U.S. Department of Housing and Urban Development
Office of Community Planning and Development

Consolidated Plan Contact


The City of San Buenaventura has a population of approximately 97,000 and is located in the County of Ventura which has a growing population, currently over 708,000. San Buenaventura is the seat of government for Ventura County and is located 30 miles south of Santa Barbara and 60 miles north of downtown Los Angeles.

Action Plan

The City seeks to respond to the Homeless needs and the needs of its low income citizens in the Community by using its Community Development Block Grant (CDBG) program funds in the amount of $1,051,000 and $63,000 in program income to assist the community. The City suffered a flooding disaster this year which left many homeless people who slept in the riverbottom without a place for a habitat. The City was very instrumental in mobilizing the various homeless agencies, in a collaborative effort with Ventura County agencies, non-profit organizations and homeless themselves to respond to the immediate needs of the displaced homeless. The CDBG program funds, also, will be used to address a wide variety of community development and improvement projects and services, housing development and rehabilitation activities. The City is an entitlement community and part of the Ventura County consortium for the HOME program. The City received its Community Development Block Grant funds directly and $365,470 of HOME funds through the consortium. The City has identified 10 projects for funding this Action year.

Citizen Participation

Three major public hearings were conducted for citizens to participate in the development of the consolidated plan. The City held its first major public hearing on November 3, 1994. The final plan was made available at the City's planning counter and at the public libraries. Citizens who attended the public hearings were invited to voice their comments and concerns.

The City consulted, coordinated and collaborated with local social service agencies, mental health organizations, county agencies, the housing authority and community based organizations in the development of the consolidated plan. The various cities within the County as well as the County of Ventura held several consultation meetings during the consolidated plan preparation process.


In 1980 the City had a population of 74,393 people. By 1990, through annexation and growth, the population grew to 92,575, an increase of 21.4 percent.

The ethnic distribution of the community changed somewhat between 1980 and 1990. During that period, the City's white population decreased 6.5 percent with a concurrent increase in minority population. The greatest increase was in the Asian and Pacific Islanders population, with over a 100 percent increase between 1980 and 1990. Consequently, 77 percent of the City's residents are white (non-Hispanic); 18 percent are Hispanic; and one percent are Asian and Pacific Islanders. Blacks represents two percent of the residents while Native Americans represent one percent.

Although, a total of 22.6 percent of the population are non-whites, there are seven census tracts with a higher percentage of minority persons than the overall City average and three with at least 14 percent higher minority composition than the City as a whole.

Most of the 25 Census Tracts in the city have a higher proportion of white population than the City as a whole. Six Tracts have a higher proportion of Hispanics than what is found across the City. In only one Tract, 23.00, does the minority population exceed that of the white population.

The 1990 Census indicated the City of San Buenaventura's median income was $55,200, $3,730 less than the County median income as a whole, and $16,280 less than Thousand Oaks, which has the highest median income for the County.

The Census Tracts with higher percentages of minority households had a lower median income, though the relationship is not a direct one. The Tract with the highest number of minorities, Tract 23.00 is 56 percent minority and has a median income of 58 percent of the city-wide median. However, this was not the tract with the lowest median income. Tract 28.02, with a median income of $7,721 had the lowest median income. In addition, not all tracts with a high percentage of whites correlated with the highest income Tracts in the City. Tracts 13.00 and 15.05 had a population that was 26 percent and 37 percent minority. In these tracts, median income varied from $46,411 to $47,825.



The Ventura-Oxnard area was ranked 11th on a list of the nation's most affluent markets for 1993, with an average effective buying income of $64,305.

The City's largest employment sector is in the Services classification, usually consisting of lower paid jobs, followed by Wholesale and Retail Trade, with Government sector a distant third.

Several recent factors have resulted in limited economic growth in the City. The primary factor has been the seven year drought that affected local water sources. The local economy has experienced effects of the recession similar to other California communities.

The City is fortunate that it does not depend upon a few major businesses to support the economy. However, some of the larger employers in the City have either cut back their workforce or have closed operations completely. Reductions in the job market, coupled with the continuing recession, have resulted in many more people finding it difficult to afford local housing.

Market Conditions

The proportion of renters and owners changed very little between 1980 and 1990. In 1990, 56.3 percent of househholds were owner-occupied and 43.7 percent of households were renter-occupied. This pattern of ownership differs from that of the county and state where over 65 percent of households were owner-occupied.

The 1990 census reports that of 37,341 total dwelling units in the City, 53 percent were owner-occupied, and one percent or 360 units were vacant and for sale. It is estimated that ten of these units need rehabilitation. The 1990 census indicates nine vacant housing units in the city were boarded up.

The market value of homes vary a great deal within the City. The value of owner- occupied units ranges from as low as less than $15,000 to as high as $500,000 for the City. It is considered that any family in the Ventura County area who is low income (50 percent median or less), and not in subsidized housing is at risk of becoming homeless. Two bedroom rentals are on an average of $700-$720 per month and the median price of a single family home is roughly $240,000. It is not surprising that low income families without subsidized housing have a difficult time maintaining shelter. The 1990 census indicated that households earning $20,000 or less could not afford the City's median rent of $671 without exceeding 30 percent or more of their income. Indeed many low/moderate-income families have excessive rental burdens. The exception to this would be persons who bought homes 12 to 30 years ago with home mortgages and property taxes that are 30 percent or less of their income.

The majority of the City's housing stock was built in the last 30 years (after 1960) while 31.8 percent was built prior to 1960. In some of the City's housing tracts with high concentrations of older housing, there are higher proportions of minorities and higher proportions of renters, but the minority population is relatively low. Census tracts where the housing units were built prior to 1960, housing prices are high, ownership rates are high and the minority population is low, indicating that this is most likely an area of affluent homeowners living in what may be historic houses.

The Ventura County Area continues to rank high on the National Association of Homebuilders list of Least Affordable Areas in the United States. In the second quarter of 1991, the Ventura Area ranked #2, in the first quarter of 1992 it ranked #4, and in the first quarter of 1993, it ranked #6 on the list of Least Affordable Areas. In 1991 and 1992 less than 13 percent of the population could "afford" a home, rising to 22.8 percent in 1993.

Housing Needs

This section outlines the extent of need by various groups for housing and the problems with community development that need to be addressed.

87% of renter households earning less that 51% MFI are experiencing housing problems.

90% of larger size minority, very-low-income, renter households are experiencing housing problems.

93% of smaller size minority, very-low-income, renter households are experiencing housing problems.

The City has fewer owner-occupied households than the State in most income categories except for the lower-income black households. However, the City has more owner-occupied households than the County in most income and racial/ethnic categories except for the lower-income Black households and Hispanic households.

The proportion of overcrowded households increased from 2.6% in 1980 to 6.1% in 1990. 50% of renters that have large families live in overcrowded conditions. The most severe overcrowding of large families are those making between 51-80% of median income.

Other categories with housing problems were: Single Individuals with Dependent Children, Seniors, Families with Large Household, Physically Challenged and Persons with AIDS.

Homeless Needs

The homeless population in the City of San Buenaventura is growing in size and is changing from the traditional image of the indigent, single male. The "New Homeless" have been created by the combination of high housing costs and changes in governmental support policies as well. The County of Ventura's Homeless Ombudsman estimated between 1,850 and 4,000 homeless in the County and 333 to 720 homeless persons in the City of Ventura.

While there are a variety of shelters and services for homeless families and individuals in larger Cities of the County, there are no year round emergency shelters for families anywhere in the County. Shelter and transitional housing are scarce. Waiting lists for subsidized houses are extensive.

The City is addressing these needs through the newly created Homeless Emergency Relocation Operations (HERO) organization; and the development of Ventura County's regional Continuum of Care Program.

Lead-Based Paint

An inventory of older housing units in certain census tracts are the units most likely to contain lead based paint. When this paint is in poor condition, the dust generated could pose a danger of lead poisoning for young children. The Ventura County Child Health and Disability Prevention Department has found cases of children with elevated lead levels in their blood. In the 1992 calendar year, 13 cases were identified, but research has found many cases related to lead in pottery and cookware, not due to lead-based paint.

Special Needs - Other than Homeless

The City's special needs (other than homeless) have been identified as the senior citizens who need transportation to meal sites, senior centers and medical services. There is also a need for an elder abuse day care shelter to give respite to elder care-givers for overnight or longer. Specialized transportation is needed for persons who are visually impaired/disabled.


There is a need for more facilities to treat and house the severely mentally ill, alcohol/drug addicted, brain damaged, those fleeing domestic violence, homeless youth, and those diagnosed with AIDS or related diseases, etc.


Public Facilities

Economic Development

Public Service


The City did an extensive analysis of the data under Housing and Community Development Needs of the Consolidated Plan to estimate housing needs and make projections for five years, identifying the categories of persons affected, and, consequently, the development of strategies to address those needs.

Housing Priorities

Strategy: Affordable Housing

The City will use funds to assist in the acquisition of land to facilitate the development of new units. These units may consist of rental and/or ownership housing that will be made available to low and very low-income households. The City will continue to implement its Housing Rehabilitation Program to eligible households. The goal of the rehab program is eight to ten units per year or 40-50 units during the Five Year Plan period.

Strategy: Homelessness

The City plans to use funds to establish a homeless day work center with an emphasis on employment, job training and job placement. The center will empower people to move back into full-time work and self-sufficiency.

The City plans to participate in a regional Continuum of Care approach jointly with the County and other larger entities. For the first year the City will establish the Homeless Emergency Relocation Operations (HERO) organization to provide assistance for the homeless uprooted by the flood disaster earlier this year.

Strategy: Other Special Needs

Based on Public Service Needs, the City supports numerous programs that each serve a different segment of the population.

Strategy: Non-housing Community Development Plan

A variety of Non-Housing activities for CDBG Assistance has been identified, such as the Ramona Storm Drainage Project, Street Improvement to Ventura Avenue, and others.

Strategy: Reduction of Barriers to Affordable Housing

The City will continue to implement its Residential Growth Management Program (RGMP) adopted in November, 1990 to use toward furthering the growth of affordable and subsidized housing.

Strategy: Lead Based Paint Hazard Reduction

Lead Based Paint detection and removal are a part of the City's Housing Preservation Program.

Strategy: Anti-Poverty

This includes a self-sufficiency program carried out by the Public Housing Authority and a pilot program in which the City will provide the initial funding to create a program that will provide skills for the unemployable, and create jobs for the unemployed.

Housing and Community Development Resources

The City will actively work to assist in affordable housing developments using its funds as well as zoning and ordinance changes to attain this goal. The City will, also, collaborate with community development housing organizations and other responsible agencies and organizations.

Coordination of Strategic Plan

San Buenaventura City will work with all city staff and with responsible human service groups to carry out the strategic plan.


Description of Key Projects

As previously mentioned in this document, the City has identified ten projects to undertake for the 1995 Annual Action Plan year. The projects are as follows:

  1. Ventura Avenue Trash Collection;
  2. Downtown Facility Improvements;
  3. Westpark Boxing Area Improvements;
  4. Downtown Redevelopment Relocation;
  5. ADA Implementation;
  6. Economic Development;
  7. Cabrillo Economic Development Corporation, housing project;
  8. Low Mod Housing Preservation;
  9. Ramona Storm Drain Phase 3 and
  10. Fair Housing Services

The Community Development Block Grant entitlement will be used to fund nine of the projects and the City's HOME funds will be used to assist in funding project number seven, the Cabrillo Economic Development Corporation housing project.

Other possible Resources the City may rely on are federal tax credits, rental vouchers and certificates. State resources include state tax credits. Local Resources include tax increment financing. Private Resources include For-Profit Developers, Non- Profit Organizations, Pension Funds, and Public Land are other potential resources.

Strategy Implementation (First Year)

The City's Strategy Implementation for the first year includes programs for housing, and non-housing community development needs, such as storm drainage improvements, technical assistance to businesses, removal of architectural barriers, and recreational facilities. The City will work with the Public Housing Authority in looking at the security needs for senior residents and will work with local public services agencies to address homeless needs.


MAP l -- shows the points of interest.

MAP 2 -- outlines the low/mod areas showing points of interest.

MAP 3 -- is a map of the entire community showing the low-mod and ethnic breakdown.

MAP 4 -- shows the low-mod outline and unemployment.

MAP 5 -- is the street level map showing projects with low-mod outlined and unemployment .

TABLE (without Map) provides information about the project(s).

To comment on Ventura County's Consolidated Plan, please contact:
Loretta McCarty
Project Manager
P. O. Box 99
Ventura, CA. 93002
PH: (805) 654-7846.

Return to California's Consolidated Plans.