Brownsville, Texas has a unique culture. Located in Cameron County at the southern most tip of Texas on the Rio Grande River, Brownsville traces its beginning to the signing of the Treaty of Guadalupe Hidalgo in 1848. This act, which officially ended the war between the United States and Mexico, established the Rio Grande River as an international boundary between the two countries.
With this former dispute settled, a new era of development along the Rio Grande began. Brownsville was brought to life with the arrival of settlers and entrepreneurs seeking to take advantage of new opportunities for trade with Mexico and Latin America. Brownsville was incorporated as a city in 1853, and nearly 150 years later has grown into the largest city in the Lower Rio Grande Valley. The city continues to attract business people from all across the United States, Europe and Latin America, and the passage of the North American Free trade Agreement (NAFTA) marks another phase in the historic pattern of development in the area.
Matamoros, Mexico, Brownsville's sister city across the border, was established in 1749. Brownsville and Matamoros share both historical and cultural roots. The two cities' physical proximity, as well as their historical, economic and social connections mean that they must work together in order to effectively manage issues of bi-national importance, including environment, health, trade, commerce, and migration.
Brownsville benefits from thousands of visitors that come each year to enjoy the sunny climate and its many attractions. The Gladys Porter Zoo and Wildlife Preserve is internationally recognized for its success in breeding endangered species and draws many visitors. Additional Brownsville attractions include the scenic resacas or oxbow lakes, nationally famous bird watching, proximity to Mexico and South Padre Island resorts, and an exciting historical past. The 58th annual international festival and parade known as the Charro Days Celebration is the only parade in this region that crosses the border from one nation into another. The Celebration is a three-day fiesta, involving community planning, Binational planning and participation in costuming game booths, contests, and exciting floats celebrating the unique cultural heritage of the two sister cities, Brownsville Texas and Matamoros, Mexico.
The City of Brownsville's Consolidated Plan includes a strategic vision for housing and community development. A One-Year Action Plan outlines how approximately $5.9 million of Community Development Block Grant (CDBG), Home Opportunity Made Equal (HOME), and Emergency Shelter Grant funds will be spent in 1995. The majority of these funds will be focused on housing and community needs and activities.
The Brownsville Citizen's Advisory Committee (BCAC) was responsible for
addressing the needs of the community. The BCAC consists of (ten) grassroots
members each representing one subdivision of the City, (five) at large members
appointed by the city commission, and the chairperson of the Enterprise
Community Subcommittee. Seven public Hearings were held in various parts of the
city after publicizing them in the local newspaper as well as disseminating
flyers through churches and public schools. Comments were heard from public and
private organizations as well as from the general public. Public review and
comment on the draft Consolidated Plan was held from January through July. The
City Commission adopted the plan on July 18, 1995.
Brownsville has a 1995 population of an estimated 117,000 residents inside
the current city limits. Matamoros has an officially estimated population of
350,000 persons as of as 1990. Unfortunately, the budget for conducting the
Matamoros 1990 census became overextended, and the study was stopped midway.
Unofficial estimates have placed the actual population as high as a million
residents. Brownsville's population increased significantly (by 16.4%) during
the period of 1980 to 1990. The 1980 population census accounted for 84,997
residents. By 1992, the estimated population has risen to 115,000. By the year
2000, Brownsville may be home to over 150,000 people. Mexican-Americans make up
92% of all Brownsville residents. High poverty coupled with high unemployment
create(s) economic problems and health problems for Brownsville's low income
residents. With 70% of the population living below the poverty level, the per
capita annual income is $8,316 with a median wage income of $21,818. The median
household income is $15,890.
The economic outlook of Brownsville is closely linked to Mexico. Increased trade as a result of the approval of the North American Free Trade Agreement (NAFTA) is expected to accelerate growth in this economically depressed area. Brownsville has one of the largest Foreign Trade Zones in the country. Since it is the only border city with easy access to all modes of transportation (deep water port, barge, rail, air, and truck), Brownsville can take full advantage of the formal relaxation of trade restrictions. In the meantime, however, the current peso devaluation is expected to cause a 25% decrease in commerce for Brownsville within the 1995 fiscal year. Still, with Brownsville facing significant adverse effects resulting from the peso devaluation, it has managed far better economically than other border communities.
Although the border is one of the fastest growing regions in the State of Texas, unemployment in the Brownsville-Harlingen municipal Statistical Area (MSA) is ranked as the second highest in the State. The Texas Employment Commission ranks Brownsville as the most economically disadvantaged city in the state. Unemployment in the area averages 12.8% versus 6.3% annually for the state and 6.0% for the nation according to the U.S. Department of Labor.
Despite the general economic depression, many local lenders are optimistic. Long term economic outlook is predicted to be healthy. Commercial trade in the city is currently $3.7 billion, up 11% over the last year. Retail is leading by $2.0 billion, a 7.1% increase over last year. Service-related sales have increased 11% to $205 million and wholesale trade is up 1.5% to $765 million.
Industry, however, is experiencing a downward trend. Sales for manufacturing for year end 1994 was $315 million, a decrease of 19.7% over last year. The Brownsville Economic Development Council, the Greater Brownsville Incentive Corporation and the Port of Brownsville are laboring diligently to offset this downward trend. Three large projects are currently under development which will facilitate job creation: (1) a 300-acre Industrial Park in the foreign trade zone; (2) an eco-industrial park now in the planning stage; and (3) a dry dock expected to bring more business to the port and crate about 750 industrial jobs within seven years. The Port of Brownsville acquired the dry dock, a floating vessel used for ship repairs, and is now preparing to expand its industrial ship repair capacity to include large tonnage, ocean going vessels from anywhere in the world.
Building permits in Brownsville are up 31.3% over last year, this being the largest year to- date.
The City has experienced a phenomenal rate of growth, far out-pacing the nation with a 25.55% increase in population over the last decade. The growth in population has surpassed the 25.55% housing available units which was up by 18.7%. This provides an insight into the housing needs of the city. Although housing units valued less than $50,000 had the highest percentage increase with 69.6% (up by 7,086), this by far falls short of addressing the housing needs for low to moderate income families. The age group with the largest increase was 25 to 44 year old, up 6,372. Individuals or families within this group tend to be first time homebuyers and without any government assistance. Low/mod families will eventually exit this age category without having achieved their American Dream, owning their own home.
As in all cities, there will be families who may never be able to acquire their home. The burden then falls on the Public Housing Authority (PHA) and the City of Brownsville to provide safe, decent housing. The PHA's responsibility, however does not end merely by providing the appropriate size unit. The PHA is striving to empower the poor through resident management and homesteading, and every effort must be made to continue the war on drugs by helping to make public housing drug free. Unfortunately, the waiting period for available units for most applicants ranges from 18 months up to 2 years. In some instances, certain applicants can be fast-tracked. However, this process still takes 6 to 10 months. The reasons for delays are clearly evident: 3,000 people/families on the waiting list, all hoping for a vacancy within the PHA system or to obtain Section 8 vouchers to subsidize their rent payment.
Over the last decade, the largest population increase was in the ethnic minority groups category. The city grew by 21,690 people, of which 18,067 were Hispanics. The Hispanic population accounts for a large percentage of the city's population. Although the city's growth from 1980-1990 was 25.5% the anticipated growth rate for 1990-2000 is expected to be 35%. Reasons for the expected increases are:
Given the expected population growth, by the year 2000 the city is estimated to have a population of at 144,027, a potential increase of 37,340 individuals. Approximately 90% of the increase is expected to be from this Hispanic population. The largest percentage increase is expected to remain with the 75 years or older category. However the largest actual growth is expected to be mirrored throughout the 90's.
Available housing units will not keep pace with population growth at the present growth rate. Total units are expected to increase by 20% to 28,992. Projected formation of families is expected to increase by 16% to 25,362. However total households should increase by 17% to 30,796, effectively placing a heavy burden on the available housing stock. Increases in the level of services provided for low and moderate income families must be made if the city is to keep pace with the population growth. Key areas to address are: Affordable Housing - by placing families in their own homes. The city helps increase its tax base while simultaneously releasing some strain from the PHA. Downpayment Assistance - this type of assistance maximizes HUD fund by assisting families with downpayment costs to acquire private sector mortgages, thereby increasing the number of families assisted; the number of PHA housing units available should be increased for small to large families and the elderly. Section 8 vouchers allows the PHA to tap into private sector multi-family housing units (i.e. apartments, etc.) to maximize the use of the available housing stock for low mod families.
In 1990, the total number of housing units was 31,193. This figure grew to an approximate increase of 24%. The City has experienced a slower growth rate in the low and moderate income and inner city areas. In some instances, these areas have had a population decrease. Approximately 43% of the low and moderate income census tracts experienced a decline, compared to 23% in the remainder of the City. The following census tracts are within the CDBG low and moderate income area.
The City of Brownsville had 28,992 year round housing units in 1990, 91 percent of which were occupied. Housing units experienced an 18.8% increase equivalent to 4,562 units between 1980 and 1990. Of the occupied units, 44 percent were rental units and 56 percent were owner-occupied vacant units totaled 2,670 in 1990. Owner occupied and renter occupied units experienced similar increases in the same time period. Owners units (15.5%) and renter units (14.5%) increases were moderate. However, the majority of housing units available remain owner occupied at 55.8% as is evident by the drastic decrease in homeowner vacancy rates at 1.55 equivalent to an 83.5% decrease.
The number of people per owner occupied unit increased to 3.86 people per unit (p.p.u.) and renter occupied units increased to 3.49 p.p.u.
Value of owner occupied units certainly experienced a significant growth with units valued less than $50,000 leading the charge with a 390.6% increase followed by units valued at or above $200,000 with a 267.4% increase. The overall median value increased to $39,900.
Statistics concerning how much of a family's income goes to housing expenses reveals the problem of housing affordability. In Brownsville this it true particularly of extremely low- income and very low-income groups.
Extremely low-income households often cannot afford their housing. Of the 676 extremely low-income renter households, 130 (19.2 percent) in 1990 were paying more than 30 percent of their income for housing and 381 (56.4 percent) were paying more than 50 percent of their income for housing. Of the 427 extremely low-income owner households, 112 (26.2 percent) paid more than 50 percent of their income on housing. Of the 2411 very low-income renter households, 1175 (49 percent) in 1990 were paying more than 30 percent of their income for housing and 297 (9 percent) were paying more than 50 percent of their income for housing. Of the 2007 very low-income owner households, 564 (28.2 percent) paid more than 30 percent of their income for housing and 182 (9.1) percent paid more than 50 percent of their income on housing. Locating affordable housing is not as difficult for moderate-income household as it is for very low- and low-income households. In 1990, only 157 (*8.9 percent) of all moderate-income households were paying more than 30 percent of their income for housing and 7 (1 percent) were paying more than 50 percent. Of owner households, 85 (8 percent) were paying more than 30 percent of their income for housing and 7 were paying more than 50 percent.
The U.S. Census conducted a count of the homeless one particular day and night in every metropolitan community in the spring of 1990 to determine how many families and individuals were homeless at that point in time. This analysis was not intended as an accurate count of the total population of homeless persons. Nevertheless, in Brownsville this effort resulted in identification of 39 individuals in emergency shelters or shelters for abused women, and 0 individuals in shelters for runaway, neglected and homeless children. The survey found 3 homeless individuals visible in street locations.
The city does not feel that this date was an accurate reflection of the homeless population in Brownsville at this point in time. Moreover, the homeless population continues to change and grow. The city has conducted its own count from service providers. The Ozanam Center, which provides shelter for the homeless, reported 2,573 individuals in a 12 month period.
The homeless--both sheltered and unsheltered--are in need of permanent, affordable and decent housing, and may need other supplemental services such as food, subsidized child care, housing search assistance, and employment training. Additional regional shelters with support services are necessary to meet the expected growing numbers of homeless families and individuals.
Recently, an organization called the Valley Coalition for the Homeless was formed to identify and find resources for this population. In a recent planning session initiated by the Brownsville Independent School District it was found that a primary need (gap) in this area is a lack of transitional housing. The prevalence of homelessness is not a Brownsville problem; it is a regional and national problem. Solutions must be developed and implemented regionally. Although there are no accurate local counts regarding the extent of homeless, it also is believed that the percentage of the homeless that are families is growing. Unemployment, poor skills and family disturbances often lead to temporary homelessness.
The Brownsville Housing Authority currently has 999 public housing units and 1,098 section 8 assisted rental units. Nonetheless, both programs presently have waiting lists of over 2,400 and 3,000 persons respectively. Additionally, the Comprehensive Plan of the BHA estimated that over $24 million is needed to address the physical needs of its facilities.
Housing projects need exterior painting to some extent. Exterior doors need replacement to a large degree as well better lighting. Security is a major concern in all the housing projects and therefor warrant door and window screens. Leaky roofs are also a major problem.
The interior of many units need repainting. The older units have the water heater inside the living quarters and need to be moved outside; it will be feasible to do this change when and if individual gas meters are installed or the housing units-currently the older housing projects are operating from one master meter. These are the major concerns currently, there are numerous other physical problems that need to be addressed.
Special needs groups include the elderly and frail elderly; persons with mental, physical, or developmental disabilities. Services for this group include basic assistance with daily living activities, elimination of physical barrier to their homes, and transportation.
Lack of affordable housing is one of the most critical housing problems in the City of Brownsville . The City of Brownsville has studied land use controls, zoning ordinances and subdivision regulations, growth limits, building codes, building fees, and charges and found that these practices did not pose significant barriers to affordable housing development. The Consolidated Plan does mention that contract -for-deed practices common in South Texas is an impediment to development of housing, since the land owner has a difficult time finding finance for their home.
The City of Brownsville conducts Homebuyer workshops in partnership with the Community Development corporation of Brownsville every three months. These meetings are held in strategic community locations. These workshops include presentations by major banks, consumer credit counseling, and the city's housing programs on financing and owning a home.
The CPS requires Brownsville, to the extent feasible, to assess the number of incidents of lead-based paint in housing units. In this assessment, the City must also estimate the number of units with lead-based paint that are occupied by low-, very low-, extremely-low, income households.
Age of the housing units is one of the key ways to estimate the number of units with lead- based paint. However estimating the number of units that may have lead-based paint is extremely difficult--not all housing units built before 1979 contain lead paint. A table showing the ages of Brownsville housing units occupied by extremely low, very low-and low-income residents follows: Brownsville has 10,639 owner units and 16,956 rental units before 1980. As stated above, not all housing built before 1979 contains lead paint. Some homes never were painted with lead paint; others have gone through the effort of removing the lead properly. Although no accurate analysis as to the extent of lead paint is available, the Federal government requires that the City estimate the prevalence of lead-based paint in the community.
As required by CPS, Brownsville consulted with some agencies to gather information on lead based paint in the City. The sources that were contacted for lead-based paint cases were Cameron County Health Department, the Brownsville Community Health Center, and local hospitals.
According to the formula used in this plan to determine lead-based paint units posing a hazard 9.931 units were estimated for the city; this represents over 37% of the total housing units.
There is no detection program for lead-based paint in the city. The Community Development Corporation of Brownsville will check for lead-based paint hazards for some of its programs. The city responds to any complaint or concern from citizens about this issue as well.
The City has a recycling center and several drop-off locations for glass, paper, and used oil. It is estimated that 17% of the solid waste in Brownsville is recycled. The city works closely with schools and public civic groups to raise awareness about recycling. The city also actively involves itself with increasing the public knowledge of the importance of trees with residents. The Brownsville Beautification Committee contracts with the Texas Department of Transportation to plant a large number of palm trees. Additionally, the city funds and publicizes a truck to effectively remove unwanted trees form residential property without causing harm to the trees.
Some of Brownsville's industries have made significant efforts to reduce waste and pollution, including Chem-Pruf Door Company which received the Governor's Award for Environmental Excellence. Chem-Pruf effectively reduced wast through reuse, resulting in cutting waste from 125,000 pounds to 25,000 in a two-year period.
As these good efforts expand, Brownsville must still face severe problems connected to environmental contamination. Most prominent among these problems is the spike in the incidence of neural tube birth defects that occurred from 1989 to 1991. Within a six-week period in 1991, six babies were born with severe defects in the Brownsville-Matamoros area. With additional inquiries, researchers found that between 1989 and 1991 about 30 mothers in Cameron County had given birth to anencephalic babies (infants born with no brain or a partial brain), a rate unprecedented in the United States. Studies conducted by the National Centers for Disease Control and Prevention, and the Texas Department of Health could not isolate a cause.
This event sparked national media attention and concern for environmental pollution in the Brownsville/Matamoros area. A Brownsville study led to the development of the Texas Department of Health Neural Tube defect Surveillance and Intervention Project. The project monitors all cases within the border region and has pinpointed six additional babies afflicted in the Eagle Pass-Piedras Negras area from December 1994 through March 1995. Industrial pollution in the border region drew business and government attention as well, and some of the worst problems have eased somewhat. Maquiladoras on the Mexican side for the border have implemented more primary treatment of wast products. Current studies show that the cluster has not reoccurred.
One of the most critical environmental issues for Brownsville is the status of its water quality. Brownsville receives almost all its water from the Rio Grande River. The enormous demand on the river's water signifies hard choices for the border region. Water rights from the Texas share of Rio Grande water have been completely allocated and no new water rights will be offered.
The City of Brownsville has a high unemployment rate. Community resources must be implemented with special focus unskilled persons and/or low-income groups. The major of individuals or families in this situation are dependent on welfare and are desperately seeking a way out. Educational and vocational training programs are needed as well as affordable child care, emergency assistance for at-risk families and individual.
The Continuum of Care Committee is a group of concerned social service providers, shelters, and health care professionals that are willing to investigate and plan ways of maximizing their sources and minimizing duplication by coordination and dialog regarding the needs of the homeless population.
The overall goal of this committee is to reduce individual and system
barriers facing the homeless individuals and families or those at risk of
becoming homeless. The Committee will coordinate programs to strengthen their
determination, increasing their level of education attainment, employability,
and assist in obtaining permanent housing, thereby helping them progress toward
a more self-sufficient lifestyle.
Brownsville has diligently worked through its ten-member grassroots committee to identify particular priorities, programs, resources , and organizational structures that best meet the challenges identified by Brownsville citizens through various public hearings. The public hearings were held in connection with the development of Vision 2000, the ECSP, and the CDBG Consolidated Plan.
To Reduce Homelessness:
To improve the housing stock in the Enterprise Community Target areas and CDBG eligible areas:
To reduce drug abuse and alcoholism:
To develop a community educational system that will lead to full employment and will benefit each member of the community regardless of the individual's educational functioning level:
To increase access to day care for students and working parents:
To reduce crime:
To reduce the number of Teen Pregnancies and their negative effect on the community.
To improve transportation service to the community:
This Consolidated Plan calls for a variety of social services to be provided in one location within the Brownsville city limits. The proposed strategy for such a one-stop service center is to take advantage of city bond money approved in 1991 to build a teen and elderly center as the base for the proposed multi-service center. Future expansion of the teen and elderly center would include a natatorium and permanent facilities for other services.
The educational and social services specified for the multi-service center that would not already be located in the teen and elderly facility would be housed in mobile units located in the parking lot at the center. These mobile units would be outfitted with air conditioned offices. The mobile units could be taken into other neighborhoods within the eligible areas, placed in school, church, or other parking lots, and made accessible to all those who might take advantage of the services offered. Part of the jobs training offered in these mobile units would include training i the construction trades, including drafting. carpentry, plumbing, electrical, and other trades.
The Community Development Corporation of Brownsville (CDCB) has submitted three grant applications for projects that will benefit the many eligible areas directly. The first is a Youthbuild Planning Grant application submitted to the U.S. Department of Housing and Urban Development (HUD in January 1994. The CDCB has formed a partnership with the University of Texas at Brownsville (UTB), the Brownsville Independent School District (BISD), the Brownsville Adult Literacy Center, the Cameron County Private Industry Council, and other support entities for this project.
One of the mobile units based at the youth and elderly center will be outfitted with a training room, a tool shop, and an instructor/foreman office as the Youth build mobile center hat will be taken to each housing rehabilitation site. Youthbuild participants will get training and take classes either in the mobile center, at a BISD facility,. or at the University of Texas at Brownsville, and will also work at the construction site 20 hours a week. The City of Brownsville proposed to use Social Service Block Grant funds to pay stipends to these youth for their work.
The Consolidated Plan will be reviewed annually by grass-roots BCAC and the
Enterprise Community Committee. The plan will be evaluated against established
benchmarks and goals to determine the extend to which implementation has been
achieved each year. Schedules and budgets will be adjusted accordingly. A
comprehensive update of the plan will occur at least every five years.
The City of Brownsville One-year Action Plan outlines the proposed use of approximately 5,975,000 million CDBG, HOME, and Emergency Shelter Grants funds, in addition to program income. These funds will be spent mainly on an array of housing activities, including:
| Public Service | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| Planned Parenthood (Southmost Clinic) | $ 40,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Palmer Drug (One additional Counselor) | $ 35,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Micro Business (Partnership with UTB/Bank) | $ 20,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Infant Nutrition (Nutrition counseling Shelters) | $ 5,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Public Info. | $ 20,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| EMS (EMS station at Valley Regional Hospital at Alton Gloor) | $ 55,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Adult Literacy (Mobile Lab) | $115,600 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Public Library (Book mobile) | $200,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Public Facilities | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Public Works (sidewalks) targeted areas | $300,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Storm Sewer (Almaeda Drive) | $326,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 14th St. (Roosevelt to Expressway) | $186,000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Parks | $297,123 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
#7 1 Pumper Additional Pumper of Military Station Military Drive | $140,000
| Boys Club at Oliveira Park | $147,900
| Paso Real Drive | Drainage and lighting in Stevens St. Area | $ 78,750
| Clarissa St. Improvements (Austin Rd. - Acapulco) | $ 80,000
| Colonia Galaxia Area - Neighborhood Park) | $ 50,000
| Drainage GardenPark - Park St., Midway Dr. | $100,000
| Housing | Program (estimate) | $1,100,000
| Affordable | $ 825,000
| Moderate Rehab | $ 100,000
| Administrative Costs | $ 560,000
| Rehabilitation | $ 200,000
| Administrative | City Finance (Accounting -- 1 person) | $ 34,000
| Community Development Administration | (Adminstration monitoring, reporting -- 2 persons)
| $ 327,145
| Comp. Planning (Planning) | $ 237,131
| Eagle Section 108 | $ 29,000
| Indirect Cost | $ 40,000
| Code Enforcement | Code Enforcement (Target area) | $ 110,000
| Demolition (Target areas) Remove delapitation | $ 50,000
| TOTAL | $4,424,000
| Home Projects | Projects | $ 1,083.00
| Affordable Housing (homeownership) | $ 335,000
| Down payment assistance | $ 200,000
| Lease Purchase | $ 350,000
| Adminsitrative Cost | $ 115,000
| CHDO 15% | Emergency Shelter Grant | $ 150,000
| Brownsville Family Center | $ 90,000
| Homelessness Prevention | $ 50,000
| Friendship of Women | $ 10,000
| |
All of the projects in the one-year Plan are dedicated to target residential areas, known as Neighborhood Strategy Areas (NFAs). Funds allocated to these areas are spent mostly on public improvements as suggested by an elected Brownsville Citizens Advisory Committee (BCAC). In addition, significant HOME funds are allocated to Brownsville Community Development Corporation the city's only CHDO.
The Planning and Community Development Department will be the lead agency in implementing the Consolidated Plan.
Highlights of Brownsville's housing goals for the first year include increasing the supply of affordable housing for 300 households through rehabilitation, lease purchase, and new construction; placing 27 public housing residents in self-sufficiently programs; increasing housing choice for 300 minority or low-income citizens; providing; preventing homelessness among 1,500 at risk households; and providing emergency shelter to 265 families and 1,500 single persons.
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 Neighborhood Segments and streets and proposed HUD funded projects; in addition, a table describes information about the project(s).
MAP 6 depicts Neighborhood Segments and proposed HUD funded projects.
