*FY2023-24 Annual Action Plan- FINAL

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PUBLIC COMMENT PERIOD 
2023-24 Annual Action Plan is open for public review and comment from 
Thursday, March 23, 2023 through Sunday, April 23, 2023 and is available at 
glendaleaz.com/communityserviceplans. Comments may be sent to 
revitalization@glendaleaz.com through the end of the comment period. 
 
City of Glendale 
2023-24 Annual Action Plan

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Table of Contents 
 
Plan Section 
Page 
 
 
ES-05 Executive Summary 
3 
PR-05 Lead & Responsible Agencies 
8 
AP-12 Participation 
15 
AP-15 Expected Resources 
16 
AP-20 Annual Goals and Objectives 
20 
AP-35 Projects 
21 
AP-38 Project Summary 
23 
AP-50 Geographic Distribution 
25 
AP-65 Homeless and other Special Needs Activities 
26 
AP-75 Barriers to Affordable Housing 
29 
AP-85 Other Actions 
30 
AP-90 Program Specific Requirements 
33 
 
 
List of Tables 
 
 
 
Table 1.  2020-24 Consolidated Plan Goals 
3 
Table 2.  Total HUD CPD Funding and Expenditures in FY 2020-21 
4 
Table 3.  Grant Responsible Agency Information 
8 
Table 4.  Agencies, Groups, Organizations who Participated 
10 
Table 5.  Other Local/Regional/Federal Planning Efforts 
14 
Table 6.  Citizen Participation Outreach 
16 
Table 7.  Expected Resources – Priority Table 
16 
Table 8.  FY 2023-24 Proposed Outcomes by Consolidated Plan Goal 
18 
Table 9.  Goal Descriptions 
21 
Table 10.  FY 2023-24 Funding Awards 
22 
Table 11.  CDBG and ESG Responsible Agencies 
22 
Table 12.  CDBG and ESG Activity Descriptions 
23 
Table 13.  Geographic Distribution 
26 
Table 14.  CDBG Program Special Requirements 
33

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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 fourth 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 
2023-24:  CDBG – $2,354,682; ESG – $208,142; and HOME – $775,957.  Activities funded with these 
allocations are discussed in the following sections.  
 
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview 
 
Identified below are the goals that the City of Glendale has identified as the basis for its strategies and 
related activities to be carried out under the 2020-24 Consolidated Plan and related Annual Action Plans. 
Actual activities may vary each plan year and will be based on priorities established during the citizen 
participation planning process and the amount of the City’s annual allocation. All activities funded in this 
AAP further the following adopted FY 2020-24 Consolidated Plan goals. 
 
Goal 1 
Promote Access to Decent Affordable Housing 
Glendale will work to promote access to affordable quality housing throughout the City through 
a variety of activities that may include construction, rehabilitation and replacement of owner and 
renter housing, homeownership assistance, or rental assistance that helps low- and moderate- 
income families obtain and/or maintain decent, safe, and affordable housing. 
Goal 2 
Increase Access to Homeless Services/Housing 
Through its ongoing Strategic Planning process and work with the Maricopa Regional Continuum 
of Care, the City will identify ways to partner with government, nonprofit and private sector 
organizations to offer additional emergency shelter, transitional housing, permanent and 
supportive housing, and necessary supportive services to mitigate crisis situations and promote 
self-sufficiency to homeless people and those at risk of homelessness. 
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.

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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 accomplishments by Consolidated Plan goal.   
 
Goal 1 
1. Substantial repairs at more than 20 owner-occupied homes through the City’s Home Repair 
Program and 36 emergency repairs through Habitat for Humanity (CDBG) 
2. Centerline on Glendale  – acquisition of land for development of 368 affordable units completed 
through Gorman and Company (CDBG) 
3. Cielo Apartments project – 88 units under construction through the Cesar Chavez Foundation 
(NSP) 
4. Juniper Square  
5. Tenant-based rental assistance (TBRA) program in partnership with A New Leaf (HOME).  95 
people in 46 low-acuity homeless households rehoused 
6. One (1) Single-family replacement housing project completed (HOME) 
 
Goal 2 
1. Central Arizona Shelter Services (CASS) – Master Services Agreement – $3,394,008 ($2,497,008 –
ESG-CV2; $560,545 – ESG-CV1; $211,275 – FY 2021-22 ESG; $125,000 – FY 2020-21 CDBG), – 
alliance of 15 independent non-profits that work collaboratively to fully address the needs of the 
City’s homeless residents through permanent housing placement, supportive services, outreach 
to those living on the streets and others.   
2. City of Glendale Eviction Prevention and Rapid Rehousing – $1,065,518 ($500,000 CDBG-CV1; 
$65,518 – ESG-CV1; $500,000 – ESG-CV2) 
3. Phoenix Rescue Mission – Glendale Works – paid day labor and connection to wrap around 
services to the homeless – $63,076 (CDBG) 
4. City of Glendale Public Housing Authority – rapid rehousing for voucher holders in the Foster 
Youth to Independence Program – $34,482 (ESG-CV1) 
 
Goal 3

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1. Senior services 
2. Services for persons with disabilities 
3. Legal services 
4. Youth services 
5. Services for victims of domestic violence 
6. Employment training  
7. Fair housing activities 
8. Health services  
9. Subsistence payments 
10. Food banks  
 
Goal 4 
1. Pandemic Small Business Assistance Program – Chicanos Por La Causa - $953,110 ($300,000 – 
CDBG-CV1; $653,110 – CDBG-CV3) for 33 microenterprises affected by the COVID-19 pandemic 
2. Community Center Workforce Development – Phoenix Rescue Mission – $485,596 for workforce 
development services 
 
Goal 5 
1. Café Lighting Project – installation of café lighting along Glendale Ave between – $721,000 
(CDBG); Phase I of the project was completed with a cost of $221,000 with Phase II in development 
2. Physical Improvement Program – upgrade street corner ramps to ADA standards in the downtown 
Glendale area – $600,000 (CDBG)  
 
Goal 6 
1. Community Legal Services – technical assistance and legal representation for those facing eviction 
and fair housing violations – $5,000 (CDBG) 
 
4. Summary of citizen participation process and consultation process 
 
The City encourages all stakeholders to participate in the development of Annual Action Plans, the 5-Year 
Consolidated Plan, as well as Substantial Plan Amendments.  These stakeholders include, but are not 
limited to: business owners, non-profit partners, community groups, elected and appointed officials and 
residents – especially those who are low-and-moderate income or are otherwise likely to be beneficiaries 
of CDBG, HOME, and ESG funding.  
 
The Annual Action Plan development process is consistent with the City’s Citizen Participation Plan, 
created in compliance with 24 CFR 91.105, and is shared by each of the members of the Maricopa HOME 
Consortium. The Citizen Participation Plan requires that the City: 
 
• 
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;

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• 
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 2023-24 AAP was available for public comment for a 30-day period starting Thursday, March 23, 
2023, through Saturday, April 22, 2022. Public hearings were conducted on Thursday, March 16, 2023 and 
Thursday, April 20, 2023. The first public hearing was held at 1:00 PM, in-person at the Velma Teague 
Library located at 7010 N. 58th Ave., Glendale, AZ 85301.   The second public hearing was held in person 
during the regular Community Development Advisory Committee (CDAC) meeting at 5850 W Glendale 
Ave, Conference Room B3, Glendale, AZ 85301 and was advertised in accordance with the City’s Public 
Participation Plan and Arizona Open Meeting Law.  Comments from these meetings are pending and will 
be included in the final draft of this Plan prior to submission to HUD. 
 
6. Summary of comments or views not accepted and the reasons for not accepting them 
 
NA – Comments are pending completion of the public hearings and public comment period. 
 
7. Summary 
 
The State of Arizona and the City of Glendale continue to experience significant population and economic 
growth.  With significant growth comes challenges for affordable housing, especially with the increased 
demand in both the single-family and multi-family residential markets. Increasing demand and upward 
price trends in the housing market ensure that affordable housing will remain an issue for the foreseeable 
future.  Increased prices in both the homeowner and rental markets exacerbate these trends as continued 
declining supply of housing meets increasing demand.  The primary impacts associated with these trends 
include 1. a substantial rise in homelessness, 2. diminished affordability that consumes an increasing share 
of household income for those who can stay housed; and 3. continued rates 
 
To mitigate these impacts, the City of Glendale is working to provide more affordable housing through 
several mechanisms.  HOME funding of Tenant Based Rental Assistance, 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. 
 
The City will also identify neighborhood enhancements such as infrastructure improvements within low- 
mod income areas, such as public housing and ADA improvements to parks serving low- and moderate- 
income households. Streetscape beautification, demolition of unsafe structures and commercial 
rehabilitation are among other possible activities to enhance neighborhoods. The City will consider other 
infrastructure and public facility improvements, such as libraries, youth centers, and recreation centers as 
possible neighborhood enhancements, though these amenities are not as high of a priority. 
 
Glendale will fund public services for low- and moderate-income families through the funding of several

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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. 
 
Glendale has succeeded as a community by working in partnership with other agencies throughout the 
West Valley and in Maricopa County by building on each organization’s respective strengths. By tapping 
into the human assets of its community, Glendale can work to ensure that all citizens have an opportunity 
to be independent, productive members of the community who live stable and productive lives. 
 
PR-05 Lead & Responsible Agencies - 91.200(b) 
 
1. Agency/entity responsible for preparing/administering the Consolidated Plan 
 
The following are the agencies/entities responsible for preparing the Annual Action Plan and those 
responsible for administration of each grant program and funding source. 
 
Agency Role 
Name 
Department/Agency 
CDBG Administrator 
Glendale 
Community Revitalization Division 
ESG Administrator 
Glendale 
Community Revitalization Division 
Table 3 – Grant Responsible Agency Information 
 
The City of Glendale's Community Revitalization Division, located at 5850 West Glendale Avenue, Suite 
107, Glendale, Arizona 85301, 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 
 
Mr. Matthew Hess, Revitalization Administrator 
Community Revitalization Division, Community Services Department City of Glendale 
5850 W Glendale Avenue, Suite 107 
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 227 
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.

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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 
2023-24 the City will fund a variety of human service providers.  The CDBG public services funding will 
support seniors, disabled, youth and adults,  veterans, food banks and other human services. Some of the 
agencies included in this year’s funding are Chrysalis, Glencroft, Operation Enduring Gratitude and the 
Boys and Girls Club.  
 
The City consulted with its housing authority, which is a City Divisional Unit, by including staff 
representatives in the public meetings and conducting interviews with housing authority management. 
The City’s Community Housing Division is responsible for addressing the rental housing needs of low and 
very low-income Glendale households that cannot afford housing in the private market through the 
administration of the federally funded Housing Choice Voucher program and operation of 155 Public 
Housing Units.  
 
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 case management, 
information and referral to local human service agencies and direct financial assistance for eligible 
households. 
 
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 developing the Regional Plan to End Homeless 
and prepares the COC application for funding to support homeless assistance programs. 
 
The City of Glendale 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. This ESG collaboration group is a team of ESG grantees 
that meet once a month to coordinate best practices and consistent procedures related to the ESG 
program performance standards and efforts to end homelessness.

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The City also has the Homeless Executive Taskforce. This is an internal initiative between City 
Departments. Together they discuss the issues facing homelessness and collaborate on solutions to end 
homelessness. 
 
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining 
how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and 
activities assisted by ESG funds, and develop funding, policies and procedures for the operation and 
administration of HMIS 
 
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 State of Arizona and the CoC Committee on Homelessness. An 
example of a successful regional collaborative effort is the region’s Annual Homeless Count. The City’s 
collaboration is intended to use the most current and accurate information available to design and 
implement necessary housing and social 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 will be reviewed and measured for effectiveness, 
as required. 
 
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

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Housing PHA 
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

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Agency/Group/Organization Type 
Housing 
PHA 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
How was the Agency/Group/Organization 
consulted and what are the anticipated 
outcomes of the consultation or areas for 
improved coordination? 
The agency was provided a direct opportunity to review 
and comment on the draft Annual Action Plan. 
6 
Agency/Group/Organization 
Glendale Chamber of Commerce 
Agency/Group/Organization Type 
Regional organization 
Business Leaders 
What section of the Plan was addressed by 
Consultation? 
Non-Homeless Special Needs 
Market Analysis 
Anti-poverty Strategy 
Economic Development 
Transportation issues 
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; 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 
Economic Development 
Transportation issues 
Public Housing Needs 
Lead-based Paint Strategy 
Fair Housing issues

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Table 4. Agencies, groups, organizations who participated 
 
Other local/regional/state/federal planning efforts considered when preparing the Plan 
 
Name of Plan 
Lead Organization 
How do the goals of your Strategic Plan overlap with 
the goals of each plan? 
How was the Agency/Group/Organization 
consulted and what are the anticipated 
outcomes of the consultation or areas for
improved coordination? 
The agency was provided a direct opportunity to review 
and comment on the draft Annual Action Plan. 
8 
Agency/Group/Organization 
Glendale Economic Development Department 
Agency/Group/Organization Type 
Planning organization 
Services-Education 
Services-Employment 
Other government – Local 
What section of the Plan was addressed by 
Consultation? 
Economic Development 
How was the Agency/Group/Organization 
consulted and what are the anticipated 
outcomes of the consultation or areas for
improved coordination? 
The agency was provided a direct opportunity to review 
and comment on the draft Annual Action Plan. 
9 
Agency/Group/Organization 
Maricopa Regional Continuum of Care 
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.

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Pathways Home 
Maricopa Association 
of Governments 
Continuum of Care 
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 
Planning Division 
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. 
Glendale City Council Vision and 
Mission: How We Make a 
Difference 
Glendale City Council 
The City Council’s Vision and Mission includes a 
commitment to Innovation and Improved Community 
Experience, with which this Annual Action Plan will align. 
Envision Glendale 2040 General 
Plan Land Use Map 
City of Glendale 
Planning Division 
The General Plan Land Use Map identifies areas of the 
City in which the City envisions opportunities for different 
zoning densities. 
City of Glendale 2017 Strategic 
Housing Study 
City of Glendale 
Community 
Revitalization Division 
The study’s focus on housing cost burden and housing 
problems/ conditions aligns with the Annual Action Plan’s 
goals to provide affordable housing and housing 
rehabilitation assistance to low-and-moderate-income 
residents. 
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. 
Table 5. Other local /regional/federal planning efforts 
 
Identify any Agency Types not consulted and provide rationale for not consulting. 
The City consulted with all 227 partners in the development of this Annual Action Plan.  The City did also 
consulted with the broad-band internet service industry specific organization, internet service providers, 
or resilient specific organizations in this year's annual action plan. However, the City does partner with 
and seeks input from private, public, and nonprofit organizations, and service agencies and has in the 
course of meetings discussed the access to broadband and internet connectivity for low to moderate 
populations and public housing.  
 
Narrative 
The collaboration between the City, local jurisdictions, and the housing authority is expected to continue 
to solidify throughout the years. To eliminate gaps in services and reach hard to serve populations on the 
local and regional level, this collaboration between the City and local jurisdictions to align services 
efficiently will continue.  
 
AP-12 Participation - 91.401, 91.105, 91.200(c)

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1. Summary of citizen participation process/Efforts made to broaden citizen participation. Summarize 
citizen participation process and how it impacted goalsetting 
 
In order to ensure broader participation, residents were given multiple opportunities to comment 
on the plan during the plan development and the completed plan was available for a 30-day 
comment period. 
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, the notices and Plan 
documents could be provided in alternative formats and public notices were available to non-
English speaking individuals. 
Meetings were held at a time of day that would facilitate the participation of members of the 
public who work and information and notices were provided through the City’s website for 
persons not wishing or able to attend meetings. 
• 
Public comment period started Thursday, March 23, 2023 through Saturday, April 22, 
2022. 
• 
The 1st Public hearing was conducted on Thursday, March 16, 2023 in person at 1:00 PM 
at the Velma Teague Library.  
• 
The 2nd Public hearing was conducted on Thursday, April 20, 2023 and was held during 
the regularly scheduled Community Development Advisory Committee (CDAC) meeting.  
All notices were advertised in accordance with the City’s Public Participation Plan and Arizona 
Open Meeting Law. No comments from the public were received during the comment period and 
comments received by the CDAC and the City Council were favorable to the final activities and 
allocations in this document. 
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 
5 
Public Hearing 
4/20/23 
Public 
No members of the 
public attended 
No comments 
received from the 
public 
N/A 
4 
City Council 
Workshop 
3/28/23 
Public 
City Council 
Members, other 
government officials 
The City Council 
provided feedback  
to the City’s 2023-24 
funding allocations 
and Annual Action 
Plan 
All City of Glendale 
Council proceedings 
are aired on 
Facebook and 
Youtube Live. 
3 
Public Hearing 
3/16/23 
Public 
No members of the 
public attended 
No comments 
received from the 
public 
N/A

Page 15 of 34 
 
Table 6. Citizen Participation Outreach 
 
EXPECTED RESOURCES 
 
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 
 
Introduction 
Each year the City of Glendale receives direct CDBG and ESG entitlements from HUD.  As a result of the 
COVID-19 pandemic, the City also received CDBG-CV and ESG-CV funding in FY 2020-21 that will continue 
to be expended in FY 2023-24 towards the activities established in the FY 2020-2024 Consolidated Plan 
and FY 2020-21 AAP.  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 2023-24 is $775,957.  
 
To estimate the total amount of funding available for the five-year Consolidated Plan period, the City 
combined actual allocations from the first three funding years with an estimate of the remaining two 
years.  This estimate is equal to the current year funding award.   
 
Anticipated Resources 
 
2 
Community 
Development 
Advisory 
Committee 
(CDAC) meeting 
2/16/23 
Public 
7 members of the 
CDAC were present 
All CDAC 
members were in 
favor of Plan activities 
and funding levels 
All comments were 
accepted. 
1 
Community 
Development 
Advisory 
Committee 
(CDAC) meeting 
12/15/22 
Public 
6 members of the 
CDAC were present 
No comments 
received 
All comments were 
accepted. 
Source of 
Funds 
Type 
Uses of Funds 
 
 
Expected Amounts ($) Available Year 4 
Expected 
Amount 
Available 
Remainder 
of Con Plan 
Narrative 
Description 
Annual 
Allocation: 
Program 
Income: 
Prior Year 
Resources: 
Total: 
$ 
CDBG 
Public 
- 
federal 
Acquisition; 
Admin and 
Planning 
Economic 
Development 
Housing Public 
Improvements 
Public 
Services 
$2,354,682 
$50,000 
$7,235,659 
$9,590,341 
$4,709,364 
Remainder 
estimation 
assumes same 
funding level for 
Years 4-5.

Page 16 of 34 
 
Table 7 - Expected Resources – Priority Table 
 
Explain how federal funds will leverage those additional resources (private, state and local funds), 
including a description of how matching requirements will be satisfied. 
 
Part of Glendale’s service delivery strategy includes providing funding to local nonprofits that leverage 
outside funding sources to serve Glendale’s citizens. Additionally, the City and its subrecipients provide 
matching HOME and ESG funding.  During FY 2020-21 the City opted to exercise the match waiver available 
through the CARES Act for ESG and HOME, and did not require subrecipients to match HOME and ESG 
awards.  Leverage, in the context of the CDBG and HOME, 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 2023-24, the City of Glendale will allocate HOME funds from the Maricopa HOME Consortium 
to support the development of new rental housing.  The 25% required HOME match for FY 2023-24 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 2023-24 ESG allocation to sustain the Homeless Master Services Agreement 
with Central Arizona Shelter Services, Inc. (CASS).  CASS has committed to providing a 100% non-federal 
match of $208,142.  
 
If appropriate, describe publicly owned land or property located within the jurisdiction that may be 
ESG 
Public 
- 
federal 
Admin; shelter 
operations and 
essential 
services; eviction 
prevention and 
rapid rehousing; 
street outreach 
$208,142 
$0 
$505,726 
$713,868 
$416,284 
Remainder 
estimation 
assumes same 
funding level for 
Years 4-5. 
HOME 
Public – 
federal 
Affordable 
Housing – 
acquisition; 
construction 
and/or 
rehabilitation of 
affordable renter 
or owner-
occupied single 
or multifamily 
housing; Tenant-
Based Rental 
Assistance; First-
Time Homebuyer 
Assistance 
$775,957 
$116,000 
$2,786,602 
$3,562,559 
$4,197,257 
Remainder 
estimation 
assumes same 
funding level for 
Years 4-5.

Page 17 of 34 
 
used to address the needs identified in the plan 
 
There is currently no land or other publicly-owned property identified that can address the needs in this 
Action Plan.  However, the City has started to investigate how to complete an inventory of property that 
may be suitable for land development in support of activities in the plan. 
 
Discussion 
The City does not have access to surplus land for the purposes of building affordable housing. Any 
acquisition would happen through the actions of a non-profit organization. 
 
The City is devoted to addressing the affordable housing crisis. In partnership with the Caesar Chávez 
Foundation, 80 affordable housing units will be made available to Glendale residents. The project is 
scheduled to be completed and ready for occupancy by the end of 2023. 
 
Glendale will utilize the $2,354,682 in CDBG funding and approximately $50,000 in CDBG Program Income 
toward projects in FY 2023-24. Additionally, the City will utilize $208,142 in ESG funding for projects in FY 
2023-24. 
 
In FY 2020- 21, the City received $1,457,342 of CDBG-CV funding, $749,455 in ESG-CV and $2,997,188 of 
ESG-CV 2 funding. The infusion of COVID-19 related funding was previously awarded to subrecipient and 
will continue to be expended in FY 2023-24 on programs that are designed to eliminate the burdens 
caused by the world-wide pandemic. 
 
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: 
$1,512,560 
Public Facility 
or 
Infrastructure; 
Activities for 
LMI housing.    
Benefit: 350 
Households 
Assisted 
Homeowner 
Housing 
Rehabilitated: 
85 Household 
Housing Unit 
Tenant-based 
rental 
assistance / 
Rapid 
Rehousing: 50 
Households 
Assisted 
2 
Increase Access to 2020 
2024 
Homeless 
Citywide, CDBG Affordable Housing CDBG: $223,076 Tenant-based

Page 18 of 34 
 
Homeless 
Services/Housing 
Target 
Areas - 
85301 and 
85302 
Housing & 
Services for 
Homeless/At- 
Risk People 
Services & 
Facilities for 
Vulnerable 
Groups 
Employment, 
Job Training, 
Financial 
Literacy 
ESG: 
$208,142 
ESG-CV: 
$674,510 
rental 
assistance / 
Rapid 
Rehousing: 80 
Households 
Assisted 
Homeless 
Person 
Overnight 
Shelter: 42 
Persons 
Assisted 
Homelessness 
Prevention: 75 
Persons 
Assisted 
Businesses 
assisted: 10 
Businesses 
Assisted 
3 
Public Services for 
Vulnerable 
Populations 
2020 
2024 
Non-Homeless 
Special 
Needs 
Citywide 
Services & Facilities 
for 
Vulnerable 
Groups 
CDBG: $353,202 
CDBG-CV: 
$465,874 
Public service 
activities 
other 
than 
Low/Moderat
e 
Income 
Housing 
Benefit: 1500 
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 
CDBG: 
$31,026 
CDBG-CV: 
$400,000 
Public service 
activities 
other than 
Low/Moderat
e Income 
Housing 
Benefit: 1500 
Persons 
Assisted 
Businesses 
assisted: 10 
Businesses 
Assisted 
5 
Increase Livability 
of Neighborhoods 2020 
2024 
Non-Housing 
Community 
Development 
Citywide CDBG 
Target Areas - 
85301 and 
85302 
Improved 
Neighborhood 
Facilities 
CDBG: 
$248,688 
Public Facility 
or 
Infrastructure 
Activities for 
Low/Moderat
e Income 
Housing 
Benefit: 19083 
Households 
Assisted

Page 19 of 34 
 
Table 8.  FY 2023-24 Proposed Outcomes by Consolidated Plan Goal 
 
Goal Name Promote Access to Decent Affordable Housing 
1 
Goal 
Description 
Glendale will work promote access to decent affordable quality housing throughout the 
City through a variety of activities that may include: construction, rehabilitation and 
replacement of owner and renter housing, homeownership assistance, or rental 
assistance that helps low- and moderate-income families obtain or maintain housing. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
2 
Goal Name Increase Access to Homeless Services/Housing 
Goal 
Description 
Through its ongoing Strategic Planning process and work with the Maricopa Association 
of Governments Continuum of Care programs, the City will identify ways to partner with 
government and nonprofit providers to offer additional emergency shelter, transitional 
shelter, permanent and supportive housing, and necessary services to mitigate crisis 
situations and promote self-sufficiency to homeless people and those at risk of 
homelessness. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(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 food assistance and senior and 
youth services. 
 
CDBG National Objective(s): Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
4 
Goal Name Educational Programs and Business Assistance 
6 
Comply with 
Affirmatively 
Furthering Fair 
Housing 
2020 
2024 
Fair Housing 
Citywide 
Fair Housing 
CDBG: 
$5,000 
Public service 
activities 
other than 
Low/Moderat
e Income 
Housing 
Benefit: 150 
Persons 
Assisted

Page 20 of 34 
 
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): Benefit to Low-and-Moderate Income Persons/Households 
(Area basis) 
SLUM/BLIGHT. Slum and Blight conditions exist in several of the City's older primarily 
residential areas, including the Centerline Redevelopment Area, and are considered 
eligible per the State of Arizona's conditions for redevelopment areas. Use of 
slum/blight on an area basis will primarily occur in these defined areas. The City does 
not expect to qualify projects as slum/blight on a spot basis. 
6 
Goal Name Comply with Affirmatively Furthering Fair Housing 
Goal 
Description 
The City will comply with all federal regulations related to affirmatively furthering fair 
housing to provide fair access for all Glendale citizens to housing opportunities. 
 
CDBG National Objective: Benefit to Low-and-Moderate Income Persons/Households 
(Direct basis) 
Table 9. Goals Description 
 
AP-35 Projects - 91.420, 91.220(d) 
 
Introduction 
 
The following section provides the list of approved projects/activities for the use of entitlement grant 
funds under the Community Development Block Grant (CDBG), Emergency Solutions Grants (ESG) HOME 
Investment Partnerships Program (HOME) and for FY 2023-24. 
 
Grant 
Source 
Amount 
CDBG 
HUD 
$2,354,682
ESG 
HUD 
$208,142
HOME 
Maricopa County 
$775,957
Total FY 2023-24 Allocations: 
$3,338,781
Table 10. FY 23-24 Funding Awards 
 
The following activity will be funded with the City’s FY 2023-24 HOME allocation provided through the 
Maricopa HOME Consortium and appear as a project in the Maricopa Home Consortium’s Annual Action

Page 21 of 34 
 
Plan for FY 2023-24.  A total of $775,957 in HOME funds will be received in FY 2023-24 
 
• 
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,
subrecipient(s) 
2 
Public Services for Vulnerable Populations 
Various subrecipients (see section AP-38) 
3 
CDBG Administration  
City of Glendale Revitalization Division  
4 
ESG Program Activities – rapid rehousing and 
Administration 
Central Arizona Shelter Services  
Table 11. CDBG and ESG Responsible Agencies 
 
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs 
Allocation Priorities 
 
CDBG: Allocation priorities for the use of CDBG funds were based on the City's housing and community 
development needs assessment contained within the Consolidated Plan, deliberations of the CDAC and 
City Council, as well as funding applications received through the City's competitive 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. Organizations providing 
housing and community development services to address underserved needs were also consulted 
regarding their current activity levels and the needs of their clients. The efficient use of prior year 
resources, results of on-site and remote monitoring and evaluation of prior year accomplishments helped 
to determine ongoing needs and organizational capacity to continue providing services to clients.  
 
ESG: The City will continue to support an existing subrecipient, Central Arizona Shelter Services (CASS), 
through the Master Services Agreement (MSA) with all ESG funds for the foreseeable future.  The MSA is 
the City’s comprehensive homelessness response designed to provide 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 resulting Glendale Homeless Solutions Alliance (GHSA) 
connects 15 separate service providers with direct access to each other’s services depending on the 
individual needs of each client.  It is the City’s desire to continue to support this relationship with ongoing 
ESG funding, as well as other funding opportunities that may become available in the future. 
 
Obstacles to Addressing Underserved Needs 
 
The City of Glendale is making efforts to address and identify activities of highest priority. The housing 
market conditions related to demand and supply of both rental and homeownership, 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

Page 22 of 34 
 
meets the City's 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 
Retain 
Affordable 
Housing 
- 
City 
and/or 
subrecipient 
administered 
Needs Addressed 
Rehabilitation of existing units 
Funding 
CDBG: $1,530,543.30 
Description 
The City and its subrecipient will administer housing-
rehabilitation activities on private residential renter and owner-
occupied units per CDBG regulations at 24 CFR 570.202, 
570.201(I) 
Target Date 
6/30/2025 
Estimate the number and type of 
families that will benefit from 
the proposed activities 
Approximately 100 households will be assisted 
Location Description 
City wide 
Planned Activities 
This activity will include costs related to construction; planning 
and permitting; title expenses; environmental reviews; hazard 
testing, mitigation and abatement; temporary relocation of 
occupants; and direct project staff costs for residential housing 
rental rehabilitation, emergency housing rehabilitation and 
owner- occupied rehabilitation.  These costs are eligible under 24 
CFR 570.202(a)(1) – CDBG matrix code: 14A; 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 
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 
Description 
These programs will provide a diverse array of services to 
vulnerable populations, including: seniors, youth, the 
disabled, those experiencing food insecurity, veterans, victims of 
domestic violence, participants in the foster care system and 
others. 
Target Date 
6/30/2024 
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:

Page 23 of 34 
 
• 
One Step Beyond– Materials and supplies for disabled 
youth and adult hockey $16,000; matrix code 05B 
• 
A New Leaf – Services for victims of domestic violence 
$114,670;   
matrix code 05G 
• 
Chrysalis –  Services for victims of domestic violence 
$10,000;  matrix code 05G 
• 
Glencroft– food pantry – $30,000; matrix code 05W 
• 
AZ YWCA– nutrition for seniors and the disabled – 
$89,000; matrix code 05B 
• 
Operation Enduring Gratitude– minor home repairs for 
disabled veterans – $53,800; matrix code 05B 
• 
Back to School Clothing Drive– school supplies for low-
and-moderate income youth – $15,000; matrix code 
05D 
• 
Boys and Girls Club– SWIFT Kids youth mentoring and 
after school programming – $15,000; matrix code 05D 
• 
Catholic Charities – Westside Head Start; $9,732.30 
All activities listed above are eligible public services under 24 CFR 
570.201(e).  All public services activities serving a vulnerable 
population will meet the National Objective of benefiting low- 
and moderate-income persons. 
Project Name 
Administration (CDBG) 
Target Area 
Citywide 
Goals Supported 
CDBG Program Administration 
3  
Needs Addressed 
Affordable Housing 
Housing & Services for Homeless/At-Risk People Services & 
Facilities for Vulnerable Groups Employment, Job Training, 
Financial Literacy Improved Neighborhood Facilities 
Fair Housing 
Funding 
CDBG: $470,936 
Description 
General administration and oversight activities, such as payroll, 
supplies, training, overhead and other possible costs eligible 
under 24 CFR 570.206. 
Target Date 
06/30/2024 
3 
Estimate the number and type of 
families that will benefit from 
the proposed activities 
All persons and households receiving assistance with CDBG funds 
will benefit from this activity. 
Location Description 
The Community Revitalization Division is responsible for 
administration of CDBG and ESG program activities and is located 
at Glendale City Hall, 5850 W Glendale Ave, Suite 107, Glendale, 
AZ 85301. 
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.

Page 24 of 34 
 
Table 12. CDBG and ESG Activity Descriptions 
 
AP-50 Geographic Distribution - 91.420, 91.220(f) 
 
Description of the geographic areas of the entitlement (including areas of low-income and minority 
concentration) where assistance will be directed. 
 
All CDBG and ESG activities funded in this Annual Action Plan are direct benefit and will be provided to 
eligible low-and-moderate income beneficiaries on a City-wide basis with no preference for geography.  
The City has not allocated any funding to area benefit activities. 
 
Geographic Distribution 
Target Area 
Percentage of Funds 
Citywide 
100% 
Table 13.  Geographic Distribution 
 
Rationale for the priorities for allocating investments geographically. 
 
The City recognizes that the need and demand for the activities described in this Plan exist City-wide and 
are not confined to specific geographic areas. Therefore, the City will not allocate funding based on 
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 2023-24 CDBG and ESG activities will be conducted on a direct benefit basis with no preference by 
geography. 
 
Project Name 
Emergency Solutions Grant FY 2023-24 
Target Area 
Citywide 
Goals Supported 
Promote Access to Decent Affordable Housing; Increase Access to 
Homeless Services/Housing; and Public Services for Vulnerable 
Populations. 
Needs Addressed 
Affordable Housing 
Housing & Services for Homeless/At-Risk People Services & 
Facilities for Vulnerable Groups 
Funding 
ESG: $208,142 
4 Description 
The City’s full ESG award will be allocated to support an existing 
subrecipient agreement with Central Arizona Shelter Services 
(CASS).   
Target Date 
06/30/2024 
Estimate the number and type of 
families that will benefit from 
the proposed activities 
Approximately 250 individuals will benefit. 
Location Description 
Citywide 
Planned Activities 
The City will allocate the entire ESG allocation ($208,142) to 
support rapid rehousing activities in Glendale.  These activities 
are eligible under 24 CFR 576.103-106.

Page 25 of 34 
 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 
 
Introduction 
The City of Glendale, like many other cities in the State of Arizona, has seen a significant increase 
in homelessness and is deeply committed to supporting homeless individuals and families in the 
community.  The City continues to work through an ongoing strategic action plan and coordinates 
all efforts across the City and West Valley. The City seeks to maximize the effectiveness of its 
expenditures on housing and support for homeless citizens. 
 
The Maricopa Association of Governments (MAG) administers the Continuum of Care process for 
Maricopa County and surrounding urban area. The City of Glendale participates with the Continuum of 
Care Board and Continuum of Care Regional Committee on Homelessness. The City is highly active in local 
and regional planning efforts and activities to reduce and end homelessness. Outcomes are achieved 
through collaboration and partnerships with internal and external partners from diverse fields and 
organizations. Internally, City departments including Community Housing, Community Action Program, 
Community Revitalization, Community Services Department, Police, Fire, Parks and Recreation, Libraries, 
Courts, and others work together to coordinate services and leverage resources. 
 
Similarly, the City is an active participant in the regional Continuum of Care facilitated by the Maricopa 
Association of Governments. Glendale works with a multitude of external organizations including state 
and county government; private and non-profit organizations; and the faith community to achieve 
collective impact. Services and support to end homelessness are provided directly through City staff and 
through contracts and agreements with subrecipient organizations. In January 2019, the Glendale City 
Council adopted a Homeless Strategy Plan identifying five key elements that will align existing resources 
with new opportunities to reduce homelessness. The five-step process is a focused strategy which is 
progressive and holistic: research, education, coordination, outreach, and performance management. The 
Homeless Strategic Action Plan is a framework which allows growth and evolution as the City and data 
analysis deems necessary and prudent and strengthens the approach that will continue to address and 
assist the homeless population in our community. 
 
For FY 2023-24, the City of Glendale will utilize CDBG public service funds, ESG funds and CDBG- CV and 
ESG- CV fund to address the housing and supportive service needs of homeless individuals and families as 
well as supportive services for non-homeless members of special needs groups. The City made available 
$353,202.30 (15%) of its CDBG allocation for public service activities. 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. The program has been enormously successful connecting to the homeless through the opportunity

Page 26 of 34 
 
for gainful employment and connecting participants to supportive services. This program will continue in 
FY 2023-24 with a combination of funding from the City’s General Fund, ESG-CV1, and leveraged funds 
through the partner private donation. 
 
With a combination of CDBG, ESG and CARE Act 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), a deeply qualified partner and was 
awarded this contract to develop a flexible service delivery system where clients receive individualized 
assessments and case management and can access services depending on their individual needs. CASS 
has implemented a system that uses all ESG-eligible activities in any combination that is necessary to 
achieve the City’s goal to reduce homelessness in the City. 
 
To determine the beneficiary eligibility for ESG assistance and the level and type of assistance needed to 
move the individual or family to stable permanent housing, ESG subrecipients must conduct an initial 
evaluation per 24 CFR 576.401. Evaluations must be conducted according to the centralized or 
coordinated assessment requirements under regulations at §576.400(d) and written standards at  
§576.400(e). Eligibility and type of assistance will be determined during the intake application for 
households receiving homeless prevention and rapid re-housing assistance. Income eligibility will be 
determined using HUD standards for calculating annual income, specifically meeting the requirement that 
household income not exceed 30% of the area median income updated annually. 
 
Addressing the emergency shelter and transitional housing needs of homeless persons 
 
The City is greatly committed to serving individuals and families in need and provides strong support to 
Glendale residents experiencing homelessness or at risk of homelessness.  The City has heavily invested 
in addressing homelessness through the Master Services Agreement (MSA). The MSA 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. 
 
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 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 provide 
eligible renters, including those experiencing homelessness, with medium-term rental and utility 
assistance for up to two years. Those experiencing or at imminent risk of homelessness will be prioritized 
for assistance. 
 
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 of Glendale partners take action to ensure that 
individuals moving to permanent housing achieve housing stability. The City supports the need to

Page 27 of 34 
 
transition homeless individuals and families into permanent housing and independent living as soon as 
reasonable by continuing to make homeless vouchers available. 
 
Helping low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families and those who are: being discharged from publicly funded institutions 
and systems of care (such as health care facilities, mental health facilities, foster care and other youth 
facilities, and corrections programs and institutions) or, receiving assistance from public or private 
agencies that address housing, health, social services, employment, education, or youth needs. 
 
The City funds agencies that provide emergency services and connections to community agencies that 
support the needs of the homeless community, including financial, food, clothing, etc. Other partnerships 
include the Glendale Strong Family Network (GSFN), made up of local human service organizations and 
chaired by a representative from the Glendale Elementary School District (GESD). This representative has 
a permanent appointment to the City’s Community Development Advisory Committee (CDAC) that 
advises the City Council on human service matters in the City. Finally, the needs of children aging or have 
aged out of foster care have become especially visible through conversations with GESD and GFSN. For 
this reason, the City is working with these groups to identify and address the needs of this population and 
has allocated CDBG funds to the City’s Housing Division to distribute housing vouchers to youth aging out 
of the foster care system. 
 
During the program year, the City will provide CDBG 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’s utilized CDBG , ESG and CV funding to address homelessness in the City through multiple 
means that include: 1. eviction prevention; 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 and

Page 28 of 34 
 
the FY 2016 Strategic Housing Plan, 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 2023-24 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. 
 
The City is participating in the Landlord Engagement Lab hosted by the National League of Cities and the 
Stanford School of Law. This is a peer-to-peer network of cities across the Nation working together to 
learn best practices, policies and tools that can increase engagement with landlords and increase the 
availability of affordable housing. Through this partnership and other local efforts, the City is working to 
identify ways we can prevent evictions and support our community by developing and refining our 
housing strategies. An Affordable Housing Strategic Plan is in, which may include an analysis of existing 
policies and other barriers to the creation of new affordable housing and anticipates that the plan will be 
completed and in effect by December 31, 2023. 
 
Discussion 
 
During FY 2023-24, the City of Glendale will continue to preserve affordable housing and increase the 
affordable housing stock for households with income at 0-80% AMI by implementing or funding the 
following activities: 
 
• 
Utilize CDBG funding for the rehabilitation of rental and owner-occupied housing units; 
• 
Utilize HOME funds to support the continuation of the TBRA program; 
• 
Address accessibility barriers for elderly and persons with disabilities; 
• 
Continue to provide rental assistance to 1,095 households through the Housing Choice Voucher 
program; 
• 
Provide Housing Vouchers to eligible youth aging out of the foster care system; 
• 
Provide financial assistance to households facing eviction with rental assistance; 
• 
Partner and support affordable housing developers to bring more affordable housing projects to 
Glendale; 
• 
Partner with Community Legal Services to provide training and fair housing services to residents 
to help ensure fair housing in Glendale. 
 
AP-85 Other Actions - 91.420, 91.220(k) 
 
Introduction 
 
In order to ensure that the City of Glendale’s goals and objectives are met, 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

Page 29 of 34 
 
through providing funding for homeownership, accessibility, emergency financial assistance, public 
housing, and lead-based paint hazards. The number of families at the poverty level will be reduced by 
addressing homeless prevention and rapid re-housing for self-sufficiency.  The Community Services staff 
will coordinate local and regional housing and community development efforts in Glendale. City staff will 
use the Community Development Advisory Committee (CDAC) to assist in prioritizing needs and allocating 
federal resources and will work with the 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 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 
participates with the West Valley Human Resources Collaborative, which works to resolve issues of 
homelessness from a regional level. 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 2023-24, 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 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. 
 
The funded Tenant Based Rental Assistance (TBRA) Program helps families to maintain their housing 
situations; the TBRA would act as a bridge to Housing Choice Vouchers or permanent housing after two 
years. The City will also work with its Community Action Program (CAP) to provide Eviction Prevention 
assistance through rent, mortgage, and utilities 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. Additionally, the City’s Public Housing Authority will begin investigating 
the feasibility of expanding units at one of its locations, providing additional Section 8 vouchers, and 
making three more units 504 accessible using existing CDBG funds. 
 
During FY 2023-24, the City of Glendale will preserve affordable housing and increase the affordable 
housing stock for households with income between 0-80% AMI by implementing or funding the following

Page 30 of 34 
 
activities: 
 
• 
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 Housing Choice Voucher 
Program vouchers to eligible households; 
• 
Provide financial assistance to households facing eviction with rental assistance. 
 
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 the units. 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’s agencies 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 planned Central Arizona Shelter Services (CASS) Glendale-based Day 
Resource Center will offer case management and navigation services to homeless people. Other partners 
will offer food assistance to low income or homeless people, or housing and service navigation services 
to homeless people. These services may include employment referrals and training, as well as Financial 
Literacy and Debt Management Training. 
 
Primarily, the City will utilize CDBG and ESG funding for homeless prevention and rapid re-housing 
programs along with services that lead to self-sufficiency. Through the City’s Community Action Program 
(CAP), the City will be providing poverty level families financial literacy classes and job training classes. 
This year a new summer youth employment program will be launched, providing job opportunity in a 
professional setting along with professional development for income eligible youth between the ages of 
15-19. The City will require and ensures that its subrecipients collect, maintain, and report data with 
regards to the needs of clients in order to prioritize actions and resources to address the greatest needs 
of families below the poverty level. 
 
Actions planned to develop institutional structure. 
 
The City has found that a coordinated local or regional response to supporting the needs of homeless or 
low income people maximizes the impact of its efforts. Toward that end, the City will continue to 
strengthen its partnerships with other City departments, particularly those within the Community Services 
Department, as well as nonprofit organizations and other public entities at the City, County, and State 
level. 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.

Page 31 of 34 
 
 
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 2023-24, 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, 
and led efforts to create the West Valley Human Services Collaborative, which meets monthly to develop 
regional solutions to homelessness. 
 
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 2023-24 and for subsequent years 
under the Consolidated Plan. If program income is received, the City will allocate those funds to existing 
projects in the same program year, except for any HOME program income received that will be held until 
a subsequent fiscal year. The City does not intend to spend any CDBG funds on urgent need activities in 
FY 2023-24.

Page 32 of 34 
 
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 14. CDBG Program Special Requirements 
 
Other CDBG Requirements 
 
1. The amount of urgent need activities 
$0 
2. The estimated percentage of CDBG funds that will be used for activities that 
benefit persons of low and moderate income. Overall Benefit - A consecutive 
period of one, two or three years may be used to determine that a minimum 
overall 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 
95% 
 
Emergency Solutions Grant (ESG) – Reference 91.220(l)(4) 
 
1. Include written standards for providing ESG assistance (may include as attachment) 
 
The City requires that subrecipients develop written standards that are consistently applied within 
the agencies’ ESG-funded programs. ESG subrecipients must conduct an initial evaluation to 
determine the eligibility of each individual or family seeking ESG-funded assistance. The eligibility 
determination is conducted during the intake process and the amount and types of assistance the 
individual or family needs to regain stability in permanent housing are determined. Subrecipients 
must use the annual HUD published income limits that are updated annually to determine income 
eligibility for program participation. Documentation is collected to show that the participants lack 
sufficient resources to remain in his/her home 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. The City has a program policies and procedures binder which 
is used to guide it programs. The binder is incorporated by reference. ESG standards for providing 
assistance are included in all subrecipient agreements with service providers. 
 
The City is working 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 are jointly 
The total amount of program income that will have been received before the start of 
the next program year and that has not yet been reprogrammed 
$0 
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 33 of 34 
 
leading the group’s efforts. The ESG Collaboration Work Group also includes the State of Arizona; the 
cities of Phoenix, Mesa, Tempe and Glendale; and the CoC’s HMIS provider, Solari. 
 
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 HMIS is being coordinated through the 
Maricopa CoC. ESG subrecipients are required to report program participant-level data such as the 
number of persons served and their demographic information in the HMIS database, in accordance 
with HUD published HMIS and data standards, and other community standards as may be adopted by 
the City of Glendale and/or the CoC. 
 
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.  In FY 2023-24 the City opted to award the entirety of its 
$208,142 ESG formula allocation to Central Arizona Shelter Services (CASS) as the City’s Master 
Services Agreement (MSA) subrecipient.  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.  Most of these funds 
will be exhausted in the Spring of 2023.  Therefore the City will supplement the contract 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 Continuum of Care is governed by a Board which is the policy-setting and 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 will meet the requirement at 24 CFR 576.405(a) since at least one homeless or formerly

Page 34 of 34 
 
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 be reported in the 
Consolidated Annual Evaluation Report (CAPER). The City will 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