Camarillo City Council
AGENDA REPORT
Date: May 13, 2026
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Carmen Nichols, Assistant City Manager
Subject: Review Progress on FY 2025/26 Strategic Plan-City Council Goals and Objectives (Third Quarter) and Adopt FY 2026/27 Strategic Plan: Council Goals and Objectives
BACKGROUND
The City Council Strategic Plan-Goals and Objectives is a shared roadmap for strengthening the organization, improving and sustaining City services, and delivering results that reflect the community priorities and values. The plan is designed to provide clear direction to guide Citywide efforts, align priorities across departments and the organization, and ensure limited resources are invested in the most important and impactful initiatives.
On June 11, 2025, the City Council adopted the FY 2025/26 Strategic Plan (Attachment 1), which expanded upon existing goals and objectives and introduced new ones not reflected in prior plans. These updates aligned City Council expectations with major projects and work efforts currently underway, as well as those anticipated.
Each year, City Council evaluates progress toward the Strategic Plan. On January 28, 2026, the City Council received an update on the progress made on the FY 2025/26 Strategic Plan for the period of July-December 2025 (Attachment 2). For City Council review, discussion, and direction, this Agenda Report provides an update on the progress of action strategies for the periods between January-March 2026.
Additionally, at the January 28 meeting, City Council provided input to be considered for staff’s preparation of the DRAFT FY 2026/27 Strategic Plan (Attachment 3), which is presented to City Council for review, further direction, and/or adoption.
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DISCUSSION
FY 2026/27 Strategic Plan-Goals and Objectives
The DRAFT FY 2026/27 Strategic Plan (DRAFT Plan) is comprised of eleven goals and several objectives offering the highest quality services for the community. The DRAFT Plan carries out Council’s continued focus on all eleven values with an emphasis on Fiscal Management, Public Safety and Emergency Resilience, Natural Resource Infrastructure Management, and Sustainability and Environmental Stewardship.
The DRAFT Plan is designed to provide clear direction to guide Citywide efforts, align priorities across departments and the organization, and ensure limited resources are invested in the most impactful initiatives. The existing Action Strategies continue to be considered for resources or are currently underway in development or implementation stages. Effective action strategies evolve into ongoing services and are absorbed in the operations or are completed as one-time projects.
City Council is requested to review the DRAFT Plan which considers City Council’s input from the January 28 meeting, creating some new or refined Objectives. The DRAFT Plan also includes edits intended to streamline the document and eliminate duplication. The DRAFT Plan is submitted in a redline format so changes to Objectives are transparent and visually clear. Staff will provide a presentation and explain the major revisions.
FY 2025/26 Strategic Plan - Quarter 3 Performance
The following information provides updates on new major accomplishments that took place during the reporting period (January – March 2026), adding to the progress reported on January 28 (Attachment 2).
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.
Grants & Appropriations
Administrative Services
U.S. House of Representatives – FY 2026 Community Project Funding – Awarded - $1,145,144 for City Hall Hybrid Microgrid
California Office of Emergency Services – State & Local Cybersecurity Grant Program (SLCGP) – Under Review - $213,500 for cybersecurity modernization
U.S. House of Representatives – FY 2027 Community Project Funding – Under Review - $1,500,000 to modernize the City’s radio network City Council Strategic Plan - Review and Discussion
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Internal Revenue Service Commercial Clean Vehicle Credit – Calendar Year 2025 EV Purchases – Under Review – $45,000
Housing & Homelessness
CA Housing Community Development Department – Homelessness Housing Assistance and Prevention Round 6 – Case Management Services – Under Review - $339,000 for housing retention case management Camarillo Public Library
California State Library – Lunch at the Library Summer 2026 – Awarded - $4,135
California State Library & Southern California Library Cooperative – EmPOWERing Access Project – Awarded - $2,300 – early literacy project (Spectrum Light Lab)
California State Library & California Library Association – USA 250 – Reimbursement Awarded - $3,500 for Declaration of Independence celebration programming
Transportation
U.S. Senate – FY 2027 Congressional Directed Spending – Under Review - $2,000,000 for Las Posas Bridge
U.S. Department of Transportation – Better Utilizing Investments to Leverage Development Grant Program (BUILD) – Under Review - $20,000,000 for replacement at Las Posas Bridge
Water & Wastewater
U.S. Congress - Water Resources Development Act of 2026 – Under Review - $5,100,000for the Charter Oak Pump Stations
U.S. Congress – Water Resources Development Act of 2026 – Under Review - $11,000,000 for Well E and F
U.S Senate – FY 2027 Congressional Directed Spending – Under Review - $2,000,000 for the replacement of the sewer forcemain and pump stations Financial Advisor
In December 2025, the City issued a request for proposals for financial advisory and debt management consulting services to support development of a Strategic Financial Plan aligned with the Capital Improvement Program. The City received four proposals and interviewed two firms. The contract was awarded to Fieldman, Rolapp & Associates in February 2026.
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COMMUNITY ENRICHMENT
GOAL: It is the goal of the City Council to provide a safe and enriched environment where people can live, work and play.
Healthy Camarillo Initiative
Following a competitive procurement process, Chapman Consulting was selected to support the Healthy Camarillo Initiative. Staff are coordinating with the consultant to plan a project kickoff meeting with the Healthy Camarillo Steering Committee, including partners from the Camarillo Health Care District and Pleasant Valley Recreation and Park District.
Dizdar Park Grand Opening
Dizdar Park opened on March 21, 2026, and includes artwork commemorating Ventura County Fire Station No. 54. The event drew over 200 attendees and expanded access to park services. Publicity efforts contributed to increased park usage since opening, and community feedback has been positive regarding the renovated park.
Community Service Grants
The City received 22 applications for FY 2026/27 Community Service Grants and six applications for Community Event Grants. Funding requests will be presented to the City Council at the June 2026 Annual Budget Workshop.
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.
Homeless Strategic Plan
The City Council adopted the Homelessness Strategic Plan in January 2026 following a comprehensive planning process that included community engagement, stakeholder collaboration, and multiple rounds of Council input. The plan establishes 11 goals aligned with the City’s Housing Element to guide homelessness response efforts. Staff are now transitioning to implementation.
Encampment Resolution Fund Grant Activity
Encampment Outreach: Since February 2025, Project H.O.P.E. has conducted weekly outreach at the encampment in partnership with the Ventura County Sheriff’s Office mobile outreach unit, providing onsite case management and improving client engagement with services.
Employment Development: The City and Project H.O.P.E. partnered with the Workforce Development Board to implement weekly workforce orientations at the Camarillo Library City Council Strategic Plan - Review and Discussion
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and a referral system for real-time coordination. Seven clients are actively participating in employment services.
Housing Outcomes: Two households (three individuals) were placed into permanent affordable housing, resulting in the removal of two vehicles and one RV from the encampment. One client was placed in recuperative care and is pending transitional housing. One household has a pending application, and two households are rental-ready and actively searching for housing.
Project H.O.P.E. Housing Outcomes
Project H.O.P.E. permanently housed seven households (10 individuals), with $6,157 in move-in assistance provided to five households. One client was placed in recuperative care, and two housing vouchers were secured, with ongoing efforts to place those households.
Barry Street Interim Supportive Housing
Staff developed the operational framework for the Barry Street Interim Housing facility, including policies, procedures, an operations plan, and a participant occupancy agreement outlining residency terms and program requirements. The framework was presented to the Public Safety and Emergency Preparedness Committee for review. Final program documents will be completed upon facility opening. Project H.O.P.E. will provide onsite services, including intake, case management, and housing navigation.
Arneill Road Permanent Supportive Housing Project
Staff continues to advance the Arneill Road Permanent Supportive Housing project using Encampment Resolution Fund grant. Bid documents have been finalized with S.L.
Leonard and RRM. Preliminary site work, including tree removal and potholing for electrical service, has been completed. Asbestos testing and slab removal were completed, and the site is being prepared for clearing and grubbing.
On April 4, 2026, the Notice Inviting Bids was published on PlanetBids, with 121 vendors notified. Bids are due on May 14, 2026.
2026 Homelessness Point-In-Time Count
Preliminary 2026 data from the Ventura County Continuum of Care shows 1,755 individuals experiencing homelessness countywide, an 11.8% decrease from 2025 and 28% decrease since 2023. Unsheltered homelessness decreased by 15.1%.
In Camarillo, 69 individuals were counted, down from 90 in 2025 (23.3% decrease).
Unsheltered individuals decreased from 79 to 68 (13.9%), and sheltered individuals decreased from 11 to 1 (90.9%) as the hotel voucher program concluded and individuals transitioned to permanent housing. Camarillo achieved a 95.6% survey response rate among unsheltered individuals. A final report is expected in May 2026 Community Emergency Response Team (CERT) Program
Twenty-five participants completed CERT training in October 2025 and were recognized by the Mayor at the January 12 City Council meeting. An additional 23 participants are City Council Strategic Plan - Review and Discussion
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scheduled to graduate on April 25 at the Ventura County Fire Department Regional Training Center, including participation in a multi-city disaster simulation exercise.
LAND USE, TRANSPORTATION, TRANSIT AND COMMUNITY
DEVELOPMENT
GOAL: It is the goal of the City Council to:
1. Plan appropriate land uses, transportation network and transit systems
2. Provide opportunities to redevelop and develop commercial, industrial and residential areas to improve services, businesses and housing, and to deter and alleviate blight.
Camarillo Commons
Staff continues outreach and communication with property owners in the Camarillo Commons area to ensure the Strategic Plan reflects property owner input, market conditions, and site-specific opportunities and constraints. Concurrently, staff is advancing an update to the Strategic Plan to align land use policies, development assumptions, and implementation strategies with current market conditions, State law, and the City’s vision. An RFP for these services was released on PlanetBids on April 17, 2026, and will close on May 22, 2026. A Professional Services Agreement is anticipated to be presented to the City Council in June, with a projected start date of July 1, 2026.
Zoning Ordinance Amendment
Staff prepared a zoning ordinance amendment for commercial and industrial districts to clarify requirements, streamline review processes, ensure consistency, remove obsolete uses, and increase flexibility in development standards. The amendment was reviewed by EDLUC on August 28, 2025, and the Planning Commission on December 2, 2025.
The City Council adopted Ordinance 2037 on March 11, 2026, effective April 10, 2026.
The Fairing Project
The Faring Project (IPD-412) includes a tract map to subdivide a 46-acre site into seven lots and a Conditional Use Permit for an automated tunnel car wash. The applicant also requested modifications to reduce building sizes and adjust site design, including a 25,000-square-foot reduction to the dealership and reduced industrial space while maintaining a campus-style layout.
The Planning Commission recommended approval on February 3, 2026, and the City Council approved the project on March 11, 2026. An SEIR addendum was prepared.
Calixa Apartments
Construction of 385 apartment units, including 20 very low-income and 20 moderate- income units, is nearing completion. All units are anticipated to be completed by the end City Council Strategic Plan - Review and Discussion
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of April. All very low-income units and five moderate-income units have been leased and are occupied.
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.
City Hall Standby Generator
The City Hall standby generator was commissioned on January 17 by Quinn Power Systems and is fully operational, ensuring continuity of City services during power disruptions.
Enterprise Asset Management (EAM)
On February 11, the City Council awarded a contract to NEXGEN for implementation and software licensing of an Enterprise Asset Management system. The project was initiated on March 16. Implementation is expected to take approximately 14 months, with a targeted go-live in April 2027. The system will support asset lifecycle management across multiple departments, including Facilities, Fleet, Information Systems, and Public Works.
Facility Upgrades
Lactation Room: Staff initiated improvements at City Hall to construct a dedicated lactation room in compliance with California Labor Code requirements. The space is designed to meet standards for privacy, accessibility, and functionality, and is expected to be operational before the end of the fiscal year.
Corporation Yard Remodel: Construction of Phase 1 of the Corporation Yard Remodel began on January 20 and remains on schedule. This phase includes upgrades to administrative offices, breakroom, locker room, and restrooms, along with interior reconfiguration to improve functionality, efficiency, and ADA compliance. Additional improvements include upgrades to Wi-Fi, lighting, electrical systems, HVAC, and interior finishes, with a focus on energy efficiency and long-term durability. These improvements enhance facility resilience, workplace safety, and overall operational performance.
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.
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3. Protect health and safety through the collection and treatment of domestic, commercial, and industrial wastewater, while achieving full regulatory compliance.
Water Reclamation Upgrade
On April 8, 2026, the Camarillo Sanitary District Board approved an agreement with Jacobs Project Management Company to serve as Owner’s Advisor/Program Manager for the Wastewater Reclamation Plant upgrades. The consultant will develop recommendations on next steps for Board consideration. A project chartering meeting with City staff is scheduled for May, followed by a workshop with the Sanitary Board in July.
Charter Oaks Pump Station
The City conducted mailed outreach and two neighborhood meetings (105 total attendees) to gather input on pump station siting at Charter Oak Park, with strong preference for Location Option 2 and limited support for adding restroom facilities.
Feedback primarily focused on location, aesthetics, sound control, and minimizing impacts to park use and surrounding residences, which will inform the next phase of project design. The project is critical to improving water system reliability and supporting expanded use of locally produced water from the North Pleasant Valley Desalter.
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.
Solid Waste – Customer Service and Billing Transition
The City completed the transition of customer service and billing operations to E.J.
Harrison & Sons. Beginning in January 2026, residential customers began receiving bimonthly billing statements, completing the transition. No issues or concerns were reported, and City staff continue to assist residents with solid waste and recycling inquiries.
Solid Waste – Expansion of Free Compost & Mulch Voucher Program In April, the City expanded the Free Compost & Mulch Voucher Program to include up to five prefilled bags of Organic Harvest Compost 100 (1 cubic foot each). The program continues to offer bulk compost and mulch options and now accommodates a wider range of residential needs.
Solid Waste – Community Education at Love Your Planet (Earth Day) Event On April 25, staff participated in the Love Your Planet Earth Day event at Camarillo Grove City Council Strategic Plan - Review and Discussion
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Park. Staff provided hands-on activities to promote the City’s compost and mulch programs, including the expanded voucher program. Residents participated in planting activities using biodegradable materials and received information on composting and sustainable practices.
Solid Waste – Enhanced Compost Bin Program
The Compost Bin Program was integrated into OpenGov, enabling residents to submit applications and payments online. This update replaces the paper-based process, improves processing efficiency, and allows for faster delivery of bins by E.J. Harrison & Sons.
ECONOMIC DEVELOPMENT
GOAL: It is the goal of the City Council to maintain a positive environment for new business, expansion and retention of existing businesses through staff assistance and provision of efficient processing of proposals.
Choose Camarillo Website Updates
Staff launched a new aerospace and defense webpage on ChooseCamarillo.com to highlight Camarillo’s strengths in advanced manufacturing and support targeted business attraction efforts. This update aligns with regional initiatives focused on aerospace, defense, and autonomous innovation.
Costco
Staff continues coordination with Costco on project delivery. The gas station is expected to open during the first week of May, marking a key project milestone.
Film Production Opportunities
Presented an update on film production opportunities to the Economic Development and Land Use Committee on April 23. Based on Committee direction, staff will incorporate a film-readiness component into the Economic Development Strategic Plan update, focusing on process improvements, permitting timelines, and clearer communication of the City’s film assets and procedures.
COMMUNITY RELATIONS
GOAL: It is the goal of the City Council to strengthen community engagement through open communication, effective outreach, and enhanced opportunities for connection between the City and community members.
Teen Civic Engagement Club
The Camarillo Public Library launched a Teen Civic Engagement Club that meets twice monthly to promote youth involvement in local government. From January through March, City Council Strategic Plan - Review and Discussion
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the Club held eight meetings featuring speakers from multiple City departments.
Participants also met with Mayor David Tennessen and Councilmember Susan Santangelo. On March 31, seven participants visited City Hall using Dial-A-Ride, where they received a facility tour, reviewed a mock City Council agenda, and practiced public speaking.
Las Personas Community Academy
The 2026 Las Personas Community Academy launched in January at the Camarillo Public Library. The six-week program, offered for the third consecutive year, provides residents with an overview of City operations, policy-making, and services to support civic engagement. The 2026 cohort was recognized at the March 11 City Council meeting. The program is planned to continue in 2027.
Public Outreach
From January through March, the City expanded public outreach through digital and community engagement efforts. Email campaigns, including three CityScene newsletters and five news releases, achieved an average 66% open rate. Social media followers increased by 23% since October 2025. Staff supported communications for key initiatives, including the General Plan Update, OPV litigation, and the Dizdar Park Grand Opening.
NPV Desalter
The City’s Public Works Department, in partnership with its video production consultant, Pegasus Studios, released a Virtual Tour of the Camarillo Desalter. The video, available on YouTube and the city’s website, highlights the operation of the Camarillo Desalter facility located at the corner of Las Posas and Lewis Roads.
The tour follows the journey of water as it is pumped from a groundwater basin approximately one mile away, treated and purified at the facility, and ultimately delivered to homes and businesses throughout the city. Narrated by Public Works Director Dave Klotzle, the video showcases how Camarillo utilizes advanced technology to provide safe, high-quality water across its service area.
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.
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Legislative Advocacy Day
Organized and executed the annual advocacy visit to Washington D.C., facilitating meetings with the City's congressional delegation and U.S. Environmental Protection Agency to advance Camarillo's priorities and address policy concerns.
Conducted strategic meetings with the City’s State delegation, the Assembly Committee on Water, Parks & Wildlife, and the Department of Water Resources in Sacramento to advocate for the City's fiscal and legislative priorities.
EMPLOYEE RELATIONS
GOAL: It is the goal of the City Council to maintain an optimum work environment through competitive salaries, benefits, training, and inclusivity.
Employee Development and Organizational Improvements
Biometric Health Screening Event: Launched a biometric health screening event to support employee wellness through preventive health and awareness.
Employee Personnel Process Improvements: Implemented the Naviline Personnel Action Form (PAF) to transition personnel actions to an automated workflow, improving efficiency, transparency, and accountability.
Automated Employee Evaluation Reminder System: Implemented an automated system to support timely performance evaluations through supervisor notifications and milestone reminders.
Lunch & Learn Professional Development Series: Launched a citywide professional development series, with the first session held on March 26, 2026, focused on the book The Curiosity Curve by Dr. Debra Clary regarding leadership and communication.
LinkedIn Learning Pilot: Implemented a LinkedIn Learning pilot program providing employees with on-demand access to professional development resources, with 39 employees enrolled.
Citywide HR SharePoint Page: Launched a centralized HR SharePoint hub to improve access to policies, resources, and employee information.
Revision and Update of Department Class Descriptions: Updated department job classifications and class descriptions to improve alignment, clarity, and recruitment competitiveness.
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FISCAL IMPACT
There is no budget impact as a result of this action.
CEQA DETERMINATIONS
Not applicable
RECOMMENDATION
1. Review and provide input on the progress of FY 2025/26 Strategic Plan-City Council Goals and Objectives.
2. Review, provide input, and/or adopt the FY 2026/27 Strategic Plan-City Council Goals and Objectives.
ATTACHMENTS
1. FY 2025/26 City Council Strategic Plan
2. FY 2025/26 Strategic Plan Mid-Year Progress Report
3. DRAFT FY 2026/27 City Council Strategic Plan (redline) REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None