City of Simi Valley
Staff Report
Ma
rch 23, 2026
To: City Council
Fr
om: Office of the City Manager
Samantha Argabrite, City Manager
Subj
ect: Progress Update on City Council Focus Area Goals for Fiscal Year 2025- 26 S
taff Recommendation
I
t is recommended that the City Council r eceive and file the progress update on the City Council Goals for Fiscal Year (FY) 2025-26.
B
ackground
O
n June 10, 2025, the City Council held a strategic retreat to identify and prioritize key Focus Area Goals to guide City operations. These priorities were formally adopted at the City Council meeting on August 4, 2025, and serve as a framework for aligning department work efforts, resource allocation, and policy direction for FY 2025 -26 (Attachment A).
T
o provide structure and ensure alignment with the City’s long- term vision, each F ocus Area Goal was organized under one or more of six overarching strategic themes known as the Six Pillars of Excellence. The pillars include Fiscal Stability, Economic Vitality, Public Safety, Thriving Community, Excellent City Government, and Reliable Infrastructure (Attachment B).
T
he nine priority Focus Area Goals for FY 2025-26 are as follows:
1. Pursue economic development opportunities to attract investment, support business growth, and revitalize key commercial areas, starting with the Simi Valley Town Center.
2. Promote film production and tourism to boost local economic activity and enhance Simi Valley’s regional visibility.
3. Pursue cost recovery strategies for school-related services.
4. Evaluate a Transient Occupancy Tax (TOT) increase to enhance City revenues.
5. Ensure competitive compensation and succession planning for the Police Department and City staff.
6. Evaluate opportunities to enhance efficiency and cost -effectiveness in City service delivery, including through potential public-private or non-governmental partnerships.
7. Explore the integration of artificial intelligence (AI) tools to improve service delivery and reduce operational costs.
8. Strengthen code enforcement and proactively address egregious violations.
Agenda Item No.
8A
9. Support the development of local, independent water sources, including the exploration of groundwater desalination.
City staff provided a progress update during the City Council Budget Workshop on November 11, 2025, highlighting early implementation efforts and alignment with the City’s fiscal planning process (Attachment C).
Discussion
This report provides a mid-year update on progress made since the adoption of the City Council’s Focus Area Goals, with activities primarily reflecting work completed in late 2025 and early 2026. Several initiatives have advanced into implementation, while others continue to progress through planning, coordination, and evaluation phases due to their complexity and policy considerations.
Since adoption, City staff have made meaningful progress across several priority areas, particularly in economic development, workforce planning, employee compensation, code enforcement, and technology modernization. These efforts reflect a continued focus on delivering high- quality services, strengthening organizational capacity, and advancing Council-directed initiatives.
At the same time, several longer-term efforts, including revenue strategies, cost recovery opportunities, development of local water resources, and broader infrastructure planning, remain underway and are progressing through evaluation and coordination phases.
These initiatives are inherently complex and require further analysis, regional coordination, and policy consideration.
The following provides a summary of progress for each of the nine City Council Focus Area Goals.
o
Focus Area # 1
Pursue economic development opportunities to attract
investment, support business growth & revitalize key
commercial areas, starting with the Simi Valley Town Center Pillar Economic Vitality and Thriving Community
Status In Progress
Lead
Department(s)
City Manager’s Office
Progress since
Adoption
Business Attraction
• Engaged with multiple prospective companies from the City’s targeted industries that are actively exploring relocation opportunities to Simi Valley
2 • Under contract with Retail Strategies to develop a retail recruitment plan and strategy
Simi Valley Town Center (SVTC)
• Negotiations continue with SVTC on their proposed 375-unit mixed-use development project
Streamline Entitlement and Permit Approval Process
• Established an internal subcommittee to review the Simi Valley Municipal Code (SVMC) and to identify opportunities to improve current processes
New Commercial & Industrial Space
• Old Sheriff Station (Madera Road)
o Completed soils analysis and contracted with a
consultant to present feasible design options and cost
estimates to create a new pad at the site.
o Met with contractors to get demolition cost estimates on the old sheriff station site
• New Business Park
o Working with a developer to entitle approximately
500,000 SF of new industrial space
Next Steps • Finalize Development Agreement with SVTC (April 2026) • Complete Retail Recruitment Plan (April 2026)
• Meet with consultant to kick off design of new Economic Development brand and logo (May 2026)
• Attend ICSC conference to meet with prospective retailers (May 2026)
• Host workshop to educate property owners, brokers, and businesses on the City’s entitlement and permit approval process (June 2026)
• Present SVMC updates to City Council for adoption (July 2026) • Finalize bid package for demolition of the old Sheriff Station building (July 2026)
• Create RFQ for initial design of Civic Center Master Plan Update (August 2026)
r
3 each focus area is provided below
Focus Area # 2 Promote film production and tourism to boost local economic activity and enhance Simi Valley’s regional visibility
Pillar Economic Vitality
Status In Progress
Lead
Department(s)
City Manager’s Office
Progress since
Adoption
• Established City Film subcommittee to evaluate current film permit review and approval processes
• Defined key focus areas to drive film industry growth:
(1) Branding & Visibility, (2) Digital Presence & Location Discovery, (3) Establish Partnerships to Grow Film Ecosystem, (4) Develop Film Incentive Program
• Evaluated companies that offer permitting software to automate the film permit process
• Identified existing funding that can be used to fund Phase I of the proposed film initiatives
• Continued participation in Chamber and County film-related stakeholder meetings and events
• Proactive media outreach efforts to elevate Simi Valley’s visibility as a filming destination, including recent regional news coverage and ongoing engagement with industry and media partners
Next Steps • Select vendor and begin implementation of new film permit software (May 2026)
• Evaluate film permit fees to ensure competitive rates and to support commitment to being a film-friendly community (May 2026)
• Present SVMC updates to City Council for adoption (May 2026) • Meet with Visit Simi Valley to discuss film incentive program • Create a database of film locations and update key City film locations on LocationsHub and Set Scouter (September 2026)
4 Focus Area # 3 Pursue cost recovery strategies for school-related services Pillar Fiscal Stability
Status Ongoing Monitoring
Lead
Department(s)
City Manager’s Office and Police Department
Progress since
Adoption
• Evaluated potential cost-sharing opportunities with the Simi Valley Unified School District (SVUSD) for services currently funded by the City, including School Resource Officers and Crossing Guard programs
• SVUSD has indicated that current funding constraints due to declining enrollment, prevent opportunities for cost sharing • Established a baseline understanding of the fiscal and operational considerations associated with shared service delivery
Next Steps • Re-engage with the School District, as appropriate, if conditions change or new opportunities emerge
Focus Area # 4 Evaluate a Transient Occupancy Tax (TOT) increase to enhance City Revenues
Pillar Fiscal Stability
Status In Progress
Lead
Department(s)
City Manager’s Office
Progress since
Adoption
• Finalizing agreement with consultant to assist with community survey(s) and ballot measure development
• Developed an implementation plan to move forward with the ballot initiative
Next Steps • Conduct community survey to assess support for TOT increase (April 2026)
5 • Set up meetings with Visit Simi Valley and local hotels to obtain support for the ballot initiative (May 2026)
• Return to Council for consideration (June 2026)
Focus Area # 5 Ensure competitive compensation and succession planning for Police Department and City staff
Pillar Public Safety and Excellent City Government
Status In Progress
Lead
Department(s)
City Manager’s Office and Police Department
Progress since
Adoption
• Completed a compensation study of City benchmark positions • Adopted labor agreement with SEIU with language to address market disparity
• Adopted labor agreements with POA and PMA to begin to address recruitment and retention issues
• Close to an agreement with SVEA with language to address market disparity
Next Steps • Present implementation strategies to the City Council to adjust compensation to be more competitive in the market for POA, PMA, and Unrepresented Management employee groups
• Continue advancing succession planning efforts and
departmental strategic planning initiatives
Focus Area # 6
Evaluate opportunities to enhance efficiency and cost-
effectiveness in City service delivery, including through potential public-private or non-governmental partnerships Pillar Fiscal Stability
Status In Progress
Lead
Department(s)
All Departments
Progress since
Adoption
• Initiated ongoing evaluation of City service delivery models as part of the City’s annual budget development process to identify opportunities to improve efficiency and cost-effectiveness 6 • Conducted preliminary research into service delivery approaches used by other municipalities, including public- private and non-governmental partnership models
• Identified potential service areas for further evaluation where operational improvements or cost efficiencies may be
achievable
Next Steps • Continue evaluating opportunities and best practices as part of the City’s annual budget development process
• Identify and assess potential options for Council consideration, as appropriate
Focus Area # 7 Explore the integration of artificial intelligence (AI) tools to improve service delivery and reduce operational costs
Pillar Excellent City Government
Status In Progress
Lead
Department(s)
Administrative Services
Progress since
Adoption
• Completed a comprehensive, organization-wide assessment of artificial intelligence (AI) use, including broad staff engagement across departments, through online surveys and small group interviews
• Identified high- impact opportunities for AI integration in key service areas, including but not limited to customer service, permitting, public safety reporting, and records management • Identified needs for formal governance, training, and data security standards to support responsible and consistent use
Next Steps • Advance development of an internal AI policy framework in coordination with Human Resources and Legal, addressing privacy, transparency, data security, and responsible use • Initiate targeted pilot programs to evaluate high-impact applications of AI and support coordinated implementation across City operations
• Align future investments in AI software and staff training with the City’s broader technology and service delivery goals
7 Focus Area # 8 Strengthen code enforcement and proactively address egregious violations
Pillar Public Safety and Thriving Community
Status In Progress
Lead
Department(s)
Environmental Services
Progress since
Adoption
• 519 new cases opened and 621 cases closed, with 17
substandard properties escalated to the City Attorney’s Office for legal action
• Successful abatement of a nuisance property, restoring safe conditions in the surrounding neighborhood
• Active collaboration with the City Attorney’s Office to advance high-priority cases, including inspection and abatement warrants • Continued refinement of cross -department efforts between the Police Department and Code Enforcement to address complex cases and support warrant execution
• Enhancements to field technology and data systems, improving efficiency and productivity for Code Enforcement staff
Next Steps • Continue advancing proactive enforcement efforts and addressing high-priority cases
• Support ongoing legal action on complex violations in coordination with the City Attorney’s Office
• Further enhance cross-department response strategies for complex and warrant-related cases
8 As the City continues to implement the Council’s Focus Area Goals these, it is important to align new and emerging initiatives with available staffing and financial resources. To support disciplined execution and long- term success, significant new efforts will be evaluated through a formal reprioritization process. This approach helps maintain focus on Council-established priorities while allowing flexibility to respond to evolving needs.
Staff will continue to advance these efforts and return to the City Council with a subsequent progress update near the end of calendar year 2026.
Financial Impact
There is no immediate fiscal impact associated with receiving and filing this report.
Several Focus Area Goals may result in future budget considerations . These items will be brought forward to the City Council for consideration.
City Council Priority
This item directly supports all six City Council Priority Areas: Fiscal Stability, Economic Vitality, Public Safety, Thriving Community, Excellent City Government, and Reliable Infrastructure.
Focus Area # 9 Support the development of local, independent water sources, including the exploration of groundwater desalination
Pillar Reliable Infrastructure
Status In Progress
Lead
Department(s)
Public Works
Progress since
Adoption
• Participated in regional water planning efforts, including the Regional Water Exchange Workshop, to support collaborative solutions
• Reviewed and provided input on the Calleguas Brackish Groundwater Study and related regional planning efforts • Supported development of the 2025 Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP)
• Explored potential grant funding opportunities through the Metropolitan Water District’s Local Resources Program to support future groundwater feasibility studies
Next Steps • Continue evaluating the feasibility of local water supply options, including groundwater development and desalination
• Pursue funding opportunities and regional partnerships to support future planning and implementation efforts
9 S
uggested Motion
I
move to receive and file the progress update on the City Council Focus Area Goals.
S
ummary
T
he City Council Focus Area Goals continue to guide City operations and strategic planning efforts. Since adoption, the City has made meaningful progress across several priority areas, particularly in economic development, workforce planning, employee compensation, code enforcement, and technology modernization. These efforts reflect a continued focus on delivering high- quality services, strengthening organizational capacity, and advancing Council -directed initiatives. At the same time, several longer - term efforts, including revenue strategies, cost recovery opportunities, development of local water resources, and infrastructure planning, remain underway and are progressing through evaluation and coordination phases. These initiatives require sustained analysis, regional coordination, and policy consideration and will continue to advance in the coming months.
A
s the City continues to implement these priorities, it is important to align new and emerging initiatives with available staffing and financial resources. To support disciplined execution and long- term success, significant new efforts will be evaluated through a formal reprioritization process. This approach helps maintain focus on Council - established priorities while allowing flexibility to respond to evolving needs. Staff will continue to advance these efforts and return to the City Council with a subseq uent progress update near the end of calendar year 2026.
P
repared by: Heather Sumagaysay, Deputy City Manager
A
ttachments
Attachment A – CC Goals Staff Report 9-4-25
Attachment B – CC Goals Poster FY 2025-2 6
Attachment C – CC Goals PPT 11-11-25
10 CITY OF SIMI VALLEY
MEMORANDUM
August 4, 2025
TO: City Council
FROM: Office of the City Manager
SUBJECT: APPROVAL OF CITY COUNCIL PRIORITY FOCUS AREAS
STAFF RECOMMENDATION
It is recommended that the City Council approve the City Council priority focus areas identified during the City Council Retreat held on Tuesday, June 10, 2025.
BACKGROUND AND OVERVIEW
On June 10, 2025, the City Council held a retreat to collaboratively identify and prioritize key focus areas for the next six months. The retreat’s informal format encouraged open discussion and idea-sharing, allowing Council Members to review and rank priority areas.
The outcome was a unified set of short -term priorities to guide City efforts through December 2025.
To provide structure and ensure alignment with the City’s long -term vision, each focus area was organized under one or more of six overarching categories, or strategic themes, that reflect the core strengths and aspirations of the City of Simi Valley:
1. Fiscal Stability – Maintain a balanced budget, manage debt effectively, diversify revenue streams, and make strategic investments to ensure long -term financial health.
2. Economic Vitality – Support business growth, job creation, tourism, and workforce development to strengthen the local economy.
3. Public Safety – Invest in crime prevention, emergency response, and community partnerships to maintain a safe and secure City.
4. Thriving Community – Promote a high quality of life through inclusive programs, vibrant public spaces, and opportunities for community connection and services.
5. Excellent City Government – Deliver responsive, transparent, and customer - focused services that build public trust and improve community outcomes.
6. Reliable Infrastructure – Maintain and upgrade roads, facilities, and technology systems to ensure safe, efficient, and resilient public services.
AGENDA ITEM NO.
9C
Attachment A
11 These six categories serve as the foundation for Simi Valley’s strategic approach and represent the qualities that define and distinguish the community. The City Council’s priority focus areas, which were developed during the retreat , are aligned with one or more of these categories, ensuring that near-term efforts remain consistent with the City’s overall vision and direction. This alignment provides a clear framework for guiding departmental work, resource allocation, and future decision-making.
Although the Fiscal Year 2025–26 budget was adopted on June 9, 2025, these priorities provide a complementary framework for resource planning and operational alignment with Council direction. A Council Workshop will be scheduled in late 2025/ early 2026 in preparation for the 2026 -27 City Budget process, and it is recommended that these priority areas be revisited and re-evaluated in alignment with that process.
The priority focus areas identified during the City Council retreat are as follows:
1. Pursue economic development opportunities to attract investment, support business growth, and revitalize key commercial areas, starting with the Simi Valley Town Center. (Economic Vitality and Thriving Community)
2. Evaluate opportunities to enhance efficiency and cost -effectiveness in City service delivery, including through potential public-private or non-governmental partnerships. (Fiscal Stability)
3. Promote film production and tourism to boost local economic activity and enhance Simi Valley’s regional visibility. (Economic Vitality)
4. Strengthen code enforcement and proactively address egregious violations. (Public Safety)
5. Ensure competitive compensation and succession planning for Police Department and City staff. (Excellent City Government)
6. Pursue cost recovery strategies for school-related services. (Fiscal Responsibility)
7. Explore the integration of artificial intelligence (AI) tools to improve service delivery and reduce operational costs. (Excellent City Government)
8. Evaluate a Transient Occupancy Tax (TOT) increase to enhance City revenues , (Fiscal Stability)
9. Support the development of local, independent water sources, including the exploration of groundwater desalination. (Reliable Infrastructure) Upon adoption of the priority focus areas, City staff will evaluate each area to determine resource needs, financial impacts, and implementation timelines. Progress will be reported to the City Council twice a year, with updates and adjustments as needed. The next update will be in late 2025/early 2026 at the Council Workshop. 12 As new ideas or requests come forward in future City Council meetings, it may be helpful to consider them in the context of available staffing and budget resources. To support continued progress on the Council’s established priorities, staff recommends using a reprioritization process for significant new initiatives. This approach can help maintain alignment with Council direction while allowing flexibility to address emerging needs.
FINDINGS AND ALTERNATIVES
The following alternatives are available to the City Council/Board of Directors/Board of Trustees:
1. Approve the priorities as identified during the City Council Retreat held on Tuesday, June 10, 2025;
2. Provide staff with alternative priority focus areas;
3. Provide staff with further direction;
Staff recommends Alternate No. 1.
SUGGESTED CITY COUNCIL MOTION
I move to approve the priorit y focus areas as identified during the City Council Retreat held on Tuesday, June 10, 2025.
SUMMARY
On June 10, 2025, the City Council held a retreat to collaboratively identify and prioritize short-term focus areas to guide City operations. Council Members reviewed and ranked topics submitted by both the Council and staff, resulting in a set of priorities organized under six strategic categories: Excellent City Government, Thriving Community, Reliable Infrastructure, Ec onomic Vitality, Fiscal Stability, and Public Safety. Therefore, it is recommended that the City Council approve the priority focus areas identified during the City Council Retreat and included in this report.
____________________________________
Samantha C. Argabrite
City Manager
Prepared by: Heather Sumagaysay, Deputy City Manager
13 Attachment B
14 City Council
Budget Workshop
City Council Goals Update
Fiscal Year 2025 – 2026
November 11, 2025
Samantha Argabrite
City Manager
Attachment C
15 16
Pursue economic development opportunities to attract investment, support business growth & revitalize key commercial areas, starting with the Simi Valley Town Center.
Definition
(Project Goals)
• Establish a comprehensive business attraction and expansion program • Create 500 new jobs to offset recent business closures (e.g. Milgard Windows) • Work with AeroVironment to find/develop a permanent Simi Valley Campus • Attract new entertainment -related businesses/venues to SVTC • Streamline the City’s development process utilizing technology and more business -friendly policies Scope
(Objectives)
• Partner with SVTC to dedicate areas at SVTC for potential entertainment businesses/venues ($$$) • Develop a retail marketing program to attract new retailers and fill existing retail space. The program would include participation in ICSC Western Region and National events ($60k/year) • Host broker event aimed at developing new partnerships to fill vacant industrial space ($10k) • Develop co-op marketing campaign with local property owners and brokers to target businesses in the LA/San Fernando Valley region ($40k)
• Identify potential sites, existing or through parcel assembly, to create viable development sites • Explore incentive programs to attract new businesses to Simi Valley ($250k) • Demo building and initial plans for old Sheriff station site ($2M) & LA Ave City-owned property ($150k) • Simi Valley Civic Center Master Plan update ($250k)
Lead Department City Manager’s Office
Supporting
Department(s)/
Divisions
Public Works, Environmental Services
Staff Resource Low Medium High
X
Estimated Cost $2.7M+*
17 Promote film production and tourism to boost local economic activity and enhance Simi Valley’s regional visibility
Definition
(Project Goals)
• Double the number of filming days in Simi Valley by 2028 • Create one new special event or regional attraction aimed at bringing out -of-town visitors to Simi Valley and generating new hotel room nights
• Establish Simi Valley as one of the most film -friendly communities in California Scope
(Objectives)
• Create a database of film locations, including City -owned property, to increase options for scouts ($10k) • Comprehensive update of film website(s) and applications to create a one -stop shop for items ($25k) • Explore film incentive programs in partnership with Film Simi Valley ($30k) • Develop a comprehensive marketing plan that includes ads (print & digital), promo videos, sponsorships, and partnerships with various trade organizations and publications ($15k) • Acquire property (vacant property or existing building) specifically to serve as a filming location ($$) • Create Film Overlay zone to expedite approvals and provide more flexibility for filming activities ($) • Support County’s efforts to make filming in unincorporated County areas easier (e.g. 76 Ranch) • Develop campaign aimed at bringing film support companies to SV (e.g., equipment rental, prop house, sign & prop manufacturing, etc.) ($12.5k)
• Establish partnerships to develop a new venue for special events, concerts, and sporting events. ($) • Partner with Reagan Library Foundation on 2028 Olympic efforts ($$) Lead Department City Manager’s Office
Supporting
Department(s)/
Divisions
Administrative Services, Environmental Services
Staff Resource Low Medium High
X
Estimated Cost $80k+
18 Pursue cost recovery strategies for school -related services Definition
(Project Goals) • Meet with S.V.U.S.D. to discuss Crossing Guards and SROs that the City funded Scope
(Objectives)
• Work with SVUSD to recover a portion, or all, of the costs for the programs that they receive the benefit for with City funds.
Lead Department City Manager’s Office
Supporting
Department(s)/ Divisions Police Department, Public Works Staff Resource
Low Medium High
X
Estimated Cost None, Cost Recovery
19 Evaluate a Transient Occupancy Tax (TOT) increase to enhance City Revenues Definition
(Project Goals)
• Provide City Council a comprehensive plan to determine if TOT ballot measure should be included on the 2026 General Election.
Scope
(Objectives)
• Finalize timeline and budget to place measure on the 2026 General Election • Meet with Visit Simi Valley and hotel partners to discuss TOT ballot measure • Identify a consultant to assist with initial community survey(s) • Identify existing City platforms and publications that can be used to educate residents on the TOT ballot measure
• Identify community partners, individuals and organizations, willing to take on campaign to:
o Develop marketing & outreach plan
o Raise funds to support campaign
Lead Department City Manager’s Office
Supporting
Department(s)/
Divisions
Administrative Services, City Clerk Division
Staff Resource Low Medium High
X
Estimated Cost $300k
20 Ensure competitive compensation and succession planning for Police and City staff Definition
(Project Goals)
• Ensure competitive compensation and long-term succession planning to attract, retain, and develop a high-performing City workforce.
• Promote a positive organizational culture by expanding employee training, recognition, and development opportunities.
Scope
(Objectives)
• Engage a consultant to complete a comprehensive compensation study and develop an implementation plan for results across all bargaining groups, supporting equitable pay practices and workforce stability.
• Expand employee recognition, morale-building efforts, and wellness strategies. • Explore staff training programs to support leadership development and internal growth. • Identify succession planning needs across departments.
Lead Department City Manager’s Office
Supporting
Department(s)/
Divisions
Human Resources Division, Police Department
Staff Resource Low Medium High
X
Estimated Cost $4 million to upwards of $13 million annually 21 Evaluate opportunities to enhance efficiency and cost-effectiveness in City service delivery, including through potential public-private or non-governmental partnerships Definition
(Project Goals)
• Provide City Council with operational improvement options that either enhance services to the community, save taxpayer money, or both
Scope
(Objectives)
• Research private companies that provide municipal services to determine if there are outsourcing opportunities with possible financial incentives to the City. • Schedule exploratory meetings as appropriate.
• Present viable options to the City Council.
Lead Department City Manager’s Office
Supporting
Department(s)/
Divisions
All Departments
Staff Resource Low Medium High
X
Estimated Cost $75,000
22 Explore the integration of artificial intelligence (AI) tools to improve service delivery and reduce operational costs
Definition
(Project Goals)
• Engage staff to understand how AI is currently being used or explored across departments, and identify opportunities and risks.
• Develop a policy framework to guide the safe, ethical, and effective use of AI across the City organization. • Support responsible innovation by equipping staff with the knowledge, tools, and governance needed to adopt AI confidently.
• Align AI governance and investments with the City’s long-term technology modernization efforts.
Scope
(Objectives)
• Conduct listening sessions with City staff in each Department to assess current perceptions, usage, and workplace impacts of AI.
• Inventory existing AI-enabled tools and software in use (e.g., Grammarly, ChatGPT , Copilot, Wordly, Versaterm, Tyler modules, etc.) to identify overlaps, gaps, and training needs. • Identify high-impact opportunities for AI integration in service areas such as public safety reporting, customer service, permitting, and records management.
• Collaborate with Human Resources and Legal to draft an internal AI policy that addresses privacy, transparency, data security, ethics, and responsible use.
• Launch a pilot AI Ambassadors Program with selected departments to test AI applications, measure impact, and document lessons learned.
• Integrate AI strategy into the upcoming Technology Master Plan, currently being developed to assess current I.S. staffing and capacity to support enterprise-level technology and innovation initiatives.
Lead Department Administrative Services
Supporting
Department(s)/
Divisions
City Attorney's Office, City Manager’s Office, Human Resources Division, Information Services Division Staff Resource
Low Medium High
X
Estimated Cost $175k+
23 Strengthen code enforcement and proactively address egregious violations Definition
(Project Goals)
• Improve efficiency and ensure safety of Code Enforcement Officers by coordinating with Police Department on complex cases
• Coordinate radio usage protocols between Code Enforcement and Police Department to promote officer safety
• Comply with State law by creating an OSHA compliant Safety Policy for Code Enforcement Scope
(Objectives)
• Utilize the Police Department's operation plan format to coordinate and conduct issuance of abatement warrant inspection process
• Meet with Police Department to allow Code Enforcement to have access to radio channel and phone contact with Police Dispatch
• Meet with Human Resources to formulate OSHA Safety Policy Lead Department Environmental Services
Supporting
Department(s)/
Divisions
City Manager’s Office, City Attorney's Office, Police Department, Public Works Staff Resource Low Medium High
X
Estimated Cost $150k
24 Support the development of local, independent water sources, including the exploration of groundwater desalination
Definition
(Project Goals)
• Assess Current Status and Evaluate Future Local & Regional Supply Potential • Further Explore Regional Collaboration
• Evaluate Feasibility and Funding Opportunity and Challenges • Educate and Engage Stakeholders and Public
Scope
(Objectives)
• Review past feasibility studies and current regional projects (Calleguas Regional Water Resources and Implementation Strategy (WRIST), 2017 Simi Valley Basin Study, 2025 Urban Water Management Plan). • Assess the scope of existing regional collaboration and expand it as needed to support the City’s sustainability goals. • Engage with neighboring cities, water districts, Calleguas, and other key stakeholders to coordinate efforts and maximize impact.
• Quantify feasibility with costs, benefits, and risks of local supply development, versus continued dependence on imported water.
• Share lessons learned with agencies pursuing desalination or local resource projects. • Identify and pursue grants and partnerships to offset planning, design, and construction costs. • Share updates with stakeholders at key milestones.
Lead Department Public Works
Supporting
Department(s)/
Divisions
City Manager’s Office
Staff Resource
Low Medium High
X
Estimated Cost $30k+
25 Goals adopted:
August 4, 2025
Budget Workshop:
November 12, 2025
Next Update:
March 2026
Timeline
26 Cost
Focus Area Estimated Cost
1. Pursue Economic Development Opportunities, starting with SVTC $2.7M*
2. Promote Film Production and Tourism $80,000
3. Pursue Cost Recovery for School-Related Services - - -
4. Evaluate a Transit Occupancy Tax $300,000
5. Class and Compensation $4 –13M
6. Enhance Efficiency and Cost-Effectiveness through Public-Private Partnerships $75,000
7. Explore Integration of A.I. Tools $175,000+
8. Strengthen Code Enforcement $150,000
9. Exploration of Groundwater Desalination $30,000+
Total $7.5 – 16.5M+
* May require additional funding depending on the level of the City’s involvement 27 Staffing Resource Commitment
Focus Area Low – Medium - High
1. Pursue Economic Development Opportunities, starting with SVTC Medium
2. Promote Film Production and Tourism Medium
3. Pursue Cost Recovery for School-Related Services Low
4. Evaluate a Transit Occupancy Tax (TOT) Low
5. Class, Compensation, and Succession Planning Medium
6. Enhance Efficiency and Cost-Effectiveness through Public-Private Partnerships Low
7. Explore Integration of A.I. Tools Medium
8. Strengthen Code Enforcement Medium
9. Exploration of Groundwater Desalination Medium
28 City Council Goals Update
Closing Comments and Questions
29