Attachment A - FY 2026-2027 Draft Annual Action Plan.pdf

City of Phoenix  
2026-2027 Draft Annual Action Plan 
Attachment A

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Executive Summary 
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 
1.
Introduction
The 2026-27 Annual Action Plan is the specific one-year plan for the use of U.S. Department of Housing 
and Urban Development (HUD) formula grant funds. The formula grant programs included in the 
Consolidated Plan consist of the Community Development Block Grant (CDBG), HOME Investment 
Partnerships Program (HOME), Emergency Solutions Grant (ESG) and Housing Opportunities for Persons 
with AIDS (HOPWA) programs. 
The one-year action plan is based upon the priority needs defined in the Consolidated Plan strategy 
section and the available resources. The plan will guide the allocation of resources and other investment 
decisions along with the City's projected performance goals in the coming year. The strategy establishes 
the general priorities for assisting low- and moderate-income Phoenix residents and neighborhoods. 
2.
Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to 
another location. It may also contain any essential items from the housing and homeless needs 
assessment, the housing market analysis or the strategic plan. 
Through the 2025-2029 Consolidated Plan efforts, the City has identified eight priority needs and 
associated goals to address these needs.  These needs act as a framework for FY 2026-27 programs and 
activities identified in this Annual Action Plan. 
Affordable Housing 
1A Promote and fund new affordable housing development such as homeownership opportunities for 
low- and moderate-income households; development of new rental housing inventory; homeowner 
housing rehabilitation activities; and Community Housing Development Organizations (CHDO) affordable 
housing development activities in the city. Code enforcement activities will revitalize communities and 
help improve the health and safety of low/mod neighborhoods. 
Public Services 
2A Provide for supportive services for low- to moderate-income and special need populations. Services 
for LMI will include youth programs, health services, employment training, housing information and

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referral services and other eligible services under the CDBG program. Public services assisting special 
needs populations may include homeless programs, senior services, services for persons with a 
disability, and/or services for victims of domestic violence.  
Public Facilities & Infrastructure Investment 
3A Provide funds to improve and expand public facilities and infrastructure such as neighborhood 
facilities, parks and rec centers, water/sewer systems, sidewalks, and streets. Public facility 
improvements may also help special need groups and may be directed towards homeless shelters, 
senior centers and community centers.  
Economic Development 
4A Provide support for activities and promote job retention or creation for low- and moderate-income 
residents. Activities may include financial aid and technical assistance. There is also a need to provide 
support for façade improvements to commercial sites located in low/mod areas in Phoenix. 
Removal of Slum & Blight 
5A Provide support for the removal of slum and blight in low/mod areas in Phoenix. Demolition activities 
of aging and dilapidated structures will encourage revitalization efforts, and help improve the health and 
safety of these areas. 
Housing & Services for the Homeless 
6A Provide support for overnight shelter services for individuals and families experiencing 
homelessness. Emergency shelter will include wraparound services that help individuals and families 
gain self-sufficiency. The City will also provide homeless prevention services for those at-risk of 
homelessness, and rapid rehousing assistance to homeless individuals and families with the goal of 
eliminating or reducing homelessness in the City. 
Housing & Supportive Services for People Living with HIV/AIDS 
7A Provide funding support for housing subsidy activities for people living with HIV/AIDS, which include 
Transitional Housing, Tenant-Based Rental Assistance (TBRA), Short-Term Rent, Mortgage and Utility 
(STRMU) Assistance and Permanent Housing Placement (PHP). Several supportive services activities 
address the needs of eligible clients, increase accessibility to medical care and other vital resources. 
Effective Program Administration 
8A Effective program management of HUD grant programs will ensure compliance with each respective 
grant and their regulations and that programs meet their established objectives. This includes a range of

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activities such as general administration and planning of the CDBG, ESG, HOME and HOPWA grant 
programs, monitoring subrecipients, fair housing activities and keeping strict grant-based accounting. 
3.
Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or 
projects. 
FY2025 marked the first year of the 2025-2029 Consolidated Plan. The established priority needs will 
guide planning efforts for the upcoming year, as detailed in the FY2024 CAPER. The following is a 
summary of accomplishments by priority: 
Housing: 
Phoenix continued its efforts to improve housing conditions for low- and moderate-income households, 
with a strong focus on rental housing construction and tenant-based rental assistance. The City 
successfully increased access to affordable rental units, constructing 382 rental units, achieving 106.11% 
of the strategic goal. However, homeowner rehabilitation efforts fell short, with 24 homeowner housing 
rehabilitations completed, achieving 20% of the program-year goal. Direct financial assistance to 
homebuyers supported 3 households, reaching 100% of the strategic goal. While rental housing 
initiatives have shown progress, homeownership opportunities and rehabilitation efforts remain a 
challenge. Moving forward, Phoenix will need to accelerate its efforts in housing development and 
rehabilitation to fully meet its five-year affordable housing objectives. 
Public Facilities and Improvements: 
Phoenix made substantial advancements in public facilities and infrastructure, benefiting 2,448 
individuals in low- and moderate-income communities, exceeding the program year goal of 1,410 
individuals. Additionally, 42,185 individuals benefited from public service activities linked to public 
facility investments, for the program year, achieving over 5000% of the five-year goal. With these 
achievements, the City far exceeded its five-year goals for public facility improvements, continuing its 
commitment to strengthening infrastructure in underserved areas. 
Public Services: 
The City remained committed to expanding public services that support low- and moderate-income 
individuals, including homelessness outreach, youth programs, senior services, and job training. Public 
service activities benefited 1,517 individuals, slightly exceeding the annual goal and contributing to the 
City’s success in surpassing its five-year public service targets. Phoenix has made significant progress in 
delivering essential resources to residents in need and remains dedicated to providing ongoing support 
for vulnerable populations.

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Homelessness Assistance: 
Phoenix continued investing in homelessness prevention, emergency shelters, and rapid rehousing 
programs. The City provided 1,972 individuals with emergency shelter services. A total of 121 justice 
involved individuals were provided navigation and wrap around services. Homelessness prevention 
efforts assisted 249 individuals. Additionally, 54 households received rapid rehousing assistance. 
Although certain homelessness prevention measures have not met initial projections, Phoenix’s broader 
shelter and rehousing initiatives have significantly advanced. With continued collaboration and 
investment, the City is striving to close the gap and make meaningful progress toward fulfilling its five-
year homelessness assistance objectives. 
4.
Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan. 
5.
Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen 
Participation section of the Con Plan. 
6.
Summary of comments or views not accepted and the reasons for not accepting them
7.
Summary

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PR-05 Lead & Responsible Agencies – 91.200(b) 
1.
Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant 
program and funding source. 
Agency Role 
Name 
Department/Agency 
CDBG Administrator 
PHOENIX 
City of Phoenix Neighborhood Services Department 
HOPWA Administrator 
PHOENIX 
City of Phoenix Housing Department 
HOME Administrator 
PHOENIX 
City of Phoenix Housing Department 
ESG Administrator 
PHOENIX 
City of Phoenix Office of Homeless Solutions 
Table 1 – Responsible Agencies 
Narrative (optional) 
The City’s Neighborhood Services Department (NSD) is the lead agency and is responsible for HUD entitlement grants which includes CDBG, 
HOME, ESG, and HOPWA. NSD is also responsible for the preparation of the Consolidated Plan, Annual Action Plan, and Consolidated Annual 
Performance Evaluation Report (CAPER). Additionally, NSD staff also administer the Request for Proposal (RFP) process and oversees the 
selection of CDBG subrecipients for City Council’s consideration. 
The City’s Housing Department administers HOME and HOPWA. HOME is the largest federal block grant to state and local governments designed 
exclusively to create affordable housing for low-income households. HOPWA is an entitlement grant dedicated to assisting communities to 
provide affordable housing opportunities and related supportive services for low-income persons living with HIV/AIDS and their families. 
The City’s Office of Homeless Solutions administers ESG. ESG assists individuals in quickly regaining permanent housing stability after

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experiencing a housing crisis and/or homelessness and can be used for emergency shelter, street outreach, rapid re-housing, Homeless 
Management Information System (HMIS) costs, homelessness prevention, and for administration and planning costs. 
During the first year Annual Action Plan, the City solicited input from other governmental agencies as well as various public and private agencies 
providing housing, social services, and other community development activities within the community. The City will continue to form new 
partnerships with non-profit organizations, the private sector, and other local resources. 
Consolidated Plan Public Contact Information 
Spencer J. Self 
Neighborhood Services Director 
phone: 602-262-7494 
email: spencer.self@phoenix.gov

Contingency Provision for PY 2026 Grant Allocations 
At this time HUD has not yet announced the PY 2026 CDBG, HOME, ESG and HOPWA grant allocations. 
The grant allocations of $14,389,727 for CDBG, $5,123,745 for HOME, $5,586,702 for HOPWA and 
$1,271,028 for ESG are only an estimate of the anticipated PY 2025 grant allocations based on prior year 
awards. The City of Phoenix has a contingency provision per HUD notice CDP-25-02 to align final 
allocations with actual funding. Activity budgets will be proportionally adjusted to match the announced 
allocation while ensuring compliance with grant regulations.  
• For CDBG, the allocation of funds will be 20% for admin, no more than 15% for public services 
(including homeless services), and the balance of funds for affordable housing, public facilities and 
infrastructure improvements, and economic development.  
• HOME funds will be allocated 10% for admin, 15% for CHDO housing developments as required 
by the program, and the balance of funds for non-CHDO housing developments including multi-
family rental development, down payment assistance and housing rehabilitation.  
• HOPWA funding will allocate 3% for admin, and the remaining balance to Project Sponsors 
delivering housing subsidy and supportive services activities. 
• ESG will fund admin at 7.5%, homeless prevention and rapid rehousing at 32.5% and emergency 
shelter services at 60%.

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AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 
1.
Introduction
In the coming year, Phoenix will remain focused on serving vulnerable individuals and families with 
children experiencing homelessness through collaboration with other funders and partnerships with 
essential public and private systems of care including health and behavioral health care; public safety; 
education; and employment providers. The City will continue to lead efforts in providing outreach and 
services to Veterans, seniors, unaccompanied youth, and families with children and other individuals 
experiencing homelessness or chronic homelessness through participation in targeted initiatives and 
support to community-based providers. 
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 City of Phoenix enhances coordination between public and assisted housing providers, private 
entities, and governmental health, mental health, and service agencies. Phoenix maintains strong 
partnerships with housing providers through collaborative initiatives that expand affordable housing and 
address diverse community needs. 
The City’s Housing Department administers the federal Housing Choice Voucher (Section 8) program, 
offering rental assistance to very low-income families, older adults, and individuals with disabilities. 
These programs promote long-term stability for Phoenix’s most vulnerable residents. Additionally, 
Phoenix allocates Community Development Block Grant (CDBG) and HOME Investment Partnerships 
Program (HOME) funds to support nonprofit and service agencies assisting individuals experiencing 
homelessness, housing insecurity, and financial hardship. 
Through the Maricopa Regional Continuum of Care (CoC), Phoenix collaborates with mental health 
providers, shelters, service agencies, and regional organizations to provide coordinated homelessness 
assistance. The City’s Office of Homeless Solutions operates outreach and engagement programs to 
connect unhoused individuals to housing resources, behavioral health services, employment programs, 
and case management. Phoenix also leverages general funds for transitional housing, emergency 
shelters, and eviction prevention, ensuring residents have access to both immediate and long-term 
housing solutions. 
Phoenix participates in the Homeless Management Information System (HMIS) as part of the Maricopa 
Regional CoC, which tracks homelessness trends, measures service outcomes, and enhances 
coordination among providers. The City’s outreach teams, shelters, and service providers utilize HMIS to 
assess client 
needs, prevent duplication of services, and improve case management. HMIS data informs funding 
decisions and strengthens Phoenix’s ability to address homelessness with evidence-based strategies.

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To bridge the digital divide, Phoenix partners with internet providers, community organizations, and 
technology firms to expand digital connectivity for low- and moderate-income households. The City has 
collaborated with providers to implement low-cost internet programs, ensuring residents have 
affordable broadband and mobile services. Phoenix Public Libraries and digital inclusion initiatives offer 
technology lending, digital literacy training, and online learning resources, supporting economic 
opportunities and educational advancement. 
Phoenix works with local, regional, and federal agencies to strengthen emergency preparedness, hazard 
mitigation, and disaster response. The City collaborates with the Maricopa County Department of 
Emergency Management and participates in the Maricopa County Multi-Jurisdictional Hazard Mitigation 
Plan to assess risks and develop response strategies. Additionally, Phoenix partners with the Maricopa 
County Community Organizations Active in Disaster (MCCOAD) to coordinate emergency relief efforts, 
streamline response operations, and enhance community resilience. 
To address flood risks, Phoenix partners with the Maricopa County Flood Control District to implement 
mitigation projects, improve stormwater management, and protect neighborhoods. These efforts 
reduce flood damage, enhance infrastructure resilience, and ensure public safety. 
Phoenix advances sustainability and climate resilience through partnerships with the Arizona 
Department of Environmental Quality (ADEQ) and the Maricopa County Air Quality Department. The 
City is committed to reducing emissions, improving air quality, and promoting sustainable infrastructure 
projects to ensure long-term environmental resilience and energy efficiency. 
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. 
The City has been an active member of the Maricopa Regional Continuum of Care (CoC) since its 
inception. The Director of the City of Phoenix Office of Homeless Solutions serves as co-chair on the CoC 
Board and many staff are active participants in CoC collaboratives, workgroups, and activities. 
Currently, the City is combining outreach, housing stabilization, and public and assisted housing 
resources to support programs which move chronically homeless individuals and families, Veterans, 
unaccompanied youth, and seniors from the street to housing as quickly as possible. The City also 
supports emergency shelter for single individuals and families with children. The City provides 
emergency shelter, housing stabilization, and rapid rehousing services to seniors, families, single adults, 
and medically vulnerable individuals in order to help provide supports to end homelessness. 
The City is a key partner in Pathways Home, a Regional Homelessness Action Plan for local and tribal 
governments. The three-step action plan has a goal of reducing homelessness by 25 percent by 2027. 
These steps include committing to work together throughout the region, increasing safe housing 
options, and supporting diverse partnerships to address homelessness. Together, these steps can

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strengthen the regional infrastructure to address homelessness. This plan represents the first time local 
and tribal governments of all sizes have come together to address homelessness with a robust, regional 
approach. Local and tribal governments created this action plan with community partners to build a 
stronger regional infrastructure to address 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 
The City of Phoenix Office of Homeless Solutions Director serves as co-chair on the Maricopa County 
Regional Continuum of Care (CoC) Board. The Continuum of Care Board is the decision-making body for 
the CoC. This position represents the ESG formula recipients, and actively participates in collaboratives, 
workgroups, and activities of the CoC. The City is also an active member of the Maricopa Association of 
Governments Data Collaborative, CoC Collaborative, Local Jurisdiction Collaborative, Coordinated 
Entry Collaborative, and the ESG Collaborative, which is a workgroup formed by the CoC to develop 
regional strategies and practices for the comprehensive implementation of ESG eligible services across 
Maricopa County. 
The Maricopa County Continuum of Care Community Adopted Best Practices are a set of performance 
and quality standards for each of the Continuum’s primary engagement/housing interventions. The 
community adopted 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. The Best 
Practices include a framework that applies to the Continuum’s full continuum of services, including 
Outreach, Encampments, Coordinated Entry and Assessment, Emergency Shelter, Transitional Housing, 
Rapid Rehousing, and Permanent Supportive Housing. The shared best practices may be applied to any 
program, including non-HUD funded projects. (street outreach, emergency shelter, transitional housing, 
rapid re-housing, permanent supportive housing), developed in partnership by the population specific 
work groups (Street Outreach Collaborative, Chronic Homelessness, Collaborative Outreach, 
Coordinated Entry, Ending Veteran Homelessness, Emergency Solutions Grant, Shelter Prioritization) and 
approved by the CoC Governing Board. The Best Practices were approved by the CoC Board after being 
developed in collaboration with people experiencing homelessness, service providers, and funders as a 
statement of what the community strives for in program design, operation, and outcomes. The Best 
Practices promote a common language and understanding of program components and expectations, 
and subsequently a framework for evaluating program efficacy and determining level of need. 
2. 
Describe Agencies, groups, organizations and others who participated in the process 
and describe the jurisdiction’s consultations with housing, social service agencies and other 
entities

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Table 2 – Agencies, groups, organizations who participated 
1 Agency/Group/Organization 
Maricopa Association of Governments 
Agency/Group/Organization Type 
Regional organization 
Planning organization 
Housing Phoenix Plan 
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 
Briefly describe how the Agency/Group/Organization 
was consulted. What are the anticipated outcomes of 
the consultation or areas for improved coordination? 
The Maricopa Association of Governments is the lead agency of the Maricopa 
Regional CoC. The City of Phoenix has been an active member of the CoC since 
its inception. As a member of the CoC Board and active participant in CoC 
collaboratives, workgroups, and activities, the City plays a leadership role in the 
implementation of efforts to end homelessness across the region. The CoC 
provided information on CoC operations and homelessness needs in the 
community to inform future funding priorities. 
2 Agency/Group/Organization 
City of Phoenix Equal Opportunity Department 
Agency/Group/Organization Type 
Services - Housing 
Service-Fair Housing 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Briefly describe how the Agency/Group/Organization 
was consulted. What are the anticipated outcomes of 
the consultation or areas for improved coordination? 
The Equal Opportunity Department/Fair Housing Section provided information 
and data for the Consolidated Plan, pertaining to the Fair Housing needs within 
the city and is a part of the strategies within the Analysis of Impediments to Fair 
Housing Choice. The Department was also consulted through the online 
stakeholder survey.

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3 Agency/Group/Organization 
City of Phoenix Human Services Dept. 
Agency/Group/Organization Type 
Services - Housing 
Services-Children 
Services-Elderly Persons 
Services-Victims of Domestic Violence 
Services-homeless 
Services-Employment 
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 
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 Human Services Department via the Office of Homeless Solutions 
administers ESG funding and monitors sub-recipients. Information was provided 
on ESG operations and homelessness needs within the city to inform future 
funding priorities. 
4 Agency/Group/Organization 
City of Phoenix Housing Department 
Agency/Group/Organization Type 
Housing 
PHA 
Services - Housing 
Services-Persons with HIV/AIDS 
Services - Narrowing the Digital Divide 
Planning organization 
What section of the Plan was addressed by 
Consultation? 
Public Housing Needs 
HOPWA Strategy 
Housing Phoenix Plan

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Briefly describe how the Agency/Group/Organization 
was consulted. What are the anticipated outcomes of 
the consultation or areas for improved coordination? 
The Housing Department is the Public Housing Authority for the City of Phoenix. 
The Housing Department administers the HOME Program, HOPWA, Housing 
Choice Vouchers, The Housing Phoenix Plan, and oversees the Choice 
Neighborhoods Grant. 
5 Agency/Group/Organization 
City of Phoenix Office of Emergency Management 
Agency/Group/Organization Type 
Agency - Emergency Management 
What section of the Plan was addressed by 
Consultation? 
Public Housing Needs 
Resiliency 
Briefly describe how the Agency/Group/Organization 
was consulted. What are the anticipated outcomes of 
the consultation or areas for improved coordination? 
The City of Phoenix Office of Emergency Management is dedicated to promoting 
a safer, more resilient city by coordinating and integrating all activities necessary 
before, during and after any natural disasters, acts of terrorism, or other man-
made disasters. This office is focused on assuring continuity of city government 
and readiness for emergency operations with the safety and well-being of 
citizens of the City of Phoenix in the forefront of our operations. 
6 Agency/Group/Organization 
City of Phoenix Neighborhood Services Department 
Agency/Group/Organization Type 
Services - Housing 
Services-Children 
Services-Elderly Persons 
Services-Victims of Domestic Violence 
Services-homeless 
Other government - Local 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Market Analysis

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Briefly describe how the Agency/Group/Organization 
was consulted. What are the anticipated outcomes of 
the consultation or areas for improved coordination? 
The City of Phoenix Neighborhood Services Department is committed to 
partnering with residents in building to preserve, enhance and engage Phoenix 
neighborhoods. This department was consulted through the online stakeholder 
survey. 
 
Identify any Agency Types not consulted and provide rationale for not consulting 
No single agency or organization was purposely excluded from providing input on the Annual Action Plan.  
 
Other local/regional/state/federal planning efforts considered when preparing the Plan 
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 
The City and the Maricopa Association of Governments share the same goal to eliminate or 
reduce homelessness in Phoenix. 
Housing Phoenix Plan 
City of Phoenix, 
Housing Department 
The Housing Phoenix Plan identified the need for affordable housing. The goals of the plan 
helped to inform the housing goals in the plan. 
Strategies to Address 
Homelessness Plan 
City of Phoenix, Office 
of Homeless Solutions 
The Homelessness Plan helped to identify homelessness needs and strategies in Phoenix. 
The goals of the plan helped to inform the homeless service goals in the plan. The Office of 
Homeless Solutions is currently refreshing its strategic plan for 2026-2029. 
Table 3 – Other local / regional / federal planning efforts 
 
Narrative (optional) 
The City of Phoenix has been an active member of the Maricopa County Continuum of Care (CoC) since its inception. As a member of the CoC 
Board and active participant in CoC collaboratives, workgroups, and activities, the City plays a leadership role in the implementation of efforts to 
end homelessness across the region. The CoC provided information on CoC operations and homelessness needs in the community to inform 
future funding priorities.

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AP-12 Participation – 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 
 
 
Citizen Participation Outreach 
Sort Order 
Mode of Outreach 
Target of Outreach 
Summary of  
response/attendance 
Summary of  
comments received 
Summary of comments 
not accepted 
and reasons 
URL (If 
applicable) 
 
 
 
 
 
 
 
Table 4 – Citizen Participation Outreach

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Expected Resources  
AP-15 Expected Resources – 91.220(c)(1,2) 
Introduction 
The City of Phoenix receives an annual allocation of funds from four federal formula grant programs: the Community Development Block Grant 
(CDBG), the HOME Investment Partnerships (HOME), Housing Opportunities for Persons Living With AIDS (HOPWA), and the Emergency 
Solutions Grants (ESG) programs. These grant funds support various initiatives, including community development programs, affordable housing 
development and preservation, housing subsidy programs and supportive services for individuals with HIV/AIDS and their families, and efforts to 
address homelessness. Program Year 2026 is the second year of the Five-Year Consolidated Plan for 2025-2029, and the City anticipates

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receiving similar allocation amounts each year throughout this period.  
Anticipated Resources 
Program 
Source 
of 
Funds 
Uses of Funds 
Expected Amount Available Year 1 
Expected 
Amount 
Available 
Remainder 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 
14,389,727.00 
600,000.00 21,892,029.00 36,881,756.00 43,169,181.00 
FY26 is the second 
program year of the 
Con Plan.  The funds 
expected for the 
remainder of Con 
Plan is 3x more 
years of the annual 
allocation and 
program income.

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Program 
Source 
of 
Funds 
Uses of Funds 
Expected Amount Available Year 1 
Expected 
Amount 
Available 
Remainder of 
ConPlan  
$ 
Narrative Description 
Annual 
Allocation: $ 
Program 
Income: $ 
Prior Year 
Resources: $ 
Total: 
$ 
HOME 
public 
- 
federal 
Acquisition 
Homebuyer 
assistance 
Homeowner 
rehab 
Multifamily 
rental new 
construction 
Multifamily 
rental rehab 
New 
construction 
for ownership 
TBRA 
5,123,745.14 10,165,006.00 
0.00 15,288,751.14 30,495,019.00 
FY26 is the second 
program year of the 
Con Plan. The funds 
expected for the 
remainder of the 
Con Plan is 3 more 
years of the annual 
allocation and 
program income. 
Annual Allocation 
($5,123,745.14) + PI 
($10,165,006) x3 
years = ($ 
30,495,019.14).

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Program 
Source 
of 
Funds 
Uses of Funds 
Expected Amount Available Year 1 
Expected 
Amount 
Available 
Remainder of 
ConPlan  
$ 
Narrative Description 
Annual 
Allocation: $ 
Program 
Income: $ 
Prior Year 
Resources: $ 
Total: 
$ 
HOPWA 
public 
- 
federal 
Permanent 
housing in 
facilities 
Permanent 
housing 
placement 
Short term or 
transitional 
housing 
facilities 
STRMU 
Supportive 
services 
TBRA 
5,586,702.00 
0.00 
0.00 
5,586,702.00 16,760,106.00 
FY26 is the second 
program year of the 
Con Plan. The funds 
expected for the 
remainder of Con 
Plan is 3x more 
years of the annual 
allocation.

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Program 
Source 
of 
Funds 
Uses of Funds 
Expected Amount Available Year 1 
Expected 
Amount 
Available 
Remainder of 
ConPlan  
$ 
Narrative Description 
Annual 
Allocation: $ 
Program 
Income: $ 
Prior Year 
Resources: $ 
Total: 
$ 
ESG 
public 
- 
federal 
Conversion 
and rehab for 
transitional 
housing 
Financial 
Assistance 
Overnight 
shelter 
Rapid re-
housing (rental 
assistance) 
Rental 
Assistance 
Services 
Transitional 
housing 
1,271,028.00 
0.00 
0.00 
1,271,028.00 
5,084,112.00 
FY26 is the second 
program year of the 
Con Plan. The funds 
expected for the 
remainder of Con 
Plan is 3x more 
years of the annual 
allocation. 
Table 5 - Expected Resources – Priority Table 
 
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how 
matching requirements will be satisfied 
The CDBG program does not require matching funds; however, it provides opportunities to leverage private, local, state, and other federal funds 
for public service activities. To maximize the effectiveness of the formula grant funding, the City partners with various nonprofit organizations, 
private lending institutions, and other federal programs to enhance program funding.

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The HOME program requires a matching contribution of at least 25% of the funds spent on affordable housing. The City utilizes a combination of 
federal, state, and local funds, as well as other non-federal resources, to fulfill this matching requirement. Examples of these funds include tax- 
exempt General Obligation Bond funds, tax-exempt bonds, and tax credits. The State of Arizona also plays a significant role in providing 
affordable housing in Phoenix through various means. This includes offering funding to applicants from the HOME Program and the Housing 
Trust Fund, as well as managing the distribution of tax-exempt development bonds and tax credit allocations. The state offers a State Low-
Income Housing Tax Credit program designed for both 4% metro projects and 9% rural projects. The City of Phoenix will continue to encourage 
the State to take a more active role in addressing the demand for affordable housing. Additionally, the City will explore and promote 
opportunities for the State to offer tax incentives, such as tax credits and property tax waivers, for lands and structures that support affordable 
housing initiatives.  
The City promotes the involvement of private businesses and nonprofit organizations in creating affordable and assisted housing. This is 
achieved by utilizing funds from the National Affordable Housing Act, Community Development Block Grant (CDBG) funds, and the HOME 
program. Additionally, the City will continue to use funds from its General Obligation Bond Program, when available, to implement 
comprehensive revitalization strategies in neighborhoods. 
ESG has a 100% match requirement, which means funds must be matched dollar for dollar. The City of Phoenix fulfills ESG match funds with the 
City’s General Purpose funds. HOPWA does not have a match requirement. 
 
Continued in Discussion below:

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If appropriate, describe publically owned land or property located within the jurisdiction that 
may be used to address the needs identified in the plan 
The Housing Phoenix Plan documents the findings of the city's Affordable Housing Initiative, which 
launched in 2019 with the goal of completing a housing needs assessment and establishing policy 
recommendations to address the city's current housing challenge. Through extensive research and 
community outreach, the plan identifies the community's housing needs, documents the housing gap, 
compiles nationwide best practices, and recommends nine policy initiatives to reach the goal of creating 
a stronger and more vibrant Phoenix through increased housing options for all. As the fifth largest city in 
the country, Phoenix has experienced consistent population growth which has outpaced the growth of 
the housing market. 
This nine-point initiative plan was created to establish zoning incentives for affordable housing 
developers, create allowances for accessory dwelling units, redevelop city-owned land with housing, 
increase resources, streamline processes, and establish an education campaign. 
The City has properties set aside for public and private partnership in direct support of activities such as 
the CDBG Slum and Blight Acquisition, Infill Program. This program will allow new construction of single- 
and or multifamily homes on vacant lots within residential neighborhoods located in neighborhood 
initiative and redevelopment areas. In addition, the City will provide CDBG funds for homebuyer 
assistance to low- and moderate-income homebuyers. 
As part of the Housing Phoenix Plan, the Housing Department has identified underutilized parcels within 
the City’s portfolio. These parcels will be made available to non-profit and for-profit developers through 
a Request for Proposal (RFP) process for redevelopment that would result in increased affordable 
housing units throughout the City of Phoenix. Progress has been made in 2025 to issue multiple RFPs, 
and award an additional site to a non-profit development partner. The most recent RFPs released by the 
Neighborhood Services Department include four parcels along 16th Street and Broadway Road and 38 
parcels in the Isaac Redevelopment Area, both issued December 30, 2025. Additionally, the 
Neighborhood Services Department released an RFP for two parcels for the development of affordable 
housing in the Oakland Historic District which was awarded by Council on June 18, 2025 and for 8 
parcels in the Sunnyslope/Village Center which closed on March 14, 2025 and is pending Council 
approval. 
To date, approximately 66% of the approved parcels slated for residential use have been released via 
RFP and due diligence for additional releases is underway. Projects underway as a result of this initiative 
include 80 units of affordable senior housing next to one of the City’s senior center, 250 units of 
affordable housing along with a medical clinic in the Midtown area in addition to affordable 
homeownership opportunities in several neighborhoods throughout the city. 
The City of Phoenix regularly commits publicly owned land or property to induce the development of 
desired affordable housing, supportive housing, homeless, economic development and neighborhood

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revitalization projects and programs. The commitment of such resources is executed through 
development agreements typically executed with development entities selected through a competitive 
process. 
Discussion 
On June 7, 2022, the Phoenix City Council approved an allocation of American Rescue Plan Act (ARPA) 
funds for Affordable Housing Programs - gap financing and a Community Land Trust (CLT). $6 million in 
funding was allocated for the acquisition, rehabilitation, and/or new construction of affordable housing 
units to help fill financing gaps and encourage projects to stay on track toward completion. The Phoenix 
City Council allocated $5 million in APRA funds toward a CLT program with the goal of funding an all-
inclusive CLT. A CLT looks to ensure permanent affordability by holding the land in a trust and selling the 
home to an eligible low-income home buyer. Through this funding, at least 25 new homeownership 
opportunities will be provided, with future sale proceeds being reinvested back into the city. To date, 10 
homes have been rehabilitated and sold. On June 14, 2023, the Phoenix City Council approved gap 
financing for four affordable housing developments that will support the creation of 544 affordable 
housing units and a CLT program administrator. Additionally, Council allocated ARPA funds towards a 
landlord incentive program to incentivize participating in the Housing Choice Voucher Program which 
sunseted in Fall of 2024 and brought more than 900 new landlords to the voucher program.

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Annual Goals and Objectives 
 
AP-20 Annual Goals and Objectives 
Goals Summary Information 
Sort 
Order 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic Area 
Needs Addressed 
Funding 
Goal Outcome Indicator 
1 
1A Develop & 
Preserve 
Affordable 
Housing 
2025 2029 Affordable 
Housing 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
Affordable 
Housing 
CDBG: 
$6,396,390.00 
HOME: 
$10,165,006.49 
Rental units constructed: 412 
Household Housing Unit 
Homeowner Housing 
Rehabilitated: 76 Household 
Housing Unit 
Direct Financial Assistance to 
Homebuyers: 6 Households 
Assisted 
Housing Code 
Enforcement/Foreclosed 
Property Care: 30 Household 
Housing Unit

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Sort 
Order 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic Area 
Needs Addressed 
Funding 
Goal Outcome Indicator 
2 
2A Public Services 
for LMI & Special 
Need 
2025 2029 Non-Housing 
Community 
Development 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
Public Services 
CDBG: 
$2,158,459.00 
Public service activities other 
than Low/Moderate Income 
Housing Benefit: 4010 Persons 
Assisted 
Public service activities for 
Low/Moderate Income 
Housing Benefit: 385 
Households Assisted 
3 
3A Improve Public 
Facilities & 
Infrastructure 
2025 2029 Non-Housing 
Community 
Development 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
Public Facilities & 
Infrastructure 
Investment 
CDBG: 
$1,218,084.00 
Public Facility or Infrastructure 
Activities other than 
Low/Moderate Income 
Housing Benefit: 1000 Persons 
Assisted 
Public Facility or Infrastructure 
Activities for Low/Moderate 
Income Housing Benefit: 
30000 Households Assisted 
4 
4A Economic 
Development 
2025 2029 Non-Housing 
Community 
Development 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
Economic 
Development 
CDBG: 
$302,900.00 
Facade treatment/business 
building rehabilitation: 2 
Business 
Businesses assisted: 25 
Businesses Assisted

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Sort 
Order 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic Area 
Needs Addressed 
Funding 
Goal Outcome Indicator 
5 
5A Removal of 
Slum & Blight 
2025 2029 Economic 
Development 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
Removal of Slum 
& Blight 
CDBG: 
$809,951.00 
Buildings Demolished: 4 
Buildings 
Housing Code 
Enforcement/Foreclosed 
Property Care: 40 Household 
Housing Unit 
6 
6A Homeless 
Housing & 
Services 
2025 2029 Homeless 
Citywide 
Low/Mod Eligible 
Housing & 
Services for the 
Homeless 
ESG: 
$1,271,028.00 
Public service activities for 
Low/Moderate Income 
Housing Benefit: 3000 
Households Assisted 
Tenant-based rental assistance 
/ Rapid Rehousing: 50 
Households Assisted 
Homeless Person Overnight 
Shelter: 2000 Persons Assisted 
Homelessness Prevention: 200 
Persons Assisted

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Sort 
Order 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic Area 
Needs Addressed 
Funding 
Goal Outcome Indicator 
7 
7A Housing & 
Supportive 
Services for 
People Living with 
HIV/AIDS 
2025 2029 Non-Homeless 
Special Needs 
HOPWA EMSA 
Housing & 
Supportive 
Services for 
People Living 
with HIV/AIDS 
HOPWA: 
$5,419,101.00 
Public service activities other 
than Low/Moderate Income 
Housing Benefit: 835 Persons 
Assisted 
Tenant-based rental assistance 
/ Rapid Rehousing: 165 
Households Assisted 
Homelessness Prevention: 85 
Persons Assisted 
HIV/AIDS Housing Operations: 
120 Household Housing Unit 
8 
8A Effective 
Program 
Administration 
2025 2029 Non-Housing 
Community 
Development 
Edison-Eastlake 
Choice 
Neighborhoods 
Citywide 
Low/Mod Eligible 
Marcos de Niza-
Grant Park 
Choice 
Neighborhoods 
HOPWA EMSA 
Effective Program 
Administration 
CDBG: 
$2,877,945.00 
HOPWA: 
$167,601.00 
HOME: 
$512,374.51 
  
Table 6 – Goals Summary 
 
Goal Descriptions

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1 Goal Name 
1A Develop & Preserve Affordable Housing 
Goal 
Description 
Promote and fund new affordable housing development such as homeownership opportunities for low- and moderate-
income households; development of new rental housing inventory; homeowner housing rehabilitation activities; and 
CHDO affordable housing development activities in the City. Code enforcement activities will revitalize communities and 
help improve the health and safety of low/mod neighborhoods. 
2 Goal Name 
2A Public Services for LMI & Special Need 
Goal 
Description 
Provide for supportive services for low- to moderate-income and special need populations. Services for LMI will include 
youth programs, health services, employment training, housing information and referral services and other eligible 
services under the CDBG program. Public services assisting special needs populations may include homeless programs, 
senior services, services for persons with a disability, services for victims of domestic violence. 
3 Goal Name 
3A Improve Public Facilities & Infrastructure 
Goal 
Description 
Provide funds to improve and expand public facilities and infrastructure such as neighborhood facilities, parks and rec 
centers, water/sewer systems, sidewalks, and streets. Public facility improvements may also help special need groups and 
may be directed towards homeless shelters, senior centers and community centers. 
4 Goal Name 
4A Economic Development 
Goal 
Description 
Provide support for activities and promote job retention or creation for low- and moderate-income residents. Activities 
may include financial aid and technical assistance. There is also a need to provide support for façade improvements to 
commercial sites located in low/mod areas in Phoenix. 
5 Goal Name 
5A Removal of Slum & Blight 
Goal 
Description 
Provide support for the removal of slum and blight in low/mod areas in Phoenix. Demolition activities of aging and 
dilapidated structures will encourage revitalization efforts, and help improve the health and safety of these areas.

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6 Goal Name 
6A Homeless Housing & Services 
Goal 
Description 
Provide support for overnight shelter services for individuals and families experiencing homelessness. Emergency shelter 
will include wraparound services that help individuals and families gain self-sufficiency. The City will also provide homeless 
prevention services for those at-risk of homelessness, and rapid rehousing assistance to homeless individuals and families 
with the goal of eliminating or reducing homelessness in the City. 
7 Goal Name 
7A Housing & Supportive Services for People Living with HIV/AIDS 
Goal 
Description 
Provide funding support for housing subsidy activities for people living with HIV/AIDS, which include Transitional Housing, 
Tenant-Based Rental Assistance (TBRA), Short-Term Rent, Mortgage and Utility (STRMU) Assistance and Permanent 
Housing Placement (PHP). Several supportive services activities address the needs of eligible clients, increase accessibility 
to medical care and other vital resources. 
8 Goal Name 
8A Effective Program Administration 
Goal 
Description 
Effective program management of HUD grant programs will ensure compliance with each respective grant and their 
regulations and that programs meet their established objectives. This includes a range of activities such as general 
administration and planning of the CDBG, ESG, HOME and HOPWA grant programs, monitoring subrecipients, fair housing 
activities and keeping strict grant-based accounting.

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Projects  
AP-35 Projects – 91.220(d) 
Introduction  
The projects included in this section are designed to address the needs of the Phoenix community as 
outlined in the Consolidated Plan. 
CDBG will fund public service programs, public facilities and infrastructure improvements, housing 
rehabilitation activities, economic development, the removal of slum and blight, and admin of the 
program. The CDBG program has a 20% grant cap allowed for administrative costs and no more than 
15% of the grant may be allocated towards public services. 
HOME will fund affordable housing development and preservation and Community Housing 
Development Organization (CHDO) development activities as required under grant guidelines. There is a 
10% grant cap for administrative activities and 15% of the total grant is reserved for CHDO activities. 
ESG will fund homeless programs such as homelessness prevention, rapid rehousing rental assistance, 
street outreach services and shelter operations. For ESG, there is a 7.5% grant cap for administrative 
activities, and no more than 60% may be allocated towards emergency shelter operations. 
HOPWA will fund housing programs and supportive services for eligible people living with HIV/AIDS. 
Projects are listed by HOPWA Project Sponsors. There is a 3% grant cap for administrative costs. 
 
Projects 
# 
Project Name 
1 CDBG Administration 
2 CDBG Affordable Housing 
3 CDBG Public Services 
4 CDBG Homeless Programs 
5 CDBG Public Facilities & Infrastructure 
6 CDBG Economic Development 
7 CDBG Removal of Slum & Blight 
8 HOME Administration 
9 HOME CHDO Set-Aside (15%) 
10 HOME Projects 
11 ESG26 Phoenix 
12 2026-2029 City of Phoenix AZH26F001 (COP) 
13 2026-2029 Southwest Behavioral & Health Services AZH26F001 (SBH)

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# 
Project Name 
14 2026-2029 Area Agency on Aging AZH26F001 (AAA) 
Table 7 - Project Information 
 
Describe the reasons for allocation priorities and any obstacles to addressing underserved 
needs 
The City of Phoenix allocates funds based on the needs identified in the 2025-2029 Consolidated Plan. 
The priority needs were affordable housing, public services, public facility and infrastructure 
improvements, economic development opportunities, the removal of slum and blight, housing for 
homeless and homeless services and addressing the needs of individuals and their families living with 
HIV/AIDS. Projects funded in PY 2026 will address several of these priorities. 
Public facilities and infrastructure improvements and expanded access have been identified as a need in 
Phoenix, specifically in low- and moderate-income areas. These improvements may include activities 
such as streets, sidewalks, water/sewer systems, neighborhood facilities, parks and rec centers, senior 
centers and homeless shelters. 
Public services that provide basic needs for LMI and special needs are a high priority. These services 
focus on helping individuals and families avoid homeless and gain self-sufficiency. Often times this need 
exceeds the amount of funds available. CDBG has a 20% admin and 15% public services grant cap. 
The preservation and development of affordable housing, for both rental and homeownership 
opportunities, remains one of the highest priorities in the City. These needs are addressed by CDBG and 
HOME funds as eligible under each grant guideline. Activities include direct financial assistance, rental 
housing construction, existing homeowner housing rehab, tenant-based rental assistance and other 
homeownership opportunities. HOME has a 10% admin grant cap and must allocation at least 15% 
towards CHDO affordable housing development. 
Economic development to support activities that promote job retention or creation for low- and 
moderate-income residents in a priority. Activities may include financial aid and technical assistance. 
There is also a need to provide support for façade improvements to commercial sites located in 
low/mod areas in Phoenix. 
Homeless services that work to end homelessness in Phoenix are a priority and this need is addressed 
through the ESG program. The City will fund programs that help with homeless prevention and rapid 
rehousing activities to help families avoid homelessness, as well as emergency shelter services for 
persons experiencing homelessness. ESG has a 7.5% admin grant and shelter services are limited as 
there is a 60% grant cap allocation for this type of activity. 
 
The removal of slum and blight is also a priority for Phoenix. Demolition activities of aging and

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dilapidated structures will encourage revitalization efforts, and help improve the health and safety of 
these areas. 
Supportive services and housing subsidy programs are vital for individuals and families living with 
HIV/AIDS as any housing instability may greatly affect the ability for this group to receive the care they 
need. HOPWA has an admin cap of 3%.

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AP-38 Project Summary 
Project Summary Information

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1 
Project Name 
CDBG Administration 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
HOPWA EMSA 
Goals Supported 
8A Effective Program Administration 
Needs Addressed 
Effective Program Administration 
Funding 
CDBG: $2,877,945.00 
Description 
National Objective: 24 CFR 570.208(d)(4) Program Administration 
Matrix Code: 24 CFR 570.206 21A-General Program Admin Funds will 
be used to administer the CDBG program. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
N/A. 
Location Description 
Citywide, eligible. 
Planned Activities 
CDBG admin funding covers a broad range of activities to include 
compliance and reporting activities, neighborhood coordination and 
support, and neighborhood outreach. Additionally, CDBG admin funds 
are utilized by partner departments for critical services to include: 
 
1. The Housing Department’s Development Division to oversee critical 
affordable housing activities. 
2 
Project Name 
CDBG Affordable Housing 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
  
Needs Addressed 
  
Funding 
CDBG: $6,396,390.00

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Description 
Utilize CDBG current year, prior year, and/or Program Income funds to 
increase and preserve affordable rental housing and homeowner 
housing for low- and moderate-income residents. Activities, 
corresponding National Objectives and matrix codes, that support this 
project may include:Housing Department:1. CDBG Housing 
Development Operations, Project Delivery and Request for Proposal - 
Housing Department, National Objective: 24 CFR 570.208(a)(3) LMH-
Low/Mod Housing Benefit, Eligible Activity: 24 CFR 570.02 (a)(1), (b)(1),   
IDIS Matrix Code: 14B, 14J funds operations costs to support the 
Housing Department Call for Interest in identifying HOME eligible 
affordable multi-family housing development projects and project 
delivery for HOME funded DPA program. Funded with 2025-2026 CDBG 
funds.Neighborhood Services Revitalization Division:1. Infill Program 
(Staff and Request for Proposal), National Objective: 24 CFR 
570.208(b)(1) SBA-Slum/Blight Area Benefit, 24 CFR 570.208(b)(2) SBS-
Slum/Blight Spot Benefit, Eligible Activity: 24 CFR 570.201(a), (b), (d), 
(i), IDIS Matrix Code: Various 01, 02, 04, 04A, 06, 08, supporting 
acquisition, disposition, clearance and demolition, relocation to support 
affordable housing construction.2. Down Payment Assistance, National 
Objective: 24 CFR 570.208(a)(3) LMH - Low/Mod Housing Benefit, 
Eligible Activity: 570.201(n), IDIS Matrix Code: 13B Homeownership 
Assistance-excluding Housing Counseling (Housing Counseling to be 
reported under 13A as separate activity).3. Housing Counseling, 
National Objective: 24 CFR 570.208(a)(3) LMH-Low/Mod Housing 
Benefit, Eligible Activity: 24 CFR 570.201(e), IDIS Matrix Code: 
05U.Neighborhood Services Revitalization Division, Housing 
Rehabilitation Section:1. Owner Occupied Rehabilitation Program, 
National Objective: 24 CFR 570.208(a)(3) LMH-Low/Mod Housing 
Benefit, Eligible Activity: 24 CFR 570.202 (a)(1), IDIS Matrix Code: 14A-
Rehab.2. Rental Rehabilitation Program, National Objective: 24 CFR 
570.208(a)(3) LMH-Low/Mod Housing Benefit, Eligible Activity: 24 CFR 
570.202 (a)(1), IDIS Matrix Code: 14A-Rehab.3. Housing Rehab Request 
for Proposal (ADA Modifications), National Objective: 24 CFR 
570.208(a)(3) LMH-Low/Mod Housing Benefit, Eligible Activity: 24 CFR 
570.202 (a)(1), IDIS Matrix Code: 14A-Rehab.4. Hardship Assistance 
Program, National Objective: 24 CFR 570.208(a)(3) LMH-Low/Mod 
Housing Benefit, Eligible Activity: 24 CFR 570.202(a)(1). Matrix Code: 
14A-RehabHardship Assistance Program (HAP).Neighborhood 
Preservation Division:1. Code Enforcement, National Objective: 24 CFR 
570.208(a)(1) LMA-Low/Mod Area Benefit, Eligible Activity 24 CFR

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570.201(c), Matrix Code: 15-Code Enforcement LMA Low/Mod Area 
Benefit. 2025-26 Funding 
Target Date 
6/30/2027

Annual Action Plan 
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Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Housing Department: 
 
1. CDBG Housing Development Operations, Project Delivery and 
Request for Proposal - Goal Outcome Indicator: Rental Units 
Constructed. Quantity: 412. Unit of Measure: Household Housing Unit 
and Goal Outcome Indicator: Direct Financial Assistance to 
Homebuyers. Quantity: 6. Unit of Measure: Households Assisted. 1 
owner occupied rehab assisted w/HOME Funds. 
Neighborhood Services Revitalization Division: 
1. Infill Program (Staff and Request for Proposal) - Goal Outcome 
Indicator: Homeowner Housing Added. Quantity: TBD. Unit of Measure: 
Household Housing Unit. Quantity to be determined if funded. 
2. Down Payment Assistance- Goal Outcome Indicator: Direct Financial 
Assistance to Homebuyers. Quantity: TBD. Unit of Measure: 
Households Assisted. Quantity to be determined if funded. 
3. Housing Counseling - Goal Outcome Indicator: Direct Financial 
Assistance to Homebuyers. Quantity: 0. Unit of Measure: Households 
Assisted. Quantity to be determined if funded. 
Neighborhood Services Revitalization Division, Housing Rehabilitation 
Section: 
1. Owner Occupied Housing Rehab- Goal Outcome Indicator: 
Homeowner Housing Rehab. Quantity: 50. Unit of Measure: Household 
Housing Unit 
2. Rental Rehab- Goal Outcome Indicator: Homeowner Housing Rehab. 
Quantity: TBD. Unit of Measure: Household Housing Unit. Quantity to 
be determined if funded. 
3. Housing Rehab Request for Proposal (ADA Modifications- Goal 
Outcome Indicator: Homeowner Housing Rehab. Quantity: 10. Unit of 
Measure: Household Housing Unit 
4. Hardship Assistance- Goal Outcome Indicator: Homeowner Housing 
Rehab. Quantity: 15. Unit of Measure: Household Housing Unit 
Neighborhood Preservation Division: 
1. Code Enforcement - Goal Outcome Indicator: Housing Code 
Enforcement Quantity: 30 Unit of Measure: Household Housing Unit 
Location Description 
Citywide, eligible.

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Planned Activities 
Planned activities to preserve and develop affordable rental housing 
and homeowner housing for low- and moderate-income residents may 
include: 
 
Housing Department: 
1. Housing Department Development Operations funds the initiation 
and administration of many diverse housing programs, all of which 
increase the supply of affordable rental housing or home-ownership 
opportunities for lower income households. These housing programs 
concentrate on providing assistance to households with incomes at or 
below 80% of area median income with HOME funded affordable 
housing development and Down Payment assistance programs. 
Neighborhood Services Revitalization Division: 
 
1. Infill Program (Staff and Request for Proposal) conveys previously 
slum and blighted and or strategically acquired properties to nonprofit 
agencies and/or for-profit developers through a competitive request 
for proposals (RFP) process for construction and disposition of single- 
family homes or multifamily projects. The construction may be funded 
through private financing and or a combination of federal and private 
funds. 
2. Down Payment Assistance program provides financial 
homeownership assistance to LMI households purchasing a home after 
completing housing counseling requirements. 
3. Housing Counseling Request for Proposal funds a subrecipient to 
provide comprehensive housing counseling services to assist 
homebuyers and homeowners meeting HUD's low-moderate criteria of 
up to 80 percent Area Median Income (AMI) with HOME funded 
affordable housing development and Down Payment assistance 
programs. 
Neighborhood Services Revitalization Division, Housing Rehabilitation 
Section: 
1. Owner Occupied Rehabilitation Program provides financial assistance 
(in the form of grants or loans) to eligible low- and moderate-income 
homeowners for emergency home repairs that address health or safety 
hazards. The program may also address non-emergency home repairs 
to stabilize critical home systems (electrical, mechanical, plumbing, 
roofing), to remediate lead hazards, to improve the homes energy 
efficiency, and to meet healthy homes standards.

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2. Rental Rehabilitation Program provides flexible financing for the 
rehabilitation of single family/multifamily rental units intended to be 
occupied by low- and moderate-income tenants. Owner 
contribution/matching funds may be required. 
3. ADA Home Accessibility Modifications Program Rehab Request for 
Proposal will fund a subrecipient to perform repairs to improve the 
accessibility of homes of low- and moderate-income disabled and or 
elderly residents. 
4. Hardship Assistance Program (HAP) provides assistance (in the form 
of grants or loans) to low- and moderate-income eligible Phoenix 
homeowners to correct potential or existing exterior violations of the 
Neighborhood Preservation and Zoning ordinances, and or health and 
safety codes 
Neighborhood Preservation Division: 
1. Code Enforcement Program focus on addressing common blight 
violations included in the Neighborhood Preservation Ordinance (high 
and/or dry vegetation, accumulation of litter/debris, outdoor storage of 
personal property and inoperable vehicles, unsecured/vacant 
structures, fences in disrepair, graffiti and vehicles parked on non-
dustproof surfaces). 
3 
Project Name 
CDBG Public Services 
Target Area 
  
Goals Supported 
2A Public Services for LMI & Special Need 
Needs Addressed 
Public Services 
Funding 
CDBG: $2,158,459.00 
Description 
  
Target Date 
6/30/2027

Annual Action Plan 
2026 
39 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Housing Department: 
1. Family Self-Sufficiency Program - Housing Department - Goal 
Outcome Indicator: Public service activities for Low/Moderate Income 
Housing Benefit. Quantity: 300. Unit of Measure: Households Assisted 
2. Aeroterra Program – Housing Department – Goal Outcome Indicator: 
Public service activities for Low/Moderate Income Housing Benefit. 
Quantity: 65-70. Unit of Measure: Households Assisted 
3. Phoenix Starfish Place - Housing Department - Goal Outcome 
Indicator: Public service activities for Low/Moderate Income Housing 
Benefit. Quantity: 15. Unit of Measure: Households Assisted 
Neighborhood Engagement Division: 
1. Neighborhood Engagement Coordination (Neighborhood Specialist) - 
Goal Outcome Indicator: Public service activities other than 
Low/Moderate Income Housing Benefit. Quantity: 500. Unit of 
Measure: Persons Assisted. 
Neighborhood Revitalization Division, Neighborhood Enhancement 
Section 
1. It is estimated that approximately 0 vulnerable individuals will 
benefit from public service activities funded in FY 25. 
Location Description 
Citywide, eligible.

Annual Action Plan 
2026 
40 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Planned Activities 
Planned public service activities may include: 
Housing Department: 
1. The FSS Program, administered by the City Housing Department, 
provides direct case management through Housing Department staff to 
support families in Section 8, conventional, and scattered site housing. 
The program focuses on identifying and eliminating barriers to self-
sufficiency, empowering families to achieve financial independence and 
long-term stability. 
2. The Aeroterra Program, administered by the City of Phoenix Housing 
Department, is a vital investment in the long-term stability of families 
transitioning from chronic homelessness. Targeted on-site counseling 
and case management for youth struggling to adjust to permanent 
housing significantly increase the likelihood of maintaining stable 
housing and improving family outcomes. 
3. Phoenix Starfish Place is administered by the City Housing 
Department and is a city owned fifteen-unit apartment complex where 
victims of sex and human trafficking receive supportive services, direct 
counseling, assistance developing life and parenting skills, assistance 
with their educational goals and with gaining meaningful employment. 
provide direct services in a residential setting to the victims of sex and 
human trafficking and their immediate families. 
Neighborhood Engagement Division: 
1. Neighborhood Engagement Coordination (Neighborhood Specialists) 
funds support various neighborhood engagement efforts in low- to 
moderate-income areas to foster successful coordination and valuable 
feedback on neighborhood revitalization projects. 
Neighborhood Revitalization Division, Neighborhood Enhancement 
Section 
1. Public Services Notice of Funding Opportunity and Homeless Services 
Support. 
4 
Project Name 
CDBG Homeless Programs 
Target Area 
Citywide Low/Mod Eligible 
Goals Supported 
2A Public Services for LMI & Special Need 
Needs Addressed 
Public Services 
Funding 
CDBG: $871,000.00

Annual Action Plan 
2026 
41 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Description 
Utilize CDBG funds to assist individuals and families gain stable housing 
after experiencing homelessness or prevent a housing crisis. Activities, 
corresponding National Objectives, and matrix codes that support this 
project may include:Human Services Department:1. Landlord and 
Tenant Education Program (Staff) - Human Services Department, 
National Objective: 24 CFR 570.208(a)(2) LMC- Low/Mod Limited 
Clientele Benefit, Eligible Activity: 24 CFR 570.201(e), IDIS Matrix Code: 
OSK Tenant/Landlord Counseling. Activity is funded with 2025-26 CDBG 
fund.2. Tenant Emergency Assistance - Human Services Department, 
National Objective: 24 CFR 570.208(a)(2) LMC- Low/Mod Limited 
Clientele Benefit, Eligible Activity: 24 CFR 570.201(e), 24 CFR 
570.207(b)(4) and 24 CFR 570.408(c)(2), IDIS Matrix Code: 05Q 
Subsistence Payments (emergency payments on behalf of individuals or 
families). Activity is funded with 2025-26 CDBG fund.Office of Homeless 
Solutions1. Emergency Shelter - Office of Homeless Solutions, National 
Objective: 24 CFR 570.208(a)(2) LMC-Low/Mod Limited Clientele 
Benefit, Eligible Activity: 24 CFR 570.201(e), IDIS Matrix Code: 03T-
Homeless/AIDS Patients. Activity is funded with 2025-26 CDBG fund.2. 
Navigation and Wrap Around Services for Justice Involved Individuals 
Experiencing Homelessness - Office of Homeless Solutions, National 
Objective: 24 CFR 570.208(a)(2) LMC-Low/Mod Limited Clientele, 
Eligible Activity: 24 CFR 570.201(e), IDIS Benefit Matrix Code: 05Z-Other 
Public Services Not Listed in 03T and 05A-05Y. Activity is funded with 
2025-26 CDBG fund.3. Rapid Rehousing and Housing Stabilization 
Support- Office of Homeless Solutions, National Objective: 24 CFR 
570.208(a)(2) LMC-Low/Mod Limited Clientele Benefit, Eligible Activity: 
24 CFR 570.201(e), IDIS Matrix Code: 05Z-Other Public Services Not 
Listed in 03T and 05A-05Y. Activity is funded with $0 in 2025-26 CDBG 
funds, if funded, will be funded with prior year funds.4. Outreach and 
Engagement for Persons Experiencing Homelessness - Office of 
Homeless Solutions, National Objective: 24 CFR 570.208(a)(2) LMC-
Low/Mod Limited Clientele Benefit, Eligible Activity: 24 CFR 570.201(e), 
IDIS Matrix Code: 05Z-Other Public Services Not Listed in 03T and 05A-
05Y. Activity is funded with 2025-26 CDBG fund. 
Target Date 
6/30/2027

Annual Action Plan 
2026 
42 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Human Services Department: 
1. Landlord and Tenant Education Program (Staff) - Human Services 
Department - Outcome Goal Indicator: Public services activities for 
Low/Moderate Income Housing Benefit. Quantity: 3,500. Unit of 
Measure: Persons assisted. 
2. Tenant Emergency Assistance - Human Services Department - Goal 
Outcome Indicator: Public services activities for Low/Moderate Income 
Housing Benefit. Quantity: 10. Unit of Measure: Persons Assisted 
Office of Homeless Solutions 
1. Emergency Shelter – Office of Homeless Solutions - Goal Outcome 
Indicator: Homeless Person Overnight Shelter. Quantity: 150. Unit of 
Measure: Persons Assisted.  
2. Navigation and Wrap Around Services for Justice Involved Individuals 
Experiencing Homelessness - Office of Homeless Solutions - Goal 
Outcome Indicator: Public service activities for Low/Moderate Income 
Housing Benefit. Quantity: 100.  
3. Rapid Rehousing and Housing Stabilization Support- Office of 
Homeless Solutions - Goal Outcome Indicator: Public service activities 
for Low/Moderate Income Housing Benefit. Quantity: TBD. Unit of 
Measure: Households Assisted. Quantity to be determined once the 
subrecipient is awarded a contract. 
4. Outreach and Engagement for Persons Experiencing Homelessness - 
Office of Homeless Solutions - Goal Outcome Indicator: Public service 
activities for Low/Moderate Income Housing Benefit. Quantity: 2,900. 
Unit of Measure: Households Assisted.  
Location Description 
Citywide, eligible.

Annual Action Plan 
2026 
43 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Planned Activities 
Utilize CDBG funds to assist individuals and families gain stable housing 
after experiencing homelessness or prevent a housing crisis with 
activities that may include: 
Human Services Department: 
1. Landlord and Tenant Education Program (Staff) administered by the 
Human Services Department, provides education and counseling to 
tenants and landlords via the telephone, e-mails and face to face 
sessions and also conducts regular educational sessions/workshops on 
the Arizona Residential Landlord and Tenant Act and the Arizona 
Mobile Home Act. 
2. Tenant Emergency Assistance administered by the Human Services 
Department, provides emergency one-time assistance to Phoenix 
tenants whose income is low- and moderate-income and are facing 
homelessness as a direct result of code enforcement for imminent 
hazards or other health and safety conditions. 
Office of Homeless Solutions 
1. Emergency Shelter – Office of Homeless Solutions will administer a 
request for proposal to identify a subrecipient, or subrecipients, for 
emergency shelter operations and services, for families identified by 
City Police, Fire and Office of Homeless Solutions Officials. 
2. Navigation and Wrap Around Services for Justice Involved Individuals 
Experiencing Homelessness - Office of Homeless Solutions, a request 
for proposal will identify a subrecipient, or subrecipients, to support 
persons experiencing homelessness who become involved in the 
criminal justice system, within the City of Phoenix. 
3. Rapid Rehousing and Housing Stabilization Support- Office of 
Homeless Solutions, a request for proposal will identify a subrecipient, 
or subrecipients, to support individuals moving from sheltered or 
unsheltered homelessness to permanent housing using a Housing First 
model. 
4. Outreach and Engagement for Persons Experiencing Homelessness - 
Office of Homeless Solutions, a request for proposal to identify a 
subrecipient, or subrecipients, to support outreach and engagement 
services for persons experiencing homelessness. 
5 
Project Name 
CDBG Public Facilities & Infrastructure 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
3A Improve Public Facilities & Infrastructure

Annual Action Plan 
2026 
44 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Needs Addressed 
Public Facilities & Infrastructure Investment 
Funding 
CDBG: $1,844,082.00

Annual Action Plan 
2026 
45 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Description 
Utilize CDBG current year, prior year, and/or Program Income, and/or 
CDBG-CV funds to foster the development of vibrant and thriving 
neighborhoods by investing in facilities, infrastructure and addressing 
blight. Activities, corresponding National Objectives and matrix codes, 
that support this project may include:Housing Department:1. 
CDBG 
Project Delivery, National Objective: 24 CFR 570.208(a)(1) LMA - 
Low/Mod Area Benefit, 24 CFR 570.208(a)(2) LMC - Low/Mod Limited 
Clientele Benefit, Eligible Activity: 24 CFR 570.201(c), Matrix Code: 03A 
Senior Centers, 03B Facilities for Persons w. Disabilities, 03C Homeless 
Facilitates (not operating costs), 03D Youth Centers, 03E Neighborhood 
Facilities, 03F Parks, Recreational Facilities, 03G Parking Facilities, 03H 
Solid Waste Disposal Improvements, 03I Flood Drainage Improvements, 
03J Water/Sewer Improvements, 03K Street Improvements, 03L 
Sidewalks, 03M Child Care Centers, 03N Tree Planting, 03O Fire 
Stations/Equipment, 03P Health Facilities, 03Q Facilities for Abused and 
Neglected Children, 03R Asbestos Removal, 03S Facilities for AIDS 
Patients (not operating costs), 03Z-Other Public Improvements Not 
Listed in 03A-03S. This activity incorporates staff costs for project 
management and monitoring of cross cutting requirements.2.
 
Neighborhood Enhancement and Infrastructure Program, 
National Objective: 24 CFR 570.208(a)(1) LMA-Low/Mod Area Benefit, 
24 CFR 570.208(a)(2) LMC - Low/Mod Limited Clientele Benefit, Eligible 
Activity: Eligible Activity: 24 CFR 570.201(c), IDIS Matrix Code: Various 
03A-03S and 03Z Other Public Improvements not listed in 03A-03S. 
2024 Funding: $0 will use prior year funds if funded.Neighborhood 
Preservation Division:1. Graffiti Removal, National Objective: 24 CFR 
570.208(a)(1) LMA- Low/Mod Area Benefit, Eligible Activity: 24 CFR 
570.201(c), Matrix Code: 03Z Other Public Improvements not listed in 
03A-03S. 2025- 26 FundingNeighborhood Services Revitalization 
Division:1. 
Strategic Acquisition (Affordable Housing Development, 
Shelter Support, & other Public Facilities), National Objective: 24 CFR 
570.208(a)(1) LMA-Low/Mod Area Benefit, Eligible Activity: 24 CFR 
570.201(a), (c), (d), (i), IDIS Matrix Code: 01, 03C, 03Z, 04, 08, 
supporting acquisition, clearance and demolition, relocation to support 
affordable housing development, shelter support and other Public 
Facilities.Neighborhood Revitalization Division, Neighborhood 
Enhancement Section1. CDBG Project Delivery, National Objective: 24 
CFR 570.208(a)(1) LMA - Low/Mod Area Benefit, 24 CFR 570.208(a)(2) 
LMC - Low/Mod Limited Clientele Benefit, Eligible Activity: 24 CFR 
570.201(c), Matrix Code: IDIS Matrix Code: 01, 02, 04, and 08, 03A 
through 03S and 03Z. This activity incorporates staff costs for project

Annual Action Plan 
2026 
46 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
management and monitoring of cross-cutting requirements. Funding: 
$0.00 will use prior year funds if needed.2. 
Neighborhood 
Enhancement and Infrastructure Program, National Objective: 24 CFR 
570.208(a)(1) LMA-Low/Mod Area Benefit, 24 CFR 570.208(a)(2) LMC - 
Low/Mod Limited Clientele Benefit, IDIS Matrix Code: Various 03A 
through 03S and 03Z.3. Public Facilities Notice of Funding Opportunity, 
National Objective: 24 CFR 570.208(a)(1) LMA-Low/Mod Area Benefit, 
24 CFR 570.208(a)(2) LMC - Low/Mod Limited Clientele, IDIS Matrix 
Code: Various 03A through 03S and 03Z.4. 
Strategic Acquisition 
and Disposition (Affordable Housing Development, Shelter Support, & 
other Public Facilities), National Objective: 24 CFR 570.208(a)(1) LMA-
Low/Mod Area Benefit, 24 CFR 570.208(a)(2) LMC - Low/Mod Limited 
Clientele Benefit, Eligible Activity: 24 CFR 570.201(a), (c), (d), (i), IDIS 
Matrix Code: 01, 02, 04, and 08, 03A through 03S and 03Z. Funding: 
$0.00 willuse prior year funds if funded. 
Target Date 
6/30/2027

Annual Action Plan 
2026 
47 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Housing Department: 
1. Project Delivery and Environmental Support - Goal Outcome 
Indicator: Public Facilities or Infrastructure other than Housing Benefit. 
Quantity: 200 Unit of Measure: Persons Assisted. 
2. Neighborhood Enhancement and Infrastructure Program - Goal 
Outcome Indicator: Public Facilities or Infrastructure other than 
Housing Benefit. Quantity: TBD Unit of Measure: Persons Assisted. 
Neighborhood Preservation Division: 
1. Graffiti Removal - Goal Outcome Indicator: Other Quantity: 30,000 
Unit of Measure: Other (Households Assisted). 
Neighborhood Services Revitalization Division: 
1. Strategic Acquisition (Affordable Housing Development, Shelter 
Support, & other Public Facilities) - Goal Outcome Indicator: Other. 
Quantity: 0. Unit of Measure: Properties acquired. Quantity to be 
determined if funded. 
Neighborhood Revitalization Division, Neighborhood Enhancement 
Section 
1. Project Delivery and Environmental Support - Goal Outcome 
Indicator: Public Facilities or Infrastructure other than Housing Benefit. 
Quantity: 0 Unit of Measure: Persons Assisted 
2. Neighborhood Enhancement and Infrastructure Program - Goal 
Outcome Indicator: Public Facility or Infrastructure other than Housing 
Benefit. Quantity: 1000 Unit of Measure: Persons Assisted 
3. Public Facilities Notice of Funding Opportunity - Goal Outcome 
Indicator: Public Facility or Infrastructure activity other than Housing 
Benefit. Quantity: 0. Unit of Measure: Number of Persons Assisted. 
4. Strategic Acquisition and Disposition (Affordable Housing 
Development, Shelter Support, & other Public Facilities) - Goal 
Outcome Indicator: Other. Quantity: TBD. Unit of Measure: Properties 
acquired. Quantity to be determined if funded. 
Location Description 
Citywide, eligible.  
Planned Activities 
  
6 
Project Name 
CDBG Economic Development 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
4A Economic Development 
Needs Addressed 
Economic Development

Annual Action Plan 
2026 
48 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Funding 
CDBG: $302,900.00 
Description 
Utilize CDBG funds to enhance the City's economic stability by investing 
in opportunities to develop and strengthen small businesses and micro-
enterprises through activities that may include: Neighborhood 
Revitalization Division, Neighborhood Enhancement Section: 
1. 
Neighborhood Commercial Rehabilitation (Subrecipient, 
Operations and Projects), National Objective: 24 CFR 570.208(a)(1) 
LMA-Low/Mod Area Benefit, Eligible Activity: 24 CFR 570.202(a)(3), IDIS 
Matrix Code: Various, 14-E, 16B, 17A through 17D, 18A through 
18C,19C and 19E. 2024 Funding: $02. 
Small Business and 
Microenterprise Support Programs (Subrecipient, Consultants and 
Operations), National Objective: 24 CFR 570.208(a)(1) LMA-Low/Mod 
Area Benefit, 24 CFR 570.208(a)(2) LMC-Low/Mod Clientele Benefit, 24 
CFR 570.208(a)(4) LMJ-Low/Mod Job Creation or Retention Activities, 
Eligible Activity: 24 CFR 570.203(c), 24 CFR 570.201(o), IDIS Matrix 
Code: 18B and 18C. 2024 Funding: $389,704 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Neighborhood Revitalization Division, Neighborhood Enhancement 
Section: 
1. Goal Outcome Indicator: Businesses assisted. Quantity: 25. Unit of 
Measure: Businesses Assisted. 
2. Goal Outcome Indicator: Facade treatment/business building 
rehabilitation. Quantity: 2. Unit of Measure: Business. Quantity to be 
determined if funded. 
Location Description 
Citywide, eligible.  
Planned Activities 
Utilize CDBG funds to enhance the City's economic stability by investing 
in opportunities to develop and strengthen small businesses and micro-
enterprises through activities that may include: 
Neighborhood Revitalization Division, Neighborhood Enhancement 
Section: 
1. Neighborhood Commercial Rehabilitation Programs 
(Subrecipient, Operations and Projects), including façade 
improvement for privately owned businesses serving low-
income areas and persons. 
2. Small Business and Microenterprise Support Programs 
(Subrecipient, Consultants & Operations), including 
management technical assistance.

Annual Action Plan 
2026 
49 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
7 
Project Name 
CDBG Removal of Slum & Blight 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
5A Removal of Slum & Blight 
Needs Addressed 
Removal of Slum & Blight 
Funding 
CDBG: $809,951.00 
Description 
The City will fund the removal of slum and blight in low/mod areas in 
Phoenix. Demolition activities of aging and dilapidated structures will 
encourage revitalization efforts, and help improve the health and safety 
of these areas.Neighborhood Preservation Division:1. 
Demolition, 
National Objective: 24 CFR 570.208(b)(2) SBS- Slum/Blight Spot Benefit, 
Eligible Activity: 24 CFR 570.201(d), IDIS Matrix Code: 04-Clearance and 
Demolition. 2025-26 Funding2. Abatement Coordination, National 
Objective: 24 CFR 570.208(b)(2) SBS-Slum/Blight Spot Benefit, Eligible 
Activity: 24 CFR 570.202(a)(1), Matrix Code: 04-Clearance and 
Demolition. 2025-26 Funding 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Neighborhood Preservation Division: 
1. Demolition - Goal Outcome Indicator: Building Demolished 
Quantity: 4 Units of Measure: Buildings 
2. Abatement Coordination - Goal Outcome Indicator: Housing 
Code Enforcement Quantity: 40 Unit of Measure: Household Housing 
Unit 
Location Description 
Citywide, eligible.

Annual Action Plan 
2026 
50 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Planned Activities 
Planned activities include: 
Neighborhood Preservation Division: 
1. Demolition Program addresses vacant structures that pose a threat 
to the health, safety and welfare of residents and adjacent properties 
through education and enforcement of the Neighborhood Preservation 
Ordinance, including contractual demolition of deteriorated, unsafe, 
and uninhabitable vacant structures. 
2. Abatement Coordination addresses open and unsecured, vacant 
structures that pose a threat to the health, safety and welfare of 
residents and adjacent properties through education and enforcement 
of the Neighborhood Preservation Ordinance, including contractual 
board up of deteriorated and unsafe vacant structures. 
8 
Project Name 
HOME Administration 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
8A Effective Program Administration 
Needs Addressed 
Effective Program Administration 
Funding 
HOME: $512,374.51 
Description 
Administration of the 2026 HOME Program. No more than 10% of the 
HOME annual allocation may be allocated towards admin costs. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
N/A. 
Location Description 
Citywide, eligible. 
Planned Activities 
Administration of the HOME 2026 Program. 
9 
Project Name 
HOME CHDO Set-Aside (15%) 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
1A Develop & Preserve Affordable Housing 
Needs Addressed 
Affordable Housing

Annual Action Plan 
2026 
51 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Funding 
HOME: $768,561.77 
Description 
The City will provide HOME resources to a local certified CHDO to 
develop affordable housing units for low- to moderate-income 
households in Phoenix. There is a 15% set-aside of the HOME grant for 
CHDO development activities. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Rental Housing constructed (CHDO): 56 Household Housing Unit 
Location Description 
Citywide, eligible. 
Planned Activities 
Planned activities include affordable housing development by a 
certified CHDO. 
10 Project Name 
HOME Projects 
Target Area 
Edison-Eastlake Choice Neighborhoods 
Citywide Low/Mod Eligible 
Marcos de Niza-Grant Park Choice Neighborhoods 
Goals Supported 
1A Develop & Preserve Affordable Housing 
Needs Addressed 
Affordable Housing 
Funding 
HOME: $9,652,631.98 
Description 
The City will fund affordable rental housing development, down 
payment assistance and housing rehab activities that will benefit low- 
to moderate-income households Phoenix. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Rental units constructed: 252 Household Housing Unit 
Direct Financial Assistance to Homebuyers: 8 Households Assisted 
Homeowner Housing 
Rehabilitated: 1 Household Housing Unit 
Location Description 
Citywide, eligible.

Annual Action Plan 
2026 
52 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Planned Activities 
Planned affordable housing activities may include acquisition and/or 
rehabilitation of multifamily projects; new construction of multifamily 
housing units; special needs multifamily rental housing; owner- 
occupied housing rehabilitation; homeownership assistance in the form 
of a direct subsidy to be used to assist homebuyers with down payment 
and/or closing cost; acquisition and/or rehabilitation of 
homeownership assistance in the form of a direct subsidy to be used 
assist homebuyers with down payment and/or closing; acquisition 
and/or rehabilitation of homebuyer properties; and new construction 
of homeowner housing. 
 
11 Project Name 
ESG26 Phoenix 
Target Area 
Citywide Low/Mod Eligible 
Goals Supported 
6A Homeless Housing & Services 
Needs Addressed 
Housing & Services for the Homeless 
Funding 
ESG: $1,271,028.00 
Description 
The City will fund homeless prevention for individual and families at- 
risk of homelessness, rapid rehousing rental assistance activities, street 
outreach services and emergency and transitional shelter facilities. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Tenant-based rental assistance / Rapid Rehousing: 50 Households 
Assisted 
Homelessness Prevention: 200 Persons Assisted 
Homeless Person Overnight Shelter: 1850 Persons Assisted 
Location Description 
Citywide, eligible. 
Planned Activities 
Planned activities include: 
ESG Program Administration: $95,327 
Costs associated with administering the ESG program will be funded at 
7.5% of the total grant. Emergency shelter and street outreach services 
may not exceed 60% of the total ESG annual allocation funding, and the 
balance of funds will be allocated towards homeless prevention and 
rapid rehousing activities (32.5%). 
12 Project Name 
2026-2029 City of Phoenix AZH26F001 (COP) 
Target Area 
HOPWA EMSA

Annual Action Plan 
2026 
53 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Goals Supported 
7A Housing & Supportive Services for People Living with HIV/AIDS 
Needs Addressed 
Housing & Supportive Services for People Living with HIV/AIDS 
Funding 
HOPWA: $3,118,547.00 
Description 
The City will fund Resource Identification for planning and 
collaboration; Permanent housing through the Tenant-Based Rental 
Assistance (TBRA) housing program; Short-Term Rent, Mortgage and 
Utility (STRMU) Assistance to assist with preventing homelessness; 
Permanent Housing Placement (PHP) funds to assist with move-in 
housing expenses and associated costs; TBRA Supportive Services and 
Transitional Housing client related program oversight. The City will also 
provide funds for the administration and coordination of program 
management for the HOPWA program, not to exceed 3% of the total 
grant allocation. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Tenant-Based Rental Assistance (TBRA) : 165 Households 
Tenant-Based Rental Assistance (TBRA) Supportive Services: 0 
Households (program oversight) 
Transitional Housing Leasing and Operating/Emergency Housing: 0 
Households (program oversight)   
Short-Term, Rent, Mortgage and Utility (STRMU) Assistance: 60 
Households     
Permanent Housing Placement (PHP): 25 Households  
  
 
 
Location Description 
Maricopa and Pinal Counties

Annual Action Plan 
2026 
54 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
Planned Activities 
Planned activities include: 
Grantee Administration (not to exceed 3% of the total grant allocation) 
Resource Identification 
Tenant-Based Rental Assistance (TBRA)  
Tenant-Based Rental Assistance Supportive Services (program 
oversight) 
Transitional Housing Leasing and Operating/Emergency Housing 
(program oversight)   
Short-Term, Rent, Mortgage and Utility (STRMU) Assistance 
Permanent Housing Placement (PHP) 
13 Project Name 
2026-2029 Southwest Behavioral & Health Services AZH26F001 (SBH) 
Target Area 
HOPWA EMSA 
Goals Supported 
7A Housing & Supportive Services for People Living with HIV/AIDS 
Needs Addressed 
Housing & Supportive Services for People Living with HIV/AIDS 
Funding 
HOPWA: $2,182,992.00 
Description 
Southwest Behavioral & Health Services provides Transitional and 
Emergency Housing for individuals living with HIV/AIDS. Funding will be 
provided for leasing and operating expenses for persons experiencing 
homelessness, at risk for homelessness or unstably housed. Both 
master-leased and agency owned units are utilized for the Transitional 
Housing program. Transitional Housing Supportive Services are also 
provided to housed clients. Employment Services are provided to assist 
persons with preparing for and securing employment. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Transitional Housing Leasing and Operating/Emergency Housing: 120 
Households 
Transitional Housing Supportive Services: 120 households 
Employment Services: 200 households 
Location Description 
Maricopa and Pinal Counties 
Planned Activities 
Planned activities include: 
Transitional Leasing and Operating/Emergency Housing 
Transitional Housing Supportive Services 
Employment Services

Annual Action Plan 
2026 
55 
OMB Control No: 2506-0117 (exp. 09/30/2021) 
14 Project Name 
2026-2029 Area Agency on Aging AZH26F001 (AAA) 
Target Area 
HOPWA EMSA 
Goals Supported 
7A Housing & Supportive Services for People Living with HIV/AIDS 
Needs Addressed 
Housing & Supportive Services for People Living with HIV/AIDS 
Funding 
HOPWA: $285,163.00 
Description 
The Area Agency on Aging provides Housing Information Services and 
Tenant-Based Rental Assistance (TBRA) Supportive Services. The 
Housing Information Services program assists people living with 
HIV/AIDS with connecting them to  appropriate housing providers in 
Maricopa and Pinal Counties to meet their needs. The Housing Case 
Managers provide ongoing supportive services to clients housed 
through the HOPWA TBRA program. 
Target Date 
6/30/2027 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities 
Housing Information Services: 350 Households 
Tenant-Based Rental Assistance (TBRA) Supportive Services: 165 
Households 
Location Description 
Maricopa and Pinal Counties 
Planned Activities 
Planned activities include: 
Housing Information Services 
Tenant-Based Rental Assistance (TBRA) Supportive Services

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AP-50 Geographic Distribution – 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 City of Phoenix identified three target areas where funds will be directed. The first two target areas 
are the Edison-Eastlake and Marcos de Niza-Grant Park communities. The Edison-Eastlake Community is 
the target of a Choice Neighborhoods Implementation Grant and is also a Neighborhood Revitalization 
Strategy Area (NRSA). In 2024, the Housing Department was awarded a $500,000 Choice Neighborhoods 
Planning Grant to begin a community planning effort with the residents of the Marcos de Niza public 
and affordable housing community (AMP 22, 374 units, a mix of 281 Public Housing and 93 Section 8 
PBV). This began in calendar year 2024 and will focus on completing a community-driven Neighborhood 
Transformation Plan to guide the revitalization of Marcos de Niza and the surrounding neighborhood. 
Local City of Phoenix funding will be used for the effort along with Choice Neighborhoods funds and any 
other sources that are available at the time. The transformation plan will form the basis for future 
implementation efforts including an application for Choice Neighborhoods Implementation grant 
funding.  
The third target area does not traditionally target a certain neighborhood in Phoenix, but expands the 
reach of programs and services to all low/mod income areas and also directly to eligible low- to 
moderate- income households in the City. Low/mod areas (LMA) are primarily residential and have at 
least 51 percent of residents who are considered low- and moderate-income persons as defined by 
HUD. The boundaries of these areas are defined at the block group tract level. The City also provides 
assistance to low- and moderate-income individuals and households (LMC/LMH) who earn 80% of the 
Area Median Income (AMI) or less. This assistance is provided citywide and is based on eligibility. 
A description of the areas of low-income and minority concentration are located in the “Discussion”. 
Geographic Distribution 
Target Area 
Percentage of Funds 
Edison-Eastlake Choice Neighborhoods 
1 
Citywide Low/Mod Eligible 
1 
Marcos de Niza-Grant Park Choice Neighborhoods 
98 
HOPWA EMSA 
100 
Table 8 - Geographic Distribution  
 
Rationale for the priorities for allocating investments geographically  
Funding is generally used throughout the City of Phoenix in low-income areas, however funding may be 
prioritized for specific targeted areas, such as deteriorated and deteriorating areas for Code 
Enforcement activities, or as leverage for other funding opportunities, such as the designated area in the

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Phoenix Choice Neighborhoods Grant, a Neighborhood Revitalization Strategy Areas (NSRA). Less than 
1% of the 2025 CDBG allocation will be expended in each of the Edison-Eastlake and Marcos de Niza-
Grant Park Choice Neighborhoods Target Areas. 
Citywide Low/Mod Eligible 
For Citywide Low/Mod Eligible, the City of Phoenix does not allocate funding based solely on geographic 
areas. Most of the funding from the HUD Federal programs are available for use in any of the targeted 
low/mod income neighborhoods or citywide, depending on the specific activities. Direct services such as 
public services and affordable housing benefits are based on household income eligibility rather than 
area benefit. Improvements to public facilities and infrastructure have a low/moderate income benefit 
across a wider area, and the distribution of funds is based on need within eligible target areas. ESG 
funds may target those experiencing homelessness or at risk of homelessness citywide. HOPWA funding 
is available for  individuals living with HIV/AIDS across the two-county HOPWA EMSA area, Maricopa and 
Pinal Counties. The City of Phoenix will continue to allocate HOPWA resources to serve clients meeting 
the program requirement of being at or below 80 percent of the Area Median Income who reside in the 
EMSA. The funding that will be allocated to each HOPWA program will be dependent on the 
demonstrated need, identified gaps in services and feedback from the community outreach. 
In particular to CDBG, when planned activities are intended to serve individuals or households directly 
(LMC/LMH), beneficiaries must meet income qualifications, as well as residency requirements (residing 
within the City), in order to receive assistance from the program. In these instances, City staff and/or 
one of its partner agencies will complete an eligibility status review of the applicant before the activity is 
initiated. 
The City has also identified infrastructure and public facility improvement activities. In which case, the 
planned activities will serve a low/mod community or neighborhood (LMA). These activities are said to 
have an “area-wide” benefit. Per HUD requirements, these areas must be within an eligible Low/Mod 
Block Group Tract, as defined by HUD-CDBG regulations, whereby the majority of the residents are low- 
to moderate-income (or 51%). Public improvements which target special need groups such as the 
homeless, elderly or persons with a disability will be reported using the LMC designation. 
To determine LMI tracts the City utilizes HUD’s CDBG Low Mod Income Summary Data (LMISD) from the 
HUD Exchange website, which has defined the eligible block group tracts within the jurisdiction. The

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tracts can be at: https://www.hudexchange.info/programs/acs-low-mod-summary-data/. 
  
Discussion 
Low-Income Households 
Households earning less than 80% of the area median income (AMI) are considered low-income. To be 
considered a tract with a concentration of low-income households, the tract's median household 
income is less than 80% of the area’s median household income. 
The City’s AMI is $77,041, and at 80% AMI, low income is estimated at $61,633. Based on this criteria, 
the majority of tracts with a concentration of low-income households are scattered in and around the 
downtown areas of the City. There are also a few tracts with a concentration just north of Pima 
Freeway, and running north and south along Black Canyon Freeway. 
Minority Concentrations:  
For the purposes of this analysis, a concentration is any Census tract where the racial or ethnic minority 
group makes up 10% more than the Citywide average. Data was taken from the most recent 2019-2023 
ACS. Minority groups that made up less than 1% were not included in this analysis. 
Black and African American, non-Hispanic persons comprise of an estimated 7.4% of the population in 
Phoenix, and a tract with a concentration is 17.4% or more. The majority of tracts with a concentration 
of this minority group is located in the southwest part of Phoenix. 
American Indian and Alaska Native, non-Hispanic persons are 1.4% of the population, and a tract with a 
concentration is 11.4% or more. There are four tracts with a concentration, with three located in the 
downtown area (04013110600, 04013113000 & 04013113900), and one located centrally in the City 
(04013103702) just south of East Thunderbird Rd and in between North 7th St. and North Cave Creek 
Rd. 
Asian, non-Hispanic persons make up an estimated 3.8% of the population in Phoenix, and a tract with a 
concentration is 13.8% or more. The majority of tracts with a concentration of this minority group are 
located in scattered tracts in the northern part of the City. 
Finally, persons that are ethnically Hispanic make up 41.8% of the City's total population. This would 
make a tract with a concentration 51.8% or more. The vast majority of tracts with a concentration of 
Hispanic persons is located in the southwest part of the City, from the downtown area to the western

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city limits.

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Affordable Housing  
AP-55 Affordable Housing – 91.220(g)  
Introduction 
The need for affordable housing in Phoenix for lower-income persons with a broad range of needs is 
well documented. The City is planning to utilize HOME funds for rental housing development activities 
to assist LMI households attain affordable housing and to avoid homelessness. Funds will also support 
homeowner opportunities such as rehabilitation and downpayment assistance. As per HOME grant 
regulations, the City has set aside 15% for CHDO development activities for eligible LMI households. 
CDBG funds will support owner-occupied housing rehabilitation activities. 
The annual goals listed in the AP-20 specify the following goals and outcomes for affordable housing 
assistance for non-homeless populations. The terms for affordable housing are defined in 24 CFR 92.252 
for rental housing and 24 CFR 92.254 for homeownership. This section only reports grant program 
activities under the CDBG and HOME programs. 
One Year Goals for the Number of Households to be Supported 
Homeless 
0 
Non-Homeless 
266 
Special-Needs 
153 
Total 
419 
Table 9 - One Year Goals for Affordable Housing by Support Requirement 
 
One Year Goals for the Number of Households Supported Through 
Rental Assistance 
0 
The Production of New Units 
418 
Rehab of Existing Units 
1 
Acquisition of Existing Units 
0 
Total 
419 
Table 10 - One Year Goals for Affordable Housing by Support Type 
 
Discussion 
Rental units constructed: 412 Household Housing Unit 
Rental units rehabilitated: 15 Household Housing Unit (Housing Dept/HOME = 0)  
Homeowner Housing Rehabilitated (CDBG & HOME): 76 Household Housing Unit  Created (75= CDBG

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NSD /1 = HOME Housing Dept) 
Direct Financial Assistance to Homebuyers (HOME): 6 Households Assisted (HOU Dept. ) 
Housing Dept Total = 419 (356 New rental const, 56 CHDO New rental const, 6 DPA, 1 Homeowner 
Occupied Housing Rehab)

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AP-60 Public Housing – 91.220(h) 
Introduction 
Unlike most areas in the country, Phoenix's Public Housing Authority (PHA) operates within the 
governmental structure of the City of Phoenix (CoP) and is known as its Housing Department (HOU). The 
majority of HOU's activities are similar to those of a traditional PHA. Currently, HOU administers 1023 
traditional public housing units and 7,740 Housing Choice Vouchers (HCV). The Housing Department 
Director reports to an executive in the City Manager’s Office who then reports to the City Manager. All 
Housing Department employees, including those who provide public housing services, are hired in 
accordance with the City's civil service rules and regulations. 
Contracting and procurement by the HOU is also accomplished through the City's Administrative Rules. 
Any federal considerations are incorporated into the contracting and procurement processes. Services 
benefitting the Housing Department and its tenants that are funded by the City of Phoenix include 
various recreation programs through the Parks and Recreation and Library departments and case 
management services from the Human Services Department. 
Any proposed development sites, which are selected in accordance with the relevant policies in the 
Consolidated Plan, must be approved by the City Council before they are purchased. The City's Five-Year 
and Annual Public Housing Authority (PHA) Plan is also approved by the City Council. 
Actions planned during the next year to address the needs to public housing 
For the 25-26 FY, COP HOU will submit an allocation plan to HUD for the Capital Fund Program formula 
grant for $2,713,865. Funding will support the Rental Assistance Demonstration (RAD) conversions at 
Aeroterra II and Aeroterra III. This is a HUD program that will convert Aeroterra II and Aeroterra III from 
public housing to a Section 8 Project-Based property. This is a more sustainable funding source that is 
long term and allows more flexible funding options when the property needs capital improvements in 
the future. 
In 2018, HOU was awarded a $30 million HUD CN Implementation Grant to revitalize the Edison-Eastlake 
Community (EEC) located east of downtown Phoenix. In 2023, HOU was awarded a $10 million CN 
Supplemental Grant, and in 2024, was awarded an additional $2.5 million in Supplemental Grant funds 
to further support the development of replacement housing in conjunction with the EEC’s 
Transformation Plan. 
During Fiscal Year 2026-27, the following developments, as part of the third and fourth phases will be 
underway and/or completed: Construction of Horizon on Villa, a 109- unit community that will include 
the historic preservation of five historic buildings repurposed into a Family Resource Center, 
commenced construction in December 2025. The fourth phase includes the demolition and 
redevelopment of Sidney P. Osborn into a 364-unit apartment community named “Girasol”, to be

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developed in three phases. Construction of Girasol Phase One (115 units) commenced in February 2025 
while construction on Phase II (109 units) began in May 2025. Girasol Phase III (140 units) is expected to 
commence in late 2026 and will include the redevelopment of an existing on-site park. CN multi-family 
redevelopment projects will include Section 8 project-based vouchers, LIHTC Credits and market-rate 
units. All multi-family communities will incorporate public art to contribute to neighborhood 
beautification/revitalization. Lastly, construction is anticipated to begin in early 2027 on the 44-unit 
mixed-income homeownership townhome community: 29 will be affordable, 15 market-rate. 
In 2024, the Housing Department was awarded a $500,000 Choice Neighborhoods Planning Grant to 
begin a community planning effort with the residents of the Marcos de Niza public and affordable 
housing community (AMP 22, 374 units, a mix of 281 Public Housing and 93 Section 8 PBV). This began 
in calendar year 2024 and focuses on completing a community-driven Neighborhood Transformation 
Plan to guide the revitalization of Marcos de Niza and the surrounding neighborhood. Local City of 
Phoenix funding will be used for the effort along with Choice Neighborhoods funds and any other 
sources that are available at the time. The transformation plan will form the basis for future 
implementation efforts including an application for Choice Neighborhoods Implementation grant 
funding. 
Actions to encourage public housing residents to become more involved in management and 
participate in homeownership 
The City is increasing homeownership activities with the Section 32 Program that will assist 
approximately 10 first-time homebuyers through the purchase of their first home. The Housing 
Department has been approved to sell two hundred ninety-nine (299) homes from the City of Phoenix 
public housing portfolio to low-income first-time homebuyers through the Section 32 Program. As part 
of this program, families must maintain the home as their permanent residence for ten (10) years to 
receive a forgivable down payment assistance loan equal to a 20% discount off the home’s appraised 
value. The Housing Department is planning to sell fifty (50) homes during FY 2026-2027. During FY 2026-
2027, the Housing Department anticipates selling seven (7) homes through the Section 32 Program and 
fifty (50) homes through the Section 18 Program. 
The City’s Housing Department is dedicated to providing a variety of programs designed to empower 
residents of public and assisted housing with economic opportunities and avenues for developing social 
support. Current activities and initiatives include: The Family Self-Sufficiency (FSS) program offers long-
term case management services to assist low-income households living in subsidized housing. Its goal is 
to help these households overcome barriers to self-sufficiency and achieve financial independence. FSS 
participants can access educational training, job training, job coaching, life skills training, and facilitated 
employment opportunities for up to seven years. 
The Jobs Plus Program—locally known as iWORK (Improving Work Opportunities and Resident 
Knowledge)—previously operated in partnership with City of Phoenix ARIZONA@WORK. Although the

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Jobs Plus grant has concluded, the iWORK team continues to provide employment-focused services at 
the Marcos de Niza housing site as part of the Choice Neighborhoods planning grant. 
The iWORK team remains committed to supporting residents through job-driven strategies that 
strengthen earnings and improve employment outcomes. Services include work readiness training, 
employer connections, job placement assistance, educational advancement opportunities, technology 
skills development, and financial literacy education. Together, these activities help expand long-term 
economic mobility and future homeownership prospects for public housing residents. 
The ROSS Service Coordinator Program offers on-site service coordination at Aeroterra and Henson 
Village Communities. These coordinators collaborate with the CSP to deliver case management and 
facilitate access to resources, including financial education, college readiness programs, post-secondary 
financial aid, digital literacy education, health and wellness initiatives, including food distributions, and 
programs aimed at enhancing education and self-sufficiency. 
The HIVE, powered by IDIA - Institute for Digital Inclusion Acceleration, located at both Aeroterra and 
Community Training and Education Center (CTEC), is a pioneering institute dedicated to advancing 
digital inclusion and bridging the digital divide. Through innovative programs, research, and strategic 
partnerships, HIVE empowers underserved communities with access to technology, digital literacy, and 
economic opportunities. The institute focuses on accelerating digital adoption by fostering education, 
entrepreneurship, and workforce development in the digital economy. The Hive is outfitted with 
computers, 3D printers, interactive sensory tools, and Digital Navigators who provide onsite digital skills 
training. The goal of the space is to help close the digital divide and ensure access to tech support and 
digital skill-building. 
If the PHA is designated as troubled, describe the manner in which financial assistance will be 
provided or other assistance  
The PHA is not designated as troubled. 
Discussion 
The Housing Supportive Service (HSS) Program is committed to programs that promote economic 
opportunity and social integration for residents of public/assisted housing. HSS’s Housing Coalition of 
Service Providers (CSP) consists of over 100 partner agencies that provide or offer social services, 
education, employment, health care, youth, and elderly care service providers to assist residents in 
becoming self-sufficient and enhance their quality of life. These centers offer technology enrichment 
resources for households that do not have personal access to a computer/internet such as open lab, 
tutoring, and employment assistance. 
The Family Self-Sufficiency (FSS) Program provides dedicated case management services that connect 
families to resources that support economic mobility and long-term financial independence. Among all

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case closures in 2024 and 2025, the program achieved a 77% graduation rate, with 87 participants 
successfully completing the program and 8 individuals achieving homeownership. Participant earned 
income increased nearly threefold from enrollment to graduation, rising from approximately $1.4 
million to $4.1 million. In addition, the program disbursed $1,153,949 in escrow funds to graduating 
participants, reflecting the program’s continued impact on household financial stability. 
The Permanent Supportive Housing (PSH) Youth Program provides intervention and prevention 
services for the children in families living at Aeroterra’s PSH units. This includes individual case 
management, counseling and afterschool programming with homework assistance, Science, Technology, 
Engineering, Arts and Math (STEAM) activities, Kids Cafe meals and daily rotations to the HIVE 
technology center. The program serves approximately 65 to 70 youth to ensure youth remain 
successfully in school. 
Phoenix Starfish Place converted to a Transitional Housing Model effective January 2024 to provide 
more comprehensive services to the participants. The program serves fifteen households of women who 
have been sexually trafficked, and their children. Two full-time case managers provide trauma informed 
case management and support services on-site to resident households. The first three successful 
participants will graduate in Winter/ Spring 2026. 
The Senior Service Coordination Program provides Service Coordinators located onsite at each Senior 
Housing facility to assist elderly and disabled residents in maintaining independent living. Coordinators 
work with local community resources to provide medical and behavioral health care; wellness and 
prevention services; meals/food boxes; counseling; transportation; nutrition; financial assistance; and 
housekeeping services. Services are available for up to 612 Senior Participants at the various locations. 
The iWORK (Improving Work Opportunities and Resident Knowledge) Center offers sustainability 
services post-Jobs Plus grant, providing residents access to health, nutrition, education, youth 
programming, financial literacy, and employment opportunities. ARIZONA@WORK delivers employment 
services on-site weekly, while additional partnerships with local organizations offer personalized support 
to enhance quality of life, job readiness services, self-sufficiency, technology skills, and financial literacy. 
Marcos de Niza is a Choice Neighborhoods Planning Grant site, engaging residents in the process. 
The 2017/18 Choice Neighborhoods People component delivers comprehensive case management and 
coordinated services to support families in the Edison Eastlake community. This initiative is dedicated to 
enhancing residents' quality of life by improving economic stability, employment opportunities, health 
outcomes, and educational success.  Serving families, individuals and youth, over 557 families have been 
provided services.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) 
Introduction 
The City of Phoenix is actively involved in local and regional planning efforts aimed at reducing and 
ultimately ending homelessness. This is achieved through collaborations and partnerships with both 
internal and external organizations from various sectors. 
Internally, multiple City departments—including Housing, Human Services, Neighborhood Services, 
Police, Fire, Parks and Recreation, Library, and Court—work together to coordinate services and 
maximize resources. On a regional level, the City participates in the Continuum of Care coordinated by 
the Maricopa Association of Governments and collaborates with numerous external organizations, 
including state and county governments, private and non-profit organizations, and the faith community, 
to create a collective impact. Services and support to combat homelessness are provided directly by City 
staff and through contracts with sub-recipient organizations. 
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 
The City of Phoenix established the Office of Homeless Solutions (OHS) in 2022 to enhance and 
implement initiatives related to homelessness within the city. OHS operates under the City Manager’s 
Office and demonstrates the City’s commitment to increasing transparency and direct outreach to the 
community. OHS is the largest funder of street outreach in the region. The office includes 16 positions 
focused on community-facing activities, such as outreach caseworkers, PHX C.A.R.E.S. workers, and 
Homeless Liaisons. Additionally, OHS provides funding to partners for rapid rehousing, temporary 
emergency shelter, shelter operations, navigation services, and behavioral health support. OHS is 
dedicated to assisting individuals experiencing homelessness and is committed to ending homelessness 
through a comprehensive regional approach. This includes providing shelter and heat relief, outreach, 
supportive and behavioral health services, homelessness prevention, and housing solutions. The office 
has primarily focused on creating new indoor shelter beds through significant capital investments and 
offering heat relief during the hot summer months. 
The City has restructured its services and outreach efforts to make them more effective and to reduce 
barriers that prevent people from accepting assistance, which is a major reason why individuals are now 
more willing to seek help. The City now offers shelters that allow pets, spaces where couples can stay 
together, and storage options so that individuals can keep their belongings when entering a shelter. 
Additionally, City staff provides direct outreach and engagement services through an innovative 
partnership called Phoenix C.A.R.E.S. This initiative brings together the Office of Homeless Solutions,

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Police, Neighborhood Services, Street Transportation, Parks and Recreation and Public Works 
departments to address the increasing number of homeless encampments throughout the city. This 
collaborative team, in partnership with community-based crisis intervention and outreach providers, 
works together to eliminate homeless encampments and reconnect individuals to housing and services 
through a combination of support, enforcement, and abatement strategies. 
Finally, the City collaborates with the Maricopa County Outreach Collaborative to develop and 
implement regional best practices for street outreach services. This partnership also coordinates 
outreach activities and initiatives across the region. 
Addressing the emergency shelter and transitional housing needs of homeless persons 
The City is committed to supporting emergency shelter services for individuals and families through 
various contracts with non-profit providers. These include Saint Vincent de Paul (for single adults), 
United Methodist Outreach Ministries (for single women and families), and Chicanos Por La Causa (for 
families). Funding for these services comes from Emergency Solutions Grant (ESG) and Community 
Development Block Grant (CDBG) funds. Additionally, the City is using General Funds and American 
Rescue Plan Act funds to support new City-owned shelter projects in the area. These projects will 
provide accommodations for seniors, single adults, and family units. 
The City remains dedicated to ensuring that vulnerable residents stay stably housed once they secure 
housing. HUD launched the Emergency Housing Voucher (EHV) program in July 2021 to assist individuals 
and families who were homeless, at risk of homelessness, fleeing domestic violence or human 
trafficking, or recently homeless and in need of rental assistance. 
Originally expected to be funded through September 2030, HUD later announced that EHV funding 
would end by 2026. In response, and following HUD guidance and an approved waiver, the City 
successfully transitioned all Phoenix EHV households into the Housing Choice Voucher program effective 
November 1, 2025. This proactive step ensured that every family retained housing assistance and 
avoided instability. 
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 
The City of Phoenix has been focused on increasing the number of available shelter beds in the region 
while also providing homelessness prevention services, street outreach, and rapid re-housing programs. 
Additionally, the city is emphasizing the impact of innovative collaborations and partnerships aimed at

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achieving regional results. By working with the Continuum of Care, the region is aligning contracted 
services for Emergency Shelter, Outreach, and Rapid Re-Housing through the ESG Collaborative. This 
alignment will enhance regional reporting and enable service providers to use consistent 
measurements, ensuring that they report the same outcomes regardless of the funding source. 
Ultimately, this will allow for the ability to "right size" interventions and ensure that resources are 
allocated where they are needed most. 
The Maricopa County region has established a Coordinated Entry System aimed at prioritizing resources 
for the most vulnerable individuals and reducing the length of time spent in homelessness. This system 
includes five primary points of entry: 1. The Family Hub, dedicated to families with children. 2. The 
Welcome Center, serving single men and women. 3. Centralized Screening for victims of domestic 
violence. 4. An entry point for unaccompanied youth. 5. A specific entry point for US military veterans.  
The City of Phoenix's Human Services and Housing Departments have collaborated to provide 
permanent supportive housing for 33 chronically homeless individuals and families, with a preference 
for veterans, at a new public housing site called Aeroterra. Previously known as Luke Krohn, Aeroterra is 
a unique, affordable master-planned housing development that accommodates individuals and families 
from mixed income levels, including seniors. The 33 chronically homeless individuals and families are 
identified and referred through the regional Coordinated Entry System established by the Maricopa 
Association of Governments Regional Continuum of Care. In addition to offering permanent supportive 
housing, Aeroterra provides on-site intensive case management services to the households to ensure 
that these individuals and families receive the necessary support and resources to successfully transition 
from homelessness to stable and thriving homes and that the youth remain successfully in school. 
In 2023, the Housing Department invested HOME-ARP funds to expand noncongregate shelter capacity, 
including $2 million to create 20 new units at UMOM, which opened in 2024 and has served more than 
309 individuals. In 2025, the department awarded $8 million to the Salvation Army to develop a new 12-
unit facility with beds for up to 60 individuals, increasing capacity for an additional 36 families and 
serving an estimated 173 people annually for 10 years. Additionally, $2.3 million was awarded to Tanner 
Community Development Corporation (TCDC) and $3.4 million to Housing for Hope to create permanent 
supportive housing. Respectively, these investments will deliver 37 new tiny homes for veterans at 
TCDC's Tanner Thomas Village and 11-units at St. Catherine Manor for qualifying HOME-ARP and low-
income senior households, each with a minimum 15-year affordability period. 
The City has also increased affordable units by overcoming barriers that limited the City from certain 
acquisition opportunities through the creation of the Phoenix Residential Investment Development 
Effort (PRIDE) Board, a 501c3 nonprofit agency. PRIDE was created by the City to pursue development or 
acquisition opportunities to increase the supply of affordable housing for low- and moderate income 
families. As a non-profit entity, PRIDE is able to access various funding sources not directly available to

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the City or to acquire/construct single and multi-family housing. 
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. 
The Human Services Department addresses emergency housing and service needs through a variety of 
programs and services. Three Phoenix Family Services Centers operate year-round, offering case 
management, navigation, and financial assistance to clients by utilizing a diverse range of funding 
resources. Through this direct service system, staff at the Family Services Centers help clients prevent 
eviction and foreclosure, as well as assist families in moving to more affordable or suitable living 
environments by covering move-in deposits and providing rental and utility assistance. Additionally, the 
department collaborates closely with organizations that offer behavioral health and detox services for 
individuals and families in crisis. 
Discussion 
The focus of the 2026-27 year for the City of Phoenix is to increase the number of shelter beds available 
in the region, provide homelessness prevention, street outreach, and provide rapid re-housing 
programs. In addition, the City of Phoenix is the impact of innovative collaboration and partnerships 
focused on regional impact. Through work with the Continuum of Care, the region is aligning contracted 
services for Emergency Shelter, Outreach and Rapid Re-Housing through the ESG Collaborative. This 
alignment will improve regional reporting and will enable providers to utilize consistent measurements 
and report the same outcomes regardless of the funding source. This alignment will ultimately lead to 
the ability to “right size” interventions and ensure resources are utilized where they are needed most. 
During fiscal year 2026-27, the Housing Department will implement the following: 
By October 1, 2026, or HUD extension date, Housing Quality Standards (HQS) will be replaced with 
National Standards for the Physical Inspection of Real Estate (NSPIRE) for the housing choice and 
project-based voucher programs. 
The Housing Department HCV program will comply with all Housing Opportunity through Modernization 
Act (HOTMA) requirements pending HUD’s anticipated compliance date during fiscal year 2026-
2027.  Currently, HUD does not have a secure systems software program ready and is also still working

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with the software vendors for HOTMA implementation. 
Program highlights and success during fiscal year 2025-26 were as follows: 
In July 2025, the Housing Department was notified of an award of 100 additional vouchers for Veterans 
through HUD’s 2024 Registration of Interest.  The successful award of Veterans Affairs Supportive 
Housing (VASH) vouchers increased Phoenix’s allocation to 1,003 vouchers, the first VASH increase since 
2016.  This achievement reflects the success of the VASH Efficiencies Strategic Plan, which, in 
partnership with the Department of Veterans Affairs (VA), enhanced leasing processes and improved 
retention rates.  As a result, Veteran exits from the program have decreased by nearly two-thirds, 
allowing more Veterans to remain stably housed through a faster, more responsive, and Veteran-
centered approach. 
Effective November 2025, the Housing Department successfully transitioned all Phoenix Emergency 
Housing Voucher (EHV) households into the Housing Choice Voucher (HCV) program.  HUD originally 
launched the EHV program in 2021 to support individuals and families experiencing or at risk of 
homelessness, fleeing domestic violence or human trafficking, or recently homeless.  Although the 
program was expected to be funded through 2030, HUD later announced that funding would end by 
2026.  Following HUD guidance and with an approved waiver, the City took proactive steps to transition 
every EHV family to the HCV program, ensuring they retained rental assistance and avoided any 
disruption in housing stability. 
To modernize how utility allowance payments are issued to participants, the Housing Department’s HCV 
program transitioned more than 2,200 households to U.S. Bank reloadable debit cards.  These cards 
allow families to receive their monthly utility allowance directly and use the funds to pay their utility 
bills.  This replaced roughly 1,850 manual checks each month, eliminated stale checks, reduced 
reprocessing time, and made payments far more convenient, especially for participants without bank 
accounts.

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AP-70 HOPWA Goals– 91.220 (l)(3) 
One year goals for the number of households to be provided housing through the use of HOPWA 
for: 
 
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or 
family 
60 
Tenant-based rental assistance 
165 
Units provided in permanent housing facilities developed, leased, or operated with HOPWA 
funds 
25 
Units provided in transitional short-term housing facilities developed, leased, or operated with 
HOPWA funds 
120 
Total 
370

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AP-75 Barriers to affordable housing – 91.220(j) 
Introduction:  
Public policies at the local, regional, and state levels have unintentionally created barriers to affordable 
housing development and residential investment in Phoenix, Arizona. The following highlights key areas 
where such policies have negatively impacted housing affordability: 
• 
Insufficient Funding and Incentives: State-level policies in Arizona limit funding mechanisms for 
affordable housing initiatives. For example, while local governments are allowed to charge 
impact fees, these funds cannot legally be used for affordable housing purposes. This restriction, 
highlighted by the Morrison Institute, reduces the financial resources available for creating 
affordable housing, forcing Phoenix to rely on limited federal programs to fill the gap. 
• 
Community Opposition (NIMBYism): Community resistance to affordable housing, known as 
NIMBYism, often delays or prevents developments in Phoenix. This resistance is frequently 
based on misconceptions that affordable housing will negatively impact property values or 
neighborhood character. Reports from The State Press indicate that this opposition influences 
local decision-making, creating additional challenges for securing approvals for affordable 
housing projects. 
• 
Preemption of Local Authority: Arizona’s state preemption laws prevent cities like Phoenix from 
implementing rent control or other housing policies to address affordability issues locally. As 
reported by AZ Mirror, this restriction limits Phoenix’s ability to adopt tailored solutions to its 
housing affordability crisis, leaving the city reliant on state-led initiatives that may not 
adequately address local needs. 
• 
Gentrification and Displacement: Urban revitalization efforts in Phoenix, while intended to 
promote economic growth, often lead to increased property values and the displacement of 
low-income residents. According to the Phoenix New Times, without proper safeguards such as 
rent protections or affordable housing requirements, these policies disproportionately harm 
vulnerable populations, exacerbating housing affordability challenges. 
Addressing these challenges requires strategic policy reforms, such as revising zoning and funding 
mechanisms, enhancing local authority to implement housing solutions, and implementing safeguards 
against displacement.  
Continued from narrative above Actions planned: 
Development of affordable housing requires additional subsidies to ensure long-term affordability. This 
can be achieved through grants, loans, and tax programs or can be achieved through a reduction of 
other costs associated with development or operating affordable housing such as pre-development 
design costs and permitting fees. There are continual efforts to discover alternative funding sources to 
help aid in the reduction of planning and permitting fees, along with plans to increase public support for 
and developer interest in affordable housing. In November 2024, the Housing Department was awarded

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a Technical Assistance Grant to assist in continuing a targeted education campaign to provide residents 
and developers with essential information on affordable housing in Phoenix. This will be an ongoing 
effort throughout 2025. 
Actions it 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 
The City may undertake any of the following actions to help foster the removal of barriers for affordable 
housing production. Actions to implement the strategies may vary during this reporting year: 
• 
Ongoing availability of down payment and closing costs assistance for 1st time homebuyers at or 
below 80% area median income. 
• 
Ensure housing needs of special needs populations are met by setting aside funding for 
specialized projects 
• 
Competition for Low-income Housing Tax Credits (LIHTC) for the purpose of replacing aging 
public housing units with new, energy efficient units 
• 
Acquisition of properties by the City through its non-profit organization, Phoenix Residential 
Investment Development Effort (PRIDE) 
• 
Inclusion of a refinancing option using HOME funds for non-profit developers/owners of 
affordable housing who include major rehabilitation to the property 
• 
Willingness to provide loan modifications for City loans when cash flow problems are not caused 
by poor financial or property management 
• 
Provide HOME and CDBG funds for aging properties with rent restricted units which need major 
rehabilitation 
• 
Participation in Choice Neighborhoods Program by which public housing units can be increased 
and replaced with updated units 
• 
Utilize the RAD program to redevelop Public Housing units 
• 
Identification of underutilized Public Land for housing redeveloped by non-profit and for-profit 
developers 
• 
Project-based Section 8 Housing Choice Vouchers and public housing units 
• 
Utilization of VASH Vouchers 
The implementation of the nine policy initiatives included in the Housing Phoenix Plan will establish 
zoning incentives for affordable housing developers, create allowances for accessory dwelling units, 
increase resources (such as grants and loans for affordable housing developers), streamline processes, 
and continue to implement an education campaign to help communicate the importance of housing in 
our community.  
Updating zoning regulations will make it easier and cheaper to build or preserve a variety of housing

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options while preserving the character of the neighborhood. The Accessory Dwelling Units (ADU) text 
amendment (TA) was approved by City Council on September 6, 2023, to help increase the overall 
supply of housing as well as offer an additional housing option within a neighborhood, and updates have 
been approved to address state statute changes. The Walkable Urban Code (WU) text amendment was 
approved by City Council on February 2, 2022, to create the opportunity for more flexible infill 
development and adaptive reuse without requiring the property owner to complete the rezoning 
process. Two out of the three Mobile Home text amendments proposed were approved by City Council 
on June 28, 2023, to aid in affordable housing choices. The first text amendment added definitions for 
the different mobile home models and revised the ordinance to outline offsite manufactured home 
developments while the second text amendment allows existing mobile home developments to expand 
the number of units through an administrative review. A multifamily parking text amendment was 
approved by Council on January 24, 2024, which decreased the minimum number of required parking 
spots per unit, to eliminate possible barriers to housing development. Additional text amendments are 
being evaluated to help facilitate more housing options in the city such as the Affordable Housing 
Framework text amendment that was initiated by the Planning Commission.   
For the 26-27 Fiscal Year, Aeroterra II and Aeroterra III will continue to pursue conversion through the 
RAD Program without any rehabilitation. This will convert the properties subsidy from Public Housing to 
Project-Based Section 8 which is a more sustainable long term funding source and provides more 
flexibility for future capital improvements. 
Discussion:  
The Open Doors Down Payment Assistance (DPA) is a City-wide program targeting first-time 
homebuyers. Eligible families receive direct subsidy of down payment and/or closing costs assistance 
through a zero percent interest forgivable loan. The home must be used as their primary residence 
during the period of affordability. The Housing Department has contracted with HUD approved Housing 
Counseling Agencies (HCA) to administer the program and assist families through the close of 
escrow. Housing Department received approval from HUD to utilize a waiver on the Maximum Purchase 
Price for the DPA Program. The Housing Department is currently utilizing this waiver. 
Redevelopment of the former Sidney P. Osborn site, now known as Girasol, egan in FY 2024-25 as Phase 
One (115 units) commenced design in February 2025. During 2026-2027, the following developments, as 
part of the third and fourth phases will be underway: Demolition of the former A.l. Krohn (ALK) site was 
completed to make way for Horizon on Villa, a 109-unit mixed-income community. Construction on 
Horizon on Villa began in December 2025.  The fourth phase includes the demolition and redevelopment 
of the former Sidney P. Osborn site into a 364-unit apartment community, now known as Girasol, to be 
developed in three phases: Phase One construction of 115-units, began  in February 2025. Construction 
on Phase II, to include 109 units began in May 2025, and Phase III with 140 units is expected to 
commence in late 2026. The CN multi- family redevelopment projects will include Section 8 project-
based vouchers, Low Income Housing Tax Credits and market-rate units. Lastly, construction of the 44-
unit mixed-income homeownership townhome community (29 affordable and 15 market-rate) is

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anticipated to begin in the first quarter of 2027. Neighborhood: Planned improvements include new and 
expanded parks featuring shade and modern family-friendly amenities. Construction of the Edison Park 
Expansion and new Linear Park projects commenced in February 2026, while the redevelopment of Kana 
Park as part of the SPO/Girasol Phase Three housing community is expected to begin in early 2027. 
Other neighborhood improvements include open space; bike lanes, pedestrian safety upgrades; 
beautification; public art; Wi-Fi; and digital literacy. In addition, targeted demolition of the former 
Crippled Children’s Hospital into the Edison Impact Hub (to be renamed “Thash Mahd”)  started in 
October 2023. The rehabilitation of the property began in March 2025 and is anticipated to be 
completed in July 2026.  Thash Mahd will house a behavioral and health clinic, community kitchen, 
workforce development center, digital literacy lab, office space, and classrooms/meeting rooms. People: 
Supportive services that are being offered include case management; relocation assistance; 
workforce/employment; healthy living and educational needs; youth services; and resident and 
community engagement. The Aeroterra Community Center, located within the EEC, was the first HUD-
approved EnVision Center in Arizona, where public-private and nonprofit partners provide services 
designed to assist residents in achieving self-sufficiency.

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AP-85 Other Actions – 91.220(k) 
Introduction:  
This section outlines how the City of Phoenix is addressing the needs of the community through 
additional actions not previously described in the Annual Action Plan. The actions and activities 
described here enhance the programmatic response to support those who are identified as 
underserved. 
Actions planned to address obstacles to meeting underserved needs 
The City of Phoenix Housing Department is facing a great challenge in serving families at 0% to 50% of 
median income. The City‘s wait lists for all its assisted housing properties – public housing, senior 
housing, affordable housing and the Housing Choice Voucher program – have many more families than 
can be served in a reasonable length of time. Currently there are over 133,000 households on the 
waitlist. 
According to the 2025 “State of Housing in Arizona” report out of the Morrison Institute in partnership 
with ASU, the typical value of a home increased by 62% from 2019 to 2024, to $428,156. “High 
mortgage interest rates also may have prompted a slowdown in home purchases; mortgage rates in 
December 2024 were the highest since 2010. From 2020 to 2024, the national average mortgage rate 
climbed from a low of 2.67% to 6.85%.”  
Arizona’s population growth has outpaced the growth of all types of housing. Since 2010, the population 
has grown by 25% but housing units have increased by only 14%.  
Since 2010, a renters' monthly housing costs (including estimated utilities) have consistently outpaced 
their income where rent has increased 36% while income has increased 27%.. In 2024, minimum wage 
workers earning $14.35 per hour would need to work 119 hours per week or have 2 and a half full-time 
jobs to afford a 2-bedroom home with rent of $1,700 per month. In 2024, more than half of all renters 
were cost-burdened, the highest percentage of cost burden since 2010.  
As of 2023, it was estimated that Arizona had a deficit of 138,227 affordable and available rental units 
for extremely low-income households and a deficit of 198,422 affordable and available rental units for 
low income households.  
The City’s housing affordability issue is well documented and is highlighted in the Needs Assessment 
(NA) of the 2025-2029 Consolidated Plan. The NA identified that cost burden is the most significant 
housing problem in the City, defined as households paying at least 30% of their income towards housing 
costs. Approximately 22% of homeowners with a mortgage and 54% of renters are considered cost 
burdened. 
The availability of affordable housing for very-low-income individuals on minimum wage or living on SSI

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payments is quickly diminishing. This unavailability of affordable housing at the very-low-income level 
can only exacerbate the problem of homelessness. 
To enhance the delivery system and address any service gaps, the City will promote private participation 
through nonprofit organizations and seek additional funding sources. Furthermore, the City will 
continue to establish partnerships with other government agencies and municipalities that are 
confronting these regional challenges. 
The availability of affordable housing for very-low-income individuals on minimum wage or living on SSI 
payments is quickly diminishing. This unavailability of affordable housing at the very-low-income level 
can only exacerbate the problem of homelessness. 
To enhance the delivery system and address any service gaps, the City will promote private participation 
through nonprofit organizations and seek additional funding sources. Furthermore, the City will 
continue to establish partnerships with other government agencies and municipalities that are 
confronting these regional challenges. 
Actions planned to foster and maintain affordable housing 
The City utilizes HOME and CDBG funds for the acquisition, construction, and rehabilitation of affordable 
rental housing units. Each year, a public Call for Interest is issued to encourage the affordable housing 
development community to apply for funding. Additionally, the City collaborates with the Phoenix 
Industrial Development Authority, which offers tax-exempt bond funding, as well as the Arizona 
Department of Housing, which provides Low-Income Housing Tax Credits to help create affordable 
housing opportunities in Phoenix. 
Affordable Housing program goals include: Preservation of Housing Department (HD) investments & 
continued affordability; improvement of distressed/foreclosed properties; creation and expansion of 
long-term affordability; investment in location-critical properties, such as those near employment and 
transportation centers as well as in areas lacking affordable rental units; leveraging federal funding with 
private equity and investment. 
The HD administers a down payment assistance program for first-time homebuyers. Eligible families 
receive down payment assistance in the form of a zero-interest due on sale loan as long as the home 
remains the family’s principal residence during the affordability period. The City also funds 
homeownership programs that: construct new homes in neighborhoods undergoing revitalization; 
utilize mortgage financing to lower interest rates and increase overall community participation in 
developing homeownership opportunities. 
Phoenix City Council unanimously approved the first-ever housing policy plan, the Housing Phoenix Plan, 
in 2020. As one of the fastest growing cities in the nation, this initiative works to address our many 
housing needs and recommends solution-oriented policies to create a better Phoenix. The HPP

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documents the findings of the city's Affordable Housing Initiative, which launched in 2019 with the goal 
of completing a housing needs assessment and establishing policy recommendations to address the 
city's current housing challenge.  
Through extensive research and community outreach, the plan identifies the community's housing 
needs, documents the housing gap, compiled nationwide best practices and recommended the 
following nine policy initiatives to reach the goal of creating a stronger and more vibrant Phoenix 
through increased housing options:  
1. Prioritize New Housing in Areas of Opportunity 
2. Amend Current Zoning Ordinance to Facilitate More Housing Options (Affordable Housing Developer 
Incentives, Accessory Dwelling Unit Allowances, Expand the Walkable Urban Code)  
3. Redevelop City-Owned Land with Mixed Income Housing (City Council approved parcel list) 
4. Enhance Public-Private Partnerships and Increase Public, Private, and Philanthropic Financing  
5. Building Innovations and Cost Saving Practices (Assigned Review Teams with the Planning and 
Development Department, Affordable Housing Advocacy, Infrastructure Fund for Affordable Housing 
Developers, Continuing Ongoing Research into cost-saving practices) 
6. Increase Affordable Housing Developer Representation (Boards, Commissions and Committees such 
as Planning Commission and Village Planning Committee) 
7. Expand Efforts to Preserve Existing Housing Stock (Strategic Acquisitions, Community Land Trust, 
Expand Landlord Incentive Program, Expand Rental Rehabilitation Program). 
8. Support Affordable Housing Legislation 
9. Education Campaign 
Actions planned to reduce lead-based paint hazards 
 
The reduction of Lead-Based Paint (LBP) hazards remains a top priority in Phoenix. Housing 
rehabilitation programs funded by HUD assist homeowners and landlords in protecting children and 
their families from the dangers of lead-based paint and other health and safety hazards in the home. 
Initially, EPA-certified LBP inspectors conduct inspections and assessments to identify lead hazards in 
properties built before January 1, 1978. If lead hazards are found, EPA-certified lead abatement 
contractors are brought in to perform remediation and abatement while residents are temporarily 
relocated until the unit passes the required clearance. Additionally, EPA-certified housing rehabilitation 
specialists prepare scopes of work and monitor all the work performed. Lead-safe housing units are 
listed on a publicly accessible rental registry website. 
The City implements a two-tiered educational program in collaboration with its partners. This program is 
designed for parents of high-risk children and leaders in communities at elevated risk for lead poisoning. 
Additionally, it includes professional education for physicians, nurses, housing staff, teachers, landlords, 
and other key individuals. The goal is to reduce children's exposure to lead hazards by promoting

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interventions that parents can carry out and encouraging the safe maintenance of lead paint in older 
homes. 
The City works together with County and State health service departments to provide education for 
parents and caregivers of children with elevated blood lead levels. For children identified with moderate 
to severe blood lead levels, a comprehensive environmental investigation is conducted. Additionally, 
data is shared with the City, including blood lead level results, sources of unusual lead exposure, and 
areas with high rates of lead poisoning. These collaborations aim to promote policies and programs that 
will reduce lead exposure and completely eliminate environmental lead hazards in Arizona. 
Actions planned to reduce the number of poverty-level families 
The City of Phoenix Human Services Department’s Volunteer Income Tax Assistance (VITA) Program is 
dedicated to helping low-to-moderate income households by providing free tax preparation services, 
including assistance with filing for the Earned Income Tax Credit (EITC). EITC is recognized as one of the 
largest and most effective anti-poverty programs in the nation. The tax refunds generated not only offer 
financial relief to recipients but also provide economic benefits to the entire community. Additionally, 
our volunteers offer financial education related to the income tax filing process, aiming to raise 
awareness and understanding of tax preparation. 
The Human Services Department’s Family Services Centers provide a variety of social services to low- 
income households facing crises. These services are offered through three centers located throughout 
the city. Each center assists Phoenix residents with urgent needs, including utility support, eviction 
prevention, rent or mortgage payments, and move-in costs. Additionally, caseworkers offer guidance in 
employment, budgeting, and social and life skills development through case management. These 
services help families and individuals identify and overcome current barriers, ultimately leading them 
toward self- sufficiency. 
The City of Phoenix will provide Rapid Re-housing Services to those clients who meet the Category 1 
definition of Homeless by targeting chronically homeless, as well as other homeless individuals and 
families. 
Actions planned to develop institutional structure  
The City of Phoenix works closely with its public nonprofit and private partners in order to develop 
institutional structure. The opportunities described below will be explored to further develop the 
institutional structure: 
• 
Explore alternative funding sources to tackle priorities set out in the Consolidated Plan. 
• 
Deliver focused technical assistance to encourage affordable housing for lower income persons 
in addition to special needs and homeless persons as well as priority community development

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needs. 
• 
Continue to foster the participation of an increasing number of private and non-profit entities to 
deliver affordable and special needs housing. Increase and fortify partnerships with the 
development community to focus and innovatively attend to affordable housing needs and 
issues. 
• 
Utilize public funds with other private, non-profit, foundation and other alternative sources to 
stimulate affordable housing, homeless and special needs housing production as well as 
neighborhood revitalization and stabilization. 
• 
Work cooperatively on homeless and supportive housing issues through the 'continuum of care' 
process. 
• 
Pursue local sources of financing for priority affordable and special needs housing production, 
neighborhood preservation and community development. 
Actions planned to enhance coordination between public and private housing and social 
service agencies 
The City’s Housing Department conducts regular public forums to receive input from private and 
nonprofit housing developers. A List-Serve has been established to communicate with the housing 
community any updates, regulatory changes, available funding for housing development and public 
meetings related to housing development or services. Housing Supportive Services (HSS) has established 
a Housing Coalition of Service Providers, which consists of education, employment, health care, youth, 
and elderly care service providers to help connect low-income residents to services and resources. This 
Coalition has grown to over 100 different programs and agencies. A subcommittee of this Coalition is 
the Early Childhood Action Team (ECAT) comprised of agencies serving children ages 0-5 and elementary 
school aged children. Quarterly meetings are held with each group’s members. 
The method for selecting HOPWA Project Sponsors is to conduct an open, competitive Request for 
Proposal (RFP) process. This includes providing full access to community-based nonprofit organizations 
and public agencies providing HID/AIDS services.  Prior to the issuance of a RFP, community outreach, 
meetings and communication through email occurs to ensure community organizations are aware of the 
upcoming RFP and to receive feedback on current services and/or gaps in services. 
Discussion:  
Foster and Maintain Affordable Housing: 
A central element of the Housing Phoenix Plan was a goal to create or preserve 50,000 housing units by 
2030, which the City reached at the end of 2024 – five years ahead of its goal. Throughout 2025, the City 
has continued to track units and implement the nine initiatives included within the Plan. As of December 
2025, more than 64,000 housing units have been created or preserved. Progress reports will be provided

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quarterly at the following website: https://www.phoenix.gov/housing/plan. 
For years, the City has prioritized increasing the supply of housing for all income levels and family sizes 
to create a stronger and more vibrant city. The initiatives helped to accelerate action to address the 
City’s housing needs and aimed at ensuring housing is affordable and attainable. Of the more than 
64,000 units created or preserved to date, almost 12,000 (20.1%) are considered affordable units, and 
about 16,000 (25.0%) are considered workforce units, resulting in nearly half of all new or preserved 
homes in the city geared toward households earning 120% or less of the area median income. Housing 
affordability is a complex issue impacting cities across the country, and influenced by many factors 
outside of cities’ control, including population growth, the pace of housing construction, mortgage rates, 
costs of labor and materials, supply chain, and the proliferation of investor-owned short-term rentals.

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Program Specific Requirements 
AP-90 Program Specific Requirements – 91.220(l)(1,2,4) 
Introduction:  
This section provides program specific requirements for the CDBG, HOME, ESG and HOPWA programs. 
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.  
 
 
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  
 
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. 
70.00% 
 
 
 
HOME Investment Partnership 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

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as follows:  
Not Applicable. 
 
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:  
The City conducts homebuyer activities solely through its Open Doors Down Payment Assistance 
Program. This program provides direct subsidies to low-income households in the form of a 
forgivable loan used for down payments and closing costs. The City utilizes a recapture method for 
this program through a forgivable loan which offers a pro rata reduction of the loan balance during 
the period of affordability. As long as the borrower is able to own, occupy and use the property as 
their principal residence, the loan balance is partially forgiven over time until it is fully released at 
the end of the period of affordability. These requirements as well as the forgiveness schedule are 
stated in the down payment assistance loan documents and secured through a recorded deed of 
trust on the property as well as a recorded affordability covenant running with the land. Period of 
affordability is as follows: 
1. 5-year period of affordability for loan amounts up to $25,000 
2. 10-year period of affordability for loan amounts of $25,001 to $50,000 
3. 15-year period of affordability for loan amounts over $50,000. 
The following forgiveness schedule is used for this program: 
4. Loans of $25,000 or less - 25% of the loan is forgiven each year beginning on the second 
anniversary/year of the recording of the Deed of Trust 
5. Loans $25,001 to $50,000 - 20% of the loan is forgiven annually beginning on the sixth 
anniversary/year of the recording of the Deed of Trust 
6. Loan amounts over $50,000 - 10% of the loan is forgiven annually beginning on the sixth 
anniversary/year of the recording of the Deed of Trust. 
If, during the period of affordability, the borrower ceases to own, occupy and use the property as 
their principal residence, the City will recapture either all or a portion of the original loan amount. If 
the borrower voluntarily or involuntarily transfers their interest in the property (e.g., the property is 
sold or foreclosed upon), the City will recapture the loan amount less any forgiveness in accordance 
with the loan agreement. These funds will be recaptured from available net proceeds. Net proceeds 
are defined as the sales price minus superior loan repayment (other than HOME funds) and any 
closing costs. If the borrower continues to own the property but ceases to occupy and use the 
property asthe borrower’s principal residence (e.g., the property is rented or vacant), the borrower

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will pay an immediate recapture amount of the full original loan balance. 
 
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:  
The HOME multifamily program ensures affordability by placing a land use restriction on the 
property/land that is recorded with the Maricopa County Recorder's Office. This restriction assists in 
securing the affordable HOME units for the required affordability period. 
 
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 Housing Department may consider a citywide refinancing program, as an investment strategy 
for acquisition and/or rehabilitation of affordable rental projects sponsored by nonprofit housing 
developers with a minimum HOME investment of $1,000 per unit. All rehabilitated units must be 
located within Phoenix City Limits and meet the City of Phoenix Minimum Property Standards. 
Priority will be given to projects already supported by City funds. While refinancing may be an 
eligible activity in the preservation of affordable rental housing, it will not be eligible as the primary 
purpose of the Department’s refinancing investment strategy. “Taking out” or “cashing out” by 
developer/borrower of capital equity will not be permitted under the Department’s refinancing 
investment strategy. 
Nonprofit housing developers may be eligible to refinance existing debt using Housing Department 
funds when rehabilitation of the project and refinancing is necessary to create or continue long- 
term affordability rental restrictions. Through an application process, projects must provide a 
management plan and 15-year proforma. City staff will review and underwrite the project to 
determine feasibility. Aspects such as property management, financial need, long term financial 
feasibility, market demand and level of rehabilitation will be reviewed to determine the project 
feasibility. Housing Department funds utilizing federal block grant funds such as HOME Investment 
Partnerships Program cannot be used to refinance FHA loans and/or multifamily mortgage loans 
made or insured by any federal program including the Community Development Block Grant 
Program (CDBG). Projects must be developed by a nonprofit agency and located jurisdiction wide 
(anywhere within the City of Phoenix). The new investment must create additional affordable units 
and/or be used to maintain current affordable units. 
All projects are subject to long-term affordability restrictions which limit resident incomes and rents 
based on levels of area median income (AMI) established annually by the U.S. Department of 
Housing and Urban Development (HUD). All units receiving Department refinancing assistance must 
be reserved for households below 60% of AMI. An affordability restriction of at least 30 to 40 years 
will be required on all units assisted through the refinancing investment strategy. Specific

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projectrequirements will determine period of affordability restriction. 
 
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with 
special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)). 
N/A. The City’s Housing Department does not plan to fund TBRA with HOME funds. 
 
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific 
category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will 
narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services 
received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)). 
N/A. The City’s Housing Department does not plan to fund TBRA with HOME funds. 
 
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 
92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that 
limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a). 
In accordance with 24 CFR 92.253(d)(3), an owner of rental housing assisted with HOME funds must 
comply with the affirmative marketing requirements established by the City of Phoenix, which is the 
participating jurisdiction (PJ) pursuant to 24 CFR 92.351(a). The owner of the rental housing project 
must adopt and follow written tenant selection policies and criteria, which include that it may give a 
preference to a particular segment of the population if permitted in its written agreement with the 
PJ such as persons with a disability or other special needs. However, at this time there is no limit to 
eligibility or preference given to any particular segment of the population with rental housing 
projects funded by the City’s HOME program funds. HOME funds must however target low- to 
moderate- income households. The City does not discriminate and provides equal access to all 
eligible households. 
 
Emergency Solutions Grant (ESG)  
Reference 91.220(l)(4)  
 
1. Include written standards for providing ESG assistance (may include as attachment)  
The City of Phoenix utilizes the Maricopa Regional Continuum of Care Community ESG Written 
Standards developed and approved through the Maricopa Regional CoC in the direct provision of 
ESG assistance. Likewise, the City contractually requires sub recipients to provide ESG assistance in 
alignment with applicable standards. 
2. If the Continuum of Care has established centralized or coordinated assessment system that

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meets HUD requirements, describe that centralized or coordinated assessment system.  
The CoC operates a Coordinated Entry (CE) system for all people experiencing homelessness. The 
Access Points use a common assessment tool to determine the housing intervention that is best 
suited for the client(s). The assessment tool is then utilized to determine if domestic violence is a 
factor and if so, the victim’s immediate safety is subsequently assessed. Client(s) may then be 
referred to the DV Centralized Screening (CS) system, the parallel system for victims of domestic 
violence. Once safety is addressed, then the housing assessment tool is administered by CE and 
referrals are made based on the substantiated need. Client choice is also considered when making a 
referral as many housing options are presented and the client choice is paramount to the success of 
the intervention. Many DV providers were involved in the development of the CE system to ensure 
that survivor remains safe and connection to the DV system as well as the variety of housing 
options. 
3. Identify the process for making sub-awards and describe how the ESG allocation available to 
private nonprofit organizations (including community and faith-based organizations).  
Current City of Phoenix ESG subrecipients were granted awarded through a Request for 
Qualifications (RFQ) process in FY 2025 to establish a Qualified Vendor List (QVL). Contracts are 
awarded based on program or project need and proposal response. Contracts are monitored 
annually for progress towards performance outcomes and compliance with federal, state, and local 
regulations. The City works closely with subrecipients to provide training, technical assistance, and 
ongoing support as needed. 
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 City intentionally includes persons who are homeless or formerly homeless when considering 
policy and funding decisions. City Council meetings, community meetings, surveys and town halls 
are all methods that have been utilized to allow opportunities for participation. Once recent 
example in 2025 was the updating of the strategic plan where interviews were conducted with 
people with lived experience to ensure their perspective was captured as the plan framework was 
developed. 
5. Describe performance standards for evaluating ESG.  
Performance standards are included in the Maricopa Regional Continuum of Care Community 
Performance Measures approved by the Maricopa Regional CoC and required for all ESG assistance 
activities. Subrecipients provide monthly demographic reports and quarterly performance reports to 
track progress towards annual outcomes.

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HOPWA Selection of Project Sponsors 
Project Sponsors submitted proposals for a Request for Proposals (RFP) in March 2023. Project Sponsors 
were selected through this RFP process in which experience; qualifications; methodology; design and 
capacity were among criteria considered during the evaluation process.  New housing and service 
contracts began on July 1, 2023. Prior to the issuance of the most recent RFP, community outreach 
occurred to all agencies providing HIV/AIDS services to ensure all were aware of the upcoming RFP.

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