Camarillo City Council
November 12, 2025

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Table 1809.7 Foundations for stud bearing walls minimum requirements 1, 10,11,12 Weighted Foundation for slab and raised floor systems 2,5,7 Concrete slabs
expansion No. of Stem Footing Footing All perimeter Interior footings Reinforcement 3-1 /2" minimum thickness Pre-moisteneing Restrictions on index stories thickness8 width 9
thickness footings 6
for slab and for continuous 4" with E.I. over 51 of soils under piers under raised floors 6 foundations 3,8 Reinforcement 4
Total footings, piers raised floors
Depth below natural surface thickness and slabs5,6
of ground and finish grade of sand
Inches
0-20 1 6 1 2 6 1 2 1 2 1 -# 4 # 4 @ 48" o/c.. M oistening of ground Piers allowed for Very low 2 6 1 5 7 1 8 1 8 Top and each way 2" prior to placing concrete single floor non expansive 3 1 0 1 8 8 24 24 bottom or is recommended loads only 21 -50 1 6 1 2 6 1 5 1 2 1 -# 4 # 3 @ 36" o/c.. 3% over optimum moisture required Piers allowed for Low 2 8 1 5 7 1 8 1 8 Top and each way 4" to a depth of 1 8" below lowest adjacent single floor 3 1 0 1 8 8 24 24 bottom grade. Testing required. loads only 51 -90 1 6 1 2 8 21 1 2 1 -# 4 top # 3 @ 24" o.c. 3% over optimum moisture required M edium 2 8 1 5 8 21 1 8 and bottom each way 4" to a depth of 1 8" below lowest adjacent Piers not 3 1 0 1 8 8 24 24 # 3 bars @ 24" o.c. each way grade. Testing required. allowed 1 2" into footing, 36" into slab 10
91 -1 30 1 6 1 2 8 27 1 2 2- # 4 # 3 @ 24" o.c. 3% over optimum moisture required High 2 8 1 5 8 27 1 8 Top & bottom each way 4" to a depth of 1 8" below lowest adjacent Piers not 3 1 0 1 8 8 27 24 # 3 bars @ 24" o.c. each way grade. Testing required. allowed 1 2" into footing, 36" into slab 10
Above 1 30 Special design by a licensed Architect or Engineer required very high

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16.04.100 Table 1809.7 footnotes. The Footnotes to Table 1809.7 are amended to read as follows:

1. Pre-moistening is required where specified in Table CBC 1809.7 in order to achieve maximum and uniform expansion of the soil prior to construction and thus limit structural distress caused by uneven expansion and shrinkage. Other systems, which do not include pre-moistening, may be approved by the Building Official, when such alternatives are shown to provide equivalent safeguards against the adverse effects of expansive soil.

2. Under-floor access crawl holes must be provided with curbs extending not less than six inches above adjacent grade to prevent surface water from entering the foundation area.

3. Reinforcement for continuous foundations must be placed not less than three inches above the bottom of the footing and not less than three inches below the top of the stem.

4. Slab reinforcement must be placed at mid-depth and continue to within two inches of the exterior face of the exterior face of the exterior footing walls.

5. Moisture content of soils must be maintained until foundations and piers are poured and a vapor barrier is installed. Test must be taken within 24 hours of each slab pour.

6. Crawl spaces under raised floors need not be pre-moistened except under interior footings. Interior footings which are not enclosed by a continuous perimeter foundation system, or equivalent concrete or masonry moisture barrier, must be designed and constructed as specified for perimeter footings in Table CBC 1809.7.

7. A grade beam not less than twelve-inches–by-twelve-inches in cross-sectional area, reinforced as specified for continuous foundations in Table CBC 1809.7, must be provided at garage-door openings.

8. Foundation stem walls which exceed a height of three times the stem thickness above lowest adjacent grade must be reinforced in accordance with Sections 18 and 19 in the CBC, or as required by engineering design, whichever is more restrictive.

9. Footing widths may be reduced upon submittal of calculations by a registered civil or structural engineer or licensed architect, but must be a minimum of 12 inches for one- and two-story structures and 15 inches for three-story structures.

10. Bent reinforcing bar between exterior footing and slab must be omitted when floor is designed as an independent, floating slab.

11. Fireplace footings must be reinforced with a horizontal grid located three inches above the bottom of the footing and consisting of not less than No. 4 bars at twelve inches on center each way. Vertical chimney reinforcing bars must be hooked under the grid.

12. Underground utility conduits must be installed prior to foundation inspection and must extend beyond the foundation.

16.04.105 Swimming pool enclosures and safety devices. CBC Sections 202, Barrier is added to the CBC and Swimming Pools is amended to read as follows:

Barrier. Barrier is a fence, wall, building wall, or any combination of these that completely

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surrounds the swimming pool and obstructs access to the swimming pool.

Swimming Pools. Any body of water created by artificial means which is designed, intended for use, or used for swimming or immersion purposes, which has a water depth exceeding 18 inches.

The term, “pool,” includes swimming pools, spas, hot tubs, above-and below-ground, and vinyl- lined pools; pool does not include plumbing fixtures such as bathtubs nor does it apply to man- made lakes, reservoirs, farm ponds, or ponds used primarily for public park purposes, water conservation purposes, irrigation purposes or for the watering of livestock.

16.04.110 General. Section 3109.1 of the CBC is amended to read as follows:
3109.1 General. The design and construction of swimming pools, spas and hot tubs shall comply with this code.

16.04.112 Residential Swimming Pools. Sections 3109.3 is added to the CBC to read as follows:
3109.3 Residential swimming pools. Residential swimming pools shall be completely enclosed by a barrier complying with Sections 3109.3.1 through 3109.4.3.

16.04.115 Barrier height and clearances. Sections 3109.3.1 through 3109.4.3 are added to read as follows:
3109.1.1.1 Barrier Height and Clearances. The top of the barrier must be at least 60 inches above grade measured on the side of the barrier that faces away from the swimming pool. The maximum vertical clearance between grade and the bottom of the barrier must be two inches measured on the side of the barrier that faces away from the swimming pool. Where the top of the pool structure is above grade, the barrier is authorized to be at ground level or mounted on top of the pool structure, and the maximum vertical clearance between the top of the pool structure and the bottom of the barrier must be four inches.
3109.3.1.1 Openings. Openings in the barrier must not allow passage of a 4-inch-diameter sphere.
3109.3.1.2 Solid barrier surfaces. Solid barrier surfaces which do not have openings shall not contain indentations or protrusions except for normal construction tolerances and tooled masonry joints.
3109.3.1.3 Closely spaced horizontal members. Where the barrier is composed of horizontal and vertical members and the distance between the tops of the horizontal members is less than 45 inches, the horizontal members shall be located on the swimming pool side of the fence. Spacing between vertical members shall not be greater than 1 ¾ inches in width. Where there are decorative cutouts within vertical members, spacing with the cutouts shall not be greater than 1 ¾ inches in width.
3109.3.1.4 Widely spaced horizontal members. Where the barrier is composed of horizontal members and the distance between the tops of the horizontal members is 45 inches or more, spacing between vertical members must not be greater than 4 inches. Where there are decorative cutouts within vertical members, spacing must not be greater than 1 ¾ inches in width. 3109.3.1.5 Chain link dimensions. Mesh size for chain link fences must not be greater than 1 ¾ inches in width, unless the fence is provided with slats fastened at the top or bottom that

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reduce the openings to not more than 1 ¾ in width.
3109.3.1.6 Diagonal members. Where the barrier is composed of diagonal members shall not be greater than 1 ¾ inches.
3109.3.1.7 Gates. Access gates must comply with the requirements of Sections 3109.3.1 through 3109.3.1.6 and must be equipped to accommodate a locking device. Pedestrian access gates must open outward away from the pool and must be self-closing and have a self-latching device. Doors or gates other than pedestrian access gates must have a self-latching device and must be equipped with lockable hardware or padlocks and must remain locked at all times when not in use. Release mechanisms must comply with Sections 1010.1.9 and 1109.13. Where release mechanisms of the self-latching device are located less than 60 inches above grade measured on the side of the barrier that faces away from the swimming pool, the release mechanism must be located on the pool side of the gate at least three inches below the top of the gate and the gate barrier may have no opening greater than one-half inch within 18 inches of the release mechanism.
3109.3.1.8 Dwelling wall as a barrier. Where a wall of a dwelling serves as part of the barrier, two safety devices must be provided in accordance with Section 115922 of the California Health and Safety Code.
3109.3.1.9 Pool structure as barrier. Where an above-ground pool structure, and the means of access is a ladder or steps, then the ladder or steps either shall be capable of being secured, locked or removed to prevent access, or the ladder or steps shall be surrounded by a barrier that meets the requirements of Sections 3109.3.1.1 through 3109.3.1.8. Where the ladder or steps are secured, locked or removed, any opening shall not allow the passage of a 4-inch- diameter sphere.
3109.3.2 Indoor swimming pools. Wall surrounding indoor swimming pools shall not be required to comply with Section 3109.3.1.8. through 3109.3.3. 3109.3.3 Prohibited Locations. Barriers shall be located as to prohibit permanent structures, equipment or similar objects from being used to climb the barriers. There shall be a clear zone of not less than 36” between the exterior of the enclosure and any permanent structures or equipment such as pumps, filters and heaters that can be used to climb the enclosure.

16.04.120 This Section is deleted from the Camarillo Municipal Code.

16.04.125 Swimming pools. Chapter 36 is added to the CBC to read as follows:

CHAPTER 36

SWIMMING POOLS
3601. DEFINITIONS. For the purpose of this Chapter certain terms are defined as follows:
“Pool” means any body of water created by artificial means which is designed or used for swimming or immersion purposes by men, women, or children and which has a water depth exceeding 18 inches. The term pool includes swimming pools, spas, hot tubs and above- and below-ground vinyl-lined pools but does not apply to plumbing fixtures such as bathtubs; nor does it apply to man-made lakes, reservoirs, or farm ponds used primarily for public park purposes,

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water conservation, irrigation, or watering of livestock. 3602. POOL DESIGN AND CONSTRUCTION.
(a) GENERAL. Pool design and construction must be accomplished in accordance with accepted engineering practice, in conformity with applicable code provisions, and be structurally suitable for the soil, topographic, and geologic conditions prevailing at the construction site.
(b) EXPANSIVE SOIL DESIGN. Pools constructed at grade must be designed on the assumption that their construction is to be in an area of moderately expansive soil having an expansion index of 51-90 and an equivalent fluid pressure of not less than 45 pounds per cubic foot (45 p.c.f.). Exception: Where tests indicate that soils at a pool site are non- expansive or have low expansion characteristics from the ground surface to the full depth of the pool, structural design must be based on an equivalent fluid pressures not less than 30 p.c.f.

In highly-expansive soils having an expansion index of 91-130, pools must be designed for not less than 60 p.c.f. equivalent fluid pressure. In very highly- expansive soils having an expansion index over 130, pool design will be subject to special requirements based on a site investigation, soil testing, and engineering analysis by a registered civil engineer to determine appropriate design parameters for the site. (c) HYDROSTATIC UPLIFT. In areas of anticipated high water table, an approved hydrostatic relief system or device must be installed.
(d) THERMAL PROTECTION FOR PLASTIC PIPING. Between the inlet of pool water- heating equipment and any plastic water piping connected thereto, a check valve must be installed to prevent thermal damage to such piping due to backflow. Exception: When rapid or high-rate filters are employed, a check valve may be omitted.

Between the outlet of pool heating equipment and any plastic water piping connected thereto, not less than five feet of approved metal pipe must be installed for the purpose of dissipating heat.
(e) SAFEGUARDING SUCTION DRAINS. Bottom drains and suction intakes in pools and spas must be covered with grated or other protective devices, which cannot be removed except with tools. The slots or openings in these covers must be of such area, shape, and arrangement as to prevent bathers from being drawn thereto with such force as to constitute a safety hazard.
(f) GRAB BARS. Wherever egress from a pool by bathers is restricted by the presence of a vertical wall or other barrier, which extends more than 12 inches above the water at the pool's edge, permanent handrail, grab bars, or equivalent device(s) must be installed within 12 inches of the water surface capable of being securely grasped and adequate to support the weight of a user of the pool.
3603. DECKS.
(a) GENERAL. A deck must be provided around below-grade swimming pools except when special engineering design is furnished which indicates that such deck is not necessary

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for the purpose of maintaining the structural integrity of the pool, and/or for controlling surface water and moisture content in the soil adjacent to the pool. Decks are not required for spas and hot tubs.
(b) DECK DESIGN AND CONSTRUCTION. Required decks must be constructed of concrete or other approved impervious material and be sloped to provide positive drainage away from the perimeter of the pool. Except as provided below, decks must have a minimum width of four feet and be at least 3-1/2 inches in thickness. Reinforcement must be No. 3 bars spaced not over 24 inches on center each way, or equivalent reinforcing.

Approved joints must be provided in the deck at corners, at maximum 10-foot intervals, and wherever necessary in order to control cracking, to allow for differential movement, and to minimize damage to the deck from such movement should it occur. Joints in decks and coping must be made watertight with an approved permanent resilient sealant. (c) CUTOFF WALLS. At the outer perimeter of pool decks, a cutoff wall of approved material must be installed below-grade to a depth of at least 15 inches to form a permanent and effective vertical moisture barrier.

Exceptions:

1. A cutoff wall may be omitted when a deck of at least six feet wide is installed.

2. Decks less than four feet in width may be installed provided that the required cutoff wall is increased in depth beyond the minimum by an amount directly proportional to the reduction in deck width.
(d) PRE-SATURATION, HIGHLY EXPANSIVE SOILS. When the soil below a deck has an expansion index of 91 or greater, it must be saturated with water to a depth of at least 18 inches before installing the deck.
(e) DECK BONDING. When a deck is installed, whether structurally required or not, the reinforcing installed in the deck must be electrically bonded together with the pool shell reinforcing and metal parts of electrical equipment associated with the pool water recirculation system and with miscellaneous metal accessories, such as pool slides, diving boards, and spring boards, in accordance with CEC Article 680.26. 3604. DRAINAGE AND DISPOSAL.
(a) SURFACE WATER. Surface water from pool decks must be collected and conducted through non-erosive subsurface drainage devices to a street, storm drain, or other approved watercourse or disposal area.
(b) WASTEWATER. Pool waste must be disposed of in accordance with the requirements of the environmental health officer.
(c) DRYWELLS. Drywells cannot be employed for pool wastewater disposal except when specifically approved for the purpose, and when it has been determined that such installation is not likely to have adverse effects on the structural stability of the pool or other structures on the site. The Building Official may require a percolation test, soils report, and/or geological report to make such a determination.

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3605. SPECIAL INSPECTION. Special inspection, as required by CBC § 1705A.3, must be provided for pneumatically-placed concrete (gunite) in swimming pools. 3606. FENCING AND GATES. Any person, firm, or corporation in possession of land--either as owner in fee, purchaser under contract, lessee, tenant, licensee or any type of legal estate upon which is situated a pool as defined above--must at all times maintain on the lot, or premises, a fence or wall not less than five feet in height which completely surrounds such pool or body of water provided, however, that a dwelling or accessory building may be used as a part of such enclosure. Such fence must be constructed of durable material and must be designed to withstand a horizontal force of at least 20 pounds per lineal foot at the top of the fence or top of the railing.

Openings, holes, or gaps therein must comply with Sections 3109.3.1.1 through 3109.3.1.7.

Fences may not have a configuration which provides a ladder-like access to the pool area.

Each gate or door opening through a pool enclosure must be equipped with a self-closing and self-latching device capable of keeping the gate or door securely closed at all times when not in use.

Exceptions:

1. Doors in Group R, Division 1, 2 and 3 occupancies which form part of a pool enclosure.

2. Gates used primarily for ingress and egress of equipment but not persons to the pool area, and which are kept padlocked when not in use.

Required latching devices must be installed not less than 60 inches above ground level and on the water side of the gate.

The Building Official may make modifications and accept alternatives to the fencing requirements in individual cases upon a showing of good cause with respect to the height, nature or location of the fence, wall, gates, or latches, or the necessity for such alternative, provided that protection is not reduced.

16.04.130 Scope. Section J101.1 of the CBC Appendix J is amended to read as follows:

J101.1. Scope. This appendix regulates excavation, grading and earthwork construction, including fills and embankments; the administrative procedure for issuing permits; and approval of plans and inspection of grading construction. For purposes of this section, the term Building Official means City Engineer.

16.04.135 Ministerial and discretionary permits. Section J101.1.1 of the CBC Appendix J is added to read as follows:

J101.1.1. Ministerial and Discretionary Permits. Issuing or denying a grading permit is a ministerial act for the purposes Public Resources Code § 21080 (b)(1) except in the following four circumstances:

1. Where the average natural slope within the area to be graded exceeds 109 percent and the amount of excavation or fill exceeds 10,000 cubic yards;

2. Where the average natural slope within the area to be graded exceeds 35 percent and the amount of excavation or fill exceeds 1,000 cubic yards;

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3. Where the proposed graded slopes exceed 25 feet in vertical height; or

4. Where the proposed grading would occur within a waterway or wetland.

The discretionary powers exercised in conjunction with issuing or denying of discretionary grading permits are exercised by the Building Official, or by the city council on appeal. Those discretionary powers are limited to the issuance of the permit, subject to conditions or changes in the project needed to mitigate significant environmental effects, which would otherwise result from the grading; or denying the permit in order to avoid such effects; or issuing the permit despite such effects upon making appropriate findings.

With respect to discretionary grading permits, the Building Official can issue or deny the permit only after holding a public hearing, considering the applicable environmental document, if any, and certifying that such document was prepared in compliance with the California Environmental Quality Act (CEQA). The Building Official must give at least 15 days written notice of such hearing to the applicant for the permit and to any owner of real property located within 300 feet of the boundaries of the lot to which the application relates and to the property whose interests might be substantially affected by a permit. The notice must specify the time, date, and place of the hearing; give a general description of the grading to which the permit application pertains; give a general description of the property on which the grading would occur; and state that any interested person will be given an opportunity to present relevant evidence at the hearing.

Any interested person may appeal the Building Official’s decision by filing a notice of appeal with the city clerk along with a fee established by city council resolution within 10 days after the Building Official’s decision. The hearing on appeal must be noticed and conducted by the city council in the same manner as the original hearing before the Building Official, except that notice must also be given to the appellant. The city council’s decision is final and must be in writing. A copy of the decision must be served upon the applicant for the permit and upon the appellant. If the decision is to issue a grading permit previously denied or to modify a grading permit previously issued by the Building Official, the written order constitutes the permit and must include appropriate conditions.

A ministerial grading permit is operative immediately upon issuance. A discretionary grading permit becomes operative on the 15th calendar day after being issued or, in the case of an appeal, on the date the city council issues its decision.

16.04.140 Flood hazard areas. Section J101.2 of the CBC Appendix J is amended to read as follows:

J101.2 Flood Hazard Areas. The provisions of this chapter do not apply to grading, excavation and earthworks construction, including fills and embankments, in floodways within flood hazard areas. Grading in these areas is be regulated under Section 16.34.450 of the Camarillo Municipal Code.

16.04.145 Definitions. Section J102.1 of the CBC Appendix J is amended to read as follows:

J102.1 Definitions. The following words and terms shall, for the purposes of this appendix, have the meanings shown herein. Refer to chapter 2 of this code for general definitions.

BENCH. A relatively level step excavated into earth material on which fill is to be placed.

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COMPACTION. A densification of a fill by mechanical means.

CUT. See “Excavation”.

DOWN DRAIN. A device for collecting water from a swale or ditch located on or above a slope, and safely delivering it to an approved drainage facility.

EROSION. The wearing away of the ground surface as a result of the movement of wind, water or ice.

EXCAVATION. The removal of earth material by artificial means, also referred to as a cut.

FILL. Deposition of earth materials by artificial means.

GRADE. The vertical location of the ground surface.

GRADE, EXISTING. The grade prior to grading. GRADING. An excavation or fill or combination thereof.

GRADE, FINISHED. The final grade of the site that conforms to the approved plan.

KEY. A designed compacted fill placed in a trench excavated in earth material beneath the toe of a proposed fill slope.

ISOLATED, SELF-CONTAINED AREA is that portion of a parcel of land, or of contiguous parcels
of land, under a single ownership which is more than 100 feet from the exterior boundary of such parcel, or parcels, and meets any one of the following three criteria:

1. The portion is used for growing crops or raising livestock for sale, but not for building sites or for the construction of earthfills, which will impound water to a depth of more than 5 feet.

2. The portion contains water impounding structures constructed under the direct control of the U.S. Department of Agriculture, Soil Conservation Service.

3. The portion contains oilfield operations, involving the exploration for, or the development or production of oil, which is established under an existing land use entitlement and all of the following criteria are met:
(a) The portion is not visible from a publicly maintained street, road or highway within

1.0 horizontal mile of such portion;
(b) The portion is not visible from a private residence located within one horizontal mile of such portion, unless the owner and the tenant of such residence have signed a written waiver of this criterion; and
(c) The portion is so located and configured that grading cannot cause a significant increase in the volume of silt or debris deposited on downstream property owned by any person other than the owner of the portion.

SLOPE. An inclined surface, the inclination of which is expressed as a ratio of horizontal distance

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to vertical distance.

TERRACE. A relatively level step constructed in the face of a graded slope for drainage and maintenance purposes.

16.04.150 Permits. Section J103 of the CBC Appendix J is amended to read as follows:

Section J103. Permits Required.

J103.1 Permits Required. Except as specified in Section J103.2 of this code, no person may do any grading without first having obtained a grading permit from the Building Official.

J103.2 Exempted Work. A grading permit is not required for the following:

1. When approved by the Building Official, grading in an isolated, self-contained area if there is no danger to private or public property.

2. An excavation below finished grade for basements and footings of a building, retaining wall or other structure authorized by a valid building permit. This does not exempt any fill made with the material from such excavation, or exempt any excavation, having an unsupported height greater than 5 feet (1524 mm) after the completion of such structure.

3. Cemetery graves.

4. Refuse disposal sites controlled by other regulations.

5. Excavations for wells or tunnels or utilities.

6. Mining, quarrying, excavating, processing or stockpiling of rock, sand, gravel, aggregate or clay where established and provided for by law, provided such operations do not affect the lateral support or increase the stresses in or pressure upon, any adjacent or contiguous property.

7. Exploratory excavations under the direction of soil engineers or engineering geologists.

8. An excavation that: (1) is less than two feet (610 mm) in depth, or (2) does not create a cut slope greater than five feet (1524 mm) in height and steeper than one unit vertical in two units horizontal (50 percent slope).

9. A fill less than one foot (305 mm) in depth and placed on natural terrain with a slope flatter than one unit vertical in five units horizontal (20 percent slope), or less than three feet (914 mm) in depth, not intended to support structures, that does not exceed 50 cubic yards (38.3 m3) on any one lot and does not obstruct a drainage course.

Exemption from the permit requirements of this chapter must not be deemed to grant authorization for any work to be done in any manner in violation of the provisions of this chapter or any other laws or ordinances of this jurisdiction.

16.04.155 Grading Permit Requirements. Section J104 of the CBC Appendix J is amended to read as follows:

Section J104. Grading Permit Requirements.

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J104.1 Permits Required. Except as exempted in Section J103.2 of this code, no person may do any grading without first obtaining a grading permit from the Building Official. A separate permit must be obtained for each site and may cover both excavations and fills.

J104.2 Application. The provisions of Section 105.3 CBC Division II Chapter 1 are applicable to grading. Additionally, the application must state the estimated quantities of work involved.

J104.3 Grading Designation. Grading in excess of 5,000 cubic yards (3825 m3) must be performed in accordance with the approved grading plan prepared by a civil engineer, and will be designated as engineered grading. Grading involving less than 5,000 cubic yards (3825 m3) will be designated regular grading, unless the permittee chooses to have the grading performed as engineered grading, or the Building Official determines that special conditions or unusual hazards exist, in which case grading must conform to the requirements for engineered grading.

J104.3.1 All grading exceeding 1,000 cubic yards must be performed in accordance with the approved grading plan prepared by a civil engineer, and will be designated as engineered grading.

Grading involving less than 1,000 cubic yards will be designated regular grading, unless the permittee, with the Building Official’s approval, chooses to have the grading performed as engineered grading.

J104.4 Engineered Grading Requirements. Application for a grading permit must, at a minimum, be accompanied by, but not be limited to, two sets of plans and specifications, and supporting data consisting of a soils engineering report and engineering geology report. The plans and specifications must be prepared and signed by an individual licensed by the State to prepare such plans or specifications when required by the Building Official.

Specifications must contain information covering construction and material requirements.

Plans must be drawn to scale upon substantial mylar; must be of sufficient clarity to indicate the nature and extent of the work proposed; and show in detail that they will conform to the provisions of this code and all relevant laws, ordinances, rules and regulations. The first sheet of each set of plans must give the location of the work, the name and address of the owner, and the person who prepared the plans.

The plans must include, but not be limited to, the following information:

1. General vicinity of the proposed site.

2. Property limits and accurate contours of existing ground and details of terrain and area drainage.

3. Limiting dimensions, elevations or finish contours to be achieved by the grading, and proposed drainage channels and related construction.

4. Detailed plans of all surface and subsurface drainage devices, walls, cribbing, dams, and other protective devices to be constructed with, or as a part of, the proposed work together with a map showing the drainage area and the estimated runoff of the area served by any drains.

5. Location of any buildings or structures on the property where the work is to be performed, and the location of any buildings or structures on land of adjacent owners that are within

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15 feet (4572 mm) of the property, or that may be affected by the proposed grading operations.

6. Recommendations included in the soils engineering report and the engineering geology report must be incorporated in the grading plans or specifications. When approved by the Building Official, specific recommendations contained in the soils engineering report and the engineering geology report, which are applicable to grading, may be included by reference.

7. The dates of the soils engineering and engineering geology reports together with the names, addresses and phone numbers of the firms, or individuals, who prepared the reports.

J104.5 Soils Engineering Report. See CMC § 16.38 Geotechnical Studies.

J104.6 Engineering Geology Report. See CMC § 16.38 Geotechnical Studies.

J104.7 Liquefaction Study. The Building Official may require a geotechnical investigation in accordance with Sections 1803.3 through 1803.5 when, during the course of an investigation, all of the following conditions are discovered, the report must address the potential for liquefaction:

1. Shallow ground water, 50 feet (15240 mm) or less.

2. Unconsolidated sandy alluvium.

3. Seismic design categories D and E.

J104.8 Regular Grading Requirements. Each application for a grading permit must, at a minimum, be accompanied by, but not be limited to, a plan in sufficient clarity to indicate the nature and extent of the work. The plans must give the location of the work, the name of the owner, and the name of the person who prepared the plan. The plan must include, but not be limited to, the following information:

1. General vicinity of the proposed site.

2. Limiting dimensions and depth of cut and fill.

3. Location of any buildings or structures where work is to be performed and the location of any buildings or structures within 15 feet (4572 mm) of the proposed grading.

J104.9 Issuance. The provisions of Section 104.1 Division II Chapter 1 are applicable to grading permits. The Building Official may require that grading operations and project designs be modified if delays occur which incur weather-generated problems not considered at the time the permit was issued. The Building Official may require professional inspection and testing by the soils engineer. When the Building Official has cause to believe that geologic factors may be involved, the grading will be required to conform to engineered grading.

J104.10 Grading Bonds. No grading bond is required if less than 1000 cubic yards will be graded.

For amounts over 1000 cubic yards, a grading bond in the amount of $3.00 for each cubic yard must be posted.

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J104.11 Grading Plan Review Fees. Grading plan check fees must be in the amounts set by city council resolution. There is a surcharge set by city council resolution for every plan check after the first three.

J104.12 Grading Permit Fees. Grading permit fees are set by city council resolution.

J104.13 Soils Geology Report Review. Should a soils and geology report be required for issuing a grading permit, in addition to any other fees, the permittee must reimburse the city for the cost of all consultant reviews and analysis of such reports and an administrative cost as set by city council resolution.

J104.14 Geotechnical Studies. Geotechnical studies must conform to the requirements of Chapter

16.38 of the Camarillo Municipal Code.

16.04.160 Grading inspection. Section J105 of the CBC Appendix J is amended to read as follows:

Section J105. Grading Inspection.

J105.1 General. Grading operations for which a permit is required will be subject to inspection by the Building Official. Professional inspection of grading operations must be provided by the Civil Engineer, Soils Engineer and the Engineering Geologist retained to provide such services, in accordance with Section J105.5 for engineered grading.

J105.2 Civil Engineer. The Civil Engineer must provide professional inspection within such engineer’s area of technical specialty, which will consist of observation and review as to the establishment of line, grade, and surface drainage of the development area. If revised plans are required during the course of the work, they must be prepared by the Civil Engineer.

J105.3 Soils Engineer. The Soils Engineer must provide professional inspection within such engineer’s area of technical specialty, which will include observation during grading and testing for required compaction. The Soils Engineer must provide sufficient observation during the preparation of the natural ground and placement and compaction of the fill to verify that such work is being performed in accordance with the conditions of the approved plan and the appropriate requirements of this chapter. Revised recommendations relating to conditions differing from the approved soils engineering and engineering geology reports must be submitted to the permittee, the Building Official and the Civil Engineer.

J105.4 Engineering Geologist. The Engineering Geologist must provide professional inspection within such engineer’s area of technical specialty, which will include professional inspection of the bedrock excavation to determine if the conditions encountered are in conformance with the approved report. Revised recommendations relation to the conditions differing from the approved engineering geology report must be submitted to the Soils Engineer.

J105.5 Permittee. The permittee is responsible for the work performed in accordance with the approved plans and specifications and in conformance with the provisions of this code and the permittee must engage consultants, if required, to provide professional inspections on a timely basis. The permittee will act as a coordinator between the consultants, the contractor, and the Building Official. In the event of changed conditions, the permittee is responsible for informing the Building Official of such changes and must provide revised plans for approval.

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J105.6 Building Official. The Building Official will inspect the project at the various stages of work requiring approval to determine that adequate control is being exercised by the professional consultants.

J105.7 Notice of Non-compliance. If, in the course of fulfilling their respective duties under this chapter, the Civil Engineer, the Soils Engineer, or the Engineering Geologist finds that the work is not being done in conformance with this chapter or the approved grading plans, the discrepancies must be reported immediately in writing to the permittee and the Building Official.

J105.8 Transfer of Responsibility. If the civil engineer, the soils engineer or the engineering geologist of record is changed during grading, the work must be stopped until the replacement has agreed in writing to accept their responsibility within the area of technical competence for approval upon completion of the work. It must be the duty of the permittee to notify the Building Official in writing of such change prior to the recommencement of such grading.

16.04.165 Cuts. Section J106 of the CBC Appendix J is amended to read as follows:

Section J106. Cuts.

J106.1 General. Unless otherwise recommended in the approved soils engineering or engineering geology report, cuts must conform to the provisions of this section. In the absence of an approved soils engineering report, these provisions may be waived for minor cuts not intended to support structures.

J106.2 Slope. The slope of cut surfaces may be no steeper than is safe for the intended use, and may not be steeper than one unit vertical in two units horizontal (50 percent slope), unless permitted by the Building Official based on the permittee furnishing a soils engineering or an engineering geology report, or both, stating that the site has been investigated and giving an opinion that a cut at a steeper slope will be stable and not create a hazard to public or private property.

16.04.170 Benching details. Section J107 of the CBC Appendix J is amended to read as follows:

SECTION J107, BENCHING DETAILS
J107.1 General. Unless otherwise recommended in the geo-technical report, benching details shall comply with the provisions of this section.

Figure J107.3 Benching Details is deleted in its entirety.

16.04.175 Surface preparation. Section J107.2 of the CBC Appendix J is amended to read as follows:

J107.2 Preparation of Ground. Fill slopes may not be constructed on natural slopes steeper than one unit vertical in two units horizontal (50 percent slope). The ground surface must be prepared to receive fill by removing vegetation, non-complying fill, topsoil and other unsuitable materials scarifying to provide a bond with the new fill and, where slopes are steeper than one unit vertical in five units horizontal (20 percent slope) and the height is greater than five feet (1524 mm), by benching into sound bedrock or other competent material as determined by the soils engineer.

The bench under the toe of a fill on a slope steeper than one unit vertical in five units horizontal

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(20 percent slope) must be at least ten feet (3048 mm) wide. The area beyond the toe of fill must be sloped for sheet overflow or a paved drain must be provided. When fill is to be placed over a cut, the bench under the toe of fill must be at least ten feet (3048 mm) wide, but the cut must be made before placing the fill and acceptance by the soils engineer, or engineering geologist, or both, as a suitable foundation for fill.

16.04.180 Fill material. Section J107.4 of the CBC Appendix J is amended to read as follows:

J107-.4 Fill Material. Detrimental amounts of organic material are not permitted in fills. Except as permitted by the Building Official, no rock or similar irreducible material with a maximum dimension greater than 12 inches (305 mm) may be buried or placed in fills.

EXCEPTION: The Building Official may permit placement of larger rock when the soils engineer properly devises a method of placement, and continuously inspects its placement and approves the fill stability.

The following conditions must also apply:

1. Prior to issuance of the grading permit, potential rock disposal areas must be delineated on the grading plan.

2. Rock sizes greater than 12 inches (305 mm) in maximum dimension must be ten feet (3048 mm) or more below grade, measured vertically.

3. Rocks must be placed so as to assure filling of all voids with well-graded soil.

16.04.185 Compaction. Section J107.5 of the CBC Appendix J is amended to read as follows:

J107.5Compaction. All fill material must be compacted to 90 percent of maximum density as determined by ASTM D 1557, Modified Proctor, in lifts not exceeding 12 inches (305 mm) in depth. [DSA-SS and OSHPD 1, 2 & 4] This section establishes minimum requirements only.

16.04.190 Slope. Section J107.6 of the CBC Appendix J is amended to read as follows:

J107.6 Slope. The slope of fill surfaces may be no steeper than is safe for the intended use. Fill slopes may be no steeper than one unit vertical in two units horizontal (50 percent slope).

16.04.195 Setbacks – General. Section J108.1 of the CBC Appendix J is amended to read as follows:

J108.1 General. Cut and fill slopes must be set back from the property lines in accordance with this section. Setback dimensions are the horizontal distances measured perpendicular to the property line and must be as shown in Figure J108.1.

16.04.200 Top of cut slope. Section J108.2 of the CBC Appendix J is amended to read as follows:

J108.2 Top of Cut Slope. The top of cut slopes may not be made nearer to a site boundary line than one-fifth of the vertical height of cut with a minimum of 2 feet (610 mm) and a maximum of 10 feet (3048 mm). The setback may need to be increased for any required interceptor drains.

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16.04.205 Toe of fill slopes. Section J108.3 of the CBC Appendix J is amended to read as follows:

J108.3 Toe of Fill Slope. The toe of a fill slope may not be made nearer to the site boundary line than one-half the height of the slope with a minimum of 2 feet (610 mm) and a maximum of 20 feet (6096 mm). Where a fill slope is to be located near the site boundary and the adjacent off- site property is developed, special precautions must be incorporated in the work as the Building Official deems necessary to protect the adjoining property from damage as a result of such grading. These precautions may include but are not limited to:

1. Additional setbacks.

2. Provision for retaining or slough walls.

3. Mechanical or chemical treatment of the fill slope surface to minimize erosion.

4. Provisions for the control of surface waters.

16.04.210 Setbacks. Section J108.4 of the CBC Appendix J is added to read as follows:

J108.4 Modification of Slope Location. The Building Official may approve alternate setbacks. The Building Official may require an investigation and recommendation by a qualified engineer or engineering geologist to demonstrate that the intent of this section has been satisfied.

16.04.215 Figure – drainage dimensions. Figure J108.1 of the CBC Appendix J is amended to read as follows:

Figure J108.1 Drainage Dimensions is replaced with the following Figure:

Figure
J108.1

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16.04.220 Drainage and terracing - General. Section J109.1 of the CBC Appendix J is amended to read as follows:

J109.1 General. Unless otherwise indicated on the approved grading plan, drainage facilities and terracing must conform to the provisions of this section for cut or fill slopes steeper than one unit vertical in three units horizontal (33.3 percent slope).

16.04.225 Terrace. Section J109.2 of the CBC Appendix J is amended to read as follows:

J109.2 Terrace. Terraces at least six feet (1829 mm) in width must be established at not more than 30-foot (9144 mm) vertical intervals on all cut or fill slopes to control surface drainage and debris, except that where only one terrace is required, it must be at mid- height. For cut or fill slopes greater than 60 feet (18 288 mm) and up to 120 feet (36 576 mm) in vertical height, one terrace at approximately mid-height must be 12 feet (3658 mm) in width. Terrace widths and spacing for cut and fill slopes greater than 120 feet (36 576 mm) in height must be designed by the civil engineer and approved by the Building Official. Suitable access must be provided to permit proper cleaning and maintenance.

Swales or ditches on terraces must: (a) have a minimum gradient of five percent; (b) be paved with reinforced concrete not less than three inches (76 mm) in thickness, or an approved equal paving; (c) have a minimum depth at the deepest point of one foot (305 mm); and (d) have a minimum paved width of five feet (1524 mm).

A single run of a swale or ditch may not collect runoff from a tributary area exceeding 13,500 square feet (1254.2 m2) (projected) without discharging into a down-drain.

16.04.230 Interceptor drains. Section J109.3 of the CBC Appendix J to amended to read as follows:

J109.3 Interceptor Drains. Paved interceptor drains must be installed along the top of all cut slopes where the tributary drainage area above slopes toward the cut and has a drainage path greater than 40 feet (12 192 mm) measured horizontally. Interceptor drains must be paved with a minimum of three inches (76 mm) of concrete or gunite and reinforced, and must have a minimum depth of 12 inches (305 mm) and a minimum paved width of 30 inches (762 mm) measured horizontally across the drain. The slope of drain must be approved by the Building Official.

16.04.235 Disposal. Section J109.4 of the CBC Appendix J is amended to read as follows:

J109.4 Disposal. All drainage facilities must be designed to carry waters to the nearest practicable drainage way approved by the Building Official or other appropriate jurisdiction as a safe place to deposit such waters. Erosion of ground in the area of discharge must be prevented by installation of non-erosive down-drains or other devices. Building pads must have a drainage gradient of two percent toward approved drainage facilities, unless waived by the Building Official.

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EXCEPTION: The gradient from the building pad may be one percent if all of the following conditions exist throughout the permit area:

1. No proposed fills are greater than ten feet (3048 mm) in maximum depth.

2. No proposed finish cut or fill slope faces have a vertical height in excess of ten feet (3048 mm).

3. No existing slope faces steeper than one unit vertical in ten units horizontal (10 percent slope) have a vertical height in excess of one foot (3048 mm).

16.04.240 Erosion control – General. Section J110.1 of the CBC Appendix J is amended to read as follows:

J110.1 General. The faces of cut and fill slopes must be prepared and maintained to control erosion. This control may be permitted to consist of effective planting.

Exception: Erosion control measures need not be provided on cut slopes not subject to erosion due to the erosion-resistant character of the materials.

Erosion control for the slopes must be installed as soon as practicable and prior to calling for final inspection.

16.04.245 Completion of work. Section J113 is added to the CBC Appendix J to read as follows:

Section J113. Completion of Work.

J113.1 Final Reports. Upon completion of the rough-grading work and at the final completion of work, the following reports, drawings, and supplements are required for engineered grading, or when professional inspection is performed for regular grading, as applicable.

1. An as-built grading plan prepared by the civil engineer retained to provide such services in accordance with Section J105.5 showing original ground-surface elevations, as graded-ground surface elevations, lot drainage patterns, and the location and elevations of surface drainage facilities and of the outlets of subsurface drains. As-constructed locations, elevations, and details of subsurface drains must be shown as reported by the soils engineer. Civil engineers must state that to the best of their knowledge that the work within their area of responsibility was done in accordance with the final approved grading plan.

2. A report prepared by the soils engineer retained to provide such services in accordance with Section J105.5, including locations and elevations of field density tests, summaries of field and laboratory tests, other substantiating data, and comments on any changes made during grading and their effect on the recommendations made in the approved soils engineering investigation report.

Soils engineers must submit a statement that, to the best of their knowledge, the

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work within their area of responsibilities is in accordance with the approved soils report and applicable provisions of this chapter.

3. A report prepared by the engineering geologist retained to provide such services in accordance with Section J105.5, including a final description of the geology of the site and any new information disclosed during grading and the effect of the same on recommendations incorporated in the approved grading plan.

Engineering geologists must submit a statement that, to the best of their knowledge, the work within their area of responsibility is in accordance with the approved engineering geologist report and applicable provisions of this chapter.

4. The grading contractor must submit in a form prescribed by the Building Official a Statement of Conformance to the as-built plan and the specifications.

16.04.250 Notification of completion. Section J114 is added to the CBC Appendix J to read as follows:

J114. Notification of Completion. The permittee must notify the Building Official when the grading operation is ready for final inspection. Final approval may not be given until all work, including installation of all drainage facilities and their protective devices, and all erosion-control measures have been completed in accordance with the final approved grading plan, and the required reports have been submitted.

16.04.255 California plumbing code administration provisions. The administrative provisions of the California Building Code contained in Chapter 1, Division II, of that Code and as modified in the Camarillo Municipal Code, are used for the administrative provisions governing the California Plumbing Code, including violation and penalty provisions, which are governed by Camarillo Municipal Code § 16.04.310.

16.04.256 Water-conserving fixtures and fittings. Section 401.3 of the CPC is amended to read as follows:
401.3 Water- Conserving Fixtures and Fittings.
401.3.1 Definitions. For the purposes of this section the following terms are defined as follows:

1. Metering faucet. A faucet that after actuation dispenses water of a predetermined volume or for a predetermined period of time. The volume or cycle duration can be fixed or adjustable.

2. On demand recirculation system. Upon activation from a remote device, a pump reticulates water through the hot water system until the water in the pipe reaches a desired temperature. Fixtures receive hot water eliminating the need to run water until it reaches a hot temperature.

3. Point of use hot water heater. A tankless water heater that serves an individual fixture.

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4. Self-closing faucet. A faucet designed to close itself as the activating mechanism is released.
401.3.2 Flush Volumes. Flush volumes for low-consumption and water saver water closets and urinals must comply with the applicable standards referenced in Table 1701.1.
401.3.2 Water Closets. Water closets, either flush tank, flushometer tank, or flushometer valve operated, must have an average consumption not to exceed 1.28 gallons (4.8 Lpf) of water per flush.
401.3.2.1 Water Closets [HCD 1 and HCD 2] Water closets, either flush tank, flushometer tank, or flushometer valve operated, installed in all R occupancies must be dual flush and have an effective flush volume not to exceed 1.28 gallons (4.8 Lpf) when tested by using the average of one full flush and two reduced flushes or a single flush water closet not to exceed 1 gallon per flush (3.8 Lpf). 401.3.3 Urinals. All urinals installed must be high efficiency fixtures. The maximum flush volume of high efficacy urinals may not exceed 0.125 GPF. 401.3.3.1 Nonwater Urinals. [Not adopted for OSHPD 1,2,3,& 4] Nonwater urinals will be listed and must comply with the applicable standards referenced in Table 1401.1. Nonwater urinals must have a barrier liquid sealant to maintain trap seal.

Nonwater urinals must permit the uninhibited flow of waste through the urinal to the sanitary drainage system. Nonwater urinals must be cleaned and maintained in accordance with the manufacturer’s instructions after installation. Where nonwater urinals are installed they must have a water distribution line rough-in to the urinal location to allow for the installation of an approved backflow prevention device in the event of a retrofit. For additional information, see Health and Safety Code section 17921.4.
401.3.3.2 Nonwater Urinal Drainage Connections. Where nonwater urinals are installed, not less than one water supplied fixture rated at not less than 1 drainage fixture unit (DFU) must be installed upstream on the same drain line to facilitate drain line flow rising.
401.3.4 Metered Faucets. All faucets in non-residential restrooms and common use areas must be sensor operated, self-closing metering faucets. Metered Faucets must deliver a maximum of .25 gallons (0.95 L) of water per use.
401.3.5 Pre-Rinse Spray Valve. Commercial food service pre-rinse spray valves must have a maximum flow rate of 1.6 gallons per minute (gpm) at 60 pounds-force per square inch (psi) (6.0 L/m at 414 Kpa) in accordance with ASME A112.18.1/CSAB125.1 and must be equipped with an integral automatic shutoff.
401.3.6 Kitchen Faucets. [HCD1] The maximum flow rate of kitchen faucets may not exceed 1.8 gallons (6.81 L) per minute at 60 psi. Kitchen faucets may temporarily increase the flow above the maximum rate, but not to exceed 2.2 gallons (8.32 L) per minute at 60

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psi, and must default to a maximum flow rate of 1.8 gallons (6.81 L) per minute at 60 psi.

Note: Where faucets meeting the maximum flow rate of 1.8 gpm (6.81 L) are unavailable, aerators or other means may be used to achieve reduction. 401.3.7 Residential Lavatory Faucets. [HCD 1] the maximum flow rate of residential lavatory faucets may not exceed 1.5 gallons (5.68 L) per minute at 60 psi. The minimum flow rate of residential lavatory faucets may not be less than 0.8 gallons (3.03 L) per minute at 20 psi. All residential lavatory faucets in new buildings must be sensor operated self-closing. Sensor faucets are not required in existing single family or multi-family residential additions or alterations. However, if sensor faucets were originally installed when the residence was initially built and occupied, lavatory faucets must be replaced with sensor faucets.
401.3.8 Lavatory Faucets in Common Public Use Areas. [HCD1 & HCD 2] Lavatory faucets in common public use areas must be sensor operated, self-closing metering faucets. Metered Faucets must deliver a maximum of .25 gallons (0.95 L) of water per use.”

16.04.257 Hot Water Recirculation Systems. Section 501.2 of the CPC is added to read as follows:
501.2 Hot Water Recirculation Systems. All water heaters serving a newly constructed single dwelling unit must install an on demand recirculation system. If hot water is provided at a non-residential lavatory, it must be provided by a point of use hot water heater.”

16.04.260 California mechanical code administration provisions. The administrative provisions of the California Building Code contained in Chapter 1, Division II, of that Code and as modified in the Camarillo Municipal Code, are used for the administrative provisions governing the California Mechanical Code, including violation and penalty provisions, which are governed by Camarillo Municipal Code § 16.04.310.

16.04.265 California electrical code administration provisions. The administrative provisions of the California Building Code contained in Chapter 1, Division II, of that Code and as modified in of the Camarillo Municipal Code, are used for the administrative provisions governing the California Electrical Code, including violation and penalty provisions, which are governed by Camarillo Municipal Code § 16.04.310.

16.04.270 California residential code administration provisions. The administrative provisions of the California Building Code contained in Chapter 1, Division II of that Code and as modified in of the Camarillo Municipal Code, are used for the administrative provisions governing the California Residential Code, including violation and penalty provisions, which are governed by Camarillo Municipal Code § 16.04.310.

16.04.280 Foundations application. Section R401.1 of the CRC is amended as follows:

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R401.1 Application. The provisions of this chapter control the design and construction of the foundation and foundation spaces for all buildings. In addition to the provisions of this chapter, the design and construction of foundations in areas prone to flooding as established by Table R301.2 must meet the provisions of Section R306. Wood foundations must be designed and installed in accordance with AF&PA PWF (American Forest & Paper Association permanent wood foundation).

Exception: The provisions of this chapter are permitted to be used for wood foundations only in the following situations:

1. In buildings that have no more than two floors and a roof.

2. When interior basement and foundation walls are constructed at intervals not exceeding 50 feet.

Wood foundations in Seismic Design Category D0, D1, D2, or E, are not permitted.

16.04.283 Minimum Size. Section R403.1.1 of the CRC is amended to read as follows:

R403.1.1 The minimum width, (W), and thickness for concrete footings must be in accordance with Tables 403.1(1) through R403.1.1(3) and Figure R403.1(1) or R403.1.3, as applicable. The footing width must be based on the load-bearing value of the soil in accordance with Table R401.4.1(1). Footing projections, P, must be not less than 2 inches and may not exceed the thickness of the footing. Footing thickness and projection for fireplaces must be in accordance with Section R1001.2. The size of footings supporting piers and columns will be based on the tributary load and allowable soil pressure in accordance with Table R401.4.1(1).

16.04.285 Footings. Sections R403.1.2, R403.1.3, R403.1.4, R403.1.5, and R403.1.6.1 of the CRC are amended to read as follows:

R403.1.2 Continuous Footings in Seismic Design Categories D0, D1, D2, and E. Exterior walls of buildings located in Seismic Design Categories D0, D1, D2, and E, must be supported by continuous solid or fully grouted masonry or concrete footings. Other footing materials or systems must be designed in accordance with accepted engineering practice. The braced wall panels at exterior walls of buildings located in Seismic Design Categories D0, D1, D2 and E must be supported by continuous footings. All required interior braced wall panels in buildings must be supported by continuous footings.

The exception is deleted in its entirety.

R403.1.3 Footing and Stem wall reinforcing in Seismic Design Categories D0, D1, D2 and E. Concrete footings located in Seismic Design Categories D0, D1, D2, and E, as established in Table R301.2, must have minimum reinforcement in accordance with this section and Figure R403.1.3. Reinforcement must be installed with support and cover in accordance with Section R403.1.3.5.

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R403.1.3.1 Concrete stem walls with concrete footings. In Seismic Design Categories D0, D1, D2, and E, where a construction joint is created between a concrete footing and a concrete stem wall, a minimum of one No. 4 vertical bar must be installed at not more than four feet (4’) on center. The vertical bar must have a standard hook and extend to the bottom of the footing and must support and cover as specified in Section R608.5.4.5.

A minimum of one No. 4 horizontal bar must be installed within 12 inches of the top of the stem wall and one No. 4 horizontal bar must be located 3 to 4 inches from the bottom of the footing.

R403.1.3.2 Masonry stem walls with concrete footings. In Seismic Design Categories D0, D1, D2, and E, where a masonry stem wall is supported on a concrete footing, a minimum of one No. 4 vertical bar must be installed at not more than four feet (4’) on center. The vertical bar must have a standard hook and extend to the bottom of the footing and must have support and cover as specified in Section R403.1.3.5.3 and extend a minimum of 14 inches into the stem wall. Standard hooks must comply with Section R608.5.4.5. A minimum of one No. 4 horizontal bar must be installed within 12 inches of the top of the wall and one No. 4 horizontal bar must located 3 to 4 inches from the bottom of the footing.

Masonry stem walls must be solid grouted.

R403.1.3.3 Slabs-on-ground with turned-down footings. In Seismic Design Categories D0, D1, D2, and E, slabs on ground cast monolithically with turned-down footings must have a minimum of one No. 4 bar at the top and the bottom of the footing or one No. 5 bar or two No. 4 bars in the middle third of the footing depth.

Where the slab is cast monolithically with the footing, No. 3 or larger vertical dowels with standard hooks on each end must be installed at not more than 4 feet on center in accordance with Figure R403.1.3, Detail 2. Standard hooks must comply with Section R608.5.4.5.

R403.1.3.4 Interior bearing and braced wall footings in Seismic Design Categories D0, D1, D2, and E. In Seismic Design Categories D0, D1, D2, and E, interior footings supporting bearing walls or braced wall panels, and cast monolithically with a slab on grade, must extend to a depth of not less than 12 inches below grade.

R403.1.3.5 Reinforcement. Footing and stem wall reinforcement must comply with Sections R403.1.3.5.1 through R403.1.3.5.4.

R403.1.3.5.1 Steel reinforcement must comply with the requirements of ASTM A615, A706, or A996. ASTM A996 bars produced from rail steel must be Type R. The minimum yield strength must be 40,000 psi (Grade 40) (276 MPa).

R403.1.3.5.2 Location of reinforcement in wall. The center of the vertical reinforcement in stem walls must be located at the centerline of the wall. Horizontal and vertical reinforcement must be located in footings and stem walls to provide the minimum cover required by Section R403.1.3.5.3.

R403.1.3.5.3 Support and cover. Reinforcement must be secured in the proper locationin the forms with the wire or other bar support system to prevent displacement during the

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concrete placement operation. Steel reinforcement in concrete cast against the earth must have a minimum cover of three inches. Minimum cover for reinforcement in concrete cast in removable forms that will be exposed to the earth or weather must be 1 ½ inches for No. 5 bars and smaller, and 2 inches for No. 6 bars and larger. For concrete cast in removable forms that will not be exposed to the earth or weather, and for concrete cast in stay-in-place forms, minimum cover must be ¾ inch.

R403.1.3.5.4 Lap splices. Vertical and horizontal reinforcement must be the longest lengths practical. Where splices are necessary in reinforcement, the length of the lap splice must be in accordance with Table R608.5.4(1) and Figure R608.5.4(1). The maximum gap between noncontact parallel bars at a lap splice may not exceed the smaller of one-fifth the required lap length and 6 inches [see Figure R608.5.4(1)].

R403.1.3.6 is deleted in its entirety.

R403.1.4 Minimum depth. Exterior footings must be placed not less than 27 inches below the undisturbed ground surface unless specified by a current soils report.

R403.1.4.1 is deleted in its entirety.

R403.1.5 Slope. The top surface of footings must be level. The bottom surface of footings must not have a slope exceeding one vertical unit in 10 units horizontal (10 percent slope).

Footings must be stepped, where it is necessary to change the elevation of the top surface of the footing, or where the slope of the bottom surface of the footing will exceed one unit vertical in 10 units horizontal (10 percent slope).

For structures located in Seismic Design Categories D0, D1, D2, and E, stepped footings must be reinforced with four, ½-inch-diameter deformed reinforcing bars. Two bars must be placed at the top and bottom of the footings.

R403.1.6.1 Foundation anchorage in Seismic Design Categories C, D0, D1, D2, and E. In addition to the requirements of Section R403.1.6, the following requirements apply to wood light-frame structures in Seismic Design Categories D0, D1, D2, and E and wood light- framed townhouses in Seismic Design Category C.

1. Plate washers conforming to Section R602.11.1 must be provided for all anchor bolts over the full length or required braced wall lines except where approved anchor straps are used. Properly sized cut washers are permitted for anchor bolts in wall lines not containing braced wall panels.

2. Interior braced wall plates must have anchor bolts placed at not more than 6 feet on center and located within 12 inches of the ends of each plate section when supported on a continuous foundation,

3. Interior bearing wall sole plates must have anchor bolts spaced not more than 6 feet on center and located within 12 inches of the ends of each plate section when supported on a continuous foundation.

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4. The maximum anchor bolt spacing must be 4 feet for buildings over two stories in height.

5. Stepped cripple walls must conform to Section R602.11.2.

6. Deleted in its entirety.

16.04.290 Foundation Design. Section R403.1.8.2 is added and TABLE R403.1(1), R403.1(2) and R403.1(3) are replaced with TABLE R403.1 of the CRC as follows:

R403.1.8.2. When buildings are located on expansive soil having an expansion index greater than 50, gutters, downspouts, piping, and/or other non-erosive devices must be provided to collect and conduct rain water to pervious areas such as yards, open channels, or vegetated areas. Routing rooftop runoff via yard drains to the roadway or the storm water conveyance system is not permitted.

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Table 403.1 Foundations for stud bearing walls minimum requirements 1, 10,11,12 Weighted Foundation for slab and raised floor systems 2,5,7 Concrete slabs
expansion No. of Stem Footing Footing All perimeter Interior footings Reinforcement 3-1 /2" minimum thickness Pre-moisteneing Restrictions on index stories thickness8 width 9
thickness footings 6
for slab and for continuous 4" with E.I. over 51 of soils under piers under raised floors 6 foundations 3,8 Reinforcement 4
Total footings, piers raised floors
Depth below natural surface thickness and slabs5,6
of ground and finish grade of sand
Inches
0-20 1 6 1 2 6 1 2 1 2 1 -# 4 # 4 @ 48" o/c.. M oistening of ground Piers allowed for Very low 2 6 1 5 7 1 8 1 8 Top and each way 2" prior to placing concrete single floor non expansive 3 1 0 1 8 8 24 24 bottom or is recommended loads only 21 -50 1 6 1 2 6 1 5 1 2 1 -# 4 # 3 @ 36" o/c.. 3% over optimum moisture required Piers allowed for Low 2 8 1 5 7 1 8 1 8 Top and each way 4" to a depth of 1 8" below lowest adjacent single floor 3 1 0 1 8 8 24 24 bottom grade. Testing required. loads only 51 -90 1 6 1 2 8 21 1 2 1 -# 4 top # 3 @ 24" o.c. 3% over optimum moisture required M edium 2 8 1 5 8 21 1 8 and bottom each way 4" to a depth of 1 8" below lowest adjacent Piers not 3 1 0 1 8 8 24 24 # 3 bars @ 24" o.c. each way grade. Testing required. allowed 1 2" into footing, 36" into slab 10
91 -1 30 1 6 1 2 8 27 1 2 2- # 4 # 3 @ 24" o.c. 3% over optimum moisture required High 2 8 1 5 8 27 1 8 Top & bottom each way 4" to a depth of 1 8" below lowest adjacent Piers not 3 1 0 1 8 8 27 24 # 3 bars @ 24" o.c. each way grade. Testing required. allowed 1 2" into footing, 36" into slab 10
Above 1 30 Special design by a licensed Architect or Engineer required very high

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16.04.295 Footnotes to table CRC R403.1. Table R403.1, Footnotes of the CRC is amended to read as follows:
1 .Pre-moistening is required where specified in Table CRC R403.1 in order to achieve maximum and uniform expansion of the soil prior to construction and thus, limit structural distress caused by uneven expansion and shrinkage. Other systems, which do not include pre-moistening, may be approved by the Building Official, when such alternatives are shown to provide equivalent safeguards against the adverse effects of expansive soil.

2. Under-floor access crawl holes must be provided with curbs extending not less than six inches above adjacent grade to prevent surface water from entering the foundation area.

3. Reinforcement for continuous foundations must be placed not less than three inches above the bottom of the footing and not less than three inches below the top of the stem.

4. Slab reinforcement must be placed at mid-depth and continue to within two inches of the exterior face of the exterior face of the exterior footing walls.

5. Moisture content of soils must be maintained until foundations and piers are poured and a vapor barrier is installed. A test must be taken within 24 hours of each slab pour.

6. Crawl spaces under raised floors need not be pre-moistened except under interior footings. Interior footings which are not enclosed by a continuous perimeter foundation system or equivalent concrete or masonry moisture barrier must be designed and constructed, as specified for perimeter footings in Table CRC R403.1.

7. A grade beam not less than twelve-inches-by-twelve-inches in cross-sectional area, reinforced as specified for continuous foundations in Table CRC R403.1 must be provided at garage door openings.

8. Foundation stem walls which exceed a height of three times the stem thickness above lowest adjacent grade must be reinforced in accordance with Sections 18 and 19 in the CBC, or as required by engineering design, whichever is more restrictive.

9. Footing widths may be reduced upon submittal of calculations by a registered civil or structural engineer or licensed architect, but must be a minimum of 12 inches for one- and two-story structures and 15 inches for three-story structures.

10. Bent reinforcing bar between exterior footing and slab may be omitted when floor is designed as an independent, floating slab.

11. Fireplace footings must be reinforced with a horizontal grid located three inches

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above the bottom of the footing and consisting of not less than No. 4 bars at twelve inches on center each way. Vertical chimney reinforcing bars must be hooked under the grid.

12. Underground utility conduits must be installed prior to foundation inspection and must extend beyond the foundation.

16.04.300 Lateral support. Section R802.8 of the CRC is amended to read:

R802.8 Lateral Support. Roof-framing members and ceiling joists having a depth-to- thickness ratio exceeding 2 to 1 based on nominal dimensions must be provided with lateral support at points of bearing to prevent rotation. For roof rafters with ceiling joists attached per Table R602.3(1), the depth-thickness ratio for the total assembly will be determined using the combined thickness of the rafter, plus the attached ceiling joist.

16.04.307 Fee tables amended. Fees for building, plumbing, mechanical, electrical, grading permits, and plan reviews are set by City Council resolution.

16.04. 310 Violations and penalties.
(a) It is unlawful for any person, or entity to erect, construct, enlarge, alter, repair, move, improve, remove, convert or demolish, equip, use, occupy, or maintain any land, building or structure, building service equipment, machine or equipment; or cause or permit the same to be done in violation of this chapter or the codes adopted by reference pursuant to this chapter. Each such person is guilty of a separate offense for each and every day or portion thereof during which any violation of any of the provisions of this chapter or the codes adopted by reference pursuant to this chapter is committed, continued, or permitted. (b) It is unlawful for any person to remove, deface, alter, or obstruct from view a posted notice of the Building Official when such notice constitutes a stop work order or a warning of substandard or hazardous conditions or prohibits or restricts the occupancy or use of a building, structure, or building service equipment regulated by this chapter or the codes adopted by reference pursuant to this chapter. (c) Every violation of this code, or of any of the codes, adopted pursuant to this chapter, is a misdemeanor.
(d) Any person convicted of a misdemeanor, may be punished by a fine of not more than $1,000, or by imprisonment for not more than six months, or by both, such fine and imprisonment.

16.04.314 Title. Section 101.1 of the IPMC is amended to read as follows:
101.1 Title. These regulations shall be known as the International Property Maintenance Code of Camarillo, hereinafter referred to as “this code.”

16.04.315 Application of other codes. Section 102.3 of the IPMC is amended to read

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as follows:
102.3 Application of Other Codes. Repairs, additions or alterations to a structure, or changes of occupancy, must be done in accordance with the provisions of the California Building Code, California Existing Building Code, California Energy Code, California Electrical Code, California Mechanical Code, California Plumbing Code, California Residential Code, and the California Green Building Standards. Nothing in this code will be construed to cancel, modify, or set aside any provision of the Camarillo Municipal Code.

16.04.316 Application of other codes. Section 103.1 of the IPMC is amended to read as follows:
103.1 Creation of agency. The Code Compliance Division is hereby created and the official in charge thereof shall be known as the code official. The function of the agency shall be the implementation, administration and enforcement of the provisions of this code.

16.04.320 Fees. Section 104.1 of the IPMC is amended to read as follows:
104.1 Fees. The fees for activities and services performed by the department in carrying out the department’s responsibilities under this code are set by City Council resolution.

16.04.325 Violation penalties under the IPMC. Section 107.4 of the IPMC is amended to read as follows:
107.4 Violation Penalties. Any person who shall violate a provision of this code, or fail to comply therewith, or with any of the requirements thereof, shall be prosecuted within the limits provided by CMC 16.04.310. Each day that a violation continues after due notice has been served shall be deemed a separate offense. 16.04.330 Unsafe structures and equipment. Section 109.1 of the IPMC is amended to read as follows:
109.1 General. When a structure or equipment is found by the code official to be unsafe, or when a structure is found unfit for human occupancy, or is found unlawful, such structure may be condemned pursuant to the provisions of Section § 17920.3 of the California Health and Safety Code and this code.

16.04.331 Failure to comply. Section 108.4 of the IPMC is amended to read as follows:
108.4 Failure to comply. Any person who shall continue any work after having been served with a stop work order, except such work as that person is directed to perform to remove a violation or unsafe condition, shall be liable to a penalty. Section 16.04.310 of the CMC regulates the violation penalty provisions of the IPMC.

16.04.332 Terms defined in other codes. Section 201.3 of the IPMC is amended to read as follows:
201.3 Terms defined in other codes. Where terms are not defined in this code and are

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defined in the California Building Code, California Existing Building Code, California Energy Code, California Electrical Code, California Mechanical Code, California Plumbing Code, California Residential Code, and the California Green Building Standards, such terms shall have the means ascribed to them as stated in those codes.

Nothing in this code will be construed to cancel, modify, or set aside any provision of the Camarillo Municipal Code.

16.04.333 Responsibility. Section 301.2 of the IPMC is amended to read as follows:
301.2 Responsibility. The owner of the premises shall maintain the structures and exterior property in compliance with these requirements and the code under which the building was constructed, except as otherwise provided for in this code. The owner or owner’s agent shall be responsible to ensure that any repairs, additions or alterations to the building or portion thereof are performed or constructed in accordance with the California Building Code, California Residential Code or California Existing Building Code. A person shall not occupy as owner-occupant or permit another person to occupy premises that are not in a sanitary and safe condition and that do not comply with the requirements of this chapter. Occupants of a dwelling unit, rooming unit or housekeeping unit are responsible for keeping in a clean, sanitary and safe condition that part of the dwelling unit, rooming unit, housekeeping unit or premises they occupy and control.

16.04.334 Weeds. Section 301.4 of the IPMC is amended to read as follows:
302.4 Weeds. Premises and exterior property shall be maintained free from weeds or plant growth in excess of 12 inches in height. Noxious weeds shall be prohibited. Weeds shall be defined as all grasses, annual plants and vegetation, other than trees or shrubs provided; however, this term shall not include cultivated flowers and gardens.

Upon failure of the owner or agent having charge of a property to cut and destroy weeds after service of a notice of violation, they shall be subject to prosecution in accordance with Section 107.3 and as prescribed by the authority having jurisdiction. Upon failure to comply with the notice of violation, any duly authorized employee of the jurisdiction or contractor hired by the jurisdiction shall be authorized to enter upon the property in violation and cut and destroy the weeds growing thereon, and the costs of such removal shall be paid by the owner or agent responsible for the property.

16.04.335 Enclosures. Section 303.2 of the IPMC is amended to read as follows:
303.2 Enclosures. Private swimming pools, hot tubs and spas containing water more than 18 inches in depth must be completely surrounded by a fence or barrier at least 60 inches in height above the finished ground level measured on the side of the barrier away from the pool. Gates and doors in such barriers must be self-closing and self-latching. Where release mechanisms of the self-latching device are located less than 60 inches above grade measured on the side of the barrier that faces away from the pool, the release mechanism must be located on the pool side of the gate at least three inches below the top of the gate and the barrier must have no opening greater than one-half inch within 18 inches of the release mechanism. Self-closing, self- latching gates must be maintained

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such that the gate will positively close and latch when released from an open position of six inches from the gate post. No existing pool enclosure may be removed, replaced, or changed in a manner that reduces its effectiveness as a safety barrier.

The exceptions to section 302.2 are deleted in its entirety.

16.04.340 Potentially unsafe conditions. Section 304.1.1 of the IPMC is amended to read as follows:
304.1.1 Potentially unsafe conditions. The following conditions shall be considered to be potentially unsafe, shall be assessed and shall be in compliance with the California Building Codes, the California Residential Code or California Existing Building Code as required for existing buildings.

16.04.341 Insect Screens. Section 304.14 of the IPMC is amended in part to read as follows:
304.14 Insect screens. During the period from January 1 to December 31, every door, window and other outside opening required for ventilation of habitable rooms, food preparation areas, food service areas or any areas where products to be included or utilized in food for human consumption are processed, manufactured, packaged or stored shall be supplied with approved tightly fitting screens of minimum 16 mesh per inch (16 mesh per 25 mm), and every screen door used for insect control shall have a self-closing device in good working condition.

Exception: Screens shall not be required where other approved means, such as air curtains or insect repellent fans, are employed. 16.04.345 Potentially unsafe conditions.

Section 305.1.1 of the IPMC is amended in part to read as follows:
305.1.1 Potentially unsafe conditions. The following conditions shall be considered to be potentially unsafe, shall be assessed and be addressed in compliance with the California Building Codes, California Residential Codes or California Existing Building Code as required for existing buildings.

16.04.350 Potentially unsafe conditions. Section 306.1.1 of the IPMC is amended in part to read as follows:
306.1.1Potentially unsafe conditions. Where any of the following conditions cause the component or system to be beyond its limit state, the component or system shall be considered to be unsafe and shall be address in compliance with the California Building Codes or the California Existing Building Code as required for existing buildings:

16.04.353 Alternative Devices. Section 401.3 of the IPMC is amended in part to read as follows:
401.3 Alternative devices. In lieu of the means for natural light and ventilation herein prescribed, artificial light or mechanical ventilation complying with the California Building Code shall be permitted.

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16.04.355 Public toilet facilities. Section 502.5 of the IPMC is amended to read as follows:
502.5 Public Toilet Facilities. Public toilet facilities must be maintained in a safe sanitary working condition in accordance with the California Plumbing Code. Except for periodic maintenance or cleaning, public access and use must be provided to the toilet facilities at all times during occupancy of the premises.

16.04.360 Water system. Section 505.1 of the IPMC is amended to read as follows:
505.1 General. Every sink, lavatory, bathtub, shower, drinking fountain, water closet, or other plumbing fixture must be properly connected to either a public water system or to an approved private water system. All kitchen sinks, lavatories, laundry facilities, and bathtubs and showers must be supplied with hot or tempered, and cold running water in accordance with the California Plumbing Code.

16.04.365 Residential occupancies. Section 602.2 of the IPMC is amended to read as follows:
602.2 Residential Occupancies. Dwellings must be provided with heating facilities capable of maintaining a room temperature of 68°F in all habitable rooms, bathrooms, and toilet rooms. Cooking appliances may not be used, nor may portable unvented fuel- burning space heaters be used, as a means to provide required heating.

16.04.370 Heat supply. Section 602.3 of the IPMC is amended to read as follows:
602.3 Heat supply. Every owner and operator of any building who rents, leases or lets one or more dwelling units or sleeping units on terms, either expressed or implied, to furnish heat to the occupants thereof shall supply heat during the period from January 1 to December 31 to maintain a minimum temperature of 68°F (20°C) in all habitable rooms, bathrooms and toilet rooms.

The exceptions to section 602.3 are deleted in its entirety.

16.04.375 Occupiable work spaces. Section 602.4 of the IPMC is amended to read as follows:
602.4 Occupiable Work Spaces. Indoor occupiable work spaces must be supplied with heat during the period from January 1 to December 31 to maintain a temperature of not less than 65°F during the time the spaces are occupied.

Exceptions:

1. Processing, storage and operation areas that require cooling or special temperature conditions.

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2. Areas in which persons are primarily engaged in vigorous physical activities. 16.04.380 Service. Section 604.2 of the IPMC is amended to read as follows:
604.2 Service. The size and usage of appliances and equipment serves as a basis for determining the need for additional facilities in accordance with the California Electrical Code. Dwelling units must be served by a three-wire, 120/240 volt, single-phase electrical service having a rating of not less than 60 amperes.

16.04.385 Electrical equipment – Water damage. Section 604.3.1.1 Electrical Equipment of the IPMC is amended to read as follows:
604.3.1.1 Electrical Equipment. Electrical distribution equipment, motor circuits, power equipment, transformers, wire, cable, flexible cords, wiring devices, ground-fault circuit interrupters, surge protectors, molded case circuit breakers, low-voltage fuses, luminaries, ballasts, motors and electronic control, signaling, and communication equipment and that have been exposed to water must be replaced in accordance with the provisions of the California Building Code and California Electrical Code.

Exception: The following equipment shall be allowed to be repaired where an inspection report from the equipment manufacturer or approved manufacturer’s representative indicates that the equipment has not sustained damage that requires replacement:

1. Enclosed switches, rated not more than 600 volts or less.

2. Busway, rated not more than 600 volts.

3. Panelboards, rated not more than 600 volts.

4. Switchboards, rated not more than 600 volts.

5. Fire pump controllers, rated not more than 600 volts.

6. Manual and magnetic motor controllers.

7. Motor control centers.

8. Alternating current high-voltage circuits breakers.

9. Low-voltage power circuit breakers.

10.Protective relays, meters and current transformers.

11.Low- and medium-voltage switchgear.

12.Liquid-filled transformers.

13.Cast-resin transformers.

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14.Wire or cable, that is suitable for wet locations and whose ends have not been exposed to water.

15.Wire or cable, not containing fillers, that is suitable for wet locations and whose ends have not been exposed to water.

16.Luminaires that are listed as submersible.

17.Motors.

18.Electronic control, signaling and communication equipment.

16.04.390 Electrical equipment – Fire damage. Section 604.3.2.1 of the IPMC is amended to read as follows:
604.3.2.1 Electrical Equipment. Electrical switches, receptacles and fixtures, including furnace, water-heater, security system, and power-distribution circuits that have been exposed to fire, must be replaced in accordance with the California Building Code and the California Electrical Code.

Exception: Electrical switches, receptacles and fixtures that shall be allowed to be repaired where an inspection report from the equipment manufacturer or approved manufacturer’s representative indicates that the equipment has not sustained damage that requires replacement.

16.04.392 General. Section 702.1 of the IPMC is amended to read as follows:
702.1 General. A safe, continuous and unobstructed path of travel shall be provided from any point in a building or structure to the public way. Means of egress shall comply with the California Building Code.

16.04.394 Aisles. Section 702.2 of the IPMC is amended to read as follows:
702.2 Aisles. The required width of aisles in accordance with the California Building Code shall be unobstructed.

16.04.395 Locked doors. Section 702.3 of the IPMC is amended to read as follows:
702.3 Locked Doors. All means of egress doors must be readily openable from the side from which egress is to be made without the need for keys, special knowledge or effort, except where door hardware conforms to that permitted by the California Building Code.

16.04.396 Fire-resistance Ratings. Sections 703.2 and 703.7 of the IPMC is amended to read as follows:
703.7 Maintenance. Where any components are not maintained and do not function as

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intended or do not have the fire resistance required by the code under which the building was constructed or altered, such components or portions thereof shall be deemed unsafe conditions in accordance with Section 115.1.1 of the California Fire Code. Components or portions thereof determined to be unsafe shall be repaired or replaced to conform to that code under which the building was constructed or altered. Where the condition of components is such that any building, structure or portion thereof presents an imminent danger to the occupants of the building, structure or portion thereof, the fire code official shall act in accordance with Section 115.2 of the California Fire Code. 703.7 Vertical Shafts. Interior vertical shafts, including stairways, elevator hoistways and service and utility shafts, which connect two or more stories of a building shall be enclosed or protected as required in Chapter 11 of the California Fire Code. New floor openings in existing buildings shall comply with the California Building Code.

16.04.397 Fire Protection Systems. Sections 704.1, 704.1.1, 704.1.2, 704.1.3, 704.2.1, 704.3, 704.3.1, 704.4.2, 704.4.3,7 704.5.1 and 704.6.4 of the IPMC is amended to read as follows:
704.1 Inspection, Testing and Maintenance. Fire protection and life safety systems shall be maintained in accordance with the California Fire Code in an operative condition at all times, and shall be replaced or repaired where defective. 704.1.1 Fire Protection and Life Safety Systems. Fire protection and life safety systems shall be installed, repaired, operated and maintained in accordance with this code the California Fire Code and the California Building Code. 704.1.2 Required Fire Protection and Life Safety Systems. Fire protection and life safety systems required by this code, the California Fire Code or the California Building Code shall be installed, repaired, operated, tested and maintained in accordance with this code. A fire protection and life safety system for which a design option, exception or reduction to the provisions of this code, the California Fire Code or the California Building Code has been granted shall be considered to be a required system. 704.1.3 Fire Protection Systems. Fire protection systems shall be inspected, maintained and tested in accordance with the following California Fire Code requirements.

1. Automatic sprinkler systems, see Section 903.5.

2. Automatic fire-extinguishing systems protecting commercial cooking systems, see Section 904.14.5.

3. Automatic water mist extinguishing systems, see Section 904.11.3.

4. Carbon dioxide extinguishing systems, see Section 904.8.

5. Carbon monoxide alarms and carbon monoxide detection systems, see Section 915.6.

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6. Clean-agent extinguishing systems, see Section 904.10.

7. Dry-chemical extinguishing systems, see Section 904.6.

8. Fire alarm and fire detection systems, see Section 907.8.

9. Fire department connections, see Sections 912.4 and 912.7.

10.Fire pumps, see Section 913.5.

11.Foam extinguishing systems, see Section 904.7.

12.Halon extinguishing systems, see Section 904.9.

13.Single- and multiple-station smoke alarms, see Section 907.2.9.2.

14.Smoke and heat vents and mechanical smoke removal systems, see Section 910.5.

15.Smoke control systems, see Section 909.22.

16.Wet-chemical extinguishing systems, see Section 904.5.

17.Duct and air transfer openings, see Section 706.1.
704.2.1 Records. Records shall be maintained of all system inspections, tests and maintenance in accordance with Section 109.3 of the California Fire Code. 704.3 Systems Out of Service. Where a required fire protection system is out of service, the fire department and the fire code official shall be notified immediately and, where required by the fire code official, either the building shall be evacuated or an approved fire watch shall be provided for all occupants left unprotected by the shutdown until the fire protection system has been returned to service. Where utilized, fire watches shall be provided with not less than one approved means for notification of the fire department and shall not have duties beyond performing constant patrols of the protected premises and keeping watch for fires. Actions shall be taken in accordance with Section 901.7 of the California Fire Code to bring the systems back in service.

Exception: Facilities with an approved notification and impairment management program.

The notification and impairment program for water-based fire protection systems shall comply with NFPA 25.
704.3.1 Emergency Impairments. Where unplanned impairments of fire protection systems occur, appropriate emergency action shall be taken to minimize potential injury and damage. The impairment coordinator shall implement the steps outlined in Section 901.7.4 of the California Fire Code.
704.4.2 Removal of Existing Occupant-Use Hose Lines. The fire code official is authorized

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to permit the removal of existing occupant-use hose lines where all of the following apply:

1. The installation is not required by the International Fire Code or the California Building Code.

2. The hose line would not be utilized by trained personnel or the fire department.

3. The remaining outlets are compatible with local fire department fittings. 704.4.3 Termination of Monitoring Services. For fire alarm systems required to be monitored by the California Fire Code, notice shall be made to the fire code official whenever alarm monitoring services are terminated. Notice shall be made in writing by the provider of the monitoring service being terminated. 704.5.1 Fire Department Connection Access. Ready access to fire department connections shall be maintained at all times and without obstruction by fences, bushes, trees, walls or any other fixed or movable object. Access to fire department connections shall be approved by the fire chief.

Exception: Fences, where provided with an access gate equipped with a sign complying with the legend requirements of Section 912.5 of the California Fire Code and a means of emergency operation. The gate and the means of emergency operation shall be approved by the fire chief and maintained operational at all times. 704.6.4 Smoke Detection Systems. Smoke detectors listed in accordance with UL 268 and provided as part of the building's fire alarm system shall be an acceptable alternative to single- and multiple-station smoke alarms and shall comply with the following:

1.The fire alarm system shall comply with all applicable requirements in Section
907 of the
California
Fire
Code
.

2.Activation of a smoke detector in a dwelling or
sleeping
unit shall initiate alarm
notification in the dwelling or
sleeping
unit in accordance with
Section
907.5.2 of
the
California
Fire
Code
.

3.Activation of a smoke detector in a dwelling or
sleeping
unit shall not activate alarm
notification appliances outside of the dwelling or
sleeping
unit
, provided that a
supervisory signal is generated and monitored in accordance with Section
907.6.6
of the
California
Fire
Code
.

16.04.398 General. Section 705.1 of the IPMC is amended to read as follows:
705.1 General. Carbon monoxide alarms shall be installed in dwellings in accordance with Section 1103.9 of the California Fire Code, except that alarms in dwellings covered by the California Residential Code shall be in accordance with R315 of that code.

16.04.400 Post-disaster safety assessment placards. Chapter 9 is added to the IPMC to read as follows:

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CHAPTER 9

POST-DISASTER RECOVERY AND RECONSTRUCTION
SECTION 901 – POST-DISASTER SAFETY ASSESSMENT PLACARDS AND

SECURITY
901.1 SCOPE. This chapter establishes standard placards to be used to indicate the condition of a structure for continued occupancy after any natural or man-made disaster.

It further authorizes the Building and Safety Department, as well as authorized representatives, to post appropriate placards at each entry point to a building or structure upon completion of a safety assessment.
901.2 APPLICATION OF PROVISIONS. The provisions of this chapter are applicable to all buildings and structures, of all occupancies, regulated by the City following each natural or man-made disaster.
901.3 DEFINITIONS.
901.3.1 BUILDING OFFICIAL is defined in Section 16.04.020 of the Camarillo Municipal Code.
901.3.2 SAFETY ASSESSMENT is a visual examination of a building or structure for the purpose of determining whether continued use or occupancy is appropriate following a natural or man-made disaster.
901.4 PLACARDS. The following official placards must be used to designate the condition of buildings or structures following a disaster. 901.4.1 (GREEN) INSPECTED - LAWFUL OCCUPANCY PERMITTED. Posted on any building or structure where no apparent hazard has been found. Placement of this placard does not mean that there is no damage to the building or structure. 901.4.2 (YELLOW) RESTRICTED OR LIMITED ENTRY. Posted on each damaged building or structure where damage has created a hazardous condition which justifies restricted occupancy. The Building Official who posts this placard will note in general terms the hazard created and will clearly and concisely note the restrictions on occupancy.
901.4.3 (RED) UNSAFE – DO NOT ENTER OR OCCUPY. Posted on each damaged building or structure such that continued occupancy poses a threat to life or health. Buildings or structures posted with this placard may be entered only after authorization in writing by the building official. Safety assessment teams are authorized to enter these buildings at any time. This placard may not be used or considered as a demolition order. The official who posts this placard must make a note in general terms of the damage encountered.
901.4.4 SECURING OF UNSAFE BUILDINGS OR STRUCTURES. Buildings or

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structures that have been determined by the Building Official to pose a threat to life safety or to be unsafe due to damage may be required by the Building Official to be secured from entry by fencing or other approved means until such time that the damage or threat to life is removed by repair, reconstruction or demolition. The fencing or security measures may not be removed without authorization from the building official. 901.4.5 REMOVAL OF PLACARDS. Once the placard has been attached to a building or structure, it may not be removed, altered, or covered until authorized by the Building Official.
901.5 VIOLATION. Any violation of § 16.04.400 of this code is a misdemeanor and will be subject to punishment according to the provisions of § 16.04.310.

SECTION 902 – POST DISASTER ABATEMENT
902.1 INTENT. This chapter establishes abatement criteria for all buildings and structures damaged as a result of a disaster for which a local emergency has been declared.
902.2 APPLICATION OF PROVISIONS. The provisions of this chapter are applicable to all buildings and structures regulated by the city.
902.3 DEFINITIONS. For the purpose of the chapter, the following definitions apply:
902.3.1 EVENT means any occurrence which results in the declaration of a disaster, including but not limited to, fires, landslides, wind storms, earthquakes, and floods. 902.3.2 HISTORIC BUILDING OR STRUCTURE means any building or structure registered with a federal, state, county, or city government, or the register of points of interest. Historic buildings and structures also include those buildings and structures within a recognized historic district.
902.3.3 STATE HISTORIC PRESERVATION OFFICER (SHPO) is the person appointed by the Governor, pursuant to Section 101(b)(1) of the National Historic Preservation Act of 1966, as amended, to administer the State Historic Preservation Program.

Office of Historic Preservation
Department of Parks and Recreation
P.O. BOX 942896
Sacramento, CA 94296-0001
Phone: (916) 653-6624
FAX: (916) 653-9824
902.4 ABATEMENT CRITERIA
902.4.1 NOTICE OF DETERMINATION. Except as provided in Section 902.4.2

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below, the Building Official must serve a written Notice of Determination to each property owner as found on the latest available copy of the last equalized assessment roll. Such Notice of Determination must be delivered by hand-delivery, telephone, telegram, facsimile or other reasonable means, and must clearly indicate that the structure is an imminent hazard and dangerous and that, as such, it constitutes a public nuisance. The notice must set forth those factors which, in the opinion of the Building Official, make the structure an imminent hazard and dangerous, and must also include a directive from the Building Official of the specific action or actions to be taken by the property owner. The Notice must specify that within 48 hours from the time of issuance of the Notice of Determination, the owner or other party of record with an equitable or legal interest in the property must abate the nuisance in accordance with the directives written in the Notice of Determination by the Building Official. 902.4.2 NOTICE OF DETERMINATION EXCEPTION. No prior notice is required, when the building official, after considering all the facts, determines, in writing, that the structure is an imminent hazard and dangerous, and that it must be abated immediately and that time and circumstances do not permit the giving of prior notice to the owner. In those cases where time and circumstances do not permit the city to give the owner notice prior to abatement, the Building Official may cause the nuisance to be summarily abated.
902.4.3 APPEAL OF NOTICE OF DETERMINATION. A Notice of Determination delivered by the Building Official, that a building or structure is an imminent hazard and dangerous and therefore must be abated, may be appealed by the property owner or any other party of record with an equitable or legal interest in the property. Such appeal must be made to the Building Official within 48 hours of delivery of such Notice of Determination by the Building Official. Such appeal must be accompanied by a written Hazard Abatement Plan signed by a State of California licensed engineer or architect or by a written report by a State of California licensed engineer or architect stating why the engineer or architect feels the building or structure is not an imminent hazard or dangerous at this time. Such report must include a recommendation by the engineer or architect as to what should or should not be done at this time. If the Building Official accepts the proposed Hazard Abatement Plan in lieu of the Notice of Determination, the Hazard Abatement Plan must be implemented within 24 hours of acceptance by the Building Official. If the Building Official accepts an engineer's report and agrees there is no imminent hazard, the Building Official must rescind, in writing, the Notice of Determination.

Should the Building Official disagree with the Hazard Abatement Plan, or should the Building Official disagree with the engineer's or architect's report, a hearing must be conducted by the Board of Appeals, as soon as a quorum can be assembled. 902.4.4 BOARD OF APPEALS HEARING. At the hearing, the appellant has the right to call witnesses, to submit evidence, and to cross-examine the witnesses of the city. All witnesses must be sworn.

A record of the proceedings must be made by tape recording. Any relevant evidence

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may be submitted, regardless of the existence of any common law or statutory rule which might make improper the admission of such evidence over objection in civil actions in the courts of this State.

At the close of the hearing, the Board of Appeals must act to uphold, overrule, or modify the determination and order of the Building Official. The determination and order of the Building Official will be upheld, unless the Board of Appeals finds, based upon the evidence in the record, that the Building Official erred in determining that the structure is an imminent hazard and dangerous. The decision of the Board of Appeals, with the reasons therefore, may be given orally on the record. If given orally, the decision must be memorialized in writing and served upon the applicant within 24 hours of the time the oral decision is rendered.

If the Board of Appeals upholds the decision of the Building Official, the property owners of record will be ordered to abate the public nuisance within the time set forth in the order. If the structure is determined not to be an imminent hazard and dangerous, the Building Official's determination and order will be vacated. The decision of the Board of Appeals will be final on the date it is rendered. 902.4.5 HAZARD ABATEMENT PLAN. If a Hazard Abatement Plan is approved by the Building Official, the owner or other interested party of record must execute such plan within 24 hours of obtaining approval of the plan from the Building Official. Within 24 hours of completion of the abatement work the owner or other interested party of record must provide the Building Official with a written certification that the public nuisance, as described in the Building Official's Notice of Determination, has been abated.

If the work performed pursuant to the Hazard Abatement Plan amounts to temporary abatement, the owner or other party of record, prior to proceeding with permanent repairs, must obtain required permits and file a damage assessment report with the Building Official. The damage assessment report must be reviewed and approved by the Building Official prior to proceeding with permanent repairs. 902.4.6 FAILURE TO PERFORM. In those instances where the property owner or other interested party of record either does not respond to the Building Official's Notice of Determination or approved Hazard Abatement Plan, responds untimely, or responds timely but fails to abate the public nuisance within the required time period, the imminent hazard and dangerous structure will be subject to immediate abatement by the Building Official.
902.4.7 PUBLIC NUISANCE. All structures or portions of such structures which, after inspection by the Building Official, are determined to be an imminent hazard and dangerous, either to the public, occupants of the subject structure, or to any adjacent structures, are hereby declared to be public nuisances and must be abated by the owner in accordance with the procedures specified in Sections 43.2.4.4 and 43.2.4.5. 902.4.8 SUSPENSION OF ABATEMENT OF WORK. Notwithstanding any code

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provisions to the contrary, the Building Official is authorized to suspend abatement work, and to allow the property owner or other party of legal interest to complete the abatement work.
902.4.9 CHANGE OF STATUS. When the conditions making a structure an imminent hazard and dangerous have been abated, the structure will no longer be considered an imminent hazard and dangerous. However, if the abatement work is temporary in nature, as determined by the Building Official, the structure will remain subject to the provisions of this section.
902.4.10 DEMOLITION PERMIT. If the owner of any building or structure has decided to demolish rather than repair, the owner, or the owner's representative, must obtain a demolition permit.
902.5 HAZARD ABATEMENT OF HISTORIC BUILDINGS OR STRUCTURES. 902.5.1 NOTIFICATION OF IMMINENT HAZARD. Within ten days after the event, the Building Official must notify the State Historic Preservation Officer that one of the following actions will be taken regarding any historic building or structure determined by the Building Official to represent an imminent hazard to the health or safety of the public, or to pose an imminent threat to the public right of way:
902.5.1.1 BRACING OR SHORING. Whenever possible, as determined by the Building Official, the building or structure may be braced or shored in such a manner as to mitigate the hazard to public health or safety or the hazard to the public right-of- way.
902.5.1.2 CONDEMNATION. Whenever bracing or shoring is determined to be an unreasonable alternative, the Building Official may cause the building or structure to be condemned and immediately demolished. Such condemnation and demolition may be performed in the interest of public health or safety without a condemnation hearing as required by the Uniform Code for the Abatement of Dangerous Buildings. 902.5.2 CONDEMNATION PROCEEDINGS. If, ten days after the event and less than 30 days after the event, an historic building or structure is determined by the Building Official to represent a hazard to the health or safety of the public or to pose a threat to the public right of way, the Building Official may initiate condemnation proceedings in accordance with the Uniform Code for the Abatement of Dangerous Buildings. The Building Official may also notify the Federal Emergency Management Agency (FEMA), in accordance with the National Historic Preservation Act of 1966, as amended, of its intent to hold a condemnation hearing.
902.5.3 REQUEST TO DEMOLISH. If the Building Official and the owner of any historic building or structure agree that such a building or structure should be demolished, the Building Official must submit a request to demolish to the Federal Emergency Management Agency, in accordance with the National Historic Preservation Act of 1986, as amended. Such request must include all substantiating data.

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SECTION 903 – DISASTER REPAIR AND RECONSTRUCTION
903.1 INTENT. This section establishes standards and regulations for the expeditious repair and reconstruction of structures damaged as a result of a disaster for which a local emergency has been declared.
903.2 APPLICATION OF PROVISIONS.
903.2.1 DECLARATION OF EMERGENCY. The provisions of this chapter are applicable to all buildings and structures regulated by the city following each disaster after a local emergency has been declared.
903.2.2 WAIVER FOR ENGINEERING EVALUATION. The requirements of this chapter may be waived by the Building Official subject to an Engineering Evaluation as defined in Section 903.3.3.4.
903.3 DEFINITIONS. For the purpose of this section, the following definitions apply:
903.3.1 ARCHITECT is a person licensed by the State of California to practice architecture, as prescribed by the State of California Business and Professions Code. 903.3.2 CIVIL ENGINEER is a person registered by the State of California to practice Civil Engineering, as prescribed by the State of California Business and Professions Code.
903.3.3 CURRENT CODE means those codes adopted by the city pursuant to California Health and Safety Code § 18941.5.
903.3.4 ENGINEERING EVALUATION is an evaluation of a damaged building or structure, or suspected damaged building or structure, performed under the direction of a structural engineer, civil engineer, or architect retained by the owner of the building or structure. Engineering evaluations must, at a minimum, contain recommendations for repair and an appropriate opinion of the construction cost for those repairs. All engineering evaluations must include the engineer's or architect’s stamp, wet-signature, and license expiration date.
903.3.5 ESSENTIAL SERVICE FACILITY means those buildings or structures designated by the city to house facilities necessary for emergency operations subsequent to a disaster.
903.3.6 REPLACEMENT VALUE is the dollar value, as determined by the building official, for replacing a damaged structure with a new structure of the same size, same type of construction, and same occupancy, and located on the same site. 903.3.7 STRUCTURAL ENGINEER is a person registered by the State of California to practice civil engineering and to use the title, Structural Engineer, as defined in Section 5537.1 of the State of California Business and Professions Code.

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903.3.8 VALUE OF REPAIR is the dollar value, as determined by the Building Official, for making necessary repairs to the damaged structure. 903.4 REPAIR CRITERIA
903.4.1 GENERAL. Buildings and structures of all occupancies which have been damaged as the result of a disaster, except as otherwise noted, must be repaired in accordance with the following criteria:
903.4.2 UP TO TEN PERCENT REPAIR VALUE. When the estimated value of repair does not exceed ten percent of the replacement value of the structure, the damaged portion may be restored to the pre-disaster condition; except that when the damaged elements include suspended ceiling systems, the ceiling system must be repaired with all bracing required by current code.
903.4.3 UP TO FIFTY PERCENT REPAIR VALUE. When the estimated value of repair is greater than ten percent but less than fifty percent of the replacement value of the structure, the damaged elements must be repaired and brought into conformance with the structural requirements of the current code. 903.4.4 MORE THAN FIFTY PERCENT REPAIR VALUE. When the estimated value of repair is fifty percent or more of the replacement value of the structure, the entire structure must be brought into conformance with the fire and life safety and structural requirements of the current code.
903.4.5 CHIMNEY VALUE EXCLUSION. In Group R, Division 3, occupancies, the repair value of damaged chimneys may be excluded from the computation of percentage of replacement value. Damaged chimneys must be repaired in accordance with Section 903.5.
903.5 REPAIR CRITERIA FOR FIREPLACES AND CHIMNEYS.
903.5.1 GENERAL. All damaged chimneys must be repaired or reconstructed to comply with the requirements of Chapter 21 of the CBC. Damaged portions of chimneys must be removed in accordance with the following criteria. 903.5.2 DAMAGE ABOVE THE ROOF LINE. When the damaged portion of the chimney is located between the roof line and the top of the chimney, the damaged portion may be removed to the roof line provided the roof and ceiling anchorage are in sound condition. The reconstruction portion of the chimney must be braced to the roof structure using an approved method.
903.5.3 SINGLE-STORY STRUCTURE DAMAGE BELOW THE ROOF LINE. For a single-story structure in which the damaged portion of the chimney is below the roof line, or the damaged portion extends from above the roof line to below the roof line, the chimney must be removed to the top of the firebox.
903.5.4 MULTI-STORY STRUCTURE DAMAGE BELOW THE ROOF LINE. For a

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multi-story structure, the damaged portion of the chimney must be removed from the top to a floor line where anchorage is found.
903.5.5 FIREBOX DAMAGE. In any structure where the firebox has been damaged, the entire chimney and firebox must be removed to the foundation. If the foundation is in sound condition, the firebox and chimney may be reconstructed using the existing foundation. If the foundation has been damaged, the foundation must be removed and replaced. Such reconstruction and replacement must be in accordance with Chapter 21 of the CBC Code.
903.5.6 ENGINEERED ALTERNATE SOLUTIONS. Where existing conditions preclude the installation of all anchorage required by Chapter 21 of the CBC, alternate systems may be used in accordance with the alternate methods and materials provisions of the CBC when approved by the Building Official. 903.5.7 BRACING. Where the portion of the chimney extending above the roof line exceeds two times the least dimension of the chimney, that portion above the roof line must be braced to the roof structure using an approved method. 903.6 REPAIR CRITERIA FOR HISTORIC BUILDINGS OR STRUCTURES. 903.6.1 ENGINEERING EVALUATION REQUIRED. Buildings or structures which are included on a national, state, or local register for historic places or which are qualifying structures within a recognized historic district, which have been damaged as a result of a disaster, must have an engineering evaluation performed. 903.6.2 MINIMUM REPAIR CRITERIA. The minimum criteria for repair are included in Section 903.4, Repair Criteria, with due consideration given to the historical rating and nature of the structures. Additional standards and criteria, as noted in Part 8, Title 24, California Code of Regulations, also apply.
903.7 REPAIR CRITERIA FOR UNREINFORCED MASONRY BUILDINGS AND STRUCTURES.
903.7.1 GENERAL. All damaged buildings determined to be bearing wall buildings constructed of unreinforced masonry must be repaired and strengthened to fully comply with the requirements of § 16.04.375.”
SECTION 2:Environmental Assessment. The City Council finds that adoption of this Ordinance is exempt from review under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”) and the regulations promulgated thereunder (14 California Code of Regulations §§ 15000, et seq., the “CEQA Guidelines”) because it consists only of minor revisions and clarifications to an existing code of construction-related regulations and specification of procedures related thereto and will not have the effect of deleting or substantially changing any regulatory standards or findings required therefor, and therefore does not have the potential to cause significant effects on the environment. In addition, this ordinance is an action being taken for enhanced protection of the environment and is exempt from further review under CEQA

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Guidelines § 15308.

SECTION 3:Enforceability. The repeal of any provision of the Camarillo Municipal Code, or any other city resolution or ordinance, will not affect any penalty, forfeiture, or liability incurred before, or preclude prosecution and imposition of penalties for any violation occurring before, this Ordinance’s effective date. Any such repealed part will remain in full force and effect for sustaining such action or prosecuting violations occurring before the effective date of this Ordinance.

SECTION 4:Severability. If any part of this Ordinance or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Ordinance are severable.

SECTION 5:Construction. This Ordinance must be broadly construed in order to achieve the purposes stated in this Ordinance. It is the City Council’s intent that the provisions of this Ordinance be interpreted or implemented by the City and others in a manner that facilitates the purposes set forth in this Ordinance.

SECTION 6:Validity of Previous Code Sections. If this entire Ordinance or its application is deemed invalid by a court of competent jurisdiction, any repeal or amendment of the CMC or other city ordinance by this Ordinance will be rendered void and cause such previous CMC provision or other the city ordinance to remain in full force and effect for all purposes.

SECTION 7:Effective Date. This Ordinance will be effective as of January 1, 2026.

SECTION 8:Adoption. The City Clerk is directed to certify the passage and adoption of this Ordinance and cause it to be published in accordance with California law.

SECTION 9:Filing with Building Standards Commission. The City Clerk, or designee, must file a certified copy of this Ordinance with the California Building Standards Commission.

PASSED, APPROVED, AND ADOPTED
__________________.
___________________________
Mayor
Attested to on _________________.
_____________________________
City Clerk

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I, Carrie Weal, City Clerk of the City of Camarillo, certify Ordinance No. ___was introduced by the City Council at a meeting held _____________, and subsequently passed and adopted by the City Council at an adjourned regular meeting held _________, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
________________________
City Clerk

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City of Camarillo
601 Carmen Drive  Camarillo, CA 93011-0248
Office of the City Clerk (805) 388-5315 ● Fax (805) 388-5318 [email protected]
NOTICE IS HEREBY GIVEN that the City of Camarillo City Council will conduct a public hearing on Wednesday, November 12, 2025, at 5:00 p.m. in the City Hall Council Chambers, 601 Carmen Drive, Camarillo, on the following agenda item:

Adoption of the 2025 Revised Building Codes by Reference (Gov. Code § 50022.3) The City Council will consider adoption of an ordinance adopting by reference (1) California Building Code, Volumes 1 & 2, 2025 Edition; with Appendices C, I, and J; (2) California Electrical Code, 2025 Edition; (3) California Plumbing Code, 2025 Edition, with Appendix H; (4) California Mechanical Code, 2025 Edition; (5) International Property Maintenance Code, 2024 Edition; (6) California Administrative Code, 2025 Edition; (7) California Energy Code, 2025 Edition; (8) California Reference Standards, 2025 Edition; (9) California Existing Building Code, 2025 Edition; (10) California Residential Code, 2025 Edition, with Appendices BF; (11) California Green Building Standards Code, 2025 Edition; (12) California Wildland- Urban Interface Code, 2025 Edition; together with local amendments to the referenced codes. The Ordinance will take effect January 1, 2026, or 30 days after adoption if adopted less than 30 days before January 1, 2026.

City staff has determined, in accordance with Sections 15308 and 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines, in that the proposed Ordinance is for the protection of the environment and it can be seen with certainty that there is no possibility that the subject regulations may have a significant effect on the environment, either directly or indirectly and this activity is exempt from further review.

The City Council is requested to review the proposed Ordinance adopting the 2025 revised building codes by reference, together with amendments, open a public hearing, accept public input, and formulate a decision.

The City Council may make recommendations or other adjustments deemed to be appropriate. Any person interested in this matter is invited to attend and provide comments on the proposed action. If you challenge the proposed action in court, you may be limited to raising only those issues raised at the meeting verbally or in writing.

For further information regarding this ordinance, you may contact the City of Camarillo, Department of Community Development and speak with Tom Juzwiak, Building Official at 805.388.5395 or via email at [email protected]. You may also review copies of all agenda materials on the City’s website at www.cityofcamarillo.org/meetinginfo or at the Clerk’s counter at Camarillo City Hall, 601 Carmen Drive, Camarillo, California prior to the City Council meeting. Copies of all codes considered for adoption are on file with the City Clerk’s Office and are open to public inspection during normal business hours.

You may livestream the City Council meeting on the City’s YouTube Channel at:
www.youtube.com/user/thecityofcamarillo/live. The meeting will be broadcast on Local Government Channels, Spectrum Channel 10 and Frontier Channel 29 following the meeting.

You may submit written comments on a specific agenda item at www.cityofcamarillo.org/publiccomment or at City Hall. Comments received by 3:00 p.m. on November 12, 2025, will be distributed to all Council/Board Members prior to the meeting. Written comments received after 3:00 p.m. will be distributed after the meeting.

In compliance with the American with Disabilities Act, if you need special assistance to participate in the meeting, call the City Clerk at 805.388.5316. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility.

Carrie Weal,
City Clerk

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2025 Building Codes
1 Recommendation:

1. Find that the proposed ordinance is exempt from the
California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15061(b)(3); and

2. Approve an ordinance adopting the 2025 Revised Building Codes by reference.

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Camarillo City Council

AGENDA REPORT
Date: November 12, 2025
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Dave Klotzle, Public Works Director
Subject: Ventura County Transportation Commission - Short Range Transit Plan

BACKGROUND
In October 2023, the Ventura County Transportation Commission (VCTC/Commission), awarded an Agreement to Fehr & Peers to lead a Short Range Transit Plan (SRTP) to guide potential public transit improvements for the timeframe of 2025-2034. The SRTP evaluates VCTC InterCity transit routes as well as several local agency transit services with recommended adjustments and modifications. The SRTP also includes proposed/recommended countywide changes, such as uniform base transit fares and route naming conventions.

DISCUSSION
City staff have been working with VCTC and Fehr & Peers throughout the SRTP development process. Fehr & Peers has reviewed Camarillo Area Transit’s (CAT) ridership and expenditure data as well as various community data factors and developed potential modifications to CAT services. The recommended modifications include adding a new bus route and adjusting the existing Fixed Route while maintaining the Trolley Route (Attachment 1). The adjusted Fixed Route would end direct service into Leisure Village and provide expanded service to cover more of the City, encouraging increased bus ridership. Leisure Village would be served by the City’s extensive dial-a-ride (DAR) program. Changes to the general DAR program are also proposed, such as establishing a tiered pricing structure to encourage more passengers to use the bus routes, theoretically decreasing demand on DAR. A reduced DAR demand would lower the associated costs and help to offset the increase in costs for the proposed additional bus services.

VCTC anticipates bringing the SRTP to the Commission for approval in January 2026.

VCTC and Fehr & Peers are presenting the SRTP, and specifically, their recommended changes for Camarillo’s CAT services at the November 12, 2025, City Council meeting.

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VCTC SRTP
November 12, 2025

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This is an opportunity for City Council to provide VCTC staff with their comments concerning the proposed CAT adjustments.

VCTC will be performing public outreach for the SRTP, including in person workshops and virtual meetings. An in-person workshop is planned for Camarillo on November 20, 2025. The public outreach efforts will be focused on obtaining public comments and input on the SRTP prior to presentation to the Commission.

The final SRTP will serve as a guiding document for transit operators to consider potential improvements to transit services. City staff acknowledges the potential modifications to CAT services described in the SRTP, however, actual implementation of the recommendations would be contingent upon several factors including: comments and concerns of the local community; development of route, schedule and fare details; identification of potential funding sources; and review and approval by City Council.

FISCAL IMPACT
There is no fiscal impact as a result of this action.

CITY COUNCIL STRATEGIC PLAN FY 2025/26
This item supports the City Council’s Strategic Plan Goal and Objective 4.4 – Land Use, Transportation, Transit and Community Development.

4.1) Evaluate potential measures to improve public transit.

RECOMMENDATION

1. Receive presentation and provide comments to Ventura County Transportation Commission staff.

ATTACHMENTS

1. Draft Camarillo Transit Routes
REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None

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Camarillo

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Camarillo
Local Service Regional Service
Description Benefits Considerations Description
The Camarillo service concept leaves
the trolley route as is and splits bus
service into two overlapping loops
running in opposite directions. These
loops would overlap for the majority
of their routes, with the clockwise
route additionally serving Mission
Oaks Boulevard to the east including
the high school, and the counter-
clockwise route serving the Springville
development to the west.
• Regular hourly service on both
loops
• Timed transfers with the
trolley and both loops
• Expanded destinations in the
core of the city
• Service would be pulled back
from the southeast part of
the city, including Leisure
Village, which would be
offered premium Dial-A-Ride
service instead.

Proposed changes to VCTC
Intercity would offer more
regular service to Moorpark and
Ventura.

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City of Camarillo | Draft Service Plan Concept
November 2025

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Countywide Short Range Transit Plan
Goals
• Provide strategies for improved
local and regional public
transportation
• Consider fixed route and demand
response/paratransit collectively
• Offer recommendations for
increased coordination and
connectivity between communities
Desired Outcomes
• Increased ridership
• Improved marketing, communications,
and partnerships for ridership growth
• Improved operational efficiency
• Address inequity in the transportation
network

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Components of the SRTP
Travel Market Analysis
Service Assessment
Service Recommendations
Capital and Financial Plan
Path toward integrated
Demand Response
Who could use transit, and where?
How our current transit system performs
Specific actions to address those questions
How to implement in the near-term
Actions to improve cost-efficiency and reduce
barriers for the riders most dependent on
public transportation

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Project Process Timeline
Preliminary Public
Outreach
Existing Conditions
and Market Analysis
Performance Standard
Discussions
Initial
Recommendations
Recommendation
Refinement
More Public Outreach
Final
Recommendations
Early 2024 Late 2024
Early 2025 Late 2025

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Near-Term Concepts
More direct and frequent local
routes for better transit in your
community and more
dependable connections to
regional transit
Reinvesting in local fixed-route service
Camarillo
Redesigned
routes
Moorpark
Optimized
routes between
multiple
providers
Santa Paula
Redesigned
routes
Fillmore+Piru
Optimized routes
All details subject to change

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1. Route Realignment
• Two loops operating hourly
(one route + Trolley leaving train
station every 30 minutes)
All details subject to change

2. Dial-A-Ride (DAR)
• Maintain DAR availability to all
residents
• Increase price for adult non-disabled
trips within the route area
• Promote use of new routes among
those who can
• Prioritize service availability for
people with disabilities and senior
citizens

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Fixed Route Changes
Scenario Annual
Revenue
Hours
Residents
within ¼
mile
No. of
buses
operating
Weekday hours Weekend hours
(Fri/Sat)
Annual Operating
Cost
Current 5,280 18,200 2
Trolley: 10:00am-6:00pm
every 30 minutes
Fixed Route: 8:00am – 4:30pm,
irregular frequency
Trolley: 10:00am-
9:00pm $693,000 (FY23)
Concept 10,327
(+5,000)
33,400
(+15,200) 3
Trolley: 10:00am-6:00pm
every 30 minutes
New routes: 6:00am – 8:00pm
every 60 minutes
Trolley: 10:00am-
9:00pm $1,372,000
(+$679k)
• Improvements to routes + fare changes on DAR will shift riders from DAR to routes, allowing city to shift drivers and buses to routes • Already-improved efficiency on DAR due to ‘ RideCo’ – better utilization How to absorb cost
increase?

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Improvements to Intercity Services
• Coastal Express all-day
improvements just launched
• Redesigned East County service
(Simi Valley-Thousand Oaks)
• Redesigned Cross County Limited
to operate more frequently
(Moorpark-Camarillo-Ventura)

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Improvements to Intercity Services
• Coastal Express all-day
improvements just launched
• Redesigned East County service
(Simi Valley-Thousand Oaks)
• Redesigned Cross County Limited
to operate more frequently
(Moorpark-Camarillo-Ventura)

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Thank you. Questions?

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Camarillo City Council

AGENDA REPORT
Date: November 12, 2025
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Dave Klotzle, Director of Public Works
Subject: Lewis Road Water Main Relocation - Caltrans Utility Agreement No. 2025-186

BACKGROUND
California Department of Transportation (Caltrans) is finalizing the design of a transportation and storm drain improvement project along State Route 34 extending from the City of Oxnard, through Camarillo to Somis. A portion of the project includes work along Lewis Road within the City of Camarillo. The City owns and operates drinking water pipelines within Lewis Road that conflict with the proposed Caltrans storm drain improvements as shown on the Location Map (Attachment 1). As Lewis Road is part of State Route 34 and is under Caltrans jurisdiction, the City must accommodate the Caltrans project by relocating its water mains. This type of utility relocation is standard practice for projects as the City would similarly require other utilities, such as gas or electric, to relocate their facilities if there was a conflict with a City project.

The Caltrans project includes installation of a new traffic signal and sidewalk along Lewis Road at Temple Avenue. These additions will improve traffic flow and pedestrian connectivity in the area. The new signal will facilitate safer and more efficient vehicle movements, while the new sidewalk and bike lanes along Lewis Road between Merrit Avenue and Durkin Street will provide safer and more convenient pedestrian and bicycle access.

DISCUSSION
City staff have been coordinating with Caltrans on a solution for relocating the City’s water mains in an efficient and cost-effective way as the Caltrans project is under time constraints to begin construction in early 2027. The recommended solution is for the City to pay Caltrans to relocate the City’s water mains when Caltrans constructs their project, as opposed to the City designing and constructing a separate relocation project. This is because Caltrans will already have established roadway traffic control with its contractor on-site, and the City anticipates a good bid price since the water main relocation represents a small portion of the overall project. Additionally, having Caltrans prepare the design plans in close coordination with City staff, and perform the relocation work, alleviates the need for the City to go through the full design and construction procurement process, saving both City staff time and expense.

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Lewis Road Water Main Relocation - Caltrans Utility Agreement. No. 2025-186 November 12, 2025

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The recommended Caltrans Utility Agreement (Attachment 2) requires the City to reimburse Caltrans for their actual costs of design and construction work. The design work cost estimate is $59,772.29, and the construction cost estimate is $670,770.00, for an estimated cost of $730,542.29. Staff has also included a $109,582 contingency (approximately 15%) for unforeseen additional costs, for a total estimated cost of $840,124.29. Staff have reviewed both estimates and determined that they are typical and consistent with industry averages. Payment to Caltrans for the design work will be required in the coming months, and reimbursement for construction relocation work will occur after the contractor’s work is complete. Caltrans currently estimates construction to begin in January of 2027. Final costs will be determined following Caltrans project bidding and completion of the project. As noted in the Agreement, the City will be responsible for paying actual project costs.

The City reviewed the environmental impacts of this activity under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). The activity authorizes the City to enter into an agreement for the maintenance and funding of public improvements. The agreement does not authorize any repair or construction activities which are being undertaken by the California Department of Transportation. Accordingly, this activity is exempt from further CEQA review.

FISCAL IMPACT
Funds for the Caltrans Utility Agreement and contingency are included in the FY 2025/26 Capital Fund, Design Engineering Account No. 863-8710-487.92-21 and Project WT- 5170 in the amount of $60,000. Funding for the balance of the Agreement will be included in the City’s FY 2026/27 budget development process.

CITY COUNCIL STRATEGIC PLAN FY 2025/26
This item supports the City Council’s Strategic Plan Goal and Objective 4.2 – Land Use, Transportation, Transit and Community Development – Continue to work with Caltrans and Ventura County Transportation Commission to address improvements on the 101 Freeway and State Highway 34.

RECOMMENDATION
Authorize the City Manager to execute a Utility Agreement No. 2025-186 and any necessary documents and agreement amendments with Caltrans for the relocation of the City’s water main in the Lewis Road project area.

ATTACHMENTS

1. Location Map

2. Utility Agreement No. 2025-186
REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None

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US 101

CALTRANS LEWIS ROAD PROJECT

WATER PIPELINE RELOCATION

LOCATION MAP

DAILY DR
LEWIS RD (SR34)

WATER RELOCATIONS
LEGEND

BARRY ST

TEMPLE AV

MERRILLL AV

DUMETZ ST

KELLEY AV

FULTON ST

HARTNELL ST

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STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION

x
x

DISTRICT
07 COUNTY
Ventura
ROUTE
34 POST MILE
PM 6.8/17.7

PROJECT ID
0719000019

FEDERAL AID NUMBER
N/A

OWNER'S FILE NUMBER
07-13460

FEDERAL PARTICIPATION/FEDERALLY ELIGIBLE/NEPA DOCUMENT
On the Project Yes No On the Utilities Yes No

Owner Payee Data No. or Form STD 204 is attached.

UTILITY AGREEMENT NO. U A - 0 7 - 1 3 4 6 0 DATE 10/10/2025

The State of California, acting by and through the Department of Transportation, hereinafter called "STATE," proposes roadway improvements on State Route Ventura 34 in Ventura County. Improvements include cold plan and overlay of existing AC pavement, dig- out and replacement of damaged structural pavement sections, fog seal AC pavement shoulders, upgrade existing Metal Beam Guard Rail to Midwest Guardrail System, upgrade non-standard curb ramps City of Camarillo, 601 Carmen Drive, Camarillo, CA 93010 hereinafter called “OWNER,” owns and maintains water lines that are in conflict with proposed CalTrans Drainage system within the limits of STATE’s project which requires City water line relocation to accommodate STATE’s project. It is hereby mutually agreed that:

I. WORK TO BE DONE
““In accordance with Notice to Owner No. 13460 dated 10/10/2025 STATE shall relocate OWNER’s water lines that are in conflict with proposed CalTrans drainage system as shown on STATE’s Contract Plans for the improvement of State Route 34, EA 35590 which, by this reference, are made a part hereof. OWNER hereby acknowledges review of the attached STATE’s plans for work and agrees to the construction in the manner proposed. Deviations from the plan described above initiated by either the STATE or the OWNER, shall be agreed upon by both parties hereto under a Revised Notice to Owner. Such Revised Notices to Owner, approved by the STATE and agreed to/acknowledged by the OWNER, will constitute an approved revision of the plan described above and are hereby made a part hereof. No work under said deviation shall commence prior to written execution by the OWNER of the Revised Notice to Owner. Changes in the scope of the work will require an amendment to this Agreement in addition to the revised Notice to Owner. OWNER shall have the right to inspect the work during construction. Upon completion of the work by STATE, OWNER agrees to accept ownership and maintenance of the constructed water lines and relinquishes to STATE ownership OWNER’s abandoned water lines that are in conflict with CalTran’s proposed drainage system, except in the case of liability determined pursuant to Water Code 7034 or 7035.

II. LIABILITY FOR WORK
The existing OWNER’s water line facilities are located within the STATE’s right of way under permit and will be relocated at OWNER’s expense under the provisions of Streets and Highways Code Sections 673 and 680.

III. PERFORMANCE OF WORK
OWNER shall have access to all phases of the relocation work to be performed by STATE, as described in Section I above, for the purpose of inspection to ensure that the work is in accordance with the specifications contained in the Highway Construction Contract; however, all questions regarding the work being performed will be directed to STATE’s Resident Engineer for their evaluation and final disposition.

UTILITY AGREEMENT
RW 13-05 (REV 05/2022)
UTILITY AGREEMENT NO.
13460

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STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION

IV. PAYMENT FOR WORK

The OWNER shall pay its share of the actual cost of said water line relocation included in the STATE’s highway construction contract within 45 days after receipt of STATE’s bill, compiled on the basis of the actual bid price of said contract. The estimated cost to OWNER for the work being performed by the STATE’s highway contractor is $670,770.00.

In the event actual final relocation costs as established herein are less than the sum of money advanced by OWNER to STATE, STATE hereby agrees to refund to OWNER the difference between said actual cost and the sum of money so advanced within 45 days. In the event that the actual cost of relocation exceeds the amount of money advanced to STATE, in accordance with the provisions of this
Agreement, OWNER hereby agrees to reimburse STATE said costs upon receipt of an itemized bill as set forth herein.

The OWNER shall pay its share of the actual cost of said Engineering Services within 45 days after receipt of STATE’s bill, compiled on the basis of actual invoice price of said contract. The estimated cost to OWNER for the work being performed by the STATE’s Engineering Consultant is $59,772.29.

V. GENERAL CONDITIONS

STATE represents and warrants that this Utility Agreement is not subject to 23 CFR 635.410

VI. STATE indemnifies and holds OWNER harmless from and against any claim, action, damages, costs (including, without limitation, attorney’s fees) injuries, or liability, arising out of this Agreement, or its performance, except for such loss or damage arising from OWNER’s sole negligence or willful misconduct.

Should OWNER be named in any suit, or should any claim be brought against it by suit or otherwise, whether the same be groundless or not, arising out of this Agreement, or its performance, STATE will defend OWNER (at OWNERS’s request and with the counsel satisfactory to OWNER) and will indemnify OWNER for any judgment rendered against it or any sums paid out in settlement or otherwise. For purposes of this section “OWNER” includes OWNERS’s officers, officials, employees, agents, representatives, and certified volunteers. It is expressly understood and agreed that the foregoing provisions will survive termination of this Agreement.

IN WITNESS WHEREOF, the above parties have executed this Agreement the day and year above written.

STATE: OWNER:

By By
Name Michele Graves
Title Senior Right of Way Agent
Date Name
Title
Dat

APPROVAL RECOMMENDED:

By By
Name Vache Minasyan
Title Associate Right of Way Agent
Date Name
Title
Date

UTILITY AGREEMENT
RW 13-05 (REV 05/2022)
UTILITY AGREEMENT NO.
13460

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STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION

THIS AGREEMENT SHALL NOT BE EXECUTED BY THE STATE OF CALIFORNIA - DEPARTMENT OF TRANSPORTATION UNTIL FUNDS ARE CERTIFIED.

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STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION

UTILITY AGREEMENT
RW 13-05 (REV 05/2022)

CT

DOCUMENT
EVENT
TYPE

DEPT

UNIT PROJECT
ID

PHASE

REPORTING

OBJ CODE (N)

BFY

AMOUNT
C401 2660 9
C401 2660 9
C401 2660 9

THE ESTIMATED COS T TO THE STATE FOR ITS SHARE OF THE ABOVE-DESCRIBED WORK IS $0.00

Distribution: 2 originals to R/W Accounting
1 original to Utility Owner
1 original to Utility File

PROJECT
Sign:

ID FUNDING VERIFIED:

Print:

R/W Planning and Management Date

REVIEW
Sign:
/ REQUEST FUNDING:

Print: Vache Minasyan
Utility Coordinator

Date

CERTIFICATION OF FUNDS
I hereby certify upon my own personal knowledge that
budgeted funds are available for the period and purpose of the expenditure shown here.

R/W Planning and Management Date

ITEM CHAP STAT FY AMOUNT

FUND TYPE PROJECT ID AMOUNT
Design Funds $59,772.29
Construction Funds $670,770.00
R/W Funds

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Lewis Road Water Main
Relocation
November 12, 2025

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2 CALTRANS SR-34 PROJECT
Somis
Rice
Ave
Water Main
Relocation

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Caltrans Relocation
of City Water Main
• Various locations along Lewis Road
from Barry Street to past Temple Ave
• Designed by Caltrans with concept
developed by City staff
• Work performed by Caltrans
contractors
• Inspection by City staff
• Design cost $59,772, paid in FY26
• Construction estimate of
$670,770 paid after physical work
completed

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Lewis Road Water Main Relocation –
Caltrans Utility Agreement No. 2025-186
4 Recommendation:

1. Authorize the City Manager to execute a Utility Agreement No. 2025-186 and any necessary documents and agreement
amendments with Caltrans for the relocation of the City’s water main in the Lewis Road project area.

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Camarillo City Council

AGENDA REPORT
Date: November 12, 2025
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Carmen Nichols, Assistant City Manager
Subject: Presentation of City of Camarillo Homelessness Strategic Plan

BACKGROUND
In 2024, the City of Camarillo hired LeSar Development Consultants (LDC) to develop a comprehensive Homelessness Strategic Plan. This effort builds upon the City's existing homelessness response initiatives, including Project H.O.P.E., the hotel voucher program, and recent awards of competitive state funding through the Homeless Housing, Assistance and Prevention Program (HHAP) and the Encampment Resolution Fund (ERF).

Like many California communities, Camarillo has experienced growth in homelessness over the past five years. The 2025 Point-in-Time Count identified 90 individuals experiencing homelessness in Camarillo, with 88% living unsheltered. While this represents a notable increase from 2020, the growth rate has stabilized significantly in the past year—from 2024 to 2025, the count increased by only 1%—demonstrating that the City's investments are showing impact.

The Strategic Plan was developed through a comprehensive process that included:
Analysis of quantitative data (Point-in-Time Counts, HMIS data, housing affordability data)
Community input sessions and surveys (174 total survey responses) Lived experience surveys (40 responses from individuals experiencing homelessness)
Focus groups and interviews with nearly 50 stakeholders including City staff, County partners, service providers, business leaders, faith-based organizations, and elected officials
The Homelessness Strategic Plan represents a comprehensive, data-informed, and community-driven framework for reducing homelessness in Camarillo. It builds upon the City's existing strengths while identifying clear pathways to expand capacity, increase

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Camarillo Homelessness Strategic Plan
November 12, 2025

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housing production, prevent homelessness, and ultimately ensure that every Camarillo resident has access to stable housing.

DISCUSSION
Goals and Purpose
The Homelessness Strategic Plan establishes a clear, actionable roadmap for creating a durable system to address and prevent homelessness in Camarillo. The Plan's core purpose is to scale the City's response to match the size of the need, ensuring sufficient housing and services are available to address homelessness both today and tomorrow.

The Plan articulates a vision of a thriving Camarillo where every resident has access to a safe, stable home; where older adults can age in place; where workers can live near their jobs; where young adults can remain in their community; and where families can resolve housing crises quickly.

Core Outcome
The Plan establishes a measurable core outcome: by Year 5, Camarillo will reduce the number of residents experiencing homelessness by two-thirds through sustained annual increases in housing placements and strong prevention efforts that keep new inflows stable. This outcome reflects a realistic, data-driven approach to reducing homelessness through consistent, year-over-year progress. If Camarillo continues to house residents at a similar rate to what it has historically, and new inflow only modestly increases due to expanded investments in prevention, the total number of people experiencing homelessness will steadily decline as more residents are housed than enter homelessness each year.

Key Focus Areas
The Plan addresses two central imperatives:

1.Interim and permanent housing for Camarillo residents already experiencing homelessness – ensuring sufficient permanent housing opportunities, interim options, and targeted services to move people from homelessness to stability.

2.Permanent affordable housing to address upstream causes of homelessness and increased prevention efforts – producing more affordable homes, particularly for very low-income residents, and implementing prevention strategies so fewer households fall into homelessness.

Each of the 11 goals includes multiple strategies with actionable steps, key performance indicators to measure progress, implementation timelines spanning five years, and considerations for successful execution.

Strengths Identified
The planning process identified significant existing strengths in the City’s current homelessness response:

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Camarillo Homelessness Strategic Plan
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Commitment to partnerships and collaboration with County agencies, nonprofits, and community organizations
Successful outreach through Project H.O.P.E.
Infrastructure and investments in hotel vouchers and affordable housing pipeline Successful competitive funding procurement
Strong political will and community support for solutions Opportunities for Growth
The Plan also identifies opportunities to strengthen the response:
Closing the affordable housing gap, particularly for extremely low-income and very low-income households
Establishing renewable local funding sources to reduce reliance on competitive state/federal grants
Expanding homelessness prevention programs
Strengthening regional coordination with the Continuum of Care and County partners
Building community understanding and support through ongoing education Strategic Framework
The Plan is organized into two strategic phases:

Phase One: Preparing the Landscape focuses on building the foundation for scaled response through six goals:

1. Establish scaled, renewable funding to meet the need

2. Reduce barriers to affordable housing

3. Expand local capacity

4. Strengthen regional partnerships

5. Increase citywide engagement and understanding

6. Utilize data-driven decision making
Phase Two: Working to Reduce Homelessness focuses on delivering housing and services at scale through five goals:

7. Develop permanent housing solutions

8. Bolster non-congregate interim housing opportunities

9. Prevent homelessness before it begins

10.Establish flexible funds

11.Strengthen workforce development for people experiencing or exiting homelessness
Organizational Considerations
The Plan recommends organizational enhancements to support implementation, including:
Creating a Housing Division for expansion of City capacity to meet recommended housing efforts

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Camarillo Homelessness Strategic Plan
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Expanding dedicated City leadership for housing and homelessness initiatives Building specialized program staffing across system components (interim housing, prevention, permanent housing)
Leveraging contracted service providers for frontline service delivery where appropriate
Public Safety and Emergency Preparedness Committee
On October 27, 2025, the Public Safety and Emergency Preparedness (PSEP) Committee received a presentation on the Homelessness Strategic Plan. The Committee's discussion focused on several key areas including data tracking mechanisms and performance metrics, understanding homelessness inflows and outflows within the community, strategies for community engagement and communications, and establishing regular opportunities for the City Council to stay informed on homelessness data and progress toward plan goals. Following the presentation, the Committee recommended moving the Plan forward for City Council review and ratification.

The Homelessness Strategic Plan does not request immediate fiscal action but acknowledges that sustained investment will be required to achieve the goals outlined.

The Plan identifies multiple potential revenue sources including:
Continued pursuit of competitive state and federal grants Access to Continuum of Care/County funding
Exploration of local renewable funding mechanisms
Leveraging of existing General Fund allocations
Current homelessness-related investments total approximately $10.4 million through FY 26-27, including $8 million in grant awards and $2.4 million in General Fund allocations.

Future fiscal impacts will be presented to Council as specific programs and initiatives are proposed for implementation.

FISCAL IMPACT

CEQA DETERMINATIONS
City staff has determined, in accordance with Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines, that the Homelessness Strategic Plan is not subject to CEQA review because it can be seen with certainty that there is no possibility that it may have a significant effect on the environment.

RECOMMENDATION

1. Adopt the Camarillo Homelessness Strategic Plan.

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Camarillo Homelessness Strategic Plan
November 12, 2025

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4 1

ATTACHMENTS

1. City of Camarillo Homelessness Strategic Plan
REFERENCE MATERIALS – AVAILABLE FOR REVIEW AT CITY HALL None

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CITY OF CAMARILLO
Homelessness
Strategic Plan
December 2025

PREPARED BY
LeSar Development Consultants
DRAFT

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Table of Contents
3 Executive Summary
5 Introduction
6 Where We Are Now: Homelessness and Housing in Camarillo 6 Housing
6 Homelessness
7 Strengths
8 Opportunities
11 What is Needed: Understanding the Challenge
12 The Vision: A Pathway to Housing for All Camarillo Residents 13 How We’ll Get There: A Two-Phase Strategic Approach
15 Strategic Plan: Goals, Strategies, and Action Steps
15 Preparing the Landscape
16 Goal 1: Establish Scaled, Renewable Funding to Meet the Need 19 Goal 2: Reduce Barriers to Affordable Housing
23 Goal 3: Expand Local Capacity
27 Goal 4: Strengthen Regional Partnerships
31 Goal 5: Increase Citywide Engagement and Understanding 34 Goal 6: Utilize Data-Driven Decision Making
38 Working to Reduce Homelessness
39 Goal 7: Develop Permanent Housing Solutions
42 Goal 8: Bolster Non-Congregate Interim Housing Opportunities 44 Goal 9: Prevent Homelessness Before It Begins
47 Goal 10: Establish Flexible Funds
48 Goal 11: Strengthen Workforce Development for People Experiencing or Exiting Homelessness
53 Appendices
54 Appendix 1: Methodology
55 Appendix 2: State and Federal Funding Sources
60 Appendix 3: Potential Revenue Sources (Taxes and Fees) 64 Appendix 4: Homelessness Response Suggested Organizational Structure 65 Appendix 5: Project H.O.P.E. Suggested Staffing Structure 66 Appendix 6: City of Camarillo Housing & Homelessness Response Background Report 138 Appendix 7: Glossary
140 Appendix 8: Core Outcome

HOMELESSNESS STRATEGIC PLAN
DRAFT

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3 HOMELESSNESS STRATEGIC PLAN
DRAFT
The City of Camarillo’s Homelessness Strategic Plan
lays out a clear and actionable roadmap for a
durable, housing-focused system that is well placed
to address and prevent homelessness. Developed
in 2024–2025 by LeSar Development Consultants
(LDC) in close collaboration with City staff, this
Plan draws on comprehensive data analysis,
engagement with people with lived experience,
and input from service providers, County agencies,
housing developers, business leaders, and
community members. It is both data-informed and
community-driven, providing a phased approach
to meet immediate needs while building long-term
capacity.

Where We Are Now
Like many cities throughout the US, Camarillo
faces significant housing affordability pressures,
with extremely low- and very low-income renters
experiencing the highest cost burdens and a
shortage of affordable rental homes. Homelessness
has also increased over the past five years, with
90 individuals counted in 2025, 88% of them
unsheltered, and inflows into homelessness
exceeding exits into stable housing.

The City has built a strong foundation for further
progress. Strengths include committed partnerships,
effective outreach through Project H.O.P.E.,
targeted housing investments, competitive funding
awards, and strong political will. Opportunities
remain including closing the affordable housing
gap, establishing renewable funding sources,
expanding prevention programs, strengthening
capacity, deepening regional coordination, and
increasing community understanding and support.

What is Needed
Projections suggest that homelessness will continue
to impact Camarillo residents between 2025 and
2030. To meet this challenge, the City is well-
positioned to focus on two priorities:
• Interim and permanent housing for Camarillo
residents who are already experiencing
homelessness – By expanding both permanent
housing as well as interim options, Camarillo
can grow its ability to address the needs of
those experiencing homelessness today and
tomorrow.
• Permanent housing to address upstream causes
of homelessness among residents of Camarillo –
By expanding affordable housing, particularly for
very low-income residents, as well as launching
targeted prevention strategies, the City will be
better equipped to prevent its residents from
becoming homeless.

To assist with developing its investment strategies
and related goals, the City is well-positioned
to use its robust By-Name List and other data
to continually adjust strategies so they remain
responsive and aligned with evolving needs. An
enhanced focus on supporting those who have
been experiencing homelessness the longest
and/or those who have the most serious health
needs will help to further refine the City’s strategy.

Additional analysis to determine predictors of
homelessness will further support Camarillo’s
response to preventing homelessness.

The Vision
The Plan envisions a thriving, abundant Camarillo
where every Camarillo resident has a safe, stable
home, where older adults can age in place,
workers can live near their jobs, young adults can
remain in their community, and families can resolve
housing crises quickly. Achieving this vision requires
scaling solutions to match the size of the need,
investing in permanent housing, and building a
system that seeks to make homelessness rare, brief,
and nonrecurring.

Executive Summary

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4 HOMELESSNESS STRATEGIC PLAN
DRAFT
Two-Phase Strategic Approach
• Phase One: Preparing the Landscape – Consider
establishment of renewable funding, reduce
barriers to housing production, expand local
capacity, strengthen partnerships, engage the
community, and enhance data systems.
• Phase Two: Working to Reduce Homelessness
– Deliver housing at scale, expand interim
options, implement prevention strategies, and
use flexible funds to quickly remove barriers to
housing for its residents.

Goals
The Plan sets 11 interconnected goals:

1. Consider establishment of scaled, renewable
funding to meet the need

2. Reduce barriers to affordable housing

3. Expand local capacity

4. Strengthen regional partnerships

5. Increase citywide engagement and
understanding

6. Utilize data-driven decision making

7. Develop permanent housing solutions

8. Bolster non-congregate interim housing
opportunities

9. Prevent homelessness before it begins

10. Establish flexible funds

11. Strengthen Workforce Development for People
Experiencing or Exiting Homelessness
Meeting these goals will require sustained
investment and collaboration. The City can act as
a strategic gap funder, leveraging state, federal,
and regional resources to unlock housing and
services at the required scale.

This Plan is a starting point, not an endpoint. It is
designed to adapt to evolving conditions while
keeping focus on the outcomes that matter most
when addressing homelessness: more permanent
housing, more people prevented from becoming
homeless, and faster, sustained exits from
homelessness into stability for Camarillo residents.

While the City will continue to drive efforts, success
will also depend on coordinated action with
county, regional, state, and federal partners
to secure the housing, services, and resources
needed to meet the full scale of the challenge.

With sustained leadership, community support, and
deep partnerships, Camarillo can build a housing
system that reduces homelessness and expands
stability for Camarillo residents.

CORE OUTCOME:

By Year 5, Camarillo will reduce the
number of residents experiencing
homelessness by nearly two-thirds through
sustained annual increases in housing
placements and strong prevention efforts
that keep new inflows stable.1
How: This outcome reflects a realistic, data-
driven approach to reducing homelessness
through consistent, year-over-year progress.

If Camarillo continues to house residents
at roughly today’s rate and new inflow
only modestly increases due to expanded
investments in prevention, the total number of
people experiencing homelessness will steadily
decline as more residents are housed than
enter homelessness each year.

To continue making progress, the City will
need to expand housing supply, strengthen
prevention programs, and enhance service
coordination through the actions outlined
in Goals 7 through 9. Because new housing
and program expansions take time, planning
for Year 5 outcomes must begin in Year 1 to
ensure the City can maintain steady rehousing
rates through the duration of this plan.
1 Over the past year, it is estimated that 28 Camarillo residents experiencing homelessness moved into permanent housing
in the last 12 months (resulting in an estimated 31% housing rate for those actively homeless in Camarillo) and 88 residents remain homeless today (either on the streets or in interim housing). These numbers provide the baseline for this five- year plan to reduce homelessness in Camarillo. Please see the table found in the ‘Enhancing Camarillo’s Rehousing System: Ensuring that Outflow Outpaces Inflow’ section later in this Appendix.

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5 HOMELESSNESS STRATEGIC PLAN
DRAFT
From 2024 to 2025, the City of
Camarillo worked closely with LeSar
Development Consultants to develop
a Homelessness Strategic Plan that
creates an actionable path to reducing
homelessness, built upon its current
foundational investments. Recognizing
the combined challenges of
homelessness and housing affordability
both locally and regionally, the City
commissioned this Plan to develop
a roadmap to address critical needs
and deliver long-term housing and
homelessness solutions.

This plan draws from a comprehensive
review of quantitative and qualitative
data, input from people with lived
experience of homelessness, and
engagement with a broad range
of stakeholders, including service
providers, County agencies, housing
developers, business leaders, and
community members. The process
was rooted in best practice, ensuring
that Camarillo’s strategy is both data-
informed and community-driven.

This Plan is organized to provide a clear and logical
progression from context to action, including:
• Where We Are Now offers a snapshot of
Camarillo’s housing and homelessness
landscape, identifying key system strengths and
opportunities.
• What is Needed identifies the scale of the
challenge and the types of housing and
supports required.
• Our Vision lays out the City’s long-term
commitment to building a system of housing
abundance that reduces homelessness and
ensures it is rare, brief, and nonrecurring.
• How We’ll Get There explains the Plan’s two-
phase approach: first building local capacity
and alignment, then scaling housing and
services.
• The Strategic Plan details the City’s goals across
eleven core areas, including local funding,
housing production, homelessness prevention,
and system coordination. Each goal includes
targeted strategies, specific action steps,
performance metrics, and implementation
considerations.
• Appendices provide additional resources,
including state and federal funding sources,
revenue options, and the background analysis
that shaped the Plan.

This Plan is an important starting point and will
require continued investment, coordination and
resolve. As the landscape evolves, so too must the
strategies embraced by the City and its partners to
ensure that every Camarillo resident has a safe and
stable place to call home.

Introduction

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This section outlines a brief overview of the
Camarillo Homelessness Background Report. For
the full report, please see Appendix 6.

Housing
The City of Camarillo has significant affordable
housing needs. The typical home value is about
$895,000, and the average rent for a 1-bedroom
apartment is $2,379. To afford the rent for an
average priced 1-bedroom, an individual would
need to work three full-time, minimum wage jobs.
• Cost Burden by Income Level: Extremely
Low- (ELI) and Very Low-Income (VLI) renter
households experience the highest rates of
cost burden, with upwards of 75% of these
households spending more than 30% of their
income on rent. Additionally, more than 60% of
ELI and VLI households are spending more than
50% of their income on rent.
• Residential Housing Pipeline: The City of
Camarillo has a residential development
pipeline2 of 1,211 units, with 99 of those units
being affordable to low- or very low-income
households.
• Mobile Homes: Camarillo has an inventory of
1,020 mobile homes that account for over 4% of
occupied homes in the City, with four of the five
mobile home parks restricted to seniors who are
55 years of age and older.

Homelessness
Like many jurisdictions across the United States,
the City of Camarillo has seen a marked increase
in homelessness in the last 5 years. While 2020 to
2025 saw a 200% increase in the number of people
experiencing homelessness on any given night in
Camarillo, this growth rate has flattened to only a
1% increase from 2024 to 2025 due to expansive
efforts by the City. According to Camarillo’s 2025
Point-in-Time (PIT) Count, a total of 90 individuals
were identified as experiencing homelessness in
Camarillo, with 88% (79 individuals) experiencing
unsheltered homelessness. It is important to note that
homeless count data represents a snapshot of how
many people are homeless on any given night and
therefore does not provide data on the complete
number of people both becoming homeless and
resolving their homelessness each year.

Where We Are Now: Homelessness
and Housing in Camarillo
*In 2021, an unsheltered count was not conducted due to the COVID-19 pandemic conditions.

DATA TREND: POINT IN TIME COUNT OVER FIVE YEARS
100
90 80
70 60
50 40
30 20
10 0
30 9089
78 49
2020 20252024202320222021*

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As such, this plan also looks at other available
Homeless Management Information System (HMIS)3
data to ascertain a more complete picture of
homelessness in Camarillo.
• Inflows vs. Outflows: In 2024, 161 people were
identified in HMIS as receiving homelessness
services for the first time, compared to 50 who
exited the homelessness response system with
verifiable outcome data. Of these exits, 49
were positive exits, meaning the individual
completed a program or moved into housing.

One additional exit was due to death. Other
recorded exits could not be verified as positive
or negative, which likely means those individuals
remain homeless. With improved data systems,
the City will be able to more accurately
distinguish between positive and negative exits
and better track who has left the homelessness
response system versus who remains. Reducing
the total number of people experiencing
homelessness requires both decreasing inflow
and increasing positive exits, particularly
placements into permanent housing.4
• Disability Status: Over the span of five years, 37%
of those experiencing homelessness receiving
services reported having a disability.
• Chronicity: Nineteen percent of those accessing
homelessness services reported experiencing
homelessness for more than 12 months.

Conversely, 15% of those enrolled in programs
indicated at the time of engagement that they
were newly homeless (within their first month).

Strengths
The following strengths were identified via the
collection and analysis of available quantitative
and qualitative data. A detailed description of the
methodology employed, including all stakeholder
engagement activities, is expounded on in
Appendix 6.

1. Commitment to Partnerships and Collaboration
Camarillo has built effective partnerships with
key stakeholders, including Camarillo’s Project
H.O.P.E., local churches, county agencies,
and other nonprofits. This collaboration has
helped extend the reach and effectiveness
of the City’s homelessness response efforts,
likely leading to the stabilization of the number
of people experiencing homelessness in
the last two years. The City’s commitment
to partnership is evident in the community’s
desire to provide their support, with many
stakeholders offering additional resources,
asking for invitations to key meetings and
events, and sharing their knowledge and
unique perspectives. Examples of this include
Autism Society Ventura County, the Ventura
County Continuum of Care (CoC), RAIN
Communities, Inc., United Way of Ventura
County, local churches and faith-based
communities. Nearly all entities engaged in this
process reported that there is a strong ethos
around joining together to better support
people experiencing homelessness.

2. Successful Outreach
Since 2023, Project H.O.P.E. has been
successfully serving those experiencing
homelessness in Camarillo through resource
linkages, the City’s motel voucher program,
and case management and behavioral
health support. A program funded by the
City of Camarillo, Project H.O.P.E. is led by
the Ventura County Sheriff’s Office and
consists of a Homeless Liaison Senior Deputy, a
Community Services Coordinator from Ventura
County Behavioral Health, a Community
Services Coordinator through Whole Person
Care, and Camarillo staff. Project H.O.P.E.
has been able to build relationships and
rapport via outreach to those experiencing
homelessness, allowing for a real-time by-
name-list that indicates resources provided
and additional needs. Project H.O.P.E.’s
presence and response to homeless hotspots
has also assuaged the community at large
by ensuring regular touchpoints to mitigate
concerns. Team members of Project H.O.P.E.
have spoken highly of the City’s approach,
appreciating the recognition that supportive
services are effective in moving people out of
homelessness into more stable environments.

3. Infrastructure and Investments
The City of Camarillo has made significant
investments in bolstering their housing and
homelessness programs to meet the needs of
the community. With 1,211 units in the pipeline,
and 99 of those units set aside for low-income
and very low-income households, along with
the 988 deed-restricted affordable rental units,
the City has demonstrated a commitment to
providing affordable and available housing.

In tandem, the City has established the
motel voucher program that provides interim

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8 HOMELESSNESS STRATEGIC PLAN
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housing to people experiencing unsheltered
homelessness and will soon be building PSH
and adding more motel vouchers to address
an encampment of almost 20 individuals
experiencing homelessness.

4. Funding Procurement
The City has successfully applied for and been
awarded funding through two competitive
funding streams from the state. Camarillo
was awarded Homeless Housing Assistance
and Prevention Program (HHAP) Round 4
funds from the State of California, which were
dedicated to the creation and maintenance
of their motel voucher program, temporarily
housing a total of 31 individuals to date.

More recently, the City was also awarded
Encampment Resolution Funds (ERF) from the
State of California to house up to 17 individuals
currently residing in an encampment through
interim and permanent housing. Both funding
streams are extremely competitive, so the
City’s ability to secure these funds emphasizes
their successful approaches and allows for
service and resource enhancement for those
most in need.

5. Political Will and Support
The City has demonstrated their commitment
to addressing homelessness in a meaningful
and proactive way. Not only has this
dedication culminated in the creation of a
full-time homelessness response team (i.e.

Project H.O.P.E.) with external partners, but
City staff’s time is also deeply committed,
allowing for a flexible and proactive approach
to funding opportunities, client needs, council
requests, and community concerns. There is
also a willingness among elected officials and
segments of the public to support permanent
affordable and supportive housing, which
is often viewed by the public as a more
acceptable solution than temporary or interim
interventions. The decision to invest in this
needs analysis for the purpose of creating
a Homelessness Strategic Plan rooted in
community feedback while incorporating best
practices also exemplifies the City’s resolve to
addressing homelessness in a balanced and
evidence-based way.

Opportunities
The following opportunities were identified after
reviewing and analyzing all quantitative and
qualitative data. A detailed description of the
quantitative and qualitative data, including all
stakeholder engagement activities, is discussed in
Appendix 6.

1. Affordable Housing Shortage
Despite the investments made in affordable
housing, a gap remains. A range of challenges
contribute to underproduction, including
insufficient funding, limited availability of
developable land, certain restrictive land
use policies, community opposition to new
development, and broader supply chain
constraints.

The community is also in need of various
affordable housing typologies, including
permanent supportive housing for those
experiencing homelessness with disabilities,
especially given the almost 50% of individuals
experiencing homelessness self-identified as
having some type of chronic condition.5 These
challenges are part of a broader regional and
statewide trend, where housing production—
particularly at the lowest income levels—has
not kept pace with need. This structural
underproduction has contributed to a supply
shortage that makes it increasingly difficult for
communities to meet affordability goals.

2. Financial Sustainability
While significant progress has been made
in acquiring additional funding, it is not
guaranteed, as both main funding sources
(Encampment Resolution Funds and Homeless
Housing, Assistance and Prevention Program)
are based on a competitive award process
through the state, and their use is restricted.

Additionally, shifting policy focuses under
the current administration make the status
of state and federal funding unknown. To
ensure enough funds to implement additional
interventions and strategies to address
homelessness (e.g. increasing affordable
housing options, creating prevention
programming), effort will need to be made
to increase funding, especially funds that are
long-term and/or renewable.

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3. Prevention and Early Intervention
When looking at inflows (e.g. people who
become homeless) to and outflows (e.g.
people who were homeless who then were
permanently housed) from the homelessness
response system (as indicated by the
increasing PIT Count numbers and HMIS
data), people are becoming homeless at a
higher rate than those leaving homelessness
into stable settings. This, when taken into
consideration with the 52% of renters who are
cost burdened and 24% who are extremely
cost burdened, indicates a need for more
interventions to keep people from falling into
homelessness in the first place. At the time of
this report, there are no significant targeted
homelessness prevention interventions
available to Camarillo residents at a local
level.

4. Capacity Alignment with Growing Service
Needs
The Project H.O.P.E. team has achieved
remarkable success in addressing
homelessness, building on the City of
Camarillo's significant investments in
dedicated staffing for this critical initiative. As
the program continues to evolve and expand
its impact, additional staffing resources may
be needed to effectively implement the
comprehensive strategies necessary to meet
the growing community needs and build upon
the strong foundation already established.

Should the City choose to apply for additional
funding, stand up new programming, and/or
embark on community education, all would
require more staff capacity than is currently
available. In their stakeholder interviews,
the Project H.O.P.E. team exhibited their
commitment to the work but described being
pulled in different directions with their various
roles and responsibilities.

5. Regional Coordination
Even with recent collaborative efforts,
there are more opportunities that the City
can pursue to enhance their reach and
services. The County of Ventura applauded
Camarillo’s recent commitment to joining
HMIS but indicated that there are additional
County resources on which the City could
capitalize. Countywide resources, such as
domestic violence services, the Area Agency
on Aging, community intervention courts, etc.
were mentioned, and other regional partners
indicated their eagerness to further engage
with the City. This collaborative model can also
help to increase funding opportunities while
expanding the scope of services available to
community members.

6. Community Buy-In
Despite some evident support from the
community at large, there were several
instances in which residents expressed
their concern about increasing services
to people experiencing homelessness.

Common misconceptions, like an increase
in programming will lead to more people
experiencing homelessness moving to
Camarillo, that most people who are
experiencing homelessness are service
resistant, and concerns around Housing First6,
were relayed by some respondents. Ongoing
community education that seeks to dispel
misconceptions and share progress will be
important to achieve community buy-in.

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2 Defined as the progression of housing projects at various stages of development, representing the potential future housing supply.
3 Note that HMIS data only includes information for people experiencing homelessness who 1) have been provided
services 2) recorded in the database, and 3) have a geo-tag connecting to Camarillo. As the City of Camarillo began using HMIS for their programmatic data a year ago and because those not accessing services would not be captured, these data may not reflect the full extent of homelessness in the City during a given year.
4 This data represents a snapshot in time and is intended to provide a general understanding of homelessness in Camarillo in 2024. Exit outcomes recorded in HMIS may be positive, negative, or unknown, and current data limitations make it difficult to fully distinguish between individuals who have left the homelessness response system and those who remain.

All figures are based on individuals who self-reported the City of Camarillo as their city of origin at the time they were experiencing homelessness.
5 This percentage is based on the average number of people experiencing homelessness surveyed who indicated at least a little impact in their daily lives from the following list: chronic health condition, physical disability, developmental disability, mental health, and/or substance use.
6 Housing First is an approach to serving people experiencing homelessness that recognizes a homeless person must first be able to access a decent, safe place to live that does not limit length of stay (permanent housing), before stabilizing, improving health, reducing harmful behaviors, or increasing income.

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To effectively address homelessness, Camarillo
must first understand the scope of its need. The
City will experience ongoing inflows and outflows
of residents experiencing homelessness, creating
a dynamic challenge that requires sustained
attention and resources. This analysis begins with
residents currently identified on the City's By-
Name List and incorporates additional individuals
expected to enter homelessness based on
historical patterns.

Data shows that homelessness is predominantly
grounded in economic factors including the rising
cost of housing, a lack of affordable housing and
stagnant wages7. This is further compounded by
limited safety nets, health challenges, domestic
violence, aging out of foster care, family
dissolution, evictions, and the release of individuals
from institutional settings without adequate housing
plans. Conversely, people exit homelessness
through successful housing placements,
reunification with family, relocation to other areas,
or unfortunately, through hospitalization or death.

While inflows to and outflows from homelessness will
evolve and be influenced by a number of factors,
today’s data helps to establish both today’s needs
and to plan for the future challenges that the City
must be prepared to meet with flexible, responsive
strategies that can adapt to changing needs and
circumstances.

This plan highlights two central imperatives:
• Interim and permanent housing for Camarillo
residents who are already experiencing
homelessness – ensuring sufficient permanent
housing opportunities, interim options, and
targeted prevention and stabilization services.
• Permanent affordable housing to address
upstream causes of homelessness among
residents of Camarillo – producing more
affordable homes, particularly for very low-
income residents, so fewer households fall into
homelessness in the first place.

Meeting this challenge requires scaling housing
and services in proportion to the level of need.

While this section does not set explicit unit targets,
the City’s By-Name List and other local data
sources will provide the information necessary
to continually calibrate the number and type of
units required. In this way, the Plan ensures that
Camarillo’s housing strategies are responsive, data-
informed, and aligned with the evolving scale of
demand.

Ultimately, the task ahead is about expanding
housing and supports at a level that meaningfully
reduces homelessness and provides more residents
with a path to stability.

What is Needed:

Understanding the Challenge
7 Kushel, M., Moore, T., Birkmeyer, J., Dhatt, Z., Duke, M., Knight, K. R., Ponder, K. Y., & UCSF Benioff Homelessness and Housing Initiative. (2023). Toward a New Understanding: The California Statewide Study of People Experiencing Homelessness. University of California, San Francisco.

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The City of Camarillo is at an important turning
point. As homelessness grows regionally and
housing becomes less affordable across the
County, the City has an opportunity to build upon
its current efforts and chart a clear path forward to
slow inflows into homelessness and enhance exits
to permanent housing. This Homelessness Strategic
Plan is rooted in the core idea that to meaningfully
reduce homelessness, municipalities will need to
invest in a future where every resident has access
to a stable, affordable place to live.

That means scaling the City’s response to match
the size of the need of Camarillo residents. This
Plan represents a shift away from managing
scarcity and toward building a system of housing
abundance, one that can meet both the
immediate and long-term needs of the community.

It outlines the types of housing and services
needed and identifies where local investment and
action can have the greatest impact in reducing
homelessness in Camarillo.

The City has already laid the groundwork through
consistent leadership, meaningful partnerships,
targeted investments, a growing understanding
of who in the community is experiencing
homelessness, and what supports those individuals
need. Now, we must move to developing the
housing solutions to bring people home. This
Plan provides the roadmap, translating local
knowledge, data, and community input into a
bold, phased strategy for action. Even imperfect
progress brings Camarillo closer to a future where
everyone in Camarillo has a place to call home.

This Plan reflects the City’s commitment to real,
lasting solutions and a shared belief that housing
for all Camarillo residents is possible. It envisions a thriving, abundant Camarillo: a community where
older adults can age with dignity, where low-
wage workers and caregivers can live near their
jobs, where young adults can remain and work
in the city they grew up in, and where families
experiencing a temporary crisis can resolve housing
instability quickly.

The Vision: A Pathway to Housing
for All Camarillo Residents
PROJECT H.O.P.E TEAM SUPPORTING PEOPLE EXPERIENCING HOMELESSNESS

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This Plan operates under a set of starting
conditions—the City of Camarillo has made
meaningful progress by allocating local resources,
securing state funding, and demonstrating strong
commitment to addressing housing needs.

While the Plan outlines specific actions, many
factors are outside the City’s direct control,
including the availability of external funding,
broader policy changes, and market and
economic conditions. The strategy focuses on
what the City can influence, while staying ready
to act when external opportunities arise, reflecting
Camarillo’s history of leadership and urgency.

The Plan is intentionally structured in two phases.

Phase One: Preparing the
Landscape
The first phase focuses on unlocking the conditions
for large-scale housing and service expansion.

These foundational efforts will enable Camarillo
to move from limited, one-time responses to a
sustained and locally led system. These include:
• Considering the establishment of a renewable,
scalable local funding source—developing
dedicated local investment will provide greater
stability and control, reducing reliance on
external State and Federal funding sources that
may face uncertainty in future budget cycles
• Streamlining development processes and
removing barriers to accelerate housing
production and create more efficient pathways
for development
• Expanding staffing and implementation
capacity to support a more comprehensive and
proactive homelessness and housing strategy
that builds on existing efforts
• Strengthening data systems and cross-sector
alignment, including regional partnerships
• Engaging the community, ensuring public
understanding and support for housing solutions
If action is taken now to establish a funding
mechanism, it could be in place within two years,
allowing Camarillo to move swiftly into housing
delivery.

Phase Two: Working to Reduce
Homelessness
Once the foundation is in place, the City can
shift decisively from preparation to delivery,
scaling the housing and services necessary to
meet community needs. Key actions in this phase
include:
• Producing permanent housing units in line with
current and future need
• Establishing additional interim beds or units for
short-term stabilization
• Standing up targeted prevention programming
to stop homelessness before it starts
• Expanding outreach and supportive services
that connect people to housing and help them
stay housed
• Supporting workforce development
opportunities that complement housing
strategies
This Plan is focused on action, not just process.

That means prioritizing what works, removing
unnecessary red tape, and focusing on
measurable progress toward meaningfully reducing
homelessness. It also reflects a broader vision for
the City, a shift toward housing abundance, where
Camarillo builds the homes and systems needed to
help ensure that no Camarillo resident is left without
a place to live.

How We’ll Get There:

A Two-Phase Strategic Approach

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PHASE 1:

Preparing the Landscape
PHASE 2:

Working to Reduce Homelessness
YEAR
1 YEAR
2 YEAR
3 YEAR
4 YEAR
5 • Explore establishing a renewable funding source and pursue external grants
• Reduce barriers to housing
• Expand local capacity (staffing, partnerships, Project HOPE)
• Strengthen regional partnerships (CoC, County,
Housing Authority, neighboring cities)
• Increase community engagement and
understanding (dashboard, outreach, Council
updates)
• Build data systems to drive decisions (HMIS, By-Name
List, performance metrics)
• Develop permanent housing solutions (new units,
PSH, RRH/scattered-site)
• Bolster interim housing opportunities (motel-based
shelter, vehicular homelessness response)
• Prevent homelessness before it begins (prevention
program, preservation, shared housing)
• Establish flexible funds to reduce barriers to housing placements
• Strengthen workforce development to support
residents' long-term stability

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Preparing the Landscape
Phase One: Preparing the Landscape details
measurable goals that set the City up for
successful program implementation. Phase One
goals are as follows:

1. Establish Scaled, Renewable Funding to
Meet the Need

2. Reduce Barriers to Affordable Housing

3. Expand Local Capacity

4. Strengthen Regional Partnerships

5. Increase Citywide Engagement and
Understanding

6. Utilize Data-Driven Decision Making
Strategic Plan: Goals, Strategies,
and Action Steps

POTENTIAL LOCAL

REVENUE SOURCES
Municipalities across the country have
identified a similar need to ensure continuous
homelessness funding at a local level. Some
of the most regularly utilized strategies are
included below:
• Real Property Transfer Tax
• Business Taxes
• General Obligation (GO) Bonds
• Supportive Housing Services Tax
• Sales Tax
• Food and Beverage Tax
• Gross Receipts on Rental Property
• Hotel Tax/ Transient Occupancy Tax
• Philanthropy/ Corporate Giving
• Surplus Land
• Fee Reductions
• Infrastructure Financing Districts (IFDs),
Enhanced Infrastructure Financing Districts
(EIFDs), and Other Redevelopment
Replacement Options
For more details, see Appendix 3: Potential
Revenue Sources (Taxes and Fees)

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GOAL 1: ESTABLISH SCALED, RENEWABLE FUNDING TO MEET THE NEED How will this address homelessness?
To achieve the goals laid out in this Homelessness Strategic Plan, intentional and strategic funding is necessary. Increasing funding and diversifying fundings sources sets the City up for a comprehensive and adaptable financial portfolio dedicated to homelessness programming and services.

Goal 1: Establish Scaled, Renewable Funding to Meet the Need

STRATEGY

1.1 Apply for state and federal competitive grants and/ or funding opportunities

JUSTIFICATION
The City has demonstrated success with accessing state funding, such as ERF and HHAP. The experience gained through the application, implementation, and reporting processes can be directly utilized for other funding opportunities. Additionally, state and federal funding is often available in larger sums, allowing for a full range of interventions to be funded.

Action Steps Key Performance Indicators Timeline Considerations • Review State and
Federal Funding Sources
(Appendix 2)
• Identify funding sources
for which Camarillo is best
suited to apply
• Identify specific
community needs
funding will address
• Review funding schedules
at both the state and
federal level to ensure
timeliness and capacity
• Apply for funding for
which Camarillo is eligible
• Number of new
competitive grants/
funding opportunities
applied for
• Number of new
competitive grants/
funding opportunities
awarded
• Number of competitive
grants/ funding
opportunities reapplied
for
• Number of competitive
grants/ funding
opportunities re-awarded
• Amount awarded
Year 1: Identify eligible
funding options and
map out funding source
timeline
Years 1-5: Apply for
funding for which
Camarillo is eligible
• Shifting policy focuses
under the current
administration make
the status of state and
federal funding unknown
• Staff time is required to
research and submit
funding applications,
which often have
comprehensive
submission processes
• State and federal
funding often has strict
parameters on how the
funds can be used
• Comprehensive reporting
processes are typically
required

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Goal 1: Establish Scaled, Renewable Funding to Meet the Need

STRATEGY

1.2 Access CoC/ County funding available to cities

JUSTIFICATION
The City has successfully procured funding through the CoC/ County’s ESG and HHAP funding streams, supporting RRH and motel voucher programming. Camarillo can continue to capitalize on these successes by reapplying. In addition, the City can increase funding opportunities by identifying new RRH and/ or PSH projects to submit for HUD’s Annual NOFO.

Action Steps Key Performance Indicators Timeline Considerations • Identify potential projects
that could be funded
through HUD’s Annual
NOFO (Note: priority is
placed on RRH and PSH
projects)
- Create eSNAPS profile
- Submit application(s)
for project(s)
- Reapply and/or apply
for new projects on an
annual basis
• Reapply for ESG funds as
they are made available
• Reapply for HHAP funds
as they are made
available
• Number of new projects
funded
• Number of existing
projects renewed
• Amount of funding
awarded through HUD’s
Annual NOFO
• Amount of funding
awarded through ESG
• Amount of funding
awarded through HHAP
Year 1: Identify potential
projects to fund through
HUD’s Annual NOFO
Years 1-5: Apply for
County/ CoC funds as
they are made available
• CoC and/ or County
funding often has strict
parameters on how the
funds can be used
• Comprehensive reporting
processes are typically
required
• Funding amounts are not
always sufficient to fully
fund projects and/ or
throughputs into housing

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Goal 1: Establish Scaled, Renewable Funding to Meet the Need

STRATEGY

1.3 Explore the establishment of a local, renewable funding source

JUSTIFICATION
Having a local, renewable funding source reduces overreliance on precarious funding (i.e. one-time state or federal funds) and allows for guaranteed continuance of local programming.

It also allows the City to use the funds as they see fit, providing more flexibility for various intervention types.

Action Steps Key Performance Indicators Timeline Considerations • Review Potential Revenue
Sources (Taxes and Fees)
(Appendix 3)
• Consider “set aside”
amount from current
revenue stream(s) to
supplement homelessness
initiatives costs
• Identify specific
community needs
funding will address
• Evaluate revenue
options based on three
key criteria: 1) ability
to generate sufficient
revenue, 2) level of
anticipated resistance/
support, 3) ease of
implementation
• Develop an engagement
strategy among key
stakeholders, business
groups, elected officials,
and the general public
• Model revenue
projections,
implementation
challenges, and political
risks associated with each
option
• Prepare a phased action
plan for City Council
consideration, outlining
a step-by-step strategy
that includes policy
recommendations,
necessary approvals,
legislative and/ or ballot
measure timelines, and
contingency strategies
• Number of revenue
sources explored and
considered
• Number of revenue
sources pursued
• Number of revenue
sources passed
• Amount of revenue
received
Year 1: Review and
evaluate local revenue
options; model
revenue projections,
implementation
challenges, and political
risks associated with each
selected option make
informed decision
Year 2: Select local
revenue option(s); begin
to develop a political
and public engagement
strategy
Year 3: Secure local
revenue source with
dedicated funding for
homelessness and housing
initiatives
• A local funding source
requires political and
community buy-in, with
many options requiring a
vote
• Economic factors may
influence the amount of
revenue obtained

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19 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 2: REDUCE BARRIERS TO AFFORDABLE HOUSING
How will this address homelessness?
Reducing barriers to affordable housing can expedite the work, increasing opportunities for housing development and acquisition and reducing the length of time people experience both sheltered and unsheltered homelessness.

Goal 2: Reduce Barriers to Affordable Housing

STRATEGY

2.1 Unlock publicly-owned land

JUSTIFICATION
Two principal barriers to increasing affordable housing production are the high cost of development and the lack of suitable land. Using publicly-owned land for affordable housing development can overcome these two barriers: first, using City-owned land can reduce or eliminate the project’s land cost; second, a public agency can provide suitable land it owns in a way that enables the affordable housing development to avoid the complex process of land acquisition.

Action Steps Key Performance Indicators Timeline Considerations • Explore potential publicly-
owned land (including
land already owned by
the City of Camarillo,
the County of Ventura,
or the Pleasant Valley
School District, among
others) for development
opportunities
• Consider including
affordable housing a
part of appropriate City
developments (e.g.
libraries, community
centers)
• Explore City acquisition
of key opportunity sites
identified in Housing
Element
• Sites/ acres made
available for affordable
housing development
• Affordable homes
permitted/ built on City-
owned land
Year 1: Conduct inventory
of City owned land;
identify top-priority
opportunity sites (including
Housing Element sites)
Year 2: Evaluate feasibility;
determine ownership/
ground lease strategy;
initiate site planning
Years 3–5: Make at
least one site available
for affordable housing
development; track
entitlement progress and
potential partnerships
• City should consider
whether its priority
is to retain direct
ownership and control
of affordable housing
on City-owned land,
implement a ground
lease arrangement,
or to dispose of sites
entirely. A ground lease
arrangement enables
permanent affordability
and can be structured to
reduce the City’s liability,
but the site remains a City
asset.

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20 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 2: Reduce Barriers to Affordable Housing

STRATEGY

2.2 Expand land use and implement zoning reform

JUSTIFICATION
Land use regulations are a long-standing barrier to increasing housing production. While recent state laws have attempted to spur greater production of affordable housing, local zoning reforms can better expand the feasibility and production of housing to help meet Camarillo’s housing needs while maintaining local control.

Action Steps Key Performance Indicators Timeline Considerations • Identify areas of City for
local zoning overlays or
zoning changes to spur
housing production
• Implement changes to
support more housing
production, especially
to enable multifamily
housing
• Consider reducing
parking requirements in
infill and low-VMT areas
• Reduce RV parking
minimums for affordable
and infill housing
• Scale common space
requirements to
encourage development
of various unit sizes
• Increase flexibility
for exceptions to
development standards,
including setbacks
• Affordable homes
permitted and built
(currently required as part
of Housing Element APR)
Year 1: Identify areas for
zoning reform, especially in
infill and transit-accessible
locations; initiate staff
review
Year 2: Conduct
community engagement,
finalize zoning
recommendations
Year 3: Adopt and
implement new zoning
ordinances; align reforms
with Housing Element
goals
Years 4–5: Monitor
outcomes and pursue
refinements as needed
• Zoning changes typically
face local political
opposition as a result of
the Not In My Backyard
(NIMBY) sentiment. Deep
community outreach and
engagement can help
an increasing number
of residents understand
the local need for
more housing and the
realistic impact of zoning
changes

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21 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 2: Reduce Barriers to Affordable Housing

STRATEGY

2.3 Streamline development approvals

JUSTIFICATION
Reducing the length of time required for development approvals can incentivize housing production. By streamlining the approval of affordable housing developments and expanding by-right approvals of such projects, more affordable housing can become feasible in Camarillo.

Action Steps Key Performance Indicators Timeline Considerations • Continue to prioritize
approval of housing
developments with units
affordable to ELI and VLI
households.
• Consider expanding
by-right approvals for
projects that include
substantial affordable
and moderate-income
housing
• Approval timelines for
affordable housing
(currently required as part
of Housing Element APR)
Year 1: Review current
permitting and entitlement
timelines for affordable
housing; identify process
barriers
Years 2–5: Monitor
outcomes, continue
refining approval
pathways in response to
developer feedback
• Zoning changes can
enable more by-right
multifamily housing
development

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22 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 2: Reduce Barriers to Affordable Housing

STRATEGY

2.4 Increase ADU opportunities

JUSTIFICATION
Accessory Dwelling Units are a relatively low-construction-cost housing type that can be accommodated in existing single-family residential neighborhoods. Statewide, ADUs represent about a quarter of all new housing being permitted and typically represent a higher share of new housing in high-cost coastal communities where land prices and rents are particularly high.

Supporting ADU construction can help provide more housing that can serve lower-income residents, especially aging seniors and multigenerational households.

Action Steps Key Performance Indicators Timeline Considerations • Amend the City zoning
code to allow ADU
development on
properties owned by
faith-based institutions.

The intent of this would
be to enable such sites
to be used for small-
scale, lower-cost housing
development.
• Identify opportunities
for ADU development
in partnership with local
faith-based organizations,
for example, through
placing vetted tenants
in ADUs that rent for an
affordable price. (See
Multnomah County’s A
Place for You program.)
Homeowners who have
built new ADUs can
be connected with
previously homeless
residents, or those at-
risk of being unhoused,
through local faith-
based organizations who
work closely with this
population. In exchange,
the homeowners can
be provided some sort
of guaranteed rent or
one-time incentive to
rent to this population.

This program can begin
as a pilot program and
expand when shown to
be successful
• Individuals/ households
housed
• Homeowners
participating
Year 1: Explore pilot
ADU tenant-matching
program with local
churches or nonprofits;
identify standard
plan collaboration
opportunities,
Draft faith-based ADU
municipal code update
for consideration by
decision makers.

Year 2: Launch pilot
program and regional
standard plan partnership;
begin homeowner
education campaign
Years 3–5: Scale successful
ADU initiatives and track
housing placements tied
to homelessness reduction
• ADUs typically face the
least political and Not In
My Backyard opposition
of all housing typologies,
especially when being
built as single units by
homeowners
• Identifying willing
homeowners to rent
units at a low price to
previously unhoused
or people at risk of
homelessness can be
challenging

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23 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 3: EXPAND LOCAL CAPACITY
How will this address homelessness?
Expanding the local capacity of Camarillo’s homelessness response staff ensures comprehensive service and program coverage, moving from managing homelessness to ensuring everyone has a path to stability.

Goal 3: Expand Local Capacity

STRATEGY

3.1 Build dedicated City leadership to drive homelessness strategy

JUSTIFICATION
As Camarillo’s housing and homelessness response system is bolstered, increased demand will be placed on current staff. Expansion of services and programming will benefit from having knowledgeable leads, dedicated solely to implement its housing and homelessness strategy.

Dedicating lead positions connotes a commitment to meaningfully reducing homelessness.

Action Steps Key Performance Indicators
• Shift planning and administration of homelessness
programming (i.e. Project H.O.P.E. and associated
initiatives) directly under City management (see Appendix 4 for suggested organizational chart)
• Continue close partnership with County Sheriff’s office for continuity of care, outreach coordination and assistance, and unsheltered strategies
• Create Housing Division and expand leadership role within the City to focus solely on housing strategies, pursuing funding, and aligning with homelessness initiatives
(see “Housing Manager, Housing Division” position and
associated org chart in Appendix 4)
• Expand leadership role within the City to focus solely on homelessness initiatives, coordinating regional partnerships, pursuing homelessness funding, and aligning with housing initiatives (see “Homelessness Initiatives Manager” position and associated org chart in Appendices 5 and 6)
- Determine if new position will be created or if a current role will be expanded to encompass additional
responsibilities (e.g., Senior Management Analyst position could be adjusted to Homelessness Initiatives Manager
position, overseeing Project H.O.P.E. initiatives
• Create two Management Assistant positions: one for the new Housing Division and one for the new Project H.O.P.E. team
• Ensure City leadership staff has the subject matter expertise necessary to design and administer homelessness initiatives, building in routine training opportunities
• Augment unmet needs and skillsets with external expertise to assist (e.g., consultants)
• Explore how homelessness lead can focus exclusively on homelessness initiatives, with other, non-homelessness work reassigned where possible
• Housing Manager and Homelessness Initiatives
Manager positions created and filled
• Creation of and hiring of two Management
Assistants
• Number of professional development activities
completed (e.g., trainings, conferences)
• Number of external expert sources leveraged
• Number of non-homelessness/housing related
initiatives redistributed to other staff where possible

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24 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 3: Expand Local Capacity

STRATEGY

CONTINUED

3.1 Build dedicated City leadership to drive homelessness strategy Timeline Considerations
Year 1: Create Housing Manager and Housing Division;
Reposition homelessness team under City Manager’s office; secure continued partnership with County Sheriff’s office through MOU; expand dedicated City leadership positions for housing and homelessness strategies; enhance City’s response through creation of two Management Assistant
positions
Years 2-5: Build subject matter expertise; augment unmet needs and skillsets; identify process for dedicated leadership positions to exclusively focus on homelessness and housing initiatives
• Shifting homelessness programming under City
management better aligns these initiatives with
their social service mission while expanding access
to federal, state, and philanthropic funding sources
specifically designated for housing and human
services. This organizational change enables
better integration with existing municipal social
infrastructure while positioning the City as taking a
compassionate, community-focused approach to
homelessness.
• Sufficient staff time and budget are required to
ensure dedicated City leadership is appropriately
resourced
• Clear scope of role and authority parameters
need to be set out in advance to avoid confusion
and overlap
• Securing external expertise to augment unmet
needs (e.g. consultants) can be costly and time
consuming
• Ensuring the Homelessness Initiatives Manager
leadership position is focused on homelessness
related initiatives requires other departmental staff
to take on additional tasks

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25 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 3: Expand Local Capacity

STRATEGY

3.2 Ensure coverage across all system components, including unsheltered strategies, interim housing/ housing navigation, homelessness prevention, flexible funds, and permanent housing/ permanent supportive housing

JUSTIFICATION
Capacity building equips staff with the necessary tools and strategies to navigate the challenges associated with homelessness across various system components, improving the quality of services while fostering collaboration, innovation, and continuous learning within the sector.

Action Steps Key Performance Indicators Timeline Considerations • Increase capacity
and coverage
by encouraging
programmatic
specialization (see
Appendix 5 for suggested
Project H.O.P.E. staffing
chart); consider
additional positions as
needed
- Interim Housing staff
- Homelessness
Prevention/ Flexible
Funds staff
- Permanent Housing
(RRH) staff
• Hire staff strategically
based on timeline of
program expansion or
program creation
• Ensure staff has the
subject matter expertise
necessary to operate
each intervention type,
building in routine training
opportunities
• Augment unmet needs
and skillsets with external
expertise to assist (e.g.
consultants)
• Ensure caseloads
for each program
component is at best
practice levels and
has strong connective
linkages to each other
(i.e. 1:15 for higher acuity
clients)
• Identify funding stream(s)
to increase staffing on an
annual basis
• Number of full-time staff
allocated to Interim
Housing
• Number of full-time
staff allocated to
Homelessness Prevention/
Flexible Funds
• Number of full-time staff
allocated to Permanent
Housing (RRH)
• Number of professional
development activities
completed (e.g. trainings,
conferences)
• Number of external
expert sources leveraged
• Number of clients
assigned per staff (i.e.
caseload)
• Amount of funding
set aside per fiscal
year dedicated to
homelessness staffing
Year 1: Identify funding
stream(s) and begin
to plan for hiring of
additional staff; map out
potential hiring timeline for
additional staff
Years 1-5: Create
positions for and hire for
programmatic capacity
by system component;
Build subject matter
expertise; augment unmet
needs and skillsets
• Increasing the
number of staff and
coverage across system
components requires
a recurring budgetary
commitment
• Projected hiring timeline
of staff may require
adjustments based on
funding procurement,
program start dates, etc.
• Securing external
expertise to augment
unmet needs (e.g.
consultants) can
be costly and time
consuming
• Maintaining best practice
caseload levels requires
significant budgetary
commitment to ensure
appropriate staff
coverage

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26 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 3: Expand Local Capacity

STRATEGY

3.3 Prioritize contracted service providers for frontline service delivery when appropriate

JUSTIFICATION
Exploring opportunities with local community-based organizations to augment existing case management services can allow the City to expand program staffing and services quickly and cost-effectively.

Action Steps Key Performance Indicators Timeline Considerations • Focus City efforts on
system leadership and
oversight
• Expand opportunities
with local, experienced
service providers to
deliver direct outreach,
housing navigation, and
supportive services to
clients
- Homelessness
Prevention/ Flexible
Funds: contracted
service provider
- Permanent Housing
(RRH): contracted
service provider
• Number of contracted
local community-based
organizations
• Number of contracted
homeless service positions
Years 1-5: Create
positions for and hire for
programmatic capacity
by system component,
contracting with external
service providers when
appropriate
• Contracting directly
with external service
providers moves some of
the programmatic-level
controls away from the
City
• Contracting directly with
external service providers
is typically cost-saving
and enhances response
timeliness

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27 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 4: STRENGTHEN REGIONAL PARTNERSHIPS
How will this address homelessness?
By eliminating silos, reducing inefficiencies, and increasing collaboration, regional partnerships help build a more equitable and effective homelessness response system—one that meets people where they are and supports long-term stability.

Goal 4: Strengthen Regional Partnerships

STRATEGY

4.1 Strengthen participation in regional coordination efforts

JUSTIFICATION
To fully leverage and utilize all available services and supports for the Camarillo community, it is recommended that the City continue to engage with the CoC and regional stakeholders. While Camarillo has made significant strides in accessing funds, launching programming, and addressing homelessness at a City-level, homelessness could be greatly impacted with additional supports and coordination. Regional participation and coordination can facilitate:
• Joint applications for funding opportunities
• Joint advocacy for increased funding, streamlined regulatory requirements, consistency across state/ federal programs, and reduction of barriers
• A uniformed approach for those experiencing homelessness throughout the region, making the system easier to navigate
• More upstream supports for people at risk of homelessness in jails, correctional facilities, foster care, hospitals, and behavioral health institutions
• Coordination with the Area Housing Authority of the County of Ventura (AHACV) to secure Project-Based Vouchers (PBVs), align PSH development with subsidy availability, and strengthen referral pathways from the By-Name List to voucher programs
Action Steps
City Level Coordination
• Solicit neighboring cities’ interest in strategic regional coordination: Oxnard, Santa Paula, Moorpark, Port Hueneme, Thousand Oaks, etc.
• Identify opportunities for joint applications for funding • Identify opportunities for joint advocacy at the regional, county, state, and federal level • Establish recurring meetings with partnering cities to share data, best practices, and lessons learned County Level Coordination
• Identify opportunities for increased usage of County-/ CoC- available funds and resources, including HUD CoC and ESG program funds
• Identify gaps in current local service provision that the County/ CoC partners could help to fill (e.g. Camarillo lacks a full scale landlord engagement strategy, so the City could strategically partner with United Way to leverage their Landlord Engagement program; many people experiencing homelessness have disabilities, so the City could partner with Autism Society of Ventura County to help facilitate individualized housing planning that meets the direct accommodation/ modification needs)
• Leverage County’s and Sheriff’s office’s relationships with upstream services to incorporate into housing planning, preventing homelessness through systematic data usage (e.g. identify mechanism to receive alerts from jails and correctional facilities, hospitals, foster care, and/or behavioral health institutions to identify who is soon to be released and ensure a housing plan is in place)
• Engage new County/ CoC partners to meet community needs • As a member of the Ventura County CoC Alliance, continue to participate in quarterly membership meetings • Identify CoC advisory committee for participation (i.e. Housing and Services Committee) to stay informed of regional coordination opportunities, advocate on behalf of the City of Camarillo, and be aware of residential and non-residential programs, services, and existing permanent housing resources Housing Authority Coordination
• Establish regular coordination meetings with AHACV to align PSH pipeline and voucher opportunities • Continue to identify PSH developments and coordinate with AHACV availability and timelines • Continue collaboration on streamlined referral pathways from the By-Name List to AHACV voucher programs (e.g. HCV) • Explore joint funding applications that bundle PBVs with services

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28 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 4: Strengthen Regional Partnerships

STRATEGY

CONTINUED

4.1 Strengthen participation in regional coordination efforts Key Performance Indicators Timeline Considerations
City Level
• Number of cities approached for regional
coordination
• Number of joint funding applications with neighboring cities
• Number of joint advocacy opportunities participated
in with neighboring cities
• Number of regional initiatives embarked on with
neighboring cities
• Number of recurring meetings scheduled with
neighboring cities
County Level
• Amount of funding procured through HUD CoC and
ESG program funds
• Number of county-level partners engaged to fill local gaps in service coverage
• Number of CoC quarterly meetings attended
• Advisory committee participation
Housing Authority
• PBVs awarded to Camarillo-based PSH projects
• Number of By-Name List referrals placed via AHACV
voucher programs
• Joint or aligned funding applications submitted
Year 1: Approach
neighboring cities for
partnership coordination;
identify potential funding
streams being made
available and apply;
connect with CoC and
additional County partners
to ensure service gap
coverage; continue
attending quarterly CoC
meetings; establish regular
coordination meetings with
the Housing Authority
Years 2-5: Continue
working with all partners
(nearby municipalities,
CoC, County partners,
and Housing Authority),
identifying opportunities for
joint funding applications,
participating in regular
coordination meetings,
expanding service reach
through partnerships, and
becoming further involved
in planning on a regional
level
• Neighboring cities,
county partners, and City
of Camarillo may have
differing priorities and/
or strategies to reduce
homelessness
• Consistent staff time
is required to fully
participate in regional
coordination
• PBV availability is subject
to HUD caps and AHACV
administrative priorities

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29 HOMELESSNESS STRATEGIC PLAN
DRAFT
8 The Gold Coast Health Plan (GCHP) released their 2025 provider directory in January, giving the full list of health care providers and the services they offer in Ventura County. CS providers can be found starting at page 421, while ECM providers can be found starting on page 428. https://res.cloudinary.com/dpmykpsih/raw/upload/gold-coast-site-258/media/r/ cdcc569bd17c4c16b6ac739fb1547a8a/20250606_june_provider_directoryp.pdf Goal 4: Strengthen Regional Partnerships

STRATEGY

4.2 Leverage existing system and supports

JUSTIFICATION
With the launch of CalAIM’s Enhanced Care Management (ECM) and Community Supports (CS) programs in January 2022 came an influx of services geared toward housing and homelessness from the healthcare community. The City can leverage these services to strategically fill operational/ and service funding gaps for programs, addressing the needs of the community on multiple fronts (e.g. health and housing).

Action Steps Key Performance Indicators Timeline Considerations • Identify current ECM
and CS providers serving
the Camarillo area,8
review the list of providers
contracted with the
Gold Coast Health Plan
(GCHP) that provide
ECM and CS services in
Camarillo or adjacent
cities
• Identify proper protocols
to refer GCHP members
to ECM/ CS services
through relevant
providers
• Identify additional service
providers in Camarillo
that would be willing to
contract with GCHP to
provide ECM/ CS services
• Engage the Camarillo
Health Care District
to assist with health
insurance counseling and
enrollment for homeless
individuals to connect to
Medicare/ Medicaid
• Number of referrals to
ECM/ CS services
• Number of Camarillo
based service providers
contracting for ECM/ CS
• Number of individuals
connected to Medicare/
Medicaid through
Camarillo Health Care
District
Year 1: Identify current
ECM/ CS providers
in Camarillo; begin
coordination to identify
referral processes
Years 2-5: Identify
additional service
providers to become
local ECM/ CS providers;
engage Camarillo Health
Care District for health
insurance
• Contracting as an ECM/
CS provider requires a
thorough knowledge
of Medicare/ Medicaid
billing, which can be
difficult for smaller, local
non-profits to implement

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30 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 4: Strengthen Regional Partnerships

STRATEGY

4.3 Explore opportunities for workforce development to expand employment for people experiencing homelessness or recently housed

JUSTIFICATION
Workforce development is crucial for addressing homelessness as it helps individuals gain the skills and support needed to secure stable employment and housing, ultimately leading to self-sufficiency and breaking the cycle of poverty. By focusing on skills training, job placement, and supportive services, workforce development programs empower people experiencing homelessness to achieve economic independence and improve their overall well-being Action Steps Key Performance Indicators Timeline Considerations • Identify Camarillo
businesses interested
in supporting Project
H.O.P.E. participants to be
trained and employed
• Partner with the
Economic and Business
Development Division
to identify opportunities
to match Project
H.O.P.E. participants with
appropriate employers
and opportunities
• Identify other training
programs and on-the-job
training opportunities that
may be leveraged to
support Project H.O.P.E.
participants re-enter the
workforce or find more
economically sustainable
jobs
• Identify opportunities
to provide career
counselling to Project
H.O.P.E. participants
• Provide required clothing,
tools, and materials
needed to be successful
in the workforce
• Number of businesses
participating in
workforce development
opportunities
• Number of Project
H.O.P.E. participants
participating in career
counselling
• Number of Project
H.O.P.E. participants
placed in jobs
• Number of Project
H.O.P.E. participants
who increased income
through workforce
development
opportunities
Year 1: Meet with
Economic and Business
Development Division
to design program;
Identify other training
opportunities in region;
Identify businesses who are
interested in hiring Project
H.O.P.E. participants; Pilot
program with a small
number of businesses to
identify opportunities and
additional needs.

Years 2-5: Scale program
including businesses
and Project H.O.P.E.
participants participating.
• People on SSI/SSDI and
seniors may have limited
ability to work
• Promoting workforce
development will require
sustained outreach to
businesses in order to
promote hiring of Project
H.O.P.E. participants
• People linked to
employment will require
case management
supports to help
navigate the challenges
and opportunities
experienced in the
workplace.

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31 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 5: INCREASE CITYWIDE ENGAGEMENT AND UNDERSTANDING
How will this address homelessness?
Citywide engagement and understanding create the social foundation for meaningful action on homelessness, turning the community into a partner in building a system that is compassionate, coordinated, and effective.

Goal 5: Increase Citywide Engagement & Understanding

STRATEGY

5.1 Promote community buy-in

JUSTIFICATION
Education and communication are pivotal to enhancing the effectiveness of the homelessness response system. Education is crucial, as it helps dispel misconceptions, reduce stigma, and raise awareness about the complex causes and challenges surrounding homelessness and evidence-based solutions.

Action Steps Key Performance Indicators Timeline Considerations • Identify data to be included
in dashboards on City
website for widespread
transparency
• Explore dashboard
programming costs,
maintenance requirements,
and user friendliness;
consider widely accessible
options such as Power BI
and leverage staffing for
data analysis
• Conduct semi-regular
community engagement
opportunities, identifying
educational topics aimed
to increase awareness of
causes and impacts of
homelessness, the City’s
ongoing efforts to reduce
homelessness, myths
surrounding homelessness
• Collect regular feedback
from people experiencing
homelessness to incorporate
into educational
campaigns, ensuring
topics are rooted in local
experiences and expertise
• Collect individual stories
of successful outcomes to
localize and contextualize
homelessness in Camarillo
• Selection of dashboard
programming
• Regularly updated
homelessness services
dashboard available on
City’s website
• Number of community
education seminars
• Feedback collected from
people experiencing
homelessness
• Homelessness services
collateral
• Homelessness response
system community
engagement collateral
• Number of individual
stories of successful
outcomes collected
Year 1: Identify and
select dashboard
programming; begin
building out dashboard
Year 2: Identify
educational topics
for community
engagement; begin
hosting; Conduct
regular feedback
surveys with people
with lived experience
and begin to collect
individual stories
Years 3–5: Continue
hosting educational
community series,
collecting Lived
Experience feedback,
and individual stories;
incorporate individual
stories into collateral
• Regular data can be
difficult to collect
• Community engagement
requires planning and
participation from
multiple City departments
(e.g. Marketing &
Communications, Project
H.O.P.E.)
• Myths and
misconceptions can be
difficult to dispel without
regular and accurate
data

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32 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 5: Increase Citywide Engagement & Understanding

STRATEGY

5.2 Ensure City Council engagement

JUSTIFICATION
Consistent communication on the state of homelessness within the City, challenges in achieving goals or milestones, and potential solutions to reduce homelessness allows stakeholders to coordinate efforts, share information, and respond to crises in a timely and informed manner.

Action Steps Key Performance Indicators Timeline Considerations • Continue conducting
annual presentations of
City’s PIT data to City
Council
• Facilitate regular City
Council presentations on
Homelessness Strategic
Plan goals, milestones,
and potential solutions to
encountered challenges
• Annual presentation of
PIT data in community
settings
• Regular City Council
presentations
Year 1: Give initial
presentation to City
Council on collected data;
map out Homelessness
Strategic Plan presentation
schedule
Years 2-5: Continue
annual presentations on
PIT data; facilitate regular
City Council updates on
Homelessness Strategic
Plan
• Council composition
affects engagement due
to varied priorities among
constituents, with turnover
potentially disrupting
consistency
• Time constraints reduce
opportunities for
comprehensive training
or updates during Council
meetings or in staff
schedules
• Policy landscape
changes at the state
level can influence
Council perspectives and
decision-making

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33 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 5: Increase Citywide Engagement & Understanding

STRATEGY

5.3 Increase awareness of services

JUSTIFICATION
In community and stakeholder feedback, Camarillo residents were often unaware of what services were being provided at the City-level, how various approaches were being implemented, and how they could become more involved in addressing homelessness within their community. Providing this information can reduce feelings of uncertainty and resistance to addressing homelessness, potentially resulting in a truly comprehensive, communitywide approach.

Action Steps Key Performance Indicators Timeline Considerations • Update collateral that
details available services
for those experiencing
homelessness
• Update collateral that
details how the general
community can engage
with and assist in the
homelessness response
system
• Create mechanism for
community members
to donate funds on a
one-time or ongoing
basis directly toward
homelessness initiatives
• Homelessness services
collateral
• Homelessness response
system community
engagement collateral
Year 1: Identify necessary
collateral needed to
educate community and
people experiencing
homelessness
Years 2-5: Produce and
regularly update service
awareness collateral
• Services and the
homelessness response
system pivot and change
as funding, policies, or
requirements shift, which
can make it difficult to
keep collateral regularly
updated

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34 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 6: UTILIZE DATA-DRIVEN DECISION MAKING
How will this address homelessness?
Data-driven decision-making can transform the homelessness response system to be a more coordinated and accountable, enabling the City to act with clarity and continuously improve.

Goal 6: Utilize Data-Driven Decision Making

STRATEGY

6.1 Ensure full integration into HMIS and Coordinated Entry System (CES)9

JUSTIFICATION
Full utilization of HMIS allows for communities to assess individual needs, coordinate care, and track outcomes. Referrals can be streamlined from one service provider to another, maximizing timeliness and efficiency and reducing the amount of time a client waits for services.

Action Steps Key Performance Indicators Timeline Considerations • Require all local homeless
service providers where
possible to utilize HMIS
to record all program
services, referrals, and
outcomes for City-funded
contracts
• Conduct reviews to
ensure regular updates
are occurring
• Ensure Project H.O.P.E.
homelessness programs
are fully utilizing HMIS
• Number of local service
providers utilizing HMIS
• Number of reviews
completed
• Number of Project
H.O.P.E. homelessness
programs entered into
HMIS
Year 1: Identify providers
not yet fully utilizing
HMIS/CES; outreach to
incentivize
Years 2-5: Regular reviews
to ensure full utilization
• Service providers are
required to pay a
licensing fee to the CoC
to participate in HMIS
• Consistent staff time is
required to regularly
update data in HMIS
• There are limited options
to ensure full HMIS
utilization
• Some entities are
required to enter data in
other data systems (e.g.
healthcare)
9 A Coordinated Entry System (CES) is a process designed to streamline how people experiencing homelessness access housing and support services. It aims to ensure fair and equal access, quickly identify needs, and connect individuals and families to appropriate resources in a timely and efficient manner. Coordinated Entry is mandated by the Federal Government and is administered in Ventura County by the County itself.

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35 HOMELESSNESS STRATEGIC PLAN
DRAFT
10 To minimize data entry duplication, Project Hope could consider creating a “City of Camarillo” or “Project Hope” specific program in HMIS through which much of this information would be tracked. Depending on HMIS policies and procedures, following this model would likely allow Project Hope to pull reports from HMIS that serve as the foundation for the BNL and case conferencing. Alternatively, the City could conduct case conferencing and copy/paste any housing plan notes to HMIS notes for person on their BNL.

Goal 6: Utilize Data-Driven Decision Making

STRATEGY

6.2 Maintain and strategically use the By-Name-List (BNL)10

JUSTIFICATION
The Project H.O.P.E. team has already put forth significant effort to build and maintain a By- Name List (BNL), ensuring data is collected for each person with whom they engage. By having this information, the Project H.O.P.E. team can strategically use it to make informed decisions on a client-level, ensuring individual needs are met. Collecting additional data points will allow for more informed decision-making on a client level.

Action Steps Key Performance Indicators Timeline Considerations • Ensure regular updates from all
Project H.O.P.E. staff to the BNL
• Identify all information to be
collected in BNL; expand
to encompass additional
information to help inform
decision-making (e.g. VI-SPDAT
scores, client documentation
needs, disability status, veteran
status, chronicity, pets)
• Use BNL to conduct case
conferencing to identify
potential interventions and
strategies on a client-level (e.g.
if client is a veteran, identify
veteran-specific resources and
services that may be available
to them)
• Use BNL to identify population-
level needs (e.g. number
of clients with a disability
who experienced chronic
homelessness to calculate an
estimated need for PSH units)
• Ensure BNL always includes
those who may not be
accessing services yet
• Number of engagements
documented on BNL
• Number of individuals
documented on BNL
• Data points per individual
collected on BNL
• Number of clients
discussed in case
conferencing to identify
housing solutions
Year 1: Identify all
information to be
collected through
BNL; identify
collection and
update process;
begin using BNL as
foundation for case
conferencing
Years 2-5: Review
data trends to
identify population-
level needs
• Consistent staff time is
required to regularly
update BNL
• Clients can be hesitant
to provide all requested
information if trust and
rapport is not established
first, resulting in delayed
data
• Case conferencing
requires the participation
of both internal and
external stakeholders
working with the client
for a comprehensive
approach

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36 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 6: Utilize Data-Driven Decision Making

STRATEGY

6.3 Adopt and track system performance metrics (SPMs)

JUSTIFICATION
Using the same measurements and tools utilized by CoC, state, and federal levels allows for a direct comparison and can inform Camarillo’s housing and homelessness policies in a data- driven way.

Action Steps Key Performance Indicators Timeline Considerations • In alignment with CoC and
HUD federal standards, collect
and monitor key system-
performance measures (SPMs)11
- Length of time persons
remained homeless (by
intervention type)
- Extent to which persons
exited homelessness to
permanent housing returned
to homelessness within
6, 12, and 24 months (by
intervention type)
- Number of homeless persons
(by intervention type)
- Employment and income
growth for homeless persons
(by non-employment cash
income, total income, and
earned income)
- Number of persons who
became homeless for the first
time (by intervention type)
- Homeless prevention and
housing placements of
persons defined by category
3 of HUD’s homeless definition
(by intervention type)
- Successful placement
from street outreach and
successful placement in
or retention of permanent
housing
• Number of key system
performance measures
collected
- Length of time persons
remained homeless
- Extent to which persons
exited homelessness
to permanent
housing returned to
homelessness within 6,
12, and 24 months
- Number of homeless
persons
- Employment and
income growth for
homeless persons
- Number of persons who
became homeless for
the first time
- Homeless prevention
and housing
placements of persons
defined by category
3 of HUD’s homeless
definition
- Successful placement
from street outreach
and successful
placement in or
retention of permanent
housing
Year 1: Create
process for collecting
and monitoring SPMs
Years 2-5: Collect
and monitor SPMs
across all program
types
• Consistent staff time is
required to regularly
collect and update SPM
data
• Coordination with the
County/ CoC may
be required to ensure
data is collected in a
coordinated way across
the region
11 HUD Exchange. System Performance Measures Table Shells- 2018 Version. https://files.hudexchange.info/resources/documents/ System-Performance-Measures-Table-Shells.pdf

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37 HOMELESSNESS STRATEGIC PLAN
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Goal 6: Utilize Data-Driven Decision Making

STRATEGY

6.4 Project future needs and establish goals

JUSTIFICATION
HMIS, BNL, and SPM data can be used to guide funding and resource allocation. If consistently collected, HMIS data can support needs analyses and justify funding requests, identify priorities for funding based on what programs have been most effective, evaluate effectiveness of various programs and interventions, provide concrete evidence to support policy recommendations, and analyze historical trends to allow for better forecasting of future needs.

Action Steps Key Performance Indicators Timeline Considerations • Analyze HMIS, BNL, and SPM
data to identify utilization rates,
successful exit rates, service
and housing outcomes, etc. on
a quarterly basis
• Analyze data strategically to
identify and address inequities
related to protected identities
such as gender, race, ethnicity,
age, sexual orientation,
documentation status, etc.
• Use analysis findings to
inform decision making and
forecast future housing needs,
expanding on successful
models and interventions
and bolstering strategies that
successfully connect individuals
to permanent housing options
• Set time-bound goals for
program expansion, housing
development, resource
reallocation, and staffing
requirements
• Reassess projections annually to
adjust to changing conditions
• Number of quarterly
reviews of data
• Number of quarterly
reports on trend analysis
• Number of time-bound
goals set
• Number of annual
projections reassessed
Year 1: Identify
baseline data trends
and outcomes
across all program
types
Years 2-5: Analyze
data quarterly
against baseline and
previously collected
data; identify trends
to forecast and set
programming goals;
annually reassess
projections
• Analysis is not doable
without consistent data
collection
• Staff capacity is required
to review data on a
regular basis
• Findings may differ from
community perspectives,
making it difficult for
elected officials to come
to clear policy decisions

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38 HOMELESSNESS STRATEGIC PLAN
DRAFT
Working to Reduce Homelessness
Phase Two: Working to Reduce Homelessness sets
measurable goals that build upon Phase One to
directly impact homelessness through program
creation and expansion. Phase Two goals are as
follows:

7. Develop Permanent Housing Solutions

8. Bolster Non-Congregate Interim Housing
Opportunities

9. Prevent Homelessness Before It Begins

10. Establish Flexible Funds

11. Strengthen Workforce Development for People
Experiencing or Exiting Homelessness
CORE OUTCOME:

By Year 5, Camarillo will reduce the
number of residents experiencing
homelessness by nearly two-thirds through
sustained annual increases in housing
placements and strong prevention efforts
that keep new inflows stable.12
How: This outcome reflects a realistic, data-
driven approach to reducing homelessness
through consistent, year-over-year progress.

If Camarillo continues to house residents
at roughly today’s rate and new inflow
only modestly increases due to expanded
investments in prevention, the total number of
people experiencing homelessness will steadily
decline as more residents are housed than
enter homelessness each year.

To continue making progress, the City will
need to expand housing supply, strengthen
prevention programs, and enhance service
coordination through the actions outlined
in Goals 7 through 9. Because new housing
and program expansions take time, planning
for Year 5 outcomes must begin in Year 1 to
ensure the City can maintain steady rehousing
rates through the duration of this plan.
12 Over the past year, it is estimated that 28 Camarillo residents experiencing homelessness moved into permanent housing
in the last 12 months (resulting in an estimated 31% housing rate for those actively homeless in Camarillo) and 88 residents remain homeless today (either on the streets or in interim housing). These numbers provide the baseline for this five- year plan to reduce homelessness in Camarillo. Please see the table found in the ‘Enhancing Camarillo’s Rehousing System: Ensuring that Outflow Outpaces Inflow’ section later in this Appendix.

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39 HOMELESSNESS STRATEGIC PLAN
DRAFT
GOAL 7: DEVELOP PERMANENT HOUSING SOLUTIONS
How will this address homelessness?
Permanent housing solutions are essential to meaningfully reducing homelessness, providing stability, reducing costs, improving health, and creating the foundation for communities to thrive. Without permanent housing, homelessness will continue to grow.

Goal 7: Develop Permanent Housing Solutions

STRATEGY

7.1 Increase permanent housing production to meet goals

JUSTIFICATION
As with many cities, meeting Camarillo’s extremely low-, very low-, and low-income housing needs may require subsidy. In addition, industry best practices emphasize the critical role of deeply affordable, permanent housing in reversing homelessness inflow. A systems-oriented approach must blend traditional and innovative models to accelerate development, acquisition, and rehabilitation of units accessible to ELI and VLI households.

Action Steps Key Performance Indicators Timeline Considerations • Continue to work to
meet goals for housing
affordable to very
low- and low-income
households through new
construction, acquisition,
rehab, and innovative
models
• Prioritize the identification
and control of
developable or
acquirable sites, including
infill parcels and publicly
owned land
• Advance multiple
development pathways
in parallel, including new
construction, acquisition/
rehab, and adaptive
reuse
• Continue to apply
for competitive and
entitlement-based
funding sources to fill
capital gaps
• Continue to require
affordability covenants
and homeless set-asides,
where appropriate,
in City-supported
developments to ensure
housing access for those
most at risk
• Number of new
affordable units entitled
or funded
• Number of units targeted
for people experiencing
homelessness
Year 1: Gap analysis,
site identification, pre-
development support
Year 2: Secure funding,
entitlements, and permits
Years 3–5: Begin
construction and monitor
project pipeline progress
• Site control is critical
to attract developer
partners
• Deep affordability levels
will require layered
financing
• Regulatory streamlining
will accelerate timelines

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40 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 7: Develop Permanent Housing Solutions

STRATEGY

7.2 Expand Permanent Supportive Housing (PSH)

JUSTIFICATION
PSH is the gold standard intervention for individuals with disabling conditions and long histories of homelessness. Evidence shows it reduces returns to homelessness and lowers public costs in health, crisis, and justice systems. A dual-track PSH development approach—scattered-site (e.g. apartments in existing developments) and project based (e.g. building devoted to permanent supportive housing) —is needed to meet the need and to operationalize housing placements at scale. Without PSH, this population will remain unhoused or cycle through emergency systems.

Action Steps Key Performance Indicators Timeline Considerations • Identify a local provider
who has experience with
landlord recruitment and
engagement to lead a
strategic landlord campaign
to identify scattered-site
PSH opportunities with risk
mitigation and property
management supports
(e.g. United Way of Ventura
County)
• Identify a local provider who
has experience with master
leasing to secure master
lease agreements with willing
landlords and property
owners to reduce time-to-
housing and expand system
capacity (e.g. Gold Coast
Veterans Foundation)
• Conduct a feasibility
assessment for single-site PSH
development, prioritizing
motel conversions or modular
construction with minimal site
prep requirements
• Partner with the County
and health system providers
to secure service funding
and wraparound supports
aligned with CalAIM and best
practices
• Prioritize individuals on the
Camarillo By-Name List with
disabling conditions and
chronic homelessness histories
for placement
• Embed trauma-informed and
universal design principles
in all PSH development to
enhance long-term stability
and usability
• Number of PSH units
under contract or under
development
• Number of chronically
homeless individuals
placed in PSH
• Retention rates at 12-
and 24-months post-
placement
Year 1: Launch master
leasing and feasibility
analysis for new PSH
site
Year 2: Explore
funding at least one
PSH project
Years 3–5: Place high-
acuity individuals into
operational PSH units
• Long-term success
depends on securing
braided funding streams
(e.g. Medicaid, CalAIM
ECM/CS, CoC) to
support services and
operations; housing alone
is insufficient
• Master-leased PSH
requires strong
coordination with
property managers,
service providers, and
tenants to prevent
eviction and improve
housing retention
• Community acceptance
of single-site PSH may
require education
campaigns grounded
in evidence and local
storytelling to overcome
stigma
• PSH delivery timelines
are often longer than
RRH or scattered-site
models—early pipeline
development is essential
to meet time-sensitive
housing needs

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41 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 7: Develop Permanent Housing Solutions

STRATEGY

7.3 Strengthen Rapid Rehousing (RRH) and scattered-site housing options

JUSTIFICATION
National research confirms that rapid rehousing (RRH—short term rental assistance and temporary case management) and flexible subsidy models are effective for households that do not require intensive services but face affordability barriers. For the households projected to need non-PSH support, RRH paired with master leasing and shallow subsidies provides a scalable path to housing stability. Units must be secured in advance to match need and prevent time delays in placement.

Action Steps Key Performance Indica-
tors Timeline Considerations
• Conduct a focused analysis of
existing market-rate rental stock
to identify units viable for RRH and
shallow subsidy programs
• Secure units through direct lease
negotiations, master leasing, or
affordability covenants in new and
existing developments
• Expand landlord incentive
programs, identifying various
strategies that the City can utilize,
including holding fees, damage
mitigation funds, and case
management support to de-risk
participation
- Landlord incentive strategies
could be provided by the City
or through a partnership with a
local service provider; City should
work to identify which strategies
are most needed based on local
renting practices to house people
experiencing homelessness
efficiently and expediently (e.g. it
may be common for landlords to
not accept rental subsidies—in this
instance, landlord mitigation funds
may prove most beneficial)
• Align referral pathways across
Project H.O.P.E., HMIS, and ESG/
HHAP-funded programs to ensure
coordinated entry and quick match
• Use time-limited subsidies with
graduated rent share models to
support long-term affordability
without overextending program
budgets
• Track housing stability and rental
burden at regular intervals to inform
policy adjustments and long-term
affordability planning
• Number of non-PSH
units secured for use
• Number of individuals
housed through RRH or
similar programs
• Retention and housing
stability at 6-, 12-, and
18-month benchmarks
Year 1: Identify
and secure units;
launch landlord
engagement
strategy
Year 2: Begin
placements and
track housing
stability outcomes
Years 3–5: Maintain
and evaluate RRH
portfolio; iterate
based on outcome
data
• High rent environments
may limit RRH program
effectiveness unless
paired with shallow
subsidy models or rent
buy-downs
• Many households will
need longer than the
standard 3–6 months
of assistance; rigid time
limits should be avoided
in favor of flexible
duration tied to client
progress
• Master leasing can
overcome stigma
or credit barriers but
places administrative
and financial risk on
the City or service
provider; insurance and
contingency reserves
may be necessary
• RRH success requires
tight coordination
between outreach,
housing navigation,
subsidy administration,
and landlord relations
to prevent drop-off
between enrollment
and move-in
• Coordination with
Flexible Housing Fund
(Goal 10) supports unit
retention and quick
move-ins

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42 HOMELESSNESS STRATEGIC PLAN
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GOAL 8: BOLSTER NON-CONGREGATE INTERIM HOUSING OPPORTUNITIES How will this address homelessness?
Bolstering non-congregate interim housing fills a critical gap between unsheltered homelessness and permanent housing, improving health, engagement, and outcomes, especially for vulnerable populations, while helping systems respond with more flexibility, equity, and compassion.

Goal 8: Bolster Non-Congregate Interim Housing Opportunities

STRATEGY

8.1 Expand interim housing supply

JUSTIFICATION
Motel-based non-congregate sheltering offers the fastest and most cost-effective approach to meeting interim housing needs. It eliminates the capital development costs, land acquisition barriers, and lengthy approval processes associated with building new interim facilities. This model allows for immediate deployment of units, supports client privacy and safety, and is better aligned with community feedback, which favors investments in permanent housing over temporary infrastructure
Action Steps Key Performance Indicators Timeline Considerations • Confirm the need for non-
congregate units, including
emergency placement units, using
By-Name List data
• Establish formal motel partnerships
through block-room agreements
that guarantee unit availability and
secure favorable long-term rates
• Ensure emergency units
are available for immediate
placement, even if temporarily
unoccupied
• Develop clear referral and eligibility
protocols for both general and
emergency placements
• Coordinate closely with Project
H.O.P.E. outreach teams to ensure
all placements are integrated with
case management and housing
navigation
• Initiate individualized housing plans
promptly and prioritize rapid exits
to permanent housing
• Monitor unit utilization, length of
stay, and exit outcomes using
HMIS and conduct regular
case conferencing to support
throughput
• Pursue and maintain sustainable
funding from HHAP, ERF, ESG, and
local sources to support operations,
staffing, and wraparound services
• Number of non-
congregate units secured
and utilized
• Occupancy rate of
emergency units
• % of participants exited
to permanent housing
• Average length of stay
• Operational funding
secured
Year 1: Expand
motel program,
secure agreements,
implement referral
system
Years 2–5: Monitor
utilization, sustain
funding, adjust
model as needed
• Motel availability and
pricing may fluctuate
seasonally
• Requires strong service
coordination to
prevent long stays
• Ongoing funding
is critical to sustain
program capacity

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43 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 8: Bolster Non-Congregate Interim Housing Opportunities

STRATEGY

8.2 Improve health, safety, and service access for
individuals experiencing vehicular homelessness

JUSTIFICATION
Enhancing safety, sanitation, and service connections for individuals living in vehicles provides low-cost, harm-reduction interventions. These programs can serve as an access point to case management and housing navigation services while addressing immediate health and safety concerns.

Action Steps Key Performance Indicators Timeline Considerations • Continue to identify
areas where vehicular
homelessness is most
visible or persistent
and formally assess
environmental health and
engagement needs
• Continue to conduct
consistent, services-based
outreach that centers
trust-building, voluntary
services, and housing
navigation
• Provide limited, needs-
based investments—
such as waste removal
or hygiene access—to
reduce health and safety
risks while engagement
occurs
• Offer voluntary incentives
(e.g. motel vouchers,
flexible funds, or vehicle
buyback programs)
for individuals ready to
transition into interim
housing
• Monitor outreach
outcomes, incentive
uptake, and participant-
defined success to inform
future iterations of the
model
• Number of individuals
engaged in vehicle
settings
• Number of individuals
transitioned into interim
and permanent housing
• Number of incentives
issued
• Improvement in
environmental conditions
at priority locations
Year 1: Conduct focused
needs assessment on
vehicular homelessness;
identify hotspots and
service gaps
Years 2-5: Launch
targeted, services-first
outreach campaign; pilot
environmental clean-up
and hygiene supports;
expand outreach teams
and incentive options (e.g.
motel vouchers, vehicle
buyback)
• Some individuals may not
view vehicle habitation
as a problem to be
solved

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DRAFT
GOAL 9: PREVENT HOMELESSNESS BEFORE IT BEGINS
How will this address homelessness?
Preventing homelessness before it begins is the most cost-effective solution, keeping people housed and preventing trauma, reducing the burden on the homelessness response system, and helping communities focus on more long-term stability rather than short-term survival.

Goal 9: Prevent Homelessness Before It Begins

STRATEGY

9.1 Establish a homelessness prevention program

JUSTIFICATION
Local prevention programs for those who are not yet experiencing homelessness but are at risk or are unstably housed are a cost-effective intervention that reduce the trauma and expense of homelessness. Flexible financial support, combined with housing navigation, mediation, and problem-solving, can stabilize households before they are pushed into the crisis response system.

Action Steps Key Performance Indicators Timeline Considerations • Design a homelessness
prevention program
offering financial
assistance, problem-
solving, and housing
navigation
• Establish eligibility criteria
focused on housing
instability and risk—not
strict documentation or
income thresholds
• Identify a lead provider
and set up referral
pathways from 2-1-1,
outreach teams, City
staff, and community-
based organizations
• Allocate $100,000
annually for a prevention
fund supporting direct
financial assistance,
housing navigation,
and flexible supports for
households at imminent
risk of homelessness
• Ensure rapid response
timelines from application
to support
• Track program outcomes
and use data to refine
eligibility and targeting
over time
• Households served
through prevention
• % stably housed at 6 and
12 months
• Average time from
referral to support
Years 1–2: Design program
structure, set eligibility
criteria, establish referral
pathways, and identify
lead provider; explore
funding options
Years 3–5: Launch
program once funding is
secured; begin referrals
and assistance
• Allowing flexible use of
funds (e.g. car repair,
medical bills) increases
effectiveness
• $100K annual budget
offers a catalytic start;
additional leveraged
funds can increase reach

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45 HOMELESSNESS STRATEGIC PLAN
DRAFT
Goal 9: Prevent Homelessness Before It Begins

STRATEGY

9.2 Preserve housing stock

JUSTIFICATION
Preserving at-risk housing—especially older, naturally affordable units—is a key long-term homelessness prevention strategy. Supporting acquisition by mission-driven buyers or purchase by the City can prevent displacement and protect affordability for existing residents.

Action Steps Key Performance Indicators Timeline Considerations • Conduct a local
inventory of unsubsidized
affordable housing
and identify properties
at risk of market loss or
redevelopment
• Engage affordable
housing developers
and nonprofit partners
to assess acquisition
capacity
• Explore adoption of a
Right of First Offer (ROFO)
or Right of First Refusal
(ROFR) ordinance to
facilitate preservation
• Align housing
preservation with funding
sources and long-term
affordability planning
• Number of at-risk units
preserved
• Policy adoption and
implementation progress
• Partners engaged in
acquisition efforts
Years 1–2: Inventory at-risk
units, assess preservation
opportunities, and explore
ROFO/ ROFR policy
Years 3–5: Implement
preservation strategies;
track outcomes and align
with anti-displacement
goals
• ROFO/ROFR policy must
be tailored to local
market dynamics and
tenant protections.
• Public messaging
should highlight housing
stability and long-term
affordability benefits.

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46 HOMELESSNESS STRATEGIC PLAN
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Goal 9: Prevent Homelessness Before It Begins

STRATEGY

9.3 Encourage Shared Housing

JUSTIFICATION
Investing in shared housing opportunities increases access to housing for people experiencing homelessness, especially in high-cost neighborhoods—areas often difficult to access in typical tenant-based rental assistance programs. This strategy is a cost-effective way to rapidly increase affordable housing options.

Action Steps Key Performance Indicators Timeline Considerations • Explore current shared
housing strategies
available on a regional
level (e.g. County
run programming,
local service provider
programming)
• Consider whether current
programming can be
expanded into the City of
Camarillo; if not possible,
research needed
resources to stand
up a shared housing
strategy locally (either
through service provider
partnerships or through
the City)
• Identify ways to
encourage shared
housing strategies within
the City of Camarillo
• Number of shared
housing programs
available throughout the
region
• Number of Camarillo
residents participating in
shared housing
• Number of local residents
willing to opt-in to shared
housing
Year 1: Explore current
shared housing
programming and
ways for expansion into
Camarillo;
Years 2-5: Expand shared
housing opportunities
available in Camarillo
• Currently existing shared
housing programming
may not be available in
City of Camarillo
• Should the City
choose to create their
own shared housing
programming, the set
up and maintenance of
a new program requires
administrative capacity
that does not currently
exist in the City’s staffing

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GOAL 10: ESTABLISH FLEXIBLE FUNDS
How will this address homelessness?
Access to flexible funding allows for service providers to immediately address barriers to housing, such as covering rent or utility arrears, paying application fees and/or security deposits, or assisting with relocation fees to access a new housing opportunity.

Goal 10: Establish Flexible Funds

STRATEGY

10.1 Bolster the flexible housing fund

JUSTIFICATION
The availability of flexible funding for people actively experiencing homelessness to cover unexpected, one-time, and/or time-sensitive costs is crucial to every aspect of housing— acquiring, stabilizing, and maintaining.

Action Steps Key Performance Indicators Timeline Considerations • Identify funding source(s) for flexible
housing funds to secure funding to cover
operations and identify usage pattern
• Establish eligibility criteria for flexible funds
access (e.g. one-time use per person,
certain amount per person)
• Expand qualifying uses of flexible
funding to include traditional housing
and housing adjacent costs (e.g. rental
assistance, security deposits, move-in
costs, furniture, rental or utility arrears,
relocation assistance, reimbursement to
landlord for housing damage/repair)
• Identify referral process (e.g. self-referral,
homeless service provider referral,
upstream referral such as healthcare
staff, school district, criminal justice
system)
• Create internal referral collection and
payment process, ensuring payments
can be made quickly and efficiently
• Build into educational campaign to
ensure knowledge and understanding
of available funding for local service
providers and community members
• Collect data on demographics, usage,
and outcomes to inform future policy
and programming decisions
• Reassess after funding has been spent
down to identify utilization rates,
significant outcomes, etc. to determine if
funding should be renewed; use data to
project future funding needs
• Amount of funding
procured
• Eligibility, referral, and
internal processes
created
• Public awareness
campaign for available
funds
• Amount of funds utilized
• Number of individuals
assisted
• Number of individuals
kept from or moved out
of homelessness
• Number of individuals
that acquired housing
• Number of individuals
that maintained housing
Year 1: Identify
funding source
for Flex Funds
program; establish
all program
criteria (eligibility,
qualifying uses,
referral process,
and internal
processes); create
educational
campaign to
market program to
community
Year 2: Operate
flex funds
programming;
collect data
Year 3: Assess
usage and
outcomes to
determine success
and need for
renewal
• Set aside funding
for the flexible
housing fund will
be necessary to
consistently offer
this program
• The set up and
maintenance
of a new
program requires
administrative
capacity that
does not currently
exist in the City’s
staffing
• Engagement
will be required
from multiple
City departments
to ensure
timely payment
processing and
communitywide
education of the
resource
• Detailed record
keeping is
required to
ensure eligibility
criteria, usage,
and outcomes
are tracked

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Goal 11: Strengthen Workforce Development for People Experiencing or Exiting HomelessnessSTRATEGY

11.1 Align workforce pathways with local opportunities

JUSTIFICATION
Connecting residents to jobs tied to Camarillo’s economy creates more direct career pathways and offers training, leading to roles with clear career progression.

Action Steps Key Performance Indicators Timeline Considerations • Partner with Economic
and Business
Development Division
to identify industries
and roles with long-term
demand
• Establish partnership
with Ventura County
Workforce Development
Board and Camarillo
Library (Russell Fischer
Business Collection)
• Develop list of specific
businesses to outreach to
• Map training programs
and apprenticeships
aligned with these
industries
• Share findings with
service providers to guide
placements
• Local labor scan
completed
• Career pathways
identified
• Residents placed into
identified roles
Year 1: Conduct labor
scan
Years 2–5: Refresh annually
• Focuses on jobs that
can realistically support
stability in Camarillo
GOAL 11: STRENGTHEN WORKFORCE DEVELOPMENT FOR PEOPLE

EXPERIENCING OR EXITING HOMELESSNESS
How will this address homelessness?
Employment can support stability for people experiencing and exiting homelessness, especially when these positions provide sustainable wages, training, and accessible pathways. While not everyone will be able to pursue work due to their age and/or disability, workforce development can play an important role when paired with affordable housing solutions.

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Goal 11: Strengthen Workforce Development for People Experiencing or Exiting HomelessnessSTRATEGY

11.2 Partner with employers to reduce hiring barriers

JUSTIFICATION
Employers can expand access to quality jobs while strengthening their own workforce.

Action Steps Key Performance Indicators Timeline Considerations • Convene employer
roundtable with chamber
and major businesses
• Provide education
on City supports
(e.g., Flexible Funds
for uniforms, tools,
transportation)
• Pilot hiring events tied to
actual openings
• Offer liaison support
between employers and
service providers
• Number of employer
partners
• Placements per quarter
• 90- and 180-day retention
rates
Year 1: Launch roundtable
and pilot event
Years 2–5: Expand
employer participation
• Participation should
emphasize quality and
retention over volume

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Goal 11: Strengthen Workforce Development for People Experiencing or Exiting HomelessnessSTRATEGY

11.3 Support readiness and benefits-safe employment

JUSTIFICATION
Readiness supports and part-time or accommodated roles can expand options without jeopardizing stability.

Action Steps Key Performance Indicators Timeline Considerations • Create list/matrix of
job readiness services
available to Camarillo
residents
• Partner with service
providers to expand
job readiness (resume
prep, digital literacy,
documentation)
• Use Flexible Funds to
cover work-related costs
• Promote part-
time, seasonal, or
accommodated roles
with employers
• Ensure benefits
counseling is built into
workforce programs
• Residents receiving
readiness support
• Benefits-safe or part-time
placements
• Retention at 6 and 12
months
Year 1: Integrate readiness
supports and benefits
counseling
Years 2–5: Scale
placements
• Protect residents from
losing SSI/SSDI or other
supports

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Goal 11: Strengthen Workforce Development for People Experiencing or Exiting HomelessnessSTRATEGY

11.4 Pilot transitional job opportunities

JUSTIFICATION
Short-term, supported roles can help residents build experience and transition toward longer- term employment.

Action Steps Key Performance Indicators Timeline Considerations • Identify City-hosted or
contracted transitional
roles (e.g., maintenance,
beautification,
administrative support)
• Provide coaching and
clear pathways to
unsubsidized jobs
• Provide intensive supports
for workers who require
more training and support
as they re-enter the
workforce
• Track outcomes to assess
effectiveness
• Transitional job slots
created
• % converting to
unsubsidized employment
• Average placement
duration
Year 1: Launch pilot (10–15
slots)
Years 2–5: Assess and
expand
• Transitional roles should
complement, not
replace, existing staff
functions

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Goal 11: Strengthen Workforce Development for People Experiencing or Exiting HomelessnessSTRATEGY

11.5 Engage business community as housing partners

JUSTIFICATION
Employers benefit when their workforce can afford to live locally; linking workforce and housing needs can strengthen both.

Action Steps Key Performance Indicators Timeline Considerations • Form a Business & Housing
Alliance with local
chamber
• Educate employers
on the link between
housing affordability and
workforce stability
• Facilitate employer letters
of support for affordable
housing projects
• Explore voluntary
employer contributions to
housing-related programs
• Employers signed onto
Business & Housing
Alliance
• Employer support for
housing projects
• Contributions secured
Year 1: Launch Compact
Years 2–5: Expand
participation and
advocacy
• Builds employer
alignment with both
workforce and housing
strategies

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Appendices

HOMELESSNESS STRATEGIC PLAN

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This strategic plan builds on findings from the Camarillo Homelessness Background Report (Appendix 6), which combined quantitative data analysis with community and stakeholder input to assess local needs and system gaps.

Quantitative methods included analysis of PIT Count data, HMIS records from 2019–2024, and local housing data sources such as the City’s Housing Element, CHAS data, and RHNA targets.

Community engagement involved a public survey, a lived experience survey, a community input session, and targeted focus groups and interviews with nearly 50 stakeholders—including service providers, City and County staff, and individuals with lived experience.

Findings from all sources were synthesized to identify trends, align perspectives, and inform the recommendations in this plan.

Appendix 1: Methodology

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Appendix 2: State and Federal
Funding Sources
Appendix 2: State and Federal Funding Sources
SOURCE
State of California
Program Use Funds Available to City
Prohousing Incentive
Pilot Program (California
Department of Housing and
Community Development)
Applicants receive a base award
derived from the population and can
receive additional funds beyond the
base. Funds can be used for a variety
of planning and implementation
activities. In addition to direct
assistance to developments, the funds
can be used for capitalized reserves
for services connected to Permanent
Supportive Housing.a
The City can investigate whether to pursue
a prohousing designation. To pursue
a prohousing designation would allow
Camarillo to receive priority processing or
funding points when applying for several
funding programs, including:
• Affordable Housing & Sustainable
Communities (AHSC)
• Infill Infrastructure Grant (IIG)
• Transformative Climate Communities
(TCC)
• Solutions for Congested Corridors
• Local Partnership Program
• Transit Intercity Rail Capital Program
(TIRCP)
• Sustainable Transportation Planning
Grant Program (STPG)
Local governments with a prohousing
designation are also eligible to apply for
the Prohousing Incentive Program (PIP).

Community Services Block
Grant Program (California
Department of Community
Services and Development)
Funds efforts that seek to reduce
poverty, including homeless services
and housing services. Housing
assistance can include temporary
shelter, affordable housing places,
eviction and foreclosure prevention,
and other housing-related activities.

The State received $33,847,608 in CSBG
funding from the federal government
for 2025, a 50% reduction over 2024. The
Community Action Agency of Ventura has
received funding in the past.

The City can investigate whether to apply
for apply for funding through this program.

As with all federal funding, the status of
the CSBG Program is uncertain.

Encampment Resolution
(California Department of
Housing and Community
Development)
Grants to provide services and
supports to people living on the streets
in encampments that are being
removed. Eligible uses include rapid
rehousing, operating subsidies, street
outreach, services, prevention and
shelter diversion, interim housing, and
improvements to existing emergency
shelters.

Competitive application process with the
next application round expected in the
Summer of 2025. The FY 2025-26 budget
includes $100 million for grants throughout
the State. The program is subject to
annual appropriation.

Camarillo has successfully accessed this
funding source and received a $7.3 million
grant in 2025.

The City should continue to apply for this
funding source.

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Appendix 2: State and Federal Funding Sources
SOURCE

CONTINUED
State of California
Program Use Funds Available to City
CalHome Program (California
Department of Housing and
Community Development)
First-time homebuyer and housing
rehabilitation assistance, homebuyer
counseling, and technical assistance.
$143.1 million was available for award
under the HCD Homeownership Super
NOFA with applications due in March
2025. Like other HCD administered
programs, funding is subject to
appropriation. The current budget
proposal does not include additional
funding for this program.

The City should monitor this funding source
to see if additional funding becomes
available.

HomeKey+ (California
Department of Housing and
Community Development)
Funding for the acquisition,
construction, and rehabilitation of
Permanent Supportive Housing for
veterans and individuals with mental
health or substance use disorder.

Limited operating subsidies for
supportive services and operating
expenses.

Local governments are the eligible
applicants.

Applications for future funding are being
accepted over the counter through June
2025, with rolling award announcements
beginning in May. Funding is subject to
appropriation. Currently there are no
funds in the State’s proposed FY 25-26
budget.

The City should monitor this funding source
to see if additional funding becomes
available.

Homelessness Challenge
Grant (California Department
of Housing and Community
Development)
One-time grants and technical
assistance to local jurisdictions to
address and end family homelessness.

Funds must address families with
dependent children with uses that
include rapid rehousing, operating
subsidies, street outreach, services, and
interim housing.

A total of $40 million was appropriated for
this program over two rounds. Currently,
no future funding is available.

The City should monitor this funding source
to see if additional funding becomes
available.

Guaranteed Income
Pilot Program (California
Department of Social Services)
Grants to nonprofit and local
government agencies to provide
guaranteed income payments of $500
monthly to eligible recipients. The first
pilot was targeted to foster youth and
pregnant women. The second pilot will
target older adults (60+).

Funding is included in the State’s FY 24-25
budget for the Guaranteed Income for
Older Californians Pilot. Applications under
this pilot are due on April 18th. Of the initial
pilot funded by the State, one of seven
grantees was a local government (the
City and County of San Francisco).

The City should monitor the results of
these pilot programs and future funding
opportunities.

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Appendix 2: State and Federal Funding Sources
SOURCE

CONTINUED
State of California
Program Use Funds Available to City
Homeless Housing, Assistance,
and Prevention (HHAP)
Grant Program (California
Department of Housing and
Community Development)
Flexible funding to prevent and end
homelessness. Eligible uses include
rapid rehousing/rental subsidies,
operating subsidies and services
for permanent and interim housing,
capital for permanent housing,
prevention and diversion, navigation
centers, motel/hotel vouchers, and
more.

Camarillo has been awarded $735,983 in
HHAP funding. Round 6 was announced
in February 2025. Applications are due in
August 2025.

The City should continue to apply for this
funding source.

Permanent Local Housing
Allocation (PLHA) Program
(California Department of
Housing and Community
Development)
Entitlement grant awards to local
jurisdictions for a variety of housing
activities, including affordable housing
production and homeownership
programs that assist unmet community
needs.

PLHA provides formula allocations to
jurisdictions. The first five years of PLHA
have been received and are being
utilized in the City’s Workforce Housing
Downpayment Assistance Program
The City can continue to apply for funding
through this program, as it becomes
available in future rounds.

Funding comes from SB 2, so there are
potentially additional funds that could
be available in future years. 70% of SB 2
funding is allocated to this program.

Local Housing Trust Fund
Program (California
Department of Housing and
Community Development)
Matching grants to local and regional
housing trust funds that meet specific
requirements. Funds can be used
for permanent housing (including
homeownership), interim housing, and
emergency shelter.

Eligible Housing Trust Funds must be
organized as a 501c3 and have an
ongoing source of revenue.

The City can investigate whether to apply
for apply for funding through this program.

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Appendix 2: State and Federal Funding Sources
SOURCE
Federal
Program Use Funds Available to City
PRO Housing (Pathways
to Removing Obstacles to
Housing)
Grants to communities that are actively
seeking to remove obstacles to the
development and preservation of
affordable housing. Funds can be used
to develop, evaluate, improve, and
implement policy plans and strategies,
and to facilitate affordable housing.

The City should monitor this funding source
to see if additional funding becomes
available.

Continuums of Care Funding for homeless housing and
services.

Each year, the Ventura County Continuum
of Care (CoC) applies for funding from
HUD to fund housing and services for
homeless residents. The Ventura County
CoC Alliance serves as the Collaborative
Applicant, managing the application
process and submitting the final
application to HUD.

In FY23-24 and FY24-25, Camarillo
received no funding from the CoC.

In FY25-26, Camarillo entered into an
agreement with Ventura County to
receive $56,666 over the next two years to
be used toward rapid rehousing services
through ESG funds.
*Note that it is likely that funding that went
to Ventura County projects also served
Camarillo residents.

The City has an opportunity to increase
the amount of CoC funding for Camarillo-
specific projects and programs in future
years. The City might want to evaluate
how the funds awarded outside of
Camarillo benefit the City to ensure that
the funds are fairly distributed.

Community Development
Block Grant (CDBG) Program
Provides block grants to local
governments and States to implement
activities that benefit low- and
moderate-income residents, prevent
and eliminate blight, and address other
community development needs.

The City should continue applying for
funds through this funding source.

Like all federal funding sources, program
funding in future years is unknown.

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Appendix 2: State and Federal Funding Sources
SOURCE

CONTINUED
Federal
Program Use Funds Available to City
Housing for People with AIDs
(HOPWA) Program
Provides block grants to local
governments and States to support
the housing needs of people living
with HIV/AIDs. Eligible applicants are
MSAs with more than 500K people
and at least 2,000 cases of HIV/AIDs.

Eligible activities include acquisition,
rehabilitation, or new construction
of affordable rental housing, rental
assistance, payments to prevent
homelessness, and delivery of
supportive services.

The City can investigate whether to apply
for apply for funding through this program.

Like all federal funding sources, program
funding in future years is unknown.

Emergency Shelter Grants
(ESG) Program
Formula block grants to local
governments and States to fund efforts
to engage homeless people living
on the streets and in encampments,
support emergency shelters, including
operations, provide essential services,
and rapid rehousing and prevention
activities.

In FY25-26, Camarillo entered into an
agreement with Ventura County to
receive $56,666 over the next two years to
be used toward rapid rehousing services
through ESG funds.

This funding source is flexible and has
been used towards OPRI, rapid rehousing,
case management, and other activities. In
future years, the City may want to analyze
the current use of funds to see if they are
being directed to priority homelessness
initiatives and programs.

Like all federal funding sources, program
funding in future years is unknown.

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Appendix 3: Potential Revenue
Sources (Taxes and Fees)
Appendix 3: Potential Revenue Sources (Taxes and Fees)
SOURCE
Ballot Measures
Revenue Source Description Impact Notes
Real Property
Transfer Tax
Sometimes called mansion taxes,
transfer taxes target home and
business sales above a certain dollar
threshold, charging an additional
fee per recorded document that is
collected to finance the development
of affordable housing.

Significant Challenges: Opposition from Realtors,
homeowners, developers, and some large
corporations.

Best Practices: San Jose (Measure E), San
Francisco, Berkeley, Mountain View, New
York City, Washington D.C.

Uses: Can be used for interim housing
and services as well as other housing
activities. The City of San Jose is collecting
around $40-50 million annually from its
2020 measure. While it was a general
tax, the Council passed a measure with
protections that required the funds to be
used for housing unless a super majority of
the Council voted otherwise. A previous
measure in 2018 did not get the two-thirds
vote required for a special tax.

Business Taxes Most cities have business license taxes
that are charged to businesses as
an associated cost. The City could
consider increasing the business tax
to pay for affordable housing as some
cities have done in recent years.

Moderate Challenges: Business sector may strongly
oppose. May not raise enough money
given the effort it would take to obtain
voter approval.

Best Practices: Berkeley, East Palo Alto,
Portland, Seattle, Mountain View, San
Francisco
Uses: Can be used for services as well
as other housing activities. Mountain
View recently adopted a head tax, an
alternative way to charge businesses for
the impacts they have on the need for
housing in a community. San Francisco
voters just approved a homeless gross
receipts tax that raises funding for
prevention and services.

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Appendix 3: Potential Revenue Sources (Taxes and Fees)
SOURCE

CONTINUED
Ballot Measures
Revenue Source Description Impact Notes
GO Bonds This has been a traditional way for cities
to raise money for housing (as well as
the State of California). Typically, the
bonds are paid back by taxpayers
through property tax assessments over
a significant time period.

Some cities (Ann Arbor and
Kalamazoo, MI) have property tax
assessments for affordable housing.

Significant Challenges: Realtors, apartment
associations, business leaders, and
homeowners may oppose. Not an option
until after current bond funds have been
spent down.

Best Practices: Oakland, San Jose, San
Francisco, Portland, Charlotte
Uses: Can only be used for capital
expenses, but this can include housing for
homeless residents.

Supportive
Housing Services
Tax
This can be created as a tax on
taxable income for individuals and
couples at or above certain income
levels; additionally, it can include net
income earned by businesses above a
certain amount.

Portland created a tax on taxable
income above $125,000 for individuals
or $200,000 for couples filing jointly and
on net income earned by businesses
above $5 million specifically to support
programs that move people from
homelessness into supportive housing.

Significant Challenges: Voter appetite for new taxes.

Best Practices: Portland (2020)
Uses: Portland estimated that the tax
would raise $250 million annually, though
the amount collected will fluctuate. It
has consistently exceeded this amount
according to reports. Can provide
funding for a variety of services, including
behavioral health, substance use
and daytime services, and supporting
shelter and street outreach programs.

Also provides funding for recovery and
stabilization beds, emergency and
behavioral health shelter beds, and
outreach, legal services, and employment
assistance.

Sales Tax The State charges a 7.25% sales tax.

Many jurisdictions have added to
that amount over the years to fund
local government operations. Some
have done so for affordable housing
purposes.

Significant Challenges: Sales taxes are regressive. In
many cases they are already high. Voters
may not be interested in higher taxes.

Sales tax may be needed for other local
priorities.

Best Practices: Contra Costa County, Los
Angeles (Measure A), Santa Barbara,
Kings County, WA, County of San Mateo
Uses: Fund use is flexible. Can be used for
services as well as other housing activities,
including acquiring, constructing, and
rehabilitating affordable housing.

Food and
Beverage Tax
A tax placed on food and beverages
to fund specific services for businesses
with income earned above a certain
threshold.

Miami-Dade County charges a
1% food and beverage tax to
fund homeless services, housing,
and domestic violence shelters for
businesses with revenues over a certain
threshold.

Moderate Challenges: Businesses may oppose. Costs
may be passed along to consumers.

Best Practices: Miami-Dade County
Uses: Can be used for services as well as
other housing activities.

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Appendix 3: Potential Revenue Sources (Taxes and Fees)
SOURCE

CONTINUED
Ballot Measures
Revenue Source Description Impact Notes
Gross Receipts on
Rental Property
A tax on gross receipts from residential
rental units.

East Palo Alto has a 2.5% tax on gross
receipts from residential rental units.

Significant Challenges: Apartment association may
oppose. Costs may be passed along to
renters. May have a chilling effect on
future apartment development.

Best Practices: East Palo Alto
Uses: Funds a variety of different uses,
including tenant rental assistance,
affordable homeownership, preservation,
and other efforts to respond to
homelessness and displacement.

Hotel Tax/Transient
Occupancy Tax
Increase tax on hotel, motel, and other
lodging services to offset the loss of
housing for residents and the need for
workers to support the hotel industry.

Jurisdictions charge occupancy taxes
on lodging. This tax is paid for by
people visiting the City so it does not
impact local residents.

This type of tax could also be directed
at longer-term (Airbnb) rentals.

Moderate Challenges: Funding is used for various
visitor attractions. Hotels and others will
strongly oppose.

Best Practices: Aspen, CO, Long Beach,
Napa County, San Francisco
Uses: In Aspen, 70% of the revenue
collected is directed to affordable
housing initiatives.

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Appendix 3: Potential Revenue Sources (Taxes and Fees)
SOURCE
Other Ideas
Revenue Source Description Impact Notes
Philanthropy/
Corporate Giving
Seeking new partnerships with
philanthropy and corporations to
respond to homelessness can raise
significant funding.

In Santa Clara County, over $175
million has been raised over a five-year
period. Cisco provided a seed money
grant of $50 million.

Additionally, the City might approach
companies that have moved away or
moved franchises over concerns about
homelessness to see if they want to be
part of the solution.

Significant Challenges: Santa Clara County has
access to major corporations that not all
jurisdictions have. Oakland has Clorox
and Kaiser. It also has a premier nonprofit
that facilitates and manages much of
the funding.

Best Practices: Santa Clara County/
Destination: Home
Uses: Shelter and services for those
experiencing homelessness, permanent
supportive housing.

Surplus Land There are two ways to look at surplus
land. One is to look at it as a site
for housing. Another, however, is to
develop a policy that directs some of
the revenues earned from the sale of
public land to a Housing Trust Fund. The
benefit of this type of program is that it
is totally within the control of the City,
as long as it follows State law regarding
the disposition of surplus property.

Moderate Challenges: The funds could be used for
other purposes.

Best Practices: Some years ago, Santa
Clara County devoted 30% of the
revenues received from public land sales
to affordable housing. This policy is no
longer active.

Impact: This could be a significant
revenue source, depending on the
number of sites for sale. Not all sites are
appropriate for affordable housing use.

Those that aren’t could be sold at FMV
with a percentage going into a Housing
Trust Fund.

Fee Reductions Many cities reduce fees for affordable
housing development. This does not
create a new source but is a subsidy in
that it reduces the amount of funding
a developer must access in order to
develop new affordable homes.

The City of Palo Alto exempts
affordable housing projects from the
payment of parkland dedication fees,
traffic fees, and other facility fees
(libraries, public safety, community
centers, etc.).

Moderate Challenges: The City relies on fees for
other purposes and the loss of these fees
might impact other priorities.

Best Practices: City of Palo Alto, San
Diego, Fremont, Sacramento
Impact: It may not cut enough funding to
have a significant impact on the overall
cost of development.

IFDs, EIFDs,
and Other
Redevelopment
Replacement
Options
These are types of tax increment
financing programs that were
authorized after the dissolution of
redevelopment. Projects can be large
scale or urban in fill. Cities or counties
must form the district, creating a
new government entity to finance
infrastructure and community-wide
benefits. This can include affordable
housing.

Potential
impact
varies
depending
on scope
of IFD/ EIFD
program
Challenges: This is a complicated
process that requires the creation of
a new government agency and new
requirements. Like all redevelopment
efforts, it results in less funding for certain
taxing entities, which might create
budget challenges.

Best Practices: West Sacramento
Uses: Can be used to finance affordable
housing or infrastructure associated with
new development.

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New/reclassified staffing positions are indicated in brown.

Project H.O.P.E.
• ERF Case Manager to begin Fall 2025.
• Homelessness Initiatives Manager reclassified from the Senior Management Analyst position in response to additional homelessness initiative responsibilities. • New Mngt Asst. position created.

Community Development
• New Housing Division created in response to additional housing scope. • Housing Manager reclassified from the Senior Planner (Housing) position in response to additional Housing responsibilities.
• New Mngt Asst. position created.

Appendix 4: Homelessness Response
Suggested Organizational Structure

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• Suggested staffing positions are indicated in brown.
• The proposed order of hiring is indicated by their numbered label. • Homelessness Initiatives Manager is the Senior Management Analyst position adjusted to have full homelessness initiatives responsibilities only.

Appendix 5: Project H.O.P.E.

Suggested Staffing Structure

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Appendix 6: City of Camarillo
Housing & Homelessness
Response Background Report
Prepared by LeSar Development Consultants
March 2025

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Table of Contents
City of Camarillo Homelessness Response System: Background Report ................. 2 Introduction ................................................................................................................. 2 Methodology ............................................................................................................... 2 Existing Conditions ....................................................................................................... 4 Demographics ......................................................................................................... 4 Organizational Structure and Staffing .................................................................. 8 Programs and Investments ................................................................................... 10 Data Analysis ............................................................................................................. 17 Homelessness ......................................................................................................... 17 Housing ................................................................................................................... 23 Homelessness Budget ........................................................................................... 31 Strengths ..................................................................................................................... 33

1. Commitment to Partnerships & Collaboration ............................................... 33

2. Successful Outreach ......................................................................................... 33

3. Infrastructure & Investments ............................................................................. 34

4. Funding Procurement ....................................................................................... 34

5. Political Will & Support ....................................................................................... 34 Opportunities ............................................................................................................. 35

1. Affordable Housing Shortage .......................................................................... 35

2. Financial Sustainability ...................................................................................... 35

3. Prevention and Early Intervention ................................................................... 36

4. Capacity Alignment with Growing Service Needs ........................................ 36

5. Regional Coordination ..................................................................................... 36

6. Community Buy-In ............................................................................................. 37 Homelessness Strategic Planning Activities ............................................................ 38 Stakeholder Feedback ......................................................................................... 38

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City of Camarillo Homelessness Response
System: Background Report
Introduction
In 2024, the City of Camarillo engaged LeSar Development Consultants (LDC) to support the development of a Homelessness Strategic Plan aimed at building a roadmap for how it will address homelessness now and in the future. LDC developed this background report to provide a comprehensive overview of Camarillo’s current homelessness response system, which will be used to inform the development of the forthcoming Homelessness Strategic Plan.1 This background report includes data on demographic and housing trends, analyses of existing programs and services, and feedback gathered through stakeholder interviews, focus groups, community surveys, and a lived experience survey gathered in late 2024 and early 2025.

By compiling and analyzing this information, the report aims to support data- informed planning and decision-making. While challenges exist, the scale of homelessness in Camarillo is such that, with targeted investment, coordination, and sustained attention, meaningful reductions in homelessness are achievable.

Methodology
This report was developed using a combination of quantitative data analysis and qualitative input gathered through community and stakeholder engagement. The goal of this approach was to provide a comprehensive understanding of homelessness in Camarillo and to support the development of a data-informed and community-driven Homelessness Strategic Plan.

Quantitative Data
Several sources of quantitative data were reviewed and analyzed to understand the scope of homelessness in the City of Camarillo and the broader context of housing affordability and need.
• Point in Time (PIT) Count: The Ventura County Continuum of Care (CoC) provided PIT Count data for 2025, offering a snapshot of individuals experiencing homelessness in Camarillo. This included data on sheltered

1 Planned release date is fall 2025.

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and unsheltered individuals. The percent change from 2019 to 2025 was also calculated to understand overall trends.
• Homeless Management Information System (HMIS): HMIS data for people served via the homelessness response system covering 2019 through early 2024 were analyzed to understand trends in homelessness entries and exits, demographic characteristics, chronicity, and service utilization among individuals who self-reported Camarillo as their city of origin. • Housing Data: Housing data were obtained via the City’s 6th Cycle Housing Element (2021–2029), CHAS data, RHNA targets, and locally available market data. These data helped assess affordability challenges, gaps in affordable housing supply, and the pipeline of new housing developments.

Community Engagement
The project team conducted a series of engagement activities to gather local perspectives on strengths, gaps, and priorities related to homelessness in Camarillo.
• Community Input Surveys: A public-facing survey was launched on December 6, 2024, and remained open through February 7, 2025. It was promoted through the City’s website, social media, email listservs, CableCast Channel, and other communication platforms. The survey included both multiple-choice and open-ended questions and collected a total of 92 responses. An additional public-facing survey was open through June 2025, which included both multiple-choice and open- ended questions and received 82 responses.
• Lived Experience Survey: Between January 14 and February 11, 2025, members of the Project H.O.P.E. team conducted surveys with individuals currently experiencing homelessness in Camarillo. A total of 40 responses were collected, representing nearly half of those counted in the 2024 PIT Count. The survey asked questions about housing history, health needs, interest in shelter and housing types, and perceptions of the City’s current response.
• Community Input Session: A public session was held on December 5, 2024, at the Camarillo Library, with participation from approximately 50 individuals, including those experiencing homelessness in Camarillo. The

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session included a presentation from City and County staff, followed by facilitated small-group discussions on key topics such as interim housing, outreach services, prevention, and supportive services. Notes were collected and incorporated into this report.
• Focus Groups and Interviews: Nearly 50 individuals participated in targeted focus groups and interviews conducted in January and February 2025. Participants included City staff, County partners, local service providers, members of the business community, faith-based organizations, and elected and appointed officials. These conversations focused on identifying system strengths, challenges, and recommendations for improvement.

Data Review and Synthesis
Feedback and data from all sources were reviewed and analyzed to identify common themes and trends. Where possible, input from lived experience and community members was cross-referenced with administrative data to identify areas of alignment or difference. This comprehensive approach ensured that the findings reflect both the lived experiences of residents and the broader system dynamics.

Existing Conditions
Demographics
The City of Camarillo has a population of more than 70,000 residents and 26,000 households. The median household in Camarillo earns about $109,000 per year, but this income varies widely by race/ethnicity. This section provides an The Homelessness Strategic Planning team was made up of the following departments and/or roles:
• City of Camarillo’s Project H.O.P .E. Team
• City of Camarillo’s Community Relations Division
• City of Camarillo’s Community Development Department
• City of Camarillo’s Public Works Department
• City of Camarillo’s City Manager’s OHice
• Lived Experience Advisors from the City of Camarillo
• Ventura County SheriH’s OHice
• LeSar Development Consultants’ Homelessness Solutions Team

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overview of the City’s basic demographic information, including its housing costs, racial/ethnic composition, and income.

While Camarillo’s overall population is expected to decline slightly in the coming decades, the number of households in Camarillo is expected to grow by about 13% by 2050. This indicates a general trend toward more households that are smaller, implying the need for housing typologies that meet this specific need (e.g. apartments, condos, etc.). The graph below shows the current and future projection of population and households in Camarillo.

Figure 1. Camarillo Current and Future Projected Population and Households2, 3

The table below shows that the majority of Camarillo’s households are homeowners, with more than three-fifths owning their home.

Table 1. Camarillo Households by Tenure4
Homeowner households 16,801 64%
Renter households 9,267 36%

2 U.S. Census Bureau. (2023). American Community Survey 5-Year Estimates: 2019-2023, Table DP05 3 Southern California Association of Governments. (2016). 2016-2040 RTP/SCS Final Growth Forecast. https://scag.ca.gov/sites/main/files/file-
attachments/2016_2040rtpscs_finalgrowthforecastbyjurisdiction.pdf?1605576071 4 U.S. Census Bureau. (2023). American Community Survey 5-Year Estimates: 2019-2023, Table DP04. -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2022 2050 (projection)
Total population Total household

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Among the City’s more than 9,000 renter households, however, more than 50% are considered cost burdened, meaning they are spending more than 30% of their income on rent. Nearly a fourth of all renters are severely cost burdened, meaning they are spending more than 50% of their income on rent.5 The high rates of cost burden and severe cost burden in Camarillo are primarily because of the high cost of housing and shortage of affordable rental housing, detailed in a later section.

Table 2. Renter Cost Burden in Camarillo6
Total Number of Cost Burdened Renter Households 4,735
Percent of Renter Households that are Cost Burdened 52% Total Number of Severely Cost Burdened Renter
Households
2,215
Percent of Renter Households that are Severely Cost
Burdened
24%

The following table provides an overview of Camarillo’s race/ethnicity data and associated income disparities. Those that identify as Hispanic had the lowest average per capita income (with less than half the average per capita income compared to other groups) yet represent a third of Camarillo’s population. Such disparities impact the ability of these households to afford housing in Camarillo and remain housed.

5 United States Census Bureau. (2024). Nearly Half Renter Households are Cost-Burdened, Proportions Differ by Race. https://www.census.gov/newsroom/press-releases/2024/renter-households-cost-burdened- race.html
6 U.S. Department of Housing and Urban Development. (2024). Consolidated Planning/CHAS Data: 2017- 2021. https://www.huduser.gov/portal/datasets/cp.html

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Table 3. Population and Average Income by Race/Ethnicity in Camarillo7

RACE/ ETHNICITY

CATEGORY

NUMBER OF

RESIDENTS

PERCENT OF

POPULATION
AVG. PER CAPITA
INCOME
RACE
White non-Hispanic 35,301 50% $66,595
Hispanic 21,646 31% $32,974
Black 3,900 6% $63,593
Asian 9,610 14% $76,358
Other or Multiple
Races
14,391 20% $34,461

ETHNICITY
Hispanic or Latino 21,646 31% $32,974
TOTAL POPULATION 70,244 N/A8 $56,144

The City’s typical home value is about $895,000, and the average rent for a 1- bedroom apartment is $2,379 per month. For a household of low wage workers, this has made buying a home extremely difficult and requires nearly three full- time minimum wage workers to afford renting the average-priced 1-bedroom apartment. The following table provides an overview of housing costs, the income needed to afford those costs, and the number of full-time minimum wage workers needed to afford these costs.

7 Sources: U.S. Census Bureau. (2022). American Community Survey 5-Year Estimates: 2018-2022, Tables DP05 and S1902. Note that people can identify as Hispanic as well as any of the racial groups; therefore, the number of residents adds up to more than the total in the City, and the percents add up to more than 100%. 8 Note: Race and ethnicity are reported as separate identifications. For example, individuals identifying as Hispanic or Latino may also identify as White, Black, Asian, or another race. Categories are not mutually exclusive, resulting in totals that exceed 100%. “Other or Multiple Races” includes individuals identifying with more than one race or with a category not shown separately. Additional race and ethnicity categories were excluded from this table due to small population sizes, and the categories presented were selected based on their relative significance in the local population.

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Table 4. Housing Cost by Type in Camarillo
HOUSING TYPE HOUSING COST9

INCOME NEEDED TO
AFFORD10

NUMBER OF FULL-

TIME MINIMUM

WAGE WORKERS

NEEDED TO
AFFORD11
For-sale home $894,782 $217,440 6.3
Studio apartment $1,991 $79,640 2.3
1-bed apartment $2,379 $95,160 2.8
2-bed apartment $2,814 $112,560 3.3
3-bed apartment $3,847 $153,880 4.5

Most households who make minimum wage or are cost-burdened find themselves precariously housed; despite having the necessary employment, they are weighed down by housing costs that make affording other basic necessities like food, healthcare, etc. difficult to prioritize. This traps people in a cycle of housing instability and poverty, increasing their risk of homelessness.

Organizational Structure and Staffing
The City of Camarillo’s homelessness response is led via a coordinated structure that includes City staff and key County partners. The central team responsible for direct outreach and engagement is Project H.O.P.E., a multi-agency effort that began in 2013.

Project H.O.P.E. is led by the Ventura County Sheriff’s Office (which provides the City of Camarillo law enforcement services on a contract basis) and is designed to provide outreach and connections to services for people experiencing or at risk of homelessness. The team includes:
• Senior Deputy through County Sheriff’s Office: provides safety and security to outreach teams in the field
• Community Services Coordinator through Ventura County Behavioral Health: connects individuals experiencing homelessness to mental health services and supports

9 For-sale home cost is based on the Zillow Home Value Index for Camarillo, November 2024, and the rent prices are based on average rents from Apartments.com, December 2024. 10 The income needed is based on rent being 30% of household income, and homeownership costs being 35% of income, with the monthly cost based on the monthly mortgage with a 20% down payment, 7% interest rate, and includes property tax and insurance cost. 11 This assumes a $16.50/hour minimum wage, working 2080 hours per year.

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• Community Services Coordinator through Whole Person Care: provides case management, especially to those enrolled in the motel voucher program
• Senior Management Analyst through the City Manager’s Office: serves as the City liaison and focuses on administrative tasks, such as grants and contract management, building partnerships, etc.
• Intern I through City Manager’s Office: supports the Project H.O.P.E. team in the field and with administrative tasks
The role of Project H.O.P.E. is to assess individuals’ needs, particularly behavioral and physical health, and to coordinate with other agencies to support service access and potential interim and permanent housing placements. The team also responds to concerns from local residents and businesses.

On the City side, homelessness coordination is managed by a Senior Management Analyst, who serves both as the primary point of contact for Project H.O.P.E. and supports local planning and program alignment. Additional staff in the Community Development Department contribute through work related to affordable housing development, code compliance, and land use planning. These staff do not work full-time on homelessness but contribute in areas relevant to housing and neighborhood stability. All City staff involved in homelessness response report to the City Manager’s Office, which provides internal coordination across departments.

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Figure 2. City and County Organizational Structure and Staffing, 2025

Programs and Investments
Housing Element
The City of Camarillo conducts a wide range of activities to address the housing needs of its population, particularly of those experiencing or at risk of homelessness. This section includes an overview of the key elements of the City’s approach to housing, particularly as described in the City’s 6th Cycle Housing Element.

The City’s 6th Cycle Housing Element update to its General Plan covers the planning period of 2021 to 2029. The plan was adopted and ultimately accepted by the state’s Department of Housing and Community Development in April 2023. This plan includes numerous goals, policies, and programs and implements the legal requirement for the City to plan for the development of specific units affordable to very low-income and low-income households over an eight-year period.

The Housing Element has three goals and three policies which collectively address the City’s overall approach to housing.

Goal 1: Protect the qualities that have created a highly desirable living environment in the City.

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Goal 2: Encourage the availability of a variety of housing designs, tenures, and prices to meet the needs of present and future City residents.

Goal 3: Ensure that the quality of residential development is adequate to protect the health, safety, and general welfare of all City residents, and promote housing opportunities for all households.

Policy 1: Preserve the high quality of the City's existing housing stock and residential environment.

Policy 2: Meet the City's local housing needs commensurate with its fair share of regional needs, including housing that is affordable to all income groups, to the maximum feasible extent.

Policy 3: Promote accessibility to housing opportunities by all households, regardless of income, race, color, religion, national origin, ancestry, sex, marital status, age, familial status, disabilities/medical conditions, source of income, sexual orientation, or any other classes protected by local, state, and federal fair housing laws.

While the Housing Element’s three goals and three policies have some connection to homelessness, some are more directly related to supporting the housing needs of people experiencing or at risk of homelessness. Specifically, Goals 2 and 3 relate more to the need for more affordable housing. In addition, Policies 2 and 3 relate to following a legal obligation related to housing: Policy 2 indicates a commitment to ensure enough land is zoned for affordable housing, and Policy 3 indicates a commitment to follow Fair Housing laws and principles.

To achieve these goals and implement these policies, the Housing Element has a set of 21 policies, some of which directly address housing needs for people experiencing and at risk of homelessness. A full description of the Housing Element’s goals and implementation actions is detailed on pages 7-110 through 7-135. Of the plan’s 21 programs, 17 address the housing needs of people experiencing and at risk of homelessness to some degree. Generally, these programs address these housing needs by a) Producing more affordable housing, b) Preserving existing affordable housing, c) Helping stabilize low- income households, especially renters.

The table below is a full list of the 17 programs considered to address the housing needs of people experiencing or at risk of homelessness, which

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category of outcomes it is considered to be in, and more detail about how it addresses these housing needs.

Table 5. Housing Element Programs

HOUSING

ELEMENT

PROGRAM CATEGORY HOW IT ADDRESSES HOMELESS HOUSING NEEDS

1. Density
Bonus and
Other
Incentives for
Affordable
Housing
Produce Existing City policy provides state-required density bonuses for housing developments that include
affordable units. In mixed income developments, the
City also requires a wide range of other requirements
to ensure affordable units are similar to market rate
units. This program ensures new affordable housing
that is created as part of market rate developments
is well-suited for the lower-income households they
serve.

2. Affordable
Housing Bonus
Points Under
Residential
Development
Control System
Produce State law preempts the current City Code that limits residential development. This will ensure housing
development can occur, especially for households
experiencing or at risk of homelessness.

4. Affirmatively
Furthering Fair
Housing
Produce,
Preserve,
Stabilize
The Housing Element’s AFFH analysis identifies
important Fair Housing Issues and Meaningful Actions
the City can undertake to overcome those issues.

Specific to addressing the needs of people
experiencing or at risk of homelessness, this includes
actions to encourage more housing options, to
promote housing rehabilitation, to prevent housing
discrimination, all with an emphasis on how these
steps can impact lower-income households, who are
at greater risk of experiencing homelessness.

5. Nonprofit
Housing
Organizations
Produce,
Preserve
The City will support nonprofits that produce and
preserve affordable housing by potentially assisting in funding applications and other efforts to increase
the amount of affordable housing.

7. Affordable
Housing
Preservation
(Ownership
Units)
Preserve Maintain City’s stock of owner-occupied affordable housing by ensuring when such units are sold, they
remain affordable, which ensures these units remain
available to lower-income households.

8. Housing
Choice
Vouchers
Payment
Standards
Stabilize By supporting efforts to petition for increases in Housing Choice Voucher payment standards, the
City can help stabilize lower-income renters who
receive the subsidy.

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9. Inclusionary
Housing
Produce The City Council has a long-standing Inclusionary Housing policy and is committed to maintaining it,
ensuring many new housing developments include a
share of affordable units.

10. Adequate
Sites
Produce The City is committed to ensuring land is available for the development of more housing for lower-income
households.

11. Design
Flexibility
Produce The City allows changes to development standards as an incentive available for housing for lower-
income households, which helps increase project
feasibility and thus increase the number of such
homes being built.

12. Housing
Rehabilitation
Assistance
Preserve,
Stabilize
The City committed to a goal of funding
rehabilitation of six aging homes per year. This will
ensure homes owned by lower-income households
are well-maintained and the residents can remain
stably housed.

13. Seek Grant
Funding to
Support
Affordable
Housing
Activities
Produce,
Preserve,
Stabilize
The City is committed to pursuing available grant
funding to support housing activities, including
accessing entitlement funds.

14. First Time
Homebuyer
Down Payment
Assistance
Loans
Stabilize This program supports lower-income, moderate- income and some above-moderate earning
households to purchase homes, helping these
households attain greater long-term stability.

16. Zoning
Ordinance
Amendments
Produce The City is committed to revising its zoning ordinance to ensure compliance with state laws. This will ensure
housing options are able to increase.

17. Homeless
Strategic Plan
Produce,
Stabilize
The Housing Element committed to this process of
developing a Strategic Plan for providing
emergency and transitional housing for people
experiencing homelessness in Camarillo, which will
help increase the availability of such housing and
stabilize the existing population of people
experiencing homelessness.

18. City-
Initiated
Affordable
Housing
Projects
Produce The City has initiated two affordable housing
developments, each of which include homes for
very low-income households, and is committed to
identifying future opportunities to do so. This program will increase the availability of affordable housing for people experiencing or at risk of homelessness.

20. Affordable
Housing
Preserve The City will work with housing nonprofits to prevent at-risk affordable housing from converting to market
rate. This can help ensure the City’s existing supply of

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Preservation
(Rental Units)
affordable housing does not drop, and thus continue
to serve households at risk or experiencing
homelessness.

21. By-Right
Affordable
Housing
Projects
Produce Several sites in the city are designated for by-right development at threshold densities, provided 20% of
the proposed units are affordable to lower-income
households. This will encourage those sites to include
homes for households more likely to experience
homelessness.

Homelessness Programs
In addition to efforts outlined in the Housing Element, the City of Camarillo implements several programs aimed at addressing the needs of individuals experiencing or at risk of homelessness. These programs are primarily focused on providing short-term shelter, facilitating service connection, and supporting coordination among local and county agencies.

Camarillo Motel Voucher Program
Funded through the Homeless Housing, Assistance and Prevention (HHAP) grant, this program provides short-term motel stays for individuals experiencing homelessness. In addition to funding motel vouchers, the program includes:
- A mitigation fund to cover potential property damages - Funding for Homeless Management Information System (HMIS) licenses - One full-time Community Services Worker based at the Ventura County Health Care Agency
In total, the program served 31 individuals, with two entering transitional housing and 15 securing permanent housing. At the time of writing, the project had 11 active clients, with six scheduled to transition to permanent housing spring of 2025. It functions as a short-term intervention to provide temporary shelter while individuals are connected to additional services. Services include targeted case management, referrals, healthcare and behavioral health connections, and additional assistance to reduce barriers to housing.

Project H.O.P.E.

Project H.O.P.E. is a collaborative initiative led by the Ventura County Sheriff’s Office, operating through the Camarillo Police Department. The program assigns a Deputy to engage with individuals experiencing or at risk of homelessness. The team also includes:

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- A full-time Community Services Coordinator from Ventura County Behavioral Health
- City of Camarillo staff
- A full-time Community Services Coordinator from Ventura County Health Care Agency – Whole Person Care
The team conducts outreach, identifies service needs, including mental and physical health, and coordinates with relevant agencies to support housing placement and service access. The program also responds to community concerns related to homelessness through outreach, coordination, and, when necessary, enforcement.

Camarillo’s homelessness response is supported by a multi-layered infrastructure involving the City Council, Ventura County agencies, and local service providers. The City Council has prioritized funding and program development, including support for Project H.O.P.E. and the motel voucher program. Ventura County contributes behavioral health services, case management, and law enforcement support through the Sheriff’s Department. Local service providers— such as Rain Communities, Interface Children and Family Services, Food Share, and St. Vincent de Paul—offer a range of services including outreach, motel assistance, food distribution, and case management. City departments, including Community Development and Code Compliance, play a coordinating role in connecting individuals to services, managing public health and safety concerns, and supporting affordable housing development.

Encampment Resolution: Pleasant Valley Road & Calle San Pablo In 2024, the City of Camarillo applied and was granted Encampment Resolution Funds (ERF) through the State Department of Housing and Community Development to address a well-known encampment along the 2000 block of Pleasant Valley Road and Calle San Pablo. These funds will be utilized for long term strategies to address housing stability, including outreach and engagement, interim housing, and permanent, affordable housing strategies.

Outreach & Engagement: Up to 29 individuals within the identified geographic area will be engaged with a dedicated case manager and provided targeted referrals, healthcare and behavioral health connections, and ongoing assistance to help address the residents’ housing barriers. This dedicated case manager will work with the existing Project H.O.P.E. team to ensure a seemly transition through interim and into permanent housing.

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Interim Housing: A key component of this program is the provision of interim housing through motel vouchers, providing an immediate housing placement for people currently living unsheltered and allowing for quick stabilization. During their stay in interim housing, participants will be required to engage with Project H.O.P.E. to receive case management and access wraparound services.

Affordable Housing Construction: To facilitate long-term housing solutions, this program will support the development of nine affordable housing units on a vacant city-owned lot at 264 Arneill Rd. Additional space will be included for Project H.O.P.E. and other service providers to meet participants 1-on-1 on site.

The City will retain full ownership of the project and property.

Barry Street Temporary Homes
In 2023, the City purchased a tax default property at 2361 Barry Street for the use of affordable housing. In 2024, a Request for Proposals (RFP) was released for the construction and/or installation of six self-contained units. After selecting the applicant drafted plans for the units to be manufactured off-site and delivered fully assembled to site. All units will be equipped with an efficiency kitchen and sanitary facilities, with five measuring at 120 square feet and 1 measuring at 180 square feet and meeting ADA compliance. Supportive services will be provided to the residents by Project H.O.P.E. staff with intensive case management, financial counseling, and housing navigation services. These temporary homes will serve as short- to medium-term housing options as a throughput to permanent housing. The initial installation of the temporary homes is expected in mid-2026.

Rapid Rehousing
Using Emergency Solutions Grant (ESG) funds through the CoC, the City is increasing their capacity to serve single adults experiencing unsheltered homelessness in a low barrier, Housing First rapid rehousing program. To ensure the program is low barrier, the only program qualifications for entry are that the participants actively seek permanent housing and that they demonstrate financial need. To move participants into permanent housing rapidly, financial assistance will be provided for:
• Rental application fees
• Security deposits
• Landlord incentives
• Emergency rental assistance

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The ultimate goal of the program is to reduce returns to homelessness through sustained, individualized support.

Data Analysis
This section presents a high-level overview of key data sources and findings related to homelessness and housing in the City of Camarillo. On the homelessness side, this analysis draws from the 2024 Point in Time (PIT) Count and data from the Ventura County Continuum of Care’s Homeless Management Information System (HMIS) covering the years 2019 to 2024. On the housing side, this analysis includes data from the Comprehensive Housing Affordability Strategy (CHAS), the City’s Regional Housing Needs Allocation (RHNA), current affordable housing stock and pipeline developments, and budget data.

Together, these data points help to build a picture of the scope of housing need in Camarillo, the characteristics of the homeless population, and the City’s current resources.

Homelessness
Point in Time Count
Like many jurisdictions across the United States, the City of Camarillo has seen a marked increase in homelessness over the last five years. From 2020 to 2025, the number of people experiencing homelessness on any given night rose by 200%, including a 450% increase in sheltered homelessness and a 182% increase in unsheltered homelessness. By comparison, Ventura County as a whole experienced a 14% increase during the same period, showing that Camarillo’s rate of growth has been substantially higher.

More recently, this trend has begun to stabilize. From 2024 to 2025, the overall count increased by only 1%, suggesting that the City’s expanded efforts are beginning to have an impact.

According to the 2025 Point-in-Time (PIT) Count, 90 individuals were identified as experiencing homelessness in Camarillo, with 88% (79 individuals) living unsheltered. PIT data reflects a one-night snapshot, and while it does not capture the full scale of homelessness over time, it provides an important measure of progress.

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Table 6. 2025 Point in Time Count

LOCATION SHELTERED UNSHELTERED TOTAL
City of Camarillo 11 12% 79 88% 90
County of Ventura 716 36% 1,274 64% 1,990

Camarillo’s homeless population represents about 5% of the Ventura County total. While smaller in scale than the County overall, the City’s numbers remain significant and call for continued investment in solutions.

Table 7. Point in Time Count: 5 Year Trend (2020 to 2025)

SHELTERED UNSHELTERED TOTAL
2020 2025 %
Change
2020 2025 %
Change
%
Change
City of
Camarillo
2 11 +450% 28 79 +182% +200%
County of
Ventura
478 716 +50% 1,265 1,274 +7% +14%

Taken together, the data shows that homelessness in Camarillo, particularly unsheltered homelessness, has grown sharply since 2020, even as the pace of growth has slowed in the past year. These trends highlight both the progress of recent efforts and the need to further scale up investments in affordable housing, prevention, interim housing, and supportive services to sustain momentum and reduce future increases.

Homeless Management Information System (HMIS)
The following data were obtained from Ventura County’s CoC Homeless Management Information System (HMIS) based on those experiencing homelessness who self-reported the City of Camarillo as their city of origin. These data are unduplicated, meaning that each client is represented only once, regardless of repeated entries into or exits from the homelessness response system. An entry refers to the point at which an individual begins participation in a homelessness program, such as outreach, shelter, or housing, while an exit marks the end of that program enrollment. Exits can result in a range of outcomes, including positive housing destinations (such as permanent housing or reunification with family), negative outcomes (such as returning to homelessness, leaving services without securing housing, or disengaging from the system), or other outcomes where data are insufficient to verify the result.

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Table 8. HMIS Entries/Exits by Year

YEAR ENTRIES EXITS
2019 113 63
2020 136 128
2021 89 81
2022 170 139
2023 186 106
2024 161 76
TOTAL 694 593

As shown above, from 2019 to 2024 there have been more entries into the homelessness response system than exits. This signals that more people are becoming homeless than those who are resolving their homelessness. Without increased investments in homelessness prevention and affordable housing supply, the imbalance between entries and exits will likely lead to continued increases in the number of people experiencing homelessness in the City of Camarillo.

Table 9. HMIS Demographics for People Experiencing Homelessness Accessing Services: Gender
*1 entry was left blank
Unlike many other communities, the City of Camarillo has a notably high proportion of individuals experiencing homelessness accessing services who identify as female—approximately 59% of all individuals reflected in HMIS data from 2019 to 2023. This gender distribution highlights the importance of tailoring services—such as outreach, interim housing, and permanent housing —to better meet the specific needs of women, including those who may be mothers or part of family units. In addition, as the City works to shape public discourse around homelessness, emphasizing the high percentage of women accessing services could help shift perceptions on needs.

YEAR FEMALE MALE TRANSGENDER NON-BINARY TOTAL
2019 69 44 0 0 113
2020 78 58 0 0 136
2021 49 39 0 0 88
2022 106 61 1 2 170
2023 104 81 1 0 186
TOTAL 406 283 2 2 693

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Table 10. HMIS Demographics for People Experiencing Homelessness Accessing Services: Race

Black/ African American individuals make up 8.8% of those accessing services from Camarillo’s homelessness response system, compared to just 3.5% of the City’s general population.12 This overrepresentation reflects a broader trend seen across California, where Black residents are disproportionately impacted by homelessness due to a variety of factors.

12 United States Census Bureau. (2024). Quick Facts: Camarillo City, CA. https://www.census.gov/quickfacts/fact/table/camarillocitycalifornia/PST045224

YEAR WHITE
BLACK,

AFRICAN

AMERICAN,

OR AFRICAN

ASIAN OR
ASIAN

AMERICAN

AMERICAN

INDIAN,
ALASKA

NATIVE, OR

INDIGENOUS
NATIVE

HAWAIIAN
OR

PACIFIC

ISLANDER
(RACE) NOT

COLLECTED/
BLANK/

DOESN'T
KNOW/

REFUSED TOTAL
2019 93 14 2 1 0 3 113
2020 109 15 3 4 0 5 136
2021 78 3 2 2 2 2 89
2022 140 20 4 2 1 3 170
2023 145 9 3 1 1 27 186
TOTAL 565 61 14 10 4 40 694

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Table 11. HMIS Demographics for People Experiencing Homelessness Accessing Services: Ethnicity

Hispanic/ Latino individuals represent 41.9% of those accessing services from Camarillo’s homelessness response system, compared to 30.8% of the general population.12 This overrepresentation is likely due, in part, to the relatively low salaries and rental cost burden as shared above and highlights the need for services to be culturally responsive and tailored to meet the needs of Hispanic/ Latino households, including ensuring access to services for Spanish-speaking individuals.

Table 12. HMIS Demographics for People Experiencing Homelessness Accessing Services: Chronicity

YEAR HISPANIC/LATIN(A)(O)(X)
NON-

HISPANIC/NON-

LATIN(A)(O)(X)

DATA NOT

COLLECTED/

CLIENT REFUSED/

BLANK/ CLIENT

DIDN'T KNOW TOTAL
2019 54 58 1 113
2020 57 78 1 136
2021 41 47 1 89
2022 69 93 8 170
2023 70 84 32 186
TOTAL 291 360 43 694
YEAR
ONE
MONTH
(THIS IS THE
FIRST
MONTH)
2-6
MONTHS
7-12
MONTHS
MORE
THAN 12
MONTHS

UNKNOWN/
NOT

COLLECTED/

PREFERRED
NOT TO

ANSWER TOTAL
2019 17 5 4 21 66 113
2020 12 25 7 22 70 136
2021 15 18 3 18 35 89
2022 29 21 11 24 85 170
2023 32 19 14 49 72 186
TOTAL 105 88 39 134 328 694

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Nineteen percent (19%) of individuals accessing services from Camarillo’s homelessness response system have been experiencing homelessness for more than 12 months, indicating a likely need for long-term supportive solutions such as Permanent Supportive Housing (PSH). At the same time, 15% of those enrolled in services are newly homeless—reporting their first month of homelessness — suggesting this group may be more easily connected to services and rapidly rehoused. These differences in chronicity highlight the importance of having a flexible and adaptive system that can respond to a wide range of needs, from early intervention and prevention to long-term housing with supportive services.

Table 13. HMIS Demographics for People Experiencing Homelessness Accessing Services: Veteran & Disability Status

YEAR VETERAN DISABILITY
2019 8 33
2020 10 57
2021 7 33
2022 20 70
2023 14 67
TOTAL 59 260

The City of Camarillo has a number of individuals experiencing homelessness who formerly served in active duty in the US military (8.5%), making them potentially eligible for targeted support through the U.S. Department of Veterans Affairs, including housing programs such as Supportive Services for Veteran Families (SSVF) or HUD-VASH. In addition, a significant portion of those served by homeless programs report having a disability (37%), indicating a likely need for longer-term supportive housing interventions, such as PSH, to ensure housing stability and successful outcomes.

Table 14. HMIS Exit Outcomes by Year

YEAR

POSITIVE
EXITS

NEGATIVE

EXITS OTHER TOTAL
2019 24 2 37 63
2020 60 6 62 128
2021 44 9 28 81
2022 80 16 43 139
2023 68 7 31 106
2024 49* 3 24 76
TOTAL 325 43 225 593

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In 2024, HMIS recorded a total of 76 exits from the homelessness response system. Outcome data were verifiable for 50 of these exits: 49 were positive, meaning the individual completed a program or moved into housing, and one was due to death. The remaining exits were categorized as negative or other, where the outcome could not be confirmed as a positive housing placement.

This aligns with the inflows/outflows analysis above, which highlights the importance of strengthening data quality to more clearly distinguish between positive and negative exits and to better understand how individuals are moving through or leaving the system.

Between 2019 and 2024 overall, 55% of clients with exit data had a positive outcome, 7% had a negative outcome, and 38% fell into other or unverifiable categories. Strengthening how exits are defined and tracked would provide the City and County with better insight into system performance and programmatic needs.

Housing
Housing Needs
The City of Camarillo has significant affordable housing needs. Quantifying housing needs can be done through various means, with this analysis focusing on two means: first, quantifying the City’s number of households most vulnerable to experiencing homelessness, and second, relying on the City’s remaining Regional Housing Needs Allocation (RHNA).

To determine a realistic estimate of the gap in available, affordable housing to households most vulnerable to experiencing homelessness, this analysis focuses on the number of cost burdened renter households. Cost burdened households are particularly vulnerable to experiencing homelessness. Cost burdened is defined as a household spending more than 30% of its gross income on housing costs; severely cost burdened refers to a household spending more than 50% of its gross income on housing. Research shows that when a household spends more than roughly 30% of its gross income on housing costs, its likelihood of experiencing homelessness increases significantly. Very low- and extremely low- income households are in an especially precarious state, as these households have less income and savings to weather a financial shock such as job loss, health emergency, major car repair, etc.

Renter households are also a focus of this analysis because of the more unstable tenure that comes with renting housing. There are various measures in place to

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help homeowners remain in their homes, most significantly the stability in housing cost; most homeowners with a mortgage pay a fixed monthly rate, and California’s Proposition 13 requires a homeowner’s annual property taxes to increase no more than 2%. With a fixed-price mortgage and only a 2% increase in property taxes, homeowners’ housing costs remain stable over time. Renters on the other hand can experience more drastic changes to their housing costs.

Renter households can not only be forced to move from their home as a result of missed rent payments, but other factors outside of their control, such as the property owner deciding to renovate the property or move into the unit themselves, can also force a renter household out of their home and into homelessness.

As noted, extremely low- and very low-income renter households are in the most precarious state and likely to experience homelessness. As shown in the graph below, these two income groups experience the highest rates of cost burden, with upwards of 75% of these households spending more than 30% of their income on rent. Moreover, upwards of 60% of extremely low-income and very low-income households are spending more than 50% of their income on rent.

Figure 3. Renter Household Cost Burden by Income Level13

To better understand the connection between housing affordability and homelessness, this analysis looks at the number of extremely low- and very low- income renter households who are cost burdened. Households in these categories, particularly those spending more than half of their income on rent,

13 U.S. Department of Housing and Urban Development. (2024). Consolidated Planning/CHAS Data: 2017- 2021. https://www.huduser.gov/portal/datasets/cp.html
76%
83%
75%
52%
67%
62%
17%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Extremely Low Income Very Low Income Low Income All Income Levels % Cost Burdened % Severely Cost Burdened

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are at the highest risk of housing instability and potential homelessness. The table below provides an estimate of renter households in Camarillo experiencing these cost burdens, illustrating the scale of vulnerability among renters most at risk.

Table 15. Estimated Cost-Burdened Renter Households (ELI and VLI) Extremely Low-Income Renter Households Experiencing Cost Burden 1,205 Very Low-Income Renter Households Experiencing Cost Burden 1,110 Total Cost-Burdened ELI and VLI Renter Households 2,315

Among the most important ways of understanding local housing needs is through the Regional Housing Needs Allocation (RHNA), particularly the share that is affordable to very low-income households (which includes extremely low- income households). RHNA establishes the number of homes a city must plan for over an 8-year cycle—in Camarillo’s case, from 2021 to 2029.

The City of Camarillo is working, through the implementation of its Housing Element, to meet its RHNA planning obligations. Progress is tracked annually, and to date, the City has permitted a portion of the homes in the income categories most closely tied to housing affordability and homelessness risk. The dashboard below illustrates this progress.

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Figure 4. Camarillo Regional Housing Needs Allocation Progress through 202314

As is the case in many communities, Camarillo’s RHNA for extremely low- and very low-income households is lower than the number of renter households in these income groups who are cost burdened. It should be noted that Figure 4 and the accompanying data reflect 2023 conditions and may not fully represent the City’s current housing progress, particularly for above moderate-income units, where more recent development has outpaced what is shown here. While RHNA represents a legal planning requirement, the data also provide important context for understanding the broader scale of housing affordability challenges facing the City’s most vulnerable households.

Affordable Rental Housing
This section reviews Camarillo’s current inventory of affordable housing along with its pipeline of new affordable developments.

Camarillo has the following deed-restricted affordable rental housing.

14 California Department of Housing and Community Development. (2024). Housing Element Implementation and APR Dashboard. www.hcd.ca.gov/planning-and-community-development/housing-element- implementation-and-apr-dashboard

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Table 16. Deed Restricted Affordable Rental Housing

PROJECT ADDRESS UNIT TYPE
YEAR
BUILT
TOTAL

AFFORDABLE
UNITS

AFFORDABILITY

PERIOD ENDS
Avalon - Mission
Oaks*
Corte Bocina Unknown 2000 32 2021
Ponderosa Village Ponderosa Drive Seniors 1977 91 2029
Park Glenn Glenn Drive Non-
Targeted
1999 150 2029
Bradford
Apartments
Calle La Sombra Non-
Targeted
1971 26 2031
Hillary Ling (2088
Restaurant Bldg.)
Ventura
Boulevard
Unknown 2004 1 2034
Avalon - Camarillo Flynn Road Unknown 2006 37 2038
Courtyards (Village
at the Park)
Westpark Court Large
Family
2008 33 2038
AMLI Spanish Hills Spring Oak
Road
Unknown 2014 75 2044
Adagio Stonegate Road Work
Force/Fami
ly
2016 60 2046
Andorra Mike Loza Drive Unknown 2018 24 2048
Springville Seniors Camino Tierra
Santa
Seniors 2019 103 2049
Mira Vista Village Ponderosa Drive Seniors 1990 305 2061 Meadowbrook Calle La Roda
Drive
Large
Family
2008 13 2071
Park Glenn Seniors Holly Seniors 1999 18 2083
Casa Velasquez Barry Street Large
Family
1994 13 2117
Casas De Sueno Raemer Street Large
Family
2000 10 2117
Raemere Street
Duplex
Raemere Street Unknown 1953 2 NA
Ellis Terrace Temple Avenue Family 1990 27 NA
Total Affordable Rental Housing Units 988
(*) = Property that lost its affordability restrictions.

Source: Camarillo’s Housing Element, 2021-2029.

These 18 deed-restricted developments together contain 1,020 affordable rental homes. However, since 2021, when these units were provided in Camarillo’s Housing Element, one development and 32 units lost their affordability

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restrictions. The 17-remaining deed-restricted developments together contain 988 affordable rental homes. These units constitute nearly 4% of Camarillo’s total occupied housing stock of 24,797 units, and nearly 12% of Camarillo’s total renter occupied housing stock of 8,270 units.15
Among the City’s stock of affordable rental housing, about 27%, or 268 units are at risk of losing their affordability restrictions, meaning their affordability covenant is set to expire within the next 10 years. Some are at even higher risk— 241 units have restrictions set to expire within five years.

Pipeline of Interim and Affordable Housing
To eventually add to this stock, Camarillo has entitled the following housing developments. A subset of these projects includes units affordable to very low- or low-income households.

Table 17. Housing Development Pipeline

PROJECT LOCATION

PROJECT
APN(S)
UNITS
LI OR
VLI
MOD OR
ABOVE

MOD TOTAL
Vista
Campanario
Barry Street
(Former Stockyard
Lumber Site)
162-0-023-030 67 1 68
Camino Ruiz, LLC Camino Ruiz and
Verdugo Way 160-0-093-195 20 365 385
City (Arneill
Mixed-Use) Arneill Road
162-0-012-210,
-280, -290, -
300, -310
9 0 9
Camarillo Village
Homes, LLC
Pleasant Valley
and Lewis Road 229-0-070-240 3 21 24
Palmera
(Camarillo
Pleasant Valley
and Lewis Road 229-0-070-240 0 285 285

15 U.S. Census Bureau. American Community Survey 5-Year Estimates: 2018-2022. https://data.census.gov/table/ACSDP5Y2023.DP04?g=040XX00US06_160XX00US0610046&tid=ACSDP5Y20

23.DP04

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PROJECT LOCATION

PROJECT
APN(S)
UNITS
LI OR
VLI
MOD OR
ABOVE

MOD TOTAL
Village Homes,
LLC)
Shea Homes Somis Road/
Upland Road
163-0-017-275
and -185 0 281 281
Lennar Homes US 101 and
Springville Drive 157-0-020-210 0 159 159
Total Units 99 1,112 1,211
Sources: Camarillo’s Housing Element, 2021-2029; City of Camarillo Development Activity Report, December 2024 & April 2020. *After the development of this report, 60 units of the Vista Campanario and all 281 units of the Shea Homes have been constructed.

The City’s residential housing pipeline includes projects totaling over 1,200 units, with a portion designated as affordable to low- or very low-income households.

The largest share of low-income housing is provided by Vista Campanario, the 68-unit infill development on Barry Street, which includes 60 rental units and 8 for- sale townhouses for families and disabled households. Of the 60 rental units, 15 units or 25% were set aside for those with incomes at or below 30% of the AMI.16 Interim Housing
Interim housing, an umbrella term for various temporary housing typologies, is another element of the City’s stock of housing resources for people experiencing homelessness. While interim housing is a key aspect of the homelessness response system, it is not intended to replace permanent housing solutions. Rather, it serves as a temporary placement until permanent housing can be acquired. The County of Ventura partnered with Casa Pacifica to recently renovate three of its residential cottages in Camarillo through the State’s Homekey program. This, in turn, created 27 units for transition-aged youth, including extensive on-site services.17

16 An income level at or below 30% of the area median income (AMI) is often used as a qualifying criteria for permanent supportive housing units.
17 For this project, transition-aged youth is defined as young adults 18-25 who are former foster youth, probation youth, or youth who are homeless or at risk of homelessness.

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Table 18. Transition-Aged Youth Interim Housing

PROJECT

NAME ORGANIZATION

PROJECT

ADDRESS
ROOM
S
TARGET

POPULATION
Casa Pacifica
(Stepping
Stones)
Casa Pacifica
Centers for
Children & Families
Lewis Road 27 Transition-
Aged Youth

The County of Ventura had also been working with RAIN Communities to provide the RAIN Transitional Living Center (TLC), which included 22 rooms for families and singles in Camarillo. In April 2024, however, the County changed its service model to a bridge housing model and will be placing homeless families in motels and scattered site leased apartments, instead of at the RAIN TLC, which is now permanently closed.

Mobile Homes
Finally, it is important to assess the inventory of mobile homes in Camarillo.

Mobile homes are an important housing typology to analyze because, even when not deed restricted as affordable housing, mobile homes tend to be more affordable to lower-income households. Camarillo’s inventory of 1,020 mobile homes accounts for over 4% of occupied homes in the City. The mobile homes are across five mobile home parks, four of which are restricted to seniors at or over 55 years of age; these senior-restricted units make up 3% of the City’s total occupied housing stock.

Camarillo has the following mobile home parks.

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Table 19. Mobile Homes
Name Address Target
Population Spaces
Camarillo Springs Mobile
Home Park
Camarillo Springs
Road Seniors (55+) 261
Rancho Adolfo Mobile Home
Park Adolfo Road Seniors (55+) 250
Lamplighter Camarillo MHC
LP Via Rosal N/A 227
Camarillo Mobile Home Park Ventura Boulevard Seniors (55+) 135 Casa Del Norte Mobile
Home Community Central Avenue Seniors (55+) 135
Total Mobile Homes 1,008
Homelessness Budget
The City of Camarillo, through the Project H.O.P.E. team members, has had a significant impact on the lives of those experiencing homelessness within the community with a very limited homelessness solutions budget. The table below shows the four separate funding streams the City receives to address homelessness specifically, broken down by fiscal year.

Table 20. Current and Projected Homelessness Budget
FUNDING SOURCE FY 23-24 FY 24-25
FY 25-26
(Projected)
FY 26-27
(Projected) TOTAL
Homeless Housing
Assistance and
Prevention
Program (HHAP)
$358,001 $377,982 - - $735,983
Encampment
Resolution Funds
(ERF)
- - $3,652,646 $3,652,646 $7,305,292
Emergency
Solutions Grant
(ESG)
- - $28,333 $28,333 $56,66618
City General Fund $344,777 $627,277 $647,277 $647,277 $2,266,608 TOTAL $702,778 $1,005,259 $4,328,256 $4,328,256 $10,364,54 9 18 Funding is projected through FY 27/28.

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Funding sources and amounts were projected for fiscal years 25-26, 26-27, and 27-28 based on annual costs and expenditure requirements for state provided funding (i.e. ERF). It is important to note that HHAP and ERF funds are awarded through a competitive process, which means additional funding is not guaranteed. Thus, while the City may choose to apply for additional HHAP or ERF rounds in the future, those applications have not yet been submitted, so those funds were not accounted for in the projections.
• HHAP: The City has used and allocated the remaining HHAP funds for their motel voucher program, providing interim housing and wraparound supportive services to a total of 31 individuals at the time of the report. • ERF: Recently awarded, the City has plans to construct 9 permanent supportive housing units, provide motel vouchers and wraparound supportive services, and engage through outreach with 17 individuals currently residing in the selected encampment.
• ESG: Recently rewarded, the City will provide rapid rehousing services to quickly move individuals from homelessness to permanent housing through targeted case management and financial assistance, with the ultimate goal of reducing returns to homelessness.
• City General Fund:
o Ventura County Behavioral Health: Through this funding, a full-time ride-along Community Services Coordinator serves on the Project H.O.P.E. team.
o Ventura County Sheriff’s Office: Through this funding, a Sheriff’s Deputy assigned to make contact with residents experiencing unsheltered homelessness serves as a member of the Project H.O.P.E. team.

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Strengths
The following strengths were identified by LeSar Development Consultants after reviewing and analyzing all quantitative and qualitative data. While quantitative data is examined above, a detailed description of the qualitative data, including all stakeholder engagement activities, is expounded below.

1. Commitment to Partnerships & Collaboration
Camarillo has built effective partnerships with key stakeholders, including Camarillo’s Project H.O.P.E., local churches, county agencies, and other nonprofits. This collaboration has helped extend the reach and effectiveness of the City’s homelessness response efforts, likely leading to the stabilization of the number of people experiencing homelessness in the last two years. The City’s commitment to partnership is evident in the community’s desire to provide their support, with many stakeholders offering additional resources, asking for invitations to key meetings and events, and sharing their knowledge and unique perspectives. Examples of this include Autism Society Ventura County, the Ventura County Continuum of Care (CoC), RAIN Communities, Inc., United Way of Ventura County, local churches and faith-based communities. Nearly all entities engaged in this process reported that there is a strong ethos around joining together to better support people experiencing homelessness.

2. Successful Outreach
Since 2023, Project H.O.P.E. has been successfully serving those experiencing homelessness in Camarillo through resource linkages, the City’s motel voucher program, and case management and behavioral health support. A program funded by the City of Camarillo, Project H.O.P.E. is led by the Ventura County Sheriff’s Office and consists of a Homeless Liaison Senior Deputy, a Community Services Coordinator from Ventura County Behavioral Health, a Community Services Coordinator through Whole Person Care, and Camarillo staff. Project H.O.P.E. has been able to build relationships and rapport via outreach to those experiencing homelessness, allowing for a real-time by-name-list that indicates resources provided and additional needs. Project H.O.P.E.’s presence and response to homeless hotspots has also assuaged the community at large by ensuring regular touchpoints to mitigate concerns. Team members of Project H.O.P.E. have spoken highly of the City’s approach, appreciating the recognition that supportive services are effective in moving people out of homelessness into more stable environments.

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3. Infrastructure & Investments
The City of Camarillo has made significant investments in bolstering their housing and homelessness programs to meet the needs of the community. With 1,211 units in the pipeline, and 99 of those units set aside for low-income and very low- income households, along with the 988 deed-restricted affordable rental units, the City has demonstrated a commitment to providing affordable and available housing. In tandem, the City has established the motel voucher program that provides interim housing to people experiencing unsheltered homelessness and will soon be building PSH and adding more motel vouchers to address an encampment of almost 20 individuals experiencing homelessness.

4. Funding Procurement
The City has successfully applied for and been awarded funding through two competitive funding streams from the state. Camarillo was awarded Homeless Housing Assistance and Prevention Program (HHAP) Round 4 funds from the State of California, which were dedicated to the creation and maintenance of their motel voucher program, temporarily housing a total of 31 individuals to date. More recently, the City was also awarded Encampment Resolution Funds (ERF) from the State of California to house up to 17 individuals currently residing in an encampment through interim and permanent housing. Both funding streams are extremely competitive, so the City’s ability to secure these funds emphasizes their successful approaches and allows for service and resource enhancement for those most in need.

5. Political Will & Support
The City has demonstrated their commitment to addressing homelessness in a meaningful and proactive way. Not only has this dedication culminated in the creation of a full-time homelessness response team (i.e. Project H.O.P.E.) with external partners, but City staff’s time is also deeply committed, allowing for a flexible and proactive approach to funding opportunities, client needs, council requests, and community concerns. There is also a willingness among elected officials and segments of the public to support permanent affordable and supportive housing, which is often viewed by the public as a more acceptable solution than temporary or interim interventions. The decision to invest in this needs analysis for the purpose of creating a Homelessness Strategic Plan rooted in community feedback while incorporating best practices also exemplifies the City’s resolve to addressing homelessness in a balanced and evidence-based way.

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Opportunities
The following opportunities were identified by LeSar Development Consultants after reviewing and analyzing all quantitative and qualitative data. While quantitative data is examined above, a detailed description of the qualitative data, including all stakeholder engagement activities, is expounded below.

1. Affordable Housing Shortage
Despite the investments made in affordable housing, a gap remains. A range of challenges contribute to underproduction, including insufficient funding, limited availability of developable land, certain restrictive land use policies, community opposition to new development, and broader supply chain constraints.

The community is also in need of various affordable housing typologies, including permanent supportive housing for those experiencing homelessness with disabilities, especially given the almost 50% of individuals experiencing homelessness self-identified as having some type of chronic condition.19 These challenges are part of a broader regional and statewide trend, where housing production—particularly at the lowest income levels—has not kept pace with need. This structural underproduction has contributed to a supply shortage that makes it increasingly difficult for communities to meet affordability goals.

2. Financial Sustainability
While significant progress has been made in acquiring additional funding, it is not guaranteed, as both main funding sources (Encampment Resolution Funds and Homeless Housing, Assistance and Prevention Program) are based on a competitive award process through the state, and their use is restricted.

Additionally, shifting policy focuses under the current administration make the status of state and federal funding unknown. To ensure enough funds to implement additional interventions and strategies to address homelessness (e.g. increasing affordable housing options, creating prevention programming), effort will need to be made to increase funding, especially funds that are long-term and/or renewable.

19 This percentage is based on the average number of people experiencing homelessness surveyed who indicated at least a little i mpact in their daily lives from the following list: chronic health condition, physical disability, developmental disability, menta l health, and/or substance use.

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3. Prevention and Early Intervention
When looking at inflows (e.g. people who become homeless) to and outflows (e.g. people who were homeless who then were permanently housed) from the homelessness response system (as indicated by the increasing PIT Count numbers and HMIS data), people are becoming homeless at a higher rate than those leaving homelessness into stable settings. This, when taken into consideration with the 52% of renters who are cost burdened and 24% who are extremely cost burdened, indicates a need for more interventions to keep people from falling into homelessness in the first place. At the time of this report, there are no significant targeted homelessness prevention interventions available to Camarillo residents at a local level.

4. Capacity Alignment with Growing Service Needs
The Project H.O.P.E. team has achieved remarkable success in addressing homelessness, building on the City of Camarillo's significant investments in dedicated staffing for this critical initiative. As the program continues to evolve and expand its impact, additional staffing resources may be needed to effectively implement the comprehensive strategies necessary to meet the growing community needs and build upon the strong foundation already established. Should the City choose to apply for additional funding, stand up new programming, and/or embark on community education, all would require more staff capacity than is currently available. In their stakeholder interviews, the Project H.O.P.E. team exhibited their commitment to the work but described being pulled in different directions with their various roles and responsibilities.

5. Regional Coordination
Even with recent collaborative efforts, there are more opportunities that the City can pursue to enhance their reach and services. The County of Ventura applauded Camarillo’s recent commitment to joining HMIS but indicated that there are additional County resources on which the City could capitalize.

Countywide resources, such as domestic violence services, the Area Agency on Aging, community intervention courts, etc. were mentioned, and other regional partners indicated their eagerness to further engage with the City. This collaborative model can also help to increase funding opportunities while expanding the scope of services available to community members.

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6. Community Buy-In
Despite some evident support from the community at large, there were several instances in which residents expressed their concern about increasing services to people experiencing homelessness. Common misconceptions, like an increase in programming will lead to more people experiencing homelessness moving to Camarillo, that most people who are experiencing homelessness are service resistant, and concerns around Housing First20, were relayed by some respondents. Ongoing community education that seeks to dispel misconceptions and share progress will be important to achieve community buy-in.

20 Housing First is an approach to serving people experiencing homelessness that recognizes a homeless person must first be able to access a decent, safe place to live that does not limit length of stay (permanent housing), before stabilizing, improving health, reducing harmful behaviors, or increasing income.

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Homelessness Strategic Planning Activities
Stakeholder Feedback
Community Input Session
LDC, in partnership with the Project Team, planned and hosted a Community Input Session on December 5, 2024. A brief timeline of events is detailed below (including rescheduling due to earlier wildfires).
• 11/7/24: Email notification sent to listserv for Community Input Session #1 • 11/18/24: Notification of postponement due to fires, detailing new anticipated date of 12/5/24
• 11/20/24: Original date of Community Input Session #1 • 11/22/24: Social media posts for new date
• 12/3/24: Social media reminder; email reminder
• 12/5/24: Social media reminder
• 12/5/24: Community Input Session #1
The first Community Input Session was held at the Camarillo Library and was open to the public. Various notification strategies were employed, including event information posted on the City of Camarillo’s website, social media platforms, Cablecast Channel, email listserv, etc. Targeted outreach was also performed to ensure people from Camarillo with lived experience of homelessness were aware.

A total of 37 individuals signed the sign-in sheet, but it is estimated that at least 50 people were in attendance overall. The beginning of the session highlighted the City’s current homelessness landscape and the purpose of the event.

Attendees were welcomed to ask questions of the full group prior to breaking into designated “table topics” to ensure the community could have more targeted conversations related to their questions and concerns. Table topics included the following:
• Interim & Permanent Housing
• Homelessness Prevention
• Homelessness Services
• Community Input Survey
Topic experts were strategically placed at each table to ensure meaningful and thorough conversations, along with note takers to collect feedback. Notes were

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reviewed and are discussed in the “Aggregated Community Feedback” section below.

Focus Groups & Interviews
An additional 50 individuals were solicited for strategic feedback through focus groups and interviews in the first quarter of 2025. In most cases, feedback was collected in an online focus group format via informant type, with a smaller cohort who were interviewed individually due to availability or the need for more focused conversations. The following categories served as focus groups.

Table 21. Focus Group Informant Types & Participants

INFORMANT TYPE PARTICIPANTS
City Staff Community Development, Code Compliance,
Water Reclamation, Streets, Stormwater
Project H.O.P.E. Ventura County Sheriff's Office, Ventura County Behavioral Health, Ventura County Health Care
Agency, City of Camarillo
County/ Regional Partners Food Share, RAIN, Camarillo Community Church, hospital systems, PVSD, Interface, Calvary Nexus,
Camarillo Health Care District
Business Community Old Town Association, WVCBA, Ventura Investment, La Posas Plaza21
Public Sector Services Workforce Development, Turning Point, CoC, Area Housing Authority, United Way of Ventura County,
Lutheran Social Services, Mercy House, Gold Coast
Veterans, V.C. Healthcare Agency, Autism Ventura

Elected and appointed officials were offered 1:1/ 1:2 interviews, with the following interviews taking place:
• Tom Murphy, Planning Commissioner; Tony Trembley, Councilmember • Kevin Kildee, Mayor; Susan Santangelo, Councilmember
• David Tennessen, Vice Mayor; Martina Martinez-Bravo, Councilmember • Greg Ramirez, City Manager; Carmen Nichols, Assistant City Manager; Eric Tennessen, Police Commander
Views and feedback from these sessions were analyzed and summarized by key themes and are discussed in the “Aggregated Community Feedback” section below.

21 After several failed attempts at scheduling a focus group, a brief survey tailored to the business community was sent to business partners to collect their feedback.

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Aggregated Community Feedback
When asked about strengths in Camarillo’s current homelessness response, the following were mentioned:

1. Compassionate Approach: The City’s current response prioritizes a person- centered approach, ensuring that efforts to support people experiencing homelessness are backed by best practices and inclusive of individualized services and supports, depending on the needs of the person experiencing homelessness.

2. Strong Local Partnerships: The City has facilitated collaboration with many local partners, including nonprofits, faith-based organizations, and behavioral health programs to maximize the services offered to those experiencing homelessness in their community.

3. Political Will: The City Manager’s office and City Council are actively engaged, providing political support and resources to address homelessness.

4. Effective Outreach: The Project H.O.P.E. Team is multidisciplinary, including law enforcement, behavioral health, social workers, etc., creating a strong presence that can address both the immediate and long-term needs of those experiencing homelessness. The team is well informed and provides connections to local and regional resources whenever possible.

5. Community Trust and Support: Law enforcement involvement in Project H.O.P.E. is reassuring to many community members, and faith-based organizations and other local service providers are dedicated to providing continuous support.

6. Program Implementation: Interventions such as the motel voucher program have shown to be very successful and sought after by people in Camarillo who are experiencing homelessness. This emphasis on non- congregate housing options shows a dedication to best practices and an understanding of client preferences.

7. Balanced Approach to Homelessness: Many in the community appreciated the balance the City has struck with the prioritization of legal compliance and community safety while also ensuring that resources and supports are offered to individuals experiencing homelessness.

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8. Data Compliance: The City actively participates in the PIT Count and has recently become a participating entity in the CoC’s HMIS. Additionally, Project H.O.P.E. has a regularly updated by-name-list of those experiencing homelessness within their community and has established personal relationships with most of those experiencing homelessness on the streets of Camarillo.

When asked about gaps in the City’s current homelessness response, the following themes were most commonly mentioned:

1. Funding and Sustainability: Community members mentioned the lack of stable and renewable funding options for interventions that have proven to be successful (such as the motel voucher program and Project H.O.P.E.), stating an overreliance on temporary funding. Many mentioned the difficulties in securing grants and/or financing from state and federal sources. Additionally, any efforts to scale-up programs would require more staff, and, in turn, necessitate more sustainable funding streams.

2. Lack of Affordable and Permanent Housing: Insufficient low-income and/or permanent housing options, especially when paired with a competitive rental market, make it difficult for people to access the types of housing they need. The community also mentioned the lack of interim housing options for people experiencing homelessness, requiring them to relocate to other localities to get the necessary support.

3. More Services and Supports: Many residents called out the high rates of vehicular homelessness, which requires a unique service approach compared to what is required to support people living in tents or makeshift structures. Others mentioned difficulties that can come with accessing services at the County level, citing the time it takes and/or the savviness required to navigate the system. Additionally, insufficient resources were cited for people who need mental health supports, and the significant need for wraparound case management even after individuals are housed was called out.

4. Prevention and Early Intervention: Residents mentioned the limited resources available for prevention of homelessness, such as rental assistance and/or eviction prevention. Respondents recommend stronger partnerships with workforce development and employment services to

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assist with increasing at-risk households’ income and better coordination with legal services (e.g., expungement services).

5. Collaboration and Coordination: While many partnerships exist on a local level, calls for even deeper coordination and collaboration with homelessness-adjacent resources (e.g. faith-based organizations, disability services, etc.) were shared. While there is a willingness to collaborate on a more regional scale, informants shared that formal partnerships have yet to be established or reinforced. Calls for joint planning efforts were made, asking for the City to bring together nonprofits, faith-based organizations, upstream services (e.g. health services, disability services), and County agencies into joint strategic planning to ensure all entities are working toward shared goals.

6. Infrastructure and Land Use Challenges: Community members discussed the limited amount of City-owned land for housing development use, as well as barriers in Accessory Dwelling Unit (ADU) policies that prevent easier expansion of housing options. Service providers also cited resistance from motels/hotels to formalizing agreements for temporary housing. Various regulatory practices can be more efficient to expedite interim housing and supportive housing approvals.

7. Community Pushback and Resource Constraints: Respondents shared that the City often faces community resistance to homelessness initiatives; in several instances, community members said that the RVs are an eyesore and worried that increasing service availability would draw more people from neighboring cities experiencing homelessness. Additionally, given its size, the City has fewer resources than larger municipalities in the County.

When asked to select their top three priorities, a majority of respondents prioritized the following (in this order): 1) Expanding Housing Solutions, 2) Securing Sustainable Funding, and 3) Strengthening Outreach, Case Management, and Supportive Services. Details on this prioritization are included below.

1. Expanding Housing Solutions: Respondents highlighted the significant need for identifying and funding housing options, with the typologies spanning the spectrum—tiny homes, master leasing, permanent supportive housing, interim housing, general affordable housing—to meet the various needs of the community. Community members also discussed

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incentivizing housing development by streamlining zoning processes and removing unnecessary regulatory barriers. Specific call outs for housing for subpopulations were made, requesting supports for populations like seniors, women, children, and individuals with behavioral health needs.

Lastly, community members mentioned the need to address RV homelessness, the primary form of homelessness within the City.

Suggestions including designated safe parking and/or alternative housing solutions were given.

2. Securing Sustainable Funding: Ensuring financial stability for currently existing programs (e.g., the motel voucher program) was important for many stakeholders, guaranteeing continuity of care for those already enrolled. Outside of funding existing programs, many cited the need to explore additional funding sources not yet procured to expand services, whether those sources be local, state, or federal in nature. A call for additional funding to provide rental and deposit assistance was given, and community members asked the City to consider new funding mechanisms, such as master leasing or leveraging Community Development Block Grants (CDBG) through the CoC.

3. Strengthening Outreach, Case Management, and Supportive Services:

While almost every stakeholder praised Project H.O.P.E. for their dedication and significant success, many still indicated a need for expanded case management and access to resources, with some mentioning the need for additional outreach that is not led by law enforcement. As case loads increase, respondents shared the need to be able to both support those on the streets and serve those in interim housing (and the challenges of doing both with the limited case management infrastructure). Improved access to behavioral health services, including mental health and substance use treatment, was mentioned, with calls for more services to be field-based rather than clinic-based. Enhanced coordination with local and regional stakeholders was highlighted by respondents with the purpose of improving linkages to services and supports. Respondents also highlighted the need for a stronger community engagement strategy to educate the public and reduce misinformation, and a petition was made for the creation of more prevention programming, such as rental assistance or job training.

Additional considerations for the community’s top priorities include:

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• Establishing a dedicated homelessness department within the City with full-time staff
• Incorporating goals and timelines into the Strategic Plan to track progress • Focusing on Whole Person Care to ensure that support services are provided in tandem with housing
• Balancing community concerns and public perception while implementing proven solutions to addressing homelessness Community Input Survey #1
To ensure a Homelessness Strategic Plan tailored to the community, a Community Input Survey #1 was created and posted to the City’s website. The survey went live on December 6, 2024 and stayed open through February 7, 2025 (for a total of 63 days). This 11 question survey was made available on the City’s Addressing Homelessness webpage (posted 12/6/24), posted on the Cablecast Channel (added 12/11/24), added to the Alert section and marquee on the City’s homepage (added 12/11/24), emailed to a City-managed listserv (sent 12/13/24), posted on Instagram (12/6/24, 12/14/24, 1/4/25, and 1/30/25), and advertised at a City Council meeting (1/22/25). The survey closed with a total of 92 responses collected.

Feedback Received
Question 1: With which public group do you most associate? Of the 92 responses, 74 (80%) identified as General public, 9 (10%) identified as Public sector, 4 (4%) identified as Private sector, 4 (4%) identified as Non-profit/ non-governmental, and 1 selected Other.

Question 2: How would you categorize your housing situation? The majority of respondents identified as stably housed 83 (91%), while 5 (5%) identified as unstably housed and 3 (3%) identified as unhoused.

Question 3: What services are effectively addressing homelessness in the City of Camarillo?
The service that received the highest number of votes was Food Services with 40, followed by Street Outreach with 31, Supportive Housing/ Rental Assistance/ Housing Subsidies with 30, and Homelessness Prevention and Other with 25 each.

The three services with the fewest votes were Education with 7, Storage Facilities with 4, and Pet Services with 2. Of those that selected Other, write-in responses primarily focused on the need to build more housing in general, zoning regulations, police, Project H.O.P.E., or various iterations of “I don’t know”.

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Figure 5. Community Input Survey: Effective Services

Question 4: What general services are missing or need to be expanded to people experiencing homelessness throughout the City of Camarillo? The service that received the highest number of votes was Supportive Housing/ Rental Assistance/ Housing Subsidies with 41, followed by Shelter Services, Interim Housing with 37, Client Health Services with 33, and Employment Assistance/ Job Training with 32. The three services with the fewest votes were Transportation Services with 12, Pet Services with 12, and Storage Facilities with 7. Of the 14 that selected Other, write-in responses primarily focused “None of the above” or various iterations of “I don’t know”.

40 31 30
25 25 23
20 19
14 10 10
7 4 2
0 5
10 15
20 25
30 35
40 45
Food ServicesStreet Outreach
Supportive Housing, Rental…Homelessness Prevention
Other
Shelter Services, Interim Housing
Client Health Services
Case Management and Supportive…
Employment Assistance/ Job Training
Client Hygiene
Transportation Services
Education
Storage Facilities
Pet Services

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Figure 6. Community Input Survey: Effective Services

Question 5: What are the greatest strengths in the city-wide approach to addressing homelessness? Please describe. (3 sentences max) A large number of respondents highlighted Project H.O.P.E. and its collaboration with community partners, such as St. Vincent de Paul, Many Meals, RISE, and the RAIN project. Alongside Project H.O.P.E., the community touted the City’s police and enforcement teams for their balanced approach of providing outreach while also maintaining public safety. Their appreciation for the City Council’s responsiveness—listening to residents, gathering input through surveys such as these, and taking a strategic approach—was repeated throughout.

Many respondents highlighted needs and gaps that will be discussed in the next question (such as the need for more low-income housing or the importance of job opportunities), while others suggested that there were no strengths, stated that they didn’t know of the City’s approach and therefore couldn’t answer, or praised the minimization of homeless services available within the City.

Question 6: What are the biggest challenges in the city-wide approach to addressing homelessness? Please describe. (3 sentences max) Challenges identified by the community fall under seven main themes: 1) Lack of Affordable Housing & Resources, 2) Mental Health & Substance Use Concerns, 3) Public Transportation & Accessibility, 4) Public Safety & Community Impact, 5) Services & Supports, 6) Coordination & Communication, And 7) Employment & 41 37
33 32
27 23
20 18
15 14 14 12 12
7 0
5 10
15 20
25 30
35 40
45 Supportive Housing, Rental…
Shelter Services, Interim Housing
Client Health Services
Employment Assistance/ Job Training
Homelessness Prevention
Client Hygiene
Case Management and Supportive…
Street OutreachFood Services
Education
Other
Transporation Services
Pet Services
Storage Facilities

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Economic Challenges. Given the open-ended nature of the question, respondents were able to mention several themes in one response. - Lack of Affordable Housing & Resources: Respondents cited the insufficient affordable and low-income housing options, high costs of living and rent, limited access to Section 8 housing choice vouchers and other assistance programs, and the need for more transitional housing options. - Mental Health & Substance Use Concerns: The community highlighted inadequate mental health and substance use services, perceived difficulty in getting unhoused individuals to accept help/ treatment, and the need for more rehabilitation and intervention programs. - Public Transportation & Accessibility: Limited public transportation options make it difficult to access jobs and services, adding additional barriers for those without vehicles to reach the necessary resources. Overall, there is a desire for improved infrastructure to connect people with services. - Public Safety & Community Impact: Respondents shared concerns about safety, crime, and drug-related issues, holding mixed views on the need to balance compassion and maintain public order.
- Services & Supports: Respondents were divided when considering funding needs. Many stated concerns that expanding services and supports may attract more people experiencing homelessness to Camarillo from other locations, while others called for additional services and supports to fully meet the current needs of those already residing in Camarillo. - Coordination & Communication: Residents mentioned the need for better coordination between agencies, non-profits, and City programs, leading to misinformation and a general lack of awareness about available resources. The community called for clearer public communication on the City’s efforts and programs.
- Employment & Economic Challenges: Community members reported a lack of job opportunities for those with low incomes, the rising costs of living that make it harder to sustain stable housing, and the need for job training and employment assistance programs.

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Question 7: What are some of the most significant barriers that you perceive people experiencing homelessness face that prevent them from accessing services? (3 sentences max)
Survey respondents highlighted many perceived barriers for people experiencing homelessness, with mental health concerns and substance use disorders being the most frequent submission, closely followed by a lack of knowledge and accessibility of services and an overall lack of affordable housing. Social stigma and fear of judgement, discrimination, and/or police law enforcement/ government interaction were also mentioned, along with a lack of transportation resources. Finally, financial and employment barriers and systemic and structural barriers (e.g., service eligibility requirements, strict regulations, long waitlists) were also noted.

Question 8: What are the most immediate solutions that should be implemented in the city-wide approach to addressing homelessness? Please rank in ascending order, with 1 being the highest priority.

The table below shows how respondents ranked the potential solutions, with 1 being the highest priority and 8 being the lowest priority.

Table 22. Community Input Survey: Immediate Solutions
1 Increase the units available to people experiencing homelessness (including development of affordable and permanent supportive housing, masterleasing, landlord engagement, etc.)
2 Target solutions for key subpopulations experiencing homelessness (e.g. older adults/ seniors; DV survivors; people with disabilities; Transitional-Age Youth [18-24]; Veterans; etc.)
3 Expand mental health and substance use services
4 Expand housing supports, rental assistance, subsidies, and vouchers 5 Expand homelessness street outreach services
6 Increase interim housing/ shelter capacity
7 Strengthen cross-sector and cross-jurisdictional coordination 8 Other/ None of these22

Question 9: What do you believe is the role of the City in addressing homelessness within the community?
Respondents identified the City addressing housing solutions as the most pressing need, calling for zoning reform, housing development, etc. This was closely

22 It should be noted that “Other/ None of these” was added as an option on 1/2/2025 in response to three individuals’ write-in responses on Question 11 stating that they felt forced to rank solutions with which they disagreed. At that point, 40 individuals had already responded to the survey.

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followed by coordinating services and partnerships with an emphasis on collaboration with the county, state, and nonprofits and increasing mental health and substance use support. Managing public safety and law enforcement (e.g. crime prevention and enforcement of ordinances), increasing public awareness of services and ways for the community to help, and preventing people from becoming homeless in the first place were also mentioned. Lastly, it’s important to note that there were diverging views related to the City’s overall role in addressing homelessness—many believe that the City should be leading this effort, while others argued it should focus on enforcement and leave the issue to the county/state to address it.

Question 10: What role do you believe you have in ending homelessness in the City of Camarillo?
When asked about their own role in ending homelessness, the most common response related to direct assistance, such as volunteering, making donations, or helping individuals experiencing homelessness, closely followed by advocating and supporting relevant policies, such as zoning reform, voting for City officials based on their stances on homelessness, and supporting mental health and/or social services, with many stating that they already work in such roles. Financially contributing by paying taxes, staying informed of available services and educating others, providing housing supports by renting to low-income households or accepting Section 8 Housing Choice Vouchers, and maintaining public safety by reporting issues to the police were additional themes. Finally, many indicated that they do not have any role in ending homelessness, with some citing that homelessness is unsolvable, some indicating that they can’t help due to their own personal circumstances, and others mentioning that the City is already spending too much funding toward this issue.

Question 11: Is there anything else you’d like to share? Please describe.

Less than half of the total survey respondents answered Question 11, so responses varied, and no predominate themes emerged. Many took this opportunity to emphasize answers they’d already provided, such as the need for targeted solutions, increasing housing solutions, preventing people from experiencing homelessness in the first place, addressing mental health and substance use, educating the community for a better understanding, and maintaining public safety. A few individuals called for increased transparency regarding how taxpayer money is spent on homelessness programs, with some expressing skepticism about the effectiveness of current efforts. People

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continued to question the ability to ever fully end homelessness, especially considering that those experiencing homelessness might not be receptive to help or change. Finally, respondents again expressed concerns that the City might “become a magnet” for homelessness should services continue to expand.

Community Input Survey #2
To further capture community perspectives, the City conducted a second survey as part of the strategic planning process. The survey was open through June 2025 and received 82 responses from residents, including stably housed and unhoused individuals, members of the private sector, and the general public.

Strengths Identified
Respondents most frequently highlighted:
• Strong partnerships between the City and community organizations • Effective outreach and service delivery through Project H.O.P.E. and the motel voucher program
• Active engagement by elected officials in addressing homelessness Several open-ended responses reinforced these points, with many noting the visible role of local law enforcement, Project H.O.P.E., and faith-based partners in maintaining both safety and support.

Gaps Identified
Commonly cited gaps included:
• The ongoing shortage of affordable and permanent housing • Limited sustainable funding to support long-term efforts • Insufficient coordination across systems and lack of a long-term strategy Respondents also raised concerns around communication, the need for additional behavioral health and substance use services, and growing challenges related to unsheltered homelessness, particularly among vehicle dwellers.

Community Recommendations
To address these issues, respondents suggested:

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• Expanding affordable, supportive, and transitional housing options • Increasing access to mental health and substance use treatment • Establishing mobile outreach or one-stop service centers • Providing supports for people with pets and preventing evictions due to financial hardship
• Enhancing transparency and communication about City efforts Ongoing Engagement
Several participants provided contact information to receive updates and expressed interest in attending future community meetings.

Overall, findings from Community Input Survey #2 reinforced themes from other engagement activities, underscoring housing expansion, sustainable funding, and system coordination as critical priorities for Camarillo’s homelessness response.

Lived Experience Survey
To ensure a Homelessness Strategic Plan based on community needs identified by those with the most expertise, a Lived Experience Survey was created and completed by people currently experiencing homelessness through the Project H.O.P.E. team. The surveys were completed in early 2025, with a total of 40 responses, almost 50% of the 2024 PIT Count, collected.

Questions focused on their demographics, experiences with homelessness, housing and services they’d be interested in accepting, and their opinions on whether the City’s current approach to homelessness is working. Participants had the option of selecting “Don’t want to answer” for each question, ensuring that responses were voluntary.

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Question 1. Age
Figure 7. Lived Experience Survey: Age

Twenty-four respondents (60%) were 55 years-of-age or older, emphasizing the need for targeted interventions for seniors and older adults. None of those surveyed were under the age of 23.

Question 2. First Time Experiencing Homelessness
Figure 8. Lived Experience Survey: First Time Experiencing Homelessness

7, 17%
8, 20%
16, 40%
8, 20%
1, 3%
23-35 36-50 55-65 65+ Refused to Answer
12, 30%
28, 70%
No Yes

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Twenty-eight respondents (70%) indicated that this was their first time experiencing homelessness, while 12 (30%) stated that they’d experienced homelessness before this episode.

Question 3. How long have you been experiencing this episode of homelessness?
Figure 9. Lived Experience Survey: Episodic Timeline

Only 7 of the 40 interviewed (17%) had been experiencing homelessness for less than 1 year, leaving the remaining 33 (83%) as having experienced a longer time homelessness. Twenty-two of those interviewed (55%) had been experiencing homelessness for more than three years, showcasing the need for best practice interventions for the chronically homeless population.

7, 17%
11, 28%
22, 55%
Less Than 1 Year 1-3 Years More Than 3 Years

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Question 4. What would you consider the primary cause of your homelessness? Figure 10. Lived Experience Survey: Primary Cause of Homelessness

As demonstrated in the figure above, there was a broad range of reasons people identified as their primary cause of homelessness. The two top reported reasons were divorce/ separation (6 respondents, 15%) and lack of affordable housing (6 respondents, 15%), closely followed by job loss with 5 responses (12.5%). Lack of employment opportunities and medical concerns each got 3 votes (7.5% each). The COVID pandemic, landlords, mental health, fraud, and argument w/ a friend or family member who asked them to move out received 2 votes each (5% each), while eviction, family/ domestic violence, loss of housing (non-eviction), debt, and prefer homelessness were all stated once as a primary cause of homelessness (2.5% each).

6 6
5 3 3
2 2 2 2 2
1 1 1 1 1
0 1
2 3
4 5
6 7
Lack of Affordable Housing
Divorce/ Separation
Job Loss
Lack of Employment Opportunities
Medical concern/ Illness
COVIDLandlord
Mental Health
Fraud
Argument with Family/ Friend Who…
Eviction
Family/ Domestic ViolenceLost Housing (Non Eviction)
Debt
Prefer It

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Question 5. What type of dwelling do you sleep in?
Figure 11. Lived Experience Survey: Dwelling

Of the 40 responses, 28 (70%) listed their current dwelling type as a vehicle, aligning with the PIT Count’s high estimation of vehicular homelessness. Eleven respondents (27%) did not want to answer or left it blank, while 1 individual (2.5%) stated that they currently sleep on the ground and/or have no shelter.

Question 6. What is your race? (Choose all that apply)
Figure 12. Lived Experience Survey: Race

When asked about race, 30 individuals (75%) stated that they were white, significantly outnumbering other race identifications. Four individuals (10%) 28, 70%
11, 27%
1, 3%
Vehicle Don't Want to Answer/ Blank Ground/ No Shelter
3, 7%
4, 10%
2, 5%
2, 5%
1, 2%
30, 71%
American Indian or Alaska Native Asian
Black or African American Don't Know/ Don't Want to Answer Native Hawaiian or Pacific Islander White

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identified as Asian, and 3 (7.5%) identified as American Indian or Alaska Native.

Two individuals identified as Black or African American (5%), and 2 said they didn’t know or didn’t want to answer (5%). One individual identified as Native Hawaiian or Pacific Islander. This question allowed individuals to select all that apply; thus, the total number of responses to this question is greater than 40.

Question 7. What is your ethnicity?
Figure 13. Lived Experience Survey: Ethnicity

When asked about their ethnicity, 27 respondents identified as Non- Hispanic/Latino/x (67%), while 10 identified as Hispanic/Latino/x (25%). One individual did not know (2.5%), and 2 did not want to answer (5%).

10, 25%
27, 67%
1, 3% 2, 5%
Hispanic/Latino/x Non-Hispanic/Latino/x Don't Know Don't Want to Answer

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Question 8: Regarding gender, how do you identify?
Figure 14. Lived Experience Survey: Gender

When asked about their gender identification, 24 identified as a man (60%), 15 identified as a woman (37%), and 1 identified as a “Trans male” (2.5%).

Question 9: Have you served in the Armed Forces?
Figure 15. Lived Experience Survey: Armed Forces

98% of respondents (39 individuals) said they had not served in the armed forces, while 1 respondent stated that they had (2.5%). 24, 60%
15, 37%
1, 3%
Man Woman Trans-Male
1, 2%
39, 98%
Yes No

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Question 10: Did you experience any of the following characteristics that may indicate a developmental disability, including autism? (Choose all that apply) Figure 16. Lived Experience Survey: Developmental Disability Indication

After consultation with Autism Ventura, a question was added to the survey to get a deeper understanding of the levels of need people experiencing homelessness might have, particularly regarding developmental disabilities, including autism. Questions were written to make it easier to identify challenges individuals might face rather than specific diagnoses, as many may not know or understand their diagnosis.

While 25 individuals said none of the characteristics described their experiences (63%), the remaining 10 individuals (25%) identified at least one characteristic as describing them, with many selecting more than one, and 5 individuals (12.5%) selecting that they weren’t sure. Seven (18%) said they have repetitive behaviors or routines that are difficult to change, closely followed by those who selected said that they have challenges in social interactions or building relationships with 5 (12.5%). Four individuals (10%) stated that they feel overwhelmed by sounds, lights, or textures, and 4 (10%) also reported having difficulty managing daily tasks independently. Lastly, 2 individuals (5%) identified having difficulty with communication, such as understanding or using language, and 2 (5%) stated that they had an IEP, 504 Plan, or Behavior Plan when they were in school. This 25 7
5 5 4 4
2 2
0 5
10 15
20 25
30 None of the Above
Have Repetitive Behaviors or…
Have Challenges in Social…
I'm Not Sure
Feel Overwhelmed by Sounds,…
Have Difficulty Managing Daily Tasks…Have Difficulty with Communication,… Had an IEP, 504 Plan, or Behavior…

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question allowed individuals to select all that apply; thus, the total number of responses to this question is greater than 40.

Question 11: Do you have a partner or family member that lives here with you? Figure 17. Lived Experience Survey: Live-In Family

When asked if the respondents had partners or family members that lived with them in their dwelling, 13 (32%) said that they did, while 27 (68%) said that they did not. This indicates the need for various housing typologies that can align with the needs of both families and single adults.

Question 12. Do you have any pets?
Figure 18. Lived Experience Survey: Pets

13, 32%
27, 68%
Yes No
17, 42%
23, 58%
Yes No

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When asked about their pets, 17 (42%) said that they had pets, while 23 (58%) said they did not have pets, indicating that interventions must be accommodating to all, including accommodations for pets.

Question 13. What kind of shelter would you be interested in? Figure 19. Lived Experience Survey: Shelter

When asked about the type of shelter they’d be interested in, 6 individuals (15%) said that they’d be willing to accept any shelter options available to them, while 13 individuals (32%) said they’d accept shelter options that were specifically non-congregate, meaning that they would have their own private sleeping arrangements. Fifteen individuals (38%) said they were not interested in any shelter options, while 6 (15%) said they didn’t know or didn’t want to answer.

6, 15%
13, 32%
15, 38%
6, 15%
Any Non-Congregate None Don't Know/ Don't Want to Answer

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Question 14. What kind of permanent housing would you be interested in? Figure 20. Lived Experience Survey: Permanent Housing

The majority of respondents stated that they’d accept any form of permanent housing (19, 47%), listing examples of apartments, condos, senior housing, etc. In their descriptions, several were intentional to list options that would accommodate their pets and/or their family members. Many also indicated that they wanted permanent housing that would be safe. Eleven respondents (27%) indicated that they’d want something as long as it was affordable, citing examples such as Section 8 vouchers, low-income housing, rent-to-own, etc.

Four people (10%) specifically stated that they’d want private housing, which aligns with their responses in Question 13. Of the 15 individuals that indicated they weren’t interested in any type of shelter in Question 13, only 5 (13%) said they weren’t interested in permanent housing options. This indicates that Camarillo’s homeless population is more likely to accept and maintain permanent housing than more temporary solutions, such as congregate shelter or interim housing. One respondent said that they did not know.

The following questions relate to the individual’s health and wellness.

Respondents were asked to rate how much these impacted their life, with 1 being a little and 5 being a lot.

19, 47%
11, 27%
4, 10%
5, 13%
1, 3%
Any Affordable Private None Don't know

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Question 15. Chronic Health Conditions
Figure 21. Lived Experience Survey: Chronic Health Conditions

When asked how chronic health conditions impacted their daily lives, 16 respondents (40%) said they were not impacted at all. Seven individuals (17.5%) said they were impacted a little (ranking first or second), while 6 (15%) said they were impacted somewhat (ranking a three). Eleven (27.5%) stated that chronic health conditions impacted them significantly (ranking a four or five).

16 5
2 6 6
5 0
2 4
6 8
10 12
14 16
18 0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 16. Physical Disabilities
Figure 22. Lived Experience Survey: Physical Disabilities

When asked how physical disabilities impacted their daily lives, 17 respondents (42.5%) said they were not impacted at all. Twelve (30%) indicated that their lives were impacted a little (ranking a one or two), while 3 (7.5%) indicated that their lives were impacted somewhat (ranking a three). Eight individuals (20%) stated that their lives were significantly impacted by physical disabilities (ranking a four or five).

17 6 6
3 4 4
0 2
4 6
8 10
12 14
16 18
0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 17. Developmental Disabilities
Figure 23. Lived Experience Survey: Developmental Disabilities

When asked about the impacts of developmental disabilities on their every day lives, 29 respondents (72.5%) said that they were not impacted at all. Four individuals reported a little impact (ranking a one or two), while 3 (7.5%) reported being impacted somewhat (ranking a three). Four individuals (10%) reported significant daily impact from developmental disabilities (ranking a four or five).

29 2 2 3
1 3
0 5
10 15
20 25
30 35
0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 18. Mental Health
Figure 24. Lived Experience Survey: Mental Health

When asked how their mental health impacts their daily lives, 22 individuals (55%) stated that they were not impacted at all. Six individuals (15%) reported a little impact on their day-to-day lives (ranking a one or two), and 5 (12.5%) reported mental health impacting them somewhat (ranking a three). Seven respondents (17.5%) reported that mental health significantly impacts their daily lives (ranking a four or five).

22 2
4 5
1 6
0 5
10 15
20 25
0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 19. Substance Use
Figure 25. Lived Experience Survey: Substance Use

When asked about the impact substance use has on their daily lives, 33 individuals (82.5%) stated that it had no impact at all. Six respondents (15%) indicated that it impacted them a little (ranking a one or two), while no one stated that it impacted them somewhat (ranking a three). Only 1 individual (2.5%) reported a significant impact on their daily life (ranking a four or five).

33 3 3
0 1 0
0 5
10 15
20 25
30 35
0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 20. Violence
Figure 26. Lived Experience Survey: Violence

When asked about the role violence plays in their everyday lives, 34 individuals (85%) indicated that it had no impact on them whatsoever. Three individuals (7.5%) stated that violence impacts their life a little (ranking a one or two), and 1 person (2.5%) indicated that it impacted their life somewhat (ranking a three).

Two people (5%) stated that violence was impacting their lives in a significant way (ranking a four or five).

34 3
0 1 2
0 0
5 10
15 20
25 30
35 40
0 (Not at all) 1 (A little) 2 3 (Somewhat) 4 5 (A lot)

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Question 21. What are other unmet needs you have?
Figure 27. Lived Experience Survey: Unmet Needs

Basic Needs, including things like housing and/or shelter, access to food, access to hygiene services (e.g., bathrooms, showers, laundry), clothing, water, etc., was stated as the main unmet need for 19 respondents (48%). Health services, needed by four respondents (10%) included physical, mental, and dental health needs. Income included benefits and/or employment, which six (15%) listed, while financial assistance with 3 respondents (7.5%) specifically relates to budgeting, credit assistance, etc. Three individuals (7.5%) stated legal assistance, indicating the specific need for an attorney. Ten individuals (25%) didn’t list any unmet needs, and 3 (7.5%) said they didn’t know. This question was open ended, so respondents were able to share more than one unmet need; thus, the total number of responses to this question is greater than 40.

19 10
6 4
3 3 3
0 2
4 6
8 10
12 14
16 18
20 Basic Needs None Income Health
Services
Financial
Assistance
Legal
Assistance
Don't Know

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Question 22. What do you think the City is doing well regarding homelessness services?
Figure 28. Lived Experience Survey: What is the City doing well?

When asked what’s working well in the City’s response to homelessness, 14 people (35%) listed outreach as a strength of the City’s, especially outreach done through Project H.O.P.E. While some appreciated limited contact from outreach with the ability to reach out when they needed, others liked that outreach occurs frequently for them, giving them access to services and resources that they might not have otherwise. Eight respondents (20%) said that they City is not doing enough and needs to do more, some stating that it’s doing nothing at all; similarly, an additional 8 (20%) responded that they weren’t aware of anything the City was doing to respond to homelessness. Six individuals (15%) said that they think the voucher program is significant and is helping people move out of homelessness, although many still had the caveat that there should be more vouchers. Two respondents (5%) stated that they appreciated the City maintaining safety in general, while another 2 (5%) reported that they appreciated the City allowing them to park where they’ve been sleeping.

14 8 8
6 2 2
0 2
4 6
8 10
12 14
16 Outreach Need to Do More Don't Know Voucher
Program
Parking
Allowance
Safety

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Question 23. What feedback would you like to share about ways the City can improve or expand their work around homelessness?
Figure 29. Lived Experience Survey: Ways the City Can Improve

When asked what the City can improve upon in their response to homelessness, 13 individuals (33%) stated the need for more housing options, whether that be through the current voucher program, supportive housing, more affordable housing, housing options for families, access to permanent housing, and subsidized housing. Nine individuals (23%) listed safe parking, asking for options that do not give tickets (as they cannot pay them), access to campground parking at discounted rates, standard RV parking, hookups, etc. Eight individuals (20%) said they needed more access to basic needs, such as accessible restrooms, safe places to be, access to showers, mailing addresses, laundry, drop-in services, etc. Compassion was the fourth most common response with 6 individuals (15%), stating the need for community buy-in and understanding, the need for less enforcement strategies, less tickets when it’s already known that money is a problem, less discrimination from the community and local businesses, etc. Four people (10%) stated that employment pipelines and assistance was needed, while another 4 (10%) said that they were not interested in providing this feedback to the City. Health services were mentioned by 3 people (7.5%), specifically mental health services; similarly, more outreach staff was mentioned 3 times (7.5%), with specific call outs to the need for social workers/ non-police outreach case managers who have awareness of available 13 9
8 6
4 4
3 3
1 1
0 2
4 6
8 10
12 14
Housing Options
Safe ParkingBasic NeedsCompassionEmployment
None
Health Services
More Outreach Staff
Prevention
Transportation

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resources. Lastly, 1 (2.5%) listed prevention services to keep people from becoming homeless, and 1 (2.5%) listed transportation. This question was open ended, so respondents were able to share more than one unmet need; thus, the total number of responses to this question is greater than 40.

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Accessory Dwelling Unit (ADU): A secondary
housing unit built on the same lot as a primary
residence.

Affordable Housing: Housing that costs no more
than 30% of a household’s gross income, including
rent and utilities, for households with low or
moderate incomes.

Area Median Income (AMI): The midpoint
household income in a region, calculated annually
by HUD. Affordability categories (e.g., ELI, VLI) are
based on percentages of AMI.

By-Name List (BNL): A real-time, person-specific
list of individuals experiencing homelessness in a
community. Used to guide outreach, prioritization,
case conferencing, and housing placements.

Chronic Homelessness: Defined by HUD as
individuals or families with a disabling condition
who have been continuously homeless for at least
12 months, or have had at least four episodes of
homelessness in the last three years totaling 12
months.

Community Buy-In: Public understanding and
support for housing and homelessness initiatives,
achieved through education, engagement, and
transparency.

Continuum of Care (CoC): A regional planning
body recognized by HUD that coordinates
homelessness services, applies for federal funding,
and oversees system performance.

Coordinated Entry System (CES): A standardized
process used across a community to assess,
prioritize, and connect people experiencing
homelessness to housing and services based on
vulnerability and need.

Cost Burdened: A household spending more than
30% of gross income on housing costs, including
rent or mortgage and utilities.

Appendix 7: Glossary
Emergency Solutions Grant (ESG): A HUD program
that provides federal funding for homelessness
activities, including street outreach, emergency
shelter, prevention, and rapid rehousing.

Encampment: An area where individuals
experiencing unsheltered homelessness reside
in tents, makeshift structures, or vehicles, often in
public spaces.

Encampment Resolution Funding (ERF): A California
state competitive funding source that supports
local governments to resolve encampments
by moving people into interim and permanent
housing.

Extremely Low-Income (ELI): Households earning at
or below 30% of the Area Median Income (AMI).

Flexible Funds: Locally controlled funds that can be
used quickly to overcome barriers to housing, such
as application fees, deposits, or arrears.

Homeless Housing, Assistance and Prevention
Program (HHAP): A California state program
providing formula-based funding to local
jurisdictions to support homelessness prevention,
interim housing, and permanent housing efforts.

Homeless Management Information System
(HMIS): A database used to collect, track, and
report client-level data on homelessness services,
required by HUD and considered best practice for
systemwide tracking.

Housing First: An evidence-based approach
that prioritizes providing people experiencing
homelessness with permanent housing quickly and
without preconditions, with supportive services
offered but not required.

Interim Housing: Short-term housing that provides
stability while individuals or families transition from homelessness into permanent housing. Includes
motel vouchers, bridge housing, and other
temporary options.

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Lived Experience of Homelessness: The firsthand
perspective of individuals who are or have been
homeless. Incorporating these voices ensures more
responsive and equitable strategies.

Low-Income Housing: Housing affordable to
households earning at or below 80% of Area
Median Income.

Non-Congregate Shelter (NCS): Interim housing in
which individuals or families have private units (e.g., motel rooms or cabins), as opposed to shared or
dormitory-style spaces.

Not In My Backyard (NIMBY): Opposition by
community members to affordable or supportive
housing developments in their neighborhood, often
rooted in stigma or misconceptions.

Outflows from Homelessness: The number of people
who exit homelessness into stable housing or other
permanent destinations.

Permanent Housing: A housing solution intended to
provide long-term stability for households leaving
homelessness.

Permanent Supportive Housing (PSH): Long-term,
deeply affordable housing paired with voluntary
supportive services, designed for people with
disabilities or long histories of homelessness.

Point-in-Time (PIT) Count: A one-night census
conducted annually, typically in January, to
estimate the number and characteristics of people
experiencing homelessness in a community.

Positive Exit: A housing outcome in which a person
leaves homelessness for a stable, permanent
housing destination or reunification.

Prevention: Programs and strategies that stop
individuals or households from becoming homeless,
including financial assistance, mediation, and
housing stabilization.

Project H.O.P.E.: A City of Camarillo program led by
the Ventura County Sheriff’s Office and partners,
providing outreach, case management, and motel
vouchers to people experiencing homelessness.

Rapid Rehousing (RRH): A short- to medium-term
program that provides rental assistance and case
management to quickly move households from
homelessness into permanent housing.

System Performance Measures (SPMs): HUD-
defined metrics that evaluate homelessness system
effectiveness, such as length of time homeless,
exits to permanent housing, and returns to
homelessness.

Unsheltered Homelessness: The condition of living
in places not meant for human habitation, such
as streets, vehicles, encampments, or abandoned
buildings.

Very Low-Income (VLI): Households earning at or
below 50% of the Area Median Income (AMI).

Workforce Development (in Homelessness
Response): Programs that provide training,
readiness support, and employment pathways for
people experiencing or exiting homelessness, with
the goal of stability through sustainable wages.

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Understanding Inflows into and Outflows from Homelessness and Role in Achieving Camarillo’s Core Outcome
Every year, Camarillo conducts a Point-In-Time (PIT) Count of people experiencing homelessness both on the streets and in shelter. PIT count data provide a snapshot of homelessness on a single night, making it useful for assessing annual trends and informing policy guidance but is limited in showing the full scope of homelessness. In contrast, longitudinal data can track individuals over time to show duration of homelessness, flows in and out of the homelessness system, and other important trends, thus providing a more complete picture of homelessness. Longitudinal data, collected through systems like Homeless Management Information Systems (HMIS) and related By-Name-Lists, offer crucial insights into how people experiencing homelessness use services and understand their housing trajectories over time, which the snapshot-based PIT count cannot.

Point in Time vs Longitudinal Data
Feature PIT Count Data Longitudinal Data
Method Snapshot on a single night in January Tracks individuals over time Data Type Point-in-time estimate of the homeless
population
Flow of people into and out of homelessness,
duration, and service use
Scope Limited by its one-night view; can
underestimate the total number of people
who experience homelessness over a year
Provides a more comprehensive
understanding of the total population
experiencing homelessness over time
Use Case Useful for tracking annual trends and
informing policy/funding decisions
Critical for understanding the dynamics
of homelessness and system-wide
performance
Limitations Misses people who were homeless at
other times; can be influenced by specific
conditions on the count night
Historically, longitudinal data has been
sparse and limited to specific subpopulations
Examples The annual, one-night count mandated by
HUD
Enrollment and services data tracked via
HMIS and actively managed By-Name
Lists of all known people experiencing
homelessness
Appendix 8: Core Outcome

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In simpler terms, people are unfortunately falling into homelessness throughout the year, thus meaning that the number of people experiencing homelessness in the City of Camarillo during a calendar year will likely be higher than the PIT Count data collected in January. And a subset of this cohort is also being housed throughout the year. As such, it is important that Camarillo’s homelessness planning looks at the flow of people falling in and exiting out of homelessness across the year versus only using its PIT count in order to track its success. This is tracked via the continuous tracking of inflows and outflows:
• Inflow represents residents who have newly lost housing and enter/re-enter homelessness (including those that were inactive/missing but become active again). • Outflow largely represents residents who move into permanent housing. A smaller subset of outflow can include those who pass away or become inactive/missing. This document and modelling focusses on housing placements when outflow is discussed.
• When outflows from homelessness into permanent housing exceed the inflow of people becoming homeless or re-entering homelessness, homelessness declines. - This means that reducing inflows via prevention programs and increasing outflows via an increase in the number of permanent housing placements (and decreasing time to do so) will ensure that the number of people who are actively homeless will be reduced.

Visualizing Inflows, Actively Homeless, And Outflows throughout the Year Adapted from “Community Solutions, Urban Institute Partner to Understand Inflow into Veteran Homelessness,” by Community Solutions, 2020 (November 16), Community Solutions (https://community.solutions/research-posts/research-community-solutions- urban-institute-partner-to-understand-inflow-into-veteran-homelessness/)

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Reducing Homelessness and Increasing Permanent Housing Placement in the Next 5 Years
Between Year 1 and Year 5, Camarillo seeks to support approximately 158 residents to secure permanent housing, including those currently unhoused and those who may newly experience homelessness. This can be done by housing between 28 to 35 residents each year and would result in reducing homelessness by 67% in Year 5.

This plan shows that the City can make measurable progress by sustaining steady rehousing performance while continuing to expand prevention and affordable housing. Steady rehousing rates, if maintained, will continue to outpace new inflows into homelessness, driving a gradual and consistent reduction in total residents experiencing homelessness.

City Investments leading to Enhanced System Performance Camarillo’s current rehousing system reflects strong performance and efficient use of limited resources, and improving this to meet the likely increases in newly homeless will be possible by the enhancements included in this plan. To continue rehousing up to 40 residents each year, the City must strengthen existing systems, add housing capacity, and invest early in prevention and services as outlined in Goals 7 through 9.

As seen in the chart and graph below, modest increases in the rate of housing placements combined with stable inflows into homelessness will ensure outflows outpace new inflows into homelessness. This could result in a 67% reduction in homelessness by Year 5.

To secure these reductions, planning is critical. For example, if available housing units are fully utilized by Year 4, new supply cannot be created fast enough to sustain progress. Forecasting for future housing needs now ensures that successful housing rates in Year 1 can be maintained in Year 5 will be important.

Further, as economic uncertainty may dramatically impact inflows into homelessness, tracking prevention requirements in the community and matching investments to this need will ensure the rehousing system does not get overwhelmed by inflows.

VISUAL: ENHANCING CAMARILLO’S REHOUSING SYSTEM: ENSURING THAT OUTFLOW OUTPACES INFLOW

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Note: This modeling is based on current conditions including the number of people currently experiencing homelessness (including those unsheltered and sheltered) as well as estimated via 2025 housing placement rates.

This model also assumes that there will be only a modest increase in people becoming homeless in Years 2, 3 and 4, with inflows starting to reduce in Year 5. If inflows into homelessness increase, it will be crucial to consider expanded investments in prevention and to ensure the City’s rehousing system continues to identify efficiencies and expanded resources to meet the need. While this modelling cannot control for the many unknown conditions that can both positively and negatively impact Camarillo’s homelessness response system, it provides a North Star for which the City can aspire to reach and plan around.

Tracking Progress
To track progress against these benchmarks, Camarillo will be best served by monitoring the following closely:
• Preventing Homelessness: Track the number of people who were prevented from becoming homeless via new Prevention Program.
- This will help to identify how successful the program is at preventing inflow into homelessness.. • Tracking Inflow: Track closely the number of people entering or reentering homelessness during the year. - Entering homelessness: This will help to identify potential need to increase Prevention Program Resources
- Re-entering homelessness: This will help to identify potential need to enhance retention services for those who have moved into permanent housing.
• Tracking Outflow: Track closely the number of people exiting homelessness into permanent housing. - Tracking both increases in the number of people housed and the ratio of those housed from the number of people who experienced homelessness during the year will be critical. • Tracking Time from Homelessness to Housing: Track closely how long it is taking people to leave homelessness.
- This will help to identify potential opportunities to shorten this time by identifying bottlenecks and potential solutions. This could include more resources to secure vital documents needed for housing, need for intensive case management for long stayers, advocacy with the CoC and County for additional support for long stayers.

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• Annual Review: Track progress on the above and adjust goals based on updated data and resources. • System Building: Continue building a rehousing system that consistently improves its ability to move residents into stable housing.
- System building should look to improve both the number housed and the time to do so. • Strategic Planning: Invest early to ensure the City can build upon its current success and keep improving rehousing rates through year five and beyond.

How to Track: What is the difference between HMIS Data and By-Name-List Data
Homeless Management Information Systems (HMIS) are HUD-mandated databases that are used to track how people experiencing homelessness interact with services. However, there may be individuals who have not yet consented to have their data recorded in HMIS and/or to services, thus meaning they will be excluded from list solely generated by HMIS. Further, if someone is experiencing homelessness is being served by another program and their data is included in an HMIS project that the City does not have access to, they could be inadvertently excluded if HMIS is the only method of compiling the BNL. As such, creating and actively managing and updating a By-Name-Lists of everyone experiencing homelessness in Camarillo is proven to improve communities’ outcomes.

On an individual level, the BNL forms the basis for discussing each person via what is called case conferencing. These meetings are held with all service providers serving those in the city who are approved to discuss client level data per the HMIS or other confidentiality agreements in place. These meetings are incredibly helpful to better coordinate and drive forward with housing solutions for people.

On a systems level, the City can use updated BNL to inform system performance and even create data visualizations to track the effectiveness of its homelessness response system. By actively managing a BNL of all people experiencing homelessness in Camarillo and meeting weekly with key service providers, the City will be able to better match housing solutions with individuals, prioritize community resources, and track the state of homelessness in the community at large.

Combining the review of system performance measures via HMIS along with data captured via the City’s BNL will ensure that Camarillo is able to identify progress, barriers, resource gaps and potential solutions in collaboration with the County and other system partners.

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City of Camarillo’s Draft
Homelessness Strategic Plan
City Council: November 12, 2025

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Homelessness Strategic Plan Timeline
October
2024
HSP Project
kickoff
May-October
2025
HSP drafts,
additional
community
engagement
November
2025
HSP finalization,
ratification
March
2025
Initial goals,
strategies
drafted
October 2024-
February 2025
Data Collection:

Quantitative
analysis,
stakeholder
engagement
September
2022
Housing Element
updated to
include HSP
creation

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Strategic Plan Components
3 Where Camarillo is now
• Snapshot of Camarillo’s housing,
homelessness landscape
What is needed and how to get there
• Phase 1: Building local capacity and
alignment
• Phase 2: Scaling housing and
services

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Camarillo’s Current Homelessness Landscape
4 BY THE NUMBERS
• 2025 Point In Time - 90
• 2019 Point in Time – 30
• Unique Homeless Population
• Vehicle Dwellers – 70%
• Employment Status – Half employed to some degree
• Substance Abuse Issues – More than half
• Mental Health Issues – At least half

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Camarillo’s Current Service Delivery
5 PROJECT H.O.P.E.
• Senior Deputy - VCSO, Community Services Coordinator – Whole Person Care, Senior Management Analyst and Intern – City of Camarillo • Extensive outreach to understand needs
• Focus on partnerships and collaboration

CONSTANTLY EVALUATING SERVICE DELIVERY
• Added CSC in 2024 based on housing needs - 44 Housed WHAT DIFFERENTIATES US?
• By Name List Active Camarillo List Full Project H.O.P.E. Services

CURRENT FINANCIAL INVESTMENTS IN HOMELESSNESS
• Total $10.4 M ($7M in grants and $2.4 M in general fund) + VCSO operational costs

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Phase 1: Preparing the Landscape
6 YEAR
1 YEAR
2 • Explore establishing a renewable funding source and pursue external grants
• Reduce barriers to housing
• Expand local capacity (staffing, partnerships, Project HOPE) • Strengthen regional partnerships (CoC, County, Housing Authority, neighboring cities)
• Increase community engagement and understanding (dashboard, outreach, Council updates)
• Build data systems to drive decisions (HMIS, By-Name List, performance metrics)

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Phase 2: Reducing Homelessness
7 YEAR
3 YEAR
4 • Develop permanent housing solutions (new units, PSH, RRH/scattered-site)
• Bolster interim housing opportunities (motel-based shelter, vehicular homelessness response)
• Prevent homelessness before it begins (prevention program, preservation, shared housing)
• Establish flexible funds to reduce barriers to housing placements • Strengthen workforce development to support residents' long-term stability
YEAR
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How to Move the Needle:

Reducing Inflows, Increasing Outflows
8 • Inflows: Represents residents who
have newly lost housing and
enter/re-enter homelessness
• Outflows: Largely represents
residents who move into
permanent housing
• When outflows from
homelessness into permanent
housing exceeds inflow of
people becoming homeless/re-
entering homelessness,
homelessness declines

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9 0
10 20
30 40
50 60
70 80
90 100
Baseline Year 1 Year 2 Year 3 Year 4 Year 5
Camarillo Residents Experiencing
Homelessness
How:
• Inflows: Keep inflows
steady through
prevention
• Outflows: Increase
housing placements
each year
Core Outcome: Reduce Homelessness by Two-Thirds
in 5 Years

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Upcoming Engagement
10 • Community Implementation
Session – Early 2026
• Plan moves into action and
invites community involvement

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Recommendation
11 1. Adopt the Camarillo
Homelessness Strategic
Plan

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Camarillo City Council

AGENDA REPORT
Date: November 12, 2025
To: Honorable Mayor and City Councilmembers
From: Greg Ramirez, City Manager
Submitted by: Carmen Nichols, Assistant City Manager
Subject: FY 2024/25 Strategic Plan-Year End Progress Memorandum

BACKGROUND
Annually, the City Council evaluates performance towards the City Council’s Strategic Plan. At the February 12, 2025, City Council received a progress report on FY 2024/25 which covered the period of July 2024-January 2025 (Attachment 1). The attached report provides a progress update for the remainder of the fiscal year, through June 30, 2025 (Attachment 2).

On June 11, 2025, the City Council adopted the FY 2025/26 Strategic Plan that was modified to expand on existing goals and objectives and add new ones that were not reflected in previous plans. This change provided alignment between City Council’s expectations and major projects and work efforts already underway and those anticipated.

Current and new action strategies are proceeding, and a progress update report is expected in January 2026 in addition to the City Council’s evaluation of existing goals and objectives, as well as prioritization of new projects in preparation of budget development.

DISCUSSION
The FY 2024/25 Strategic Plan is comprised of ten goals and several objectives offering the highest quality services for the community. Progress in FY 2024/25 action strategies indicates increased productivity throughout all strategic goals with emphasis on:
Fiscal Management and the pursuit of grant funding and federal appropriations and the development of financial strategies
Community enrichment through community communications, engagement, and educational opportunities in several service areas and projects, including inclusive and accessible programs, events, and recognition opportunities

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FY 2024/25 Strategic Plan-Year End Progress Memorandum
November 12, 2025