Draft 2024-25 Annual Action Plan

Page 1 of 37 
 
 
 
 
 
 
 
 
 
PUBLIC COMMENT PERIOD 
2024-25 Annual Action Plan is open for public review and comment from 
Thursday, March 14, 2024 through Saturday, April 13, 2024 and is available 
at glendaleaz.com/communityserviceplans. Comments may be sent to 
revitalization@glendaleaz.com through the end of the comment period. 
 
 
City of Glendale 
2024-25 Annual Action Plan

Page 2 of 37 
 
Table of Contents 
 
Plan Section 
Page 
 
 
ES-05 Executive Summary 
3 
PR-05 Lead & Responsible Agencies 
8 
AP-12 Participation 
15 
AP-15 Expected Resources 
16 
AP-20 Annual Goals and Objectives 
20 
AP-35 Projects 
21 
AP-38 Project Summary 
23 
AP-50 Geographic Distribution 
25 
AP-65 Homeless and other Special Needs Activities 
26 
AP-75 Barriers to Affordable Housing 
29 
AP-85 Other Actions 
30 
AP-90 Program Specific Requirements 
33 
 
 
List of Tables 
 
 
 
Table 1.  2020-24 Consolidated Plan Goals 
3 
Table 2.  Total HUD CPD Funding and Expenditures in FY 2020-21 
4 
Table 3.  Grant Responsible Agency Information 
8 
Table 4.  Agencies, Groups, Organizations who Participated 
10 
Table 5.  Other Local/Regional/Federal Planning Efforts 
14 
Table 6.  Citizen Participation Outreach 
16 
Table 7.  Expected Resources – Priority Table 
16 
Table 8.  FY 2024-25 Proposed Outcomes by Consolidated Plan Goal 
18 
Table 9.  Goal Descriptions 
21 
Table 10.  FY 2024-25 Funding Awards 
22 
Table 11.  CDBG and ESG Responsible Agencies 
22 
Table 12.  CDBG and ESG Activity Descriptions 
23 
Table 13.  Geographic Distribution 
26 
Table 14.  CDBG Program Special Requirements 
33

Page 3 of 37 
 
EXECUTIVE SUMMARY 
 
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b) 
 
1. Introduction 
 
As a recipient of Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG) funds 
from the US Department of Housing and Urban Development (HUD), the City of Glendale must submit an 
Annual Action Plan (AAP) under Federal Regulations at 24 CFR Part 91. The purpose of the Annual Action 
Plan is to allocate annual funding from these sources to specific activities that will advance the goals in 
the City’s adopted Five-Year Consolidated Plan for Fiscal Years (FY) 2020-2024. In addition, the AAP 
identifies the City’s housing and community development needs; analyzes the housing market; establishes 
housing and community development priorities, identifies the resources available from CDBG and ESG 
entitlement grants, as well as the HOME Investment Partnership Program (HOME) allocations provided 
through the Maricopa HOME Consortium, and assigns funding to specific activities that further the goals 
of the Consolidated Plan. 
 
This AAP implements the fifth and final year of activities that will address goals established by the City of 
Glendale’s FY 2020-2024 Consolidated Plan.  The City will receive and program the following funding in FY 
2024-25:  CDBG – $2,354,682; ESG – $208,142; and HOME – $775,957.  Activities funded with these 
allocations are discussed in the following sections.  As of publication of this Draft Plan, HUD has not 
provided the City with final allocations of these grants.  During the planning and citizen participation 
processes, the City assumes level funding from last year.  Once the City receives final allocations, the 
activity funding presented in this draft will be prorated to reflect the final actual allocation of funds for 
these grants. 
 
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview 
 
Identified below are the goals that the City of Glendale has identified as the basis for its strategies and 
related activities to be carried out under the 2020-24 Consolidated Plan and related Annual Action Plans. 
Actual activities may vary each plan year and will be based on priorities established during the citizen 
participation planning process and the amount of the City’s annual allocation. All activities funded in this 
AAP further the following adopted FY 2020-24 Consolidated Plan goals. 
 
Goal 1 
Promote Access to Decent Affordable Housing 
Glendale will work to promote access to affordable quality housing throughout the City through 
a variety of activities that may include construction, rehabilitation and replacement of owner and 
renter housing, homeownership assistance, or rental assistance that helps low- and moderate- 
income families obtain and/or maintain decent, safe, and affordable housing. 
Goal 2 
Increase Access to Homeless Services/Housing 
Through its ongoing Strategic Planning process and work with the Maricopa Regional Continuum 
of Care, the City will identify ways to partner with government, nonprofit and private sector 
organizations to offer additional emergency shelter, transitional housing, permanent and 
supportive housing, and necessary supportive services to mitigate crisis situations and promote 
self-sufficiency to homeless people and those at risk of homelessness.

Page 4 of 37 
 
Goal 3 
Increase Access to Public Services for Vulnerable Populations 
Through our funding of nonprofit agencies, the City will provide additional services to support 
low- and moderate-income people, particularly food assistance and senior and youth services. 
Other vulnerable groups may include those with disabilities, victims of domestic abuse, children 
in or aged out of foster care, those suffering from addiction or mental health diseases and others. 
Goal 4 
Provide Educational Programs and Business Assistance 
Through our funding of programs with government and nonprofit providers or collaborative 
partnerships, the City will provide additional services to support low-and-moderate income youth 
and adults with educational programs. Programs can include those that supplement youth 
learning and skills development, job training and skills development for adults, specific 
employment training, financial self-sufficiency training, and direct financial assistance to 
businesses. 
Goal 5 
Enhance Livability of Neighborhoods 
Several areas within the City have significant aging infrastructure needs, particularly related to 
ADA compliance and water systems. Neighborhood enhancements, such as parks, streetscape 
beautification, demolition of unsafe and blighted structures, and exterior commercial 
rehabilitation would also be considered under this category. The City will pursue these strategies 
to enhance livability of neighborhoods in eligible areas or on a spot basis. 
Goal 6 
Affirmatively Further Fair Housing Regulations 
Per 42 U.S.C. §§ 3601-19, the Fair Housing Act, all Federal programs relating to housing and urban 
development be administered in a manner that affirmatively furthers fair housing. 
Table 1. 2020-24 Consolidated Plan Goals 
 
3. Evaluation of past performance 
 
The following section describes the City’s anticipated accomplishments by Consolidated Plan goal for FY 
2023-24:   
 
Goal 1 
1. Home repairs at more than owner-occupied homes through the City’s Home Repair, Roof Repair 
and Exterior Program and emergency repairs through Habitat for Humanity (CDBG).  The City is 
on track to complete repairs at 85 homes before the end of FY 2023-24 
2. New Affordable Unit Development – acquisition and/or construction costs associated with the 
following six (6) projects: 
a. Centerline on Glendale:  368 units ($500,000 – CDBG) 
b. Cielo Apartments – 80 units ($1,287,000 – NSP; $950,000 – ARPA) 
c. Juniper Square – 221 units ($1,000,000 – ARPA) 
d. 67 Flats – 384 units ($235,649 – CDBG; $264,833 – HOME; $2,861,000 – ARPA) 
e. Glendale Senior Apartments – 148 units ($500,000 – HOME) 
f. Unity at Glendale – 105 units ($2,400,000 – ARPA) 
3. Tenant-based rental assistance (TBRA) program in partnership with A New Leaf (HOME).  95 
people in 46 low-acuity homeless households maintained housing 
 
Goal 2 
1. Master Services Agreement – with Central Arizona Shelter Services (CASS) as subrecipient and 
lead agency of the Glendale Homeless Solution Alliance (GHSA), the GHSA has rehoused or 
diverted over 1,500 individuals from homelessness and the provided nearly 62,000 individual 
units of service that include street outreach engagements, coordinated entries, shelter nights,

Page 5 of 37 
 
employment services, case management engagements, as well as other support services such as 
providing food, clothing, bus passes and other basic necessities.  The original $3,394,008 
committed in the first contract is expended, and an additional $2.1 million in funding from the 
HOME-ARP program is committed to continue this work.  The City and CASS converted to a fee-
based results driven contract that simplifies the reimbursement and reporting processes and 
allows the City to monitor performance more efficiently. 
2. Phoenix Rescue Mission – Glendale Works – paid day labor and connection to wrap around 
services to the homeless – $63,076 (CDBG) 
 
Goal 3 
 
In FY 2023-24 the City awarded $353,202 (15% of its CDBG allocation) to the following agencies to provide 
services to vulnerable populations to advance Goal 3 of the 2020-24 Consolidated Plan: 
 
• 
One Step Beyond– Materials and supplies for disabled youth and adult hockey: $16,000;  
• 
A New Leaf – Services for victims of domestic violence: $114,670; 
• 
Chrysalis –  Services for victims of domestic violence: $10,000; 
• 
Glencroft Center for Aging – food pantry – $30,000 
• 
AZ YWCA– nutrition for seniors and the disabled – $89,000;  
• 
Operation Enduring Gratitude– minor home repairs for disabled veterans – $53,800; 
• 
Back to School Clothing Drive– school supplies for low-and-moderate income youth – $15,000;  
• 
Boys and Girls Club– SWIFT Kids youth mentoring and after school programming – $15,000;  
• 
Catholic Charities – Westside Head Start; $9,732.30 
 
These activities are in progress with completion scheduled by June 30, 2024.  To date these agencies have 
assisted 1,566 Glendale residents with the services described above. 
 
Goal 4 
1. Community Center Workforce Development – Phoenix Rescue Mission – $485,596 for workforce 
development services that include individualized assessments, education, skills building, resume 
writing and interviewing.   
 
Goal 5 
1. Café Lighting Project – Phase II installation of café lighting along Glendale Ave between 58th 
Avenue and 57th Drive is currently under construction with completion before the end FY 2023-
24 – $615,000 (CDBG); 
 
4. Summary of citizen participation process and consultation process 
 
The City encourages all stakeholders to participate in the development of Annual Action Plans, the 5-Year 
Consolidated Plan, as well as Substantial Plan Amendments.  These stakeholders include, but are not 
limited to: business owners, non-profit partners, community groups, elected and appointed officials and 
residents – especially those who are low-and-moderate income or are otherwise likely to be beneficiaries 
of CDBG, HOME, and ESG funding.  
 
The Annual Action Plan development process is consistent with the City’s Citizen Participation Plan, 
created in compliance with 24 CFR 91.105, and is shared by each of the members of the Maricopa HOME 
Consortium. The Citizen Participation Plan requires that the City:

Page 6 of 37 
 
 
• 
Hold a minimum of two (2) public hearings related to the development of the Annual Action 
Plan with one (1) public hearing conducted during the development of a draft Annual Action 
Plan and one (1) public hearing conducted after a draft Annual Action Plan is available to the 
public, and within the required 30-day comment period; 
• 
Incorporate the following information into public hearings: 1. the total amount of CDBG, 
HOME and ESG funding available during the upcoming program year, and the possible 
activities that may receive allocations; and 2. the anticipated amount of funding that will 
benefit low-and- moderate income community members, and other applicable elements of 
the Plan; 
• 
Distribute the draft Annual Action Plan to libraries, local housing authorities, and other 
locations (as appropriate) to make the Plan available to a wide public audience; 
• 
Post the draft Plan on the City’s website during the 30-day comment period 
• 
Notify the public of the availability of the draft Plan in a newspaper of general local 
circulation; 
• 
Provide accommodations to persons with disabilities, including the hearing impaired and 
persons with limited English proficiency. 
 
5. Summary of public comments 
 
The FY 2024-25 AAP is available for public comment for a 30-day period starting Thursday, March 14, 
2024, through Sunday, April 14, 2024. The first public hearings was conducted on Thursday, February 15, 
2024 within a regularly scheduled meeting of the City’s Community Development Advisory Committee 
(CDAC).    The second public hearing will be held during the regularly scheduled CDAC meeting on March 
21, 2024 at the Glendale Civic Center located at 5750 W Glenn Drive,  Glendale, AZ 85301 and was 
advertised in accordance with the City’s Public Participation Plan and Arizona Open Meeting Law.  
Comments from these meetings are pending and will be included in the final draft of this Plan prior to 
submission to HUD on or before May 15, 2024. 
 
6. Summary of comments or views not accepted and the reasons for not accepting them 
 
NA – Comments are pending completion of the public hearings and public comment period. 
 
7. Summary 
 
The State of Arizona and the City of Glendale continue to experience significant population and economic 
growth.  With significant growth comes challenges for affordable housing and homelessness, especially 
with the increased demand in both the single-family and multi-family residential markets. While the City 
continues to make progress in increasing the supply of affordable housing units and reducing 
homelessness, continued increasing demand and upward price trends in the housing market ensure that 
these two issues will require continued resource allocation for the foreseeable future.   
 
To mitigate the impacts of these trends, the City of Glendale is working to address affordable housing and 
homelessness through several mechanisms.  Since September of 2022, 1,378 affordable rental units have 
either been brought into service or are under construction.  These units are part of seven (7) LIHTC 
projects In the last year the City has provided financial support for six (6) multifamily affordable housing 
developments that received allocations of Low-Income Housing Tax Credits (LIHTC) from the Arizona 
Department of Housing (ADOH).  In total, HOME funding of Tenant Based Rental Assistance (TBRA), and

Page 7 of 37 
 
through rehabilitation assistance to support low- and moderate-income citizens, with particular 
consideration given to keeping seniors and people with disabilities in their homes. Mortgage/rental/utility 
assistance is also a priority for helping citizens maintain their housing and prevent homelessness. 
 
Glendale will fund public services for low- and moderate-income families through the funding of several 
governmental and nonprofit agencies whose efforts and expertise are critical to maximizing the impact of 
CDBG and ESG funds. Additionally, CARES Act funding will continue to be utilized to meet the needs of 
citizens most impacted by the COVID-19 pandemic, particularly the homeless. 
 
Glendale has succeeded as a community by working in partnership with other agencies throughout the 
West Valley and in Maricopa County by building on each organization’s respective strengths. By tapping 
into the human assets of its community, Glendale can work to ensure that all citizens have an opportunity 
to be independent, productive members of the community who live stable and productive lives. 
 
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 Annual Action Plan and those 
responsible for administration of each grant program and funding source. 
 
Agency Role 
Name 
Department/Agency 
CDBG Administrator 
Glendale 
Community Revitalization Division 
ESG Administrator 
Glendale 
Community Revitalization Division 
Table 3 – Grant Responsible Agency Information 
 
The City of Glendale's Community Revitalization Division, temporarily located at the Glendale Main Public 
Library at 5959 W Brown Street, Glendale, Arizona 85302, is the lead and responsible agency for the 
development of the Annual Action Plan (AAP) for CDBG and ESG funds. The Division also provides all 
HOME-related documentation to the Maricopa County Human Services Department as the lead agency 
for the Maricopa HOME Consortium. 
 
Annual Action Plan Public Contact Information 
 
Ms. Trilese DiLeo, Revitalization Grants Supervisor 
Community Revitalization Division, Community Services Department City of Glendale 
Glendale Main Public Library 
5959 W. Brown Street 
Glendale, AZ 85301 
623-930-3670 
 
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 
 
1. Introduction 
 
Partnerships are the key mechanism by which the City develops and advances community development 
goals, creates strategic initiatives and allocates funding and other resources.   The Community Services 
Department, working collaboratively among its five divisions, currently maintains partnerships with 307

Page 8 of 37 
 
external organizations.  These agencies provide a variety of services that benefit the City’s low-and-
moderate income residents, including, but not limited to: elimination of homelessness through shelter, 
eviction prevention, utility assistance, rapid rehousing, and housing voucher assistance; education; 
workforce development; self-sufficiency and financial literacy programs; home repair assistance; 
development of new affordable rental units; assistance to small businesses; public services that benefit 
vulnerable populations such as seniors, the disabled, youth and victims of domestic violence; and others.   
 
The Department also works collaboratively with other City Departments, funders, elected and appointed 
officials, business owners and representatives and other groups with an interest in increasing housing 
affordability and household self-sufficiency.  
 
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 City provides funding to external agencies that provide services to the residents of Glendale. In FY 
2024-25 the City will fund a variety of human service providers that will provide services to the following 
populations on a limited clientele basis: seniors, the disabled, at risk youth, and survivors of domestic 
violence.  Agencies in consideration for funding in this year’s cycle include: Treasure House, ValleyLife, 
BLOOM365, Boys and Girls Club, A New Leaf, Arizona Opera, Back to School Clothing Drive, Chrysalis, Duet, 
Hope Community Services, New Pathways for Youth, One Step Beyond, Southwest Fair Housing Council, 
and Sun City Area Interfaith Services (aka Benevilla). These agencies provide a variety of housing and 
financial stability, and health-related services to Glendale residents in these target populations. 
 
The City’s Housing Division, which acts as the Public Housing Authority, and the Revitalization Division are 
components of the City’s Community Services Department, and regularly coordinate to address housing 
and homelessness issues in the City.  The Housing Division administers 1,097 Housing Choice Vouchers 
(HVC), 72 Emergency Housing Vouchers (EHV) to rehouse homeless residents, 20 Veterans Affairs 
Supportive Housing (VASH) vouchers to provide housing to veterans, and 11 Foster Youth to 
Independence (FYI) vouchers to support youth ages 18-24 who are exiting the foster care system.  
 
In addition to these voucher-based assistance programs, the City’s Housing Division also oversees two 
unit/site-based programs that provide housing to low-and-moderate-income households, including: 1. An 
allocation of 120 project-based vouchers to support the ongoing operation of two multifamily 
developments currently under construction; and 2. operation of 155 public housing units on three 
campuses.   
 
CDBG funding (both entitlement and CARES Act allocations) administered by the Revitalization Division 
also supports the Housing Division, including providing funds to operate the Landlord Incentive Program 
that provides up to three month’s rent to landlords willing to rent to voucher holders, as well as project 
funding to enhance facilities at the City’s 155 public housing units.  CDBG most recently funded projects 
to upgrade units to HUD Uniform Federal Accessibility Standards (UFAS), replace roofs at two public 
housing sites, and installation of playground and other recreation equipment for the benefit of the City’s 
public housing residents. 
 
In addition, the City consulted with staff from related City departments, including the City’s Community 
Action Program (CAP). CAP assists low-to-moderate income residents experiencing financial hardships or 
crisis. CAP provides various types of assistance to prevent homelessness, such as coaching case 
management through the new THRIVE Program, eviction prevention using CSBG and ERAP funding,

Page 9 of 37 
 
hosting comprehensive resource fairs for their clients, and providing information and referrals to local 
human service agencies. 
 
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. 
 
The City of Glendale is a participant in the Maricopa Regional Continuum of Care (CoC) and is a member 
of the Maricopa Association of Governments (MAG), two regional agencies that address homelessness in 
Maricopa County. The City provides support to the COC and several non-profit partners that provide 
services to alleviate homelessness, including, but not limited to shelter assistance, transportation, street 
outreach and housing navigation, rental subsidies, employment, food and others. 
 
The City participates with MAG’s Continuum of Care Regional Committee on Homelessness and 
Interjurisdictional  Committee which are responsible for implementing elements of the Pathways Home 
Regional homelessness action plan to address homelessness in the Maricopa CoC region. 
 
The City of Glendale also participates with MAG’s Regional Point-In-Time Homeless Street and Shelter 
Count and provides data to HUD for the Housing Inventory Count Report. The City utilizes this data to 
develop strategies to address homelessness. 
 
The City also participates in the ESG Funders Group, which is a collaboration of ESG grantees, including 
the Cities of Phoenix, Tempe and Mesa, as well as Maricopa County and the Arizona Department of 
Economic Security that meet once a month to coordinate and standardize best practices and consistent 
procedures related to the ESG program performance standards and coordinated efforts to address 
homelessness. 
 
Finally, the City also maintains a Homeless Executive Taskforce, which is an internal collaboration among 
several City Departments that encounter homeless residents and/or possess executive level 
decisionmaking authority.  These Departments include the City Manager and Attorney’s Office, 
Transportation, Parks and Recreation, Police and Fire, and Community Services.  Together they develop 
strategies and policy recommendations to address all facets of homelessness, including encampments, 
street outreach, as well as shelter and housing needs.  These discussions monitor existing conditions 
through data analysis, and identify gaps in service needs and resource alignment to address these needs.  
 
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 City receives ESG funds and consults with Continuum of Care (CoC) as part of the process to prioritize 
the needs to address homelessness, the allocation of ESG funding, and performance standards. To ensure 
the participation of the homeless population in the planning process, the City of Glendale engages in 
regional activities and dialogue with the CoC Committee on Homelessness. Examples of successful 
regional collaborative efforts include the regional Annual Homeless Point in Time Count as well 
development of the Pathways Home regional action plan to address homelessness. The City’s 
collaboration is intended to use the most current and accurate information available to design and 
implement necessary housing and human service assistance to bring homeless persons back into our 
workforce, schools, faith-based institutions, and other community institutions as well as facilitate them

Page 10 of 37 
 
becoming stable. The City consulted with the CoC to discuss the best method to allocate funding to non-
profit agencies. As the program progresses, performance standards will be developed based on the needs 
of the community and regulatory guidance. All outcomes are reviewed and measured for effectiveness 
and, efficiency in service delivery and program operation, as well as community impact. 
 
2. Agencies, groups, organizations and others who participated in the process and consultations 
 
1 Agency/Group/Organization 
Glendale Union High School District 
 
Agency/Group/Organization Type 
• 
Regional organization 
• 
Services - Education 
• 
Services - Homeless 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families /w children 
• 
Non-Homeless Special Needs 
• 
Market Analysis 
• 
Anti-poverty Strategy 
• 
Economic Development 
• 
Transportation issues 
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
2 Agency/Group/Organization 
Glendale Community Action Program 
 
Agency/Group/Organization Type 
Services related to the following: Housing; 
Children; 
Elderly 
Persons; 
Persons 
with 
Disabilities; Persons with HIV/AIDS; Victims of 
Domestic Violence; Homelessness; Health; 
Education; Employment; Fair Housing 
 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families /w children 
• 
Non-Homeless Special Needs 
 
What section of the Plan was addressed by
Consultation? 
Housing Need Assessment 
3 Agency/Group/Organization 
Glendale Community Development 
Advisory Committee (CDAC) 
 
Agency/Group/Organization Type 
• 
Planning organization 
• 
Other government – Local 
• 
Business Leaders 
 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families with children 
• 
Homeless Needs - Chronically homeless

Page 11 of 37 
 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
4 Agency/Group/Organization 
Central Arizona Shelter Services (CASS) 
 
Agency/Group/Organization Type 
• 
Regional organization 
• 
Services - homeless 
• 
Services - Health 
• 
Services - Employment 
• 
Service - Fair Housing 
 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families with children 
• 
Homeless Needs - Chronically homeless 
• 
Homelessness Needs - Veterans 
• 
Homelessness Needs - Unaccompanied 
youth 
• 
Non-Homeless Special Needs 
• 
Market Analysis 
• 
Anti-poverty Strategy 
• 
Fair Housing issues 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
5 Agency/Group/Organization 
Glendale Public Housing Authority 
 
Agency/Group/Organization Type 
• 
Housing 
• 
PHA 
 What section of the Plan was addressed by 
Consultation? 
• 
Housing Need Assessment 
• 
Public Housing Needs 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
6 Agency/Group/Organization 
Glendale Chamber of Commerce 
 
Agency/Group/Organization Type 
• 
Regional organization 
• 
Business Leaders 
 
What section of the Plan was addressed by
Consultation? 
• Non-Homeless Special Needs 
• Market Analysis 
• Anti-poverty Strategy 
• Economic Development 
• Transportation issues

Page 12 of 37 
 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
7 Agency/Group/Organization 
Glendale Community Revitalization Division 
 
Agency/Group/Organization Type 
Services related to the following: 
Housing; Children; Elderly Persons; Persons with 
Disabilities; Victims of Domestic Violence; 
Homelessness; Health; Education; Employment; 
Fair Housing; Veterans 
 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families with children 
• 
Homeless Needs - Chronically homeless 
• 
Homelessness Needs – Veterans 
• 
Homelessness Needs - Unaccompanied youth 
• 
Non-Homeless Special Needs 
• 
Market Analysis 
• 
Anti-poverty Strategy 
• 
Economic Development 
• 
Transportation issues 
• 
Public Housing Needs 
• 
Lead-based Paint Strategy 
• 
Fair Housing issues 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
8 Agency/Group/Organization 
Glendale Economic Development Department 
 
Agency/Group/Organization Type 
• 
Planning organization 
• 
Services-Education 
• 
Services-Employment 
• 
Other government – Local 
 What section of the Plan was addressed by 
Consultation? 
Economic Development 
 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination? 
The agency was provided a direct opportunity to 
review and comment on the draft Annual Action 
Plan. 
9 Agency/Group/Organization 
Maricopa Regional Continuum of Care

Page 13 of 37 
 
Table 4. Agencies, groups, organizations who participated 
 
Other local/regional/state/federal planning efforts considered when preparing the Plan 
 
Name of Plan 
 
Lead Organization 
How do the goals of your Strategic Plan overlap 
with the goals of each plan? 
Pathways Home 
Maricopa Association 
of Governments 
(MAG) Continuum of 
Care 
Developed throughout 2020 and 2021 among all 
members of MAG.  This plan provides the framework for a 
regional approach to ending homeless through three 
actions: 1. Commit to work regionally to reduce 
homelessness; 2. Increase safe housing options; and 3. 
Support diverse partnerships to address homelessness. 
Envision Glendale 2040 
City of Glendale, 
Development Services 
Department 
The Envision Glendale 2040 Plan’s Housing Element was 
informed by the 2015 Consolidated Plan and focuses on 
offering a wide variety of housing types that meet the 
range of socioeconomic needs of the City’s current and 
future residents. 
Envision Glendale 2040 General 
Plan Land Use Map 
City of Glendale, 
Development Services 
Department 
The General Plan Land Use Map identifies areas of the 
City in which the City envisions opportunities for different 
zoning densities. 
2020-25 Maricopa County 
Regional Analysis of Impediments 
to Fair Housing Choice 
Maricopa County 
Human Services 
The AIFHC provides information regarding the City’s new 
strategies for informing citizens about Fair Housing laws. 
The lack of affordable and accessible housing for people 
with disabilities, continue to be challenges the City seeks 
to address within this Annual Action Plan. 
Agency/Group/Organization Type 
Services related to the following: 
Housing; Children; Elderly Persons; Persons with 
Disabilities; Persons with HIV/AIDS; Victims of 
Domestic 
Violence; 
Homelessness; 
Other 
government - County Housing/PHA 
Regional organization 
Planning organization 
What section of the Plan was addressed by
Consultation? 
• 
Housing Need Assessment 
• 
Homelessness Strategy 
• 
Homeless Needs - Families with children 
• 
Homeless Needs - Chronically homeless 
• 
Homelessness Needs - Veterans 
• 
Homelessness Needs - Unaccompanied 
youth 
• 
Public Housing Needs 
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to review 
and comment on the draft Annual Action Plan.

Page 14 of 37 
 
City of Glendale Balanced 
Scorecard Strategy Map 
City of Glendale City 
Manager’s Office 
One of the Strategy Map’s four strategic priorities is 
Community Livability, including a safe and inclusive 
environment providing a blend of amenities and 
infrastructure.  HUD CPD-funded programs and services 
advance this section of the City Council  
Table 5. Other local /regional/federal planning efforts 
 
Identify any Agency Types not consulted and provide rationale for not consulting. 
The City did not deliberately exclude any type of agency, and in fact took the opposite approach to 
consultation in order to broadly capture comments from a diverse range of agencies.  To this end, the City 
consulted with all 307 partners in the development of this Annual Action Plan, specifically by inviting these 
agencies to review and comment on this draft of the 2024-25 Annual Action Plan per the Notice of 30-Day 
Public Comment period published in the Arizona Republic on March 13, 2024.  Included in this list was the 
City’s primary broadband service provider, Cox Communications.   In addition to broadband service, these 
agencies represent various public, private and nonprofit industries that provide a host of services to low-
and-moderate income Glendale residents, including, but not limited to: housing stability, financial self-
sufficiency, employment, education, physical/mental/behavioral health, substance use disorder 
treatment, transportation, food security, clothing, basic household needs, case management services, and 
others.  In addition to this range of services, these agencies serve a wide range of targeted populations, 
including but not limited to: veterans, seniors, the disabled, at-risk youth, including those exiting the foster 
care system, the homeless, survivors of domestic violence, justice-involved individuals, as well as 
untargeted low-and-moderate income individuals and families. 
 
Narrative 
The City understands and recognizes that no one organization has the capacity, technical expertise or 
financial resources to address the diverse needs of its low-and-moderate income residents described 
above. Therefore, the City will continue to prioritize cultivation of collaborative partnerships among the 
City, other local jurisdictions, the Glendale Housing Authority and diverse external agencies, businesses 
and special interest groups is expected to expand into the future.  These partnerships will continue to 
strengthen our collective ability to eliminate gaps in services, expand service accessibility to hard to serve 
populations on the local and regional level, increase positive impacts in the community.  
 
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 goalsetting 
 
To encourage broader citizen participation, the City provided the public with multiple opportunities to 
comment on the draft plan both during development and during the comment period.  The completed 
plan was available for a 30-day comment period consistent with the City’s Citizen Participation Plan and 
requirements in 24 CFR 91. 
Efforts were made to provide accommodations and give opportunities to persons with disabilities and 
persons with Limited English Proficiency to provide input and public comments. Some provisions were 
made to provide auxiliary aids to persons with disabilities with notices and plan documents provided in 
alternative formats upon request.

Page 15 of 37 
 
Public hearings were held at a time of day that would facilitate the participation of members of the 
public who work during normal business hours, and information and notices were provided through the 
City’s website for persons not wishing or able to attend meetings. 
• 
The City’s Notice of Public Hearing and Notice of 30-day Comment period were published 
concurrently in the Arizona Republic on Wednesday, March 13, 2024 with the 30-day public 
comment period starting on Thursday, March 14, 2024 and running through Sunday, April 14, 
2024.  Comments were also accepted by email, allowing the public to comment 24 hours a day 
from any location. 
• 
The 1st Public hearing was conducted on Thursday, February 15, 2024 at a regularly scheduled 
Community Development Advisory Committee (CDAC) meeting that was held at 5:30 PM in 
person at the Glendale Civic Center at 5750 W Glenn Drive, Glendale, AZ 85301.  
• 
The 2nd Public hearing is will be held to coincide with the March 21, 2024 CDAC meeting at the 
same time and location.  
• 
Revitalization staff will also present a summary of the draft plan to the City Council at the 
regularly scheduled March 26, 2024 Workshop for feedback and consensus direction on 
proposed activities and funding levels. 
All notices were advertised in accordance with the City’s Citizen Participation Plan and Arizona Open 
Meeting Law.  No comments were received at the first public hearing, and comments from the second 
public hearing and City Council Workshop (if any) will be included in the final Annual Action Plan 
scheduled for adoption by the City Council on April 23, 2024. 
Citizen Participation Outreach 
 
Outreach 
Sort Order Mode of Outreach Target of 
Outreach 
Summary of 
response and  
attendance 
Summary of 
Comments received 
Summary of 
comments not 
accepted 
and reasons 
3 
Community 
Development 
Advisory Committee 
Regular Meeting – 
3/21/24.  Advertised 
as Public Hearing #2 
Public 
This meeting has 
not been held as 
of publication of 
this draft. 
To be determined 
To be determined 
2 
City Council 
Workshop 
scheduled for  
3/26/24 
 
All City of Glendale 
Council proceedings 
are aired on 
Facebook and 
Youtube Live. 
Public 
This meeting has 
not been held as 
of publication of 
this draft. 
To be determined 
To be determined

Page 16 of 37 
 
Table 6. Citizen Participation Outreach 
 
EXPECTED RESOURCES 
 
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 
 
Introduction 
Each year the City of Glendale receives direct CDBG and ESG entitlements from HUD.  As a result of the 
COVID-19 pandemic, the City also received two allocations each of CDBG-CV and ESG-CV funding in FY 
2020-21 through the CARES Act.  The City has fully expended all ESG-CV funds and expended nearly 75% 
of CDBG-CV one-time supplemental funds.  The City anticipates exhausting all remaining CDBG-CV funds 
($900,030 of $3,502,183) during FY 2024-25 on activities funded in the FY 2020-21 AAP (as amended). 
 
In addition, the City also receives HOME funds from Maricopa County as a member of the Maricopa HOME 
Consortium. The City’s share of HOME funds in FY 2024-25 is estimated at $775,957, which is level with 
FY 2023-24 funding.  Note that all FY 2024-25 allocations are estimates as of publication of this draft plan, 
as HUD has not provided the City with its final allocation of CDBG and ESG funds for FY 2024-25.  Per HUD 
requirements, the City will update these figures to match final HUD allocations prior to submission of the 
final FY 2024-25 Annual Action Plan to HUD on or before May 15, 2024.   
 
 
Anticipated Resources 
 
1 
Community 
Development 
Advisory Committee 
Regular Meeting – 
2/15/24.  Advertised 
as Public Hearing #1 
Public 
Seven of nine 
committees 
members were in 
attendance and 
one member of 
the public 
No comments 
received from the 
public 
N/A 
Source of 
Funds 
Type 
Uses of Funds 
 
 
Expected Amounts ($) Available Year 5 
Expected 
Amount 
Available 
Remainder 
of Con Plan 
Narrative 
Description 
Annual 
Allocation: 
Program 
Income: 
Prior Year 
Resources: 
Total: 
$ 
CDBG 
Public 
- 
federal 
Acquisition; 
Admin and 
Planning 
Economic 
Development 
Housing Public 
Improvements 
Public 
Services 
$2,354,682 
$50,000 
$2,082,690 
$4,437,372 
$0 
Remainder 
estimation 
assumes level for 
Year 5; pending 
availability of final 
allocation from 
HUD

Page 17 of 37 
 
Table 7 - Expected Resources – Priority Table 
 
Explain how federal funds will leverage those additional resources (private, state and local funds), 
including a description of how matching requirements will be satisfied. 
 
Part of Glendale’s service delivery strategy includes providing funding to local nonprofits that leverage 
outside funding sources to serve Glendale’s citizens. Additionally, the City and its subrecipients provide 
matching HOME and ESG funding.  Leverage, in the context of the CDBG and HOME programs, means 
bringing other local, state, and federal financial resources to maximize the reach and impact of the City’s 
HUD programs. HUD, like many other federal agencies, encourages the recipients of federal monies to 
demonstrate that efforts are being made to strategically leverage additional funds to achieve greater 
results. 
 
Leverage is also a way to increase project efficiencies and benefit from economies of scale that often come 
with combining sources of funding for similar or expanded scopes. Funds will be leveraged if financial 
commitments toward the costs of a project from a source other than the originating HUD program are 
documented. 
 
During FY 2024-25, the City of Glendale will allocate HOME funds from the Maricopa HOME Consortium 
to sustain the Tenant-Based Rental Assistance Program operated by A New Leaf.  The 25% required HOME 
match for FY 2024-25 funds will be provided through prior year HOME match carryover. In addition, 
some planning and administrative costs of managing the federal grant programs, such as staff costs, are 
CDBG-CV 
(1 and 3) 
Public - 
federal Public Services 
$0 
$0 
$900,030 
$900,030 
$0 
This is the balance 
of CDBG-CV1 and 
CDBG-CV3 
funding remaining 
as of 3/14/24 
from the original 
$3,502,183 
allocation of CV 
funds. 
ESG 
Public 
- 
federal 
Admin; shelter 
operations and 
essential 
services; eviction 
prevention and 
rapid rehousing; 
street outreach 
$208,142 
$0 
$414,876 
$623,018 
$0 
Remainder 
estimation 
assumes level for 
Year 5; pending 
availability of final 
allocation from 
HUD 
HOME 
Public – 
federal 
Affordable 
Housing – 
acquisition; 
construction 
and/or 
rehabilitation of 
affordable renter 
or owner-
occupied single 
or multifamily 
housing; Tenant-
Based Rental 
Assistance; First-
Time Homebuyer 
Assistance 
$775,957 
$116,000 
$2,786,602 
$3,562,559 
$4,197,257 
Remainder 
estimation 
assumes level for 
Year 5; pending 
availability of final 
allocation from 
HUD

Page 18 of 37 
 
also funded from the City’s general fund dollars. 
 
The City will allocate all of its 2024-25 ESG allocation to sustain the Glendale Homeless Solutions Alliance.  
Approximately $208,142 in ESG funds will be available to support homelessness prevention and rapid 
rehousing activities through the GHSA, with an equal amount of non-federal match to be provided to 
support the efforts to address homelessness in the City. 
 
If appropriate, describe publicly owned land or property located within the jurisdiction that may be 
used to address the needs identified in the plan 
 
The City of Glendale does not hold fee-simple title to very much developable land.  However, there is a 
±2.75 acre parcel of land located at 47th and Glendale Avenues that was recently split from a larger 7-acre 
parcel.  This parcel is the smaller of two parcels that was created through a lot split of a ±7-acre parcel 
that was intended to be used by the City for construction of a new courthouse.  However, the City 
abandoned that use, split the parcel and recently sold the other 4.25-acre parcel to an affordable housing 
developer (TWG) in February, 2024.  The developer will construct 105 affordable units at the site with 
occupancy expected by December, 2025.  The 2.75-acre parcel is up for sale and the City is soliciting offers 
for its development.  
 
Discussion 
Other than the 2.75-acre parcel on Glendale Avenue, the City does not have access to surplus land for the 
purposes of building affordable housing.  While this property remains available, land acquisition for 
affordable developments will need to occur through a third-party developer with the City participating as 
a lender in the transaction.  
 
In the last two years, the City has been successful in partnering with Developers that receive allocations 
of Low-Income Housing Tax Credits (LIHTC) from the Arizona Department of Housing (ADOH).  In fact the 
City has partnered with six (6) developers to construct seven (7) multifamily projects that will add 1,378 
affordable units to the City’s housing stock.  Total investment in affordable housing associated with these 
projects is approximately $523 million with a $2.2 million direct investment from City sources, and $10 
million from federal sources (CDBG, HOME, NSP and ARPA), and the remainder private leveraged funds. 
 
The City will continue to build upon these successes with the allocation of FY 2024-25 CDBG funding, as 
well as prior year CDBG funds and NSP program income on hand, to additional LIHTC projects.  There is 
also continued need to assist low and moderate income homeowners with repairs so that they can live in 
safe and decent housing, so the City will allocate FY 2024-25 funding to this activity as well.  Finally, there 
is continued need to assist vulnerable populations with ongoing services, so the City will allocate 15% of 
its CDBG award to provide nonprofit agencies with funds to assist seniors, youth, the disabled and 
survivors of domestic violence. 
 
Annual Goals and Objectives 
 
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 
 
Goals Summary Information 
 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic 
Area 
Needs 
Addressed 
Funding 
Goal Outcome 
Indicator

Page 19 of 37 
 
1 
Promote Access to
Decent Affordable 
Housing 
2020 
2024 
Affordable 
Housing, Public 
Housing 
Citywide, CDBG 
Target Areas – 
zip codes 85301 
and 85302 
Affordable 
Housing 
CDBG: 
$1,543,912; FY 
HOME: 
$727,460 
Public Facility 
or 
Infrastructure; 
Activities for 
LMI housing.  
Benefit: 6 
Households 
Assisted 
Homeowner 
Housing 
Rehabilitated: 
85; Household 
Housing Unit 
Tenant-based 
rental 
assistance / 
Rapid 
Rehousing: 30 
Households 
Assisted 
2 
Increase Access to 
Homeless 
Services/Housing 
2020 
2024 
Homeless 
Citywide, CDBG 
Target 
Areas - 
85301 and 
85302 
Affordable Housing 
Housing & 
Services for 
Homeless/At- 
Risk People 
Services & 
Facilities for 
Vulnerable 
Groups 
Employment, 
Job Training, 
Financial 
Literacy 
ESG: 
$208,142 
Tenant-based 
rental 
assistance / 
Rapid 
Rehousing: 18 
Households 
Assisted 
Homelessness 
Prevention: 18 
Persons 
Assisted 
3 
Public Services for 
Vulnerable 
Populations 
2020 
2024 
Non-Homeless 
Special 
Needs 
Citywide 
Services & Facilities 
for 
Vulnerable 
Groups 
CDBG: $353,202 
 
Public service 
activities 
other 
than 
Low/Moderat
e 
Income 
Housing 
Benefit: 1,500 
Persons 
Assisted 
4 
Educational 
Programs and 
Business 
Assistance 
2020 
2024 
Non-Housing 
Community 
Development 
Citywide CDBG 
Target Areas - 
85301 and 
85302 
Employment, Job 
Training, Financial 
Literacy 
$0 
The City does 
not propose 
to allocate 
funding to 
activities that 
support this 
goal in FY 
2024-25. 
5 
Increase Livability 
of Neighborhoods 
2020 
2024 
Non-Housing 
Community 
Development 
Citywide CDBG 
Target Areas - 
85301 and 
85302 
Improved 
Neighborhood 
Facilities 
$0 
The City does 
not propose 
to allocate 
funding to 
activities that 
support this 
goal in FY

Page 20 of 37 
 
Table 8.  FY 2024-25 Proposed Outcomes by Consolidated Plan Goal 
 
Goal Name Promote Access to Decent Affordable Housing 
1 
Goal 
Description 
Glendale will promote access to decent affordable quality housing throughout the City 
through a variety of activities that may include: construction, rehabilitation and 
replacement of owner and renter housing, homeownership assistance, or rental 
assistance that helps low- and moderate-income families obtain or maintain housing. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
2 
Goal Name Increase Access to Homeless Services/Housing 
Goal 
Description 
Through its ongoing Strategic Planning process and work with the Maricopa Association 
of Governments Continuum of Care programs, the City will identify ways to partner with 
government and nonprofit providers to offer additional emergency shelter, transitional 
shelter, permanent and supportive housing, and necessary services to mitigate crisis 
situations and promote self-sufficiency to homeless people and those at risk of 
homelessness. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Limited Clientele and Direct basis) 
3 
Goal Name Public Services for Vulnerable Populations 
Goal 
Description 
Through our funding of nonprofit agencies, the City will provide additional services to 
support low- and moderate-income people, including but not limited to seniors, youth, 
the disabled and survivors of domestic violence.  
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Limited Clientele and Direct basis) 
4 
Goal Name Educational Programs and Business Assistance 
2024-25. 
6 
Comply with 
Affirmatively 
Furthering Fair 
Housing 
2020 
2024 
Fair Housing 
Citywide 
Fair Housing 
CDBG: 
$25,000 
Public service 
activities 
other than 
Low/Moderat
e Income 
Housing 
Benefit: 150 
Persons 
Assisted

Page 21 of 37 
 
Goal 
Description 
Through our funding of programs with government and nonprofit providers or 
collaborative partnerships, the City will provide additional services to support low- and 
moderate-income people with youth and adult educational programs for the 
community. Programs can include those that supplement youth learning and skills 
development, job training and skills development for adults, specific employment 
training, financial sufficiency training, and direct financial assistance to businesses that 
qualify for support based on HUD program requirements. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
5 
Goal Name Increase Livability of Neighborhoods 
Goal 
Description 
Per HUD Policy 24 CFR570.201(c) Public Facilities and Improvements, several areas 
within the City have significant aging infrastructure needs, particularly related to ADA 
Compliance and water systems. Neighborhood enhancements, such as parks, 
streetscape beautification, demolition of unsafe and blighted structures, and exterior 
commercial rehabilitation would also be considered under this category. 
 
CDBG National Objective(s): 1. Benefit to Low-and-Moderate Income 
Persons/Households (Area basis); 2. Slum/blight (S/B).  These conditions exist in several 
of the City's older primarily residential areas, including the Centerline Overlay District. 
Use of slum/blight on an area basis will primarily occur in these defined areas. The City 
does not expect to qualify projects as slum/blight on a spot basis. 
6 
Goal Name Comply with Affirmatively Furthering Fair Housing 
Goal 
Description 
The City will comply with all federal regulations related to affirmatively furthering fair 
housing to provide fair access for all Glendale citizens to housing opportunities. 
 
CDBG National Objective: Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
Table 9. Goals Description 
 
AP-35 Projects - 91.420, 91.220(d) 
 
Introduction 
 
The following section provides the list of approved projects/activities for the use of entitlement grant 
funds under the Community Development Block Grant (CDBG), Emergency Solutions Grants (ESG) HOME 
Investment Partnerships Program (HOME) and for FY 2024-25. 
 
Grant 
Source 
Amount 
CDBG 
HUD 
$2,354,682
ESG 
HUD 
$208,142
HOME 
Maricopa County 
$775,957
Total FY 2024-25 Allocations: 
$3,338,781
Table 10. FY 24-25 Funding Awards 
 
The following activity will be funded with the City’s FY 2024-25 HOME allocation provided through the 
Maricopa HOME Consortium and appear as a project in the Maricopa Home Consortium’s Annual Action 
Plan for FY 2024-25.  A total of $775,957 in HOME funds is expected to be received in FY 2024-25:

Page 22 of 37 
 
• 
Tenant Based Rental Assistance (TBRA) (24 CFR 92.209) – Provide HOME funding to A New Leaf 
for rental assistance and security deposits to eligible household through the City’s TBRA program- 
$727,460 
• 
Administration – $48,497. 
 
# 
Project Name 
Responsible Agency 
1 Residential Rehabilitation 
City of Glendale Revitalization Division through the 
use of contractors 
2 New Rental Housing Development 
City of Glendale Revitalization Division through the 
use of Developers 
3 Public Services for Vulnerable Populations 
Various subrecipients (see section AP-38) 
4 Housing Services 
Case management services for HOME Tenant-
Based Rental Assistance participants through an 
existing subrecipient (A New Leaf) 
5 CDBG Administration  
City of Glendale Revitalization Division  
6 ESG Program Activities – rapid rehousing and 
Administration 
Central Arizona Shelter Services, Phoenix Rescue
Mission and possibly other agencies that 
participate in the Glendale Homeless Solutions 
Alliance.  
Table 11. CDBG and ESG Responsible Agencies 
 
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs 
Allocation Priorities 
 
CDBG: Allocation priorities for the use of CDBG funds were based on the City's housing and community 
development needs assessment contained within the Consolidated Plan, deliberations of the CDAC and 
City Council, as well as funding applications received through the City's competitive public services grant 
application cycle. The competitive application process relies on specific criteria to ensure that funds are 
allocated to the agencies that will use them in the most efficient and cost-effective manner while 
maximizing community impact. Organizations providing housing and community development services to 
address underserved needs were also consulted regarding their current activity levels and the needs of 
their clients. The efficient use of prior year resources, results of on-site and remote monitoring and 
evaluation of prior year accomplishments helped to determine ongoing needs and organizational capacity 
to continue providing services to clients.  
 
ESG: The City will continue to support the Glendale Homeless Solutions Alliance (GHSA) with all ESG funds 
for the foreseeable future.  The MSA is the City’s comprehensive homelessness response designed to 
provide access to all services necessary to mitigate homelessness in the City under a single service 
umbrella.  The intent of the MSA is to streamline access and delivery of all services that a member of the 
homeless community may need to regain housing and achieve long-term financial self-sufficiency.  The 
GHSA currently connects six (6) separate service providers with direct access to each other’s services 
depending on the individual needs of each client.  The City capitalized the initial MSA with portions of its 
CARES Act ESG allocation, a small portion of its FY 2020-21 CDBG and later a portion of its HOME-ARP 
allocation.  The former two sources are now exhausted, and the latter source is budgeted for 
approximately 18 months.  It is the City’s desire to continue to support this relationship with ongoing ESG 
funding, as well as other funding opportunities that the City and its partners will pursue in the future. 
 
Obstacles to Addressing Underserved Needs

Page 23 of 37 
 
 
The City of Glendale continues to identify and address activities of highest priority. Housing market 
conditions related to demand and supply of both owner and renter occupied units, as well as the 
availability of affordable housing, also determine the use of housing-related funding such as HOME 
Consortium allocations. The amount of available funding simply is not adequate to meet the demand 
based on applications received by the City. The fact that many low and moderate-income households are 
cost burdened or severely cost burdened (spending more than 30% or 50%, respectively of their income 
on housing expense) also remains an obstacle to addressing the underserved. The City is challenged to 
develop and implement a well-coordinated and integrated outcome-driven service delivery system that 
meets the residents’ housing and community development needs and goals.     
 
AP-38 Project Summary 
 
Project Summary Information 
 
1 
Project Name 
Residential Rehabilitation (CDBG) 
Target Area 
Citywide 
Goals Supported 
Promote Access to Decent Affordable Housing 
Needs Addressed 
Rehabilitation of existing units 
Funding 
CDBG: $705,000 
Description 
The City will administer housing-rehabilitation activities on 
private single and multifamily, renter and owner-occupied units 
per CDBG regulations at 24 CFR 570.202, 570.201(I). 
Target Date 
6/30/2026 
Estimate the number and type of
families that will benefit from 
the proposed activities 
Approximately 100 households will be assisted 
Location Description 
City wide/untargeted 
Planned Activities 
Funding for this activity will cover the following program costs: 
construction; 
planning 
and 
permitting; 
title 
expenses; 
environmental 
reviews; 
hazard 
testing, 
mitigation 
and 
abatement; temporary relocation of occupants; and direct 
program delivery staff costs for residential rental rehabilitation, 
emergency housing rehabilitation and owner- occupied 
rehabilitation.  These costs are eligible under 24 CFR 
570.202(a)(1) – CDBG matrix codes: 14A and 14B; 24 CFR 
570.202(b)(2) – CDBG matrix code 14I; 24 CFR 570.202(b)(4) – 
CDBG matrix code 14F; 24 CFR 570.202(b)(5) – CDBG matrix code:  
and 24 CFR 570.202(b)(9) – CDBG matrix code 14H -  
2 
Project Name 
New Affordable Rental Development 
Target Area 
Citywide 
Goals Supported 
Create new affordable housing 
Needs Addressed 
Services & Facilities for Vulnerable Populations; reduction in 
homelessness 
Funding 
CDBG: $838,911.57 
Description 
The city will provide financing to projects that create multifamily 
affordable housing

Page 24 of 37 
 
Target Date 
6/30/2026 
Estimate the number and type of
families that will benefit from 
the proposed activities 
Up to seven (7) units/households will be subsidized with this 
allocation of CDBG funds, with approximately seven (7) to 
fourteen (14) individuals.  Specific projects will be selected in FY 
2024-25. 
Location Description 
Citywide 
Planned Activities 
All activities listed above are eligible public services under 24 CFR 
570.201(e).  All public services activities serving a vulnerable 
population will meet the National Objective of benefiting low- 
and moderate-income persons. 
Project Name 
Public Services for Vulnerable Populations (CDBG) 
Target Area 
Citywide 
Goals Supported 
Public Services for Vulnerable Populations 
Needs Addressed 
Services & Facilities for Vulnerable Populations 
Funding 
CDBG: $353,202 (or 15% of final CDBG allocation) 
Description 
These programs will provide a diverse array of services to 
vulnerable populations, including: seniors, youth, the 
disabled, and survivors of domestic violence. 
Target Date 
6/30/2025 
Estimate the number and type of
families that will benefit from 
the proposed activities 
Approximately 35,000 persons will benefit from this activity. 
Location Description 
Citywide 
Planned Activities 
The City of Glendale will fund the following agencies/programs: 
• 
Treasure House – employment and life skills training for 
those with intellectual and behavioral disabilities – 
$30,000; CDBG matrix code: 5B 
• 
VALLEYLIFE – physical therapy and self-sufficiency skill 
building for those with physical and developmental 
disabilities – $18,000; CDBG matrix code: 5B 
• 
BLOOM365 – interpersonal violence prevention for 
youth; CDBG matrix code: 5D 
• 
Boys & Girls Club of the Valley – academic success and 
peer support for LMI youth; CDBG matrix code: 5D 
• 
A New Leaf, Inc. – wrap around services/case 
management for survivors of domestic violence at the 
Faith House shelter – $120,000; CDBG matrix code: 5G 
• 
Arizona Opera – musical education at Title I schools – 
$5,000; CDBG matrix code: 5D 
• 
Back to School Clothing Drive – clothing, backpacks, 
school supplies for Title I school students – $15,000; 
CDBG matrix code: 5D 
• 
Chrysalis – trauma-informed services and shelter for 
survivors of domestic violence; CDBG matrix code: 5G 
• 
Duet:  Partners in Health & Aging – services to address 
food insecurity, safety and personal well-being of 
seniors; CDBG matrix code: 5A 
• 
Hope Community Services – specialized therapy for

Page 25 of 37 
 
youth experiencing chronic trauma, including survivors 
of sex trafficking – $25,000; CDBG matrix code: 5N 
• 
New Pathways for Youth, Inc. – mentoring for at-risk 
youth; CDBG matrix code: 5D 
• 
One Step Beyond, Inc. – culinary workforce development 
program for adults with intellectual disabilities; CDBG 
matrix code: 5B 
• 
Southwest Fair Housing Council – Fair Housing education 
and testing; CDBG matrix code: 5J 
• 
Sun City Area Interfaith Services (Benevilla) – services for 
dependent seniors and respite for caregivers; CDBG 
matrix code: 5A 
 
All activities listed above are eligible public services under 24 CFR 
570.201(e).  All public services activities serving a vulnerable 
population will meet the National Objective of benefiting low- 
and moderate-income persons on a limited clientele basis.   
Project Name 
Administration (CDBG) 
Target Area 
Citywide 
Goals Supported 
CDBG Program Administration 
3  
Needs Addressed 
Affordable Housing 
Housing & Services for Homeless/At-Risk People Services & 
Facilities for Vulnerable Groups Employment, Job Training, 
Financial Literacy Improved Neighborhood Facilities 
Fair Housing 
Funding 
CDBG: $470,936 
Description 
General administration and oversight activities, such as financial 
management, supplies, training, overhead and other possible 
costs eligible under 24 CFR 570.206. CDBG matrix code: 21A 
Target Date 
06/30/2025 
3 Estimate the number and type of
families that will benefit from 
the proposed activities 
All persons and households receiving assistance with CDBG funds 
will benefit from this activity. 
Location Description 
The Community Revitalization Division is responsible for 
administration of HUD Community Planning and Development 
(CPD) funded (CDBG, HOME, ESG and NSP) program activities and 
is currently temporarily located at the Glendale Main Public 
Library at 5959 W Brown Street, Glendale, AZ 85302. 
The Division will relocate to a new permanent space at the 
System of Care Center (SOCC) that is owned and operated by the 
Glendale Elementary School District.  The SOCC is a former 
elementary school campus located at 7677 W. Bethany Home Rd., 
Glendale, AZ 85303, that was decommissioned in 2020 and 
repurposed as a human services hub that opened in 2023.  
Relocation to the SOCC will enhance the Division’s ability to 
coordinate services with a variety of other service providers, and 
is expected to be completed in the summer of 2024.

Page 26 of 37 
 
Table 12. CDBG and ESG Activity Descriptions 
 
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. 
 
All CDBG and ESG activities funded in this Annual Action Plan are direct benefit and will be provided to 
eligible low-and-moderate income beneficiaries on a City-wide basis with no preference for geography.  
The City has not allocated any funding to area benefit activities. 
 
Geographic Distribution 
Target Area 
Percentage of Funds 
Citywide 
100% 
Table 13.  Geographic Distribution 
 
Rationale for the priorities for allocating investments geographically. 
 
The City recognizes that the need and demand for the activities described in this Plan exist City-wide and 
are not confined to specific geographic areas. Therefore, the City will not allocate funding based on 
Planned Activities 
General administration and oversight activities, such as payroll, 
supplies, training, overhead and other possible costs eligible 
under 24 CFR 570.206 – matrix code 21A. 
Project Name 
Emergency Solutions Grant FY 2024-25 
Target Area 
Citywide 
Goals Supported 
Promote Access to Decent Affordable Housing; Increase Access to 
Homeless Services/Housing 
Needs Addressed 
Affordable Housing 
Housing & Services for Homeless/At-Risk People Services & 
Facilities for Vulnerable Groups 
Funding 
ESG: $208,142 
4 Description 
The City’s full ESG activity award will be allocated to support the 
Glendale Homeless Solutions Alliance partnership.   
Target Date 
06/30/2025 
Estimate the number and type of 
families that will benefit from 
the proposed activities 
Approximately 25 individuals will benefit. 
Location Description 
Citywide 
Planned Activities 
The City will allocate the entire ESG activity allocation ($192,532) 
to support rapid rehousing and eviction prevention activities in 
Glendale, and will reserve the eligible 7.5% of the award 
($15,610) for administration.  The City will allocate an equal 
amount ($96,266) to both rapid rehousing and eviction 
prevention.  These activities are eligible under 24 CFR 576.103-
106.

Page 27 of 37 
 
geographic area.  Any individual or household in need of services will be eligible to apply regardless of 
where they live in the City. 
 
Discussion 
All FY 2024-25 CDBG and ESG activities will be conducted on a direct benefit basis with no preference by 
geography. 
 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 
 
Introduction 
The City continues to experience elevated levels of homeless similar to many communities across the 
country, and is deeply committed to supporting homeless individuals and families with a variety of 
services to end their experience with homelessness and establish mechanisms that promote family self-
sufficiency.  The City continues to support the goals of the Pathways Home Regional Plan to End 
Homelessness through the targeting and coordination of funding to agencies . The City seeks to maximize 
the effectiveness of its expenditures on housing and support for homeless citizens. 
 
The Maricopa Association of Governments (MAG) administers the Continuum of Care process for 
Maricopa County and surrounding urban area. The City of Glendale participates with the Continuum of 
Care Board and Continuum of Care Regional Committee on Homelessness. The City is highly active in local 
and regional planning efforts and activities to reduce and end homelessness. Outcomes are achieved 
through collaboration and partnerships with internal and external partners from diverse fields and 
organizations. Internally, City departments including Community Housing, Community Action Program, 
Community Revitalization, Community Services Department, Police, Fire, Parks and Recreation, Libraries, 
Courts, and others work together to coordinate services and leverage resources. 
 
Similarly, the City is an active participant in the regional Continuum of Care facilitated by the Maricopa 
Association of Governments. Glendale works with a multitude of external organizations including state 
and county government; private and non-profit organizations; and the faith community to achieve 
collective impact. Services and support to end homelessness are provided directly through City staff and 
through contracts and agreements with subrecipient organizations. In January 2019, the Glendale City 
Council adopted a Homeless Strategy Plan identifying five key elements that will align existing resources 
with new opportunities to reduce homelessness. The five-step process is a focused strategy which is 
progressive and holistic: research, education, coordination, outreach, and performance management. The 
Homeless Strategic Action Plan is a framework which allows growth and evolution as the City and data 
analysis deems necessary and prudent and strengthens the approach that will continue to address and 
assist the homeless population in our community. 
 
For FY 2024-25, the City of Glendale will utilize CDBG public services, HOME-ARP, ESG and CDBG-CV funds 
to address the housing and supportive service needs of homeless individuals and families. The City made 
available $353,202.30 (15%) of its CDBG allocation for public service activities. While not directly linked 
to homelessness services, CDBG public services allocations provide funding to agencies that serve 
overlapping populations, such as survivors of domestic violence and youth aging out of foster care that 
can be considered homeless.  The available funds were allocated across the following categories: 
homeless service activities; meals and nutrition activities; domestic violence activities; senior activities; 
youth activities; general assistance; and activities for persons with disabilities. The City will receive an ESG 
allocation of $208,142. The City will use the ESG funds to support homeless prevention activities in the 
comprehensive homeless prevention program under a Master Services Agreement currently in

Page 28 of 37 
 
procurement. 
 
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including 
reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs. 
 
The City of Glendale will use CDBG and ESG funding to assist homeless individuals and families. The 
agencies receiving funding will assess the needs of the persons they plan to serve. The City will also 
continue educational outreach through police, fire, park rangers, faith-based organizations, and schools. 
 
In FY 2018-19, the City funded a pilot program for homeless workforce development called Glendale 
Works.  In partnership with Phoenix Rescue Mission as operating subrecipient, the program has been 
enormously successful connecting to the homeless through the opportunity for gainful employment and 
connecting participants to supportive services. This program will continue in FY 2024-25 with a 
combination of funding from the City’s General Fund, ESG-CV1, and leveraged funds through the partner’s 
private donation.   
 
With a combination of CDBG, ESG, CARES Act and HOME-ARP funding, the City has designed and 
implemented a Master Services Agreement that provides a menu of ESG-eligible services to those 
experiencing or at risk of homelessness in the City. Central Arizona Shelter Services (CASS), was awarded 
this contract to develop a flexible service delivery system where clients receive individualized assessments 
and case management and can access services depending on their individual needs. CASS has 
implemented a system that uses all ESG-eligible activities in any combination that is necessary to achieve 
the City’s goal to reduce homelessness in the City. 
 
To determine the beneficiary eligibility for ESG assistance and the level and type of assistance needed to 
move the individual or family to stable permanent housing, ESG subrecipients must conduct an initial 
evaluation per 24 CFR 576.401. Evaluations must be conducted according to the centralized or 
coordinated assessment requirements under regulations at §576.400(d) and written standards at  
§576.400(e). Eligibility and type of assistance will be determined during the intake application for 
households receiving homeless prevention and rapid re-housing assistance. Income eligibility will be 
determined using HUD standards for calculating annual income, specifically meeting the requirement that 
household income not exceed 30% of the area median income updated annually. 
 
Addressing the emergency shelter and transitional housing needs of homeless persons 
 
Emergency shelter and transitional housing are key components to the City’s approach to ending 
homelessness in the City.  The City has heavily invested in addressing homelessness through the Master 
Services Agreement (MSA), which is a comprehensive approach to solving homelessness. CASS was 
awarded the MSA and in partnership with multiple non-profits, such as Family Promise and Maggie's place 
the City is able to coordinate emergency shelter services and transitional housing for persons experience 
homelessness.  Shelter beds from these agencies are available for single adults and families, as well as 
their pets.  In addition to these shelter services, the City has partnered with the Veteran’s Service Project 
(VCP), to develop 50 transitional housing units for veterans experiencing homelessness. Commitment of 
funds and development of the identified site are in progress and the City expects that these units will be 
available for occupancy by 2027. 
 
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

Page 29 of 37 
 
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 
 
The City funds financial assistance services – including rental, mortgage, and utility assistance – through 
local nonprofits and the City’s Community Action Program (CAP) to prevent families from becoming 
homeless again. The City will allocate significant resources to these programs, including multiple years of 
HOME funds, to create and sustain a Tenant-Based Rental Assistance Program (TBRA). This program will 
continue to provide eligible renters, including those experiencing low-barrier homelessness, with 
medium-term rental and utility assistance for up to two years. Those experiencing or at imminent risk of 
homelessness have been prioritized for assistance.  The City will also continue to allocate all entitlement 
ESG funds to rapid rehousing and homelessness prevention services through the GHSA. 
 
All the agencies funded by the City advocate for intensive aftercare in order to ease transition for people 
exiting emergency and transitional shelters. The City partners take action to ensure that individuals 
moving to permanent housing achieve housing stability through regular and ongoing case management. 
In early FY 2023-24 the City began operation of its THRIVE Program to provide coaching case management 
to CAP clients who agree to work with Success Coaches toward housing and financial self-sufficiency.  
There is one Success Coach, funded with HOME-ARO funding, who works directly with homeless clients.  
The City supports the need to transition homeless individuals and families into permanent housing and 
independent living as soon as reasonable by continuing to make homeless vouchers available. 
 
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. 
 
The City funds agencies that provide emergency services and connections to community agencies that 
support the needs of the homeless community, including financial, food, clothing, etc. Other partnerships 
include the Glendale Strong Family Network (GSFN), made up of local human service organizations and 
chaired by a representative from the Glendale Elementary School District (GESD). This representative has 
a permanent appointment to the City’s Community Development Advisory Committee (CDAC) that 
advises the City Council on human service matters in the City. Finally, the needs of children aging or have 
aged out of foster care have become especially visible through conversations with GESD and GFSN. For 
this reason, the City is working with these groups to identify and address the needs of this population and 
has allocated CDBG funds to the City’s Housing Division to distribute housing vouchers to youth aging out 
of the foster care system. 
 
During the program year, the City will provide CDBG-CV and ESG funding for homeless prevention 
activities that include rapid re-housing services. The City’s goal is to improve the lives and social skills of 
participants, increase awareness of community resources, and assist participants to obtain employment 
and maintain permanent housing. The City will also maintain long-term rental assistance through Housing 
Choice Vouchers and 155 public housing units. 
 
In addition, The Glendale Community Action Program administers the Emergency Rental Assistance 
Program (ERAP) that provides residential rent payments to landlords on behalf of a low income eligible 
households experiencing a financial crisis that is making it difficult to meet their basic needs.

Page 30 of 37 
 
Discussion 
 
Overall, the City continues to utilize CDBG , ESG, CARES Act and HOME-ARP funding to address 
homelessness in the City through multiple means that include: 1. eviction prevention and rapid rehousing; 
2. tenant-based rental assistance; 3. utility assistance; food and case management assistance; 4. 
employment programs; 5. shelter support; 6. supportive services; 7. homeless and housing navigation; 8. 
street outreach; 9. pet boarding, storage and Healthy Giving; 10. self-sufficiency programming; and 11. 
Long-term housing solutions based on the Housing First model. 
 
In addition to HUD resources, the City of Glendale Community Action Program (CAP) receives funding 
from a number of federal, state and local sources to assist the elderly, disabled and other low- and 
moderate- income residents with a number of services designed to help keep families stable in their 
homes. 
 
AP-75 Barriers to affordable housing -91.420, 91.220(j) 
 
Introduction 
 
According to the 2020-25 Maricopa County Regional Analysis of Impediments to Fair Housing Choice, the 
most common identified barrier to affordable housing is the cost burden and severe cost burden faced by 
both renters and owners. Some costs include the cost of land, cost of construction and infrastructure, 
permit fees, impact fees, developer interest, taxes, zoning, lack of rental supply, an increase in rents by 
30% in the last several year, and insufficient financial resources. Unfortunately, the housing cost burden 
continues to rise into FY 2024-25 as well as the shortage of available affordable housing for low to 
moderate income household in Arizona and Glendale. 
 
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers 
to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building 
codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 
 
On March 13, 2023 the Glendale City Council adopted Ordinance No. 23-07 that allowed administrative 
reimbursement of community development fees (i.e. plan review, permit costs) to developers that create 
affordable units through the Low Income Housing Tax Credit (LIHTC) program.  Note that Development 
Impact fees are not eligible for reimbursement through the fee waiver program.  Do date, the City has 
reimbursed nearly $1.5 million to six developments that will add 1,306 units to the City’s affordable 
housing stock. 
 
Discussion 
 
During FY 2024-25, the City of Glendale will continue to create or preserve affordable housing 
opportunities for households with incomes at or below 80% AMI by implementing or funding the following 
activities: 
 
• 
Support the development of new affordable rental units that receive Low Income Housing Tax 
Credit allocations from the Arizona Department of Housing (ADOH) – prior year CDBG, entitlement 
NSP3 and program income from the NSP1 and NSP3 programs. 
• 
Rehabilitate renter and owner-occupied housing to maintain unit livability for low and moderate 
income households – prior year and FY 2024-25 CDBG

Page 31 of 37 
 
• 
Continue to provide rental assistance to low-barrier homeless households through the Tenant-
Based Rental Assistance (TBRA) Program operated by the City’s subrecipient, A New Leaf – prior 
year and FY 2024-25 HOME, including program income. 
• 
Supplement the TBRA program with ongoing case management services for program participants 
– CDBG program income  
• 
Address accessibility barriers for elderly and persons with disabilities through the City’s home 
repair programs; 
• 
Continue to provide rental assistance to 1,097 households through the Housing Choice Voucher 
program; 
• 
Continue to provide rental assistance to eleven (11) eligible youth households aging out of the 
foster care system; 
• 
Provide financial assistance to households facing eviction with rental assistance – CDBG CV funds 
• 
Partner with Southwest Fair Housing Council to provide fair housing education and advocacy to 
residents to Glendale residents. 
 
AP-85 Other Actions - 91.420, 91.220(k) 
 
Introduction 
 
To ensure that the City continues to meet or exceed our goals and objectives, City staff will employ 
strategies that ensure underserved needs are met, affordable housing is developed and maintained, lead 
based paint hazards are reduced, poverty levels are reduced, and the coordination of housing and 
community development activities is conducted. The City will leverage funding from private and other 
non-federal public resources, identify and secure new funding sources, address homeless needs with local 
and regional coordination efforts, and address aging infrastructure and public improvements in low and 
moderate- income neighborhoods to meet underserved needs. Affordable and safe housing will be 
addressed through providing funding for homeownership, accessibility, emergency financial assistance, 
public housing, and lead-based paint hazards. The number of families at the poverty level will be reduced 
by addressing homeless prevention and rapid re-housing for self-sufficiency.  The Community Services 
staff will coordinate local and regional housing and community development efforts in Glendale. City staff 
will use the Community Development Advisory Committee (CDAC) to assist in prioritizing needs and 
allocating federal resources and will work with the Glendale Homeless Solutions Alliance partners, the 
Maricopa Association of Governments and the Maricopa County Continuum of Care to meet needs of 
homeless persons. 
 
Actions planned to address obstacles to meeting underserved needs 
 
In addition to the CDBG and ESG activities described in previous sections, the City will continue its strategy 
of leveraging its HOME resources, along with those of nonprofit agencies, to maximize the impact of 
funding dollars in meeting housing needs of residents. The City has also expanded its efforts to participate 
in regional coalitions, such as the Glendale Homeless Solutions Alliance, MAG and various subcommittees 
of the CoC, to coordinate its efforts to support homeless families and those facing significant housing 
problems or cost burdens. Glendale also continues to seek out additional funding from local, state, or 
Federal sources to supplement their efforts. 
 
The City of Glendale, like most communities, is faced with a shortage of resources to effectively address 
underserved needs. During FY 2024-25, the City plans to undertake the following actions to address 
obstacles to meeting underserved needs:

Page 32 of 37 
 
• 
Funding projects and activities that leverage funding from other public and private resources to 
increase the impact of projects and benefit more low- and moderate-income residents; 
• 
Provide support for agencies that serve low- and moderate-income residents, homeless 
individuals and families, and persons at risk of homelessness using CDBG-CV and ESG funding; 
• 
Benefit low- and moderate-income neighborhoods by addressing aging infrastructure, other 
public improvement, and public facility needs; 
• 
Continue to participate in regional and county-wide efforts such as MAG, the CoC, the outreach 
group and the ESG Collaboration Work Group to ensure resources are used in a coordinated effort 
and address the highest priority needs of homeless persons and families apply for new funding 
opportunities from federal, state or local sources, and support funding applications for other 
organizations in the City or region. 
 
Actions planned to foster and maintain affordable housing. 
 
Creation of affordable housing is the City’s primary goal of the 2020-24 Consolidated Plan, and the City 
has allocated significant portions of its CDBG, HOME and Neighborhood Stabilization Program (NSP) 
program income during this Consolidate Plan cycle to this end.  The Tenant Based Rental Assistance (TBRA) 
Program helps low acuity (lower service need) homeless families to maintain their housing while working 
with case managers to create individualized self-sufficiency plans, and is designed to provide a bridge to 
permanent housing and financial self-sufficiency after two years. The City will also work with its 
Community Action Program (CAP) to provide eviction prevention assistance through rent and utility 
assistance to eligible households. Glendale also partners with local organizations to preserve and increase 
the City’s supply of affordable owner housing. To that end, our partnerships will continue to develop new 
owner housing, and/or rehabilitate or replace existing owner housing and rental housing.  The City’s Public 
Housing Authority will also continue to expand voucher capacity by pursuing additional funding from 
other HUD sources. 
 
During FY 2024-25, the City of Glendale will preserve existing affordable housing and increase the 
affordable housing stock for households with incomes less than  0-80% AMI by implementing or funding 
the following activities: 
 
• 
Provide direct financial assistance through the City’s CDBG, HOME and NSP programs to 
Developers that receive Low Income Housing Tax Credit allocations in order to create new 
affordable units; 
• 
Provide these developers with the opportunity to receive community development fee waivers 
from the City to mitigate the costs of affordable housing development;  
• 
Utilize HOME funds to support the continuation of the TBRA program; 
• 
Address accessibility barriers for elderly and persons with disabilities; 
• 
Implement and coordinate public housing in the City by providing ongoing rental subsidies 
through the Housing Choice Voucher (HCV), Emergency Housing Voucher (EHV), Veterans Affairs 
Supportive Housing (VASH) and Foster Youth to Independence (FYI) voucher program. 
 
Actions planned to reduce lead-based paint hazards 
 
The City will address lead-based paint (LBP) hazards within the implementation of its home repair 
programs. HUD regulations at 24 CFR Part 35 require that lead-based paint be controlled before the 
rehabilitation of housing units, particularly if children under the age of six occupy affected units and any 
common areas. During the scoping period for each home repair project, the City reviews the scale of the 
project to determine the level of assessment and mitigation or abatement work required to address lead-

Page 33 of 37 
 
based paint hazards at that project.  For those projects that do not qualify for an exemption, the City 
conducts a Lead Risk Assessment (LRA) and includes the result in the project scope of work prior to 
bidding.   Based on the results of the LRA, the City requires that contractors use interim controls or 
abatement practices to address identified hazards.  All construction regardless of level hazard includes 
the use of Safe Work Practices to prevent contamination.  A follow up clearance test must indicate that 
all lead-based paint hazards have been mitigated or abated prior to project closeout. 
 
Actions planned to reduce the number of poverty-level families. 
 
The City and its nonprofit partners will continue to offer assessments and appropriate service 
referrals to low income and homeless people and families with the ultimate goal of achieving self- 
sufficiency. For example, the City’s new THRIVE program operated through the Community Action 
Program is a new coaching-based case management system that works with CAP clients who are 
committed to achieving long-term self-sufficiency, thereby reducing the number of clients who need 
services in the future.  Specifically, within the program, Success Coaches provide case management 
services using coaching tools that engage and build rapport with clients to help them determine what 
their individual needs are, develops a plan to achieve specific milestones, and provides warm handoff 
referrals to other agencies to achieve those milestones.  Every client has a unique lived experience and 
enters the program with unique needs.  The model engages clients in a way that acknowledges their 
current circumstances and coaches them to determine the best way forward for their circumstances and 
their desired outcomes.  This approach is different than traditional case management in that the Success 
Coaches employ active listening techniques and facilitate the conversation using the clients’ words and 
ideas to elicit solutions that the client develops, not the case manager.  Specific topics and areas of interest 
that the program focuses on include education and employment, skills building, financial literacy and debt 
management, housing stability, child care and others that the client identifies as needs to address in order 
to achieve self-sufficiency.  
 
Actions planned to develop institutional structure. 
 
The City has found that a coordinated local or regional response to supporting the needs of homeless or 
low income people maximizes the impact of its efforts. Toward that end, the City will continue to 
strengthen its partnerships with other City Departments, as well as nonprofit organizations and other 
public entities at the City, County, and State levels. The City will also provide or support training for staff 
and providers in the areas of affordable housing, fair housing, economic development, and community 
development.   The City recognizes that it does not have the financial, staffing or expertise capacity to 
address affordable housing, homelessness and the needs of vulnerable populations without the buy-in 
and resources of other agencies.   
 
Glendale currently coordinates with several City departments, non-profit organizations, and other public 
entities to meet the goals and objectives of the Consolidated Plan. In order to continue improving the 
institutional structures with the goal of maximizing benefits for low- and moderate-income persons and 
achieving performance outcomes, the City will continue to participate in local and regional committees, 
provide and/or support training for staff and providers in the areas of affordable housing, fair housing, 
economic development, and community development, and pursue closer relations with non-profit 
housing and service providers. 
 
Actions planned to enhance coordination between public and private housing and social service 
agencies.

Page 34 of 37 
 
During FY 2024-25, the City will utilize CDBG, HOME, and ESG funding to support both public and private 
housing programs including programs operated by human service agencies. The City will continue to 
utilize the services of the CDAC to review applications for funding and make funding recommendations. 
The housing and supportive service needs of homeless persons will also be addressed by participation in 
the CoC and funding for human service agencies. 
 
The City relies on the services of the Community Development Advisory Committee, comprised of a cross- 
section of Glendale residents including public housing residents, to review funding applications and make 
recommendations. Through its CDBG, HOME, and ESG funding, the City works with numerous government 
and private housing programs, including those operated by social service agencies to meet the housing 
and service needs of Glendale residents. Additionally, the City participates in various MAG subcommittee. 
 
Discussion 
 
The City has a wide network of partners to address the needs of the community that include various City 
Departments, Boards/committees, non-profit agencies, and for-profit businesses. Working cooperatively 
to develop appropriate and efficient structures is a priority in order to maximize leverage of skills, funding 
and resources in order to address the City’s housing, homelessness, social and economic needs. 
 
Program Specific Requirements 
 
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) 
 
Introduction 
 
The following section provides information related to the City’s program income and National Objective 
considerations, followed by considerations for the use of ESG funds. 
 
The City estimates that program income received to be $50,000 for FY 2024-25 and for subsequent years 
under the Consolidated Plan. If program income is received, the City will allocate those funds to existing 
projects in the same program year, except for any HOME program income received that will be held until 
a subsequent fiscal year. The City does not intend to spend any CDBG funds on urgent need activities in 
FY 2024-25. 
 
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. 
 
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 
$49,572.37 
 
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 
The amount of surplus funds from urban renewal settlements 
$0 
The amount of any grant funds returned to the line of credit for which 
$0

Page 35 of 37 
 
Table 14. CDBG Program Special Requirements 
 
Other CDBG Requirements 
 
1. The amount of urgent community 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. Specify the years covered that include this Annual Action Plan 
100% 
 
Emergency Solutions Grant (ESG) – Reference 91.220(l)(4) 
 
1. Include written standards for providing ESG assistance (may include as attachment) 
 
The City has adopted for itself and requires that subrecipients develop written standards that are 
consistently applied within agencies’ ESG-funded programs. These written standards must also 
conform to the written standards adopted by the Maricopa Association of Governments (MAG) as the 
lead agency that oversees the Maricopa Continuum of Care (CoC).  The requirement to develop and 
maintain written standard that conform to the requirements of 24 CFR 576 is included in all ESG 
subrecipient agreements. 
 
ESG subrecipients must conduct an initial evaluation to determine the eligibility of each individual or 
family seeking ESG-funded assistance. The eligibility determination varies by activity type and is 
conducted during the intake process.  At a minimum the intake evaluation will use the coordinated 
entry system to ensure that clients meet one or more the definitions of homeless under 24 CFR 576.2, 
and that their homeless status is documented using  the standards in 24 CFR 576.500(b).  The initial 
evaluation must also determine and document the amount and types of assistance the individual or 
family needs to regain stability in permanent housing. For those ESG-funded activities that require 
income eligibility at intake (homelessness prevention and rapid rehousing lasting longer than one 
year), Subrecipients must use the annual HUD published income limits that are updated annually to 
determine that clients have total household income at or below 30% of area median income (AMI) 
adjusted for household size.  Documentation must also be collected to show that the participants lack 
sufficient resources to remain in their homes or enter new housing without ESG assistance. If there 
are changes in the income of the program participants, Subrecipients are required to re-evaluate the 
eligibility and needs of the households per 24 CFR 576.401(b) that stipulate re-evalution homelessness 
prevention clients at least once every three months, and re-evaluation of rapid rehousing clients at 
least once per year.  
 
To advance consistency among service providers and ESG grantees, the City works with the 
Continuum of Care and the ESG Collaboration Work Group to standardize the contracting, eligibility 
determination and reporting documentation for the ESG program. The Maricopa Association of 
Governments (MAG) and Maricopa County Human Services Department jointly lead and coordinate 
these efforts. In addition to MAG and the County, the ESG Collaboration Work Group includes 
representatives from the State of Arizona’s Department of Economic Security and the cities of 
the planned use has not been included in a prior statement or plan 
The amount of income from float-funded activities 
$0 
Total Program Income: 
$0

Page 36 of 37 
 
Phoenix, Mesa, Tempe and Glendale. 
 
2. If the Continuum of Care has established centralized or coordinated assessment system that meets 
HUD requirements, describe that centralized or coordinated assessment system. 
 
Centralized or Coordinated Assessment System 
 
The Maricopa Association of Governments (MAG) administers the regional Continuum of Care. 
According to the MAG CoC Regional Committee on Homelessness Governance Charter and Operating 
Policies, the CoC approved the Service Prioritization Decision Assessment Tool (SPDAT) and the Family 
SPDAT as the region’s common assessment tool. The tool was developed in collaboration with 
municipalities, homeless services providers, and funders.  The goal of the Coordinated Assessment 
System is to end homelessness quickly and effectively by following a housing first approach. The 
assessment system provides multiple access points throughout the region, streamlines the referral 
process, and prioritizes individuals and families with the highest level of needs. The CoC is currently 
implementing the coordinated assessment system. 
 
Homeless Management Information System (HMIS) 
 
HMIS is an electronic data collection system that facilitates the collection of information on persons 
who are homeless or at risk of becoming homeless. The Maricopa CoC is responsible for coordinating 
and maintaining the regional HMIS through its third-party vendor, currently awarded to Solari, Inc.  As 
an ESG grantee, the City is required to use the HMIS for participant-level reporting purposes, and this 
requirement is passed on to all City Subrecipients who receive subwards of ESG funding.  HMIS data 
requirements include various individual demographic components as well as data related to client 
homelessness status and other relevant information in accordance with HUD published HMIS and data 
standards, as well as other community standards as may be adopted by the City and/or the CoC.  HUD-
approved Victim Service Providers (VSPs) are not required to enter data into HMIS to ensure 
additional confidentiality and the safety of clients who are fleeing domestic violence, and therefore 
may use an alternative database approved by HUD.  The City currently does not fund any HUD-
approved VSPs. 
 
3. Identify the process for making sub-awards and describe how the ESG allocation available to private 
nonprofit organizations (including community and faith-based organizations). 
 
In past planning years, the City allocated ESG funds to specific Subrecipient projects through a 
competitive grant application process.  Beginning in FY 2022-23 the City opted to award the entirety 
of its ESG formula allocation to support the Glendale Homeless Solutions Alliance.  The MSA went into 
effect in June 2021 and was funded with ESG-CV, FY 2021-22 ESG and a small portion of the City’s FY 
2020-21 CDBG funds.  All initial funding associated with this contract was expended by September 30, 
2023, and the City and the GHSA members have been reconciling final accomplishments and 
expenditures in furtherance of ESG-CV final drawdown and grant closeout.  Since this time, the City 
supplemented the MSA with both FY 2022-23 and 2023-24 direct allocation process. The City will 
supplement the GHSA with additional formula ESG funding, of which $15,610 will be allocated to 
administration (7.5%) with the remaining $192,532 allocated to expenses associated rapid rehousing 
and eligible under 24 CFR 576.103-106.  
 
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

Page 37 of 37 
 
homeless individuals in considering policies and funding decisions regarding facilities and services 
funded under ESG. 
 
The CoC Board possesses the highest level of decisionmaking authority in the CoC, and is responsible 
for establishes regional policy and possesses decision-making body for the CoC and receives input 
from various committees including the CoC Regional Committee on Homelessness. The City of 
Glendale is a member of the CoC Regional Committee on Homelessness. The City meets the 
requirement at 24 CFR 576.405(a) since at least one homeless or formerly homeless individual serves 
on the CoC Board as well as on the Committee on Homelessness. The Committee on Homelessness is 
responsible for making recommendations and providing input to the CoC Board.  The City’s sole ESG 
subrecipient, CASS, also has requirements in place to ensure that clients are included in its 
policymaking discussions. 
 
5. Describe performance standards for evaluating ESG. 
 
The City will evaluate performance under the ESG program primarily by developing and tracking key 
performance indicators in terms of beneficiaries assisted with homeless prevention or rapid re-
housing and individuals and families provided with emergency shelter. The City will also use the timely 
distribution of funds as a performance standard. Program outcomes will continue to be reported in 
the Consolidated Annual Evaluation Report (CAPER), HMIS and SAGE. The City will continue to monitor 
ESG subrecipients to ensure that funds have been spent on eligible costs and that the program 
regulations and requirements have been met. The City will also consult with the CoC on meeting 
regional goals to end homelessness as identified in the Pathways Home Regional Action Plan 
undertaken by the Maricopa Association of Governments (MAG). The ESG program requires that the 
City must provide a 100% match from other sources. The City shall ensure that match amounts 
including other grants, cash, general funds, in kind services/costs are tracked and documented for 
both its own operations and the operations of its subrecipients under the program. 
 
Discussion 
See above