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

Maricopa County — Formal (2016-05-04)

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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

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) ..................................................................................... 23
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) ......................................................................................................... 38
AP-38 Project Summary .......................................................................................................................... 41
AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................ 53
Affordable Housing ................................................................................................................................. 54
AP-55 Affordable Housing - 91.420, 91.220(g) ....................................................................................... 54
AP-60 Public Housing - 91.420, 91.220(h) .............................................................................................. 55
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ............................................... 58
AP-75 Barriers to affordable housing - 91.420, 91.220(j) ....................................................................... 63
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 65
Program Specific Requirements .................................................................................................................. 71
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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 10 homeownership units
 Provide homeownership support for up to 16 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
 Assist up to 69 persons and households with a variety of public 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:
 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).
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 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
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,
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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 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
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countywide collaboration. Convened by Valley of the Sun United Way (VSUW), and composed of VSUW,
Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security
(ADES), and the City of Phoenix, it 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
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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
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
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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
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?
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
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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.
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
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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.
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
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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?
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.
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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
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
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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.
16 Agency/Group/Organization TOWN OF BUCKEYE
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
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
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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.
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
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, ARIZONA
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.
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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.
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 TOWN OF QUEEN CREEK
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.
23 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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24 Agency/Group/Organization Arizona Partnership for Healthy Communities
Agency/Group/Organization Type Housing
Services-Persons with Disabilities
Services-Health
Health Agency
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Business and Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
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.
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 Ord Mode of Outrea Target of Outrea Summary of Summary of Summary of comme URL (If applicable)
er ch ch response/attenda comments receiv nts not accepted
nce ed and reasons
Minorities
Public hearings to
solicit public input
Non-English
were held on
Speaking -
January 21, 2016 at
Specify other
the HOME
language: No public
Consortium Public
Spanish comments were
1 Public Hearing Meeting and on N/A
submitted at the
January 27, 2016 at
Persons with public hearings.
the Community
disabilities
Development
Advisory
Non-
Committee Public
targeted/broad
Meeting.
community
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Sort Ord Mode of Outrea Target of Outrea Summary of Summary of Summary of comme URL (If applicable)
er ch ch response/attenda comments receiv nts not accepted
nce ed and reasons
Minorities
Public hearings to
solicit public input
Non-English
were held on
Speaking -
March 17, 2016 at
Specify other
the HOME
language: No public
Consortium Public
Spanish comments were
2 Public Hearing Meeting and on N/A
submitted at the
April 13, 2016 at
Persons with public hearings.
the Community
disabilities
Development
Advisory
Non-
Committee Public
targeted/broad
meeting.
community
FY2016-17 Annual
Action Plan was
posted to the May
4, 2016 Maricopa
No public
Non- County Board of
comments were
3 Public Meeting targeted/broad Supervisors N/A
received at the
community Agenda and
public meeting.
approved at the
public meeting
held by the county
supervisors.
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Sort Ord Mode of Outrea Target of Outrea Summary of Summary of Summary of comme URL (If applicable)
er ch ch response/attenda comments receiv nts not accepted
nce ed and reasons
Public Notices
announcing the
public hearings on
January 21, 2016
and January 27,
2016 and
Non- upcoming
No comments
4 Newspaper Ad targeted/broad opportunities to N/A
were 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
Non- and April 13, 2016
No comments
5 Newspaper Ad targeted/broad and the draft N/A
were received.
community Annual Action Plan
were placed in 3
newspapers of
record in Maricopa
County.
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Sort Ord Mode of Outrea Target of Outrea Summary of Summary of Summary of comme URL (If applicable)
er ch ch response/attenda comments receiv nts not accepted
nce ed and reasons
Draft Annual
Action Plan was
made available on
the Maricopa
County Human
Services
Non- Department
Internet No comments http://www.hsd.maricopa.
6 targeted/broad website during the N/A
Outreach were received. gov/
community Public Comment
Period of March
11, 2016 - April 13,
2016 for all
interested parties
to view and
provide comment.
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Sort Ord Mode of Outrea Target of Outrea Summary of Summary of Summary of comme URL (If applicable)
er ch ch response/attenda comments receiv nts not accepted
nce ed and reasons
In compliance with
the Citizen
Participation Plan,
public notices were
posted in the
Non- Housing Authority
No comments
7 Public Notices targeted/broad of Maricopa N/A
were received.
community County (HAMC),
HSD, and
throughout
Maricopa County
library systems
buildings.
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 - $804,381
Peoria - $180,641
Scottsdale - $219,957
Surprise - $136,692
Tempe - $321,086
CHDO Set Aside - $496,032
Total - $3,306,878
Anticipated Resources
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Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Annual Program Prior Year Total: Amount
Funds Allocation: Income: Resources: $ Available
$ $ $ 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
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:
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 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
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.
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
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)
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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 $1,838,383 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
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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 $3,306,878. 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
$804,381 for FY2016-2017 planned activities and objectives (administration $205,282 and $599,099 for
projects). The Consortium Member's share of the HOME Funds is $2,006,464 (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.
# 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
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# Project Name
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
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
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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.
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 Program Administration
Target Area Countywide
Goals Supported
Needs Addressed
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
Target Area
Goals Supported UC Public Services Support
Needs Addressed UC Public Services
Funding CDBG: $225,933
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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
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
Target Area
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
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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
Target Area
Goals Supported UC Public Improvements/Infrastructure Support
Needs Addressed UC Public Improvements/Infrastructure
Funding CDBG: $138,229
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
Target Area
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
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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
Target Area
Goals Supported
Needs Addressed Emergency Home Repair
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 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
Target Area
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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 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.
8 Project Name DG1607 Respite Shelter- Public Service
Target Area Countywide
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
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Planned Activities Provide housing and supportive services for 38 homeless persons released from the hospital.
9 Project Name DG1608 Wickenburg - Washington Waterline
Target Area
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
Planned Activities Install replacement waterline along Washington Ave. in Wickenburg, AZ.
10 Project Name DG1609 Youngtown - Street Lighting
Target Area
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
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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
Target Area Countywide
Goals Supported Rapid Re-Housing Support
Homeless Shelter Operations Support
Needs Addressed Assist Homeless and At-Risk of Homelessness
Funding ESG: $236,068
Description Activities will be Shelter Operations ($90,000), Rapid Re-Housing ($132,000), and Administration ($17,473).
Target Date 6/30/2017
Estimate the number and Shelter Operations: UMOM will serve an estimated 1,350 families. New Life Center will serve an estimated
type of families that will 550 families. Rapid Re-Housing: Community Bridges Inc will serve an estimate 15 individuals.
benefit from the proposed
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
Target Area
Goals Supported Expand Affordable Housing
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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
Target Area
Goals Supported Expand Affordable Housing
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
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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
Target Area
Goals Supported Expand Affordable Housing
Needs Addressed Rental Housing Production
Funding HOME: $499,572
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 very low-income households.
Target Date 6/30/2017
Estimate the number and Six low income families.
type of families that will
benefit from the proposed
activities
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
Target Area
Goals Supported Expand Affordable Housing
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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
Target Area
Goals Supported Owner Occupied Housing Rehabilitation
Needs Addressed Housing Rehabilitation
Funding HOME: $1,158,854
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
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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
Target Area
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.
18 Project Name HOME Program Administration FY16-17
Target Area
Goals Supported
Needs Addressed
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Funding HOME: $309,641
Description 2016-17 Program Administration for HOME activities
Target Date
Estimate the number and
type of families that will
benefit from the proposed
activities
Location Description
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
Countywide
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 1,758
Special-Needs 0
Total 4,803
Table 6 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 4,660
The Production of New Units 19
Rehab of Existing Units 57
Acquisition of Existing Units 67
Total 4,803
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
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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.
Discussion
Maricopa County
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.
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• 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.
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
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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.
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.
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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
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
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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,
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
Please see discussion above.
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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
including Buckeye, El Mirage, Goodyear, Guadalupe, Wickenburg and Youngtown. Additionally,
Maricopa County does not assess impact fees for residential development.
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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,
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adaptive re-use, inclusionary zoning and other incentives to priority affordable housing projects
for production and preservation.
 Implement expedited permit processing for priority affordable housing production.
 Encourage municipal and county Industrial Development Authorities (IDAs) to allocate surplus
revenues for locally identified affordable housing and revitalization priorities and uses by
agreement with local governing bodies. Encourage annual reporting by IDAs to local governing
bodies on the investment and volume of surplus revenues.
 Monitor and update building codes to provide for cost effective construction and quality
manufactured housing development.
 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
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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
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
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• Career counseling
• Resume instruction and review
• Labor market and occupational demand information
• Supportive services (personal, family and emergency)
• Supplemental financial assistance for select local training/education programs
• State-of-the art computer labs and office equipment
• Job search and job readiness workshops (assessments, resumes, basic computer, job searching,
interviewing and Job Clubs)
• Assist job seekers in loading their resume on the state’s online job board, azjobconnection.gov, to
improve search-ability by employers, job developers and Arizona @ Work’s Business Services team; and
improve job leads/employment connections.
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.
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• 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
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
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housing rehabilitation and production activities. Maricopa HOME Consortium members competitvely
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 achivement, 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.
Other CDBG Requirements:
Specify the years covered that include this Annual Action Plan:
2015, 2016, 2017
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
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2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income.Overall Benefit - A consecutive period
of one, two or three years may be used to determine that a minimum overall
benefit of 70% of CDBG funds is used to benefit persons of low and moderate
income. 100.00%
Specify the years covered that include this Annual Action Plan. 2015, 2016, 2017
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 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
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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
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
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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
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
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private nonprofit organizations (including community and faith-based organizations).
The Maricopa County Human Services Department follows Maricopa County policy on grant award
and management. Provider agencies for ESG are currently selected through an open and
competitive 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
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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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MARICOPA HOME CONSORTIUM
FY 2016-2017 ANNUAL ACTION PLAN
COMMUNITY CONTRIBUTIONS
The following document contains individual Maricopa HOME Consortium member contributions for the
FY2016-17 Annual Action Plan.

AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and
assisted housing providers and private and governmental health, mental health and service agencies
(91.215(l)).
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons
(particularly chronically homeless individuals and families, families with children, veterans, and
unaccompanied youth) and persons at risk of homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how
to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities
assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of
HMIS
2. Agencies, groups, organizations and others who participated in the process and consultations
Avondale
The City maintains relationships with several service providers through the Care1st Avondale Resource Center, including: Care1st,
Helping Families in Need, First Things First, Adelante Healthcare, Area Agency on Aging, Maricopa Workforce Connections among
several others. The City requested these agency’s input on the needs of Avondale’s LMI residents.
Chandler
The City of Chandler participates in the development and operation of the Maricopa Continuum of Care and utilized HOME, CDBG
and City general funds to support homelessness prevention, outreach, emergency shelter, transitional shelter and permanent
supportive housing as well as supportive services for people experiencing homelessness.
Agencies, groups and organizations that participated in the process and consultations are summarized in the City’s AAP – Screen PR-
10.
Gilbert
The Town of Gilbert consults annually with affordable housing entities, organizations providing health services, regional homeless
service providers, special needs organizations, those providing youth and senior services and organizations that provide general
services for low-income persons. In addition, Gilbert participates on several committees administered by the Maricopa Association
of Governments (MAG) to discuss and identify various issues on a regional level.
Glendale
The City of Glendale consulted with other public and private agencies, the state, and public housing authority for preparation of the
Year 2 Annual Action Plan. In its operation of federal grant programs, the City also works with local and statewide non-profit
organizations to ensure that services are provided within the City of Glendale.
Glendale receives ESG funds and consulted with Continuum of Care (CoC) to discuss and prioritize the needs for homelessness, the
allocation of ESG funding and performance standards. Glendale participates in the CoC-supported ESG Collaborators Group.
Peoria
During the program year, the City will continue to foster partnerships and collaboration among and between non-profit and private
organizations providing housing, health, mental health and general services. The City provides a "Community Resource Guide" on its
website and at public functions which lists both funded agencies and their programs as well as providing general referral information
to other frequently utilized organizations. Several providers have found this information useful and have asked to be included in the
aforementioned guide. The City of Peoria’s Human Services Coordinator is responsible for coordinating services provided by social
service agencies with City programs and residents. All agencies that apply for Federal or General Fund grants attend a mandatory
hearing regarding their application. At the hearing, each agency is given the opportunity to speak about their programs, needs
within the City or larger geographic area and opportunities to coordinate services, amongst other information. Many inter-agency

referrals are made as a result of these hearings. The city of Peoria does not receive ESG funds. However, the City awards General
Fund grant money to the non-profit "Community Information and Referral, Inc." to support the Maricopa County HMIS
system. Additionally, the City's Human Services Coordinator works closely with the Maricopa Association of Governments (MAG) on
homeless issues.
Scottsdale
Scottsdale is an active participant in the Maricopa Association of Governments (MAG) Continuum of Care Task Force and shares
responsibility of the regional solution to the problems of homelessness. Each year Scottsdale allocates general fund to several
categories of human services to address homelessness. Funding from citizen contributions to utility bill donation programs and funds
from Salt River Pima Maricopa Indian Community (SRPMIC) grants are also allocated for services and housing for homeless and
victims of domestic violence.
Surprise
The City of Surprise has developed the Consolidated Plan with the input of several key city departments and divisions, county
agencies, local nonprofit agencies and service organizations, community groups, boards and commissions, and citizens of Surprise.
During the development of the Consolidated Plan, the following groups and city departments were interviewed and or returned
surveys. These groups represent or serve the populations whose needs were considered in the Consolidated Plan:
a) City of Surprise Community Development Department.
b) City of Surprise Community and Recreation Services.
c) City of Surprise Economic Development Department.
d) City of Surprise Public Works Department.
e) Maricopa HOME Consortium.
f) The Housing Authority of Maricopa County.
g) City of Surprise Planning and Zoning Commission.
i) City of Surprise City Council members.
j) Area Congressional Representative response for the survey.
Tempe
When developing the AAP, the City launched a collaborative effort to consult with elected officials, City departments, community
stakeholders, and beneficiaries of entitlement programs to inform and develop the priorities and strategies contained within the five
year plan.
The City’s outreach and consultation strategies included the formation of community outreach partnerships with housing, service,
and mental health providers; workforce developers; community advocates; and others.

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
Narrative for HOME:
Avondale
The City of Avondale will hold three public hearings, one of which will be held at the March 23, 2016 Neighborhood and Family
Services. The City will also make an online survey available to determine community needs, as well as make a draft of the Annual
Action Plan available for a 30-day comment period.
Chandler
Chandler conducted a public survey during the Back to School Clothing Drive event in the summer 2015. The Housing and Human
Services Commission discussed funding priorities at public meetings in September 2015 and January 2016. Results of the survey
summary were used to identify funding priorities. Three additional public meetings were held in April 2016 to discuss and finalize
funding recommendations.
Gilbert
Annually, Gilbert conducts a minimum of two public hearings to allow the public an opportunity to comment and participate in the
creation of the Consolidated Plan and/or Annual Action Plan. All public hearing meetings are advertised in a local newspaper of
general circulation and on Gilbert’s website. Citizen comments are reviewed and incorporated as appropriate into the goal-setting
process.
Glendale
Glendale provided residents multiple opportunities to comment on the Annual Action Plan (AAP) during development, and the AAP
was available for a 30-day comment period. Efforts were made to give persons with disabilities and persons with Limited English
Proficiency opportunities to provide input and public comments. Public meetings were held at a time of day that would facilitate
members of the public who work, and information and notices were provided through the City’s website for persons unable to
attend meetings.
Peoria
Four public meetings will be conducted by the City to encourage citizen participation in the annual action plan process. The city was
also represented at public hearings conducted by Maricopa County as lead agency for the Maricopa County HOME Consortium
(January 21, 2016 and March 17, 2016). Proposed funding allocations for organizations are also discussed publicly at City Council
budget hearings and are approved through the public budget process. Invitations were sent to representatives of non-profit
agencies and other stakeholders notifying them of the grant application process. Every organization that applied for HUD funding
appeared before the City’s Not-for-Profit and Housing Council Subcommittee at public meetings to discuss the needs of their
agencies and to comment on the needs of Peoria citizens based on their experience. Announcements were published in The Peoria
Times regarding the City’s application process as well as the availability of the Annual Action Plan for public comment. The draft
plan was also made available to the public on-line, at the main Peoria public library, the community center and at City Hall. All of
these facilities serve minorities, non-English speaking citizens, public housing residents and persons with disabilities and are fully
accessible. Public notices provided contact information in Spanish.
Scottsdale
The City of Scottsdale will coordinate with other housing and community development agencies to achieve the goals of the Year 2
Action Plan and the Consolidated Plan, including continued participation in the Maricopa HOME Consortium, participation on the
MAG Continuum of Care committees and consultation with the Human Service Commission to review activities of the CDBG/HOME
programs.
A public meeting before non-profit service providers regarding the 2016/2017 funding allocation process was held on September 30,
2015. Public presentations were made by applicants for CDBG, HOME, Scottsdale Cares, General Funds and Endowment on February
9, 2016 and February 11, 2016. Public hearings before the Human Services Commission will be held March 10, 2016 and March 24,
2016 for informal and formal recommendations of funding allocations, respectively. A public hearing before the Scottsdale City
Council will be held on April 19, 2016, to request approval of the 2015/2016 Year 2 Annual Action Plan.

Surprise
Citizen input is a vital component when developing the Consolidated Plan and the Annual Action Plans. The City of Surprise provides
its citizens many opportunities to provide input to the decision making process. The City of Surprise encourages citizens to attend
and participate in City Council Meetings, and Planning and Zoning Commission meetings to solicit public input. These community
engagement practices are designed to meet the needs and requirements of various programs and planning processes.
Tempe
City staff continues to work with the Clerk’s office to increase citizen participation and improve the FY 2016 CDBG/HOME AAP
process. All meetings are open to the public and agendas are distributed via e-mail, internet posting, and hardcopy posting. Meeting
notes summarizing the discussion items and actions taken are posted online and made available at subsequent meetings to keep
interested parties informed.

AP-35 Projects - 91.420, 91.220(d)
Introduction
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Avondale
The City’s Con Plan analysis indicates a large number of older homes in the City’s Revitalization Areas requiring substantial home
repairs. These older areas also contain the City’s highest concentrations of low and moderate income households. Combined, the
advanced age of the housing stock and low incomes of residents, create deteriorated housing conditions and declining
neighborhoods. At the same time, the City continues to experience higher than normal rental rates due to the lingering effects of
the housing bust. In order to restore and stabilize neighborhoods, the City will continue to promote homeownership through the
implementation of a first-time homebuyer program.
Chandler
Allocation priorities are determined by surveys of the general public and through HHSC discussion. The primary obstacle to
addressing underserved needs is inadequate financial resources.
Gilbert
In Gilbert’s Five Year Consolidated Plan, six specific underserved needs were identified, including limited resources in South Gilbert,
aging infrastructure in North Gilbert, aging dwelling stock in North Gilbert, decreasing resources, increased need due to population
growth and state budget uncertainties. Priorities identified to address these underserved needs include, developing partnerships for
services in South Gilbert, provide capital and housing improvement programs in North Gilbert, continue to provide support for
services for vulnerable populations and expand volunteer opportunities to link those in need with those who want to volunteer or
provide resources.
Glendale
Glendale’s allocation priorities for the use of CDBG, ESG and HOME funds were based on the City’s housing and community needs
assessment contained in the Consolidated Plan, deliberations of the Community Development Advisory Committee and City Council,
and funding applications received through the City’s competitive grant applications cycle. The competitive application process relies
on specific criteria and scoring to ensure that funds are allocated to the agencies that will use them in the most efficient and cost-
effective manner.
Peoria
The greatest obstacle in meeting underserved needs stems from the lack of local, state and federal resources. Equally lacking is a
stable tax base due to property foreclosures and property devaluations. The scope of services needed for low and moderate income
households exceeds any combination of resources in the Maricopa Consortium of Entitlement Communities. As defined in the
Maricopa County Consolidated and Annual Action Plan, the assistance for homeless persons, victims of domestic violence, physically
and mentally disabled, frail and/or poor elderly, jobless and HIV Positive persons are the responsibility of a broad network of
agencies, non-profits and government offices. This forms the basis for the metro area Continuum of Care. The needs of these
identified special needs groups are growing. Our local challenge is to develop priorities and regionally focused systems that will
make the most impact and stimulate the leveraging of other resources to address growing needs. In addition, priority will be given to
housing rehabilitation and emergency repair, home ownership assistance/foreclosure rehab programs and other affordable housing
projects. Public service needs will continue to be addressed through funding of (and knowledgeable referral to) human service
providers, regardless of jurisdictional boundaries.
Scottsdale
CDBG investments will generally be targeted to income-eligible persons citywide, rather than to targeted neighborhoods. However,
with the exception of persons with disabilities and victims of domestic violence who are presumed to be low-income, the majority of
beneficiaries will reside in Census Tracts south of Indian Bend Road. This area coincides with the South Scottsdale Revitalization
Area and is served by an interdepartmental city task force that coordinates the City’s revitalizations efforts. Two neighborhoods in
this area that have higher percentages of minority and lower-income residents are served by the Vista del Camino Center (85257 zip
code) and the Paiute Neighborhood Center (85251 zip code). These neighborhoods are areas of focus for Human Services, brokerage
agencies, and HOME investments in acquisition and rehabilitation of multifamily developments.
Obstacles to underserved needs relative to the City are:
 The geographic shape of Scottsdale
 The relative age of the built environment in the southern part of the community compared to the newer and larger

master-planned, northern area of the City
 The appreciation of residential properties, decreasing the availability of affordable housing
 The aging of residents in the community
 The decrease in Federal, State and local funding
 The increase in requests for service with the continuing decrease in resources
 The Economic conditions
To address these obstacles during the next year, the City will:
 Continue increased levels of code enforcement to preserve neighborhoods
 Fund programs offering rehabilitation to preserve older housing stock
 Fund non-profit agencies to provide programs and services to the elderly and frail elderly
 Increase services for basic needs
 Continue to target capital improvements including but not limited to:
 Continue to provide services to the community, including but not limited to:
 Homeowner-occupied Housing Rehabilitation, Roof Repair and Replacement and Emergency repair
Programs for low-income households
 Accessibility modifications
 Home ownership counseling and purchase assistance
 Rental assistance (Section 8 Housing Choice Voucher Program)
 Tax counseling assistance at Senior Centers and Paiute Neighborhood Center
 Emergency rent and utility assistance through Vista Del Camino
Surprise
City of Surprise Housing Services includes the rehabilitation of single family homes and is the city’s priority to assist in reducing the
number of substandard homes. Obstacles in meeting priority include lack of sufficient housing funding.
Tempe
The AAP sets goals and strategies to be achieved over the FY 2016 period and identifies a list of funding priorities. The AAP
represents high priority needs for the City and serve as the basis for FY2016 programs and activities identified in the Action. The
Consolidated Plan goals are listed below in no particular order:
• Improve housing opportunities by creating and preserving affordable rental and homeowner housing in close proximity to transit,
employment and community services.
• Assist individuals and families to stabilize in permanent housing after experiencing a housing crisis or homelessness by providing
client-appropriate housing and supportive service solutions.
• Invest in community services and non-profit facilities that maximize impact by providing new or increased access to programs that
serve highly vulnerable populations such as youth, seniors and food insecure households.

Affordable Housing
AP-55 Affordable Housing - 91.420, 91.220(g)
Discussion of HOME Projects FY2016-17
Avondale
The City of Avondale will allocate HOME funds to single-family, owner-occupied housing rehabilitation and assistance to first time
homebuyers.
Chandler
Funding requested is to provide a tenant based rental assistance program for individuals and families experiencing homelessness in
Chandler. The program will continue the rental assistance program implemented in 2012 to assist the homeless. Beginning July 1,
2015, administration of the program transitioned from Community Bridges Inc., to the City’s Housing and Redevelopment Division.
TBRA rental assistance will be linked with TBRA case management and supportive services. Up to 15 homeless clients will be
provided direct rental and utility deposit assistance to maintain housing or transition to a permanent housing source.
The funding request is to reconstruct two owner-occupied homes that require repairs beyond the maximum dollar limits allowed
through the City’s housing rehab program. Houses assisted will be typically over 50 years old and located in older low and moderate
income neighborhoods. Habitat is uniquely qualified to administer reconstruction activities because as a general contractor and
housing developer they have experience managing all aspects of home building and mortgage servicing. The program provides up to
$75,000 in HOME-assistance per household and Habitat funds the shortfall. The shortfall is the difference between $75,000 HOME-
assistance and the total development costs and a 0% interest mortgage to qualified buyers. Habitat has a HUD certified Housing and
Credit Counselor with significant experience in the affordable housing market. Habitat has 29 years of experience in home
development and is ranked as the number one LEED affordable home builder.
Gilbert
The Town of Gilbert will partner with Affordable Rental Movement of Save the Family utilizing HOME funds to purchase one single
family dwelling unit to be rehabilitated and rented to an income qualified family at or below 60% AMI and utilized as a permanent
affordable rental unit.
Glendale
The City of Glendale, through Habitat for Humanity of Central Arizona will complete infill/new construction of homes for low-and
very-low income households. Due to the change in HOME regulations, all of City’s recent property acquisitions were carried out
using Neighborhood Stabilization Program (NSP) funds. As part of the activity, Habitat may purchase dilapidated non-repairable
houses which will then be demolished through the City’s Voluntary Demolition Program and used for infill/new construction. In
addition, HOME funds will be combined with CDBG housing rehabilitation funds to assist eligible home-owners with rehabilitating
their homes.
Peoria
New construction of 2 single-family homes for two income eligible households and homebuyer assistance to make the homes
affordable.
Scottsdale
Reconstruction of two owner occupied single family homes in the target area that are owned by low-to-moderate income families
earning 30-60% of the Area Median Income.
Surprise
City of Surprise will utilize the HOME funds for FY16/17 in Minor and Major Rehabilitation projects to address substandard homes in
Surprise with health and safety repairs being priority.
Tempe
Downpayment assistance for first time homebuyers.

AP-60 Public Housing - 91.420, 91.220(h)
Actions planned during the next year to address the needs to public housing
Avondale
The City of Avondale does not operate public housing.
Chandler
The Chandler PHA 5-year and Annual Plans call for continued improvements to public housing facilities.
Gilbert
Not applicable. The Town of Gilbert does not have public housing.
Glendale
The City of Glendale's Community Housing Division per CDBG regulations at 24 CFR 570.202(a)(2) will receive CDBG funds to
complete ADA modifications to the sidewalks at Lamar Homes and to increase accessibility to persons who need these
accommodations.
Peoria
HUD's Office of Indian and Public Housing approved a transfer of the permanent operation, management and ownership of the
Peoria Public Housing Authority to the Housing Authority of Maricopa County. This transfer was effective on April 1, 2013.
Scottsdale
The City of Scottsdale does not own any public housing units; however, the Scottsdale Housing Authority (SHA), through the
Community Assistance Office, administers the Section 8 Housing Choice Voucher (HCV) Program. The SHA separately adopts a Five
Year and Annual Agency Plan which describes the operation of the Section 8 HCV rental assistance program, the Section 8
Homeownership Assistance Program (HOAP) and the Family Self-Sufficiency Program (FSS.)
The SHA has consistently received designation as a “High Performer” in its annual audit of the Section 8 Management Assessment
Program (SEMAP.)
The primary goal for the HCV Program for the upcoming year, given proposed deep funding cuts, will be to preserve as many
Housing Choice Vouchers as possible, up to a maximum of 735 per month. The SHA will provide assistance to the number of families
(vouchers) that may be funded with the monthly allocation amount provided by HUD.
The City of Scottsdale owns and operates 8 units of multi-family affordable housing, acquired with CDBG and City General Funds,
and constructed with City General Funds. These units are available to eligible low-income persons. Rental rates are in accordance
with HUD HOME Program Rent Limits.
Surprise
The Housing Authority of Maricopa County (HAMC) administers the public housing and Section 8 subsidized housing program within
City of Surprise. Surprise’s housing activities are planned and reported through the Maricopa Consortium Plan. See the 2015-2019
Consolidated Plan for the Maricopa HOME Consortium for more information.
Tempe
Tempe has no public housing units.
Actions to encourage public housing residents to become more involved in management and participate in
homeownership
Avondale
The City of Avondale does not operate public housing.
Chandler
The Chandler PHA will encourage public housing residents to become more involved in management and participate in

homeownership through newsletters, staff-participant meetings and e-mail blasts; partnering with other agencies to provide
financial literacy, adult education and homeownership classes; and offering 3:1 down payment assistance for participating FSS
clients.
Gilbert
Not applicable. The Town of Gilbert does not have public housing.
Glendale
The City of Glendale Community Housing Division continues to encourage residents to become familiar with homeownership
program offer by the City through partnership with Habitat for Humanity Central Arizona, and participates in the Family Self
Sufficiency (FSS) program.
Peoria
As noted above, the City no longer operates a Public Housing Authority.
Scottsdale
N/A – Scottsdale does not own/operate any public housing
Surprise
The Housing Authority of Maricopa County (HAMC) administers the public housing and Section 8 subsidized housing program within
City of Surprise. Surprise’s housing activities are planned and reported through the Maricopa Consortium Plan. See the 2015-2019
Consolidated Plan for the Maricopa HOME Consortium for more information.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or
other assistance
Avondale
The City of Avondale does not operate public housing.
Chandler
The Chandler PHA is not designated as troubled.
Gilbert
Not applicable. The Town of Gilbert does not have public housing.
Glendale
The City of Glendale Community Housing Division has been a designated “High Performer” by HUD.
Peoria
As noted above, the City no longer operates a Public Housing Authority.
Scottsdale
N/A – Scottsdale is a high performer
Surprise
The Housing Authority of Maricopa County (HAMC) administers the public housing and Section 8 subsidized housing program within
City of Surprise. Surprise’s housing activities are planned and reported through the Maricopa Consortium Plan. See the 2015-2019
Consolidated Plan for the Maricopa HOME Consortium for more information.
Additional Discussion
Avondale
The City of Avondale does not operate public housing.

Gilbert
Not applicable. The Town of Gilbert does not have public housing.
Glendale
In spite of a significant waiting list and level of need, the City of Glendale is prohibited by federal regulation from increasing the
public housing inventory. Allocations of tenant-based section 8 vouchers have not increased and the City has not increased its
number of public housing units. The City does not participate in project-based vouchers, as HUD does not provide additional
funding. HUD has announced a decrease in the Fair Market Rents (FMR) for one, three and four bedroom rents, and a slight increase
for zero and two bedroom rents in the Section 8 Housing Choice Voucher Program. Market rate rents continue to rise in the City and
surrounding communities.
In order to minimize the impact of the decrease in the FMRs and market rent increases, the City has made the determination to
increase its payment standard to 105% of the FMR for all bedroom sizes. The City’s Housing programs budget for 2015-16 was 15.9
million. The Division updates the Agency Plan annually starting in October and encourages assisted families in both programs to
review the policy updates and the Plan and help “chart the future of Public Housing and Section 8 housing in Glendale”, by providing
comments and participating in reviewing proposed policy updates annually. Resident input is received through participation in the
Glendale Housing Policy Resident Review Committee and providing general feedback. Housing program participants are encouraged
to participate in homeownership through down payment assistance from CDBG and HOME funds, and using Section 8 vouchers for
mortgage payments in conjunction with the Section 8 FSS programs. Currently, there is one homeowner receiving mortgage
assistance through the Section 8 program. There are 30 households enrolled in the FSS program, out of a total 41 slots available.
Families that participate are able to save in an escrow account to assist them with purchasing homes. Many Housing program
participants have also moved into homeownership but without the use of subsidies. In doing so, they have left the programs,
allowing another family from the waiting lists to be considered for eligibility.
Peoria
As noted above, the City no longer operates a Public Housing Authority.

AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Avondale Care1st Resource Center, which
partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition Assistance and cash assistance
(Helping Families in Need); rental, utility and mortgage assistance (Community Action Program); domestic violence awareness safety
planning and shelter referrals (New Life Center); homelessness prevention partnership with schools (A New Leaf and Siemer Family
Stability Program); transportation meals and referrals to seniors (Area Agency on Aging). The City also provides CDBG funds to
operate the Next Step program, which provides employment opportunities to teens.
Gilbert
The Gilbert Human Service Needs Assessment completed in 2014 identified homeless individuals and families as the fifth highest
priority population needing additional support and services out of the nine priority populations identified. Gilbert will utilize general
funds to provide support to regional homeless service providers to provide outreach, emergency shelter, transitional housing,
prevention services and permanent housing solutions for homeless men, women, and families.
Glendale
Glendale will utilize CDBG public service funds and ESG funds to address the housing and related needs of homeless individuals and
families; as well as supportive services for non-homeless members of special needs groups. The City will allocate $130,505 for
homeless prevention activities. In addition, the City will receive an ESG allocation of $189,758 for homeless prevention activities and
emergency shelter operational costs.
Peoria
The City of Peoria will continue to partner with the Maricopa Association of Governments (MAG) Continuum of Care to provide as
many resources to the homeless as possible. In addition, Peoria funds several agencies to ensure that these resources are always
available to those in need. Peoria is allocating $9,000 in federal funding and $38,500 in general fund specifically to reduce and end
homelessness. In total, Peoria intends to assist 10,650 clients in FY16-17.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively funding 18 activities to assist 3122 persons to help prevent homelessness.
Surprise
The City of Surprise previously has awarded Public Service funding to CASS which is a homeless shelter in downtown Phoenix for
emergency bed nights. The City of Surprise has recommended that CASS continue to receive funding in the next fiscal year. Only
residents of Surprise will benefit from these bed nights funded by the City of Surprise.
Tempe
Tempe homeless outreach specialists will work with approximately 150 homeless in fy2016 to coordinate supportive services to
assist in ending their homelessness.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Avondale
The City participates in the Maricopa Association of Government’s Annual Homeless Street Count. The most recent street count
indicated 40 homeless individuals in the City. Overall most individuals surveyed were single, adult males with a self-reported
physical and/or mental disability.
Chandler
Continue to fund agencies that reach out to homeless persons and continue to participate with For Our City and faith organizations
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to ensure that the individual needs of homeless persons are assessed and to the extent possible addressed.
Gilbert
Gilbert participates annually in the Maricopa Association of Governments Homeless Street Count to identify unsheltered persons
and asking questions regarding their individual needs. Additionally, regional service providers assess homeless individual and family
needs during intake to provide the most suitable emergency and transitional housing placement and wrap around services.
Glendale
In terms of assessing the individual needs of homeless persons, the CoC is currently using a countywide centralized intake and client
tracking system with the goal of enhancing CoC services to better assist homeless persons. Glendale fully supports the use of this
system to improve the services provide to the homeless. In addition, Glendale participates in the annual street counts sponsored
through the CoC, and utilizes this data to develop strategies to address homelessness.
Peoria
The Maricopa Association of Governments (MAG) Continuum of Care Task Force is the regional body that manages the collaborative
efforts of communities and agencies in Maricopa County to plan for the needs of the homeless and access federal funding on behalf
of agencies organized to address those needs. The City participates in the Point-In-Time Homeless Street Count which is
administered by MAG. The most recent count was conducted February 2015 and Peoria reported a count of 23 homeless
individuals; 21 male, 2 female, no children.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively funding 15 activities to assist 3030 persons to help prevent homelessness.
Surprise
On an annual basis the City of Surprise in partnership with Maricopa County Association of Governments (MAG) conducts a
homeless count. At this time, homeless individuals are approached and surveyed to determine what needs they lack. These results
are sent back to MAG and City of Surprise uses these results to continue contributing funds to homeless shelters such as CASS and
include in the strategic planning process.
Tempe
Tempe employs 2 homeless outreach specialist that reach those experiencing homelessness on a continued/full time basis.
Addressing the emergency shelter and transitional housing needs of homeless persons
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Avondale Care1st Resource Center, which
partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition Assistance and cash assistance
(Helping Families in Need); rental, utility and mortgage assistance (Community Action Program); domestic violence awareness safety
planning and shelter referrals (New Life Center); homelessness prevention partnership with schools (A New Leaf and Siemer Family
Stability Program); transportation meals and referrals to seniors (Area Agency on Aging). The City also provides CDBG funds to
operate the Next Step program, which provides employment opportunities to teens.
Chandler
Continue to fund agencies that provide emergency and transitional housing for homeless persons and to provide TBRA for
individuals and families experiencing homelessness.
Gilbert
Gilbert annually provides financial support to regional emergency and transitional housing service providers to assist Gilbert
homeless individuals and families. It is anticipated Gilbert will continue to do so in FY 2016-2017.
Glendale
Page 13 of 28

In order to address emergency shelter and transitional shelter needs of homeless persons, the City of Glendale will continue to
provide financial support to agencies that operate shelter facilities. In FY 2016-2017, the City will fund three emergency shelters with
CDBG and ESG funding: A New Leaf Faith House; Streetlight USA; and UMOM New Day Centers. In addition, Glendale encourages
and supports the CoC’s decision to continue funding the transitional housing program at A New Leaf Faith House.
Peoria
The City intends to address shelter and transitional housing needs of homeless persons during the plan year by providing funding for
these services. Specifically, CDBG funding will be utilized to provide case management for families residing in a transitional shelter
(Homeward Bound). Additionally, City General Funds will be provided to support the HMIS program, assist with personnel expenses
at a regional shelter (Central Arizona Shelter Services), provide operating expense aid to local, and domestic violence shelters (Deep
Within, Chrysalis and StreetLightUSA, respectively).
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively funding 14 activities to assist 3049 persons to help prevent homelessness.
Surprise
City of Surprise has awarded CASS funds to address these needs. On a continual basis the activities conducted by CASS are
monitored by City of Surprise staff.
Tempe
Tempe funds with its public service dollars two agencies; CASS and A New Leaf. Tempe will continue to support their efforts in
FY2016.
Helping homeless persons (especially chronically homeless individuals and families, families with children,
veterans and their families, and unaccompanied youth) make the transition to permanent housing and
independent living, including shortening the period of time that individuals and families experience
homelessness, facilitating access for homeless individuals and families to affordable housing units, and
preventing individuals and families who were recently homeless from becoming homeless again
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Avondale Care1st Resource Center, which
partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition Assistance and cash assistance
(Helping Families in Need); rental, utility and mortgage assistance (Community Action Program); domestic violence awareness safety
planning and shelter referrals (New Life Center); homelessness prevention partnership with schools (A New Leaf and Siemer Family
Stability Program); transportation meals and referrals to seniors (Area Agency on Aging). The City also provides CDBG funds to
operate the Next Step program, which provides employment opportunities to teens.
Chandler
Chandler will continue to provide tenant-based rental assistance to help homeless families attain permanent housing. In addition,
general fund resources will be provided to agencies that serve people experiencing homelessness.
Gilbert
Regional homeless service providers that partner with Gilbert assess individual and family needs to place them in the most
appropriate housing setting that will foster success and reduce instances of repeat homelessness. Gilbert HOME funds purchase and
rent housing for families with dependent children that may have been homeless or about to become homeless and provides them
with safe, affordable long-term housing. Supportive services are also offered to the family to ensure long-term success.
Glendale
Glendale supports the need to transition homeless individuals and families into permanent housing and independent living as soon
Page 14 of 28

as reasonable. For this reason, Glendale will provide ESG funds to three activities specifically addressing rapid-rehousing of
homeless individuals.
Peoria
Through the use of Federal funds, the City will provide funding to a transitional shelter (Homeward Bound) for case management
expenses. The shelter is a family shelter that provides training in life skills such as establishing budgets, instruction on how to pay off
debts and establish savings accounts amongst many other important skills. General Fund grants will help fund the HMIS
program and help a local shelter (Deep Within) with operating expenses so that other funding can be utilized to focus on job training
and job searches. General Fund grants will also be used to help domestic violence shelters (Chrysalis, Sojourner Center and
StreetLight USA) with personnel and operating expenses.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively funding 3 activities to assist 106 persons to help prevent homelessness.
Surprise
City of Surprise has awarded CASS funds to address these needs. On a continual basis the activities conducted by CASS are
monitored by City of Surprise staff.
Tempe
Tempe supports through CDBG, HOME and Section funding a new construction veteran’s project know as Valor on 8th. The newly
constructed project will have 50 units specifically designed for veterans and their families.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income
individuals and families and those who are: being discharged from publicly funded institutions and systems
of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and
corrections programs and institutions); or, receiving assistance from public or private agencies that address
housing, health, social services, employment, education, or youth needs.
Avondale
The City of Avondale provides a number of services that benefit special needs populations, including the homeless, seniors, and
youth. While the City does not allocate HOME funds to assist these populations, the City allocates funding from CDBG and other
sources to operate programs to benefit these groups. These activities are housed at the Avondale Care1st Resource Center, which
partners with organizations to provide space and direct service for: applications to AHCCCS, Nutrition Assistance and cash assistance
(Helping Families in Need); rental, utility and mortgage assistance (Community Action Program); domestic violence awareness safety
planning and shelter referrals (New Life Center); homelessness prevention partnership with schools (A New Leaf and Siemer Family
Stability Program); transportation meals and referrals to seniors (Area Agency on Aging). The City also provides CDBG funds to
operate the Next Step program, which provides employment opportunities to teens.
Chandler
Chandler provides general fund resources to agencies that serve individual and families who are extremely low income and at risk of
homelessness. Local agencies are funded to provide a variety of assistance to address housing, health, social service, education and
youth needs.
Gilbert
Gilbert will continue to provide general fund support to non-profit organizations providing services to income eligible individuals or
families to address overall needs for housing, health, social services, workforce development, education and youth
prevention/intervention services.
Glendale
The City of Glendale will provide CDBG funding to two nonprofit providers for homeless prevention activities, including emergency
rental/utility assistance payments. In addition, the Glendale Community Action Program (CAP) receives funding from a number of
Page 15 of 28

federal, state and local sources to assist the elderly, disabled and other low and moderate income residents with a number of
services designed to help keep families stable in their homes.
Peoria
Through emergency services such as the City operated Emergency Home Repair and Utility Assistance programs, Federal funding is
utilized to repair life-safety issues to homes that, left unrepaired or unassisted, would likely result in condemnation and
homelessness. Many of the residents applying for assistance through these programs are receiving assistance through social service
programs and/or health programs. Additionally, a local facility (Deep Within) assists individuals discharged from corrections
programs and health facilities.
Scottsdale
Each year the City of Scottsdale allocates funding to several categories of human services to address homelessness as well as those
who are currently homeless. Tentatively funding 4 activities to assist 76 persons to help prevent homelessness.
Surprise
Planned activities that included HOME funded activities assist Surprise residents in becoming and or maintaining self-sufficiency.
Tempe
Tempe employs a FSS specialist that works with families on a daily basis to achieve their self sufficiency goals. Tempe also provides
1052 Section 8 housing choice vouchers to extremely low/very low income households in order to prevent homelessness.
Additional Discussion
Glendale
Glendale’s Community Action Program will receive CDBG funding of $67,863 to assist persons with incomes at or below 50% AMI to
remain in their homes. An additional $62,643 will be provided to the Society of St. Vincent de Paul for a similar purpose. The City
also plans to utilize $114,132 in ESG funds for Rapid Re-housing programs. City of Glendale CAP office, CASS and A New Leaf will
receive ESG funding from the City in FY 2016-2017 for their Rapid Re-housing activities to provide case management, support
services, referrals for services, and financial rent assistance. The objectives of the program are to improve the life and social skills of
participants, increase awareness of community resources, and assist participants to retain permanent housing.
Peoria
As defined in the Maricopa County HOME Consortium Consolidated and Annual Action Plan, the assistance for homeless persons,
victims of domestic violence, physically and mentally disabled, frail and/or poor elderly, jobless and HIV Positive persons are the
responsibility of a broad network of agencies, non-profits and government offices. This forms the basis for the metro area
Continuum of Care. The needs of these identified special needs groups are growing. Our local challenge is to develop priorities and
regionally focused systems that will make the most impact and stimulate the leveraging of other resources to address growing
needs.
The Maricopa Association of Governments (MAG) Continuum of Care Task Force is the regional body that manages the collaborative
efforts of communities and agencies in Maricopa County to plan for the needs of the homeless and access federal funding on behalf
of agencies organized to address those needs. While MAG administers the Continuum of Care process in Maricopa County, and as
such prepares the Regional Plan To End Homelessness, the MAG Regional Continuum of Care Committee on Homelessness provides
policy direction and leadership on homeless issues.
Surprise
The City of Surprise recently opened a Resource Center that includes partners with local social service agencies to include Maricopa
County Human Services in offering Community Action Program (CAP) resources.
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AP-75 Barriers to affordable housing - 91.420, 91.220(j)
Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to
affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes,
fees and charges, growth limitations, and policies affecting the return on residential investment
Avondale
The City of Avondale will continue to provide eligible homeowners and first-time homebuyers with assistance to maintain or
purchase homes, thereby making them affordable. The City will continue to implement the Infill Incentive Program, which provides
developers and owners with fee reductions to construct housing in the City’s low and moderate income Revitalization Areas. The
City will also continue to operate housing-related programs, such as the Community Action Program, to provide area residents with
rent and utility assistance in order to maintain their housing.
Chandler
During the coming year, the City’s Draft General Plan will be submitted to the voters for ratification. The plan includes numerous
goals to support activities identified in Chandler’s 5-year Consolidated Plan.
Gilbert
Gilbert will continue to identify ways to remove or ameliorate public policies to assist in the development of affordable housing,
specifically for low income senior housing or housing located in the downtown Heritage District.
Glendale
According to the City of Glendale Analysis of Impediments to Fair Housing Choice 2015, the most common identified barriers to
affordable housing are the cost burden and severe cost burden faced by both renters and owners. Some cost include the costs of
land, cost of construction and infrastructure, permit fees, impact fees, developer interest, taxes, zoning, and insufficient financial
resources.
The actions that will take place in FY 2016-17 to remove barriers to affordable housing include:
 Reduce permit fees when applicable
 Reduce impact fees when applicable
 Down payment assistance for income-qualified homebuyers and other leverage private funds for affordable housing
Peoria
The City will continue to afford non-profit developers a reduction in some development plan review fees. The entitlement fees or
“planning fees” are assessed at 10% of the normally required fees. These fees include rezone and use permits, site plan review,
design review and others.
Scottsdale
The following actions will be taken during the upcoming year to address barriers to affordability:
•Administer programs to support property maintenance for senior, disabled, and low-income homeowners.
• Manage federal assistance:
 Housing Reconstruction to preserve affordability
 Housing rehabilitation, roof repair and replacement, and emergency repair assistance to extend the
livability of owner-occupied housing.
 Homeownership assistance through:
o Section 8 FSS escrow accounts
o Homebuyer education
 Rental Assistance through:
o Housing Choice Voucher Program.
 Affordable rental housing through:
o Belleview of Scottsdale multi-family rental units
Surprise
The CDBG program coordinator works with the Planning Director to remove any negative effects of public policies that are barriers
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to affordable housing.
Tempe
Implementing recommendations from the Analysis of Impediments to Fair Housing Choice.
• Continuing to update Community Plans, which are components of the City’s General Plan & which specify the location & intensity
of proposed residential development. The updates are intended to implement General Plan smart growth strategies at the
neighborhood level and identify housing opportunities for a variety of household sizes.
• Identifying Infill Opportunity citywide for further development of affordable/workforce housing.
Additional Discussion
Glendale
During FY 2016-2017, the City of Glendale will preserve affordable housing and increase the affordable housing stock for households
with income between 0-80% AMI by implementing or funding the following activities:
 Utilize CDBG and HOME funding for the rehabilitation of owner-occupied housing units and to support Habitat for Humanity
in developing new affordable housing units;
 Address accessibility barriers for elderly and persons with disabilities;
 Implement and coordinate public housing in the City by providing Section 8 vouchers to eligible households; and
 Provide financial assistance to households facing eviction with emergency rental assistance.
The City of Glendale will also address affordable housing barriers by examining universal design concepts that will allow newly
constructed units to be more easily and cost effectively retrofitted for future needs of persons with disabilities. The City will also
look at different housing types and construction methods that will make construction more affordable and maintaining homes
cheaper through greater energy efficiency. The City’s CDBG and HOME programs will work with its public housing unit to provide
down payment assistance to public housing residents and Section 8 voucher recipients that participate in the Family Self Sufficiency
(FSS) programs. Currently, there are 30 households enrolled in the FSS program, out of a total 41 slots available. Families that
participate are able to save in an escrow account to assist with purchasing homes.
The City is also currently reviewing its Comprehensive Plan and will allow opportunities to look at public policies including planning
and zoning that are barriers to affordable housing and fair housing choice and address them.
Peoria
In addition, the following actions will contribute to the removal or amelioration of barriers to affordable housing:
 CDBG funds will be allocated to emergency home repair programs.
 NSP3 and CDBG funds will be allocated to purchase, rehab and resell foreclosed homes including providing direct
homebuyer assistance.
 HOME funds will be allocated for the construction of new owner – occupied housing including providing direct homebuyer
assistance.
 The City’s General Fund will allocate Neighborhood Pride funding to make aesthetic improvements to the exterior of homes
in disrepair or otherwise needing improvement.
 The City’s General Fund will allocate grant funds to Community Legal Services to provide pro-bono legal services to low-
income residents experiencing critical legal issues that impact their basic survival needs.
 CDBG funds will be allocated to assist people with disabilities with improvements to their housing situations as well as assist
disabled group home facilities with much needed rehabilitation.
The City of Peoria strives to assist housing providers with sensible affordable housing development. At times, this may include the
use of Low Income Housing Tax Credits (LIHTC) for development of housing that is affordable to low-to-moderate income renters or
buyers. Currently, there are no developers seeking LIHTC projects in Peoria. Should a feasible project be proposed and funded, the
City will assist a developer with the LIHTC process.
Page 18 of 28

AP-85 Other Actions - 91.420, 91.220(k)
Actions planned to address obstacles to meeting underserved needs
Avondale
The City will continue to operate its successful programs, such as CAP, Helping Families in Need, Contributions Assistance and the
myriad others operated through Neighborhood and Family Services. The City continually seeks to improve the efficiency in program
operations, as well as increase partnerships that expand existing programs and develop new programs. The City will continue to
partner with AmeriCorps through the VISTA and NCC programs to build capacity and implement projects. Finally, the City is
reviewing the possibility of developing a non-profit that will provide additional capacity, as well as open new funding sources to
benefit area residents in need.
Chandler
Chandler will continue to work For Our City and Live Love to coordinate resources to Chandler’s homeless population and expand
their role in volunteer efforts. At Technical assistance workshops will be provided to organizations interested in working with the
City to address Consolidated Plan goals.
Gilbert
Gilbert will continue to work with other departments to provide services to South Gilbert, continue to target capital improvements
in areas of aging infrastructure, continue to increase Gilbert’s affordable rental housing stock, provide emergency home repair
services to preserve current homeowner housing stock and continue to provide essential services to vulnerable Gilbert populations.
Glendale
The City of Glendale, like most communities, is faced with a lack of sufficient resources to effectively address underserved needs.
During FY 2016-2017, the City plans to undertake the following actions to address obstacles to meeting underserved needs:
Funding projects and activities that leverage funding from other public and private resources to increase the impact of projects and
benefit more low- and moderate-income residents;
Provide support for agencies that serve LMI, homeless individuals and families, and persons at risk of homelessness using CDBG and
ESG funding;
Benefit low- and moderate income neighborhoods by addressing aging infrastructure, other public improvement, and public facility
needs;
Continue to participate in regional and countywide efforts such as MAG and the CoC to ensure resources are used in a coordinated
effort and address the highest priority needs of homeless persons and families;
Apply for new funding opportunities from Federal and/or State sources and support funding applications for other organizations in
the City or region.
Peoria
The City’s Human Services Coordinator position in the Neighborhood and Revitalization Division is primarily responsible for
coordinating efforts of social service agencies within the City and for its residents. Additionally, this position is tasked with providing
outreach regarding regional services available.
Scottsdale
 Continue increased levels of code enforcement to preserve neighborhoods
 Fund programs offering rehabilitation to preserve older housing stock
 Fund non-profit agencies to provide programs and services to the elderly and frail elderly
 Increase services for basic needs
 Tax counseling assistance at Senior Centers and Paiute Neighborhood Center
 Emergency rent and utility assistance through Vista Del Camino
Surprise
Other action includes improved coordination between the City and non-profit agencies.
Tempe
The City will continue to look for new funding sources for programs to address underserved needs. Funding is the major obstacle in
Page 19 of 28

providing the services needed to focus on the vast variety of issues that prevent families from breaking out of poverty and from
living in the best, most affordable housing possible.
Actions planned to foster and maintain affordable housing
Avondale
The City will maintain its CDBG and HOME-funded rehabilitation program, and is in the process of developing a renewed First-Time
Homebuyer Program. In addition, the City may also use program income from its NSP1 and NSP3 grants to supplement these
programs. Finally, as the City explores the potential for creating a non-profit to increase human services capacity, the City may
pursue CHDO designation in order to capture additional HOME funds to supplement its affordable housing initiatives.
Chandler
There are no units that will be lost from the affordable housing inventory during the coming year. Chandler utilizes a combination of
CDBG and HOME funding for emergency home repairs, housing rehabilitation, housing education/counseling, first-time homebuyer
assistance and tenant-based rental assistance. The City's Housing and Redevelopment Division manages 480 Section 8 Housing
Choice Vouchers and 303 public housing units.
Gilbert
Gilbert will utilize HOME funds in fiscal year 2016-2017 to purchase and rehabilitate permanent affordable housing units within the
community. Gilbert has been able to increase its affordable housing stock annually. In addition, Gilbert will utilize CDBG funds to
provide emergency and minor home repairs, enabling owner-occupied residents to remain in their homes free of health and safety
hazards.
Glendale
During FY 2016-2017, the City of Glendale will preserve affordable housing and increase the affordable housing stock for households
with income between 0-80% AMI by implementing or funding the following activities:
 Utilize CDBG and HOME funding for the rehabilitation of owner-occupied housing units, and utilize HOME funds to support
Habitat for Humanity in developing new affordable housing units;
 Address accessibility barriers for elderly and persons with disabilities;
 Implement and coordinate public housing in the City by providing Section 8 vouchers to eligible households; and
 Provide financial assistance to households facing eviction with emergency rental assistance.
Peoria
During the program year, the following actions are planned to foster and maintain affordable housing:
 CDBG funds will be allocated to the City operated Emergency Home Repair Program
 CDBG funds will be allocated to non-profits to provide individual and group home modifications for disabled residents
 CDBG and NSP3 funds will be allocated to non-profit developers to purchase, rehabilitate and resell previously foreclosed
homes to low-moderate income residents including providing direct homebuyer assistance
 HOME funds will be allocated to a non-profit developer to construct affordable housing
 City General Funds will be allocated to the City operated Neighborhood Pride Program to make aesthetic improvements to
the exterior of homes in disrepair or otherwise needing improvement.
 Non-profit developers will continue to be afforded a reduction in some development plan review fees. The entitlement
fees or “planning fees” are assessed at 10% of the normally required fees. These fees include rezone and use permits, site
plan review, design review and others.
Scottsdale
The City of Scottsdale will continue to provide services to the community, including but not limited to:
 Homeowner-occupied Housing Rehabilitation, Roof Repair and Replacement and Emergency repair Programs for low-
income households
 Accessibility modifications
 Reconstruction of housing to maintain affordability
 Rental assistance (Section 8 Housing Choice Voucher Program)
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Surprise
Housing rehabilitation is the city’s priority in maintaining affordable housing.
Tempe
When possible and appropriate opportunities exist, the City will explore providing financial assistance for Tax Credit Projects for
affordable housing development to expand multi-family rental development projects and homeownership opportunities.
Additionally, acquisition, soft costs and site development funds will be used for affordable housing development. Consideration for
additional funding will be given upon completion of the pre-development phase.
Actions planned to reduce lead-based paint hazards
Avondale
The City will undertake the following are the actions in 2015-2019 to evaluate and reduce lead-based paint hazards and to integrate
lead-based paint hazard reduction into Avondale’s housing policies. All activities will be completed in accordance with Title X of the
1992 Housing and Community Development Act: 1. adhere to HUD Lead Safe Housing Rule 24 CFR Part 35 in the conduct of
rehabilitation activities, and 2. provide information to housing recipients as well as the general public about the hazards of lead-
based paint.
Chandler
Chandler distributes lead paint information to participants in City housing programs. The City follows strict HUD guidelines for
testing and abatement of lead-based paint and other hazardous substances, and requires compliance from its contractors and
subcontractors. Any structure built before 1978 that is proposed for rehabilitation under federal programs is tested for lead-based
paint.
Gilbert
Gilbert will continue to utilize CDBG funds to operate the Gilbert Emergency & Minor Home Repair program which identifies and
address lead-based paint hazards within the community.
Glendale
The City of Glendale will address lead-based paint hazards with the implementation of the rehabilitation program. HUD regulations
at 24 CFR Part 35 require that lead-based paint hazards be controlled before the rehabilitation of housing units, particularly if
children under the age of 6 occupy the units. The City will conduct the required LBP assessment based on the level of federal funds
invested in the rehabilitation of units constructed prior to 1978.
Peoria
Specifically in regards to housing, lead based paint is not allowed or sold for residential construction after 1978 which means a large
majority of homes in Peoria are free of potential lead hazards. Approximately 1,412 homes in Peoria are pre-1970 construction and
4,200 were constructed during the 1970’s decade. The older housing stock is mostly occupied by low and moderate income
families. The CDBG Emergency Home Repair Program has performed varying types of rehabilitation work in some of these homes
and it is anticipated that more will be performed in the future. It should be noted that older homes are only considered to
“possibly” contain lead hazards and actions are taken to determine the presence of this hazard at the time the required
environmental review is performed. HUD has regulations to protect children from the hazards of lead-based paint in federally
funded projects and has informative documentation explaining the potential hazards of lead based paints. The city provides the
required notices and information about the hazards and risks of lead-based paint to all program participants. The city also makes
the current lead brochure/handout from the United States Environmental Protection Agency available at community and
neighborhood events. All applications requesting federal funding from the city for emergency home repairs on units built prior to
1978 will have an inspection of the property for the presence of lead. A quantitative analysis must be done using either laboratory
sampling or XRF testing. If lead based paint is found to be present, lead hazard control activities will take place as part of the
activity. All regulations regarding lead hazard control, cleanup and disposal will be followed.
Scottsdale
With the establishment of the City’s owner-occupied Rehabilitation Program, the City has developed procedures for identifying
homes with lead-based paint and treating them in compliance with the Residential Lead-Based Paint Hazard Reduction Act of 1992
(Title X) and subsequent changes in September 1999.
Page 21 of 28

It is estimated that 35,691 units in Scottsdale were constructed prior to 1978. Any household with a child under the age of six
receiving federal funding and living in a pre-1978 housing unit requires lead-based paint testing be performed.
Scottsdale will continue to test homes constructed prior to 1978, receiving federal assistance, for lead-based paint in compliance
with 24 CFR Part 35, at the time households seek assistance from the City. Additionally, all program participants are provided the
required lead-based paint brochure.
Surprise
All single family housing stock constructed prior to 1978 is tested for the presence of lead-based paint. Contractors certified in lead-
based paint safe work practices are hired to remove if possible or to cover material containing lead-based paint. A lead-based paint
clearance test is performed on the dwelling after the work is completed to ensure no lead-based dust or hazards remain.
Tempe
Continue to meet HUD lead-based paint abatement standards in housing rehabilitation programs. Seek additional funding as it
becomes available to provide testing and abatement of lead-based paint hazards in single-family housing where young children are
present. Expand the stock of lead safe housing units through housing initiatives.
Actions planned to reduce the number of poverty-level families
Avondale
The City’s Care1st Avondale Resource Center will continue to operate the following programs to reduce the number of poverty-level
families in the City and the Southwest Valley: Contributions Assistance Program; Helping Families in Need; Community Action
Partnership Program; Southwest Valley Literacy; Adelante Healthcare; Eve’s Place; New Life Center; New Leaf-Siemer; Teen
Outreach Pregnancy; Maricopa Workforce Connection; Area Agency on Aging; Father Matters; Maricopa County Juvenile Probation
Department (youth life skills and parenting classes); Salvation Army; International Rescue Committee; New Directions Institute;
Maricopa County Department of Health; First Things First; Kith and Kin; First Teeth First; University of Arizona; Arizona Priority
Education and Counseling; Southwest Families Advocacy Center; Arizona Science Center; Maricopa County Human Services
Department; Housing Authority of Maricopa County.
Chandler
Fund agencies that will 1) Provide emergency lodging for homeless individuals, 2) Alleviate the effects of crisis for low and moderate
income individuals, including homeless people and people with special needs and 3) Provide tenant based rental assistance for
homeless individuals and families, coupled with intensive case management.
Gilbert
In Fiscal Year 2016-2017, Gilbert will continue to provide general funds to support anti-poverty supportive services to individuals and
families including services to meet basic needs, education obtainment, workforce development, child care assistance and overall
case management.
Glendale
Primarily, the City of Glendale will utilize ESG funding for homeless prevention and rapid re-housing programs along with services
that lead to self-sufficiency. Also, the City will require and ensure that its subrecipients collect, maintain, and report data with
regards to the need of clients in order to prioritize actions and resources to address the greatest needs of families below the poverty
level. The city will continue to address MBE/WBE and Section 3 opportunities on relevant activities. In addition, the Community
Action Program will continue to look for opportunities to help stabilize Glendale families.
Peoria
The City is committed to providing its lowest income residents with quality housing and neighborhoods in addition to
assisting residents to harness the necessary assistance and tools to help them move out of poverty. The City’s numerous housing
and community development programs are targeted to improving the housing and neighborhood conditions of low income
residents. The City also funds human services activities directly aimed at at-risk youth, families and individuals. Following is a listing
of anti-poverty services and providers:
 Benevilla- Adult day center, counseling, emergency assistance payments and referrals
 Big Brothers Big Sisters of Central Arizona- Youth counseling/mentoring
 Boys and Girls Clubs of Metropolitan Phoenix- After school and summer youth programs
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 Chrysalis Shelter for Victims of Domestic Violence, Inc.-Shelter, health and job counseling programs
 Central Arizona Shelter Services (CASS)- Homeless shelter, counseling and health services
 Chrysalis Shelter for Victims of Domestic Violence – Transitional housing and counseling
 City of Peoria- Emergency home repairs and utility payment assistance
 Community Action Program (CAP)- Utility payments and deposits, mortgage payment to prevent foreclosure, rent payment
to prevent eviction, first month’s rent payment and rental deposit for those who were homeless
 Community Hope Centers/Lighthouse- Utility assistance and food programs
 Community Information and Referral, Inc.- Operation of Arizona 2-1-1 and Homeless Management Information System
(HMIS)
 Community Legal Services- Legal aid for low income citizens
 Deep Within Recovery- Transitional shelter/counseling
 Foundation for Senior Living- Delivery of meals to seniors in group settings or individual homes
 Habitat for Humanity Central Arizona- Affordable housing programs/counseling
 Heart for the City- Life skills, workforce development for at-risk youth
 Homeward Bound- Self sufficiency and transitional housing
 Homeless Youth Connection- Basic necessities, life skills training and mentoring
 Jobs for Arizona Graduates- Opportunity awareness training for at-risk high school teens
 One Step Beyond, Inc.-Employment development programs
 Phoenix Rescue Mission- Community Outreach
 Sojourner Center- Crisis shelter and supportive services
 StreetLightUSA- Programs for trafficked teens
 Tumbleweed Center for Youth Development- Street to Stability Outreach program
 Valley of the Sun YMCA- Youth first offender program
 Vineyard Community Charities- Food and clothing bank
It is the City’s goal to:
 Continue funding local and regional agencies that provide shelter, housing and supportive services to homeless and at-risk
persons.
 Operate and/or fund programs that assist low-income and special needs population in Peoria.
 Operate programs to provide education, counseling and programs for at-risk persons.
 Support after school programs and mentoring programs that help at-risk youth that provide positive role models and
promote healthy lifestyles.
 Provide homebuyer assistance programs for low and moderate first-time homebuyers.
 Provide funding for emergency services such as utility assistance and emergency home repairs.
While we expect a number of residents will experience improved economic conditions as a result of these programs and available
assistance, the number of households that will move out of poverty is expected to be small.
Scottsdale
The City of Scottsdale will take the following actions to reduce the number of families in poverty:
 Intake and case management,
 Food boxes,
 Utility assistance, and
 Emergency mortgage and rent assistance
Long term strategies are additionally provided through the Section 8 Family Self-Sufficiency Program, the Vista Job Prep Program
and case management and employment services that are provided by non-profit organizations.
Local non-profits funded through the City of Scottsdale and other local jurisdictions help stabilize households through emergency
and transitional housing. These emergency and transitional housing services are also accompanied by supportive resources and
employment services.
The Section 8 Family Self-Sufficiency Program combines the resources of case management with career counseling and job coaching
with longer term assistance through Section 8 Rental assistance to achieve economic independence. Family Self-Sufficiency also
includes opportunities for further education, financial literacy, establishing Individual Development Accounts, Individual
Development Empowerment Accounts and multiple forms of homeownership assistance with the results that some graduates
Page 23 of 28

become self-sufficient homeowners in the Community.
The City of Scottsdale also actively markets the Earned Income Tax credit to its citizens. Three City facilities, Via Linda Senior Center,
Granite Reef Senior Center and Paiute Neighborhood Center, provided space and resources for AARP to provide free tax
preparation.
Surprise
City of Surprise offers a Summer Youth Employment Program targeted to low income residents of Surprise. Twenty youth are hired
for 9 weeks during the summer and are paid minimum wage.
Tempe
The City will continue its efforts in conjunction with the Continuum of Care and the Tempe Housing Authority to reduce the number
of poverty-level families through the development of services needed to assist those families with educational opportunities, job
growth, and life skills training through the various social service agencies operating in the city.
Actions planned to develop institutional structure
Avondale
The City is currently exploring the possibility of developing a nonprofit to increase human service capacity for area residents.
Development of such an organization will not only increase capacity, but increase available funding to the City’s programs.
Neighborhood and Family Services will also continue to work directly with other City Departments to coordinate development and
implementation of programs that encompass diverse resident needs. Finally, the City will continue to maintain its relationship with
AmeriCorps through participation in the VISTA and NCCC programs, which will increase the City’s operational and programmatic
capacity and ability to complete projects throughout the City.
Chandler
The City will continue to participate in the regional Continuum of Care and to work with Four our City and Live Love to coordinate
resources.
Gilbert
Gilbert is a participant in several networks and task forces to encourage dialogue among participants to increase partnership
opportunities and possible expansion of services to Gilbert residents via satellite offices, cohabitation locations and/or rotating
services vehicles to allow Gilbert residents to receive services within Gilbert Town limits.
Glendale
The Glendale Community Revitalization Division currently coordinates with several City departments, non-profit organizations, and
other public entities to meet the goals and objectives of the Consolidated Plan. In order to continue improving the institutional
structures with the goal of maximizing benefits for LMI persons and achieving performance outcomes, the City will continue to
participate in regional committees, provide and/or support training for staff and providers in the areas of affordable housing, fair
housing, economic development, and community development, and pursue closer relations with non-profit housing and service
providers.
Peoria
The City of Peoria receives HOME Investment Partnership funds through an Intergovernmental Agreement with the Maricopa HOME
Consortium of Entitlement Communities. Peoria participates with this consortium to determine affordable housing priorities on a
regional basis. Staff participates in monthly planning and coordination activities as well as program oversight and monitoring. The
lead agency is the Maricopa County Human Services Department. HOME funded activities are planned, reported and administered
by Peoria and Maricopa County through the Consortium. The City of Peoria also receives and distributes Peoria’s Community
Development Block Grant (CDBG) funds to local non-profit service providers on a reimbursement basis under contract. Staff of the
Neighborhood and Revitalization Division of the Planning and Community Development Department has primary responsibility for
planning, implementation, administration and oversight of programs and activities. The City’s Council Not-for-Profit Review and
Housing Subcommittee assists by providing citizen involvement in the process of establishing priorities and recommendations for
funding. City Council approves the annual allocation of the budget. CDBG funded housing activities are also reported through the
Maricopa County HOME Consortium.
Page 24 of 28

The plan strategy will be carried out through the combined efforts of the city, non-profit organizations, neighborhood organizations,
community based development organizations, public service agencies, financial institutions, private developers and other
governmental institutions. Each unique group plays a key role in the delivery system.
Scottsdale
Current plans for further development of the delivery system for housing and community development include for the City of
Scottsdale include:
 Program delivery
o Housing Reconstruction
o Housing Rehabilitation Programs
o Home Accessibility Modification Program
o Housing Choice Voucher Program (rental assistance)
o Family Self-Sufficiency Program
Development of other community resources is ongoing and will continue to include:
 Regional cooperation in:
o The Maricopa HOME Consortium
o The MAG Continuum of Care Committee on Homelessness
 Local initiatives, including:
o Brokerage licenses to non-profit service providers in City facilities
o The Scottsdale Cares utility donation program
o General Fund allocations to regional homeless facilities
o Salt River Pima Maricopa Indian Community Funds
o Endowment Fund allocations for community projects and programs for the public good
Surprise
City of Surprise staff will continue to improve the current institutional structure.
Tempe
Work with non-profit organizations to address community needs and provide support to federal and non-federal funding initiatives.
Work with private industry to address important issues that hamper housing and community development efforts. Identify
opportunities to create private/public partnerships for project finance and development to leverage federal funds.
Actions planned to enhance coordination between public and private housing and social service agencies
Avondale
As the City’s human services needs continue to grow, the City will continue to pursue and form partnerships with other
organizations. Several service providers maintain space in the Care1st Avondale Resource Center, which acts a human services hub
for the City and the Southwest Valley. Services provided at the Center are diverse and comprehensive, including those related to
housing, illiteracy, domestic abuse, early childhood development, nutrition, elder care, health care, citizenship and ESL, financial
literacy, education, youth education and employment, homelessness prevention, employment training, crisis intervention, tax
assistance, and parenting skills.
Chandler
Chandler will continue to work For Our City and Live Love to coordinate resources to Chandler’s homeless population and expand
their role in volunteer efforts. Technical assistance workshops will be provided to organizations interested in working with the City
to address Consolidated Plan goals.
Gilbert
Gilbert will continue to collaborate with public and private housing and social service agencies to meet the goals and objectives of
Gilbert’s Consolidated Plan. This includes ongoing meetings, special meetings or subcommittees, and/or participation on relevant
task forces.
Glendale
During FY 2016-2017, the City of Glendale will utilize CDBG, HOME, and ESG funding to support both public and private housing
Page 25 of 28

programs including programs operated by social service agencies. The City will continue to utilize the services of the CDAC to review
applications for funding and make funding recommendations. The housing and supportive services needs of homeless persons will
also be addressed by participation in the CoC and funding for social service agencies.
Peoria
The City’s Human Services Coordinator position within the Neighborhood and Revitalization Division is primarily responsible for
coordinating efforts of social service agencies within the City and for its residents. Additionally, this position provides outreach
regarding available services.
During the program year, the City of Peoria will continue to foster partnerships and collaboration among and between non-profit
and private organizations. In addition to General Fund contributions, the City will continue to provide programs such as various City
volunteer programs whereby residents and interested individuals can donate their time and resources to help in community events
and with other tasks and committees. The City’s Neighborhood Pride Program will continue to match private resources, non-profit
and faith based volunteers with residents in need of community improvements. In addition, the City’s Livability Team, discussed
earlier in the Executive Summary, will continue to work to organize City and other local resources into a targeted community.
Scottsdale
Provide funding assistance and licensee agreements to non-profit providers of services to Scottsdale’s youth, seniors, special
needs populations, victims of domestic violence, persons and families in crisis, and disabled persons
 Address increased needs through best practices in management of programs, funding, facilities, and license agreements
 Improve quality of life through connectivity-people to services
 Provide access to basic needs
 Provide prevention assistance through:
o Intake and referral
o Emergency rent and mortgage assistance
o Emergency utility assistance
 Promote self-sufficiency, mitigate the causes of poverty and support independent living through the Family Self-Sufficiency
Program (FSS)
 Improve quality of life through education, recreation, and socialization
Surprise
Reaching out through methods of email, social media, and other forms of communication to enhance coordination.
Tempe
The City will continue to coordinate planning activities with private housing and social service agencies, including participation in the
MAG Continuum of Care meetings, development of the Continuum of Care, and enumeration of point-in-time and homeless surveys.
City staff will also continue its participation in other coalitions and study groups as the opportunity arises.
Additional Discussion
Avondale
The City will continue to form and develop internal and external partnerships to meet the needs of underserved populations,
enhance capacity to deliver services and reduce the number of households living in poverty. The City will continue operate its home
repair programs to mitigate lead-based paint hazards and allow low and moderate income households to remain in their homes.
The City’s First-Time Homebuyer Program (still in development) will provide gap financing for low and moderate income families to
afford their first home. The City will also continue to provide the Contributions Assistance Program to area service providers and will
operate the Care1st Avondale Resource Center where 65,000 persons per year are served.
Scottsdale
The City of Scottsdale will provide HOME funding for Housing Reconstruction to assist existing homeowners maintain safe and
sanitary housing and sustain housing affordability.
Tempe
The actions are primarily the continuation of what the City is currently doing in the various areas. No major obstacles in the
institutional structure have been identified that need to be addressed. The City is also satisfied with its efforts to coordinate with
private housing and social service agencies.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
HOME Investment Partnerships Program (HOME)
Reference 24 CFR 91.220(l)(2)
A description of the guidelines that will be used for resale or recapture of HOME funds when used for
homebuyer activities as required in 92.254, is as follows:
Avondale
The City will exercise the recapture option when providing all HOME assistance, whether housing rehabilitation or homebuyer
assistance. The recapture period will be equal to the period of affordability as stipulated in 24 CFR 92.
Chandler
The City of Chandler utilizes both resale and recapture options for ensuring affordability requirements are met. The City selects
which option it will use prior to providing assistance to the homebuyer.
Under the recapture option, when a home is sold, HOME funds are returned to the HOME Program. This option allows the seller to
sell to any willing buyer at any price. Once the HOME funds are repaid, the property is no longer subject to any HOME restrictions.
The recaptured funds must be used for another HOME-eligible activity.
Under the resale option, if a buyer chooses to sell their home during the affordability period, they must sell it to another income-
eligible homebuyer at an affordable price. An affordable price is defined as a price that results in a monthly payment not more than
30% of the gross income of a household with income equal to 80% of the median income. The seller is allowed a fair return, which is
defined as the homeowner’s original investment, plus any capital improvements, not to exceed the assessed value at the time of
sale, plus 60% of the appraised increase in value from the date of purchase. For leasehold properties, fair return is defined as the
lessees purchase price, plus 25% of the lessee’s share of increase in value at the time of resale, based on a leasehold valuation
performed by a licensed appraiser.
The methods used to secure the HOME investment depend upon the type of program that is implemented. The City utilizes a variety
of methods to secure the HOME investment, including deeds of trust, promissory notes, and declarations or restrictions.
Gilbert
Gilbert requires recapture of HOME funds in the event that the property is no longer deemed an eligible HOME property. Gilbert
requires 100% of the original HOME subsidy be repaid to Gilbert to be returned to the HOME program and reused for an eligible
HOME activity.
Glendale
The City of Glendale receives HOME funds as a member of the Maricopa HOME Consortium; lead by the Maricopa
County Human Services Department. The County has established a Consortium Policy regarding recapture/resale provisions which
allows each member of the Consortium to use either provision depending on the benefit to the member and to the potential
homebuyer. The City of Glendale utilizes the recapture approach and requires repayment of net proceeds from the sale of a
property if the home is sold prior to the expiration of the affordability period. The City of Glendale requires program participants to
execute security instruments in which the program requirements and the method to calculate the repayment amount are specified.
In the case of a foreclosure, the period of affordability is terminated. The amount recaptured is based on the amount of the net
proceeds from the foreclosure sale. If no net proceeds are generated from the foreclosure sale, the HOME investment will not be
recaptured.
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Peoria
Recapture: The affordability period specified in the note and deed of trust (DOT) is the minimum period for the project as specified
in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is determined by the amount of HOME assistance. The amount
subject to Recapture if the housing does not continue to be the principal residence of the assisted household, whether voluntary or
involuntary, due to sale, foreclosure, or any other event, the note and DOT will require repayment of the full amount of HOME funds
subject to recapture at the time the event occurred. The lien covers the full amount to be recaptured. The Recapture mechanisms
used to secure the affordability of the HOME assisted unit are recorded in accordance with state law. The amount to be repaid is
the subsidy provided directly to or on behalf of the homebuyer for closing costs and is limited to the net proceeds of the sale, which
is defined as the sales price minus the first lien and seller paid closing costs and includes only the following items to the extent
actually incurred: brokers commission, reasonable attorney fees, and any transfer tax or recording fee payable by the seller.
Scottsdale
The City of Scottsdale adheres to the resale requirement of 24 CFR 92.254 (5)(i) for HOME funds utilized for Habitat for Humanity’s
Housing Reconstruct Program.
Surprise
Policy and Regulations
Under the HOME Recapture Provision the following conditions apply. Participants will be required to execute a Promissory Note,
Deed of Trust and Loan Agreement with addendum at settlement of the mortgage in favor of the City of Surprise to assure
repayment of the assistance
Repayment of the full subsidy is due to the City of Surprise when any one of the following events occurs:
a. Sale of property (new mortgage)
b. Rental of property.
c. Request from the mortgagor, or on behalf of the mortgagor, to satisfy the lien through refinance of the first mortgage.
Failure to provide adequate maintenance as defined in the Loan Agreement.
Tempe
It is the policy of the Maricopa HOME Consortium that each member of the Consortium may use either the recapture option or the
resale option based on what is most beneficial to the member and to the potential homebuyer. Consortium members will select the
method to be used prior to granting the HOME/ADDI assistance to the potential homebuyers. Each Consortium member will ensure
the proper security instruments are executed to guarantee the HOME/ADDI investment for the affordability period for the selected
recapture/resale option.
Recapture Option – Under this option, the Net Proceeds of the original HOME subsidy must be returned to the HOME Program. The
Net Proceeds are the sales price minus loan repayment (other than HOME funds) and any closing costs. This option allows the seller
to sell to any willing buyer at any price. Once the HOME/ADDI funds are repaid, the property is no longer subject to any HOME/ADDI
restrictions. The recaptured funds must be used for another HOME/ADDI -eligible activity. Recapture restrictions apply if the
“property” is either sold or rented during the affordability (term) of the City of Tempe Promissory HOME note - the unforgiven
amount of the principle balance of the CAMP HOME Note must be repaid to the City of Tempe, unless
 The property is sold to an income eligible buyer approved for HOME funds that can assume all or part of the unforgiven
balance, or
 The Net Proceeds from the sale of the “property” at its fair market value are insufficient to the pay the unforgiven balance
of the City of Tempe CAMP HOME Note in full. In this situation, the City of Tempe will forgive repayment of the amount of
the unforgiven balance in excess of the Net Proceeds.
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