2006 Community Needs Assessment United Way of Central Alabama
Introduction and Opening Letter
Community Needs Assessment
To the Citizens of the United Way of Central Alabama area:
The 2006 Community Needs Assessment is designed to provide our area with information that leads to focused and effective action on issues identified by community leaders.
Over 1000 people throughout the region offered insights to this comprehensive look at today’s issues and trends, and the impact on our communities for the future.
This information is provided by the United Way of Central Alabama as a service to private and public leaders who make decisions about health and human services. You will find it useful for:
Decisions regarding charitable and civic funding of programs to enhance the lives of citizens in our communities
Decisions regarding legislation and policy that affect households in our community
Directing organizational efforts to explore issues more deeply through available resources and information.
We especially appreciate the investment of time of all whose active involvement made this assessment possible. They met to direct the project design, provide information about issues unique to their counties, conducted interviews and surveys with groups of residents to ensure a representative response, provided key demographic and other data, and guided development of this report.
United Way of Central Alabama sponsored the Community Needs Assessment. Our Planning and Community Initiative Committee will be working to identify priority areas for action, recognizing that these issues will require the coordinated and effective involvement of many within our five-county area.
We look forward to working with you to address these important issues for our area!
Barbara Galloway Harry L. Brown Chair, Planning and Community Sr. Vice President, Planning & Initiatives Initiatives Committee United Way of Central Alabama ACKNOWLEDGMENTS AND SPECIAL THANKS County Leadership in UWCA Counties
Blount County Chris Green, Administrator, Blount County Tony Petelos, Mayor, City of Hoover Commission Virginia Williams, Director of Development, City of Matt Holbrooks, Executive Vice President, Eastern Hoover Health Foundation Helen Wright and Brenda Harris, DHR JOBS Rev. L. G. Jones, Executive Director, Hope House Program Annette Lake, Staff Member, Hope House Julie Miller, Executive Director, Middle Alabama Area Agency on Aging St. Clair County Jim Murphree, Owner, Jim Murphree Insurance Lee Ann Clark, Agent, County Extension Service Jerry Reno, Executive Director, Blount County Ed Gardner, Jr., Director, Economic Development Children’s Center Council Jefferson County David Gray and Lamar Payne, Executive Director and Clinic Director, D.A.Y. Program Captain Marsha Allen and Staff, Supervisor, Bobby Hathcock, Superintendent, St. Clair Board Criminal Division, Jefferson County Sheriff’s of Education Department Matt Holbrooks, Executive Vice President, Eastern Commissioner Mary Buckalew, Jefferson County Health Foundation Commission Susibell Lunamand, Executive Director, Lakeside Leslie Carlisle, Director of Philanthropy, Charles D. Hospice Haines LLC Judy Merritt, President, Jefferson State Gayle Cunningham, Executive Director, Jefferson Community College County Committee for Economic Opportunity Julie Miller, Executive Director, Middle Alabama Ted Debro, Deputy Director, Jefferson County Area Agency on Aging Committee for Economic Opportunity Ray Miller, Retired President, Pell City National Ann Florie, Director, Leadership Birmingham Bank of Commerce Matt Holbrooks, Executive Vice President, Eastern Richard Minor, District Attorney Health Foundation Rev. Mark Parris, Pastor, First United Methodist Latino Issues Committee (See Membership List) Church Cheryl Locke, Personnel Director, UAB Linda Walls, Director, St. Clair County Community Don Lupo, Director, Mayor’s Citizen Assistance, Action Agency City of Birmingham Bill Moran, Executive Director, St. Vincent’s Walker County Foundation Bruce Hamrick, Chairman, Walker County Kate Nielsen, Director, Community Foundation of Commission Greater Birmingham Brian Kennedy, Executive Editor, Daily Mountain Tony Petelos, Mayor, City of Hoover Eagle Bill Voigt, Executive Director, Jefferson County Donna Kilgore, Director, Children’s Policy Council Office of Senior Citizens Services Linda Lewis, Director, Walker County Chamber of Faye White, Social Service Director, Housing Commerce Authority of the Birmingham District Gwaltney McCollum, CEO, First National Bank Virginia Williams, Director of Development, City of Susan Metts, Coordinator, Child Development Hoover Center, Bevill State Community College Shelby County Julie Miller, Executive Director, Middle Alabama Area Agency on Aging Chris Curry, Shelby County Sheriff Pete Parrish, Perc Engineering Alex Dudchock, Director of Planning, Shelby Monique Rector, CPA, Chairman, Jasper City County School Board Latino Issues Committee (See Membership List) Eric Smith, Principal, West Jasper Elementary Bucky Law, President, School Transportation School Solutions, Inc. Sandi Sudduth, District V Councilperson, Jasper Judy Merritt, President, Jefferson State City Council Community College Joel Tate, Director, Walker Baptist Hospital Julie Miller, Executive Director, Middle Alabama Philip Westbrook, Assistant Superintendent, Jasper Area Agency on Aging City Schools Chris Monceret, Director, Shelby County Walker Wilson, Vice President, Bank of Walker Department of Human Resources County Planning and Advisory Committees
Latino Issues Committee Senior Issues Focus Group Julia Hayes, Alabama Department of Public Health, Minority Health Kay Argo, Regional Planning Commission of Lee and Jenny Hutto, Owners, Lorna Road Greater Birmingham Chevron Lynn Berryhill, JBS Mental Health Authority Al Manzella, Catholic Social Services Harry Brown, Senior Vice President, Planning and Catie Murphy, Hispanic Outreach Coordinator, Community Initiatives, United Way of Central Jefferson State Community College Alabama Helen Rivas, LUDA Ted Debro, Deputy Director, Jefferson County Isabel Scarinci, UAB, Preventive Medicine Committee for Economic Opportunity Brenda Schaefer, Cahaba Girl Scout Council Dr. Mike Fleenor, Health Officer, Jefferson County Alice Singleton, Hoover Public Library Department of Health Rebecca Stafford, St. Vincent’s Hospital Kelly Flick, Middle Alabama Area Agency on Aging Jane Sweeney, Multicultural Resource Center Dr. Melissa Galvin, UAB Center for Aging Edwina Taylor, Cahaba Valley Health Care Shirley Hill, Senior Coordinator, JCCEO Elizabeth Wheat, Literacy Council Lorenza Johnson, Jefferson County Office of Senior Citizens Services United Way Planning and Community Julie Miller, Executive Director, Middle Alabama Initiatives Committee Area Agency on Aging Miller Piggott, Alzheimer’s of Central Alabama Barbara Galloway, Chair, Jefferson County Esther Schuster, Jewish Family Services Department of Human Resources Barbara Shores, Jefferson County Office of Senior Jim Anderson Citizens Services Jim Bradford, Bradford and Company Eloise Staples, Jefferson County Office of Senior Ted Debro, JCCEO Citizens Services Chree Fields, O2 Ideas Shirley Thames, Director, Alabama AEGIS Dr. Mike Fleenor, Jefferson County Department of Bill Voigt, Executive Director, Jefferson County Health Office of Senior Citizens Services Judge Debra Goldstein, Office of Hearings and Shirley Worthington, Vice President, Community Appeals, Social Security Administration Initiatives Barbara Harris, Birmingham Police Department Reginald N. Holloway, Shelby County Commission United Way Staff Valerie Holman, AmSouth Bank, N. A. Harry Brown, Senior Vice President, Planning and D. Bryan Jordan, Regions Bank Community Initiatives Randall W. Jordan, Wachovia Bank Amicka Williams, Planning Associate, Planning and Sandy Killion, The Community Foundation of Community Initiatives Greater Birmingham Terri Combs, Administrative Coordinator, Planning Julie Oetting Miller, Middle Alabama Area Agency and Community Initiatives on Aging Shirley Worthington, Vice President, Community Michael J. Musolino, Publix Supermarkets, Inc. Initiatives and Grants Management Michael Northrup, Accenture G. Ruffner Page, Jr., McWane, Inc. Gary Palmer, Alabama Policy Institute Vi Parramore, American Fed. Of Teachers #2143 Other Contributors Kimberly S. Patterson, B E & K, Inc. Guin Robinson, Region 2020 Dr. Don Bogie, Director, Center for Demographic Deak Rushton, Rushton Foundation Research, Auburn University at Montgomery Carol T. Savage, Walker Area Community Claire B. Parker, Parker Consulting, Inc. Foundation Dale Quinney, Executive Director, Alabama Rural Dr. Isabel Scarinci, University of Alabama at Health Association Birmingham Alton C. Shields, Frontrunners, Inc. Larry D. Thornton, Thornton Enterprises, Inc. Mimi Tynes Key Information Sources Jim Willis, Birmingham Post-Herald Community Counts, The Community Foundation of Bill Voigt, Area Agency on Aging Greater Birmingham and Region 2020, 2005 E. Bruce Windham, Vice President, Drummond Center for Demographic Research, Auburn Company, Inc. University Montgomery, Montgomery, Alabama. James C. Yardley, Southern Natural Gas COMMUNITY NEEDS ASSESSMENT CONTENTS
Executive Summary Overview of the United Way of Central Alabama Service Area……………………………………………………… 1
Study Methodology…………………………………………………………………………………………………………………….. 4
Summary of Issues and Populations Affected…………………………………………………………….………………… 5
Health and Human Services Issues 1. Transportation Issues………………………………………………………………………………………………………….. 7
2. Education Issues…………………………………………………………………………………………………………………. 9
3. Employment Issues…………………………………………………………………………………………………………….. 10
4. Healthcare Issues……………………………………………………………………………………………………………….. 12
5. Issues in Raising Children…………………………………………………………………………………………………… 13
6. Crime and Drug Issues……………………………………………………………………………………………………….. 14
7. Information and Access to Services……………………………………………………………………………………. 15
Population Groups Affected by the Issues………………………………………………………….. 16 • Total Area Population • Seniors • Immigrants • Families with Children • Working Poor and Unemployed
Profile of United Way of Central Alabama Counties 1. Blount County, Alabama………………………………………………………………………………………………….. 19
2. Jefferson County, Alabama……………………………………………………………………………………………… 25
3. Shelby County, Alabama………………………………………………………………………………………………… 33
4. St. Clair County, Alabama……………………………………………………………………………………………… 39
5. Walker County, Alabama……………………………………………………………………………………………….. 45
Appendix Information Sources
Report Tables
Overview of the UWCA Service Area
The United Way of Central Area (UWCA) service area is just over a million people in 2006, with an estimated 400,000 households. Jefferson County is the center of the service, both geographically and in population.
However, the service area is a picture of five distinct county profiles, and of ongoing and dynamic changes in the relationships and populations of the service area.
Jefferson County and Birmingham’s dominance of the service area population and economy will diminish in the next ten to fifteen years. For the first time in the 2000 United States census, the Birmingham Metropolitan Statistical Area (MSA) became the Birmingham-Hoover, AL MSA.
Jefferson County population in 2004 was estimated to be 64.6% of the UWCA service area; by 2020, it is projected to be 58.7% of the 5-county area population. Shelby County’s population in 2004 was 16.3% of the UWCA service area; it is projected to increase to 20.5% of the 5-county area by 2020.
Most growth in the Projected % Population Growth: UWCA service area 2004-2020 is projected to occur in Shelby County. 50% 45% Shelby will experience 38% 40% 35% the largest percent population growth of any 30% county, followed by Blount County. Jefferson 16% and Walker Counties are 20% projected to experience 6% the smallest percent 10% 5% population growth.
0% Community leaders in the TOTAL Blount Jeff Shelby St. Clair Walker four counties outside UWCA Jefferson identify opportunities for additional growth that would affect these projections – completion of highway projects, influx of new businesses, changing demographics.
1 The national trend toward ex-urbanization is evident in the patterns and projects of population growth in the UWCA service area. The trend toward “ex-urbanization” – moving further out from the city – continues to create growth opportunities in all of the counties that surround Jefferson. This leaves Jefferson County, and particularly the City of Birmingham, in a challenging position related to service provision, health and human services, and the effect of changing population demographics.
Projected Population Increase: 2004- Over 150,000 persons are 2020 projected to be added to the service area by 2020. The population in the five-county area is St. Clair, projected to grow by 159,000 between Shelby, 24,762 75,353 2004 and 2020 – from 1,019,000 to 1,178,000. Walker, 3,889 Shelby County is projected to add nearly half of these – 75,000. Walker is Blount, 21,043 projected to have the smallest increase in population size.
Jefferson, 33,570
Changes in the area’s economic base are likely to continue. The economic base will continue its ongoing shift from large corporate employers requiring a wide range of skills to more new and smaller organizations, requiring a host of technological skills that differ significantly from the skills required of the workforce in the past.
The growing automotive industry presence will continue to attract the best national and international workforce, challenging the area’s education and training resources to keep pace and provide the talent needed to sustain these companies.
Unless legislation prevents it, the immigrant population will continue to have a major impact on the economy as well as health and human services. The growth of the immigrant population, primarily but not exclusively Latino, will increasingly affect all services – governmental, social, health, economic – provided in the UWCA service area.
Diverse and changing family structures challenge the community to provide educational, health and human services to support those responsible for raising today’s and tomorrow’s children. The high rate of teenage pregnancy, and the result that teens are raising children, presents health and human services systems with a myriad of challenges. Likewise, the number of grandparents with primary responsibility for raising their grandchildren continues to climb.
The Community Needs Assessment confirms the fact that the traditional household of past generations is no longer the primary type of household in the service area.
2
The increase in the senior population will be dramatic, and will have far-reaching impact on every aspect of life in the United Way of Central Alabama service area. Senior Baby Boomers and relocated retirees are Projected % Population Growth expected to produce by County / Age: 2004-2020 infrastructure and service requirements that are unlike those of the current 180% senior population. 160% 140% The impact of the increase 120% in population entering the ranks of Senior adult will 100% be unlike any other 80% demographic trend 60% experienced in the UWCA 40% Service Area, and 20% throughout the United 0% States. UWCA Blount Jefferson Shelby St. Clair Walker
TOTAL GROWTH Under 65 Age 65+
3 Study Methodology
The 2006 Community Needs assessment was conducted from February – May, 2006. It included the following phases:
County Leadership (Key Informant) Interviews These individual and small group interviews included governmental, business, social service, religious, education and health professionals in discussions about their counties. The Key Informant Interview guide and complete notes are included in the appendix.
Community of Faith Interviews Telephone interviews were conducted with a representative sample of 53 Communities of Faith in the five- county area.
Business Interviews Telephone interviews were conducted with a representative sample of 53 Businesses in the five-county area.
Service Provider Interviews 85 Service Providers were invited to participate in the study through a letter mailed by United Way. Telephone interviews were conducted with a representative sample of 32 Service Providers in the five-county area.
Resident Community Needs Assessment Interviews Telephone interviews were conducted with 445 residents of the five-county area.
Senior Survey Interviews In conjunction with the needs assessment, a separate study is being prepared to focus in on the issues of the area’s seniors. A total of 512 interviews, using a special senior interview guide, were conducted with residents of the five-county area, ages 60 and up. Of these, 348 were telephone interviews, and 164 interviews were conducted by agencies that deal with seniors throughout the six-county area including Chilton County (included only in the senior study), and are included in the senior study report.
Latino Interviews Telephone interviews were conducted with 37 residents who identified themselves as being of Hispanic or Latino origin. These included 15 telephone interviews and 22 interviews conducted by members of the Latino Issues Committee.
4 Summary of Major Health and Human Service Issues and Populations Affected
TOTAL 5-COUNTY UNEMPLOYED AND SENIORS IMMIGRANTS FAMILIES WITH CHILDREN POPULATION WORKING POOR 1,000,000 people, 400,000 129,000 people, 95,000 25,000-28,000 people (est.), 145,000 households 18,400 unemployed persons; households households households unknown 126,500 working poor households TRANSPORTATION Lack of public transportation Transportation for medical care Transportation to work Transportation for disabled Transportation to work Transportation for the elderly Transportation for medical care and disabled EDUCATION School systems do not prepare Language barriers School readiness Adult illiteracy children for their futures Parental involvement in schools GED prep programs High school dropouts School readiness School readiness EMPLOYMENT Need for supplemental income Access to employment Youth Job readiness / skill Work ethic Finding job for seniors over 60 Language barriers training Job training and readiness Skill training or retraining Employment credentials Youth career exploration Finding a job HEALTH Preventive health behaviors Senior health care system Healthcare for uninsured Teen pregnancy Healthcare for uninsured or Chronic health problems Healthcare for uninsured underinsured Mental health Care for a disabled person Money for health care Anxiety and stress for senior Mental and emotional problems General health and fitness caregivers Family anxiety and stress Mental and emotional problems Anxiety and stress RAISING CHILDREN Disabled adults in the home Grandparents raising After school care, recreation grandchildren for children Finding, affording child care Teens raising children Children with special needs CRIME AND DRUGS Drugs and substance abuse Fraud Language, culture barrier in Domestic violence Domestic violence Neighborhood crime Physical and mental abuse law enforcement and courts INFORMATION AND ACCESS TO SERVICES Knowing about Senior services, Knowing about Immigrant Knowing about Family services, Knowing about services, eligibility, and how to access services, eligibility, and how to eligibility, and how to access eligibility and how to access Computer, technology barriers access Community awareness of Community awareness of Community awareness of Community awareness of issues facing Families with issues facing the Working Poor issues facing seniors issues facing Immigrants Children and Unemployed
Health and Human Services ISSUES 1. TRANSPORTATION ISSUES
Transportation is the issue that most affects households in the UWCA Service area. Transportation is the primary issue identified in the Community Needs Assessment, affecting households across all counties in the United Way of Central Alabama service area. Four of the survey items related to transportation, and all four were among the top 10 issues across the service area.
The major transportation challenges reported by area households in the last 12 months have been:
• lack of available public transportation – a challenge for 39.1% of households surveyed
• getting transportation for work – 31.8%
• transportation for a disabled or elderly person – 35.1%
• transportation for medical care – 30.7%.
Public transportation is limited in access and availability. Public transportation is provided by the Metro Area Express (MAX) and ClasTran in Jefferson County; by ClasTran in Shelby, St. Clair and Walker Counties; and by the County Commission in Blount. MAX provides 15,000 trips a day in 10% of the urbanized Metropolitan Service Area. ClasTran provides 1,100 trips a day, covering Jefferson, Shelby, St. Clair and Walker Counties. Blount County Transit provides limited demand response service in Blount County.
Alabama is one of five states in the U.S., and the only southeastern state, that does not provide matching funds for public transportation. All funds to match federal formula, flexed and earmarked funds must be provided by local government and transit revenue; a 1952 amendment to Alabama’s Constitution makes it illegal to use state gas tax and license fee revenues for public transportation.
Private vehicles are the primary transportation method, yet 1 in 6 Birmingham households does not have a private vehicle. As in many other parts of the United States, owning and operating a private vehicle is a way of life in Alabama – only more so. According to the U.S. Census Bureau’s 2001 American Community Survey:
• Alabama leads the nation in drivers who commute alone – about 1.6 million people, or 84.6 percent of the state’s workforce. • Only about 11.2 percent of workers carpool with friends, family or co-workers. • Less than 1 percent of Alabamians use public transportation to get to work. • Almost 1.3 million rural Alabamians do not have access to public transit services. While Alabamians overwhelmingly opt for private vehicles, independently operated, the U.S. Census lists Birmingham in the top 50 cities over 100,000 population with 16.77% households that do not have a vehicle.
Lack of public transportation carries costs to area households, commuters and to the area economy. A 2000 study by the non-profit Surface Transportation Policy Project (www.transact.org) showed that transportation costs are tied with housing costs as the greatest household expense in Alabama.
7 A Jefferson County resident’s average commute time of 24.3 minutes is within 10% of the average Alabama commute time of 24.8 minutes. However, in all other UWCA counties, the commute exceeds the US average of 25.5 minutes:
• Blount County workers average commute is 34.7 minutes.
• Walker County workers average commute is 33.2 minutes.
• St. Clair County workers average commute is 32.3 minutes.
• Shelby County workers average commute is 28.6 minutes.
According to the Birmingham Area Chamber of Commerce, failure to meet Clean Air Act ozone standards cost Jefferson and Shelby counties some 11,000 jobs and $2 billion in capital investments between 1978 and 2002.
Organizations surveyed have different perspectives on the Transportation issue. Businesses and Communities of Faith are less aware of the impact of inadequate public transportation in the service area, particularly as it relates to disabled and elderly. Service Providers, however, share the concern of households about getting transportation for work and medical care.
8 2. EDUCATION ISSUES
Public education is a shared concern throughout the UWCA Service Area. Citizens throughout the Service Area share two concerns about education in their communities:
• having a school system that prepares children for their futures – a major issue for 31.3% of households
• not being confident that school age children will complete high school – 24.4%.
Four out of five (79.5%) of adults 25 and older in the 5-county area have at least a high school education.
However, the high school dropout rate among the current high school population in the 5-county area is estimated at 33%.
Reasons for the difference between the adult high school graduation rate of 79.5% and the current rate of 67% include:
• higher high school graduation rates in the past compared to today’s rate, resulting in a higher high school graduation rate among those 25 and older, compared to those now in high school
• in-migration to the area of adults with high school educations or higher, particularly for employment opportunities requiring advanced skills, and
• completion of GED by previous high school dropouts.
School readiness is an issue for households – and one way to improve a child’s opportunity for a quality education. A major issue for 16.3% of households surveyed, the challenge is greater among parents who may not have resources to place the pre-school child in a preschool or daycare program that helps prepare the child for the public education system. Households most concerned with reading readiness are more likely to be low to moderate income, often with a divorced head of household who did not complete high school, likely to be working full time. Others concerned with school readiness are more likely to be receiving public assistance or United Way assistance.
Social service needs emerge from inadequate education systems. The shortcomings of the school systems have created two needs among the adult population:
• adult literacy – a major issue for 19.8% of households
• the need for GED preparation – 24.8% of households.
The challenge of adult literacy is faced by an estimated 20%-25% of adults in Alabama, with nearly 20% of surveyed households indicating the major challenge of an adult who has difficulty reading well enough to get along. The need for a GED preparation program is expressed by nearly one-fourth of households.
The household survey showed adult literacy and the need for GED prep are more often found among younger respondents, those who are working, earning a moderate income, and more likely to be receiving some type of public assistance.
9 Immigrants face the added challenge of language and cultural barriers. Immigrants place increasing demands on the UWCA area education systems. Children entering the school systems often must learn English at school, while parents and other family members may be unable to communicate with the school teacher or be involved in assisting their children due to their own language barriers.
Organizations surveyed shared concerns about adult literacy and education. All organizations share the community’s concerns about adult illiteracy. Businesses and Communities of Faith share residents’ concern about the school system and high school dropouts. Service Providers do not rank education issues quite as high as other health and human services needs, perhaps because of their involvement in providing human services.
10 3. EMPLOYMENT ISSUES
Low unemployment and a strengthening economy create unique employment challenges for certain adult populations. At the time of this study, Alabama unemployment was at a low figure, evidence of a strong state economy. This statistic would suggest that employment is not a widespread issue in the UWCA service area in 2006. However, unemployment is stated as a percent of the labor force actively seeking jobs, not of the adult population in the traditional workforce age.
The changing nature of industry and the composition of the workforce create special challenges for the UWCA service area. Throughout the service area, counties have experienced a dramatic shift in the industry base, job composition and skill requirements.
There are four populations that have challenges in the area of employment in this changing environment: 1) young people entering the work force, 2) the traditional adult workforce, 3) seniors, and 4) immigrants.
Young people need skill and work training to meet the challenges of the economy’s workplace requirements. Community households identify three areas as concerns for young people entering the work force.
• Availability and access to job preparation and skill training opportunities, for example, computer skill training for a youth or teenager – a major issue for 18.2% of households
• Knowing career options and skill requirements – an issue identified by community leaders
• Developing a work ethic needed for career success – an issue identified by community leaders.
A high school diploma has become the minimum requirement for employment opportunities in the UWCA area today. High School graduates clearly need additional preparation to enter the workforce in today’s business environment.
As reported in the previous section on education, the area’s high school students are dropping out at an estimated rate of about 33%, with the result that employers are recruiting from outside the area for the skills needed in their growing businesses.
Underemployed and unemployed traditional workers have special issues. Two of the top 10 issues among surveyed households are these challenges:
• an adult who is not able to find or afford job training – a major issue for 28.3% of households
• an adult who is not able to find work – 26.7%
In a period of low unemployment, this points to an adult population that is either unemployed (and not in the unemployment statistics), underemployed (working part time or in a job for which they are overqualified), or the working poor (low income despite working full time).
Households facing these issues are more often found in Jefferson County as compared to other counties. They are adults in the traditional working age, more likely to be working part time, earning under $20,000 annually. More often minority populations and single, these workers are more likely to hold a high school diploma.
11 Seniors need skill training or retraining, and help finding a job. Seniors in the Senior Needs Assessment survey were asked about a number of issues – and three were among the highest concerns during the last 12 months:
• needing additional income to supplement retirement income from Social Security and other sources – a major issue for 27.1% of senior households • obtaining job skill training for a person 60 or over – a major issue in 28.9% of senior households • finding a job for a person 60 or over who is looking for work – a major issue in 32.3% of senior households. These issues are more of a concern for seniors outside Jefferson County, and expressed most often by males, ages 60-69, who are educated and have annual household incomes of $20,000 - $40,000.
Immigrants face added issues of language, immigration and legal issues in employment. Certainly, the fastest growing immigrant group currently continues to be the Latino or Hispanic population. However, Birmingham attracts international immigrants of all educational, socioeconomic, professional, and ethnic backgrounds.
In the area of employment, these groups have the additional challenges of:
• language barriers in the work force • barriers to receiving information about employment opportunities • being subject to unfair employment practices because of their immigration status, while navigating the complex federal immigration process • underemployment of trained and educated professionals • lack of access to legal services.
Organizations are less aware of the employment needs of the community. The three types of organizations are generally less aware of the issues faced by households in area of employment – specifically in the areas of finding work and job training.
12 4. HEALTHCARE ISSUES
Several community-wide health issues touch all households, and have a significant impact on many areas of health and human services. Teen pregnancy is one of the top 10 concerns of area households – 33.4% say it is a major issue. The estimated rate of teenage pregnancies, as a percent of total pregnancies, is 38.8% in Alabama. The reported rate in the UWCA Service Area ranges from 20.5% in Shelby County to 44.9% in Walker County. Preventive health, fitness and a healthy lifestyle create health system issues for the service area, though households do not see these as high a priority for their households as Service Providers and community stakeholders do. • General health and fitness problems for an adult in the household – a major issue for 16.2% of households • Having a healthy lifestyle including exercise and fitness – a major issue for 15.1% of households • Chronic Health Problems are an issue with seniors – a major issue for 26.1% of senior households.
The Health Care System does not adequately meet the needs of Seniors and the medically underinsured or uninsured. Health Care for underinsured and uninsured households is inadequate. The 2000 Census estimated the percent of medically uninsured at 13% of the UWCA service area population, approximately 128,000 people. • Having enough money for doctor, prescriptions, or medical insurance - a major concern of 25.1% of households surveyed. • The health care system for senior households is among the top concerns of Seniors in the area - with 25.1% of Seniors considering it a major challenge for their household.
Households dealing with significant health issues require multiple and ongoing continued human services. Certain issues were not broad-based community concerns. However, for households with these following situations, the needs are significant and require many types of human services support.
• Care for a disabled person in the home – 21.0% of households consider this a major issue • Children or teenagers experiencing behavior or emotional problems – major issue for 20.2% of households • Adults with mental or emotional problems in the home – major issue for 16.9% of households • Family anxiety and stress - a major issue 23.7% of households is highly correlated with: o children or teenagers with behavior or emotional problems o having responsibility for the care of seniors in their homes o an adult who cannot read enough to get along, and o financial pressures that do not allow recreation or entertainment.
Perspectives on health issues, held by Businesses, Communities of Faith and Service Providers differ slightly from area households. All three types of organizations share the perspectives of households on general health and fitness, and the need for a healthy lifestyle. Likewise, all three types of organizations believe that there are health issues in households that create a great deal of conflict, more than those reported by the households.
Businesses and Communities of Faith rate the issue of health and fitness for children more highly than households.
13 5. ISSUES IN RAISING CHILDREN
Non-traditional parents – including teens and grandparents – are increasingly found raising children. Grandparents raising grandchildren represent a growing household situation – where grandparents step in when the parents are unable or unwilling to care for their children. The 2000 census estimated that there were 12,208 households in the 5-county area with this situation. We estimate this to be a rapidly growing segment, affecting as many as one in seven senior households according to the survey. Teens raising children, with or without help of their own parents, present challenges to the health and human services delivery system.
Support services of several types are needed for single parents or two-career parents raising children – child care, after-school care and recreation for school-age children. Parents identify three needs related to raising children, where support of human service organizations is needed.
• Finding and Affording Child Care – a major issue for 25.7% of households • After School Care for Children – a major issue for 22.4% of households • Recreation for School Age Children – a major issue for 21.2% of households. With the majority of children in service areas households, in either a single parent (father or mother) or with both parents working, these issues cut across all geographic and demographic groups within the UWCA service area.
In Alabama, the percent of the subsidized childcare need that is met in the state is reported to be 69.6%. In the UWCA service area, the range is from 50.1% in Walker County to 73.4% in St. Clair County, leaving a number of households without affordable child care.
Area organizations hold a different perspective on the issue of raising children. All three types of organizations identify the issue of family violence or abuse of adults and children as higher than those households that report this in their homes, possibly because households are reluctant to report this issue. These organizations are less aware of household issues related to services for a person with disability.
Businesses place much less emphasis on the need for finding and affording child care as compared to households.
14 6. CRIME AND DRUG ISSUES
Crime is a concern of many and frequently perceived to be related to drugs and drug usage. There is a high level of concern throughout the service area about crime, much of which is seen as related to drugs.
The rate of crime for Alabama is 4,119 per 100,000 population. Jefferson County’s rate of 6,346 per 100,000 is highest in the UWCA service area. The lowest rate is 1,247 per 100,000 in Shelby County.
Drugs are clearly identified as a community problem, predominantly the presence of methamphetamine labs throughout the Service Area. However, few households acknowledge in the survey that a household member has experienced an alcohol or drug problem in the last 12 months.
Neighborhood crime is more of a concern than the threat of gangs. Households are more concerned about neighborhood crime than gangs:
• Experiencing neighborhood crime – a major issue for 19.2% of households • Experiencing threats from gangs – a major issue for only 11.0% of households.
There are special challenges and issues for immigrants in law enforcement and the legal system. Immigrants face special challenges in the areas of law enforcement and in understanding the legal system.
Organizations see Crime and Drugs as greater issues than households report. All types of organizations report higher concern with drugs and alcohol, as compared to households that report the presence of drugs and alcohol in their home. Again, this may reflect household reluctance to report this issue. Businesses are more concerned with neighborhood crime, as compared both to Households and to Service Providers and Communities of Faith.
15 7. INFORMATION AND ACCESS TO SERVICES
Many are challenged with knowing about services for which they may be eligible. In addition to identifying specific health and human services needs of households, respondents were also asked about Information and Access to services needed by their households.
ACCESSACCESS ANDAND INFORMATIONINFORMATION
KnowingKnowing eligibilityeligibility forfor serviceservice 23.123.1 9.79.7
CommunityCommunity awarenessawareness ofof issuesissues 15.215.2 1313
NeedNeed directorydirectory ofof communitycommunity servicesservices 17.217.2 8.88.8
NeedNeed informationinformation aboutabout servicesservices 1515 10.610.6
LanguageLanguage barrierbarrier preventsprevents servicesservices 14.714.7 5.55.5
RacialRacial oror ethnicethnic discriminationdiscrimination 12.312.3 4.14.1
00 5 5 10 10 15 15 20 20 25 25 30 30 35 35 %% ofof HHsHHs withwith IssueIssue
MajorMajor IssueIssue ModerateModerate IssueIssue
Nearly one in three indicates a recent major or moderate issue in determining whether he or she is eligible for services. Those with major eligibility issues are more likely to be caring for a special needs person in the home, be of a minority ethnicity, and/or living on a low income. The Latino population is more likely to indicate that the community is not aware of the issues they are facing, difficulty getting information about services the family needs, language barriers, racial and ethnic discrimination. Black / African-Americans also find challenges with access and information; though not as highly rated as the Latino population.
Seniors have special access and information needs. Among the highest rated challenges on the senior survey was using technology to get information from organizations or businesses. Nearly three in ten (29%) have had challenges with using computers to interact with organizations. One-fourth (24%) have challenges with using automated telephone systems of organizations or businesses.
Some portion of this concern can be attributed to recent challenges of obtaining information about, and enrolling in, Medicare Part D coverage.
Information and Access issues are less known to community organizations. The three types of organizations generally are less aware of issues related to access – information, awareness and eligibility. However, Businesses and Communities of Faith see Language Barriers as more of an issue than the households in the community.
16 Population Groups Affected by the Issues
The survey of households in the United Way of Central Alabama provided insights about specific demographic groups affected by issues. The approach was to consider an issue significant in a population if 25% or more of the households in a given population group responded that the issue was a major challenge in the last 12 months. The following populations emerged as those that were affected by several issues considered a major challenge for either the service area population or a group within that population.
Total Service Area Population: 1,019,000 persons (2004 estimate); 400,000 households The total service area population is estimated to be just over one million in 2004, with an estimated 400,000 households. If an issue is considered significant for the total population, this indicates that none of the subpopulations was significantly more or less affected by the issue than the population across-the-board, regardless of demographic and other population characteristics.
Families with Children Under 18: 139,454 households in 2000; estimated at 145,000 households in 2005 These families are any household that includes children under 18 years old, regardless of the status of the relationship with the head of household.
Immigrants: 25,000-28,000 (2005 estimate) There are many reasons it is difficult to estimate the size of the immigrant population, particularly the fast- growing Hispanic / Latino population. The 2000 census estimated Hispanic or Latino residents in the UWCA service area at 17,205, or 1.7% of the area population.
Estimates of the 2004 Latino population are in the 24,000 range, indicating a growth to 2.4% of the population. We estimate, at a minimum, the current population at 25,000 – 28,000 individuals.
Seniors who are 65 or older: 129,000 people, 95,000 households (2004 estimate) Representing 12.7% of the population in 2004, persons 65 and older are a group that is projected to grow to 15.9% of the population by the year 2020. This represents an additional 58,000 persons in this age group, a growth of 45% in the 65+ population. We estimate the number of households that include a senior to be 95,000, based on the 2000 census of 91,237 households with a senior. During the next fifteen years, the growth rate for this population will significantly exceed every other age group.
Unemployed: 18,400 persons (2004 estimate) and The Working Poor: 126,500 households with income under $25,000 (2000 estimate) Estimated unemployment in 2004 was 18,405, 3.6% of the service area labor force of 504,796. The civilian labor force is the number of employed and unemployed persons as a percent of the population ages 15-64. The rate of Labor Force Participation ranges from 77.1% for Shelby County to 61.22% of Walker County.
The Working Poor are defined in many different ways – we began with a working definition of 80% of median household income, which for the UWCA service area ranges from $31,201(Walker) to $60,753 (Shelby).
Because numbers are available from 2000 Census for households with family income under $24,999, we are using that percentage to estimate the working poor in the UWCA Service area. The estimate of 126,500 households is 32% of 389,400 households in the five counties.
17
United Way Counties
18 Blount County
Blount County insights came from 7 in-depth personal interviews with county leaders, 4 Community of Faith interviews, 2 Service Provider Organization interviews, and 117 interviews with county residents.
County Strengths Community Leaders identify these strengths of their county and the communities within the county:
BLOUNT COUNTY STRENGTHS
Infrastructure and Blount County political system Systems Faith based community School systems Law enforcement Judicial System Leadership County and Municipal Governments Blount/Oneonta Chamber of Commerce State of Alabama Leadership Successful Children’s Policy Council Partnerships Alabama Task Force for Strengthening Families Other Resources Metropolitan Birmingham Area County Residents
County Insights about the Impact of Issues in Blount County Interviews with county leaders, Businesses, Communities of Faith, Service Providers and residents provided these insights about the unique impact of each of the 7 service area issues in Blount County.
ISSUE Insights from Blount County leaders and residents Transportation • Limited demand-response transportation provided by County
Education • Limited post-secondary, GED resources in the County
Employment • Lack of job readiness programs
Health • Drug abuse issues stressing healthcare system
Raising • Drug abuse and immigrant issues stressing families and child-rearing Children
Crime and • Drug abuse, which has an impact on all aspects of community life in the county Drugs • The long-term ramifications of drug abuse, including the social implications in such areas as education, parenting, health care, and crime Information & • Lack of single-point-of-contact for existing health and human services Access
19 Challenges in the Delivery of Health and Human Services
Current issues facing Blount County include:
• The influx of Hispanic residents, which affects education, social services, healthcare, law enforcement, and substance use and abuse • The growing senior population, with the accompanying need for expanded senior centers, and an array of senior services.
Future issues identified by leadership and residents include:
• Quality of life issues related to anticipated growth in the county.
Gaps in Existing Services identified by Blount County stakeholders are:
• Drug abuse prevention and education • A single point-of-contact for health and human services • Job readiness and job training services • Coordination of the various sectors of the county, and county systems, to address emerging issues.
Overlaps or Duplication of Services identified by stakeholders within Blount County, are:
• Multiple small communities that offer basic services duplicating those offered in other communities • Prescription drug assistance programs for seniors.
Opportunities for Impact identified by County Leaders
Opportunities for Impact were identified as Blount County initiatives in:
• Effectively addressing the drug abuse problem • Creating a single point-of-contact for social services • Effectively integrating the Hispanic population • Increasing the interpersonal community outreach.
Opportunities for UWCA Involvement in Blount County were identified by leadership as:
• Funding a single point-of-contact intake worker for the family resource mall • Facilitating a multi-media drug abuse prevention and education initiative • Aligning the United Way of Central Alabama allocation process to meet new and emerging community needs. • Effectively marketing United Way of Central Alabama’s involvement in Blount County.
20 Blount County’s Population and Projected Growth
Current Population Characteristics The estimated population of Blount County in 2004 BLOUNT COUNTY was 54,988, making it the lowest populated county Population in the service area, with 5.4% of the UWCA Service (Thousands) Area population. Two-thirds of adults (66.3%) are 76.031 currently married, the highest among the UWCA 80 70.005 63.715 counties. Fewer adults are single or divorced as 54.988 60 compared to other counties.
40 The age distribution of Blount County is similar to 20 the overall UWCA service area population. The county is 97% white (including some Latino), the 0 2004 2010 2015 2020 highest proportion of any county. The county is (Est) (Proj) (Proj) (Proj) estimated to have the highest proportion of Latino population in the UWCA Service area, estimated at 6.2% in 2004.
From an education perspective, 70.4% of Blount county adults have completed high school or gone beyond. Of these, 9.6% hold a bachelor’s degree or higher.
The population is projected to grow to 76,031 in BLOUNT COUNTY 2020, an increase of 38% over 15 years. Population Growth 2004-2020 The county is expected to experience more growth in the 65+ population (72% over 15 years) as compared 80% 72% to the under-65 population (33% over 15 years). 60% 38% 33% 40%
20%
0% TOTAL Under 65 65 Plus GROWTH
21 Blount County Key Informant Interviews
Chris Green, Administrator, Blount County Commission Matt Holbrooks, Executive Vice President, Eastern Health Foundation Rev. L.G. Jones, Executive Director, Hope House Annette Lake, Program Director, Hope House Julie Miller, Executive Director, Middle Alabama Area Agency on Aging Jim Murphree, Owner, Jim Murphree Insurance Jerry Reno, Executive Director, Blount County Children’s Center
1. What makes things work well in your community? • Effective political structure; strong faith-based and business communities, schools, judicial system, law enforcement; quality of residents, beliefs and work ethic • When government, business and volunteer leadership effectively identify common issues, communicate effectively to the public, and rally the public around an issue • Established communication systems between the county and municipalities through monthly meetings; and among county economic development stakeholders spearheaded by the Blount County/Oneonta Chamber of Commerce • State has provided structure around which county residents and government have addressed issues: Children’s Policy Council, Alabama’s Task Force for Strengthening Families • Proximity to Birmingham for specialty health care, shopping, cultural arts, jobs
2. Please describe a key event, situation or problem where the community worked together and effectively addressed it. • Loss of Vanity Fair—Chamber of Commerce rallied to successfully recruit industry with new businesses locating in the county monthly; Chamber continues to effectively lobby for the county in Montgomery • Faced with a deteriorating hospital, the Board, led by a businessman, sold the existing facility and passed a mil tax to fund a state-of-the-art hospital. Created a foundation to sustain medical services and renovated a Wal-Mart where for-profit services are based, a wellness facility is located and profit is channeled to the foundation. • Re-purposing of vacated hospital to provide the hub for co-location of state and non-profit social services. Spearheaded by community volunteers, particularly Hope House Executive Director, through the Children’s Policy Council network. Secured funds from CDBG, Health Care Authority and a federal appropriation to renovate what was a deteriorating facility into one that is a Family Resource Mall, including Hope House, Snead State Community College, DHR, DYS, CASA; all in walking proximity to Baptist Medical Services, mental health, VA, Health Department; accessible by public transportation.
3. Key issues of concern for individuals and families in the community. • Drug abuse: Mexican methamphetamine manufactured in and distributed from the county. Substance use/abuse negatively impacts all aspects of community life: law enforcement, schools, school drop-out, mental and physical health, birth defects, elder abuse, grandparents raising grandchildren, families, parenting. This is the most critical, pervasive county problem. • Hispanic influx—County has second highest Hispanic population density in the state. Impacts education, social services, law enforcement, substance use and abuse • Housing—low property taxes attract Jefferson County residents who have a higher expectation for services. County is unable to provide additional/requested services without increased revenue. Need for increased rental housing for low/moderate income, low-income (subsidized) rental and home ownership. Need subsidized housing for seniors and persons with disabilities. County has long-time farmers/farm widows with decreasing income and rising housing/utility costs.
22 • Senior population is active and growing. Primary social issues relate to adult illiteracy, which renders seniors unable to access needed services and avoid being victims of fraud; and to effectively address the challenges of raising grandchildren for which they are unprepared financially, physically, and for which they need assistance with parenting skills and may use retirement savings for childcare needs. Need to expand and improve senior centers and offer an expanded array of services to seniors: increased number of meals provided, legal counseling, financial planning, on-site social workers, increased public transit. • Education—strong educational leadership and community participation. Among highest rated school systems in the state. High drop out rate and illiteracy a consequence of drug abuse. Need financial assistance for low-income residents to attend community college. Need proactive planning and strategies to address increased educational challenges as the population increases. • Transportation—limited service provides needed demand response transit with local financial support from County. County supports Kid One to provide transportation for children’s medical treatment. • Health—County built a local hospital; health-related resources include a local health department, mental health center, substance abuse/domestic violence counseling. Kids First provides vision/dental services. Residents travel to Birmingham for specialty care. “Oneonta is our town. Birmingham is our city.” County provides animal control system in full compliance with state law. • Employment—third lowest unemployment rate in the state, below 3%. Need job training and job readiness training services. Need employment training/re-training for women, older workers, persons with disabilities and retirees who want to work.
4. What 2-3 things need to be done now to change lives for the better in your community? • Effectively address and reduce drug abuse problem • Add a single-point-of-contact intake worker to family resource mall • Increase interpersonal outreach to address community needs and uphold high moral standards consistent with community history • Integrate Hispanic population into mainstream community
5. What do you consider to be the primary challenges for your community during the next 5 years? • Addressing ramifications of drug abuse in all areas of community: health, mental health, education, workforce, safety, families, children/youth, seniors • Maintaining quality of life with expected population growth. Need positive leadership to anticipate and proactively address growth-related issues. As density increases, social issues will increase, as will regulation of residents’ lives, which will be a challenge for county residents.
6. Are there apparent gaps or duplications in the social service arena?
Gaps • Concerted, consistent, multi-level substance abuse prevention/education effort • Single point-of-contact for social services • Job readiness and job training/re-training
Duplications • Multiple, small communities duplicate basic services • Prescription drug assistance for seniors—needed coordination among AAA, health department, and medical providers
7. What could United Way do to improve its positive impact in the community? • Fund a single-point of contact intake worker for the Blount County Family Resource Mall
23 • Facilitate multi-media; multi-county drug abuse prevention education initiative (e.g., Montana model) • Improve and increase public communication to address a historic negative image in the county. Market the work United Way is doing in Blount County. Provide feedback to campaign supporters. • Coordinate United Way funds allocated and used for basic needs, especially clothing, so that wholesale prices can increase the number being served. (e.g., Food Bank concept). • Refine allocations model to address existing and emerging community needs.
24
Jefferson County
Jefferson County is the largest and UWCA’s dominant county, located in the center of the United Way Service area. Jefferson County insights came from 15 in-depth personal interviews with county leaders, meetings with the Latino Issues committee, 38 Business interviews, 36 Community of Faith interviews, 24 interviews with Service Provider organizations, and 453 telephone interviews with county residents.
County Strengths identified by County Leaders Community Leaders identify these strengths of their county and the communities within the county:
JEFFERSON COUNTY STRENGTHS
Infrastructure and City of Birmingham Neighborhoods Systems Elected Jefferson County officials Corporate community Leadership Multi-sector public, private and governmental Successful Issue-specific and ad hoc community Partnerships networks
County Insights about the Impact of Issues in Jefferson County Interviews with county leaders, Businesses, Communities of Faith, Service Providers and residents provided these insights about the unique impact of each of the 7 service area issues in Jefferson County.
ISSUE Insights from Jefferson County leaders and residents Transportation • Lack of transportation options limits access to health, human services, economic, workforce development and business systems. • Need for an accessible, available, and coordinated transportation system will increase. Education • Multiple school systems dilute the quality and consistency of education from pre- school through post-secondary. • Ongoing societal changes demand a quality, cost-effective public education. Employment • High level of cyclical and chronic poverty, with underemployment or unemployment, result in an inability to provide for basic needs. • Changing economic base requires a coordinated effort to develop and maintain the workforce and economic infrastructure. • Loss of economic and employment security for current workforce. • No system of coordinated, accessible career exploration, job readiness and training for youth. Health • Preventive health education and health care are key long-term issues. • Inadequate health services for low income residents, people with chronic conditions Raising • Challenges of drugs, alcohol, Internet pornography and predators, and a reduction Children of parental involvement and effective education, result in youth who do not abide by societal boundaries. Crime & Drugs • Jefferson County residents more often concerned with neighborhood crime as a challenge compared to non-Jefferson residents. Information & • Senior services are fragmented, duplicative and difficult for seniors to navigate. Access
25 Challenges in the Delivery of Health and Human Services Gaps in Existing Services identified by Jefferson County stakeholders are:
• Multiple government jurisdictions impede service coordination • Uncoordinated social services • Uncoordinated and fragmented senior services • Health services for low income residents, and for people with chronic conditions
Overlaps or Duplication of Services identified by stakeholders within Jefferson County, are:
• Social agencies providing similar, overlapping services • Multiple municipal jurisdictions, services and resources • Agencies diverting from their primary services or mission to accommodate funding sources • Uncoordinated, duplicated energy assistance provided by agencies and faith-based entities
Opportunities for Impact Identified by County Leaders Opportunities for Impact were identified as Jefferson County initiatives in:
• Effectively collaborating among government, business and non-profit organizations to address Jefferson County issues. • Consolidating government to provide cost-effective, quality services • Coordinating and expanding public transportation • Improving and increasing the quality of education from pre-school through post-secondary • Expanding parenting education and technological resources to reach at-risk families, children and youth • Effectively coordinating senior services • Mainstreaming the Hispanic population in social service, economic and education systems • Increasing access to healthcare • Networking the social services
Opportunities for UWCA Involvement in Jefferson County were identified by leadership as:
• Facilitating the coordination of and information and referral for social services • Initiating strategies to address new and emerging social issues • Aligning the United Way allocation process to meet new and emerging community needs • Effectively marketing United Way involvement and impact in the community
26 Jefferson County’s Population and Projected Growth
The estimated population of Jefferson County in 2004 was 658,495, which is the highest populated county, with JEFFERSON COUNTY 64.6% of the UWCA Service Area Population population. (Thousands)
Just over half (50.3%) are married, the 1000 lowest proportion within the service 673.771 682.336 692.065 area. Jefferson County has the highest 800 658.495 proportion of non-married adults 600 including 27.4% never married, 13.8% 400 separated or divorced, and 8.4% widowed. 200 0 Jefferson County’s age distribution is 2004 2010 2015 2020 similar to the overall service area. (Est) (Proj) (Proj) (Proj)
The county is 57.2% white (including some Latino) and 40.8% black. The county was estimated to have a Latino population of 3.6% in 2004.
Of all Jefferson County residents, 80.9% have completed high school or gone beyond. Of these 24.6% have completed a bachelor’s degree or higher.
JEFFERSON COUNTY Jefferson County is projected to grow at the Population Growth lowest rate in the area, increasing to 692,065 by 2004-2020 2020, a growth rate of 5% over 15 years. 20% 20% The county is expected to grow more in the 65+ 15% population (20% over 15 years) as compared to the under-65 population (3% over 15 years). 10% 5% 3% 5%
0% TOTAL Under 65 65 Plus GROWTH
27 Jefferson County Key Informant Interviews
Captain Marsha Allen and Staff, Supervisor, Criminal Division, Jefferson County Sheriff’s Department Commissioner Mary Buckalew, Jefferson County Commission Leslie Carlisle, Director of Philanthropy, Charles D. Haines LLC Common Ground Committee (Participant List Attached) Gayle Cunningham, Director, Jefferson County Committee for Economic Opportunity Ted Debro, Deputy Director, Jefferson County Committee for Economic Opportunity Ann Florie, Director, Leadership Birmingham Latino Issues Committee (Participant List Attached) Cheryl Locke, Personnel Director, UAB Don Lupo, Director, Mayor’s Citizen Assistance, City of Birmingham Bill Moran, Executive Director, St. Vincent’s Foundation Kate Nielsen, Director, Community Foundation of Greater Birmingham Tony Petelos, Mayor, City of Hoover Bill Voigt, Executive Director, Jefferson County Office of Senior Citizens Services Faye White, Social Service Director, Housing Authority of the Birmingham District Virginia Williams, Director of Development, City of Hoover
1. What makes things work well in your community? • Linkaging, networking, relationships, collaboration in the community and neighborhoods that enable diverse populations to build trust and establish community-based networks. • Multi-sector leadership including elected officials, corporations, public/private partnerships aligned to the needs of the people and positioned to address system issues; ability to identify common goals and objectives, prioritize them, gain consensus, proactively address issues, monitor strategies, modify as needed, and celebrate successes. • When ‘who gets the credit’ doesn’t supersede accomplishing the goal; and when community members demonstrate mutual tolerance and respect. • When social services are designed and delivered in ways that do not create dependency, do not isolate/stigmatize populations, and enable populations to participate in mainstream society.
2. Please describe a key event, situation or problem where the community worked together and effectively addressed it. • EMA—in 1993 a major snowstorm caused the County to “come to a screeching halt.” County progressively demonstrated leadership and preparedness in responding more effectively to disasters, with Katrina and tornado relief reflecting the best examples of county, city, local, federal and state governments, agencies and volunteers working together. “The need was extraordinary and the end result for the community was positive.” • Homelessness—in the early 1980’s, the homeless were viewed as “vagrants.” A coalition of city, county, faith-based, and non-profits began to shift the negative connotation and offer hospitality. The Metropolitan Birmingham Services for the Homeless formed and successfully applied for federal funding to coordinate services and develop intermediate housing for the homeless. • Public services--a consensus of private/public/elected officials to address public needs resulted in locations for public services such as the Hoover Public Library, schools, senior centers, and the civic center. The Jefferson County Library Cooperative was the first and most successful in the country. • Housing--Region 2020 affordable housing initiative secured federal, financial support to develop low-to-moderate income housing stock. Hope VI provided an impetus for downtown redevelopment and pride in downtown living. • Social service coordination: (1) Latino Issues Committee—United Way convened committee as a way to identify emerging social issues related to influx of Latinos, and to leverage existing resources. Has become a model of interagency, interfaith, funding source coordination around a
28 specific issue to achieve collective goals. (2) Youth Opportunity Grant—initial interest from agencies focused on funding rather than building a system of services for at-risk youth. United Way worked with agencies, focusing on quality services and identifying collaborators to achieve goals for youth. The results were significant advancement in educational and career attainment for at-risk youth and a model for collaborative community working relationships. • Community spirit: (1) Death of police officers in West End resulted in neighborhood residents working with law enforcement to control crime. Residents began to report criminal activity, which enabled law enforcement to more effectively address neighborhood crime. (2) Sports events—Bruno Classic, PGA, SEC. Sense of community for a limited period of time, but not a continuous mobilization of public to support ‘signature’ sports.
3. Key issues of concern for individuals and families in the community. • Transportation: Access barrier to health and human services, work, healthcare, shopping, job training. “There is no system of “getting from point A to point B without a car.” Transportation is identified as a primary barrier in the County to work, healthcare, shopping, work, job training, access to businesses; significant contributor to congestion and deterioration of roads; “totally inadequate.” Need a reliable public transit system that is one component of an integrated transportation mobility system (transit, rail, roads, bicycle paths, sidewalks, walking trails), with networks of feeder options that connect people to resources, such as art museums, civic center, shopping, libraries, and a robust central city circulator system. One effective County transit program is specialized transportation network for elderly and persons with disabilities (i.e., ClasTran). • Education: (1) Multiple school systems dilute financial, facility, equipment, and professional resources and increase educational cost through duplication; restrict capacity of the system to respond to expanding needs of a multicultural school population. System perceived as “broken” with focus on educating students “lost.” (2) School readiness and quality early childhood education is critical to educational system success and becomes a workforce readiness issue. Education is the ‘Achilles heel” in Alabama that relegates the state to the bottom of national outcome indicators. • Housing: Continuum of housing options to address homelessness, affordable housing for low-to- moderate income families is needed. Higher costs of living disproportionately affect low-income and leave them without a “vision” of becoming homeowners. Need options for low-to-moderate income families that includes them as part of the community and not in segregated, “low income” cluster communities. Effectively use the County’s low housing costs as an economic development marketing strategy. • Seniors: Fragmented, duplicative services that are difficult and/or impossible for seniors to navigate. No established system for interagency communication, which results in minimal coordination on behalf of seniors. Senior centers need increased hours, improved facilities and programming, with “modernized” services that appeal to impending Baby Boomer influx; becoming multi-functional centers with an array of programs that sustain quality of life health and well-being. • Raising children: Effective parenting complicated by multiple challenges that include drugs, alcohol, Internet pornography and predators; reduction of parental time and investment in children’s lives; families with multiple mother/father/caretaker figures; and single parent families. Parents who seem to be unable and/or unwilling to establish reasonable, consistent disciplinary boundaries result in youth who cannot and/or will not abide by societal boundaries. • Basic necessities: Poverty, low educational attainment, and inadequate work skills result in unemployed, underemployed, uninsured, underinsured residents with cyclic inability to meet basic needs. • Healthcare: There is a high availability of accessible and affordable healthcare. High cost of healthcare and insurance relegates quality healthcare to those who can afford it. Focus needed on preventive health behaviors by public, private, and faith sectors, as well as emphasis on personal responsibility for healthy living.
29 • Employment: County-wide, coordinated effort needed to maintain and grow existing businesses and to sustain economic stability. Historic tendency to rely on seemingly low-risk economic infrastructure (e.g., steel, rail) without a commensurate effort to supplement with diverse, growth industries (e.g., technology). Need to effectively market employment opportunities in trade industries. Youth and young adults need job and work maturity skill training to increase employability.
4. What 2-3 things need to be done now to change lives for the better in your community? • Consolidated government would reduce duplication and/or cost of services and offer additional, higher quality community services more effectively. Consolidation would reduce crime and governmental conflict that lowers public confidence (e.g., Jacksonville, Florida model). • Coordinate existing transit resources and route them to where people live and work and to the services that they need to access. • Improve preschool programs, school readiness, school facilities, quality of education, educational outcomes, and opportunities for viable careers. • Provide consistent effort to teach conflict resolution and anger management skills to parents and students. Provide technologically accessible computer/telephone resources for parents, children and youth to increase access to accurate information, assistance. • Coordinate senior services more effectively. • Develop an accessible, coordinated career exploration, career preparation, and job search system. • Mainstream the Hispanic population through education and acculturation. Engage the Hispanic business community as role models/mentors. • Increase access to healthcare. • Sustain community leadership in public and private sectors; support inter-generational community involvement, transfer the ‘giving ethic’ to younger generations. • Establish a signature community ‘draw’ such as a national soccer league team. • Increase a revenue base for services. • Capitalize on technological developments. • Increase ‘open space’ areas for families, recreation, entertainment, cultural opportunities. Maintain safe and wholesome environments for families. • Network social service delivery system to focus on services to clients rather than expediency for agencies.
5. What do you consider to be the primary challenges for your community during the next 5 years? • Population shift--Census designation of “Birmingham/Hoover MSA.” Birmingham is losing its identity and not certain whether Hoover is creating a competitive or complementary identity. Birmingham needs to retain number and quality of population; revive and retain a vibrant business community. Monitor county benchmarks across the spectrum and proactively address challenges to prevent population from uprooting and leaving. • Bridging jurisdictional boundaries among municipalities, counties to coordinate services that address the cross-cutting needs of citizens. Provide adequate infrastructure, leverage resources to work on inter-municipal/inter-county projects • Creating an environment where government, business and non-profits collaborate effectively on behalf of community with growing cost of providing public services. • Transportation—existing system is currently inadequate and not supportive of sustaining and/or growing a vital city core and connectivity throughout the county. • Providing quality, consistent education throughout the county that maximizes financial, facility, professional resources in the best interest of students. Renewing and revising an educational system that educates children/youth in a safe, positive environment and prepares them for taking their place in the society of the future.
30 • Affordable housing that is not flood-prone. • Becoming a more welcoming community to diverse populations and diverse businesses. • “Baby Boomers” becoming seniors. This will be a ‘demanding’ population that will not accept status quo. Provide continuity of services and care for aging network ranging from in-home personal care services to employment re-training. • Home rule.
6. Are there apparent gaps or duplications in the social service arena?
Gaps • Transportation--“there is not an existing system;” need an umbrella, regional organization that coordinates existing services to better meet the need • Resistance of elected officials to work together and address substantive community issues • Senior services—expanding requests for funding to meet needs and lack of coordination of existing services. Day care for Hispanic seniors. • Coordination of social services so people who need them can access them. • Career exploration, technical career (school-to-work) programs for high school students; increased need for familiarity with community college system and occupational/technical career options • Health services for low income; preventive and chronic health behaviors
Duplication • Coordination among multiple agencies that provide similar/complementary services • Political turf—lack of coordination among municipalities that do not share information, resources, services. Governmental duplication of services, exploitation of divisiveness that impedes action. • When social problems become a ‘funding’ issue for the organization rather than a ‘human’ issue that focuses on quality service, duplication proliferates. • Energy assistance—faith and agency based programs “haphazardly” assist families without coordinating and utilizing existing resources to best advantage
7. What could United Way do to improve its positive impact in the community? • Facilitate community development of a continuum/system of wrap-around services, service clusters, so that people who need services can readily access them. Eliminate ‘silos.’ Strengthen the community development, strategic planning, consultative leadership that UW offers to community in general and to specific human and social service issues in particular. Serve as communication and facilitative link among corporate, government, and non-profit sectors to address cross-cutting issues (e.g., EMA, ClasTran). • Become the agent of change, ‘non-profit incubator’ for agencies to address new and emerging needs and then let the ‘market place’ fund if it considers the services necessary to the health and well-being of the community. • Comprehensively review agencies, funds allocated, services provided, outcomes, accountability, viability in current socio-cultural environment. De-fund agencies that are not meeting existing needs or are unable to adapt to the changing social service environment. Focus on growth agencies—those that address existing and emerging issues. Recognize that more is not necessarily better: “United Way can’t be all things to all people.” • Adhere to policies and standards for United Way partnerships. Hold United Way agencies accountable and evaluate whether its agencies are benefiting or hindering the community as United Way encourages them to remain stagnant rather than adapt to changing social conditions and provide services to meet those conditions. Agencies develop “entitlement” attitude and become resistant to achieving outcomes. United Way needs to assess the cost/benefit of its agencies’ services. • Emphasize what United Way does in the community to improve awareness in the community and the willingness of community to support United Way.
31 • Facilitate establishment of a teen crisis line, and parent and child/youth ‘chat’ lines that would provide a community safety net for families, children and youth • Provide an on-line service directory
32 Shelby County
Shelby County has been the fastest growing county in the United Way Service area, and the trend is expected to continue for the next 15 years. Shelby County insights came from 10 In-depth personal interviews with county leaders, meetings with the Latino Issues committee, 9 Business interviews, 7 Community of Faith interviews, 1 interview with a Service Provider organization, and 118 interviews with county residents.
County Strengths identified by County Leaders Community Leaders identify these strengths of their county and the communities within the county:
SHELBY COUNTY STRENGTHS
Infrastructure and County Commission Systems Businesses
Leadership Business Community County Commission and County Manager Faith-based community Social service programs
Successful Collaboration within the community Partnerships
Other Resources Fiscally sound county government
County Insights about the Impact of Issues in Shelby County Interviews with county leaders, Businesses, Communities of Faith, Service Providers and residents provided these insights about the unique impact of each of the 7 service area issues in Shelby County.
ISSUE Insights from Shelby County leaders and residents Transportation • Lack of mass public transportation, coordination or capacity
Education • High school drop outs • Assimilation of Latino students Employment • Lack of qualified workers for available jobs
Health • Latino health and social services • Lack of health care for the medically uninsured • Lack of mental health counseling for low income residents Raising • Not identified as a major issue by Shelby County leaders. Children
Crime and • Not identified as a major issue by Shelby County leaders. Drugs
Information & • Lack of senior centers and services, and access for seniors to existing services Access
33 Challenges in the Delivery of Health and Human Services
Gaps in Existing Services identified by Shelby County stakeholders are:
• System of services for Latino residents • Services to address the demographic disparity between the North Shelby communities and South Shelby communities
Overlaps or Duplication of Services identified by stakeholders within Shelby County, are:
• Agencies diverted from their primary services or mission to accommodate funding sources • Multiple Chambers of Commerce • Lack of coordination among volunteer agencies
Opportunities for Impact Identified by County Leaders
Opportunities for Impact were identified as Shelby County initiatives in:
• Regional strategic effort to proactively plan for growth issues • Coordinating public transportation for residents • Coordinating and adequately funding senior programs • Mainstreaming the Latino population • Providing healthcare for the medically uninsured • Increasing funding for public education
Opportunities for UWCA Involvement in Shelby County were identified by leadership as:
• Facilitating the coordination of information and referral for social services • Initiating community strategies to address new and emerging social issues • Facilitating establishment of healthcare service for the medically uninsured • Effectively marketing UWCA involvement and impact in the community
34 Shelby County’s Population and Projected Growth The estimated population of Shelby County in SHELBY COUNTY 2004 was 165,677, which is the second highest populated county, with 16.3% of the UWCA Population Service Area population. (Thousands)
241.030 About two-thirds (64.9%) are married, 250 216.308 comparable to the overall service area. Shelby 191.474 200 165.577 has the lowest percent of widowed residents. 150 Shelby County has the youngest population in 100 the service area. The proportion of preschool 50 and school aged children is highest in the UWCA 0 Service area, and likewise the percent of persons 2004 2010 2015 2020 (Proj) 50 and over is lowest. (Est) (Proj) (Proj) Shelby County has the highest level of education, with 86.8% having a high school education or above, and 36.8% holding a bachelor’s degree or higher.
Shelby County has, by far, the highest median household income of all counties at an estimated $60,751, exceeding the average of the other four counties in the service area by 66% in 2004.
The county is 88.8% white (including some Latino) and 8.9% black. The county was estimated to have a Latino population of 2.8% in 2004.
Shelby County is projected to add the most residents SHELBY COUNTY in the service area, with over 75,000 expected to Population Growth become residents of the county by 2020. The rate of 2004-2020 growth will be 45% over this period.
200% 165% The county is expected to grow more in the 65+ population (165% over 15 years) as compared to the 150% under-65 population (34% over 15 years). This trend 100% 45% reflects both new residents moving to the area, and 34% the aging of the current population of residents who 50% are 50 years and older. 0% TOTAL Under 65 65 Plus GROWTH
35 Shelby County Key Informant Interviews
Chris Curry, Shelby County Sheriff Alex Dudchock, Director of Planning, Shelby County Brenda Harris, DHR JOBS Case Worker Latino Issues Committee (Participant List Attached) Bucky Law, President, School Transportation Solutions, Inc. Julie Miller, Executive Director, Middle Alabama Area Agency on Aging Chris Monceret, Director, Shelby County Department of Human Resources Tony Petelos, Mayor, City of Hoover Virginia Williams, Director of Development, City of Hoover Helen Wright, DHR JOBS Supervisor
1. What makes things work well in your community? • Cooperation, communication, interaction, absence of personal ‘agendas,’ willingness to share resources across the county to achieve goals, although there are conflicts among municipalities. Staying focused on the project/goal based on strategic planning; ongoing communication with the public that sustains public confidence while producing results that they can see. When ‘who gets the credit’ doesn’t supersede accomplishing the goal, and when there is demonstrated mutual tolerance and respect. • Fiscally responsible County Commission. The county’s agricultural heritage, especially in southern part of the county, values fiscal integrity. • Business community helps government identify and address issues in a positive manner. • Community collaboration among agencies, limited ‘turfism,’ and the county’s size facilitates communication and collaboration. • When social services are developed and delivered in ways that do not create dependency, isolate, or stigmatize populations; enable populations to participate in mainstream society to the best of their ability; and give social service strategies adequate time and attention to become effective.
2. Please describe a key event, situation or problem where the community worked together and effectively addressed it. • Capital projects—County-wide strategic plan to construct structurally effective, fiscally sound, efficient facilities that offer multiple county services. County Commission paid for the jail with no encumbered debt, reflecting an example of sound fiscal county management. • Hurricane Katrina—unprecedented response with leadership of County Manager to develop a network of trained volunteers and establish shelters at Oak Mountain where faith-community provided support services to families. Model infrastructure for future emergency responses. • Latino Issues Committee—United Way convened the committee as a strategy to identify social issues and to leverage existing resources to meet emerging health and human service needs. Consistent state, non-profit, interfaith, funding source participation in support of individual efforts to reach collective goals. Model of interagency coordination around a specific issue.
3. Key issues of concern for individuals and families in the community. • Transportation: Increasing need for mass transit options for county residents. • Seniors: Equal percentage of seniors and children in the county with disproportionate funding for and availability of services for seniors. Increased need for senior centers, expanded services, and accessible transportation. • Education: reduce dropout rates; provide quality education with increasing bi-lingual population. Increasing need for immigrant children to obtain post-secondary education to prepare for participation in the workforce. • Drug abuse.
36 • Influx of Hispanics with inconsistent policy to address emerging health and social service issues in a humane manner. • Housing: Affordable housing for the ‘working poor,’ county residents who are beginning careers (e.g., professional positions, teachers, nurses) who cannot afford existing housing or developments currently being built. Subsidized housing needed for seniors and persons with disabilities. Rental housing needed for low-to-moderate income families. • Employment: This is not problematic for residents; it is problematic for businesses having to attract qualified trade workers. Develop training, re-training programs for youth, older workers, retirees, persons with disabilities to fill growing demand for workers. • Parenting: Increasing number of grandparents raising grandchildren and often using retirement income for childcare. Need to open discussion, resources, counseling, financial planning.
4. What 2-3 things need to be done now to change lives for the better in your community? • Establish public transit options for residents. Successfully present public transit issue to citizens in a way that will support the need for dedicated funding and not be perceived as a detriment to infrastructure (roads, bridges, highways). • Coordinate and fund senior programs that address quality of life issues. • Mainstream Hispanic population through education and acculturation. Engage Hispanic business community as role models/mentors. Promote policy decisions on undocumented immigrant issue to provide boundaries for community response. • Provide healthcare for medically uninsured adults. • Increase funding for public schools.
5. What do you consider to be the primary challenges for your community during the next 5 years? • Regional strategic planning, decision-making, governance that facilitates effective management and development of growth and reduces disparate inter-county and intra-county governmental jurisdictions. • Managing growth with adequate infrastructure: education, transportation, affordable housing, senior services, public safety (fire, rescue, law enforcement).
6. Are there apparent gaps or duplications in the social service arena?
Gaps • Consistent, realistic approach in addressing needs of Hispanic population • Healthcare for medically uninsured • Affordable housing • Public transportation adequate to meet community needs • Availability of adequate utility assistance • Mental health counseling for low-income • North/South Shelby County disparity—problem of addressing as one county when the demographics and needs are different
Duplications • When social problems become a ‘funding’ issue rather than a ‘human’ issue, duplication proliferates. Interagency collaboration attempts to address duplication issues • Multiple Chambers of Commerce, contentious, prevent unified economic development approach and an approach to work more collaboratively with Birmingham • Competition among volunteer agencies that undermines efforts to build collaborative volunteer networks and develop services
37 7. What could United Way do to improve its positive impact in the community? • Assign a professional staff person to build relationship with and among elected officials, businesses, faith-based, non-profits to spearhead social service planning, strategically plan for changing needs, and facilitate implementation and monitoring of services and service needs. • Increase publicity to keep public better informed about United Way services in the community and the services that they provide. • Facilitate establishment of free health clinic for medically uninsured adults.
38 St. Clair County
St. Clair County insights came from 12 In-depth personal interviews with county leaders, 5 Business interviews, 1 Community of Faith interview, 2 interviews with Service Provider organizations, and 111 interviews with county residents.
County Strengths identified by County Leaders Community Leaders identify these strengths of their county and the communities within the county:
ST. CLAIR COUNTY STRENGTHS
Infrastructure and County Commission Systems Economic Development Council Media Judicial System Leadership County Commission Community Volunteers and Retirees Other Resources Birmingham Metropolitan Area
County Insights about the Impact of Issues in St. Clair County Interviews with county leaders, Businesses, Communities of Faith, Service Providers and residents provided these insights about the unique impact of each of the 7 service area issues in St. Clair County.
ISSUE Insights from St. Clair County leaders and residents Transportation • Lack of transportation options is major issue impacting access to services in the county Education • Increasing need for educational quality and facilities to accommodate expected county growth and to attract industry Employment • Need for career exploration, job readiness and training for youth • Economic development required to retain employment within St. Clair County Health • Aging regional hospital inadequate to meet growing needs • Lack of early identification of, and intervention for special educational and mental health services • Social ramifications of drug abuse increasing Raising • Need for mental health and mental retardation services for children and youth Children
Crime and • Drug abuse and attendant social and law enforcement issues Drugs
Information & • Social, economic and cultural disparity between long-time and relocated residents Access
39 Challenges in the Delivery of Health and Human Services Gaps in Existing Services identified by St. Clair County stakeholders are:
• Lack of strategic planning and infrastructure to accommodate projected county growth
Overlaps or Duplication of Services identified by stakeholders within St. Clair County, are:
• Special interest groups in the county.
Opportunities for Impact Identified by County Leaders
Opportunities for Impact were identified as St. Clair County initiatives in:
• Increasing the revenue base to provide needed infrastructure • Improving the educational funding and the system • Increasing the availability of affordable housing, and providing a homeless shelter for men • Providing basic rural public transpiration • Coordinating a continuum of senior services • Increasing assistance with basic needs and utilities • Increasing parent education services • Addressing the drug abuse issues in the community • Providing accessible and available health, mental health and dental services
Opportunities for UWCA Involvement in St. Clair County were identified by leadership as:
• Facilitating coordination of existing health and human services • Initiating community strategies to address new and emerging social issues • Facilitating a county effort to address the school drop-out issue • Facilitating the expansion of a youth career exploration and training program • Facilitating the establishment of a “wellness” facility • Effectively marketing UW services in the county • Adding Talladega County into the UWCA Network
40 St. Clair County’s Population and Projected Growth
The estimated population of St. Clair ST. CLAIR COUNTY County in 2004 was 70,245, which is the Population third highest populated county, with 6.9% of the UWCA Service Area population. (Thousands)
95.007 About two-thirds (64.5%) are married, 100 87.614 similar to the overall UWCA service area. 80.009 Likewise, St. Clair County is similar in age 80 70.245 to the overall UWCA Service Area 60 population. 40 In St. Clair County, 71.3% of adults have a 20 high school education, with 11.1% holding 0 a bachelor’s degree or higher. The county 2004 2010 2015 2020 (Proj) is 90.5% white (including some Latino) (Est) (Proj) (Proj) and 8.1% black. The county was estimated to have a Latino population of 1.3% in 2004.
St. Clair County is projected to grow to a 2020 population of 95,007, adding nearly 25,000 residents in 15 years. The rate of growth will be 35% over this period.
The county is expected to grow more in the 65+ population (90% over 15 years) as ST. CLAIR COUNTY compared to the under-65 population (28% Population Growth over 15 years). 2004-2020
This trend reflects both new residents moving 100% 90% to the area, and the aging of the current 80% population of residents who are 50 years and 60% older. 35% 40% 28% 20% 0% TOTAL Under 65 65 Plus GROWTH
41 St. Clair County Key Informant Interviews
Lee Ann Clark, Agent, County Extension Service Ed Gardner, Jr., Director, Economic Development Council David Gray and Lamar Payne, Executive Director and Clinic Director, D.A.Y. Program Bobby Hathcock, Superintendent, St. Clair County Public Schools Matt Holbrooks, Executive Vice President, Eastern Health Foundation Ray Miller, Retired President of Pell City National Bank of Commerce Richard Minor, District Attorney Rev. Mark Parris, Pastor, First United Methodist Church Susibell Lunamand, Executive Director, Lakeside Hospice Linda Walls, Director, St. Clair County Community Action Agency
1. What makes things work well in your community? • County Commission leadership—County is not dominated by any one city and is becoming more urbanized in multiple locations, which enables county-wide policy development and results in a positive, competitive county attitude. • Strong, dedicated community volunteer base and community leaders that love their community, care about others, recognize needs, work hard, and fund projects to meet needs • Influx of retirees with higher income levels, capacity and willingness to participate in community • Economic Development Council benefits the municipal city leaders, demonstrates a model of how community can work together effectively to effect positive change and make county eligible for new industry • Communication systems—local radio, two local newspapers, local cable access network, faith community networks/involvement, strong media for public education/communication • Effective juvenile court system with proactive judicial leadership to leverage resources on behalf of at risk youth • Proximity of Birmingham for specialty health care, jobs, cultural arts, shopping
2. Please describe a key event, situation or problem where the community worked together and effectively addressed it. • Extraordinary events/disasters, where faith community provides leadership to mobilize response efforts • Jefferson State Community College—County taking lead role in partnership with Pell City and the college in recruiting and securing a post-secondary education resource in the county • Proactive capital improvements: (1) Interstate bridge--County helped cities develop and fund infrastructure, worked with ALDOT to fund and prioritize the project. “Will be the most important economic development generator in the county for a $1.5 million investment”; (2) County-wide water treatment plant will address water problems for foreseeable future; (3) Community Services Building—spearheaded by the former Pell City mayor, strong community and business support resulted in cooperative effort to co-locate social service agencies; (4) Board of Education and Pell City collaborated, and secured funding to construct an auditorium for the high school that would also serve as a community cultural arts center with nationally recognized performances resulting in mutual benefit for high school and community cultural arts; (5) Collaborative support of library resulting in an effort to build new library, creating a bridge between existing county residents and newly re–located residents. • Economic Development Council—successful economic development coordination among county and municipal officials. County was slated to become headquarters for Continental Telephone with anticipated 2,000 jobs. Company was sold prior to locating and was major economic set- back. County re-bounded and recognized its ability to attract new business. • Children’s Policy Council with leadership of Juvenile Judge created D.A.Y. Program to meet needs of at risk youth and to enable them to receive treatment services within the county.
42 3. Key issues of concern for individuals and families in the community. • Education: Quality of public schools limits the county’s ability to attract industry necessary to support population growth. Lack of continuity in Board, school administration results in inconsistent leadership or a plan to improve schools. Parents need advocacy training to access special education services for children. • Population growth: County needs a proactive strategic plan with implementation plan to accommodate growth; public information needed to increase electorate’s knowledge, understanding of issues and ability to make decisions compatible with growth and development. Regressive tax base does not provide consistent level of funding for necessary infrastructure (e.g., sewers, education, housing). • Crime/drugs: Increased crime due to population growth. Methamphetamine labs with attendant criminal, social, health, family issues that result; increasing incidence of prescription drug abuse. • Healthcare: Aging regional hospital inadequate to meet growing needs, especially for retired residents moving to area; lack of access (i.e., public transportation) for low-income, underinsured to healthcare services; lack of affordable dental, mental health services. • Transportation—major issue impacting accessibility to services for low-income, seniors/retirees, persons with disabilities. • Continuum of housing options: Affordable housing (rental and ownership), funding/programs to rehab existing houses that make them habitable by low-income families. Subsidized housing for seniors and persons with disabilities. Rental housing for low-to-moderate income. • Economic stability: High rates of inter-generational poverty, high school drop-out, teen pregnancy, and a diminishing middle class result in a fragile socio-economic base for many residents. • Raising children: Teen parents and grandparents parenting grandchildren—both ends of a parenting spectrum inadequately prepared for and supported in parenting. Need to open subject for public discussion, provide resources, counseling, financial planning assistance.
4. What 2-3 things need to be done now to change lives for the better in your community? • Raise property taxes to establish stable financial base to accommodate growth • Increase availability of property for industrial development. Acquire and build a technology park in the northern part of the county • Increase availability of affordable housing, ranging from public housing for extreme poverty-level residents to rental/ownership housing for low-to-moderate income residents • Build a homeless shelter for men • Provide public transportation for transients, low-income, elderly, persons with disabilities to healthcare and social services, shopping, education/training • Increase availability of dental services for uninsured/underinsured • Develop continuum of services for growing population of seniors • Increase emergency assistance for basic needs, utility assistance • Improve education, physical facilities and quality of education, ranging from preschool to community adult education • Build a new hospital to meet basic medical needs and attract specialists • Hire permanent Board of Education Superintendent to provide system stability that will enable needed improvements • Increase availability of mental health services and parenting for new parents • Develop leadership within the county that can sustain development • Effectively address the drug problem
43 5. What do you consider to be the primary challenges for your community during the next 5 years? • Education—Necessity to improve the quality and quantity of schools to accommodate growth and to establish the value of public education in the community. “Education is key to community development.” • Intentional strategic planning and infrastructure to accommodate impending growth; to include, zoning, building permits, sewage management, water, industrial growth, adequate housing resources, expanded court systems, stable economic revenue, local provision of healthcare, public transportation, law enforcement • Economic development to provide middle-and upper income jobs to retain economic growth benefits within the county • Impending social/cultural gap between: (1) long-time county residents in a county that has had a high percentage of low-income, poorly educated, living in sub-standard housing; and (2) the influx of retirees who are more highly educated, higher income, expecting increased social services • Addressing ramifications of drug (methamphetamine) abuse
6. Are there apparent gaps or duplications in the social service arena?
Gaps • Early identification of and interventions for at-risk children and youth to address high drop-out rate, unresolved grief issues, anti-social behaviors, and high teen pregnancy rate • Home repair/rehabilitation services • Shelter for homeless men • Services for children with mental retardation, mental health needs • Short-term residential facility and in-home intervention for at risk youth/families • Substance abuse education and treatment services
7. What could United Way do to improve its positive impact in the community? • Assign a professional staff person to build relationships with and among elected officials, businesses, faith-based, agencies to spearhead social service planning, strategically plan for changing needs, and facilitate implementation and monitoring of services and service needs. Continually re-evaluate whether United Way is reaching the groups it intends to reach • Establish “Community Round Table” to include service providers, legislators, state agencies, faith- based providers to establish a communication and analysis of county assets and challenges. • Focus attention to school drop-out issues through increased available of children/youth services, after school programs, tutoring, summer programs • Increase availability and accessibility to career exploration/development opportunities to help vulnerable families establish an economic base • Increase childcare subsidies for working and single-parent families • Fund Extension programs, grief support groups for children/youth; increase funding for Children’s Place • Facilitate establishment of a ‘wellness’ facility such as a YMCA that would be family oriented, offer indoor swimming pool, exercise/weight equipment • Market UW funded agencies more effectively in the county to raise awareness of agency services as a positive message to the community, benefits of prevention. • Add Talledega County to UWCA service area
44 Walker County Walker County insights came from 14 In-depth personal interviews with county leaders, 1 Business interview, 5 Community of Faith interviews, 3 interviews with Service Provider organizations, and 100 interviews with county residents.
County Strengths identified by County Leaders Community Leaders identify these strengths of their county and the communities within the county:
WALKER COUNTY STRENGTHS
Leadership Business community Walker Area Community Foundation Chamber of Commerce Partnerships Social Service Sector Partnerships
Other Resources County size that facilities cooperation among stakeholders Impending completion of Corridor X Low unemployment rate
County Insights about the Impact of Issues in Walker County Interviews with county leaders, Businesses, Communities of Faith, Service Providers and residents provided these insights about the unique impact of each of the 7 service area issues in Walker County.
ISSUE Insights from Walker County leaders and residents Transportation • Need for increased access to public transportation
Education • Lack of quality education county-wide
Employment • Workforce and economic development needed to support county growth.
Health • Lack of preventive health services, public awareness • Lack of affordable healthcare for low-income residents Raising • Lack of affordable child care Children • Youth services that develop cognitive and social skills
Crime and • Drug abuse, with social, educational, health care and law enforcement Drugs ramifications • More concern among residents about neighborhood crime Information & • Bi-lingual social services needed Access • Awareness and coordination of social services lacking
45 Challenges in the Delivery of Health and Human Services
Gaps in Existing Services identified by Walker County stakeholders are:
• Gaps caused by economic disparities among residents
Overlaps or Duplication of Services identified by stakeholders within Walker County, are:
• Services to persons with disabilities • County and municipal government services
Opportunities for Impact Identified by County Leaders
Opportunities for Impact were identified as Walker County initiatives in:
• Strategic planning to accommodate growth • Developing adequate revenue base to create an infrastructure to accommodate anticipated growth • Economic and workforce development • Addressing direct and indirect drug abuse issues • Increasing availability and accessibility of public transportation • Providing career exploration, job readiness and job training for youth and adults • Improving school facilities, and increase coordination and cooperation among school systems • Establishing a wellness center to promote healthy behaviors and family interaction
Opportunities for UWCA Involvement in Walker County were identified by leadership as:
• Facilitating community strategies to address new and emerging social issues • Assisting with the expansion of public transportation.
46 Walker County’s Population and Projected Growth The estimated population of Walker County in WALKER COUNTY 2004 was 70,005, with 6.9% of the UWCA Population Service Area population. (Thousands) Slightly fewer (59.9%) are married, comparable to other non-Jefferson counties in the service 70.000 72.891 73.529 73.894 80 area. Walker has the area’s highest percentage 60 of widowed adults. 40 Walker County residents are older than the other 20 counties in the service area. Over one-third are 0 over 50. 2004 2010 2015 2020 (Est) (Proj) (Proj) (Proj) Walker County has the lowest educated population. Just 67.2% have a high school education or above, with 9.1% holding a bachelor’s degree or higher.
The county has the lowest per capita income of the UWCA Service area. Walker County is 92.4% white (including some Latino) and 6.5% black. The county was estimated to have a Latino population of 1.2% IN 2004.
Walker County is projected to grow to a 2020 population of 73,894, with just 3,889 residents WALKER COUNTY added. The rate of growth will be 6% over this Population Growth period. 2004-2020
The county is expected to grow more in 40% 36% the 65+ population (36% over 15 years) as compared to the under-65 population 30% (0% over 15 years). 20% 6% 10% 0% 0% TOTAL Under 65 65 Plus GROWTH
47 Walker County Key Informant Interviews
Bruce Hamrick, Chairman, Walker County Commission Brian Kennedy, Executive Editor, Daily Mountain Eagle Donna Kilgore, Director, Children’s Policy Council Linda Lewis, Director, Walker County Chamber of Commerce Gwaltney McCollum, CEO, First National Bank Susan Metts, Coordinator, Child Development Center, Bevill State Community College Pete Parrish, Perc Engineering Monique Rector, CPA, Chairman, Jasper City School Board Eric Smith, Principal, West Jasper Elementary School Sandi Sudduth, District V Councilperson, Jasper City Council Joel Tate, Director, Walker Baptist Hospital Philip Westbrook, Assistant Superintendent, Jasper City Schools Walker Wilson, Vice President, Bank of Walker County
1. What makes things work well in your community? • Nature of residents—Friendly, ‘good hearted,’ ‘hard working,’ ‘proud’ people. Approaches to change need to be intentional, persistent, and not presented as a ‘hand out.’ • County size facilitates cooperation among stakeholders, including elected officials, county, city, business, and agencies. Results in a positive attitude that ‘we can get things done.’ • Business leaders work together to solve community problems without ‘hidden agendas.’ They are willing to identify tasks that need to be done and agree upon the most appropriate entity do that task without duplication/conflict. • County is politically more participatory, which has enabled citizens to have a voice in community, increased communication and dialogue regarding community issues. While the county and some municipalities are working together on mutually beneficial goals, there continues to be divisiveness between the county and some municipalities • Social service sector collaborates to provide services and secure funding. • Extraordinary events (tornado, racial integration, hurricane evacuees, Corridor X) mobilize community cooperation, where it is evident that citizens will readily work together to accomplish specific goals. • Low unemployment rate. • Walker Area Community Foundation brings people together to meet needs and establishes a positive community development model.
2. Please describe a key event, situation or problem where the community worked together and effectively addressed it. • Corridor X—An intentional, collaborative, regional effort of local elected officials and elected officials from surrounding counties, the business community, state legislators, state government, and federal legislators that resulted in funding of a major economic catalyst. • Establishment of Hope Clinic—A core group of visionary community leaders including business, professionals, hospital representatives, and Walker Area Community Foundation recognized the community problem of medically uninsured and worked consistently to address it. • Community Building—As opposed to the intra-county, conflictual working relationships that characterized the mid-late 1980’s, the Chamber, City and County industrial development programs have co-located and identified specific focus for each that is complementary rather than competitive. • Racial integration—Jasper was one of the few cities in the state that did not have overt racial conflict. For example, eight-ten years ago, some emerging racial tensions in the high school were effectively addressed within the school environment and did not spread to the community. • ESPN Fishing Tournament—A major financial commitment of the Chamber was threatened by bad weather. Churches, schools, volunteers, and businesses rallied to ‘create’ a successful event.
48 • York Mountain water service (1997-98) resulted from an identified community need and coordination of Walker County, Jasper and Blount County. County was able to secure funding and cooperation to provide water service to an underserved area of the County. • Public transit—Coordination of county, city, Foundation and business community to bring ClasTran to Walker County. Service needs to expand throughout the county and become part of established infrastructure. • Children’s Policy Council parenting program evolved from CPC meetings with funding from the Walker Area Community Foundation.
3. Key issues of concern for individuals and families in the community. • Transportation: Need increased availability and accessibility for all county residents to employment, health, social and personal services and adequate financial support; increase availability for county residents. Need to coordinate funding and collaboration among agencies, churches, government for an issue that is not necessarily politically popular or one that has an easy or low-cost solution. • Education: Improve Jasper facilities to match its academic standing, 4th highest in the state. County systems could be consolidated to reduce duplication and provide more diversified curricula, higher quality equipment and higher quality education. A significant effort needs to address the high drop-out rate and the increased need for supplies and assistive equipment needed to accommodate the increasing percentage of special needs children in the schools. • Drug abuse: Methamphetamine labs and the social, criminal, health, mental health, parenting and family problems that result. Prescription drug abuse among youth who sell prescription drugs that are readily available and readily prescribed. High smoking and tobacco use by adults sets a pattern for early use by youth. Appears to be a lack of community awareness and/or avoidance/denial of drug abuse and drug abuse-related family, social, criminal, health, mental health problems that cross all socio-economic lines. • Health—Smoking, obesity, medically uninsured residents, poor health behaviors and lack of resources for healthy behaviors. Significant need for affordable health care and assistance with prescription costs. Difficulty recruiting and retaining quality healthcare professionals. • Employment: Strategic recruitment of manufacturing, applied technology and industry with system infrastructure to attract them to the County. Significant concern that educated young people do not return to Walker County due to lack of middle-income job opportunities ($60,000- 150,000). Many Walker County residents work outside the county due to lack of employment opportunity in the county. • Workforce development: County youth need career exploration and training opportunities to prepare for emerging service jobs resulting from the County’s population growth and for middle- income jobs that will provide a quality standard of living. Need to develop a continuum of adult education options to address illiteracy, lack of high school diploma/GED credentialing, occupational career education and/or preparation for more than entry-level jobs. Need to intentionally provide occupational training for women, older workers, retirees and persons with disabilities who want to work. • Housing: Affordable housing (rental and ownership) for low-to-moderate income residents to include multiple-dwelling apartments, duplexes and single family dwellings; subsidized housing for seniors and persons with disabilities. • Raising Children: Affordable childcare for low-income working families and positive parenting classes that engage parents. Address increasing non-traditional families, especially teen parents and grandparents raising grandchildren who often using retirement income for childcare. Need preschool programs for special needs children.
4. What 2-3 things need to be done now to change lives for the better in your community? • Continue to increase communication/cooperation among governmental bodies and community leaders to effectively leverage resources (human, capital and financial) to effectively address
49 cross-cutting county problems/issues; especially those that unite all municipalities and areas of the county such as infrastructure (sewer, water, industry, commerce, schools). • Increase civic engagement, citizen participation in public community life; increase flow of information regarding county issues to encourage greater community engagement; increase ‘pride’ in community, neighborhood cohesiveness, inclusiveness; expand facilities that enhance community identity and engagement, such as the public library, a health and wellness facility, an expanded civic center. • Continue to elect candidates with a vision for progress who can, effectively and in a collaborative way, plan and implement economic and community development • Address direct and indirect impacts of drug abuse; increase drug education efforts in the schools and community. • Increase availability and accessibility of public transit for households without transportation, especially those low-income county households where access to services contributes to poverty, family and health issues. • Improve school facilities to maintain high academic standards and increase coordination/cooperation among school systems that may result in consolidation of some county systems. • Increase number and diversity of higher paying jobs. • Pass one-cent sales tax to pay for services—healthcare for low-income residents, financial assistance for prescriptions, community and economic development, public transportation. • Increase adult education, career exploration and career planning programs for adults and youth with a continuum of programs that offer literacy, work maturity, character development, decision making skills, and career development training. • Increase resources that minimize bi-lingual (English/Spanish) language barriers in the community.
5. What do you consider to be the primary challenges for your community during the next 5 years? • Corridor X—The lack of a strategic plan, existing services, financial resources, and/or trained workforce to provide community infrastructure (garbage collection, law enforcement, transportation, zoning, sewer, schools, housing, support services, available land for industrial sites). Lack of investment revenue leaves Walker County dependent upon private developers/investors, which leaves the county residents in the position of not being ‘in control of our own destiny.’ • Healthcare for low-income residents • Drug abuse • Lack of affordable housing
6. Are there apparent gaps or duplications in the social service arena?
Gaps • Economic disparities: Increasing economic gap between affluent and low-income residents with decreasing middle-income residents and loss of educated youth from the County’s economic base. Increasing percentage of poverty-level County residents. • Lack of public accessibility for persons with disabilities to polling places, public facilities. • Lack of adequate available and accessible public transportation. ClasTran has begun to address transportation gap, but needs increased service capacity. • Lack of adequate healthcare for uninsured and underinsured. Hope Clinic has begun to address healthcare services to uninsured and underinsured, but needs increased service capacity. • Lack of a spectrum of opportunities to engage children and youth in positive, health promoting activities that develop physical, cognitive and social skills. • Need a comprehensive survey of existing programs/services to assess capacity, gaps, overlapping services and level of funding needed for health and human service agencies.
50 • Increasing need for bi-lingual service options. • Lack of tax base to adequately fund county government, which negatively impacts availability of social services. • Coordinate federal, state, municipal, county, faith-based, non-profit sectors to address existing and emerging issues.
7. What could United Way do to improve its positive impact in the community? • Increase services for vulnerable, especially low-income populations • Increase services for young people to address existing apathy, boredom that leads to negative behaviors—recreation, after-school, tutoring, reading (literacy), structured summer programs, volunteer opportunities for youth, youth mentors, drug abuse prevention • Increase early intervention programs for children, Success By 6 • Increase capacity and accessibility to healthcare services; allocate funding for Hope Clinic • Provide financial resources to ClasTran to increase availability of public transportation • Support regional decision-making—Engage citizens, elected officials and service providers; continue to involve community in United Way activities—community initiatives, allocations, which increases confidence of the community in UW. Assign a professional staff liaison to build relationships with and among elected officials, businesses, faith-based, agencies to spearhead social service planning, strategically plan for changing needs, and facilitate implementation and monitoring of services and service needs. Establish a “Community Round Table” to include service providers, legislators, state agencies, faith-based providers to establish a communication and analysis of county assets and challenges. Facilitate development of simple, real action plans that are results oriented.
51 Information Sources
Alabama Arise Citizen’s Policy Project, Montgomery, AL, 36101, www.arisecitizens.org.
Alabama Center for Health Statistics, Alabama Department of Public Health, www.adph.org.
Alabama Department of Industrial Relations, www.dir.alabama.gov
Alabama Department of Mental Health and Mental Retardation, www.mh.state.al.us.
Birmingham Area Chamber of Commerce.
Center for Business and Economic Research, University of Alabama, www.cber.cba.ua.edu.
Center for Demographic Research, Auburn University Montgomery, Montgomery, Alabama.
Community Counts, The Community Foundation of Greater Birmingham and Region 2020, 2005.
EconData.Net, www.econdata.net.
Surface Transportation Policy Project, www.transact.org.
United States Census Bureau, 2001 American Community Study.
United States Census Bureau, Census 2000, www.census.gov.
United Way of Central Alabama.
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