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


Consolidated Plan Contact

CITIZEN'S SUMMARY

Brazoria County is located immediately south of Houston and Harris County along the coast of the Gulf of Mexico. The primary economic base includes chemical manufacturing, petrochemical processing, offshore extraction support complexes, deep water sport activities, tourism, sports, commercial fishing, and varied other manufacturing.

Action Plan

The Brazoria County Consolidated Plan presents a strategic vision for housing and community development in this progressively growing county. It includes a one-year action plan for spending approximately $1.299 million of Community Development Block Grant (CDBG) funds. These funds will primarily be spent on public infrastructure, public services, and planning activities.

Citizen Participation

The consolidated planning and submission process was coordinated under the direction of the County Judge and the county s community development grant consultant, Governmental Service Agency, Inc. Although Brazoria County served as the lead agency, valuable input during this planning process was also obtained from the participating cities and numerous organizations serving the Brazoria County area. In addition, two public hearings were held by Brazoria County on July 24 and August 7, 1995. Notices of these public hearings were published in the Angleton Times and in The Brazosport Facts. Notices of both public hearings were also mailed to the nine participating jurisdictions and to numerous social service organizations. Notice of the availability of the Consolidated Plan was published in both the Angleton Times and The Brazosport Facts and public comments were accepted for 30 days. The Consolidated Plan was adopted by the Brazoria County Commissioners' Court on August 16, 1995.

COMMUNITY PROFILE

According to the 1990 Census, Brazoria County had a population of 191,707. The racial breakdown of the county's population is white (73.05 percent), Hispanic (17.34 percent), black (8.09 percent), Asian and Pacific Islander (1.18 percent), American Indian, Eskimo, and Aleut (0.41 percent), and other (0.08 percent). The 1990 Census found that the median family income in the county was $39,344 and the median household income was $34,418. The Census also found that 10.4 percent of the county residents had incomes below the poverty level. And of these, 49.2 percent were minority and 11.3 percent were elderly. In 1992, the U.S. Department of Housing and Urban Development (HUD) estimated that the county population was 203,857 and that 34.5 percent of the residents were low- and moderate-income persons.

This is the first year the county has been designated as an urban county and entitled to receive CDBG funds. The unincorporated areas of the county and nine cities represent the participating jurisdictions in the Brazoria County Community Development Block Grant program in 1995. The nine cities include: Brookside Village (pop. 1,470), Bailey's Prairie Village (pop. 650), Clute (pop. 8,907), Iowa Colony (pop. 631), Jones Creek Village (pop. 2,160), Lake Jackson (pop. 22,749), Oyster Creek (pop. 939), Richwood (pop. 2,735), and Surfside Beach (pop 603).

HOUSING AND COMMUNITY DEVELOPMENT NEEDS

Conditions

Brazoria County has experienced significant growth for several decades as has the Houston Metropolitan Statistical Area (MSA). From 1980 to 1990 the population increased by 13 percent. In 1992, the U.S. Department of Housing and Urban Development (HUD) estimated the county's population was 203,857 and that 34.5 percent of the residents were low- and moderate-income persons. Houston-Galveston Area Council projects the county to have a population of 235,821 by the year 2000, which represents a projected increase of 23 percent over its 1990 population. The 1990 Census reported the unemployment rate for the county's civilian labor force was 5.1 percent. According to the Texas Employment Commission (TEC), the unemployment rate for the civilian labor force rose to 7.9 percent in August 1995.

Housing Needs

Two critical housing needs are identified in the Consolidated Plan: 1) increasing the affordability of housing; 2) and rehabilitating the existing housing stock. To address affordable housing needs, more low-income housing needs to be constructed, rental assistance for low- and moderate-income persons needs to be provided, and funds are needed for low- and moderate-income persons to maintain and repair their homes. Another high priority need is to provide housing for special need population groups such as the homeless, persons with HIV/AIDS, mentally/physically handicapped, and the elderly. Of the low- and moderate-income households (persons with incomes less than 80 percent of the median area income), large families, minority and elderly households have the greatest need for housing assistance.

Housing Market Conditions

In 1990, Brazoria County had 75,504 housing units of which 64,019 are occupied. Of the occupied units, 69 percent were owner-occupied and 31 percent were renter-occupied. There were 10,485 vacant houses of which 3,112 were for rent and 1,283 for sale. The rental vacancy rate was 13.6 percent and the homeowner vacancy rate was 2.8 percent.

No housing study has been conducted in the county. According to the 1990 Census, approximately 37.3 percent of the housing units were constructed prior to 1970 and 3.1 percent were built in 1939 or earlier. It is believed that many of these older homes are deteriorated. The Census also reported that 1.1 percent of the units lacked complete plumbing and kitchen facilities and that over one-third (35.3 percent) of the housing units in the county were without public sewer.

Affordable Housing Needs

Most of the housing built since 1990 is above the price range of low-income households. The average median value of owner-occupied homes in 1990 was $61,800. According to the Brazoria County Tax Appraisal District, the average valuation of a home in the county in 1995 is approximately $50,000. According to the 1990 Census, the median monthly gross rent was $731 for owner-occupied homes with a mortgage and the median gross rent was $401 per month. With the projected population increasing by 11.5 percent during the next five years, the demand for housing will drive up the costs of purchasing a home as well as renting. The hardest hit will be low- and moderate-income families, minorities, the elderly and first-time homebuyers.

Homeless Needs

According to the Salvation Army, it is estimated that as many as 500 to 525 persons may be homeless in Brazoria County during the year. During 1994, the Salvation Army provided temporary lodging for 3,459 persons. This translates into an average of 9 to 10 homeless persons per night. The Salvation Army can accommodate up to 14 men and 6 women and children. Shelter for children is only provided if they are accompanied with their mother. The only other agency which assists the homeless is The Gulf Coast Center. The Gulf Coast Center has two apartment units which provides transitional housing for two homeless individuals diagnosed with mental illness. The center also refers homeless persons to its Our Daily Bread and Island House facilities located in Galveston County.

Statistics were not kept on the racial breakdown of the homeless population until this year. Between February and August 1995, the homeless population served by the Salvation Army was white (52.9 percent), Hispanic (38.8 percent) and black (8.3 percent). It is believed, however, that these percentages are representative of the past homeless persons served.

Public and Assisted Housing Needs

There are no public housing projects located within the county. However, Brazoria County has 378 Section 8 certificates issued for rental assistance and another 666 apartment units assisted under HUD's Section 8 and Farmer's Home Administration programs. There are also 206 units for the elderly under HUD's Section 202 program. The assisted housing falls far short of what is needed. There are 1,091 individuals and families on the Section 8 waiting lists, 326 on waiting lists for publicly assisted apartments, and 190 elderly persons on the waiting list for the Section 202 units.

Barriers to Affordable Housing

Lack of affordable housing is one of the most critical housing problems in the county. Brazoria County and the nine participating jurisdictions have all adopted subdivision ordinances which regulate the platting of land and establishes standards for development. These ordinances need to be reviewed to determine if any barriers to affordable housing exist. As part of the consolidated planning process, the county reviewed tax rates, zoning ordinances, utility rates, building codes, and permit fees and found that these practices did not pose significant barriers to affordable housing development. Neither the county or any cities assess any impact fees for residential development. However, no incentives are offered either.

One barrier to affordable housing is the lack of financing resources for construction and mortgages. Farmer's Home Administration loans are not available in a large part of the county.

Fair Housing

Only one of the nine participating cities has adopted a fair housing ordinance. Also as of the adoption date of the Consolidated Plan, the county had not adopted a fair housing policy. There is a need to develop a plan to encourage to adoption fair housing policies and to setup administrative procedures to handle discrimination complaints.

Lead-Based Paint

The number of housing units in the county with lead based paint hazards is unknown. However, it does not appear to be a significant problem. Of the 74,504 housing units in the county, 30.8 percent were constructed since 1980 after the widespread use of lead-based paints. Last year, only 31 children had a presence of elevated lead levels in their blood.

Community Development Needs

Community development needs are plentiful in Brazoria County. Some of these include eliminating gaps in health care services and facilities; a public transportation system; affordable child care; early educational and development programs; job and vocational training; increased employment opportunities for the unemployed, low income, and handicapped persons; improved case management for all special need population groups; and increased emergency assistance services.

Another important community development need in the county is infrastructure needs. Many of the current infrastructure systems and facilities are inadequate or have become deteriorated due to their age and condition. An example of infrastructure needs is that approximately 35 percent of the county does not have public sewer.

HOUSING AND COMMUNITY DEVELOPMENT STRATEGY

Housing and Community Development Objectives and Priorities

The greatest concern facing the county is its ability to meet the needs of its growing population. By the year 2000, the county is expected to grow approximately 23 percent over its 1990 Census population. This growth will place burdens on every segment of the county. The current housing market, already a seller's market, will continue to escalate as the demand for housing increases. This will have a detrimental affect on the low- and moderate-income population as their housing costs will also continue to rise. The current infrastructure systems in many cases are inadequate to serve their current needs--much less provide for future needs. Social service organizations are already experiencing severe funding shortages and in response are having to cut back on services. Yet, the need for social services continues to escalate as more persons become homeless, as the baby boomers become senior citizens, and the employed become unemployed.

Housing objectives focus on the supply and availability of affordable housing for low- and moderate-income persons and the other special need population groups. The county intends to properly plan for the best strategy to utilize its limited CDBG resources and to identify ways to leverage these funds with other housing programs and by working with nonprofits and the private sector. The community development objectives are to revitalize residential and commercial areas by upgrading public infrastructure systems and to eliminate blighting influences. Targeted areas will include those areas within the unincorporated areas of the county and within the nine participating jurisdictions that have high concentrations of low- and moderate-income persons. The county also intends to work with existing social service organizations to improve and to address gaps in the delivery of social services to the needy. Some of these objectives include increasing the supply of transitional and supportive housing for special need population groups, establishing a continuum of care and case management, to provide a cost effective public transportation system, to coordinate efforts and resources, to increase economic development and educational opportunities, to increase emergency assistance, and to improve health and nutritional services.

Housing Priorities

It was evident from the housing information collected as part of the consolidated planning process that affordable housing and more housing assistance is needed in the county. This was particularly evident from the waiting lists being maintained. Also, as housing continues to age, more houses will continue to deteriorate and eventually may be lost from the existing housing stock. These homes typically are more affordable and are likely to be occupied by low- and moderate-income persons. The county recognizes the need to increase the supply of affordable housing for low- and moderate-income persons and to revitalize residential areas which have become blighted.

Since the county has no experience in housing programs and is unsure how to best allocate its limited resources in the most cost effective manner, a housing study will be undertaken. The study will identify housing needs and recommend actions to resolve those needs. The county will also attempt to leverage the CDBG funds for housing activities such as accessing the HOME Investment Partnership program and working with nonprofit housing organizations to assist them in this effort. The county also recognizes that housing problems exist in special need population groups and will work with social service agencies to provide permanent and transitional supportive housing for these groups. These special need population groups include the homeless, the elderly, the physically and/or mentally handicapped, persons with HIV/AIDs, etc. Supportive services will be strongly encouraged in order to establish a continuum of care for these individuals.

Nonhousing Community Development Priorities

The county and its participating jurisdictions have a great need to address public facilities and infrastructure needs. The highest priority public infrastructure needs include water, sanitary sewer, drainage, and road and street needs. Other needs include social service programs and services which benefit the elderly, at-risk youth, and the handicapped. Also needed are child care centers and neighborhood, park, recreational, and health care facilities.

Anti-Poverty Strategy

Coordination and communication are the key elements of the county's anti-poverty strategy. To combat poverty, it will require the efforts of government, housing, social service providers, and the private sector. The county recognizes the need to support existing and new anti-poverty programs aimed at reducing and eliminating poverty. Investing in infrastructure improvements and public facilities is considered an integral part of this effort. Job training and affordable child care for working families and single parents is a necessity. A public transportation network will also be needed to move families from their home and place of work and to access medical services and other public services such as TEC, job training, programs, child care, etc. The county will also encourage economic development programs and services which enhance job opportunities for county residents, particularly low-income persons.

Housing and Community Development Resources

There are numerous resources available to assist the county in addressing housing and community development needs. Although the county intends to take a lead role in CDBG funding, it will look to other federal resources such as the HOME Investment Partnership program. However, a bigger role will be taken by the other participating jurisdictions, nonprofits, and private sector. The participating cities and nonprofits will be encouraged to leverage their own resources with other grant programs such as Emergency Shelter Grants, Section 8, Shelter Plus Care, Housing Opportunities for Persons with AIDS, Department of Transportation grants, etc. The private sector will be encouraged to work with the local governments and the nonprofits to help provide employment and job training opportunities for low-income persons, the unemployed, at-risk youth, the homeless, and the handicapped. Private lending institutions will be encouraged to work with housing providers and nonprofits in order to provide financing for affordable housing programs and initiatives.

Coordination of Strategic Plan

Brazoria County will be responsible for the Consolidated Plan activities, but a variety of public and nonprofit organizations will be involved in administering components of the plan. For example, participating cities will provide input in identifying housing and community development needs and projects within their own jurisdiction during the planning component of this year's CDBG program. Several nonprofit organizations will administer and/or implement public service programs selected by the county which will enhance housing and/or social services.

The county feels that this Consolidated Plan is the beginning of an opportunity to develop a network of government agencies, nonprofits and the private sector which can focus on addressing gaps in the delivery of services and to undertake public infrastructure projects and housing programs which will help combat blight and encourage neighborhood revitalization. The county will create an advisory board which will assist the Commissioners' Court in prioritizing its many needs and to make recommendations regarding the use of CDBG funds. The advisory board will be composed of city and county officials, representatives from housing and social service organizations, and county residents.

ONE-YEAR ACTION PLAN

Description of Key Projects

The Brazoria County one-year action plan outlines the proposed use of approximately $1.299 million in CDBG funds. The funds will be spent on the following activities:

Public Facilities - The following public facility improvements will be undertaken:

Public Services - The county will provide a grant award to one or more social service organizations selected through the request for proposal process, to fund public service programs or projects. The county has allocated up to $100,000 in CDBG funds for this.

Planning - The county will undertake a housing study and will provide planning assistance to assist seven participating jurisdictions in developing community development plans. The county has allocated $200,000 in CDBG funds for this activity.

Contingency - The county has allocated $50,000 for a contingency fund. These contingency funds will be used to pay for cost overruns if necessary.

General Administration - The county will contract with its community development grant consultant to manage the administration of the 1995 CDBG program and will reimburse itself for staff time. The county has allocated $65,000 in CDBG funds for this activity.

Locations

The current Action Plan has been designed to benefit each of the participating jurisdictions either through planned public facility, planning or public services activities. The planning activities will include a housing study that will benefit all of the participating jurisdictions. The water, sewer and road projects will benefit low-income areas. The acquisition of property for park and open space will benefit both low-income persons and special needs populations such as the handicapped, elderly, and at-risk youth. Most of the activities are located in the central and southern part of the county because this is where most of the participating jurisdictions are located and where the highest concentrations of low-income residents reside.

Housing Goals

The housing goals for the first year is to undertake a housing study to determine options for future housing activities and programs. The county will also submit an application under the HOME Investment Partnership Program in order to leverage CDBG fund for housing activities.

Maps

MAP 1 shows some of the communities participating in Brazoria County's CDBG program.

MAP 2 shows points of interest in Brazoria County.

MAP 3 shows areas where over 51 percent of the population is low- and moderate-income.

MAP 4 shows areas of minority concentration with low- and moderate-income areas outlined.

MAP 5 shows unemployment data (1990) by block group, with low- and moderate-income areas outlined.

MAP 6 shows selected CDBG projects to be funded during the county's 1995 program year, with unemployment data shaded by block group and low- and moderate-income areas outlined.

For additional information, contact David K. Lewis at 214/ 342-1892.
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