R2007-111 2007-07-09
RESOLUTION NO. R2007 -111
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PEARLAND,
TEXAS, APPROVING A 5 YEAR CONSOLIDATED PLAN, INCLUDING A
CITIZEN PARTICIPATION PLAN, ASSOCIATED WITH THE COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That certain 5 Year Consolidated Plan, including a Citizen Participation
Plan, associated with the Community Development Block Grant Program, attached hereto
as Exhibit "A", is hereby authorized and approved.
PASSED, APPROVED and ADOPTED this the 9th day of July, A.D., 2007.
~nsJ
C
TOM REID
MAYOR
ATTEST:
APPROVED AS TO FORM:
o~~
DARRIN M. COKER
CITY ATTORNEY
Exhibit "A"
Resolution No. R2007 -111
City of Pearland, Texas
5-Vear HUD Consolidated Strategic Plan
for the City's
Community Development Block Grant Program
PV 2007-PV 2011
DUNS Number: 020796397
Tom Reid, Mayor
Richard Tetens, Mayor Pro-Tem & Councilmember, Position 1
Helen Beckman, Councilmember, Position 2
Steve Saboe, Councilmember, Position 3
Felicia Kyle, Councilmember, Position 4
Kevin Cole, Councilmember, Position 5
Bill Eisen, City Manager
Prepared for
U.S. Department of Housing and Urban Development
Houston Field Office
July, 2007
~"'\v.ENro,("
t:IIIIIIII~:O\ 5 Year Strategic Plan
~ 111111 ~~ This document includes Narrative Responses to specific questions
"~6 .\.oq that grantees of the Community Development Block Grant, HOME
~N DE"~ Investment Partnership, Housing Opportunities for People with AIDS
and Emergency Shelter Grants Programs must respond to in order to be compliant
with the Consolidated Planning Regulations.
GENERAL
I Executive Summary
The Executive Summary is required. Include the objectives and outcomes
identified in the plan and an evaluation of past performance.
The City of Pearland is located primarily in Brazoria County, Texas with a portion of
its western edge in Fort Bend County, Texas and a portion of its northwest and
northeast edges in Harris County, Texas. All three counties are also CDBG
Entitlement Jurisdictions. It also abuts Galveston County, which is not an
Entitlement Jurisdiction.
The City of Pearland is the lead agency for the CDBG program. The City Manager's
office will oversee the planning and implementation of all CDBG-funded projects.
Community development projects, such as parks acquisition/enhancement,
infrastructure and the like, will be managed in-house by the appropriate City
department, while public service projects will be managed by nonprofit subrecipient
agencies. All projects will be monitored by the City Manager's office.
The City of Pearland will allocate investments only within those block groups that the
U.S. Department of HUD have deemed as eligible low-mod income areas. However,
with the limited funds available, the City will not be able to address all the needs of
all the target areas and it has prioritized its investments based on the prioritization
of the target areas, as outlined in Figure 4 of the main body of this Plan. Street and
sidewalk improvements will be the focus of priority area 1, as the area feeds into two
schools without safe pedestrian or bicycle access. Drainage, streets and park
improvements will be the focus of priority area 2 and 3. At this time there are no
plans for priority area 4.
Money and lack of capacity of potential subrecipients are the major barriers to
addressing all of the needs of the underserved residents. Another barrier is
identifying and accessing those in greatest need. The City has developed a Citizen
Participation Plan, included in this 5-Year Consolidated Plan, which outlines its plans
and policies for reaching the underserved, those not normally part of a public process
as well as assisting agencies in building capacity. Below is a list of the priorities
established through a combination of data analysis, public participation and
consultations with nonprofits, Regional Council of Governments, County, State and
City staff. The items highlighted in green are those which the City intends to support
during the next five years through direct CDBG funding.
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03A Senior Centers 570.201(c) H
03F Parks. Recreational Facilities 570.201(c) H
031 Flood Drain Improvements 570.201(c) H
03K Street Improvements 570.20Hc) H
03L Sidewalks 570.201(c) H
19C CDBG Non-profit Orqanization Caoacitv Buildinq H
21A General CDBG Administration H
21D Fair Housinq Activities H
05A Senior Services 570.201(e) H
05B Handicapped Services 570.201(e) H
05D Youth Services 570.201(e) H
05E Transportation Services 570.20He) H
05G Battered and Abused Spouses 570.20He) H
05H Employment Traininq 570.20He) H
05N Abused and Neglected Children 570.20He) H
050 Subsistence Payments 570.204 H
14A Minor Rehabilitation of Owner-Occupied Housinq (elderly) 570.202 H
13 Direct Home Ownership Assistance 570.201(h) H
31J Facility-based housinq for the elderlv H
05 Public Services (General) 570.20He) M
05F Substance Abuse Services 570.20He) M
05G Battered Soouses 570.201(j) M
051 Crime Awareness 570.20He) M
05J Fair Housinq Activities (if CDBG. then subiect to 570.201(e) M
05L Child Care Services 570.20He) M
05M Health Services 570.201(e) M
050 Mental Health Services 570.20He) M
05R Homeownership Assistance (not direct) 570.204 M
05S Rental Housina Subsidies (if HOME not Dart of 5% 570.204 M
05T Security Deposits (if HOME. not part of 5% Admin c M
03 Public Facilities and Improvements (General) 570.201(c) M
03B Handicapped Centers 570.20Hc) M
03D Youth Centers 570.201(c) M
03E Neiahborhood Facilities 570.20Hc) M
03J Water/Sewer Improvements 570.20Hc) M
03M Child Care Centers 570.201(c) M
030 Fire Stations/Equipment 570.201(c) M
04 Clearance and Demolition 570.20Hd) M
06 Interim Assistance 570.20Hf) M
10 Removal of Architectural Barriers 570.20Hk) M
12 Construction of Housing 570.20Hm) M
13 Direct Homeownership Assistance 570.201(n) M
14A Rehab' Sinqle-Unit Residential 570.202 M
141 Lead-Based/Lead Hazard Test/Abate 570.202 M
15 Code Enforcement 570.202(c) M
17B CI Infrastructure Development 570.203(a) M
19D CDBG Assistance to Institutes of Hiaher Education M
05C Leaal Services 570.201(E) L
05K Tenant/Landlord Counselinq 570.201(e) L
05P Screeninq for Lead-Based Paint/Lead Hazards Poison 570.201(e) L
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Strate ic Plan
Due every three, four, or five years {length of period is at the grantee's
discretion} no less than 45 days prior to the start of the grantee's program
year start date. HUD does not accept plans between August 15 and
November 15.
I General Questions
1. Describe the geographic areas of the jurisdiction {including areas of low
income families and/or racial/minority concentration} in which
assistance will be directed.
The City of Pearland is located primarily in Brazoria County, Texas with a portion of
its western edge in Fort Bend County, Texas and a portion of its northwest and
northeast edges in Harris County, Texas. All three counties are also CDBG
Entitlement Jurisdictions. It also abuts Galveston County, which is not an
Entitlement Jurisdiction. The two maps below illustrate the location of the City, its
corporate limits and the location of its low- to moderate-income residents.
Figure 1 - City of Pearland Texas
Fort Bend
Brazoria
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Figure 2 - Low- Mod Income Areas in City of Pearland
-'"
City of Pearland
COBG Target Areas
/V MaJor ROlIct.
BIocl<GrO\4)tCli~byCIlyLmta
~456%+(HlJ)desllJllltionlorlargelafea)
CltyLlmib
RailrDlKl.
MaJOfCreek&
" .J
'" /"
.'
~
Most entitlement jurisdictions throughout the United States are required to have a
concentration of low-mod population of more than 51 percent for target areas.
However, the City of Pearland is an exception and its accepted minimum is 45.6
percent. Thus, the map above illustrates the areas with 45.6 percent or more low-
to moderate-income persons, as defined by HUD.
According to the Texas State Data Center, the 2006 population of the City of
Pearland was 59,994, up from 37,640 in 2000. Some growth has been due to
annexation, but the majority of the population increase can be attributed to new
subdivisions within the City Limits. Based on the data provided by the U.S.
Department of Housing and Urban Development, there are 4,984 people living within
the CDBG Target Areas delineated in Figure 2 above. Throughout Pearland, HUD
estimates 10,294 low- to moderate-income persons and 3,993 low- to moderate-
income households.
Pearland's population, as of the 2000 Census, was 74.5 percent non-Hispanic White,
with 16.2 percent Hispanic, 5.3 percent African American, 3.6 percent Asian and 0.4
percent other or multi-ethnic. Since 2000, the minority population has grown, but
there are no definitive statistics as to the percentages. The Pearland Independent
School District data for the 2005 school year shows 13.5 percent African American,
22.8 percent Hispanic and 8.7 percent Asian students. Based on the 2000 Census
data, the map below illustrates the minority concentrations by Census Block Group.
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Figure 3 - 2000 Minority Population In Pearland
-"
Block Groups Clipped by City Urnts
E:9 45.6% + (HUD designation for target area)
IV Major Roads
2000 Census Brock Groups
~ Loss lI1an 10%
11.29%
30- 49%
50. 58%
D Ciy linits
MajorCreek.s
2. Describe the basis for allocating investments geographically within the
jurisdiction (or within the EMSA for HOPWA) (91.21S{a){l)) and the
basis for assigning the priority (including the relative priority, where
required) given to each category of priority needs (91.21S{a){2)).
Where appropriate, the jurisdiction should estimate the percentage of
funds the jurisdiction plans to dedicate to target areas.
The City of Pearland will allocate investments only within those block groups that the
U.S. Department of HUD have deemed as eligible low-mod income areas. However,
with the limited funds available, the City will not be able to address all the needs of
all the target areas and it has prioritized its investments in the following manner:
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Figure 4 - Prioritization of Target Areas for CDBG Investments
-'
N Major Roads
Low-Mod Target Areas
E3 High Priority
Medium Priority
Low Priority
c:J City Limits
/\I Railroads
Major Creeks
Street and sidewalk improvements will be the focus of priority area 1, as the area
feeds into two schools without safe pedestrian or bicycle access. Drainage, streets
and park improvements will be the focus of priority area 2 and 3. At this time there
are no plans for priority area 4.
3. Identify any obstacles to meeting underserved needs (91.21S{a)(3)).
The primary obstacle to meeting underserved needs is money. If all of the
community development needs of the low- to moderate-income target areas are to
be met, an investment of more than $200,000,000 will be required by the City of
Pearland. If all of the housing and public service needs are to be met, it will require
an investment by developers, nonprofits and the County's public housing agency of
at least $5,000,000. The lack of public transportation is a major obstacle to meeting
the public service needs of the community. Additionally, the housing/jobs mismatch
coupled with a lack of public transportation makes it difficult when the majority of
the jobs are below median income while the majority of the houses are above the
region's median cost. The rapid growth of Pearland is both an opportunity and an
obstacle as the City strives to provide quality services to existing and new residents.
Finally, there has been much confusion among service providers regarding the
change from Pearland as a subrecipient of Urban County CDBG funds and Pearland
as a new Entitlement Jurisdiction. As a subrecipient, the funding was provided for
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capital projects, not public services. As a new EJ, the City has opted to fund up to its
15 percent cap to public service agencies. The City will work to educate agencies on
the differences between the two programs and to encourage participation.
Managing the Process (91.200 (b))
1. Lead Agency. Identify the lead agency or entity for overseeing the
development of the plan and the major public and private agencies
responsible for administering programs covered by the consolidated
plan.
The City of Pearland is the lead agency for the CDBG program. The City Manager's
office will oversee the planning and implementation of all CDBG-funded projects.
Community development projects, such as parks acquisition/enhancement,
infrastructure and the like, will be managed in-house by the appropriate City
department, while public service projects will be managed by nonprofit subrecipient
agencies. All projects will be monitored by the City Manager's office.
2. Identify the significant aspects of the process by which the plan was
developed, and the agencies, groups, organizations, and others who
participated in the process.
The City of Pearland has hired a consultant who is an expert in the development of
Consolidated Plans and the management of CDBG programs. The consultant met
with City staff to determine the needs that they identified in Pearland. Management
staff from the Planning, Public Works and Parks Departments as well as City
Manager's office were included in the meeting. Each department was charged with
the task of identifying gaps in services and costs to fill those gaps.
The City sent letters to approximately 40 public service and housing agencies in the
area, explaining the CDBG program, inviting them to apply for subrecipient funds
and providing a copy of the grant application. Also included was an invitation to the
first public hearing and pre-application workshop. The pre-application workshop
immediately followed a public hearing where the City staff and consultant focused on
the CDBG process and asked the attendees for their determination of priority needs
in the areas of housing, special needs populations (including homeless), public
services and community development. The second public hearing focused on the
results of the planning process, giving attendees the opportunity to comment on the
priorities developed and the proposed allocation of funds. This second public hearing
launched the 3D-day public comment periog for ,"=-he Con?.9lid_a!ed Plan al'!d Annual
Action Plan. Both public hearings were advertised in the first section of the general
circulation n~!iPgp'er fo,!" f:.~Lqn..d, tbe _x~xl<~ ~ ~opy pf eqch .a,d is inclu~d~ed. in the
attachmeJlt~ The City staff and consultant made two presentations to City Council -
one to approve the priorities and funding recommendations and one to approve the
Consolidated Plan and Annual Action Plan. The City Council agenda is posted for
public review before each meeting and there is a time for citizen comments at each
meeting. At that time residents were afforded the opportunity to speak regarding
the plans.
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In addition, the City and its consultant attended a meeting led by Pearland
Neighborhood Centers, Inc. which showcased all of the service providers in the area,
outlining their missions and services, the level of need for those services and their
collaborations with other agencies. This provided an opportunity for the
Consolidated Plan planning process to identify the various community needs and the
agencies addressing those needs. The City showcased the CDBG program and
provided additional grant applications and surveys. The City's consultant met one-
on-one with several of the agency representatives regarding their various needs
assessment reports and the numbers of clients they serve.
The groups participating in the planning process include various city departments;
Houston-Galveston Area Council; Pearland Neighborhood Centers; Gulf Coast
Homeless Coalition, Harris County, as well as a number of population-specific
nonprofit service agencies. In addition, the City relied heavily on its own
Comprehensive Plan and Brazoria County's Consolidated Plan, developed when
Pearland was part of the Urban County's CDBG program and is still part of the
HOME/ESGP/Section 8 programs.
3. Describe the jurisdiction's consultations with housing, social service
agencies, and other entities, including those focusing on services to
children, elderly persons, persons with disabilities, persons with
HIV / AIDS and their families, and homeless persons.
*Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and
other jurisdictions must assist in the preparation of the HOPWA submission.
The City of Pearland sent information about the new CDBG program to, and
requested information from, more than 40 agencies serving special populations
and/or the low- to moderate-income in the area. Approximately 15 agencies
provided information about the community's needs and their programs. The City
attended a meeting where all of the housing and public service agencies discussed
their projects, needs and priorities and met one-on-one with several of the agencies
after the meeting. Southeast Texas Housing Finance Corporation, the regional
CHDO, and Habitat for Humanity were contacted to discuss housing issues in
Pearland.
In addition, the City contacted Brazoria, Fort Bend and Harris Counties. As Pearland
was part of the Brazoria County Consolidated Plan in 2005, the City reviewed the
County's plan to ensure that the City plan was in accord with the County plan. The
City also contacted the County for additional information and feedback. The City met
with Houston-Galveston Area Council, the regional Council of Governments, to
discuss their concerns and their understandings of the needs and priorities in
Pearland. The City contacted the Brazoria County Public Housing Agency that
manages the Section 8 Housing Choice Voucher program to discuss any housing
issues and concerns within the City.
The United Way of Brazoria County is in the process of developing a new community
needs assessment report and they were consulted regarding their findings. The
Texas Department of Housing and Community Affairs was consulted regarding Low-
Income Housing Tax Credit properties and the housing issues in Pearland. The CDBG
consultant and City staff member responsible for CDBG consulted with the
department directors and select staff of key city departments, including Parks and
Recreation, Public Works, Planning and Zoning, Economic Development, Police, Fire
and Code Enforcement.
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Pearland is currently part of the Gulf Coast Homeless Coalition, located in Galveston
County, but serving several counties, including Brazoria. The Gulf Coast Homeless
Coalition was consulted regarding their homeless count, Continuum of Care
applications, and homeless needs in the Pearland area. Currently, no Pearland
agency is receiving McKinney-Vento Continuum of Care funds, however Gulf Coast
Center serves all of Galveston and Brazoria Counties, though it does not have
services in or near Pearland. The Coalition provided a copy of its 2007 Continuum of
Care application and the information is included in this Consolidated Plan.
The Southeast Texas Housing Finance Corporation (SETH), a state and county CHDO,
was contacted and provided information about the housing needs in Pearland. In
addition, they provided information about their Housing Bond programs, providing
first time homebuyers assistance, affordable housing developments and housing
rehabilitation. With the job-to-housing mismatch, affordable housing to provide
homes for the retail and service industry in Pearland is critical. SETH indicated that
NIMBYism is a major stumbling block in Pearland. The City will work with
neighborhood groups, SETH and public service agencies to educate the residents
about affordable housing and to help defuse the NIMBYism (Not In My Back Yard).
Transportation is a major problem identified for the elderly and disabled. CONNECT
Transit, operated by the Gulf Coast Center, is the only regional transportation service
and was consulted concerning its services to Pearland residents. The Gulf Coast
Center, serving Galveston and Brazoria Counties, including Pearland, also was
consulted regarding homeless and mental health issues within Pearland.
The Brazoria County Health Department is the primary medical provider to low-
income children and is concerned with lead poisoning, be it from lead-based paint or
other sources such as lead residue on the clothes of petrochemical workers. The
department was consulted concerning their role in identifying and rectifying lead
poisoning.
In addition to personal consultations, the City accessed information from state and
national agencies, including:
. Texas Real Estate Center and MLS regarding housing prices and availability;
. Federal Financial Institutions Examinations Council for Home Mortgage
Disclosure information for information on loan applications and denials;
. Property Owners and Managers Survey for information about multi-family
rental units and tenants;
. Texas Department of State Health Services for information about HIV / AIDS,
health needs of the area, substance use disorders and treatment, mental
health, disability, elderly and child protective services/needs, and medically
underserved areas
The results of all of the consultations and research can be found throughout the
Consolidated Plan under the appropriate section.
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I Citizen Participation (91.200 (b))
1. Provide a summary of the citizen participation process.
Citizen Participation Plan: The Citizen Participation process will be an on-going
element of the CDBG program. The process will provide and encourage citizen
participation during the development of the Consolidated Plan and Annual Action
Plans; when substantial amendments to the plans are made; and when the
Consolidated Annual Performance and Evaluation Reports (CAPERs) are prepared.
The City of Pearland will inform residents and interested parties of how it plans to
allocate funds, what activities will be funded, plans to minimize displacement and
how the program performed during the year. Citizens will be given an opportunity to
examine the Consolidated and Annual Action Plans, substantial amendments to the
plans and the CAPERs. At least two public hearings will be held during the
development of the plans and public notice will be provided concerning the thirty-day
public comment period for the plans and substantial amendments. The City will
provide public notice concerning the fifteen-day public comment period for the
CAPER.
The City will post notice of the public hearings for the Consolidated Plan, Annual
Action Plans and substantial amendments to the plans in the main news section of
the local general circulation newspaper at least 72 hours prior to the hearing. The
notice will explain the time and location of the hearing, the accessibility and the
topics to be discussed. Contact information will be given for residents to call for
further clarification. The City will attempt to hold as many meetings as possible in
Community Development Target Areas during weekday evening hours so that as
many residents as possible can attend. The public hearings will be located in a
public facility that is ADA-compliant (Americans with Disabilities Act). Every effort
will be made to ensure that non-English speakers are able to participate. The public
hearings will consist of an introduction into the Community Development Block Grant
program, a forum for discussing community needs and priorities in the areas of
housing, homelessness, non-homeless special populations, and non-housing
community development.
During the first public hearing each year, a survey will be handed out asking for
fundable aspects of CDBG to be prioritized by major category: housing,
neighborhood improvement and social services. The rankings from each survey will
be tallied and the results used in setting priorities and will be included in the plans.
This early public hearing will conclude with a pre-application workshop for those
agencies applying to become subrecipients. Each question in the application packet
will be reviewed and the attendees will be encouraged to ask questions and will be
given contact information so that they may receive one-on-one technical assistance
in completing their applications.
A second public hearing will be conducted each year immediately prior to or during
the 3D-day public comment period. This public hearing will outline the anticipated
priorities finalized from the citizen input, consultations, staff involvement and
quantitative information; funding allocations and the activities to be carried out
during the upcoming year. If any projects will involve housing activities or eminent
domain taking of residential property, the hearing will address how the City will
minimize displacement or residents. A copy or me ConSOlidated Plan and mat year's
proposed Annual Action Plan will be available for review and attendees will be
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informed as to the location and accessibility of the plan(s) during the 3D-day public
comment period. The plan(s) will be available at one or more City facilities and
contact information will be provided so that residents can easily request copies of the
plan(s) or provide comments regarding the plan(s).
Any housing or public service providers present at either hearing will be asked to
explain their programs and contact information. Both public hearings will also
include a session on fair housing laws and remedies and will provide information for
contacting the Fair Housing Office of the local HUD field office.
The City staff's funding recommendations will be presented to City Council prior to
the release of the Annual Action Plan. It will be part of the formal agenda and the
public will have the opportunity during the regular public comment session of City
Council to comment on the proposed allocations. During the 3D-day comment
period, the City Council will be asked to approve the plan(s) pending any changes
due to public comment. At this meeting, the citizens will again have the opportunity
to speak before City Council during the regular public comment session.
The City will host one public hearing for substantial amendments to the Consolidated
or Action Plans. As with the plans themselves, the City will give at least 72-hour
notice of the hearing in the news section of the local general circulation newspaper
and will also notify the residents that the amendments will be available for publiC
review and comment for at least 30 days. All aspects of the public hearings for the
plans will be fulfilled for the substantial amendments also. Substantial amendments
to the Consolidated Plan will include changing downgrading priorities from high to
medium or low or from medium to low; or changing the citizen participation planning
process. Substantial amendments to the Annual Action Plan will include any change
in the activities that will necessitate a reallocation of at least a 20 percent of that
year's funding; will commence an activity not previously outlined in the plan; or will
commence an activity that previously was thought to need little or no environmental
assessment, but has been determined to not be exempt or categorically excluded
and will need an environmental assessment.
The Consolidated and Annual Action Plans will be sent to the City's HUD field office
after the 30 day comment period ends and at least 45 days prior to the start of the
Program Year. The City will send substantial amendments to the HUD office after the
30 day comment period ends and will assume a 45-day HUD review period also.
In the event that the City opts to conduct housing activities or other activities
through eminent domain that could result in the displacement of residents or where
the possibility of displacement might be a concern for residents, the City will hold a
public hearing in the immediate area of the proposed displacement. As with the
public hearings for the plans and substantial amendments, the City will post the
notice in the news section of the local general circulation newspaper at least 72
hours prior to the hearing. The City will explain the activity, solicit comments and
concerns from the residents and outline the displacement process, if there will be
any. The activities will be such as to minimize displacement in any ways possible.
Should displacement be necessary, the City will provide details concerning its
implementation plan and will assure the residents that there will be no undue burden
placed on them.
Each year, within 70 days of the close of the previous year, the City will prepare a
Consolidated Annual Performance and Evaluation Report (CAPER) and will make the
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CAPER available for public review and comment. The City will post notice of the
availability in the local general circulation newspaper as well as at City Hall and the
review and comment period will be for at least 15 days. Locations of the CAPER will
be noted as well as contact information for interested parties to request copies or to
ask questions or comment. The CAPER, with any changes resulting from the public
comments and with public comments included, will be sent to the City's HUD office
within 90 days of the close of the year.
Throughout the year, the City will provide technical assistance to any appropriate
group or agency that might be eligible for CDSG funding. The TA can include
assistance in completing the CDSG application for funding, identification of other
funding sources, board development and capacity building. The City will also be
available to facilitate collaboration-building among groups of agencies and to assist
in linking groups and agencies with coalitions and larger organizations.
Also, throughout the year, the City will entertain any complaints from subrecipients,
potential subrecipients, agencies denied funding or City residents. The complaints
may involve issues surrounding the Consolidated Plan, Annual Action Plan,
substantial amendments, CAPER or specific projects, including those that might
require displacement. Any other questions, concerns or complaints regarding the
CDSG program, its funding allocations and the activities will be welcomed by the
City. The City will notify the complainant that the complaint must be in writing and
will assist the individual or group in completing the necessary formal complaint. The
City will then review the complaint within 14 days and will meet with the complainant
to discuss the issue. If at all possible, the City will rectify the issue to the
satisfaction of both parties. If that is not possible, the City will provide the
complainant with all of the necessary contact information and reporting forms for
filing a complaint with the HUD field office. The City will be available for meetings
with the HUD field office, Inspector General's office or HUD Headquarters and the
complainant. The outcomes will be documented and put in the appropriate City files.
Citizen Participation Process for 2007 Consolidated Plan: In 2006 when the
City of Pearland first considered receiving CDSG funds, a City Council workshop was
held, open to all Pearland residents. Once the City became an Entitlement
Jurisdiction, it began a concerted effort to involve the residents in all of its planning
activities. A notice for the first public hearing appeared in the general circulation
weekly newspaper six days before the scheduled hearing. The hearing was
conducted from 4:00 PM until 5:30 PM to allow the staff of public service agencies to
attend on their work time and residents to attend on their way home from picking up
children from school or on their way home from work. The public hearing included
an overview of the CDSG process with time given to receive the comments of every
attendee regarding housing, special population, community development and fair
housing issues in Pearland. There was an opportunity for discussion on better ways
to collaborate and reach more residents with services and opportunities to become
involved in CDSG planning. A survey was handed out asking for input into priorities
of various housing and non-housing issues. The results were tallied and are included
with the open-ended comments received at the hearings and via mail, email, and
~ele~h~~._ 'A copy of the notice and the Powe-r Point presentatioD are iocludea in the
attachments.
A second public hearing was conducted to announce the preliminary priorities a-nd to
give another opportunity for residents to participate in the planning process. This
second public hearing launched the 30-day public comment period for the
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Consolidated Plan and Annual Action Plan. The hearing. was held in the CDBG Target
:A.rea to receive the first infrastructure project using Pearland's CDBG funds. A cgR.Y.
bf th~ Qo.J:ice and ,the Power Point presentation are included in the altllchmen!s.
The City has attended various meetings of public service agencies and provided
information and contacts for them to share with their staff, volunteers and program
participants regarding the CDBG program. The City is committed to work with public
service agencies in identifying needs, priorities, funding opportunities and
opportunities to collaborate. One of the most effective avenues to involving
residents in the planning process is through the agencies that serve them.
The City has a quarterly newsletter called "In Motion" which is sent to xxx
households. The upcoming issues will have information about CDBG and
opportunities to participate in CDBG planning.
The City is working to ensure that all agencies and residents understand that
Pearland is a new independent Entitlement Jurisdiction for CDBG, no longer under
the umbrella of Brazoria County's Urban County program. This will aid in generating
more interest for the City's programs and funding.
Pearland will continue to encourage citizen participation, with particular emphasis on
participation by persons of very-low, low, and moderate income and those who are
residents of target areas in which funds are proposed to be used.
2. Provide a summary of citizen comments or views on the plan.
The residents and service providers attending the public hearings outlined a number
of issues that Pearland should address. Below is a summary of their comments:
. Drainage and flooding are probably the biggest issue in Pearland
. Code enforcement is an issue - there are disabled and abandoned cars
and other code violations but the limited number of enforcers and the
statutory requirements make the process long and drawn out
. At-risk youth need various activities, counseling services and tutoring to
keep them in school and out of trouble, and those assigned community
service need a unified process to link the youth with a program that will
accept community service volunteers.
. Parks and recreation facilities, including green space, basketball courts,
community centers are sorely lacking in Pearland
. Mental health services at all levels are needed
. Down payment and closing cost assistance for first time homebuyers is
needed
. More affordable housing for purchase is needed
. Even though more affordable housing is needed, neighborhoods don't
want to be adjacent to either apartments or affordable single family
housing, especially Low Income Housing Tax Credit properties
. Public transportation is a major issue in Pearland
. Sidewalks around schools should be a neighborhood priority
3. Provide a summary of efforts made to broaden public participation in the
development of the consolidated plan, including outreach to minorities
and non-English speaking persons, as well as persons with disabilities.
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As this is the first time that the City of Pearland has been involved in the public
participation process, it has relied on the social service agencies to assist in outreach
to the community, particularly minorities, non-English speakers, elderly and persons
with disabilities. The social service agencies were asked to provide needs
assessment surveys to their program participants along with contact information and
notices of public hearings. Information about CDBG and invitations for public
involvement will be placed in the City's quarterly newsletter, "In Motion", which is
provided on-line on the City's website and is delivered to xxx households in Pearland.
The City will attempt to host public hearings in different locations around the City,
particularly in CDBG Target Areas and/or buildings housing subrecipients or having
been funded by CDBG dollars. The City will make information available at the public
venues and will provide meeting and public hearing notices to agencies to post for
their consumers. As the Mayor and City Council become a more integral part of the
CDBG process, they will be ambassadors into the community to garner more public
participation.
The City will continue to look at success stories around the country to determine the
best methods for broadening public participation.
4. Provide a written explanation of comments not accepted and the reasons
why these comments were not accepted.
All comments were accepted and considered in developing the 5-year planning
priorities and the first-year funding decisions.
Institutional Structure {91.215 (i))
1. Explain the institutional structure through which the jurisdiction will
carry out its consolidated plan, including private industry, non-profit
organizations, and public institutions.
The City of Pearland has assigned the CDBG program to the City Manager's office.
An Assistant City Manager is in charge of the program. To ensure that the HUD
regulations are followed and that the program runs smoothly, the City has contracted
with a consultant who has more than a decade of CDBG experience. The consultant
works closely with the Assistant City Manager. In addition, the accounting processes
are handled by a Grants Accountant with the City. This individual has worked with
CDBG accounting and IDIS in other Entitlement Jurisdictions.
The Assistant City Manager, Grants Accountant and CDBG Consultant form the core
of the structure for carrying out the consolidated plan activities. The team consults
with other city departments and City Council regarding potential priorities and
projects and works closely with the Planning and Zoning Department and those
departments under which CDBG-funded projects fall.
The City also works with State and federal agencies to implement infrastructure and
other capital projects using bond and general funds. This will continue as CDBG
funds are used for such projects. The City will expand its current relationship with
nonprofits, particularly social service agencies, as the CDBG program progresses.
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The City will provide technical assistance to the agencies and will solicit assistance
and support in carrying out various citizen participation-related activities. The City
will contract with subrecipients to carry out public service projects up to the
maximum fifteen percent allowed.
The City will work with Brazoria County Community Development Department and
Section 8 Housing to ensure collaboration and cooperation in regards to Housing
Choice Vouchers, HOME Investment Partnership allocations and Emergency Shelter
Grant allocations. By working with the County, the City can determine landlords who
have refused to accept Section 8 Housing Choice Vouchers and can work to educate
them on the program. Additionally, the City can work with the County and regional
CHDOs, such as Southeast Texas Housing Finance Corporation in identifying
properties for development using County HOME funds.
With the very limited CDBG funds awarded, and the lS-percent cap on funds for
public services, the City will provide technical assistance to agencies in securing
additional funds for Pearland residents as well as in understanding how to piece HUD
funds together when serving multiple CDBG Entitlement Jurisdictions, such as
Pearland, Brazoria County, Harris County, Ft. Bend County and the City of Houston.
2. Assess the strengths and gaps in the delivery system.
A major strength in the delivery system is the current relationship between the City
of Pearland and housing and public service providers in the area. This facilitates
broad-based support and involvement. Another strength is the lack of onerous
bureaucracy within the City. The elected officials are hands-on and the staff of all
departments work well together and collaborate extensively. A third major strength
is the active Planning and Zoning Department that has identified areas within the
CDBG Target Areas which have been determined by residents and planners as
needing capital improvements. These projects are part of the current
Comprehensive Plan, which dovetails nicely with the Consolidated Plan and was
developed with significant citizen participation.
A fourth major strength is the work that Neighborhood Centers, Inc. does in bringing
all of the various service providers to the table to discuss needs, programs and ways
to collaborate. By having this coordination in place, the City has an advantage in
developing and implementing a strong plan to address multiple needs of multiple
populations throughout the city. In addition, most of the service providers are well
established agencies with the expertise and capacity to appropriately address the
needs of their program participants.
A major gap in the delivery system is money. The public service agencies struggle to
provide all of the needed services with very limited budgets. The new CDBG funds
that will be dispersed by the City of Pearland will help considerably. A related gap is
in identifying available funds. The City is committed to providing technical
assistance to the agencies in identifying funds that can complement or supplant
CDBG funds.
Transportation is a major gap in the delivery system. As more public service
agencies receive CDBG funds and expand their services, they are faced with the
dilemma of getting the program participants to the program sites. Public
transportation is a major stumbling block in the provision of services.
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3. Assess the strengths and gaps in the delivery system for public housing,
including a description of the organizational relationship between the
jurisdiction and the public housing agency, including the appointing
authority for the commissioners or board of housing agency, relationship
regarding hiring, contracting and procurement; provision of services
funded by the jurisdiction; review by the jurisdiction of proposed capital
improvements as well as proposed development, demolition or
disposition of public housing developments.
The City of Pearland does not have a Public Housing Agency. Until June, 2005,
Brazoria County received and processed Section 8 Housing Choice Vouchers from the
State of Texas's Section 8 program. In 2005, the County became a public housing
agency directly receiving and managing the Section 8 HCV from HUD. During the
first year of the transition, there were significant problems in managemenL The
Brazoria County Community Development Department has since taken over
management of the program and the delivery system has improved significantly.
The City of Pearland will work with the County to help ensure that Pearland residents
have access to Section 8 and that Pearland landlords accept Section 8.
Harris County has a Section 8 Housing Choice Voucher program also, and the City of
Pearland will work with Harris County in facilitating the acceptance of Section 8 by
any landlords in the Harris County portion of the City. Fort Bend County does not
have a Public Housing Agency.
There are no public housing developments in Brazoria County or the portions of
Harris County outside of Houston, Pasadena and Bay town as both Counties are
eligible only for Section 8.
I Monitoring (91.230)
1. Describe the standards and procedures the jurisdiction will use to
monitor its housing and community development projects and ensure
long-term compliance with program requirements and comprehensive
planning requirements.
The City of Pearland's monitoring strategy is designed to assist staff in fulfilling its
regulatory obligation in monitoring subrecipients, including City departments, as well
as assist subrecipients in best serving their consumers. The primary purpose for this
monitoring strategy is to ensure proper program performance, financial performance
and regulatory compliance in accordance with HUD Regulations. The secondary
purpose is to ensure that the funded agencies are providing the best and most cost
effective services possible and that they are positioned to access additional funding
from non-HUD sources.
Staff will have the responsibility to ensure that each subrecipient, including each
recipient City department, is adhering to their approved scope of service, budget and
schedule of service. Each subrecipient or City department must also abide by the
regulatory guidelines set forth by HUD in providing benefits to low-moderate income
persons and/or eliminating a slum or blighted condition.
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The monitoring process is an on-going one of planning, implementation,
communication and follow-up. Under normal circumstances, monitoring is conducted
semi-annually. However, first-time activities and activities that may be considered
to have a high-risk of non-compliance, a more frequent monitoring schedule is
developed based on these factors and the nature of the activity being performed.
High risk programs include housing rehabilitation, economic development or
acquisition, multiple activities by the same agency, programs undertaken by anyone
subrecipient or City department for the first time, and programs undertaken by an
agency or department with a history of staff turnovers, reporting problems, or
monitoring findings.
Monitoring provides a basis for assessing a program's operations and identifying
problems. Another goal of monitoring is to obtain ongoing data for use in
determining program achievement. Evaluations will summarize monitoring findings
and program goals and measure progress toward those goals during the provision of
services.
The City Manager's Office has the responsibility for overall CDBG performance and
Consolidated Plan compliance, including the performance of its subrecipients. Clear
record keeping requirements for programs are essential for grant accountability.
Responsibility for maintaining many of the records is assigned to the subrecipients
and City departments. This includes responsibility for documenting activities with
special requirements, such as necessary determinations, income certifications or
written agreements with beneficiaries, where applicable.
The monitors will make site visits to the activities or projects of each subrecipient or
City department. The monitoring process will consist of the monitors examining time
records, client files, financial records, equipment and machinery. The monitors will
discuss security measures that a subrecipient or City department has in place to
avoid theft of federally-funded purchases, if applicable. The monitors will examine
all equipment or machinery for the City's identification number. This is done to
ensure that any equipment or machinery purchased with CDBG funds is being used
to meet a national objective and also to ensure that any equipment purchased with
CDBG funds through a subrecipient will be used to meet said objective.
At the beginning of each Program Year, the staff and consultants will meet with each
subrecipient to provide reporting forms, discuss expectations and enter into a 12-
month contract for services. Before staff and/or consultants conduct the actual
monitoring visit, a pre-monitoring contact will be made with the designated
person(s) of the subrecipient agency or City department to discuss the overall
expectations, information to be viewed and site visits. This will allow staff and
consultants opportunity to discuss solutions to possible problems that may have
occurred from past experiences with a particular subrecipient or City department.
The procedure for conducting the monitoring consists of the following:
1. Prior to the actual award contracts, the staff and consultants will hold a
required workshop for all subrecipients. At that time the monitoring
procedures, reporting procedures and expectations will be discussed and
reporting forms provided in hard-copy and electronic formats.
2. If necessary, an additional one-on-one interview at the subrecipient's office
will be performed to further explain expectations.
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3. On a semi-annual to quarterly basis, each subrecipient or City department
will be notified of a date, time, place and information to be viewed and
discussed.
4. A conference will be held with a Board Member, Executive Director,
Department Head and staff persons working with or salaried through the
program or activity being funded.
5. The actual monitoring visit will be conducted by completing the monitoring
interview form, viewing documentation and if applicable, viewing rehabilitated
sites, structures and the like.
6. Monitoring visits will conclude with staff or consultants advising the
subrecipient of any deficiencies.
7. When/if deficiencies or findings occur, a monitoring letter will be transmitted
advising of the deficiencies or findings (which are violations of laws or
regulations which can result in the deobligation of funds), concerns (which
could result in a finding if not properly corrected).
8. Staff and consultants will then work with subrecipients to assist in rectifying
the deficiencies, concerns or findings.
During a monitoring visit the monitors have the right to view any and all files that
are related to a particular program or activity that is being funded with CDBG funds.
· Monthly Beneficiary and Progress Reports for City departments are due on or
before the 10th of each month. Continual delays may effect future allocations.
· Monthly Beneficiary, progress and Expenditure Reports for subrecipients are due
on or before the 15th of each month. Continual delays in the submissions of
these reports will affect this grant allocation and future allocations.
· Copies of invoices, canceled checks, etc. are requested as documentation along
with the Monthly Beneficiary, Progress and Expenditure Reports.
· Any subrecipient that receives $300,000 or more in federal funds in one (1) year
must have an independent audit performed that complies with the OMB Circular
A-133 Single Audit Act.
The Public Works staff is responsible for monitoring all CDBG-funded infrastructure
construction and rehabilitation activities. All such activities will be monitored for
Davis-Bacon Wage Rate compliance. The City Manager's office, consultants and
Public Works staff will conduct a pre-contract meeting with the construction
contractors, providing them with all Davis-Bacon and HUD-reporting requirements
and forms. The staff will then ensure that the proper notices regarding Equal
Employment Opportunity and Davis-Bacon are posted at the job site. Depending on
the length of the contract, the staff will conduct at least one interview of each of the
contractor's employees to determine if they are being paid wages at the prevailing
rates.
Activities that provide any type of housing assistance will be monitored for
compliance with Fair Housing and Equal Opportunity (FHEO) laws. Staff will also
review projects for compliance with the Lead-Based Paint Ordinance, housing quality
standards, City building codes and other rules, as appropriate.
The City of Pearland's CDBG Program must meet all requirements set forth by the
U.S. Department of Housing and Urban Development and the Office of Management
and Budget. The City conducts an independent audit annually to ensure that CDBG
funds are used in accordance with program requirements.
The monitoring strategy is designed to be an effective, productive and collaborative
effort between the City's City Manager's Office, its consulting team and subrecipients
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City of Pearland, Texas
or contractors of the CDBG Program to assist them in efficiently providing the best
services to low-moderate income residents of Pearland.
In addition to monitoring the activities of each subrecipient, the City will enter
accomplishments into IDIS and monitors the progress regularly. The City will
implement a performance measurement process to track the performance of each
subrecipient and the overall CDBG program. The results of the performance
measurement process will be reported each year in the CAPER.
Priority Needs Analysis and Strategies (91.215 (a))
1. Describe the basis for assigning the priority given to each category of
priority needs.
The basis for assigning the priority given to each category is three-fold. First, the
City conducted two public hearings to solicit input on residents' perceptions of needs.
Surveys were handed out and cOl!!pleted at the public hearings. ;A. ~opy of t!;1e
s.u!vey isinclJ!.d~d in the attachments. As part of the public involvement process, the
City also attended a meeting of all public service, housing and facility providers in
Pearland where their missions, goals, priorities, needs and funding were addressed.
The City has reflected the results in this Consolidated Plan.
Second, the City through consultations with other governmental agencies,
determined the regional priorities and the local needs and gaps in service identified
by the other city departments, state, county, regional COG, homeless coalitions and
adjacent counties and cities.
Finally, there has been a complete review of published data such as the CHAS
information, Home Mortgage Disclosure Act data, state-produced data on special
needs populations and transportation, local health care and housing needs
information and other published information regarding the needs in Pearland. All of
the results of the public hearings, social service consultations, governmental
consultations and published data were merged into a single set of priorities. The
results of the 2005 Consolidated Planning Process for Brazoria County, of which
Pearland was a part, were also considered, as was the Exhibit 1 of the region's
McKinney-Vento Homeless Continuum of Care application.
2. Identify any obstacles to meeting underserved needs.
The primary obstacle to meeting underserved needs is money. Foundation funding is
decreasing for the nonprofit agencies and federal funding is decreasing for public and
nonprofits while costs are skyrocketing. In addition to the overall shortage of money
to meet the needs, the CDBG cap of 15 percent for public services places a burden
on the City to fund agencies addressing the public service needs of the community.
Transportation is another obstacle as agencies are able to provide the services to
residents, but residents are not able to access the services due to the lack of
adequate public transportation. While there is an on-demand transportation system
provided in Galveston and Brazoria Counties, CONNECT Transit, the need far exceeds
their capacity.
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CHDOs in the area have indicated that NIMBYism is an obstacle to providing
affordable housing in Pearland. Work will be done to educate the residents on the
benefits of quality affordable housing in and around Pearland.
I Lead-based Paint (91.215 (9))
1. Estimate the number of housing units that contain lead-based paint
hazards, as defined in section 1004 of the Residential Lead-Based Paint
Hazard Reduction Act of 1992, and are occupied by extremely
low-income, low-income, and moderate-income families.
Using estimated rates from HUD, it can be calculated that 3,405 units in Pearland have lead-
based paint and pose a hazard. This represents 24.5 percent of the Census 2000
housing units and 12 percent of all current housing in Pearland. The HUD rates are
based on a formula for estimating the number of housing units with lead-based
paint: 90 percent of housing built before 1940 is likely to have lead-based paint and
a poisoning danger; 80 percent of those built between 1940 and 1959 pose a
danger; and 62 percent of those built between 1960 and 1979 pose a danger. Below
is a map of the number of units built before 1980, that might pose a lead-based
paint hazard.
One of the issues with older housing stock is the problem of lead poisoning,
particularly in children under the age of 6 years, due to the ingestion and/or inhaling
of lead-based paint chips and dust. Lead-paint dust seeps into the walls and floors,
into the soil and is breathed into the lungs. The more scraping and re-painting that
occurs, the worse the problem. Until 1978, when it was outlawed, most homes used
lead-based paint for the exterior siding and the interior framework. Lead poisoning
occurs when people eat or breathe unsafe amounts of lead. Elevated blood lead
levels can be very dangerous to children, resulting in reduced intelligence, behavioral
problems, learning disabilities, and permanent brain damage. According to HUD's
information for its Lead-based Paint Hazard Control Grant program, nearly 5 percent,
almost 1 million, of American children ages 1 to 5 suffer from lead poisoning. The
rates are much higher among low-income children and African-American children
living in older housing. Additionally, the rates are higher in many immigrant
communities, particularly first-generation Southeast Asians and Hispanics, as they
use lead-based pottery, folk medicines with lead and many of the laborers work in
manufacturing plants with lead and bring the dust home on their clothes. Lead-
based paint either causes or greatly exacerbates lead poisoning in children.
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City of Pearland, Texas
Figure 5 - Number of Housing Units Built Before 1980
N Major Roads
Major Creeks
2000 Census Block Groups
i No untis
. . Less than 200 units
200 - 299 un~s
300 - 481 units
D Qly Um~s
It cannot be assumed that every case of elevated blood lead levels is due to
exposure to lead-based paint, particularly lead-based paint in the child's home.
However, lead poisoning cases can assist in measuring the magnitude of the
problem. The Texas Department of Health's Environmental Epidemiology and
Toxicology Division/Texas Child Lead Registry monitors lead poisoning cases.
According to the Centers for Disease Control and Prevention, there is no lower
threshold for some adverse effects of lead in children and even blood lead levels as
low as 10 micrograms/deciliter (ug/dL) have harmful effects. Children with venous
blood lead levels of 20 ug/dL or above or with BLLs in the range of 15-19 ug/dL over
a period of 3 months need a doctor's care.
2. Outline actions proposed or being taken to evaluate and reduce lead-
based paint hazards and describe how lead based paint hazards will be
integrated into housing policies and programs, and how the plan for the
reduction of lead-based hazards is related to the extent of lead poisoning
and hazards.
The City of Pearland will be working with area CHDOs and other nonprofits in the
rehabilitation of housing units owned and occupied by low- to moderate-income
individuals. The City will require that each rehabilitation project test for lead-based
paint and lead hazards. The U.S. Department of Housing and Urban Development
(HUD) has a number of regulations regarding lead hazard control for housing
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City of Pearland, Texas
rehabilitated using federal funding and requires that the Entitlement Communities
estimate the number of housing units containing lead-based paint hazards and
address the hazards appropriately. Table 1 outlines the required lead hazard control
action to be taken depending on the funding level and project scope. The City of
Pearland will ensure that any housing rehabilitation conducted using CDBG funds will
comply with the required lead hazard control actions outlined in Table 1.
a e - equlre ea azar on ro c Ions
level of Applicable projects Hazard reduction
protection requirements
1 Public Housing Full abatement of lead-
based paint
1 Multi-family mortgage insurance for Full abatement of lead-
conversions and major rehabilitations based paint
2 Properties receiving more than Abatement of lead-based
$25,000 per unit in rehabilitation paint hazards
assistance
3 Multi-family mortgage insurance Interim controls
properties built before 1960 other than
conversions and major rehabilitations
3 Project-based assistance for Interim controls
multifamily properties receiving more
than $5.000 Der unit
3 HUD-owned multifamily proDertv. Interim controls
3 Properties receiving more than $5,000 Interim controls
and up to $25,000 per unit in
rehabilitation assistance
4 HUD-owned sinqle familv properties Paint stabilization
4 Project-based rental assistance for Paint stabilization
multifamily properties receiving up to
$5,000 per unit and single family
properties
4 Acquisition, leasing, support services, Paint stabilization
or operation
4 Tenant-based rental assistance Paint stabilization
5 Multi-family mortgage insurance for On-going lead-based paint
properties constructed after 1959 maintenance
6 Properties receiving up to and including Safe-work rehabilitation
$5 000 in rehabilitation assistance
T bl 1 R
d l d H
d C t I A t"
Source: U.S. Department of Housing and Urban Development, Residential Lead-based Paint
Hazard Reduction Act of 1992
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HOUSING
I Housing Needs (91.205)
*Please also refer to the Housing Needs Table in the Needs.xls workbook
1. Describe the estimated housing needs projected for the next five year
period for the following categories of persons: extremely low-income,
low-income, moderate-income, and middle-income families, renters and
owners, elderly persons, persons with disabilities, including persons with
HIV / AIDS and their families, single persons, large families, public
housing residents, victims of domestic violence, families on the public
housing and section 8 tenant-based waiting list, and discuss specific
housing problems, including: cost-burden, severe cost- burden,
substandard housing, and overcrowding (especially large families).
Note: Unless otherwise stated, housing data are from the 2000 Census and
respresent the 2000 City Limits of Pearland, not including any post-2000
annexations.
Pearland was originally developed in 1894 and grew slowly through the 1980s.
However, since 1990, the City has grown from 21,000 to nearly 80,000 residents -
both through new developments within the 2000 City Limits and annexations of new
neighborhoods. Therefore, the older core areas of the City are the ones with the
highest number of older housing, mobile homes, housing with problems, lower-
income residents and residents with housing cost burdens. Many of the older areas
of Pearland are within the CDBG Target Areas. However, even the areas with the
oldest housing have significant numbers of newer housing interspersed and the areas
with the highest concentrations of older homes are outside the Target Areas. The
map below shows the number of units by 2000 Census Block Group built before
1980, overlaid with the CDBG Target Areas.
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City of Pearland, Texas
Figure 6 - Housing Units Built Before 1980 x CDBG Target Areas
Even though much of the housing is older, only 27 units in the 2000 City Limits of
Pearland were lacking complete plumbing facilities, and all of those were built after
1970. All 27 are owner-occupied, and one-fourth of those, built in the early 1990s,
are overcrowded with more than one person per room. There were 11 owner-
occupied and no renter-occupied units lacking complete kitchen facilities, and it can
be assumed that those 11 are likely included in the 27 lacking some plumbing. Due
to the confidentiality issue, it is not possible to determine in which block group these
units are located.
The area is predominately owner-occupied with 79.4 percent of the 2000 City Limits
being owner-occupied and 20.6 percent being renter-occupied. Of the owner-
occupied units, 15.1 percent have a housing cost burden, while 27.9 percent of the
renters have a housing cost burden. This compares to 18.3 percent for owners and
27.8 percent for renters in Brazoria County; and 23.6 percent for owners and 32.4
percent for renters in the State of Texas.
Based on the 2000 Census, the median value of owner-occupied housing in Pearland
was $117,700 and the median rent was $672. Reviewing the on-line rental, sales
and foreclosure data, it can be seen that the prices have skyrocketed since 2000.
The table and charts below illustrate the rental and purchase prices of housing in
Pearland for May, 2007.
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Table 2 - A artment Rental Prices for May, 2007
Number of Low Price High Price
Bedrooms
1
2
3
4+
775
1 270
1 760
NjA
Figure 7 - Rental Prices for Individually-owned Units in May, 2007
10
25
20
15
5
$1,000- $1 ,250 $1,500- $1 ,750- $2,000
$1,249 $1,499 $1,749 $1,999 +
8 15 24 23 24
Figure 8 - Asking Price of For-Sale Housing in May, 2007
300
250
200
150
100
50
o
C Foreclosures 2
I!I M..S - Single Farrily 0
< $50- $75- $100 $12 $150- $175 $200- $250 $300 $400 $500 No
$50K $74. $99. $124 $149 $174 $199 $249 $299 $399 $99. K+ Price
9K 9K .9K .9K .9K .9K .9K .9K .9K 9K Liste
11
2
17 26 44 41 43 44 26 18 4
8 30 113 123 202 252 144 114 41
4 132
26 0
Median AskinQ Price = $202,500
Figure 7 - Rental Prices for Individually-owned Units in May, 2007
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The Census Bureau and U.S. Department of HUD have compiled two sets of data
concerning the housing cost burden, housing problem and housing mismatch
information from the 2000 Census.
Name of Jurisdiction: Source of Data: Data Current as of:
Pearland city, Texas CHAS Data Book 2000
Renters Owners
Small Large Small La rge
Elderly Related Related Elderly Related Related
Household by 1& 2 2-4 5+ All 1& 2 2-4 5+ All
member member member Other Total member member member Other Total Total
Type, Income, HH HH HH HH Renters HH HH HH HH Owners HHs
& Housing
Problem (Al (Bl (Cl (Dl (El (F) (Gl (Hl (I) (Jl (Ll
1. Household
Income
<=50% MFI 125 383 82 208 798 452 263 104 94 913 1,711
2. Household
Income
<=30% MFI 60 110 14 85 269 160 114 50 69 393 662
3. % with any
housing
problems 75 59.1 100 88.2 74 62.5 74.6 100 72.5 72.5 73.1
4. % Cost
Burden >30% 75 59.1 100 88.2 74 62.5 74.6 70 72.5 68.7 70.8
5. % Cost
Burden >50% 41.7 40.9 28.6 70.6 49.8 37.5 65.8 70 72.5 56 53.5
6. Household
Income >30%
to <=50% MFI 65 273 68 123 529 292 149 54 25 520 1,049
7. % with any
housing
problems 69.2 78 70.6 91.9 79.2 47.3 79.9 53.7 100 59.8 69.6
8. % Cost
Burden >30% 69.2 76.6 11.8 91.9 70.9 47.3 79.9 46.3 100 59 65
9. % Cost
Burden >50% 53.8 22 5.9 35.8 27 13.4 29.5 27.8 100 23.7 25.4
10.
Household
Income >50
to <=80% MFI 28 315 64 200 607 365 430 175 170 1,140 1,747
11. % with
any housing
problems 85.7 41.3 93.8 7.5 37.7 12.3 59.3 57.1 67.6 45.2 42.6
12.% Cost
Burden >30% 85.7 34.9 0 7.5 24.5 12.3 53.5 31.4 67.6 39 34
13. % Cost
Burden >50% 14.3 3.2 0 0 2.3 6.8 15.1 0 14.7 10.1 7.4
14.
Household
Income >80%
MFI 95 684 69 404 1,252 990 5.705 1,038 705 8,438 9,690
15. % with
any housing
problems 0 13.7 5.8 7.2 10.1 4.5 7.1 15.2 15.6 8.5 8.7
16.% Cost
Burden >30% 0 2 0 1 1.4 4.5 5.6 8.6 15.6 6.7 6
17. % Cost
Burden >50% 0 0 0 0 0 0 0.7 0 2.8 0.7 0.6
18. Total
Households 248 1,382 215 812 2,657 1,807 6,398 1,317 969 10,491 13,148
19. % with
any housing
~oblems 46 36.3 58.6 28.6 36.7 18.2 13.5 25.6 31 17.4 21.3
20. % Cost
Burden >30 46 28.8 10.2 25.5 27.9 18.2 11.8 15.5 31 15.1 17.7
21. % Cost
Burden >50 25.8 8.3 3.7 12.8 11 6.9 3.5 3.8 12.4 4.9 6.2
Table 3 - 2000 Census "CHAS" Data for All Households
5 Year Strategic Plan
26
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City of Pearland, Texas
Based on the 2000 Census "CHAS Affordability Mismatch" table, the City of Pearland
has very few units that were meant to house families earning 80 percent or more of
the area's median household income. Per Table 4 given below, of the 3,055*
available rental units, only 310 (10%) are priced for those families earning more
than 80 percent of the median household income.
Approximately half of the units meant to house those families earning 50 to 80
percent of the median household income are leased to families earning 80 percent or
more of the median household income.
The same holds true for those units meant to house families earning between 30 and
50 percent of the median household income; these units are leased to families
earning 50 to 80 percent of the median household income.
Approximately 60 percent of those units meant to house families earning less than
30 percent of the median household income are actually being leased to families
earning 30 to 50 percent of the median household income.
So, families earning less than 30 percent of the median household income have
problems finding affordable housing.
Although the vast majority of the units were initially priced to be affordable for the
low- to moderate-income residents, the number of units built after 2000 has resulted
in a decrease in the overall percentage of housing build before1970, and rents have
significantly increased partially due to the demands of Pearland's rapidly increasing
population. As a result, the percent of occupied units with some problems (cost
burden, overcrowding, lacking some plumbing or kitchen) has increased. In 2007,
low-income families cannot afford what is available and have been "edged out" of
properties initially meant for their housing. Therefore, the Housing Affordability
Mismatch table from the 2000 Census is misleading as it does not reflect the
increase in housing prices in 2007.
Ta e 4 - Renta Units and Renters by A or abi Ity
No. of No. of No. of No. Leased by No. No. Leased
Renters Available Leased Renters inside Leased by Renters
Units Units Affordability with who can
Problems afford to
(including pay more
cost
burden)
HH Income 269 343 313 125 90 188
< 30% MFI
HH Income 529 699 619 235 195 384
30=50%
MFI
HH Income 607 1,703 1,444 680 591 764
50-80% MFI
HH Income 1,252 310 298 281 N/A 1,336
> 80% MFI
bl
ff d
r
5 Year Strategic Plan
27
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City of Pearland, Texas
2. To the extent that any racial or ethnic group has a disproportionately
greater need for any income category in comparison to the needs of that
category as a whole, the jurisdiction must complete an assessment of
that specific need. For this purpose, disproportionately greater need
exists when the percentage of persons in a category of need who are
members of a particular racial or ethnic group is at least ten percentage
points higher than the percentage of persons in the category as a whole.
From the table above, it can be seen that nearly half of the elderly renters are living
in units with some problems, including a housing cost burden. Housing problems are
defined in the CHAS as overcrowding, without complete kitchen or plumbing, and/or
housing cost burden. It is not possible to determine how many of those elderly
have multiple housing problems. The CHAS data are available for housing problems
for the disabled and minorities for Pearland. Approximately 40 percent of all
physically disabled renters are living in housing with housing problems. Just over half
(52.4%) of the African American renters and 35.9 percent of the Hispanic renters
have housing problems. The CHAS data for disabled and minority do not
differentiate between cost burdens and structural problems.
Considerably fewer elderly homeowners (18.2%) than elderly renters have housing
problems. Likewise, 30.5 percent of African American homeowners and 26 percent
of Hispanic homeowners have housing problems, compared with 52.4 percent and
35.9 percent respectively for renters. While 40.4 percent of physically disabled
renters have housing problems, 23.5 percent of owners have similar problems.
Tab
Ie 5 - Housing Problems bv Elderlv, Ethnicitv and Disabil
Total African
Households All HHs Disabled American Hispanic
Elderly
Renters 248 149 0 40
Other
Renters 2,409 235 105 403
Elderly
Owners 1,807 596 15 68
Other
Owners 8,684 779 494 1,025
Total 13,148 1,759 614 1,536
% With Elderly
Housing Renters 46.0 33.6 0.0 50.0
Problems Other
Renters 35.7 44.7 52.4 34.5
Elderly
Owners 18.2 23.3 100.0 5.9
Other
Owners 17.3 23.6 30.5 27.3
Total 21.3 27.2 34.2 28.8
ity*
*Summarized from CHAS tables for Elderly, Disabled and by Ethnicity
African Americans and physically disabled have a disproportionate share of housing
with problems - either cost burdens, overcrowding, structural issues or any
5 Year Strategic Plan
28
Version 2.0
City of Pearland, Texas
combination of these problems. Hispanic homeowners have a disproportionate share
of housing with problems. While Hispanics have a lower median household income
($50,685) than non-Hispanic Anglos ($65,389), potentially accounting for higher
rates of cost burdens or living in housing with structural problems, African Americans
have a higher median household income ($75,210) than non-Hispanic Anglos. A
review of the 2005 Loan Application Register from the Federal Financial Institutions
Examination Council indicates that even though African Americans comprised 18.5
percent of the home loan applications, they comprised 34.8 percent of the loan
denials. High debt-to-income ratios was the primary reason for the denials, followed
by poor credit histories. Hispanics' rate of denials approximated their rate of
applications, and credit history was the main reason for the denials. Anglos
comprised 54.6 percent of the applications and only 45.6 percent of the denials, with
high debt-to-income ratios and credit histories as the main reasons for the denials.
Looking at it another way, 14.8 percent of the African American applications were
denied; 10.9 percent of the Hispanic applications were denied and 6.6 percent of the
Anglo applications were denied.
Interestingly, the residents at the public hearings indicated that firsttime
homebuyers assistance was a high priority need. However, insufficient cash for
down payments and closing costs was not a major reason for denying a home loan.
Loan denials due to insufficient cash comprised only 2.1 percent of all denials and
there were no differences due to race or ethnicity.
As the City conducts its Analysis of Impediments to Fair Housing Choice and its Fair
Housing Plan during the first program year, it will pay close attention to the
racial/ethnic disparities in cost burdens, structural issues and home loans with
regards to housing equity.
I Priority Housing Needs (91.215 (b))
1. Identify the priority housing needs and activities in accordance with the
categories specified in the Housing Needs Table (formerly Table 2A).
These categories correspond with special tabulations of u.s. census data
provided by HUD for the preparation of the Consolidated Plan.
As would be expected, those households with the lowest incomes, especially the
elderly and large families have the greatest housing needs. In addition, those
"other" households (single individuals and unrelated adults) have a high burden. In
the chart below, the orange represents the percent of the households within each
type and income that have more than a 50 percent cost burden, meaning they are
paying more than 50 percent of their income on housing. The green indicates the
percent paying between 30 and 50 percent of their income on housing.
5 Year Strategic Plan
29
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City of Pearland, Texas
Figure 9 - Housing Cost Burden for Low-Mod Income Renters
100
80
Elderly Small Large < Other < Elderly Small Large Other Elderly Small Large Other
< 30% Related 30% 30% 30-50% Related 30-50% 30-50% 50-80% R50e-8latoeo>~o 50-80% 50-80%
< 30% 0 30-50% "
III
:I:
:I:
....
o
-
c
CI)
~
CI)
a..
60
40
20
o
o Cost Burden> 50% 417 40.9 28.6 70.6 53.8 22
II Cost Burden 30-50% 33.3 11.2 714 17.6 ti.4 54.6
5.9
5.9
35.8 14.3
56.1 714
3.2
317
o
o
o
7.5
The same chart is repeated below for owner-occupied households.
Figure 10 - Housing Cost Burden for Low-Mod Income Home Owners
80
l/) ,...... r--
:I: r- ~
J: 60 ~- I- I-
.... - I-
0 r-- t-
r--
... 40 -
C I- - l- I- I-- I-- -
Ql t- -
~ I-
Ql 20 - l- I-- l- i- t- -
D..
'- R
0
Elderly Small Large < Other < Bderly Small Large Other Bderly Small Large Other
Related Related Related
< 30"10 <30% 30% 30"/. 30-50% 3G-50% 3G-5O% 3G-5O% 5G-80% 5G-80% 50-80% 5G-80%
10 Cost Burden >50% 37.5 65.8 70 72.5 13.4 29.5 27.8 1)() 6.8 15.1 0 14.7
10 Cost Burden 3G-5O% 25 8.8 0 0 33.9 50.4 13.5 0 5.5 38.4 314 52.9
100
The Census Bureau no longer assesses the structural quality of housing units.
Overcrowding, lacking some plumbing or kitchen facilities and lacking heating are the
only determinates of housing units with problems. In 2000 before the advent of cell
phones replacing land lines, the lack of a telephone was another factor for housing
potentially in need of upgrades and rehabilitation. The table below lists the number
of units that could potentially require some level of housing rehabilitation.
5 Year Strategic Plan
30
Version 2.0
City of Pearland, Texas
Table 6 - Ind"
Icators of Potentia Nee or HousmQ
Housing Units Renter Owner
Built Before 1970 348 1,497
Overcrowdinq 275 274
Lacking Some
Plumbinq 0 27
Lacking Kitchen
Facilities 0 11
Lackinq Heatinq 0 18
Lackinq Telephone 97 58
" I
df
Rehabilitation
On the following pages is the Housing Needs Table with the CHAS data and the City's
priorities for each category. The goals for meeting the housing needs are within the
larger Housing Needs Table in the CPMP Excel spreadsheet. Following the Housing
Needs Table is the Housing Market Analysis Table, also within the Needs Excel
Worksheet in CPMP. Based on the age of the housing, the homes lacking a major
necessity or amenity, it has been estimated that half of the rental units and one-
third of the owner-occupied units need some level of rehabilitation. In calculating
the estimated rehabilitation needs in dollars, the City assumed that the substandard
housing was distributed equally across the housing market by number of bedrooms.
It was then assumed that the average rehabilitation needed for 0-1-bedroom units
was $2,500, for 2-bedroom units was $5,000 and for 3+-bedroom units was $5,000.
This results in a total rehabilitation need in Pearland of $4,542,066, including all
housing regardless of residents' incomes.
5 Year Strategic Plan
31
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City of Pearland, Texas
Table 7 - Summary of HousinQ Needs from CPMP Needs File (CHAS)
Current
Number
of
House-
holds
NUMBER OF HOUSEHOLDS
Anv housina oroblems
I
~
NUMBER OF HOUSEHOLDS
Cost Burden > 30%
"0
Q)
..,
to
Qj
'"
With Anv Housina Problems
Cost Burden> 30%
Current
% of
House-
holds
100%
100%
59.1
59.1
40.9
100%
100%
100%
100%
100%
75
75
41.7
100
100
28.6
88.2
88.2
70.6
62.5
62.5
37.5
74.6
74.6
65.8
100
70
70
100%
72.5
72.5
72.5
60
45 H
45 H
25 H
110
65 L
65 L
45 L
14
14 M
14 M
4 M
85
75 H
75 H
60 H
160
100 H
100 H
60 H
114
85 M
85 M
75 M
50
50 M
35 M
35 M
69
50 M
50 M
50 M
~
~
~
.Eli.!:lQl
N
N
N
N
N
N
N
N
N
N
N
N
y
N
N
N
N
N
N
N
N
N
N
N
fJ.!!lQ
~
CDBG
Iii
ViE ~ Cost Burden >50%
~Q)I~
u.. NUMBER OF HOUSEHOLDS
LL
~
"0
Q)
..,
to
Qj
'"
Q)
Cl
Vl NUMBER OF HOUSEHOLDS
"0
o
.J:::
Vl
.J:::
With Anv Housina Problems
Cost Burden> 30%
~
o
o
('I')
II
V
Q)
E
o
c..:>
c
With Anv Housina Problems
L-
Q)
.J:::
..,
o
Cost Burden > 30%
Cost Burden >50%
<i:
NUMBER OF HOUSEHOLDS
>- With Anv Housino Problems
1:
{g Cost Burden> 30%
W
-----
NUMBER OF HOUSEHOLDS
"'C
o
...c
Q)
C/)
:J
o
I
"0
2
to
Qj
'"
With Anv Housina Problems
Cost Burden > 30%
l...
Q)
c
;:
o
to
E Cost Burden >50%
1Il
NUMBER OF HOUSEHOLDS
"0
2
to
Qj
'"
Q)
Cl
Vl NUMBER OF HOUSEHOLDS
"0
o
.J:::
Vl
.J:::
With Anv Housina Problems
Cost Burden > 30%
With Anv Housina Problems
L-
Q)
-5
o
Cost Burden> 30%
Cost Burden >50%
<i:
5 Year Strategic Plan
32
Version 2.0
City of Pearland, Texas
NUMBER OF HOUSEHOLDS 100% 65
>- 69.2 45
1:
Q} Cost Burden> 30% 69.2 45
"0
- w
LL Cost Burden >50% 53.8 35
~
-;;.!2. NUMBER OF HOUSEHOLDS 100% 273
0 "CJ
0 2 78 213
"'
U") OJ
II ~ Cost Burden> 30% 76.6 209
V l- Cost Burden >50% 22 60
0 Q}
......
+-' c
Q} NUMBER OF HOUSEHOLDS 100% 68
0 cr: "CJ
M 2 70.6 48
"'
^ OJ
~ Cost Burden> 30% 11.8 8
C1J
OJ E' Cost Burden >50% 5.9 4
E "'
...J
0
U Vl NUMBER OF HOUSEHOLDS 100% 123
C "CJ
0
- .r:. 91.9 113
Vl
"0 .r:.
.... Cost Burden> 30% 91.9 113
C1J
0 .r:.
.., 35.8 44
..c 0 Cost Burden >50%
OJ ~
l/)
::3 NUMBER OF HOUSEHOLDS 100% 292
0 138
I >- 47.3
1:
Q} Cost Burden> 30% 47.3 138
- "0
LL w
~ 13.4 39
-;;.!2. NUMBER OF HOUSEHOLDS
0 100% 149
0 "CJ
2
00 "' 79.9 119
II OJ
~ Cost Burden> 30% 79.9 119
V Cost Burden >50% 29.5 44
0
+-'
0 NUMBER OF HOUSEHOLDS 100% 54
"CJ
U") l- 2 53.7 29
^ Q} "'
c OJ
3 ~ Cost Burden > 30% 46.3 25
OJ C1J
0 E'
E "' Cost Burden >50% 27.8 15
...J
0
U NUMBER OF HOUSEHOLDS
C 100% 25
-
100 25
"0
0 Cost Burden> 30% 100 25
Vl
..c "CJ 100 25
0 Cost Burden >50%
OJ .r:.
Vl
l/) .r:.
::3 ....
C1J
0 '5
0
I ~
5 Year Strategic Plan
33
Version 2.0
City of Pearland, Texas
NUMBER OF HOUSEHOLDS 100% 28
>- 85.7 24
L:
Q) Cost Burden> 30% 85.7 24
"0
W
Cost Burden >50% 14.3 4
NUMBER OF HOUSEHOLDS 100% 315
'0
21 41.3 130
ltJ
Qj
o! Cost Burden > 30% 34.9 110
L- Cost Burden >50% 3.2 10
Q)
.....
c:
Q) NUMBER OF HOUSEHOLDS 100% 64
- ~ '0
LL III
..... 93.8 60
ltJ
:E OJ
o! Cost Burden > 30% 0 0
III
~ ~ Cost Burden >50% 0 0
0 ltJ
0 -'
00
II Ul NUMBER OF HOUSEHOLDS 100% 200
'0
V 0
.!: 7.5 15
Ul
0 .!:
L- Cost Burden > 30% 7.5 15
4-1 III
-E
0 0 Cost Burden >50% 0 0
Lt) <C
^ NUMBER OF HOUSEHOLDS
100% 365
Q)
E >- 12.3 45
L:
0 Q) Cost Burden > 30% 12.3 45
"0
U W
C Cost Burden >50% 6.8 25
-
"'0
0 NUMBER OF HOUSEHOLDS 100% 430
'0
.c 21 59.3 255
Q) ltJ
Qj
(f) o! Cost Burden > 30% 53.5 230
::::J
0 Cost Burden >50% 15.1 65
I L-
Q)
c:
3: NUMBER OF HOUSEHOLDS
0 100% 175
'0
21 57.1 100
ltJ
Qj
o! Cost Burden> 30% 31.4 55
III
~ Cost Burden >50% 0 0
ltJ
-'
Ul NUMBER OF HOUSEHOLDS 100% 170
'0
0
.!: 67.6 115
Ul
.!:
L- Cost Burden> 30% 67.6 115
III
-E
0 Cost Burden >50% 14.7 25
<C
5 Year Strategic Plan
34
Version 2.0
City of Pearland, Texas
Table 8 - Housin
o
o
o
Rehabilitation Needs in 5 171 837 479 315 3 890 914 4 542 066
* FMRs and Incomes upon which Affordable rents were based are 2000 data from the Census
to keep the relationships consistent since the related information provided through CHAS was
2000 data.
2. Provide an analysis of how the characteristics of the housing market and
the severity of housing problems and needs of each category of residents
provided the basis for determining the relative priority of each priority
housing need category.
Note: Family and income types may be grouped in the case of closely related categories of
residents where the analysis would apply to more than one family or income type.
The relative priorities for housing by family type and size was determined based on
the percent of the units with housing problems, the income levels and the assumed
ability to maintain standard housing. Elderly and disabled homeowners were
assumed to be less able to repair their houses themselves, resulting in a higher cost
for general maintenance and home repair than for younger able-bodied homeowners.
Thus, their needs were given the highest priority. Other homeowners were given
medium priority, as they were in need of some assistance in maintaining and
repairing their homes. Elderly and disabled renters have a priority need for more
affordable and accessible rental units. However, as the table above indicates the
2000 FMRs were less than the rent affordable at 30 percent of low-income (50% of
median) renters. Therefore, additional affordable rental units for non-
elderly/disabled were given a low priority. Landlords are expected to maintain their
units in sound condition and the City of Pearland is not able to expend its limited
CDBG funds for the repair of rental units. The City does place a priority on repairs to
owner-occupied units, but with limited CDBG funds is relying at this time on the
regional CHDOs and other nonprofits that provide home repairs.
The City places a priority on firsttime homebuyers assistance and on the
development of affordable homeownership homes. However, without being a HOME
Participating Jurisdiction (PJ), the City is not able to fund such projects, but it does
support the work of regional and county CHDOs and non profits funded by the State
of Texas and Brazoria County through HOME funds.
5 Year Strategic Plan
35
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City of Pearland, Texas
3. Describe the basis for assigning the priority given to each category of
priority needs.
Need coupled with CDBG funding levels determined the basis for assigning the
priorities given in each category. As indicated above, elderly and disabled
homeowners received the highest priority, followed by other homeowners and elderly
and disabled renters. Except in the areas of firsttime homebuyers assistance, other
renters received a low priority as rents are currently below the affordability level and
landlords are responsible for their own maintenance and repairs. However, the City
encourages non profits, particularly County and regional CHDOs, to provide
assistance to renters in purchasing homes.
4. Identify any obstacles to meeting underserved needs.
As with all other categories, the major obstacle to meeting the underserved housing
needs in Pearland is money. Assuming that there is approximately $4,500,000 in
housing repair needs in Pearland in addition to firsttime homebuyers assistance and
need for new affordable housing, it would take nearly 20 years of full CDBG
investment to meet all of the needs. The City is relying on nonprofits and CHDOs to
assist in meeting the needs, with their using County HOME funds. However, there
have been some issues in Brazoria County utilizing their HOME funds in a timely
manner and in providing affordable housing and first-time homebuyers assistance at
the levels that their HOME allocation would allow.
Pearland has become a bedroom community to the City of Houston. The booming
development in Pearland makes land available for housing development less
affordable than in the areas of the county that are more remote to Houston.
Therefore, the cost of new housing in Pearland exceeds most of the rest of Brazoria
County.
As a result of the cost of land, there is a shortage of subsidized housing in Pearland,
with only one LIHTC property, one other HUD-subsidized apartment complex and no
public housing or Section 8.
I Housing Market Analysis (91.210)
*Please also refer to the Housing Market Analysis Table in the Needs.xls workbook
1. Based on information available to the jurisdiction, describe the
significant characteristics of the housing market in terms of supply,
demand, condition, and the cost of housing; the housing stock available
to serve persons with disabilities; and to serve persons with HIV / AIDS
and their families. Data on the housing market should include, to the
extent information is available, an estimate of the number of vacant or
abandoned buildings and whether units in these buildings are suitable
for rehabilitation.
Based on the 2000 Census, the median value of owner-occupied housing in Pearland
was $117,700 and the median rent was $672. Reviewing the on-line rental, sales
and foreclosure data, it can be seen that the prices have skyrocketed since 2000.
5 Year Strategic Plan
36
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City of Pearland, Texas
The table and charts below illustrate the rental and purchase prices of housing in
Pearland for May, 2007.
Table 9 - A artment Rental Prices for May, 2007
Number of Low Price High Price
Bedrooms
1
2
3
4+
775
1 270
1 760
NjA
Figure 11 - Rental Prices for Individually-owned Units in May, 2007
5
25
20
15
10
o
< $500 $500- $750- $1,000- $1 ,250 $1,500- $1 ,750- $2,000
$749 $999 $1,249 $1,499 $1,749 $1,999 +
&I MLS+Newspaper
4
8
8
15
24
23
24
The median rental price for apartments in Pearland is approximately $1,100 per
month, utilities not included. For individually-owned units, the median rental price is
$1,625, utilities not included.
Figure 12 - Asking Price of For-Sale Housing in May, 2007
50
300
250
200
150
100
o
< $50- $75- $100 $125 $150- $175 $200- $250 $300 $400 $500 No
$50K $74. $99. $124 $149 $174 $199 $249 $299 $399 $99. K+ Price
9K 9K .9K .9K .9K .9K .9K .9K .9K 9K Lisle
[J Foreclosures 2 11 17 26 44 41 43 44 26 18 4 4 132
EI M...S - Single Farrily 0 2 8 30 113 123 202 252 144 114 41 26 0
Median Askinq Price = $202,500
5 Year Strategic Plan
37
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City of Pearland, Texas
The newly empowered Brazoria County Housing Agency has 560 Section 8 Housing
Choice Vouchers and gives priority placement to the elderly and disabled. However,
less than 10 of the Section 8 participants are located in Pearland at this time. The
City and the County are working to encourage apartment owners to accept Section 8
HCVs and to encourage participants to secure housing in those complexes.
The disabled are a population of concern to Pearland. Based on the 2000 Census,
there were 3,313 adults under the age of 65 with a disability. This is 14.7 percent of
the 21-64 year olds. While 66.8 percent of the non-elderly disabled adults are
employed, many are employed below a livable wage and the 33.2 percent
unemployed are in need of subsidized housing supportive housing or assisted living.
This translates into nearly 4,497 elderly and non-elderly disabled adults who may be
in need of some level of subsidized or assisted housing, depending on their
household characteristics. A large percentage of the 4,497 are married or in other
congregate situations, translating into approximately 3,000 households with at least
one elderly or disabled member. According to the HUD-provided Comprehensive
Housing Affordability Strategy (CHAS) data, 214 renters and 761 homeowners have
some level of mobility and/or self-care limitation and are living below 80 percent of
the MSA median income. These households are a high priority for Pearland.
There is one Low-Income Housing Tax Credit property in Pearland. The apartment
complex of 246 general population units was constructed in 2004, with 18 units
specifically for the disabled. There is no accurate information about other rental
units accessible to the disabled for Pearland or Brazoria County alone, but it can be
assumed that the City and County fall in line with the rest of the metropolitan areas
of the South Region. In .examining the number of units that are accessible to the
disabled in the HUD Property Owners and Managers Microdata file, it can be seen
that there is a significant gap, with 85 percent of single family rental units and 79
percent of multi-family rentals not being accessible.
Figure 13 - Percent of Rental Units Accessible to Disabled
20.00%
100.00%
80.00%
60.00%
40.00%
0.00%
Yes
11 .72%
20.17%
No
85.16%
79.15%
Not reported
3.13%
0.68%
o Single Family
EI Multi-Family
Source: U.S. Dept. of HUD, Property Owners and Managers Microdata File, Analysis
conducted in SPSS
There is no information regarding the number of units available to people living with
HIV/AIDS or the number of landlords who refuse rental to those infected with
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HIVjAIDS. There are 60 beds within Galveston and Brazoria Counties for the
chronically homeless, but none are in Pearland and none are designated specifically
for persons living with HIVjAIDS.
In 2000, there were 730 vacant units in Pearland - 20 for sale and 710 for rent.
Since 2000, there have been 11,925 single family housing units constructed for sale,
with an average construction cost (not including land value) of $181,784. Also, since
2000, there have been 738 new rental units constructed, with the vacancy rates
staying at 10 percent or less. Of the vacant rental units, virtually all are habitable
with little or no need for rehabilitation.
2. Describe the number and targeting (income level and type of household
served) of units currently assisted by local, state, or federally funded
programs, and an assessment of whether any such units are expected to
be lost from the assisted housing inventory for any reason, (i.e.
expiration of Section 8 contracts).
Currently, there is one Low Income Housing Tax Credit property in Pearland with 246
units, and one HUD-subsidized complex, Park Place, with 25 HUD-funded units and a
total of 101 units. The City does not have a public housing authority or management
of Section 8 Housing Choice Vouchers. Brazoria County has 560 Section 8 vouchers.
At this time, less than 10 of the participants are residing in Pearland, primarily in
Park Place, an apartment with 25 HUD-funded units. It is not anticipated that any
units will be lost from the assisted housing inventory and it is anticipated that,
through education, Pearland apartments will begin accepting Section 8 vouchers and
Section 8 participants will begin leasing in Pearland.
3. Indicate how the characteristics of the housing market will influence the
use of funds made available for rental assistance, production of new
units, rehabilitation of old units, or acquisition of existing units. Please
note, the goal of affordable housing is not met by beds in nursing homes.
The housing market in Pearland is a high-end market with few units for low-income
residents. However, the rentals are within the FMRs for the region and are
accessible to moderate-income residents. With the limited CDBG resources of the
City of Pearland, it anticipates using no CDBG funds in the first four years for housing
rehabilitation, but to rehabilitate up to 15 units of elderly owner-occupied housing
during the fifth year. The City is encouraging regional CHDOs to secure Brazoria
County HOME funds for the production of new units and the rehabilitation of older
owner-occupied units in Pearland. Southeast Texas Housing Finance Corporation
(SETH) is working with the County to receive HOME funds for first-time homebuyers
assistance, new construction and rehabilitation, some of which will be taking place in
Pearland. The City and SETH are also working with Habitat for Humanity to assist in
locating and securing land for development of new units using County HOME funds.
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Specific Housing Objectives (91.215(b))
1. Describe the priorities and specific objectives the jurisdiction hopes to
achieve over a specified time period.
The City's primary priority is the rehabilitation of housing owned and occupied by the
elderly and disabled. The City anticipates funding a rehabilitation program during its
fifth year of CDBG funding. Meanwhile, it will be working with County and State
CHDOs to facilitate the development, rehabilitation and purchase of housing using
HOME funds. With the limited resources and the few number of units that are in
need of rehabilitation, general housing rehabilitation is not a high priority for
Pearland.
2. Describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
As stated above, the City intends to work with County and State CHDOs for the
rehabilitation and development of affordable housing and the provision of firsttime
homebuyers assistance. The City also intends to support the development of low
income housing tax credit properties and other low-income properties developed by
such entities as Habitat for Humanity. The cost of land in Pearland is the primary
obstacle for the development of sufficient affordable housing units. To the City's
knowledge there are no additional LIHTC or HUD-subsidized projects planned for the
City of Pearland, however, the existing projects will continue to operate and provide
affordable housing options to residents.
I Needs of Public Housing (91.210(b))
In cooperation with the public housing agency or agencies located within its
boundaries, describe the needs of public housing, including the number of
public housing units in the jurisdiction, the physical condition of such units,
the restoration and revitalization needs of public housing projects within
the jurisdiction, and other factors, including the number of families on
public housing and tenant-based waiting lists and results from the Section
504 needs assessment of public housing projects located within its
boundaries (i.e. assessment of needs of tenants and applicants on waiting
list for accessible units as required by 24 CFR 8.25). The public housing
agency and jurisdiction can use the optional Priority Public Housing Needs
Table (formerly Table 4) of the Consolidated Plan to identify priority public
housing needs to assist in this process.
The City of Pearland is not a Public Housing Authority. Brazoria County, in which the
majority of the residential properties of Pearland lie, has recently become a Section 8
Housing Choice Vouchter provider with 560 vouchers for the entire county.
Currently, only one complex in Pearland accepts Section 8 HCVs from the County.
One also is a HUD-funded complex and the other recently accepted Section 8
vouchers.
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With 798 rental households having incomes less than or equal to 50 percent of the
median (269 <= 30% of MFI), there is a need for subsidized housing within
Pearland. Nearly 77 percent of the renter-occupied households within the 50-
percent income range have a housing cost burden of at least 30 percent. Therefore,
it can be assumed that approximately 614 households would be eligible for Section 8
HCVs through Brazoria County Public Housing Authority if the County had enough
vouchers to cover the need.
I Public Housing Strategy (91.210)
1. Describe the public housing agency's strategy to serve the needs of
extremely low-income, low-income, and moderate-income families
residing in the jurisdiction served by the public housing agency
(including families on the public housing and section 8 tenant-based
waiting list), the public housing agency's strategy for addressing the
revitalization and restoration needs of public housing projects within the
jurisdiction and improving the management and operation of such public
housing, and the public housing agency's strategy for improving the
living environment of extremely low-income, low-income, and moderate
families residing in public housing.
There is no public housing authority serving just the City of Pearland. The Brazoria
County Housing Authority has 560 Section 8 Housing Choice Vouchers to cover the
entire county, including Pearland. The PHA is relatively new, having been
established in 2005, and is working to ensure that apartments throughout the
county, including in Pearland, accept Section 8 and that residents applying for
Section 8 are represented throughout entire county. During its first two years of
operation, the BCHA re-certified those participants who were on the State's waiting
list and filled the units with households that the State's program had identified. It
has now issued all 560 vouchers and has a waiting list of 850 within the County.
There is no information readily available as to the number on the waiting list who are
currently residing in Pearland
Currently, the BCHA states that it does not intend to seek funding to develop public
housing; rather it intends to remain a Section 8 provider. According to their 5-Year
Plan, their goals include:
. Maintain or increase Section 8 lease-up rates by establishing payment
standards that will enable families to rent throughout the County, including in
Pearland
. Undertake measures to ensure access to affordable housing among Section 8
families regardless of the unit size required
. Maintain or increase Section 8 lease-up rates by marketing the program to
owners, particularly those outside of areas of minority and poverty
concentration
. Participate in the Consolidated Plan processes for Brazoria County and
Pearland to ensure coordination with broader community strategies
. Apply for additional Section 8 units should they become available
. Apply for special-purpose vouchers targeting the elderly, should they become
available
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· Add a preference to the waiting list for the elderly
· Apply for special-purpose vouchers targeting families with disabilities, should
they become available
· Affirmatively market to local non-profit agencies that assist families with
disabilities
· Add a preference to the waiting list for disable heads of household or spouse
· Affirmatively market to races/ethnicities shown to have disproportionate
housing needs
· Counsel Section 8 tenants as to the location of units outside areas of poverty
or minority concentration and assist them in locating the units
· Market the Section 8 program to owners outside areas of poverty/minority
concentrations
2. Describe the manner in which the plan of the jurisdiction will help
address the needs of public housing and activities it will undertake to
encourage public housing residents to become more involved in
management and participate in homeownership. (NAHA Sec. 105 (b){ll)
and (91.215 (k))
The City of Pearland will work with Brazoria County PHA to help market the Section 8
program to owners within Pearland as well as to low-income residents within
Pearland. The City will continue to work with Brazoria County PHA in development of
community-wide consolidated plans.
There are no public housing units in Pearland or Brazoria County. However, the City
will rely on Brazoria County PHA to encourage Section 8 residents to be come more
involved in self-sufficiency programs aimed at homeownership.
3. If the public housing agency is designated as "troubled" by HUD or
otherwise is performing poorly, the jurisdiction shall describe the
manner in which it will provide financial or other assistance in improving
its operations to remove such designation. (NAHA Sec. 105 (g))
Not Applicable - the Brazoria County PHA, serving Pearland, is not a
troubled PHA
Barriers to Affordable Housing (91.210(e) and 91.215(f)}
1. Explain whether the cost of housing or the incentives to develop,
maintain, or improve affordable housing are affected by public policies,
particularly those of the local jurisdiction. Such policies include tax
policy affecting land and other property, land use controls, zoning
ordinances, building codes, fees and charges, growth limits, and policies
that affect the return on residential investment.
Low-Moderate income residents encounter significant difficulty in locating an
affordable home to purchase. The Texas Housing Affordability Index (THAI) for First
Time Home Buyers indicates the ratio of median household income to the income
required to buy the median-priced home using currently available mortgage
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financing. Brazoria County has a THAI of 1.09 indicating that a household earning
just over the median for the area can afford to purchase a home. However, census
data reports that 53 percent of the rental households in Pearland earn 80% or less of
the median income, thus making homeownership impossible for many residents.
New housing is, for the most part, higher priced and not affordable to the low- to
moderate-income.
Zoning: The Zoning Regulations and other land use policies in the City do not
appear to be a barrier to affordable housing. Requirements for minimum street
frontage, setbacks, density requirements, or off-site improvements do not impose
impediments to new or infill housing development. The Comprehensive Plan and
Zoning regulations have in place three levels of residential development - low-
density, medium-density and high-density areas that do not impede the
development of affordable housing on in-fill lots. The R-l, or highest level, usually
has minimum lot and building size/type requirements but R-l and R-2 are off-set by
less restrictive and more affordable options. The City's zoning ordinance does not
set minimum building size requirements that exceed the local housing or health
code. Specific requirements for setbacks, lot sizes, dwelling sizes and others, such as
existence and size of garages, provide a barrier to the construction of affordable
housing, but do not impede fair housing choice. The City does not allow new mobile
home parks or mobile homes on subdivision lots; however, there is sufficient
unincorporated land for mobile and manufactured housing just outside the city limits.
Building Codes: Pearland has adopted the following building codes: International
Building Code International Residential Code (2000 Edition); International Energy
Conservation Code International Mechanical Code (2000 Edition); and International
Fuel Code. These codes are reasonable standards for construction and rehabilitation
within the cities and do not appear to hinder the development of affordable housing
but rather enforce acceptable, uniform building standards to ensure the safety of
residents residing in affordable housing units.
Tax Issues: The City of Pearland has created a Tax Increment Reinvestment Zone
within the City. A TIRZ is a specific geographic area defined by the City Council. For
the duration of a TIRZ (no more than 30 years) the property taxes from the
increased value due to development within the TIRZ is "captured" and placed in a
separate fund administered by the City. The captured tax proceeds can only be used
to pay for eligible public improvements, such as streets, drainage, utilities, and
public facilities, within the zone. The concept is that the new taxes from new
developed are reinvested within the zone that created the additional value. Property
owners within the zone continue to pay the full taxes that are due, so a TIRZ does
not create a tax abatement situation.
City Boards: Pearland provide opportunities for citizen input and involvement in the
planning and development process through voluntary involvement in local boards
and committees.
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2. Describe the strategy to remove or ameliorate negative effects of public
policies that serve as barriers to affordable housing, except that, if a
State requires a unit of general local government to submit a regulatory
barrier assessment that is substantially equivalent to the information
required under this part, as determined by HUD, the unit of general local
government may submit that assessment to HUD and it shall be
considered to have complied with this requirement.
There are no public or private policies that contributed to the concentration of
racial/ethnic minorities and building codes and the zoning ordinance do not impede
or limit the development or improvement of affordable housing in Pearland.
Affordability is compromised compared with unincorporated areas, but fair housing
choice is not. For example, the requirements for lot size and dwelling size, including
garage size, hinder the development of an R-l or R-2 single family residential
subdivision that is affordable to the low- to moderate-income residents. However,
multi-family units can be constructed affordably, given available affordable land.
And, none of the regulations impede fair housing choice or discriminate based on
race, creed, color, national origin, family structure, age or disability. In fact, a Low
Income Housing Tax Credit property was constructed in 2004 within Pearland.
Brazoria County's new public housing authority provides local oversight and
management of Section 8 Housing Choice Vouchers, making the County better able
to address the needs of the low- and very-low-income residents in all areas,
including Pearland. The County works with the Section 8 households to ensure that
apartments and single family rentals do not discriminate against Section 8 tenants
and that the units meet Housing Quality Standards. The County is not able to legally
require that a landlord permit Section 8 HCVs, however the County can, and does,
educate landlords about the Section 8 program and renting to Section 8 households.
The City of Pearland is committed to working with the Housing Authority to ensure
that landlords within the City are educated about Section 8.
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HOMELESS
Homeless Needs (91.205 (b) and 91.215 (e))
*Please also refer to the Homeless Needs Table in the Needs.xls workbook
Homeless Needs- The jurisdiction must provide a concise summary of the
nature and extent of homelessness in the jurisdiction, (including rural
homelessness and chronic homelessness where applicable), addressing
separately the need for facilities and services for homeless persons and
homeless families with children, both sheltered and unsheltered, and
homeless subpopulations, in accordance with Table lA. The summary must
include the characteristics and needs of low-income individuals and
children, (especially extremely low-income) who are currently housed but
are at imminent risk of either residing in shelters or becoming unsheltered.
In addition, to the extent information is available, the plan must include a
description of the nature and extent of homelessness by racial and ethnic
group. A quantitative analysis is not required. If a jurisdiction provides
estimates of the at-risk population(s), it should also include a description of
the operational definition of the at-risk group and the methodology used to
generate the estimates.
The Gulf Coast Homeless Coalition represesnts Galveston, Brazoria, Chambers and
Liberty Counties. Each year, they conduct a homeless census for these counties.
Below is the result of their 2007 survey for Brazoria County:
bl 0
. B
c
Ta el - Home ess Popu atlon In razorla ounty
Actual Annual
Brazoria Totals Count Prevalence
Total Homeless 28 28
Total Sinqle Individuals 13 13
Total Families 5 5
Total Persons in Families 15 15
Total Chronically Homeless 11 11
Average Days Homeless 349 349
Males Counted 13 13
Females Counted 15 15
Source: Gulf Coast Homeless Coalition
According to the Gulf Coast Homeless Coalition, there were no concentrations of
homeless in Pearland. The greatest need listed by the homeless that were surveyed
in Brazoria County was permanent housing, both permanent supportive housing for
chronically homeless and subsidized housing, such as Section 8 or Low Income
Housing Tax Credit units for those who are homeless due to reasons other than
mental illness, chronic substance abuse or other disability. As can be seen from the
table, the average length of homelessness for Brazoria County individuals is nearly
one year, with more than one-third of the homeless being chronically homeless.
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The City of Pearland has no shelter or transitional living beds. There are 64 shelter
beds in Brazoria County, with only 16 in the northern half near Pearland, all for
female victims of domestic violence and their children. The Salvation Army, in
Freeport, is the only shelter within Brazoria County for men. There are only 5
transitional living beds in Brazoria County. The Gulf Coast Center has 15 permanent
supportive housing beds through the Continuum of Care funding process.
I Priority Homeless Needs
1. Using the results of the Continuum of Care planning process, identify the
jurisdiction's homeless and homeless prevention priorities specified in
Table lA, the Homeless and Special Needs Populations Chart. The
description of the jurisdiction's choice of priority needs and allocation
priorities must be based on reliable data meeting HUD standards and
should reflect the required consultation with homeless assistance
providers, homeless persons, and other concerned citizens regarding the
needs of homeless families with children and individuals. The
jurisdiction must provide an analysis of how the needs of each category
of residents provided the basis for determining the relative priority of
each priority homeless need category. A separate brief narrative should
be directed to addressing gaps in services and housing for the sheltered
and unsheltered chronic homeless.
2. A community should give a high priority to chronically homeless persons,
where the jurisdiction identifies sheltered and unsheltered chronic
homeless persons in its Homeless Needs Table - Homeless Populations
and Subpopulations.
Below is a table of the unmet needs for the counties represented by the Gulf Coast
Homeless Coalition, including Brazoria County and the City of Pearland. The
Coalition does not provide separate tables for each County or Entitlement
Jurisdiction.
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Table 11 - CofC Homeless Population and Subpopulations for Brazoria &.
Galveston Counties (1/27/07)*
Part 1: Homeless Sheltered Unsheltered Total
Population
Emergency Transitional
1. Number of Households with
Dependent Children 3 0 2 5
la. Total Number of Persons in
these Households 7 0 8 15
2. Number of Households without
Dependent Children 142 35 75 252
2a. Total Number of Persons in
these Households 142 35 75 252
Total Persons
(Add Lines la and 2a) 149 35 83 267
Part 2: Homeless Sheltered Unsheltered Total
Subpopulations
a. Chronically Homeless 18 22 40
b. Severely Mentally III 40 22 62
c. Chronic Substance Abuse 32 29 61
d. Veterans 0 5 5
e. Persons with HIV/AIDS 4 2 6
f. Victims of Domestic Violence 8 2 10
q. Unaccompanied Youth 0 0 0
* From the 2007 Exhibit 1 of the Continuum of Care Application from Gulf Coast Homeless
Coalition
I Homeless Inventory (91.210{c))
The jurisdiction shall provide a concise summary of the existing facilities
and services (including a brief inventory) that assist homeless persons and
families with children and subpopulations identified in Table lA. These
include outreach and assessment, emergency shelters and services,
transitional housing, permanent supportive housing, access to permanent
housing, and activities to prevent low-income individuals and families with
children (especially extremely low-income) from becoming homeless. The
jurisdiction can use the optional Continuum of Care Housing Activity Chart
and Service Activity Chart to meet this requirement.
There are no existing shelter or transitional living facilities within the City of
Pearland. Neighborhood Centers provides outreach, assessment and homeless
prevention services. The shelter, transitional living and permanent housing providers
are located in other areas of Brazoria and Galyeston Counties. Below is a table of
the housing inventory as outlined in the 2007 Homeless Continuum of Care
Application of the Gulf Coast Homeless Coalition. Only those beds located in Brazoria
County are listed.
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h
*
Tab e 12 - CofC HousinQ Inventory C art Summaries for Brazoria County
Emergency Shelters
Provider Facility Target Year Round Total Year-
Pop Round
Units
Fam Fam Indiv.
Units Beds Beds
The Salveation The Salvation M 0 0 18 18
ArmY-Freeport Army
Brazoria County Southern FC/DV 0 24 6 30
Women's Crisis Brazoria County
Center Women's Crisis
Center
Brazoria County Northern FC/DV 0 13 3 16
Women's Crisis Brazoria County
Center** Women's Crisis
Center
Transitional Housing
Brazoria County No-Name FC/DV 2 4 0 4
Women's Crisis Southern
Center Brazoria County
Women's Crisis
Center
Brazoria County No-Name SF/DV 1 0 1 1
Women's Crisis Northern
Center** Brazoria County
Women's Crisis
Center
Permanent SUDI ortive HousinQ
The Gulf Coast Permanent SMF 0 0 15 15
Center Supportive
Housinq III
* Brazoria County Only, as reported in 2007 CofC Application
** Shaded projects are in close proximity to City of Pearland
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I Homeless Strategic Plan (91.215(c))
1. Homelessness- Describe the jurisdiction's strategy for developing a
system to address homelessness and the priority needs of homeless
persons and families {including the subpopulations identified in the
needs section}. The jurisdiction's strategy must consider the housing
and supportive services needed in each stage of the process which
includes preventing homelessness, outreach/assessment, emergency
shelters and services, transitional housing, and helping homeless
persons {especially any persons that are chronically homeless} make the
transition to permanent housing and independent living. The jurisdiction
must also describe its strategy for helping extremely low- and low-
income individuals and families who are at imminent risk of becoming
homeless.
The City of Pearland has contacted the Gulf Coast Homeless Coalition and will begin
participating in its meetings, programs and activities. In addition, the City will
encourage other service providers to become a part of the Coalition and to
participate in activities that will prevent homelessness and assist homeless persons
in transitioning into independent or permanent supportive housing. The City will
work with the Brazoria County Public Housing Authority to ensure that City residents
who qualify for Section 8 HCVs are on the waiting list and are assisted in securing
housing in or near Pearland.
During the first year of Entitlement designation, the City of Pearland will be funding
Neighborhood Centers, Inc. to provide emergency utility and rental assistance to
prevent homelessness. The City will work with Neighborhood Centers to assist the
agency in accessing Emergency Shelter Grant funds for homeless prevention
activities. In addition, the City will be funding literacy programs that will help
participants to secure higher-paying jobs, thus enabling them to cycle out of poverty
and the threat of homelessness.
Each public hearing and community meeting conducted by the City will have a
section devoted to homeless issues and educating the residents on the programs
available to them for homeless prevention and services.
The table below from the CPMP Needs tables illustrates the estimated homeless for
Pearland and the priorities for funding housing and service providers.
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Part 3: Homeless Needs Table:
Individuals -- Pear/and Only
Table 13 - Priorities for Homeless Services
>-Q)
P:o
c: ro
Q)-
'- 0-
'- ro
::l >
U<(
VI
"'C
ClJ
ClJ
Z
0.
rc
t9
i~
J~
Vl
"0
Q)
a:l
Emer enc Shelters
Transitional Housin
Permanent Supportive Housing
Total
VI
Part 4: Homeless Needs Table: "'C 0.
ClJ rc
Families-- Pear/and Only ClJ t9
z
0;::
0..
5 0 5 M N
Vl 5 0 5 M N
"0
Q) L N
a:l 0 0 0
Total 10 0 10 M N
2. Chronic homelessness-Describe the jurisdiction's strategy for
eliminating chronic homelessness by 2012. This should include the
strategy for helping homeless persons make the transition to permanent
housing and independent living. This strategy should, to the maximum
extent feasible, be coordinated with the strategy presented Exhibit 1 of
the Continuum of Care (CoC) application and any other strategy or plan
to eliminate chronic homelessness. Also describe, in a narrative,
relationships and efforts to coordinate the Con plan, CoC, and any other
strategy or plan to address chronic homelessness.
According to the Gulf Coast Homeless Coalition, there have been no identified
chronically homeless in the City of Pearland. However, the City is committed to
assisting housing and service providers in addressing the issue should it arise. One
of the causes of chronic homelessness is disability and the City of Pearland is
providing CDBG funding to Forgotten Angels, Inc., an agency that provides group
homes for mentally and physically disabled adults. By providing permanent
supportive housing in a group home environment, Forgotten Angels helps in
preventing chronic homelessness. Their 9 homes provide supportive housing for
approximately 50 disabled adults.
The 2007 Continuum of Care application for the Gulf Coast Homeless Coalition lists a
number of action steps it intends to undertake to end chronic homelessness by 2012.
These steps include:
· Creation of new permanent housing beds for chronically homeless through
application to HUD, local Entitlement and Participating Jurisdictions and
local foundations
· Increase the percentage of homeless persons staying in permanent
housing over 6 months by encouraging providers to seek additional
supportive service funds and by assisting agencies in developing
successful retention strategies
· Increase the percentage of homeless persons moving from transitional
housing to permanent housing by assisting the transitional housing
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agencies in providing tools to self-sufficiency to their clients, screening all
consumers to better determine eligibility for entitlement programs,
helping transitional housing residents apply for mainstream benefits,
educate transitional housing agencies on mainstream programs, and
evaluate the transitional housing agencies' provision of self-sufficiency
training
· Increase the percentage of homeless persons employed at exit by
developing relationships with potential employers, providing job-specific
training and remedial education
· Insure that the CofC has a functional HMIS system by developing a
strategic plan and implementing it
One of the major barriers listed in the CofC application is the lack of interest among
housing authorities within the Coalition's jurisdiction to develop SRO or other Shelter
Plus Care housing.
3. Homelessness Prevention-Describe the jurisdiction's strategy to help
prevent homelessness for individuals and families with children who are
at imminent risk of becoming homeless.
The City of Pearland will work closely with the Gulf Coast Homeless Coalition and
local agencies that provide assistance aimed at the prevention of homelessness.
During this first year as an Entitlement Jurisdiction, the City is funding two programs
that provide literacy education and life skills training to improve earning power and
prevent homelessness. In addition, the City is funding emergency utility and rental
assistance for those in eminent danger of homelessness. The City will provide
technical assistance to agencies in accessing additional funding to expand their
programs and to outreach to a broader population.
The City of Pearland will rely heavily on the Coalition as it conducts its monthly
meetings aimed at achieving its goals of preventing homelessness. One primary goal
of the Coalition is to secure funding for a full-time CofC coordinator and the City of
Pearland agrees with this goal and will provide whatever technical assistance it can
to help ensure this comes to fruition.
4. Institutional Structure-Briefly describe the institutional structure,
including private industry, non-profit organizations, and public
institutions, through which the jurisdiction will carry out its
homelessness strategy.
The City of Pearland will defer to the Gulf Coast Homeless Coalition and to Brazoria
County, which receives HOME, ESGP and Section 8 HCV funds to spearhead the
efforts in carrying out the homelessness strategy. The City's role will be one of
support and technical assistance as needed.
5. Discharge Coordination Policy-Every jurisdiction receiving McKinney-
Vento Homeless Assistance Act Emergency Shelter Grant (ESG),
Supportive Housing, Shelter Plus Care, or Section 8 SRO Program funds
must develop and implement a Discharge Coordination Policy, to the
maximum extent practicable. Such a policy should include "policies and
protocols for the discharge of persons from publicly funded institutions
or systems of care (such as health care facilities, foster care or other
youth facilities, or correction programs and institutions) in order to
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prevent such discharge from immediately resulting in homelessness for
such persons." The jurisdiction should describe its planned activities to
implement a cohesive, community-wide Discharge Coordination Policy,
and how the community will move toward such a policy.
The City of Pearland does not receive ESG, SHP, S+C or Section 8 SRO funds and
does not have a discharge coordination policy. However, the City falls within the
jurisdiction of the Gulf Coast Homeless Coalition which does have a discharge
coordination policy as outlined in the Exhibit 1 of their annual CofC application.
Below is a summary of that plan, extracted from the 2007 CofC application, as it
pertains to the entire Coalition service area:
Foster Care:
For each individual in foster care, housing is a component of individual service
plans not only throughout the tenure in foster care but also upon release.
Therefore, youth who leave or age out of foster care are not discharged into
homelessness. Rather, their case managers help them acquire suitable
housing. Children's Protective Services (CPS), and agencies such as The
Children's Center that house children in foster care, have case managers who
arrange for youth leaving foster care to obtain either their own apartments or,
for those who cannot live independently, shelter at a subsidized housing
program. For example, young adults who need additional services before
living unsupervised enter The Children's Center's transitional housing program
until they reach 22 years of age. Also, Galveston County's CPS implemented a
specific program, Circle of Support: PAL (Preparation for Adult Living)
Program, which moves youth aging out of foster care into housing. As with
case managers at the Children's Center's transitional housing program, CPS
case managers provide independent living skills, job training, education, and
other services that support PAL participants' move to housing. The PAL
Program helps those who cannot support themselves access housing as well
as supportive services either locally or in Harris County. Because individuals
in foster care are wards of the State, they are not considered homeless, and
their housing is not funded through McKinney-Vento.
Health Care:
Health care providers have discharge protocols for patients who are
homeless. However, because existing policy allows for the discharge of
patients into homelessness, the CofC is working to change it. Currently, social
workers at both University of Texas Medical Branch of Galveston (UTMB, this
area's primary provider of indigent health care) and Mainland Community
Hospital screen patients to identify those who are homeless. Both health care
providers discharge homeless individuals in the same manner as other
patients, and persons are free to leave upon release, regardless of housing
status. UTMB's social workers refer persons who have identified themselves
as homeless to the Salvation Army in Galveston. With the patients'
permission, or at the patients' request, social workers can notify the Salvation
Army of needs for shelter, transportation, or other services. Should patients
who are homeless require medical aftercare or daily follow-up, UTMB arranges
shelter. The hospital has contracts with a local motel and the Salvation Army,
and the hospital covers the costs of rooms during the treatment period.
The Coalition has contacted UTMB's Director of Social Work to discuss the
following changes in the hospitals' discharge policy:
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1) UTMB will inform mental health liaisons, who enroll patients in
mental health services prior to their discharge, about any such
patients who also are homeless.
2) Discharge staff will distribute the Coalition's Homeless Resource
Cards to patients who are homeless.
3) Hospital staff will refer patients who are homeless to a list of
housing resources available.
4) Discharge staff will contact specific Coalition members to transport
discharged patients to housing providers, rather than expecting them
to make the housing contact on their own.
UTMB's Director of Social Work stated that UTMB's case managers will make
referrals to these resources and disseminate homeless resource information
to patients during screenings. The Coalition's Discharge Committee will
maintain contact and monitor discharge data.
The Coalition acknowledges that the shortage of beds for homeless
populations to be discharged into poses obstacles. Most non-emergency
shelter beds in the CoC are funded through McKinney-Vento. Therefore,
unless and until a bed is available elsewhere, the majority of individuals who
are homeless have little choice other than release to an emergency shelter or
a program funded through McKinney-Vento.
Mental Health:
In Texas, housing is not a discharge requirement for persons in mental
facilities, and the State provides no funds for residential placement. However,
Texas has discharge protocols for mental health patients. State mental
institutions discharge to Texas's Mental Health Mental Retardation Centers
("centers"). State policy requires that the mental hospitals and the Centers
develop joint treatment plans for each patient, to include a discharge plan
that covers housing. Usually, patients return to the housing they occupied
prior to hospitalization. Persons who are homeless or who do not have a
suitable living situation may, per their joint treatment plan, be released to the
care of a Center, whose case managers help them locate housing. In some
cases, but only as a last resort, discharged patients may be placed in an
emergency shelter until more permanent housing can be arranged.
Board-and-care facilities are one option for persons who are homeless and
who have SS!. The Gulf Coast Center, this Cofe's Mental Health Mental
Retardation center, works with the local chapter of the National Alliance for
the Mentally III (NAMI) to find beds at licensed board-and-care facilities.
Another local option is a new project in development by The Gulf Coast Center
("the Center"). The Center is finalizing a short-term, 12-bed residential
treatment facility for persons with mental illness who have Medicaid benefits.
The program will use rehabilitation dollars and offer rehabilitation as well as
case management-including housing location-to persons with short-term
mental health needs. The program is designed to house and help persons who
are discharged from the State hospital or jail and who need more time
(generally two to four months, but possibly longer) to stabilize before re-
entering the community. The Center has allocated one bed in the facility that
can serve anyone who needs emergency respite, regardless of Medicaid
status. The program's case managers will locate more permanent housing for
consumers who need it.
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One final mental health protocol is in place locally, .at UTMB of Galveston. The
Gulf Coast Center has two liaisons who conduct discharge planning and work
with that hospital's mental health department. The mental health liaisons
arrange for enrollment in treatment at the Center, case management, and
housing (at the facilities described above) for mental health patients who are
homeless.
Corrections:
Although the Gulf Coast Homeless Coalition and the Gulf Coast Center are in
Galveston, these entities have a responsibility to Brazoria County and
Pearland and jail operating procedures in Galveston may impact a situation in
Pearland.
Prisons-The Texas Department of Criminal Justice (TDCJ) requires that
inmates have housing in place prior to their release. No one is discharged into
homelessness. Inmates who lack an established residence are discharged into
TDCJ-approved group homes. Probation staff ensure inmates' housing is
appropriate to their specific needs (e.g., mental illness) and that support
services are readily accessible. To attend to inmates with mental illness,
Brazoria County and The Gulf Coast Center (MHMR) have a Memorandum of
Understanding (MOU) that places a mental health liaison at the prison to
treat, monitor, and assess incarcerated individuals as well as to connect them
to mental health services prior to discharge. The discharge plan includes
appropriate housing. TDCJ considers emergency shelters only as a last resort.
Jails-Jails in the City of Galveston and Galveston County have a common
discharge policy for the homeless, but the CofC is working to change it. The
jails' policy is to discharge the homeless to the street or to the Salvation Army
shelter. Also, jail staff do not distinguish homeless inmates from others;
incarcerated individuals must identify themselves to jail staff. As in Brazoria
County, The Gulf Coast Center has jail liaisons who identify and work with
inmates with mental illness by providing case management during and after
incarceration. For members of the mental health subpopulation who are
homeless, the liaisons attempt to arrange for housing as well.
The CofC maintains that mental health jail liaisons who visit the jails daily can
identify all persons who are homeless, inform the CofC, and conduct a needs
assessment. The CofC can have the agency most appropriate for each inmate
provide case management, initiate discharge planning, and arrange for
housing as well as services immediately upon discharge. The CofC has
proposed the following discharge policy changes to Galveston city and county
jails:
1) Use identifiers (e.g., color-coded files) for persons who are homeless
2) Contact a homeless liaison prior to discharge to arrange for housing
3) Release during regular working hours (when the person can be picked
up)
4) Work with the CofC to transport discharged persons directly to
housing. CofC members have volunteered vans and staff to pick up
discharged individuals and drive them to housing.
While jail staff find these strategies ideal, they have named these obstacles:
1) Knowing which incarcerated persons are homeless
2) Having time to notify liaisons of release dates
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3) Keeping a person at the jail until transportation arrives. (These
persons are free to leave and cannot be made to wait.)
4) Releasing persons only during working hours if that does not coincide
with their release time and date. Persons cannot be kept past their
scheduled release time and date.
The CofC will continue discussions with jail staff to address these concerns
and reduce the number of homeless discharged onto the street. The CofC has
attached its discharge plan to the 10-Year Plan to End Homelessness. Because
stakeholders will review that component of the Plan, adding it makes
changing discharge policies part of the community dialogue.
I Emergency Shelter Grants (ESG)
(States only) Describe the process for awarding grants to State recipients,
and a description of how the allocation will be made available to units of
local government.
Not Applicable
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COMMUNITY DEVELOPMENT
I Community Development (91.215( e))
*Please also refer to the Community Development Table in the Needs.xls workbook
1. Identify the jurisdiction's priority non-housing community development
needs eligible for assistance by CDBG eligibility category specified in the
Community Development Needs Table (formerly Table 2B), - i.e., public
facilities, public improvements, public services and economic
development.
The City of Pearland has two primary goals in addressing the community
development needs of the community. The first goal is to provide the allowable 15
percent funding to public service projects. With this goal, the City expects to provide
the extra funds necessary for agencies to better meet the needs of the special
populations and low- to moderate-income residents in Pearland. Though the funds
are limited, these dollars will allow the public service agencies to provide extra
services to expand their continuity of care or to provide existing services to
additional residents of Pearland.
Through public participation, meeting with service providers and reviewing Census
and other data, the City as determined which eligible services have a high, medium
or low priority. The table below, extracted from the CPMP Needs table, lists the
activities and their priorities. Not all of the services, even with a high priority, will be
funded using CDBG dollars, but the City is committed to funding as many eligible
projects that apply through the competitive grant process as possible. Those areas
shaded in green indicate the City's intention to provide some CDBG funding,
assuming that service providers will apply for the funds and have the capacity to
carry out the activities. As more public service agencies build capacity, more
services may be funded through CDBG.
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H
H
H
H
H
H
H
H
M
M
M
M
M
M
M
M
M
M
L
L
L
The second goal of the City is to fund needed infrastructure and facility projects,
especially those that are not currently in the Capital Improvements Program.
Improving the health, safety and welfare of residents is the primary consideration for
the capital projects. Therefore, the ones with highest priority are sidewalks, street
improvements, flood control/drainage, parks and green space, and improved water
and sewer service. In non-capital projects, planning and administration along with
technical assistance to non profits are high priorities. The table below provides the
priorities assigned to each eligible activity receiving a high or medium designation.
Those with low priority are not listed but can be found in the CPMP Needs
spreadsheet.
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H
H
H
H
H
H
H
H
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
M
As with the public services table, those areas highlighted in green indicate projects to
which the City anticipates providing CDBG assistance during the next five years, if
the funds are available.
2. Describe the basis for assigning the priority given to each category of
priority needs.
The priorities were determined through a number of inputs. First, the City reviewed
available quantitative data about the number of disabled and elderly residents,
youth, children in need of childcare and housing in possible need of repair. Using
federal, state and local data, the City determined the level of public service needs in
the community. The City consulted with a number of public agencies, including
Houston Galveston Area Council - the regional council of governments - the involved
and bordering counties, state agencies and the Pearland Independent School District.
Nonprofits providing public services were contacted and asked to quantify the level
of need for the services they provide and other services required by their clientele.
Attendees of public hearings were asked to fill out survey forms prioritizing need as
well as encouraged to voice their concerns and needs.
For public service projects, the absolute need was tempered by the availability of
agencies to provide the needed services. Needs being addressed currently by
service providers ranked high since there is a capacity to increase or enhance
existing services. Needs for which no eligible nonprofit is available were not ranked
as highly since the likelihood of the need being addressed with CDBG funds during
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the next five years is slim. It will require significant technical assistance and non-
federal resources to prepare new agencies to provide the needed services.
For capital projects, input from the public during public hearings, the annual
nonprofit summit and City departments was coupled with information from the City's
Comprehensive Plan, Capital Improvement Plan and bond plans. Elected officials
were asked to give their priorities based on the needs they see in the community.
As a result, sidewalks, especially near schools, flood control/drainage, parks/open
space and street improvements ranked highest. Water/sewer improvements,
neighborhood centers, youth facilities and senior centers ranked next, followed by
code enforcement. HOME-based projects, such as first-time homebuyers assistance
were rated as priorities among citizens, and the City will be working with Brazoria
County to ensure that HOME funds can be spent in the Pearland area for such
projects.
In addition to general program administration, capacity building for nonprofits
appears to be s serious need in the community. Therefore, the City will commit part
of its administration budget to providing technical assistance to nonprofits serving
Pearland residents. Included in the capacity building will be assistance in identifying
potential funding sources other than CDBG. Fair Housing is a priority in Pearland and
administration funds will be spent for developing an Analysis of Impediments and
Fair Housing Plan as well as annual fair housing activities.
High ratings have been reserved for those projects which not only have the greatest
need but which can be addressed through the available CDBG funding provided to
available agencies or within the City. A low rating does not indicate a lack of need or
lack of importance placed on the need; rather it indicates the lack of capacity and
resources to adequately address the need during the next five years. Technical
assistance will play a positive role in building the capacity of agencies to address
those low-ranked needs in future plans.
3. Identify any obstacles to meeting underserved needs.
As with all issues in the community, money is the primary obstacle in adequately
addressing the needs. Public service funding has been hard-hit by events such as
Hurricanes Katrina and Rita that have stretched the agencies' resources beyond
normal capacity while reducing the amount of funding available through foundations,
individuals and public sources. Transportation is a major obstacle to meeting the
underserved public service needs of the City. With no public transportation and only
limited subsidized transportation through CONNECT, those in greatest need are not
able to fully access existing services.
Another obstacle in meeting the public service needs is agency capacity. While there
are several strong agencies serving the Pearland area, there are many emerging
programs with very limited capacity. Therefore, the City is committed to providing
technical assistance to those agencies to increase their success in developing,
funding and implementing programs.
While the City has a very aggressive and successful economic development program,
most of the employment is retail and service related. The City of Pearland has a
housing/jobs mismatch as the employment is predominately below-median retail and
service while the housing is predominately above the region's median cost. As a
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result, not only the lack of intra-city transportation, but the lack of inter-city
transportation is a barrier to economic development in the city.
An obstacle facing the City with regards to capital improvements is the rapid growth
of the city. Providing new services and infrastructure to both newly developed and
newly annexed areas along with maintaining and improving existing capacity in the
older areas is an obstacle the City faces on a daily basis. As rural areas are annexed
into the city, the infrastructure, particularly streets, sidewalks, streetlights and traffic
controls are absent or lacking. Therefore, the City must upgrade newly annexed
areas along with existing core areas of the city.
4. Identify specific long-term and short-term community development
objectives (including economic development activities that create jobs),
developed in accordance with the statutory goals described in section 24
CFR 91.1 and the primary objective of the CDBG program to provide
decent housing and a suitable living environment and expand economic
opportunities, principally for low- and moderate-income persons.
NOTE: Each specific objective developed to address a priority need, must be identified by
number and contain proposed accomplishments, the time period (i.e., one, two, three, or
more years), and annual program year numeric goals the jurisdiction hopes to achieve in
quantitative terms, or in other measurable terms as identified and defined by the
jurisdiction.
For each of the activities identified above with a "high" priority, the following table
(consistent with HUD Table 2B) provides performance measurement output goals.
While the City will encourage the implementation of those medium- and low-priority
activities, it does not expect adequate CDBG funding to be available to support the
activities. Therefore, accomplishment goals are not provided.
All proposed and projected accomplishments are five-year goals based on the
presumption of continued funding at the PY 2007 level or higher as well as the
willingness of private nonprofit agencies to provide the services with the available
funding. Accomplishments may change if funding is reduced or there is a significant
change in the anticipated response by non profits.
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ommunl[Y eve opmen c IVltles
Activitv Accomplishment Units Goals
05A Senior Services Ol-People
05B Handicapped Services Ol-People
05D Youth Services Ol-People
05E Transportation Ol-People
05G Battered & Abused Spouses Ol-People
05H Employment Trainina Ol-Peoole
05N Abused & NeQlected Children Ol-People
050 Subsistence Payments Ol-People
03A Senior Centers Ol-People
ll-Public Facilities
03F Parks, Recreational Facilities Ol-People
ll-Public Facilities
031 Flood/Drainage Improvements Ol-People
ll-Public Facilities (Linear
Feet)
03K Street Improvements Ol-People
ll-Public Facilities (Linear
Feet)
03L Sidewalks Ol-People
ll-Public Facilities (Linear
Feet)
Table 16 - 5-Year Accomplishment Goals for Anticipated
C "t D I tAt" " "
I Anti-poverty Strategy (91.21S(h))
1. Describe the jurisdiction's goals, programs, and policies for reducing the
number of poverty level families (as defined by the Office of
Management and Budget and revised annually). In consultation with
other appropriate public and private agencies, (i.e. TANF agency) state
how the jurisdiction's goals, programs, and policies for producing and
preserving affordable housing set forth in the housing component of the
consolidated plan will be coordinated with other programs and services
for which the jurisdiction is responsible.
The City of Pearland's anti-poverty strategy is not only aimed at lifting existing
residents out of poverty but also preventing others from falling into poverty. Poverty
is a two-edged sword - lack of income and high costs of living. Therefore, the
strategy is aimed at helping residents increase their incomes and reduce their costs
of living.
Income Strategies: Education is the key to increasing incomes and Pearland
benefits from the Pearland College Center of Alvin Community College and the Small
Business Development Center of San Jacinto College. Both centers offer programs in
workforce development. In the near future Pearland will have satellite campus of
University of Houston Clear Lake.
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Alvin Community College's Center offers a variety of licensing and certification
programs as well as occupational training in real estate, truck driving, bank teller,
culinary arts, information technology, welding, massage therapy, pharmacy
technology and other health related fields. These afford students with the
opportunity to train for a career at a livable wage without investing in a 4-year
college education.
The Small Business Development Center at San Jacinto College provides free private
counseling and low-cost workshops to help small business owners start and grow
their companies. Not only do the programs assist in reducing small business failures
and increasing the incomes of the business owners, but they help to create jobs
within the small businesses.
The Pearland Economic Development Corporation, a 4B Corporation, provides grants
to eligible companies that are increasing their employment base and infusing new
capital into the community. The City of Pearland and Brazoria County also give tax
abatements to businesses that retain or create at least ten jobs through capital
investments of at least $500,000 for City abatements and $1,000,000 for County
abatements. In addition, the Pearland Economic Development Corporation
participates in the State of Texas Skills Development Fund to assist the community
and technical colleges finance customized job training for local businesses. Income
is linked to employment opportunities. Below is a table of the major employers in
Pearland.
Ta e 17 - Major EmPlOyers In Pear and
Company Description Employees
Pearland ISD Education / Administration 1,978
Wal-Mart Retail sales 800
City of Pearland Government 373
Kemlon Oil Field Services 225
Weatherford Oil Field Equipment Mfg. & Svs. 191
TurboCare Turbo Machinery Mfg./Repair 168
Super Target Retail Sales 150
Lowes Building Materials 132
Davis-Lynch Cementing and Floating Equipment 125
Packaging Service Co. Liquid Chemical Packaging 115
Tele-Flow Heating/ventilation/air condition 140
Profax Welding Equipment 112
Home Depot Building Materials 112
ShawCor Pipe Protection Pipe Coatings 101
Strickland Cheverolet Automobile Dealership 100
Pauluhn Electric Mfg. Industrial/Marine Lighting Eqpt. 100
Houston Tubulars, Inc. Steel Pipe Warehousing 100
CPI Group Wire Cloth Manufacturing 85
bl
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Packaging Service Co. Liquid Chemical Packaging 85
Texas Honing Machining 84
Traffic Control Devices Traffic Ctrl. Device Instal./Maint. 80
Speed Shore Trench Safety Shoring Equipment 75
Houston Tubulars Steel Pipe Warehousing 75
Driver Pipeline Pipeline Construction 75
Koza's Inc. Advertising Textiles 72
Aggreko Power/Air Condition Equipment 70
Pearland Regional Airport General Aviation Airport 70
Rollac Shutter of Texas Exterior Rolling Shutter Mfg. 65
Bell Bottom Foundation Foundation Contractor 60
Baker Hughes Offshore Well Testing 60
Texas Underground, Inc. High Pressure Sewer Jetting 50
Driver Pipeline Pipeline Construction 50
Industrial Polymers Urethane Polymer Manufacturing 50
Source: Pearland Economic Development Corporation, 2006
Pearland has a lower unemployment rate than the County, the Houston MSA or the
State of Texas. As of 2005, Pearland's unemployment rate was 4.6% compared with
6.4% for Brazoria County and 6.1 % for both the Houston MSA and the State of
Texas.
Through CDBG funds, the City is committed to provide assistance to literacy and
English-as-Second-Language programs to prepare residents to secure better-paying
jobs.
Living Costs: Lack of sufficient affordable housing is a major barrier to reducing the
costs of living for low- to moderate-income residents in Pearland. However, Brazoria
County HOME funds can be used within the City Limits of Pearland, since Pearland is
only a CDBG EJ and not a HOME PJ. Therefore, using Brazoria County HOME funds,
the Southeast Texas Housing Finance Corporation (SETH) and other CHDOs are
positioning themselves to develop new affordable housing units in or around the
immediate vicinity of Pearland. Additionally, Habitat for Humanity is currently
seeking land upon which to construct several new houses for low-income residents of
Pearland and the surrounding area.
The City of Pearland is committed to working with the Brazoria County Housing
Authority in its Section 8 Housing Choice Voucher Program. By educating Pearland
residents and apartment complexes about the program, more Pearland citizens will
be able to take advantage of Section 8 without having to relocate to other areas of
the county.
The City of Pearland is working with nonprofit social service agencies to expand their
funding of emergency assistance and homeless prevention activities in Pearland. The
City is committed to assisting agencies in a myriad of programs that can enhance the
employability of its residents, while subsidizing some of their living costs.
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2. Identify the extent to which this strategy will reduce (or assist in
reducing) the number of poverty level families, taking into consideration
factors over which the jurisdiction has control.
While the City of Pearland does not have control over most of the factors that cause
poverty or help to reduce the level of poverty among residents, it can and will make
important strides in assisting to reduce the number of poverty-level families. The
Pearland Economic Development Corporation, an arm of the City of Pearland, will be
responsible for providing assistance and incentives to increase employment levels by
adding at least 100 jobs above the poverty level during the next 5 years.
The new University of Houston Clear Lake campus to be located in Pearland will
ultimately educate residents in a variety of post-graduate programs. These
graduates will be able to move into jobs well above the median income levels for
Pearland and the region. Though the programs will not be fully operational during
this 5-year period, it is estimated that approximately 25 will graduate from one of
the post-baccalaureate programs during the next 5 years.
The City of Pearland estimates that, through CDBG funding, it will assist 225
residents with various types of employment training from literacy programs to ESL to
other basic skills education through non profits and the local community colleges.
Additionally, it will provide, through CDBG funding, subsistence assistance - utility,
rental, pharmaceutical - to approximately 185 residents during the next 5 years.
In summary, the City anticipates assisting over 410 residents in areas that will
reduce their poverty. The Pearland EDC will assist companies in providing at least
100 new jobs at wages well above the poverty level and, through cooperative
relationship with the City, University of Houston Clear Lake will graduate
approximately 25 masters level students in Pearland during the next 5 years.
Low Income Housing Tax Credit (LIHTC) Coordination
(91.31S(k))
1. (States only) Describe the strategy to coordinate the Low-income
Housing Tax Credit (LIHTC) with the development of housing that is
affordable to low- and moderate-income families.
Not Applicable - this is not a State Consolidated Plan
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NON-HOMELESS SPECIAL NEEDS
Specific Special Needs Objectives (91.215)
1. Describe the priorities and specific objectives the jurisdiction hopes to
achieve over a specified time period.
The City is not in a financial position, given the limited CDBG funds, to support
housing options for any of the special needs populations. However, it places a high
priority on supportive services to these populations. During the next 5 years, it
anticipates funding its allowable 15 percent of the CDBG grant to public service
agencies, the majority of whom serve the special needs populations.
Subsidized housing resources are needed to prevent a cost burden for the special
needs populations, particularly the physically disabled and elderly. However, with no
public housing authority and limited County-wide Section 8 Housing Choice
Vouchers, it is unlikely that many of the special needs populations will secure
federally-subsidized housing. There is one apartment complex with 25 HUD-
sponsored units and one Low-Income Housing Tax Credit complex with 18 units that
are accessible to the disabled. The remainder of the beds or units is located in
private group homes and nursing homes.
The special needs subpopulations have significant supportive services needs, even
those who have adequate and affordable housing. Day programs along with medical
services, therapeutic services and counseling are needed for virtually all of these
individuals. In addition, the family members often need supportive services in order
to better deal with the disabled or elderly person. Brazoria County sorely lacks
adequate units of service and virtually all are located in the central and southern
portions of the county, far removed from Pearland.
Transportation is one of the most critical needs for the special needs populations and
the City anticipates that transportation will be the most prevalent service funded
through CDBG. While most service providers have extensive needs for operating and
direct service funds, their main concern is adequate transportation to get the
consumers to the services, shopping, medical care and other essential locations.
2. Describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
During the next five years, the City anticipates allocating approximately $125,000 of
CDBG funds to services for special needs populations. It is currently completing
renovations to the Knapp Senior Center using previously awarded CDBG funds as a
subrecipient under Brazoria County. The $180,000 in Brazoria County CDBG funds,
coupled with another $ - I in City funds will make the Knapp Center more
accessible and usable for the elderly.
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Various public service agencies are anticipated to expend in excess of $7,500,000 to
provide housing and services to the elderly and disabled residents of Pearland.
Forgotten Angels, alone, expends $1,344,000 annually for housing and providing
services to 45 to 60 developmentally disabled and physically disabled adults. The
other agencies that provide services to Pearland residents, even though the offices
may be in other parts of the County, are: Gulf Coast Center (mentally ill and
disabled); ARC of the Gulf Coast (mentally disabled); Pearland Neighborhood Center
(elderly); Meals on Wheels (elderly and homebound). The funds utilized by the
nonprofits include state Medicaid, state CSBG and foundation grants along with
private donations.
Non-homeless Special Needs (91.205(d) and 91.210(d))
Analysis (including HOPWA)
*Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook.
1. Estimate, to the extent practicable, the number of persons in various
subpopulations that are not homeless but may require housing or
supportive services, including the elderly, frail elderly, persons with
disabilities (mental, physical, developmental, persons with HIV / AIDS
and their families), persons with alcohol or other drug addiction, victims
of domestic violence, and any other categories the jurisdiction may
specify and describe their supportive housing needs. The jurisdiction
can use the Non-Homeless Special Needs Table (formerly Table 18) of
their Consolidated Plan to help identify these needs.
*Note: HOPWA recipients must identify the size and characteristics of the population with
HIV / AIDS and their families that will be served in the metropolitan area.
The table below, extracted from the Non-Homeless Special Needs Table of the CPMP
Needs file, details the estimated number of persons in each of the subpopulations
who are in need of housing or supportive services. This does not cover the entire
count for each subpopulation, as there are many in the community who are
completely self sufficient.
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Table 18 - Non-Homeless Special Needs Table (formerlv Table 18)
Priority Number Available Anticipated $ Needed to
SUbDoDulation Level in Need Units GaD CDBG Units Meet All Needs
52. Elderly M 397 10 387 0 $9,675,000
53. Frail Elderly H 562 160 402 0 $16,080,000
"0 54. Persons w/ Severe
Q)
"0 Mental Illness M 300 0 300 0 $7.500.000
Q)
Q) 55. Developmentally H
z
0'1 Disabled 643 45 598 0 $14.950 000
c
III 56. Phvsicallv Disabled H 975 60 915 0 $22,875,000
:J
0 57. Alcohol/Other Drug
I
.... Addicted L 45 0 45 0 $675 000
0 58. Persons w/ M
III
"0 HIV/AIDS & their
Q)
co families 25 0 25 0 $625 000
59. Public Housing M
Residents 860 0 860 0 $2 150 000
60. Elderly H 1 791 300 1491 100 $1,118,250
"0 61. Frail Elderlv H 1 184 160 1 024 0 $3,850,000
Q)
"0 62. Persons w/ Severe M
Q)
Q) Mental Illness 380 0 380 $1 520 000
z
III 63. Developmentally H
Q) Disabled 903 75 828 95 $4 289.250
u
.~ 64. Physically Disabled H 3954 125 3.829 30 $4,786,250
Q)
lJ) 65. Alcohol/Other Drug M
Q) Addicted 830 150 680 0 $680.000
>
:e 66. Persons w/ M
0
a. HIV/AIDS & their
a. families $162.500
:J 25 0 25 0
lJ) 67. Public Housing M
Residents 860 0 860 0 $2.150.000
2. Identify the priority housing and supportive service needs of persons
who are not homeless but mayor may not require supportive housing,
i.e., elderly, frail elderly, persons with disabilities (mental, physical,
developmental, persons with HIV / AIDS and their families), persons with
alcohol or other drug addiction by using the Non-homeless Special Needs
Table.
The table above outlines the priorities placed on housing and services to the special
needs populations. With no HOME funding and limited CDBG funding, the City does
not anticipate expending money for housing, but will fund supportive services. The
elderly, frail elderly, developmentally disabled and physically disabled are the City's
highest priorities.
3. Describe the basis for assigning the priority given to each category of
priority needs.
The bases for assigning priorities are 3-fold:
· The number of residents in need of services was considered
· The abilities of the residents and the service providers to fund the
needed services
· The capacity of those agencies providing the services, coupled with
their willingness to apply for and accept CDBG funds.
While there are a significant number of elderly and physically disabled in Pearland, a
5 Year Strategic Plan
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large percentage are living well above the median income and would not qualify for
services funded through CDBG. Additionally, many of the agencies serving these
populations are either for-profits and are not eligible for CDBG funding, are small
without the capacity to manage federal funds or have opted not to apply for CDBG
funding. The City will make every attempt to encourage more participation among
the non profits serving the special needs populations. As a way to encourage more
participation, the City will be providing technical assistance and capacity-building
assistance to the agencies.
For those populations for which the City does not anticipate using CDBG funds,
services and housing have been given a Medium priority to allow other agencies to
apply for federal funding, including HUD funding, and be consistent with the City's
Consolidated Plan. It is the intent of the City of Pearland to ensure that all agencies
providing housing and/or supportive services to the special needs populations will
not be thwarted in their fund procurement by not being consistent with the
Consolidated Plan.
4. Identify any obstacles to meeting underserved needs.
Three main obstacles exist to meeting the underserved needs. Money is the primary
obstacle. As can be seen in the table above, to meet all of the needs of the special
needs population, Pearland would require over $77,800,000 in housing funding and
$18,600,000 in supportive service funding. Transportation is the second major
obstacle. There are agencies within both Pearland and, to a greater extent, the
remainder of Brazoria County, but special needs populations have no adequate and
affordable transportation to access the services. The lack of affordable, convenient
and safe transportation limits the housing options as well as the accessibility to
services. The third obstacle is capacity. Many of the agencies attempting to provide
services and group homes to the population do not have the capacity to carry out
their activities or to secure and manage funding, be it federal, state, local or private
funding. The City is committed to assisting the agencies in building their knowledge
base and capacity in order to make them viable candidates for CDBG and other
funds.
5. To the extent information is available, describe the facilities and services
that assist persons who are not homeless but require supportive
housing, and programs for ensuring that persons returning from mental
and physical health institutions receive appropriate supportive housing.
There are no facilities within the City of Pearland to adequately house persons
returning from mental and physical health institutions. Forgotten Angels has 12
group homes that house 5 disabled persons in each, but they rarely have vacancies
and their consumers are long-term residents. They do not provide transitional
housing and services for those exiting institutions. Gulf Coast Center provides
housing and supportive services, but none of their facilities are located within
Pearland.
6. If the jurisdiction plans to use HOME or other tenant based rental
assistance to assist one or more of these subpopulations, it must justify
the need for such assistance in the plan.
Not Applicable - City is not a HOME PJ
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City of Pearland, Texas
Housing Opportunities for People with AIDS (HOPWA)
*Please also refer to the HOPWA Table in the Needs.xls workbook.
1. The Plan includes a description of the activities to be undertaken with its
HOPWA Program funds to address priority unmet housing needs for the
eligible population. Activities will assist persons who are not homeless
but require supportive housing, such as efforts to prevent low-income
individuals and families from becoming homeless and may address the
housing needs of persons who are homeless in order to help homeless
persons make the transition to permanent housing and independent
living. The plan would identify any obstacles to meeting underserved
needs and summarize the priorities and specific objectives, describing
how funds made available will be used to address identified needs.
2. The Plan must establish annual HOPWA output goals for the planned
number of households to be assisted during the year in: (1) short-term
rent, mortgage and utility payments to avoid homelessness; (2) rental
assistance programs; and (3) in housing facilities, such as community
residences and SRO dwellings, where funds are used to develop and/or
operate these facilities. The plan can also describe the special features
or needs being addressed, such as support for persons who are homeless
or chronically homeless. These outputs are to be used in connection
with an assessment of client outcomes for achieving housing stability,
reduced risks of homelessness and improved access to care.
3. For housing facility projects being developed, a target date for the
completion of each development activity must be included and
information on the continued use of these units for the eligible
population based on their stewardship requirements (e.g. within the ten-
year use periods for projects involving acquisition, new construction or
substantial rehabilitation).
4. The Plan includes an explanation of how the funds will be allocated
including a description of the geographic area in which assistance will be
directed and the rationale for these geographic allocations and priorities.
Include the name of each project sponsor, the zip code for the primary
area(s) of planned activities, amounts committed to that sponsor, and
whether the sponsor is a faith-based and/ or grassroots organization.
5. The Plan describes the role of the lead jurisdiction in the eligible
metropolitan statistical area (EMSA), involving (a) consultation to
develop a metropolitan-wide strategy for addressing the needs of
persons with HIV / AIDS and their families living throughout the EMSA
with the other jurisdictions within the EMSA; (b) the standards and
procedures to be used to monitor HOPWA Program activities in order to
ensure compliance by project sponsors of the requirements of the
program.
6. The Plan includes the certifications relevant to the HOPWA Program.
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Not Applicable - City of Pearland is not a HOPWA PJ or recipient
I Specific HOPWA Objectives
1. Describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
Not Applicable-City of Pearland is not a HOPWA PJ or recipient
5 Year Strategic Plan
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City of Pearland, Texas
OTHER NARRATIVE
Include any Strategic Plan information that was not covered by a narrative in any
other section.
5 Year Strategic Plan
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--.,
City of Pearland, Texas
S-Vear HUD Consolidated Strategic Plan
for the City's
Community Development Block Grant Program
PV 2007-PV 2011
DUNS Number: 020796397
Tom Reid, Mayor
Woody Owens, Councilmember, Position 1
Helen Beekman, Councilmember, Position 2
Steve Saboe, Councilmember, Position 3 It Mayor Pro-Tem
Felicia Kyle, Councilmember, Position 4
Kevin Cole, Councilmember, Position 5
Bill Eisen, City Manager
Prepared for
U.S. Department of Housing and Urban Development
Houston Field Office
.July, 2007
City of Pearland, TX
5-Year Consolidated/Strategic Plan
Table of Contents
Executive Summary........ ......................................... ................................... ...... 1
Strateg i c PI an.. .. .. .. .... .. .. .. . .. .. . .. .. .. . .. .. .... .. .. .. .. . .. . .. .. . .. ... .. . .. . . . . .. .. . . .. . . .. . .. .. . . .. .. . ... 3
Genera I Questions................................................................................. 3
Managing the Process............................................................................ 7
Citizen Participation........................................................................;.... .10
Institutional Structure........................ .................................................. ..14
M on itori ng .............................................................. . .. .. .. .. .. . .. .. .. . . .. . . . .. .. 16
Priority Needs Analysis and Strategies..................................................... 19
Lead-Based Paint.................................................................................. 20
Housi ng.. .. ...... .. .... ...... ........ .... ..... .... . ..-,....~.... ...... .. ... ... ..... .... . ...... ... .. . ..... ... . ... ...23
Housing Needs..................................................................................... 23
Priority Housing Needs.......................................................................... 29
Housing Market Analysis...... .... ... .... .... ...... ..... ........ ......... ........ ..... ...... .... 36
Specific Housing Objectives................................................................... 40
Needs for Public Housing...................................................................... .40
Public Housing Strategy........................................................................ .41
Barriers to Affordable HOusing................................................................43
Homeless..................................................................................................... .45
Homeless Needs.................................................................................. .45
Priority Homeless Needs....................................................................... .46
Homeless Inventory............................................................................. .47
Homeless Strategic Plan................ ......................................................... .49
Emergency Shelter Grants ..... ..... ........... ...... .... ....... ....... ... .......... ... .... .... .55
Community Development................................................................................ 56
Community Development...................................................................... 56
Anti- Poverty Strategy............................................................................ 61
Low- Income Housing Tax Credit............................................................. 65
Non-Homeless Special Needs ..... ...... ... ...... ..... ...... ...... ....... ......... ............. ...... ...66
Specific Special Needs Objectives........................................................... 66
Non-Homeless Special Needs Analysis..................................................... 67
Housing Opportunities for People With AIDS ............................................70
Specific HOPW A Objectives.................................................................... 71
Other Narrative .............. ........... ........ ............. ..................... ............. .............. 72
Attachments.................................................................................................. 73
Certifications
Public Notices
Power Point Presentations
Citizen Participation Survey form with summary priorities
Comments from Public Hearings
~",\\,~f.Nro~
\>- .s:
{JlllIL,o~ 5 Year Strategic Plan
1, UIIlIII I This document includes Narrative Responses to specific questions
"'''\>8 .. o~"" that grantees of the Community Development Block Grant, HOME
'1,.,. DE\I~\l Investment Partnership, Housing Opportunities for People with AIDS
and Emergency Shelter Grants Programs must respond to in order to be compliant
with the Consolidated Planning Regulations.
GENERAL
I Executive Summary <.. I
The Executive Summary is required. Include the objectives and outcomes
identified in the plan and an evaluation of past performance.
The City of Pearland is located primarily in Brazoria County, Texas with a portion of
its western edge in Fort Bend County, Texas and a portion of its northwest and
northeast edges in Harris County, Texas. All three counties are also CDBG
Entitlement Jurisdictions. It also abuts Galveston County, which is not an
Entitlement Jurisdiction.
The City of Pearland is the lead agency for the CDBG program. The City Manager's
office will oversee the planning and implementation of all CDBG-funded projects.
Community development projects, such as parks acquisition/enhancement,
infrastructure and the like, will be managed in-house by the appropriate City
department, while public service projects will be managed by nonprofit subrecipient
agencies. All projects will be monitored by the City Manager's office.
The City of Pearland will allocate investments only within those block groups that the
U.S. Department of HUD have deemed as eligible low-mod income areas. However,
with the limited funds available, the City will not be able to address all the needs of
all the target areas and it has prioritized its investments based on the prioritization
of the target areas, as outlined in Figure 4 of the main body of this Plan. Street and
sidewalk improvements will be the focus of priority area 1, as the area feeds into two
schools without safe pedestrian or bicycle access. Drainage, streets and park
improvements will be the focus of priority area 2 and 3. At this time there are no
plans for priority area 4.
Money and lack of capacity of potential subrecipients are the major barriers to
addressing all of the needs of the underserved residents. Another barrier is
identifying and accessing those in greatest need. The City has developed a Citizen
Participation Plan, included in this 5-Year Consolidated/Strategic Plan, which outlines
its plans and policies for reaching the underserved, those not normally part of a
public process as well as assisting agencies in building capacity. Below is a list of the
priorities established th,reogh a combination of data analysis, public participation and
consultations with nonprofits, Regional Council of Governments, County, State and
City staff. The items highlighted in green are those which the City intends to support
during the next five years through direct CDBG funding.
5 Year Strategic Plan
1
City of Pearland, Texas
a e - rogramma Ie rlorl les or -
03A Senior Centers 570.201(c) H
03F Parks Recreational Facilities 570.201(c) H
031 Flood Drain Improvements 570.201(c) H
03K Street Improvements 570.201(c) H
03L Sidewalks 570.201(c) H
19C CDBG Non-profit Oroanization Capacity Buildino H
21A General CDBG Administration H
21D Fair Housing Activities H
05A Senior Services 570.201(e) H
05B Handicapped Services 570.201(e) H
05D Youth Services 570.201(e) H
05E Transportation Services 570.201(e) H
05G Battered and Abused Spouses 570.20.1(e) H
05H Employment Training 570.201(e) H
05N Abused and Neqlected Children 570.201(e) H
050 Subsistence Payments 570.204 H
14A Minor Rehabilitation of Owner-Occupied Housino (elderly) 570.202 H
13 Direct Home Ownership Assistance 570.20Hh) H
31J Facility-based housinq for the elderly H
05 Public Services (General) 570.201(e) M
05F Substance Abuse Services 570.201(e) M
05G Battered Spouses 570.201(i) M
051 Crime Awareness 570.201(e) M
05J Fair Housing Activities (if CDBG. then subiect to 570.20He) M
05L Child Care Services 570.201(e) M
05M Health Services 570.201(e) M
050 Mental Health Services 570.201(e) M
05R Homeownership Assistance (not direct) 570.204 M
05S Rental Housing Subsidies (if HOME, not part of 5% 570.204 M
05T Security Deposits (if HOME not part of 5% Admin c M
03 Public Facilities and Improvements (General) 570.201(c) M
03B Handicapped Centers 570.201(c) M
03D Youth Centers 570.201(c) M
03E Neighborhood Facilities 570.201(c) M
03J Water/Sewer Improvements 570.201(c) M
03M Child Care Centers 570.201(c) M
030 Fire Stations/Equipment 570.201(c) M
04 Clearance and Demolition 570.201(d) M
06 Interim Assistance 570.201(f) M
10 Removal of Architectural Barriers 570.201(k) M
12 Construction of Housinq 570.201(m) M
13 Direct Homeownership Assistance 570.201(n) M
14A Rehab' Single-Unit Residential 570.202 M
141 Lead-Based/Lead Hazard Test/Abate 570.202 M
15 Code Enforcement 570.202(c) M
17B CI Infrastructure Development 570.203(a) M
19D CDBG Assistance to Institutes of Higher Education M
05C Leqal Services 570:201(E) L
05K Tenant/Landlord Counselinq 570.201(e) L
OSP Screening for Lead-Based Paint/Lead Hazards Poison 570.201(e) L
T bl 1 P
t" P" "t" f PY 2007 PY 2011
5 Year Strategic Plan
2
City of Pearland, Texas
Strate ic Plan
Due every three, four, or five years (length of period is at the grantee's
discretion) no less than 45 days prior to the start of the grantee's program
year start date. HUD does not accept plans between August 15 and
November 15.
I General Questions
1. Describe the geographic areas of the jurisdiction (including areas of low
income families and/or racial/minority concentration) in which
assistance will be directed. -- ..
The City of Pearland is located primarily in Brazoria County, Texas with a portion of
its western edge in Fort Bend County, Texas and a portion of its northwest and
northeast edges in Harris County, Texas. All three counties are also CDBG
Entitlement Jurisdictions. It also abuts Galveston County, which is not an
Entitlement Jurisdiction. The two maps below illustrate the location of the City, its
corporate limits and the location of its low- to moderate-income residents.
Figure 1 - City of Pearland Texas
Fort Bend
-,.
5 Year Strategic Plan
3
City of Pearland, Texas
Figure 2 - Low- Mod Income Areas in City of Pearland
City of Pearland
COBG Target Areas
"::"~~b)'CltyUrnlta
o 46J'% + (HUD dnlption tor _'Vl'I.tea)
UCl1y""'"
NRa'ko1ld$
. Major Cfeeka
Most entitlement jurisdictions throughout the United States are required to have a
concentration of low-mod population of more than 51 percent for target areas.
However, the City of Pear/and is an exception and its accepted minimum is 45.6
percent. Thus, the map above illustrates the areas with 45.6 percent or more low-
to moderate-income persons, as defined by HUD.
According to the Texas State Data Center, the 2006 population of the City of
Pearland was 59,994, up from 37,640 in 2000. Some growth has been due to
annexation, but the majority of the population increase can be attributed to new
subdivisions within the City Limits. Based on the data provided by the U.S.
Department of Housing and Urban Development, there are 4,984 people living within
the CDBG Target Areas delineated in Figure 2 above. Throughout Pearland, HUD
estimates 10,294 fow- to moderate-income persons and 3,993 low- to moderate-
income households.
Pearland's population, as of the 2000 Census, was 74.5 percent non-Hispanic White,
with 16.2 percent Hispanic, 5.3 percent African American, 3.6 percent Asian and 0.4
percent other or multi-ethnic. Since 2000, the minority population has grown, but
there are no definitive statistics as to the percentages. The Pearland Independent
School District data for the 2005 school year shows 13.5 percent African American,
22.8 percent Hispanic and 8.7 percent Asian students. Based on the 2000 Census
data, the map below illustrates the minority concentrations by Census Block Group.
5 Year Strategic Plan
4
City of Pearland, Texas
Figure 3 - 2000 Minority Population In Pearland
Block Groups Clipped by City Urri!s
~_ 45.6% + (HUD designation for target Brea)
1\7 M~or Roads
2000 Census Block Groups
i Less than 10%
11- 200/0
30. 49%
50. 58%
CRy Units
Major Creeks
2. Describe the basis for allocating investments geographically within the
jurisdiction. (or within the EMSA for HOPWA) (91.215(a)(1)) and the
basis for assigning the priority (including the relative priority, where
required) given to each category of priority needs (91.215(a)(2)).
Where appropriate, the jurisdiction should estimate the percentage of
funds the jurisdiction plans to dedicate to target areas.
The City of Pearland will allocate investments only within those block groups that the
U.S. Department of HUD have deemed as eligible low-mod income areas. However,
with the limited funds available, the City will not be able to address all the needs of
all the target areas and it has prioritized its investments in the following manner:
5 Year Strategic Plan
5
City of Pearland, Texas
Figure 4 - Prioritization of Target Areas for COBG Investments
^/ Major Roads
low-Mod Target Areas
~ High Priority
Medium Priority
Low Priority
c:J City Limits
1\/ Railroads
Major Creeks
Street and sidewalk improvements will be the focus of priority area 1, as the area
feeds into two schools without safe pedestrian or bicycle access. Drainage, streets
and park improvements will be the focus of priority area 2 and 3. At this time there
are no plans for priority area 4.
3. Identify any obstacles to meeting underserved needs (91.215(a)(3)).
The primary obstacle to meeting underserved needs is money. If all of the
community development needs of the low- to moderate-income target areas are to
be met, an investment of more than $200,000,000 will be required by the City of
Pearland. If all of the housing and public service needs are to be met, it will require
an investment by developers, non profits and the County's public housing agency of
at least $5,000,000. The lack of public transportation is a major obstacle to meeting
the public service needs of the community. Additionally, the housing/jobs mismatch
coupled with a lack of public transportation makes it difficult when the majority of
the jobs are below median income while the majority of the houses are above the
region's median cost. The rapid growth of Pearland is both an opportunity and an
obstacle as the City strw.es to provide quality services to existing and new residents.
Finally, there has been much confusion among service providers regarding the
change from Pearland as a subrecipient of Urban County CDBG funds and Pearland
as a new Entitlement Jurisdiction. As a subrecipient, the funding was provided for
5 Year Strategic Plan
6
City of Pearland, Texas
capital projects, not public services. As a new EJ, the City has opted to fund up to its
15 percent cap to public service agencies. The City will work to educate agencies on
the differences between the two programs and to encourage participation.
Managing the Process (91.200 (b))
1. Lead Agency. Identify the lead agency or entity for overseeing the
development of the plan and the major public and private agencies
responsible for administering programs covered by the consolidated
plan.
The City of Pearland is the lead agencyror the CDBG program. The City Manager's
office will oversee the planning and implementation of all CDBG-funded projects.
Community development projects, such as parks acquisition/enhancement,
infrastructure and the like, will be managed in-house by the appropriate City
department, while public service projects will be managed by nonprofit subrecipient
agencies. All projects will be monitored by the City Manager's office.
2. Identify the significant aspects of the process by which the plan was
developed, and the agencies, groups, organizations, and others who
participated in the process.
The City of Pearland has hired a consultant who is an expert in the development of
Consolidated Plans and the management of CDBG programs. The consultant met
with City staff to determine the needs that they identified in Pearland. Management
staff from the Planning, Public Works and Parks Departments as well as City
Manager's office were included in the meeting. Each department was charged with
the task of identifying gaps in services and costs to fill those gaps.
The City sent letters to approximately 40 public service and housing agencies in the
area, explaining the CDSG program, inviting them to apply for subrecipient funds
and providing a copy of the grant application. Also included was an invitation to the
first public hearing and pre-application workshop. The pre-application workshop
immediately followed a public hearing where the City staff and consultant focused on
the CDBG process and asked the attendees for their determination of priority needs
in the areas of housing, special needs populations (including homeless), pUblic
services and community development. The second pUblic hearing focused on the
results of the planning process, giving attendees the opportunity to comment on the
priorities developed and the proposed allocation of funds. This second public hearing
launched the 30-day public comment period for the Consolidated Plan and Annual
Action Plan. Both public hearings were advertised in the first section of the general
circulation newspaper for Pearland. A copy of each ad is included in the attachments.
The City staff and consultant made two presentations to City Council - one to
approve the priorities and funding recommendations and one to approve the
Consolidated Plan and Annual Action Plan. The City Council agenda is posted for
public review before each meeting and there is a time for citizen comments at each
meeting. At that time-r:esidents were afforded the opportunity to speak regarding
the plans.
5 Year Strategic Plan
7
City of Pearland, Texas
In addition, the City and its consultant attended a meeting led by Pearland
Neighborhood Centers, Inc. which showcased all of the service providers in the area,
outlining their missions and services, the level of need for those services and their
collaborations with other agencies. This provided an opportunity for the
Consolidated Plan planning .process to identify the various community needs and the
agencies addressing those needs. The City showcased the CDBG program and
provided additional grant applications and surveys. The City's consultant met one-
on-one with several of the agency representatives regarding their various needs
assessment reports and the numbers of clients they serve.
The groups participating in the planning process include various city departments;
Houston-Galveston Area Council; Pearland Neighborhood Centers; Gulf Coast
Homeless Coalition, Harris County, as well as a number of population-specific
nonprofit service agencies. In addition, the City relied heavily on its own
Comprehensive Plan and Brazoria County's Consolidated Plan, developed when
Pearland was part of the Urban County's CDBG program and is still part of the
HOME/ESGP/Section 8 programs.
3. Describe the jurisdiction's consultations with housing, social service
agencies, and other entities, including those focusing on services to
children, elderly persons, persons with disabilities, persons with
HIV I AIDS and their families, and homeless persons.
* Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and
other jurisdictions must assist In the preparation of the HOPWA submission.
The City of Pearland sent information about the new CDBG program to, and
requested information from, more than 40 agencies serving special populations
and/or the low- to moderate-income in "the area. Approximately 15 agencies
provided information about the community's needs and their programs. The City
attended a meeting where all of the housing and public service agencies discussed
their projects, needs and priorities and met one-on-one with several of the agencies
after the meeting. Southeast Texas Housing Finance Corporation, the regional
CHDO, and Habitat for Humanity were contacted to discuss housing issues in
Pearland.
In addition, the City contacted Brazoria, Fort Bend and Harris Counties. As Pearland
was part of the Brazoria County Consolidated Plan in 2005, the City reviewed the
County's plan to ensure that the City plan was in accord with the County plan. The
City also contacted the County for additional information and feedback. The City met
with Houston-Galveston Area Council, the regional Council of Governments, to
discuss their concerns and their understandings of the needs and priorities in
Pearland. The City contacted the Brazoria County. Public Housing Agency that
manages the Section 8 Housing Choice Voucher program to discuss any housing
issues and concerns within the City.
The United Way of Brazoria County is in the process of developing a new community
needs assessment report and they were consulted regarding their findings. The
Texas Department of Housing and Community Affairs was consulted regarding Low-
Income Housing Tax Credit properties and the housing issues in Pearland. The CDBG
consultant and City staff member responsible for CDBG consulted with the
department directors and select staff of key city departments, including Parks and
Recreation, Public Works, Planning and Zoning, Economic Development, Police, Fire
and Code Enforcement.
5 Year Strategic Plan
8
City of Pearland, Texas
Pearland is currently part of the Gulf Coast Homeless Coalition, located in Galveston
County, but serving several counties, including Brazoria. The Gulf Coast Homeless
Coalition was consulted regarding their homeless count, Continuum of Care
applications, and homeless needs in the Pearland area. Currently, no Pearland
agency is receiving McKinney-Vento Continuum of Care funds, however Gulf Coast
Center serves all of Galveston and Brazoria Counties, though it does not have
services in or near Pearland. The Coalition provided a copy of its 2007 Continuum of
Care application and the information is included in this Consolidated Plan.
The Southeast Texas Housing Finance Corporation (SETH), a state and county CHDO,
was contacted and provided information about :the housing needs in Pearland. In
addition, they provided information about their Housing Bond programs, providing
first time homebuyers assistance, affordable housing developments and housing
rehabilitation. With the jOb-to-housing mismatch, affordable housing to provide
homes for the retail and service industryin Pearland is critical. SETH indicated that
NIMBYism is a major stumbling block in Pearland. The City will work with
neighborhood groups, SETH and public service agencies to educate the residents
about affordable housing a~d to help defuse the NIMBYism (Not In My Back Yard).
Transportation is a major problem identified for the elderly and disabled. CONNECT
Transit, operated by the Gulf Coast Center, is the only regional transportation service
and was consulted concerning its services to Pearland residents. The Gulf Coast
Center, serving Galveston and Brazoria Counties, including Pearland, also was
consulted regarding homeless and mental health issues within Pearland.
The Brazoria County Health Department is the primary medical provider to low-
income children and is concerned with lead-poisoning, be it from lead-based paint or
other sources such as lead residue on the clothes of petrochemical workers. The
department was consulted concerning their role in identifying and rectifying lead
poisoning.
In addition to personal consultations, the City accessed information from state and
national agencies, including:
· Texas Real Estate Center and MLS regarding housing prices and availability;
· Federal Financial Institutions Examinations Council for Home Mortgage
Disclosure information for information on loan applications and denials;
· Property Owners and Managers Survey for information about mUlti-family
rental units and tenants;
· Texas Department of State Health Services for information about HIV/AIDS,
health needs of the area, substance use disorders and treatment, mental
health, disability, elderly and child protective services/needs, and medically
underserved areas
The results of all of the consultations and research can be found throughout the
Consolidated Plan under the appropriate section.
5 Year Strategic Plan
9
City of Pearland, Texas
I Citizen Participation (91.200 (b))
1. Provide a summary of the citizen participation process.
Citizen Participation Plan: The Citizen Participation process will be an on-going
element of the CDBG program. The process will provide and encourage citizen
participation during the development of the Consolidated Plan and Annual Action
Plans; when substantial amendments to the plans are made; and when the
Consolidated Annual Performance and Evaluation Reports (CAPERs) are prepared.
The City of Pearland will inform residents and interested parties of how it plans to
allocate funds, what activities will be funded, plans to minimize displacement and
how the program performed during the year. Citizens will be given an opportunity to
examine the Consolidated and Annual Action Plans, substantial amendments to the
plans and the CAPERs. At least twb- 'public hearings will be held during the
development of the plans and public notice will be provided concerning the thirty-day
public comment period for the plans and substantial amendments. The City will
provide public notice concerning the fifteen-day public comment period for the
CAPER.
The City will post notice of the public hearings for the Consolidated Plan, Annual
Action Plans and substantial amendments to the plans in the main news section of
the local general circulation newspaper at least 72 hours prior to the hearing. The
notice will explain the time and location of the hearing, the accessibility and the
topics to be discussed. Contact information will be given for residents to call for
further clarification. The City will attempt to hold as many meetings as possible in
Community Development Target Areas during weekday evening hours so that as
many residents as possible can attend. The public hearings will be located in a
public facility that is ADA-compliant (Americans with Disabilities Act). Every effort
will be made to ensure that non-English speakers are able to participate. The public
hearings will consist of an introduction into the Community Development Block Grant
program, a forum for discussing community needs and priorities in the areas of
housing, homelessness, non-homeless special populations, and non-housing
community development.
During the first public hearing each year, a survey will be handed out asking for
fundable aspects of CDBG to be prioritized by major category: housing,
neighborhood improvement and social services. The rankings from each survey will
be tallied and the results used in setting priorities and will be included in the plans.
This early public hearing will conclude with a pre-application workshop for those
agencies applying to become subrecipients. Each question in the application packet
will be reviewed and the attendees will be encouraged to ask questions and will be
given contact information so that they may receive one-on-one technical assistance
in completing their applications.
A second public hearing will be conducted each year immediately prior to or during
the 3D-day public comment period. This public hearing will outline the anticipated
priorities finalized from the citizen input, consultations, staff involvement and
quantitative information; funding allocations and the activities to be carried out
during the upcoming year: If any projects will involve housing activities or eminent
domain taking of residential property, the hearing will address how the City will
minimize displacement of residents. A copy of the Consolidated Plan and that year's
proposed Annual Action Plan will be available for review and attendees will be
5 Year Strategic Plan
10
City of Pearland, Texas
informed as to the location and accessibility of the plan(s) during the 3D-day public
comment period. The plan(s) will be available at one or more City facilities and
contact information will be provided so that residents can easily request copies of the
plan(s) or provide comments regarding the plan(s).
Any housing or public service providers present at either hearing will be asked to
explain their programs and contact information. Both public hearings will also
include a session on fair housing laws and remedies -and will provide information for
contacting the Fair Housing Offi~e of the local HUD field office.
The City staff's funding recommendations will be presented to City Council prior to
the release of the Annual Action Plan. It will be part of the formal agenda and the
public will have the opportunity during the regular public comment session .of City
Council to comment on the proposed allocations. During the 3D-day comment
period, the City Council will be asked to-iipprove the plan(s) pending any changes
due to public comment. At this meeting, the citizens will again have the opportunity
to speak before City Council during the regular public comment session.
The City will host one public hearing for substantial amendments to the Consolidated
or Action Plans. As with the plans themselves, the City will give at least 72-hour
notice of the hearing in the news section of the local general circulation newspaper
and will also notify the residents that the amendments will be available for public
review and comment for at least 30 days. All aspects of the public hearings for the
plans will be fulfilled for the substantial amendments also. Substantial amendments
to the Consolidated Plan will include changing downgrading priorities from high to
medium or low or from medium to low; or changing the citizen participation planning
process. Substantial amendments to the Annual Action Plan will include any change
in the activities that will necessitate a reallocation of at least a 20 percent of that
year's funding; will commence an activity not previously outlined in the plan; or will
commence an activity that previously was thought to need little or no environmental
assessment, but has been determined to not be exempt or categorically excluded
and will need an environmental assessment.
The Consolidated and Annual Action Plans will be sent to the City's HUD field office
after the 30 day comment period ends and at least 45 days prior to the start of the
Program Year. The City will send substantial amendments to the HUD office after the
30 day comment period ends and will assume a 45-day HUD review period also.
In the event that the City opts to conduct housing activities or other activities
through eminent domain that could result in the displacement of residents or where
the possibility of displacement might be a concern for residents, the City will hold a
public hearing in the immediate area of the proposed displacement. As with the
publiC hearings for the plans and substantial amendments, the City will post the
notice in the news section of the local general circulation newspaper at least 72
hours prior to the hearing. The City will explain the activity, solicit comments and
concerns from the residents and outline the displacement process, if there will be
any. The activities will be such as to minimize displacement in any ways possible.
Should displacement be necessary, the City will provide details concerning its
implementation plan and will assure the residents that there will be no undue burden
placed on them. -.
Each year, within 70 days of the close of the previous year, the City will prepare a
Consolidated Annual Performance and Evaluation Report (CAPER) and will make the
5 Year Strategic Plan
11
City of Pearland, Texas
CAPER available for public review and comment. The City will post notice of the
availability in the local general circulation newspaper as well as at City Hall and the
review and comment period will be for at least 15 days. Locations of the CAPER will
be noted as well as contact information for interested parties to request copies or to
ask questions or comment.- The CAPER, with any changes resulting from the public
comments and with public comments included, will be sent to the City's HUO office
within 90 days of the close of the year.
Throughout the year, the City will provide technical assistance to any appropriate
group or agency that might be eligible for COBG funding. The TA can include
assistance in completing the COBG application-- for funding, identification of other
funding sources, board development and capacity building. The City will also be
available to facilitate collaboration-building among groups of agencies and to assist
in linking groups and agencies with coalit;jg~s and larger organizations.
Also, throughout the year, the City will entertain any complaints from subrecipients,
potential subrecipients, agencies denied funding or City residents. The complaints
may involve issues surrounding the Consolidated Plan, Annual Action Pla'n,
substantial amendments, CAPER or specific projects, including those that might
require displacement. Any other questions, concerns or complaints regarding the
COBG program, its funding allocations and the activities will be welcomed by the
City. The City will notify the complainant that the complaint must be in writing and
will assist the individual or group in completing the necessary formal complaint. The
City will then review the complaint within 14 days and will meet with the complainant
to discuss the issue. If at all possible, the City will rectify the issue to the
satisfaction of both parties. If that is not possible, the City will provide the
complainant with all of the necessary contact information and reporting forms for
filing a complaint with the HUO field office. The City will be available for meetings
with the HUO field office, Inspector General's office or HUO Headquarters and the
complainant. The outcomes will be documented and put in the appropriate City files.
Citizen Participation Process for 2007 Consolidated Plan: In 2006 when the
City of Pearland first considered receiving COBG funds, a City Council workshop was
held, open to all Pearland residents. Once the City became an Entitlement
Jurisdiction, it began a concerted effort to involve the residents in all of its planning
activities. A notice for the first public hearing appeared in the general circulation
weekly newspaper six days before the scheduled hearing. The hearing was
conducted from 4: 00 PM until 5: 30 PM to a II ow the staff of public service agencies to
attend on their work time and residents to attend on their way home from picking up
children from school or on their way home from work. The public hearing included
an overview of the COBG process with time given to receive the comments of every
attendee regarding housing, special population, community development and fair
housing issues in Pearland. There was an opportunity for discussion on better ways
to collaborate and reach more residents with services and opportunities to become
involved in COBG planning. A survey was handed out asking for input into priorities
of various housing and non-housing issues. The results were tallied and are included
with the open-ended comments received at the hearings and via mail, email, and
telephone. A copy of the notice and the Power Point presentation are included in the
attachments. '
..-.-
A second public hearing was conducted to announce the preliminary priorities and to
give another opportunity for residents to participate in the planning process. This
second public hearing launched the 30-day public comment period for the
5 Year Strategic Plan
12
City of Pearland, Texas
Consolidated Plan and Annual Action Plan. The hearing was held in the CDBG Target
Area to receive the first infrastructure project using Pear/and's CDBG funds. A copy
of the notice and the Power Point presentation are included in the attachments.
The City has attended various meetings of public service agencies and provided
information and contacts for them to share with their staff, volunteers and program
participants regarding the CDBG program. The City is committed to work with public
seniice agencies in identifying needs, priorities, funding opportunities and
opportunities to collaborate. One of the most effective avenues to involving
residents in the planning process is through the agencies that serve them.
The City has a quarterly newsletter called "In Motion" which is sent to Pearland
households. The upcoming issues will have information about CDBG and
opportunities to participate in CDBG planning.
-..... ~,
The City is working to ensure that all agencies and residents understand that
Pearland is a new independent Entitlement Jurisdiction for CDBG, no longer under
the umbrella of Brazoria County's Urban County program. This will aid in generating
more interest for the City's programs and funding.
Pearland will continue to encourage citizen participation, with particular emphasis on
participation by persons of very-low, low, and moderate income and those who are
residents of target areas in which funds are proposed to be used.
2. Provide a summary of citizen comments or views on the plan.
The residents and service providers attending the public hearings outlined a number
of issues that Pearland should address. Below is a summary of their comments:
· Drainage and flooding are probably the biggest issue in Pearland
· Code enforcement is an issue - there are disabled and abandoned cars
and other code violations but the limited number of enforcers and the
statutory requirements make the process long and drawn out
· At-risk youth need various activities, counseling services and tutoring to
keep them in school and out of trouble, and those assigned community
service need a unified process to link the youth with a program that will
accept community service volunteers.
· Parks and recreation facilities, including green space, basketball courts,
community centers are sorely lacking in Pearland
· Mental health services at all levels are needed
· Down payment and closing cost assistance for first time homebuyers is
needed
· More affordable housing for purchase is needed
· Even though more affordable housing is needed, neighborhoods don't
want to be adjacent to either apartments or affordable single family
housing, especially Low Income Housing Tax Credit properties
· Public transportation is a major issue in Pearland
· Sidewalks around s~hools should be a neighborhood priority
3. Provide a summar:.y of efforts made to broaden public participation in the
development of the consolidated plan, including outreach to minorities
and non-English speaking persons, as well as persons with disabilities.
5 Year Strategic Plan
13
City of Pearland, Texas
As this is the first time that the City of Pearland has been involved in the public
participation process, it has relied on the social service agencies to assist in outreach
to the community, particularly minorities, non-English speakers, elderly and persons
with disabilities. The social service agencies were asked to provide needs
assessment surveys to their program participants along with contact information and
notices of public hearings. Information about COSG and invitations for public
involvement will be placed in the City's quarterly newsletter, "In Motion", which is
provided on-line on the City's website and is delivered to Pearland residents.
The City will attempt to host public hearings in different locations around the City,
particularly in CDSG Target Areas and/or buildings housing subrecipients or having
been funded by CDSG dollars. The City will make information available at the public
venues and will provide meeting and public hearing notices to agencies to post for
their consumers. As the Mayor and City Council become a more integral part of the
CDSG process, they will be ambassadors-ihto the community to garner more public
participation.
The City will continue to look at success stories around the country to determine the
best methods for broadening public participation.
4. Provide a written explanation of comments not accepted and the reasons
why these comments were not accepted.
All comments were accepted and considered in developing the 5-year planning
priorities and the first-year funding decisions.
Institutional Structure (91.215 (i))
1. Explain the institutional structure through which the jurisdiction will
carry out its consolidated plan, including private industry, non-profit
organizations, and public institutions.
The City of Pearland has assigned the CDSG program to the City Manager's office.
An Assistant City Manager is in charge of the program. To ensure that the HUD
regulations are followed and that the program runs smoothly, the City has contracted
with a consultant who has more than a decade of COSG experience. The consultant.
works closely with the Assistant City Manager. In addition, the accounting processes
are handled by a Grants Accountant with the City. This individual has worked with
CDSG accounting and IDIS in other Entitlement Jurisdictions.
The Assistant City Manager, Grants Accountant and COSG Consultant form the core
of the structure for carrying out the consolidated plan activities. The team consults
with other city departments and City Council regarding potential priorities and
projects and works closely with the Planning and Zoning Department and those
departments under which CDS~-funded projects fall.
The City also works with-State and federal agencies to implement infrastructure and
other capital projects using bond and general funds. This will continue as CDSG
funds are used for such projects~ The City will expand its current relationship with
nonprofits, particularly social service agencies, as the COSG program progresses.
5 Year Strategic Plan
14
City of Pearland, Texas
The City will provide technical assistance to the agencies and will solicit assistance
and support in carrying out various citizen participation-related activities. The City
will contract with subrecipients to carry out public service projects up to the
maximum fifteen percent allowed.
The City will work with Brazoria County Community Development Department and
Section 8 Housing to ensure collaboration and cooperation in regards to Housing
Choice Vouchers, HOME Investment Partnership allocations and Emergency Shelter
Grant allocations. By working with the County, the City can determine landlords who
have refused to accept Section 8 Housing Choice Vouchers and can work to educate
them on the program. Additionally, the City can' work with the County and regional
CHDOs, such as Southeast Texas Housing Finance Corporation in identifying
properties for development using County HOME funds.
With the very limited CDBG funds awaraed, and the lS-percent cap on funds for
public services, the City will provide technical assistance to agencies in securing
additional funds for Pearland residents as well as in understanding how to piece HUD
funds together when serving multiple CDBG Entitlement Jurisdictions, such as
Pearland, Brazoria County, Harris County, Ft. Bend County and the City of Houston.
2. Assess the strengths and gaps in the delivery system.
A major strength in the delivery system is the current relationship between the City
of Pearland and housing and public service providers in the area. This facilitates
broad-based support and involvement. Another strength is the lack of onerous
bureaucracy within the City. The elected officials are hands-on and the staff of all
departments work well together and collaborate extensively. A third major strength
is the active Planning and Zoning Department that has identified areas within the
CDBG Target Areas which have been determined by residents and planners as
needing capital improvements. These projects are part of the current
Comprehensive Plan, which dovetails nicely with the Consolidated Plan and was
developed with significant citizen participation.
A fourth major strength is the work that Neighborhood Centers, Inc. does in bringing
all of the various service providers to the table to discuss needs, programs and ways
to collaborate. By having this coordination in place, the City has an advantage in
developing and implementing a strong plan to address multiple needs of multiple
populations throughout the city. In addition, most of the service providers are well
established agencies with the expertise and capacity to appropriately address the
needs of their program participants.
A major gap in the delivery system is money. The public service agencies struggle to
provide all of the needed services with very limited budgets. The new CDBG funds
that will be dispersed by the City of Pearland will help considerably. A related gap is
in identifying available funds. The City is committed to providing technical
assistance to the agencies in identifying funds that can complement or supplant
CDBG funds.
Transportation is a major gap in the delivery system. As more public service
agencies receive CDBG funds and expand their services, they are faced with the
dilemma of getting the program participants to the program sites. Public
transportation is a major stumbling block in the provision of services.
S Year Strategic Plan
15
City of Pearland, Texas
3. Assess the strengths and gaps in the delivery system for public housing,
including a description of the organizational relationship between the
jurisdiction and the public housing agency, including the appointing
authority for the commissioners or board of housing agency, relationship
regarding hiring, contracting and procurement; provision of services
funded by the jurisdiction; review by the jurisdiction of proposed capital
improvements as well as proposed development, demolition or
disposition of public housing developments.
The City of Pearland does not have a Public Housing Agency. Until June, 2005,
Brazoria County received and processed Section 8 Housing Choice Vouchers from the
State of Texas's Section 8 program. In 2005, the County became a public housing
agency directly receiving and managing the Section 8 HCV from HUD. During the
first year of the transition, there were -si"gnificant problems in management. The
Brazoria County Community Development Department has since taken over
management of the program and the delivery system has improved significantly.
The City of Pearland will work with the County to help ensure that Pearland residents
have access to Section 8 and that Pearland landlords accept Section 8.
Harris County has a Section 8 Housing Choice Voucher program also, and the City of
Pearland will work with Harris County in facilitating the acceptance of Section 8 by
any landlords in the Harris County portion of the City. Fort Bend County does not
have a Public Housing Agency.
There are no public housing developments in Brazoria County or the portions of
Harris County outside of Houston, Pasadena and Bay town as both Counties are
eligible only for Section 8.
I Monitoring (91.230)
1. Describe the standards and procedures the jurisdiction will use to
monitor its housing and community development projects and ensure
long-term compliance with program requirements and comprehensive
planning requirements.
The City of Pearland's monitoring strategy is designed to assist staff in fulfilling its
regulatory obligation in monitoring subrecipients, including City departments, as well
as assist subrecipients in best serving their consumers. The primary purpose for this
monitoring strategy is to ensure proper program performance, financial performance
and regulatory compliance in accordance with HUD Regulations. The secondary
purpose is to ensure that the funded agencies are providing the best and most cost
effective services possible and that they are positioned to access additional funding
from non-HUD sources.
.....-
Staff will have the responsibility to ensure that each subrecipient, including each
recipient City department, is adhering to their approved scope of service, budget and
schedule of service. Each subrecipient or City department must also abide by the
5 Year Strategic Plan
16
City of Pearland, Texas
regulatory guidelines set forth by HUO in providing benefits to low-moderate income
persons and/or eliminating a slum or blighted condition.
The monitoring process is an on-going one of planning, implementation,
communication and follow-up. Under normal circumstances, monitoring is conducted
semi-annually. However, first-time activities and activities that may be considered .
to have a high-risk of non-compliance, a more frequent monitoring schedule is
developed based on these factors and the nature of the activity being performed.
High risk programs include housing rehabilitation, economic development or
acquisition, multiple activities by the same agency, programs undertaken by anyone
subrecipient or City department for the first time, and programs undertaken by an
agency or department with a history of staff turnovers, reporting problems, or
monitoring findings.
Monitoring provides a basis for assessing. a program's operations and identifying
problems. Another goal of monitoring is to obtain ongoing data for use in
determining program achievement. Evaluations will summarize monitoring findings
and program goals and measure progress toward those goals during the provision of
services.
The City Manager's Office has the responsibility for overall COBG performance and
Consolidated Plan compliance, including the performance of its subrecipients. Clear
record keeping requirements for programs are essential for grant accountability.
Responsibility for maintaining many of the records is assigned to the subrecipients
and City departments. This includes responsibility for documenting activities with
special requirements, such as necessary determinations, income certifications or
written agreements with beneficiaries, where applicable.
The monitors will make site visits to the activities or projects of each subrecipient or
City department. The monitoring process will consist of the monitors examining time
records, client files, financial records, equipment and machinery. The monitors will
discuss security measures that a subrecipient or City department has in place to
avoid theft of federally-funded purchases, if applicable. The monitors will examine
all equipment or machinery for the City's identification number. This is done to
ensure that any equipment or machinery purchased with COBG funds is being used
to meet a national objective and also to ensure that any equipment purchased with
COBG funds through a subrecipient will be used to meet said objective.
At the beginning of each Program Year, the staff and consultants will meet with each
subrecipient to provide reporting forms, discuss expectations and enter into a 12-
month contract for services. Before staff and/or consultants conduct the actual
monitoring visit, a pre-monitoring contact will be made with the designated
person(s) of the subrecipient agency or City department to discuss the overall
expectations, information to be viewed and site visits. This will allow staff and
consultants opportunity to discuss solutions to possible problems that may have
occurred from past experiences with a particular subrecipient or City department.
The procedure for conducting the monitoring consists of the following:
1. Prior to the actual aw'ard contracts, the staff and consultants will hold a
required workshop for all subrecipients. At that time the monitoring
procedures, reporting procedures and expectations will be discussed and
reporting forms provided in hard-copy and electronic formats.
5 Year Strategic Plan
17
City of Pearland, Texas
2. If necessary, an additional one-on-one interview at the subrecipient's office
will be performed to further explain expectations.
3. On a semi-annual to quarterly basis, each subrecipient or City department
will be notified of a date, time, place and information to be viewed and
discussed.
4. A conference will be held with a Board Member, Executive Director,
Department Head and staff persons working with or salaried through the
program or activity being funded.
5. The actual monitoring visit will be conducted by completing the monitoring
interview form, viewing documentation and if applicable, viewing rehabilitated
sites, structures and the like. .
6. Monitoring visits will conclude with staff or consultants advising the
subrecipient of any deficiencies.
7. When/if deficiencies or findings occur, a monitoring letter will be transmitted
advising of the deficiencies or fln'dings (which are violations of laws or
regulations which can result in the deobligation of funds), concerns (which
could result in a finding if not properly corrected).
8. Staff and consultants will then work with subrecipients to assist in rectifying
the deficiencies, concerns or findings.
During a monitoring visit the monitors have the right to view any and all files that
are related to a particular program or activity that is being funded with CDBG funds.
· Monthly Beneficiary and Progress Reports for City departments are due on or
before the 10th of each month. Continual delays may effect future allocations.
· Monthly Beneficiary, progress and Expenditure Reports for subrecipients are due
on or before the 15th of each month. Continual delays in the submissions of
these reports will affect this grant allocation and future allocations.
· Copies of invoices, canceled checks, etc. are requested as documentation along
with the Monthly Beneficiary, Progress and Expenditure Reports.
· Any subrecipient that receives $300,000 or more in federal funds in one (1) year
must have an independent audit performed that complies with the OMB Circular
A-133 Single Audit Act.
The Public Works staff is responsible for monitoring all CDBG-funded infrastructure
construction and rehabilitation activities. All such activities will be monitored for
Davis-Bacon Wage Rate compliance. The City Manager's office, consultants and
Public Works staff will conduct a pre-contract meeting with the construction
contractors, providing them with all Davis-Bacon and HUD-reporting requirements
and forms. The staff will then ensure that the proper notices regarding Equal
Employment Opportunity and Davis-Bacon are posted at the job site. Depending on
the length of the contract, the staff will conduct at least one interview of each of the
contractor's employees to determine if they are being paid wages at the prevailing
rates.
Activities that provide any type of housing assistance will be monitored for
compliance with Fair Housing and Equal Opportunity (FHEO) laws. Staff will also
review projects for compliance with the Lead-Based Paint Ordinance, housing quality
standards, City building codes and other rules, as appropriate.
The City of Pearland's CDBG Program must meet all requirements set forth by the
U.S. Department of Housing and Urban Development and the Office of Management
and Budget. The City conducts an independent audit annually to ensure that CDBG
funds are used in accordance with program requirements.
5 Year Strategic Plan
18
City of Pearl and, Texas
The monitoring strategy is designed to be an effective, productive and collaborative
effort between the City's City Manager's Office, its consulting team and subrecipients
or contractors of the CDBG Program to assist them in efficiently providing the best
services to low-moderate income residents of Pearland.
In addition to monitoring the activities of each subrecipient, the City will enter
accomplishments into IDIS and monitors the progress regularly. The City will
implement a performance measurement process to track the performance of each
subrecipient and the overall CDBG program. The results of the performance
measurement process will be reported each year ,in the CAPER.
Priority Needs Analysis and Strategies (91.215 (a))
1. Describe the basis for assigning the priority given to each category of
priority needs.
The basis for assigning the priority given to each category is three-fold. First, the
City conducted two public hearings to solicit input on residents' perceptions of needs.
Surveys were handed out and completed at the publiC hearings. A copy of the
survey is included in the attachments. As part of the public involvement process, the
City also attended a meeting of all public service, housing and facility providers in
Pearland where their missions, goals, priorities, needs and funding were addressed.
The City has reflected the results in this Consolidated Plan.
Second, the City through consultations with other governmental agencies,
determined the regional priorities and the local needs and gaps in service identified
by the other city departments, state, county, regional COG, homeless coalitions and
adjacent counties and cities.
Finally, there has been a complete review of published data such as the CHAS
information, Home Mortgage Disclosure Act data, state-produced data on special
needs populations and transportation, local health care and housing needs
information and other published information regarding the needs in Pearland. All of
the results of the public hearings, social service consultations" governmental
consultations and published data were merged into a single set of priorities. The
results of the 2005 Consolidated Planning Process for Brazoria County, of which
Pearland was a part, were also considered, as was the Exhibit 1 of the region's
McKinney-Vento Homeless Continuum of Care application.
2. Identify any obstacles to meeting underserved needs.
The primary obstacle to meeting underserved needs is money. Foundation funding is
decreasing for the nonprofit agencies and federal funding is decreasing for public and
nonprofits while costs are skyrocketing. In addition to the overall shortage of money
to meet the needs, the CRBG cap of 15 percent for publiC services places a burden
on the City to fund agep.<:;ies addressing the public service needs of the community.
Transportation is another obstacle as agencies are able to provide the services to
residents, but residents are not able to access the services due to the lack of
5 Year Strategic Plan
19
City of Pearland, Texas
adequate public transportation. While there is an on-demand transportation system
provided in Galveston and Brazoria Counties, CONNECT Transit, the need far exceeds
their capacity.
CHDOs in the area have indicated that NIMBYism is an obstacle to providing
affordable housing in Pearland. Work will be done to educate the residents on the
benefits of quality affordable housing in and around Pearland.
I Lead-based Paint (91.215 (g))
,
--- ..
1. Estimate the number of housing units that contain lead-based paint
hazards, as defined in section 1004 of the Residential Lead-Based Paint
Hazard Reduction Act of 1992, and are occupied by extremely
low-income, low..;.income, and moderate-income families.
Using estimated rates from HUD, it can be calculated that 3,405 units in Pearland have lead-
based paint and pose a hazard. This represents 24.5 percent of the Census 2000
housing units and 12 percent of all current housing in Pearland. The HUD rates are
based on a formula for estimating the number of housing units with lead-based
paint: 90 percent of housing built before 1940 is likely to have lead-based paint and
a poisoning danger; 80 percent of those built between 1940 and 1959 pose a
danger; and 62 percent of those built between 1960 and 1979 pose a danger. Below
is a map of the number of units built before 1980, that might pose a lead-based
paint hazard.
One of the issues with older housing stock is the problem of lead poisoning,
particularly in children under the age of 6 years, due to the ingestion and/or inhaling
of lead-based paint chips and dust. Lead-paint dust seeps into the walls and floors,
into the soil and is breathed into the lungs. The more scraping and re-painting that
occurs, the worse the problem. Until 1978/ when it was outlawed, most homes used
lead-based paint for the exterior siding and the interior framework. Lead poisoning
occurs when people eat or breathe unsafe amounts of lead. Elevated blood lead
levels can be very dangerous to children, resulting in reduced intelligence, behavioral
problems, learning disabilities, and permanent brain damage. According to HUD's
information for its Lead-based Paint Hazard Control Grant program, nearly 5 percent,
almost 1 million, of American children ages 1 to 5 suffer from lead poisoning. The
rates are much higher among low-income children and African-American children
living in older housing. Additionally, the rates are higher in many immigrant
communities, particularly first-generation Southeast Asians and Hispanics, as they
use lead-based pottery, folk medicines with lead and many of the laborers work in
manufacturing plants with lead and bring the dust home on their clothes. Lead-
based paint either causes or greatly exacerbates lead poisoning in children.
5 Year Strategic Plan
20
City of Pearland, Texas
Figure 5 - Number of Housing Units Built Before 1980
1\/ Major Roads
Major Creeks
2000 Census Block Groups
~ No un tis
Less than 200 units
200 - 299 unns
300 - 481 units
CJ Oty Umns
ii\
It cannot be assumed that every case of elevated blood lead levels is due to
exposure to lead-based paint, particularly lead-based paint in the child's home.
However, lead poisoning cases can assist in measuring the magnitude of the
problem. The Texas Department of Health's Environmental Epidemiology and
Toxicology Division/Texas Child Lead Registry monitors lead poisoning cases.
According to the Centers for Disease Control and Prevention, there is no lower
threshold for some adverse effects of lead in children and even blood lead levels as
low as 10 micrograms/deciliter (ug/dL) have harmful effects. Children with venous
blood lead levels of 20 ug/dL or above or with BLLs in the range of 15-19 ug/dL over
a period of 3 months need a doctor's care.
2. Outline actions proposed or being taken to evaluate and reduce lead-
based paint hazards and describe how lead based paint hazards will be
integrated into housing policies and programs, and how the plan for the
reduction of lead-based hazards is related to the extent of lead poisoning
and hazards.
The City of Pearland will be working with area CHDOs and other nonprofits in the
rehabilitation of housir:lg- units owned and occupied by low- to moderate-income
individuals. The City will require that each rehabilitation project test for lead-based
paint and lead hazards. The U.S. Department of Housing and Urban Development
(HUD) has a number of regulations regarding lead hazard control for housing
5 Year Strategic Plan
21
City of Pearland, Texas
rehabilitated using federal funding and requires that the Entitlement Communities
estimate the number of housing units containing lead-based paint hazards and
address the hazards appropriately. Table 1 outlines the required lead hazard control
action to be taken depending on the funding level and projeCt scope. The City of
Pearland will ensure that any housing rehabilitation conducted using CDBG funds will
comply with the required lead hazard control actions outlined in Table 1.
T bl 2 R
d L d H
d C t I A t"
a e - eQulre ea azar on ro c Ions
Level of Applicable projects Hazard reduction
protection requirements
1 Public Housing Full abatement of lead-
based paint
1 Multi-family mortgage insurance for Full abatement of lead-
conversions and maior rehabilitations based paint
2 Properties receiving more than Abatement of lead-based
$25,000 per unit in rehabilitation paint hazards
assistance
3 Multi-family mortgage insurance Interim controls
properties built before 1960 other than
conversions and major rehabilitations
3 Project-based assistance for Interim controls
multifamily properties receiving more
than $5,000 per unit
3 HUD-owned multifamily property. Interim controls
3 Properties receiving more than $5,000 Interim controls
and up to $25,000 per unit.in
rehabilitation assistance
4 HUD-owned sinole family properties Paint stabilization
4 Project-based rental assistance for Paint stabilization
multifamily properties receiving up to
$5,000 per unit and single family
properties
4 Acquisition, leasing, support services, Paint stabilization
or operation
4 Tenant-based rental assistance Paint stabilization
5 Multi-family mortgage insurance for On-going lead-based paint
properties constructed after 1959 maintenance
6 Properties receiving up to and including Safe-work rehabilitation
$5 000 in rehabilitation assistance
Source: U.S. Department of Housing and Urban Development, Residential Lead-based Paint
Hazard Reduction Act of 1992
...~
5 Year Strategic Plan'
22
City of Pearland, Texas
HOUSING
, Housing Needs (91.205)
I
*Please also refer to the Housing Needs Table in the Needs.xls workbook
1. Describe the estimated housing needs projected for the next five year
period for the following categories of persons: extremely low-income,
low-income, moderate-income, and middle-income families, renters and
owners, elderly persons, persons with disabilities, including persons with
HIV / AIDS and their families, singte-persons, large families, public
housing residents, victims of domestic violence, families on the public
hOUSing and section 8 tenant-based waiting list, and discuss specific
housing problems, inclUding: cost-burden, severe cost- burden,
substandard housing, and overcrowding (especially large families).
Note: Unless otherwise stated, hOUSing data are from the 2000 Census and
respresent the 2000 City Limits of Pearland, not including any post-2000
annexations.
Pearland was originally developed in 1894 and grew slowly through the 1980s.
However, since 1990, the City has grown from 21,000 to nearly 80,000 residents _
both through new developments within the 2000 City Limits and annexations of new
neighborhoods. Therefore, the older core' areas of the City are the ones with the
highest number of older housing, mobile homes, housing with problems, lower-
income residents and residents with housing cost burdens. Many of the older areas
of Pearland are within the CDBG Target Areas. However, even the areas with the
oldest housing have significant numbers of newer housing interspersed and the areas
with the highest concentrations of older homes are outside the Target Areas. The
map below shows the number of units by 2000 Census Block Group built before
1980, overlaid with the CDBG Target Areas.
5 Year Strategic Plan
23
City of Pearland, Texas
Figure 6 - Housing Units Built Before 1980 x CDBG Target Areas
Even though much of the housing is older, only 27 units in the 2000 City Limits of
Pearland were lacking complete plumbing facilities, and all of those were built after
1970. All 27 are owner-occupied, and one-fourth of those, built in the early 1990s,
are overcrowded with more than one person per room. There were 11 owner-
occupied and no renter-occupied units lacking complete kitchen facilities, and it can
be assumed that those 11 are likely included in the 27 lacking some plumbing. Due
to the confidentiality issue, it is not possible to determine in which block group these
units are located.
The area is predominately owner-occupied with 79.4 percent of the 2000 City Limits
being owner-occupied and 20.6 percent being renter-occupied. Of the owner-
occupied units, 15.1 percent have a housing cost burden, while 27.9 percent of the
renters have a housing cost burden. This compares to 18.3 percent for owners and
27.8 percent for renters in Brazoria County; and 23.6 percent for owners and 32.4
percent for renters in the State of Texas.
Based on the 2000 Census, the median value of owner-occupied housing in Pearland
was $117,700 and the median rent was $672. Reviewing the on-line rental, sales
and foreclosure data, it can be seen that the prices have skyrocketed since 2000.
The table and charts tlelow illustrate the rental and purchase prices of housing in
Pearland for May, 2007.
5 Year Strategic Plan
24
City of Pearland, Texas
Table 3 - A artment Rental Prices for May, 2007
Number of Low Price High Price
Bedrooms
1
2
3
4+
775
1270
1 760
NjA
Figure 7 - Rental Prices for Individually-owned Units in May, 2007
Figure 8 - Asking Price of For-Sale Housing in May, 2007
300
"1"
250 ," t'" ,
200 -,
150
100
50
0
$75- $100 $125 $150- $175 $200- $250 $30 $400 $500
$99. $124 $149 $174 $199 $249 $299 $399 $99. K+
9K .9K .9K .9K .9K .9K .9K .9K 9K
l:J Foreclosures 2 11 17 26 44 41 43 44 26 18 4 4 132
IiIIvt.S - Single Famly 0 2 8 30 113 123 202 252 144 114 41 26 0
Median Askina Price, = $202,500
Figure 7 - Rental Prices for Individually-owned Units in May, 2007
5 Year Strategic Plan
25
City of Pearland, Texas
The Census Bureau and U.S. Department of HUD have compiled two sets of data
concerning the housing cost burden, housing problem and housing mismatch
information from the 2000 Census.
Name of Jurisdiction: Source of Data: Data Current as of:
Pearland cltv, Texas CHAS Data Book 2000
Renters Owners
Small Large Small Large
Elderly Related Related ,Elderly Related Related
Household by 1&2 2-4 5+ All , 1& 2 2-4 5+ All
member member member Other Total member member member Other Total Total
Type, Income, HH HH HH HH Renters HH HH HH HH Owners HHs
& Housing (01 (G) (() (J)
Problem (A) (8) (C) (E) (Fl (H) (l)
1. Household -",,- ...
Income
<=50% MFI 125 383 82 208 798 452 263 104 94 913 1,711
2. Household
Income
<=30% MFI 60 110 14 85 269 160 114 50 69 393 662
3. % with any
housing
problems 75 59.1 100 88.2 74 62.5 74.6 100 72.5 72.5 73.1
4. % Cost
Burden >30% 75 59.1 100 88.2 74 62.5 74.6 70 72.5 68.7 70.8
5. % Cost
Burden >50% 41.7 40.9 28.6 70.6 49.8 37.5 65.8 70 72.5 56 53.5
6. Household ,
Income >30%
to <=50% MFI 65 273 68 123 529 292 149 54 25 520 1,049
7. % with any
housing
problems 69.2 78 70.6 91.9 79.2 47.3 79.9 53.7 100 59.8 69.6
8. % Cost
Burden >30% 69.2 76.6 11.8 91.9 70.9 47.3 79.9 46.3 100 59 65
9. % Cost
Burden >50% 53.8 22 5.9 35.8 27 13.4 29.5 27.8 100 23.7 25.4
10.
Household
Income >50
to <=80% MFI 28 315 64 200 607 ,365 430 175 170 1,140 1,747
11. % with
any housing
problems 85.7 41.3 93.8 7.5 37.7 12.3 59.3 57.1 67.6 45.2 42.6
12.% Cost
Burden >30% 85.7 34.9 0 7.5 24.5 12.3 53.5 31.4 67.6 39 34
13. % Cost
Burden >50% 14.3 3.2 0 0 2.3 6.8 15.1 0 14.7 10.1 7.4
14.
Household
Income >80%
MFI 95 684 69 404 1,252 990 5,705 1,038 705 8,438 9,690
15. % with
any housing
problems 0 13.7 5.8 7.2 10.1 4.5 7.1 15.2 15.6 8.5 8.7
16.% Cost
Burden >30% 0 2 0 1 1.4 4.5 5.6 8.6 15.6 6.7 6
17. % Cost
Burden >50% 0 0 0 0 0 0 0.7 0 2.8 0.7 0.6
18. Total
Households 248 1,382 215 812 2,657 1,807 6,398 1,317 969 10,491 13,148
19. % with
any housing -,
problems 46 30,3 58.6 28.6 36.7 18.2 13.5 25.6 31 17.4 21.3
20. % Cost
Burden >30 46 28.8 10.2 25.5 27.9 18.2 11.8 15.5 31 15.1 17.7
21. % Cost
Burden >50 25.8 ' 8.3 3.7 12.8 11 6.9 3.5 , 3.8 I 12.4 I 4.9 6.2
.
Table 4 - 2000 Census "CHAS" Data for All Households
5 Year Strategic Plan
26
City of Pearland, Texas
Based on the 2000 Census "CHAS Affordability Mismatch" table, the City of Pearland
has very few units that were meant to house families earning 80 percent or more of
the area's median household income. Per Table 4 given below, of the 3,055*
available rental units, only 310 (10%) are priced for those families earning more
than 80 percent of the median household income.
Approximately half of the units meant to house those families earning 50 to 80
percent of the median household income are leased to families earning 80 percent or
more of the median household income.
The same holds true for those units meant to house families earning between 30 and
50 percent of the median household income; these units are leased to families
earning 50 to 80 percent of the median household income.
Approximately 60 percent of those units-meant to house families earning less than
30 percent of the median household income are actually being leased to families
earning 30 to 50 percent of the median household income.
So, families earning less than 30 percent of the median household income have
problems finding affordable housing.
Although the vast majority of the units were initially priced to be affordable for the
low- to moderate-income residents, the number of units built after 2000 has resulted
in a decrease in the overall percentage of housing build before1970, and rents have
significantly increased partially due to the demands of Pearland's rapidly increasing
population. As a result, the percent of occupied units with some problems (cost
burden, overcrowding, lacking some plumbing or kitchen) has increased. In 2007,
low-income families cannot afford what is available and have been "edged out" of
properties initially meant for their housing. Therefore, the Housing Affordability
Mismatch table from the 2000 Census is misleading as it does not reflect the
increase in housing prices in 2007.
Table 5 - Rental Units and Renters bv Affordabilitv
No. of No. of No. of No. Leased by No. No. Leased
Renters Available Leased Renters inside Leased by Renters
Units Units Affordability with who can
Problems afford to
(including pay more
cost
burden)
HH Income 269 343 313 125 90 188
< 30% MFI
HH Income 529 699 619 235 195 384
30=50%
MFI
HH Income 607 1,703 1,444 680 591 764
50-80% MFI
HH Income 1,252 310 298 281 N/A 1,336
> 80% MFI
5 Year Strategic Plan
27
City of Pearland, Texas
2. To the extent that any racial or ethnic group has a disproportionately
greater need for any income category in comparison to the needs of that
category as a whole, the jurisdiction must complete an assessment of
that specific need. For this purpose, disproportionately greater need
exists when the percentage of persons in a category of need who are
members of a particular racial or ethnic group is at least ten percentage
points higher than the percentage of persons in the category as a whole.
From the table above, it can be seen that nearly half of the elderly renters are living
in units with some problems, including a housing cost burden. Housing problems are
defined in the CHAS as overcrowding, without complete kitchen or plumbing, and/or
housing cost burden. It is not possible to determine how many of those elderly
have multiple housing problems. The CHAS data are available for housing problems
for the disabled and minorities for Pearland. Approximately 40 percent of all
physically disabled renters are living in housing with housing problems. Just over half
(52.4%) of the African American renters and 35.9 percent of the Hispanic renters
have housing problems. The CHAS data for disabled and minority do not
differentiate between cost burdens and structural problems.
Considerably fewer elderly homeowners (18.2%) than elderly renters have housing
problems. Likewise, 30.5 percent of African American homeowners and 26 percent
of Hispanic homeowners have housin'g problems, compared with 52.4 percent and
35.9 percent respectively for renters. While 40.4 percent of physically disabled
renters have housing problems, 23.5 percent of owners have similar problems.
Tabl 6 H
e - ousmg ro ems W E erlv, Et mCltv an Dlsabl
Total African
Households All HHs Disabled American Hispanic
Elderly
Renters 248 149 0 40
Other
Renters 2,409 235 105 403
Elderly
Owners 1,807 596 15 68
Other
Owners 8,684 779 494 1,025
Total 13,148 1,759 614 1,536
% With Elderly
Housing Renters 46.0 33.6 0.0 50.0
Problems Other
Renters 35.7 44.7 52.4 34.5
Elderly
Owners 18.2 23.3 100.0 5.9
Other
Owners 17.3 23.6 30.5 27.3
Total' 21.3 27.2 34.2 28.8
P bl
b Id
h . .
d
'lity*
*Summarized from CHAS !i!J5les for Elderly, Disabled and by Ethnicity
African Americans and physically disabled have a disproportionate share of housing
with problems - either cost burdens, overcrowding, structural issues or any
5 Year Strategic Plan
28
City of Pearland, Texas
combination of these problems. Hispanic homeowners have a disproportionate share
of housing with problems. While Hispanics have a lower median household income
($50,685) than non-Hispanic Anglos ($65,389), potentially accounting for higher
rates of cost burdens or living in housing with structural problems, African Americans
have a higher median household income ($75,210) than non-Hispanic Anglos. A
review of the 2005 Loan Application Register from the Federal Financial Institutions
Examination Council indicates that even though African Americans comprised 18.5
percent of the home loan applications, they comprised 34.8 percent of the loan
denials. High debt-to-income ratios was the primary reason for the denials, followed
by poor credit histories. Hispanics' rate of denials approximated their rate of
applications, and credit history was the main reason for the denials. Anglos
comprised 54.6 percent of the applications and only 45.6 percent of the denials, with
high debt-to-income ratios and credit histories as the main reasons for the denials.
Looking at it another way, 14.8 percent of the African American applications were
denied; 10.9 percent of the Hispanic applkations were denied and 6.6 percent of the
Anglo applications were denied.
Interestingly, the residents at the public hearings indicated that firsttime
homebuyers assistance was a high priority need. However, insufficient cash for
down payments and closing costs was not a major reason for denying a home loan.
Loan denials due to insufficient cash comprised only 2.1 percent of all denials and
there were no differences due to race or ethnicity.
As the City conducts its Analysis of Impediments to Fair Housing Choice and its Fair
Housing Plan during the first program year, it will pay close attention to the
racial/ethnic disparities in cost burdens, structural issues and home loans with
regards to housing equity. .
, Priority Housing Needs (91.215 (b))
1. Identify the priority housing needs and activities in accordance with the
categories specified in the Housing Needs Table (formerly Table 2A).
These categories correspond with special tabulations of U.S. census data
provided by HUD for the preparation of the Consolidated Plan.
As would be expected, those households with the lowest incomes, especially the
elderly and large families have the greatest housing needs. In addition, those
"other" households (single individuals and unrelated adults) have a high burden. In
the chart below, the orange represents the percent of the households within each
type and income that have more than a 50 percent cost burden, meaning they are
paying more than 50 percent of their income on housing. The green indicates the
percent paying between 30 and 50 percent of their income on housing.
5 Year Strategic Plan
29
City of Pearland, Texas
Figure 9 - Housing Cost Burden for Low-Mod Income Renters
100
III 80
:I:
:I: 60
....
0 "
....
c 40
Gl
~
Gl 20
a..
0 Small Small
Elderly Large < Other < Elderly Large Other Elderly Large Other
<30% 30% 30% 30-50% ~;~:~~ 30-50% 30-50% 50-80% ~;~:~~ 50-80% 50-80%
o Cost Burden> 50% 417 40.9 28.6 70.6 '~53.8 22 5.9 35.8 14.3 32 0 0
iii Co 5t Burden 30-50% 33.3 112 714 17.6 15.4 54,6 5.9 56.1 714 317 0 7.5
The same chart is repeated below for owner-occupied households.
Figure 10 - Housing Cost Burden for Low-Mod Income Home Owners
100 .....n. . ,..~~ .-;....... .. ... ~
- "
"
80 ,<,,' " .' ..~ " , ' " "
" 'r-' .,':
VI -
:J: , r- --
,
:J: 60 -I- :"...:.-- f?'- " " f-
.....
.... t:- -
0 .....',. - ,......
- ,
c 40 h S - I-- ~ I-,- ."..---, ~ ~ r-- f-'
CI> - \ r--
~ I- ( 1 ,-
CI> 20 ~ --- ----', t--- I-- ,.. =- ~
c.. R
I-
0 " - "
Bderfy Small Large < Other < Bderfy Small Large Other Bderfy Small Large Other
Related Related Related
<30% <30"10 30% 30% 30-50% 30-50% 30-50"10 30-50"/. 50-80"/. 50-80% 50-80% 50-80010
10 Cost Burden> 50"10 37.5 65.8 70 72.5 13.4 29.5 27.8 1Xl 6.8 '5.1 0 '14.7
10 Cost Burden 30-50"10 25 8.8 0 0 33.9 50.4 13.5 0 5.5 38.4 314 52.9
The Census Bureau no longer assesses the structural quality of housing units.
Overcrowding, lacking some plumbing or kitchen facilities and lacking heating are the
only determinates of housing units with problems. In 2000 before the advent of cell
phones replacing land lines, the lack of a telephone was another factor for housing
potentially in need of upgrades and rehabilitation. The table below lists the number
of units that could potentially require some level of housing rehabilitation.
5 Year Strategic Plan
30
City of Pearland, Texas
Table 7 - Indicators of Potential Need for Housin Rehabilitation
Housin Units Renter Owner
Built Before 1970 348 1 497
Overcrowdin 275 274
Lacking Some
Plumbin 0 27
Lacking Kitchen
Facilities 0 11
Lackin Heatin 0 18
Lackin Tele hone ,'97 58
On the following pages is the Housing Needs Table with the CHAS data and the City's
priorities for each category. The goals for meeting the housing needs are within the
larger Housing Needs Table in the CPMP-Excel spreadsheet. Following the Housing
Needs Table is the Housing Market Analysis Table, also within the Needs Excel
Worksheet in CPMP. Based on the age of the housing, the homes lacking a major
necessity or amenity, it has been estimated that half of the rental units and one-
third of the owner-occupied units need some level of rehabilitation. In calculating
the estimated rehabilitation needs in dollars, the City assumed that the substandard
housing was distributed equally across the housing market by number of bedrooms.
It was then assumed that the average rehabilitation needed for 0-1-bedroom units
was $2,500, for 2-bedroom units was $5,000 and for 3+-bedroom units was $5,000.
This results in a total rehabilitation need in Pearland of $4,542,066, including all
housing regardless of residents' incomes.
5 Year Strategic Plan
31
City of Pearland, Texas
Table 8 - Summary of Housing Needs from CPMP Needs File (CHAS)
Current Current
% of Number
House- of
holds House- fr.I.QrIty flm..t2 .Ewlli
holds ~ flU1.dl ~
NUMBER OF HOUSEHOLDS 100% 60
j Anv hnll",lnn oroblems 75 45 H N
Coc:t Burdo," > 3D")\, 75 45 H N
41.7 25 H N
NUMBER OF HOUSEHOLDS 100% 110
"C
2 With Any Housing Problems 59.1 65 L N
III
OJ
cc: Cost Burden> 30% 59.1 65 L N
-..
'ilj
40.9 45 L N
II
NUMBER OF HOUSEHOLDS 100% 14
"C
OJ
..... With Any Housing Problems 100 14 M N
III
OJ
cc: Cost Burden > 30% 100 14 M N
OJ
01
LL 28.6 4 M .N
~
:::R VI NUMBER OF HOUSEHOLDS 100% 85
0 "C
0 "6
.s:::. With Any Housing Problems 88.2 75 H N
(Y') VI
II .s:::.
L. Cost Burden> 30% 88.2 75 H N
V OJ
.s
CD 0 Cost Burden >50% 70.6 60 H N
E <
0 NUMBER OF HOUSEHOLDS
U 100% 160
C
>- With Any Housing Problems 62.5 100 H Y CDBG
"'0 1::
Q} Cost Burden> 30% 62.5 100 H N
(5 '0 .
iIi
..c: 37.5 60 H N
CD
C/)
::J
0 NUMBER OF HOUSEHOLDS 100% 114
"C
J: OJ .~.
..... With Any Housing Problems 74.6 85 M N
III
OJ
cc: Cost Burden> 30% 74.6 85 M N
'ilj
65.8 75 M N
....
Q}
c:
~
0 NUMBER OF HOUSEHOLDS 100% 50
"C
OJ
..... With Any Housina Problems 100 50 M N
III
OJ
cc: Cost Burden> 30% 70 35 M N
OJ
01
70 35 M N
VI NUMBER OF HOUSEHOLDS 100% 69
"C
"6
.s:::. With Any Housing Problems 72.5 50 M N
VI
.s:::.
L. Cost Burden':, 30% 72.5 50 M N
OJ
.s:::.
'0 Cost Burden >50% 72.5 50 M N
<
5 Year Strategic Plan
32
City of Pearland, Texas
NUMBER OF HOUSEHOLDS 100% 65
>- 69.2 45
L:
<lJ Cost Burden > 30% 69.2 45
"0
I-f W
LL 53.8 35
:E
~ NUMBER OF HOUSEHOLDS 100% 273
0 '0
0 Q}
..., 78 213
1tI
l.() Qj
II a:: Cost Burden> 30% 76.6 209
V L. 22 60
0 Q)
.....
4-J c
Q)
0 cr: 100% 68
M 70.6 48
^ 11.8 8
Q) 5.9 4
E
0
u VI NUMBER OF HOUSEHOLDS 100% 123
C '0
'0
I-f .c 91.9 113
VI
"'0 .c
L. Cost Burden > 30% 91.9 113
Q}
0 .c
..., Cost Burden >50% 35.8 44
..c 0
Q) <
V)
:J NUMBER OF HOUSEHOLDS 100% 292
0
I >- 47.3 138
L:
<lJ Cost Burden> 30% 47.3 138
I-f "0
LL w
:E Cost Burden >50% 13.4 39
~ NUMBER OF HOUSEHOLDS
0 100% 149
0 '0
2
00 1tI 79.9 119
II Qj
a:: Cost Burden> 30% 79.9 119
V 29.5 44
0
4-J
0 NUMBER OF HOUSEHOLDS 100% 54
l.() L. 53.7 29
^ Q)
c
Q) ::: Cost Burden> 30% 46.3 25
0
E 27.8 15
0
U NUMBER OF HOUSEHOLDS
C 100% 25
I-f
"'0 100 25
0 Cost Burden> 30% 100 25
VI
..c '0
'0 Cost Burden >50% 100 25
OJ .c
VI
V) .c
:J L.
Q}
0 .c
...,
I 0
<
5 Year Strategic Plan
33
City of Pearland, Texas
NUMBER OF HOUSEHOLDS 100% 28
>- 85.7 24
1:
Q) Cost Burden> 30% 85.7 24
'0
W
14.3 4
NUMBER OF HOUSEHOLDS 100% 315
'0
OJ
OJ 41.3 130
III
n;
0:; Cost Burden> 30% 34.9 110
L- Cost Burden >50% 3.2 ' 10
Q)
....
c:
Q) NUMBER OF HOUSEHOLDS 100% 64
t-t ~
lL 93.8 60
::E Cost Burden > 30% 0 0
~ 0 0
0
0
0:::>
" III NUMBER OF HOUSEHOLDS 100% 200
'0
V '0
.c 7.5 15
III
0 .c
L. Cost Burden> 30% 7.5 15
+oJ OJ
.c
OJ Cost Burden > 50% 0 0
0 0
LO <(
^ NUMBER OF HOUSEHOLDS
100% 365
Q)
E >- 12.3 45
1:
0 Q) Cost Burden> 30% 12.3 45
'0
U W
C Cost Burden >50% 6.8 25
t-t
"0
0 NUMBER OF HOUSEHOLDS 100% 430
'0
.c OJ
OJ 59.3 255
Q) III
n;
en 0:; Cost Burden > 30% 53.5 230
:J
0 Cost Burden >50% 15.1 65
:c L-
Q)
c:
~ NUMBER OF HOUSEHOLDS
0 100% 175
'0
OJ
OJ 57.1 100
III
n;
0:; Cost Burden > 30% 31.4 55
OJ
E' Cost Burden >50% 0 0
III
...J
III NUMBER OF HOUSEHOLDS 100% 170
'0
'0
.c 67.6 115
III
.c
L. Cost Burden > 30% 67.6 115
OJ
fi
0 Cost Burden >50% 14.7 25
<(
-~
5 Year Strategic Plan
34
City of Pearland, Texas
sis Table from CPMP
2. Provide an analysis of how the characteristics of the housing market and
the severity of housing problems ant;l needs of each category of residents
provided the basis for determining the relative priority of each priority
housing need category.
Note: Family and income types may be grouped in the case of closely related categories of
residents where the analysis would apply to more than one family or income type.
The relative priorities for housing by family type and size was determined based on
the percent of the units with housing problems, the income levels and the assumed
ability to maintain standard housing. Elderly and disabled homeowners were
assumed to be less able to repair their houses themselves, resulting in a higher cost
for general maintenance and home repair" than for younger able-bodied homeowners.
Thus, their needs were given the highest priority. Other homeowners were given
medium priority, as they were in need of some assistance in maintaining and
repairing their homes. Elderly and disabled renters have a priority need for more
affordable and accessible rental units. However, as the table above indicates the
2000 FMRs were less than the rent affordable at 30 percent of low-income (50% of
median) renters. Therefore, additional affordable rental units for non-
elderly/disabled were given a low priority. Landlords are expected to maintain their
units in sound condition and the City of Pearland is not able to expend its limited
CDSG funds for the repair of rental units. The City does place a priority on repairs to
owner-occupied units, but with limited CDSG funds is relying at this time on the
regional CHDOs and other nonprofits that provide home repairs.
The City places a priority 'on firsttime homebuyers assistance and on the
development of affordaJ>Je" homeownership homes. However, without being a HOME
Participating Jurisdiction (PJ), the City is not able to fund such projects, but it does
support the work of regional and county CHDOs and nonprofits funded by the State
of Texas and Brazoria County through HOME funds.
5 Year Strategic Plan
35
City of Pearland, Texas
3. Describe the basis for assigning the priority given to each category of
priority needs.
Need coupled with CDBG. funding levels determined the basis for assigning the
priorities given in each category. As indicated above, elderly and disabled
homeowners received the highest priority, followed by other homeowners and elderly
and disabled renters. Except in the areas of firsttime homebuyers assistance, other
renters received a low priority as rents are currently below the affordability level and
landlords are responsible for their own maintenance and repairs. However, the City
encourages nonprofits, particularly County and regional CHDOs, to provide
assistance to renters in purchasing homes.
4. Identify any obstacles to meetina underserved needs.
-..
As with all other categories, the major obstacle to meeting the underserved housing
needs in Pearland is money. Assuming that there is approximately $4,500,000 in
housing repair needs in Pearland in addition to firsttime homebuyers assistance and
need for new affordable housing, it would take nearly 20 years of full CDBG
investment to meet all of the needs. The City is relying on nonprofrts and CHDOs to
assist in meeting the needs, with their using County HOME funds. However, there
have been some issues in Brazoria County utilizing their HOME funds in a timely
manner and in providing affordable housing and first-time homebuyers assistance at
the levels that their HOME allocation would allow.
Pearland has become a bedroom community to the City of Houston. The booming
development in Pearland makes land available for housing development less
affordable than in the areas of the county that are more remote to Houston.
Therefore, the cost of new housing in Pearland exceeds most of the rest of Brazoria
County.
As a result of the cost of land, there is a shortage of subsidized housing in Pearland,
with only one LIHTC property, one other HUD-subsidized apartment complex and no
public housing or Section 8.
, Housing Market AnalYSis (91.210)
*Please also refer to the Housing Market Analysis Table In the Needs.xls workbook
1. Based on information available to the jurisdiction, describe the
significant characteristics of the housing market in terms of supply,
demand, condition, and the cost of housing; the housing stock available
to serve persons with disabilities; and to serve persons with HIV / AIDS
and their families. Data on the housing market should include, to the
extent information is available, an estimate of the number of vacant or
abandoned buildings and whether units in these bUildings are suitable
for rehabilitation.._~ _.
Based on the 2000 Census, the median value of owner-occupied housing in Pearland
was $117,700 and the median rent was $672. Reviewing the on-line rental, sales
5 Year Strategic Plan
36
City of Pearland, Texas
and foreclosure data, it can be seen that the prices have skyrocketed since 2000.
The table and charts below illustrate the rental and purchase prices of housing in
Pearland for May, 2007.
Table 10 - A artment Rental Prices for May, 2007
Number of Low Price High Price
Bedrooms
1
2
3
4+
Figure 11 - Rental Prices for IndiVidually-owned Units in May, 2007
25
20
15
10
5
o.
< $500 $500- $750- $1,000- $1,250 $1,500- $1,750- $2,000
$749 $999 $1,249 $1,499 $1,749 $1,999 +
EI MLS+Newspaper 1 4 8. 8 15 24 23 24
The median rental price for apartments in Pearland is approximately $1,100 per
month, utilities not included. For individually-owned units, the median rental price is
$1,625, utilities not included.
Figure 12 - Asking Price of For-Sale Housing in May, 2007
300
250
>~ ~
...... ~.
200
150
100
50
o
$75- $100- $12 $150- $17 $200- $250 $300 $400
.$99. $124 $149 $174 $199 $249 $299 $399 $99. $~~O
~ .~ - - - - - - ~
---
C Foreclosures 2 11 17 26 44 41 43 44 26 18 4 4 132
iii M..S - Single Fanily 0 2 8 30 113 123 202 252 144 114 41 26 0
Median Askina Price = $202,500
5 Year strategic Plan j I
City of Pearland, Texas
The newly empowered Brazoria County Housing Agency has 560 Section 8 Housing
Choice Vouchers and gives priority placement to the elderly and disabled. However,
less than 10 of the Section 8 participants are located in Pearland at this time. The
City and the County are working to encourage apartment owners to accept Section 8
HCVs and to encourage participants to secure housing in those complexes.
The disabled are a population of concern to Pearland. Based on the 2000 Census,
there were 3,313 adults under the age of 65 with a disability. This is 14.7 percent of
the 21-64 year olds. While 66.8 percent of the non-elderly disabled adults are
employed, many are employed below a livable wage and the 33.2 percent
unemployed are in need of subsidized housing s'upportive housing or assisted living.
This translates into nearly 4,497 elderly and non-elderly disabled adults who may be
in need of some level of subsidized or assisted housing, depending on their
household characteristics. A large percentage of the 4,497 are married or in other
congregate situations, translating into approximately 3,000 households with at least
one elderly or disabled member. According to the HUD-provided Comprehensive
Housing Affordability Strategy (CHAS) data, 214 renters and 761 homeowners have
some level of mobility and/or self-care limitation and are living below 80 percent of
the MSA median income. These households are a high priority for Pearland.
There is one Low-Income Housing Tax Credit property in Pearland. The apartment
complex of 246 general population units was constructed in 2004, with 18 units
specifically for the disabled. There is no accurate information about other rental
units accessible to the disabled for Pearland or Brazoria County alone, but it can be
assumed that the City and County fall in line with the rest of the metropolitan areas
of the South Region. In examining the number of units that are accessible to the
disabled in the HUD Property Owners and.'Managers Microdata file, it can be seen
that there is a significant gap, with 85 percent of single family rental units and 79
percent of multi-family rentals not being accessible.
Figure 13 - Percent of Rental Units Accessible to Disabled
80.00% .
;'y .
100.00%
f,'.
60.00%
40.00%
20.00%
0.00%
Cl Single Family
EI Multi-Family
Yes
11.72%
20.17%
No
85.16%
79.15%
Not reported
3.13%
0.68%
Source: U.S. Dept. of HUp, Property Owners and Managers Microdata File, Analysis
conducted in SPSS .._
There is no information regarding the number of units available to people living with
HIV/AIDS or the number of landlords who refuse rental to those infected with
5 Year Strategic Plan
38
City of Pearland, Texas
HIVjAIDS. There are 60 beds within Galveston and Brazoria Counties for the
chronically homeless, but none are in Pearland and none are designated specifically
for persons living with HIVjAIDS.
In 2000, there were 730 vacant units in Pearland - 20 for sale and 710 for rent.
Since 2000, there have been 11,925 single family housing units constructed for sale,
with an average construction cost (not including land value) of $181,784. Also, since
2000, there have been 738 new rental units constructed, with the vacancy rates
staying at 10 percent or less. Of the vacant rental units, virtually all are habitable
with little or no need for rehabilitation.
2. Describe the number and targeting (income level and type of household
served) of units currently assisted by local, state, or federally funded
programs, and an assessment of whether any such units are expected to
be lost from the assisted housing-inventory for any reason, (i.e.
expiration of Section 8 contracts).
Currently, there is one Low Income Housing Tax Credit property in Pearland with 246
units, and one HUD-subsidized complex, Park Place, with 25 HUD-funded units and a
total of 101 units. The City does not have a public housing authority or management
of Section 8 Housing Choice Vouchers. Brazoria County has 560 Section 8 vouchers.
At this time, less than 10 of the participants are residing in Pearland, primarily in
Park Place, an apartment with 25 HUD-funded units. It is not anticipated that any
units will be lost from the assisted housing inventory and it is anticipated that,
through education, Pearland apartments will begin accepting Section 8 vouchers and
Section 8 participants will begin leasing in Pearland.
3. Indicate how the characteristics of the housing market will influence the
use of funds made available for rental assistance, production of new
units, rehabilitation of old units, or acquisition of existing units. Please
note, the goal of affordable housing is not met by beds in nursing homes.
The housing market in Pearland is a high-end market with few units for low-income
residents. However, the rentals are within the FMRs for the region and are
accessible to moderate-income residents. With the limited CDBG resources of the
City of Pearland, it anticipates using no CDBG funds in the first four years for housing
rehabilitation, but to rehabilitate up to 15 units of elderly owner-occupied housing
during the fifth year. The City is encouraging regional CHDOs to secure Brazoria
County HOME funds for the production of new units and the rehabilitation of older
owner-occupied units in Pearland. Southeast Texas Housing Finance Corporation
(SETH) is working with the County to receive HOME funds for first-time homebuyers
assistance, new construction and rehabilitation, some of which will be taking place in
Pearland. The City and SETH are also working with Habitat for Humanity to assist in
locating and securing land for development of new units using County HOME funds.
5 Year Strategic Plan
39
City of Pearland, Texas
Specific Housing Objectives (91.215(b))
1. Describe the priorities and specific objectives the jurisdiction hopes to
achieve over a specified time period.
The City's primary priority is the rehabilitation of housing owned and occupied by the
elderly and disabled. The City anticipates funding a rehabilitation program during its
fifth year of CDBG funding. Meanwhile, it will be working with County and State
CHDOs to facilitate the development, rehabilitation and purchase of housing using
HOME funds. With the limited resources and the few number of units that are in
need of rehabilitation, general housing rehabilitation is not a high priority for
Pearland.
2. Describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
As stated above, the City intends to work with County and State CHDOs for the
rehabilitation and development of affordable housing and the provision of firsttime
homebuyers assistance. The City also intends to support the development of low
income housing tax credit properties and other low-income properties developed by
such entities as Habitat for Humanity. The cost of land in Pearland is the primary
obstacle for the development of sufficient affordable housing units. To the City's
knowledge there are no additional UHTC or HUD-subsidized projects planned for the
City of Pear/and, however, the existing projects will continue to operate and provide
affordable housing options to residents.
, Needs of Public Housing (91.210(b))
In cooperation with the public housing agency or agencies located within its
boundaries, describe the needs of public housing, including the number of
public housing units in the jurisdiction, the physical condition of such units,
the restoration and revitalization needs of public housing projects within
the jurisdiction, and other factors, inclUding the number of families on
public housing and tenant-based waiting lists and results from the Section
504 needs assessment of public housing projects located within its
boundaries (i.e. assessment of needs of tenants and applicants on waiting
list for accessible units as required by 24 CFR 8.25). The public housing
agency and jurisdiction can use the optional Priority Public Housing Needs
Table (formerly Table 4) of the Consolidated Plan to identify priority public
housing needs to assist in this process.
The City of Pearland is [.lofa Public Housing Authority. Brazoria County, in which the
majority of the residential properties of Pearland lie, has recently become a Section 8
Housing Choice Vouchter provider with 560 vouchers for the entire county.
Currently, only one complex in Pearland accepts Section 8 HCVs from the County.
5 Year Strategic Plan
40
City of Pearland, Texas
One also is a HUD-funded complex and the other recently accepted Section 8
vouchers.
With 798 rental households having incomes less than or equal to 50 percent of the
median (269 <= 30% of MFI), there is a need for subsidized housing within
Pearland. Nearly 77 percent of the renter-occupied households within the 50-
percent income range have a housing cost burden of at least 30 percent. Therefore,
it can be assumed that approximately 614 households would be eligible for Section 8
HCVs through Brazoria County Public Housing Authority if the County had enough
vouchers to cover the need.
-..
Public Housing Strategy (91.210)
1. Describe the public housing agency's strategy to serve the needs of
extremely low-income, low-income, and moderate-income families
residing in the jurisdiction served by the public housing agency
(including families on the public housing and section 8 tenant-based
waiting list), the public housing agency's strategy for addressing the
revitalization and restoration needs of public housing projects within the
jurisdiction and improving the management and operation of such public
housing, and the public housing agency's strategy for improving the
living environment of extremely low,:"income, low-income, and moderate
families residing in public housing. .
There is no public housing authority serving just the City of Pearland. The Brazoria
County Housing Authority has 560 Section 8 Housing Choice Vouchers to cover the
entire county, including Pearland. The PHA is relatively new, having been
established in 2005, and is working to ensure that apartments throughout the
county, including in Pearland, accept Section 8 and that residents applying for
Section 8 are represented throughout entire county. During its first two years of
operation, the BCHA re-certified those participants who were on the State's waiting
list and filled the units with households that the State's program had identified. It
has now issued all 560 vouchers and has a waiting list of 850 within the County.
There is no information readily available as to the number on the waiting list who are
currently residing in Pearland
Currently, the BCHA states that it does not intend to seek funding to develop public
housing; rather it intends to remain a Section 8 provider. According to their 5-Year
Plan, their goals include:
· Maintain or increase Section 8 lease-up rates by establishing payment
standards that will enable families to rent throughout the County, including in
Pearland
· Undertake measures to ensure access to affordable housing among Section 8
families regardless of th,e unit size required.
· Maintain or increa~.e Section 8 lease-up rates by marketing the program to
. owners, particYlarly those outside of areas of minority and poverty
concentration
· Participate in the Consolidated Plan processes for Brazoria County and
Pearland to ensure coordination with broader community strategies
5 Year Strategic Plan
41
City of Pearland, Texas
· Apply for additional Section 8 units should they become available
· Apply for special-purpose vouchers targeting the elderly, should they become
available
· Add a preference to the waiting list for the elderly
· Apply for special-purpose vouchers targeting families with disabilities, should
they become available
· Affirmatively market to local non-profit agencies that assist families with
disabilities
· Add a preference to the waiting list for disable heads of household or spouse
· . Affirmatively market to races/ethnicities shown to have disproportionate
housing needs .
· Counsel Section 8 tenants as to the location of units outside areas of poverty
or minority concentration and assist them in locating the units
· Market the Section 8 program to owners outside areas of poverty/minority
concentrations -- ..
2. Describe the manner in which the plan of the jurisdiction will help
address the needs of public housing and activities it will undertake to
encourage public housing residents to become more involved in
management and participate in homeownership. (NAHA Sec. 105 (b)(ll)
and (91.215 (k))
The City of Pearland will work with Brazoria County PHA to help market the Section 8
program to owners within Pearland as well as to low-income residents within
Pearland. The City will continue to work with Brazoria County PHA in development of
community-wide consolidated plans. .
There are no public housing units in Pearland or Brazoria County. However, the City
will rely on Brazoria County PHA to encourage Section 8 residents to be come more
involved in self-sufficiency programs aimed at homeownership.
3. If the public housing agency is designated as "troubled" by HUD or
otherwise is performing poorly, the jurisdiction shall describe the
manner in which it will provide financial or other assistance in improving
its operations to remove such designation. (NAHA Sec. 105 (g))
Not Applicable - the Brazoria County PHA, serving Pearland, .is not a
troubled PHA
....-...
5 Year Strategic Plan
42
City of Pearland, Texas
Barriers to Affordable Housing (91.210(e) and 91.215(f))
1. Explain whether the cost of housing or the incentives to develop,
maintain, or improve affordable housing are affected by public policies,
particularly those of the local jurisdiction. Such policies include tax
policy affecting land and other property, land use controls, zoning
ordinances, building codes, fees and charges, growth limits, and policies
that affect the return on residential investment.
Low-Moderate income residents encounter significant difficulty in locating an
affordable home to purchase. The Texas Housing Affordability Index (THAI) for First
Time Home Buyers indicates the ratio of median household income to the income
required to buy the median-priced home using currently avail,able mortgage
financing. Brazoria County has a THAI of 1.09 indicating that a household earning
just over the median for the area can afford to purchase a home. However, census
data reports that 53 percent of the rental households in Pearland earn 80% or less of
the median income, thus making homeownership impossible for many residents.
New housing is, for the most part, higher priced and not affordable to the low- to
moderate-income.
Zoning: The Zoning Regulations and other land use policies in the City do not
appear to be a barrier to affordable housing. Requirements for minimum street
frontage, setbacks, density requirements, or off-site improvements do not impose
impediments to new or infill housing development. The Comprehensive Plan and
Zoning regulations have in place three levels of residential development - low-
density, medium-density and high-density areas that do not impede the
development of affordable housing on in-fill lots. The R-l, or highest level, usually
has minimum lot and building size/type requirements but R-l and R-2 are off-set by
less restrictive and more affordable options. The City's zoning ordinance does not
set minimum building size requirements that exceed the local housing or health
code. Specific requirements for setbacks, lot sizes, dwelling sizes and others, such as
existence and size of garages, provide a barrier to the construction of affordable
housing, but do not impede fair housing choice. The City does not allow new mobile
home parks or mobile homes on subdivision lots; however, there is sufficient
unincorporated land for mobile and manufactured housing just outside the city limits.
Building Codes: Pearland has adopted the following building codes: International
Building Code International Residential Code (2000 Edition); International Energy
Conservation Code International Mechanical Code (2000 Edition); and International
Fuel Code. These codes are reasonable standards for construction and rehabilitation
within the cities and do not appear to hinder the development of affordable housing
but rather enforce acceptable, uniform building standards to ensure the safety of
residents residing in affordable housing units.
Tax Issues: The City of Pearland has created a Tax Increment Reinvestment Zone
within the City. A TIRZ is a specific geographic area defined by the City Council. For
the duration of a TIRZ (no 'more than 30 years) the property taxes from the
increased value due to-development within the TIRZ is "captured" and placed in a
separate fund administered by the City. The captured ta'x proceeds can only be used
to pay for eligible public improvements, such as streets, drainage, utilities, and
pUblic facilities, within the zone. The concept is that the new taxes from new
5 Year Strategic Plan
43
City of Pearland, Texas
developed are reinvested within the zone that created the additional value. Property
owners within the zone continue to pay the full taxes that are due, so a TIRZ does
not create a tax abatement situation.
City Boards: Pearland provide opportunities for citizen input and involvement in the
planning and development process through voluntary involvement in local boards
and committees.
2. Describe the strategy to remove or ameliorate negative effects of pUblic
policies that serve as barriers to affordable housing, except that, if a
State requires a unit of general local government to submit a regulatory
barrier assessment that is SUbstantially equivalent to the information
required under this part, as determined by HUD, the unit of general local
government may submit that assessment to HUD and it shall be
considered to have complied with this requirement.
There are no public or private policies that contributed to the concentration of
racial/ethnic minorities and building codes and the zoning ordinance do not impede
or limit the development or improvement of affordable housing in Pearland.
Affordability is compromised compared with unincorporated areas, but fair housing
choice is not. For example, the requirements for lot size and dwelling size, including
garage size, hinder the development of an R-l or R-2 single family residential
subdivision that is affordable to the low- to moderate-income residents. However,
mUlti-family units can be constructed affordably, given available affordable land.
And, none of the regulations impede fair housing choice or discriminate based on
race, creed, color, national, origin, family structure, age or disability. In fact, a Low
Income Housing Tax Credit property was constructed in 2004 within Pearland.
Brazoria County's new public housing authority provides local oversight and
management of Section 8 Housing Choice Vouchers, making the County better able
to address the needs of the low- and very-low-income residents in all areas,
including Pearland. The County works with the Section 8 households to ensure that
apartments and single family rentals do not discriminate against Section 8 tenants
and that the units meet Housing Quality Standards. The County is not able to legally
require that a landlord permit Section 8 HCVs, however the County can, and does,
educate landlords about the Section 8 program and renting to Section 8 households.
The City of Pearland is committed to working with the Housing Authority to ensure
that landlords within the City are educated about Section 8.
.......,-
5 Year Strategic Plan
44
City of Pearland, Texas
HOMELESS
- - -- -- .-- --- --~- -
Homeless Needs (91.205 (b) and 91.215 (e))
*Please also refer to the Homeless Needs Table in the Needs.xls workbook
Homeless Needs- The jurisdiction must provide a concise summary of the
nature and extent of homelessness in the jurisdiction, (including rural
homelessness and chronic homelessness where applicable), addressing
separately the need for facilities and services for homeless persons and
homeless families with children, both sheltered and unsheltered, and
homeless subpopulations, in accordance with Table lA. The summary must
include the characteristics and needs of low-income individuals and
children, (especially extremely low-income) who are currently housed but
are at imminent risk of either residing in shelters or becoming unsheltered.
In addition, to the extent information is available, the plan must include a
description of the nature and extent of homelessness by racial and ethnic
group. A quantitative analysis is not required. If a jurisdiction provides
estimates of the at-risk population(s), it should also include a description of
the operational definition of the at-risk group and the methodology used to
generate the estimates.
The Gulf Coast Homeless Coalition represesnts Galveston, Brazoria, Chambers and
Liberty Counties. Each year, they conduct a homeless census for these counties.
Below is the result of their 2007 survey for Brazoria County:
Table 11 - Homeless Population in Brazoria County
Actual Annual
Brazoria Totals Count Prevalence
Total Homeless 28 28
Total Single Individuals 13 13
Total Families 5 5
Total Persons in Families 15 15
Total Chronically Homeless 11 11
Averaae Days Homeless 349 349
Males Counted 13 13
Females Counted 15 15
Source: Gulf Coast Homeless Coalition
According to the Gulf Coast Homeless Coalition, there were no concentrations of
homeless in Pearland. The greatest need listed by the homeless that were surveyed
in Brazoria County was permanent housing, both permanent supportive housing for
chronically homeless and subsidized housing, such as Section 8 or Low Income
Housing Tax Credit units for those who are homeless due to reasons other than
mental illness, chronic substance abuse or other disability. As can be seen from the
table, the average lengtb 'of homelessness for Brazoria County individuals is nearly
one year, with more than one-third of the homeless being chronically homeless.
5 Year Strategic Plan
45
City of Pearland, Texas
The City of Pearland has no shelter or transitional living beds. There are 64 shelter
beds in Brazoria County, with only 16 in the northern half near Pearland, all for
female victims of domestic violence and their children. The Salvation Army, in
Freeport, is the only shelter within Brazoria County for men. There are only 5
transitional living beds in Brazoria County. The Gulf Coast Center has 15 permanent
supportive housing beds through the Continuum of Care funding process.
, Priority Homeless Needs
1. Using the results of the Continuum of Care planning process, identify the
jurisdiction's homeless and homeless prevention priorities specified in
Table lA, the Homeless and SpeclafNeeds Populations Chart. The
description of the jurisdiction's choice of priority needs and allocation
priorities must be based on reliable data meeting HUD standards and
should reflect the required consultation with homeless assistance
providers, homeless persons, and other concerned citizens regarding the
needs of homeless families with children and individuals. The
jurisdiction must provide an analysis of how the needs of each category
of residents provided the basis for determining the relative priority of
each priority homeless need category. A separate brief narrative should
be directed to addressing gaps in services and housing for the sheltered
and unsheltered chronic homeless.
2. A community should give a high priority to chronically homeless persons,
where the jurisdiction identifies sheltered and unsheltered chronic
homeless persons in its Homeless Needs Table - Homeless Populations
and Subpopulations.
Below is a table of the unmet needs for the counties represented by the Gulf Coast
Homeless Coalition, including Brazoria County and the City of Pearland. The
Coalition does not provide separate tables for each County or Entitlement
Jurisdiction.
5 Year Strategic Plan
46
City of Pearland, Texas
Table 12 - CofC Homeless Population and Subpopulations for Brazoria &
Galveston Counties (1/27/07)*
Part 1: Homeless Sheltered Unsheltered Total
Population
Emergency Transitional
1. Number of Households with
Dependent Children 3 0 2 5
1a. Total Number of Persons in
these Households 7 0 8 15
2. Number of Households without
Dependent Children 142 35 75 252
2a. Total Number of Persons in
these Households 142 35 75 252
Total Persons
(Add Lines 1a and 2a) 149-_ .. 35 83 267
Part 2: Homeless Sheltered Unsheltered Total
Subpopulations
a. Chronically Homeless 18 22 40
b. Severely Mentally III 40 22 62
c. Chronic Substance Abuse 32 29 61
d. Veterans 0 5 5
e. Persons with HIV1AIDS 4 2 6
f. Victims of Domestic Violence 8 2 10
Q. Unaccompanied Youth 0 0 0
* From the 2007 Exhibit 1 of the Continuum of Care Application from Gulf Coast Homeless
Coalition
Homeless Inventory (91.210(c))
The jurisdiction shall provide a concise summary of the existing facilities
and services (including a brief inventory) that assist homeless persons and
families with children and subpopulations identified in Table IA. These
include outreach and assessment, emergency shelters and services,
transitional housing, permanent supportive housing, access to permanent
housing, and activities to prevent low-income individuals and families with
children (especially extremely low-income) from becoming homeless. The
jurisdiction can use the optional Continuum of Care Housing Activity Chart
and Service Activity Chart to meet this requirement.
There are no existing shelter or transitional living facilities within the City of
Pearland. Neighborhood Centers provides outreach, assessment and homeless
prevention services. The shelter, transitional living and permanent housing providers
are located in other areas of Brazoria and Galveston Counties. Below is a table of
the housing inventory as outlined in the 2007 Homeless Continuum of Care
Application of the Gulf Coast Homeless Coalition. Only those beds located in Brazoria
County are listed. '
5 Year Strategic Plan
47
City of Pearland, Texas
b
f
. C
*
Ta Ie 13 - CofC Housina Inventory Chart Summaries or Brazoria ounty
Emeraency Shelters
Provider Facility Target. Year Round Total Year-
Pop Round
Units
Fam Fam Indiv.
Units Beds Beds
The Salveation The Salvation M 0 0 18 18
Army-Freeport Armv
Brazoria County Southern FCjDV 0 24 6 30
Women's Crisis Brazoria County
Center Women's Crisis
Center
Brazoria County Northern FCjDV 0 13 3 16
Women's Crisis Brazoria County --.,
Center** Women's Crisis
Center
Transitional Housina
Brazoria County No-Name FCjDV 2 4 0 4
Women's Crisis Southern
Center Brazoria County
Women's Crisis
Center
Brazoria County No-Name SFjDV 1 0 1 1
Women's Crisis Northern
Center** Brazoria County
Women's Crisis
Center
Permanent SUDI ortive Housina
The Gulf Coast Permanent SMF 0 0 15 15
Center Supportive
Housing III
* Brazoria County Only, as reported in 2007 CofC Application
** Shaded projects are in close proximity to City of Pearland
~.... ."
5 Year Strategic Plan
48
City of Pearland, Texas
I Homeless Strategic Plan (91.215(c))
1. Homelessness- Describe the jurisdiction's strategy for developing a
system to address homelessness and the priority needs of homeless
persons and families (including the subpopulations identified in the
needs section). The jurisdiction's strategy must consider the housing
and supportive services needed in each stage of the process which
includes preventing homelessness, outreach/assessment, emergency
shelters and services, transitional housing, and helping homeless
persons (especially any persons that are chronically homeless) make the
transition to permanent housing and independent living. The jurisdiction
must also describe its strategy f01"- helping extremely low- and low-
income individuals and families who are at imminent risk of becoming
homeless.
The City of Pearland has contacted the Gulf Coast Homeless Coalition and will begin
participating in its meetings, programs and activities. In addition, the City will
encourage other service providers to become a part of the Coalition and to
participate in activities that will prevent homelessness and assist homeless persons
in transitioning into independent or permanent supportive housing. The City will
work with the Brazoria County Public Housing Authority to ensure that City residents
who qualify for Section 8 HCVs are on the waiting list and are assisted in securing
housing in or near Pearland.
During the first year of Entitlement designation, the City of Pearland will be funding
Neighborhood Centers, Inc. to provide emergency utility and rental assistance to
prevent homelessness. The City will work with Neighborhood Centers to assist the
agency in accessing Emergency Shelter Grant funds for homeless prevention
activities. In addition, the City will be funding literacy programs that will help
participants to secure higher-paying jobs, thus enabling them to cycle out of poverty
and the threat of homelessness.
Each public hearing and community meeting conducted by the City will have a
section devoted to homeless issues and educating the residents on the programs
available to them for homeless prevention and services.
The table below from the CPMP Needs tables illustrates the estimated homeless for
Pearland and the priorities for funding housing and service providers.
5 Year Strategic Plan
49
City of Pearland, Texas
Part 3: Homeless Needs Table:
Individuals -- Pear/and Only
Table 14 - Priorities for Homeless Services
>-Q}
~:o
c: l\l
Q}-
... .-
... l\l
::J >
U<(
VI
1:l
(l)
(l)
z
0. i~ Ji
m
~
2
3
5
10
1Il
"0
Q}
[0
Emer enc Shelters
Transitional Housin
Permanent Supportive Housing
0.
m
~
5 0 5 M N
5 0 5 M N
0 0 0 L N
10 0 10 M N
Total
Chronicall Homeless
!r;:'~:~.~~:~:~j~.~;E~~~~~~'i'_.
Part 4: Homeless Needs Table:
Families-- Pear/and Only
1Il
"0
Q}
[0
Emer enc Shelters
Transitional Housin
Permanent Supportive Housing
Total
2. Chronic homelessness-Describe the jurisdiction's strategy for
eliminating chronic homelessness by 2012. This should include the
strategy for helping homeless persons make the transition to permanent
housing and independent living. This strategy should, to the maximum
extent feasible, be coordinate'd with the strategy presented Exhibit 1 of
the Continuum of Care (CoC) application and any other strategy or plan
to eliminate chronic homelessness. Also describe, in a narrative,
relationships and efforts to coordinate the Con plan, CoC, and any other
strategy or plan to address chronic homelessness.
According to the Gulf Coast Homeless Coalition, there have been no identified
chronically homeless in the City of Pearland. However, the City is committed to
assisting housing and service providers in addressing the issue should it arise. One
of the causes of chronic homelessness is disability and the City of Pearland is
providing CDBG funding to Forgotten Angels, Inc., an agency that provides group
homes for mentally and physically disabled adults. By providing permanent
supportive housing in a group home environment, Forgotten Angels helps in
preventing chronic homelessness. Their 9 homes provide supportive housing for
approximately 50 disabled adults. .
The 2007 Continuum of Care application for the Gulf Coast Homeless Coalition lists a
number of action steps it intends to undertake to end chronic homelessness by 2012.
These steps include:
· Creation of new permanent housing beds for chronically homeless through
application to HUD, local Entitlement and Participating Jurisdictions and
local foundations
· Increase the perce,ntage of homeless persons staying in permanent
housing over 6 months by encouraging providers to seek additional
supportive service funds and by assisting agencies in developing
successful retention strategies
· Increase the percentage of homeless persons moving from transitional
housing to permanent housing by assisting the transitional housing
5 Year Strategic Plan
50
City of Pearland, Texas
agencies in providing tools to self-sufficiency to their clients, screening all
consumers to better determine eligibility for entitlement programs,
helping transitional housing residents apply for mainstream benefits,
educate transitional housing agencies on mainstream programs, and
evaluate the transitional housing agencies' provision of self-sufficiency
training
· Increase the percentage of homeless persons employed at exit by
developing relationships with potential employers, providing job-specific
training and remedial education
· Insure that the CofC has a functional HMIS system by developing a
strategic plan and implementing it
One of the major barriers listed in the CofC application is the lack of interest among
housing authorities within the Coalition's jurisdiction to develop SRO or other Shelter
Plus Care housing. ~---
3. Homelessness Prevention-Describe the jurisdiction's strategy to help
prevent homelessness for individuals and families with children who are
at imminent risk of becoming homeless.
The City of Pearland will work closely with the Gulf Coast Homeless Coalition and
local agencies that provide assistance aimed at the prevention of homelessness.
During this first year as an Entitlement Jurisdiction, the City is funding two programs
that provide literacy education and life skills training to improve earning power and
prevent homelessness. In addition, the City is funding emergency utility and rental
assistance for those in eminent danger of homelessness. The City will provide
technical assistance to agencies in accessing additional funding to expand their
programs and to outreach to a broader population.
The City of Pearland will rely heavily on the Coalition as it conducts its monthly
meetings aimed at achieving its goals of preventing homelessness. One primary goal
of the Coalition is to secure funding for a full-time CofC coordinator and the City of
Pearland agrees with this goal and will provide whatever technical assistance it can
to help ensure this comes to fruition.
4. Institutional Structure-Briefly describe the institutional structure,
inclUding private industry, non-profit organizations, and public
institutions, through which the jurisdiction will carry out its
homelessness strategy.
The City of Pearland will defer to the Gulf Coast Homeless Coalition and to Brazoria
County, which receives HOME, ESGP and Section 8 HCV funds to spearhead the
efforts in carrying out the homelessness strategy. The City's role will be one of
support and technical assistance as needed.
5. Discharge Coordination POlicy-Every jurisdiction receiving McKinney-
Vento Homeless Assistance Act Emergency Shelter Grant (ESG),
Supportive Housing, Shelter Plus Care, or Section 8 SRO Program funds
must develop and implement a Discharge Coordination Policy, to the
maximum extent pulcticable. Such a policy should include "policies and
protocols for the discharge of persons from publicly funded institutions
or systems of care (such as health care facilities, foster care or other
youth facilities, or correction programs and institutions) in order to
5 Year Strategic Plan
51
City of Pearland, Texas
prevent such discharge from immediately resulting in homelessness for
such persons." The jurisdiction should describe its planned activities to
implement a cohesive, community-wide Discharge Coordination Policy,
and how the community will move toward such a policy.
The City of Pearland does not receive ESG, SHP, S+C or Section 8 SRO funds and
does not have a discharge coordination policy. However, the City falls within the
jurisdiction of the Gulf Coast Homeless Coalition which does have a discharge
coordination policy as outlined in the Exhibit 1 of their annual CofC application.
Below is a summary of that plan, extracted from the 2007 CofC application, as it
pertains to the entire Coalition service area: .
Foster Care:
For each individual in foster care, housing is a component of individual service
plans not only throughout the tenure in foster care but also upon release.
Therefore, youth who leave or age out of foster care are not discharged into
homelessness. Rather, their case managers help them acquire suitable
housing. Children's Protective Services (CPS), and agencies such as The
Children's Center that house children in foster care, have case managers who
arrange for youth leaving foster care to obtain either their own apartments or,
for those who cannot live independently, shelter at a subsidized housing
program. For example, young adults who need additional services before
living unsupervised enter The Children's Center's transitional housing program
until they reach 22 years of age. Also, Galveston County's CPS implemented a
specific program, Circle of Support: PAL (Preparation for Adult Living)
Program, which moves youth aging out of foster care into housing. As with
case managers at the Children's Center's transitional housing program, CPS
case managers provide independent living skills, job training, education, and
other services that support PAL participants' move to housing. The PAL
Program helps those who cannot support themselves access housing as well
as supportive services either locally or in Harris County. Because individuals
in foster care are wards of the State, they are not considered homeless, and
their housing is not funded through McKinney-Vento.
Health Care:
Health care providers have discharge protocols for patients who are
homeless. However, because existing policy allows for the discharge of
patients into homelessness, the CofC is working to change it. Currently, social
workers at both University of Texas Medical Branch of Galveston (UTMB, this
area's primary provider of indigent health care) and Mainland Community
Hospital screen patients to identify those who are homeless. Both health care
providers discharge homeless individuals in the same manner as other
patients, and persons are free to leave upon release, regardless of housing
status. UTMB's social workers refer persons who have identified themselves
as homeless to the Salvation Army in Galveston. With the patients'
permission, or at the patients' request, social workers can notify the Salvation
Army of needs for shelter, transportation, or other services. Should patients
who are homeless require medical aftercare or daily fOllOW-Up, UTMB arranges
shelter. The hospitAl has contracts with a local motel and the Salvation Army,
and the hospital-.:;overs the costs of rooms during the treatment period.
The Coalition has contacted UTMB's Director of Social Work to discuss the
following changes in the hospitals' discharge policy:
5 Year Strategic Plan
52
City of Pearland, Texas
1) UTMB will inform mental health liaisons, who enroll patients in
mental health services prior to their discharge, about any such
patients who also are homeless.
2) Discharge staff will distribute the Coalition's Homeless Resource
Cards to patients who are homeless.
3) Hospital staff will refer patients who are homeless to a list of
housing resources available.
4) Discharge staff will contact specific Coalition members to transport
discharged patients to housing providers, rather than expecting them
to make the housing contact on their own.
UTMB's Director of Social Work stated that UTMB's case managers will make
referrals to these resources and disseminate homeless resource information
to patients during screenings. _Tl}e Coalition's Discharge Committee will
maintain contact and monitor discharge data.
The Coalition acknowledges that the shortage of beds for homeless
populations to be discharged into poses obstacles. Most non-emergency
shelter beds in the CoC are funded through McKinney-Vento. Therefore,
unless and until a bed is available elsewhere; the majority of individuals who
are homeless have little choice other than release to an emergency shelter or
a program funded through McKinney-Vento.
Mental Health:
In Texas, housing is not a discharge requirement for persons in mental
facilities, and the State provides no funds for residential placement. However,
Texas has discharge protocols for mental health patients. State mental
institutions discharge to Texas's Mental Health Mental Retardation Centers
("centers"). State policy requires that the mental hospitals and the Centers
develop joint treatment plans for each patient, to include a discharge plan
that covers housing. Usually, patients return to the housing they occupied
prior to hospitalization. Persons who are homeless or who do not have a
suitable living situation may, per their joint treatment plan, be released to the
care of a Center, whose case managers help them locate housing. In some
cases, but only as a last resort, discharged patients may be placed in an
emergency shelter until more permanent housing can be arranged.
Board-and-carefacilities are one option for persons who are homeless and
who have SS!. The Gulf Coast Center, this CofC's Mental Health Mental
Retardation center, works with the local chapter of the National Alliance for
the Mentally III (NAMI) to find beds at licensed board-and-care facilities.
Another local option is a new project in development by The Gulf Coast Center
("the Center"). The Center is finalizing a short-term, 12-bed residential
treatment facility for persons with mental illness who have Medicaid benefits.
The program will use rehabilitation dollars and offer rehabilitation as well as
case management-including housing location-to persons with short-term
mental health needs. The program is designed to house and help persons who
are discharged from the State hospital or jail and who need more time
(generally two to Jour months, but possibly longer) to stabilize before re-
entering the community. The Center has allocated one bed in the facility that
can serve anyone who needs emergency respite, regardless of Medicaid
status. The program's case managers will locate more permanent housing for
consumers who need it.
5 Year Strategic Plan
53
City of Pearland, Texas
One final mental health protocol is in place locally, at UTMB of Galveston. The
Gulf Coast Center has two liaisons who conduct discharge planning and work
with that hospital's mental health department. The mental health liaisons
arrange for enrollment in treatment at the Center, case management, and
housing (at the facilities described above) for mental health patients who are
homeless.
Corrections:
Although the Gulf Coast Homeless Coalition and the Gulf Coast Center are in
Galveston, these entities have a responsibility to Brazoria County and
Pearland and jail operating procedures in Galveston may impact a situation in
Pearland.
Prisons-The Texas Department of Criminal Justice (TDCJ) requires that
inmates have housing in place prior to their release. No one is discharged into
homelessness. Inmates who lack an established residence are discharged into
TDCJ-approved group homes. Probation staff ensure inmates' housing is
appropriate to their specific needs (~.g., mental illness) and that support
services are readily accessible. To attend to inmates with mental illness,
Brazoria County and The Gulf Coast Center (MHMR) have a Memorandum of
Understanding (MOU) that places a mental health liaison at the prison to
treat, monitor, and assess incarcerated individuals as well as to connect them
to mental health services prior to discharge. The discharge plan includes
appropriate housing. TDCJ considers emergency shelters only as a last resort.
--..,
Jails-Jails in the City of Galveston- and Galveston County have a common
discharge policy for the homeless, but the CofC is working to change it. The
jails' policy is to discharge the homeless to the street or to the Salvation Army
shelter. Also, jail staff do not distinguish homeless inmates from others;
incarcerated individuals must identify themselves to jail staff. As in Brazoria
County, The Gulf Coast Center has jail liaisons who identify and work with
inmates with mental illness by providing case management during and after
incarceration. For members of the mental health subpopulation who are
homeless, the liaisons attempt to arrange for housing as well.
The CofC maintains that mental health jail liaisons who visit the jails daily can
identify all persons who are homeless, inform the CofC, and conduct a needs
assessment. The CofC can have the agency most appropriate for each inmate
provide case management, initiate discharge planning, and arrange for
housing as well as services immediately upon discharge. The CofC has
proposed the following discharge policy changes to Galveston city and county
jails:
1) Use identifiers (e.g., color-coded files) for persons who are homeless
2) Contact a homeless liaison prior to discharge to arrange for housing
3) Release during regular working hours (when the person can be picked
up)
4) Work with the, CofC to transport discharged persons directly to
housing. CQfC members have volunteered vans and staff to pick up
discharged- individuals and drive them to housing.
While jail staff find these strategies ideal, they have named these obstacles:
1) Knowing which incarcerated persons are homeless
2) Having time to notify liaisons of release dates
5 Year Strategic Plan
54
City of Pearland, Texas
3) Keeping a person at the jail until transportation arrives. (These
persons are free to leave and cannot be made to wait.)
4) Releasing persons only during working hours if that does not coincide
with their release time and date. Persons cannot be kept past their
scheduled release time and date.
The CofC will continue discussions with jail staff to address these concerns
and reduce the number of homeless discharged onto the street. The CofC has
attached its discharge plan to the lO-Year Plan to End Homelessness. Because
stakeholders will review that component of the Plan, adding it makes
changing discharge policies part of the cor:nmunity dialogue.
, Emergencv Shelter Grants (ESG)
(States only) Describe the process for awarding grants to State recipients,
and a description of how the allocation will be made available to units of
local government. .
Not Applicable
5 Year Strategic Plan
55
City of Pearland, Texas
COMMUNITY DEVELOPMENT
.--- ..-- ~ . ----. - ~_. - -" ~ --. -
, Community Development (91.215(e))
*Please also refer to the Community Development Table in the Needs.xls workbook
1. Identify the jurisdiction's priority non-housing community development
needs eligible for assistance by CDBG eligibility category specified in the
Community Development Needs Table (formerly Table 2B), - i.e., public
facilities, public improvements, public services and economic
development.
The City of Pearland has two primary goals in addressing the community
development needs of the community. The first goal is to provide the allowable 15
percent funding to public service projects. With this goal, the City expects to provide
the extra funds necessary for agencies to better meet the needs of the special
populations and low- to moderate-income residents in Pearland. Though the funds
are limited, these dollars will allow the public service agencies to provide extra
services to expand their continuity of care or to provide existing services to
additional residents of Pearland.
Through public participation, meeting with service providers and reviewing Census
and other data, the City as determined which eligible services have a high, medium
or low priority. The table below, extracted from the CPMP Needs table, lists the
activities and their priorities. Not all of the services, even with a high priority, will be
funded using COSG dollars, but the City is committed to funding as many eligible
projects that apply through the competitive grant process as possible. Those areas
shaded in green indicate the City's intention to provide some CDBG funding,
assuming that service providers will apply for the funds and have the capacity to
carry out the activities. As more public service agencies build capacity, more
services may be funded through COBG.
5 Year Strategic Plan
56
City of Pearland, Texas
H
H
H
H
H
H
H
H
M
M
M
M
M
M
M
M
M
M
L
L
L
The second goal of the City is to fund needed infrastructure and facility projects,
especially those that are not currently in the Capital Improvements Program.
Improving the health, safety and welfare of, residents is the primary consideration for
the capital projects. Therefore, the ones with highest priority are sidewalks, street
improvements, flood control/drainage, parks and green space, and improved water
and sewer service. In non-capital projects, planning and administration along with
technical assistance to nonprofits are high priorities. The table below provides the
priorities assigned to each eligible activity receiving a high or medium designation.
Those with low priority are not listed but can be found in the CPMP Needs
spreadsheet.
5 Year Strategic Plan
57
City of Pearland, Texas
H
H
H
H
H
H
H
H
M
M
M
M
M
M
M
M
M
M
.M
M
M
M
M
M
M
As with the public services table, those areas highlighted in green indicate projects to
which the City anticipates providing CDBG assistance during the next five years, if
the funds are available.
2. Describe the basis for assigning the priority given to each category of
priority needs.
The priorities were determined through a number of inputs. First, the City reviewed
available quantitative data about the number of disabled and elderly residents,
youth, children in need of childcare and housing in possible need of repair. Using
federal, state and local data, the City determined the level of public service needs in
the community. The City consulted with a number of public agencies, including
Houston Galveston Area Council - the regional council of governments - the involved
and bordering counties, state agencies and the Pearland Independent School District.
Nonprofits providing public services were contacted and asked to quantify the level
of need for the services they provide and other services required by their clientele.
Attendees of public hearings were asked to fill out survey forms prioritizing need as
well as encouraged to voice their concerns and needs.
For public service projects, the absolute need was tempered by the availability of
agencies to provide tb.e 'heeded services. Needs being addressed currently by
service providers ranked high since there is a capacity to increase or enhance
existing services. Needs for which no eligible nonprofit is available were not ranked
as highly since the likelihood of the need being addressed with CDBG funds during
5 Year Strategic Plan
58
City of Pearland, Texas
the next five years is slim. It will require significant technical assistance and non-
federal resources to prepare new agencies to provide the needed services.
For capital projects, input from the public during public hearings, the annual
nonprofit summit and City departments was coupled with information from the City's
Comprehensive Plan, Capital Improvement Plan and bond plans. Elected officials
were asked to give their priorities based on the needs they see in the community.
As a result, sidewalks, especially near schools, flood control/drainage, parks/open
space and street improvements ranked highest. Water/sewer improvements,
neighborhood centers, youth facilities and seni~r centers ranked next, followed by
code enforcement. HOME-based projects, such ,as first-time homebuyers assistance
were rated as priorities among citizens, and the City will be working with Brazoria
County to ensure that HOME funds can be spent in the Pearland area for such
projects.
--..
In addition to general program administration, capacity building for nonprofits
appears to be s serious need in the community. Therefore, the City will commit part
of its administration budget to providing technical assistance to nonprofits serving
Pearland residents. Included in the capacity building will be assistance in identifying
potential funding sources other than CDBG. Fair Housing is a priority in Pearland and
administration funds will be spent for developing an Analysis of Impediments and
Fair Housing Plan as well as annual fair housing activities.
High ratings have been reserved for those projects which not only have the greatest
need but which can be addressed through the available CDBG funding provided to
available agencies or within the City. A low.rating does not indicate a lack of need or
lack of importance placed on the need; rather it indicates the lack of capacity and
resources to adequately address the need during the next five years. Technical
assistance will play a positive role in building the capacity of agencies to address
those low-ranked needs in future plans.
3. Identify any obstacles to meeting underserved needs.
As with all issues in the community, money is the primary obstacle in adequately
addressing the needs. Public service funding has been hard-hit by events such as
Hurricanes Katrina and Rita that have stretched the agencies' resources beyond
normal capacity while reducing the amount of funding available through foundations,
individuals and public sources. Transportation is a major obstacle to meeting the
underserved public service needs of the City. With no public transportation and only
limited subsidized transportation through CONNECT, those in greatest need are not
able to fully access existing services.
Another obstacle in meeting the public service needs is agency capacity. While there
are several strong agencies serving the Pearland area, there are many emerging
programs with very limited capacity. Therefore, the City is committed to providing
technical assistance to those agencies to increase their succ'ess in developing,
funding and implementing programs.
While the City has a very aggressive and successful economic development program,
most of the employment is retail and service related. The City of Pearland has a
housing/jobs mismatch as the employment is predominately below-median retail and
service while the housing is predominately above the region's median cost. As a
5 Year Strategic Plan
59
City of Pearland, Texas
result, not only the lack of intra-city transportation, but the lack of inter-city
transportation is a barrier to economic development in the city.
An obstacle facing the City with regards to capital improvements is the rapid growth
of the city. Providing new services and infrastructure to both newly developed and
newly annexed areas along with maintaining and improving existing capacity in the
older areas is an obstacle the City faces on a daily basis. As rural areas are annexed
into the city, the infrastructure, particularly streets, sidewalks, streetlights and traffic
controls are absent or lacking. Therefore, the City must upgrade newly annexed
areas along with existing core areas of the city. ,
4. Identify specific long-term and short-term community development
objectives (including economic development activities that create jobs),
developed in accordance with the statutory goals described in section 24
CFR 91.1 and the primary objective"of the CDBG program to provide
decent housing and a suitable living environment and expand economic
opportunities, principally for low- and moderate-income persons.
NOTE: Each specific objective developed to address a priority need, must be Identified by
number and contain proposed accomplishments, the time period (i.e., one, two, three, or
more years), and annual program year numeric goals the jurisdiction hopes to achieve in
quantitative terms, or in other measurable terms as identified and defined by the
jurisdiction.
For each of the activities identified above with a "high" priority, the following table
(consistent with HUD Table 26) provides performance measurement output goals;
While the City will encourage the implementation of those medium- and low-priority
activities, it does not expect adequate CDS'G funding to be available to support the
activities. Therefore, accomplishment goals are not provided.
All proposed and projected accomplishments are five-year goals based on the
presumption of continued funding at the PY 2007 level or higher as well as the
willingness of private nonprofit agencies to provide the serviCes with the available
funding. Accomplishments may change if funding is reduced or there is a significant
change in the anticipated response by nonprofits.
5 Year Strategic Plan
60
City of Pearland, Texas
ommunltv eve opmen c IVI les
Activitv AccomDlishment Units Goals
05A Senior Services 01-Peoole 100
05B Handicapped Services. o l-Peoole 45
05D Youth Services 01-Peoole 450
05E Transportation 01-Peoole 50
05G Battered & Abused Soouses 01-Peoole 45
05H Employment Trainina 01-Peoole 150
05N Abused & Neglected Children 01-People 45
050 Subsistence Payments 01-Peoole 200
03A Senior Centers 01-People 500
ll-Public Facilities 1 enhanced
03F Parks, Recreational Facilities Ol':'-People 500
11~Public Facilities 1 pa rk
imorovement
031 Flood/Drainage Improvements 01-People 1,500
ll-Public Facilities (Linear 2,000 linear
Feet) feet
03K Street Improvements 01-People 1,550
ll-Public Facilities (Linear 1,000 linear
Feet) feet
03L Sidewalks 01-People 3,500
ll-Public Facilities (Linear 5,000 linear
Feet) feet
Table 17 - S-Year Accomplishment Goals for Anticipated
C "D I tAt" "t"
Anti-poverty Strategy (91.215(h))
1. Describe the jurisdiction's goals, programs, and policies for reducing the
number of poverty level families (as defined by the Office of
Management and Budget and revised annually). In consultation with
other appropriate public and private agencies, (i.e. TANF agency) state
how the jurisdiction's goals, programs, and policies for producing and
preserving affordable housing set forth in the housing component of the
consolidated plan will be coordinated with other programs and services
for which the jurisdiction is responsible.
The City of Pearland's anti-poverty strategy is not only aimed at lifting existing
residents out of poverty but also. preventing others from falling into poverty. Poverty
is a two-edged sword - lack of income and high costs of living. Therefore, the
strategy is aimed at helping residents increase their incomes and reduce their costs
of living.
Income Strategies: -Education is the key to increasing incomes and Pearland
benefits from the Pearland College Center of Alvin Community College and the Small
Business Development Center of San Jacinto College. Both centers offer programs in
workforce development. In the near future Pearland will have satellite campus of
5 Year Strategic Plan
61
City of Pearland, Texas
University of Houston Clear Lake.
Alvin Community College's Center offers a variety of licensing and certification
programs as well as occupational training in real estate, truck driving, bank teller,
culinary arts, information technology, welding, massage therapy, pharmacy
technology and other health related fields. These afford students with the
opportunity to train for a career at a livable wage without investing in a 4-year
college education.
The Small Business Development Center at San Jacinto College provides free private
counseling and low-cost workshops to help small business owners start and grow
their companies. Not only do the programs assist in reducing small business failures
and increasing the incomes of the business owners, but they help to create jobs
within the small businesses.
The Pearland Economic Development Corporation, a 4B Corporation, provides grants
to eligible companies that are increasing their employment base and infusing new
capital into the community. The City of Pearland and Brazoria County also give tax
abatements to businesses that retain or create at least ten jobs through capital
investments of at least $500,000 for City abatements and $1,000,000 for County
abatements. In addition, the Pearland Economic Development Corporation
participates in the State of Texas Skills Development Fund to assist the community
and technical colleges finance customized job training for local businesses. Income
is linked to employment opportunities. Below is a table of the major employers in
Pearland.
5 Year Strategic Plan
62
City of Pearland, Texas
Table 18 - Maior EmDlovers in Pear an
Company Description Employees
Pearland ISD Education / Administration 1,978
Wal-Mart Retail sales 800
City of Pearland Government 373
Kemlon Oil Field Services 225
Weatherford Oil Field Equipment Mfg. & Svs. 191
TurboCare Turbo Machinery Mfg./Repair 168
Super Target Retail Sales 150
Lowes Building Materials 132
Davis-Lynch Cementing and Floating Equipment 125
Packaging Service Co. Liquid Chemical Packaging 115
Tele-Flow Heating/ventilation/air condition 140
Profax Welding Equipment 112
Home D~pot Building Materials 112
ShawCor Pipe Protection Pipe Coatings 101
Strickland Cheverolet Automobile Dealership 100
Pauluhn Electric Mfg. Industrial/Marine Lighting Eqpt. 100
Houston Tubulars, Inc. Steel Pipe Warehousing 100
CPI Group Wire Cloth Manufacturing 85
Packaging Service Co. Liquid Chemical Packaging 85
Texas Honing Machining 84
Traffic Control Devices Traffic Ctrl. Device Instal./Maint. 80
Speed Shore Trench Safety Shoring Equipment 75
Houston Tubulars Steel Pipe Warehousing 75
Driver Pipeline Pipeline Construction 75
Koza's Inc. Advertising Textiles 72
Aggreko Power/Air Condition Equipment 70
Pearland Regional Airport General Aviation Airport 70
Rollac Shutter of Texas Exterior Rolling Shutter Mfg. 65
Bell Bottom Foundation Foundation Contractor 60
Baker Hughes Offshore Well Testing 60
Texas Underground, Inc. High Pressure Sewer Jetting 50
Driver Pipeline Pipeline Construction 50
Industrial Polymers Urethane Polymer Manufacturing 50
d
Source: Pearland Emnomic Development Corporation, 2006
Pearland has a lower unemployment rate than the County, the Houston MSA or the
State of Texas. As of 2005, Pearland's unemployment rate was 4.6% compared with
5 Year Strategic Plan
63
City of Pearland, Texas
6.4% for Brazoria County and 6.1% for both the Houston MSA and the State of
Texas.
Through COBG funds, the City is committed to provide assistance to literacy and
English-as-Second-Language programs to prepare residents to secure better-paying
jobs.
Living Costs: Lack of sufficient affordable housing is a major barrier to reducing the
costs of living for low- to moderate-income residents in Pearland. However, Brazoria
County HOME funds can be used within the CitY,Limits of Pearland, since Pearland is
only a COBG EJ and not a HOME PJ. Therefore,. using Brazoria County HOME funds,
the Southeast Texas Housing Finance Corporation (SETH) and other CHOOs are
positioning themselves to develop new affordable housing units in or around the
immediate vicinity of Pearland. Additionally, Habitat for Humanity is currently
seeking land upon which to construct several new houses for low-income residents of
Pearland and the surrounding area.
The City of Pearland is committed to working with the Brazoria County Housing
Authority in its Section 8 Housing Choice Voucher Program. By educating Pearland
residents and apartment complexes about the program, more Pearland citizens will
be able to take advantage of Section 8 without having to relocate to other areas of
the county.
The City of Pearland is working with nonprofit social service agencies to expand their
funding of emergency assistance and homeless prevention activities in Pearland. The
City is committed to assisting agencies in a myriad of programs that can enhance the
employability of its residents, while subsidizing some of their living costs.
2. Identify the extent to which this strategy will reduce (or assist in
reducing) the number of poverty level families, taking into consideration
factors over which the jurisdiction has control.
While the City of Pearland does not have control over most of the factors that cause
poverty or help to reduce the level of poverty among residents, it can and will make
important strides in assisting to reduce the number of poverty-level families. The
Pearland Economic Oevelopment Corporation, an arm of the City of Pearland, will be
responsible for providing assistance and incentives to increase employment levels by
adding at least 100 jobs above the poverty level during the next 5 years.
The new University of Houston Clear Lake campus to be located in Pearland will
ultimately educate residents in a variety of post-graduate programs. These
graduates will be able to move into jobs well above the median income levels for
Pearland and the region. Though the programs will not be fully operational during
this 5-year period, it is estimated that approximately 25 will graduate from one of
the post-baccalaureate programs during the next 5 years.
The City of Pearland estJmates that, through COBG funding, it will assist 225
residents with various j:'fpes of employment training from literacy programs to ESL to
other basic skills education through non profits and the local community colleges.
Additionally, it will provide, through CDBG funding, subsistence assistance _ utility,
rental, pharmaceutical - to approximately 185 residents during the next 5 years.
5 Year Strategic Plan
64
City of Pearland, Texas
In summary, the City anticipates assisting over 410 residents in areas that will
reduce their poverty. The Pearland EDC will assist companies in providing at least
100 new jobs at wages well above the poverty level and, through cooperative
relationship with the City, University of Houston Clear Lake will graduate
approximately 25 masters level students in Pearland during the next 5 years.
Low Income Housing Tax Credit (LIHTC) Coordination
(91.315(k)),
1. (States only) Describe the strategy to coordinate the Low-income
Housing Tax Credit (LIHTC) with the development of housing that is
affordable to low- and moderate-income families.
Not Applicable - this is not a State Consolidated Plan
5 Year Strategic Plan
65
City of Pearland, Texas
NON-HOMELESS SPECIAL NEEDS
-- - ---- -- _0. ______. _ __
Specific Special Needs Objectives (91.215)
1. Describe the priorities and specific objectives the jurisdiction hopes to
achieve over a specified time period.
The City is not in a financial position, given the limited CDBG funds, to support
housing options for any of the special needs populations. However, it places a high
priority on supportive services to these._p"opulations. During the next 5 years, it
anticipates funding its allowable 15 percent of the CDBG grant to public service
agencies, the majority of whom serve the special needs populations.
Subsidized housing resources are needed to prevent a cost burden for the special
needs populations, particularly the physically disabled and elderly. However, with no
public housing authority and limited County-wide Section 8 Housing Choice
Vouchers, it is unlikely that many of the special needs populations will secure
federally-subsidized housing. There is one apartment complex with 25 HUD-
sponsored units and one Low-Income Housing Tax Credit complex with 18 units that
are accessible to the disabled. The remainder of the beds or units is located in
private group homes and nursing homes.
The special needs subpopulations have significant supportive services needs, even
those who have adequate and affordable housing. Day programs along with medical
services, therapeutic services and counseling are needed for virtually all of these
individuals. In addition, the family members often need supportive services in order
to better deal with the disabled or elderly person. Brazoria County sorely lacks
adequate units of service and virtually all are located in the central and southern
portions of the county, far removed from Pearland.
Transportation is one of the most critical needs for the special needs populations and
the City anticipates that transportation will be the most prevalent service funded
through CDBG. While most service providers have extensive needs for operating and
direct service funds, their main concern is adequate transportation to get the
consumers to the services, shopping, medical care and other essential locations.
2. Describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
During the next five years, the City anticipates allocating approximately $125,000 of
CDBG funds to services for special needs populations. It is currently completing
renovations to the Knapp Seni,or Center using previously awarded CDBG funds as a
subrecipient under Brazorja County. The $180,000 in Brazoria County CDBG funds,
coupled with another $1,400,000 in City funds will make the Knapp Center more
accessible and usable for the elderly.
5 Year Strategic Plan
66
City of Pearland, Texas
Various public service agencies are anticipated to expend in excess of $7,500,000 to
provide housing and services to the elderly and disabled residents of Pearland.
Forgotten Angels, alone, expends $1,344,000 annually for housing and providing
services to 45 to 60 developmentally disabled and physically disabled adults. The
other agencies that provide services to Pearland residents, even though the offices
may be in other parts of the County, are: Gulf Coast Center (mentally ill and
disabled); ARC of the Gulf Coast (mentally disabled); Pearland Neighborhood Center
(elderly); Meals on Wheels (elderly and homebound). The funds utilized by the
nonprofits include state Medicaid, state CSBG and foundation grants along with
private donations.
Non-homeless Special Needs{91.205(d) and 91.210(d))
AnalVsis (including HOPWA)
*Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook.
1. Estimate, to the extent practicable, the number of persons in various
subpopulations that are not homeless but may require housing or
supportive services, inclUding the elderly, frail elderly, persons with
disabilities (mental, physical, developmental, persons with HIV/ AIDS
and their families), persons with alcohol or other drug addiction, victims
of domestic violence, and any other categories the jurisdiction may
specify and describe their supportive housing needs. The jurisdiction
can use the Non-Homeless Special Needs Table (formerly Table 18) of
their Consolidated Plan to help identify these needs.
*Note: HOPWA recipients must identlfv the size and characteristics of the population with
HIV I AIDS and their families that will be served in the metropolitan area.
The table below, extracted from the Non-Homeless Special Needs Table of the CPMP
Needs file, details the estimated number of persons in each of the subpopulations
who are in need of housing or supportive services. This does not cover the entire
count for each subpopulation, as there are many in the community who are
completely self sufficient.
5 Year Strategic Plan
67
City of Pearland, Texas
Table 19 - Non-Homeless Special Needs Table (formerly Table 18)
Priority Number Available Anticipated $ Needed to
Subpopulation Level in Need Units Gap CDBG Units Meet All Needs
52. Elderly M 397 10 387 0 $9,675,000
53. Frail Elderly H 562 160 402 0 $16,080,000
"C 54. Persons wi Severe
Q)
"C Mental Illness M 300 0 300 0 $7,500 000
Q)
Q) 55. Developmentally H
z
C1 Disabled 643 45 598 0 $14950,000
l: 0 $22,875,000
"Vi 56. Physically Disabled H 975 60 915
:J
0 57. Alcohol/Other Drug
J: $675 000
"- Addicted L 45 0 45 0
0 58. Persons wi M
III
"C HIV I AIDS & their
Q) $625,000
OJ families 25- -- 0 25 0
59. Public Housing M
Residents 860 0 860 0 $2,150,000
60. Elderly H 1 791 300 1.491 100 $1,118,250
"C 61. Frail Elderly H 1184 160 1024 0 $3,850,000
Q)
"C 62. Persons wi Severe M
Q)
Q) Mental Illness 380 0 380 $1 520,000
z
III 63. Developmentally H
Q) Disabled 903 75 828 95 $4,289 250
u
"~ 64. Physically Disabled H 3,954 125 3829 30 $4,786,250
Q)
(/) 65. Alcohol/Other Drug M
Q) Addicted 830 150 680 0 $680,000
>
:e 66. Persons wi M
0
a. HIV/AIDS & their
a. families 0 $162 500
:J 25 0 25
(/) 67. Public Housing M
Residents 860 0 860 0 $2 150 000
2. Identify the priority housing and supportive service needs of persons
who are not homeless but mayor may not require supportive housing,
i.e., elderly, frail elderly, persons with disabilities (mental, physical,
developmental, persons with HIV / AIDS and their families), persons with
alcohol or other drug addiction by using the Non-homeless Special Needs
Table.
The table above outlines the priorities placed on housing and services to the special
needs populations. With no HOME funding and limited CDBG funding, the City does
not anticipate expending money for housing, but will fund supportive services. The
elderly, frail elderly, developmentally disabled and physically disabled are the City's
highest priorities.
3. Describe the basis for assigning the priority given to each category of
priority needs.
The bases for assigning priorities are 3-fold:
· The number of r~sidents in need of services was considered
· The abilities. of the residents and the service providers to fund the
needed se-rvices
· The capacity of those agencies providing the services, coupled with
their willingness to apply for and accept CDBG funds,
While there are a significant number of elderly and physically disabled in Pearland, a
5 Year Strategic Plan
68
City of Pearland, Texas
large percentage are living well above the median income and would not qualify for
services funded through CDBG. Additionally, many of the agencies serving these
populations are either for-profits and are not eligible for CDBG funding, are small
without the capacity to manage federal funds or have opted not to apply for CDBG
funding. The City will make every attempt to encourage more participation among
the nonprofits serving the special needs populations. As a way to encourage more
participation, the City will be providing technical assistance and capacity-building
assistance to the agencies.
For those populations for which the City does not anticipate using CDBG funds,
services and housing have been given a Medium priority to allow other agencies to
apply for federal funding, including HUD funding, and be consistent with the City's
Consolidated Plan. It is the intent of the City of Pearland to ensure that all agencies
providing housing and/or supportive services to the special needs populations will
not be thwarted in their fund procurement by not being consistent with the
Consolidated Plan.
4. Identify any obstacles to meeting underserved needs.
Three main obstacles exist to meeting the underserved needs. Money is the primary
obstacle. As can be seen in the table above, to meet all of the needs of the special
needs population, Pearland would require over $77,800,000 in housing funding and
$18,600,000 in supportive service funding. Transportation is the second major
obstacle. There are agencies within both Pearland and, to a greater extent, the
remainder of Brazoria County, but special needs populations have no adequate and
affordable transportation to access the services. The lack of affordable, convenient
and safe transportation limits the housing" options as well as the accessibility to
services. The third obstacle is capacity. Many of the agencies attempting to provide
services and group homes to the population do not have the capacity to carry out
their activities or to secure and manage funding, be it federal, state, local or private
funding. The City is committed to assisting the agencies in building their knowledge
base and capacity in order to make them viable candidates for CDBG and other
funds.
5. To the extent information is available, describe the facilities and services
that assist persons who are not homeless but require supportive
housing, and programs for ensuring that persons returning from mental
and physical health institutions receive appropriate supportive housing.
There are no facilities within the City of Pearland to adequately house persons
returning from mental and physical health institutions. Forgotten Angels has 12
group homes that house 5 disabled persons in each, but they rarely have vacancies
and their consumers are long-term residents. They do not provide transitional
housing and services for those exiting institutions. Gulf Coast Center provides
housing and supportive services, but none of their facilities are located within
Pearland.
6. If the jurisdiction plans to use HOME or other tenant based rental
assistance to assist ~ne or more of these sUbpopulations, it must justify
the need for such~assistance in the plan.
Not Applicable - City is not a HOME PJ
5 Year Strategic Plan
69
City of Pearland, Texas
Housing Opportunities for People with AIDS (HOPWA)
*Please also refer to the HOPWA Table in the Needs.xls workbook.
1. The Plan includes a description of the activities to be undertaken with its
HOPWA Program funds to address priority unmet housing needs for the
eligible population. Activities will assist persons who are not homeless
but require supportive housing, such as efforts to prevent low-income
individuals and families from becoming homeless and may address the
housing needs of persons who are homeless in order to help homeless
persons make the transition to permanent housing and independent
living. The plan would identify anv..obstacles to meeting underserved
needs and summarize the priorities and specific objectives, describing
how funds made available will be used to address identified needs.
2. The Plan must establish annual HOPWA output goals for the planned
number of households to be assisted during the year in: (1) short-term
rent, mortgage and utility payments to avoid homelessness; (2) rental
assistance programs; and (3) in housing facilities, such as community
residences and SRO dwellings, where funds are used to develop and/or
operate these facilities. The plan can also describe the special features
or needs being addressed, such as support for persons who are homeless
or Chronically homeless. These outputs are to be used in connection
with an assessment of client outcomes for achieving housing stability,
reduced risks of homelessness and improved access to care.
3. For housing facility projects being developed, a target date for the
completion of each development activity must be included and
information on the continued use of these units for the eligible
population based on their stewardship requirements (e.g. within the ten-
year use periods for projects involving acquisition, new construction or
substantial rehabilitation).
4. The Plan includes an explanation of how the funds will be allocated
including a description of the geographic area in which assistance will be
directed and the rationale for these geographic allocations and priorities.
Include the name of each project sponsor, the zip code for the primary
area(s) of planned activities, amounts committed to that sponsor, and
whether the sponsor is a faith-based and/or grassroots organization.
5. The Plan describes the role of the lead jurisdiction in the eligible
metropolitan statistical area (EMSA), involving (a) consultation to
develop a metropolitan-wide strategy for addressing the needs of
persons with HIV / AIDS and their families living throughout the EMSA
with the other juriSdictions within the EMSA; (b) the standards and
procedures to be used to monitor HOPWA Program activities in order to
ensure compliance by project sponsors of the requirements of the
program. -'-
6. The Plan includes the certifications relevant to the HOPWA Program.
5 Year Strategic Plan
70
City of Pearland, Texas
Not Applicable - City of Pearland is not a HOPWA P3 or recipient
I Specific HOPWA Objectives
1. Describe how Federal, State, and'local public and private sector
resources that are reasonably expected to be available will be used to
address identified needs for the period covered by the strategic plan.
Not Applicable-City of Pearland is not a HOPWA P3 or recipient
.-..
5 Year Strategic Plan
71
City of Pearland, Texas
OTHER NARRATIVE
Include any Strategic Plan information that was not covered by a narrative in any
other section.
5 Year Strategic Plan
72
City of Pearland, Texas
Attachments ;
Certifications
Public Notices
Power Point Presentations
Citizen Participation Survey form with summary priorities
Comments from Public Hearings
--.,
5 Year Strategic Plan
73
~",,\v,ENr 0,('
r:/J,'I,/(o) CPMP Non-State Grantee
\. una .~$ Certifications
(JA.", ~\.o
oe" Many elements of this document may be completed
electronically, however a signature must be manually applied and the
document must be submitted in paper form to the Field Office.
o Tbis certificati.on does not apply.
181 this certification'$ applicable.
NON-STATE GOVERNMENT CERTIFICATIONS
In accordance with the applicable statutes and the regulations governing the
consolidated plan regulations, the jurisdiction certifies that:
-..... ...
Affirmatively Further Fair HOUSing -- The jurisdiction will affirmatively further fair housing, which
means it will conduct an analysis of impediments to fair housing choice within the jurisdiction, take
appropriate actions to overcome the effects of any impediments identified through that analysis, and
maintain records reflecting that analysis and actions in this regard.
Anti-displacement and Relocation Plan -- It will comply with the acquisition and relocation
requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as
amended, and implementing regulations at 49 CFR 24; and it has in effect and is following a residential
antidisplacement and relocation assistance plan required under section 104(d) of the Housing and
Community Development Act of 1974, as amended, in connection with any activity assisted with funding
under the CDBG or HOME programs.
Drug Free Workplace -- It will or will continue to provide a drug-free workplace by:
1. Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing,
possession, or use of a controlled substance is prohibited in the grantee's workplace and specifying
the actions that will be taken against employees for violation of such prohibition;
2. Establishing an ongOing drug-free awareness program to inform employees about _
a. The dangers of drug abuse in the workplace;
b. The grantee's pOlicy of maintaining a drug-free workplace;
c. Any available drug counseling, rehabilitation, and employee assistance programs; and
d. The penalties that may be imposed upon employees for drug abuse violations occurring in the
workplace;
3. Making it a requirement that each employee to be engaged in the performance of the grant be given
a copy of the statement required by paragraph 1;
4. Notifying the employee in the statement required by paragraph 1 that, as a condition of employment
under the grant, the employee will _
a. Abide by the terms of the statement; and
b. Notify the employer In writing of his or her conviction for a violation of a criminal drug statute
occurring in the workplace no later than five calendar days after such conviction;
5. Notifying the agency in writing, within ten calendar days after receiving notice under subparagraph
4(b) from an employee or otherwise receiving actual notice of such conviction. Employers of
convicted employees must provide notice, including position title, to every grant officer or other
designee on whose grant activity the convicted employee was working, unless the Federal agency has
designated a central point for the receipt of such notices. Notice shall include the Identification
number(s) of each affected grant;
6. Taking one of the following actions, within 30 calendar days of receiving notice under subparagraph
4(b), with respect to any employee who is so convicted _
a. Taking appropriate personnel action against such an employee, up to and Including termination,
consistent with the requirements of the Rehabilitation Act of 1973, as amended; or
b. Requiring such empl9,.tee" to participate satisfactorily in a drug abuse assistance or rehabilitation
program approved for such purposes by a Federal, State, or local health, law enforcement, or
other appropriate agency;
7. Making a good faith effort to continue to maintain a drug-free workplace through implementation of
paragraphs 1, 2, 3, 4, 5 and 6.
CPMP Non-State Grantee Certifications
1
Version 1.3
Jurisdiction
Anti-Lobbying -- To the best of the jurisdiction's knowledge and belief:
8. No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any
person for influencing or attempting to influence an officer or employee of any agency, a Member
of Congress, an officer or employee of Congress, or an employee of a Member of Congress
in connection with the awarding of any Federal contract, the making of any Federal grant, the making
of any Federal loan, the entering into of any cooperative agreement, and the extension,
continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or
cooperative agreement;
9. If any funds other than Federal appropriated funds have been paid or will be paid to any
person for influencing or attempting to influence an officer or employee of any agency, a Member of
Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection
with this Federal contract, grant, loan, or cooperative agreement, it will complete and submit
Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with
its instructions; and
10. It will require that the language of paragraph 1 and 2 of this anti-lobbying certification be
included in the award documents for all subawards at all tiers (including subcontracts, sUbgrants,
and contracts under grants, loans, and cooperative agreements) and that all
subrecipients shall certify and disclose accordingly.
Authority of Jurisdiction -- The consolidated plan is authorized under State and local law (as applicable)
and the jurisdiction possesses the legal authority to carry out the programs for which it is seeking funding,
in accordance with applicable HUD regulations.
Consistency with plan -- The housing activities to be undertaken with CDBG, HOME, ESG, and HOPWA
funds are consistent with the strategic plan.
Section 3 -- It will comply with section 3 of the Housing and Urban Development Act of 1968, and
implementing regulations at 24 CFR Part 135.
~drnd f2u
Signature/Authorized Official
I t-g~~()7 I
Date
I Tom Reid
Name
Mayor
Title
I 3519 Liberty
Address
Pearland, TX 77581
City/State/Zip
I 281-652-1662
Telephone Number
. I
CPMP Non-State Grantee Certifications
2
Version 1.3
Jurisdiction
o This certification does not apply.
181 This certification is applicable.
Specific COBG Certifications
The Entitlement Community certifies that:
Citizen Participation -- It is in full compliance and following a detailed citizen participation plan that
satisfies the requirements of 24 CFR 91.105.
Community Development Plan -- Its consolidated housing and community development plan identifies
community development and housing needs and specifies both short-term and long-term community
development objectives that provide decent housin1f; expand economic opportunities primarily for persons
of low and moderate income. (See CFR 24 570.2 and CFR 24 part 570)
FOllowing a Plan -- It is following a current consolidated plan (or Comprehensive Housing Affordability
Strategy) that has been approved by HUD.
Use of Funds -- It has complied with the following criteria:
11. Maximum Feasible Priority - With respect to activities expected to be assisted with CDBG funds, it
certifies that it has developed its Action Plan so as to give maximum feasible priority to activities
which benefit low and moderate income families or aid In the prevention or elimination of slums or
blight. The Action Plan may also include activities which the grantee certifies are designed to meet
other community development needs having a particular urgency because existing conditions pose a
serious and immediate threat to the health or welfare of the community, and other financial resources
are not available);
12. Overall Benefit - The aggregate use of CDBG funds including section 108 guaranteed loans during
program year(s) 2007, 2_, 2_, (a period specified by the grantee consisting of one, two, or three
specific consecutive program years), shall principally benefit persons of low and moderate income in a
manner that ensures that at least 70 percent of the amount is expended for activities that benefit
such persons during the designated period;
13. Special Assessments ~ It will not attempt to recover any capital costs of public improvements assisted
with CDBG funds including Section 108 loan guaranteed funds by assessing any amount against
properties owned and occupied by persons of low and moderate income, including any fee charged or
assessment made as a condition of obtaining access to such public improvements.
However, if CDBG funds are used to pay the Proportion of a fee or assessment that relates to the
capital costs of public improvements (assisted in part with CDBG funds) financed from other revenue
sources, an assessment or charge may be made against the property with respect to the public
improvements financed by a source other than CDBG funds.
The jurisdiction will not attempt to recover any capital costs of public improvements assisted with
CDBG funds, including Section 108, unless CDBG funds are used to pay the proportion of fee or
assessment attributable to the capital costs of public improvements financed from other revenue
sources. In this case, an assessment or charge may be made against the property with respect to the
public improvements financed by a source other than CDBG funds. Also, in the case of properties
owned and occupied by moderate-income (not low-income) families, an assessment or charge may be
made against the property for public improvements financed by a source other than CDBG funds if the
jurisdiction certifies that it lacks CDBG funds to cover the assessment.
Excessive Force -- It has adopted and is enforcing:
14. A pOlicy prohibiting the use 9f excessive force by law enforcement agencies within its jurisdiction
against any individuals eP.gaged in non-violent civil rights demonstrations; and
15. A policy of enforcing applicable State and local laws against physically barring entrance to or exit from
a facility or location which is the subject of such non-violent civil rights demonstrations within its
jurisdiction;
CPMP Non-State Grantee Certifications
3
Version 1.3
Jurisdiction
Compliance With Anti-discrimination laws -- The grant will be conducted and administered in
conformity with title VI of the Civil Rights Act of 1964 (42 use 2000d), the Fair Housing Act (42 use
3601-3619), and implementing regulations.
Lead-Based Paint -- Its activities concerning lead-based paint will comply with the requirements of
part 35, sUbparts A, B, J, K and R, of title 24;
Compliance with Laws -- It will comply with applicable laws.
~~ [(--e
I f--8-.za> 7 I
Signature/Authorized Official
Date
I Tom Reid
Name
I Mayor
Title
I 3519 Liberty
Address
I Pearland, TX 77581
City /State/Zi p
I 281-652-1662
Telephone Number
CPMP Non-State Grantee Certifications
4
Version 1.3
Jurisdiction
[81 This certification does not apply.
o This certification is applicable.
. OPTIONAL CERTIFICATION
CDBG
Submit the following certification only when one or more of the activities in the
action plan are designed to meet other community development needs having a
particular urgency as specified in 24 CFR 570.208( c):
The grantee hereby certifies that the Annual Plan Includes one or more specifically identified
CDBG-assisted activities, which are designed to meet other community development needs
having a particular urgency because existing conditions pose a serious and immediate threat to
the health or welfare of the community and other financial resources are not available to meet
such needs.
-.......,
Signaturej Authorized Official
Date
-/
Name
Title
Address
City jStatejZi p
Telephone Number
CPMP Non-State Grantee Certifications
5
Version 1.3
Jurisdiction
181 This certi:fication does not apply.
o This certification is ~ppUcable.
Specific HOME Certifications
The HOME participating jurisdiction certifies that:
Tenant Based Rental Assistance -- If the participating jurisdiction intends to provide tenant-based
rental assistance:
The use of HOME funds for tenant-based rental assistance is an essential element of the
participating jurisdiction's consolidated plan for expanding the supply, affordability, and
availability of decent, safe, sanitary, and affordable housing.
-..
Eligible Activities and Costs -- it is using and will use HOME funds for eligible activities and costs, as
described in 24 CFR 9 92.205 through 92.209 and that it is not using and will not use HOME funds for
prohibited activities, as described in 9 92.214.
Appropriate Financial Assistance -- before committing any funds to a project, it will evaluate the
project in accordance with the guidelines that it adopts for this purpose and will not Invest any more
HOME funds in combination with other Federal assistance than is necessary to provide affordable housing;
Signature/Authorized Official
Date
Name
Title
Address
City/State/Zip
Telephone Number
....~
CPMP Non-State Grantee Certifications
6
Version 1.3
Jurisdiction
[8] This certification does not apply.
o This certification is applicable.
HOPWA Certifications
The HOPWA grantee certifies that:
Activities -- Activities funded under the program will meet urgent needs that are not being met by
available public and private sources. .
Building -- Any building or structure assisted under that program shall be operated for the purpose
specified in the plan:
1. For at least 10 years in the case of assistance involving new construction, substantial rehabilitation, or
acquisition of a facility,
2. For at least 3 years in the case of assistance involving non-substantial rehabilitation or repair of a
building or structure.
Signature/Authorized Official
Date
Name
Title
Address
City/State/Zip
Telephone Number
.......-
CPMP Non-State Grantee Certifications
7
Version 1.3
Jurisdiction
181 This certification does not applv.
o This certification is applicable.
ESG Certifications
I, , Chief Executive Officer of Jurisdiction, certify that the local
government will ensure the provision of the matc,hing supplemental funds required by
the regulation at 24 CFR 576.51. I have attached to this certification a description of
the sources and amounts of such supplemental funds.
I further certify that the local government will comply with:
1. The requirements of 24 CFR 576.53 concerning the continued use of buildings for
which Emergency Shelter Grants are used for rehabilitation or conversion of
buildings for use as emergency shelters for the homeless; or when funds are used
solely for operating costs or essential services.
2. The building standards requirement of 24 CFR 576.55.
3. The requirements of 24 CFR 576.56, concerning assurances on services and other
assistance to the homeless.
4. The requirements of 24 CFR 576.57, other appropriate provisions of 24 CFR Part
576, and other applicable federal laws concerning nondiscrimination and equal
opportunity. .
5. The requirements of 24 CFR 576.59(b) concerning the Uniform Relocation
Assistance and Real Property Acquisition Policies Act of 1970.
6. The requirement of 24 CFR 576.59 concerning minimizing the displacement of
persons as a result of a project assisted with these funds.
7. The requirements of 24 CFR Part 24 concerning the Drug Free Workplace Act of
1988.
8. The requirements of 24 CFR 576.56(a) and 576.65(b) that grantees develop and
implement procedures to ensure the confidentiality of records pertaining to any
individual provided family violence prevention or treatment services under any
project assisted with ESG funds and that the address or location of any family
violence shelter project will not be made public, except with written authorization
of the person or persons responsible for the operation of such shelter.
9. The requirement that recipients involve themselves, to the maximum extent
practicable and where appropriate, homeless individuals and families in
policymaking, renovating, maintaining, and operating facilities assisted under the
ESG program, and in providing services for occupants of these facilities as prOVided
by 24 CFR 76.56. '
10. The requirements of 24 CFR 576.57( e) dealing with the provisions of, and
regulations and procedures applicable with respect to the environmental review
responsibilities under the National Environmental Policy Act of 1969 and related
CPMP Non-State Grantee Certifications 8
Version 1.3
Jurisdiction
authorities as specified in 24 CFR Part 58.
11. The requirements of 24 CFR 576.21(a)(4) providing that the funding of homeless
prevention activities for families that have received eviction notices or notices of
termination of utility services will meet the requirements that: (A) the inability of
the family to make the required payments must be the result of a sudden
reduction in income; (B) the assistance must be necessary to avoid eviction of the
family or termination of the services to the family; (C) there must be a reasonable
prospect that the family will be able to resume payments within a reasonable
period of time; and (D) the assistance must not supplant funding for preexisting
homeless prevention activities from any other.source.
12. The new requirement of the McKinney-Vento Act (42 USC 11362) to develop and
implement, to the maximum extent practicable and where appropriate, policies
and protocols for the discharge of persons from publicly funded institutions or
systems of care (such as health care facilities, foster care or other youth
facilities, or correction programs and institutions) in order to prevent such
discharge from immediately resulting in homelessness for such persons. I further
understand that state and local governments are primarily responsible for the
care of these individuals, and that ESG funds are not to be used to assist such
persons in place of state and local resources.
13. HUD's standards for participation in a local Homeless Management Information
System (HMIS) and the collection and reporting of client-level information.
I further certify that the submission of a completed and approved Consolidated Plan
with its certifications, which act as the application for an Emergency Shelter Grant, is
authorized under state andjor local law, and that the local government possesses legal
authority to carry out grant activities in accordance with the applicable laws and
regulations of the U. S. Department of Housing and Urban Development.
Signaturej Authorized Official
Date
Name
Title
Address
City jStatejZi p
I
Telephone Number __
CPMP Non-State Grantee Certifications 9
Version 1.3
Jurisdiction
o This certification does not apply.
t8I This certification is applicable.
APPENDIX TO CERTIFICATIONS
Instructions Concerning Lobbying and Drug-Free Workplace Requirements
Lobbying Certification
This certification is a material representation of fact upon which reliance was placed when this transaction
was made or entered into. Submission of this certification is'a prerequisite for making or entering into
this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required
certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for
each such failure.
-.... ~.
Drug-Free Workplace Certification
1. By signing and/or submitting this application or grant agreement, the grantee is providing the
certification.
2. The certification is a material representation of fact upon which reliance is placed when the agency
awards the grant. If it is later determined that the grantee knowingly rendered a false certification,
or otherwise violates the requirements of the Drug-Free Workplace Act, HUD, in addition to any other
remedies available to the Federal Government, may take action authorized under the Drug-Free
Workplace Act. .
3. Workplaces under grants, for grantees other than individuals, need not be identified on the
certification. If known, they may be identified in the grant application. If the grantee does not identify
the workplaces at the time of application, or upon award, if there is no application, the grantee must
keep the identity of the workplace(s) on file in its office and make the information available for
Federal inspection. Failure to identify all known workplaces constitutes a violation of the grantee's
drug-free workplace requirements.
4. Workplace identifications must include the actual address of buildings (or parts of buildings) or other
sites where work under the grant takes place. Categorical descriptions may be used (e.g., all vehicles
of a mass transit authority or State highway department while in operation, State employees in each
local unemployment office, performers in concert halls or radio stations).
5. If the workplace identified to the agency changes during the performance of the grant, the grantee
shall inform the agency of the change(s), if it previously identified the workplaces in question (see
paragraph three).
6. The grantee may insert in the space provided below the site(s) for the performance of work done in
connection with the specific grant: Place of Performance (Street address, city, county, state, zip code)
Check if there are workplaces on. file that are not identified here. The certification with regard to the
drug-free workplace is required by 24 CFR part 21.
Place Name Street City County State liD
Citv of Pearland 3519 Libertv Dr. Pearland Brazoria TX 77581
7. Definitions of terms in the Nonprocurement Suspension and Debarment common rule and Drug-Free
Workplace common rule apply to this certification. Grantees' attention is called, in particular, to the
following definitions from these rules: "Controlled substance" means a controlled substance in
Schedules I through V of the Controlled
Substances Act (21 U.S.c. 812) and as further defined by regulation (21 CFR 1308.11 through
1308.15); "Conviction" means a finding of guilt (including a plea of nolo contendere) or imposition of
sentence, or both, by any judicial bOdy charged with the responsibility to determine violations of the
Federal or State criminal drug statutes; ~'Criminal drug statute" means a Federal or non-Federal
criminal statute involving the manufacture, distribution, dispensing, use, or possession of any
CPMP Non-State Grantee Certifications
10
Version 1.3
Jurisdiction
controlled substance; "Employee" means the employee of a grantee directly engaged in the
performance of work under a grant, including:
All "direct charge" employees;
all "indirect charge" employees unless their impact or involvement is insignificant to the
performance of the grant; and .
a. temporary personnel and consultants who are directly engaged in the performance of work under
the grant and who are on the grantee's payroll. This definition does not include workers not on
the payroll of the grantee (e.g., volunteers, even if used to meet a matching requirement;
consultants or independent contractors not on the grantee's payroll; or employees of
subrecipients or subcontractors in covered workplaces).
Note that by signing these certifications, certain documents must completed, in use, and on file for
verification. These documents include:
1. Analysis of Impediments to Fair Housing
2. Citizen Participation Plan
3. Anti-displacement and Relocation Plan
.......-- ~.
.--JomJ fL
I frf~~CJ? I
Signature/Authorized Official
Date
I. Tom Reid
Name
Mayor
Title
I 3519 Liberty
Address
I Pearland, TX 77581
City /State/Zi p
281-265-1662
Telephone Number
CPMP Non-State Grantee Certifications
11
Version 1.3
AFFIDAVIT OF PUBLICATION
The Pearfand Reporter News
. 2404 South Park
Pearfand, Texas 77581
State of Texas
Brazoria and Harris Counties
I, Lloyd Morrow, hereby certify that the notice hereby appended was published
in THE REPORTER NEWS, a newspaperof general circulation in Brazoria, Harris
and Galveston Counties, for I issues, as follows: .
No. ! Date ~LI Ig 20 fiL
No. Date 20
No. Date 20
No. Date 20
No. Date 20
-If
~l
CFO
Subscribe and sworn to before me this /1.
day 0
20 {l7
Laura Ann Emmons, Publisher
Notary Public, State of Texas
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. AFfiDAVIT OF PUBLICATION
The Pearland Reporter N~ws
2404 South Park
Pea~land, Texas 775.81
State of Texas
Brazoria and Harris Counties
I~ UoyCi Morrow, hereby certify that the notice hereby appended was. Publis~ed
.in THE REPORTER NEWS, a newspaper of general circulatiOn in Brazoria; Harris
lmd Gaivestoh Counties, for . I issues, as follows: .
~.
. Subscribe and sworn "to before me
20.b7
Laura Ann .Emmons~ Publisher.
. Notary Public, State of Texas
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': 'handicapp~d ~a~pe~~ibi)iw-; '"9Ii~r1tlQ~al:. fun.~qg ~Of: non ~~r9flJ .~g~~~jes',,~ serii'~lijg ~pninirrhy low
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TIlec}'tiblic Hearing will also be,a forilrii t~girrd1ng input'ob. falrh()usilig';ifu(Hf~iat~(ljsshes,
Cit~.z,~lis: ~~~ sUgge~tionS~tidJorcont~Ul~'W~~lb~pro~ide,(l O~P'~~~~:19V~f6~'fJi~8~)~~.46s ~ur~'
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Community 0.".
Block Gl1I!lot
Presented by Peg Pu;ser
MKP Consulting
What Is ... .
Entitleme
Communi
· Cities with a population of'Sb <0
or more
· Urban counties with a popul~
outside entitled cities of 200. '
or more
· Pearland now qualifiesl
, ,'. AN ::::nwt~:f"l~.:
· No more than 15% ($38.100) ca, :be,
used for public services <' " ' .
· No more than 20% ($50.800) can "
used for planning and adminis
· At least 70% of the funds must'
used for low-mod Income
· Funds must be used to meet one 0
the 3 national objectives
; :;~. .', ." ~
What Is & ComMc,
Development 8. _
GinllnU ~
u.s. Department of Housing anti ,"N~n
Development (HUD) provid!,!s annual'
grants on a formula basis to entitle
: communities (cities and counties), .
provide decent housing and a suit
living environment, and to expand
economic opportunities, principally for
low- and rnoderate~~llcome persOIlS.
--. .,
· Previously. Pearland llJ' ',.,
receiving $90.000 per ': " ,~
part of Brazoria Coun ,
Urban County CDBG
Entitlement
· This year, Pearland will "'.
$254,000 directly from HUB.
. The Brazoria County allocation
will be discontlnuftd.
Wh.tlll... the
N8110...0
Objectlwtst
· Benefit Low- to Modera~
Income residents
· Eliminate/reduce slum and 1)1
· Meet an "urgent need". such;~
rehabilitation from a natural
disaster
" ,~:..
1
How CaIn the II
Re _....0' .'
. Improving Infrastructure; park~ &'~
c;:ommunlty buildings In select #-
neighborhoods ". ..
· Improving housing through
rehabilitation, code enforcement.f
developments for low- to moderaf
income residents
· Providing public services for low- ~I..' . '. ;
moderate-Income residents ~ . - J '.
":).. ~,
Who Qual...es ..
to .od.....
,1
Household earning 80% of less of C~.'S
median Income '". ;'
1 person: $36,450
2 persons: $41,700
3 persons: $46,900
4 persons: $52,100
5 persons: $56,250
6 parsons: $60,450
7 persons: $64,600
8+ persons: $68,750
Wh.t IbftIJ ... ~
Aw@1'd Requl
. A S. Year Consolidated Plan explaining locII
and program priorities
A i-Year detailed Action Plan ouUlnlng exa "J...
where the money will go .
. An Community Involvement Plan explaining h
Involve residents In the planning process
. Fair and equitable application process for
subreclplents
. Envlronmentlll Review Proces& for Sco;ecled
Projects .. -
,
Pi1Fiparlng to a.eel...-'.
FUflDd5
S=V..r Consolld"
Plllln E'.men"
<1rManagement of the program
<1rprioritlzatlon of Needs of Pearlan~
crHouslng Needs Analysis
tF'Homeless Needs Analysis
<1rOther Special Needs Population Ne&ds
Analysis
tF'Non-houslng Community Development
Needs Analysis
2
Possible Pro.'
PrlorlU_*
<i1'"publlc Servlc"s:
Utility assistance and other supportive ~.. ' .
After-&chool and mentorlng prog,..ms /~"
LIteracy and job training prog,..ms , ".'
Services to the elderly, disabled, m,ntimy ill,.
abusers, persons living with HIVIAIOS
Transportation programs
Shelter and sarvlces for the home"" end v
domestic violence
I?'Other Community Development Prog,..ms:
Infrastructure enhancements
Purchase or upg,..des of JlIIrb and public facllltlu
Code enforcement
Rehabilitation of ow:ner~pled housing
Fundll... P
.... l" j
. Release/distribute Request for AppllcatlOna, ~_'
Host. pre-applicatlon workshop & public hHrtng
. Provide technical allSlstance to potantial ',.PP., '" i1
Receive applications 'F~'
Review applications usIng HUD..pproved hlie .
Make recommendations to City Council
. City Council approves recommend.tions
Release final recommendatlon& to public with'
hearing
. Develop Consolidated & Action Plans
Provldll 3o.day public comment period for plan~
Dllvlllop Environmental Review of proJllcts
. HUD approves Plllnf> and Envlronmllntal Review
HUD releases funds to League City
. C aWllrds contracts to Subrecl lents
Wh.t do yOU! .../
the maJor hoaa'
...... In P.8
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,:i! '
1tl'#'
n~
. ,
.~,.,' L, .
Annual Pllln
Elements
-\- !:" ..
0.~
l' "
. .r..
,.'~..c
to Inventory of all Funding Sou~ ~,
Priority needs for the year '.'
. Allocation of funds
. Public Services
. Housing Rehabilitation
. Infrastructure
Repairs/Enhancements
. Planning and Administration
· How progress,w!1I be measured
--- ...
Your Input
Alway. W.le.,
Do you....ny
Hooslollnu..
p_rt.nd' ,<
1. Are there any specific areas In Pearlllnd wA
banks won't give home loans? r '
2. Do any realtors di~lmlnate against mlnoritl
the disabled or other groups In showing el
rental or sale properties?
3. Do Dny banks disaimlnate against mlnoritie
disabled or other groups In granting home 1fJ.!'
4. Do any aparbnent complexes discriminate
against minorities, disabled or other groups In
renting? .
3
_!It am tile MIotd
~ t, " ,
. - IIIIqI)O.nt lnuum flit -
Special Popul~
Pesrllllliltft
I'~
&.k
For Comments or
About Pearland CDBG
. City of Peartand
~. Nicholas Rnan
. 3519 Liberty Drive
"""'-- Pearland, Texas
.t. " 281-652-1759 '
Or: \
MKP Consulting \
Peg Purser
(281) 812-5855
mkpulHr1!lmkpconsulting.com
~.'~-
m
~
~II.
......-- ..
What are the Mo,,;
, Important Non. ,
Housing Needs I ",
the Communlt#,
4
Presented by Peg Purser
MKP Consulting
What is an:
Entitlement ~:
Communi ,c
:,
· Cities with a population of 50
or more
· Urban counties with a popul .
outside entitled cities of 200. ',,'
or more
· Peartand now qualifiesl
" AN Th81@ 8trIn.lt: " ,.,
I ... -. Attached?~' ."
· No more than 15% ($38.163) ,:",' ","
used for public services ' '
· No more than 20% ($50.'85) cSt) .
used for planning and admlnlst
· At least 70% of the funds must
used for low-mod Income
· All funds must be used to meet one
or more of the 3 national objectives
u ",.
What Us . Comm
DeveDopment II'.,
UnllIln i,'
u.s. Department of Housing and!!t_
Development (HUD) provides annual
grants on a formula basis to entitle
:communlties (cities and counties) t
provide decent housing and a sui~fi
living environment, and to expand ' ,
economic opportunities, principally for"
low- and moderate,;,lncome persons.
~
How Much Mon
Pearl.nd R
Previously, Pearland ~~. ~.,;"','
receiving $90,000 per y..,
part of Brazoria Counfy''S '
Urban County CDBG
Entitlement.
· This year, Pearland will re. I
$254,000 directly from HUE);'
. The Brazoria County allocation
will be discontinued.
WIt.t are 0..
N.tlon.m
ObJectlY8S'
· Benefit low- to Moderate-
Income residents
· Eliminate/reduce slum and bl
· Meet an "urgent need". such
rehabilitation from a natural
. disaster
1
How Can the II
Be Spent?
· Improving infrastructure, parks &' ..
community buildings in select .$
neighborhoods ". ,
· Improving housing through
rehabilitation, code enforcement, ,
developments for low- to moderat
income residents
· Providing public services for IOW-~.., /'
moderate-lncome residents .:s.~..
- ~
Who ......... ..)
to IIoderaf:e.I
Household earning 80% of less of c~~.
median Income ~,
1 person: $36,450
2 persons: $41,700
3 persons: $46,900
4 persons: $52,100
5 persons: $56,250
6 persons: $60,450
7 persons: $64,600
8+ pel'$ons: $68,750
. Public hearings to explain process and get .
Input
. A 5.Year Consolidated Plan explainIng local'
program priorities and a citizen partiCipation' p'1
. Fair and equitable application process for
subreclplents
. A 1.Year detailed Action Plan outlining exactly
where the money will ~o
,JI;."O,.
P'
p,.parlng to Receld7 .
Funds
S-YNlI' Consolld
PI8n EUement8
QF'Management of the program for ne
years
IF'Prlorltlzatlon of housing, community
development and special population n
of Pearland
rFCltlzen Participation Plan
~.;, ~. .f,<
2
Annu.' PIII1Il
EI8ments
· Priority needs for the year
· Allocation of funds
. Public Services
. Infrastructure
Repairs/Enhancements
. Planning and Administration ~
· How progress will be measured '.
Remainder of Fund.
Funding Recommendat
= $216,273
- ".II
Infrastructure $165,388 Assist In the ci:ist i8f' ;
Improving Flte Rd. an.
Installing sidewalks
Fite and Manvel ~o Iii.
Administration I $50,885 6-m~th pre.-;;ward-~' I I
112-m~nth grant mana
_______ J_ ---L~t~____ .'"
. "'.
Your Input'.
AhM8p W.le
Public Service Fundil' .
Recommendations = $38:
'<I"""" .~
$10,000 Tuition & books for.!.4 oi cost
of 20 ESL student$
$10,000 Emergency utilny. r<>nl,
prescription a..~lstance ..
$3,069 Part of salary for Computer "'j
Lab hlstructor
Neighborhood
Centen;
Adult Reading Center
Forgotten Angels
$9,"" Transportation from a of 9
group homes for disabled to
services In area
-. -'SS.~ Transportaiion for Btter!'
schoo/tutoring of leamlng
disabled children
flSD
!
,
!
..._--...__J._.
-...... '"
Do you see eny .
HOUlslng Issa.. t.
Peart_nd'
1. Are there any specific areas In Peartand
banks won't give home loans?
2. Do any realtors discriminate against minoritie
the disabled or other groups In showing e
rental or sale properties? '
3. Do any banks disaimlnate against mino ":'
disabled or other groups In granting home .
4. Do any apartment complexes discriminate
against minorities, disabled or other groups In
renting?
Today Begins the 3
Public Review a
Comment Period for
Consolidated Plana"
Annual Action Pt...
They will be availabl.
review at City Hall ."
the Public Library
3
For Comments or Questio
About Pearland CDBG COn'
. city of Pearland
/i~~ Nicholas Finan
I . 3519 Liberty Drive
., .:::: Pearland, Texas
· .' "'" 281-652-1759
,;.
~".
1,
........-:~ -
Or: ,
MKP Consulting \
Peg Purser
(281) 812-5855
m~rser@mkpconsulting.com
.
--- ~.
4
Results of Public Surveys
Priority needs identified
Perceived Housina Needs
M Housing Rehabilitation Assistance for homeowners
M Demolition of unsound housing
----'1- Downpayment & Closing Costs Assistance for first-time low- to moderate-income homebuyers
----'1- Availability of more affordable housing for purchase (please list the price range that you consider
affordable)
----'1- Availability of more affordable rental units (please Iis~ the monthly rental range that you consider
affordable)
Perceived Neiahborhood Needs -_ ..
M Need for more general safety (street lights, traffic lights, etc.)
M Need to address drug and crime issues
M Street repair
M Repair of water lines and/or sewer lines
----'1- Drainage improvements
----'1- Clearance & clean-up of weeds and trash in lots
----'1- Installation and/or repair of sidewalks
----'1- Need for additional parks
----'1- Park Improvements
-L Neighborhood community centers
-L Public transportation
Perceived Social Needs
-L After-school programs and summer programs for children
-L Programs for Elderly
M Jobs and job training for youth
M Affordable child care
M Educational programs for adults
M Tutoring programs for children
M Job Training
-L Drug and alcohol treatment
-L Affordable medical and dental care
--
Comments from Public Hearing Attendees
City of Pearland
CCBG Public Hearing
April 24, 2007
1. The County's First-time Homebuyers Assistance isn't advertised enough or
used by Pearland residents enough
2. There are too few Section 8 Housing Choice Vouchers
3. There are not shelters in Pearland or near by
4. One of the problems with affordable housi'ng is that there is no land available
that is affordable - land prices make it impossible for Habitat or others to
develop and make even older, small homes unaffordable for low- to
moderate-income
5. Pearland has no big industry. Theretail is low-paying and the service
industries and public servants are moderate-income and there is no housing
that they can afford and no transportation to get them from unincorporated
housing to Pearland.
6. The non profits should work collectively - maybe put several agencies under
one roof for a one-stop shop multi-service center or at least collaborate.
7. The Women's Center provides shelter for battered women in Brazoria County
but there is nowhere for pregnant teens or other runaway/throwaway kids or
those aging out of foster care
8. Only three apartment complexes in Pearland accept Section 8
9. Mental health services are needed
10. Code enforcement is needed - the statutory requirements take a long time to
work through and the city code enfor-cement staff are overworked. There is a
volunteer program but more resources needed.
11. At risk kids need services as do those assigned for community service. There
should be a way to coordinate who can use the kids. A unified process and
plan with maybe an employee to assign community service kids to the right
agency
12. Communication is a problem - people that need to know don't read the
newspapers
13. One of the best communications is "In Motion", the City of Pearland's
quarterly newsletter
14. Parks, green space, basketball courts and community centers are needed
,..~--