(Added 9.19.2023) Presentation CAP

Community Action Program
FY2024-26 Three-Year Strategic Plan
Community Development Advisory Committee, September 21, 2023

Presentation Overview
2
• Why do we need a strategic plan?
• What is the foundation of the plan?
• Community Profile
• Assessments & Key Findings
• Strategic Goals & Objectives
– Agency
– Community
– Individual/Family

Why do we need a strategic plan?
3
• Community Service Block Grant (CSBG) recipient
• Designated Community Action Agency
• CSBG Act Requirements:
– Funding supports anti-poverty activities
– Community Needs Assessment required
– Addresses CSBG Organizational Standards

Values
Vision
Mission
4
What is the foundation of the plan?
Mission:
•
We improve the lives of the people 
we serve every day.
•
We build community through 
impactful services
Vision:
•
We are the community of choice for 
residents, businesses, and employees.
•
We are the national model for 
innovative community services
Values:
•
Community, Integrity, Excellence, 
Innovation, and Learning

Community Profile 
5

6
Community Demographics
• 6th largest city (252,136)
• Higher population of:
– Hispanic/Latino
– Multi-racial
– Other than English 
speakers
– Persons under 65 with a 
disability
• 17.3% poverty rate
– 53% higher than Maricopa 
County (11.3%)
– 38% higher than Arizona 
(12.5%)
• 17% lower median 
household income
• 26% lower per capita 
income
• Same population in the 
workforce

7
Housing Statistics
• Home sales:
– 7% decrease in median 
sale price
– 20% reduction in inventory 
for sale
– 23% of sales are cash
– 73% decrease in sales 
under $300k (since 2011)
• Housing Cost Burdened
– 32% of households are 
cost-burdened
– Disparate impact on 
renters:
• 53% multi-family renters
• 45% single-family renters
– Disparate impact on 
support occupations:
• 43-50% of households

Rent and Evictions
8
• 38% increase in apartment rents
• Rents for newer units are 15% higher
• Renter households earning $50k or less:
– 68% had rent increases
– 15% are behind on rent
• 79% of evictions are in lower income areas

Assessments & Key Findings
9

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• Community Needs Assessment:
– Performed by ASU Watts College of Public Service & 
Community Solutions
– Surveyed 442 former clients
– Interviewed 32 community partners
• Customer Service Feedback
– Surveyed 307 former clients
• Internal Assessments:
– Balanced Scorecard Development Team
– Community Services Leadership Team Assessments
– Employee Satisfaction Surveys
– 1-1 Staff Meetings with Director
Community & Internal Assessments

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Key Findings
• Community Assessments:
– Shelter Beds
– Housing Security
– Food Insecurity
– Childcare and After School 
Programs
– Navigating Systems (Other 
Resources)
– Assistance for Seniors
– Employment Services
– Processing Time
• Internal Assessments:
– Increase Staff Training
– Increase Program Evaluation
– Increase Community Education
– Increase Flexible Funding
– Improve and Increase 
Partnerships
– Improve Community Outcomes
– Maintain Morale
– Training Topics:
• Trauma-informed care
• De-escalation

Agency Goals
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Goal 1:  Decrease processing time.
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#
Objective
Linkages
Funding Strategies
1.1
Implement data collection strategies to 
track processing time from application 
initiation to application completion, 
and application completion to 
application adjudication and identify 
opportunities for improvement.
Leverages collaboration with the 
Department of Organizational 
Performance to assist with data 
collection and analysis.
Takes advantage of existing General 
Fund city resources.
1.2
Participate in city-provided process 
improvement training.
Leverages collaboration with the 
Department of Organizational 
Performance to assist with data 
collection and analysis.
Takes advantage of existing General 
Fund city resources.

Goal 2:  Increase staff training.
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#
Objective
Linkages
Funding Strategies
2.1
Provide formal motivational 
interviewing training for applicable 
staff.
Leverage existing educational program 
from the Arizona State University 
Southwest Interdisciplinary Research 
Center to provide comprehensive 
training and applicable certification.
Utilizes CSBG funding.
2.2
Provide formal trauma-informed care 
and de-escalation training for 
applicable staff.
Leverage training expertise of existing 
Central Arizona Shelter Services 
partnership.
Utilizes free available community 
resources.

Goal 3:  Increase access to resources and 
partnerships.
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#
Objective
Linkages
Funding Strategies
3.1
Relocate human services and vitality 
programs to the Glendale Elementary 
School District (GESD) System of Care 
Center (SoCC).
Leverages the SoCC which the SoCC 
provides multi-disciplinary services 
from individual providers in a campus 
setting.  Services include parent/child 
literacy, parent workshops, health and 
nutrition programs, substance abuse 
prevention, mental/behavioral health, 
food distribution, and AHCCCS 
application assistance. 
The city has approved $3 million one-
time (tenant improvements) and 
$30,000 annual ongoing (utilities and 
custodial) General Fund contributions 
to implement this relocation project.  
GESD is not charging rent to the city to 
be located on the campus.
3.2
Conduct a service gap analysis to 
identify service gaps for Glendale 
residents and develop a plan to seek 
out strategic partnerships to fill those 
gaps.
Leverages existing community 
resources to avoid duplication of 
services and ensure a comprehensive 
system of wrap-around services for 
low-income households.
There is no cost to conducting this 
assessment, assembling a 
comprehensive resource list, and 
establishing additional community 
partnerships.
3.3
Improve city website to include 
information about community partners 
and resources.
Leverages existing communication 
tools.
Website is funded through the city’s 
General Fund and staff time of 
existing staff members.

Community Goals
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Goal 4:  Increase access to shelter and 
affordable housing.
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#
Objective
Linkages
Funding Strategies
4.1
Partner with Glendale Homeless 
Solutions Alliance (GHSA) to identify 
opportunities to increase temporary 
overnight stays in Glendale.
Leverages existing service provider 
network and potentially increased 
participation with faith-based 
providers.
Utilizes $3.4 million HUD-funded 
investment from the city’s Homeless 
Master Services Agreement with 
Central Arizona Shelter Services.
4.2
Partner with Veterans Community 
Project (VCP) to increase the 
availability of transitional housing for 
Veterans in Glendale.
Leverages non-profit sector to 
construct and operate 50 units of 
transitional housing for Veterans with 
on-site supportive services.
Development will take place on city-
owned land and leverages $3.2 million 
State of Arizona General Fund 
contribution.  Additional funding 
opportunities will also be evaluated.  
Balance of construction and operating 
needs will be managed through 
fundraising activities of VCP.
4.3
Partner with private sector developers 
to attract new construction or 
rehabilitation of affordable rental 
housing to Glendale.
Leverages the City Council-adopted fee 
waiver program, Arizona Department 
of Housing (ADOH) Low-Income 
Housing Tax Credit (LIHTC) and State 
Tax Credit (STC) program investments.
Utilizes General Fund collections and 
ADOH-funded sources.

Goal 5:  Increase access and referrals to 
senior programs and services.
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#
Objective
Linkages
Funding Strategies
5.1
Increase communication with senior 
clients regarding program offerings for 
seniors provided by the city and other 
partners.
Leverages existing programming 
provided through the Glendale Adult 
Center, the city’s Dementia Friendly 
Community initiative, and the YWCA 
congregate meal program.
Adult programming and other city 
initiatives are funded through the 
General Fund and the YWCA receives 
funding through CDBG.
5.2
Increase referrals and collaboration 
with the Maricopa County Human 
Services Department relating to the 
Senior Adult Independent Living (SAIL) 
program.
Leverages the existing network of 
senior services providers to ensure 
Glendale seniors are receiving the 
services they need.
Utilizes existing investments from 
Maricopa County HSD in senior 
services.

Individual/Family Goals
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Goal 6:  Increase housing stability and 
economic security.
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#
Objective
Linkages
Funding Strategies
6.1
Increase enrollment in THRIVE 
Success Coaching program.
Leverages new framework for active 
case management focused on 
addressing household needs and 
assessing sustainability based on food 
security, housing security, education, 
transportation, and other barriers. 
Utilizes CSBG, HOME-ARP, and HUD 
Family-Self-Sufficiency funding.
6.2
Increase quality and quantity of 
referrals to landlords willing to 
participate in our housing assistance 
programs through landlord 
engagement.
Leverages the Landlord Liaison 
position to develop relationships with 
local landlords.
Utilizes CDBG Cares Act funding.
6.3
Establish and track Key Performance 
Indicators (KPIs) of household 
success.
Leverages national KPIs and ROMA 
continuous improvement cycle.
Utilizes existing staff resources.

Goal 7:  Increase access to living wage 
employment opportunities.  
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#
Objective
Linkages
Funding Strategies
7.1
Strengthen relationship with Phoenix 
Rescue Mission (PRM) who currently 
provides workforce and employment 
services to establish a formalized and 
trackable referral system that will allow 
for measurable outcomes.
Leverages existing contractual 
partnerships with PRM.
Utilizes CDBG Cares Act funding.
7.2
Establish partnerships with additional 
service providers that can provide 
skilled training for underemployed 
adults as well as disengaged low-
income youth.
Leverages partnerships with WestMec, 
Glendale Community College, Rio 
Salado Community College, Arizona 
Automotive Institute, Arizona Christian 
University, and Arizona@Work 
Maricopa County.
Utilizes existing staff resources to 
establish relationships.