County of Ventura

Recovery Plan 

State and Local Fiscal Recovery Funds

2021 Report

County of Ventura

2021 Recovery Plan

Table of Contents

General Overview .................................................................................................................3

Executive Summary.................................................................................................................3

Uses of Funds .........................................................................................................................3

Promoting Equitable Outcomes ...............................................................................................4

Community Engagement .........................................................................................................5

Labor Practices .......................................................................................................................5

Use of Evidence ......................................................................................................................5

Table of Expenses by Expenditure Category...........................................................................6

Project Inventory.......................................................................................................................8

Example Project .....................................................................................................................9

Additional Projects...................................................................................................................9

Ineligible Activities: Tax Offset Provision ............................................................................10
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 1

GENERAL OVERVIEW

Executive Summary 

In this section, provide a high-level overview of the jurisdiction’s intended and actual uses of 

funding including, but not limited to: the jurisdiction’s plan for use of funds to promote a response 

to the pandemic and economic recovery, key outcome goals, progress to date on those outcomes, 

and any noteworthy challenges or opportunities identified during the reporting period. See Section

C(1) on page 24 of the Reporting Guidance for additional information. 

The American Rescue Plan (ARP) Act includes $164.3 million under its State and Local Fiscal 

Recovery Fund (SLFRF) for the County of Ventura (County). The first half of the County’s award 

has been received and totals $82.16 million. The second half will arrive in 2022. The County’s

strategy for SLFRF presented in this report is conceptual in nature and subject to change pending 

finalization of guidelines in accordance with the pending Final Rule from the US Dept. of Treasury

(Treasury), internal (which includes County Department Experts) and external (which includes the

County Public Information Office, Office of Diversion, Equity, and Inclusion, Departmental 

Community Liaisons, Nonprofit Partners) community engagement, and guidance from the Board 

of Supervisors. Consistent with past federal awards, the County aims to budget and allocate funds 

to strategically address the pandemic’s numerous health, social, and economic impacts, and to 

prioritize the region’s most vulnerable communities to ensure equitable growth and recovery in 

future years. Given the temporary and changing nature of SLFRF rules, the County is following 

the lead of subject matter experts – the Government Finance Officers Association’s (GFOA) and 

National Association of Counties’ (NACo) – in terms of guiding principles. The County will employ 

a measured approach in utilizing SLFRF resources, and an equity lens in the areas of 

demographics, regionality, and socioeconomic status as part of its overall federal framework. This 

report provides a preview of the County process.

Uses of Funds

Describe in further detail your jurisdiction’s intended and actual uses of the funds, such as how 

your jurisdiction’s approach would help support a strong and equitable recovery from the COVID19 pandemic and economic downturn. Describe any strategies employed to maximize 

programmatic impact and effective, efficient, and equitable outcomes. Given the broad eligible 

uses of funds and the specific needs of the jurisdiction, explain how the funds would support the 

communities, populations, or individuals in your jurisdiction. Address how you are promoting each 

of the following Expenditure Categories, to the extent they apply. 

Where appropriate, include information on your jurisdiction’s use (or planned use) of other federal 

recovery funds including other programs under the American Rescue Plan such as Emergency 

Rental Assistance, Housing Assistance, and so forth, to provide broader context on the overall 

approach for pandemic recovery.

This section provides a preliminary framework for County SLFRF priorities. The County will 

continue its philosophy of focusing on programmatic investments that benefit historically 

marginalized and disenfranchised communities. Our goal for pandemic recovery is to achieve 

equitable relief by eliminating disparities so our diverse populations also benefit from the positive 

transformational change into the fabric of our policies and way we serve our residents. Over the 

past 18 months, the County has shown strategic leadership in making an equitable and inclusive

recovery a top priority. To date, the County has spent over $180 million in federal recovery 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 2

revenues on various programs including homeless housing, senior nutrition, rental assistance, 

Farmworker Housing Assistance Program, small business grants, food assistance, farmworker 

mobile vaccine clinics, community pop-up test and vaccine clinics, waiving of COVID related fees 

to our clinics and urgent cares, and nonprofit hospitals and an estimated $80 million for COVID19 testing. Additionally, over $50 million has been directed towards public hospitals, vaccine 

deployment, and disaster service workers. These investments reflect the County’s historic

practice of improving quality of life for the region’s highest-needs families and communities.

It is important to note that the first round of federal investments was made possible by the County’s 

commitment to external partnerships. County leadership, which included the Public Information 

Office, Office of Diversion, Equity, and Inclusion, and key Departmental Community Liaisons,

partnered with the Ventura Census Complete Count Committee, a diverse coalition of over 100

nonprofit partners, to evaluate and empower community perspectives. This group worked to 

gather information from organizations about available and needed services that required cultural

and language competency (Spanish, Mixtec, Purépecha and Zapotec) and equitable access. The 

County sought to understand community priorities, who was being served, and who had limited

access to support. The County recognized that historically disadvantaged communities needed 

critical support in the areas of health, employment, nutrition, and housing, and made decisions 

that promoted the well-being of these groups. This partnership was designed to be meaningful, 

intentional, and respectful to the diverse makeup of the County, identify challenges, and uplift

services that addressed the needs of people disproportionally impacted by the pandemic. As the 

County determines how to best utilize this round of federal funding, it will rely on its deeply rooted

engagement framework and its robust COVID-19 Equity Rapid Response Guidebook distributed 

to county leadership ensuring an impactful and equitable process is at the front of all service and 

program discussions once again. 

Looking ahead to the SLFRF, the County is in the initial stages of the evaluation process. It is 

important to note that these funds are heavily affected by fluctuating regulatory factors. Many of 

these factors are currently being debated – and it’s expected that more tangible information about 

eligible uses will be made available by the end of the year. An analysis of these contingencies is 

outlined below:

- Federal guidelines set by the Treasury in the areas of spending eligibility, financial 

reporting, target populations/regions, and performance data collection will impact County 

SLFRF priorities. As of this writing, Treasury, alongside GFOA and NACo, are in the 

process of finalizing several of the preceding aspects. Once this information is confirmed, 

the County will then be able to fully evaluate its overall approach to ensure it meets several

multi-layered federal requirements. Additionally, at the federal level, the potential of new 

revenue outside of the SLFRF in the areas of infrastructure, emergency relief, and 

healthcare would require the County to rethink its approach. These new funds hold the 

potential of resourcing various programs, so understanding their flexibility and how they 

interface with SLFRF resources will be key to the County’s historic practice of prioritizing 

disadvantaged communities. As of this writing, the White House and Congress are 

debating the structure of these new revenues. Given these legislative uncertainties, the 

County looks to take a measured and carefully evaluated approach for SLFRF priorities.
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 3

- Feedback from department experts including Ambulatory Care, Behavioral Health, Public 

Health, Health Services, Public Works, etc., is key to County SLFRF strategy. Their 

guidance is critical because they hold subject matter expertise on programmatic capacity, 

project scope, impacted communities, data collection/reporting methods, legal 

parameters, etc. This pre-planning will provide a nexus between the managerial capacity

required to activate a project and the elements needed to meet various federal 

requirements. The County will strive to strike the right balance between multiple agencies 

to achieve on-time, equitable, and audit-compliant delivery of programs. Ultimately, the 

goal of departmental conversations will emphasize investments that maximize benefit for 

disadvantaged communities. Given the time and research required for this work, the 

County seeks to take a measured approach for SLFRF priorities.

The County is committed to closing the many disparities that have emerged because of this 

pandemic. The influx of SLFRF resources provides a pathway to uphold this value. Nonetheless, 

the County will take a measured approach to evaluating and committing these funds. Currently, 

several fluid policy factors at the federal level are impacting the ability of the County to make 

concrete decisions. These factors have the potential to affect projects in a variety of ways, and if 

they are overlooked, they could jeopardize the chances of equitable recovery for communities. 

The County already has a broad framework and lessons it can refer to for SLFRF and will strive 

to guide funds into the equity column as more information about project eligibility is made 

available. Below is a high-level summary of this framework:

a. Public Health (EC 1)

o The County’s role is to ensure that every person has the resources and opportunities 

needed for optimal health and well-being. Health outcome data, particularly by race, 

geography, and income level show significant pandemic-related disparities across 

several groups. The County’s health divisions will continue their efforts to address

these gaps and recognize that additional resources and support will be needed in the 

upcoming months and years. In the previous round of federal funding, the County 

focused on closing some of the biggest gaps in health outcomes. This led to 

unprecedented levels of investment in strategic COVID-19 testing, public and nonprofit 

hospitals, vaccine distribution, and outreach in hard-to-reach communities. Looking 

ahead, the County will reapply and reemphasize an equitable and inclusive approach

and support programs and services that permit equitable distribution of opportunity 

and resources through SLFRF. Additionally, the County will evaluate other potential

funding sources – separate from SLFRF revenues – for costs associated with public 

health mitigation efforts. As more information becomes available at the federal level, 

these funds may augment the County’s public health commitment to disadvantaged 

groups as part of a larger strategic narrative.

b. Negative Economic Impacts (EC 2)

o The full magnitude of negative economic impacts to Ventura County is still being 

evaluated. Nonetheless, persistent disparities across race, region, and income levels 

show the significant impact COVID-19 has had on historically disadvantaged 

communities. It became apparent in the first round of federal funding that the County 

needed to commit to an intentional form of economic recovery that prioritized

vulnerable people. In response, the County dedicated over $100 million dollars in 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 4

assistance for nonprofit hospitals, rental support, small businesses, and food 

assistance for low-income families and individuals. Many of these programs were 

supported with community partnerships and disaster service workers who provided 

individualized care and guidance for people seeking services. Looking ahead to 

SLFRF resources, the County will evaluate and build on its already robust economic 

recovery framework. As of this writing, several aspects of new federal revenue are in 

flux. Consequently, the County will take a measured approach for its SLFRF 

strategy, while also considering those who are disproportionally bearing the

economic brunt of this pandemic.

c. Services to Disproportionately Impacted Communities (EC 3)

o Over the last 18 months, the County has launched several programs to help slow the 

spread of COVID-19 in communities disproportionately impacted by the virus. 

Several programs were resourced with the first round of federal funding to provide a 

range of services including business assistance grants that prioritized women and 

people of color, farmworker support programs, and vaccine education in hard-toreach communities and ensure language accessibility. These programs targeted 

people who lived in high-risk neighborhoods and looked to connect them to the 

appropriate health and social services. Notably, the County’s high-volume testing 

and vaccination sites are in and near neighborhoods most impacted by COVID-19

and are staffed with disaster service workers, volunteers, and nonprofit partners who 

have the necessary language and cultural skills to clarify any questions people may 

have. As a result, nearly 70 percent of County residents ages 12 and over are now 

fully vaccinated. Furthermore, the County partnered with local restaurants and 

nonprofits to provide meals to low-income seniors and households and funded 

housing options for those at-risk or suffering from homelessness. Looking ahead to 

SLFRF, the County will strive to strategically maintain and expand services for 

vulnerable groups. Given various contingencies at the federal level, the County will 

evaluate programs as more information is made available through the end of the 

year.

d. Premium Pay (EC 4)

o The County will continue to evaluate opportunities for premium pay allowance using 

federal funds. This could include the possibility of a one-time payment to in-home 

support service providers. As of this writing, the White House and Congress are 

debating the structure of new SLFRF revenues and potentially additional funding 

sources. The County will track and study these legislative updates as they are 

finalized.

e. Water, sewer, and broadband infrastructure (EC 5)

o As the County continues to navigate the pandemic, it is imperative that residents have 

access to quality water, sewer, and internet services. The County recognizes the 

necessity for clean drinking water – both for its low-income and hard-to-reach 

communities, and its agricultural marketplace. Sewer and pipeline maintenance has 

been on the County agenda – a need that could be resourced with new federal funds. 

The County also acknowledges the potential of regional broadband as an opportunity

to close the digital divide that impacts disadvantaged households and people. The 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 5

Board of Supervisors have taken steps to advance countywide broadband and are 

collaborating with the Southern California Association of Governments and 

intergovernmental partners to identify strategies, regulations, and funding. For all 

these projects, it is imperative for the County to research and evaluate agency

partnerships, federal requirements, legal parameters, and revenue sources. As of this 

writing, the White House, Congress, and State Legislature are debating the structure 

of the preceding investments. As a result, the County looks to take a measured 

approach in identifying and assessing projects. Once these projects are prioritized,

they will be considered in conjunction with other potential infrastructure revenue. 

f. Revenue Replacement (EC 6)

o As of this writing, the Treasury’s Interim Final Rule provides local government entities

broad latitude to use SLFRF for revenue loss replacement for the provision of 

government services. The calculation of lost revenue begins with the County’s

revenue in the last full fiscal year prior to the COVID-19 public health emergency and 

includes the 12-month period ending December 31, 2020; use of funds for government 

services must be forward-looking for costs incurred by the recipient after March 3, 

2021. As of this writing, the County is in the process of exploring the full impact of 

potential revenue loss. Any submission for revenue replacement will be calculated 

once revenues are finalized and guidance from the federal government is confirmed.

This calculation requirement may need to be included in the Interim report even if the 

County does not have any SLFRF expenditures/obligations; given the uncertainty 

around this Treasury calculation, the County will take a measured approach.

Promoting equitable outcomes

In this section, describe efforts to date and intended outcomes to promote equity. Each 

annual report to follow must provide an update, using qualitative and quantitative data, on how 

the recipients’ approach achieved or promoted equitable outcomes or progressed against equity 

goals during the performance period.

Describe efforts to promote equitable outcomes, including how programs were designed with 

equity in mind. Include how your jurisdiction will consider and measure equity at the various stages 

of the program, including: 

a. Goals: Are there particular historically underserved, marginalized, or adversely 

affected groups that you intend to serve?

o The County has made it its goal to address the disparities and service barriers 

COVID-19 has brought on historically underserved, marginalized, or adversely 

affected groups. As listed in the sections above, the County made equity-driven

investments a priority during the first round of federal funding. This included 

over $180 million in federal aid on for homeless housing, low-income senior 

nutrition, rental assistance, small business grants, food assistance, farmworker 

assistance, and nonprofit hospitals, indigenous populations and an estimated 

$80 million for COVID-19 testing. Additionally, over $50 million has been 

directed towards public hospitals, vaccine deployment, and disaster service 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 6

workers. The County recognized the diversity of its communities and focused 

on ensuring language access and cultural competency for several programs. 

This included both individualized casework and partnerships between the

County (Public Information Office, Office of Diversity, Equity, and Inclusion, and 

Departmental Community Liaisons) and external organizations who work with 

hard-to-reach communities. Looking ahead to SLFRF, the County will strive to 

build upon its already robust framework for community investments. 

Nonetheless, the federal Treasury is finalizing various eligibility requirements 

for these funds. As a result, the County will take a measured approach to 

spending while keeping a focus on demographic, regional, and economic equity. 

b. Awareness: How equal and practical is the ability for residents or businesses to become 

aware of the services funded by the SLFRF?

o Awareness about federal recovery services is a core function of all County 

departments, and we are increasingly exploring new ways to broaden support 

for key programs, respond to communities’ needs, and demonstrate 

accountability. The County’s engagement team, which includes the Public 

Information Office, Office of Diversity, Equity and Inclusion, and key 

Departmental Community Liaisons, have prioritized community awareness of 

services since the start of the pandemic. The County’s internal philosophy and 

broad external network has led to greater trust at the community level and, 

with that trust, a higher level of awareness about the earlier rounds of 

programs funded through federal resources. This programmatic information 

has been communicated through diverse forms of outreach (online, radio, bus 

ads, print materials, advertisements, what’s app video messaging, press 

conferences, social media, digital communication toolkits, live streamed 

community meetings etc.) and partnerships with nonprofit organizations who 

work with disadvantaged communities. There have been more than 4.1 million 

people reached on County social media in the past 28 days. More than 38 

community-based organizations are currently conducting outreach with 

regards to vaccines. This work has played a significant role in bolstering clear 

lines of communications between departments and the communities they 

serve. The County has a dedicated Public Information Office providing multilingual updates about testing, vaccines, senior meals, farmworker programs, 

rental assistance, homeless housing, business grants etc., and has 

communicated how to best access these services. The State of California 

Department of Public Health has replicated local County driven outreach 

efforts in their state-wide communication toolkit. As a result of these and other

efforts, more than 80 percent of federal funds have been expended on 

community programs. Looking ahead to SLFRF, the County will continue to 

raise awareness about these services in funds. Additional information will be 

communicated to residents and businesses as federal guidelines are 

confirmed.

c. Access and Distribution: Are there differences in levels of access to benefits and 

services across groups? Are there administrative requirements that result in disparities 

in ability to complete applications or meet eligibility criteria?
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 7

o The County has made a broad effort to remove barriers to access for 

disadvantaged groups. This includes administrative, access and 

communication barriers. From an administrative and access perspective, the 

County intentionally moved operations directly into disadvantaged 

neighborhoods. This was done through partnerships with non-profit 

organizations, community advocates and disaster service workers who worked 

on the frontlines to remove barriers to access for several programs. These 

programs included testing, vaccination, farmworker services, nutrition 

assistance, homeless housing, small business grants, rental assistance, etc. 

This on-the-ground strategy removed barriers for tens of thousands of 

disadvantaged people and ensured cultural and language competency. As a 

result, more than $100 million has been directly invested back into County 

communities. Looking ahead at SLFRF, the County will consult with 

department experts to better understand if any administrative requirements 

impacted community access to federally funded programs. This information 

alongside additional County research will be used to remove unnecessary and

arduous administrative requirements. 

d. Outcomes: Are intended outcomes focused on closing gaps, reaching universal levels 

of service, or disaggregating progress by race, ethnicity, and other equity dimensions 

where relevant for the policy objective?

o The County is focused on closing gaps across race, region, and income status. 

Ventura’s diversity is a major economic asset, but like many communities, 

inequities and disparities persist. Historically disadvantaged groups

disproportionately bore the brunt of the pandemic and were ineligible for federal 

COVID support programs. The County recognized this trend and invested

federal funds to address inequities tied to housing/households, healthcare, and 

economic mobility that existed and worsened due to COVID-19. This resulted 

in hundreds of millions of dollars into programs and services that focused on 

closing gaps across race, ethnicity, and other equity dimensions. Looking ahead

at SLFRF, the County will consult with its Office of Diversity, Equity, and 

Inclusion and CEO Community Liaison to employ its COVID-19 Equity Rapid 

Response Guidebook when evaluating programs. Additionally, a measured 

approach will be taken to ensure compliance with federal eligibility and reporting 

requirements.

Describe how your jurisdiction’s planned or current use of funds prioritizes economic and 

racial equity as a goal, names specific targets intended to produce meaningful equity results 

at scale and articulates the strategies to achieve those targets. Explain how your jurisdiction’s 

overall equity strategy translates into the specific services or programs offered by your 

jurisdiction in the following Expenditure Categories: 

a. Negative Economic Impacts (EC 2): assistance to households, small businesses, and

non-profits to address impacts of the pandemic, which have been most severe among

low-income populations. This includes assistance with food, housing, and other needs;

employment programs for people with barriers to employment who faced negative

economic impacts from the pandemic (such as residents of low-income 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 8

neighborhoods, minorities, disconnected youth, the unemployed, formerly 

incarcerated people, veterans, and people with disabilities); and other strategies that 

provide disadvantaged groups with access to education, jobs, and opportunity. 

o The negative economic impact of COVID-19 to Ventura County is still being 

evaluated. Nonetheless, disparities in the areas of race, region, and income 

levels show the disproportionate impact the pandemic has had on historically 

underprivileged communities. Historically, the County has focused its efforts 

on closing these gaps by investing in programs through an equity lens. As the 

pandemic unfolded, the County deepened its commitment to disadvantaged

groups by prioritizing the first round of federal funds for programs that 

addressed high-need groups. The County dedicated over $100 million dollars 

to the community including nonprofit hospitals, rental assistance for lowincome households, small business grants, and food assistance for highneed families and individuals. These programs targeted underserved 

communities and were implemented with key external partnerships. Given the 

successes of these programs, the County will review its framework as a 

baseline for SLFRF projects. Additionally, the County will consult with its 

Office of Diversion, Equity, and Inclusion and refer to its robust COVID-19 

Equity Rapid Response Guidebook as part of the review process. Lastly, for 

future reporting, a more concrete plan will be available once federal eligibility 

and reporting guidelines are confirmed.

b. Services to Disproportionately Impacted Communities (EC 3): services to address 

health disparities and the social determinants of health, build stronger neighborhoods 

and communities (e.g., affordable housing), address educational disparities (e.g., 

evidence-based tutoring, community schools, and academic, social-emotional, and 

mental health supports for high poverty schools), and promote healthy childhood 

environments (e.g., home visiting, childcare).

o Since the start of the COVID-19 public health emergency, the County has 

resourced several programs to slow the spread of the virus in high-risk 

communities. During earlier rounds of federal funding, the County prioritized a 

range of services including outreach, contact tracing, testing, and vaccination. 

These programs targeted people who lived in disadvantaged regions and 

guided them to the necessary social and health programs. Notably, the 

County’s testing and vaccination sites are in and near communities most 

impacted by COVID-19 and are staffed with specialists who have the 

necessary language and cultural skills to clarify any questions people may 

have. Accordingly, nearly 70 percent of County residents ages 12 and over are 

now fully vaccinated. Furthermore, the County partnered with local restaurants 

and nonprofits to provide meals to low-income seniors and households, 

increased outreach and investment in farmworker programs, and funded 

housing for those suffering from homelessness. Looking ahead to SLFRF, the 

County will strive to strategically maintain and expand services for vulnerable 

groups. Given various contingencies at the federal level, the County will 

evaluate programs as more information about eligibility and reporting is made 

available through the end of the year.
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 9

Describe your jurisdiction’s efforts to date and intended outcomes to promote equity using 

qualitative and quantitative data on how the jurisdiction’s approach achieved or promoted 

equitable outcomes or progressed against equity goals. Describe any constraints or challenges 

that impacted project success in terms of increasing equity. 

The County will continue efforts with agencies to ensure an equity-driven framework for SLFRF. 

In the previous round of federal funding, the County prioritized equity by targeting funds to 

programs that benefitted disadvantaged groups. This included outreach, testing, and vaccination 

in hard-to-reach communities, meals for seniors and low-income households, farmworker

programs, small business grants, etc. The goal of these programs was to offset economic and 

public health challenges that disadvantaged groups were facing. As a result, hundreds of millions 

of dollars were made available for community programs. Looking ahead to SLFRF, the County 

will consult with departmental experts to provide insight into additional qualitative and quantitative

factors – this information will be used as part of a larger framework to prioritize future federally 

funded projects in disadvantaged communities. The County will document project constraints 

and challenges as they are communicated by stakeholders.

Describe the geographic and demographic distribution of funding, including whether it is targeted 

toward traditionally marginalized communities.

The County plans to work with internal departments to evaluate how SLFRF programmatic 

spending will target the needs of disadvantaged groups and regions. Over the last 18 months, 

the County has placed high-need communities at the top of its agenda. For example, it’s highvolume outreach, testing and vaccination program is in and near neighborhoods most impacted 

by COVID-19 and is staffed with professionals who have the necessary language and cultural 

skills to clarify any questions people may have. Other successful County programs have 

included small business grants, senior nutrition, family meals, rental assistance, homeless 

housing, etc. The County could explore the geographic and demographic distribution of these 

services as a potential guide for SLFRF. Additional indicators may also include poverty, income, 

COVID-19 hotspots, etc. The County will review performance metrics from the previously listed

programs and other data sources for its SLFRF process.

Community Engagement

Describe how your jurisdiction’s planned or current use of funds incorporates written, oral, 

and other forms of input that capture diverse feedback from constituents, communitybased organizations, and the communities themselves. Where relevant, this description must 

include how funds will build the capacity of community organizations to serve people with 

significant barriers to services, including people of color, people with low incomes, limited English 

proficiency populations, and other traditionally underserved groups. 

See Section C(4) on page 25 of the Reporting Guidance for additional information.

As mentioned in previous sections of this report, the successes of past federal rewards was made 

possible by the County’s commitment to internal and external partnerships. The upcoming SLFRF

process will evaluate some these approaches in conjunction with compliance and reporting 

guidelines. Internal engagement could include gathering perspectives from subject matter experts
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 10

within County departments. These discussions will help inform policy and how funds can be most 

impactful to underserved and vulnerable communities. Additional insights into departmental 

capacity, gaps in services, legal parameters, and technical procedures will also be considered.

These engagements could provide a blueprint for a strategic countywide approach.

External engagement could include learning sessions with the Ventura County Complete Count 

Committee, an online survey, Board of Supervisors meetings, and a dedicated web page. This 

involves the County’s Public Information Office, Office of Diversity, Equity, and Inclusion, and key 

Departmental Community Liaisons. The survey would provide insights into the priorities of various 

demographic, regional, and community groups. Board meetings would provide constituents 

background knowledge on federal spending rules. Lastly, the dedicated web page would serve 

as an informational clearinghouse for stakeholders. The County will also ensure all relevant 

materials related to SLFRF programs are available in multiple languages.

Labor Practices

Describe workforce practices on any infrastructure projects being pursued (EC 5). How are 

projects using strong labor standards to promote effective and efficient delivery of high-quality 

infrastructure projects while also supporting the economic recovery through strong employment 

opportunities for workers? For example, report whether any of the following practices are being 

utilized: project labor agreements, community benefits agreements, prevailing wage 

requirements, and local hiring.

See Section C(5) on page 25 of the Reporting Guidance for additional information.

For all publicly funded construction projects the County is required by the California Labor Code 

to pay prevailing wage as determined by the California Department of Industrial Relations (DIR), 

and to have apprentices employed on the project at set minimum ratios to journeymen – all to

provide strong employment opportunities for workers. Contractors who bid on County projects 

are required to be properly licensed by the State, registered with the DIR, and not be present on 

any debarment lists. These are all processes and procedures that Ventura County implements 

before awarding a construction contract which helps ensure a qualified contractor that promotes 

strong labor standards and efficient delivery of a project are engaged.

Additionally, as directed by our Board of Supervisors, the County is currently working with local 

unions to draft a Project Labor Agreement (PLA) on select projects as a pilot. The goal of this 

initiative is to provide quality employment and training opportunities to the local workforce. The 

County will review how the PLA framework fits with federal policy and explore pathways to

implement this policy when delivering SLFRF-resourced projects. 

Use of Evidence 

Identify whether SLFRF funds are being used for evidence-based interventions and/or if projects 

are being evaluated through rigorous program evaluations that are designed to build evidence.

Specifically, in this section, recipients should describe their overall approach for using

evidence and evaluation, including how a Learning Agenda (either narrowly focused on SLFRF 

or broadly focused on the recipient’s broader policy agenda) could support their overarching 

evaluation efforts in order to create an evidence-building strategy for their jurisdiction. However, 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 11

detailed evidence information for each project should be included in the Project Inventory (see 

details in the Project Inventory section below). 

As noted earlier in this report, the County is increasingly using an evidence-based approach to 

identify services that improve the quality of life for disadvantaged communities. This not only 

ensures that funds are targeting vulnerable groups but also highlights what works in public 

programming across multiple areas. Notably, the County’s social service divisions – Health 

Services, Behavioral Health, Public Health, etc., – provide evidence-based interventions for 

vulnerable populations. Additionally, the County has already applied a need-based approach to 

testing, contact tracing, and vaccination during previous rounds of federal funding. Looking ahead

to SLFRF implementation, the County will strive to apply these and other evidence-based 

principles for programs and services.

Table of Expenses by Expenditure Category

The County will complete the table of expenses by expenditure category once projects are 

thoroughly evaluated and obligated. This evaluation process will include several factors including 

equity targets, federal compliance, departmental capacity, legal parameters, data metrics, etc. 

Category Cumulative 

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1 Expenditure Category: Public Health $0 $0

1.1 COVID-19 Vaccination

1.2 COVID-19 Testing

1.3 COVID-19 Contact Tracing

1.4 Prevention in Congregate Settings (Nursing 

Homes, Prisons/Jails, Dense Work Sites, 

Schools, etc.)

1.5 Personal Protective Equipment

1.6 Medical Expenses (including Alternative Care 

Facilities)

1.7 Capital Investments or Physical Plant Changes 

to Public Facilities that respond to the COVID19 public health emergency

1.8 Other COVID-19 Public Health Expenses 

(including Communications, Enforcement, 

Isolation/Quarantine)

1.9 Payroll Costs for Public Health, Safety, and 

Other Public Sector Staff Responding to 

COVID-19

1.10 Mental Health Services

1.11 Substance Use Services

1.12 Other Public Health Services

2 Expenditure Category: Negative Economic 

Impacts

$0 $0
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 12

2.1 Household Assistance: Food Programs 

2.2 Household Assistance: Rent, Mortgage, and 

Utility Aid 

2.3 Household Assistance: Cash Transfers 

2.4 Household Assistance: Internet Access 

Programs

2.5 Household Assistance: Eviction Prevention

2.6 Unemployment Benefits or Cash Assistance to 

Unemployed Workers

2.7 Job Training Assistance (e.g., Sectoral jobtraining, Subsidized Employment, Employment 

Supports or Incentives)

2.8 Contributions to UI Trust Funds*

2.9 Small Business Economic Assistance (General)

2.10 Aid to nonprofit organizations

2.11 Aid to Tourism, Travel, or Hospitality

2.12 Aid to Other Impacted Industries

2.13 Other Economic Support 

2.14 Rehiring Public Sector Staff

3 Expenditure Category: Services to 

Disproportionately Impacted Communities

$0 $0

3.1 Education Assistance: Early Learning 

3.2 Education Assistance: Aid to High-Poverty 

Districts

3.3 Education Assistance: Academic Services 

3.4 Education Assistance: Social, Emotional, and 

Mental Health Services 

3.5 Education Assistance: Other 

3.6 Healthy Childhood Environments: Child Care 

3.7 Healthy Childhood Environments: Home Visiting 

3.8 Healthy Childhood Environments: Services to 

Foster Youth or Families Involved in Child 

Welfare System 

3.9. Healthy Childhood Environments: Other 

3.10 Housing Support: Affordable Housing 

3.11 Housing Support: Services for Unhoused 

persons 

3.12 Housing Support: Other Housing Assistance 

3.13 Social Determinants of Health: Other 

3.14 Social Determinants of Health: Community 

Health Workers or Benefits Navigators 

3.15 Social Determinants of Health: Lead 

Remediation

3.16 Social Determinants of Health: Community 

Violence Interventions 
County of Ventura 2021 Recovery Plan Performance Report - DRAFT 13

4 Expenditure Category: Premium Pay $0 $0

4.1 Public Sector Employees

4.2 Private Sector: Grants to other employers 

5 Expenditure Category: Infrastructure $0 $0

5.1 Clean Water: Centralized wastewater treatment

5.2 Clean Water: Centralized wastewater collection 

and conveyance

5.3 Clean Water: Decentralized wastewater

5.4 Clean Water: Combined sewer overflows

5.5 Clean Water: Other sewer infrastructure

5.6 Clean Water: Stormwater

5.7 Clean Water: Energy conservation

5.8 Clean Water: Water conservation

5.9 Clean Water: Nonpoint source 

5.10 Drinking water: Treatment

5.11 Drinking water: Transmission & distribution

5.12 Drinking water: Transmission & distribution: 

lead remediation

5.13 Drinking water: Source

5.14 Drinking water: Storage 

5.15 Drinking water: Other water infrastructure

5.16 Broadband: “Last Mile” projects

5.17 Broadband: Other projects

6 Expenditure Category: Revenue Replacement $0 $0

6.1 Provision of Government Services

7 Administrative and Other $0 $0

7.1 Administrative Expenses 

7.2 Evaluation and data analysis 

7.3 Transfers to Other Units of Government

7.4 Transfers to Nonentitlement Units 

(States and Territories only)