1. Yuma Consolidated Plan (2026-2030)

City of Yuma — Regular Meeting (2026-06-03)

Extracted text (via pymupdf_layout) 302718 characters

CITY OF YUMA CONSOLIDATED
PLAN 2026-2030
DRAFT

Contents
Executive Summary ....................................................................................................................................... 3
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ......................................................................... 3
The Process ................................................................................................................................................... 9
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ............................................................................. 9
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ............................ 10
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................................. 18
Needs Assessment ...................................................................................................................................... 21
NA-05 Overview ...................................................................................................................................... 21
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) .................................................................... 23
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ........................................ 34
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ............................ 38
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .................................. 42
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ..................................................... 44
NA-35 Public Housing – 91.205(b) .......................................................................................................... 45
NA-40 Homeless Needs Assessment – 91.205(c).................................................................................... 50
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ............................................................ 54
NA-50 Non-Housing Community Development Needs – 91.215 (f) ....................................................... 57
Housing Market Analysis ............................................................................................................................. 60
MA-05 Overview DRAFT ..................................................................................................................................... 60
MA-10 Number of Housing Units – 91.210(a)&(b)(2) ............................................................................. 61
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ............................................................... 66
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)...................................................... 71
MA-25 Public and Assisted Housing – 91.210(b) .................................................................................... 74
MA-30 Homeless Facilities and Services – 91.210(c) .............................................................................. 76
MA-35 Special Needs Facilities and Services – 91.210(d) ....................................................................... 79
MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................................ 81
MA-45 Non-Housing Community Development Assets – 91.215 (f) ...................................................... 83
MA-50 Needs and Market Analysis Discussion ....................................................................................... 90
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2) ....................................................................................................................... 92
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ........................................................................... 95
Strategic Plan .............................................................................................................................................. 97
SP-05 Overview ....................................................................................................................................... 97
SP-10 Geographic Priorities – 91.215 (a)(1) ............................................................................................ 99
SP-25 Priority Needs - 91.215(a)(2)....................................................................................................... 103
SP-30 Influence of Market Conditions – 91.215 (b) .............................................................................. 107
SP-50 Public Housing Accessibility and Involvement – 91.215(c) ......................................................... 119
SP-55 Barriers to affordable housing – 91.215(h) ................................................................................. 120
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SP-60 Homelessness Strategy – 91.215(d) ............................................................................................ 122
SP-65 Lead based paint Hazards – 91.215(i) ......................................................................................... 124
SP-70 Anti-Poverty Strategy – 91.215(j) ............................................................................................... 125
SP-80 Monitoring – 91.230 ................................................................................................................... 126
Expected Resources .................................................................................................................................. 127
AP-15 Expected Resources – 91.220(c)(1,2) ......................................................................................... 128
Annual Goals and Objectives .................................................................................................................... 132
Projects ................................................................................................................................................. 134
AP-35 Projects – 91.220(d) ................................................................................................................... 134
AP-38 Project Summary ........................................................................................................................ 136
AP-50 Geographic Distribution – 91.220(f) ........................................................................................... 144
Affordable Housing ................................................................................................................................... 146
AP-55 Affordable Housing – 91.220(g) ................................................................................................. 146
AP-60 Public Housing – 91.220(h) ......................................................................................................... 147
AP-65 Homeless and Other Special Needs Activities – 91.220(i) .......................................................... 149
AP-75 Barriers to affordable housing – 91.220(j) ................................................................................. 151
AP-85 Other Actions – 91.220(k) .......................................................................................................... 153
Program Specific Requirements ................................................................................................................ 156
DRAFT
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Yuma and its partner jurisdictions within the Yuma County HOME Consortium (YCHC) receive
funding from the Community Development Block Grant (CDBG) Program and the HOME Investment
Partnership funds (HOME). Every five years, they are required to prepare a five-year Strategic Plan and
an Annual Action Plan (AAP) in accordance with Federal Regulations at 24 CFR Part 91.
These plans:
 Identify the housing and community development needs of low- to moderate-income
households, as well as individuals experiencing homelessness.
 Establish priorities for fund allocation and develop an investment strategy.
 Specify how funds will be distributed among housing and community development activities
during the 2026 program year.
The Annual Action Plan outlines the goals and objectives for the year, as well as the expected outcomes.
DRAFT
Each year, recipients of HUD funds are required to prepare an Action Plan that details how they will
allocate the funds for the current program year.
This report includes the new five-year (2026-2030) Plan for the City of Yuma (City) and the HOME
Consortium, and the first Action Plan of the 2026-2027 planning period.
As a CDBG entitlement community, the City of Yuma is expected to receive $989,248 in CDBG funds
from the Department of Housing and Urban Development (HUD) for Program Year (PY) 2026. These
funds will be used to meet the goals and objectives established in the new Consolidated Plan. The
primary objective for using CDBG funds is to improve the living conditions for low- and moderate-
income (LMI) individuals. These funds can only be used within the City of Yuma boundaries.
HUD approved the Yuma County HOME Consortium (YCHC) as a participating jurisdiction to begin
receiving HOME Investment Partnership funds in 2017 and each subsequent year. Previously, these
dollars were only available through the State of Arizona in a competitive process. The City of Yuma is the
lead entity for the YCHC. The consortium includes the City of Yuma, Yuma County, City of Somerton,
City of San Luis, and the Town of Wellton. The consortium will receive $667,363.82 in HOME Investment
Partnership funds. The primary objective for the use of HOME funds is to create affordable housing for
LMI people. These funds can be used throughout Yuma County.
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2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Based on the needs summarized throughout this plan, the following goals were developed for the 2026-
2030 Consolidated Plan:
Goals for 2026-2030 Five-year Plan
Goal 1. Affordable Housing. Increase the availability of affordable rental housing by creating new units.
Expand and preserve safe, decent, and affordable housing options, including rental and homeownership
opportunities.
Goal 2. Improvements to Existing Rental and Owner Housing. Improve the quality of existing affordable
rental and owner-occupied housing stock, including home accessibility modifications.
Goal 3. Stability and Supportive Services for Low-Income and Special Needs Populations. Provide and
expand eligible public and supportive services that improve stability, well-being, and access to trade and
industry opportunities for low-income households, individuals with special needs, and people
experiencing or at risk of homelessness.
Goal 4. Public Facilities & Improvement of Neighborhood Conditions. Enhance public facilities,
infrastructure, and neighborhood conditions in designated areas to support revitalization, improve
safety and accessibility, DRAFT strengthen housing quality and energy efficiency, and improve neighborhood
visual appeal and overall quality of life in low- to moderate-income areas.
Goal 5. Economic Development that Supports Low- and Moderate-Income Residents. Support
economic development activities that expand economic opportunities for low- and moderate-income
residents and strengthen Yuma’s long-term community vitality.
Goal 6. Administer CDBG/HOME & Fair Housing. Administer CDBG and HOME programs and advance
fair housing outreach efforts.
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3. Evaluation of past performance
At the end of each program year, the City is required to submit a Consolidated Annual Performance and Evaluation Performance Report (CAPER). The CAPER
summarizes the accomplishments made that specific year and the progress made towards the goals established in the Consolidated Plan. The most recent CAPER
submitted was for PY 2024.
A summary of the accomplishments reported in the PY 2024 CAPER, include:
Goals Performance Activity Nat’l 5 Year 5 Year 2024 Goals 2024 People Served Expended
Objective Obj Goals Accomplishments Accomplishments Income Levels 2024
Improve the quality of existing Create
2 Low
affordable rental and owner-occupied DRAFT Suitable 35 housing
Housing Rehabilitation LMH 14 housing units 6 housing units 3 housing units 1 Mod 360,658
housing stock, including home Living units
accessibility modifications. Environment
Improve the quality of existing Create Suitable Housing Rehabilitation – 5 housing
LMH 3 housing units 1 housing unit 0 housing units N/A 0
affordable rental and owner-occupied Living Mesa Heights units
housing stock, including home Environment ACHIEVE Window 7 housing
accessibility modifications. Replacement LMC N/A N/A N/A N/A 0
units
Saguaro 9th Ave Group Home LMC 1 Facility 1 Facility N/A N/A N/A 0
Support low and moderate-income Create Suitable 6,000 N/A –
Fair Housing Activities N/A 280 people N/A 66 people 15,000
families through public services Living people Plan/Admin
including, but not limited to, Environment Infrastructure Supporting 80 household 2,180 LMI
childcare and after school Housing Development LMA 80 units 80 units units 80 household units 1,675 Non-LMI 149,652
programming, nutrition and food 90 10 Ext Low
assistance and public facility WACOG Housing Counseling LMC households 150 households 70 households 34 households 8 Low, 10 Mod 16,283
improvements. 6 Non-LMI
Crossroads Mission-Homeless
LMC 500 people 642 People 200 People 293 People 293 Ext Low 40,506
Outreach Program
Crossroads Mission-Eating LMC 500 people 2192 People N/A N/A 0
N/A
Healthy Program
Mesa Heights Neighborhood
LMA 100 people 718 People N/A N/A N/A 0
Sports Program
Improve community infrastructure in Create 3,855 2,180 LMI
Joe Henry Park Restrooms N/A N/A N/A 0
qualified neighborhoods to support Suitable LMA people 1,675 Non-LMI
community revitalization and housing Living 4,950 Population –4,955 N/A
Carver Park Restrooms LMA N/A N/A 0
affordability. Environment people 60.51% Low Mod
Continueto improve the quality of Create Suitable Code Enforcement/Rental 9,055 Population – 9,055, Population – 9,055, 5,245 LMI
LMA 9,055 people 69,309
neighborhoods with low-income Living Inspection Program people 57.92% LMI 57.92% LMI 3,810 Non-LMI
concentrations Environment Voluntary Demolition 5 housing
SBS 2 housing units N/A N/A N/A 0
Program units
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3,855 Population – 3,855
MHN Outreach LMA N/A N/A N/A 0
people 56.55% LMI
3,855 Population – 3,855
MHN Cleanup LMA N/A N/A N/A 0
people 56.55% LMI
MHN Façade Improvements LMA 2 businesses 3 businesses N/A N/A N/A 0
Provide Public Services for LMI Create Suitable 30
SHINE Childcare Center LMC 53 households N/A N/A N/A 0
people. Living households
Environment Walk-In Freezer
LMC 800 people 894 people N/A N/A N/A 0
Replacement-Food Programs
Table A – Summary CDBG Goals and Accomplishments
DRAFT
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5 Year People Served
Performance 5 Year 2024 2024 Expended
Goals Activity Accomplishments 2024
Objective Goals Goals Accomplishments 2024
Income Levels
Increase affordable rental Tenant Based Rental 60 30 15 Ext Low
Provide 64 Households 16 households 311,716
housing options through the Assistance households households 1 Low
decent
creation of new units and
affordable Rental Housing 5 housing Construction 1 housing Construction
tenant based rental N/A 425,514
housing Development (CHDO) units Underway unit underway
assistance.
Improve the quality of existing
Provide
affordable rental and owner-
decent Housing 40 housing 3 housing
occupied housing stock, 19 Housing Units 4 housing units 4 Low 219,845
affordable Rehabilitation units units
including home accessibility
housing
modifications
Facilitate homeownership
options through down
Provide
payments assistance, financial
decent Down Payment 20 0
counseling, and/or supporting 1 household N/A N/A 0
affordable Assistance households households
the creation of more diverse
housing
and affordable housing
products.
Table B – Summary HOME Goals and Accomplishments
Performance 2024 People Served
Goals Activity 5 Year Goals Expended 2024
Objective Accomplishments Income Levels
Increase affordable rental Provide
housing options through the decent Rental Housing 12 household
Construction Underway 49,468
creation of new units and DRAFT affordable Development units
tenant-based rental assistance. housing
Table C – Summary HOME-ARP Goals and Accomplishments
4. Summary of citizen participation process and consultation process
The community engagement process conducted for this Consolidated Plan included:
 A resident and stakeholder survey targeting all Yuma County residents and service providers
 A resident survey targeting NRSA residents
 A business survey targeting NRSA business owners
 An in-person community meeting targeting NRSA residents
 Stakeholder focus groups on December 4 and December 18, 2025
 A public hearing and an in-person community meeting on October 29, 2025
 An in-person pop-up engagement at the 2025 Yuma Coalition to End Homelessness on
November 6, 2025
 A presentation to City Council and open to the public on November 19, 2025
 A City Council presentation and open to the public on March 18, 2026
 A second public hearing on May 12, 2026
 A 30-day public comment period starting April 24, 2026, as the final opportunity for
participation
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 City Council adoption of the Plan on June 3, 2026
5. Summary of public comments
This section will be completed after the public comment period.
6. Summary of comments or views not accepted and the reasons for not accepting them
This section will be completed after the public comment period.
7. Summary
This document constitutes the City of Yuma (City) and Yuma County Home Consortium (YCHC) 2026-
2030 five-year Consolidated Plan for housing and community development. It also contains the PY2026
Annual Action Plan. The Citizen Participation Plan was followed in the development of this plan, and
there were many opportunities for the public to provide input. Findings from the citizen participation
and stakeholder consultation processes are summarized throughout this plan.
DRAFT
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities 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 YUMA Neighborhood & Economic
Development Division
HOME Administrator YUMA Neighborhood & Economic
Development Division
Table 1 – Responsible Agencies
Narrative
The City of Yuma, Department of Community Development, Neighborhood Services Division, served as
the lead agency in preparing the 2026-2030 Consolidated Plan with the help of a consultant. The
DRAFT
division is responsible for the administration of the City’s CDBG Program and the Yuma County HOME
Consortium’s HOME Investment Partnership Program.
Consolidated Plan Public Contact Information
For questions regarding the 2026-2030 Consolidated Plan, 2026 Annual Action Plan, or questions
relating to the CDBG or HOME Programs, contact the program administrator. The administrator for the
CDBG and HOME Programs is:
Cynthia Blot,
Assistant Director of Community Development
Neighborhood & Economic Development Division
One City Plaza
Yuma, AZ 85364
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
This section outlines the consultation efforts aimed at: 1) coordinating the development of the plan with
housing providers, social service providers, healthcare providers, and relevant government agencies; 2)
aligning the annual plan with Continuum of Care initiatives; and 3) gathering public input.
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(I)).
In the development of the Consolidated Plan and Annual Action Plan, Yuma's consultant and members
of staff consulted with regional social service providers, affordable housing developers, organizations
that serve special needs populations, and city and county staff. Through this process, the participating
organizations and agencies identified housing and community development needs, as well as emerging
challenges that should be prioritized for investment, and recommended solutions to address these
needs. On an annual basis, City staff encourages participation by these agencies in preparation of the
Annual Action Plan.
To further strengthen DRAFT collaboration and support agency capacity, the City hosted an in-person CDBG and
HOME Application Workshop in November. The workshop provided technical assistance on the
application process, clarified HUD requirements, and offered guidance on regulatory expectations for
agencies that may receive funding. Participants were able to ask questions, discuss project concepts,
and receive direct feedback from City staff. The City also scheduled virtual one-on-one sessions with
agencies unable to attend in person to ensure they received the same level of support and information.
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
Yuma is a member of Arizona Division of Housing's (ADOH) Balance of State Continuum of Care
(BOSCOC) and city staff participate in the BOSCOC's planning processes.
The City provides direct support to homeless service providers through its CDBG and HOME allocations.
CDBG funds have been used to support activities such as shelter operations, outreach, and facility
improvements for organizations including Crossroads Mission, Achieve Human Services, Catholic
Community Services, and the Housing Authority of the City of Yuma (HACY). These programs provide
critical services such as emergency shelter, case management, and stabilization assistance for individuals
and families experiencing homelessness. The City also participates in the Yuma Coalition to End
Homelessness (YCEH), serving on its planning committee and actively contributing to coordinated local
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strategies. Through this role, the City helps plan homelessness-related conferences and community
events that provide education, resources, and outreach to service providers and the public. YCEH meets
quarterly to share updates, coordinate efforts, and strengthen partnerships among agencies serving
individuals and families experiencing or at risk of homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
As discussed above, Yuma is a member of Arizona's BOSCOC and participates in processes to determine
funding priorities, projects, and procedures. In addition, local providers were consulted in the
development of the Consolidated Plan and are regular partners with the city and other local agencies in
working to address the needs of Yuma's homeless population as well as those of residents who are at
risk of homelessness.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
The following table highlights organizations that participated in the Consolidated Plan consultation
process.
DRAFT
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Agency/Group/Orga Agency/Group/Orga What section How was the
nization nization Type of the Plan was Agency/Group/Organization consulted
addressed by and what are the anticipated outcomes
Consultation? of the consultation or areas for
improved coordination?
-Housing Needs
Assessment
-Public Housing
Services - Housing Needs
Services-Persons with -Homelessness
Disabilities Strategy
Staff from the organization participated in an
Achieve Services-homeless -Non-Homeless
in-depth focus group.
Services-Health Special Needs
Services-Education -Economic
Services-Employment Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Public Housing
Needs
-Homelessness
Strategy
Services-Children
Gila Vista Jr. High DRAFT -Homeless Staff from the organization participated in an
Services-Education
School Needs, Families in-depth focus group.
Public School
with children
-Economic
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Public Housing
Services - Housing Needs
Services-Persons with -Homelessness
Disabilities Strategy
Regional Center for Staff from the organization participated in an
Services-homeless -Non-Homeless
Border Health in-depth focus group.
Services-Health Special Needs
Services-Education -Economic
Services-Employment Development
-Market Analysis
-Anti-poverty
Strategy
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-Housing Needs
Assessment
-Public Housing
Needs
Services - Housing
-Homelessness
Services-Persons with
Strategy
Housing Authority of Disabilities Staff from the organization participated in an
-Non-Homeless
the City of Yuma Services-homeless in-depth focus group.
Special Needs
Services-Education
-Economic
Services-Employment
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Economic
Staff from the organization participated in an
Arizona@work Services-Employment Development
in-depth focus group.
-Market Analysis
-Anti-poverty
Strategy
-Homelessness
Strategy
-Anti-poverty
Coalition to End Services-homeless Strategy Staff from the organization participated in an
Homelessness Services - Housing -Housing Needs in-depth focus group.
Assessment
DRAFT -Public Housing
Needs
-Housing Needs
Assessment
-Public Housing
Needs
-Homelessness
Services - Housing
Strategy
Services-homeless Staff from the organization participated in an
Help Center -Non-Homeless
Services-Education in-depth focus group.
Special Needs
Services-Employment
-Economic
Development
-Market Analysis
-Anti-poverty
Strategy
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-Housing Needs
Assessment
-Public Housing
Needs
-Homelessness
Strategy
Elected Official / Local Councilmembers participated in an in-depth
City Councilmembers -Non-Homeless
Government focus group.
Special Needs
-Economic
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Non-Homeless
City of San Luis, Special Needs
Staff from the organization participated in an
Economic Local Government -Economic
in-depth focus group.
Development Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Non-Homeless
Special Needs
Staff from the organization participated in an
City of Wellton DRAFT Local Government -Economic
in-depth focus group.
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Non-Homeless
Special Needs
Staff from the organization participated in an
Local Government -Economic
Yuma County in-depth focus group.
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Non-Homeless
Special Needs
Staff from the organization participated in an
City of San Luis Local Government -Economic
in-depth focus group.
Development
-Market Analysis
-Anti-poverty
Strategy
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-Housing Needs
Assessment
-Public Housing
Needs
Housing -Homelessness
Services-Housing Strategy
Campesinos sin Staff from the organization participated in an
Services-Health -Non-Homeless
Fronteras in-depth focus group.
Services-Education Special Needs
Services-Employment -Economic
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Public Housing
Needs
-Homelessness
Strategy
-Homeless Needs
- Families with
children
Services-Children
-Homelessness
Services-Elderly Persons
Needs, Veterans
Services-Persons with
Catholic Community -Homelessness Staff from the organization participated in an
Disabilities
Services Needs, in-depth focus group.
Services-Victims of
DRAFT Unaccompanied
Domestic Violence
youth
Services-Health
-Non-Homeless
Special Needs
-HOPWA
Strategy
-Economic
Development
-Market Analysis
-Anti-poverty
Strategy
-Housing Needs
Assessment
-Public Housing
Needs
-Homelessness
Services-Health
Strategy
Arizona Complete Services-Persons with Staff from the organization participated in an
-Non-Homeless
Health Disabilities in-depth focus group.
Special Needs
Services-homeless
-Economic
Development
-Market Analysis
-Anti-poverty
Strategy
Table 2 – Agencies, groups, organizations who participated
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Identify any Agency Types not consulted and provide rationale for not consulting
No relevant agencies were intentionally excluded from the consultation process.
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?
Identification of gaps and
2024 City of Yuma Housing Needs
City of Yuma development of strategic goals for
Assessment
increasing affordable housing.
Identification of gaps and
City of Yuma Affordable Housing
City of Yuma development of strategic goals for
Plan, 2025
increasing affordable housing.
Planning for transportation
2026-2050 Long-Range Yuma Metropolitan Planning investments that improve access to
Transportation Plan Organization jobs, services, and neighborhoods
targeted for revitalization
Strategic plan goals for
neighborhood revitalization,
2025 Comprehensive Economic Greater Yuma Economic
economic development, workforce
Development Strategy (CEDS) Development Corp.
growth, and support for small
businesses.
Citywide strategic plan provides an
DRAFT in-depth framework for long-term
2025-2030 City of Yuma Strategic goals related to housing, economic
City of Yuma
Plan development, infrastructure
investment, service delivery, and
neighborhood revitalization.
Countywide strategic plan provides
an in-depth framework for long-
Yuma County 2030 Comprehensive
Yuma County term goals related to housing,
Plan
economic development, and
infrastructure investment.
Long-term policy framework
guiding land use, housing,
City of Yuma General Plan City of Yuma transportation, infrastructure, and
economic development to support
City goals.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The city will continue implementing the Consolidated Plan and will work collaboratively when
appropriate to develop projects, improve efficiency, and reduce duplicated efforts for the benefit of
predominantly low- to-moderate-income persons. Continuum of Care coordination will be considered
for homelessness needs. The city will also continue to collaborate with the Housing Authority to address
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affordable housing needs. Additionally, the city consults with local, regional, and state organizations to
stay informed about needs that may affect local initiatives.
Narrative (optional):
Please see above.
DRAFT
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PR-15 Citizen Participation – 91.105, 91.115, 91.200© and 91.300©
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Citizen participation for the Consolidated Plan included
 A resident and stakeholder survey targeting all Yuma County residents and service providers
 A resident survey targeting NRSA residents
 A business survey targeting NRSA business owners
 An in-person community meeting targeting NRSA residents
 Stakeholder focus groups on December 4 and December 18, 2025
 A public hearing and an in-person community meeting on October 29, 2025
 An in-person pop-up engagement at the 2025 Yuma Coalition to End Homelessness on
November 6, 2025
 A presentation to City Council and open to the public on November 19, 2025
 A City Council presentation and open to the public on March 18, 2026
 A second public hearing on May 12, 2026
 A 30-day public comment period starting April 24, 2026, as the final opportunity for
participation.
 City Council adoption of the Plan on June 3, 2026
DRAFT
Findings from the citizen participation process are incorporated throughout the Consolidated Plan and
inform prioritization of needs and goal setting. Community engagement findings will also be used to
inform project selection over the term of the Consolidated Plan.
Citizen Participation Outreach
Sort Ord Mode of Target of Summary of Summary of Summary of comm URL (If
er Outreach Outreach response/attend comments recei ents not accepted applicab
ance ved and reasons le)
1 Resident Residents 278 responses The survey All responses were N/A
Survey of City of were gathered captured accepted.
Yuma and residents’
Yuma housing
County problems,
neighborhood
and community
needs, as well
as their
perspectives on
funding and
service
priorities.
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Sort Ord Mode of Target of Summary of Summary of Summary of comm URL (If
er Outreach Outreach response/attend comments recei ents not accepted applicab
ance ved and reasons le)
2 NRSA NRSA 37 responses The survey All responses were N/A
Resident (expansion were gathered collected input accepted.
Survey area) on
Residents neighborhood
conditions,
housing needs,
safety, and
available
services.
3 NRSA NRSA 3 responses were The survey All responses were N/A
Business (expansion gathered gathered accepted.
Survey area) information
Businesses about
recruitment and
retention
issues,
workforce
training, and
plans for
expansion or
relocation, and
the impact of
neighborhood
DRAFT issues on
businesses
4 Stakeholde Stakeholde 27 responses The survey All responses were N/A
r Survey rs of City of were gathered asked about accepted.
Yuma and housing priority
Yuma outcomes,
County general priority
outcomes, and
invited open
ended
comments.
5 NRSA NRSA 27 residents During the All comments were N/A
community (expansion attended. public meeting, accepted.
meeting area) participants
Residents were invited to
engage in two
interactive
activities
designed to
capture
neighborhood
needs and
guide future
funding
priorities
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Sort Ord Mode of Target of Summary of Summary of Summary of comm URL (If
er Outreach Outreach response/attend comments recei ents not accepted applicab
ance ved and reasons le)
6 Stakeholde Stakeholde 23 stakeholders In depth focus All comments were N/A
r focus rs of City of attended. group accepted.
groups Yuma and discussion
Yuma around housing
County and community
needs and
solutions.
7 Public General Public meeting Comments All comments were N/A
hearing public, was held to focused on accepted.
and residents, receive housing
community and comments and affordability,
meeting stakeholder input on housing homelessness
s of City of needs and services,
Yuma and priorities infrastructure
Yuma for grant funding needs, and
County prioritization of
funds
8 City City Council Overview of the Comments All comments were N/A
Council members, planning and focused on accepted.
presentatio residents, funding process housing
ns and and was provided affordability,
community community homelessness
meetings stakeholder services,
DRAFT s infrastructure
needs, and
prioritization of
funds
9 In-person Service Outreach booth Comments All comments were N/A
pop-up providers, engaged focused on accepted.
engageme advocates, attendees housing
nt at the individuals through informal affordability,
2025 Yuma experiencin discussions and homelessness
Coalition to g or at risk collection of services,
End of feedback. infrastructure
Homelessn homelessn needs, and
ess ess, prioritization of
funds
10 Second Residents N/A N/A
public of City of
hearing Yuma and
Yuma
County
11 Public Residents N/A N/A
Comment of City of
Yuma and
Yuma
County
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
This section of the Consolidated Plan examines housing, community, and economic development needs
of residents. The section uses data from 2016-2020 (the most recent available) Comprehensive Housing
Affordability Strategy (CHAS), as well as other sources where noted. The CHAS data throughout this
section refers to “HAMFI”, or HUD Area Median Family Income to determine income categories. HAMFI
is calculated by HUD and is based on a household of 4. The HUD-provided data shown in the tables
throughout this section shows cost burden and other housing problems by income category. For the
purposes of this plan, the definitions shown below will be used consistently throughout the Needs
Assessment (NA) and Market Analysis (MA) sections of this plan. Yuma County had a HAMFI of $56,500
for 2020, $63,900 for 2024, and $76,200 in 2025.
HUD Income Categories
 0-30% AMI = extremely low-income
 30-50% AMI = very low-income
 50-80% AMI DRAFT = low-income
 80-100% AMI = low- to moderate-income
The Needs Assessment section covers the following areas:
Housing needs. Top housing needs in the county include affordable rental housing (including housing for
those transitioning out of homelessness as well as workforce housing), housing repairs, and entry-level
ownership opportunities for low and moderate-income residents who would like to buy homes. Cost
burden and severe cost burden are the most common housing problems in the city and county.
Public housing. The Housing Authority of the City of Yuma (HACY) has converted all public housing
through the Rental Assistance Demonstration program and these 235 units are in good condition. HACY
also administers 1,138 vouchers and has had increasing difficulty with voucher holders finding available
rental units. The waiting list for HACY housing has over 3,000 residents, highlighting a significant need
for more affordable housing options so that individuals can find suitable accommodations.
People experiencing homelessness. In the 2025 Unsheltered PIT Count for Yuma County, 103 surveys
were collected, representing 118 unsheltered homeless individuals. Of the total, 1 person was in
Dateland, 12 in Somerton, 1 in Wellton, and 104 in the City of Yuma. Thirty households, which included
a total of 37 individuals, were experiencing chronic homelessness. Unsheltered individuals and
households in the county are predominantly male and older, with most adults between ages 45 and 64
and a substantial share age 65 or older, while relatively few are under age 25. Many are experiencing
homelessness for the first time, and a significant portion face overlapping vulnerabilities, including living
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with a disability, having served in the armed forces, or being survivors of domestic violence. The most
common factors contributing to displacement reflect economic instability and health challenges, led by
inability to pay rent or a mortgage, job loss, difficulty finding affordable housing, underemployment or
low income, and chronic illness.
Non-Homeless special needs. Non-homeless special needs populations include households containing
persons with a disability, elderly households, those at risk of homelessness, victims of intimate
partner/domestic violence, persons with alcohol or other drug addiction, and persons with living with
HIV/AIDS. The needs of each of these individual populations are discussed in section NA-45.
Public services needs. According to stakeholder engagement, Yuma has a strong network of service
providers, but demand for public services far exceeds available resources. Public services are needed to
expand housing stability supports, including rental assistance, housing navigation, case management,
and legal assistance related to landlord-tenant and fair housing protections, particularly for people
facing eviction, survivors of domestic violence, and households with criminal histories or credit barriers.
Workforce development, childcare, and transportation assistance are critical to improving economic
stability, as many job seekers experiencing homelessness or housing instability cannot secure or retain
employment without these supports. There is also a clear need for expanded behavioral health,
substance use treatment, and reentry services for individuals exiting treatment programs or the criminal
justice system, as well as outreach and supportive services for unsheltered individuals. While residents
generally know how to access services, service providers report declining administrative capacity and
flat or reduced funding, DRAFT limiting their ability to meet growing needs despite increasing demand.
Projected Needs
According to the City of Yuma Affordable Housing Action Plan, in 2024, between 2024 and 2029 the City
of Yuma needs an additional 3,573 housing units will be needed to accommodate projected population
growth. This results in an average of around 715 units a year, slightly higher than the 686 units
permitted in 2024. While population growth has moderated in recent years, housing demand continues
to increase because of demographic changes—particularly the aging of the population. As residents age,
household sizes tend to decline. These trends mean that even with slower population growth, the
number of households can continue to rise, increasing the demand for housing units.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Yuma County’s 2024 population estimate was 217,978. The county has added over 50,000 residents
since 2000, an increase of 32%.
The table below illustrates population trends for Yuma County, the City of Yuma, and three surrounding
cities: San Luis, Somerton, and Wellton, along with the State of Arizona. Since 2000, the City of Yuma has
experienced slower growth than all the comparison jurisdictions and Yuma County as a whole. In
contrast, San Luis has more than doubled in population since 2000, and Somerton has nearly doubled in
size during the same period. Most of the population growth in the City of Yuma occurred between 2000
and 2010, with significantly slower growth observed since 2010.
Population Trends, by Jurisdiction, 2000-2024
Total Population by Year 2000-2024 Change
2000 2010 2020 2024 Number Percent
City of Yuma 79,486 93,010 96,355 102,726 23,240 29%
San Luis 17,038 25,547 35,573 39,383 22,345 131%
Somerton 7,558 14,246 14,241 14,743 7,185 95%
DRAFT
Wellton 1,869 2,860 2,392 2,627 758 41%
Yuma County 164,992 195,490 204,722 217,978 52,986 32%
State of Arizona 5,175,581 6,398,985 7,176,401 7,621,703 2,446,122 47%
Source: Arizona Office of Economic Opportunity
Demographics Base Year: 2010 Most Recent Year: 2024 % Change
Population 93,010 102,276 10%
Households 31,417 39,909 27%
Median Income $45,789.00 $71,828.00 57%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2010 ACS, 2024 ACS (Most Recent Year), and Arizona Office of Economic Opportunity
Rapid growth can complicate a jurisdiction's eligibility for housing programs. Both single-family home
loans and multifamily loan guarantees offered through USDA Rural Development are aimed at cities with
populations of fewer than 35,000 people. San Luis surpassed this threshold in 2020, according to
estimates from the Arizona Office of Economic Opportunity. Additionally, USDA Rural Development
preservation grants are designated for cities with populations under 20,000. If Somerton continues to
grow rapidly, it may soon exceed this limit as well.
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The comparative data highlights an important regional dynamic: while surrounding jurisdictions are
absorbing significant residential growth, the City of Yuma continues to anchor the region’s economic
base, workforce access, and service delivery infrastructure. Moving forward, strategic infill
development, housing diversification, economic expansion, and neighborhood reinvestment will
position the City of Yuma to capture future growth opportunities while maintaining its role as the
region’s central urban core.
Number of Households Table
0-30% >30-50% >50-80% >80-100% >100%
HAMFI HAMFI HAMFI HAMFI HAMFI
Total Households 3,610 3,595 5,220 3,575 19,335
Small Family Households 1,245 1,305 2,360 1,510 9,405
Large Family Households 240 140 650 570 2,320
Household contains at least one
person 62-74 years of age 920 765 905 650 3,945
Household contains at least one
person age 75 or older 505 1,100 855 430 2,425
Households with one or more
children 6 years old or younger 750 513 1,279 840 2,945
Table 6 - Total Households Table
Data 2016-2020 DRAFT CHAS
Source:
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter Owner
0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total
AMI 50% 80% 100% AMI 50% 80% 100%
AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 105 0 20 0 125 0 20 0 0 20
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and DRAFT
plumbing) 150 120 180 240 690 40 20 55 40 155
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 175 0 115 75 365 4 0 115 75 194
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 1,140 920 240 15 2,315 980 605 530 30 2,145
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Renter Owner
0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total
AMI 50% 80% 100% AMI 50% 80% 100%
AMI AMI AMI AMI AMI AMI
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 140 405 1,345 415 2,305 190 400 640 420 1,650
Zero/negative
Income (and
none of the
above
problems) 235 0 0 0 235 305 0 0 0 305
Table 7 – Housing Problems Table
Data 2016-2020 CHAS
Source:
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
or complete plumbing, severe overcrowding, severe cost burden)
DRAFT
Renter Owner
0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total
AMI 50% 80% 100% AMI 50% 80% 100%
AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 1,565 1,040 550 330 3,485 1,020 645 700 150 2,515
Having none of
four housing
problems 510 760 2,055 1,195 4,520 515 1,145 1,915 1,900 5,475
Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data 2016-2020 CHAS
Source:
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3. Cost Burden > 30%
Renter Owner
0-30% >30-50% >50-80% Total 0-30% >30-50% >50-80% Total
AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Small Related 690 805 1,150 2,645 304 435 470 1,209
Large Related 185 85 135 405 35 15 280 330
Elderly 320 335 140 795 720 460 265 1,445
Other 455 225 260 940 145 120 240 505
Total need by 1,650 1,450 1,685 4,785 1,204 1,030 1,255 3,489
income
Table 9 – Cost Burden > 30%
Data 2016-2020 CHAS
Source:
4. Cost Burden > 50%
Renter Owner
0-30% >30- >50- Total 0-30% >30- >50- Total
AMI 50% 80% AMI 50% 80%
AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
DRAFT
Small Related 0 0 700 700 300 260 0 560
Large Related 0 0 40 40 35 0 95 130
Elderly 265 130 30 425 550 270 40 860
Other 0 410 95 505 130 0 0 130
Total need by 265 540 865 1,670 1,015 530 135 1,680
income
Table 10 – Cost Burden > 50%
Data 2016-2020 CHAS
Source:
5. Crowding (More than one person per room)
Renter Owner
0- >30- >50- >80- Total 0- >30- >50- >80- Total
30% 50% 80% 100% 30% 50% 80% 100%
AMI AMI AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Single family
households 325 85 235 90 735 44 0 115 110 269
Multiple,
unrelated family
households 0 0 4 30 34 0 20 55 4 79
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Renter Owner
0- >30- >50- >80- Total 0- >30- >50- >80- Total
30% 50% 80% 100% 30% 50% 80% 100%
AMI AMI AMI AMI AMI AMI AMI AMI
Other, non-family
households 0 35 50 195 280 0 0 0 0 0
Total need by 325 120 289 315 1,049 44 20 170 114 348
income
Table 11 – Crowding Information – 1/2
Data 2016-2020 CHAS
Source:
Renter Owner
0-30% >30- >50- Total 0-30% >30- >50- Total
AMI 50% 80% AMI 50% 80%
AMI AMI AMI AMI
Households N/A N/A N/A N/A N/A N/A N/A N/A
with Children
Present
Table 12 – Crowding Information – 2/2
Describe the number and type of single-person households in need of housing assistance.
DRAFT
According to the 2024 ACS, there are 9,219 single-person households in the City of Yuma. Of those, 14%
or 1,254 households, experienced housing needs. By 2029, there are projected to be 1,377 single-person
households in need of housing assistance.
The types of single-person households that may be in need of housing assistance include the following:
 Roughly half (48% or 4,425 households) of single-person households are elderly and may require
accessibility improvements or other health services as they age in place.
 Single-person households in the City of Yuma have a median income of $36,386, compared to
$71,828 for all households. As such, single-person households may have more trouble paying
rent or property tax bills.
 The poverty rate was approximately 30% for Yuma residents living in single-person households
compared to 16% for all Yuma residents.
 Among resident survey respondents, 71% of single-person households reported that
“utilities/other costs are too high,” and 57% indicated that “rent/mortgage is too high.”
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Households with disabilities. According to HUD’s Comprehensive Housing Affordability Strategy (CHAS)
data, 28% of households in the City of Yuma include a person with one or more disabilities, similar to the
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state overall (27%). According to ACS data, disability rates are higher among seniors: 35% of residents
aged 65 and older have some type of disability. CHAS data indicate that about 34% of all households
containing a resident with a disability have at least one housing problem (e.g. cost burden,
overcrowding, substandard housing). In other words, among the estimated 9,895 households with a
disability in the City of Yuma, roughly 3,410 have some type of housing need. If current population
growth trends continue, the number of households that include a member with a disability and are in
need of housing assistance are projected to grow by roughly 10% to 3,744 households by 2029.
Victims of domestic violence. National incidence rates indicate that 41% of women and 26% of men
aged 18 or older have experienced contact sexual violence, physical violence, or stalking by an intimate
partner (IPV) in their lifetime. Annual incidence rates – meaning the proportion of people who have
experienced contact sexual violence, physical violence, or stalking by an intimate partner in the previous
year – are 4.5% for women and 2.8% for men.
Applying these rates to the population of women and men over 18 in the City of Yuma indicates that
2,786 residents are likely to have experienced some type of domestic violence, dating violence, sexual
assault and/or stalking by an intimate partner in the previous year. National statistics show that 13.4%
of women and 5.3% of men experiencing intimate partner violence are in need of housing services.
These rates suggest that 283 victims of domestic violence or 10% of estimated domestic violence victims
in Yuma require housing services each year.
Although the supportive and housing services needed by intimate partner violence (IPV) victims vary,
DRAFT
generally, all need health care and counseling immediately following the event and continued mental
health support to assist with the traumatic stress disorder related to the event. Victims may also require
assistance with substance abuse and mental health services, both of which are common among IPV
victims. Affordable housing is also critical: the National Alliance to End Homelessness argues that a
“strong investment in housing is crucial [to victims of domestic violence] … so that the family or woman
is able to leave the shelter system as quickly as possible without returning to the abuse.” The Alliance
also reports that studies on homelessness have shown a correlation between domestic violence and
homelessness.
What are the most common housing problems?
Housing cost burden. The two levels of cost burden are the most common housing problems for low- to
moderate- income (LMI) households in the City of Yuma. A household is considered low- to moderate
income if they make 0-100% of the Area Median Income (AMI). Households experience moderate cost
burden when they pay greater than 30% but less than or equal to 50% of their income on housing and
severe cost burden if they spend greater than 50% of their income.
Based on the cost burden table above, 4,785 or 74% of low-income renter households experience cost
burden. Within this group, 2,735 are severely cost burdened, 42% of all low-income renter households.
Cost burden is also the most prevalent problem for low-income owner households. The housing
problems table indicates that 3,489 or 59% of low-income owner households experience cost burden.
Within this group, 2,175 are severely cost burdened, 37% of all low-income owner households. In the
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City of Yuma, 67% of all low-income households are cost-burdened and 39% experience severe cost
burden.
Cost burden affects some low-income households more acutely than others:
 Cost burden disproportionately impacts the lowest income households—79% of households with
income below 30% AMI, 69% of households with income between 30-50% AMI, and 56% of
households with income between 50-80% AMI.
 Low-income small related households have a higher rate of cost burden (78%) compared to the
rate for all low-income households (67%).
 Low-income large related households have a higher rate of cost burden (71%) compared to the rate
for all low-income households (67%).
 Extremely low-income elderly households, with income less than 30% AMI, experience a higher
rate of cost burden (73%) than all low-income households (67%).
According to the resident survey, 75% of respondents with income below $30,000 indicated
“rent/mortgage is too high,” and 56% indicated “utilities/other costs are too high.” Among respondents
with income between $30,000 and $75,000 68% indicated “rent/mortgage is too high,” and 64%
indicated “utilities/other costs are too high.”
Substandard housing. HUD data indicates that substandard housing, without complete plumbing or
kitchen facilities, is DRAFT a far less common housing problem with 125 renter households and 20 owner
households impacted. Almost all renters living in substandard housing had incomes below 30% of the
AMI. Meanwhile, all owners with substandard housing made in between 30-50% of the AMI.
During the community engagement process, stakeholders described poor housing conditions as a
serious problem across Yuma County, particularly in San Luis, where aging homes need rehabilitation.
These homes have elderly homeowners who don't have the resources for rehabilitation.
Among resident survey respondents:
 Thirty-four percent indicated Yuma needs “help for current homeowners/renters to maintain or
rehab housing.”
 Eight percent of respondents indicated “poor housing conditions (needs repairs).”
 This share was 13% among households with a member with a disability, 14% among single-
person households, and 13% and 14% among households with income below $30,000 and
income between $30,000 and $75,000, respectively.
 The most important repair needed was “energy efficiency improvements.”
Overcrowding. According to HUD data, 365 LMI renter households live in overcrowded conditions in the
City of Yuma – 1.01 to 1.5 people per room. There are also 690 LMI renter households living in severely
overcrowded conditions – over 1.5 people per room. Overcrowding is less common in LMI owner
households, though 194 still experience overcrowded conditions and 155 face severe overcrowding.
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One or more housing problems. In total, 66% of all LMI households experience at least one housing
problem and 38% experience at least one severe housing problem. LMI renter households experience
housing problems at a higher rate (75%) than LMI owner households (56%). This trend also exists for
severe housing problems with 44% of LMI renters compared to 31% of LMI owners experiencing at least
one severe housing problem. For both LMI owner and renter households, the rates of housing problems
and severe housing problems decline as household incomes increase. For example, almost all extremely
low-income households, 99% of owners and 94% of renters, have a housing problem compared to only
28% of moderate-income owners and 49% of moderate-income renters.
Are any populations/household types more affected than others by these problems?
Households that are most affected by housing problems, especially cost burden, include:
 Cost burden disproportionately impacts the lowest income households—79% of households
with income below 30% AMI, 69% of households with income between 30-50% AMI, and 56% of
households with income between 50-80% AMI.
 Low-income small related households have a higher rate of cost burden (78%) compared to the
rate for all low-income households (67%); Low-income large related households (71%) also have
a higher rate of cost burden.
 Almost half (44%) of elderly households with income between 0-80% of the AMI experience cost
burden. Additionally, 73% with income less than 30% of the AMI are cost burdened.
DRAFT
 Both extremely low-income renter and owner households (0-30% HAMFI) are highly impacted by
cost burden—80% of renter households and 78% of owner households.
 About 2,530 households with income less than 30% of the AMI and 1,570 households with income
between 30-50% of the AMI are severely cost-burdened and at high risk of eviction or foreclosure
and potentially homelessness.
 Roughly 13% of LMI renters live in overcrowded conditions, while only 4% of LMI owner
households live in overcrowded conditions.
Based on the resident survey, 63% of respondents indicated “rent/mortgage is too high,” 60% indicated
“utilities/other costs are too high,” and 29% indicated they “can’t find affordable housing.” By
comparison:
 84% of renters, 78% of those staying with friends or family, 75% of households with income below
$30,000, and 68% of those with income between $30,000 and $75,000 indicated “rent/mortgage
is too high.”
 71% of single-person households indicated “utilities/other costs are too high.”
 43% of renters, 64% of those staying with friends or family, 34% of households with a member
with a disability, 50% of multigenerational households, 42% of households with income below
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$30,000, and 36% of households with income between $30,000 and $75,000 indicated they “can’t
find affordable housing.”
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
Households that spend 50% or more of their income on housing are considered at risk of homelessness.
These households have limited capacity to adjust to rising home prices and are vulnerable to even minor
shifts in rents, property taxes, and/or incomes. An estimated 4,905 low-income City of Yuma households
(2,735 renters and 2,175 owners) are severely cost burdened, spending 50% or more of their income on
housing, and are therefore at risk of homelessness.
Stakeholders noted that households exiting homelessness, domestic violence, incarceration, or
substance-use treatment face especially high barriers due to criminal history screening, short-term
assistance windows, and the lack of affordable units to transition into.
Based on the resident survey conducted among households with incomes less than $30,000:
 75% believe that rent or mortgage costs are too high.
 56% feel that DRAFT utilities and other costs are too high.
 42% cannot find affordable housing.
 13% report poor housing conditions that need repairs.
 69% indicated Yuma needs more affordable rental housing.
 45% indicated Yuma needs more affordable homes for purchase.
 35% indicated Yuma needs more shelters and services for people experiencing homelessness.
Among those staying with friends or family:
 78% believe that rent or mortgage costs are too high.
 64% cannot find affordable housing.
 56% feel that utilities and other costs are too high.
 89% indicated Yuma needs more affordable rental housing.
 62% indicated Yuma needs more affordable homes for purchase.
 24% indicated Yuma needs more shelters and services for people experiencing homelessness.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
N/A
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Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Indicators of housing instability include being severely cost burdened, having to move in with someone
else temporarily/”couch surf,” sleeping in a vehicle, temporary stays in hotels or motels or camping,
staying in a homeless shelter or domestic violence shelter, or living in transitional or other temporary
housing.
In addition, rising housing costs means a larger proportion of low- and moderate-income households are
paying more than half of their income on housing. Additionally, rising costs for food, transportation,
healthcare, and utilities further reduce an individual’s disposable income and ability to save. Households
without savings are more vulnerable to homelessness, particularly if their income is suddenly reduced
for any reason (e.g., job loss, cut in work hours, or government benefits), or if they encounter an
unexpected expense (e.g., medical emergency, major car repair).
Stakeholders noted that households exiting homelessness, domestic violence, incarceration, or
substance-use treatment face especially high barriers due to criminal history screening, short-term
assistance windows, and the lack of affordable units to transition into.
Discussion
Stakeholders have raised concerns about the aging housing in San Luis. The area lacks nonprofit
organizations to support rehabilitation efforts. Additionally, there is a pressing need for housing for
DRAFT
agricultural laborers in San Luis and its surrounding areas. Seasonal migrant workers, who require
accommodation for three to six months, are currently facing overcrowding.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
A disproportionately greater need exists when the members of a racial or ethnic group at a particular
income level experience housing problems at a greater rate (10 percentage points or more) than the
income level as a whole. For example, assume that 60% of all low-income households within a
jurisdiction have a housing problem and 72% of low-income Hispanic households have a housing
problem. In this case, low- income Hispanic households have a disproportionately greater need.
Per the regulations at 91.205(b)(2), 91.305(b)(2), and 91.405, a grantee must provide an assessment for
each disproportionately greater need identified. Although the purpose of these tables is to analyze the
relative level of need for each race and ethnic category, the data also provide information for the
jurisdiction as a whole that can be useful in describing overall need.
Income classifications are as follows: 0-30% AMI is considered extremely low-income, 30-50% AMI is
very low-income, 50-80% AMI is low-income, and 80-100% is moderate-income.
0-30% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
DRAFT problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 2,920 690 0
White 995 460 0
Black / African American 85 15 0
Asian 35 10 0
American Indian, Alaska Native 49 0 0
Pacific Islander 0 0 0
Hispanic 1,725 205 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data 2016-2020 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
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30-50% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 2,490 1,105 0
White 855 625 0
Black / African American 20 0 0
Asian 15 0 0
American Indian, Alaska Native 45 0 0
Pacific Islander 0 0 0
Hispanic 1,490 455 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data 2016-2020 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
50-80% of Area Median DRAFT Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 3,240 1,985 0
White 945 785 0
Black / African American 75 29 0
Asian 90 65 0
American Indian, Alaska Native 0 25 0
Pacific Islander 40 0 0
Hispanic 1,950 1,055 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data 2016-2020 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
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80-100% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 1,310 2,260 0
White 495 815 0
Black / African American 35 50 0
Asian 14 35 0
American Indian, Alaska Native 20 20 0
Pacific Islander 0 0 0
Hispanic 745 1,275 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Data 2016-2020 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Discussion
DRAFT
This section discusses the rate of housing problems for different racial and ethnic groups at different
income levels and identifies groups that experience disproportionately greater need.
0-30% AMI. About four out of five households in this income group experience a housing problem
(81%). White and Asian households have lower rates of housing problems – 68% and 78% respectively.
Black/African American (85%) and Hispanic (89%) households have higher rates of housing problems.
One hundred percent of American Indian/Alaska Native households at this income level have a housing
problem and therefore have disproportionately greater need. Data for racial groups other than white
or Hispanic have small sample sizes and may be less reliable; therefore, they should be interpreted with
caution.
30-50% AMI. At this income level, roughly two out of three households in the City of Yuma have a
housing problem (69%). White households experience housing problems at the lowest rate (58%).
Hispanic households experience housing problems at a greater rate (77%). All (100%) Black/African
American, Asian, and American Indian/Alaska Native households have a housing problem and have
disproportionately greater need for households at this income level. Data for racial groups other
than white or Hispanic have small sample sizes and may be less reliable; therefore, they should be
interpreted with caution.
50-80% AMI. At this income level, 62% of households in the City of Yuma experience a housing problem.
White and Asian households experience housing problems at lower rates – 55% and 58% respectively.
Hispanic households (65%) experience housing problems at a rate similar to the overall rate for this
income level. Black/African American and Pacific Islander households have disproportionately greater
need for this income level, with 72% and 100% experiencing housing problems, respectively. None of
Consolidated Plan YUMA 36

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the 25 American Indian/Alaska Native households at this income level have a housing problem. Data
for racial groups other than white or Hispanic have small sample sizes and may be less reliable;
therefore, they should be interpreted with caution.
80-100% AMI. At this income level, 37% of households in the City of Yuma experience a housing
problem. White and Hispanic households experience housing problems at similar rates – 38% and 37%,
respectively – and account for almost all households at this income level (93%). Consequently, data for
other racial groups are less reliable; therefore, they should be interpreted with caution. Asian
households have the lowest rate (29%), while Black/African American households have a slightly higher
rate (41%) than the overall rate. American Indian/Alaska Native households have the highest rate (50%)
and disproportionately greater need compared to other households at this income level.
DRAFT
Consolidated Plan YUMA 37

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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
This section discusses severe housing needs as defined by HUD, using HUD-prepared housing needs
data. The tables show the number of City of Yuma households that have severe housing needs by
income, race, and ethnicity. Needs are associated with the following severe housing problems:
 Housing lacks complete kitchen facilities
 Housing lacks complete plumbing facilities
 Household has more than 1.5 persons per room
 Household cost burden exceeds 50%.
A disproportionately greater need exists when the members of a racial or ethnic group at a particular
income level experience housing problems at a greater rate (10 percentage points or more) than the
income level as a whole. For example, assume that 60% of all low-income households within a
jurisdiction have a housing problem and 72% of low-income Hispanic households have a housing
problem. In this case, low-income Hispanic households have a disproportionately greater need.
Per the regulations at 91.205(b)(2), 91.305(b)(2), and 91.405, a grantee must provide an assessment for
each disproportionately greater need identified. Although the purpose of these tables is to analyze the
DRAFT
relative level of need for each race and ethnic category, the data also provide information for the
jurisdiction as a whole that can be useful in describing overall need.
Income classifications are as follows: 0-30% AMI is considered extremely low-income, 30-50% AMI is
very low-income, 50-80% AMI is low-income, and 80-100% is moderate-income.
0-30% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 2,585 1,025 0
White 885 570 0
Black / African American 70 35 0
Asian 30 15 0
American Indian, Alaska Native 49 0 0
Pacific Islander 0 0 0
Hispanic 1,520 410 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data 2016-2020 CHAS
Source:
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*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
80-100% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 480 3,095 0
White 110 1,210 0
Black / African American 0 85 0
Asian 4 45 0
American Indian, Alaska Native 20 20 0
Pacific Islander 0 0 0
Hispanic 345 1,670 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data 2016-2020 CHAS
Source:
DRAFT
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Discussion
This section discusses the income categories in which a racial or ethnic group has a disproportionately
greater severe housing need.
0-30% AMI. At this income level, 72% of households in the City of Yuma have a severe housing problem.
White households have the lowest rate of severe housing problems (61%) while Black/African American
and Asian households experience severe housing problems at a lesser rate (67%) than all households. All
(100%) American Indian/Alaska Native households at this income level experience a severe housing
problem, and therefore they have a disproportionately greater need. Hispanic households also
experience severe housing problems at a greater rate of 79%. Data for racial groups other than white
or Hispanic have small sample sizes and may be less reliable; therefore, they should be interpreted with
caution.
30-50% AMI. At this income level, 47% of households in the City of Yuma have a severe housing
problem. White households have the lowest rate of severe housing problems (40%), while Hispanic
households experience severe housing problems at a rate similar to all households (49%). All (100%)
Black/African American, Asian, and American Indian/Alaska Native households at this income level have
a severe housing problem and therefore experience disproportionately greater need. Data
Consolidated Plan YUMA 40

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for racial groups other than white or Hispanic have small sample sizes and may be less reliable;
therefore, they should be interpreted with caution.
50-80% AMI. Roughly a quarter (24%) of households in the City of Yuma at this income level have a
severe housing problem. Asian, white, and Black/African American households have lower rates of
severe housing problems – 12%, 16%, and 19% respectively. American Indian/Alaska Native households
have the lowest rate of severe housing problems (0%). Hispanic households experience severe housing
problems at a slightly higher rate (27%) than all households at this income level. Pacific Islander
households have disproportionately greater need because all (100%) households have a severe housing
problem. Data for racial groups other than white or Hispanic have small sample sizes and may be less
reliable; therefore, they should be interpreted with caution.
80-100% AMI. At this income level, 13% of households in the City of Yuma have a severe housing
problem. White and Asian households have a slightly lower rate of severe housing problems (8%), while
Hispanic households have a slightly higher rate of severe housing problems (17%). Black/African
American households have the lowest rate of severe housing problems at this income level (0%).
American Indian/Alaska Native households have the highest rate of severe housing problems (50%) and
therefore have disproportionately greater need. Data for racial groups other than white or Hispanic
have small sample sizes and may be less reliable; therefore, they should be interpreted with caution.
DRAFT
Consolidated Plan YUMA 41

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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction:
This section provides data on households with disproportionate levels of housing cost burden. Housing
cost burden occurs when households spend more than 30% of their gross household income on housing
costs, including utilities. Severe housing cost burden occurs when households pay more than 50% of
gross income on housing costs.
A disproportionately greater need exists when the members of a racial or ethnic group at a particular
income level experience housing problems at a greater rate (10 percentage points or more) than the
income level as a whole. For example, assume that 60 percent of all low-income households within a
jurisdiction have a housing problem and 72 percent of low-income Hispanic households have a housing
problem. In this case, low-income Hispanic households have a disproportionately greater need.
Per the regulations at 91.205(b)(2), 91.305(b)(2), and 91.405, a grantee must provide an assessment for
each disproportionately greater need identified. Although the purpose of these tables is to analyze the
relative level of need for each race and ethnic category, the data also provide information for the
jurisdiction as a whole that can be useful in describing overall need.
Income classifications DRAFT are as follows: 0%-30% AMI is considered extremely low-income, 30%-50% AMI is
very low-income, 50%-80% AMI is low-income, and 80%-100% is moderate-income.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 24,875 4,865 4,995 595
White 11,440 1,725 1,800 390
Black / African
American 590 105 115 15
Asian 565 110 65 0
American Indian,
Alaska Native 125 0 75 20
Pacific Islander 0 0 40 0
Hispanic 11,615 2,815 2,815 170
Table 21 – Greater Need: Housing Cost Burdens
Data 2016-2020 CHAS
Source:
Discussion:
Consolidated Plan YUMA 42

Demo
The table above shows housing cost burden by race/ethnicity of householders regardless of income in
the City of Yuma.
In the jurisdiction as a whole, 4,865 households (14%) were moderately cost burdened, and 4,995
households (14%) were severely cost burdened. According to HUD data, 100% of Pacific Islander
households and 38% of American Indian/Alaska Native households suffer from severe cost burden.
Although these populations are disproportionately impacted, the small number of Pacific Islander
households (40) and American Indian/Alaska Native households (200) with reported income limits the
reliability of the data. White households experience overall cost burden (>30% of income spent on
housing costs) at a lower rate (24%) compared to Hispanic households (33%). Neither group experiences
overall cost burden at a disproportionately greater or lesser rate than the rate for all racial/ethnic
groups in the City of Yuma (28%).
DRAFT
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
As discussed in sections NA-15, NA-20, and NA-25 the following groups have disproportionately greater
needs:
• 100% of American Indian, Alaska Native households with income below 30% AMI experience a
housing problem compared to 81% in the jurisdiction overall.
• Asian households that make 30-50% of the AMI have disproportionately greater need, as all 15
households in this group experience severe housing problems.
• Black/African American households have disproportionately greater need. Those earning 0-50%
of the AMI experience higher rates of housing problems. Within this group, households earning
30-50% of the AMI face higher rates of severe housing problems.
• Pacific Islander households have disproportionately greater need as all 40 households in the City
of Yuma experience severe housing problems.
• American Indian/Alaska Native households with incomes between 0-50% AMI and 80-100% AMI
experience severe housing problems at disproportionately greater rates.
• Pacific Islander and American Indian/Alaska Native households experience severe cost burden at
disproportionately greater rates than all households in the City of Yuma.
• However, data for racial groups other than white or Hispanic have small sample sizes and may
DRAFT
be less reliable; therefore, they should be interpreted with caution.
If they have needs not identified above, what are those needs?
In addition to the needs above, according to the Yuma County Resident Housing Survey, Hispanic
residents were more likely to indicate that the rent or mortgage is too high (71% compared to 63%), and
that they can’t find affordable housing (36% compared to 29%).
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Minority group populations are most populous in the urbanized areas in the southwest corner of the
county. There are 11 census tracts in the county with Hispanic resident concentrations above 90%.
Census Tract 4.02 is in Donovan Estates, and the rest are Somerton, San Luis, and other unincorporated
parts in the southwest corner of the county.
Consolidated Plan YUMA 44

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NA-35 Public Housing – 91.205(b)
Introduction
This section discusses the units and vouchers provided by the Housing Authority of the City of Yuma (HACY). As shown in the table below, HACY
owns and operates 235 affordable rental units (converted from public housing) and administers 1,138 vouchers, with most of those tenant-
based. Occupants of RAD units and voucher holders typically earn less $15,000 per year and utilize their subsidies for 4 years.
Totals in Use
DRAFT Program Type
Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family Disabled
Affairs Unification *
Supportive Program
Housing
# of units vouchers in use 0 0 235 1,138 80 1,058 0 0 0
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family
Affairs Unification
Supportive Program
Housing
Average Annual Income 0 0 13,074 12,118 11,228 11,978 0 0
Consolidated Plan YUMA 45

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Program Type
Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family
Affairs Unification
Supportive Program
Housing
Average length of stay 0 0 4 4 2 4 0 0
Average Household size 0 0 3 3 3 2 0 0
# Homeless at admission 0 0 0 0 0 0 0 0
# of Elderly Program DRAFT Participants
(>62) 0 0 20 165 5 158 0 0
# of Disabled Families 0 0 21 210 3 205 0 0
# of Families requesting
accessibility features 0 0 235 1,138 31 1,084 0 0
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family Disabled
Affairs Unification *
Supportive Program
Housing
White 0 0 226 1,035 26 988 0 0 0
Consolidated Plan YUMA 46

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Program Type
Race Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family Disabled
Affairs Unification *
Supportive Program
Housing
Black/African American 0 0 8 75 5 69 0 0 0
Asian 0 0 1 4 0 4 0 0 0
American Indian/Alaska
Native DRAFT 0 0 0 20 0 20 0 0 0
Pacific Islander 0 0 0 4 0 3 0 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod- Public Vouchers
Rehab Housing Total Project - Tenant - Special Purpose Voucher
based based Veterans Family Disabled
Affairs Unification *
Supportive Program
Housing
Hispanic 0 0 205 810 26 764 0 0 0
Not Hispanic 0 0 30 328 5 320 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Consolidated Plan YUMA 47

Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
In addition to providing accessible units, HACY offers accessibility modifications to all tenants who
request them. These accessibility needs are generally modest and may include grab bars in bathrooms
and ramps. HACY has successfully accommodated these requests.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The waiting list for HACY housing has over 3,000 residents, highlighting a significant need for more
affordable housing options so that individuals can find suitable accommodations. Currently, the waiting
list is closed. HACY has separate waitlists for each project, including one for Section 8 and another for
RAD. Within the RAD program, there is also a waitlist for each unit size. There used to be more turnover
of vouchers as people graduated into market-rate housing, but in recent years, residents have held on to
vouchers for longer due to a lack of other market-rate options or the increased cost of living.
The primary needs of RAD tenants are childcare, education, and skill development, transportation and
finding employment that pays a living wage. Rising market rents have surged to levels that exceed
Section 8 voucher limits, discouraging landlords from participating in these essential programs. As a
result, many low-income families are left without viable housing options. For voucher users, the number
of landlords accepting vouchers has decreased from around 400 before the pandemic to approximately
290. Landlords are now more inclined to take advantage of higher market rents.
DRAFT
Rents have increased by 20% since the onset of COVID-19. Support that used to range from $400 to
$500 per unit is now over $600. The Housing Authority has incurred a deficit to cover these costs.
Previously, they were housing 1,500 households each month; now, they are down to around 1,400 and
may need to reduce that number further to stay within the available budget. All subsidies that were
provided during the COVID-19 pandemic have ended, and the ongoing funding received is insufficient.
How do these needs compare to the housing needs of the population at large
The needs of RAD tenants and voucher holders are similar to the needs of other extremely and very low-
income households in the city—finding affordable rental housing is a significant challenge. Voucher
holders and tenants without assistance also struggle to find childcare and transportation to access
services. Having access to affordable childcare would allow voucher holders to participate in the labor
market or reach their education goals.
During the COVID-19 pandemic, the city received substantial assistance, leading to higher occupancy
rates and more funding for homelessness and eviction prevention programs. At that time, it seemed like
there was an abundance of vouchers available. However, as this support has diminished, vacancies are
on the rise. For two years, individuals facing eviction could go to court, and approximately 75% of them
were able to secure funding to avoid eviction. Now, that support has nearly disappeared, with only 1 in
10 receiving help.
Consolidated Plan YUMA 48

Discussion
Another challenge is that federal funding sources are often designated for specific populations. The
Housing Authority is working with the Arizona Housing Development Corporation on the Mesa
development project and has recently completed a triplex, utilizing All Access funding for targeted
populations, particularly individuals with mental illness. However, funding is limited primarily to
construction; without supportive services, it's challenging to help these individuals maintain housing.
Recent incidents of property damage have raised concerns about the effectiveness of funding aimed at
housing individuals without adequate supportive services. Approximately 5-10% of those receiving
assistance have serious mental illness, with the largest voucher program being managed by HOM Inc.
Many of these individuals may not be capable of living independently, but the authority is striving to
provide them with a final opportunity. Consequently, the Housing Authority has effectively taken on the
role of managing these tenants, with a small group of them causing the majority of the issues.
Among voucher users, the greatest need currently is for one-bedroom units. What used to be public
housing is now under the RAD program, with over 2,200 people on the waitlist for a one-bedroom. The
typical wait time is 5-7 years.
DRAFT
Consolidated Plan YUMA 49

NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Annually, the State of Arizona conducts a Point-in-Time (PIT) survey of persons experiencing
homelessness in Arizona balance of state areas including Yuma County. The Arizona Department of
Housing serves as the Collaborative Applicant and Homeless Management Information System (HMIS)
lead agency for the Continuum of Care for the 13 non-metro counties in the state, or the Balance of
State Continuum of Care (AZBOSCOC). The table presents data from the 2025 Unsheltered PIT Count for
Yuma County; data for the sheltered population were only available for the entire Balance of State.
Homeless Needs Assessment
Population Estimate the # of Estimate the Estimate Estimate the Estimate the
persons experiencing # the # # exiting # of days
homelessness on a experiencing becoming homelessness persons
given night homelessness homeless each year experience
each year each year homelessness
Sheltered Unsheltered
Persons in
Households
with Adult(s)
and Child(ren) n/a 3 n/a n/a n/a n/a
DRAFT
Persons in
Households
with Only
Children n/a 0 n/a n/a n/a n/a
Persons in
Households
with Only
Adults n/a 115 n/a n/a n/a n/a
Chronically
Homeless
Individuals n/a 37 n/a n/a n/a n/a
Chronically
Homeless
Families n/a 30 n/a n/a n/a n/a
Veterans n/a 25 n/a n/a n/a n/a
Unaccompanied
Child n/a 0 n/a n/a n/a n/a
Persons with
HIV n/a n/a n/a n/a n/a n/a
Table 26 - Homeless Needs Assessment
Consolidated Plan YUMA 50

Data Source
Comments: Arizona Balance of State Continuum of Care 2025 Yuma Unsheltered PIT Count.
If data is not available for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness,"
describe these categories for each homeless population type (including chronically homeless
individuals and families, families with children, veterans and their families, and
unaccompanied youth):
In the 2025 Unsheltered PIT Count for Yuma County, 103 surveys were collected, representing 118
unsheltered homeless individuals. Of the total, 1 person was in Dateland, 12 in Somerton, 1 in Wellton,
and 104 in the City of Yuma. Thirty households, which included a total of 37 individuals, were
experiencing chronic homelessness.
Characteristics of unsheltered individuals and households in the county include:
• First-time homeless households (37%);
• Male individuals (75%);
• Ages under 18 (1.69%), 18 to 24 (2.54%), ages 25 to 44 (19.49%), ages 45 to 64 (53.39%), ages 65
or older (22.88%);
• Survivor of domestic violence households (18%);
• Served in the armed forces (24%); and
• Households DRAFT with a member with a disability, including developmental, physical, mental, or
emotional impairment (48%).
Of the selected situations that contributed to being displaced, the top 5 were:
• Unable to pay rent or mortgage (17%);
• Loss of job (9%);
• Can't find affordable housing (8%);
• Underemployment/Low Income (8%); and
• Chronic Illness (7%).
Consolidated Plan YUMA 51

Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
American Indian n/a 4
Asian American n/a 1
Black African American n/a 4
Mid Easter/N African n/a 1
White n/a 72
Multi Race n/a 5
Ethnicity: Sheltered: Unsheltered (optional)
Black African American and n/a 1
Hispanic
Hispanic n/a 22
White and Hispanic n/a 6
DRAFT
Multi n/a 2
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
According to the 2025 Unsheltered PIT count, 25 individuals had served in the armed forces, and 9 were
eligible for veteran healthcare. Additionally, two individuals were under 18.
Although the PIT provides a snapshot of homelessness on a single night, it excludes residents who are
precariously housed, couch surfing, or were simply not identified on the night of the PIT. As such, it is
considered an underrepresentation of homelessness in a community. School districts, through the
McKinney Vento Act, provide an additional data point for measuring homelessness, with a focus on
children and youth experiencing homelessness. Under the McKinney Vento Act, the term “homeless
children and youths” is defined as individuals who lack a fixed, regular, and adequate nighttime
residence. The Arizona Department of Education reported a count of 379 homeless students in the
county enrolled in Arizona Public Schools on October 1, 2024.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Consolidated Plan YUMA 52

Countywide, of the 118 unsheltered homeless individuals interviewed as a part of the 2025 Point-in-
Time survey. The most prevalent racial or ethnic groups were White (61%), followed by Hispanic (18%).
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Data for sheltered homelessness were not available by county. In the 2025 Unsheltered Point-in-Time
(PIT) Count for Yuma County, 103 surveys were conducted, revealing 118 unsheltered homeless
individuals, primarily concentrated in the City of Yuma. Notably, 37% of households were experiencing
homelessness for the first time, and a significant proportion were male (75%). The demographic
breakdown showed that 53.39% were aged 45 to 64, while 22.88% were 65 or older. Key factors
contributing to homelessness included the inability to pay rent (17%) and job loss (9%). Additionally,
24% of individuals had served in the armed forces, with 9 eligible for veteran healthcare. The count,
likely underrepresents the true scope of homelessness, as it does not account for those who are
precariously housed. An additional data point from the Arizona Department of Education identified 379
homeless students enrolled in public schools in the county as of October 1, 2024.
Discussion:
According to stakeholders, many low-income families in the southern area of the county are struggling
with overcrowding and financial burdens. The shortage of affordable rental units and well-maintained
homes forces numerous families into unsatisfactory living conditions, including overcrowding and living
far from essential services. This issue is particularly severe within the Hispanic community, where many
individuals are effectively DRAFT homeless. Stakeholders noted that hundreds of residents in the community
are either homeless or semi-homeless but not included in the PIT counts.
Many low-income families in the southern area of the county are facing challenges related to
overcrowding and financial constraints, according to stakeholders. The limited availability of affordable
rental options and well-maintained homes often leads families to live in less-than-ideal conditions,
including overcrowding and distant locations from essential services. Stakeholders observed that the
number of people living in cars appears to be rising, which may not be fully captured in the Point-in-
Time (PIT) counts.
Consolidated Plan YUMA 53

NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
This section provides data and information about “special needs” populations in the City of Yuma. In
general, HUD defines non-homeless special needs populations as: persons with a disability
(hearing/vision limitation, ambulatory limitation, cognitive limitation, and/or self-care/independent
living limitation), elderly households, large families, female-headed households with children, those at
risk of homelessness, victims of domestic violence, and persons with substance abuse
challenges/addiction. The characteristics of these populations are described below.
Describe the characteristics of special needs populations in your community:
The characteristics of the City of Yuma’s non-homeless special needs populations were determined
through analysis of secondary data on population levels and need.
Disability. According to the latest CHAS data, there were 9,895 households with a disabled member in
the City of Yuma. Of these, 4,575 households include a person with a hearing or vision impairment;
5,915 include a person with an ambulatory limitation; 3,375 include a person with a cognitive limitation;
and 3,490 include a person with a self-care or independent living limitation. Some households may have
a member with more than one disability. Roughly 34% of households with a disabled member have one
or more housing problems—about 3,410 households. Within this group, households that include a
member with a cognitive disability experience housing problems at a higher rate (42%) than those with
DRAFT
members who have other types of disabilities.
2024 ACS data provide insight into which age groups are most impacted by different types of disabilities.
Roughly two out of three persons (63%) with a hearing disability are over the age of 65; the distribution
of those impacted by vision disabilities is relatively even across age groups; adults over 35 account for
roughly half of the population, yet they represent 65% of those with cognitive disabilities; ambulatory
disabilities also disproportionately affect adults over the age of 35, with 90% of those affected in this
age group; the distribution of self-care and independent living disabilities is similar: roughly one-third of
individuals affected are over 75, and the rest are relatively evenly distributed across age groups.
The resident survey for this study found that 63%, 61%, and 34% of households with a member who has
a disability reported that utilities and other costs are too high, rent or mortgage is too high, and they
cannot find affordable housing, respectively. Additionally, 59% indicated Yuma needs more affordable
rental housing, 55% indicated Yuma needs more affordable homes for purchase, and 35% indicated
Yuma needs more help for current homeowners/renters to maintain or rehab housing.
Elderly. There are 19,717 people over the age of 62 in the City of Yuma. Within this group, an estimated
2,879 elderly people have a housing need—roughly 15% of the elderly population. Senior households
may struggle to afford increasing housing costs (rents, property taxes, HOA fees, etc.) as they are more
likely to be living on a fixed retirement income. Most seniors desire to age in place, but many need
accessibility modifications and additional support services to maintain their heath and property. These
modifications and services can be expensive and may be inaccessible to a large share of seniors.
Consolidated Plan YUMA 54

Large families. There are 5,260 large family households (five or more members) in the City of Yuma
according to the 2024 ACS estimates. CHAS data indicate that nearly half of these households have some
type of housing problem. The most common housing need is related to cost burden, but large
households are also more susceptible to overcrowding. Among large families with children (three or
more children) poverty rates are elevated, at 37%. There are 11,621 large family households (five or
more members) in Yuma County according to the 2024 ACS estimates.
Female-headed households with children. There are 3,990 female-headed households with children in
the City of Yuma, according to 2024 estimates. The poverty rate for these households is 31%—much
higher than the poverty rate of 17% among households with children. The 1,235 female headed
households with children living in poverty are the most likely to struggle with rising housing costs and
may need unique supports given the challenges they face.
At risk of homelessness. Households spending 50% or more of their income on housing are severely
cost-burdened and may be at risk of homelessness. These households have limited capacity to adjust to
rising housing costs and are vulnerable to even minor shifts in rents, property taxes, and/or incomes.
There are 4,905 severely cost-burdened low-income households in the City of Yuma and 8,885 in Yuma
County.
Victims of intimate partner/domestic violence. Based on the National Intimate Partner and Sexual
Violence Survey (NISVS) and ACS population estimates, an estimated 2,786 residents of the City of Yuma
(4.5% of women and 2.8% of men) experienced rape, physical violence, and/or stalking by an intimate
DRAFT
partner in 2024. Within this group, about 10% or 283 victims have a housing need. Although the
supportive and housing services needed by IPV victims vary, generally, all need health care and
counseling immediately following the event and continued mental health support to assist with the
traumatic stress disorder related to the event. Victims may also require assistance with substance abuse
and mental health services, both of which are common among IPV victims. Affordable housing is also
critical: The National Alliance to End Homelessness argues that a “strong investment in housing is crucial
[to victims of domestic violence] …so that the family or woman is able to leave the shelter system as
quickly as possible without returning to the abuse.” Numerous studies have shown a correlation
between domestic violence and homelessness.
According to stakeholders, most DV survivors return to their abusers because 120-day program windows
aren't long enough to get established, and Catholic Community Services aims to add 8 more months of
transitional housing.
Persons with alcohol or other drug addiction. According to the National Survey on Drug Use and Health
(NSDUH), an estimated 19.4% of Arizona residents ages 18 and older have a substance use disorder.
Applying this rate to the City of Yuma suggests that approximately 14,969 adult residents have a
substance use disorder. NSDUH also estimates that 75.3% of Arizona residents who need substance use
treatment do not receive it, indicating that about 11,923 adults in Yuma needed but did not receive
treatment in the past year.
Consolidated Plan YUMA 55

What are the housing and supportive service needs of these populations and how are these
needs determined?
The non-homeless special needs populations have a wide range of service needs, including home
modifications, transitional housing, supportive housing, counseling, care management, transportation to
healthcare facilities, and employment. Information was also gathered from focus group sessions with
local organizations during the planning process. According to stakeholders, those exiting the criminal
justice system or recovering from substance use often can’t afford to live on their own. Limited access to
mental health services also limits opportunities. Domestic violence service providers noted they are
trying to address the fact that most domestic violence survivors return to their abusers, largely because
they don’t have resources to take care of themselves and their kids. Many domestic violence programs
only provide assistance for 120 days, which isn’t enough time for survivors to get established in their
new lives (get new jobs, etc.) and to save up enough money to live independently. Service providers
also noted that discrimination against families and people with disabilities is rising dramatically, and
places will try to restrict kids from doing things like playing on the grass.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Yuma County does not receive HOPWA funding directly from the federal government, but they do
receive assistance from the Southern Arizona AIDS Foundation (SAAF), an organization assigned to
administer HOPWA DRAFT funds for Arizona’s Balance of State CoC. The Arizona Department of Health Services
publishes an annual report that assesses the prevalence and impact of HIV/AIDS across the state.
According to the 2023 report,1 there were 19,894 people in Arizona living with HIV/AIDS with 975 new
cases that year. In Arizona, there are roughly 269 people living with HIV/AIDS for every 100,000 people.
The prevalence of HIV/AIDS in Yuma County is lower: 167 cases for every 100,000 people. In Yuma
County, the incidence rate – the rate of new cases that year – was 9.5 cases per 100,000 residents,
which was lower than the statewide incidence rate of 13.2 cases per 100,000 residents.
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific
category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their
unmet need for housing and services needed to narrow the gap in benefits and services
received by such persons. (See 24 CFR 92.209(c)(2) (ii))
N/A
Discussion:
Please see above.
1 https://www.azdhs.gov/documents/preparedness/epidemiology-disease-control/disease-integrated-
services/hiv-epidemiology/reports/2023/hiv-annual-report-2023.pdf?v=20231214
Consolidated Plan YUMA 56

NA-50 Non-Housing Community Development Needs – 91.215 (f)
This section discusses non-housing community development needs for the City of Yuma and Yuma
County. The discussion follows the format and content prescribed by HUD for the Consolidated Plan. It
begins with a discussion of the needs for public facilities, public improvements and public services.
These sections were informed by interviews with stakeholders, surveys of stakeholders and residents
and, where available, analysis of relevant data.
Describe the jurisdiction’s need for Public Facilities:
Yuma County’s 2030 Comprehensive Plan emphasizes the role of regional cooperation in guiding
development goals. The updated comprehensive plan centers on the following policy objectives:
preserving rural areas and lifestyles, land conservation, promoting efficient transportation systems,
sustainable land development, efficient provision of public resources, economic development,
minimizing interference with military activities (particularly with aviation), and preserving agricultural
land, and coordinated, fiscally conscious planning.
Stakeholder and resident input gathered for this Consolidated Plan indicate the need for infrastructure
and public amenities, especially in the NRSA area and for residents with disabilities. Residents indicated
that streets, sidewalks, and parks were in poor condition. A stakeholder noted they would love to see
Kennedy Pool returned to functioning and increased investment in public facilities and schools.
According to the Resident Survey, nearly half (48%) of respondents identified a need for more parks or
DRAFT
community centers in their neighborhood. This need was even more pronounced among households
with children and multigenerational households, where more than half selected this option. In addition,
between 27% and 32% of lower- and moderate-income households reported that their neighborhoods
do not have safe places for children to play outside, underscoring the need for public facilities that
support recreation and safety.
How were these needs determined?
Needs were determined through resident and stakeholder engagement and existing surveys and
reports.
Describe the jurisdiction’s need for Public Improvements:
The Yuma Metropolitan Planning Organization (YMPO) received 416 responses to their survey for the
2026-2050 Long-Range Transportation Plan.2 According to residents the highest priority transportation
needs are “improving surface conditions (pavement, sidewalks, intersections, etc.),” “reducing
congestion on roadways,” and “improving traffic safety.”
2 https://9a0c6348-c822-4750-ab90-
a587b53b3204.filesusr.com/ugd/bf52ab_a882a47a96b24b109adfebaf64961e21.pdf
Consolidated Plan YUMA 57

Public transportation is provided by Yuma County Area Transit (YCAT) system, which has grown from a
new transit service offering paratransit to the current mix of fixed-route and demand responsive
services. YCAT has moved from regional management to a new Yuma County Intergovernmental Public
Transportation Authority (YCIPTA). Based on survey responses that YMPO received for the 2026-2050
Long-Range Transportation Plan, only about 10% of residents used public transportation regularly.
However, when asked which modes of transportation should be prioritized for improvements, public
transit was the second most popular choice—selected by approximately 41% of respondents. According
to the Resident Survey conducted for the Consolidated Plan, 58% of households with income below
$30,000 indicated that better access to jobs and transportation was one of the most important
community improvements.
Yuma County must enhance its water infrastructure to adapt to climate change and drought. The
University of Arizona Water Resources Research Center identifies challenges with both water quantity
and quality in the region.3 These issues are particularly critical for Yuma’s large agricultural industry.
Upgrades that enhance water-use efficiency and ensure safe, reliable water quality are essential.
According to the Resident Survey, more than half (56%) of respondents indicated a need for better
sidewalks, street lighting, drainage, or similar improvements. Infrastructure concerns were also
frequently reported as existing neighborhood challenges, with 34% citing inadequate sidewalks or
lighting.
During resident engagement conducted for the NRSA Plan, residents raised worries about inadequate
DRAFT
lighting, flooding, and drainage in areas that become impassable during heavy rain. Participants also
expressed a desire for more trees to provide shade, better maintenance of existing green spaces, and
action on vacant or underused land, particularly the parcel behind CVS. There was interest in developing
new and improved facilities for seniors and after-school programs for children, highlighting the need for
spaces that cater to multiple age groups.
Additional comments noted ongoing maintenance issues, including unpleasant odors at Ray Smucker
Park and insufficient street lighting in areas prone to flooding. The need for educational facilities such as
AWCs was emphasized.
How were these needs determined?
Needs were determined through resident and stakeholder engagement, as well as existing surveys and
reports.
Describe the jurisdiction’s need for Public Services:
According to stakeholder engagement, Yuma has a strong network of service providers, but demand for
public services far exceeds available resources. Public services are needed to expand housing stability
supports, including rental assistance, housing navigation, case management, and legal assistance related
3 https://wrrc.arizona.edu/sites/default/files/2024-01/Yuma_Factsheet_01_2024.pdf
Consolidated Plan YUMA 58

to landlord-tenant and fair housing protections, particularly for people facing eviction, survivors of
domestic violence, and households with criminal histories or credit barriers. Workforce development,
childcare, and transportation assistance are critical to improving economic stability, as many job seekers
experiencing homelessness or housing instability cannot secure or retain employment without these
supports. There is also a clear need for expanded behavioral health, substance use treatment, and
reentry services for individuals exiting treatment programs or the criminal justice system, as well as
outreach and supportive services for unsheltered individuals. While residents generally know how to
access services, service providers report declining administrative capacity and flat or reduced funding,
limiting their ability to meet growing needs despite increasing demand.
Stakeholders noted that childcare is a critical barrier impacting resident’s ability to participate fully in
the workforce and access educational opportunities.
One-third (33%) of survey respondents reported public services for youth, senior, homeless, or disability
services, would help their community. With even higher levels among single person households (52%)
and households with disabilities. Lower-income households also showed elevated need for service
supports, with 40% of households earning below $30,000 indicating interest in programs serving
vulnerable populations.
How were these needs determined?
Needs were determined through resident and stakeholder engagement and existing surveys and
reports. DRAFT
Consolidated Plan YUMA 59

Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
This section presents the housing market analysis overview. The primary findings from that analysis
included:
 About one quarter or 3,004 renter households in the City of Yuma earned less than $25,000 per
year. These renters need units that cost $625 or less per month to avoid being cost burdened.
However, only 10% of rental units (1,386 units) in the city rent for $625 or less per month. This
leaves a “gap,” or shortage, of 1,618 units for these low-income households.
 Contributing factors to housing needs in the area include low wages and the seasonality of
employment, combined with rising housing prices, high levels of cost burden, and high utility
costs.
 Housing future workforce is possible with an increase in housing unit production and
diversification of housing development. Without subsidies, new construction will not reach the
affordability levels needed for lower wage workers nor will it close current rental gap. Tenant
based rental assistance, downpayment assistance and credit counseling, and development of
multifamily units and townhomes and condos, ADUs, are all needed to address housing
affordability challenges.
DRAFT
Consolidated Plan YUMA 60

MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
Based on 2024 ACS data, there are approximately 44,723 housing units in the City of Yuma and 98,018 in
Yuma County. Since 2010, the number of housing units in the City of Yuma has increased by 6,316 or
almost 17%. In the same period Yuma County added an additional 10,073 units, an increase of almost
12%. The share of the county’s housing stock located in the City of Yuma has increased slightly since
2010, up from 44% to 46%.
Type of housing. Over half (61%) of housing units in the City of Yuma are detached single family homes.
Mobile homes (18%), townhomes (7%), du/tri/quadplexes (7%), and apartment or condo buildings with
20 or more units (5%) are the next most common types of housing. There has been a significant increase
in the number of townhomes and du/tri/quadplexes since 2010 with supply of these units increasing by
70% and 96%, respectively. Detached single family homes make up the same share of housing units in
Yuma City and Yuma County. However, the City of Yuma has a higher share of townhomes,
du/tri/quadplexes, and buildings with 20 or more units and a lower share of mobile homes.
All residential properties by number of units
Property Type Number %
1-unit detached structure 27,416 61%
1-unit, attached structure 3,109 7%
DRAFT
2-4 units 3,276 7%
5-19 units 1,036 2%
20 or more units 2,014 5%
Mobile Home, boat, RV, van, etc 7,872 18%
Total 44,723 100%
Table 27 – Residential Properties by Unit Number
Data Source: 2024 1-year ACS
Note: The data above is for the City of Yuma
In the City of Yuma, detached single family homes are the most common type of housing for owners and
renters, but a much greater proportion of owners occupy this type of housing—79% of owners
compared to 31% of renters. Most other owners live in mobile homes (16%) or townhomes (4%). The
remaining owners—roughly 1%—live in other types of units. Renters live in a wider range of unit types,
but the next most common are du/tri/quadplexes (24%) and townhomes (17%). A much greater share of
renters live in buildings with 20 or more units, 16% compared to almost 0% of owners. Almost 7% of
renters live in mobile homes and roughly 5% live in buildings with 5-19 units.
In Yuma County a smaller share of owners live in detached single family homes (75%) while a larger
share live in mobile homes (20%). In comparison with the City of Yuma, a larger proportion of renters in
the county live in detached single family homes (44%) as well as mobile homes (15%).
Consolidated Plan YUMA 61

In the City of Yuma, roughly 41% of housing units have three bedrooms, 23% of units have two
bedrooms, 22% of units have four bedrooms, and 10% of units have one bedroom. Units without a
bedroom are uncommon (3%), as are units with five or more bedrooms (2%), all of which are owner-
occupied. Owner-occupied units account for 70% of occupied housing in the city and therefore have
greater influence on the distribution of housing unit sizes. On average, units occupied by renters tend to
have fewer bedrooms.
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 830 3% 397 3%
1 bedroom 1,457 5% 2,343 20%
2 bedrooms 4,227 15% 4,826 40%
3 or more bedrooms 21,391 77% 4,438 37%
Total 27,905 100% 12,004 100%
Table 28 – Unit Size by Tenure
Data Source: 2024 1-year ACS
Based on 2024 ACS data, there are 539 occupied housing units that lack complete plumbing facilities
DRAFT
(1%), 529 occupied units that lack complete kitchen facilities (1%). These substandard units only
represent a small share of occupied housing units in the City of Yuma. In the county there are 763
occupied housing units that lack complete plumbing facilities (1%), and 873 occupied housing units that
lack complete kitchen facilities (1%).
Based on the Yuma County Resident Housing Survey, 8% of respondents in the City of Yuma reported
that their homes are in poor condition or need repairs, while 9% of respondents in the rest of the county
indicated the same. Respondents who indicated their home was in poor condition were then asked what
the most important repair they needed was; the most common response was energy-efficiency
improvements.
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Federal. According to data from the National Housing Preservation Database (NHPD), there are a total of
224 units assisted by federal subsidy programs. Among these, 64 units are targeted to families, 30 are
targeted to disabled residents, and 130 are targeted to elderly residents. According to HUD’s Picture of
Subsidized Households, 58% of households in Project-Based Section 8 and 94% in Public Housing are
female-headed in Yuma. Seventeen percent in Project-Based Section 8 have a household member with a
disability, and 23% in Public Housing have a household member with a disability. Additionally, 98% of
those in Project-Based Section 8 and 91% in Public Housing are extremely low-income.
Consolidated Plan YUMA 62

State. The Arizona Department of Housing administers the Low Income Housing Tax Credit (LIHTC)
program. ADOH allocates credits based on a Qualified Allocation Plan According to NHPD, in Yuma there
are 424 units subsidized with LIHTC. Of these, 142 units are targeted to families and 113 are targeted to
elderly and disabled individuals.
Local. The Housing Authority of the City of Yuma administers rental assistance, Housing Choice
Vouchers, Project-Based Vouchers, and Public Housing. According to data in NA-25, HACY administers
1,138 vouchers and owns and operates 235 affordable rental units that were converted from public
housing through the RAD program. According to HUD’s Picture of Subsidized Households, 44% of
Housing Choice Voucher users in Yuma are a female-headed household with children and 93% are very
low income.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
According to NHPD, there are three properties with subsidies at risk of expiring before 2030. Casa Sierra
Vista has 30 Section 8 units serving elderly residents set to expire in 2026, Yuma Senior Terrace has 9
units subsidized by HOME and serving elderly residents set to expire in 2030, and Terracina Apartments
has 80 LIHTC units set to expire in 2030.
Does the availability of housing units meet the needs of the population?
The availability of DRAFT housing units does not meet the needs of many residents in the City of Yuma or Yuma
County, leading to cost burden. These needs are most acute for renters.
The median contract rent in the City of Yuma is $1,106; it is $928 in the county. To afford rent without
being cost burdened, renter households in the city need to earn $44,240; in the county, renter
households need to earn $37,120. However, 36% of renters in the city and county earn less than
$35,000 annually.
In both the City of Yuma and Yuma County, renters are more likely to be cost burdened than
homeowners. In the city, 45% of renters are cost burdened compared to 21% of owners. In the county,
40% of renters are cost burdened compared to 21% of owners. Renters also have higher rates of severe
cost burden—six percentage points higher in the city and nine percentage points higher in the county.
Factors driving housing needs in the City of Yuma include low wages, the seasonality of employment,
rising housing prices, high levels of cost burden, and high utility costs. These factors will continue to
impact the demand for affordable housing in the city.
The rental gaps analysis conducted for this study compares the number of renters at each income level
to the number of affordable rental units in the market. A rental unit is considered affordable if the
renter spends no more than 30% of their gross income on housing costs. This analysis accounts for
income-restricted affordable units and the use of rental subsidies and vouchers. The distribution of
Consolidated Plan YUMA 63

rental unit costs reflects the distribution of what renters pay in rent and utilities each month rather than
the rent charged. Takeaways from the rental gaps analysis include:
 Approximately 23% of renters in the City of Yuma—or an estimated 3,004 renters—earned less
than $25,000 per year. These renters are typically single people, single parents, and families living
in poverty.
 There is a shortage of 1,618 affordable rental units for all renter households with incomes below
$25,000. Only 10% or 1,386 rental units in the City of Yuma are affordable to these renters. This
shortage increased from 1,594 in 2023. At the county level, there is a shortage of 1,439 affordable
rental units for all renter households with incomes below $25,000, which is a slight decrease from
the 1,462 shortage in 2023.
 A cumulative gap of 1,204 affordable rental units still exists for renters making less than $35,000.
Although there are 2,063 affordable units for the 1,649 renters with incomes between $25,000 and
$34,999, there is still a cumulative gap in affordable rental units because of the shortage of units
for renters with incomes below $25,000. Renters who cannot find housing affordable at their
income level must occupy units above their means, resulting in cost burden. They need to cut back
on other household expenses to make ends meet. The lowest-income renters may be severely cost
burdened and face a heightened risk of homelessness.
 On the ownership side, the gaps analysis shows that countywide, 75% of renter households in the
county have an DRAFT income below $75,000, but only 18% of site-built homes purchased with a
mortgage in 2024 were affordable to them.
Contributing factors to housing needs in the area include low wages and the seasonality of employment,
combined with rising housing prices, high levels of cost burden, and high utility costs. All of these factors
will continue to impact the demand for affordable housing in Yuma.
Describe the need for specific types of housing:
Stakeholders noted the need for a wider range of affordable and attainable housing types due to severe
affordability pressures, limited availability, and long waitlists for assistance. They also highlighted the
need for deeply affordable rental housing, including units affordable to extremely low- and very low-
income households, as evidenced by multi-year voucher waitlists, declining landlord participation, and
increasing numbers of people living in cars, shelters, or doubled up with family. Family-sized units are
needed to address overcrowding and multigenerational living arrangements, particularly for large
families and female-headed households with children. The community also needs more accessible units
for seniors and people with disabilities, along with rehabilitation of aging owner-occupied homes to
support aging in place. Transitional and permanent supportive housing are needed for people exiting
homelessness, domestic violence situations, substance use treatment, and the criminal justice system,
as short-term programs and limited placement options currently leave many without stable next-step
housing. Finally, there is a growing need for attainable homeownership opportunities, as rising prices,
Consolidated Plan YUMA 64

limited inventory, and constrained downpayment assistance programs have made it increasingly difficult
for lower- and moderate-income households to move from renting into ownership.
For the resident survey, residents were asked “what do you think Yuma needs most to improve
housing?”
 61% indicated more affordable homes for purchase;
 53% more affordable rental housing;
 34% help for current homeowners/renters to maintain or rehab housing;
 28% more shelters and services for people experiencing homelessness; and
 17% more housing for seniors or people with disabilities.
Discussion
Please see above.
DRAFT
Consolidated Plan YUMA 65

MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
This section contains updated cost of housing data from the 2010 Census and ACS, 2021 CHAS, and the
2024 ACS.
The table below shows the median contract and gross (including utilities) rents in Yuma County, the City
of Yuma, and surrounding jurisdictions for 2010, 2019, and 2024. Each year since 2019, median gross
rent has increased by roughly 6.4% in the City of Yuma and 5.8% in Yuma County. Meanwhile, median
contract rent has increased annually at a rate of 9.2% in the city and 6.9% in the county. Wellton has
seen a dramatic increase in both median contract and gross rent during this period, but the margins of
error for these estimates are high. San Luis and Somerton have experienced slower increases in rent,
with the annual growth rate being the lowest in San Luis.
Median Rent by
CAGR
Jurisdiction, 2010,
2010 2019 2024 2019-2024
2019, and 2024
Median Gross Rent
Note:
1-year ACS estimates are used for City of Yuma $872 $924 $1,260 6.4%
the City of Yuma and Yuma County.
5-year ACS estimates are used for San Luis $488 $671 $741 2.0%
San Luis, Somerton, and Wellton.
Somerton $624 $750 $896 3.6%
DRAFT
Estimates for Wellton have a Wellton $540 $682 $1,517 17.3%
particularly high margin of error in
2024. Yuma County $781 $829 $1,099 5.8%
Median Contract Rent
Source:
2010, 2019, and 2024 1-year and 5- City of Yuma $671 $712 $1,106 9.2%
year ACS and Root Policy Research.
San Luis $383 $519 $626 3.8%
Somerton $462 $596 $747 4.6%
Wellton $451 $565 $1,517 21.8%
Yuma County $630 $665 $928 6.9%
Since 2019, the annual growth rate of the renter median income in Yuma County, the City of Yuma, and
surrounding jurisdictions has slightly outpaced the rate for median rents. Renter median income has
grown by 12.4% annually in the City of Yuma and 7.7% annually in Yuma County since 2019.
Consolidated Plan YUMA 66

Median Income by
CAGR
Tenure and
2010 2019 2024 2019-2024
Jurisdiction, 2010,
2019, and 2024 Owner Median Income
City of Yuma $58,524 $62,303 $76,059 4.1%
Note:
1-year ACS estimates are used for San Luis $31,468 $43,204 $64,808 8.4%
the City of Yuma and Yuma County.
5-year ACS estimates are used for Somerton $38,590 $46,914 $79,630 11.2%
San Luis, Somerton, and Wellton.
Wellton $43,662 $50,273 $57,931 2.9%
Estimates for Wellton have a higher Yuma County $51,436 $53,586 $73,266 6.5%
margin of error.
Renter Median Income
Source:
City of Yuma $29,509 $32,055 $57,438 12.4%
2010, 2019, and 2024 1-year and 5-
year ACS and Root Policy Research. San Luis $20,915 $24,419 $50,438 15.6%
Somerton $13,877 $24,510 $52,786 16.6%
Wellton $33,472 $25,286 $91,078 29.2%
Yuma County $27,111 $32,499 $47,001 7.7%
Overall Median Income
City of Yuma $45,789 $47,249 $71,828 8.7%
San Luis $25,622 $37,255 $59,400 9.8%
DRAFT
Somerton $28,996 $38,315 $74,015 14.1%
Wellton $42,564 $43,342 $58,470 6.2%
Yuma County $42,240 $46,419 $66,844 7.6%
Median Home Value
CAGR
by Jurisdiction,
2010 2019 2024 2019-2024
2010, 2019, and 2024
Median Home Value
Note:
City of Yuma $146,900 $163,900 $270,100 10.5%
1-year ACS estimates are used for
the City of Yuma and Yuma County.
San Luis $120,900 $117,400 $224,900 13.9%
5-year ACS estimates are used for
San Luis, Somerton, and Wellton.
Somerton $143,600 $127,000 $232,600 12.9%
Estimates for Wellton have a higher Wellton $65,000 $79,600 $55,600 -6.9%
margin of error.
Yuma County $131,800 $139,100 $255,300 12.9%
Source:
2010, 2019, and 2024 1-year and 5-
year ACS and Root Policy Research.
Between 2019 and 2024, home values increased substantially faster than household incomes across
Consolidated Plan YUMA 67

Yuma County and its municipalities. According to ACS data, the median home value in Yuma County
increased from $139,100 in 2019 to $255,300 in 2024, a 12.9% compound annual growth rate (CAGR). In
the City of Yuma, median home values rose from $163,900 to $270,100 during the same period (10.5%
CAGR), while Somerton experienced a 12.9% annual increase and San Luis a 13.9% annual increase. By
contrast, overall median household income grew more modestly. Countywide median income increased
from $46,419 in 2019 to $66,844 in 2024 (7.6% CAGR), and in the City of Yuma from $47,249 to $71,828
(8.7% CAGR). Although renter incomes grew more rapidly than owner incomes in some jurisdictions,
income growth still lagged home value appreciation in most areas. This widening gap between housing
prices and incomes indicates declining homeownership affordability and increased barriers to entry for
first-time buyers.
Cost of Housing
Base Year: 2010 Most Recent Year: % Change
2024
Median Home Value $146,900 $270,100 84%
Median Contract Rent $671 $1,106 65%
Table 29 – Cost of Housing
Data Source: 2010, 2024 1-year ACS
DRAFT
The HUD tables below show the distribution of rent paid for the 2020-2024 period. It is important to
note that the Renter Gaps analysis above shows the distribution of gross rents, while the Rent Paid table
below shows the distribution of contract rents. A larger share of renters (10.5%) pay less than $500 in
contract rent because utilities are excluded. In contrast, only 6.2% of renters pay gross rent of less than
$500. Both the Rent Paid and Housing Affordability tables below show that there are very few units
affordable to low- and moderate-income renters.
Rent Paid Number %
Less than $500 1,289 10.52%
$500-999 5,335 43.55%
$1,000-1,499 4,213 34.39%
$1,500-1,999 1,120 9.14%
$2,000 or more 292 2.38%
Total 12,249 99.9%
Table 30 - Rent Paid
Data Source: 2024 5-year ACS
Consolidated Plan YUMA 68

Housing Affordability
Number of Units affordable to Renter Owner
Households earning
30% HAMFI 435 No Data
50% HAMFI 1,620 1,610
80% HAMFI 5,495 4,420
100% HAMFI No Data 6,980
Total 7,550 13,010
Table 31 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
bedroom)
Fair Market Rent $1,043 $1,050 $1,377 $1,877 $2,312
High HOME Rent $806 $866 $1,041 $1,194 $1,313
Low HOME Rent $636 $681 $817 $944 $1,053
Table 32 – Monthly Rent
Data Source: 2025 HUD FMR and HOME Rents
DRAFT
Is there sufficient housing for households at all income levels?
No, according to the gaps analyses there is a shortage of 1,618 affordable rental units for all renter
households with incomes below $25,000. Only 10% or 1,386 rental units in the City of Yuma are
affordable to these renters. This shortage increased from 1,594 in 2023. At the county level, there is a
shortage of 1,439 affordable rental units for all renter households with incomes below $25,000, which is
a slight decrease from the 1,462 shortage in 2023. On the ownership side, the gaps analysis shows that
countywide, 75% of renter households in the county have an income below $75,000, but only 18% of
site-built homes purchased with a mortgage in 2024 were affordable to them.
Contributing factors to housing needs in the area include low wages and the seasonality of employment,
combined with rising housing prices, high levels of cost burden, and high utility costs. All of these factors
were present before the pandemic and will continue to impact the demand for affordable housing in
Yuma after the pandemic.
How is affordability of housing likely to change considering changes to home values and/or
rents?
Yuma County remains a relatively affordable and desirable destination and it is unlikely that housing
prices will decline significantly in the future given continued demand. There are a diversity of reasons
residents relocate to the area (retirement, military, agricultural industry).
Consolidated Plan YUMA 69

According to the City of Yuma Affordable Housing Action Plan, in 2024, the total housing deficiency is
2,878 units. By 2029, an additional 3,573 housing units will be needed to accommodate projected
population growth, bringing the total housing need to 6,450 units. The need is distributed across all
income levels, with households earning above 100% AMI requiring 3,751 units. Lower-income
households, such as those earning less than 80% of AMI, also demonstrate significant housing needs,
requiring 2,040 (current deficiency and projected need) units by 2029.
Current levels of rental unit production should accommodate needs. However, new rentals will not
reach the level of affordability needed for low wage workers, nor will it close the existing rental gap.
Additional rental subsidies are needed to lower cost burden.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
According to the 2024 ACS 1-Year estimates, median gross rents in the county are $803 for one-
bedroom units, $1,096 for two-bedroom units, $1,549 for three-bedroom units, and $1,779 for four-
bedroom units. The 2025 HUD Fair Market Rents (FMRs) for the Yuma Metropolitan Statistical Area
(MSA) are significantly higher: $1,050 for one-bedroom units, $1,377 for two-bedroom units, $1,877 for
three-bedroom units, and $2,312 for four-bedroom units. In every bedroom category, FMRs exceed the
county's median gross rents.
Additionally, the 2025 HUD High HOME rent limits are set at $866 for one-bedroom units, $1,041 for
two-bedroom units, DRAFT $1,194 for three-bedroom units, and $1,313 for four-bedroom units. In the county,
the median gross rent for one-bedroom units is slightly below the High HOME rent limit. However,
median rents for two-, three-, and four-bedroom units are higher than the High HOME rent limits, with
the gap widening for larger units. This suggests that HOME-assisted units, especially those with more
bedrooms, will require additional subsidies to be feasible.
In the city, the median gross rents for 2024 are $798 for one-bedroom units, $1,155 for two-bedroom
units, $1,638 for three-bedroom units, and $1,803 for four-bedroom units. These amounts are also
below the 2025 FMRs: $1,050 for one-bedroom units, $1,377 for two-bedroom units, $1,877 for three-
bedroom units, and $2,312 for four-bedroom units. However, when compared to the 2025 High HOME
rents of $866 for one-bedroom units, $1,041 for two-bedroom units, $1,194 for three-bedroom units,
and $1,313 for four-bedroom units, median rents in the city are below the High HOME limit for one-
bedroom units but exceed the High HOME limits for two-, three-, and four-bedroom units. The
difference is particularly pronounced for three- and four-bedroom units, where median rents exceed the
High HOME limits by several hundred dollars per month. The city should monitor unit sizes to ensure
that demand is being adequately met.
Discussion
Please see above.
Consolidated Plan YUMA 70

MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
This section discusses housing conditions in the City of Yuma and Yuma County.
Please note that the vacant units by suitability for rehabilitation table was not prepopulated with data
from HUD. The City of Yuma does not keep a unique database with suitability measures.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but
suitable for rehabilitation":
Standard Condition: A dwelling unit which meets HUD Section 8 Housing Quality Standards (HQS) and
local code with no major defects in the structure and only minor maintenance needs. Such a dwelling
will have the following characteristics: reliable roofs; sound foundations; adequate and stable floors,
walls, and ceilings; surfaces and woodwork that are not seriously damaged nor have obvious
deterioration; sound windows and doors; adequate heating, plumbing, electrical systems, insulation,
water, and sewer systems; and are not overcrowded as defined by local code.
Substandard condition: A dwelling unit that does not does not meet HUD Section 8 HQS or local code
which includes lacking the following: complete plumbing, complete kitchen facilities, efficient and
environmentally sound sewage removal and water supply, and heating source. Additionally, the dwelling
may be overcrowded as defined by local code.
DRAFT
Substandard but suitable for rehabilitation: A dwelling unit, at a minimum, does not meet HUD section
8 HQS or local code with some of the same features as a “substandard condition” dwelling unit. This unit
is likely to have deferred maintenance and may have some structural damage such as a leaking roof,
deteriorated interior surfaces, and inadequate insulation. A “substandard but suitable” dwelling unit,
however, has basic infrastructure (including systems for clean water and adequate waste disposal) that
allows for economically and physically feasible improvements and upon completion of rehabilitation
meets the definition of a “standard” dwelling unit.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 6,126 23% 6,172 47%
With two selected Conditions 154 1% 761 6%
With three selected Conditions 0 0% 51 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 19,827 76% 6,019 46%
Total 26,107 100% 13,003 100%
Table 33 - Condition of Units
Data Source: 2016-2020 ACS
Consolidated Plan YUMA 71

Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 11,281 40% 3,262 27%
1980-1999 7,142 26% 4,292 36%
1950-1979 8,453 30% 3,776 31%
Before 1950 1,029 4% 674 6%
Total 27,905 100% 12,004 100%
Table 34 – Year Unit Built
Data Source: 2024 1-year ACS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 8,360 37% 5,285 42%
Housing Units built before 1980 with children present 4,675 21% 2,635 21%
Table 35 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
Vacant Units
DRAFT
Suitable for Not Suitable for Total
Rehabilitation Rehabilitation
Vacant Units N/A N/A N/A
Abandoned Vacant Units N/A N/A N/A
REO Properties N/A N/A N/A
Abandoned REO Properties N/A N/A N/A
Table 36 - Vacant Units
Describe the need for owner and rental rehabilitation based on the condition of the
jurisdiction's housing.
Generally speaking, the age of a jurisdiction’s housing stock is a good indicator of its condition. Homes
built before 1970 are now over 50 years old and will have more needs for repairs. Approximately 20% of
units in the city and 13% in the county were built before 1970.
Based on the Yuma County Resident Housing Survey, 8% of respondents in the City of Yuma reported
that their homes are in poor condition or need repairs, while 9% of respondents in the rest of the county
indicated the same. These rates were similar among owners and renters. Survey respondents who
indicated their home was in poor condition were then asked what the most important repair they
needed was; the most common response was energy-efficiency improvements.
Consolidated Plan YUMA 72

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
According to the 2024 ACS estimates, there are approximately 9,482 owner-occupied housing units and
4,450 renter-occupied units in the City of Yuma that were constructed before 1980. The most recent
CHAS data from 2020 indicates that there were 8,360 owner-occupied housing units built before 1980,
with 4,675 of those occupied by children under the age of 6. Additionally, there were 5,285 renter-
occupied homes built before 1980, and 2,635 of these were occupied by children under 6. Homes built
before 1978 are more likely to have lead-based paint, as its use was banned for residential purposes in
1978.
Discussion
Please see above.
DRAFT
Consolidated Plan YUMA 73

MA-25 Public and Assisted Housing – 91.210(b)
Introduction
This section provides information on units and vouchers managed and administered by the Housing Authority of the City of Yuma (HACY), as well
as the condition of those units. As shown in the table below, HACY owns and operates 235 affordable rental units (converted from public
housing) and administers 1,138 vouchers, with most of those tenant based.
Totals Number of Units
DRAFT Program Type
Certificate Mod-Rehab Public Vouchers
Housing Total Project -based Tenant -based Special Purpose Voucher
Veterans Family Disabled
Affairs Unification *
Supportive Program
Housing
# of units vouchers
available 0 0 235 1,138 80 1,058 71 15 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 37 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments: HACY has no public housing developments; those units have all been moved into the
Rental Assistance Demonstration (RAD) program and total 235 units. These units remain as affordable rentals, as the RAD program allows HACY
to use vouchers to keep rents affordable.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an
approved Public Housing Agency Plan:
RAD units are generally well-maintained. HACY’s capital improvement program for its RAD development includes upgrading common spaces and
continuing accessibility modifications.
Consolidated Plan YUMA 74

Public Housing Condition
Public Housing Development Average Inspection Score
N/A N/A
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
Please see above.
Describe the public housing agency's strategy for improving the living environment of low-
and moderate-income families residing in public housing:
HACY offers a Family Self-Sufficiency (FSS) program for RAD occupants and voucher holders, which
incentivizes education, job training, and homeownership. On average, the program serves 240 families
at any given time. According to HACY, the authority has met or exceeded HUD’s requirements for
community services and has been recognized as the largest and most successful FSS program in the
state.
Discussion:
Please see above.
DRAFT
Consolidated Plan YUMA 75

MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
This section describes the homeless facilities and services available in Yuma County.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional Permanent Supportive Housing
Housing Beds Beds
Year Round Beds Voucher / Current & New Current & New Under
DRAFT
(Current & New) Seasonal / Development
Overflow Beds
Households with Adult(s) and 194 56 224
Child(ren)
Households with Only Adults
Chronically Homeless Households
Veterans
Unaccompanied Youth
Table 39 - Facilities and Housing Targeted to Homeless Households
Data Source: 2025 Unsheltered PIT Count
Note: The report notes an additional 24 beds for rapid rehousing.
Consolidated Plan YUMA 76

Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons
Mainstream services that support individuals and families experiencing homelessness in Yuma are
delivered through a broad network of health, mental health, and community-based providers. The
Arizona Health Care Cost Containment System (AHCCCS), through the Arizona Complete Health –
Complete Care Plan, coordinates physical and behavioral health services for Medicaid members and
provides referrals to housing-related supports through the Housing and Health Opportunities (H2O)
Demonstration for eligible individuals experiencing or at risk of homelessness.
Behavioral health services are available through local providers such as Community Bridges Inc.
(inpatient, crisis, detox, outpatient, and residential), Onvida Health, Community Health Associates,
Community Partners Integrated Health, Horizon Health and Wellness, National Community Health
Partners, Telecare, and the Regional Center for Border Health. These agencies offer crisis stabilization,
outpatient counseling, medical services, detoxification, psychiatric support, and case management that
complement homeless-specific programs. Employment services are available through ARIZONA@WORK
and Goodwill Career Center programs, which provide job readiness training, career counseling, skills
development, and job search assistance for individuals with employment barriers.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,
describe how these DRAFT facilities and services specifically address the needs of these populations.
Yuma County provides a range of services and facilities that address the needs of individuals and families
experiencing homelessness, including chronically homeless individuals, families with children, veterans,
and unaccompanied youth. Emergency shelter is available through Crossroads Mission, which provides
shelter beds, meals, detox services, case management, and recovery support. Survivors of domestic
violence can access safe housing through the Catholic Community Services DV Shelter and the Proverbs
31 Home in San Luis, which offer crisis intervention, advocacy, and supportive services.
Behavioral health treatment, including crisis stabilization, detoxification, inpatient care, and outpatient
services, is available through Community Bridges Inc. (CBI), Onvida Health, Community Health
Associates, Community Partners Integrated Health, Horizon Health and Wellness, National Community
Health Partners, Telecare, and the Regional Center for Border Health. Street outreach teams from The
Salvation Army, Crossroads Mission, Horizon Health and Wellness, National Community Health Partners,
and Community Medical Services engage unsheltered individuals with basic needs, harm reduction
tools, and case management.
In addition to outreach, The Salvation Army also provides utility assistance that helps households
prevent disconnection or restore essential services, which reduces the risk of homelessness and
supports housing stability. Coordinated Entry assessments are conducted through Achieve Human
Services, WACOG, and National Community Health Partners, connecting individuals and families to
available housing programs. Together, these services form a comprehensive network that addresses
Consolidated Plan YUMA 77

crisis needs and supports long term stability for specialized populations, including veterans, youth, and
individuals with behavioral health challenges.
DRAFT
Consolidated Plan YUMA 78

MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
This section of the Consolidated Plan discusses the primary needs of special needs populations, as well
as the activities that the City of Yuma and Yuma County plan to undertake to address the housing and
supportive services needs identified in this section.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
Persons with disabilities. Survey participants were asked if their household included a member with a
disability. A total of 88 respondents indicated their household included a member with a disability. Of
those, 24% indicated the house or apartment they currently live in does not meet the needs of their
household member with a disability. Among those, 35% indicated they need services for developmental
or cognitive disability and 30% indicated they need grab bars in bathroom, an alarm to notify if someone
leaves the home, and service or emotional support animal allowed in apartment/room/home.
Elderly/Frail elderly. The supportive needs and housing needs of the elderly are often aligned with
those of the disability community (discussed above). In addition, seniors typically need supports related
to health care including access to health services and home health care options, transportation, and
supports related to DRAFT aging in place such as home modification, home repair, and assistance with
maintenance. Among survey respondents who indicated they have a member in their household who is
over 65, their top housing challenges were utilities/other costs are too high (57%), and rent/mortgage is
too high 45%).
Stakeholders noted a wide range of service needs among these populations, including home
modifications, care management, and transportation to healthcare facilities.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
Achieve Human Services assists individuals with serious mental health needs or developmental
disabilities who are transitioning back into the community. Achieve works directly with inpatient
facilities and crisis units to coordinate discharge plans and provides permanent supportive housing, case
management, life skills training, and transportation to help individuals stabilize after leaving institutional
care.
National Community Health Partners provides assessments and case management for individuals who
need housing support following institutional discharge. NCHP helps clients secure safe housing, obtain
rental assistance when available, and connect to medical and behavioral health care, benefits
assistance, and other supportive services that promote long term stability.
Consolidated Plan YUMA 79

Community Bridges Inc. plays a key role through its Transitional Living Center for Recovery, which offers
short term supportive housing for individuals exiting crisis stabilization units, detoxification programs,
inpatient behavioral health treatment, or correctional settings. TLCR provides structured recovery
housing along with intensive case management, medication management, peer support, and
connections to outpatient care and long term housing options.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
The City of Yuma’s efforts to assist persons with special needs and not homeless will include activities to
address the housing and supportive service needs of residents with special needs who are not homeless,
including seniors, persons with disabilities, and other low-income households requiring additional
support to maintain stable housing. Planned activities include owner-occupied housing rehabilitation
and accessibility improvements, ADA modifications to existing rental units, tenant-based rental
assistance to help stabilize households facing housing cost burdens, and supportive services such as
mobile health services and nutrition programs. Infrastructure investments that support affordable
housing development, including improvements associated with new senior housing, will also expand
housing options for residents with special needs.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
DRAFT
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless but
have other special needs. Link to one-year goals. (91.220(2))
The YCHC’s efforts will focus on tenant-based rental assistance for low income renters and renters with
special needs; and affordable housing development.
Consolidated Plan YUMA 80

MA-40 Barriers to Affordable Housing – 91.210(e)
Describe Any Negative Effects of Public Policies on Affordable Housing and Residential
Investment
The City of Yuma’s latest Affordable Housing Plan included extensive stakeholder engagement on
barriers to affordable housing and residential investment.
Stakeholders pointed to several significant challenges affecting housing production:
Rising Costs: Construction costs have become increasingly prohibitive. Appraisals frequently fall short of
contract prices, and high material costs—combined with rising interest rates—are exacerbating
affordability concerns. Land, construction, and financing costs are climbing, with mortgages around
$300,000 far out of reach for low-income families. Moreover, permit fees—often ranging from $14,000
to $15,000—add another layer of financial pressure.
o Lack of Local Capacity: Some stakeholders have raised concerns about limited municipal
staffing, which can delay permit processing and further inflate project costs.
o Land Constraints: Developable land is in short supply due to extensive federal, state, and
tribal ownership. Minimum lot size requirements further restrict options, and resistance
to higher-density housing presents additional barriers.
o Community Opposition: While some neighborhood-level resistance to new
developments exists—often citing traffic concerns—support from city officials has
DRAFT
helped projects proceed. In many cases, these traffic concerns may be overstated.
o Insufficient Funding: A lack of funding persists for both new affordable housing
development and rehabilitation programs.
Despite these challenges, Yuma has experienced a resurgence in multifamily development. After a 15- to
20-year lull, the past 18 months have seen more multifamily projects emerge. These developments,
typically two- to three-story buildings, offer a mix of one-, two-, and some three-bedroom units.
Interest in Accessory Dwelling Units (ADUs) has surged over the past two to three years. According to
the Building Safety Department, the City has issued permits for the construction of 49 ADUs over the
last four years. This program has become extremely popular in Yuma.
The City of Yuma handles roughly 300 pre-development meetings annually. Its rezoning (5-6 months),
variance (6 weeks), and design review (4 weeks) timelines are significantly faster than in larger
metropolitan areas in the state.
Developers from outside the region frequently express surprise at the city’s shorter process. The city is
actively working to expedite approvals—completing first reviews in approximately 15 working days and
second reviews in about seven. It was noted that the City of Yuma maintains a strong, collaborative
relationship with developers.
Consolidated Plan YUMA 81

MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
This section provides an overview of employment, workforce characteristics, and earnings in Yuma. The data reflect 2024 ACS estimates, Bureau
of Labor Statistics (BLS) reports, and 2022 Longitudinal Employer-Household Dynamics. The discussion incorporates findings from community
engagement.
Economic Development Market Analysis
Business Activity
DRAFT
Business by Sector Number of Number of Jobs Share of Workers Share of Jobs Jobs less workers
Workers % % %
Agriculture, Mining, Oil & Gas Extraction 4,466 4,827 11.9% 10.8% -1.1%
Arts, Entertainment, Accommodations 4,751 5,317 12.6% 11.9% -0.8%
Construction 1,996 2,352 5.3% 5.2% -0.1%
Education and Health Care Services 8,485 10,819 22.5% 24.1% 1.6%
Finance, Insurance, and Real Estate 1,379 1,739 3.7% 3.9% 0.2%
Information 303 325 0.8% 0.7% -0.1%
Manufacturing 1,871 2,817 5.0% 6.3% 1.3%
Other Services 841 927 2.2% 2.1% -0.2%
Professional, Scientific, Management Services 1,934 2,689 5.1% 6.0% 0.9%
Administration and Support, Waste Management 2,594 2,676 6.9% 6.0% -0.9%
Public Administration 2,308 2,557 6.1% 5.7% -0.4%
Retail Trade 4,274 5,432 11.4% 12.1% 0.8%
Transportation and Warehousing 1,440 1,422 3.8% 3.2% -0.7%
Wholesale Trade 1,004 910 2.7% 2.0% -0.6%
Total 37,646 44,809 100.0% 100.0% 0.0%
Table 40 - Business Activity
Data Source: 2022 Longitudinal Employer-Household Dynamics (LEHD)
Consolidated Plan YUMA 83

Labor Force
Total Population in the Civilian Labor Force 45,474
Civilian Employed Population 16 years and
over 41,937
Unemployment Rate 7.78%
Unemployment Rate for Ages 16-24 13.63%
Unemployment Rate for Ages 25-65 6.66%
Table 41 - Labor Force
Data Source: 2024 1-year ACS
Occupations by Sector Number of People
Management, business and financial 4,518
Farming, fisheries and forestry occupations 691
Service 10,434
Sales and office 7,874
Construction, extraction, maintenance and
repair 3,175
Production, transportation and material
moving 5,597
DRAFT
Table 42 – Occupations by Sector
Data Source: 2024 1-year ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 33,847 82%
30-59 Minutes 6,083 15%
60 or More Minutes 1,339 3%
Total 41,269 100%
Table 43 - Travel Time
Data Source: 2024 1-year ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Unemployed Not in Labor
Employed Force
Less than high school graduate 3,973 424 2,707
Consolidated Plan YUMA 84

Educational Attainment In Labor Force
Civilian Unemployed Not in Labor
Employed Force
High school graduate (includes
equivalency) 7,656 1,234 3,368
Some college or Associate's degree 13,019 504 3,308
Bachelor's degree or higher 8,214 176 1,895
Table 44 - Educational Attainment by Employment Status
Data Source: 2024 1-year ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 498 357 67 2,245 2,754
9th to 12th grade, no diploma 1,180 1,156 996 2,382 1,143
High school graduate, GED, or
alternative 5,199 3,893 4,282 4,083 4,507
Some college, no degree 3,367 4,698 3,655 4,173 4,285
Associate's degree 1,033 925 1,744 2,094 1,433
Bachelor's degree 968 2,257 2,417 1,979 1,988
Graduate or professional DRAFT degree 109 246 1,739 2,091 1,177
Table 45 - Educational Attainment by Age
Data Source: 2024 1-year ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate $33,076
High school graduate (includes equivalency) $40,273
Some college or Associate's degree $45,806
Bachelor's degree $80,175
Graduate or professional degree $86,498
Table 46 – Median Earnings in the Past 12 Months
Data Source: 2024 1-year ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
As shown in the Business Activity table, the largest sector of employment in the City of Yuma is in
education and health care services (24.1%); followed by retail trade (12.1%); arts, entertainment, and
Consolidated Plan YUMA 85

accommodations (11.9%); and agriculture, mining, and oil and gas extraction (10.8%). The column on
the far right of the Business Activity table shows the difference in the share of workers (people living
and working in Yuma) and the share of jobs (all people working in Yuma). A positive value indicates that
the sector has a relatively greater share of in-commuters, whereas a negative value reflects a larger
proportion of workers living in the City of Yuma. The sectors that tend to have a larger share of in-
commuters include education and health care services; manufacturing; professional, scientific,
management services; and retail trade.
Describe the workforce and infrastructure needs of the business community:
According to the 2025 Comprehensive Economic Development Strategy, businesses in Yuma County
report ongoing workforce constraints tied to skills mismatches, higher-than-average unemployment,
alongside shortages in skilled and technical occupations, and difficulty retaining local talent as graduates
leave the region for higher-paying opportunities elsewhere.4 Employers in priority sectors—including
manufacturing, logistics/distribution, healthcare, ag tech, and clean energy—need stronger alignment
between education and training programs and industry demand, along with employer-driven career
pathways and partnerships with regional training providers to build a reliable talent pipeline. At the
same time, business growth is constrained by infrastructure gaps, including limited supplies of ready-to-
occupy industrial and commercial space, the need for upgrades to industrial parks, utilities, and
broadband, and transportation connectivity challenges that affect workforce access and goods
movement (including congestion and staffing pressures at ports of entry). The CEDS also emphasizes
that quality-of-place DRAFT investments—such as downtown revitalization, streetscape and public realm
improvements, and improved mobility options—are economic infrastructure that support workforce
attraction, business vitality, and customer access.
Among comments received from the resident survey, residents emphasized rehabilitating vacant and
underutilized downtown buildings so they can be leased or sold to support business growth and job
creation. Respondents also identified the need for improved streetscapes, landscaping, lighting, and
public spaces to make downtown a more attractive place to work and visit, along with enhanced public
transportation to improve workforce access and customer connectivity.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
Several major public and private initiatives in Yuma County are expected to shape job and business
growth during the planning period. The CEDS identifies important projects, including the proposed
Spaceport, the Elevate Southwest Innovation Hub, ONVIDA’s training center, and expansion of clean
energy and advanced manufacturing activities, all of which have the potential to diversify the local
4 https://greateryuma.org/greater-yuma-region.html
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economy and create higher-wage employment opportunities. In addition, ongoing efforts to strengthen
logistics and cross-border trade, supported by Yuma’s strategic location near ports of entry and
binational supply chains, are expected to influence growth in manufacturing, distribution, and related
services.
These initiatives are expected to increase demand for skilled and technical workers, particularly in
manufacturing, logistics, clean technology, aerospace-related activities, healthcare, and professional
services. As a result, there is a growing need for workforce development investments that strengthen
education-to-career pipelines, expand employer-driven training programs, and support talent attraction
and retention. Business support needs are also expected to grow, including small business technical
assistance, business retention and expansion services, and coordinated economic development
marketing and recruitment.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The Comprehensive Economic Development Strategy (CEDS) notes that in Yuma County, the skills and
education of the current workforce only partially align with existing and emerging employment
opportunities. While the region benefits from strong education and career pathway assets and
partnerships with local institutions, employers continue to report shortages in skilled and technical
occupations needed for priority sectors such as manufacturing, logistics/distribution, healthcare, ag
tech, and clean energy. At the same time, a large share of employment is concentrated in lower-wage
DRAFT
sectors (retail, hospitality, agriculture), contributing to skills mismatches and limiting advancement into
higher-paying jobs.
The CEDS also notes challenges in talent retention, with many graduates leaving the region for better-
paying opportunities elsewhere. These gaps point to the need for tighter alignment between training
programs and employer demand, expanded employer-driven career pathways, and targeted upskilling
to connect local residents to higher-quality jobs in growth industries.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
The City of Yuma partners with Arizona Western College (AWC) and other local workforce organizations
to provide training programs that align with the city’s employment needs. These efforts have helped
address workforce gaps in key sectors such as manufacturing, electrical trades, healthcare, tourism, and
logistics. Some of the city’s workforce training initiatives are listed below:
Electrical Technology Apprenticeship
 AWC offers multiple stackable electrical technology certificates and degrees. Its curriculum is
aligned with the National Center for Construction Education & Research (NCCR) standards.
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 Participants engage with technical instruction at the college and gain hands-on experience
through employment with a sponsor company. Students can earn and learn at the same time.
 Graduates can eventually earn an Arizona State Certified Journeyman Electrician credential,
which is valid throughout the US.
Manufacturing Programs
 AWC offers multiple stackable manufacturing certificates and degrees. Students can leverage
existing certificates to find employment while they continue to earn other certificates.
 There are eight specializations in the program: maintenance operations, basic mechanical
systems, basic hydraulic systems, basic pneumatic systems, electrical systems, electronic control
systems, process control systems, and maintenance welding.
 Instruction is based on National Institute of Metalworking Skills (NIMS) standards.
Healthcare Training Programs
 AWC offers training for a variety of healthcare professions: registered nurses, nurse
anesthetists, midwives, certified nursing assistants, EMTs, paramedics, behavioral health, and
other careers in healthcare.
 AWC and Onvida Health (a significant employer in Yuma with over 4,000 employees) have
agreed to build a health careers center to train future healthcare professionals in the region.5
 The nonprofit DRAFT organization, Regional Center for Border Health, Inc., offers training for a variety
of healthcare professionals through its College of Health Careers.
Logistics and Transportation Programs
 The City of Yuma is a logistics and supply chain hub because of its proximity to California and
Mexico. It sits at the intersection of interstate 8 and highway 95 and is near the San Luis Port of
Entry and the Union Pacific Railroad line.
 The Southwest Technical Education District of Yuma is offering a new two-year “Logistics and
Supply Chain Management” program to local high school and college students.
 AWC offers three stackable certificates in logistics and supply chain management. These courses
have a unique emphasis on U.S.-Mexico border operations. Students who complete all three
courses will be offered career mentorship and/or internship opportunities.
Tourism and Hospitality Initiatives
5 https://www.onvidahealth.org/pilkington-construction-to-serve-as-general-contractor-for-new-health-careers-
center/
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 Tourism is an important component of Yuma’s economy. According to the City website, 96,000
people live in the City of Yuma full-time, and an additional 90,000 people stay in the Yuma area
during the winter.6
 Travel-related spending contributed $596 million to Yuma’s economy in 2023. This helped fuel a
4% increase in earnings—from $187 million in 2022 to $195 million in 2023.7
 AWC has a offers an associate’s degree in hotel and restaurant management to help develop
leaders in the hospitality industry. Credits from this program can be transferred to a full
bachelor's degree.
These workforce initiatives help residents gain in-demand skills and find employment. By strengthening
its labor market, Yuma is helping residents access higher-paying jobs, which supports the Consolidated
Plan goals of expanding community development and improving housing affordability.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
Yes, the City of Yuma and Yuma County completed a Comprehensive Economic Development Strategy
(CEDS) in October of 2025.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic DRAFT growth.
Economic development efforts outlined in the CEDS align with Consolidated Plan priorities related to
economic opportunity, workforce development, and revitalization of underserved areas. Coordination
opportunities include aligning HUD-funded infrastructure investments with CEDS-identified priority
projects, using CDBG to support small business assistance and entrepreneurship in NRSA
neighborhoods, and linking workforce development strategies supported through the CEDS with housing
and transportation investments in the Consolidated Plan to reduce barriers to employment for low- and
moderate-income residents.
Discussion
Please see above.
6 https://www.yumaaz.gov/visitors/about-yuma
7
https://assets.simpleviewinc.com/simpleview/image/upload/v1/clients/yumaaz/2023_Travel_Impact_Report_Yu
ma_11_18_24_0e5b1083-0b6e-4292-b5b4-ea6573c0dfc0.pdf
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
Households experiencing multiple housing problems are concentrated within the proposed Mesa
Heights NRSA. A “concentration” refers to a geographic area where a substantially higher share of
households experience housing challenges—such as cost burden (paying more than 30% of income
toward housing), overcrowding (more than one person per room), and substandard housing
conditions—compared to the city.
As documented in the draft NRSA plan, 51.1% of residents in the proposed NRSA are low- to moderate-
income. Additionally, according to ACS data summarized in the Housing section, 60% of renters in the
NRSA are cost burdened, and 69% of owners with a mortgage pay more than 30% of income toward
housing, compared to lower rates citywide. Overcrowding is also more prevalent in the NRSA (12% of
households) than in the city overall (8%), particularly among renters. The area’s housing stock is older
and includes a significant share of manufactured homes in poor condition—72% of manufactured homes
in the NRSA require major repairs, compared to just 10% citywide
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
As documented in DRAFT the draft NRSA plan, 51.1% of residents in the proposed NRSA are low- to moderate-
income.
See NA-30 for minority group concentrations.
What are the characteristics of the market in these areas/neighborhoods?
The NRSA area has a lower-value, renter-dominated, and aging housing stock with significant
reinvestment needs. The area has a higher share of multifamily housing and renters (64%) compared to
the city overall, and median home values ($151,520) are well below the citywide median ($230,000).
Much of the housing stock was built before 1990, and a substantial share of units—particularly
manufactured homes—require major repairs. Recent multifamily development has relied heavily on
public financing tools such as LIHTC and CDBG, indicating that private market activity alone has been
insufficient to address housing needs.
Are there any community assets in these areas/neighborhoods?
The NRSA area has an established commercial corridor along 4th Avenue and Arizona Avenue with
locally owned businesses, medical offices, financial institutions, and restaurants that draw customers
citywide. The NRSA is served by multiple YCAT transit routes and has above-average walkability,
particularly along the 4th Avenue corridor.
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The area includes Kennedy Memorial Park, an 18-acre facility with playgrounds, sports fields, courts, and
walking paths, as well as the Joe Henry Optimist Center, which provides indoor recreation space and
community programming. The neighborhood is also home to multiple public and private schools,
including Gila Vista Jr. High, McGraw Elementary, and Palmcroft Elementary, which serve as community
anchors.
Are there other strategic opportunities in any of these areas?
The neighborhood includes vacant parcels—including residentially zoned land and nine parcels owned
by the City—which present opportunities for infill housing or mixed-use redevelopment. The commercial
corridor along South 4th Avenue and Arizona Avenue is identified as a key reinvestment area with
strong walkability and existing infrastructure, positioning it well for corridor revitalization and small
business growth.
The area’s inclusion in an Opportunity Zone and HUBZone creates additional leverage for attracting
private capital and federal contracting activity. In addition, the high need for manufactured home
rehabilitation presents an opportunity to implement targeted repair, replacement, or redevelopment
programs to improve housing quality and neighborhood stability. These assets and designations create
strategic openings for coordinated housing preservation, infill development, commercial reinvestment,
and infrastructure improvements.
DRAFT
Consolidated Plan YUMA 91

MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
According to 2024 ACS data, 75% of households in the City of Yuma have a desktop or laptop computer
and 92% have a smartphone. In comparison, 83% households in Arizona have a desktop or laptop
computer and 94% have a smartphone. In the City of Yuma, 4.7% of households have no computer
compared to 2.6% of households statewide.
In the City of Yuma, 90% of households have access to a cellular data plan, 79% have access to home-
based broadband internet, and 6% use satellite internet. Overall, internet access in the City of Yuma and
Arizona is similar. However, a slightly greater proportion of households in the City of Yuma do not have
any internet access—7.7% compared to 6.3% statewide.
There is a significant discrepancy in internet access based on income in the City of Yuma: 29% of
households that make less than $20,000 have no internet access, compared to 9% of households that
make between $20,000 and $74,999, and 1% of households that make $75,000 or more.
According to the resident survey conducted for this study, 3% of respondents do not have internet
access in their home, most of them noted they do not have internet access because service is too
expensive. DRAFT
Internet Subscription
% of households with a % of households
by Income, City of Household Income broadband Internet without an Internet
Yuma Level subscription subscription
Less than $20,000 71% 29%
Source:
$20,000 to $74,999 91% 9%
2024 1-year ACS.
$75,000 or more 99% 1%
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
Internet is available throughout the City of Yuma as seen in the FCC National Broadband Map below. The
portion of the city without hexagons or blue shading is non-residential land used by the military. That is
why there are no served residential units in this area, but there are broadband internet providers.
There are a few pockets within the City of Yuma that only have a few broadband internet providers.
Otherwise, there are at least four providers in most parts of the city. In contrast, much of the rest of
Yuma County, which is mostly rural, has only a few internet providers. According to Arizona’s Digital
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Equity Plan, rural regions tend to have fewer providers and higher internet costs.8 In response, Arizona is
subsidizing the cost of internet and infrastructure development through programs like the Arizona
Broadband Development Grant Program.9
FCC National Broadband Map, City of Yuma
DRAFT
Note: Latest data from December 2024. The map shows access to internet with 100 Mbps download and 20 Mbps upload.
Source: Federal Communications Commission (FCC).
8 https://www.azcommerce.com/media/onndg13j/arizona-digital-equity-plan_updated-132024.pdf
9 https://www.azcommerce.com/media/bgaht3px/aca-abdg-program-guidelines.pdf
Consolidated Plan YUMA 93

FCC Fixed Broadband Deployment, City of Yuma
DRAFT
Note: Latest data from June 2021. The map shows providers with speeds of 25 Mbps download and 3 Mbps upload.
Source: Federal Communications Commission (FCC).
Consolidated Plan YUMA 94

MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Extreme heat, drought, and flooding are the most significant natural hazard risks in the City of Yuma.10
The city’s desert climate is naturally hot and arid, but conditions are intensifying with climate change.
Around 1990, Yuma experienced about seven days per year with temperatures above 112.1°F; by 2050,
that number is projected to rise to 39 days per year. According to First Street, an organization dedicated
to assessing the impact of climate change on property values, all homes in Yuma are at risk of extreme
heat.11 When paired with drought conditions, extreme heat increases fire risk. Extreme heat also poses
health risks to residents, particularly those with pre-existing conditions, the elderly, young children,
outdoor workers, and low-income households.
Drought is another risk to the livelihoods of Yuma’s residents. According to the National Drought
Monitor, the Yuma Desert watershed has experienced drought in 83% of weeks and extreme drought in
9% of weeks since 2000. As climate change increases the frequency of extreme weather events, the risk
of drought is expected to rise. Yuma’s economy is highly reliant on the availability of water from the
Colorado River—nearly 90% of the county’s water comes from the river, and about 97% of water used
supports Yuma’s significant agricultural sector. The river also helps generate roughly $372 million
annually from recreation.
Flooding also poses DRAFT a risk to residents of Yuma County with 89% of buildings having some level of flood
risk.12 The map below shows potential flood hazards in the City of Yuma. The most significant floodplain
is to the northwest of the city where there is a confluence of the Colorado and Gila Rivers. There is also
significant flood risk along the irrigation canal that runs north-south through the city. Climate change is
increasing the severity and frequency of extreme precipitation events which increase flood risk in Yuma.
10 https://climatecheck.com/arizona/yuma
11 https://firststreet.org/city/yuma-az/485540_fsid/heat
12 https://climatecheck.com/arizona/yuma
Consolidated Plan YUMA 95

Flood Hazard Areas, City of Yuma
DRAFT
Source: City of Yuma 2022 General Plan.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
As high temperatures increase in frequency, homes will be inhospitable without air conditioning and
utility costs are likely to rise sharply. Stakeholders noted for the Affordable Housing Action Plan that
available rentals at lower price points are frequently in poor condition, often accompanied by exorbitant
utility bills that can reach $600 per month. Many families find themselves anxiously awaiting their most
substantial utility bill each summer, relying on the Western Arizona Council of Governments (WACOG)
for assistance. However, WACOG can typically provide help only once or twice a year, further
underscoring the pressing need for ongoing support.
Resident engagement for the NRSA Plan raised concerns about drainage issues that cause flooding—
particularly near Madison Avenue and 1st Avenue.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan establishes goals and priorities for CDBG and HOME investments during the 2026-
2030 planning period. It also projects outcomes—e.g., housing units created, households assisted—
which will be evaluated annually through the Consolidated Evaluation and Performance Application
Report (CAPER).
This strategic plan responds to the top housing and community development needs identified in the
research that supported the Consolidated Plan.
Top needs include:
Housing needs. Top housing needs in the county include affordable rental housing (including housing for
those transitioning out of homelessness as well as workforce housing), housing repairs, and entry-level
ownership opportunities for low and moderate-income residents who would like to buy homes. Cost
burden and severe cost burden are the most common housing problems in the city and county.
Public housing. The Housing Authority of the City of Yuma (HACY) has converted all public housing
through the Rental Assistance Demonstration program and these 235 units are in good condition. HACY
DRAFT
also administers 1,138 vouchers and has had increasing difficulty with voucher holders finding available
rental units. The waiting list for HACY housing has over 3,000 residents, highlighting a significant need
for more affordable housing options so that individuals can find suitable accommodations.
People experiencing homelessness. In the 2025 Unsheltered PIT Count for Yuma County, 103 surveys
were collected, representing 118 unsheltered homeless individuals. Of the total, 1 person was in
Dateland, 12 in Somerton, 1 in Wellton, and 104 in the City of Yuma. Thirty households, which included
a total of 37 individuals, were experiencing chronic homelessness. Unsheltered individuals and
households in the county are predominantly male and older, with most adults between ages 45 and 64
and a substantial share age 65 or older, while relatively few are under age 25. Many are experiencing
homelessness for the first time, and a significant portion face overlapping vulnerabilities, including living
with a disability, having served in the armed forces, or being survivors of domestic violence. The most
common factors contributing to displacement reflect economic instability and health challenges, led by
inability to pay rent or a mortgage, job loss, difficulty finding affordable housing, underemployment or
low income, and chronic illness.
Non-Homeless special needs. Non-homeless special needs populations include households containing
persons with a disability, elderly households, those at risk of homelessness, victims of intimate
partner/domestic violence, persons with alcohol or other drug addiction, and persons with living with
HIV/AIDS. The needs of each of these individual populations are discussed in section NA-45.
Consolidated Plan YUMA 97

Public services needs. According to stakeholder engagement, Yuma has a strong network of service
providers, but demand for public services far exceeds available resources. Public services are needed to
expand housing stability supports, including rental assistance, housing navigation, case management,
and legal assistance related to landlord-tenant and fair housing protections, particularly for people
facing eviction, survivors of domestic violence, and households with criminal histories or credit barriers.
Workforce development, childcare, and transportation assistance are critical to improving economic
stability, as many job seekers experiencing homelessness or housing instability cannot secure or retain
employment without these supports. There is also a clear need for expanded behavioral health,
substance use treatment, and reentry services for individuals exiting treatment programs or the criminal
justice system, as well as outreach and supportive services for unsheltered individuals. While residents
generally know how to access services, service providers report declining administrative capacity and
flat or reduced funding, limiting their ability to meet growing needs despite increasing demand.
Projected Needs
According to the City of Yuma Affordable Housing Action Plan, in 2024, between 2024 and 2029 the City
of Yuma needs an additional 3,573 housing units will be needed to accommodate projected population
growth. This results in an average of around 715 units a year, slightly higher than the 686 units
permitted in 2024. While population growth has moderated in recent years, housing demand continues
to increase because of demographic changes—particularly the aging of the population. As residents age,
household sizes tend to decline. These trends mean that even with slower population growth, the
number of households DRAFT can continue to rise, increasing the demand for housing units.
Revitalization efforts. The City of Yuma intends to retain high-level goals of continuing neighborhood
revitalization efforts in its NRSA through programs and projects aimed at enhancing neighborhood
cohesion and addressing economic and social disparities.
Consolidated Plan YUMA 98

SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1
Area Name: Mesa Heights NRSA
Area Type: Neighborhood Revitalization Strategy Area
Other Target Area Description: N/A
HUD Approval Date: 2015
% of Low/ Mod: According to HUD’s Low- and Moderate-Income
Summary Data (LMISD), the share of low- to moderate-
income persons in the combined area is 51.1%
Revital Type: Comprehensive
Other Revital Description: N/A
Identify the neighborhood boundaries The area is formed by Census Tract 7 Block Groups 1
for this target area. and 2, Census Tract 10.03 Block Group 1, Census Tract
10.04 Block Groups 1 and 2, and Census Tract 11 Block
Groups 1 and 2. According to HUD’s Low- and
Moderate-Income Summary Data (LMISD), the share of
low- to moderate-income persons in the combined area
DRAFT
is 51.1%
Include specific housing and The area is primarily residential. The NRSA housing
commercial characteristics of this stock is older than the City of Yuma overall, with a
target area. heavy concentration of homes built between the 1950s
and through the 1980s. Mobile home communities in
the NRSA area have a significantly higher need for
repairs than communities citywide, an estimated 72% of
manufactured homes in the NRSA area are need of
major repair.
The area encompasses transportation arteries in the
City of Yuma’s street system, including parts of 4th
Avenue, Arizona Avenue, and 24th Street. These
arteries house an array of small businesses, many of
which have been in operation in the community for
years and are well known throughout the city.
Consolidated Plan YUMA 99

The target area has several factors that contribute to its
How did your consultation and citizen
designation, especially in comparison to other
participation process help you to
identify this neighborhood as a target neighborhoods in the City of Yuma. These factors
include a low median income and a high percentage of
area?
families living in poverty. Additionally, the area suffers
from deteriorating infrastructure and conditions, with a
significant need for improvements to drainage and
flood systems. The housing stock is old and in need of
repairs, and vacant commercial areas require
rehabilitation.
Identify the needs in this target area. Community feedback and consultation identified
several needs for the community, including:
 Affordable homeownership opportunities and
assistance with major home repairs.
 Improved housing quality, code enforcement,
and diversified housing options such as ADUs.
 Better neighborhood infrastructure, including
drainage and flooding fixes, alley clean-up, and
improved lighting, streets, and sidewalks.
DRAFT  Improved public spaces and more shade, trees,
and park maintenance.
 Expanded public services, especially mental
health care, food access, and programs for
seniors and youth.
 Enhanced traffic and pedestrian safety,
including speed control and safer crossings near
schools.
 Support for local businesses, job training
programs, and revitalization of vacant
commercial properties.
 Community safety and visible enforcement of
nuisance issues like dumping, abandoned
vehicles, and stray animals.
Consolidated Plan YUMA 100

What are the opportunities for Community engagement highlighted key opportunities
improvement in this target area? to improve the target area by addressing persistent
drainage and flooding issues, upgrading streets,
sidewalks, and lighting, and enhancing overall
neighborhood cleanliness through more consistent alley
maintenance and code enforcement. Residents also
identified opportunities to expand affordable
homeownership and major home repair assistance,
strengthen mental health and food access services,
improve traffic and pedestrian safety near schools, and
revitalize aging commercial areas through support for
small businesses and reinvestment in vacant properties.
The City’s community programs continue to have a
significant impact, especially with collaboration from
non-profits. Non-profit service agencies funded with
CDBG and others work together to provide supportive
programs and expand affordable housing access.
Are there barriers to improvement in A key barrier to improvement in the target area is that
this target area? available funding is insufficient to address the full range
of housing, infrastructure, and service needs identified
DRAFT
by residents. Aging drainage systems, deteriorating
streets and alleys, and longstanding maintenance issues
require substantial investment. At the same time,
limited economic opportunities in the neighborhood
constrain residents’ ability to achieve stable, higher
incomes, underscoring the need for economic
revitalization to support long-term progress. Reviving
commercial corridors, supporting small businesses, and
expanding job training programs are therefore critical,
as physical improvements alone cannot be sustained
without stronger local economic activity and household
financial stability.
Table 47 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the
EMSA for HOPWA)
CDBG Funding – The service area for CDBG funding is within the City of Yuma limits. The Mesa Heights
Neighborhood is a HUD-designated Neighborhood Revitalization Strategy Area (NRSA). Therefore, it is a
Consolidated Plan YUMA 101

priority area for the use of CDBG funds and is anticipated to remain a priority for the duration of the
five-year plan. Funds will be allocated to the Mesa Heights neighborhood to continue the revitalization
efforts that have been underway since the city designated Mesa Heights as a Neighborhood
Revitalization Strategy Area (NRSA). The balance of CDBG funds will be allocated citywide according to
need.
HOME Funding – The service area for the Yuma County HOME Consortium is throughout Yuma County,
and includes the HOME Consortium members of City of Yuma, Yuma County, City of Somerton, City of
San Luis, and the Town of Wellton. Yuma County HOME Consortium resources are allocated in response
to funding proposals. Geographic distribution is a contributing factor when making funding decisions.
Decisions are also based on priority needs, the readiness of a project to proceed, and the capacity of an
organization to successfully complete HOME projects.
DRAFT
Consolidated Plan YUMA 102

SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Priority needs in the City of Yuma and Yuma County (applicable for HOME funding) include the
following:
1
Priority Need Housing repairs and accessibility improvements
Name
Priority Level High
Population Extremely low- and low-income households
Moderate income households
Persons with disabilities
Elderly
Geographic Citywide and Countywide
Areas
Affected
Associated Improvements to Existing Rental and Owner Housing. Improve the quality of
DRAFT
Goals existing affordable rental and owner-occupied housing stock, including home
accessibility modifications.
Description The City supports minor home repair, weatherization, and accessibility
improvements for income-qualified homeowners through CDBG- and HOME-
funded rehabilitation programs, supplemented by leveraged resources. These
efforts help preserve aging housing stock, address health and safety concerns,
and improve accessibility for elderly and disabled residents.
Basis for Community engagement, survey results, and recent program performance all
Relative indicate that housing repairs and accessibility improvements remain a significant
Priority need in the City of Yuma and Yuma County. Rising construction and labor costs,
aging homes and increasing housing cost burdens have limited the ability of low-
income, elderly, and disabled residents to maintain safe, livable housing.
2
Priority Need Affordable rentals and tenant-based rental assistance
Name
Priority Level High
Consolidated Plan YUMA 103

Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Public Housing Residents
Geographic Citywide and Countywide
Areas
Affected
Affordable Housing. Increase the availability of affordable rental housing by
Associated
Goals creating new units. Expand and preserve safe, decent, and affordable housing
options, including rental and homeownership opportunities.
Description CDBG and HOME funds are used to support new affordable rental developments,
including CHDO, as well as rehabilitation of existing units to maintain quality and
safety. Tenant-Based Rental Assistance helps households experiencing or at risk
DRAFT
of homelessness, including survivors of domestic violence, transition into and
remain in stable housing despite rising rents and limited vacancies.
Basis for Through the community engagement process, the lack of affordable housing in
Relative Yuma (and throughout the county) was identified as the greatest need by
Priority residents and stakeholders.
3
Priority Need Community Development and Neighborhood Revitalization
Name
Priority Level High
Population Non-housing Community Development
Geographic Citywide and NRSA area
Areas
Affected
Consolidated Plan YUMA 104

Associated Public Facilities & Improvement of Neighborhood Conditions. Enhance public
Goals facilities, infrastructure, and neighborhood conditions in designated areas to
support revitalization, improve safety and accessibility, strengthen housing
quality and energy efficiency, and improve neighborhood visual appeal and
overall quality of life in low- to moderate-income areas.
Economic Development that Supports Low- and Moderate-Income Residents.
Support economic development activities that expand economic opportunities
for low- and moderate-income residents and strengthen Yuma’s long-term
community vitality.
Description Through the community engagement process, residents and stakeholders spoke
to the continued need for street and sidewalk improvements, neighborhood park
improvements, pedestrian safety improvements, and other future capital
improvements needed, particularly in the NRSA target area.
Basis for Through the community engagement process, residents and stakeholders
Relative identified the need for improvements to neighborhood infrastructure and public
Priority facilities, particularly in the NRSA target area.
4
Priority Need Public services
Name
Priority Level High
DRAFT
Population Non-housing Community Development
Geographic Citywide and NRSA area
Areas
Affected
Associated Stability and Supportive Services for Low-Income and Special Needs
Goals Populations. Provide and expand eligible public and supportive services that
improve stability, well-being, and access to opportunity for low-income
households, individuals with special needs, and people experiencing or at risk of
homelessness.
Description Throughout the community engagement process, residents and stakeholders
shared a need for services including affordable childcare, in-home care for
persons with disabilities and seniors, and mental and behavioral health care
services for special needs populations.
Consolidated Plan YUMA 105

Basis for These public services are a high relative priority because they are foundational to
Relative housing stability and economic self-sufficiency. Affordable childcare enables
Priority parents—especially single parents and low-income households—to work or
participate in training. In-home care for persons with disabilities and seniors
supports independent living and aging in place. Expanded mental and behavioral
health services are essential for stabilizing households facing housing insecurity,
homelessness, or transitions from crisis, treatment, or reentry.
5
Priority Need Economic Development
Name
Priority Level High
Population Extremely Low
Low
Moderate
Geographic Citywide and NRSA area
Areas
Affected
Associated Economic Development that Supports Low- and Moderate-Income Residents.
Goals Support economic development activities that expand economic opportunities
for low- and moderate-income residents and strengthen Yuma’s long-term
DRAFT
community vitality.
Description Provide grants to nonprofit service providers that deliver technical assistance,
training, and access to capital for low- and moderate-income residents and
business owners.
Basis for Through the community engagement process, residents and stakeholders
Relative identified the need for workforce training and skills development, as well as the
Priority need for redevelopment of commercial areas in the NRSA area.
Table 48 – Priority Needs Summary
Narrative (Optional)
Consolidated Plan YUMA 106

SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
The City’s Affordable Housing Plan and the market analysis conducted for this Consolidated Plan
examined the availability of affordable housing, changes in rents and the price of ownership housing,
housing conditions, and economic trends that will influence needs in the next five years. Metrics from
that study will be used to monitor conditions during the five-year planning period and adjust programs
as needed to meet needs. Given the state of the market, it is anticipated that rental assistance, new unit
production, and rehabilitation will continue to be top needs.
Affordable Market Characteristics that will influence
Housing Type the use of funds available for housing type
Tenant Based Continued rise in rents and lack of deeply affordable rentals (<30% AMI) as
Rental demonstrated by the rental gap. TBRA will continue to be targeted to persons who
Assistance are experiencing homelessness and those at-risk of homelessness in addition to
(TBRA) victims of domestic violence to help bridge the gap between their
needs and resources available. These special needs groups were found to have
the most acute needs for rental assistance in the research conducted to
support this Consolidated Plan.
TBRA for Continued rise in rents and lack of deeply affordable rentals
Non-
Homeless
Special Needs DRAFT
New Unit Low vacancies; job growth in low wage employment sectors
Production
Rehabilitation Residents with condition challenges and lack of access to home improvement capital
Acquisition, Changes in the market that would allow acquisition; properties are too costly to
including repurpose into affordable housing in current market conditions
preservation
Table 49 – Influence of Market Conditions
Consolidated Plan YUMA 107

SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
During the five-year planning period, the City of Yuma expects to receive $4.9 million in CDBG funding. The YCHC anticipates
receiving $3.3 in HOME funding.
Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Amount Narrative
of Annual Program Prior Year Total: Available Remainder Description
Funds Allocation: Income: $ Resources: $ of ConPlan
DRAFT $ $ $
CDBG Public- Acquisition $989,248 $0 $495,257 $1,484,505 $3,956,992 CDBG funds will
federal Admin and be used for
Planning housing
Economic rehabilitation,
Development code
Housing enforcement,
Public public services,
Improvements and facility
Public Services improvements
HOME Public- Acquisition $667,363.82 $0 $18,269.34 $685,633.16 $2,669,445.28 HOME funds will
federal Homebuyer be used for
assistance housing
Homeowner rehabilitation,
rehab development of
Multifamily affordable
rental new housing, and
construction tenant-based
Multifamily rental assistance
rental rehab
New
construction
for ownership
TBRA
Table 50 - Anticipated Resources
Consolidated Plan YUMA 108

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 City will contribute local resources as opportunities arise. For example, the City has regularly
provided general fund dollars to support Neighborhood and Economic Development operations, the
Crossroads Mission Detox Program, Catholic Community Services Safe House for victims of domestic
violence, and Amberly’s Place Victim Advocacy Center to support abused victims. The City will seek
opportunities to leverage other federal, state, local, and non-profit funds to support projects.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City owns two properties on Arizona Avenue within the Mesa Heights NRSA. The first is a 15-unit
apartment complex located on 20th Street, and the second is a triplex located on 23rd Street. Both
properties are managed by the Housing Authority of the City of Yuma (HACY) and are used to provide
affordable housing to low- and moderate-income households.
In addition, the City owns a vacant parcel located on 16th Street and Avenue A. This site is being
recommended for future affordable housing development and may be leveraged to address identified
housing needs within low- to moderate-income areas of the community.
The City has utilized publicly owned land as a strategy to expand affordable housing opportunities. The
City previously conveyed DRAFT surplus property located at the corner of 18th Street and Arizona Avenue to
Arizona Housing Development Corporation (AHDC) for the development of affordable housing. The six-
unit project has been completed and is occupied by low- to moderate-income households receiving
tenant-based rental assistance.
Discussion
The City will continue to explore new grant opportunities, partnerships, and private investment to
leverage HOME and CDBG funds to maximize the benefits and address needs outlined in this plan.
Consolidated Plan YUMA 109

SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan,
including private industry, non-profit organizations, and public institutions.
DRAFT
Consolidated Plan YUMA 110

Responsible Entity Responsible Entity Role Geographic Area
Type Served
City of Yuma Grant Administrator Administer outreach and Mesa Heights NRSA
and clean up activities Target neighborhoods
Service Provider Oversee façade with greatest needs
improvements
Code enforcement
CDBG and HOME
Administration
Planning Community
Development—
Neighborhood
improvements, public
facilities, and public
services
City of Yuma Program Manager Manage housing Citywide
rehabilitation program Countywide
Affordable housing—
ownership and rental
Housing Authority of The Housing Authority Tenant-based rental Countywide
City of Yuma (HACY) assistance
Affordable housing—
rental
Catholic Community Supportive Services Tenant-based rental Citywide
Services assistance for victims of
domestic violence
Crossroads Mission DRAFT Homeless Shelter Meals and supportive Citywide
services
Outreach coordination
Western Arizona Council Regional Planning Housing counseling Citywide
of Governments Agency services
(WACOG) Weatherization
Southwest Fair Housing Fair Housing Education and outreach Citywide
Council efforts
Campesinos Sin Housing Service Provider Provide housing Balance of county
Fronteras rehabilitation
Affordable housing—
ownership
and rental
Housing America Housing Service Provider Affordable housing— Citywide
Corporation rental
Achieve Human Services Housing Service Provider Affordable housing— Citywide
rental
Supportive services for
individuals with Serious
Mental Illness
Yuma County Program Manager Manage housing Balance of County
rehabilitation
program
Affordable housing—
ownership
and rental
Consolidated Plan YUMA 111

Table 51 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The City of Yuma has well-developed partnerships with nonprofit housing providers, HACY, regional
agencies, and social service organizations that assist in delivering housing and community development
programs. City staff will continue strengthening partnerships and pursuing new development
opportunities to address identified housing needs.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention Available in the Targeted to Targeted to People
Services Community Homeless with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X
Mobile Clinics X X X
Other Street Outreach Services X X
DRAFT
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X
Employment and Employment X
Training
Healthcare X X
HIV/AIDS X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Other
Table 52 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
Mainstream services that support individuals and families experiencing homelessness in Yuma are
delivered through a broad network of health, mental health, and community-based providers. The
Arizona Health Care Cost Containment System (AHCCCS), through the Arizona Complete Health –
Complete Care Plan, coordinates physical and behavioral health services for Medicaid members and
Consolidated Plan YUMA 112

provides referrals to housing-related supports through the Housing and Health Opportunities (H2O)
Demonstration for eligible individuals experiencing or at risk of homelessness.
Behavioral health services are available through local providers such as Community Bridges Inc.
(inpatient, crisis, detox, outpatient, and residential), Onvida Health, Community Health Associates,
Community Partners Integrated Health, Horizon Health and Wellness, National Community Health
Partners, Telecare, and the Regional Center for Border Health. These agencies offer crisis stabilization,
outpatient counseling, medical services, detoxification, psychiatric support, and case management that
complement homeless-specific programs. Employment services are available through ARIZONA@WORK
and Goodwill Career Center programs, which provide job readiness training, career counseling, skills
development, and job search assistance for individuals with employment barriers.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
Stakeholder engagement highlighted a well-rounded and high-functioning network for service providers,
with efficient service delivery. The main gap identified was insufficient funding to meet service demand.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The City of Yuma has DRAFT well-developed partnerships with nonprofit housing providers, including HACY,
economic development organizations and social service agencies. Staff will continue to facilitate these
partnerships and collaborate with partners to deliver programs to address housing needs.
The Yuma County HOME Consortium has created a partnership between the City of Yuma, Yuma County,
City of Somerton, City of San Luis, and Town of Wellton. As the Lead Entity, the City is identifying
housing resources throughout Yuma County and creating collaborations with nonprofit housing
developers that serve these areas.
Consolidated Plan YUMA 113

SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
DRAFT
Consolidated Plan YUMA 114

Sort Order Goal Name Start End Category Geographic Needs Funding Goal Outcome
Year Year Area Addressed Indicators
1 Affordable 2026 2030 Affordable City limits Provide CDBG, HOME Increase affordable
Housing Housing Countywide decent rental
affordable housing units options
housing through the creation of
new units and tenant
based rental assistance.
Specifically, 200 units,
40 TBRA households, 3
DRAFT homeowner housing
added. Direct financial
assistance to 5
homebuyers.
2 Improvements 2026 2030 Affordable City limits Housing CDBG, HOME 30 homeowner housing
to Existing Housing Non- Countywide Repairs and units rehabilitated and
Rental and Homeless Accessibility 15 rental housing units
Owner Housing Special Needs Modifications rehabilitated.
3 Stability and 2026 2030 Non-Housing City limits Homelessness CDBG Support public service
Supportive Community prevention activities that assist
Services for Development and services 1,500 low- and
Low-Income Public moderate-income
and Special Services persons and special
Needs needs populations.
Populations
Consolidated Plan YUMA 115

4 Public Facilities 2026 2030 Non-Housing Mesa Heights Community CDBG Public facility or
& Community Carver Park Development Infrastructure Activities
Improvement Development Yuma High & for low- and moderate-
of Neighborhoods Neighborhood income housing benefit.
Neighborhood Revitalization Housing Code
Conditions Enforcement.
Specifically, 8,137
residents for code and
public facilities, and 2
Façade improvements.
DRAFT Public services other
than LMI housing
benefit (cleanup): 50
households, and 3
buildings demolished.
5 Economic 2026 2030 Non-Housing City limits Public CDBG Support activities that
Development Community Services create or retain jobs for
that Supports Development Community 10 low- and moderate-
Low- and Development income persons
Moderate-
Income
Residents
6 Administer 2026 2030 Administration City limits N/A CDBG, HOME Administer CDBG and
CDBG/HOME & Planning Countywide HOME programs and
& Fair Housing advance fair housing
outreach efforts
Table 53 – Goals Summary
Consolidated Plan YUMA 116

Goal Descriptions
Goal Name Goal Description
1.Affordable Housing Increase the availability of affordable rental housing by creating new
units and tenant-based rental assistance. Expand and preserve safe,
decent, and affordable housing options, including rental and
homeownership opportunities.
2.Improvements to Existing Rental and Owner Improve the quality of existing affordable rental and owner-occupied
Housing DRAFT housing stock, including home accessibility modifications.
3.Stability and Supportive Services for Low Provide and expand eligible public and supportive services that improve
Income and Special Needs Populations stability, well-being, and access to trade and industry opportunities for
low-income households, individuals with special needs, and people
experiencing or at risk of homelessness.
4.Public Facilities & Improvement of Enhance public facilities, infrastructure, and neighborhood conditions in
Neighborhood Conditions designated areas to support revitalization, improve safety and
accessibility, strengthen housing quality and energy efficiency, and
improve neighborhood visual appeal and overall quality of life in low- to
moderate-income areas.
5.Economic Development that Supports Low- Support economic development activities that expand economic
and Moderate-Income Residents opportunities for low- and moderate-income residents and strengthen
Yuma’s long-term community vitality.
6.Administer CDBG/HOME & Fair Housing Administer CDBG and HOME programs and advance fair housing
outreach efforts.
Consolidated Plan YUMA 117

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City estimates that during the 2026–2030 Consolidated Plan period, HOME-funded activities will assist 35 low-income households and 2
extremely low-income households.
DRAFT
Consolidated Plan YUMA 118

SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
In addition to providing accessible units, HACY offers accessibility modifications to all tenants who
request them. These accessibility needs are generally modest and may include grab bars in bathrooms
and ramps. HACY has successfully accommodated these requests.
Activities to Increase Resident Involvements
HACY offers a Family Self-Sufficiency (FSS) program for RAD occupants and voucher holders, which
incentivizes education, job training, and homeownership. On average, the program serves 240 families
at any given time. According to HACY, the authority has met or exceeded HUD’s requirements for
community services and has been recognized as the largest and most successful FSS program in the
state.
Is the public housing agency designated as troubled under 24 CFR part 902?
The housing agency is not designated as troubled.
Plan to remove the ‘troubled’ designation
DRAFT
The housing agency is not designated as troubled.
Consolidated Plan YUMA 119

SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The City of Yuma’s latest Affordable Housing Plan included extensive stakeholder engagement on
barriers to affordable housing and residential investment.
Stakeholders pointed to several significant challenges affecting housing production:
Rising Costs: Construction costs have become increasingly prohibitive. Appraisals frequently fall short of
contract prices, and high material costs—combined with rising interest rates—are exacerbating
affordability concerns. Land, construction, and financing costs are climbing, with mortgages around
$300,000 far out of reach for low-income families. Moreover, permit fees—often ranging from $14,000
to $15,000—add another layer of financial pressure.
o Lack of Local Capacity: Some stakeholders have raised concerns about limited municipal
staffing, which can delay permit processing and further inflate project costs.
o Land Constraints: Developable land is in short supply due to extensive federal, state, and
tribal ownership. Minimum lot size requirements further restrict options, and resistance
to higher-density housing presents additional barriers.
o Community Opposition: While some neighborhood-level resistance to new
developments exists—often citing traffic concerns—support from city officials has
helped projects proceed. In many cases, these traffic concerns may be overstated.
DRAFT
o Insufficient Funding: A lack of funding persists for both new affordable housing
development and rehabilitation programs.
Despite these challenges, Yuma has experienced a resurgence in multifamily development. After a 15- to
20-year lull, the past 18 months have seen more multifamily projects emerge. These developments,
typically two- to three-story buildings, offer a mix of one-, two-, and some three-bedroom units.
Interest in Accessory Dwelling Units (ADUs) has surged over the past two to three years. According to
the Building Safety Department, the City has issued permits for the construction of 49 ADUs over the
last four years. This program has become extremely popular in Yuma.
The City of Yuma handles roughly 300 pre-development meetings annually. Its rezoning (5 6 months),
variance (6 weeks), and design review (4 weeks) timelines are significantly faster than in larger
metropolitan areas in the state.
Developers from outside the region frequently express surprise at the city’s shorter process. The city is
actively working to expedite approvals—completing first reviews in approximately 15 working days and
second reviews in about seven. It was noted that the City of Yuma maintains a strong, collaborative
relationship with developers.
Consolidated Plan YUMA 120

The city is also seeing a trend towards smaller single-family homes on smaller lots and developments
with smaller lots and larger homes. The pace of development is closely tied to interest rates—lower
rates around 4% could catalyze significantly more activity.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
In September 2025, the City of Yuma City Council adopted the Affordable Housing Action Plan. The City’s
Affordable Housing Action Plan outlines a coordinated strategy to address housing needs by increasing
the supply of affordable housing, enhancing public understanding and support for diverse housing
options, and strengthening the financial tools needed to make housing projects feasible.
The Plan includes three main objectives:
 Objective 1. Support for the new construction of affordable housing and the preservation of
existing affordable housing.
 Objective 2. Increase education, communication, and information on housing affordability to
increase support for and access to affordable housing.
 Objective 3. Support financing for new construction, preservation, and expand funding sources
for affordable housing.
These objectives aim to help address Yuma’s most pressing housing challenges by increasing the supply
of affordable housing, enhancing public understanding and support for varied housing options, and
strengthening the DRAFT financial tools necessary to make housing projects feasible.
Consolidated Plan YUMA 121

SP-60 Homelessness Strategy – 91.215(d)
Describe how the jurisdiction's strategic plan goals contribute to:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
National Community Health Partners provides assessments and case management for individuals who
need housing support following institutional discharge. NCHP helps clients secure safe housing, obtain
rental assistance when available, and connect to medical and behavioral health care, benefits
assistance, and other supportive services that promote long term stability.
Achieve Human Services assists individuals with serious mental health needs or developmental
disabilities who are transitioning back into the community. Achieve works directly with inpatient
facilities and crisis units to coordinate discharge plans and provides permanent supportive housing, case
management, life skills training, and transportation to help individuals stabilize after leaving institutional
care.
Community Bridges Inc. plays a key role through its Transitional Living Center for Recovery, which offers
short-term supportive housing for individuals exiting crisis stabilization units, detoxification programs,
inpatient behavioral health treatment, or correctional settings. TLCR provides structured recovery
housing along with intensive case management, medication management, peer support, and
connections to outpatient care and long-term housing options.
DRAFT
Addressing the emergency and transitional housing needs of homeless persons
The City has funded homeless service providers for a variety of activities, including Crossroads Mission,
Achieve Human Services, Catholic Community Services, and HACY, each of which provides programs
focused on eliminating chronic homelessness.
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.
Achieve Human Services, with several offices in Yuma County, receives funding from the Arizona
Department of Housing and Arizona Complete Health to serve persons with disabilities who are at-risk of
or experiencing homelessness. This program uses a Housing First model to move clients into permanent
supportive housing quickly.
The City, through the Yuma County HOME Consortium will provide HOME funding to housing service
providers for tenant based rental assistance for special needs populations, including the homeless and
Consolidated Plan YUMA 122

victims of domestic violence. This assistance will act as a bridge towards self-sufficiency. These agencies
will also provide supportive services to participants in the program.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
During the COVID-19 pandemic, the City of Yuma created a tenant based rental assistance (TBRA)
program to ensure that low- and moderate-income households could maintain their rent and avoid
becoming homeless. This program will continue, be available throughout the Consortium, and be
administered by the housing authority.
HACY also provides Housing Choice (1,138), project-based (80), and special-purpose vouchers, including
71 VASH vouchers for veterans, 15 for family reunification, 15 for children aging out of foster care, and 5
for the homeless.
HACY works closely with landlords to promote the program and its benefits—including the stable source
of fixed income (SSI, VA benefits) that the veterans contribute toward their rent payment. HACY works
closely with partner organizations, including WACOG, Achieve Human Services, and National Community
Health Partners to coordinate housing and services provision.
DRAFT
Consolidated Plan YUMA 123

SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
Lead-based paint hazards will be mitigated through CDBG-funded housing rehabilitation activities as
well as through the City’s recently awarded Lead Hazard Reduction Grant. If lead paint hazards are
identified, they will be addressed by EPA-certified lead abatement contractors in accordance with
federal regulations. In addition, the City will provide required notices regarding the hazards and risks of
lead-based paint in both English and Spanish to all program participants. Outreach and education efforts
will prioritize households with young children and older housing stock.
How are the actions listed above related to the extent of lead poisoning and hazards?
While much of Yuma’s housing stock is newer, pre-1978 housing is concentrated in older neighborhoods
that are also targeted for housing rehabilitation and revitalization efforts. These homes are more likely
to contain lead-based paint hazards.
The City prioritizes assistance to low-income households residing in older housing stock, including
households with young children who are most vulnerable to lead exposure. The Lead Hazard Reduction
Grant further enhances the City’s ability to proactively assess and remediate hazards in qualifying units.
How are the actions listed above integrated into housing policies and procedures?
Lead-based paint compliance DRAFT is integrated into the City’s housing rehabilitation policies and procedures.
Environmental review processes, written rehabilitation standards, contractor procurement
requirements, and project monitoring all incorporate lead hazard evaluation and mitigation
requirements in accordance with federal regulations.
The Lead Hazard Reduction Grant formalizes additional policies for assessment, prioritization,
remediation, and post-clearance verification.
Consolidated Plan YUMA 124

SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The City of Yuma’s housing and community development activities are dedicated to improving housing
and neighborhood conditions of low- and moderate-income residents and special needs populations.
The City, in collaboration with members of the HOME Consortium and other agencies will continue to
combine resources to assist individuals and families with obtaining the tools to overcome poverty and
become self-sufficient. Ongoing efforts will include:
Rehabilitating owner-occupied homes and multi-unit properties to improve safety, accessibility, and
housing quality for low- and moderate-income households citywide. Proactive code enforcement will
continue in the Mesa Heights, Yuma High, and Carver Park neighborhoods to reduce blight and stabilize
neighborhood conditions.
Expanding affordable rental housing through partnerships supported by HOME funds.
Delivering critical public services to vulnerable residents, including shelter meals through Crossroads
Mission, homeless outreach through Achieve, and mobile health services through Onvida.
Additionally, through implementation of its NRSA Plan, the City will continue to target revitalization of
low-income neighborhoods by coordinating housing rehabilitation, commercial corridor improvements,
and public facility investments. These place-based strategies are intended to improve residents’ access
to opportunity, increase DRAFT economic mobility, strengthen neighborhood conditions, and support healthier
communities, which will contribute to a sustained reduction in the number of families living in poverty.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The ongoing efforts mentioned will help achieve economic development goals by enhancing workforce
education and skills, as well as improving residents' access to opportunities through revitalization.
Consolidated Plan YUMA 125

SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
City staff ensures that environmental reviews are complete before projects are initiated. Staff manages
Davis-Bacon Labor Standard and Section 3 compliance on projects that require them. An integral part of
monitoring responsibilities is to monitor subrecipients and ensure performance of activities, goals are
met, and requirements of the CDBG or HOME program are fulfilled. The primary areas of focus during
monitoring include:
 Compliance with applicable Federal law and the CDBG or HOME program requirements;
 CDBG National Objective documented
 Performance goals being met;
 Financial records;
 Reporting accuracy;
 Completeness of records and record retention;
 Proper disposal of property purchased with CDBG or HOME.
Technical assistance workshops are conducted by Neighborhood & Economic Development staff as part
DRAFT
of the citizen participation process when developing the Annual Action Plan. One is held for CDBG and
one for HOME applicants. Information is provided on the annual entitlement award, eligible activities,
objectives of the consolidated plan, and an overview of the CDBG/HOME programs including national
objectives, record keeping, client eligibility documentation, procurement, and accounting principles. All
prospective applicants/subrecipients must attend at least one of these workshops.
After subrecipients are selected, Neighborhood & Economic Development staff meet with each
organization to review the Subrecipient Agreement and discuss program requirements. During this
meeting, staff explain reporting expectations, performance requirements, documentation standards,
reimbursement procedures, and applicable federal regulations. Templates and examples of required
forms and reports are provided upon request, and staff remain available to offer technical assistance
throughout the program year.
Standard monitoring procedures. Desk monitoring of all subrecipients files occurs with requests for
reimbursement accompanied by performance reports, and at a minimum, quarterly performance
reports are mandatory. A year-end desk monitoring of all subrecipient files is conducted to determine if
goals have been met and all pertinent records and reports have been received.
High-risk subrecipient monitoring. On-site monitoring visits will be conducted by Neighborhood &
Economic Development staff and documented in writing for all subrecipients identified as high risk.
High-risk subrecipients will receive at least one on-site monitoring visit during the program year.
Consolidated Plan YUMA 126

Criteria for identifying high-risk subrecipients include:
 Subrecipients receiving CDBG or HOME for the first time;
 Subrecipients with prior monitoring visits that resulted in findings or areas of concern; and
 Subrecipients that fail to submit timely quarterly reports or demonstrate difficulty meeting
performance objectives, timelines, or program requirements.
Monitoring staff will provide written notice to subrecipients outlining the date, time, and location of the
scheduled monitoring visit, as well as the records that must be available for review. Following the on-
site visit, a formal monitoring letter will be issued detailing the results, including any findings or
concerns identified. The letter will outline required corrective actions and provide guidance to ensure
compliance with CDBG or HOME program requirements. Follow-up monitoring will be conducted as
necessary until all findings and concerns have been resolved.
DRAFT
Consolidated Plan YUMA 127

Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
In Year 1 of the 2026–2030 Consolidated Plan, the City of Yuma will receive $989,248 in CDBG funds, and
the Yuma County HOME Consortium will receive $667,363.82 in HOME funds. In addition, $495,257 in
prior year CDBG funds and $18,269.34 in prior year HOME funds will be available for program activities.
DRAFT
Consolidated Plan YUMA 128

Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Annual Program Prior Year Total: Amount
Funds Allocation: $ Income: $ Resources: $ Available
$ Remainder of
ConPlan
$
CDBG Public- Acquisition $989,248 $0 $495,257 $1,484,505 $3,956,992 CDBG funds will
DRAFT federal Admin and be used for housing
Planning rehabilitation, code
Economic enforcement, public
Development services, and facility
Housing improvements
Public
Improvements
Public Services
HOME Public- Acquisition $667,363.82 $0 $18,269.34 $685,633.16 $2,669,455.28 HOME funds will be
federal Homebuyer used for housing
assistance rehabilitation,
Homeowner development of
rehab affordable housing,
Multifamily and tenant-based
rental new rental assistance
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA
Table 54 - Expected Resources – Priority Table
Consolidated Plan YUMA 129

If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City owns two properties on Arizona Avenue within the Mesa Heights NRSA. The first is a 15-unit
apartment complex located on 20th Street, and the second is a triplex located on 23rd Street. Both
properties are managed by the Housing Authority of the City of Yuma (HACY) and are used to provide
affordable housing to low- and moderate-income households.
In addition, the City owns a vacant parcel located on 16th Street and Avenue A. This site is being
recommended for future affordable housing development and may be leveraged to address identified
housing needs within low- to moderate-income areas of the community.
The City has utilized publicly owned land as a strategy to expand affordable housing opportunities. The
City previously conveyed surplus property located at the corner of 18th Street and Arizona Avenue to
Arizona Housing Development Corporation (AHDC) for the development of affordable housing. The six-
unit project has been completed and is occupied by low- to moderate-income households receiving
tenant-based rental assistance.
Discussion
The City is actively seeking new grant opportunities, forming partnerships, and inviting private
investments to enhance the HOME and CDBG funds. These efforts aim to address the needs identified in
the 2026-2030 Consolidated Plan and to support revitalization initiatives in the Neighborhood
DRAFT
Revitalization Area.
Consolidated Plan YUMA 131

Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Goal Name Start End Category Geographic Needs Funding Goal Outcome Indicator
Order Year Year Area Addressed
1 Affordable Housing 2026 2030 Affordable City limits Provide CDBG Increase affordable rental
Housing Countywide decent HOME housing options through the
DRAFT affordable creation of 59 new units and
housing tenant-based rental assistance
to 16 households.
2 Improvements to Existing 2026 2030 Affordable City limits Housing CDBG Homeowner housing
Rental and Owner Housing Non- Countywide Repairs and HOME rehabilitated: 7 units.
Housing Homeless Accessibility Rental housing rehabilitated: 2
Special Needs Modifications units.
3 Stability and Supportive 2026 2030 Non-Housing City limits Homelessness CDBG Support public service activities
Services for Low-Income Community prevention that assist low- and moderate-
and Special Needs Development and services income persons and special
Populations Public needs populations: 1,080
Services persons.
4 Public Facilities & 2026 2030 Non-Housing Mesa Heights Community CDBG Public facility or Infrastructure
Improvement of Community Carver Park Development Activities for low- and moderate-
Neighborhood Conditions Development Yuma High & income housing benefit and
Neighborhoods Neighborhood Housing Code Enforcement for
Revitalization 8,137 persons.
5 Economic Development 2026 2030 Non-Housing City limits Public CDBG Support activities that create or
that Supports Low- and Community Services retain jobs for low- and
Moderate-Income Development Community moderate-income persons
Residents Development
6 Administer CDBG/HOME 2026 2030 Administration City limits N/A CDBG Administer CDBG and HOME
& Fair Housing & Planning Countywide HOME programs and advance fair
housing outreach efforts
Table 55 – Goals Summary
Consolidated Plan YUMA 132

Goal Descriptions
Goal Name Goal Description
1.Affordable Housing Increase the availability of affordable rental housing by creating new units
and tenant-based rental assistance. Expand and preserve safe, decent, and
affordable housing options, including rental and homeownership
opportunities.
DRAFT
2.Improvements to Existing Rental and Owner Housing Improve the quality of existing affordable rental and owner-occupied
housing stock, including home accessibility modifications.
3.Stability and Supportive Services for Low Income and Special Provide and expand eligible public and supportive services that improve
Needs Populations stability, well-being, and access to trade and industry opportunities for
low-income households, individuals with special needs, and people
experiencing or at risk of homelessness.
4.Public Facilities & Improvement of Neighborhood Conditions Enhance public facilities, infrastructure, and neighborhood conditions in
designated areas to support revitalization, improve safety and
accessibility, strengthen housing quality and energy efficiency, and
improve neighborhood visual appeal and overall quality of life in low- to
moderate-income areas.
5.Economic Development that Supports Low- and Moderate- Support economic development activities that expand economic
Income Residents opportunities for low- and moderate-income residents and strengthen
Yuma’s long-term community vitality.
6.Administer CDBG/HOME & Fair Housing Administer CDBG and HOME programs and advance fair housing outreach
efforts.
Consolidated Plan YUMA 133

Projects
AP-35 Projects – 91.220(d)
Introduction
This section identifies the projects that the City of Yuma and the HOME Consortium will undertake with
CDBG and HOME funds.
CDBG
Projects
# Project Name
1 Housing Rehabilitation – City of Yuma
2 Code Enforcement – City of Yuma
3 Colorado Street Apartment ADA Improvements – Housing America
4 Gila Vista Industrial Arts Shop Restoration
5 Mesa Heights Neighborhood Infrastructure Improvements
6 Homeless Nutrition Wellness – Crossroads Mission
7 Onvida Health Mobile Equity Project
8 Homeless Outreach – Achieve
9 CDBG Program Administration – City of Yuma
10 Fair Housing Outreach – SWFHC
11 Fortuna Palms – DANCO (contingency)
DRAFT
12 Bethel Development - Solara Apartments (contingency)
13 Yuma County Housing Rehabilitation Program
14 TBRA – Catholic Community Services
15 Affordable Housing Development Project – CHDO
16 HOME Planning & Administration – City of Yuma
Table 56 – Project Information
HOME
The allocation for the 2026/2027 program year is $667,363.82. Of the total 15% ($100,104.57) is set
aside for the Community Housing Development Organization (CHDO), 10% ($66,736.38) for Planning and
Administration, leaving $500,522.87 available for other projects.
The Danco/Fortuna Palms and Solara projects would be a strong candidate for funding, as it would bring
affordable housing to the Foothills area. Under contingency plan, if either project does not receive LIHTC
funding, the allocation would increase TBRA to its full amount, with the remaining funds allocated to
housing rehabilitation.
$165,000 would be allocated to Yuma County Housing Rehabilitation, since that program can only be
funded with HOME funds while the other projects are eligible for CDBG funding.
Consolidated Plan YUMA 134

Catholic Community Services will receive $123,792.21 to support families through its Tenant-Based
Rental Assistance (TBRA) program.
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The allocation priorities are outlined in the 2026-2030 Consolidated Plan and are being implemented in
the 2026 Action Plan. These allocation priorities were developed with input by citizens, local public
agencies, and nonprofit organizations based on what their clients are experiencing. The City and the
YCHC are committed to meeting the underserved needs in the community.
The primary obstacle to meeting needs is insufficient funding for housing and non-
housing activities. Requests for funding are more than the amount available. Other obstacles are the
high costs of rental housing relative to the income of many renters; a loss of naturally occurring
affordable housing provided by the private sector due to rising rents; lack of accessible housing;
deferred maintenance on some older rentals; limited product diversity in both rental and ownership
housing; and challenges accumulating a downpayment and obtaining a mortgage loan for renters who
would like to be owners.
DRAFT
Consolidated Plan YUMA 135

AP-38 Project Summary
Project Summary Information
1 Project Name Housing Rehabilitation
Target Area City of Yuma: Citywide
Goals Supported Improvements to Existing Rental and Owner Housing
Needs Addressed Housing Repairs and Accessibility Improvements
Funding CDBG: $562,768
Description The City will use funds to rehabilitate owner-occupied homes to help low- and moderate-
DRAFT
income households.
National objective – LMH, Matrix Code-14A, Rehabilitation: Single-Unit Residential
Target Date 6/30/2027
Estimate the number and type of families 7 Household Housing Unit
that will benefit from the proposed activities
Location Description Citywide
Planned Activities Owner-occupied housing rehabilitation
2 Project Name Code Enforcement
Target Area Mesa Heights, Yuma High, and Carver Park Neighborhoods
Goals Supported Public Facilities & Improvement of Neighborhood Conditions
Needs Addressed Community Development & Neighborhood Revitalization
Funding CDBG: $15,000
Description The City will administer a proactive Code Enforcement Program in three low-income areas.
National objective – LMA, Matrix Code -15 Code Enforcement
Target Date 6/30/2027
Estimate the number and type of families 6,900 households will benefit. All three low-income neighborhoods have more than 51%
that will benefit from the proposed activities LMI people.
Location Description Mesa Heights Neighborhood has over 51% LMI, Carver Park has approximately 61% LMI
and Yuma High has approximately 59% LMI.
Planned Activities The Code Enforcement Program will address code violations in three low- and moderate-
income areas.
Consolidated Plan YUMA 136

3 Project Name Colorado Street Apartments ADA Improvements - Housing America
Target Area City of Yuma: Citywide
Goals Supported Improvements to Existing Rental and Owner Housing
Needs Addressed Housing Repairs and Accessibility Improvements
Funding CDBG: $90,500
Description Housing America Corporation will use CDBG funds to rehabilitate two housing units for
ADA compliance and improved accessibility for persons with disabilities.
National objective – LMH, Matrix Code-14B, Rehabilitation: Multi-Unit Residential
Target Date 6/30/2027
Estimate the number DRAFT and type of families 2 Low-income Households
that will benefit from the proposed activities
Location Description Citywide
Planned Activities Housing America Corporation will rehabilitate two multi-units to complete ADA
modifications and accessibility improvements for low- and moderate-income households,
including persons with disabilities.
4 Project Name Gila Vista Industrial Arts Shop Restoration
Target Area Mesa Heights Neighborhood
Goals Supported Public Facilities & Improvement of Neighborhood Conditions
Needs Addressed Improvement of Public Facilities
Funding CDBG: $70,000
Description CDBG funds will be used to rehabilitate the industrial arts shop at Gila Vista to support
youth programs within the Mesa Heights neighborhood.
National Objective – LMA, Matrix Code-03D
Target Date 6/30/2027
Estimate the number and type of families 3,805 households, Mesa Heights Neighborhood has over 51% LMI
that will benefit from the proposed activities
Location Description Gila Vista Jr. High School, 2245 S Arizona Avenue
Planned Activities Rehabilitation and restoration of the industrial arts shop facility, including replacement of
windows, HVAC system, and flooring.
Consolidated Plan YUMA 137

5 Project Name Mesa Heights Neighborhood Infrastructure Improvements
Target Area Mesa Heights Neighborhood (Proposed Neighborhood Revitalization Strategy Area)
Goals Supported Public Facilities & Improvement of Neighborhood Conditions
Needs Addressed Improvement of Public Infrastructure
Funding CDBG: $400,000
Description CDBG funds will be used for public infrastructure improvements within the Mesa
Heights NRSA.
National Objective – LMA, Matrix Code-03Z
Target Date 6/30/2027
DRAFT
Estimate the number and type of families that 3,805 households, Mesa Heights Neighborhood has over 51% LMI
will benefit from the proposed activities
Location Description Mesa Heights Neighborhood (Proposed Neighborhood Revitalization Strategy Area)
Planned Activities Public infrastructure improvements, including but not limited to streets, sidewalks,
lighting, drainage, and related public facility enhancements.
6 Project Name Homeless Nutrition Wellness - Crossroads Mission
Target Area City of Yuma: Citywide
Goals Supported Stability and Supportive Services for Low Income and Special Needs Populations
Needs Addressed Public Services
Funding CDBG: $40,000
Description Crossroads Mission will use CDBG funds to purchase healthy food items to provide
nutritious meals for individuals staying at the homeless shelter.
National Objective – LMC, Matrix Code - 03T Homeless Programs
Target Date 6/30/2027
Estimate the number and type of families that 1,000 Persons assisted
will benefit from the proposed activities
Location Description Crossroads Mission, 944 S. Arizona Avenue
Planned Activities Crossroads Mission will purchase healthy food supplies to provide nutritious meals for
individuals staying at the homeless shelter.
Consolidated Plan YUMA 138

7 Project Name Onvida Health Mobile Equity Project
Target Area Mesa Heights Neighborhood
Goals Supported Public Services
Needs Addressed Stability and Supportive Services for Low Income and Special Needs Populations
Funding CDBG: $29,224
Description Onvida Health will use CDBG funds to deliver mobile health services within the Mesa
Heights Neighborhood, improving access to essential healthcare for area residents.
National Objective – LMA, Matrix Code – 05M Health Services
Target Date 6/30/2027
Estimate the DRAFT number and type of families that 3,805 households, Mesa Heights Neighborhood has over 51% LMI
will benefit from the proposed activities
Location Description Mesa Heights Neighborhood
Planned Activities Mobile health services, including preventative care, screenings, and basic medical
services provided within the Mesa Heights NRSA.
8 Project Name Homeless Outreach – Achieve
Target Area City Limits
Goals Supported Public Services
Needs Addressed Stability and Supportive Services for Low Income and Special Needs Populations
Funding CDBG: $79,163
Description Achieve will implement a Homeless Outreach Program to engage unsheltered
individuals, establish rapport, and connect them to available services.
National Objective – LMC, Matrix Code - 03T Homeless Programs
Target Date 6/30/2027
Estimate the number and type of families that 80 Persons Assisted
will benefit from the proposed activities
Location Description City Limits
Planned Activities The outreach program will assist participants in obtaining identification documents to
help remove barriers to housing and supportive services.
Consolidated Plan YUMA 139

9 Project Name CDBG Program Administration
Target Area City of Yuma: Citywide
Goals Supported Administer CDBG/HOME
Needs Addressed Other – Administration & Planning
Funding CDBG: $182,850
Description Administration of 2026-2027 CDBG Program.
National Objective – N/A, Matrix Code- 21A (General Program Admin)
Target Date 6/30/2027
Estimate the number and type of families that Not applicable
DRAFT
will benefit from the proposed activities
Location Description City of Yuma: Citywide
Planned Activities Administration of 2026/2027 CDBG Program
10 Project Name Southwest Fair Housing Outreach- SWFHC
Target Area City of Yuma: Citywide
Goals Supported Administer CDBG/HOME & Fair Housing
Needs Addressed Public Services
Funding CDBG: $15,000
Description Implement a housing education and outreach initiative within the City of Yuma.
National Objective – N/A, Matrix Code 21D (Fair Housing Activities Subject to Admin
Cap)
Target Date 6/30/2027
Estimate the number and type of families that Not applicable.
will benefit from the proposed activities
Location Description City of Yuma: Citywide
Planned Activities Provide education sessions and community presentations to inform residents about
their housing rights and available support services.
Consolidated Plan YUMA 140

11 Project Name Fortuna Palms-DANCO
Target Area Yuma County
Goals Supported Affordable Housing
Needs Addressed Affordable rental units
Funding HOME: $100,000 contingent on receiving LIHTC allocation
Description DANCO Communities will develop 59 affordable rental housing units for low-income
households. HOME funds will support the construction of the multifamily rental
development, contingent upon the award of Low-Income Housing Tax Credits.
Target Date 6/30/2027
Estimate the DRAFT number and type of families that 59 Household Units
will benefit from the proposed activities
Location Description E 35th Pl & S Prescott Ave
Planned Activities HOME funds will support the construction of 59 affordable multifamily rental housing
units for low-income households in Yuma Foothills.
12 Project Name Bethel Development - Solara Apartments
Target Area Yuma County
Goals Supported Affordable Housing
Needs Addressed Affordable rental units
Funding HOME: $130,000 contingent on receiving LIHTC allocation
Description Bethel Development will develop 84 affordable rental housing units for low-income
households. HOME funds will support the construction of the multifamily rental
development, contingent upon the award of Low-Income Housing Tax Credits.
Target Date 6/30/2027
Estimate the number and type of families that 84 Household Units
will benefit from the proposed activities
Location Description Castle Dome Avenue Yuma, AZ 85365
Planned Activities HOME funds will support the construction of 84 affordable multifamily rental housing
units.
Consolidated Plan YUMA 141

13 Project Name Yuma County Housing Rehabilitation Program
Target Area Countywide
Goals Supported Improvements to Existing Owner Housing
Needs Addressed Affordable Ownership Units
Funding HOME: $165,000
Description The County will use funds to rehabilitate owner-occupied homes to help low- and
moderate-income households.
National objective – LMH, Matrix Code-14A, Rehabilitation: Single-Unit Residential
Target Date 6/30/2027
Estimate the number DRAFT and type of families that will 2 Household Housing Units Assisted
benefit from the proposed activities
Location Description Countywide
Planned Activities Rental housing rehabilitation
14 Project Name TBRA – Catholic Community Services
Target Area Countywide
Goals Supported Affordable Housing
Needs Addressed Affordable Rental Units and TBRA
Funding HOME: $123,792.21
Description Catholic Community Services will administer a Tenant-Based Rental Assistance (TBRA)
program to provide rental assistance to low-income households.
Target Date 6/30/2027
Estimate the number and type of families that will 16 Persons Assisted
benefit from the proposed activities
Location Description Countywide
Planned Activities Provide tenant-based rental assistance to eligible low-income households.
Consolidated Plan YUMA 142

15 Project Name Affordable Housing Development Project-CHDO
Target Area Yuma County
Goals Supported Affordable Housing
Needs Addressed Affordable Rental Units and TBRA
Funding HOME: $100,104.57
Description CHDO funds will be set aside to develop an affordable unit that will be sold or rented
to a low-income family.
Target Date 6/30/2027
Estimate the number and type of families that 1 Household Housing Unit
will benefit from DRAFT the proposed activities
Location Description Countywide
Planned Activities Develop 1 affordable housing unit
16 Project Name HOME Planning & Administration
Target Area Yuma County
Goals Supported Administer CDBG/HOME
Needs Addressed N/A
Funding HOME: $66,736.38
Description Administer the 2026/2027 HOME Program on behalf of the Yuma County HOME
Consortium.
Target Date 6/30/2027
Estimate the number and type of families that Not applicable.
will benefit from the proposed activities
Location Description Countywide
Planned Activities The City of Yuma is the lead agency for the YCHC and will administer the 2026 HOME
Program.
Consolidated Plan YUMA 143

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
CDBG Funding – The service area for CDBG funding is within the City of Yuma limits. The Mesa Heights
Neighborhood is a HUD-designated Neighborhood Revitalization Strategy Area (NRSA). Therefore, it is a
priority area for the use of CDBG funds. The NRSA outlined in the Plan has a poverty rate of 21%, which
is significantly higher than the citywide rate of 16%. The share of low- to moderate-income persons in
the combined area is 51.1%
For CDBG, about 30% of 2026 funds overall will be allocated to Mesa Heights to continue the
revitalization efforts that have been underway since the city designated Mesa Heights as a
Neighborhood Revitalization Strategy Area (NRSA). The balance of CDBG funds will be allocated citywide
according to need.
HOME Funding – The service area for the Yuma County HOME Consortium is throughout Yuma County,
and includes the HOME Consortium members of City of Yuma, Yuma County, City of Somerton, City of
San Luis, and the Town of Wellton.
Yuma County HOME Consortium resources are allocated in response to funding proposals. Geographic
distribution is a contributing factor when making funding decisions. Decisions are also based on priority
needs, the readiness DRAFT of a project to proceed and the capacity of an organization to successfully
complete HOME projects.
Geographic Distribution
Target Area Percentage of Funds
NRSA 30
City of Yuma: Citywide 37
Yuma County (HOME) 33
Table 57 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City of Yuma is focusing efforts in areas that have high percentages of low-and-moderate income
people. The Mesa Heights Neighborhood was designated by the City and approved by HUD as a
Neighborhood Revitalization Strategy Area (NRSA). The NRSA outlined in the Plan has a poverty rate of
21%, which is significantly higher than the citywide rate of 16%. The share of low- to moderate-income
persons in the combined area is 51.1%. The are has a need for infrastructure improvements, housing
investment, and commercial revitalization to spur economic mobility.
Over the next five years, this area will remain the priority. An extension and expansion to the NRSA
Consolidated Plan YUMA 144

designation is being requested along with this Consolidated Plan submittal.
Discussion
Please see above.
DRAFT
Consolidated Plan YUMA 145

Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported
Homeless 106
Non-Homeless 1,606
Special-Needs 0
Total 1,712
Table 58 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 1,564
The Production of New Units 139
Rehab of Existing Units 9
Acquisition of Existing Units 0
Total 1,712
Table 59 - One Year Goals for Affordable Housing by Support Type
Discussion
DRAFT
The City and its partners will undertake the following affordable housing activities:
 Owner-occupied housing rehabilitation
 Multi- rental unit housing rehabilitation
 Tenant-based rental assistance
The Housing Authority of the City of Yuma and the Yuma County Housing Department will continue to
provide affordable rental housing, Housing Choice Vouchers for low-income renters, VASH vouchers for
homeless veterans and other special purpose vouchers. They both successfully administer Family Self
Sufficiency (FSS) Programs.
Consolidated Plan YUMA 146

AP-60 Public Housing – 91.220(h)
Introduction
This section summarizes the activities of the Housing Authority of the City of Yuma (HACY) and the Yuma
County Housing Department (YCHD) that will support the Action Plan programs.
Actions planned during the next year to address the needs to public housing
HACY is establishing an entrepreneurial center called the Prosperity Business and Learning Center
(PBLC). This initiative is funded by the city through the American Rescue Plan Act (ARPA). The center is
designed for anyone who is business-oriented, currently owns a business, or is interested in starting a
small business.
One of the programs offered will be "Entrepreneurship 101," provided in partnership with the local
college. This course will be offered for free, allowing participants to earn college credit. Additionally,
HACY plans to bring high school students into the program, offering them an Organizational Leadership
Certificate through the local community college.
Clients at PBLC will have opportunities to earn both an Occupational Certificate and an Organizational
Leadership Certificate. These qualifications will benefit them as entrepreneurs or in any business-
oriented career path they choose. Participants will develop leadership and communication skills, as well
as human relations abilities, which can be applied in various professional settings.
DRAFT
The goal of the PBLC is to address the need for soft skills while also connecting participants with
employers who can provide technical skills training.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
HACY offers a Family Self-Sufficiency (FSS) program for RAD occupants and voucher holders, which
incentivizes education, job training, and homeownership. On average, the program serves 240 families
at any given time. According to HACY, the authority has met or exceeded HUD’s requirements for
community services and has been recognized as the largest and most successful FSS program in the
state.
The Yuma County Housing Department also offers a Family Self Sufficiency Program. The program is
designed to encourage communities to coordinate resources in a comprehensive way and to move low-
income families receiving housing assistance up and out into the economic mainstream.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
Consolidated Plan YUMA 147

provided or other assistance
N/A
Discussion
HACY also provides Housing Choice (1,138), project-based (80), and special-purpose vouchers, including
71 VASH vouchers for veterans, 15 for family reunification, 15 for children ageing out of foster care, and
5 for the homeless. The waiting list for vouchers is more than 2 years. The largest need is for more
vouchers, because vouchers open the door to the self-sufficiency program.
The waiting list for HACY housing has over 3,000 residents, highlighting a significant need for more
affordable housing options so that individuals can find suitable accommodations. Currently, the waiting
list is closed. HACY has separate waitlists for each project, including one for Section 8 and another for
RAD. Within the RAD program, there is also a waitlist for each unit size. There used to be more turnover
of vouchers as people graduated into market-rate housing, but in recent years, residents have held on to
vouchers for longer due to a lack of other market-rate options or the increased cost of living.
The primary needs of RAD tenants are childcare, education, and skill development, transportation and
finding employment that pays a living wage. Rising market rents have surged to levels that exceed
Section 8 voucher limits, discouraging landlords from participating in these essential programs. As a
result, many low-income families are left without viable housing options. For voucher users, the number
of landlords accepting vouchers has decreased from around 400 before the pandemic to approximately
DRAFT
290. Landlords are now more inclined to take advantage of higher market rents.
Rents have increased by 20% since the onset of COVID-19. Support that used to range from $400 to
$500 per unit is now over $600. The Housing Authority has incurred a deficit to cover these costs.
Previously, they were housing 1,500 households each month; now, they are down to around 1,400 and
may need to reduce that number further to stay within the available budget. All subsidies that were
provided during the COVID-19 pandemic have ended, and the ongoing funding received is insufficient.
Consolidated Plan YUMA 148

AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The City of Yuma is a participant in the local Continuum of Care (CoC), operating in alignment with the
Arizona Balance of State Continuum of Care (BOSCoC) established to implement strategies to end
homelessness. Although the City does not receive ESG funds, it invests financial and staff resources to
address housing needs of extremely low income households, many of whom are precariously housed.
The new tenant-based rental assistance program provides funds to further stabilize households at risk of
homelessness.
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 will assist the Yuma Coalition to End Homelessness (YCEH), the local CoC with outreach
activities. Currently, there are three local agencies assisting unsheltered individuals by providing basic
needs and information on community resources. The City will participate, in collaboration with the YCEH
the coordination of the annual Point-In-Time (PIT) Count, an unduplicated count of sheltered and
unsheltered homeless individuals and families in the community. YCEH actions include: recruit and train
volunteers, establish protocols for distribution and collection of surveys, and implement deployment
DRAFT
plan to conduct surveys.
National Community Health Partners provides assessments and case management for individuals who
need housing support following institutional discharge. NCHP helps clients secure safe housing, obtain
rental assistance when available, and connect to medical and behavioral health care, benefits
assistance, and other supportive services that promote long term stability.
Achieve Human Services assists individuals with serious mental health needs or developmental
disabilities who are transitioning back into the community. Achieve works directly with inpatient
facilities and crisis units to coordinate discharge plans and provides permanent supportive housing, case
management, life skills training, and transportation to help individuals stabilize after leaving institutional
care.
Community Bridges Inc. plays a key role through its Transitional Living Center for Recovery, which offers
short term supportive housing for individuals exiting crisis stabilization units, detoxification programs,
inpatient behavioral health treatment, or correctional settings. TLCR provides structured recovery
housing along with intensive case management, medication management, peer support, and
connections to outpatient care and long term housing options.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City continues to serve the health and welfare of homeless persons by providing general funds to
Consolidated Plan YUMA 149

agencies that provide emergency shelter and other services.
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
Achieve Human Services, with several offices in Yuma County, receives funding from the Arizona
Department of Housing and Arizona Complete Health to serve persons with disabilities who are at-risk of
or experiencing homelessness. This program uses a Housing First model to move clients into permanent
supportive housing quickly.
The City, through the Yuma County HOME Consortium will provide HOME funding to housing service
providers for tenant based rental assistance for special needs populations, including the homeless and
victims of domestic violence. This assistance will act as a bridge towards self-sufficiency. These agencies
will also provide supportive services to participants in the program.
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 DRAFT 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 primary activities that the city will employ to help households from becoming homeless include
housing rehabilitation, tenant-based rental assistance, code enforcement, and supportive services for
vulnerable residents. Additional efforts include investments in neighborhood infrastructure, affordable
housing development, outreach to individuals experiencing homelessness, and access to health and
nutrition services that help stabilize households and prevent housing loss.
Discussion
Through implementation of the YCEH's Strategic Plan and City of Yuma's Consolidated Plan and
Affordable Housing Action Plan, the community will continue to strive to transition individuals and
families from homelessness into stable and affordable housing.
Consolidated Plan YUMA 150

AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
This section describes barriers to affordable housing in the City of Yuma and Yuma County.
The City of Yuma’s latest Affordable Housing Plan included extensive stakeholder engagement on
barriers to affordable housing and residential investment. Stakeholders pointed to several significant
challenges affecting housing production:
 Rising Costs: Construction costs have become increasingly prohibitive. Appraisals frequently
fall short of contract prices, and high material costs—combined with rising interest rates—
are exacerbating affordability concerns. Land, construction, and financing costs are climbing,
with mortgages around $300,000 far out of reach for low-income families. Moreover, permit
fees—often ranging from $14,000 to $15,000—add another layer of financial pressure.
 Lack of Local Capacity: Some stakeholders have raised concerns about limited municipal
staffing, which can delay permit processing and further inflate project costs.
 Land Constraints: Developable land is in short supply due to extensive federal, state, and
tribal ownership. Minimum lot size requirements further restrict options, and resistance to
higher-density housing presents additional barriers.
 Community Opposition: While some neighborhood-level resistance to new developments
exists—often citing traffic concerns—support from city officials has helped projects proceed.
In many cases, these traffic concerns may be overstated.
DRAFT
 Insufficient Funding: A lack of funding persists for both new affordable housing development
and rehabilitation programs.
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
Despite these challenges, Yuma has experienced a resurgence in multifamily development. After a 15- to
20-year lull, the city has seen more multifamily projects emerge. These developments, typically two- to
three-story buildings, offer a mix of one-, two-, and some three-bedroom units.
Interest in Accessory Dwelling Units (ADUs) has surged over the past two to three years. According to
the Building Safety Department, the City has issued permits for the construction of 49 ADUs between
2021 and 2025. This program has become extremely popular in Yuma.
The City of Yuma handles roughly 300 pre-development meetings annually. Its rezoning (5 6 months),
variance (6 weeks), and design review (4 weeks) timelines are significantly faster than in larger
metropolitan areas in the state.
Developers from outside the region frequently express surprise at the city’s shorter process. The city is
actively working to expedite approvals—completing first reviews in approximately 15 working days and
Consolidated Plan YUMA 151

second reviews in about seven. It was noted that the City of Yuma maintains a strong, collaborative
relationship with developers.
The city is also seeing a trend towards smaller single-family homes on smaller lots and developments
with smaller lots and larger homes. The pace of development is closely tied to interest rates—lower
rates around 4% could catalyze significantly more activity.
In response to some of these pressures, the City’s Attainable Housing Committee has enacted targeted
reforms to reduce development costs for fourplexes. These include allowing fire sprinklers in lieu of
hydrants within greater distances and permitting alternative paving materials in infill areas. The City
works to update its codes and requirements to ease the development process.
In September 2025 the City of Yuma City Council adopted the Affordable Housing Action Plan. The Plan
includes three main objectives:
 Objective 1. Support for the new construction of affordable housing and the preservation of
existing affordable housing.
 Objective 2. Increase education, communication, and information on housing affordability to
increase support for and access to affordable housing.
 Objective 3. Support financing for new construction, preservation, and expand funding sources
for affordable housing.
These objectives aim DRAFT to help address Yuma’s most pressing housing challenges by increasing the supply
of affordable housing, enhancing public understanding and support for varied housing options, and
strengthening the financial tools necessary to make housing projects feasible.
Discussion:
See above.
Consolidated Plan YUMA 152

AP-85 Other Actions – 91.220(k)
Introduction:
This section describes additional actions the City of Yuma will take to address housing and community
development needs.
Actions planned to address obstacles to meeting underserved needs
The City of Yuma will continue to nurture effective partnerships to leverage resources; encourage the
State of Arizona to continue to reduce the emphasis on public transit in the QAP (which puts rural and
semi-rural communities at a competitive disadvantage); support private developer LIHTC applications
submitted to the State; partner with local agencies to ensure funding coming to the community has the
biggest impact possible and is distributed efficiently and continue to seek new resources.
The City of Yuma’s Affordable Housing Action Plan outlines targeted actions to address barriers that limit
housing access for underserved households, including insufficient supply, high development costs,
financing gaps, and limited public awareness. Planned actions focus on expanding and preserving
affordable housing, reducing regulatory and cost barriers, improving access to information, and
strengthening financing tools.
Actions planned to foster and maintain affordable housing
The City of Yuma plans DRAFT to foster and maintain affordable housing through a coordinated set of
production, preservation, policy, and financing actions outlined in its Affordable Housing Action Plan.
These actions are designed to increase the long-term supply of affordable housing while protecting
existing affordable units from loss or deterioration.
To expand affordable housing options, the City will continue investing in redevelopment, revitalization,
and infill in older neighborhoods and support partnerships with nonprofit and mission-driven developers
to construct mixed-income and affordable housing. Preservation efforts focus on acquiring and
rehabilitating naturally occurring affordable housing to maintain affordability, improve housing quality,
and reduce displacement.
The City will also support the creation and maintenance of affordable housing through its NRSA
investments. All of the projects being funded with HOME will help to foster and maintain affordable
housing. Owner-occupied Housing Rehabilitation, funded with CDBG, will help to maintain affordable
housing for low and moderate-income people.
Actions planned to reduce lead-based paint hazards
Lead-based paint hazards will be mitigated through CDBG-funded housing rehabilitation activities as
well as through the City’s recently awarded Lead Hazard Reduction Grant. If lead paint hazards are
identified, they will be addressed by EPA-certified lead abatement contractors in accordance with
federal regulations. In addition, the City will provide required notices regarding the hazards and risks of
Consolidated Plan YUMA 153

lead-based paint in both English and Spanish to all program participants. Outreach and education efforts
will prioritize households with young children and older housing stock.
Actions planned to reduce the number of poverty-level families
The City of Yuma’s housing and community development activities are dedicated to improving housing
and neighborhood conditions of low- and moderate-income residents and special needs populations.
The City, in collaboration with members of the HOME Consortium and other agencies will continue to
combine resources to assist individuals and families with obtaining the tools to overcome poverty and
become self-sufficient. Ongoing efforts will include:
The City will continue to partner with ARIZONA@WORK and Goodwill Career Center programs, which
provide job readiness training, career counseling, skills development, and job search assistance for
individuals with employment barriers. The main goal of these services is to help lift people out of
poverty. The City of Yuma also partners with Arizona Western College (AWC) and other local workforce
organizations to provide training programs that align with the city’s employment needs. These efforts
have helped address workforce gaps in key sectors such as manufacturing, electrical trades, healthcare,
tourism, and logistics.
The City will continue to revitalize low-income neighborhoods to improve residents’ access to
opportunity and improved housing.
Actions planned DRAFT to develop institutional structure
The City of Yuma has well-developed partnerships with nonprofit housing providers, including HACY,
economic development organizations and social service agencies. Staff will continue to facilitate these
partnerships and collaborate with partners to deliver programs to address housing needs.
The Yuma County HOME Consortium has created a partnership between the City of Yuma, Yuma County,
City of Somerton, City of San Luis, and Town of Wellton. As the Lead Entity, the City is learning about the
housing resources throughout Yuma County and will be creating collaborations with nonprofit housing
developers that serve these areas.
Partnerships identified in the Affordable Housing Action Plan include collaboration among City
departments, housing developers, nonprofit organizations, and community development financial
institutions to better align housing policy, infrastructure investment, and financing tools.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City draws on public and private agencies as resources or partners for housing and community
development programs and to better serve the low-income community. These partnering agencies
include, but are not limited to: area schools, the Housing Authority of the City of Yuma, local homeless
providers, local nonprofit organizations, mortgage lenders, construction companies, service providers
and affordable housing developers. The City participates in the Yuma Coalition to End Homelessness.
Consolidated Plan YUMA 154

Their goal is to find ways to reduce the number of families with children experiencing homelessness.
The City’s Attainable Housing Committee has enacted targeted reforms to reduce development costs for
fourplexes. These include allowing fire sprinklers in lieu of hydrants within greater distances and
permitting alternative paving materials in infill areas. The City works to update its codes and
requirements to ease the development process.
Discussion:
Please see above.
DRAFT
Consolidated Plan YUMA 155

Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
In PY 2026, the City of Yuma will receive $989,248 in CDBG. The YCHC will receive $667,363.82
in HOME funds. No repayments or program income is expected to be received this year. If
recaptured funds or program income are received for the HOME program, the funds will remain
in the local account and programmed in the following year’s Annual Action Plan.
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
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
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the
DRAFT
planned use has not been included in a prior statement or plan.
5. The amount of income from float-funded activities
Total Program Income
Other CDBG Requirements
1. The amount of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities that 100%
benefit persons of low and moderate income.
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
as follows:
The Yuma County HOME Consortium (YCHC) is not using forms of investment beyond those
identified in Section 92.205(b).
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
Consolidated Plan YUMA 156

The Yuma County Housing Commission (YCHC) enforces Recapture Provisions when HOME funds are
provided to a homebuyer. Under these provisions, YCHC will recapture the full amount of direct
HOME subsidy granted to the homebuyer. To ensure compliance, YCHC requires subrecipients,
Community Housing Development Organizations (CHDOs), and other entities to uphold these
recapture provisions.
HOME assistance enables homebuyers to purchase homes at an affordable cost by providing
financial support. This support includes any assistance that reduces the purchase price from fair
market value to an affordable amount. If HOME funds contribute to the development of a property
and the unit is sold below market value, the difference between the fair market value and the
purchase price is considered a direct result of HOME funding.
The Recapture approach mandates that YCHC funds be repaid from the net proceeds of the sale. If
the homebuyer transfers ownership of the property, whether voluntarily or involuntarily, YCHC will
recapture only the HOME funds used as a direct subsidy for the home purchase. Recapture is limited
to the "net proceeds" of the sale, which are defined as the sales price minus superior loan
repayment (excluding HOME funds) and any closing costs. YCHC will not recover more than what is
available from these net proceeds.
To enforce the recapture provisions, YCHC will implement an upfront loan agreement with the
homebuyer, accompanied by a recorded Deed of Trust and Promissory Note. The amount
documented in the note and deed of trust will include:
DRAFT
 Any HOME funds provided to the buyer at the time of purchase, including down
payment assistance, closing costs, or housing rehabilitation support. This applies
whether the funds are provided directly by the program administrator or through a
developer using program funds.
 Any reduction in the purchase price from fair market value to an affordable
purchase price.
By establishing these provisions, YCHC ensures the responsible use and recapture of HOME funds,
reinforcing its commitment to maintaining affordability and sustainability within the housing
program.
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 YCHC’s policies and procedures manual uses the following to determine the Period of
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Affordability for the Recapture provisions of homebuyer activities:
Total HOME Investment in Unit period of Affordability:
HOME Assistance Number of Years
Under $15,000 5
Between $15,001 - $40,000 10
Over $40,001+ 20
Direct HOME Subsidy in Unit Period of Affordability:
HOME Assistance Number of Years
Under $15,000 5
Between $15,001 - $40,000 10
Over $40,001+ 20
YCHC will utilize the recapture provisions outlined in Number 2 above to enforce the period of
affordability for homebuyers. All written agreements with the homebuyers will clearly define the
period of affordability, the principal residence requirement, and the recapture provision to ensure
compliance with the affordability period. To secure all HOME investments, the YCHC will use
appropriate security instruments, such as promissory notes and deeds of trust, placed on the
property.
Once the homebuyer has satisfied the affordability period, they will be entitled to all "net proceeds"
from the sale of the property and will no longer be obligated to use the property as their principal
residence. DRAFT
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 YCHC does not permit the use of HOME funds to refinance existing debt.
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)).
The YCHC is provides funding for two organizations to offer TBRA. HACY's TBRA program gives
preference to homeless individuals, at risk of homelessness, or victims of domestic violence.
Catholic Community Services' TBRA program gives preference to victims of domestic violence.
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)).
No preference is given for individuals with disabilities.
Consolidated Plan YUMA 158

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).
A rental development project funded with HOME-ARP and HOME funds is currently in the
construction phase. No preference will be given for the HOME-funded units. However, the HOME-
ARP units will prioritize Qualifying Populations as required by the HOME-ARP program. Qualifying
populations include individuals who are homeless or at risk of homelessness, as well as those fleeing
domestic violence.
Discussion
The YCHC will not apply limits or preferences that violate nondiscrimination requirements and will
not provide preference to jurisdiction employees or students.
DRAFT
Consolidated Plan YUMA 159

Appendix - Alternate/Local Data Sources
1
Data Source Name
2016-2020 CHAS Yuma County
List the name of the organization or individual who originated the data set.
Department of Housing and Urban Development
Provide a brief summary of the data set.
The CHAS special tabulation is a count of the number of households (or housing units) that have
certain combinations of HUD-specified characteristics, summarized for HUD-specified
geographies.
What was the purpose for developing this data set?
Gather statistical data on housing needs of populations
Provide the year (and optionally month, or month and day) for when the data was
collected.
2016-2020
Briefly describe the methodology for the data collection.
DRAFT
Special tabulations from ACS data.
Describe the total population from which the sample was taken.
Total US population
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
The ACS has an initial sample of approximately 3.5 million housing unit addresses and group
quarters in the United States. The Census Bureau selects a random sample of addresses to be
included in the ACS. Each address has about a 1-in-480 chance of being selected in a given month,
and no address should be selected more than once every five years.
2
Data Source Name
2024 1-Year American Community Survey (ACS) Estimates
List the name of the organization or individual who originated the data set.
U.S. Census Bureau
Consolidated Plan YUMA 160

Provide a brief summary of the data set.
The American Community Survey (ACS) is an ongoing survey that provides data every year –
giving communities the current information they need to plan investments and services. The ACS
covers a broad range of topics about social, economic, demographic, and housing characteristics
of the U.S. population. Much of the ACS data provided on the Census Bureau's Web site are
available separately by age group, race, Hispanic origin, and sex.
What was the purpose for developing this data set?
1-Year estimates give communities the current information they need to plan investments and
services.
Provide the year (and optionally month, or month and day) for when the data was
collected.
January to December, 2024
Briefly describe the methodology for the data collection.
The ACS has an initial sample of approximately 3.5 million housing unit addresses and group
quarters in the United States. The Census Bureau selects a random sample of addresses to be
included in the ACS. Each address has about a 1-in-480 chance of being selected in a given month,
and no address should be selected more than once every five years. Data is collected by internet,
mail, telephone interviews, and in-person interviews. Approximately one third of those who do
not respond to DRAFT the survey by mail or telephone are randomly selected for in-person interviews.
About 95% of households across all response modes ultimately respond.
Describe the total population from which the sample was taken.
The ACS has an initial sample of approximately 3.5 million housing unit addresses and group
quarters in the United States. The Census Bureau selects a random sample of addresses to be
included in the ACS. Each address has about a 1-in-480 chance of being selected in a given month,
and no address should be selected more than once every five years.
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
The ACS has an initial sample of approximately 3.5 million housing unit addresses and group
quarters in the United States. The Census Bureau selects a random sample of addresses to be
included in the ACS. Each address has about a 1-in-480 chance of being selected in a given month,
and no address should be selected more than once every five years.
3
Data Source Name
HUD FMR and HOME Rents
List the name of the organization or individual who originated the data set.
US Department of Housing and Urban Development
Consolidated Plan YUMA 161

Provide a brief summary of the data set.
Complete documentation of the development of the Fair Market Rents (FMRs) and HOME Rent
Limits for any area of the country selected by the user.
What was the purpose for developing this data set?
To provide current Fair Market Rent (FMR) and HOME Rent Limits for users throughout the
country.
Provide the year (and optionally month, or month and day) for when the data was
collected.
This data is drawn from a variety of survey instruments.
Briefly describe the methodology for the data collection.
FMR: FMRs were developed and updated starting with the formation of the FMR Areas from the
metropolitan Core-Based Statistical Areas (CBSAs) as established by the Office of Management
and Budget, the 2024 American Community Survey (ACS) 1 year data and 2020-2024 5 year data,
and updating to FY 2025 including information from local survey data.
HOME: Per 24 CFR Part 92.252, HUD provides the following maximum HOME rent limits. The
maximum HOME rents are the lesser of:
1. The fair market rent for existing housing for comparable units in the area as established
by HUD DRAFT under 24 CFR 888.111; or
A rent that does not exceed 30 percent of the adjusted income of a family whose annual income
equals 65 percent of the median income for the area, as determined by HUD, with adjustments
for number of bedrooms in the unit. The HOME rent limits provided by HUD will include average
occupancy per unit and adjusted income assumptions.
Describe the total population from which the sample was taken.
The population the data was derived from matches that of the survey instruments used (please
see above).
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
The demographics, characteristics, and number of respondents matches that of the survey
instruments used (please see above).
4
Data Source Name
PIC (PIH Information Center)
List the name of the organization or individual who originated the data set.
The Office of Public and Indian Housing (PIH)
Consolidated Plan YUMA 162

Provide a brief summary of the data set.
The Office of Public and Indian Housing (PIH) developed a state of the art system to improve the
submission of information to the Department of Housing and Urban Development (HUD).
What was the purpose for developing this data set?
The IMS/PIC facilitates more timely and accurate exchanges of data between Housing Authorities
(HAs) and Local HUD Offices.
Provide the year (and optionally month, or month and day) for when the data was
collected.
Ongoing
Briefly describe the methodology for the data collection.
Describe the total population from which the sample was taken.
Nationwide with local-level data.
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
5
Data Source DRAFT Name
Arizona Balance of State Continuum of Care 2025 Yuma Unsheltered PIT Count.
List the name of the organization or individual who originated the data set.
Arizona Balance of State Continuum of Care
Provide a brief summary of the data set.
The Point-in-Time (PIT) dataset provides a one-night snapshot of people experiencing
homelessness, including those who are unsheltered. It typically captures demographics like
household composition, disability status, veteran status, and chronic homelessness. PIT counts are
conducted annually by local Continuums of Care, such as the Arizona Balance of State Continuum
of Care, and are federally required by the U.S. Department of Housing and Urban Development to
inform funding allocations, planning, and service delivery for homelessness programs.
What was the purpose for developing this data set?
The dataset provides a standardized, one-night snapshot used to inform funding decisions,
resource allocation, and planning for homelessness services in Yuma County. On the morning of
the PIT count, the number of people experiencing homelessness are counted and their
characteristics are documented (when possible).
Consolidated Plan YUMA 163

Provide the year (and optionally month, or month and day) for when the data was
collected.
January 2025
Briefly describe the methodology for the data collection.
Trained volunteers and staff canvass predetermined geographic areas in Yuma County during
early morning hours. They try to identify individuals staying in places not meant for human
habitation (e.g., streets, vehicles, encampments) and administer a survey to gather demographic
and household information. To avoid duplication of data, volunteers and staff have distinct
geographic assignments, and data are reviewed afterwards.
Describe the total population from which the sample was taken.
The sample was drawn from the population of individuals experiencing unsheltered homelessness
in Yuma County on the night of the January 2025 Point-in-Time (PIT) count.
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
The respondents were individuals experiencing unsheltered homelessness in Yuma County on the
night of the PIT count. Demographic characteristics collected typically include age, gender,
race/ethnicity, household composition (individuals vs. families), veteran status, disability status,
and chronic homelessness status.
DRAFT
In the 2025 Unsheltered PIT Count for Yuma County, 103 surveys were collected, representing 118
unsheltered homeless individuals.
6
Data Source Name
2024 5-year American Community Survey (ACS) Estimates
List the name of the organization or individual who originated the data set.
U.S. Census Bureau
Provide a brief summary of the data set.
The American Community Survey (ACS) is an ongoing survey that provides data every year—giving
communities the current information they need to plan investments and services. The ACS covers
a broad range of topics about social, economic, demographic, and housing characteristics of the
U.S. population. Much of the ACS data provided on the Census Bureau's Web site are available
separately by age group, race, Hispanic origin, and sex.
What was the purpose for developing this data set?
The ACS data give communities the current information they need to plan investments and
services.
Consolidated Plan YUMA 164

Provide the year (and optionally month, or month and day) for when the data was
collected.
2020-2024
Briefly describe the methodology for the data collection.
The ACS has an initial sample of approximately 3.5 million housing unit addresses and group
quarters in the United States. The Census Bureau selects a random sample of addresses to be
included in the ACS. Each address has about a 1-in-480 chance of being selected in a given month,
and no address should be selected more than once every five years.
Describe the total population from which the sample was taken.
Total US Population
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
Matches demographics of the US population.
7
Data Source Name
2022 Longitudinal Employer-Household Dynamics
List the name of the organization or individual who originated the data set.
U.S. Census Bureau
DRAFT
Provide a brief summary of the data set.
LEHD makes available several data products that may be used to research and characterize
workforce dynamics for specific groups. These data products include online applications, public-
use data, and restricted-use microdata.
What was the purpose for developing this data set?
The Quarterly Workforce Indicators (QWI), LEHD Origin-Destination Employment Statistics
(LODES), Job-to-Job Flows (J2J), and Post-Secondary Employment Outcomes (PSEO) are available
online for public use.
Provide the year (and optionally month, or month and day) for when the data was
collected.
2022
Briefly describe the methodology for the data collection.
The Longitudinal Employer-Household Dynamics (LEHD) program, part of the U.S. Census Bureau,
uses a confidential, longitudinal database merging state unemployment insurance (UI) records,
employer data (QCEW), and federal surveys. It produces public-use data—LODES Job-to-Job
Flows—covering >95% of US private employment.
Consolidated Plan YUMA 165

Describe the total population from which the sample was taken.
Total US Population
Describe the demographics of the respondents or characteristics of the unit of measure,
and the number of respondents or units surveyed.
Matches the demographics of the US population.
DRAFT
Consolidated Plan YUMA 166