2026-27 Annual Action Plan
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1 Submitted By: Human Service Grants Division Submitted May 2026 2 Executive Summary AP-05 Executive Summary - 91.200(c), 91.220(b) 1. Introduction As a recipient of Community Development Block Grant and Emergency Solutions Grant Program funds, the City of Glendale is required to submit an Annual Action Plan under Federal regulations at 24 CFR Part 91. The Consolidated Plan must be updated annually via the preparation of the Action Plan. The purpose of the city of Glendale's FY 2025-2029 Consolidated Plan and each Annual Action Plan is to: 1. Assess the city's housing and community development needs; 2. Analyze the city's housing market and economy; 3. Establish housing and community development priorities, goals and strategies to address the identified needs; 4. and Identify the resources available from Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG) entitlement grants and the HOME Investment Partnerships (HOME) Program through the Maricopa HOME Consortium, as well as program income received to address the community needs and implement the strategies identified. Glendale is a participant in the Maricopa Regional Continuum of Care (CoC) and a member of the Maricopa Association of Governments (MAG). 2. Summarize the objectives and outcomes identified in the Plan Identified below are the goals and outcomes that the city of Glendale has identified as the basis for its strategies and related activities to be carried out under the Consolidated Plan for fiscal years 2025-2029. Actual activities may vary each Plan year and will be based on priorities established during the Consolidated Plan process and the amount of the city's annual allocation. While goals and outcomes are identified in the Consolidated Plan with estimated funding, actual funding for activities will be based on the Annual Action Plan Goals and Objectives. The city began the Consolidated Plan process in September 2024 and undertook a robust public participation process that included 2 public hearings, 8 public meetings, a community and resident survey that yielded 402 resident and 369 open responses (772 total), and 10 key stakeholder interviews. Goal 1 Increase Access to Decent Affordable Housing Glendale will increase the availability of affordable, quality housing for its residents by addressing the needs of low- and moderate-income families. The city may achieve this through activities such as; new construction, rehabilitation, and targeted support for both renters and homeowners. By offering resources like homeownership assistance and rental support programs, Glendale aims to help families obtain and maintain safe, decent, and affordable housing 3 Goal 2 Increase Access to Homeless Services 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 increase availability of homeless services. The city may achieve this through activities such as: 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 funding nonprofit agencies, the City will provide additional services to support low- and moderate-income people, particularly food assistance and senior and youth services. Other vulnerable groups may include those with disabilities, victims of domestic abuse, children in or aged out of foster care, those suffering from addiction or mental health diseases and others. Goal 4 Advance Fair Housing Initiatives 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 comply with the statutory requirements of the Fair Housing Act 3. Evaluation of past performance The following section describes the City’s anticipated accomplishments by Consolidated Plan goal for FY 2025-26 plan year currently underway: Goal 1 Increase Access to Decent Affordable Housing 1. Home repair program - More than owner-occupied homes through the City’s Emergency Home Repair, Roof Repair and Exterior Program (CDBG). The City is on track to complete repairs at 85 homes. 2. New Affordable Unit Development – final construction and occupancy of 605 rental units at two complexes supported with Low-Income Housing Tax Credits. 3. Tenant-based rental assistance (TBRA) program (HOME). Approximately 50 people in 30 low-acuity homeless households will receive housing subsidy and case management. Goal 2 Increase Access to Homeless Services Phoenix Rescue Mission – Glendale Works – paid day labor and connection to wrap around services to the homeless and case management services. The program is anticipated to serve approximately 1,000 unduplicated homeless individuals, with 32 securing permanent housing. Community Assistance Program (CAP) – Rapid Rehousing and Eviction Prevention – Provide emergency rent assistance utility and case management assistance to low- income residents. Approximately 400 households are anticipated to benefit. 4 Goal 3 Increase Access to Public Services for Vulnerable Populations In FY 2025-26 the City awarded $356,458 (15% of its CDBG allocation) to the following agencies to provide services to vulnerable populations to advance Goal 3 of the 2025-29 Consolidated Plan: A New Leaf: Faith House $114,934.00 Big Brothers Big Sisters: Glendale Mentoring $15,158.00 Boys & Girls: Glendale $15,158.00 Chrysalis: Svs for Survivors of DV $17,180.00 Duet: Vital Senior Services $30,317.00 Glencroft: Food Pantry $42,444.00 One Step Beyond: Culinary Training $20,211.00 Benevilla: West Valley Enrichment $10,106.00 YWCA: Older Adult Program $90,950.00 Approximately 1,400 city residents will benefit from these public services through the end of FY 2025-26. Goal 4 Advance Fair Housing Initiatives The City provides referrals to the network of regional and statewide partners to connect residents with fair housing resources. These partners include housing counseling agencies, nonprofit legal service providers, pro bono legal programs such as those supported by the State Bar of Arizona, and fair housing organizations such as the Southwest Fair Housing Council that support education, complaint intake, and enforcement processes. 4. Summary of Citizen Participation Process and consultation process The City of Glendale demonstrated a commitment to community engagement through its citizen participation and consultation processes, ensuring that residents and stakeholders play an active role in shaping community development activities over the next five years. 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 5 benefit low-and- moderate income community members, and other applicable elements of the Plan; Distribute the draft Annual Action Plan to libraries, local housing authorities, and other locations (as appropriate) to make the Plan available to a wide public audience; Post the draft Plan on the City’s website during the 30-day comment period Notify the public of the availability of the draft Plan in a newspaper of general local circulation; Provide accommodations to persons with disabilities, including the hearing impaired and persons with limited English proficiency. As part of its Citizen Participation Plan, the city provided multiple opportunities for residents to comment on the process and proposed activities and funding priorities. Public notices were published in local newspapers, announcing public comment periods and hearings. Drafts of the Annual Action Plan were made available for review at locations commonly frequented by the public, such as city offices, public libraries, and the city’s website. In addition, email notifications were sent to stakeholders, subrecipients, and nonprofit partners to broaden awareness of opportunities to participate. Public hearings and forums were a cornerstone of the consultation process, providing residents a platform to share their input on housing, homelessness, and public service priorities. No public comments were received during the open comment period. Overall, Glendale’s citizen participation and consultation processes reflected a comprehensive approach to community planning, emphasizing transparency, ease of engagement, and stakeholder collaboration. These efforts ensured that the city’s housing and community development initiatives were informed by varying perspectives and aligned with community needs and priorities. 5. Summary of public comments During the open comment period, copies of the Draft 2026-27 Annual Action Plan and 2025-26 Substantial Plan Amendment were placed online at www.glendaleaz.com/communityservicesplans and in four different physical locations, including: Glendale Main Public Library – 5959 W. Brown Street Foothills Library – 19055 N. 57th Avenue Heroes Park Library – 6075 N. 83rd Avenue System of Care Center (SoCC) – 7677 W Bethany Home Rd. Building E The City received three comments on the Draft Annual Action Plan; one comment generally supported the City’s overall direction, particularly the emphasis on expanding access to emergency shelter as a critical front-end response to homelessness, with partners highlighting growing demand and the value of low-barrier, rapid access models. One internal review comment 6 was positive and focused primarily on minor edits to improve clarity, consistency, and completeness, with no substantive concerns raised. Additionally, there was expressed interest from a stakeholder in providing input related to foster youth and transition-age populations, though no formal comment was submitted during the public comment period. 6. Summary of comments or views not accepted and the reasons for not accepting them N/A - the City of Glendale accepted all comments from the public. 7. Summary As one of Arizona’s fastest-growing cities, Glendale faces both opportunities and challenges in expanding housing and economic opportunities for its citizens. The city’s rapid growth, particularly in the single-family housing market, has driven upward trends in housing prices, making affordable housing a persistent challenge. In response, Glendale is committed to addressing housing affordability and stability through strategic use of federal resources and community partnerships. To tackle housing challenges, Glendale will continue its investments in programs that provide affordable housing options. These include offering Tenant-Based Rental Assistance (TBRA) through a subrecipient and providing rehabilitation assistance to help low- and moderate- income residents—especially seniors and individuals with disabilities—remain in their homes. Additional priorities include rental, and utility assistance programs to prevent homelessness and help residents maintain stable housing. Public services remain a critical focus, with funding allocated to nonprofit agencies that provide food assistance, senior and youth services, and other programs targeting vulnerable populations. Additionally, Glendale will work with the Continuum of Care and other partners to prevent and reduce homelessness through emergency shelters, transitional housing, supportive services, and long-term housing solutions for at-risk individuals and families. Glendale has a proven record of leveraging partnerships throughout the West Valley and Maricopa County to maximize the impact of its resources. By building on the strengths of its community and regional organizations, the city strives to ensure that all residents have the opportunity to achieve stability, independence, and productive lives. 7 PR-05 Lead & Responsible Agencies - 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency CDBG Administrator GLENDALE Human Services Grants Division ESG Administrator GLENDALE Human Services Grants Division Table 1 – Responsible Agencies Narrative The City of Glendale's Human Services Grants Division, located at 7677 W Bethany Home Road, Glendale, Arizona 85303, is the lead and responsible agency for the development of the Annual Action Plan (AAP) for CDBG and ESG funds. The Division also provides all HOME-related documentation to the Maricopa County Human Services Department as the lead agency for the Maricopa HOME Consortium. Annual Action Plan Public Contact Information Ms. Trilese DiLeo, Human Services Grants Administrator Human Services Grants Division, Community Services Department City of Glendale 7677 W Bethany Home Road Glendale, AZ 85303 623-930-3670 Consolidated Plan Public Contact Information AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 8 1. Introduction 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)). 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 hundreds of external organizations. These agencies provide a variety of services that benefit the City’s low-and-moderate income residents, including, but not limited to: elimination of homelessness through shelter, eviction prevention, utility assistance, rapid rehousing, and housing voucher assistance; education; workforce development; self- sufficiency and financial literacy programs; home repair assistance; development of new affordable rental units; assistance to small businesses; public services that benefit vulnerable populations such as seniors, the disabled, youth and victims of domestic violence; and others. The Department also works collaboratively with other City Departments, funders, elected and appointed officials, business owners and representatives and other groups with an interest in increasing housing affordability and household self-sufficiency. 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 provides funding to external agencies that provide services to the residents of Glendale. In FY 2026-27 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, YWCA, DUET, 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. 9 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 consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City receives ESG funds and consults with Continuum of Care (CoC) as part of the process to prioritize the needs to address homelessness, the allocation of ESG funding, and performance standards. To ensure the participation of the homeless population in the planning process, the City of Glendale engages in regional activities and dialogue with the CoC Committee on Homelessness. Examples of successful regional collaborative efforts include the regional Annual Homeless Point in Time Count as well development of the Pathways Home regional action plan to address homelessness. The City’s collaboration is intended to use the most current and accurate information available to design and implement necessary housing and human service assistance to bring homeless persons back into our workforce, schools, faith-based institutions, and other community institutions as well as facilitate them becoming stable. As the program progresses, performance standards will be developed based on the needs of the community and regulatory guidance. All outcomes are reviewed and measured for effectiveness and, efficiency in service delivery and program operation, as well as community impact. 2. Agencies, groups, organizations and others who participated in the process and consultations 1 Agency/Group/Organization Glendale Union High School District Agency/Group/Organization Type Regional organization Services - Education Services - Homeless 10 What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs - Families /w children Non-Homeless Special Needs Market Analysis Anti-poverty Strategy Economic Development Transportation issues How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The agency was provided a direct opportunity to review and comment on the draft Annual Action Plan. 2 Agency/Group/Organization Glendale Community Action Program Agency/Group/Organization Type Services related to the following: Housing; Children; Elderly Persons; Persons with Disabilities; Persons with HIV/AIDS; Victims of Domestic Violence; Homelessness; Health; Education; Employment; Fair Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs - Families /w children Non-Homeless Special Needs What section of the Plan was addressed by Consultation? Housing Need Assessment 3 Agency/Group/Organization Glendale Community Development Advisory Committee (CDAC) Agency/Group/Organization Type Planning organization Other government – Local Business Leaders 11 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. 5 Agency/Group/Organization Glendale Public Housing Authority Agency/Group/Organization Type Housing PHA What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The agency was provided a direct opportunity to review and comment on the draft Annual Action Plan. 5 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 12 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 Community Human Services Division Agency/Group/Organization Type Services related to the following: Housing; Children; Elderly Persons; Persons with Disabilities; Victims of Domestic Violence; Homelessness; Health; Education; Employment; Fair Housing; Veterans What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs - Families with children Homeless Needs - Chronically homeless Homelessness Needs – Veterans Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Market Analysis Anti-poverty Strategy Economic Development Transportation issues Public Housing Needs Lead-based Paint Strategy Fair Housing issues How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The agency was provided a direct opportunity to review and comment on the draft Annual Action Plan. 7 Agency/Group/Organization Glendale Economic Development Department 13 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. 8 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 14 Table 2 – Agencies, groups, organizations who participated Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Pathways Home Maricopa Association of Governments (MAG) Continuum of Care Developed throughout 2020 and 2021 among all members of MAG. This plan provides the framework for a regional approach to ending homeless through three actions: 1. Commit to work regionally to reduce homelessness; 2. Increase safe housing options; and 3. Support diverse partnerships to address homelessness. Envision Glendale 2040 City of Glendale, Development Services Department The Envision Glendale 2040 Plan’s Housing Element was informed by the 2015- 19 Consolidated Plan and focuses on offering a wide variety of housing types that meet the range of socioeconomic needs of the City’s current and future residents. Envision Glendale 2040 General Plan Land Use Map City of Glendale, Development Services Department The General Plan Land Use Map identifies areas of the City in which the City envisions opportunities for different zoning densities. 2020-25 Maricopa County Regional Analysis of Impediments to Fair Housing Choice Maricopa County Human Services The AIFHC provides information regarding the City’s new strategies for informing citizens about Fair Housing laws. The lack of affordable and accessible housing for people with disabilities, continue to be challenges the City seeks to address within this Annual Action Plan. 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. 15 City of Glendale Balanced Scorecard Strategy Map City of Glendale City Manager’s Office One of the Strategy Map’s four strategic priorities is to Improve Community Experience. HUD CPD-funded programs and services advance this section of the City Council’s Strategic Pla by increasing access to safe and decent housing, promoting household stability, and providing public services to vulnerable populations. Table 3 - Other local / regional / federal planning efforts 16 Identify any Agency Types not consulted and provide rationale for not consulting The City did not deliberately exclude any type of agency, and in fact took the opposite approach to consultation in order to broadly capture comments from a diverse range of agencies. To this end, the City consulted with all partners in the development of this Annual Action Plan, specifically by inviting these agencies, including the city’s primary broadband provider, Cox Communications, to review and comment on this draft of the 2026-27 Annual Action Plan per the Notice of 30-Day Public Comment period published in the Arizona Republic on March 18, 2026 and March 25, 2026. In addition to broadband service, these agencies represent various public, private and nonprofit industries that provide a host of services to low-and-moderate income Glendale residents, including, but not limited to: housing stability, financial self- sufficiency, employment, education, physical/mental/behavioral health, substance use disorder treatment, transportation, food security, clothing, basic household needs, case management services, and others. In addition to this range of services, these agencies serve a wide range of targeted populations, including but not limited to: veterans, seniors, the disabled, at-risk youth, including those exiting the foster care system, the homeless, survivors of domestic violence, justice-involved individuals, as well as untargeted low-and-moderate income individuals and families. Narrative The City understands and recognizes that no one organization has the capacity, technical expertise or financial resources to address the diverse needs of its low-and-moderate income residents described in this Plan. Therefore, the City will continue to prioritize cultivation of collaborative partnerships among the City, other local jurisdictions, the Glendale Housing Authority and diverse external agencies, businesses and special interest groups is expected to expand into the future. These partnerships will continue to strengthen our collective ability to eliminate gaps in services, expand service accessibility to hard to serve populations on the local and regional level, increase positive impacts in the community. AP-12 Participation - 91.401, 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation. Summarize citizen participation process and how it impacted goal-setting To encourage broader citizen participation, the City provided the public with multiple opportunities to comment on the draft plan both during development and during the comment period. The completed plan was available for a 30-day comment period consistent with the City’s Citizen Participation Plan and requirements in 24 CFR 91. Efforts were made to provide accommodations and give opportunities to persons with disabilities and persons with Limited English Proficiency to provide input and public comments. 17 Some provisions were made to provide auxiliary aids to persons with disabilities with notices and plan documents provided in alternative formats upon request. Public hearings were held at a time of day that would facilitate the participation of members of the public who work during normal business hours, and information and notices were provided through the City’s website for persons not wishing or able to attend meetings. The City’s Notice of Public Hearing and Notice of 30-day Comment period were published concurrently in the Arizona Republic on Wednesday, March 18, 2026 and March 25, 2026 with the 30-day public comment period starting on Thursday, March 26, 2026. Comments were also accepted by email, allowing the public to comment 24 hours a day from any location. The 1st Public hearing was conducted on Wednesday, March 4, 26 at 1:00 PM in person at the at a the GESD System of Care Center 7677 West Bethany Home Road, Glendale, AZ 85303. The 2nd Public hearing was held to coincide with the March 26, 2026 at 1:00 PM in person at the at a the GESD System of Care Center 7677 West Bethany Home Road, Glendale, AZ 85303. On February 19, 2026 and March 19, 2026 staff presented to the CDAC for feedback and a formal recommendation to fund activities at levels proposed by staff. The CDAC voted unanimously for this recommendation. On April 14, 2026 staff presented a summary of the Draft Plan to the City Council feedback and discussion on the activities and funding levels and received consensus direction from the Council to proceed with the CDAC’s funding recommendations as presented. On May 12, 2026, City Council adopted the FY 2026-27 Annual Action Plan and the 2025- 26 Substantial Action Plan Amendment. All notices were advertised in accordance with the City’s Citizen Participation Plan and Arizona Open Meeting Law. No public comments were received at the first public hearing, and there were no public comments received at the second public hearing. City Council Workshop discussed proposed activities and funding levels and provided consensus direction with minor adjustments to the CDBG public services awards. The final Annual Action Plan was adopted by the City Council on May 12, 2026. 18 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 6 City Council Voting Meeting 05/12/26 regular meeting All City of Glendale Council proceedings are aired on Facebook and Youtube Live. Public, City Council All City Council members attended as well as several members of staff and the public The City Council voted to accept the final FY 26-27 Annual Action Plan NA 5 City Council Workshop 04/14/26 regular meeting All City of Glendale Council proceedings are aired on Facebook and Youtube Live. Public, City Council All City Council members attended as well as several members of staff and the public City Council discussed proposed activities and funding levels and provided consensus direction to proceed with CDAC recommendations as proposed. All comments accepted 4 Advertised as Public Hearing #2 – 3/26/26. Public, No members of the public attended No comments received from the public N/A 3 Community Development Advisory Committee (CDAC) Regular Meeting – 3/19/26. CDAC Public Five of nine committee members were in attendance and one CDAC voted to make CDBG public services awards for City Council consideration All comments accepted 19 Table 4 – Citizen Participation Outreach Expected Resources AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) Introduction In all, the city has received $2,319,749 in CDBG funding; $208,860 in ESG funding; and $636,478, in HOME funding. Anticipated Resources member of the public 2 Advertised as Public Hearing #1 – 3/4/26. Public No members of the public attended No comments received. N/A 1 Community Development Advisory Committee Regular Meeting – 2/19/26. Public Seven of nine committee members were in attendance; No members of the public attended CDAC voted to accept staff recommendations as is for City Council consideration. All comments accepted Program Source of Funds Uses of Funds Expected Amount Available Year 2 Expected Amount Available Remainder of ConPlan: $ Narrative Description Annual Program Prior Year Total: $ 20 Table 19 – 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 Allocation: $ Income: $ Resources: $ CDBG Public- Federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services 2,319,746 50,000 0 6,959,238 9,328,984 Estimates assume years 3- 5 of this Five- Year period remain level. ESG Public- Federal Conversion and rehab for transitional housing Financial Assistance Overnight shelter Rapid Rehousing Rental Assistance Services Transitional housing Outreach Eviction Prevention 208,860 0 0 626,580 835,440 Estimates assume years 3- 5 of this Five- Year period remain level. 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 636,478 50,000 0 1,909,434 2,595,912 Estimates assume years 3- 5 of this Five- Year period remain level. 21 The City of Glendale’s service delivery strategy prioritizes funding for local nonprofits that leverage additional resources to maximize services for residents. The City and its subrecipients provide matching HOME and ESG funding, ensuring that federal dollars are used strategically to attract local, state, and federal financial resources that enhance the impact of Glendale’s HUD programs. HUD encourages funding recipients to demonstrate leveraged financial commitments, as combining multiple funding sources increases project efficiency, expands project scopes, and enhances overall effectiveness. In FY 2026-27, the City of Glendale will allocate HOME funds from the Maricopa HOME Consortium to continue the Tenant-Based Rental Assistance Program operated by A New Leaf. In FY 2026-27 the City will complete transition the TBRA program in house and the Community Action Program will begin operating it. The 25% required HOME match for FY 2026-27 will be covered by prior-year HOME match carryover. Additionally, some planning and administrative costs related to managing federal grants, such as staffing and training expenses, will be funded through the city’s General Fund. The city will allocate its full FY 2026-27 ESG allocation to support and sustain the Homelessness Prevention and Rapid Rehousing efforts, with an equal non-federal funding match to further strengthen the city's response to homelessness. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. The City of Glendale does not hold fee-simple title to very much developable land, however it has invested significantly in expanding affordable housing opportunities, particularly for veterans. The city has partnered with the Veterans Community Project, selling a parcel of land at a reduced rate to support the development of affordable housing for veterans. Additionally, Glendale continues to invest in Low-Income Housing Tax Credit (LIHTC) projects, which not only expands affordable housing but leverages external funding sources that benefit the city. LIHTC developments attract a variety of other investments, helping Glendale maximize its affordable housing resources and drive long-term community growth. Since 2020, LIHTC-awarded projects located in the city have contributed over $500 Million in private investment in the development of nearly 1,300 new affordable units. Discussion 22 By strategically leveraging multiple funding sources, Glendale ensures that federal resources generate the greatest possible impact, enhancing housing stability, preventing homelessness improving the quality of life for its residents. Over the next four years, the City of Glendale will continue to strategically leverage federal funds alongside state, local, and private sources to maximize the impact of its housing, homelessness, and community development initiatives. By combining CDBG, HOME, and ESG funding with additional investment sources, the city aims to expand affordable housing, enhance homelessness prevention efforts, and support critical community services. This approach ensures that every dollar is used efficiently, creating sustainable, long-term benefits for Glendale residents and strengthening the city's ability to address evolving community needs. Annual Goals and Objectives AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 23 Table 20 – Goals Goals Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Increase Access to Affordable Housing 2025 2029 Affordable Housing Public Housing Citywide CDBG Target Areas - 85301 and 85302 Affordable Housing Fair Housing CDBG: $2,319,746 Homeowner Housing Rehabilitated: 85 Households Tenant-based rental assistance: 50 Households Assisted 2 Increase Access to Homeless Services 2025 2029 Homeless Citywide Housing & Services for Homeless/At-Risk People CDBG: $219,636 ESG: $193,195.50 TBRA Case Management: 50 low-acuity households assisted Homelessness Prevention and Rapid Rehousing: 8 households assisted 3 Increase Access to Public Services for Vulnerable Populations 2025 2029 Non-Homeless Special Needs Citywide Services & Facilities for Vulnerable Groups CDBG: $347,961.90 Public service activities other than Low/Moderate Income Housing Benefit: 1,500 Persons Assisted 4 Advance Fair Housing Initiatives 2025 2029 Fair Housing Citywide Fair Housing $0 This goal will be advanced through unfunded partnerships and referrals: 150 Persons Assisted 5 CDBG and ESG Program Administration 2025 2029 Program Administration Citywide Affordable Housing Housing & Services for Homeless/At-Risk People Services & Facilities for Vulnerable Groups Employment, Job Training, Financial Literacy Improved Neighborhood Facilities Fair Housing CDBG: $463,949 ESG: $15,664.50 Other: 1000 Other 24 BLANK 25 Goal and Description Summary Goal Name Goal Description 1 Increase Access to Affordable Housing Glendale will work to promote availability of decent, affordable quality housing throughout the city through a variety of activities that may include: construction, rehabilitation and/or 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 LMI PERSONS/HOUSEHOLDS; SLUM/BLIGHT 2 Increase Access to Homeless Services Through its ongoing Strategic Planning process with the MAG Continuum of Care, 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 LMI PERSONS/HOUSEHOLDS 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, including food assistance and senior and youth services. CDBG National Objective(s): BENEFIT TO LMI PERSONS/HOUSEHOLDS 4 Advance Fair Housing Initiatives 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 adhere to the statutory requirements of the Fair Housing Act. CDBG National Objective(s): BENEFIT TO LMI PERSONS/HOUSEHOLDS 5 CDBG and ESG Program Administration Per 24 CRF 570.206(a)(1), the city will fund Program Administrative Costs. ELIGIBLE ACTIVITY: Program Administration Costs; Planning and Capacity-Building AP-35 Projects - 91.420, 91.220(d) Introduction The following section provides the list of approved projects/activities for the use of entitlement 26 grant funds under the Community Development Block Grant (CDBG), Emergency Solutions Grants (ESG) HOME Investment Partnerships Program (HOME) and for FY 2026-27. Grant Source and Amount: CDBG $2,319,746 ESG $208,860 HOME $636,478 Total FY 2026-27 Allocations: $3,165,084 The following activity will be funded with the city’s FY 2026-27 HOME allocation provided through the Maricopa HOME Consortium and appear as a project in the Maricopa Home Consortium’s Annual Action Plan for FY 2026-27. A total of $612,098 in HOME funds is expected to be received in FY 2026-27: Tenant Based Rental Assistance (TBRA) (24 CFR 92.209) – Provide HOME funding to the COG CAP Division for rental assistance and security deposits to eligible households through the city’s TBRA program- $596,699. HOME Administration will be retained by the city – $39,779. # Project Name 1 Residential Rehabilitation 2 ESG Program Activities – Rapid Rehousing and Eviction Prevention 3 Public Housing Improvements 4 Tenant Based Rental Assistance Program (Case Management) 5 Public Services for Vulnerable Populations 6 CDBG Administration Table 5 – Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs 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 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 constituent population. The efficient use of the previous year's resources and the field observations garnered by providers helped to determine levels of needs. The Comprehensive Housing Affordability Strategy (CHAS) data and other studies and planning 27 documents were also used to guide the determination of priorities. ESG: In addition to the above criteria such as the needs assessment, CDAC and City Council deliberations, and previous expenditures, the city consulted with the Continuum of Care, along with other homeless service providers in determining allocation priorities for ESG funding. AP-38 Project Summary Project Summary Information 1 Project Name Residential Rehabilitation and Emergency Home Repair Target Area Citywide Goals Supported Increase Access to Affordable Housing Needs Addressed Rehabilitation of existing homeowner and rental units Funding CDBG: $878,544 Description The city will administer emergency home repair, roof and exterior repair, and home modifications for people with disabilities for private, single, and multifamily, renter and owner-occupied units. These activities will serve low- to moderate-income residents of the City of Glendale with assistance in maintaining safe, decent, affordable housing by ensuring families can remain in their homes, free of hazards or mobility impairments per CDBG regulations at 24 CFR 570.202, 570.201(I). Target Date 6/30/2028 Estimate the number and type of families that will benefit from the proposed activities Approximately 85 households will be assisted. CDBG National Objective: Benefit to Low- and Moderate-Income Persons -- on a limited clientele basis; Matrix code: 03T; 24 CFR 570.201 (e) Location Description Citywide 28 Planned Activities Funding for this activity will focus on life and safety issues, (e.g., roofing, HVAC, electrical and plumbing) and will cover the following program costs: construction; planning and permitting; title expenses; environmental reviews; hazard testing, mitigation and abatement; temporary relocation of occupants; and direct program delivery staff costs for residential rental rehabilitation, emergency housing rehabilitation, roof and exterior repair, and other owner- occupied rehabilitation. These costs are eligible under 24 CFR 570.202(a)(1) – CDBG matrix codes: 14A and 14B; 24 CFR 570.202(b)(2) – CDBG matrix code 14I; 24 CFR 570.202(b)(4) – CDBG matrix code 14F; 24 CFR 570.202(b)(5) – CDBG matrix code: and 24 CFR 570.202(b)(9) – CDBG matrix code 14H 2 Project Name ESG Program Activities – Rapid Rehousing and Eviction Prevention Target Area Citywide Goals Supported Increase Access to Homeless Services Increase Access to Affordable Housing Public Services for Vulnerable Populations Needs Addressed Affordable Housing & Services for Homeless/At-Risk People Services & Facilities for Vulnerable Groups Funding ESG: $208,860 Description The city’s full ESG activity award will be allocated to support Rapid Rehousing and Eviction Prevention activities and will include 7.5% General administration and oversight activities, such as payroll, supplies, training, overhead and other possible costs eligible under 24 CFR 576 and 2 CFR Part 200. Target Date 6/30/2028 Estimate the number and type of families that will benefit from the proposed activities Approximately 8 households will benefit. Location Description Citywide 29 Planned Activities The city will allocate the entire ESG activity allocation ($193,195.50) equally to support Rapid Rehousing and Eviction Prevention activities in Glendale and will reserve the eligible 7.5% of the award ($15,664.50) for administration. The city will match an equal amount ($96,597.75) to both Rapid Rehousing and Eviction Prevention. These activities are eligible under 24 CFR 576.103-106. 3 Project Name COG Public Housing Improvements Target Area None Goals Supported Increase Access to Decent Affordable Housing Improve Quality of Public Facilities Needs Addressed Affordable Housing General Public Facilities and Improvements Funding CDBG: $409,655.10 Description The city will review its Public Housing Capital Improvement Plan and Needs Assessment to determine priority of work to be completed at one or more of the city’s three public housing campuses. Work may include, but is not limited to: roofing, attic insulation, exterior painting, site improvements, and others as defined in the Public Housing CIP and will improve the water and/or energy conservation of the public housing units or properties. Target Date 6/30/2028 Estimate the number and type of families that will benefit from the proposed activities Up to 155 households may benefit across three public housing campuses. Location Description 6106 W Lamar Rd (Lamar Homes); 5320 W. Maryland Ave (Cholla Vista Apartments) and 5215 W Ocotillo Rd (Glendale Homes), Glendale, AZ 85301 30 Planned Activities Funds will be available for construction, engineering, architectural planning and permitting, environmental review, hazardous material testing and abatement, staff costs and others that may be required to complete this activity. National Objective: Low/Mod Housing (LMH); matrix code: 14C eligible under 24 CFR 570.202(a)(2). 4 Project Name Tenant Based Rental Assistance (Case Management) Target Area Citywide Goals Supported Increase Access to Homeless Services Increase Access to Affordable Housing Needs Addressed Affordable Housing Funding CDBG: $219,636 Description This project will support the HOME funded Tenant Based Rental Assistance (TBRA) Program. Target Date 6/30/2028 Estimate the number and type of families that will benefit from the proposed activities Up to 50 households may benefit through the TBRA program Location Description Citywide Planned Activities The planned activity will support a HOME-funded Tenant-Based Rental Assistance (TBRA) program by providing housing-related case management services to income-qualified households to promote housing stability and access to safe, affordable housing. National Objective: Low/Mod Housing (LMH); matrix code: 14K 14 J 5 Project Name CDBG Public Services for Vulnerable Populations Target Area Citywide Goals Supported Public Services for Vulnerable Populations 31 Needs Addressed Services & Facilities for Vulnerable Groups Funding CDBG: $347,961.90 Description These programs will provide nutritional assistance, activities, wellness programs, transportation, paperwork assistance, and other services to Glendale seniors, youth, persons with disabilities, survivors of domestic violence and other vulnerable populations. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities The planned activities will benefit up to 587 individuals, with a focus on Seniors, People with disabilities, and Survivors of Domestic violence, among others.. CDBG National Objective: Benefit to Low- and Moderate-Income Persons - on a limited clientele basis; Matrix code: 05A; 24 CFR 570.201 (e) Location Description Citywide Planned Activities Arizona YWCA Metro Phoenix: The Senior Nutrition Program will provide home-delivered meals, dining room meals at four Glendale locations, offering socialization and recreational activities, wellness programs and events, pet food distribution, and transportation. ($76,763.98) Boys & Girls Clubs of the Valley: Swift Kids Club offers after- school, school break, and summer programs aimed at preventing academic decline. It provides homework help, tutoring, STEAM modules, and exposure to visual and performing arts. ($11,514.60) Chrysalis Shelter: The shelter program provides trauma- informed case management for domestic violence survivors, including counseling, victim advocacy, and life skills and job readiness classes. It also offers referrals to housing, legal aid, mental health, substance use services, childcare, financial assistance, employment, and healthcare. ($15,352.80) 32 Duet: Partners In Health & Aging: The program offers free volunteer services for low-income, homebound seniors, including transportation to appointments, pharmacies, and senior centers. Volunteers also assist with grocery shopping, minor home repairs, friendly visits, and socialization support. ($23,029.19) A New Leaf: The emergency and transitional housing program serves single adults and families fleeing abuse. It offers wrap- around services, including crisis stabilization, safety planning, case management, childcare, financial empowerment, life skills workshops, and assistance with permanent housing and other referrals. ($92,116.77) Sun City Area Interfaith Services, Inc./Benevilla: The program offers adult day programs for seniors, including memory care, medication assistance, and nutritious meals, while providing relief for caregivers. It also features engaging activities like exercise and creative projects. ($15,352.80) One Step Beyond Inc.: The award funds renovations, kitchen equipment, and food costs for the Glendale Culinary Training and Catering Program, which teaches adults with intellectual disabilities cooking skills to promote independence and employment. ($15,352.80) Big Brothers Big Sisters of Central Arizona: The program provides one-on-one mentoring for low-income, at-risk youth aged 6-18, pairing them with adult volunteers for emotional support, leadership activities, and homework help. Youth also receive professional case management. ($19,190.99) Treasure House: Through the Employment and Life Skills Training Program, residents create a personal life plan with employment, educational, and health/wellness goals. The priority goal is obtaining meaningful employment. ($23,029.19) Sojourner Center: The program offers up to 120 days of housing and 24/7 support for survivors of domestic violence, sexual assault, or stalking. With 30 rooms and a duplex (134 beds total), we provide survivors with safety, childcare, pet services, three meals a day, and access to tools and resources necessary to heal ($37,067.79) 33 Arizona Burn Foundation: Expanding ABF’s primary prevention program will deliver free smoke alarm installations and fire- safety education directly to high-risk, low-income Glendale households identified in partnership with the Glendale Fire Department. Across five weekend events, we will replace or install 10-year sealed smoke alarms in up to 500 households and educate up to 1,000 residents across five neighborhoods, directly preventing injuries, deaths, and home loss in vulnerable communities. ($19,190.99) 6 Goals Supported CDBG Program Administration Needs Addressed Affordable Housing Housing & Services for Homeless/At-Risk People Services & Facilities for Vulnerable Groups Employment, Job Training, Financial Literacy Improved Neighborhood Facilities Fair Housing Funding CDBG: $463,949 Description General administration and oversight activities, such as payroll, supplies, training, overhead and other possible costs eligible under 24 CFR 570.206. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities All program beneficiaries will benefit from the completion of administrative activities. Location Description Primary administrative functions occur at the City of Glendale’s Community Services Office at 7677 W Bethany Home Road, Building E, Glendale, AZ 85303. Planned Activities General administration and oversight activities, such as payroll, supplies, training, overhead and other possible costs eligible under 24 CFR 570.206. 34 AP-50 Geographic Distribution - 91.420, 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed. The City of Glendale has identified LMI target areas where 51% or more of households have incomes at or below 80% of the AMI as defined and adjusted annually by HUD. The city does not strictly direct funding to these areas. In accordance with CDBG, ESG, and HOME regulations, resources are allocated based on the income characteristics of beneficiaries. As such, the city allocates resources for public service activities, affordable housing, and emergency home repair on a citywide basis, ensuring assistance reaches eligible low- to moderate-income households regardless of geographic location. The city estimates 90% of funding will be allocated citywide, while approximately 10% may focus in ZIP codes 85301 and 85302, due to the areas having a higher concentration of LMI households and affordable housing needs. Geographic Distribution Target Area Percentage of Funds Citywide 90 CDBG Targeted Areas – 85301 and 85302 10 Table 6 - Geographic Distribution Rationale for the priorities for allocating investments geographically Generally, allocation of funds is not based on geographic priorities except an area benefit National Objective is utilized under the CDBG program. Discussion The City of Glendale implements activities that provide direct benefits to LMI households and individuals and area-wide benefits that enhance neighborhoods with high concentrations of LMI residents. The Annual Action Plan outlines specific activities and details the compliance method used to meet CDBG’s National Objective, ensuring that programs effectively serve and improve conditions for LMI residents regardless of where City they reside in the City. AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) Introduction The city is committed to addressing homelessness and supporting homeless individuals and families in need through strategic planning and coordinated efforts. By leveraging local, regional, and federal resources, the city works to maximize the impact of its investments in housing, supportive services, and homelessness prevention. Through collaboration with service providers, nonprofit organizations, and other regional partners, Glendale aims to create sustainable solutions that improve housing stability and enhance the well-being of its most 35 vulnerable residents. 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 will continue to operate the Glendale Works program, which provides daytime employment opportunities and engagement with case management for individuals experiencing homelessness. All FY 2026-27 ESG funding will be directed to the Community Action Program (CAP) equally for Rapid Rehousing and Eviction Prevention, ensuring households facing housing instability receive rental assistance, case management, and supportive services. Additionally, the city has allocated HOME funds through Maricopa County for Tenant-Based Rental Assistance (TBRA) to provide up to 24 months of rental assistance for individuals and families transitioning from homelessness to permanent housing. These coordinated efforts aim to reduce homelessness, prevent evictions, and support individuals in achieving long-term housing stability. The city has also allocated CDBG funding to support case management services for TBRA clients. Addressing the emergency shelter and transitional housing needs of homeless persons The City of Glendale has limited emergency housing options but is actively working to expand shelter availability and outreach services. The City supports programs such as Maggie’s Place, which offers shelter and supportive services for homeless pregnant women and mothers with young children. Glendale also partners with Phoenix Rescue Mission to provide street outreach, case management, and housing navigation services that connect individuals experiencing homelessness with shelter and critical resources to address their housing needs. In addition, the City continues to partner with existing providers and has coordinated with Surprise and other West Valley cities to establish the West Valley Shelter Collaborative. This regional effort provides dedicated emergency shelter bed space, allowing for a more immediate and coordinated response for individuals and families experiencing a housing crisis. The initiative is supported through the City’s opioid settlement funding. 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 36 recently homeless from becoming homeless again The City of Glendale is committed to reducing homelessness, increasing availability of permanent housing, and preventing individuals and families from re-entering homelessness. To streamline connections to housing, the city has adopted a local preference policy for Public Housing, prioritizing Glendale residents on the waitlist experiencing homelessness. To further support housing stability, the city funds rental, mortgage, and utility assistance programs through local nonprofits and the Community Action Program (CAP), ensuring that families at risk of homelessness can maintain stable housing. The city is also investing multiple years of HOME and CDBG funds to support a Tenant-Based Rental Assistance (TBRA) program, providing medium-term rental and utility assistance for up to two years. Priority is given to households currently experiencing or at imminent risk of homelessness. 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 of Glendale works to prevent homelessness by providing direct financial assistance, service coordination, and housing stability programs for individuals and families at the greatest risk of homelessness. The city seeks to fund rental, mortgage, and utility assistance through the Community Action Program (CAP) and local nonprofit partners, ensuring that low- and extremely low-income households can maintain stable housing. The city collaborates with public safety agencies, homeless service providers, healthcare organizations, and mental health agencies to support individuals exiting publicly funded institutions and systems of care. Through these partnerships, individuals are connected to housing navigation, case management, workforce development, and educational programs. They may also be referred to other supportive services that promote stability and encourage long-term independence. These efforts help reduce the risk of homelessness. The Tenant-Based Rental Assistance (TBRA) program offers medium-term rental assistance, prioritizing those at imminent risk of homelessness, including individuals discharged from foster care. Through these coordinated efforts, Glendale aims to provide proactive solutions that prevent homelessness and support successful reintegration into stable housing. Discussion The City of Glendale’s FY 2026-27 Annual Action Plan allocates over $1 million in CDBG, HOME, ESG, and related funding sources to address homelessness and housing instability through a comprehensive strategy. These funds support a range of initiatives, including Rapid Rehousing 37 and Eviction Prevention, Tenant-based Rental Assistance, utility assistance, food and case management services, employment programs, shelter, and supportive services. Additional investments focus on homeless and housing navigation, street outreach, self-sufficiency programming, and long-term housing solutions aligned with the Housing First model. Through these targeted efforts, the city aims to prevent homelessness, provide immediate support to those in crisis, and create sustainable pathways to housing stability. AP-85 Other Actions - 91.420, 91.220(k) Introduction The following sections will address the city’s approach to meet the need to foster and maintain affordable housing, reduce lead-based paint hazards, reduce the number of poverty-level families, develop institutional structure, and enhance coordination between public and private agencies. 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 also continues to seek out additional funding from local, state, or Federal sources to supplement its efforts. Actions planned to foster and maintain affordable housing The city of Glendale will continue to expand and strengthen programs that support housing stability and affordability for low- and moderate-income residents. The Tenant-Based Rental Assistance (TBRA) program helps families maintain stable housing while serving as a bridge to permanent and sustainable housing after two years of assistance. The city will also continue partnering with the Community Action Program (CAP) to provide Rapid Rehousing and Eviction Prevention assistance, including rental, mortgage, and utility assistance for eligible households at risk of displacement. Additionally, Glendale will invest in its Emergency Home Repair Program to preserve and improve the existing affordable housing stock, ensuring that low-income homeowners can maintain safe and habitable living conditions while preventing loss of affordable units due to deterioration. To foster availability of stable housing, Glendale leverages Community Planning and 38 Development (CPD) funding to support Low-Income Housing Tax Credit (LIHTC) projects. By the end of 2026, these efforts will have added a total of 1,382 new affordable housing units, significantly increasing long-term housing opportunities for individuals and families. The city currently has approximately $2 million set aside for the purpose of providing local gap financing for future 9 and 4% LIHTC deals. 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. The city conducts the required LBP Risk Assessment (LRA) based on the level of Federal funds invested in the rehabilitation of units constructed prior to 1978. Based on the results of LRAs, 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. Actions planned to reduce the number of poverty-level families The city of Glendale, in collaboration with nonprofit partners, will continue to provide assessments, referrals, and supportive services to help low-income and homeless individuals and families achieve self-sufficiency. Local service providers will offer food assistance, housing navigation, and case management to connect residents with stable housing and essential resources. Additional programs will include employment referrals, job training, financial literacy education, and debt management support, equipping individuals with the tools needed to increase financial stability and reduce reliance on assistance programs. Actions planned to develop institutional structure The City of Glendale recognizes that a coordinated local and regional response is essential to effectively supporting homeless and low-income populations. To maximize impact, the city will strengthen partnerships across departments, particularly within Community Services, and collaborate with nonprofit organizations and public entities at the city, county, and state levels to enhance service delivery. The city will also explore opportunities to provide or support training for staff and service providers on affordable housing, fair housing, economic development, and community development to ensure effective program administration and compliance. By reinforcing these partnerships and expanding training efforts, Glendale aims to improve the institutional capacity 39 needed to address housing and social service challenges efficiently. Actions planned to enhance coordination between public and private housing and social service agencies The city will continue to rely on the guidance of the Community Development Advisory Committee, comprised of a cross-section of Glendale residents including public housing residents, to review applications and make recommendations for funding public services. Through its CDBG, HOME, and ESG funding, the city works with numerous government, nonprofit, and private housing programs to meet the housing and service needs of Glendale residents. Discussion The city has a wide network of partners to coordinate services to address the needs of the community which includes various city Departments, Boards/committees, nonprofit 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 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. 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. 1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed Est $50000.00 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 40 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: Est $50000.00 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. 90.00% Emergency Solutions Grant (ESG) Reference 91.220(l)(4) 1. Include written standards for providing ESG assistance (may include as attachment) The city maintains program policies and procedures, to guide the administration of its programs. This information is stored on a cloud-based file sharing system, available to all Community Services Department employees ESG standards for providing assistance are also included in all subrecipient agreements with service providers. The city actively collaborates with the Continuum of Care (CoC) and its lead agency, the Maricopa Association of Government, by serving on its ESG Committee to standardize the contracting, eligibility, monitoring and reporting documentation processes to fulfill the requirements of the ESG program. The Continuum includes the State of Arizona and the city of Phoenix. 2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system. The Maricopa Association of Governments (MAG) administers the regional Continuum of 41 Care (CoC). 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 coordinated entry points throughout the region, streamlines the referral process, and prioritizes individuals and families with the highest level of needs. 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 administered by Solari, who collaborates with Maricopa County and AZ Balance of State Continuums of Care. ESG subrecipients are required to report program participant-level data such as the number of persons served and their demographic information (i.e., Universal Data Elements) 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). The City of Glendale allocates its Emergency Solutions Grant (ESG) funding for Rapid Rehousing and Homelessness Prevention services through an internal allocation to the Community Action Program (CAP), in accordance with City Council direction. Rather than utilizing a competitive grant application process, the City Council has directed that these ESG funds be administered internally to ensure consistent, streamlined service delivery to eligible residents. CAP staff deliver ESG-funded services directly and in compliance with HUD requirements, focusing on stabilizing households and preventing or ending homelessness through targeted financial assistance and case management. While the ESG program is administered internally, the City continues to collaborate with private nonprofit, community-based, and faith-based organizations to support coordinated outreach, referrals, and supportive services that complement the City's ESG-funded efforts. 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 42 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 ESG Committee, on which the city serves as a member and participates in its coordination of efforts to address homelessness in the region. The city will meet the requirement at 24 CFR 576.405(a) since at least one homeless or formerly homeless individual serves on the CoC Board as well as on the Committee on Homelessness. The Committee on Homelessness is responsible for making recommendations and providing input to the CoC Board. 5. Describe performance standards for evaluating ESG. The city will evaluate performance under the ESG program primarily by tracking goals related to the number of beneficiaries assisted with Homeless Prevention, Rapid Rehousing, or 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 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 regional action plan, Pathways Home. 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 and costs are tracked and documented for both its own operations and the operations of its subrecipients under the program. Discussion See above