2020-25 CONSOLIDATED PLAN & 2020 ACTION PLAN.PDF
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Maricopa County HOME Consortium
0
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Maricopa County
HOME Consortium
and
Maricopa Urban County
2020-2025
Consolidated Plan
Table of Contents
EXECUTIVE SUMMARY
1
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1
THE PROCESS
6
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
6
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
7
PR-15 Citizen Participation
25
NEEDS ASSESSMENT
28
NA-05 Overview
28
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
29
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
45
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
48
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
51
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
52
NA-35 Public Housing – 91.205(b)
53
NA-40 Homeless Needs Assessment – 91.205(c)
59
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
62
NA-50 Non-Housing Community Development Needs – 91.215 (f)
65
HOUSING MARKET ANALYSIS
67
MA-05 Overview
67
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
67
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
73
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
82
MA-25 Public and Assisted Housing – 91.210(b)
90
MA-30 Homeless Facilities and Services – 91.210(c)
93
MA-35 Special Needs Facilities and Services – 91.210(d)
95
MA-40 Barriers to Affordable Housing – 91.210(e)
97
MA-45 Non-Housing Community Development Assets – 91.215 (f)
98
MA-50 Needs and Market Analysis Discussion
107
Map for Housing Problems
109
Maps for Race and Ethnicity
110
Map for Poverty
122
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)
123
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
124
STRATEGIC PLAN
125
SP-05 Overview
125
SP-10 Geographic Priorities – 91.215 (a)(1)
128
SP-25 Priority Needs - 91.215(a)(2)
129
SP-30 Influence of Market Conditions – 91.215 (b)
136
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c) (1,2)
137
SP-40 Institutional Delivery Structure – 91.215(k)
143
SP-45 Goals Summary – 91.215(a)(4)
150
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
155
SP-55 Barriers to affordable housing – 91.215(h)
156
SP-60 Homelessness Strategy – 91.215(d)
158
SP-65 Lead based paint Hazards – 91.215(i)
160
SP-70 Anti-Poverty Strategy – 91.215(j)
162
SP-80 Monitoring – 91.230
164
2020 ANNUAL ACTION PLAN
166
AP-15 Expected Resources – 91.220(c) (1,2)
166
AP-20 Annual Goals and Objectives
172
AP-35 Projects – 91.220(d)
175
AP-38 Project Summary
179
AP-50 Geographic Distribution – 91.220(f)
188
AFFORDABLE HOUSING
189
AP-55 Affordable Housing – 91.220(g)
189
AP-60 Public Housing – 91.220(h)
190
AP-65 Homeless and Other Special Needs Activities – 91.220(i)
192
AP-75 Barriers to affordable housing – 91.220(j)
196
AP-85 Other Actions – 91.220(k)
198
PROGRAM SPECIFIC REQUIREMENTS
203
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
203
APPENDICES
209
Public Input Data
209
Survey Responses
223
Maricopa HOME Consortium Consolidated Plan Contributions
250
Citizen Participation Plan
276
Action Plan Appendix
290
AP-90 Supplemental Information
290
HOME Program Income
293
Affordable Homeownership Limits
293
Maricopa HOME Consortium Action Plan Contributions
296
ESG Standards
326
Maricopa County HOME Consortium
1
Final Report
2020-2024 Consolidated Plan
May 8, 2020
EXECUTIVE SUMMARY
Maricopa County is the nation’s fastest-growing county, home to approximately four and a half
million people. Maricopa County’s mission is to provide regional leadership and fiscally
responsible, necessary public services so that residents can enjoy living in a healthy and safe
environment. The Housing and Community Development (HCD) Division is dedicated to making
the communities of Maricopa County affordable and safe. This is accomplished by working to
house people experiencing homelessness, creating affordable rental and homeownership
opportunities, rehabilitating owner-occupied homes, and improving infrastructure in low-income
communities.
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
In 1994, the U.S. Department of Housing and Urban Development (HUD) issued rules
consolidating the planning, application, reporting and citizen participation processes to the
Community Development Block Grants (CDBG), Emergency Solutions Grant (ESG), and HOME
Investment Partnerships Program (HOME). The new single-planning process was intended to more
comprehensively fulfill three basic goals: to provide decent housing, to provide a suitable living
environment and to expand economic opportunities. It was termed the Consolidated Plan for
Housing and Community Development.
According to HUD, the Consolidated Plan is designed to be a collaborative process whereby a
community establishes a unified vision for housing and community development actions. It offers
entitlement communities the opportunity to shape these housing and community development
programs into effective, coordinated neighborhood and community development strategies. It also
allows for strategic planning and citizen participation to occur in a comprehensive context, thereby
reducing duplication of effort.
Maricopa County partners with the cities in the Maricopa County HOME Consortium to distribute
HOME funds throughout Maricopa County. The data in this Plan describes the conditions in the
Maricopa County HOME Consortium, which includes Avondale, Chandler, Gilbert, Glendale,
Peoria, Scottsdale, Surprise, and Tempe. Maricopa Urban County includes Buckeye, El Mirage,
Fountain Hills, Gila Bend, Goodyear, Guadalupe, Litchfield Park, Tolleson, Wickenburg,
Youngtown, and all unincorporated areas in the County.
As the lead agency for the Consolidated Plan, Maricopa County hereby follows HUD’s guidelines
for citizen and community involvement. Furthermore, it is responsible for overseeing citizen
participation requirements that accompany the Consolidated Plan.
Maricopa County has prepared this Consolidated Plan to meet the guidelines as set forth by HUD
and is broken into five sections: The Process, Needs Assessment, Market Analysis, Strategic Plan,
and Annual Action Plan.
This Consolidated Plan covers the five-year timeframe of July 1, 2020 through June 30, 2025,
which corresponds to HUD’s five Program Years of 2020-2024. The 2020-21 Annual Action Plan
covers activities proposed during July 1, 2020 through June 30, 2021.
Executive Summary
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The goals of the CDBG and HOME programs are to provide decent housing, a suitable living
environment for the Area’s low- and moderate-income residents, and economic opportunities for
low-moderate income residents. The County strives to accomplish these goals by maximizing and
effectively utilizing all available funding resources to conduct housing and community
development activities. These goals are further explained as follows:
•
Providing decent housing means helping persons experiencing homelessness obtain
appropriate housing and assisting those at risk of homelessness; preserving the affordable housing
stock; increasing availability of permanent housing that is affordable to low and moderate-income
persons without discrimination; and increasing the supply of supportive housing.
•
Providing a suitable living environment entails improving the safety and livability of
neighborhoods; increasing access to quality facilities and services; and increasing housing
opportunities for low-income persons.
•
Expanding economic opportunities involves creating jobs that are accessible to low- and
moderate-income persons; making down payment and closing cost assistance available for low-
and moderate- income persons; promoting long term economic and social viability; and
empowering low-income persons to achieve self-sufficiency.
Evaluation of past performance
Maricopa County’s evaluation of its past performance has been completed in a thorough
Consolidated Annual Performance and Evaluation Report (CAPER). These documents state the
objectives and outcomes identified in each year’s Annual Action Plan and include an evaluation of
past performance through measurable goals and objectives compared to actual performance. These
documents can be found on the County’s website at:
https://www.maricopa.gov/3893/Notices-Documents
Maricopa County and the HOME Consortium made significant progress toward meeting its 5-year
housing and community development goals through strategies employed during PY 2015-2018.
Projects funded in 2018-19 and in prior years addressed only goals listed as high priority in the
2015-2020 Consolidated Plan. During the fourth year of the 5-year plan, 88.9% of the high priority
projects identified in the Consolidated Plan were addressed.
Summary of citizen participation process and consultation process
A variety of public outreach and citizen participation was used to develop this Consolidated Plan.
The 2019 Housing and Community Development survey was used to help establish priorities
throughout the HOME Consortium by gathering feedback on the level of need for housing and
community development categories. Three public meetings were held prior to the release of the
draft plan to garner feedback on preliminary findings. The Plan was released for public review and
two public hearings will be held to offer residents and stakeholders the opportunity to comment on
the Plan.
Executive Summary
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
Summary of public comments
Comments made during the public review meetings are included in the form of transcripts in the
Appendix. A summary of comments is included below:
Need for more affordable housing options
Need for housing and services for the homeless
Need for services and housing for seniors
Rents are unaffordable for many households
Need for services for veterans
Need for mental health and substance abuse services
Summary of comments or views not accepted and the reasons for not accepting them
Not applicable.
Summary
The Needs Assessment and Market Analysis, which has been guided by the Housing and
Community Development Survey and public input, identified eight priority needs. These are
described below.
Low to Moderate Income Renter Households: There is a high proportion of renter
households in the Maricopa County HOME Consortium with housing problems, especially
cost burdens. Addressing the rate of housing problems for renter households is a high
priority for the County and Consortium to continue to strive to meet the needs of renter at-
need households with the use of Community Development funds. This also includes
addressing needs with Tenant Based Rental Assistance (TBRA) for lower income
households, people experiencing homelessness, and other persons with special needs.
Low to Moderate Income Owner Households: Homeowner households are also facing
high rates of housing cost burdens. The availability of safe, affordable, decent housing for
homeowner households continues to be a high priority for the County.
Homeless and At-Risk of Homelessness: As the number of persons experiencing
homelessness increases Countywide, providing funds to provide housing options and
services for persons who are homeless or at risk of homelessness continues to be a high
priority for the County.
Special Needs Populations: There are numerous special needs populations in the County
that are in need of housing options and services. These populations are discussed in NA-
50.
Public Facilities: Provision of needed public facilities based on local priorities and needs
and within the Urban County service area. Services may include both a High and Low
priority identified in NA-50 Non-Housing Community Development Needs.
Public Improvements: There are a variety of public improvements and infrastructure needs
in the Urban County to improve in order to make safe and sustainable living environments.
These may include High and Low priority identified in NA-50 Non-Housing Community
Development Needs.
Executive Summary
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
Economic Development: Economic development continues to be a high need in the Urban
County to help low to moderate income households achieve economic independence and
self-sufficiency.
Redevelopment/Revitalization: Foster targeted redevelopment and revitalization in the
Maricopa Urban County jurisdiction benefitting low- and moderate- income households as
well as the remediation of slum and blighting influences in qualified areas financed with
CDBG and pursuant to the County CDBG program rules and relevant Arizona State
enabling statutes.
These Priority Needs are addressed with the following Goals:
Expand Affordable Housing Options
Expand newly created affordable housing opportunities by providing direct financial
assistance to income-qualified homebuyers (i.e. downpayment and closing cost assistance),
stimulate the construction of new units with or without acquisition (may include single-
family or multi-family properties), or rental housing acquisition with rehabilitation (may
include single-family or multi-family properties), transitional housing, tenant based rental
assistance (TBRA), and may also include Community Housing Development Organization
(CHDO) Pre-Development loans. This goal covers the Maricopa HOME Consortium
jurisdiction including the Urban County communities.
Maintain Current Owner-Occupied Housing
Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa
HOME Consortium jurisdiction for HOME resources in addition to the Maricopa Urban
County jurisdiction for all funding sources (HOME and CDBG). It includes rehabilitation
and emergency home repair under the Urban County CDBG program financed with CDBG.
Support Efforts to Combat Homelessness
Support rapid rehousing programs defined as short to long-term rent and move-in
assistance, case management based on client’s needs, and utility assistance based on client
needs. Foster efforts to improve and operate homeless shelter facilities and deliver needed
services.
Support Public Services in the Urban County
Provide needed public services within the Maricopa Urban County jurisdiction using
predominantly CDBG resources not to exceed the 15% annual expenditure limit. Clients
assisted may include persons with special needs and persons experiencing homelessness.
Support Public Facilities in the Urban County
Provide support to needed public facilities within the Maricopa Urban County jurisdiction
using CDBG resources. Clients assisted may include persons with special needs and
homeless persons.
Executive Summary
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
Fund Public Improvements in the Urban County
Within the Maricopa Urban County jurisdiction, provide needed support for public
improvements and infrastructure funded with CDBG resources. The total funding amount
for this goal reflects the current demand from Urban County communities for CDBG
eligible infrastructure projects.
Fund Economic Development Projects
Foster the generation of employment opportunities for low- and moderate- income workers
and businesses in the Maricopa Urban County jurisdiction through needed economic
development endeavors funded with CDBG resources.
Neighborhood Revitalization
Foster targeted redevelopment and revitalization in the Maricopa Urban County jurisdiction
benefitting low- and moderate- income households
Slum and Blight Demolition
Fund the remediation of slum and blighting influences in qualified areas financed with
CDBG and pursuant to the County CDBG program rules and relevant Arizona State
enabling statutes
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
THE PROCESS
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1.
Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
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
Maricopa County
Maricopa County Human Services Department - HCD
HOME Administrator
Maricopa County
Maricopa County Human Services Department - HCD
ESG Administrator
Maricopa County
Maricopa County Human Services Department - HCD
Table 1 – Responsible Agencies
Narrative
Maricopa County administers the CDBG and ESG program for Maricopa County. Maricopa County
is also the lead agency is the Maricopa County HOME Consortium.
Consolidated Plan Public Contact Information
Rachel Milne
Housing and Community Development
Maricopa County Human Services Department
234 N. Central Avenue, 3rd Floor
Phoenix, AZ 85004
(602) 372-1528
Rachel.Milne@maricopa.gov
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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May 8, 2020
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
Maricopa County is dedicated to obtaining input from citizens, municipal officials, non-profit
agencies, non-profit developers, private housing developers, governmental agencies, and the
Regional Continuum of Care as part of the Consolidated and Annual Action Plan processes.
Consultation for the 2020-2025 Consolidated Plan and 2020 Annual Action Plan included a
combination of meetings with Consortium members and Urban County cities/towns; stakeholder
meetings; three community input meetings; two community input hearings; three public review
meetings; newspaper advertisements; website announcements; and public notices placed in lobbies
of HSD, HAMC, and public libraries. Citizen participation is strongly encouraged throughout the
processes of short- and long-range departmental planning, plan implementation, and during the
assessment of plan effectiveness.
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(I)).
The HOME Consortium member cities meet monthly to discuss housing activities within the region.
At these meetings, information is disseminated related to HOME requirements, project status,
expenditure and commitment deadlines, and each entity reports on any successes or challenges
experienced in its programs. Maricopa County continues to coordinate trainings whenever possible
on relevant topics to Consortium Members and CHDOs, i.e. Part 5 Income Calculation,
Environmental Review Requirements, or Section 3. Members of the Maricopa HOME Consortium
regularly coordinate with public and private entities and housing developers to increase affordable
housing opportunities and projects for homeless or special needs populations. Members also work
with the real estate, construction, and finance industries to implement other ongoing HOME and
CDBG supported housing rehabilitation, homebuyer assistance, or new home construction
activities. Activities undertaken by Consortium members are discussed at length throughout the
Appendix.
Efforts to enhance coordination between public and assisted housing providers, and private
and governmental health, mental health, and service agencies includes HOME Consortium
member Tenant Based Rental Assistance (TBRA) programs that are leveraged with the
respective Housing Authority’s existing rental assistance programs where a portion of
vouchers are used for homeless families and/or individuals. Other members work closely
with applicable local housing authorities to implement housing strategies to assist low
income and homeless families. The Family Housing Hub and Welcome Center
Coordinated Entry systems are assisting homeless families and individuals with assessment
of needs, carrying out diversion activities, and making connections to the most appropriate
housing intervention and progressive engagement. In addition, Maricopa County currently
leads a partnership called ‘Hand in Hand’ to reduce recidivism, and connect people
experiencing homelessness who are justice involved, to appropriate housing and supportive
services. The partnership includes Maricopa County Human Services Department,
Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa
County (HAMC), and Mercy Maricopa Integrated Care (MMIC). The partnership's mission is
to work hand in hand with supportive services, housing providers, physical and mental
The Process
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Final Report
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May 8, 2020
health services, jails, and policy makers to serve justice-involved homeless individuals and
families by connecting them with necessary supports and housing.
A Funders Collaborative of public and private partners will continue to meet to address the regional
issue of homelessness in our community. The Collaborative has grown into a model for
countywide collaboration. Convened by Valley of the Sun United Way (VSUW), and composed of
VSUW, Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of
Economic Security (ADES), and the City of Phoenix, it continues to increase coordination in
government, bolster advocates, educate policymakers, and redirect service providers to find long-
term solutions to end homelessness.
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
All members of the Maricopa HOME Consortium are committed to addressing the needs of
homeless persons and persons at risk of experiencing homelessness. Maricopa HOME Consortium
members participate in a regional Continuum of Care plan in collaboration with the all other
jurisdictions in Maricopa County. The Maricopa Association of Governments (MAG) is the lead
agency for the Maricopa Regional Continuum of Care (CoC), and plans and administers the CoC. In
addition, Maricopa County is expected to participate in the following:
Members of the CoC Board;
Attend and participate in CoC Board and meetings and any other Subcommittees and/or
workgroups (Emergency Solutions Grants Subcommittee, Ending Veterans Homelessness
Workgroup, Ending Chronic Homelessness Workgroup, Coordinated Entry Subcommittee
etc.). The County attends CoC Board and Committee meetings to gather information and be
part of the solution in ending homelessness;
Participate and work together to develop a Regional Plan to End Homelessness;
Provide human services to the homeless;
The County provides support to the Maricopa Continuum of Care and countywide non-
profits that provide services to persons who are homeless, including chronically homeless;
Align processes and provide input on gaps in services and policy decisions that impact the
County;
Enhance accessibility to appropriate housing and service interventions;
Support emergency shelter for single individuals, youth and families;
Utilize the County data collected from the PIT Count to assist with planning and strategy
development for the specific needs of homeless families and individuals locally. Earlier this
year, MAG’s regional “point-in-time” count was conducted to identify both sheltered and
unsheltered homeless in Maricopa County. The unsheltered survey provided insight into the
demographics of subpopulations within the overall homeless populations including
homeless veterans, the chronically homeless, victims of domestic violence. It also provided
a count of homeless with HIV/AIDS, serious mental illness, and substance abuse disorders.
This data will allow the County to more effectively determine the types and quantities of
needed services based on an actual population count.
The County continues its efforts towards coordination and collaboration across systems of care to
serve the most “at-risk” residents including the homeless, those at-risk of becoming homeless,
veterans, and unaccompanied youth. The County recognizes that improved service coordination
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
2020-2025 Consolidated Plan
May 8, 2020
will help eliminate the duplication of efforts, improve communication regarding the most current
news and information, and spearhead community-wide solutions to basic needs.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The County has consulted, and will continue to consult, with the CoC regarding the performance
standards for activities funded under ESG to discuss the best method to capture data utilizing HMIS.
As the ESG program progresses annually, performance standards will be developed and revised
based on the needs of the community and regulatory guidance. All outcomes will be reviewed and
measured for effectiveness, as required. In addition, Maricopa County and the Maricopa HOME
Consortium are expected to engage in continued consultation in the following ways:
Act as the lead of the ESG Subcommittee which creates performance standards, monitoring
policies and procedures and shares best practices, develops regional strategies and practices
for the comprehensive implementation of ESG eligible services across Maricopa County,
develops coordinated scopes of work for ESG funded activities and an ESG specific HMIS
report, and develops joint monitoring procedures to reduce the administrative burden on
provider agencies;
Participate on the Funders Collaborative which meets monthly to make improvements to
shelter systems, including coordinated entry, capacity and RRH. Discuss how public and
private resources can align to allocate resources. Assist funders in assessing need, targeting
resources and evaluating outcomes across the region;
Invite CoC staff to assist with competitive NOFA scoring and review panels whenever
possible, i.e. ESG, CDBG Public Services;
Draw information from HMIS to ensure ESG performance standards are met;
Continue to invite CoC staff to attend Maricopa HOME Consortium meetings to align the
priorities of the County’s homeless strategies with Continuum-wide priorities for
homelessness; and
HOME Consortium members will participate and contribute to ESG Subcommittee meetings
as applicable to help determine priorities.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdictions consultations with housing, social service agencies and other
entities
Table 2 – Agencies, groups, organizations who participated
1
Agency/Group/Organization
Housing Authority of Maricopa County
Agency/Group/Organization Type
Housing
PHA
Other government - County
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Final Report
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May 8, 2020
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Consultation with the Housing Authority of
Maricopa County through collaboration
meetings and through HSD participation on
HAMC Advisory Board.
2
Agency/Group/Organization
A.R.M. of Save the Family
Agency/Group/Organization Type
Housing
Services - Housing
Services-homeless
Neighborhood Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Non-Homeless Special 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 consulted through attendance at
a public hearing.
3
Agency/Group/Organization
Maricopa County Continuum of Care
Coordinated Entry Subcommittee
Agency/Group/Organization Type
Housing
Services-homeless
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
The Process
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Maricopa County HOME Consortium
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Consultation provided during Maricopa County's
participation in the ESG Collaborative group
which focuses on planning, homeless shelter
services, housing placements (rapid re-housing),
and homelessness prevention.
4
Agency/Group/Organization
Newtown CDC
Agency/Group/Organization Type
Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special 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 consulted through attendance at
a public meeting.
5
Agency/Group/Organization
Tolleson
Agency/Group/Organization Type
Other government - Local
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted through emails
soliciting input, through participation on the
Community Development Advisory Committee,
and attendance at a public meeting.
6
Agency/Group/Organization
El Mirage
Agency/Group/Organization Type
Other government - Local
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Economic Development
Market Analysis
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
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Final Report
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May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted through emails
soliciting input, through participation on the
Community Development Advisory Committee,
and attendance at a public meeting.
7
Agency/Group/Organization
Guadalupe
Agency/Group/Organization Type
Other government - Local
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted through emails
soliciting input, through participation on the
Community Development Advisory Committee,
and attendance at a public meeting.
8
Agency/Group/Organization
Buckeye
Agency/Group/Organization Type
Other government - Local
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The agency was consulted through emails
soliciting input, through participation on the
Community Development Advisory Committee,
and attendance at a public meeting.
9
Agency/Group/Organization
Arizona Department of Health Services
Agency/Group/Organization Type
Services-Health
Health Agency
What section of the Plan was addressed by
Consultation?
Lead-based Paint Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through Maricopa County’s participation on
Arizona Lead Poisoning Prevention Coalition,
invitation to take survey and attend public input
meetings
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
13
Final Report
2020-2025 Consolidated Plan
May 8, 2020
10 Agency/Group/Organization
Maricopa County Department of Public Health
Agency/Group/Organization Type
Services-Health
Health Agency
What section of the Plan was addressed by
Consultation?
Lead-based Paint Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through Maricopa County’s participation on
Arizona Lead Poisoning Prevention Coalition,
invitation to take survey and attend public input
meetings
11 Agency/Group/Organization
Arizona Lead Poisoning Prevention Coalition
Agency/Group/Organization Type
Services-Health
Health Agency
Other government - State
Other government - County
Other government - Local
Regional organization
What section of the Plan was addressed by
Consultation?
Lead-based Paint Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through Maricopa County’s participation on
Arizona Lead Poisoning Prevention Coalition,
invitation to take survey and attend public input
meetings
12 Agency/Group/Organization
Guadalupe CDC
Agency/Group/Organization Type
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting.
13 Agency/Group/Organization
Trellis
Agency/Group/Organization Type
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
14
Final Report
2020-2025 Consolidated Plan
May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting
14 Agency/Group/Organization
Ability 360
Agency/Group/Organization Type
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting
15 Agency/Group/Organization
Southwest Fair Housing Council
Agency/Group/Organization Type
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
16 Agency/Group/Organization
Habitat for Humanity
Agency/Group/Organization Type
Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
17 Agency/Group/Organization
Foundation for Senior Living, FSL Home
Improvements
Agency/Group/Organization Type
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
15
Final Report
2020-2025 Consolidated Plan
May 8, 2020
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
18 Agency/Group/Organization
Chicanos Por La Causa
Agency/Group/Organization Type
Services - Housing
Services-Elderly Persons
Services-Education
Services-Employment
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
19 Agency/Group/Organization
Arizona Housing Coalition
Agency/Group/Organization Type
Housing
PHA
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Victims of Domestic Violence
Services-homeless
Services-Fair Housing
Services-Victims
Regional organization
Planning organization
Civic Leaders
Foundation
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
16
Final Report
2020-2025 Consolidated Plan
May 8, 2020
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Maricopa County’s participation in the Arizona
Housing Coalition, invitation to public input
meetings.
20 Agency/Group/Organization
Catholic Charities Community Services
Agency/Group/Organization Type
Housing
Services - Housing
Services-homeless
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
21 Agency/Group/Organization
Native American Connections
Agency/Group/Organization Type
Housing
Services - Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
17
Final Report
2020-2025 Consolidated Plan
May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
22 Agency/Group/Organization
A New Leaf
Agency/Group/Organization Type
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
23 Agency/Group/Organization
AZCEND
Agency/Group/Organization Type
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
24 Agency/Group/Organization
Lutheran Social Services
Agency/Group/Organization Type
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
18
Final Report
2020-2025 Consolidated Plan
May 8, 2020
25 Agency/Group/Organization
Community Bridges, Inc.
Agency/Group/Organization Type
Services - Housing
Services-Persons with Disabilities
Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
26 Agency/Group/Organization
Central Arizona Shelter Services
Agency/Group/Organization Type
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
19
Final Report
2020-2025 Consolidated Plan
May 8, 2020
27 Agency/Group/Organization
Arizona Healthy Communities Partnership
Agency/Group/Organization Type
Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Health
Service-Fair Housing
Health Agency
Publicly Funded Institution/System of Care
Other government - Federal
Other government - State
Other government - County
Other government - Local
Regional organization
Planning organization
Business Leaders
Civic Leaders
Business and Civic Leaders
Community Development Financial Institution
Foundation
Grantee Department
Neighborhood Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through participation on the partnership, and
through invitations for surveys and attendance
at meetings
28 Agency/Group/Organization
Healthy Giving Council
Agency/Group/Organization Type
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
20
Final Report
2020-2025 Consolidated Plan
May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through participation on the council, and
through invitations for surveys and attendance
at meetings.
29 Agency/Group/Organization
City of Chandler Public Housing Authority
Agency/Group/Organization Type
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
30 Agency/Group/Organization
Scottsdale Housing Authority
Agency/Group/Organization Type
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
31 Agency/Group/Organization
Glendale Housing Authority
Agency/Group/Organization Type
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
32 Agency/Group/Organization
Tempe Housing Authority
Agency/Group/Organization Type
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
21
Final Report
2020-2025 Consolidated Plan
May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
33 Agency/Group/Organization
Fountain Hills
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
34 Agency/Group/Organization
Gila Bend
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting.
35 Agency/Group/Organization
Goodyear
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
22
Final Report
2020-2025 Consolidated Plan
May 8, 2020
36 Agency/Group/Organization
Litchfield Park
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings.
37 Agency/Group/Organization
Wickenburg
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting.
38 Agency/Group/Organization
Youngtown
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to take survey and attend
public input meetings, attendance at a public
meeting.
39 Agency/Group/Organization
Maricopa County Department of Emergency
Management
Agency/Group/Organization Type
Other government - County
Agency - Emergency Management
What section of the Plan was addressed by
Consultation?
Market Analysis
Other
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
23
Final Report
2020-2025 Consolidated Plan
May 8, 2020
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to review and provide
comment on draft plan.
40 Agency/Group/Organization
Flood Control District of Maricopa County
Agency/Group/Organization Type
Other government - County
Agency - Managing Flood Prone Areas
Agency - Management of Public Land or Water
Resources
What section of the Plan was addressed by
Consultation?
Market Analysis
Other
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to review and provide
comment on draft plan.
41 Agency/Group/Organization
Cox Communications
Agency/Group/Organization Type
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
What section of the Plan was addressed by
Consultation?
Market Analysis
Other
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to review and provide
comment on draft plan.
42 Agency/Group/Organization
CenturyLink
Agency/Group/Organization Type
Services - Broadband Internet Service Providers
What section of the Plan was addressed by
Consultation?
Market Analysis
Other
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Through invitation to review and provide
comment on draft plan.
Identify any Agency Types not consulted and provide rationale for not consulting
The County made every attempt to be inclusive it its outreach efforts.
The Process
Maricopa County HOME Consortium
Maricopa County HOME Consortium
24
Final Report
2020-2025 Consolidated Plan
May 8, 2020
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?
Continuum of Care
Maricopa
Association
of
Governments
The goals of the strategic plans contained within
the Maricopa HOME Consortium all conform with
and further the goals contained within the MAG
Continuum of Care.
2018 Arizona Targeted Lead
Screening Plan
Arizona
Department
of Health
Services
The goals of the strategic plan overlaps with the
Screening Plan in that both seek to target and
remediate lead hazards for families with children
living in homes built before 1978.
Consolidated Plan
City of
Phoenix
The goals of the strategic plans for each
Consolidated Plan overlap on regional issues
related
to
homelessness
programming
coordination.
Consolidated Plan
City of Mesa
The goals of the strategic plans for each
Consolidated Plan overlap on regional issues
related
to
homelessness
programming
coordination.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The Maricopa HOME Consortium is comprised of over 18 units of local government in addition to
Maricopa County. Maricopa County and the 8 entitlement jurisdictions who are members of the
Consortium meet monthly to coordinate the planning and implementation of their programs and
Consolidated Plans and Annual Action Plans. Members of the Consortium stay in regular contact
with adjoining communities in addition to the State Department of Housing. Under the auspices of
the Community Development Advisory Committee, the local governmental members of the
Maricopa Urban County meet regularly to implement their Consolidated Plan and Annual Action
Plan as well as oversee the annual funding cycle of the Community Development Block Grant
(CDBG) program.
Narrative (optional):
Maricopa County HOME Consortium
25
Final Report
2020-2024 Consolidated Plan
May 8, 2020
PR-15 Citizen Participation
1.
Summary of citizen participation process/Efforts made to broaden citizen
participation
Summarize citizen participation process and how it impacted goal-setting
During the development of the County’s 2020-2025 Consolidated Plan and 2020 Annual Action
Plan, the County undertook a variety of public outreach methods to gather public input and
comment. These comments were a part of the Needs Assessment and Market Analysis, and
ultimately helped shape the outcome of the Plan’s Five Year Goals and Objectives. These outreach
efforts included the 2019 Housing and Community Development Survey, a series of three (3)
public input meetings, two public input hearings, and three public review meetings. The survey
was available in both English and Spanish.
Each public meeting had public notices and met the County’s guidelines in its Citizen Participation
Plan. The public notifications are included in the Appendix.
Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary
Of response/
attendance
Summary of Comments
received
Summary
of
comments
not
accepted
and
reasons
URL
(If
appli
cable)
1
Internet
outreach
Minorities
Non-English
Speaking
-
Specify
other
language:
Spanish
Persons
with
disabilities
Non-
targeted/broad
community
A total of 714
surveys
were
received
throughout the
County through
a
combination
of online and
paper surveys.
The Countywide results
are available as part of
the Needs Assessment
and Market Analysis. A
set
of
responses
by
individual jurisdiction is
available in the Appendix.
Not
applicable.
2
Public
Meeting
Non-
targeted/broad
community
An
evening
meeting
was
held on August
27in El Mirage.
Comments
from
this
meeting
included
the
need
for
affordable
housing,
economic
development,
and
homeless
services.
A
complete
set
of
transcripts
from
the
meetings are included in
the Appendix.
Not
applicable.
Needs Assessment
Maricopa County HOME Consortium
Maricopa County HOME Consortium
26
Final Report
2020-2024 Consolidated Plan
May 8, 2020
3
Public
Meeting
Non-
targeted/broad
community
An
evening
meeting
was
held on August
28 in Tolleson.
Comments from these
meetings included the
need
for
affordable
housing,
services
for
homeless
households,
and housing and services
for
the
elderly.
A
complete
set
of
transcripts
from
the
meetings are included in
the Appendix.
Not
applicable.
4
Public
Meeting
Non-
targeted/broad
community
An
evening
meeting
was
held on August
29 in Gilbert.
Comments
from
this
meeting
included
the
need
for
affordable
housing,
services
for
homeless
households,
and housing and services
for
the
elderly
and
veterans. A complete set
of transcripts from the
meetings are included in
the Appendix.
Not
applicable.
5
Public
Hearing
Non-
targeted/broad
community
HOME
Consortium
Local CHDOs
A public hearing
was
held
on
January
16,
2020.
Two
public
comments were
received.
The two public comments
included the need for the
affordable housing with
the
longest
term
possible, and the need
for
affordable
rental
housing. A summary of
comments
from
this
meeting related to the
2020 Annual Action Plan
are
included
in
the
Appendix.
Not
applicable.
6
Public
Hearing
Non-
targeted/broad
community
Community
Development
Advisory
Committee
Urban
County
city/town staff
An
evening
public
hearing
was
held
on
January
29,
2020.
Three
public
comments were
received.
The two public comments
included the need for
owner-occupied housing
rehabilitation, homeless
services,
and
housing
options for veterans. A
summary of comments
from this meeting related
to
the
2020
Annual
Action Plan are included
in the Appendix.
Not
applicable.
Needs Assessment
Maricopa County HOME Consortium
Maricopa County HOME Consortium
27
Final Report
2020-2024 Consolidated Plan
May 8, 2020
7
Public
Hearing
Non-
targeted/broad
community
Stakeholders
Public hearings
will be held on
February
20,
2020
and
February
26,
2020.
Comments
received
during these meetings
will be included in the
Appendix.
Not
applicable.
8
Internet
Outreach
–
Public
Notices
on
Website
Minorities
Persons
with
disabilities
Non-
targeted/broad
community
Public
Notices
were posted on
the
HSD
website
providing
the
public
with
information
about
the
3
upcoming
community
meetings and 4
public hearings.
Comments
received
during these meetings
will be included in the
Appendix.
Not
applicable.
https:
//ww
w.mar
icopa.
gov/3
893/N
otices
-
Docu
ments
9
Public
Notices
Minorities
Non-English
Speaking
-
Specify
other
language:
Spanish
Persons
with
disabilities
Non-
targeted/broad
community
Public
Notices
were posted in
the HSD lobby,
Housing
Authority
of
Maricopa
County
lobby,
and
public
libraries
providing
the
public
with
information
about
the
3
upcoming
community
meetings and 4
public hearings.
Comments
received
during these meetings
will be included in the
Appendix.
Not
applicable.
10
Public
Hearing
Non-
targeted/broad
community
Stakeholders
Public hearings
for the Action
Plan were held
on April 8, 2020
and April 16,
2020.
Comments
received
during these meetings
will be included in the
Appendix.
Not
applicable.
Table 4 – Citizen Participation Outreach
Needs Assessment
Maricopa County HOME Consortium
Maricopa County HOME Consortium
28
Final Report
2020-2024 Consolidated Plan
May 8, 2020
NEEDS ASSESSMENT
NA-05 Overview
Needs Assessment Overview
The following section will describe the socio-economic and housing situation in the Maricopa
HOME Consortium. This Area consists of the cities in the HOME Consortium, as well as the Urban
County. These are listed below:
HOME Consortium: Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise,
Tempe
Maricopa Urban County: Buckeye, El Mirage, Fountain Hills, Gila Bend, Goodyear,
Guadalupe, Litchfield Park, Tolleson, Wickenburg, Youngtown, Unincorporated areas in
County
This area will be referred to as the Maricopa HOME Consortium.
The population in the Maricopa HOME Consortium has grown from 1,932,444 in 2010 to
2,101,763 in 2017. With this growth there has not been a significant change in the racial or ethnic
makeup of the Area. Households with incomes over $100,000 have grown as a proportion of the
population, while conversely, poverty has also grown. The proportion of persons in poverty has
grown from 8.6% in 2000 to 11.8% in 2017.
A significant proportion of households have housing problems, particularly cost burdens, with 29.4
% of households experiencing cost burdens. Renter households are particularly impacted by cost
burdens, at a rate of 43.4%. In addition, Black or African American, Pacific Islander, and Hispanic
households face housing problems at a disproportionate rate.
Support services for persons experiencing homelessness continues to be a priority for Maricopa
County as the homeless population has grown from 5,918 in 2014 to 7,419 in 2020, according to
Point-in-Time counts. Additionally, the elderly population has grown by 28% since 2010, which
requires specialized support services.
The following Needs Assessment and Market Analysis include two different table types. The first is
the default data sets that are required and auto-populated from HUD’s eCon Planning Suite. These
tables are black and white. The second is a set of tables that has the most up-to-date data available
for the Maricopa HOME Consortium. These tables are blue. Most of the narrative in the following
sections will reference the blue tables by table number.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
The population in the Maricopa HOME Consortium grew from 1,932,444 in 2010 to 2,101,763 in
2017, an increase of 8.8%. The County is currently the fastest growing county in the United States.
The population growth in the whole of Maricopa County is shown in Diagram NA-10.1, below,
which reached over 4.4 million people in 2018. For the purposes of this discussion, most of the
data represented accounts for the 2.1 million people living in the Maricopa HOME Consortium.
This growth presents its own set of challenges to address including increased demand for housing
and services, as well as shifting demographics and socio-economic context of the region. These
conditions will be described in this Needs Assessment.
Population Estimates
Diagram NA-10.1
Population
Maricopa County
The Maricopa HOME Consortium population by race and ethnicity is shown in Table NA-10.1. The
White population represented 81.3% of the population in 2017, compared with the Black or
African American population, which accounted for 4.6% of the population. The Hispanic
population represented 22.5% of the population in 2017, compared to 21.9% in 2010.
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Table NA-10.1
Population by Race and Ethnicity
Maricopa HOME Consortium
2010 Census & 2017 Five-Year ACS
Race
2010 Census
2017 Five-Year ACS
Population
% of Total
Population
% of Total
White
1,496,232
77.4%
1,708,179
81.3%
Black / African American
81,622
4.2%
95,967
4.6%
American Indian/ Alaska Native
35,586
1.8%
36,110
1.7%
Asian
78,135
4.0%
97,166
4.6%
Native Hawaiian/ Pacific Islander
3,563
0.2%
3,701
0.2%
Other
172,913
8.9%
89,146
4.2%
Two or More Races
64,393
3.3%
71,494
3.4%
Total
1,932,444
100.0%
2,101,763
100.0%
Non-Hispanic
1,509,333
78.1%
1,629,841
77.5%
Hispanic
423,111
21.9%
471,922
22.5%
The change in race and ethnicity between 2010 and 2017 is shown in Table NA-10.2. During this
time, the total non-Hispanic population was 1,629,841 persons in 2017. The Hispanic population
was 471,922.
Table NA-10.2
Population by Race and Ethnicity
Maricopa HOME Consortium
2010 Census & 2017 Five-Year ACS
Race
2010 Census
2017 Five-Year ACS
Population
% of Total
Population
% of Total
Non-Hispanic
White
1,284,977
85.1%
1,357,545
83.3%
Black or African American
76,601
5.1%
90,859
5.6%
American Indian / Alaska Native
27,566
1.8%
29,553
1.8%
Asian
76,233
5.1%
95,709
5.9%
Native Hawaiian/ Pacific Islander
3,136
0.2%
3,220
0.2%
Other
2,711
0.2%
3,398
0.2%
Two or More Races
38,109
2.5%
49,557
3.0%
Total Non-Hispanic
1,509,333
100.0%
1,629,841
100.0%
Hispanic
White
211,255
49.9%
350,634
74.3%
Black or African American
5,021
1.2%
5,108
1.1%
American Indian / Alaska Native
8,020
1.9%
6,557
1.4%
Asian
1,902
0.4%
1,457
0.3%
Native Hawaiian/ Pacific Islander
427
0.1%
481
0.1%
Other
170,202
40.2%
85,748
18.2%
Two or More Races
26,284
6.2%
21,937
4.6%
Total Hispanic
423,111
100.0
471,922
100.0%
Total Population
1,932,444
100.0%
2,101,763
100.0%
The group quarters population is defined by the U.S. Census Bureau to include persons residing in
institutionalizations, who live in correctional institutions, juvenile facilities, nursing homes, and
other institutions, and the non-institutionalized population, who live in college dormitories, military
quarters, and other group living situations. As seen in Table NA-10.3, between 2000 and 2010, the
institutionalized population changed 52.4% in Maricopa HOME Consortium, from 8,845 people in
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2000 to 13,479 in 2010. The non-institutionalized population changed 51.5%, from 9,521 in 2000
to 14,422 in 2010.
Table NA-10.3
Group Quarters Population
Maricopa HOME Consortium
2000 & 2010 Census SF1 Data
Group Quarters Type
2000 Census
2010 Census
% Change
00–10
Population
% of Total
Population
% of Total
Institutionalized
Correctional Institutions
3,999
45.2%
8,669
64.3%
116.8%
Juvenile Facilities
.
.
389
2.9%
.
Nursing Homes
4,444
50.2%
4,373
32.4%
-1.6%
Other Institutions
402
4.5%
48
0.4%
-88.1%
Total
8,845
100.0%
13,479
100.0%
52.4%
Non-Institutionalized
College Dormitories
5,173
54.3%
10,366
71.9%
100.4%
Military Quarters
681
7.2%
656
4.5%
-3.7%
Other Non-Institutionalized
3,667
38.5%
3,400
23.6%
-7.3%
Total
9,521
100.0%
14,422
100.0%
51.5%
Group Quarters Population
18,366
100.0%
27,901
100.0%
51.9%
Households by type and tenure are shown in Table NA-10.4. Family households represented
66.9% of households, while non-family households accounted for 33.1%. These changed from
67.4 and 32.6%, respectively.
Table NA-10.4
Household Type by Tenure
Maricopa HOME Consortium
2010 Census SF1 & 2017 Five-Year ACS Data
Household Type
2010 Census
2017 Five-Year ACS
Households
Households
Households
% of Total
Family Households
493,184
67.4%
515,964
66.9%
Married-Couple Family
378,689
76.8%
399,196
77.4%
Owner-Occupied
311,291
82.2%
316,314
79.2%
Renter-Occupied
67,398
17.8%
82,882
20.8%
Other Family
114,495
23.2%
116,768
22.2%
Male Householder, No Spouse Present
36,379
31.8%
36,370
31.2%
Owner-Occupied
20,353
55.9%
18,793
51.7%
Renter-Occupied
16,026
44.1%
17,577
48.3%
Female Householder, No Spouse Present
78,116
68.2%
80,398
66.9%
Owner-Occupied
40,583
52.0%
38,509
47.9%
Renter-Occupied
37,533
48.0%
41,889
52.1%
Non-Family Households
238,219
32.6%
254,879
33.1%
Owner-Occupied
136,792
57.4%
138,912
54.5%
Renter-Occupied
101,427
42.6%
115,967
45.5%
Total
731,403
100.0%
770,843
100.0%
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Household Income and Poverty
Households by income for the 2010 and 2017 5-year ACS are shown in Table NA-10.5.
Households earning more than $100,000 per year represented 30.2% of households in 2017,
compared to 26.0% in 2010. Meanwhile, households earning less than $15,000 accounted for
8.9% of households in 2017, compared to 8.6% in 2000.
Table NA-10.5
Households by Income
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Income
2010 Five-Year ACS
2017 Five-Year ACS
Households
% of Total
Households
% of Total
Less than $15,000
60,210
8.6%
68,439
8.9%
$15,000 to $19,999
27,925
4.0%
27,792
3.6%
$20,000 to $24,999
30,129
4.3%
31,927
4.1%
$25,000 to $34,999
64,695
9.2%
65,668
8.5%
$35,000 to $49,999
97,127
13.9%
98,372
12.8%
$50,000 to $74,999
139,141
19.9%
141,611
18.4%
$75,000 to $99,999
99,038
14.1%
104,136
13.5%
$100,000 or More
182,126
26.0%
232,898
30.2%
Total
700,391
100.0%
770,843
100.0%
The rate of poverty for the Maricopa HOME Consortium is shown in Table NA-10.6. In 2017, there
were an estimated 243,767 people (11.8%) living in poverty, compared to 8.6% living in poverty
in 2000. In 2017, some 10.6% of those in poverty were under age 6 and 10.3% were 65 or older.
Table NA-10.6
Poverty by Age
Maricopa HOME Consortium
2000 Census SF3 & 2017 Five-Year ACS Data
Age
2000 Census
2017 Five-Year ACS
Persons in Poverty
% of Total
Persons in Poverty
% of Total
Under 6
13,732
11.9%
25,804
10.6%
6 to 17
22,855
19.8%
49,235
20.2%
18 to 64
67,312
58.4%
143,676
58.9%
65 or Older
11,418
9.9%
25,052
10.3%
Total
115,317
100.0%
243,767
100.0%
Poverty Rate
8.6%
.
11.8%
.
The tables on the following pages describe households by income ranges. This is demonstrated by
percentage of the HUD Area Median Family Income (HAMFI).
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Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households
69,474
66,205
111,569
72,968
409,597
Small Family Households
20,109
18,328
34,304
26,352
196,711
Large Family Households
6,462
6,403
10,470
7,040
37,273
Household contains at least one person
62-74 years of age
12,286
14,969
26,666
17,005
91,476
Household contains at least one person
age 75 or older
9,977
14,636
21,117
10,786
33,701
Households with one or more children 6
years old or younger
12,644
11,479
17,423
10,571
55,142
Table 6 - Total Households Table
Data Source:
2011-2015 CHAS
Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter
Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard Housing -
Lacking complete
plumbing or kitchen
facilities
845
754
728
319
2,646
429
146
208
193
976
Severely Overcrowded -
With >1.51 people per
room (and complete
kitchen and plumbing)
1,577
898
1,329
655
4,459
417
283
459
143
1,302
Overcrowded - With 1.01-
1.5 people per room (and
none of the above
problems)
2,312
1,775
1,940
1,016
7,043
747
814
976
717
3,254
Housing cost burden
greater than 50% of
income (and none of the
above problems)
25,214
14,615
6,655
700
47,184
15,430
11,558
10,289
2,899
40,176
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Renter
Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost burden
greater than 30% of
income (and none of the
above problems)
1,728
11,238
23,794
7,060
43,820
3,238
7,628
17,338
12,130
40,334
Zero/negative Income (and
none of the above
problems)
6,345
0
0
0
6,345
5,040
0
0
0
5,040
Table 7 – Housing Problems Table
Data
Source:
2011-2015 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
or complete plumbing, severe overcrowding, severe cost burden)
Renter
Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems
29,973 18,034 10,661
2,671
61,339 17,027 12,800 11,893
3,979
45,699
Having none of four
housing problems
5,247
15,062 38,339 25,387 84,035
5,883
20,328 50,673 40,930
117,814
Household has
negative income,
but none of the
other housing
problems
6,345
0
0
0
6,345
5,040
0
0
0
5,040
Table 8 – Housing Problems 2
Data
Source:
2011-2015 CHAS
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3. Cost Burden > 30%
Renter
Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related
10,867
9,927
12,217 33,011
4,693
5,362
8,984
19,039
Large Related
3,301
2,762
2,487
8,550
1,937
1,906
2,964
6,807
Elderly
5,683
6,313
6,337
18,333
9,269
10,045 11,914 31,228
Other
10,833
9,456
10,892 31,181
3,968
2,583
4,228
10,779
Total households with cost
burdens >30% by income
30,684 28,458 31,933 91,075 19,867 19,896 28,090 67,853
Table 9 – Cost Burden > 30%
Data
Source:
2011-2015 CHAS
4. Cost Burden > 50%
Renter
Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related
10,179
4,954
2,074
17,207
4,187
3,403
3,305
10,895
Large Related
2,737
1,240
339
4,316
1,581
982
856
3,419
Elderly
5,216
4,040
2,477
11,733
7,115
5,448
4,621
17,184
Other
10,069
5,414
1,929
17,412
3,513
1,929
1,649
7,091
Total households with
cost burdens >50% by
income
28,201
15,648
6,819
50,668
16,396
11,762
10,431
38,589
Table 10 – Cost Burden > 50%
Data
Source:
2011-2015 CHAS
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5. Crowding (More than one person per room)
Renter
Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single
family
households
3,282 2,222 2,283 1,098 8,885
875
804
968
460
3,107
Multiple,
unrelated
family
households
397
373
630
322
1,722
287
310
449
390
1,436
Other,
non-family
households
244
145
369
280
1,038
0
0
10
20
30
Total need
by income
3,923 2,740 3,282 1,700 11,645 1,162 1,114 1,427
870
4,573
Table 11 – Crowding Information - 1/2
Data
Source:
2011-2015 CHAS
Housing Problems
The Census identified the following four housing problems in the CHAS data. Households are
considered to have housing problems if they have one of more of the following four problems:
1. Housing unit lacks complete kitchen facilities;
2. Housing unit lacks complete plumbing facilities;
3. Household is overcrowded; and
4. Household is cost burdened.
Overcrowding is defined as having from 1.1 to 1.5 people per room (not only bedrooms) per
residence, with severe overcrowding defined as having more than 1.5 people per room.1
Households with overcrowding are shown in Table NA-10.7. In 2017, an estimated 2.0% of
households were overcrowded, and an additional 1.0% were severely overcrowded.
1 https://www.huduser.gov/portal/datasets/cp/CHAS/bg_chas.html
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Table NA-10.7
Overcrowding and Severe Overcrowding
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Data Source
No Overcrowding
Overcrowding
Severe Overcrowding
Total
Households
% of Total
Households
% of Total
Households
% of Total
Owner
2010 Five-Year ACS
493,115
98.6%
5,614
1.1%
1,454
0.3%
500,183
2017 Five-Year ACS
505,255
98.6%
5,678
1.1%
1,595
0.3%
512,528
Renter
2010 Five-Year ACS
190,015
94.9%
7,325
3.7%
2,868
1.4%
200,208
2017 Five-Year ACS
242,841
94.0%
9,557
3.7%
5,917
2.3%
258,315
Total
2010 Five-Year ACS
683,130
97.5%
12,939
1.8%
4,322
0.6%
700,391
2017 Five-Year ACS
748,096
97.0%
15,235
2.0%
7,512
1.0%
770,843
Incomplete plumbing and kitchen facilities are another indicator of potential housing problems.
According to the Census Bureau, a housing unit is classified as lacking complete plumbing facilities
when any of the following are not present: piped hot and cold water, a flush toilet, and a bathtub or
shower. Likewise, a unit is categorized as deficient when any of the following are missing from the
kitchen: a sink with piped hot and cold water, a range or cook top and oven, and a refrigerator.
This data is displayed in Table NA-10.8 and Table NA-10.9.
There were a total of 1,980 households with incomplete plumbing facilities in 2017, representing
0.3% of households in Maricopa HOME Consortium. This is compared to 0.3% of households
lacking complete plumbing facilities in 2010.
Table NA-10.8
Households with Incomplete Plumbing Facilities
Maricopa HOME Consortium
2010 and 2017 Five-Year ACS Data
Households
2010 Five-Year ACS
2017 Five-Year ACS
With Complete Plumbing Facilities
698,519
768,863
Lacking Complete Plumbing Facilities
1,872
1,980
Total Households
700,391
770,843
Percent Lacking
0.3%
0.3%
There were 4,073 households lacking complete kitchen facilities in 2017, compared to 3,432
households in 2010. No significant change was shown from 0.5% of households in 2010 to 0.5%
in 2017.
Table NA-10.9
Households with Incomplete Kitchen Facilities
Maricopa HOME Consortium
2010 and 2017 Five-Year ACS Data
Households
2010 Five-Year ACS
2017 Five-Year
ACS
With Complete Kitchen Facilities
696,959
766,770
Lacking Complete Kitchen Facilities
3,432
4,073
Total Households
700,391
770,843
Percent Lacking
0.5%
0.5%
Cost burden is defined as gross housing costs that range from 30.0 to 50.0% of gross household
income; severe cost burden is defined as gross housing costs that exceed 50.0% of gross household
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income. For homeowners, gross housing costs include property taxes, insurance, energy payments,
water and sewer service, and refuse collection. If the homeowner has a mortgage, the
determination also includes principal and interest payments on the mortgage loan. For renters, this
figure represents monthly rent and selected electricity and natural gas energy charges.
As seen in Table NA-10.10, in Maricopa HOME Consortium 16.3% of households had a cost
burden and 13.1% had a severe cost burden. Some 22.4% of renters were cost burdened, and
21.0% were severely cost burdened. Owner-occupied households without a mortgage had a cost
burden rate of 6.2% and a severe cost burden rate of 5.2%. Owner occupied households with a
mortgage had a cost burden rate of 16.3%, and severe cost burden at 10.9%.
Table NA-10.10
Cost Burden and Severe Cost Burden by Tenure
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Data Source
Less Than 30%
31%-50%
Above 50%
Not Computed
Total
Households
% of Total
Households
% of Total
Households
% of Total
Households
% of Total
Owner With a Mortgage
2010 Five-Year ACS
229,716
60.7%
90,390
23.9%
56,560
14.9%
1,796
0.5%
378,462
2017 Five-Year ACS
255,567
71.9%
57,840
16.3%
38,662
10.9%
3,291
0.9%
355,360
Owner Without a Mortgage
2010 Five-Year ACS
106,320
87.3%
8,449
6.9%
5,692
4.7%
1,260
1.0%
121,721
2017 Five-Year ACS
136,450
86.8%
9,703
6.2%
8,179
5.2%
2,836
1.8%
157,168
Renter
2010 Five-Year ACS
93,422
46.7%
49,258
24.6%
45,373
22.7%
12,155
6.1%
200,208
2017 Five-Year ACS
129,213
50.0%
57,917
22.4%
54,275
21.0%
16,910
6.5%
258,315
Total
2010 Five-Year ACS
429,458
61.3%
148,097
21.1%
107,625
15.4%
15,211
2.2%
700,391
2017 Five-Year ACS
521,230
67.6%
125,460
16.3%
101,116
13.1%
23,037
3.0%
770,843
Describe the number and type of single person households in need of housing assistance.
There were an estimated 199,292 one-person households in the Maricopa HOME Consortium in
2017. These one-person households that are below 30% HUD Area Median Family Income
(HAMFI) are the most likely to need housing assistance in the area.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Disability by age, as estimated by the 2017 ACS, is shown in Table NA-10.11. The disability rate
for females was 11.3%, compared to 11.3% for males. The disability rate grew precipitously higher
with age, with 46.5% of those over 75 experiencing a disability.
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Table NA-10.11
Disability by Age
Maricopa HOME Consortium
2017 Five-Year ACS Data
Age
Male
Female
Total
Disabled
Population
Disability
Rate
Disabled
Population
Disability
Rate
Disabled
Population
Disability
Rate
Under 5
500
0.8%
368
0.6%
868
0.7%
5 to 17
9,615
5.2%
5,696
3.2%
15,311
4.2%
18 to 34
14,007
6.0%
9,902
4.4%
23,909
5.2%
35 to 64
39,027
10.3%
43,122
10.7%
82,149
10.5%
65 to 74
22,184
23.6%
22,390
20.5%
44,574
21.9%
75 or Older
29,928
45.8%
38,411
47.1%
68,339
46.5%
Total
115,261
11.3%
119,889
11.3%
235,150
11.3%
The number of disabilities by type, as estimated by the 2017 ACS, is shown in Table NA-10.12.
Some 6.2% have an ambulatory disability, 4.8% have an independent living disability, and 2.2%
have a self-care disability. The total in the table below may be greater than the table in Table NA-
10.1 because persons may have more than one disability.
Table NA-10.12
Total Disabilities: Aged 5 and Older
Maricopa HOME Consortium
2017 Five-Year ACS
Disability Type
Population with
Disability
Percent with
Disability
Hearing disability
77,064
3.7%
Vision disability
44,053
2.1%
Cognitive disability
80,319
4.1%
Ambulatory disability
121,716
6.2%
Self-Care disability
43,308
2.2%
Independent living difficulty
76,075
4.8%
Map NA-10.1 below shows the distribution of persons with disabilities in 2017. The elderly
population with disabilities is shown in Map NA-10.2. Those aged 65 and older are the most likely
to have a disability and are also the most likely to be in need of supportive services.
Pinpointing specific numbers of domestic violence victims is difficult due to the lack of reporting
and other mitigating factors. However, according to the Maricopa County Attorney’s Office, there
are 100 fatalities a year in Arizona due to domestic violence and an estimated 40% of the people in
Arizona have been subject to domestic abuse.2
2 https://www.maricopacountyattorney.org/298/Domestic-Violence
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Map NA-10.1
2017 Persons with Disabilities
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map NA-10.2
2017 Persons with Disabilities Age 65 and Older
Maricopa HOME Consortium
2017 ACS, Tigerline
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What are the most common housing problems?
As seen in Table NA-10.13, the most common housing problems, by far, are housing cost burdens.
There are 226,576 households in the Maricopa HOME Consortium with a cost burden or severe
cost burden, which accounts for 29.4% of the overall population.
Table NA-10.13
Cost Burden and Severe Cost Burden by Tenure
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Data Source
Less Than 30%
31%-50%
Above 50%
Not Computed
Total
Households
% of Total
Households
% of Total
Households
% of Total
Households
% of Total
Owner With a Mortgage
2010 Five-Year ACS
229,716
60.7%
90,390
23.9%
56,560
14.9%
1,796
0.5%
378,462
2017 Five-Year ACS
255,567
71.9%
57,840
16.3%
38,662
10.9%
3,291
0.9%
355,360
Owner Without a Mortgage
2010 Five-Year ACS
106,320
87.3%
8,449
6.9%
5,692
4.7%
1,260
1.0%
121,721
2017 Five-Year ACS
136,450
86.8%
9,703
6.2%
8,179
5.2%
2,836
1.8%
157,168
Renter
2010 Five-Year ACS
93,422
46.7%
49,258
24.6%
45,373
22.7%
12,155
6.1%
200,208
2017 Five-Year ACS
129,213
50.0%
57,917
22.4%
54,275
21.0%
16,910
6.5%
258,315
Total
2010 Five-Year ACS
429,458
61.3%
148,097
21.1%
107,625
15.4%
15,211
2.2%
700,391
2017 Five-Year ACS
521,230
67.6%
125,460
16.3%
101,116
13.1%
23,037
3.0%
770,843
Are any populations/household types more affected than others by these problems?
For homeowner households, an estimated 21.9% face cost burdens or severe cost burdens. Elderly
non-family households experience cost burdens at a much higher rate, at 33.4%. At lower income
levels, large and small families experience cost burdens at a higher rate, at 76.1% and 72.8%,
respectively, for households below 30% HUD Area Median Family Income (HAMFI). These data
are shown in Table NA-10.14.
Renters are more likely to experience cost burdens than owner households, at a rate of 42.1% for
all renter households in the Maricopa HOME Consortium. Elderly non-family households
experience the highest rate of cost burdens overall, for renter households, at 62.9%. As seen with
owner households, lower income large family and small family renter households experience cost
burdens at the highest rate. Small families between 30 and 50% HAMFI experience cost burdens at
a rate of 87.8% and large families in this income range experience cost burdens at a rate of 81.9%.
These data are shown in Table NA-10.15.
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Table NA-10.14
Owner-Occupied Households by Income and Family Status and Cost Burden
Maricopa HOME Consortium
2012–2016 HUD CHAS Data
Income
Elderly
Family
Small
Family
Large
Family
Elderly
Non-Family
Other
Household
Total
Cost Burden
$0 to $21,870
615
645
365
1,835
490
3,950
$21,871 to $36,450
1,365
1,940
915
3,675
860
8,755
$36,451 to $58,320
4,320
5,940
1,995
3,520
2,685
18,460
$58,321 to $72,900
2,305
4,175
715
1,450
2,150
10,795
Above $72,900
4,670
9,695
1,680
1,685
3,960
21,690
Total
13,275
22,395
5,670
12,165
10,145
63,650
Severe Cost Burden
$0 to $21,870
2,575
4,425
1,390
5,295
3,505
17,190
$21,871 to $36,450
2,105
3,320
905
3,760
1,620
11,710
$36,451 to $58,320
2,545
3,265
680
2,020
1,620
10,130
$58,321 to $72,900
675
970
151
385
475
2,656
Above $72,900
920
1,195
240
315
630
3,300
Total
8,820
13,175
3,366
11,775
7,850
44,986
Total
$0 to $21,870
4,775
6,965
2,306
10,330
6,225
30,601
$21,871 to $36,450
7,170
7,255
2,845
14,680
3,540
35,490
$36,451 to $58,320
20,485
17,495
6,170
16,300
7,375
67,825
$58,321 to $72,900
13,415
14,675
4,106
7,635
6,150
45,981
Above $72,900
72,715
153,215
28,905
22,725
39,695
317,255
Total
118,560
199,605
44,332
71,670
62,985
497,152
Table NA-10.15
Renter-Occupied Households by Income and Family Status and Cost Burden
Maricopa HOME Consortium
2012–2016 HUD CHAS Data
Income
Elderly
Family
Small
Family
Large
Family
Elderly
Non-Family
Other
Household
Total
Cost Burden
$0 to $21,870
90
845
590
475
840
2,840
$21,871 to $36,450
620
5,535
1,670
1,640
4,115
13,580
$36,451 to $58,320
1,680
10,155
2,230
2,660
9,195
25,920
$58,321 to $72,900
550
2,800
615
685
2,645
7,295
Above $72,900
675
1,880
620
885
1,425
5,485
Total
3,615
21,215
5,725
6,345
18,220
55,120
Severe Cost Burden
$0 to $21,870
835
9,850
2,795
4,575
11,125
29,180
$21,871 to $36,450
965
5,080
1,285
3,130
5,430
15,890
$36,451 to $58,320
680
1,785
325
1,915
2,000
6,705
$58,321 to $72,900
105
85
0
195
130
515
Above $72,900
270
125
0
365
105
865
Total
2,855
16,925
4,405
10,180
18,790
53,155
Total
$0 to $21,870
1,350
13,265
4,165
6,960
17,525
43,265
$21,871 to $36,450
1,995
12,090
3,610
5,965
10,465
34,125
$36,451 to $58,320
3,440
19,895
5,085
6,160
17,325
51,905
$58,321 to $72,900
1,690
12,100
3,140
1,965
10,240
29,135
Above $72,900
6,255
45,300
9,975
5,205
31,870
98,605
Total
14,730
102,650
25,975
26,255
87,425
257,035
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Describe the characteristics and needs of Low-income individuals and families with
children (especially extremely low-income) who are currently housed but are at imminent
risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also
discuss the needs of formerly homeless families and individuals who are receiving rapid
re-housing assistance and are nearing the termination of that assistance
Households most likely to be at risk of becoming unsheltered are those with extremely low
incomes that are severely cost-burdened. There are 46,370 households in the Maricopa HOME
Consortium that are below 30% HAMFI with severe cost burdens. These 17,190 homeowner
households and 29,180 renter households are the most at-risk of becoming homeless.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
Not applicable.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
According to the National Alliance to End Homelessness, there are various factors that contribute to
an increased risk of homelessness. These housing characteristics include households that are
doubled up, or living with friends or family, persons recently incarcerated, and young adults out of
foster care. Economic factors include households with severe cost burden and households facing
unemployment. As described here and in the following sections, there are a large number of
households facing cost burdens and other housing problems that create instability and increase
their risk of homelessness.
Discussion
The population in the Maricopa HOME Consortium has grown significantly, as Maricopa County
continues to experience unprecedented growth. In fact, Maricopa County has been the fastest
growing county in the United States for the past three years.3 This growth, however, has not
resulted in significant changes in the racial and ethnic makeup of the area. Income disparity is
growing, with households earning more than $100,000 a year growing to account for 30.2% of the
population in 2017. Meanwhile, persons in poverty grew from 8.6% of the population in 2000 to
11.8% of the population in 2017.
A significant proportion of households have housing problems, particularly cost burdens, with
29.4% of households experiencing cost burdens. Renter households are particularly impacted by
cost burdens, at a rate of 43.4%.
3 https://www.azcentral.com/story/news/local/phoenix/2019/04/18/maricopa-county-fastest-growing-us-census-growth/3506291002/
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in
comparison to the needs of that category of need as a whole.
Introduction
The following sections describe the rate of housing problems by race and ethnicity. These data are
used to determine if any racial or ethnic groups face a disproportionate share of housing problems.
A disproportionate share exists if any one racial or ethnic group faces housing problems at a rate of
at least ten (10) percentage points higher than the jurisdiction average.
0%-30% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
51,951
6,143
11,385
White
30,785
3,862
7,438
Black / African American
3,482
313
530
Asian
1,753
262
1,100
American Indian, Alaska Native
1,211
269
297
Pacific Islander
105
4
0
Hispanic
13,834
1,338
1,705
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source:
2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
49,669
16,527
0
White
30,083
12,745
0
Black / African American
3,323
267
0
Asian
1,417
390
0
American Indian, Alaska Native
580
440
0
Pacific Islander
37
24
0
Hispanic
13,509
2,601
0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source:
2011-2015 CHAS
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*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
63,684
47,880
0
White
43,069
35,649
0
Black / African American
3,448
1,320
0
Asian
1,748
1,193
0
American Indian, Alaska Native
814
602
0
Pacific Islander
77
24
0
Hispanic
13,678
8,623
0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source:
2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
25,844
47,137
0
White
17,834
32,784
0
Black / African American
1,533
2,303
0
Asian
887
1,393
0
American Indian, Alaska Native
124
718
0
Pacific Islander
78
75
0
Hispanic
4,984
9,135
0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Data Source:
2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
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Discussion
As discussed in Section NA-30, Black/African American, Pacific Islander, and Hispanic households
face housing problems at a disproportionate rate.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in
comparison to the needs of that category of need as a whole.
Introduction
The following sections describe the rate of severe housing problems by race and ethnicity. These
data are used to determine if any racial or ethnic groups face a disproportionate share of severe
housing problems. Severe housing problems include overcrowding defined as having more than
1.5 people per room, lacking complete kitchen or plumbing facilities, and housing costs that
exceed 50 percent of the household income.
0%-30% of Area Median Income
Severe Housing
Problems*
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the
other housing
problems
Jurisdiction as a
whole
47,000
11,130
11,385
White
27,335
7,285
7,438
Black / African
American
3,262
529
530
Asian
1,568
452
1,100
American Indian,
Alaska Native
1,165
314
297
Pacific Islander
55
54
0
Hispanic
12,893
2,258
1,705
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source:
2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
30,834
35,390
0
White
19,323
23,482
0
Black / African American
2,095
1,495
0
Asian
992
817
0
American Indian, Alaska Native
356
670
0
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Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Pacific Islander
33
28
0
Hispanic
7,599
8,491
0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source:
2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
22,554
89,012
0
White
15,209
63,482
0
Black / African American
776
3,982
0
Asian
782
2,138
0
American Indian, Alaska Native
246
1,162
0
Pacific Islander
18
83
0
Hispanic
5,238
17,048
0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source:
2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems*
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole
6,650
66,317
0
White
3,876
46,739
0
Black / African American
419
3,407
0
Asian
154
2,137
0
American Indian, Alaska Native
44
798
0
Pacific Islander
20
139
0
Hispanic
2,033
12,086
0
Table 20 – Severe Housing Problems 80 - 100% AMI
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Data Source:
2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
Discussion
Racial and ethnic groups identified as having a disproportionate share of housing problems also
tend to have a disproportionate share of severe housing problems. This is discussed further is
Section NA-30.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in
comparison to the needs of that category of need as a whole.
Introduction
The following section provides the number of households by race and ethnicity experiencing cost
burdens and severe cost burdens.
Housing Cost Burden
Housing Cost Burden
<=30%
30-50%
>50%
No / negative
income (not
computed)
Jurisdiction as a whole
500,196
119,884
97,637
12,097
White
380,861
83,144
65,960
7,702
Black / African American
16,377
6,550
5,788
565
Asian
20,048
3,562
3,099
1,155
American Indian, Alaska Native
5,702
1,171
1,378
303
Pacific Islander
581
190
89
0
Hispanic
69,937
23,553
19,869
2,063
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source:
2011-2015 CHAS
Discussion
As seen in Section NA-30, Black/African American, Pacific Islander, and Hispanic households face
cost burdens at a disproportionate rate. Cost burdens are the most common housing problems, by
far, within the Maricopa HOME Consortium.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
The overall rate of housing problems is 30.1% in the HOME Consortium. A disproportionate share
of housing problems exists if any one racial or ethnic group experiences housing problems at a rate
at least ten (10) percentage points higher than the average. In this case, at a rate of at least 40.1%,
Black/African American, Pacific Islander, and Hispanic households face housing problems at a
disproportionate rate. Black/African American households face housing problems at a rate of
44.1%. Pacific Islander households face housing problems at a rate of 41.1%. Hispanic
households face housing problems at a rate of 42.4%.
If they have needs not identified above, what are those needs?
None identified.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in
your community?
There are several areas in the Maricopa HOME Consortium where Black/African American and
Hispanic households are concentrated. This discussion and maps area shown in MA-50 Needs and
Market Analysis Discussion.
Table NA-30.1
Total Households with Housing Problems by Income and Race
Maricopa HOME Consortium
2012–2016 HUD CHAS Data
Income
Non-Hispanic by Race
Hispanic
(Any
Race)
Total
White
Black/
African
American
Asian
American
Indian/
Alaska
Native
Pacific
Islander
Other
Race
With Housing Problems
$0 to $21,870
32,565
3,515
1,990
1,145
156
1,085
14,005
54,461
$21,871 to $36,450
31,465
3,475
1,620
660
47
925
13,075
51,267
$36,451 to $58,320
43,380
4,030
1,720
1,020
120
915
14,120
65,305
$58,321 to $72,900
17,195
1,230
845
71
55
230
4,355
23,981
Above $72,900
29,765
1,375
1,430
335
16
480
4,360
37,761
Total
154,370
13,625
7,605
3,231
394
3,635
49,915
232,775
Total
$0 to $21,870
45,885
4,425
3,411
1,707
164
1,456
16,850
73,898
$21,871 to $36,450
45,535
3,930
2,010
1,130
72
1,035
15,915
69,627
$36,451 to $58,320
83,440
5,715
3,050
1,775
150
1,515
24,135
119,780
$58,321 to $72,900
53,150
3,785
2,350
906
135
1,055
13,750
75,131
Above $72,900
328,275
13,035
17,920
3,115
436
5,895
47,195
415,871
Total
556,285
30,890
28,741
8,633
957
10,956
117,845
754,307
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NA-35 Public Housing – 91.205(b)
Introduction
This segment of the plan discusses the volume and type of assisted housing contained within the
Maricopa HOME Consortium jurisdiction. Assisted housing is generally considered to be
comprised of Housing Choice Vouchers (HCV)/Section 8 rental support and public housing. These
programs are generally, but not always exclusively, administered by the Housing Authorities
(PHAs). Within the Maricopa HOME Consortium, the cities of Chandler, Glendale, Scottsdale,
Tempe, and the Housing Authority of Maricopa County (HAMC) all administer HCV rental support
while Chandler and Glendale operate public housing programs.
The geographic distribution of these public housing units and Housing Choice Vouchers are shown
in Maps NA-35.1 and NA-35.2.
Totals in Use
Program Type
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units
vouchers
in use
0
0
1,129
5,366
0
5,354
6
0
1
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source:
PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project
-based
Tenant
-based
Special Purpose
Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# Homeless at
admission
0
0
0
6
0
2
4
0
# of Elderly
Program
Participants (>62)
0
0
155
1,027
0
1,026
1
0
# of Disabled
Families
0
0
214
1,743
0
1,735
5
0
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Program Type
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project
-based
Tenant
-based
Special Purpose
Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of Families
requesting
accessibility
features
0
0
1,129
5,366
0
5,354
6
0
# of HIV/AIDS
program
participants
0
0
0
0
0
0
0
0
# of DV victims
0
0
0
0
0
0
0
0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source:
PIC (PIH Information Center)
Race of Residents
Program Type
Race
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White
0
0
825
3,289
0
3,283
3
0
0
Black/African
American
0
0
258
1,887
0
1,881
3
0
1
Asian
0
0
13
72
0
72
0
0
0
American
Indian/Alaska
Native
0
0
27
107
0
107
0
0
0
Pacific
Islander
0
0
6
11
0
11
0
0
0
Other
0
0
0
0
0
0
0
0
0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
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Data Source:
PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity
Certificate
Mod-
Rehab
Public
Housi
ng
Vouchers
Total
Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic
0
0
647
1,242
0
1,241
1
0
0
Not
Hispanic
0
0
482
4,124
0
4,113
5
0
1
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source:
PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and
applicants on the waiting list for accessible units:
Access to affordable housing options continues to be a challenge for those applicants on the
waiting list and those trying to access publicly assisted housing. The length of time for each waiting
list varies, however, many applicants wait years to access housing options in the HOME
Consortium.
Most immediate needs of residents of Public Housing and Housing Choice Voucher
holders
The most immediate needs of public housing and housing choice voucher holders is accessing
affordable housing and, in some cases, preventing homelessness. These needs are complicated by
the availability of accessing units that will accept vouchers, and the amount of need in the area.
Governed by municipal housing authority public housing agency plans, assisted housing (public
housing and HCV) are sometimes oriented to certain targeted populations per the programs such
agencies administer and the preferences contained within their adopted one- and five- year Public
Housing Agency Plans that are made part of this Consolidated Plan by reference.
A suitable living environment for residents is connected to the ability of providers to provide access
to essential services. Maricopa HOME Consortium members provide residents access to services
associated with self-sufficiency and economic independence. Members also provide residents
Family Self-Sufficiency Program (FSS) programs. Affordability is a continuing need for voucher and
public housing residents. It tends to be most pronounced among the extremely low income,
elderly, and disabled clients in light of rising costs.
How do these needs compare to the housing needs of the population at large
These needs are seen in a much higher rate and are more urgent than the population at large. The
low-income levels of households utilizing publicly supported housing dramatically increases the
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likelihood of housing problems and risk of homelessness. In addition, the rate of disabilities among
those in public housing is higher than the general population, requiring additional accommodations
in housing units. While supportive housing services are important to most affordable housing and
special needs clients, those at the lowest income in assisted housing require the most intensive aid.
Discussion
Please refer to Maricopa HOME Consortium FY2020-25 Consolidated Plan Member Discussion
attachment in the Appendix section for additional discussion provided by Consortium members.
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Map NA-35.1
Public Housing Units
Maricopa HOME Consortium
HUD, 2017 ACS
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Map NA-35.2
Housing Choice Vouchers
Maricopa HOME Consortium
HUD, 2017 ACS
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
The Maricopa Regional Continuum of Care (CoC) operates in Maricopa County. This CoC is a
collaborative of service providers. The Point-in-Time (PIT) count for people experiencing
homelessness within the Maricopa Regional CoC has increased from 5,918 in 2014 to 7,419 in
2020. However, there are limitations to the PIT, especially when capturing unsheltered
populations. Service providers have indicated that they are noticing a growth in the homeless
population Countywide. This section describes the homeless population in the Maricopa Regional
CoC, which includes the cities of Phoenix and Mesa.
Table NA-40.1
Homeless Persons
Maricopa County
Point-in-Time Counts
2014
2015
2016
2017
2018
2019
2020
Total Homeless Count
5,918
5,631
5,702
5,605
6,298
6,614
7,419
Homeless Population based on Maricopa Regional CoC Point in Time Count
Population
Estimate the # of
persons experiencing
homelessness on a given
night
Estimate the
#
experiencing
homelessness
each year*
Estimate
the #
becoming
homeless
each year*
Estimate the
# exiting
homelessness
each year*
Estimate the #
of days
persons
experience
homelessness*
Sheltered
Unsheltered
Persons in
Households with
Adult(s) and
Child(ren)
1,663
3
Persons in
Households with
Only Children
24
1
Persons in
Households with
Only Adults
1,739
3,184
Chronically
Homeless
Individuals
350
556
Chronically
Homeless Families
56
0
Veterans
334
141
Unaccompanied
Child
24
1
Persons with HIV
94
23
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*The data in the table above is auto-populated from the HUD eCon Planning suite, and does not align
with population totals for the entire HOME Consortium.
Nature and Extent of Homelessness: (Optional)
Homeless Population by Race for Maricopa Regional CoC
Race:
Sheltered:
Unsheltered (optional)
White
1,657
2,269
Black or African American
1,103
560
Asian
26
13
American Indian or Alaska
Native
218
277
Pacific Islander
22
21
Ethnicity:
Sheltered:
Unsheltered (optional)
Hispanic
891
610
Not Hispanic
2,535
2.578
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
In the 2019 Count, 483 homeless families were counted. This is a 43% decrease since 2014. A
vast majority of homeless families were sheltered in the County, accounting for all but one
household counted in 2019. Looking back at Table NA-10.15 and NA-10.16, some 70.6% of small
family households below 30% HAMFI have severe housing cost burdens. Some 64.7% of large
families below 30% HAMFI have severe cost burdens. These family households are most likely to
be in need of housing assistance and are at the most likely to be at risk of homelessness.
Veterans that are experiencing homelessness continue to be a priority for the Maricopa Regional
Continuum of Care. After a slight decrease in 2018, the number of veterans experiencing
homelessness in Maricopa County increased to 475 according to the 2019 Point in Time (PIT)
count. It is important to note that Veteran status during the Point in Time Count is self-reported and
Veteran status is not verified during the count.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
According to the 2019 PIT Count for the Maricopa Regional CoC, about 59% of those counted
were considered to be White, 25% were Black or African American, 7% were American Indian or
Alaska Native, 1% were Asian, 1% were Native Hawaiian or Pacific Islander, and 7% were
multiple races.4 In terms of ethnicity, 77% were not Hispanic or Latino and 23% were Hispanic or
Latino.
4 https://www.azmag.gov/Portals/0/Documents/MagContent/2019-07-31_PIT-Report.pdf?ver=2019-08-05-135935-200
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During the 2019 PIT, some 74% of White persons experiencing homelessness were unsheltered,
while 48% were sheltered. For Black or African American persons experiencing homelessness,
some 18% were unsheltered, and 32% were sheltered.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Between the 2018 and 2019 PIT, the total homeless population counted increased by 5%. The
unsheltered count increased by 22%, and the sheltered count decreased by 7%. Throughout the
County, the highest number of unsheltered persons were counted in Phoenix. Outside of this, the
highest number of unsheltered homeless persons were counted in Tempe at 373 persons, Glendale
at 194 unsheltered persons, Peoria at 78 persons, and Scottsdale at 76 persons.
Discussion:
The homeless population in the Maricopa HOME Consortium, as with the whole of Maricopa
County, is increasing. As the population increases, the need for housing and service options also
increases. In addition, the number of households in the area who are at risk of homelessness
continues to be a high priority to keep the number of homeless households from increasing in the
County.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
The following section describes the non-homeless special needs populations in the Maricopa HOME
Consortium. These non-homeless special needs populations include the elderly, persons with
disabilities, persons with drug and alcohol addictions, victims of domestic violence, and persons with
HIV/AIDS.
Describe the characteristics of special needs populations in your community:
Elderly and Frail Elderly
Table NA-45.1, presents the population of Maricopa HOME Consortium by age and gender from
the 2010 Census and 2017 current census estimates. Persons age 65 and older are growing at a
faster rate than any other age cohort in the area, at a rate of 28.0%. This is compared to the overall
growth rate between 2010 and 2017 of 15.6%. Frail elderly persons means an elderly person who
is unable to perform at least three activities of daily living. Activities of daily living (ADL) means
eating, dressing, bathing, grooming, and household management activities.
Table NA-45.1
Population by Age and Gender
Maricopa HOME Consortium
2010 Census and Current Census Estimates
Age
2010 Census
2018 Current Census Estimates
% Change
10-18
Male
Female
Total
Male
Female
Total
Under 14 years
429,962
412,745
842,707
445,917
427,770
873,687
3.7%
15 to 24 years
280,083
263,688
543,771
301,274
286,063
587,337
8.0%
25 to 44 years
273,147
267,979
541,126
328,017
315,797
643,814
19.0%
45 to 54 years
263,493
261,105
524,598
287,120
287,168
574,288
9.5%
55 to 64 years
248,168
255,797
503,965
272,878
279,571
552,449
9.6%
65 and Over
188,576
209,733
398,309
244,911
265,053
509,964
28.0%
Total
1,888,465
1,928,652
3,817,117
2,181,718
2,229,106
4,410,824
15.6%
% of Total
49.5%
50.5%
.
49.5%
50.5%
.
People with Disabilities
Disability by age, as estimated by the 2017 ACS, is shown in Table NA-45.2. The disability rate for
females was 11.3%, compared to 11.3% for males. The disability rate grew precipitously higher
with age, with 46.5% of those over age 75 experiencing a disability.
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Table NA-45.2
Disability by Age
Maricopa HOME Consortium
2017 Five-Year ACS Data
Age
Male
Female
Total
Disabled
Population
Disability
Rate
Disabled
Population
Disability
Rate
Disabled
Population
Disability
Rate
Under 5
500
0.8%
368
0.6%
868
0.7%
5 to 17
9,615
5.2%
5,696
3.2%
15,311
4.2%
18 to 34
14,007
6.0%
9,902
4.4%
23,909
5.2%
35 to 64
39,027
10.3%
43,122
10.7%
82,149
10.5%
65 to 74
22,184
23.6%
22,390
20.5%
44,574
21.9%
75 or Older
29,928
45.8%
38,411
47.1%
68,339
46.5%
Total
115,261
11.3%
119,889
11.3%
235,150
11.3%
The number of disabilities by type, as estimated by the 2017 ACS, is shown in Table NA-45.3.
Approximately 6.2% have an ambulatory disability, 4.8% have an independent living disability,
and 2.2% have a self-care disability.
Table NA-45.3
Total Disabilities Tallied: Aged 5 and Older
Maricopa HOME Consortium
2017 Five-Year ACS
Disability Type
Population with
Disability
Percent with
Disability
Hearing disability
77,064
3.7%
Vision disability
44,053
2.1%
Cognitive disability
80,319
4.1%
Ambulatory disability
121,716
6.2%
Self-Care disability
43,308
2.2%
Independent living difficulty
76,075
4.8%
People with Alcohol and Drug Addictions
The Maricopa County Public Health Department provides data on the number of overdose deaths
countywide. From September 2018 to August 2019, there were 1,328 drug-related overdose
deaths in Maricopa County. The majority of the deaths involved opioids, methamphetamines, or
alcohol.5 Opioids (including prescription opioids and heroin) killed 898 people between
September 2018 to August 2019, and over 75% of all opioid overdose deaths involved prescription
opioids and fentanyl. Overall, 35 to 44-year-olds had more drug overdose deaths than other age
groups. In 2019, drug overdose deaths were seen predominantly in males (73% male; 27%
female). And drug overdose deaths were much higher (61%) in non-Hispanic white population than
other race/ethnic groups.
Victims of Domestic Violence
Pinpointing specific numbers of domestic violence victims is difficult due to the lack of reporting
and other mitigating factors. However, according to the Maricopa County Attorney’s Office, there
are 100 fatalities a year in Arizona due to domestic violence and an estimated 40% of the people in
Arizona have been subject to domestic abuse.6
5 https://www.maricopa.gov/5079/Overdose-Deaths
6 https://www.maricopacountyattorney.org/298/Domestic-Violence
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What are the housing and supportive service needs of these populations and how are
these needs determined?
The 2019 Housing and Community Development Survey found that veterans had the highest rated
needs, followed by persons with severe mental illness, seniors, and the victims of domestic
violence. These results are shown in Table NA-45.4, below.
Table NA-45.4
Needs of Special Populations
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for SERVICES AND FACILITIES for each of the following special needs populations:
Veterans
28
29
120
193
36
308
714
Persons with severe mental illness
44
54
87
161
59
309
714
Seniors (65+)
45
63
99
161
40
306
714
Victims of domestic violence
36
48
111
155
59
305
714
Persons with substance abuse
addictions
52
50
97
154
52
309
714
Homeless persons
70
65
71
150
50
308
714
Persons with developmental
disabilities
40
53
130
126
57
308
714
Persons with physical disabilities
41
52
137
119
57
308
714
Persons recently released from
jail/prison
67
57
65
97
94
334
714
Persons with HIV/AIDS
70
80
65
46
141
312
714
Discuss the size and characteristics of the population with HIV/AIDS and their families
within the Eligible Metropolitan Statistical Area:
According to the State of Arizona’s 2018 HIV Surveillance Report, there were 526 incidents of
HIV/AIDS cases in Maricopa County in 2017, at a rate of 12.2 per 100,000.7 This accounted for
73.1% of new HIV/AIDS cases in the State, and 68.8% of existing HIV/AIDS cases. Persons aged
25 to 29 are most likely to have received an HIV diagnosis, at a rate of 32.3. Males are also more
likely to receive an HIV diagnosis, at a rate of 17.7 verses 2.5 for females.
Discussion:
The special needs populations in the Maricopa HOME Consortium include the elderly and frail
elderly, which are growing at the fastest rate of any age group in the area. It also includes persons
with disabilities, which account for 11.3% of the population and 46.5% of those aged 75 and
older. In addition, there are other special needs population, such as veterans, persons with alcohol
and drug abuse disorders, victims of domestic violence, and persons with HIV/AIDS that are in
need of services in the Area.
7 https://www.azdhs.gov/documents/preparedness/epidemiology-disease-control/disease-integrated-services/hiv-
epidemiology/reports/2018/annual-report.pdf
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
The 2019 Housing and Community Development Needs survey found that the highest rated needs
were for community centers, youth centers, and park and recreational centers. This was followed
by homeless shelters and childcare facilities.
Table NA-50.1
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following COMMUNITY and PUBLIC FACILITIES activities in your community:
Community Centers
48
91
117
147
28
283
714
Youth Centers
50
75
126
144
36
283
714
Parks and recreational centers
48
99
126
133
19
289
714
Homeless shelters
107
72
64
131
59
281
714
Childcare facilities
52
91
92
129
60
290
714
Senior center
56
86
120
124
41
287
714
Facilities for abused/neglected children
46
67
107
115
90
289
714
Healthcare facilities
66
109
116
103
32
288
714
Residential treatment centers
78
99
97
76
75
289
714
Fire Stations/equipment
65
104
118
71
67
289
714
Public buildings with improved accessibility
75
112
82
69
83
293
714
Facilities for persons living with AIDS
100
85
45
26
171
287
714
How were these needs determined?
These needs were determined using the 2019 Housing and Community Development needs survey
and public participation sessions.
Describe the jurisdiction’s need for Public Improvements:
The highest rated needs, according to the HCD survey, were tree planting, followed by bicycle and
walking paths, street and road improvements, and drinking water quality improvements.
Table NA-50.2
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No Need
Low
Need
Medium
Need
High
Need
Don’t
Know
Missing
Total
Pease rate the need for the following INFRASTRUCTURE activities in your community:
Tree Planting
47
78
126
148
25
290
714
Bicycle and walking paths
56
100
116
126
27
289
714
Street and Road improvements
31
106
166
112
12
287
714
Drinking Water quality improvements
52
96
121
112
43
290
714
Flood drainage improvements
55
117
109
82
58
293
714
Sidewalk improvements
44
149
139
81
12
289
714
Drinking Water system capacity improvements
45
111
106
80
79
293
714
Storm sewer system improvements
59
116
109
70
70
290
714
Sewer system improvements
61
118
93
66
83
293
714
Solid waste facility improvements
66
115
100
53
89
291
714
Bridge improvements
98
127
61
43
93
292
714
Other
35
5
8
12
57
597
714
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How were these needs determined?
These needs were determined using the 2019 Housing and Community Development needs survey
and public participation sessions.
Describe the jurisdiction’s need for Public Services:
The highest rated needs included transportation services, mental health/chemical dependency
services, substance abuse services, and services for victims of domestic violence. This was followed
by youth services, senior services, and homelessness services.
Table NA-50.3
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No
Need
Low
Need
Medium
Need
High
Need
Don’t Know
Missing
Total
Pease rate the need for the following HUMAN and PUBLIC SERVICES activities in your community:
Transportation services
44
63
101
196
27
283
714
Mental health/chemical dependency services
35
40
119
194
41
285
714
Substance abuse services
43
42
118
172
50
289
714
Services for victims of domestic violence
36
49
122
170
51
286
714
Youth services
40
58
136
162
33
285
714
Senior services
44
63
128
158
37
284
714
Homelessness services
77
79
89
140
45
284
714
Employment services
49
71
124
136
47
287
714
Food banks
62
65
132
126
40
289
714
Crime awareness education
38
94
131
120
42
289
714
Childcare services
57
82
115
115
60
285
714
Healthcare services
54
96
133
111
35
285
714
Fair Housing activities
91
64
86
109
76
288
714
Home-buyer education
51
75
131
105
66
286
714
Tenant/Landlord counseling
78
79
97
76
97
287
714
Mitigation of lead-based paint hazards
92
121
53
35
126
287
714
Mitigation of asbestos hazards
84
129
50
35
129
287
714
Mitigation of radon hazards
88
121
48
33
135
289
714
Other
36
3
3
16
60
596
714
How were these needs determined?
These needs were determined using the 2019 Housing and Community Development needs survey
and public participation meetings.
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HOUSING MARKET ANALYSIS
MA-05 Overview
Housing Market Analysis Overview:
Between 2010 and 2017, the number of housing units in the Maricopa HOME Consortium
increased by 9.4%. However, while the housing market has seen a reduction in housing
production since the recent recession, production has begun to increase in the last couple years.
Meanwhile, housing costs have continued to rise. The proportion of vacant units has remained
steady since 2010.
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
Table MA-10.1 shows housing units by type in 2010 and 2017. In 2010, there were 808,960
housing units, compared with 884,838 in 2017. Single-family units accounted for 75.6% of units
in 2017, compared to 75.6 in 2010. Apartment units accounted for 16.3% in 2017, compared to
15.6% in 2010.
All residential properties by number of units
Property Type
Number
%
1-unit detached structure
587,513
69%
1-unit, attached structure
52,554
6%
2-4 units
30,544
4%
5-19 units
83,055
10%
20 or more units
55,123
7%
Mobile Home, boat, RV, van, etc.
38,939
5%
Total
847,728
100%
Table 26 – Residential Properties by Unit Number
Data Source:
2011-2015 ACS
Table MA-10.1
Housing Units by Type
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Unit Type
2010 Five-Year ACS
2017 Five-Year ACS
Units
% of Total
Units
% of Total
Single-Family
611,853
75.6%
668,774
75.6%
Duplex
6,657
0.8%
5,953
0.7%
Tri- or Four-Plex
24,594
3.0%
25,286
2.9%
Apartment
126,110
15.6%
144,502
16.3%
Mobile Home
38,297
4.7%
39,036
4.4%
Boat, RV, Van, Etc.
1,449
0.2%
1,287
0.1%
Total
808,960
100.0%
884,838
100.0%
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Table MA-10.2 shows housing units by tenure from 2010 to 2017. By 2017, there were 884,838
housing units. An estimated 66.5% were owner-occupied, and 12.9% were vacant.
Table MA-10.2
Housing Units by Tenure
Maricopa HOME Consortium
2010 Census & 2017 Five-Year ACS Data
Tenure
2010 Census
2017 Five-Year ACS
Units
% of Total
Units
% of Total
Occupied Housing Units
731,403
86.3%
770,843
87.1%
Owner-Occupied
509,019
69.6%
512,528
66.5%
Renter-Occupied
222,384
30.4%
258,315
33.5%
Vacant Housing Units
116,554
13.7%
113,995
12.9%
Total Housing Units
847,957
100.0%
884,838
100.0%
The distribution of unit types by race are shown in Table MA-10.3. An estimated 78.7% of White
households occupy single-family homes, while 58.8% of Black/African American households do.
Some 14.0% of White households occupied apartments, while 32.7% of Black/African American
households do. An estimated 73.4% of Asian, and 66.1% of American Indian/Alaska Native
households occupy single-family homes.
Table MA-10.3
Distribution of Units in Structure by Race
Maricopa HOME Consortium
2017 Five-Year ACS Data
Unit Type
White
Black/
African
American
American
Indian/Alask
a Native
Asian
Native
Hawaiian/Pacifi
c Islanders
Other
Two or
More Races
Single-Family
78.7%
58.8%
66.1%
73.4%
67.0%
68.2%
71.3%
Duplex
0.6%
1.3%
1.6%
0.6%
0.3%
0.7%
1.3%
Tri- or Four-
Plex
2.5%
5.6%
3.4%
3.8%
2.2%
4.3%
3.4%
Apartment
14.0%
32.7%
24.0%
21.3%
24.5%
21.5%
20.9%
Mobile Home
4.0%
1.6%
4.8%
0.9%
6.0%
5.2%
2.6%
Boat, RV, Van,
Etc.
0.2%
0.0%
0.2%
0.0%
0.0%
0.0%
0.5%
Total
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Table MA-10.4 shows household distribution by year the home was built for the 2010 and 2017 5-
year ACS data. Housing units built between 2000 and 2009 accounted for 29.4% of households in
2010 and 30.7% of households in 2017. Housing units built in 1939 or earlier represented 0.4%
of households in 2017 and 0.4% of households in 2010.
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Table MA-10.4
Households by Year Home Built
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Year Built
2010 Five-Year ACS
2017 Five-Year ACS
Households
% of Total
Households
% of Total
1939 or Earlier
2,718
0.4%
3,152
0.4%
1940 to 1949
4,517
0.6%
4,185
0.5%
1950 to 1959
21,265
3.0%
20,502
2.7%
1960 to 1969
42,299
6.0%
43,489
5.6%
1970 to 1979
109,055
15.6%
111,653
14.5%
1980 to 1989
129,539
18.5%
127,500
16.5%
1990 to 1999
185,158
26.4%
186,079
24.1%
2000 to 2009
205,840
29.4%
236,593
30.7%
2010 or Later
.
.
37,690
4.9%
Total
700,391
100.0%
770,843
100.0%
Unit Size by Tenure
Owners
Renters
Number
%
Number
%
No bedroom
1,066
0%
10,765
4%
1 bedroom
9,270
2%
47,420
19%
2 bedrooms
100,310
21%
84,026
34%
3 or more bedrooms
369,241
77%
107,727
43%
Total
479,887
100%
249,938
100%
Table 27 – Unit Size by Tenure
Data Source:
2011-2015 ACS
Describe the number and targeting (income level/type of family served) of units assisted
with federal, state, and local programs.
Programs will target households that have housing problems in the Maricopa HOME Consortium.
This includes over 239,210 households in the Area, some 115,300 of which are owner households,
and 123,910 of which are renter households.
Provide an assessment of units expected to be lost from the affordable housing inventory
for any reason, such as expiration of Section 8 contracts.
Map MA-10.1, shows the number of Section 8 contracts that are set to expire. In the range of this
Consolidated Plan, there are five expected to expire before 2030. Additional contracts are set to
expire in the following decade. When Section 8 publicly supported housing units have fulfilled
their contracts with the period of affordability, neither HUD nor the project owner has any
contractual obligation to renew the agreement or to enter into a new contract to extend the public
assistance to these units. These units are, therefore, at risk of no longer being affordable housing
units.
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Does the availability of housing units meet the needs of the population?
As seen in the Needs Assessment section, as well as information gathered from public input,
current housing does not meet the needs of the population. This is seen most markedly in the rate
of cost burdens in the Area. In 2017, an estimated 29.4% of the population was cost burdened.
Renter households are more likely to be impacted by cost burdens, at 43.4%, and are therefore
most likely to not have housing units that meet their needs.
Table MA-10.5
Housing Problems by Income and Tenure
Maricopa HOME Consortium
2012–2016 HUD CHAS Data
Housing Problem
$0 to
$21,870
$21,871 to
$36,450
$36,451 to
$58,320
$58,321 to
$72,900
Above
$72,900
Total
Owner-Occupied
Lacking complete plumbing or kitchen facilities
315
195
285
130
785
1,710
Severely Overcrowded with > 1.51 people per
room (and complete kitchen and plumbing)
265
290
455
225
445
1,680
Overcrowded - With 1.01-1.5 people per room
(and none of the above problems)
695
720
1,100
760
2,115
5,390
Housing cost burden greater that 50% of income
(and none of the above problems)
16,470
11,485
10,020
2,625
3,295
43,895
Housing cost burden greater than 30% of income
(and none of the above problems)
3,700
8,360
18,130
10,800
21,635
62,625
Zero/negative income (and none of the above
problems)
5,755
0
0
0
0
5,755
Has none of the 4 housing problems
3,420
14,460
37,850
31,435
288,980
376,145
Total
30,620
35,510
67,840
45,975
317,255
497,200
Renter-Occupied
Lacking complete plumbing or kitchen facilities
940
655
875
300
480
3,250
Severely Overcrowded with > 1.51 people per
room (and complete kitchen and plumbing)
1,750
955
1,355
520
820
5,400
Overcrowded - With 1.01-1.5 people per room
(and none of the above problems)
2,545
1,920
2,065
945
2,040
9,515
Housing cost burden greater that 50% of income
(and none of the above problems)
25,740
14,895
6,475
490
725
48,325
Housing cost burden greater than 30% of income
(and none of the above problems)
2,055
11,795
24,535
7,175
5,420
50,980
Zero/negative income (and none of the above
problems)
6,440
0
0
0
0
6,440
Has none of the 4 housing problems
3,820
3,895
16,605
19,725
89,125
133,170
Total
43,290
34,115
51,910
29,155
98,610
257,080
Total
Lacking complete plumbing or kitchen facilities
1,255
850
1,160
430
1,265
4,960
Severely Overcrowded with > 1.51 people per
room (and complete kitchen and plumbing)
2,015
1,245
1,810
745
1,265
7,080
Overcrowded - With 1.01-1.5 people per room
(and none of the above problems)
3,240
2,640
3,165
1,705
4,155
14,905
Housing cost burden greater that 50% of income
(and none of the above problems)
42,210
26,380
16,495
3,115
4,020
92,220
Housing cost burden greater than 30% of income
(and none of the above problems)
5,755
20,155
42,665
17,975
27,055
113,605
Zero/negative income (and none of the above
problems)
12,195
0
0
0
0
12,195
Has none of the 4 housing problems
7,240
18,355
54,455
51,160
378,105
509,315
Total
73,910
69,625
119,750
75,130
415,865
754,280
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Map MA-10.1
Expiring Section 8 Contracts
Maricopa HOME Consortium
2018 HUD, Tigerline
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Describe the need for specific types of housing:
Table MA-10.6 shows the results of the Housing and Community Development Survey as it rated
various housing needs. The top rated needs for housing energy efficient improvements,
heating/cooling HVAC replacement or repairs, first-time homebuyer assistance, supportive housing
for people who are homeless or disabled, rental housing for very low-income households, and
construction of new affordable rental housing.
In addition, the Needs Assessment and Market Analysis suggests the development of new housing,
for both renters and homeowners is needed to meet the demand of a growing population.
Discussion
The current housing stock may not be meeting the needs of the population in the Maricopa HOME
Consortium, especially those in lower income levels. The rate and type of market housing
production, as described in the following section, may not be meeting the needs of the growing
population.
Table MA-10.6
Providing Decent and Affordable Housing
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following HOUSING activities in your community:
Energy efficient improvements
34
46
135
224
37
238
714
Heating/cooling HVAC replacement or repairs
40
54
128
200
53
239
714
First-time homebuyer assistance
66
50
135
181
50
232
714
Supportive housing for people who are homeless
or disabled
91
77
94
174
40
238
714
Rental housing for very low-income households
124
74
58
174
43
241
714
Construction of new affordable rental housing
134
60
79
173
36
232
714
Retrofitting existing housing to meet seniors’
needs
68
78
106
158
68
236
714
Senior-friendly housing
84
70
123
157
44
236
714
Rental assistance
107
59
97
153
59
239
714
Construction of new affordable for sale housing
106
78
107
152
39
232
714
Homeowner housing rehabilitation
90
71
110
129
71
243
714
ADA (Americans with Disabilities Act)
improvements
58
68
122
127
96
243
714
Preservation of federal subsidized housing
134
62
56
127
95
240
714
Homeownership for racial and ethnic minority
populations
130
59
89
118
81
237
714
Transit-oriented housing
140
65
67
116
85
241
714
Rental housing rehabilitation
112
79
95
97
91
240
714
Mixed Income housing
122
74
82
95
96
245
714
Mixed Use housing
134
82
82
65
111
240
714
Housing demolition
146
138
50
37
99
244
714
Other
66
7
8
25
85
523
714
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Housing Production
The Census Bureau reports building permit authorizations and “per unit” valuation of building
permits by county annually. Single-family construction usually represents most residential
development in the county. Single-family building permit authorizations in Maricopa HOME
Consortium increased from 11,813 authorizations in 2017 to 12,679 authorizations in 2018.
The real value of single-family building permits increased from $270,406 in 2017 to $289,795 in
2018. This compares to an increase in permit value statewide, with values rising from $259,218 in
2017 to $259,708 in 2018.
The concentration of homeowner households are shown in Map MA-15.1. The highest rates of
homeownership were seen in the more rural parts of the County, with some areas exceeding 89.2%
homeownership rates. In the more urban parts of the County, homeownership rates were lower
than 69.7%. Renter concentrations were, conversely, higher in more urban areas of the County,
primarily in areas adjacent to the Cities of Phoenix and Mesa. This is shown in Map MA-15.2.
Median home values and median contract rents were both highest in the central and northern
portions of the study area. The median home value exceeded $318,400 in much of the northern
and eastern parts of the County, and in the more urban areas. They were lowest, below $121,500,
in the southern and western parts of the County. A similar pattern was true for median contract
rents. The highest rents exceeded $1,191. The lowest rents were below $702.
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Table MA-15.1
Building Permits and Valuation
Maricopa HOME Consortium
Census Bureau Data, 1980–2018
Year
Authorized Construction in Permit Issuing Areas
Per Unit Valuation,
(Real 2017$)
Single-
Family
Duplex
Units
Tri- and
Four-Plex
Multi-Family
Units
Total
Units
Single-Family
Units
Multi-Family
Units
1980
6,653
112
520
2,732
10,017
112,220
53,262
1981
6,282
90
512
1,717
8,601
114,800
43,787
1982
6,618
64
531
2,395
9,608
92,727
60,090
1983
12,542
148
567
8,167
21,424
111,151
54,352
1984
12,471
134
837
12,971
26,413
135,141
59,861
1985
13,884
290
429
9,343
23,946
138,863
65,716
1986
14,511
196
388
7,281
22,376
148,327
60,509
1987
11,202
54
144
4,184
15,584
182,423
104,389
1988
8,757
50
139
3,573
12,519
191,096
108,756
1989
7,153
4
40
902
8,099
187,059
91,826
1990
6,547
6
32
1,071
7,656
188,544
79,289
1991
8,649
6
56
330
9,041
193,555
128,255
1992
11,718
22
174
1,113
13,027
185,817
98,784
1993
14,244
72
163
1,208
15,687
175,495
92,787
1994
18,238
150
270
2,357
21,015
182,486
95,957
1995
18,075
128
253
4,157
22,613
182,318
88,413
1996
19,385
142
138
4,485
24,150
187,405
87,935
1997
21,927
108
202
7,144
29,381
174,632
79,066
1998
24,293
62
179
4,013
28,547
180,150
71,304
1999
25,094
52
166
2,443
27,755
191,217
90,263
2000
22,736
124
438
5,250
28,548
192,433
85,887
2001
24,643
74
240
3,702
28,659
204,258
93,658
2002
25,804
34
155
4,784
30,777
206,491
85,002
2003
29,209
2
263
3,606
33,080
213,647
90,624
2004
32,796
72
380
2,864
36,112
220,276
94,036
2005
28,729
144
264
4,624
33,761
233,624
97,224
2006
17,805
118
771
4,735
23,429
255,067
146,236
2007
12,584
78
420
4,319
17,401
261,760
119,261
2008
6,883
88
135
3,783
10,889
283,858
115,327
2009
4,476
0
4
300
4,780
279,106
183,131
2010
4,017
4
0
500
4,521
267,513
192,695
2011
4,868
16
47
1,041
5,972
266,948
100,631
2012
7,678
78
7
1,071
8,834
270,499
124,904
2013
8,065
58
49
4,159
12,331
290,805
144,074
2014
7,222
108
62
5,057
12,449
311,899
120,757
2015
10,523
102
124
2,198
12,947
304,179
150,836
2016
11,298
158
99
4,518
16,073
304,947
123,734
2017
11,813
84
108
3,880
15,885
270,406
147,803
2018
12,679
98
114
3,652
16,543
289,795
159,271
Rent Paid
Number
%
Less than $500
28,547
11.4%
$500-999
132,281
52.9%
$1,000-1,499
67,223
26.9%
$1,500-1,999
12,995
5.2%
$2,000 or more
8,942
3.6%
Total
249,988
100.0%
Table 29 - Rent Paid*
Data Source:
2011-2015 AC S
*The data in Table 29 is auto-populated from the HUD eCon Planning suite, and does not align with
population totals for the entire HOME Consortium.
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Diagram MA-15.1
Single-Family Permits
Maricopa HOME Consortium
Census Bureau Data, 1980–2018
Diagram MA-15.2
Total Permits by Unit Type
Maricopa HOME Consortium
Census Bureau Data, 1980–2018
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Map MA-15.1
2017 Homeowner Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-15.2
2017 Renter Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-15.3
2017 Median Home Value
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-15.4
2017 Median Contract Rent
Maricopa HOME Consortium
2017 ACS, Tigerline
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Housing Affordability
% Units affordable to Households
earning
Renter
Owner
30% HAMFI
6,798
No Data
50% HAMFI
26,966
26,738
80% HAMFI
113,835
81,520
100% HAMFI
No Data
130,195
Total
147,599
238,453
Table 30 – Housing Affordability
Data Source:
2011-2015 CHAS
Monthly Rent
Monthly Rent ($)
Efficiency (no
bedroom)
1 Bedroom
2 Bedroom
3 Bedroom
4 Bedroom
Fair Market Rent
684
815
1,013
1,474
1,697
High HOME Rent
684
815
1,013
1,209
1,329
Low HOME Rent
605
648
777
898
1,002
Table 31 – Monthly Rent
Data Source:
HUD FMR and HOME Rents for 2018
Is there sufficient housing for households at all income levels?
As demonstrated by the housing needs and cost burden sections in the Needs Assessment, there is
a significant amount of the population that faces housing challenges. Low income households are
particularly prone to facing cost burdens. This points to the fact that there are not sufficient housing
options for all households, especially those at lower income levels. Additionally, public input
comments indicated there is a significant need for affordable housing options for lower income
households.
How is affordability of housing likely to change considering changes to home values
and/or rents?
The Maricopa HOME Consortium saw a significant increase in housing prices in recent years. If
trends continue, the area will see increasing rent and home values. This would lead to additional
households facing cost burdens.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
The Fair Market Rent (FMR) and HOME rents may not be sufficient to meet the housing needs of
households in the Maricopa HOME Consortium. This may be especially true for larger families that
require larger units.
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Discussion
The cost of housing in the Maricopa HOME Consortium continues to be out of reach for many low
to moderate income households. This is reflected in the proportion of lower income households
facing cost burdens and other housing problems. It is anticipated that housing cost burdens will
continue to be a major factor for many households in the area and demonstrates the need for
additional affordable housing options in the area.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
The following section will describe the condition of housing in the Maricopa HOME Consortium.
Definitions
The Maricopa HOME Consortium determination of standard condition meets HUD’s minimum
Housing Quality Standards (HQS) as well as Maricopa County’s Uniform Building Code (UBC).
HUD will provide further guidance regarding the Uniform Physical Condition Standards (UPCS)
and the County will adhere to UPCS standards upon HUD requirement of implementation of the
standards. The county definition for substandard conditions in dwelling units are those that lack any
of the following: (1) a permanent solid foundation, exemplifies a lack of structural integrity and
weather tightness; (2) lacks minimal insulation, has deficiencies in the basic mechanical systems in
that they do not meet current UBC, or (3) evidences deferred maintenance to the degree that the
structure becomes subject to increased decay.
Condition of Units
Condition of Units
Owner-Occupied
Renter-Occupied
Number
%
Number
%
With one selected Condition
115,035
24%
106,579
43%
With two selected Conditions
2,770
1%
8,084
3%
With three selected Conditions
162
0%
513
0%
With four selected Conditions
0
0%
0
0%
No selected Conditions
361,919
75%
134,744
54%
Total
479,886
100%
249,920
100%
Table 32 - Condition of Units
Data Source:
2011-2015 ACS
Year Unit Built
Year Unit Built
Owner-Occupied
Renter-Occupied
Number
%
Number
%
2000 or later
164,714
34%
78,499
31%
1980-1999
202,860
42%
106,132
42%
1950-1979
108,535
23%
61,645
25%
Before 1950
3,738
1%
3,618
1%
Total
479,847
100%
249,894
99%
Table 33 – Year Unit Built
Data Source:
2011-2015 CHAS
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Table MA-20.1 shows households by year home built for the 2010 and 2017 5-year ACS data.
Housing units built between 2000 and 2009, account for 29.4% of households in 2010 and 30.7%
of households in 2017. Housing units built in 1939 or earlier represented 0.4% of households in
2017 and 0.4% of households in 2010.
Table MA-20.1
Households by Year Home Built
Maricopa HOME Consortium
2010 & 2017 Five-Year ACS Data
Year Built
2010 Five-Year ACS
2017 Five-Year ACS
Households
% of Total
Households
% of Total
1939 or Earlier
2,718
0.4%
3,152
0.4%
1940 to 1949
4,517
0.6%
4,185
0.5%
1950 to 1959
21,265
3.0%
20,502
2.7%
1960 to 1969
42,299
6.0%
43,489
5.6%
1970 to 1979
109,055
15.6%
111,653
14.5%
1980 to 1989
129,539
18.5%
127,500
16.5%
1990 to 1999
185,158
26.4%
186,079
24.1%
2000 to 2009
205,840
29.4%
236,593
30.7%
2010 or Later
.
.
37,690
4.9%
Total
700,391
100.0%
770,843
100.0%
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard
Owner-Occupied
Renter-Occupied
Number
%
Number
%
Total Number of Units Built Before 1980
112,273
23%
65,263
26%
Housing Units build before 1980 with children present
90,391
19%
52,246
21%
Table 34 – Risk of Lead-Based Paint
Data Source:
2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present)
By 2017, for rent units accounted for 17.4% of vacant units, while for sale units accounted for
10.7%. “Other” vacant units accounted for 15.1% of vacant units, representing a total of 17,268
“other” vacant units.
Table MA-20.3
Disposition of Vacant Housing Units
Maricopa HOME Consortium
2010 Census & 2017 Five-Year ACS Data
Disposition
2010 Census
2017 Five-Year ACS
Units
% of Total
Units
% of Total
For Rent
31,138
26.7%
19,827
17.4%
For Sale
21,772
18.7%
12,171
10.7%
Rented Not Occupied
1,468
1.3%
3,922
3.4%
Sold Not Occupied
3,620
3.1%
6,306
5.5%
For Seasonal, Recreational, or Occasional Use
40,414
34.7%
54,392
47.7%
For Migrant Workers
76
0.1%
109
0.1%
Other Vacant
18,066
15.5%
17,268
15.1%
Total
116,554
100.0%
113,995
100.0%
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Vacant for rent units tended to be highest in the central parts of the County, as seen in Map MA-
20.1. This was similar to vacant for sale housing, as seen in Map MA-20.2. “Other” vacant
housing is shown for both 2010 and 2017, as seen in Maps MA-20.3 and Map MA-20.4. There was
not much shift in the concentration of “other” vacant housing during that time. “Other” vacant
housing units are units that are not for rent or for sale, and are not otherwise available to the
marketplace. This can be problematic when units are concentrated in one area as they may create
a “blighting” effect. This can also offer an opportunity for the County to concentrate investments
for redevelopment. The areas with the highest “other” vacant units were in some areas of the urban
parts of the County, as well as in the western part of the rural County.
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Map MA-20.1
2017 Vacant for Rent
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-20.2
2017 Vacant for Sale
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-20.3
2010 “Other” Vacant
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-20.4
2017 “Other” Vacant
Maricopa HOME Consortium
2017 ACS, Tigerline
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Need for Owner and Rental
Rehabilitation
As seen in Section MA-10, Table
MA-10.6, there is a moderate
need for rehabilitation for owner-
occupied houses. Rental unit
rehabilitation is seen as a slightly
higher
need
than
owner
rehabilitation. The age of the
housing stock does not indicate a
very high level of need for
rehabilitation for units on a large
scale.
Estimated Number of Housing
Units Occupied by Low or
Moderate Income Families
with Lead Based Paint Hazards
Table MA-20.4 shows the risk of
lead-based paint for households
with young children present. As
seen
therein,
there
are
an
estimated 21,170 homes built
between 1940 and 1979 with
young children present, and 426
built prior to 1939.
Table MA-20.4
Age of Housing Units by Income and Presence of Young
Children
Maricopa HOME Consortium
2012–2016 HUD CHAS Data
Income
One or more
children age 6
or younger
No children age
6 or younger
Total
Built 1939 or Earlier
$0 to $21,870
60
525
585
$21,871 to $36,450
55
500
555
$36,451 to $58,320
21
450
471
$58,321 to $72,900
75
340
415
Above $72,900
215
885
1,100
Total
426
2,700
3,126
Built 1940 to 1979
$0 to $21,870
4,660
21,520
26,180
$21,871 to $36,450
3,090
21,490
24,580
$36,451 to $58,320
4,225
29,575
33,800
$58,321 to $72,900
1,835
17,655
19,490
Above $72,900
7,360
66,865
74,225
Total
21,170
157,105
178,275
Built 1980 or Later
$0 to $21,870
7,620
39,500
47,120
$21,871 to $36,450
8,085
36,400
44,485
$36,451 to $58,320
14,020
71,465
85,485
$58,321 to $72,900
9,070
46,160
55,230
Above $72,900
52,165
288,365
340,530
Total
90,960
481,890
572,850
Total
$0 to $21,870
12,340
61,545
73,885
$21,871 to $36,450
11,230
58,390
69,620
$36,451 to $58,320
18,266
101,490
119,756
$58,321 to $72,900
10,980
64,155
75,135
Above $72,900
59,740
356,115
415,855
Total
112,556
641,695
754,251
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
This section of the report incorporates the number and supply of public housing developments in
the Maricopa HOME Consortium, their condition and the Public Housing Agencies’ strategies for
improving the living condition and environment of residents. Comprised of the City of Chandler
Public Housing Agency (PHA), City of Glendale PHA, and Maricopa County PHA, there are
approximately 1,269 public housing units and 4,851 vouchers in the Consortium.
Table MA-25 shows the publicly supported housing units in the Maricopa HOME Consortium.
Some 21.3% are available for persons with disabilities.
Table IV.58
Residents with Disabilities by Subsidized Housing Type
Maricopa HOME Consortium
HUD AFFH Raw Database
Program
Total
Units
Total Disabled Units
Public Housing
868
137
Project Based Section 8
1,493
261
Other HUD Multifamily
568
71
Housing Choice Vouchers
4,923
1,207
Total
7,852
1,676
Program Type
Certificate
Mod-
Rehab
Public
Housing
Vouchers
Total
Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available
1,269
4,851
0
0
0
# of
accessibl
e units
*The data in this table is auto-populated from the HUD eCon Planning suite, and does not align with
population totals for the entire HOME Consortium.
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 36 – Total Number of Units by Program Type
Data Source:
PIC (PIH Information Center)
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Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction,
including those that are participating in an approved Public Housing Agency Plan:
The Maricopa County, City of Chandler, and City of Glendale Public Housing Agencies all operate
public housing in the service area and all operate under approved Public Housing Agency Plans
that are made part of this document by reference.
Maricopa County Public Housing Agency – 1,724 units (53 RAD PBVs, 45 Mainstream, 29
FUP, 5 VASH)8
City of Chandler Public Housing Agency – The City has 303 public housing units9
City of Glendale Public Housing Agency – Of the 155 total public housing units
Public Housing Condition
Public Housing Development
Average Inspection Score
GLENDALE HOMES
89
Scattered Sites -N Kingston St
82
FAMILY SITES – N Hamilton St, Chandler
92
Table 37 - Public Housing Condition
Data
Source:
https://www.huduser.gov/portal/datasets/pis.html , 2019
Describe the restoration and revitalization needs of public housing units in the
jurisdiction:
The condition of the Consortium public housing properties are generally in good shape with some
exceptions. Again, all are subject to the Public Housing Agency Plans previously incorporated by
reference in this report.
Describe the public housing agency's strategy for improving the living environment of
low- and moderate-income families residing in public housing:
The Housing Authority of Maricopa County’s 5-Year PHA Plan outlined the following goals:
Increase opportunities for our residents to move beyond their housing needs towards self‐
sufficiency:10
HAMC has built partnerships with other local government and nonprofit agencies to
increase services and resources available to HAMC residents and HCV voucher holders to
move towards personal development, education, and employability. Of note, HAMC has
maintained linkages to Maricopa County Human Services Department programming
allowing HAMC residents and voucher holders to improve their credit scores, obtain GED
certificates, attend college, earn workforce/technology certificates, increase wage based
8 https://maricopahousing.org/2019-2020-housing-authority-of-maricopa-county-hamc-draft-public-housing-authority-pha-annual-plan/
9 https://www.chandleraz.gov/sites/default/files/2019-City-of-Chandler-Streamline-Annual-PHA-Plan-July-2019.pdf
10 https://maricopahousing.org/wp-content/uploads/2019/06/AZ009v2.pdf
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incomes, and reduce reliance on welfare assistance. Elderly and disabled families benefit
from these partnerships through improved access to programming such as SAIL case
management and personal care and home health assistance.
Increase housing options in underserved communities
Promote employee growth and build organizational capacity in support of the agency
becoming a High Performer.
Emphasize organizational performance and results by being responsive to our customers.
Discussion:
Please refer to Maricopa HOME Consortium Consolidated Plan Member Discussion attachment in
the Appendix section for additional discussion provided by Consortium members.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The following section describes the facilities and services available in the Maricopa Regional
Continuum of Care. The data in the following table comes from the Maricopa Regional CoC
Housing Inventory Chart (HIC).
Facilities Targeted to Homeless Persons
Emergency Shelter Beds
Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year Round
Beds
(Current &
New)
Current &
New
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and Child(ren)
294
372
1,006
Households with Only
Adults
1,329
700
5,363
Chronically Homeless
Households
1,812
Veterans
33
212
1,145
Unaccompanied Youth
34
88
49
Table 38 - Facilities Targeted to Homeless Persons
Describe mainstream services, such as health, mental health, and employment services to
the extent those services are to complement services targeted to homeless persons
The network of care in Maricopa County is established to connect homeless persons with
mainstream services, such as Medicaid and Social Security benefits, to maximize the amount of
assistance households can access. Utilizing coordinated entry, service providers match clients with
appropriate services to increase access to health and social service programs that they qualify for.
These efforts are paired with services provided throughout the County to create a system of wrap-
around services to help households in as many ways as possible.
List and describe services and facilities that meet the needs of homeless persons,
particularly chronically homeless individuals and families, families with children,
veterans and their families, and unaccompanied youth. If the services and facilities are
listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs
Facilities and Services, describe how these facilities and services specifically address the
needs of these populations.
There are numerous homeless service providers in Maricopa County and as part of the Maricopa
Regional CoC. These service providers, listed below, offer a range of services that extend beyond
housing and shelter services. These include employment training, counseling, financial literacy,
legal aid, childcare, and transportation services.
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Table MA-20.1
Homeless Service Providers
Maricopa Regional CoC
HUD Housing Inventory Count (HIC)
Name
A New Leaf
Lutheran Social Services of the Southwest
Andre House
Maggie's Place
Area Agency on Aging
Native American Connections
Arizona Housing, Inc.
New Life Center
AZCEND
Phoenix Dream Center
Catholic Charities
Phoenix Rescue Mission
Central Arizona Shelter Services
Phoenix Shanti Group
Chicanos Por La Causa
Project Veteran's Pride
Chrysalis
Recovery Innovations of AZ
Community Bridges
Respite Shelter
Crossroads
Salvation Army - Phoenix
Family Promise
Save the Family
Florence Crittenden
Society of St. Vincent de Paul
Gift of Mary
Sojourner Center
Homeless Youth Connection
Spirit of God Ministries
Homeward Bound
Streetlight USA
House of Refuge East
Tempe CAA
La Frontera EMPACT
U.S. Veterans Initiative
Labor's Community Services
UMOM New Day Centers
Lodestar Day Resource Center
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MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
There are a variety of services available in the community for special needs populations, including
at-risk youth, seniors, persons with substance abuse, and persons with disabilities.
Including the elderly, frail elderly, persons with disabilities (mental, physical,
developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS
and their families, public housing residents and any other categories the jurisdiction may
specify, and describe their supportive housing needs
Table MA-35.1 shows that survey respondents reported a high need for housing types for special
needs populations, including rental assistance for homeless households (154 respondents), and
permanent supportive housing, such as subsidized housing that offers services for persons with
mental disabilities (132 responses). This was followed by emergency shelters, transitional housing,
and housing designed for persons with disabilities.
Table MA-35.1
Needs of Special Populations
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following HOUSING types for special needs populations:
Rental assistance for homeless
households
76
52
65
154
58
309
714
Permanent supportive housing, such
as subsidized housing that offers
services for persons with mental
disabilities
57
55
88
132
71
311
714
Emergency Shelter
55
75
88
131
59
306
714
Transitional housing
77
64
78
128
60
307
714
Housing designed for persons with
disabilities
40
67
108
124
64
311
714
Shelters for youth
52
73
92
123
62
312
714
Senior housing, such as nursing
homes or assisted living facilities
64
78
104
115
47
306
714
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing.
Prior to discharge, the preparation of individualized needs assessment, including housing,
employment and support services, government agency coordination and monitoring will continue
to be undertaken. Discharges will continue to be made when appropriate facilities and services are
provided for clients in concert with their individualized needs assessments. The Maricopa Regional
CoC utilizes a Coordinated Entry system that helps ensure persons in need of services that are
exiting care into homelessness are linked with appropriate services in the County.
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Specify the activities that the jurisdiction plans to undertake during the next year to
address the housing and supportive services needs identified in accordance with
91.215(e) with respect to persons who are not homeless but have other special needs.
Link to one-year goals. 91.315(e)
See below.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless
but have other special needs. Link to one-year goals. (91.220(2))
To be updated based on 2020 Projects.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
The 2019 Housing and Community Development Survey found that the most highly recognized
barriers to the development of affordable housing include the cost of land or lot, the Not In My
Back Yard (NIMBY) mentality, the cost of labor, and the cost of materials. This was followed by the
lack of affordable housing development policies.
Table MA-40.1
Providing Decent and Affordable Housing
Maricopa County
Housing and Community Development Survey
Question
Response
Do any of the following act as barriers to the development or
preservation of affordable housing in your community:
Cost of land or lot
179
Not In My Back Yard (NIMBY) mentality
178
Cost of labor
121
Cost of materials
118
Lack of affordable housing development policies
100
Lack of available land
76
Permitting process
63
Permitting fees
60
Construction fees
59
Density or other zoning requirements
54
Impact fees
50
Lot size
42
Lack of water system
32
Lack of other infrastructure
32
Building codes
26
ADA codes
26
Lack of qualified contractors or builders
25
Lack of sewer system
22
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
The following section describes the economic atmosphere in the Maricopa HOME Consortium.
This section utilizes, along with other sources, Bureau of Economic Analysis (BEA) and Bureau of
Labor Statics (BLS) data. BLS data can be calculated down to the city level, and therefore, is shown
in this section to represent the Maricopa HOME Consortium. BEA data is only available at the
County level and reflects the entirety of Maricopa County.
Economic Development Market Analysis
Business Activity
Business by Sector
Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas
Extraction
2,678
4,463
2
4
3
Arts, Entertainment,
Accommodations
21,342
15,666
12
15
2
Construction
10,849
8,835
6
8
2
Education and Health Care Services
29,689
19,553
17
18
1
Finance, Insurance, and Real Estate
14,359
4,242
8
4
-4
Information
3,404
1,592
2
1
0
Manufacturing
11,876
9,225
7
9
2
Other Services
5,462
3,665
3
3
0
Professional, Scientific,
Management Services
12,612
5,373
7
5
-2
Public Administration
N/A
N/A
N/A
N/A
N/A
Retail Trade
25,965
16,361
15
15
0
Transportation and Warehousing
7,507
7,158
4
7
2
Wholesale Trade
8,671
4,484
5
4
-1
Total
154,414
100,617
--
--
--
Table 39 - Business Activity
Data
Source:
2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
Labor Force
Total Population in the Civilian Labor Force
206,903
Civilian Employed Population 16 years and over
190,965
Unemployment Rate
7.68
Unemployment Rate for Ages 16-24
19.28
Unemployment Rate for Ages 25-65
4.26
Table 40 - Labor Force
Data Source:
2011-2015 ACS
The data in Table 39 and Table 40 is auto-populated from the HUD eCon Planning suite, and do not align
with population totals for the entire HOME Consortium.
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Table MA-45.1, shows labor force statistics for Maricopa HOME Consortium between 1990 and
2018. The unemployment rate in Maricopa HOME Consortium was 4.1 percent in 2018, with
46,097 unemployed persons and 1,136,431 in the labor force. The statewide unemployment rate
in 2018 was 4.8 percent.
Table MA-45.1
Labor Force Statistics
Maricopa HOME Consortium
1990 - 2018 BLS Data
Year
Maricopa HOME Consortium
Statewide
Unemployment Rate
Unemployment
Employment
Labor Force
Unemployment
Rate
1990
17,081
413,130
430,211
4.0%
5.3%
1991
20,442
410,165
430,607
4.7%
5.9%
1992
26,255
415,273
441,528
5.9%
7.5%
1993
21,433
436,928
458,361
4.7%
6.4%
1994
20,686
474,000
494,686
4.2%
6.1%
1995
17,536
511,596
529,132
3.3%
5.3%
1996
18,694
532,618
551,312
3.4%
5.6%
1997
15,149
547,823
562,972
2.7%
4.6%
1998
15,016
573,402
588,418
2.6%
4.3%
1999
16,841
594,895
611,736
2.8%
4.4%
2000
19,215
683,579
702,794
2.7%
4.0%
2001
26,457
712,384
738,841
3.6%
4.8%
2002
37,219
736,811
774,030
4.8%
6.1%
2003
35,836
765,260
801,096
4.5%
5.7%
2004
31,887
799,052
830,939
3.8%
5.0%
2005
30,620
843,646
874,266
3.5%
4.7%
2006
28,495
888,047
916,542
3.1%
4.2%
2007
26,557
911,566
938,123
2.8%
3.9%
2008
44,712
907,548
952,260
4.7%
6.2%
2009
75,794
872,749
948,543
8.0%
9.9%
2010
84,322
883,591
967,913
8.7%
10.4%
2011
77,744
882,751
960,495
8.1%
9.5%
2012
66,339
897,411
963,750
6.9%
8.3%
2013
61,524
911,104
972,628
6.3%
7.7%
2014
56,135
948,386
1,004,521
5.6%
6.8%
2015
51,367
987,473
1,038,840
4.9%
6.1%
2016
47,160
1,008,598
1,055,758
4.5%
5.4%
2017
44,787
1,048,522
1,093,309
4.1%
4.9%
2018
46,097
1,090,334
1,136,431
4.1%
4.8%
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Diagram MA-45.1 shows the unemployment rate for both the State and Maricopa HOME
Consortium. During the 1990’s the average rate for Maricopa HOME Consortium was 4.0%, which
compared to 5.5% statewide. Between 2000 and 2010 the unemployment rate had an average of
4.8%, which compared to 5.5% statewide. Since 2010, the average unemployment rate was 6.1%.
Over the course of the entire period the Maricopa HOME Consortium had an average
unemployment rate lower than the State, 5.1% for Maricopa HOME Consortium, versus 6.1
statewide. This also followed very closely with national trends, as seen below.
Diagram MA-45.1
Annual Unemployment Rate
Maricopa HOME Consortium
1990 – 2018 BLS Data
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Diagram MA-45.2 shows real average earnings per job for Maricopa County from 1990 to 2017.
Over this period the average earning per job for Maricopa County was $53,059, which was higher
than the statewide average of $50,297 over the same period.
Diagram MA-45.2
Real Average Earnings per Job
Maricopa County
Occupations by Sector
Number of People
Management, business and financial
43,399
Farming, fisheries and forestry occupations
8,522
Service
19,244
Sales and office
53,098
Construction, extraction, maintenance and
repair
18,263
Production, transportation and material moving
11,426
Table 41 – Occupations by Sector
Data Source:
2011-2015 ACS
The data in Table 40 is auto-populated from the HUD eCon Planning suite, and does not align
with population totals for the entire HOME Consortium.
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Travel Time
Travel Time
Number
Percentage
< 30 Minutes
89,782
51%
30-59 Minutes
69,473
40%
60 or More Minutes
15,422
9%
Total
174,677
100%
Table 42 - Travel Time
Data Source:
2011-2015 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment
In Labor Force
Civilian Employed
Unemployed
Not in Labor Force
Less than high school graduate
13,478
1,857
11,888
High school graduate (includes
equivalency)
39,323
3,023
20,094
Some college or Associate's degree
61,157
3,520
25,257
Bachelor's degree or higher
43,558
1,818
13,063
Table 43 - Educational Attainment by Employment Status
Data Source:
2011-2015 ACS
Educational Attainment by Age
Age
18-24 yrs
25-34 yrs
35-44 yrs
45-65 yrs
65+ yrs
Less than 9th grade
882
2,083
2,439
5,962
5,902
9th to 12th grade, no diploma
5,292
5,199
4,349
7,174
7,948
High school graduate, GED, or
alternative
10,978
15,663
14,049
32,801
38,073
Some college, no degree
11,652
15,167
16,424
36,040
34,024
Associate's degree
2,109
4,926
5,388
12,253
8,126
Bachelor's degree
1,523
7,774
10,335
21,577
21,854
Graduate or professional degree
149
2,378
5,084
11,533
14,145
Table 44 - Educational Attainment by Age
Data Source:
2011-2015 ACS
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Education
Education and employment data from the Maricopa HOME Consortium 2017 Five-Year ACS is
presented in Table MA-45.2, Table MA-45.3, and Table MA-45.4. In 2017 in the Maricopa HOME
Consortium 1,024,611 people were in the labor force, including 968,789 employed and 55,822
unemployed people. The unemployment rate for Maricopa HOME Consortium was estimated at
5.4% in 2017.
Table MA-45.2
Employment, Labor Force and Unemployment
Maricopa HOME Consortium
2017 Five-Year ACS Data
Employment Status
2017 Five-Year ACS
Employed
968,789
Unemployed
55,822
Labor Force
1,024,611
Unemployment Rate
5.4%
Table MA-45.3 and Table MA-45.4 show educational attainment in Maricopa HOME Consortium.
In 2017, 93.4% of adults had a high school education or greater, including 22.6% with a high
school diploma or equivalent, 35.8% with some college, 20.8% with a Bachelor’s Degree, and
11.6% with a graduate or professional degree.
Table MA-45.3
High School or Greater Education
Maricopa HOME Consortium
2017 Five-Year ACS Data
Education Level
Households
High School or Greater
719,609
Total Households
770,843
Percent High School or Above
93.4%
Table MA-45.4
Educational Attainment
Maricopa HOME Consortium
2017 Five-Year ACS Data
Education Level
2017 5-year ACS
Percent
Less Than High School
150,057
9.3%
High School or Equivalent
363,397
22.6%
Some College or Associates Degree
576,177
35.8%
Bachelor’s Degree
334,291
20.8%
Graduate or Professional Degree
186,166
11.6%
Total Population Above 18 years
1,610,088
100.0%
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Based on the Business Activity table above, what are the major employment sectors
within your jurisdiction?
Table MA-45 shows the total employment by industry for the whole of Maricopa County. The
largest business sectors in Maricopa County include health care and social assistance, retail trade,
administrative and waste services, and government and government enterprises. The industries that
experienced the most growth between 2016 and 2017 included construction, finance and
insurance, mining, transportation and warehousing, and arts, entertainment, and recreation.
Table MA-45.5
Employment by Industry
Maricopa County
BEA Table CA25 Data
North American Industry Classification
System (NAICS) Categories
2010
2011
2012
2013
2014
2015
2016
2017
%
Change
16-17
Farm earnings
6,325
6,210
6,630
6,898
6,621
7,193
7,658
6,856
-10.5
Forestry, fishing, related activities,
and other
2,538
2,571
2,607
2,578
2,716
2,787
2,793
2,655
-4.9
Mining
6,350
5,775
8,249
8,168
7,785
8,059
8,319
8,688
4.4
Utilities
8,191
8,032
8,083
7,945
7,869
8,055
8,525
8,787
3.1
Construction
109,587
111,017
117,433
123,362
125,323
129,080
138,363
147,553
6.6
Manufacturing
112,512
115,157
119,528
120,849
121,743
123,669
124,997
128,557
2.8
Wholesale trade
87,969
88,762
89,233
89,772
89,952
90,357
86,597
87,655
1.2
Retail trade
236,686
239,618
241,515
243,400
256,830
266,428
270,138
274,023
1.4
Transportation and warehousing
64,324
67,828
70,823
71,886
75,352
85,409
97,365
101,602
4.4
Information
34,552
34,991
36,443
40,360
42,534
43,034
43,375
43,093
-0.7
Finance and insurance
156,637
169,057
170,820
177,359
177,294
186,890
197,245
208,932
5.9
Real estate and rental and leasing
140,165
144,203
141,900
143,449
147,475
150,088
153,578
157,950
2.8
Professional and technical services
147,914
149,206
150,249
155,781
159,770
166,665
173,861
178,610
2.7
Management of companies and enterprises
25,173
25,196
26,772
29,045
30,650
33,054
36,879
37,093
0.6
Administrative and waste services
188,442
193,957
199,619
212,434
217,994
223,834
232,544
234,475
0.8
Educational services
51,118
52,665
54,086
53,783
56,084
59,358
59,742
60,455
1.2
Health care and social assistance
221,117
228,897
236,434
242,939
249,923
262,824
273,735
285,335
4.2
Arts, entertainment, and recreation
45,043
45,842
47,743
48,967
52,827
53,544
55,516
57,962
4.4
Accommodation and food services
153,423
158,612
162,123
169,643
176,428
183,883
190,031
196,341
3.3
Other services, except public
administration
104,807
111,370
114,135
116,830
121,754
127,497
127,840
128,737
0.7
Government and government enterprises
226,010
222,445
221,881
223,755
225,523
227,453
228,431
230,948
1.1
Total
2,128,883
2,181,411
2,226,306
2,289,203
2,352,447
2,439,161
2,517,532
2,586,307
2.7
Describe the workforce and infrastructure needs of the business community:
The 2019 Housing and Community Development Survey found that the highest rated needs for
businesses and economic development include fostering businesses with higher paying jobs,
attraction of new businesses, and the retention of existing businesses. This was followed by the
provision of job training and the enhancement of business infrastructure.
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Table MA-45.6
Enhancing Economic Opportunities
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following BUSINESS and ECONOMIC DEVELOPMENT activities in your community:
Foster businesses with higher paying
jobs
26
29
78
216
35
330
714
Attraction of new businesses
28
50
115
165
25
331
714
Retention of existing businesses
25
52
121
161
24
331
714
Provision of job training
26
47
106
161
44
330
714
Enhancement of businesses
infrastructure
31
49
97
136
67
334
714
Expansion of existing businesses
30
63
121
129
35
336
714
Provision of job re-training, such as
after plant or other closures
51
81
79
109
60
334
714
Provision of technical assistance for
businesses
37
53
106
102
83
333
714
Development of business incubators
35
49
87
99
111
333
714
Provision of working capital for
businesses
39
45
107
98
90
335
714
Development of business parks
48
81
102
84
68
331
714
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may
affect job and business growth opportunities during the planning period. Describe any
needs for workforce development, business support or infrastructure these changes may
create.
Maricopa County is the fourth-largest and fastest-growing county in the nation, adding 80,000+ per
year. In the next 15 years, much of this growth is expected to occur in the West Valley, where
WESTMARC, a public-private partnership of the 15 West Valley communities, is actively
coordinating efforts to attract new businesses in key growth sectors and grow existing businesses to
provide employment opportunities for existing and new residents. Additionally, Luke Air Force
Base in Glendale was recently awarded a grant from the US Department of Defense to train pilots
for the F-35A Lightning, resulting in an expected increase of 7,000 new residents (military and
family) in and around the Base; the Maricopa Association of Governments has convened a private-
public partnership to support the expected population growth in the areas of Transportation,
Workforce & Economic Development, Education, and Housing. Across the Greater Phoenix region,
the Greater Phoenix Economic Council has leveraged the strength of legacy business, educational
institutions, and economic development to brand the region as “The Connected Place,” an
intentional business attraction outreach centered around innovation, technology, and
entrepreneurism, resulting in Phoenix being recognized as a top-10 growth city by several national
business associations and publications.
The Maricopa County Industrial Development Authority (IDA) helps create and maintain jobs
within Maricopa County and assists residents of the County to achieve a better standard of living
and way of life by providing private borrowers an opportunity to finance their projects with tax-
exempt (below market) interest from private lenders.11
11 http://www.mcida.com/about-us/
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How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The Housing Community Development survey indicated that many people in the Maricopa HOME
Consortium have a moderate level of need for job training and re-training. Increasing job training
may result in access to higher paying jobs in the area, while retaining and attracting businesses.
Describe any current workforce training initiatives, including those supported by
Workforce Investment Boards, community colleges and other organizations. Describe
how these efforts will support the jurisdiction's Consolidated Plan.
The Maricopa County Workforce Development Board (MCWDB) was established to assist the
Maricopa County Board of Supervisors as the Chief Local Elected Officials in strategic planning,
oversight and evaluation of the local workforce development area, as well as to promote effective
outcomes consistent with statewide goals, objectives and negotiated local performance.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)? No.
If so, what economic development initiatives are you undertaking that may be
coordinated with the Consolidated Plan? If not, describe other local/regional plans or
initiatives that impact economic growth.
Members of the Maricopa Urban County have and will continue to generate Economic
Development Strategies as needed and desired. None have CEDS strategies funded by the U.S.
Economic Development Administration but instead have other locally generated plans. Members of
the Urban County have and will continue to strategically commit CDBG and other resources for
focused infrastructure, public improvements, business support, public services and other needed
eligible activities to induce and sustain economic development within the jurisdiction.
Discussion
The economy in the HOME Consortium showed an unemployment rate at 4.1% in 2018, with
968,789employed persons and 1,024,611 in the labor force. The statewide unemployment rate in
2018 was 4.8%. Local and regional economic development initiatives, along with a strong local
economy has resulted in a growing average earnings per job, which remains above the state
average. In 2017, 93.4% of adults had a high school education or greater, including 22.6% with a
high school diploma or equivalent, 35.8% with some college, 20.8% with a Bachelor’s Degree,
and 11.6% with a graduate or professional degree.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
As seen in Map MA-50.1, housing problems tend to be concentrated in the more urban areas of the
HOME Consortium, particularly in areas around Avondale and Tempe. These areas have housing
problems at a rate between 52.4 and 74.3%, compared to areas with rates below 23.4% in other
parts of the HOME Consortium. In this map, the definition of “concentration” is any area that sees a
disproportionate share of housing problems, counted as any area that experiences housing
problems at a rate at least ten (10) percentage higher than the area average.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
The following maps show the distribution of the population by race and ethnicity. These maps will
be used to describe any areas with a disproportionate share of any one racial or ethnic group. A
disproportionate share is defined as having at least ten percentage points higher than the
jurisdiction average. For example, if American Indian households account for 1.0% of the total
population, there would be a disproportionate share if one area saw a rate of 11.0% or more.
As seen in Maps Map MA-50.2 and Map MA-50.3, the American Indian population, which
accounted for 1.8% of the Maricopa HOME Consortium population in 2017, saw a
disproportionate share of the population in several locations in southern and central Maricopa
County. These areas tended to be adjacent to the Gila River Indian Reservation and the Salt River
Pima Maricopa Indian Reservation.
Asian households accounted for 4.6% of the population in 2017. There were several areas with a
disproportionate share of Asian households in both 2010 and 2017, which remained in the same
areas both years. This was seen primarily in and around the City of Chandler.
Black or African American households accounted for 4.6% of the population in the Maricopa
HOME Consortium in 2017. As seen in Maps MA-50.6 and MA-50.7, there were some areas with
the County with a disproportionate share of Black or African American households. These were
primarily in areas outside the Phoenix city limits.
Hispanic households are shown in Maps MA-50.8 and MA-50.9 for 2010 and 2017. In both years,
there were several areas with a disproportionate share of Hispanic households. These areas tended
to be in urban areas to the west of Phoenix, including the in the City of Glendale, as well as in the
western section of the County adjacent to the Barry M. Goldwater Air Force Range.
What are the characteristics of the market in these areas/neighborhoods?
The housing markets in these areas tended to have a higher proportion of renter households. In
addition, median home values and median contract rents tended to be lower in these areas than in
other areas in the Maricopa HOME Consortium.
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Are there any community assets in these areas/neighborhoods?
These areas are adjacent to a variety of amenities in these areas, including access to schools and
parks, as well as grocery stores, and service providers.
Are there other strategic opportunities in any of these areas?
Areas with high concentrations of low income and poverty level households may present an
opportunity for investment through services and public facility funding.
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Map for Housing Problems
Map MA-50.1
Housing Problems
Maricopa HOME Consortium
2015 CHAS, Tigerline
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Maps for Race and Ethnicity
Map MA-50.2
2010 American Indian Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.3
2017 American Indian Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-50.4
2010 Asian Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.5
2017 Asian Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-50.6
2010 Black Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.7
2017 Black Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-50.8
2010 Hispanic Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.9
2017 Hispanic Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-50.10
2010 “Other” Race Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.11
2017 “Other” Race Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map MA-50.12
2010 Two or More Races Households
Maricopa HOME Consortium
2010 Census, Tigerline
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Map MA-50.13
2017 Two or More Races Households
Maricopa HOME Consortium
2017 ACS, Tigerline
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Map for Poverty
Map MA-50.14
2017 Poverty
Maricopa HOME Consortium
2017 ACS, Tigerline
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-
Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low-
and moderate-income households and neighborhoods.
The Arizona Statewide Broadband Strategic Plan (2018) found that 13% of people in the State do
not have broadband access. As asserted by HUD, digital inequality has come to both reflect and
contribute to other persistent forms of social inequality.12 Lower income households are less likely
to have broadband service.13 This presents challenges to these households to access many services
and employment opportunities as this information is increasingly only available online.
Describe the need for increased competition by having more than one broadband
Internet service provider serve the jurisdiction.
While there are a number of broadband service providers in the Maricopa HOME Consortium,
there is a continued need for competition to promote affordability and access, as well as choice, in
the community. According to the Information Technology and Innovation Foundation, competition
is a crucial component of broadband policy in that it pressures providers to be efficient and
innovative.14
12 https://www.huduser.gov/portal/periodicals/em/fall16/highlight2.html
13 https://www.pewresearch.org/fact-tank/2019/05/07/digital-divide-persists-even-as-lower-income-americans-make-gains-in-tech-
adoption/
14 https://itif.org/publications/2019/09/03/policymakers-guide-broadband-competition
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction's increased natural hazard risks associated with climate change.
The Maricopa County Multi-Jurisdictional Hazard Mitigation Plan (2015) found that the following
impacts are possible throughout the Southwest Region due to climate change:15
Snowpack and streamflow amounts are projected to decline in parts of the Southwest,
decreasing surface water supply reliability for cities, agriculture, and ecosystems. The
Southwest produces more than half of the nation’s high-value specialty crops, which are
irrigation-dependent and particularly vulnerable to extremes of moisture, cold, and heat.
Reduced yields from increasing temperatures and increasing competition for scarce
water supplies will displace jobs in some rural communities.
Increased warming, drought, and insect outbreaks, all caused by or linked to climate
change, have increased wildfires and impacts to people and ecosystems in the
Southwest. Fire models project more wildfire and increased risks to communities across
extensive areas.
Projected regional temperature increases, combined with the way cities amplify heat,
will pose increased threats and costs to public health in southwestern cities, which are
home to more than 90% of the region’s population. Disruptions to urban electricity and
water supplies will exacerbate these health problems.
The County’s Emergency Management Department if currently in the process of updating its
Hazard Mitigation Plan. The County will continue to review the most current plan for updates.
Describe the vulnerability to these risks of housing occupied by low- and moderate-
income households based on an analysis of data, findings, and methods.
Low income households are likely to be impacted by climate change in Maricopa County due to a
lack of resources. Maricopa County has outlined the following a series of goals for Hazard
Mitigation in the Maricopa County Multi-Jurisdictional Hazard Mitigation Plan (2015). These
include:
GOAL: Reduce or eliminate the risk to people and property from natural hazards.
Objective 1: Reduce or eliminate risks that threaten life and property in the incorporated,
unincorporated, and tribal jurisdictions within Maricopa County.
Objective 2: Reduce risk to critical facilities and infrastructure from natural hazards.
Objective 3: Promote hazard mitigation throughout the incorporated, unincorporated, and tribal
jurisdictions within Maricopa County.
Objective 4: Increase public awareness of hazards and risks that threaten the incorporated,
unincorporated, and tribal jurisdictions within Maricopa County.
15 https://www.maricopa.gov/DocumentCenter/View/5118/Hazard-Mitigation-Plan-PDF?bidId=
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STRATEGIC PLAN
SP-05 Overview
The Needs Assessment and Market Analysis, which has been guided by the Housing and
Community Development Survey and public input, identified eight priority needs. These are
described below.
Affordable Housing for Low to Moderate Income Renter Households: There is a high
proportion of renter households in the Maricopa HOME Consortium with housing
problems, especially cost burdens. Addressing the rate of housing problems for renter
households is a high priority for the County and Consortium to continue to strive to meet
the needs of renter at-need households with the use of Community Development funds.
This also includes addressing needs with Tenant Based Rental Assistance (TBRA) for lower
income households, people experiencing homelessness, and other persons with special
needs.
Affordable Housing for Low to Moderate Income Owner Households: Homeowner
households are also facing high rates of housing cost burdens. The availability of safe,
affordable, decent housing for homeowner households continues to be a high priority for
the County.
Services and Housing for People Experiencing Homeless and At-Risk of Homelessness: As
the number of persons experiencing homelessness increases Countywide, providing funds
to provide housing options and services for persons who are homeless or at risk of
homelessness continues to be a high priority for the County.
Services and Housing for Special Needs Populations: There are numerous special needs
populations in the County that are in need of housing options and services. These
populations are discussed in NA-50.
Improve of Create Urban County Public Facilities: Provision of needed public facilities
based on local priorities and needs and within the Urban County service area. Services
may include both a High and Low priority identified in NA-50 Non-Housing Community
Development Needs.
Urban County Public Improvements/Infrastructure: There are a variety of public
improvements and infrastructure needs in the Urban County to improve in order to make
safe and sustainable living environments. These may include High and Low priority
identified in NA-50 Non-Housing Community Development Needs.
Funding for Economic Development: Economic development continues to be a high need
in the Urban County to help low to moderate income households achieve economic
independence and self-sufficiency.
Neighborhood
Redevelopment/Revitalization:
Foster
targeted
redevelopment
and
revitalization in the Maricopa Urban County jurisdiction benefitting low- and moderate-
income households as well as the remediation of slum and blighting influences in qualified
areas financed with CDBG and pursuant to the County CDBG program rules and relevant
Arizona State enabling statutes
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These Priority Needs are addressed with the following Goals:
Expand Affordable Housing Options
Expand newly created affordable housing opportunities by providing direct financial
assistance to income-qualified homebuyers (i.e. downpayment and closing cost assistance),
stimulate the construction of new units with or without acquisition (may include single-
family or multi-family properties), or rental housing acquisition with rehabilitation (may
include single-family or multi-family properties), transitional housing, tenant based rental
assistance (TBRA), and may also include Community Housing Development Organization
(CHDO) Operating or Pre-Development loans. This goal covers the Maricopa HOME
Consortium jurisdiction including the Urban County communities.
Maintain Current Owner-Occupied Housing
Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa
HOME Consortium jurisdiction for HOME resources in addition to the Maricopa Urban
County jurisdiction for all funding sources (HOME and CDBG). It includes rehabilitation
and emergency home repair under the Urban County CDBG program financed with CDBG.
Support Efforts to Combat Homelessness
Support rapid rehousing programs defined as short to long-term rent and move-in
assistance, case management based on client’s needs, and utility assistance based on client
needs. Foster efforts to improve and operate homeless shelter facilities and deliver needed
services.
Support Public Services in the Urban County
Provide needed public services within the Maricopa Urban County jurisdiction using
predominantly CDBG resources not to exceed the 15% annual expenditure limit. Clients
assisted may include persons with special needs and persons experiencing homelessness.
Support Public Facilities in the Urban County
Provide support to needed public facilities within the Maricopa Urban County jurisdiction
using CDBG resources. Clients assisted may include persons with special needs and
homeless persons.
Fund Public Improvements in the Urban County
Within the Maricopa Urban County jurisdiction, provide needed support for public
improvements and infrastructure funded with CDBG resources. The total funding amount
for this goal reflects the current demand from Urban County communities for CDBG
eligible infrastructure projects.
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Fund Economic Development Projects
Foster the generation of employment opportunities for low- and moderate- income workers
and businesses in the Maricopa Urban County jurisdiction through needed economic
development endeavors funded with CDBG resources.
Revitalize Neighborhoods
Foster targeted redevelopment and revitalization in the Maricopa Urban County jurisdiction
benefitting low- and moderate- income households
Slum and Blight Demolition
Fund the remediation of slum and blighting influences in qualified areas financed with
CDBG and pursuant to the County CDBG program rules and relevant Arizona State
enabling statutes
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Target Area Percentage of Funds
Countywide
100
Table 46 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the
EMSA for HOPWA)
Annual geographic allocations are countywide and federal resources may be determined annually
by individual Consortium members within the Maricopa HOME Consortium. The Maricopa HOME
Consortium does not have geographic priorities as part of the Five Year Consolidated Plan. Refer to
individual Consortium member plans for more information in this regard.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 47 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing for Low to Moderate Income Renter Households
Priority Level
High
Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Geographic
Areas
Affected
Countywide
Associated
Goals
Expand Affordable Housing Options
Description
There is a high proportion of renter households in the Maricopa HOME Consortium
with housing problems, especially cost burdens. Addressing the rate of housing
problems for renter households is a high priority to continue to strive to meet the
needs of renter at-need households. This also includes addressing need with
Tenant Based Rental Assistance (TBRA) for lower income households, homeless
persons, and other persons with special needs.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
2 Priority Need
Name
Affordable Housing for Low to Moderate Income Owner Households
Priority Level
High
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Population
Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Public Housing Residents
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Geographic
Areas
Affected
Countywide
Associated
Goals
Expand Affordable Housing Options
Maintain Current Owner-Occupied Housing
Description
Homeowner households are facing high rates of housing cost burdens. The
availability of safe, affordable, decent housing for homeowner households is a high
priority.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
3 Priority Need
Name
Services and Housing for People Experiencing Homelessness and At-Risk of
Homelessness
Priority Level
High
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Population
Extremely Low
Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Persons with Mental Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Countywide
Associated
Goals
Expand Affordable Housing Options
Support Efforts to Combat Homelessness
Fund Public Facilities in the Urban County
Support Public Services in the Urban County
Description
As the number of persons, Countywide, experiencing homelessness increases,
providing funds to provide housing options and services for persons who are
homeless or at risk of homelessness continues to be a high priority for the County.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input
4 Priority Need
Name
Services and Housing for Special Needs Populations
Priority Level
High
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Population
Extremely Low
Low
Large Families
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Countywide
Associated
Goals
Support Efforts to Combat Homelessness
Support Public Services in the Urban County
Description
There are numerous special needs populations in the County that are in need of
housing options and services. These populations all the populations discussed in
NA-50.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
5 Priority Need
Name
Improve or Create Urban County Public Facilities
Priority Level
High
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Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Countywide
Associated
Goals
Support Public Facilities in the Urban County
Description
Provision of needed public facilities based on local priorities and needs and within
the Maricopa Urban County service area. Services may include both a High and Low
priority identified in NA-50 Non-Housing Community Development Needs.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
6 Priority Need
Name
Urban County Public Improvements/Infrastructure
Priority Level
High
Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Non-housing Community Development
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Geographic
Areas
Affected
Urban County
Associated
Goals
Fund Public Improvements in the Urban County
Description
There are a variety of public improvements and infrastructure needs in the Urban
County to continue to strive to make safe and sustainable living environments.
These may include High and Low priority identified in NA-50 Non-Housing
Community Development Needs.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
7 Priority Need
Name
Economic Development
Priority Level
High
Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Non-housing Community Development
Geographic
Areas
Affected
Urban County
Associated
Goals
Fund Economic Development Projects
Description
Economic development continues to be a high need in the Urban County to help
low to moderate income households achieve economic independence and self-
sufficiency.
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
8 Priority Need
Name
Redevelopment/Revitalization
Priority Level
High
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Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Non-housing Community Development
Geographic
Areas
Affected
Urban County
Associated
Goals
Neighborhood Revitalization
Slum and Blight Demolition
Description
Foster targeted redevelopment and revitalization in the Maricopa Urban County
jurisdiction benefitting low- and moderate- income households as well as the
remediation of slum and blighting influences in qualified areas financed with CDBG
and pursuant to the County CDBG program rules and relevant Arizona State
enabling statutes
Basis for
Relative
Priority
Priority based on data analysis in the Needs Assessment and Market Analysis,
survey responses, and public input.
Narrative (Optional)
The Maricopa HOME Consortium has elected to utilize the following definitions to assign priority.
They are as follows:
High Priority – Consortium members plan to use funds made available for activities
assigned this priority that address unmet needs during the planning period covered in the
FY 2020-2025 Consolidated Plan.
Low Priority – If funds are available, activities to address unmet needs may be funded by
the Maricopa HOME Consortium during the planning period covered in the FY 2020-2025
Consolidated Plan.
The CDBG application process may include annual funding priorities as identified by staff and/or
the review committee. A methodology is adopted annually to determine the highest needs for
funding and these high needs are considered in the application process along with additional
criteria to insure a competitive process.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The growth of the population, coupled with a slower housing production market
has resulted in lower vacancy rates and higher housing costs. This has had
repercussions on the ability of low- and moderate-income households to find
affordable properties in solid condition. Rising rents and low vacancies are thus
affecting the volume of low- and moderate-income households able to be assisted
with limited resources as well as the availability of private units meeting federal
Housing Quality Standards (HQS) or Uniform Physical Condition Standards (UPCS)
when implemented.
TBRA for Non-
Homeless Special
Needs
As with the statement above, the availability of suitable housing units is limited.
For special needs populations, this can be increasingly complicated to find units
that are both affordable and suitable to their needs, which may include the need
for accessible units.
New Unit
Production
As discussed in the MA-15 Cost of Housing Section of this plan, rising costs are
increasing the need for affordable housing. Unfortunately, the cost of land,
construction materials, and labor add challenges to new unit production due to the
limited amount of funds available.
Rehabilitation
Increasing construction materials and labor costs are increasing the cost of
undertaking rehabilitation. These rising costs adversely affect the ability of existing
low- and moderate-income homeowners to undertake needed improvements, in
addition to the ability of public and private housing providers to deliver affordable
products to those in need.
Acquisition,
including
preservation
The rise in housing costs across the region limits the purchasing power for
acquiring new units. These high per-unit acquisition costs pose a challenge to
affordable housing developers faced with capped rental revenues. Higher
acquisition costs also pose a challenge to affordable housing providers seeking to
generate affordable homeownership opportunities for low- and moderate-income
households.
Table 48 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c) (1,2)
Introduction
The table that follows depicts the resources that Maricopa County will have available during the
term of the 2020 Annual Plan, year one of the 2020-25 Consolidated Plan. The resources include
CDBG, HOME, and ESG. In addition, HOME program income and prior-year CDBG
unprogrammed funds will be utilized.
The Allocations and any Prior-Year Un-programmed or Program Income funds include:
2020 CDBG ALLOCATION - $3,206,671
Prior Year Un-programmed funds - $285,999.55
Program Income - $80,218.14
TOTAL $3,576,888.69
2020 ESG ALLOCATION - $262,711
2020 HOME ALLOCATION - $4,745,999
Maricopa County Program Income Funds - $36,764.38
HOME Consortium Members Program Income Funds - $398,147.38
TOTAL $434,911.76
HOME Consortium Breakdown of 2020 Allocations ($4,745,999)*:
Avondale - $206,370
Chandler - $410,705
Gilbert - $274,650
Glendale - $704,647
Maricopa County - $1,149,393
Peoria - $235,817
Scottsdale - $342,917
Surprise - $184,855
Tempe - $524,745
CHDO Set Aside - $711,900
HOME Consortium Allocations* - Allocations include funding allocated for projects and activities
as well as administration. Note- the HOME Program Administrative Cap is 10% of the total annual
HOME Allocation. This amount is calculated and distributed per the HOME Consortium allocation
process to members. As reimbursement for its administrative duties as lead agency of the
Consortium, Maricopa County will receive administrative funds from other Consortium Members in
the amount of five percent (5%) of each member’s pro rata share of HOME Program grant
allocations for each year. This percentage will be calculated on the Consortium’s annual HOME
Program allocation.
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May 8, 2020
Anticipated Resources
Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
CDBG
Public –
Federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
$3,206,671
$80,218.14
$285,999.55 $3,576,888.69 $12,826,684
CDBG funds
available for
activities in
Urban County
communities.
Annual
competitive
application
process to
solicit and
award funding
to projects.
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Maricopa County HOME Consortium
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2020-2025 Consolidated Plan
May 8, 2020
Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
HOME
Public –
Federal
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental
rehab
New construction for
ownership
TBRA
$4,745,999
$434,911.76
-
$5,180,910.76 $18,983,996
HOME funds
available for
eligible activities
in HOME
Consortium
communities and
cities located in
Urban County
communities.
Allocation of
funds is provided
by formula to
each of the
HOME
Consortium
members. Urban
County receives a
portion to fund
HOME eligible
activities
administered by
the lead agency.
Program Income
includes amounts
for Maricopa
Urban County
and HOME
Consortium
members.
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Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
ESG
Public –
Federal
Conversion and rehab
for transitional
housing
Financial Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional housing
$262,711
-
-
$262,711
$1,050,844
ESG funds
available for
eligible activities
in Maricopa
County.
Table 49 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Maricopa County leverages, or combines local funds with its federal funds to achieve program
goals and meet unmet community needs that cannot be solved with federal dollars alone. The
federal funding that is received by the county is leveraged with resources from both private and
non-federal public sources as listed in detail below. Resource allocations vary annually as will
supplemental resources that will be used to leverage projects. Anticipated leverage amounts for
Maricopa County will vary based on annual allocation amounts, specifics of individual projects
funded, and market conditions. Subject to continued funding approval and availability, Maricopa
County Human Services Department’s estimated leverage amounts over the upcoming one-year
period include:
Maricopa County Home Improvement Program
Department of Energy for Weatherization Improvements - $461,273
Department of Health & Human Services (LIHEAP) for Energy Efficiency Improvements -
$1,010,927
Arizona Public Service (APS) for Energy Efficiency Improvements - $650,000
Salt River Project (SRP) for Energy Efficiency Improvements - $306,220
Southwest Gas for Energy Efficiency Improvements - $86,219
Southwest Gas Repair/Replacement - $15,000
Utility Repair and Replacement (URRD) - $500,480
Salt River Pima Maricopa Indian Community (SRPMIC) for Rehab for Veterans - $75,000
Homeless Initiatives
Maricopa County General Funds for Homeless Services - $750,000
Community Services Block Grant - $300,000
Maricopa County Human Services Department’s leverage amounts over the upcoming forty-two
month period between January 2019 and June 2023:
Lead Safe Maricopa County
HUD-funded Lead Based Paint Hazard Reduction Program - $1,482,710
HUD-funded Healthy Homes - $300,000
HOME Consortium members vary in the types and ways funding is leveraged. Refer to individual
Annual Action Plans for details about leveraging by members.
HUD requires that participating jurisdictions provide 25 percent match for all HOME
funds and 100 percent for ESG funds. Specific program matching requirements are
below:
Match Sources for HOME Investment Partnerships Program – Matching requirements of HUD
programs will be satisfied by ensuring, through the lead agency of the Maricopa HOME
Consortium, that sufficient match resources are obtained to meet the 25% match
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requirement. Each Consortium member will provide the 25% match requirement for its portion of
the HOME allocation. At a minimum, match resources should be identified at the beginning of the
fiscal year. Individual Consortium members are responsible for ensuring that the match source is
eligible under the HOME regulations, which is verified by Maricopa County during monitoring
reviews. Match amounts are reported by each Consortium member and compiled annually by
Maricopa County.
Additionally, the Consortium will delegate responsibility for the 25% match requirement to
CHDOs funded through the 15% HOME CHDO set-aside. CHDOs will be required to
demonstrate that sufficient match has been committed for the HOME program at the time funding
applications are submitted to the Consortium, which is also verified by Maricopa County during
monitoring reviews.
Match Source for Emergency Solutions Grant – Subrecipient agencies are contractually obligated to
match on a dollar for dollar basis from an alternate source. Maricopa County will use local funds to
provide the 100% match requirement for the remainder of the ESG funds.
If appropriate, describe publicly owned land or property located within the jurisdiction
that may be used to address the needs identified in the plan
Subject to local priorities, preferences and availability, members of the Maricopa HOME
Consortium may commit publicly owned land or property to induce the development of desired
affordable housing, supportive housing, homeless resources, economic development and
neighborhood revitalization projects and programs. The commitment of such resources may be
executed through agreements with public, private or non-profit entities selected through a
competitive process.
Discussion
Please see above.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity
Responsible
Entity Type
Role
Geographic Area Served
Avondale
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Rental
Region
Chandler
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Public Housing
Rental
Region
Gilbert
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Rental
Region
Glendale Community
Housing
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Public Housing
Rental
Region
Peoria
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Rental
Region
Scottsdale
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Public Housing
Rental
Region
Surprise
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Rental
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Responsible Entity
Responsible
Entity Type
Role
Geographic Area Served
Tempe
Government
Homelessness
Non-homeless Special Needs
Ownership
Planning
Public Housing
Rental
Region
Housing Authority of
Maricopa County
Government
Non-homeless Special Needs
Public Housing
Rental
Region
Maricopa County
Human Services
Department
Government
Economic Development
Homelessness
Non-homeless Special Needs
Ownership
Planning
Rental
Neighborhood Improvements
Public Facilities
Public Services
Region
Buckeye
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
El Mirage
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Fountain Hills
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Gila Bend
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Goodyear
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Guadalupe
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
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Responsible Entity
Responsible
Entity Type
Role
Geographic Area Served
Litchfield Park
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Tolleson
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Wickenburg
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Youngtown
Government
Economic Development
Neighborhood Improvements
Public Facilities
Public Services
Region
Maricopa Association of
Governments
Continuum of
care
Homelessness
Non-homeless Special Needs
Planning
Region
Arizona Department of
Housing
Homelessness
Non-homeless Special Needs
Ownership
Rental
Region
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The strengths of the delivery system are described below:
The lead entity, the Maricopa County Human Services Department: Division of Housing
and Community Development, has been administering the Maricopa HOME Consortium as
the PJ since its formation in 1992 and a strong institutional memory is in place.
The individual local government members of the Maricopa HOME Consortium are highly
experienced in administering HUD entitlement programs and have a long track record in
working cooperatively with each other to solve problems and attain excellence in program
delivery. Being one of the largest HOME Consortium PJs in the United States, the Maricopa
HOME Consortium has consistently delivered quality programs and results that are
nationally recognized.
The volume and capacity of Maricopa County’s network of affordable housing, homeless,
and supportive housing providers continues to be strengthened.
The downtown Human Services Campus has strengthened the homeless delivery system
and the ongoing implementation of the Coordinated Entry System for homeless families and
individuals will greatly assist during the upcoming planning period.
Members of the Maricopa HOME Consortium continue to strengthen the type, capacity and
distribution of non-profits in the region and foster effective geographic coverage.
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Maricopa County contains a highly developed homebuilding, lending, developer, and real
estate community for residential, commercial and industrial clients.
Although consistently receiving more applicants than funding availability Maricopa County
is well served in the volume and geographic dispersion of assisted housing providers.
The gaps in the delivery system are described below:
While the County economy is growing, the population is growing at an unprecedented rate,
resulting in new needs in the region.
With the growth the County is experiencing, the pressure on the housing market has
increased, resulting in additional needs to address housing issues in the area. Without
additional resources, meeting the needs of all the in-need households in the County is
difficult.
With demand for their services heightened, non-profits are having difficulties in responding
and raising resources. Governmental support is declining in light of reduced fund
availability.
Non-profits and for-profits alike are having difficulty finding existing inventory or producing
new inventory for the rental and homeownership markets that are affordable to households
in need.
Availability of services targeted to homeless persons and persons with HIV and
mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy
X
X
Legal Assistance
X
X
Mortgage Assistance
X
Rental Assistance
X
X
Utilities Assistance
X
Street Outreach Services
Law Enforcement
X
X
Mobile Clinics
Other Street Outreach Services
X
X
Supportive Services
Alcohol & Drug Abuse
X
X
X
Child Care
X
X
X
Education
X
X
X
Employment and Employment
Training
X
X
Healthcare
X
X
HIV/AIDS
X
X
X
Life Skills
X
X
X
Mental Health Counseling
X
X
X
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Supportive Services
Transportation
X
X
X
Other
Table 51 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals
and families, families with children, veterans and their families, and unaccompanied
youth)
The extent of social service programs currently being provided and used by homeless persons and
persons with HIV in Maricopa County include, but are not limited to: food assistance, case
management, outreach, job development, vocational, and placement services, medical support,
counseling services, transportation services, training services, crisis intervention, substance abuse
treatment services, day care, specific HIV/AIDS services, domestic violence services, etc. Facilities,
services and strategies designed to address homelessness in a region are often categorized into
three component parts (emergency, transitional, or permanent), each oriented to serving specific
client needs. Individual clients may need all or some of available services, depending on their
unique characteristics.
Describe the strengths and gaps of the service delivery system for special needs
population and persons experiencing homelessness, including, but not limited to, the
services listed above
Non-profit organizations, the primary providers of services for homeless and special needs
populations, are regularly consulted though input secured from the continuing Maricopa Regional
Continuum of Care process. In addition, health and social service agencies are continually
consulted concerning the resources and prudent strategies available to address the needs of
chronically homeless persons and special needs populations. Continuing coordination and
consultation occurs on an ongoing basis concerning agencies serving the supportive housing and
social service needs of persons infected with HIV. Despite a growth in the homeless population in
the County, service providers continue to expand to meet the needs of homeless and at-risk
households throughout the area.
The major gaps and challenges in the delivery system for homeless persons and those with special
needs are the resources available to address those in need. Generally, the range of services
available is somewhat comprehensive but the availability of governmental resources adversely
affects the volume of persons served. Stagnating household income for very low-income
households during and since the great recession has increased the number of persons 'at risk' of
homelessness and motivated the continuing need for homeless prevention in addition to other
needed services. The growing elderly population in Maricopa County also contributes to the
demand for services for persons with special needs.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
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Maricopa County continues to take a systems approach to researching and building upon existing
partnerships, and with respect to specific gaps in institutional structure will work to create new
partnerships with public, private, non-profit, and philanthropic organizations.
Homelessness Initiatives
Lead a partnership called ‘Hand in Hand’ to reduce recidivism, and connect people
experiencing homelessness who are justice involved, to appropriate housing and supportive
services. The partnership includes Maricopa County Human Services Department,
Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa
County (HAMC), and Mercy Maricopa Integrated Care (MMIC). The partnership's mission is
to work hand in hand with supportive services, housing providers, physical and mental
health services, jails, and policy makers to serve justice-involved homeless individuals and
families by connecting them with necessary supports and housing.
Work with the Continuum of Care to enhance the coordinated entry system for homeless
service programs.
Participate in existing groups and committees such as ESG Subcommittee, Maricopa
Regional Continuum of Care Board, Coordinated Entry Subcommittee, Data Subcommittee,
Rank and Review Committee and Ending Veteran Homelessness Subcommittee.
Utilizing CDBG Public Service allocation to fund a Workforce Development Coordinator
position with a sole focus on helping people experiencing homelessness secure
employment. The position will help individuals participating in any of MCHSD’s housing
programs obtain training and employment in order to become self-sufficient.
Provide up to $100,000 in Maricopa County general funds for homeless service providers
to develop Diversion programs in order to assist people experiencing a housing crisis
and/or seeking shelter to identify immediate alternate housing that is safe and appropriate
through crisis intervention.
Collaboration and Partnership
Work to further strengthen linkages between services provided under the umbrella of the
Maricopa County Human Services Department. The Divisions of Early Education and Head
Start, Community Services, Senior and Adult Services, and Workforce Development work
closely with the Housing and Community Development Division. The combined efforts
strengthen all divisions and result in a continuum of care encompassing homelessness
prevention, rent and utility assistance, help finding employment and/or obtaining training,
stable housing, links to homeownership opportunities, and tools for long term financial
stability.
Leverage non-federal funding for Home Improvement/Rehabilitation Programs to assist the
communities and families in the Urban County.
Regional Coordination
Continue to serve as the administrator for the Urban County CDBG and as the Lead Agency
for the Maricopa HOME Consortium. Continue to meet monthly in order to benefit from
collective information sharing and training.
Participation as a member on the Arizona Lead Poisoning Prevention Coalition.
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Increase linkages between other Maricopa County departments including Correctional
Health Services and Public Health, and strengthen contact with Real Estate to assist with
data capture.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
1
Expand
Affordable
Housing Options
2020 2024 Affordable
Housing
Countywide
Affordable Housing for Low to
Moderate Income Renter
Households
Affordable Housing for Low to
Moderate Income Owner
Households
Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
HOME:
$18,500,000
Rental units
rehabilitated:
40 Household Housing
Unit
Homeowner Housing
Added:
28 Household Housing
Unit
Direct Financial
Assistance to
Homebuyers:
35 Households Assisted
Tenant-based rental
assistance / Rapid
Rehousing:
398 Households
Assisted
2
Maintain Current
Owner Housing
2020 2024 Affordable
Housing
Countywide
Affordable Housing for Low to
Moderate Income Owner
Households
CDBG:
$1,000,000
HOME:
$1,000,000
Homeowner Housing
Rehabilitated:
45 Household Housing
Unit
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Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
3
Support Efforts
to Combat
Homelessness
2020 2024 Homeless
Countywide
Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
ESG:
$1,325,000
Tenant-based rental
assistance / Rapid
Rehousing:
250 Households
Assisted
Homeless Person
Overnight Shelter:
3,000 Persons Assisted
4
Support Public
Services in the
Urban County
2020 2024 Homeless
Non-Housing
Community
Development
Urban
County
Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
Services and Housing for Special
Needs Populations
CDBG:
$2,240,000
Public service activities
other than
Low/Moderate Income
Housing Benefit:
1,800 Persons Assisted
5
Support Public
Facilities in the
Urban County
2020 2024 Non-Housing
Community
Development
Urban
County
Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
Improve or Create Urban County
Public Facilities
CDBG:
$1,200,000
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit:
5,000 Persons Assisted
6
Fund Public
Improvements in
the Urban
County
2020 2024 Non-Housing
Community
Development
Urban
County
Urban County Public
Improvements/Infrastructure
CDBG:
$7,000,000
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit:
25,000 Persons Assisted
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Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
7
Fund Economic
Development
Projects
2020 2024 Non-Housing
Community
Development
Urban
County
Economic Development
CDBG:
$150,000
Jobs Created/Retained 2
Businesses assisted:
2 Businesses Assisted
8
Neighborhood
Revitalization
2020 2024 Non-Housing
Community
Development
Urban
County
Redevelopment/Revitalization
CDBG:
$300,000
Businesses assisted:
1 Businesses Assisted
9
Slum and Blight
Demolition
2020 2024 Non-Housing
Community
Development
Urban
County
Redevelopment/Revitalization
CDBG:
$100,000
Buildings Demolished:
Number of Buildings: 1
Buildings
Table 52 – Goals Summary
Goal Descriptions
1
Goal Name
Expand Affordable Housing Options
Goal
Description
Expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified
homebuyers (i.e. downpayment and closing cost assistance), stimulate the construction of new units with or without
acquisition (may include single-family or multi-family properties), or rental housing acquisition with rehabilitation (may
include single-family or multi-family properties), transitional housing, tenant based rental assistance (TBRA), and may also
include Community Housing Development Organization (CHDO) Pre-Development loans. This goal covers the Maricopa
HOME Consortium jurisdiction including the Urban County communities.
2
Goal Name
Maintain Current Owner Housing
Goal
Description
Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa HOME Consortium jurisdiction
for HOME resources in addition to the Maricopa Urban County jurisdiction for all funding sources (HOME and CDBG). It
includes emergency home repair under the Urban County CDBG program financed with CDBG.
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3
Goal Name
Support Efforts to Combat Homelessness
Goal
Description
Support rapid rehousing programs defined as short to long-term rent and move-in assistance, case management based on
client’s needs, and utility assistance based on client needs.
Foster efforts to improve and operate homeless shelter facilities and deliver needed services.
4
Goal Name
Support Public Services in the Urban County
Goal
Description
Provide needed public services within the Maricopa Urban County jurisdiction using predominantly CDBG resources not to
exceed the 15% annual expenditure limit. Clients assisted may include persons with special needs and homeless persons.
6
Goal Name
Support Public Facilities in the Urban County
Goal
Description
Provide support to needed public facilities within the Maricopa Urban County jurisdiction using CDBG resources. Clients
assisted may include persons with special needs and homeless persons.
7
Goal Name
Fund Public Improvements in the Urban County
Goal
Description
Within the Maricopa Urban County jurisdiction, provide needed support for public improvements and infrastructure funded
with CDBG resources. The total funding amount for this goal reflects the current demand from Urban County communities
for CDBG eligible infrastructure projects.
8
Goal Name
Fund Economic Development Projects
Goal
Description
Foster the generation of employment opportunities for low- and moderate- income workers and businesses in
the Maricopa Urban County jurisdiction through needed economic development endeavors funded with CDBG
resources.
9
Goal Name
Neighborhood Revitalization
Goal
Description
Foster targeted redevelopment and revitalization in the Maricopa Urban County jurisdiction benefitting low- and
moderate- income households
10 Goal Name
Slum and Blight Demolition
Goal
Description
Fund the remediation of slum and blighting influences in qualified areas financed with CDBG and pursuant to the
County CDBG program rules and relevant Arizona State enabling statutes
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Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will
provide affordable housing as defined by HOME 91.315(b)(2)
For 2020 through 2024, Maricopa County anticipates assisting 22 extremely low income (earning 0-30% AMI), 72 very low income (31-
50% AMI) and 66 low income (51-80% AMI) families as defined by HOME 91.315(b)(2).
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SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
The Maricopa County, City of Chandler, and City of Glendale public housing agencies are all not
required to increase the number of accessible units by a Section 504 Voluntary Compliance
Agreement.
Activities to Increase Resident Involvements
HAMC maintains a Family Self-Sufficiency (FSS) program for the HCV program. Each HAMC office
has informational handouts and referrals to help the residents find resources based on their needs.
Partnerships with local nonprofits and governmental agencies, including the MCHSD, have
increased the resources available to residents. Goal setting is a part of the FSS program
requirement. Residents and clients have been able to improve their credit scores, obtain GED
certificates, attend college, earn workforce/technology certificates, increase wage based incomes,
and reduce reliance on assistance. HAMC does not have a homeownership program at this time.
Is the public housing agency designated as troubled under 24 CFR part 902?
No.
Plan to remove the ‘troubled’ designation
Not applicable.
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The 2019 Housing and Community Development Survey found that the most highly recognized
barriers to the development of affordable housing include the cost of land or lot, the Not In My
Back Yard (NIMBY) mentality, the cost of labor, and the cost of materials. This was followed by the
lack of affordable housing development policies.
Table SP-55.1
Providing Decent and Affordable Housing
Maricopa County
Housing and Community Development Survey
Question
Response
Do any of the following act as barriers to the development or
preservation of affordable housing in your community:
Cost of land or lot
179
Not In My Back Yard (NIMBY) mentality
178
Cost of labor
121
Cost of materials
118
Lack of affordable housing development policies
100
Lack of available land
76
Permitting process
63
Permitting fees
60
Construction fees
59
Density or other zoning requirements
54
Impact fees
50
Lot size
42
Lack of water system
32
Lack of other infrastructure
32
Building codes
26
ADA codes
26
Lack of qualified contractors or builders
25
Lack of sewer system
22
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
Subject to local priorities, ordinances and the preferences of local governing bodies, members of
the Maricopa HOME Consortium may pursue items that include but are not limited to the following
items. Jurisdictions may:
Continue to waive or abate permitting and development fees for priority affordable housing
development and targeted redevelopment approved by local governing bodies.
Continue to assess local zoning, subdivision, zoning and impact fees to foster affordable
housing production pursuant to priorities set by local governing bodies.
Continue to grant density bonuses, clustering, rezoning of vacant land, flexible setback
requirements, adaptive re-use, inclusionary zoning and other incentives to priority
affordable housing projects for production and preservation.
Continue to implement expedited permit processing for priority affordable housing
production.
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Encourage municipal and county Industrial Development Authorities (IDAs) to allocate
surplus revenues for locally identified affordable housing and revitalization priorities and
uses by agreement with local governing bodies. Encourage annual reporting by IDAs to
local governing bodies on the investment and volume of surplus revenues.
Continue to monitor and update building codes to provide for cost effective construction
and quality manufactured housing development.
Continue to monitor HOME projects within Period of Affordability and remedy projects out
of compliance, thereby enhancing and preserving the existing supply of multi-family units.
Consistent with local priorities, foster the quality siting of manufactured housing.
Promote the use of alternative labor in housing programs through self-help initiatives.
Continue to foster the use of alternative building materials.
Continue to inventory surplus local and county land and improvements for their use in
affordable housing production. Execute land banking where prudent and feasible pursuant
to local objectives.
Continue to investigate the feasibility of enacting impact fee exemptions, or partial
abatements, for priority non-profit sponsored residential development for persons earning
up to 80% Area Median Income and priority profit-sponsored residential development for
benefiting the lowest income consumer possible in light of individual market conditions
and personal income within a given jurisdiction.
Establish a dialogue with the Maricopa IDA leading toward the initiation of demonstration
multi-family initiatives utilizing the HUD 542 risk sharing and LIHTC programs, joint
funding for multi-family and homeless/supportive housing development, public purpose
provisions associated with multi-family refundings, etc.
Establish a dialogue with the Maricopa IDA leading toward the initiation of joint funding for
affordable single-family housing production, sustained reporting on bond financing activity
to the Consortium and single-family Mortgage Revenue Bond project structuring addressing
member objectives.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Maricopa County continues to seek new opportunities that could create more housing placements
and reduce the number of people experiencing homelessness in Maricopa County. With the
support of the Board of Supervisors, a Homeless Program Manager position is located within the
MCHSD Housing and Community Development Division. MCHSD has the opportunity to increase
outside funding to leverage from the private sector, faith-based community, and other community-
based organizations to address homelessness. MCHSD will continue to forge partnerships to
organize efforts in other localities and municipalities to create regional solutions to the problem of
homelessness. By creating regional solutions, there will be more opportunities for placements of
homeless persons with the intent of seeing a decline of homelessness in Maricopa County.
Addressing the emergency and transitional housing needs of homeless persons
Maricopa County’s plan for the investment and use of available resources for reducing and ending
homelessness includes utilizing Emergency Solutions Grant and the Community Development
Block Grant’s public service allocation to fund emergency shelter operations, navigation services
and Rapid Rehousing for families, individuals, justice engaged households, and youth experiencing
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.
According to the Maricopa Association of Government’s 2019 Point-In-Time Homeless Count, local
data collected during the one-day count indicated that 6,614 people were experiencing
homelessness in Maricopa County, with 3,188 of them reported to be unsheltered and 3,426
people in shelters. There is a significant need in Maricopa County to rapidly move persons
experiencing homelessness into permanent housing and to surround them with appropriate
services.
Maricopa County plans to utilize ESG, CDBG public service funds, and general funds as available,
to work towards strengthening the pipeline between homelessness to permanent housing and
independent living. In addition, HOME Consortium members will target funding towards housing
individuals experiencing homelessness through HOME-funded Tenant Based Rental Assistance
programs.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
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Maricopa County, through its Human Services Department, intends to address the needs of low-
income or extremely low-income families from becoming homeless, including those being
discharged from publicly funded institutions and systems of care or receiving assistance from public
or private agencies, through the following programs. In addition, Maricopa County dedicates ESG
resources, and CDBG as discussed above, to support the regional effort to end homelessness.
•
Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal
justice leaders and human services partners including MCHSD which aims to reducing
offender recidivism. Maricopa County's Smart Justice Program is designed to help those with
criminal justice backgrounds find employment. Smart Justice provides one on one career
guidance, resume and interview support, coaching on how to explain convictions during the
interview process, connecting with employers, providing job leads, job training and more.
•
Senior Adult Independent Living Program (SAIL) – Provides quality case management services
coordinating home and community-based resources and services for individuals age 60 and
older and adults age 18 – 59 with physical disabilities receiving or in the application process
for SSI/Disability payments. Case management is predicated on helping those community
members who are aging or those with disabilities maintain a quality of life in the home and
community-based setting.
•
Community Action Program (CAP) – The Community Services Division partners with local
governments and community-based organizations to provide crisis case management and
financial assistance services specific to needs and demands of the local community. These
services include but are not limited to the following: utility payment and/or deposit
assistance; rent or mortgage payment assistance; emergency food and clothing; and
information and referral services.
Weatherization Program – Funds will be provided through private and federal funds to
provide an in-home energy audit and weatherization assistance to elderly, persons with
disabilities, families with children, and other low-income residents.
Utility Repair/Replacement Program – Funds will be provided through private funds to
complete repair/replacement of utility related appliances for the elderly, disabled, families
with children, and other low-income County residents.
Early Education – Utilizes Head Start and Early Head Start federal funds to offer
comprehensive child development services for young children from birth to age five,
pregnant women, and their families. The program's goal is to promote children's social,
emotional, cognitive, and physical development, to be prepared for future success in school.
Workforce Development – Operates two comprehensive One-Stop Career Centers called
Arizona @ Work: Maricopa County. The Adult program provides workforce services to
increase the attainment of recognized postsecondary credentials, employment, and earnings
for adults age 18 and older. Funds will also serve job seekers and youth between the ages of
16-24 to help them further their education and employment goals.
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
Maricopa County will be focused on reducing lead-based paint hazards in the course of this
Consolidated Planning Period. Actions planned include:
Implementing the Lead Safe Maricopa County program to perform lead-testing and carry out
lead-based paint hazard reductions in pre-1978 housing stock targeted towards Gila Bend,
Guadalupe, Tolleson, and Youngtown in the Maricopa Urban County. Lead Safe Maricopa
County is funded through HUD’s Lead Based-Paint Hazard Reduction Program (LBPHRP).
Participation as a member on the Arizona Lead Poisoning Prevention Coalition, a state-wide
group of governmental, Medicaid/Health Plans, healthcare, community services, education,
and more with a common goal of reducing lead poisoning among children.
Strengthening partnerships with the Maricopa County Department of Public Health, local
non-profits, and local governmental organizations aimed at reducing lead-based paint
hazards.
Pursuing new funding streams bolster and expand the Lead Safe Maricopa County program
as available.
In addition, the Maricopa HOME Consortium will continue to comply with all lead-based paint
(LBP) requirements imposed by HUD and will continue to direct resources to eliminate lead-based
paint in its housing. Pursuant to CFR 36.900, Consortium members will continue to address,
monitor, evaluate and reduce lead-based paint hazards throughout the community through their
housing improvement programs, emergency rehabilitation grant programs, and rental rehabilitation
programs. Consortium members will approach all pre-1978 units participating in its Rehabilitation
Programs with a presumption of lead-paint hazards. As applicable, members will contract with
Environmental Protection Agency (EPA) certified lead paint firms for assessment and abatement
activities in the rehabilitation programs.
Lead-based paint requirements for rehabilitation programs using CDBG and HOME funds fall into
three categories based on the amount of rehabilitation assistance committed. Consortium members
will follow the procedures articulated below. Consortium members will also follow the three
procedures as follows:
1. For pre-1978 properties receiving less than or equal to $5,000 per unit, members will
provide families with a copy of Renovate Right or other EPA approved documents, conduct
paint testing or presume the presence of lead-based paint. If paint testing indicates the
painted surfaces are not coated with lead-based paint, safe work practices and clearance are
not required. Implement safe work practices during rehabilitation work and repair paint that
is disturbed. After completion of any rehabilitation activities disturbing painted surfaces,
perform a clearance examination of the worksite(s). Clearance is not required if
rehabilitation did not disturb painted surfaces of a total area more than set forth in HUD
regulations.
2. For pre-1978 properties receiving more than $5,000 and up to $25,000 in Federal
rehabilitation assistance, members will provide families with a copy of Renovate Right or
other EPA approved document, conduct paint testing or presume the presence of lead-based
paint, perform a risk assessment in the dwelling units receiving painted surfaces before
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rehabilitation begins, perform interim controls of all lead-based paint hazards identified,
implement safe work practices during the rehabilitation work and repair any paint that is
disturbed and is known or presumed to be lead-based paint and undertake ongoing
maintenance activities as required if the rehabilitation assistance is HOME funded.
3. For pre-1978 properties receiving more than $25,000 per unit in Federal rehabilitation
assistance, members will provide families with a copy of Renovate Right or other EPA
approved document, perform a risk assessment in the dwelling units receiving Federal
assistance and in associated common areas and exterior painted surfaces before
rehabilitation begins, abate all lead-based paint hazards identified by the paint testing or
risk assessment. Interim controls are acceptable on exterior paint surfaces that are not
disturbed by rehabilitation activities and on lead-paint hazards that have an area smaller
than the minimum limits specified in HUD Regulations. If abatement is required, it is
necessary to abate only the surface area with hazardous conditions and implement safe
work practices during rehabilitation work and repair any paint that is disturbed and is
known or presumed to be lead-based paint.
In order to reduce the number of housing units containing lead-based paint hazards, housing
programs require that rental units receiving tenant based rental assistance are required to meet
minimum quality standards. For units built prior to 1978, to be occupied by a family with a child
under six years old, all chipped and peeling paint will be removed prior to assisted occupancy.
Rental units constructed before 1978 and rehabilitated with CDBG or HOME assistance are tested
and all lead paint abated as part of the rehabilitation contract. All homes constructed before 1978
and rehabilitated with CDBG or HOME assistance will comply with HUD LBP requirements. This
activity will increase the inventory of lead-safe housing available to extremely low-income, low-
income, and moderate-income families in Maricopa County.
How are the actions listed above related to the extent of lead poisoning and hazards?
Members of the Maricopa HOME Consortium often utilize their housing rehabilitation efforts in
some of the oldest parts of their communities generally characterized by an aging housing
inventory. A substantive portion of housing in these areas has often been constructed prior to 1978.
Properties anticipated to be rehabilitated are thoroughly tested for lead in soil, dust and paint, and
receive a combination of lead abatement and interim controls to control the lead hazards at
minimum per unit cost, in compliance with the HUD Guidelines. All testing, remediation, blood
lead testing, parent education, and any necessary temporary relocation are provided. All Arizona
children tested and found to have elevated blood lead levels (EBLL) are required by state law to be
reported to the Arizona Department of Health Services.
How are the actions listed above integrated into housing policies and procedures?
In order to reduce the number of housing units containing lead-based paint hazards, housing
programs require that rental units receiving tenant based rental assistance are required to meet
minimum quality standards. For units built prior to 1978, to be occupied by a family with a child
under six years old, all chipped and peeling paint will be removed prior to assisted occupancy.
Rental units constructed before 1978 and rehabilitated with CDBG or HOME assistance are tested
and all lead paint abated as part of the rehabilitation contract. All homes constructed before 1978
and rehabilitated with CDBG or HOME assistance will comply with HUD LBP requirements. This
activity will increase the inventory of lead-safe housing available to extremely low-income, low-
income, and moderate-income families in Maricopa County.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
It is estimated that the number of persons in poverty will be reduced as a result of actions noted
herein. The efforts noted are all subject to the individual preferences of Maricopa Consortium
members. Members will:
Execute existing Family Self Sufficiency (FSS) programs and foster employment
opportunities for low-income persons residing within public housing and Housing Choice
Voucher programs pursuant to local PHA plans. Consortium members will continue to
foster cooperative and positive relationships between governmental public safety personnel
and tenant organizations, pursue HUD funding for the residents of public housing to reduce
the incidence of poverty and deliver comprehensive economic and social support services.
Reduce poverty levels throughout the Consortium service area through employment and
training program operations, Arizona@Work, Workforce Innovation and Opportunity Act
(WIOA) programs, strengthening links between WIOA employment and training services,
assisted housing and local transportation services, and integrating WIOA employment and
training resources into ongoing FSS initiatives.
Reduce poverty levels through Maricopa County’s Smart Justice program designed to help
those with criminal justice backgrounds find employment. Smart Justice provides one on
one career guidance, resume and interview support, coaching on how to explain
convictions during the interview process, connecting with employers, providing job leads,
job training and more.
Reduce poverty levels through the strategic commitment of CDBG and other HUD
resources for employment and training and other support services. Subject to local
preferences and approved applications for CDBG funding, Consortium members will
commit CDBG resources for public facilities, services and economic development projects,
consider the preparation of Neighborhood Revitalization Strategies in targeted areas, may
explore the receipt of New Market Tax Credit Program, Youthbuild resources, training
resources to attract targeted industries and the use of Industrial Revenue Bonds for strategic
economic development projects.
Again, subject to local preferences, Consortium members will reduce poverty by fostering
client access to the following Community Assistance Programs (CAPs) and Head Start
programs like the Weatherization/LIHEAP program, provision of food boxes and clothing,
etc., utility assistance, repair/replacement and deposits for those in need, case management,
counseling, energy education, employment related assistance, education referrals, etc.,
support the provision of Head Start services for children in need at emergency and
transitional shelters as well as in assisted housing, provide accessible learning environments
to foster family self-sufficiency and support Head Start initiatives.
Offer jobs and procure services/materials for low-income persons as well as designated
MBE/WBE business enterprises, employment recruitment, training and employee selection
procedures with sub-recipients for low- and very low-income persons, maintain and update
inventories of MBE/WBEs, distribute notices to MBE/WBEs in accessing consortium
contracting opportunities, advertise bid opportunities and certification procedures in the
local media, local Chambers, minority Chambers and other relevant organizations to foster
enhanced MBE/WBE outreach and promotion.
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The Maricopa County Human Services Department provides a wide array of programs and
supportive services to enhance economic, educational, and social opportunities and encourage
individual and family self-sufficiency including:
Affordable housing programs that serve homeless and justice-involved families;
Minority Business Enterprise/Women’s Business Enterprise and Section 3 opportunities in
procurement;
Family Self-Sufficiency Programs for assisted housing residents;
Support services to TANF families;
Community Action Programs; and
Head Start Programs.
How are the Jurisdiction’s poverty reducing goals, programs, and policies coordinated
with this affordable housing plan?:
The Maricopa HOME Consortium goals for poverty reduction are related directly to the needs
identified, specific priorities assigned and HOME, ESG, and CDBG resources to be allocated
pursuant to the plan. All members will seek to foster the economic independence of assisted
households currently being assisted in conformance with local Public Housing Agency plans, the
strategic investment of CDBG public services resources to, among other things, reduce poverty,
investment of resources to prevent homelessness and foster rapid rehousing endeavors, sustain the
continuing commitment of assisted housing and preserve the current supply of affordable housing,
execute targeted neighborhood revitalization and redevelopment efforts to induce employment for
low- and moderate- income workers and cultivate the economic vitality of targeted neighborhoods
through the strategic investment of public improvements, facilities, and infrastructure.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Monitoring is a continuous process of review that aims to ensure adequate performance and
compliance with all applicable statutes, regulations, and policies. The typical administrative phases
of an activity include the initial allocation of funding, written agreement, setup reports, monthly
progress reports, requests for reimbursement of expenditures, and completion reports. Monitoring
may include the review of monitoring reports, audits and management letters at application, federal
requirements during contract signing, periodic reimbursement requests/performance reports,
technical assistance (meetings, telephone calls, site visits, written correspondence, etc.), desk
reviews, on-site reviews, and other comprehensive monitoring as warranted. Monitoring may also
include review of submission of cross cutting regulation documentation (i.e. environmental review),
the monthly requests for reimbursement of expenditures, the quarterly contract performance
reports, and the Completion reports. Monitoring for cross-cutting regulations such as Section 3,
minority and women owned (MBE/WBE) business enterprises outreach, and Davis-Bacon will be
reviewed annually at receipt of reports and/or during on-site visits for applicable projects. Fiscal
audits are required of contractors according to Federal and County guidelines. Contracts will be
reviewed and validated for environmental clearance.
Maricopa County monitors annually a sample of its HOME, CDBG, or ESG activities, based on
applicability and risk assessment criteria. Maricopa County monitors HOME and NSP properties
during the affordability period based on applicable regulatory timeframes and requirements.
On-site monitoring for HOME, CDBG, or ESG often follows a formal monitoring tool specific to the
project or fund type. The monitoring includes a review of progress on performance of contracted
activities, financial controls, and compliance with federal regulations and required local policies,
including but not limited to outreach to potential clients, minority and women owned business
enterprises, and affirmative marketing for multifamily rental opportunities if applicable. These
policies are included in the Strategic Plan. Monitoring may result in findings, concerns, or
suggestions for improvement. The monitored agency is given an opportunity to correct any
findings. The need for follow-up review is considered in the risk assessment for the next year and
corrections to prior year findings will be specifically included in the subsequent monitoring.
Annually, rent limits, income limits, 95% homeownership value limits, maximum per unit subsidy
limits, etc. will be provided by the Maricopa County and will be posted on the county website as
applicable. In addition, the records will be retained according to records retention policies and
procedures and utilized during compliance and monitoring.
HOME Consortium Monitoring Approach:
Review of written agreements;
Review of client files, procurement processes, compliance with Davis Bacon
regulations, environmental review, etc.;
Review of reimbursement requests, performance reports;
Technical assistance (meetings, telephone calls, site visits, written correspondence,
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emails, etc.);
On-Site review of policies and procedures (if required), project files including
subrecipient/developer agreements, fiscal systems, and financial records.
Other comprehensive monitoring as warranted; and
If subject to application, review of monitoring reports, audits, and management letters
at application.
Subrecipients will be monitored by the Consortium member(s) responsible for administering the
related agreements per HUD guidelines. This procedure will also apply to monitoring of
Community Housing Development Organizations (CHDOs).
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2020 ANNUAL ACTION PLAN
AP-15 Expected Resources – 91.220(c) (1,2)
Introduction
The table that follows depicts the resources that Maricopa County will have available during the
term of the 2020 Annual Plan, year one of the 2020-25 Consolidated Plan. The resources include
CDBG, HOME, and ESG. In addition, HOME program income and prior-year CDBG
unprogrammed funds will be utilized.
The Allocations and any Prior-Year Un-programmed or Program Income funds include:
2020 CDBG ALLOCATION - $3,206,671
Prior Year Un-programmed funds - $285,999.55
Program Income - $80,218.14
TOTAL $3,576,888.69
2020 ESG ALLOCATION - $262,711
2020 HOME ALLOCATION - $4,745,999
Maricopa County Program Income Funds - $36,674.38
HOME Consortium Members Program Income Funds - $398,147.38
TOTAL $434,911.76
HOME Consortium Breakdown of 2020 Allocations ($4,745,999)*:
Avondale - $206,370
Chandler - $410,705
Gilbert - $274,650
Glendale - $704,647
Maricopa County - $1,149,393
Peoria - $235,817
Scottsdale - $342,917
Surprise - $184,855
Tempe - $524,745
CHDO Set Aside - $711,900
HOME Consortium Allocations* - Allocations include funding allocated for projects and activities
as well as administration. Note- the HOME Program Administrative Cap is 10% of the total annual
HOME Allocation. This amount is calculated and distributed per the HOME Consortium allocation
process to members. As reimbursement for its administrative duties as lead agency of the
Consortium, Maricopa County will receive administrative funds from other Consortium Members in
the amount of five percent (5%) of each member’s pro rata share of HOME Program grant
allocations for each year. This percentage will be calculated on the Consortium’s annual HOME
Program allocation.
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Anticipated Resources
Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
CDBG
Public –
Federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
$3,206,671
$80,218.14
$285,999.55 $3,576,888.69 $12,826,684
CDBG funds
available for
activities in
Urban County
communities.
Annual
competitive
application
process to solicit
and award
funding to
projects.
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Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
HOME
Public –
Federal
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental
rehab
New construction for
ownership
TBRA
$4,745,999
$434,911.76
-
$5,180,910.76 $18,983,996
HOME funds
available for
eligible activities
in HOME
Consortium
communities and
cities located in
Urban County
communities.
Allocation of
funds is provided
by formula to
each of the
HOME
Consortium
members. Urban
County receives a
portion to fund
HOME eligible
activities
administered by
the lead agency.
Program Income
includes amounts
for Maricopa
Urban County
and HOME
Consortium
members.
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Program
Source of
Funds
Eligible Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description
Annual
Allocation: $
Program
Income: $
Prior
Year
Resources: $
Total:
$
ESG
Public –
Federal
Conversion and rehab
for transitional
housing
Financial Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional housing
$262,711
-
-
$262,711
$1,050,844
ESG funds
available for
eligible
activities in
Maricopa
County.
Table 49 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Maricopa County leverages, or combines local funds with its federal funds to achieve program
goals and meet unmet community needs that cannot be solved with federal dollars alone. The
federal funding that is received by the county is leveraged with resources from both private and
non-federal public sources as listed in detail below. Resource allocations vary annually as will
supplemental resources that will be used to leverage projects. Anticipated leverage amounts for
Maricopa County will vary based on annual allocation amounts, specifics of individual projects
funded, and market conditions. Subject to continued funding approval and availability, Maricopa
County Human Services Department’s estimated leverage amounts over the upcoming one-year
period include:
Maricopa County Home Improvement Program
Department of Energy for Weatherization Improvements - $461,273
Department of Health & Human Services (LIHEAP) for Energy Efficiency Improvements -
$1,010,927
Arizona Public Service (APS) for Energy Efficiency Improvements - $650,000
Salt River Project (SRP) for Energy Efficiency Improvements - $306,220
Southwest Gas for Energy Efficiency Improvements - $86,219
Southwest Gas Repair/Replacement - $15,000
Utility Repair and Replacement (URRD) - $500,480
Salt River Pima Maricopa Indian Community (SRPMIC) for Rehab for Veterans - $75,000
Homeless Initiatives
Maricopa County General Funds for Homeless Services - $750,000
Community Services Block Grant - $300,000
Maricopa County Human Services Department’s leverage amounts over the upcoming forty-two
month period between January 2019 and June 2023:
Lead Safe Maricopa County
HUD-funded Lead Based Paint Hazard Reduction Program - $1,482,710
HUD-funded Healthy Homes - $300,000
HOME Consortium members vary in the types and ways funding is leveraged. Refer to individual
Annual Action Plans for details about leveraging by members.
HUD requires that participating jurisdictions provide 25 percent match for all HOME
funds and 100 percent for ESG funds. Specific program matching requirements are
below:
Match Sources for HOME Investment Partnerships Program – Matching requirements of HUD
programs will be satisfied by ensuring, through the lead agency of the Maricopa HOME
Consortium, that sufficient match resources are obtained to meet the 25% match
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requirement. Each Consortium member will provide the 25% match requirement for its portion of
the HOME allocation. At a minimum, match resources should be identified at the beginning of the
fiscal year. Individual Consortium members are responsible for ensuring that the match source is
eligible under the HOME regulations, which is verified by Maricopa County during monitoring
reviews. Match amounts are reported by each Consortium member and compiled annually by
Maricopa County.
Additionally, the Consortium will delegate responsibility for the 25% match requirement to
CHDOs funded through the 15% HOME CHDO set-aside. CHDOs will be required to
demonstrate that sufficient match has been committed for the HOME program at the time funding
applications are submitted to the Consortium, which is also verified by Maricopa County during
monitoring reviews.
Match Source for Emergency Solutions Grant – Subrecipient agencies are contractually obligated to
match on a dollar for dollar basis from an alternate source. Maricopa County will use local funds to
provide the 100% match requirement for the remainder of the ESG funds.
If appropriate, describe publicly owned land or property located within the jurisdiction
that may be used to address the needs identified in the plan
Subject to local priorities, preferences and availability, members of the Maricopa HOME
Consortium may commit publicly owned land or property to induce the development of desired
affordable housing, supportive housing, homeless resources, economic development and
neighborhood revitalization projects and programs. The commitment of such resources may be
executed through agreements with public, private or non-profit entities selected through a
competitive process.
Discussion
Please see above.
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AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name
Con
Plan
Start
Year
Con
Plan
End
Year
Category
Geographic
Area
Needs Addressed
2020-21
Funding
2020-21
Goal Outcome Indicator
1
Expand
Affordable
Housing Options
2020 2024 Affordable
Housing
Countywide
-Affordable Housing for Low to
Moderate Income Renter
Households
-Affordable Housing for Low to
Moderate Income Owner
Households
-Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
HOME:
$4,075,714
Rental units
rehabilitated:
4 Household Housing
Units
Homeowner Housing
Added:
22 Household Housing
Units
Direct Financial
Assistance to
Homebuyers:
6 Households Assisted
Tenant-based rental
assistance:
127 Households
Assisted
2
Maintain Current
Owner Housing
2020 2024 Affordable
Housing
Countywide
-Affordable Housing for Low to
Moderate Income Owner
Households
CDBG:
$402,254
HOME:
$212,852
Homeowner Housing
Rehabilitated:
4 Household Housing
Units
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Sort
Order
Goal Name
Con
Plan
Start
Year
Con
Plan
End
Year
Category
Geographic
Area
Needs Addressed
2020-21
Funding
2020-21
Goal Outcome Indicator
3
Support Efforts to
Combat
Homelessness
2020 2024 Homeless
Countywide
-Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
ESG:
$262,711
Rapid Rehousing:
27 Households
Assisted
Homeless Person
Overnight Shelter:
1,095 Persons Assisted
4
Support Public
Services in the
Urban County
2020 2024 Homeless
Non-Housing
Community
Development
Urban
County
-Services and Housing for People
Experiencing Homelessness and At-
Risk of Homelessness
-Services and Housing for Special
Needs Populations
CDBG:
$481,000
Public service
activities other than
Low/Moderate
Income Housing
Benefit:
1,715 Persons Assisted
5
Fund Public
Improvements in
the Urban County
2020 2024 Non-Housing
Community
Development
Urban
County
-Urban County Public
Improvements/Infrastructure
CDBG:
$1,807,749
Public Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit:
3,737 Persons Assisted
Table 54 – Goals Summary
Goal Descriptions
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1 Goal Name
Expand Affordable Housing Options
Goal
Description
Expand newly created affordable housing opportunities by providing direct financial assistance to income-qualified
homebuyers (i.e. downpayment and closing cost assistance), stimulate the construction of new units with or without
acquisition (may include single-family or multi-family properties), or rental housing acquisition with rehabilitation (may
include single-family or multi-family properties), transitional housing, tenant based rental assistance (TBRA), and may also
include Community Housing Development Organization (CHDO) Pre-Development loans. This goal covers the Maricopa
HOME Consortium jurisdiction including the Urban County communities.
2 Goal Name
Maintain Current Owner Housing
Goal
Description
Execute housing rehabilitation programs for existing owners. This goal covers the Maricopa HOME Consortium jurisdiction
for HOME resources in addition to the Maricopa Urban County jurisdiction for all funding sources (HOME and CDBG). It
includes emergency home repair under the Urban County CDBG program financed with CDBG.
3 Goal Name
Support Efforts to Combat Homelessness
Goal
Description
Support rapid rehousing programs defined as short to long-term rent and move-in assistance, case management based on
client’s needs, and utility assistance based on client needs.
Foster efforts to improve and operate homeless shelter facilities and deliver needed services.
4 Goal Name
Support Public Services in the Urban County
Goal
Description
Provide needed public services within the Maricopa Urban County jurisdiction using predominantly CDBG resources not to
exceed the 15% annual expenditure limit. Clients assisted may include persons with special needs and homeless persons.
5 Goal Name
Fund Public Improvements in the Urban County
Goal
Description
Within the Maricopa Urban County jurisdiction, provide needed support for public improvements and infrastructure funded
with CDBG resources. The total funding amount for this goal reflects the current demand from Urban County communities
for CDBG eligible infrastructure projects.
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AP-35 Projects – 91.220(d)
Introduction
This section specifically identifies the projects that will take place during PY2020 with CDBG,
HOME, and ESG funding to address the priority needs and specific objectives as identified in the
Consolidated Plan Strategic Plan section. Note: Target Areas, as defined in the tables below, refer to
Geographic Priorities. As stated in the AP-50 Geographic Distribution section, no Geographic
Priorities have been assigned for the Five-Year Consolidated Plan or this Annual Action Plan.
CDBG Funds: 2020 CDBG Total Allocation is $3,206,671, the total Reallocated (carryover) Funds
is $285,999.55, and the total CDBG Program Income reallocated to projects during 2020 is
$66,950. The total funding available is $3,559,620.55. Of the total funds available, $160,333.55 of
contingency funds is withheld for project overruns (approx. 5% of 2020 allocation). Any CDBG
program income will be reported and reallocated to CDBG eligible projects. Any CDBG prior-year
resources may be reallocated to CDBG eligible projects per the Citizen Participation Plan
throughout the program year.
ESG Funds: 2020 ESG Total Allocation is $262,711.
HOME Funds: 2020 HOME Total Allocation is $4,745,999. HOME Program Income, Recapture
and PI Admin received between 4/1/19-3/31/20 totaling $434,911.76 (Maricopa County
$36,764.38; and HOME Consortium Members $398,147.38) are included in this Annual Action
Plan per 24 CFR 91.220 (2) (i). The total funding available is $5,180,910.76. Any program income
received during the program year will be retained and reported in the following year's Action Plan.
Of the total 2020 funds available, Maricopa County's share of the HOME funds is $1,149,393
($294,305 for administration and $855,088 for projects). The Consortium Member's share of the
HOME Funds is $2,885,606 (administration $180,294 and $2,704,412 for projects). The required
CHDO set-aside is 15% of total allocation and is $711,900.
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Projects
#
Project Name
1 ESG20 Maricopa County
2 HOME Acquisition of Land and Construction of New Housing for Owner Occupants - PY2020
3 HOME Acquisition and Rehabilitation for Resale of Single Family Homes - PY2020
4 HOME Acquisition and/or Rehabilitation of Rental Housing - PY2020
5 HOME Homebuyer Assistance - PY2020
6 HOME Owner Occupied Housing Rehabilitation or Reconstruction - PY2020
7 HOME Tenant Based Rental Assistance - PY2020
8 HOME Program Administration - PY2020
9 CDBG Program Administration - PY2020
10 CDBG MCHSD Homeless Services - PY2020
11 CDBG El Mirage West Downtown Water Main - PY2020
12 CDBG Goodyear North Subdivision Street Lights - PY2020
13 CDBG Guadalupe Waste Water Collection System - PY2020
14 CDBG Tolleson Owner-Occupied Housing Rehabilitation - PY2020
15 CDBG Wickenburg Apache Street Waterline - PY2020
16 CDBG MCHIP Owner Occupied Home Repair - PY2020
Table 55 – Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing
underserved needs
Allocation Priorities:
HOME: HOME funds are allocated to each Consortium member based on the relative percentage of
CDBG funds received by each Consortium community. The allocation of HOME funds is
evidenced by a Subrecipient Agreement with each jurisdiction. Then, each Consortium member
jurisdiction receives proposals submitted by potential developers and/or subrecipients through a
competitive process for specific projects within that community. A jurisdiction may also provide
funding for a housing program(s) within the city/town. Applications for projects are evaluated based
on precise criteria set by each Consortium member based on local needs. See each Consortium
member’s Annual Action Plan for a detailed description of the application process.
ESG/CDBG Public Services Projects: Maricopa County is a direct recipient of ESG funding, and
follows County policies on grant award and management. Provider agencies for ESG are currently
selected through an open and competitive Notice of Funding Availability (NOFA) process to
provide rapid re-housing for persons experiencing homelessness and/or temporary shelter
operations. In 2020, all CDBG Public Service funding was reserved for homeless services. A joint
NOFA with a three-year option to renew was issued for PY2020 with ESG and CDBG Public
Services funding.
CDBG Infrastructure, Facility, and Housing Projects: Maricopa County is a direct recipient of CDBG
funding. CDBG projects are funded through a competitive Notice of Funding Availability (NOFA)
application process for eligible activities that serve the Urban County communities. The CDBG
application process includes annual funding priorities as identified by staff and/or the review
committee. Maricopa County sets aside a portion of its CDBG funding for its Owner-Occupied
Rehabilitation Program, where low-income homeowners can receive rehabilitation services to
ensure their home is decent, safe, and sanitary.
Maricopa County issues a NOFA each year to Urban County participants and interested parties
announcing the availability of CDBG funds for infrastructure, public facility, economic
development, revitalization, and housing activities. Interested parties submit applications
identifying a local community need(s) affecting low/moderate income residents or addressing issues
of slum and blight. Each governmental applicant is asked to submit a resolution from the local
community identifying local support for the activity. Staff reviews CDBG applications, and CDBG
applications are forwarded to the Board of Supervisors-appointed Community Development
Advisory Committee (CDAC) for scoring and making recommendation of funding. The CDAC
reviews and scores the applications, and makes recommendations to the Maricopa County Board of
Supervisors based on criteria, which are subject to change annually and will be provided in the
NOFA to potential applicants, i.e. relative need of the community; effect of the proposed activities
on the health and safety of the community; past performance; monitoring results; quality of
proposed annual activities; and rates of expenditure on currently funded activities.
Obstacles to Addressing Underserved Needs:
Obstacles to meeting the housing and community development needs in our region include
increasing rent rates, increasing mortgage interest rates, rising home values, rising costs of
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construction materials, and other factors contributing to a lack of affordable housing stock. The
amount of funding for housing and non-housing activities is not adequate to meet the need within
our communities. A history of minimal increases that do not provide ample funding to meet
growing demand for programs, uncertainty of one-time grants, and fluctuating local resources to
leverage with federal dollars are primary obstacles to addressing underserved needs within
Maricopa County. The total amount of funding requested in recent years has far exceeded the
amount of funding available. The total amount of funding requested in 2020 for CHDO, CDBG,
and homelessness activities far exceeded the amount of funding available.
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-38 Project Summary
Project Summary Information
1
Project Name
ESG20 Maricopa County
Goals Supported
Support Efforts to Combat Homelessness
Needs Addressed
Services and Housing for People Experiencing Homelessness and At-Risk of
Homelessness
Funding
ESG: $262,711
Description
Activities will be Shelter Operations ($90,000), Rapid Re-Housing
($170,000), and Administration ($2,711). Shelter Operations - A New Leaf
($90,000). Rapid Re-Housing - CBI ($150,000); TBD ($20,000).
Target Date
6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
1,122 low-income families experiencing homelessness.
Location Description
Maricopa County
Planned Activities
Shelter operations and rapid rehousing.
2
Project Name
HOME Acquisition of Land and Construction of New Housing for Owner
Occupants - PY2020
Goals Supported
Expand Affordable Housing Options
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
HOME: $1,037,275
Description
Glendale ($266,197) - New construction, with or without acquisition of
land, will construct 2 new homes for sale to pre-qualified low-income
homebuyers. Peoria ($221,078)- construct 3 new homes, with or without
acquisition of land, for sale to pre-qualified low-income homebuyers with
homebuyer assistance. CHDO: Trellis ($290,000) - New construction, with
or without acquisition of land, of 2 new homes in Avondale for sale to a
low-income homebuyer; and Maricopa County ($260,000) - New
construction, with or without acquisition of land, for 2 new homes in
Guadalupe for sale to low-income homebuyers.
Target Date
6/30/2021
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Estimate the number
and type of families
that will benefit from
the proposed
activities
9 low-income families are estimated to benefit.
Location Description
Glendale, Peoria, Avondale (Trellis CHDO project), and Maricopa Urban
County.
Planned Activities
New construction with or without acquisition of land.
3
Project Name
HOME Acquisition and Rehabilitation for Resale of Single Family Homes -
PY2020
Goals Supported
Expand Affordable Housing Options
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
HOME: $952,987
Description
Chandler ($200,000): Acquisition and rehabilitation of 2 single-family
homes for resale to first-time homebuyer; and Maricopa County
($540,000): Acquisition and rehabilitation of 5 single-family home for
resale to first-time homebuyer by Newtown CDC; and Newtown CDC
($212,987) (CHDO) Acquisition and rehabilitation of 6 single-family home
for resale to first-time homebuyer.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
13 low-income households.
Location Description
Chandler, Maricopa Urban County, and Chandler (Newtown CDC CHDO
project).
Planned Activities
Acquisition and rehabilitation of single-family homes for resale to first-
time homebuyers.
4
Project Name
HOME Acquisition and/or Rehabilitation of Rental Housing - PY2020
Goals Supported
Expand Affordable Housing Options
Needs Addressed
Affordable Housing for Low to Moderate Income Renter Households
Funding
HOME: $805,048
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Description
Town of Gilbert ($274,650): Acquisition and rehabilitation for 1 single-
family rental housing for eligible very low-income households with ARM of
Save the Family. City of Scottsdale ($321,485): Acquisition and
rehabilitation for 2 single-family rental housing for eligible low-income
household. The CHDO, ARM of Save of Family ($208,913): Acquisition
and/or rehabilitation for 1 single-family rental housing for eligible low-
income and/or very low-income household in Chandler.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
4 low-income families.
Location Description
Gilbert, Scottsdale, and Chandler (ARM CHDO project).
Planned Activities
Acquisition and/or rehabilitation for single-family or multi-family rental
housing for eligible low-income households.
5
Project Name
HOME Homebuyer Assistance - PY2020
Goals Supported
Expand Affordable Housing Options
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
HOME: $193,472
Description
Direct Homebuyer Assistance including but not limited to down payment
assistance, closing costs and gap financing to low-income families for first-
time homebuyers. Avondale ($193,472): A total of 6 low-income families.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
6 low-income families.
Location Description
Avondale.
Planned Activities
Homebuyer assistance.
6
Project Name
HOME Owner Occupied Housing Rehabilitation or Reconstruction - PY2020
Goals Supported
Maintain Current Owner Housing
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
HOME: $212,852
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Description
Housing rehabilitation for owner occupied single-family homes for eligible
low-income households. Glendale ($157,764): A total of 3 low-income
families will benefit. Maricopa County ($55,088): A total of 1 low-income
family will benefit.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
4 low-income families.
Location Description
Glendale and Maricopa Urban County.
Planned Activities
Housing rehabilitation for owner occupied single-family homes for eligible
low-income households.
7
Project Name
HOME Tenant Based Rental Assistance - PY2020
Goals Supported
Expand Affordable Housing Options
Needs Addressed
Affordable Housing for Low to Moderate Income Renter Households
Services and Housing for People Experiencing Homelessness and At-Risk of
Homelessness
Funding
HOME: $1,086,932
Description
Tenant based rental assistance for eligible low-income households.
Chandler ($185,036): Fund monthly rental assistance, utility and rental
deposits for 22 previously homeless households. Glendale ($236,646):
Tenant based rental assistance for 25 eligible low-income households.
Surprise ($173,302): Tenant based rental assistance for 10 eligible low-
income households. Tempe ($421,948): Tenant based rental assistance for
70 eligible low-income households.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
127 low-income families.
Location Description
Chandler, Glendale, Surprise, and Tempe.
Planned Activities
Tenant based rental assistance for eligible low-income households.
8
Project Name
HOME Program Administration - PY2020
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Funding
HOME: $457,433
Description
Program Administration for HOME activities.
Target Date
06/30/2021
Location Description
Lead Agency (Maricopa County Human Services Department) and HOME
Consortium Communities excluding the Town of Gilbert.
Planned Activities
Program administration for HOME Activities for Maricopa County as Lead
Agency ($294,305), and Avondale ($12,898), Chandler ($25,669), Glendale
($44,040), Peoria ($14,739), Scottsdale ($21,432), and Tempe ($32,797).
The Town of Gilbert elected not to use its administration allocation, and
allocated the full amount to projects.
9
Project Name
CDBG Program Administration - PY2020
Funding
CDBG: $641,334
Description
2020-21 Program Administration for CDBG, HOME, and ESG programs.
Target Date
6/30/2021
Location Description
Maricopa County
Planned Activities
2020-21 Program Administration for CDBG, HOME, and ESG programs. Fair
housing activities. Lead-based paint hazard reduction activities.
10 Project Name
CDBG MCHSD Homeless Services - PY2020
Goals Supported
Support Public Services in the Urban County
Needs Addressed
Services and Housing for People Experiencing Homelessness and At-Risk of
Homelessness
Services and Housing for Special Needs Populations
Funding
CDBG: $481,000
Description
Provide shelter and supportive services for homeless individuals and
families.
Emergency Shelter (Total-$249,000): A New Leaf ($39,330); Lutheran
Social Services ($65,000); Native American Connections ($144,670).
Supportive Services for Rapid Rehousing and Navigation Services (Total-
$232,000): Community Bridges, Inc. ($132,000) for Justice-involved
Navigation Services; and Workforce Navigation services ($100,000).
Target Date
6/30/2021
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Estimate the number
and type of families
that will benefit from
the proposed
activities
1,715 homeless or low-income persons.
Location Description
Maricopa County
Planned Activities
Provide shelter and supportive services for homeless individuals and
families.
11 Project Name
CDBG El Mirage West Downtown Water Main - PY2020
Goals Supported
Fund Public Improvements in the Urban County
Needs Addressed
Urban County Public Improvements/Infrastructure
Funding
CDBG: $452,000
Description
Replacement of 1,850 linear feet of existing 6" asbestos cement water
mains and related appurtenances with 6" PVC mains, and replacement of
47 service lines that feed properties along the streets.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
1,475 people, including 915 low-to-moderate income people.
Location Description
El Mirage, AZ
Planned Activities
Replacement of 1,850 linear feet of existing 6" asbestos cement water
mains and related appurtenances with 6" PVC mains, and replacement of
47 service lines that feed properties along the streets.
12 Project Name
CDBG Goodyear North Subdivision Street Lights - PY2020
Goals Supported
Fund Public Improvements in the Urban County
Needs Addressed
Urban County Public Improvements/Infrastructure
Funding
CDBG: $303,200
Description
Replacement of 43 existing street lights with new LED fixtures and pole
and the installation of 16 bollard pedestrian lights.
Target Date
06/30/2021
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Estimate the number
and type of families
that will benefit from
the proposed
activities
1,665 people, including 1,170 low-to-moderate income people.
Location Description
Goodyear, AZ
Planned Activities
Replacement of 43 existing street lights with new LED fixtures and pole
and the installation of 16 bollard pedestrian lights.
13 Project Name
CDBG Guadalupe Waste Water Collection System - PY2020
Goals Supported
Fund Public Improvements in the Urban County
Needs Addressed
Urban County Public Improvements/Infrastructure
Funding
CDBG: $517,828
Description
Repairs of six sewer segments, including 2,185 feet of pipe, coating seven
manholes, and raising seven manhole frames and cover.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
127 low- to moderate-income people.
Location Description
Guadalupe, AZ
Planned Activities
Repairs of six sewer segments, including 2,185 feet of pipe, coating seven
manholes, and raising seven manhole frames and cover in the Town of
Guadalupe, AZ.
14 Project Name
CDBG Tolleson Owner-Occupied Housing Rehabilitation - PY2020
Goals Supported
Maintain Current Owner Housing
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
CDBG: $192,254
Description
Repair or rehabilitation of 8 homes in Tolleson, AZ.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
18 low- to moderate-income people.
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Location Description
Tolleson, AZ
Planned Activities
Repair or rehabilitation of 8 homes in Tolleson, AZ.
15 Project Name
CDBG Wickenburg Apache Street Waterline - PY2020
Goals Supported
Fund Public Improvements in the Urban County
Needs Addressed
Urban County Public Improvements/Infrastructure
Funding
CDBG: $534,721
Description
Replacement of 1,400 linear feet of 12" asbestos concrete water main
with ductile iron pipe; installation of three fire hydrants; replacement of
30 service connections; replacement of ADA ramps, sidewalks, and curbs;
and replacement of 6,100 s.f. of asphalt road.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
470 low-to-moderate income people.
Location Description
Wickenburg, AZ
Planned Activities
Replacement of 1,400 linear feet of 12" asbestos concrete water main
with ductile iron pipe; installation of three fire hydrants; replacement of
30 service connections; replacement of ADA ramps, sidewalks, and curbs;
and replacement of 6,100 s.f. of asphalt road.
16 Project Name
CDBG MCHIP Owner Occupied Home Repair - PY2020
Goals Supported
Maintain Current Owner Housing
Needs Addressed
Affordable Housing for Low to Moderate Income Owner Households
Funding
CDBG: $210,000
Description
Provide emergency, minor, and moderate home repairs, including lead-
based paint remediation, for low- and moderate-income Urban County
homeowners. The project will assist at least 4 low- and moderate-income
homeowners throughout the Urban County.
Target Date
06/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
4 low- and moderate-income families.
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Location Description
Maricopa Urban County
Planned Activities
Provide emergency, minor, and moderate home repairs for low- and
moderate-income Urban County homeowners. Activities can include
remediation of lead-based paint hazards and homeowner relocation when
appropriate.
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AP-50 Geographic Distribution – 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 service area for the Maricopa HOME Consortium Year One Annual Action Plan includes the
HOME Consortium member cities of Avondale, Chandler, Glendale, Peoria, Scottsdale, Surprise,
Tempe; the Town of Gilbert; and Maricopa Urban County. The service area of Maricopa Urban
County is the unincorporated area of Maricopa County, and the Cities and Towns of Buckeye, El
Mirage, Fountain Hills, Gila Bend, Goodyear, Guadalupe, Litchfield Park, Tolleson, Wickenburg,
and Youngtown.
HOME resources are allocated to Consortium members by a pre-determined allocation formula
outlined in the 2020-25 Consolidated Plan section SP-10, and allocated within their jurisdiction
areas by Consortium members as allowable by the HOME program. A portion of Maricopa Urban
County CDBG funding is allocated based on a competitive process and the quality and quantity of
applications received.
Geographic Distribution
Target Area Percentage of Funds
Countywide
100
Table 56 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
Maricopa County recognizes the need to support and increase affordable housing stock throughout
the county. This section outlines the Affordable Housing goals for 2020-21. The tables below
outline the numbers of households supported and the number of affordable housing units that will
be provided by program type. This table is inclusive of HOME as well as CDBG (Maricopa Urban
County and Consortium members) to illustrate a combined commitment to affordable housing
through multiple funding streams. The CDBG one-year goals for households to be supported were
reported by each of the HOME Consortium member jurisdictions.
Table 57 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance
131
The Production of New Units
15
Rehab of Existing Units
80
Acquisition of Existing Units
27
Total
253
Table 58 - One Year Goals for Affordable Housing by Support Type
Discussion
Please see the AP-35 Projects section to view a detailed description of the HOME-funded projects.
Refer to individual Consortium member Action Plans for detailed descriptions of their CDBG
projects.
One Year Goals for the Number of Households to be Supported
Homeless
83
Non-Homeless
160
Special-Needs
10
Total
253
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AP-60 Public Housing – 91.220(h)
Introduction
This section discusses actions that are planned during the next year to address the needs of public
housing, encourage public housing residents to become more involved in management and
participate in homeownership. Each member of the Maricopa HOME Consortium is served by a
local Public Housing Agency (PHA) which prepares an Annual Agency Plan. The five PHAs within
the Consortium areas are Chandler, Glendale, Scottsdale, Tempe, and the Housing Authority of
Maricopa County. Those Annual Agency Plans are incorporated by reference herein and in each of
the individual Action Plans. The numbers of units of public housing and Housing Choice Vouchers
(HCV) for the five PHAs serving HOME Consortium members are listed below.
HUD
HOUSING
AUTH. CODE
HOUSING
AUTHORITY NAME
PROGRAM
TYPE
PUBLIC
HOUSING/ LOW
RENT UNITS
LOW RENT
DEVELOPMENTS
HOUSING
CHOICE
VOUCHERS
AZ003
Glendale
Combined
155
1
1,054
AZ009
Maricopa County
Combined
0
14
1,724
AZ028
Chandler
Combined
303
3
486
AZ031
Tempe
Section 8
0
0
1,141
AZ032
Scottsdale
Section 8
0
0
735
Source: HUD Housing Authority Profiles https://pic.hud.gov/pic/haprofiles/haprofilelist.asp
Actions planned during the next year to address the needs to public housing
Maricopa County Human Services Department plans to address the needs of public housing in the
following year by:
Working closely with the Housing Authority of Maricopa County (HAMC) to continually
work to align and coordinate to address the needs of public housing;
Providing loan assistance for HOME-funded rehabilitation of approximately 3 units at Norton
Circle in Avondale. This is a HAMC property with 60 housing units. The rehabilitation will
include significant upgrades on all 60 housing units. MCHSD committed to a $250,000 loan
in HOME funds to rehabilitate at least 3 units.
Continuing to work closely with HAMC on a joint TBRA program that targets homeless
persons with or without justice-involvement. The primary objective of the program is to
assist eligible applicants in securing safe, decent, and sanitary housing in the private rental
market.
The MCHSD Community Services Division (CSD) has full-time staff on-site at both the
Madison Heights Apartments in Avondale and Coffelt Apartments in Phoenix, two HAMC
RAD projects, to provide tools and resources that support individuals and families move
through and out of poverty. Some of the services provided by the Resident Resource
Coordinator include emergency utility and rental assistance, employment services, computer
training, financial literacy classes, programs for youth, community referrals, resource
coordination, and other individualized services. Currently, CSD has a partnership with the
Avondale Elementary School District to provide a STEAM (Science, Technology, Engineering,
Art and Math) centered after-school enrichment program for students at Madison Heights.
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CSD at Madison Heights also has active partnerships with, Workforce Development Division
(WDD), Care 1st Avondale Resource Center, A New Leaf, and St. John Vianney Pantry.
Actions to encourage public housing residents to become more involved in management
and participate in homeownership
HAMC maintains a Family Self-Sufficiency (FSS) program for the HCV program. Each HAMC office
has informational handouts and referrals to help the residents find resources based on their needs.
Partnerships with local nonprofits and governmental agencies, including the MCHSD, have
increased the resources available to residents. Goal setting is a part of the FSS program
requirement. Residents and clients have been able to improve their credit scores, obtain GED
certificates, attend college, earn workforce/technology certificates, increase wage based incomes,
and reduce reliance on assistance. HAMC does not have a homeownership program at this time.
If the PHA is designated as troubled, describe the manner in which financial assistance
will be provided or other assistance
Not applicable. The Housing Authority of Maricopa County is considered a “Standard” PHA.
Discussion
HOME Consortium
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The Maricopa HOME Consortium understands that preventing and ending homelessness using
targeted resources alone will not work exclusively. Therefore, the Consortium is engaged in
leveraging mainstream housing, health, education, and human service programs to support people
experiencing homelessness. Within the Maricopa HOME Consortium, Maricopa County, the City of
Glendale, and the City of Tempe are ESG entitlement grantees. See the Glendale and Tempe
Annual Action Plans for additional discussion of homelessness and other special needs activities.
The entity coordinating the strategy to end homelessness will continue to be the Maricopa
Association of Governments (MAG) Continuum of Care.
Maricopa County will continue its efforts to support:
Continued involvement with the Maricopa Regional Continuum of Care.
Continued support for the Human Services Campus. The Campus provides emergency
shelter for homeless men and women, and services such as a dental clinic, the Healthcare
for the Homeless Program, the St. Vincent de Paul Facility, and the Day Resource Center.
The use of the HMIS among homeless providers to support data driven decision making and
system-wide improvement.
Continued support of homeless prevention services funded by the United Way and other
sources through Community Action Programs.
Continued advocacy for preserving and increasing the number of Housing Choice Vouchers
to local housing agencies and providers, including local preference for homeless
households.
An increased emphasis on performance and accountability through evaluation.
Use of Emergency Solutions Grants (by Maricopa County, Glendale, Mesa, Phoenix, Tempe,
and the Arizona Department of Economic Security) to support one or more of the following
activities: outreach, emergency shelter, homeless prevention, rapid rehousing, and HMIS.
Local general fund contributions to regional homeless issues.
Local allocations of funding from citizen contributions to utility bill donation programs for
services and housing for homeless and victims of domestic violence.
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
Maricopa County continues to seek new opportunities that could create more housing placements
and reduce the homeless population in Maricopa County. With the support of the Board of
Supervisors, a Homeless Program Manager position is located within the MCHSD Housing and
Community Development Division. MCHSD has the opportunity to increase outside funding to
leverage from the private sector, faith-based community, and other community-based organizations
to address homelessness. MCHSD will continue to forge partnerships to organize efforts in other
localities and municipalities to create regional solutions to the problem of homelessness. By
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creating regional solutions, there will be more opportunities for placements of homeless persons
with the intent of seeing a decline of homelessness in Maricopa County.
Addressing the emergency shelter and transitional housing needs of homeless persons
Maricopa County’s plan for the investment and use of available resources and one-year goals for
reducing and ending homelessness includes utilizing Emergency Solutions Grant and the
Community Development Block Grant’s public service allocation to fund emergency shelter
operations, navigation services and Rapid Rehousing for families, individuals, justice engaged
households, and youth experiencing homelessness. These activities are high priority as described in
the Five Year Consolidated Plan.
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
According to the Maricopa Association of Government’s 2020 Point-In-Time Homeless Count, local
data collected during the one-day count indicated that 7,419 people were experiencing
homelessness in Maricopa County, with 3,767 of them reported to be unsheltered and 3,652
people in shelters. There is a significant need in Maricopa County to rapidly move persons
experiencing homelessness into permanent housing and to surround them with appropriate
services.
Maricopa County plans to utilize ESG, CDBG public service funds, and general funds as available,
to work towards strengthening the pipeline between homelessness to permanent housing and
independent living. In addition, it will continue to utilize funding for housing individuals
experiencing homelessness through its existing HOME-funded Tenant Based Rental Assistance
program.
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
Maricopa County, through its Human Services Department, intends to address the needs of low-
income or extremely low-income families from becoming homeless, including those being
discharged from publicly funded institutions and systems of care or receiving assistance from public
or private agencies, through the following programs. In addition, Maricopa County dedicates ESG
resources, and CDBG as discussed above, to support the regional effort to end homelessness.
• Smart Justice Initiative - A collaborative justice initiative made of Maricopa County criminal
justice leaders and human services partners including MCHSD which aims to reducing offender
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recidivism. It is bolstered by decades of careful research and seeks a more efficient, targeting of
scarce resources to where they will be most effective. It aims to enhance long-term public safety,
reduce the collateral damage crime inflicts on children, families, victims and neighbors.
• Senior and Adult Independent Living Program – Funds will be provided through the County
general fund and Area Agency on Aging to provide in home case management for the elderly and
people with physical disabilities age 18 to 59. The goal is to keep people in their own homes as
long as possible.
• Community Action Program (CAP) – Areas of service include Maricopa County except Glendale,
Phoenix and Mesa; who have their own programs. Funds will be provided through private, local,
county, and federal funding to assist the elderly, disabled, and other low- and moderate-income
residents with a menu of services. Services may include information and referral, utility deposits
and payments, rent/mortgage deposits and assistance, eviction prevention, food pantries, gas and
prescription assistance, head start programs, and IDA asset assistance. Programs are developed to
ensure local needs are met.
• Weatherization Program – Funds will be provided through private and federal funds to provide an
in-home energy audit and weatherization assistance to elderly, persons with disabilities, families
with children, and other low-income residents.
• Utility Repair/Replacement Program – Funds will be provided through private funds to complete
repair/replacement of utility related appliances for the elderly, disabled, families with children and
other low-income County residents.
• Head Start and Early Head Start – This division of HSD utilizes federal funds to provide
comprehensive child development programs for children 0 – 5 years of age, pregnant women, and
the families to prepare children for future success in school and to support parents as their child’s
primary nurturer and educator.
• Workforce Development - Operates two comprehensive One-Stop Career Centers called Arizona
@ Work: Maricopa County. Funds will serve job seekers and youth between the ages of 16-24 to
help them further their education and employment goals. Arizona @ Work: Maricopa County is
also conducting several pilot programs with services targeted at specific populations including US
Veterans, individuals dealing with homelessness and those with criminal justice challenges.
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
Address the housing and supportive service needs for persons who are not homeless but
have other special needs (i.e. elderly, frail elderly, persons with disabilities (mental,
physical, developmental, persons with alcohol or other drug additions), persons with
HIV/AIDS (and their families), and public housing residents:
Maricopa County Human Services Department will address the housing and supporting needs of
persons who are not homeless but have other special needs by:
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Eviction prevention activities through leveraged Community Services Block Grant funding
Tenant Based Rental Assistance program with prioritization for homeless and justice-
involved
Emergency home repair/homeowner rehabilitation for low-income households
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
To Region-Wide Shortage of Affordable Rental Housing
In Arizona, there is a current shortage of rental housing that is both affordable and available to the
extremely low-income households (with incomes at or below 30% AMI). According to the National
Low Income Housing Coalition’s Report, The Gap, in 2018 within Maricopa County alone there
were 136,880 extremely low-income renter households, and only 27,245 affordable and available
rental homes. In addition, in Maricopa County:
There were only 20 affordable and available rental homes per 100 extremely low-income
renter households, and only 43 for those at or below 50% AMI; and
78% of extremely low in come renter households spend more than half of their income on
housing, which is higher than the national average of 71%.
Barriers to Various Types of Affordable Housing
The 2019 Housing and Community Development Survey found that the most highly recognized
barriers to the development of affordable housing include the cost of land or lot, the Not In My
Back Yard (NIMBY) mentality, the cost of labor, and the cost of materials. This was followed by the
lack of affordable housing development policies.
The 2020 Maricopa County Regional Analysis of Impediments to Fair Housing Choice (AI)
identified barriers to accessing affordable and fair housing, and recommended the following goals
in order to reduce barriers: review zoning and municipal codes for barriers to housing choice;
Increase availability of accessible housing; promote homeownership and rental opportunities in
high opportunity areas and outside of R/ECAPs; enhance community services in R/ECAPs; and
promote community and service provider knowledge of fair housing and ADA laws.
Actions 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
Maricopa County is committed to overcoming barriers to affordable housing by providing funding
to increase the supply of affordable housing through the Maricopa HOME Consortium and by
participating in activities that affirmatively further fair housing. Within the Maricopa Urban County,
communities may waive permit fees for HOME-assisted housing rehabilitation, which include
Buckeye, El Mirage, Goodyear, Guadalupe, Wickenburg and Youngtown; and Maricopa County
does not assess impact fees for residential development. In addition, specific actions to address
barriers to affordable housing during the year include:
Continuing a Tenant Based Rental Assistance program with a priority for people
experiencing homelessness. These people may also be experiencing the additional barrier to
accessing affordable housing of being justice-involved;
Educate county staff and officials and the public about fair housing issues.
HOME Consortium
The actions planned to take place by the Maricopa HOME Consortium during the next year to
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remove barriers to affordable housing include:
Fair Housing activities including outreach and education;
Community land trusts;
Land donations when applicable;
Reduce Permit fees when applicable; and
Reduce Impact fees when applicable.
Discussion:
Please refer to the Appendix to review additional Consortium member contributions to this section.
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AP-85 Other Actions – 91.220(k)
Introduction:
This section discusses Maricopa County’s efforts in addressing underserved needs, fostering and
preserving affordable housing, reducing lead-based paint hazards, reducing the number of poverty-
level families, and developing institutional structures for delivering housing and community
development activities. See the Appendix for individual actions planned by members of the HOME
Consortium.
Actions planned to address obstacles to meeting underserved needs
As previously noted, there is a lack of affordable housing in Maricopa County which presents a
challenge for residents. In addition, the need for funding to support housing and homelessness
services, including supportive services, and the funding to undertake community development
projects far exceeds the resources available within our community. In order to address these
obstacles to meeting underserved needs, actions planned within the Consortium include:
•
Continued participation on the Maricopa Regional Continuum of Care Board.
•
Continued participation by Maricopa County in Funder's Collaborative opportunities to
align strategies to ending homelessness.
•
Seeking new resources that will increase the funding available for affordable housing and
community development programs.
•
Continued advocacy by members of the CDAC regarding the preservation of HUD
resources for housing and community development.
•
Technical assistance by Maricopa County Human Services Department - Housing and
Community Development Division staff to individual jurisdictions in managing funded
projects effectively to ensure maximum community benefit.
Actions planned to foster and maintain affordable housing
In order to foster affordable rental housing opportunities for low-income or homeless persons,
Maricopa County will:
•
Utilize funding to foster new affordable homeownership opportunities for low-income
families in the Urban County through new construction or acquisition and rehabilitation
for resale;
•
Maintain a Tenant Based Rental Assistance program with a priority for people
experiencing homelessness who may additionally be justice-involved;
•
Use ESG and CDBG Public Service resources to fund short to medium term Navigation
and Rapid-Rehousing for people experiencing homelessness;
•
Monitor multi-family rental development projects in order to maintain the number of
decent, safe, and affordable rental units available;
•
Monitor to identify and remedy projects out of compliance, thereby enhancing and
preserving the existing supply rental unit available and accessible to low-income families.
In order to maintain affordable housing for persons who are already homeowners, Maricopa
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County will promote the use of energy efficient home improvements through its Maricopa County
Home Improvement Program funded through federal LIHEAP, DOE, and local funds. Energy
efficient improvements may include energy star appliances, ceiling fans, cellulose insulation, low
flow faucets, and more. MCHIP will also undertake home rehabilitation projects which will utilize
CDBG, HOME, and/or Salt River Pima-Maricopa Indian Community funding to provide health and
safety upgrades, as well as necessary home repairs to qualifying low income families or Veterans
with disabilities.
Subject to local priorities, ordinances and the preferences of local governing bodies, examples of
items that the Maricopa HOME Consortium may undertake are:
•
Waive or abate permitting and development fees for priority affordable housing
development and targeted redevelopment approved by local governing bodies.
•
Promote the use of alternative labor in housing programs through self-help initiatives
(Habitat for Humanity).
•
Assess local zoning, subdivision, zoning and impact fees to foster affordable housing
production pursuant to priorities set by local governing bodies.
•
Grant density bonuses, clustering, rezoning of vacant land, flexible setback requirements,
adaptive re-use, inclusionary zoning and other incentives to priority affordable housing
projects for production and preservation.
•
Implement expedited permit processing for priority affordable housing production.
•
Encourage municipal and county Industrial Development Authorities (IDAs) to allocate
surplus revenues for locally identified affordable housing and revitalization priorities and
uses by agreement with local governing bodies. Encourage annual reporting by IDAs to
local governing bodies on the investment and volume of surplus revenues.
•
Monitor and update building codes to provide for cost effective construction and quality
manufactured housing development.
•
Continue to inventory surplus local and county land and improvements for their use in
affordable housing production. Execute land banking where prudent and feasible pursuant
to local objectives.
Actions planned to reduce lead-based paint hazards
Maricopa County was awarded a $1.8 million grant in 2019 to perform Lead Hazard Reduction and
Healthy Homes work in pre-1978 homes with children under 6. Maricopa County will be focused
on reducing lead-based paint hazards in 2020. Actions planned, in addition to undertaking the
implementation of the lead hazard reduction grant, include:
Participation as a member on the Arizona Lead Poisoning Prevention Coalition, a state-wide
group of governmental, Medicaid/Health Plans, healthcare, community services, education,
and more with a common goal of reducing lead poisoning among children.
Strengthening partnerships with the Maricopa County Department of Public Health, local
non-profits, and local governmental organizations aimed at reducing lead-based paint
hazards.
In addition, the Maricopa HOME Consortium will continue to comply with all lead-based paint
(LBP) requirements imposed by HUD and will continue to direct resources to eliminate lead-based
paint in its housing. Pursuant to CFR 36.900, Consortium members will continue to address,
monitor, evaluate and reduce lead-based paint hazards throughout the community through their
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housing improvement programs, emergency rehabilitation grant programs, and rental rehabilitation
programs. Consortium members will approach all pre-1978 units participating in its Rehabilitation
Programs with a presumption of lead-paint hazards. As applicable, members will contract with
Environmental Protection Agency (EPA) certified lead paint firms for assessment and abatement
activities in the rehabilitation programs.
Lead-based paint requirements for rehabilitation programs using CDBG and HOME funds fall into
three categories based on the amount of rehabilitation assistance committed. Consortium members
will follow the procedures articulated below. Consortium members will also follow the three
procedures as articulated in the Consolidated Plan Lead Based Paint Hazards section SP-65.
In order to reduce the number of housing units containing lead-based paint hazards, housing
programs require that rental units receiving tenant based rental assistance are required to meet
minimum quality standards. For units built prior to 1978, to be occupied by a family with a child
under six years old, all chipped and peeling paint will be removed prior to assisted occupancy.
Rental units constructed before 1978 and rehabilitated with CDBG or HOME assistance are tested
and all lead paint abated as part of the rehabilitation contract. All homes constructed before 1978
and rehabilitated with CDBG or HOME assistance will comply with HUD LBP requirements. This
activity will increase the inventory of lead-safe housing available to extremely low-income, low-
income, and moderate-income families in Maricopa County.
Actions planned to reduce the number of poverty-level families
The Maricopa County Human Services Department provides a wide array of programs and
supportive services to enhance economic, educational, and social opportunities and encourage
individual and family self-sufficiency including:
Affordable housing programs that serve homeless and justice-involved families;
Minority Business Enterprise/Women’s Business Enterprise and Section 3 opportunities in
procurement;
Family Self-Sufficiency Programs for assisted housing residents;
Support services to TANF families;
Community Action Programs; and
Head Start Programs.
In addition, the Department continues to operate two comprehensive One-Stop Career Centers
called Arizona @ Work: Maricopa County. Services offered include:
Skill and aptitude assessment
Career counseling
Resume instruction and review
Labor market and occupational demand information
Supportive services (personal, family and emergency).
Supplemental financial assistance for select local training/education programs
State-of-the art computer labs and office equipment
Job search and job readiness workshops (assessments, resumes, basic computer, job
searching, interviewing and Job Clubs).
Assist job seekers in loading their resume on the state’s online job board,
azjobconnection.gov, to improve search-ability by employers, job developers and Arizona @
Work’s Business Services team; and improve job leads/employment connections.
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Arizona @ Work: Maricopa County started a program called Smart Justice which involves criminal
justice partners that are individually and collaboratively promoting evidence-based practices to
reduce recidivism and to promote long-term public safety and cost effectiveness. Smart Justice
addresses the most important criminal justice priorities, such as long-term public safety, reducing
recidivism, and preventing victimization.
In addition to the two One-Stop Centers, Arizona @ Work: Maricopa County operates four youth
hubs where services are offered to youth between the ages of 16-24 to help them further their
education and employment goals. Arizona @ Work: Maricopa County is also conducting several
pilot programs with services targeted at specific populations including Veterans, individuals dealing
with homelessness, and those with criminal justice challenges.
Actions planned to develop institutional structure
Maricopa County continues to take a systems approach to researching and building upon existing
partnerships, and with respect to specific gaps in institutional structure will work to create new
partnerships with public, private, non-profit, and philanthropic organizations.
Homelessness Initiatives
Participate in a partnership called Hand in Hand to reduce recidivism, and connect people
experiencing homelessness, and are justice engaged, to appropriate housing and supportive
services created from representatives of the Maricopa County Human Services Department,
Maricopa County Correctional Health Services (CHS), Housing Authority of Maricopa
County (HAMC), and Mercy Maricopa Integrated Care (MMIC). The partnership's mission is
to work hand in hand with supportive services, housing providers, physical and mental
health services, jails, and policy makers to serve justice-involved homeless individuals and
families by connecting them with necessary supports and housing.
Work with the Continuum of Care to foster a coordinated entry system for homeless service
programs.
Participate in existing groups and committees such as ESG Subcommittee, Maricopa
Regional Continuum of Care Board, and Maricopa Regional Continuum of Care Ending
Chronic Homelessness Workgroup, Coordinated Entry Subcommittee, and Ending Veteran
Homelessness Subcommittee.
Utilizing CDBG Public Service allocation to fund a Workforce Development Coordinator
position with a sole focus on helping people experiencing homelessness secure
employment. The position will help individuals participating in any of MCHSD’s housing
programs obtain training and employment in order to become self-sufficient.
Provide up to $100,000 in Maricopa County general funds for homeless service providers to
develop Diversion programs in order to assist people experiencing a housing crisis and/or
seeking shelter to identify immediate alternate housing that is safe and appropriate through
crisis intervention.
Collaboration and Partnership
Engage in landlord outreach to local private affordable housing providers during the
implementation of the County’s Tenant Based Rental Assistance program in an effort to assist
individuals experiencing homelessness and are justice engaged with finding safe and
affordable homes.
Work to further strengthen linkages between services provided under the umbrella of the
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Maricopa County Human Services Department. The Divisions of Early Education and Head
Start, Community Services, Senior and Adult Services, and Workforce Development work
closely with the Housing and Community Development Division. The combined efforts
strengthen all divisions and result in a continuum of care encompassing homelessness
prevention, rent and utility assistance, help finding employment and/or obtaining training,
stable housing, links to homeownership opportunities, and tools for long term financial
stability.
Leverage non-federal funding for Home Improvement/Rehabilitation Programs to assist the
communities and families in the Urban County.
Regional Coordination
Continue to serve as the administrator for the Urban County CDBG and as the Lead Agency
for the Maricopa HOME Consortium. Continue to meet monthly in order to benefit from
collective information sharing and training.
Participation as a member on the Arizona Lead Poisoning Prevention Coalition.
Increase linkages between other Maricopa County departments including Correctional
Health Services and Public Health, and strengthen contact with Real Estate to assist with data
capture.
Actions planned to enhance coordination between public and private housing and social
service agencies
Coordination between public and private agencies allows affordable housing and social service
agencies and programs to work effectively. Maricopa County benefits from strong partnerships
forged with the Regional Continuum of Care, Housing Authority of Maricopa County (HAMC),
local cities/towns and Public Housing Authorities, local non-profit organizations, participation as a
member on the Arizona Lead Poisoning Prevention Coalition, and participation on the Arizona
Partnership for Healthy Communities.
Members of the HOME Consortium regularly coordinate with private industry, businesses, private
housing developers, non-profit housing providers, and social service agencies through their
affordable housing and community development efforts. Members also work closely with the real
estate, construction and finance industries to implement other ongoing HOME and CDBG
supported housing rehabilitation and production activities. Maricopa HOME Consortium members
competitively award HOME and CDBG funding as applicable to local and federal laws. As a result,
much of Maricopa HOME Consortium's HOME funds throughout the county are competitively
awarded to non-profit organizations for activities including single-family housing new construction,
down payment assistance, owner occupied housing rehabilitation, or new construction of multi-
family housing. In some cases, the Maricopa County subrecipients and CHDOs also coordinate
with social service agencies to provide activities such as homeownership counseling, career
development, youth enrichment and achievement, day care centers, and “Starter Boxes” with
essentials for previously homeless tenants to be provided at move-in. Additional coordination
activities by members with social service agencies are discussed at length throughout the 2020-25
Consolidated Plan.
Discussion
Please refer to the Appendix to review additional Consortium member contributions to this section.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
It is anticipated that the Urban County will not have CDBG program income this fiscal year and
there is not program income received in the preceding program year. Refer to each Consortium
member’s Annual Action Plan for expected CDBG program income.
Please see Appendix for AP-90 Supplementary Information regarding CDBG, HOME, Affordable
Homeownership Limits, Resale/Recapture, HOME Program Income, and additional information.
Other CDBG Requirements:
Specify the years covered that include this Annual Action Plan:
2018, 2019, 2020
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
0
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
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:
0
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.
100.00%
2018, 2019, 2020
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in
Section 92.205 is as follows:
Maricopa HOME Consortium does not use any other form of investment not described in
§92.205(b).
2. A description of the guidelines that will be used for resale or recapture of HOME funds when
used for homebuyer activities as required in 92.254, is as follows:
Please refer to the Appendix to review Maricopa County Supplemental Information and additional
Consortium member contributions to this section.
Recapture:
Under most circumstances, Maricopa HOME Consortium members use the Recapture Provision for
homeownership projects undertaken by the entities themselves or subrecipients (except as noted
below under Resale). These provisions are imposed for the duration of the period of affordability on
all HOME-assisted homebuyer projects through a written agreement with the homebuyer, and
enforced via deed restrictions. The recapture provisions are triggered by any transfer of title, either
voluntary or involuntary, during the established HOME period of affordability.
The amount of homebuyer assistance, which determines the length of the affordability period, is
secured with a Deed of Trust and Promissory Note between the low-income owner and the
beneficiary (the Consortium member, subrecipient, or CHDO). The amount of homebuyer
assistance/recaptured funds includes:
Any HOME funds provided to the buyer at the time of purchase (down payment, closing
cost or housing rehabilitation) to assist with the purchase, whether provided directly by the
program administrator or by the developer using funds provided by the program; and
Any reduction in the purchase price from fair market value to an affordable purchase price.
If there is no direct homebuyer assistance and a development subsidy is provided, then the resale
method outlined below must be used.
Resale:
Under most circumstances, the recapture provisions outlined above will be used in HOME
homebuyer activities. However, resale restrictions may be used under the following
circumstances:
When HOME Program funds are used only as a development subsidy for the construction
or renovation of homeownership housing, and no homebuyer assistance is provided, and
When a land trust owns the property. In the case of a land trust, the HOME resale
restrictions will be enforced through the Land Use Restrictive Agreement (LURA).
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Resale restrictions will ensure that housing assisted with HOME funds is made available for resale
only to HOME program eligible low-income households that will use the property as their principal
residence. A Memorandum of Ground Lease and Right of First Refusal are recorded. A
“Performance” Deed of Trust is also recorded with the developer as the beneficiary; this ensures the
developer is notified in the event the owner of the improvements attempts to refinance or transfer
the property.
HOME regulations 24 CFR 92.254 (a)(5)(i)(A) allows for the restriction to be extinguished by a third-
party lender in the event of foreclosure, transfer in lieu of foreclosure or assignment of an FHA
mortgage in order to clear title. The County permits CHDOs and Consortium Members to use rights
of first refusal or other means to intervene and preserve the affordability of the unit.
3. A description of the guidelines for resale or recapture that ensures the affordability of units
acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Recapture:
The affordability period specified in the note and deed of trust (DOT) is the minimum period for
the project as specified in 24 CFR 92.254 (a), sections (4) and (5). The affordability period is
determined by the amount of HOME assistance. The amount subject to Recapture: In all but the
cities of Glendale and Avondale, if the housing does not continue to be the principal residence
of the assisted household, whether voluntary or involuntary, due to sale, foreclosure, or any
other event, the note and DOT will require repayment of the full amount of HOME funds
subject to recapture at the time the event occurred. The lien covers the full amount to be
recaptured. The Recapture mechanisms used to secure the affordability of the HOME assisted
unit are recorded in accordance with state law. The exceptions, the Cities of Glendale and
Avondale permit the amount subject to recapture to be reduced based on a pro rata reduction
during the affordability period. In all cases, the amount to be repaid is the subsidy provided
directly to or on behalf of the homebuyer for closing costs and is limited to the net proceeds of
the sale, which is defined as the sales price minus the first lien and seller paid closing costs and
includes only the following items to the extent actually incurred: brokers commission,
reasonable attorney fees, and any transfer tax or recording fee payable by the seller.
Resale:
The affordability period is determined by the total investment of HOME funds in the unit,
regardless of whether or not the funds are reflected in buyer financing. If the assisted property is
sold while under the resale restrictions, the home must be sold to a HOME eligible buyer
approved by either the County, Consortium Member, or CHDO. The price at resale must
provide the original HOME-assisted homebuyer a fair return on the investment and be
affordable to a reasonable range of low-income buyers. Therefore, sales price during
affordability can occur at market value with the following limitations.
Fair return on investment: is defined as the purchase price, plus 25% of the increase in value at
the time of resale based on the valuation performed by a duly licensed appraiser. The appraisal
will be the objective standard used at the time of the original purchase and at resale. Any
capital improvements will be determined by the assessed value of the appraisal at the time of
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resale. The price shall not exceed a price that results in net proceeds (after first lien and sales
costs) to the seller that exceeds: the reimbursement of the original owner's investment including
down payment and closing costs made at the time of initial purchase, if any; the value of capital
improvements to the property as determined by an appraisal, if any; the principal amortized on
the first lien during the period of ownership.
Affordable to a range of low-income buyers: The housing must remain affordable to the
subsequent purchaser during the HOME period of affordability. The housing will be considered
affordable if the subsequent purchaser's monthly payment of principal, interest, taxes and
insurance do not exceed 30% of the gross income of a qualified low-income family with an
income less than 80% of area median income for the area. If the property is no longer
affordable to qualified homebuyers at the time of resale, the County, Consortium Member, or
CHDO may take steps to bring the property acquisition cost to a level that is affordable by
layering HOME subsidy in the form of down payment assistance and extending the affordability
period. This may result in the actual sales price being different to the seller than to the
subsequent homebuyer. Upon the resale of the home, the property must pass local building
codes for existing housing. Newtown CDC, the only HOME Consortium subrecipient using
resale restrictions, will bring the property up to the minimum standards before reselling the
property to a low-income household.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines
required that will be used under 24 CFR 92.206(b), are as follows:
The Consortium does not permit the use of HOME funds to refinance existing debt.
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Emergency Solutions Grant (ESG)
1. Include written standards for providing ESG assistance (may include as attachment)
Maricopa County has adopted performance standards for evaluating ESG that are in line with
the Maricopa Regional Continuum of Care. Please see Appendix for performance standards for
Shelter Operations and Rapid Re-Housing activities.
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 Continuum of Care (CoC) has an established Coordinated Entry System (CES) that meets
HUD requirements. The importance of having a CES, common assessment procedures and
effective methods for matching individuals or families with the most appropriate resources has
gained acceptance in recent years as a best practice for communities across the nation. A
coordinated entry process makes it more likely that families and individuals will be served by
the right intervention more quickly. In a coordinated system, each system entry point uses the
same assessment tool and makes decisions on which programs families and individuals are
referred to based on a comprehensive understanding of each program’s specific requirements,
target population, and available beds and services.
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 Maricopa County Human Services Department follows Maricopa County policy on grant
award and management. Provider agencies for ESG are currently selected through an open and
competitive Notice of Funding Availability (NOFA) process to provide rapid re-housing for
persons experiencing homelessness and/or temporary shelter operations. Maricopa County is in
a process of continuous consultation with the Maricopa Regional Continuum of Care (CoC),
and the process for making Subrecipient awards will be established in collaboration with the
CoC. A joint NOFA with a three-year option to renew was issued for PY2020 with ESG and
CDBG Public Services funding.
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.
Maricopa County Human Services Department is committed to consulting with homeless or
formerly homeless through its consultation with the Maricopa Regional Continuum of Care
which has at least one formerly homeless individual as a board representative. Subrecipients
who receive ESG funding to operate emergency shelters and rapid re-housing programs have
been surveyed and consulted about services and programs that receive ESG funding. Maricopa
County also participates in a robust partnership that is working to end homelessness by starting
at the Human Services Campus in Phoenix. The County has consulted with other members of
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the partnership that represent emergency shelters or other homeless services. The County also
plans to utilize the Homeless Program Manager position at MCHSD to assist in reaching out
and consulting with formerly homeless individuals.
Maricopa County Human Services Department does not currently have homeless or formerly
homeless persons on the Community Development Advisory Committee nor does the Maricopa
County Board of Supervisors, which is the final approval authority for Maricopa County. A
representative from a district is called a Supervisor. Currently, Maricopa County has five (5)
districts and five (5) Supervisors. Together, the five (5) district representatives, or Supervisors,
form the Board of Supervisors.
5. Describe performance standards for evaluating ESG.
Please see Appendix for performance standards for Shelter Operations and Rapid Re-Housing
activities.
Appendices
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APPENDICES
Public Input Data
Maricopa County 8/27/19
Presentation
Comment: Just to be clear you have taken Phoenix and Mesa out of these numbers.
Presenter: I am saying Maricopa County, but anything that says Maricopa County Home
Consortium takes out Mesa and Phoenix. There are a couple numbers as we go back where it is
countywide, like the homeless numbers were countywide and then some of the economic was
countywide.
Comment: Explain what the Consortium is and what the County is.
Presenter: The County is in a Home Consortium which means these cities that are listed under the
Home Consortium, their HOIME funds are controlled by the County and these cities participate in
this plan with the County. The whole of this plan also includes Maricopa Urban County which
includes these unincorporated areas. So, most of this data that we are looking at includes
everything except Phoenix and Mesa because they receive their own HUD funds. Is that clear to
you?
Comment: Yes.
Presentation
Comment: I noticed that that big green area is the Salt River Pima Maricopa Indian Reservation. Is
the Reservation included in all of the data we have seen so far as well?
Presenter: Yes.
Presentation
Comment: Less reported.
Presenter: It is not that it is less reported, it is just not as prominent in the community, 1 to 2
percent of households will have those issues, cost burdens are more common.
Presentation
Comment: So, I work for Care First Health Plan which is one of the access programs and my
department basically contracts social service agencies that address the social determinates of health.
Housing is huge. Homelessness, education, employment and all of those that contribute to a
person’s wellbeing. Our health plan has a housing specialist that does primarily with the homeless
population. Specifically, around the campus area and for us having about 380,000 members, we
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have a very high amount of homelessness, homeless members. That is homeless in shelters, that is
homeless on the street, and that is homeless couch surfing and all of those other definitions that fall
under that. That is the biggest problem right now that we are seeing is affordable housing and
homelessness. I go to multiple west valley meetings, resource center meetings, and everybody is
talking about the same thing. How do we help the homeless numbers come down; what are we
doing about affordable housing because there is not literally, and I use myself as an example. My
mortgage is $1,300, my son’s 500 square foot studio is $1,139. So that was his option and he
chooses to do that and to live there, but for the problem person that is not making 50, 60, 70,000
dollars plus, for those people that are earning minimum wage and having to work 2 or 3 jobs at a
time, what do they do? Aside from multiple families living together and having latchkey kids
because mom has to go to work so there are so many different factors involved that you can’t just
address the homelessness or the housing without looking at the rest of the problems. Really when I
worked at Sunnyslope for several years, a majority of my clients were homeless, and they chose to
be homeless. So, there is that factor as well. You chose to stay on the streets, and you chose to be
without shelter, without a home, resources are there, and they don’t want to take advantage of that.
I would like to see kind of like human resource center on the westside of town. I heard they are
starting around October I believe, but I think we need a little bit more than that because it is a 20-
mile hike down to the campus to try to get an ID. You can’t work unless you have an ID. Where
are you going to eat at, where are you going to take a shower so you can go to the interview. So,
there are multiple facets involved and right now it is ridiculous that the housing costs and there is
no affordable housing for anybody.
Presenter: Thank you.
Comment: One of the changes we made at the county in the last year is all of the money, all of our
Community Development Block Grant money that we can possibly spend on homelessness,
because HUD limits how much you can spend on contrition activities verse public services, we
have put all of that money into that. Do we are funding that and I am excited about that, but I think
we are definitely seeing, and she can speak to that, but we are seeing homelessness in these
suburban areas grow at a really really high rate.
Comment: Burger King is experiencing homelessness.
Comment: I know El Mirage has a problem and it seems like it is a really growing problem and
especially out here.
Comment: El Mirage is working with Sunrise in the health program. We are one of the partners and
there is four communities that are working together and working with Sunrise as a good we are
trying to work together.
Comment: Understanding isn’t going to end it, but at least it will get folks engaged and connected
to services, but definitely affordable housing I think is at the top of the list.
Comment: It is and it is really sad though because you what we call the working poor and it
doesn’t matter how many hours that they put in, if there is multiple mouths to feed at home that
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$900 or $1,000 rent it is going to take two or three jobs to cover. They go all the time away from
your household and taking care of your children. It is just a snowball effect.
Comment: Can we go back to that slide that had the rates of new construction for single family and
rental units. I thought that was really interesting. It is not nearly, and this county has grown so fast
and to see that we are not even at 2004 levels. That is really telling.
Comment: How was Mesa selected in the distribution of funds. They get their own.
Comment: They are a large enough community and high enough rates of poverty that they receive
their own allocations of these funds. I definitely would have expected that, but I thought we would
have been higher at this point now.
Comment: There is so much commercial construction that has taken it away.
Presenter: This is a similar trend that I have seen in other communities in the country is that I
haven’t seen very many of any communities that have recovered their housing production since the
recession.
Comment: We lost a lot of contractors and building costs are so high now it is hard to build a
$200,000 home. It is hard to. Looking for something affordable and that is 150 to 200,000 dollars
and it costs so much to build now that many builders are not able to cover costs.
Presenter: I think part of this piece of the puzzle that exacerbates the problem is that the housing
stock in the county is so much newer. A lot of the times older housing can because that affordable
housing stock. It can sell for cheaper and you can rehabilitate it and it can be that affordable
housing stock, but there is not a lot of older units in the county.
Comment: Also 10 years of just different group of kids are now adults who are willing to live in
(Not Discernable).
Presenter: Any other comments or questions?
Presentation
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Presentation
Comment: Not a bad thing in a way.
Presentation
Comment: What is the seasonal, recreational, occasional?
Presenter: You have something you rent out for vacation use and things like that. It might not be
occupied year-round, but it is available at some point during the year for rentals or recreation or
vacation and things like that.
Presentation
Comment: Fountain Hills.
Comment: Yes.
Comment: Phoenix and then Gilbert or that is Mesa. Are you saying the red is Mesa?
Presenter: This white area is Mesa.
Comment: Oh….
Presenter: Because it is not a part of the study. This white area is Phoenix.
Comment: So, south of Mesa is what like Gilbert?
Comment: Chandler.
Comment: Chandler/Gilbert.
Comment: So, I am thinking that that one up there must have Fountain Hills.
Comment: It is huge.
Presenter: Is this what we are talking about?
Comment: Yes.
Presenter: That is one Census tract.
Comment: I think that this town Fountain Hill, which is very senior area, but its dos have all those
mountains.
Comment: Is Paradise Valley considered part of Phoenix?
Comment: Yes.
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Comment: Well, no because they wanted to be a part of the urban county at one point.
(Crosstalk)
Comment: This is Paradise Valley.
(Crosstalk)
Comment: This is the Phoenix Country Club, because it is own and not a part of the City of
Phoenix.
Comment: No, serious?
Comment: Is this right here Grand?
(Crosstalk)
Presenter: This is just rents period.
(Crosstalk)
Map Discussion
Presentation
Comment: I would like to know what is causing that.
Map Discussion
Comment: If that is Tolleson, for 45-52 percent have housing problems.
Presenter: Most likely the majority of them would have cost burdens.
Comment: That doesn’t surprise me.
Presentation
Comment: For me I would like to go back and see the Tolleson piece, but I know it is just not
about Tolleson. I think a lot of the story is countywide, but Tolleson has some things about this
community that are maybe a little different. It is a smaller town and it is multigenerational, but
people are having a hard time staying here, finding homes. The one trend that is very different
about Tolleson is there is some newer housing, but there is a lot of older housing. So pre 70s
housings. Maybe not old for the east coast but old for here. I am working with folks with homes
from the 1920s to the 1960s and trying to do repairs and that is a challenge. Definitely talking to
other folks who work in other areas of the city, renters are having a really hard time and families
are having a really hard time finding affordable homes. If you are trying to buy it is definitely going
out to qualify which is not what we…anyway but…I don’t work with those who are experiencing
homelessness, but I know a few folks who are living in their vehicles in the summer here which is
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crazy. The office and to help house folks at a local hotel in certain situations. I feel like there is a
good and definitely a good reflection. I just don’t think I am speak for everybody.
Comment: We are also going to take her comments from earlier about the senior population.
Services and house burdens.
Comment: I think there is just not enough senior housing in this community. What is so great about
Tolleson is we have a lot of centralized services. So, we have a great senior center and meals for
folks, and we help with utilities though other programs and stuff. The City puts up a lot of funds to
help folks with additional services and there is transportation for folks that live here, but it is very
difficult for people and the seniors who don’t own their homes and to find affordable rentals or
places where they can have other services that they really need. Some wrap around services would
be helpful as they get older. I know folks in the home repair programs that we run that are dealing
with a lot of elderly that are disabled and we are trying to provide some in-home modifications so
that they can stay in their home and be safe. That is challenge. Some of them have houses that you
really can’t modify as much as they would like to be able to modify them. It is not structural
feasible. I know that the Director of the Senior Center is going to be sending in the survey. I just
spoke with him a little while ago to do that. He has worked here for four years and goes out to folks
with Meals on Wheels and be able to talk a lot more about the needs of folks in the community.
One of the more important feedback we could get as far at the people he talks too in the area. I
would love to have access to this if that is possible.
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Presentation
Comment: At our table we are wondering why Phoenix and Mesa are pulled out of some things,
but in other things. We don’t understand that.
Presenter: So anytime that data allows us to pull that out we take that out, because this plan and
those funds will not go into Phoenix and Mesa. The economic data that I just showed you is only
available at the county level so we can’t pull out Phoenix and Mesa because the way that the data
is collected is only at the county level.
Comment: Phoenix and Mesa do their own plans. So all the rest of the cities that are under the lead
agency in Maricopa County we have to work together to put ours in and then each year we will put
out individual plans for our community, but Phoenix and Mesa receive their funds independently
so they do this on their own.
Comment: Thank you.
Comment: You said all together do you break it down for city or town?
Presenter: It depends on how the Point-In-Time count was completed. We can probably break that
down by each city.
Comment: Every city has a Point-In-Time count. That is actually people out there and it is just used
in every report. So those that participated.
Comment: I was just wondering how many homeless people there are in Gilbert.
Comment: So, in Gilbert two years ago it was four and last year it was two. We do know that that is
a one day count though and you go out at 5 in the morning and you finish by noon. We there is a
lot more transitional that move back and forth. We know that there is probably chronically
homeless at this rate that is closer to 10, but we only we able to count 2 that morning. We have a
lot more that qualify through the school system that are doubling up, but that is not the definition of
the homeless for the count. I can talk to you a little bit more later.
Presentation
(Map Explanation)
Comment: So, related to the seniors then where is Sun City in relation. Is that the purple area on
the very top?
Comment: That line is heading out that way. That is Grant Avenue and that is Sun City out there
when you are up in the green.
Comment: Can you go to the previous one.
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Presentation
Comment: What areas are those?
Presenter: With the highest rates?
Comment: Yes.
Comment: Would you like to give some context here?
(Map Explanation)
Comment: Is this available to see online?
Comment: We haven’t posted it online, but people who came to our meetings the previous two
nights and not as nearly as many we sent it out to them as well. It is hard to really take all of this in
at once. We would be happy to send it out tomorrow.
Comment: Thank you.
Comment: (Not Discernable)
Presentation
Comment: It is hard to tell from the colors if there are any duplexes or triplexes.
Comment: They are very small.
Presenter: There are these little slivers in between like a little white line and a little purple line. The
production of those is meniscal compared to the rest.
Presentation
Comment: There is a lot of media right now about Air B&B and BRBO and some of those others. Is
that considered for seasonal recreational/occasional?
Presenter: Yes, anything like that would be considered under that.
Comment: So, there is a huge amount of change in that.
Presenter: We see 13 percentage point increase over seven years. So, the 2017 ACS data is a
rolling average so when the 2020 Census comes out you may even see that number being higher
than what it is showing here.
Comment: That number is also for people who have second homes here.
Comment: Right.
Comment: That is quite a number as well.
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Presentation
Comment: Large purple at the top and this map is by Census tract and that is Fountain Hills. That is
one tract. It is just a very large tract.
Presentation
Comment: Do you include and when you say the rents, does that include seasonal rents? They are
much higher than.
Presenter: The rent data that is pulled is from the Census data. It depends on when that would be
taken. So, it is just a snapshot of what is happening currently. So that was a question that I can get
back to you about.
Presentation
Comment: Are those cost burdens broken down by age by chance.
Presenter: I don’t think that they are broken down by age category, but we do have them by
income level and by race.
Comment: (Not Discernible) in our neighborhood and there are people on a wait list for five years
and they are not being able due to the scale of veterans here. I had a lady that was a Vietnam Vet
had cancer and she raised her amount that she received monthly and they gave her a 30 day notice
to move out because she wasn’t because she wasn’t prepared and she just went over the amount
and they were going to keep her off. (Not Discernible) because there isn’t housing available for
people who are in that category. So, they are going to go and live with family members they are
having to find places where they can live their life. So, it is a problem (Not Discernable) That is a
problem for us with senior housing that is affordable for multi persons and not just that and I am
not seeing that in Gilbert.
Comment: Lack of affordable housing options are pervasive. I mean throughout not only Maricopa
County but Mesa, Phoenix, our state, the nation does especially for people who are in some of the
deeper levels of poverty like you said people with a trauma or a disability and can no longer
sustain. I think absolutely is a number one priority.
Comment: What I would love to see in my community is there is homeless and these homeless is
just not and these people are not just and these people are and they are people who have drug
problems and addition to that they are just homeless and I see that quite often. They are living in
our community. There needs to be some type of service that can get them into a place where they
get jobs and are able to live and contribute to society rather than living in the parks or the streets.
They are killing people and they pull out a knife. I have seen that with one woman, and she lived.
Comment: The problem is that families are overlooked all of the time. So, it is not a representative
sample of how many people are homeless in our community. In effect I just got a call yesterday
from one of the homeless liaisons in Gilbert where there is a family of two kids sleeping in a car.
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We only have enough emergency shelters, we don’t have enough transitional shelter, there is no
place to put everybody.
Comment: We have an overabundance of builders building.
Comment: But not in an affordable way.
Comment: That is what I am saying. That is a start finding out how we can do something about
that.
Comment: Building apartments because people are moving there, and I know the housing thing
and a lot of people don’t want to buy because of what happened to their parents 10 years ago. So,
they are out of the market and they are renting, and they are paying an astronomical amount of
money for rents. These builders that come here and build maybe there are some standard that we
have to meet in our city to be able to house everybody’s needs instead of just one. It is because
they are making money on those people that are moving here and those people are eventually
going to buy houses. If there was a way that they measure that and make it standardized or
something.
Comment: In regard to condos verses apartments. They are totally two different people who buy a
condo and an apartment regarding of what you do that to lessen the burden as they age, and they
are getting loans so that they are able to buy condos. Gilbert is not seeing that trend. They are
seeing apartments because that is where they make their money. So, a condo is affordable housing
they can get into and to buy a house because they will never buy a house in Gilbert when they
first. It is very typical for a first-time buyer to buy in Gilbert. So that is what I am seeing, and Oak
Property in Gilbert and they can make a deal with a developer that they can develop their condos
and they have the ability to sell those condos to people that can afford. They are (Not Discernable).
Comment: So, I was in the business one time and decades ago we explored. It was before the
Department of Housing, it was the Department of Commerce I believe, but we floated the idea of
laws that would require developers to set aside a certain percentage of units for lower income. So
just trying for renters. It does two things. It starts to build your capacity for affordable housing and
also integrates lower income families with higher income families that then sort of set higher norms
and that kind of support. In the years past Arizona housing market wasn’t as inflated as it is today.
The numbers are in pencil. I get the performance and I get that it has to be a profit. I can’t help but
wonder as we are seeing the cost of rental units escalate when do we get to that point when we can
do some of that creative thinking and kind of social responsibility. I put that out there.
Presenter: Thank you.
Comment: Along with what you were saying there are several low-income apartments in this
community, and I have helped people find these locations, but after a year the rent keeps going up
and each year it goes up again. People end back up at square one. So, rental cap on that or I don’t
know if something like that can be done? At least in a certain amount of time. One year really is not
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enough time for people to get back on their feet, but I feel like two years is a pretty good amount of
time before they get a rental raise or something. So…
Comment: Another thing that we are seeing is a lot of landlords now are putting in and they will
not cover any maintenance at all unless it is fire or flood. So, you are looking at low-income people
who are below the poverty line and barely making it and paying over 30 percent of their income
and something breaks down like the kitchen or bathroom and none of the landlords will fix it.
Comment: So, somebody is not doing their job, because they have to. Those people have to be
held to the standards, because if people don’t have bathrooms that is a problem.
Comment: We have private landlords in our community that are writing it into the leases and then
the people are taking the leases and signing them.
Comment: They should not be signing them.
Comment: But if you are low-income and you are desperate for a place to rent that is why it is
happening.
Comment: They are getting taken advantage of.
Comment: It is true.
Comment: Predatory renting.
Comment: I would like to be on that committee.
Comment: The population that I serve is the seriously mentally ill and particularly the ones that
cannot advocate for themselves and they are incapacitated, and they do not have a family member
that can advocate, but I do help a lot of families as well. So, what we are seeing is high eviction
rates for this population, because they are not getting the adequate support. They may act out
because of symptoms of their mental illness and the landlord is like that is our ticket to get them out
of here. Also, the continuum of care for this population is really a triage. It treat, street, repeat. We
need more flexible housing options and some long term options where and it is much more
affordable to have like say a group home with four or five individuals there with a staff member
there verses trying to put everybody in an apartment which the rates are going through the roof and
we can’t really do that. So, we need to look at this maybe a smaller population, but if you look
around in every city this is the population, we are seeing very visible on the streets. Also, what I
have learned and what I have heard in working with Access and we are working on this issue right
now is that there are housing vouchers and I don’t know if this is true, but there is not capacity.
Again, landlords with our prosperity and increase in income they are redoing their apartments and
they want high they want to make money. Everybody wants to make money. So, there is just a lot
of a lot against this population and I think that they get overlooked a lot, yet they are the ones that
our county is spending money whether it is jails or booking or police or tragedy. The families are
living in crisis and they cannot take care of them anymore in their home. It is too difficult. There is
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loose of income there with those families. So again, smaller population but they are using up huge
amount of our resources because we are not prioritizing and focusing on them.
Comment: I don’t see why the funds can’t be aligned to rehab houses that are dilapidated where it
is not an emergency or whether it is not the air conditioner or an emergency repair where they
actually have funds to rehab. According to her they had a like a lean type thing in order to receive
funds. To me you are not serving anybody if all you are doing is fixing the air conditioning or the
plumbing when the whole house is dilapidated and sooner or later it will be in bad condition. That
is one of the things and in addition to that we have a drainage problem. They are going to be taking
care of and every year they ask, or I ask, and the drainage problems are not being taken care of. My
Spanish speaking neighbor is so concerned with all the mosquitoes constantly and it is a health and
safety problem. Lots of things can happen when you don’t and so it is kind of unfortunate.
Comment: Is only set to rehabilitate houses or (Not Discernible)
Presenter: The types of funding could be used for that, but it depends on how the county prioritizes
their funding. There is only so much, and it only goes so far. So, part of this process is deciding
what properties the county is going to set for this. I appreciate the comments and the input in this
process.
Comment: When I look at this and a problem that we see everyday is I look at the kids that are
impacted by all of this. The stresses that happen in family where they can’t afford the bills and
maybe they are not getting as much at work. Is if we could find a place for the kids are safe and
being taking care of then the parents and maybe fed then the parents are able to deal with a little
bit more or if it having to pick up a second job to pay the bills or having to worry about the kids.
That is a part of all of this, and it also teaches the kids a work ethic so hopefully they do not end up
in that cycle.
Comment: The Boys and Girls Clubs do they and I know there one in the community maybe they
need more (Not Discernable)
Comment: we are constantly getting phone calls about it, but facilities in communities for
affordable after school and non-school funded care and it is the parents are coming in and asking
for more and more financial assistance, because they can’t afford regular daycare programs because
the amount they receive.
Comment: I will say that we are seeing more and more family living in hotels because they just
can’t afford the utility deposit, the security deposit and they are getting charged higher because they
have had evictions. So, we have a whole generation of kids growing up in motels, which is not
stable because they are not making it to school on time and they have no descent place to play and
no other friends in the neighborhood to get involved with.
Comment: Is it easier to get a motel voucher than a housing voucher?
Comment: No, they can pay with their weekly check the weekly rate.
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Comment: So, they are not on vouchers they are just choosing…
Comment: That is their only choice.
(Crosstalk)
Comment: It is way cheaper…
Comment: In some ways.
Comment: Depending on what time of the year and they get busy in the wintertime and the rates
go up, but they are living paycheck to paycheck. They don’t have enough money to get the rent.
Presenter: What do you think that the county is doing well? Are there any programs or efforts that
are already in progress that could be improved?
Comment: We have a new facility that allows people dental care, but it only allows children. The
seniors are not able to go to the dental and receive services. So, the seniors that are living in the
community and I know one, three that just talked to me about this. So, I don’t understand why the
children are receiving the dental care when the people and the elderly and the people who cannot
afford it who are elderly do not receive that care. To me that is not really taking care of the aspects
of the community. I think that program should include seniors. It costs a lot more to go to the
dentist when you are older then when you are younger.
Comment: I think something that the county is well is they collaborate now.
Comment: The County also has a really robust home repair program for low-income houses which
can keep people safely housed in the long run.
Comment: They have been investing in affordable housing.
Comment: They also do a great job. It doesn’t affect homelessness housing so much, it is a support
with the community services, like road improvement or sewer improvements and those kinds of
infrastructure in residents throughout the county that are major.
Presenter: Any other comments or questions?
Presentation
Comment: I work for a non-profit here in Gilbert and we serve the addiction community. So, we
have one house for single moms with kids, but we do have a waiting list and the need is great.
Moms can’t afford to live on their own and this home allows them to keep their kids, but we need
more homes like this. We can’t afford another one at this time.
Comment: (Not Discernable) we really see that families need places to live.
Presenter: Any other comments or questions?
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Comment: I do think that I agree with all of these comments. I see the same thing, but also just with
the seriously mentally ill I think we tend to because of Not In My Backyard we tend to put them in
situations where they, we set them up to fail and there is no hope for them to have a life with
dignity. So, I think we need to look at are we being fair and equitable. We are not setting them up
to succeed and putting these houses and where we put, and they usually get the bottom of the
barrel. So that is all.
Comment: That is what we were talking about over here. We want to help, but we will help you
from here. We don’t want that home in our neighborhood. It is that. (Not Discernable)
Comment: I would suggest that funding be proportionate to attendance at these meetings.
Comment: I thought the presentation was very informative and helpful very succinctly put together.
I appreciate that.
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Survey Responses
Maricopa County
Housing and Community Development Survey
Table 1.2
Providing Decent and Affordable Housing
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following HOUSING activities in your community:
Construction of new affordable for sale housing
106
78
107
152
39
232
714
Construction of new affordable rental housing
134
60
79
173
36
232
714
First-time home-buyer assistance
66
50
135
181
50
232
714
Rental assistance
107
59
97
153
59
239
714
Homeowner housing rehabilitation
90
71
110
129
71
243
714
Rental housing rehabilitation
112
79
95
97
91
240
714
Energy efficient improvements
34
46
135
224
37
238
714
Heating/cooling HVAC replacement or repairs
40
54
128
200
53
239
714
ADA (Americans with Disabilities Act) improvements
58
68
122
127
96
243
714
Housing demolition
146
138
50
37
99
244
714
Mixed Use housing
134
82
82
65
111
240
714
Mixed Income housing
122
74
82
95
96
245
714
Senior-friendly housing
84
70
123
157
44
236
714
Retrofitting existing housing to meet seniors’ needs
68
78
106
158
68
236
714
Preservation of federal subsidized housing
134
62
56
127
95
240
714
Homeownership for racial and ethnic minority
populations
130
59
89
118
81
237
714
Supportive housing for people who are homeless or
disabled
91
77
94
174
40
238
714
Rental housing for very low-income households
124
74
58
174
43
241
714
Transit-oriented housing
140
65
67
116
85
241
714
Other
66
7
8
25
85
523
714
Table 1.3
Providing Decent and Affordable Housing
Maricopa County
Housing and Community Development Survey
Question
Response
Do any of the following act as barriers to the development or
preservation of affordable housing in your community:
Lack of water system
32
Lack of sewer system
22
Lack of other infrastructure
32
Lack of qualified contractors or builders
25
Lack of available land
76
Cost of land or lot
179
Cost of materials
118
Cost of labor
121
Permitting fees
60
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Permitting process
63
Impact fees
50
Construction fees
59
Lot size
42
Density or other zoning requirements
54
Not In My Back Yard (NIMBY) mentality
178
Building codes
26
ADA codes
26
Lack of affordable housing development policies
100
Table 1.4
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following INFRASTRUCTURE activities in your community:
Street and Road improvements
31
106
166
112
12
287
714
Sidewalk improvements
44
149
139
81
12
289
714
Drinking Water system capacity
improvements
45
111
106
80
79
293
714
Drinking Water quality improvements
52
96
121
112
43
290
714
Sewer system improvements
61
118
93
66
83
293
714
Solid waste facility improvements
66
115
100
53
89
291
714
Storm sewer system improvements
59
116
109
70
70
290
714
Flood drainage improvements
55
117
109
82
58
293
714
Bridge improvements
98
127
61
43
93
292
714
Bicycle and walking paths
56
100
116
126
27
289
714
Tree Planting
47
78
126
148
25
290
714
Other
35
5
8
12
57
597
714
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Table 1.5
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following COMMUNITY and PUBLIC FACILITIES activities in your community:
Youth Centers
50
75
126
144
36
283
714
Community Centers
48
91
117
147
28
283
714
Childcare facilities
52
91
92
129
60
290
714
Parks and recreational centers
48
99
126
133
19
289
714
Senior center
56
86
120
124
41
287
714
Healthcare facilities
66
109
116
103
32
288
714
Residential treatment centers
78
99
97
76
75
289
714
Public buildings with improved accessibility
75
112
82
69
83
293
714
Homeless shelters
107
72
64
131
59
281
714
Fire Stations/equipment
65
104
118
71
67
289
714
Facilities for persons living with AIDS
100
85
45
26
171
287
714
Facilities for abused/neglected children
46
67
107
115
90
289
714
Table 1.6
Providing a Suitable Living Environment
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following HUMAN and PUBLIC SERVICES activities in your community:
Homelessness services
77
79
89
140
45
284
714
Youth services
40
58
136
162
33
285
714
Senior services
44
63
128
158
37
284
714
Transportation services
44
63
101
196
27
283
714
Healthcare services
54
96
133
111
35
285
714
Childcare services
57
82
115
115
60
285
714
Fair Housing activities
91
64
86
109
76
288
714
Tenant/Landlord counseling
78
79
97
76
97
287
714
Home-buyer education
51
75
131
105
66
286
714
Crime awareness education
38
94
131
120
42
289
714
Mitigation of lead-based paint hazards
92
121
53
35
126
287
714
Mitigation of radon hazards
88
121
48
33
135
289
714
Mitigation of asbestos hazards
84
129
50
35
129
287
714
Employment services
49
71
124
136
47
287
714
Mental health/chemical dependency services
35
40
119
194
41
285
714
Substance abuse services
43
42
118
172
50
289
714
Services for victims of domestic violence
36
49
122
170
51
286
714
Food banks
62
65
132
126
40
289
714
Other
36
3
3
16
60
596
714
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Table 1.7
Needs of Special Populations
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for SERVICES AND FACILITIES for each of the following special needs populations:
Homeless persons
70
65
71
150
50
308
714
Seniors (65+)
45
63
99
161
40
306
714
Persons with severe mental illness
44
54
87
161
59
309
714
Persons with physical disabilities
41
52
137
119
57
308
714
Persons with developmental
disabilities
40
53
130
126
57
308
714
Persons with substance abuse
addictions
52
50
97
154
52
309
714
Persons with HIV/AIDS
70
80
65
46
141
312
714
Victims of domestic violence
36
48
111
155
59
305
714
Veterans
28
29
120
193
36
308
714
Persons recently released from
jail/prison
67
57
65
97
94
334
714
Pease rate the need for the following HOUSING types for special needs populations:
Emergency Shelter
55
75
88
131
59
306
714
Transitional housing
77
64
78
128
60
307
714
Shelters for youth
52
73
92
123
62
312
714
Senior housing, such as nursing
homes or assisted living facilities
64
78
104
115
47
306
714
Housing designed for persons with
disabilities
40
67
108
124
64
311
714
Permanent supportive housing, such
as subsidized housing that offers
services for persons with mental
disabilities
57
55
88
132
71
311
714
Rental assistance for homeless
households
76
52
65
154
58
309
714
Table 1.8
Enhancing Economic Opportunities
Maricopa County
Housing and Community Development Survey
Question
No Need
Low Need
Medium Need
High Need
Don’t Know
Missing
Total
Pease rate the need for the following BUSINESS and ECONOMIC DEVELOPMENT activities in your community:
Attraction of new businesses
28
50
115
165
25
331
714
Retention of existing businesses
25
52
121
161
24
331
714
Expansion of existing businesses
30
63
121
129
35
336
714
Provision of job training
26
47
106
161
44
330
714
Provision of job re-training, such as
after plant or other closures
51
81
79
109
60
334
714
Foster businesses with higher paying
jobs
26
29
78
216
35
330
714
Enhancement of businesses
infrastructure
31
49
97
136
67
334
714
Provision of working capital for
businesses
39
45
107
98
90
335
714
Provision of technical assistance for
businesses
37
53
106
102
83
333
714
Development of business incubators
35
49
87
99
111
333
714
Development of business parks
48
81
102
84
68
331
714
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Table 1.9
Providing Decent and Affordable
Housing
Maricopa County
Housing and Community Development Survey
Question
Response
If you were in charge of distributing funds,
how would you allocate Federal HUD
resources among the areas below?
Housing
24
Infrastructure
19
Public Facilities
16
Human/Public Services
21
Economic Development
20
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Maricopa HOME Consortium Consolidated Plan Contributions
MARICOPA HOME CONSORTIUM
FY2020-25 CONSOLIDATED PLAN MEMBER DISCUSSION
NEEDS ASSESSMENT
The following document contains individual Maricopa HOME Consortium member
contributions to the Consolidated Plan Needs Assessment.
NA-10 Housing Needs Assessment
Glendale
Housing cost is a significant challenge for both owners and renters in Glendale. The most common
housing problems experienced by renter households in Glendale are (in descending order) housing
cost burden greater than 30% of income; housing cost burden greater than 50% of income; and
households that are overcrowded. For owners, those problems are (in descending order) housing
cost burden greater than 50% of income; housing cost burden greater than 30% of income;
households that are overcrowded.
Peoria
In Peoria, the most common housing problem tends to be housing cost burdens. Some 17.6
percent of households had a cost burden and 11.7 percent had a severe cost burden. Some 25.6
percent of renters were cost burdened, and 21.4 percent were severely cost burdened. Owner-
occupied households without a mortgage had a cost burden rate of 7.8 percent and a severe cost
burden rate of 4.1 percent. Owner occupied households with a mortgage had a cost burden rate of
16.9 percent, and severe cost burden at 9.3 percent.
Scottsdale
In Scottsdale, the most common housing problem tends to be housing cost burdens. More than
15,780 households have a cost burden and 14,200 have a severe cost burden. Some 6,190 renter
households are impacted by cost burdens, and 6,370 are impacted by severe cost burdens. On the
other hand, some 9,590 owner-occupied households have cost burdens, and 7,830 have severe
cost burdens.
NA-25 Disproportionately Greater Need: Housing Cost Burdens
Glendale
As a whole, the City of Glendale had 37.1% of households reporting no/negative income or
housing cost burdens greater than 30%. Black/African American households were
disproportionately affected, with 49.4% of households reporting no/negative income or housing
cost burdens greater than 30%. At 46.9%, American Indian/Alaska Native households were close
to being disproportionately affected.
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NA-30 Disproportionately Greater Need
Glendale
As CPD maps indicate, within large sections of Glendale, on both sides of I-60, between 47.69 and
58.44% of households are paying more than 30% of their income toward housing costs. Further, in
the area south of Bethany Home Road and west of I-60/NW Grand Ave, over 58.44% of
households are paying more than 30% of their income toward housing costs. A review of CPD
maps shows that, in the area bound by West Maryland Ave to the south, West Glendale Ave to the
north, and N 57th and N 59th Avenues, the share of African-American population is between
4.89% and 13.33%.
Scottsdale
In Scottsdale, 25.8 percent of homeowner households have housing problems. Black households
face a disproportionate share of housing problems, at 38.2 percent. Renter households face
housing problems at a rate of 39.0 percent. Black renter households also face a disproportionate
share of housing problems, at 49.1 percent. Overall, 31,868, or 30.3 percent of households, face
housing problems, while 690 black households, or 45.8 percent of black households face housing
problems.
NA-35 Public Housing
Scottsdale
The City of Scottsdale’s Housing Agency (SHA) administers 735 Housing Choice Vouchers (HCV).
The households on the waiting list for vouchers, tend to be in greater need of housing options and
face housing problems, including cost burdens, at a higher rate than the population overall.
NA-40 Homeless Needs Assessment
Glendale
Within Glendale, the number of homeless people has increased from 44 in 2016 to 57 in 2017.
With a more collaborative PIT count effort, the number of homeless people increased to 164 in
2018 and to 194 in 2019, or a four-fold increase in four years. Nearly 89% of the 194 were
unsheltered homeless people, who tended to be located in the southeastern part of the City on 59th
Avenue between Camelback Rd and Glendale Avenue, as well as on Glendale east of 59th Avenue.
Bell Road between 83rd and 59th Avenue also has a larger concentration of homeless individuals.
Peoria
The unsheltered homeless population in Peoria has risen from 31 in 2016 to 78 in 2019. This rise
in the unsheltered population has mirrored the increase in both the unsheltered and sheltered
homeless population in the County in recent years.
Scottsdale
The unsheltered homeless population in Scottsdale has risen from 67 in 2016 to 76 in 2019. This
rise in the unsheltered population has mirrored the increase in both the unsheltered and sheltered
homeless population in the County in recent years.
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NA-45 Non-Homeless Special Needs Assessment
Glendale
City officials spoke of the challenges of an increased need for mental health and substance abuse
services for both adults and children/teens. Citizen surveys ranked Mental Health Services,
Substance Abuse Services, and Services for Victims of Domestic Abuse as top needs. A 2016
Banner Thunderbird Health Assessment rated Mental/Behavioral Health and Substance Abuse as
top priorities, and noted that Mental Health issues are among the top 10 causes of emergency room
visits and inpatient admissions for the county.
Peoria
The special needs populations in the City of Peoria have continued need for services and housing
options. In Peoria, the elderly population, or those aged 65 and older, is growing as a proportion
of the population, from 14.1 percent in 2010 to 16.0 percent in 2017. As this population continues
to grow there will be additional housing and supportive service needs for the elderly. The
population with a disability was 12.3 percent in 2017. Some 51.7 percent of those aged 75 and
older have one form of a disability.
Scottsdale
The special needs populations in the City of Scottsdale has a continued need for services and
housing options. In Scottsdale, the elderly population is growing as a proportion of the population,
from 20.0 percent in 2010 to 23.0 percent in 2017. As this population continues to grow there will
be additional housing and supportive service needs for the elderly. The population with a disability
was 10.6 percent in 2017; 43.4 percent of those aged 75 and older have one form of a disability.
These populations, along with victims of domestic violence and persons with substance abuse
disorders have continued unmet needs in Scottsdale.
Appendices
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MARICOPA HOME CONSORTIUM
FY2020-25 CONSOLIDATED PLAN MEMBER DISCUSSION
HOUSING MARKET ANALYSIS
The following document contains individual Maricopa HOME Consortium member
contributions for the Consolidated Plan Market Analysis.
HOUSING MARKET ANALYSIS - MA-10 Number of Housing Units
Glendale
Per 2013-2017 ACS data, Glendale has 90,168 housing units, with 60.4% being 1-unit, detached
structures. Approximately 8.6% of housing stock are 10-19 unit structures, with a similar
percentage of 20+ unit structures. Glendale has a larger percentage of 1-bedroom units (13.3%)
than the county as a whole.
Peoria
In Peoria, the current housing stock does not meet the needs of its residents, particularly its lower
income households. This is demonstrated by the proportion of households that face cost burdens.
A total of 6,260 owner-occupied and 4,125 renter-occupied households with a cost burden of
greater than 30 percent and less than 50 percent. An additional 3,380 owner-occupied 3,400
renter-occupied households had a cost burden greater than 50 percent of income. This accounts
for 29.3 percent of households in Peoria. For households at the lowest income levels, or below 30
percent HUD Area Median Family Income (HAMFI), some 75.0 percent of households face housing
cost burdens.
Scottsdale
In Scottsdale, the current housing stock does not meet the needs of its residents, particularly its
lower income households. This is demonstrated by the proportion of households that are faced
with cost burdens. An estimated 30,869 households, or 29.3 percent of households, face cost
burdens. For households at the lowest income levels, or below 30 percent HUD Area Median
Family Income (HAMFI), 73.3 percent of households face some sort of housing problem.
MA-15 Housing Market Analysis: Cost of Housing
Glendale
Per ACS, Median Home value in Glendale is $180,500, vs $225,000 for the county. Median gross
rent is $917 in Glendale, vs $1,033 within the county. As part of the Phoenix-Mesa-Scottsdale
MSA, the FY2020 HUD Fair Market Rent is $847 for an efficiency, $958 (1-bedroom, $1,173 (2-
bedroom), $1,676 (3-bedroom), and $1,916 (four-bedroom). These increases range from 7.9% (4-
bedroom) to 13.8% (efficiency), underscoring the rapidly-escalating housing costs within the City.
Peoria
The cost of housing in Peoria has continued to rise in recent years. The median value of a single
family home in Peoria is $230,400 as of 2017. Units built in 2014 through 2017 have an estimated
Appendices
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median value of $388,000 in the City. Rents have continued to rise as well. As these housing costs
continue to rise, housing becomes less affordable, as indicated by the proportion of households
with housing cost burdens. This indicates there are not sufficient housing options for lower income
levels. It is expected that housing will become less affordable as costs continue to rise.
Scottsdale
The cost of housing in Scottsdale has continued to rise in recent years. The median value of a
single-family home in Scottsdale in 2017 was $433,500. Units built in 2014 through 2017 have an
estimated median value of $703,800. Rents have continued to rise as well. As these housing costs
continue to rise, housing becomes less affordable, as indicated by the proportion of households
with housing cost burdens. This indicates a lack of sufficient housing options for lower income
levels. It is expected that housing will become less affordable as costs continue to rise.
MA-20 Housing Market Analysis: Condition of Housing
Glendale
Per ACS 2013-17 data, Glendale’s housing stock is older than that of the county, with only 14.6%
of housing built after 2000 and over 37% built prior to 1980. Nearly half was built between 1980-
99, and 35.7% between 1950-79, and 1.7% built pre-1950. Per CPD maps, the oldest rental
housing is generally located in the southeastern section of the City, with the exception of an area
between W Union Hills and W Bell, bounded by N 75th Ave and just west of N 59th Ave, in
which nearly 85% of the rental housing was built prior to 1980.
Peoria
The majority of the housing stock in Peoria is newer. In fact, some 89.6 percent of housing units
have been built since 1980. An estimated 11.5 percent of the housing stock was vacant in 2017,
with more than a third of these units being for seasonal or recreational use.
Scottsdale
The majority of the housing stock in Scottsdale is newer. In fact, 65.9 percent of housing units have
been built since 1980. There is continued need for new housing options in the City, with the
growing population. However, the limitations in space make new development difficult in
Scottsdale. An estimated 18.3 percent of the housing stock was vacant in 2017, with a large
portion of these units being for seasonal or recreational use. In addition, an estimated 3 percent of
the housing stock has a lead-based paint risk with children ages 6 or under living in the unit.
MA-30 Homeless Facilities and Services
Glendale
The City’s 2016 Glendale Homeless Strategic Plan has proven effective in developing a
comprehensive, collaborative strategy between the City and nonprofits and faith-based
organizations to support homeless and at-risk individuals. Partner agencies, including CBI, Phoenix
Rescue Mission, and Glendale Works, as well as a Community Services Department half-time
liaison, provide outreach and navigation services to homeless people.
Appendices
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MA-35 Special Needs Facilities and Services
Scottsdale
As the elderly population grows in Scottsdale, it is expected that there will be continued need for
elderly housing options. In addition, since such a large proportion of the elderly population has at
least one form of disability, the needs for persons with disabilities is expected to grow. These
needs include supportive services, accessible housing options, and access to transportation.
Services for persons with substance abuse addictions and victims of domestic violence continue to
be rated as a high need by the Housing and Community Development survey results for Scottsdale.
MA-40 Barriers to Affordable Housing
Scottsdale
The results of the Housing and Community Development survey in Scottsdale found that
the top barriers to affordable housing in Scottsdale are a lack of affordable housing
development policies and a lack of available land.
Appendices
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MARICOPA HOME CONSORTIUM
FY2020-25 CONSOLIDATED PLAN MEMBER DISCUSSION
STRATEGIC PLAN
The following document contains individual Maricopa HOME Consortium member
contributions for the Consolidated Plan Strategic Plan.
SP-35 Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds),
including a description of how matching requirements will be satisfied:
Avondale
Approximately $44,000 in HOME matching funds from the City's General Fund for FY 2020 will be
available to support the City’s projects. The City provides development fee reductions as an
incentive for residential and/or commercial development within the city’s designated Infill
Development District. This area largely coincides with the City’s designated Revitalization Areas
that contain significant number of low and moderate income residents.
Chandler
The Neighborhood Resources Department utilizes a variety of federal and local resources to fulfill
its mission of preserving neighborhoods, providing affordable housing, offering community
programs, and promoting diversity. Federal funds include CDBG funds awarded by HUD, HOME
Investment Partnership (HOME) funds awarded by HUD and passed through the Maricopa HOME
Consortium, and funds awarded to the City of Chandler Public Housing Authority by HUD to
support the Section 8 and Public Housing Programs. HOME matching requirements are met on a
project by project basis, with all match funds currently retained by Maricopa County. The City of
Chandler also provides General Funds to leverage federal funds and increase the level of services to
Chandler residents, with a focus on serving the following populations in need as identified from the
2019 Community Needs Assessment:
1.
People experiencing homelessness and/or housing crisis
2.
Households with low and moderate income
3.
Seniors who are isolated or have low household incomes
4.
Youth who are isolated or have low household incomes
5.
People living with mental health and/or substance use disorders
6.
People living with physical and/or intellectual disabilities
Gilbert
In face of extensive needs and limited resources, the Town’s funding strategy is to focus its efforts in
activities that offer the greatest potential for maximizing benefits for the community. The Town
also attempts to allocate general funds in areas that can leverage additional public or private
funding, or complement investments already committed. Town criteria for its annual funding
application process includes support for agencies and projects that effectively leverage other
resources.
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The Town is required to make match contributions under the HOME Program. The contributions
must be at least 25 percent of the HOME expenditure, unless the jurisdiction has received a
reduction in the match requirement. HOME match requirements will be met with non-federal cash
contributions to projects by the developer issuance of below market interest rate mortgages and
other mechanisms to assist in the development of affordable housing units.
Glendale
Part of Glendale’s strategy includes providing funding to local nonprofits who in turn leverage
outside funding sources to serve Glendale’s citizens. For example, in FY2018-19, 20 funded
nonprofits leveraged an additional $21.9 million from outside sources. Additionally, the City and
its sub-recipients provide matching HOME and ESG funding, including $262,675 in FY2018-19.
Peoria
To achieve the goals and objectives identified in this Plan, the City will use a combination of
federal, county and city funds reasonably expected to be available. Federal assistance will largely
consist of funds the city will receive for the Community Development Block Grant and HOME
Investment Partnerships Programs.
Scottsdale
Federal funds will be leveraged through the ability of service organizations to raise program funds
through outside sources, other loan sources needed for housing development activities, and the
City's General Funds, where appropriate.
Surprise
The City of Surprise offers incentives for new affordable housing developments in the Original
Town Site. Surprise provided over $275,000 in development fee reduction in the Heritage at
Surprise project. Surprise continues to find ways to leverage funding for matching requirements.
Tempe
Tempe will commit resources to match its annual allocation of HOME resources for TBRA and
downpayment/closing cost support going forward. Matching requirements are anticipated to
continue to be funded with HOME program income resources.
If appropriate, describe publicly owned land or property located within the jurisdiction that may
be used to address the needs identified in the plan:
Avondale
The City is examining vacant lots in greater detail to determine ownership, zoning, size and
potential for assemblage.
Chandler
The City does not have publicly owned land or property that will be used to address the needs
identified in this plan.
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Gilbert
The Town does not retain public land for development.
Glendale
The City will consider the potential use of publicly owned lands in the future.
Peoria
In the past, the City had certain vacant parcels available for disposal, which were donated to a local
non-profit developer of affordable housing. However, the City does not anticipate that other vacant
land will be available for donation during the program year. Additionally, the City previously
received vacant foreclosed parcels through donation by Wells Fargo Bank. Those properties were
in-turn donated for future development. The City cannot, and does not, anticipate receiving more
donated property in this manner.
Surprise
The City of Surprise owns the land for the Heritage at Surprise project. Additionally, Surprise owns
17 acres in the Heritage District of the Original Town Site, and is actively seeking partners to
develop the property that could include new affordable rental units.
Tempe
While not technically publicly owned, some of Tempe’s current and future HOME resources for
downpayment support may be used for dwellings with land leases held by NewTown, a non-profit
entity.
SP-50 Public Housing Accessibility and Involvement
Avondale
The City of Avondale does not own/operate Public Housing, nor a Housing Choice Voucher
Program. The Housing Authority of Maricopa County provides these services within the City of
Avondale.
Chandler
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
Not applicable as the Chandler PHA does not have a Voluntary Compliance Agreement.
Activities to Increase Resident Involvements
In order to encourage and increase public housing resident involvement, the PHA continues to
offer scholarships to public housing residents through the Scott Detherage Foundation who are
attending two- or four-year colleges or vocational training. Since the inception of Scott Detherage
Foundation that benefits Chandler Public Housing residents 54 one year college scholarships. Scott
Detherage Foundation is a non-profit child advocate that helps City of Chandler Housing Youth.
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The Scott Detherage Foundation aims to provide financial support through college scholarships to
disadvantaged students living in the Chandler area. Through funding activities and donations, the
foundation’s mission is to continue Scott’s life work of unwavering dedication to the Chandler
youth by expanding educational and development opportunities for students demonstrating
academic and financial need.
The PHA stimulates public housing resident interest and involvement through quarterly newsletters,
monthly Tenant Community Builders meetings, and publicized important information of interest to
the residents. PHA staff coordinate food delivery program to the seniors and family sites, access to
career fairs, community resources guides, presentations on local organizations, transportation.
In addition we encourage public housing residents to join the Resident Advisory Board, which
meets several times a year. Public housing and/or HCV program participants attended
at lease three meetings and average 10 residents attend. RAB meetings are usually held October
thru January. RAB meeting topics included the public housing policies, public housing budget,
2020-2025 5-Year Plan, fair housing, security, deposit and homeless assistance, communication
barriers for those with limited English proficiency, family self-sufficiency program, capital fund
projects, and the new on-line application portal.
Gilbert
Gilbert does not have a housing authority.
Glendale
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
Glendale has signed contracts to begin construction to make three more public housing units 504
accessible, raising its total to 5% of all housing, per HUD’s standards. The City will be the only
jurisdiction in the state to meet this 5% standard.
Activities to Increase Resident Involvements
The City’s Community Development Advisory Committee (CDAC) has two members who are either
residing in public housing or utilizing Section 8 assistance. The agency has recently nominated a
third resident to join this board. The Public Housing Agency (PHA) also communicated directly
with all residents, rather than through a board, when public comment is needed. In the next five
years, the PHA hopes to create a community center that will also include doctors’ offices, meals
services, and other services to support public housing residents and others in the community.
Discussion
The Housing Authority also hopes to double the number of units at one of its properties, Lamar
Homes, in the next 3-5 years, in order to house more elderly people and people with disabilities.
Peoria
N/A- The City of Peoria does not operate the Housing Authority of Maricopa County (HAMC) that
located is in the Peoria city limits. The Housing Authority of Maricopa County (HAMC) and HUD
permanently transferred the operations of Public Housing to HAMC effective April 1, 2013.
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Scottsdale
Not applicable. The City of Scottsdale does not have any public housing units.
Surprise
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
With an increase Seniors experiencing housing cost burden in Surprise, the City will consider
developing new affordable rental housing with additional accessible units to meet this growing
population.
Activities to Increase Resident Involvements
The City of Surprise makes all draft and final planning documents available at the HAMC offices,
and actively seeks resident input through mailers, public notices, and press releases.
Is the public housing agency designated as troubled under 24 CFR part 902?
The Housing Authority of Maricopa County is not a troubled agency.
Tempe
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
Tempe is not subject to a voluntary Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvements
Tempe does not contain any public housing however the city executes a wide array of activities to
increase resident involvement under its Section 8 & TBRA programs and includes a tenant Resident
Advisory Board. The role of the Resident Advisory Board is to assist and make recommendations
regarding the development of the PHA plan, and any significant amendment or modification to the
plan. In addition, Tempe Housing Services utilizes the Resident Advisory Board to assist and make
recommendations regarding the Section 8 Administrative Plan and the Family Self-Sufficiency
Action Plan.
Is the public housing agency designated as troubled under 24 CFR part 902?
The City of Tempe is a very highly ranked PHA and is not troubled.
SP-55 Barriers to Affordable Housing
Avondale
Rising cost of land, construction, permitting costs/processes, and antiquated infrastructure.
Chandler
An integral part of the CNA is to assess the need for housing for all incomes. Affordability of
housing needs are measured based on the current inventory of housing at various price levels,
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current home ownership statistics, and the expected housing demand for homes at various price
levels. The following section is extracted from the Housing Needs Assessment and Workforce
Housing Need Projection, produced by Gruen Gruen + Associates in November 2018. The study
highlights some of the key capacity and income, workforce, and demographic shift-related issues
that impact and provide greater insight to the Chandler Community Needs Assessment. Some of the
report’s highlights follow.
Housing Capacity and Income - The 2018 Housing Needs Assessment provides a detailed analysis
of affordable housing issues, supporting data, and the suggested strategies for growing the supply of
affordable housing and housing needs.
• There is a shortage of approximately 9,400 units of housing in Chandler which would be
affordable for people with annual household incomes under $35,000 (which equates to monthly
rent or home ownership payment of $875). Specifically, the shortage includes approximately 4,800
apartments with monthly rent under $875 and 4,600 lower-priced homes selling for $130,000 or
less.
• There is an adequate supply of housing units for people at all other annual income categories
from $35,000 to $370,000 – equating to a monthly apartment rent of $2,400 or home ownership
costs of $2,400 per month.
• The 10-year potential workforce growth is estimated to be about 18,000; this growth is
anticipated to require an additional 19,000 housing units (about 75% of which are expected to be
single-family homes).
(a) Of the roughly 14,000 new family homes required to meet the anticipated demand, the current
stock of remaining development capacity in Chandler of 4,820 units indicates a potential shortfall
of over 9,000 units.
(b) The shortfall may result in rising prices for single-family homes and/or more people paying
greater than 30% of their income for housing.
• Current housing cost burdens are more common among renters than homeowners.
(a) Of the current stock of 91,671 housing units in Chandler, 71,057 are single-family homes
(including mobile homes). Slightly fewer than one in five (19.1%) owners pay more than 30% of
their income for housing costs. However, more than two of five renters (40.9%) are “housing cost-
burdened”
–
paying
more
than
30%
of
their
income
for
rent.
(b) Renters earning less than 80% of the Area Median Income (AMI) are particularly cost burdened
with over 75% paying burdensome housing costs.
The tight housing market is reflected in the steadily increasing apartment occupancy rate as well as
rising costs of living. Occupancy rates (now over 94%) have risen steadily since early 2016, as well
as monthly rental rates (which increased approximately 20%).
Workforce-related Housing Issues - Workforce housing is defined as housing required by any
household with at least one active workforce member in the labor force. Workforce growth reflects
growing economic opportunities in Chandler, as well as the associated workforce housing pressure.
The Maricopa Association of Government’s (MAG) “2016 Socioeconomic Projection” anticipates
an average of 2,950 new jobs per year from 2015 to 2030. Additional estimates from the Housing
Needs Assessment suggest that approximately one of four will earn annual household income less
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than 80% AMI (i.e., the population segment more likely to require low-cost housing). The majority
of the new jobs, though, are expected to provide annual incomes greater than $120,000.
Demographics and Housing Demand - The changing demographic landscape also impacts the
housing demand in Chandler – specifically, the profile of home buyers and renters. In a trend seen
from 2007 to 2017, the majority of City of Chandler’s population growth (approximately 11%) was
comprised of people age 55 and older. Correspondingly, the total growth rate of owner-occupied
housing grew five percent while the growth rate among households without children (i.e., tending
to be the older residents) grew at a rate more than four times the total growth rate (22%)!
The shortage of affordable housing – especially given the expected workforce demands and
demographic trends – will continue to present challenges to the area and contribute to broader
community needs.
Gilbert
Gilbert is continuing to grow with new development and although the town does not have a
primary property tax, the cost to purchase land remains at a premium; there are also a limited
number of smaller lots that are vacant or in need of redevelopment. In addition, the cost of
housing is above average compared to surrounding municipalities. In review of regulatory barriers,
Gilbert found no obvious issues to discourage the development of affordable housing nor does
there appear to be significant barriers to affordable housing about public policy, however staff is
committed to reviewing the code for any possible changes to encourage affordable housing
development.
Glendale
With nearly 11% growth in population since 2010 pushing housing costs upward, and a median
home price of $255,000 and a median rent of $1,499, Glendale’s individuals and families are
finding themselves priced out of the market. This becomes a particular challenge for people renting
on fixed incomes (senior citizens, people with disabilities), whose landlord may eventually seek
higher market-rate rents. Per 2013-17 ACS data, 52.6% of renters pay more than 30% of their
income toward rent, including 44.4% who pay more than 35%. While the City’s developers are
creating new housing, few incentives exist to develop low- and moderate-income housing.
Peoria
The City continually assesses and modifies its codes and ordinances to remove outdated or
ineffective provisions. Each year, staff-initiated amendments are developed and forwarded to the
City Council for action. Modifications to the zoning ordinance have allowed greater flexibility in
recent years for the development of various hosing types, including group homes and care facilities
in residential districts.
Scottsdale
According to the City of Scottsdale responses to the County’s Housing and Community
Development Survey, the top rated barriers to the development of affordable housing include a lack
of affordable housing development policies and a lack of available land. Other responses also
include the Not In My Back Yard (NIMBY) mentality and the cost of lot or land.
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Surprise
The City of Surprise lacks multi-family units which contributes to a limited supply of affordable
rental opportunities. Currently, in Surprise, less than .1% of current planning area land use is
designated for multi-family, and less than 1% of existing residential units are multi-family. As a
result, 46% of Surprise renters are experiencing Housing Cost Burden.
Tempe
Briefly stated, the sustained rise of rent levels and home purchase pricing are significantly
increasing the barriers and viability of affordable housing in Tempe.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing:
Avondale
The City of Avondale will continue to provide eligible homeowners and first-time homebuyers with
assistance to maintain or purchase homes, thereby making them affordable. The City will also
continue to implement its Infill Incentive Program, which provides developers with fee reductions
to construct housing in the City’s low and moderate income Revitalization Areas. Finally, the City
will continue to operate housing-related programs, such as the Community Action Program, to
provide area residents with rent and utility assistance in order to maintain their housing.
Chandler
The 2016 Chandler General Plan includes public policies to address barriers to affordable housing,
including to:
Encourage live/work developments, where appropriate (e.g., Downtown, high capacity
transit corridors, regional commercial nodes).
Provide for a variety of housing choices for all income levels.
Promote a compatible mix of housing types in in-fill areas.
Encourage a range of housing types within walking distance of schools and other
community facilities (e.g., libraries, transit centers, community centers, health clinics,
recreation spaces, and healthy food establishments).
Address housing needs of fixed income elderly persons and other special needs
populations.
Support the aging and disabled population in neighborhoods by continuing to implement
programs that assist them in meeting neighborhood maintenance codes.
Increase capacity for and coordination of affordable housing programs and projects.
Concentrate on improving housing affordability Citywide.
Continue to encourage private investment in affordable housing.
Enforce housing and neighborhood maintenance policies.
Improve rental housing maintenance to ensure quality neighborhoods.
Ensure compatible transition between residential areas and incompatible land uses as well
as between intensity of land uses (e.g., between employment and residential).
Improve transition between and continuity of old and new neighborhoods.
Maintain, and where needed, improve infrastructure as neighborhoods age.
Create and promote educational outreach and training seminars on housing and
neighborhood maintenance.
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Continue to increase the quality of life in neighborhoods by promoting civic engagement.
Continue to recognize adopted neighborhood and specific area plans that provide further
development guidance in targeted areas.
Foster organization of and training for HOA and traditional non-HOA neighborhoods.
Continue to provide programs that encourage neighborhood identity and a sense of place.
Foster partnerships and collaboration with non-profits, businesses, and other organizations
to support neighborhood and community development.
Gilbert
As recommended in the December 2019 Needs Assessment, Gilbert will continue to pursue the
development of additional safe, affordable housing and emergency/transitional housing, including a
plan to establish a housing advocate to inspect unsafe housing conditions and excessive rent
increases that put individuals and families at risk of homelessness. This may include the following
strategies over the next five years depending on availability of funds and partnership opportunities:
Identify a plan to assist those who are “cost burdened” and are currently living in an at-risk
status for homelessness and other crisis circumstances.
Provide emergency short-term temporary shelter assistance funding for homeless, low to
moderate income individuals and families, and victims of violence.
Offer a Housing 101 workshop in older neighborhoods locations targeted to residents to
provide information and potential resources related to housing assistance that could help
residents navigate housing challenges and meet cost-effective solutions for home repairs
and maintenance.
Develop housing advocacy options for low-income individuals and families, specifically an
advocate for exorbitant rent increases and an eviction court navigator.
Bilingual housing resource workshops for topics such as repairs, new painting program, water
pooling/drainage, mosquitos, maintenance of old town area, e.g., trash, tumbleweeds by the fences,
feral cats, roots from town trees planted, town sweepers missing certain streets.
Glendale
The City hopes to double the number of public housing units at one of its three complexes over the
next 3-5 years, and would eventually make that complex focus on serving elderly people and
people with disabilities. Specific HOME initiatives in place to remove or ameliorate barriers
include continuing its partnership with nonprofit developers such as with Habitat for Humanity
Central Arizona to construct new single-family housing in the City’s Centerline District.
In addition, the City may explore leveraging HOME funds with various tax credits to incentivize
developers to build low- and moderate-income housing. Similarly, the City may look at ways to
ease some of the building requirements for rehabilitating a historic property.
Peoria
The City continues to afford non-profit developers a reduction in some development plan review
fees. Non-profits (organizations with verified tax-exempt status) receive a 50% credit on planning
fees.
Additionally, the following actions have contributed and will continue to contribute to the removal
or amelioration of barriers to affordable housing:
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•
CDBG funds allocated for major rehabilitation and emergency home repair programs
through the City's Single Family Major Rehabilitation and Emergency Home Repair
Programs.
•
HOME funds allocated to provide affordable housing units within the City.
•
The City’s General Fund allocated Neighborhood Pride funding to make aesthetic
improvements to the exterior of homes in disrepair or otherwise needing improvement.
•
The City’s General Fund allocated grant funds to provide pro-bono legal services to low-
income residents experiencing critical legal issues that impacted their basic survival
needs.
Scottsdale
The City of Scottsdale administers programs to support property maintenance for senior, disabled,
and low-income homeowners and administers local and federal resources for a variety of efforts to
remove barriers to affordable housing. These include : Acquisition of housing to preserve
affordability; Green Housing rehabilitation, roof repair and replacement, and emergency repair
assistance to extend the livability of owner-occupied housing; Down Payment assistance through
Housing Choice Voucher FSS escrow accounts, Homebuyer education, ; Rental Assistance through
Housing Choice Voucher Program; Affordable rental housing through Belleview of Scottsdale multi-
family rental units.
Surprise
The City of Surprise strategy to improve access to affordable housing opportunities is to leverage
resources and develop partnerships to create new affordable rental housing units. In addition to
maximizing opportunities, Surprise will provide rental assistance to low income households
experiencing housing cost burden. The City will also actively seek partners to assist with outreach
and housing navigation, to more effectively provide affordable housing assistance.
Tempe
The City of Tempe plans to continue to commit resources for rental assistance (TBRA), foster the
economic independence of assisted renters into private, unassisted dwellings, preserve and created
new affordable apartment dwellings in the community, strengthen the quality of affordable housing
in the community through targeted housing rehabilitation endeavors, continue to foster homeless
prevention services and support and work with the Tempe Community Development/Planning
Department to encourage the preservation and creation of affordable housing via existing and
proposed city planning ordinances, etc.
SP-60 Homelessness Strategy
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs:
Avondale
The City participates in the Annual Point in Time Homeless Count, which indicated that there were
35 homeless individuals in the City. The City operates the Care1st Resource Center, which houses
several programs to alleviate the effects of homelessness, including the Community Assistance
Program, Helping Families in Need, and the New Leaf-Siemer Homelessness Prevention Program.
The Resource Center is also a liaison to the Housing Authority of Maricopa County for Housing
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Choice Voucher and Public Housing applications. Finally, the City operates housing rehabilitation
programs, which improve the quality of housing for low and moderate income households in order
to make home maintenance affordable and keep people in their homes.
Chandler
The City of Chandler works to reduce and end homelessness through prevention and outreach,
addressing emergency shelter and transitional housing, and addressing permanent housing needs.
The City of Chandler and its partners will continue to provide the following to reach out to
homeless persons and assess individual needs:
Crisis stabilization and peer support services for individuals experiencing homelessness
who are indigent or are working poor.
Home delivered and congregate meals for seniors with low incomes.
Certified peer navigation services for residents experiencing homelessness.
Regional Continuum of Care activities to serve homeless people, including hydration stations
during summer months and participating in the point-in-time homeless count to identify the
number of people experiencing homelessness who are sheltered and unsheltered on the day of the
count.
Gilbert
The Town in collaboration with the East Valley Managers regional group and the Maricopa
Regional Continuum of Care committee (CoC) will continue striving to end chronic homelessness
by partnering with service providers to address the underlying financial, medical and behavioral
health barriers of individuals and families which led them to homelessness. The Town maintains
regular attendance and involvement with the East Valley Managers group to discuss homeless
solutions and the Town will continue to conduct the annual point-in-time homeless count and
coordinate with the CoC in reporting and compiling results.
Glendale
As part of its 2019 update to the 2016 Glendale Homeless Strategic Action Plan, the City will
continue to work with faith-based organizations and nonprofit partners such as Community Bridges
and the Phoenix Rescue Mission, to provide outreach to homeless people to connect them with
services. A planned CASS Day Resource Center will also support homeless persons. This
coordinated engagement strategy also includes case management services if clients are interested in
receiving help connecting to benefits and assistance for which they are eligible. The county has
been especially active in connecting Veterans to potential case management services, and Glendale
outreach workers try to connect veterans to services quickly.
Peoria
The City of Peoria is committed to identifying and addressing the needs of homeless individuals as
well as providing support to those at risk of homelessness. Peoria offers Homeless Outreach Events
throughout the year that bring together city departments, mental health providers, veteran services,
homeless shelters, Maricopa County probation officers and counseling agencies, to provide a one-
stop location where homeless individuals can receive services. The City's Human Services
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Coordinators also work closely with local schools, through Homeless Student Coordinators and
nurses, to provide connections to organizations that provide services to homeless children and
youth. Peoria works with the Phoenix/Mesa/Maricopa County Regional Continuum of Care (CoC) in
addition to being a member of MAG. Through this partnership, the City provides support to the
Continuum of Care and regional non-profits that provide services to persons who are homeless,
including chronically homeless individuals and families. The City of Peoria also participates on the
West Valley Municipal Human Services Collaborative, attended by staff from a number of west
valley cities. The focus of this group is to work on issues affecting the west valley. The current
focus of this group is addressing the issue of homelessness.
Scottsdale
Scottsdale is an active participant in the Maricopa Association of Governments (MAG) Continuum
of Care Task Force and shares responsibility of the regional solution to the problems of
homelessness. Each year Scottsdale allocates CDBG, Scottsdale Cares, General Funds and SRPMIC
funding to several categories of human services to address homelessness.
Surprise
The City of Surprise Resource Center provides a central location for local service providers to reach
out to persons experiencing homelessness. The City has partnered with Lutheran Social Services for
their I-Help program, and will actively seek additional partners for local homeless outreach, and
housing navigation.
Tempe
Tempe will continue to commit targeted public services for homeless persons and those ‘at-risk’ of
such. Tempe employs an in-house ‘Navigator’ that assesses clients and connects them to needed
services and shelter.
Addressing the emergency and transitional housing needs of homeless persons
Avondale
The City operates the Care1st Resource Center, which houses several programs to alleviate the
effects of homelessness, including the Community Assistance Program, Helping Families in Need,
and the New Leaf-Siemer Homelessness Prevention Program.
Chandler
The City of Chandler and its partners will continue to provide the following to address the
emergency shelter and transitional housing needs of homeless persons:
Emergency shelter for individuals experiencing homelessness using federal funds.
Case management and support services for persons in families experiencing homelessness
living in transitional housing.
Case management services to persons experiencing homelessness living in rapid rehousing.
Emergency shelter and case management services for individuals experiencing
homelessness.
Shelter and services for individuals, including victims of domestic violence.
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Regional homeless planning and coordination services.
Gilbert
The Town’s strategy for addressing the emergency shelter and transitional housing needs of people
who are homeless includes: 1) regular involvement and coordination with the East Valley Managers
team and CoC; 2) providing Town funds for homeless and transitional housing and related support
services to local entities which leverage further resources for those purposes. This includes funds
for agencies providing emergency and transitional services, as well as information referral services
for the homeless.
Glendale
The City has limited emergency housing available through a program supporting victims of
domestic violence, as well as limited faith-based assistance in neighboring West Valley Cities based
on the I-Help Model. One area emergency shelter, Family Promise in Scottsdale, allows families to
bring their pets, whom many families are reluctant to leave behind to enter a shelter.
Peoria
The City addresses shelter and transitional housing needs of homeless by providing funding for
these services. CDBG funding and the City’s General funding is used to provide support to meet the
needs of emergency shelter and transitional housing. Typical projects that receive funding are as
follows:
•
Case management for families residing in a transitional shelter
•
Operating expense to aid Community Information and Referral's HMIS program
•
Operating expenses and personnel expenses to local domestic violence shelters
•
Operating and personnel expenses to aid youth shelters
•
Personnel expenses at Central Arizona Shelter Services
•
Operating expenses to aid local veteran's and transitional housing shelter
•
Operating expenses and to provide emergency shelter and transitional housing services
to trafficked teens.
Scottsdale
Scottsdale provides Intake and case management, food boxes, utility assistance, and emergency
mortgage and rent assistance to reduce the number of families in poverty.
Surprise
The City of Surprise has partnered with Lutheran Social Services for their I-Help program, to assist
with emergency housing needs of persons experiencing homelessness in Surprise. The City will
continue to work with the West Valley Human Services Collaborative to establish new and
innovative ideas to assist those in need of housing.
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Tempe
The City of Tempe currently does and will continue to commit needed public services for sheltered
and unsheltered homeless clients. In addition, the city may target future HUD resources toward
existing and planned emergency and transitional facilities for homeless persons.
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.
Avondale
The City has funds budgeted to assist with rental/transitional housing for homeless persons.
Chandler
The City of Chandler utilizes Home Investment Partnership (HOME) funds to provide Tenant-Based
Rental Assistance (TBRA) for households experiencing homelessness. The Chandler Public Housing
Authority (PHA) administers the TBRA program, while CDBG funds are utilized to provide the
wrap-around case management services administered by AZCEND, a local non-profit. The City
continues to identify individuals and families eligible for the assistance, inspected potential housing
units to ensure they are decent and safe, and entered into housing assistance payment contracts
with landlords. The Chandler PHA provides preferences to people experiencing homelessness and
for homeless families to facilitate their access to affordable housing units. Participants in the City’s
TBRA program are also referred to the PHA to ensure long-term access to permanent affordable
housing. Households assisted with TBRA may successfully transfer to permanent housing, either in
City of Chandler Public Housing, the Housing Choice Voucher Program or other permanent
housing solutions.
Gilbert
Gilbert is a participant in the Maricopa County Regional Continuum of Care (CoC) and a member
of the Maricopa Association of Governments (MAG). Gilbert provides support to the Maricopa
Continuum of Care and regional homeless service providers that provide emergency shelter,
transitional housing, and basic needs assistance to homeless individuals and families including
chronically homeless, veterans and unaccompanied youth.
The MAG Continuum of Care Regional Committee on Homelessness is responsible for developing
a regional plan to end homelessness and the CoC prepares the application for funding to support
regional homeless assistance programs. Gilbert participates and contributes data in preparation for
the annual funding application by participating in MAG’s regional Point-In-Time Homeless Street
Count, MAG’s annual Heat Relief Campaign, and assists in recommending SSBG funding for
organizations through participation on the MAG Human Services Technical Committee.
Gilbert also anticipates utilizing general fund dollars to support the non-profit providers who are
serving chronically homeless individuals and families, families with children, veterans,
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unaccompanied youth and persons at risk of homelessness. In addition, Gilbert has an IGA in place
with the City of Mesa supporting the VASH program.
Glendale
In terms of public housing, the City has adopted a local preference to move Glendale citizens to the
top of their wait lists, including homeless people. Additionally, support and financial assistance
services -- including rental, mortgage, and utilities assistance – is available through local nonprofits
and the City’s Community Action Program to prevent families from becoming homeless again. A
new state-funded Eviction Prevention Program also helps people to remain in their homes in times
of financial crisis.
Peoria
The City provides CDBG funding to local transitional shelters, for case management expenses.
These family shelters provide training in life skills such as establishing budgets, instruction on how
to pay off debts and establishing savings accounts amongst many other important skills.
General Fund grants help to fund the Continuum of Care’s Homeless Management Information
System (HMIS), and assist an additional local shelter, with operating expenses so that other funding
could be utilized to focus on job training and job searches.
General Fund grants will also provide assistance to the following agencies:
•
Local domestic violence shelter whose progressive strategy aims to keep women, men
and children safe and break the intergenerational cycle of abuse
•
Agencies which provide housing for homeless families and/or youths
•
Agencies which provide emergency shelter and transitional housing to trafficked youth
•
Crisis Shelters for domestic violence
•
Central Arizona Shelter Services (CASS) for shelter operations
Scottsdale
Long term strategies are additionally provided through the Housing Choice Voucher Family Self-
Sufficiency Program, the Vista Job Prep Program and case management and employment services
that are provided by non-profit organizations.
Surprise
The City of Surprise will provide short and long term rental and utility assistance utilizing HOME
and CDBG funding to assist families her are homeless or at risk of becoming homeless to access
stable affordable housing. The City’s partnership with Lutheran Social Services and HAMC will help
families make the transition, and provide stable housing opportunities.
Tempe
To reiterate, the City of Tempe currently does and will continue to commit needed public services
for sheltered and unsheltered homeless clients. In addition, the city may target future HUD
resources toward existing and planned emergency and transitional facilities for homeless persons.
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Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
Avondale
The City operates housing rehabilitation programs, which improve the quality of housing for low
and moderate income households in order to make home maintenance affordable and keep people
in their homes.
Chandler
To prevent homelessness, the City of Chandler provides families with emergency financial
assistance to prevent evictions and utility shut-offs through AZCEND's Community Action Program.
The City also supports prevention and education programs that provide financial and case
management assistance to individuals and families facing homelessness. The City will continue its
partnership with For Our City - Chandler, which coordinates services offered by the City and non-
profit organizations with the service resources of faith-based communities, employers, business
groups, and others.
The City also uses HUD funds to maintain its stock of owner-occupied housing for extremely low,
low, and moderate income families. Chandler assisted homeowners with emergency repairs to their
homes and assisted homeowners with renovations to their homes. Emergency repairs address
urgent, life safety issues such as repairing or replacing roofing, air-conditioning, heating systems,
water heaters and major plumbing issues. Work items addressed through the rehabilitation program
may include replacement and/or repair of windows/doors, plumbing/electrical/HVAC systems,
roofs, structural repair, mitigation/abatement of lead-based paint hazards and removal and/or repair
of code violations.
In addition to these programs, the City provides general fund resources to programs that support
some of our most vulnerable populations, including those experiencing homelessness, isolated
seniors and youth. Programs typically funded include health-related and transportation programs;
independent living programs for seniors and people with disabilities; home-delivered and
congregate meals and nutrition programs; and socialization, recreation, and education
opportunities to seniors, youth, and adults with disabilities to combat depression, maintain or
improve functional living skills, aid in workforce readiness, improve physical health or enhance
quality of life.
Gilbert
As recommended in the December 2019 Needs Assessment Gilbert will work to develop a
transitional, seamless model for immediate connection with services and resources, in addition to
linkage to follow-up at periodic intervals appropriate to individual and family needs. This will
include exploring the following actions based on funding and partnership availability:
Establish a Gilbert Advocacy Center where police, social workers/counselors, human
services providers, prosecuting attorneys, and on-site physicians work together to reduce
the trauma of domestic violence, child and adult sexual assault and abuse, and human
trafficking.
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Implement a Navigator for connection to services
Develop a community-wide coordinated program for treatment and counseling for
individuals in need of mental health, behavioral health, substance abuse, and health care
treatment services (includes referral options for public safety, providers, schools, faith
communities, and families in crisis).
Create additional opportunities to connect with youth in need of social services.
Develop short-term and long-term local transportation solutions to alleviate burdens on
residents in need.
Glendale
With its partner agencies, Glendale seeks to stabilize family incomes by helping adults to develop
skills leading to higher-wage employment. Families may also enroll in classes related to Fair
Housing, debt management, understanding credit, and financial literacy to help stabilize their
family situation. The Human Services Group Divisions within the Community Services Department
refer their clients to each other for services and even complete as much intake paperwork for the
client as they can. The City also works through the court system to get services to severely
mentally ill people who may end up in the court system. The Central Arizona Shelter Services
(CASS) plans to utilize a donated building in downtown Glendale to offer homeless people and
people at risk of homelessness services such as housing assistance or eviction prevention support.
As stated previously, local government and nonprofit agencies offer assistance, including rental,
mortgage, and utilities assistance, to help them avoid becoming homeless.
Peoria
The City is committed to helping low-income individuals and families avoid becoming homeless
through its in-house services and partnerships with non-profit agencies. Through emergency
services the, the City utilizes funding to help prevent homelessness. The Emergency Home Repair
program is utilized to repair life-safety issues to homes that, left unrepaired or unassisted, would
likely result in condemnation and homelessness. The Utility Assistance Program funded by the
City’s general fund, provides residents with a way to pay their utility bills in crisis situations. In
addition, many residents received assistance through social service programs and/or health
programs that helped them avoid homelessness.
The City's Human Services Coordinators continuously collaborate with citizens and agencies
throughout the West Valley to match identified public service needs with services currently
available. The Community Assistance Division staff holds seminars and collaborative impact
workshops (approximately one each month) for Peoria residents including programs aimed at
veterans, homeless youth, seniors and families. Topics covered included veteran suicide
prevention, empowerment for disabled individuals, mental health, fair housing and Alzheimer’s
disease. These seminars were designed to reach Peoria’s most vulnerable populations in order to
give them access to tools and resources to help improve their quality of life and prevent
homelessness. In addition, the City utilized CDBG funds and City general funds to enhance the
Peoria Community Center for the purposes of opening a Resource Center for Peoria residents. The
Resource Center allows Peoria residents to receive wrap-around services at a single centrally
located site in order to increase accessibility to direct services and close the gap in unmet needs.
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Scottsdale
The Housing Choice Voucher Family Self-Sufficiency Program combines the resources of case
management with career counseling and job coaching with longer term assistance through Housing
Choice Voucher Rental assistance to achieve economic independence. Family Self-Sufficiency also
includes opportunities for further education, financial literacy, establishing Individual Development
Accounts, Individual Development Empowerment Accounts and multiple forms of homeownership
assistance with the results that some graduates become self-sufficient homeowners in the
Community.
Surprise
The City of Surprise will provide rental assistance to very low income families who are at risk of
becoming homeless. The City will actively seek partnerships to provide homeless outreach and
housing navigation in Surprise.
Tempe
The City of Tempe continues to operate and extensive rental assistance program replete with
substantial services to foster the ultimate transfer of residents to economic self-sufficiency and
prospective entry into the private housing market on a long-term basis. In addition, as noted earlier,
the city commits targeted public services to homeless and ‘at-risk’ clients in addition to navigation
aid for shelter and needed services.
SP-80 Monitoring
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements (for HOME):
Avondale
All activities funded with HOME are monitored for compliance with federal regulations and
contract parameters. Avondale monitors its federal activities through performance reporting, review
of payment requests and in depth audits of subrecipient files and financial information.
Chandler
Program monitoring for regulatory compliance is critical to the success of the HOME program and
will occur on a continual basis throughout FY 2020-2024. Monitoring begins with the application
process with agencies being required to submit information on fiscal and program capability, non-
profit status, disability accessibility, compliance with federal regulations, and conflict of interest
statement. In addition, applicants are required to include a performance measurement strategy to
demonstrate that proposed services will enhance the lives of City residents, including client
demographics, projections of the number of individuals and households that will be served, and
annual unit-of-service projections. Information is confirmed through a technical review by staff to
ensure applicants are able to meet federal regulations and are fiscally sound.
A subcommittee of our Housing and Human Services Commission reviews applications, and makes
funding recommendations to Chandler’s City Council. Staff present these recommendations to City
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Council and report how proposed activities align with the City’s Five-Year Consolidated Plan.
Proposed projects are submitted to HUD for approval.
Upon receiving approval of funded projects from HUD, written agreements are entered into with
both City and non-City agencies. Written agreements include measurable objectives, monthly
reporting requirements, reimbursement processes, federal requirements as applicable, and
insurance requirements.
Throughout the program year, the City performs ongoing monitoring to ensure compliance with
federal regulations and contract requirements. Monitoring activities may include a review of fiscal
audits, desk audits, agency risk assessments, regular phone or in-person meetings, and formal site
visits. The City also makes sure that all activities meet environmental, affordability, Davis-Bacon,
Section 3, and MBE/WBE requirements as appropriate. Sub-recipients provide reports that quantify
the number of clients/households served and units of service to demonstrate progress toward their
goals and objectives as well as a narrative describing the work being done. The City will provide
technical assistance to mitigate any unforeseen barriers or challenges. In addition, City staff review
reports and source documents for accuracy, cost allowability and reasonableness prior to
reimbursement.
Risk assessments are completed based on the desk audits utilizing a Program Performance
Monitoring Checklist. After completing the risk assessment and identifying areas for review, staff
coordinates site visits with the sub-recipients. At the site visits, staff conducts an entrance discussion
with key agency staff. Following review, City staff conducts exit conferences to discuss preliminary
findings and concerns and later prepares and delivers formal monitoring letters. The City then
follows up to ensure that corrective actions are addressed.
Gilbert
The Town’s monitoring process has three components: a) On-site monitoring of entities
implementing HUD Grant-funded programs; b) Desk reviews of performance and financial reports
during these entities’ contract periods; and c) Wellness reviews of files after activity close-out. On-
site or desk monitoring of all CDBG and HOME subrecipients is done annually. All regulatory
requirements are reviewed during, including but not limited to income eligibility, administrative
and financial requirements, rents, and Fair Housing compliance. Non-compliant organizations are
given findings, and additional monitoring visits may be scheduled to verify that corrective action
has been taken. The Town’s internal auditor conducts on-site financial audits and reviews annually.
Construction inspections are made during each phase of a project, and Housing Property Standards
inspections are made at all HOME housing locations. If applicable, on-site interviews of
construction workers are conducted to verify Davis-Bacon wage rate requirements.
If Gilbert provides funds for public service subrecipients, desk reviews of cost documentation and
performance reports will occur at least quarterly. This information is also routinely reviewed for
any major projects funded with CDBG and HOME (public facilities construction), as expenditures
are approved. Desk reviews verify client income eligibility, evidence of mitigation of environmental
concerns, Fair Housing compliance, adherence to the Lead Safe Housing Rule, and implementation
of Uniform Relocation Assistance requirements, as well as other HUD requirements.
The Town maintains a system of “checks and balances” by conducting internal reviews of its own
procedures and documentation. Outcomes of these reviews are reported to the Director of the
Department so that appropriate corrective action and process improvements can be undertaken.
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The Town uses HUD monitoring checklists to review a sample of client files, and all deficiencies
are noted and corrected. At close-out of any subrecipient or CHDO contract, the files are reviewed
to ensure that compliance with HUD requirements is adequately documented. Cost documentation
for major projects is verified by Town staff.
Glendale
MOUs with partner agencies and internal City agreements include provisions for monitoring and
require monthly or quarterly reports of activities and expenditures. The City does on-site
monitoring before funds for the year are expended. The City also provides technical assistance as
needed for agencies requesting such assistance.
Peoria
Each monitoring is performed utilizing the current Maricopa County HOME Consortium Monitoring
Tool which is designed for use in both the CDBG and HOME programs. Additional desk
monitoring of invoices and reports are performed at the time staff authorizes reimbursement of
costs according to compliance with requirements. Support and technical assistance are provided as
necessary to assure community needs and program requirements are met. Activity monitoring is
often coordinated with other municipalities and agencies to eliminate duplication of efforts and
improve effective use of resources.
Scottsdale
Monitoring begins with the application process for the development of the Annual Action Plan,
which reviews each application for funding for compliance with national objectives, eligibility, and
the Consolidated Plan. The second monitoring step will be the review of invoices for
reimbursement of costs incurred against the grant. This will occur before reimbursements are
authorized for contracted work performed. The more formal monitoring will begin with a risk
assessment of all grant-funded projects and subrecipient contracts. Based on the risk assessment,
there are three possible options that include review of monthly invoices only, desk review, or on-
site monitoring.
Surprise
The City of Surprise has adopted Policies and Procedures for HOME and CDBG funded programs.
City staff will oversee all activities that receive federal funding, and will ensure compliance with all
statutory, regulatory and standard practices. Policies and Procedures include methods of outreach,
procurement, and selection of programmatic partners that assist is reaching Minority and Woman-
Owned businesses, and Section 3 qualified contractors, as well as long and short term strategic
planning methods that will ensure timely expenditures, and programmatic success.
Tempe
Refer to SP-80 in the City of Tempe Consolidated Plan currently in IDIS. Briefly stated, the city
does and will continue to monitor for compliance with applicable federal regulations (including
HOME and relevant overlay statutes), regularly inspect ongoing projects, foster MBE/WBE
participation via outreach, provide needed technical assistance to clients regarding applicable
federal regulations and compliance and aggressively implement prudent financial controls, etc.
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Action Plan Appendix
Contents
1. AP-90 Supplementary Information
a. CDBG Program Specific Requirement Supplement - Overall Benefit
b. HOME Specific Requirement - Maricopa County Affordability Discussion
c. Maricopa County HOME Recapture Affordability Period
d. Maricopa County HOME Resale Affordability Period
2. HOME Funded Activities – Supplementary Information
a. HOME Eligible Applicants
b. Affordable Homeownership Limits
c. HOME Program Income
3. Maricopa County Bulletin for PY20 Homeownership Value Limits
4. Maricopa Consortium Member Contributions & Discussion
5. Maricopa County ESG Performance Standards
AP-90 Supplemental Information
CDBG Program Specific Requirement Supplement - Overall Benefit
Please see below for response to the question as posed:
Other CDBG Requirements Question:
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.
Answer: 2018, 2019, 2020
HOME Specific Requirement - Maricopa County Affordability Discussion
Maricopa County HOME Recapture Affordability Period – Supplemental Information
Affordability Period. The period of affordability specified in the legal documents will be for the
minimum periods for the HOME assisted activities as outlined in the below tables.
Urban County: The Maricopa County Home Improvement Program (MCHIP) is an owner-occupied
housing rehabilitation program funded through HOME and CDBG. The funds are secured by a
note and deed of trust. The HOME funds are made in the form of a zero interest, deferred payment
loan which run for the number of years in which $10,000 per year is forgiven up to the total cost of
the repairs.
Urban County: Currently does not have a homebuyer assistance program.
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HOME Specific Requirement - Consortium Member Discussion Regarding Resale vs Recapture
Provisions
Please refer to Appendix for Maricopa HOME Consortium contributions.
Additional Information Regarding Consortium Members Homebuyer Programs:
For a complete description of the guidelines that will be used for resale or recapture of
HOME funds when used for homebuyer activities as required in 92.254, please refer to AP-
90 HOME Program Specific Requirements section of Maricopa HOME Consortium Annual
Action Plan Contributions.
Additional Information Regarding CHDOs:
HOME Consortium CHDO set-aside projects include the following:
Guadalupe CDC: Utilizes the recapture provision and the amount subject to recapture is 100% of
the direct HOME subsidy to the homebuyer. The period of affordability is based on the amount of
direct HOME subsidy to the homebuyer—see Table 1 below. If the purchase price of the home is
reduced from fair market value to an affordable price, the amount of the reduction will also be
recaptured.
Newtown CDC: Utilizes the resale provision for a Community Land Trust First Time Homebuyer
Program. A Memorandum of Ground Lease and Right of First Refusal are recorded. The price at
resale must provide the original HOME-assisted homebuyer a fair return on the investment and be
affordable to a reasonable range of low-income buyers. Therefore, sales price during affordability
can occur at market value with the following limitations. A “Performance” Deed of Trust is also
recorded with the developer as the beneficiary; this ensures the developer is notified in the event
the owner of the improvements attempts to refinance or transfer the property. A Memorandum of
Ground Lease and Right of First Refusal are recorded. This activity will be completed in the City of
Tempe. Tempe will be the administrator of the contract with Newtown CDC. The period of
affordability is based on the total amount of the HOME funds invested in the housing activity—see
Table 2 below.
Trellis: Utilizes HOME funds for new construction of single-family residential properties that are
sold to income qualifying persons. The period of affordability is based on the amount of direct
HOME subsidy to the homebuyer—see Table 1 below. If the purchase price of the home is reduced
from fair market value to an affordable price, the amount of the reduction will also be recaptured.
The funds will be secured by a Note and Deed of Trust.
ARM of Save the Family: Utilizes HOME funds to acquire, rehabilitate, and rent single family
residential rental properties to families with an annual income at or below 60% of the area median
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income. Because the HOME investment in the acquisition of the property exceeds $40,000, ARM
has a 15-year affordability requirement which is secured with a promissory note and Deed of Trust.
Table 1 - Homebuyer Assistance Affordability Period
Table 2 - Total HOME Investment Affordability Period
HOME Eligible Applicants
Members of the HOME Consortium have developed and will utilize the HOME Consortium Policy
Manual as its guide for policies and procedures. As discussed in detail on AP- 35 Section along
with additional HUD entitlement funds, within the Maricopa HOME Consortium HOME funds are
distributed using the following allocation priorities:
HOME funds are allocated to each Consortium member based on the relative percentage of CDBG
funds received by each community which include Avondale, Chandler, Gilbert, Glendale, Peoria,
Scottsdale, Surprise, Tempe, and Maricopa Urban County. The allocation of HOME funds is
evidenced by a Subrecipient Agreement with each jurisdiction. The MCHSD administrative
assessment is 5% of the Consortium Member Gross Allocation for all Consortium members except
for the County. The County assessment is 10%.
After the funding allocation process, each Consortium member jurisdiction receives proposals
through their local competitive process. Potential developers and/or subrecipients apply for HOME
funding annually for specific housing projects within that jurisdiction. Jurisdictions that have
current or new housing programs that are administered in-house may also utilize HOME funds.
Eligible household applicants are extremely-, very low- and low-income residents with households
under 80% Area Median Income, per HUD guidelines. Applications for projects are evaluated
based on HUD guidelines and precise criteria set by each Consortium member in their policies and
procedures and based on local needs. Detailed information for Maricopa Urban County would be
contained
on
the
Maricopa
County
Human
Services
Department
http://www.maricopa.gov/491/Housing-Community-Development website. If a Notice of Funding
Availability was issued, that information could be found on the list of open NOFAs on the Human
Services Department website. See each Consortium member’s Annual Action Plan for a detailed
description of the application process and applicable websites.
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HOME Program Income
Affordable Homeownership Limits
Maricopa County Bulletin 2020-01 regarding the FY2020 Homeownership Limits, which will
become effective July 1, 2020, pending HUD approval.
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Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
321
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
322
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
323
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
324
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
325
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
326
Final Report
2020-2024 Consolidated Plan
May 8, 2020
ESG Standards
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
327
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
328
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
329
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
330
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
331
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
332
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
333
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
334
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
335
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
336
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
337
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
338
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
339
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
340
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
341
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
342
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
343
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
344
Final Report
2020-2024 Consolidated Plan
May 8, 2020
Appendices
Maricopa County HOME Consortium
Maricopa County HOME Consortium
345
Final Report
2020-2024 Consolidated Plan
May 8, 2020