PIT) Count taking place on January 28, 2026. The PIT Count is a federally mandated one-day census of individuals experiencing homelessness, required by HUD to inform policy decisions and determine funding allocations for homeless services. Through this partnership, 27 volunteers were recruited and will assist with the count in Camarillo on January 28. On September 20, 2025, the City participated in the 41st Anniversary of California Coastal Cleanup Day, where 176 dedicated volunteers removed 1,323.5 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.

5. Explore opportunities to engage providers to improve cell phone coverage within 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 FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

analyzing additional Policy areas and have engaged the consultant in following up directly with wireless providers to assess roadblocks from their perspective that may shed some light on potential options for the City. Staff will return to the Utilities Committee again before sharing this information publicly via the City’s communication channels.

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.
For FY 2025/26, the City Council approved $180,738 in Community Service Grant funding to nineteen (19) organizations. In addition, the City Council also approved $166,500 in Community Event Grant funding to six (6) organizations. The City increased efforts in advertising the FY 2026/27 grant funding program to include two articles in the CityScene newsletter, ads on the government channel and the City’s Marquee, posts on the City’s social medial platforms, as well as worked with two local organizations on advertising the December 2025 Community Service Grant Workshop. As a result, the number of participants increased by 50% when compared to past workshops.
The City continues to support public service organizations through Community Development Block Grant (CDBG) funding to address mental health, homelessness, housing insecurity, and other critical community needs. For FY 2025/26, a total of $504,790.88 was awarded to these organizations to further these vital efforts.

7. Ensure a safe and well-maintained community by enforcing municipal codes, addressing public concerns, and promoting voluntary compliance through education and outreach.
Staff maintained community safety and neighborhood quality through proactive inspections, timely responses to public concerns, and a strong focus on voluntary compliance. Staff addressed 371 public concerns submitted through Camarillo Connect and achieved a 97.33% voluntary compliance rate within a specified timeframe.

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.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

On September 10, 2025, the City Council adopted the updated Safety Element of the General Plan, which establishes goals, objectives, and policies to reduce 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.
a. Strengthen public safety initiatives with local agencies through proactive planning, training, resource allocation, education, emergency preparedness programs, community participation, and infrastructure improvements. Throughout the year, the Camarillo Police Department’s Community Resource Unit has conducted extensive community outreach, educating the public in crime trends, crime prevention and emergency preparedness. The Police Department made dozens of presentations to residents, homeowners’ associations, churches and businesses throughout the City on topics like scam and fraud prevention, active shooters and disaster and emergency preparedness. Additionally, the Community Resources Unit has conducted several Crime Prevention Through Environmental Design (CPTED) site assessments for homeowners and businesses, offering tips and advice on proper design and use of physical spaces to prevent crime.
City staff partnered with the Leisure Village Board and local public safety agencies to host a Wildfire Preparedness and Safety community meeting for Leisure Village residents. The event was held on August 14, 2025, and brought together representatives from the Ventura County Office of Emergency Services, Ventura County Sheriff’s Office, and Ventura County Fire Department to provide coordinated, multi-agency information focused on wildfire readiness and evacuation planning.

The presentation addressed wildfire preparedness strategies, safety tips, first responder evacuation protocols, available agency programs, and local emergency resources. A question-and-answer session followed, allowing residents to engage directly with City staff and partner agencies, share concerns, and provide feedback.

In addition to the presentation, City staff hosted resource tables offering emergency preparedness materials, City-branded emergency contact magnets in English and Spanish, DART volunteer information and sample emergency kits, and guidance from the Ventura Regional Fire Safe Council on developing Firewise communities. The event was well attended, with approximately 200 residents participating in person and additional viewers accessing the presentation through the Leisure Village television channel. The Leisure Village Board and residents expressed appreciation for the collaborative effort and interest in hosting future preparedness events. City staff collaborated with Southern California Edison (SCE) to provide a comprehensive public presentation to the City Council on Public Safety Power Shutoff (PSPS) events, power outages, and local infrastructure improvements. On September 24, 2025, SCE briefed the Council on evolving wildfire risk conditions, enhanced monitoring and notification processes, and the operational steps taken before, during, and after PSPS and outage events to protect public safety.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

The presentation outlined how PSPS decisions are informed by detailed weather forecasting, real-time field monitoring, and coordination with emergency partners, as well as how customers are notified and supported throughout outage and restoration periods. SCE also shared information on grid hardening efforts within the community, including completed and planned infrastructure upgrades designed to reduce wildfire risk and improve system reliability over time.

In addition, the update highlighted resources available to residents, including outage maps, emergency preparedness guidance, notification sign-ups, and customer support and resiliency programs for medically vulnerable and access-and-functional- needs populations. City staff are continuing to work with SCE representatives to coordinate future updates and presentations to the City Council and community residents.
City staff collaborated with the County of Ventura Human Services Agency, the American Red Cross, and local emergency management agency partners to review and update the Ventura County Mass Care and Shelter Annex. Staff participated in multi-agency coordination meetings on June 2, 2025, October 1, 2025, and January 21, 2026, to support this effort.

The Mass Care and Shelter Annex provides a coordinated framework for caring for and sheltering individuals displaced during emergencies, clearly defining roles and responsibilities for cities, the County, and partner organizations. As a participating agency, the City supports shelter planning and operations within its jurisdiction, including coordination, facilities, staffing, and accessibility considerations.

Updating the Annex strengthens regional readiness, improves coordination during emergency activations, and helps ensure timely, inclusive sheltering services resulting in improved outcomes for residents during disaster events. Staff continue to work closely with participating agencies to review and include potential updates for 2026. b. Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues through a homeless strategic plan.
Project H.O.P.E. developed a dynamic By-Name List (BNL) tracking system to compliment the static snapshot measure previously used to understand unsheltered homelessness in Camarillo. This new system allows staff to track homelessness in real time, on a month-by-month basis, providing a more accurate picture of who is actively unsheltered, who has entered shelter or transitional housing, who is moving from temporary placements into permanent housing, and who is newly identified.

Unlike the prior static measure, the dynamic BNL reflects changes in individual status as they occur, ensuring that counts are based on current conditions rather than outdated entries. The system incorporates expanded data points, including length of connection to Camarillo, recent arrival status, and whether an individual is currently present in the City. These data are reviewed on a regular basis, in coordination with law enforcement partners, to verify current location and maintain an accurate, up-to- FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

date picture of active unsheltered homelessness. This level of detail allows staff to distinguish long-term Camarillo residents from individuals who are just passing through or no longer in the area.

As a result, the City is better able to focus resources on individuals with a connection to Camarillo, while promptly referring individuals from outside jurisdictions to appropriate services in their home communities. This approach has improved data accuracy, strengthened coordination with regional partners, and reduced incentives for individuals to relocate to Camarillo in pursuit of services, supporting a more sustainable and targeted response to homelessness.
To support data-driven decision-making and improve responsiveness to community needs, Project HOPE implemented a centralized intake form for individuals experiencing homelessness. The availability of the form on the City’s webpage resulted in a shift to homeless individuals contacting Project H.O.P.E. directly rather than through third-party referrals, reports raised by community members, or drop ins at City Hall and the Police Station. This system also allows staff to track all incoming contacts and document follow-up, ensuring that everyone is responded to in a timely and consistent manner.
Since implementing the intake form at the end of September, Project H.O.P.E. received 21 requests for service. Thanks to the detailed data now being collected, the team was able to determine that 12 of these individuals (57% of intakes) were not established Camarillo residents and therefore were not added to the By-Name List.

This allowed staff to more efficiently focus outreach and resources on individuals with a connection to Camarillo, while referring individuals from outside jurisdictions to appropriate services in their home communities.
Despite an inflow of 14 newly identified individuals entering homelessness in Q1 and Q2 of FY 2026, Project H.O.P.E. achieved an overall 11.3% reduction in the active unsheltered homelessness count from the City’s By Name List. c. 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.
Since the beginning of Q1 FY 2026, Project H.O.P.E.’s Community Services Coordinator through the County’s Health Care Agency facilitated 14 new permanent housing placements for homeless Camarillo residents. These placements were secured through proactive housing navigation across competitive countywide options, including private landlords. An additional 9 individuals were assisted in exiting unsheltered homelessness and were placed into emergency shelter (4), transitional housing (3), or reunified with family members in other states (2). Project H.O.P.E. facilitated a coordinated effort with the California Highway Patrol and Caltrans to complete a clean-up at the Camarillo Park & Ride. The effort resulted in the removal of accumulated trash and debris, while individuals experiencing vehicular FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

based homelessness at the site were engaged by outreach partners and connected to appropriate resources and services. This collaboration reflects the City’s continued commitment to maintaining public spaces while prioritizing outreach and service connection for individuals in need.
Project H.O.P.E. worked in coordination with the City’s Public Works Department to complete a clean-up of the RV encampment along Pleasant Valley Road. The effort included removal of trash and debris, as well as addressing infrastructure concerns related to stagnant water in storm drains. Individuals at this location continue to receive case management services through Project H.O.P.E. and several are working on case plans to obtain permanent housing through the Encampment Resolution Fund Grant.
Project H.O.P.E. initiated a new partnership with Adult Protective Services (APS) to improve early identification and support for elderly residents who may be at risk of homelessness. Through this collaboration, vulnerable older adults can be connected with APS case managers who assist with care coordination, access to benefits, health and safety assessments, and linkage to in-home and community-based services. This partnership strengthens the City’s prevention efforts by helping elderly individuals who have difficulty caring for themselves remain safely housed and supported in the community.
Project H.O.P.E. continued to successfully partner with R.A.I.N. Communities of Ventura County to support individuals transitioning out of homelessness and into stable housing. Through this collaboration, individuals served by Project H.O.P.E. have received critical assistance that removes common barriers to housing stability and employment, including car registration support, rental and security deposit assistance, household items such as bedding and furniture, employment-related clothing, gas and food cards, child-related items such as strollers, and legal assistance for prevention. Through calendar year 2025, R.A.I.N. has donated services totaling $21,000.
Project H.O.P.E. collaborated with the Ventura County Fire Department’s Spark of Love Toy Drive to support families experiencing housing instability during the holiday season. As part of this partnership, toys were provided for 20 children who are experiencing or at risk of homelessness.
Project H.O.P.E. collaborated with the Ventura County Jail to provide 50 hot meals for individuals experiencing unsheltered homelessness on Thanksgiving morning. Meals were individually distributed across the City by Ventura County Sheriff’s Office leadership from the Camarillo station, alongside City and Project H.O.P.E. staff.

Outreach teams met individuals where they were located to ensure transportation was not a barrier to accessing the meals.

The City continuously assesses Project HOPE partnership effectiveness to optimize service delivery. Evaluation data demonstrates that the Ventura County Health Care Agency (VCHCA) social worker has been the most impactful partnership, successfully housing dozens of Camarillo homeless individuals. The City adjusted its partnership FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

structure to better align resources with community needs. While the Behavioral Health case manager position provided valuable support, the City transitioned to a referral- based relationship that allows for continued collaboration without a dedicated full-time assignment. This adjustment will enable the City to add a part-time VCHCA social worker, building on the proven success of that partnership model and expanding Project H.O.P.E.’s capacity to achieve permanent housing outcomes for Camarillo's homeless population.
d. Develop and implement appropriate strategies to more effectively combat crime. The City implemented and extended a moratorium (Urgency Ordinance No. 2028), temporarily halting new retail off-sale alcohol permits city-wide in response to an increase of applications. During the moratorium, staff evaluated potential impacts and developed proposed zoning ordinance updates. The zoning ordinance was reviewed and presented to the EDLUC on August 28, 2025, Planning Commission on November 4, 2025, and City Council on December 10, 2025, with a second reading and adoption scheduled for January 28, 2025.
In September of 2024, the City Council authorized the creation of an additional patrol cover car to help balance workload and reduce growing response times on the east end of Camarillo covered by the 8C and 8D beats. This cover car was designed to provide supplemental patrol coverage between the two beats east of Lewis Road to reduce response times for high priority calls for service. As a result of the addition of the cover car, workload balances and response times were positively impacted in every city beat. The strategy proved effective, with the response time comparison below:

Beats Response Times in Minutes
2024 2025
8A 7.02 6.49
8B 6.54 6.18
8C 6.95 6.82
8D 8.5 7.86
Overall 7.19 6.76
The Sheriff’s Office added forward-facing video cameras and license plate readers to their entire fleet of patrol vehicles. This system has captured valuable evidence that has supported criminal arrests throughout the County of Ventura. The Sheriff’s Office replaced old tasers with new, state-of-the-art tasers capable of firing ten probes from a distance of up to 45 feet, replacing tasers that were only effective from 10-15 feet. The new tasers allow deputies more time and distance to make decisions and de-escalate during critical incidents. The Tasers have already proven effective in preventing higher levels of force being used against assaultive subjects, resulting in greater safety for our residents and our deputies.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

2. Increase community engagement to continue building trust and legitimacy. The Camarillo Police Department held two Citizen’s Academies, graduating 48 Camarillo residents. The academy is a free, 12-week course designed to give residents firsthand inside into law enforcement operations, from the K9 unit, SWAT and investigators, among many others. The goal of the Citizen’s Academy is to foster community understanding and trust.
The Camarillo Police Department held six “Coffee with a Cop” events at local K-8 schools. The Coffee with a Cop events at local schools bring deputies together with children in the community, building familiarity and trust that has immediate and long- term payoffs.
The Camarillo Police Department hosted six “Coffee with a Cop” events at local coffee shops. These events bring deputies together with community members over a cup of coffee, to discuss issues within the City and share more about resources, available services and needs in the community.
The Camarillo Police Department hosted 3 “Cones with a Cop” events in the summer of 2025. These events were held in local parks and at the farmworker housing just outside Camarillo city limits.
In conjunction with the Pleasant Valley Recreation and Park District, the Police Department held a National Night Out event. The event brought hundreds of residents together with the members of the Police Department, continuing to foster trust and familiarity.
In conjunction with the Pleasant Valley Recreation and Park District, the Police Department held our 3 rd annual Trunk or Treat. The event created a safe place for parents and children to engage in Halloween festivities. More than 4,500 parents and children attended the Trunk or Treat, making this the most successful event to date. Staff participated in Camarillo Police Department’s Third Annual Trunk or Treat on October 29 at the Community Center. This year’s event was held in partnership with Pleasant Valley Recreation & Park District’s Halloween in the Park. The City of Camarillo booth will feature a Disney’s Frozen theme, complete with characters in costume.
The City participated in the Police Department's 3rd Annual Trunk or Treat on October 29 at the Community Center, held in partnership with Pleasant Valley Recreation & Park District's Halloween in the Park. The City booth featured a Disney's Frozen theme with costumed characters. More than 4,500 parents and children attended, making this the most successful event to date and creating a safe space for families to engage in Halloween festivities.

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

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

The Camarillo Police Department, in partnership with Code Compliance staff, conducted regular decoy operations and retailer inspections in coordination with Ventura County Health and the California Department of Tax and Fee Administration.

These efforts focus on education and outreach to retailers regarding compliance with flavored tobacco regulations, while also identifying and enforcing removal of illegal products from circulation.

4. Invest in infrastructure improvements that support law enforcement and emergency response operations.
Pedestrian and roadway safety improvements continued with completion of a Rectangular Rapid Flashing Beacon (RRFB) installation at Adolfo Camarillo High School, improving pedestrian safety in a high-activity school environment. Staff continue to evaluate additional locations throughout the City where RRFB installations may be appropriate based on pedestrian activity, roadway characteristics, and safety performance.

5. Continue to assess and mitigate risks related to climate change, including preparedness and infrastructure resilience.
Staff continue to work with Rincon Consultants on the preparation of a Climate Action Plan (CAP). A hybrid Community Workshop was held on August 14, 2025, with the attendance of 14 community members. The draft CAP was presented to the EDLUC on October 23, 2025. On November 4, 2025, the Planning Commission recommended approval to the City Council. The CAP is scheduled for City Council’s consideration for adoption at the second meeting of February 2026.

6. Expand partnerships with local and regional agencies to enhance coordinated emergency response efforts.
The City Council approved a Memorandum of Understanding (MOU) authorizing the City’s participation in the Ventura County Regional Radio Network, and the City has since been formally approved by the Network’s Oversight Committee and is now a full voting member. This membership enables the City to pursue future radio and communications projects that are compatible with the regional system, ensuring new or upgraded equipment can operate on the shared network. Participation also enhances interoperability with other member agencies, including the Ventura County Sheriff's Office, supporting coordinated communication during emergencies, mutual aid responses, and multi-agency incidents, while strengthening the City’s long-term communications framework.

LAND USE, TRANSPORTATION, TRANSIT AND COMMUNITY

DEVELOPMENT
FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

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. The City continues to advance traffic safety, operational reliability, and system performance through targeted infrastructure investments and data-driven traffic management strategies aligned with the City’s Local Road Safety Plan. During the reporting period, efforts focused on improving signal resiliency, pedestrian accessibility, speed management, and analytical decision-making to address evolving traffic conditions and community safety needs.

Progress continued modernization of the City’s traffic signal system through phased implementation of the Santa Rosa Road Adaptive Signal Project. As an initial phase of this CMAQ-funded effort, Supercapacitor Hybrid Battery Backup Systems were installed and activated at 11 intersections along Santa Rosa Road and four (4) on Upland Road. These systems are a key component of the adaptive signal project and are designed to maintain traffic signal operations during power outages, particularly during fire season and high-wind events, while establishing the foundation for future replacement of 11 signal controllers and deployment of adaptive signal control in FY 26/27.
To further strengthen system resiliency, the City installed 60 automatic transfer switches at signalized intersections citywide. These switches allow traffic signals to safely and efficiently transition to backup power sources during power outages caused by high-wind conditions, improving system reliability and reducing downtime during emergency and weather-related events.
Separate from power resiliency upgrades, the City completed a citywide safety enhancement for overhead signal infrastructure. Safety cables were installed on approximately 200 internally illuminated signal street name signs in response to recurring high-wind conditions. During multiple wind events, these cables successfully prevented signs from falling when mounting brackets failed, reducing safety risks to motorists and pedestrians and preventing damage to signal equipment. Staff are developing a future replacement program to remount these signs in a flag-style configuration on vertical signal poles to further enhance long-term safety. Operational efficiency and cost savings were also achieved during the reporting period. Conflict monitor testing was completed using a newly purchased Conflict FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

Monitor Unit (CMU) tester, work that previously required contracted services at an annual cost of approximately $9,600. The CMU tester was purchased for $14,000 and, after two years of use, will be on track to fully pay for itself. Once recovered, the equipment is expected to generate approximately $9,600 in annual savings, resulting in substantial long-term operational cost efficiencies. Targeted technology upgrades were implemented to improve traffic detection and data collection capabilities. Advanced Video Detection Systems were installed at Camino Ruiz and Verdugo Way, enhancing bicycle detection and improving the quality of traffic data available to support more informed, data-driven traffic management decisions. Installation of Video Detection Systems at the remaining signalized intersections citywide is planned for FY 26/27 using CMAQ funding. Accessibility improvements for pedestrians continued through expansion of Audible Pedestrian Systems (APS) at signalized intersections. During the reporting period, APS installations were completed at Mobile Avenue and Ponderosa Drive and Ponderosa Drive and Arneill Road, bringing the total to 23 of the City’s 64 signalized intersections now equipped with APS. These improvements expand accessibility for visually impaired pedestrians and reinforce the City’s commitment to inclusive transportation infrastructure.
Speed management improvements were implemented through installation of two new speed feedback signs at the intersection of Earl Joseph Drive and Calle Los Gatos, and along Crestview Drive near the Spanish Hills Club. A flashing warning beacon was also installed on Crestview Drive near Corte Tularosa to alert drivers to the curve ahead. With these installations, the City now has a total of 10 speed feedback signs deployed citywide.
Data collection and analysis efforts supported defensible traffic safety decision- making throughout the reporting period. Staff completed approximately 39 traffic radar speed studies to support the establishment and review of posted speed limits in accordance with California Vehicle Code requirements. In addition, five pedestrian safety studies and 10 residential informational traffic studies were conducted using the City’s BlackCAT data collection system, which captures radar-based speed data and vehicle counts. These studies provide objective data to support speed limit setting, neighborhood traffic evaluations, and target safety improvements.

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. The project will also include relocation of City water main lines. The work will be performed by Caltrans contractors and funded by the City. City staff is reviewing the Caltrans plans to ensure comments and concerns are addressed.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

Additionally, staff are coordinating with Caltrans, Ventura County Transportation Commission (VCTC) and their consultant team for the US 101 Improvements project, participating in monthly project design meetings. 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. The draft Environmental Impact Report is expected to be released later this year.

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.
Ventura County Public Works Agency (PWA) finalized the feasibility study for a bike path from Camarillo to CSUCI after receiving comments from City staff. The next phase will involve identifying project ownership and long-term maintenance responsibilities. Establishing an agreement among the partner agencies will be key to defining roles, responsibilities, continued commitment and a feasible project timeline to move toward implementation. The PWA anticipates presenting the study findings to the Board of Supervisors for direction on next steps, including potential funding opportunities and designation of a lead agency. City staff will continue to work cooperatively with PWA staff as the project moves forward.

4.Evaluate potential measures to improve public transit. The City recently implemented “Tap2Ride” open loop platform which gives passengers the option of paying with a credit card when boarding the Fixed Route and Trolley Route bus.
The City took possession of three new transit vehicles in October and November 2025.

The arrival of these three vehicles completes the three-year replacement plan for 17 of the City’s 18 transit vehicles. The 17 transit vehicles also include a new Camarillo Area Transit logo established as part of a new rebranding effort, enhancing the visibility of the City’s transit system.
On November 12, 2025, the City Council received a presentation from VCTC staff on their 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.

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. July 9, 2025, the City Council approved a professional services agreement with Dyett & Bhatia Urban and Regional Planners to assist with preparation of a comprehensive General Plan update. Staff initiated citywide outreach efforts, including community FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

events, formation of a General Plan Advisory Committee (GPAC), stakeholder interviews with the City Council, and a community photo contest. A General Plan update core team, comprised of representatives from each City department, held its first meeting on December 18, 2025, and will continue to meet monthly to provide input throughout all phases of the update. In early 2026, staff will continue outreach efforts, launch youth- focused initiatives such as a teen video project, complete formation of the GPAC, and host a community workshop.

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.
Staff continue to collaborate with Project Hope and the City selected consultant Azure Printed Homes, Inc to install six factory-built units located at 2361 Barry Street to develop affordable housing utilizing CDBG funding.
Staff continues to advance the Arneill Road Permanent Supportive Housing project using the ERF grant funds. Progress to date includes finalizing the bid documents with S.L. Leonard and RRM, with City Council consideration scheduled for early 2026.

Minor site preparation work, including tree removal and potholing for electrical service line, has been completed. Asbestos testing and slab removal are underway, and the site will soon be cleared and grubbed.
CA Housing Community Development Department - Permanent Local Housing Allocation - Workforce Housing Downpayment Assistance Program – Thirteen $50,000 downpayment assistance loans were issued to date. The repayment of these loans creates a self-sustaining housing fund for future assistance programs.

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 Staff conducted targeted outreach to property owners within the Camarillo Commons Specific Plan area through surveys, in-person meetings, and phone calls. This outreach is ongoing and will continue throughout the Strategic Plan update to ensure the City receives comprehensive, representative stakeholder input.

In addition to gathering general feedback, staff are actively building relationships with owners to determine interest and readiness for change.

Through this engagement, staff are developing a working “interest map” of parcels across the plan area—distinguishing between properties that are:
Interested in near- or mid-term redevelopment,
Potentially open to sale with a developer, or
Not interested in redevelopment at this time.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

This approach supports incremental progress by allowing the City to align strategy and resources with real market interest, identify potential catalyst sites, and tailor next steps (e.g., technical support, entitlement clarity, infrastructure coordination, or incentive exploration) based on owner intent—rather than assuming a one-size-fits-all redevelopment pathway.
b. Evaluating market-based solutions for facilitating redevelopment of the Plan area.
To identify new funding sources for improvements within the Camarillo Commons Strategic Plan area and to analyze current market conditions to evaluate opportunities and strategies for redevelopment, The Natelson Dale Group prepared an updated market analysis that was presented to the EDLUC on August 28, 2025, and the City Council on September 24, 2025. The new market analysis confirmed a regional housing demand and strong financial feasibility for higher density housing and new commercial development in a mixed-use format. Based on the findings of the new market analysis, staff are preparing a request for proposals to advance an update of the Strategic Plan to ensure that land use policies, development assumptions, and implementation strategies align with current market realities, State law, and the vision of the Strategic Plan. It is anticipated that the RFP will be released early 2026.

8. 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. The zoning ordinance amendment was presented to the EDLUC on August 28, 2025, to Planning Commission on December 2, 2025, and is anticipated for consideration by the City Council at their second meeting of February 2026.
The Faring Project (IPD-412) has submitted a tract map application to subdivide the 46-acre site into seven lots. In addition, the applicant has filed a Conditional Use Permit for an automated, tunnel style car wash on one of the proposed lots, along with a modification request to adjust the size of the proposed buildings. The proposed modifications reduce the dealership footprint by 25,000 square feet and decrease the size of the industrial buildings, while increasing the number of buildings to maintain the campus style design. The total amount of industrial space will also be reduced.

The modifications are expected to be reviewed by the Planning Commission in February. An addendum to the SEIR has been prepared by staff. IPD-409 (Cortez Circle) the applicant is working to comply with grading conditions to allow construction to commence. Once they begin vertical construction, the four tilt-up concrete industrial buildings are expected to progress rapidly, with the units likely FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

available for rent or sale within approximately one year. The following projects have been approved:
CUP-429, Charles Allison Mixed use
CUP-438, Pacific Oaks Academy
CUP-440, Hank’s Barber Mixed-Use
CUP-443, YAC Cheerleading
CPD-258, Rove
CPD-259, Quick Quack Car Wash
The following projects are under construction:
Mian Plaza and Conference Center
Central Plaza Shopping Center
House of Bamboo
KidSTREAM
America’s Tire
Costco Fuel Station
Tesla Collision Center
Arneill Road Pharmacy
Texas Roadhouse at the outlets and Starbucks at Village at the Park are anticipated to start construction in 2026.

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.
Staff continue to advance this objective through ongoing coordination and monthly meetings with key Old Town stakeholder groups, including the West Ventura County Business Alliance, Visit Camarillo, and Camarillo Old Town Association members.

These recurring touchpoints are being used to align around shared livability and economic vitality priorities and to assess whether there are sufficient interest, capacity, and readiness among stakeholders to support a grassroots Property and Business Improvement District (PBID) feasibility effort.

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.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

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.
Williams Homes Palmera – 285 for-sale townhomes including 29 moderate income units.
Camarillo Village Homes – 24 apartments including 3 low-income units. Vista Campanario – Construction of eight low-income, for-sale townhomes, and 59 affordable rental apartments units and one market-rate manager’s unit was completed in FY 2024-25. The rental apartments include 15 units for extremely low-income households, 21 units for very low-income households, and 23 units for low-income households. Fourteen of the 60 units are designated with priority for veterans or special needs households. The project also grants priority to individuals who live or work in Camarillo. All occupants who have currently moved into the 59 affordable rental units were households that lived or worked within the City. 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.

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.
The City is advancing procurement for enhanced physical security improvements at the Water Reclamation Plant, a critical facility that supports essential infrastructure and operational technology systems. Planned upgrades include expanded camera coverage and monitoring capabilities designed to strengthen situational awareness and protect sensitive systems, including SCADA and related control environments.

These improvements complement the City’s broader cybersecurity initiatives by reinforcing layered security controls that address physical risks. These efforts further FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

harden critical infrastructure, enhance resilience, and support the safe and reliable operation of essential public services.
The City continues to modernize how users securely access its technology systems.

Staff are working to move City applications to single sign-on (SSO), allowing employees to use one secure login across systems, and to implement automated account management where feasible. These efforts reduce the risk of unauthorized access, improve consistency in how accounts are created and removed, and support stronger data protection practices. By standardizing access controls across platforms, the City is enhancing security while also improving reliability and ease of use for staff. The City is exploring the responsible use of artificial intelligence (AI) tools that can improve efficiency while safeguarding City data. Staff are evaluating a pilot program with GovAI and continuing to validate the effectiveness of Microsoft Copilot to determine how these tools may support secure information handling, reduce risk, and improve internal workflows. To guide this effort, the City convened an internal AI task force and an AI Governance Committee to test both options, assess data security implications, and establish appropriate oversight and usage standards. This structured approach ensures that any adoption of AI tools is thoughtful, secure, and aligned with the City’s operational and public service responsibilities. The City strengthened its cybersecurity posture through the implementation of enhanced monitoring, threat detection, and system maintenance tools. Arctic Wolf provides managed detection and response services, delivering continuous 24/7 monitoring of the City’s network, endpoints, and cloud systems and expanding the City’s ability to detect, investigate, and respond to cyber threats. This service also provides access to security experts who offer guidance on emerging risks and support rapid, coordinated response in the event of an incident. In addition, the City utilizes Automox to automate operating systems and software updates across City devices and servers, ensuring security patches are applied consistently and reducing vulnerabilities associated with outdated software. Together, these tools enhance data protection, improve resilience, and support secure and reliable City operations.

2. Expand and upgrade technology infrastructure to improve network connectivity, digital services, and operational efficiency.
The City is coordinating with LS&S, operator of the Camarillo Public Library, to enhance the technology available to library patrons. As part of this effort, the Library will redesign the existing Tech Lab into "The Workspace", which will allow small groups of up to fifteen people to book a meeting space for business and educational needs. The Workspace will include technology upgrades such as a smart board for virtual meetings and offer modular furniture for room flexibility. The space now includes a large, portable smart-screen monitor to support meetings, training, and teleconferencing.
The Library acquired a new 12-bay laptop dispenser to provide modern technology and greater flexibility for library patrons. The dispenser is located on the second floor and allows patrons to check out a laptop for use anywhere in the library building. When FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

a patron has completed their computer session, the laptop is returned to the dispenser, where it is secured, charged, and prepared for the next patron. The City has completed technology upgrades at 21 of 22 identified locations across multiple City facilities, including City Hall, the Water Reclamation Plant and Desalter, to improve communication, collaboration, and reliability. Where no audiovisual technology previously existed, staff installed Logitech Rally systems, and in other locations replaced outdated projectors with modern, high-definition equipment.

Logitech Rally provides integrated video, audio, and presentation capabilities that support clear communication, hybrid meetings, and efficient collaboration, particularly in operational and field-based facilities. These upgrades modernize City infrastructure, reduce reliance on aging equipment, and ensure staff across departments have consistent, dependable technology to support daily operations and coordination.

3. Implement technology solutions that enhance transparency, public access, and service delivery including expanded digital engagement tools. In October 2025, the City awarded a contract to Berry, Dunn, McNeil & Parker for development of a Citywide Data Governance Framework. This initiative will implement a best-practice framework for data governance to improve the City’s business intelligence, document and records management, collaboration between departments, and interactions with citizens. A data governance framework will enable trusted reporting and dashboards that empower departments to make data-driven decisions with live information. This initiative will improve data classification, data retention, data warehousing, system integrations and interfaces, and application reporting abilities.

4. Improve and modernize City facilities using sustainable building practices, energy-efficient systems, and resilient infrastructure. The City completed an energy-efficient lighting retrofit at the Police Department on October 31, advancing both regulatory compliance and sustainability objectives. The project replaced outdated fluorescent lighting with modern LED fixtures equipped with motion sensors and daylight harvesting controls, ensuring compliance with Assembly Bill 2208, which phases out compact fluorescent lighting statewide. This upgrade supports the City’s Sustainability Master Plan for Municipal Operations by reducing energy consumption, modernizing critical facilities, and improving operational efficiency. The project also leveraged federal Energy Efficiency and Conservation Block Grant (EECBG) funding to offset costs, demonstrating a fiscally responsible approach to infrastructure modernization while advancing long-term environmental goals.
Construction of Corporation Yard Remodel Phase 1 began on January 20, advancing the modernization of this critical City facility. The project includes renovation of administrative offices, breakroom, locker room, and restrooms, with reconfiguration of interior spaces to improve functionality, efficiency, and ADA compliance. Planned improvements include upgrades to Wi-Fi connectivity, lighting, electrical systems, FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

HVAC, and interior finishes, incorporating energy-efficient systems and durable materials designed to support long-term operations. These improvements strengthen the resilience of the Corporation Yard, enhance workplace safety, and support the City’s commitment to sustainable building practices and reliable infrastructure.

5. Ensure emergency operations and critical city services have reliable technology and facility infrastructure to maintain continuity during emergencies. 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. Reliable backup power is essential for business continuity at City Hall, which serves as the center of daily operations and emergency coordination. To address increasing utility outages related to extreme weather, grid instability, and Public Safety Power Shutoff events, the City is completing construction of the Standby Generator Project (CH-5067). The generator is scheduled to be commissioned by Quinn Power Systems on January 17, at which time it will be fully operational, ensuring uninterrupted City services during power disruptions. The system has been designed to accommodate future solar and battery integration, supporting long-term resiliency and sustainability goals. Planning is also underway for installation of a second generator at the Corporation Yard, with key switchgear procurement already authorized to reduce potential supply chain delays.

6. Develop and implement a Facilities Asset Management and Maintenance Strategy to ensure long-term operational efficiency and cost effectiveness. The City completed a competitive procurement process for an Enterprise Asset Management (EAM) system and is advancing toward contract award and implementation planning. Staff will be recommending award to the preferred vendor in late January, along with professional project management and change management support, to ensure a coordinated, organization-wide deployment. The EAM system will serve as a foundational platform used across departments, including Facilities, Fleet, Information Systems, and Public Works, to manage City assets through their full lifecycle. By standardizing workflows for asset tracking, preventive maintenance, work orders, compliance, and reporting, the system represents a significant transformation in how the City manages and plans for its infrastructure, shifting from siloed, manual processes to a unified, data-driven approach that supports informed decision-making and long-term stewardship.

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

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

As part of the Corporation Yard Renovation Phase 1 project, the City is upgrading its Building Management System (BMS). A BMS provides real-time visibility into building operations and utility usage, helping the City monitor energy consumption, identify inefficiencies, and achieve long-term cost savings. The system will collect live data from HVAC, electrical, and other building systems to generate usage reports, track trends, and support informed decision-making. A BMS also enables remote monitoring, diagnostics, and programming, allowing facilities staff to identify and address issues before on-site service is required. This improves response times, reduces downtime, increases operational efficiency.

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. Emphasis in seeking grants for all infrastructure projects continues. Please see Goal 1: Fiscal Management for updates on grants and received and in the pipeline.

Managed by the City Manager’s Office, the grants management program allows for centralized oversight of activities affecting various departments, with the assistance of subject matter experts and federal and state advocates.

2. Continue to emphasize water conservation measures.
City staff delivered messaging regarding water conservation via the City’s various communications channels, including social media (5 posts this fiscal year), City Scene Newsletter (4 articles) CableCast government channel, and the City’s website. The City continues to encourage water efficiency through various rebate programs, including those for low-flow toilets and recirculating water heaters. The City provided one hot water pump rebate, installed two smart irrigation controllers, converted 350 feet of irrigation lines to drip irrigation and completed 67 nozzle retrofits. Additionally, the City offers water surveys to help customers identify opportunities to reduce their FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

water consumption and promotes available rebate options. Four water surveys have been completed.

3. Develop major project work plans to prioritize, plan, fund, and execute infrastructure projects.
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. At this time, 64% of the water meters have been replaced.

4. Continue implementation of the Wastewater Master Plan. The implementation of the Wastewater Master Plan continues, with various conceptual design alternatives for the upgrades at the Water Reclamation Plant (WRP) being developed and investigated by Hazen and Sawyer. An RFP to select an Owner’s Advisor/Program Manager (OA/PM) was advertised and proposals were received on December 12, 2025. Interviews are scheduled for mid-January. Contract negotiations with the preferred OA/PM are expected to start in early February, and it is anticipated that the OA/PM will start work in early April by coordinating various work efforts and public workshops necessary to support evaluation of WRP alternatives and assist the District in selecting the recommended final scope of work for construction implementation. Additionally, the financial consultant, Fieldman, Rolapp & Associates will continue to provide financial advisory services to create a long-range financial plan to finance the WRP upgrades. A financial roadmap has been developed to outline scenarios for how to fund the upgrades to the plant.

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. Staff continues to implement the City’s Sustainability Management Plan (SMP) with support from a consultant, Rincon. In July 2025, staff presented the first SMP Annual Report to the City Council, providing a comprehensive update on progress during the first year of implementation. A Sustainability Coordinator team comprised of representatives from city departments, meets quarterly to identify feasible SMP projects for integration into Department Work Plans, ensuring alignment with organizational capacity and City Council goals and objectives. In the coming year, staff will continue to leverage Rincon’s expertise to maintain momentum and advance key sustainability initiatives, leaning on the consultant to provide more programmatic FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

support as well as grant identification and tracking support to fund the initiatives laid out in the SMP.

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

Updates provided under Goal 5: Technology and City Facilities

3. Expand clean energy initiatives, including electric vehicle infrastructure and energy-efficient building upgrades.
To advance the City’s clean energy goals, we purchased 8 additional Ford F-150 Lightning electric trucks, bringing the total to 20 electric vehicle replacements out of the 33 targeted for completion by 2026. This effort directly supports the initiative to expand electric vehicle infrastructure and reduce emissions across the City fleet.

4. Improve water conservation efforts through modernized infrastructure and water management solutions.
AMI will modernize the way water meters readings are collected with remote reading.

It will also provide customers with the ability to monitor for leaks so they can be corrected and water conserved.

5. Enhance public engagement and education on sustainability initiatives, including waste reduction and renewable energy programs.
The City is currently refining specifications for a fully electric Ford E-Transit van to be used as a mobile outreach unit to support community events, programs, and public engagement efforts. The van would serve as a highly visible platform for clean transportation and sustainability, reinforcing the City’s commitment to electrification while increasing public awareness at community events. As a mobile resource, the van would enable staff to deliver information, workshops, and services in neighborhoods throughout the City, improving access and supporting equitable community engagement. The E-Transit van also aligns with the City’s Sustainability Master Plan for Municipal Operations and forthcoming Climate Action Plan, advancing fleet electrification and emissions reduction goals. The City may also explore future enhancements, such as solar or battery-based capabilities, to support emergency preparedness outreach and mobile device charging during community events.

6. Increase the City’s use of technology to monitor, manage, and reduce environmental impact across municipal operations.
The City’s approach to technology infrastructure includes a focus on environmental impacts. Progress in various technology projects are listed under Goal 5: Technology and City Facilities.

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

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

Updates provided under Goal 5: Technology and City Facilities.

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

City staff continued to advance solid waste programs through service enhancements, targeted outreach, and community partnerships.
The City successfully completed the final phase of its transition to E.J. Harrison & Sons (EJH) for residential solid waste billing and customer service. Beginning in July 2025, EJH assumed full responsibility for these services, including the transition from monthly to bimonthly billing. The final monthly bills were issued in December 2025, and residents now receive solid waste bills every two months. EJH and City staff proactively communicated this change through advance website notices and the Winter 2025 Residential Trash Flash newsletter, resulting in minimal resident inquiries and a smooth transition. City staff continue to assist residents as needed to ensure ongoing customer support.
EJH continued its phased delivery of organics carts to households that do not yet have service, supporting compliance with SB 1383 and expanding access to organics recycling citywide. Cart deliveries are expected to be completed by Summer 2026, well ahead of the state’s compliance deadline, with residents receiving advance notice prior to delivery.
EJH conducted 10,047 waste audits citywide (9,246 residential; 801 commercial) to proactively prevent contamination and support SB 1383 compliance. These efforts resulted in 485 targeted contamination tags (341 residential; 144 commercial), with education provided to 100% of tagged customers. Outreach included material-specific literature, 108 in-person education visits, and 36 door-hanger packets for commercial customers, directly guiding residents and businesses on proper sorting and long-term compliance.
The City continued to strengthen partnerships to support recycled organic product procurement by working with the Pleasant Valley Recreation & Park District in June 2025 to utilize compost and mulch for district projects. This effort contributed significantly to meeting annual procurement targets, supported by a $30,000 organics voucher issued by the City for use in local parks.
Community outreach efforts continued throughout the year, including promotion of organics recycling programs at the July 12, 2025, Summer Concert event. City staff provided educational materials on food and organics recycling and the Free Compost and Mulch Program, distributing popular items such as countertop organics bins, recycling-themed giveaways, and City-branded materials to encourage participation. On July 12, 2025, the City promoted organics recycling programs at the Summer Concert event. Outreach focused on the Free Compost & Mulch Program and Food/Organics Recycling, with educational materials and program flyers made FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

available to attendees.
Staff continued promoting the Camarillo Organics Program – Free Compost and Mulch, providing residents and businesses with access to recycled organic products that support sustainable landscaping and organic waste diversion. Through this program, the Pleasant Valley Parks voucher, and the use of a direct service provider, the City successfully met its 2025 SB 1383 organic procurement requirements. Staff continued to promote 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.

Through this program, City projects, the voucher issued to the Pleasant Valley Parks and Recreation, and using a Direct Service Provider through Agromin, the City was able to meet the 2025 SB 1383 procurement requirements, by procuring 3248.44 tons of organic material.
Continued to expand youth education through The EcoHero Show, reaching students at seven local school sites with engaging presentations focused on recycling, waste reduction, and sustainability.

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.
The City made substantial progress toward transitioning general-use vehicles to electric, hybrid, and other environmentally friendly technologies, replacing 20 of the 33 vehicles originally targeted for replacement with electric vehicles by the end of 2026. This effort supports long-term reductions in greenhouse gas emissions and aligns with the state’s broad clean transportation policies, including the California Air Resources Board’s (CARB) ongoing direction to expand zero-emission vehicle fleets and related strategies to reduce mobile-source emissions and improve air quality.

California’s regulatory and incentive framework encourages fleets to adopt zero- emission technologies and move away from conventional combustion engines where feasible, advancing statewide climate and public health goals. By accelerating the adoption of electric fleet vehicles, the City is strengthening its sustainability leadership, reducing its carbon footprint, and creating a cleaner, healthier environment for community residents and visitors.

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 FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

through staff assistance and provision of efficient processing of proposals.

FY 25/26 Objectives

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

Staff are implementing the Economic Development Strategic Plan (EDSP) through direct project support, measurable marketing, process improvements, and industry-cluster development.
Marketing Camarillo: ChooseCamarillo.com continues to serve as the City’s primary business-facing platform. From July–December 2025, the site generated approximately 1,900 users, 2,400 sessions, and 3,400 page views. These metrics establish a baseline for more targeted and aggressive marketing in 2026. Major project implementation: Staff held weekly coordination meetings with Costco to keep the project on schedule, identify issues early, and maintain cross-department alignment. Staff also supported the Tesla Collision Center by assisting with LOMR/FEMA coordination, including during periods of federal government shutdown, to help maintain project momentum.
Permitting transparency and accountability (OpenGov): Staff advanced process improvements that increase transparency for applicants and property/business owners, including the ability to add owners as OpenGov “guests” so they can track project status, review cycles, and outstanding submittals in real time. This improves customer service, reduces confusion, and helps clarify when delays are due to incomplete applicant or contractor submittals versus City processing. Advanced industry focus: Staff are also implementing EDSP cluster strategies by helping shape Camarillo’s emerging focus on advanced aerospace and autonomous systems, including coordination with partners and engagement with airport-related innovation efforts to support high-wage job growth and inform 2026 business attraction and marketing outreach.

2. Retain and expand a diverse and healthy business environment in the City. Staff continue to support business retention and expansion through early coordination, direct assistance, and cross-departmental problem solving. A central tool in this effort is the City’s business consultation meeting program, which brings together a standing interdepartmental team to provide clear direction on entitlements, permits, and operational requirements before significant time or capital is invested.

Between July 2025 and January 2026, staff facilitated eight business consultation meetings supporting a range of projects, including industrial ground-up development, in-town business relocation, restaurant remodels and tenant improvements, office tenant improvements, temporary commercial parking, office-to-day-care conversion, and a new children’s recreation facility. These consultations help identify issues early and support timely project advancement.

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

Combined with ongoing outreach to existing businesses and property owners, these efforts strengthen Camarillo’s business environment by improving transparency, reducing uncertainty, and supporting reinvestment across multiple sectors.

3. Seek opportunities for touristic growth, strengthening the City’s transient occupancy tax and other tourism related sources of revenue. Since July, Camarillo’s lodging market has continued to perform strongly relative to comparable markets, despite broader national travel headwinds, including federal government disruptions and reduced international travel. Camarillo’s year-to-date average hotel occupancy is approximately 77 percent, compared to approximately 71 percent countywide and 68 percent statewide. This places Camarillo among the highest-performing lodging markets in California in terms of occupancy, indicating sustained visitor demand even during a challenging travel environment.

At the same time, Camarillo’s average daily rate was approximately $145, which remains significantly lower than the statewide average of roughly $190 and the Ventura County average of roughly $183. This combination of high occupancy and comparatively lower room rates highlights both Camarillo’s strong competitive position and the opportunity to strengthen Transient Occupancy Tax performance through expanded room inventory, higher-yield lodging products, and diversified visitor segments as new hotels come online.
City staff continue to actively support tourism-related growth by working directly with the Mian Plaza development team to advance completion and opening of the Home2 Suites and associated conference center, which remains under construction. Planned efforts to attract conferences, trade shows, and group travel tied to this facility are on hold until opening. Once operational, the Mian Plaza Embassy Suites and Home2 Suites will add new rooms to Camarillo’s hotel inventory and introduce facilities designed to support longer stays and higher-value visitation. In addition, City staff are processing an application for a Courtyard by Marriott at the Camarillo Premium Outlets, which is currently under review and not yet entitled.

In parallel, staff continue coordination with Visit Camarillo and Ventura County Coast to align City initiatives with regional tourism promotion. Staff are also collaborating with countywide economic development partners, including the Ventura County Economic Development Collaborative, to develop a sports tourism framework related to the FIFA World Cup and the 2028 Olympic Games. Additionally, staff applied to FIFA World Cup to designate Dizdar Park as a public viewing location, subject to selection. The park’s proximity to the Camarillo train station provides regional rail access and positions the site as a transit-adjacent viewing opportunity that can support visitor activity in the surrounding area.

COMMUNITY RELATIONS
GOAL: It is the goal of the City Council to strengthen community engagement through open communication, effective outreach, and FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

enhanced opportunities for connection between the City and community members.

FY 25/26 Objectives

1. Engage youth regarding issues that concern them and develop future leaders. City staff facilitated a two-part Civic Engagement workshop for the Teen Advisory Board, during which students developed a vision and ideas for meaningful civic participation in Camarillo, including enhanced opportunities to engage with their local government and City Council. The workshops
generated significant enthusiasm among
participants, prompting the Library to establish a
new Teen Civic Engagement Club that is now
meeting every other Tuesday. This ongoing club
provides a structured platform for students to plan
and implement the civic engagement activities
and initiatives identified during the initial workshop
series, creating sustained opportunities for youth
leadership development and community
involvement. Additionally, the club will create
opportunities for Camarillo youth to be engaged in
learning opportunities with City staff and
Councilmembers.

2. Seek opportunities for community engagement as outlined in the Community Engagement Guidelines and through improved technology.
Since March 2023, staff conducted 454 Desalter tours, engaging over 900 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 2026. Staff is also developing a “virtual tour” of the desalter that will be posted on the City’s website.
The 2026 Las Personas Community Academy will
begin on January 26, 2026, at the Camarillo Public
Library. The six-week program is open to participants
age 16 and older who live, work, or attend school in
Camarillo, and will cover key topics including City
Management, City Council, Public Works, Finance,
Public Safety, Economic Development, and Community
Engagement. Applications are now open and will
remain available until the program is full. Space is
limited, so interested community members are
encouraged to apply early at
cityofcamarillo.org/communityacademy.

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

FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

The City advanced public awareness and accessibility through robust digital outreach and community engagement. Email campaigns achieved a 68% open rate, social media followers grew by 24%, and impressions surged 370%, reflecting stronger engagement. Staff guided communications for key initiatives, including the General Plan Update, OPV litigation, the trash and recycling transition, and the OpenGov permitting system launch.
Community connection was further strengthened through events such as the summer concerts at Constitution Park, staff participation in the Camarillo Police Department’s Trunk-or-Treat event at the Community Center, Library involvement in Santa’s Village following the Christmas Parade, and an Emergency Food Drive in partnership with Food Share Ventura County. These combined efforts underscore the City’s commitment to transparency, accessibility, and meaningful engagement with residents.

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.
Staff maintain continual, proactive coordination with key local, regional, state, and federal partners, often arranging meetings with key community stakeholders and organizations. The City Manager supports this effort by helping ensure interagency communication is timely and aligned with City priorities, including bringing relevant updates and coordination needs into regular staff meetings as needed. Council representation on external boards, committees, and regional entities remains an important component of this goal by ensuring Camarillo’s interests are represented in ongoing discussions related to service delivery, infrastructure, funding, and regional planning. Councilmembers serving on external agency boards help strengthen relationships with partner agencies and share relevant updates with the City Council and City staff to support coordinated decision-making.

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.
City staff together to review and provide comments to modify AB 367 legislation (approved by State) related to water infrastructure to ensure City interests are met FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

and ensure that redundant requirements weren't required of the City, which protects rate payers.
City Public Works staff are protectively engaged with the Regional Water Quality Control Board as part of CSD wastewater operations to ensure City/CSD environmental contributions to removing salts from the watershed and groundwater are acknowledged as part of ongoing NPDES permit negotiations.

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.

City staff continue to monitor campus growth, student demographics, and workforce development opportunities in collaboration with CSU Channel Islands (CSUCI). CSUCI enrollment stabilized, with fall 2025 enrollment increasing to 4,924 students from 4,880 in fall 2024.
The fall 2025 student body maintained a population of 61.7% female, 62% Latinx, and 60% first-generation college students, with 84.5% 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: 438 students in Computer Science, 544 in Health Science, 561 in Nursing, 487 in Business, 304 in Biology, and 194 in Sociology. Psychology continues to be the largest program, with 813 students.
4000
4500
5000
5500
6000
6500
7000
7500
Fall 2019 Fall 2020 Fall 2021 Fall 2022 Fall 2023 Fall 2024 Fall 2025 CSUCI Student Headcount
FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

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.
The City meets regularly with the Ventura County Director of Airports to maintain open communication and proactively advocate for Camarillo’s interests in accordance with the 1976 Joint Powers Agreement. The first public meeting was held in October to present an overview of the Camarillo Airport Approach and Procedure Analysis Study to discuss three potential flight procedure adjustments aimed at reducing aircraft noise. Community feedback was gathered during the session, and materials from the meeting—including the presentation and recording—are available on the Study website. The project team will continue refining the proposed procedures and developing additional options, with the next public meeting anticipated in early 2026.

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.

Staff will continue to seek opportunities to partner with public agencies serving the Camarillo community to carry out the goals and objectives of the City Council’s Strategic Plan.

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.
0 100
200
300
400
500
600
700
800
900
Program
Computer Science Health Science Nursing Business Biology Sociology Psychology Program Enrollment
FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

The City remains in contact with the Pleasant Valley Recreation and Park District (PVRPD) to support planning efforts related to a Senior Center and broader community recreation facility needs. At a board meeting in July, PVRPD discussed pursuing a more cost-effective redesign approach and identifying additional funding opportunities. The City will continue to coordinate with the District and be prepared to assist and engage further when PVRPD is ready to move forward.

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.
The City continues to advocate for the preservation and expansion of military commands and related employment and assets in Ventura County through ongoing participation in Regional Defense Partnership (RDP) meetings and coordinated regional discussions. The Mayor remains actively engaged as a board member, representing Camarillo’s interests and supporting continued collaboration with military, federal, and community stakeholders to strengthen and retain key defense- related operations and economic activity in the region.

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.
Consultants from Rincon have provided targeted support to the Human Resources Team, including high-level review of draft employee commute program updates, identification of LinkedIn Learning courses to support sustainability education, and research on Bike-to-Work and related employee engagement opportunities.

Continued progress is anticipated through the remainder of FY 2026 including Bike- to-Work programming, sustainability training resources incorporated into new employee orientation, and employee incentives tied to sustainable 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. The City successfully launched the Leading-Edge Leadership Academy in September 2025, with its inaugural cohort of 38 employees completing the program in December 2025. To sustain momentum and reinforce applied learning, the City will continue engaging this cohort through quarterly Leadership Lunch & Learn sessions beginning FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

in March 2026, along with additional workshop modules taking place on a quarterly basis in the Spring. These efforts support ongoing professional development, peer connection, and real-world application of leadership concepts.

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.
The City will continue building on the completed foundational work to expand professional development opportunities and strengthen performance management practices across the organization. Key initiatives include continued development of a structured training matrix aligned with job classifications, core competencies, and skill progression, as well as expanded leadership, cross-training, and skill-building opportunities for employees at all levels.

Human Resources will also continue working with its consultant to evaluate and enhance the City’s performance management process, including refinement of performance evaluation templates and improved alignment with organizational goals and employee development plans. This work will support the phased implementation of the NeoGov Perform module and establish a more consistent, meaningful, and development-focused approach to performance evaluations citywide.

4. Enhance the onboarding experience through a comprehensive program that fosters interdepartmental collaboration, promotes organizational culture, and offers inclusive New Employee Orientation sessions.
Significant progress has been made in enhancing the City’s onboarding experience to ensure new employees feel welcomed, informed, and connected from day one. The City successfully updated the NeoGov Onboard module and developed and launched our Employee Benefits guide standardizing the onboarding process and ensuring all required onboarding materials are completed and reviewed by new hires prior to their first day of employment.

In addition, Human Resources now conducts individualized onboarding sessions with all new hires on their first day. These sessions reinforce organizational culture, review key policies and resources, and provide opportunities to address questions, helping new employees start their roles with clarity and confidence.

Building on these efforts, Human Resources is developing a more comprehensive, citywide New Employee Orientation program designed to foster interdepartmental collaboration and deeper understanding of City operations. The expanded orientation will incorporate department missions, sustainability initiatives, and City Council priorities. This enhanced orientation program is scheduled to be offered on a quarterly basis beginning Spring 2026.

5. Review and enhance policies to ensure all employment policies and procedures are legal, inclusive, transparent, accessible, communicated and consistently FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

applied.
A proposed comprehensive revision of the City’s Personnel Rules is currently under review by City Leadership to ensure alignment with applicable laws, best practices, and organizational standards. Following legal review, the updated Personnel Rules are anticipated to be presented to the policy committee and City Council for consideration prior to the end of FY 2026.
To further support transparency and accessibility, Human Resources has launched a centralized HR SharePoint site to improve employee access to personnel policies, procedures, and related guidance. This platform will continue to be refined as information updates are finalized and will serve as the primary reference hub for employment-related policies.

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. The City completed its first Employee Experience Survey to better understand employee perspectives, identify organizational strengths, and surface opportunities for improvement across the organization. Survey results were shared with employees in December 2025 and made accessible through the Human Resources SharePoint page to promote transparency and encourage ongoing dialogue.

Following review of the results, Human Resources facilitated discussions with City Leadership to identify actionable recommendations. A key outcome included expanding Meet and Discuss efforts by conducting quarterly sessions with staff to provide more consistent opportunities for feedback, collaboration, and shared problem-solving.

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.
Based on feedback from the Employee Experience Survey, a Citywide Wellness Committee was recommended and supported by leadership. The committee has been established and will begin advancing employee wellness initiatives in 2026, with a focus on supporting well-being holistically.

8. Perform regular salary and benefits benchmarking to maintain competitive compensation packages and offer additional voluntary benefits based on employee interest and market trends.
Human Resources continues to conduct targeted salary studies for various classifications within the City’s salary schedule. These ongoing analyses support informed decision-making related to compensation adjustments, recruitment and FY 2025/26 Strategic Plan Mid-Year Progress Update
January 28, 2026

retention efforts, and alignment with comparable agencies.

In addition, the City completed a Request for Proposals for a comprehensive benefits review and selected a vendor, with contract award anticipated in early 2026. This review will assess current benefit offerings, market competitiveness, and opportunities to expand voluntary benefits based on employee interest and prevailing market trends.

Together, these efforts reinforce the City’s commitment to a competitive total rewards strategy that supports workforce attraction, retention, and long-term organizational success.
“Dedicated to providing effective and efficient
municipal services that promote a high quality of life, economic vitality, and a safe environment for all.”
- City of Camarillo Mission Statement