PY2026 ANNUAL ACTION PLAN - MARICOPA COUNTY.PDF
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Maricopa County Human Services Department Housing and Community Development 234 N. Central Ave, Suite 3000 Phoenix, AZ 85004 Program Year 2026-2027 Annual Action Plan for Maricopa County HOME Consortium & Maricopa Urban County Maricopa HOME Consortium and Urban County Annual Action Plan PY 2026-2027 Contents Executive Summary........................................................................................................................................................... 3 AP-05 Executive Summary - 91.200(c), 91.220(b) 3 PR-05 Lead & Responsible Agencies - 91.200(b) 7 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 8 AP-12 Participation - 91.401, 91.105, 91.200(c) 20 Expected Resources ....................................................................................................................................................... 24 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 24 Annual Goals and Objectives .......................................................................................................................................... 30 AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 30 AP-35 Projects - 91.420, 91.220(d) 33 AP-38 Project Summary 36 AP-50 Geographic Distribution - 91.420, 91.220(f) 42 Affordable Housing ......................................................................................................................................................... 44 AP-55 Affordable Housing - 91.420, 91.220(g) 44 AP-60 Public Housing - 91.420, 91.220(h) 45 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 47 AP-75 Barriers to affordable housing - 91.420, 91.220(j) 50 AP-85 Other Actions - 91.420, 91.220(k) 53 Program Specific Requirements .................................................................................................................................... 57 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) 57 Appendix .......................................................................................................................................................................... 62 Note on Formatting The U.S. Department of Housing and Urban Development (HUD) requires recipients of HOME Investment Partnerships (HOME), Community Development Block Grant (CDBG), and Emergency Solutions Grant (ESG) funding to submit the Five-Year Consolidated Plan and Annual Action Plan electronically, using an automated tool in a template prescribed by HUD. The following Plan is the downloaded version of that electronic template. Maricopa County | Human Services Department | Housing and Community Development Page | 3 Executive Summary AP-05 Executive Summary - 91.200(c), 91.220(b) 1. Introduction Maricopa County is the nation’s fastest-growing county, home to over four and a half million people. Maricopa County’s mission is to provide regional leadership, fiscal responsibility, and necessary public services so that residents can enjoy living in a healthy and safe environment. The Housing and Community Development (HCD) Division, through Maricopa County Human Services Department, is dedicated to making the communities of Maricopa County affordable and safe. This is accomplished by working to house and revitalize people experiencing homelessness, creating affordable rental and homeownership opportunities, rehabilitating owner- occupied homes, and improving infrastructure in low-income communities. Maricopa County is an entitlement Urban County, as designated by the U.S. Department of Housing and Urban Development (HUD) and receives the following Federal formula grants Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and the Emergency Solutions Grants (ESG) annually to address the housing and community development needs for its residents. The Maricopa County HOME Consortium consists of eight members, including Maricopa County as the lead agency and seven other jurisdictions. The Consortium collaborates to access and administer grant programs and annual grant funds. Grants will be awarded each year based on objective criteria such as meeting national objectives, cost benefit analysis and the member’s ability to follow the regulations set within each program. The CDBG Program provides annual grants on a formula basis to entitlement cities and urban counties to develop viable communities by providing safe, decent, and affordable housing; suitable living environments; and expanding economic opportunities, primarily for low- and moderate-income (LMI) persons. HOME is the largest federal block grant to state and local governments designed exclusively to create affordable housing for LMI households. The grant funds a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership, or providing direct rental assistance. The ESG Program is designed to assist people with quickly regaining stability in permanent housing after experiencing a housing crisis and/or homelessness. To receive these funds, the Consortium is required to complete its 2025-2029 Consolidated Plan (Con Plan) and first-year PY 2025 Annual Action Plan (AAP) as required by HUD. The Consolidated Plan serves as a planning document meeting the federal government statutory requirements in 24 CFR 91.200-91.230, for preparing a Consolidated Plan and guiding the use of CDBG, HOME, and ESG funding based on applications to HUD. The second-year PY 2026 AAP is the first subsequent AAP to the Con Plan and is a subset of the Strategic Plan addressing the overall goals in the upcoming program year of the five-year Consolidated Plan. PY 2026 begins on July 1, 2026, and ends on June 30, 2027. Maricopa County is the lead agency for the Maricopa County HOME Consortium. The Consortium is comprised 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, Fountain Hills, Gila Bend, Guadalupe, Litchfield Park, Tolleson, Wickenburg, Youngtown, and areas of unincorporated Maricopa County. 2. Summarize the objectives and outcomes identified in the Plan The goals of the CDBG, HOME, and ESG programs are to provide decent and affordable rental and owner- occupied housing, provide a suitable living environment for the Area’s low- and moderate-income residents, assist people experiencing homelessness or prevent families and individuals from becoming homeless, and provide economic opportunities for low-moderate income residents. The County strives to accomplish these goals by maximizing and effectively utilizing all available funding resources to conduct housing and community development activities. Within the Maricopa Urban County jurisdiction, the following accomplishments are anticipated to be carried out through projects funded with PY 2026 CDBG, HOME, and ESG: Assist up to 28 households experiencing homelessness with short to medium term rapid re-housing support with ESG. Maricopa County | Human Services Department | Housing and Community Development Page | 4 Assist up to 346 people experiencing homelessness through shelter operations support with ESG. Assist up to 730 people experiencing homelessness through public service activities with CDBG. Assist up to 10,000 persons through public facilities improvements and infrastructure support. The Maricopa HOME Consortium, including CHDO activities, anticipate accomplishing the following specific objectives with HOME funds: Provide homeownership opportunities for up to 7 households through acquisition and new construction. Acquire and rehabilitate up to 6 affordable single-family rental units. Provide owner-occupied housing rehabilitation to 5 households Provide tenant-based rental assistance for up to 80 households. 3. Evaluation of Past Performance Maricopa County’s evaluation of its past performance has been completed in a thorough Consolidated Annual Performance and Evaluation Report (CAPER). These documents state the objectives and outcomes identified in each year’s Annual Action Plan and include an evaluation of past performance through measurable goals and objectives compared to actual performance. These documents can be found on the County’s website at: https://www.maricopa.gov/3893/Notices-Documents. 4. Summary of Citizen Participation Process and consultation process Public Input Maricopa County Human Services Department is the lead agency of the Maricopa HOME Consortium, and the responsible entity for completing the 2026 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 members of the HOME Consortium. Refer to the Appendix of this plan to review additional specific contributions to the Action Plan as provided by individual Consortium members. The citizen participation process included a combination of meetings with Consortium members and Urban County cities and towns; two community input hearings held prior to the development of the plan; and two public meetings with hearings to solicit comments after the development of the draft Annual Action Plan. The public were notified by multiple newspaper advertisements, website announcements; and public notices placed in lobbies of Maricopa County HSD and eleven public libraries. Comments were accepted by phone, email, mail, virtually, and in-person during hearings. The public hearings to solicit citizen input prior to drafting the plan were held in January 2026 during regularly scheduled meetings of the Maricopa County Community Development Advisory Committee (CDAC) on January 14, 2026 and the Maricopa HOME Consortium on January 15, 2026. After the Plan was prepared, a 30-day public comment period for public review was held March 11 to April 11, 2026. Public hearings on the draft plan were held at the March 11, 2026 Maricopa County Community Development Advisory Committee (CDAC) public meeting and at the Maricopa HOME Consortium public meeting on March 19, 2026. Public hearing dates and comment periods were published per the adopted Maricopa HOME Consortium and Urban County Citizen Participation Plan. Additional information about the meetings is provided in the AP-12 Participation section. Note that all public input opportunities were conducted in accordance with the 2025-2029 Citizen Participation Plan. Consultation The development of the Action Plan includes engagement with internal and external stakeholders such as local community staff, public housing authorities, community leaders, non-profits, service providers, behavioral health and correctional health sectors, fair housing, and other county departments. Through consultation with these agencies, comments will be solicited on the draft plan and incorporated into the plan as needed. Units of local government that are members of the Maricopa Urban County are provided the opportunity to provide input and comments on the draft plan. Individual HOME Consortium members execute separate consultation and public input processes for non-HOME federal funds. The HOME Consortium consultation for HOME funds is detailed in the Appendix. 5. Summary of public comments Maricopa County | Human Services Department | Housing and Community Development Page | 5 Efforts undertaken by Urban County members often involved their own citizen participation endeavors. The citizen participation activities undertaken by the entitlement members of the Maricopa HOME Consortium are extensive and are outlined in depth in their respective Annual Action Plan submissions to HUD. Taken as a whole, the combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County represent a very inclusive and broad citizen participation achievement. All comments were accepted and are detailed in the Appendix. 6. Summary of comments or views not accepted and the reasons for not accepting them. A total of 0 public participants attended the on-line or in-person citizen participation activities and 0 questions and comments were received. Members of both the CDAC and HOME Consortium were present at hearings. All comments were accepted and are detailed in the Appendix. 7. Summary This plan continues the efforts of Maricopa County’s vision for affordable housing, supportive housing, and homeless needs for the Maricopa HOME Consortium in addition to the housing and non-housing community development needs of the Maricopa Urban County jurisdiction. The plan also incorporates a comprehensive and coordinated strategy for implementing programs that utilize the CDBG, HOME and ESG program funds. The activities to be undertaken in PY 2026 support aspects of the following overarching 2025-29 Consolidated Plan Goals: The County has developed its strategic plan based on an analysis of the data presented in the Needs Assessment, the Market Analysis of the Consolidated Plan, and the community participation and stakeholder consultation process. Through these efforts, the Consortium has identified five (5) priority needs and associated goals to address these needs. Over the 5-Year plan period, the Consortium will work to accomplish the following outcomes, which are listed by Priority Need. Priority Need: Public Facilities & Infrastructure Goal - 1A Improve/Expand Public Facilities & Infrastructure Provide public infrastructure improvements or expand infrastructure in low/mod income areas. These activities may include improvements to streets, sidewalks, water and sewer, and ADA improvements. Provide public facility improvements in low/mod areas. These may include improvements to neighborhood facilities, parks and recreational facilities, and community centers that serve those with special needs. Priority Need: Public Services Goal - 2A Public Services for LMI and Special Need Provide public supportive services that address the needs of low- to moderate-income individuals county-wide. The County will support special needs groups with programs that provide vital services that offset basic costs including but not limited to health services and food programs for the elderly and persons with a disability. The County will also focus on homeless services such as case management, emergency assistance, shelter and supportive services based on client needs. Priority Need: Affordable Housing Goal - 3A Owner-Occupied Housing Rehabilitation Provide homeowner housing rehabilitation activities to help preserve the housing stock of existing low- to moderate-income households. Small grants or loans will be awarded to make repairs for eligible single-family households. Goal - 3B Housing Development Maricopa County | Human Services Department | Housing and Community Development Page | 6 Provide homebuyer and rental housing development activities for low- to moderate-income households. These activities will be carried out by local housing developers under the housing programs and may include new construction or acquisition rehabilitation of single-family or multi-family developments for homebuyer or rental. The Consortium will also expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified homebuyers (i.e. down payment and closing cost assistance). This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. Goal - 3C Tenant-Based Rental Assistance Provide tenant based rental assistance (TBRA) for eligible low-income households. This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. Priority Need: Addressing Homelessness Goal - 4A Shelter Operations & Services Provide support for shelter operations at local homeless shelters. These efforts are intended to improve and operate homeless shelter facilities and deliver needed preventative services across the County. Goal - 4B Homeless Prevention & Rapid Rehousing Continue to fund homeless prevention rental assistance for individuals at-risk of homelessness, and rapid rehousing rental activities to help prevent individuals and families from returning to homelessness. Rapid rehousing programs are defined as short to medium-term rent and move-in assistance, case management based on client’s needs, and utility assistance based on client needs. Priority Need: Effective Program Management Goal - 5A Effective Program Administration Effective program management will include general administration of HUD grant programs, monitoring subrecipients, and keeping strict grant based accounting. Comprehensive planning requirements will include the development of AAPs, an evaluation of the performance of the programs through annual reports, and meeting citizen participation requirements Maricopa County | Human Services Department | Housing and Community Development Page | 7 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. Table 1 - Responsible Agencies Agency Role Name Department/Agency Lead Agency MARICOPA COUNTY CDBG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD HOME Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD ESG Administrator MARICOPA COUNTY Maricopa County Human Services Department - HCD 2. Narrative The lead agency for preparing the FY 2025-2029 Consolidated Plan was the Maricopa County Human Services Department – Housing and Community Development Division (MCHSD). The department is responsible for the administration of the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) grant programs. As the lead agency for the HOME Consortium, MCHSD coordinates the distribution of federal funds, ensuring that resources are aligned with local housing and community development priorities. They work closely with local governments, nonprofits, and stakeholders to identify needs, allocate funding, and oversee project compliance with HUD regulations Consolidated Plan Public Contact Information For questions regarding the FY 2025-2029 Consolidated Plan, PY 2026 Annual Action Plan, or other questions contact the program administrator for the CDBG, HOME and ESG programs: Jamie Macfarlane, Housing and Community Development Assistant Director Maricopa County Human Services Department Housing and Community Development Division 234 N. Central Avenue, 3rd Floor Phoenix, AZ 85004 Desk: 602-506-5813; TTY: 7-1-1 HCD@Maricopa.gov Maricopa County | Human Services Department | Housing and Community Development Page | 8 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 1. Introduction Maricopa County is dedicated to obtaining input from citizens, municipal officials, non-profit agencies, non- profit developers, private housing developers, governmental agencies, and the Regional Continuum of Care as part of the Consolidated and Annual Action Plan processes. For the PY 2026 Annual Action Plan, Consultation included a combination of meetings with Consortium members and Urban County cities/towns; stakeholder meetings; community input hearings; newspaper advertisements; website announcements; public notices placed in lobbies of HSD and public libraries; and public meetings with hearings to solicit comments on the draft Annual Action Plan. Citizen participation is strongly encouraged throughout the processes of short- and long- range departmental planning, plan implementation, and assessment of plan effectiveness. Please refer to the Appendix to review additional Consortium member contributions to this section. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health, and service agencies (91.215(l)). The HOME Consortium member cities meet monthly to discuss housing activities within the region. At these meetings, information is disseminated related to HOME requirements, project status, expenditure and commitment deadlines, and each entity reports on any successes or challenges experienced in its programs. Maricopa County continues to coordinate training whenever possible on relevant topics to Consortium Members and CHDOs, i.e., BABA, Part 5 Income Calculation, Environmental Review Requirements, or Section 3. Members of the Maricopa HOME Consortium regularly coordinate with public and private entities and housing developers to increase affordable housing opportunities and projects for homeless or special needs populations. Members also work with the real estate, construction, and finance industries to implement other ongoing HOME and CDBG supported housing rehabilitation, homebuyer assistance, or new home construction activities. Activities undertaken by Consortium members are discussed at length throughout the Appendix. Efforts to enhance coordination between public and assisted housing providers, and private and governmental health, mental health, and service agencies includes HOME Consortium member Tenant Based Rental Assistance (TBRA) programs that are leveraged with the respective Housing Authority’s existing rental assistance programs where a portion of vouchers are used for homeless families and/or individuals. Other members work closely with applicable local housing authorities to implement housing strategies to assist low income and homeless families. The Family Housing Hub and Welcome Center Coordinated Entry systems are assisting homeless families and individuals with assessment of needs, facilitating diversion activities, and making connections to the most appropriate housing intervention and progressive engagement. In addition, Maricopa County, in collaboration with Community Bridges Inc., will continue to offer outreach services to people experiencing homelessness in unincorporated areas of Maricopa County. The program, called Hand-in- Hand Street Outreach, will operate up to (7) days a week depending on the region. Funders Collaborative comprising public and private partners, which convenes regularly to address the regional challenge of homelessness. Led by Valley of the Sun United Way (VSUW) and consisting of key entities such as Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security (ADES), and the City of Phoenix, the Collaborative serves as a model for countywide collaboration. Its ongoing efforts focus on increasing coordination within the government, strengthening advocacy, educating policymakers, and guiding service providers towards long-term solutions to effectively combat homelessness. Additionally, the County will collaborate with agencies and departments focused on emergency preparedness, climate change, and hazard mitigation. For example, the Maricopa County Community Organizations Active in Disaster (MCCOAD), established in January 2020, strengthens the capacity of community organizations to respond to disasters. When activated by the Maricopa County Department of Emergency Management (MCDEM), MCCOAD helps streamline communication and coordination between government agencies and community organizations during disaster response and recovery efforts. Maricopa County Air Quality Department will play a central role in implementing measures to improve air quality and reduce emissions. The Maricopa County Flood Control District will provide expertise in flood mitigation and water management to address increased flooding risks. Finally, the County will collaborate with the Arizona Maricopa County | Human Services Department | Housing and Community Development Page | 9 Department of Emergency and Military Affairs (DEMA) to ensure that hazard mitigation plans account for emergency 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 all other jurisdictions in Maricopa County. The Maricopa Association of Governments (MAG) is the lead agency for the Maricopa Regional Continuum of Care (CoC) and plans and administers the CoC. In addition, Maricopa County is expected to participate in the following: Members of the CoC Board. Attend and participate in CoC Board and meetings and any other Subcommittees and/or workgroups (Emergency Solutions Grants Subcommittee, Ending Veterans Homelessness Workgroup, Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee etc.). The County attends CoC Board and Committee meetings to gather information and be part of the solution in ending homelessness. Participate and work together to develop a Regional Plan to End Homelessness. Provide human services to the homeless. The County provides support to the Maricopa Continuum of Care and countywide non-profits that provide services to persons who are homeless, including chronically homeless. Align processes and provide input on gaps in services and policy decisions that impact the County. Enhance accessibility to appropriate housing and service interventions. Support emergency shelter for single individuals, youth, and families. Utilize the County data collected from the PIT Count to assist with planning and strategy development for the specific needs of homeless families and individuals locally. Earlier this year, MAG’s regional “point-in-time” count was conducted to identify both sheltered and unsheltered homeless in Maricopa County. The unsheltered survey provided insight into the demographics of subpopulations within the overall homeless populations including homeless veterans, the chronically homeless, victims of domestic violence. It also provided a count of homeless with HIV/AIDS, serious mental illness, and substance abuse disorders. This data will allow the County to more effectively determine the types and quantities of needed services based on an actual population count. The County continues its efforts towards coordination and collaboration across systems of care to serve the most “at-risk” residents including the homeless, those at-risk of becoming homeless, veterans, and unaccompanied youth. The County recognizes that improved service coordination will help eliminate the duplication of efforts, improve communication regarding the most current news and information, and spearhead community-wide solutions to basic needs. The Maricopa Association of Governments (MAG) plays a critical role in administering coordinated entry and overseeing the Homeless Management Information System (HMIS) for the Maricopa County Continuum of Care (CoC). Coordinated entry is a system that ensures individuals and families experiencing homelessness have equitable access to housing and services based on need. Through this process, MAG works with service providers across the county to assess the needs of individuals, prioritize them for available resources, and streamline referrals to housing programs and support services. The HMIS is a data-driven tool managed by MAG, which tracks and monitors client information, service delivery, and outcomes for homeless programs. This coordination helps the county effectively allocate resources, reduce duplication of services, and ensure that the most vulnerable populations are prioritized for housing and assistance. Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS. The County has consulted, and will continue to consult, with the CoC regarding the performance standards for activities funded under ESG to discuss the best method to capture data utilizing HMIS. As the ESG program Maricopa County | Human Services Department | Housing and Community Development Page | 10 progresses annually, performance standards will be developed and revised based on the needs of the community and regulatory guidance. All outcomes will be reviewed and measured for effectiveness, as required. In addition, Maricopa County and the Maricopa HOME Consortium are expected to engage in continued consultation in the following ways: Act as a member of the ESG Subcommittee which creates performance standards, monitoring policies and procedures and shares best practices, develops regional strategies and practices for the comprehensive implementation of ESG eligible services across Maricopa County, develops coordinated scopes of work for ESG funded activities and an ESG specific HMIS report, and develops joint monitoring procedures to reduce the administrative burden on provider agencies. Participate in the Funders Collaborative which meets monthly to make improvements to shelter systems, including coordinated entry, capacity and RRH. Discuss how public and private resources can align to allocate resources. Assist funders in assessing need, targeting resources, and evaluating outcomes across the region. Invite CoC staff to assist with competitive NOFA scoring and review panels whenever possible, i.e., ESG, CDBG Public Services. Draw information from HMIS to ensure ESG performance standards are met. Continue to invite CoC staff to attend Maricopa HOME Consortium meetings to align the priorities of the County’s homeless strategies with Continuum-wide priorities for homelessness. HOME Consortium members will participate and contribute to ESG Subcommittee meetings as applicable to help determine priorities. The Maricopa County Continuum of Care (CoC), administered by the Maricopa Association of Governments (MAG), operates the Homeless Management Information System (HMIS) to collect and manage data on individuals and families experiencing homelessness. The HMIS is a centralized database used by service providers to track client interactions, monitor service delivery, and report on outcomes, ensuring that accurate data is available to inform decision-making and resource allocation. To ensure effective use of the HMIS, the CoC has established detailed procedures for data entry, client confidentiality, and reporting. Service providers using HMIS are required to adhere to strict privacy and security protocols to protect client information. Additionally, MAG conducts regular trainings for participating agencies to ensure that staff are proficient in using the system, understand data quality standards, and can properly manage client records. These trainings cover topics such as data entry, reporting, client consent procedures, and troubleshooting, helping to maintain consistent and high-quality data across the system. By implementing these procedures and trainings, the CoC ensures that HMIS is a reliable tool for managing homelessness services and improving outcomes for vulnerable populations. 2. Agencies, groups, organizations, and others who participated in the process and consultations. Table 2 - Consultation Participants 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 Maricopa County | Human Services Department | Housing and Community Development Page | 11 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the Housing Authority of Maricopa County through collaboration meetings. 2 Agency/Group/Organization ESG Collaborative Agency/Group/Organization Type Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically Homeless Homeless Needs - Families with children Homeless Needs - Veterans Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the ESG Collaborative group which focuses on planning, homeless shelter services, housing placements (rapid re-housing), and homelessness prevention. 3 Agency/Group/Organization Maricopa Regional Continuum of Care Agency/Group/Organization Type Services - Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Planning organization Civic Leaders Community Leaders What section of the Plan was addressed by Consultation? 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the ESG Subcommittee group which focuses on planning, homeless shelter services, housing placements (rapid re-housing), and homelessness prevention. 4 Agency/Group/Organization Newtown CDC Agency/Group/Organization Type Housing Services – Housing Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs Maricopa County | Human Services Department | Housing and Community Development Page | 12 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through attendance at a public hearing. 5 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 6 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 7 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 8 Agency/Group/Organization Town of Guadalupe 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 Maricopa County | Human Services Department | Housing and Community Development Page | 13 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 9 Agency/Group/Organization City 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 Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 10 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 Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 11 Agency/Group/Organization Town of Gila Bend Agency/Group/Organization Type Other government - Local Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through emails soliciting input, through participation on the Community Development Advisory Committee, and attendance at a public hearing. 12 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 Maricopa County | Human Services Department | Housing and Community Development Page | 14 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Glendale Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 13 Agency/Group/Organization City of Chandler Public Housing Authority 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Chandler Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 14 Agency/Group/Organization Tempe Housing Authority 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Tempe Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 15 Agency/Group/Organization Scottsdale Housing Authority 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation with the City of Scottsdale Housing Authority through Maricopa HOME Consortium members concerning quality, quantity, and needs of assisted housing clients being served. 16 Agency/Group/Organization Arizona State University Office of Community Health, Engagement, and Resiliency, Agency/Group/Organization Type Housing Services – Broadband Internet Service Providers Services – Narrowing the Digital Divide Regional Organization Civic Leaders Business and Civic Leaders Research Education What section of the Plan was addressed by Consultation? Economic Development Broadband Maricopa County | Human Services Department | Housing and Community Development Page | 15 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Erin Carr-Jordan is the Executive Director and responsible for managing the County’s $35m investment in broadband. 17 Agency/Group/Organization Arizona Partnership for Healthy Communities Agency/Group/Organization Type Housing Services - Housing Services - Persons with Disabilities Services-Health Service - Fair Housing Health Agency Other government - State Other government - County Other government - Local Regional organization Planning organization Business and Civic Leaders Foundation Grantee Department Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Anti-Poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation on the Arizona Partnership for Healthy Communities Steering Committee which focuses on planning, cross-sector collaboration, and ensuring all of Arizona's communities are healthy places to live. 18 Agency/Group/Organization State Weatherization Peer to Peer Committee Agency/Group/Organization Type Housing Other government - State Other government - County Other government - Local Regional organization Planning organization What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The Peer-to-Peer Group is a statewide regional committee of funding agencies (ADOH, SRP, APS, Southwest Gas) and the nine provider groups that meet to discuss the following: program implementation, policy guidance and technical aspects related to the federally funded DOE and LIHEAP Weatherization program, as well as the local utility company private investment. Consultation through participation improves Maricopa County Home Improvement Program, which leverages HOME and CDBG funding with WX when possible. 19 Agency/Group/Organization Maricopa Regional Continuum of Care Board Maricopa County | Human Services Department | Housing and Community Development Page | 16 Agency/Group/Organization Type Housing Services - Housing Services - Homeless Other government - State Other government - County Other government - Local Regional organization Civic Leaders What section of the Plan was addressed by Consultation? 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 consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation on the Continuum of Care Board which focuses on planning, housing, and homeless services. 20 Agency/Group/Organization Arizona Department of Health Services Agency/Group/Organization Type Services - Children Services - Health Services - Education Health Agency Other government - State What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-Poverty Strategy Lead-based Paint Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through discussions about Maricopa County's strategies to reduce lead- based paint in housing. 21 Agency/Group/Organization Maricopa County Department of Public Health Agency/Group/Organization Type Services - Children Services - Health Health Agency Other government - County What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-Poverty Strategy Lead-based Paint Strategy Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The agency was consulted through discussions about Maricopa County's strategies to reduce lead- based paint in housing and participation on the Arizona Lead Poisoning Prevention Coalition. The agency was also consulted through Human Services Department participation in the COVID 19 response as it relates to people experiencing homelessness. 22 Agency/Group/Organization Regional Collaborative on Homelessness Maricopa County | Human Services Department | Housing and Community Development Page | 17 Agency/Group/Organization Type Services - Education Health Agency Other government - County Regional organization Foundation Grantee Department What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Homelessness Needs - Veterans Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during Maricopa County's participation in the weekly Regional Collaborative workgroups which focuses on regional planning related to homelessness 23 Agency/Group/Organization Maricopa Regional Continuum of Care Ending Veteran and Chronic Work Group Agency/Group/Organization Type Housing Services - Homeless Regional organization What section of the Plan was addressed by Consultation? Homeless Needs - Chronically Homeless Homelessness Needs - Veterans Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during monthly workgroup meetings which focuses on ending Veteran homelessness. Consultation was also provided during monthly workgroup meetings which focus on ending chronic homelessness. 24 Agency/Group/Organization Data Subcommittee Agency/Group/Organization Type Housing Services - Homeless Regional organization What section of the Plan was addressed by Consultation? Homelessness strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided during monthly workgroup meeting which focuses on regional homeless data and HMIS policy. 25 Agency/Group/Organization Healthy Giving Council Agency/Group/Organization Type Services-homeless What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied Youth Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Consultation provided through participation on the council and attendance at meetings. Maricopa County | Human Services Department | Housing and Community Development Page | 18 26 Agency/Group/Organization Maricopa County Flood Control District Agency/Group/Organization Type Agency – Managing Flood Prone Areas Agency – Emergency Management Other government – County Regional organization Civic Leaders What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Economic Development Resiliency Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The Flood Control district provides floodplain research and mitigation planning for local municipalities, developers and citizens as well as providing pre-flood and post-flood support. Identify any Agency Types not consulted and provide rationale for not consulting. No organizations were intentionally left out of the public participation process. All comments and views were accepted and welcomed. Describe other local/regional/state/federal planning efforts considered when preparing the Plan. Table 3 - Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Maricopa Association of Governments Maricopa County aligned the priorities of the county's homeless strategies with the Continuum of Care. Annual PHA Plan Housing Authority of Maricopa County The Housing Authority of Maricopa County's PHA Plan strategic priorities include increasing opportunities for residents to move beyond their housing needs towards self-sufficiency, increasing housing options in underserved communities. 3. 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)) Maricopa County works closely with County leadership, the Arizona Department of Housing (ADOH), the Maricopa Regional Continuum of Care, and various local agencies in the implementation of programs addressing priorities outlined in the Consolidated Plan and second-year PY 2026 Annual Action Plan. The development of both the Strategic Plan and the PY 2026 AAP involves the collaboration of local nonprofits, other County departments, and community organizations. Specific priorities are identified and ranked through public participation, including hearings, meetings, and surveys. The County relies on its established partnerships to ensure that community input is effectively integrated into the Plan. The Maricopa HOME Consortium consists of eight units of local government in addition to Maricopa County, as well as the Maricopa Urban County cities and towns. The eight entitlement jurisdictions that are members of the Consortium meet monthly to coordinate the planning and implementation of their programs and Consolidated Plans and Annual Action Plans. Members of the Consortium collaborate with local and state entities to implement activities associated with their respective Annual Plans, i.e., the State Historic Preservation Office and the Arizona Department of Housing. Maricopa County | Human Services Department | Housing and Community Development Page | 19 Through participation on the Community Development Advisory Committee, the local governmental members of the Maricopa Urban County meet regularly to advise the County on the progress and delivery of the CDBG projects. The service area of the Urban County also includes unincorporated areas of Maricopa County. Maricopa County | Human Services Department | Housing and Community Development Page | 20 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 2026 Annual Action Plan follows processes prescribed in the Maricopa County FY 2025-2029 Consolidated Plan Citizen Participation Plan and includes a broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access, and opportunity to participate in the planning, implementation, and assessment of activities related to the 5-Year Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden citizen participation, Maricopa County Human Services Department, as well as the cities/towns of Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the development of the Action Plan. For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings; public notices in newspapers; public hearings; and public meetings, as well as website outreach on the Maricopa County website. Two public hearings were held to solicit input in the development of the PY26 Annual Action Plan held on January 14 and 15, 2026. Two public hearings on the draft Annual Action Plan were held on March 11 and 19, 2026. All public hearings also offered a virtual attendance option. A 30-day public comment period for public review of the draft Annual Action Plan and past program performance began on March 11 through April 11, 2026. The citizen participation activities undertaken by the entitled members of the Maricopa HOME Consortium are outlined in depth in their respective Annual Action Plan submissions to HUD. Urban County members often undertake their own efforts to solicit citizen input and participation. The combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County represent an extensive citizen participation process across the Maricopa County region. Maricopa County | Human Services Department | Housing and Community Development Page | 21 Citizen Participation Outreach Table 4 - Citizen Participation Outreach Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 1 Public Hearing Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community Public hearings to solicit public input were held January 14, 2026 at the Community Development Advisory Committee Public Meeting and on January 15, 2026 at the HOME Consortium Public Meeting (meetings offered an in-person and virtual attendance option) No Comments Received All comments received were accepted. https://www.mari copa.gov/Agenda Center 2 Public Hearing Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community Public hearings to solicit community input were held March 11, 2026 at the Community Development Advisory Committee Public Meeting, and on March 19, 2026 at the HOME Consortium Public Meeting. (meetings offered an in-person and virtual attendance option) . No Comments Received All comments received were accepted. https://www.mari copa.gov/Agenda Center Maricopa County | Human Services Department | Housing and Community Development Page | 22 Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 3 Public Meeting Non-targeted/broad community The 2026-2029 Annual Action Plan was on the Maricopa County Board of Supervisors Agenda and approved at the public meeting held by the county supervisors on May 20, 2026. The agenda item is posted for public input according to Open Meeting Law statutes by the Clerk of the Boards office. No Comments Received Any comments received were accepted. https://www.mari copa.gov/324/Boa rd-of-Supervisors- Meeting- Information 4 Newspaper Ad Minorities Non-targeted/broad community – Spanish Persons with disabilities Non-targeted/broad community Public Notices announcing the public hearings on January 14, 2026, and January 15, 2026 with notice of upcoming opportunities to provide input on the upcoming Annual Action Plan were placed in 2 newspapers of record in Maricopa County. No Comments Received Any comments received were accepted. 5 Newspaper Ad Non-targeted/broad community Public Notices announcing the public hearings on March 11, 2026 and March 19, 2026 for the 30-day public comment period for PY 2026 Annual Action Plan and past program performance were placed in 2 newspapers of record in Maricopa County. No Comments Received Any comments received were accepted. Maricopa County | Human Services Department | Housing and Community Development Page | 23 Mode of Outreach Target of Outreach Summary of response/attendance Summary of Comments received Summary of comments not accepted and reasons URL (If applicable) 6 Internet Outreach Minorities Non-English Speaking – Specify other language: Spanish Persons with disabilities Non-targeted/broad community Draft Annual Action Plan was made available on the Maricopa County Human Services Department website during the Public Comment Period of March 11 through April 11, 2026 for all interested parties to view and provide comment. The public notice was also posted as on Maricopa County Human Services Department website. No Comments Received Any comments received were accepted. https://www.mari copa.gov/3893/N otices-Documents 7 Public Notices Minorities Non-English Speaking - Specify other language: Spanish Persons with disabilities Non-targeted/broad community Residents of Public and Assisted Housing Other - Seniors In compliance with the Citizen Participation Plan, public notices were posted in the lobby of the Human Service Department and throughout Maricopa County library district buildings. No Comments Received Any comments received were accepted. Maricopa County | Human Services Department | Housing and Community Development Page | 24 Expected Resources AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 1. Introduction The table that follows depicts the estimated resources that Maricopa County will have available during the term of the 2026 Annual Plan, the final year of the Five-Year 2025-2029 Consolidated Plan. The resources include CDBG, HOME, and ESG. In addition, HOME program income, prior-year reallocated HOME funds, CDBG program income, and prior-year unprogrammed CDBG funds will be utilized. HOME program income is generated throughout the Con Plan period through new housing development, homeowner housing rehab and rental assistance activities under the HOME program. For example, in PY26 a total of $378,905.02 will be generated and reprogrammed towards these activities. These amounts include: Avondale, Owner Occupied Housing Rehabilitation: $6085.96 Chandler, TBRA: $7,997.22 Glendale, TBRA: $125,839.66 Glendale, Program Administration: $13,982.18 Tempe, TBRA: $206,000 Tempe, Program Administration: $19,000 The 2026 Allocations 2026 CDBG ALLOCATION - $2,932,133 2026 ESG ALLOCATION - $258,475 2026 HOME ALLOCATION - $4,450,189.45 HOME Consortium Breakdown of 2026 Allocations ($4,450,189.45) *: Avondale - $193,633 Chandler - $411,281 Gilbert - $302,734 Glendale - $636478 Maricopa County - $1,027,008 Peoria - $273,704 Scottsdale - $290,596 Surprise - $217,824 Maricopa County | Human Services Department | Housing and Community Development Page | 25 Tempe - $432,402 (being allocated elsewhere) CHDO Set Aside - $667,529.45 *HOME Consortium Allocations - Allocations include funding allocated for projects and activities as well as administration. Note: the HOME Program Administrative Cap is 10% of the total annual HOME Allocation. This amount is calculated and distributed per the HOME Consortium allocation process to members. As reimbursement for its administrative duties as lead agency of the Consortium, Maricopa County will receive administrative funds from other Consortium Members in the amount of five percent (5%) of each member’s pro rata share of HOME Program grant allocations for each year. This percentage will be calculated on the Consortium’s annual HOME Program allocation. 4. Anticipated Resources Table 5 - Priority Table Program Source of Funds Eligible Uses of Funds Expected Amount Available Year 2 Expected Amount Available Reminder of ConPlan: Narrative Description Annual Allocation: Program Income: Prior Year Resources: Total: CDBG Public - Federal -Acquisition -Admin and Planning -Economic Development -Housing -Public Improvements -Public Services 2,932,133 0 581,534.40 $3,513,700.40 $ 8,822,736 CDBG funds available for activities in Urban County communities. Annual competitive application process to solicit and award funding to projects. HOME Public - Federal -Acquisition -Homebuyer assistance -Homeowner rehab -Multifamily rental new construction -Multifamily rental rehab -New construction for ownership -TBRA 4,450,189.45 378,905.02 356,335 $5,185,429 $13,452,353 HOME funds available for eligible activities in HOME Consortium communities and cities located in Urban County communities. Allocation of funds is provided by formula to each of the HOME Consortium members. Urban County receives a portion to fund HOME eligible activities administered by the lead agency. Program Income includes amounts for Maricopa Urban County and HOME Consortium members. Maricopa County | Human Services Department | Housing and Community Development Page | 26 Program Source of Funds Eligible Uses of Funds Expected Amount Available Year 2 Expected Amount Available Reminder of ConPlan: Narrative Description Annual Allocation: Program Income: Prior Year Resources: Total: ESG Public - Federal -Financial Assistance -Overnight shelter -Rapid re-housing (rental assistance) -Rental Assistance Services -Street Outreach Services 258,475 0 0 $258,475 $ 774,939 ESG funds available for eligible activities in Maricopa County. Maricopa County | Human Services Department | Housing and Community Development Page | 27 Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied. Maricopa County leverages or combines local funds with its federal funds to achieve program goals and meet unmet community needs that cannot be solved with federal dollars alone. The federal funding that is received by the county is leveraged with resources from both private and non-federal public sources as listed in detail below. Resource allocations vary annually, as will supplemental resources that will be used to leverage projects. Anticipated leverage amounts for Maricopa County will vary based on annual allocation amounts, specifics of individual projects funded, and market conditions. HUD requires that participating jurisdictions provide 25 percent match for all HOME funds and 100 percent for ESG funds. Specific program matching requirements are below: Match Sources for HOME Investment Partnerships Program Matching requirements of HUD programs will be satisfied by ensuring, through the lead agency of the Maricopa HOME Consortium, that sufficient match resources are obtained to meet the 25% match requirement. Each Consortium member will provide the 25% match requirement for its portion of the HOME allocation. At a minimum, match resources should be identified at the beginning of the fiscal year. Individual Consortium members are responsible for ensuring that the match source is eligible under the HOME regulations, which is verified by Maricopa County during monitoring reviews. Match amounts are reported by each Consortium member and compiled annually by Maricopa County. Additionally, the Consortium will delegate responsibility for the 25% match requirement to CHDOs funded through the 15% HOME CHDO set-aside. CHDOs will be required to demonstrate that sufficient match has been committed for the HOME program at the time funding applications are submitted to the Consortium, which is also verified by Maricopa County during monitoring reviews. Match Source for Emergency Solutions Grant Maricopa County will use local CDBG funds to provide the 100% match requirement for ESG funds. Subrecipients receive local funds to administer and fund their programs, and these funds will be reported as match funds. Maricopa County leverages or combines local funds with its federal funds to achieve program goals and meet unmet community needs that cannot be solved with federal dollars alone. The federal funding that is received by the county is leveraged with resources from both private and non-federal public sources as listed in detail below. Resource allocations vary annually, as will supplemental resources that will be used to leverage projects. Anticipated leverage amounts for Maricopa County will vary based on annual allocation amounts, specifics of individual projects funded, and market conditions. Subject to continued funding approval and availability, Maricopa County Human Services Department’s estimated leverage sources over the upcoming one-year period include: Maricopa County Community Service & Housing Programs Rental and Utility Assistance STCS/ TANF Rent/Utilities/Mortgage Assistance CSBG Rent/Utilities/Mortgage Assistance Arizona Public Service (APS utility assistance) ARPA Rental Assistance - $10,000,000 Emergency Home Repair ARPA State and Local Fiscal Recovery Funds Emergency Repair Wildfire URRD Housing Development ARPA State and Local Fiscal Recovery Funds Affordable Housing Homeless Initiatives Maricopa County General Funds for Homeless Services Maricopa County American Rescue Plan Act (homelessness initiatives) DES Housing Support Services - Maricopa County | Human Services Department | Housing and Community Development Page | 28 HOME Consortium members vary in the types and ways funding is leveraged. Refer to individual Annual Action Plans for details about leveraging by members. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan: Subject to local priorities, preferences and availability, members of the Maricopa HOME Consortium may commit publicly owned land or property to induce the development of desired affordable housing, supportive housing, homeless resources, economic development and neighborhood revitalization projects and programs. The commitment of such resources may be executed through agreements with public, private, or non-profit entities selected through a competitive process. Discussion - Please see above. Maricopa County | Human Services Department | Housing and Community Development Page | 29 Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 1A Improve/Expand Public Facilities & Infrastructure 2025 2029 Non-Housing Community Development Countywide Low/Mod Eligible Public Facilities & Infrastructure CDBG: $1,694,571.00 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 10,000 Persons Assisted 2 2A Public Services for LMI & Special Need 2025 2029 Homeless Countywide Low/Mod Eligible Public Services CDBG: $439,819 Public service activities other than Low/Moderate Income Housing Benefit: 700 Persons Assisted 3 3A Owner- Occupied Housing Rehabilitation 2025 2029 Affordable Housing Countywide Low/Mod Eligible Affordable Housing CDBG: $791,534.40 HOME: $181,531 Homeowner Housing Rehabilitated: 55 Household Housing Unit 4 3B Housing Development 2025 2029 Affordable Housing Countywide Low/Mod Eligible Affordable Housing HOME: $3,106,800.45 Rental Units Constructed: 0 Household Housing Unit Rental Units Rehabilitated: 9 Household Housing Unit Homeowner Housing Added: 7 Household Housing Unit Direct Financial Assistance to Homebuyers: 0 Households Assisted 5 3C Tenant- Based Rental Assistance 2025 2029 Affordable Housing Countywide Low/Mod Eligible Affordable Housing HOME: $1,254,708 Tenant-Based Rental Assistance / Rapid Rehousing: 80 Households Assisted Maricopa County | Human Services Department | Housing and Community Development Page | 30 Annual Goals and Objectives AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 5. Goal Summary & Description Information Table 7 – Goal Descriptions 1 Goal Name 1A Improve/Expand Public Facilities & Infrastructure Goal Description Maricopa County will make public facility and infrastructure improvements or expand infrastructure in low/mod income areas within the Maricopa Urban County jurisdiction with CDBG resources. Funding for this goal reflects the current demand from Urban County communities for CDBG eligible public facility or infrastructure projects. Infrastructure activities may include improvements to streets, sidewalks, water and sewer, and ADA improvements. Public facility activities may include improvements to neighborhood facilities, parks and recreational facilities, and community centers that serve those with special needs. 2 Goal Name 2A Public Services for LMI & Special Need Goal Description Maricopa County will fund supportive services that address the needs of low- to moderate-income individuals in the Urban County jurisdiction. The County will also support special needs groups with programs that provide vital services that offset basic costs such health services and food programs for the elderly and persons with a disability. The County will also focus on homeless services such as case management, emergency assistance, shelter and supportive services based on client needs. 3 Goal Name 3A Owner-Occupied Housing Rehabilitation 6 4A Shelter Operations & Services 2025 2029 Homeless Countywide Low/Mod Eligible Addressing Homelessness ESG: $47,818.00 CDBG:$439,819 Homeless Person Overnight Shelter: 300 Persons Assisted 7 4B Homeless Prevention & Rapid Rehousing 2025 2029 Homeless Countywide Low/Mod Eligible Addressing Homelessness ESG: $191,272 Tenant-based rental assistance / Rapid Rehousing: 25 Households Assisted 8 5A Effective Program Administration 2025 2029 Non-Housing Community Development Countywide Low/Mod Eligible Effective Program Administration CDBG: $586,426 HOME: $445,016.00 ESG: $19,385.00 Other: 1 Maricopa County | Human Services Department | Housing and Community Development Page | 31 Goal Description The Maricopa HOME Consortium will fund homeowner housing rehabilitation activities to help preserve the housing stock of low- to moderate-income households. This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. The AAP outcome total includes: County CDBG Homeowner Housing Rehabilitated: 50 Household Housing Unit Avondale OOHR: 5 Household Housing Unit 4 Goal Name 3B Housing Development Goal Description The Maricopa HOME Consortium will fund homebuyer and rental housing development activities for low- to moderate-income households. These activities will be carried out by local housing developers under the housing programs and may include new construction or acquisition rehabilitation of single-family or multi-family developments for homebuyer or rental. The Consortium will also expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified homebuyers (i.e. down payment and closing cost assistance). This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. The AAP outcome total includes: Acquisition and New Construction of Single-Family Owner-Occupied Housing: 7 LMI Household Assisted Financial Assistance to Homebuyers: 0 LMI Households Assisted Single Family Rental units rehabilitated: 6 LMI Household Housing Unit 5 Goal Name 3C Tenant-Based Rental Assistance Goal Description The Maricopa HOME Consortium will fund tenant based rental assistance (TBRA) for eligible low-income households. This goal covers the Maricopa HOME Consortium jurisdiction including the Urban County communities. The AAP outcome total includes: Chandler: 10 LMI Households Assisted Glendale: 50 LMI Households Assisted Scottsdale: 20 LMI Households Assisted 6 Goal Name 4A Shelter Operations & Services Goal Description Maricopa County will support shelter operations at local homeless shelters. These efforts are intended to improve and operate homeless shelter facilities and deliver needed preventative services across the County. 7 Goal Name 4B Homeless Prevention & Rapid Rehousing Goal Description Maricopa County will continue to fund homeless prevention rental assistance for individuals at-risk of homelessness, and rapid rehousing rental activities to help prevent individuals and families from returning to homelessness. Rapid rehousing programs are defined as short to medium-term rent and move-in assistance, case management based on client’s needs, and utility assistance based on client needs. 8 Goal Name 5A Effective Program Administration Maricopa County | Human Services Department | Housing and Community Development Page | 32 Goal Description Effective program management will include general administration of HUD grant programs, monitoring subrecipients, and keeping strict grant based accounting. Comprehensive planning requirements will include the development of AAPs, an evaluation of the performance of the programs through annual reports, and meeting citizen participation requirements. Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b) For July 1, 2026 through June 30, 2027, Maricopa County anticipates assisting 50 extremely low income (earning 0-30% AMI), 30 very low income (31- 50% AMI), and 18 low income (51-80% AMI) families as defined by HOME 91.315(b)(2). Maricopa County | Human Services Department | Housing and Community Development Page | 33 AP-35 Projects - 91.420, 91.220(d) Introduction This section specifically identifies the projects that will take place during PY 2026 with CDBG, HOME, and ESG funding to address the priority needs and specific objectives as identified in the Consolidated Plan Strategic Plan section. Note: Target Areas, as defined in the tables below, refer to Geographic Priorities. As stated in the AP-50 Geographic Distribution section, no Geographic Priorities have been assigned for the Five-Year Consolidated Plan or this Annual Action Plan. CDBG Funds: 2026 CDBG Total Allocation is $2,932,133, the total Reallocated (carryover) Funds is $581,534.40 and the total program income is $0. The total funding available is $3,513,700.40. Of the total funds available, $146,606 of contingency funds is withheld for project overruns (approx. 5% of 2026 allocation). Any CDBG program income will be reported and reallocated to CDBG eligible projects. Any CDBG prior-year resources may be reallocated to CDBG eligible projects per the Citizen Participation Plan throughout the program year. ESG Funds: 2026 ESG Total Allocation is $258,475 with activities of emergency shelter ($47,818) and rapid rehousing ($191,272) and planning and administration ($19,385). HOME Funds: 2026 HOME Total Allocation is $4,450,189.45 HOME Program Income, Recapture, or Repayments received between 4/1/25-3/31/26 totaling $378,905.02 (Maricopa County $0; and HOME Consortium Members $378,905.02) are included in this Annual Action Plan per 24 CFR 91.220 (2) (i). Maricopa County HOME prior- year reallocated funds totaling $356,335 (PY24 Newtown CDC CHDO funding $356,335) are also included. The total funding available is $5,185,429.47. Any program income received during the program year will be retained and reported in the following year's Action Plan. Table 8 - Program Income Maricopa County | Human Services Department | Housing and Community Development Page | 34 Project Names: Table 9 - Projects by Name # Project Name 1 CDBG: Administration 2 CDBG: Public Services 3 CDBG: Public Facilities & Infrastructure 4 CDBG: Housing Rehabilitation 5 HOME: Administration 6 HOME: Affordable Housing Opportunities 7 HOME: TBRA 8 HOME: Housing Rehabilitation 9 ESG25: Maricopa County Describe the reasons for allocation priorities and any obstacles to addressing underserved needs. Allocation Priorities: HOME: HOME funds are allocated to each Consortium member based on the relative percentage of CDBG funds received by each Consortium community. The allocation of HOME funds is evidenced by a Subrecipient Agreement with each jurisdiction. Then, each Consortium member jurisdiction receives proposals submitted by potential developers and/or subrecipients through a competitive process for specific projects within that community. A jurisdiction may also provide funding for a housing program(s) within the city/town. Applications for projects are evaluated based on precise criteria set by each Consortium member based on local needs. ESG/CDBG Public Services Projects: ESG/CDBG Public Services Projects: Maricopa County is a direct recipient of ESG funding and follows County policies on grant award and management. Provider agencies for ESG are currently selected through an open and competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for persons experiencing homelessness and/or temporary shelter operations. In PY 2024, all CDBG Public Service funding is reserved for homeless services. CDBG Infrastructure, Facility, and Housing Projects: Maricopa County is a direct recipient of CDBG funding. CDBG projects are funded through a competitive Notice of Funding Availability (NOFA) application process for eligible activities that serve the Urban County communities. The CDBG application process includes annual funding priorities as identified by staff and/or the review committee. Maricopa County sets aside a portion of its CDBG funding for its Owner-Occupied Rehabilitation Program, where low-income homeowners can receive rehabilitation services to ensure their home is decent, safe, and sanitary. Maricopa County issues a NOFA each year to Urban County participants and interested parties announcing the availability of CDBG funds for infrastructure, public facility, economic development, revitalization, and housing activities. Interested parties submit applications identifying a local community need(s) affecting low/moderate income residents or addressing issues of slum and blight. Each governmental applicant is asked to submit a resolution from the local community identifying local support for the activity. Staff reviews CDBG applications, and applications are forwarded to the Board of Supervisors-appointed Community Development Advisory Committee (CDAC) for scoring and recommendations for funding. The CDAC reviews and scores and makes recommendations to the Maricopa County Board of Supervisors based on criteria, which are subject to change annually and will be provided in the NOFA to potential applicants, i.e., relative need of the community; effect of the proposed activities on the health and safety of the community; past performance; monitoring results; quality of proposed annual activities; and rates of expenditure on currently funded activities. Obstacles to Addressing Underserved Needs: Obstacles our region include exponentially increasing rent rates, increasing mortgage interest rates, higher home values, rising costs of construction materials, supply chain demands and delays, and other factors contributing to a lack of affordable housing stock. The amount of funding for housing and non-housing activities is not adequate to meet the needs within our communities. A history of budget cuts or minimal increases that do not provide ample funding to meet growing demand for Maricopa County | Human Services Department | Housing and Community Development Page | 35 programs, uncertainty of one-time grants, and fluctuating local resources to leverage with federal dollars are primary obstacles to addressing underserved needs within Maricopa County. The total amount of funding requested in 2026 for CHDO, CDBG, and homelessness activities has far exceeded the amount of funding available. Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County | Human Services Department | Housing and Community Development Page | 36 AP-38 Project Summary Table 10 - Project Summary Information 1 Project Name CDBG: Administration Target Area Countywide Low/Mod Eligible Goals Supported 5A Effective Program Administration Needs Addressed Effective Program Administration Funding CDBG: $586,426 Description Administration of the CDBG program for PY 2026. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities N/A Location Description Countywide, eligible. Planned Activities General planning and administration of the CDBG program (21A). 2 Project Name CDBG: Public Services Target Area Countywide Low/Mod Eligible Goals Supported 2A Public Services for LMI & Special Need Needs Addressed Public Services Funding CDBG: $439,819.00 Description The County will fund vital public services that assist low- to moderate-income individuals in the Urban County. Services will target those most vulnerable to housing instability or at-risk of homelessness. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities Public service activities other than Low/Moderate Income Housing Benefit: 700 Persons Assisted Location Description Countywide, eligible. Planned Activities Planned activities will include services that target individuals that are experiencing homelessness or at-risk of becoming homeless (03T). A New Leaf - Family Emergency Shelter (Activity): $219,909.50 UMOM New Day Centers - Family Emergency Shelter: $219,909.50 3 Project Name CDBG: Public Facilities & Infrastructure Target Area Countywide Low/Mod Eligible Goals Supported 1A Improve/Expand Public Facilities & Infrastructure Needs Addressed Public Facilities & Infrastructure Funding CDBG: $1,694,571.00 Description The County will fund public facility and infrastructure improvement activities in low/mod areas of the Urban County. Activities may include improvements in access to neighborhood facilities, parks and recreational centers, streets and sidewalks. Target Date 6/30/2026 Maricopa County | Human Services Department | Housing and Community Development Page | 37 Estimate the number and type of families that will benefit from the proposed activities Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 10,000 Persons Assisted Location Description Countywide, eligible and low/mod areas. Planned Activities Planned activities include improvements to neighborhood facilities (03E), water/sewer (03J), and streets (03K). Town of Youngtown – Library Addition (03E): $385,000 – Build an addition to the existing town library to expand services to the community. City of El Mirage – Old Townsite Roadway Improvements (03K): $429,965 – Roadway resurfacing, curb and gutter repairs and ADA sidewalk ramp improvements. Town of Gila Bend - Waterline Replacement (03J): $733,000.00 – Replace 2,392 Linear Feet of asbestos cement pipe to alleviate the public health concern. CDBG Project Contingency (03J, 03K): $146,606 – Contingency for Public Improvements and Infrastructure projects 4 Project Name CDBG: Housing Rehabilitation Target Area Countywide Low/Mod Eligible Goals Supported 3A Owner-Occupied Housing Rehabilitation Needs Addressed Affordable Housing Funding CDBG: $791,534.40 ($210,000 PY26 + $288,918.05 PY24 + $292,616.35 PY23) Description The County will fund housing rehab activities for low- to moderate-income households. Target Date 6/30/2029 Estimate the number and type of families that will benefit from the proposed activities Homeowner Housing Rehabilitated: 50 Household Housing Unit Location Description Countywide, eligible. Planned Activities Planned activities include single-family housing rehab (14A). Maricopa County Home Improvement Program (MCHIP) - Emergency Home Repair: $791,534.40 ($210,000 PY26 + $288,918.05 PY24 + $292,616.35 PY23)) – Activity will provide critical emergency home repairs to approximately 50 owner-occupied LMI households including direct delivery costs. 5 Project Name HOME: Administration Target Area Countywide Low/Mod Eligible Goals Supported 5A Effective Program Administration Needs Addressed Effective Program Administration Funding HOME: $445,016.00 Maricopa County | Human Services Department | Housing and Community Development Page | 38 Description Program administration as the Lead Agency of the Maricopa HOME Consortium. HOME admin fund allocation for PY 2026: Maricopa County: $318,735.00 EN City of Avondale: $12,102.00 EN City of Chandler: $25,705.00 EN City of Glendale: $39,780.00 EN City of Peoria: $17,106.00 EN City of Scottsdale: $18,162.00 EN City of Surprise: $13,426.00 EN Target Date 6/30/2029 Estimate the number and type of families that will benefit from the proposed activities N/A. Location Description Countywide, eligible. Planned Activities Planning and Administration of the HOME program. 6 Project Name HOME: Affordable Housing Opportunities Target Area Countywide Low/Mod Eligible Goals Supported 3B Housing Development Needs Addressed Affordable Housing Funding HOME: $3,112,886.41 ($2,750,465.45 PY26 + $356,335 PY24 reallocated + $6,085.96 Program Income) Maricopa County | Human Services Department | Housing and Community Development Page | 39 Description The County will fund eligible affordable housing activities across the HOME Consortium area. This may include new housing construction for single or multifamily housing for rental or homebuyer, housing rehabilitation for rental or resale and direct financial assistance to eligible low- to moderate-income (LMI) households. This amount includes $2,750,465.45 from the FY 2026 HOME annual allocation and HOME PI in the amount of $6,085.96. The HOME grant requires 15% of the total HOME allocation to be reserved for CHDO (CR) activities, and $809,204.45 or 18% has been set-aside for CHDO in PY26. This also include PY24 CHDO in the amount of $356,335 being reallocated. CHDO Newtown CDC, ($406,916.45 CR) Acquisition and New Construction of Single-Family Owner-Occupied Housing including homebuyer assistance in City of Peoria: 3 LMI Household Assisted (< 80% AMI). CHDO Trellis, ($358,335 CR) Acquisition and New Construction of Single- Family Owner-Occupied Housing including homebuyer assistance in City of Avondale: 1 LMI Household Assisted (< 80% AMI). CHDO Habitat for Humanity Central Arizona, ($145,949.00 CR ($117,006.00 PY24+ $28,943.00 PY26)) Acquisition and New Construction of Single-Family Owner-Occupied Housing in City of Avondale: 1 LMI Household Assisted (< 80% AMI). CHDO Arm of Save the Family Foundation, ($254,339.00 CR ($239,329.00 PY24+ $15,010.00 PY26)) Acquisition and Rehabilitation of Single-Family Housing for Rental in Unincorporated Mesa UC: 1 LMI Household Assisted (< 60% AMI). CHDO Native American Connections, ($370,000 EN) Acquisition and Rehabilitation of Single-Family Housing for Rental in City of Surprise: 2 LMI Household Assisted (< 60% AMI). Guadalupe CDC, ($270,000 EN) Acquisition and New Construction of Single- Family Owner-Occupied Housing including homebuyer assistance in Town of Guadalupe: 1 LMI Household Assisted (< 80% AMI). Housing for Hope, ($359,000.00 EN) Acquisition and Rehabilitation of Single- Family Housing for Rental in UC West Valley: 1 LMI Household Assisted (< 80% AMI). City of Peoria ($256,598.00) in Partnership with Habitat for Humanity Central Arizona, Acquisition and New Construction of Single-Family Owner-Occupied Housing including homebuyer assistance: 1 LMI Household Assisted (< 80% AMI). Town of Gilbert ($302,734 EN) in Partnership with Arm of Save the Family, Acquisition and Rehabilitation of Single-Family Housing for Rental: 1 LMI Household Assisted (< 60% AMI). City of Surprise ($201,398 EN) in Partnership with Native American Connections, Acquisition and Rehabilitation of Single-Family Housing for Rental: 1 LMI Household Assisted (< 60% AMI). Target Date 6/30/2030 Estimate the number and type of families that will benefit from the proposed activities Rental Units Rehabilitated : 6 Household Housing Units Homeowner Housing Added: 7 Household Housing Units (See breakdown in the Planned Activities) Location Description Countywide, eligible. Maricopa County | Human Services Department | Housing and Community Development Page | 40 Planned Activities The County will fund eligible affordable housing activities across the HOME Consortium area. This may include new housing construction for single or multifamily housing for rental or homebuyer, housing rehabilitation for rental or resale and direct financial assistance to eligible low- to moderate-income (LMI) households. CHDO Newtown CDC, ($406,916.45 CR) Acquisition and New Construction of Single-Family Owner-Occupied Housing including homebuyer assistance in City of Peoria: 3 LMI Household Assisted (< 80% AMI). CHDO Trellis, ($358,335 CR) Acquisition and New Construction of Single- Family Owner-Occupied Housing including homebuyer assistance in City of Avondale: 1 LMI Household Assisted (< 80% AMI). CHDO Habitat for Humanity Central Arizona, ($145,949.00 CR ($117,006.00 PY24+ $28,943.00 PY26)) Acquisition and New Construction of Single-Family Owner-Occupied Housing in City of Avondale: 1 LMI Household Assisted (< 80% AMI). CHDO Arm of Save the Family Foundation, ($254,339.00 CR ($239,329.00 PY24+ $15,010.00 PY26)) Acquisition and Rehabilitation of Single-Family Housing for Rental in Unincorporated Mesa UC: 1 LMI Household Assisted (< 60% AMI). CHDO Native American Connections, ($370,000 EN) Acquisition and Rehabilitation of Single-Family Housing for Rental in City of Surprise: 2 LMI Household Assisted (< 60% AMI). Guadalupe CDC, ($270,000 EN) Acquisition and New Construction of Single- Family Owner-Occupied Housing including homebuyer assistance in Town of Guadalupe: 1 LMI Household Assisted (< 80% AMI). Housing for Hope, ($359,000.00 EN) Acquisition and Rehabilitation of Single- Family Housing for Rental in UC West Valley: 1 LMI Household Assisted (< 80% AMI). City of Peoria ($256,598.00) in Partnership with Habitat for Humanity Central Arizona, Acquisition and New Construction of Single-Family Owner-Occupied Housing including homebuyer assistance: 1 LMI Household Assisted (< 80% AMI). Town of Gilbert ($302,734 EN) in Partnership with Arm of Save the Family, Acquisition and Rehabilitation of Single-Family Housing for Rental: 1 LMI Household Assisted (< 60% AMI). City of Surprise ($201,398 EN) in Partnership with Native American Connections, Acquisition and Rehabilitation of Single-Family Housing for Rental: 1 LMI Household Assisted (< 60% AMI). 7 Project Name HOME: TBRA Target Area Countywide Low/Mod Eligible Goals Supported 3C Tenant-Based Rental Assistance Needs Addressed Affordable Housing Funding HOME: $1594,544.88 ($1,254,708 EN + $339,836.88 Program Income) Maricopa County | Human Services Department | Housing and Community Development Page | 41 Description The County will fund tenant based rental assistance (TBRA) for eligible low- to moderate income households. TBRA will be managed by each participating Consortium member: Chandler, Glendale, and Scottsdale. This amount includes $1,254,708 from the FY 2026 HOME annual allocation and HOME PI in the amount of $339,836.88. Chandler ($385,576.00 EN + $7,997.22 PI): 10 LMI Households Assisted (< 50% AMI). Glendale ($596,698.00 EN + $125,839.66 PI): 50 LMI Households Assisted (< 80% AMI). Scottsdale ($272,434.00 EN): 20 LMI Households Assisted (30% below AMI and 50% or more cost burdened). Tempe ($206,000 PI): 15 LMI Households Assisted (< 80% AMI). Target Date 6/30/2029 Estimate the number and type of families that will benefit from the proposed activities Tenant-based rental assistance: 80 Households Assisted (See breakdown by HOME Consortium member in the Planned Activities) Location Description Countywide, eligible. Planned Activities Tenant based rental assistance for eligible low- to moderate-income households. The PY 2026 total outcome total includes: Chandler ($385,576.00 EN + $7,997.22 PI): 10 LMI Households Assisted (< 50% AMI). Glendale ($596,698.00 EN + $125,839.66 PI): 50 LMI Households Assisted (< 80% AMI). Scottsdale ($272,434.00 EN): 20 LMI Households Assisted (30% below AMI and 50% or more cost burdened). Tempe ($206,000 PI): 15 LMI Households Assisted (< 80% AMI). 8 Project Name HOME: Housing Rehabilitation Target Area Countywide Low/Mod Eligible Goals Supported 3A Owner-Occupied Housing Rehabilitation Needs Addressed Affordable Housing Funding HOME: $187,616.96 ( $181,531 PY26 EN + $6,085.96 PI) Description The County will fund housing rehab activities for low- to moderate-income households. Target Date 6/30/2029 Estimate the number and type of families that will benefit from the proposed activities Homeowner Housing Rehabilitated: 5 Household Housing Unit Location Description Countywide, eligible. Planned Activities Planned activities include single-family housing rehab (14A). City of Avondale ($187,616.96 ( $181,531 PY26 EN + $6,085.96 PI))– Activity will provide owner-occupied housing rehabilitation to approximately 5 owner- occupied LMI households including direct delivery costs. 8 Project Name ESG25: Maricopa County Target Area Countywide Low/Mod Eligible Maricopa County | Human Services Department | Housing and Community Development Page | 42 Goals Supported 4A Shelter Operations & Services 4B Homeless Prevention & Rapid Rehousing Needs Addressed Addressing Homelessness Effective Program Administration Funding ESG: $258,475.00 Description The County will fund emergency shelter operations and rapid rehousing rental activities to help prevent individuals and families from returning to homelessness. Rapid rehousing activities will include short to medium-term rent and move-in assistance, case management based on client’s needs, and utility assistance based on client needs. Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Homeless Person Overnight Shelter: 300 Persons Assisted Rapid Rehousing: 25 Households Assisted Location Description Countywide, eligible. Planned Activities Planned activities include emergency shelter and rapid rehousing, and admin of the program. ESG Admin (7.5%): $19,385.00 A New Leaf – Rapid-Rehousing (Activity): $47,818.00 UMOM New Day Centers - Family Emergency Shelter: $191,272.00 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 2 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, Fountain Hills, Gila Bend, Guadalupe, Litchfield Park, Tolleson, Wickenburg, and Youngtown. HOME resources are allocated to Consortium members by a pre-determined allocation formula as allowable by the HOME program. HOME funds do not have a geographic target, however all households benefitting from HOME must be low- to moderate-income. A portion of Maricopa Urban County CDBG funding is allocated based on a competitive process and the quality and quantity of applications received. Direct services such as public services and housing rehab do not target areas, but must target eligible low- to moderate-income individuals. Public improvements target low/mod areas across the Urban County. See below on how the County will determine these areas. Geographic Distribution Table 11 - Geographic Distribution Target Area Percentage of Funds Countywide Low/Mod Eligible 100% Rationale for the priorities for allocating investments geographically. Maricopa County | Human Services Department | Housing and Community Development Page | 43 Maricopa County will make funds supporting the Urban County and HOME Consortium available for eligible low- to moderate-income households county-wide. CDBG funds may be eligible through direct services to individuals and households, or respectively as designated by HUD, low/mod clientele (LMC) and low/mod households (LMH). When activities target a low/mod area (LMA), the eligibility of the area will be determined by HUD’s Low Mod Income Summary Data (LMISD). HOME funds are provided to create affordable housing for eligible LMI households in the County. ESG funds are targeted to homeless individuals and families, and to services that prevent homelessness. When the County has identified public facility or infrastructure improvement activities, the activities will primarily serve a community or neighborhood (LMA). These activities are said to have an “area-wide” benefit. Per HUD requirements, these areas must be within an eligible census block group tract, as defined by HUD-CDBG regulations. A low/mod block group tract is defined by HUD as an area that is primarily residential and where at least 51 percent of the residents are low- and moderate-income persons. To determine census block group tracts, the County will be utilizing HUD’s CDBG Low Mod Income Summary Data (LMISD) from the HUD Exchange website, which has defined the eligible tracts within the jurisdiction. The identified census block group tracts that are considered low-moderate income can be found on the HUD Exchange website at: https://www.hudexchange.info/programs/acs-low-mod-summary-data/ Discussion Low-Income Households A household is considered low-income if it earns less than 80% of the area median income. A tract is considered to have a concentration of low-income households if the tract median household income is less than 80% of the area median household income. The Urban County’s area median income is $86,880 and low-income is estimated at $69,504. Based on this criteria, there are a concentration of low-income tracts surrounding the cities of Surprise, Peoria, Glendale, Avondale, Buckeye, Tempe and Mesa. There are also scattered tracts south of Chandler and to the southwest border. Maricopa County | Human Services Department | Housing and Community Development Page | 44 Affordable Housing AP-55 Affordable Housing - 91.420, 91.220(g) Introduction Maricopa County recognizes the need to support and increase affordable housing stock throughout the county. This section outlines the Affordable Housing goals for 2025-2026. The tables below outline the numbers of households supported and the number of affordable housing units that will be provided by program type. The first two tables include goals with HOME funding (Maricopa Urban County and Consortium members). The third and fourth tables are inclusive of CDBG and ESG (Maricopa Urban County and Consortium members) to show a combined commitment to affordable housing through multiple funding streams. Affordable Housing with HOME Funding Table 12 - One Year HOME Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households to be Supported by Household Type Homeless 12 Non-Homeless 86 Special-Needs 0 Total 98 Table 13 - One Year HOME Goals for Affordable Housing by Support Type One Year Goals for the Number of Households Supported by Activity Rental Assistance 80 The Production of New Units 7 Rehab of Existing Units 0 Acquisition of Existing Units 6 Total 98 Affordable Housing with CDBG and/or ESG Funding Table 14 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households to be Supported by Household Type Homeless 30 Non-Homeless 50 Special-Needs 0 Total 80 Table 15 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Type One Year Goals for the Number of Households Supported by Activity Rental Assistance 80 The Production of New Units 7 Rehab of Existing Units 0 Acquisition of Existing Units 6 Total 98 Discussion Please see the AP-35 Projects section to view a detailed description of the HOME-funded projects. Also refer to individual Consortium member Action Plans for detailed descriptions of their CDBG projects. Maricopa County | Human Services Department | Housing and Community Development Page | 45 AP-60 Public Housing - 91.420, 91.220(h) Introduction The Housing Authority of Maricopa County (HAMC) is the local public housing authority. HAMC's public housing inventory includes 1,862 units and 1,461 Housing Choice Vouchers (HCVs). Its mission is to improve the quality of life and strengthen communities by developing and sustaining affordable housing programs that increase options and promote self-sufficiency. This section describes the housing authority's planned actions to address the public housing needs in Maricopa County and how they will encourage participation in public housing programs and homeownership. Table 16 - Public Housing HUD HOUSING AUTH. CODE HOUSING AUTHORITY NAME PROGRAM TYPE PUBLIC HOUSING/ UNITS DEVELOPMENTS HOUSING CHOICE VOUCHERS AZ003 Glendale Combined 155 1 1,065 AZ009 Maricopa County Combined 0 14 1,738 AZ028 Chandler Combined 303 5 495 AZ031 Tempe Section 8 0 0 1,169 AZ032 Scottsdale Section 8 0 0 735 Actions planned during the next year to address the need for public housing. The Housing Authority of Maricopa County (HAMC) will not only manage its traditional public housing units and Housing Choice Vouchers (HCVs), but will also work to expand affordable housing options within Maricopa County. The organization will actively pursue specific development projects to increase housing capacity for low- income and underserved populations, and will also prioritize making its properties more energy efficient. Heritage Senior Apartments received an award of $9.1 million from HUD under their Section 202 program to develop 99 one-bedroom units that will be affordable to seniors. The project also received a reservation of $2,080,000 in Low Income Housing Tax Credits (LIHTC) from the Arizona Department of Housing in June 2022. Debt and Equity Financing closed December 2023 and began construction January 2024. Heritage Senior Apartments will be located next door to the City of Surprise’s new Senior Center which will also start construction in 2024. The property from virtue of its design and location will offer a plethora of services to our seniors. The plan is to start leasing affordable units to seniors starting in PY 2025. Norton Circle Apartments was completed in the summer of PY 2024, and started leasing in the program year. The development has 100 one, two, and three- bedroom affordable units. This is HAMC’s first project as sole developer and will include 50 Project Based Vouchers (PBVs). The goal in PY 2024 will be to utilize its separate community building for various services and programming. Estrella Springs and Suncrest Vista is a Tax-Exempt Bond Project that will secure 640 affordable multifamily units (senior and family) on 28 acres of land in partnership with Dominium. Construction is underway and scheduled to be completed in Quarter 4 of 2025. Actions to encourage public housing residents to become more involved in management and participate in homeownership. HAMC offers a Family Self-Sufficiency (FSS) program for the Housing Choice Voucher (HCV) program. FSS is a voluntary program designed to help participants work towards achieving economic independence. Each HAMC office provides informational handouts and referrals to help residents find resources tailored to their needs. Collaborations with local nonprofits and government agencies, including the Maricopa County Human Services Department (MCHSD), have expanded the resources available to residents. Setting goals is a requirement of the FSS program. Residents and clients have successfully improved their credit scores, obtained GED certificates, pursued higher education, earned workforce/technology certificates, increased their incomes, and reduced reliance on assistance. Participating households who have completed the FSS program will receive an accrued Maricopa County | Human Services Department | Housing and Community Development Page | 46 escrow to assist in achieving homeownership. Resident Services provides wraparound services to HAMC public housing residents to bridge the economic and self-sufficiency gaps that can lead to eviction and/or homelessness. Eligible households receive Resident Emergency Food and Household Supplies. Participating households will also receive personal case management that include: housing stability and eviction prevention information, senior independence and care, mental health, childcare support, parenting referral, financial coaching, health and government assistance applications and support services, domestic violence and child abuse prevention, teen support services, housekeeping information. HAMC will continue to assess current service offerings inventory. Based on interviews with internal subject matter experts, HMAC identified the Four Pillars of Resident Services: Childcare; Before and After School Programming; Education/Workforce; and Health & Housing Stability. If the PHA is designated as troubled, describe the way financial assistance will be provided. Not applicable. The Housing Authority of Maricopa County is considered a “Standard” PHA. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County | Human Services Department | Housing and Community Development Page | 47 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) Introduction The Maricopa Association of Governments (MAG) is the lead agency of the local Continuum of Care (CoC) comprising over 65 local organizations and member municipalities. MAG serves as a platform for local governments to collaborate on issues impacting the lives of residents in the area. It provides resources, training, administers the homeless data collection system, and coordinates the annual Point-in-Time count. The CoC's objective is to bring communities together to prevent and eliminate homelessness in Maricopa County. 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: Maricopa County continues its commitment to exploring innovative opportunities that can enhance housing placements and effectively reduce the homeless population in Maricopa County. With the support of the Board of Supervisors, Maricopa County Human Services Department (MCHSD) has established a dedicated Homeless Initiatives Division (MCHID) to implement and oversee comprehensive strategies addressing homelessness. MCHSD can increase its funding by tapping into resources from the private sector, the faith-based community, and other community-based organizations. Through collaborative efforts, MCHID endeavors to strengthen partnerships with neighboring localities and municipalities, fostering a regional approach to combat homelessness. By cultivating these regional solutions, the aim is to create more diverse opportunities for housing placements, ultimately striving to make homelessness a rare, brief, and one-time occurrence. The Maricopa Association of Governments (MAG) is the lead agency of the local Continuum of Care (CoC). MAG is responsible for administering the Coordinated Entry System (CES) in the CoC area. The CES is a consistent, streamlined process for accessing local available resources in the homeless response system. CES provides a process to ensure that the highest need, most vulnerable households in the community are prioritized for services and that the housing and supportive services in the system are used as efficiently and effectively as possible. Coordinated Entry Access Points serve as physical points of contact for persons experiencing homelessness. These points of engagement can be either stationary or mobile to connect individuals or families experiencing homelessness with the homeless response system. Mobile access points are needed as unsheltered homeless are spread throughout the CoC area. Addressing the emergency shelter and transitional housing needs of homeless persons. Maricopa County’s plan for the investment and use of available resources and one-year goals for reducing and ending homelessness includes utilizing Emergency Solutions Grant and the Community Development Block Grant’s public service allocation to fund emergency shelter operations and Rapid Rehousing for families, individuals, justice engaged households, and youth experiencing homelessness. These activities are a high priority as described in the Five-Year Strategic Plan. Funded shelters have recently included A New Leaf and UMOM New Day Centers. A New Leaf helps individuals and families overcome homelessness, domestic violence, and other crisis situations. A New Leaf’s homeless shelters provide safety, basic needs, and comprehensive services that support vulnerable families and individuals UMOM Ne Day Centers provides emergency shelters and a full slate of vital wraparound services. The shelters accept individuals, families with children, single-women, and veterans and their families. 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: There is a significant number of homeless individuals and families in the CoC area (AZ-502 Phoenix, Mesa, Maricopa County CoC). As of the latest 2023 Continuum of Care Homeless Assistance Programs Homeless Maricopa County | Human Services Department | Housing and Community Development Page | 48 report, which is reported to HUD by the Maricopa Association of Governments, there were a total of 7,738 homeless individuals surveyed on the night of PIT count (1/23/2023). Of this total, 4,443 were unsheltered, and 563 were from households with at least one adult and one child. The Point-in-time count for 2024 took place on January 23, 2024 and the Maricopa Association of Governments is expected to release the results in May of 2024. There is a significant and steadily growing need in Maricopa County to quickly transition people experiencing homelessness into permanent housing and provide them with the necessary services. Maricopa County intends to use ESG, CDBG public service funds, and general funds as available to enhance the process of moving people from homelessness to permanent housing and independent living. Additionally, the County will continue to allocate funding from ARPA to support vulnerable individuals experiencing homelessness. Several permanent supportive housing facilities are located within the CoC area that reach out to various homeless subpopulations such as families with children, veterans, and unaccompanied youth. These include the Cities of Chandler, Tempe, Scottsdale and Mesa’s VASH program for veterans. UNOM New Day Centers runs its Parsons Village location which provides family units. Arizona Behavioral Health Corporation also runs several permanent supportive housing sites across the CoC area for families with children and chronically homeless individuals. A New Leaf provides transitional housing for families at its Bridge to Housing facility. 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. In addition, Maricopa County dedicates ESG resources, and CDBG as discussed above, to support the regional effort to end homelessness. Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal justice leaders and human services partners including MCHSD which aims to reducing offender recidivism. It is bolstered by decades of careful research and seeks a more efficient, targeting of scarce resources to where they will be most effective. It aims to enhance long-term public safety, reduce the collateral damage crime inflicts on children, families, victims, and neighbors. Senior and Adult Independent Living Program – Funds will be provided through the County general fund and Area Agency on Aging to provide in-home case management for the elderly and people with physical disabilities aged 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. Utility Repair/Replacement Program – Funds will be provided through private funds to complete repair/replacement of utility related appliances for the elderly, disabled, families with children and other low-income County residents. Head Start and Early Head Start – This division of HSD utilizes federal funds to provide comprehensive child development programs for children 0 – 5 years of age, pregnant women, and the families to prepare children for future success in school and to support parents as their child’s primary nurturer and educator. Workforce Development - Operates two comprehensive One-Stop Career Centers called Arizona @ Work: Maricopa County. Funds will serve job seekers and youth between the ages of 16-24 to help them further their education and employment goals. Arizona @ Work: Maricopa County is also conducting several pilot programs with services targeted at specific populations including US Veterans, individuals dealing with homelessness and those with criminal justice challenges. Maricopa County | Human Services Department | Housing and Community Development Page | 49 Discussion: Address the housing and supportive service needs for persons who are not homeless but have other special needs (i.e., elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with alcohol or other drug additions), persons with HIV/AIDS (and their families), and public housing residents: The Maricopa County Human Services Department will help people who are not homeless but have special needs by using CDBG funding to prevent evictions and support emergency home repair and rehabilitation for low-income households. Public services for special needs will provide basic necessities to reduce other expenses and maintain housing stability. These services will focus on specific groups such as the elderly, people with disabilities, and victims of domestic violence. Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County | Human Services Department | Housing and Community Development Page | 50 AP-75 Barriers to affordable housing - 91.420, 91.220(j) Introduction Public policies aim to address community needs, yet they sometimes unintentionally impact affordable housing and residential investments, creating barriers to their development. Affordable housing and residential investments are essential for promoting fair housing within communities, as they support equitable access to safe and stable housing. To mitigate the adverse effects of such policies and advance the Fair Housing Act's objectives, the U.S. Department of Housing and Urban Development (HUD) requires entitlement grantees to affirmatively further fair housing. For this purpose, the Consortium conducted an analysis of impediments to fair housing choice identifying key impediments to fair housing in Maricopa County: 1. Public Resistance to Affordable Housing: A persistent NIMBY (Not in My Backyard) mentality hinders affordable housing projects. This highlights the need for public education to foster support for multi- family and affordable housing developments. 2. Funding Shortages: Inadequate funding limits the scope of housing, homelessness services, and community development programs, leading to long waiting lists and prolonged waits for affordable housing within the HOME Consortium. 3. Aging Population Growth: Maricopa County’s elderly population has increased significantly, driving up the demand for specialized housing and support services for older adults. 4. Decline in Missing Middle Housing: There’s a shortage of duplexes, triplexes, and townhomes, which offer more affordable options. The decrease in these “missing middle” housing types restricts affordable housing access for many residents. 5. Insufficient Affordable Housing Incentives: Cities like Glendale, Surprise, and Tempe have recognized the need for additional economic and planning incentives to attract more investment in affordable housing. 6. Limited Vacant Residential Land: Rapid growth has led to a decline in available residential land, particularly in areas like Chandler, Peoria, Scottsdale, Tempe, and Gilbert. This shortage calls for strategic planning to maximize undeveloped parcels and promote redevelopment that includes affordable housing. 7. Decreasing Housing Affordability: Housing costs have risen faster than household incomes, creating a widening affordability gap. Between 2012 and 2022, both home values and rents increased substantially, while median household incomes grew at a slower pace, adding financial strain for residents seeking affordable options. Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. Maricopa County recognizes that there are important steps to mitigate barriers to affordable housing, including a combination of strategic planning, legal and financial actions. The County’s strategy to address barriers to affordable housing are based around these recommendations: Action 1: Actively Educate the Public on Affordable Housing Needs. County Supervisors and city council members in the Maricopa Consortium play a vital role in supporting housing programs. They should educate the public on affordable housing needs to foster support for increased funding. A public education campaign can correct misinformation and reduce NIMBYism, which a 2019 survey identified as a barrier to affordable housing development. Ongoing outreach is essential to change perceptions about the benefits of affordable housing. Action 2: Facilitate Missing Middle and Multi-Family Rental Housing. Maricopa County | Human Services Department | Housing and Community Development Page | 51 Maricopa County needs to address the missing middle housing due to restrictive zoning laws, local opposition, economic disparities, and investor activities. To overcome the dominant type of single-family housing and the shortage of rental housing, developing more missing middle housing is essential. Action 3: Increase Funding and Incentives for Affordable Housing and Other Multi-Family Housing. The success of new affordable housing development is heavily dependent on available financing. Financing resources include not only banks and the federal government but also the state and local government and private foundations. The use of economic and planning-related incentives to stimulate new affordable housing development are needed to expand housing options. Action 4: Inventory Surplus Land for Affordable and Workforce Housing. Many city and county departments and school districts acquire property for a range of public services and infrastructure. An assessment of available locally owned public lands that have been acquired but not required for future use should be conducted. These lands may be reprogrammed for affordable housing projects by local housing authorities or offered for resale to prospective affordable housing developers. These parcels should be actively marketed on an on-going basis to the real estate and construction industries. While any one of these recommendations are unlikely to be the sole solution to affordable housing needs, their combined impact will be substantial and contribute to a reduction in the county’s housing shortages. Implementation of these actions and recommendations by Maricopa County and municipal officials will not only build on adopted public policies and housing programs but offer new or expanded actions to stimulate and increase the supply of affordable and workforce housing for existing and future Maricopa County households. Local Specific Actions Avondale: Avondale is mandated to allow at least one attached and one detached ADU per lot in single-family residential zones, with additional provisions for larger lots and affordable units. Gilbert: The Town is continuing to grow with new development and although the town does not have a primary property tax, the cost to purchase land remains at a premium; there are also a limited number of smaller lots that are vacant or in need of redevelopment. In addition, the cost of housing is above average compared to surrounding municipalities. Based on the City’s 2024 Human Services Needs Assessment, which identified Housing Stability as a priority need, Gilbert will continue to pursue the development of additional safe, affordable housing and emergency/transitional housing. Actions include targeting assistance to cost-burdened at-risk of homelessness; emergency short-term temporary shelter assistance funding; housing workshops in older neighborhood locations; housing advocacy; and bilingual housing resource workshops on various housing maintenance topics. Glendale: The City of Glendale is facing significant challenges in providing affordable housing due to rising costs, a limited supply of affordable units, and restrictions on developable land. Home prices have increased by over 50% in recent years, making ownership unattainable for many, while rental rates have also risen sharply, leaving many renters financially strained. The pace of housing development has not kept up with population growth, resulting in a shortage of affordable options for low- and moderate-income (LMI) households. Increasing housing density may be necessary to address these issues. To respond to these challenges, the City plans a multi-faceted strategy aimed at increasing housing supply and managing costs. This includes expanding Low-Income Housing Tax Credit (LIHTC) projects to promote the development of affordable units, continuing fee waivers for LIHTC projects to reduce costs, and enhancing funding for Tenant-Based Rental Assistance (TBRA) and housing rehabilitation programs to alleviate residents' financial burdens. Peoria: The City of Peoria is pursuing several strategies, including public education campaigns to reduce NIMBYism and build support for affordable housing. The City supports zoning reforms to enable “missing middle” housing types and multi-family development and is exploring increased funding through tax credits, density bonuses, and partnerships. Peoria also plans to identify and market surplus public land for affordable and workforce housing opportunities, aligning with broader county recommendations. Maricopa County | Human Services Department | Housing and Community Development Page | 52 Scottsdale completed an updated Housing Needs Assessment in 2025. To meet the city’s housing needs over the next five years, Scottsdale must actively implement a combination of strategies. These strategies build upon: a. Housing and Growth Area policies established in the Scottsdale General Plan 2035, b. Findings from the 2022 City Housing Inventory and Affordability Analysis. c. Recommendations from the 2024 Maricopa HOME Consortium Analysis of Fair Housing Choice. The cities of Chandler, Surprise and Tempe participated in the strategic planning, and do not have any further local specific actions. Maricopa County | Human Services Department | Housing and Community Development Page | 53 AP-85 Other Actions - 91.420, 91.220(k) Introduction This section discusses Maricopa County’s efforts in addressing underserved needs, foster and preserve affordable housing, reducing lead-based paint hazards, decrease the number of poverty-level families, and developing institutional structures for delivering housing and community development activities. See the Appendix for individual actions planned by members of the HOME Consortium. Actions planned to address obstacles to meeting underserved needs: As mentioned before, there is a shortage of affordable housing in Maricopa County, which is a challenge for residents. Additionally, there is a need for funding to support housing and homelessness services, including supportive services, and the funding to undertake community development projects far exceeds the resources available within our community. To tackle these obstacles in meeting underserved needs, the Consortium has planned the following actions: Continued participation on the Maricopa Regional Continuum of Care Board. Continued participation by Maricopa County in Funder's Collaborative opportunities to align strategies to ending homelessness. Continued participation in the Regional Collaborative on Homelessness to develop strategies to address homelessness throughout Maricopa County. Seeking new resources that will increase the funding available for affordable housing and community development programs. Continued advocacy by members of the CDAC regarding the preservation of HUD resources for housing and community development. Technical assistance by Maricopa County Human Services Department - Housing and Community Development Division staff to individual jurisdictions in managing funded projects effectively to ensure maximum community benefit. Actions planned to foster and maintain affordable housing. To foster affordable rental housing opportunities for low-income or homeless persons, Maricopa County will: Utilize funding to foster new affordable homeownership opportunities for low-income families in the Urban County through new construction or acquisition and rehabilitation for resale. Use ESG and CDBG Public Service resources to fund emergency shelter, and short to medium term Navigation and Rapid-Rehousing for people experiencing homelessness. Monitor multi-family rental development projects in order to maintain the number of decent, safe, and affordable rental units available. Monitor to identify and remedy projects out of compliance, thereby enhancing and preserving the existing supply rental unit available and accessible to low-income families. To support affordable housing for current homeowners, Maricopa County provide emergency home repair services addressing critical life and safety repairs that help homeowners remain in their homes. Subject to local priorities, ordinances and the preferences of local governing bodies, examples of items that the Maricopa HOME Consortium may undertake are: Waive or abate permitting and development fees for priority affordable housing development and targeted redevelopment approved by local governing bodies. Promote the use of alternative labor in housing programs through self-help initiatives (Habitat for Humanity). Assess local zoning, subdivision, zoning and impact fees to foster affordable housing production pursuant to priorities set by local governing bodies. Grant density bonuses, clustering, rezoning of vacant land, flexible setback requirements, adaptive re-use, inclusionary zoning, and other incentives to priority affordable housing projects for production and preservation. Maricopa County | Human Services Department | Housing and Community Development Page | 54 Implement expedited permit processing for priority affordable housing production. Encourage municipal and county Industrial Development Authorities (IDAs) to allocate surplus revenues for locally identified affordable housing and revitalization priorities and uses by agreement with local governing bodies. Encourage annual reporting by IDAs to local governing bodies on the investment and volume of surplus revenues. Monitor and update building codes to provide for cost effective construction and quality manufactured housing development. Continue to inventory surplus local and county land and improvements for their use in affordable housing production. Execute land banking where prudent and feasible pursuant to local objectives. Actions planned to reduce lead-based paint hazards. Maricopa County will be focused on reducing lead-based paint hazards in the course of this Consolidated Planning Period. Actions planned include: Participation as a member on the Arizona Lead Poisoning Prevention Coalition, a state-wide group of governmental, Medicaid/Health Plans, healthcare, community services, education, and more with a common goal of reducing lead poisoning among children. Strengthening partnerships with the Maricopa County Department of Public Health, local non-profits, and local governmental organizations aimed at reducing lead-based paint hazards. The Maricopa HOME Consortium will continue to comply with all lead-based paint (LBP) requirements imposed by HUD and will continue to direct resources to eliminate lead-based paint in its housing. Pursuant to CFR 36.900, Consortium members will continue to address, monitor, evaluate and reduce lead-based paint hazards throughout the community through their housing improvement programs, emergency rehabilitation grant programs, and rental rehabilitation programs. Consortium members will approach all pre-1978 units participating in its Rehabilitation Programs with a presumption of lead-paint hazards. As applicable, members will contract with Environmental Protection Agency (EPA) certified lead paint firms for assessment and abatement activities in the rehabilitation programs. To reduce the number of housing units with lead-based paint hazards, housing programs require that rental units receiving tenant-based rental assistance must meet minimum quality standards. For units built before 1978 and to be occupied by a family with a child under six years old, all chipped and peeling paint will be removed before assisted occupancy. Rental units constructed before 1978 and rehabilitated with CDBG or HOME assistance are tested, and all lead paint is removed 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 will increase the inventory of lead-safe housing available to extremely low-income, low-income, and moderate-income families in Maricopa County. Actions planned to reduce the number of poverty-level families. The Maricopa County Human Services Department provides a wide array of programs and supportive services to enhance economic, educational, and social opportunities and encourage individual and family self-sufficiency including: Affordable housing programs that serve homeless and justice-involved families. Section 3 opportunities in procurement. Family Self-Sufficiency Programs for assisted housing residents. Support services to TANF families. Community Action Programs, and Head Start Programs. In addition, the Department continues to operate two comprehensive One-Stop Career Centers called Arizona @ Work: Maricopa County. Services offered include: Skill and aptitude assessment Career counseling Resume instruction and review Maricopa County | Human Services Department | Housing and Community Development Page | 55 Labor market and occupational demand information Supportive services (personal, family and emergency). Supplemental financial assistance for select local training/education programs. State-of-the art computer labs and office equipment Job search and job readiness workshops (assessments, resumes, basic computer, job searching, interviewing and Job Clubs). Assist job seekers in loading their resume on the state’s online job board, azjobconnection.gov, to improve search-ability by employers, job developers and Arizona @ Work’s Business Services team; and improve job leads/employment connections. Arizona @ Work: Maricopa County started a program called Smart Justice which involves criminal justice partners that are individually and collaboratively promoting evidence-based practices to reduce recidivism and to promote long-term public safety and cost effectiveness. Smart Justice addresses the most important criminal justice priorities, such as long-term public safety, reducing recidivism, and preventing victimization. In addition to the two One-Stop Centers, Arizona @ Work: Maricopa County operates four youth hubs where services are offered to youth between the ages of 16-24 to help them further their education and employment goals. Arizona @ Work: Maricopa County is also conducting several pilot programs with services targeted at specific populations including Veterans, individuals dealing with homelessness, and those with criminal justice challenges. Actions planned to develop institutional structure. Maricopa County is taking a comprehensive approach to research and enhance existing partnerships It will also work on creating new partnerships with public, private, non-profit, and philanthropic organizations to address specific gaps in institutional structure. Homelessness Initiatives Participate in a partnership that focuses on people exiting jails to homeless destinations in order to reduce recidivism, and connect people experiencing homelessness, and are justice engaged, to appropriate housing and supportive services created from representatives of the Maricopa County Human Services Department, Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa County (HAMC), and Mercy Care. The partnership's mission is to work hand in hand with supportive services, housing providers, physical and mental health services, jails, and policy makers to serve justice-involved homeless individuals and families by connecting them with necessary supports and housing. Work with the Continuum of Care to foster a coordinated entry system for homeless service programs. Participation in the Regional Collaborative on Homelessness to develop strategies and solutions for homelessness across Maricopa County. Participate in existing groups and committees such as Local Jurisdiction Subcommittee, ESG Subcommittee, Maricopa Regional Continuum of Care Board, and Maricopa Regional Continuum of Care Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee, and Ending Veteran Homelessness Subcommittee. Collaboration and Partnership Engage in landlord outreach to local private affordable housing providers during the implementation of the County’s Tenant Based Rental Assistance program in an effort to assist individuals experiencing homelessness and are justice engaged with finding safe and affordable homes. Work to further strengthen linkages between services provided under the umbrella of the Maricopa County Human Services Department. The Divisions of Early Education and Head Start, Community Services, Senior and Adult Services, and Workforce Development work closely with the Housing and Community Development Division. The combined efforts strengthen all divisions and result in a continuum of care encompassing homelessness prevention, rent and utility assistance, help finding employment and/or obtaining training, stable housing, links to homeownership opportunities, and tools for long term financial stability. Leverage non-federal funding for Home Improvement/Rehabilitation Programs, and federal funding for Lead-Based Paint Hazard Reduction, to assist the communities and families in the Urban County. Regional Coordination Maricopa County | Human Services Department | Housing and Community Development Page | 56 Continue to serve as the administrator for the Urban County CDBG and as the Lead Agency for the Maricopa HOME Consortium. Continue to meet monthly in order to benefit from collective information sharing and training. Participation as a member of the Arizona Lead Poisoning Prevention Coalition. Increase linkages between other Maricopa County departments including Correctional Health Services and Public Health and strengthen contact with Real Estate to assist with data capture. Actions planned to enhance coordination between public and private housing and social service agencies. Effective between public and private agencies allows affordable housing and social service agencies and programs to work effectively. Maricopa County benefits from strong partnerships forged with the Regional Continuum of Care, Housing Authority of Maricopa County (HAMC), local cities/towns and Public Housing Authorities, local non-profit organizations, membership in the Arizona Lead Poisoning Prevention Coalition, Arizona Housing Coalition, and participation on the Arizona Partnership for Healthy Communities Steering Committee. Members of the HOME Consortium regularly coordinate with private industry, businesses, private housing developers, non-profit housing providers, and social service agencies through their affordable housing and community development efforts. Members also work closely with the real estate, construction, and finance industries to implement other ongoing HOME and CDBG supported housing rehabilitation and production activities. Maricopa HOME Consortium members competitively award HOME and CDBG funding as applicable to local and federal laws. As a result, much of Maricopa HOME Consortium's HOME funds throughout the county are competitively awarded to non-profit organizations for activities including single-family housing new construction, down payment assistance, owner occupied housing rehabilitation, or new construction of multi-family housing. In some cases, the Maricopa County subrecipients and CHDOs also coordinate with social service agencies to provide activities such as homeownership counseling, career development, youth enrichment and achievement, day care centers, and “Starter Boxes” with essentials for previously homeless tenants to be provided at move-in. Discussion Please refer to the Appendix to review additional Consortium member contributions to this section. Maricopa County | Human Services Department | Housing and Community Development Page | 57 Program Specific Requirements AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction This section describes program specific requirements for the CDBG, HOME and ESG programs. See AP-35 for specific allocation information. Specify the years covered that include this Annual Action Plan: 2026, 2027, 2028 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. Table 17 - CDBG Program Income 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 Table 18 - CDBG Requirements 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate Income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. 100.00% HOME Investment Partnerships Program (HOME) Reference 24 CFR 91.220(l)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: Maricopa HOME Consortium does not use any other form of investment not described in §92.205(b). 2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in §92.254, is as follows: Please refer to the Appendix to review Maricopa County Supplemental Information and additional Consortium member contributions to this section. Recapture: Under most circumstances, Maricopa HOME Consortium members use the Recapture Provision for homeownership projects undertaken by the entities themselves or subrecipients (except as noted below under Resale). These provisions are imposed for the duration of the period of affordability on all HOME-assisted homebuyer projects through a written agreement with the homebuyer and enforced via deed restrictions. The recapture provisions are triggered by any transfer of title, either voluntary or involuntary, during the established HOME period of affordability (see table below for period of affordability definitions). Maricopa County | Human Services Department | Housing and Community Development Page | 58 The amount of homebuyer assistance, which determines the length of the affordability period, is secured with a Deed of Trust and Promissory Note between the low-income owner and the beneficiary (the Consortium member, subrecipient, or CHDO). The amount of homebuyer assistance/recaptured funds includes: Any direct HOME assistance funds which are defined as down-payment assistance, closing cost, housing rehabilitation and/or other eligible cost associated with the purchase of the home, provided to the buyer at the time of purchase 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. In all cases the amount subject to recapture is limited to the net proceeds available from the sale. Net proceeds are the sales price minus the superior loan repayment (other than HOME funds) and closing costs. This limitation applies to all units regardless of the type of recapture provision used or to the nature of the sale (voluntary sales including short sales, and involuntary sales including foreclosures) If there is no direct homebuyer assistance and a development subsidy is provided, then the resale method outlined below must be used. Resale: Under most circumstances, the recapture provisions outlined above will be used in HOME homebuyer activities. However, resale restrictions may be used under the following circumstances: When HOME Program funds are used only as a development subsidy for the construction or renovation of homeownership housing, and no homebuyer assistance is provided, and When a community land trust owns the property. In the case of land trust, the HOME resale restrictions will be enforced through the Land Use Restrictive Agreement (LURA). Resale restrictions will ensure that housing assisted with HOME funds is made available for resale only to HOME program eligible low-income households that will use the property as their principal residence. A Memorandum of Ground Lease and Right of First Refusal are recorded. A “Performance” Deed of Trust is also recorded with the developer as the beneficiary; this ensures the developer is notified in the event the owner of the improvements attempts to refinance or transfer the property. HOME regulations 24 CFR 92.254 (a)(5)(i)(A) allows for the restriction to be extinguished by a third-party lender in the event of foreclosure, transfer in lieu of foreclosure or assignment of an FHA mortgage in order to clear title. The County permits CHDOs and Consortium Members to use rights of first refusal or other means to intervene and preserve the affordability of the unit. Cont’d – HOME Investment Q2 Periods of affordability. The HOME-assisted housing must meet the affordability requirements for not less than the applicable period specified in the following table, beginning after project completion. NOTE: These are the minimum affordability periods required by regulation, affordability periods can be adjusted to longer terms to meet individual program needs. Homeownership assistance HOME amount per-unit Minimum period of affordability in years Under $15,000 5 $15,000 to $40,000 10 Over $40,000 15 New Construction over $40,000 20 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 direct HOME assistance which is defines as down-payment assistance, closing cost, housing rehabilitation and/or other eligible cost associated with the purchase of the home. The amount subject to Recapture: In all but the cities of Maricopa County | Human Services Department | Housing and Community Development Page | 59 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 City of Avondale permits the amount subject to recapture to be reduced based on a pro rata reduction during the affordability period or a Co-Investor model which is calculated based on the percentage of investment *. 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 superior loan repayment (other than HOME funds) 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. * City of Avondale: (See Consortium Contributions for additional details) The “co-investor model” of recapture states that: “the amount or recaptured funds due to the City on sale or transfer, voluntary or involuntary, shall be calculated based on the percentage of the home assistance subsidy, as a percent of the initial purchase price, rounded to the nearest tenth. If the full amount of HOME recapture is not available from the proceeds of the sale, the amount will be reduced based on the proceeds available. Avondale will use this model on all project except new construction for community land trust which will adopt a recapture provision that is forgivable at a rate of 20% per year for 10 years for all loans of $15,000 or less and 10% per year for 10 years for loans between $15,000-$40,000. Cont’d – HOME Investment Q3 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. Capital improvements are defined as a permanent structural alteration or repair to the property that improved it substantially, thereby increasing its overall value. That may come with updating the property to suit new needs or extending the life of the property. However, basic maintenance and repair are not considered capital improvements (i.e., replacing worn or dated components such as appliances or carpet). The value of capital improvements to the property will be determined by an appraisal, if any. A reasonable range of low-income buyers are defined as being buyers who meet the HOME program eligibility requirements including a household income of less than 80% of the area median income. Affordable to a range of low-income buyers requires that 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. Newtown CDC, the only HOME Consortium subrecipient using Maricopa County | Human Services Department | Housing and Community Development Page | 60 resale restrictions, will bring the property up to the minimum standards before reselling the property to a low- income household. 4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: The Consortium does not permit the use of HOME funds to refinance existing debt. 5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)). The TBRA program does not have a preference for persons with a disability or special needs groups, however assistance must target low- to moderate-income households. The preference is to address housing instability in the County and help low- to moderate-income households avoid homelessness. 6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)). The TBRA program does not have a preference for persons with a disability or special needs groups, however assistance must target low- to moderate-income households. The preference is to address housing instability in the County and help low- to moderate-income households avoid homelessness. 7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a). In accordance with 24 CFR 92.253(d)(3), an owner of the rental housing assisted with HOME funds must comply with the affirmative marketing requirements established by Maricopa County (PJ) pursuant to 24 CFR 92.351(a). The owner of the rental housing project must adopt and follow written tenant selection policies and criteria, which include that it may give a preference to a particular segment of the population, if permitted in its written agreement with the PJ, such as persons with a disability or other special needs. However; at this time there is no limit to eligibility or preference given to any particular segment of the population with rental housing projects funded by the County’s HOME funds. HOME funds however must target low- to moderate-income households. The County does not discriminate and provides equal access to all eligible households in the HOME program. 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 standards for ESG that were developed by the ESG Subcommittee as a part of the Maricopa Regional Continuum of Care. These standards are used for procurement, implementation, and monitoring of ESG activities. Please see Appendix for performance standards for Street Outreach, Shelter Operations, and Rapid Re-Housing activities. The most up to date standards and performance measures are available at this website “ESG written standards” and “Program performance measures” Policies, Forms, and Manuals for Continuum of Care (azmag.gov) 2. If the Continuum of Care has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system. Maricopa County | Human Services Department | Housing and Community Development Page | 61 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 the best program based on a comprehensive understanding of each program’s specific requirements, target population, and available beds and services. 3. Identify the process for making sub-awards and describe how the ESG allocation is available to private nonprofit organizations (including community and faith-based organizations). The Maricopa County Human Services Department follows Maricopa County policy on grant award and management. Provider agencies for ESG are selected through an open and competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for persons experiencing homelessness, street outreach services, and/or temporary shelter operations. Maricopa County is in a process of continuous consultation with the Maricopa Regional Continuum of Care (CoC), and the process for making Subrecipient awards will be established in collaboration with the CoC. A joint NOFA with 2 one-year options to renew was issued for PY 2024 with ESG and CDBG Public Services funding. 4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG. The 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, rapid re-housing programs or street outreach programs have been surveyed and consulted about services and programs that receive ESG funding. Maricopa County also participates in a robust partnership that is working to end homelessness by starting at the Human Services Campus in Phoenix. The County has consulted with other members of the partnership that represent emergency shelters or other homeless services. The County also plans to utilize the Homeless Program Manager position at MCHSD to assist in reaching out and consulting with formerly homeless individuals. The County engaged individuals that have lived experience through the procurement efforts. Maricopa County Human Services Department does not currently have homeless or formerly homeless persons on the Community Development Advisory Committee nor does the Maricopa County Board of Supervisors, which is the final approval authority for Maricopa County. A representative from a district is called a Supervisor. Currently, Maricopa County has five (5) districts and five (5) Supervisors. Together, the five (5) district representatives, or Supervisors, form the Board of Supervisors. 5. Describe performance standards for evaluating ESG. Please see Appendix for performance standards for Emergency Shelter and Rapid Re-Housing activities. The most up to date performance measures are available at this website “Program performance measures” https://azmag.gov/Programs/Homelessness/Resources-and-Trainings/Policies-Manuals. Discussion Please see discussions above. Maricopa County | Human Services Department | Housing and Community Development Page | 62 Appendix Maricopa County Human Services Department Housing and Community Development Maricopa.gov/HSD