PY2023 MARICOPA COUNTY ACTION PLAN.PDF
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Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 1 Contents Executive Summary ........................................................................................................................................................ 2 AP-05 Executive Summary - 91.200(c), 91.220(b) ................................................................................................... 2 PR-05 Lead & Responsible Agencies - 91.200(b) ..................................................................................................... 6 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................................... 7 AP-12 Participation - 91.401, 91.105, 91.200(c) .................................................................................................... 18 Expected Resources .................................................................................................................................................... 22 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) ........................................................................................ 22 Annual Goals and Objectives ....................................................................................................................................... 26 AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) ........................................................................... 26 AP-35 Projects - 91.420, 91.220(d) ......................................................................................................................... 28 AP-38 Project Summary .......................................................................................................................................... 31 AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................................ 37 Affordable Housing ...................................................................................................................................................... 38 AP-55 Affordable Housing - 91.420, 91.220(g) ...................................................................................................... 38 AP-60 Public Housing - 91.420, 91.220(h) ............................................................................................................. 39 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ............................................................ 40 AP-75 Barriers to affordable housing - 91.420, 91.220(j) ...................................................................................... 43 AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................................ 44 Program Specific Requirements ................................................................................................................................. 48 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) ........................................................................ 48 Appendix ....................................................................................................................................................................... 53 Note on Formatting The U.S. Department of Housing and Urban Development (HUD) requires recipients of HOME Investment Partnerships (HOME), Community Development Block Grant (CDBG), and Emergency Solutions Grant (ESG) funding to submit the Five-Year Consolidated Plan and Annual Action Plan electronically, using an automated tool in a template prescribed by HUD. The following Plan is the downloaded version of that electronic template. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 2 Executive Summary AP-05 Executive Summary - 91.200(c), 91.220(b) 1. Introduction Maricopa County is the nation’s fastest-growing county, home to approximately four and a half million people. Maricopa County’s mission is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe environment. The Maricopa County Human Services Department’s mission is to be the cornerstone for the delivery of equitable, inclusive, and comprehensive services for those experiencing adversity. We engage and partner with individuals, families, and the community in building resiliency and well-being in Maricopa County. The Human Services Department’s Housing and Community Development (HCD) Division is dedicated to making the communities of Maricopa County affordable and safe. This is accomplished by working to house people experiencing homelessness, creating affordable rental and homeownership opportunities, rehabilitating owner-occupied homes, and improving infrastructure in low-income communities. Maricopa County assists low-income families and communities through the distribution of three key U.S. Department of Housing and Urban Development (HUD) grant programs including the: 1) Community Development Block Grant (CDBG), 2) HOME Investment Partnerships Program (HOME), and 3) Emergency Solutions Grant (ESG). These programs represent affordable housing and community development investments in decent, safe, and affordable housing, a suitable living environment, and expanded economic opportunities. The 2020-2025 Consolidated Plan and PY 2023-24 Annual Action Plan represent the Maricopa HOME Consortium and Urban County’s vision for addressing affordable housing, community development, supportive housing, and homeless needs through regional collaboration. HUD annually determines the allocation amounts for these federal programs. To receive grant funds, Maricopa County must submit a five-year Consolidated Plan and an Annual Action Plan to HUD for approval. The Consolidated Plan contains a strategic plan for addressing these needs and a specific one-year action plan for the use of U.S. Department of Housing and Urban Development (HUD) formula grant funds. It is a comprehensive plan that contains priorities, goals, performance outcome objectives, and implementation strategies for each of the plan’s elements. The Annual Action Plan is a one-year plan that describes the activities that the Maricopa HOME Consortium will fund and implement. It also describes activities that will be undertaken to support needs as described in the Consolidated Plan. The 2023-24 Annual Action Plan is the year 4 of the 2020-2025 Consolidated Plan and covers activities proposed during July 1, 2023, through June 30, 2024. Maricopa County is the lead agency for the Maricopa HOME Consortium. The Maricopa HOME Consortium is comprised of a wide variety of units of local governments with diverse housing and community development needs. The members of the HOME Consortium are Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, Tempe, and the Maricopa Urban County. The Maricopa Urban County includes Buckeye, Cave Creek, El Mirage, Fountain Hills, Gila Bend, Guadalupe, Litchfield Park, Tolleson, Wickenburg, Youngtown, and areas of unincorporated Maricopa County. CARES and American Rescue Plan HUD Funding The COVID-19 Pandemic created significant and wide-ranging effects on local projects, timelines, resources, housing affordability, and the economy in Arizona. The effects of the COVID-19 pandemic on vulnerable populations, the economy, and the housing sector will continue to be felt during the 2023 Program Year. Maricopa County will continue to administer its programs in a manner that aims to keep clients and staff safe, as well as maintain citizen participation according to the 2020-2025 Citizen Participation Plan. Maricopa County received multiple allocations of CARES Funds from HUD during the PY 2019 program year including: $1,886,379 of CDBG-CV $905,900 of ESG-CV $2,815,627 of ESG-CV2 $2,922,767 of CDBG-CV3 While the County will continue to expend these CARES funds to assist with preparing for, responding to, and preventing coronavirus during PY 2023, the projected goals for those funds and expected uses were detailed in Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 3 three (3) Amendments to the PY 2019 Annual Action Plan and can be found on the County’s website. As a result, the CARES funds will not be discussed in detail during the following Annual Action Plan. Maricopa County also received an allocation of PY 2021 HOME Investment Partnerships Program – American Rescue Plan (HOME-ARP) Funds from HUD totaling: $16,756,617 of HOME-ARP While the County will begin to expend HOME-ARP funds to assist eligible activities and qualifying populations during PY 2023, the projected goals for those funds and expected uses were detailed Substantial Amendment 1 to the PY 2021 Annual Action Plan which has been approved by HUD and can be found on the County’s website. As a result, the HOME-ARP funds will not be discussed in detail during the following Annual Action Plan. Maricopa County COVID-19 Response for People Experiencing Homelessness The Maricopa County Human Services Department, in collaboration with the Maricopa County Department of Public Health and multiple community partners, has established a comprehensive COVID-19 response for people experiencing homelessness within Maricopa County. The response began in March 2020 and is centered around five main principles: A. Protect the Most Vulnerable: Prioritize services to ensure that the most vulnerable who are sheltering in densely congregate settings have the option to transition to a non-congregate setting to avoid contracting COVID-19. B. Slow the Spread: Provide for the basic needs of people experiencing homelessness to slow the spread of COVID-19 by ensuring access to basic hygiene such as hand-washing stations. Ensure people experiencing homelessness and service providers have access to PPE. Coordinate with partners to provide COVID-19 testing and vaccination for people experiencing homelessness. C. Provide Safe Isolation: Ensure there is a safe location for people experiencing homelessness to isolate when they receive a positive COVID-19 test result or are under investigation if they are exhibiting COVID- 19 symptoms. D. Provide Access to Regional Transportation: Ensure that transportation is available for people experiencing homelessness and ensure that the medical and shelter communities knew how to provide referrals for the resources. E. Provide Permanent Housing Solutions: Offer access to permanent housing to people that were displaced due to COVID-19 and those that are at risk of having severe medical issues related to COVID- 19. 2. Summarize the objectives and outcomes identified in the Plan The goals of the CDBG, HOME, and ESG programs are to provide decent and affordable rental and owner- occupied housing, provide a suitable living environment for the Area’s low- and moderate-income residents, assist people experiencing homelessness or prevent families and individuals from becoming homeless, and provide economic opportunities for low-moderate income residents. The County strives to accomplish these goals by maximizing and effectively utilizing all available funding resources to conduct housing and community development activities. Within the Maricopa Urban County jurisdiction, the following accomplishments are anticipated to be carried out through projects funded with PY 2023 CDBG, HOME, and ESG: Assist up to 54 households experiencing homelessness with short to medium term rapid re-housing support. Assist up to 578 people experiencing homelessness through shelter operations support. Assist up to 1,223 people experiencing homelessness through public service activities. Assist up to 32,298 persons through public facilities improvements and infrastructure support. Provide emergency repairs, minor, or comprehensive homeowner rehabilitation on up to 4 single-family homes. The Maricopa HOME Consortium, including CHDO activities, anticipate accomplishing the following specific objectives with HOME funds: Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 4 Provide homeownership opportunities for up to 9 households through acquisition and rehabilitation of single-family housing. Acquire and rehabilitate up to 1 affordable rental unit. New construction of 2 new multi-family rental units for low-income renters. Provide tenant based rental assistance for up to 93 households. 3. Evaluation of Past Performance Maricopa County’s evaluation of its past performance has been completed in a thorough Consolidated Annual Performance and Evaluation Report (CAPER). These documents state the objectives and outcomes identified in each year’s Annual Action Plan and include an evaluation of past performance through measurable goals and objectives compared to actual performance. These documents can be found on the County’s website at: https://www.maricopa.gov/3893/Notices-Documents. Maricopa County and the HOME Consortium made progress toward meeting its five-year housing and community development goals through strategies employed during years 1, 2, and 3 of the 2020-2025 Consolidated Plan. Projects funded in 2022 and in prior years addressed only goals listed as high priority in the Consolidated Plan. 4. Summary of Citizen Participation Process and consultation process Public Input Maricopa County Human Services Department is the lead agency of the Maricopa HOME Consortium, and the responsible entity for completing the 2023 Action Plan which covers HOME funds, Maricopa County’s CDBG allocation, and Maricopa County’s ESG allocation. The draft was developed by Maricopa County with input from each of the participating jurisdictions that are members of the HOME Consortium. Refer to the Appendix of this plan to review additional specific contributions to the Action Plan as provided by individual Consortium members. The citizen participation process included a combination of meetings with Consortium members and Urban County cities and towns; two community input hearings held prior to the development of the plan; and two public meetings with hearings to solicit comments after the development of the draft Annual Action Plan. The public were notified by multiple newspaper advertisements, website announcements; and public notices placed in lobbies of HSD and eleven public libraries. Comments were accepted by phone, email, mail, virtually, and in- person during hearings. The public hearings to solicit citizen input prior to drafting the plan were held in January 2023 during regularly scheduled meetings of the Maricopa HOME Consortium and the Maricopa County Community Development Advisory Committee (CDAC). After the Plan was prepared, a 30-day public comment period for public review was held March 23 to April 24 2023. Public hearings on the draft plan were held at Tolleson Senior Center, and at the April 2023 Maricopa HOME Consortium public meetings. Public hearing dates and comment periods were published per the adopted Maricopa HOME Consortium and Urban County Citizen Participation Plan. Additional information about the meetings is provided in the AP-12 Participation section. Note that all public input opportunities were conducted in accordance with the 2020-2025 Citizen Participation Plan. Consultation The development of the Action Plan includes engagement with internal and external stakeholders such as local community staff, public housing authorities, community leaders, non-profits, service providers, behavioral health and correctional health sectors, fair housing, and other county departments. Through consultation with these agencies, comments will be solicited on the draft plan and incorporated into the plan as needed. Units of local government that are members of the Maricopa Urban County are provided the opportunity to provide input and comments on the draft plan. Individual HOME Consortium members execute separate consultation and public input processes for non-HOME federal funds. The HOME Consortium consultation for HOME funds is detailed in the Appendix. 5. Summary of public comments Efforts undertaken by Urban County members often involved their own citizen participation endeavors. The citizen participation activities undertaken by the entitlement members of the Maricopa HOME Consortium are extensive and are outlined in depth in their respective Annual Action Plan submissions to HUD. Taken as a Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 5 whole, the combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County represent a very inclusive and broad citizen participation achievement. All comments were accepted and are detailed in the Appendix. 6. Summary of comments or views not accepted and the reasons for not accepting them. A total of 31 participants attended the on-line or in-person citizen participation activities and 9 questions and comments were received. All comments were accepted and are detailed in the Appendix. 7. Summary This plan continues the efforts of Maricopa County’s vision for affordable housing, supportive housing, and homeless needs for the Maricopa HOME Consortium in addition to the housing and non-housing community development needs of the Maricopa Urban County jurisdiction. The plan also incorporates a comprehensive and coordinated strategy for implementing programs that utilize the CDBG, HOME and ESG program funds. The activities undertaken in PY 2023 support aspects the following overarching 2020-25 Consolidated Plan Goals: Expand Affordable Housing Options Expand newly created affordable housing opportunities by providing direct financial assistance to income- qualified homebuyers (i.e. downpayment and closing cost assistance), stimulate the construction of new units with or without acquisition (may include single-family or multi-family properties), or rental housing acquisition with rehabilitation (may include single-family or multi-family properties), transitional housing, tenant based rental assistance (TBRA), and may also include Community Housing Development Organization (CHDO) Pre- Development loans. This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. Maintain Current Owner-Occupied Housing Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa HOME Consortium jurisdiction for HOME resources in addition to the Maricopa Urban County jurisdiction for all funding sources (HOME and CDBG). It includes rehabilitation and emergency home repair under the Urban County CDBG program financed with CDBG. Support Efforts to Combat Homelessness Support Street Outreach, Emergency Shelter, and Rapid Rehousing programs defined as progressive engagement and placement in programs offering emergency shelter services, case management based on client’s needs, short to medium-term rent and move-in assistance, and utility assistance based on client needs. Foster efforts to improve and operate homeless shelter facilities and deliver needed services. Support Public Services in the Urban County Provide needed public services within the Maricopa Urban County jurisdiction using predominantly CDBG resources not to exceed the 15% annual expenditure limit. Clients assisted may include persons with special needs and persons experiencing homelessness. Fund Public Improvements in the Urban County Within the Maricopa Urban County jurisdiction, provide needed support for public improvements and infrastructure funded with CDBG resources. The total funding amount for this goal reflects the current demand from Urban County communities for CDBG eligible infrastructure projects. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 6 PR-05 Lead & Responsible Agencies - 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Table 1 - Responsible Agencies Agency Role Name Department/Agency CDBG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD HOME Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD ESG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD Narrative The lead agency for preparing the FY 2020-2025 Consolidated Plan was the Maricopa County Human Services Department – Housing and Community Development Division (MCHSD). The department is responsible for the administration of the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) grant programs. Consolidated Plan Public Contact Information For questions regarding the FY 2020-2025 Consolidated Plan, PY 2023 Annual Action Plan, or other questions contact the program administrator. The administrator for the CDBG, HOME and ESG programs is: Shawn Pierce, Deputy Director Maricopa County Human Services Department Housing and Community Development Division 234 N. Central Avenue, 3rd Floor Phoenix, AZ 85004 Desk: 602-506-5006; TTY: 7-1-1 HCD@Maricopa.gov Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 7 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 1. Introduction Maricopa County is dedicated to obtaining input from citizens, municipal officials, non-profit agencies, non- profit developers, private housing developers, governmental agencies, and the Regional Continuum of Care as part of the Consolidated and Annual Action Plan processes. For the 2023 Annual Action Plan, Consultation included a combination of meetings with Consortium members and Urban County cities/towns; stakeholder meetings; two community input hearings; newspaper advertisements; website announcements; public notices placed in lobbies of HSD and eleven public libraries; and two public meetings with hearings to solicit comments on the draft Annual Action Plan. Citizen participation is strongly encouraged throughout the processes of short- and long-range departmental planning, plan implementation, and assessment of plan effectiveness. Please refer to the Appendix to review additional Consortium member contributions to this section. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)). The HOME Consortium member cities meet monthly to discuss housing activities within the region. At these meetings, information is disseminated related to HOME requirements, project status, expenditure and commitment deadlines, and each entity reports on any successes or challenges experienced in its programs. Maricopa County continues to coordinate training whenever possible on relevant topics to Consortium Members and CHDOs, i.e., Part 5 Income Calculation, Environmental Review Requirements, or Section 3. Members of the Maricopa HOME Consortium regularly coordinate with public and private entities and housing developers to increase affordable housing opportunities and projects for homeless or special needs populations. Members also work with the real estate, construction, and finance industries to implement other ongoing HOME and CDBG supported housing rehabilitation, homebuyer assistance, or new home construction activities. Activities undertaken by Consortium members are discussed at length throughout the Appendix. Efforts to enhance coordination between public and assisted housing providers, and private and governmental health, mental health, and service agencies includes HOME Consortium member Tenant Based Rental Assistance (TBRA) programs that are leveraged with the respective Housing Authority’s existing rental assistance programs where a portion of vouchers are used for homeless families and/or individuals. Other members work closely with applicable local housing authorities to implement housing strategies to assist low income and homeless families. The Family Housing Hub and Welcome Center Coordinated Entry systems are assisting homeless families and individuals with assessment of needs, carrying out diversion activities, and making connections to the most appropriate housing intervention and progressive engagement. In addition, Maricopa County, in collaboration with Community Bridges Inc., will continue to offer outreach services to people experiencing homelessness in unincorporated areas of Maricopa County. The program, called Hand-in- Hand Street Outreach, will operate up to (7) days a week depending on the region. A Funders Collaborative of public and private partners will continue to meet to address the regional issue of homelessness in our community. The Collaborative has grown into a model for countywide collaboration. Convened by Valley of the Sun United Way (VSUW), and composed of VSUW, Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security (ADES), and the City of Phoenix, it continues to increase coordination in government, bolster advocates, educate policymakers, and redirect service providers to find long-term solutions to end homelessness. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. All members of the Maricopa HOME Consortium are committed to addressing the needs of homeless persons and persons at risk of experiencing homelessness. Maricopa HOME Consortium members participate in a regional Continuum of Care plan in collaboration with all other jurisdictions in Maricopa County. The Maricopa Association of Governments (MAG) is the lead agency for the Maricopa Regional Continuum of Care (CoC) and plans and administers the CoC. In addition, Maricopa County is expected to participate in the following: Members of the CoC Board. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 8 Attend and participate in CoC Board and meetings and any other Subcommittees and/or workgroups (Emergency Solutions Grants Subcommittee, Ending Veterans Homelessness Workgroup, Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee etc.). The County attends CoC Board and Committee meetings to gather information and be part of the solution in ending homelessness. Participate and work together to develop a Regional Plan to End Homelessness. Provide human services to the homeless. The County provides support to the Maricopa Continuum of Care and countywide non-profits that provide services to persons who are homeless, including chronically homeless. Align processes and provide input on gaps in services and policy decisions that impact the County. Enhance accessibility to appropriate housing and service interventions. Support emergency shelter for single individuals, youth, and families. Utilize the County data collected from the PIT Count to assist with planning and strategy development for the specific needs of homeless families and individuals locally. Earlier this year, MAG’s regional “point-in-time” count was conducted to identify both sheltered and unsheltered homeless in Maricopa County. The unsheltered survey provided insight into the demographics of subpopulations within the overall homeless populations including homeless veterans, the chronically homeless, victims of domestic violence. It also provided a count of homeless with HIV/AIDS, serious mental illness, and substance abuse disorders. This data will allow the County to more effectively determine the types and quantities of needed services based on an actual population count. The County continues its efforts towards coordination and collaboration across systems of care to serve the most “at-risk” residents including the homeless, those at-risk of becoming homeless, veterans, and unaccompanied youth. The County recognizes that improved service coordination will help eliminate the duplication of efforts, improve communication regarding the most current news and information, and spearhead community-wide solutions to basic needs. Maricopa County is a member of the Regional Collaborative on Homelessness. The role of the Collaborative is essentially to draw on the expertise and perspectives of each member’s individual stakeholders, and to coordinate with and leverage each other around our own and mutual outreach and development of strategies. Other members of the collaborative include the Maricopa Association of Governments (which houses the CoC), Valley of the Sun United Way, Vitalyst Health Foundation, and the Arizona State University Action Nexus. The Collaborative is developing a regional plan to address and end homelessness in Maricopa County. Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS. The County has consulted, and will continue to consult, with the CoC regarding the performance standards for activities funded under ESG to discuss the best method to capture data utilizing HMIS. As the ESG program progresses annually, performance standards will be developed and revised based on the needs of the community and regulatory guidance. All outcomes will be reviewed and measured for effectiveness, as required. In addition, Maricopa County and the Maricopa HOME Consortium are expected to engage in continued consultation in the following ways: Act as a member of the ESG Subcommittee which creates performance standards, monitoring policies and procedures and shares best practices, develops regional strategies and practices for the comprehensive implementation of ESG eligible services across Maricopa County, develops coordinated scopes of work for ESG funded activities and an ESG specific HMIS report, and develops joint monitoring procedures to reduce the administrative burden on provider agencies. Participate in the Funders Collaborative which meets monthly to make improvements to shelter systems, including coordinated entry, capacity and RRH. Discuss how public and private resources can align to allocate resources. Assist funders in assessing need, targeting resources, and evaluating outcomes across the region. Invite CoC staff to assist with competitive NOFA scoring and review panels whenever possible, i.e., ESG, CDBG Public Services. Draw information from HMIS to ensure ESG performance standards are met. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 9 Continue to invite CoC staff to attend Maricopa HOME Consortium meetings to align the priorities of the County’s homeless strategies with Continuum-wide priorities for homelessness. HOME Consortium members will participate and contribute to ESG Subcommittee meetings as applicable to help determine priorities. 2. Agencies, groups, organizations, and others who participated in the process and consultations. Table 2 - Consultation Participants 1 Agency/Group/Organization Housing Authority of Maricopa County Agency/Group/Organization Type Housing PHA Other government - County What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Homelessness Strategy Non-Homeless Special Needs Anti-Poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the Housing Authority of Maricopa County through collaboration meetings. 2 Agency/Group/Organization ESG Collaborative Agency/Group/Organization Type Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Planning organization Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically Homeless Homeless Needs - Families with children Homeless Needs - Veterans Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the ESG Collaborative group which focuses on planning, homeless shelter services, housing placements (rapid re-housing), and homelessness prevention. 3 Agency/Group/Organization Maricopa Regional Continuum of Care Agency/Group/Organization Type Services - Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Planning organization Civic Leaders Community Leaders Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 10 What section of the Plan was addressed by Consultation? Homeless Needs - Chronically Homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied Youth Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the ESG Subcommittee group which focuses on planning, homeless shelter services, housing placements (rapid re-housing), and homelessness prevention. 4 Agency/Group/Organization Newtown CDC Agency/Group/Organization Type Housing Services - Housing Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through attendance at a public hearing. 5 Agency/Group/Organization City of Tolleson Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 6 Agency/Group/Organization City of El Mirage Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 7 Agency/Group/Organization Town of Youngtown Agency/Group/Organization Type Other government - Local Civic Leaders Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 11 What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 8 Agency/Group/Organization Town of Guadalupe Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 9 Agency/Group/Organization City of Buckeye Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 10 Agency/Group/Organization Town of Cave Creek Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 11 Agency/Group/Organization Town of Wickenburg Agency/Group/Organization Type Other government - Local Business Leaders Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 12 What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 12 Agency/Group/Organization Town of Gila Bend Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 13 Agency/Group/Organization City of Glendale Community Housing Agency/Group/Organization Type Housing PHA Services - Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Anti-Poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Glendale Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 14 Agency/Group/Organization City of Chandler Public Housing Authority Agency/Group/Organization Type Housing PHA Services - Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Anti-Poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Chandler Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 14 Agency/Group/Organization Tempe Housing Authority Agency/Group/Organization Type Housing PHA Services - Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Anti-Poverty Strategy Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 13 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Tempe Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 14 Agency/Group/Organization Scottsdale Housing Authority Agency/Group/Organization Type Housing PHA Services - Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Scottsdale Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 15 Agency/Group/Organization Arizona Lead Poisoning Prevention Coalition Agency/Group/Organization Type Services - Children Services - Health Services - Education Health Agency Other government - State Other government - County Other government - Local Regional organization Business Leaders Civic Leaders Health Agency Foundation What section of the Plan was addressed by Consultation? Lead-based Paint Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Maricopa County is a member of the Arizona Lead Poisoning Prevention Coalition. The Lead Safe Maricopa County and the Maricopa County MCHIP program benefit from the increased coordination and knowledge base surrounding lead-safe practices, including education materials that can be distributed to clients. 16 Agency/Group/Organization Arizona Partnership for Healthy Communities Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 14 Agency/Group/Organization Type Housing Services - Housing Services - Persons with Disabilities Services-Health Service - Fair Housing Health Agency Other government - State Other government - County Other government - Local Regional organization Planning organization Business and Civic Leaders Foundation Grantee Department Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Anti-Poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation on the Arizona Partnership for Healthy Communities Steering Committee which focuses on planning, cross-sector collaboration, and ensuring all of Arizona's communities are healthy places to live. 17 Agency/Group/Organization State Weatherization Peer to Peer Committee Agency/Group/Organization Type Housing Other government - State Other government - County Other government - Local Regional organization Planning organization What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The Peer-to-Peer Group is a statewide regional committee of funding agencies (ADOH, SRP, APS, Southwest Gas) and the nine provider groups that meet to discuss the following: program implementation, policy guidance and technical aspects related to the federally funded DOE and LIHEAP Weatherization program, as well as the local utility company private investment. Consultation through participation improves Maricopa County Home Improvement Program, which leverages HOME and CDBG funding with WX when possible. 18 Agency/Group/Organization Maricopa Regional Continuum of Care Board Agency/Group/Organization Type Housing Services - Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Civic Leaders Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 15 What section of the Plan was addressed by Consultation? Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied Youth Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation on the Continuum of Care Board which focuses on planning, housing, and homeless services. 19 Agency/Group/Organization Arizona Department of Health Services Agency/Group/Organization Type Services - Children Services - Health Services - Education Health Agency Other government - State What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-Poverty Strategy Lead-based Paint Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through discussions about Maricopa County's strategies to reduce lead- based paint in housing. 20 Agency/Group/Organization Maricopa County Department of Public Health Agency/Group/Organization Type Services - Children Services - Health Health Agency Other government - County What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-Poverty Strategy Lead-based Paint Strategy Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through discussions about Maricopa County's strategies to reduce lead- based paint in housing and participation on the Arizona Lead Poisoning Prevention Coalition. The agency was also consulted through Human Services Department participation in the COVID 19 response as it relates to people experiencing homelessness. 21 Agency/Group/Organization Regional Collaborative on Homelessness Agency/Group/Organization Type Services - Education Health Agency Other government - County Regional organization Foundation Grantee Department What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Homelessness Needs - Veterans Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 16 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the weekly Regional Collaborative workgroups which focuses on regional planning related to homelessness 22 Agency/Group/Organization Ending Veteran Homelessness Workgroup/ Ending Chronic Homelessness Workgroup Agency/Group/Organization Type Housing Services - Homeless Regional organization What section of the Plan was addressed by Consultation? Homeless Needs - Chronically Homeless Homelessness Needs - Veterans Homelessness strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during monthly workgroup meeting which focuses on ending Veteran homelessness. Consultation also provided during monthly workgroup meeting which focuses on ending chronic homelessness. 23 Agency/Group/Organization CoC Data Subcommittee Agency/Group/Organization Type Housing Services - Homeless Regional organization What section of the Plan was addressed by Consultation? Homelessness strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during monthly workgroup meeting which focuses on regional homeless data and HMIS policy. 24 Agency/Group/Organization Healthy Giving Council Agency/Group/Organization Type Services-homeless What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied Youth Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided through participation on the council and attendance at meetings. Identify any Agency Types not consulted and provide rationale for not consulting. Maricopa County contacted numerous agencies to solicit input and participation from the maximum number of organizations, agencies, and citizens in the planning process. Maricopa County consulted all critical agency types and provided considerable opportunities for comment during the needs assessment, as well as during the PY 2023 participation and consultation process. The County values input from all agencies and an inclusive approach was taken to ensure ample opportunity for collaboration and discussion on the plan. Other local/regional/state/federal planning efforts considered when preparing the Plan. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 17 Table 3 - Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Maricopa Association of Governments Maricopa County aligned the priorities of the county's homeless strategies with the Continuum of Care. Annual PHA Plan Housing Authority of Maricopa County The Housing Authority of Maricopa County's PHA Plan strategic priorities include increasing opportunities for residents to move beyond their housing needs towards self-sufficiency, increasing housing options in underserved communities. Analysis of Impediments to Fair Housing Choice Maricopa County Maricopa County seeks to reduce impediments to fair housing choice for citizens by aligning its Fair Housing efforts with recommendations made in the regional AI. Narrative Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) The Maricopa HOME Consortium consists of 8 units of local government in addition to Maricopa County, as well as the Maricopa Urban County cities and towns. The 8 entitlement jurisdictions that are members of the Consortium meet monthly to coordinate the planning and implementation of their programs and Consolidated Plans and Annual Action Plans. Members of the Consortium collaborate with local and state entities to implement activities associated with their respective Annual Plans, i.e., the State Historic Preservation Office and the Arizona Department of Housing. Through participation on the Community Development Advisory Committee, the local governmental members of the Maricopa Urban County meet regularly to advise the County on the progress and delivery of the CDBG projects. The service area of the Urban County also includes unincorporated areas of Maricopa County. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 18 AP-12 Participation - 91.401, 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation. Summarize citizen participation process and how it impacted goal setting. The Citizen Participation Process for the development of the 2023 Annual Action Plan follows processes prescribed in the Maricopa County FY 2020-2025 Consolidated Plan Citizen Participation Plan and includes a broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access, and opportunity to participate in the planning, implementation, and assessment of activities related to the 5-Year Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden citizen participation, Maricopa County Human Services Department, as well as the cities/towns of Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the development of the Action Plan. For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings; public notices in newspapers; public hearings; and public meetings, as well as website outreach on the Maricopa County website. Two public hearings were held to solicit input held on January 16 and 27, 2023. Two public hearings on the draft Annual Action Plan were held at a public hearing on April 13, 2023 at the Tolleson Senior Center and on April 20, 2023 at the HOME Consortium public meeting. All public hearings also offered a virtual attendance option. A 30-day public comment period for public review of the draft Annual Action Plan began on March 23 through April 24, 2023. The citizen participation activities undertaken by the entitled members of the Maricopa HOME Consortium are outlined in depth in their respective Annual Action Plan submissions to HUD. Urban County members often undertake their own efforts to solicit citizen input and participation. The combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County represent an extensive citizen participation process across the Maricopa County region. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 19 Citizen Participation Outreach Table 4 - Citizen Participation Outreach Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 1 Public Hearing Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community Public hearings to solicit public input were held on January 16, 2023 at the HOME Consortium Public Meeting and on January 27, 2023 at the Community Development Advisory Committee Public Meeting. (meetings offered an in-person and virtual attendance option) A local realtor expressed interest in the activities in Avondale and the availability of Fair Housing training for Spanish language. All comments received were accepted. https://www.mari copa.gov/Agenda Center 2 Public Hearing Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community Public hearings to solicit community input were held April 13, 2023 at the Tolleson Senior Center, and on April 20, 2023 at the HOME Consortium Public Meeting. (meetings offered an in-person and virtual attendance option) Comments are in the attached Appendix. All comments received were accepted. https://www.mari copa.gov/Agenda Center 3 Public Meeting Non-targeted/broad community The 2023-24 Annual Action Plan was on the Maricopa County Board of Supervisors Agenda and approved at the public meeting held by the county supervisors on June 10, 2023. The agenda item is posted for public input according to Open Meeting Law statutes by the Clerk of the Boards office. To be added after meeting. Any comments received were accepted. https://www.mari copa.gov/324/Bo ard-of- Supervisors- Meeting- Information Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 20 Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 4 Newspaper Ad Non-targeted/broad community Public Notices announcing the public hearings on January 16, 2023, and January 27, 2023 with notice of upcoming opportunities to provide input on the upcoming Annual Action Plan were placed in 2 newspapers of record in Maricopa County. No Comments Received Any comments received were accepted. 5 Newspaper Ad Non-targeted/broad community Public Notices announcing the public hearings on April 13, 2023 and April 20, 2023 for the 30-day public comment period for PY 2023 Annual Action Plan were placed in 2 newspapers of record in Maricopa County and ran 4 times in each paper. No Comments Received Any comments received were accepted. 6 Internet Outreach Non-targeted/broad community Draft Annual Action Plan was made available on the Maricopa County Human Services Department website during the Public Comment Period of March 23 through April 24, 2023 for all interested parties to view and provide comment. The public notice was also posted as on Maricopa County Human Services Department website. No Comments Received Any comments received were accepted. https://www.mari copa.gov/3893/N otices-Documents Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 21 Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 7 Public Notices Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community In compliance with the Citizen Participation Plan, public notices were posted in the lobby of the Human Service Department, at the Tolleson Senior Center (for April 13 meeting), and throughout Maricopa County library systems buildings. The comments from the Tolleson Senior Center hearing are noted in the Appendix. No other comments received. Any comments received were accepted. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Page | 22 Expected Resources AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 1. Introduction The table that follows depicts the resources that Maricopa County will have available during the term of the 2023 Annual Plan, year 4 of the FY 2020-2025 Consolidated Plan. The resources include CDBG, HOME, and ESG. In addition, HOME program income, prior-year reallocated HOME funds, CDBG program income, and prior-year unprogrammed CDBG funds will be utilized. The 2023 Allocations and any Prior-Year Un-programmed, Reallocated, or Program Income funds: 2023 CDBG ALLOCATION - $3,020,680 2023 ESG ALLOCATION - $249,288 2023 HOME ALLOCATION - $5,308,839 HOME Consortium Breakdown of 2023 Allocations ($5,308,839) *: Avondale - $214,593 Chandler - $442,726 Gilbert - $337,297 Glendale - $775,957 Maricopa County - $1,260,871 Peoria - $297,476 Scottsdale - $355,614 Surprise - $252,694 Tempe - $575,285 CHDO Set Aside - $796,326 *HOME Consortium Allocations - Allocations include funding allocated for projects and activities as well as administration. Note: the HOME Program Administrative Cap is 10% of the total annual HOME Allocation. This amount is calculated and distributed per the HOME Consortium allocation process to members. As reimbursement for its administrative duties as lead agency of the Consortium, Maricopa County will receive administrative funds from other Consortium Members in the amount of five percent (5%) of each member’s pro rata share of HOME Program grant allocations for each year. This percentage will be calculated on the Consortium’s annual HOME Program allocation. Maricopa County • Human Services Department • Housing and Community Development Page | 23 Anticipated Resources Table 5 - Priority Table Program Source of Funds Eligible Uses of Funds Expected Amount Available Year 4 Expected Amount Available Reminder of ConPlan: Narrative Description Annual Allocation: Program Income: Prior Year Resources: Total: CDBG Public - Federal -Acquisition -Admin and Planning -Economic Development -Housing -Public Improvements -Public Services 3,020,680 208,192 $3,228,872 $ 3,079,009 CDBG funds available for activities in Urban County communities. Annual competitive application process to solicit and award funding to projects. HOME Public - Federal -Acquisition -Homebuyer assistance -Homeowner rehab -Multifamily rental new construction -Multifamily rental rehab -New construction for ownership -TBRA 5,308,839 334,323 297,729 $6,040,891 $ 5,415,719 HOME funds available for eligible activities in HOME Consortium communities and cities located in Urban County communities. Allocation of funds is provided by formula to each of the HOME Consortium members. Urban County receives a portion to fund HOME eligible activities administered by the lead agency. Program Income includes amounts for Maricopa Urban County and HOME Consortium members. ESG Public - Federal -Financial Assistance -Overnight shelter -Rapid re-housing (rental assistance) -Rental Assistance Services -Street Outreach Services 249,288 0 0 $249,288 $ 265,095 ESG funds available for eligible activities in Maricopa County. Maricopa County • Human Services Department • Housing and Community Development Page | 24 Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied. Maricopa County leverages or combines local funds with its federal funds to achieve program goals and meet unmet community needs that cannot be solved with federal dollars alone. The federal funding that is received by the county is leveraged with resources from both private and non-federal public sources as listed in detail below. Resource allocations vary annually, as will supplemental resources that will be used to leverage projects. Anticipated leverage amounts for Maricopa County will vary based on annual allocation amounts, specifics of individual projects funded, and market conditions. Subject to continued funding approval and availability, Maricopa County Human Services Department’s estimated leverage amounts over the upcoming one-year period include: Maricopa County Home Improvement Program Department of Energy for Weatherization Improvements - $389,738 Department of Health & Human Services (LIHEAP) for Energy Efficiency Improvements - $975,358 Arizona Public Service (APS) for Energy Efficiency Improvements - $961,000 Salt River Project (SRP) for Energy Efficiency Improvements - $306,220 Southwest Gas for Energy Efficiency Improvements - $86,219 Southwest Gas Repair/Replacement - $3,172 Utility Repair and Replacement (URRD) - $440,960 Maricopa County Affordable Housing – ARPA - $1,300,000 Homeless Initiatives Maricopa County General Funds for Homeless Services - $1,750,000 Community Services Block Grant - $200,000 Maricopa County American Rescue Plan Act Bridge Hotel Program - $10,000,000 ESG-CV - $1,000,000 HOME Consortium members vary in the types and ways funding is leveraged. Refer to individual Annual Action Plans for details about leveraging by members. HUD requires that participating jurisdictions provide 25 percent match for all HOME funds and 100 percent for ESG funds. Specific program matching requirements are below: Match Sources for HOME Investment Partnerships Program Matching requirements of HUD programs will be satisfied by ensuring, through the lead agency of the Maricopa HOME Consortium, that sufficient match resources are obtained to meet the 25% match requirement. Each Consortium member will provide the 25% match requirement for its portion of the HOME allocation. At a minimum, match resources should be identified at the beginning of the fiscal year. Individual Consortium members are responsible for ensuring that the match source is eligible under the HOME regulations, which is verified by Maricopa County during monitoring reviews. Match amounts are reported by each Consortium member and compiled annually by Maricopa County. Additionally, the Consortium will delegate responsibility for the 25% match requirement to CHDOs funded through the 15% HOME CHDO set-aside. CHDOs will be required to demonstrate that sufficient match has been committed for the HOME program at the time funding applications are submitted to the Consortium, which is also verified by Maricopa County during monitoring reviews. Match Source for Emergency Solutions Grant Maricopa County will use local funds and CDBG funds to provide the 100% match requirement for ESG funds. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. Subject to local priorities, preferences and availability, members of the Maricopa HOME Consortium may commit publicly owned land or property to induce the development of desired affordable housing, supportive housing, homeless resources, economic development and neighborhood revitalization projects and programs. The commitment of such resources may be executed through agreements with public, private, or non-profit entities selected through a competitive process. Maricopa County • Human Services Department • Housing and Community Development Page | 25 Discussion - Please see above. Maricopa County • Human Services Department • Housing and Community Development Page | 26 Annual Goals and Objectives AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goal Summary Information Table 6 – Goal Summary Goal Descriptions Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Expand Affordable Housing Options 2020 2025 Affordable Housing Countywide - Affordable Housing for Low- to-Mod. Income Renters - Affordable Housing for Low- to-Mod. Income Owners - Services and Housing for People Exp Homelessness HOME: $ 5,308,839 Rental units add: 3 Household Housing Units Homeowner Housing Add: 23 Household Housing Units Tenant-based rental assistance: 93 Households Assisted 2 Maintain Current Owner Housing 2020 2025 Affordable Housing Countywide Affordable Housing for Low- to-Mod. Income Owners CDBG: $210,000 Homeowner Housing Rehabilitated: 4 Household Housing Units 3 Support Efforts to Combat Homelessness 2020 2025 Homeless Countywide Services and Housing for People Exp Homelessness ESG: $249,288 Rapid Rehousing: Assist 41 Households Homeless Person Overnight Shelter: Assist 578 Persons 4 Support Public Services in the Urban County 2020 2025 - Non-Homeless Special Needs - Non-Housing Community Development - Services and Housing for People Exp Homelessness - Services and Housing for Special Needs Populations CDBG: $453,102 Public service activities other than Low/Moderate Income Housing Benefit: 873 Persons Assisted 5 Fund Public Improvements in the Urban County 2020 2025 Non-Housing Community Development Urban County Public Improvements/Infrastructure CDBG: $1,753,442 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 32,298 Persons Assisted Maricopa County • Human Services Department • Housing and Community Development Page | 27 Table 7 – Goal Descriptions 1 Goal Name Expand Affordable Housing Options Goal Description Expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified homebuyers (i.e. downpayment and closing cost assistance), stimulate the construction of new units with or without acquisition (may include single-family or multi-family properties), or rental housing acquisition with rehabilitation (may include single-family or multi-family properties), transitional housing, tenant based rental assistance (TBRA), and may also include Community Housing Development Organization (CHDO) Pre-Development loans. This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. 2 Goal Name Maintain Current Owner Housing Goal Description Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa HOME Consortium jurisdiction for HOME resources in addition to the Maricopa Urban County jurisdiction for all funding sources (HOME and CDBG). It includes emergency home repair under the Urban County CDBG program financed with CDBG. 3 Goal Name Support Efforts to Combat Homelessness Goal Description Support Street Outreach, Emergency Shelter, and Rapid Rehousing programs defined as progressive engagement and placement in programs, emergency shelter services, , case management based on client’s needs, short to medium-term rent and move-in assistance and utility assistance based on client needs. Foster efforts to improve and operate homeless shelter facilities and deliver needed services. 4 Goal Name Support Public Services in the Urban County Goal Description Provide needed public services within the Maricopa Urban County jurisdiction using predominantly CDBG resources not to exceed the 15% annual expenditure limit. Clients assisted may include persons with special needs and homeless persons. 5 Goal Name Fund Public Improvements in the Urban County Goal Description Within the Maricopa Urban County jurisdiction, provide needed support for public improvements and infrastructure funded with CDBG resources. The total funding amount for this goal reflects the current demand from Urban County communities for CDBG eligible infrastructure projects. Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b) For July 1, 2020 through June 30, 2025, Maricopa County anticipated assisting 22 extremely low income (earning 0-30% AMI), 72 very low income (31- 50% AMI), and 66 low income (51-80% AMI) families as defined by HOME 91.315(b)(2). For PY 2023, that estimate is 5 extremely low-income, 15 very low-income, and 13 low-income families. Maricopa County • Human Services Department • Housing and Community Development Page | 28 AP-35 Projects - 91.420, 91.220(d) Introduction This section specifically identifies the projects that will take place during PY 2023 with CDBG, HOME, and ESG funding to address the priority needs and specific objectives as identified in the Consolidated Plan Strategic Plan section. Note: Target Areas, as defined in the tables below, refer to Geographic Priorities. As stated in the AP-50 Geographic Distribution section, no Geographic Priorities have been assigned for the Five-Year Consolidated Plan or this Annual Action Plan. CDBG Funds: 2023 CDBG Total Allocation is $3,020,680, the total Reallocated (carryover) Funds is $208,192. The total funding available is $3,228,872. Of the total funds available, $151,034 of contingency funds is withheld for project overruns (approx. 5% of 2023 allocation). Any CDBG program income will be reported and reallocated to CDBG eligible projects. Any CDBG prior-year resources may be reallocated to CDBG eligible projects per the Citizen Participation Plan throughout the program year. ESG Funds: 2023 ESG Total Allocation is $249,288. HOME Funds: 2023 HOME Total Allocation is $5,308,839. HOME Program Income, Recapture, or Repayments received between 4/1/21-3/31/22 totaling $326,754 (Maricopa County $90,052.30; and HOME Consortium Members $236,702) are included in this Annual Action Plan per 24 CFR 91.220 (2) (i). Maricopa County HOME prior-year reallocated funds totaling $357,342 from MCHIP PY2018 are also included. The total funding available is $5,666,181. Any program income received during the program year will be retained and reported in the following year's Action Plan. Of the total 2023 funds available, Maricopa County's share of the HOME funds is $1,260,871 ($327,655 for administration and $933,216 for projects). The Consortium Member's share of the HOME Funds is $4,047,968 (administration $182,145 and $3,865,823 for projects). The required CHDO set-aside is 15% of total allocation and is $796,326. Table 8 - Program Income Maricopa County • Human Services Department • Housing and Community Development Page | 29 Project Names: Table 9 - Projects by Name # Project Name 1 ESG23 Maricopa County 2 HOME Acquisition of Land and New Construction of Single-Family Housing for Owner Occupants PY 2023 3 HOME Acquisition and Rehabilitation for Resale of Single-Family Homes - PY 2023 4 HOME Acquisition and/or Rehabilitation of Single-Family Rental Housing - PY 2023 5 HOME New Construction of Multi-Family Rental Housing - PY 2023 6 HOME Homebuyer Assistance - PY 2023 7 HOME Tenant Based Rental Assistance - PY 2023 8 HOME Program Administration - PY 2023 9 CDBG Program Administration - PY 2023 10 CDBG MCHSD Homeless Services - PY 2023 11 CDBG MCHIP Owner Occupied Home Repair - PY 2023 12 CDBG El Mirage Fifth Avenue Sewer Replacement – PY 2023 13 CDBG Gila Bend Richards Street/Logan Alley/Euclid Alley Water Replacement – PY 2023 14 CDBG Guadalupe Roadway & Neighborhood Lighting-Phase 1 - PY 2023 Describe the reasons for allocation priorities and any obstacles to addressing underserved needs. Allocation Priorities: HOME: HOME funds are allocated to each Consortium member based on the relative percentage of CDBG funds received by each Consortium community. The allocation of HOME funds is evidenced by a Subrecipient Agreement with each jurisdiction. Then, each Consortium member jurisdiction receives proposals submitted by potential developers and/or subrecipients through a competitive process for specific projects within that community. A jurisdiction may also provide funding for a housing program(s) within the city/town. Applications for projects are evaluated based on precise criteria set by each Consortium member based on local needs. See each Consortium member’s Annual Action Plan for a detailed description of the application process. ESG/CDBG Public Services Projects: ESG/CDBG Public Services Projects: Maricopa County is a direct recipient of ESG funding and follows County policies on grant award and management. Provider agencies for ESG are currently selected through an open and competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for persons experiencing homelessness and/or temporary shelter operations. In 2023, all CDBG Public Service funding is reserved for homeless services. A joint NOFA with a one-year option to renew was issued for PY 2023 with ESG and CDBG Public Services funding. CDBG Infrastructure, Facility, and Housing Projects: Maricopa County is a direct recipient of CDBG funding. CDBG projects are funded through a competitive Notice of Funding Availability (NOFA) application process for eligible activities that serve the Urban County communities. The CDBG application process includes annual funding priorities as identified by staff and/or the review committee. Maricopa County sets aside a portion of its CDBG funding for its Owner-Occupied Rehabilitation Program, where low-income homeowners can receive rehabilitation services to ensure their home is decent, safe, and sanitary. Maricopa County issues a NOFA each year to Urban County participants and interested parties announcing the availability of CDBG funds for infrastructure, public facility, economic development, revitalization, and housing activities. Interested parties submit applications identifying a local community need(s) affecting low/moderate income residents or addressing issues of slum and blight. Each governmental applicant is asked to submit a resolution from the local community identifying local support for the activity. Staff reviews CDBG applications, and CDBG applications are forwarded to the Board of Supervisors-appointed Community Development Advisory Committee (CDAC) for scoring and making recommendations of funding. The CDAC reviews and scores the Maricopa County • Human Services Department • Housing and Community Development Page | 30 applications and makes recommendations to the Maricopa County Board of Supervisors based on criteria, which are subject to change annually and will be provided in the NOFA to potential applicants, i.e., relative need of the community; effect of the proposed activities on the health and safety of the community; past performance; monitoring results; quality of proposed annual activities; and rates of expenditure on currently funded activities. Obstacles to Addressing Underserved Needs: Obstacles to meeting the housing and community development needs in our region include exponentially increasing rent rates, increasing mortgage interest rates, rising home values, rising costs of construction materials, supply chain demands and delays due to COVID-19, and other factors contributing to a lack of affordable housing stock. The amount of funding for housing and non-housing activities is not adequate to meet the needs within our communities. A history of budget cuts or minimal increases that do not provide ample funding to meet growing demand for programs, uncertainty of one-time grants, and fluctuating local resources to leverage with federal dollars are primary obstacles to addressing underserved needs within Maricopa County. The total amount of funding requested in recent years has far exceeded the amount of funding available. The total amount of funding requested in 2023 for CHDO, CDBG, and homelessness activities has far exceeded the amount of funding available. Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County • Human Services Department • Housing and Community Development Page | 31 AP-38 Project Summary Table 10 - Project Summary Information 1 Project Name ESG23 Maricopa County Target Area Countywide Goals Supported Support Efforts to Combat Homelessness Needs Addressed Services and Housing for People Exp Homelessness Funding ESG: $249,288 Description ESG PY 2023: As of publication of this Plan, the County is currently in procurement for one or more agencies to provide eligible services. This approach will require that qualified subrecipients provide eligible services in alignment with the goal and vision of this action plan. Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 578 low-income families experiencing homelessness. Location Description Maricopa County Planned Activities Shelter operations, rapid rehousing, and Street Outreach. 2 Project Name HOME Acquisition of Land and New Construction of Single -Family Housing for Owner Occupants - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod. Income Renters Funding HOME: $1,046,326 Description CHDO Maricopa Urban County: Newtown CDC ($796,326) Acquisition and rehabilitation of 6 single-family homes for resale to Low-to-Mod homebuyers Maricopa Urban County: Guadalupe CDC ($250,000) Acquisition and rehabilitation of 1 single-family home for resale to Low-to-Mod homebuyers in the Urban County Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 7 Low-to-Mod income households. Location Description Avondale and Maricopa Urban County (Guadalupe) Planned Activities Acquisition and rehabilitation of single-family homes for resale to Low-to-Mod homebuyers. 3 Project Name HOME Acquisition and Rehabilitation for Resale of Single-Family Homes - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod Income Renters Funding HOME: $962,100 plus $357,342 Reallocation Maricopa County • Human Services Department • Housing and Community Development Page | 32 Description Peoria ($278,884): Acquisition and rehabilitation of 2 single-family homes for resale to first-time homebuyer by Newtown CDC; Maricopa Urban County: Newtown CDC ($683,216) Acquisition and rehabilitation of 6 single-family homes for resale to first-time homebuyers in the Urban County plus PY2018 Reallocation from McHIP for Newtown CDC ($357,342). Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 8 low-income households. Location Description Peoria and Maricopa Urban County. Planned Activities Acquisition and rehabilitation of single-family homes for resale to first-time homebuyers. 4 Project Name HOME Acquisition and/or Rehabilitation of Single-Family Rental Housing - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod. Income Renters Funding HOME: $337,297 Description Gilbert ($337,297): Acquisition and rehabilitation for 1 single-family rental housing for eligible low-income Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 1 low-income families. Location Description Gilbert Planned Activities Acquisition and/or rehabilitation for single-family rental housing for eligible low-income households. 5 Project Name HOME New Construction of Multi-Family Rental Housing - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod. Income Renters Funding HOME: $415,056 Description Chandler ($415,056): Acquisition and rehabilitation for multi-family rental housing for eligible low-income families. Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 2 low-income families. Location Description Gilbert Planned Activities Acquisition and/or rehabilitation for single-family rental housing for eligible low-income households. 6 Project Name HOME Homebuyer Assistance - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod. Income Families Maricopa County • Human Services Department • Housing and Community Development Page | 33 Funding HOME: $201,181 Description Avondale ($201,181): Homebuyer Assistance Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 1 low-income household Location Description Avondale Planned Activities Homebuyer assistance for Low-to-Mon Income family 7 Project Name HOME Tenant Based Rental Assistance - PY 2023 Goals Supported Expand Affordable Housing Options Needs Addressed Affordable Housing for Low-to-Mod. Income Renters Funding HOME: $1,837,079 Description Tenant based rental assistance for eligible low-income households. Glendale ($727,460): Tenant based rental assistance for 35 eligible low-income households. Scottsdale ($333,388): Tenant based rental assistance for 18 eligible low- income households. Surprise ($236,901): Tenant based rental assistance for 10 eligible low-income households. Tempe ($539,330): Tenant based rental assistance for 30 eligible low-income households. Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 93 low-income households. Location Description Glendale, Scottsdale, Surprise, and Tempe Planned Activities Tenant based rental assistance for eligible low-income households. 8 Project Name HOME Program Administration - PY 2023 Goals Supported HOME: $509,800 Needs Addressed Program administration for HOME Activities for Maricopa County as Lead Agency ($327,655), and Avondale ($13,412), Chandler ($27,670), Glendale (48,497), Peoria ($18,592), Scottsdale ($22,226), Surprise ($15,793), and Tempe ($35,955). The Town of Gilbert elected not to use their administration allocation and allocated the full amount to projects. Funding 6/30/2024 Description N/A - Program Administration Target Date Lead Agency (Maricopa County Human Services Department) and HOME Consortium Communities excluding the Town of Gilbert. Estimate the number and type of families that will benefit from the proposed activities Program Administration Location Description Maricopa Urban County Planned Activities Program Administration Maricopa County • Human Services Department • Housing and Community Development Page | 34 9 Project Name CDBG Program Administration - PY 2023 Funding CDBG: $604,136 Description 2023-24 Program Administration for CDBG and ESG programs. Fair housing activities. Lead-based paint hazard reduction activities. Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities N/A - Program Administration Location Description Maricopa County Planned Activities 2023-24 Program Administration for CDBG and ESG programs. Fair housing activities. Lead-based paint hazard reduction activities. Activities include the CDBG-eligible Matrix Code: 21A General Program Administration, 24 CFR 570.206 or 24 CFR 570.489(a)(3). 10 Project Name CDBG MCHSD Homeless Services - PY 2024 Goals Supported Support Public Services in the Urban County Needs Addressed Services and Housing for People Exp Homelessness Services and Housing for Special Needs Populations Funding CDBG: $453,102 Description As of publication of this Plan, the County is currently in procurement for one or more agencies to provide eligible services. This approach will require that qualified subrecipients provide eligible services in alignment with the goal and vision of this action plan Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 873 homeless or low-income persons. Location Description Maricopa County Planned Activities Provide shelter and supportive services for homeless individuals and families. Activities include the CDBG-eligible Matrix Code: 03T Homeless/AIDS Patients Programs, 24 CFR 570.201(e) or 42 USC 5305(a)(8) + 24 CFR 570.482(c)(2). 11 Project Name CDBG MCHIP Owner Occupied Home Repair - PY 2023 Goals Supported Maintain Current Owner Housing Needs Addressed Affordable Housing for Low-to-Mod. Income Owners Funding CDBG: $210,000 Description Provide emergency, minor, and moderate home repairs, including lead-based paint remediation, for low- and moderate-income Urban County homeowners. The project will assist at least 4 low- and moderate-income homeowners throughout the Urban County. Target Date 6/30/2024 Estimate the number and type of families that will benefit from the proposed activities 4 low- and moderate-income families. Location Description Maricopa Urban County Maricopa County • Human Services Department • Housing and Community Development Page | 35 Planned Activities Provide emergency, minor, and moderate home repairs for low- and moderate- income Urban County homeowners. Activities can include remediation of lead- based paint hazards and homeowner relocation when appropriate. Activities include the CDBG-eligible Matrix Code: 14A Rehabilitation: Single-Unit Residential 24 CFR 570.202(a)(1) or 42 USC 5305(a)(4). 12 Project Name El Mirage Fifth Ave Sewer Replacement Project - PY2023 Goals Supported Fund Public Improvements in the Urban County Needs Addressed Urban County Public Improvements/Infrastructure Funding CDBG: $820,000 Description Replace 1,700 linear feet of existing 8-inch PVC and VCP sanitary sewer line. Target Date 6/30/2025 Estimate the number and type of families that will benefit from the proposed activities The project is in Block Group 609.02, BG 2. 34 households will be directly assisted, and an estimated 24 are below 80% AMI. A total of 985 individuals will be indirectly assisted, an estimated 715 are below 80% AMI. Location Description El Mirage, AZ Planned Activities The project will replace 1,700 linear ft. of existing sanitary sewer line on 5th Ave, from W. Santa Fe Ln to the alley S. of Ventura St. Activities include the CDBG- eligible Matrix Code: 03J Water/Sewer Improvements, 24 CFR 570.201(c) or 42 USC 5305(a)(2). 13 Project Name CDBG Gila Bend Richards Street/Logan Alley/Euclid Alley Waterlines Replacement - PY 2023 Goals Supported Fund Public Improvements in the Urban County Needs Addressed Urban County Public Improvements/Infrastructure Funding CDBG: $497,000 Description Replace 1,635 linear ft. of existing asbestos cement waterline. Target Date 6/30/2025 Estimate the number and type of families that will benefit from the proposed activities The project is located in Block Group 7233.05, BG 1. A total of 575 residents will be directly assisted including 100 residents living in homes and 475 students who attend Gila Bend schools. An estimated 381 individuals below 80% AMI will benefit from the project. Location Description Gila Bend, AZ Planned Activities The project will replace 1,635 linear ft of existing asbestos cement waterlines on Richards Street, Logan alley, and Euclid alley. Activities include the CDBG- eligible Matrix Code: 03J Water/Sewer Improvements, 24 CFR 570.201(c) or 42 USC 5305(a)(2). 14 Project Name Guadalupe Roadway and Neighborhood Lighting, Phase 1 - PY 2023 Goals Supported Fund Public Improvements in the Urban County Needs Addressed Urban County Public Improvements/Infrastructure Funding CDBG: $493,600 Description Replace 41 existing streetlights with 48 LED lights along 10,505 of roadway. Target Date 6/30/2025 Maricopa County • Human Services Department • Housing and Community Development Page | 36 Estimate the number and type of families that will benefit from the proposed activities This project is located in Census Track 3200.02 Block Group 1 222 households, or an estimated 755 residents will be directly assisted by this project. An estimated 222 households which would service approximately 755 people below 80% AMI will benefit from the project. Location Description Guadalupe, AZ Planned Activities The project will replace 41 existing streetlights with 48 new LED lights and light poles on Calles Cerritos, Montezuma, Azteca, Sahuaro, Maravilla, and Sonora in the Solares neighborhood. Activities include the CDBG-eligible Matrix Code: 03K Street Improvements, 24 CFR 570.201(c) or 42 USC 5305(a)(2). Maricopa County • Human Services Department • Housing and Community Development Page | 37 AP-50 Geographic Distribution - 91.420, 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The service area for the Maricopa HOME Consortium Year 4 Annual Action Plan includes the HOME Consortium member cities of Avondale, Chandler, Glendale, Peoria, Scottsdale, Surprise, Tempe; the Town of Gilbert; and Maricopa Urban County. The service area of Maricopa Urban County is the unincorporated area of Maricopa County, and the Cities and Towns of Buckeye, Cave Creek, El Mirage, Fountain Hills, Gila Bend, Guadalupe, Litchfield Park, Tolleson, Wickenburg, and Youngtown. HOME resources are allocated to Consortium members by a pre-determined allocation formula outlined in the 2020-2025 Consolidated Plan section SP-10 and allocated within their jurisdiction areas by Consortium members as allowable by the HOME program. A portion of Maricopa Urban County CDBG funding is allocated based on a competitive process and the quality and quantity of applications received. Geographic Distribution Table 11 - Geographic Distribution Target Area Percentage of Funds Countywide 100% Rationale for the priorities for allocating investments geographically. Not applicable. Discussion Please see discussion above. Maricopa County • Human Services Department • Housing and Community Development Page | 38 Affordable Housing AP-55 Affordable Housing - 91.420, 91.220(g) Introduction Maricopa County recognizes the need to support and increase affordable housing stock throughout the county. This section outlines the Affordable Housing goals for 2023-24. The tables below outline the numbers of households supported and the number of affordable housing units that will be provided by program type. The first two tables include goals with HOME funding (Maricopa Urban County and Consortium members). The third and fourth tables are inclusive of CDBG and ESG (Maricopa Urban County and Consortium members) to show a combined commitment to affordable housing through multiple funding streams. Affordable Housing with HOME Funding Table 12 - One Year HOME Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households to be Supported by Household Type Homeless 47 Non-Homeless 60 Special-Needs 0 Total 107 Table 13 - One Year HOME Goals for Affordable Housing by Support Type One Year Goals for the Number of Households Supported by Activity Rental Assistance 71 The Production of New Units 14 Rehab of Existing Units 0 Acquisition of Existing Units 22 Total 107 Affordable Housing with CDBG and/or ESG Funding Table 14 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households to be Supported by Household Type Homeless 0 Non-Homeless 118 Special-Needs 5 Total 123 Table 15 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Type One Year Goals for the Number of Households Supported by Activity Rental Assistance 0 The Production of New Units 7 Rehab of Existing Units 114 Acquisition of Existing Units 2 Total 123 Discussion Please see the AP-35 Projects section to view a detailed description of the HOME-funded projects. Also refer to individual Consortium member Action Plans for detailed descriptions of their CDBG projects. Maricopa County • Human Services Department • Housing and Community Development Page | 39 AP-60 Public Housing - 91.420, 91.220(h) Introduction This section discusses actions that are planned during the next year to address the needs of public housing, encourage public housing residents to become more involved in management and participate in homeownership. Each member of the Maricopa HOME Consortium is served by a local Public Housing Agency (PHA) which prepares an Annual Agency Plan. The five PHAs within the Consortium areas are Chandler, Glendale, Scottsdale, Tempe, and the Housing Authority of Maricopa County. Those Annual Agency Plans are incorporated by reference herein and in each of the individual Action Plans. The numbers of units of public housing and Housing Choice Vouchers (HCV) for the five PHAs serving HOME Consortium members are listed below. Table 16 - Public Housing HUD HOUSING AUTH. CODE HOUSING AUTHORITY NAME PROGRAM TYPE PUBLIC HOUSING/ UNITS DEVELOPMENTS HOUSING CHOICE VOUCHERS AZ003 Glendale Combined 155 1 1,065 AZ009 Maricopa County Combined 0 14 1,738 AZ028 Chandler Combined 303 5 495 AZ031 Tempe Section 8 0 0 1,169 AZ032 Scottsdale Section 8 0 0 735 Actions planned during the next year to address the need for public housing. Maricopa County Human Services Department plans to address the needs of public housing in the following year by: Working closely with the Housing Authority of Maricopa County (HAMC) to continually work to align and coordinate to address the needs of public housing. The MCHSD Community Services Division (CSD) has full-time staff on-site at both the Madison Heights Apartments in Avondale and Coffelt Apartments in Phoenix, two HAMC RAD projects, to provide tools and resources that support individuals and families move through and out of poverty. Some of the services provided by the Resident Resource Coordinator include emergency utility and rental assistance, employment services, computer training, financial literacy classes, programs for youth, community referrals, resource coordination, and other individualized services. Currently, CSD has a partnership with the Avondale Elementary School District to provide a STEAM (Science, Technology, Engineering, Art and Math) centered after-school enrichment program for students at Madison Heights. CSD at Madison Heights also has active partnerships with Workforce Development Division (WDD), Care 1st Avondale Resource Center, A New Leaf, and St. John Vianney Pantry. Actions to encourage public housing residents to become more involved in management and participate in homeownership. HAMC maintains a Family Self-Sufficiency (FSS) program for the HCV program. Each HAMC office has informational handouts and referrals to help the residents find resources based on their needs. Partnerships with local nonprofits and governmental agencies, including the MCHSD, have increased the resources available to residents. Goal setting is a part of the FSS program requirement. Residents and clients have been able to improve their credit scores, obtain GED certificates, attend college, earn workforce/technology certificates, increase wage-based incomes, and reduce reliance on assistance. HAMC does not have a homeownership program at this time. If the PHA is designated as troubled, describe the way financial assistance will be provided. Not applicable. The Housing Authority of Maricopa County is considered a “Standard” PHA. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County • Human Services Department • Housing and Community Development Page | 40 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) Introduction The Maricopa HOME Consortium and County understand that preventing and ending homelessness using targeted resources alone will not work exclusively. Therefore, the Consortium and County are engaged in leveraging mainstream housing, health, education, and human service programs to support people experiencing homelessness\ within the Maricopa HOME Consortium, Maricopa County, the City of Glendale, and the City of Tempe are ESG entitlement grantees. See the Glendale and Tempe Annual Action Plans for additional discussion of homelessness and other special needs activities. The entity coordinating the strategy to end homelessness will continue to be the Maricopa Association of Governments (MAG) who is the Collaborative Applicant for the Maricopa Regional Continuum of Care. Maricopa County will continue its efforts to support: Continued involvement with the Maricopa Regional Continuum of Care. Regional planning efforts with Maricopa Association of Governments, East and West Valley Cities to ensure equitable distribution of services throughout the region. Continued support for the Human Services Campus. The Campus provides emergency shelter for homeless men and women, and services such as a dental clinic, the Healthcare for the Homeless Program, the St. Vincent de Paul Facility, and the Day Resource Center. The use of the HMIS among homeless providers to support data driven decision making and system- wide improvement. Continued support of homeless prevention services funded by the United Way and other sources through Community Action Programs. Continued advocacy for preserving and increasing the number of Housing Choice Vouchers to local housing agencies and providers, including local preference for homeless households. An increased emphasis on performance and accountability through evaluation. Use of Emergency Solutions Grants (by Maricopa County, Glendale, Mesa, Phoenix, Tempe, and the Arizona Department of Economic Security) to support one or more of the following activities: outreach, emergency shelter, homeless prevention, rapid rehousing, and HMIS. Local general fund contributions to regional homeless issues. Local allocations of funding from citizen contributions to utility bill donation programs for services and housing for homeless and victims of domestic violence. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs Maricopa County continues to seek new opportunities that could create more housing placements and reduce the homeless population in Maricopa County. With the support of the Board of Supervisors, a Homeless Program Manager position is located within the MCHSD Housing and Community Development Division. MCHSD can increase outside funding to leverage from the private sector, faith-based community, and other community-based organizations to address homelessness. MCHSD will continue to forge partnerships to organize efforts in other localities and municipalities to create regional solutions to the problem of homelessness. Creating regional solutions will provide more opportunities for placements of homeless persons with the intent of seeing a decline of homelessness in Maricopa County. Addressing the emergency shelter and transitional housing needs of homeless persons Maricopa County’s plan for the investment and use of available resources and one-year goals for reducing and ending homelessness includes utilizing Emergency Solutions Grant and the Community Development Block Grant’s public service allocation to fund emergency shelter operations, navigation services and Rapid Rehousing for families, individuals, justice engaged households, and youth experiencing homelessness. These activities are a high priority as described in the Five-Year Consolidated Plan. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again Maricopa County • Human Services Department • Housing and Community Development Page | 41 According to the Maricopa Association of Government’s 2022 Point-In-Time Homeless Count, local data collected during the one-day count indicated that 9,026 people were experiencing homelessness in Maricopa County, with 5,029 of them reported to be unsheltered and 3,997 people in shelters. This figure is up from a total of 7,419 people experiencing homelessness in 2020. There is a significant and steadily growing need in Maricopa County to rapidly move persons experiencing homelessness into permanent housing and to surround them with appropriate services. The Point-in-time count for 2023 took place on January 24, 2023 but the data is yet to be released. Maricopa County plans to utilize ESG, CDBG public service funds, and general funds as available, to work towards strengthening the pipeline between homelessness to permanent housing and independent living. In addition, it will continue to utilize funding for vulnerable individuals experiencing homelessness through CARES Act and ARPA. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. Maricopa County, through its Human Services Department, intends to address the needs of low-income or extremely low-income families from becoming homeless, including those being discharged from publicly funded institutions and systems of care or receiving assistance from public or private agencies, through the following programs. In addition, Maricopa County dedicates ESG resources, and CDBG as discussed above, to support the regional effort to end homelessness. Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal justice leaders and human services partners including MCHSD which aims to reducing offender recidivism. It is bolstered by decades of careful research and seeks a more efficient, targeting of scarce resources to where they will be most effective. It aims to enhance long-term public safety, reduce the collateral damage crime inflicts on children, families, victims, and neighbors. Senior and Adult Independent Living Program – Funds will be provided through the County general fund and Area Agency on Aging to provide in-home case management for the elderly and people with physical disabilities aged 18 to 59. The goal is to keep people in their own homes as long as possible. Community Action Program (CAP) – Areas of service include Maricopa County except Glendale, Phoenix, and Mesa, who have their own programs. Funds will be provided through private, local, county, and federal funding to assist the elderly, disabled, and other low- and moderate-income residents with a menu of services. Services may include information and referral, utility deposits and payments, rent/mortgage deposits and assistance, eviction prevention, food pantries, gas and prescription assistance, head start programs, and IDA asset assistance. Programs are developed to ensure local needs are met. Weatherization Program – Funds will be provided through private and federal funds to provide an in- home energy audit and weatherization assistance to elderly, persons with disabilities, families with children, and other low-income residents. Utility Repair/Replacement Program – Funds will be provided through private funds to complete repair/replacement of utility related appliances for the elderly, disabled, families with children and other low-income County residents. Head Start and Early Head Start – This division of HSD utilizes federal funds to provide comprehensive child development programs for children 0 – 5 years of age, pregnant women, and the families to prepare children for future success in school and to support parents as their child’s primary nurturer and educator. Workforce Development - Operates two comprehensive One-Stop Career Centers called Arizona @ Work: Maricopa County. Funds will serve job seekers and youth between the ages of 16-24 to help them further their education and employment goals. Arizona @ Work: Maricopa County is also conducting several pilot programs with services targeted at specific populations including US Veterans, individuals dealing with homelessness and those with criminal justice challenges. Maricopa County • Human Services Department • Housing and Community Development Page | 42 Address the housing and supportive service needs for persons who are not homeless but have other special needs (i.e., elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with alcohol or other drug additions), persons with HIV/AIDS (and their families), and public housing residents: Maricopa County Human Services Department will address the housing and supporting needs of persons who are not homeless but have other special needs by: Eviction prevention activities through leveraged Community Services Block Grant funding. Emergency home repair/homeowner rehabilitation for low-income households. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County • Human Services Department • Housing and Community Development Page | 43 AP-75 Barriers to affordable housing - 91.420, 91.220(j) Introduction Region-Wide Shortage of Affordable Rental Housing In Arizona, there is an increasingly worsening shortage of rental housing that is both affordable and available to extremely low-income households (with incomes at or below 30% AMI). According to the National Low Income Housing Coalition’s Report, The Gap, in 2017 within Maricopa County alone there were 112,737 extremely low- income renter households, and only 23,252 affordable and available rental homes which is down from 27,245 rental homes reported in the 2018 The Gap report. In addition, in Maricopa County: Maricopa County is listed among the top 5 metropolitan areas with the most severe shortages of rental homes affordable to extremely low-income households across the 50 largest metropolitan areas. There were only 21 affordable and available rental homes per 100 extremely low-income renter households, and only 44 for those at or below 50% AMI. 79% of extremely low-income renter households spend more than half of their income on housing and are considered severely cost-burdened. Barriers to Various Types of Affordable Housing The 2020-2025 Consolidated Plan identified barriers to the creation of new affordable housing (single-family or multi-family) as the cost of land, cost of construction and infrastructure, permit fees, impact fees, developer interest, taxes, zoning, and insufficient financial resources. The 2020 Maricopa County Regional Analysis of Impediments to Fair Housing Choice (AI) identified high-priority contributing factors to fair housing impediments of: insufficient affordable housing in a range of unit sizes; Black or African American, Hispanic, and Native Hawaiian/Pacific Islander households with disproportionate rates of ‘housing problems’ (as defined by HUD); insufficient accessible affordable housing; failure to make reasonable accommodations; lack of fair housing infrastructure; insufficient fair housing education; and insufficient understanding of credit. Additional medium priority contributing factors were also identified. Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. Maricopa County is committed to overcoming barriers to affordable housing by providing funding to increase the supply of affordable housing through the Maricopa HOME Consortium and by participating in activities that affirmatively further fair housing. Within the Maricopa Urban County, communities may waive permit fees for HOME-assisted housing rehabilitation, which include Buckeye, El Mirage, Guadalupe, Wickenburg and Youngtown; and Maricopa County does not assess impact fees for residential development. In addition, specific actions to address barriers to affordable housing during the year include: Educate county staff and officials and the public about fair housing issues. Attending webinars and training to stay aware of any emerging fair housing issues. HOME Consortium The actions planned to take place by the Maricopa HOME Consortium during the next year to remove barriers to affordable housing include: Fair Housing activities including outreach and education. Community land trusts. Land donations when applicable. Reduce Permit fees when applicable, and/or Reduce Impact fees when applicable. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County • Human Services Department • Housing and Community Development Page | 44 AP-85 Other Actions - 91.420, 91.220(k) Introduction This section discusses Maricopa County’s efforts in addressing underserved needs, fostering, and preserving affordable housing, reducing lead-based paint hazards, reducing the number of poverty-level families, and developing institutional structures for delivering housing and community development activities. See the Appendix for individual actions planned by members of the HOME Consortium. Actions planned to address obstacles to meeting underserved needs. As previously noted, there is a lack of affordable housing in Maricopa County which presents a challenge for residents. In addition, the need for funding to support housing and homelessness services, including supportive services, and the funding to undertake community development projects far exceeds the resources available within our community. To address these obstacles to meeting underserved needs, actions planned within the Consortium include: Continued participation on the Maricopa Regional Continuum of Care Board. Continued participation by Maricopa County in Funder's Collaborative opportunities to align strategies to ending homelessness. Continued participation in the Regional Collaborative on Homelessness to develop strategies to address homelessness throughout Maricopa County. Seeking new resources that will increase the funding available for affordable housing and community development programs. Continued advocacy by members of the CDAC regarding the preservation of HUD resources for housing and community development. Technical assistance by Maricopa County Human Services Department - Housing and Community Development Division staff to individual jurisdictions in managing funded projects effectively to ensure maximum community benefit. Actions planned to foster and maintain affordable housing. To foster affordable rental housing opportunities for low-income or homeless persons, Maricopa County will: Utilize funding to foster new affordable homeownership opportunities for low-income families in the Urban County through new construction or acquisition and rehabilitation for resale. Use ESG and CDBG Public Service resources to fund street outreach, emergency shelter, and short to medium term Navigation and Rapid-Rehousing for people experiencing homelessness. Monitor multi-family rental development projects in order to maintain the number of decent, safe, and affordable rental units available. Monitor to identify and remedy projects out of compliance, thereby enhancing and preserving the existing supply rental unit available and accessible to low-income families. To maintain affordable housing for persons who are already homeowners, Maricopa County will promote the use of energy efficient home improvements through its Maricopa County Home Improvement Program funded through federal LIHEAP, DOE, and local funds. Energy efficient improvements may include energy star appliances, ceiling fans, cellulose insulation, low flow faucets, and more. MCHIP will also undertake home rehabilitation projects which will utilize CDBG, HOME, and/or Salt River Pima-Maricopa Indian Community funding to provide health and safety upgrades, as well as necessary home repairs to qualifying low-income families or Veterans with disabilities. Subject to local priorities, ordinances and the preferences of local governing bodies, examples of items that the Maricopa HOME Consortium may undertake are: Waive or abate permitting and development fees for priority affordable housing development and targeted redevelopment approved by local governing bodies. Promote the use of alternative labor in housing programs through self-help initiatives (Habitat for Humanity). Assess local zoning, subdivision, zoning and impact fees to foster affordable housing production pursuant to priorities set by local governing bodies. Maricopa County • Human Services Department • Housing and Community Development Page | 45 Grant density bonuses, clustering, rezoning of vacant land, flexible setback requirements, adaptive re-use, inclusionary zoning, and other incentives to priority affordable housing projects for production and preservation. Implement expedited permit processing for priority affordable housing production. Encourage municipal and county Industrial Development Authorities (IDAs) to allocate surplus revenues for locally identified affordable housing and revitalization priorities and uses by agreement with local governing bodies. Encourage annual reporting by IDAs to local governing bodies on the investment and volume of surplus revenues. Monitor and update building codes to provide for cost effective construction and quality manufactured housing development. Continue to inventory surplus local and county land and improvements for their use in affordable housing production. Execute land banking where prudent and feasible pursuant to local objectives. Actions planned to reduce lead-based paint hazards. Maricopa County was awarded a $1.8 million grant in 2019 to perform Lead Hazard Reduction and Healthy Homes work in pre-1978 homes with children under 6. Maricopa County will be focused on reducing lead-based paint hazards in 2023. Actions planned, in addition to undertaking the implementation of the lead hazard reduction grant, include: Participation as a member on the Arizona Lead Poisoning Prevention Coalition, a state-wide group of governmental, Medicaid/Health Plans, healthcare, community services, education, and more with a common goal of reducing lead poisoning among children. Strengthening partnerships with the Maricopa County Department of Public Health, local non-profits, and local governmental organizations aimed at reducing lead-based paint hazards. In addition, the Maricopa HOME Consortium will continue to comply with all lead-based paint (LBP) requirements imposed by HUD and will continue to direct resources to eliminate lead-based paint in its housing. Pursuant to CFR 36.900, Consortium members will continue to address, monitor, evaluate and reduce lead-based paint hazards throughout the community through their housing improvement programs, emergency rehabilitation grant programs, and rental rehabilitation programs. Consortium members will approach all pre-1978 units participating in its Rehabilitation Programs with a presumption of lead-paint hazards. As applicable, members will contract with Environmental Protection Agency (EPA) certified lead paint firms for assessment and abatement activities in the rehabilitation programs. Lead-based paint requirements for rehabilitation programs using CDBG and HOME funds fall into three categories based on the amount of rehabilitation assistance committed. Consortium members will follow the procedures articulated below. Consortium members will also follow the three procedures as articulated in the Consolidated Plan Lead Based Paint Hazards section SP-65. In order to reduce the number of housing units containing lead-based paint hazards, housing programs require that rental units receiving tenant based rental assistance are required to meet minimum quality standards. For units built prior to 1978, to be occupied by a family with a child under six years old, all chipped and peeling paint will be removed prior to assisted occupancy. Rental units constructed before 1978 and rehabilitated with CDBG or HOME assistance are tested, and all lead paint abated as part of the rehabilitation contract. All homes constructed before 1978 and rehabilitated with CDBG or HOME assistance will comply with HUD LBP requirements. This activity will increase the inventory of lead-safe housing available to extremely low-income, low-income, and moderate-income families in Maricopa County. Actions planned to reduce the number of poverty-level families. The Maricopa County Human Services Department provides a wide array of programs and supportive services to enhance economic, educational, and social opportunities and encourage individual and family self-sufficiency including: Affordable housing programs that serve homeless and justice-involved families. Minority Business Enterprise/Women’s Business Enterprise and Section 3 opportunities in procurement. Family Self-Sufficiency Programs for assisted housing residents. Support services to TANF families. Community Action Programs, and Head Start Programs. Maricopa County • Human Services Department • Housing and Community Development Page | 46 In addition, the Department continues to operate two comprehensive One-Stop Career Centers called Arizona @ Work: Maricopa County. Services offered include: Skill and aptitude assessment Career counseling Resume instruction and review Labor market and occupational demand information Supportive services (personal, family and emergency). Supplemental financial assistance for select local training/education programs. State-of-the art computer labs and office equipment Job search and job readiness workshops (assessments, resumes, basic computer, job searching, interviewing and Job Clubs). Assist job seekers in loading their resume on the state’s online job board, azjobconnection.gov, to improve search-ability by employers, job developers and Arizona @ Work’s Business Services team; and improve job leads/employment connections. Arizona @ Work: Maricopa County started a program called Smart Justice which involves criminal justice partners that are individually and collaboratively promoting evidence-based practices to reduce recidivism and to promote long-term public safety and cost effectiveness. Smart Justice addresses the most important criminal justice priorities, such as long-term public safety, reducing recidivism, and preventing victimization. In addition to the two One-Stop Centers, Arizona @ Work: Maricopa County operates four youth hubs where services are offered to youth between the ages of 16-24 to help them further their education and employment goals. Arizona @ Work: Maricopa County is also conducting several pilot programs with services targeted at specific populations including Veterans, individuals dealing with homelessness, and those with criminal justice challenges. Actions planned to develop institutional structure. Maricopa County continues to take a systems approach to researching and building upon existing partnerships, and with respect to specific gaps in institutional structure will work to create new partnerships with public, private, non-profit, and philanthropic organizations. Homelessness Initiatives Participate in a partnership that focuses on people exiting jails to homeless destinations in order to reduce recidivism, and connect people experiencing homelessness, and are justice engaged, to appropriate housing and supportive services created from representatives of the Maricopa County Human Services Department, Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa County (HAMC), and Mercy Care. The partnership's mission is to work hand in hand with supportive services, housing providers, physical and mental health services, jails, and policy makers to serve justice-involved homeless individuals and families by connecting them with necessary supports and housing. Work with the Continuum of Care to foster a coordinated entry system for homeless service programs. Participation in the Regional Collaborative on Homelessness to develop strategies and solutions for homelessness across Maricopa County. Participate in existing groups and committees such as Local Jurisdiction Subcommittee, ESG Subcommittee, Maricopa Regional Continuum of Care Board, and Maricopa Regional Continuum of Care Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee, and Ending Veteran Homelessness Subcommittee. Provide up to $100,000 in Maricopa County general funds for homeless service providers to develop Diversion programs to assist people experiencing a housing crisis and/or seeking shelter to identify immediate alternate housing that is safe and appropriate through crisis intervention. Collaboration and Partnership Engage in landlord outreach to local private affordable housing providers during the implementation of the County’s Tenant Based Rental Assistance program in an effort to assist individuals experiencing homelessness and are justice engaged with finding safe and affordable homes. Work to further strengthen linkages between services provided under the umbrella of the Maricopa County Human Services Department. The Divisions of Early Education and Head Start, Community Services, Senior and Adult Services, and Workforce Development work closely with the Housing and Community Maricopa County • Human Services Department • Housing and Community Development Page | 47 Development Division. The combined efforts strengthen all divisions and result in a continuum of care encompassing homelessness prevention, rent and utility assistance, help finding employment and/or obtaining training, stable housing, links to homeownership opportunities, and tools for long term financial stability. Leverage non-federal funding for Home Improvement/Rehabilitation Programs, and federal funding for Lead-Based Paint Hazard Reduction, to assist the communities and families in the Urban County. Regional Coordination Continue to serve as the administrator for the Urban County CDBG and as the Lead Agency for the Maricopa HOME Consortium. Continue to meet monthly in order to benefit from collective information sharing and training. Participation as a member of the Arizona Lead Poisoning Prevention Coalition. Increase linkages between other Maricopa County departments including Correctional Health Services and Public Health and strengthen contact with Real Estate to assist with data capture. Actions planned to enhance coordination between public and private housing and social service agencies. Coordination between public and private agencies allows affordable housing and social service agencies and programs to work effectively. Maricopa County benefits from strong partnerships forged with the Regional Continuum of Care, Housing Authority of Maricopa County (HAMC), local cities/towns and Public Housing Authorities, local non-profit organizations, membership in the Arizona Lead Poisoning Prevention Coalition, Arizona Housing Coalition, and participation on the Arizona Partnership for Healthy Communities Steering Committee. Members of the HOME Consortium regularly coordinate with private industry, businesses, private housing developers, non-profit housing providers, and social service agencies through their affordable housing and community development efforts. Members also work closely with the real estate, construction, and finance industries to implement other ongoing HOME and CDBG supported housing rehabilitation and production activities. Maricopa HOME Consortium members competitively award HOME and CDBG funding as applicable to local and federal laws. As a result, much of Maricopa HOME Consortium's HOME funds throughout the county are competitively awarded to non-profit organizations for activities including single-family housing new construction, down payment assistance, owner occupied housing rehabilitation, or new construction of multi-family housing. In some cases, the Maricopa County subrecipients and CHDOs also coordinate with social service agencies to provide activities such as homeownership counseling, career development, youth enrichment and achievement, day care centers, and “Starter Boxes” with essentials for previously homeless tenants to be provided at move-in. Additional coordination activities by members with social service agencies are discussed at length throughout the FY2020-2025 Consolidated Plan. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County • Human Services Department • Housing and Community Development Page | 48 Program Specific Requirements AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction The Urban County did not receive any program income received in the preceding program year. See AP-35 for specific allocation information. Refer to each Consortium member’s Annual Action Plan for expected CDBG program income. Please see Appendix for AP-90 Supplementary Information regarding CDBG, HOME, Affordable Homeownership Limits, Resale/Recapture, HOME Program Income, and additional information. Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. Table 17 - CDBG Program Income 1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: 0 Other CDBG Requirements Table 18 - CDBG Requirements 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate Income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% PY 2022, 2023, 2024 HOME Investment Partnerships Program (HOME) Reference 24 CFR 91.220(l)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: Maricopa HOME Consortium does not use any other form of investment not described in §92.205(b). 2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in §92.254, is as follows: Please refer to the Appendix to review Maricopa County Supplemental Information and additional Consortium member contributions to this section. Recapture: Under most circumstances, Maricopa HOME Consortium members use the Recapture Provision for homeownership projects undertaken by the entities themselves or subrecipients (except as noted below under Maricopa County • Human Services Department • Housing and Community Development Page | 49 Resale). These provisions are imposed for the duration of the period of affordability on all HOME-assisted homebuyer projects through a written agreement with the homebuyer and enforced via deed restrictions. The recapture provisions are triggered by any transfer of title, either voluntary or involuntary, during the established HOME period of affordability (see table below for period of affordability definitions). The amount of homebuyer assistance, which determines the length of the affordability period, is secured with a Deed of Trust and Promissory Note between the low-income owner and the beneficiary (the Consortium member, subrecipient, or CHDO). The amount of homebuyer assistance/recaptured funds includes: Any HOME funds provided to the buyer at the time of purchase (down payment, closing cost or housing rehabilitation) to assist with the purchase, whether provided directly by the program administrator or by the developer using funds provided by the program; and Any reduction in the purchase price from fair market value to an affordable purchase price. In all cases the amount subject to recapture is limited to the net proceeds available from the sale. Net proceeds are the sales price minus the superior loan repayment (other than HOME funds) and closing costs. This limitation applies to all units regardless of the type of recapture provision used or to the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures) If there is no direct homebuyer assistance and a development subsidy is provided, then the resale method outlined below must be used. Resale: Under most circumstances, the recapture provisions outlined above will be used in HOME homebuyer activities. However, resale restrictions may be used under the following circumstances: When HOME Program funds are used only as a development subsidy for the construction or renovation of homeownership housing, and no homebuyer assistance is provided, and When a community land trust owns the property. In the case of a land trust, the HOME resale restrictions will be enforced through the Land Use Restrictive Agreement (LURA). Resale restrictions will ensure that housing assisted with HOME funds is made available for resale only to HOME program eligible low-income households that will use the property as their principal residence. A Memorandum of Ground Lease and Right of First Refusal are recorded. A “Performance” Deed of Trust is also recorded with the developer as the beneficiary; this ensures the developer is notified in the event the owner of the improvements attempts to refinance or transfer the property. HOME regulations 24 CFR 92.254 (a)(5)(i)(A) allows for the restriction to be extinguished by a third-party lender in the event of foreclosure, transfer in lieu of foreclosure or assignment of an FHA mortgage in order to clear title. The County permits CHDOs and Consortium Members to use rights of first refusal or other means to intervene and preserve the affordability of the unit. Periods of affordability. The HOME-assisted housing must meet the affordability requirements for not less than the applicable period specified in the following table, beginning after project completion. NOTE: These are the minimum affordability periods required by regulation, affordability periods can be adjusted to longer terms to meet individual program needs. Homeownership assistance HOME amount per-unit Minimum period of affordability in years Under $15,000 5 $15,000 to $40,000 10 Over $40,000 15 3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. See 24 CFR 92.254(a)(4) are as follows: Recapture: The affordability period specified in the note and deed of trust (DOT) is the minimum period for the project as specified in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is determined by the amount of HOME assistance. The amount subject to Recapture: In all but the cities of Glendale and Avondale, if the housing Maricopa County • Human Services Department • Housing and Community Development Page | 50 does not continue to be the principal residence of the assisted household, whether voluntary or involuntary, due to sale, foreclosure, or any other event, the note and DOT will require repayment of the full amount of HOME funds subject to recapture at the time the event occurred. The lien covers the full amount to be recaptured. The Recapture mechanisms used to secure the affordability of the HOME assisted unit are recorded in accordance with state law. The exceptions, the City of Avondale permits the amount subject to recapture to be reduced based on a pro rata reduction during the affordability period or a Co-Investor model which is calculated based on the percentage of investment *. In all cases, the amount to be repaid is the subsidy provided directly to or on behalf of the homebuyer for closing costs and is limited to the net proceeds of the sale, which is defined as the sales price minus the superior loan repayment (other than HOME funds) and seller paid closing costs and includes only the following items to the extent actually incurred: brokers commission, reasonable attorney fees, and any transfer tax or recording fee payable by the seller. * City of Avondale: (See Consortium Contributions for additional details) The “co-investor model” of recapture states that: “the amount or recaptured funds due to the City on sale or transfer, voluntary or involuntary, shall be calculated based on the percentage of the home assistance subsidy, as a percent of the initial purchase price, rounded to the nearest tenth. If the full amount of HOME recapture is not available from the proceeds of the sale, the amount will be reduced based on the proceeds available. Avondale will use this model on all project except new construction for community land trust which will adopt a recapture provision that is forgivable at a rate of 20% per year for 10 years for all loans of $15,000 or less and 10% per year for 10 years for loans between $15,000-$40,000. Resale: The affordability period is determined by the total investment of HOME funds in the unit, regardless of whether or not the funds are reflected in buyer financing. If the assisted property is sold while under the resale restrictions, the home must be sold to a HOME eligible buyer approved by either the County, Consortium Member, or CHDO. The price at resale must provide the original HOME-assisted homebuyer a fair return on the investment and be affordable to a reasonable range of low-income buyers. Therefore, sales price during affordability can occur at market value with the following limitations. Fair return on investment is defined as the purchase price, plus 25% of the increase in value at the time of resale based on the valuation performed by a duly licensed appraiser. The appraisal will be the objective standard used at the time of the original purchase and at resale. Any capital improvements will be determined by the assessed value of the appraisal at the time of resale. The price shall not exceed a price that results in net proceeds (after first lien and sales costs) to the seller that exceeds: the reimbursement of the original owner's investment including down payment and closing costs made at the time of initial purchase, if any; the value of capital improvements to the property as determined by an appraisal, if any; the principal amortized on the first lien during the period of ownership. Capital improvements are defined as a permanent structural alteration or repair to the property that improved it substantially, thereby increasing its overall value. That may come with updating the property to suit new needs or extending the life of the property. However, basic maintenance and repair are not considered capital improvements (i.e., replacing worn or dated components such as appliances or carpet). The value of capital improvements to the property will be determined by an appraisal, if any. A reasonable range of low-income buyers are defined as being buyers who meet the HOME program eligibility requirements including a household income of less than 80% of the area median income. Affordable to a range of low-income buyers requires that the housing must remain affordable to the subsequent purchaser during the HOME period of affordability. The housing will be considered affordable if the subsequent purchaser's monthly payment of principal, interest, taxes and insurance do not exceed 30% of the gross income of a qualified low-income family with an income less than 80% of area median income for the area. If the property is no longer affordable to qualified homebuyers at the time of resale, the County, Consortium Member, or CHDO may take steps to bring the property acquisition cost to a level that is affordable by layering HOME subsidy in the form of down payment assistance and extending the affordability period. This may result in the actual sales price being different to the seller than to the subsequent homebuyer. Upon the resale of the home, the property must pass local building codes for existing housing. Newtown CDC, the only HOME Consortium subrecipient using resale restrictions, will bring the property up to the minimum standards before reselling the property to a low- income household. Maricopa County • Human Services Department • Housing and Community Development Page | 51 4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: The Consortium does not permit the use of HOME funds to refinance existing debt. Emergency Solutions Grant (ESG) Reference 91.220(l)(4) 1. Include written standards for providing ESG assistance (may include as attachment) Maricopa County has adopted standards for ESG that were developed by the ESG Subcommittee as a part of the Maricopa Regional Continuum of Care. These standards are used for procurement, implementation, and monitoring of ESG activities. Please see Appendix for performance standards for Street Outreach, Shelter Operations, and Rapid Re-Housing activities. 2. If the Continuum of Care has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system. The Continuum of Care (CoC) has an established Coordinated Entry System (CES) that meets HUD requirements. The importance of having a CES, common assessment procedures and effective methods for matching individuals or families with the most appropriate resources has gained acceptance in recent years as a best practice for communities across the nation. A coordinated entry process makes it more likely that families and individuals will be served by the right intervention more quickly. In a coordinated system, each system entry point uses the same assessment tool and makes decisions on which programs families and individuals are referred to the best program based on a comprehensive understanding of each program’s specific requirements, target population, and available beds and services. 3. Identify the process for making sub-awards and describe how the ESG allocation is available to private nonprofit organizations (including community and faith-based organizations). The Maricopa County Human Services Department follows Maricopa County policy on grant award and management. Provider agencies for ESG are selected through an open and competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for persons experiencing homelessness, street outreach services, and/or temporary shelter operations. Maricopa County is in a process of continuous consultation with the Maricopa Regional Continuum of Care (CoC), and the process for making Subrecipient awards will be established in collaboration with the CoC. A joint NOFA with a one-year option to renew was issued for PY 2023 with ESG and CDBG Public Services funding. 4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG. The Maricopa County Human Services Department is committed to consulting with homeless or formerly homeless through its consultation with the Maricopa Regional Continuum of Care which has at least one formerly homeless individual as a board representative. Subrecipients who receive ESG funding to operate emergency shelters, rapid re-housing programs or street outreach programs have been surveyed and consulted about services and programs that receive ESG funding. Maricopa County also participates in a robust partnership that is working to end homelessness by starting at the Human Services Campus in Phoenix. The County has consulted with other members of the partnership that represent emergency shelters or other homeless services. The County also plans to utilize the Homeless Program Manager position at MCHSD to assist in reaching out and consulting with formerly homeless individuals. The County engaged individuals that have lived experience through the procurement efforts for PY 2023. Maricopa County Human Services Department does not currently have homeless or formerly homeless persons on the Community Development Advisory Committee nor does the Maricopa County Board of Supervisors, which is the final approval authority for Maricopa County. A representative from a district is called a Supervisor. Currently, Maricopa County has five (5) districts and five (5) Supervisors. Together, the five (5) district representatives, or Supervisors, form the Board of Supervisors. 4. Describe performance standards for evaluating ESG. Maricopa County • Human Services Department • Housing and Community Development Page | 52 Please see Appendix for performance standards for Shelter Operations and Rapid Re-Housing activities. Discussion Please see discussions above. Maricopa County • Human Services Department • Housing and Community Development Page | 53 Appendix Appendix to the Maricopa HOME Consortium and Maricopa Urban County Annual Action Plan PY 2023-2024 Contents AP-90 Supplemental Information ................................................................................................................................ 55 CDBG Program Specific Requirement Supplement - Overall Benefit ............................................................... 55 HOME Specific Requirement - Maricopa County Affordability Discussion ..................................................... 55 HOME Specific Requirement - Consortium Member Discussion Regarding Resale vs Recapture Provisions .............................................................................................................................................................................. 55 HOME Eligible Applicants: .................................................................................................................................. 56 HOME Program Income: ..................................................................................................................................... 57 Affordable Homeownership Value Limits ......................................................................................................... 57 HCD Bulletin 23-03 .............................................................................................................................................. 58 Citizen Participation Summary ........................................................................................................................... 59 Maricopa HOME Consortium Member Contributions & Discussion Program Year 2023-2024 .......... 61 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ............................................................................................ 62 AP-12 Participation - 91.401, 91.105, 91.200(c) ............................................................................................... 65 AP-35 Projects - 91.420, 91.220(d) .................................................................................................................... 75 AP-60 Public Housing - 91.420, 91.220(h)......................................................................................................... 78 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ....................................................... 82 AP-75 Barriers to affordable housing - 91.420, 91.220(j) ................................................................................. 91 AP-85 Other Actions - 91.420, 91.220(k) ........................................................................................................... 94 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) ................................................................. 101 HOME Investment Partnerships Program (HOME) - Reference 24 CFR 91.220(l)(2) ................................... 101 Maricopa County ESG Performance Standards ...................................................................................................... 103 Community Adopted Best Practices ................................................................................................................ 103 Appendix B: Glossary ........................................................................................................................................ 112 Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 55 AP-90 Supplemental Information CDBG Program Specific Requirement Supplement - Overall Benefit Please see below for response to the question as posed: Other CDBG Requirements Question: Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. Answer: 2022, 2023, and 2024 HOME Specific Requirement - Maricopa County Affordability Discussion Affordability Period: The period of affordability specified in the legal documents will be for the minimum periods for the HOME assisted activities as outlined in the below tables. Urban County: The Maricopa County Home Improvement Program (MCHIP) is an owner-occupied housing rehabilitation program funded through HOME and CDBG. The funds are secured by a note and deed of trust. The HOME funds are made in the form of a zero interest, deferred payment loan which run for the number of years in which $10,000 per year is forgiven up to the total cost of the repairs. Urban County: Currently does not have a homebuyer assistance program. HOME Specific Requirement - Consortium Member Discussion Regarding Resale vs Recapture Provisions Please refer to Appendix for Maricopa HOME Consortium contributions. Additional Information Regarding Consortium Members Homebuyer Programs: For a complete description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, please refer to AP-90 HOME Program Specific Requirements section of Maricopa HOME Consortium Annual Action Plan Contributions. Additional Information Regarding CHDOs/Non-Profits: HOME Consortium CHDO set-aside projects or HOME-funded projects include the following: Guadalupe CDC: Utilizes the recapture provision and the amount subject to recapture is 100% of the direct HOME subsidy to the homebuyer. The period of affordability is based on the amount of direct HOME subsidy to the homebuyer—see Table 1 below. If the purchase price of the home is reduced from fair market value to an affordable price, the amount of the reduction will also be recaptured. Newtown CDC: Utilizes the resale provision for a Community Land Trust (CLT) First Time Homebuyer Program. A “Performance” Deed of Trust is recorded with the developer as the Beneficiary; this ensures the developer is notified in the event the owner of the improvements attempts to refinance or transfer the property. A Memorandum of Ground Lease and Right of First Refusal are also recorded The Right of First Refusal allows Newtown to purchase the property and resell it to another income eligible buyer if the owner chooses to sell their home during the affordability period. The price at resale must provide the original HOME-assisted homebuyer with a fair return on the investment and be affordable to a reasonable range of low-income buyers. A fair return on the investment is defined as the original homebuyer’s purchase price, plus 25% of their share of increase in value at the time of resale, based on a valuation performed by a licensed appraiser. Newtown CDC is operating their CLT program in the Urban County, Chandler, Glendale, Peoria, Surprise, and Tempe. The period of affordability is based on the total amount of the HOME funds invested in the housing activity—see Table 1 below. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 56 Table 19 - Homebuyer Assistance Affordability Period If the amount of HOME homebuyer assistance in the unit is: The Affordability Period is: <$ 15,000 5 Years $15,000 - $ 40,000 10 Years >$ 40,000 15 Years HOME Eligible Applicants: Members of the HOME Consortium have developed and will utilize the HOME Consortium Policy Manual as its guide for policies and procedures. As discussed in detail on AP- 35 Section along with additional HUD entitlement funds, within the Maricopa HOME Consortium HOME funds are distributed using the following allocation priorities: HOME funds are allocated to each Consortium member based on the relative percentage of CDBG funds received by each community which include Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, Tempe, and Maricopa Urban County. The allocation of HOME funds is evidenced by a Subrecipient Agreement with each jurisdiction. The MCHSD administrative assessment is 5% of the Consortium Member Gross Allocation for all Consortium members except for the County. The County assessment is 10%. After the funding allocation process, each Consortium member jurisdiction receives proposals through their local competitive process. Potential developers and/or subrecipients apply for HOME funding annually for specific housing projects within that jurisdiction. Jurisdictions that have current or new housing programs that are administered in-house may also utilize HOME funds. Eligible household applicants are extremely-, very low- and low-income residents with households under 80% Area Median Income, per HUD guidelines. Applications for projects are evaluated based on HUD guidelines and precise criteria set by each Consortium member in their policies and procedures and based on local needs. Detailed information for Maricopa Urban County would be contained on the Maricopa County Human Services Department website at https://www.maricopa.gov/3706/Housing-Community-Development . If a Notice of Funding Availability was issued, that information could be found on the list of open NOFAs on the Human Services Department website. See each Consortium member’s Annual Action Plan for a detailed description of the application process and applicable websites. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 57 HOME Program Income: Table 20 - 2023 HOME Program Income Affordable Homeownership Value Limits Maricopa County Bulletin 2023-03 regarding the PY 2022 Homeownership Value Limits, which will become effective on July 1, 2023 pending HUD’s approval of the Annual Action Plan. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 58 HCD Bulletin 23-03 Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 59 Citizen Participation Summary The Citizen Participation Process for the development of the 2023 Annual Action Plan follows processes prescribed in the Maricopa County FY 2020-2025 Consolidated Plan Citizen Participation Plan and includes a broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access, and opportunity to participate in the planning, implementation, and assessment of activities related to the 5-Year Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden citizen participation, Maricopa County Human Services Department, as well as the cities/towns of Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the development of the Action Plan. For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings; public notices in newspapers; public hearings; and public meetings, as well as website outreach on the Maricopa County website. Two public hearings were held to solicit input held on January 16 and 27, 2023. Two public hearings on the draft Annual Action Plan were held at a public hearing on April 13, 2023 at the Tolleson Senior Center and on April 20, 2023 at the HOME Consortium public meeting. Both meetings offered a virtual attendance option. A 30-day public comment period for public review of the draft Annual Action Plan began on March 23 through April 24, 2023. At the January 27, 2023 Public Hearing held prior to the HOME Consortium Public Meeting, one citizen posed questions. Alan Bermudez, a local realtor, inquired if Avondale was a HOME Consortium participant, and received an affirmative answer. He later inquired about Spanish-language Fair Housing training or information and received several links and resources via email after the meeting. On April 13, 2023, a Public Meeting was held at the Tolleson Senior Center for members of the public to comment on the drafted Annual Action Plan. Approximated 30 individuals participated representing low- income, senior, minority, and small community members. After a brief presentation on the Maricopa County Human Services and the financial details of the PY 2023 Annual Action Plan, the public was invited to comment. The following individuals submitted questions or comments, and those unrelated to the AAP were also answered, but not detailed here: Manuel Franco – unrelated to AAP question. Antonia Mora – unrelated to AAP question. Albert Seledon – Inquired about home repairs; the local Tolleson Neighborhood Assistance representative assisted him. Betty Robinson – Inquired about rent and utility assistance and the County’s contribution. Sandra Bittner – inquired about connectivity infrastructure (accessibility) and about what type of water infrastructure projects can be funded by CDBG. Judy Abbey – asked a question about rent controls. Noel Schaus – Inquired about funding for housing vouchers for individuals already in housing either through CDBG or ARPA funding. Marc Simmons – Asked specific questions about HOME funding, hotel conversions to housing, and how/which non-profits/CHDOs to work with for affordable rental housing in the community. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 60 Appendix to the Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 61 Maricopa HOME Consortium Member Contributions & Discussion Program Year 2023-2024 Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 62 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health, and service agencies (91.215(l)). Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS. CITY OF AVONDALE The City of Avondale maintains relationships with the Housing Authority of Maricopa County (HAMC), Trellis, and Newtown CDC to provide housing referrals and down payment assistance to Avondale residents. In addition, the City maintains relationships with service providers through the Arizona Complete Health Avondale Resource Center by utilizing the Center as a “hub” for the providers to access the Avondale public. These organizations include dozens of private and governmental health, mental health, and service agencies. The City meets monthly at a Partner’s meeting with the service agencies and requested input on the needs of Avondale’s LMI residents, as part of the public participation process. In 2022, the City of Avondale formally began a Homeless Services Division to provide outreach, engagement, and navigation services for individuals and families experiencing homelessness in Avondale. Through this new Division, the City has established a mechanism to coordinate with the Maricopa Regional Continuum of Care (CoC) and the operator, Maricopa Association of Governments (MAG). The City of Avondale does not receive ESG funds. CITY OF CHANDLER The City of Chandler conducted a survey for a period of 30 days, which was made available to the public and key stakeholders to identify community development and housing needs in Chandler. The survey (available in English and Spanish), along with its associated QR code was promoted and distributed through various methods including but not limited to: City parks and recreational newsletter, For Our City newsletter, social media, public housing and housing choice voucher resident emails, PHA Resident Advisory Board meeting, local health clinics, Chandler Unified School District Title I schools (Galveston Elementary, Hartford Elementary), Chandler libraries, local nonprofits serving individuals/families with low and moderate income, and Maricopa Association of Governments (MAG) email distribution. Additionally, survey information was promoted using electronic signs and QR codes that were posted in City facilities, and the survey link was available on the City’s website. Paper copies of the survey were also available (in English and Spanish) in multiple locations including during the PHA Resident Advisory Board meeting, and in the Neighborhood Resources lobby where residents who are low or moderate income frequently visit to seek services. A total of 488 surveys were received. Responses helped guide the City in developing the Annual Action Plan for FY 2023-2024. The City held a public comment period on the draft Annual Action Plan from March 17, 2023 to April 17, 2023. Two public hearings were held. One public hearing was held at the Housing and Human Services Commission (HHSC) meeting on February 8, 2023 during the development of the draft plan, and a second public hearing was held at the HHSC meeting on April 12, 2023 during the public comment period. TOWN OF GILBERT The Town of Gilbert consults annually with affordable housing entities, organizations providing health services, regional homeless service providers, special needs organizations, those providing youth and senior services and organizations that provide Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 63 general services for low-income persons. In addition, Gilbert is participating in the VASH program and trying to educate landlords on the program and participates on several committees administered by the Maricopa Association of Governments (MAG) to discuss and identify various issues on a regional level. The Town of Gilbert does not receive ESG funds. CITY OF GLENDALE The City of Glendale undertakes consultation for all annual HUD CPD funding allocations concurrently, including CDBG, HOME and ESG. Specific actions undertaken to consult with stakeholders include holding public hearings (2), discussions with the City’s Council and Community Development Advisor Committee (CDAC), as well as direct outreach to various partnering agencies and other groups that provide services to Glendale residents in the areas of affordable housing, homelessness, services to vulnerable populations and employment. These organizations include but are not limited to: A New Leaf; Central Arizona Shelter Services (CASS); Phoenix Rescue Mission; Community Bridges; Duet; Family Promise; Glendale Union High School District; Glendale Elementary School District; Glendale Chamber of Commerce; Glendale Community College; Habitat for Humanity; Homeless Youth Connection; Mercy Housing; St. Vincent DePaul; UMOM; and the Arizona YWCA. CITY OF PEORIA HABITAT FOR HUMANITY Housing Services - Housing Regional Organization Foundation Housing Need Assessment Market Analysis Economic Development Anti-Poverty Strategy Lead-Based Paint Strategy City staff continually collaborates with Habitat for Humanity Central Arizona throughout the year to identify affordable housing opportunities as well as gaps in services that prevent or hinder homeownership. Invited to participate in the survey, public input meetings, and comment on the draft plan. NEWTOWN Community Development Corporation Housing Services - Housing Regional Organization Foundation Housing Need Assessment Market Analysis Economic Development Anti-Poverty Strategy Lead-Based Paint Strategy City staff collaborated with Newtown CDC to identify affordable housing opportunities as well as gaps in services that prevent or hinder homeownership. Invited to participate in the survey, public input meetings, and comment on the draft plan. CITY OF SCOTTSDALE The City of Scottsdale utilizes federal CDBG, HOME and Housing Choice Voucher programs to assist low-and-moderate income persons. On a local level, Scottsdale allocates General Funds for brokerage services, domestic violence shelter services, legal services, regional shelter services and senior services as well as Endowment funds for community projects and youth programs. In addition, the City allots Scottsdale Cares funds to promote positive development, self-sufficiency and crisis needs. Scottsdale Cares is a utility bill donation program that allows residents to donate $1 on every utility bill to be provided to social service agencies through a competitive funding process. Salt River Pima-Maricopa Indian Community (SRPMIC) Funds are utilized to support various human service programs including regional shelters and meal programs for the Scottsdale Community. Scottsdale is an active participant in the Maricopa Association of Association of Governments (MAG) Continuum of Care Task Force and shares responsibility of the regional solution to the problem of Homelessness. As part of the brokerage services, the City works with Community Bridges, Phoenix Rescue Mission and faith-based partners to address the urgent needs of the homeless through Scottsdale Works and the Day Relief Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 64 Center. Scottsdale Works offers an integrated workforce development program that aims to reduce homelessness by providing work opportunities and assistance through a navigator. Through the faith-based partners a day relief center is provided once a week to offer the homeless the ability to meet hygienic needs, food needs and respite. CITY OF SURPRISE The City held a community input forum on January 10th, 2023 regarding the Building Healthy Communities effort. The informational session will help the City update its community needs assessment. On January 18, 2023, a forum with providers for homeless services along with City staff and local non-profits to discuss ongoing needs, emerging trends, and solutions to meet the high priority needs in the community. City staff also consulted with the Housing Authority of Maricopa County (HAMC) for the need of new affordable units in Surprise. The City consulted with non-profit housing developers to explore partnerships for creating new affordable rental housing units. CITY OF TEMPE The City of Tempe continues to consult for HUD annual funding allocations that includes CDBG, ESG and HOME funds with public and assisted housing providers as well as private and governmental health, mental health, and service agencies. This will be accomplished using both formal and informal networks that bring together public, private, and nonprofit housing and service providers. These include groups such as: The Continuum of Care (CoC), Maricopa Association of Governments (MAG), Tempe Housing Agency, non-profit agencies, and City departments. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 65 AP-12 Participation - 91.401, 91.105, 91.200(c) Summary of citizen participation process/Efforts made to broaden citizen participation (for HOME): CITY OF AVONDALE The City of Avondale held three public hearings on the following dates: February 22, 2023, April 3, 2023, and April 17, 2023. The City made a draft of the Annual Action Plan available for a 30-day comment period. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Public Hearings (3) Commission Meeting, City Council Meeting, and Public Meeting Public at large At the Commission Meeting (9 attendees), leaders addressed the Home Repair and Youth programs. The questions centered around how citizens access the program and how they are marketed. At the City Council meeting of approximately 50 persons, Council inquired about the Home Repair program and continued support of the program. At the final public hearing on the last day of the public comment period, no questions or comments were received. Comments during the public hearings indicated the need to continue to support low- and moderate- income residents and neighborhoods, particularly in the City's three Revitalization Areas and specifically with home repairs All comments accepted and taken in consideration N/A Direct outreach—2 neighborhood meetings and 2 Partners Meetings Non-profit, human service providers Fourteen different service providers in attendance at a regularly scheduled Arizona Resource Center Partners meetings on December 14, 2022, and 9 service providers on February 8, 2023, and 2 community meetings 02/13 (Las Ligas), 02/21, (Cashion). Total in attendance at community meetings: 24 Comments during the public meeting indicated the need to continue to provide remedies to health and safety issues in the neighborhoods and continue to support low- and moderate-income All comments accepted and taken in consideration N/A Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 66 residents in neighborhoods The City's multipronged approach to addressing these needs with housing, social service and economic development activities was seen as an appropriate way to address identified needs. CITY OF CHANDLER Throughout the development of the City of Chandler’s Annual Action Plan for Fiscal Year 2023-2024, the City provided several opportunities for public input and comment. City staff made a survey available to the public to provide input on the community development and housing needs in Chandler. City staff also attended two Public Housing Authority (PHA) Resident Advisory Board meetings on February 16, 2023 and March 17, 2023. Additionally, the City held two public hearings to discuss available resources and community needs and priorities - one with the HHSC on February 8, 2023 and a second with the HHSC on April 12, 2023. The City held a public comment period on the draft Annual Action Plan from March 17, 2023 to April 17, 2023, and the draft was available for review at the Neighborhood Resources Department or online at https://www.chandleraz.gov/residents/neighborhood- resources/community-development/plans-and-reports. No comments were received. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Newspaper Ad Non- targeted/Bro ad Community Minorities Non-English Speaking (Spanish) Public notices were posted on the City’s website and City Clerk’s office providing the public with information about upcoming public meetings and public hearings. Public notices for public hearings were made available in English and Spanish and posted in a local newspaper with general circulation No comments received. n/a https://www.chandlera z.gov/residents/neighb orhood- resources/community- development/plans- and-reports Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 67 in the community, and posted in the Neighborhood Resources office. Public Notices Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Nontargeted /broad community Residents of Public and Assisted Housing In compliance with the Citizen Participation Plan, public notices (in English and Spanish) were posted outside the Neighborhood Resources building and also posted at City Clerk’s office, in an effort to provide the public with information about upcoming public meetings and public hearings. n/a n/a Public Hearing Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Nontargeted /broad community Residents of Public and Assisted Housing Two public hearings were held. One public hearing was held at the Housing and Human Services Commission (HHSC) meeting on February 8, 2023, and during the development of the draft plan, and a second public hearing was held at the HHSC meeting on April 12, 2023, during the public comment period. No comments received. n/a Internet Outreach Non- targeted/Bro ad Community Minorities The City utilized social media and the City’s website to communicate throughout the development of the City of Chandler’s 2023-2024 Annual Action Plan, providing several opportunities for public No comments received. n/a Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 68 Non-English Speaking (Spanish) Residents of Public and Assisted Housing Other (Non- Profits) input and comment. The draft Annual Action Plan was made available on the City’s website during the 30-day public comment period for all interested parties to view and provide comment. Public notices were also posted (in English and Spanish) on the City’s website announcing the public meeting, public hearings, and the 30-day public comment period. Public Meeting Non- targeted/bro ad community Following the 30-day public comment period, the Housing and Human Services Commission (HHSC) held a Special Meeting on April 19, 2023, to review and recommend approval of the Annual Action Plan to City Council. The Chandler City Council is scheduled to approve the Annual Action Plan at a public meeting on April 27, 2023. The agenda items were posted for public input according to Open Meeting Law statutes by the City Clerk’s Office. No comments received. n/a Other – Resident Advisory Board Meeting Minorities Non-English Speaking (Spanish) Persons with Disabilities Residents of Public and Assisted Housing Community Development staff attended the Resident Advisory Board meeting on February 16, 2023, during the development of the Annual Action Plan, and on March 17, 2023, during the 30-day public comment period to solicit feedback regarding the Annual Action Plan from public housing and housing choice voucher (Section 8) residents. No comments received. n/a Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 69 TOWN OF GILBERT Annually, Gilbert conducts a minimum of two public hearings to allow the public an opportunity to comment and participate in the creation of the Annual Action Plan. All public hearing meetings are advertised in a local newspaper of general circulation, posted on social media and Gilbert’s website, noticed through posters/flyers at municipal buildings and placed in targeted locations. Citizen comments are reviewed and incorporated as appropriate into the goal-setting process. Notices provided information about alternative formats and accommodations for disabilities. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Public Meeting Broad Community February 22, 2023 Comments Attached NA www.gilbertaz.gov/ housing Public Meeting Broad Community March 22, 2023 Comments Attached NA www.gilbertaz.gov/ housing Public Hearing Broad Community March 29, 2023 No Comments Received NA www.gilbertaz.gov/ housing Newspaper Ad Broad Community Attached NA Internet Outreach Broad Community Attached NA Other – Fliers, posters Broad Community Attached NA CITY OF GLENDALE In order to ensure broader participation, Glendale residents were given multiple opportunities to comment on the plan during the plan development and the completed plan was available for a 30-day comment period. Efforts were made to provide accommodations and give opportunities to persons with disabilities and persons with Limited English Proficiency to provide input and public comments. Some provisions were made to provide auxiliary aids to persons with disabilities, the notices and Plan documents could be provided in alternative formats and public notices were available to non-English speaking individuals. Meetings were held at a time of day that would facilitate the participation of members of the public who work and information and notices were provided through the City’s website for persons not wishing or able to attend meetings. Public comment period started Thursday, March 23, 2023 through Saturday, April 22, 2022. The 1st Public hearing was conducted on Thursday, March 16, 2023 in person at 1:00 PM at the Velma Teague Library. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 70 The 2nd Public hearing was conducted on Thursday, April 20, 2023 and was held during the regularly scheduled Community Development Advisory Committee (CDAC) meeting. All notices were advertised in accordance with the City’s Public Participation Plan and Arizona Open Meeting Law. No comments from the public were received during the comment period and comments received by the CDAC and the City Council were favorable to the final activities and allocations in this document. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Community Development Advisory Committee (CDAC) meeting – 12/15/22 CDAC, general public Six CDAC members were present for the meeting. No members of the public were present. No comments received NA – no comments received NA Community Development Advisory Committee (CDAC) meeting – 02/16/23 CDAC, general public Seven CDAC members were present for the meeting. No members of the public were present. CDAC was supportive of allocating FY 2023-24 HOME funding to TBRA. CDAC was supportive of allocating FY 2023-24 HOME funding to TBRA. All comments were accepted. Public Hearing 1 – 3/16/23 General Public No members of the public attended No comments were received NA – no comments received NA City Council Workshop – 3/28/23 City Council, General Public City Council Members, other government officials To be determined The City Council provided feedback to the City’s 2023- 24 funding allocations and Annual Action Plan All City of Glendale Council proceedings are aired on acebook and YouTube live. Public Hearing 2 – 4/20/23 General Public No members of the public attended No comments were received NA – no comments received NA CITY OF PEORIA The City invited and encouraged comment and participation in the planning process of the Annual Action Plan via newspaper advertisements, website postings, non-profit emails (517), community outreach, and public hearings. The City’s public comment period on the CDBG Annual Action Plan was from March 20, 2023 – April 19, 2023, which included HOME data. Announcements were posted in the Peoria Times and on the City’s website, which provided information about public hearings and asked for public comment. Staff was available to answer and document questions, suggestions and concerns at five (5) public hearings – one (1) in- Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 71 person/virtually, two (2) in-person and two (2) virtually – conducted by the City, and two (2) public hearings conducted by Maricopa County, as lead agency for the Maricopa HOME Consortium. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Public Hearings: 12/6/22 (5:00pm) In person / virtually 12/7/22 (1:00pm) Virtually 4/4/23 (3:30pm) In person 4/5/23 (5:30pm) Virtually 4/6/23 (4:30pm) In person Non-targeted / broad community Staff was available to answer and document questions, suggestions and concerns at five (5) public hearings. The meetings were conducted in person and virtually. The meetings were also offered during different times of the day to accommodate interested individuals. No comments were received Not Applicable Not Applicable Internet Outreach Non-targeted / broad community No internet responses No comments were received Not Applicable https://www.peoriaaz.g ov/government/depart ments/neighborhood- and-human- services/community- assistance/federal- programs-information Email Notifications Not-for- Profit Agencies Email list Community Assistance Resource Center (CARC) agencies emailed directly and all agencies registered to receive email news. No comments were received Not Applicable Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 72 CARC Agencies 517 total direct emails. No email responses received Newspaper Ads: 11/17/22 11/24/22 12/1/22 3/16/23 3/23/23 Non-targeted / broad community Five separate Notices were placed in The Peoria Times to encourage participation in public meetings and/or to provide input. No responses were received No comments were received Not Applicable Community Outreach Non-targeted / broad community Bilingual Staff engaged in community events to provide resources and information on a variety of topics including the Annual Action Plan. No responses were received. No comments were received Not applicable CITY OF SCOTTSDALE Scottsdale will coordinate with other housing and community development agencies to achieve the goals of the Year 4 Action Plan and the Consolidated Plan, including continued participation in the Maricopa HOME Consortium, participation on the MAG Continuum of Care committees and consultation with the Human Services Commission to review activities of the CDBG/HOME programs. A public meeting before non-profit service providers regarding the 2023/2024 funding allocation process was held n October 11, 2022. Public presentations were made by applicants for CDBG, HOME, Scottsdale Cares, SRP-MIC and Endowment on February 9, 2023, and February 23, 2023. Public hearings before the Human Services Commission were held on February 9, 2023, on CDBG and March 9, 2023, on CDBG and HOME for public comment and input. Public meetings before the commission are scheduled for March 9, 2023, and March 23, 2023, for the informal and formal recommendations of funding allocations, respectively. The City of Scottsdale is reallocating PY 21 HOME Funds through a competitive process and PY 22 funds will be used for Tenant Based Rental Assistance for the Elderly Population. A public hearing is scheduled for May 2, 2023, to request approval of the 2023/2024 Year 4 Annual Action Plan. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Publication and Public Hearings Arizona Republic; Human Services TBD Comment Received from ASU Student regarding Annual http://www.scottsdalea z.gov/boards/human- services-commission Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 73 Commission, Scottsdale City Council Action Plan Process 2/8/23 and email dated 2/18/23 from resident suggesting spending funds on stable housing, mental health, and transportation for the homeless. http://www.scottsdalea z.gov/council/meeting- information/agendas- minutes CITY OF SURPRISE In keeping with the City’s Citizen Participation Plan, the City conducted a Public Hearing on February 8, 2023 at the regular meeting of the Veterans, Disability and Human Services Commission, to provide an opportunity for organizations and citizens to comment and provide input on the formation of the Annual Action Plan, including HOME funding. One person provided an oral comment during the hearing. A public comment period will begin March 8, 2023 until April 12, 2023. A final public hearing will be held on April 12, 2023. All comments received during public hearings and comment periods are considered and included in the City’s Annual Action Plan. Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Posting- Library/Senior Centers Original Townsite No response No comments All comments accepted Legal Ad/ Public Notice City Wide 1 oral comment Support of housing/homeles s services All comments accepted Social Media City Wide No response No comment All comments accepted CITY OF TEMPE Tempe continues to work with the Clerk’s office to increase citizen participation and improve the annual action plan process. In addition, notices included information on who to contact for Spanish translation of the notice. Efforts to reach a broader audience, notices of public hearing were posted on the city web site at: http://www.tempe.gov/housing. Notices were also published in the local newspaper, the Arizona Republic. Public hearings were held in conjunction with regularly scheduled City Council meetings. Meeting notices are posted approximately a week prior to the meeting. The agenda for the council meeting, which includes the public hearing information, are available from the City Clerk’s office or from the City’s web site at: http://www.tempe.gov/clerk. Two public meetings were held prior to the adoption of the Action Plan. The city also made a draft of the Annual Action Plan available for a 30-day comment period beginning March 23 – April 23, 2023. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 74 Mode of Outreach Target of Outreach Summary of response / attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) Newspaper Ad City wide None N/A None City’s website City wide Draft Annual Action Plan was made available for public comment period beginning March 24 – April 23, 2023 Received one comment on 4/17/2023 Comment was accepted https://www.tempe.gov /government/human- services/housing- services Public Meetings Tempe residents None N/A None Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 75 AP-35 Projects - 91.420, 91.220(d) Describe the reasons for allocation priorities and any obstacles to addressing underserved needs (for HOME): CITY OF AVONDALE The allocation priority for down payment assistance funds for Program Year 2023 is based on both the anticipated sell of affordable new housing construction and an influx of ARPA funds towards a down payment assistance program from Maricopa County. Additionally, the current market conditions of higher interest rates, lack of supply of affordable housing, and extremely high and unstable rental rates, make down payment assistance funds needed now more than ever. The primary obstacle in addressing underserved needs for first time homebuyers include the HOME income requirement of 80% AMI, which misses the crucial middle—those earning between 80% and 120% AMI. CITY OF CHANDLER Housing for all incomes, and services for persons experiencing homelessness were identified as top areas of need in the Community Needs Assessment. Nearly 40% of Chandler rental households are cost burdened, spending over 30% of their income on housing. Over 16% of Chandler rental households are severely cost burdened, spending over half of their income on housing. As a result, Chandler will continue to utilize HOME funds to support the expansion of affordable housing opportunities for Chandler residents with low to moderate income and persons experiencing homelessness. Examples include ongoing support for Tenant-Based Rental Assistance (TBRA) for persons experiencing homelessness using prior HOME program year funding. FY2023-24 HOME funds will be used to increase and preserve affordable rental housing for low- and moderate-income households. TOWN OF GILBERT The Five Year Consolidated Plan outlines proposes strategies for the expenditures of Gilbert's CDBG funds with the mission to provide a suitable living environment by revitalizing low- to moderate income neighborhoods, to assist disadvantaged, low-income and homeless persons by providing adequate public facilities and services and generating affordable housing opportunities. Gilbert will try utilize HOME resources during the fourth year to purchase one affordable rental home, however current property values is making it challenging to find affordable homes to purchase. CITY OF GLENDALE The City of Glendale will assign its entire FY 2023-24 HOME allocation and all program income received through March 31, 2023, to the City’s Tenant Based Rental Assistance (TBRA) program. There is an ongoing severe shortage of all types of housing, especially affordable units, in Glendale and surrounding Cities. Rental rates are dramatically increasing, extremely low vacancy rates, and increases in homelessness are deepening the housing crisis in our community. Demand for housing continues to increase as new residents move to Arizona, additions to the housing stock have not kept pace with demand, and landlords increasingly opt out of participation in voucher programs due to rent limitations. At the same time, building material and labor shortages have increased the cost of construction and made housing even more unaffordable and difficult to bring online. For these reasons, the City will provide its entire FY 2023-24 HOME allocation and all program income received through March 31, 2023 to stabilize low-income households at risk of becoming homeless with rent assistance and deposits through the TBRA program. CITY OF PEORIA Allocation priorities were based upon the City's needs assessment, priorities and goals outlined in the Consolidated Plan. The greatest obstacle in meeting underserved needs continues to stem from the lack of local, state and federal resources. The City has been able to make great efforts to reduce the effect of this obstacle by the centrally located Community Assistance Resource Center. The center houses the City's Community Assistance staff and selected non-profits that provide direct services to residents. These services have helped to close the gap on various identified community needs. The assistance for homeless persons, victims of domestic violence, physically and Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 76 mentally disabled, frail and/or poor elderly, jobless and HIV positive persons are the responsibility of a broad network of agencies, non-profits and government offices. This forms the basis for the metro area Continuum of Care. The needs of these identified special needs groups continue to grow. Our local challenge continues to be developing priorities and regionally focused systems that will make the most impact and stimulate the leveraging of other resources to address growing needs. Public service needs will continue to be addressed through funding of (and knowledgeable referral to) human service providers, regardless of jurisdictional boundaries. In addition, priority is also given to housing rehabilitation and emergency repair, home ownership assistance and other affordable housing projects. Therefore, HOME funding for FY23-24 will be allocated to the addition of two affordable single-family units in Peoria. CITY OF SCOTTSDALE CDBG and HOME investments will generally be targeted to income-eligible persons citywide, rather than to targeted neighborhoods. However, with the exception, persons with disabilities and victims of domestic violence who are presumed to be low-income, the majority of beneficiaries will reside in Census Tracts south of Indian Bend Road. This area coincides with the South Scottsdale Revitalization Area and is served by an interdepartmental city task force that coordinates the City’s revitalizations efforts. Two neighborhoods in this area that have higher percentages of minority and lower-income residents are served by the Vista del Camino Center (85257 zip code) and the Paiute Neighborhood Center (85251 zip code). These neighborhoods are areas of focus for Human Services, brokerage agencies, and HOME investments in acquisition and rehabilitation of single family residential. Obstacles to underserved needs relative to the city are: Geographic shape of Scottsdale The relative age of the built environment in the southern part of the community compared to the newer and larger master-planned, northern area of the City. Appreciation of residential properties, decreasing the availability of affordable housing The aging of residents in the community Decrease in Federal, State and local funding. Increase in requests for service with the decrease in resources. Economic conditions To address these obstacles during the next year, the city will: Continue code enforcement efforts to preserve neighborhoods. Fund programs offering rehabilitation to preserve older housing stock. Fund non-profit agencies to provide programs and services to the elderly and frail elderly. Increase services for basic needs. Target capital improvements including but not limited to: Facility Improvements Provide services to the community, including but not limited to: Homeowner-occupied Housing Rehabilitation, Roof Repair and Replacement and Emergency repair Programs for low-income households Accessibility modifications Adolescent Mental Health Home ownership counseling and purchase assistance Rental assistance (Housing Choice Voucher Program) Tax counseling assistance at Senior Centers and Paiute Neighborhood Center Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 77 Emergency rent and utility assistance through Vista Del Camino Landlord Engagement Initiative Tenant Based Rental Assistance Non-Congregate Shelter and Supportive Services CITY OF SURPRISE The City of Surprise will continue to fund Tenant-Based Rental Assistance (TBRA) during year four of the Consolidated Plan. The TBRA program has shown a need in our community for the last three years, and there is a wait list of qualified Surprise residents who need rental assistance. The City of Surprise lacks multi-family units which contributes to a limited supply of affordable rental opportunities. Currently, in Surprise, less than .1% of current planning area land use is designated for multi-family, and less than 1% of existing residential units are multi-family. As a result, 46% of Surprise renters are experiencing Housing Cost Burden. CITY OF TEMPE Tempe Annual Action Plan represents high priority needs for the city and serves as the basis for FY2023 programs and activities identified in the Action. The Consolidated Plan goals are listed below: Improve housing opportunities by creating and preserving affordable rental and homeowner housing, employment, and community services. Assist individuals and families to stabilize in permanent housing after experiencing a housing crisis or homelessness by providing client-appropriate housing and supportive service solutions. Invest in community services and non-profit agencies that maximize impact by providing new or increased access to programs that serve highly vulnerable populations Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 78 AP-60 Public Housing - 91.420, 91.220(h) Discussion of involvement or coordination planned with your Public Housing Authority CITY OF AVONDALE N/A – The City does not operate public housing. CITY OF CHANDLER The City of Chandler’s Community Development staff works closely with the Chandler Public Housing Authority (PHA) in serving its low- and moderate-income Chandler residents. The Chandler PHA administers the Tenant-Based Rental Assistance (TBRA) serving households experiencing homelessness. The Community Development staff provides oversight for homeless outreach and services. Communications are ongoing with the Chandler PHA regarding individuals and families experiencing homeless, and those who may be eligible for this service. TOWN OF GILBERT N/A – The Town does not operate public housing. CITY OF GLENDALE The Glendale Public Housing Authority was invited to comment on the City’s Annual Action Plan and is supportive of the City’s plan to allocate funding to the TBRA program. Doing so will supplement the PHA’s efforts to address the affordable housing needs of very low- income households. CITY OF PEORIA Peoria does not operate any Public Housing. HUD's Office of Indian and Public Housing approved a transfer of the permanent operation, management, and ownership of the Peoria Public Housing Authority to the Housing Authority of Maricopa County. This transfer was effective on April 1, 2013. CITY OF SCOTTSDALE The City of Scottsdale does not own any public housing units; however, the Scottsdale Housing Authority (SHA), through the Community Assistance Office, administers the Housing Choice Voucher (HCV) Program. The SHA separately adopts a Five Year and Annual Agency Plan which describes the operation of the HCV rental assistance program, and the Family Self-Sufficiency Program (FSS). The primary goal for the HCV Program for the upcoming year will be to preserve as many Housing Choice Vouchers as possible, up to a maximum of 755 per month. SHA has implemented a Landlord Engagement Initiative to increase utilization of HCV and over the last year has added an additional 60 units. SHA provides assistance to the individuals and families (vouchers) funded with the monthly allocation amount provided by HUD. The City of Scottsdale owns and operates 8 units of multi-family affordable housing, acquired with CDBG and City General Funds, and constructed with City General Funds. These units are available to eligible low-income persons. Rental rates are in accordance with HUD CDBG Program Rent Limits. CITY OF SURPRISE The City will continue to coordinate with the Housing Authority of Maricopa County in addressing needs of affordable rental housing, and lack of accessible rental housing. CoreLogic's Single-Family Rental Index (SFRI) that was published in January 2020 showed that for the 12th consecutive month, Phoenix MSA had the highest year-over-year increase in single-family rents in November 2019 at 6.9% (compared to November 2018). In 2020, Surprise was listed as #6 in the country for fastest growing rents (AdvisorSmith's "Cities Where Rents are Rising and Falling the Most"). With a lack of multi-family housing and increasing rental rates, coordination with HAMC is integral to ensure a diverse supply of affordable multifamily rentals are available for those who are priced out of market rate units. CITY OF TEMPE Tempe has no public housing units. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 79 Actions planned during the next year to address the need to public housing. CITY OF AVONDALE N/A – The City does not operate public housing. CITY OF CHANDLER Actions planned to address the needs to public housing include but are not limited to: Provide monthly rental assistance to low-income households, many of whom are elderly or have special needs. Continue to successfully manage 303 units of public housing. Make improvements to public housing units and developments such as replacement of outdated components. Explore increased affordable housing opportunities through Rental Demonstration Assistance (RAD) project. TOWN OF GILBERT N/A – The Town does not operate public housing. CITY OF GLENDALE The demand for public housing units may not be as great by supporting households with rental assistance and deposits through the TBRA program and due to the City’s continued efforts to support and fund affordable housing developments in Glendale. CITY OF PEORIA N/A – The City does not operate public housing. CITY OF SCOTTSDALE N/A – The City does not own/operate public housing. CITY OF SURPRISE The City of Surprise intends to address the needs to public housing by improving access to affordable housing opportunities by leveraging resources and developing partnerships to create new affordable rental housing units. In Program Year 2021 the City partnered with HAMC to apply for HUD Section 202 Senior Housing funding. HUD awarded $9.1M to the project and construction is scheduled to begin in PY2023. In addition to maximizing opportunities, Surprise will provide rental assistance to low-income households experiencing housing cost burden. The City will also actively seek partners to assist with outreach and housing navigation, to more effectively provide affordable housing assistance and improve access to public housing opportunities. CITY OF TEMPE N/A Actions to encourage public housing residents to become more involved in management and participate in homeownership. CITY OF AVONDALE N/A – The City does not operate public housing. CITY OF CHANDLER During the program year, the City of Chandler Public Housing Authority encourages public housing resident involvement in management and homeownership by: Meeting with residents through Resident Advisory Board to secure their input into the Public Housing and Housing Choice Voucher annual plans. Conducting monthly Tenant Community Builders meetings with Public Housing residents to discuss community issues. Distributing quarterly newsletters to Public Housing residents. Meeting quarterly with Public Housing residents and Housing Choice Voucher Family Self-Sufficiency (FSS) participants. Partnering with local nonprofits to offer free-of-charge training to assist FSS participants in finding and maintaining jobs. Offering financial literacy classes and one-on-one financial counseling. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 80 Providing workshops focused on managing student loan debt, household budgeting, and credit repair. Partnering with Maricopa Integrated Health Systems and Carrington College to provide a wide range of primary care health services. Partnering with local nonprofits to provide homebuyer preparation classes, such as budgeting and repairing credit. Partnering with local nonprofits to provide free after school programs, free summer camp, scholarships, and parenting classes. Preparing Public Housing clients and Housing Choice Voucher clients for future home purchase. TOWN OF GILBERT N/A – The Town does not operate public housing. CITY OF GLENDALE The City’s TBRA program will not promote homeownership among participants in the City’s public housing residents, but it will provide program participants a safe and affordable option, thus making the pathway to homeownership much more achievable. CITY OF PEORIA N/A – The City does not operate public housing. CITY OF SCOTTSDALE N/A – The City does not own/operate public housing. CITY OF SURPRISE The Housing Authority of Maricopa County offers the Family Self Sufficiency (FSS) Program, which is a voluntary program that assists individuals in Maricopa County public housing and/or in the Housing Choice Voucher program to increase their earnings, and build assets and financial capability. FSS provides individual case management services through referrals to local support partners. Participants receive guidance on education, job fairs, personal development workshops, money management, wealth building and homeownership. Families are encouraged to seek and retain employment, increase work wages, and increase sustained value for saving money. Participants are assisted in establishing an escrow account where savings are set aside to be used towards accomplishing their goals. Upon successful graduation from the program, the savings are cashed out for the participant’s use in achieving their final goals, which may include buying or renting a house. CITY OF TEMPE N/A If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance. CITY OF AVONDALE N/A – The City does not operate public housing. CITY OF CHANDLER The PHA in Chandler is not a troubled PHA. TOWN OF GILBERT N/A – The Town does not operate public housing. CITY OF GLENDALE NA – the Glendale Housing Authority is a high performing PHA. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 81 CITY OF PEORIA N/A – The City does not operate public housing. CITY OF SCOTTSDALE N/A – THE CITY DOES NOT OWN/OPERATE PUBLIC HOUSING. CITY OF SURPRISE The Housing Authority of Maricopa County is not designated as troubled. CITY OF TEMPE N/A Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 82 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness through use of HOME funds (if appliable). CITY OF GLENDALE The City’s HOME funded TBRA program is strictly limited to households at 60% AMI or below and either homeless or at risk of homelessness. The TBRA program will assist households in establishing and maintaining a stable living environment that is safe, decent and sanitary, thus reducing the risks of homelessness. The City anticipates assisting up to 35 low-acuity homeless households with FY 2023-24 HOME funds. CITY OF TEMPE Tempe goals and actions to reduce and end homelessness are through the following strategies, increase emergency shelter, and provide additional housing options. Through outreach we will have additional staff to address the growing needs of the community. Each staff has a specialized area of training such as homeless youth 18-24, mental illness and veterans and are all certified Behavioral Health Technicians (BHT) with 60% having lived experience. The increase for emergency shelter options allows for diverse populations to be served in a stable environment and assists the outreach worker by addressing all the people experiencing homelessness not just a specialty population. With additional shelter it allows the team to engage someone and get them ready for housing by obtaining photo ID, Birth certificates, Social Security card and conducting housing assessments for permanent housing options through coordinated entry and Tempe Housing Services. These are all a part of the larger strategy through: 1. Increase dedicated homeless outreach in city parks 2. Ensure 24/7 mental health and substance use response and support 3. Enhance park and desert preserve maintenance and cleanup efforts 4. Communicate results and provide opportunities for neighborhood engagement 5. Refine park security through G4S deployment 6. Provide necessary shelter and housing strategies for those experiencing homelessness Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness. CITY OF AVONDALE The City of Avondale’s goal is to ensure that homelessness is rare, brief, and non-recurring. In the coming year, the following actions will contribute to reaching this goal: the City has partnered with a non-profit service provider to provide outreach, navigation, and case management for families; the City will be pursuing opportunities to collaborate with city courts and law enforcement for early intervention for individuals who are involved with the criminal justice system and also experiencing homelessness; the City is securing the services of a consultant to assist in developing a strategic plan to address homelessness, including a gap analysis and recommendation for housing and shelter needs. CITY OF CHANDLER The City of Chandler participates in local and regional efforts to reduce and end homelessness through direct operation and financial support of a broad range of interventions designed to meet the diverse needs of individuals and families experiencing homelessness. The City also invests in permanent, affordable housing solutions and long- term stability services to support residents in obtaining and sustaining permanency. The FY 2023-2024 Action Plan goals reflect Chandler’s commitment to ensuring homelessness is rare, brief and non-recurring. Chandler will invest human and financial resources in the following strategies: Prevention: 1) Rent and/or utility assistance to households at immediate risk of homelessness; 2) Diversion assistance to aid persons experiencing, or at imminent risk of homelessness, to utilize natural or financial resources outside the homeless service delivery system to avoid homelessness. Outreach and Engagement: Identification, engagement and assessment of persons living without shelter. Intervention and Stabilization: Appropriate shelter, housing and services to provide Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 83 immediate safety, and support towards stabilization and housing. Permanent Housing: Permanent, affordable housing opportunities and connection to long-term support systems. Regional Coordination and Collaboration: Active participation in regional planning efforts to promote adequate resources and service delivery systems across jurisdictions. TOWN OF GILBERT The Gilbert Human Service Needs Assessment continues to guide the goals and actions. As noted in the assessment, homeless individuals and families were identified as the fourth highest priority population needing additional support and services out of the ten priority populations acknowledged. Gilbert will utilize general funds to provide support to regional homeless service providers to provide outreach, emergency shelter, transitional housing, prevention services and permanent housing solutions for homeless men, women, and families. In addition, Gilbert has funded an in-depth homeless study to assist in identifying the gaps so solutions can be implemented. In 2024 Gilbert will conduct an updated Human Services Needs Assessment. CITY OF PEORIA The City of Peoria will continue to partner with the Maricopa Association of Governments (MAG) Continuum of Care to provide as many resources to the homeless as possible. In addition, Peoria funds several agencies to ensure that these resources are always available to those in need. Peoria is allocating $50,000 in CDBG funding, $25,000 in general fund, as well as some stimulus funding to reduce and end homelessness. This does not include a combined federal amount of $459,050 for affordable housing. In total, Peoria intends to assist approximately 350 clients in FY23-24. CITY OF SCOTTSDALE Each year the City of Scottsdale allocates funding through a competitive process to several categories of human services to address homelessness. Scottsdale employs a Homeless Programs Coordinator and Outreach Worker, responding in the community, and conducting outreach and provide supportive services through partnerships to address homelessness. Scottsdale is exploring property acquisition for bridge housing and an affordable rental property. Community Assistance Office is working with its Landlord Engagement Initiative and is increasing its HAP contracts and HVC utilization and specialty vouchers such as Emergency Housing Vouchers and coordinating referrals through the Continuum of Care. Scottsdale partnering will address the aging and at greatest risk, homeless population through Tenant Based Rental Assistance in PY23. CITY OF SURPRISE The City of Surprise Resource Center provides a central location for local service providers to reach out to persons experiencing homelessness. The city has partnered with Lutheran Social Services for their I-Help program, to provide case management and emergency overnight shelter to align with the reduction and ending homelessness. Additionally, the City of Surprise will provide short- and long-term rental and utility assistance utilizing HOME and CDBG funding to assist families who are homeless or at risk of becoming homeless, to access stable affordable housing. Surprise’s partnership with Lutheran Social Services will help families make the transition and provide stable housing opportunities. The City will continue to provide funding for the TBRA program, which focuses on providing homeless or at risk of homeless residents, access to affordable and stable housing. The city has partnered with Phoenix Rescue Mission to provide local homeless outreach, and homeless prevention services. The City will continue to support the Veterans, Disability and Human Services Commission in implementing its Strategic Plan adopted in January of 2021. In response to the COVID-19 Pandemic, the City will provide CDBG-CV to provide emergency housing, and housing support to those affected by the Pandemic. The Housing Assistance Center will provide assistance to those who are homeless or at risk of becoming homeless, and will help them gain access more efficiently to permanent housing, and life stabilizing services. Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 84 CITY OF AVONDALE In 2022, the City established a five-person, Homeless Services Division. In addition to coordinated interdepartmental coordination to address homelessness, the division includes a dedicated street outreach team: The Street Outreach, Navigation, and Resources (SONAR) Team. This multidisciplinary team is responsible for 30+ hours of direct street outreach each week to locate, engage, and connect unsheltered individuals with services, shelter, and housing resources. The team is an entry point for the Regional Coordinated Entry System. The City also fosters formal relationships with community partners to provide additional outreach and engagement. CITY OF CHANDLER Chandler is committed to ensuring all residents, especially those without shelter, have access to information and services to assist them in ending their homelessness. The City has a dedicated team of homeless navigators, staffed by trained professionals with lived experience, who actively seek and engage people living unsheltered. Once a relationship has been established, the team works with the household to assess their immediate and long-term needs and makes appropriate connections to services. While the ultimate goal is permanent housing, navigators often begin by assisting with basic health and safety concerns such as food and medical care. Other primary navigation services include assistance obtaining documentation such as birth certificates and identification, connection to benefits, and enrollment in the behavioral health system. Frequently, navigators are also able to reconnect individuals with services and benefits they were previously receiving, as well as with natural support systems from which they lost touch. Ultimately, homeless navigators serve as lifelines to persons living without shelter, renewing individuals trust in “the system” and subsequent willingness to access services. In response to the COVID-19 Pandemic, Chandler implemented several services targeted at persons living without shelter to enhance their ability to stay safe during the shut-down. Services include emergency/bridge housing and indoor heat relief services. These additional outreach services will continue to be made available on an as needed basis. One-year goals and actions include but are not limited to: Continued support for a Lead Community Navigator position to oversee and coordinate the activity of the City of Chandler homeless navigation team. Continued support for a Community Navigator position to increase homeless navigation services to identify and engage persons living without shelter. Continued support for a Community Navigator position dedicated to working with persons experiencing homelessness who have cases pending in the Chandler Municipal Court and have been referred to the Mental Health specialty court. Participate in the Maricopa Regional Outreach Collaborative to coordinate outreach services and strategies for more integrated services. TOWN OF GILBERT Gilbert participates annually in the Maricopa Association of Governments Point in Time Homeless Street Count to identify unsheltered persons and asking questions regarding their individual needs. Additionally, regional service providers assess homeless individual and family needs during intake to provide the most suitable emergency and transitional housing placement and wrap around services. Furthermore, Gilbert has funded a case manager to assist in serving the homeless population and anticipates funding this position again for 2023-24. CITY OF GLENDALE N/A CITY OF PEORIA The Maricopa Association of Governments (MAG) Continuum of Care Task Force is the regional body that manages the collaborative efforts of communities and agencies in Maricopa County to plan for the needs of the homeless and access federal funding on behalf of agencies organized to address those needs. The City participates in the Point-In- Time Homeless Street Count, which is administered by MAG. This year’s annual Point-In- Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 85 Time count has indicated a decrease to the number of unsheltered individuals. The Point- In-Time event last year, conducted on January 25, 2022, yielded 115 homeless individuals located within the City limits, However, this year’s count, conducted on January 24, 2023, has preliminarily identified just under 95 individuals. CITY OF SCOTTSDALE Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those who are currently homeless. Programs that are currently funded are a Day Relief Center, Scottsdale Works and St. Joseph the Worker are three of the primary programs reaching out to unsheltered persons to provide respite, showers, employment opportunities and supportive services. City of Scottsdale does Employ a Homeless Outreach Specialists and assists in the field / community to identify needs of those unsheltered and currently there is a temporary Bridge Housing program through a hotel with case management. CITY OF SURPRISE The city has partners with Phoenix Rescue Mission to provide local homeless outreach, and homeless prevention services. The new partnership helps to meet the individual needs of persons experiencing homelessness in Surprise. The City also holds resource events for persons experiencing homelessness. These events provide access to resources in the community, access to showers and hygiene supplies, clothing, and other necessities. In response to the unprecedented COVID-19 Pandemic, the City has established a Housing Assistance Center in the City of Surprise. In Partnership with a local non-profit agency, the Housing Assistance Center provides emergency housing, and housing support to those affected by the COVID-19 Pandemic. CITY OF TEMPE The HOPE Street outreach team has expanded to 11 street outreach specialists, two case managers, and a Coordinator in the last year. They have also begun utilizing a GIS app to record engagement data when in the field. This year, the continued utilization and refinement of this tool will allow for a clear, full year of data to assist in best directing street outreach efforts. The team has expanded to cover 24 hours a day, 7 days a week, and with this availability the goal is to provide solutions for ending individual’s homelessness at any day, time, and location in the City of Tempe. Further, the City of Tempe’s IT Department created GIS apps for encampment reporting and encampment verification. These tools are being used to identify areas of need and target dispatch response to those areas to assist in our efforts in connecting homeless individuals to resources and shelter. Addressing the emergency shelter and transitional housing needs of homeless persons CITY OF AVONDALE The City partners with Lutheran Social Services as a part of their Interfaith Homeless Emergency Lodging Program (I-HELP). I-HELP provides overnight emergency shelter through relationships with local churches and faith congregations. In Avondale, I-HELP provides 12 beds per night. The City also has a relationship with Phoenix Rescue Mission to provide direct street outreach and access to shelter. In addition, the City is in the process of developing bridge housing for families through a partnership with Maricopa County and a local non-profit. CITY OF CHANDLER Chandler provides financial support through local and federal funds to non-profit organizations in Chandler, and across the Maricopa Region, to provide access to emergency shelter, rapid-rehousing and Tenant Based Rental Assistance (TBRA) for individuals and families experiencing homelessness. Shelter for individuals is provided via an Interfaith Hospitality Emergency Lodging Program (IHELP), in which faith organizations partner to open their doors each night on a rotating basis to provide emergency shelter for single individuals experiencing homelessness. In addition to overnight sleeping accommodations, the program provides meals and housing focused case management services. Emergency shelter for families experiencing homelessness or domestic violence is provided via contract with partnering non-profit organizations in Chandler and neighboring cities. Finally, Chandler provides up to two years of housing assistance and Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 86 intensive support services through the TBRA program for households experiencing homelessness, through a multi-agency partnership with the Chandler Public Housing Authority (PHA) and a local non-profit organization. In response to the COVID-19 Pandemic, Chandler implemented “Operation Open Door”, a hotel/motel program to provide low-barrier shelter to persons experiencing homelessness who are vulnerable to severe illness or death as a result of contracting COVID-19. The program successfully meets the needs of persons who are unable to utilize congregate shelter services. Program participants receive food and intensive case management services with the goal of rapid transition to permanent housing. Chandler also partnered with non-profit homeless housing provider Save the Family to provide Rapid Rehousing for families experiencing homelessness as a result of COVID-19. This program adds critical housing capacity for families that have lost their housing as a direct result of the Pandemic or cannot find emergency shelter because of reduced shelter capacity caused by social distancing requirements. One-year goals and actions include but are not limited to: Continue to support emergency shelter, domestic violence shelter, and TBRA through contracts with partnering organizations. Continue to support Operation Open Door for families impacted by COVID-19. Participate in regional efforts to decrease the length of time in shelter and increase exits to housing. Work with the Coordinated Entry System to enhance the progressive engagement protocol for participants utilizing transitional programs in need of a higher level of support to sustain permanency. TOWN OF GILBERT Gilbert annually provides financial support to regional emergency and transitional housing service providers to assist Gilbert homeless individuals and families. It is anticipated Gilbert will continue to do so in FY 2023-2024. CITY OF GLENDALE N/A CITY OF PEORIA The City intends to address shelter and transitional housing needs of homeless persons during the plan year by providing funding for these services. Specifically, CDBG funding will be utilized to support the salary of a senior case manager for The Haven senior shelter (CASS) to provide wrap-around services essential to securing permanent housing for homeless seniors. Additionally, General Funds will be provided to support Chrysalis, a domestic violence shelter. A variety of services are also provided by Homeless Youth Connection for students experiencing homelessness. CITY OF SCOTTSDALE Scottsdale works with surrounding jurisdictions, and not profits through a regional approach for congregate and non-congregate shelter with intensive case management and supportive services. Currently the city is working with a local hotel to provide Bridge Housing with case management and is exploring property acquisition to include this programming long term. CITY OF SURPRISE The City of Surprise has partnered with Lutheran Social Services for their I-Help program, to assist with emergency housing needs of persons experiencing homelessness in Surprise. Partnership with IHELP allows for cross collaboration to aid homeless persons in the transition to the Heritage at Surprise project. The City will continue to work with the West Valley Human Services Collaborative to establish new and innovative ideas to assist those in need of housing. In partnership with Maricopa County, the City will utilize ARPA SLFRF funding to acquire and create transitional/bridge housing for persons exiting homelessness. The facility will create a minimum of eight (8) units and will be owned and operated by a non-profit housing provider. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 87 CITY OF TEMPE The City of Tempe has heavily invested in shelter availability to support the HOPE team’s efforts in ending homelessness and expanded the number of available City-operated shelter units to 90. The city has also invested in dedicated Case Manager’s for the shelters, allowing for caseloads of 20-25 per Case Manager. With this dedicated service the goal is to provide high utilization rate of all shelter rooms as well as ensure residents are exiting to stable housing within their 30 day stay. A pilot program partnering with TCAA’s I-HELP shelter, the Step Into Housing program, aims to utilize all shelter space in the City of Tempe efficiently with the goal of having participants become document and housing- ready during their 90 day stay at TCAA’s congregate shelter setting and then allowing a transition into available City-operated non-congregate shelter for a successful housing resolution within the 30 day stay. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. CITY OF AVONDALE The City of Avondale has a five-person homeless services division dedicated to locating, engaging, and connecting individuals and families to resources, including shelter, health and mental health services, and affordable housing. In addition, Homeless Services Division leads an interdepartmental Homelessness Workgroup to coordinate an all-of- government response to homelessness and harness resources to prevent homelessness when possible and ensure equitable access to resources to resolve homelessness and it’s impacts on the community and those experiencing homelessness. CITY OF CHANDLER The City of Chandler is an active participant in the Maricopa Regional Continuum of Care Governing Board and committees. Through this work, Chandler participates in regional efforts to ensure that the homeless service delivery system is maximizing resources and continually improving its ability to serve those who are most vulnerable, including individuals and families experiencing chronic homelessness, families with children, Veterans and their families, and unaccompanied youth. One-year goals and actions include but are not limited to: Coordinate and distribute resources to those who are most vulnerable through utilization of a regional By Name List (BNL) and participation in regional case conferencing. Participate in efforts to reduce length of time in shelter through increased training and implementation of critical time intervention and motivational interviewing. Enhance relationships and coordination with support networks and systems of care that provide on-going support to promote long-term stabilization and reduced returns to homelessness. Engage with organizations serving Veterans in Chandler to enhance access to services to Veterans experiencing homelessness. TOWN OF GILBERT Regional homeless service providers that partner with Gilbert assess individual and family needs to place them in the most appropriate housing setting that will foster success and reduce instances of repeat homelessness. Gilbert HOME funds purchase and rent housing for families with dependent children that may have been homeless or about to become homeless and provides them with safe, affordable long-term housing. Supportive services are also offered to the family to ensure long-term success. CITY OF GLENDALE N/A CITY OF PEORIA Through the use of Stimulus funds, the City will provide funding to Deep Within and IHelp for shelter beds and case management. Also, federal funds are provided to Phoenix Rescue Mission for case management expenses related to their MROP program that help Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 88 repeat homeless offenders find alternative resources to break the criminal cycle and obtain recovery, secure permanent housing and support, and obtain SNAP, AHCCCS, TANF assistance. General Fund grants will help fund Church of the Palms to provide basic human health needs such as showers and personal care to prepare for employment, which can ultimately lead to housing. As well as Phoenix Rescue Mission’s Diversion Toolkit that will provide life essential items such as: ID’s, birth certificates, social security cards, etc. to help individuals secure permanent housing and financial security. General Funds are also provided to CASS for bed nights and case management. CITY OF SCOTTSDALE Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those who are currently homeless. The Scottsdale Housing Agency has specialty vouchers to assist with veterans, homeless and foster youth to independence. Partnerships for referrals have been established with the Veteran’s Administration, Department of Child Safety and Maricopa Association of Governments Continuum of Care. Supportive services are provided through a competitive process with Community Development Block Grant and Scottsdale Cares funds to assist individuals and families who are experiencing homelessness and make that transition to affordable housing units. CITY OF SURPRISE The City has strategically planned to address the needs of homeless persons to make the transitions to permanent housing opportunities by implementing the following projects. 1) Affordable housing. The City will may include tenant-based rental assistance (TBRA) to help residents from becoming homeless or transition homeless persons into permanent housing. 2) Public services. Public services will have a narrow focus providing services for persons who are homeless or at-risk of becoming homeless. The City is committed to ending functional homelessness, and will focus resources on 1) Diversion & Prevention/Homelessness Proofing 2) Coordinated Entry 3) Discharge Planning 4) Housing focused shelters 5) Housing first 6) Housing Development & locations services. CITY OF TEMPE The dedicated City of Tempe Case Managers aim to have all individuals transition from the shelter units into stable housing and work to identify each household’s unique needs to connect them with wrap-around services that will continue to serve them as they move into stable housing. In addition, our HOPE street outreach specialists also work closely with individuals who remain unsheltered to identify needs, strengths, and individual barriers, to connect the unsheltered individuals with relevant and useful services to support their needs, including medical and mental health care, legal services, and child-related services. Also, our Tempe Works program seeks to ensure all individuals interested in participating in the workforce development program are placed in a position where they are able to earn income to obtain and sustain stable housing and end their homelessness. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. CITY OF AVONDALE The City of Avondale provides several services that benefit special needs populations, including those experiencing homelessness. These activities are housed at the Arizona Complete Health Avondale Resource Center, which partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition Assistance and cash assistance (Helping Families in Need); rental, utility and mortgage assistance (Community Action Program); domestic violence awareness safety planning and shelter referrals (New Life Center); homelessness prevention partnership with schools (A New Leaf and Siemer Family Stability Program); transportation meals and referrals to seniors (Area Agency on Aging) and utilizes CDBG funding for the Avondale Teen Employment and Mentorship Program (AviTEMP!), a youth employment program. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 89 CITY OF CHANDLER Chandler strives to make homelessness a rare occurrence by providing financial support to the local Community Action Program (CAP) and other non-profit service providers for rent and utility assistance to households at immediate risk of homelessness. In addition, Chandler invests in homeless diversion activities such as providing bus fare or facilitating communication with family members to facilitate utilization of resources outside of the homeless service delivery system if at all possible. Once a person becomes homeless, and enters the homeless service delivery system, it is much more difficult to regain stability and independence. Evictions become barriers to future rental opportunities, and it can be challenging to maintain or obtain gainful employment without reliable shelter, food and transportation. Chandler also operates Emergency Home Repair and Home Rehabilitation programs to assist households with low/moderate- and extremely low-income address safety concerns they cannot afford to resolve so they can remain housed in their own homes. Without assistance, the residence may become unsafe and uninhabitable, forcing the household to leave the residence and risk homelessness in the competitive Chandler housing market. TOWN OF GILBERT Gilbert will continue to provide general fund support to non-profit organizations providing services to income eligible individuals or families to address overall needs for housing, health, social services, workforce development, education and youth prevention/intervention services. Gilbert also utilizes CDBG funds that provide repairs to low income residents to keep individuals and families in their homes through the Emergency and Minor Home Repair program. CITY OF GLENDALE N/A CITY OF PEORIA The City will use Federal funding to provide emergency services to repair life-safety issues to homes that, left unrepaired or unassisted, would likely result in condemnation and homelessness. In addition, the City will provide General funding to help fund the Utility Assistance program in the Peoria Resource Center. Many of the residents applying for assistance through these programs are receiving assistance through social service programs and/or health programs. General Funding will also be used to fund Community Legal Services to address wrongful evictions, Fresh Start Women’s Foundation to provide women the tools and support to achieve stability and financial security thus preventing homelessness, HART Pantry to provide the necessary food and essential for low income, at risk youth, Jewish Family & Children’s Services to provide essential needs such as food, financial assistance with rent, mortgage, emergency housing, utility payments, deposit and other virtual services such as IDs, birth certificates, medical fees, etc. CITY OF SCOTTSDALE Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those who are currently homeless. Additionally, the city operates community centers for individuals, families, and seniors. These centers have case workers who assist with case planning and managing and administer the community action program funds to assist with emergency rental and mortgage assistance to prevent homelessness. In addition, one of the human services centers has a career counseling program. CITY OF SURPRISE In helping to address barriers that low-income individuals and families face from becoming homeless, Surprise will/has implement the following: 1. Affordable housing. The City will may include tenant-based rental assistance (TBRA) to help residents from becoming homeless or transition homeless persons into permanent housing. 2. Public services. Public services will have a narrow focus providing services for persons who are homeless, at-risk of becoming homeless. Additionally, The City of Surprise Resource Center provides a central location for persons in crisis to find solutions and utilize available resources. The City will continue to support the Veterans, Disability and Human Services Commission Strategic Plan, which calls for the creation of Resource Hubs throughout the City. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 90 CITY OF TEMPE The HOPE team works closely with both Care 7 and the Resource Navigator in the Community Supervision and Counseling team to assist individuals being discharged from medical facilities and corrections programs. With the Resource Navigator being in the court and jail, it allows for seamless navigation of services and connections to individual’s needs or shelter settings. In addition, HOPE works closely with Care 7 to identified and connect individuals to resources to support the requests being made at both the Care & HOPE phone line and the hope@tempe.gov email address. The goal is to achieve a resolution for every request placed via either of those avenues to connect for assistance. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 91 AP-75 Barriers to affordable housing - 91.420, 91.220(j) Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. CITY OF AVONDALE The City of Avondale will continue to provide eligible homeowners and first-time homebuyers with assistance to maintain or purchase homes, thereby maintaining their affordability. The City also continues to offer an Infill Incentive Program, which provides developers and owners with fee reductions to construct housing in the City’s low - moderate income Revitalization Areas. The City allocates up to $100,000 each fiscal year on a first come, first serve basis to be set-aside for this fund. In this fiscal year, the City has reimbursed $31,809.50 in the Infill Housing Program. CITY OF CHANDLER Chandler’s General Plan includes public policies to address barriers to affordable housing, including but not limited to: Encourage live/work developments, where appropriate (e.g., Downtown, high capacity transit corridors, regional commercial nodes); Provide for a variety of housing choices for all income levels; Promote a compatible mix of housing types in in-fill areas; Encourage a range of housing types within walking distance of schools and other community facilities (e.g., libraries, transit centers, community centers, health clinics, recreation spaces, and healthy food establishments); Address housing needs of fixed-income elderly persons and other special-needs populations; Support the aging and disabled population in neighborhoods by continuing to implement programs that assist them in meeting neighborhood maintenance codes; Increase capacity for and coordination of affordable housing programs and projects; Concentrate on improving housing affordability Citywide; Continue to encourage private investment in affordable housing; Enforce housing and neighborhood maintenance policies; Improve rental housing maintenance to ensure quality neighborhoods; Ensure compatible transition between residential areas and incompatible land uses as well as between intensity of land uses (e.g., between employment and residential); Improve transition between and continuity of old and new neighborhoods; Maintain, and where needed, improve infrastructure as neighborhoods age; Create and promote educational outreach and training seminars on housing and neighborhood maintenance; Continue to increase the quality of life in neighborhoods by promoting civic engagement; Continue to recognize adopted neighborhood and specific area plans that provide further development guidance in targeted areas; Foster organization of and training for HOA and traditional non-HOA neighborhoods; Continue to provide programs that encourage neighborhood identity and a sense of place; andFoster partnerships and collaboration with nonprofits, businesses, and other organizations to support neighborhood and community development. TOWN OF GILBERT The increasingly high cost of housing in Gilbert significantly impacts the difficulty of meeting affordable housing needs. Staff will continue to research and explore Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 92 public/private partnerships in the construction and development of affordable housing. Gilbert will also continue to look for opportunities to leverage its HOME funds and affordable housing options through the Maricopa County HOME Consortium. CITY OF GLENDALE The City’s Consolidated Plan goals are to promote access to decent and affordable housing and increase access to homeless services and housing. The City Council is currently considering and expected to take action at the March 14, 2023 Council meeting on the Affordable Housing Development Incentive program. This incentive program would waive or provide a rebate for community development fees as an incentive to attract the development of affordable housing units that will be maintained as affordable in the City of Glendale for a period of no less than 30 years. CITY OF PEORIA The City will continue to afford non-profit developers a reduction in some development plan review fees. The entitlement fees or “planning fees” are assessed at 50% of the normally required fees. These fees include rezone and use permits, site plan review, design review and others. CITY OF SCOTTSDALE The following actions will be taken during the upcoming year to address barriers to affordability: Manage federal assistance: Housing Reconstruction to preserve affordability through acquisition and rehabilitation of single-family residential home through a non-profit agency or CHODO. Green Housing rehabilitation, roof repair and replacement, and emergency repair assistance to extend the livability of owner-occupied housing. Property Acquisition for Bridge Housing, Rental Housing and Supportive Services Homeownership assistance through: FSS escrow accounts Rental Assistance through: Housing Choice Voucher Program Tennant Based Rental Assistance Affordable rental housing through: Belleview of Scottsdale multi-family rental units Administration of the Housing Choice Voucher Program Landlord Liaison Engagement Initiative CITY OF SURPRISE The City of Surprise strategy to remove or eliminate barriers to affordable housing is to leverage resources and develop partnerships to help create new affordable housing units. One example, in the Surprise Heritage District, the City’s provides financial incentives to promote both residential and commercial development that will aid in the revitalization of the Original Town Site. Available incentive and procedure to obtain it will be determined by the type of project: residential or commercial. New residential development on parcels zoned either SHD-RO or SHD-CO shall receive a 100% waiver of the City of Surprise Development Impact Fees New, expanding qualifying commercial development may request a 100% waiver of Building Plan Review, Building Permit, and City of Surprise Development Impact Fees at the approval of City Council. In accordance with the Analysis of Impediment Fair Housing Goals, the City of Surprise will review zoning ordinances for areas that restrict housing development. For instance, the City has a lack of multi-family housing with less than 1% of existing residential units being multi-family. Currently, less than .1% of land in Surprise is zoned for multi-family housing. This may be a barrier to the development of new multi-family housing units in Surprise. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 93 CITY OF TEMPE Tempe will continue to provide the TBRA program with a priority for people experiencing homelessness. Foster partnerships and collaborate with non-profits, businesses, and organizations to support affordable housing needs. Reduce permit fees and reduce Impact fees when applicable. Additional narrative about affordable housing efforts (optional): CITY OF AVONDALE The City of Avondale General Fund allocated 25% matching funds for the City’s down payment assistance program. CITY OF CHANDLER The primary impediment to accomplishing Consolidated Plan goals is the high cost and limited supply of permanent housing. Planned housing and public services activities will address this need to the extent possible with available resources. TOWN OF GILBERT Gilbert also received $1,174,917 in HOME ARP funding which will be utilized to purchase a minimum of two permanent affordable rental homes in Gilbert. CITY OF GLENDALE CITY OF PEORIA In addition, the following actions will contribute to the removal or amelioration of barriers to affordable housing: CDBG funds will be allocated to emergency home repair programs and ADA modifications and major rehabilitation programs. CDBG funds will be used to produce low-income housing and provide homebuyer assistance to low income persons. HOME funds will be allocated to produce affordable housing utilizing the Community Land Trust Homeownership model. The City’s General Fund will allocate Neighborhood Pride funding to make aesthetic improvements to the exterior of homes in disrepair or otherwise needing improvement. The City’s General Fund will allocate grant funds to Community Legal Services to provide pro-bono legal services to low-income residents experiencing critical legal issues that impact their basic survival needs. The City’s Foundation for Senior Living (FSL) provides emergency water payment assistance to prevent eviction. The City provides a Neighborhood Grant Program to assist traditional and HOA neighborhoods with improvement projects. The City of Peoria strives to assist housing providers with sensible affordable housing development. At times, this may include the use of Low-Income Housing Tax Credits (LIHTC) for development of housing that is affordable to low-to-moderate income renters or buyers. Currently, there is one developer seeking to complete a LIHTC project in Peoria, although it will not likely be in the upcoming fiscal year. CITY OF SCOTTSDALE N/A CITY OF SURPRISE CITY OF TEMPE Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 94 AP-85 Other Actions - 91.420, 91.220(k) Actions planned to address obstacles to meeting underserved needs. CITY OF AVONDALE The City will continue its successful Crisis Assistance Program (CAP) which provides supplemental rent and utility payments. The City also annually funds a Contributions Assistance Program with general funds to support nonprofit organizations with projects and activities, including housing related programs such as AZ Project Connect which provides home repairs to low-income homeowners. The City continually seeks to increase partnerships with other housing providers, such as Newtown Community Land Trust, Habitat for Humanity, and Trellis to provide affordable housing to the community. The City has allocated CDBG-CV funds for emergency housing needs to prevent foreclosures, evictions, and homelessness facing Avondale residents as a result of the COVID-19 pandemic. The City also operates a CDBG and HOME Home Repair Program for qualified low-income homeowners to address health and safety needs within the home. The City will continue to partner to build capacity and implement projects. CITY OF CHANDLER The City utilizes a number of approaches to address the diverse needs of Chandler residents. The first priority for individuals and families in crisis is stabilization and support. The root causes of poverty cannot be addressed until basic health and safety needs are met. Subsequently, the City invests in programs that assist residents in crisis to regain stability and develop a strong foundation for future growth. These include emergency food and shelter, clothing and hygiene supplies, transportation services, and specialized services for vulnerable youth, older adults, and Veterans. Chandler utilizes HOME funds to support Tenant Based Rental Assistance (TBRA) for households experiencing homelessness. The program serves households needing up to two years of financial assistance and intensive support services to gain stability and develop a foundation to carry them into the future independently. Participants selected for the program face multiple obstacles. Many have untreated medical and behavioral health conditions, negative rental history, and criminal history, which serve as barriers to housing and employment. In addition, many participants have been homeless for a significant period of time, are unaccustomed to living indoors in a traditional housing environment and lack trust in the justice and service delivery systems. Chandler also utilizes HOME funds to support first-time homebuyers to get their foot in the market and build wealth through homeownership. This is accomplished through a Community Land Trust model, in which the first-time homebuyer purchases a home on land belonging to the Trust. The new homeowner has an affordable mortgage payment, and when they sell the home, they receive a portion of the equity. The Trust then has the opportunity to re-sell the home to another first-time homebuyer, continuing the trend of affordability. Chandler also utilizes HOME funds to support affordable rental housing. A local non- profit organization designated as a Community Housing Development Organization (CHDO) utilizes HOME funds to acquire and rehabilitate a property that will be rented to a Chandler family with an income at or below 60 percent of the HUD-adjusted median family income for the Maricopa County area. Chandler leverages CDBG and HOME funds with 1.1 million in General Fund resources to support agencies that address the needs of the City's vulnerable residents. The specific program areas that are funded are: 1) Youth, including educational support, health programs, and prevention/interaction activities; 2) Basic Needs, including crisis intervention, temporary assistance, basic needs, and support services focused on employment assistance and adult education; 3) Special Populations, including basic needs, independent living programs, socialization and education services; 4) Transportation Services for low-income Veteran's. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 95 TOWN OF GILBERT Gilbert will continue to focus on increasing Gilbert’s affordable rental housing stock, educate the community on the opportunities to receive emergency home repair services to preserve current homeowner housing stock and continue to fund organizations providing essential services to vulnerable Gilbert populations. CITY OF GLENDALE The City of Glendale has identified the lack of housing inventory as the primary obstacle to addressing the housing needs of the community. The demand for housing continues to outpace the available supply of sufficient rental and homeowner housing as new residents move to the City and surrounding areas. Development of new rental units will add much-needed affordable housing to the City’s inventory and may help reduce rents for safe, decent and sanitary housing for the City’s low-and-moderate income residents. There are currently over 1,300 affordable units under construction or in development in the City. CITY OF PEORIA The City employs a Community Assistance Coordinator position in the Community Assistance Division that focuses specifically with homelessness efforts. The Coordinator is primarily responsible for bringing together efforts of various social service agencies within the City for its residents; this includes connecting residents to services to address housing needs. Additionally, this position is tasked with providing outreach regarding regional services available. CITY OF SCOTTSDALE The City of Scottsdale will: Continue code enforcement to preserve neighborhoods and the Operation Fix it Programming. Fund programs offering rehabilitation to preserve older housing stock and explore property acquisition for affordable rental. Fund non-profit agencies to provide programs and services to the elderly and frail elderly. Increase services for basic needs. Tax counseling assistance at the Senior Centers Emergency rent and utility assistance and career counseling through Vista Del Camino CITY OF SURPRISE The City of Surprise Resource Center provides a central location for local service providers to reach out to persons experiencing homelessness. The Surprise Resource Center is a one-stop-shop for social services. Through strategic partnerships with a growing number of community-based organizations and government agencies, the Center offers Surprise residents connections to services that include everything from rent and utility assistance to employment support to food and nutrition resources. CITY OF TEMPE Tempe will address the obstacles to meeting the underserved needs include: Increase the quality of housing thru our rehabilitation programs Owner-occupied emergency home repairs Lead-based paint testing Increase affordable housing Single Family Acquisitions (rental assistance) TBRA Bridges to Permanency Rental Assistance Section 8 rental assistance Project Based Vouchers (PBV) The City also leverages about 1.32 million in general funds to support agencies that address needs including: aging, homelessness, poverty, disabilities Actions planned to foster and maintain affordable housing. CITY OF AVONDALE The City will maintain its CDBG and HOME-funded rehabilitation programs, as well as our First-Time Homebuyer Program. The City received CHDO funding which will be used in Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 96 conjunction with NSP program income to construct 6 new single-family homes in Historic Avondale in partnership with a local land trust to keep the homes affordable in perpetuity to qualified low-income homebuyers. CITY OF CHANDLER The City will continue to utilize HOME funding from prior program years to support programs to insure that residents are aware of and can participate in activities to increase their knowledge of affordable housing programs as well as services available to meet their specific needs. For example, through its partnership with Newtown Community Development Corporation, the City funds activities that provide housing counseling and education to residents seeking affordable first-time homeownership. Newtown's Community Land Trust Program continues to create new first-time homebuyers in Chandler, which has expanded the dream of homeownership to over 80 residents who have participated in the program. The City is also partnering with ARM of Save the Family to provide affordable rental housing to families who have a household income at or below 60% of the HUD-adjusted median family income for the Maricopa County area. In addition, the City continues to expend HOME funds to support a Tenant Based Rental Assistance (TBRA) Program for households experiencing homelessness. The TBRA Program provides affordable housing through rental subsidy for up to two years, along with intensive case management support to promote long-term stability. Chandler continues to provide affordable housing opportunities through its rehabilitation programs as well with CDBG funds. The Housing Rehabilitation Program addresses the needs of homeowners in maintaining their home and sustaining their ability to reside there. In addition to these programs, the City operates a robust affordable rental housing program. The City's Housing and Redevelopment Division manages 480 Section 8 Housing Choice Vouchers, as well as 303 public housing units. The City also has plans for a future Rental Assistance Demonstration (RAD) project, increasing the units of affordable rental housing in the Chandler community. FY2023-24 will be used to assist with the RAD project. TOWN OF GILBERT Gilbert will attempt to utilize HOME and HOME ARP funds in fiscal year 2023-2024 to purchase and rehabilitate at least 3 permanent affordable housing unit within the community, however affordable stock is challenging in Gilbert. Gilbert has been able to increase its affordable housing stock annually. In addition, Gilbert will utilize CDBG funds to provide emergency and minor home repairs, enabling owner-occupied residents to remain in their homes free of health and safety hazards. CITY OF GLENDALE It is becoming increasingly difficult to maintain and expand affordable housing. The cost of construction has increased exponentially and the demand for units has driven the costs up. The city continues to support and encourage new rental development that will leverage private capital through the Low Income Housing Tax Credit (LIHTC) Program. There are currently over 1,300 affordable units under construction or in development in the City. CITY OF PEORIA During the program year, the following actions are planned to foster and maintain affordable housing: CDBG funds will be allocated to the City Emergency Home Repair Program, Single-Family Major Rehabilitation Program and Home Accessibility Program. HOME funds will be allocated to a non-profit developer to produce affordable housing utilizing the Community Land Trust Homeownership model. City General Funds will be allocated to the City operated Neighborhood Pride Program to make aesthetic improvements to the exterior of homes in disrepair or otherwise needing improvement. Non-profit developers will continue to be afforded a reduction in some development plan review fees. The entitlement fees or “planning fees” are Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 97 assessed at 50% of the normally required fees. These fees include rezone and use permits, site plan review, design review and others. The City provides a Neighborhood Grant Program to assist traditional and HOA neighborhoods with improvement projects. CITY OF SCOTTSDALE The City of Scottsdale will continue to provide services to the community, including but not limited to: Homeowner-occupied Green Housing Rehabilitation, Roof Repair and Replacement and Emergency Repair Programs for low- and moderate-income households Accessibility modifications Reconstruction of housing to maintain affordability. Rental assistance (Housing Choice Voucher Program) Tenant Based Rental Assistance Landlord Engagement Initiative Explore property acquisition of affordable rental property. Maintain the affordability of Belleview property. CITY OF SURPRISE The City has collaborated with a non-profit housing provider to administer the City’s tenant-based rental assistance (TBRA) program to help eligible resident’s gain stable and affordable housing. The development of new affordable rental units remains a high priority for the City, and PY2023 will see the start of construction on the Senior 202 Housing project in partnership with HAMC. The City will continue to seek out partnerships with housing developers to create new rental unit opportunities. In PY2023 the City will partner with a non-profit housing provider to acquire and rehabilitate existing single- family homes to be sold to households making 50% or below AMI. CITY OF TEMPE Tempe will continue to provide the Emergency Home Repair program to low-and moderate-income homeowners in need of health and safety repairs. In addition, the city will be reprogramming approximately 1.4 million of prior HOME funds to acquire and rehabilitate affordable rental housing. Actions planned to reduce lead-based paint hazards. CITY OF AVONDALE The City continues to evaluate and reduce lead-based paint hazards and to integrate lead- based paint hazard reduction into Avondale’s housing policies. All activities will be completed in accordance with Title X of the 1992 Housing and Community Development Act: 1. adhere to HUD Lead Safe Housing Rule 24 CFR Part 35 in the conduct of rehabilitation activities, and 2. provide information to housing recipients as well as the general public about the hazards of lead-based paint. CITY OF CHANDLER Actions planned to reduce lead-based paint hazards include but are not limited to: Complying with HUD lead-based paint abatement standards in Public Housing, the Housing Choice Voucher Program and Housing Rehabilitation Programs.\ Seeking additional funding as it becomes available to provide testing and abatement of lead-based paint hazards in single-family housing where young children are present. Providing education about lead-based paint hazards to Chandler residents. TOWN OF GILBERT Gilbert will continue to utilize CDBG funds to operate the Gilbert Emergency & Minor Home Repair program which identifies and address lead-based paint hazards within the community. CITY OF GLENDALE The City’s TBRA program will not address lead-based paint hazards. Glendale’s existing CDBG-funded home repair programs will continue to address lead-based paint hazards as required by 24 CFR 35. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 98 CITY OF PEORIA The city provides the required notices and information about the hazards and risks of lead-based paint to all program participants. The city also makes the current lead brochure/handout from the United States Environmental Protection Agency available at community and neighborhood events. All applications requesting federal funding from the city for emergency home repairs on units built prior to 1978 will have an inspection of the property for the presence of lead. A quantitative analysis must be done using either laboratory sampling or XRF testing. If lead based paint is found to be present, lead hazard control activities will take place as part of the activity. All regulations regarding lead hazard control, cleanup and disposal will be followed. CITY OF SCOTTSDALE With the establishment of the City’s owner-occupied Housing Rehabilitation Programs, the city has developed procedures for identifying homes with lead-based paint and treating them in compliance with the Residential Lead-Based Paint Hazard Reduction Act of 1992 (Title X) and subsequent changes in September 1999. It is estimated that 35,691 units in Scottsdale were constructed prior to 1978. Any household with a child under the age of six receiving federal funding and living in a pre- 1978 housing unit requires lead-based paint testing be performed. Scottsdale will continue to test homes constructed prior to 1978, receiving federal assistance, for lead-based paint in compliance with 24 CFR part 35, at the time households seek assistance from the city. Additionally, all program participants are provided the required lead-based paint brochure. CITY OF SURPRISE Although the majority of housing in Surprise was constructed after 1978, there are a number of pre-1978 homes located in certain areas of the city. The City is committed to improving local awareness of the potential hazards lead-based paint poses, especially to children. A member of CDBG program staff is an EPA-Certified Risk Assessor and has the ability to inspect and evaluate homes for lead-based paint hazards prior to undertaking rehab projects. The City of Surprise conducts a “lead applicability review” of all projects prior to funding. Any target housing unit constructed prior to 1978 is assessed for lead paint hazards, and projects are completed in compliance with HUD’s Lead Safe Housing Rules and applicable standards. The City has written policies and procedures for all programs required to comply with the HUD lead-safe housing rule (LSHR). Additionally, the City requires lead-based paint policies and procedures with any partners who may administer these programs on the City's behalf. Contractors in the housing rehabilitation program have lead-based paint requirements integrated into their contract for services with the homeowner. TBRA lead-based paint requirements apply to dwelling units occupied or to be occupied by families or households that have one or more children under age six, the common areas servicing the units, exterior painted surfaces associated with such units, and other areas used by unit residents and frequented by children under age six. All units assisted under the TBRA program are subject to HQS inspections in which requires compliance with the HUD lead-safe housing rule (LSHR). CITY OF TEMPE Tempe will continue to comply with all lead-based paint (LBP) requirements imposed by HUD and will continue to direct resources to eliminate lead-paint in its housing rehabilitation programs. Actions planned to enhance coordination between public and private housing and social service agencies. CITY OF AVONDALE As the City’s human services needs continue to grow, the City will continue to pursue and form partnerships with other organizations. Arizona Complete Health Avondale Resource Center, which acts a hub for a broad range of services for the City and the Southwest Valley, provides space for Trellis. Trellis is a non-profit partner that is dedicated to Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 99 stabilizing individuals and neighborhoods through homeownership. The agency provides homebuyer education classes, a financial capability program, and lending options to Avondale residents. The Center also provides other diverse and comprehensive social services, including those related to illiteracy, domestic abuse, early childhood development, nutrition, elder care, health care, citizenship and ESL, financial literacy, education, youth education and employment, homelessness prevention, employment training, crisis intervention, tax assistance, and parenting skills. CITY OF CHANDLER Chandler is a collaborative, generous, and rapidly changing community. The For Our City Chandler initiative has been an integral component in connecting people and organizations to address community needs. Together, the City of Chandler and For Our City Chandler are invested in programs and strategies to prevent and combat the traumatic impact of poverty and meet the basic needs of low- and moderate-income households. Targeting interventions based on a deep understanding of the community ensures Chandler resources promote an improved quality of life for all Chandler residents. Actions planned to enhance coordination between public and private housing and social service agencies include but are not limited to: Participate in For Our City Chandler to maximize the community’s capacity to meet underserved needs. Align the allocation of Federal and local resources with the needs of underserved Chandler residents as identified in the 2019 Community Needs Assessment. TOWN OF GILBERT Gilbert will continue to collaborate with public and private housing and social service agencies to meet the goals and objectives of Gilbert’s Consolidated Plan. This includes ongoing meetings, special meetings or subcommittees, and/or participation on relevant task forces. CITY OF GLENDALE The City provides coordinated assistance through a variety of programs and services. We do this through the ongoing HOME funding of the TBRA program and through the various public services funded with the annual CDBG allocation. In addition to these services, the City also created and awarded $3.3 million of ESG, CDBG and CARES Act funding to support the Glendale Homeless Solutions Alliance. The GHSA is a coordinated effort of service providers that deliver a “No Wrong Door” approach where clients experiencing homelessness or at risk of homelessness get the support and services, they need regardless of which agency they initially reached out to. CITY OF PEORIA The City utilizes CDBG and its general funds to improve neighborhood conditions and quality of life for its low- and moderate- income residents. The City provides funding for activities that work to reduce poverty by providing emergency assistance and social services. The City will continue to provide funding to improve neighborhoods, increase job opportunities as well as other economic opportunities. In addition, the City’s Community Assistance Coordinators and Community Engagement Navigator positions within the Community Assistance Division is primarily responsible for coordinating efforts of social service agencies within the City and for its residents. Additionally, this position provides outreach regarding available services. The City will continue to operate the Community Assistance Resource Center to allow Peoria residents the opportunity to learn about resources and engage with service providers to address their unique needs. During the program year, the City of Peoria will continue to foster partnerships and collaboration among and between non-profit and private organizations. In addition to General Fund contributions, the City will continue to provide programs such as various City volunteer programs whereby residents and interested individuals can donate their time and resources to help in community events and with other tasks and committees. Maricopa Urban County Annual Action Plan PY 2023-24 Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 100 The City’s Neighborhood Pride Program will continue to match private resources, non- profit and faith-based volunteers with residents in need of community improvements. CITY OF SCOTTSDALE Provide funding assistance to non-profit providers of services to Scottsdale’s youth, seniors, special needs populations, victims of domestic violence, persons and families in crisis, and disabled persons. Address increased needs through best practices in management of programs, funding, facilities, and license agreements. Improve quality of life through connectivity-people to services Provide access to basic needs. Provide prevention assistance through: Intake and referral Emergency rent and mortgage assistance Emergency utility assistance Career counseling Promote self-sufficiency, mitigate the causes of poverty, and support independent living through the Family Self-Sufficiency Program (FSS) Improve quality of life through education, recreation, and socialization Tenant Based Rental Assistance CITY OF SURPRISE City staff participate and are members of the West Valley Municipal Human Services Collaborative, Maricopa Regional Continuum of Care, and West Valley Human Services Collective. Staff also regularly meet with the Housing Authority of Maricopa County. The regional stakeholders have a strong history of working together to achieve shared community goals. The City of Surprise Resource Center holds quarterly partner meetings to share available resources and coordinate efforts. The development of new affordable rental units remains a high priority for the City. The City will continue to seek out partnerships with housing developers to create new rental unit opportunities. CITY OF TEMPE During this program year, Tempe will continue to create new partnerships with public and private agencies to enhance the coordination of services to the residents of Tempe. Actions to be taken include, but are not limited to: Meet with public service agencies to determine how partnerships can be established to link services. Survey other jurisdictions to discover what successful partnerships they have already established. Survey current partnerships to determine how services may be better coordinated. CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 101 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) HOME Investment Partnerships Program (HOME) - Reference 24 CFR 91.220(l)(2) Provide a detailed description of the guidelines that will be used for resale or recapture of HOME funds when used for Homebuyer Activities (as required in 24 CFR 92.254): CITY OF AVONDALE Pending approval of this Annual Action Plan, on July 1, 2023, the City will use the following “co-investor model” of recapture: The “co-investor model” of recapture states that: “the amount or recaptured funds due to the City on sale or transfer, voluntary or involuntary, shall be calculated based on the percentage of the home assistance subsidy, as a percent of the initial purchase price, rounded to the nearest tenth. If the full amount of HOME recapture is not available from the proceeds of the sale, the amount will be reduced based on the proceeds available.” Example: If the home was purchased for $400,000, and the homebuyer received $30,000 in HOME assistance, the home assistance received by the homebuyer to purchase the property is equal to 7.5% of the total purchase price. If the same home sells in 2025 for $500,000, the recapture amount is 7.5% of $500,000 or $37,500. If the same home sells in 2025 for $300,000, the amount due for recapture is $22,500. The City will exercise the recapture option in its lien instruments and written agreements for any homebuyer assistance and/or owner-occupied housing rehabilitation projects. The recapture period will match the period of affordability stipulated in 24 CFR 92. The City will use the co-investor model of recapture for all activities, except for those projects in the Land Trust and those involving new construction activities by the City. For City developed, new construction activities, the City will use a recapture provision that is forgiven at a rate of 20% per year for all HOME loans of 20 years for all loans between $15,000-$40,000. The City will use the resale option for any properties funded in conjunction with a Community Land Trust. If the homeowner sells the home, Newtown will purchase the home at the original price plus 25% of the increased value of the house, which allows the first homebuyer to make a profit, while still ensuring that the house remains affordable. CITY OF CHANDLER Resale option for community land trust model in partnership with Newtown. If a buyer chooses to sell their home during the affordability period, they must sell it to another income-eligible homebuyer at an affordable price. An affordable price is defined as a price that results in a monthly payment not more than 30% of the gross income of a household with income equal to 80% of the median income. The seller is allowed a fair return, which is defined as the homeowner’s original investment, plus any capital improvements, not to exceed the assessed value at the time of sale, plus 60% of the appraised increase in value from the date of purchase. For leasehold properties, fair return is defined as the lessees purchase price, plus 25% of the lessee’s share of increase in value at the time of resale, based on a leasehold valuation performed by a licensed appraiser. The City utilizes a variety of methods to secure the HOME investment, including deeds of trust, promissory notes, and declarations or restrictions. TOWN OF GILBERT Gilbert requires recapture of HOME funds in the event that the property is no longer deemed an eligible HOME property. Gilbert requires 100% of the original HOME subsidy be repaid to Gilbert to be returned to the HOME program and reused for an eligible HOME activity. CITY OF GLENDALE The City will not expend FY 2023-24 HOME funds on activities subject to resale or recapture requirements. CITY OF PEORIA The recapture method is used for majority of Peoria’s HOME programs: The affordability period specified in the note and deed of trust (DOT) is the minimum period for the project as specified in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is determined by the amount of direct HOME assistance. The amount subject to Recapture if the housing does not continue to be the principal residence of the assisted household, whether voluntary or involuntary, due to sale, foreclosure, or any other event, the note and CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 102 DOT will require repayment of the full amount of HOME funds subject to recapture at the time the event occurred. The lien covers the full amount to be recaptured. The Recapture mechanisms used to secure the affordability of the HOME assisted unit are recorded in accordance with state law. The amount to be repaid is the subsidy provided directly to or on behalf of the homebuyer for closing costs and is limited to the net proceeds of the sale, which is defined as the sales price minus the first lien and seller paid closing costs and includes only the following items to the extent actually incurred: brokers commission, reasonable attorney fees, and any transfer tax or recording fee payable by the seller. Net Proceeds is defined as: Net Proceeds = Sales Price (-) non-HOME debt (-) closing costs The Resale method is used ONLY for Peoria’s HOME partnership with Newtown CDC: This resale option is for community land trust model in partnership with Newtown. If a buyer chooses to sell their home during the affordability period, they must sell it to another income-eligible homebuyer at an affordable price. An affordable price is defined as a price that results in a monthly payment not more than 30% of the gross income of a household with income equal to 80% of the median income. The seller is allowed a fair return, which is defined as the homeowner’s original investment, plus any capital improvements, not to exceed the assessed value at the time of sale, plus 60% of the appraised increase in value from the date of purchase. For leasehold properties, fair return is defined as the lessees purchase price, plus 25% of the lessee’s share of increase in value at the time of resale, based on a leasehold valuation performed by a licensed appraiser. The City utilizes a variety of methods to secure the HOME investment, including deeds of trust, promissory notes, and declarations or restrictions. CITY OF SCOTTSDALE The City of Scottsdale adheres to the resale requirement set forth in 24 CFR 92.254 (5)(i) for HOME funds. CITY OF SURPRISE Policy and Regulations Under the HOME Recapture Provisions, the following conditions apply. Participants will be required to execute a Promissory Note, Deed of Trust and Loan Agreement with addendum at settlement of the mortgage in favor of the City of Surprise to assure repayment of the assistance. Repayment of the full subsidy is due to the City of Surprise when any one of the following events occurs: Sale of property (new mortgage) Rental of property. Request from the mortgagor, or on behalf of the mortgagor, to satisfy the lien through refinance of the first mortgage. Failure to provide adequate maintenance as defined in the Loan Agreement. CITY OF TEMPE Tempe will not be using HOME funds for Homebuyer activities. However, the recapture option is used for prior homebuyer activities. Under this option, the Net Proceeds of the original HOME subsidy must be returned to the HOME Program. The Net Proceeds are the sales price minus loan repayment (other than HOME funds) and any closing costs. This option allows the seller to sell to any willing buyer at any price. Once the HOME/ADDI funds are repaid, the property is no longer subject to any HOME/ADDI restrictions. The recaptured funds must be used for another HOME/ADDI -eligible activity. Recapture restrictions apply if the “property” is either sold or rented during the affordability (term) of the City of Tempe Promissory HOME note - the unforgiven amount of the principal balance of the CAMP HOME Note must be repaid to the City of Tempe, unless The property is sold to an income eligible buyer approved for HOME funds that can assume all or part of the unforgiven balance, or The Net Proceeds from the sale of the “property” at its fair market value are insufficient to the pay the unforgiven balance of the City of Tempe CAMP HOME Note in full. In this situation, the City of Tempe will forgive repayment of the amount of the unforgiven balance in excess of the Net Proceeds. CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 103 Maricopa County ESG Performance Standards Community Adopted Best Practices Background The community approved best practices were developed to serve as a guiding document for all homelessness programs to achieve the highest service standards for people being served in our community. This document includes a framework that applies to our full continuum of services; including, Outreach, Coordinated Entry and Assessment, Emergency Shelter, Transitional Housing, Rapid Re-housing, and Permanent Supportive Housing. The shared best practices may be applied to any program, including non-HUD funded projects. The shared best practices apply to all interventions. Practices specific to a particular service (e.g. Emergency Shelter or Permanent Supportive Housing) are outlined in the intervention specific documents that follow. These practices have been developed, and vetted, by a range of stakeholders; including the Regional Continuum of Care (CoC) Board, Regional Continuum of Care Committee, local service providers, faith community, ESG grantees, and ad hoc working group participants. This document was developed in collaboration with both service providers and funders as a statement of what the community strives for in program design, operation and outcomes. This document is not designed as a tool for measuring program compliance in general, yet some of the best practices outlined in this document are required for Continuum of Care funded programs and are denoted as such with an *. This document is a companion to other documents, such as the HUD standards, and is intended to be used alongside them; projects should not rely on this document as an inclusive list of requirements and should consult with the requirements of HUD and other funders when implementing programs. This document replaces the Standards of Excellence, previously adopted by the CoC Board of Directors. Shared Best Practices Philosophical Approaches Housing First (adapted from USICH Housing First Check List) (CoC programs should also reference the Scorecard): • Access to programs is not contingent on sobriety, minimum income requirements, lack of a criminal record, completion of treatment, participation in services, or other unnecessary conditions. • Programs do everything possible not to reject an individual or family on the basis of poor credit or financial history, poor or lack of rental history, minor criminal convictions, or behaviors that are interpreted as indicating a lack of “housing readiness.” Should such a case arise, provide a warm hand-off to coordinated entry or another resource. • People with disabilities are offered clear opportunities to request reasonable accommodations within applications and screening processes and during tenancy, and building and apartment units include special physical features that accommodate disabilities. • Programs that cannot serve someone work through the coordinated entry process to ensure that those individuals or families have access to shelter, housing, and services elsewhere. • Housing and service goals and plans are highly participant-driven. • Supportive services emphasize engagement and problem-solving. • Participation in supportive services or compliance with service plans are not conditions of program entry or tenancy, but are reviewed with participants, and regularly offered as a resource. • Services are informed by a harm-reduction philosophy that recognizes that drug and alcohol use and addiction are a part of some participants’ lives. Participants are engaged in non- judgmental communication regarding drug and alcohol use, and are offered education CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 104 regarding how to avoid risky behaviors and engage in safer practices. • Substance use in and of itself; without other program, or lease violations, is not considered a reason for eviction, or program exit. • Every effort is made to provide a tenant the opportunity to transfer from one housing situation, program, or project to another if a tenancy is in jeopardy. Whenever possible, eviction or returns to homelessness is avoided. • Ensure that leases are standard and program requirements are transparent and focused on the hardest to serve, screening in rather than screening out. Alumni Involvement: • Agencies will create opportunities for current and prior program participants in the operation and development of program delivery. Continuity of Care: • When possible, establish contact, and ensure continuity of care with new programs, or case managers; both interagency and intra-agency. • When providing services or exiting households to Permanent Housing, provide orientation to the neighborhood and ensure connections with local resources, when possible. Governance: • Persons with lived experience will have opportunities to provide feedback to program managers, and the Board of Directors on the delivery of services. Programs should solicit Board membership to include those with lived experience. • To assess the effectiveness of programs, evaluation of services and outcomes for program participants should be incorporated into program design and shared with the agency’s governance structure. Length of Stay: • Individualized housing-based service plans (IHSP) are designed to meet the unique needs of each household, and are designed to facilitate the shortest possible stay, resulting in an exit to Permanent Housing. Supportive Services: • Participants have easy access to a comprehensive array of services designed to assist them in sustaining housing stability, and maintaining self-sufficiency. • At minimum, service coordination and/or case management, based on the IHSP, are offered to every household.* • Using a progressive engagement model, services are flexible, and individualized; services may include, but are not limited to, mental health, substance abuse treatment, life skills development, money management, benefits enrollment, primary health care, legal assistance, job training/placement, transportation, and education. All services may not be provided by a single project, and providers should make referrals and connections, as appropriate. • The intensity of services is based on the needs of the household. • Utilize a client-centered, strengths-based approach to case management (e.g., motivational interviewing, trauma-informed care). Operating Standards Client Confidentiality: CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 105 • Program takes precautions to protect confidential client information. • Client level data will only be shared in compliance with local data sharing agreements, and any associated signed client release of information. Client Rights: • Every household is clearly informed of client rights including protocols for expressing grievances during program stay, and potential reasons for involuntary exits from the program. Compliance: • Program is compliant with federal and state Fair Housing, Arizona Landlord Tenant Act, the HUD Equal Access to Housing Notice, the Americans with Disabilities Act, and the Violence Against Women Act, as applicable. This may not be an all-inclusive list. Food Safety: • Staff who will prepare & serve meals have a valid food handler card/certificate issued by any county in the State of Arizona, or by an American National Standards Institute accredited food handler training program. • Plan meals that adhere to or exceed USDA’s Dietary Guidelines where applicable. Homeless Management Information System (HMIS) participation: • Programs are fully implemented within the local HMIS system and data quality standards are upheld. • Programs maintain documentation of every participant’s stay in order to provide homeless certification, when needed, through the HMIS. • Programs comply with the HMIS data standards, include timeliness standards. Hot boxes: • All site based programs employ hot box technology as prevention measure for bed bugs infestations. Service providers should use hot boxes for scattered-site housing when possible. Identification: • All households are assisted with obtaining all documentation needed to access employment, eligible benefits, and permanent housing (e.g., Social Security cards, divorce decrees, DD214s, income or disability verification, photo identification, etc.). It is important that documents are legible. Income and Employment: • All households are assisted in receiving, or maintaining, all eligible public benefits (cash & non- cash) and/or achieving earned income.* Providers engage in the SOAR process for rapid enrollment for eligible tenants in SSI/SSDI. Mandatory Reporting: CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 106 • All staff are mandatory reporters of suspected abuse or neglect and complies with mandatory reporting statutes. Participant Surveys, Assessments, and Focus Groups: • Programs/providers will assess participant s, through surveys, assessments, and/or focus groups. • The CoC Board approved survey is made available to all providers to assess the satisfaction of services, and may use other community adopted assessments (e.g. SPDAT, F-SPDAT) to measure wellness. Safety: • The safety of clients, volunteers, and staff will be prioritized. • Test staff for TB annually and on occasions of exposure (recommended by the CDC). • Encourage updates of all booster shots. • Programs will ensure that staff are available to maintain safety and operate necessary services. • VAWA statement of rights will be distributed to all clients at program/project entry. • Providers will engage in crisis and safety planning with clients. Staffing: • Employ multilingual staff. Ensure access to multilingual interpretation services. • Ensure that all staff is culturally-competent & sensitive to all subpopulations. • Employ multi-disciplinary team, or establish a partnership, with specialist in housing who locates housing and may assist in navigating application processes. Tenant Notice: • All households receive a copy of Arizona Tenants’ Rights and Responsibilities, as applicable. Professional Development Professional development for staff and managers is critical to ensure quality services for participants and to promote the safety and well-being of participants and staff. Providers engaging people experiencing homelessness should focus on training for staff, to include the following, as applicable: • Boundaries • Communicable diseases • Conflict resolution • CPR/First Aid • Crisis Intervention • Cultural, gender, gender nonconformity, and sexual orientation competency • De-escalation • Emergency health response • Harm reduction • Mental health first aid • Motivational interviewing • Secondary trauma • Substance abuse and signs • Symptoms of overdose CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 107 • Trauma informed care, including domestic violence sensitivity • What to do in emergency situations Intervention Specific Best Practices Emergency Shelter Case Management: • Agency maintains appropriate ratio of case manager/housing specialist to clients. -Families: 1 case manager to no more than 20 families -Singles: 1 case manager to no more than 30 clients Coordination: • Programs will participate in Coordinated Entry as outlined in the Maricopa County Continuum of Care policies and procedures. Family Separation: • Resources or referrals are in place that will shelter families without separation. Services: • A housing –based service plan will be developed within 72 hours of entering shelter. This plan will be based on t the unique needs of the individual/household. • Clients will be connected to a navigator as soon as possible to assist them in attain all documents necessary to move into permanent housing. Transitional Housing Case Management: • Agency maintains a ratio of no more than 1 case manager/housing specialist to 20 households. Leasing / Occupancy standards: • Transparent leasing standards should focus on the hardest to serve, screening in rather than screening out. • All residents must have a signed lease or occupancy agreement. • Lease/occupancy agreements must be no less than one month and no more than 12 months in duration. Program Duration: • Length of stay in program not to exceed 24 months. • Continuous assessment of client to determine appropriate subsidy and level of services. • Re-evaluation is required, and continuation of the leasing subsidy / financial assistance is based upon household needs. • Program exit strategy – need wording to include community connectedness in their permanent housing following program exit. CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 108 Rent: • Tenant pays no more than 30% of their income of income toward rent. Permanent Housing These best practices apply to all permanent housing interventions. Permanent Supportive Housing (PSH), Other Permanent Housing (OPH) and Rapid Rehousing (RRH) specific Best Practices follow this section. Housing Retention: • Every resident in both scattered and single-site housing should have a housing retention plan to both maintain and prevent returns to homelessness. • Residents at risk of eviction will be assisted in maintaining their housing or in finding other suitable permanent housing. Progressive engagement should be utilized when appropriate and available. Mutual Rescission: • Direct services parties will work to educate and advocate with both tenant and landlord on benefits of a mutual rescission, as opposed to eviction. Scattered-Site Housing Selection: • Service providers ensure households have choices among available housing units which meet the rent reasonableness guidelines and pass basic habitability and lead- based paint screenings. • Staff will assist tenants in advocating for flexibility in paying their share of rent on time and offered special payment arrangements for rent arrears and/or assistance with financial management, including representative payee arrangements. Income: • Tenants who have been in supportive housing for one year increase their income, if they moved in with no income and those who moved in with income, maintain that income. • Providers should work with tenants who move into permanent housing to increase their income. • Tenants, who enter supportive housing with income and/or employment, have maintained it. • Avenues for employment are supported and encouraged for tenants. Landlord Engagement: • Upon program entry, programs are expected to engage with the landlord and develop an ongoing collaborative relationship. • Programs are expected to intervene and mediate any landlord issues or leasing concerns. • Programs are expected to educate landlords regarding program services and expectations. • Programs should have a point of contact with landlords for any issues that arise. CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 109 Housing Requirements: • Prior to execution of lease, units must pass basic Habitability and/or Housing Quality Standards Inspections, Lead-based Paint Screening and comply with rent reasonableness guidelines. • Tenants are required to have a lease or occupancy agreement in their name for the appropriate length of tenancy as determined by funding source. • Participation in services cannot be a condition of tenancy. • Programs should educate clients on all aspects of the lease. • With landlords, agencies must execute a Housing Assistance Payment contract (HAP) or rental assistance agreement based on the intervention. Program Duration: • Continuous assessment of client to determine appropriate subsidy and level of services. • Re-evaluation is required for continuation of the leasing subsidy / financial assistance is based upon household needs . • Households must also meet the requirements of the funder requirements. • Case management may be extended beyond the end of financial assistance if needed by the household. Services: • Individualized Housing Stabilization Plan (IHSP) will: -Be developed within two weeks of the lease start date based on the unique needs of the household. _IHSP should be client-centered and created with the active participation of the household. • Identify activities that will: -Connect resident to resources that integrate residents into the community, and increase independent living skills and social interaction. • Written program agreements clarify the services available and roles and responsibilities of both the service provider and tenant. • The intensity of services is based on the needs of the household with a minimum standard of weekly contact initiated by the service provider and at least one monthly home visit. Rapid Re-housing These best practices are in addition to those in listed the Permanent Housing section above. Referrals: • All referrals come through the Coordinated Entry System and agencies will accept referrals in accordance with the Coordinated Entry Policies and Procedures. • Agency has a plan for locating and engaging with the referred household tfrom coordinated entry that includes connections with homeless, human service and mainstream resources. • Multiple and varied attempts to contact the referred household must be made and documented before cancelling referral. A referral cannot be cancelled due to “not contact” prior to two weeks of attempted contact. • HMIS and/or shared data systems should be utilized to identify last known location of CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 110 the referred household. Intake and Assessment: • Agency utilizes an assessment process that is progressive, in that assessment and information gathering occurs when appropriate and relevant to service delivery and referral decisions and does not gather unnecessary information. • Assessment of relevant housing barriers is focused on “tenant screening” barriers and “housing retention” barriers.. Tenant screening barriers include employment, rental and criminal history, and other factors that would cause landlord to reject a tenant’s application for housing. Case Management: • Agency maintains a ratio of no more than 1 case manager/housing specialist to 20 households. • The intensity of services are based on the acuity of the household with a minimum standard of one monthly home visit, or more as needed. • Service providers should be actively involved in identifying and selecting a unit: the units should be affordable and sustainable over the long term and based upon the potential earned income of the client. Financial Assistance Standards: • Programs will use financial standards to determine appropriate portion of rent for which the client is responsible. • CoC approved RRH Financial Assistance Standards are made available to all providers. Training: • Provide ongoing RRH specific training to service providers at least twice annually. Permanent Supportive Housing These best practices are in addition to those listed in the Permanent Housing section above. Assessment: • Move-on strategy should be developed when appropriate. Case Management: • Agency maintains a ratio of no more than 1 case manager/housing specialist to 15 households. Leasing standards: • Transparent leasing standards should focus on the hardest to serve, screening in rather than screening out. Rent: CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 111 • Tenant pays no more than 30% of their income of income toward rent. Services: • Project-Based programs: -Property Management (PM) and Social Services (SS) are coordinated and have same approach/philosophy. -PM and SS develop and maintain a clear delineation of roles and ongoing communication. • Scattered-Site Projects: -Social Services should be coordinated with private landlords, when possible. Training: • Provide ongoing PSH specific training to service providers at least twice annually. CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 112 Appendix B: Glossary From Community Adopted Best Practices: ADA: The Americans with Disability Act of 1990 prohibits discrimination based on disability and requires programs to take reasonable steps to make programs accessible to people with disabilities. Affordable housing: A general term applied to public- and private-sector efforts to help low and moderate- income people purchase or lease housing. As defined by the United States Department of Housing and Urban Development, any housing accommodation for which a tenant household pays 30% or less of its adjusted gross income. Boundaries: In homeless programs, “boundaries” refers to limits to physical, mental, and emotional client- staff interactions to ensure that the rights and interests of clients are respected and that staff work reflects the agency's ethical values. Case management: The overall coordination of an individual’s treatment plan and use of services, which may include medical and mental health services, substance use services, and vocational training and employment. Although the definition of case management varies with local requirements and staff roles, a case manager often assumes responsibilities for outreach, advocacy, treatment planning and referral on behalf of individual clients. Chronically Homeless: HUD defines chronically homeless as a person or family (head of household) who has been homeless and living or residing in a place not meant for human habitation, a safe haven, or emergency shelter for at least a year or at least four separate occasions in the last 3 years and who can be diagnosed with a disabling condition. Contacts: A contact is defined as an interaction between an outreach worker and a client designed to engage the client. Contacts may include activities such as a conversation between the street outreach worker and the client about the client’s well-being or needs, an office visit to discuss their housing plan, or a referral to another community service. Continuum of Care: As a condition of funding, HUD requires local communities establish “Continua of Care” to oversee community planning around homelessness. Continuum of Care and Continuum are defined to mean the group that is organized to oversee community planning and carry out the responsibilities required to address homelessness within a specified geographic area. The Continuum is composed of representatives from various stakeholders from throughout the community. Diversion: Helping people seeking shelter by identifying immediate alternate housing and CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 113 connecting them with services and financial assistance to help them to return immediately to permanent housing. An emerging best practice, diversion programs can reduce the number of individuals and families becoming homeless, and thus the demand for shelter beds. Emergency / Crisis / Bridge Housing: A facility providing temporary or transitional shelter for the homeless, sometimes for sub-populations of the homeless. Engagements: Per the HMIS Data Standards, by agreement across all federal partners, an engagement date is the date on which an interactive client relationship results in a deliberate client assessment or beginning of a case plan. HMIS Universal Data Elements will be collected at this time. Enrollment: An enrollment date is the date when a client has formally consented to participate in services provided by the Outreach project. Exits: The date at which a client exits the program. Client may be exited prior to engagement and/or enrollment. Harm reduction: Harm reduction is a set of practical strategies that reduce the negative consequences associated with drug use, including safer use, managed use, and non- punitive abstinence. Congressionally mandated for all programs funded through the Department of Housing and Urban Development (HUD) homeless assistance grants. It is a software application designed to record and store client-level information on the characteristics and service needs of homeless persons. An HMIS is typically a web-based software application that homeless assistance providers use to coordinate care, manage their operations, and better serve their clients. Hot Box: A heated box used to eradicate bed bugs in exposed furniture. Housing First: The goal of "housing first" is to immediately house people who are homeless. Permanent housing is provided as quickly as possible no matter what is going on in one's life, and the housing is flexible and independent so that people are provided permanent housing easily and have access to sufficient supportive services to stay housed. Housing first can be contrasted with a continuum of housing "readiness," which typically subordinates access to permanent housing to other requirements. HUD: Department of Housing and Urban Development. Individualized Housing & Service Plan (IHSP): A service plan created by case managers for homeless clients to assist them in addressing barriers and maintaining stability. Intake: Recordation of basic client data into a database upon entry into a program (e.g., capturing and loading required data to HMIS upon entry to emergency shelter). Interim Housing: Sometimes referred to as “bridge housing”; temporary housing including emergency shelters, safe havens, transitional housing, and short-term hotel or motel vouchers. Provides temporary shelter during transition to permanent housing. Motivational Interviewing: An approach that emphasizes a collaborative relationship in which the case manager /staff “draws out” the client’s own motivations and skills for change, thereby empowering the client. Permanent Housing: Housing that is governed by a lease with no limits on length of stay. In terms of housing placement goals, the permanent housing category includes permanent supportive housing, rental by client (no ongoing subsidy), owned by client (no ongoing subsidy), rental by client (with ongoing housing subsidy), owned by client (with ongoing housing subsidy), and staying or living with family or friends (permanent tenure). Permanent Supportive Housing (PSH): Affordable housing where the tenant pays no more than 30 to 40 percent CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes Maricopa County • Human Services Department • Housing and Community Development Appendix Page | 114 of their income for housing costs. The tenants have a lease and there is an indefinite length of stay as long as the tenant complies with lease and/or funding requirements. Tenants should have easy access to a comprehensive array of individualized and flexible services, either on-site or in proximity to the housing site, that are designed to assist tenants in sustaining stability and productive lives in the community. Rapid Re-Housing: Promptly housing individuals or families who become homeless, often through temporary assistance to obtain and retain content in housing. Return to Homelessness / Recidivism: In homeless programs, “recidivism” refers to a return to homelessness after moving into permanent housing, as documented by HMIS. Tenant: A person who resides in rented premises under the terms of a lease. Tenants of supportive housing should have the same rights and responsibilities as tenants of other lease- based, permanent housing. Transitional Housing: Time-limited housing meant to help homeless people access permanent housing, usually within two years, through the provision of intensive supportive services. Voluntary Services: The term "supportive" in supportive housing refers to voluntary, flexible services designed primarily to help tenants maintain housing. Voluntary services are those that are available to but not demanded of tenants, such as service coordination, case management, physical and mental health, substance use management and recovery support, job training, literacy and education, youth and children's programs, and money management. Services are voluntary for the tenant, but required engagement is expected from the service provider. Warm Hand-Off: The transfer of a client from one provider to another, typically with a face-to- face introduction, in order to facilitate the transfer of the trust and rapport the client has developed, to the new provider. In homeless services, such transfers often occur between outreach workers and interim housing providers and between emergency shelter case managers and permanent supportive housing service coordinators. Maricopa County Human Services Department Housing and Community Development Maricopa.gov/HSD