MARICOPA COUNTY HOME AND URBAN COUNTY ANNUAL ACTION PLAN FY16-17.PDF

2016 Annual Action Plan
Maricopa County HOME Consortium
and Maricopa Urban County
Maricopa County Human Services Department
Community Development Division
234 N. Central Ave, 3rd Floor
Phoenix, AZ 85004

Table of Contents
Executive Summary ....................................................................................................................................... 2
AP-05 Executive Summary - 91.200(c), 91.220(b) .................................................................................... 2
PR-05 Lead & Responsible Agencies - 91.200(b) ...................................................................................... 6
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................... 7
AP-12 Participation - 91.401, 91.105, 91.200(c) ..................................................................................... 22
Expected Resources .................................................................................................................................... 29
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) .......................................................................... 29
Annual Goals and Objectives ...................................................................................................................... 34
AP-35 Projects - 91.420, 91.220(d) ......................................................................................................... 37
AP-38 Project Summary .......................................................................................................................... 40
AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................ 51
Affordable Housing ................................................................................................................................. 52
AP-55 Affordable Housing - 91.420, 91.220(g) ....................................................................................... 52
AP-60 Public Housing - 91.420, 91.220(h) .............................................................................................. 53
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ............................................... 56
AP-75 Barriers to affordable housing - 91.420, 91.220(j) ....................................................................... 61
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 62
Program Specific Requirements .................................................................................................................. 67
Community Development Block Grant Program (CDBG) ........................................................................ 67
HOME Investment Partnership Program (HOME) .................................................................................. 68
Emergency Solutions Grant (ESG) ........................................................................................................... 71
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.
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Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
Maricopa County Human Services Department assists low-income communities through the distribution
of the Community Development Block Grant (CDBG), Home Investment Partnerships Program
(HOME), and (ESG) Emergency Solutions Grants (ESG) programs. The U.S. Department of Housing and
Urban Development (HUD) annually determines the allocation amounts for these 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 FY 2016-17 Annual Action Plan is the second year of the of the five-year
Consolidated Plan.
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, El Mirage, Gila Bend, Goodyear, Guadalupe, Litchfield Park, Queen
Creek, Tolleson, Wickenburg, Youngtown and areas of unincorporated Maricopa County.
The 2015-2020 Consolidated Plan and FY2016 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. 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.
2. Summarize the objectives and outcomes identified in the Plan
Maricopa County in collaboration with the Maricopa HOME Consortium plan on accomplishing the
following specific objectives as identified in the Annual Action Plan:
 Rehabilitate up to 18 homeownership units
 Provide homeownership opportunities for up to 12 households
 Provide homebuyer assistance for up to 14 households
 Rehabilitate up to 6 affordable rental units
 Provide tenant based rental assistance for up to 15 households
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Within the Maricopa Urban County jurisdiction, the following accomplishments are anticipated during
FY2016 (excluding housing activities described above):
 Assist up to 15 households with medium to long term rapid re-housing support
 Assist up to 1,900 homeless persons
 Provide up to 9 emergency repairs, minor, and moderate home repairs
 Assist up to 469 persons and households with a variety of public services including
homeless services
 Assist up to 1,185 persons through public facility support
 Assist up to 3,792 persons through public improvements/infrastructure support
3. Evaluation of past performance
Maricopa County evaluates its past performance every year as part of the Consolidated Annual
Performance and Evaluation Report (CAPER) as required by HUD. The FY2014-15 CAPER was completed
in September of 2015 and evaluated the Maricopa HOME Consortium's performance for FY2014 and the
fifth and final year of the FY2010-2014 Consolidated Plan. The past performance of the Maricopa HOME
Consortium and Maricopa Urban County are reflected on the following tables. This information indicates
performance levels for many categories exceeded the goals established in the FY2010-2014 Maricopa
HOME Consortium Consolidated Plan and the FY2010-2014 Maricopa Urban County Consolidated Plan.
4. Summary of Citizen Participation Process and consultation process
Maricopa County Human Services Department is the lead agency responsible of the Maricopa HOME
Consortium, and as such it is the responsible entity for completing the FY 2016 Annual 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. Each of the HOME Consortium member jurisdictions has
undertaken a citizen participation and consultation process, and their respective CDBG Annual Action
Plans are incorporated into this Plan by reference. Specific activities undertaken by Maricopa County
are summarized below and address both the Maricopa HOME Consortium in its entirety and the
Maricopa Urban County. Refer to the Appendix of this plan to review specific contributions to the
Annual Action Plan as provided by individual Consortium members.
Consultation included a combination of meetings with Consortium members and Urban County
cities/towns; stakeholder interviews; two community input hearings; newspaper advertisements;
website announcements; public notices placed in lobbies of HSD, HAMC, and public libraries; and two
public meetings with hearings to solicit comments on the draft Annual Action Plan. Citizen participation
is strongly encouraged and includes the following opportunities for input:
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 Public hearings to solicit citizen input were held on January 21, 2016 with the Maricopa
HOME Consortium and on January 27, 2016 with the Maricopa County Community
Development Advisory Committee (CDAC).
 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 themselves execute a consultation and public input process.
 A 30-day public comment period for public review of the draft Maricopa HOME
Consortium FY 2016-17 Annual Action Plan began March 11, 2016 and extended through
April 13, 2016. Open house public forums on the draft Plans were held on March 17, 2016
at the Maricopa HOME Consortium meeting and on April 13, 2016 at the Community
Development Advisory Committee (CDAC) meeting.
 Public hearing dates and comment periods were published per the adopted Maricopa
HOME Consortium and Urban County Citizen Participation Plan.
 The Maricopa County Board of Supervisors was provided the Annual Action Plan for
review and provided approval at their regularly scheduled meeting on May 4, 2016.
Amendments to the Annual Action Plan are done per the guidelines in the Consolidated Plan and
provide citizens the opportunity to review and comment.
5. Summary of public comments
The public comment period occurred from March 17, 2016 to April 13, 2016. The public could
provide comment to Maricopa County by phone, email, letter, or in person by visiting the
MCHSD office during the public comment period to review the draft FY2016 Annual Action Plan.
The public were able to offer input on the draft Annual Action Plan by attending public hearings
on March 17, 2016 and April 13, 2016. There were no public comments received.
The public were able to offer input on priorities by attending public hearings on January 21,
2016 and January 27, 2016. No public comments were received at these hearings.
6. Summary of comments or views not accepted and the reasons for not accepting them
No public comments were received during the public comment period or at the public hearings on
January 21, 2016, January 27, 2016, March 17, 2016, and April 13, 2016.
7. Summary
The FY2016-17 Annual Action Plan represents the 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 completed 2015-2020
Consolidated Plan guides the distribution of Community Development Block Grant (CDBG), HOME
Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) funds for each Annual
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Action Plan over five years from FY2015 to FY2019. The FY 2016-17 Annual Action Plan is the second
year of the of the five-year Consolidated Plan. The Annual Action Plan is based on the Consolidated
Plan’s elements that identify housing, homeless, community development needs, available resources,
and establishes a strategic plan for meeting those needs. The plan also incorporates a comprehensive
and coordinated strategy for implementing programs that utilize the CDBG, HOME and ESG program
funds. The Annual Action Plan also identifies any funds being leveraged to address identified priorities
and goals.
The Appendix of the Annual Action Plan includes input received from Maricopa HOME Consortium
member jurisdictions and the corresponding sections. No public comments were received during the
public comment period or at the public hearings on January 21, 2016, January 27, 2016, March 17, 2016,
and April 13, 2016.
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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 - CD
HOME Administrator MARICOPA COUNTY Maricopa County Human Services Department - CD
ESG Administrator MARICOPA COUNTY Maricopa County Human Services Department - CD
Table 1 – Responsible Agencies
Narrative
The lead agency for preparing the FY2015-2020 Consolidated Plan was the Maricopa County Human Services Department – Community
Development Division (MCHSD). The department is responsible for the administration of the Community Development Block Grant (CDBG),
HOME Investment Partnership Program (HOME), and Emergency Solutions Grant (ESG) grant programs.
Consolidated Plan and Annual Action Plan Public Contact Information
For questions regarding the FY2015-2020 Consolidated Plan, FY2016-17 Annual Action Plan, or other questions contact the program
administrator. The administrator for the CDBG, HOME and ESG programs is:
Amy Jacobson
Assistant Director, Maricopa County Human Services Department - Community Development Division
234 N. Central Avenue, 3rd Floor
Phoenix, AZ 85004
Desk: 602-372-1528;TDD: 602-506-4802
JacobsonA@mail.maricopa.gov
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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 developers, governmental agencies, and the Regional Continuum of Care
as part of the Consolidated and Annual Action Plan processes. For the 2016 Annual Action Plan,
Consultation included a combination of meetings with Consortium members and Urban County
cities/towns; stakeholder interviews; two community input hearings; newspaper advertisements;
website announcements; public notices placed in lobbies of HSD, HAMC, and public libraries; and two
public meetings with hearings to solicit comments on the draft Annual Action Plan. Citizen participation
is strongly encouraged throughout the processes of short and long range departmental planning, plan
implementation, and assessment of plan effectiveness.
Please refer to the Appendix to review additional Consortium member contributions to this section.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l)).
The HOME Consortium member cities meet monthly to discuss supported housing activities within the
region. At these meeting information is disseminated related to HOME requirements, project status,
expenditure and commitment rates and trainings. Members of the Maricopa HOME Consortium
regularly coordinate with private industry, businesses and developers to foster the production of
affordable housing and projects for special needs/homeless populations. 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. Coordination activities by members are
discussed at length throughout the Plan containing additional discussion provided by consortium
members.
Efforts to enhance coordination between public and assisted housing providers and private and
government health , mental health, and service agencies includes HAMC housing choice voucher
attrition, where a portion of vouchers are used for homeless families and/or individuals. Other members
work closely with applicable housing authorities to develop strategies to assist housing low income and
homeless families. Currently, our region is developing relationships with Mercy Maricopa Integrated
Care to coordinate and provide wrap around services for homeless persons in permanent supportive
housing. The Family Housing Hub and Welcome Center coordinated entry system are assisting homeless
families and individuals with assessment of needs, carrying out diversion activities, making connections
to the most appropriate housing intervention and progressive engagement.
A Funders Collaborative of public and private partners was created to address homelessness in our
community, since homeless is a regional issue. The Collaborative has grown into a model for
countywide collaboration. Convened by Valley of the Sun United Way (VSUW), and composed of VSUW,
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Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security
(ADES), and the City of Phoenix, it has increased coordination in government, bolstered advocates,
educated policymakers, and redirected 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) plans and
administers the Continuum of Care. Jurisdictions work together to develop the Continuum of Care plan,
provide human services to the homeless, and identify and address gaps in service. The CoC provides
direction on planning and policy issues that impact the homeless population by making updates to the
Regional Plan to End Homelessness and a consolidated application to the U.S. Department of Housing
and Urban Development in support of programming that assists the county homeless and at risk
population.
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.
Maricopa County regularly consults with and attends multiple meetings organized by the Maricopa
Association of Governments (MAG), the lead agency for the Maricopa Regional Continuum of Care
structure. Some of the community meetings include committees, ESG Collaborative, Performance
Standards Data Quality (PSDQ), and Continuum of Care Board Meetings. Through consultation efforts
with MAG and the Continuum of Care, members of the Maricopa County aligned the priorities of the
County’s homeless strategies with Continuum-wide priorities for homelessness. The Maricopa HOME
Consortium continues to actively participate in the Continuum of Care and contribute in determining its
priorities for homeless persons and those at risk of experiencing homelessness.
Administered by Community Information and Referral (CIR), the Maricopa County Homeless
Management Information System (HMIS) is continually being improved and refined. Maricopa County
and the City of Glendale participate with the other regional ESG recipients and MAG in efforts to
strengthen funding, policies and procedures for the operation and administration of the Maricopa
County HMIS. Maricopa County and the City of Glendale both draw information from the HMIS to
ensure all ESG performance standards are being met. Maricopa County is involved in a Funders
Collaborative which is made up of the City of Phoenix Human Services Department, Arizona Department
of Housing, Valley of the Sun United Way, and Maricopa County Human Services Department. The
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collaborative are making improvements to shelter systems; components include coordinated entry,
shelter capacity issues, and rapid re-housing. Funders meet monthly to discuss how public and private
resources are allocated and align to standards. In addition, the ESG Collaborative makes up performance
standards, monitoring policies and procedures, and shares best practices on the administration on
HMIS.
2. Agencies, groups, organizations and others who participated in the process and
consultations
Please see the following table for agencies, groups, committees, and organizations who participated in
the process and consultations.
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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 by Consultation? Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
Consultation with the Housing Authority of Maricopa County by email and
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the areas of improved coordination were identified as a result of the
consultation. Possible areas proposed by HAMC for improved coordination
consultation or areas for improved coordination?
include:
 Link our housing to MCHSD priorities in HOME. An example of
where this is done well is COP’s linkage of their PH capital needs
with HOME fund priorities.
 Improved coordination of infrastructure and needs in our
jurisdiction with CDBG funds. Similar to above, infrastructure
improvements are linked to COP housing improvements.
 Coordination of MCHSD homeless funding and programming to the
priorities HAMC already has in place in its programming (Public
Housing, Housing Choice Voucher, and the Bridge to Permanency
program).
 Consider set asides for multifamily for our properties.
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2 Agency/Group/Organization A.R.M. Save The Family
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Neighborhood Organization
Housing Need Assessment
What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization was The agency was consulted through attendance at a public hearing.
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
3 Agency/Group/Organization 25 Cities
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Other government - County
Regional organization
Planning organization
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the 25
consulted. What are the anticipated outcomes of the Cities group which focuses on planning, homeless services, and ending
consultation or areas for improved coordination? Veteran homelessness.
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4 Agency/Group/Organization Zero: 2016
Agency/Group/Organization Type Services-homeless
Regional organization
Planning organization
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the Zero:
consulted. What are the anticipated outcomes of the 2016 which focuses on planning, homeless services, and ending chronic
consultation or areas for improved coordination? homelessness.
5 Agency/Group/Organization ESG Collaborative
Agency/Group/Organization Type Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the ESG
consulted. What are the anticipated outcomes of the Collaborative group which focuses on planning, homeless shelter services,
consultation or areas for improved coordination? housing placements (rapid re-housing), and homelessness prevention.
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6 Agency/Group/Organization Performance Standards and Data Quality
Agency/Group/Organization Type Services-homeless
Regional organization
Planning organization
What section of the Plan was addressed by Consultation? Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the
consulted. What are the anticipated outcomes of the Performance standards and Data Quality (PSDQ) group which focuses on
consultation or areas for improved coordination? planning.
7 Agency/Group/Organization HEART Work Group
Agency/Group/Organization Type Regional organization
Planning organization
What section of the Plan was addressed by Consultation? Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the HEART
consulted. What are the anticipated outcomes of the Work Group which focuses on planning.
consultation or areas for improved coordination?
8 Agency/Group/Organization Ending Homelessness Advisory Council
Agency/Group/Organization Type Services - Housing
Regional organization
Planning organization
Civic Leaders
Foundation
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation in the Ending
consulted. What are the anticipated outcomes of the Homelessness Advisory Council VSUW group which focuses on planning and
consultation or areas for improved coordination? homeless services.
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9 Agency/Group/Organization Maricopa County Regional Continuum of Care
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation on the
consulted. What are the anticipated outcomes of the Continuum of Care Board which focuses on planning, housing, and homeless
consultation or areas for improved coordination? services.
10 Agency/Group/Organization Guadalupe CDC
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Community Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through attendance at a public hearing.
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
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11 Agency/Group/Organization Newtown CDC
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was The agency was consulted through attendance at a public hearing.
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
12 Agency/Group/Organization City of Tolleson
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
13 Agency/Group/Organization City of El Mirage
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
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Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
14 Agency/Group/Organization Town of Youngtown
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
15 Agency/Group/Organization Town of Guadalupe
Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
16 Agency/Group/Organization Town of Buckeye
Agency/Group/Organization Type Other government - Local
Civic Leaders
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What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
17 Agency/Group/Organization City of Goodyear
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
18 Agency/Group/Organization Town of Wickenburg
Agency/Group/Organization Type Other government - Local
Business Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Market Analysis
Economic Development
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Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
19 Agency/Group/Organization Town of Gila Bend
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was The agency was consulted through emails soliciting input, through
consulted. What are the anticipated outcomes of the participation on the Community Development Advisory Committee, and
consultation or areas for improved coordination? attendance at a public hearing.
20 Agency/Group/Organization City of Glendale Community Housing
Agency/Group/Organization Type Housing
PHA
Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Public Housing Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was Consultation with the City of Glendale Housing Authority through Maricopa
consulted. What are the anticipated outcomes of the HOME Consortium members concerning quality, quantity, and needs of
consultation or areas for improved coordination? assisted housing clients being served.
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21 Agency/Group/Organization City of Chandler
Agency/Group/Organization Type Housing
PHA
Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Public Housing Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was Consultation with the City of Chandler Housing Authority through Maricopa
consulted. What are the anticipated outcomes of the HOME Consortium members concerning quality, quantity, and needs of
consultation or areas for improved coordination? assisted housing clients being served.
22 Agency/Group/Organization Arizona Fair Housing Partnership
Agency/Group/Organization Type Housing
Services - Housing
Services-Persons with Disabilities
Service-Fair Housing
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
Foundation
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Fair Housing Education and Training
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation on the
consulted. What are the anticipated outcomes of the Arizona Fair Housing Partnership Steering Committee which focuses on
consultation or areas for improved coordination? planning, education, and outreach about Fair Housing.
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23 Agency/Group/Organization Arizona Partnership for Healthy Communities
Housing
Agency/Group/Organization Type
Services-Persons with Disabilities
Services-Health
Health Agency
Publicly Funded Institution/System of Care
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Business and Civic Leaders
Housing Need Assessment
What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs
Market Analysis
Economic Development
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was Consultation provided during Maricopa County's participation on the
consulted. What are the anticipated outcomes of the Arizona Partnership for Healthy Communities Steering Committee which
consultation or areas for improved coordination? focuses on planning, cross-sector collaboration, and ensuring all of Arizona's
communities are healthy places to live.
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 for the FY2016-17 Annual Action Plan. Maricopa County consulted all critical agency types and provided any
opportunity for comment during the participation and consultation process, and the approach taken was inclusive.
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Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Maricopa Association Maricopa County aligned the priorities of the county's homeless strategies with the
Continuum of Care
of Governments Continuum of Care Standards of Excellence.
The Housing Authority of Maricopa County's PHA Plan strategic priorities include increasing
Housing Authority of
Annual PHA Plan opportunities for residents to move beyond their housing needs towards self-sufficiency,
Maricopa County
increasing housing options in underserved communities.
Analysis of Impediments Maricopa County seeks to reduce impediments to fair housing choice for citizens by aligning
Maricopa County
to Fair Housing Choice its Fair Housing efforts with recommendations made in the regional AI.
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 who
are members of the Consortium meet monthly to coordinate the planning and implementation of their programs and Consolidated Plans and
Annual Action Plans. Through participation on the Community Development Advisory Committee, the local governmental members of the
Maricopa Urban County meet regularly to implement the Consolidated Plan and Annual Action Plan as well as the delivery of the Community
Development Block Grant (CDBG) program. The service area of the Urban County also includes unincorporated areas of Maricopa County.
Members of the Consortium maintain and foster meaningful contact with adjoining communities in addition to the Arizona Department of
Housing.
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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 FY 2016-17 Annual Action Plan follows processes prescribed in the Maricopa County
FY2015-2020 Consolidated Plan Citizen Participation Process and includes an extensive array 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 Annual 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 HSD website. Two public hearings were held to solicit input held on January 21 and
January 27, 2016, and public hearings on the draft Annual Action Plan held on March 17, 2016 and April 13, 2016. A 30-day public comment
period for public review of the draft Annual Action Plan began on March 11, 2016 and extended through April 13, 2016. At the end of the 30-day
period, there were no comments 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 extensive citizen participation achievement.
Please refer to the Appendix to review additional Consortium member contributions to this section.
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Citizen Participation Outreach
Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
Public hearings to
Minorities
solicit public
input were held
Non-English
on January 21,
Speaking -
2016 at the
Specify other
HOME
language: No public
Consortium
Public Spanish comments were
1 Public Meeting N/A
Hearing submitted at the
and on January
Persons with public hearings.
27, 2016 at the
disabilities
Community
Development
Non-
Advisory
targeted/broad
Committee Public
community
Meeting.
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Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
Public hearings to
Minorities
solicit public
input were held
Non-English
on March 17,
Speaking -
2016 at the
Specify other
HOME
language: No public
Consortium
Public Spanish comments were
2 Public Meeting N/A
Hearing submitted at the
and on April 13,
Persons with public hearings.
2016 at the
disabilities
Community
Development
Non-
Advisory
targeted/broad
Committee Public
community
meeting.
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Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
FY2016-17
Annual Action
Plan was posted
to the May 4,
2016 Maricopa
No public
Non- County Board of
Public comments were
3 targeted/broad Supervisors N/A
Meeting received at the
community Agenda and
public meeting.
approved at the
public meeting
held by the
county
supervisors.
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Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
Public Notices
announcing the
public hearings
on January 21,
2016 and January
27, 2016 and
Non- upcoming
Newspaper No comments were
4 targeted/broad opportunities to N/A
Ad received.
community provide input on
the upcoming
Annual Action
Plan were placed
in 3 newspapers
of record in
Maricopa County.
Public Notices
announcing the
public hearings
on March 17,
2016 and April
Non-
Newspaper 13, 2016 and the No comments were
5 targeted/broad N/A
Ad draft Annual received.
community
Action Plan were
placed in 3
newspapers of
record in
Maricopa County.
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Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
Draft Annual
Action Plan was
made available
on the Maricopa
County Human
Services
Department
website during
the Public
Comment Period
of March 11,
Non-
Internet 2016 - April 13, No comments were
6 targeted/broad N/A http://www.hsd.maricopa.gov/
Outreach 2016 for all received.
community
interested parties
to view and
provide
comment. The
public notice was
also posted as
News story on
Maricopa County
Human Services
Department
website.
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Sort Mode of Target of Summary of Summary of Summary of comments URL (If applicable)
Order Outreach Outreach response/ comments received not accepted
attendance and reasons
Minorities
Non-English
In compliance
Speaking -
with the Citizen
Specify other
Participation
language:
Plan, public
Spanish
notices were
posted in the
Persons with
Public Housing No comments were
7 disabilities N/A
Notices Authority of received.
Maricopa County
Non-
(HAMC), HSD,
targeted/broad
and throughout
community
Maricopa County
library systems
Residents of
buildings.
Public and
Assisted
Housing
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The table that follows depicts the estimated resources that Maricopa County anticipates having available during the term of the FY2016-17
Annual Plan, year two of the FY 2015-2020 Consolidated Plan. The resources include CDBG, HOME, and ESG. Narrative is provided after the
table discussing how HUD resources as well as non-HUD resources available to Maricopa County Human Services Department - Community
Development Division may be leveraged.
HOME Consortium Allocations*
*Allocations include funding allocated for projects and activities as well as administration. For a detailed description of how HOME funds are
allocated to projects within the HOME Consortium, visit the AP-35 Projects section of this plan.
Avondale - $134,098
Chandler - $299,853
Gilbert - $200,023
Glendale - $514,115
Maricopa County - $822,004
Peoria - $180,641
Scottsdale - $219,957
Surprise - $136,692
Tempe - $321,086
CHDO Set Aside - $496,032
Total - $3,324,501
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Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Funds Annual Program Prior Year Total: Amount
Allocation: Income: Resources: $ Available
$ $ $ Reminder
of ConPlan
$
CDBG Public - Acquisition CDBG funds available for activities in
Federal Admin and Urban County communities. Annual
Planning competitive application process to solicit
Economic and award funding to projects.
Development
Housing
Public
Improvements
Public Services 2,735,554 0 522,268 3,257,822 7,980,672
HOME Public - Acquisition HOME funds available for eligible
Federal Homebuyer activities in HOME Consortium
assistance communities and cities located in Urban
Homeowner County. Allocation of funds is provided by
rehab formula to each of the HOME Consortium
Multifamily members. Urban County receives a
rental new portion to fund HOME eligible activities
construction administered by the lead agency.
Multifamily
rental rehab
New
construction for
ownership
TBRA 3,324,501 50,000 0 3,374,501 9,179,736
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Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Funds Annual Program Prior Year Total: Amount
Allocation: Income: Resources: $ Available
$ $ $ Reminder
of ConPlan
$
ESG Public - Conversion and ESG funds available for eligible activities
Federal rehab for in Maricopa County. Projects include
transitional $90,000 Shelter Operations and $132,000
housing Rapid Re-housing. Administration is
Financial $17,473.
Assistance
Overnight shelter
Rapid re-housing
(rental
assistance)
Rental Assistance
Services
Transitional
housing 239,473 0 0 239,473 708,204
Table 1 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The federal funding that is received by the county is used to leverage additional resources from private and non-federal public sources as listed
in detail below. The range of resources leveraged to support projects throughout Maricopa County is broad. 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 one period include:
 Department of Energy for Weatherization Improvements - $204,848
 Department of Health & Human Services (LIHEAP) for Energy Efficiency Improvements $700,974
 Arizona Public Service (APS) for Energy Efficiency Improvements - $343,234
 Salt River Project (SRP) for Energy Efficiency Improvements - $271,220
 Southwest Gas for Energy Efficiency Improvements - $126,603
 Utility Repair and Replacement (URRD) - $505,883
 Salt River Pima Maricopa Indian Community Funds for Veterans Accessibility Improvements - $200,000 (one time only)
 General Funds for Homeless Services: Central Arizona Shelter Services - $450,000; Homeless Services - $300,000
Varying leveraging techniques employed by individual HOME Consortium members are a function of the types of projects being assisted and the
applicable federal, state and local regulations in effect. Refer to individual Annual Action Plans for detail 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 per annual formula 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. Match requirements are reported by each Consortium and Urban County member to the lead
agency and compiled annually. Additionally, the Consortium will delegate responsibility for the 25% match requirement to CHDOs funded
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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.
Match Source for Emergency Solutions Grants – 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 publically 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 publically owned land or
property to induce the development of desired affordable housing, supportive housing, homeless, 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.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome
Order Year Year Area Indicator
1 Expand Affordable Housing 2015 2020 Affordable Homeownership HOME: Rental units
Housing Opportunities $1,855,745 rehabilitated: 6
Rental Housing Production Household Housing
Tenant Based Rental Unit
Assistance Homeowner
Housing Added: 2
Household Housing
Unit
Homeowner
Housing
Rehabilitated: 10
Household Housing
Unit
Direct Financial
Assistance to
Homebuyers: 14
Households
Assisted
Tenant-based
rental assistance /
Rapid Rehousing:
15 Households
Assisted
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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome
Order Year Year Area Indicator
2 Owner Occupied Housing 2015 2020 Affordable Housing Rehabilitation CDBG: Homeowner
Rehabilitation Housing Emergency Home Repair $210,000 Housing
HOME: Rehabilitated: 20
$1,052,644 Household Housing
Unit
3 Rapid Re-Housing Support 2015 2020 Homeless Countywide Assist Homeless and At-Risk ESG: Tenant-based
of Homelessness $132,000 rental assistance /
Rapid Rehousing:
15 Households
Assisted
4 Homeless Shelter Operations 2015 2020 Homeless Assist Homeless and At-Risk ESG: Homeless Person
Support of Homelessness $90,000 Overnight Shelter:
1900 Persons
Assisted
5 UC Public Services Support 2015 2020 Homeless UC Public Services CDBG: Public service
Non-Housing $410,333 activities other than
Community Low/Moderate
Development Income Housing
Benefit: 69 Persons
Assisted
Homeless Person
Overnight Shelter:
400 Persons
Assisted
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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome
Order Year Year Area Indicator
6 UC Public 2015 2020 Non-Housing UC Public CDBG: Public Facility or
Improvements/Infrastructure Community Improvements/Infrastructure $1,378,601 Infrastructure
Support Development Activities other
than Low/Moderate
Income Housing
Benefit: 3792
Persons Assisted
7 UC Public Facilities Support 2015 2020 Non-Housing UC Public Facilities CDBG: Public Facility or
Community $575,000 Infrastructure
Development Activities other
than Low/Moderate
Income Housing
Benefit: 1185
Persons Assisted
Table 2 – Goals Summary
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.215(b)
As described in the Consolidated Plan, from 2015 through 2020 Maricopa County anticipates assisting 22 extremely low income (earning 0-30%
AMI), 72 very low income (31-50% AMI) and 66 low income (51-80% AMI) families as defined by HOME 91.315(b)(2). It is estimated that
approximately 25 renter households will be assisted and 135 homeowner households (earning less than 80% AMI). CDBG funding will be
programmed for emergency repair for families up to 80% AMI (moderate income). Middle income households are not generally anticipated to
be assisted with the relevant HUD federal entitlement resources.
Refer to AP-35 section for the number of persons anticipated to be assisted for FY2016-17 Annual Action Plan.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
This section specifically identifies the projects that will take place during FY 2016-2017 with CDBG,
HOME, and ESG funding to address the priority needs and specific objectives as identified in the
Consolidated Plan Strategic Plan section.
CDBG Funds: FY 2016-2017 CDBG Total Allocation is $2,735,554 and the total Reallocated (carryover)
Funds is $522,268. The total funding available is $3,257,822. Of the total $3,257,822 funds
available $136,778 of contingency funds is withheld for project overruns (which is 5% of 2016
allocation). Any CDBG program income will be reported and reallocated to CDBG eligible projects.
HOME Funds: FY 2016-2017 HOME Total Allocation is $3,324,501. The required CHDO set-aside is
$496,032.
Of the total funds available Maricopa County's share of the HOME funds for Urban County projects is
$822,004 for FY2016-2017 planned activities and objectives (administration $205,282 and $616,722 for
projects). The Consortium Member's share of the HOME Funds is $2,006,465 (administration $125,403
and $1,881,061 for projects).
Any program income received during the program year will be retained and reported by the County and
used on HOME eligible activities. HOME program income or returned or recaptured funds will be used
for eligible HOME activities, and will be allocated by majority vote through the HOME Consortium
committee. Each member jurisdiction may be allowed to retain, record, and track program income on a
monthly basis and all program income received must be reported to the County. Urban County program
income, recaptured, or returned funds are retained and reallocated to HOME eligible projects in the
Urban County (10% of program income is allowed for administration).
ESG Funds: FY 2016-2017 ESG Total Allocation is $239,473.
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.
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# Project Name
1 DG1600 Program Administration
2 DG1601 Circle the City- Medical Respite Center
3 DG1602 Gila Bend - Community Center Expansion Project
4 DG1603 Goodyear - Waterline Replacement 4 Project
5 DG1604 Guadalupe Pavement Replacement Phase V
6 DG1605 MCHIP - Emergency Home Repair Project
7 DG1606 MCHSD Homeless Services
8 DG1607 Respite Shelter- Public Service
9 DG1608 Wickenburg - Washington Waterline
10 DG1609 Youngtown - Street Lighting
11 Emergency Solutions Grant - ESG FY 16-17
12 Acquisition of Land and Construction of New Housing for Owner Occupants - FY16-17
13 Acquisition and Rehabilitation for Resale of Single Family Homes- FY16-17
14 Acquisition and/or Rehabilitation of Rental Housing - FY16-17
15 Homebuyer Assistance- FY16-17
16 Owner Occupied Housing Rehabilitation- FY16-17
17 Tenant Based Rental Assistance - FY16-17
18 HOME Program Administration FY16-17
Table 3 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
Allocation Priorities
Within the Maricopa HOME Consortium, HUD entitlement funds are distributed using the following
allocation priorities:
HOME: 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. Then, each Consortium member jurisdiction receives
proposals through a competitive process and submitted by potential developers and/or subrecipients
for specific projects within that community, or a jurisdiction may 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. 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%.
ESG: Maricopa County is a direct recipient of ESG funding. The Maricopa County Human Services
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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 rehousing for persons experiencing homelessness and/or temporary shelter
operations.
CDBG: Maricopa County is a direct recipient of CDBG funding. CDBG is funded through a competitive
Notice of Funding Availability (NOFA) application process for eligible activities that serve the Urban
County communities of Buckeye, El Mirage, Gila Bend, Goodyear, Guadalupe, Litchfield Park, Queen
Creek, Tolleson, Wickenburg, Youngtown, and unincorporated Maricopa County. The CDBG application
process will include annual funding priorities as identified by staff and/or the review committee.
Maricopa County Human Services Department, Community Development Division (MCHSD), issues a
Notice of Funding Availability each year to Urban County participants and interested parties announcing
the availability of CDBG funds. Interested parties submit applications identifying a local community
need(s) affecting low/moderate income residents. Each governmental applicant is asked to submit a
resolution from the local community identifying local support for the activity. MCHSD staff reviews
CDBG applications. CDBG applications are forwarded to CDAC for scoring and final recommendation of
funding. The CDAC reviews the applications and makes recommendations to the Maricopa County Board
of Supervisors based on the following types of criteria, which are subject to change annually and will be
provided in the NOFA to potential applicants:
o Relative need of the community,
o The effect of the proposed activities on the health and safety of the community,
o Past performance,
o Monitoring results,
o Quality of proposed annual activities; and
o Rates of expenditure on currently funded activities.
Obstacles to Addressing Underserved Needs
Federal, state, and local budget cuts resulting in a reduction of funding for programs is the primary
obstacle to addressing underserved needs within the Consortium. The amount of funding for housing
and non-housing activities is not adequate to meet the demand of underserved needs. As discussed by
the Community Development Advisory Committee (CDAC), the total amount funding requested in
recent years exceeds the amount of funding available. Additional obstacles may include increasing rent
rates, increasing mortgage interest rates, and other factors contributing to a lack of affordable housing
stock.
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-38 Project Summary
Project Summary Information
Table 3 – Project Summary
1 Project Name DG1600 CDBG Program Administration
Goals Supported Administration
Needs Addressed Administration
Funding CDBG: $547,110
Description 2016-17 Program Administration for CDBG, HOME, and ESG activities
Target Date 6/30/2017
Estimate the number and Not applicable.
type of families that will
benefit from the proposed
activities
Location Description Maricopa County Human Services Department
Planned Activities 2016-17 Program Administration for CDBG, HOME, and ESG activities, and Fair Housing Activities.
2 Project Name DG1601 Circle the City- Medical Respite Center
Goals Supported UC Public Services Support
Needs Addressed UC Public Services
Funding CDBG: $225,933
Description Housing, medical care, and supportive services for persons that are homeless or at risk of being homeless
that have been released from the hospital. Approx. 31 homeless persons and persons at risk of becoming
homeless will be assisted.
Target Date 6/30/2017
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Estimate the number and 31 homeless persons, and persons at risk of becoming homeless will be assisted.
type of families that will
benefit from the proposed
activities
Location Description Circle the City, 333 W Indian School Road, Phoenix, AZ
Planned Activities Housing, medical care, and supportive services for persons that are homeless or at risk of being homeless
that have been released from the hospital.
3 Project Name DG1602 Gila Bend - Community Center Expansion Project
Goals Supported UC Public Facilities Support
Needs Addressed UC Public Facilities
Funding CDBG: $575,000
Description Add approximately 1,400 square feet of additional space to the existing community center building. The
building serves the entire Town of Gila Bend which is 68% low and moderate income.
Target Date 6/30/2018
Estimate the number and 1,185 low and moderate income residents.
type of families that will
benefit from the proposed
activities
Location Description Gila Bend Community Center, 202 N. Euclid Ave., Gila Bend, AZ
Planned Activities Add approximately 1,400 square feet of additional space to the existing community center building.
4 Project Name DG1603 Goodyear - Waterline Replacement 4 Project
Goals Supported UC Public Improvements/Infrastructure Support
Needs Addressed UC Public Improvements/Infrastructure
Funding CDBG: $138,229
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Description Install replacement waterlines in the historic area of Goodyear AZ. The project will assist 40 low and
moderate income residents.
Target Date 6/30/2018
Estimate the number and 40 low and moderate income residents.
type of families that will
benefit from the proposed
activities
Location Description La Canada Blvd., Las Verdes Dr., and/or La Pasada Blvd., in Historic Goodyear, AZ.
Planned Activities Install replacement waterlines in the historic area of Goodyear AZ.
5 Project Name DG1604 Guadalupe Pavement Replacement Phase V
Goals Supported UC Public Improvements/Infrastructure Support
Needs Addressed UC Public Improvements/Infrastructure
Funding CDBG: $388,800
Description Rebuild entire street including adjusting surface utilities and replacement of all pavement.
Target Date 6/30/2018
Estimate the number and 184 Low and moderate income residents.
type of families that will
benefit from the proposed
activities
Location Description Calles Carlos, Tomi, and Mexico in Guadalupe, AZ.
Planned Activities Rebuild entire street including adjusting surface utilities and replacement of all pavement.
6 Project Name DG1605 MCHIP - Emergency Home Repair Project
Goals Supported Owner Occupied Housing Rehabilitation
Needs Addressed Emergency Home Repair
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Funding CDBG: $210,000
Description Provide emergency, minor, and moderate home repairs for low and moderate income Urban County
homeowners. The project will assist at least 9 low and moderate income homeowners throughout the
Urban County.
Target Date 6/30/2018
Estimate the number and 9 low and moderate income households.
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.
7 Project Name DG1606 MCHSD Homeless Services
Goals Supported UC Public Services Support
Needs Addressed UC Public Services
Funding CDBG: $115,000
Description Provide shelter and supportive services for 400 homeless individuals and families.
Target Date 6/30/2017
Estimate the number and 400 homeless persons.
type of families that will
benefit from the proposed
activities
Location Description Maricopa County
Planned Activities Provide shelter and supportive services for 400 homeless individuals and families.
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8 Project Name DG1607 Respite Shelter- Public Service
Goals Supported UC Public Services Support
Needs Addressed UC Public Services
Funding CDBG: $69,400
Description Provide housing and supportive services for 38 homeless persons released from the hospital.
Target Date 6/30/2017
Estimate the number and Approximately 38 homeless individuals will benefit.
type of families that will
benefit from the proposed
activities
Location Description Maricopa County
Planned Activities Provide housing and supportive services for 38 homeless persons released from the hospital.
9 Project Name DG1608 Wickenburg - Washington Waterline
Goals Supported UC Public Improvements/Infrastructure Support
Needs Addressed UC Public Improvements/Infrastructure
Funding CDBG: $580,250
Description Install replacement waterline along Washington Ave. in Wickenburg, AZ.
Target Date 6/30/2018
Estimate the number and 393 low and moderate income residents.
type of families that will
benefit from the proposed
activities
Location Description Washington Ave., Wickenburg, AZ
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Planned Activities Install replacement waterline along Washington Ave. in Wickenburg, AZ.
10 Project Name DG1609 Youngtown - Street Lighting
Goals Supported UC Public Improvements/Infrastructure Support
Needs Addressed UC Public Improvements/Infrastructure
Funding CDBG: $271,322
Description Install 99 new streetlights throughout the Town of Youngtown. The Town is 57% low and moderate
income.
Target Date 6/30/2018
Estimate the number and 3,175 low and moderate income residents.
type of families that will
benefit from the proposed
activities
Location Description Town of Youngtown, AZ.
Planned Activities Install 99 new streetlights throughout the Town of Youngtown.
11 Project Name Emergency Solutions Grant - ESG FY 16-17
Goals Supported Rapid Re-Housing Support
Homeless Shelter Operations Support
Needs Addressed Assist Homeless and At-Risk of Homelessness
Funding ESG: $239,473
Description Activities will be Shelter Operations ($90,000), Rapid Re-Housing ($132,000), and Administration ($17,473).
Target Date 6/30/2017
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Estimate the number and Shelter Operations: UMOM will serve an estimated 1,350 homeless families. New Life Center will serve an
type of families that will estimated 550 homeless families. Rapid Re-Housing: Community Bridges Inc. will serve an estimate 15
benefit from the proposed homeless individuals.
activities
Location Description Maricopa County
Planned Activities Shelter Operations, Rapid-Rehousing, and Program Administration.
12 Project Name Acquisition of Land and Construction of New Housing for Owner Occupants - FY16-17
Goals Supported Expand Affordable Housing
Needs Addressed Homeownership Opportunities
Funding HOME: $661,763
Description City of Glendale New construction, with or without acquisition of land, Habitat for Humanity ($252,412)
will construct 3 new homes for sale to pre-qualified low-income homebuyers; the City of Peoria, also
working with Habitat for Humanity ($159,351) will construct 2 new homes, with or without acquisition of
land, for sale to pre-qualified low-income homebuyers. Also, the CHDO, Guadalupe CDC ($250,000) will
construct 5 new homes, with or without acquisition of land, for sale to pre-qualified low-income
homebuyers.
Target Date 6/30/2017
Estimate the number and 10 low income families.
type of families that will
benefit from the proposed
activities
Location Description Glendale, Peoria, and Guadalupe, AZ.
Planned Activities New construction with or without acquisition of land.
13 Project Name Acquisition and Rehabilitation for Resale of Single Family Homes- FY16-17
Goals Supported Expand Affordable Housing
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Needs Addressed Homeownership Opportunities
Funding HOME: $246,032
Description Newtown CDC (CHDO): Acquisition and rehabilitation for resale of 2 single-family homes for two low-
income eligible households to become first-time homebuyers in the amount of $246,032.
Target Date 6/30/2017
Estimate the number and 2 low income families.
type of families that will
benefit from the proposed
activities
Location Description Tempe, AZ.
Planned Activities Acquisition, rehabilitation, and resale of single-family homes.
14 Project Name Acquisition and/or Rehabilitation of Rental Housing - FY16-17
Goals Supported Expand Affordable Housing
Needs Addressed Rental Housing Production
Funding HOME: $517,195
Description Town of Gilbert: Acquisition and rehabilitation for 1 single-family rental housing for eligible very low-
income households with ARM of Save the Family ($184,680). Maricopa Urban County: Acquisition and/or
rehabilitation for multi-family rental housing for eligible low-income and/or very low-income households
($317,172).
Target Date 6/30/2017
Estimate the number and Six low income families.
type of families that will
benefit from the proposed
activities
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Location Description Gilbert and Maricopa Urban County, AZ
Planned Activities Acquisition, rehabilitation, and creation of single-family or multi-family rental housing.
15 Project Name Homebuyer Assistance- FY16-17
Goals Supported Expand Affordable Housing
Needs Addressed Homeownership Opportunities
Funding HOME: $341,016
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: A total of 2 low-income families
($29,998). Peoria: A total of 2 low-income families will benefit ($10,000). Tempe: A total of 10 low-income
families will benefit ($301,018).
Target Date 6/30/2017
Estimate the number and 14 low income families will benefit from the proposed activities.
type of families that will
benefit from the proposed
activities
Location Description Avondale, Peoria, and Tempe, AZ.
Planned Activities Downpayment and closing cost assistance to low income families to create first time homebuyers.
16 Project Name Owner Occupied Housing Rehabilitation- FY16-17
Goals Supported Owner Occupied Housing Rehabilitation
Needs Addressed Housing Rehabilitation
Funding HOME: $1,158,854
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Description Housing rehabilitation for owner occupied single-family homes for eligible low-income households.
Avondale: A total of 2 low-income families ($87,338). Chandler: A total of 2 low-income families will
benefit ($191,112). Glendale: A total of 3 low-income families will benefit ($229,571). Maricopa Urban
County: A total of 4 low-income families ($299,550). Scottsdale: A total of 2 low-income families will
benefit ($100,000). Surprise: A total of 5 low-income families will benefit ($136,692).
Target Date 6/30/2017
Estimate the number and 18 low income families.
type of families that will
benefit from the proposed
activities
Location Description Avondale, Chandler, Glendale, Scottsdale, Surprise, and Maricopa Urban County.
Planned Activities Owner-occupied housing rehabilitation or reconstruction.
17 Project Name Tenant Based Rental Assistance - FY16-17
Goals Supported Expand Affordable Housing
Needs Addressed Tenant Based Rental Assistance
Funding HOME: $90,000
Description City of Chandler will fund $90,000 in TBRA to assist 15 homeless individuals or families.
Target Date 6/30/2017
Estimate the number and 15 very low income families.
type of families that will
benefit from the proposed
activities
Location Description Chandler, AZ.
Planned Activities Tenant Based Rental Assistance provided to very low income families.
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18 Project Name HOME Program Administration FY16-17
Goals Supported Administration
Needs Addressed Administration
Funding HOME: $309,641
Description 2016-17 Program Administration for HOME activities
Target Date 6/30/2017
Estimate the number and Not applicable.
type of families that will
benefit from the proposed
activities
Location Description Lead Agency (Maricopa County Human Services Department) and HOME Consortium Communities
excluding Gilbert and Surprise
Planned Activities Program administration for HOME Activities for Maricopa County, Avondale, Chandler, Glendale, Peoria,
Scottsdale, and Tempe. The City of Surprise and Town of Gilbert elected not to use their administration
allocation, and allocated their full amount to projects.
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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 Two 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, El Mirage, Gila Bend, Goodyear, Guadalupe,
Litchfield Park, Queen Creek, Tolleson, Wickenburg, and Youngtown.
Maricopa HOME Consortium resources are allocated to members by a pre-determined allocation formula (refer to 2015-2020 Consolidated Plan
section SP-10) and allocated to specific geographic areas by individual jurisdictions within relevant program parameters as evidenced by annual
subrecipient agreements. Maricopa Urban County CDBG funding is allocated based on a competitive process and the quality and quantity of
applications received. The Community Development Advisory Committee (CDAC) reviews and approves all HUD funding sources.
Geographic Distribution
Target Area Percentage of Funds
Table 5 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
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Affordable Housing
AP-55 Affordable Housing - 91.420, 91.220(g)
Introduction
This section outlines the one-year Annual Action Plan Affordable Housing goals for FY2016-2017, year
two of the 2015-2020 Consolidated Plan. The tables below outline the numbers of households
supported and the number of affordable housing units that will be provided by program type. This table
is inclusive of HOME, CDBG (Maricopa Urban County and Consortium members), and local Public
Housing Agencies affordable housing goals. The CDBG, HOME, and local Public Housing Agency one-year
goals for households to be supported were reported by each of the HOME Consortium member
jurisdictions and may include local Public Housing Authority data.
Please see the AP-35 Projects section to view a detailed description of the projects. Also refer to
individual Consortium member Annual Action Plans for detailed descriptions of their projects.
One Year Goals for the Number of Households to be Supported
Homeless 3,045
Non-Homeless 4,227
Special-Needs 0
Total 7,272
Table 6 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 7,128
The Production of New Units 20
Rehab of Existing Units 57
Acquisition of Existing Units 67
Total 7,272
Table 7 - One Year Goals for Affordable Housing by Support Type
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-60 Public Housing - 91.420, 91.220(h)
Introduction
Maricopa County will participate on the Board of the Housing Authority of Maricopa County in a non-
voting capacity and will continually work to align and coordinate to address the needs of public housing.
This section will discuss 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. The Housing Authority of Maricopa County is designated as a “Standard” agency.
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 Annual Action Plans. The
numbers of units of public housing and Housing Choice Vouchers for the Housing Authority of Maricopa
County are shown below.
Actions planned during the next year to address the needs to public housing
The Housing Authority of Maricopa County (HAMC) manages 827 public housing rental units at
seventeen sites throughout Maricopa County and administers 1,641 Housing Choice Vouchers. In
addition, HAMC manages one scattered site, single-family tax credit/mixed finance development and is a
limited partner in a second mixed-finance 120-unit family development. The first of the public housing
developments was planned and constructed a half century ago and the last traditional public
housing development was built a little over a decade ago. Due to various changes in federal housing
policy, it is imperative that the HAMC engage in policies to provide for the accomplishment of its
mission, “to improve the quality of life of families and strengthen communities by developing and
sustaining affordable housing programs; and to become a leading housing authority by exemplifying
best practices, offering innovative affordable housing programs, and expanding accessibility throughout
Maricopa County.” As discussed in the 2015-2020 Consolidated Plan, some of these activities include:
• Convert public housing units with a combination of public housing and Section 8 to maximize
subsidies by sites.
• Dispose of assets determined not to be feasible to maintain as affordable housing because of
location, cost of redevelopment, impact and other factors. If disposition is determined to be the best
option for a site, HAMC would look to replace the disposed units in another location.
• Use Rental Assistance Demonstration funds to improve and increase density at Madison Heights in
Avondale, Arizona.
• Use Project-based Vouchers (PBV) on HAMC developments to increase options and opportunities for
residents.
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According to the Draft FY2016 Annual Agency Plan, HAMC will seek to accomplish the following
strategies, among others:
• Work with partners to increase services in support of customer personal development, education, and
employability.
• Work with partners to increase services in support of customer personal development, education, and
employability.
• Explore whether to apply for Move to Work.
• Focus on delivering self-sufficiency programming that enables HAMC to be an incubator of education
and economic improvement for HAMC families.
• Serve in the County’s efforts to end chronic homelessness (Bridge program, HCV attrition, PH point
system).
• Explore options for mixed income communities throughout Maricopa County jurisdiction.
• Investigate the availability of VASH voucher funding or the viability of establishing a veterans housing
program.
• Investigate repositioning and repurposing existing portfolio for supportive or affordable housing
options to include the establishment of an affiliate nonprofit.
• Explore creating a home ownership program.
• Create and implement redevelopment strategies for HAMC portfolio to include divestiture.
• Apply for all opportunities to increase the overall size of the Housing Choice Voucher program.
• Diversify affordable housing options (deconcentration). Work with tax credit properties in Maricopa
County to extend a marketing invitation to HAMC voucher holders.
• Explore smoke free options for HAMC properties.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The Housing Authority of Maricopa County maintains a Family Self-Sufficiency program for both Housing
Choice Voucher and Public Housing programs. 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 Maricopa County Human Services Department, 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
welfare assistance. The Housing Authority of Maricopa County does not have a homeownership
program at this time. However, HAMC is exploring the option of creating a homeownership program.
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 not designated as a "troubled" PHA.
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Discussion
In fiscal year 2014, the Maricopa County Human Services Department assisted the county public housing
agency Madison Heights project with HOME resources under the RAD initiative. Madison Heights Phases
I and II are currently under construction. When Madison Heights is complete, it will convert 77 units
(Phase I) and 66 units (Phase II) public housing units into 143 project based vouchers. Seven of the total
units will be HOME assisted units.
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Introduction
Within the Maricopa HOME Consortium, Maricopa County and the City of Glendale are ESG entitlement
grantees. See the Glendale Annual Action Plan for additional discussion of homelessness and other
special needs activities. 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. The
Maricopa County Human Services Department has cultivated a shared understanding amongst its
divisions to find solutions to end homelessness. The purpose of the “Dedicating Opportunities to End
Homelessness Initiative and Local Leadership Team for Maricopa County” is to identify opportunities
that can be committed and targeted to ending homelessness such as housing choice vouchers, public
housing, CDBG and HOME funds and private multi-family housing units in addition to other federally-
funded service and existing homelessness program resources. These resources include the McKinney-
Vento Homeless Assistance Act As Amended by S.896 HEARTH Act of 2009 programs, other special
federal, state and local and private funds targeted to homeless individuals and families with children,
especially the chronically homeless, the HUD formula programs, and any publicly-owned land or
property.
The entity coordinating the strategy to end homelessness will continue to be the Maricopa Association
of Governments (MAG) Continuum of Care Committee on Homelessness. Maricopa County will continue
its efforts to support:
• Continued involvement with the Continuum of Care Regional Committee of MAG.
• Continued support for the Human Services Campus. The project provides emergency shelter beds for
seriously mentally ill and homeless men and women on the Human Services Campus. Phase I of the
construction project was completed in October 2005; and Central Arizona Shelter Services, the dental
clinic, the Maricopa County Healthcare for the Homeless Program, the St. Vincent de Paul Facility and
the Day Resource Center all became operational November 2005. The Nova Safe Haven facility opened
in 2008.
• Full implementation of the HMIS among homeless providers.
• Continuation 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.
• An increased emphasis on performance and accountability through evaluation.
• Use of Emergency Solutions Grants (by Maricopa County and Glendale) to support one or more of the
following activities: emergency shelters, homeless prevention, rapid re-housing, 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.
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Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
A unique collaborative effort between the Maricopa County Human Services Department, the Arizona
Department of Economic Security, the City of Phoenix Human Services Department, and Valley of the
Sun United Way was developed for the purposes of transitioning homeless individuals accessing the
Human Services Campus services with appropriate housing interventions. The Human Services Campus
has the largest emergency shelter in the Phoenix-metro area - CASS. One of the many approaches to
assist homeless persons is Rapid Re-Housing. Through coordinated entry at the Welcome Center on the
Human Services Campus, participants will be prioritized by acuity utilizing the housing vulnerability tools
(SPDAT, VI-SPDAT) to be placed in appropriate intervention (permanent supportive housing, rapid re-
housing, shelter, diversion). Scores from the tools will be used to determine individual needs. Maricopa
County plans to use $132,000 of Emergency Solutions Grant funding to support the Rapid-Rehousing
program in FY 2016-17 and provide approximately 15 individuals with short to medium term rapid re-
housing assistance.
In a dedicated effort to take full advantage of 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 was created in 2015 and is located within the MCHSD
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. In addition, MCHSD has been able to successfully grow existing partnerships that
promote regional solutions for homelessness. This position forges 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 Urban County’s plan for the investment and use of available resources and one-year goals for
reducing and ending homelessness includes assisting in utilizing Emergency Solutions Grant to fund
emergency shelters for individuals and prevention services. These activities are high priority as
described in the Five Year Consolidated Plan.
Maricopa County plans to use $90,000 of Emergency Solutions Grant funding to support the emergency
shelter operations in FY2016-17 which will assist approximately 1,900 homeless persons. It is planned
that the funds will assist families experiencing homelessness including victims of domestic violence. In
addition, Maricopa takes an active role in the MAG Continuum of Care Committee on Homelessness and
the operations of the Human Services Campus.
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Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
Maricopa County seeks to utilize ESG, CDBG, and general funds as available, to work towards
strengthening the pipeline between homelessness to permanent housing and independent living.
According to the Maricopa Association of Government’s 2015 Point-In-Time Homeless Count, local data
collected during the one-day count indicated that 5,918 people had experienced homelessness in
Maricopa County, with 1,053 of them reported to be sleeping on the streets and 4,865 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.
The MAG Continuum of Care Committee completed an update to its regional plan to end chronic
homelessness in March 2009. Components of the strategy included “Housing first” projects, which have:
• Relaxed eligibility guidelines
• Allowance for relapse as a part of recovery
• Greater flexibility in access to multiple services
• One-stop day services
• Outreach and peer outreach teams.
The MAG had reported on the Regional Plan to End Homelessness through a Report Card which outlined
data related to the strategies in the plan. Maricopa County continues to pursue every avenue available
to assist with furthering the Continuum of Care efforts.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
Maricopa County, through its Human Services Department, intends to address the needs of low-income
or extremely low-income families from becoming homeless, including those being discharged from
publicly funded institutions and systems of care or receiving assistance from public or private agencies,
through the following programs.
• Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal justice
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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 the physically
disabled 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 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.
Additionally, Maricopa County plans to use CDBG funds to assist 31 homeless or at risk of becoming
homeless individuals through the Circle the City Medical Respite Shelter in FY2016-17.
Maricopa County dedicates ESG resources, and CDBG as discussed above, to support the regional effort
to end homelessness; but the Homeless Emergency Assistance and Rapid Transition to Housing Act of
2009 (HEARTH Act) funds are a significant resource for permanent housing, transitional housing,
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supportive services only, HMIS, and, in some cases, homelessness prevention. Although the HEARTH
program funds Continuum of Care agencies directly, those agencies also depend on smaller
contributions such as CDBG and without those resources would not be able to continue to assist the
people they are already helping.
Discussion
In order to 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), person with HIV/AIDS and their families),
Maricopa County plans to undertake the following activities for the upcoming program year including
fair housing activities to address potential discrimination for members of protected classes; education,
prevention and emergency services for victims of domestic violence; and emergency home
repair/homeowner rehabilitation for veterans with service-connected disabilities and low income
households.
Please refer to the Appendix to review additional Consortium member contributions to this
section.
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AP-75 Barriers to affordable housing - 91.420, 91.220(j)
Introduction
This section discusses barriers to affordable housing that have been identified and actions that the
Maricopa HOME Consortium including Maricopa Urban County plans to take to remove or ameliorate
the negative effects of public policies. Maricopa County is committed to affirmatively furthering fair
housing and overcoming identified barriers to affordable housing. These efforts have resulted in the
creation of a Fair Housing Plan, development of specific goals and objectives to overcome barriers to
affordable housing. As discussed in the FY2015-2020 Consolidated Plan SP-55 Barriers to Affordable
Housing section, identified barriers included the cost of land, cost of construction and infrastructure,
permit fees, impact fees, developer interest, taxes, zoning, and insufficient financial resources.
As identified in the 2015 Maricopa County Regional Analysis of Impediments to Fair Housing Choice,
impediments to fair housing choice include lack of accessible housing and housing discrimination against
persons with disabilities, lack of awareness of fair housing laws, the cost of affordable housing limiting
housing choice, poor financial history of potential homebuyers, lack of transportation options in rural
unincorporated Maricopa County, and distribution of resources.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The 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;
• Land donations when applicable;
• Reduce Permit fees when applicable;
• Reduce Impact fees when applicable;
• Community land trusts;
• Down payment assistance for income-qualified homebuyers; and
• Direct general fund for leverage or match for affordable housing.
Maricopa Urban County - Specific actions to address barriers to affordable housing during the year for
the Urban County communities include cities/towns that may waive permit fees for HOME-assisted
housing rehabilitation, which include Buckeye, El Mirage, Goodyear, Guadalupe, Wickenburg and
Youngtown. Additionally, Maricopa County does not assess impact fees for residential development.
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.
Actions planned to address obstacles to meeting underserved needs
Actions planned to address obstacles to meeting underserved needs within the Consortium include:
• The continued role of the Community Development Advisory Committee (CDAC) in recommendations
to the Board of Supervisors regarding allocation, expenditure, contract performance, and
reprogramming of CDBG, HOME, and ESG funds.
• Technical assistance by Maricopa County Human Services Department - Community Development
Division staff to individual jurisdictions in managing, processing payments, and reporting on funded
projects.
• Continued advocacy by members of the CDAC regarding the preservation of HUD resources for
housing and community development.
• Continued participation on the MAG Continuum of Care Committee on Homelessness.
• Continued participation in Funder's Collaborative opportunities to align strategies to ending
homelessness.
Actions planned to foster and maintain affordable housing
Actions planned to foster and maintain affordable housing include the Strategies to Remove or
Ameliorate the Barriers to Affordable Housing listed in the 2015-2020 Consolidated Plan Strategic Plan
SP-55 section. Maricopa County will promote the use of energy efficient home improvements. Energy
efficient improvements may include energy star appliances, ceiling fans, cellulose insulation, dual pane
windows, low flow faucets, and xeriscape landscaping, and more.
Subject to local priorities, ordinances and the preferences of local governing bodies, members of the
Maricopa HOME Consortium may pursue items that include, but are not limited to the following items:
 Waive or abate permitting and development fees for priority affordable housing
development and targeted redevelopment approved by local governing bodies.
 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.
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 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.
 Monitor to identify and remedy projects out of compliance, thereby enhancing and
preserving the existing supply of multi-family units.
 Promote the use of alternative labor in housing programs through self-help initiatives.
 Continue to foster the use of alternative durable building materials.
 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.
 Continue to investigate the feasibility of enacting impact fee exemptions, or partial
abatements, for priority non-profit sponsored residential development for persons
earning up to 80% Area Median Income and priority profit-sponsored residential
development for benefiting the lowest income consumer possible in light of individual
market conditions and personal income within a given jurisdiction.
 Work with the Arizona Housing Finance Authority or other State housing commissions to
explore state statues that authorize tax increment financing, alter the commercial lease
excise tax for more favorable provisions for affordable residential properties or housing
and affirm the exemption of nonprofits from sales and property tax provisions.
 Establish a dialogue with the Maricopa IDA leading toward the initiation of demonstration
multi-family initiatives utilizing the HUD 542 risk sharing and LIHTC programs, joint
funding for multi-family and homeless/supportive housing development, public purpose
provisions associated with multi-family refundings, etc.
 Establish a dialogue with the Maricopa IDA leading toward the initiation of joint funding
for affordable single-family housing production, sustained reporting on bond financing
activity to the Consortium and single-family Mortgage Revenue Bond project structuring
addressing member objectives.
Actions planned to reduce lead-based paint hazards
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-paint in its housing. The
following actions will take place. Pursuant to CFR 36.900, Consortium members will continue to
address, monitor, evaluate and reduce lead-based paint hazards throughout the community through its
Housing Improvement Program, Emergency Rehabilitation Grant Program, and Rental Reinvestment
Rehabilitation Programs. Consortium members will approach all pre-1978 units participating in its
Rehabilitation programs with a presumption of lead-paint hazards. Contract with Environmental
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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 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
As described in the Strategic Plan section of the FY2015-2020 Consolidated Plan, the Anti-Poverty
Strategy is the strategy to improve the capacity of individuals for economic self-sufficiency. Funding for
anti-poverty activities in Maricopa Urban County during the next year will come from resources other
than the Community Development Block Grant. Anti-poverty activities will include:
• Minority Business Enterprise/Women’s Business Enterprise and Section 3 opportunities in
procurement
• Resident Opportunity and Self-Sufficiency Programs for assisted housing residents
• Workforce Development
• Support services to TANF families
• Anti-crime and employment and training programs
• Business retention, creation and start up
• Community Action Programs
• Head Start Programs
• Affordable housing programs that serve formerly homeless families.
Maricopa County’s Human Services 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
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• 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.
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 US Veterans, individuals dealing with homelessness
and those with criminal justice challenges.
Actions planned to develop institutional structure
Maricopa County will research and build upon existing partnerships, and with respect to specific gaps in
institutional structure will work to create new partnerships with public, private, non-profit, and
philanthropic organizations. During the next year the following actions will be taken to improve and
impact the institutional structure of the delivery of HUD grants and Community Development services in
the Urban County:
• Maricopa County is working with the Continuum of Care to foster a coordinated entry system for
homeless service programs.
• Maricopa County will continue participation in existing part such as 25 Cities, Zero: 2016, ESG
Collaborative, Performance Standards and Data Quality (PSDQ), HEART Work Group, Ending
Homelessness Advisory Council (EHAC), and the Continuum of Care board.
• Maricopa County will continue to serve as the administrator for the Urban County Community
Development Block Grant and as the Lead Agency for the Maricopa HOME Consortium.
• Maricopa County will continue to develop linkages between services provided under the umbrella of
the Maricopa County Human Services Department. The Divisions of Head Start, Community Services,
Senior and Adult Services, and Workforce Development work closely with the 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.
• Maricopa County will leverage non-federal funding for Home Improvement/Rehabilitation Programs
to assist the communities in the Urban County.
Actions planned to enhance coordination between public and private housing and social
service agencies
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Coordination between public and private agencies allows these programs to work effectively. Maricopa
County benefits from strong partnerships forged with the Regional Continuum of Care, local non-profit
organizations, Housing Authority of Maricopa County, participation on the Arizona Fair Housing
Partnership Steering Committee, and participation on the Arizona Partnership for Healthy Communities
Steering Committee and Capacity Building Workgroup.
The Urban County continues to strive for collaboration and fiscally responsible projects. The
communities of Buckeye, El Mirage, Gila Bend, Goodyear, Guadalupe, Queen Creek, Tolleson,
Wickenburg, and Youngtown, and the unincorporated areas of the County are represented on the
Community Development Advisory Committee (CDAC). The CDAC is responsible for advising the
Maricopa County Board of Supervisors on the annual allocations of CDBG, HOME, and ESG funds. The
participation in a public forum guided by adopted by-laws and mandatory community development
objectives of each participating community is intended to provide a reasonable distribution of the
available HUD resources, and provide for broader citizen participation in the planning process. Maricopa
County Human Services Department, Community Development Division (MCHSD), issues Notices of
Funding Availability (NOFAs) each year to Urban County participants and interested parties announcing
the availability of CDBG, HOME, and ESG funds. Interested parties submit applications identifying a local
community need(s) affecting low/moderate income residents. Each governmental applicant is asked to
submit a resolution from the local community identifying the need(s) and local support for the activity.
MCHSD staff reviews CDBG, HOME, and ESG applications. CDBG applications are forwarded to CDAC for
scoring and final recommendation of funding.
Members of the HOME Consortium regularly coordinate with private industry, businesses, developers,
and social service agencies with respect to economic development. 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, a portion of
Maricopa HOME Consortium's HOME funds throughout the county are competitively awarded to non-
profit organizations, e.g. Habitat for Humanity for single-family housing new construction, owner
occupied housing rehabilitation, or new construction of multi-family housing. In some cases, the
Maricopa County CHDOs also coordinate with social service agencies to provide activities such as
homeownership counseling, career development, youth enrichment and achievement, and day care
centers. Additional coordination activities by members with social service agencies are discussed at
length throughout the FY2015-2020 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, and additional information.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities
0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive period
of one, two or three years may be used to determine that a minimum overall 100.00%
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. 2015, 2016, 2017
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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:
The Maricopa HOME Consortium Program under most circumstances uses the Recapture Provision
for homeownership projects undertaken by the Consortium or its subrecipients (except as noted
below under Resale). The homebuyer assistance is secured by means of a note and a deed of trust
by the low-income household being assisted. The amount of the note and deed of trust is the
“homebuyer assistance”. It 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 or
amount required to be contributed by the buyer through buyer funds or first mortgages.
If there is no direct homebuyer assistance and a development subsidy is provided, then the resale
method outlined below must be used.
Resale:
Under most circumstances, the recapture provisions outlined above will be used in HOME
homebuyer activities. However, resale restrictions may be used under the following circumstances:
 When HOME Program funds are used only as a development subsidy for the construction or
renovation of homeownership housing, and no homebuyer assistance is provided, and
 When a land trust owns the property. In the case of a land trust, the HOME resale restrictions
will be enforced through the land trust ground lease mechanism.
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
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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
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
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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 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. The County shall determine who is
responsible for the necessary repair costs to bring the property up to standards.
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. These Standards of Excellence are included as an attachment
and are subject to revision throughout FY16-17.
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.
Decisions approved by the Continuum of Care Board on homelessness to date include: Adopted
Guiding Principles (August 2012); Decided Coordinated Assessment will be regional in scope with
access points in Phoenix as well as the east and west valley and mobile/outreach option with the
same policies and procedures (August 2012); CoC approved a regional Coordinated Assessment
Tool: VI-SPDAT, SPDAT, F-VI-SPDAT, F-SPDAT (August 2013); CoC approved Phase-One-Phoenix roll
out of Coordinated Assessment in Phoenix for singles at the Human Services Campus and families at
UMOM (August 2013); The Continuum of Care approved an 85% acceptance rate for referrals (July
2014); The Continuum of Care approved Coordinated Entry prioritization (July 2014). To date the
CES has made the following progress: The Family Housing Hub opened the region’s first coordinated
access point for homeless families in the summer of 2014, and is open Monday through Thursday
from 8:00 a.m. to 4:00 p.m. The Family Housing Hub began on-boarding family providers monthly
and developed a one-page referral form. Family Housing Hub partnered with Mesa CAN for East
Valley assessments on Tuesdays from 8:00 a.m. to 4:00 p.m. The Welcome Center at the Human
Services Campus became the region’s first coordinated access point for singles in November 2013,
and is open Monday through Friday from 6:00 a.m. to 8:00 p.m. More than 11,500 VI-SPDAT
assessments have been completed as of January 2016.
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
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and management. Provider agencies for ESG are currently selected through an open and
competitive process to provide rapid rehousing for persons experiencing homelessness and to
provide temporary shelter. As described in Section PR-10, 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. For FY 2016-17,
pursuant to Maricopa County and Arizona procurement guidelines, Maricopa County will make
awards through and open and competitive Notice of Funding Availability process.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
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 newly created
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.
Maricopa County has adopted performance standards for evaluating ESG that are in line with the
Maricopa Regional Continuum of Care. These Standards of Excellence are included in the Appendix
of this plan for reference. The Standards include: performance goals and indicators, operating
standards, suggested practices, and system recommendations for Emergency Shelters and Rapid Re-
Housing. They also include recommendations for Outreach Shelters, Permanent Supporting Housing,
and Transitional Housing.
Discussion
Please see discussions above.
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