FY 2024-25 Annual Action Plan
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Page 1 of 37 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 7 AP-10 Consultation 8 AP-12 Participation 14 AP-15 Expected Resources 16 AP-20 Annual Goals and Objectives 19 AP-35 Projects 22 AP-38 Project Summary 23 AP-50 Geographic Distribution 27 AP-65 Homeless and other Special Needs Activities 27 AP-75 Barriers to Affordable Housing 30 AP-85 Other Actions 31 AP-90 Program Specific Requirements 34 List of Tables Table 1. 2020-24 Consolidated Plan Goals 3 Table 2. Grant Responsible Agency Information 7 Table 3. Agencies, Groups, Organizations who Participated 10 Table 4. Other Local/Regional/Federal Planning Efforts 13 Table 5. Citizen Participation Outreach 15 Table 6. Expected Resources – Priority Table 17 Table 7. FY 2024-25 Proposed Outcomes by Consolidated Plan Goal 19 Table 8. Goal Descriptions 20 Table 9. FY 2024-25 Funding Awards 22 Table 10. CDBG and ESG Responsible Agencies 22 Table 11. CDBG and ESG Activity Descriptions 23 Table 12. Geographic Distribution 27 Table 13. CDBG Program Special Requirements 35 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 adoption of this final Plan by the City Council, HUD has not provided the City with final allocations of these grants. During the planning and citizen participation processes, the City assumed 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. This proration is as follows: 1. CDBG – 20% allocated to administration; 15% to public services; $838,911.57 to new rental development and the remainder to residential rehabilitation; 2. HOME – 95% of funds (including program income) to Tenant-Based Rental Assistance with the remainder to administration (less required CHDO set aside and administrative funds shared with Maricopa County); and 3. ESG – 92.5% of funds to rapid rehousing and eviction prevention through the Glendale Homeless Solutions Alliance and 7.5% funds to administration. 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. Page 4 of 37 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. 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 Page 5 of 37 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, 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 Page 6 of 37 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: • 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 was 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 was 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. There were no public comments received in writing. At the 2nd public hearing there was a discussion among the CDAC members, and the comment was made regarding the importance of promoting homeownership in the City. 6. Summary of comments or views not accepted and the reasons for not accepting them NA – all comments were accepted and favorable to the activities in this Annual Action Plan. Per the public comments related to homeownership, staff provided the CDAC with an analysis of current market conditions homeownership 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 Page 7 of 37 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 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 2 – 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 Page 8 of 37 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 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 Page 9 of 37 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, 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 Page 10 of 37 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 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 Page 11 of 37 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 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 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. 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 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 Page 13 of 37 Table 3. 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. 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 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 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. 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 4. 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 in this Plan. 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 Page 15 of 37 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. 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 was held to coincide with the March 21, 2024 CDAC meeting at the same time and location. • On April 18, 2024 staff presented a summary of the Draft Plan to the CDAC for feedback and a formal recommendation to fund activities at levels proposed by staff. The CDAC voted unanimously for this recommendation. • On April 23, 2024 staff presented a summary of the Draft Plan to the City Council feedback and discussion on the activities and funding levels and received consensus direction from the Council with minor changes to funding levels for our CDBG public services awards. • On May 14, 2024, City Council adopted the Annual Action Plan and the 2023-24 Substantial Action Plan Amendment. 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 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 4 City Council Workshop 04/23/24 regular meeting All City of Glendale Public, City Council All City Council members attended as well as several members of staff and the public The City Council discussed proposed activities and funding levels and provided consensus direction with minor All comments accepted Page 16 of 37 Table 5. 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 ($604,798 of $3,502,183) during FY 2024-25 on activities funded in the FY 2020-21 AAP (as amended). Council proceedings are aired on Facebook and Youtube Live. adjustments to the CDBG public services awards. 3 Community Development Advisory Committee 04/18/24 regular meeting Public, CDAC Five of nine committee members were in attendance and no members of the public Staff presented a summary and Draft Plan to the CDAC for feedback and a formal recommendation to fund activities at levels proposed by staff. The CDAC voting unanimously for this recommendation. All comments accepted 2 Community Development Advisory Committee Regular Meeting – 3/21/24. Advertised as Public Hearing #2 Public, CDAC Eight of nine committee members were in attendance and no members of the public There were no public comments received in writing. There was a discussion among the CDAC members, and the comment was made regarding the importance of a promoting homeownership in the City. Staff committed to bringing back this topic for discussion at a future CDAC meeting. All comments accepted 1 Community Development Advisory Committee Regular Meeting – 2/15/24. Advertised as Public Hearing #1 Public Seven of nine committee members were in attendance and one member of the public CDAC voted to make CDBG public services awards for City Council consideration N/A Page 17 of 37 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 $775,957, which is level with FY 2023-24 funding. Note that all FY 2024-25 allocations are estimates as of publication of this draft plan, as HUD has not provided the City with its final allocation of CDBG and ESG funds for FY 2024-25. Per HUD requirements, the City will update these figures to match final HUD allocations prior to submission of the final FY 2024-25 Annual Action Plan to HUD on or before May 15, 2024. Anticipated Resources Source of Funds Type Uses of Funds Expected Amounts ($) 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 $49,572 $2,082,690 $4,468,944 $0 Remainder estimation assumes level for Year 5; pending availability of final allocation from HUD CDBG-CV (1 and 3) Public - federal Public Services $0 $0 $604,798 $604,798 $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- $775,957 $6,335 $2,786,602 $3,568,894 $0 Remainder estimation assumes level for Year 5; pending availability of final allocation from HUD Page 18 of 37 Table 6 - 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 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 (GHSA). 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 Based Rental Assistance; First- Time Homebuyer Assistance Page 19 of 37 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 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 ESG: $208,142 Tenant-based rental assistance / Rapid Rehousing: 18 Page 20 of 37 Table 7. 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) Services & Facilities for Vulnerable Groups Employment, Job Training, Financial Literacy 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 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 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 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) Page 22 of 37 Table 8. 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 9. 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: • 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 CDBG Administration City of Glendale Revitalization Division 5 ESG Program Activities – rapid rehousing and eviction prevention Central Arizona Shelter Services, Phoenix Rescue Mission and/or possibly other agencies that participate in the Glendale Homeless Solutions Alliance, including the City. Table 10. 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 Page 23 of 37 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 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: $691,632.43 (pending final CDBG allocations from HUD) 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 Page 24 of 37 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 other 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 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 The City will provide funding for acquisition costs associated with these project(s), which is eligible under 24 CFR 570.201(a) – CDBG matrix code 01 3. 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: • 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, Page 25 of 37 school supplies for Title I school students – $15,000; CDBG matrix code: 5D • BLOOM365 – interpersonal violence prevention for youth – $12,480; CDBG matrix code: 5D • Boys & Girls Club of the Valley – academic success and peer support for LMI youth – $15,000; CDBG matrix code: 5D • Chrysalis – trauma-informed services and shelter for survivors of domestic violence; $15,000; CDBG matrix code: 5G • Duet: Partners in Health & Aging – services to address food insecurity, safety and personal well-being of seniors – $30,000; CDBG matrix code: 5A • Hope Community Services – specialized therapy for 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 – $25,000; CDBG matrix code: 5D • One Step Beyond, Inc. – culinary workforce development program for adults with intellectual disabilities – $20,000; CDBG matrix code: 5B • Southwest Fair Housing Council – Fair Housing education and testing – $25,000; CDBG matrix code: 5J • Sun City Area Interfaith Services (Benevilla) – services for dependent seniors and respite for caregivers – $20,000; CDBG matrix code: 5A • Treasure House – employment and life skills training for the developmentally disabled – $15,000; 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 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 direct or limited clientele basis. 4. Project Name Administration (CDBG) Target Area Citywide Goals Supported CDBG Program Administration 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 (or 20% of final CDBG allocation) Description General administration and oversight activities, such as financial management, supplies, training, overhead and other possible Page 26 of 37 Table 11. CDBG and ESG Activity Descriptions costs eligible under 24 CFR 570.206. CDBG matrix code: 21A Target Date 06/30/2025 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. 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. 5. 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 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 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 12. 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 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 Page 28 of 37 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 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 Page 29 of 37 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 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 Page 30 of 37 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. 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. Page 31 of 37 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 • 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 Page 32 of 37 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: • 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: Page 33 of 37 • 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- 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 Page 34 of 37 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. 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 Page 35 of 37 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. Table 13. CDBG Program Special Requirements Other CDBG Requirements 1. The amount of urgent community need activities $0 6. 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, 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 the planned use has not been included in a prior statement or plan $0 The amount of income from float-funded activities $0 Total Program Income: $0 Page 36 of 37 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 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- Page 37 of 37 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 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