Anniston is the county seat of Calhoun County and is a Metropolitan Area and Central City designated by OMB. It is located in the northeastern section of Alabama, 100 miles west of Atlanta and 60 miles east of Birmingham. Among the City's principal industries are the Anniston Army Depot and Fort McClellan (which is on the base closure list), both of which lie close to but outside the city limits. Fort McClellan was established during World War I and has had more influence on the character of the surrounding area than on the City. The City's health/medical needs are served by Northeast Alabama Regional Medical Center.
Anniston traditionally experiences one of the higher unemployment rates of any MSA within the State of Alabama. Figures as of March 1995 showed unemployment at 12%. With Fort McClellan on the base closure list, unemployment figures are not likely to improve.
The City of Anniston's Consolidated Plan presents plans for housing and community development, including a one-year action plan for spending $833,000 of CDBG funds. The City is not a PJ, so they do not receive HOME funds. Anniston does anticipate receiving $75,000 in ESG funds from the State for sharing among the homeless assistance providers participating in the Continuum of Care Coalition. CDBG funds will primarily be spent on programs that will provide housing assistance to low/mod income households, low/mod neighborhood improvements, and programs to assist youth from low/mod income housing.
In developing the Consolidated Plan, the City sought the advice of all
entities which had ever contributed to any planning document for the City,
particularly the CHAS. The citizen participation process allowed any
organization or citizen to participate in the development of the plan. Public
comments were not overwhelming during any of the numerous public hearings and
task force meetings. In summary, organizations mainly sought more funds to pay
staff salaries and other administrative costs for current activities and
objectives, while citizens mainly sought better roads, better parks and better
schools. When asked to comment on specific suggested activities, organizations
and individual citizens were content to allow these activities to proceed as
planned, provided they helped meet certain needs. All planned CDBG activities
met with the approval of all parties involved with the development of the
Consolidated Plan.
The City of Anniston covers 9.9 square miles and, according to the 1990 census, has a population of 26,623. The City had continuous population growth from 1940-1960, when population peaked at 33,000. The 1970, 1980 and 1990 censuses indicated that Anniston began a continuous population decline and an increase in the percentage that the minority population represents in the population. The population is also aging. Like many urbanized areas over the last two decades, Anniston shows an out-migration into "suburbia" and, like most of the larger urban areas of the country, this population shift has contributed to a larger poor, non-white and aged city population. The minority population represents 44.5% of the City's population base, up from 41.2% in 1980, and the elderly population has gone from 17.3% to 20.9%. The high school student population is 39% white, 61% minority.
In 1994 median family income (MFI) was $31,800.00, up $700 from 1993.
According to the 1990 Census, 24.4% of the City's total population is below the
poverty level. Of these 6,387 persons living below the poverty level, 24.2% are
over the age of 65, 34.8% have related children under 18 years of age, and 19.2%
are family households. On a household basis, family and non-family, 23.7% are
at or below the poverty level.
While there has been continuous economic growth for the City, with periodic downswings, this growth has in the main benefitted the population of the Metropolitan Statistical Area (MSA) as a whole. However, a significant portion of the City's population has not enjoyed these benefits, primarily the minority population; and, even though there have been some new housing improvements for this subpopulation, housing has been declining for several decades.
Major employers for the MSA, such as Fort McClellan, Anniston Army Depot, and a few industrial firms, are outside the corporate limits of the City. Anniston's unemployment percentage was 12% for the month of March of 1995. This was twice that of the surrounding county/MSA, and one of the highest unemployment figures for the State of Alabama. Most of the impact of the base closure on the City will come in the form of reduced sales tax revenues, some potential decline in real estate values and possibly business disinterest in the community because of a perceived lack of a viable marketplace.
The Consolidated Plan identified two problems with the City's housing: it has become both aged and less affordable. An estimate of the housing needs for very low-income households indicates 1132 households are cost burdened at 30%. This percentage is the percentage over which HUD believes housing becomes unaffordable. This also indicates that the percentage range of each household type (elderly, small related, large related and all other) that is burdened goes from 50% for elderly households to 60% for the other three types. Estimates of needs for other low-income households indicate 178 households are cost burdened at 30% The need for moderate-income households indicates 13 households are cost burdened at 30%. The most pronounced housing needs arise from a lack of multi- family units and owner-occupied units. Rehabilitation is also noted as a strong need - 85% of the rental single-family units were constructed prior to 1940, many in the 20s and 30s.
The City, incorporated in 1883, was settled as an industrial town. Because of its strong early history as a "company" town, much of the rental housing is single-family housing, traditional and "shotgun". Housing is becoming aged and, also, less affordable in the City, not so much because of high demand or increasing costs, but more because the population base occupying and in need of existing housing has shown an economic decline over the past two decades in its purchasing power and because housing is becoming less safe, sanitary and decent.
According to the 1990 Census, there are 12,100 housing units in the City, 1,200 of which are vacant "For rent" units outnumber "for sale" units 3 to 1. The rental vacancy rate is currently 11%. The vacancy rate for owner-occupied units is 2.7%. Rental housing makes up 39.5% of the occupied housing stock. Approximately 30% of occupied single family units are rental units.
Anniston's housing continues to become less affordable and more aged. Low-income and very low-income households are cost-burdened, there are insufficient multi-family units and owner-occupied units and, because of the age of most of the housing, rehabilitation is a great need. Low-income first time homebuyers are in need of downpayment assistance.
The City of Anniston does not appear to have an "unsheltered" homeless problem. The 1990 census places the number at 10. Field observations verify these numbers. There are three emergency shelter facilities available for the homeless. One shelter is devoted exclusively to victims of domestic violence, offering shelter on a 24-hour basis. The second offers shelter for both victims of domestic violence on a 24-hour basis and homeless males and females on an overnight and transitional basis. The third shelter provides services to families and single adults. An existing non-profit agency will expand its current services for young mothers and expectant teenage mothers. The City also has one soup kitchen; however, observations indicate that most of the clients appear to be low-income citizens, as opposed to homeless persons.
The homeless providers of the community have formed a Continuum of Care Coalition, the purpose of which is to communicate, cooperate, eliminate duplication of services, and share limited resources.
There are six facilities available for special-needs members of the community. One is a private facility for alcoholics, the others are controlled by the Mental Health Board. There are two agencies serving the elderly with special needs. Persons with HIV/AIDS are served by an agency newly located in the area.
Of the 748 public housing units available, it is estimated that fully 70% are suitable for rehabilitation. These units are almost all multi-family units and older units whose construction is outdated. Additionally, there is a great need to reduce the density of these units, parking is a major problem, and maintenance vehicle access is severely limited, as is green space for recreational and play areas. The high concentration of families leads to high crime and other social problems.
The Public Housing Authority administers 197 Section 8 Certificates for tenant-based assistance; 12 Section 8 Certificates are project-based assistance provided by private owners of multi-family units. A total of 168 units for the elderly are available through two Section 202 multi-unit projects, also controlled by private non-public entities.
The public housing survey conducted for Section 504 indicated that some compliance was needed. As part of the Housing Authority's Comprehensive Grant Program (CGP), these needs have already been met. Also, as part of the CGP, the Housing Authority has undertaken several resident initiatives. A process is underway to establish a resident council in each of the several complexes. Playground and other outdoor areas are scheduled to have improvements made that will enhance the quality of the living environment. As part of the efforts to form joint strategies in addressing neighborhood problems, special neighborhood policing activities are taking place, with the residents being a part of these activities.
There are no public policies that act as barriers to affordable housing in the City. However, it is hoped that innovative ways to encourage more available affordable housing can be designed. Such things as special zoning designations and special development districts are being explored.
The Operations and Compliance Section of the Alabama State HUD Office completed a review of the Consolidated Plan submission on June 15, 1995, and no problems were noted.
As estimate of the number of units with lead-based paint occupied by low-income and very low-income households, separately, would range from 3,000 to 3,700 and 2,000 to 2,500. These percentages would include all housing with some lead-based paint somewhere, no matter how little. It is known that 748 of these units are public housing units, which have all been tested, 148 of which have since been abated under the Housing Authority's on- going abatement program. Not one case of lead poisoning was reported or discovered by the Department of Health for the calendar year of 1994.
No other issues were identified in the summary.
The City hopes to find innovative ways to encourage more available affordable housing and is also pursuing several aggressive economic development strategies to create more employment opportunities for low-income citizens.
The City of Anniston's Housing and Community Development Department will
continue to work with other City agencies, the Public Housing Authority, and
non-profits in carrying out the objectives of the Consolidated Plan. The
monitoring and evaluation process will be the responsibility of the Anniston
City Council, the City Manager, and the Administrator of the Housing and
Community Development Department.
In the City's Three-Year Plan, the main priorities selected were revitalization of the Westside Area and Economic Development for small businesses located there. The area is immediately adjacent to Downtown Anniston and the heart of the City and has shown a continual decline in overall population over the last 20 years. The population is comprised of over 90% African-American families. Family income in the West Anniston neighborhood is less than that of families in the City as a whole. The number of families below poverty level is twice the percentage in the City as a whole, with a high rate of unemployment. The Westside Development Strategy proposes to change the perception of the neighborhood, connect it to the downtown area, maximize the impact of public facilities and services (school, park, community center, police/security, etc.), revitalize the business area and support targeted neighborhood housing investment. The City hopes to be able to use 108 Loan Guarantee funds to carry out these plans.
Economic development is considered a vital component of the next three years for the City of Anniston. With the closure of Fort McClellan, there will be some kind of economic impact on the community. The primary strategy is to develop more entry level, unskilled to semi-skilled jobs and to find incentives to offer industries to locate in the area. Resources will be put into helping with some of the highest needs for housing.
Priorities include more affordable housing, working with very low income households which have housing problems of an emergency nature, and those who have handicap access problems. Hopefully, 108 Loan Guarantee funds will be available in order to do more housing rehabilitation and rental property rehabilitation. The need for more single-family housing considered affordable is recognized and funding will continue for this activities.
The City is making an effort to develop a program that will provide greater resources for its programs, particularly Economic Development, through the 108 Loan Guarantee Program. Plans are to begin at the core of the most impoverished census tract, improving infrastructure, recreation and safety, and focusing on economic diversity in the immediate community.
With 24.4% of the City's total population below the poverty level, an anti-poverty strategy is important. The City recognizes that education and economic development have been the principle means for reducing poverty wherever it persists. Better education provides for a greater range of opportunities and serves as the catalyst for self-improvement. Economic development provides for employment opportunities and serves as an incentive where none previously existed.
The City has committed millions of dollars from its general funds to subsidize the Anniston City School System. The City also supports, through its CDBG program, the Boys and Girls Clubs, which provide for both the physical and mental development of children from low and moderate income families residing in public housing. The City is also pursuing several aggressive economic development strategies, foremost on the list being a strategy to revitalize the City's downtown commercial district. Much of the district is in or adjacent to low/mod income neighborhoods. Approximately 1.25 million dollars has been raised, through pledges and donations, to capitalize this program. As the program continues to evolve, more employment opportunities in the downtown commercial area will be created for low-income citizens.
The primary source of Federal resources is CDBG program funds, the Public Housing Authority's Comprehensive Grant Program, Section 8, and public housing. Resources available from the State include Emergency Shelter Grant funds. Local resources include general funds from the City of Anniston.
The Housing and Community Development Department is responsible for the Consolidated Plan activities, but several public and private organizations are involved in administering the various components. Several non-profits provide services for the homeless, manage the Home Buyers Assistance Program and the Small Business Incubator, and provide counseling for the low/mod youth; street paving and pedestrian improvements are done through the City's Public Works Department; and the Parks and Recreation Division of the City handles park improvements.
Housing agencies and individuals who have expressed a particular interest in
the Consolidated Plan and all parties who have contributed to the Plan will be
poled on a periodic basis and requested to keep the City informed. The City
will, in turn, keep these same parties informed of activities and programs that
may become available and that can be undertaken.
The following are some of the proposed activities in the City's Action Plan:
All projects are located in low/mod areas. Anniston's last Grantee Performance Report showed that the percent of benefits to low/mod persons was 100%.
The Housing and Community Development Office is the lead agency. However, Anniston City Council makes all of the final decisions.
The Anniston Housing Authority has a comprehensive Grant for making improvements on their units. In the first year the City will address the housing problems by providing for the most important housing needs with emergency home repairs, handicap-needs improvements and an exterior painting activity. With 108 Loan funds, greater emphasis could be placed on housing rehabilitation and rental property rehabilitation. Funding will continue for single- family housing considered affordable.
MAP 2 depicts points of interest and low-moderate income areas.
MAP 3 depicts points of interest, low-moderate income areas, and minority concentration levels.
MAP 4 depicts points of interest, low-moderate income areas, and unemployment levels.
MAP 5 depicts points of interest, low-moderate income areas, unemployment levels, and proposed HUD funded projects; in addition, a table provides information about the project(s).
Mr. Logan E. Combs
Administrator of Housing & Community Development
Anniston, Alabama
Telephone Number: #205-231-7660
