PY2021 MARICOPA COUNTY ANNUAL ACTION PLAN.PDF

Maricopa County 2021-2022
Annual Action Plan
HOME Consortium
and
Maricopa Urban County
Maricopa County Human Services Department
Housing and Community Development Division
234 N. Central Ave, 3rd Floor
Phoenix, AZ 85004
Maricopa County HOME Consortium and Urban County 1
2021-2022 Annual Action Plan

Contents
Executive Summary ..................................................................................................................................... 3
AP-05 Executive Summary - 91.200(c), 91.220(b) ................................................................................... 3
PR-05 Lead & Responsible Agencies - 91.200(b) .................................................................................... 9
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................... 10
AP-12 Participation - 91.401, 91.105, 91.200(c) ....................................................................................... 26
Expected Resources .................................................................................................................................. 30
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) .......................................................................... 30
Annual Goals and Objectives ..................................................................................................................... 34
AP-35 Projects - 91.420, 91.220(d) .......................................................................................................... 37
AP-38 Project Summary ......................................................................................................................... 41
AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................ 52
Affordable Housing ................................................................................................................................ 53
AP-55 Affordable Housing - 91.420, 91.220(g) ...................................................................................... 53
AP-60 Public Housing - 91.420, 91.220(h) .............................................................................................. 55
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) .............................................. 57
AP-75 Barriers to affordable housing - 91.420, 91.220(j) ...................................................................... 61
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 63
Program Specific Requirements ............................................................................................................... 70
Community Development Block Grant ................................................................................................. 70
HOME Investment Partnership Program .............................................................................................. 71
Emergency Solutions Grant ................................................................................................................... 74
Appendix .................................................................................................................................................... 76
AP-90 Supplementary Information
HOME Funded Activities Supplementary Information
Maricopa County Bulletin for PY21 Homeownership Value Limits
Citizen Participation Summary
Maricopa Consortium Member Contributions & Discussion
Maricopa County ESG Performance Standards
Note on Formatting
The U.S. Department of Housing and Urban Development (HUD) requires recipients of HOME Investment Partnerships (HOME), Community Development Block
Grant (CDBG), and Emergency Solutions Grant (ESG) funding to submit the Five Year Consolidated Plan and Annual Action Plan electronically, using an automated
tool in a template prescribed by HUD. The following Plan is the downloaded version of that electronic template.
Maricopa County HOME Consortium and Urban County 2
2021-2022 Annual Action Plan

Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
Maricopa County is the nation’s fastest-growing county, home to approximately four and a half million
people. Maricopa County’s mission is to provide regional leadership and fiscally responsible, necessary
public services so that residents can enjoy living in a healthy and safe environment. The Human
Services Department’s Housing and Community Development (HCD) Division is dedicated to making
the communities of Maricopa County affordable and safe. This is accomplished by working to house
people experiencing homelessness, creating affordable rental and homeownership opportunities,
rehabilitating owner-occupied homes, and improving infrastructure in low-income communities.
Maricopa County assists low-income families and communities through the distribution of three key
U.S. Department of Housing and Urban Development (HUD) grant programs including the: 1)
Community Development Block Grant (CDBG), 2) HOME Investment Partnerships Program
(HOME), and 3) Emergency Solutions Grant (ESG). These programs represent affordable housing and
community development investments in decent, safe, and affordable housing, a suitable living
environment, and expanded economic opportunities.
The 2020-2025 Consolidated Plan and PY2021-22 Annual Action Plan represent the Maricopa HOME
Consortium and Urban County’s vision for addressing affordable housing, community development,
supportive housing, and homeless needs through regional collaboration. HUD annually determines the
allocation amounts for these federal programs. In order to receive grant funds, Maricopa County must
submit a five-year Consolidated Plan and an Annual Action Plan to HUD for approval. The Consolidated
Plan contains a strategic plan for addressing these needs and a specific one-year action plan for the
use of U.S. Department of Housing and Urban Development (HUD) formula grant funds. It is a
comprehensive plan that contains priorities, goals, performance outcome objectives, and
implementation strategies for each of the plan’s elements. The Annual Action Plan is a one-year plan
that describes the activities that the Maricopa HOME Consortium will fund and implement. It also
describes activities that will be undertaken to support needs as described in the Consolidated Plan.
The 2021-22 Annual Action Plan is the second year of the 2020-2025 Consolidated Plan an covers
activities proposed during July 1, 2021 through June 30, 2022.
Maricopa County is the lead agency for the Maricopa HOME Consortium. The Maricopa HOME
Consortium is comprised of a wide variety of units of local governments with diverse housing and
community development needs. The members of the HOME Consortium are Avondale, Chandler,
Gilbert, Glendale, Peoria, Scottsdale, Surprise, Tempe, and the Maricopa Urban County. The Maricopa
Urban County includes Buckeye, Cave Creek, El Mirage, Fountain Hills, Gila Bend, Guadalupe, Litchfield
Park, Tolleson, Wickenburg, Youngtown, and areas of unincorporated Maricopa County.
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2021-2022 Annual Action Plan

COVID-19 Note
During 2020 Program Year, the COVID-19 Pandemic created significant and wide-ranging effects on
local projects, timelines, resources, housing affordability, and the economy in Arizona. On March 11,
2020 Arizona “Governor Doug Ducey today issued a Declaration of Emergency and an Executive Order
to provide health officials and administrators with tools and guidance necessary to combat the
continued spread of COVID-19 and to reduce financial burdens on Arizonans by lowering healthcare
costs associated with the virus.”1
The effects of the COVID-19 pandemic on vulnerable populations, the economy, and the housing sector
will continue to be felt during the 2021 Program Year. Maricopa County will continue to administer its
programs in a manner that aims to keep clients and staff safe, as well as maintain citizen participation
according to the 2020-2025 Citizen Participation Plan.
Maricopa County received multiple allocations of CARES Funds from HUD during the PY2019 program
year including:
• $1,886,379 CDBG-CV;
• $905,900 of ESG-CV;
• $2,815,627 of ESG-CV2; and
• $2,922,767 of CDBG-CV3.
While the County will continue to expend these CARES funds to assist with preparing for, responding
to, and preventing coronavirus during PY2021, the projected goals for those funds and expected uses
were detailed in three (3) Amendments to the PY2019 Annual Action Plan and can be found on the
County’s website. As a result, the CARES funds will not be discussed in detail during the following
Annual Action Plan.
Maricopa County COVID-19 Response for People Experiencing Homelessness
The Maricopa County Human Services Department, together with the Maricopa County Public Health
Department and multiple community partners, set up a holistic response for people experiencing
homelessness in reaction to the COVID-19 pandemic beginning in March of 2020. The response was
centered around five main principles, which will be continued into PY2021 utilizing local funds and
CARES funds as necessary to ensure the safety of the community.
1. Address Basic Needs and Slow the Spread: Ensure people experiencing homelessness had
access to basic hygiene such as hand-washing stations. Also ensure homeless and homeless
1 https://azgovernor.gov/governor/news/2020/03/covid-19-declaration-emergency-executive-order
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2021-2022 Annual Action Plan

service providers had access to PPE. Coordinate with partners to provide testing and
vaccination for people experiencing homelessness.
2. Isolate and Protect the Most Vulnerable: Ensure the most vulnerable who were sheltering in
densely congregate settings were able to isolate in order to avoid COVID-19.
3. Provide Safe Isolation for Positive Cases: Ensure there is a safe location for people
experiencing homelessness to isolate when they receive a positive test result or are under
investigation.
4. Make the System Regional: Although some of system is physically located in Phoenix, ensure
that vital transportation access was available for anyone experiencing homelessness AND
ensure that the medical community knew how to access the resources.
5. Housing: Permanently house people that were displaced due to COVID-19 and those that are
at risk for having severe disease related to COVID-19.
2. Summarize the objectives and outcomes identified in the Plan
The goals of the CDBG, HOME, and ESG programs are to provide decent and affordable rental and
owner-occupied housing, provide a suitable living environment for the Area’s low- and moderate-
income residents, assist people experiencing homelessness or prevent families and individuals from
becoming homeless, and provide economic opportunities for low-moderate income residents. The
County strives to accomplish these goals by maximizing and effectively utilizing all available funding
resources to conduct housing and community development activities.
Within the Maricopa Urban County jurisdiction, the following accomplishments are anticipated to be
carried out through projects funded with PY2021 CDBG, HOME, and ESG:
• Assist up to 27 households experiencing homelessness with short to medium term rapid re-
housing support.
• Assist up to 1,095 people experiencing homelessness through shelter operations support.
• Assist up to 1,715 people experiencing homelessness through public service activities.
• Assist up to 8,406 persons through public improvements/infrastructure support
• Provide emergency repairs, minor, or comprehensive homeowner rehabilitation on up to 14
single-family homes.
The Maricopa HOME Consortium, including CHDO activities, anticipate accomplishing the following
specific objectives with HOME funds:
• Rehabilitate up to 3 homeownership units
• Provide homeownership opportunities for up to 8 households
• Provide homebuyer assistance for up to 39 households
• Rehabilitate up to 2 affordable rental units
• New construction of 1 affordable homeownership unit for sale to low-income homebuyer
• Provide tenant based rental assistance for up to 40 households
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2021-2022 Annual Action Plan

3. Evaluation of past performance
Maricopa County’s evaluation of its past performance has been completed in a thorough Consolidated
Annual Performance and Evaluation Report (CAPER). These documents state the objectives and
outcomes identified in each year’s Annual Action Plan and include an evaluation of past performance
through measurable goals and objectives compared to actual performance. These documents can be
found on the County’s website at:
https://www.maricopa.gov/3893/Notices-Documents
Maricopa County and the HOME Consortium made significant progress toward meeting its 5-year
housing and community development goals through strategies employed during PY 2015-2019.
Projects funded in 2019-20 and in prior years addressed only goals listed as high priority in the 2015-
2020 Consolidated Plan.
4. Summary of Citizen Participation Process and consultation process
Public Input
Maricopa County Human Services Department is the lead agency of the Maricopa HOME Consortium,
and the responsible entity for completing the 2021 Action Plan which covers HOME funds, Maricopa
County’s CDBG allocation, and Maricopa County’s ESG allocation. The draft was developed by
Maricopa County with input from each of the participating jurisdictions that are the members of the
HOME Consortium. Refer to the Appendix of this plan to review additional specific contributions to
the Action Plan as provided by individual Consortium members. The citizen participation process
included a combination of meetings with Consortium members and Urban County cities and towns;
two community input hearings held prior to the development of the plan; and two public meetings
with hearings to solicit comments after the development of the draft Annual Action Plan. The public
were notified by multiple newspaper advertisements; website announcements; and public notices
placed in lobbies of HSD, HAMC, and public libraries if possible due to COVID-19. Comments were
accepted by phone, email, mail, and virtually during hearings due to COVID-19.
The public hearings to solicit citizen input were held in January 2021 during regularly scheduled
meetings of the Maricopa HOME Consortium and the Maricopa County Community Development
Advisory Committee (CDAC). After the Plan was prepared, a 30-day public comment period for public
review was held March 15 to April 16, 2021. At the end of the 30-day period, comments received will be
summarized in the AAP. Public hearings on the draft plan were held at the April 2021 CDAC and
Maricopa HOME Consortium public meetings. Public hearing dates and comment periods were
published per the adopted Maricopa HOME Consortium and Urban County Citizen Participation
Plan. Additional information about the meetings is provided in the AP-12 Participation section. Note
that all public input opportunities occurred virtually due to COVID-19 and in accordance with the 2020-
2025 Citizen Participation Plan.
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2021-2022 Annual Action Plan

Consultation
The development of the Action Plan includes engagement with internal and external stakeholders
such as local community staff, public housing authorities, community leaders, non-profits, service
providers, behavioral health and correctional health sectors, fair housing, and other county
departments. Through consultation with these agencies, comments will be solicited on the draft plan
and incorporated into the plan as needed.
Units of local government that are members of the Maricopa Urban County are provided the
opportunity to provide input and comments on the draft plan. Individual HOME Consortium members
execute separate consultation and public input processes for non-HOME federal funds. The HOME
Consortium consultation for HOME funds is detailed in the Appendix.
5. Summary of public comments
No comments were received.
Efforts undertaken by Urban County members often involved their own citizen participation
endeavors. The citizen participation activities undertaken by the entitlement members of the
Maricopa HOME Consortium are extensive and are outlined in depth in their respective Annual Action
Plan submissions to HUD. Taken as a whole, the combined efforts of all members of the Maricopa
HOME Consortium and Maricopa Urban County represent a very inclusive and broad citizen
participation achievement.
6. Summary of comments or views not accepted and the reasons for not accepting them
No comments were received or not accepted.
7. Summary
This plan continues the efforts of Maricopa County’s vision for affordable housing, supportive housing,
and homeless needs for the Maricopa HOME Consortium in addition to the housing and non-housing
community development needs of the Maricopa Urban County jurisdiction. The plan also incorporates
a comprehensive and coordinated strategy for implementing programs that utilize the CDBG, HOME
and ESG program funds.
The activities undertaken in PY2021 support aspects the following overarching 2020-25 Consolidated
Plan Goals:
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2021-2022 Annual Action Plan

Expand Affordable Housing Options
Expand newly created affordable housing opportunities by providing direct financial
assistance to income-qualified homebuyers (i.e. downpayment and closing cost assistance),
stimulate the construction of new units with or without acquisition (may include single-family
or multi-family properties), or rental housing acquisition with rehabilitation (may include
single-family or multi-family properties), transitional housing, tenant based rental assistance
(TBRA), and may also include Community Housing Development Organization (CHDO) Pre-
Development loans. This goal covers the Maricopa HOME Consortium jurisdiction including the
Urban County communities.
Maintain Current Owner-Occupied Housing
Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa
HOME Consortium jurisdiction for HOME resources in addition to the Maricopa Urban County
jurisdiction for all funding sources (HOME and CDBG). It includes rehabilitation and emergency
home repair under the Urban County CDBG program financed with CDBG.
Support Efforts to Combat Homelessness
Support rapid rehousing programs defined as short to medium-term rent and move-in
assistance, case management based on client’s needs, and utility assistance based on client
needs. Foster efforts to improve and operate homeless shelter facilities and deliver needed
services.
Support Public Services in the Urban County
Provide needed public services within the Maricopa Urban County jurisdiction using
predominantly CDBG resources not to exceed the 15% annual expenditure limit. Clients assisted
may include persons with special needs and persons experiencing homelessness.
Fund Public Improvements in the Urban County
Within the Maricopa Urban County jurisdiction, provide needed support for public
improvements and infrastructure funded with CDBG resources. The total funding amount for
this goal reflects the current demand from Urban County communities for CDBG eligible
infrastructure projects.
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2021-2022 Annual Action Plan

PR-05 Lead & Responsible Agencies - 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD
HOME Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD
ESG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD
Table 1 – Responsible Agencies
Narrative
The lead agency for preparing the FY2020-2025 Consolidated Plan was the Maricopa County Human
Services Department – Housing and Community Development Division (MCHSD). The department is
responsible for the administration of the Community Development Block Grant (CDBG), HOME
Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) grant programs.
Consolidated Plan Public Contact Information
For questions regarding the FY2020-2025 Consolidated Plan, PY2021 Annual Action Plan, or other
questions contact the program administrator. The administrator for the CDBG, HOME and ESG
programs is:
Rachel Milne
Maricopa County Human Services Department
Housing and Community Development Division
234 N. Central Avenue, 3rd Floor
Phoenix, AZ 85004
Desk: 602-372-1528; TTY: 7-1-1
Rachel.Milne@maricopa.gov
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2021-2022 Annual Action Plan

AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
Maricopa County is dedicated to obtaining input from citizens, municipal officials, non-profit agencies,
non-profit developers, private housing developers, governmental agencies, and the Regional
Continuum of Care as part of the Consolidated and Annual Action Plan processes. For the 2021 Annual
Action Plan, Consultation included a combination of meetings with Consortium members and Urban
County cities/towns; stakeholder meetings; two community input hearings; newspaper
advertisements; website announcements; public notices placed in lobbies of HSD, HAMC, and public
libraries when possible due to COVID-19; and two public meetings with hearings to solicit comments
on the draft Annual Action Plan. Citizen participation is strongly encouraged throughout the processes
of short- and long-range departmental planning, plan implementation, and assessment of plan
effectiveness.
Please refer to the Appendix to review additional Consortium member contributions to this section.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l)).
The HOME Consortium member cities meet monthly to discuss housing activities within the region. At
these meetings, information is disseminated related to HOME requirements, project status,
expenditure and commitment deadlines, and each entity reports on any successes or challenges
experienced in its programs. Maricopa County continues to coordinate trainings whenever possible
on relevant topics to Consortium Members and CHDOs, i.e. Part 5 Income Calculation, Environmental
Review Requirements, or Section 3. Members of the Maricopa HOME Consortium regularly coordinate
with public and private entities and housing developers to increase affordable housing opportunities
and projects for homeless or special needs populations. Members also work with the real estate,
construction, and finance industries to implement other ongoing HOME and CDBG supported housing
rehabilitation, homebuyer assistance, or new home construction activities. Activities undertaken by
Consortium members are discussed at length throughout the Appendix.
• Efforts to enhance coordination between public and assisted housing providers, and private
and governmental health, mental health, and service agencies includes HOME Consortium
member Tenant Based Rental Assistance (TBRA) programs that are leveraged with the
respective Housing Authority’s existing rental assistance programs where a portion of
vouchers are used for homeless families and/or individuals. Other members work closely with
applicable local housing authorities to implement housing strategies to assist low income and
homeless families. The Family Housing Hub and Welcome Center Coordinated Entry systems
Maricopa County HOME Consortium and Urban County 10
2021-2022 Annual Action Plan

are assisting homeless families and individuals with assessment of needs, carrying out
diversion activities, and making connections to the most appropriate housing intervention and
progressive engagement. In addition, Maricopa County currently leads a partnership called
‘Hand in Hand’ to reduce recidivism, and connect people experiencing homelessness who are
justice involved, to appropriate housing and supportive services. The partnership includes
Maricopa County Human Services Department, Maricopa County Correctional Health Services
(CHS), Housing Authority of Maricopa County (HAMC), and Mercy Maricopa Integrated Care
(MMIC). The partnership's mission is to work hand in hand with supportive services, housing
providers, physical and mental health services, jails, and policy makers to serve justice-involved
homeless individuals and families by connecting them with necessary supports and housing.
A Funders Collaborative of public and private partners will continue to meet to address the regional
issue of homelessness in our community. The Collaborative has grown into a model for countywide
collaboration. Convened by Valley of the Sun United Way (VSUW), and composed of VSUW, Maricopa
County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security (ADES),
and the City of Phoenix, it continues to increase coordination in government, bolster advocates,
educate policymakers, and redirect service providers to find long-term solutions to end homelessness.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
All members of the Maricopa HOME Consortium are committed to addressing the needs of homeless
persons and persons at risk of experiencing homelessness. Maricopa HOME Consortium members
participate in a regional Continuum of Care plan in collaboration with the all other jurisdictions in
Maricopa County. The Maricopa Association of Governments (MAG) is the lead agency for the
Maricopa Regional Continuum of Care (CoC), and plans and administers the CoC. In addition, Maricopa
County is expected to participate in the following:
• Members of the CoC Board;
• Attend and participate in CoC Board and meetings and any other Subcommittees and/or
workgroups (Emergency Solutions Grants Subcommittee, Ending Veterans Homelessness
Workgroup, Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee
etc.). The County attends CoC Board and Committee meetings to gather information and be
part of the solution in ending homelessness;
• Participate and work together to develop a Regional Plan to End Homelessness;
• Provide human services to the homeless;
• The County provides support to the Maricopa Continuum of Care and countywide non-profits
that provide services to persons who are homeless, including chronically homeless;
Maricopa County HOME Consortium and Urban County 11
2021-2022 Annual Action Plan

• Align processes and provide input on gaps in services and policy decisions that impact the
County;
• Enhance accessibility to appropriate housing and service interventions;
• Support emergency shelter for single individuals, youth and families;
• Utilize the County data collected from the PIT Count to assist with planning and strategy
development for the specific needs of homeless families and individuals locally. Earlier this
year, MAG’s regional “point-in-time” count was conducted to identify both sheltered and
unsheltered homeless in Maricopa County. The unsheltered survey provided insight into the
demographics of subpopulations within the overall homeless populations including homeless
veterans, the chronically homeless, victims of domestic violence. It also provided a count of
homeless with HIV/AIDS, serious mental illness, and substance abuse disorders. This data will
allow the County to more effectively determine the types and quantities of needed services
based on an actual population count.
The County continues its efforts towards coordination and collaboration across systems of care to
serve the most “at-risk” residents including the homeless, those at-risk of becoming homeless,
veterans, and unaccompanied youth. The County recognizes that improved service coordination will
help eliminate the duplication of efforts, improve communication regarding the most current news
and information, and spearhead community-wide solutions to basic needs.
Maricopa County is a member of the Regional Collaborative on Homelessness. The role of the
Collaborative is essentially to draw on the expertise and perspectives of each member’s individual
stakeholders, and to coordinate with and leverage each other around our own and mutual outreach
and development of strategies. Other members of the collaborative include the Maricopa Association
of Governments (which houses the CoC), Valley of the Sun United Way, Vitalyst Health Foundation and
the Arizona State University Action Nexus. The Collaborative is developing a regional plan to address
and end homelessness in Maricopa County.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The County has consulted, and will continue to consult, with the CoC regarding the performance
standards for activities funded under ESG to discuss the best method to capture data utilizing HMIS.
As the ESG program progresses annually, performance standards will be developed and revised based
on the needs of the community and regulatory guidance. All outcomes will be reviewed and measured
for effectiveness, as required. In addition, Maricopa County and the Maricopa HOME Consortium are
expected to engage in continued consultation in the following ways:
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2021-2022 Annual Action Plan

• Act as the lead of the ESG Subcommittee which creates performance standards, monitoring
policies and procedures and shares best practices, develops regional strategies and practices
for the comprehensive implementation of ESG eligible services across Maricopa County,
develops coordinated scopes of work for ESG funded activities and an ESG specific HMIS
report, and develops joint monitoring procedures to reduce the administrative burden on
provider agencies;
• Participate on the Funders Collaborative which meets monthly to make improvements to
shelter systems, including coordinated entry, capacity and RRH. Discuss how public and
private resources can align to allocate resources. Assist funders in assessing need, targeting
resources and evaluating outcomes across the region;
• Invite CoC staff to assist with competitive NOFA scoring and review panels whenever possible,
i.e. ESG, CDBG Public Services;
• Draw information from HMIS to ensure ESG performance standards are met;
• Continue to invite CoC staff to attend Maricopa HOME Consortium meetings to align the
priorities of the County’s homeless strategies with Continuum-wide priorities for
homelessness; and
• HOME Consortium members will participate and contribute to ESG Subcommittee meetings as
applicable to help determine priorities.
2. Agencies, groups, organizations and others who participated in the process and
consultations
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2021-2022 Annual Action Plan

Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization Housing Authority of Maricopa County
Agency/Group/Organization Type Housing
PHA
Other government - County
What section of the Plan was addressed Housing Need Assessment
by Consultation? Public Housing Needs
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Consultation with the Housing Authority of
Agency/Group/Organization was Maricopa County through collaboration meetings.
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
2 Agency/Group/Organization ESG Collaborative
Agency/Group/Organization Type Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the Consultation provided during Maricopa County's
Agency/Group/Organization was participation in the ESG Collaborative group which
consulted. What are the anticipated focuses on planning, homeless shelter services,
outcomes of the consultation or areas for housing placements (rapid re-housing), and
improved coordination? homelessness prevention.
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2021-2022 Annual Action Plan

3 Agency/Group/Organization Maricopa County Continuum of Care
Agency/Group/Organization Type Services - Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
Community Leaders
What section of the Plan was addressed Homeless Needs - Chronically homeless
by Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Consultation provided during Maricopa County's
Agency/Group/Organization was participation in the ESG Subcommittee group
consulted. What are the anticipated which focuses on planning, homeless shelter
outcomes of the consultation or areas for services, housing placements (rapid re-housing),
improved coordination? and homelessness prevention.
4 Agency/Group/Organization Newtown CDC
Agency/Group/Organization Type Housing
What section of the Plan was addressed Housing Need Assessment
by Consultation? Non-Homeless Special Needs
Briefly describe how the The agency was consulted through attendance at a
Agency/Group/Organization was public hearing.
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
5 Agency/Group/Organization City of Tolleson
Agency/Group/Organization Type Other government - Local
Civic Leaders
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2021-2022 Annual Action Plan

What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
6 Agency/Group/Organization City of El Mirage
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
7 Agency/Group/Organization Town of Youngtown
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
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8 Agency/Group/Organization Town of Guadalupe
Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
9 Agency/Group/Organization Town of Buckeye
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
10 Agency/Group/Organization City of Goodyear
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
Maricopa County HOME Consortium and Urban County 17
2021-2022 Annual Action Plan

11 Agency/Group/Organization Town of Wickenburg
Agency/Group/Organization Type Other government - Local
Business Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
12 Agency/Group/Organization Town of Gila Bend
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed Housing Need Assessment
by Consultation? Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the The agency was consulted through emails soliciting
Agency/Group/Organization was input, through participation on the Community
consulted. What are the anticipated Development Advisory Committee, and attendance
outcomes of the consultation or areas for at a public hearing.
improved coordination?
13 Agency/Group/Organization City of Glendale Community Housing
Agency/Group/Organization Type Housing
PHA
Services - Housing
What section of the Plan was addressed Housing Need Assessment
by Consultation? Public Housing Needs
Anti-poverty Strategy
Briefly describe how the Consultation with the City of Glendale Housing
Agency/Group/Organization was Authority through Maricopa HOME Consortium
consulted. What are the anticipated members concerning quality, quantity, and needs
outcomes of the consultation or areas for of assisted housing clients being served.
improved coordination?
Maricopa County HOME Consortium and Urban County 18
2021-2022 Annual Action Plan

14 Agency/Group/Organization City of Chandler
Agency/Group/Organization Type Housing
PHA
Services - Housing
What section of the Plan was addressed Housing Need Assessment
by Consultation? Public Housing Needs
Anti-poverty Strategy
Briefly describe how the Consultation with the City of Chandler Housing
Agency/Group/Organization was Authority through Maricopa HOME Consortium
consulted. What are the anticipated members concerning quality, quantity, and needs
outcomes of the consultation or areas for of assisted housing clients being served.
improved coordination?
15 Agency/Group/Organization Arizona Lead Poisoning Prevention Coalition
Agency/Group/Organization Type Services-Children
Services-Health
Services-Education
Health Agency
Other government - State
Other government - County
Other government - Local
Regional organization
Business Leaders
Civic Leaders
Healthcare
Foundation
What section of the Plan was addressed Lead-based Paint Strategy
by Consultation?
Briefly describe how the Maricopa County is a member of the Arizona Lead
Agency/Group/Organization was Poisoning Prevention Coalition. The Lead Safe
consulted. What are the anticipated Maricopa County and the Maricopa County MCHIP
outcomes of the consultation or areas for program benefit from the increased coordination
improved coordination? and knowledge base surrounding lead-safe
practices, including education materials that can be
distributed to clients.
Maricopa County HOME Consortium and Urban County 19
2021-2022 Annual Action Plan

16 Agency/Group/Organization Arizona Partnership for Healthy Communities
Agency/Group/Organization Type Housing
Services - Housing
Services-Persons with Disabilities
Services-Health
Service-Fair Housing
Health Agency
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Business and Civic Leaders
Foundation
Grantee Department
Neighborhood Organization
What section of the Plan was addressed Housing Need Assessment
by Consultation? Anti-poverty Strategy
Briefly describe how the Consultation provided during Maricopa County's
Agency/Group/Organization was participation on the Arizona Partnership for
consulted. What are the anticipated Healthy Communities Steering Committee which
outcomes of the consultation or areas for focuses on planning, cross-sector collaboration,
improved coordination? and ensuring all of Arizona's communities are
healthy places to live.
17 Agency/Group/Organization State Weatherization Peer to Peer Committee
Agency/Group/Organization Type Housing
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
What section of the Plan was addressed Non-Homeless Special Needs
by Consultation? Anti-poverty Strategy
Maricopa County HOME Consortium and Urban County 20
2021-2022 Annual Action Plan

Briefly describe how the The Peer to Peer Group is a statewide regional
Agency/Group/Organization was committee of funding agencies (ADOH, SRP, APS,
consulted. What are the anticipated Southwest Gas) and the nine provider groups that
outcomes of the consultation or areas for meet to discuss the following: program
improved coordination? implementation, policy guidance and technical
aspects related to the federally-funded DOE and
LIHEAP Weatherization program, as well as the
local utility company private investment.
Consultation through participation improves
Maricopa County Home Improvement Program,
which leverages HOME and CDBG funding with WX
when possible.
18 Agency/Group/Organization Maricopa Regional Continuum of Care Board
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Civic Leaders
What section of the Plan was addressed Homeless Needs - Chronically homeless
by Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Consultation provided during Maricopa County's
Agency/Group/Organization was participation on the Continuum of Care Board
consulted. What are the anticipated which focuses on planning, housing, and homeless
outcomes of the consultation or areas for services.
improved coordination?
19 Agency/Group/Organization Arizona Department of Health Services
Agency/Group/Organization Type Services-Children
Services-Health
Services-Education
Health Agency
Other government - State
Maricopa County HOME Consortium and Urban County 21
2021-2022 Annual Action Plan

What section of the Plan was addressed Non-Homeless Special Needs
by Consultation? Anti-poverty Strategy
Lead-based Paint Strategy
Briefly describe how the The agency was consulted through discussions
Agency/Group/Organization was about Maricopa County's strategies to reduce lead-
consulted. What are the anticipated based paint in housing.
outcomes of the consultation or areas for
improved coordination?
20 Agency/Group/Organization Maricopa County Department of Public Health
Agency/Group/Organization Type Services-Children
Services-Health
Health Agency
Other government - County
What section of the Plan was addressed Non-Homeless Special Needs
by Consultation? Anti-poverty Strategy
Lead-based Paint Strategy
Homelessness Strategy
Briefly describe how the The agency was consulted through discussions
Agency/Group/Organization was about Maricopa County's strategies to reduce lead-
consulted. What are the anticipated based paint in housing and participation on the
outcomes of the consultation or areas for Arizona Lead Poisoning Prevention Coalition.
improved coordination?
The agency was also consulted through Human
Services Department participation in the COVID 19
response as it relates to people experiencing
homelessness.
21
Agency/Group/Organization Regional Collaborative on Homelessness
Agency/Group/Organization Type Collaborative group made up of Maricopa
Association of Governments, Valley of the Sun
United Way, Arizona State University, Vitalyst
Health Foundation and Maricopa County
What section of the Plan was addressed Housing Need Assessment
by Consultation? Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Maricopa County HOME Consortium and Urban County 22
2021-2022 Annual Action Plan

Briefly describe how the Consultation provided during Maricopa County's
Agency/Group/Organization was participation in the weekly Regional Collaborative
consulted. What are the anticipated workgroups which focuses on regional planning
outcomes of the consultation or areas for related to homelessness
improved coordination?
22
Agency/Group/Organization Ending Veteran Homelessness Workgroup/ End
Chronic Homelessness Workgroup
Agency/Group/Organization Type CoC subcommittee
What section of the Plan was addressed Homelessness strategy
by Consultation?
Homelessness Needs - Veterans
Briefly describe how the Consultation provided during monthly workgroup
Agency/Group/Organization was meeting which focuses on ending Veteran
consulted. What are the anticipated homelessness.
outcomes of the consultation or areas for
improved coordination?
23
Agency/Group/Organization CoC Data Subcommittee
Agency/Group/Organization Type CoC subcommittee
What section of the Plan was addressed Homelessness strategy
by Consultation?
Briefly describe how the Consultation provided during monthly workgroup
Agency/Group/Organization was meeting which focuses on regional homeless data
consulted. What are the anticipated and HMIS policy.
outcomes of the consultation or areas for
improved coordination?
24
Agency/Group/Organization Healthy Giving Council
Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed Homelessness Strategy
by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Maricopa County HOME Consortium and Urban County 23
2021-2022 Annual Action Plan

Briefly describe how the Through participation on the council and
Agency/Group/Organization was attendance at meetings.
consulted. What are the anticipated
outcomes of the consultation or areas for
improved coordination?
Identify any Agency Types not consulted and provide rationale for not consulting
Maricopa County contacted numerous agencies to solicit input and participation from the maximum
number of organizations, agencies, and citizens in the planning process. Maricopa County consulted
all critical agency types and provided considerable opportunities for comment during the participation
and consultation process. The County values input from all agencies and an inclusive approach was
taken to ensure ample opportunity for collaboration and discussion on the plan.
Maricopa County HOME Consortium and Urban County 24
2021-2022 Annual Action Plan

Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead How do the goals of your Strategic Plan overlap with the
Organization goals of each plan?
Maricopa
Maricopa County aligned the priorities of the county's
Continuum of Care Association of
homeless strategies with the Continuum of Care.
Governments
The Housing Authority of Maricopa County's PHA Plan
Housing Authority strategic priorities include increasing opportunities for
Annual PHA Plan of Maricopa residents to move beyond their housing needs towards
County self-sufficiency, increasing housing options in underserved
communities.
Analysis of
Maricopa County seeks to reduce impediments to fair
Impediments to
Maricopa County housing choice for citizens by aligning its Fair Housing
Fair Housing
efforts with recommendations made in the regional AI.
Choice
Table 3 – Other local / regional / federal planning efforts
Narrative
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The Maricopa HOME Consortium consists of 18 units of local government in addition to Maricopa
County. The 8 entitlement jurisdictions that are members of the Consortium meet monthly to
coordinate the planning and implementation of their programs and Consolidated Plans and Annual
Action Plans. Members of the Consortium collaborate with local and state entities to implement
activities associated with their respective Annual Plans, i.e. the State Historic Preservation Office and
the Arizona Department of Housing. Through participation on the Community Development Advisory
Committee, the local governmental members of the Maricopa Urban County meet regularly to advise
the County on the progress and delivery of the CDBG projects. The service area of the Urban County
also includes unincorporated areas of Maricopa County.
Maricopa County HOME Consortium and Urban County 25
2021-2022 Annual Action Plan

AP-12 Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen
participation
Summarize citizen participation process and how it impacted goal-setting
The Citizen Participation Process for the development of the 2021 Annual Action Plan follows
processes prescribed in the Maricopa County FY2020-2025 Consolidated Plan Citizen Participation
Plan and includes a broad range of activities for both Maricopa County and members of the Maricopa
HOME Consortium. The primary goal of the Citizen Participation Plan is to provide all citizens with
adequate notice, access and opportunity to participate in the planning, implementation, and
assessment of activities related to the 5-Year Consolidated Plan and subsequent Annual Action Plans.
In addition to the efforts made to broaden citizen participation, Maricopa County Human Services
Department, as well as the cities/towns of Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale,
Surprise, and Tempe were involved in the development of the Action Plan.
For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings;
public notices in newspapers; public hearings; and public meetings, as well as website outreach on
the Maricopa County website. Two public hearings were held to solicit input held on January 21 and
27, 2021. No comments received at the hearings. Two public hearings on the draft Annual Action Plan
will be held on April 14, 2021 at the Community Development Advisory Committee public meeting,
and on April 15, 2021 at the HOME Consortium public meeting. A 30-day public comment period for
public review of the draft Annual Action Plan began on March 15, 2021 and extended through April 16,
2021.
The citizen participation activities undertaken by the entitlement members of the Maricopa HOME
Consortium are outlined in depth in their respective Annual Action Plan submissions to HUD. Urban
County members often undertake their own efforts to solicit citizen input and participation. The
combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County
represent an extensive citizen participation process across the Maricopa County region.
Maricopa County HOME Consortium and Urban County 26
2021-2022 Annual Action Plan

Citizen Participation Outreach
Sort Mode of Target of Outreach Summary of Summary of Summary of co URL (If
Order Outreach response/attendance Comments received mments not applicable)
accepted
and reasons
Minorities
Public hearings to solicit public
Non-English Speaking
input were held on January 21,
- Specify other
language: Spanish 2021 at the HOME Consortium No public comments were
Public
1 Public Meeting and on January 27, submitted at the public N/A
Hearing
Persons with 2021 at the Community hearings.
disabilities Development Advisory Committee
Public Meeting.
Non-targeted/broad
community
Minorities
Public hearings to solicit public
Non-English Speaking
input were held April 14, 2021 at
- Specify other
language: Spanish the Community Development
Public No comments were
2 Advisory Committee Public N/A
Hearing received.
Persons with meeting and on April 15, 2021 at
disabilities the HOME Consortium Public
Meeting.
Non-targeted/broad
community
Maricopa County HOME Consortium and Urban County 27
2021-2022 Annual Action Plan

Sort Mode of Target of Outreach Summary of Summary of Summary of co URL (If
Order Outreach response/attendance Comments received mments not applicable)
accepted
and reasons
The 2021-22 Annual Action Plan is
estimated to be posted to the
Maricopa County Board of
Supervisors Agenda in late May
Public Non-targeted/broad and approved at the public No comments were
3 N/A
Meeting community meeting held by the county received.
supervisors. The agenda item is
posted for public input according
to Open Meeting Law statutes by
the Clerk of the Boards office.
Public Notices announcing the
public hearings on January 21,
2021 and January 27, 2021 and
Newspape Non-targeted/broad upcoming opportunities to provide No comments were
4 N/A
r Ad community input on the upcoming Annual received.
Action Plan were placed in 2
newspapers of record in Maricopa
County.
Public Notices announcing the
public hearings on April 14, 2021
and April 15, 2021 and the 30-day
Newspape Non-targeted/broad No comments were
5 public comment period draft for N/A
r Ad community received.
the Annual Action Plan were
placed in 2 newspapers of record
in Maricopa County.
Maricopa County HOME Consortium and Urban County 28
2021-2022 Annual Action Plan

Sort Mode of Target of Outreach Summary of Summary of Summary of co URL (If
Order Outreach response/attendance Comments received mments not applicable)
accepted
and reasons
Draft Annual Action Plan was
made available on the Maricopa
County Human Services
Department website during the https://ww
Public Comment Period of March w.maricopa
Internet Non-targeted/broad No comments were
6 15, 2021 to April 16, 2021 for all N/A .gov/3893/
Outreach community received.
interested parties to view and Notices-
provide comment. The public Documents
notice was also posted as on
Maricopa County Human Services
Department website.
Minorities
Non-English Speaking
In compliance with the Citizen
- Specify other
Participation Plan, public notices
language: Spanish
were posted in the Housing
Public Persons with Authority of Maricopa County No comments were
7 N/A
Notices disabilities (HAMC) lobby, HSD, and received.
throughout Maricopa County
Non-targeted/broad library systems buildings whenever
community
possible due to COVID-19.
Residents of Public
and Assisted Housing
Table 4 – Citizen Participation Outreach
Maricopa County HOME Consortium and Urban County 29
2021-2022 Annual Action Plan

Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The table that follows depicts the resources that Maricopa County will have available during the term
of the 2021 Annual Plan, year five of the FY 2020-2025 Consolidated Plan. The resources include CDBG,
HOME, and ESG. In addition, HOME program income and prior-year CDBG unprogrammed funds will
be utilized.
The 2021 Allocations and any Prior-Year Un-programmed or Program Income funds:
2021 CDBG ALLOCATION - $2,848,640
Prior Year Un-programmed funds - $61,273
TOTAL $2,909,913
2021 ESG ALLOCATION - $273,474
2021 HOME ALLOCATION - $4,623,380
Maricopa County Program Income Funds - $983,873.41
HOME Consortium Members Program Income Funds - $539,006.86
TOTAL $6,146,260.27
HOME Consortium Breakdown of 2021 Allocations ($4,623,380)*:
Avondale - $211,296
Chandler - $409,881
Gilbert - $280,368
Glendale - $686,496
Maricopa County - $1,038,046
Peoria - $232,061
Scottsdale - $344,125
Surprise - $185,929
Tempe - $541,671
CHDO Set Aside - $693,507
HOME Consortium Allocations* - Allocations include funding allocated for projects and activities as well as
administration. Note- the HOME Program Administrative Cap is 10% of the total annual HOME Allocation. This
amount is calculated and distributed per the HOME Consortium allocation process to members. As
reimbursement for its administrative duties as lead agency of the Consortium, Maricopa County will receive
administrative funds from other Consortium Members in the amount of five percent (5%) of each member’s pro
rata share of HOME Program grant allocations for each year. This percentage will be calculated on the
Consortium’s annual HOME Program allocation.
Maricopa County HOME Consortium and Urban County 30
2021-2022 Annual Action Plan

Anticipated Resources
Prog- Source Eligible Uses of Expected Amount Available Year 5 Expected Narrative Description
ram of Funds Annual Program Prior Total: Amount
Funds Allocation Income: $ Year $ Available
: $ Reso Reminder
urces: of
$ ConPlan
$
CDBG Public - -Acquisition 2,848,640 0 61,273 2,909,913 8,545,920 CDBG funds available for
Federal -Admin and Planning activities in Urban
-Economic County communities.
Development Annual competitive
-Housing application process to
-Public Improvements solicit and award funding
-Public Services to projects.
HOME Public - -Acquisition HOME funds available
Federal -Homebuyer for eligible activities in
assistance HOME Consortium
-Homeowner rehab communities and cities
-Multifamily rental located in Urban County
new construction communities. Allocation
-Multifamily rental of funds is provided by
rehab formula to each of the
-New construction for HOME Consortium
ownership members. Urban County
-TBRA receives a portion to
fund HOME eligible
activities administered
by the lead agency.
Program Income
includes amounts for
Maricopa Urban County
and HOME Consortium
4,623,280 1,522,880.27 0 6,146,260.27 13,869,840 members.
ESG Public - -Financial Assistance ESG funds available for
Federal -Overnight shelter eligible activities in
-Rapid re-housing Maricopa County.
(rental assistance)
-Rental Assistance
Services
273,474 0 0 273,474 820,422
Table 1 - Expected Resources – Priority Table
Maricopa County HOME Consortium and Urban County 31
2021-2022 Annual Action Plan

Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Maricopa County leverages, or combines local funds with its federal funds to achieve program goals
and meet unmet community needs that cannot be solved with federal dollars alone. The federal
funding that is received by the county is leveraged with resources from both private and non-federal
public sources as listed in detail below. Resource allocations vary annually as will supplemental
resources that will be used to leverage projects. Anticipated leverage amounts for Maricopa County
will vary based on annual allocation amounts, specifics of individual projects funded, and market
conditions. Subject to continued funding approval and availability, Maricopa County Human Services
Department’s estimated leverage amounts over the upcoming one-year period include:
Maricopa County Home Improvement Program
• Department of Energy for Weatherization Improvements - $697,698
• Department of Health & Human Services (LIHEAP) for Energy Efficiency Improvements -
$1,027,180
• Arizona Public Service (APS) for Energy Efficiency Improvements - $1,000,000
• Salt River Project (SRP) for Energy Efficiency Improvements - $355,000
• Southwest Gas for Energy Efficiency Improvements - $86,219
• Southwest Gas Repair/Replacement - $33,040
• Utility Repair and Replacement (URRD) - $269,700
Homeless Initiatives
• Maricopa County General Funds for Homeless Services - $750,000
• Community Services Block Grant - $300,000
HOME Consortium members vary in the types and ways funding is leveraged. Refer to individual
Annual Action Plans for details about leveraging by members.
HUD requires that participating jurisdictions provide 25 percent match for all HOME funds
and 100 percent for ESG funds. Specific program matching requirements are below:
Match Sources for HOME Investment Partnerships Program – Matching requirements of HUD
programs will be satisfied by ensuring, through the lead agency of the Maricopa HOME Consortium,
that sufficient match resources are obtained to meet the 25% match requirement. Each Consortium
member will provide the 25% match requirement for its portion of the HOME allocation. At a minimum,
match resources should be identified at the beginning of the fiscal year. Individual Consortium
members are responsible for ensuring that the match source is eligible under the HOME regulations,
Maricopa County HOME Consortium and Urban County 32
2021-2022 Annual Action Plan

which is verified by Maricopa County during monitoring reviews. Match amounts are reported by each
Consortium member and compiled annually by Maricopa County.
Additionally, the Consortium will delegate responsibility for the 25% match requirement to CHDOs
funded through the 15% HOME CHDO set-aside. CHDOs will be required to demonstrate that sufficient
match has been committed for the HOME program at the time funding applications are submitted to
the Consortium, which is also verified by Maricopa County during monitoring reviews.
Match Source for Emergency Solutions Grant – Subrecipient agencies are contractually obligated to
match on a dollar for dollar basis from an alternate source. Maricopa County will use local funds to
provide the 100% match requirement for the remainder of the ESG funds.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Subject to local priorities, preferences and availability, members of the Maricopa HOME Consortium
may commit publicly owned land or property to induce the development of desired affordable
housing, supportive housing, homeless resources, economic development and neighborhood
revitalization projects and programs. The commitment of such resources may be executed through
agreements with public, private or non-profit entities selected through a competitive process.
Discussion
Please see above.
Maricopa County HOME Consortium and Urban County 33
2021-2022 Annual Action Plan

Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Maricopa County HOME Consortium and Urban County 34
2021-2022 Annual Action Plan

Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator
Order Year Year Area
1 Expand Affordable Housing Options 2020 2025 Affordable Countywide Affordable Housing for Low-to-Mod. HOME: • Rental units
Housing Income Renters $4,120,905 rehabilitated: 2
Affordable Housing for Low-to-Mod. Household Housing
Income Owners Unit
Services and Housing for People Exp • Homeowner Housing
Homelessness Added: 9 Household
Housing Unit
• Direct Financial
Assistance to
Homebuyers: 39
Households Assisted
• Tenant-based rental
assistance / Rapid
Rehousing: 40
Households Assisted
2 Maintain Current Owner Housing 2020 2025 Affordable Countywide Affordable Housing for Low-to-Mod. CDBG: Homeowner Housing
Housing Income Owners $210,000 Rehabilitated: 16
HOME: Household Housing Unit
$922,948
3 Support Efforts to Combat 2020 2025 Homeless Countywide Services and Housing for People Exp ESG: • Tenant-based rental
Homelessness Homelessness $252,964 assistance / Rapid
Rehousing: 27
Households Assisted
• Homeless Person
Overnight Shelter:
1,095 Persons
Assisted
4 Support Public Services in the Urban 2020 2025 Non-Homeless Services and Housing for People Exp CDBG: Public service activities
County Special Needs Homelessness $427,296 other than Low/Moderate
Non-Housing Services and Housing for Special Income Housing Benefit:
Community Needs Populations 1,715 Persons Assisted
Development
5 Fund Public Improvements in the 2020 2025 Non-Housing Urban County Public CDBG: Public Facility or
Urban County Community Improvements/Infrastructure $1,560,457 Infrastructure Activities
Development other than Low/Moderate
Income Housing Benefit:
8,406 Persons Assisted
Table 2 – Goals Summary
Maricopa County HOME Consortium and Urban County 35
2021-2022 Annual Action Plan

Goal Descriptions
1 Goal Name Expand Affordable Housing Options
Goal Expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified
Description homebuyers (i.e. downpayment and closing cost assistance), stimulate the construction of new units with or without
acquisition (may include single-family or multi-family properties), or rental housing acquisition with rehabilitation (may
include single-family or multi-family properties), transitional housing, tenant based rental assistance (TBRA), and may also
include Community Housing Development Organization (CHDO) Pre-Development loans. This goal covers the Maricopa
HOME Consortium jurisdiction including the Urban County communities.
2 Goal Name Maintain Current Owner Housing
Goal Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa HOME Consortium jurisdiction
Description for HOME resources in addition to the Maricopa Urban County jurisdiction for all funding sources (HOME and CDBG). It
includes emergency home repair under the Urban County CDBG program financed with CDBG.
3 Goal Name Support Efforts to Combat Homelessness
Goal Support rapid rehousing programs defined as short to medium-term rent and move-in assistance, case management based
Description on client’s needs, and utility assistance based on client needs.
Foster efforts to improve and operate homeless shelter facilities and deliver needed services.
4 Goal Name Support Public Services in the Urban County
Goal Provide needed public services within the Maricopa Urban County jurisdiction using predominantly CDBG resources not to
Description exceed the 15% annual expenditure limit. Clients assisted may include persons with special needs and homeless persons.
5 Goal Name Fund Public Improvements in the Urban County
Goal Within the Maricopa Urban County jurisdiction, provide needed support for public improvements and infrastructure
Description funded with CDBG resources. The total funding amount for this goal reflects the current demand from Urban County
communities for CDBG eligible infrastructure projects.
Maricopa County HOME Consortium and Urban County 36
2021-2022 Annual Action Plan

AP-35 Projects - 91.420, 91.220(d)
Introduction
This section specifically identifies the projects that will take place during PY2021 with CDBG, HOME,
and ESG funding to address the priority needs and specific objectives as identified in the Consolidated
Plan Strategic Plan section. Note: Target Areas, as defined in the tables below, refer to Geographic
Priorities. As stated in the AP-50 Geographic Distribution section, no Geographic Priorities have been
assigned for the Five Year Consolidated Plan or this Annual Action Plan.
CDBG Funds: 2021 CDBG Total Allocation is $2,848,640 and the total Reallocated (carryover) Funds is
$61,273. The total funding available is $2,909,913. Of the total funds available, $142,432 of contingency
funds is withheld for project overruns (approx. 5% of 2021 allocation). Any CDBG program income will
be reported and reallocated to CDBG eligible projects. Any CDBG prior-year resources may be
reallocated to CDBG eligible projects per the Citizen Participation Plan throughout the program year.
ESG Funds: 2021 ESG Total Allocation is $273,474.
HOME Funds: 2021 HOME Total Allocation is $4,623,380. HOME Program Income, Recapture, or
Repayments received between 4/1/20-3/31/21 totaling $1,522,880.27 (Maricopa County $983,873.41; and
HOME Consortium Members $539,006.86) are included in this Annual Action Plan per 24 CFR 91.220
(2) (i). The total funding available is $6,146,260.27. Any program income received during the program
year will be retained and reported in the following year's Action Plan.
Of the total 2021 funds available, Maricopa County's share of the HOME funds is $1,038,046 ($281,598
for administration and $756,448 for projects). The Consortium Member's share of the HOME Funds is
$2,891,827 (administration $180,740 and $2,711,087 for projects). The required CHDO set-aside is 15% of
total allocation and is $693,507.
Maricopa County HOME Consortium and Urban County 37
2021-2022 Annual Action Plan

Project Names:
# Project Name
1 ESG21 Maricopa County
2 HOME Acquisition of Land and Construction of New Housing for Owner Occupants - PY2021
3 HOME Acquisition and Rehabilitation for Resale of Single Family Homes - PY2021
4 HOME Acquisition and/or Rehabilitation of Rental Housing - PY2021
5 HOME Homebuyer Assistance - PY2021
6 HOME Owner Occupied Housing Rehabilitation or Reconstruction - PY2021
7 HOME Tenant Based Rental Assistance - PY2021
8 HOME Program Administration - PY2021
9 CDBG Program Administration - PY2021
10 CDBG MCHSD Homeless Services - PY2021
11 CDBG MCHIP Owner Occupied Home Repair - PY2021
12 CDBG Arizona Fire and Medical Authority - PY2021
13 CDBG Buckeye Senior Center Kitchen Expansion - PY2021
Maricopa County HOME Consortium and Urban County 38
2021-2022 Annual Action Plan

# Project Name
14 CDBG Gila Bend Norma Street Reconstruct - PY2021
15 CDBG Gila Bend Booster Station Upgrade - PY2021
16 CDBG Youngtown Sidewalks Phase II - PY2021
Table 3 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
Allocation Priorities:
HOME: HOME funds are allocated to each Consortium member based on the relative percentage of
CDBG funds received by each Consortium community. The allocation of HOME funds is evidenced by a
Subrecipient Agreement with each jurisdiction. Then, each Consortium member jurisdiction receives
proposals submitted by potential developers and/or subrecipients through a competitive process for
specific projects within that community. A jurisdiction may also provide funding for a housing
program(s) within the city/town. Applications for projects are evaluated based on precise criteria set
by each Consortium member based on local needs. See each Consortium member’s Annual Action Plan
for a detailed description of the application process.
ESG/CDBG Public Services Projects: ESG/CDBG Public Services Projects: Maricopa County is a direct
recipient of ESG funding, and follows County policies on grant award and management. Provider
agencies for ESG are currently selected through an open and competitive Notice of Funding Availability
(NOFA) process to provide rapid re-housing for persons experiencing homelessness and/or temporary
shelter operations. In 2021, all CDBG Public Service funding was reserved for homeless services. A joint
NOFA with a three-year option to renew was issued for PY2020 with ESG and CDBG Public Services
funding, and will be renewed in PY2021.
CDBG Infrastructure, Facility, and Housing Projects: Maricopa County is a direct recipient of CDBG
funding. CDBG projects are funded through a competitive Notice of Funding Availability (NOFA)
application process for eligible activities that serve the Urban County communities. The CDBG
application process includes annual funding priorities as identified by staff and/or the review
committee. Maricopa County sets aside a portion of its CDBG funding for its Owner Occupied
Rehabilitation Program, where low-income home owners can receive rehabilitation services to ensure
their home is decent, safe and sanitary.
Maricopa County issues a NOFA each year to Urban County participants and interested parties
announcing the availability of CDBG funds for infrastructure, public facility, economic development,
revitalization, and housing activities. Interested parties submit applications identifying a local
community need(s) affecting low/moderate income residents or addressing issues of slum and blight.
Each governmental applicant is asked to submit a resolution from the local community identifying local
Maricopa County HOME Consortium and Urban County 39
2021-2022 Annual Action Plan

support for the activity. Staff reviews CDBG applications, and CDBG applications are forwarded to the
Board of Supervisors-appointed Community Development Advisory Committee (CDAC) for scoring and
making recommendation of funding. The CDAC reviews and scores the applications, and makes
recommendations to the Maricopa County Board of Supervisors based on criteria, which are subject
to change annually and will be provided in the NOFA to potential applicants, i.e. relative need of the
community; effect of the proposed activities on the health and safety of the community; past
performance; monitoring results; quality of proposed annual activities; and rates of expenditure on
currently funded activities.
Obstacles to Addressing Underserved Needs:
Obstacles to meeting the housing and community development needs in our region include increasing
rent rates, increasing mortgage interest rates, rising home values, rising costs of construction
materials, and other factors contributing to a lack of affordable housing stock. The amount of funding
for housing and non-housing activities is not adequate to meet the need within our communities. A
history of budget cuts or minimal increases that do not provide ample funding to meet growing
demand for programs, uncertainty of one-time grants, and fluctuating local resources to leverage with
federal dollars are primary obstacles to addressing underserved needs within Maricopa County. The
total amount of funding requested in recent years has far exceeded the amount of funding available.
The total amount of funding requested in 2021 for CHDO, CDBG, and homelessness activities has far
exceeded the amount of funding available.
Please refer to the Appendix to review additional Consortium member contributions to this section.
Maricopa County HOME Consortium and Urban County 40
2021-2022 Annual Action Plan

AP-38 Project Summary
Project Summary Information
1
Project Name ESG21 Maricopa County
Target Area Countywide
Goals Supported Support Efforts to Combat Homelessness
Needs Addressed Services and Housing for People Exp Homelessness
Funding ESG: $273,474
Description ESG PY2021 (Total of $273,474): Activities will be Shelter Operations ($90,000), Rapid Re-Housing
($162,964), and Administration ($20,510). The amounts by broken out by activity include: Shelter
Operations - A New Leaf ($90,000). Rapid Re-Housing - CBI ($150,000); AZCEND ($12,964).
Target Date 6/30/2022
Estimate the number and 1,122 low-income families experiencing homelessness.
type of families that will
benefit from the proposed
activities
Location Description Maricopa County
Planned Activities Shelter operations and rapid rehousing.
2
Project Name HOME Acquisition of Land and Construction of New Housing for Owner Occupants - PY2021
Goals Supported Expand Affordable Housing Options
Needs Addressed Affordable Housing for Low-to-Mod. Income Owners
Maricopa County HOME Consortium and Urban County 41
2021-2022 Annual Action Plan

Funding HOME: $250,000
Description Guadalupe CDC - CHDO - ($250,000) - New construction, with or without acquisition of land, for 1 new
home in Guadalupe for sale to low-income homebuyers.
Target Date 6/30/2022
Estimate the number and 1 low-income family.
type of families that will
benefit from the proposed
activities
Location Description Guadalupe, AZ
Planned Activities New construction with or without acquisition of land.
3
Project Name HOME Acquisition and Rehabilitation for Resale of Single Family Homes - PY2021
Goals Supported Expand Affordable Housing Options
Needs Addressed Affordable Housing for Low-to-Mod. Income Renters
Funding HOME: $768,845
Description Chandler ($107,781): Acquisition and rehabilitation of 1 single-family home for resale to first-time
homebuyer; and Peoria ($217,557): Acquisition and rehabilitation of 2 single-family homes for resale to
first-time homebuyer by Newtown CDC; and Newtown CDC ($443,507) (CHDO) Acquisition and
rehabilitation of 4 single-family homes for resale to first-time homebuyers in the Urban County.
Target Date 6/30/2022
Estimate the number and 7 low-income households.
type of families that will
benefit from the proposed
activities
Maricopa County HOME Consortium and Urban County 42
2021-2022 Annual Action Plan

Location Description Chandler, Peoria, and Maricopa Urban County (Newtown CHDO project).
Planned Activities Acquisition and rehabilitation of single-family homes for resale to first-time homebuyers.
4
Project Name HOME Acquisition and/or Rehabilitation of Rental Housing - PY2021
Goals Supported Expand Affordable Housing Options
Needs Addressed Affordable Housing for Low-to-Mod. Income Renters
Funding HOME: $879,467
Description City of Chandler ($276,482): Acquisition and rehabilitation for 1 single-family rental housing for eligible
low-income and/or very low-income household in Chandler. Town of Gilbert ($280,368): Acquisition and
rehabilitation for 1 single-family rental housing for eligible very low-income households with ARM of
Save the Family. City of Scottsdale ($322,617): Acquisition and rehabilitation for 2 single-family rental
housing for eligible low-income household.
Target Date 6/30/2022
Estimate the number and 3 low-income families.
type of families that will
benefit from the proposed
activities
Location Description Chandler, Gilbert, and Scottsdale.
Planned Activities Acquisition and/or rehabilitation for single-family or multi-family rental housing for eligible low-income
households.
5
Project Name HOME Homebuyer Assistance - PY2021
Goals Supported Expand Affordable Housing Options
Needs Addressed Affordable Housing for Low-to-Mod. Income Owners
Funding HOME: $675,180
Maricopa County HOME Consortium and Urban County 43
2021-2022 Annual Action Plan

Description Direct Homebuyer Assistance including but not limited to down payment assistance, closing costs and
gap financing to low-income families for first time homebuyers. Avondale ($31,590): A total of 1 low-
income families. Glendale ($643,590): A total of 38 low-income families.
Target Date 6/30/2022
Estimate the number and 39 low-income households.
type of families that will
benefit from the proposed
activities
Location Description Avondale and Glendale.
Planned Activities Homebuyer assistance.
6
Project Name HOME Owner Occupied Housing Rehabilitation or Reconstruction - PY2021
Goals Supported Maintain Current Owner Housing
Needs Addressed Affordable Housing for Low-to-Mod. Income Owners
Funding HOME: $922,948
Description Housing rehabilitation for owner occupied single-family homes for eligible low-income households.
Avondale ($166,500): A total of 3 low-income families will benefit. Maricopa County ($756,448): A total
of 10 low-income families will benefit.
Target Date 6/30/2022
Estimate the number and 13 low-income households.
type of families that will
benefit from the proposed
activities
Location Description Avondale and Maricopa Urban County.
Maricopa County HOME Consortium and Urban County 44
2021-2022 Annual Action Plan

Planned Activities Housing rehabilitation for owner occupied single-family homes for eligible low-income households.
7
Project Name HOME Tenant Based Rental Assistance - PY2021
Goals Supported Expand Affordable Housing Options
Needs Addressed Affordable Housing for Low-to-Mod. Income Renters
Funding HOME: $682,125
Description Tenant based rental assistance for eligible low-income households. Surprise ($174,308): Tenant based
rental assistance for 10 eligible low-income households. Tempe ($507,817): Tenant based rental
assistance for 30 eligible low-income households.
Target Date 6/30/2022
Estimate the number and 40 low-income households.
type of families that will
benefit from the proposed
activities
Location Description Surprise and Tempe
Planned Activities Tenant based rental assistance for eligible low-income households.
8
Project Name HOME Program Administration - PY2021
Funding HOME: $444,815
Description Program administration for HOME Activities for Maricopa County as Lead Agency ($281,598), and
Avondale ($13,206), Chandler ($25,618), Glendale ($42,906), Peoria ($14,504), Scottsdale ($21,508),
Surprise ($11,621), and Tempe ($33,854). The Town of Gilbert elected not to use its administration
allocation, and allocated the full amount to projects.
Target Date 6/30/2022
Maricopa County HOME Consortium and Urban County 45
2021-2022 Annual Action Plan

Estimate the number and N/A - Program Administration
type of families that will
benefit from the proposed
activities
Location Description Lead Agency (Maricopa County Human Services Department) and HOME Consortium Communities
excluding the Town of Gilbert.
Planned Activities Program Administration
9
Project Name CDBG Program Administration - PY2021
Funding CDBG: $569,728
Description 2021-22 Program Administration for CDBG, HOME, and ESG programs. Fair housing activities. Lead-based
paint hazard reduction activities.
Target Date 7/1/2022
Estimate the number and N/A - Program Administration
type of families that will
benefit from the proposed
activities
Location Description Maricopa County
Planned Activities 2021-22 Program Administration for CDBG, HOME, and ESG programs. Fair housing activities. Lead-
based paint hazard reduction activities. Activities include the CDBG-eligible Matrix Code: 21A General
Program Administration, 24 CFR 570.206 or 24 CFR 570.489(a)(3).
10
Project Name CDBG MCHSD Homeless Services - PY2021
Goals Supported Support Public Services in the Urban County
Needs Addressed Services and Housing for People Exp Homelessness
Services and Housing for Special Needs Populations
Maricopa County HOME Consortium and Urban County 46
2021-2022 Annual Action Plan

Funding CDBG: $427,296
Description Provide shelter and supportive services for homeless individuals and families. Emergency Shelter (Total-
$249,000): A New Leaf ($39,330); Lutheran Social Services ($65,000); Native American Connections
($144,670). Supportive Services for Rapid Rehousing and Navigation Services (Total $178,296):
Community Bridges, Inc. ($132,000) for Justice-involved Navigation Services; and Workforce Navigation
services ($46,296).
Target Date 7/1/2022
Estimate the number and 1,715 homeless or low-income persons.
type of families that will
benefit from the proposed
activities
Location Description Maricopa County
Planned Activities Provide shelter and supportive services for homeless individuals and families. Activities include the
CDBG-eligible Matrix Code: 03T Homeless/AIDS Patients Programs, 24 CFR 570.201(e) or 42 USC
5305(a)(8) + 24 CFR 570.482(c)(2).
11
Project Name CDBG MCHIP Owner Occupied Home Repair - PY2021
Goals Supported Maintain Current Owner Housing
Needs Addressed Affordable Housing for Low-to-Mod. Income Owners
Funding CDBG: $210,000
Description Provide emergency, minor, and moderate home repairs, including lead-based paint remediation, for low-
and moderate-income Urban County homeowners. The project will assist at least 4 low- and moderate-
income homeowners throughout the Urban County.
Target Date 7/1/2022
Maricopa County HOME Consortium and Urban County 47
2021-2022 Annual Action Plan

Estimate the number and 4 low- and moderate-income families.
type of families that will
benefit from the proposed
activities
Location Description Maricopa Urban County
Planned Activities Provide emergency, minor, and moderate home repairs for low- and moderate-income Urban County
homeowners. Activities can include remediation of lead-based paint hazards and homeowner relocation
when appropriate.
12
Project Name CDBG Arizona Fire and Medical Authority - PY2021
Goals Supported Fund Public Improvements in the Urban County
Needs Addressed Urban County Public Improvements/Infrastructure
Funding CDBG: $107,374
Description Installation of an 80KhW electrical generator for supplemental power during power outages. The
generator will provide supplemental power for emergency equipment and supplemental equipment.
The Tonopah Fire Station serves a 306 square mile rural area with open desert and large one acre lots.
Target Date 6/30/2022
Estimate the number and 2,105 low-and moderate-income residents live in the Tonopah service area. It is estimated that 20% of
type of families that will the residents have a disability.
benefit from the proposed
activities
Location Description Tonopah, AZ
Planned Activities Installation of an 80KhW generator and infrastructure to support the Tonopah Fire Station operations in
the event of a power outage.
Maricopa County HOME Consortium and Urban County 48
2021-2022 Annual Action Plan

13
Project Name CDBG Buckeye Senior Center Kitchen Expansion - PY2021
Goals Supported Fund Public Improvements in the Urban County
Needs Addressed Urban County Public Improvements/Infrastructure
Funding CDBG: $540,000
Description The project is a 1,500 square foot new kitchen addition to the existing City of Buckeye Senior Center.
The Center serves congregate and home delivered meals to low- and moderate-income seniors and
persons with disabilities.
Target Date 6/30/2022
Estimate the number and 495 individuals with an annual income of between 51-80% AMI will benefit from the project.
type of families that will
benefit from the proposed
activities
Location Description Buckeye, AZ
Planned Activities A 1,500 square foot kitchen addition.
14
Project Name CDBG Gila Bend Norma Street Reconstruct - PY2021
Goals Supported Fund Public Improvements in the Urban County
Needs Addressed Urban County Public Improvements/Infrastructure
Funding CDBG: $525,583
Description Reconstruction of Norma Street in the Town of Gila Bend. Norma Street project includes 700 linear feet
of pavement and sidewalks installed on the southside of the street.
Target Date 6/30/2022
Maricopa County HOME Consortium and Urban County 49
2021-2022 Annual Action Plan

Estimate the number and 1,725 low- and moderate-income residents will benefit from the project.
type of families that will
benefit from the proposed
activities
Location Description Gila Bend, AZ
Planned Activities Reconstruction of Norma Street in the Town of Gila Bend. Norma Street project includes 700 linear feet
of pavement and sidewalks installed on the southside of the street.
15
Project Name CDBG Gila Bend Booster Station Upgrade - PY2021
Goals Supported Fund Public Improvements in the Urban County
Needs Addressed Urban County Public Improvements/Infrastructure
Funding CDBG: $37,500
Description Upgrades to the Water Pumping Booster Station serving the Butterfield Trail neighborhood in Gila Bend.
The project will upgrade the electrical automation of the station.
Target Date 6/30/2022
Estimate the number and 245 low- and moderate-income residents will benefit from the project.
type of families that will
benefit from the proposed
activities
Location Description Gila Bend, AZ
Planned Activities Upgrades to the Water Pumping Booster Station serving the Butterfield Trail neighborhood in Gila
Bend. The project will upgrade the electrical automation of the station.
16
Project Name CDBG Youngtown Sidewalks Phase II - PY2021
Goals Supported Fund Public Improvements in the Urban County
Maricopa County HOME Consortium and Urban County 50
2021-2022 Annual Action Plan

Needs Addressed Urban County Public Improvements/Infrastructure
Funding CDBG: $350,000
Description Installation of new sidewalks in the Town of Youngtown. The sidewalks will be installed in the
neighborhood bounded by West Peoria Avenue on the south; West Connecticut Ave on the north; North
111th Avenue to the east; and North 114th Avenue to the west. A total of 5,000 linear feet of sidewalks
and ADA ramps will be installed.
Target Date 6/30/2022
Estimate the number and 3,836 low- and moderate-income residents will benefit from the project.
type of families that will
benefit from the proposed
activities
Location Description Youngtown, AZ
Planned Activities Installation of new sidewalks in the Town of Youngtown. The sidewalks will be installed in the
neighborhood bounded by West Peoria Avenue on the south; West Connecticut Ave on the north; North
111th Avenue to the east; and North 114th Avenue to the west. A total of 5,000 linear feet of sidewalks
and ADA ramps will be installed.
Table 4 – Project Summary
Maricopa County HOME Consortium and Urban County 51
2021-2022 Annual Action Plan

AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The service area for the Maricopa HOME Consortium Year Five Annual Action Plan includes the HOME
Consortium member cities of Avondale, Chandler, Glendale, Peoria, Scottsdale, Surprise, Tempe; the
Town of Gilbert; and Maricopa Urban County. The service area of Maricopa Urban County is the
unincorporated area of Maricopa County, and the Cities and Towns of Buckeye, Cave Creek, El Mirage,
Fountain Hills, Gila Bend, Guadalupe, Litchfield Park, Tolleson, Wickenburg, and Youngtown.
HOME resources are allocated to Consortium members by a pre-determined allocation formula
outlined in the 2020-2025 Consolidated Plan section SP-10, and allocated within their jurisdiction areas
by Consortium members as allowable by the HOME program. A portion of Maricopa Urban County
CDBG funding is allocated based on a competitive process and the quality and quantity of applications
received.
Geographic Distribution
Target Area Percentage of Funds
Countywide
Table 5 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
Maricopa County HOME Consortium and Urban County 52
2021-2022 Annual Action Plan

Affordable Housing
AP-55 Affordable Housing - 91.420, 91.220(g)
Introduction
Maricopa County recognizes the need to support and increase affordable housing stock throughout
the county. This section outlines the Affordable Housing goals for 2021-22. The tables below outline
the numbers of households supported and the number of affordable housing units that will be
provided by program type. The first two tables include goals with HOME funding (Maricopa Urban
County and Consortium members). The third and fourth tables are inclusive of CDBG and ESG
(Maricopa Urban County and Consortium members) to show a combined commitment to affordable
housing through multiple funding streams.
HOME
One Year Goals for the Number of Households to be Supported
Homeless 26
Non-Homeless 67
Special-Needs 10
Total 103
Table 6 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 40
The Production of New Units 5
Rehab of Existing Units 14
Acquisition of Existing Units 44
Total 103
Table 7 - One Year Goals for Affordable Housing by Support Type
CDBG and/or ESG Funding
One Year Goals for the Number of Households to be Supported
Homeless 16
Non-Homeless 1,314
Special-Needs 10
Total 1,340
Maricopa County HOME Consortium and Urban County 53
2021-2022 Annual Action Plan

Table 6 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 1,105
The Production of New Units 7
Rehab of Existing Units 221
Acquisition of Existing Units 7
Total 1,340
Table 7 - One Year Goals for Affordable Housing by Support Type
Discussion
Please see the AP-35 Projects section to view a detailed description of the HOME-funded projects. Also
refer to individual Consortium member Action Plans for detailed descriptions of their CDBG projects.
Maricopa County HOME Consortium and Urban County 54
2021-2022 Annual Action Plan

AP-60 Public Housing - 91.420, 91.220(h)
Introduction
This section discusses actions that are planned during the next year to address the needs of public
housing, encourage public housing residents to become more involved in management and participate
in homeownership. Each member of the Maricopa HOME Consortium is served by a local Public
Housing Agency (PHA) which prepares an Annual Agency Plan. The five PHAs within the Consortium
areas are Chandler, Glendale, Scottsdale, Tempe, and the Housing Authority of Maricopa County.
Those Annual Agency Plans are incorporated by reference herein and in each of the individual Action
Plans. The numbers of units of public housing and Housing Choice Vouchers (HCV) for the five PHAs
serving HOME Consortium members are listed below.
HUD PUBLIC
HOUSING HOUSING
HOUSING PROGRAM HOUSING/ LOW RENT
AUTHORITY CHOICE
AUTH. TYPE LOW RENT DEVELOPMENTS
NAME VOUCHERS
CODE UNITS
AZ003 Glendale Combined 155 1 1,054
AZ009 Maricopa County Combined 0 14 1,738
AZ028 Chandler Combined 303 3 486
AZ031 Tempe Section 8 0 0 1,156
AZ032 Scottsdale Section 8 0 0 755
Source: HUD Housing Authority Profiles https://pic.hud.gov/pic/haprofiles/haprofilelist.asp
Actions planned during the next year to address the needs to public housing
Maricopa County Human Services Department plans to address the needs of public housing in the
following year by:
• Working closely with the Housing Authority of Maricopa County (HAMC) to continually work to
align and coordinate to address the needs of public housing;
• Continuing to work closely with HAMC on a joint TBRA program that targets homeless persons
with or without justice-involvement. The primary objective of the program is to assist eligible
applicants in securing safe, decent, and sanitary housing in the private rental market.
• The MCHSD Community Services Division (CSD) has full-time staff on-site at both the Madison
Heights Apartments in Avondale and Coffelt Apartments in Phoenix, two HAMC RAD projects,
to provide tools and resources that support individuals and families move through and out of
poverty. Some of the services provided by the Resident Resource Coordinator include
emergency utility and rental assistance, employment services, computer training, financial
literacy classes, programs for youth, community referrals, resource coordination, and other
Maricopa County HOME Consortium and Urban County 55
2021-2022 Annual Action Plan

individualized services. Currently, CSD has a partnership with the Avondale Elementary School
District to provide a STEAM (Science, Technology, Engineering, Art and Math) centered after-
school enrichment program for students at Madison Heights. CSD at Madison Heights also has
active partnerships with, Workforce Development Division (WDD), Care 1st Avondale Resource
Center, A New Leaf, and St. John Vianney Pantry.
Actions to encourage public housing residents to become more involved in management
and participate in homeownership
HAMC maintains a Family Self-Sufficiency (FSS) program for the HCV program. Each HAMC office has
informational handouts and referrals to help the residents find resources based on their needs.
Partnerships with local nonprofits and governmental agencies, including the MCHSD, have increased
the resources available to residents. Goal setting is a part of the FSS program requirement. Residents
and clients have been able to improve their credit scores, obtain GED certificates, attend college, earn
workforce/technology certificates, increase wage based incomes, and reduce reliance on assistance.
HAMC does not have a homeownership program at this time.
If the PHA is designated as troubled, describe the manner in which financial assistance will
be provided or other assistance
Not applicable. The Housing Authority of Maricopa County is considered a “Standard” PHA.
Discussion
HOME Consortium
Please refer to the Appendix to review additional Consortium member contributions to this section.
Maricopa County HOME Consortium and Urban County 56
2021-2022 Annual Action Plan

AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Introduction
The Maricopa HOME Consortium understands that preventing and ending homelessness using
targeted resources alone will not work exclusively. Therefore, the Consortium is engaged in leveraging
mainstream housing, health, education, and human service programs to support people experiencing
homelessness. Within the Maricopa HOME Consortium, Maricopa County, the City of Glendale, and the
City of Tempe are ESG entitlement grantees. See the Glendale and Tempe Annual Action Plans for
additional discussion of homelessness and other special needs activities. The entity coordinating the
strategy to end homelessness will continue to be the Maricopa Association of Governments (MAG)
Continuum of Care.
Maricopa County will continue its efforts to support:
• Continued involvement with the Maricopa Regional Continuum of Care.
• Leading efforts in response to COVID 19. This includes isolation, quarantine, testing and
vaccinations for people experiencing homelessness.
• Regional planning efforts with Maricopa Association of Governments, East and West Valley
Cities to ensure equitable distribution of services throughout the region.
• Continued support for the Human Services Campus. The Campus provides emergency shelter
for homeless men and women, and services such as a dental clinic, the Healthcare for the
Homeless Program, the St. Vincent de Paul Facility, and the Day Resource Center.
• The use of the HMIS among homeless providers to support data driven decision making and
system-wide improvement.
• Continued support of homeless prevention services funded by the United Way and other
sources through Community Action Programs.
• Continued advocacy for preserving and increasing the number of Housing Choice Vouchers to
local housing agencies and providers, including local preference for homeless households.
• An increased emphasis on performance and accountability through evaluation.
• Use of Emergency Solutions Grants (by Maricopa County, Glendale, Mesa, Phoenix, Tempe, and
the Arizona Department of Economic Security) to support one or more of the following
activities: outreach, emergency shelter, homeless prevention, rapid rehousing, and HMIS.
• Local general fund contributions to regional homeless issues.
• Local allocations of funding from citizen contributions to utility bill donation programs for
services and housing for homeless and victims of domestic violence.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
Maricopa County HOME Consortium and Urban County 57
2021-2022 Annual Action Plan

individual needs
Maricopa County continues to seek new opportunities that could create more housing placements
and reduce the homeless population in Maricopa County. With the support of the Board of
Supervisors, a Homeless Program Manager position is located within the MCHSD Housing and
Community Development Division. MCHSD has the opportunity to increase outside funding to
leverage from the private sector, faith-based community, and other community-based organizations
to address homelessness. MCHSD will continue to forge partnerships to organize efforts in other
localities and municipalities to create regional solutions to the problem of homelessness. By creating
regional solutions, there will be more opportunities for placements of homeless persons with the
intent of seeing a decline of homelessness in Maricopa County.
Addressing the emergency shelter and transitional housing needs of homeless persons
Maricopa County’s plan for the investment and use of available resources and one-year goals for
reducing and ending homelessness includes utilizing Emergency Solutions Grant and the Community
Development Block Grant’s public service allocation to fund emergency shelter operations, navigation
services and Rapid Rehousing for families, individuals, justice engaged households, and youth
experiencing homelessness. These activities are high priority as described in the Five Year
Consolidated Plan.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless
individuals and families to affordable housing units, and preventing individuals and families
who were recently homeless from becoming homeless again
According to the Maricopa Association of Government’s 2020 Point-In-Time Homeless Count, local
data collected during the one-day count indicated that 7,419 people were experiencing homelessness
in Maricopa County, with 3,767 of them reported to be unsheltered and 3,652 people in shelters. There
is a significant need in Maricopa County to rapidly move persons experiencing homelessness into
permanent housing and to surround them with appropriate services.
Maricopa County plans to utilize ESG, CDBG public service funds, and general funds as available, to
work towards strengthening the pipeline between homelessness to permanent housing and
independent living. In addition, it will continue to utilize funding for vulnerable individuals
experiencing homelessness through CARES Act and COVID relief fund sources.
Helping low-income individuals and families avoid becoming homeless, especially extremely
Maricopa County HOME Consortium and Urban County 58
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low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health
facilities, foster care and other youth facilities, and corrections programs and institutions);
or, receiving assistance from public or private agencies that address housing, health, social
services, employment, education, or youth needs.
Maricopa County, through its Human Services Department, intends to address the needs of low-
income or extremely low-income families from becoming homeless, including those being discharged
from publicly funded institutions and systems of care or receiving assistance from public or private
agencies, through the following programs. In addition, Maricopa County dedicates ESG resources, and
CDBG as discussed above, to support the regional effort to end homelessness.
• Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal justice
leaders and human services partners including MCHSD which aims to reducing offender recidivism. It
is bolstered by decades of careful research and seeks a more efficient, targeting of scarce resources
to where they will be most effective. It aims to enhance long-term public safety, reduce the collateral
damage crime inflicts on children, families, victims and neighbors.
• Senior and Adult Independent Living Program – Funds will be provided through the County general
fund and Area Agency on Aging to provide in home case management for the elderly and people with
physical disabilities age 18 to 59. The goal is to keep people in their own homes as long as possible.
• Community Action Program (CAP) – Areas of service include Maricopa County except Glendale,
Phoenix and Mesa; who have their own programs. Funds will be provided through private, local,
county, and federal funding to assist the elderly, disabled, and other low- and moderate-income
residents with a menu of services. Services may include information and referral, utility deposits and
payments, rent/mortgage deposits and assistance, eviction prevention, food pantries, gas and
prescription assistance, head start programs, and IDA asset assistance. Programs are developed to
ensure local needs are met.
• Weatherization Program – Funds will be provided through private and federal funds to provide an
in-home energy audit and weatherization assistance to elderly, persons with disabilities, families with
children, and other low-income residents.
• Utility Repair/Replacement Program – Funds will be provided through private funds to complete
repair/replacement of utility related appliances for the elderly, disabled, families with children and
other low-income County residents.
• Head Start and Early Head Start – This division of HSD utilizes federal funds to provide
comprehensive child development programs for children 0 – 5 years of age, pregnant women, and the
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families to prepare children for future success in school and to support parents as their child’s primary
nurturer and educator.
• Workforce Development - Operates two comprehensive One-Stop Career Centers called Arizona @
Work: Maricopa County. Funds will serve job seekers and youth between the ages of 16-24 to help
them further their education and employment goals. Arizona @ Work: Maricopa County is also
conducting several pilot programs with services targeted at specific populations including US
Veterans, individuals dealing with homelessness and those with criminal justice challenges.
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
Address the housing and supportive service needs for persons who are not homeless but
have other special needs (i.e. elderly, frail elderly, persons with disabilities (mental, physical,
developmental, persons with alcohol or other drug additions), persons with HIV/AIDS (and
their families), and public housing residents:
• Maricopa County Human Services Department will address the housing and supporting
needs of persons who are not homeless but have other special needs by:
o Eviction prevention activities through leveraged Community Services Block Grant
funding
o Tenant Based Rental Assistance program with prioritization for homeless and justice-
involved
o Emergency home repair/homeowner rehabilitation for low-income households
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AP-75 Barriers to affordable housing - 91.420, 91.220(j)
Introduction
Region-Wide Shortage of Affordable Rental Housing
In Arizona, there is a increasingly worsening shortage of rental housing that is both affordable and
available to the extremely low-income households (with incomes at or below 30% AMI). According to
the National Low Income Housing Coalition’s Report, The Gap, in 2021 within Maricopa County alone
there were 112,737 extremely low income renter households, and only 23,252 affordable and available
rental homes which is down from 27,245 rental homes reported in the 2018 The Gap report. In addition,
in Maricopa County:
• Maricopa County is listed among the 10 metropolitan areas with the most severe shortages of
rental homes affordable to extremely low income households across the 50 largest
metropolitan areas;
• There were only 21 affordable and available rental homes per 100 extremely low income renter
households, and only 44 for those at or below 50% AMI; and
• 79% of extremely low income renter households spend more than half of their income on
housing and are considered severely cost-burdened.
Barriers to Various Types of Affordable Housing
The 2020-2025 Consolidated Plan identified barriers to the creation of new affordable housing (single-
family or multi-family) as the cost of land, cost of construction and infrastructure, permit fees, impact
fees, developer interest, taxes, zoning, and insufficient financial resources.
The 2020 Maricopa County Regional Analysis of Impediments to Fair Housing Choice (AI) identified
high-priority contributing factors to fair housing impediments of: insufficient affordable housing in a
range of unit sizes; Black or African American, Hispanic, and Native Hawaiian/Pacific Islander
households with disproportionate rates of ‘housing problems’ (as defined by HUD); insufficient
accessible affordable housing; failure to make reasonable accommodations; lack of fair housing
infrastructure; insufficient fair housing education; and insufficient understanding of credit. Additional
medium priority contributing factors were also identified.
Actions planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
Maricopa County is committed to overcoming barriers to affordable housing by providing funding to
increase the supply of affordable housing through the Maricopa HOME Consortium and by
participating in activities that affirmatively further fair housing. Within the Maricopa Urban County,
communities may waive permit fees for HOME-assisted housing rehabilitation, which include Buckeye,
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El Mirage, Guadalupe, Wickenburg and Youngtown; and Maricopa County does not assess impact fees
for residential development. In addition, specific actions to address barriers to affordable housing
during the year include:
• Continuing a Tenant Based Rental Assistance program with a priority for people experiencing
homelessness. These people may also be experiencing the additional barrier to accessing
affordable housing of being justice-involved;
• Educate county staff and officials and the public about fair housing issues.
HOME Consortium
The actions planned to take place by the Maricopa HOME Consortium during the next year to remove
barriers to affordable housing include:
• Fair Housing activities including outreach and education;
• Community land trusts;
• Land donations when applicable;
• Reduce Permit fees when applicable; and
• Reduce Impact fees when applicable;
Please refer to the Appendix to review additional Consortium member contributions to this section.
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
This section discusses Maricopa County’s efforts in addressing underserved needs, fostering and
preserving affordable housing, reducing lead-based paint hazards, reducing the number of poverty-
level families, and developing institutional structures for delivering housing and community
development activities. See the Appendix for individual actions planned by members of the HOME
Consortium.
Actions planned to address obstacles to meeting underserved needs
As previously noted, there is a lack of affordable housing in Maricopa County which presents a
challenge for residents. In addition, the need for funding to support housing and homelessness
services, including supportive services, and the funding to undertake community development
projects far exceeds the resources available within our community. In order to address these obstacles
to meeting underserved needs, actions planned within the Consortium include:
• Continued participation on the Maricopa Regional Continuum of Care Board.
• Continued participation by Maricopa County in Funder's Collaborative opportunities to
align strategies to ending homelessness.
• Continued participation in the Regional Collaborative on Homelessness to develop
strategies to address homelessness throughout Maricopa County.
• Seeking new resources that will increase the funding available for affordable housing
and community development programs.
• Continued advocacy by members of the CDAC regarding the preservation of HUD
resources for housing and community development.
• Technical assistance by Maricopa County Human Services Department - Housing and
Community Development Division staff to individual jurisdictions in managing funded
projects effectively to ensure maximum community benefit.
Actions planned to foster and maintain affordable housing
In order to foster affordable rental housing opportunities for low-income or homeless persons,
Maricopa County will:
• Utilize funding to foster new affordable homeownership opportunities for low-income
families in the Urban County through new construction or acquisition and
rehabilitation for resale;
• Maintain the Hand in Hand program with a priority for people experiencing
homelessness who may additionally be justice-involved;
• Use ESG and CDBG Public Service resources to fund short to medium term Navigation
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and Rapid-Rehousing for people experiencing homelessness;
• Monitor multi-family rental development projects in order to maintain the number of
decent, safe, and affordable rental units available;
• Monitor to identify and remedy projects out of compliance, thereby enhancing and
preserving the existing supply rental unit available and accessible to low-income
families.
In order to maintain affordable housing for persons who are already homeowners, Maricopa County
will promote the use of energy efficient home improvements through its Maricopa County Home
Improvement Program funded through federal LIHEAP, DOE, and local funds. Energy efficient
improvements may include energy star appliances, ceiling fans, cellulose insulation, low flow faucets,
and more. MCHIP will also undertake home rehabilitation projects which will utilize CDBG, HOME,
and/or Salt River Pima-Maricopa Indian Community funding to provide health and safety upgrades, as
well as necessary home repairs to qualifying low income families or Veterans with disabilities.
Subject to local priorities, ordinances and the preferences of local governing bodies, examples of items
that the Maricopa HOME Consortium may undertake are:
• Waive or abate permitting and development fees for priority affordable housing
development and targeted redevelopment approved by local governing bodies.
• Promote the use of alternative labor in housing programs through self-help initiatives
(Habitat for Humanity).
• Assess local zoning, subdivision, zoning and impact fees to foster affordable housing
production pursuant to priorities set by local governing bodies.
• Grant density bonuses, clustering, rezoning of vacant land, flexible setback requirements,
adaptive re-use, inclusionary zoning and other incentives to priority affordable housing
projects for production and preservation.
• Implement expedited permit processing for priority affordable housing production.
• Encourage municipal and county Industrial Development Authorities (IDAs) to allocate
surplus revenues for locally identified affordable housing and revitalization priorities and
uses by agreement with local governing bodies. Encourage annual reporting by IDAs to local
governing bodies on the investment and volume of surplus revenues.
• Monitor and update building codes to provide for cost effective construction and quality
manufactured housing development.
• Continue to inventory surplus local and county land and improvements for their use in
affordable housing production. Execute land banking where prudent and feasible pursuant
to local objectives.
Actions planned to reduce lead-based paint hazards
Maricopa County was awarded a $1.8 million grant in 2019 to perform Lead Hazard Reduction and
Healthy Homes work in pre-1978 homes with children under 6. Maricopa County will be focused on
reducing lead-based paint hazards in 2021. Actions planned, in addition to undertaking the
implementation of the lead hazard reduction grant, include:
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• Participation as a member on the Arizona Lead Poisoning Prevention Coalition, a state-wide
group of governmental, Medicaid/Health Plans, healthcare, community services, education,
and more with a common goal of reducing lead poisoning among children.
• Strengthening partnerships with the Maricopa County Department of Public Health, local
non-profits, and local governmental organizations aimed at reducing lead-based paint
hazards.
In addition, the Maricopa HOME Consortium will continue to comply with all lead-based paint (LBP)
requirements imposed by HUD and will continue to direct resources to eliminate lead-based paint in
its housing. Pursuant to CFR 36.900, Consortium members will continue to address, monitor, evaluate
and reduce lead-based paint hazards throughout the community through their housing improvement
programs, emergency rehabilitation grant programs, and rental rehabilitation programs. Consortium
members will approach all pre-1978 units participating in its Rehabilitation Programs with a
presumption of lead-paint hazards. As applicable, members will contract with Environmental
Protection Agency (EPA) certified lead paint firms for assessment and abatement activities in the
rehabilitation programs.
Lead-based paint requirements for rehabilitation programs using CDBG and HOME funds fall into three
categories based on the amount of rehabilitation assistance committed. Consortium members will
follow the procedures articulated below. Consortium members will also follow the three procedures
as articulated in the Consolidated Plan Lead Based Paint Hazards section SP-65.
In order to reduce the number of housing units containing lead-based paint hazards, housing programs
require that rental units receiving tenant based rental assistance are required to meet minimum quality
standards. For units built prior to 1978, to be occupied by a family with a child under six years old, all
chipped and peeling paint will be removed prior to assisted occupancy. Rental units constructed
before 1978 and rehabilitated with CDBG or HOME assistance are tested and all lead paint abated as
part of the rehabilitation contract. All homes constructed before 1978 and rehabilitated with CDBG or
HOME assistance will comply with HUD LBP requirements. This activity will increase the inventory of
lead-safe housing available to extremely low-income, low-income, and moderate-income families in
Maricopa County.
Actions planned to reduce the number of poverty-level families
The Maricopa County Human Services Department provides a wide array of programs and supportive
services to enhance economic, educational, and social opportunities and encourage individual and
family self-sufficiency including:
• Affordable housing programs that serve homeless and justice-involved families;
• Minority Business Enterprise/Women’s Business Enterprise and Section 3 opportunities in
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procurement;
• Family Self-Sufficiency Programs for assisted housing residents;
• Support services to TANF families;
• Community Action Programs; and
• Head Start Programs.
In addition, the Department continues to operate two comprehensive One-Stop Career Centers called
Arizona @ Work: Maricopa County. Services offered include:
• Skill and aptitude assessment
• Career counseling
• Resume instruction and review
• Labor market and occupational demand information
• Supportive services (personal, family and emergency).
• Supplemental financial assistance for select local training/education programs
• State-of-the art computer labs and office equipment
• Job search and job readiness workshops (assessments, resumes, basic computer, job searching,
interviewing and Job Clubs).
• Assist job seekers in loading their resume on the state’s online job board, azjobconnection.gov,
to improve search-ability by employers, job developers and Arizona @ Work’s Business Services
team; and improve job leads/employment connections.
Arizona @ Work: Maricopa County started a program called Smart Justice which involves criminal
justice partners that are individually and collaboratively promoting evidence-based practices to reduce
recidivism and to promote long-term public safety and cost effectiveness. Smart Justice addresses the
most important criminal justice priorities, such as long-term public safety, reducing recidivism, and
preventing victimization.
In addition to the two One-Stop Centers, Arizona @ Work: Maricopa County operates four youth hubs
where services are offered to youth between the ages of 16-24 to help them further their education
and employment goals. Arizona @ Work: Maricopa County is also conducting several pilot programs
with services targeted at specific populations including Veterans, individuals dealing with
homelessness, and those with criminal justice challenges.
Actions planned to develop institutional structure
Maricopa County continues to take a systems approach to researching and building upon existing
partnerships, and with respect to specific gaps in institutional structure will work to create new
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partnerships with public, private, non-profit, and philanthropic organizations.
Homelessness Initiatives
• Participate in a partnership called Hand in Hand to reduce recidivism, and connect people
experiencing homelessness, and are justice engaged, to appropriate housing and supportive
services created from representatives of the Maricopa County Human Services Department,
Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa County
(HAMC), and Mercy Maricopa Integrated Care (MMIC). The partnership's mission is to work
hand in hand with supportive services, housing providers, physical and mental health services,
jails, and policy makers to serve justice-involved homeless individuals and families by
connecting them with necessary supports and housing.
• Work with the Continuum of Care to foster a coordinated entry system for homeless service
programs.
• Participation on the Regional Collaborative on Homelessness to develop strategies and
solutions for homelessness across Maricopa County
• Leading the COVID-19 response as it relates to people experiencing homelessness.
Implementing isolation units and transportation for COVID-19 positive individuals as well as
spearheading the testing and vaccination individuals experiencing homelessness
• Participate in existing groups and committees such as ESG Subcommittee, Maricopa Regional
Continuum of Care Board, and Maricopa Regional Continuum of Care Ending Chronic
Homelessness Workgroup, Coordinated Entry Subcommittee, and Ending Veteran
Homelessness Subcommittee.
• Utilizing CDBG Public Service allocation to fund a Workforce Development Coordinator position
with a sole focus on helping people experiencing homelessness secure employment. The
position will help individuals participating in any of MCHSD’s housing programs obtain training
and employment in order to become self-sufficient.
• Provide up to $100,000 in Maricopa County general funds for homeless service providers to
develop Diversion programs in order to assist people experiencing a housing crisis and/or
seeking shelter to identify immediate alternate housing that is safe and appropriate through
crisis intervention.
Collaboration and Partnership
• Engage in landlord outreach to local private affordable housing providers during the
implementation of the County’s Tenant Based Rental Assistance program in an effort to assist
individuals experiencing homelessness and are justice engaged with finding safe and affordable
homes.
• Work to further strengthen linkages between services provided under the umbrella of the
Maricopa County Human Services Department. The Divisions of Early Education and Head Start,
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Community Services, Senior and Adult Services, and Workforce Development work closely with
the Housing and Community Development Division. The combined efforts strengthen all
divisions and result in a continuum of care encompassing homelessness prevention, rent and
utility assistance, help finding employment and/or obtaining training, stable housing, links to
homeownership opportunities, and tools for long term financial stability.
• Leverage non-federal funding for Home Improvement/Rehabilitation Programs, and federal
funding for Lead-Based Paint Hazard Reduction, to assist the communities and families in the
Urban County.
Regional Coordination
• Continue to serve as the administrator for the Urban County CDBG and as the Lead Agency for
the Maricopa HOME Consortium. Continue to meet monthly in order to benefit from collective
information sharing and training.
• Participation as a member on the Arizona Lead Poisoning Prevention Coalition.
• Increase linkages between other Maricopa County departments including Correctional Health
Services and Public Health, and strengthen contact with Real Estate to assist with data capture.
Actions planned to enhance coordination between public and private housing and social
service agencies
Coordination between public and private agencies allows affordable housing and social service
agencies and programs to work effectively. Maricopa County benefits from strong partnerships
forged with the Regional Continuum of Care, Housing Authority of Maricopa County (HAMC), local
cities/towns and Public Housing Authorities, local non-profit organizations, membership in the Arizona
Fair Housing Partnership, and participation on the Arizona Partnership for Healthy Communities
Steering Committee.
Members of the HOME Consortium regularly coordinate with private industry, businesses, private
housing developers, non-profit housing providers, and social service agencies through their affordable
housing and community development efforts. Members also work closely with the real estate,
construction and finance industries to implement other ongoing HOME and CDBG supported housing
rehabilitation and production activities. Maricopa HOME Consortium members competitively award
HOME and CDBG funding as applicable to local and federal laws. As a result, much of Maricopa HOME
Consortium's HOME funds throughout the county are competitively awarded to non-profit
organizations for activities including single-family housing new construction, down payment
assistance, owner occupied housing rehabilitation, or new construction of multi-family housing. In
some cases, the Maricopa County subrecipients and CHDOs also coordinate with social service
agencies to provide activities such as homeownership counseling, career development, youth
enrichment and achievement, day care centers, and “Starter Boxes” with essentials for previously
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homeless tenants to be provided at move-in. Additional coordination activities by members with social
service agencies are discussed at length throughout the FY2020-2025 Consolidated Plan.
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
It is anticipated that the Urban County will not have CDBG program income this fiscal year and there is
not program income received in the preceding program year. Refer to each Consortium member’s
Annual Action Plan for expected CDBG program income.
Please see Appendix for AP-90 Supplementary Information regarding CDBG, HOME, Affordable
Homeownership Limits, Resale/Recapture, HOME Program Income, and additional information.
Other CDBG Requirements:
Specify the years covered that include this Annual Action Plan: 2021, 2022, 2023
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low and moderate Income. Overall Benefit - A
consecutive period of one, two or three years may be used to determine that 100.00%
a minimum overall benefit of 70% of CDBG funds is used to benefit persons of
low and moderate income.
Specify the years covered that include this Annual Action Plan. 2021, 2022, 2023
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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:
Maricopa HOME Consortium does not use any other form of investment not described in
§92.205(b).
2. A description of the guidelines that will be used for resale or recapture of HOME funds when
used for homebuyer activities as required in 92.254, is as follows:
Please refer to the Appendix to review Maricopa County Supplemental Information and additional
Consortium member contributions to this section.
Recapture:
Under most circumstances, Maricopa HOME Consortium members use the Recapture Provision
for homeownership projects undertaken by the entities themselves or subrecipients (except as
noted below under Resale). These provisions are imposed for the duration of the period of
affordability on all HOME-assisted homebuyer projects through a written agreement with the
homebuyer and enforced via deed restrictions. The recapture provisions are triggered by any
transfer of title, either voluntary or involuntary, during the established HOME period of
affordability.
The amount of homebuyer assistance, which determines the length of the affordability period, is
secured with a Deed of Trust and Promissory Note between the low-income owner and the
beneficiary (the Consortium member, subrecipient, or CHDO). The amount of homebuyer
assistance/recaptured funds includes:
• Any HOME funds provided to the buyer at the time of purchase (down payment, closing cost
or housing rehabilitation) to assist with the purchase, whether provided directly by the
program administrator or by the developer using funds provided by the program; and
• Any reduction in the purchase price from fair market value to an affordable purchase price.
If there is no direct homebuyer assistance and a development subsidy is provided, then the resale
method outlined below must be used.
Resale:
Under most circumstances, the recapture provisions outlined above will be used in HOME
homebuyer activities. However, resale restrictions may be used under the following
circumstances:
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• When HOME Program funds are used only as a development subsidy for the construction or
renovation of homeownership housing, and no homebuyer assistance is provided, and
• When a land trust owns the property. In the case of a land trust, the HOME resale restrictions
will be enforced through the Land Use Restrictive Agreement (LURA).
Resale restrictions will ensure that housing assisted with HOME funds is made available for resale
only to HOME program eligible low-income households that will use the property as their principal
residence. A Memorandum of Ground Lease and Right of First Refusal are recorded. A
“Performance” Deed of Trust is also recorded with the developer as the beneficiary; this ensures
the developer is notified in the event the owner of the improvements attempts to refinance or
transfer the property.
HOME regulations 24 CFR 92.254 (a)(5)(i)(A) allows for the restriction to be extinguished by a third-
party lender in the event of foreclosure, transfer in lieu of foreclosure or assignment of an FHA
mortgage in order to clear title. The County permits CHDOs and Consortium Members to use rights
of first refusal or other means to intervene and preserve the affordability of the unit.
3. A description of the guidelines for resale or recapture that ensures the affordability of units
acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Recapture:
The affordability period specified in the note and deed of trust (DOT) is the minimum period for
the project as specified in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is
determined by the amount of HOME assistance. The amount subject to Recapture: In all but the
cities of Glendale and Avondale, if the housing does not continue to be the principal residence of
the assisted household, whether voluntary or involuntary, due to sale, foreclosure, or any other
event, the note and DOT will require repayment of the full amount of HOME funds subject to
recapture at the time the event occurred. The lien covers the full amount to be recaptured. The
Recapture mechanisms used to secure the affordability of the HOME assisted unit are recorded in
accordance with state law. The exceptions, the Cities of Glendale and Avondale permit the amount
subject to recapture to be reduced based on a pro rata reduction during the affordability period.
In all cases, the amount to be repaid is the subsidy provided directly to or on behalf of the
homebuyer for closing costs and is limited to the net proceeds of the sale, which is defined as the
sales price minus the first lien and seller paid closing costs and includes only the following items to
the extent actually incurred: brokers commission, reasonable attorney fees, and any transfer tax
or recording fee payable by the seller.
Resale:
The affordability period is determined by the total investment of HOME funds in the unit,
regardless of whether or not the funds are reflected in buyer financing. If the assisted property is
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sold while under the resale restrictions, the home must be sold to a HOME eligible buyer approved
by either the County, Consortium Member, or CHDO. The price at resale must provide the original
HOME-assisted homebuyer a fair return on the investment and be affordable to a reasonable range
of low-income buyers. Therefore, sales price during affordability can occur at market value with
the following limitations.
Fair return on investment: is defined as the purchase price, plus 25% of the increase in value at the
time of resale based on the valuation performed by a duly licensed appraiser. The appraisal will be
the objective standard used at the time of the original purchase and at resale. Any capital
improvements will be determined by the assessed value of the appraisal at the time of resale. The
price shall not exceed a price that results in net proceeds (after first lien and sales costs) to the
seller that exceeds: the reimbursement of the original owner's investment including down
payment and closing costs made at the time of initial purchase, if any; the value of capital
improvements to the property as determined by an appraisal, if any; the principal amortized on
the first lien during the period of ownership.
Affordable to a range of low-income buyers: The housing must remain affordable to the
subsequent purchaser during the HOME period of affordability. The housing will be considered
affordable if the subsequent purchaser's monthly payment of principal, interest, taxes and
insurance do not exceed 30% of the gross income of a qualified low-income family with an income
less than 80% of area median income for the area. If the property is no longer affordable to
qualified homebuyers at the time of resale, the County, Consortium Member, or CHDO may take
steps to bring the property acquisition cost to a level that is affordable by layering HOME subsidy
in the form of down payment assistance and extending the affordability period. This subsidy may
result in the actual sales price being different to the seller than to the subsequent homebuyer.
Upon the resale of the home, the property must pass local building codes for existing housing.
Newtown CDC, the only HOME Consortium subrecipient using resale restrictions, will bring the
property up to the minimum standards before reselling the property to a low income household.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required
that will be used under 24 CFR 92.206(b), are as follows:
The Consortium does not permit the use of HOME funds to refinance existing debt.
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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
Maricopa County has adopted performance standards for evaluating ESG that are in line with the
Maricopa Regional Continuum of Care. Please see Appendix for performance standards for Shelter
Operations and Rapid Re-Housing activities.
2. If the Continuum of Care has established centralized or coordinated assessment system
that meets HUD requirements, describe that centralized or coordinated assessment
system.
The Continuum of Care (CoC) has an established Coordinated Entry System (CES) that meets HUD
requirements. The importance of having a CES, common assessment procedures and effective
methods for matching individuals or families with the most appropriate resources has gained
acceptance in recent years as a best practice for communities across the nation. A coordinated
entry process makes it more likely that families and individuals will be served by the right
intervention more quickly. In a coordinated system, each system entry point uses the same
assessment tool and makes decisions on which programs families and individuals are referred to
based on a comprehensive understanding of each program’s specific requirements, target
population, and available beds and services.
3. Identify the process for making sub-awards and describe how the ESG allocation
available to private nonprofit organizations (including community and faith-based
organizations).
The Maricopa County Human Services Department follows Maricopa County policy on grant award
and management. Provider agencies for ESG are currently selected through an open and
competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for persons
experiencing homelessness and/or temporary shelter operations. Maricopa County is in a process
of continuous consultation with the Maricopa Regional Continuum of Care (CoC), and the process
for making Subrecipient awards will be established in collaboration with the CoC. A joint NOFA
with a three-year option to renew was issued for PY2020 with ESG and CDBG Public Services
funding.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
Maricopa County HOME Consortium and Urban County 74
2021-2022 Annual Action Plan

regarding facilities and services funded under ESG.
Maricopa County Human Services Department is committed to consulting with homeless or
formerly homeless through its consultation with the Maricopa Regional Continuum of Care which
has at least one formerly homeless individual as a board representative. Subrecipients who receive
ESG funding to operate emergency shelters and rapid re-housing programs have been surveyed
and consulted about services and programs that receive ESG funding. Maricopa County also
participates in a robust partnership that is working to end homelessness by starting at the Human
Services Campus in Phoenix. The County has consulted with other members of the partnership
that represent emergency shelters or other homeless services. The County also plans to utilize the
Homeless Program Manager position at MCHSD to assist in reaching out and consulting with
formerly homeless individuals.
Maricopa County Human Services Department does not currently have homeless or formerly
homeless persons on the Community Development Advisory Committee nor does the Maricopa
County Board of Supervisors, which is the final approval authority for Maricopa County. A
representative from a district is called a Supervisor. Currently, Maricopa County has five (5)
districts and five (5) Supervisors. Together, the five (5) district representatives, or Supervisors,
form the Board of Supervisors.
5. Describe performance standards for evaluating ESG.
Please see Appendix for performance standards for Shelter Operations and Rapid Re-Housing
activities.
Discussion
Please see discussions above.
Maricopa County HOME Consortium and Urban County 75
2021-2022 Annual Action Plan

Appendix
Contents
1. AP-90 Supplementary Information
a. CDBG Program Specific Requirement Supplement - Overall Benefit
b. HOME Specific Requirement - Maricopa County Affordability Discussion
c. Maricopa County HOME Recapture Affordability Period
d. Maricopa County HOME Resale Affordability Period
2. HOME Funded Activities – Supplementary Information
a. HOME Eligible Applicants
b. Affordable Homeownership Limits
c. HOME Program Income
3. Maricopa County Bulletin for PY21 Homeownership Value Limits
4. Citizen Participation Summary
5. Maricopa Consortium Member Contributions & Discussion
6. Maricopa County ESG Performance Standards
Maricopa County HOME Consortium and Urban County 76
2021-2022 Annual Action Plan

AP-90 Supplemental Information
CDBG Program Specific Requirement Supplement - Overall Benefit
Please see below for response to the question as posed:
Other CDBG Requirements Question:
Overall Benefit - A consecutive period of one, two or three years may be used to determine that a
minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate
income.
Specify the years covered that include this Annual Action Plan.
Answer: 2021, 2022, 2023
HOME Specific Requirement - Maricopa County Affordability Discussion
Affordability Period. The period of affordability specified in the legal documents will be for the
minimum periods for the HOME assisted activities as outlined in the below tables.
Urban County: The Maricopa County Home Improvement Program (MCHIP) is an owner-occupied
housing rehabilitation program funded through HOME and CDBG. The funds are secured by a note
and deed of trust. The HOME funds are made in the form of a zero interest, deferred payment loan
which run for the number of years in which $10,000 per year is forgiven up to the total cost of the
repairs.
Urban County: Currently does not have a homebuyer assistance program.
HOME Specific Requirement - Consortium Member Discussion Regarding
Resale vs Recapture Provisions
Please refer to Appendix for Maricopa HOME Consortium contributions.
Additional Information Regarding Consortium Members Homebuyer Programs:
For a complete description of the guidelines that will be used for resale or recapture of HOME funds
when used for homebuyer activities as required in 92.254, please refer to AP-90 HOME Program
Specific Requirements section of Maricopa HOME Consortium Annual Action Plan Contributions.
Additional Information Regarding CHDOs/Non-Profits:
HOME Consortium CHDO set-aside projects or HOME-funded projects include the following:
Maricopa County HOME Consortium and Urban County 77
2021-2022 Annual Action Plan

Guadalupe CDC: Utilizes the recapture provision and the amount subject to recapture is 100% of the
direct HOME subsidy to the homebuyer. The period of affordability is based on the amount of direct
HOME subsidy to the homebuyer—see Table 1 below. If the purchase price of the home is reduced
from fair market value to an affordable price, the amount of the reduction will also be recaptured.
Newtown CDC: Utilizes the resale provision for a Community Land Trust (CLT) First Time Homebuyer
Program. A Memorandum of Ground Lease and Right of First Refusal are recorded. The price at resale
must provide the original HOME-assisted homebuyer a fair return on the investment and be affordable
to a reasonable range of low-income buyers. Therefore, sales price during affordability can occur at
market value with the following limitations. A “Performance” Deed of Trust is also recorded with the
developer as the beneficiary; this ensures the developer is notified in the event the owner of the
improvements attempts to refinance or transfer the property. A Memorandum of Ground Lease and
Right of First Refusal are recorded. Newtown CDC is operating their CLT program in the Urban County,
Chandler, Glendale, Peoria, Surprise, and Tempe. The period of affordability is based on the total
amount of the HOME funds invested in the housing activity—see Table 1 below.
Trellis: Utilizes HOME funds for new construction and down payment assistance of single-family
residential properties that are sold to income qualifying persons. The period of affordability is based
on the amount of direct HOME subsidy to the homebuyer—see Table 1 below. If the purchase price of
the home is reduced from fair market value to an affordable price, the amount of the reduction will
also be recaptured. The funds will be secured by a Note and Deed of Trust.
ARM of Save the Family: Utilizes HOME funds to acquire, rehabilitate, and rent single family residential
rental properties to families with an annual income at or below 60% of the area median income. ARM
has a 15-year affordability requirement which is secured with a promissory note and Deed of Trust.
Foundation for Senior Living (FSL): Utilizes HOME funds for new construction and down payment
assistance of affordable housing in the Urban County. The period of affordability is based on the
amount of direct HOME subsidy to the homebuyer and if the purchase price of the home is reduced
from fair market value to an affordable price, the amount of the reduction will also be recaptured—
see Table 1 below. The funds are secured by a Note and Deed of Trust. The HOME funds are made in
the form of a zero interest, deferred payment loan for 15 years. The loan is subject to full repayment
during the first 5 years and beginning in year 6 are reduced by $10,000 per year for years 6 through 15.
Table 1 - Homebuyer Assistance Affordability Period
Maricopa County HOME Consortium and Urban County 78
2021-2022 Annual Action Plan

HOME Eligible Applicants
Members of the HOME Consortium have developed and will utilize the HOME Consortium Policy
Manual as its guide for policies and procedures. As discussed in detail on AP- 35 Section along with
additional HUD entitlement funds, within the Maricopa HOME Consortium HOME funds are distributed
using the following allocation priorities:
HOME funds are allocated to each Consortium member based on the relative percentage of CDBG
funds received by each community which include Avondale, Chandler, Gilbert, Glendale, Peoria,
Scottsdale, Surprise, Tempe, and Maricopa Urban County. The allocation of HOME funds is evidenced
by a Subrecipient Agreement with each jurisdiction. The MCHSD administrative assessment is 5% of the
Consortium Member Gross Allocation for all Consortium members except for the County. The County
assessment is 10%.
After the funding allocation process, each Consortium member jurisdiction receives proposals through
their local competitive process. Potential developers and/or subrecipients apply for HOME funding
annually for specific housing projects within that jurisdiction. Jurisdictions that have current or new
housing programs that are administered in-house may also utilize HOME funds. Eligible household
applicants are extremely-, very low- and low-income residents with households under 80% Area Median
Income, per HUD guidelines. Applications for projects are evaluated based on HUD guidelines and
precise criteria set by each Consortium member in their policies and procedures and based on local
needs. Detailed information for Maricopa Urban County would be contained on the Maricopa County
Human Services Department http://www.maricopa.gov/491/Housing-Community-Development
website. If a Notice of Funding Availability was issued, that information could be found on the list of
open NOFAs on the Human Services Department website. See each Consortium member’s Annual
Action Plan for a detailed description of the application process and applicable websites.
Maricopa County HOME Consortium and Urban County 79
2021-2022 Annual Action Plan

HOME Program Income:
Affordable Homeownership Value Limits
Maricopa County Bulletin 2021-01 regarding the FY2021 Homeownership Value Limits, which will
become effective July 1, 2021, pending HUD approval.
Maricopa County HOME Consortium and Urban County 80
2021-2022 Annual Action Plan

Maricopa County Human Services Department
Housing and Community Development
2021 Information Bulletin
Information Bulletin No.: 2021-01
Issued: June 30, 2021
Re: HOME Investment Partnerships Program (HOME)
HOME Homeownership Value Limits (“95% Limits”)
Notice is given to Maricopa HOME Consortium participating jurisdictions (PJ) and CHDOs that the Maricopa HOME
Consortium 2019-20 Homeownership Value Limits (“95% Limits”) have been approved by HUD. PJs/CHDOs should
use the single-family home limit of $375,000, effective July 1, 2021. This limit will remain in effect until new limits
are approved.
PJs/CHDOs using HOME funds for either homebuyer assistance or single-family rehabilitation projects must
determine the assisted property has an initial purchase price or estimated value after rehabilitation that does not
exceed 95% of the median purchase price for the area. These limits apply to homeownership units assisted with
HOME funds for the following single-family activity types:
• New housing construction for resale • Homebuyer assistance
• Acquisition with rehabilitation for resale • Owner-occupied housing rehabilitation
HOME Homeownership Value Limits
Effective July 1, 2021
Existing and New Single-Family Homes
1-Unit 2-Unit 3-Unit 4-Unit
(Duplex) (Triplex) (Fourplex)
$375,000 $480,000 $581,250 $720,000
Note: PJs and CHDOs must also be aware of and continue to separately apply the HOME Maximum Per-Unit Subsidy
Limits. For current Maricopa HOME Consortium limits, refer to additional Maricopa County Information Bulletins
here: https://www.maricopa.gov/3893/Funding-Notices-Bulletins
Background:
Section 215(b) of NAHA requires that the initial purchase price or after-rehabilitation value of homeownership units
assisted with HOME funds not exceed 95 percent of the area median purchase price for single family housing, as
determined by HUD. In lieu of the limits provided by HUD, a PJ may determine 95 percent of the median area
purchase price for single family housing in the jurisdiction annually in accordance with procedures established at §
92.254(a)(2)(iii). More information can be found here: https://www.hudexchange.info/resource/2312/home-
maximum-purchase-price-after-rehab-value/
According to the Multiple Listing Service, there were 3,389 existing single family homes sold between February 1,
2021 and February 28, 2021 within the geographic boundaries of the Maricopa HOME Consortium and Maricopa
Urban County. Based upon the criteria outlined in 92.254(a)(2)(iii), $375,000 is 95% of median area purchase price
of existing single-family housing.
Human Services Department  234 N. Central Avenue, 3rd Floor  Phoenix, AZ 85004
For further information contact: Housing and Community Development Assistant Director at 602-506-5911
This information is also available the HSD website at http://www.maricopa.gov/3868/Human-Services
Page 1 of 1

Maricopa Urban County and HOME Consortium
Citizen Participation Summary
The Citizen Participation Process for the development of the 2021 Annual Action Plan follows processes
prescribed in the Maricopa County FY2020-25 Consolidated Plan Citizen Participation Plan and include a
broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The
primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access and
opportunity to participate in the planning, implementation, and assessment of activities related to the 5-
Year Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden
citizen participation, Maricopa County Human Services Department, as well as the cities/towns of
Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the
development of the Action Plan.
For Maricopa County, efforts involved included public notices in newspapers; public hearings; and public
meetings, as well as website outreach on the Maricopa County website; and public notices in PHA, library,
and HSD buildings if possible due to COVID-19. Two public hearings were held to solicit input held on
January 21 and 27, 2021. No public comments were received at the meetings or via other methods. Two
public hearings on the draft Annual Action Plan will be held April 14, 2021 at the Community Development
Advisory Committee public meeting, and on April 15, 2021 at the HOME Consortium public meeting. A 30-
day public comment period for public review of the draft Annual Action Plan began on March 15, 2021
and extended through April 16, 2021.
The citizen participation activities undertaken by the entitlement members of the Maricopa HOME
Consortium are outlined in depth in their respective Annual Action Plan submissions to HUD. Urban
County members often undertake their own efforts to solicit citizen input and participation. The combined
efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County represent an
extensive citizen participation process across the Maricopa County region.






PUBLIC NOTICE
NOTICE OF PUBLIC HEARING AND SOLICITATION OF PUBLIC COMMENTS ON THE MARICOPA HOME
CONSORTIUM PY2021 ANNUAL ACTION PLAN (YEAR 2 OF 5)
Maricopa Urban County and the Maricopa HOME Consortium will hold two public hearings for the purpose of obtaining citizen
input and comment on the draft PY2021 Annual Action Plan (AAP). The Maricopa HOME Consortium consists of Maricopa
County (lead agency) and the municipalities of Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, Tempe
and Maricopa Urban County. The Urban County consists of approximately 10 incorporated cities and towns, 15 unincorporated
communities, and the balance of unincorporated Maricopa County.
ANNUAL ACTION PLAN 2021
The AAP refers primarily to the housing and community development needs, and intended uses of HOME Investment
Partnerships Program (HOME) resources by the Urban County and Maricopa HOME Consortium in PY2021, as well as
Community Development Block Grant (CDBG), and Emergency Solutions Grant (ESG) resources of the Urban County for
PY2021. Funding levels for PY2021 are: $4,623,380 – HOME; $2,848,640 – CDBG; and $273,474 – ESG.
The draft AAP also includes an estimated amount of HOME Program Income totaling approximately $1,660,000 that will be
programmed to HOME-eligible activities by Consortium members in PY2021. The Program Income amount in the AAP is
subject to update to reflect additional funds received.
THE FOLLOWING 2021 ACTION PLAN PUBLIC HEARINGS HAVE BEEN SCHEDULED:
Due to the current public health concern and recommendations around COVID-19 (coronavirus), the following hearings will be
held virtually. To submit comments via email, send an email before the meeting starts to HCD@maricopa.gov. To comment
live, join a public hearing using the instructions below:
-Community Development Advisory Committee (CDAC) meeting, Wednesday, April 14, 2021, at 4:00 p.m.:
• To join the meeting from your computer, tablet, or smartphone: https://global.gotomeeting.com/join/966255205
• You can also dial in using your phone by dialing United States: +1 (224) 501-3412, and using the following Access
Code: 966-255-205
• To join from a video-conferencing room or system, dial in or type: 67.217.95.2 or inroomlink.goto.com and use Meeting
ID: 966 255 205. Or dial directly: 966255205@67.217.95.2 or 67.217.95.2##966255205
-Maricopa HOME Consortium meeting, Thursday, April 15, 2021 at 9:30 a.m.:
This hearing will be held telephonically. To comment live by phone, dial 602-506-9695. The system will prompt you to enter
the conference pass code. When prompted, dial 442719 followed by the # (pound sign).
REVIEW DRAFT PLAN
The Maricopa County HOME Consortium draft AAP will be available for formal review and comment from March 15, 2021 to
April 16, 2021 at https://www.maricopa.gov/3893/Notices-Documents.
COMMENTS AND CONTACT
To submit comments on the draft document or for additional information, please contact Maricopa County Housing and
Community Development at (602) 372-1528, HCD@maricopa.gov, or by mail at 234 N. Central Ave, 3rd Floor, Phoenix, AZ
85004.
Maricopa County does not discriminate on the basis of race, color, religion, national origin, familial circumstance, sex, disability, or age in
any of its policies, procedures or practices. For Accommodations for Individuals with Disabilities or assistance with translation call Human
Services, 234 North Central, 3rd Floor, Phoenix, Arizona 85004, HCD@maricopa.gov, (602) 506-5911 Or TTY 1-800-367-8939 or Arizona
Relay Service 7-1-1. To the extent possible, additional reasonable accommodations will be made available within time constraints of the
request.
Para información en Espanol, favor de comunicarse con Servicios Humanos de El Condado de Maricopa a 602-506-5911. El Condado de
Maricopa no discrimina sobre la base de raza, color, religión, origen nacional, circunstancia familiar, sexo, incapacidad o edad en cualquiera
de sus políticas, procedimientos o prácticas. Para obtener ayuda con alojamientos para personas con discapacidades o necesidades de
traducción, llame a Servicio Humanos a (602)506-5911 o TTY 1-800-842-2088 o Servicio de Relevo de Arizona 7-1-1. Se encuentran a 234
North Central, 3rd Floor, Phoenix Arizona 85004. En la medida de lo posible, se facilitación alojamientos razonables adicionales dentro de
las limitaciones de tiempo de la solicitud.

Maricopa HOME Consortium
Annual Action Plan Community Contributions
PY2021
The following document contains individual Maricopa HOME Consortium member contributions for the 2021-22
Annual Action Plan.

Contents
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ............................................................................................................. 2
AP-12 Participation - 91.401, 91.105, 91.200(c) ................................................................................................................. 4
AP-35 Projects - 91.420, 91.220(d) ................................................................................................................................... 11
AP-60 Public Housing - 91.420, 91.220(h)......................................................................................................................... 13
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ......................................................................... 17
AP-75 Barriers to affordable housing - 91.420, 91.220(j) ................................................................................................. 25
AP-85 Other Actions - 91.420, 91.220(k) – HOME and Housing Activities ....................................................................... 28
Program Specific Requirements ............................................................................................................................................ 34
HOME Investment Partnerships Program (HOME) ........................................................................................................... 34
Page 1 of 35

AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
Narrative to summarize any consultation you provide for the HOME Annual Action Plan:
Avondale
The City maintains relationships with several service providers through the Arizona Complete Health Avondale Resource Center,
including: Valley of the Sun United Way, Maricopa County Housing District, Trellis, Raising Special Kids, Pendergast Elementary
School District, Estrella Mountain Community College District, Chicanos Por La Causa, Catholic Charities Arizona, First Things First,
Sounds of Autism, Triwest Healthcare, Helping Families in Need, Arizona Complete Health, Sojourner Center, New Life Center,
Arizona’s Children Association, Littleton Elementary School District, Wellcare, Parenting Arizona, Bayless Healthcare, A New Leaf
(VITA tax preparation), Chavez Foundation, Arizona State University, Benevilla, Adelante Healthcare, Salvation Army, Valleywise
Health, Skyway Church, Community Impact, Palm Valley Church, Lutheran Social Services, Phoenix Rescue Mission, Agua Fria Food
& Clothing Bank, among others. The City requested these agency’s input on the needs of Avondale’s LMI residents.
Chandler
In developing the FY 2021-2022 Annual Action Plan, the City of Chandler Housing and Human Services Commission (HHSC)
conducted an application workshop in October, 2020, that was held virtually due to the coronavirus pandemic and was open to the
public and key stakeholders. The City held a public comment period on the draft Annual Action Plan from March 22, 2021 to April
20, 2021. Two public hearings were held virtually due to the coronavirus pandemic. One public hearing was held (virtually) at the
Housing and Human Services Commission (HHSC) meeting on February 10, 2021 during the development of the draft plan, and a
second public hearing was held (in-person and virtually) at the HHSC meeting on April 7, 2021 during the public comment period.
Gilbert
The Town of Gilbert consults annually with affordable housing entities, organizations providing health services, regional homeless
service providers, special needs organizations, those providing youth and senior services and organizations that provide general
services for low-income persons. In addition, Gilbert is participating in the VASH program and trying to educate landlords on the
program and participates on several committees administered by the Maricopa Association of Governments (MAG) to discuss and
identify various issues on a regional level.
The Town of Gilbert does not receive ESG funds.
Glendale
The City of Glendale consulted with a wide variety of public and private agencies, nonprofit partners, the state, the public housing
authority, and the Maricopa Regional Continuum of Care (CofC) to develop this year’s Annual Action Plan (AAP). Routinely, the
City utilizes reports produced by nonprofit agencies locally and regionally to establish the needs and service gaps in the Glendale
Community.
Glendale receives ESG funds and consulted with the Maricopa Regional Continuum of Care (CofC) to prioritize strategies to
address homelessness, the allocation of funding and performance standards. Glendale actively participates in the CofC and
serves on various MAG subcommittees including the ESG Subcommittee, the Outreach Subcommittee, the Data Subcommittee
and the Coordinated Entry Subcommittee. Currently, the City has a seat on the CofC Board which sets policy for the regional
homeless programs and funding. In addition, the City sits on and helped found the West Valley Human Services Collaborative to
address homelessness and other human services issues affecting the west valley.
Glendale updated its homeless strategy and presented it to the City Council in January 2019. This strategy outlined steps going
forward to address homelessness in the City. The City has developed a unified team of consisting of city departments and
nonprofits to provide education, central data collection, and coordinated services, navigation, and outreach for the homeless. The
City consulted with nonprofit partners, the community, and the CofC for feedback and comments on the strategy.
Page 2 of 35

Peoria
Agency/Group/Organization HABITAT FOR HUMANITY
Agency/Group/Organization Type Housing Services - Housing Regional Organization Foundation
What section of the Plan was addressed by Housing Need Assessment Market Analysis Economic Development
Consultation? Anti-Poverty Strategy Lead-Based Paint Strategy
Briefly describe how the Agency/Group/Organization City staff continually collaborates with Habitat for Humanity Central
was consulted. What are the anticipated outcomes of Arizona throughout the year to identify affordable housing
the consultation or areas for improved coordination? opportunities as well as gaps in services that prevent or hinder
homeownership. Invited to participate in the survey, public input
meetings, and comment on the draft plan.
Agency/Group/Organization NEWTOWN Community Development Corporation
Agency/Group/Organization Type Housing Services - Housing Regional Organization
Foundation
What section of the Plan was addressed by Housing Need Assessment Market Analysis Economic
Consultation? Development Anti-Poverty Strategy Lead-Based Paint
Strategy
Briefly describe how the City staff collaborated with Newtown CDC to identify
Agency/Group/Organization was consulted. What affordable housing opportunities as well as gaps in
are the anticipated outcomes of the consultation services that prevent or hinder homeownership. Invited
or areas for improved coordination? to participate in the survey, public input meetings, and
comment on the draft plan.
Scottsdale
The City of Scottsdale utilizes federal CDBG, HOME, and Housing Choice Voucher programs to assist low-income persons. On a local
level, Scottsdale allocates General Funds for brokerage services, domestic violence shelter services, legal services, regional shelter
services, and senior services and allocates Endowment funds for community projects and youth programs. In addition, the City
allocates Scottsdale Cares funds to promote positive development and self-sufficiency, and address crisis needs. Scottsdale Cares
is a utility bill donation program that allows residents to donate $1 on every utility bill to be allocated to social service agencies.
Salt River Pima-Maricopa Indian Community (SRPMIC) Funds are utilized to support various Human Services programs including
regional shelters and meal programs in the community.
Scottsdale is an active participant in the Maricopa Association of Governments (MAG) Continuum of Care Task Force and shares
responsibility of the regional solution to the problems of homelessness.
Surprise
City staff conducted consultations with local non-profits to discuss ongoing needs, emerging trends, and solutions to meet the high
priority needs in the community. A forum with providers for homeless services was held on January 27, 2021. On October 16, 2020,
the City consulted with Maricopa County and the Department of Economic Security for possible solutions to regional homelessness
in the West Valley. On December 22, 2020, City staff participated in a homeless solutions discussion with Maricopa Association of
Governments, and other municipal partners. The City consulted with non-profit housing developers Chicanos Por La Casa, and
Newtown CDC to explore partnerships for creating new affordable rental housing units. The City also consulted with the Housing
Authority of Maricopa County (HAMC) for the need of new affordable units in Surprise.
Tempe
The City of Tempe will continue working to enhance coordination between public and assisted housing providers as well as private
and governmental health, mental health and service agencies. This will be accomplished using both formal and informal networks
that bring together public, private and nonprofit housing and service providers. These include groups such as: The Continuum of
Care (CoC), Maricopa Association of Governments (MAG), Tempe Housing Agency, non-profit agencies, and City departments.
Currently the main focus is working with agencies and partners to identify services such as outreach services for screening, food,
hygiene, emergency housing units for the community in response to the COVID-19 outbreak.
Page 3 of 35

AP-12 Participation - 91.401, 91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation for HOME; and
Summarize citizen participation process and how it impacted goal-setting
Avondale
The City of Avondale will hold two public hearings one of which will be held on February 10, 2021 and April 5, 2021. The City will
also make a draft of the Annual Action Plan available for a 30-day comment period.
Chandler
Throughout the development of the City of Chandler’s Annual Action Plan for Fiscal Year 2021-2022, the City provided several
opportunities for public input and comment. The City held two virtual public hearings to discuss available resources and community
needs and priorities - one with the HHSC on February 10, 2021 and a second with the HHSC on April 7, 2021. City staff also
conducted a virtual public meeting and application workshop in October, 2020. Each of these meetings were held virtually due to
the coronavirus pandemic. The public was invited to attend in person or with the option to join virtually for the public hearing held
on April 7, 2021. These meetings did not elicit significant feedback; however as the City received applications for both HUD-funded
and General Fund activities, the community made clear those activities that were most important and workable during the coming
year.
The City held a public comment period on the draft Annual Action Plan from March 22, 2021 to April 20, 2021, and the draft was
available for review at the Neighborhood Resources Department or online at
https://www.chandleraz.gov/residents/neighborhood-resources/community-development/plans-and-reports. No comments
were received during the public comment period.
Gilbert
Annually, Gilbert conducts a minimum of two public hearings to allow the public an opportunity to comment and participate in the
creation of the Annual Action Plan. All public hearing meetings are advertised in a local newspaper of general circulation, posted
on social media and Gilbert’s website, noticed through posters/flyers at municipal buildings and placed in targeted locations.
Citizen comments are reviewed and incorporated as appropriate into the goal-setting process. Notices provided information about
alternative formats and accommodations for disabilities.
Glendale
Glendale provided residents multiple opportunities to comment on the FY 2021/22 Annual Action Plan (AAP) development, and
the AAP was available for a 30-day comment period. Efforts were made to provide opportunity for persons with disabilities, and
persons with Limited English Proficiency to provide input and public comments. Information and notices were provided through
the City’s website for persons unable to attend meetings.
Public Hearings and meetings were held during the AAP development which provided opportunity for public comment on the
following days:
March 11th , 2021
March 18th, 2021
April (City Council Meeting)
The AAP published for a 30 public comment period from March 11th, 2021 – April 10th, 2021.
Peoria
The City invited and encouraged comment and participation in the planning process of the Annual Action Plan via newspaper
advertisements, website postings, public hearings, public information open houses and direct interviews. Announcements posted
in the Peoria Times and on the city's website provided information about public hearings and asked for public comment. Staff was
available to answer and document questions, suggestions and concerns at four (4) public hearings conducted by the City and two
(2) public hearings conducted by Maricopa County, as lead agency for the Maricopa County HOME Consortium.
The City took all comments received into consideration; no comments were rejected.
Page 4 of 35

Scottsdale
The City of Scottsdale will coordinate with other housing and community development agencies to achieve the goals of the Year 2
Action Plan and the Consolidated Plan, including continued participation in the Maricopa HOME Consortium, participation on the
MAG Continuum of Care committees and consultation with the Human Service Commission to review activities of the CDBG/HOME
programs.
Due to the COVID-19 Pandemic, the Community Assistance Office did not present a live Applicant Orientation. A PowerPoint
presentation was made available to view, including information that is typically reviewed at the Orientation from September 9,
2020 through October 23, 2020. Prerecorded presentations were be made by applicants for CDBG, HOME, Scottsdale Cares, General
Funds and Endowment funds and viewed by the Human Services Commission at a public meeting on February 9, 2021. A live
Question and Answer Follow Up Session with the Human Services Commission was held at a public meeting on February 11, 2021.
Public hearings before the Human Services Commission will be held March 11, 2021 and March 25, 2021 for informal and formal
recommendations of funding allocations, respectively. A public hearing before the Scottsdale City Council will be held on April 27,
2021, to request approval of the 2021/2021 Year 2 Annual Action Plan.
Surprise
In accordance with the City’s Citizen Participation Plan, the City conducted a Public Hearing on February 10, 2021 at the regular
meeting of the Veterans, Disability and Human Services Commission, to provide an opportunity for organizations and citizens to
comment and provide input on the formation of the Annual Action Plan, including HOME funding. At the hearing, three persons
provided oral comments on the needs of the community. A public comment period will be held from March 11, 2021 until April 14,
2021. A final public hearing will be held on April 14, 2021. All comments received during public hearings and comment periods are
considered and included in the City’s Annual Action Plan.
Tempe
Tempe continues to work with the Clerk’s office to increase citizen participation and improve the annual action plan process. In
addition, notices included information on who to contact for Spanish translation of the notice. Efforts to reach a broader audience,
notices of public hearing were posted on the City web site at: http://www.tempe.gov/housing. Notices were also published in the
local newspaper, the Arizona Republic. Public hearings were held in conjunction with regularly scheduled City Council meetings.
Meeting notices are posted approximately a week prior to the meeting. The agenda for the council meeting, which includes the
public hearing information, are available from the City Clerk’s office or from the City’s web site at: http://www.tempe.gov/clerk.
Two public meetings were held prior to the adoption of the Action Plan.
Page 5 of 35

Citizen Participation Outreach - HOME
Page 6 of 35

Jurisdicti Mode of Target of O Summary of Summary of Summar URL (If applicable)
on Outreac utreach response/attendanc comments received y of com
h e ments
not
accepted
and reas
ons
Avondale Public Public at First Public hearing Various comments were All N/A
hearings large had about 15 provided for addressing comment
(2) attendees. homelessness and s
housing needs accepted
and taken
into
considera
tion.
Avondale Direct Non-profit Over 30 service Various comments and All N/A
outreach service providers in feedback provided comment
providers attendance related to housing needs s
in the community accepted
and taken
into
considera
tion.
Chandler Public Non- An application No comments received n/a https://www.chandl
Meeting targeted/ orientation was held eraz.gov/residents/n
Broad virtually on eighborhood-
Community 10/22/2020 for all resources/communit
parties interested in y-
attending to learn development/grants
about the application
process, requirements
and priorities for
funding. The meeting
was held virtually due
to the coronavirus
pandemic. Those in
attendance included:
City staff members (7);
Housing and Human
Services
Commissioners (2);
and non-profit
organizations (38
organizations/50
individuals).
Page 7 of 35

Jurisdicti Mode of Target of O Summary of Summary of Summar URL (If applicable)
on Outreac utreach response/attendanc comments received y of com
h e ments
not
accepted
and reas
ons
Chandler Public Non- Two public hearings No comments received n/a
Hearing targeted/ were held virtually due
Broad to the coronavirus
Community pandemic. One public
hearing was held
(virtually) at the
Housing and Human
Services Commission
(HHSC) meeting on
February 10, 2021
during the
development of the
draft plan, and a
second public hearing
was held (in-person
and virtually) at the
HHSC meeting on April
7, 2021 during the
public comment
period. Those in
attendance included:
11-member Housing
and Human Services
Commission; and City
staff members (7)
Chandler Newspap Non- Public notices were No comments received n/a https://www.chandl
er Ad targeted/ posted on the City’s eraz.gov/residents/n
Broad website providing the eighborhood-
Community public with resources/communit
information about y-
upcoming public development/plans-
meetings and public and-reports
hearings. Public
notices for public
hearings were posted
in a local newspaper
with general
circulation in the
community, and also
posted in the City
Clerk’s office.
Page 8 of 35

Jurisdicti Mode of Target of O Summary of Summary of Summar URL (If applicable)
on Outreac utreach response/attendanc comments received y of com
h e ments
not
accepted
and reas
ons
Chandler Internet Non- The City utilized social No comments received n/a
Outreach targeted/ media to
Broad communicate when
Community the application for
funding was available
and throughout the
development of the
City of Chandler’s 2021
Annual Action Plan for
Fiscal Year 2021-2022,
providing several
opportunities for
public input and
comment.
Gilbert Public Non- February 10, 2021
Meeting/ Targeted/br www.gilbertaz.gov/h
No comments received
Hearing oad ousing
community
Gilbert Public Scheduled March 18
Hearing
Glendale Public General Pursuant to the No Public Comments No Public https://www.glendal
Hearing Public- Maricopa HOME Received Comment eaz.com/Clerk/public
& Public Minorities, Consortium Citizen s notices.cfm
Meetings Non-English Participation Plan, Received
Speaking public hearings were
(Spanish) held on the FY21-22
persons, AAP. CDAC members
persons and city staff
with attended. No General
disabilities, Public attended
non-
targeted
broad
communitie
s
Peoria Public Non- Staff was available to No comments were Not Not Applicable
Hearings: targeted / answer and document received. Applicable
broad questions, suggestions
12/8/21 community and concerns at four
(9:00 am) (4) public hearings.
12/8/21 The meetings were
(3:00 pm) conducted virtually.
4/6/21 The meetings were
4/7/21 also offered during
different times of the
day to accommodate
interested individuals.
Page 9 of 35

Jurisdicti Mode of Target of O Summary of Summary of Summar URL (If applicable)
on Outreac utreach response/attendanc comments received y of com
h e ments
not
accepted
and reas
ons
Peoria Internet Non- No internet responses No comments were Not https://www.peoriaa
Outreach targeted / were received. received. Applicable z.gov/government/d
broad epartments/neighbo
community
rhood-and-human-
services/community-
assistance/federal-
programs-
information
Peoria Newspap Non- Five separate Notices No comments were Not
er Ad: targeted / were placed in Peoria received. Applicable
broad Times to encourage
11/26/20 community participation in public
12/3/20 meetings and/or to
3/11/21 provide input. No
3/18/21 responses were
3/25/21 received
Scottsdale Publicati Arizona To be determined To be determined http://www.scottsda
on; Republic; leaz.gov/boards/hum
Public Human an-services-
Hearings Services commission
Commission,
Scottsdale http://www.scottsda
City Council leaz.gov/council/me
eting-
information/agendas
-minutes
Surprise Legal City Wide 3 oral comments Support of All
Ad/Public housing/homeless comment
Notice services s
accepted
Surprise Social City Wide 3 oral comments Support of All
media housing/homeless comment
services s
accepted
Surprise Posting – Original No response No comments Any
Library/S Townsite comment
enior s received
Center are
accepted
Tempe Public Tempe In-process In-process
Hearing residents
Tempe Public Tempe In-process In-process
Meeting residents
Tempe City’s Tempe N/A
website residents
Page 10 of 35

AP-35 Projects - 91.420, 91.220(d)
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs (with
HOME)
Avondale
In order to restore and stabilize neighborhoods, the City will continue to promote home ownership through the implementation of
a first-time homebuyer program. To supplement this effort and to prolong the housing stock viability, the City will also fund a
portion of the allocation with homeowner occupied housing rehabilitation program.
Chandler
Housing for all incomes, and services for persons experiencing homelessness were identified as top areas of need in the Community
Needs Assessment. Nearly 40% of Chandler rental households are cost burdened, spending over 30% of their income on housing.
Over 16% of Chandler rental households are severely cost burdened, spending over half of their income on housing. As a result,
Chandler will continue to utilize HOME funds to support the expansion of affordable housing opportunities for Chandler residents
with low to moderate income and persons experiencing homelessness. Examples include assistance for increased homeownership
of affordable housing, affordable rental housing and Tenant-Based Rental Assistance (TBRA) for persons experiencing
homelessness.
Gilbert
The Five Year Consolidated Plan outlines proposes strategies for the expenditures of Gilbert's CDBG funds with the mission to
provide a suitable living environment by revitalizing low- to moderate income neighborhoods, to assist disadvantaged, low-income
and homeless persons by providing adequate public facilities and services and generating affordable housing opportunities. Gilbert
will utilize HOME resources during the second year to purchase an affordable rental home.
Glendale
Glendale, like other communities, is experiencing a shortage of affordable housing. Glendale met with a number of housing
providers/developers and community stakeholders over the last year. Glendale’s allocation priorities for the use of HOME funds
were based on the City’s housing and community needs assessment contained in the Consolidated Plan, deliberations of the
Community Development Advisory Committee, and local funding priorities established by the City Council. The competitive
application process relies on the utilization of funding priorities to ensure that funds are allocated to the agencies that will use
them in the most efficient and cost-effective manner.
Peoria
Allocation priorities were based upon the City's needs assessment, priorities and goals outlined in the Consolidated Plan. The
greatest obstacle in meeting underserved needs continues to stem from the lack of local, state and federal resources.
The City has been able to make great efforts to reduce the effect of this obstacle by the implementation of a centrally located
Community Assistance Resource Center. The center houses the City's Community Assistance staff and selected non-profits that
provide direct services to residents. These services have helped to close the gap on various identified community needs. The
assistance for homeless persons, victims of domestic violence, physically and mentally disabled, frail and/or poor elderly, jobless
and HIV positive persons are the responsibility of a broad network of agencies, non-profits and government offices. This forms the
basis for the metro area Continuum of Care. The needs of these identified special needs groups continue to grow. Our local
challenge continues to be developing priorities and regionally focused systems that will make the most impact and stimulate the
leveraging of other resources to address growing needs. Public service needs will continue to be addressed through funding of (and
knowledgeable referral to) human service providers, regardless of jurisdictional boundaries. In addition, priority is also given to
housing rehabilitation and emergency repair, home ownership assistance and other affordable housing projects.
Therefore, HOME funding for FY21-22 will be allocated to the addition of two affordable single-family units in Peoria.
Scottsdale
CDBG and HOME investments will generally be targeted to income-eligible persons citywide, rather than to targeted
neighborhoods. However, with the exception of persons with disabilities and victims of domestic violence who are presumed to be
low-income, the majority of beneficiaries will reside in Census Tracts south of Indian Bend Road. This area coincides with the South
Scottsdale Revitalization Area and is served by an interdepartmental city task force that coordinates the City’s revitalizations efforts.
Page 11 of 35

Two neighborhoods in this area that have higher percentages of minority and lower-income residents are served by the Vista del
Camino Center (85257 zip code) and the Paiute Neighborhood Center (85251 zip code). These neighborhoods are areas of focus for
Human Services, brokerage agencies, and HOME investments in acquisition and rehabilitation of single family residential.
Obstacles to underserved needs relative to the City are:
▪ The geographic shape of Scottsdale
▪ The relative age of the built environment in the southern part of the community compared to the newer and
larger master-planned, northern area of the City
▪ The appreciation of residential properties, decreasing the availability of affordable housing
▪ The aging of residents in the community
▪ The decrease in Federal, State and local funding
▪ The increase in requests for service with the continuing decrease in resources
▪ Economic conditions
To address these obstacles during the next year, the City will:
▪ Continue increased levels of code enforcement to preserve neighborhoods
▪ Fund programs offering rehabilitation to preserve older housing stock
▪ Fund non-profit agencies to provide programs and services to the elderly and frail elderly
▪ Increase services for basic needs
▪ Continue to target capital improvements including but not limited to:
▪ Continue to provide services to the community, including but not limited to:
 Homeowner-occupied Housing Rehabilitation, Roof Repair and Replacement and Emergency repair
Programs for low-income households
 Accessibility modifications
 Home ownership counseling and purchase assistance
 Rental assistance (Housing Choice Voucher Program)
 Tax counseling assistance at Senior Centers and Paiute Neighborhood Center
 Emergency rent and utility assistance through Vista Del Camino
Surprise
The City of Surprise will continue to fund its Tenant-Based Rental Assistance (TBRA) Program in year two of the Consolidated Plan.
The TBRA program has been successful in year one, and has built a waiting list of over one hundred Surprise residents qualifying
for rental assistance. In 2020, the City of Surprise was listed as #6 in the country for the fastest growing rental rates (AdvisorSmith's
"Cities Where Rents are Rising and Falling the Most"). The City of Surprise lacks multi-family units which contributes to a limited
supply of affordable rental opportunities. Currently, in Surprise, less than .1% of current planning area land use is designated for
multi-family, and less than 1% of existing residential units are multi-family. As a result, 46% of Surprise renters are experiencing
Housing Cost Burden.
Tempe
The Annual Action Plan represents high priority needs for the City and serves as the basis for FY2021 programs and activities
identified in the Action. The Consolidated Plan goals are listed below:
• Improve housing opportunities by creating and preserving affordable rental and homeowner housing, employment and
community services.
• Assist individuals and families to stabilize in permanent housing after experiencing a housing crisis or homelessness by providing
client-appropriate housing and supportive service solutions.
• Invest in community services and non-profit agencies that maximize impact by providing new or increased access to programs
that serve highly vulnerable populations such as youth, seniors and food insecure households.
Page 12 of 35

AP-60 Public Housing - 91.420, 91.220(h)
Discussion of involvement or coordination planned with your Public Housing Authority:
Glendale
The City consults with its public housing authority, which is a City Divisional Unit, by including staff representatives in the public
meetings and conducting interviews with housing authority management. The housing authority’s Action Plan was also
reviewed. The City’s community housing division is responsible for addressing the rental housing needs of low and very low-
income Glendale household that cannot afford housing in the private market through the administration of the federally funded
Housing Choice Voucher program.
In addition, the City provides CDBG funding to support the physical improvement Glendale’s housing units.
Scottsdale
The City of Scottsdale does not own any public housing units; however, the Scottsdale Housing Authority (SHA), through the
Community Assistance Office, administers the Housing Choice Voucher (HCV) Program. The SHA separately adopts a Five Year
and Annual Agency Plan which describes the operation of the HCV rental assistance program, and the Family Self-Sufficiency
Program (FSS).
The primary goal for the HCV Program for the upcoming year will be to preserve as many Housing Choice Vouchers as possible,
up to a maximum of 755 per month. The SHA will provide assistance to the number of families (vouchers) that may be funded
with the monthly allocation amount provided by HUD.
The City of Scottsdale owns and operates 8 units of multi-family affordable housing, acquired with CDBG and City General
Funds, and constructed with City General Funds. These units are available to eligible low-income persons. Rental rates are in
accordance with HUD HOME Program Rent Limits.
Surprise
The City will continue to coordinate with the Housing Authority of Maricopa County in addressing needs of affordable rental
housing, and lack of accessible rental housing. CoreLogic's Single-Family Rental Index (SFRI) that was published in January 2020
showed that for the 12th consecutive month, Phoenix MSA had the highest year-over-year increase in single-family rents in
November 2019 at 6.9% (compared to November 2018). In 2020, Surprise was listed as #6 in the country for fastest growing
rents (AdvisorSmith's "Cities Where Rents are Rising and Falling the Most"). With a lack of multi-family housing and increasing
rental rates, coordination with HAMC is integral to ensure a diverse supply of affordable multifamily rentals are available for
those who are priced out of market rate units.
Actions planned during the next year to address the needs to public housing
Avondale
N/A – The City does not operate public housing.
Chandler
Actions planned to address the needs to public housing include but are not limited to:
• Provide monthly rental assistance to low-income households, many of whom are elderly or have special needs.
• Continue to successfully manage 303 units of public housing.
Page 13 of 35

• Make improvements to public housing units and developments such as replacement of outdated components.
• Explore increased affordable housing opportunities through Rental Demonstration Assistance (RAD) project.
Gilbert
Not applicable. Gilbert does not offer public housing.
Glendale
The City of Glendale's Community Housing Division per CDBG regulations at 24 CFR 570.202(a)(2) will receive CDBG funds to make
improvements to Glendale’s public housing units.
Peoria
HUD's Office of Indian and Public Housing approved a transfer of the permanent operation, management and ownership of the
Peoria Public Housing Authority to the Housing Authority of Maricopa County. This transfer was effective on April 1, 2013.
Scottsdale
N/A – Scottsdale does not own/operate any public housing.
Surprise
The City of Surprise intends to address the needs to public housing by improving access to affordable housing opportunities by
leveraging resources and developing partnerships to create new affordable rental housing units. In addition to maximizing
opportunities, Surprise will provide rental assistance to low income households experiencing housing cost burden. The City will
also actively seek partners to assist with outreach and housing navigation, to more effectively provide affordable housing assistance
and improve access to public housing opportunities.
Tempe
Tempe has no public housing units.
Actions to encourage public housing residents to become more involved in management and participate in
homeownership
Avondale
N/A – The City does not operate public housing.
Chandler
During the program year, the City of Chandler Public Housing Authority encourages public housing resident involvement in
management and homeownership by:
• Meeting with residents through Resident Advisory Board to secure their input into the Public Housing and Housing
Choice Voucher annual plans.
• Conducting monthly Tenant Community Builders meetings with Public Housing residents to discuss community issues.
• Distributing quarterly newsletters to Public Housing residents.
• Meeting quarterly with Public Housing residents and Housing Choice Voucher Family Self-Sufficiency (FSS) participants.
• Partnering with local nonprofits to offer free-of-charge training to assist FSS participants in finding and maintaining jobs.
• Offering financial literacy classes and one-on-one financial counseling.
• Providing workshops focused on managing student loan debt, household budgeting, and credit repair.
• Partnering with Maricopa Integrated Health Systems and Carrington College to provide a wide range of primary care
health services.
• Partnering with local nonprofits to provide homebuyer preparation classes, such as budgeting and repairing credit.
• Partnering with local nonprofits to provide free after school programs, free summer camp, scholarships, and parenting
classes.
Page 14 of 35

• Preparing Public Housing clients and Housing Choice Voucher clients for future home purchase.
Gilbert
N/A
Glendale
The City of Glendale Community Housing Division continues to encourage residents to become familiar with homeownership
program offer by the City through partnership with Habitat for Humanity Central Arizona and participates in the Family Self
Sufficiency (FSS) program.
Peoria
N/A
Scottsdale
N/A – Scottsdale does not own/operate any public housing.
Surprise
The City has partnered with the Housing Authority of Maricopa County (HAMC) on the Heritage at Surprise Project. Through other
local partnerships, the City has helped to place many residents in the public housing facility. The City will continue to work with its
non-profit partners and housing developers to lead residents to homeownership opportunities. The City will be constructing four
(4) homeownership units in Program Year 2021, and has actively recruited residents from the HAMC project to apply for the new
housing.
Through the city’s Citizen Participation Plan, the City of Surprise will continue to make all draft and final planning documents
available at the HAMC offices, and actively seek resident input through mailers, public notices, and press releases. In an effort to
address Fair Housing Goals, the City will offer Fair Housing workshops and homeowner credit workshops to help provide residents
homeownership opportunities.
Tempe
N/A
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or
other assistance
Avondale
N/A – The City does not operate public housing.
Chandler
The Chandler PHA is not a troubled PHA.
Gilbert
N/A
Glendale
The City of Glendale Community Housing Division has been a designated “High Performer” by HUD.
Peoria
N/A
Scottsdale
N/A – Scottsdale Housing Agency is not a troubled PHA.
Surprise
Page 15 of 35

The Housing Authority of Maricopa County is not designated as troubled.
Tempe
N/A
Page 16 of 35

AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Arizona Complete Health Avondale
Resource Center, which partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition
Assistance and cash assistance (Helping Families in Need); rental, utility and mortgage assistance (Community Action Program);
domestic violence awareness safety planning and shelter referrals (New Life Center); homelessness prevention partnership with
schools (A New Leaf and Siemer Family Stability Program); transportation meals and referrals to seniors (Area Agency on Aging)
and utilizes CDBG funding for AviTEMP, a youth employment program. The City also partners with Lutheran Social Services as a
part of their Interfaith Homeless Emergency Lodging Program that provides beds to homeless individuals at local churches, and has
a relationship with Phoenix Rescue Mission to provide direct, on-call services to those experiencing homelessness in Avondale.
Chandler
The City of Chandler participates in local and regional efforts to reduce and end homelessness through direct operation and
financial support of a broad range of interventions designed to meet the diverse needs of individuals and families experiencing
homelessness. The City also invests in permanent, affordable housing solutions and long-term stability services to support
residents in obtaining and sustaining permanency.
The FY 2021-2022 Action Plan goals reflect Chandler’s commitment to ensuring homelessness is rare, brief and non-recurring.
Chandler will invest human and financial resources in the following strategies:
• Prevention: 1) Rent and/or utility assistance to households at immediate risk of homelessness; 2) Diversion assistance to
aid persons experiencing, or at imminent risk of homelessness, to utilize natural or financial resources outside the
homeless service delivery system to avoid homelessness.
• Outreach and Engagement: Identification, engagement and assessment of persons living without shelter.
Intervention and Stabilization: Appropriate shelter, housing and services to provide immediate safety, and support
towards stabilization and housing.
• Permanent Housing: Permanent, affordable housing opportunities and connection to long-term support systems.
• Regional Coordination and Collaboration: Active participation in regional planning efforts to promote adequate
resources and service delivery systems across jurisdictions.
Gilbert
The Gilbert Human Service Needs Assessment continues to guide the goals and actions. As noted in the assessment, homeless
individuals and families were identified as the fourth highest priority population needing additional support and services out of the
ten priority populations acknowledged. Gilbert will utilize general funds to provide support to regional homeless service providers
to provide outreach, emergency shelter, transitional housing, prevention services and permanent housing solutions for homeless
men, women, and families. In addition, Gilbert will fund an in depth homeless study to assist in identifying the gaps so solutions
can be implemented.
Glendale - This is included within Glendale’s Annual Action Plan AP-65 Section.
Peoria
The City of Peoria will continue to partner with the Maricopa Association of Governments (MAG) Continuum of Care to provide as
many resources to the homeless as possible. In addition, Peoria funds several agencies to ensure that these resources are always
available to those in need. Peoria is allocating $108,718 in federal funding and $73,500 in general fund specifically to reduce and
end homelessness. This does not include a combined federal amount of $681,096 for affordable housing. In total, Peoria intends
to assist over 2300 clients in FY21-22.
Page 17 of 35

Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively, funding 22 activities to assist 1,985 persons to help prevent homelessness.
Surprise
The City of Surprise Resource Center provides a central location for local service providers to reach out to persons experiencing
homelessness. The city has partnered with Lutheran Social Services for their I-Help program, to provide case management and
emergency overnight shelter to align with the reduction and ending homelessness. Additionally, the City of Surprise will provide
short- and long-term rental and utility assistance utilizing HOME and CDBG funding to assist families who are homeless or at risk of
becoming homeless, to access stable affordable housing. Surprise’s partnership with Lutheran Social Services will help families
make the transition and provide stable housing opportunities. The City will continue to provide funding for the TBRA program,
which focuses on providing homeless or at risk of homeless residents, access to affordable and stable housing. The city has
partnered with Phoenix Rescue Mission to provide local homeless outreach, and homeless prevention services. The City will
continue to support the Veterans, Disability and Human Services Commission in implementing its Strategic Plan adopted in January
of 2021. In response to the COVID-19 Pandemic, the City will provide CDBG-CV to provide emergency housing, and housing support
to those affected by the Pandemic. The housing support center will provide assistance to those who are homeless or at risk of
becoming homeless, and will help them gain access more efficiently to permanent housing, and life stabilizing services.
Tempe
The goals and actions to reduce and end homelessness are through the following strategies, hiring additional homeless outreach
workers, increase emergency shelter, and provide additional housing options. Through outreach we will have additional staff to
address the growing needs of the community. Each staff has a specialized area of training such as homeless youth 18-24, mental
illness and veterans and are all certified Behavioral Health Technicians (BHT) with 60% having lived experience. The increase for
emergency shelter options allows for diverse populations to be served in a stable environment and assists the outreach worker by
addressing all the people experiencing homelessness not just a specialty population. With additional shelter it allows the team to
engage someone and get them ready for housing by obtaining photo ID, Birth certificates, Social Security card and conducting
housing assessments for permanent housing options through coordinated entry and Tempe Housing Services. These are all a part
of the larger strategy through:
1. Increase dedicated homeless outreach in city parks
2. Ensure 24/7 mental health and substance use response and support
3. Enhance park and desert preserve maintenance and cleanup efforts
4. Communicate results and provide opportunities for neighborhood engagement
5. Refine park security through G4S deployment
6. Provide necessary shelter and housing strategies for those experiencing homelessness
Tempe will be using HOME funds to provide TBRA to families directly affected by COVID-19 up to 10,000 or 6 months of assistance.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Avondale
The City partners with Lutheran Social Services as a part of their Interfaith Homeless Emergency Lodging Program that provides
beds to homeless individuals at local churches, and has a relationship with Phoenix Rescue Mission to provide direct, on-call services
to those experiencing homelessness in Avondale. The City has a full-time Homeless Services Specialist who provides referrals and
case management out of the Arizona Complete Health Avondale Resource Center.
Chandler
Chandler is committed to ensuring all residents, especially those without shelter, have access to information and services to assist
them in ending their homelessness. The City has a dedicated team of homeless navigators, staffed by trained professionals with
lived experience, who actively seek and engage people living unsheltered. Once a relationship has been established, the team
works with the household to assess their immediate and long-term needs and makes appropriate connections to services. While
the ultimate goal is permanent housing, navigators often begin by assisting with basic health and safety concerns such as food
and medical care. Other primary navigation services include assistance obtaining documentation such as birth certificates and
identification, connection to benefits, and enrollment in the behavioral health system. Frequently, navigators are also able to
Page 18 of 35

reconnect individuals with services and benefits they were previously receiving, as well as with natural support systems from
which they lost touch. Ultimately, homeless navigators serve as lifelines to persons living without shelter, renewing individuals
trust in “the system” and subsequent willingness to access services.
In response to the COVID-19 Pandemic, Chandler implemented several services targeted at persons living without shelter to
enhance their ability to stay safe during the shut-down. Services include stand-alone portable restrooms and hand-washing
stations, indoor heat relief services, and access to cell phones and computers. These additional outreach services will continue to
be made available on an as needed basis.
One-year goals and actions include but are not limited to:
• Add a Lead Community Navigator position to oversee and coordinate the activity of the City of Chandler homeless
navigation team.
• Add a Community Navigator position to increase homeless navigation services to identify and engage persons living
without shelter.
• Add a Community Navigator position dedicated to working with persons experiencing homelessness who have cases
pending in the Chandler Municipal Court and have been referred to the Mental Health specialty court.
• Participate in the Maricopa Regional Outreach Collaborative to coordinate outreach services and strategies for more
integrated services.
• Partner with local health care providers to provide persons experiencing homelessness access to COVID-19 vaccines.
Gilbert
Gilbert participates annually in the Maricopa Association of Governments Point in Time Homeless Street Count to identify
unsheltered persons and asking questions regarding their individual needs. Additionally, regional service providers assess homeless
individual and family needs during intake to provide the most suitable emergency and transitional housing placement and wrap
around services. Furthermore, Gilbert is looking to fund a case manager to assist in serving the homeless population.
Glendale
The CoC is currently using a countywide centralized intake and client tracking system with the goal of enhancing CoC services to
better assist homeless persons. Glendale fully supports the use of this system to improve the services provided to the homeless.
In addition, Glendale participates in the annual street counts sponsored through the CoC and utilizes this data to develop strategies
to address homelessness. This year, with a combination of CDBG, ECG and CV funds the City of Glendale will be awarding a Master
Services agreement to a local agency that will provide a comprehensive, holistic approach to ending homelessness. Funds will
support homeless navigation, meals, counseling, case management, street outreach, rapid re-housing, transitional housing,
employment development, and other support services as needed.
Peoria
The Maricopa Association of Governments (MAG) Continuum of Care Task Force is the regional body that manages the collaborative
efforts of communities and agencies in Maricopa County to plan for the needs of the homeless and access federal funding on behalf
of agencies organized to address those needs. The City participates in the Point-In-Time Homeless Street Count, which is
administered by MAG. The most recent count was conducted January 28, 2020 and Peoria reported a count of 83 homeless
individuals; 65 male, 16 female, 2 unidentified genders, 4 children (under 18) and 6 families.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively, funding 5 activities to assist 427 persons to help prevent homelessness.
Surprise
The city has partnered with Phoenix Rescue Mission to provide local homeless outreach, and homeless prevention services. The
new partnership helps to meet the individual needs of persons experiencing homelessness in Surprise. The City also holds resource
events for persons experiencing homelessness. These events provide access to resources in the community, access to showers and
hygiene supplies, clothing, and other necessities. In response to the unprecedented COVID-19 Pandemic, the City will be
establishing a Housing Support Center in the City of Surprise. In Partnership with a local non-profit agency, the Housing Support
Center will provide emergency housing, and housing support to those affected by the COVID-19 Pandemic.
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Tempe
The homeless outreach team, HOPE provides outreach and supportive services to unsheltered individuals in the city of Tempe. Each
Outreach Specialists completes a housing assessment and reports that information into the Homeless Management Information
System (HMIS). HMIS is used throughout Maricopa County to share information between homeless service provides regarding
people experiencing homelessness. Once people are assessed for services, the outreach team determines the best solution to
address their needs. They will assist also with obtaining birth certificates, photo ID, social security cards and work on housing
solutions to end their homelessness.
Addressing the emergency shelter and transitional housing needs of homeless persons
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Arizona Complete Health Avondale
Resource Center, which partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition
Assistance and cash assistance (Helping Families in Need); rental, utility and mortgage assistance (Community Action Program);
domestic violence awareness safety planning and shelter referrals (New Life Center); homelessness prevention partnership with
schools (A New Leaf and Siemer Family Stability Program); transportation meals and referrals to seniors (Area Agency on Aging)
and utilizes CDBG funding for AviTEMP, a youth employment program. The City also partners with Lutheran Social Services as a
part of their Interfaith Homeless Emergency Lodging Program that provides beds to homeless individuals at local churches, and has
a relationship with Phoenix Rescue Mission to provide direct, on-call services to those experiencing homelessness in Avondale.
Chandler
Chandler provides financial support through local and federal funds to non-profit organizations in Chandler, and across the
Maricopa Region, to provide access to emergency shelter, rapid-rehousing and Tenant Based Rental Assistance (TBRA) for
individuals and families experiencing homelessness. Shelter for individuals is provided via an Interfaith Hospitality Emergency
Lodging Program (IHELP), in which faith organizations partner to open their doors each night on a rotating basis to provide
emergency shelter for single individuals experiencing homelessness. In addition to overnight sleeping accommodations, the
program provides meals and housing focused case management services. Emergency shelter for families experiencing
homelessness or domestic violence is provided via contract with partnering non-profit organizations in Chandler and neighboring
cities. Finally, Chandler provides up to two years of housing assistance and intensive support services through the TBRA program
for households experiencing homelessness, through a multi-agency partnership with the Chandler Public Housing Authority (PHA)
and a local non-profit organization.
In response to the COVID-19 Pandemic, Chandler implemented “Operation Open Door”, a hotel/motel program to provide low-
barrier shelter to persons experiencing homelessness who are vulnerable to severe illness or death as a result of contracting
COVID-19. The program successfully meets the needs of persons who are unable to utilize congregate shelter services. Program
participants receive food and intensive case management services with the goal of rapid transition to permanent housing.
Chandler also partnered with non-profit homeless housing provider Save the Family to provide Rapid Rehousing for families
experiencing homelessness as a result of COVID-19. This program adds critical housing capacity for families that have lost their
housing as a direct result of the Pandemic or cannot find emergency shelter because of reduced shelter capacity caused by social
distancing requirements.
One-year goals and actions include but are not limited to:
• Continue to support emergency shelter, domestic violence shelter, and TBRA through contracts with partnering
organizations.
• Continue to support Operation Open Door and Rapid Rehousing for families impacted by COVID-19.
• Participate in regional efforts to decrease the length of time in shelter and increase exits to housing.
• Work with the Coordinated Entry System to enhance the progressive engagement protocol for participants utilizing
transitional programs in need of a higher level of support to sustain permanency.
Gilbert
Gilbert annually provides financial support to regional emergency and transitional housing service providers to assist Gilbert
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homeless individuals and families. It is anticipated Gilbert will continue to do so in FY 2021-2022.
Glendale
To address emergency shelter and transitional shelter needs of homeless persons, the City of Glendale will continue to provide
financial support to agencies that operate shelter facilities. This year, with a combination of CDBG, ECG and CV funds the City of
Glendale will be awarding a Master Services agreement to a local agency that will provide a comprehensive, holistic approach to
ending homelessness. Funds will support homeless navigation, meals, counseling, case management, street outreach, rapid re-
housing, transitional housing, employment development, and other support services as needed.
Peoria
The City intends to address shelter and transitional housing needs of homeless persons during the plan year by providing funding
for these services. Specifically, CDBG funding will be utilized to provide case management for families residing in a transitional
shelter (Homeward Bound). CDBG and City General Funds will be provided to support to assist with personnel expenses at a
regional shelter (Central Arizona Shelter Services), provide operating expense aid to local. Additional General Funds will be
provided to support domestic violence shelters (A New Leaf and Chrysalis, respectively). A variety of services are provided by
Homeless Youth Connection for students experiencing homelessness. As well as homeless outreach and services being provided
by Phoenix Rescue Mission.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively, funding 13 activities to assist 1,472 persons to help prevent homelessness.
Surprise
The City of Surprise has partnered with Lutheran Social Services for their I-Help program, to assist with emergency housing needs
of persons experiencing homelessness in Surprise. Partnership with IHELP allows for cross collaboration to aid homeless persons in
the transition to the Heritage at Surprise project. The City will continue to work with the West Valley Human Services Collaborative
to establish new and innovative ideas to assist those in need of housing. The City will also continue to seek partnerships with local
non-profit housing support providers. In response to the COVID-19 Pandemic, the City will provide CDBG-CV to provide emergency
housing, and housing support to those affected by the Pandemic.
Tempe
City of Tempe created congregate and non-congregate shelter in the beginning of the pandemic beginning in April of 2020
partnering with Maricopa County Human Services Department and other local non-profits. Tempe has expanded shelter availability
to 55 rooms with a max capacity of 110 individuals. This shelter option is a way to serve multiple populations at one location such
as families with children, single men and women including people with pets. The stability of shelter allows for supportive services
and with greater success to transition to a permanent housing solution.
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
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Arizona Complete Health Avondale
Resource Center, which partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition
Assistance and cash assistance (Helping Families in Need); rental, utility and mortgage assistance (Community Action Program);
domestic violence awareness safety planning and shelter referrals (New Life Center); homelessness prevention partnership with
schools (A New Leaf and Siemer Family Stability Program); transportation meals and referrals to seniors (Area Agency on Aging)
and utilizes CDBG funding for AviTEMP, a youth employment program. The City also partners with Lutheran Social Services as a
Page 21 of 35

part of their Interfaith Homeless Emergency Lodging Program that provides beds to homeless individuals at local churches, and has
a relationship with Phoenix Rescue Mission to provide direct, on-call services to those experiencing homelessness in Avondale.
Chandler
The City of Chandler is an active participant in the Maricopa Regional Continuum of Care Governing Board and committees.
Through this work, Chandler participates in regional efforts to ensure that the homeless service delivery system is maximizing
resources and continually improving its ability to serve those who are most vulnerable, including individuals and families
experiencing chronic homelessness, families with children, Veterans and their families, and unaccompanied youth.
One-year goals and actions include but are not limited to:
• Coordinate and distribute resources to those who are most vulnerable through utilization of a regional By Name List
(BNL) and participation in regional case conferencing.
• Participate in efforts to reduce length of time in shelter through increased training and implementation of critical time
intervention and motivational interviewing.
• Enhance relationships and coordination with support networks and systems of care that provide on-going support to
promote long-term stabilization and reduced returns to homelessness.
• Engage with organizations serving Veterans in Chandler to enhance access to services to Veterans experiencing
homelessness.
Gilbert
Regional homeless service providers that partner with Gilbert assess individual and family needs to place them in the most
appropriate housing setting that will foster success and reduce instances of repeat homelessness. Gilbert HOME funds purchase
and rent housing for families with dependent children that may have been homeless or about to become homeless and provides
them with safe, affordable long-term housing. Supportive services are also offered to the family to ensure long-term success.
Glendale
Glendale supports the need to transition homeless individuals and families into permanent housing and independent living as soon
as reasonable. In 2020-21, Glendale funded Helping Hand Housing Services which is the housing arm of UMOM New Day Centers.
Helping Hand will complete construct of 72 units of affordable housing targeting 40% to 60% area median income in this fiscal year.
Peoria
Through the use of Federal funds, the City will provide funding to a transitional shelter (Homeward Bound) for case management
expenses. The shelter is a family shelter that provides training in life skills such as establishing budgets, instruction on how to pay
off debts and establish savings accounts amongst many other important skills. In addition, CDBG funding will be provided to
Phoenix Rescue Mission to provide wrap around services and Central Arizona Shelter Services for case management
expenses. General Fund grants will help fund Phoenix Rescue Mission’s Diversion Toolkit that will provide life essential items such
as: ID’s, birth certificates, social security cards, etc. to help individuals secure permanent housing and financial security, Church of
the Palms to provide basic human health needs such as showers and personal care to prepare for employment, which can ultimately
lead to housing.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively, funding 18 activities to assist 1,897 persons to help prevent homelessness.
Surprise
The City has strategically planned to address the needs of homeless persons to make the transitions to permanent housing
opportunities by implementing the following projects. 1) Affordable housing. The City will may include tenant-based rental
assistance (TBRA) to help residents from becoming homeless or transition homeless persons into permanent housing. 2) Public
services. Public services will have a narrow focus providing services for persons who are homeless or at-risk of becoming homeless.
The City is committed to ending functional homelessness, and will focus resources on 1) Diversion & Prevention/Homelessness
Proofing 2) Coordinated Entry 3) Discharge Planning 4) Housing focused shelters 5) Housing first 6) Housing Development &
locations services.
Tempe
Page 22 of 35

In Maricopa County there is a waiting list for family shelter that can sometimes be up to six weeks. Tempe has also created
emergency units that are fully furnished apartments where they allow families experiencing homelessness supportive services
and a safe place until they are called for family shelter in the community. This model creates additional family shelter capacity
throughout the entire community. This allows supportive services to obtain necessary documents to assist someone when they
are ready for housing or come up to the top of a waiting list for housing. They connect with the homeless school liaison to ensure
children stay enrolled in school and have the resources they need to be successful. Human services also has scholarships for
families experiencing homelessness for child care so the parents can work or go job hunting if their children are not of school age.
The ability to connect the family with a local job bank and partnership with Arizona at Work allows for greater self-sufficiency and
less likely to return to homelessness.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income
individuals and families and those who are: being discharged from publicly funded institutions and systems
of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and
corrections programs and institutions); or, receiving assistance from public or private agencies that address
housing, health, social services, employment, education, or youth needs.
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Arizona Complete Health Avondale
Resource Center, which partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition
Assistance and cash assistance (Helping Families in Need); rental, utility and mortgage assistance (Community Action Program);
domestic violence awareness safety planning and shelter referrals (New Life Center); homelessness prevention partnership with
schools (A New Leaf and Siemer Family Stability Program); transportation meals and referrals to seniors (Area Agency on Aging)
and utilizes CDBG funding for AviTEMP, a youth employment program. The City also partners with Lutheran Social Services as a
part of their Interfaith Homeless Emergency Lodging Program that provides beds to homeless individuals at local churches, and has
a relationship with Phoenix Rescue Mission to provide direct, on-call services to those experiencing homelessness in Avondale.
Chandler
Chandler strives to make homelessness a rare occurrence by providing financial support to the local Community Action Program
(CAP) and other non-profit service providers for rent and utility assistance to households at immediate risk of homelessness. In
addition, Chandler invests in homeless diversion activities such as providing bus fare or facilitating communication with family
members to facilitate utilization of resources outside of the homeless service delivery system if at all possible. Once a person
becomes homeless, and enters the homeless service delivery system, it is much more difficult to regain stability and
independence. Evictions become barriers to future rental opportunities, and it can be challenging to maintain or obtain gainful
employment without reliable shelter, food and transportation.
Chandler also operates Emergency Home Repair and Home Rehabilitation programs to assist households with low/moderate- and
extremely low-income address safety concerns they cannot afford to resolve so they can remain housed in their own homes.
Without assistance, the residence may become unsafe and uninhabitable, forcing the household to leave the residence and risk
homelessness in the competitive Chandler housing market.
In response to the COVID-19 Pandemic, Chandler allocated significantly increased funding to its designated Community Action
Program (CAP) provider AZCEND and other non-profit organizations to support rent, mortgage and utility assistance. Funds were
also allocated to support move-in assistance to re-house persons who ultimately lost their housing. Chandler will continue to
allocate funds for this purpose based on need and availability.
One-year goals and actions include but are not limited to:
• Support eviction prevention and diversion services to keep Chandler residents from entering the homeless service
Page 23 of 35

delivery system.
• Support emergency home repair and home rehabilitation programs.
Gilbert
Gilbert will continue to provide general fund support to non-profit organizations providing services to income eligible individuals
or families to address overall needs for housing, health, social services, workforce development, education and youth
prevention/intervention services. Gilbert also utilizes CDBG funds that provide repairs to low income residents to keep individuals
and families in their homes.
Glendale
In Glendale, access to stable and affordable housing is a key element of the strategy to prevent homelessness. The current plan to
end homelessness largely centers on providing outreach, prevention, and employment opportunities in tandem with housing to
comprehensively address the needs of the extremely low-income individuals and families. The City continues to provide CDBG
funding for homeless prevention activities, including emergency rental/utility assistance payments. In addition, the Glendale
Community Action Program (CAP) receives funding from federal, state and numerous local sources to assist with a number of
services designed to help keep families stable in their homes. CAP was recently awarded a State eviction prevention grant to help
with this endeavor.
Peoria
The City will use Federal funding to provide emergency services to repair life-safety issues to homes that, left unrepaired or
unassisted, would likely result in condemnation and homelessness. In addition, the City will provide General funding to help fund
the Utility Assistance program in the Peoria Resource Center. Many of the residents applying for assistance through these programs
are receiving assistance through social service programs and/or health programs. General Funding will also be used to fund
Community Legal Services to address wrongful evictions, Duet: Partners in Health & Aging to provide resources so that seniors may
continue to live successfully on their own, HART Pantry to provide the necessary food and essential for low income, at risk youth,
Zuri’s Circle to provide essential needs such as food, water, clothing, school supplies, uniforms; assisting elderly with furniture and
everyday essentials, and connecting all to resources to provide rent, utility, medical and dental assistance to low income families.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively, funding 3 activities to assist 455 persons to help prevent homelessness.
Surprise
To address barriers that low income individuals and families face to help avoid from becoming homeless, Surprise will implement
the following: 1. Affordable housing. The City will may include tenant-based rental assistance (TBRA) to help residents from
becoming homeless or transition homeless persons into permanent housing. 2. Public services. Public services will have a narrow
focus providing services for persons who are homeless, at-risk of becoming homeless. Additionally, The City of Surprise Resource
Center provides a central location for persons in crisis to find solutions and utilize available resources. The City will continue to
support the Veterans, Disability and Human Services Commission Strategic Plan, which calls for the creation of Resource Hubs
throughout the City.
Tempe
The city of Tempe has a Mental Health Court that assist people who are mentally ill and are experiencing homelessness with housing
and supportive services when they are exiting jail. They can provide them with shelter, enroll in health care, food stamps and other
services to reduce the likely hood of returning to jail. Some of those things includes reconnecting them to their behavioral health
clinic and getting them stabilized on their medications. Human Services works closely with other departments within the city like
Tempe PD, the City Prosecutors office and probation to offer alternatives to jail. We can also offer Tenant Based Rental Assistance
to allow them to have a safe place to live.
Page 24 of 35

AP-75 Barriers to affordable housing - 91.420, 91.220(j)
Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to
affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes,
fees and charges, growth limitations, and policies affecting the return on residential investment
Avondale
The City of Avondale will continue to provide eligible homeowners and first-time homebuyers with assistance to maintain or
purchase homes, thereby making them affordable. The City will continue to implement the Infill Incentive Program, which provides
developers and owners with fee reductions to construct housing in the City’s low and moderate income Revitalization Areas. The
City will also continue to operate housing-related programs, such as the Community Action Program, to provide area residents with
rent and utility assistance in order to maintain their housing.
Chandler
Chandler’s General Plan includes public policies to address barriers to affordable housing, including but not limited to:
• Encourage live/work developments, where appropriate (e.g., Downtown, high capacity transit corridors, regional
commercial nodes);
• Provide for a variety of housing choices for all income levels;
• Promote a compatible mix of housing types in in-fill areas;
• Encourage a range of housing types within walking distance of schools and other community facilities (e.g., libraries,
transit centers, community centers, health clinics, recreation spaces, and healthy food establishments);
• Address housing needs of fixed-income elderly persons and other special-needs populations;
• Support the aging and disabled population in neighborhoods by continuing to implement programs that assist them in
meeting neighborhood maintenance codes;
• Increase capacity for and coordination of affordable housing programs and projects;
• Concentrate on improving housing affordability Citywide;
• Continue to encourage private investment in affordable housing;
• Enforce housing and neighborhood maintenance policies;
• Improve rental housing maintenance to ensure quality neighborhoods;
• Ensure compatible transition between residential areas and incompatible land uses as well as between intensity of land
uses (e.g., between employment and residential);
• Improve transition between and continuity of old and new neighborhoods;
• Maintain, and where needed, improve infrastructure as neighborhoods age;
• Create and promote educational outreach and training seminars on housing and neighborhood maintenance;
• Continue to increase the quality of life in neighborhoods by promoting civic engagement;
• Continue to recognize adopted neighborhood and specific area plans that provide further development guidance in
targeted areas;
• Foster organization of and training for HOA and traditional non-HOA neighborhoods;
• Continue to provide programs that encourage neighborhood identity and a sense of place; and
• Foster partnerships and collaboration with nonprofits, businesses, and other organizations to support neighborhood and
community development.
Gilbert
The high cost of housing in Gilbert significantly increases the difficulty of meeting affordable housing needs. Staff will continue to
research and explore public/private partnerships in the construction and development of affordable housing. Gilbert will also
continue to look for opportunities to leverage its HOME funds and affordable housing options through the Maricopa County HOME
Consortium.
Page 25 of 35

Glendale
According to the most recent Analysis of Impediments to Fair Housing Choice, a commonly identified barrier to affordable housing
are the cost burden and severe cost burden faced by both renters and owners. With the City’s limited housing inventory, and the
general upward momentum in the housing market, there is insufficient affordable housing for both renters and owners.
The actions that will take place in FY 2021-22 with HOME funds to remove barriers to affordable housing include:
• Down payment assistance for income-qualified homebuyers and other leverage private funds for affordable housing
Peoria
The City will continue to afford non-profit developers a reduction in some development plan review fees. The entitlement fees or
“planning fees” are assessed at 50% of the normally required fees. These fees include rezone and use permits, site plan review,
design review and others.
Scottsdale
The following actions will be taken during the upcoming year to address barriers to affordability:
▪ Manage federal assistance:
▪ Housing Reconstruction to preserve affordability through acquisition and rehabilitation of single-family
residential home through ARM of Save the Family
▪ Green Housing rehabilitation, roof repair and replacement, and emergency repair assistance to extend
the livability of owner-occupied housing.
▪ Homeownership assistance through:
o FSS escrow accounts
◼ Rental Assistance through:
o Housing Choice Voucher Program
▪ Affordable rental housing through:
o Belleview of Scottsdale multi-family rental units
o Administration of the Housing Choice Voucher Program
Surprise
The City of Surprise strategy to remove or ameliorate barriers to affordable housing is to leverage resources and develop
partnerships to create new affordable housing units. For instance, in the Surprise Heritage District, the City’s provides financial
incentives to promote both residential and commercial development that will aid in the revitalization of the Original Town Site.
Available incentive and procedure to obtain it will be determined by the type of project: residential or commercial.
• New residential development on parcels zoned either SHD-RO or SHD-CO shall receive a 100% waiver of the City of Surprise
Development Impact Fees
• New, expanding qualifying commercial development may request a 100% waiver of Building Plan Review, Building Permit, and
City of Surprise Development Impact Fees at the approval of City Council.
In accordance with the Analysis of Impediment Fair Housing Goals, the City of Surprise will review zoning ordinances for areas that
restrict housing development. For instance, the City has a lack of multi-family housing with less than 1% of existing residential units
being multi-family. Currently, less than .1% of land in Surprise is zoned for multi-family housing. This may be a barrier to the
development of new multi-family housing units in Surprise.
Tempe
Tempe will continue to provide the TBRA program with a priority for people experiencing homelessness. Continue to work with
Newtown and Habitat to provide Homeownership assistant to low-income households. Reduce Permit fees and reduce Impact
fees when applicable.
Additional Discussion
Chandler
Page 26 of 35

The primary impediment to accomplishing Consolidated Plan goals is the high cost and limited supply of permanent housing.
Planned housing and public services activities will address this need to the extent possible with available resources.
Glendale
During FY 2021-22 Glendale will preserve affordable housing and increase the affordable housing stock for households with income
between 0-80% AMI by implementing or funding the following activities:
• Utilize CDBG funding for the rehabilitation of owner-occupied housing units and to support Habitat for Humanity in
developing new affordable housing units
• Address accessibility barriers for elderly and persons with disabilities
• Provide Section 8 vouchers to eligible households
• Provide financial assistance to households facing eviction with emergency rental assistance
• Construct 72 units of affordable housing which will target households between 40%-60% AMI
• Utilize HOME funds to provide first time home buyers with direct down payment assistance.
The City of Glendale will continue to address affordable housing barriers by incorporating universal design concepts that allow units
to be retrofitted for future needs of persons with disabilities. The City will also look at methods that will make construction more
affordable ensure greater energy efficiency. The City is also currently reviewing its Comprehensive Plan and will look at public
policies including planning and zoning that are barriers to affordable housing and fair housing choice and address them.
Peoria
In addition, the following actions will contribute to the removal or amelioration of barriers to affordable housing:
• CDBG funds will be allocated to emergency home repair programs.
• CDBG funds will be used to provide major rehabilitation, up to and including total reconstruction, for eligible
homeowners whose repairs fall outside of the scope of the city's Emergency Home Repair Program.
• CDBG funds will be used to produce low-income housing and provide down payment assistance to low income persons.
• CDBG funds will be used to provide exterior home improvements within a Neighborhood Revitalization Program.
• HOME funds will be allocated to produce affordable housing utilizing the Community Land Trust Homeownership model.
• The City’s General Fund will allocate Neighborhood Pride funding to make aesthetic improvements to the exterior of
homes in disrepair or otherwise needing improvement.
• The City’s General Fund will allocate grant funds to Community Legal Services to provide pro-bono legal services to low-
income residents experiencing critical legal issues that impact their basic survival needs.
The City of Peoria strives to assist housing providers with sensible affordable housing development. At times, this may include the
use of Low Income Housing Tax Credits (LIHTC) for development of housing that is affordable to low-to-moderate income renters
or buyers. Currently, there are no developers seeking LIHTC projects in Peoria. Should a feasible project be proposed and funded,
the City will assist a developer with the LIHTC process.
Page 27 of 35

AP-85 Other Actions - 91.420, 91.220(k) – HOME and Housing Activities
Actions planned to address obstacles to meeting underserved needs
Avondale
The City will continue to operate its successful programs, such as CAP, Helping Families in Need, Contributions Assistance and the
myriad of others operated through Neighborhood and Family Services. The City continually seeks to improve the efficiency in
program operations, as well as increase partnerships that expand existing programs and develop new programs. The City will
continue to partner to build capacity and implement projects.
Chandler
The City utilizes a number of approaches to address the diverse needs of Chandler residents. The first priority for individuals and
families in crisis is stabilization and support. The root causes of poverty cannot be addressed until basic health and safety needs
are met. Subsequently, the City invests in programs that assist residents in crisis to regain stability and develop a strong foundation
for future growth. These include emergency food and shelter, clothing and hygiene supplies, transportation services, and
specialized services for vulnerable youth, older adults, and Veterans.
Chandler utilizes HOME funds to support Tenant Based Rental Assistance (TBRA) for households experiencing homelessness. The
program serves households needing up to two years of financial assistance and intensive support services to gain stability and
develop a foundation to carry them into the future independently. Participants selected for the program face multiple obstacles.
Many have untreated medical and behavioral health conditions, negative rental history, and criminal history, which serve as barriers
to housing and employment. In addition, many participants have been homeless for a significant period of time, are unaccustomed
to living indoors in a traditional housing environment, and lack trust in the justice and service delivery systems.
Chandler also utilizes HOME funds to support first-time homebuyers to get their foot in the market and build wealth through
homeownership. This is accomplished through a Community Land Trust model, in which the first-time homebuyer purchases a
home on land belonging to the Trust. The new homeowner has an affordable mortgage payment, and when they sell the home,
they receive a portion of the equity. The Trust then has the opportunity to re-sell the home to another first-time homebuyer,
continuing the trend of affordability.
Chandler also plans to utilize HOME funds to support affordable rental housing. A local non-profit organization designated as a
Community Housing Development Organization (CHDO) will use HOME funds to acquire and rehabilitate a property that will be
rented to a Chandler family with an income at or below 60 percent of the HUD-adjusted median family income for the Maricopa
County area.
Chandler leverages CDBG and HOME funds with 1.1 million in General Fund resources to support agencies that address the needs
of the City's vulnerable residents. The specific program areas that are funded are: 1) Youth, including educational support, health
programs, and prevention/interaction activities; 2) Basic Needs, including crisis intervention, temporary assistance, basic needs,
and support services focused on employment assistance and adult education; 3) Special Populations, including basic needs,
independent living programs, socialization and education services; 4) Transportation Services for low-income Veteran's.
Gilbert
Gilbert will continue to focus on increasing Gilbert’s affordable rental housing stock, educate the community on the opportunities
to receive emergency home repair services to preserve current homeowner housing stock and continue to fund organizations
providing essential services to vulnerable Gilbert populations.
Glendale
During FY 2021-22, the City plans to undertake the following actions to address obstacles to meeting underserved needs: funding
projects and activities that leverage funding from other public and private resources to benefit more low- and moderate-income
residents; provide support for agencies that serve homeless individuals and families, and persons at risk of homelessness; address
aging infrastructure, other public improvement, and public facility needs; continue to participate in regional and countywide efforts
to ensure resources address the highest priority needs of homeless persons and families; and identify new funding opportunities
and support funding applications for other organizations in the City or region.
Peoria
Page 28 of 35

The City employs two Human Services Coordinator positions in the Community Assistance Division. The coordinators are primarily
responsible for bringing together efforts of various social service agencies within the City for its residents; this includes connecting
residents to services to address housing needs. Additionally, these positions are tasked with providing outreach regarding regional
services available.
Scottsdale
The City of Scottsdale will:
▪ Continue increased levels of code enforcement to preserve neighborhoods
▪ Fund programs offering rehabilitation to preserve older housing stock
▪ Fund non-profit agencies to provide programs and services to the elderly and frail elderly
▪ Increase services for basic needs
▪ Tax counseling assistance at the Senior Centers
▪ Emergency rent and utility assistance through Vista Del Camino
Surprise
The City of Surprise Resource Center provides a central location for local service providers to reach out to persons experiencing
homelessness. The Surprise Resource Center is a one-stop-shop for social services. Through strategic partnerships with a growing
number of community-based organizations and government agencies, the Center offers Surprise residents connections to services
that include everything from rent and utility assistance to employment support to food and nutrition resources. The City of Surprise
Veterans, Disability, and Human Services (VDHS) Commission completed a community Needs Assessment in 2020. In January of
2021, the VDHS Commission completed a Strategic Plan for addressing the needs identified in the Needs Assessment. The City will
work with the Commission to enact the Strategic Plan in Program Year 2021.
Tempe
Actions to be taken during this program year to address the obstacles to meeting the underserved needs include:
Increase the quality of housing thru our rehabilitation programs
▪ Owner-occupied emergency home repairs
▪ Lead-based paint testing
Increase affordable housing
▪ Community Land Trust (CLT)
▪ Single Family Acquisitions (rental assistance)
▪ TBRA
▪ Bridges to Permanency Rental Assistance
▪ Section 8 rental assistance
▪ Project Based Vouchers (PBV)
Actions planned to foster and maintain affordable housing
Avondale
The City will maintain its CDBG and HOME-funded rehabilitation programs, as well as our First-Time Homebuyer Program. In
addition, the City may also use program income from its NSP loans to supplement these programs. The City recently has established
a non-profit to increase human services capacity in the community and may pursue CHDO designation in order to capture additional
HOME funds to supplement its affordable housing initiatives.
Chandler
The City will continue to utilize HOME funding to support programs to insure that residents are aware of and can participate in
activities to increase their knowledge of affordable housing programs as well as services available to meet their specific needs.
For example, through its partnership with Newtown Community Development Corporation, the City funds activities that provide
housing counseling and education to residents seeking affordable first time homeownership. Newtown's Community Land Trust
Program continues to create new first time homebuyers in Chandler, which has expanded the dream of homeownership to over
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80 residents who have participated in the program. The City is also partnering with ARM of Save the Family to provide affordable
rental housing to families who have a household income at or below 60% of the HUD-adjusted median family income for the
Maricopa County area. In addition, the City continues to expend HOME funds to support a Tenant Based Rental Assistance (TBRA)
Program for households experiencing homelessness. The TBRA Program provides affordable housing through rental subsidy for
up to two years, along with intensive case management support to promote long-term stability. Chandler continues to provide
affordable housing opportunities through its rehabilitation programs as well. The Housing Rehabilitation Program addresses the
needs of homeowners in maintaining their home and sustaining their ability to reside there. In addition to these programs, the
City operates a robust affordable rental housing program. The City's Housing and Redevelopment Division manages 480 Section 8
Housing Choice Vouchers, as well as 303 public housing units.
Gilbert
Gilbert will utilize HOME funds in fiscal year 2021-2022 to purchase and rehabilitate one permanent affordable housing unit within
the community. Gilbert has been able to increase its affordable housing stock annually. In addition, Gilbert will utilize CDBG funds
to provide emergency and minor home repairs, enabling owner-occupied residents to remain in their homes free of health and
safety hazards.
Glendale
During FY 2021-22 Glendale will preserve affordable housing and increase the affordable housing stock for households with income
between 0-80% AMI by implementing or funding the following activities:
• Utilize CDBG funding for the rehabilitation of owner-occupied housing units and to support Habitat for Humanity in
developing new affordable housing units
• Address accessibility barriers for elderly and persons with disabilities
• Provide Section 8 vouchers to eligible households
• Provide financial assistance to households facing eviction with emergency rental assistance
• Construct 72 units of affordable housing which will target households between 40%-60% AMI
• Utilize HOME funds to provide first time home buyers with direct down payment assistance.
Peoria
During the program year, the following actions are planned to foster and maintain affordable housing:
• CDBG funds will be allocated to the City Emergency Home Repair Program.
• CDBG funds will be allocated to non-profit developer for the reconstruction of substandard and blighted housing within
the City of Peoria.
• CDBG funds will be used to provide exterior home improvements within a Neighborhood Revitalization Program.
• HOME funds will be allocated to a non-profit developer to produce affordable housing utilizing the Community Land
Trust Homeownership model.
• City General Funds will be allocated to the City operated Neighborhood Pride Program to make aesthetic improvements
to the exterior of homes in disrepair or otherwise needing improvement.
• Non-profit developers will continue to be afforded a reduction in some development plan review fees. The entitlement
fees or “planning fees” are assessed at 50% of the normally required fees. These fees include rezone and use permits,
site plan review, design review and others.
Scottsdale
The City of Scottsdale will continue to provide services to the community, including but not limited to:
▪ Homeowner-occupied Green Housing Rehabilitation, Roof Repair and Replacement and Emergency Repair Programs
for low- and moderate-income households
▪ Accessibility modifications
▪ Reconstruction of housing to maintain affordability
▪ Rental assistance (Housing Choice Voucher Program)
Surprise
The City plans to continue providing housing rehabilitation, utilizing CDBG, for low- and moderate-income residents in need of
health and safety rehabilitation to their homes. The City has partnered with a non-profit housing provider to administer the City’s
Page 30 of 35

tenant-based rental assistance (TBRA) program to help eligible residents gain stable and affordable housing. The development of
new affordable rental units remains a high priority for the City. The City will continue to seek out partnerships with housing
developers to create new rental unit opportunities.
Tempe
When possible and appropriate opportunities exist, the City may explore providing financial assistance for Tax Credit Projects for
affordable housing development to expand multi-family rental development projects and homeownership opportunities.
Additionally, acquisition, soft costs and site development funds may be used for affordable housing development. Consideration
for additional funding may be given upon completion of the pre-development phase.
Actions planned to reduce lead-based paint hazards
Avondale
The City will undertake the following are the actions in 2020-2024 to evaluate and reduce lead-based paint hazards and to integrate
lead-based paint hazard reduction into Avondale’s housing policies. All activities will be completed in accordance with Title X of the
1992 Housing and Community Development Act: 1. adhere to HUD Lead Safe Housing Rule 24 CFR Part 35 in the conduct of
rehabilitation activities, and 2. provide information to housing recipients as well as the general public about the hazards of lead-
based paint.
Chandler
Actions planned to reduce lead-based paint hazards include but are not limited to:
• Complying with HUD lead-based paint abatement standards in Public Housing, the Housing Choice Voucher Program and
Housing Rehabilitation Programs.
• Seeking additional funding as it becomes available to provide testing and abatement of lead-based paint hazards in
single-family housing where young children are present.
• Providing educational about lead-based paint hazards to Chandler residents.
Gilbert
Gilbert will continue to utilize CDBG funds to operate the Gilbert Emergency & Minor Home Repair program which identifies and
address lead-based paint hazards within the community.
Glendale
The elimination of lead-based paint hazards in existing housing is an important part of the City of Glendale’s strategy for addressing
potential health conditions faced by at-risk low- to moderate-income families, particularly those with young children in target
housing. All CDBG and HOME funded housing rehabilitation and affordable housing preservation projects include testing for lead-
based paint and related hazard elimination activities when needed. In order to ensure compliance with HUD’s Lead Safe Housing
Rule, a senior staff person with extensive construction experience and HUD/EPA training in the identification and elimination of
lead-based paint hazards oversees this effort. The Division’s goal is to increase the number of hazard-free, affordable housing units
available in the community.
Peoria
The city provides the required notices and information about the hazards and risks of lead-based paint to all program
participants. The city also makes the current lead brochure/handout from the United States Environmental Protection Agency
available at community and neighborhood events. All applications requesting federal funding from the city for emergency home
repairs on units built prior to 1978 will have an inspection of the property for the presence of lead. A quantitative analysis must be
done using either laboratory sampling or XRF testing. If lead based paint is found to be present, lead hazard control activities will
take place as part of the activity. All regulations regarding lead hazard control, cleanup and disposal will be followed.
Scottsdale
With the establishment of the City’s owner-occupied Green Housing Rehabilitation Program, the City has developed procedures for
identifying homes with lead-based paint and treating them in compliance with the Residential Lead-Based Paint Hazard Reduction
Act of 1992 (Title X) and subsequent changes in September 1999.
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It is estimated that 35,691 units in Scottsdale were constructed prior to 1978. Any household with a child under the age of six
receiving federal funding and living in a pre-1978 housing unit requires lead-based paint testing be performed.
Scottsdale will continue to test homes constructed prior to 1978, receiving federal assistance, for lead-based paint in compliance
with 24 CFR part 35, at the time households seek assistance from the City. Additionally, all program participants are provided the
required lead-based paint brochure.
Surprise
The City has written policies and procedures for all programs required to comply with the HUD lead-safe housing rule (LSHR).
Additionally, the City requires lead-based paint policies and procedures with any partners who may administer these programs on
the City's behalf. Contractors in the housing rehabilitation program have lead-based paint requirements integrated into their
contract for services with the homeowner.
TBRA lead-based paint requirements apply to dwelling units occupied or to be occupied by families or households that have one or
more children under age six, the common areas servicing the units, exterior painted surfaces associated with such units, and other
areas used by unit residents and frequented by children under age six. All units assisted under the TBRA program are subject to
HQS inspections in which requires compliance with the HUD lead-safe housing rule (LSHR).
Tempe
Tempe will continue to comply with all lead-based paint (LBP) requirements imposed by HUD and will continue to direct resources
to eliminate lead-paint in its housing rehabilitation programs.
Actions planned to enhance coordination between public and private housing and social service agencies
Avondale
As the City’s human services needs continue to grow, the City will continue to pursue and form partnerships with other
organizations. Several service providers maintain space in the Arizona Complete Health Avondale Resource Center, which acts a
human services hub for the City and the Southwest Valley. Services provided at the Center are diverse and comprehensive,
including those related to housing, illiteracy, domestic abuse, early childhood development, nutrition, elder care, health care,
citizenship and ESL, financial literacy, education, youth education and employment, homelessness prevention, employment
training, crisis intervention, tax assistance, and parenting skills.
Chandler
Chandler is a collaborative, generous, and rapidly changing community. The For Our City Chandler initiative has been
an integral component in connecting people and organizations to address community needs. Together, the City of
Chandler and For Our City Chandler are invested in programs and strategies to prevent and combat the traumatic
impact of poverty and meet the basic needs of low- and moderate-income households. Targeting interventions based
on a deep understanding of the community ensures Chandler resources promote an improved quality of life for all
Chandler residents.
Actions planned to enhance coordination between public and private housing and social service agencies include but are not
limited to:
• Participate in For Our City Chandler to maximize the community’s capacity to meet underserved needs.
• Align the allocation of Federal and local resources with the needs of underserved Chandler residents as identified in the
2019 Community Needs Assessment.
Gilbert
Gilbert will continue to collaborate with public and private housing and social service agencies to meet the goals and objectives of
Gilbert’s Consolidated Plan. This includes ongoing meetings, special meetings or subcommittees, and/or participation on relevant
task forces.
Glendale
During FY 2021-22, Glendale will utilize CDBG, HOME, and ESG funding to support public and private housing programs including
Page 32 of 35

programs operated by social service agencies. The City will continue to utilize the services of the CDAC to review applications for
funding and make funding recommendations. The housing and supportive services needs of homeless persons will also be
addressed by participation in the CoC and funding for social service agencies.
Peoria
The City utilizes CDBG and its general funds to improve neighborhood conditions and quality of life for its low- and moderate-
income residents. The City provides funding for activities that work to reduce poverty by providing emergency assistance and social
services. The City will continue to provide funding to improve neighborhoods, increase job opportunities as well as other economic
opportunities.
In addition, the City’s Human Services Coordinator positions within the Community Assistance Division are primarily responsible
for coordinating efforts of social service agencies within the City and for its residents. Additionally, this position provides outreach
regarding available services.
During the program year, the City of Peoria will continue to foster partnerships and collaboration among and between non-profit
and private organizations. In addition to General Fund contributions, the City will continue to provide programs such as various
City volunteer programs whereby residents and interested individuals can donate their time and resources to help in community
events and with other tasks and committees. The City’s Neighborhood Pride Program will continue to match private resources,
non-profit and faith based volunteers with residents in need of community improvements.
Scottsdale
▪ Provide funding assistance and licensee agreements to non-profit providers of services to Scottsdale’s youth,
seniors, special needs populations, victims of domestic violence, persons and families in crisis, and disabled
persons
▪ Address increased needs through best practices in management of programs, funding, facilities, and license
agreements
▪ Improve quality of life through connectivity-people to services
▪ Provide access to basic needs
▪ Provide prevention assistance through:
▪ Intake and referral
▪ Emergency rent and mortgage assistance
▪ Emergency utility assistance
▪ Promote self-sufficiency, mitigate the causes of poverty and support independent living through the Family Self-
Sufficiency Program (FSS)
▪ Improve quality of life through education, recreation, and socialization
Surprise
City staff participate and are members of the West Valley Municipal Human Services Collaborative, Maricopa Regional Continuum
of Care, and West Valley Human Services Collective. Staff also regularly meet with the Housing Authority of Maricopa County. The
regional stakeholders have a strong history of working together to achieve shared community goals. The City of Surprise Resource
Center holds quarterly partner meetings to share available resources and coordinate efforts. The development of new affordable
rental units remains a high priority for the City. The City will continue to seek out partnerships with housing developers to create
new rental unit opportunities.
Tempe
During this program year, Tempe will continue to create new partnerships with public and private agencies to enhance the
coordination of services to the residents of Tempe. Actions to be taken include, but are not limited to:
Meet with public service agencies to determine how partnerships can be established to link services.
Survey other jurisdictions to discover what successful partnerships they have already established.
Survey current partnerships to determine how services may be better coordinated.
Page 33 of 35

Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
HOME Investment Partnerships Program (HOME)
Reference 24 CFR 91.220(l)(2)
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:
Avondale
The City will exercise the recapture option in its lien instruments and written agreements with homebuyers. The recapture period
will match the period of affordability stipulated in 24 CFR 92.
Chandler
Resale option for community land trust model in partnership with Newtown. If a buyer chooses to sell their home during the
affordability period, they must sell it to another income-eligible homebuyer at an affordable price. An affordable price is defined
as a price that results in a monthly payment not more than 30% of the gross income of a household with income equal to 80% of
the median income. The seller is allowed a fair return, which is defined as the homeowner’s original investment, plus any capital
improvements, not to exceed the assessed value at the time of sale, plus 60% of the appraised increase in value from the date of
purchase. For leasehold properties, fair return is defined as the lessees purchase price, plus 25% of the lessee’s share of increase
in value at the time of resale, based on a leasehold valuation performed by a licensed appraiser. The City utilizes a variety of
methods to secure the HOME investment, including deeds of trust, promissory notes, and declarations or restrictions.
Gilbert
Gilbert requires recapture of HOME funds in the event that the property is no longer deemed an eligible HOME property. Gilbert
requires 100% of the original HOME subsidy be repaid to Gilbert to be returned to the HOME program and reused for an eligible
HOME activity.
Glendale
Glendale receives HOME funds as a member of the Maricopa HOME Consortium; lead by the Maricopa County Human Services
Department. The County has established a Consortium Policy regarding recapture/resale provisions which allows each member of
the Consortium to use either provision depending on the benefit to the member and to the potential homebuyer. Glendale utilizes
the recapture approach and requires repayment of net proceeds from the sale of a property if the home is sold prior to the
expiration of the affordability period. Glendale requires program participants to execute security instruments in which the program
requirements and the method to calculate the repayment amount are specified. In the case of a foreclosure, the period of
affordability is terminated. The amount recaptured is based on the amount of the net proceeds from the foreclosure sale. If no net
proceeds are generated from the foreclosure sale, the HOME investment will not be recaptured.
Peoria
Recapture: The affordability period specified in the note and deed of trust (DOT) is the minimum period for the project as specified
in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is determined by the amount of direct HOME assistance. The
amount subject to Recapture if the housing does not continue to be the principal residence of the assisted household, whether
voluntary or involuntary, due to sale, foreclosure, or any other event, the note and DOT will require repayment of the full amount
of HOME funds subject to recapture at the time the event occurred. The lien covers the full amount to be recaptured. The Recapture
mechanisms used to secure the affordability of the HOME assisted unit are recorded in accordance with state law. The amount to
be repaid is the subsidy provided directly to or on behalf of the homebuyer for closing costs and is limited to the net proceeds of
the sale, which is defined as the sales price minus the first lien and seller paid closing costs and includes only the following items to
the extent actually incurred: brokers commission, reasonable attorney fees, and any transfer tax or recording fee payable by the
seller.
Net Proceeds is defined as: Net Proceeds = Sales Price (-) non-HOME debt (-) closing costs
Page 34 of 35

Scottsdale
The City of Scottsdale adheres to the resale requirement set forth in 24 CFR 92.254 (5)(i) for HOME funds.
Surprise
Policy and Regulations
Under the HOME Recapture Provisions, the following conditions apply. Participants will be required to execute a Promissory
Note, Deed of Trust and Loan Agreement with addendum at settlement of the mortgage in favor of the City of Surprise to assure
repayment of the assistance
Repayment of the full subsidy is due to the City of Surprise when any one of the following events occurs:
a. Sale of property (new mortgage)
b. Rental of property.
c. Request from the mortgagor, or on behalf of the mortgagor, to satisfy the lien through refinance of the first
mortgage.
d. Failure to provide adequate maintenance as defined in the Loan Agreement.
Tempe
N/A. Currently Tempe is only providing TBRA with HOME funds.
Page 35 of 35

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Community Adopted Best Practices
Background
The community approved best practices were developed to serve as a guiding document for all
homelessness programs to achieve the highest service standards for people being served in our
community. This document includes a framework that applies to our full continuum of services;
including, Outreach, Coordinated Entry and Assessment, Emergency Shelter, Transitional
Housing, Rapid Re-housing, and Permanent Supportive Housing. The shared best practices may
be applied to any program, including non-HUD funded projects.
The shared best practices apply to all interventions. Practices specific to a particular service (e.g.
Emergency Shelter or Permanent Supportive Housing) are outlined in the intervention specific
documents that follow. These practices have been developed, and vetted, by a range of
stakeholders; including the Regional Continuum of Care (CoC) Board, Regional Continuum of Care
Committee, local service providers, faith community, ESG grantees, and ad hoc working group
participants.
This document was developed in collaboration with both service providers and funders as a
statement of what the community strives for in program design, operation and outcomes. This
document is not designed as a tool for measuring program compliance in general, yet some of
the best practices outlined in this document are required for Continuum of Care funded programs
and are denoted as such with an *. This document is a companion to other documents, such as
the HUD standards, and is intended to be used alongside them; projects should not rely on this
document as an inclusive list of requirements and should consult with the requirements of HUD
and other funders when implementing programs. This document replaces the Standards of
Excellence, previously adopted by the CoC Board of Directors.
Shared Best Practices
Philosophical Approaches
Housing First (adapted from USICH Housing First Check List) (CoC programs should also
reference the Scorecard):
• Access to programs is not contingent on sobriety, minimum income requirements,
lack of a criminal record, completion of treatment, participation in services, or
other unnecessary conditions.
• Programs do everything possible not to reject an individual or family on the basis
of poor credit or financial history, poor or lack of rental history, minor criminal

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
convictions, or behaviors that are interpreted as indicating a lack of “housing
readiness.” Should such a case arise, provide a warm hand-off to coordinated entry
or another resource.
• People with disabilities are offered clear opportunities to request reasonable
accommodations within applications and screening processes and during tenancy,
and building and apartment units include special physical features that
accommodate disabilities.
• Programs that cannot serve someone work through the coordinated entry process
to ensure that those individuals or families have access to shelter, housing, and
services elsewhere.
• Housing and service goals and plans are highly participant-driven.
• Supportive services emphasize engagement and problem-solving.
• Participation in supportive services or compliance with service plans are not
conditions of program entry or tenancy, but are reviewed with participants, and
regularly offered as a resource.
• Services are informed by a harm-reduction philosophy that recognizes that drug
and alcohol use and addiction are a part of some participants’ lives. Participants
are engaged in non-judgmental communication regarding drug and alcohol use,
and are offered education regarding how to avoid risky behaviors and engage in
safer practices.
• Substance use in and of itself; without other program, or lease violations, is not
considered a reason for eviction, or program exit.
• Every effort is made to provide a tenant the opportunity to transfer from one
housing situation, program, or project to another if a tenancy is in jeopardy.
Whenever possible, eviction or returns to homelessness is avoided.
• Ensure that leases are standard and program requirements are transparent and
focused on the hardest to serve, screening in rather than screening out.
Alumni Involvement:
• Agencies will create opportunities for current and prior program participants in the
operation and development of program delivery.
Continuity of Care:
• When possible, establish contact, and ensure continuity of care with new
programs, or case managers; both interagency and intra-agency.
• When providing services or exiting households to Permanent Housing, provide
orientation to the neighborhood and ensure connections with local resources,
when possible.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Governance:
• Persons with lived experience will have opportunities to provide feedback to
program managers, and the Board of Directors on the delivery of services.
Programs should solicit Board membership to include those with lived experience.
• To assess the effectiveness of programs, evaluation of services and outcomes for
program participants should be incorporated into program design and shared with
the agency’s governance structure.
Length of Stay:
• Individualized housing-based service plans (IHSP) are designed to meet the unique
needs of each household, and are designed to facilitate the shortest possible stay,
resulting in an exit to Permanent Housing.
Supportive Services:
• Participants have easy access to a comprehensive array of services designed to
assist them in sustaining housing stability, and maintaining self-sufficiency.
• At minimum, service coordination and/or case management, based on the IHSP,
are offered to every household.*
• Using a progressive engagement model, services are flexible, and individualized;
services may include, but are not limited to, mental health, substance abuse
treatment, life skills development, money management, benefits enrollment,
primary health care, legal assistance, job training/placement, transportation, and
education. All services may not be provided by a single project, and providers
should make referrals and connections, as appropriate.
• The intensity of services is based on the needs of the household.
• Utilize a client-centered, strengths-based approach to case management (e.g.,
motivational interviewing, trauma-informed care).
Operating Standards
Client Confidentiality:
• Program takes precautions to protect confidential client information.
• Client level data will only be shared in compliance with local data sharing
agreements, and any associated signed client release of information.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Client Rights:
• Every household is clearly informed of client rights including protocols for
expressing grievances during program stay, and potential reasons for involuntary
exits from the program.
Compliance:
• Program is compliant with federal and state Fair Housing, Arizona Landlord Tenant
Act, the HUD Equal Access to Housing Notice, the Americans with Disabilities Act, and
the Violence Against Women Act, as applicable. This may not be an all-inclusive list.
Food Safety:
• Staff who will prepare & serve meals have a valid food handler card/certificate
issued by any county in the State of Arizona, or by an American National Standards
Institute accredited food handler training program.
• Plan meals that adhere to or exceed USDA’s Dietary Guidelines where applicable.
Homeless Management Information System (HMIS) participation:
• Programs are fully implemented within the local HMIS system and data quality
standards are upheld.
• Programs maintain documentation of every participant’s stay in order to provide
homeless certification, when needed, through the HMIS.
• Programs comply with the HMIS data standards, include timeliness standards.
Hot boxes:
• All site based programs employ hot box technology as prevention measure for bed
bugs infestations. Service providers should use hot boxes for scattered-site housing
when possible.
Identification:
• All households are assisted with obtaining all documentation needed to access
employment, eligible benefits, and permanent housing (e.g., Social Security cards,
divorce decrees, DD214s, income or disability verification, photo identification,
etc.). It is important that documents are legible.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Income and Employment:
• All households are assisted in receiving, or maintaining, all eligible public benefits
(cash & non- cash) and/or achieving earned income.* Providers engage in the SOAR
process for rapid enrollment for eligible tenants in SSI/SSDI.
Mandatory Reporting:
• All staff are mandatory reporters of suspected abuse or neglect and complies with
mandatory reporting statutes.
Participant Surveys, Assessments, and Focus Groups:
• Programs/providers will assess participant s, through surveys, assessments, and/or
focus groups.
• The CoC Board approved survey is made available to all providers to assess the
satisfaction of services, and may use other community adopted assessments (e.g.
SPDAT, F-SPDAT) to measure wellness.
Safety:
• The safety of clients, volunteers, and staff will be prioritized.
• Test staff for TB annually and on occasions of exposure (recommended by the CDC).
• Encourage updates of all booster shots.
• Programs will ensure that staff are available to maintain safety and operate
necessary services.
• VAWA statement of rights will be distributed to all clients at program/project entry.
• Providers will engage in crisis and safety planning with clients.
Staffing:
• Employ multilingual staff. Ensure access to multilingual interpretation services.
• Ensure that all staff is culturally-competent & sensitive to all subpopulations.
• Employ multi-disciplinary team, or establish a partnership, with specialist in
housing who locates housing and may assist in navigating application processes.
Tenant Notice:
• All households receive a copy of Arizona Tenants’ Rights and Responsibilities, as
applicable.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Professional Development
Professional development for staff and managers is critical to ensure quality services for
participants and to promote the safety and well-being of participants and staff. Providers
engaging people experiencing homelessness should focus on training for staff, to include the
following, as applicable:
• Boundaries
• Communicable diseases
• Conflict resolution
• CPR/First Aid
• Crisis Intervention
• Cultural, gender, gender nonconformity, and sexual orientation competency
• De-escalation
• Emergency health response
• Harm reduction
• Mental health first aid
• Motivational interviewing
• Secondary trauma
• Substance abuse and signs
• Symptoms of overdose
• Trauma informed care, including domestic violence sensitivity
• What to do in emergency situations
Intervention Specific Best Practices
Emergency Shelter
Case Management:
• Agency maintains appropriate ratio of case manager/housing specialist to clients.
-Families: 1 case manager to no more than 20
families
-Singles: 1 case manager to no more than 30 clients
Coordination:
• Programs will participate in Coordinated Entry as outlined in the Maricopa County
Continuum of Care policies and procedures.
Family Separation:
• Resources or referrals are in place that will shelter families without separation.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Services:
• A housing –based service plan will be developed within 72 hours of entering
shelter. This plan will be based on t the unique needs of the individual/household.
• Clients will be connected to a navigator as soon as possible to assist them in attain
all documents necessary to move into permanent housing.
Transitional Housing
Case Management:
• Agency maintains a ratio of no more than 1 case manager/housing specialist to
20 households.
Leasing / Occupancy standards:
• Transparent leasing standards should focus on the hardest to serve, screening in
rather than screening out.
• All residents must have a signed lease or occupancy agreement.
• Lease/occupancy agreements must be no less than one month and no more than
12 months in duration.
Program Duration:
• Length of stay in program not to exceed 24 months.
• Continuous assessment of client to determine appropriate subsidy and level of
services.
• Re-evaluation is required, and continuation of the leasing subsidy / financial
assistance is based upon household needs.
• Program exit strategy – need wording to include community connectedness in
their permanent housing following program exit.
Rent:
• Tenant pays no more than 30% of their income of income toward rent.
Permanent Housing

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
These best practices apply to all permanent housing interventions. Permanent Supportive
Housing (PSH), Other Permanent Housing (OPH) and Rapid Rehousing (RRH) specific Best
Practices follow this section.
Housing Retention:
• Every resident in both scattered and single-site housing should have a housing
retention plan to both maintain and prevent returns to homelessness.
• Residents at risk of eviction will be assisted in maintaining their housing or in
finding other suitable permanent housing. Progressive engagement should be
utilized when appropriate and available.
Mutual Rescission:
• Direct services parties will work to educate and advocate with both tenant and
landlord on benefits of a mutual rescission, as opposed to eviction.
Scattered-Site Housing Selection:
• Service providers ensure households have choices among available housing
units which meet the rent reasonableness guidelines and pass basic
habitability and lead-based paint screenings.
• Staff will assist tenants in advocating for flexibility in paying their share of rent
on time and offered special payment arrangements for rent arrears and/or
assistance with financial management, including representative payee
arrangements.
Income:
• Tenants who have been in supportive housing for one year increase their
income, if they moved in with no income and those who moved in with income,
maintain that income.
• Providers should work with tenants who move into permanent housing to
increase their income.
• Tenants, who enter supportive housing with income and/or employment, have
maintained it.
• Avenues for employment are supported and encouraged for tenants.
Landlord Engagement:
• Upon program entry, programs are expected to engage with the landlord and
develop an ongoing collaborative relationship.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
• Programs are expected to intervene and mediate any landlord issues or leasing
concerns.
• Programs are expected to educate landlords regarding program services and
expectations.
• Programs should have a point of contact with landlords for any issues that
arise.
Housing Requirements:
• Prior to execution of lease, units must pass basic Habitability and/or Housing
Quality Standards Inspections, Lead-based Paint Screening and comply with
rent reasonableness guidelines.
• Tenants are required to have a lease or occupancy agreement in their name for
the appropriate length of tenancy as determined by funding source.
• Participation in services cannot be a condition of tenancy.
• Programs should educate clients on all aspects of the lease.
• With landlords, agencies must execute a Housing Assistance Payment contract
(HAP) or rental assistance agreement based on the intervention.
Program Duration:
• Continuous assessment of client to determine appropriate subsidy and level of
services.
• Re-evaluation is required for continuation of the leasing subsidy / financial
assistance is based upon household needs .
• Households must also meet the requirements of the funder requirements.
• Case management may be extended beyond the end of financial assistance if
needed by the household.
Services:
• Individualized Housing Stabilization Plan (IHSP) will:
-Be developed within two weeks of the lease start date based on the unique
needs of the household.
_IHSP should be client-centered and created with the active participation of
the household.
• Identify activities that will:
-Connect resident to resources that integrate residents into the community,
and increase independent living skills and social interaction.
• Written program agreements clarify the services available and roles and
responsibilities of both the service provider and tenant.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
• The intensity of services is based on the needs of the household with a
minimum standard of weekly contact initiated by the service provider and at
least one monthly home visit.
Rapid Re-housing
These best practices are in addition to those in listed the Permanent Housing section above.
Referrals:
• All referrals come through the Coordinated Entry System and agencies will
accept referrals in accordance with the Coordinated Entry Policies and
Procedures.
• Agency has a plan for locating and engaging with the referred household tfrom
coordinated entry that includes connections with homeless, human service
and mainstream resources.
• Multiple and varied attempts to contact the referred household must be made
and documented before cancelling referral. A referral cannot be cancelled due
to “not contact” prior to two weeks of attempted contact.
• HMIS and/or shared data systems should be utilized to identify last known
location of the referred household.
Intake and Assessment:
• Agency utilizes an assessment process that is progressive, in that assessment and
information gathering occurs when appropriate and relevant to service delivery
and referral decisions and does not gather unnecessary information.
• Assessment of relevant housing barriers is focused on “tenant screening” barriers
and “housing retention” barriers.. Tenant screening barriers include employment,
rental and criminal history, and other factors that would cause landlord to reject a
tenant’s application for housing.
Case Management:
• Agency maintains a ratio of no more than 1 case manager/housing specialist to
20 households.
• The intensity of services are based on the acuity of the household with a
minimum standard of one monthly home visit, or more as needed.
• Service providers should be actively involved in identifying and selecting a unit:
the units should be affordable and sustainable over the long term and based
upon the potential earned income of the client.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Financial Assistance Standards:
• Programs will use financial standards to determine appropriate portion of rent
for which the client is responsible.
• CoC approved RRH Financial Assistance Standards are made available to all
providers.
Training:
• Provide ongoing RRH specific training to service providers at least twice
annually.
Permanent Supportive Housing
These best practices are in addition to those listed in the Permanent Housing section above.
Assessment:
• Move-on strategy should be developed when appropriate.
Case Management:
• Agency maintains a ratio of no more than 1 case manager/housing specialist to
15 households.
Leasing standards:
• Transparent leasing standards should focus on the hardest to serve, screening in
rather than screening out.
Rent:
• Tenant pays no more than 30% of their income of income toward rent.
Services:
• Project-Based programs:
-Property Management (PM) and Social Services (SS) are coordinated and have
same approach/philosophy.
-PM and SS develop and maintain a clear delineation of roles and ongoing
communication.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
• Scattered-Site Projects:
-Social Services should be coordinated with private landlords, when possible.
Training:
• Provide ongoing PSH specific training to service providers at least twice annually.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Appendix B: Glossary
From Community Adopted Best Practices:
ADA: The Americans with Disability Act of 1990 prohibits discrimination based on disability and
requires programs to take reasonable steps to make programs accessible to people with
disabilities.
Affordable housing: A general term applied to public- and private-sector efforts to help low and
moderate- income people purchase or lease housing. As defined by the United States
Department of Housing and Urban Development, any housing accommodation for which a
tenant household pays 30% or less of its adjusted gross income.
Boundaries: In homeless programs, “boundaries” refers to limits to physical, mental, and
emotional client-staff interactions to ensure that the rights and interests of clients are respected
and that staff work reflects the agency's ethical values.
Case management: The overall coordination of an individual’s treatment plan and use of
services, which may include medical and mental health services, substance use services, and
vocational training and employment. Although the definition of case management varies with
local requirements and staff roles, a case manager often assumes responsibilities for outreach,
advocacy, treatment planning and referral on behalf of individual clients.
Chronically Homeless: HUD defines chronically homeless as a person or family (head of
household) who has been homeless and living or residing in a place not meant for human
habitation, a safe haven, or emergency shelter for at least a year or at least four separate
occasions in the last 3 years and who can be diagnosed with a disabling condition.
Contacts: A contact is defined as an interaction between an outreach worker and a client
designed to engage the client. Contacts may include activities such as a conversation between
the street outreach worker and the client about the client’s well-being or needs, an office visit to
discuss their housing plan, or a referral to another community service.
Continuum of Care: As a condition of funding, HUD requires local communities establish
“Continua of Care” to oversee community planning around homelessness. Continuum of Care
and Continuum are defined to mean the group that is organized to oversee community planning
and carry out the responsibilities required to address homelessness within a specified
geographic area. The Continuum is composed of representatives from various stakeholders
from throughout the community.
Diversion: Helping people seeking shelter by identifying immediate alternate housing and

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
connecting them with services and financial assistance to help them to return immediately to
permanent housing. An emerging best practice, diversion programs can reduce the number of
individuals and families becoming homeless, and thus the demand for shelter beds.
Emergency / Crisis / Bridge Housing: A facility providing temporary or transitional shelter for
the homeless, sometimes for sub-populations of the homeless.
Engagements: Per the HMIS Data Standards, by agreement across all federal partners, an
engagement date is the date on which an interactive client relationship results in a deliberate
client assessment or beginning of a case plan. HMIS Universal Data Elements will be collected at
this time.
Enrollment: An enrollment date is the date when a client has formally consented to participate
in services provided by the Outreach project.
Exits: The date at which a client exits the program. Client may be exited prior to engagement
and/or enrollment.
Harm reduction: Harm reduction is a set of practical strategies that reduce the negative
consequences associated with drug use, including safer use, managed use, and non- punitive
abstinence. Congressionally mandated for all programs funded through the Department of
Housing and Urban Development (HUD) homeless assistance grants. It is a software application
designed to record and store client-level information on the characteristics and service needs of
homeless persons. An HMIS is typically a web-based software application that homeless
assistance providers use to coordinate care, manage their operations, and better serve their
clients.
Hot Box: A heated box used to eradicate bed bugs in exposed furniture.
Housing First: The goal of "housing first" is to immediately house people who are homeless.
Permanent housing is provided as quickly as possible no matter what is going on in one's life, and
the housing is flexible and independent so that people are provided permanent housing easily
and have access to sufficient supportive services to stay housed. Housing first can be contrasted
with a continuum of housing "readiness," which typically subordinates access to permanent
housing to other requirements.
HUD: Department of Housing and Urban Development.
Individualized Housing & Service Plan (IHSP): A service plan created by case managers for
homeless clients to assist them in addressing barriers and maintaining stability.
Intake: Recordation of basic client data into a database upon entry into a program (e.g., capturing

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
and loading required data to HMIS upon entry to emergency shelter).
Interim Housing: Sometimes referred to as “bridge housing”; temporary housing including
emergency shelters, safe havens, transitional housing, and short-term hotel or motel vouchers.
Provides temporary shelter during transition to permanent housing.
Motivational Interviewing: An approach that emphasizes a collaborative relationship in which
the case manager /staff “draws out” the client’s own motivations and skills for change, thereby
empowering the client.
Permanent Housing: Housing that is governed by a lease with no limits on length of stay. In terms
of housing placement goals, the permanent housing category includes permanent supportive
housing, rental by client (no ongoing subsidy), owned by client (no ongoing subsidy), rental by
client (with ongoing housing subsidy), owned by client (with ongoing housing subsidy), and
staying or living with family or friends (permanent tenure).
Permanent Supportive Housing (PSH): Affordable housing where the tenant pays no more than
30 to 40 percent of their income for housing costs. The tenants have a lease and there is an
indefinite length of stay as long as the tenant complies with lease and/or funding requirements.
Tenants should have easy access to a comprehensive array of individualized and flexible services,
either on-site or in proximity to the housing site, that are designed to assist tenants in sustaining
stability and productive lives in the community.
Rapid Re-Housing: Promptly housing individuals or families who become homeless, often
through temporary assistance to obtain and retain content in housing.
Return to Homelessness / Recidivism: In homeless programs, “recidivism” refers to a return to
homelessness after moving into permanent housing, as documented by HMIS.
Tenant: A person who resides in rented premises under the terms of a lease. Tenants of
supportive housing should have the same rights and responsibilities as tenants of other lease-
based, permanent housing.
Transitional Housing: Time-limited housing meant to help homeless people access permanent
housing, usually within two years, through the provision of intensive supportive services.
Voluntary Services: The term "supportive" in supportive housing refers to voluntary, flexible
services designed primarily to help tenants maintain housing. Voluntary services are those that
are available to but not demanded of tenants, such as service coordination, case management,
physical and mental health, substance use management and recovery support, job training,
literacy and education, youth and children's programs, and money management. Services are
voluntary for the tenant, but required engagement is expected from the service provider.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
Warm Hand-Off: The transfer of a client from one provider to another, typically with a face-to-
face introduction, in order to facilitate the transfer of the trust and rapport the client has
developed, to the new provider. In homeless services, such transfers often occur between
outreach workers and interim housing providers and between emergency shelter case managers
and permanent supportive housing service coordinators.