C I T Y O F
C A M A R I L L O
F I S C A L Y E A R 2 0 2 6 - 2 0 2 7
B U D G E T
Budget Award .................................................................................................................. 1 Budget-at-a-Glance .......................................................................................................... 2 EXECUTIVE SUMMARY ........................................................................
Directory of City Officials and Organizational Structure .................................... 4 City Mission Statement and Goals ....................................................................... 5 Performance Measurements ................................................................................. 7 Executive Transmittal Letter ................................................................................ 11 City Profile ...................................................................................................
City Profile and History ....................................................................................... 31 Budget Summary .........................................................................................
Budget Process and Fund Structure ..................................................................... 40 Budget Summary by Organization and Fund ....................................................... 53 Reserve Analysis .................................................................................................. 55 Revenue Summary by Organization and Fund .................................................... 56 Expenditure Summary by Organization and Fund ............................................... 59 Revenues by Type - All Funds ............................................................................. 61 Expenditures by Function - All Funds ................................................................. 62 Trends and Assumptions for Key Revenue .......................................................... 64 Revenue Detail by Type ....................................................................................... 69 Expenditure Detail by Function ........................................................................... 71 Expenditure Summary by Division ...................................................................... 73 Long-Term Debt Payment Schedule .................................................................... 77 Interfund Transfers ............................................................................................... 78 Full-Time Equivalent Employees ........................................................................ 80 Operating Budget Calendar .................................................................................. 82 CITY OF CAMARILLO ...........................................................................
General Fund ...............................................................................................
Five-Year Forecast ............................................................................................... 83 Revenues .............................................................................................................. 85 Expenditure Detail
City Council ............................................................................................. 88 City Manager ............................................................................................ 90 City Clerk ................................................................................................. 97 City Attorney ............................................................................................ 101 Community Relations ............................................................................... 103 Emergency Operations Center ................................................................. 107 Finance ..................................................................................................... 111 Human Resources ..................................................................................... 114
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
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Community Development ........................................................................ 118 Code Compliance ..................................................................................... 122 Police Services ......................................................................................... 125 Disaster Assistance Response Team (D.A.R.T) ....................................... 128 Building and Safety .................................................................................. 129 Public Works ............................................................................................ 131 Cultural Arts Services - Community Support .......................................... 144 Community & Human Services ............................................................... 136 City Parks and Facilities ........................................................................... 149 Library Operations ................................................................................... 150 Major City Facilities ................................................................................ 146 Economic Development ........................................................................... 161 Non-Departmental Expenditures and Interfund Transfers ....................... 164 Special Revenue Funds ...............................................................................
SB 125 Fund ......................................................................................................... 154 Transportation Development Act (TDA) - Article 8c Transit Fund .................... 155 Transportation Development Act (TDA) - Article 8a Roads Fund ...................... 168 Transportation Development Act (TDA) - Article 3 Fund .................................. 169 Gas Tax Fund ....................................................................................................... 170 SB 1 Fund ............................................................................................................. 171 Lighting/Landscape Maintenance District Fund .................................................. 172 Maintenance District Funds ................................................................................. 175 Mission Oaks Maintenance District MD1A Fund ................................... 176 Wittenberg Maintenance District MD2A Fund ........................................ 177 Armitos Storm Basins Maintenance District Fund .................................. 178 Mission Oaks Industrial Maintenance District Fund ............................... 179 Presley Maintenance District Fund .......................................................... 180 Spanish Hills Maintenance District Fund ................................................ 181 Sares/Regis Maintenance District Fund ................................................... 182 Vista Las Posas Maintenance District Fund ............................................. 183 Adolfo Glen III Maintenance District Fund ............................................. 184 Adolfo Glen II Maintenance District Fund .............................................. 185 SIBA Fund ........................................................................................................... 186 Traffic Mitigation Fund ........................................................................................ 187 Bridge Policy Fund .............................................................................................. 188 Storm Drain Fees Fund ........................................................................................ 189 Signal Fees Fund .................................................................................................. 190 Underground Utilities Fees Fund ......................................................................... 191 Street Improvements Fund ................................................................................... 192
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
ii
Parking In-Lieu Fund ........................................................................................... 193 Air Quality Management Fund ............................................................................ 194 Community Development Block Grant Fund ...................................................... 195 Library Special Revenue Fund ............................................................................. 197 Cable PEG Fees Special Revenue Fund ............................................................... 198 Debt Service Funds ......................................................................................
Library Debt Service Fund ................................................................................... 199 Capital Projects Funds ................................................................................
Capital Improvement Projects Fund ..................................................................... 201 Camarillo Corridor Projects Area Fund ............................................................... 202 Low-Mod Income Housing Asset Fund ............................................................... 203 Internal Service Funds ................................................................................
Risk Management Fund ....................................................................................... 205 Information Services Fund ................................................................................... 207 Vehicles and Equipment Fund ............................................................................. 212 Enterprise Funds .........................................................................................
Solid Waste Fund ................................................................................................. 216 Transit Fund ......................................................................................................... 219 Camarillo Ranch Events Fund ............................................................................. 223 Water Utility Fund ............................................................................................... 225 Reclaimed Water Fund ......................................................................................... 230 Water Conservation Credit Fund ......................................................................... 232 Water Capital Projects Fund ................................................................................ 234 Water Debt Service Fund ..................................................................................... 235 CAMARILLO SANITARY DISTRICT (CSD) .......................................
CSD Operating Fund ........................................................................................... 236 CSD Debt Service Fund ...................................................................................... 241 CSD Capital Projects Fund ................................................................................. 242
CAPITAL IMPROVEMENT PROGRAM (CIP) AND DEBT
MANAGEMENT ........................................................................................
Capital Improvement Program Budget Overview ................................................ 239 Budget ................................................................................................................ 240 Transportation Capital Improvement Projects ..................................................... 241 Water Utility Capital Improvement Projects ........................................................ 243 Sanitary District Capital Improvement Projects .................................................. 245
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
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Storm Drainage Capital Improvement Projects ................................................... 247 Buildings and Grounds Capital Improvement Projects ........................................ 248 Debt Management and Obligations ...................................................................... 250 APPENDICES ............................................................................................
Financial Trend Information
General Governmental Revenues by Source ............................................ 253 General Governmental Expenditures by Function ................................... 256 Budget and Fiscal Policy ...................................................................................... 258 Reserve Level Policy ............................................................................................ 263 Fiscal Management Policy ................................................................................... 266 Community Grant Funding Policy ....................................................................... 270 OPEB Trust Investment Policy ............................................................................ 276 Pension Rate Stabilization Program (PRSP) Trust Investment Policy ................ 277 Investment Policy ................................................................................................. 279 Land-Secured Financing Policy ........................................................................... 294 Capital Improvement Program Policy .................................................................. 300 Appropriations Limit Calculation ........................................................................ 302 Basis of Accounting ............................................................................................. 303 Glossary of Terms ................................................................................................ 304 Acronyms ............................................................................................................. 308 Resolutions ........................................................................................................... 311 City Contacts ........................................................................................................ 349
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
iv
TABLE OF CONTENTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
1 BUDGET-AT-A-GLANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
2 EXECUTIVE SUMMARY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
3 ORGANIZATIONAL STRUCTURE AND
DIRECTORY OF CITY OFFICIALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
4 CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
5 Pending Adoption of FY 26/27 City Council Strategic Plan
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
6 Pending Adoption of FY 26/27 City Council Strategic Plan
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
7 Pending Adoption of FY 26/27 City Council Strategic Plan
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
8 Pending Adoption of FY 26/27 City Council Strategic Plan
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
9 Pending Adoption of FY 26/27 City Council Strategic Plan .
Performance Measurement Process
The City of Camarillo is dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment. In these efforts, performance metrics provide valuable information needed to sustain service levels, strive for excellence, and continue improvement. Performance measures provide departmental staff and management with the critical operating information they need to assess quality service delivery and measure success. Measures provide City management key decision-making information for resource allocation, process improvements and other management decisions. Measures also provide the City Council comprehensive data on each department's primary operating functions.
Fiscal Year 2021/22 marked the City of Camarillo’s first time developing any form of performance measurements as part of our budget process. Since then, the City has worked to refine the measurements to more accurately identify key performance indicators that reflect the performance of each department and division.
During the Fiscal Year 2025/26 budget process, the City of Camarillo engaged in a much more extensive exercise to update and expand the measurement of performance. The process was conducted and completed by staff from the Finance Department and City Manager’s Office which included reviewing our existing performance measurements, as well as the feedback provided by the Government Finance Officers Association (GFOA) after review of the City’s FY 2024/25 budget. The team leaders researched the 2021 Award Winning Budget Documents for public agencies as awarded by GFOA, with particular focus on those who received a special recognition for performance measurements. This research helped the team understand how to properly develop measurements, and what kind of activities were measured by similar agencies. Furthermore, the team conducted general research on the process of developing performance targets, and how to monitor and report the data.
Once the research was performed, the team leaders developed sample performance measurements for each department in the City and met with the manager and director for each department and division in the City to present the information. During the meetings conducted, the team requested feedback from City staff as the subject matter experts to help fine-tune the sample measurements provided and develop additional ones. Subsequently, each department met internally to develop measurement and targets.
This exercise led to internal discussions as to the relevance of the work being conducted, the role each division plays within the City, and the cooperation that needs to take place to achieve the new targets.
Additionally, staff discussed ways to be accountable throughout the year to successfully track data to measure performance. To this end, departments will be regularly updating information on performance through our OpenGov platform, which can be found on the City’s website through the Engage Camarillo Community Strategy, under Department Stories. A number of these measurements will require new tracking tools and methods, however, we understand that by making this investment now, the City will have access to critical metrics that will provide valuable information needed to sustain service levels, strive for excellence, continue improvement, and educate future public servants on the City’s historical efforts.
For the FY 2026/27 budget, the Finance Department continued the collection, analysis, and discussion of performance measures with all City departments. In addition, a benchmark was established for some performance measures where applicable to use as point of reference against which applicable performance may be compared or assessed. The benchmark is the industry and/or regional standards for applicable performance measures.
CITY MISSION STATEMENT AND GOALS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
10 July 1, 2026
Mayor and Members of the City Council
On June 10, 2026, the City Council will review the proposed City Council Strategic Plan-Goals and Objectives for FY 2026/27. This foundational policy document guides staff work plans and resource allocation throughout the year, along with other activities supporting City operations. Through review and adoption of the City's Annual Budget, the City Council allocates the resources necessary to achieve these Strategic Plan-Goals and Objectives. The proposed budget sets the City’s financial and operational course of actions for the next fiscal year, and helps the City to continue to provide services that maintain an excellent quality of life for the community.
BUDGET OVERVIEW
This document presents the Fiscal Year 2026/27 Proposed Operating and Capital Budget for the City of Camarillo (City) and the Camarillo Sanitary District (CSD), incorporated into one document. The budget includes 100% of funding for both operating and capital project costs scheduled in FY 2026/27. This ensures that resources are allocated to immediate, approved priorities. Projects identified for future fiscal years remain in the pipeline for continued planning, evaluation, and alignment with future budget cycles and City Council Strategic Plan-Goals and Objectives. Any reference throughout this memorandum to the City should also be interpreted to include the CSD, where appropriate.
The City Council, City Management and City staff invest and deliver on services that our community values, while ensuring that the City's financial health is well-positioned to withstand any fluctuations as a result of economic uncertainty. Our vital programs such as public safety, utilities, library operations, street maintenance, lighting and landscaping, community support programs and community development continue to be delivered at the highest levels. Through the direction of City Council, staff continues to research and deliver new action strategies that add value to our community such as addressing affordable housing opportunities, focusing on community wellness, and developing a long term financial strategic plan to fund reconstruction of the Water Reclamation Plant (WRP).
We remain committed to responsible fiscal stewardship and are cautiously optimistic in our budget projections, while recognizing the complex and evolving economic conditions that may impact City revenues and operations. Local governments continue to face a range of global and domestic challenges, including persistent inflationary pressures, elevated interest rates, uncertainty surrounding future Federal Reserve monetary policy, and ongoing volatility in financial and real estate markets. Additional risks include geopolitical instability, international trade uncertainties and tariffs, climate-related events, rising construction and infrastructure costs, labor market constraints, and continued pressure on supply chains.
As a result of these interconnected factors, staff continues to maintain a prudent and conservative approach to financial planning, emphasizing long-term fiscal sustainability operational flexibility, and strategic investments in critical infrastructure and City services.
Through prudent planning and budget resilience, the City is in a good fiscal position. The proposed budget includes a 50% General Fund reserve set-aside per the City’s Reserve Policy to provide fiscal flexibility and stability.
Many of the projected fund balances in the other funds are expected to meet or exceed their targeted reserve levels at fiscal year end June 30, 2026. For the funds projected to end below their targeted reserve
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
11 levels, staff is diligently working to bring those funds up to the target level stated in the City’s Reserve Policy.
Incorporated into the FY 2026/27 budget, is the continuation of the project prioritization model for all City's capital projects. This effort is to ensure that resources are allocated strategically, aligning projects with City Council Strategic Plan-Goals and Objectives. This will enhance transparency, foster collaboration between City Council and staff, and provide clear direction for budget development. This structured approach improves fiscal discipline, supports informed decision-making, and increases public trust in how priorities are set.
Included in this document are summaries of the major funds and prominent changes to their budgets. The budget detail is presented in each section grouped by fund-type. The report includes information related to the total revenue and expenditure activity for the major fund types.
AT A GLANCE – CITY OPERATIONS & CSD
CITY OF CAMARILLO
2025/26 BUDGET 2026/27 BUDGET
Fund Balance, July 1 $ 189,394,867 $ 155,209,409
Revenues 127,656,811 124,255,641
Expenditures 161,842,269 135,817,532
Estimated Fund
Balance, June 30 $ 155,209,409 $ 143,647,518
CAMARILLO SANITARY DISTRICT
2025/26 BUDGET 2026/27 BUDGET
Fund Balance, July 1 $ 68,886,501 $ 63,089,876
Revenues 25,245,703 28,992,691
Expenditures 31,042,328 25,734,182
Estimated Fund
Balance, June 30 $ 63,089,876 $ 66,348,385
CITY AND CSD COMBINED TOTAL
2025/26 BUDGET 2026/27 BUDGET
Fund Balance, July 1 $ 258,281,368 $ 218,299,285
Revenues 152,902,514 153,248,332
Expenditures 192,884,597 161,551,714
Estimated Fund
Balance, June 30 $ 218,299,285 $ 209,995,903
The total budget for FY 2025/26 includes revenues of $152.9 million and expenditures of $192.9 million.
The FY 2025/26 budget includes a projected use of accumulated fund balance of $40.0 million due to significant planned capital projects, primarily Bridge Replacement at Las Posas Road and Ventura , Annual Resurfacing/Overlay , Pleasant Valley Road Bike Lanes , Central Avenue Bike Lane, Well D Treatment and Replacement Well E , Charter Oak Pump Station, Water Reclamation Plant Upgrades Phase II, Pleasant Valley Road Sewer Force Main, Calle Quetzal Ditch, Storm Drain Rehabilitation, Library HVAC Equipment Remodel,, and City Hall Renovation capital projects.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
12 The total Proposed Budget for FY 2026/27 includes revenues of $153.2 million , and expenditures of $161.6 million. The difference of $8.3 million is due to the planned use of accumulated fund balance for one-time programs or capital expenditures. The FY 2026/27 accumulated fund balance is projected to be $210.0 million.
EXPENDITURES - PERSONNEL
Consistent with the City Council goal to maintain an effective workforce through competitive salaries and benefits, the FY 2026/27 projected personnel costs reflect an estimated increase of 13.6% from FY 2025/26. The FY 2026/27 budget includes funding for a total of 175 full-time equivalent (FTE) positions.
The staffing level is consistent with the City Council Strategic Plan-Goals and Objectives and departmental operations and work plans.
Department Heads will continue to evaluate positions that become vacant through attrition as an opportunity to reassess staffing needs within the organizational structure and ensure the City continues to provide the highest level of service in the most effective way possible.
CHALLENGES AND UNCERTAINTIES
National Forecast. As of April 2026, the U.S. economy is entering its sixth year of expansion, one of the longer growth periods in the post–World War II era, but it is doing so under increasing uncertainty. A mix of geopolitical tensions, including active military engagement in the Middle East, ongoing trade disruptions, and domestic policy instability, have created a volatile economy. However, financial markets remain cautious as flat labor market conditions, persistent inflation above target, and policy unpredictability continue to weigh on consumer confidence.
Looking ahead, the near-term outlook remains cautiously optimistic, driven by fiscal stimulus, tax policy changes, and significant capital investment in AI infrastructure. Federal spending is expected to rebound, and increased disposable income may support consumer demand. That said, underlying risks remain.
Tariff uncertainty persists, global supply constraints continue to challenge growth, and structural concerns, particularly rising federal debt and long-term fiscal sustainability, pose more significant threats than short-term disruptions. While the economy retains momentum and is not currently in recession territory, it is increasingly dependent on policy-driven support, making it more vulnerable to future shocks and requiring careful monitoring moving forward.
State Budget Update. While the State's budget forecast does not reflect a recession, and it's performing well in the technology, aerospace and artificial intelligence, this growth has not translated into strong job creation. Unemployment has remained high and job growth has been slow, particularly in sectors like retail, construction, and hospitality. At the same time, housing development remains constrained due to construction and financing cost, tariff-related cost, fiscal policy, and labor shortages further limiting economic progress.
None of the proposed measures impact the City's operations. The City’s General Fund revenues are not dependent on the State’s finances. Municipal revenues affected by the State’s budgetary impacts include grants and special revenue sources such as Highway Users Tax Account (HUTA), the SB1 Road Maintenance and Rehabilitation Account (RMRA) and Transportation Development Act (TDA Article 8) revenues.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
13 WHAT’S IN THE BUDGET
General Fund Focus
The Proposed General Fund Budget for FY 2026/27 is operationally balanced (ongoing operating revenues exceed ongoing operating expenditures) excluding one-time projects. The General Fund is where the majority of discretionary revenues are recorded, and where the majority of general municipal services are provided.
GENERAL FUND
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 65,348,285 $ 60,057,933 $ 62,290,052 3.7% Operating Expenditures 52,154,174 62,631,667 62,221,933 (0.7%) Operating Transfers Out 4,031,501 5,003,958 4,119,859 -17.7% Total Operating Expenditures 56,185,675 67,635,625 66,341,792 (1.9%) CIP Transfers Out - 397,465 - (100.0%)
Expenditures & Transfers Out 56,185,675 68,033,090 66,341,792 (2.5%) Revenues Over/(Under) Expenditures 9,162,611 (7,975,157) (4,051,740) Fund Balance, July 1 102,037,005 111,199,615 103,224,458 Fund Balance, End of Period $ 111,199,615 $ 103,224,458 $ 99,172,718 The budget for FY 2025/26 includes revenues and transfers in of $60.1 million , and expenditures and transfers out of $68.0 million.
The Proposed Budget for FY 2026/27 includes revenues and transfers in of $62.3 million , and expenditures and transfers out of $66.3 million. The change to the ending fund balance is a decrease of $(4.1) million , for a total ending fund balance of $99.2 million . Of the $4.1 million difference, $4.4 million is allocated for one-time projects that will be funded through available Fund Balance reserves rather than ongoing revenue sources. Excluding these one-time expenditures, ongoing General Fund revenues exceed ongoing operating expenditures by $383,000, reflecting a balanced budget for FY 2026/27.
Further details on the changes to General Fund revenue and expenditure levels for FY 2026/27 are provided on pages 14-18 of this report.
Key General Fund Revenues
Several forecasting methods and practices are used to estimate City revenues depending on the type of revenue. Evaluating historical growth patterns and current year actual trends is an important component to the analysis. The City also works with industry-leading consultants to analyze the City’s two largest revenues, property and sales taxes.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
14 Although we have seen unprecedented growth in property tax revenues, we forecast that the rapid pace of growth will slow over the next fiscal year with a moderate but reliable growth rate of 3.7% when compared to FY 2025-26 estimated actual revenue receipts.
General Fund revenues are outlined below including the year-over-year changes to the budget. The highlighted revenue sources below account for 85.7% of General Fund revenue.
FY 2024/25 FY 2025/26 FY 2026/27
Revenue Sources
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Property Tax $ 20,160,933 $ 21,539,024 $ 23,233,807 7.9% Sales Tax 17,781,697 16,847,630 18,766,832 11.4%
Franchise Fees 2,978,569 3,155,948 2,004,878 (36.5%) Transient Occupancy Tax 3,214,356 3,278,643 3,344,216 2.0% Licenses & Permits 2,160,314 2,324,340 1,965,672 (15.4%) Business Tax 1,672,430 1,683,000 1,733,490 3.0%
Charges for Services 2,945,356 2,400,449 2,317,338 (3.5%) Total 50,913,656 51,229,034 53,366,233 4.2%
Other Revenue Sources 9,837,944 6,810,068 6,179,239 (9.3%) Subtotal 60,751,599 58,039,102 59,545,472 2.6%
Transfers In 4,596,685 2,018,831 2,744,580 35.9%
Total Fund Revenue $ 65,348,285 $ 60,057,933 $ 62,290,052 3.7% Property Tax: This is the City's largest revenue source for the General Fund, accounting for
37.3% of the total FY 2026/27 projected revenue. The average median home sale price in Camarillo increased from $951,500 in December 2024 to $996,000 as of December 2025, an increase of 4.7%. FY 2026/27 budgeted property tax revenues are projected at $23.2 million, a 7.9% increase from FY 2025/26 estimated actual. The increase is primarily driven by aircraft related revenues as a result of hanger utilization and related business activity. Aircraft related revenues can fluctuate based on economic conditions therefore we are carefully monitoring potential variability in future years. The City’s net taxable value increase in FY 2026/27 is projected to be 6.0%.
Sales Tax: This is the second largest revenue source, accounting for 30.1% of the total General Fund revenue. Projected sales tax revenue for FY 2026/27 is $18.8 million . The projection for FY 2026/27 is primarily driven by the additional revenue from anticipated new retail activity. New development is expected to generate a significant increase in taxable sales, contributing materially to the overall growth in sales tax revenue.
Franchise Fees: Franchise Fee revenues for cable, refuse, electric and gas, produce 3.2% of the total General Fund revenue. In FY 2026/27, this revenue is projected to decrease by 36.5% for a total of $2.0 million . The decrease is primarily due to a reclassification of the solid waste franchise fee.
Beginning in FY 2026/27, this revenue is no longer recorded in the General Fund and is instead accounted for within the Solid Waste Fund to better align the revenue with the associated service activity. This is an accounting change and does not result in a reduction of overall City revenues. The revenue is used to offset Solid waste-related expenditures.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
15 Transient Occupancy Tax (TOT): Hotel Bed Tax revenue produces 5.4% of the total General Fund revenue. In FY 2026/27 the occupancy rates along with average daily rates (ADR) for hotel rooms are expected to increase at a slow pace. TOT growth has begun to level off, and the City expects moderate growth of 2.0% in FY 2026/27.
Licenses & Permits: Building Permit revenues are expected to decrease by 15.4% in FY 2026/27 for a total of $2.0 million reflecting the anticipated levels of development activity.
Charges for Services: These charges include engineering inspection fees, subdivision fees, and zoning and planning fees which are based on development activity that can fluctuate year-over-year.
The projected revenues for FY 2026/27 are $2.3 million.
Other Revenue Sources:
Grants and Subventions: This revenue in FY 2026/27 reflects primarily $169,500 in Homeless Housing Assistant and Prevention (HHAP) Voucher Program Grant and $185,000 in Supplemental Law Enforcement Services Fund (SLESF) Grant.
Investments/Contributions: Investment revenue is projected to decrease compared to prior year, primarily reflecting current Federal Reserve policy to maintain interest rates at the same levels. While rates remain high relative to historical norms, the proposed budget reflects anticipated rate decreases in FY 2026/27 as compared to FY 2025/26.
Internal Charges: This revenue reflects the internal service allocation for the enterprise portion of the costs in the facility divisions to the General Fund.
Key General Fund Appropriations
The total Proposed General Fund expenditures and transfers out (appropriations) for FY 2026/27 are $66.3 million, which reflects a decrease of $1.7 million from the FY 2025/26 budget. The decrease of approximately $1.7 million in expenditures is primarily attributable to a one-time $2.0 million General Fund contribution in FY 2025/26 to support the County of Ventura HomeKey Lewis Road Project. As this was a non-recurring expenditure, the FY 2026/27 budget reflects a return to more typical operating levels.
The City has implemented and continues to apply a vacancy savings assumption as part of its budget development process to reflect typical workforce dynamics. This approach recognizes the natural budgetary relief that occurs through normal attrition when positions remain temporarily unfilled during recruitment periods. For FY 2026/27, a 5% vacancy rate has been incorporated into the budget to more accurately align projected personnel expenditures with actual staffing patterns. This approach enhances
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
16 budget accuracy, prevents overestimation of personnel costs, and provides additional fiscal flexibility while maintaining transparency in the City's financial planning.
FY
2024/2025
FY
2025/2026 FY 2026/27
Divisions
Actual Budget
Proposed
Budget
Year over
Year %
Chg
City Council $ 554,274 $ 732,619 $ 722,728 (1.4%)
City Clerk 730,814 806,715 934,675 15.9%
City Attorney 365,891 522,100 525,099 0.6%
City Manager 1,638,371 2,094,616 2,742,233 30.9%
Community Relations 489,504 741,840 751,819 1.3%
Emergency Operations 199,833 315,821 261,516 (17.2%) Finance 1,922,401 2,146,834 2,162,197 0.7%
Human Resources 844,416 1,374,269 1,268,387 (7.7%)
Community Development 3,489,190 4,327,505 4,819,738 11.4% Code Compliance 1,099,568 1,207,362 1,391,113 15.2% Police 20,408,700 22,370,622 22,744,368 1.7%
DART 22,931 49,765 32,735 (34.2%)
Building & Safety 1,457,147 2,162,844 2,143,407 (0.9%) Public Works
Administration 2,557,091 2,403,755 2,587,276 7.6%
CIP Administration 868,187 752,417 789,818 5.0%
Traffic/Signal Maintenance 1,693,215 2,670,431 2,307,738 (13.6%) Storm Water Management 1,117,844 1,419,976 1,480,155 4.2% Street Maintenance 3,073,556 3,368,157 3,303,022 (1.9%) Community & Human Services 396,839 2,487,324 566,283 (77.2%) HHAP Voucher Program 411,159 203,523 — (100.0%)
Cultural Arts Services 703,701 1,201,624 1,147,458 3.2% Library Operations 3,337,941 3,496,261 3,412,474 (2.4%) Facilities
City Hall Facility 1,872,169 1,923,397 1,905,579 (0.9%) Corp Yard Facility 503,917 648,979 724,973 11.7%
Police Facility 568,444 725,414 425,446 (41.4%)
Library Facility 1,265,019 1,353,995 1,579,749 16.7% Economic Development 562,060 722,502 1,199,772 66.1% Non Departmental (10) 401,000 200,000 (50.1%)
Total 52,154,174 62,631,667 62,221,933 (0.7%)
Operating Transfers Out 4,031,501 5,003,958 4,119,859 (17.7%) CIP Transfers Out - 397,465 - (100.0%)
Total General Fund Appropriations $ 56,185,675 $ 68,033,090 $ 66,341,792 (2.5%) Key one- time additions or eliminations to the FY 2026/27 General Fund expenditure budgets are detailed below. Citywide salaries and benefits are projected to increase by approximately 14% in the FY 2026/27.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
17 overall expenditure increases also reflect continued investments in technology enhancements and system improvements associated with the City's Technology Master Plan.
City Clerk: An increase of $127,960 or 15.9% in FY 2026/27 is attributable to election-related costs and temporary staffing support to maintain continuity of operations during a departmental transition. These are one-time expenditures .
City Manager : An increase of $647,617 or 30.9% in FY 2026/27 is a result of one-time expenditures related to various professional services for strategic communication plan and customer service strategy consultants .
Community and Human Services: The decrease of $(1,921,041) or (77.2)% is primarily attributed to a one-time $2.0 million General Fund contribution in FY 2025/26 to support the County of Ventura HomeKey Lewis Road Project. As this was a non-recurring expenditure, the FY 2026/27 budget reflects a return to typical funding levels.
Police Facility: The decrease of $(299,968) or (41.4)% in the Police Facility budget is primarily attributed to the completion of two one-time improvements projects that were budgeted in FY 2025/26.
Economic Development: Decreases in the City Hall and Corp Yard facilities are attributed to one time projects budgeted in FY 2025/26.
Non-Departmental: The budget of $200,000 supports a General Fund contingency to accommodate any unexpected expenditure that could not be reasonably anticipated during the budget development process.
Transfers In
Transfers In
FY 2025/26
Budget
FY 2026/27
Proposed
Budget
Gas Tax Fund 2,018,831 2,095,080
Solid Waste Fund - 649,500
Total $ 2,018,831 $ 2,744,580
State allocated Highway User Tax Account (HUTA) revenues are recorded in the City’s Gas Tax Special Revenue Fund. In FY 2026/27 the full amount of $2.1 million in revenues will be transferred to the General Fund to help offset the $3.3 million cost of the City’s Street Maintenance division.
In FY 2026/27 the amount of $649,500 in revenues will be transferred to the General Fund to help offset solid waste related revenues.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
18 Transfers Out
Transfers Out
FY 2025/26
Budget
FY 2026/27
Proposed
Budget
Library Debt Service Fund $ 492,151 $ 472,450
Armitos Storm Basin Fund 4,480 1,450
Capital Improvement Projects (CIP) Fund 397,465 -
Citywide Lighting & Landscape Fund 3,571,191 3,613,582 Camarillo Ranch Events 334,507 32,377
Solid Waste 601,629 -
Total $ 5,401,423 $ 4,119,859
Certain funds supported by the General Fund require ongoing subsidies because their revenue sources either do not generate sufficient revenue to fully support operations or are limited in their ability to increase revenues at a pace consistent with expenditure growth.
The following transfers out are included in the FY 2026/27 budget:
• The transfer out to the Library Debt Service Fund represents the annual debt service payments for the 2012 Library Bonds. Final maturity is scheduled for 12/1/2033. • The transfer out to the Citywide Lighting and Landscape Maintenance District is necessary to subsidize this operation as not enough property tax revenue is generated to fund and support the $6.8 million cost of the services provided.
• The transfer out in the amount of $ 32,377 to the Camarillo Ranch Events Fund, is necessary to subsidize the maintenance of the Camarillo Ranch House facility.
General Fund Balance and Reserves
The City’s Reserve Policy 3.05 sets the goal for the General Fund reserve at 50% of the operating budget, which was $33.8 million for FY 2025/26 and $31.0 million for FY 2026/27. Additional Fund Balance commitments are approved by City Council in June of each year in accordance with GASB 54 standards.
For the fiscal year ended June 30, 2027, the Proposed commitments are as follows:
• Council Reserve Policy Goal $ 30,953,526
• Facility Improvement Projects 12,980,000
• Natural Disaster Recovery 10,000,000
• Pleasant Valley Rec & Park District-Senior Center 8,000,000 • Economic Development 5,400,000
Information Technology Master Plan 5,000,000
• Continuum of Care 3,800,000
• Camarillo Springs Debris Remediation 200,000
• Loan to Water 14,000,000
Total Committed Fund Balance $ 90,333,526
While the General Fund is projected to exceed the established reserve level target, staff continues to forecast operations on a 5-year planning horizon and monitors its level given the draw required to
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
19 subsidize ongoing operations in other funds and to fund planned capital improvement projects while monitoring the continued economic uncertainties at both the national and state levels.
Special Revenue Funds
TDA Article 8 Fund. This fund is used to account for a special state subvention under the Transportation Development Act (TDA) that is legally restricted to the maintenance of highways and streets within the City’s boundaries.
TDA funds, through the Local Transportation Fund (LTF), are derived from one-quarter cent of the general statewide sales tax collected each year. In FY 2026/27, revenues are estimated to be $1.7 million.
These monies are programmed to fund a part of the City's Annual Pavement Program.
Gas Tax Fund. The Gas Tax Fund accounts for revenues generated from gasoline excise taxes. These funds must be allocated for transportation purposes such as eligible street improvements and street maintenance expenditures. In FY 2026/27 revenues are estimated to be $2.1 million. These funds will be transferred to the General Fund to partially fund the City’s Street Maintenance division’s operating expenditures estimated to be $3.3 million.
SB 1 Fund. The SB1 Fund is used to account for revenues restricted for maintenance on the state highway and local road system. These funds are derived from portions of state excise (per gallon) taxes on gasoline and diesel, and vehicle registration taxes. In FY 2026/27 revenues are estimated to be $2.1 million and are programmed to fund a portion of the City’s Annual Pavement Program.
Citywide Lighting & Landscape Maintenance District Fund. The Citywide Lighting and Landscape Maintenance District supports street median and tree maintenance, weed control, and storm drain maintenance throughout the City.
Citywide Lighting and Landscape Maintenance Fund Summary FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 6,131,594 $ 6,508,868 $ 6,821,764 4.8% Expenditures & Transfers Out 6,131,594 6,583,711 6,848,806 4.0% Revenues Over/(Under) Expenditures - (74,843) (27,042) Fund Balance, July 1 - - (74,843)
Fund Balance, June 30 — (74,843) (101,885)
The source of funding is the City’s share of the 1% Ad Valorem property tax that is designated for this purpose, which is project ed to be $3.2 million for FY 2026/27. To meet the total expenditure for FY 2026/27 of $6.8 million, a transfer in of $3.6 million from the Ge neral Fund is necessary. While current projections for 2025/26 indicate a projected fund balance shortfall, our analysis suggests that estimated actual expenditures will likely be below budget, resulting in a positive year-end financial position.
Traffic Mitigation Fund (TMF). This fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of various capital improvement projects.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
20 In FY 2026/27, revenues are estimated at $821,421, and expenditures are estimated at $(1.3) million with an estimated fund balance on June 30, 2027, of $11.3 million. Planned capital improvement projects to be funded with TMF funds in 2026/27 budget include the Bridge Replacement at Las Posas and Ventura Blvd., Central Avenue Bike Lane, Las Posas Road Widening, Pleasant Valley Road Bike Lanes, and the Annual Pavement Program.
Community Development Block Grant Fund (CDBG). The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). The City’s estimated funding level for FY 2026/27 is based on the most recent HUD allocation, plus estimated program income and unspent allocations from previous years.
Total funding for FY 2026/27 is estimated at $410,496. On March 12, 2025, the City Council met and approved the following allocations for FY 2026/27:
FY 2026/27 CDBG Allocations
Allocations Amount
CHCD $ 8,632
St. Vincent de Paul - Magdalen 8,632
Senior OASIS/BICS Program 8,632
Turning Point Homeless Program 8,632
St. Vincent de Paul 8,632
St. Columba's Parish 8,632
Total Public Service $ 51,792
St. Vincent de Paul 12,401
Program Admin 3,000
Total CV-Grants $ 15,401
Habitat for Humanity 50,000
Total Other Programs $ 50,000
Fair Housing Program 9,065
Property Purchase 224,245
Administration 59,993
Total
Administration $ 293,303
TOTAL $ 410,496
Capital Projects Fund
Capital Improvement Projects Fund. This fund contains the expenditures for general capital projects that are funded from development fees, state and federal grants, transportation related funds allocated by the State, and transfers in from the General Fund. With the planned transfers in from the General Fund and transportation related funds, the fund balance at the beginning of FY 2026/27 provides funding for 100% of the cost related to all projects included in the FY 2026/27 budget. Departments will request
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
21 appropriations from available fund balance via Council action when they are ready to award contracts related to a specific project.
Capital Improvement Projects Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 7,147,668 $ 23,491,407 $ 9,958,929 (57.6%) Expenditures & Transfers Out 12,897,201 32,396,946 17,247,227 (46.8%) Revenues Over/(Under) Expenditures (5,749,533) (8,905,539) (7,288,298) Fund Balance, July 1 17,486,751 11,737,218 2,831,679 Fund Balance, June 30 $ 11,737,218 $ 2,831,679 $ (4,456,619) While the Capital Improvement Projects Fund is projected to reflect a negative ending fund balance, this is primarily due to the timing of expenditures relative to funding sources. The shortfall is planned and will be covered by the commitment in the General Fund designated for facility related capital projects.
Transfers from the General Fund will be made on an as-needed basis, aligned with the timing and completion of projects during the fiscal year. As such, this does not represent a structural imbalance, but rather a timing difference in the use of available funding.
The year-over-year changes in the Capital Improvement Projects Fund reflect the timing of capital projects, which are one-time in nature.
Some of the significant projects planned in the Capital fund include Bridge Replacement at Las Posas Road and Ventura, Annual Resurfacing Pleasant Valley Bike Lane, Adaptive Traffic Signal , City Hall Renovation, Library HVAC Equipment Replacement, Corp Yard Remodel Phase 1, Utility Underground, and Standby Power for City and CSD Facilities.
Internal Service Funds
Internal Service Funds are cost centers for City services that are charged back or allocated to various City departments. The funds listed below represent the Internal Service Funds. Included in these budgets are the operating costs related to each activity and capital purchases such as vehicles, large equipment and technology.
The City operates three Internal Service Funds:
Risk Management Fund
Information Services Fund
Vehicles and Equipment Fund
The FY 2026/27 Information Services Fund budgets include one-time investments associated with the City's Technology Master Plan, supporting technology upgrades and system improvements that enhance operational effectiveness across the organization and are aligned with the City Council's goals of modernizing technology and improving organizations effectiveness.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
22 Enterprise Funds
The City uses Enterprise funds to account for its Solid Waste, Transit, Camarillo Ranch Events, Water Utilities, and Camarillo Sanitary District operations. An Enterprise Fund is designed to be self-supporting by selling goods or services to the public or ratepayer for a fee. Fees are based on the cost required to provide the good or service.
Solid Waste Fund. This fund administers programs providing for the collection of solid waste, yard waste, organics, household hazardous waste, and recyclable materials. The City contracts for waste hauling services and other solid waste-related compliance programs and services for approximately 18,000 customers. This fund derives the majority of its revenue from ratepayers. Prior to FY 2025/26, the City administered the customer service functions of the solid waste program, including customer billing.
In FY 2025/26, this function was transferred to the City’s waste hauler, E.J. Harrison. The reduction in revenues and expenditures in this year and beyond is reflective of this change.
Solid Waste Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 8,808,076 $ 1,389,478 $ 1,523,825 9.7% Operating Expenses & Transfers Out 8,896,830 1,306,984 1,514,074 15.8% Revenues Over/(Under) Expenses (88,754) 82,494 9,751 Working Capital, July 1 347,194 262,796 345,290
Working Capital, June 30 $ 262,796 $ 345,290 $ 355,041
The estimated revenue and transfers in for FY 2026/27, total $1.52 million, while expenses and transfers out total $1.51 million . While the solid waste franchise fee revenue has been reclassified to the Solid Waste Fund, a portion of those revenues is transferred to the General Fund to support solid waste-related expenses that are accounted for in the General Fund.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
23 Transit Fund. This fund records revenues and expenses associated with operating the City’s transit system. The City contracts for Fixed Route and Dial-A-Ride (DAR) services. The services include dispatching, operating, and maintaining City-owned buses. The Proposed Budget for FY 2026/27 includes expenditures of $3.9 million, which is a decrease of $(780,340) primarily for fleet purchases in the current budget year.
Transit Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues
Transit Services $ 1,811,317 $ 148,500 $ 168,100 13.2% Grants 2,814,293 2,682,476 2,155,816 (19.5%)
Total 4,625,610 2,825,976 2,323,916 (17.8) %
Transfers In — 1,876,110 1,610,000 (14.2%)
Total Transit Fund Revenue 4,625,610 4,702,086 3,933,916 (16.3) % Expenses
Operating Expenses 3,536,108 4,229,480 3,798,960 (10.2%) Capital Purchases — 367,908 — (100.0) %
Grants/Allocations/Depreciation 285,973 70,059 88,147 25.8% Total Transit Fund Expenses 3,822,082 4,667,447 3,887,107 (16.7) % Revenues Over/(Under) Expenses 803,528 34,639 46,809 Working Capital Balance, July 1 100,155 156,082 190,721 Working Capital, June 30 $ 156,082 $ 190,721 $ 237,530
The City will receive $2.2 million in Federal Transit Administration (FTA), State of Good Repair (SGR) and State Transit Assistance (STA) Grants fo r the operation and maintenance of the transit service that offsets up to 40% of total expenses and $168,100 will come from transit service fares. Additional funding of $1.6 million comes from TDA Article 8a and 8c funds through a transfers in.
Camarillo Ranch Events Fund. This fund is designed to be fully self-supporting and some of the revenues are derived from events held at the Camarillo Ranch. The expenses are related to the operating and maintenance costs for the upkeep of this historic landmark.
Camarillo Ranch Events Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 722,215 $ 835,507 $ 469,059 (43.9%) Expenditures & Transfers Out 546,664 721,222 469,059 (35.0%) Revenues Over/(Under) Expenditures 175,551 114,285 — Working Capital Balance, July 1 282,204 366,603 480,888 Working Capital, June 30 $ 366,603 $ 480,888 $ 480,888
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
24 For FY 2026/27 the estimated revenue and transfers in total $469,059, while the expenses and transfers out total $469,059. Revenues are generated primarily through commercial business activities including weddings and special events however a transfer in of $32,377 from General Fund is needed due to ongoing facility maintenance costs exceeding revenues derived from events.
Water Utility
The Water Utility funds are responsible for delivering a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory requirements.
The Water Utility has been divided into five separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
Water Utility Fund. The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is designed to be fully self-supporting and derives most of its revenue from ratepayers. The City provides water to approximately 14,000 customers in the City. Four other water districts service portions of the City. The largest of these districts is the Camrosa Water District, which serves customers east of Lewis Road.
Water Utility Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 19,742,174 $ 21,356,387 $ 26,482,027 24.0% Expenditures & Transfers Out 22,563,934 24,991,701 24,577,493 (1.7) % Revenues Over/(Under) Expenditures (2,821,760) (3,635,314) 1,904,534 (152.4) % Working Capital Balance, July 1 4,928,604 2,503,887 (1,131,427) Working Capital, June 30 $ 2,503,887 $ (1,131,427) $ 773,107 The FY 2026/27 operating revenues and transfers in are projected at $26.5 million, while expenditures and transfers out are projected at $24.6 million.
In May 2025, the City Council approved a multi-year water rate adjustment plan consisting of increases of 24%, 18%, 12%, and 4%, effective July 1, 2025, and each subsequent year. As a result of this difficult but necessary and strategic decision, the FY 2026/27 budget reflects improved financial stability, with projected revenues exceeding expenditures. This marks a shift from prior years, where operations required the use of fund balance to support ongoing operational deficits.
Staff will continue to closely monitor the financial condition of the Water Utility Fund from both an operational and capital improvement perspective, including cash flow, reserve levels, and long-term sustainability. The use of the $15.0 million General Fund loan will be implemented strategically, as needed, to support critical infrastructure investments and maintain the overall health of the utility. This approach ensures alignment with the City Council’s goals of maintaining fiscal responsibility while sustaining reliable water service operations.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
25 Reclaimed Water Fund. The Reclaimed Water Fund is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and it derives the majority of its revenue from ratepayers. The City began operation of its reclaimed water distribution system in early 2015. The reclaimed water distribution system serves current agricultural water customers, and a 55-acre sports park at Village at the Park. The source of reclaimed water is the Camarillo Sanitary District’s Water Reclamation Plant.
Reclaimed Water Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 944,712 $ 817,973 $ 772,268 (5.6) % Expenditures & Transfers Out 517,435 593,757 526,328 (11.4) % Revenues Over/(Under) Expenditures 427,277 224,216 245,940 9.7 % Working Capital Balance, July 1 2,522,196 2,939,288 3,163,504 Working Capital, June 30 $ 2,939,288 $ 3,163,504 $ 3,409,444 In FY 2026/27, the expenditure budget decreased 11.4%, as a result of a reduction in chemical testing required in FY 2026/27 as compared to FY 2025/26.
Water Conservation Credit Fund. The Water Conservation Credit Fund is a drought mitigation fund into which approved development fees are paid to offset any new water demands imposed by their projects. The fund is used for water conservation programs offered to current water customers.
Water Conservation Credit Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 54,370 $ 34,247 $ 37,623 9.9% Expenditures & Transfers Out 67,205 616,170 65,000 (89.5) % Revenues Over/(Under) Expenditures (12,835) (581,923) (27,377) (95.3) % Working Capital Balance, July 1 1,052,982 1,040,147 458,224 Working Capital, June 30 $ 1,040,147 $ 458,224 $ 430,847 In FY 2026/27, the decrease of 89.5% of the expense budget is due to the professional services agreement to assist the City’s effort in encouraging water conservation programs and rebates being fully encumbered in the prior FY 2025/26.
Water Capital Projects Fund. The Water Capital Projects Fund sets forth the capital projects necessary to develop and maintain the City’s water system infrastructure. It derives the majority of its revenue from
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
26 capital connection fees, rate revenue, and grant funds. The FY 2025/26 budget represents the project costs included in the first year of the water and sewer rate study.
Water Capital Projects Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 575,182 $ 459,376 $ 120,370 (73.8) % Expenditures & Transfers Out 3,158,809 10,111,699 1,922,961 (81.0) % Revenues Over/(Under) Expenditures (2,583,627) (9,652,323) (1,802,591) (81.3) % Working Capital Balance, July 1 7,751,611 5,167,984 (4,484,339) Working Capital, June 30 $ 5,167,984 $ (4,484,339) $ (6,286,930) The year-over-year changes in the Water Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
The FY 2026/27 budget includes project funding primarily for Well D Treatment and Replacement Well E, Charter Oak Pump Station No. 1 & 2, Replacement of Reservoirs 1 & 2, and Advanced Metering Infrastructure capital projects. The fund balance at the beginning of FY 2026/27 provides funding for 100% of the cost related to all Year 1 projects included in the 2026/2031 Five-Year Capital Improvement Plan (CIP). As part of the City's fiscal resilience strategy for FY 2025/26, the Council established a $15.0 million loan from the General Fund to support capital infrastructure projects in the Water system. This strategic commitment enables temporary resources on an as-needed basis, ensuring continuity of priority- water capital projects designed to reduce the City's reliance on costly imported water from the State and therefore protect the City's long-term fiscal health by maintaining an affordable water supply.
Water Debt Service Fund. In FY 2019/20, the City issued $11.8 million in Water Revenue Bonds to partially fund the North Pleasant Valley Groundwater Desalter project. On July 12, 2023 the City Council authorized the defeasance of the 2019 Water Revenue Bonds. The defeasance of the 2019 Bonds allowed the City to consider lower water rate increases by eliminating the requirement that the City maintain water rates sufficient to provide 125% debt service coverage in each fiscal year. Future water system capital projects will be funded by the water system reserves, net revenues from water rates and future bond issuances, grants and/or City loan funding.
Water Debt Service Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 9,760 $ — $ 6,813 —%
Expenditures & Transfers Out 3,270 480 5,000 941.7% Revenues Over/(Under) Expenditures 13,030 (480) 1,813 (477.7%) Working Capital Balance, July 1 186,888 193,378 192,898 Working Capital, June 30 $ 193,378 $ 192,898 $ 194,711
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
27 CAMARILLO SANITARY DISTRICT
The Camarillo Sanitary District (CSD) is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue from ratepayers. The CSD provides service to approximately 15,000 customers. The Directors of the Board are the same elected officials who serve as the members of the City Council.
The CSD is divided into three separate funds for budgeting purposes. The separation of these funds allows for ease in tracking the activities reported in each fund and rate setting.
CSD Operating Fund. The FY 2026/27 revenues and transfers in reflect the first of four 16% annual rate increases effective July 1, 2025 through 2028.
CSD Operating Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 21,536,778 $ 22,343,826 $ 26,112,654 16.9% Expenditures & Transfers Out 17,938,918 21,114,400 18,024,188 (14.6) % Revenues Over/(Under) Expenditures 3,597,860 1,229,426 8,088,466 557.9% Working Capital Balance, July 1 37,631,725 43,921,783 45,151,209 Working Capital, June 30 $ 43,921,783 $ 45,151,209 $ 53,239,675 The FY 2026/27 operating revenues and transfers in are projected at $26.1 million while expenditures and transfers out are projected at $18.0 million . The projected $8.1 million surplus in the CSD Operating Fund represents a strategic effort to build sufficient fund reserves in anticipation of the planned wastewater treatment plant upgrades.
CSD Debt Service Fund . In the Debt Service Fund, property tax revenues are received, and estimates are based on information from the County Auditor-Controller, and the City’s consultant on property tax assessed valuations. Expenses reflect the scheduled debt service on the outstanding 2015 Wastewater Bonds.
CSD Debt Service Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year %
Chg
Revenues & Transfers In $ 1,925,868 $ 1,855,861 $ 2,014,654 8.6% Expenditures & Transfers Out 446,842 515,311 1,309,994 154.2% Revenues Over/(Under) Expenditures 1,479,026 1,340,550 704,660 (47.4%) Working Capital Balance, July 1 628,299 1,206,308 2,546,858 Working Capital, June 30 $ 1,206,308 $ 2,546,858 $ 3,251,518
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
28 CSD Capital Improvement Projects Fund. The CSD Capital Improvement Projects Fund sets forth the capital projects that are necessary to develop and maintain the City’s wastewater (sewer) system infrastructure. CSD Capital Projects for FY 2026/27 are funded by rate revenue and capital fees.
CSD Capital Projects Fund Summary
FY 2024/25 FY 2025/26 FY 2026/27
Actual Budget
Proposed
Budget
Year over
Year % Chg
Revenues & Transfers In $ 1,836,762 $ 1,046,016 $ 865,383 (17.3) % Expenditures & Transfers Out — 9,412,617 6,400,000 (32.0%) Revenues Over/(Under) Expenditures 1,836,762 (8,366,601) (5,534,617) (33.8%) Working Capital Balance, July 1 28,022,065 23,758,410 15,391,809 Working Capital, June 30 $ 23,758,410 $ 15,391,809 $ 9,857,192 The year-over-year changes in the CSD Capital Projects Fund reflect the timing of capital projects, which are one-time in nature.
Significant projects included in the FY 2026/27 budget are, Pleasant Valley Road Sewer Force Main, Pump Station No. 3 & 5 Improvements, Sludge Pump Station Improvements, Waste water System Generator Replacement, Water Reclamation Plant Clarifier Tanks Coating and Repair, a nd Water Reclamation Treatment Plant Upgrades – Phase II . The fund balance at the beginning of FY 2026/27 provides funding for 100% of the cost related to all Year 1 projects included in the 2025 water and sewer rate study.
IN CONCLUSION
The Fiscal Year 2026/27 Proposed Budget allocates funding resources to maintain high levels of service, while investing in enhancements to City services and infrastructure to improve the quality of life for Camarillo residents for decades to come.
As part of the annual Strategic Planning/Goals & Objectives Session, staff intends to continue providing residents vital services, through technology upgrades and streamlining internal and public-facing City operations. Additionally, the City will continue its efforts to increase awareness and participation in the Las Personas Community Academy and the Neighborhood Watch Program, develop and implement strategies to address homeless and mental health issues, implement the initiative of a public/private community health and wellness program, explore opportunities to foster an inclusive and accessible environment for all, continue to seek improvements on local traffic issues that impact our City, improve public transit, and develop a workforce training and development program in an effort to maintain an effective workforce.
As delineated in its goal of Fiscal Management, the City Council affirms its commitment to sound and conservative financial practices to ensure the City’s ability to navigate through economically challenging times. The City will continue to monitor proposed legislation from the State and Federal government and that could have additional fiscal impacts.
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
29 I appreciate the support and policy direction given by the City Council during the past year and believe that this budget fully supports its proposed policies and programs.
Respectfully,
Greg Ramirez
City Manager
EXECUTIVE TRANSMITTAL LETTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
30 LOCAL HISTORY
The land upon which the historic Camarillo Ranch now sits was once part of the original Rancho Calleguas. One of the last of the Mexican land grants, the Rancho was almost 10,000 acres in size and was given to Jose Pedro Ruiz by Governor Alvarado in 1847.
Juan Camarillo (1812-1880) obtained the Rancho from the Ruiz Family in 1875. Juan had been a member of the Hijar-Padres Expedition to California in 1834. In 1857, Juan settled in what is now San Buenaventura.
Camarillo Ranch - 1895
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
31 Following Juan’s death in 1880, his eldest son Adolfo took over operations at the Ranch. Adolfo Camarillo (1864-1958) was age 16 at the time, and during the next 68 years he operated the Camarillo Ranch, progressing from a mostly cattle operation to crops.
Adolfo was a leading innovator, bringing in lima beans, as well as barley, corn, alfalfa, walnuts, and citrus to the area. In 1888, Adolfo married Isabella Menchaca (1861-1936). They moved into an adobe home on the Ranch, which was later destroyed by fire. Adolfo and Isabel raised seven children together.
In 1890, with the help of two Chumash Indians, Adolfo planted two rows of eucalyptus trees. These trees arched across Highway 101 in Camarillo for many years. Some of those trees still line the north side of the Ventura Freeway. Over the years, Adolfo employed a number of Chumash Indians on the Ranch in a variety of capacities.
Don Adolfo Camarillo & Camarillo White Horse
Adolfo and a crew, utilizing the designs of prominent Ventura County Architects Herman Anlauf and Franklin Ward, built the Camarillo House in 1892. This three-story, 14-room home was built in the Queen Anne Victorian style. Adolfo planted a number of trees near the house, some of which on the front lawn are now among the finest in California for their species.
In 1921, Adolfo Camarillo purchased a 10-year-old brilliant white colt named Sultan. Over the next few years, Sultan won many stock championships throughout California. Adolfo bred Sultan to Morgan mares at the Camarillo Ranch.
The Camarillo White Horses have become famous over the years, parading in the Pasadena Rose Parades and the Santa Barbara Fiesta parades since they began in the ‘30’s. Many dignitaries, including President Harding, Governor Ronald Reagan, John Mott, and the son of President Gerald Ford, have ridden the horses.
The ownership of the horses remained with the family until December 1987, when upon the death of Adolfo’s daughter, they were sold at public auction. The horses went their separate ways for the first time in 65 years. The City of Camarillo especially felt the loss, as the Camarillo White Horses share the city’s symbol with Adolfo Camarillo, which appear on all the street signs and city vehicles.
In 1989, the horses were regrouped and began performing in local parades and fiestas. With only eleven white horses remaining, it became apparent the horses could possibly die out. The Camarillo White Horse Association was organized in 1992 to maintain the breed and lineage of the noble Camarillo White Horses.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
32 Camarillo City Hall
The City of Camarillo was incorporated in 1964 under the general laws of the State of California. Since the early 1900’s, Camarillo has been an agricultural community that has evolved into a rural, suburban community on the outskirts of the Los Angeles metropolitan area, with a balanced base of land uses established under the City’s General Plan. Camarillo is a city of 69,868 residents located in the center of Ventura County (est. population 843,843). It has an area of approximately 20 square miles and is situated in the Pleasant Valley area of the vast agricultural Oxnard Plain. Geographically, Camarillo is midway between Los Angeles and Santa Barbara on Highway 101, nine miles inland from Point Mugu Naval Air Station and the Pacific Ocean.
CITY ORGANIZATION
The City operates under the Council-Manager form of government. The five-member City Council is elected through a district-based electoral system for four-year terms and are subject to term limits. The current District map, based on 2020 Census data, was adopted on April 12, 2022. The Mayor is selected from the City Council members and serves a one-year term. The City Council is responsible for passing ordinances, adopting the budget, appointing committees, and appointing a City Manager and City Attorney, among other things.
The City Council members serve as the governing body of the following:
• Camarillo Capital Improvement Corporation
• Camarillo Industrial Development Authority
• Camarillo Library Board
• Camarillo Public Finance Authority
• Camarillo Sanitary District Board
• Successor Agency
The City Council members serve on the following Standing Committees:
• Information Technology and Facilities
• Economic Development and Land Use
• Finance/Investment
• Local Appointments and Liaison/Intergovernmental
• Policy
• Public Safety and Emergency Preparedness
• Transportation and Infrastructure
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
33 • Utilities
In addition, the City Council appoints residents to the following local advisory Commissions, Boards and Committees:
• Camarillo Council on Aging
• Investment Committee
• Planning Commission
The City established the Finance and Investment Committees in 1988 and revised and updated all fiscal policies including investments, purchasing, accounts payable, financial reporting, and budgeting. The City reviews its investment policy annually. All other City policies are reviewed as needed.
The City has representation on the following Regional Boards and Committees:
• Air Pollution Control District Advisory Committee
• Association of California Water Agencies (ACWA)
• Association of Water Agencies of Ventura County (AWA) • California Association of Sanitation Agencies (CASA)
• California Joint Powers Insurance Authority (CJPIA)
• California State University Channel Islands (CSUCI) Site Advisory • Clean Power Alliance of Southern California (CPA)
• Economic Development Collaborative (EDC)
• Fox Canyon Groundwater Management Agency
• Local Agency Formation Commission (LAFCo)
• League of California Cities
• Regional Defense Partnership (RDP)
• Southern California Regional Rail Authority
• Ventura County Airport Authority
• Ventura County Animal Services Commission
• Ventura County City Selection Committee
• Ventura County Council of Governments (VCOG)
• Ventura County Transportation Commission (VCTC)
• Ventura Regional Sanitation District (VRSD)
City provided services include:
• City Administration
• Community Development (planning and zoning)
• Public Improvements
• Recycled Water
• Street & Landscape Maintenance
• Traffic Engineering
• Wastewater
• Water
The City also provides a range of services, some of which are provided on a contractual basis. Contractual services include:
• Animal Control Services
• Building and Safety Services
• Landscaping Maintenance
• Law Enforcement
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
34 • Library Operations
• Major Capital Projects
• Solid Waste
• Street Sweeping
• Transit Services
The City is within the Ventura County Fire District and the Pleasant Valley Recreation and Park District, but exercises no control over them.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
35 Additional City facts at-a-glance:
Area in Square Miles 19.76
Median Household Income $ 112,301
Total Households 26,025
Number of Schools:
Elementary 17
Secondary 8
Enrollment 12,961
*High School Graduate percent 94.5 %
*Degree in a higher education 43.6 %
Number of:
Community Centers 1
Fire Stations 4
Golf Courses 4
Hospitals 1
Library 1
Parks (28 owned by PVRPD; 2 owned by City) 30
Police Stations 1
Senior Centers 1
Swimming Pools 1
Tennis Courts 17
* Data provided by the Southern California Association of Governments & the California Department of Education (most current data, 2025)
CITY OUTLOOK
Camarillo’s growing reputation as a preferred location for the high-tech and specialty product industries are enhanced by its retention of long-established firms and the recent arrival of several more. Employers looking for skilled and experienced workers, supervisors, and managers can tap a reservoir of such personnel from the multitude of high-tech firms located in the city, the county, from nearby Naval Base Ventura County-Point Mugu Naval Air Weapons Center, and California State University-Channel Islands.
Consistently ranked as one of the safest communities in Ventura County, Camarillo is ideal for families who want to take advantage of the region’s amenities while living in an affordable, prospering community. These are just a few of the reasons why Camarillo is the best place to Live, Work, and Play!
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
36 Unemployment Rate
# Employment
EMPLOYMENT
Camarillo Unemployment
As of March 31, 2026 4.1%
Ventura County Unemployment
As of March 31, 2026 4.4%
No. of Jobs
In Camarillo 32,100
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
0%
2%
4%
6%
8%
10%
0 10,000
20,000
30,000
40,000
50,000
Source: California Employment Development Department
From June 2017 through May 2026, Camarillo’s unemployment rate fluctuated between a low of 2.7% in March 2022 and a high of 5.9% in 2026. As of 2026, Camarillo’s unemployment rate is 5.9%, reflecting current labor market conditions. Camarillo’s manufacturing sector remains concentrated in high-paying technical industries, including computer and electronic parts manufacturing, as well as chemical production.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
37 Principal Employers
Number of
Employees
% of Total
City
Employment
(33,530)
Hi-Temp Insulation 1,860 5.55 %
Meissner Filtration Systems 1,387 4.14 %
Pleasant Valley School District 799 2.38 %
St. John's Pleasant Valley Hospital 611 1.82 %
Sanisure Inc. 365 1.09 %
Lucix Corp. 344 1.03 %
Golden State Medical Supply 295 0.88 %
Amazon 288 0.86 %
Hygenia LLC 270 0.81 %
Teledyne Scientific & Imaging LLC 237 0.71 %
Cal Coast Construction Specialists 215 0.64 %
Sources: City of Camarillo Finance Dept., State of California, Employment Development Dept. Labor Market Information Division Median Home Price
$748,250
$647,000
$765,000
$835,250
$987,000
$897,500
$1,030,000
$1,200,000
$1,015,000
Santa Paula
Port Hueneme
Oxnard
Simi Valley
Camarillo
Ventura
Moorpark
Thousand Oaks
Ojai
Source: HdL Companies
Camarillo’s median home price has increased to an all-time high of $998,000 in Q4 2025. Countywide, home prices have remained strong. Camarillo home values have increased by 2.15% over the same time last year and are projected to remain steady over the next year.
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
38 Source: HdL Companies
CITY PROFILE AND HISTORY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
39 NAVIGATING THE BUDGET
The FY 2026/27 Budget document is organized into sections. This section includes the budget message and summary information. Staff from all departments used the City’s financial system to input their budget requests which have been incorporated into this budget.
THE BUDGET PROCESS
The budget process began in January 2026, when the City Manager and Director of Finance set forth the Guidelines for Budget Preparation for the Fiscal Year 2026/27 to each Department Head and other key staff involved in the budget process. Those instructions were followed by a training session, conducted by Finance staff, to walk through the budget process and data entry requirements.
Following an initial review of department budget requests, and reviewing a preliminary analysis of projected revenues and expenditures, Finance met with the City Manager to critically assess department operations and efficiencies. Similar to FY 2025/26, property tax and sales tax numbers serve as the foundation for the City's economic stability. A series of meetings were held with the City Manager, Assistant City Manager, Public Works Director, and Finance staff to analyze the City’s capacity to accommodate the FY 2026-2031 Five-Year Capital Improvement Plan (CIP).
On June 10, 2026 the City Council and Sanitary District Board (CSD) held a budget Workshop to discuss both Proposed FY 2027/27 Budget and the Five-Year Capital Improvement Program.
On June 24, 2026, the City Council and CSD held a joint meeting adopting the FY 2026/27 Budget.
Developing and monitoring the budget is an ongoing process. By responding quickly to events that influence the budget, the City is able to maintain consistent levels of service provided to the community.
We are also able to safeguard the financial base against erosion from unforeseen events outside the control of the City. The estimates that are developed from this process are modified throughout the budget period to respond to unanticipated events. Monthly financial reports are provided as a method for ongoing review at the department and City Council level. Finance staff will monitor budget to actual revenue and expenditures monthly, providing the City Manager with any substantial variances.
A formal mid-year review of the FY 2026/27 budget will be performed with the City Council and CSD in February 2027. There will also be formal review of the budget in June 2026, prior to appropriation of the FY 2026/27 budget.
LEVEL OF BUDGETARY CONTROL
Since the budget is an estimate, from time to time it is necessary to make adjustments to fine tune the line items within it. Various levels of budgetary control have been established to maintain the integrity of the budget. The City Council has the authority to amend or supplement the overall appropriations for the City in total. The City Manager has the authority to transfer between expenditure accounts, provided those changes do not increase overall appropriations. Whether that transfer is within a fund or between funds, that authority must be exercised taking into consideration funding source compatibility.
For example, appropriations can be transferred from any expenditure account to another as long as the funding from the source account can legitimately be used to cover the expenditure for which it is being transferred. Where an appropriation requires an increase that cannot be supported by a transfer within those guidelines, City Council authorization is required.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
40 FUNDS, FUNDING, AND BUDGETARY CONTROL
Basis of Revenue Estimates
While the departments were developing their budget expenditure requests, the Finance Department was projecting revenues for the budget. Many of the projections are developed with industry-leading consultants to forecast the City’s two largest revenues, property and sales taxes, as well as information provided by various departments.
For classification purposes, revenues are usually grouped into major categories. For financial reporting purposes, the California State Controller’s Office has established a classification system that local governments are required to follow when reporting their financial affairs to the State. Therefore, the presentation of revenues is based on the State Controller’s classification system, as follows:
w Taxes - Compulsory charges levied by a government for the purposes of financing public services performed for the common benefit. The taxes received by the City include property taxes, sales tax, business tax, transient occupancy tax, and documentary transfer tax. Property, sales, and business tax projections are accomplished by analyzing historical trends, changes in the national/state/local economy, and changes within the community that affect these revenues. Transient occupancy taxes are projected based on trends and any changes in the Consumer Price Index. Documentary transfer tax is received as property is sold, and is therefore estimated based on the projected level of current activity in the real estate market.
w Special Benefit Assessments - Compulsory charges levied by a government for the purposes of financing a particular public service performed for the benefit of a limited group of property owners.
These assessment revenues are projected based on the amount that will be assessed, less a modest adjustment for anticipated uncollected assessments. Cost of providing the service for which they are assessed is also considered, along with balances available and future anticipated spending patterns. w Licenses & Permit Fees - Fees collected in exchange for the issuance of a license or a permit are usually issued to fund the public programs relating to the activities licensed or permitted within the City.
License and permit fees collected by the City are primarily for building and construction permits, although there are some fees generated for solicitation permits, and other permits related to the conduct of business. There are also minor fees for bicycle licenses. Permit income related to building activity is projected by the departments collecting those fees based on projected applications anticipated. Other permit fees are based on historical trends.
w Fines & Forfeitures - Punitive assessments levied by the courts upon violations of law or regulations.
The City receives such fines and forfeitures for Vehicle Code fines and for violations of the Municipal Code. Fines and forfeitures are primarily estimated by the Finance Department based on historical trends and any legislation that might affect their distribution. w Revenues from the use of Money & Property - Income derived from investment earnings, plus sale/ rental of property. Investment earnings are projected based upon a conservative return applied to the cash balance within each fund. Where cash remains relatively stable in any given fund, historical trends can be used; but since investment earnings are distributed to each fund based upon the cash balances within each fund, additional knowledge about spending patterns and anticipated timing of receipts is crucial. For sale and rental of property, actual knowledge about which properties, if any, will be rented or sold through the fiscal year is used to make the revenue projections.
w Intergovernmental Revenues - Income from grants and subventions received from other governmental entities. The primary group in this category is State shared fees and taxes, which includes
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
41 state-shared fees and taxes, relief subventions, and gas taxes. Other sub-groups in this category are special purpose federal, state, and county grants. Historical trends, information provided by the State and information provided by other departments, are the sources of information for making revenue projections in this category.
w Current Service Charges - Income collected in exchange for a particular public service of a limited and specific benefit. These charges are used to fund the cost of the particular service provided. The City collects a wide variety of such charges in different service areas. The primary areas where they are collected are public safety, planning and zoning, building plan checks, and utilities. Information is received from other departments to make projections related to the building industry. The income that is related to utilities is projected based upon estimated customer count and consumption trends.
In addition, this revenue includes internal service fund allocations for services provided by those funds.
Each of the Internal Service Funds incur costs that are allocated to the user departments. The basis for the allocation varies depending on the type of service provided. ◦ In the Vehicle and Equipment fund, costs for vehicle usage are charged to the user departments based upon the annual depreciation and the estimated life of the vehicle. Vehicle maintenance is charged based on actual usage.
◦ In the City Hall Facility, Corporation Yard Facility, and Police Facility Funds costs are allocated to the user departments based on square footage. Facility costs in the Library Facility are allocated to the operating division.
◦ In the Information Systems Fund, the charges are based on the number of personal computers and telephones in the user department.
◦ In the Risk Management Fund, the charges are based on salary data for the cost of workers’ compensation insurance, actual vehicle count for vehicle insurance, and an estimated prorated share for general liability insurance.
w Other Revenues - Income from contributions, refunds, and other income not classified elsewhere.
This income source is projected based upon historical trends or specific information about a particular source.
As the budget is a plan to guide the future operations of the City and the CSD, the City has endeavored to forecast revenues on a conservative basis, with the most recent information available. These estimated revenues directly control how much the City and the CSD can plan to spend on various services and projects.
FUND BALANCES AND WORKING CAPITAL
One of the most important elements of a comprehensive budget is an evaluation of the impact of projected revenue, expenditure appropriation and transfer requests on fund balances and working capital throughout the budgeted funds. These are the balances projected to be available once the budget period has transpired.
Because of the fund accounting requirements in Generally Accepted Accounting Principles (GAAP), in the Enterprise Funds and Internal Service Funds, these fund balances are called working capital, and in all other funds they are called fund balance. Maintaining adequate fund balance and working capital levels is critical to ensuring that the City is adequately prepared financially to meet ongoing cash flow needs and unforeseen events and emergencies. The City of Camarillo has a Reserve Policy, which targets the level of balances that should be maintained in certain funds. The Reserve Policy is stated below:
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
42 Purpose
The City shall maintain unassigned fund or working capital balances in the General Fund, Water Utility Fund, Sanitary Fund, certain Special Revenue Funds, Debt Service and Internal Service Funds, and the Capital Improvement Fund. This policy is developed to consider the minimum level necessary to maintain the City’s credit worthiness and to adequately provide for:
w Economic uncertainties and other financial hardships or downturns in the local or national economy w Local disasters or catastrophic events
w Future debt or capital obligations
w Cash flow requirements
w Legal requirements
Policy
General Fund 101: The City will maintain a minimum reserve level of 50% of the operating budget for the General Fund. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures plus transfers to other funds for operations, excluding transfers for capital projects and depreciation.
Special Revenue Funds : For all Maintenance District Funds, except those that operate on a citywide basis, the City shall target a reserve level of 20% of the operating budgets for cash flow purposes. For the purpose of this policy statement, the budgets shall include appropriations for operating expenditures.
Fund Name and Number:
Grant Fund 202
SB 125 Fund 206
Article 8c TDA Fund 207
Article 8a TDA Fund 208
Article 3 TDA Fund 209
Gas Tax Fund 210
SB1 Fund 211
Lighting & Landscape MD 220
Mission Oaks Maintenance District 221
Wittenberg Maintenance District 222
Armitos Storm Basins District 223
Mission Oaks Industrial District 224
Presley Maintenance District 225
Spanish Hills Maintenance District 226
Sares Regis Maintenance District 227
Vista Las Posas Maintenance District 228
Adolfo Glen III Maintenance District 230
Adolfo Glen II Maintenance District 231
Debt Service Funds : Reserve levels for Debt Service Funds shall be established as prescribed by the bond covenants adopted at the time of the issuance of debt.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
43 Capital Improvement Projects Fund: The City shall establish and maintain a designated fund balance in the Capital Improvement Projects Fund equal to the discretionary (i.e., General Fund) contribution for the future capital improvements outlined in the FY 2026-2031 Five-Year CIP based on the following schedule:
w 100% of the Current Year and Year One of the CIP
Internal Service Funds:
Risk Management Fund: A reserve shall be established and maintained equal to the sum of the following elements:
w Three times the self-insured retention for liability claims, plus w 100% of the greatest deductible for any single property damage coverage, plus w 25% of the annual appropriation for workers’ compensation Information Services Fund: A computer replacement reserve shall be established and maintained to ensure the timely replacement of computer equipment and software. The reserve level shall be the greater of 100% of the accumulated depreciation, or a schedule defined by the City Council adopted Information Systems Master or Strategic Plan.
Vehicle & Equipment Fund: A replacement reserve shall be established and maintained equal to 120% of the accumulated depreciation.
Facility Funds: A capital outlay reserve shall be established and maintained, based on 100% of a reserve study capital replacement plan, for cash flow purposes and for the rehabilitation or replacement costs of existing City facility components.
Enterprise Funds:
Solid Waste Fund: The City will establish and maintain a minimum reserve level of 5% of operating budget.
Water Utility Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset at Replacement Costs
Debt Service 1 Year of Debt Service
Sanitary District Operating Fund: The City will establish and maintain a minimum reserve level based on the following schedule:
Operations 3 Months O&M
Capital Annual Depreciation (Replacement Costs)
Debt Service 1 Year of Debt Service
Restricted/Emergency 1% of Asset at Replacement Costs
Procedure
The Finance Department shall perform a reserve analysis to be submitted to the City Council upon the occurrence of the following events:
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
44 w City Council deliberation of the annual budget
w Presentation of the annual financial report
w Midyear budget review
w A major change in conditions threatens the reserve levels established within this policy If the analysis indicates projected or actual reserve levels that fall either 10% below or 10% above reserve levels outlined in this policy, at least one of the following actions shall be included with the analysis:
w An explanation of why the reserve levels are not at the targeted level. w An identified course of action to bring reserve levels to the minimum prescribed.
FUND TYPES AND DESCRIPTION
The City of Camarillo uses funds and account groups to report its financial operations. A fund is used to maintain control over resources that have been segregated for specific activities or functions and special revenue sources. The 52 budgeted funds are segregated into fund types, as shown in the following, and all can be divided into the following three categories:
Governmental Funds - Governmental Funds focus on current financial resources, which emphasize near-term inflows and outflows of spendable resources as well as balances of spendable resources at the end of the fiscal year. This information is essential in evaluating the City’s near-term financial requirements. The governmental activities are prepared using the current financial resources measurement focus and modified accrual basis of accounting. To better understand the City’s short-term requirements, it is useful to compare the City’s Governmental Fund budgets. The major governmental funds include the General Fund, Special Revenue Funds and the Capital Improvement Projects Fund. Most of the City’s basic services are reported in this category, including Public Safety, Highways and Streets, Economic Development, and Cultural Arts and Library Services. The activities are funded by property, business, hotel and sales taxes, user fees, interest income, franchise fees, and state and federal grants finance these activities.
Proprietary Funds - The City maintains two types of proprietary funds: enterprise funds and internal service funds. The City uses enterprise funds to account for its Water Utility, Reclaimed Water, Water Conservation Credit, Water Capital Projects, Water Debt Service, Camarillo Sanitary District, Solid Waste, Camarillo Ranch Events, and Transit operations. Internal service funds are an accounting tool used to accumulate and allocate costs internally among the City’s various functions. The City uses internal service funds to account for its Risk Management, Information Services, Vehicles & Equipment, City Hall, Corporation Yard, Library, Police, and the Camarillo Chamber of Commerce Facility.
Although Water is budgeted with five distinct funds and CSD is budgeted with three distinct funds, they are presented as one Water fund and one CSD fund in the City’s Annual Comprehensive Financial Report (ACFR).
Fiduciary Funds - The City is the trustee, or fiduciary , for certain funds held on behalf of external parties. These activities are reported in the financial statements, but are not budgeted. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes. The fiduciary activities are custodial funds, which report assets, liabilities, and net position.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
45 BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
46 CITY OF CAMARILLO
General Fund-101 - The General Fund is where the majority of discretionary funds are recorded and where the majority of general municipal services are provided. Through transfers, it is also a major contributor of services and projects that are accounted for in other funds including the Gas Tax Fund, Lighting & Landscape Maintenance District Fund, Transit Fund, and Debt Service Fund that do not have enough available resources to cover the associated expenditures.
Special Revenue Funds (30)
Transportation Funds - The Transportation Funds record only revenue and transfers to other funds.
Monies received in these funds are transferred to the Capital Improvement Projects Fund to be used for overlay, resurfacing, and street-related capital projects. w Grant Fund-202 - This fund is used to account for financial resources received from federal, state, or local grant programs that are legally restricted to expenditures for specific purposes. w SB 125 Fund-206 - This fund is used to account for special, one-time state source funding to help address transit providers' operating and capital needs. w TDA Article 8c Transit Fund-207 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the use in the City's transit operation.
w TDA Article 8a Roads Fund-208 - This fund is used to account for special state subventions under the Transportation Development Act (TDA) that are legally restricted to the maintenance of highways and streets within the City’s boundaries.
w TDA Article 3 Fund-209 - This fund is used to account for special state subventions under the TDA that are legally restricted to the maintenance of bikeways and handicapped ramps within the City’s boundaries.
w Gas Tax Fund-210 - The Gas Tax Fund is used to account for gas tax revenues. The Gas Tax revenue funds the Street Maintenance division of the Public Works department in General Fund and qualified capital projects in Capital Project Fund.
w SB 1 Fund-211 - The SB 1 Fund is used to account for SB 1 revenues and transfers to other funds.
This funding will be used for deferred maintenance both on the state highway and the local road system.
Maintenance District Funds - The City has a Lighting and Landscape Maintenance District which supports lighting and landscape maintenance throughout the City. The source of funding for this district is a portion of the 1% ad valorem property tax, which is designated for this purpose. All the other maintenance districts support specific areas within the community and were established as a development requirement, and receive property tax assessment revenues that provide for the individual district’s expenditures.
w Lighting and Landscape Maintenance District-220 - This is used to account for property tax revenues that are restricted to citywide street lighting and landscape maintenance expenditures.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
47 w Mission Oaks MD1A-221 - This is used to account for revenues from property taxes and assessments levied on the property within the Mission Oaks district that are specifically restricted to the district's median, parkway, slopes, and tree maintenance.
w Wittenberg Maintenance District MD2A-222 - This is used to account for revenues from assessments levied on properties within the Wittenberg subdivision that are specifically restricted to the maintenance of landscape and open space areas within and immediately adjacent to the tract. w Armitos Storm Basins Maintenance District-223 - This is used to maintain three storm drain desilting basins, which serve the Armitos Tract.
w Mission Oaks Industrial Maintenance District-224 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district. w Presley Maintenance District-225 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping in the flood control areas located off Sierra Mesa. w Spanish Hills Maintenance District-226 - This is used to account for revenues from assessments that are to be used for maintenance of landscaping within this district. w Sares/Regis Maintenance District-227 - This is used for maintenance of a drainage basin, which serves the Sares/Regis Tract.
w Vista Las Posas Maintenance District-228 - This is used for the maintenance of entrance street landscaping and a storm water detention basin in the Vista Las Posas development. w Adolfo Glen III Maintenance District-230 - This is used to account for revenues from assessments that are to be used to maintain landscaping within this district. w Adolfo Glen II Maintenance District-231 - This is used to account for revenues from assessments that are to be used to maintain landscaping within the district.
SIBA Fees-240 - The SIBA Fund is used to fund and/or reimburse a portion of the cost of the Springville Interchange Project within the Springville Interchange Benefit Area (SIBA).
Traffic Mitigation-251 - The Traffic Mitigation Fund is used to account for fees received from developers to accommodate and mitigate the adverse traffic impacts caused by new development and fund the cost of maintaining regional and local roads.
Bridge Policy Fund-252 - The Bridge Policy Fund is used to account for fees received from developers based on land acreage for property to be developed to fund the cost of bridge construction or addition.
Storm Drain-253 - The Storm Drain Fund is used to account for fees received from new development to fund storm drainage related costs.
Signals Fund-261 - The Signal Fund is used to account for signal fees received from new development to fund signal maintenance related costs.
Underground Utilities-262 - The Underground Utilities Fund is used for fees received from new development to fund underground related costs.
Street Improvements-263 - The Street Improvements Fund is used to account for fees received from new development for street maintenance related costs.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
48 Parking In-Lieu-264 - The Parking In-Lieu Fund is used to account for fees received from business owners in the Old Town area to fund off-street parking facilities.
Air Quality Management Fund-275 - The Air Quality Management Fund was established in FY 1993/94. This fund is used to account for revenues from air quality impact fees that are required to be used for transportation mitigation.
Community Development Block Grant Fund (CDBG)-280 - The City of Camarillo participates in the CDBG Program, funded by an entitlement grant from the United States Department of Housing and Urban Development (HUD). It is typical for the CDBG Fund to vary widely between the amount budgeted and the revenues and expenditures which actually occur throughout the fiscal year. By budgeting the total available funds for the fiscal year, the City maximizes its flexibility to utilize the available funding as needed. Whatever is not utilized in any fiscal year is automatically carried over to the following fiscal year.
Library Special Revenue Fund-285 - The Library Special Revenue Fund is utilized to collect and record the proceeds from fundraising and local donations for the Camarillo Library.
Cable PEG Fees Special Revenue Fund-286 - The Public, Educational, and Governmental (PEG) Special Revenue Fund was created to account for revenue resulting from new cable franchising laws.
Traditionally, cable service providers negotiated with municipalities in order to obtain a franchise authorizing them to provide cable services in a community. The new laws allow cable service providers to apply for a franchise at the state level when the local franchise expires; however, they must maintain their support in the production of local PEG access channels. A municipality may establish a PEG support fee of up to 1 percent of gross revenues. This funding will be used to offset capital costs such as PEG production, editing, and program playback equipment, renovation or construction of PEG access facilities.
Debt Service Fund
Library Debt Service Fund-321 - The Library Debt Service Fund was established in Fiscal Year 2002/03 to account for the debt service of $8.8 million in Lease Revenue Bonds issued for the purpose of the matching requirement for the state grant received from the State of California. The bond money, combined with the grant, was for the acquisition of land and construction for the new 65,000 square foot, state-of- the-art Library in Camarillo. The City issued $7,630,000 Camarillo Public Finance Authority Lease Revenue Bonds Series 2012, providing funds to refund the 2003 Series A Bonds. This generated a Net Present Value savings of $876,326 over the same remaining debt service period. The final maturity date of the bonds remains December 2033. Currently, budgeted expenditures in the Library Debt Service Fund are for principal and interest on the bonds and related administrative costs, which are funded by the General Fund.
Capital Projects Funds (3)
Capital Improvement Projects Fund-410 - The Capital Improvement Projects Fund accounts for the general capital projects funded from capital fees collected from developers, state and federal grants, and transfers from the General Fund and the Transportation Funds. The projects in the Budget are in agreement with the City’s Five-Year Capital Improvement Program.
Camarillo Corridor Projects Area Fund-429 - This fund accounts for the construction activities as designated in the approved Successor Agency Long-Range Property Management Plan, and are in agreement with the City’s Five-Year Capital Improvement Program. Funding is provided by housing and non-housing construction bonds.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
49 Low-Mod Income Housing Asset Fund-498 - This fund is used to account for the housing activities of the former Redevelopment Agency.
Internal Service Funds (ISF) (8)
ISF's are created to account for costs associated with services that benefit a wide variety of other funds, and provides an opportunity to accumulate those costs in one fund to allocate them to the benefiting departments for services rendered. ISFs also provide a mechanism for accumulating funds for the replacement of vehicles, equipment, and facilities. This is particularly true for all ISFs, except the Risk Management Fund and the Human Resources Fund.
Risk Management Fund-510 - The Risk Management Fund is where costs associated with the City’s risk management function are recorded and then charged back to the other funds. The City of Camarillo is a member of the California Joint Powers Insurance Authority (CJPIA), along with over 100 other California public entities, and is self-insured for general liability and workers’ compensation. The City takes advantage of the CJPIA buying power to purchase property, earthquake, flood, boiler and machinery insurance, etc. Claims administration for both general liability and workers’ compensation are provided through a third party contractual agreement administered by the CJPIA.
Information Services Fund-530 - The Information Services Fund is where costs associated with operating the City’s information services function are recorded and charged back to the other funds based on the level of services provided. Information Services includes the telephone system, H.T.E. computer system, local and wide area network systems, personal computers, Geographic Information System (GIS), library technology support, internet, and miscellaneous computerized systems.
Vehicles and Equipment Fund-540 - The Vehicles and Equipment Fund is where costs associated with procurement, maintenance and operations of the City’s vehicles and field equipment, are recorded and charged back to the departments based on the services received. One of the goals of this fund is to provide funding to replace vehicles and field equipment. It is also to recover the costs associated with maintaining all of the City’s vehicles and field equipment. Through a “use” charge, departments that use City vehicles contribute to this fund.
Enterprise Funds (8)
Solid Waste Fund-805 - The City provides a refuse, recycling, and green waste program for residential customers, and a refuse and recycling service for commercial customers. The City contracts, through an exclusive franchise agreement with a local hauler, E.J. Harrison & Sons (Harrison), to haul all the waste in Camarillo. EJ Harrison performs billing services for all customers, including residential, commercial, and multi-family accounts. Refuse, recycling, and green waste services are provided weekly to Camarillo residential customers. The City sponsors a Household Hazardous and Electronic Waste Program. This on- going program provides an opportunity for households to dispose of toxic materials in a safe and environmentally sound manner.
Transit Fund-810 - The Transit Fund is an enterprise fund where costs associated with operating the City’s transit system are recorded. The City began contracting this service on January 6, 1997, to provide a single fixed route and a general public Dial-A-Ride transit service. FTA Grant monies are received to fund program operating expenditures.
Camarillo Ranch Events Fund-815 - The Camarillo Ranch Events Fund is an enterprise fund where costs associated with operating the City’s Ranch Property are recorded. The enterprise is funded based on the projected venue rental activity revenue collected by Command Performance who conducts the
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
50 commercial business including Wedding and Special Event Management Services. The Camarillo Ranch Foundation will have use of the Ranch Property and other structures to conducts its nonprofit activities.
Water Utility Fund-860 - The Water Utility Fund is where revenue and expenses associated with the City’s water service are recorded. This fund is fully self-supporting and derives the majority of its revenue from ratepayers. The City provides water and associated maintenance to approximately 14,000 customers. Not all of the property owners within the City limits are provided water service by the City.
There are five other water agencies providing water to selected areas within the City. The largest of the five is Camrosa Water District, which provides water services to the Mission Oaks area within the City.
Reclaimed Water Fund-861 - The Reclaimed Water Fund is a water service from the potable water system, with separate infrastructure facilities, and is where revenue and expenses associated with the City’s reclaimed water service are recorded. This fund is designed to be fully self-supporting, and derive the majority of its revenue from ratepayers. The recycled water distribution system serves current agricultural potable water customers, a 55-acre sports park, and median/common areas in the Village at the Park tract. The source of the recycled water is the Camarillo Sanitary District’s Water Reclamation Plant.
Water Conservation Credit Fund-862 - The Water Conservation Credit Fund is a new program to facilitate ‘water will serve’ letters to new developments that will help City meet state mandates during drought conditions.
Water Capital Project Fund-863 - The Water Capital Project Fund is used to track Water capital improvement project expenditures.
Water Debt Service Fund-864 - The Water Debt Service Fund was established in FY 2019/20 to account for the debt service of $11.8 million in Water Revenue Bonds. The bonds were issued to finance a portion of the costs for the North Pleasant Valley Groundwater Desalter project. The project will treat 4,500 acre- feet per year of brackish groundwater and yield up to an additional 3,877 acre-feet per year of potable water thereby reducing the need for like amount of imported water for the use within the City’s water service area. The final maturity of the bonds is June 1, 2039. Historically, expenditures in the Water Debt Service Fund were budgeted for principal and interest payments on water-related bonds and associated administrative costs, funded by the Water Utility Fund. However, the Water Revenue Bonds, Series 2019 were defeased August 8, 2023 and therefore, debt service expenditures are no longer budgeted.
CAMARILLO SANITARY DISTRICT (CSD)
CSD Operating Fund-871
CSD Debt Service Fund-872
CSD Capital Projects Fund-873
The Camarillo Sanitary District is a separate governmental entity that provides sewer services for residential and commercial customers within its boundaries. The CSD boundaries are not contiguous with the City of Camarillo boundaries. The CSD is fully self-supporting and derives the majority of its revenue from ratepayers for services rendered. The Directors of the Board are the same elected officials who also sit as the members of the City Council. The CSD has been divided into three distinct funds for budgeting purposes. The segregation of these funds allows for ease in cash flow and rate setting.
BUDGET PROCESS AND FUND STRUCTURE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
51 CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
52 Adjusted Fiscal Year 2025/26 Estimated
Fund Balance Amended Budget Fund Balance
FUND June 30, 2025 Revenues Expenditures Transfers Adjustments June 30, 2026 City of Camarillo
* 101 General Fund $ 111,199,615 $ 58,039,102 $ 62,631,667 $ (3,382,592) $ — $ 103,224,458 202 Grant Funding $ 41,126 7,332,249 985,756 (6,346,493) $ 41,126 206 SB 125 Fund 11,777 1,790,000 — (1,198,446) 603,331 207 TDA Article 8c Fund 74,164 1,677,664 — (1,677,664) 74,164 208 TDA Article 8a Roads 3,327,785 1,719,532 — (3,770,312) — 1,277,005 209 TDA Article 3 — 14,119 — (14,119) — —
210 Gas Tax Fund 231,827 2,018,831 — (2,018,831) — 231,827 211 SBI Fund 1,611,721 1,968,379 — (2,003,052) — 1,577,048 220 Citywide Lighting/Landscape Maintenance District — 2,923,558 6,583,711 3,585,310 — (74,843) 221 Mission Oaks Maintenance District-MD1A 1,327,826 1,088,808 1,204,142 — — 1,212,492 222 Wittenberg Maintenance District-MD2A 102,952 33,208 47,066 — — 89,094 223 Armitos Storm Basins Maintenance District 65 1,869 6,400 4,480 — 14 224 Mission Oaks Industrial Maintenance District 69,603 59,252 64,878 — — 63,977 225 Presley Maintenance District 36,681 21,476 27,383 — — 30,774 226 Spanish Hills Maintenance District 44,345 23,358 27,274 — — 40,429 227 Sares/Regis Maintenance District 12,862 9,628 12,311 — — 10,179 228 Vista Las Posas Maintenance District 41,981 38,128 44,487 — — 35,622 230 Adolfo Glen III Maintenance District 66,888 31,593 41,506 — — 56,975 231 Adolfo Glen II Maintenance District 70,792 43,844 50,749 — — 63,887 240 SIBA Fund 5,121,877 165,190 — (100,000) — 5,187,067 251 Traffic Mitigation Fund 13,373,596 861,165 — (2,406,045) — 11,828,716 252 Bridge Policy Fund 790,495 48,215 — (746,623) — 92,087 253 Storm Drain Fund 37,456 1,208 — — — 38,664
261 Signals Fund 328,277 10,588 — — — 338,865
262 Underground Utilities Fund 494,885 15,970 — — — 510,855 263 Street Improvement Fund 3,451,518 111,328 — — — 3,562,846 264 Parking In-Lieu Fund 10,943 353 — — — 11,296
275 Air Quality Fund 179,339 249,341 — — — 428,680 280 CDBG Fund 453,597 688,221 717,183 — — 424,635 285 Library Special Revenue 613,108 355,523 300,722 — — 667,909 286 Cable PEG Fees Fund 83,633 258,885 — — — 342,518 321 Debt Service-Library 501,838 — 492,696 492,151 — 501,293 * 410 Capital Improvement Projects 11,737,218 6,721,416 32,396,946 16,769,990 — 2,831,678 429 Camarillo Corridor Project Area 9,022,741 1,496 50,000 — — 8,974,237 498 Low-Mod Housing 453,283 5,748 51,611 — 407,420 510 Risk Management 1,075,728 2,958,975 3,152,096 — 882,607 530 Information Systems 3,877,044 6,623,127 7,001,023 — 3,499,148 540 Vehicles & Equipment 6,886,116 2,962,656 2,943,202 — 6,905,570 * 805 Solid Waste 262,796 787,849 1,306,984 601,629 345,290 * 810 Transit 156,082 2,825,976 4,667,447 1,876,110 190,721 * 815 Camarillo Ranch Events 366,603 501,000 721,222 334,507 480,888 * 860 Water Utility 2,503,887 21,356,387 24,991,701 — (1,131,427) * 861 Reclaimed Water 2,939,288 817,973 593,757 — 3,163,504 * 862 Water Conservation Credit 1,040,147 34,247 616,170 — — 458,224 * 863 Water Capital Projects 5,167,984 459,376 10,111,699 — — (4,484,339) * 864 Water Debt Service 193,378 — 480 — — 192,898 Total City of Camarillo $ 189,394,867 $ 127,656,811 $ 161,842,269 $ — $ — $ 155,209,409 Camarillo Sanitary District (CSD)
* 871 Operating Fund 43,921,783 22,343,826 21,114,400 — 45,151,209 * 872 Debt Service Fund 1,206,308 1,855,861 515,311 — — 2,546,858 * 873 Capital Projects Fund 23,758,410 1,046,016 9,412,617 — — 15,391,809 Total Camarillo Sanitary District $ 68,886,501 $ 25,245,703 $ 31,042,328 $ — $ — $ 63,089,876 Total City and CSD Funds $ 258,281,368 $ 152,902,514 $ 192,884,597 $ — $ — $ 218,299,285 *Major Funds
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
53 Adjusted Fiscal Year 2026/27 Estimated
Fund Balance Proposed Budget Fund Balance
FUND June 30, 2026 Revenues Expenditures Transfers Adjustments June 30, 2027 City of Camarillo
* 101 General Fund $ 103,224,458 $ 59,545,472 $ 62,221,933 $ (1,375,279) $ 99,172,718 202 Grant Funding 41,126 638,865 360,000 $ 319,991
206 SB 125 Fund 603,331 991,250 — — 1,594,581
207 TDA Article 8c Fund 74,164 1,654,184 (1,610,000) 118,348 208 TDA Article 8a Roads 1,277,005 1,702,190 — (2,705,329) — 273,866 209 TDA Article 3 — 12,000 — (12,000) — —
210 Gas Tax Fund 231,827 2,095,080 — (2,095,080) — 231,827 211 SBI Fund 1,577,048 2,072,975 — (1,671,770) — 1,978,253 220 Citywide Lighting/Landscape Maintenance District (74,843) 3,196,182 6,848,806 3,625,582 — (101,885) 221 Mission Oaks Maintenance District-MD1A 1,212,492 1,173,893 1,262,278 — — 1,124,107 222 Wittenberg Maintenance District-MD2A 89,094 35,086 35,091 — — 89,089 223 Armitos Storm Basins Maintenance District 14 1,961 3,411 1,450 — 14 224 Mission Oaks Industrial Maintenance District 63,977 62,197 53,608 — — 72,566 225 Presley Maintenance District 30,774 22,729 19,004 — — 34,499 226 Spanish Hills Maintenance District 40,429 24,423 25,230 — — 39,622 227 Sares/Regis Maintenance District 10,179 10,102 9,521 — — 10,760 228 Vista Las Posas Maintenance District 35,622 40,078 34,956 — — 40,744 230 Adolfo Glen III Maintenance District 56,975 33,294 28,354 — — 61,915 231 Adolfo Glen II Maintenance District 63,887 47,507 54,604 — — 56,790 240 SIBA Fund 5,187,067 191,229 — — — 5,378,296
251 Traffic Mitigation Fund 11,828,716 821,421 — (1,341,375) — 11,308,762 252 Bridge Policy Fund 92,087 30,220 — (5,876) — 116,431 253 Storm Drain Fund 38,664 1,398 — — — 40,062
261 Signals Fund 338,865 12,256 — — — 351,121
262 Underground Utilities Fund 510,855 18,477 — — — 529,332 263 Street Improvement Fund 3,562,846 128,865 — — — 3,691,711 264 Parking In-Lieu Fund 11,296 409 — — — 11,705
275 Air Quality Fund 428,680 15,682 — — — 444,362 280 CDBG Fund 424,635 395,096 410,496 — — 409,235 285 Library Special Revenue 667,909 155,482 301,561 — — 521,830 286 Cable PEG Fees Fund 342,518 173,860 — — — 516,378 321 Debt Service-Library 501,293 20,000 492,450 472,450 — 501,293 * 410 Capital Improvement Projects 2,831,678 4,234,579 17,247,227 5,724,350 — (4,456,620) 429 Camarillo Corridor Project Area 8,974,237 1,296 50,000 — — 8,925,533 498 Low-Mod Housing 407,420 6,473 6,000 — — 407,893 510 Risk Management 882,607 3,078,566 3,350,983 — — 610,190 530 Information Systems 3,499,148 9,016,562 8,516,994 — — 3,998,716 540 Vehicles & Equipment 6,905,570 890,778 2,167,503 — — 5,628,845 * 805 Solid Waste 345,290 1,523,825 864,574 (649,500) — 355,041 * 810 Transit 190,721 2,323,916 3,887,107 1,610,000 — 237,530 * 815 Camarillo Ranch Events 480,888 436,682 469,059 32,377 — 480,888 * 860 Water Utility (1,131,427) 26,482,027 24,577,493 — 773,107 * 861 Reclaimed Water 3,163,504 772,268 526,328 — — 3,409,444 * 862 Water Conservation Credit 458,224 37,623 65,000 — — 430,847 * 863 Water Capital Projects (4,484,339) 120,370 1,922,961 — — (6,286,930) * 864 Water Debt Service 192,898 6,813 5,000 — — 194,711 Total City of Camarillo $ 155,209,409 $ 124,255,641 $ 135,817,532 $ — $ — $ 143,647,518 Camarillo Sanitary District (CSD)
* 871 Operating Fund $ 45,151,209 $ 26,112,654 $ 18,024,188 $ — $ — $ 53,239,675 * 872 Debt Service Fund 2,546,858 2,014,654 1,309,994 — — 3,251,518 * 873 Capital Projects Fund 15,391,809 865,383 6,400,000 — — 9,857,192 Total Camarillo Sanitary District $ 63,089,876 $ 28,992,691 $ 25,734,182 $ — $ — $ 66,348,385 Total City and CSD Funds $ 218,299,285 $ 153,248,332 $ 161,551,714 $ — $ — $ 209,995,903 *Major Funds
BUDGET SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
54 Fund
Reserve
Goal
Projected
6/30/27
Fund
Balance
Current
Reserve
Policy
Other
Committed/
Assigned
Fund
Balance
Projected
6/30/27
Unassigned
Fund
Balance
101 General Fund min. 50% $ 99,172,718 $ 33,170,896 $ 66,001,822 A 221 Zone 1-Mission Oaks MD-1A 20% 1,124,107 252,456 871,651 C 222 Zone 2-Wittenberg Maint. Dist. 20% 89,089 7,018 82,071 C 223 Zone 3-Armitos Storm Basins MD 20% 14 682 (668) B/D 224 Zone 4-Mission Oaks Industrial MD 20% 72,566 10,722 61,844 C 225 Zone 5-Presley Maint. Dist. 20% 34,499 3,801 30,698 B 226 Zone 6-Spanish Hills Maint. Dist. 20% 39,622 5,046 34,576 B 227 Zone 7-Sares/Regis Maint. Dist. 20% 10,760 1,904 8,856 C 228 Zone 8-Vista Las Posas Maint. Dist. 20% 40,744 6,991 33,753 C 230 Zone 10-Adolfo Glen III Maint. Dist. 20% 61,915 5,671 56,244 C 231 Zone 9-Adolfo Glen II Maint. Dist. 20% 56,790 10,921 45,869 C
Fund
Basis
Notes*
Reserve
Goal
Projected
6/30/27
Working
Capital
Balance
Current
Reserve
Policy
Other
Reserved Fund
Balance
Projected
6/30/27
Unrestricted
Working
Capital
Balance
510 Risk Management (1) 100% $ 610,190 $ 265,500 $ 266,760 $ 77,930 A 530 Information Services (2) 100% 3,998,716 1,305,066 2,693,650 A 540 Vehicles & Equipment (3) 120% 5,628,845 4,701,634 927,211 A 805 Solid Waste (5) 5% 355,041 43,229 311,812 A
860 Water Utility (6) 773,107 7,265,179 (6,492,072) D 871 Sanitary District - Operating (7) 53,239,675 10,765,433 42,474,242 A
* Notes - Basis for Reserves:
(1) Three times the self-insured retention for liability claims ($30,000 * 3), + 100% greatest deductible for single property damage coverage ($100,000), + 25% annual appropriation for workers' compensation expense. (2) 100% of the accumulated depreciation.
(3) 120% of the accumulated depreciation.
(4) 100% of the reserve study capital replacement plan components. (5) 5% of Solid Waste Operations.
(6) Water Utility Fund
Operations 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Rate Stabilization 5% of Commodity Sales
Restricted/Emergency 1% of Asset Replacement Costs
Debt Service 1 year of Debt Service
(7) Sanitary District Operating Fund
Operation 25% of O&M
Capital Annual Depreciation based on Replacement Costs
Debt Service 1 year of Debt Service
Restricted/Emergency 1% of Asset Replacement Costs
Notes for anticipated percentages of the reserve goal:
A. Includes funds 'Committed' for reserves.
B. Assessments cannot be increased without a vote.
C. Assessments include inflation clause.
D. The City will work towards bring the fund balance in line with reserve policy.
RESERVE ANALYSIS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
55 CITY OF CAMARILLO
* 101 General Fund $ 60,751,599 $ 58,039,102 $ 59,545,472 202 Grant Funding — 7,332,249 638,865
206 SB 125 Fund 11,777 1,790,000 991,250
207 TDA Article 8c Fund 1,669,523 1,677,664 1,654,184 208 TDA Article 8a Roads 2,153,625 1,719,532 1,702,190 209 TDA Article 3 11,998 14,119 12,000
210 Gas Tax Fund 2,009,568 2,018,831 2,095,080
211 SBI Fund 2,074,771 1,968,379 2,072,975
* 220 Citywide Lighting/Landscape Maintenance District 2,871,601 2,923,558 3,196,182 221 Mission Oaks Maintenance District-MD1A 1,224,549 1,088,808 1,173,893 222 Wittenberg Maintenance District-MD2A 35,190 33,208 35,086 223 Armitos Storm Basins Maintenance District 1,881 1,869 1,961 224 Mission Oaks Industrial Maintenance District 59,340 59,252 62,197 225 Presley Maintenance District 22,193 21,476 22,729 226 Spanish Hills Maintenance District 24,073 23,358 24,423 227 Sares/Regis Maintenance District 9,516 9,628 10,102 228 Vista Las Posas Maintenance District 37,831 38,128 40,078 230 Adolfo Glen III Maintenance District 33,029 31,593 33,294 231 Adolfo Glen II Maintenance District 45,465 43,844 47,507 240 SIBA Fund 258,435 165,190 191,229
251 Traffic Mitigation Fund 1,576,641 861,165 821,421 252 Bridge Policy Fund 160,465 48,215 30,220
253 Storm Drain Fund 1,890 1,208 1,398
261 Signals Fund 16,564 10,588 12,256
262 Underground Utilities Fund 45,755 15,970 18,477
263 Street Improvement Fund 173,843 111,328 128,865
264 Parking In-Lieu Fund 552 353 409
275 Air Quality Fund 9,049 249,341 15,682
280 CDBG Fund 128,279 688,221 395,096
285 Library Special Revenue 368,981 355,523 155,482
286 Cable PEG Fees Fund 223,127 258,885 173,860
321 Debt Service-Library 23,037 — 20,000
* 410 Capital Improvement Projects 1,133,171 6,721,416 4,234,579 Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
56 429 Camarillo Corridor Project Area 2,343 1,496 1,296 498 Low-Mod Housing 9,131 5,748 6,473
510 Risk Management 2,658,770 2,958,975 3,078,566
530 Information Systems 4,729,614 6,623,127 9,016,562 540 Vehicles & Equipment 3,266,124 2,962,656 890,778 * 805 Solid Waste 8,808,076 787,849 1,523,825
* 810 Transit 3,002,579 2,825,976 2,323,916
* 815 Camarillo Ranch Events 413,861 501,000 436,682 * 860 Water Utility 19,742,174 21,356,387 26,482,027 * 861 Reclaimed Water 944,712 817,973 772,268
* 862 Water Conservation Credit 54,370 34,247 37,623 * 863 Water Capital Projects 575,182 459,376 120,370 * 864 Water Debt Service 9,760 — 6,813
$ 121,384,014 $ 127,656,811 $ 124,255,641
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 21,536,778 $ 22,343,826 $ 26,112,654 * 872 Debt Service Fund 1,925,867 1,855,861 2,014,654 * 873 Capital Projects Fund 1,836,762 1,046,016 865,383 Total CSD $ 25,299,407 $ 25,245,703 $ 28,992,691
TOTAL REVENUES $ 146,683,421 $ 152,902,514 $ 153,248,332 Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund
* Major Funds
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
57 Fiscal Years
Millions
Revenue Summary -All Funds
$146,683,421
$152,902,514 $153,248,332
General Fund Capital Projects Water
Sanitary Other Funds
2024/25 Actual 2025/26 Amended
Budget
2026/27 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
R
REVENUE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
58 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund Description
CITY OF CAMARILLO
* 101 General Fund $ 52,154,187 $ 62,631,667 $ 62,221,933 202 Grant Funding — 985,756 360,000
220 Citywide Lighting/Landscape Maintenance District 6,131,592 6,583,711 6,848,806 221 Mission Oaks Maintenance District - MD1A 1,270,559 1,204,142 1,262,278 222 Wittenberg Maintenance District - MD2A 32,994 47,066 35,091 223 Armitos Storm Basins Maintenance District 3,399 6,400 3,411 224 Mission Oaks Industrial Maintenance District 55,987 64,878 53,608 225 Presley Maintenance District 16,301 27,383 19,004 226 Spanish Hills Maintenance District 24,162 27,274 25,230 227 Sares/Regis Maintenance District 9,625 12,311 9,521 228 Vista Las Posas Maintenance District 35,424 44,487 34,956 230 Adolfo Glen III Maintenance District 30,900 41,506 28,354 231 Adolfo Glen II Maintenance District 44,933 50,749 54,604 280 CDBG Fund 691,885 717,183 410,496
285 Library Special Revenue 292,297 300,722 301,561
321 Debt Service-Library 496,669 492,696 492,450
* 410 Capital Improvement Projects 12,897,203 32,396,946 17,247,227 429 Camarillo Corridor Project Area 7,733 50,000 50,000 498 Low-Mod Housing 5,000 51,611 6,000
510 Risk Management 2,648,201 3,152,096 3,350,983
530 Information Systems 4,346,339 7,001,023 8,516,994 540 Vehicles & Equipment 1,553,740 2,943,202 2,167,503 * 805 Solid Waste 8,896,829 1,306,984 864,574
* 810 Transit 3,822,082 4,667,447 3,887,107
* 815 Camarillo Ranch Events 546,664 721,222 469,059 * 860 Water Utility 22,563,934 24,991,701 24,577,493 * 861 Reclaimed Water 517,435 593,757 526,328
* 862 Water Conservation Credit 67,205 616,170 65,000 * 863 Water Capital Projects Fund 3,158,809 10,111,699 1,922,961 * 864 Water Debt Service 3,270 480 5,000
Total City of Camarillo $ 122,325,358 $ 161,842,269 $ 135,817,532
CAMARILLO SANITARY DISTRICT (CSD)
* 871 Operating Fund $ 17,938,918 $ 21,114,400 $ 18,024,188 * 872 Debt Service Fund 446,842 515,311 1,309,994
* 873 Capital Projects Fund — 9,412,617 6,400,000
Total CSD $ 18,385,760 $ 31,042,328 $ 25,734,182
TOTAL EXPENDITURES $ 140,711,118 $ 192,884,597 $ 161,551,714 * Major Funds
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
59 Fiscal Years
Millions
Expenditure Summary -All Funds
$140,711,118
$192,884,597
$161,551,714
General Fund
Capital Projects
Water
Sanitary
Other Funds
2024/25 Actual 2025/26
Amended
Budget
2026/27
Proposed Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURE SUMMARY BY ORGANIZATION AND FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
60 Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
REVENUES
Taxes $ 48,601,208 $ 49,075,012 $ 54,300,816
Charges for Services 51,191,870 46,283,676 54,086,780 ISF Allocated Charges 11,393,181 12,715,892 13,179,957 Grants & Subventions 13,028,358 26,803,285 15,671,525 Investment Income 12,838,605 9,046,604 9,221,877
Franchises 3,129,236 3,361,948 2,174,878
Licenses & Permits 2,160,314 2,324,340 1,965,672
Fines/Assessments 1,251,798 1,114,215 1,225,867
Miscellaneous 2,624,100 1,705,202 1,108,154
Contributions & Developer Fees 464,751 472,341 312,806 Total Revenues $ 146,683,421 $ 152,902,514 $ 153,248,332 Fiscal Years
Millions
$146,683,422$152,902,515$153,248,332
Bonds
Contributions & Developer Fees
Miscellaneous
Fines/Assessments
Licenses & Permits
Franchises
Investment Income
Grants & Subventions
ISF Allocated Charges
Charges for Services
Taxes
2024/25 Actual 2025/26
Amended
Budget
2026/27
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
REVENUES BY TYPE - ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
61 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
EXPENDITURES
Public Safety $ 23,154,147 $ 26,106,414 $ 26,573,139
General Government 13,028,410 18,248,633 16,487,901
Capital Outlay 13,231,478 54,281,760 26,838,988
Sanitation 17,938,917 21,114,400 18,024,188
Solid Waste 8,896,830 1,306,984 864,574
Highways & Streets 17,437,245 19,344,622 19,907,845
Internal Service Funds 8,548,280 11,017,612 12,912,680 Water Services 26,310,654 26,201,628 25,068,821
Camarillo Ranch Events 543,393 721,222 469,059
Debt Service 946,780 1,008,487 1,807,444
Community Services 6,852,902 8,865,388 8,709,968
Transit 3,822,082 4,667,447 3,887,107
Total Expenditures $ 140,711,117 $ 192,884,597 $ 161,551,714 EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
62 Fiscal Years
Millions
$140,711,118
$192,884,597
$161,551,714
Public Safety
General Government
Capital Outlay
Sanitation
Solid Waste
Highways & Streets
Internal Service Funds
Water Services
Camarillo Ranch Events
Debt Service
Community Services
Transit
2024/25 Actual 2025/26
Amended Budget
2026/27 Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
EXPENDITURES BY FUNCTION – ALL FUNDS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
63 Fiscal Years
Millions
Total Revenues
$146,683,422$152,902,515 $153,248,332
Other Revenues
Franchises
Grants &
Subventions
Charges for Services
Taxes
2024/25
Actual
2025/26
Amended
Budget
2026/27
Proposed
Budget
$0
$20
$40
$60
$80
$100
$120
$140
$160
Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2026/27
Taxes
Property Taxes 19.1% Because the City is a "low property tax" city, this revenue represents AB8 funding and Transportation
Equity Act (TEA) funding. The City's General Fund,
Lighting and Landscape Maintenance District,
Mission Oaks District 1A, and the CSD all receive
property taxes. The estimates are projected to
increase based on information from the State, the
County of Ventura, and HdL. Also, included under
this revenue category is the Property Tax In-Lieu of
Vehicle License Fee.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
64 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2026/27
Sales Tax 12.2% In accordance with the California Revenue and Taxation Code, the State of California imposes a
7.25% sales and use tax within the County of
Ventura. The City has historically received almost
1% of the taxable sales in the City. Future sales tax
growth is based on State of California State
Controller estimates. The projection for FY 2026/27
is primarily driven by the additional revenue
from anticipated new retail activity. New
development is expected to generate a
significant increase in taxable sales, contributing
materially to the overall growth in sales tax
revenue.
Transient
Occupancy Tax
2.2% The City imposes a 9% Transient Occupancy Tax on
occupants at hotel, motel or other lodging facilities
within the incorporated area of the City. In FY
2026/27 the occupancy rates along with average
daily rates (ADR) for hotel rooms are expected
to increase at a slow pace. TOT growth has
begun to level off, and the City expects
moderate growth of 2.0% in FY 2026/27
Business Tax 1.1% Business Tax is imposed by the City on corporations and individuals conducting business within the City
and is based on gross receipts. The revenue for FY
2026/27 is expected to increase slightly to $1.7
million.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
65 Percent of
Total Revenues
Fiscal Year
Description 2026/27 Basis and Rationale for Forecast
Charges for Services
Water Services 17.0% Water Services includes five funds; Water Utility, Reclaimed Water, Water Conservation Credit, Water
Capital Project Funds, and Water Debt Service.
Revenues projections are based on the most recent
adopted Water Rate Study and Financial plan.
However, over the last three years the City has seen
a significant decline in water demand due to drought,
conservation and unusually high rainfall. The
revenue projections reflect a steady demand as well
as the 24% rate increase effective in July 2025 with
subsequent increased of 18%, 12% and 4% effective
July 1 of each subsequent year. Reclaimed Water
Fund revenues are projected to stay flat. The Water
Conservation Credit Fund was implemented in FY
2015/16 as a temporary drought mitigation fund to
be used for water conservation projects.
Sewer Services 15.7% Revenue projections for FY 2026/27 are expected to increase based on the recent adopted Sewer Rate
Study and Financial plan. This increase reflects the
first of four 16% annual rate increases effective July
1, 2025 through 2028.
Solid Waste
Collection
0.1% The City has an existing agreement with E.J.
Harrison & Sons, Inc. (EJ Harrison) for Solid Waste
hauling services and other solid waste-related
compliance programs and services for approximately
18,000 customers. This fund derives the majority of
its revenue from ratepayers. Prior to FY 2025/26, the
City administered the customer service functions of
the solid waste program, including customer billing.
In FY 2025/26, this function was transferred to the
City’s waste hauler, E.J. Harrison. The reduction in
revenues and expenditures in this year and beyond is
reflective of this change
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
66 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2026/27
Grants & Subventions
TDA Local
Street/Road
Article 8
1.0% This revenue is an apportionment through Ventura
County Transportation Commission to help offset the
costs of transportation projects. The revenues are
allocated on a per capita basis. Projections for FY
2026/27 reflects the economic recovery, as well as
inflationary impacts. This revenue is used to support
the Annual Overlay & Resurfacing projects as well as
the Transit operation.
Gas Tax 2.7% This revenue is an apportionment from the State that represents a portion of the taxes paid on the purchase
of gasoline. This revenue is restricted to public street construction, improvement and maintenance.
Projections for FY 2026/27 are estimated to be $2.1
million. These funds will be transferred to the
General Fund to partially fund the City’s Street
Maintenance division’s operating expenditures
estimated to be $3.3 million.
All Other Grants
& Subventions
6.5% Various grants & subventions are received by the
City to help offset one-time capital and operating
costs. Budgets are established as amounts become
known as determined by the authorizing agencies.
Examples are Congestion Mitigation and Air Quality
(CMAQ) grants to be used for highways and streets
capital projects; CDBG funding for low-moderate
housing and community development needs; FTA
assistance to offset the transit program and Metrolink
station operating and maintenance costs.
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
67 Description
Percent of
Total Revenues
Fiscal Year
Basis and Rationale for Forecast2026/27
Franchise
Franchise Fees 2.1% Franchise fees are imposed on gas, electric, refuse and cable companies for the use of City streets and
right-of-ways. The budget for FY 2026/27 is
projected to decrease by 36.5% primarily due to a
reclassification of the solid waste franchise fee.
Beginning in FY 2026/27, this revenue is no
longer recorded in the General Fund and is
instead accounted for within the Solid Waste
Fund to better align the revenue with the
associated service activity.
Total Key Revenue 79.9%
TRENDS AND ASSUMPTIONS FOR KEY REVENUE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
68 Taxes $ 42,829,417 $ 43,348,297 $ 47,078,345
Grants & Subventions 1,180,874 619,523 565,500
Franchises 2,978,569 3,155,948 2,004,878
Charges for Services 2,945,356 2,400,449 2,317,338
Licenses & Permits 2,160,314 2,324,340 1,965,672
Investment Income 6,046,399 4,450,000 3,900,000
Contributions & Developer Fees 69,266 83,041 80,000
Fines & Forfeitures 665,418 623,670 624,000
Miscellaneous 132,279 143,773 109,500
Internal Charges 1,743,708 890,061 900,239
General Fund $ 60,751,599 $ 58,039,102 $ 59,545,472
Taxes $ 3,964,912 $ 3,951,075 $ 4,200,081
Grants & Subventions 7,664,103 16,965,566 8,980,531
Franchises 150,667 206,000 170,000
Contributions & Developer Fees 333,000 333,300 134,000 Charges for Services 1,055,648 696,563 436,031
Fines/Forfeitures/Assessments 254,547 255,755 266,567 Investment Income 1,851,888 1,153,224 1,571,181
Special Revenue Funds $ 15,259,510 $ 23,561,483 $ 15,758,391 Investment Income $ 23,037 $ — $ 20,000
Debt Service Funds $ 23,037 $ — $ 20,000
Grants & Subventions $ 1,132,849 $ 6,342,948 $ 3,894,703 Investment Income 11,473 385,713 347,645
Capital Improve. Projects Funds $ 1,144,644 $ 6,728,661 $ 4,242,348 Charges for Services $ 979 $ 263,866 $ 222,121
Investment Income $ 583,938 $ 366,561 $ 484,067
Miscellaneous 420,119 88,500 —
Internal Charges 9,649,473 11,825,831 12,279,718
Internal Service Funds $ 10,654,509 $ 12,544,758 $ 12,985,906 Taxes $ — $ — $ 1,118,250
Grant & Subventions 3,050,533 2,875,248 2,230,791
Contributions & Developer Fees 59,995 56,000 98,806 Charges for Services 27,907,930 22,099,957 26,982,726 Fines & Forfeitures 193,071 120,200 165,300
Investment Income 764,945 447,215 280,651
Miscellaneous 1,574,241 1,184,188 827,000
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Revenue Type
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
69 Enterprise Funds $ 33,550,715 $ 26,782,808 $ 31,703,524 Operating Funds
Charges for Services $ 19,281,957 $ 20,822,841 $ 24,128,564 Fines & Forfeitures 134,349 111,600 170,000
Investment Income 2,035,667 1,314,515 1,706,875
Miscellaneous 82,637 94,870 107,215
Debt Service Fund
Taxes 1,806,879 1,775,640 1,904,140
Fines & Forfeitures 4,414 2,990 —
Investment Income 114,573 77,231 110,514
Capital Project Fund
Investment Income 1,406,683 852,145 800,944
Miscellaneous 430,079 193,871 64,439
Camarillo Sanitary District $ 25,299,406 $ 25,245,703 $ 28,992,691 Total Revenue $ 146,683,421 $ 152,902,515 $ 153,248,332 Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Revenue Type
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Revenue Type Total All Funds
Taxes $ 48,601,208 $ 49,075,012 $ 54,300,816
Charges for Services 51,191,870 46,283,676 54,086,780 ISF Allocated Charges 11,393,181 12,715,892 13,179,957 Grants & Subventions 13,028,358 26,803,285 15,671,525 Investment Income 12,838,605 9,046,604 9,221,877
Franchises 3,129,236 3,361,948 2,174,878
Licenses & Permits 2,160,314 2,324,340 1,965,672
Fines/Assessments 1,251,798 1,114,215 1,225,867
Miscellaneous 2,624,100 1,705,202 1,108,154
Contributions & Developer Fees 464,751 472,341 312,806 Total Revenue $ 146,683,421 $ 152,902,515 $ 153,248,332
REVENUE DETAIL BY TYPE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
70 General Government $ 13,020,677 $ 18,198,633 $ 16,437,901 Public Safety 23,154,147 26,106,414 26,573,139
Highways & Streets 9,781,365 11,234,715 11,172,982
Community Services 5,868,721 6,861,727 7,997,911
Capital Outlay 329,277 230,178 40,000
General Fund $ 52,154,187 $ 62,631,667 $ 62,221,933
Highways & Streets $ 7,655,880 $ 8,109,907 $ 8,734,863
Economic Development 691,885 1,702,939 410,496
Community Services 292,297 300,722 301,561
Special Revenue Funds $ 8,640,062 $ 10,113,568 $ 9,446,920 Debt Service $ 496,669 $ 492,696 $ 492,450
Debt Service Funds $ 496,669 $ 492,696 $ 492,450
General Government $ 7,733 $ 50,000 $ 50,000
Capital Outlay 12,902,201 32,448,557 17,253,227
Capital Project Funds $ 12,909,934 $ 32,498,557 $ 17,303,227 General Government $ 8,548,280 $ 11,017,612 $ 12,912,680 Capital Outlay — 2,078,709 1,122,800
Internal Service Funds $ 8,548,280 $ 13,096,321 $ 14,035,480 Water Services $ 26,310,654 $ 26,201,628 $ 25,068,821
Solid Waste 8,896,830 1,306,984 864,574
Transit 3,822,082 4,667,447 3,887,107
Camarillo Ranch Events 543,393 721,222 469,059
Debt Service 3,270 480 5,000
Capital Outlay — 10,111,699 2,022,961
Enterprise Funds $ 39,576,229 $ 43,009,460 $ 32,317,522 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
71 Operating Fund
Sanitation $ 17,938,917 $ 21,114,400 $ 18,024,188
Debt Service Fund
Debt Service 446,842 515,311 1,309,994
Capital Projects Fund
Capital Outlay — 9,412,617 6,400,000
Camarillo Sanitary District $ 18,385,759 $ 31,042,328 $ 25,734,182 Total Expenditures $ 140,711,118 $ 192,884,597 $ 161,551,714 Total All Funds
Public Safety $ 23,154,147 $ 26,106,414 $ 26,573,139
General Government 21,576,689 29,266,245 29,400,581
Capital Outlay 13,231,478 54,281,760 26,838,988
Economic Development 691,885 1,702,939 410,496
Sanitation 17,938,917 21,114,400 18,024,188
Solid Waste 8,896,830 1,306,984 864,574
Highways & Streets 17,437,245 19,344,622 19,907,845
Water Services 26,310,654 26,201,628 25,068,821
Camarillo Ranch Events 543,393 721,222 469,059
Debt Service 946,780 1,008,487 1,807,444
Community Services 6,161,018 7,162,449 8,299,472
Transit 3,822,082 4,667,447 3,887,107
Total Expenditures $ 140,711,118 $ 192,884,597 $ 161,551,714 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Expenditure Function
EXPENDITURE DETAIL BY FUNCTION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
72 CITY OF CAMARILLO
GENERAL FUND:
City Council 1101 $ 554,274 $ 732,619 $ 722,728
City Clerk 1201 730,815 806,715 934,675
City Attorney 1301 365,892 522,100 525,099
City Manager 1401 1,638,372 2,094,616 2,742,233
Community Relations 1410 489,504 741,840 751,819
Emergency Operations 1450 199,833 315,821 261,516
Finance 1501 1,922,401 2,146,834 2,162,197
Human Resources 1601 844,416 1,374,269 1,268,387
Community Development 1701 3,489,190 4,327,505 4,819,738 Code Compliance 1702 1,099,568 1,207,362 1,391,113
Non-Departmental 1901 (10) 401,000 200,000
Police Services 2101 20,408,700 22,370,622 22,744,368 Disaster Assistance Response Team (DART) 2152 22,931 49,765 32,735 Building & Safety 2401 1,457,147 2,162,844 2,143,407 Public Works 3101 2,557,091 2,403,755 2,587,276
Public Works - CIP 3102 868,189 752,417 789,818
Traffic 3130 1,693,215 2,670,431 2,307,738
Storm Water 3140 1,117,844 1,419,976 1,480,155
Street Maintenance 3150 3,073,557 3,368,157 3,303,022 Community & Human Services 4340 396,839 2,487,324 566,283 HHAP Voucher Program 4341 411,159 203,523 —
Community Support 4500 452,584 778,014 730,981
Constitution Park 4502 171,363 144,486 322,479
Dizdar Park 4509 — 196,342 92,175
Old Courthouse Building 4510 79,756 82,782 93,998
Library Services 4684 3,337,941 3,496,261 3,412,474
City Hall Facility 5750 1,872,169 1,923,397 1,905,579 Corp Yard Facility 5751 503,917 648,979 724,973
Police Facility 5752 568,444 725,414 425,446
Library Facility 5753 1,265,021 1,353,995 1,579,749
Economic Development 6501 562,063 722,502 1,199,772
Total General Fund $ 52,154,187 $ 62,631,667 $ 62,221,933 SPECIAL REVENUE FUNDS:
Community & Human Svcs 4340 $ — $ 985,756 $ 360,000
Street Lighting 3110 $ 1,329,870 $ 1,432,311 $ 1,443,517 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
73 Landscape Maintenance 3310 4,801,724 5,151,400 5,405,289 Total Lighting & Landscape $ 6,131,594 $ 6,583,711 $ 6,848,806 Maintenance Districts
Mission Oaks Maintenance District 1A 3311 $ 1,270,560 $ 1,204,142 $ 1,262,278 Wittenberg Maintenance District 3312 32,994 47,066 35,091 Armitos Storm Basin Maintenance District 3313 3,399 6,400 3,411 Mission Oaks Industrial Maint. District 3314 55,988 64,878 53,608 Presley Maintenance District 3315 16,302 27,383 19,004 Spanish Hills Maintenance District 3316 24,163 27,274 25,230 Sares/Regis Maintenance District 3317 9,626 12,311 9,521 Vista Las Posas Maintenance District 3318 35,423 44,487 34,956 Adolfo Glen II Maintenance District 3319 44,932 50,749 54,604 Adolfo Glen III Maintenance District 3320 30,899 41,506 28,354 CDBG Administrative 4401 48,481 69,058 293,303
Public Service Grants 4405 165,539 598,125 67,193
Housing 4406 477,865 50,000 50,000
Total CDBG $ 691,885 $ 717,183 $ 410,496
Library Special Revenue 4590 $ 292,297 $ 300,722 $ 301,561 Total Special Revenue Funds $ 8,640,062 $ 10,113,568 $ 9,446,920 DEBT SERVICE FUNDS:
Library Facility 7122 $ 496,669 $ 492,696 $ 492,450
Total Debt Service Funds $ 496,669 $ 492,696 $ 492,450
CAPITAL PROJECTS FUNDS:
Low-Mod Housing 6990 $ 5,002 $ 51,611 $ 6,000
Capital Improvement Projects 8510 12,511,277 26,508,636 10,447,227 Capital Improvement Projects - ISF 8610 385,924 5,888,310 6,800,000 Camarillo Corridor Project Area 1701 7,733 50,000 50,000 Total Capital Projects Funds $ 12,909,936 $ 32,498,557 $ 17,303,227 INTERNAL SERVICE FUNDS:
Risk Management 5110 $ 2,648,201 $ 3,152,096 $ 3,350,983 Information Systems
Administration 1901 469,093 — —
Information Systems 5330 3,744,392 6,183,813 7,759,619 Telephone System 5331 92,260 217,455 175,100
GIS 5332 274,691 290,844 365,311
Library IS Systems 5334 214,641 308,911 216,964
Depreciation 8905 60,825 — —
Total Information Services $ 4,346,338 $ 7,001,023 $ 8,516,994 Vehicles & Equipment 5540 1,553,740 2,943,202 2,167,503 Total Internal Service Funds $ 8,548,279 $ 13,096,321 $ 14,035,480 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
74 ENTERPRISE FUNDS:
Solid Waste
Administration 1901 $ 1,668 $ — $ —
Solid Waste Management 3505 8,560,080 785,481 198,742 Solid Waste Organics 3510 77,650 166,219 296,221
Household Hazardous Waste 3515 251,090 305,480 341,454 AB939 Recycling 3520 6,342 49,804 28,157
Total Solid Waste $ 8,896,830 $ 1,306,984 $ 864,574
Transit
Administration 1901 $ (4,100) $ — $ —
Transit Operations 3801 4,745,600 4,511,625 3,723,407 Metrolink Station 3805 126,549 155,822 163,700
Contra - Fixed Asset Cap. 9850 (1,045,966) — —
Total Transit $ 3,822,083 $ 4,667,447 $ 3,887,107
Camarillo Ranch Events 4001 546,664 721,222 469,059
Water Utility
Customer Services 1502 $ 593,286 $ 669,401 $ 631,802
Non-Departmental 1902 (32,041) — —
Administrative 3601 4,717,253 6,786,142 7,027,711
Water Resource Management 3604 93,188 156,094 160,536 Meter Readers 3605 1,714,485 1,448,732 1,510,546
Water-Source 3610 7,282,484 5,962,627 6,712,867
Pumping 3620 849,443 1,082,145 998,051
Treatment 3630 339,728 422,622 420,046
Transmission & Distribution 3640 1,590,805 1,931,742 1,877,012 Desalter Operations 3670 4,900,126 6,532,196 5,138,922 Capital Purchases-Water 8310 — — 100,000
Depreciation 8960 3,673,986 — —
Contra - Fixed Asset Cap. 9860 (3,158,809) — —
Total Water Utility $ 22,563,934 $ 24,991,701 $ 24,577,493 Reclaimed Water
Administration 1901 $ (1,121) $ — $ —
Distribution 3650 518,557 593,757 526,328
Total Reclaimed Water $ 517,436 $ 593,757 $ 526,328
Water Conservation Credit 3660 $ 67,205 $ 616,170 $ 65,000 Water Capital
Capital Improvement Projects 8710 $ 641,501 $ 7,950,372 $ 1,422,961 Capital Purchases-AB1600 8716 2,517,308 2,161,327 500,000 Total Water Capital $ 3,158,809 $ 10,111,699 $ 1,922,961 Water Debt Service 7164 $ 3,270 $ 480 $ 5,000
Total Enterprise Funds $ 39,576,231 $ 43,009,460 $ 32,317,522 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund/Division Division
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
75 TOTAL CITY FUNDS $ 122,325,364 $ 161,842,269 $ 135,817,532
CAMARILLO SANITARY DISTRICT
OPERATING FUND:
Customer Services 1503 $ 588,291 $ 671,759 $ 589,544
Non-Departmental 1901 (37,716) — —
Administration 3701 6,465,291 8,335,825 6,949,510
Pumping Station 3720 807,055 1,091,553 990,420
Collection System 3730 2,334,434 2,941,854 2,154,102 Reclamation Plant 3740 5,128,962 6,675,731 7,085,612 Capital Purchases 8410 550,962 1,397,678 255,000
Depreciation 8970 2,652,601 — —
Total Operating Fund $ 17,938,916 $ 21,114,400 $ 18,024,188 DEBT SERVICE FUND:
CSD 2015 Bonds 7173 $ 446,842 $ 515,311 $ 1,309,994
Total Debt Service Fund $ 446,842 $ 515,311 $ 1,309,994 CAPITAL PROJECTS FUND:
* Capital Projects-Sanitary 8810 $ 3,244,105 $ 8,561,852 $ 5,400,000 * Capital Projects-AB1600 8816 2,305,351 850,765 1,000,000 Total Capital Projects Fund $ — $ 9,412,617 $ 6,400,000 TOTAL SANITARY DISTRICT $ 18,385,758 $ 31,042,328 $ 25,734,182 TOTAL ALL FUNDS $ 140,711,118 $ 192,884,597 $ 161,551,714 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund/Division Division
*Generally Accepted Accounting Principles (GAAP) require that an enterprise fund use the accrual basis of accounting. This accounting method requires the capitalization of depreciable assets and the corresponding write-off of these capital assets through depreciation. The above "Capital Purchases/Projects" capital assets and offsetting "Contra" account information is presented for budget purposes only.
EXPENDITURE SUMMARY BY DIVISION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
76 Fund Description Principal Interest Total
321 2012 PFA Library Facility Bonds $ 365,000 $ 121,450 $ 486,450 872 2015 Wastewater Revenue Bonds 925,000 379,994 1,304,994 FY 2025/26 Total $ 1,290,000 $ 501,444 $ 1,791,444
LONG-TERM DEBT PAYMENT SCHEDULE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
77 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Fund Description
Transfers to Other Funds
101 General Fund
Transfer to Citywide Light./Landscp MD Fund 3,247,996 3,571,191 3,613,582 Transfer to Library Debt Service Fund 473,631 492,151 472,450 Transfer to Capital Improvement Project Fund — 397,465 — Transfer to Armitos Storm Basin Fund 1,520 4,480 1,450 Transfer to Solid Waste Fund — 601,629 —
Transfer to Camarillo Ranch Events Fund 308,354 334,507 32,377 Fund Total $ 4,031,501 5,401,423 4,119,859
105 ARPA Fund
Transfer to General Fund $ 2,587,117 — —
202 Grants Fund
Transfer to Capital Improvement Projects Fund — 6,346,493 — 206 SB 125 Fund
Transfer to Capital Improvement Projects Fund — 1,000,000 — Transfer to Transit Fund — 198,446 —
207 TDA Article 8c Road Fund
Transfer to Transit Fund $ 1,623,031 1,677,664 1,610,000 208 TDA Article 8a Roads Fund
Transfer to Capital Improvement Projects Fund $ 1,033,584 3,770,312 2,705,329 209 Article 3 TDA Fund
Transfer to Citywide Light./Landscp MD Fund $ 11,998 14,119 12,000 210 Gas Tax Fund
Transfer to General Fund $ 2,009,568 2,018,831 2,095,080 211 SBI Fund
Transfer to Capital Improvement Projects Fund $ 2,638,653 2,003,052 1,671,770 240 SIBA FUND
Transfer to Capital Improvement Projects Fund $ — 100,000 — 251 Traffic Mitigation Fund
Transfer to Capital Improvement Projects Fund $ 475,737 2,406,045 1,341,375 252 Bridge Fund
Transfer to Capital Improvement Projects Fund $ 247,532 746,623 5,876 286 Cable PEG Fund
Transfer to Camarillo Corridor Project $ 1,618,991 — — 805 Solid Waste Fund
Transfer to 101 General Fund $ — $ — 649,500
Total Transfers to Other Funds $ 16,277,712 $ 25,683,008 $ 14,210,789
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
78 101 General Fund
Transfer from Gas Tax Fund $ 2,009,568 2,018,831 2,095,080 Transfer from ARPA Fund $ 2,587,117 — —
Transfer from Solid Waste $ — — 649,500
Fund Total $ 4,596,685 2,018,831 2,744,580
220 Citywide Lighting/Landscaping MD Fund
Transfer from General Fund $ 3,247,996 3,571,191 3,613,582 Transfer from Article 3 TDA Fund $ 11,998 14,119 12,000 Fund Total $ 3,259,994 3,585,310 3,625,582
223 Armitos Storm Basin Fund
Transfer from General Fund $ 1,520 4,480 1,450
321 Library Debt Service Fund
Transfer from General Fund $ 473,631 492,151 472,450
410 Capital Improvement Projects Fund
Transfer from General Fund $ — 397,465 —
Transfer from Grants Fund $ — 6,346,493 —
Transfer from TDA Article 8 Roads Fund $ 1,033,584 3,770,312 2,705,329 Transfer from TMF Fund $ 475,737 2,406,045 1,341,375
Transfer from SBI Fund $ 2,638,653 2,003,052 1,671,770 Transfer from SB125 Fund $ — 1,000,000 —
Transfer from SIBA Fund $ — 100,000 —
Transfer from Bridge Policy Fund $ 247,532 746,623 5,876 Transfer from Cable PEG Fund $ 1,618,991 — —
Fund Total $ 6,014,497 16,769,990 5,724,350
805 Solid Waste Fund
Transfer from General Fund $ — 601,629 —
810 Transit Fund
Transfer from SB125 Fund $ — 198,446 —
Transfer from Transportation Fund $ 1,623,031 1,677,664 1,610,000 815 Camarillo Ranch Events Fund
Transfer from General Fund $ 308,354 334,507 32,377
Fund Total $ — — —
Total Transfers from Other Funds $ 16,277,712 $ 25,683,008 $ 14,210,789 Fund Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Transfers from Other Funds
INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
79 101 General Fund
City Clerk 1201 2.80 2.80 2.80 2.80
City Manager 1401 4.35 2.45 4.60 5.05
Community Relations 1410 1.80 1.40 1.50 1.70
Emergency Services 1450 0.90 0.85 0.80 0.45
Finance 1501 8.25 8.45 7.35 6.90
Human Resources 1601 1.40 1.60 1.85 1.55
Community Development 1701 10.00 13.00 13.40 13.80
Code Compliance 1702 4.00 5.00 4.60 5.00
Public Works 3101 4.70 4.90 4.70 5.55
CIP Administration 3102 5.30 5.20 6.15 5.45
Traffic 3130 3.25 3.35 3.95 3.95
Street Maintenance 3150 11.25 11.30 11.40 11.40
Storm Water 3140 0.55 0.55 0.60 0.70
Community & Human Services 4340 — 1.00 1.00 1.00
Constitution Park 4502 0.20 0.20 0.20 0.20
Courthouse Facility 4510 0.15 0.15 0.15 0.15
Library Operations 4684 0.35 0.75 0.65 0.65
City Hall Facility 5750 1.80 2.35 2.80 2.80
Corp Yard Facility 5751 0.70 0.90 1.30 1.30
Police Facility 5752 0.70 0.85 1.00 1.00
Library Facility 5753 0.75 0.85 0.95 0.95
Economic Development 6501 1.55 1.25 1.75 3.00
Total General Fund 64.74 69.14 73.49 75.34
220 Citywide Lighting/Landscape MD Fund
Street Lighting 3110 0.85 0.90 0.90 0.90
Landscape Maintenance 3310 10.35 10.35 10.40 10.40
Total Citywide Light/Landscape MD Fund 11.20 11.25 11.30 11.30 510 Risk Management Fund 5110 1.00 0.80 1.15 1.45
530 Information Services Fund
Information Systems 5330 4.60 5.00 6.90 8.75
Telephone Systems 5331 0.10 0.10 0.30 0.30
Geographic Information Systems 5332 0.90 0.90 0.95 1.05 Library Technology 5334 — — — —
Total Information Services Fund 5.60 6.00 8.15 10.10
540 Vehicles & Equipment Fund 5540 2.70 2.95 3.05 3.05
Fiscal Year
Fund Department 2023/24 2024/25 2025/26 2026/27
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
80 805 Solid Waste Fund 3505 0.70 0.70 0.75 0.55
Organics Waste 3510 0.35
AB939 Recycling 3520 0.05
810 Transit Fund 3801 1.35 1.85 1.65 1.55
815 Camarillo Ranch Events Fund 4001 0.70 0.65 0.70 0.70 860 Water Utility Fund
Customer Service 1502 2.50 2.75 2.00 2.00
General & Administrative 3601 11.83 12.18 12.71 12.66
Water Resource Management 3604 0.30 0.30 0.35 0.35
Meter Readers 3605 3.95 3.95 3.95 3.95
Source 3610 1.50 1.60 1.55 1.55
Pumping 3620 1.40 1.65 1.65 1.65
Treatment 3630 1.25 1.40 1.35 1.35
Desalter Operations 3670 0.35 0.35 0.75 0.75
Transmission & Distribution 3640 4.95 6.20 5.80 5.80
Total Water Utility Fund 28.03 30.38 30.11 30.06
861 Reclaimed Water Fund
Distribution 3650 1.35 1.60 1.60 1.60
871 Camarillo Sanitary District
Customer Service 1503 2.50 2.50 2.00 2.00
General & Administrative 3701 15.67 16.17 14.69 14.74
Pumping Station 3720 1.80 2.20 3.20 2.20
Collection System 3730 5.45 5.45 6.55 6.35
Reclamation Plant 3740 13.20 15.35 13.60 13.60
Total Camarillo Sanitary District 38.62 41.67 40.04 38.89 TOTAL ALL FUNDS 156.00 167.00 172.00 175.00
Fiscal Year
Fund Department 2023/24 2024/25 2025/26 2026/27
FULL-TIME EQUIVALENT EMPLOYEES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
81 November - December
• Development of CIP Prioritization
• Budget Kick-Off and Information Meeting
February
• All Department Budget Estimate Submittals Due
• Department Descriptions and Performance Measures Due • City Council Strategic Plan-Goals and Objectives (1st Session) March
• City Leadership review of departmental budget submittals • Revenue Projections
• ISF Allocation
• 5-Year Forecast
April
• City Leadership continue the review of departmental budget submittals • Final Adjustments made to bring Proposed Budget in Balance May
• Budget document is prepared
• Executive Summary is prepared for City Leadership to review • City Council Strategic Plan-Goals and Objectives (2nd Session) June
• City Council Workshop to review Proposed Budget and Five-Year CIP • City Council Adopts Fiscal Year 2026/27 Budget
July - September
• Beginning of Fiscal Year
• Implementation of Adopted Annual Budget
• Final budget document published for submittal to GFOA
BUDGET CALENDAR
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
82 Projections
FY 2026/27 FY 2027/28 FY 2028/29 FY 2029/30 FY 2030/31
Revenues:
Property Taxes $ 23,233,807 $ 23,902,560 $ 24,646,133 $ 25,367,249 $ 26,113,189 Sales Tax 18,766,832 19,652,169 20,045,212 21,226,116 21,650,639 Transient Occupancy Tax 3,344,216 4,511,100 4,601,322 4,693,349 4,787,216 Business Tax 1,733,490 1,750,825 1,768,333 1,786,016 1,803,877 Franchise Fees 2,004,878 2,020,518 2,036,715 2,053,478 2,070,816 Licenses & Permits 1,965,672 2,281,737 1,671,000 1,671,000 1,660,000 Grants/Subventions 565,500 565,500 565,500 565,500 565,500 Charges for services 2,317,338 2,321,807 2,228,402 2,289,288 2,345,308 Fines/Assessments 624,000 625,240 630,905 636,683 642,577 Investment Income 3,980,000 3,980,000 3,980,000 3,980,000 4,025,000 Miscellaneous 1,009,739 1,037,766 1,067,694 1,098,499 1,130,206 Total Revenues $ 59,545,472 $ 62,649,222 $ 63,241,216 $ 65,367,178 $ 66,794,327 Transfers In $ 2,744,580 $ 2,715,324 $ 2,775,783 $ 2,838,057 $ 2,902,199 Total Revenues & Transfers $ 62,290,052 $ 65,364,546 $ 66,016,999 $ 68,205,235 $ 69,696,526 Expenditures:
General government $ 14,693,159 $ 14,339,846 $ 14,994,145 $ 15,639,587 $ 16,363,591 Public safety 26,573,139 27,311,407 27,692,290 28,286,530 28,769,259 Highways and streets 10,468,009 10,480,462 10,891,985 11,375,430 11,883,541 Facility 4,635,747 4,065,111 4,159,393 4,304,040 4,408,375 Community Services 1,462,830 1,283,306 1,065,924 1,114,030 1,164,705 Cultural and Recreation 4,389,049 4,174,071 4,268,733 4,365,953 4,463,760 Expenditures Subtotal $ 62,221,933 $ 61,654,203 $ 63,072,470 $ 65,085,570 $ 67,053,231 Operating Transfers Out $ 4,119,859 $ 3,171,435 $ 3,968,609 $ 4,162,827 $ 4,257,229 Total Operating Expenditures and
Transfers $ 66,341,792 $ 64,825,638 $ 67,041,079 $ 69,248,397 $ 71,310,460 Beginning Fund Balance 103,224,458 94,247,718 83,206,625 75,132,544 72,314,382 Total Operational Surplus/(Deficit) (4,051,740) 1,429,651 717,075 842,660 (1,131,658) Use of Committed Funds 4,925,000 12,470,744 8,791,156 3,660,822 482,278 Ending Fund Balance 94,247,718 83,206,625 75,132,544 72,314,382 70,700,446 Total General Fund Commitments
Beginning Balance 100,212,706 92,364,749 80,689,624 72,575,283 69,939,916 (4,925,000) (12,470,744) (8,791,156) (3,660,822) (482,278) Additional commitments (2,922,957) 795,619 676,815 1,025,454 996,697 Ending Commitment Balance $ 92,364,749 $ 80,689,624 $ 72,575,283 $ 69,939,916 $ 70,454,335 Ending Unassigned Fund Balance $ 1,882,969 $ 2,517,002 $ 2,557,261 $ 2,374,466 $ 246,111
GENERAL FUND FIVE-YEAR FORECAST
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
83 CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
84 Revenues
Taxes
Current Year Secured $8,256,263 $8,730,000 $ 9,058,344
Prior Year Secured 85,823 50,000 70,000
Current Year Unsecured 1,886,312 2,318,393 3,381,974 Prior Year Unsecured 69,384 20,000 30,000
Supplemental 203,076 150,000 150,000
Homeowners Exempt. 46,420 50,000 50,000
Transfer Tax-Real Prop. 482,517 600,000 500,000
AB1484 Residual 335,735 287,600 340,000
In-lieu Property Taxes 8,795,403 9,333,031 9,653,489 Sales Tax 17,781,697 16,847,630 18,766,832
Transient Occup. Tax 3,214,356 3,278,643 3,344,216
Business Tax 1,672,430 1,683,000 1,733,490
Subtotal $ 42,829,416 $ 43,348,297 $ 47,078,345
Franchises
Electric $ 992,728 $ 1,079,495 $ 1,001,085
Gas 177,091 179,550 188,528
Solid Waste 1,059,343 1,065,000 —
TV Cable 749,406 831,903 815,265
Subtotal $ 2,978,568 $ 3,155,948 $ 2,004,878
Licenses & Permits
Building Permits $ 2,160,314 $ 2,324,340 $ 1,965,672
Subtotal $ 2,160,314 $ 2,324,340 $ 1,965,672
Grants & Subventions
ARPA Federal Funds $ — $ — $ —
Police SLESF 106,576 150,000 185,000
Other Grants 262,525 146,000 —
Vehicle License Fees 219,791 90,000 100,000
Revenues Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
85 Tobacco 12,764 — 21,000
HHAP 487,703 203,523 169,500
Cost Reimbursements 86,578 30,000 90,000
Subtotal $ 1,180,874 $ 619,523 $ 565,500
Charges for Services
Eng. Inspect. Fees $ 798,061 $ 130,000 $ 60,000
Subdivision Fees 535,823 450,000 350,000
Geotechnical Fees 68,742 70,000 80,000
Seismic Fees 1,476 — 1,000
PVRPD Park Impact Fees 36,286 — 10,000
Green Building Fees 664 — 400
Zoning and Planning 496,726 350,000 415,574
Const. Site Inspections 22,650 18,575 25,000
Post Const. Inspection — 3,600 2,000
Re-Inspections 9,908 16,730 10,000
Comm/Indust Inspections 29,345 34,864 30,000
GP Maint. Surcharge — 400,000 352,000
Police Services Fees 84,821 75,930 90,000
DUI Cost Rec. Fees 74,600 35,000 75,000
Parking Admin. Fee — 200 —
SRO Services 667,178 744,500 735,564
City Clerk Services 6,559 300 300
Scanning Fee 6,887 — 4,800
Photocopy & Map — 200 —
Special Proj. Charges 3,095 10,000 5,000
Archiving Fee 16,412 10,050 —
Other Operating 72,373 43,000 60,000
Appeal Fees — — —
Miscellaneous library fees 11,901 — $ 7,000
Subtotal $ 2,945,355 $ 2,400,449 $ 2,317,338
Fines/Assessments
Court, Veh. & Crim. $ 161,734 $ 180,000 $ 180,000
Revenues Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
86 Parking Citations 80,311 100,000 100,000
False Alarm Fines 35,711 40,000 40,000
Late Payment Penalty 151,370 80,000 80,000
Code Compliance Fines 9,611 10,000 10,000
Animal Citations 74,057 57,000 62,000
Current Year 152,624 156,670 152,000
Subtotal $ 665,418 $ 623,670 $ 624,000
Investments/Contributions
Interest Income $ 4,404,449 $ 4,450,000 $ 3,900,000
Net Adjust. Fair Value 1,641,950 — —
Private Grants - Library 69,266 73,041 80,000
Developers/Private — 10,000 —
Subtotal $ 6,115,665 $ 4,533,041 $ 3,980,000
Other Revenues
Reimbursements $ 503 $ — $ —
TV Expense Reimb. 2,124 1,500 2,000
Rebates & Refunds 32,202 — —
Gain/Loss Asset Disposal 490 — —
CASp Fee 28,544 27,000 27,000
Rental Income — 2,000 —
Concession Rentals 822 500 500
Security Guard Services 58 500 —
Photography — 120 —
Library Rental Income 1,690 1,500 —
EV Charging Stations 47,848 100,000 60,000
City-TBID Admin Fees 14,259 9,653 14,000
Other Non-operating 2,640 1,000 5,000
Other Non-operating Storm Water 1,100 — 1,000
Subtotal $ 132,280 $ 143,773 $ 109,500
Internal Charges
ISF Allocated Charges $ 1,743,708 $ 890,061 $ 900,239
Subtotal $ 1,743,708 $ 890,061 $ 900,239
Total Revenues $ 60,751,593 $ 58,039,102 $ 59,545,472
Revenues Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
GENERAL FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
87 MISSION
Dedicated to providing effective and efficient municipal services that promote a high quality of life, economic vitality, and a safe environment for all.
SERVICES
Individual members of the City Council sit on internal committees and on various committees of regional scope. Members of the City Council also function as members of the governing boards of the Camarillo Sanitary District, the Camarillo Capital Improvement Corporation, the Library Board, the Industrial Development Authority, the Camarillo Public Finance Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission for Redevelopment Purposes and as Housing Successor.
The City Council perform the following services within their capacity:
• Set policies to guide the operations of the Municipal Corporation. • Review and make strategic decisions regarding issues affecting the City of Camarillo by annually evaluating and setting the Strategic Plan and reviewing performance towards the City Council Strategic Plan-Goals and Objectives.
• Enact ordinances and direct actions as required to provide for the general welfare of the community through programs, services and activities.
• Adopt and guide the implementation of the City’s annual operating and capital budgets. • Appoint members to commissions and committees.
SERVICE LEVEL TRENDS
The City Council will continue to address many important issues including: fiscal management, community enrichment, maintaining a relationship with California State University Channel Islands (CSUCI), land use and transportation, environment and resource management, community redevelopment, economic development, community relations, homelessness, governmental relations, and employee relations.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Developed FY 2025/26 Strategic Plan.
• Adopted a balanced budget within the proper timeframe. • Issued the State of the City Reports.
• Received Standard & Poor’s AAA credit rating.
• Received GFOA’s Distinguished Budget Presentation Award.
GOALS AND OBJECTIVES FY 2026/27
See City Mission Statement and Goals section.
CITY COUNCIL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
88 Expenditures Fund No. 101
Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 211,621 $ 330,726 $ 350,636
Operational Charges 319,709 375,119 344,057
Allocations 22,944 26,774 28,035
City Council Totals $ 554,274 $ 732,619 $ 722,728
CITY COUNCIL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
89 MISSION
To provide effective and efficient municipal services through direction to City departments and divisions, and by development and implementation of administrative procedures consistent with policies established by the City Council.
SERVICES
The City Manager, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager establishes and maintains appropriate management controls to ensure all operating departments adhere to the City Council’s direction and goals while observing ethical and legal policies and regulations. The City Manager is responsible for the execution of policies established by the City Council and enforcing all laws and ordinances. The City Manager’s Office also prepares and maintains the City’s budget and oversees public information, employment practices, legislative relations and emergency management, while guiding the City’s strategic plan and vision.
The City Manager has collateral duties as City Treasurer, Executive Officer of the Camarillo Library, Personnel Director, District Manager of the Camarillo Sanitary District, and Chief Administrative Officer of the Camarillo Capital Improvement Corporation, the Camarillo Public Finance Authority, the Industrial Development Authority, and the Camarillo City Council in the Capacity of Successor Agency to the Community Development Commission, and coordinates the City’s working relationships with local, regional, state and federal public agencies.
SERVICE LEVEL TRENDS
During 2024/25, the City concentrated efforts towards restoring economic stability and business recovery through expansive community outreach, promoting educational resources and grant funding opportunities, and adopting less restrictive guidelines and regulations to support recovery and redevelopment. The City will continue to address many important issues in 2025/26 including financial sustainability, community enrichment, senior services, homelessness, intergovernmental relations, community engagement, traffic congestion, water resource sustainability, economic development strategy, redevelopment of former RDA properties, and land use planning. During 2024/25 the City continued to address US Highway 101 congestion, and this work will continue in conjunction with Caltrans and the Ventura County Transportation Commission (VCTC). A priority for the City is to continue to monitor and address matters involving the Camarillo Airport. Also, a priority is the sustainability of the community’s water supply, with primary focus on ensuring the successful operation of the North Pleasant Valley Groundwater Desalter. Development of the Hotel/Conference Center under the 2014 Department of Finance Property Management Plan. The City will continue to implement the Economic Development Strategic Plan, the City’s first comprehensive plan to increase business and economic activity in the City in over 20 years. Maintaining a positive relationship with California State University Channel Islands (CSUCI) has always been a City priority, and efforts to address concerns such as student services, research opportunities, housing, and facilities will continue.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Presented a balanced budget to City Council for adoption with minimal impacts on City services. • Assisted the City Council in adopting or amending City Council Policies regarding: City Support of Community Events; Debt Management; Acceptable Methods of Payment; Public Information and Communications Media; Disbursement Processing; Fiscal Management; Capital Assets; Investments.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
90 • Successfully secured $850,000 in grant funding from the federal government for the bridge replacement at Las Posas Road & Ventura Boulevard. This funding is in addition to the $4 million received in 22-23.
• Monitored and tracked various state and federal legislative bills and took action on bills directly impacting Camarillo’s operations.
• Visits Washington D.C. and Sacramento to meet with elected officials and agency staff to represent the interest of the Camarillo community.
• Continued implemented and community outreach and education of Mandatory Organic Waste Recycling Program in compliance with SB 1383 state-mandates. • Full implementation of the North Pleasant Valley Groundwater Desalter. • Successfully secured a total of $3.5 million from the County of Ventura, and established a joint partnership with the County to address the needs of those unsheltered and unhoused in Camarillo. • Developed a City Administrative Roundtable Group with the goal to assess, develop, and improve Citywide administrative procedures and provide group training on City programs and processes to maximize efficiencies and productivity.
• Closed escrow and transition of the old library site to KidSTREAM. • Completed a Sustainability Master Plan for Municipal Operations. • Prepare a citywide Training & Development plan to provide employees with the opportunity to enhance their careers and develop the necessary skills to thrive in a high-performing environment. • Prepare a Purchasing System Assessment to analyze the organization’s procurement practices and recommend new methods to streamline and safeguard the existing policies and procedures.
GOALS AND OBJECTIVES FY 2026/27
• Continue to evaluate options to reduce long term pension liability. • Continue to evaluate the efficacy of reserve levels of various city funds, including the General Fund. • Research and consider diversification of revenue sources. • Enhance community safety through continued emphasis on support of law enforcement, expanded public awareness and educational programs through an increased awareness and participation in Neighborhood Watch Program, and by developing and implementing appropriate education, enforcement, and assistance strategies to address the homelessness and mental health issues. • Continue research for funding opportunities to expand services to individuals and families experiencing homelessness or at-risk of homelessness.
• Work with Pleasant Valley Recreation and Park District to address Senior Center and community recreation facility needs.
• Explore various options for financially supporting the arts program and ways to commission public art to celebrate the identity and history of Camarillo. • Explore opportunities to foster an inclusive and accessible environment for all, including inclusivity and tolerance in our community.
• Explore the establishment of a public/private community wellness initiative (“Healthy Camarillo”) focusing on prevalent community health issues.
• Continue to explore opportunities and develop programs to enhance, restore and beautify the community through the involvement of volunteers.
• Assess California State University Channel Islands’ growth projections and possible future impact on the City.
• Continue interaction with the University, including its President, in regard to City, University and student issues such as student services, research opportunities, housing, and facilities.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
91 • Assess CSUCI’s growth projections, economic development, and the employment pipeline, research opportunities and the possible impact on the City.
• Continue to seek improvement on local traffic issues that impact our City. • Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.
• Encourage efforts by County of Ventura and CSUCI to create a bike trail from Calleguas Creek Bridge at Pleasant Valley Road to CSUCI.
• Evaluate potential measures to increase accessible public transit options, reducing both private vehicle usage and the generation of greenhouse gases.
• Continue to seek funding for recycled water storage.
• Promote renewable energy generation and infrastructure projects in the city, including electrical vehicle (EV) charging infrastructure and energy efficiency improvements. • Review energy conservation measures to assure the City has the tools necessary to address utility Public Safety Power Shut offs.
• Begin implementation of the Wastewaster Master Plan.
• Develop alternative methods to move forward with housing and non-housing projects without traditional redevelopment property tax increment and evaluate financing opportunities for instituting such projects.
• Continue to assist area property owners who have interest in revitalization of the Camarillo Commons Strategic Plan area including evaluate the feasibility of alternative statutory methods to provide financial incentives to property owners to commence redevelopment projects. • Support a grass roots effort of Old Town business and property owners in exploring the feasibility of a Business Improvement District in Old Town.
• Continue implementing the City’s adopted Economic Development Strategy Plan. • Evaluate specific opportunities to encourage increasing the expansion and attraction of life science businesses in Camarillo.
• Engage the business community in exploring the enhancement and/or making outdoor dining permanent.
• Explore opportunities to engage youth regarding issues that concern them and to develop future leaders.
• Use analytics to evaluate the City’s website and community engagement outreach strategies, methods and topics.
• Increase communications with other local public agencies that serve Camarillo residents and businesses.
• Be proactive in defending the City’s interests concerning proposed legislation and regulatory issues. • Continue to respond to business needs and engage in economic activities to support the post- pandemic recovery.
• Implement the City’s Sustainability Master Plan for Municipal Operations. • Continue to move forward with the completion of the Dizdar Park redevelopment. • Increase community education and outreach on water conservation, in light of the pending drought conditions and State-imposed restrictions on water use. • Develop and encourage sustainable practices in the workplace consistent with the Sustainability Master Plan and incentive employees for personal work-related sustainability practices. • Develop a workplan for oversight of Federal and State grants/appropriations. • Develop a Capital Financial Strategic Plan to create a roadmap for financing the various capital needs across the City and Sanitary District.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
92 PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Average percentage of Level 1 resident/general
inquiries responded to within two business days 95.0% 100.0% 50.0% 95.0% Benchmark: 100% of high priority inquiries communicated via email, by Council members, or service request
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Average percentage of Level 2 resident/general
inquiries responded to within two business days 95.0% 95.0% 100.0% 95.0% Benchmark: 100% of moderate priority inquiries for non-emergencies, general requests, and invitations Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Average percentage of Level 3 resident/general
inquiries responded to within two business days 95.0% No Data No Data 95.0% Benchmark: 100% of low priority inquiries for general comments that do not include City service requests or response from staff
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 633,553 $ 1,030,186 $ 1,554,181 Operational Charges 925,618 905,821 944,704
Allocations 79,200 158,609 243,348
City Manager Totals $ 1,638,371 $ 2,094,616 $ 2,742,233 Full-Time Equivalent
Employees 2.45 4.60 5.05
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
93 GRANT MANAGEMENT AND LEGISLATIVE ADVOCACY
MISSION
Enhance the City's financial sustainability through strategic pursuit of grant funding opportunities, while protecting Camarillo's interests through proactive legislative monitoring and advocacy at local, regional, state, and federal levels. Strive to maximize external funding resources to support City priorities, infrastructure needs, and community services, while ensuring City’s priorities are represented effectively in policy discussions that impact municipal operations and resident quality of life.
SERVICES
Grants Management strategically identifies and secures external funding opportunities to support City priorities, enhance infrastructure, and provide innovative community services while maximizing the City’s financial resources. Services include:
• Identify and research funding opportunities from federal, state, regional, and private sources. • Develop and implement strategic approaches to align grant pursuits with City priorities. • Maintain a network of on-call grant writing and research experts to enhance application quality. • Communicate funding opportunities and determine project eligibility and competitiveness. • Coordinate grant application development across City departments. • Support departments in preparing competitive grant applications and required documentation. • Track grant application status and outcomes.
• Support the administration of awarded grants including reporting, reimbursement, and audits. • Develop and maintain relationships with granting agencies. • Provide oversight of Federal and State appropriations (Congressional Directed Spending and Community Project Funding).
• Coordinate training for City staff in grant procedures and best practices.
Legislative Advocacy protects and advances the City's interests by monitoring legislation, engaging with elected officials, and advocating for policies that impact the City's operations, autonomy, and quality of life at the local, regional, state, and federal levels. • Monitor and analyze proposed legislation with potential impacts on City operations, finances, and community interests.
• Prepare position statements, letters, and testimony on key legislation. • Coordinate advocacy visits to Sacramento and Washington D.C. • Representing City interests with elected officials, agency representatives, and trade associations. • Develop annual legislative priorities in consultation with the City Council. • Build and maintain relationships with legislators and their staff. • Participate in regional and statewide advocacy coalitions. • Coordinate with other local governments on regional policy matters.
SERVICE LEVEL TRENDS
Grants Management
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
94 During FY 2025/26, the City centralized the grants research function within the City Manager’s Office to better align funding efforts with City Council priorities. This transition enhanced coordination and strategic focus in identifying and pursuing grant opportunities. In addition, staff implemented tracking systems to monitor prospective opportunities, submitted applications, and funding outcomes, improving transparency and accountability throughout the grants lifecycle.
In FY 2026/27, staff will continue to expand and refine the City’s grants management program through the following initiatives:
• Reassessing the Strategic Funding Matrix to ensure alignment between priority projects and targeted grant opportunities.
• Developing performance metrics and providing quarterly assessments to evaluate program effectiveness and return on investment.
• Delivering grant writing training to enhance staff capacity, strengthen applications, and improve competitiveness by aligning with funding agency priorities and expectations. • Create “shovel-ready” project profiles (scope, cost estimates, community impact) so staff can respond quickly to short grant timelines
• Maintain a grant calendar including 12-24 month forecast of anticipated funding cycles (state/federal recurring grants).
• Create a repository of grant applications for staff’s access for future reference.
Legislative Advocacy
The City’s Legislative Advocacy Program continues to evolve as Camarillo assumes a more active role in regional and statewide policy initiatives and strengthens its presence in Sacramento and Washington, D.C. Performance indicators reflect continued progress as the City advances a more strategic and coordinated approach to legislative engagement.
Key priorities for the coming fiscal year include:
• Conducting a comprehensive review of the City’s Legislative Platform to improve advocacy effectiveness by refining outdated language, restructuring policy classifications, and incorporating broader interdepartmental input.
• Implementing an enhanced internal monitoring system to track legislation impacting municipal operations, with year-round accessibility for City staff. • Strategically prioritizing advocacy focus areas to maximize the effectiveness of federal and state advocacy efforts.
• Expanding collaboration with regional partners to strengthen Camarillo’s influence on shared policy priorities.
• Integrating legislative advocacy with grants management efforts to identify opportunities where strategic advocacy can improve the City’s competitiveness for external funding.
MAJOR ACCOMPLISHMENTS FY 2025/26
• During FY 2025/26 staff accomplished a number of tasks outlined in the City Council’s Strategic Plan and the Division’s Workplan, including the following:
◦ Successfully submitted three infrastructure projects for consideration to the Congressional Directed Spending and Community Project Funding for FY 2026/27. The projects included a $1.5M request to Congressmember Julia Brownley to modernize the City’s radio network, a $2M request to the City’s U.S. Senate delegation for the replacement of Las Posas Bridge and $2M for the replacement of the sewer forcemain and pump stations.
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
95 ◦ Successfully submitted a grant for the replacement of water reservoirs to the California Office of Emergency Services, Hazard Mitigation Grant Program. The grant was selected to be included in the State of California’s packet to the Federal Emergency Management Agency for review.
◦ Submitted two infrastructure projects funding requests to the City’s U.S. Senate delegation for the Water Resources Development Act of 2026. The projects include a $5.1M request for the Chater Oak Pump Stations, and $11M for Well E and Well F. ◦ Submitted a State & Local Cybersecurity Grant Program to the California Governor’s Office of Emergency Services.
◦ Organized and executed the annual advocacy visit to Washington D.C., facilitating meetings with the City's congressional delegation to advance Camarillo's priorities and address policy concerns.
◦ Conducted strategic meetings with State legislators in Sacramento and district offices to advocate for the City's fiscal and legislative priorities. ◦ Expanded regional engagement by participating in key collaborative groups, including the Ventura County Regional Legislative Discussion Group, Ventura County Water Purveyor Regional Advocacy Group, Ventura Council of Governments, and Southern California Association of Governments.
◦ Performed specialized analysis and targeted advocacy regarding Assembly Bill 365 (Bennett), which proposes additional wildfire preparedness requirements for water suppliers in Ventura County.
◦ Additionally, support was provided to several special projects, including:
▪ Completion of the preliminary Long Range Financial Plan/Financial Capacity to determine the affordability needs for the Water Reclamation Plants upgrades. ▪ Successfully selected, contracted, and onboarded the City’s new Owner’s Advisor, who serves as a program manager for the WRP upgrade.
GOALS AND OBJECTIVES FY 2026/27
• As the City continues to centralize and optimize the grants management function, the division will focus on expanding its efforts to increase the diversification of outside revenue sources. To accomplish this, the City will focus on a handful of tasks over FY 2026/27:
◦ Conduct a comprehensive review of the Strategic Funding Matrix to confirm priority initiatives are effectively matched with appropriate funding opportunities. ◦ Establish key performance indicators and implement quarterly reporting to measure program outcomes and overall return on investment.
◦ Provide targeted grant development training to build staff expertise, improve proposal quality, and better align submissions with funding agency criteria. ◦ Develop pre-scoped, “shovel-ready” project summaries—including scope, cost estimates, and community benefits—to enable timely responses to grant solicitations. ◦ Maintain and regularly update a grants calendar with a 12–24 month outlook of anticipated state and federal funding cycles.
◦ Create and manage a centralized library of past grant applications to support knowledge sharing and improve future submissions.
Expand collaboration with regional partners to strengthen Camarillo’s influence on shared policy priorities
CITY MANAGER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
96 MISSION
To ensure the City’s business is open to the public by providing timely dissemination of information; to document the legislative actions of the City Council; to efficiently organize, safeguard and make records accessible to the public, City Council and City departments; to oversee elections with impartiality and in accordance with the law; and to provide respectful service to all customers with the highest standards of integrity and professionalism.
SERVICES
• Prepare and distribute agendas, reports, and minutes of the City Council, Camarillo Sanitary District, Camarillo Library Board, Camarillo Successor Agency, Camarillo Capital Improvement Corporation, Industrial Development Authority, and Public Finance Authority. Provide public access to meetings and reports, ensuring actions of the City comply with the Brown Act and are properly executed, recorded, and archived, including codification of the Camarillo Municipal Code. • Administer the City’s Record Management Program and manage the records management system.
Review and update the City’s Records Retention Schedule and oversee the disposition of City documents, in accordance with legal requirements. Research legislative history for both City staff and the public. Ensure compliance with the Public Records Act by providing public access to records. • Administer local elections, which includes special assessment elections. Oversee Political Reform Act requirements to ensure compliance with Fair Political Practices Commission (FPPC) regulations, including the filing of Campaign Statements, Statements of Economic Interest, and review and update the Conflict-of-Interest Codes for various City agencies. • Coordinate the recruitment and appointment process for volunteer participation on City and regional committees, boards and commissions in compliance with the Maddy Act. • Support the Camarillo Council on Aging by preparing agendas, attending meetings to provide Brown Act and procedural guidance, maintaining minutes, and assisting with outreach efforts such as the Senior Newsletter and annual Shred Event. Staff also provide general administrative and recordkeeping support to ensure transparent and effective operations. • Provide miscellaneous services including:
◦ Processing and retaining all legislatively approved documents, including City agreements, resolutions, ordinances, and recorded documents..
◦ Accepting service of legal documents on behalf of City. ◦ Issuing non-profit solicitation permits.
◦ Issuing bingo licenses.
◦ Preparing proclamations and certificates of recognition. ◦ C o o r d i n a t i n g t h i r d - g r a d e s c h o o l t o u r s t h a t i n c l u d e a m o c k C i t y C o u n c i l m e e t i n g a n d o t h e r student tours as requested.
◦ Providing Notary Public services for City documents.
SERVICE LEVEL TRENDS
The City Clerk’s Department continues to experience an increase in Public Record Requests. The department now fully utilizes a software solution for Public Records Requests (GovQA) to ensure staff can continue to provide timely responses to requests. An Agenda Management System has been successful in streamlining workflows and increasing efficiencies. The Citywide digitization project will allow for increased electronic accessibility to records and will increase department efficiencies, reduce storage costs, and allow for expedited responses to Public Records Requests. The Clerk’s Department maintains high service levels with existing staff, and it is the goal of the Department to continue to provide reliable, prompt, professional, and friendly service to the public, elected officials, and City staff.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
97 MAJOR ACCOMPLISHMENTS FY 2025/26
• Laserfiche Records Repository System – Continued refinement and expansion of the City’s centralized records repository. Conducted citywide staff training and increased public access through website integration, kiosks, and in-person services at City Hall. These enhancements improve operational efficiency, strengthen transparency, and expand access to public records. • Citywide Scanning and Digitization Project – Partnered with the Administrative Services Department and consultants to advance the City’s comprehensive records digitization initiative.
Reached a major milestone in late 2025 with the transfer of all remaining paper records for scanning.
Indexing and system import are underway. Upon completion (anticipated summer of 2026), the project will improve access to electronic records, reduce public records request response times, and significantly decrease physical storage needs.
• GovQA Public Records Management System – Continued refinement of forms, workflows, and interdepartmental processes to streamline public records request handling. Enhancements improve response efficiency, strengthen tracking and collaboration, ensure regulatory compliance, and support transparency through a centralized request system.
• Annual Community Shred Event – Planned and administered the City’s annual shred event in partnership with the Camarillo Council on Aging (CCOA), coordinating logistics, vendor services, public outreach, and on-site operations. The event provides residents with secure, convenient, and environmentally responsible document disposal and provides a funding source for CCOA programs. • Records Storage Reduction Initiative – Conducted ongoing review of records retention schedules and authorized destruction of eligible records, resulting in a measurable reduction in offsite storage volume and associated costs.
• SB 827 Financial Training Compliance – Identified a qualified training provider to meet new statutory requirements for financial training applicable to City Council members, appointed officials, designated staff, and local agency executives.
• SB 707 Brown Act Compliance – Led Citywide implementation of new Brown Act requirements under SB 707. Updated the Council Meeting Policy, revised website content, partnered with IT to implement a Zoom-based remote participation solution, and developed a streamlined speaker tracking process to support public participation.
• Succession Planning and Staff Development – Implemented a structured, on-the-job development program for the Assistant City Clerk to support continuity of operations. Efforts included mentoring, hands-on training, and the progressive assignment of core legislative and meeting responsibilities in preparation for leadership transition
GOALS AND OBJECTIVES FY 2026/27
• Public Access and Transparency – Continue refinement of all programs to ensure the City’s business is accessible to the public by providing timely dissemination of information to the public, Council, and departments in a courteous, efficient, transparent, and professional manner. • Reduce Off-site Records – Continue reduction of off-site records by implementing a prioritized, cost-effective strategy that reviews records against retention schedules for destruction and identifies high-value records for digital conversion and integration into the City’s records management system. • Laserfiche Records Repository Management – Maintain and oversee the City’s Laserfiche records repository and document management system, including governance of folder structure development, user access controls, policy compliance, and the routine identification and deletion of records that have met retention requirements, ensuring a centralized, efficient, and accessible electronic records platform.em.
• Implement a new electronic Campaign and Disclosure Electronic Filing System.
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
98 PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Post Council Agendas 6 days before meetings 80% (6 day) 60% (6 day) 100% - 5 days 100% - 5 days Benchmark: 6 days (5 days beginning FY 2024/25)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of acknowledged receipt of public
records requests 100.0% 100.0% 100.0% 100.0%
Benchmark: 1 business day
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of of public records requests received
and percentage of City Clerk's records requests
completed 490 / 100% Total / 100% Total / 100% Total / 100% Benchmark: 10 days response time
Expenditures Fund No. 101
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
99 Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 550,282 $ 590,336 $ 691,499
Operational Charges 99,412 118,821 106,750
Allocations 81,120 97,558 136,426
City Clerk Totals $ 730,814 $ 806,715 $ 934,675
Full-Time Equivalent
Employees 2.80 2.80 2.80
CITY CLERK
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
100
MISSION
To provide effective legal counsel and services to the City Council, advisory boards, commissions, and staff to assure legal compliance with applicable laws and protection of the City’s interests on all legal matters.
SERVICES
• Prepare and review ordinances, resolutions, contracts, opinions, litigation, and other related documents.
• Respond to requests for legal review and analysis from all City Departments and Council. • Apprise City officials of changes in statute or case law for the purpose of providing legal advice to ensure that City activities comply with all pertinent laws. • Attend all City Council, Camarillo Sanitary District, Successor Agency to the Community Development Commission, Library Board, and Planning Commission meetings. • Defend or prosecute legal actions in which the City is involved.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Mobilehome Rent Stabilization Ordinance (RSO): Work with and advise staff, Committee and Council on new RSO and implementation.
• Homeless Services: Advised on current legal issues and work with staff on programs and projects related to homeless services and housing projects.
• Costco Project: Worked with City staff, Costco, and consultants on Project and CEQA matters and resolution of litigation in favor of the City and Costco. • Trash Franchise Matters: Advised staff on solid waste franchise matters and current laws including extension of agreement with Harrison and related litigation. • Code Enforcement : Work to address nuisance matters in the public right of way and other code violations, represent City staff at administrative appeals. • OPV Groundwater Adjudication and RWQCB Water Permit litigation : Monitored and coordinated with outside Legal Counsel on litigation and updates to City Council and City Manager. • Conflict of Interest Advice and Brown Act Compliance: Routinely provided informal advice on potential conflicts of interest for City officials and officers as well as Brown Act matters. • Liquidated Damages Dispute: represent City in liquidated damages lawsuit. • Mian Hotel and Conference Center : Worked on project development matters and compliance with conditions of approval.
• Housing and ADU laws: Advised staff and worked on updates to address state law mandates. • Water and Sewer matters: Advised staff on permitting matters and code updates for compliance with new laws.
• Contracting and Contract review: Advise staff on contracting for services and public project issues and work to ensure reduced legal exposure.
GOALS AND OBJECTIVES FY 2026/27
• Assist City Council and Staff on legal issues, provide practical advice and counsel and problem solving.
• Provide cost effective legal services of the highest quality. • Assist City Council and staff with ongoing projects including: transit services, public records requests, public works matters; and planning projects.
• Assist City staff with legal issues on new and proposed federal and state legislation. • Assist the Planning Commission and staff with pending matters and new items as they arise.
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
101
• Assist Sanitary District staff with revisions to the Operations Code, public works issues and other matters.
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Operational Charges $ 365,147 $ 521,240 $ 524,200
Allocations 744 860 899
City Attorney Totals $ 365,891 $ 522,100 $ 525,099
CITY ATTORNEY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
102
MISSION
To strengthen engagement with the Camarillo community by fostering open, transparent, and effective communication while creating meaningful opportunities for public participation in local government.
Provide guidance and support to City departments in the development and implementation of the City’s Community Engagement Strategy.
Through strategic support and collaboration with all City Departments, residents, community partners, and local media, the Division supports the City’s efforts to build trust and achieve accessible, two-way communication for all.
SERVICES
The Community Relations Division of the City Manager’s Office serves as the City’s primary link to the community. The Community Relations Division functions as a liaison between City officials, City employees, residents, and community partners to create strong relationships, ensure responsive communication, and enhance public trust through engagement and positive interaction. The Division is responsible for implementation of the City’s Community Engagement Strategy, oversees public communications including messaging and social media, and handles community relations, media relations, and City and community events. The Division actively and continually supports the City’s working relationships with local, regional, state and federal public agencies on issues and challenges impacting the City. The Assistant to the City Manager serves as the City’s Public Information Officer and is responsible for maintaining positive relations with the media.
SERVICE LEVEL TRENDS
The City will continue to expand communications and community engagement in 2025-2026 including:
implementing the City’s Community Engagement Strategy which involves Community Engagement Guidelines, and the Las Personas Community Academy; continuing to develop and foster community relationships by participation in community meetings and engaging in proactive outreach with community partners; working with the Mayor to develop the annual State of the City; ongoing communications support for all department programs; maintaining positive media relations; enhancing the City’s presence on social media by exploring new outreach methods on the City’s social media platform; ensuring timely messaging on the City’s government channel and digital marquee sign; and continuing to provide timely and purposeful digital communications in the form of CityScene Newsletter and other City messaging.
The Division is responsible for coordinating the 4th of July Fireworks, collaborating with PVRPD on the Summer Concert Series and Christmas Parade, and facilitating a City presence at a variety of community events throughout the year.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Sustained a strong City email open rate of 66%
• Increased total social media followers by 23%
• Broadened messaging on the City’s Government Channel by including a wider spectrum of City news and more educational video messages about City services. • Implemented community outreach campaigns through strategic coordination with City Departments to support the following:
◦ Utility Rates
◦ Homelessness Strategic Plan
◦ Trash/Recycling
◦ Immigrant Resources
◦ Oxnard-Pleasant Valley Litigation
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
103
◦ Water Reclamation Plant Upgrades
◦ Charter Oak Pump Station Project
◦ Dizdar Park Grand Opening
◦ General Plan Update
◦ OpenGov Online Permitting
• Continued to implement the Sustainability Master Plan for Municipal Operations. • Successfully recruited five on-call consulting firms to support communications and public relations efforts
• Successfully carried out the following community engagement efforts:
◦ City’s third Las Personas Community Academy
◦ Four summer concerts at Constitution Park
◦ Community pop-up engagement at Heritage Days
◦ July 4th Fireworks Show
◦ Participation in the Camarillo Police Department’s Trunk-or-Treat event ◦ Library participation in PVRPD Santa’s Village, following Christmas Parade ◦ Emergency Food Drive with Food Share Ventura County
GOALS AND OBJECTIVES FY 2026/27
• Explore new ways to involve youth in local government. • Continue to expand the use of online platforms for community engagement. • Continue to implement the City’s Sustainability Master Plan. • Pursue City Website Redesign.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to increase community engagement and effective communication with the community
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percent increase in digital City News
subscribers per year New Measure 3,100 3,100 3,275
Benchmark: 7% increase over previous year
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Increase in Digital City Newsletter subscribers
per year 3,000 4,050 4,050 4,280
Benchmark: 7% increase over previous year
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
104
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Digital CityScene Newsletter Open Rate 50.0% 65.0% 70.0% 70.0% Benchmark: Maintain
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of social media followers 6,496 12,200 12,200 15,000 Benchmark: 5% increase over previous year (across all platforms) Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of community engagement events 1 15 15 6
Benchmark: 6 per year
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of online surveys or virtual public
forums on Open City Hall New 1 3 4
Benchmark: Quarterly (4 per year)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of community engagement events per
year 1 15 15 6
Benchmark: Quarterly (4 per year)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of Las Personas Community Academy
participants New Measure 21 21 20
Benchmark: 10 persons who continue engagement through volunteer work or other engagement events Expenditures Fund No. 101
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
105
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 394,231 $ 371,145 $ 449,105
Operational Charges 77,129 321,500 223,525
Allocations 18,144 49,195 79,189
Community Relations Totals $ 489,504 $ 741,840 $ 751,819 Full-Time Equivalent
Employees 1.40 1.50 1.70
COMMUNITY RELATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
106
MISSION
To enhance community safety and resilience by leading coordinated emergency management efforts through planning, training, partnerships, and public engagement. Ensure that the City is prepared to respond to and recover from a broad range of potential disasters. These may include flooding, earthquakes, landslides, hazardous material incidents, wildfires, transportation disasters, and acts of terrorism.
SERVICES
The Emergency Management Division, housed within the City Manager’s Office, is responsible for coordinating the City’s comprehensive emergency management program, including preparedness, response, recovery, and mitigation activities.
The Division implements an all-hazards approach to emergency management, addressing risks such as wildfires, severe weather, power outages, and other natural or human-caused incidents. The program emphasizes coordination, planning, training, and community engagement to ensure the City is prepared to effectively respond to and recover from emergencies.
SERVICE LEVEL TRENDS
The City continues to strengthen emergency preparedness through an all-hazards approach focused on readiness, training, and community engagement. Efforts include ongoing NIMS/SEMS training, enhanced EOC preparedness, expanded CERT participation, and improved coordination with regional partners. The City is also refining systems to support vulnerable populations, emphasizing resilience, proactive planning, and effective response to emerging risks.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Wildfire Preparedness & Community Engagement: Partnered with the Leisure Village Board and regional public safety agencies to host a Wildfire Preparedness and Safety Meeting, providing coordinated evacuation, wildfire readiness, and resource education to approximately 200 attendees and additional broadcast viewers.
• Public Safety Power Shutoff (PSPS) Collaborated with Southern California Edison to present to City Council on PSPS events, outage management, and infrastructure improvements to enhance community preparedness and communication.
• Regional Mass Care & Shelter Planning: Supported Ventura County Human Services Agency, American Red Cross, and regional partners in updating the Ventura County Mass Care and Shelter Annex and participated in broader regional emergency planning and coordination efforts, including VOAD collaboration.
• Community Resilience & Access & Functional Needs (AFN): Contributed to the Community Emergency Access Assessment to improve emergency services for individuals with access and functional needs across all phases of emergency management. • Training, Exercises & Volunteer Support: Participated in the Great ShakeOut earthquake drill, conducted CERT training in partnership with Ventura County Fire Department, and supported CERT volunteers during the City’s Fourth of July event.
• Emergency Equipment & Safety Systems Maintenance: Maintained routine inspections of AED equipment to ensure public and employee safety.
• Grants & Recovery Support: Continued reporting and documentation for the Cal OES CDAA-2025-02 Mountain Fire Grant to support disaster recovery and reimbursement efforts.
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
107
• Regional Planning & Program Coordination: Continued participation in regional emergency management planning efforts, including hazard mitigation coordination and interagency collaboration, supporting alignment with County and partner agency initiatives. • Contributed to the Community Emergency Access Assessment to better serve individuals with access and functional needs throughout all phases of emergency management.
GOALS AND OBJECTIVES FY 2026/27
Enhance the City’s emergency management program through coordinated planning, training, outreach, and operational readiness initiatives, including:
• Emergency Planning & Compliance: Update the Emergency Operations Plan and annexes, support completion of the 2027 Multi-Jurisdictional Hazard Mitigation Plan, and ensure ongoing FEMA, Cal OES, SEMS, and NIMS compliance.
• Training, Exercises & Readiness: Conduct regular EOC trainings, at least one annual full-scale exercise, and community preparedness activities, including Great ShakeOut participation and City facility evacuation drills. Maintain NIMS training compliance and deliver DisasterLAN system training for designated staff.
• Community Preparedness & Outreach: Expand CERT programs, conduct hazard-specific outreach, host preparedness workshops, and strengthen public education efforts focused on emergency readiness and resilience.
• Interagency Coordination & Regional Collaboration: Maintain active participation in Ventura County Operational Area coordination meetings and strengthen partnerships with County, public safety, and community organizations, including continued AFN-related planning integration.Emergency Operations & Systems Enhancements: Improve EOC activation and operational readiness, enhance emergency alerting and public communication systems, implement centralized volunteer management systems, and continue upgrading EOC technology and equipment.
• Recovery, Grants & Resilience: Pursue grant funding opportunities, support disaster recovery and reimbursement processes, and advance mitigation and long-term resilience initiatives. • Program Management & Continuous Improvement: Maintain documentation and records, produce after-action reports, and track performance metrics to support ongoing program improvement.
• Emergency Management Support Services Procurement: Conduct an RFP process and execute a contract for on-call emergency management coordination services to ensure operational continuity and surge capacity.
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
108
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of in-person CERT trainings offered 2 2 2 2
Benchmark: 3
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of CERT participants who sign up for
the courses 21 50 45 60
Number of participants who complete the two-
part course 21 40 50 60
Benchmark: 65 / 65
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of staff who complete required
emergency preparedness and ICS/NIMS
training annually. 87.0% 97.0% 97.0% 100.0%
Benchmark: 100%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of emergency drills or full-scale
exercises conducted annually with participation
across multiple departments.
New
Measurement
New
Measurement —% 2.00
Benchmark: 2
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of staff who complete required
emergency preparedness and ICS/NIMS
training annually. 87.0% 97.0% 97.0% 100.0%
Benchmark: 100%
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
109
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of staff who complete required
emergency preparedness and ICS/NIMS
training annually. New Measure New Measure 6.0 $4.00
Benchmark: 100%
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 126,139 $ 176,601 $ 80,149
Operational Charges 57,312 105,078 157,500
Allocations 16,383 34,142 23,867
EOC Totals $ 199,834 $ 315,821 $ 261,516
Full-Time Equivalent
Employees 0.85 0.80 0.45
EMERGENCY OPERATIONS CENTER
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
110
MISSION
To provide financial management and reporting, budgeting, accounting, utility billing, cash management, and purchasing services for the City, the CSD, and the Successor Agencies (formerly the Camarillo Community Development Commission).
SERVICE
Services provided by the Finance Department include maintaining reliable accounting records, procurement of goods and services, payment of approved warrants, financial statement reporting, preparing the annual budget, prudent fiscal planning, and debt administration. Internal controls are established and maintained to ensure that the assets of the City are protected from loss, theft, or misuse, and to ensure that adequate accounting data allows for the preparation of financial statements in conformity with Generally Accepted Accounting Principles. Financial reports are used as a tool to measure the results of operations for a variety of purposes, both internal (periodic financial reports to the City Council, CSD, Successor Agencies, City Manager, and City departments) and external (reports to other government agencies for informational and legal-compliance purposes).
The cash management function is responsible for the prudent investment of City f unds. The City’s Investment Policy directs the investment of City monies with the following priorities established: 1) safety of principal, 2) liquidity necessary to meet daily cash flow requirements, and 3) maximized yield after the first two priorities are met. The Investment Policy is reviewed annually and is submitted to the City Council for approval. The Department of Finance administers the transient occupancy tax and utility billing programs.
SERVICE LEVEL TRENDS
The City will continue to monitor and evaluate the effects of budget changes to the community and the organization via the mid-year budget review. The Finance Department will continue to provide financial resources and data that enable our City departments to deliver core services more efficiently and effectively, while complying with City Council policies.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the FY 2024/25 Budget .
• Applied for and expected to receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Annual Comprehensive Financial Report (ACFR) for the Fiscal Year ended June 30, 2024.
◦ Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the ACFR for the Fiscal Year ended June 30, 2023.
• Prepared the city's first Popular Annual Financial Report (PAFR), enhancing transparency and public understanding of the City's financial condition through a clear, concise, and accessible presentation of financial information.
• Completed a comprehensive water and wastewater rate study. • Implemented DebtBook debt tracking software as required by Governmental Accounting Standards Board.
• Coordinated and presented an operationally balanced budget. • Reviewed with City Council FY 2024/25 mid-year budget adjustments. • Led the Community Service Grant and Community Event Funding process.
FINANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
111
• Transitioned customer service for solid waste services to the City’s solid waste hauler. • Completed a comprehensive review and update of the City’s procurement policies. • Successfully outsourced the internal check printing process to J.P. Morgan Chase. • Implemented the Laserfiche electronic workflow system, improving invoice routing, approval efficiency, and document retention.
GOALS AND OBJECTIVES FY 2026/27
• Continue to monitor legislation that could impact City revenues and expenditures. • Continue to research new sources of revenue generation. • Develop detailed investment and financial sustainability plans. • Invest City funds in accordance with City’s Investment Policy with no realized losses. • Coordinate the Water and Wastewater Rate Model rate review. • Develop financial best practices training plans for onboarding new employees. • Increase efficiencies with development and implementation of financial report writer and Procurement and Risk Management software.
• Continue efforts to modernize the Utility Billing process and increase paperless billing. • Explore strategies for evaluating a new ERP system.
• To implement vendor payments through Automated Clearing House (ACH) to improve payment efficiency and streamline payment processing.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain sound and conservative financial practices to ensure the fiscal sustainability of the City.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Receive GFOA Distinguished Budget Award Received Received Received Receive Benchmark: to receive the GFOA Distinguished Budget Presentation Award annually Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Produce ACFR to Council in December December December December December Benchmark: To complete year-end closing process and produce the ACFR for Council in December Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Rate of return on investment portfolio 1.86% 3.50% 4.20% 4.3% Benchmark: 4.3% (LAIF rate in March 2024)
FINANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
112
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Maintain a committed General Fund reserve
level of 50% of the operating budget 50.0% 50.0% 50.0% 50.0% Benchmark: 50% per City Council Policy
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Sanitary District Bond Rating AA+ AA+ AA+ AA+
Benchmark: AAA (Standard & Poor's)
Expenditures Fund No. 101
Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 1,471,813 $ 1,408,730 $ 1,457,072 Operational Charges 228,383 472,628 354,543
Allocations 222,204 265,476 350,582
Finance Totals $ 1,922,400 $ 2,146,834 $ 2,162,197
Full-Time Equivalent
Employees 8.45 7.35 6.90
FINANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
113
MISSION
Aligned with the City’s philosophy and strategic goals, Human Resources partners with departments and the community to create programs and services that empower and support the City’s workforce. Through innovation, accountability, and collaboration we foster a workplace where everyone can thrive and deliver exceptional service to the public.
SERVICES
The Human Resources Department is dedicated to attracting, developing, and retaining a diverse and talented workforce that embodies and reflects the City’s Mission and Values. Human Resources provides and continues to expand a comprehensive training and development program designed to empower employees to build skills, strengthen competencies, advance careers and meaningfully contribute to the City. The Department is responsible for administering competitive compensation, benefits, retirement, and workers’ compensation plans, while maintaining a dynamic classification and salary structure. The department also ensures fair and consistent application of the City’s personnel rules and policies, providing clear and appropriate guidance. Our Risk Management division identifies, assesses, and mitigates potential risks to protect City assets, ensures workplace safety, and supports employee health and well-being. As stewards of workplace well-being, Human Resources promotes collaborative and effective employee relations programs by fostering open communication, addressing concerns and offering expertise and support. Our focus on succession-planning initiatives will ensure leadership continuity, knowledge transfer and long-term organizational resilience.
SERVICE LEVEL TRENDS
Human Resources will partner with departments to streamline recruitment processes and develop and implement succession plans to support organizational stability. Prioritizing the well-being and growth of employees, Human Resources will advance the development of a comprehensive Training and Development program to provide learning opportunities in leadership, supervision, technical skills and professional development.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Administered and monitored the City’s Pay for Performance Plan ensuring compensation practices are aligned with measurable performance outcomes and organizational accountability. • Completed annual benefits enrollment, introducing new offerings to better meet the evolving needs of the City’s workforce.
• Hosted the City’s first annual Benefits Health and Wellness Fair. • Engaged a consultant to modernize the performance evaluation process to ensure it is meaningful, development-focused, and aligned with organizational goals. • Implemented a citywide Employee Experience Survey to gather actionable feedback and strengthen engagement and workplace culture.
• Conducted 16+ recruitments to meet operational staffing needs. • Onboarded 9 new employees and processed 8 separations to maintain workforce continuity. • Secured a ‘Cities for a Healthy Workforce’ grant through the League of California Cities advancing the City’s investment in employee health and wellness initiatives. • Established a cross departmental employee Wellness Committee to implement and sustain well-being programs.
• Launched a centralized online HR hub providing streamlined access to policies, forms, benefits, and wellness resources to improve transparency and service delivery. • Converted key HR processes from paper-based workflows to efficient online forms.
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
114
• Issued an RFP and contracted with a consultant to evaluate employee benefits and leave programs for competitiveness, long-term sustainability and workforce attraction and retention. • Updated the Telework Procedure to provide structured flexibility while maintaining operational effectiveness.
• Established the City’s first Leading Edge citywide Leadership Cohort to strengthen internal leadership capacity and succession readiness.
• Managed the City’s Internship Program to provide structured, progressive assignments for students pursuing public sector careers.
GOALS AND OBJECTIVES FY 2026/27
• Complete modernization of Personnel Rules and the Employee Handbook, rescind outdated policies, and ensure consistent legal compliance, training and communication across the organization. • Implement a structured citywide professional development framework, including a formal Training Plan, Supervisor Toolkit, expanded Leadership Cohort, and Individual Development Plans. • Pilot modernized Performance Management tools to support employee growth and development. • Enhance the employee experience by implementing comprehensive recognition to celebrate achievements and engagement programs.
• Optimize HR technology by finalizing NeoGov Performance Management implementation, enhancing applicant tracking functionality, and advancing HR data analytics capabilities. • Strengthen workforce pipeline development through expanded internship partnerships with local colleges, trade schools, and universities.
• Standardize and enhance the onboarding program to reinforce organizational culture, cross- department collaboration, and early employee engagement. • Advance employee engagement and organizational effectiveness through survey feedback, direct staff engagement, and operational assessment initiatives.
• Expand the comprehensive citywide wellness strategy supported by grant funding and guided by the Wellness Committee.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to maintain an effective workforce through competitive salaries, benefits, and training
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Worker's Compensation Incident Rate New Measure New Measure New Measure < 3 Benchmark: < 3 incidents per 100 employees annually
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Time to hire-average number of days from
requisition to start date New Measure New Measure 70 < 90 days Benchmark: < 90 days
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
115
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Turnover rate for City employees New 10.0% 4.0% < 10%
Benchmark: < 10.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of newly hired employees who
successfully pass probationary period New New 79.0% 90
Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Average training hours per employee New Measure New Measure 18.18 15.0 Benchmark: 15 Hours
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Internal Mobility Rate-percent of vacancies
filled by internal promotion New Measure New Measure 50.0% 50.0% Benchmark: 50.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Employee Engagement Survey-Score
measuring employee sense of inclusivity and
satisfaction New Measure New Measure 96.0% 75.0%
Benchmark: > 75.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Average length of employment New Measure New Measure 9.19 5.0 Benchmark: > 5 years
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
116
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Benefit Utilization Rate-% of eligible
employees enrolled in health benefits New Measure New Measure 56% 85% Benchmark: > 85%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Wellness Program Participation Rate New Measure New Measure New Measure 35% Benchmark: 30%
Expenditures Fund No. 101
Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 615,031 $ 781,125 $ 603,122
Operational Charges 149,465 528,135 588,525
Allocations 79,920 65,009 76,740
Human Resources Totals $ 844,416 $ 1,374,269 $ 1,268,387 Full-Time Equivalent
Employees 1.60 1.85 1.55
HUMAN RESOURCES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
117
MISSION
To facilitate the implementation of the City’s General Plan and Zoning Ordinance in order to improve the quality of life for the residents, promote the economic viability of the business community, maintain the quality of the environment, and preserve the character of the community. The Planning Division strives to develop standards and programs consistent with the goals of the General Plan and conducts a wide range of services to support the residents, businesses, City Council, Planning Commission and applicants.
SERVICES
Implements and updates the City’s General Plan, Specific Plans, and Camarillo Municipal Code (CMC); reviews and processes land use permit applications; conducts environmental analysis for projects as required under the California Environmental Quality Act (CEQA); provides complimentary consultations for development projects; processes applications and prepares reports to the Planning Commission and City Council; administers State and Federal grants; implements affordable housing programs; and assists citizens with affordable housing needs. The Division prioritizes providing professional and efficient customer service to the public through counter contacts, telephone and email inquiries, inspections, consultations, and other meetings.
SERVICE LEVEL TRENDS
During FY 2025/26, the Division continued to provide services and response to public inquiries over the phone, by email and in-person. Several major projects were under construction in FY 2025/26, including the Mian Hotel/Conference Center, America’s Tire, Tesla Collision Center, Starbucks, Carmen Plaza renovation, kidSTREAM, Central Plaza renovation, Costco fuel station, Palmera/Camarillo Village Homes (285 for sale townhomes and 24-unit mixed-use apartments), Camino Ruiz Apartments (385 units), Lennar Homes (159 for sale single-family residences), and Vista Campanario affordable housing project. The Division will continue to work closely with the developers on the completion of these projects during FY 2026/27. Other projects are in plan check and are anticipated to start construction in FY 2026/27, including the Costco warehouse, Texas Roadhouse and Cortez Circle Industrial Complex. A total of 175 new housing units were issued building permits in 2025, and construction will extend into FY 2026/27. Long range planning and affordable housing development and programs are other priority areas.
The Division continues to support economic development by attending consultation meetings with prospective developers and focusing on efforts to increase efficiency and streamline City processes.
MAJOR ACCOMPLISHMENTS FY 2025/26
• The Planning Commission reviewed 13 projects during FY 2025/26. New projects that were approved included Quick-Quack Car Wash, Hanks Barbershop Mixed-Use, Rove – EV Charging stations, and Elite Car Wash.
• The General Plan Safety Element was approved and adopted. • Selected Dyett & Bhatia Urban and Regional Planners to assist and commence a comprehensive update to the General Plan.
• Completed the updated market study for Camarillo Commons, which will be used to inform the update to the Strategic Plan.
• Implemented OpenGov for online permitting.
• Implemented the updated zoning requirements for new retail sale of alcoholic beverages. • Issued ten First Time Homebuyer Downpayment Assistance Loans in FY 2025-26 under the Permanent Local Housing Allocation Grant (PLHA).
• Convened meetings with the Landmark Committee and worked with the developer to rehabilitate the Scholle Farmhouse.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
118
• Continued to manage several large ongoing commercial and residential development projects under construction.
• The leasing offices opened for the Calixa Apartment development. • Assisted property owners impacted by the Mountain Fire during the recovery and rebuilding process of homes that were damaged or destroyed.
• Administered existing CDBG grant, Permanent Local Housing Allocation (PLHA) Grant, and Encampment Resolution Fund (ERF) Grant. PLHA and ERF were awarded a total of approximately $8 Million in grant funding in addition to the regular CDBG entitlement. The ERF Grant is being utilized to fund the construction of the nine (9) very-low-income units included in the Arneill Road Project.
• In 2025, one (1) affordable unit at risk of conversion to market rate was preserved. • Continued monitoring Affordable Housing Agreements and resolved occupancy violations with the homeowners.
• Continued cooperation with Project Hope to identify affordable housing opportunities for homeless residents and assisted in the development of the Homeless Strategic Plan.
GOALS AND OBJECTIVES FY 2026/27
• Implement the identified strategies from the updated Safety Element to ensure community resilience. • Complete the Climate Action Plan.
• Update the Commercial and Industrial Zones of the Camarillo Municipal Code. • Continue to manage the comprehensive update to the General Plan. • Engage with property owners within Camarillo Commons and initiate an update to the Camarillo Commons Strategic Plan based on the recommendations of the market study. • Continue to manage projects that are in plan check and under construction. • Continue to work with the developer to rehabilitate the Scholle Farmhouse. • Process pending General Plan Amendment applications.
• Process pending Specific Plan Amendment and Zone Change applications for 6.9 acres in the Springville Specific Plan area.
• Process pending townhome development application on 1.95 acres in the Village at the Park Specific Plan area.
• Administer Community Development Block Grant (CDBG) funding for public services and eligible housing activities.
• Administer supplemental CDBG funding for COVID-19 response (CDBG-CV). • Continue to implement the City’s affordable ownership and rental housing programs. • Review and comment on HOME funding applications as a member of the HOME Consortium. • Continue monitoring compliance with Affordable Housing Agreements (rental and ownership) and addressing violations.
• Continue preparing General Plan Annual Progress Reports per State regulations. • Continue to track new housing-related legislature and identify necessary City actions to comply with new laws.
• Continue working on the development of the city-owned infill site on Arneill Road for the purposes of constructing an affordable housing project.
• Continue working on the tax default property to use for affordable housing purposes. • Implement the various programs of the Adopted Housing Element. • Enact Legislative code amendment updates in response to changes in State law.
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
119
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines 86.0% Removed Removed Removed Benchmark: 90.0% (Wednesday before meeting)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Issue determination of application
completeness letter within 10 calendar internal
review days of file intake for all Wireless
Communication Facilities 20.0%
No Wireless
Application
No Wireless
Application 90.0%
Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of review Complete ADU Zoning
Clearance Applications within 3 business days 90.0% 91.0% Removed Removed Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of meeting internal review Planning
Commission Agenda Report deadlines
(Thursday before meeting) New 50.0% 100.0% 90.0%
Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of Zoning Approvals approved
within three business days New 93.7% Removed Removed
Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Review affordable rental applications within 1
business day New New 96.0% 90.0%
Benchmark: 90.0%
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
120
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Applications reviewed by Planning
Commission that receive a decision within 45
days from date of applicant’s acceptance of
draft conditions. New New 91.0% Removed
Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Within one business day of payment, planning
and administrative staff completes distribution
of discretionary applications to internal and
external reviewing agencies for review. New New New 90.0% Benchmark: 90.0%
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 2,486,713 $ 2,688,886 $ 3,130,181 Operational Charges 657,858 1,138,990 1,017,659
Allocations 344,618 499,629 671,898
Community Dev. Totals $ 3,489,189 $ 4,327,505 $ 4,819,738 Full-Time Equivalent
Employees 13.00 13.40 13.80
COMMUNITY DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
121
MISSION
To work in partnership with the people of Camarillo to promote and maintain a clean, safe, and desirable living and working environment that enhances the quality of life throughout the community in three main ways:
• Administering a fair, consistent, and unbiased compliance program that addresses violations of the Camarillo Municipal Code and land use regulations.
• Collaborating with residents, neighborhood groups, public service agencies, and City departments to encourage shared responsibility and voluntary compliance. • Initiate special programs designed to resolve specific problems in Camarillo communities.
SERVICES
The Code Compliance Division seeks compliance with the Camarillo Municipal Code and regulations related to the following:
• Property and landscape maintenance matters such as blight, overgrown vegetation, trash/debris. • Inoperable and abandoned vehicles on private property. • Zoning ordinances and land use requirements.
• Building code violations, including unpermitted construction, work without permits, violations of stop work notices.
• Nuisance properties and weed abatement.
• Business tax certificates violations.
• Administration of the Graffiti Abatement Program.
• Sign Ordinance violations, banner violations, and related special signage inspections. • Smoking ordinances and tobacco retailer inspections.
• Massage Establishment Permit compliance.
• Conditions of existing structures that constitute a clear and present danger to the public. • Issuance of home-based business permits and related inspections. • To ensure that all services requiring permits have obtained the appropriate approvals. • Other related code compliance programs for compliance with ordinance standards.
The division maintains an excellent reputation for serving the public through personal contacts, telephone inquiries, inspections, meetings, and gaining voluntary compliance.
SERVICE LEVEL TRENDS
Service level trends are expected to continue increasing as the City experiences ongoing growth through new residential developments, new businesses in town, and construction of commercial and industrial properties. Service request volumes remain consistent with prior-year trends, reflecting continued and predictable growth in code compliance needs. This growth is shown by sustained monthly increases in service requests and the expansion of program activities, including massage establishment compliance checks, the graffiti abatement program, tobacco retailer education and enforcement, and proactive inspections of residential, commercial, and industrial areas.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Continued growth of the Graffiti Abatement Program which included an increased number of volunteers who participated in the program, continued usage of the Graffiti Tracker application, and utilization of private property owner authorization for removal of graffiti on residential properties. • Partnered with the Camarillo Police Department on joint inspections of massage establishments, tobacco retailers, and other compliance efforts to ensure a safe living and working environment.
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
122
• Successfully achieved a 97% voluntarily compliance rate utilizing the previously acquired software to accurately locate property owner information and improve response times to citizen concerns. • Utilized the new OpenGov software to improve the customer service experience for code cases. • Now in its second year, the Tobacco Grant Program, awarded $70,662 over three years in partnership with the Camarillo Police Department, has achieved significant progress in retailer education and enforcement, including inspections, minor decoy operations, shoulder tap operations, and proactive outreach to promote compliance.
GOALS AND OBJECTIVES FY 2026/27
• Continue to utilize administrative citations strategically to promote voluntary compliance, ensuring fairness and consistency while addressing code violations efficiently. • Identify and report significant code compliance trends, recurring issues, and emerging concerns to City Council for discussion, guidance, and policy direction. • Maintain comprehensive proactive inspections and compliance programs across residential, commercial, and industrial areas, while developing new programs as necessary to respond to evolving community needs.
• Focus on resolving protracted code compliance cases, which may involve litigation, administrative abatement processes, or receiverships, to ensure public safety and neighborhood quality. • Expand the City’s graffiti abatement initiatives, incorporating volunteer participation and targeted removal efforts to maintain clean and visually appealing public spaces. • Under the awarded Tobacco Grant, complete 52 retailer inspections, conduct two minor decoy operations, one shoulder tap operation, and provide education to all 52 retailers both in person and via mail.
• For the awarded tobacco grant, conduct 52 retailer inspections, two minor decoy operations per year, one shoulder tap operation per year, and education to all tobacco retailers in the City of Camarillo. • Support and encourage Code Compliance Officers to pursue industry-recognized certifications and continuing education opportunities to enhance professional expertise, improve service delivery, and maintain best practices in code enforcement.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of cases achieving voluntary
compliance within a specified timeframe 95.0% 96.6% 97.8% 95.0% Benchmark: 98.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Business days to acknowledge complaints or
concerns reported in Camarillo Connect New 100.0% 100.0% 100.0% Benchmark: 1 business day
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
123
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Business days to close complaints or concerns
reported in Camarillo Connect. New 100.0% 100.0% 100.0% Benchmark: 3 business days
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 773,301 $ 903,535 $ 1,071,342
Operational Charges 32,675 74,820 72,580
Allocations 293,592 229,007 247,191
Code Compliance Totals $ 1,099,568 $ 1,207,362 $ 1,391,113 Full-Time Equivalent
Employees 5.00 4.60 5.00
CODE COMPLIANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
124
MISSION
To safeguard lives and property, and to respond to public concerns in a manner which promotes a community free from the fear of crime.
SERVICES
Provide 24 hour police services and continue efforts to avail officers for proactive patrol while promoting a zero tolerance approach to fight crime. This is further accomplished by incorporating technological innovation and by employing civilian employees to perform non-hazardous duties. • Prevent crime.
• Enforce laws, including traffic laws and City Ordinances. • Respond to calls for service, both criminal and non-criminal. • Investigate crime.
• Apprehend offenders.
• Build and maintain positive relationships with community members. • Facilitate problem-solving community partnerships (Community Oriented Policing). • Educate the public regarding crime prevention and traffic safety.
SERVICE LEVEL TRENDS
In 2025, the City of Camarillo continued contracting with the Ventura County Health Care Agency to partner with a case worker for our Project HOPE program. This partnership is a co-responder partnership that pairs a full-time deputy sheriff and full-time case worker to respond to calls for service involving homeless individuals. The goal of the program is to identify high risk homeless or those about to become homeless, quickly link individuals with resources available through the Health Care Agency, identify needs and housing solutions, and increase the effectiveness of the program by having a single point of contact for case management of clients.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Renewed funding for additional fixed Automated License Plate Readers (ALPRs) in high retail theft areas like the Outlet Malls, Target and Home Depot. Additional cameras were placed in areas that provided ingress and egress for our city, knowing that a majority of arrestees come to Camarillo from outside the city.
• Continued to partner with City Code Compliance in completing random compliance checks of massage establishments to ensure compliance with Camarillo ordinances. • Conducted multiple tobacco / vape sting operations at businesses to deter the selling of these products to minors.
• Conducted “Active Shooter” training at various city locations, including schools. • Conducted DUI education programs at three local high schools. • Continued the interaction and instruction with schools and community on current issues, such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. • Partnered with Saving Lives Camarillo Coalition to educate students and the overall community on the dangers of drug use among our youth with an emphasis on opioids. • Worked to locate more convenient location for One Stop – Homeless outreach event. • Partnered with VCHCA – to continue with a full time Behavioral Health case worker and added a Health Care Agency Case Worker to assist with our service resistant homeless population. • Provided Fraud and Scam Prevention presentations to Camarillo's senior population. • Community Resource Unit held “Coffee with the Cops” meet and greets at local businesses for increased public engagement. The events include providing information to the public on things like fraud prevention, domestic violence, human trafficking, mental illness, etc.
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
125
• Collect discarded pharmaceuticals at the station drop off bin and visits twice a year to Leisure Village for additional collections – which yield thousands of pounds each year of unused prescriptions. .
GOALS AND OBJECTIVES FY 2026/27
• Build and maintain relationships with the public in order to increase trust and transparency. This will be done through outreach programs like Coffee with a Cop, Citizen Academy, ride-along, Read Across America, and other programs that increase positive interactions between the police and the public.
• Increase partnerships with local non-profits for after school activities, education and interactions with children.
• Look for partnerships and funding that will help us address increased traffic safety issues stemming from increased E-bike ridership with our youth.
• Maintain interaction and instruction in schools and community on current issues such as underage drinking, Internet safety, drug abuse, prescription medication abuse, and graffiti. • Increase partnerships with non-governmental organizations through our Project HOPE program to continue addressing the needs of homeless in our community. • Continue to develop efficient communication with neighboring police agencies to better combat crime and develop leads to solve crimes – Using ILP – Intelligence Led Policing. • Deter the sale of alcohol/vape products to minors by conducting enforcement stings at local businesses.
• Traffic Unit to work with elementary and middle schools in areas of high volume of traffic calls for service at peak times – work on strategy to reduce traffic related issues and congestion on local streets.
• Transition to traffic unit patrol cars to traffic unit motorcycles, allowing more effective hazardous driving enforcement to reduce traffic collisions and improve roadway safety. • Conduct Start Smart class and Senior Driving Safety classes for new drivers and for elderly drivers in an effort to reduce traffic collisions.
• Implement a Drone as a First Responder program to enhance patrol capabilities, improve case closures and reduce response times.
Police Services' Performance Measures are tracked on a calendar year, rather than fiscal year basis.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Average response time to Priority calls (min.) 7.03 7.19 6.76 < 7 Benchmark: 7-15 minutes from call received to deputy on scene
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Number of Coffee with a Cop events hosted 10 12 15 15
Benchmark: 10 events
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
126
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Number of Citizen Academy events hosted 2 2 2 2
Number of Participants 20 49 46 40
Benchmark: 2 events with 20 participants
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Increase Social Media posts for public
education and crime prevention 12 15 14 15
Benchmark: 10 monthly (Twitter & Nextdoor)
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Conduct DUI education / prevention events at
local high schools 3 3 3 3
Benchmark: 3
Measure 2023 Actuals 2024 Actuals 2025 Actuals 2026 Target Maintain low Uniform Crime Report Part 1
offenses per 1,000 residents 13.71
25.20 (NIBRS
Transition)
24.09 (NIBRS
transition)
N/A (NIBRS
transition)
Benchmark: < 13
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 229,773 $ 244,827 $ 240,089
Operational Charges 19,809,432 21,768,505 22,320,625 Grants/Allocations 335,463 357,290 183,654
Capital Expenditures 34,032 — —
Police Services Totals $ 20,408,700 $ 22,370,622 $ 22,744,368
POLICE SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
127
MISSION
To train and equip citizen volunteers to assist in responding to various disasters including earthquake, hazardous material incidents, fires, floods, transportation disasters, and terrorism.
SERVICES
The Disaster Assistance Response Team (D.A.R.T.) program is supervised by Camarillo Police personnel, who coordinate their training and exercises. Approximately 20 volunteers are participating in the program. D.A.R.T. members receive training in areas such as Communications, Emergency Operations Center Support, First Aid/CPR, Medical Emergencies, Cribbing and Shoring of Collapsed Structures, Fire Apparatus Familiarization, Traffic and Crowd Control, Outdoor Search & Rescue, Helicopter Field Operations, and Dams and Flood Control. The D.A.R.T. program also equips and maintains an Emergency Response Vehicle (ERV) and a new trailer containing emergency equipment and supplies, built in generator, lighting, hand-held radios, television, HD satellite dish, air conditioning, computer and printer.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Provided pedestrian and vehicle traffic control for City-sponsored and other community events, including July 4 th Celebration, CSUCI Commencement, Chili Cook-off, Camarillo High varsity football games, Taste of Camarillo, and the Holiday Parade. • Staffed informational booth and acted as a first aid station at the Fiesta, several 5K/10K races, City Emergency Expo, CSUCI Safety Expo, and other civic events. • Attended several specialty training opportunities with the VCSO and VCFD. • Participated in patrol ride-alongs, assisted police officers with missing person searches and routine tasks such as traffic control at accident scenes.
• Presented information regarding earthquake and other emergency preparedness to community groups including civic clubs, neighborhood organizations, and church groups. • Provided instruction at Community Emergency Response Team (CERT) training.
GOALS AND OBJECTIVES FY 2026/27
• Continue training and maintaining readiness to respond to natural and other disasters, and broaden training to include response to possible acts of terrorism or mass casualty events. • Continue involvement with CERT training program and utilize relationship to help recruit potential DART applicants.
• Continue providing immediate medical care, disaster preparedness information, traffic and crowd control and aid Camarillo deputies while at City-sponsored and civic community events. • Expand role in Camarillo community and County wide, to assist with emergencies, disasters and at critical incidents.
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Operational Charges $ 847 $ 7,480 $ 1,000
Allocations 22,084 42,285 31,735
D.A.R.T. Totals $ 22,931 $ 49,765 $ 32,735
DISASTER ASSISTANCE RESPONSE TEAM (D.A.R.T)
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
128
MISSION
To provide an unsurpassed quality of service while executing our permit process to the best of our ability.
Building and Safety ensures that all construction in the City of Camarillo is built to the most current Building, Mechanical, Electrical and Plumbing Code. We are in constant communication with Community Development, Public Works and all other agencies to make sure the citizens and visitors of Camarillo have a safe place to live, work, and play.
SERVICES
The Building and Safety Division provides a number of services including Building Inspections, Building, Plumbing, Mechanical and Electrical Permit issuance, Building Plan Checks and Public Record Requests
SERVICE LEVEL TRENDS
It is expected that service trends will become more consistent as the economy levels out and construction activity stabilizes.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Issued Building Permits for four (4) phases (40 Units) for Lennar – Springville (Tract 5671M(3), RPD-195).
• Issued Building Permits for one (1) phase (12 Units) for Williams Homes -Palmera (Tract 5969, RPD-196).
• Issued permits to construct three of the four red tagged houses from the Mountain Fire. • Finalized Building Permits for Central Plaza including portions of the façade upgrades and tenant improvements (CPD-6M(23)).
• Finalized Building Permits for six (6) phases (56 Units) of Lennar Springville (Tract 5671M(3), RPD-195).
• Finalized Building Permits for four (4) phases with eight buildings (45 Units) of Williams Homes - (Tract 5969, RPD-196).
• Finalized Building Permits for four (4) buildings (60 Units) for Barry Street Apartments (Ventura County Area Housing Authority).
• Finalized Building Permits for eight (8) buildings (211 Units) for Camino Ruiz Apartments (RPD-201).
• Finalized Building Permits for the eight (8) townhomes on the Barry Street Project (Habitat for Humanity).
• Maintained superior level of service.
GOALS AND OBJECTIVES FY 2026/27
• Continue to prepare the remaining finalized files for scanning. • Continue to improve the electronic plan submittal and electronic plan review - OpenGov. • Continue to respond to Public Records Request.
• Continue with Mobile Home Park inspections.
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
129
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Meeting/complying with requested inspections
within 1 business day 95.0% 99.0% 98.0% 95.0%
Benchmark: > 1 business day
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
10 days for first review of Plan Check 100.0% 95.0% 99.0% 95.0% Benchmark: 90.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
5 days for second review of Plan Check 100.0% 98.0% 98.0% 95.0% Benchmark: 90.0%
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Operational Charges $ 1,270,763 $ 1,975,634 $ 1,671,522 Allocations 186,384 187,210 471,885
Building & Safety Totals $ 1,457,147 $ 2,162,844 $ 2,143,407
BUILDING AND SAFETY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
130
MISSION
To provide the highest standard of design, construction, operations, and maintenance of the City’s infrastructure. To provide the highest degree of professionalism in delivering the many essential services provided by the department.
SERVICES
Public Works includes multiple divisions providing water delivery, wastewater collection and treatment, storm water control, traffic management, landscaping, street maintenance, land development review and permitting, engineering design, construction oversight, inspection, and administration. More detail is provided in the respective funds for each division.
SERVICE LEVEL TRENDS
Service levels have remained high with significantly greater demands being placed on the department.
These demands include more stringent regulations, increased purchasing requirements, increasing population, expanding infrastructure, diminishing state and federal revenue sources, and difficulty in recruiting technical staff.
MAJOR ACCOMPLISHMENTS FY 2025/26
Completed projects include the following with additional accomplishments listed in the division funds:
Capital Projects Division
• Completed Construction of the Annual Resurfacing Project (ST-5069). • Completed Construction of the Dizdar Park Renovation and Expansion Project (CP-5095). • Completed Construction of the Base Bid and Additive Alternate No. 1 for Citywide Advanced Metering Infrastructure Project (WT-5080).
• Completed Construction of the Sewer Improvements per SSMP Project (SS-5043). • Completed Construction of the Wash Water Recovery Unit Cover Addition Project (MC-2024-3).
• Completed Design and initiated Construction of the Annual Resurfacing Project (ST-5088). • Completed Design and initiated Construction of the Wastewater System Generator Replacement at Pump Station 3 & Pump Station 5 Project (SS-5120-1). • Completed Design and initiated Construction of the Water Reclamation Plant Generator Improvements Project (SS-5120-2).
• Completed Design of the Well Drilling Phase of the Desalter Standby Well Project (WT-11-01).
• Completed Design of the Well D Treatment Project (WT-5101-1). • Completed Design of the Pleasant Valley Road Sewer Forcemain Project (SS-5037) – Phase
1. • Completed Design of the Dawson Drive to Camarillo Train Station Sewer Project (SS-14-02). • Initiated Design of Hardscape Improvements and Tree Replacement Project (ST-5113). • Completed Evaluation and Conceptual Design for the Reservoir Coatings Project (WT-5044). • Progressed Conceptual Design for the Charter Oak Pump Station Nos. 1 & 2 Project (WT-5081).
• Completed Environmental Phase (CEQA/NEPA) and initiated Right-of-Way and Final Design for the Bridge Replacement at Las Posas Road and Ventura Boulevard Project (SD-5052).
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
131
• Made significant progress on Conceptual Design for the Water Reclamation Plant Projects (SS-5118 and SS-5119).
• Completed Environmental Phase (CEQA/NEPA) and initiated Final Design of Central Avenue Bike Lanes Project (ST-5102).
• Completed Conceptual Design of the Storm Drain Rehabilitation Project (SD-5115). • Initiated Design of the Transit Charging Station Project (ST-5157).
Land Development Division
• Completed Costco plan review and approval. Grading permit issued and construction initiated. (CPD-226M(5)).
• Completed Texas Roadhouse plan review and approval. Grading permit issued and construction initiated. (CPD-256).
• Completed In-n-Out parking lot expansion project plan review and approval. (CPD-113M(1). • Continued construction coordination & inspections of Central Plaza (new Von’s grocery store center) including coordinating project phasing to keep existing businesses open during construction and coordinate public improvements on Arneill Road, Ponderosa Drive, and Fiesta Drive. (CPD-6M(23)).
• Continued construction coordination & inspections of Dawson Storage on Dawson Drive, including on-site improvements and public improvements along Dawson Drive. (IPD-406). • Continued construction coordination & inspections of Fairfield Apartments including on-site improvements for this 320-unit Project. Traffic signal installation completed at Verdugo Way and Camino Ruiz. (RPD-201).
• Completed plan review and approval, grading permit issued and construction initiated for the Starbucks at Village at the Park. (CPD-255).
• Continued construction coordination & inspections of Lennar Homes at Springville Drive and W. Ponderosa Drive to construct single family homes. Approximately 100 single family homes were completed and occupied. (T-5671-2).
• Continued construction coordination & inspections of Williams Homes at Pleasant Valley Road and S Lewis Road to construct townhomes and a mixed-use complex. Approximately 15 out of 47 buildings completed and occupied. (T-5969). • Completed plan review and approval of Crestview single family homes to construct (3) homes on 1- acre lots. Ongoing construction coordination & inspection of an additional (3) homes located on Crestview Avenue and Corte Corrida. (T-5920). • Completed plan review & approval of Tesla Collision Center located at Calle Quetzal and Pancho Road. Grading permit issued & construction initiated. (IPD-413). • Launched OpenGov online plan review and permitting online portal. • Finalized Laserfiche scanning of Land Development project folders, record drawings and as- built drawings.
GOALS AND OBJECTIVES FY 2026/27
• Capital Projects Division
◦ Initiate and make significant progress on Construction of the Pleasant Valley Road Bike Lanes Project (ST-5006).
◦ Make significant progress on Construction of the Citywide Advanced Metering Infrastructure Project (WT-5080).
◦ Complete Construction of the Annual Resurfacing Project (ST-5088).
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
132
◦ Complete Design and initiate Construction of the Hardscape Improvements and Tree Replacement – Phase 1 Project (ST-5113).
◦ Initiate Construction of the Dawson Drive to Camarillo Train Station Sewer Project (SS-14-02).
◦ Initiate Construction of the Well D Treatment Project (WT-5101-1). ◦ Complete Construction of the Well Drilling Phase of the Desalter Standby Well Project (WT-11-01).
◦ Complete Construction of the Wastewater System Generator Replacement at Pump Station 3 and Pump Station 5 Project (SS-5120-1).
◦ Complete Construction of the Water Reclamation Plant Generator Improvements Project (SS-5120-2).
◦ Complete Conceptual Design for the Charter Oak Pump Station Nos. 1 & 2 Project (WT-5081).
◦ Complete Right-of-Way and Final Design of the Bridge Replacement at Las Posas Road and Ventura Boulevard Project (SD-5052).
◦ Complete Design and initiate Construction of Phase 1 of the Storm Drain Rehabilitation Project (SD-5115).
◦ Make significant progress on Conceptual Design for the Water Reclamation Plant Upgrades Projects (SS-5118 and SS-5119).
◦ Initiate and make significant progress on Design of the Reservoir Replacement Project (WT-5044).
◦ Initiate Design of the Water Reclamation Plant Entrance Road Improvements Project (SS-5161).
◦ Initiate and make significant progress on Design of the Sewer Improvements per SSMP Project (SS-5072).
◦ Complete Design of Sludge Pump Station Improvements Project (SS-5164). ◦ Complete Design and initiate Construction of the Central Avenue Bike Lanes Project (ST-5102).
◦ Complete Final Design and Initiate Construction of the Utility Undergrounding Project (ST-12-01).
◦ Make significant progress on Design of the Transit Charging Station Project (ST-5157).
Land Development Division
◦ Implement new & updated OpenGov online permitting modules. ◦ Construction coordination & inspections to complete the Costco warehouse. (CPD-226M(5)). ◦ Construction coordination & inspections to complete the Texas Roadhouse restaurant. (CPD-256).
◦ Construction coordination & inspections to complete the In-n-Out parking lot expansion project. (CPD-113M(1)).
◦ Construction coordination & inspections to complete the Central Plaza (new Von’s grocery store center) and public improvements on Arneill Road, Ponderosa Drive, and Fiesta Drive. (CPD-6M(23)).
◦ Construction coordination & inspections to complete the Dawson Storage project on Dawson Drive .(IPD-406).
◦ Construction coordination & inspections to complete Fairfield Apartments located at Verdugo Way and Camino Ruiz. (RPD-201).
◦ Construction coordination & inspections to complete Starbucks at Village at the Park. (CPD-255).
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
133
◦ Construction coordination & inspections for Lennar Homes at Springville Drive and W.
Ponderosa Drive. ( T-5671-2).
◦ Construction coordination & inspections for Williams Homes at Pleasant Valley Road and S Lewis Road (T-5969).
◦ Construction coordination & inspections to complete the Tesla Collision Center located at Calle Quetzal and Pancho Road. (IPD-413).
◦ Plan review and approval for the Faring Industrial/Auto Dealership project located at Springville Road and W. Ventura Blvd. (IPD-412M(1)).
◦ Initiate the update of the Master Plan of Drainage for the City wide storm water drainage system.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Roadway lane miles resurfaced 75 71 74 100
Benchmark: Measure parameters unique to Camarillo. City maintains approx. 475 lane miles
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of Capital Project Goals and
Objectives completed 70.0% 88.0% 83.0% 80.0%
Benchmark: 80.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of Encroachment Permits issued 256 293 295 300
Percentage of Encroachment Permit application
packages reviewed within 2 business days 95.0% 95.0% 95.0% 95.0% Benchmark: To complete review of properly completed Encroachment Permits within 2 business days
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of Plan Checks Completed 133 124 105 115
Percentage of Plan Checks completed within 30
business days 95.0% 94.4% 95.0% 95.0%
Benchmark: To complete review of properly completed Plan Check submittals within 30 business days
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
134
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 1,308,174 $ 1,149,336 $ 1,249,410 Operational Charges 872,367 908,918 902,400
Allocations 376,550 345,501 435,466
Administration Total $ 2,557,091 $ 2,403,755 $ 2,587,276 Full-Time Equivalent
Employees 10.10 10.85 11.00
PUBLIC WORKS - ADMINISTRATION
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
135
MISSION
To provide the highest standard of design, construction, operation, and maintenance of the City’s transportation system, delivering reliable mobility and enhanced safety for residents, businesses, and visitors.
SERVICES
• Oversee operation, maintenance, and performance of the City’s transportation system, including traffic signals and associated infrastructure. • Review and approve transportation-related design and construction plans, including traffic signals, roadway signing, curb zone markings, and pavement striping. • Review traffic impact studies, site plans, and conditions of approval for proposed development projects, including Level of Service (LOS) and Vehicle Miles Traveled (VMT) analyses.
• Collect, analyze, and apply traffic data to evaluate system performance, forecast traffic growth, and support safety and operational decision-making. • Evaluate traffic safety conditions using collision history, speed data, and engineering analysis, and implement appropriate countermeasures.
• Manage traffic signal system operations, including performance monitoring, emergency response to outages, and coordination of equipment repairs. • Deploy, operate, and maintain traffic monitoring and control technologies, including video detection, adaptive signal control, and speed feedback devices. • Coordinate traffic control plans for construction projects and special events to ensure safe and efficient use of City streets.
• Coordinate transportation engineering efforts across Public Works divisions and with Community Development to support safe, efficient delivery of capital improvement and land development projects.
• Coordinate with regional agencies, state agencies, and emergency service providers on transportation projects and shared facilities.
• Investigate traffic-related public requests and complaints and provide technical responses and mitigation recommendations.
• Ensure transportation facilities and improvements comply with ADA requirements and support safe, equitable access for all users.
SERVICE LEVEL TRENDS
Service levels have remained stable despite constrained and uncertain state and federal funding, due to a continued emphasis on preventative maintenance, targeted safety improvements, and strategic investment in traffic signal resiliency and technology.
The Traffic Engineering Division prioritizes system reliability, emergency readiness, and measurable safety outcomes through data-driven decision-making, proactive equipment replacement, and close coordination with Police, Fire, and regional partners. Investments in energy-efficient equipment, adaptive signal control, backup power systems, and communications upgrades have improved operational continuity while reducing long-term maintenance and energy costs.
Although workload and service demands continue to increase due to development activity, citizen service requests, and evolving state and federal safety requirements, service levels have been maintained through careful prioritization, interdepartmental coordination, and efficient use of available resources.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
136
MAJOR ACCOMPLISHMENTS FY 2025/26
• Significantly improved traffic signal resiliency and emergency readiness through deployment of a supercapacitor battery backup program at approximately 50 intersections and installation of generator transfer switches at approximately 60 traffic signal services, ensuring continued operation during power outages.
• Continued planned work on GPS activated emergency vehicle preemption (Opticom) systems integration for Caltrans-maintained facilities after completion of installation of programming of the Opticom system at City facilities in FY 2024/25. • Completed construction and activation of new traffic signals at Verdugo Road and Camino Ruiz, Ponderosa Drive and Springville Drive, and Camarillo Center Drive and Ventura Boulevard, supporting safe and efficient operations at growing corridors. • Enhanced pedestrian safety and accessibility citywide through installation of Accessible Pedestrian Signal (APS) audible pushbutton systems at multiple intersections. • Implemented targeted school-area safety improvements, including upgraded pedestrian crossings, flashing beacons, and refreshed high-visibility crosswalk striping adjacent to Adolfo Camarillo High School and at Mission Oaks Road.
• Installed and upgraded pedestrian crossings with push-button-activated flashing beacons at Bridgehampton Drive and Via Rosal, Adolfo Road and Almendro Way, and Village at the Park and Warwick Avenue.
• Advanced implementation of the Local Roads Safety Plan, including deployment of flashing yellow arrow left-turn operations, reflective yellow signal head backplates, leading pedestrian intervals, and other data-driven safety countermeasures. • Improved intersection safety and operations by adding an eastbound protected left-turn phase at Adolfo Road and Flynn Road, reducing vehicle conflicts. • Modernized traffic signal detection and operations through installation of new video detection systems at key intersections, including Las Posas Road and Daily Drive, Las Posas Road and Ponderosa Drive West, Central Avenue and Del Norte Road, Ventura Boulevard and Las Posas Road, and Las Posas Road and Calle La Guerra. • Improved reliability of coordinated traffic signal operations through upgrades to radio communications between field traffic signals and City Hall. • Upgraded aging traffic signal infrastructure in a cost-effective manner, including conversion of traffic signal safety lighting from high-pressure sodium to energy-efficient LED technology, reducing long-term maintenance and energy costs. • Completed corridor-wide traffic signal visibility improvements along Las Posas Road and Santa Rosa Road, including repainting of equipment and installation of reflective yellow borders on signal heads to reduce collision risk.
• Expanded preventative maintenance programs to improve traffic signal reliability, reduce unplanned outages, and extend the service life of existing infrastructure. • Implemented and expanded an illuminated street name sign (ISNS) safety improvement program, including removal of outdated 8-foot assemblies at five locations and installation of safety cables on mast-arm-mounted signs citywide to reduce wind-related hazards. • Acquired and deployed portable Speed Feedback Awareness signs to address neighborhood speeding concerns and support data-driven enforcement coordination. • Updated Citywide Speed Zone Surveys in compliance with California statutory requirements, supporting enforceable speed limits and roadway safety initiatives.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
137
• Submitted a Safe Streets and Roads for All (SS4A) federal grant application to advance future citywide traffic safety and multimodal improvement projects. • Supported long-range transportation planning efforts, including coordination on land use, street, and bike way infrastructure to accommodate current and future mobility needs.
GOALS AND OBJECTIVES FY 2026/27
• Advance implementation of the City’s Local Roads Safety Plan, including reflective yellow signal backplates, leading pedestrian intervals, flashing yellow arrow operations, and other proven safety counter measures.
• Expand emergency vehicle preemption at traffic signals within Caltrans right-of-way, subject to Caltrans review and approval.
• Install Accessible Pedestrian Signal (APS) audible push-button systems at additional priority intersections to improve accessibility for pedestrians with visual impairments. • Replace older pedestrian flashing beacon systems adjacent to Adolfo Camarillo High School with a new, modern crossing warning system to improve visibility, reliability, and driver compliance.
• Install a Rectangular Rapid Flashing Beacon (RRFB) pedestrian crossing at Rocklyn Road and Arneill Road, subject to completion of required studies and approvals. • Monitor pedestrian conditions near Mission Oaks Road and Adolfo Camarillo High School and implement additional crossing enhancements as warranted by observed safety needs. • Submit and advance competitive federal and state grant applications, including the Safe Streets and Roads for All (SS4A) and Active Transportation Program (ATP), to fund citywide traffic safety and multimodal improvements.
• Finalize system changeover, documentation, and close out of the generator transfer switch program for all traffic signal services citywide.
• Continue upgrading aging traffic signal infrastructure using cost-effective, scalable technologies that extend service life and improve reliability. • Maintain a proactive preventative maintenance program to ensure reliable traffic signal operations and minimize service disruptions.
• Complete remaining phases of the illuminated street name sign (ISNS) safety improvement program, including removal of remaining older 8-foot assemblies and continued installation of mast-arm safety cables.
• Install new traffic signal controllers and communications infrastructure to enable expanded Adaptive Signal Control, system integration, and real-time performance monitoring. • Expand video detection and adaptive signal operations to additional corridors, including Arneill Road, Ponderosa Drive, and Carmen Drive, consistent with funding eligibility and procurement requirements.
• Support activation, monitoring, and operational optimization of the new traffic signal at the Costco intersection at Ventura Boulevard and Calle Rioja. • Complete traffic signal pole and equipment painting and install reflective yellow borders at additional locations along Arneill Road, Ponderosa Drive, and Carmen Drive. • Update Citywide Speed Zone Surveys in compliance with California statutory requirements to support enforceable speed limits and safety initiatives. • Acquire and deploy additional automated traffic radar and counting equipment to support speed studies, traffic investigations, and safety analyses. • Update City traffic maps, including AM and PM peak hour volumes, Average Daily Traffic, and posted speed limits, to support planning and engineering analyses.
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
138
• Plan and support appropriate land uses, streets, and bike way infrastructure to accommodate current and future transportation needs.
Expenditures Fund No.101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 801,232 $ 1,026,855 $ 1,090,346 Operational Charges 685,906 1,406,655 832,650
Allocations 206,076 236,921 384,742
Traffic & Signal Maint. Total $ 1,693,214 $ 2,670,431 $ 2,307,738 Full-Time Equivalent
Employees 3.35 3.95 3.95
PUBLIC WORKS - TRAFFIC & SIGNAL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
139
MISSION
To implement a comprehensive and cost-effective stormwater pollution control program to reduce pollutants to the maximum extent practicable and ensure compliance with the City’s Municipal Stormwater Quality National Pollutant Discharge Elimination System (NPDES) Permit CAS004004, Order No. R4-2021-0105 (Municipal Stormwater Permit), which became effective September 11, 2021.
To efficiently and effectively maintain storm drain facilities including inlets, earthen ditches, and underground piping systems.
SERVICES
The City oversees the Stormwater Program through contracted professional services to ensure regulatory compliance and effective program delivery. Primary activities include:
• Inspection and cleaning of storm drain inlets, basins, and drainage ditches. • Investigation of reported illicit discharge and screening of drainage outfalls. • Inspection of industrial and commercial facilities – including automotive, nursery, food service facilities, post-construction treatment devices, and construction sites for stormwater regulatory compliance.
• Public education for residential, commercial, and construction communities on pollution prevention and best management practices.
• Presentations at schools and community events focused on stormwater quality. • Coordination of volunteer cleanup events for local waterways. • Plan review and conditioning of land development projects for stormwater quality compliance, and erosion and sediment control measures.
• Compliance with Basin Plan Amendments related to Total Maximum Daily Loads (TMDLs) for the City’s urban and municipal storm drain system discharges. • Preparation and submittal of required reports to the Los Angeles Regional Water Quality Control Board, in accordance with the Municipal Stormwater Permit. • Assist with implementation of a Watershed Management Program in conjunction with the Countywide Stormwater Program and as required under the current Municipal Stormwater NPDES permit.
SERVICE LEVEL TRENDS
Service level trends are subject to weather and mandates from the Water Resources Control Board but have been generally stable.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Adhered to the requirements specified in the Municipal Stormwater Permit in Fiscal Year 2025/26.
Exceedances for chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash Subwatershed sources continue to be investigated.
• Stormwater management activities included: storm drain maintenance; stormwater quality inspections of commercial, industrial, and construction facilities; inspection of post-construction treatment devices; illicit discharges responses; development review; annual reporting in compliance with NPDES and TMDL requirements; and public-outreach activities. • Completed installation of all Municipal Stormwater Permit required full trash capture screens in City storm drain catch basins located in high priority land use areas.
PUBLIC WORKS - STORMWATER MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
140
• As required by the current Municipal Stormwater Permit, developed a Watershed Management Plan in conjunction with the Countywide Stormwater Program and submitted it to the Los Angeles Regional Water Quality Control Board on September 11, 2023. The Watershed Management Program was approved by the Regional Board on May 11, 2025, and updates to the Stormwater Program have been made, in accordance with the approved Watershed Management Program.
GOALS AND OBJECTIVES FY 2026/27
• Fully meet specified requirements in the current Municipal Stormwater Permit and prepare annual reports to the Los Angeles Regional Water Quality Control Board on stormwater-related activities. • Meet compliance deadlines of adopted TMDLs.
• Continue to investigate sources of chlorpyrifos and bacteria in the Revolon Slough/Beardsley Wash and Calleguas Subwatersheds as needed.
• Maintain the City's storm drain system to comply with the City's Municipal Stormwater Permit with no violations.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of Stormwater Inspections Completed 3,995 4,738 4,000 4,000 Benchmark: 4,000 (as required by National Pollutant Discharge Elimination System (NPDES) permit) Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 148,597 $ 134,447 $ 189,891
Operational Charges 916,028 1,219,238 1,237,675
Allocations 53,220 66,291 52,589
Storm Water Management Total $ 1,117,845 $ 1,419,976 $ 1,480,155 Full-Time Equivalent
Employees 0.55 0.60 0.70
PUBLIC WORKS - STORMWATER MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
141
MISSION
To maintain the City’s streets, sidewalks, and other public right-of-ways. To provide safe and pleasant thoroughfares for the public.
SERVICES
Professional, proactive Street Maintenance with a strong customer service focus. Services include repairs to streets, sidewalks, curbs, gutters, storm drains, pavement markings, and City signage.
SERVICE LEVEL TRENDS
Maintain City Streets and sidewalks with a proactive work plan that will result in keeping those assets in the best condition possible lessening the need to spend unnecessary City funds and maximizing pavement and sidewalk life cycles.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Repainted and upgraded 24 street name monument signs along Ponderosa Dr., Ventura Blvd., Carmen Dr., Oak Canyon Rd., Adobe Way, and Upland Rd.
• Responded to emergencies immediately.
• Removed and replaced 4,000 square feet of damaged sidewalks at 40 locations. • Ground 400 sidewalk lifts.
• From 1/1/2025 – 12/31/2025, the Asphalt and Concrete Crew, Signs and Markings Crew, and Customer Service completed 616 service requests from the public and 3,340 work orders in SeeClickFix.
• Removed, replaced, and installed a total of 345 signs. • Removed graffiti from 508 locations totaling 2,650 square feet. • Consistently abated reported graffiti on City assets within 48 hours, and in most cases within 24 hours of it being reported.
• Installed 1,100 square feet of stamped concrete on the Mission Oaks Dr. median between Creekside Rd. and Via Carranza.
GOALS AND OBJECTIVES FY 2026/27
• Inventory and replace faded street name signs citywide. • Continue to respond to emergencies immediately.
• Continue to inventory sidewalks throughout the City to identify damaged sidewalks; grind locations found with less than a two-inch lift, and schedule and create projects to replace sidewalks that have greater than two-inch lifts.
PUBLIC WORKS - STREET MAINTENANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
142
Expenditures Fund No. 101
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Salaries and Benefits $ 1,967,248 $ 2,017,691 $ 2,233,246 Operational Charges 265,781 428,605 383,154
Allocations 840,527 921,861 686,622
Capital Expenditures — — —
Street Maintenance Total $ 3,073,556 $ 3,368,157 $ 3,303,022 Full-Time Equivalent
Employees 11.30 11.40 11.40
PUBLIC WORKS - STREET MAINTENANCE
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
143
MISSION
Maintain a high level of quality of life for residents and business community by providing cultural and entertainment activities.
SERVICES
Provide funding assistance to various organizations which provide cultural and entertainment activities to the citizens; maintain Constitution Park facilities; operate and maintain the City-owned historic Camarillo Ranch House. The organizations supported in part by the City within the Cultural Arts Budget are:
• Constitution Park
• Camarillo Health Care District
• Boys and Girls Club
• Interface 211
• Summer Concerts Series (PVRPD)
• Old Town Heritage Days
• Studio Channel Islands (SCIART)
• Pleasant Valley Historical Society
• Senior Nutrition Program
• Former Library Site
• July 4th Celebration
• Christmas Parade (PVRPD)
• Dizdar Park
• Old Court House
• Camarillo Wings Association
SERVICE LEVEL TRENDS
Service demands continue at high levels for assistance in providing grants to local organizations.
Annually, the City Council considers funding requests through the budget process for community events and activities.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Provided financial assistance to various nonprofit organizations.
GOALS AND OBJECTIVES FY 2026/27
• Continue providing financial assistance to local organizations. • Continue management of the annual July 4th Fireworks Show. • Evaluate current City Council policies and update as necessary to clarify and facilitate the process.
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
144
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Community Grants $ 120,197 $ 364,338 $ 263,058
Community Support 7,342 9,000 —
Community Events 284,027 351,720 412,866
Community Support Totals $ 411,566 $ 725,058 $ 675,924
CULTURAL ARTS SERVICES - COMMUNITY SUPPORT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
145
MISSION
To empower and enrich lives through compassionate and comprehensive community support, and foster a resilient community by providing accessible resources, programs, and services that promote well-being, equity, and opportunity for all residents of Camarillo.
SERVICES
• Coordinate a homeless outreach team (Project HOPE) consisting of case managers, mental health professionals, and law enforcement dedicated to engaging with and helping individuals experiencing homelessness.
• Conduct assessments of individuals to understand their specific needs and circumstances, including any physical or mental health issues, substance abuse issues, and barriers to accessing services. • Provide information and referrals to community resources and services such as shelters, food assistance programs, healthcare services, mental health counseling, and employment assistance. • Provide case management support to individuals to address their housing and support needs including coordinating access to vouchers, rental assistance programs, and other supportive services. • Collaborate with local organizations, government agencies, and community members to address systemic issues contributing to homelessness and promote community understanding and support.
• Respond to public inquiries and Camarillo Connect requests regarding homelessness, coordinating with various city departments for encampment clean-ups and updating citation and clean-up policies as necessary.
• Explore effective models and pursue funding opportunities to secure resources and services aimed at supporting housing and essential needs for vulnerable populations within Camarillo. • Collaborate with county agencies, nonprofit organizations, and private businesses to support workforce development initiatives that promote employment and economic stability for individuals experiencing or at risk of homelessness.
• Coordinate initiatives that promote community wellbeing, health equity, and access to services, including the development and implementation of the Healthy Camarillo initiative in partnership with the Camarillo Health Care District and Pleasant Valley Recreation and Park District. • • Coordinate the commissioning and installation of public art and interpretive displays that recognize local history and contribute to the cultural enrichment of community spaces such as City parks.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Homelessness Strategic Plan Adoption – Completed the development of the City of Camarillo’s first comprehensive Homelessness Strategic Plan, which was formally approved by the City Council. The plan establishes a coordinated strategy for addressing homelessness in Camarillo and provides a framework for implementing programs, partnerships, and resource investments moving forward. • Reduction in Unsheltered Homelessness – The City’s coordinated outreach and service efforts contributed to an 11.3 percent reduction in the unsheltered homeless population in Camarillo during the first half of Fiscal Year 2026, reflecting continued progress in connecting individuals to shelter, services, and housing solutions.
• Permanent Housing and Shelter Placements – Through coordinated outreach and case management, Project HOPE supported 23 individuals in exiting homelessness, including 14 individuals placed into permanent housing and 9 individuals connected to shelter, transitional housing, or family reunification opportunities in the first half of Fiscal Year 26. • Homeless Housing, Assistance and Prevention Program (HHAP-6) Grant Application – Applied for $224,000 in competitive HHAP-6 funding to support the City’s homelessness response efforts. If
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
146
awarded, the funding will support the hiring of a Community Services Coordinator to provide housing retention services for residents placed in permanent supportive housing, helping ensure long term housing stability. The City is currently awaiting a funding decision. • Barry Street Interim Housing Program – Continued advancing the development of the Barry Street Interim Housing Program, a City initiative designed to provide temporary housing and supportive services for individuals experiencing homelessness in Camarillo. The site is expected to come online in the second quarter of 2026 and will serve as an important step in expanding local housing and stabilization resources
• Community Clean Up and Encampment Response – Coordinated multi department efforts to address encampment related impacts and maintain public spaces through clean-up activities at locations including the Camarillo Park and Ride and Pleasant Valley Road corridor. • Workforce Development Partnership – Initiated a new partnership with the Ventura County Workforce Development Board to expand employment and job training opportunities for individuals experiencing or at risk of homelessness in Camarillo. Through this collaboration, the City facilitated the availability of new workforce orientation and training opportunities within Camarillo, allowing local residents to access services that previously required travel to other cities within the county. • Financial Literacy and Workforce Resource Partnerships – Leveraged the City’s longstanding partnership with the Camarillo Library’s Russell Fischer Business Collection to expand workforce development resources available to individuals experiencing homelessness. The City also initiated a new partnership with Ventura County Credit Union to provide customized one on one financial literacy training and workshops for Camarillo residents experiencing homelessness, supporting greater financial stability, employment readiness, and long-term self-sufficiency. • Healthy Camarillo Initiative Implementation – Selected and hired a consultant to assist with the development and implementation of the Healthy Camarillo initiative, a regional partnership focused on improving community health and expanding access to resources. This timely initiative has positioned the City and its partners to respond proactively to emerging community needs, including anticipated regional service gaps created by the impending de-designation of the Ventura County Area Agency on Aging.
• Dizdar Park Public Art Installation – Completed the commissioning and installation of a new public art display at Dizdar Park that commemorates the historical significance of the site and enriches the park as a community gathering space. The project was coordinated in collaboration with City departments, local partners, and the selected artist to ensure the installation reflects Camarillo’s history and enhances the cultural character of the park.
GOALS AND OBJECTIVES FY 2026/27
• Develop and implement appropriate education, enforcement, and assistance strategies to address homeless and mental health issues through a Homelessness Strategic Plan. • Maintain the City’s involvement and 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, the City’s response to homelessness and mental health issues.
• Foster comprehensive community wellness through strategic initiatives that create a foundation of physical, mental, and social health for all residents, ensuring equitable access to resources and opportunities for healthy living.
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
147
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of repeated contacts with homeless
individuals. 1537.0% 2,247 2,247 2,584
Benchmark: Increase from previous year by 15%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of sheltered homeless individuals from
Point In Time Count. 14 29 29 33
Benchmark: Increase from previous year by 20%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of homeless individuals successfully
placed into stable housing (permanent or
transitional). 14 29 33 33
Benchmark: Increase from previous year by 15%
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 253,217 $ 229,989 $ 240,793
Operational Charges 534,825 2,428,061 278,908
Allocations 19,956 32,797 46,582
Community & Human Services Totals $ 807,998 $ 2,690,847 $ 566,283 Full-Time Equivalent
Employees 1.00 1.00 1.00
COMMUNITY & HUMAN SERVICES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
148
MISSION
To provide a safe, healthy, clean, and comfortable environment for Camarillo residents.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and two City owned parks.
SERVICE LEVEL TRENDS
The Former Library site is vacant except for a small portion which is leased to kidSTREAM, minimal maintenance is performed to the building and the landscape is maintained. The Old Courthouse building is vacant, the farmer’s market uses the restrooms for their Saturday event, minimal maintenance and landscape service is performed. The Chamber of Commerce building is also vacant and is not being utilized. Per the lease agreement with the Pleasant Valley Historical Society, minimal service is provided to the building. Constitution Park and Dizdar Park are maintained at a high level.
MAJOR ACCOMPLISHMENTS FY 2025/26
• The City reached an agreement on the sale of the Former Library property to kidSTREAM. • Removed and installed new wood and painted the Constitution Park Rose Garden trellis. • Replaced the lights at the Constitution Park Pavilion stage with LED lighting. • Replace a portion of the Old Courthouse Building roof. • Upgraded restrooms and the lobby at the Old Courthouse building. • Replaced the water heater at the Old Library facility. • Performed a required asbestos containing material (ACM) survey to the Pleasant Valley Historical Society building in preparation for their remodel.
GOALS AND OBJECTIVES FY 2026/27
• Close escrow for the sale of the Former Library property to kidSTREAM. • Develop preliminary design for the reuse of Dizdar Park, Chamber of Commerce Building, and the Old Fire Station properties.
• Make the restrooms at the Old Courthouse Building usable for the Saturday Farmer’s Market. • Provide maintenance to the buildings at an acceptable level and maintain Constitution Park at a high level.
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
City Parks & Facilities
Constitution Park $ 171,361 $ 144,486 $ 322,479
Pleasant Valley Historical Society 3,840 4,472 3,726 Dizdar Park 9,078 196,342 92,175
Old Courthouse Building 79,756 82,782 93,998
Camarillo Ranch House 19,279 35,750 51,331
Camarillo Chamber of Commerce 8,820 10,234 —
City Parks and Facilities Totals $ 292,134 $ 474,066 $ 563,709
CITY PARKS AND FACILITIES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
149
MISSION
Offer information resources that nurture learning and strengthen the community.
SERVICES
Operate a state-of-the-art free public library facility in Camarillo serving the City of Camarillo and surrounding areas.
SERVICE LEVEL TRENDS
The library’s circulation, community meeting facilities, and patron count continue to grow demonstrating an ever-increasing demand for library services.
The Camarillo Public Library, as of July 1, 2022, fully reopened seven days per week, except for designated holidays, to serve library patrons. New library hours are Monday-Thursday 10:00 am to 8:00 pm and Friday-Sunday 10:00 am to 5:00 pm.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Friends of the Camarillo Library Bookstore continued to provide funding for various library materials and programs.
• Accepted credit card payments for lost and damaged books. • Amended Study Room Policy to increase the ages for Young Adult Study Rooms from Age 18 to 25 due to the proximity of local college students needing study space. In addition, amended policy includes language stating that permission for a group, organization, or individual to meet in the library does not constitute endorsement of their policies or beliefs by the Library or the City of Camarillo.
• Redesigned the existing Tech Lab into a business center titled “The Work Space” that allows for business groups, students and entrepreneurs to meet and achieve success. • Acquired a new 12-laptop dispenser to provide modern technology and greater flexibility for library patrons
• The California Library Association’s 2025 PRExcellence Awards Committee awarded Camarillo Public Library for its media entry titled “Looking for a Book in Fiction.” • Autism Society of Ventura County awarded Camarillo Public Library for “Community Partner of the Year” for its sensory programs to children and teens.
• Added a 0.5 FTE Facility Reservations Coordinator position to provide event reservations and set-ups for private events.
• Launched a new Teen Civic Engagement Club, which encourages teens (13-18) to learn about their local government and encourages them to play an active role in improving Camarillo. • Offered a Career Online High School Graduate Ceremony at a City Council Meeting to high school graduates
• Camarillo Public Library implemented a fine-free policy in November 2024, which eliminates overdue fines. With this action we saw many positive gains, including an increase of 23.5% in our library circulation this past fiscal year.
• The Library Operator submitted grant applications and received funding for:
◦ Literacy Grant # CLLS24-15 - total Award amount $30,463 ◦ Zip Books Grant # ZIP24-17- total Award amount $1,739 ◦ English as a Second Language Grant # ESL21-4-09 – total Award amount $29,016 ◦ Summer Lunch Program LATL23-14 – total Award amount of $3,775
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
150
GOALS AND OBJECTIVES FY 2026/27
• Contribute to a sustainable future by offering library programs that inform and encourage recycling and waste reduction, in alignment with the City’s Sustainability Master Plan for Municipal Operations
• Offer programs that celebrate Camarillo’s diverse community. • Offer financial literacy workshops to support residents in making sound financial decisions. • Continue to administer operational contract with Friends of the Camarillo Library Bookstore. • Continue to administer operational contract with Ventura County Genealogic Society. • Continue to provide patrons with food and beverage services through the on-site café. • Consider a digital way-finding map to locate items in the library collection • Consider an easy scanner to allow patrons to scan items for personal use • Consider media conversion equipment for public use
• Provide special programming and unveil a new library card design for the Camarillo Public Library’s 20th Anniversary
• Library Operator to continue to explore grant opportunities that will benefit library programming and patron attendance. The Library Operator will be submitting or have submitted grant applications and are awaiting award notification and/or funding for:
◦ Literacy Grant to be submitted in May 2026
◦ Awaiting Summer Lunch Program funding for FY26-27
◦ Zip Books to be submitted when new grant application portal goes live
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
151
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
New Library Growth (issuance of library cards) 5,321 5,321 5,321 5,830 Benchmark: 10% growth per year
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of Programs/Program Participants 568 / 16,047 464 / 21,527 464 / 21,527 487 / 22,603 Benchmark: 1.5% increase per year
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Total Visitors/Daily Average 173,927 / 491 217,104 / 761 217,104 / 761 227,960 / 649 Benchmark: 1.5% increase per year
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 200,154 $ 171,725 $ 177,058
Operational Charges 2,439,375 2,513,091 2,533,774
Allocations 698,412 811,445 701,642
Library Operations Totals $ 3,337,941 $ 3,496,261 $ 3,412,474 Full-Time Equivalent
Employees 0.75 0.65 0.65
LIBRARY OPERATIONS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
152
MISSION
To provide a safe, healthy, clean, and comfortable environment for Camarillo residents.
SERVICES
The Facility Division is responsible for providing preventive maintenance and repair to City facilities and two City owned parks.
SERVICE LEVEL TRENDS
The Old Courthouse building is vacant, the farmer’s market uses the restrooms for their Saturday event, minimal maintenance and landscape service is performed. Per the lease agreement with the Pleasant Valley Historical Society, minimal service is provided to the building. Constitution Park and Dizdar Park are maintained at a high level.
MAJOR ACCOMPLISHMENTS FY 2025/26
• The Dizdar Park Renovation and Expansion project was completed, and the City held a ribbon cutting in March 2026.
GOALS AND OBJECTIVES FY 2026/27
• Explore facility reservation software to assist with scheduling events at Constitution and Dizdar Park. • Replace lights in 14 trees.
• Complete the transition for responsibility of the regular maintenance of Dizdar Park after project completion
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Work Order Completion Time New Measure 6.88 days 10.14 days 7 Days Benchmark: 5-7 days
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Maintain a user satisfaction score (for Work
Order resolution) of 4.5 or higher New Measure 5% 0.047 4.9% Benchmark: 4.7%
MAJOR CITY FACILITIES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
153
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Compliance Rate for Safety Inspections New Measure 100% 100% 100% Benchmark: 100%
MAJOR CITY FACILITIES
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
154
MISSION
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
Camarillo’s City Hall located at 601 Carmen Drive, was constructed in 1977. A full remodel of the Council Chambers was completed in March 2025. The Facilities Management Division of the City of Camarillo, operating under the Administrative Services Department, is tasked with the comprehensive maintenance and management of City-owned facilities including City Hall and the Council Chambers.
This includes the oversight of building systems, ensuring compliance with the Americans with Disabilities Act (ADA), and managing facility operations. The division also supervises cleaning, repair, and maintenance services, and provides operational contract oversight. Maintenance services include plumbing, carpentry, electrical work, painting, general repairs, pest control, new construction, furniture management, office supplies, postage machine upkeep, and emergency power systems. Labor is provided by both in-house staff and external contractors. Specialized services, including heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, and custodial services are outsourced.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement change.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Submitted projects for inclusion in the Capital Improvement Program for City Hall. • Completed installation of a standby generator to provide backup power for essential business continuity in the event of an outage.
• Began conceptual design for the City Hall Renovation capital improvement project. • Pursued participation in the CPA Power Ready program to design solar power and battery energy storage at City Hall.
• New workstations are installed for Utility Billing and Business Tax staff. • Completed construction of a dedicated lactation room pursuant to California Labor Code Section 6382.
GOALS AND OBJECTIVES FY 2026/27
• Continue to perform preventive maintenance tasks at all City owned facilities. • Conduct a facility condition assessment.
• Continue design for the City Hall Renovation capital improvement project. • Continue to coordinate with CPA via the Power Ready Program for solar power and battery energy storage at City Hall.
• Assist in the implementation of the Enterprise Asset Management System and support integration with existing Building Maintenance Systems.
• Complete parking lot seal coat post generator installation and as part of the Annual Pavement Program.
• Replace lights in 12 trees.
• Upgrade HVAC controller for improved cybersecurity protection and system stability. • Perform VAV coil cleaning and heat pump control.
Expenditures Fund No. 101
CITY HALL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
155
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 563,221 $ 674,807 $ 656,185
Operational Charges 1,045,124 1,108,059 1,053,000
Allocations 184,193 140,531 176,394
Capital Expenditures 79,629 — 20,000
City Hall Totals $ 1,872,167 $ 1,923,397 $ 1,905,579
Full-Time Equivalent
Employees 2.35 2.80 2.80
CITY HALL
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
156
MISSION
To provide a safe, healthy, clean, and comfortable environment for constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
The Corporation Yard, constructed in 1983, supports essential City operations including, the City’s water utility, street lighting and landscaping, and fleet maintenance divisions. The Facility Maintenance team is responsible for providing preventive maintenance and repair to the Corporation Yard. Corporation Yard maintenance activities include plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Servicing of heating, ventilation, and air conditioning (HVAC) systems,, fire and security alarms, and custodial services, The Facility Maintenance team also administers the inspections by Ventura County Environmental Health Division for hazardous material storage at the Corporation Yard.
SERVICE LEVEL TRENDS
Increased service demand and aging infrastructure require a comprehensive evaluation of this key facility.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Designed, bid, and began construction for Phase 1 of the Corporation Yard renovation including a new HVAC system with new BMS, locker/restrooms, break room, and LED lighting. • Completed furniture design and purchase for Corporation Yard renovation. • Technology upgrades were made to the Corporation Yard conference room including Logitech Rally Bar set-ups.
• Installation of new vehicle washing equipment was completed.
GOALS AND OBJECTIVES FY 2026/27
• Continue to perform preventive maintenance tasks at all City owned facilities. • Conduct a facility condition assessment.
• Complete Phase 1 of the Corporation Yard renovation including a new HVAC system with new BMS, locker/restrooms, break room, and LED lighting.
• Install a standby power generator.
• Complete upgrades to Building A restrooms and the laboratory. • Complete parking lot seal coat post renovation and as part of the Annual Pavement Program.
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 216,833 $ 288,787 $ 299,656
Operational Charges 208,100 262,756 355,560
Allocations 46,541 68,436 69,757
Capital Expenditures 32,446 29,000 —
Corp Yard Totals $ 503,920 $ 648,979 $ 724,973
Full-Time Equivalent
Employees 0.90 1.30 1.30
CORPORATION YARD
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
157
MISSION
To provide a safe, healthy, clean, and comfortable environment for citizens, constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
In 1995, the Camarillo Police Department moved to its current location at 3701 E. Las Posas Road. The Facility Division is responsible for providing preventive maintenance and repair to the Police Department facility. Police Department Facility maintenance includes plumbing, carpentry, electrical, painting, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in- house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, roofing maintenance, elevator maintenance, and emergency power are provided through maintenance contracts.
The Facility Division also administers the inspections by the Air Pollution Control District for the emergency generator power system at the Police Station.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement changes.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Upgraded the Detective/Traffic area with new furniture, paint, and flooring. • Added 7 additional workstations in the Detective/Traffic area. • Completed installation of interior and exterior LED lighting for energy efficiency. • Upgrade elevator hydraulic equipment and controls.
• Paint the exterior of the building.
• Refinish the flooring outside the kitchen.
• Patched and painted 3 interview rooms and the Sargent’s office. • Purchased 2 Connex boxes for storage at the Police Department. •
GOALS AND OBJECTIVES FY 2026/27
• Continue to perform preventive maintenance tasks at all City owned facilities. • Perform infrared scans on electrical equipment.
• Conduct a facility condition assessment.
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 166,356 $ 202,973 $ 206,814
Operational Charges 379,409 404,644 172,050
Allocations 22,680 32,797 46,582
Capital Expenditures — 85,000 —
Police Facility Totals $ 568,445 $ 725,414 $ 425,446
Full-Time Equivalent
Employees 0.85 1.00 1.00
POLICE FACILITY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
158
MISSION
To provide a safe, healthy, clean, and comfortable environment for citizens, constituents, Council, and staff in a cost-effective and fiscally sustainable manner.
SERVICES
On March 31, 2007, the library opened in a state-of-the-art building at 4101 Las Posas Road. On October 13, 2010, the Camarillo City Council voted to leave the Ventura County Library system, and the City of Camarillo Public Library opened as a municipal library on January 3, 2011. The Facility Division is responsible for providing preventive maintenance and repair at the Camarillo Public Library. Library maintenance includes plumbing, carpentry, electrical, painting, roof maintenance, general repairs, pest control, new construction, furniture, and emergency power. Labor is provided by in-house staff and outside contractors. Servicing of heating, ventilation, and air conditioning (HVAC) systems, fire suppression systems, fire and security alarms, custodial services, elevator maintenance, piano tuning, landscape maintenance, and emergency power are provided through maintenance contracts.
SERVICE LEVEL TRENDS
Maintenance duties have increased as the Division has assumed responsibility of additional facilities, buildings, systems age and building code requirement changes.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Created “The Workspace” which includes technology upgrades and modular furniture to allow for small group meetings and educational needs.
• Installed new laptop dispenser to allow patrons to check out a laptop for use anywhere in the building. • Pursued participation in the CPA Power Ready program to design solar power and battery energy storage at the Library.
• Created a format conversion station.
• Completed Phase 1 of the second-floor chair replacement (96 chairs). • Completed exterior painting of the facility in May 2025.Installed a new fire alarm control panel.
GOALS AND OBJECTIVES FY 2026/27
• Continue to perform preventive maintenance tasks at all City owned facilities. • Continue to coordinate with CPA via the Power Ready Program for solar power and battery energy storage at the Library.
• Complete Phase 2 of the second-floor chair replacement. • Complete landscape design for non-functional turf areas. • Complete a facility condition assessment.
• Paint interior spaces of building.
• Purchase and install two outdoor book drops.
• Complete construction of the HVAC equipment replacement.
LIBRARY FACILITY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
159
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 175,893 $ 213,170 $ 204,796
Operational Charges 1,067,346 1,109,668 1,310,700
Allocations 21,780 31,157 44,253
Capital Expenditures — — 20,000
Library Facility Totals $ 1,265,019 $ 1,353,995 $ 1,579,749 Full-Time Equivalent
Employees 0.85 0.95 0.95
LIBRARY FACILITY
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
160
MISSION
To foster high-quality economic growth while preserving Camarillo’s history, character, and business- friendly environment. The Economic & Business Development division is dedicated to supporting business attraction, retention, and expansion while ensuring an efficient and user-friendly business tax collection process.
SERVICES
Economic & Business Development serves as the City’s primary liaison to businesses, property owners, developers, and economic organizations to drive business success in Camarillo. Services include:
• Business Attraction, Retention & Expansion: Strengthening relationships with existing businesses, supporting startups, and positioning Camarillo as a competitive destination for targeted industries such as life sciences and advanced manufacturing. • Entrepreneurial & Workforce Development: Collaborating with regional partners to support business incubation, job creation, and workforce training programs. • Real Estate & Development Facilitation: Maintaining listings of key opportunity sites, advocating for streamlined permitting, and engaging commercial property owners to facilitate tenant recruitment and business growth.
• Placemaking & Community Enhancement: Advancing initiatives such as the Camarillo Old Town Strategic Plan and public-private partnerships to improve infrastructure, walkability, and the visitor experience.
• Business Tax Administration: Simplifying the business tax process to enhance compliance and streamline payments, integrating tax collection with other City functions to support economic activity.
• Marketing & Industry Engagement: Expanding ChooseCamarillo.com and other promotional efforts to market Camarillo’s business advantages, economic opportunities, and high quality of life.
SERVICE LEVEL TRENDS
The integration of Business Tax with Economic & Business Development reflects the City’s commitment to a seamless and efficient business experience. Key areas of focus include:
• Implementing the Economic Development Strategic Plan (EDSP) and the Camarillo Old Town Strategic Plan to drive business and real estate investment. • Strengthening business engagement efforts, increasing consultation meetings, and expanding targeted outreach.
• Enhancing business tax processing, improving efficiency through the transition from HdL to OpenGov.
• Increasing marketing efforts, leveraging trade shows, digital campaigns, and partnerships to promote Camarillo as a premier business destination.
•
MAJOR ACCOMPLISHMENTS FY 2025/26
• Conducted business consultation meetings, directly facilitating business retention, expansion, and attraction.
• Implemented OpenGov online permitting for the business approval process, streamlining the process for local businesses.
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
161
• Provided $940,000 in working capital loans to nine businesses through the City's partnership with the Economic Development Collaborative (EDC) since 2020.
• Assisted Costco through key development milestones for the fuel station, including interdepartmental coordination to support inspection readiness and a targeted opening in early May 2026. • Created new business attraction content on ChooseCamarillo.com, including an Aerospace & Defense industry page to better market Camarillo’s strengths in advanced manufacturing, defense, aviation, and space-related industries.
• Supported business-friendly fee and process improvements, including reduced home occupation permit fees and the creation of a low-cost home office option for qualifying low-impact businesses. • Completed the Camarillo Old Town Strategic Plan and advanced it for City Council consideration/ adoption, establishing a coordinated framework for public realm improvements, district activation, business support, parking, placemaking, and long-term redevelopment opportunities. • Continued coordination with Costco on the future warehouse development, including permit processing and construction readiness for one of the City’s most significant retail attraction projects.
GOALS AND OBJECTIVES FY 2026/27
• Implement and update key economic development initiatives, including the Economic Development Strategic Plan, while advancing priority actions from the adopted Camarillo Old Town Strategic Plan. • Expand marketing efforts to promote Camarillo as a destination for targeted industries, startups, real estate development, and a skilled workforce.
• Increase business engagement through business retention and expansion outreach, site selection consultations, broker/developer coordination, and targeted trade show participation. • Enhance business tax services by supporting a clear, efficient, and business-friendly transition to OpenGov for new applications and renewals.
• Continue real estate and development support, working closely with property owners, businesses, and developers to facilitate new investments.
• Advance targeted industry attraction efforts, including opportunities related to retail, life sciences, aerospace, defense, advanced manufacturing, and innovation-based businesses. • Strengthen tourism and visitor-serving economic development through coordination with regional partners, hospitality stakeholders, and event-based activation opportunities.
PERFORMANCE MEASURES
City Council 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 protocols Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of "consultation team" meetings
conducted with property owners, developers, or
businesses annually. New 21 21 20
Benchmark: 15 Meetings
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
162
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of employers who participate in City-
sponsored job fairs 25 25 25 30
Benchmark: 20 per event
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of job seekers who participate in City-
sponsored job fairs 327 150 245 175
Benchmark: 300
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of economic development newsletters
published quarterly 2.0 2 2 2
Number of subscribers to the Economic
Development Newsletter 2,949 2,979 3,173 3,500
Average opening rate 62.0% 58.0% 21.2% 60.0%
Benchmark: 1.5 / 2,500 / 37%
Expenditures Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Salaries and Benefits $ 392,936 $ 464,844 $ 596,014
Operational Charges 123,764 200,264 464,012
Allocations 45,360 57,394 139,746
Economic Dev. Totals $ 562,060 $ 722,502 $ 1,199,772
Full-Time Equivalent
Employees 1.25 1.75 3.00
ECONOMIC DEVELOPMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
163
Expenditures and Transfers Fund No. 101
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Expenditures/Non-Departmental
Operational Charges $ (10) $ 401,000 $ 200,000
Non-Departmental Totals $ (10) $ 401,000 $ 200,000
General Fund Transfers (to)/from Other Funds
Gas Tax Fund $ 2,009,568 $ 2,018,831 $ 2,095,080
Cam Corridor Prj $ — $ — $ —
LowMod Inc Hsng As $ — $ — $ —
ARPA Fund 2,587,117 — —
Solid Waste — — 649,500
Total Transfers from Other Funds $ 4,596,685 $ 2,018,831 $ 2,744,580 Lighting & Landscape MD Fund $ 3,259,994 $ 3,585,310 $ 3,625,582 Library Debt Service Fund 473,631 492,151 472,450
Capital Improvement Project Fund 6,014,497 16,769,990 5,724,350 Armitos Storm Basin 1,520 4,480 1,450
Transit 1,623,031 1,876,110 1,610,000
Camarillo Ranch Events Fund 308,354 334,507 32,377
Solid Waste — 601,629 —
Total Transfers (to) Other Funds $ 11,681,027 $ 23,664,177 $ 11,466,209 Net Transfers (to)/from Other Funds $ 16,277,712 $ 25,683,008 $ 14,210,789
NON-DEPARTMENTAL EXPENDITURES
AND INTERFUND TRANSFERS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
164
SPECIAL REVENUE FUNDS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
165
Revenues and Transfers Fund No. 206
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ — $ 11,777.25 $ 603,331.25 Revenues
SB 125 $ 11,777 $ 1,790,000 $ 991,250
Total Revenues $ 11,777.00 $ 1,790,000.00 $ 991,250
Expenditures
Capital Expenditures $ — $ — $ —
Total Expenditures $ — $ — $ —
Transfer (to)/from Capital Improve./Transit
Projects Fund $ — $ (1,198,446.00) $ —
Estimated Fund Balance June 30 $ 11,777.25 $ 603,331.25 $ 1,594,581.25 TDA ARTICLE 8c FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
166
Revenues and Transfers Fund No. 207
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 27,672 $ 74,164 $ 74,164 Revenues
Article 8-Transit $ 1,623,031 $ 1,677,664 $ 1,610,000
Interest Income 46,492 — 44,184
Total Revenues $ 1,669,523 $ 1,677,664 $ 1,654,184
Transfers (to)/from Transit Fund $ (1,623,031) $ (1,677,664) $ (1,610,000) Estimated Fund Balance June 30 $ 74,164 $ 74,164 $ 118,348 TDA ARTICLE 8c FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
167
Revenues and Transfers Fund No. 208
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 2,207,744 $ 3,327,785 $ 1,277,005 Revenues
Article 8-Roads $ 2,000,000 $ 1,600,000 $ 1,600,000
Interest Income 112,848 119,532 102,190
Net Adjust. Fair Value 40,777 — —
Total Revenues $ 2,153,625 $ 1,719,532 $ 1,702,190
Transfer (to)/from Capital Improve.
Projects Fund $ (1,033,584) $ (3,770,312) $ (2,705,329) Estimated Fund Balance June 30 $ 3,327,785 $ 1,277,005 $ 273,866 TDA ARTICLE 8a ROADS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
168
Revenues and Transfers Fund No. 209
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ — $ — $ —
Revenues
Article 3 Class 1 Maintenance 11,998 14,119 12,000
Total Revenues $ 11,998 $ 14,119 $ 12,000
Transfer (to)/from
Lighting & Landscape Maint. Fund $ (11,998) $ (14,119) $ (12,000) Net Transfers (to)/from Other
Funds $ (11,998) $ (14,119) $ (12,000)
Estimated Fund Balance June 30 $ — $ — $ —
TDA ARTICLE 3 FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
169
Revenues, Expenditures and Transfers Fund No. 210
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 231,827 $ 231,827 $ 231,827 Revenues
Gas Tax-2105 Prop 111 $ 439,787 $ 450,529 $ 462,667
Gas Tax-2106 Construction 288,476 289,500 300,384
Gas Tax-2107 Construction 583,377 614,871 618,692
Gas Tax-2107.5 Engineering 7,500 7,500 7,500
Excise Tax Swap 676,193 644,057 691,910
Other Operating 90 — —
Interest Income 14,145 12,374 13,927
Total Revenues $ 2,009,568 $ 2,018,831 $ 2,095,080
Transfer (to) Other Funds
General Fund $ (2,009,568) $ (2,018,831) $ (2,095,080)
Net Transfers (to)/from Other Funds $ (2,009,568) $ (2,018,831) $ (2,095,080) Estimated Fund Balance June 30 $ 231,827 $ 231,827 $ 231,827
GAS TAX FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
170
Revenues, Expenditures and Transfers Fund No. 211
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund
Balance July 1 $ 2,175,602 $ 1,611,721 $ 1,577,048
RevenuesGas Tax / Gas Tax -
SB1 $ 1,931,331 $ 1,856,856 $ 1,985,786
Interest Income 105,366 111,523 87,189
Net Adjustment Fair
Value 38,074 — —
Total Revenues $ 2,074,771 $ 1,968,379 $ 2,072,975
Transfers (to) Other Funds
Capital Project Fund $ (2,638,653) $ (2,003,052) $ (1,671,770) Total Transfers (to)
Other Funds $ (2,638,653) $ (2,003,052) $ (1,671,770)
Estimated Fund Balance
June 30 $ 1,611,721 $ 1,577,048 $ 1,978,253
SB 1 FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
171
MISSION
Provide to the residents of Camarillo landscaped thoroughfares that are aesthetically pleasing and environmentally friendly, by using drought-tolerant plants and drip irrigation when possible.
SERVICES
Using both in-house personnel and contractual services, the Lighting/Landscape Maintenance Division maintains the City's medians, parkways, and certain slope areas. Responsibilities include:
• Cultivating plants and shrubs
• Repairs and upgrades to irrigation systems
• Planting, trimming, and evaluating the condition of all City maintained trees • Administer and monitor contract landscape, tree trimming and weed abatement services
SERVICE LEVEL TRENDS
Focused on increasing City tree inventory and renovating and updating current landscaping material.
Expanding the Centralized Irrigation System to better manage available water resources.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Maintained a high level of customer service.
• Performed crown reductions of large City-maintained trees within slope areas adjacent to private properties, and on arterial and residential streets to lessen the likelihood of those trees falling during any storm or wind events.
• Upgraded four irrigation controllers to smart controllers with wireless communication, flow sensors, and master valves to reduce water loss and overall water usage. The new controllers and valves provide real-time alerts to staff when a water line break or abnormal flow condition is detected and automatically shut down the system to prevent further water loss and potential slope damage. • City staff replaced approximately 1,500 feet of flow sensor and master valve wiring that was damaged by rodents along Ponderosa Dr., from Rosewood Ave. to Lantana St. • From 1/1/2025 – 12/31/2025, completed 384 service requests and 879 work orders in SeeClickFix. • Planted 29 new trees in parkways throughout the City.
GOALS AND OBJECTIVES FY 2026/27
• Continue to perform crown reductions of large City-maintained trees within slope areas adjacent to private properties, and on arterial and residential streets to lessen the likelihood of those trees falling. • Continue to prepare and respond to inclement weather in a safe, timely and efficient manner. • Continue to tie landscape themes together to create cohesive outdoor themes in City spaces and right of ways.
• Continue replacing trees that were removed in the parkways citywide. •
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
172
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of trees trimmed annually 4,490 3,557 4,424 5,600 Benchmark: To include trimming all slope property line trees every 1-2 years (25,000 City-maintained trees) Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of graffiti incidents 426 479 428 N/A
Percentage of graffiti removed within 24 hours 100.0% 100.0% 100.0% 100.0% Benchmark: 100% (when reported Monday through Friday or on the next business day when reported Saturday, Sunday, or on a holiday?
Revenues, Expenditures and Transfers Fund No. 220
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ — $ — $ (74,843) Revenues
Taxes
Current Year Secured $ 2,538,553 $ 2,690,162 $ 2,784,586 Prior Year Secured 25,166 16,000 26,964
Current Year Unsecured 60,938 50,000 65,291
Prior Year Unsecured 2,662 1,500 2,852
Supplemental 59,658 30,900 63,919
Homeowners Exempt. 14,153 15,000 15,164
AB1484 Residual 118,499 100,000 126,964
Other Operating 25,740 15,390 105,442
Late Payment Penalty 6,842 4,606 5,000
Total Revenues $ 2,871,602 $ 2,923,558 $ 3,196,182
Expenditures - Street Lighting
Salaries and Benefits $ 216,508 $ 239,294 $ 240,935
Operational Charges 1,086,146 1,163,500 1,156,000
Allocations 27,216 29,517 46,582
Street Lighting Total $ 1,329,870 $ 1,432,311 $ 1,443,517
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
173
Expenditures - Landscape Maintenance
Salaries and Benefits $ 1,735,049 $ 1,807,822 $ 1,891,313 Operational Charges 2,328,219 2,564,315 2,824,299
Allocations 738,456 779,263 689,677
Capital Expenditures — — —
Landscape Maintenance
Total $ 4,801,724 $ 5,151,400 $ 5,405,289
Lighting/Landscape
Expenditure Total $ 6,131,594 $ 6,583,711 $ 6,848,806
Transfer from Other Funds
General Fund $ 3,247,996 $ 3,571,191 $ 3,613,582
TDA Article 3 Fund 11,998 14,119 12,000
Net Transfers (to)/from Other
Funds $ 3,259,994 $ 3,585,310 $ 3,625,582
Estimated Fund Balance June 30 $0 $ (74,843) $ (101,885) Full-Time Equivalent
Employees 11.25 11.30 11.30
LIGHTING & LANDSCAPE
MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
174
MISSION
To maintain various landscape areas throughout the City to provide an aesthetically pleasing environment for those who live, work, and play in Camarillo.
SERVICES
Maintain medians, parkways, and slopes in landscaped areas funded through special assessment districts.
Owners of properties within the districts are assessed for landscape maintenance and irrigation through their property taxes. Most of the maintenance is accomplished using contract services with City staff monitoring and inspecting the work. The services include cultivating, trimming, and fertilizing all shrubs, ground cover, trees, and repair or replacement of sidewalks.
SERVICE LEVEL TRENDS
Focused on increasing renovations in these areas and updating the Centralized Irrigation System to efficiently manage available water resources.
An enhanced level of landscape maintenance services applies to these special districts because a special tax is assessed to fund the maintenance of these areas.
MAJOR ACCOMPLISHMENTS FY 2025/26
• City staff and contract services effectively maintained the landscaping in all Maintenance District areas during the high wind and rain events.
• Maintained a high level of customer service that included positive feedback from the public on a regular basis.
• Renovated landscape design in various medians and right of ways throughout the City.
GOALS AND OBJECTIVES FY 2026/27
• Develop a project to increase landscaping coverage of our slopes to lessen the effects of slope erosion due to severe rain events.
• Systematically grind sidewalk elevation changes and remove and replace more damaged sidewalks along arterial and residential streets.
• Continue to modernize the landscape material throughout the City with the focus on native and drought-tolerant plants.
MAINTENANCE DISTRICTS
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
175
Revenues, Expenditures and Transfers Fund No. 221
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 1,373,837 $ 1,327,826 $ 1,212,492 Revenues
Taxes
Current Year Secured $ 1,071,326 $ 1,000,000 $ 1,035,100 Prior Year Secured 10,099 6,139 10,820
Current Yr Unsecured 33,076 23,491 35,439
Prior Year Unsecured 1,059 603 1,135
Supplemental 23,953 11,000 25,664
Homeowners Exempt. 5,684 6,280 6,090
AB1484 Residual 87 — 93
Late Payment Penalty 2,752 1,900 2,000
Interest Income 58,458 39,395 57,552
Net Adjust. Fair Value 18,056 — —
Total Revenues $ 1,224,550 $ 1,088,808 $ 1,173,893
Expenditures
Operational Charges $ 1,270,560 $ 1,204,142 $ 1,262,278 Total Expenditures $ 1,270,560 $ 1,204,142 $ 1,262,278
Estimated Fund Balance June 30 $ 1,327,826 $ 1,212,492 $ 1,124,107 MISSION OAKS MD1A FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
176
Revenues and Expenditures Fund No. 222
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Estimated Available Fund Balance July 1 $ 100,757 $ 102,952 $ 89,094 Revenues
Current Year Assess. 29,781 30,060 31,115
Interest Income 3,995 3,148 3,971
Net Adjust. Fair Value 1,364 — —
Total Revenues $ 35,190 $ 33,208 $ 35,086
Expenditures
Operational Charges $ 32,994 $ 47,066 $ 35,091
Total Expenditures $ 32,994 $ 47,066 $ 35,091
Estimated Fund Balance June 30 $ 102,952.43 $ 89,094 $ 89,089 WITTENBERG MAINTENANCE DISTRICT MD2A FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
177
Revenues and Expenditures Fund No. 223
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Estimated Available Fund Balance July 1 $ 63 $ 65 $ 14
Revenues
Current Year Assess. $ 1,859 $ 1,869 $ 1,934
Interest Income 20 — 27
Total Revenues $ 1,881 $ 1,869 $ 1,961
Expenditures
Operational Charges $ 3,399 $ 6,400 $ 3,411
Total Expenditures $ 3,399 $ 6,400 $ 3,411
Transfer (to)/from General Fund $ 1,520 $ 4,480 $ 1,450 Estimated Fund Balance June 30 $ 65 $ 14 $ 14
ARMITOS STORM BASINS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
178
Revenues and Expenditures Fund No. 224
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Estimated Available Fund Balance July 1 $ 66,251 $ 69,603 $ 63,977 Revenues
Current Year Assess. $ 55,294 $ 57,345 $ 59,357
Prior Year Assess. 311 — —
Interest Income 2,851 1,907 2,840
Net Adjust. Fair Value 883 — —
Total Revenues $ 59,339 $ 59,252 $ 62,197
Expenditures
Operational Charges $ 55,988 $ 64,878 $ 53,608
Total Expenditures $ 55,988 $ 64,878 $ 53,608
Estimated Fund Balance June 30 $ 69,603 $ 63,977 $ 72,566
MISSION OAKS INDUSTRIAL MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
179
Revenues and Expenditures Fund No. 225
Description
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Estimated Available Fund Balance July 1 $ 30,791 $ 36,681 $ 30,774 Revenues
Late Payment Penalty $ 29 $ — $ —
Current Year Assess. $ 20,192 $ 20,450 $ 21,167
Prior Year Assessments 199 — —
Interest Income 1,339 1,026 1,562
Net Adjust. Fair Value 433 — —
Total Revenues $ 22,192 $ 21,476 $ 22,729
Expenditures
Operational Charges 16,302 27,383 19,004
Total Expenditures $ 16,302 $ 27,383 $ 19,004
Estimated Fund Balance June 30 $ 36,681.47 $ 30,774 $ 34,499
PRESLEY MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
180
Revenues and Expenditures Fund No. 226
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 44,435 $ 44,345 $ 40,429 Revenues
Late Payment Penalty $ 11 $ — $ —
Current Year Assess. 21,607 21,925 22,694
Prior Year Assessments 37 — —
Interest Income 1,817 1,433 1,729
Net Adjust. Fair Value 600 — —
Total Revenues $ 24,072 $ 23,358 $ 24,423
Expenditures
Operational Charges $ 24,163 $ 27,274 $ 25,230
Total Expenditures $ 24,163 $ 27,274 $ 25,230
Estimated Fund Balance June 30 $ 44,345 $ 40,429 $ 39,622
SPANISH HILLS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
181
Revenues and Expenditures Fund No. 227
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 12,972 $ 12,862 $ 10,179 Revenues
Late Payment Penalty $ 77 $ — $ —
Current Year Assess. 8,480 9,240 9,564
Interest Income 547 388 538
Prior Year 236 — —
Net Adjust. Fair Value 177 — —
Total Revenues $ 9,517 $ 9,628 $ 10,102
Expenditures
Operational Charges $ 9,626 $ 12,311 $ 9,521
Total Expenditures $ 9,626 $ 12,311 $ 9,521
Estimated Fund Balance June 30 $ 12,862 $ 10,179 $ 10,760
SARES/REGIS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
182
Revenues and Expenditures Fund No. 228
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 39,573 $ 41,981 $ 35,622 Revenues
Late Payment Penalty $ 185 $ — $ —
Current Year Assess. $ 34,890 $ 36,960 $ 38,257
Prior Year Assess. 546 — —
Interest Income 1,691 1,168 1,821
Net Adjust. Fair Value 520 — —
Total Revenues $ 37,832 $ 38,128 $ 40,078
Expenditures
Operational Charges $ 35,423 $ 44,487 $ 34,956
Total Expenditures $ 35,423 $ 44,487 $ 34,956
Estimated Fund Balance June 30 $ 41,981 $ 35,622 $ 40,744
VISTA LAS POSAS MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
183
Revenues and Expenditures Fund No. 230
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 64,758 $ 66,888 $ 56,975 Revenues
Current Year Assess. 29,504 29,600 30,639
Interest Income 2,647 1,993 2,655
Net Adjust. Fair Value 878 — —
Total Revenues $ 33,029 $ 31,593 $ 33,294
Expenditures
Operational Charges $ 30,899 $ 41,506 $ 28,354
Total Expenditures $ 30,899 $ 41,506 $ 28,354
Estimated Fund Balance June 30 $ 66,888 $ 56,975 $ 61,915
ADOLFO GLEN III MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
184
Revenues and Expenditures Fund No. 231
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 70,259 $ 70,792 $ 63,887 Revenues
Current Year Assess. $ 41,664 $ 41,800 $ 44,840
Interest Income 2,874 2,044 2,667
Net Adjust. Fair Value 927 — —
Total Revenues $ 45,465 $ 43,844 $ 47,507
Expenditures
Operational Charges $ 44,932 $ 50,749 $ 54,604
Total Expenditures $ 44,932 $ 50,749 $ 54,604
Estimated Fund Balance June 30 $ 70,792 $ 63,887 $ 56,790
ADOLFO GLEN II MAINTENANCE DISTRICT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
185
Revenues and Transfers Fund No. 240
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 4,863,442 $ 5,121,877 $ 5,187,067 Revenues
Interest Income 189,838 165,190 191,229
Net Adjustment Fair Value 68,597 — —
Total Revenues $ 258,435 $ 165,190 $ 191,229
Transfers (to) Other Funds
Capital Improvement Projects Fund $ — $ (100,000) $ —
Net Transfers (to)/from $ — $ (100,000) $ —
Estimated Fund Balance June 30 $ 5,121,877 $ 5,187,067 $ 5,378,296
SIBA FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
186
Revenues and Transfers Fund No. 251
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 12,272,692 $ 13,373,596 $ 11,828,716 Revenues
Development Services / TMF $ 895,017 $ 419,474 $ 327,144 Interest Income 500,699 441,691 494,277
Net Adjustment Fair Value 180,925 — —
Total Revenues $ 1,576,641 $ 861,165 $ 821,421
Transfers (to) Other Funds
Capital Improvement Project (475,737) (2,406,045) (1,341,375) Total Transfers (to) Others Funds $ (475,737) $ (2,406,045) $ (1,341,375) Net Transfers (to)/from
Other Fund $ (475,737) $ (2,406,045) $ (1,341,375)
Estimated Fund Balance June 30 $ 13,373,596 $ 11,828,716 $ 11,308,762
TRAFFIC MITIGATION FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
187
Revenues and Transfers Fund No. 252
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 877,562 $ 790,495 $ 92,087 Revenues
Development Services / Bridge Policy $ 113,351 $ 18,142 $ 3,445 Interest Income 34,608 30,073 26,775
Net Adjustment Fair Value 12,506 — —
Total Revenues $ 160,465 $ 48,215 $ 30,220
Transfers (to) Other Funds
Capital Improvement Projects Fund $ (247,532) $ (746,623) $ (5,876) Net Transfers (to)/from $ (247,532) $ (746,623) $ (5,876) Estimated Fund Balance June 30 $ 790,495 $ 92,087 $ 116,431
BRIDGE POLICY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
188
Revenues and Transfers Fund No. 253
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 35,566 $ 37,456 $ 38,664 Revenues
Interest Income $ 1,388 $ 1,208 $ 1,398
Net Adjustment Fair Value 502 — —
Total Revenues $ 1,890 $ 1,208 $ 1,398
Estimated Fund Balance June 30 $ 37,456 $ 38,664 $ 40,062
STORM DRAIN FEES FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
189
Revenues and Expenditures Fund No. 261
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 311,713 $ 328,277 $ 338,865 Revenues
Interest Income 12,167 10,588 12,256
Net Adjustment Fair Value 4,397 — —
Total Revenues $ 16,564 $ 10,588 $ 12,256
Estimated Fund Balance June 30 $ 328,277 $ 338,865 $ 351,121
SIGNAL FEES FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
190
Revenues Fund No. 262
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 449,130 $ 494,885 $ 510,855 Revenues
Interest Income $ 17,853 $ 15,970 $ 18,477
Net Adjustment Fair Value 6,451 — —
Total Revenues $ 45,754 $ 15,970 $ 18,477
Estimated Fund Balance June 30 $ 494,885 $ 510,855 $ 529,332
UNDERGROUND UTILITIES FEES FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
191
Revenues Fund No. 263
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 3,277,674 $ 3,451,518 $ 3,562,846 Revenues
Interest Income 127,614 111,328 128,865
Net Adjustment Fair Value 46,229 — —
Total Revenues $ 173,843 $ 111,328 $ 128,865
Estimated Fund Balance June 30 $ 3,451,518 $ 3,562,846 $ 3,691,711
STREET IMPROVEMENTS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
192
Revenues and Transfers Fund No. 264
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 10,391 $ 10,943 $ 11,296 Revenues
Interest Income 406 353 409
Net Adjustment Fair Value 147 — —
Total Revenues $ 553 $ 353 $ 409
Estimated Fund Balance June 30 $ 10,943 $ 11,296 $ 11,705
PARKING IN-LIEU FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
193
Revenues and Transfers Fund No. 275
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 170,290 $ 179,339 $ 428,680 Revenues
Interest Income 6,647 5,784 15,682
Net Adjust. Fair Value 2,402 — —
Total Revenues $ 9,049 $ 249,341 $ 15,682
Estimated Fund Balance June 30 $ 179,339 $ 428,680 $ 444,362
AIR QUALITY MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
194
MISSION
To administer the City’s Community Development Block Grant (CDBG) program in compliance with federal requirements and City Council policy.
SERVICES
Recommends appropriate uses for the City’s allocation of CDBG funds. Administers contracts and monitors the use of CDBG funds by public service agencies, non-profit organizations, and City programs receiving CDBG funds. Prepares the Consolidated Plan and annual Action Plan, and the Consolidated Annual Performance Evaluation Report.
SERVICE LEVEL TRENDS
Annual service levels or outcomes fluctuate due to the amount of funding received from the Federal Government’s annual CDBG allocation in the City.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Supported Habitat for Humanity’s Home Repair program to assist lower-income households with necessary home repairs and ADA improvements.
• Supported five local public service agencies that provided a wide range of services and assistance to lower-income households, homeless, and senior populations through the use of CDBG funds. • Supported one local public service agency that provided emergency assistance to lower-income, senior, and disabled households through the use of CDBG-CV funds. • Furthered fair housing by contributing to the regional contract with the Housing Rights Center to conduct random in person and telephone testing of rental units in the City. • Completed FY 2025-26 Annual Action Plan and began implementation, program monitoring, and completed FY 2024-2025 Consolidated Annual Performance Evaluation Report (CAPER).
GOALS AND OBJECTIVES FY 2026/27
• Continue to support Home Rehabilitation in the community. • Continue to support local public service agencies that provide services and assistance to lower- income households, homeless, and senior populations.
• Continue to further fair housing by participating in the regional contract with the Housing Rights Center and conduct random in person and telephone testing of rental units in the City. • Continue to manage the CDBG program to ensure compliance with local program objectives and HUD regulations.
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
195
Revenues, Expenditures and Transfers Fund No. 280
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 1,017,202 $ 453,597 $ 424,635 Revenues
Grants & Subventions
All Prior Fiscal Years $ 94,791 $ 148,242 $ —
CDBG FY 2022/23 — — —
CDBG FY 2023/24 — — —
CDBG FY 2024/25 25,870 504,790 395,096
COVID-19 7,618 35,189 —
Housing Rehab Loans — — —
Total Revenues $ 128,279 $ 688,221 $ 395,096
Expenditures
CDBG Fund
Operational Charges $ 48,481 $ 69,058 $ 293,303
Public Service Grants
Operational Charges $ 165,539 $ 598,125 $ 67,193
Housing
Operational Charges $ 477,865 $ 50,000 $ 50,000
Total Expenditures $ 691,885 $ 717,183 $ 410,496
Estimated Fund Balance June 30 $ 453,597 $ 424,635 $ 409,235
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
196
MISSION
To raise additional funds for the library.
SERVICES
Receive donations and other revenue income from non-library operations such as personal donations or bequests, and Friends of the Camarillo Library annual donation from Bookstore sales.
SERVICE LEVEL TRENDS
Bookstore sales are increasing, and it is anticipated that revenue will continue to increase.
MAJOR ACCOMPLISHMENTS FY 2025/26
• As part of the Operating Agreement with Friends of the Library, in November 2025, the Friends donated $134,000 for use in Fiscal Year 2025/26 to purchase library materials.
GOALS AND OBJECTIVES FY 2026/27
• Work with the library operator to explore ways to increase library fund donations.
Revenues and Expenditures Fund No. 285
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 536,423 $ 613,108 $ 667,909 Revenues
Interest Income $ 26,430 $ 22,223 $ 21,482
Net Adjust. Fair Value 9,550 — —
Developers/Private — 300 —
Friends of Library 138,000 138,000 134,000
R. Fischer Trust 195,000 195,000 —
Total Revenues $ 368,980 $ 355,523 $ 155,482
Expenditures
Operational Charges $ 292,297 $ 300,722 $ 301,561
Total Expenditures $ 292,297 $ 300,722 $ 301,561
Transfer (to)/from General Fund $ — $ — $ —
Estimated Fund Balance June 30 $ 613,108 $ 667,909 $ 521,830
LIBRARY SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
197
Revenues, Expenditures and Transfers Fund No. 286
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 1,479,497 $ 83,633 $ 342,518 Revenues
Cable PEG Fees $ 150,667 $ 206,000 $ 170,000
Interest Income 53,227 52,885 3,860
Net Adjustment Fair Value 19,233 — —
Total Revenues $ 223,127 $ 258,885 $ 173,860
Transfers (to) Other Funds
Capital Improvement Projects Fund (1,618,991)
Total Transfers Out $ (1,618,991) $ — $ —
Estimated Fund Balance June 30 $ 83,633 $ 342,518 $ 516,378
CABLE PEG FEES SPECIAL REVENUE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
198
MISSION
To administer the debt service of the 2012 library lease revenue bonds.
SERVICES
Work with trustees for the timely payment of principal and interest payments. Reconcile statements received with general ledger. Review debt periodically for opportunities to refund. Administer all aspects of each debt issue according to legal requirements.
SERVICE LEVEL TRENDS
No additional debt is anticipated during the budget cycle.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Paid the debt service payments to the trustees on time. • Monitored the activity of each fund on a monthly basis to assure correct and accurate accounting of the funds due to the bondholders.
• Reconciled all monthly trust statements prior to the 15th of the following month. • Reported each month’s trust activity to the City Council prior to the end of the following month. • Provided Digital Assurance Certification LLC (DAC), the Dissemination Agent, all annual bond disclosure reports, all the required documents on each bond issue for electronic filing with Electronic Municipal Market Access (EMMA), and the Nationally Recognized Municipal Securities Information Repositories (NRMSIR) according to legal requirements. Electronic filing enables bondholders to visit DAC’s “free” website for current and prior year disclosure reports, City financial statements, and other bond information.
GOALS AND OBJECTIVES FY 2026/27
• Timely debt service payments, to keep miscellaneous costs at a minimum and to provide excellent service to the bondholders.
• Monitor the investment of idle funds to ensure compliance with the permitted investment language provided in the bond documents and to maximize yield.
• Report to the City Council monthly, by the end of the following month, the amount, interest rate, and type of investment in which the trustee has placed the bond funds. • File timely disclosure reports and financial statements with DAC, EMMA, and NRMSIR to enable bondholders, trustees, and others, website access to current bond and financial information. • Explore early call option or bond refinancing
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
199
Revenues, Expenditures and Transfers Fund No. 321
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 501,838 $ 501,838 $ 501,293 Revenues
Interest Income $ 23,037 $ — $ 20,000
Total Revenues $ 23,037 $ — $ 20,000
Expenditures/Debt Service-Bonds
Operational Charges $ 496,669 $ 492,696 $ 492,450
Total Expenditures $ 496,669 $ 492,696 $ 492,450
Transfer from Other Funds
General Fund $ 473,631.38 $ 492,151 $ 472,450
Total Transfers In $ 473,631 $ 492,151 $ 472,450
Estimated Fund Balance June 30 $ 501,838 $ 501,293 $ 501,293
LIBRARY DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
200
Revenues, Expenditures and Transfers Fund No. 410
Description Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27
Estimated Available Fund Balance July 1 $ 17,486,751 $ 11,737,218 $ 2,831,679 Revenues
Grants & Subventions
STIF - Transportation $ 885,000 $ — $ —
RSTP — — 125,650
CPF CDS — — 1,000,000
CMAQ-Hwys & Streets 43,648 3,378,778 2,769,053
LOSSAN Grant 204,201 1,464,170 —
STBGP Grant $ — $ 1,500,000 $ —
Developers Fees $ 322 $ —
Interest Income $ — $ 378,469 $ 339,876
Total Revenues $ 1,133,171 $ 6,721,417 $ 4,234,579
Expenditures
Capital Projects-General $ 12,897,202 $ 32,396,946 $ 17,247,227 Transfer from Other Funds
General Fund $ — $ 397,465 $ —
Grants Fund — 6,346,493
SB1 Fund 2,638,653 2,003,052 1,671,770
SB125 Fund — 1,000,000 —
TDA Article 8 Roads Fund 1,033,584 3,770,312 2,705,329 TMF Fund 475,737 2,406,045 1,341,375
SIBA Fund — 100,000 —
Bridge Policy Fund 247,532 746,623 5,876
Camarillo Corridor Project Fund 1,618,991 — —
Street Improvements Fund — — —
Net Transfers from
Other Funds $ 6,014,497 $ 16,769,990 $ 5,724,350
Net Transfers (to) /from
Other Funds $ 6,014,497 $ 16,769,990 $ 5,724,350
Estimated Fund Balance June 30 $ 11,737,218 $ 2,831,679 $ (4,456,619)
CAPITAL IMPROVEMENT PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
201
Revenues, Expenditures and Transfers Fund No. 429
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 9,028,131 $ 9,022,741 $ 8,974,237 Revenues
Interest Income $ 1,734 $ 1,496 $ 1,296
Net Adjustment Fair Value 609 — —
Total Revenues $ 2,343 $ 1,496 $ 1,296
Capital Expenditures
Capital Projects-General 7,733 50,000 50,000
Total Expenditures $ 7,733 $ 50,000 $ 50,000
Transfer (to) Other Funds
Transfer (from) Low/Mod Housing Fund $ — $ — $ —
Net Transfers (to) /from
Other Funds $ — $ — $ —
Estimated Fund Balance June 30 $ 9,022,741 $ 8,974,237 $ 8,925,533
CAMARILLO CORRIDOR PROJECT AREA FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
202
MISSION
Former California Redevelopment Agencies (RDAs) once used property tax revenues to pay for affordable housing projects. On February 1, 2012, the RDAs were officially dissolved. As a result of the dissolution, Successor Agencies were established to manage any existing redevelopment projects and to help wind-down the process at the local level. On January 11, 2012, the City of Camarillo was elected to become the Successor Agency to the former Camarillo Community Development Commission (CDC) that served as the RDA and assumed its functions.
Senate Bill (SB) 341 clarifies the rules governing the expenditures of the Successor Agencies. One of the SB 341 clarifications is that the former RDA housing assets must be maintained in a separate fund called the “Low and Moderate Income Housing Asset Fund.” To comply with this requirement, the City has created Fund No. 498 Low-Mod Income Housing Asset. An annual report on the Low-Mod Income Housing Asset Fund is prepared and submitted to the California State Department of Housing and Community Development (HCD) by April 1 st of each year. The report includes detailed information on the transfers, revenues, and expenditures of the fund.
SERVICES
Allowed activities for the Low-Mod Income Housing Asset Fund include housing monitoring, rapid rehousing solutions for homelessness prevention, and expanding housing options for low-income households, defined as households earning 80% or less of the area median income (AMI). At least 30% of expenditures must be allocated to extremely low income rental households (i.e., households that earn 30% or less of AMI). A maximum of 20% may be allocated to low income households (i.e., household that earn between 60% and 80% of the AMI). No funding may be spent on moderate income households (i.e., households that earn between 81% and 120% of the AMI).
SERVICE LEVEL TRENDS
The City is actively seeking opportunities to expend the Low-Mod Income Housing Asset Fund that will result in additional affordable housing options in the City of Camarillo.
MAJOR ACCOMPLISHMENTS FY 2025/26
In order to comply with SB 341 reporting requirements for Fund 498, the City utilized the services of RSG Solutions to prepare and submit the Fiscal Year 2024-2025 SB 341 Annual Report. The report found no deficiencies in the City’s administration of Fund 498.
GOALS AND OBJECTIVES FY 2026/27
Expand housing options for extremely low-, very low-, and low-income households, and meet with the income proportionality limit requirements associated with expenditure of the Low-Mod Income Housing Asset Fund
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
203
Revenues and Expenditures Fund No. 498
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Available Fund Balance July 1 $ 449,152 $ 453,283 $ 407,420 Revenues
Interest Income $ 6,707 $ 5,748 $ 6,473
Net Adjustment Fair Value 2,424 — —
Total Revenues $ 9,131 $ 5,748 $ 6,473
Expenditures
Operational Charges 5,000 51,611 6,000
Total Expenditures $ 5,000 $ 51,611 $ 6,000
Transfers out to Other Funds $ — $ — $ —
Total Transfers to Other Funds $ — $ — $ —
Estimated Fund Balance June 30 $ 453,283 $ 407,420 $ 407,893
LOW-MOD INCOME HOUSING ASSET FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
204
MISSION
The Risk Management Division identifies, evaluates, and mitigates operational and financial risks to protect City assets, ensure regulatory compliance, promote workplace safety, and support employee health and well-being.
SERVICES
The Risk Management Division proactively identifies, assesses and mitigates workplace risk, enhances and ensures timely safety programs and training, and provides benefits and consultive support to ensure a safe, legally compliant and productive work environment for all employees. Core services include:
• General Liability Claims: Coordinates claim intake and works with the City’s claims administrator to review loss reports, manage liability exposure, and expedite resolution. • Workers’ Compensation Claims: Coordinates with employees, supervisors, healthcare providers, and CJPIA’s claims administrator to manage cases efficiently. • Property Programs: Maintains an inventory of City property and ensures appropriate insurance coverage.
• Special Event Insurance: Supports community members in securing insurance and compiles quarterly reports.
• Self-Funded Insurance: Administers the City’s dental and vision programs and assists with employee claims and coverage matters.
• Employee Insurance Benefits: Provides guidance on health, dental, vision, EAP, disability, and life insurance benefits.
• Cal/OSHA Compliance: Reviews programs to ensure alignment with workplace safety regulations.
• Safety Programs: Provides training and guidance to ensure departments meet state-mandated requirements, including IIPP and SB-198 to reduce workplace incidents and liability exposure. • DOT Drug & Alcohol Testing Program: Ensures compliance with DOT and FMCSA testing regulations for safety-sensitive classifications.
SERVICE LEVEL TRENDS
While service demand remains consistent, fluctuations in claim volumes or safety incidents prompt proactive reviews and the implementation of corrective measures or best practices to reduce exposure and strengthen outcomes
MAJOR ACCOMPLISHMENTS FY 2025/26
• Closed out 70% of general liability claims and 45% of workers’ compensation claims. • Administered Safety Incentive Program.
• Facilitated a comprehensive ergonomics sweep of all City facilities to proactively identify workplace risk factors and reduce potential injury exposure.
• Adopted and/or revised safety-related programs in compliance with Cal/OSHA regulations. • Facilitated delivery of safety-related training sessions in compliance with the Injury and Illness Prevention Program (IIPP).
• Developed and implemented the Workplace Violence Prevention Policy and associated training programs to enhance employee safety and regulatory compliance.
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
205
GOALS AND OBJECTIVES FY 2026/27
• Strengthen risk management policies and procedures to ensure alignment with evolving regulatory requirements and industry best practices.
• Enhance oversight of general liability and workers’ compensation claims through trend analysis, cost monitoring, and early intervention strategies.
• Deliver comprehensive Cal/OSHA-compliant safety training and conduct at least one citywide emergency preparedness drill in collaboration with Emergency Services. • Complete a comprehensive operational risk assessment of City facilities and programs and develop prioritized mitigation recommendations.
• Evaluate and refine the Safety Incentive Program to measure effectiveness and align incentives with injury reduction goals.
• Finalize and implement a Master Training Matrix to ensure consistent tracking of required safety certifications and compliance training.
• Reestablish the Safety Committee with defined roles, regular meeting cadence, measurable performance indicators, and documented safety improvement initiatives. • Implement corrective actions identified through the citywide ergonomics sweep and monitor injury trends for measurable reduction.
• Explore a formal Early Return-to-Work framework to reduce workers’ compensation duration and associated claim costs.
Revenues and Expenses Fund No. 510
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 1,046,528 $ 1,075,728 $ 882,607
Revenues
Interest Income $ 1,134 $ 22,235 $ 10,438
Reimbursements 128,436 88,500 —
General Insurances 2,257,949 2,581,480 2,778,148
Vision & Dental 271,252 266,760 289,980
Total Revenues $ 2,658,771 $ 2,958,975 $ 3,078,566
Expenses
Salaries and Benefits $ 226,773 $ 484,827 $ 413,551
Operational Charges 2,397,848 2,629,553 2,869,888
Allocations 23,580 37,716 67,544
Total Expenses $ 2,648,201 $ 3,152,096 $ 3,350,983
Estimated Working
Capital Balance
June 30 $ 1,075,728 $ 882,607 $ 610,190
Full-Time Equivalent
Employees 0.80 1.15 1.45
RISK MANAGEMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
206
MISSION
The City of Camarillo’s IS Division will be a strategic enabler of innovation and efficiency, leveraging modern technology, data-driven insights, and secure digital infrastructure to enhance City services, empower employees, and elevate the resident experience.
SERVICES
Information Systems provides comprehensive planning and coordination of all City technology projects and initiatives. The goals of the division are as follows:
• Strategic Technology Partnership: Collaborate with departments to understand their needs and deliver reliable, effective technology solutions that enhance efficiency and service delivery. • Secure and Scalable IT Infrastructure: Maintain a resilient, well-managed, and secure technology environment that supports City operations while proactively addressing cybersecurity risks.
• User-Focused Service Delivery: Prioritize responsive, accessible, and user-friendly technology services that support employees in their daily work and improve the community’s experience with City services.
• Data-Driven Decision-Making & Business Process Optimization: Improve data accessibility, integration, and governance to support informed decision-making. Streamline business processes through automation and system integration to reduce redundancies and enhance operational efficiency.
• Continuous Improvement & Modernization: Regularly evaluate and refine IS processes, adopting practical automation and data-driven decision-making to enhance efficiency and effectiveness.
• Staff Development & Digital Proficiency: Invest in ongoing training and professional development to ensure IS staff stay current with evolving technology and can provide the highest level of support.
Primary areas of responsibility include NaviLine, OpenGov, custom data reporting, and other primary business applications.
The City uses the IBM Power 10+ server to locally host all NaviLine Enterprise Resource Planning applications, including core financial applications, land management, building permits, e-commerce, and utility billing. The City’s Windows network serves word processing, file access, spreadsheet, database, email, document imaging, and GIS applications while providing security and connectivity to the Internet.
SERVICE LEVEL TRENDS
The IS Division consists of eight positions, including an IS manager. The division focuses primarily on applications, infrastructure, geographic information system GIS), and end-user devices. To better equip City staff, Information Systems has moved from desktop to laptop computers. Our support will encompass 200 laptops, 10 desktops, 25 mobile devices, and 26 network servers. These, along with one IBM Power 10+, will serve City Hall, the Corporation Yard, the Emergency Operations Center, and the
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
207
Wastewater Treatment Plant. Information Systems also provides installation, upgrades, technical support, and end-user training to all sites. The City operates a wide area network (WAN) that connects five facilities using site-to-site virtual private networks (VPNs), with commercial internet service providing connectivity.
Library Systems & Services, LLC (LS&S) is in the third year of a 10-year Operational agreement to provide information technology support to the Camarillo Public Library. The City’s Information Systems will review and approve the purchase of needed equipment, software, and other related peripheral equipment for the Camarillo Public Library in accordance with the City’s Purchasing Policy.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Replaced all City desktop PCs with a combination laptop and docking station. • Completed development of a 2-Year Workplan and 5-year Information Systems Technology Modernization Plan.
• Partnered with BerryDunn to conduct an Enterprise Asset Management System selection and awarded a contract to the preferred vendor.
• Began implementation activities for an Enterprise Asset Management System. • Improved audio-visual capabilities in City conference rooms and staff offices using Logitech technology.
• Continued to optimize Monday.com workspace for Administrative Services Department project, task, and help desk management and launched Monday Service for I.S. Help Desk requests. • Purchased and installed pool car management software. • Installed Screencloud software on monitors for employee updates and events. • Completed Phase 1 of the Citywide Digitization project and began Phase 2 which includes Laserfiche Forms buildout and OpenGov integration.
• The City received the Digital Transformation Digital Trailblazer award from Complete Paperless Solutions for its implementation of the Laserfiche Cloud Business Platform. • A member of the Information Systems team was awarded the Run Smarter: Digital Transformation Leader of the Year from Laserfiche.
• Completed a grant application for the Cal OES State & Local Cybersecurity Grant - State Agency (SG) Program.
• Formed a Technology Governance Committee to enhance the City’s technology planning, policy adherence, transparency, and project portfolio management. • Successfully launched the new OpenGov online permitting and licensing system on July 1, 2025, following a phased rollout and extensive cross-departmental collaboration. • Completed set-up of a public-facing self-service kiosk for Business Tax and Planning & Permitting • Completed physical security improvements at the Water Reclamation Plant to strengthen situational awareness and protect sensitive systems, including SCADA and related control environments. • Partnered with GovAI to expand the responsible use of artificial intelligence (AI) tools that can improve efficiency while safeguarding City data.
• The City strengthened its cybersecurity posture through the implementation of enhanced monitoring, threat detection, and system maintenance tools.
• Partnered with BerryDunn to begin development of a Data Governance Framework. • Improved the authentication experience for users, centralize authentication across applications, and automate manual credentialing processes through use of Active Directory. • Oversee Library Systems & Services information technology upgrade requests for budget purposes. • Deployed redundant internet failover systems (Fiber and Starlink/Satellite) at our three primary locations to maintain uninterrupted data flow for city operations.
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
208
GOALS AND OBJECTIVES FY 2026/27
• Complete implementation and go-live with the Enterprise Asset Management System. • Complete development of a Data Governance Framework.
• Improve resource allocation, forecast future budget requirements, and provide alignment with other projects and initiatives through the development of a technology life cycle replacement plan. • Improve the City's cybersecurity posture through the conduction of a thorough cybersecurity assessment and implementation of recommendations.
• Develop and implement physical security improvements for facility IDF closets. • Complete SCADA upgrades at the Water Reclamation Plant, Corporation Yard, and Desalter. • Implement a cloud-based phone system.
• Continue to support and engage department stakeholders in the development of guidelines, policies, and procedures to guide the City’s adoption of AI.
• Increase the capture and analysis of spatial data to expand visually informed data-driven decisions. • Support City’s transition to Advanced Metering Infrastructure (AMI) technology. • Complete transition to the County’s regional radio network to increase emergency preparedness and coordination.
• Oversee Library Systems & Services information technology upgrade requests including wayfinding software.
• Led the purchase and implementation of DocAccess software, converting all publicly available website PDFs into ADA-accessible formats and adding real-time translation functionality to ensure compliance with accessibility standards
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of IS Service Requests / % Resolved 1,577 / 99.1% 1,150 / 95.7%* 1,530/ 96% 1,450 / 100% Benchmark: 1,600 / 100%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percent of Requests Responded to within 1 day 97.0% 98.0% 78.0% 95.0% Percent of Requests Responded to within 3
days 91.0% 98.0% 83.0% 95.0%
Benchmark: 95% / 95% days
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Network/Website Availability (up-time) 99.91% / 99.93% 99.84% / 99.93% 99.9% / 99.98% 99.9% / 99.9% Benchmark: 99.9% / 99.9%
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
209
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Website Quality and Optimization Scan Score 90.5% 94.0% 98.47% 95.0% Benchmark: 95% (scored by Acquia)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Maintain a user satisfaction score (for Help
Desk Ticket resolution) of 4.7 or higher New Measure 0.049 5.0% 5.0% Benchmark: 4.7%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Cyber Security Risk Score New Measure New Measure 7.2 6.3 Benchmark: 4.0-6.9
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
210
Description
Estimated Working
Capital July 1 $ 3,525,038 $ 3,877,044 $ 3,499,148
Photocopy & Map $ 568 $ 500 $ —
Technology Surcharge fee $ 19 $ 262,866 $ 222,121
Other Operating $ 392 $ 500 $ —
Interest Income $ 154,215 $ 120,000 $ 207,851
Net Adjust. Fair Value $ 55,725 $ — $ —
ISF Allocated Charges $ 4,518,696 $ 6,239,261 $ 8,586,590 Total Revenues $ 4,729,615 $ 6,623,127 $ 9,016,562
Expenses-Information
Systems
Salaries and Benefits $ 1,420,181 $ 1,588,064 $ 2,237,834 Operational Charges $ 2,578,778 $ 4,469,605 $ 5,416,650 Allocations $ 202,584 $ 111,144 $ 105,135
Capital Expenses $ 11,943 $ 15,000 $ —
Info. Systems Total $ 4,213,486 $ 6,183,813 $ 7,759,619 Expenses-Telephone Systems
Salaries and Benefits $ 16,523 $ 52,455 $ 54,600
Operational Charges $ 75,737 $ 105,000 $ 120,500
Tele. Systems Total $ 92,260 $ 217,455 $ 175,100
Expenses-GIS
Salaries and Benefits $ 247,422 $ 235,094 $ 275,061
Operational Charges $ 27,269 $ 55,750 $ 90,250
GIS Total $ 274,691 $ 290,844 $ 365,311
Expenses-Library I.S. Services
Salaries and Benefits $ 68,695 $ — $ —
Operational Charges $ 56,753 $ 188,564 $ 144,964
Capital Expenses $ 89,192 $ 120,347 $ 72,000
Library I.S. Svc. Total $ 214,640 $ 308,911 $ 216,964
Depreciation/Amortization
Depreciation Expense $ 60,825 $ — $ —
Contra - Fixed Asset Capital $ (509,563) $ — $ —
Total Expenses $ 4,346,339 $ 7,001,023 $ 8,516,994
Estimated Working
Capital Balance
June 30 $ 3,877,044 $ 3,499,148 $ 3,998,716
Full-Time Equivalent
Employees 6.00 8.15 10.10
Revenues and Expenses Fund No. 530
Actual 2024/25
Amended
Budget
2025/26
Proposed Budget
2026/27
INFORMATION SYSTEMS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
211
MISSION
To service, maintain, and repair City owned vehicles and equipment to the highest operating standards, complying with all local, State and Federal regulations and ensuring operator safety to the maximum extent possible. Procure fuel-efficient, cost-effective vehicles that meet the needs of the City and are available for purchase from manufacturers; and procure equipment in a cost-effective manner that meets the needs of the departments. Transition City vehicles and infrastructure to electric or hybrid to reduce greenhouse gas emissions.
SERVICES
City vehicles and various types of equipment are purchased, maintained, and repaired by Fleet staff using a combination of in-house and outsourced shops, with most of the maintenance being performed by City mechanics. Outsourcing occurs when specialized tools and equipment are necessary. Fleet Maintenance staff also provide limited repairs on non-fleet components and fabricate and weld specialized tools and equipment to be used in various field operations. In addition to providing procurement, preventive maintenance, and repairs, Fleet Maintenance staff generate work orders, create blanket and field purchase orders. Fleet staff plan and implement Fleet item budgets and prepare monthly reports for the Fleet Manager and Department Director.
SERVICE LEVEL TRENDS
Service levels continue to expand as the Fleet size and demand for 79 vehicles, 54 pieces of equipment, and 7 off-highway vehicles (OHV) increases. The average age of vehicles and equipment in the City’s fleet is 11.4 years, adding to the service level burden.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Complied with California Air Resources Board (CARB) and Ventura County Air Pollution Control District regulations for diesel engine emission reductions and reporting. • The City accelerated the transition of its fleet to zero emission vehicles (ZEV) in compliance with the CARB’s, Advanced Clean Fleets Regulation. The City will meet the requirements of the regulation stipulating that, Starting January 1, 2024, 50 percent of the total number of vehicle purchases for the City’s fleet in each calendar year must be ZEVs; and secondly, starting January 1, 2027, 100 percent of the total number of vehicle purchases for the City’s fleet in each calendar year must be ZEVs. • Performed maintenance and repair to Fleet vehicles and equipment to ensure proper and safe operation.
• Updated the 5-year Projected Replacement Cost Set Aside Schedule to ensure sufficient vehicle and equipment funding, as well as identifying ZEV offsets for internal combustion engine (ICE) vehicles. • Procured and outfitted twenty new vehicles, 8 of which were zero emission. • Received $250,000 from the Clean Power Alliance’s Energized Communities Fleet Pathways program which allowed the City to accelerate the adoption of electric fleet vehicles, strengthening the City’s sustainability leadership, reducing its carbon footprint, and creating a cleaner, healthier environment for the community, residents, and visitors. • Received $112,500 in Federal Tax rebates from the Department of Energy’s Commercial Clean Vehicle program representing 12 EVs.
• Applied for an additional $45,000 in Federal Tax rebates from the Department of Energy’s Commercial Clean Vehicle program representing 6 EVs purchased before September 30, 2025. • Purchased and outfitted 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 will serve as a highly visible platform for clean transportation and sustainability. • Participated in a cross-divisional project with Information Systems to implement vehicle management software to improve the user experience for pool car reservations.
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
212
• Installed a 50kW DC fast charging system installed on a City fleet truck, this mobile unit will provide roadside charging for electric fleet vehicles that lose charge while responding to emergencies, ensuring uninterrupted City operations and emergency response. • Replaced a light duty vehicle lift in garage.
GOALS AND OBJECTIVES FY 2026/27
• Continue to adhere to new local, State and Federal regulations including upgrading, replacing, and retrofitting gas and diesel-powered vehicles and equipment. • Based on availability from manufacturers, continue to purchase electric and hybrid vehicles where appropriate for department functions.
• Complete an inventory of all municipal off-road equipment (e.g., lawn and garden equipment as well as other outdoor power equipment) and determine which equipment types are possible to decarbonize based on existing technologies.
• Complete a cost analysis for decarbonizing the equipment as part of the inventory. • Encourage City employees to use City-owned EV’s for travel to offsite meetings (when travel distance and destination require a passenger vehicle) instead of personal fossil-fuel vehicles. • Research new developments and technology in the field of fleet maintenance; learn about maintenance and repair of electric vehicles.
• Continue to use Best Management Practices regarding proper disposal of hazardous waste and the prevention of storm water pollution.
• Continue to keep detailed records of all maintenance and repairs performed on vehicles and equipment.
• Continue to schedule and prioritize maintenance, repairs and equipment installation related to vehicle maintenance.
• Continue to explore funding opportunities for the City’s transition to zero-emission vehicles including opportunities to improve resilience in the event of an emergency. • Purchase 3 pieces of equipment: a replacement backhoe for the Streets division, a scissor lift with trailer for the facilities division, and a Pac Tek Vacuum/Excavator for the Water division. • Integrate fleet asset and work order management into the Enterprise Asset Management software system.
PERFORMANCE MEASUREMENTS
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play.
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of calls for service 14 28 21 10
Service call response within 1 day 100% 95% 95% 100%
Benchmark: 100% for both
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Fleet Availability Percentage (% of vehicles
that are available for use (not in the shop or out
of service). New Measure 95% 95% 95%
Benchmark: New
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
213
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
# and % of Zero Emission or Hybrid Vehicles
in Fleet New Measure 21 / 27% 29 / 37% 32 / 41%
Benchmark: ACF Compliance
Revenues, Expenses and Transfers Fund No. 540
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 7,496,344 $ 6,886,116 $ 6,905,570
Revenues
Interest Income $ 273,895 $ 224,326 $ 265,778
Net Adjustment Fair Value 98,970 — —
Vehicle Usage 2,095,836 2,138,330 —
Vehicle Maintenance 505,740 600,000 625,000
Total Revenues $ 3,266,124 $ 2,962,656 $ 890,778
Expenses
Salaries and Benefits $ 614,339 $ 685,032 $ 642,727
Operational Charges 331,850 265,350 330,100
Allocation/Depreciation 607,554 109,458 143,876
Capital Expenses 2,808,297 1,883,362 1,050,800
Total Expenses $ 1,553,742 $ 2,943,202 $ 2,167,503
Estimated Working
Capital Balance
June 30 $ 6,886,116 $ 6,905,570 $ 5,628,845
Full-Time Equivalent
Employees 2.95 3.05 3.05
VEHICLES & EQUIPMENT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
214
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
215
MISSION
To protect public health, enhance environmental sustainability, and support regulatory compliance by delivering efficient, innovative, and customer-focused solid waste, recycling, and organics management services.
SERVICES
The Solid Waste Division plans, administers, and oversees integrated waste management programs that support waste reduction, recycling, and environmental stewardship. Services are provided through a franchise agreement with a private hauler and include weekly collection of solid waste, recyclables, and organic materials using a three-container system.
The division emphasizes waste diversion and compliance with State mandates, including organics recycling requirements, by offering programs and services that make sustainable practices accessible and convenient for residents and businesses.
Residential services include weekly collection of solid waste, recycling, and organic materials through a convenient three-container system. The City offers flexible, volume-based service levels designed to incentivize waste reduction and promote recycling. Residents are also eligible for up to four complimentary bulky item collections annually, with the option to customize service based on their needs.
In addition, seasonal programs, such as holiday tree recycling, are provided to support proper disposal and increased diversion during peak periods.
The Division also administers a range of programs that promote environmental stewardship and safe waste handling. The Household Hazardous Waste (HHW) Program provides residents with free and convenient disposal options through scheduled appointments and monthly collection events. The Compost Bin Program offers subsidized backyard compost bins to encourage at-home organics recycling, while the Organics Voucher Program provides free compost and mulch products to residents in support of State- mandated procurement requirements under SB 1383. Additional programs, including battery recycling and pharmaceutical disposal, ensure that potentially hazardous materials are managed safely and responsibly.
SERVICE LEVEL TRENDS
Demand for solid waste services is expected to increase steadily due to residential growth and continued development. Additionally, service levels will expand in response to evolving State regulations, including increased requirements for organics diversion, contamination monitoring, and public education.
The Division will continue to adapt by enhancing programs, leveraging technology, and strengthening partnerships to meet both regulatory obligations and community expectations.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Completed the transition of residential solid waste customer service and billing to E.J. Harrison & Sons. Beginning January 2026, residents transitioned to a bimonthly billing system, marking the successful completion of this multi-phase effort.
• Advanced SB 1383 Compliance and Organics Programs:
• Successfully met SB 1383 procurement requirements through City projects, community programs, and partnerships, resulting in the procurement of over 3,200 tons of recycled organic material. • Continued expansion of organics services through phased delivery of organics carts to households citywide, improving access and positioning the City to meet compliance deadlines ahead of schedule.
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
216
• Enhanced the Organics Voucher Program to include prefilled compost bags, improving accessibility and supporting procurement requirements.
• Partnered with Pleasant Valley Recreation & Park District to utilize compost and mulch for local projects, contributing to procurement targets.
• Completed over 10,000 waste audits across residential and commercial sectors to reduce contamination, with targeted education and outreach to improve proper waste sorting. • Continued implementation, compliance, and education efforts for state-mandated residential and commercial organics recycling programs.
• Participated in events such as the Love Your Planet Earth Day event and Summer Concert series to promote recycling, organics programs, and the Free Compost & Mulch Program. • Transitioned the Compost Bin Program to the OpenGov platform, improving efficiency, reducing processing times, and enhancing customer accessibility. • Expanded environmental education efforts through programs such as the EcoHero Show, reaching students across multiple school sites with interactive presentations focused on recycling, waste reduction, and sustainability.
• Completed and submitted the CalRecycle Electronic Annual Report in accordance with the Integrated Waste Management Act (IWMA), to report compliance on City Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE) programs. • Updated to the City’s solid waste and recycling webpages and community resources. • Continued to provide battery recycling and other diversion programs while maintaining safe, reliable, and cost-effective solid waste services.
• Continued to provide solid waste services in a friendly, safe, and professional manner, while maintaining competitive rates.
GOALS AND OBJECTIVES FY 2026/27
• Continue implementation and enhancement of programs to meet State requirements, including SB 1383 and other waste reduction regulations. Expand organics collection, contamination monitoring, and reporting efforts to ensure ongoing compliance and improve diversion outcomes. • Conduct a comprehensive review of solid waste franchise fees to ensure alignment with program costs, regulatory requirements, and long-term financial sustainability. Develop recommendations to support cost recovery while maintaining fair and equitable rates for customers. • Increase public awareness and participation through targeted outreach campaigns, workshops, and educational materials focused on recycling, organics, and waste reduction. Expand engagement through schools, businesses, and community groups to support long-term behavior change. • Actively participate in community events and initiatives that advance the City’s Sustainability Master Plan and Climate Action Plan goals. Promote waste reduction, recycling, and circular economy practices through partnerships, public events, and collaborative programs. • Continue to improve service delivery through digital tools, streamlined processes, and coordination with the City’s franchise hauler. Ensure programs are accessible, user-friendly, and responsive to the needs of residents and businesses.
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
217
Revenues and Expenses Fund No. 805
Actual
2023/24
Amended
Budget
2024/25
Adopted
Budget
2025/26Description
Estimated Working
Capital July 1 $ 347,194 $ 262,796 $ 345,290
Revenues
Franchise Tax - Refuse $ — $ — $ 1,118,250
Used Oil Grant $ 9,975 $ 9,880 $ 9,975
Bev. Container Recycle Prog. 4,981 47,044 —
SB 1383 OWR 46,708 140,848 65,000
Compost Bin Program 594 900 600
Rubbish Collection 8,261,995 212,935 215,000
Source Reduct/Recover 288,802 260,000 —
Household Hazard. Waste 115,231 115,000 115,000
Solid Waste Bag Tags 845 — —
Solid Waste Barrel Exchg 1,635 — —
Late Payment Penalty 67,475 — —
Interest Income 7,224 1,242 —
Net Adjust. Fair Value 2,610 — —
Total Revenues $ 8,808,075 $ 787,849 $ 1,523,825
Expenses-Solid Waste
Salaries and Benefits $ 154,556 $ 163,851 $ 180,554
Operational Charges 8,387,873 623,319 75,000
Grants/Allocations 80,052 156,024 195,020
$ 8,622,481 $ 943,194 $ 450,574
Expenses-Solid Waste Organics
Operational Charges $ 16,918 $ 8,506 $ 82,000
Expenses - Solid Waste HHW
Operational Charges $ 251,090 $ 305,480 $ 332,000
Expenses - Solid Waste Recycling
Operational Charges $ 6,342 $ 49,804 $ —
Total Expenses $ 8,896,831 $ 1,306,984 $ 864,574
Transfer from Other Funds
Transfer from General Fund $ — $ 601,629 $ —
Transfer to General Fund $ 649,500
Total Other Financing Sources $ — $ 601,629 $ 649,500
Estimated Working
Capital Balance
June 30 $ 262,796 $ 345,290 $ 355,041
Full-Time Equivalent
Employees 0.70 0.75 0.55
SOLID WASTE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
218
MISSION
To provide safe, reliable, and cost-effective transportation for those who are transit-dependent and others who desire a transportation alternative to the private automobile.
SERVICES
The Camarillo Area Transit (CAT) provides Fixed Route services to major destinations within the City.
A General Purpose Dial-A-Ride service is also available for all destinations within the City limits, and regional services are available for ADA and senior riders. A transit service provider under City contract is responsible for dispatching, operation, and maintenance of City owned transit vehicles.
SERVICE LEVEL TRENDS
After a couple of years of level ridership volumes, CAT saw an increase in ridership demand in FY 2023/24 and this growth trend has continued into FY 2024/25 and FY 2025/26. Transit improvements that have contributed to the increase in ridership include implementation of a new trip scheduling software program and procurement of new transit vehicles to increase reliability, including the return of the Camarillo trolley bus. Work on the City’s Short Range Transit Plan (SRTP) as part of the Countywide SRTP, is expected to conclude in FY 2025/26. The SRTP explores other program options to help increase ridership and provide services that the Camarillo community desires.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Completed the City’s third Transportation Development Act Article 8c audit. • Provided essential information to the National Transit Database for Reporting Year (RY) 2025. • Auctioned five (5) vehicles that reached the end of their useful life. • Continued participation in the Countywide Short Range Transit Plan through the Ventura County Transportation Commission.
• New vehicles that began service in FY 2025/26 included one (1) cutaway and three (3) transit vans and (1) one minivan for CAT Dial-A-Ride services.
• Updated the City’s Safety Plan
• Implemented Productivity Booster Agreement with RideCo to enhance the Dial-A-Ride scheduling software program.
• Executed REAP Agreement with Ventura County Transportation Commission (VCTC) for bus stop improvement funding.
• Executed REAP Agreement with VCTC for contactless fare payment system in the fixed route vehicles.
• Implement contactless fare payment system in our fixed service vehicles. . • Executed SB 125 Agreement with VCTC for funding of a regional radio system. • Participated in the Christmas Parade using the Trolley Bus.
GOALS AND OBJECTIVES FY 2026/27
• Identify potential adjustments to transit services in an effort to reduce costs, increase ridership and improve coordination efforts amongst neighboring transit agencies. Includes additional exploration of recommendations made as part of the Short-Range Transit Plan, including potential grant funding sources.
• Promote transit services in the community via community events and public outreach. • Monitor dispatching software and strive to improve efficiency. • Provide essential information to the National Transit Database for Reporting Year (RY) 2026.
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
219
• Host Unmet Transit Needs meeting.
• Complete TDA Triennial Review
• Complete FTA Triennial Review
• Complete Bus Stop Improvements Project
• Assist CIP team on design of the Transit Charging Station
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Dial-A-Ride: Percent of riders picked up within
10 minutes before or after scheduled pickup
time 94.50% 91.60% 89.00% 93.00%
Benchmark: 93.00% within 20 minutes of scheduled pick-up time
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Fixed Route: Percent of on-time trips,
excluding delays outside of service provider's
control 98.00% 96.00% 98.00% 98.00%
Benchmark: 0 minutes early and no more than 15 minutes late (unless outside of service provider's control)
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
220
Revenues, Expenses and Transfers Fund No. 810
Actual
2023/24
Amended
Budget
2024/25
Adopted
Budget
2025/26Description
Estimated Working
Capital July 1 $ 100,155 $ 156,082 $ 190,721
Revenues
FTA Assist Bus O & M $ 1,431,268 $ 1,635,152 $ 1,644,676 FTA Metrolink Station O&M 33,025 36,500 37,200
FTA Local ADA 108,938 149,191 100,865
FTA Regional ADA 108,938 149,191 100,865
FTA Trolley 186,199 225,225 215,410
FTA Buses 796,429 196,217 —
State Operating Grant — 225,000 —
SGR Grant 6,040 9,000 9,400
STA Grant 143,456 52,000 47,400
Gain/Loss Asset Disposal 32,237 — —
VCTC Stored Value Fares 13,666 20,000 15,000
Youth Free Fares Reimb 6,410 5,000 7,500
Bus Fares - College EZ Ride 30,209 20,000 32,000
Bus Fares - Trolley 14,039 13,500 16,600
Bus Fares-Regular 68,081 67,000 74,000
Bus Fares-Leisure Village 16,000 16,000 16,000
Bus Fares-CAT 7,645 7,000 7,000
Total Revenues $ 3,002,580 $ 2,825,976 $ 2,323,916
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
221
Actual
2023/24
Amended
Budget
2024/25
Adopted
Budget
2025/26Description
Expenses-Transit Operations
Salaries and Benefits $ 378,347 $ 375,909 $ 364,160
Operational Charges 3,031,213 3,697,749 3,271,100
Allocation/Depreciation 285,973 70,059 88,147
Capital Expenses 1,045,966 367,908 —
Contra to Capital Expenses (1,045,966) — —
Total Transit Operations $ 3,695,533 $ 4,511,625 $ 3,723,407 Expenses-Metrolink Station Maint
Operational Charges $ 126,548 $ 155,822 $ 163,700
Total Metrolink Station Maint 126,548 155,822 163,700 Total Transit Expenses $ 3,822,081 $ 4,667,447 $ 3,887,107 Transfers from Other Funds
TDA Article 8c Fund $ 1,623,031 $ 1,876,110 $ 1,610,000 Estimated Working
Capital Balance
June 30 $ 156,082 $ 190,721 $ 237,530
Full-Time Equivalent
Employees 1.85 1.65 1.55
TRANSIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
222
MISSION
To preserve, restore, operate, and maintain the 4.5-acre Camarillo Ranch, a nationally registered, historic landmark, with the City’s public and private sector partners, on a self-sustaining basis.
SERVICES
The City is contracted with Command Performance to provide wedding and special event management services for the Camarillo Ranch. Services include communications, marketing, catering, and equipment rental. The property can accommodate a range of events from a western theme in the barn to the most elegant affairs in the manicured gardens and period furnished interiors of the house. Weekend public tours and mid- week school tours are conducted by the Camarillo Ranch Foundation’s volunteer docents.
SERVICE LEVEL TRENDS
City staff maintains the property at a high level to maintain and enhance the century-old home as a venue for both Command Performance and Camarillo Ranch Foundation events and to provide the public historic buildings and grounds to enjoy.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Installed a new concrete pad for the catering area.
• Installed two new light poles.
• Installed new rain gutters and downspouts.
• Painted the exterior of the barn, offices and stables. • Repaired the house’s deck and railing.
• Negotiated a new agreement with Command Performance.
• Performed thermal imaging on main electrical switch gear and electrical panels.
GOALS AND OBJECTIVES FY 2026/27
• Maintain the property at a high level to enhance the venue for weddings and other events. • Replace four olive trees in office courtyard
• Reglaze house windows.
• Paint light poles and benches.
• Replace house kitchen entry flooring.
• Replace HVAC units in the barn and house
• Rehabilitate decomposed granite in auxiliary parking lot.
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
223
Revenues, Expenses and Transfers Fund No. 815
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 282,204 $ 366,603 $ 480,888
Revenues
Catering Fees $ 196,780 $ 261,000 $ 200,000
Ceremony Fees 12,500 — 12,500
Security Fees 21,585 25,000 11,500
Venue-Site Rental Fees 180,344 215,000 200,000
Interest Income 1,948 — 12,682
Net Adjustment Fair Value 704 — —
Total Revenues $ 413,861 $ 501,000 $ 436,682
Expenses
Salaries and Benefits $ 109,150 $ 138,668 $ 135,905
Operational Charges 285,949 526,191 252,000
Allocation/Depreciation 151,564 51,241 81,154
Capital Expenses 172,319 5,122 —
Construction — — —
Contra Account (172,319) — —
Total Expenses $ 546,663 $ 721,222 $ 469,059
Transfer from Other Funds
General Fund $ 308,353.71 $ 334,507 $ 32,377.00
Camarillo Ranch Facility Fund — — —
Total Other Financing Sources $ 308,354 $ 334,507 $ 32,377 Estimated Working
Capital Balance
June 30 $ 366,603 $ 480,888 $ 480,888
Full-Time Equivalent
Employees 0.65 0.70 0.70
CAMARILLO RANCH EVENTS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
224
MISSION
To deliver a dependable and sufficient supply of water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The Water Division is responsible for supplying water to approximately 14,230 service connections. In 2024, approximately 40% of our water was purchased from Calleguas Municipal Water District (CMWD) and was distributed into the system from eight turnouts located throughout the service area. The remaining 60% was pumped from City-owned wells. Four wells serve the City, including two that serve the desalter and two that serve water directly to the City’s water system. The two wells that are dedicated to serving brackish water to the desalter are near St. John’s Pleasant Valley Hospital in the eastern part of the City. Since the desalter began operations in January 2023, the City has been able to decrease dependency on imported water, and it is anticipated to continue to lower the use of imported water in the future. The two wells that serve water directly and are not processed through the desalter are located in the western portion of the City. One well is located on the north side of the 101 Freeway west of Las Posas Rd., and another well is located at Camarillo Airport. Pumped groundwater is treated with chloramines for disinfection. Water quality sampling and testing are performed for numerous parameters, taken at wells, reservoirs, and 50 sampling points throughout the water system. Test results are reported to the State Water Resources Control Board – Division of Drinking Water on a monthly, quarterly, and annual basis. The Water Division maintains an infrastructure of over 194 miles of pipelines and related apparatus. Water valves and hydrants are inspected periodically and maintained, so that they are in good condition. Meters at each of the service connections are read using a combination of Advanced Meter Infrastructure (AMI) and manual meter reads and accounts are billed monthly, with minor repairs being performed as necessary.
Customer service is always a very high priority with customers receiving prompt responses to their concerns, which may include water quality, reports of leaks, or pressure issues.
SERVICE LEVEL TRENDS
While the water infrastructure remains relatively new, ongoing maintenance efforts will continue to ensure system reliability and long-term stability. An AMI project is in progress and will replace all water meters with radio read meters over the next couple of years. In the summer of 2023, the Water Shortage Emergency Condition was repealed with the possibility of future restrictions. Stage 1 Water Supply Condition was enacted in Fiscal Year 2023-2024. Conservation measures will continue to be a priority, with programs and operational activities focused on managing overall water demand to support sustainable use of local groundwater and imported supplies, and to meet evolving State environmental and regulatory requirements under the Making Conservation of a Way of Life framework. Administration will continue to manage available resources utilizing work management systems and Geographic Information Systems (GIS).
MAJOR ACCOMPLISHMENTS FY 2025/26
• Offered rebates on high-efficiency washing machines and toilets, smart irrigation controllers, and high-efficiency sprinkler nozzles.
• Replaced approximately 10,000 meters with AMI smart meters.
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
225
• Completed third full year of distribution of water from the North Pleasant Valley Groundwater Desalter Project (NPV Desalter) which is capable of delivering approximately 3,800 acre feet of water per year.
• Purchased a mobile standby generator at Beardsley Pump Station for continued water production in emergencies during power outages.
• Completed the lead and copper sampling in compliance with Environmental Protection Agency (EPA) requirements.
GOALS AND OBJECTIVES FY 2026/27
• Continue the demand response program to help lower peak electric demands when required. • Continue to replace cathodic protection anodes where needed, due to corrosive soil. • Continue the education and outreach program focused on the importance of water conservation. • Continue assisting customers with accessing rebates on high-efficiency washing machines, toilets, smart irrigation controllers and high-efficiency sprinkler nozzles through our regional partners. • Begin updating the City Water Standards.
• Continue implementation of the City’s Water Demand Offset Program. • Continue a multi-year Advanced Metering Infrastructure (AMI) meter replacement project.
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of water conservation non
compliance reports achieving voluntary
compliance without penalty through education
and outreach 100.0% 100.0% 100.0% 100.0%
Benchmark: 100.0%
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Percentage of minor leaks in distribution
system to be corrected within 72 hours after
discovery service line water leaks repaired
within 24 hours 100.0% 100.0% 100.0% 100.0%
Benchmark: 100.0%
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
226
Estimated Working
Capital July 1 $ 4,928,604 $ 2,503,887 $ (1,131,427)
Revenues
Charges for Services
Special Project Charges $ 26,999 $ 4,000 $ 8,000
Refuse Billing 159,302 14,000 —
Other Operating 5,269 2,000 2,000
Water Sales 12,216,835 13,349,923 17,168,909
Tags/Shut-offs 48,224 90,000 50,000
Base Rate Charge 5,207,971 6,621,654 7,813,552
Meter Installation 33,735 50,000 20,000
Irrigation Water 294,081 50,000 300,000
Cross Connection Fee 27,343 26,000 27,000
New Service Fee 12,336 22,045 12,000
Subtotal $ 18,032,095 $ 20,229,622 $ 25,401,461
Fines/Assessments
Late Payment Penalty $ 125,456 $ 120,000 $ 165,000
Cross Connection Late Fee 140 200 300
Subtotal $ 125,596 $ 120,200 $ 165,300
Investments/Contributions
Interest Income $ 136,431 $ 87,547 $ 39,460
Net Adjustment Fair Value 47,187 — —
Airport Wtr Base Charge 7,524 5,000 38,626
Airport Wtr Commodity Chg 52,471 51,000 60,180
Subtotal $ 243,613 $ 143,547 $ 138,266
Other Revenues
Rebates & Refunds $ — $ 76,000 $ 6,000
Rental Income 33,989 34,818 40,000
LRP/MET Incentive Revenue 1,306,880 749,200 681,000
Other Non-operating — 3,000 50,000
Subtotal $ 1,340,869 $ 863,018 $ 777,000
Total Revenues $ 19,742,173 $ 21,356,387 $ 26,482,027
Revenues, Expenses and Transfers Fund No. 860
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
227
Expenses-Customer Services
Salaries and Benefits $ 363,599 $ 305,278 $ 369,534
Operational Charges 123,678 273,331 145,100
Allocations 106,008 90,792 117,168
Customer Services Total $ 593,285 $ 669,401 $ 631,802
Expenses-General & Administration
Salaries and Benefits $ 2,711,299 $ 3,196,447 $ 3,261,901 Operational Charges 922,475 2,477,245 2,026,700
Allocations 1,051,438 1,112,450 1,739,110
Administrative Total $ 4,685,212 $ 6,786,142 $ 7,027,711 Expenses-Water Resource Management
Salaries and Benefits $ 80,962 $ 80,682 $ 97,660
Operational Charges 12,226 64,500 47,700
Allocations — 10,912 15,176
Water Resource
Management Total $ 93,188 $ 156,094 $ 160,536
Expenses-Meter Readers
Salaries and Benefits $ 653,681 $ 618,083 $ 711,965
Operational Charges 154,513 228,712 110,000
Allocations 906,291 601,937 688,581
Meter Readers Total $ 1,714,485 $ 1,448,732 $ 1,510,546 Expenses-Water - Source
Salaries and Benefits $ 308,665 $ 313,549 $ 323,447
Operational Charges 6,955,495 5,600,752 6,322,211
Allocations 18,324 48,326 67,209
Water - Source Total $ 7,282,484 $ 5,962,627 $ 6,712,867 Expenses-Pumping
Salaries and Benefits $ 324,426 $ 330,085 $ 341,503
Operational Charges 431,347 623,380 544,600
Allocations 93,670 128,680 111,948
Pumping Total $ 849,443 $ 1,082,145 $ 998,051
Expenses and Transfers Fund No. 860
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
228
Expenses-Treatment
Salaries and Benefits $ 275,393 $ 282,081 $ 280,309
Operational Charges 45,147 98,450 81,200
Allocations 19,188 42,091 58,537
Treatment Total $ 339,728 $ 422,622 $ 420,046
Expenses-Transmission & Distribution
Salaries and Benefits $ 1,020,883 $ 1,144,393 $ 1,248,192 Operational Charges 209,983 308,720 285,100
Allocations 359,939 478,629 343,720
Trans. & Distrib. Total $ 1,590,805 $ 1,931,742 $ 1,877,012 Expenses - Desalter Operations
Salaries and Benefits $ 133,430 $ 204,994 $ 181,038
Operational Charges 4,756,015 6,303,333 4,924,397
Allocations 10,680 23,869 33,487
Desalter Operations Total $ 4,900,125 $ 6,532,196 $ 5,138,922 Capital Purchases $ — $ — $ 100,000
Depreciation 3,673,972 — —
Contra to Fixed Asset Cap. (3,158,809) — —
Total Expenses $ 22,563,918 $ 24,991,701 $ 24,577,493
Estimated Working
Capital Balance
June 30 $ 2,503,887 $ (1,131,427) $ 773,107
Full-Time Equivalent
Employees 30.38 30.11 30.06
Expenses and Transfers Fund No. 860
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
WATER UTILITY FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
229
MISSION
To deliver a dependable and sufficient supply of recycled water to meet the present and future needs of customers through cost-effective management and maintenance of infrastructure, while addressing environmental and regulatory issues.
SERVICES
The infrastructure for recycled water is managed and operated by the Water Division. Recycled water is available to landscape and agricultural customers located in the southeast portion of the City’s Water Division service area. The recycled water system is separate from the potable water system, with separate infrastructure facilities. The recycled water distribution system consists of seven miles of pipelines and related apparatus. The recycled water system provides a reliable supply that meets the State of California Water Resources Control Board – Division of Drinking Water – Title 22 recycled water standards. The tertiary-treated wastewater, or recycled water, is produced by the Camarillo Sanitary District’s Water Reclamation Plant.
In 2025, recycled water deliveries to City recycled water customers totaled 3,163 acre-feet with 1,597 acre-feet delivered to Mary Smith Ranch properties located near the Water Reclamation Plant, 1,305 acre-feet delivered to Camrosa Water District for agriculture use, 96 acre-feet delivered to Pleasant Valley Recreation & Park District, 43 acre-feet delivered to Village at the Park, and 122 acre-feet were distributed to local farms, the YMCA and City landscape irrigation and street sweeping services. Water quality samples, for numerous parameters, are taken at the end of the treatment process, throughout the recycled water distribution system and at shallow groundwater wells. Test results are reported to the State of California Water Resources Control Board – Division of Drinking Water, and the California Regional Water Quality Control Board, on a monthly, quarterly, and annual basis.
Meters at each of the service connections are read and billed monthly, with minor repairs performed as necessary. Meters are anticipated to be replaced with Advanced Metering Infrastructure (AMI) meters within the next two years upon completion of the AMI project.
Customer service is always a very high priority with customers receiving immediate response to their concerns, which may include water quantity, quality, reports of leaks, or pressure issues.
SERVICE LEVEL TRENDS
General system maintenance needs are anticipated to remain stable, with maintenance needs increasing as the system ages. Timely responses to requests for service from customers remains a high priority.
Administration will continue to manage available resources utilizing work management and Geographic Information Systems (GIS).
MAJOR ACCOMPLISHMENTS FY 2025/26
• Recycled water customers were trained on recycled water system and cross-connection management.
GOALS AND OBJECTIVES FY 2026/27
• Replace 12-inch recycled water master meter.
• Continue to deliver recycled water supply to meet the customer’s demand.
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
230
Revenues, Expenses and Transfers Fund No. 861
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 2,522,196 $ 2,939,288 $ 3,163,504
Revenues
Stormwater Division Study $ 165,961 $ — $ —
Base Rate Charge 40,089 32,000 58,565
Irrigation Water 599,383 600,000 600,000
Interest Income 101,385 90,973 113,703
Net Adjustment Fair Value 36,635 — —
Capital Fee Surcharge 1,259 95,000 —
Total Revenues $ 944,712 $ 817,973 $ 772,268
Expenses-Distribution
Salaries and Benefits $ 318,753 $ 349,653 $ 373,427
Operational Charges 173,278 191,516 78,250
Allocations 25,404 52,588 74,651
Distribution Total $ 517,435 $ 593,757 $ 526,328
Total Expenses $ 517,435 $ 593,757 $ 526,328
Estimated Working
Capital Balance
June 30 $ 2,939,288 $ 3,163,504 $ 3,409,444
Full-Time Equivalent
Employees 1.60 1.60 1.60
RECLAIMED WATER FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
231
MISSION
Program to facilitate “water will serve” letters for new development with project entitlements granted by the City of Camarillo prior to 2013, helping the City to meet water demand reduction mandates from the State.
SERVICES
Funds collected from qualified new development projects are used to offset water use from existing water customers through a City managed program.
SERVICE LEVEL TRENDS
Implemented in FY 2015/16 with continued implementation through FY 2026/27.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Since late 2016, over 2,355 toilets of both residential and commercial customers have been replaced with ultra-low water use toilets. In 2025, water savings from those retrofits since implementation was approximately 100.45 acre-feet or 32.75 million gallons. • In 2025 water savings from clothes washer rebates and hot water re-circulating pumps since implementation was approximately 4.17 acre-feet or 1.36 million gallons for the year. • Since late 2017, the Camarillo Landscape Efficiency Retrofit (CLEAR) program has been in place.
City water customers are offered the opportunity to retrofit landscape devices (irrigation timers, sprinkler nozzles, irrigation systems) with water-efficient devices. Since CLEAR has been in place, 536 irrigation controllers, 22,573 nozzles, and 40,053 feet of drip irrigation pipe have been retrofitted GOALS AND OBJECTIVES FY 2026/27
• Continue to offer City water customers access to residential and commercial water use surveys through regional partners to support efficient water use. • Continue to support the water conservation program by assisting customers in accessing rebate programs for high efficiency replacements of toilets, washing machines, and urinals as well as the turf replacement rebate program in coordination with Calleguas Municipal Water District and Metropolitan Water District.
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
232
Revenues, Expenses and Transfers Fund No. 862
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 1,052,982 $ 1,040,147 $ 458,224
Revenues
Interest Income $ 39,939 $ 34,247 $ 37,623
Net Adjustment Fair Value 14,432 — —
Total Revenues $ 54,371 $ 34,247 $ 37,623
Expenses
Operational Charges $ 67,205 $ 616,170 $ 65,000
Total Expenses $ 67,205 $ 616,170 $ 65,000
Estimated Working
Capital Balance
June 30 $ 1,040,147 $ 458,224 $ 430,847
WATER CONSERVATION CREDIT FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
233
Revenues, Expenses and Transfers Fund No. 863
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 7,751,611 $ 5,167,984 $ (4,484,339)
Revenues
Grants & Subventions
Interest Income 269,359 233,206 70,370
Net Adjustment Fair Value 97,331 — —
Other Revenues 202,045 226,170 50,000
Total Revenues $ 575,182 $ 459,376 $ 120,370
Expenses
Capital Projects $ 641,501 $ 7,950,372 $ 1,422,961
Capital Projects-Water AB1600 2,517,308 2,161,327 500,000 Total Expenses $ 3,158,809 $ 10,111,699 $ 1,922,961
Transfers (to) Other Funds
Water Debt Service Fund $ — $ — $ —
Net Transfers (to)/from
Other Funds $ — $ — $ —
Estimated Working
Capital Balance
June 30 $ 5,167,984 $ (4,484,339) $ (6,286,930)
WATER CAPITAL PROJECTS FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
234
Revenues, Expenses and Transfers Fund No. 864
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 186,888 $ 193,378 $ 192,898
Revenues
Net Adjustment Fair Value $ 2,501 $ — $ —
Interest Income $ 7,258 $ — $ 6,813
Total Revenues $ 9,759 $ — $ 6,813
Expenses
Administrative $ 3,270 $ 480 $ 5,000
Interest Expense — — —
Principal Payment — — —
Contra-Bond Principal Payments — — —
Total Expenses $ 3,270 $ 480 $ 5,000
Transfer from Other Funds
Water Capital Projects Fund — — —
Net Transfers (to)/from
Other Funds $ — $ — $ —
Estimated Working
Capital Balance
June 30 $ 193,378 $ 192,898 $ 194,711
WATER DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
235
MISSION
To protect the environment, public health and safety in a cost-effective manner, through the collection and treatment of domestic, commercial, and industrial wastewater, while ensuring full compliance with federal and state regulations.
SERVICES
Camarillo Sanitary District (District) activities are divided into three distinct areas:
Pretreatment – Source Control Program
• Program that manages sources of pollution that could affect treatment plant effectiveness. • Issue Fats, Oils & Grease (FOG) permits to restaurants. • Inspects industrial users for compliance with Camarillo Sanitary District Operations Code and Industrial Waste Supplement
Collection System and Wastewater Pumping Stations
• Operation and maintenance of the collection system and pumping stations. These activities include preventive maintenance, video inspection and cleaning of sewer lines, performing repairs, monitoring pump stations by using the Supervisory Control and Data Acquisition (SCADA) system, record keeping, and calibration of equipment.
Wastewater Treatment
• Operation of a treatment facility that receives, treats, and disinfects approximately 3.5 million gallons of wastewater each day to tertiary-treated levels. Activities include laboratory analysis, equipment maintenance and repairs, biosolids management, and providing reclaimed water to landscaping and agricultural lands.
SERVICE LEVEL TRENDS
Additional service connections from development projects continue with more anticipated during fiscal year 2026-2027 resulting in continued challenges to regulate more industries, maintain a larger collection system, minimize costs for treatment, and discover alternative means of utilizing increased biosolids tonnage and reclaimed water in beneficial ways.
MAJOR ACCOMPLISHMENTS FY 2025/26
• Pretreatment:
• Implemented a District-wide inspection of all commercial and industrial wastewater dischargers.
• Annual sampling of industrial dischargers regulated under USEPA pretreatment requirements.
• Completed State mandated Pretreatment compliance inspection. • Completed 243 FOG Inspections from January 1, 2025, to December 31, 2025. • Collection:
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
236
• Cleaned 82 miles and video inspected 63 miles of gravity sewer pipelines from January 1, 2025, to December 31, 2025. A new more detailed video inspection system has been implemented which provides more pipeline data.
• Performed cleaning of wet wells at all Pump Stations. • Wastewater Treatment:
• Optimized denitrification process through chemical addition. • Continued to provide recycled water to agricultural and landscaped areas. • Installed a new boiler at the Wastewater Treatment Plant GOALS AND OBJECTIVES FY 2026/27
Pretreatment:
• Annual District-wide inspection of all commercial and industrial wastewater dischargers. • Annual sampling of industrial dischargers regulated under USEPA pretreatment permits. • Respond to incidents of sewer overflows and unpermitted discharges to District collection system.
• Perform pretreatment inspections to identify unpermitted businesses.
Collection:
• Clean and video inspect 60 miles of the collection system. • Complete repairs to the collection system through manhole rehabilitation project. • Perform inspection on sanitary sewer manholes.
Wastewater Pumping Stations:
• Install new generators at Pump Stations 3, 5 and 6.
Wastewater Treatment:
• Continue to maintain sanitary assets.
• Maintain compliance with all regulatory requirements.
Water Reclamation:
• Begin work with Owners Adviser on the Water Reclamation Plant Upgrades Project.
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
237
PERFORMANCE MEASURES
City Council Goal:
It is the goal of the City Council to provide a safe and enriched environment where people can live, work, and play
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Feet of sewer main line cleaned 411,981 438,214 448,000 450,000 Benchmark: to clean 100% of the sewer main line ever 3-5 years (approx. 800,000 feet of total sewer line)
Measure
FY 2023/24
Actual
FY 2024/25
Actual
FY 2025/26
Est. Actual
FY 2026/27
Target
Number of resident complaints investigated 6 3 10 10
Percentage of investigations conducted within
1 hours of complaint 100.0% 100.0% 100.0% 100.0%
Benchmark: 100.0% of complaints investigated within 1 hour
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
238
Revenues & Expenses Fund No. 871
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 37,631,725 $ 43,921,783 $ 45,151,209
Revenues
Prop 68 2168
Charges for Services
FOG Application Fees $ 1,800 $ 1,000 $ 2,500
Refuse Bill. & Penalty 159,302 14,000 —
Other Operating 200 200 200
Base Rate Charge 1,544,403 1,488,972 1,727,208
Reclaimed Water Sales 8,631 10,000 10,000
Sewer Reg. Rate Charge 17,561,045 19,293,669 22,380,656 Connection Permits 6,576 15,000 8,000
Late Payment Penalty 134,349 111,600 170,000
Interest Income 1,496,905 1,314,515 1,706,875
Net Adjust. Fair Value 538,762 — —
Rental Income 85,607 85,920 104,215
Other Non-operating 15 8,950 3,000
Total Revenues $ 21,536,779 $ 22,343,826 $ 26,112,654
Actual 2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Expenses-Customer Service
Salaries and Benefits $ 351,814 $ 305,278 $ 326,941
Operational Charges 129,821 275,337 145,100
Allocations 106,656 91,144 117,503
Customer Service Total $ 588,291 $ 671,759 $ 589,544
Expenses-General & Administration
Salaries and Benefits $ 3,761,500 $ 3,675,884 $ 3,895,047 Operational Charges 886,954 2,908,535 773,000
Allocations 1,779,120 1,751,406 2,281,463
General & Admin. Total $ 6,427,574 $ 8,335,825 $ 6,949,510 Expenses-Pumping Station
Salaries and Benefits $ 385,060 $ 461,811 $ 466,408
Operational Charges 292,802 391,600 378,500
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
239
Allocations 129,192 238,142 145,512
Pumping Station Total $ 807,054 $ 1,091,553 $ 990,420
Expenses-Collection System
Salaries and Benefits $ 1,007,277 $ 1,056,720 $ 1,099,790 Operational Charges 584,907 924,020 687,250
Allocations 742,250 961,114 367,062
Collection System Total $ 2,334,434 $ 2,941,854 $ 2,154,102 Expenses-Reclamation Plant
Salaries and Benefits $ 2,683,240 $ 3,118,978 $ 3,218,190 Operational Charges 2,182,542 2,939,423 3,209,700
Allocations 263,180 617,330 657,722
Reclamation Plant Total $ 5,128,962 $ 6,675,731 $ 7,085,612 Depreciation/Amortization
Capital Purchases $ 550,962 $ 1,397,678 $ 255,000
Depreciation 2,652,603 — —
Contra to Fixed Asset Cap. (550,962) — —
Total Expenses $ 17,938,918 $ 21,114,400 $ 18,024,188
Transfer (from) Other Funds
Wastewater Treatment JPA $ 14,031 $ — $ —
Net Transfers (to)/from
Other Funds $ 14,031 $ — $ —
Estimated Working
Capital Balance
June 30 $ 43,921,783 $ 45,151,209 $ 53,239,675
Full-Time Equivalent
Employees 41.67 40.04 38.89
SANITARY DISTRICT - OPERATING FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
240
Revenues and Expenses Fund No. 872
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 628,299 $ 1,206,308 $ 2,546,858
Revenues
Taxes
Current Year Secured $ 1,586,450 $ 1,611,405 $ 1,667,965 Prior Year Secured 16,320 10,000 17,486
Current Yr Unsecured 38,878 22,620 41,655
Prior Year Unsecured 1,725 1,120 1,848
Supplemental 38,501 21,495 41,251
Homeowners Exemption 9,134 9,000 9,786
AB1484 Residual 115,872 100,000 124,149
Late Payment Penalty 4,414 2,990 —
Interest Income 88,131 77,231 110,514
Net Adjustment Fair Value 26,443 — —
Total Revenues $ 1,925,868 $ 1,855,861 $ 2,014,654
Expenses
Administrative $ 4,005 $ 3,335 $ 5,000
Investment Management — 1,550 —
Interest Expense-Bonds 463,852 510,426 379,994
Bond Premium Amortization (54,539) — —
Principal Payment-Bonds 840,000 — 925,000
Bond Deferred Loss Amortization 33,523 — —
Contra-Bond Prin. Payments (840,000) — —
CSD Debt Service Total $ 446,841 $ 515,311 $ 1,309,994
Estimated Working
Capital Balance
June 30 $ 1,206,308 $ 2,546,858 $ 3,251,518
CAMARILLO SANITARY DISTRICT - DEBT SERVICE FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
241
Revenues and Expenses Fund No. 873
Actual
2024/25
Amended
Budget
2025/26
Proposed
Budget
2026/27Description
Estimated Working
Capital July 1 $ 28,022,065 $ 23,758,410 $ 15,391,809
Revenues
Interest Income $ 1,033,304 $ 852,145 $ 800,944
Net Adjustment Fair Value 373,379 — —
Capital Improvement Fees 430,079 193,871 64,439
Total Revenues $ 1,836,762 $ 1,046,016 $ 865,383
Expenditures
Capital Purchases $ — $ — $ —
Capital Projects 3,244,106 8,561,852 5,400,000
Capital Projects AB1600 2,305,351 850,765 1,000,000
Contra to Fixed Asset Capital (5,549,456) — —
CSD Cap. Projects Total $ — $ 9,412,617 $ 6,400,000
Estimated Working
Capital Balance
June 30 $ 23,758,410 $ 15,391,809 $ 9,857,192
CAMARILLO SANITARY DISTRICT - CIP FUND
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
242
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
243
CAPITAL IMPROVEMENT PLAN BUDGET OVERVIEW
The Five-Year Capital Improvement Program (CIP) for FY 2025-2030 includes planned capital improvement projects for a five-year period in the categories of transportation, water, sanitary, storm drainage, and buildings and grounds. The CIP includes 83 projects totaling over $299 Million over the five-year period. The fiscal year 2025/26 Adopted Budget includes expenditures and funding for year one of the Five-Year CIP for a total of $29.7 million.
Incorporated into the FY 2025/26 budget, is the implementation of a comprehensive project prioritization model - a first-of-its-kind initiative for the City. This effort is to ensure that resources are allocated strategically, aligning projects with City Council Strategic Plan-Goals and Objectives. This effort will enhance transparency, foster collaboration between City Council and staff, and provide clear direction for budget development. This structured approach improves fiscal discipline, supports informed decision-making, and increases public trust in how priorities are set.
Projects in the Five-ear CIP are prioritized with consideration given to factors such as legal compliance, health and safety, asset condition and level's of service, equitable community investment, sustainability and resiliency, funding availability, quality of life, return on investment and project readiness. The first year of the CIP is the basis of the Capital Improvement Program Budget for Fiscal Year 2025/26. Routine operations and maintenance costs are included in the City’s budget.
Projects are included in the CIP when, taken as a whole, the projects build, add to, improve or extend the useful life of a capital asset owned or paid for by the City, and are of a significant dollar value. CIP projects typically have a total cost above $100,000 and are not routine maintenance items.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
244
CAPITAL IMPROVEMENT PROGRAM BUDGET
The Fiscal Year 2026/27 budget includes capital improvement projects which reflect a strategic approach to infrastructure investment, prioritizing both the rehabilitation of aging assets and the development of new infrastructure to support the City's evolving needs. In alignment with the City's project prioritization model, only those project costs scheduled for in FY 2026/27 are budgeted at 100% funding.
The City maintains a separate Capital Improvement Projects Fund for general capital projects that are funded from discretionary sources such as capital fees collected from developers, state and federal grants, and transfers from the General Fund and the transportation funds.
Additionally, the City also maintains separate Water and Sanitary Funds specifically for capital improvement projects related tot hose utilities.
Impact of Capital Projects on Operating Budgets
w Annualized maintenance of the Pleasant Valley Road Bike lanes is estimated at $8,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
245
Water Utility Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Water Fund utilizes fund balance accumulated for capital projects.
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2026/27.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
246
Sanitary District Funding sources include:
• AB1600 Capital Fees provides funding to defray all or a portion of the cost of public facilities related to a development project.
• Sanitary Fund utilizes fund balance accumulated for capital projects.
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2026/27.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
247
Impact of Capital Projects on Operating Budgets
No operational impacts anticipated for Fiscal Year 2026/27.
Impact of Capital Projects on Operating Budgets
Annualized ongoing maintenance of the Dizdar Park is estimated at $82,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
248
Impact of Capital Projects on Operating Budgets
Annualized ongoing maintenance of the Enterprise Asset Management System Implementation is estimated at $250,000 per year.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
249
CAPITAL IMPROVEMENT PROGRAM FINANCING
DEBT OBLIGATIONS
The CIP Budget includes appropriations for the servicing of the debt obligations for the City. This discussion does not include proposed or existing bonds or notes whose repayments are not the obligation of the City, such as the 1915 Act Bonds & Notes, Mello-Roos Bonds, and Camarillo Community Development Commission Bonds, nor does it include bonds where the City serves only as a conduit for financing such improvements for housing or industrial development. The obligations included in the budget represent the annual installment payments of principal and interest to be paid on City promissory notes or bond obligations existing at July 1, 2024.
The City of Camarillo has very little debt. The following descriptions include current outstanding debt:
2012 PFA Library Lease Revenue Bonds - AA+
Purpose: Provide funds to refund the Authority’s Lease Revenue Bonds, 2003 Series A (Library Project, which financed a portion of the costs associated with the library renovation project and the cost of issuance expenses on the bonds).
$7,630,000 issued April, 2012
Principal Outstanding 7/1/26: $3,330,000 Maturity Date: 2033 Interest Rate: 1.00% - 4.25% Funding Sources: General Fund 2003 Library Bonds were defeased in order to issue 2012 PFA Library Lease Revenue Bonds.
Camarillo Sanitary District Wastewater Revenue Refunding Bonds, Series 2015 - AA+ Purpose: Finance certain improvements to the District’s Wastewater Enterprise $18,900,000 issued August 2015
Principal Outstanding 7/1/26: $10,880,000 Maturity Date: 2036 Interest Rate: 2% - 5% Funding Sources: CSD ratepayers
2005 CSD Wastewater Revenue Bonds were defeased in order to issue the Series 2015 Bonds.
CAPITAL IMPROVEMENT PLAN
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
250
DEBT LIMIT
Legal debt limits in California apply to general obligation debt. General obligation debt is issued to fund the construction or acquisition of improvements to real property and/or public infrastructure that benefit the public at large. Examples of projects include libraries, parks, overpasses and public safety facilities.
All general obligation debt will be authorized by the required 2/3 majority voters
Legal Debt Margin Calculation for Fiscal Year 2025/26
Assessed valuations:
Net assessed value $ 17,611,778
Add back: exempt real property 577,565
Gross assessed value 18,189,343
Debt limitation - 15% of total assessed value $ 2,728,401 Less debt applicable to limitation
Legal debt margin 2,728,401
The governing body of the City will decide whether a debt limit should be imposed on issuing other types of debt. Given the limited debt that the City has had to issue, and because of the restrictive fiscal policies in place, we have not adopted a formal debt limit on any other type of debt except land-secured financing.
DEBT POLICY
The City has formally adopted a policy governing when it will issue land-secured financing (see appendices for complete policy). Typically, the debt instrument for Camarillo is governed by the source of funds that will be used to repay the debt. In the enterprise funds, debt is incurred for capital improvements that benefit either the existing customers or future customers. The policy is that the funding sources for the repayment of such debt are distributed to the existing and future customers based on benefit. Existing customers will see that a portion of the debt repayment is included in their utility rate.
Future customers will see an element of the Capital Connection Fee is related to the debt for the expansion of the utility infrastructure to support the growth.
Debt that is to be paid from the General Fund is only issued when an analysis shows that the repayment of the debt does not jeopardize the reserve policy, and that it can be repaid using ongoing revenues. The City’s current debt obligations from the General Fund require an annual contribution of less than 1.5% of the General Fund revenue.
DEBT MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
251
DEBT MANAGEMENT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
252
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2023/24 2024/25 2025/26 2026/27 POPULATION 69,868 69,964 70,739 70,739
REVENUES
Taxes 43,592,576 42,829,416 43,348,297 47,078,345
Grants & Subventions 1,157,542 1,180,874 619,523 565,500 Franchises 3,084,741 2,978,568 3,155,948 2,004,878
Charges for Services 3,216,461 2,945,355 2,400,449 2,317,338 Assessments & Fines 646,436 665,418 623,670 624,000 Licenses & Permits 1,226,454 2,160,314 2,324,340 1,965,672 Investment Income 3,741,119 4,473,715 4,533,041 3,980,000 Miscellaneous 2,455,007 1,875,988 1,033,834 1,009,739 Internal Charges — — — —
Total Revenue $ 59,120,336 $ 59,109,648 $ 58,039,102 $ 59,545,472
REVENUE PER CAPITA
Taxes 623.93 612.16 612.79 665.52
Grants & Subventions 16.57 16.88 8.76 7.99
Franchises 44.15 42.57 44.61 28.34
Charges for Services 46.04 42.10 33.93 32.76
Assessments & Fines 9.25 9.51 8.82 8.82
Licenses & Permits 17.55 30.88 32.86 27.79
Investment Income 53.55 63.94 64.08 56.26
Miscellaneous 35.14 26.81 14.61 14.27
Total Per Capita $ 846.18 $ 844.85 $ 820.46 $ 841.75
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
253
TOTAL REVENUES
Miscellaneous
Assessments & Fines
Licenses & Permits
Investment Income
Franchises
Contributions & Developer Fees
Charges for Services
Grants & Subventions
Taxes
Internal Charges
2018 2019 2020 2021 2022 2023 2024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
254
Financial Trend Information
General Governmental Revenues by Source
FISCAL YEAR ENDED JUNE 30 2023/24 2024/25 2025/26 2026/27 POPULATION 69,868 69,964 70,739 70,739
REVENUES
Taxes 43,592,575 42,829,417 43,348,297 47,078,345
Grants & Subventions 1,157,542 1,180,874 619,523 565,500 Franchises 3,084,742 2,978,569 3,155,948 2,004,878
Charges for Services 3,216,460 2,945,356 2,400,449 2,317,338 Contributions & Developer Fees 93,055 69,266 83,041 80,000 Assessments & Fines 646,435 665,418 623,670 624,000 Licenses & Permits 1,226,454 2,160,314 2,324,340 1,965,672 Investment Income 3,648,064 6,046,399 4,450,000 3,900,000 Miscellaneous 476,078 132,279 143,773 109,500
Internal Charges 1,978,927 1,743,708 890,061 900,239 Total Revenue $ 59,120,332 $ 60,751,600 $ 58,039,102 $ 59,545,472
REVENUE PER CAPITA
Taxes 623.93 612.16 612.79 665.52
Grants & Subventions 16.57 16.88 8.76 7.99
Franchises 44.15 42.57 44.61 28.34
Charges for Services 46.04 42.10 33.93 32.76
Contributions & Developer Fees 1.33 0.99 1.17 1.13
Assessments & Fines 9.25 9.51 8.82 8.82
Licenses & Permits 17.55 30.88 32.86 27.79
Investment Income 52.21 86.42 62.91 55.13
Miscellaneous 6.81 1.89 2.03 1.55
Internal Charges 28.32 24.92 12.58 12.73
Total Per Capita $ 846.16 $ 868.32 $ 820.46 $ 841.76
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
255
Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2023/24 2024/25 2025/26 2026/27 POPULATION 69,880 69,964 70,739 70,171
EXPENDITURES
General Government 9,084,735 10,842,856 15,952,345 14,693,159 Public Safety 21,400,164 23,188,182 26,106,414 26,573,139 Highways & Streets 8,214,622 9,309,894 10,614,736 10,468,009 Community & Cultural Services 3,332,882 4,209,551 4,651,785 4,635,747 Capital Outlay 758,026 689,599 1,095,840 1,462,830
Debt Service 3,601,906 3,914,105 4,210,547 4,389,049 Total Expenditures $ 46,392,335 $ 52,154,187 $ 62,631,667 $ 62,221,933
EXPENDITURES PER CAPITA
General Government 130.00 154.98 225.51 209.39
Public Safety 306.24 331.43 369.05 378.69
Highways & Streets 117.55 133.07 150.05 149.18
Community & Cultural Services 47.69 60.17 65.76 66.06 Capital Outlay 10.85 9.86 15.49 20.85
Debt Service 51.54 55.94 59.52 62.55
Total Per Capita $ 670.87 $ 745.45 $ 885.38 $ 886.72
TOTAL EXPENDITURES
General Government
Public Safety
Highways & Streets
Community & Cultural Services
Capital Outlay
Debt Service
2018 2019 2020 2021 2022 20232024 2025
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
256
Financial Trend Information
General Governmental Expenditures by Function
FISCAL YEAR ENDED JUNE 30 2023/24 2024/25 2025/26 2026/27 POPULATION 70,171 70,741 69,467 70,739
EXPENDITURES
General Government 9,084,735 13,020,677 18,198,633 16,437,901 Public Safety 21,400,164 23,154,147 26,106,414 26,573,139 Highways & Streets 8,214,622 9,781,365 11,234,715 11,172,982 Community & Cultural Services 4,359,932 5,868,721 6,861,727 7,997,911 Capital Outlay 3,332,882 329,277 230,178 40,000
Debt Service
Total Expenditures $ 46,392,335 $ 52,154,187 $ 62,631,667 $ 62,221,933
EXPENDITURES PER CAPITA
General Government 129.47 184.06 261.98 232.37
Public Safety 304.97 327.31 375.81 375.65
Highways & Streets 117.07 138.27 161.73 157.95
Community & Cultural Services 62.13 82.96 98.78 113.06 Capital Outlay 47.50 4.65 3.31 0.57
Debt Service — — — —
Total Per Capita $ 661.14 $ 737.25 $ 901.61 $ 879.60
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
257
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Fiscal Year 2026/27 Budget
258
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Fiscal Year 2026/27 Budget
301
History
The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution (informally known as Proposition 4, or the “Gann Initiative”), which restricts the total amount of appropriations allowed in any given fiscal year from the “proceeds of taxes”; In 1980, the State Legislature added Section 9710 to the Government Code which required the governing body of each local jurisdiction to establish, by resolution, an appropriations limit for the following year. The appropriations limit for any fiscal year was equal to the previous year’s limit, adjusted for population changes, and the change in the U.S. Consumer Price Index (or California per Capita Personal Income, if smaller). The necessary statistical information is provided each year by the California Department of Finance.
In June 1990, the voters modified the original Article XIII-B (Proposition 4) with the passage of Proposition 111 and its implementing legislation (California Senate Bill 88). Beginning with the 1990-91 appropriations limit, a City may choose annual adjustment factors. The adjustment factors include the growth in the California Per Capita Income or the growth in the non-residential assessed valuation due to construction within the City, and the population growth within the County or the City. Under Proposition 4, if a city ends the fiscal year having more proceeds of taxes than the limit allows, it must return the excess to the taxpayers within two years (either by reducing taxes levied or fees charged).
Calculation of Limitation
Appropriations Limit for FY 2025/26 $ 148,945,358
Adjustment Factors: % Ratio
Population Factor (City) 0.997
Economic Factor 1.0495
Population Ratio * Economic Ratio 1.0463
Appropriations Limit for FY 2026/27 $ 155,841,529
Camarillo and the Future
The following table provides an analysis of the City of Camarillo’s appropriations limit. Historically, the City has remained well below its appropriations limit. For the 2026/27 fiscal year, there is a significant gap of $82,603,566 between the appropriations limit and the total General Fund appropriations. With such a sizable margin, the provisions related to the return of taxes clearly do not, and will not, apply to Camarillo any time in the near future.
Fiscal Year
Appropriations
Limit
Total General Fund
Appropriations
2016/2017 88,049,945 28,353,207
2017/2018 92,971,937 34,960,040
2018/2019 99,470,675 37,629,074
2019/2020 106,304,310 37,386,962
2020/2021 114,181,459 37,676,763
2021/2022 121,317,801 40,960,938
2022/2023 129,433,961 56,239,090
2023/2024 135,426,754 64,524,037
2024/2025 139,841,666 62,513,581
2025/2026 148,945,358 63,367,825
2026/2027 155,841,529 66,341,792
APPROPRIATIONS LIMIT
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
302
The City of Camarillo’s Basis of Budgeting is the same as the Basis of Accounting in accordance with Generally Accepted Accounting Principles (GAAP), which is described in the following two paragraphs.
The budgets of governmental funds (General Fund, Special Revenue Funds, Debt Service Fund and Capital Projects Funds) are prepared on a modified accrual basis where revenues are recognized when they become measurable and available, and expenditures are recorded when the related liability is incurred; except that principal and interest payments on general long-term debt are recognized when due.
Revenue availability criteria are defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (i.e., sixty days after fiscal year-end).
Budgets for proprietary funds (Internal Service Funds and Enterprise Funds) are prepared on a full accrual basis where revenues are recognized when earned, and expenses are recognized when they are incurred.
The fund types used by the City are as follows:
Governmental Funds
General Fund The General Fund is the general operating fund of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. Expenditures of this fund include the general operating expenses and transfers for capital costs which are not paid through other funds.
Special Revenue Funds Special Revenue Funds are used to account for specific fee revenues that are legally restricted to expenditure for particular purposes.
Debt Service Fund Debt Service Fund are used to account for the accumulation of resources and payment of principal and interest on general long-term debt.
Capital Projects Funds Capital Improvement Projects Funds are used to account for the acquisition, construction, and improvement of major capital facilities other than those financed by proprietary funds.
Proprietary Funds
Enterprise Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.
Internal Service Funds Internal Service Funds are used to report activities that provide goods or services to other funds, departments, or districts of the City, on a cost reimbursement basis.
BASIS OF ACCOUNTING
CITY OF CAMARILLO
Fiscal Year 2026/27 Budget
303
Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity.
Accrual Basis of Accounting: The accrual basis of accounting is utilized by proprietary fund types.
Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. Unbilled utility receivables are accrued at fiscal year-end.
Activity: A specific and distinguishable unit of work or service performed.
Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one-year period.
Appropriation Resolution: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources.
Assessed Value: The value placed on real and other property as a basis for levying taxes.
Assets: Property owned by a government, which has monetary value.
Audit: A systematic examination of resource utilization concluding in a written report. It is a test of management’s internal accounting controls and is intended to: (1) ascertain whether financial statements fairly present financial position and results of operations; (2) test whether transactions have been legally performed; (3) identify areas for possible improvements in accounting practices and procedures; (4) ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the stewardship of officials responsible for governmental resources.
Balance Sheet: A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date.
Balanced Budget: Current revenues meet current expenditures.
Bond: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt.
Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
Budget Calendar: The schedule of key dates or milestones which a government follows in the preparation and adoption of the budget.
Budget Document: The official written statement submitted by the City Manager and supporting staff to the legislative body detailing the Adopted budget.
Budget Message: A general discussion of the Adopted budget presented in writing as a part of, or supplement of, the budget document. The budget message explains principal budget issues against the background of financial trends and presents recommendations made by the City Manager.
Capital Assets: Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.
Capital Budget: A plan of Adopted capital expenditures and the means of financing them. The capital
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budget is usually enacted as part of the complete annual budget, which includes both operating and capital outlays.
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year. The City of Camarillo’s Operating Budget defines “Capital” as acquisitions costing more than $5,000.00, or infrastructure assets costing more than $50,000.
Capital Improvement Program: A plan for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, and identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures.
Capital Outlays: Expenditures for the acquisition and/or construction of capital assets.
Capital Projects: Projects which purchase or construct capital assets.
CMAQ - Highways & Streets: Congressional Mitigation & Air Quality CPF CDS: Community Project Funding & Congressional Direct Spending Debt Service: Payment of interest and repayment of principal to holders of a government’s debt instruments.
Deficit: (1) The excess of an entity’s liabilities over its assets (see Fund Balance); or, (2) the excess of expenditures or expenses over revenues during a single accounting period.
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period.
Expenditures: Where accounts are kept on the modified accrual basis of accounting, the cost of goods received or services rendered, whether cash payments have been made or not.
Fiscal Year: The City of Camarillo operates on a fiscal year from July 1 through June 30.
Fund: A separate accounting entity with a self-balancing set of accounts. Funds are classified into three categories: governmental, proprietary, and fiduciary.
Fund Balance: The excess of an entity’s assets over its liabilities. A negative fund balance is called a fund deficit.
Goals and Objectives: Specific projects and programs to be undertaken utilizing allocated fiscal resources, designed to further the achievement of the Community Vision.
Governmental Funds: Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
Grant: A contribution of assets (usually cash) by one governmental unit or other organization to another.
Typically, these contributions are made to local governments from the state and federal governments.
Grants are usually made for specified purposes.
Interfund Loans: Amounts provided between funds and blended component units of the primary
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government with a requirement for repayment.
Interfund Transfers: Flows of assets (such as cash or goods) between funds and blended component units of the primary government without equivalent flows of assets in return and without a requirement for repayment.
Internal Control: A plan of organization for purchasing, accounting, and other financial activities which, among other things, provides that: (1) the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; (2) proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and, (3) records and procedures are arranged appropriately to facilitate safekeeping and effective control.
Internal Service Fund: Proprietary fund type used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on a cost- reimbursement basis.
Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. Note: The term does not include encumbrances.
LOSSAN Grant: Los Angeles-San Diego-San Luis Obispo Rail Corridor Grant Major Accomplishments: A report of those significant programs, projects, and other activities which were successfully implemented and/or completed by a Department during the prior fiscal year.
Major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
Modified Accrual Basis: The modified accrual basis of accounting is used by all governmental fund types, expendable trust funds, and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). “Measurable” means the amount of the transaction can be determined, and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Those revenues susceptible to accrual include property taxes remitted within 60 days after year- end, interest on investments, and certain other intergovernmental revenues. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as fund liabilities when due, or when amounts have been accumulated in the debt service fund for payments to be made early in the following year.
Non-major Fund: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extra- ordinary items) are not at least 10 percent of corresponding totals for all governmental or enterprise funds, and not at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item.
NPDES: National Pollutant Discharge Elimination System.
Primary Activities: A summary of what each department accomplishes during the fiscal year.
Proprietary Funds: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
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Purchase Order: A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances.
Reserve: An account used to indicate that a portion of fund equity is restricted for a specific purpose or not available for appropriation and subsequent spending.
RSTP: Regional Surface Transportation Program
Service Level Trends: A summary of changes in service levels from one fiscal year to the next. Changes discussed will include staffing levels, operational expenditures, and capital outlay.
STBGP Grant: Surface Transportation Block Grant Program STIF - Transportation: Statewide Transportation Improvement Fund Working Capital: The fund’s current assets that exceeds current liabilities, and represents the assets that can be applied to its operation.
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ABC Alcoholic Beverage Control
ACFR Annual Comprehensive Financial Report
AED Automated External Defibrillator
AFY Acre Feet per Year
AMR Automated Meter Reader
APCD Air Pollution Control District
ARES Amateur Radio Emergency Service
BOD Biochemical Oxygen Demand
BTA Bicycle Transportation Account
CARB California Air Resources Board
CAT Camarillo Area Transit
CCM Camarillo Commons Mixed-Use
CCTV Closed Circuit TV
CD Certificate of Deposit
CDBG Community Development Block Grant Program
CDC Camarillo Community Development Commission
CERT Community Emergency Response Team
CEQA California Environment Quality Act
CFD Community Facilities District
CHP California Highway Patrol
CIP Capital Improvements Program
CIWMB California Integrated Waste Management Board
CJPIA California Joint Powers Insurance Authority
CMAQ Congestion Mitigation & Air Quality
CMOM Capacity, Management, Operations and Maintenance (Regulations) CMWD Calleguas Municipal Water District
COP Certificates of Participation
COPS Community Oriented Policing Services (US Dept of Justice) CSD Camarillo Sanitary District
CSMFO California Society of Municipal Finance Officers
CSUCI California State University Channel Islands
DAC Digital Assurance Certification
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DAR Dial-A-Ride
DART Disaster Assistance Response Team
DUI Driving Under the Influence
DVP Delivery-Versus-Payment
EDC-VC Economic Development Council-Ventura County
EIR Environmental Impact Report
EMMA Electronic Municipal Market Access
EMPG Emergency Management Performance Grant
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
ERAF Educational Revenue Augmentation Fund
ERP Emergency Response Plan
eWASTE Electronic Waste
FAMC Federal Agricultural Mortgage Corporation
FEMA Federal Emergency Management Agency
FFCB Federal Farm Credit Banks
FHLB Federal Home Loan Bank
FOG Fats, Oils, and Grease
FSE Food Service Establishment
FTA Federal Transit Administration
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographic Information System
GPA General Plan Amendment
GPS Global Positioning System
HBRR Highway Bridge Rehabilitation and Replacement
HIPPA Health Insurance Portability and Accountability
HTE SunGard Public Section (Computer Software Program)
HUD Department of Housing and Urban Development
HVAC Heating, Ventilation & Air Conditioning
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IIPP Injury and Illness Prevention Program
ISF Internal Service Fund
JAG Justice Assistance Grant
LAIF Local Agency Investment Fund
LAN/WAN Local and Wide Area Network
LED Light Emitting Diode
LLEBG Local Law Enforcement Block Grant
MGD Million Gallons per Day
MHFP Multi-Hazard Functional Plan
MWD Metropolitan Water District
NIMS National Incident Management Systems
NPDES National Pollutant Discharge Elimination Systems
NRCS Natural Resources Conservation Service
NRMSIR Nationally Recognized Municipal Securities Information Repositories OES Office of Emergency Services
OPEB Other Post-Employment Benefits
OSHA Occupational Safety & Health Acts
OTS Office of Traffic Safety
PBID Property Owned Business Improvement District
PEG Public, Educational and Governmental (Access Channels) PERS Public Employees Retirement System
PM Preventative Maintenance
PRV Pressure Reducing Valve
PFID Radio Frequency Identification
RHNA Regional Housing Needs Assessment
RHSP Retirement Healthcare Savings Plan
RPD Ventura County Regional Defense Partnership for the 21st Century Fund S&P Standard & Poors
SBDC Small Business Development Center
SCADA Supervisory Control and Data Acquisition
SCAG Southern California Association of Governments
SCE Southern California Edison
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SEC Securities and Exchange Commission
SEMS Standardized Emergency Management System
SERAF Supplemental Educational Revenue Augmentation Fund SLESF Supplemental Law Enforcement Services Fund
SRO School Resource Officer
SRRE Source Reduction and Recycling Element
SSMP Sewer System Management Plan
STOP Sheriff’s Teen Traffic Offenders Program
STP Surface Transportation Program
TDA State of California Transportation Development Act
TE Transportation Enhancements
TEA Transportation Equity Act
TMDL Total Maximum Daily Load
TMF Traffic Mitigation Fees
TOD Transit Oriented Design
TVA Tennessee Valley Authority
UASI Urban Area Security Initiative
ULFT Ultra Low Flush Toilet
VCCCD Ventura County Community College District
VCFD Ventura County Fire Department
VCLA Ventura County Lodging Association
VCOE Ventura County Office of Education
VCTC Ventura County Transportation Commission
VCWPD Ventura County Watershed Protection District
VLF Vehicle License Fee
WDR Waste Discharge Requirements
WIB Workforce Investment Board
WWTP Wastewater Treatment Plant
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Mayor and Council Members
Mailing Address Mayor David Tennessen City Information
City of Camarillo Vice-Mayor
Martha Martinez-
Bravo Phone (805) 388-5300
601 Carmen Drive
Council
Member Kevin Kildee Fax (805) 388-5318
Camarillo CA 93010-6034
Council
Member Susan Santangelo
Website:
www.cityofcamarillo.org
Council
Member Tony Trembley
Email:
www.cityofcamarillo.org
Location Departments Phone Fax
City Hall:
601 Carmen Drive, Camarillo CA
Building & Safety (805) 388-5395 (805) 388-5393
Business License Tax (805) 388-5330 (805) 383-5637
City Clerk (805) 388-5353 (805) 388-5318
City Council (805) 388-5307 (805) 388-5318
City Manager (805) 388-5307 (805) 388-5318
Code Compliance (805) 383-5660 (805) 388-5388
Community Development (805) 388-5360 (805) 388-5388
Customer Services - Utilities (805) 388-5325 (805) 383-5318 Finance (805) 388-5320 (805) 388-5318
Administrative Services (805) 383-5633 (805) 388-5318
Human Resources (805) 383-5646 (805) 388-5318
Public Works (805) 388-5380 (805) 388-5387
Corporation Yard:
283 S. Glenn Drive, Camarillo CA
Street Maintenance (805) 388-5338 (805) 389-9524
Water Utility (805) 388-5373 (805) 389-9524
Sanitation Plant:
150 Howard Road, Camarillo CA Sanitation (805) 388-5332 (805) 482-5547
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