PY24 AAP.PDF

Maricopa County Human Services Department 
Housing and Community Development  
234 N. Central Ave, Suite 3000 
Phoenix, AZ 85004 
Program Year 2024-2025 
Annual Action Plan for 
Maricopa County HOME 
Consortium & Maricopa 
Urban County

Maricopa HOME Consortium and Urban County Annual Action Plan PY 2024-2025 
 
 
Contents 
Executive Summary........................................................................................................................................................... 3 
AP-05 Executive Summary - 91.200(c), 91.220(b) 
3 
PR-05 Lead & Responsible Agencies - 91.200(b) 
7 
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 
8 
AP-12 Participation - 91.401, 91.105, 91.200(c) 
19 
Expected Resources ....................................................................................................................................................... 23 
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 
23 
Annual Goals and Objectives .......................................................................................................................................... 27 
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 
27 
AP-35 Projects - 91.420, 91.220(d) 
29 
AP-38 Project Summary 
32 
AP-50 Geographic Distribution - 91.420, 91.220(f) 
38 
Affordable Housing ......................................................................................................................................................... 39 
AP-55 Affordable Housing - 91.420, 91.220(g) 
39 
AP-60 Public Housing - 91.420, 91.220(h) 
40 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 
41 
AP-75 Barriers to affordable housing - 91.420, 91.220(j) 
44 
AP-85 Other Actions - 91.420, 91.220(k) 
45 
Program Specific Requirements .................................................................................................................................... 49 
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) 
49 
Appendix .......................................................................................................................................................................... 54 
 
 
Note on Formatting  
The U.S. Department of Housing and Urban Development (HUD) requires recipients of HOME Investment Partnerships (HOME), Community 
Development Block Grant (CDBG), and Emergency Solutions Grant (ESG) funding to submit the Five-Year Consolidated Plan and Annual Action 
Plan electronically, using an automated tool in a template prescribed by HUD. The following Plan is the downloaded version of that electronic 
template.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 3 
Executive Summary  
AP-05 Executive Summary - 91.200(c), 91.220(b) 
1. Introduction 
Maricopa County is the nation’s fastest-growing county, home to approximately four and a half million people. 
The 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 Maricopa County Human Services 
Department’s mission is to be the cornerstone for the delivery of equitable, inclusive, and comprehensive 
services for those experiencing adversity. We engage and partner with individuals, families, and the community 
in building resiliency and well-being in Maricopa County. The Human Services Department’s 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.  
Maricopa County assists low-income families and communities through the distribution of three key U.S. 
Department of Housing and Urban Development (HUD) grant programs including the: 1) Community 
Development Block Grant (CDBG), 2) HOME Investment Partnerships Program (HOME), and 3) Emergency 
Solutions Grant (ESG). These programs represent affordable housing and community development investments 
in decent, safe, and affordable housing, a suitable living environment, and expanded economic opportunities.  
The 2020-2024 Consolidated Plan and PY 2024-2025 Annual Action Plan represent the Maricopa HOME 
Consortium and Urban County’s vision for addressing affordable housing, community development, supportive 
housing, and homeless needs through regional collaboration. HUD annually determines the allocation amounts 
for these federal programs. To receive grant funds, Maricopa County must submit a five-year Consolidated Plan 
and an Annual Action Plan to HUD for approval. The Consolidated Plan contains a strategic plan for addressing 
these needs and a specific one-year action plan for the use of U.S. Department of Housing and Urban 
Development (HUD) formula grant funds. It is a comprehensive plan that contains priorities, goals, performance 
outcome objectives, and implementation strategies for each of the plan’s elements. The Annual Action Plan is a 
one-year plan that describes the activities that the Maricopa County HOME Consortium will fund and implement. 
It also describes activities that will be undertaken to support needs as described in the Consolidated Plan. The 
2024-2025 Annual Action Plan is the final year of the 2020-2024 Consolidated Plan and covers activities 
proposed during July 1, 2024 through June 30, 2025.  
Maricopa County is the lead agency for the Maricopa County HOME Consortium. The Consortium is comprised 
of units of local governments with diverse housing and community development needs. The members of the 
HOME Consortium are Avondale, Chandler, Gilbert, Glendale, Peoria, Scottsdale, Surprise, Tempe, and the 
Maricopa Urban County. The Maricopa Urban County includes Buckeye, El Mirage, Fountain Hills, Gila Bend, 
Guadalupe, Litchfield Park, Tolleson, Wickenburg, Youngtown, and areas of unincorporated Maricopa County. 
CARES and American Rescue Plan HUD Funding 
The COVID-19 Pandemic created significant and wide-ranging effects on local projects, timelines, resources, 
housing affordability, and the economy in Arizona. The effects of the COVID-19 pandemic on vulnerable 
populations, the economy, and the housing sector will continue to be felt during the 2024 Program Year. 
Maricopa County will continue to administer its programs in a manner that aims to keep clients and staff safe, 
as well as maintain citizen participation according to the 2020-2024 Citizen Participation Plan. 
Maricopa County received multiple allocations of CARES Funds from HUD during the PY 2019 program year 
including: 
$1,886,379 of CDBG-CV 
$905,900 of ESG-CV 
$2,815,627 of ESG-CV2 
$2,922,767 of CDBG-CV3 
While the County will continue to expend these CARES funds to assist with preparing for, responding to, and 
preventing coronavirus during PY 2024, the projected goals for those funds and expected uses were detailed in

Maricopa County | Human Services Department | Housing and Community Development 
Page | 4 
three (3) Amendments to the PY 2019 Annual Action Plan and can be found on the County’s website. As a result, 
the CARES funds will not be discussed in detail during the following Annual Action Plan. 
Maricopa County also received an allocation of PY 2021 HOME Investment Partnerships Program – American 
Rescue Plan (HOME-ARP) Funds from HUD totaling: 
$16,756,617 of HOME-ARP 
The County has started to expend HOME-ARP funds to assist eligible activities and qualifying populations, the 
projected goals for those funds and expected uses were detailed in Substantial Amendment 1 to the PY 2021 
Annual Action Plan which has been approved by HUD and can be found on the County’s website. As a result, the 
HOME-ARP funds will not be discussed in detail during the following Annual Action Plan. 
Maricopa County COVID-19 Response for People Experiencing Homelessness  
The Maricopa County Human Services Department, in collaboration with the Maricopa County Department of 
Public Health and multiple community partners, has established a comprehensive COVID-19 response for 
people experiencing homelessness within Maricopa County. The response began in March 2020 and is centered 
around five main principles: 
A. Protect the Most Vulnerable: Prioritize services to ensure that the most vulnerable who are sheltering in 
densely congregate settings have the option to transition to a non-congregate setting to avoid 
contracting COVID-19. 
B. Slow the Spread: Provide for the basic needs of people experiencing homelessness to slow the spread 
of COVID-19 by ensuring access to basic hygiene such as hand-washing stations. Ensure people 
experiencing homelessness and service providers have access to PPE. Coordinate with partners to 
provide COVID-19 testing and vaccination for people experiencing homelessness.  
C. Provide Safe Isolation: Ensure there is a safe location for people experiencing homelessness to isolate 
when they receive a positive COVID-19 test result or are under investigation if they are exhibiting COVID-
19 symptoms. 
D. Provide Access to Regional Transportation: Ensure that transportation is available for people 
experiencing homelessness and ensure that the medical and shelter communities knew how to provide 
referrals for the resources.  
E. Provide Permanent Housing Solutions: Offer access to permanent housing to people that were 
displaced due to COVID-19 and those that are at risk of having severe medical issues related to COVID-
19. 
2. Summarize the objectives and outcomes identified in the Plan  
The goals of the CDBG, HOME, and ESG programs are to provide decent and affordable rental and owner-
occupied housing, provide a suitable living environment for the Area’s low- and moderate-income residents, 
assist people experiencing homelessness or prevent families and individuals from becoming homeless, and 
provide 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.  
Within the Maricopa Urban County jurisdiction, the following accomplishments are anticipated to be carried out 
through projects funded with PY 2024 CDBG, HOME, and ESG: 
Assist up to 54 households experiencing homelessness with short to medium term rapid re-housing 
support. 
Assist up to 578 people experiencing homelessness through shelter operations support. 
Assist up to 1,223 people experiencing homelessness through public service activities. 
Assist up to 32,298 persons through public facilities improvements and infrastructure support. 
The Maricopa HOME Consortium, including CHDO activities, anticipate accomplishing the following specific 
objectives with HOME funds: 
Provide homeownership opportunities for up to 9 households through acquisition and rehabilitation of 
single-family housing. 
Acquire and rehabilitate up to 1 affordable rental unit.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 5 
New construction of 2 new multi-family rental units for low-income renters. 
Provide tenant based rental assistance for up to 93 households. 
3. 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 progress toward meeting its five-year housing and 
community development goals through strategies employed during years 1, 2, 3, and 4 of the 2020-2024 
Consolidated Plan. Projects funded in 2024 and in prior years addressed goals listed as high priority in the 
Consolidated Plan.  
4. Summary of Citizen Participation Process and consultation process  
Public Input 
Maricopa County Human Services Department is the lead agency of the Maricopa HOME Consortium, and the 
responsible entity for completing the 2024 Action Plan which covers HOME funds, Maricopa County’s CDBG 
allocation, and Maricopa County’s ESG allocation. The draft was developed by Maricopa County with input 
from each of the participating jurisdictions that are members of the HOME Consortium. Refer to the Appendix of 
this plan to review additional specific contributions to the Action Plan as provided by individual Consortium 
members. The citizen participation process included a combination of meetings with Consortium members and 
Urban County cities and towns; two community input hearings held prior to the development of the plan; and 
two public meetings with hearings to solicit comments after the development of the draft Annual Action Plan. 
The public were notified by multiple newspaper advertisements, website announcements; and public notices 
placed in lobbies of Maricopa County HSD and eleven public libraries. Comments were accepted by phone, 
email, mail, virtually, and in-person during hearings. 
The public hearings to solicit citizen input prior to drafting the plan were held in January 2024 during regularly 
scheduled meetings of the Maricopa HOME Consortium and the Maricopa County Community Development 
Advisory Committee (CDAC). After the Plan was prepared, a 30-day public comment period for public review 
was held March 13 to April 18, 2024. Public hearings on the draft plan were held at the April 2023 Maricopa 
HOME Consortium and the Maricopa County Community Development Advisory Committee (CDAC) public 
meetings. Public hearing dates and comment periods were published per the adopted Maricopa HOME 
Consortium and Urban County Citizen Participation Plan. Additional information about the meetings is provided 
in the AP-12 Participation section. Note that all public input opportunities were conducted in accordance with 
the 2020-2024 Citizen Participation Plan. 
Consultation 
The development of the Action Plan includes engagement with internal and external stakeholders such as local 
community staff, public housing authorities, community leaders, non-profits, service providers, behavioral health 
and correctional health sectors, fair housing, and other county departments. Through consultation with these 
agencies, comments will be solicited on the draft plan and incorporated into the plan as needed.  
Units of local government that are members of the Maricopa Urban County are provided the opportunity to 
provide input and comments on the draft plan. Individual HOME Consortium members execute separate 
consultation and public input processes for non-HOME federal funds. The HOME Consortium consultation for 
HOME funds is detailed in the Appendix. 
5. Summary of public comments 
Efforts undertaken by Urban County members often involved their own citizen participation endeavors. The 
citizen participation activities undertaken by the entitlement members of the Maricopa HOME Consortium are 
extensive and are outlined in depth in their respective Annual Action Plan submissions to HUD. Taken as a 
whole, the combined efforts of all members of the Maricopa HOME Consortium and Maricopa Urban County

Maricopa County | Human Services Department | Housing and Community Development 
Page | 6 
represent a very inclusive and broad citizen participation achievement. All comments were accepted and are 
detailed in the Appendix. 
6. Summary of comments or views not accepted and the reasons for not accepting them. 
A total of 0 participants attended the on-line or in-person citizen participation activities and 0 questions and 
comments were received. All comments were accepted and are detailed in the Appendix. 
7. Summary 
This plan continues the efforts of Maricopa County’s vision for affordable housing, supportive housing, and 
homeless needs for the Maricopa HOME Consortium in addition to the housing and non-housing community 
development needs of the Maricopa Urban County jurisdiction. The plan also incorporates a comprehensive and 
coordinated strategy for implementing programs that utilize the CDBG, HOME and ESG program funds. 
The activities undertaken in PY 2024 support aspects of the following overarching 2020-25 Consolidated Plan 
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. 
Support Efforts to Combat Homelessness  
Support Emergency Shelter, and Rapid Rehousing programs defined as progressive engagement and placement 
in programs offering emergency shelter services, case management based on client’s needs, short to medium-
term rent and move-in assistance, 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. 
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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 7 
PR-05 Lead & Responsible Agencies - 91.200(b) 
1. Agency/entity responsible for preparing/administering the Consolidated Plan 
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible 
for administration of each grant program and funding source. 
Table 1 - Responsible Agencies 
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 
2. Narrative 
The lead agency for preparing the FY 2020-2024 Consolidated Plan was the Maricopa County Human Services 
Department – Housing and Community Development Division (MCHSD). The department is responsible for the 
administration of the Community Development Block Grant (CDBG), HOME Investment Partnerships Program 
(HOME), and Emergency Solutions Grant (ESG) grant programs. 
Consolidated Plan Public Contact Information 
For questions regarding the FY 2020-2024 Consolidated Plan, PY 2024 Annual Action Plan, or other questions 
contact the program administrator for the CDBG, HOME and ESG programs: 
 
Jamie Macfarlane, Housing and Community Development Assistant Director 
Maricopa County Human Services Department 
Housing and Community Development Division 
234 N. Central Avenue, 3rd Floor 
Phoenix, AZ 85004 
Desk: 602-506-5813; TTY: 7-1-1 
HCD@Maricopa.gov

Maricopa County | Human Services Department | Housing and Community Development 
Page | 8 
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 
1. 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. For the 2024 Annual Action Plan, Consultation 
included a combination of meetings with Consortium members and Urban County cities/towns; stakeholder 
meetings; two community input hearings; newspaper advertisements; website announcements; public notices 
placed in lobbies of HSD and eleven public libraries; and two public meetings with hearings to solicit comments 
on the draft Annual Action Plan. Citizen participation is strongly encouraged throughout the processes of short- 
and long-range departmental planning, plan implementation, and assessment of plan effectiveness. 
Please refer to the Appendix to review additional Consortium member contributions to this section. 
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and 
assisted housing providers and private and governmental health, mental health, and service agencies 
(91.215(l)). 
The 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 training whenever possible on relevant topics to Consortium 
Members and CHDOs, i.e., BABA, 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, facilitating diversion activities, and 
making connections to the most appropriate housing intervention and progressive engagement. In addition, 
Maricopa County, in collaboration with Community Bridges Inc., will continue to offer outreach services to 
people experiencing homelessness in unincorporated areas of Maricopa County. The program, called Hand-in-
Hand Street Outreach, will operate up to (7) days a week depending on the region.  
Additionally, the jurisdiction has established a Funders Collaborative comprising public and private partners, 
which convenes regularly to address the regional challenge of homelessness. Led by Valley of the Sun United 
Way (VSUW) and consisting of key entities such as Maricopa County, Arizona Department of Housing (ADOH), 
Arizona Department of Economic Security (ADES), and the City of Phoenix, the Collaborative serves as a model 
for countywide collaboration. Its ongoing efforts focus on increasing coordination within the government, 
strengthening advocacy, educating policymakers, and guiding service providers towards long-term solutions to 
effectively combat 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 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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 9 
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 will help eliminate the 
duplication of efforts, improve communication regarding the most current news and information, and spearhead 
community-wide solutions to basic needs. 
Maricopa County is a member of the Regional Collaborative on Homelessness. The role of the Collaborative is 
essentially to draw on the expertise and perspectives of each member’s individual stakeholders, and to 
coordinate with and leverage each other around our own and mutual outreach and development of strategies. 
Other members of the collaborative include the Maricopa Association of Governments (which houses the 
CoC), Valley of the Sun United Way, Vitalyst Health Foundation, and the Arizona State University Action Nexus. 
The Collaborative is developing a regional plan to address and end homelessness in Maricopa County. 
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to 
allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities 
assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of 
HMIS. 
The 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 a member 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 in 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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 10 
HOME Consortium members will participate and contribute to ESG Subcommittee meetings as 
applicable to help determine priorities. 
2. Agencies, groups, organizations, and others who participated in the process and 
consultations. 
Table 2 - Consultation Participants 
1 
Agency/Group/Organization 
Housing Authority of Maricopa County 
Agency/Group/Organization Type 
Housing 
PHA 
Other government - County 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Homelessness Strategy 
Non-Homeless Special Needs 
Anti-Poverty Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation with the Housing Authority of 
Maricopa County through collaboration meetings. 
2 
Agency/Group/Organization 
ESG Collaborative 
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 
Homeless Needs - Chronically Homeless 
Homeless Needs - Families with children 
Homeless Needs - Veterans 
Homelessness Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. 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. 
3 
Agency/Group/Organization 
Maricopa Regional Continuum of Care 
Agency/Group/Organization Type 
Services - Housing 
Services - Homeless 
Other government - State 
Other government - County 
Other government - Local 
Regional organization 
Planning organization 
Civic Leaders 
Community Leaders

Maricopa County | Human Services Department | Housing and Community Development 
Page | 11 
What section of the Plan was addressed by 
Consultation? 
Homeless Needs - Chronically Homeless 
Homeless Needs - Families with children 
Homelessness Needs - Veterans 
Homelessness Needs - Unaccompanied Youth 
Homelessness Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during Maricopa County's 
participation in the ESG Subcommittee 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 
Services - Housing 
Neighborhood Organization 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Non-Homeless Special Needs 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
The agency was consulted through attendance at a 
public hearing. 
5 
Agency/Group/Organization 
City of Tolleson 
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 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
6 
Agency/Group/Organization 
City of 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 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
7 
Agency/Group/Organization 
Town of Youngtown 
Agency/Group/Organization Type 
Other government - Local 
Civic Leaders

Maricopa County | Human Services Department | Housing and Community Development 
Page | 12 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Homelessness Strategy 
Non-Homeless Special Needs 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
8 
Agency/Group/Organization 
Town of Guadalupe 
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 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
9 
Agency/Group/Organization 
City of Buckeye 
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 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
10
Agency/Group/Organization 
Town of Wickenburg 
Agency/Group/Organization Type 
Other government - Local 
Business Leaders 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Homelessness Strategy 
Non-Homeless Special Needs 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
11
Agency/Group/Organization 
Town of Gila Bend 
Agency/Group/Organization Type 
Other government - Local 
Civic Leaders

Maricopa County | Human Services Department | Housing and Community Development 
Page | 13 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Homelessness Strategy 
Non-Homeless Special Needs 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. 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 hearing. 
12
Agency/Group/Organization 
City of Glendale Community Housing 
Agency/Group/Organization Type 
Housing 
PHA 
Services - Housing 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Anti-Poverty Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation with the City of Glendale Housing 
Authority through Maricopa HOME Consortium 
members concerning quality, quantity, and needs 
of assisted housing clients being served. 
13
Agency/Group/Organization 
City of Chandler Public Housing Authority 
Agency/Group/Organization Type 
Housing 
PHA 
Services - Housing 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Anti-Poverty Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation with the City of Chandler Housing 
Authority through Maricopa HOME Consortium 
members concerning quality, quantity, and needs 
of assisted housing clients being served. 
14
Agency/Group/Organization 
Tempe Housing Authority 
Agency/Group/Organization Type 
Housing 
PHA 
Services - Housing 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Anti-Poverty Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation with the City of Tempe Housing 
Authority through Maricopa HOME Consortium 
members concerning quality, quantity, and needs 
of assisted housing clients being served. 
15
Agency/Group/Organization 
Scottsdale Housing Authority 
Agency/Group/Organization Type 
Housing 
PHA 
Services - Housing 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Public Housing Needs 
Anti-poverty Strategy

Maricopa County | Human Services Department | Housing and Community Development 
Page | 14 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation with the City of Scottsdale Housing 
Authority through Maricopa HOME Consortium 
members concerning quality, quantity, and needs 
of assisted housing clients being served. 
16
Agency/Group/Organization 
ASU Digital Equity and Social Impact  
Agency/Group/Organization Type 
Research 
Education 
Advisory 
What section of the Plan was addressed by 
Consultation? 
Non-Homeless Special Needs 
Market Analysis 
Economic Development 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Erin Carr-Jordan is the Executive Director and 
responsible for managing the County’s $35m 
investment in broadband.  
17
Agency/Group/Organization 
Arizona Partnership for Healthy Communities 
Agency/Group/Organization Type 
Housing 
Services - Housing 
Services - Persons with Disabilities 
Services-Health 
Service - Fair Housing 
Health Agency 
Other government - State 
Other government - County 
Other government - Local 
Regional organization 
Planning organization 
Business and Civic Leaders 
Foundation 
Grantee Department 
Neighborhood Organization 
What section of the Plan was addressed by 
Consultation? 
Housing Need Assessment 
Anti-Poverty Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during Maricopa County's 
participation on the Arizona Partnership for 
Healthy Communities Steering Committee which 
focuses on planning, cross-sector collaboration, 
and ensuring all of Arizona's communities are 
healthy places to live. 
18
Agency/Group/Organization 
State Weatherization Peer to Peer Committee 
Agency/Group/Organization Type 
Housing 
Other government - State 
Other government - County 
Other government - Local 
Regional organization 
Planning organization 
What section of the Plan was addressed by 
Consultation? 
Non-Homeless Special Needs 
Anti-poverty Strategy

Maricopa County | Human Services Department | Housing and Community Development 
Page | 15 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
The Peer-to-Peer Group is a statewide regional 
committee of funding agencies (ADOH, SRP, APS, 
Southwest Gas) and the nine provider groups that 
meet to discuss the following: program 
implementation, policy guidance and technical 
aspects related to the federally funded DOE and 
LIHEAP Weatherization program, as well as the 
local utility company private investment. 
Consultation through participation improves 
Maricopa County Home Improvement Program, 
which leverages HOME and CDBG funding with WX 
when possible. 
19
Agency/Group/Organization 
Maricopa Regional Continuum of Care Board 
Agency/Group/Organization Type 
Housing 
Services - Housing 
Services - Homeless 
Other government - State 
Other government - County 
Other government - Local 
Regional organization 
Civic Leaders 
What section of the Plan was addressed by 
Consultation? 
Homeless Needs - Chronically Homeless 
Homeless Needs - Families with Children 
Homelessness Needs - Veterans 
Homelessness Needs - Unaccompanied Youth 
Homelessness Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during Maricopa County's 
participation on the Continuum of Care Board 
which focuses on planning, housing, and homeless 
services. 
20
Agency/Group/Organization 
Arizona Department of Health Services 
Agency/Group/Organization Type 
Services - Children 
Services - Health 
Services - Education 
Health Agency 
Other government - State 
What section of the Plan was addressed by 
Consultation? 
Non-Homeless Special Needs 
Anti-Poverty Strategy 
Lead-based Paint Strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
The agency was consulted through discussions 
about Maricopa County's strategies to reduce lead-
based paint in housing. 
21
Agency/Group/Organization 
Maricopa County Department of Public Health 
Agency/Group/Organization Type 
Services - Children 
Services - Health 
Health Agency 
Other government - County 
What section of the Plan was addressed by 
Consultation? 
Non-Homeless Special Needs 
Anti-Poverty Strategy 
Lead-based Paint Strategy 
Homelessness Strategy

Maricopa County | Human Services Department | Housing and Community Development 
Page | 16 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
The agency was consulted through discussions 
about Maricopa County's strategies to reduce lead-
based paint in housing and participation on the 
Arizona Lead Poisoning Prevention Coalition. 
The agency was also consulted through Human 
Services Department participation in the COVID 19 
response as it relates to people experiencing 
homelessness. 
22
Agency/Group/Organization 
Regional Collaborative on Homelessness 
Agency/Group/Organization Type 
Services - Education 
Health Agency 
Other government - County 
Regional organization 
Foundation 
Grantee Department 
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  
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during Maricopa County's 
participation in the weekly Regional Collaborative 
workgroups which focuses on regional planning 
related to homelessness 
23
Agency/Group/Organization 
Ending Veteran Homelessness Workgroup/ Ending 
Chronic Homelessness Workgroup 
Agency/Group/Organization Type 
Housing 
Services - Homeless 
Regional organization 
What section of the Plan was addressed by 
Consultation? 
Homeless Needs - Chronically Homeless 
Homelessness Needs - Veterans 
Homelessness strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during monthly workgroup 
meeting which focuses on ending Veteran 
homelessness. Consultation also provided during 
monthly workgroup meeting which focuses on 
ending chronic homelessness. 
24
Agency/Group/Organization 
CoC Data Subcommittee 
Agency/Group/Organization Type 
Housing 
Services - Homeless 
Regional organization 
What section of the Plan was addressed by 
Consultation? 
Homelessness strategy 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided during monthly workgroup 
meeting which focuses on regional homeless data 
and HMIS policy.  
25
Agency/Group/Organization 
Healthy Giving Council 
Agency/Group/Organization Type 
Services-homeless

Maricopa County | Human Services Department | Housing and Community Development 
Page | 17 
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 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
Consultation provided through participation on the 
council and attendance at meetings. 
26
Agency/Group/Organization 
Maricopa County Flood Control District 
Agency/Group/Organization Type 
Other government – County 
Regional organization 
What section of the Plan was addressed by 
Consultation? 
Funding Public Improvements 
Briefly describe how the 
Agency/Group/Organization was consulted. What 
are the anticipated outcomes of the consultation or 
areas for improved coordination? 
The Flood Control district provides floodplain 
research and mitigation planning for local 
municipalities, developers and citizens as well as  
providing pre-flood and post-flooding support.  
Identify any Agency Types not consulted and provide rationale for not consulting. 
Maricopa County contacted numerous agencies to solicit input and participation from the maximum number of 
organizations, agencies, and citizens in the planning process. Maricopa County consulted all critical agency 
types and provided considerable opportunities for comment during the needs assessment, as well as during the 
PY 2024 participation and consultation process. The County values input from all agencies and an inclusive 
approach was taken to ensure ample opportunity for collaboration and discussion on the plan.  
Other local/regional/state/federal planning efforts considered when preparing the Plan. 
Table 3 - Other local / regional / federal planning efforts 
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 
Maricopa County aligned the priorities of the county's homeless 
strategies with the Continuum of Care. 
Annual PHA Plan 
Housing Authority 
of Maricopa 
County 
The Housing Authority of Maricopa County's PHA Plan strategic 
priorities include increasing opportunities for residents to move 
beyond their housing needs towards self-sufficiency, increasing 
housing options in underserved communities. 
Analysis of 
Impediments to Fair 
Housing Choice 
Maricopa County 
Maricopa County seeks to reduce impediments to fair housing 
choice for citizens by aligning its Fair Housing efforts with 
recommendations made in the regional AI. 
3. Narrative 
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 consists of eight units of local government, Maricopa County, and the 
Maricopa Urban County cities and towns. The eight entitlement jurisdictions that 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 collaborate with local and state entities to 
implement activities associated with their respective Annual Plans, i.e., the State Historic Preservation Office 
and the Arizona Department of Housing. Through participation on the Community Development Advisory

Maricopa County | Human Services Department | Housing and Community Development 
Page | 18 
Committee, the local governmental members of the Maricopa Urban County meet regularly to advise the County 
on the progress and delivery of the CDBG projects. The service area of the Urban County also includes 
unincorporated areas of Maricopa County.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 19 
AP-12 Participation - 91.401, 91.105, 91.200(c) 
1. Summary of citizen participation process/Efforts made to broaden citizen participation. 
Summarize citizen participation process and how it impacted goal setting. 
The Citizen Participation Process for the development of the 2024 Annual Action Plan follows processes 
prescribed in the Maricopa County FY 2020-2024 Consolidated Plan Citizen Participation Plan and includes a 
broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The 
primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access, and 
opportunity to participate in the planning, implementation, and assessment of activities related to the 5-Year 
Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden citizen 
participation, Maricopa County Human Services Department, as well as the cities/towns of Avondale, Chandler, 
Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the development of the Action Plan. 
For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings; public notices 
in newspapers; public hearings; and public meetings, as well as website outreach on the Maricopa County 
website. Two public hearings were held to solicit input held on January 18 and 24, 2024. Two public hearings on 
the draft Annual Action Plan were held on April 10 and 18, 2024 . All public hearings also offered a virtual 
attendance option. A 30-day public comment period for public review of the draft Annual Action Plan began on 
March 14 through April 18, 2024.  
The citizen participation activities undertaken by the entitled members of the Maricopa HOME Consortium are 
outlined in depth in their respective Annual Action Plan submissions to HUD. Urban County members often 
undertake their own efforts to solicit citizen input and participation. The combined efforts of all members of the 
Maricopa HOME Consortium and Maricopa Urban County represent an extensive citizen participation process 
across the Maricopa County region.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 20 
Citizen Participation Outreach 
Table 4 - Citizen Participation Outreach 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of  
response/attendance 
Summary of  
Comments received 
Summary of  
comments not 
accepted 
and reasons 
URL (If applicable) 
1 
Public Hearing 
Minorities 
  
Non-English Speaking - 
Specify other 
language: Spanish 
  
Persons with 
disabilities 
  
Non-targeted/broad 
community 
Public hearings to solicit public 
input were held January 18, 
2024 at the HOME Consortium 
Public Meeting and January 24, 
2024 at the Community 
Development Advisory 
Committee Public Meeting. 
(meetings offered an in-person 
and virtual attendance option) 
 No Comments Received 
All comments 
received were 
accepted. 
 
https://www.mari
copa.gov/Agenda
Center 
2 
Public Hearing 
 
 
 
 
 
 
 
 
 
 
 
 
 
Minorities 
  
Non-English Speaking - 
Specify other 
language: Spanish 
  
Persons with 
disabilities 
  
Non-targeted/broad 
community 
Public hearings to solicit 
community input were held 
April 10, 2024 at the 
Community Development 
Advisory Committee Public 
Meeting, and on April 18, 2024 
at the HOME Consortium Public 
Meeting. (meetings offered an 
in-person and virtual 
attendance option) 
. 
 
 
No Comments Received 
 
 
 
 
 
 
 
 
 
 
All comments 
received were 
accepted. 
 
https://www.mari
copa.gov/Agenda
Center

Maricopa County | Human Services Department | Housing and Community Development 
Page | 21 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of  
response/attendance 
Summary of  
Comments received 
Summary of  
comments not 
accepted 
and reasons 
URL (If applicable) 
3 
Public Meeting 
Non-targeted/broad 
community 
The 2024-2025 Annual Action 
Plan was on the Maricopa 
County Board of Supervisors 
Agenda and approved at the 
public meeting held by the 
county supervisors on April 24, 
2024. The agenda item is 
posted for public input 
according to Open Meeting 
Law statutes by the Clerk of the 
Boards office. 
No Comments Received 
 
Any comments 
received were 
accepted. 
 
https://www.mari
copa.gov/324/Boa
rd-of-Supervisors-
Meeting-
Information 
4 
Newspaper Ad 
Non-targeted/broad 
community 
Public Notices announcing the 
public hearings on January 18, 
2024, and January 24, 2024 
with notice of upcoming 
opportunities to provide input 
on the upcoming Annual Action 
Plan were placed in 2 
newspapers of record in 
Maricopa County. 
No Comments Received 
Any comments 
received were 
accepted. 
  
5 
Newspaper Ad 
Non-targeted/broad 
community 
Public Notices announcing the 
public hearings on April 10, 
2024 and April 18, 2024 for the 
30-day public comment period 
for PY 2024 Annual Action Plan 
were placed in 2 newspapers of 
record in Maricopa County. 
No Comments Received 
 
Any comments 
received were 
accepted.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 22 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of  
response/attendance 
Summary of  
Comments received 
Summary of  
comments not 
accepted 
and reasons 
URL (If applicable) 
6 
Internet 
Outreach 
Non-targeted/broad 
community 
Draft Annual Action Plan was 
made available on the 
Maricopa County Human 
Services Department website 
during the Public Comment 
Period of March 14 through 
April 18, 2024 for all interested 
parties to view and provide 
comment. The public notice 
was also posted as on 
Maricopa County Human 
Services Department website. 
No Comments Received 
 
Any comments 
received were 
accepted. 
https://www.mari
copa.gov/3893/N
otices-Documents 
7 
Public Notices 
Minorities 
  
Non-English Speaking - 
Specify other 
language: Spanish 
  
Persons with 
disabilities 
  
Non-targeted/broad 
community 
In compliance with the Citizen 
Participation Plan, public 
notices were posted in the 
lobby of the Human Service 
Department and throughout 
Maricopa County library district 
buildings. 
No Comments Received 
 
Any comments 
received were 
accepted.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 23 
Expected Resources 
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) 
1. Introduction 
The table that follows depicts the estimated resources that Maricopa County will have available during the term 
of the 2024 Annual Plan, the final year of the Five-Year 2020-2024 Consolidated Plan. The resources include 
CDBG, HOME, and ESG. In addition, HOME program income, prior-year reallocated HOME funds, CDBG program 
income, and prior-year unprogrammed CDBG funds will be utilized.  
The 2024 Allocations (Estimated amounts based on PY 2023 amount, see contingency plan at the end of AP-38 
describing how funds will be adjusted based on final PY2024 HUD allocations) 
2024 CDBG ALLOCATION - $3,020,680 
2024 ESG ALLOCATION - $249,288 
2024 HOME ALLOCATION - $5,308,839 
HOME Consortium Breakdown of 2024 Allocations ($5,308,839) *: 
Avondale - $214,593 
Chandler - $442,726 
Gilbert - $337,297 
Glendale - $775,957 
Maricopa County - $1,260,871 
Peoria - $297,476 
Scottsdale - $355,614 
Surprise - $252,694 
Tempe - $575,285 
CHDO Set Aside - $796,324.90 
*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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 24 
4. Anticipated Resources 
Table 5 - Priority Table 
Program
Source 
of Funds 
Eligible Uses of Funds 
Expected Amount Available Year 5 
Expected Amount 
Available 
Reminder 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 
3,020,680
44,620 
400,234 
$3,465,534 
$ 0 
 
CDBG funds available for activities 
in Urban County communities. 
Annual competitive application 
process to solicit and award 
funding to projects. 
HOME 
Public - 
Federal 
-Acquisition 
-Homebuyer assistance 
-Homeowner rehab 
-Multifamily rental new 
construction 
-Multifamily rental rehab
-New construction for 
ownership 
-TBRA 
5,308,839
39,641 
500,000 
$5,803,839 
$ 0 
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. 
ESG 
Public - 
Federal 
-Financial Assistance 
-Overnight shelter 
-Rapid re-housing (rental 
assistance) 
-Rental Assistance 
Services 
-Street Outreach 
Services 
249,288 
0 
0 
$249,288 
$ 0 
ESG funds available for eligible 
activities in Maricopa County.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 25 
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 Community Service & Housing Programs 
Rental and Utility Assistance  
STCS/ TANF Rent/Utilities/Mortgage Assistance - $455,392  
CSBG Rent/Utilities/Mortgage Assistance -  $357,000  
Arizona Public Service (APS utility assistance) - $150,000  
ARPA Rental Assistance _ $10,000,000  
Emergency Home Repair 
ARPA State and Local Fiscal Recovery Funds Emergency Repair =  $12,000,000  
Wildfire URRD -  $123,420  
Housing Development 
ARPA State and Local Fiscal Recovery Funds Affordable Housing - $130,000,000 
Homeless Initiatives 
Maricopa County General Funds for Homeless Services - $1,929,129 
Maricopa County American Rescue Plan Act (homelessness initiatives)- $40,000,000 
DES Housing Support Services - $1,230,416 
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 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 
Maricopa County will use local funds and CDBG funds to provide the 100% match requirement for 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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 26 
Discussion - Please see above.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 27 
Annual Goals and Objectives 
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) 
5. Goal Summary  & Description Information 
Table 7 – Goal Descriptions 
1 
Goal Name 
Expand Affordable Housing Options 
 
Goal Name 
Start 
Year 
End 
Year 
Category 
Geographic 
Area 
Needs Addressed 
Funding 
Goal Outcome Indicator 
1
Expand Affordable 
Housing Options 
2020 
2025 
Affordable 
Housing 
Countywide
- Affordable Housing for Low-
to-Mod. Income Renters 
- Affordable Housing for Low-
to-Mod. Income Owners 
- Services and Housing for 
People Exp Homelessness 
HOME: 
$ 5,803,839 
Rental units add: 4 
Household Housing Units 
Homeowner Housing Add: 
14 Household Housing 
Units 
Tenant-based rental 
assistance: 93 Households 
Assisted 
2
Not used 
 
 
 
 
 
 
 
 
3
Support Efforts to 
Combat 
Homelessness 
2020 
2025 
Homeless 
Countywide
Services and Housing for 
People Exp Homelessness 
ESG: 
$249,288 
Rapid Rehousing: Assist 41 
Households  
Homeless Person 
Overnight Shelter: Assist 
578 Persons  
4
Support Public 
Services in the 
Urban County 
2020 
2025 
- Non-Homeless 
Special Needs 
- Non-Housing 
Community 
Development 
  
- Services and Housing for 
People Exp Homelessness 
- Services and Housing for 
Special Needs Populations 
CDBG:  
$453,102 
Public service activities 
other than Low/Moderate 
Income Housing Benefit: 
873 Persons Assisted 
5
Fund Public 
Improvements in 
the Urban County 
2020 
2025 
Non-Housing 
Community 
Development 
  
Urban County Public 
Improvements/Infrastructure 
CDBG: 
$1,250,871 
Public Facility or 
Infrastructure Activities 
other than Low/Moderate 
Income Housing Benefit: 
32,298 Persons Assisted

Maricopa County | Human Services Department | Housing and Community Development 
Page | 28 
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 
Not Used 
Goal 
Description 
 Not used 
3 
Goal Name 
Support Efforts to Combat Homelessness 
Goal 
Description 
Support, Emergency Shelter, and Rapid Rehousing programs defined as progressive engagement and placement in programs, 
emergency shelter services, , case management based on client’s needs, short to medium-term rent and move-in assistance 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. 
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 91.215(b)  
For July 1, 2020 through June 30, 2025, Maricopa County anticipated 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). For PY 2024, that estimate is 5 extremely low-income, 15 very 
low-income, and 13 low-income families.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 29 
AP-35 Projects - 91.420, 91.220(d) 
Introduction  
This section specifically identifies the projects that will take place during PY 2024 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. 
***Funds are currently estimates based off the PY 2023 allocation, amounts will be updated based on the 
contingency plan following HUDs release of the PY 2024 allocations.  
CDBG Funds: 2024 CDBG Total Allocation is $3,020,680, the total Reallocated (carryover) Funds is $404,234. 
The total funding available is $3,465,534. Of the total funds available, $152,883 of contingency funds is withheld 
for project overruns (approx. 5% of 2024 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: 2024 ESG Total Allocation is $249,288 with activities of emergency shelter ($49,288) and rapid 
rehousing ($200,000). 
HOME Funds: 2024 HOME Total Allocation is $5,308,839. HOME Program Income, Recapture, or Repayments 
received between 4/1/23-3/31/24 totaling $39641.39 (Maricopa County $0; and HOME Consortium Members 
$39,641.39) are included in this Annual Action Plan per 24 CFR 91.220 (2) (i). Maricopa County HOME prior-year 
reallocated funds totaling $500,000 (MCHIP PY2021 $212,000 and FSL PY2021 $288,000 are also included. The 
total funding available is $5,848,480. Any program income received during the program year will be retained and 
reported in the following year's Action Plan. 
Of the total 2024 funds available, Maricopa County's share of the HOME funds is $1,260,871 ($327,655 for 
administration and $933,216 for projects). The Consortium Member's share of the HOME Funds is $4,047,968 
(administration $182,145 and $3,865,823 for projects). The required CHDO set-aside is 15% of total allocation 
and is $796,326. 
Table 8 - Program Income

Maricopa County | Human Services Department | Housing and Community Development 
Page | 30 
Project Names:  
Table 9 - Projects by Name 
# 
Project Name 
1 
ESG Maricopa County – PY 2024  
2 
HOME Acquisition of Land and New Construction of Single-Family Housing for Owner Occupants - PY 
2024 
3 
HOME Acquisition and/or Rehabilitation of Single-Family Rental Housing - PY 2024 
4 
HOME New Construction of Multi-Family Rental Housing - PY 2024 
5 
HOME Homebuyer Assistance - PY 2024 
6 
HOME Tenant Based Rental Assistance - PY 2024 
7 
HOME Acquisition and/or Rehabilitation of Single-Family for Resale – PY24 
8 
HOME Program Administration - PY 2024 
9 
CDBG Program Administration - PY 2024 
10 
CDBG MCHSD Homeless Services - PY 2024 
11 
CDBG Public Improvements and Infrastructure - PY2024 
 
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.  
ESG/CDBG Public Services Projects: 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 PY 2024, all 
CDBG Public Service funding is reserved for homeless services.  
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 applications are forwarded to the Board of Supervisors-appointed Community Development Advisory 
Committee (CDAC) for scoring and recommendations for funding. The CDAC reviews and scores 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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 31 
Obstacles to Addressing Underserved Needs: Obstacles our region include exponentially increasing rent rates, 
increasing mortgage interest rates, higher home values, rising costs of construction materials, supply chain 
demands and delays, 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 needs within our communities. A 
history of budget cuts or 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 2024 for CHDO, CDBG, and homelessness activities has far exceeded the amount of funding 
available. 
Please refer to the Appendix to review additional Consortium member contributions to this section.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 32 
AP-38 Project Summary 
Table 10 - Project Summary Information 
1
Project Name 
ESG PY 2024 Maricopa County 
Target Area 
Countywide 
Goals Supported 
Support Efforts to Combat Homelessness 
Needs Addressed 
Services and Housing for People Experiencing Homelessness 
Funding 
ESG: $249,288 
Description 
ESG PY 2024: As of publication of this Plan, the County is currently in 
procurement for one or more agencies to provide eligible services, including 
emergency shelter ($62,900) and rapid rehousing ($186,388). This approach 
will require that qualified subrecipients provide eligible services in alignment 
with the goal and vision of this action plan.  
Target Date 
6/30/2025 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
578 low-income families experiencing homelessness. 
Location Description 
Scattered sites throughout Maricopa County. 
Planned Activities 
Emergency shelter and rapid rehousing. 
2
Project Name 
HOME Acquisition of Land and New Construction of Single-Family Housing 
for Owner Occupants - PY 2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Owners 
Funding 
HOME: $891,325 ($481,325 CHDO + $558,884 Entitlement) 
Description 
CHDO Maricopa Urban County: Newtown CDC ($481,325 CHDO Set-aside) 
Acquisition and new construction of 7 single-family homes for sale to Low-to-
Mod homebuyers in the City of Tempe which will be included in Community 
Land Trust. 
Maricopa Urban County: Guadalupe CDC ($300,000) Acquisition and new 
construction of 1 single-family home for sale to Low-to-Mod homebuyers in 
Town of Guadalupe  
City of Peoria ($110,000): Acquisition and new construction of 1 single-family 
home for sale to Low-to-Mod income homebuyers in the City of Peoria 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
1 Low-to-Mod income households. 
Location Description 
Tempe, Peoria and Maricopa Urban County (Guadalupe) 
Planned Activities 
Construction of new of single-family homes for resale to Low-to-Mod 
homebuyers. 
3
Project Name 
HOME Acquisition and/or Rehabilitation of Single-Family Rental Housing - PY 
2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Renters 
Funding 
HOME: $652,297 ($337,297 Entitlement + $315,000 CHDO)

Maricopa County | Human Services Department | Housing and Community Development 
Page | 33 
Description 
Gilbert ($337,297): Acquisition and rehabilitation for 1 single-family rental 
housing for eligible low-income renters 
CHDO: ARM of Save the Family ($315,000): Acquisition and rehabilitation for 
1 single-family rental housing for eligible low-income renters 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
2 low-income families. 
Location Description 
Gilbert and Urban County 
Planned Activities 
Acquisition and/or rehabilitation for single-family rental housing for 
eligible low-income households.  
4
Project Name 
HOME New Construction of Multi-Family Rental Housing - PY 2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Renters 
Funding 
HOME: $1,133,216 ($633,216 Entitlement + $500,000 Reallocation PY21 
funds from MCHIP & FSL) 
Description 
Gorman and Company Wickenburg Apartments ($1,133,216): Acquisition and 
new construction for multi-family rental housing for eligible low-income 
families. 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
6 low-income families. 
Location Description 
Town of Wickenburg (Urban County) 
Planned Activities 
Acquisition and/or new construction for multi-family rental housing for 
eligible low-income households.  
5
Project Name 
HOME Homebuyer Assistance - PY 2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Families 
Funding 
HOME: $10,000 
Description 
City of Peoria ($10,000): Homebuyer Assistance 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
1 low-income household 
Location Description 
City of Peoria 
Planned Activities 
Homebuyer assistance for Low-to-Mon Income family 
6
Project Name 
HOME Tenant Based Rental Assistance - PY 2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Renters 
Funding 
HOME: $2,435,622

Maricopa County | Human Services Department | Housing and Community Development 
Page | 34 
Description 
Tenant based rental assistance for eligible low-income households.  
Avondale ($215,000): Tenant based rental assistance for 70 eligible low-
income households. 
Chandler ($415,056): Tenant based rental assistance for 25 eligible low-
income households. 
Glendale ($727,460): Tenant based rental assistance for 35 eligible low-
income households. 
Scottsdale ($333,388): Tenant based rental assistance for 15 eligible low-
income households. 
Surprise ($236,901): Tenant based rental assistance for 8 eligible low-income 
households. 
Tempe ($507,817): Tenant based rental assistance for 30 eligible low-income 
households. 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
183 low-income households. 
Location Description 
Avondale, Chandler, Glendale, Scottsdale, Surprise, and Tempe 
Planned Activities 
Tenant based rental assistance for eligible low-income households. 
7
Project Name 
HOME Acquisition and/or Rehabilitation of Single-Family Housing for Resale - 
PY 2024 
Goals Supported 
Expand Affordable Housing Options 
Needs Addressed 
Affordable Housing for Low-to-Mod. Income Families 
Funding 
HOME: $158,884 
Description 
City of Peoria ($158,884): Acquisition and rehab of 1 single-family home for 
sale to Low-to-Mod income homebuyers in the City of Peoria 
Target Date 
6/30/2028 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
1 low-income household 
Location Description 
Peoria 
Planned Activities 
Acquisition and/or Rehabilitation of Single-Family Housing for Resale 
8
Project Name 
HOME Program Administration - PY 2024 
Goals Supported 
HOME: $509,800 
Needs Addressed 
Planning and Administration 
Funding 
Program administration for HOME Activities for Maricopa County as Lead 
Agency ($327,655), and Avondale ($13,412), Chandler ($27,670), Glendale 
(48,497), Peoria ($18,592), Scottsdale ($22,226), Surprise ($15,793), and 
Tempe ($35,955). The Town of Gilbert elected not to use their administration 
allocation and allocated the full amount to projects. 
Description 
N/A - Program Administration 
Target Date 
6/30/2028

Maricopa County | Human Services Department | Housing and Community Development 
Page | 35 
Estimate the number and 
type of families that will 
benefit from the 
proposed activities 
 Program Administration 
Location Description 
Lead Agency (Maricopa County Human Services Department) and HOME 
Consortium Communities excluding the Town of Gilbert. 
Planned Activities 
Program Administration 
 
9 
Project Name  
CDBG Program Administration - PY 2024 
Funding  
CDBG: $604,136 
Description  
2024-25 Program Administration for CDBG and ESG programs. Fair housing 
activities. Lead-based paint hazard reduction activities.  
Target Date  
6/30/2025 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities  
N/A - Program Administration  
Location Description 
Maricopa County  
Planned Activities  
2024-25 Program Administration for CDBG and ESG programs. Fair housing 
activities. Lead-based paint hazard reduction activities. Activities include the 
CDBG-eligible Matrix Code: 21A General Program Administration, 24 CFR 
570.206 or 24 CFR 570.489(a)(3).  
10 
Project Name  
CDBG MCHSD Homeless Services - PY 2024  
Goals Supported  
Support Public Services in the Urban County  
Needs Addressed  
Services and Housing for People Experiencing Homelessness  
 Services and Housing for Special Needs Populations  
Funding  
CDBG: $453,102 
Description  
MCHSD will provide homelessness services through emergency shelters and 
Rapid Rehousing. Emergency Shelter: A New Leaf $200,000 and UMOM New 
Day Centers $200,712. Rapid Rehousing: Save the Family $52,390 
Target Date  
6/30/2025  
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities  
958 homeless or low-income persons.  
Location Description 
Maricopa County  
Planned Activities  
Provide shelter and supportive services for homeless individuals and 
families. Activities include the CDBG-eligible Matrix Code: 03T Homeless/AIDS 
Patients Programs, 24 CFR 570.201(e) or 42 USC 5305(a)(8) + 24 CFR 
570.482(c)(2).  
11 
Project Name  
CDBG Public Improvements and Infrastructure – PY2024 
Goals Supported  
Fund Public Improvements in the Urban County 
Needs Addressed  
Urban County Public Improvements/Infrastructure 
Funding  
$2,719,389 (PY 2024 Entitlement $1,963,442, Program Income $44,620, PY2022 
reallocated $400,234, and CDBG-CV $311,093) 
Description  
Wickenburg Santa Cruz Waterline Replacement Project - $400,000: Replace 
1,700 linear feet of existing 8-inch PVC and VCP sanitary sewer line.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 36 
Morristown Water Company – MWC Filter System - $250,000: Install a water 
filtration system and construct a building to house filtration system. 
Youngtown Sidewalk Improvement Program – Phase 3 - $1,000,000: Improve 
10,000 Linear Feet of 4-foot-wide ADA compliant sidewalks. Sidewalks will be 
replaced in the area bounded by West Peoria Avenue to West Connecticut 
Avenue and North 111th avenue to North 114th Avenue. 
Buckeye 10th Street and Alley Improvements - $604,208:  Improve existing 
unimproved alley-way and street to reduce dust emissions, pothole complaints, 
and improve right-of-way maintenance. Install eight-foot-wide sidewalk along 
10th St and improve lighting and storm drain system. Street improvements will 
occur on 10th street from E Eason Ave to E MC 85 and the alleyway adjacent to 
the town pool and recreation center between E Eason Ave and Watkins St, and 
Watkins St to E MC 85. 
El Mirage Library Improvements - CDBG-CV $311,093: This project will 
construct an outdoor learning pavilion on the lot east of the El Mirage Library 
that will be used for educational programs for individuals of all ages with 
emphasis on literacy programming year-round. This outdoor learning pavilion 
will serve as a multi-use facility and be a gateway for opportunities of increased 
partnerships with schools and non-profit organizations. The vacant lot directly 
east of the City of El Mirage Public Library. CV tieback: the outdoor learning area 
will create an educational space where social distancing can be accommodated, 
and air filtration does not become a concern allowing programming for the 
community to continue in the event of another pandemic. The space will also 
accommodate serving as an outdoor space for programming and services in the 
event it is unsafe to provide services indoors. 
CDBG Project Contingency - $ 152,883: Contingency for Public Improvements 
and Infrastructure projects. 
Target Date  
6/30/2026 
Estimate the number 
and type of families 
that will benefit from 
the proposed 
activities  
 Wickenburg Santa Cruz Waterline Replacement Project: The project is in Block 
Group 609.02, BG 2. 34 households will be directly assisted, and an estimated 
24 are below 80% AMI. A total of 985 individuals will be indirectly assisted, an 
estimated 715 are below 80% AMI. 
Morristown Water Company – MWC Filter System: The project is located in 
Block Group 1, Census Tract 405.18. A total of 250 residents will be directly 
assisted as well as students at Morristown Elementary School (Title 1 school), 
members of the community church, and the local fire station. An estimated 360 
individuals below 80% AMI will benefit from the project. 
Youngtown Sidewalk Improvement Program – Phase 3: This project is located 
in Census Track 716 & 717.01 Block Group 1 & 2. An estimated 3,836 residents 
will be directly assisted by this project, approximately 57% of whom are below 
80% AMI. 
Buckeye 10th Street and Alley Improvements:  This project is located in Census 
Track 507.02, Block Group 1. An estimated 1,230 residents will be directly 
assisted by this project, approximately 60% of whom are below 80% AMI. 
El Mirage Library Improvements - CDBG-CV: This project is located in Census 
Track 609.03 Block Group 2. An estimated 38,759 residents will be directly 
assisted by this project, approximately 63% of whole area below 80% AMI.  
CDBG Project Contingency: Contingency for Public Improvements and 
Infrastructure projects. 
Location Description 
Maricopa County 
Planned Activities  
Wickenburg Santa Cruz Waterline Replacement Project: The project will replace 
1,700 linear ft. of existing sanitary sewer line on 5th Ave, from W. Santa Fe Ln to 
the alley S. of Ventura St. Activities include the CDBG-eligible Matrix Code: 03J 
Water/Sewer Improvements, 24 CFR 570.201(c) or 42 USC 5305(a)(2).

Maricopa County | Human Services Department | Housing and Community Development 
Page | 37 
Morristown Water Company – MWC Filter System: The project will install a 
filtration system to ensure that the water being distributed is safe for all 
consumers. It will also include land fill disposable filters, bulk media, and an 
insulated building large enough to house the system. Activities include the 
CDBG-eligible Matrix Code: 03J Water/Sewer Improvements, 24 CFR 570.201(c) 
or 42 USC 5305(a)(2). 
Youngtown Sidewalk Improvement Program – Phase 3: The project will 
improve 10,000 LF of ADA compliant sidewalks, curb ramps, and reconstruction 
of retaining walls. Activities include the CDBG-eligible Matrix Code: 03L 
Sidewalks, 24 CFR 570.201(c) or 42 USC 5305(a)(2). 
Buckeye 10th Street and Alley Improvements:  The project will improve asphalt 
paving, sidewalks, landscaping, utility adjustments, lighting, and storm drains. 
Activities include the CDBG-eligible Matrix Code: 03K Street Improvements, 24 
CFR 570.201(c) or 42 USC 5305(a)(2). 
El Mirage Library Improvements - CDBG-CV: The project includes demolition, 
grading, landscape, irrigation, walls, fences, solar lights, and concrete work for 
the main learning area and six nodes. This also includes canopies for the main 
learning area and two nodes, as well as electrical work to bring lighting to the 
main learning node. Activities include the CDBG-eligible Matrix Code: 03E 
Neighborhood Facilities, 24 CFR 570.201(c) or 42 USC 5305(a)(2). 
CDBG Project Contingency: Contingency for Public Improvements and 
Infrastructure projects. 
 
Supplemental Funding DES Housing Support Solutions: 
DES - Housing Support Services 
$1,230,416.00
Tempe Community Action Agency - Emergency Shelter 
$137,917.00 
Community Bridges Inc.- Emergency Shelter 
$280,000.00 
Native American Connections - Emergency Shelter 
$126,087.00 
Save the Family - Rapid Rehousing 
$406,412.00 
Tempe Community Action Agency - Rapid Rehousing 
$280,000.00 
 
Contingency Plan: 
Funds described in the AP-35 and AP-38 are currently estimates based off the PY 2023 allocation, amounts 
will be updated based on the contingency plan following HUDs release of the PY 2024 allocations which 
are expected to be release by May 9th.  
CDBG Contingency Plan: All activities will remain fully funded except "CDBG Program Administration", 
"Youngtown Sidewalk Improvement Program - Phase 3"," Buckeye 10th Street and Alley Improvements", 
and "CDBG Project Contingency" will be adjusted equally by percentage based on the final HUD 
allocations. CDBG MCHSD Homeless services: if final HUD allocation is higher, increase "A New Leaf - 
Emergency Shelter" and "Save the Family - Rapid Rehousing" equally from the increased allocation. If Final 
HUD allocation is lower, decrease funding for "UMOM New Day Centers - Emergency Shelters". 
ESG Contingency Plan: ESG Maricopa County: if final HUD allocation is higher, equally increase or 
decrease activity funding. DES - Housing Support Services: if final HUD allocation is higher, increase" 
Community Bridges Inc - Emergency Shelter" and "Native American Connections - Emergency Shelter" 
equally from the increased allocation. If final HUD allocation is lower, decrease "Native American 
Connections - Emergency Shelter".

Maricopa County | Human Services Department | Housing and Community Development 
Page | 38 
HOME Contingency Plan: HOME Consortium Members will adjust all activities equally by percentage 
based on the final HUD allocations. CHDO funded activities will adjust only the "Newtown CDC - CHDO 
$481,325.00" based on the final HUD allocations. Maricopa County Urban County funded activities will 
only adjust "Gorman and Company - Maricopa County Urban County $1,133,216.00" based on final 
allocation. 
 
 
AP-50 Geographic Distribution - 91.420, 91.220(f) 
Description of the geographic areas of the entitlement (including areas of low-income and minority 
concentration) where assistance will be directed  
The service area for the Maricopa HOME Consortium Year 4 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, Guadalupe, Litchfield Park, 
Tolleson, Wickenburg, and Youngtown.  
HOME resources are allocated to Consortium members by a pre-determined allocation formula outlined in the 
2020-2024 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 
Table 11 - Geographic Distribution 
Target Area 
Percentage of Funds 
Countywide 
100%  
Rationale for the priorities for allocating investments geographically.  
Not applicable. 
Discussion 
Please see discussion above.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 39 
Affordable Housing 
AP-55 Affordable Housing - 91.420, 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 2024-2025. The tables below outline the numbers of 
households supported and the number of affordable housing units that will be provided by program type. The 
first two tables include goals with HOME funding (Maricopa Urban County and Consortium members). The third 
and fourth tables are inclusive of CDBG and ESG (Maricopa Urban County and Consortium members) to show a 
combined commitment to affordable housing through multiple funding streams.  
Affordable Housing with HOME Funding 
Table 12 - One Year HOME Goals for Affordable Housing by Support Requirement 
One Year Goals for the Number of Households to be Supported by Household Type 
Homeless 
108 
Non-Homeless 
81 
Special-Needs 
0 
Total 
189 
Table 13 - One Year HOME Goals for Affordable Housing by Support Type 
One Year Goals for the Number of Households Supported by Activity 
Rental Assistance 
186 
The Production of New Units 
2 
Rehab of Existing Units 
1 
Acquisition of Existing Units 
10 
Total 
189 
Affordable Housing with CDBG and/or ESG Funding 
Table 14 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Requirement 
One Year Goals for the Number of Households to be Supported by Household Type 
Homeless 
37 
Non-Homeless 
89 
Special-Needs 
5 
Total 
131 
Table 15 - One Year HOME Consortium CDBG/ESG Goals for Affordable Housing by Support Type 
One Year Goals for the Number of Households Supported by Activity 
Rental Assistance 
35 
The Production of New Units 
0 
Rehab of Existing Units 
90 
Acquisition of Existing Units 
6 
Total 
131 
Discussion 
Please see the AP-35 Projects section to view a detailed description of the HOME-funded projects. Also refer to 
individual Consortium member Action Plans for detailed descriptions of their CDBG projects.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 40 
AP-60 Public Housing - 91.420, 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.  
Table 16 - Public Housing 
HUD 
HOUSING 
AUTH. CODE 
HOUSING 
AUTHORITY 
NAME 
PROGRAM 
TYPE 
PUBLIC 
HOUSING/ 
UNITS 
DEVELOPMENTS
HOUSING 
CHOICE 
VOUCHERS 
AZ003 
Glendale 
Combined 
155 
1 
1,065 
AZ009 
Maricopa County 
Combined 
0 
14 
1,738 
AZ028 
Chandler 
Combined 
303 
5 
495 
AZ031 
Tempe 
Section 8 
0 
0 
1,169 
AZ032 
Scottsdale 
Section 8 
0 
0 
735 
Actions planned during the next year to address the need for 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. 
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 way financial assistance will be provided.  
Not applicable. The Housing Authority of Maricopa County is considered a “Standard” PHA. 
Discussion 
Please refer to the Appendix to review additional Consortium member contributions to this section.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 41 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 
Introduction 
The Maricopa HOME Consortium and County understand that preventing and ending homelessness using 
targeted resources alone will not work exclusively. Therefore, the Consortium and County are 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) who is the Collaborative 
Applicant for the Maricopa Regional Continuum of Care. 
Maricopa County will continue its efforts to support: 
Continued involvement with the Maricopa Regional Continuum of Care. 
Regional planning efforts with Maricopa Association of Governments, East and West Valley Cities to 
ensure equitable distribution of services throughout the region.  
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 its commitment to exploring innovative opportunities that can enhance housing 
placements and effectively reduce the homeless population in Maricopa County. With the support of the Board 
of Supervisors, Maricopa County Human Services Department (MCHSD) has established a dedicated Homeless 
Initiatives Division (MCHID) to implement and oversee comprehensive strategies addressing homelessness. 
MCHSD can increase its funding by tapping into resources from the private sector, the faith-based community, 
and other community-based organizations. Through collaborative efforts, MCHID endeavors to strengthen 
partnerships with neighboring localities and municipalities, fostering a regional approach to combat 
homelessness. By cultivating these regional solutions, the aim is to create more diverse opportunities for 
housing placements, ultimately striving to make homelessness a rare, brief, and one-time occurrence. 
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 and Rapid Rehousing for families, 
individuals, justice engaged households, and youth experiencing homelessness. These activities are a 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

Maricopa County | Human Services Department | Housing and Community Development 
Page | 42 
According to the Maricopa Association of Government’s 2023 Point-In-Time Homeless Count, local data 
collected during the one-day count indicated that 9,642 people were experiencing homelessness in Maricopa 
County, with 4,908 of them reported to be unsheltered and 4,734 people in shelters. This figure is up from a total 
of 9,023 people experiencing homelessness in 2022. There is a significant and steadily growing need in 
Maricopa County to rapidly move persons experiencing homelessness into permanent housing and to surround 
them with appropriate services. The Point-in-time count for 2024 took place on January 23, 2024 and the 
Maricopa Association of Governments is expected to release the results in May of 2024.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 vulnerable individuals experiencing homelessness through ARPA. 
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 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 aged 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. 
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 | Housing and Community Development 
Page | 43 
Maricopa County Human Services Department will address the housing and supporting needs of persons who 
are not homeless but have other special needs by: 
 
Eviction prevention activities through leveraged Community Services Block Grant funding. 
 
Emergency home repair/homeowner rehabilitation for low-income households. 
Discussion 
Please refer to the Appendix to review additional Consortium member contributions to this section.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 44 
AP-75 Barriers to affordable housing - 91.420, 91.220(j) 
Introduction 
Region-Wide Shortage of Affordable Rental Housing 
In Arizona, there is an increasingly worsening shortage of rental housing that is both affordable and available to 
extremely low-income households (with incomes at or below 30% AMI). According to the National Low Income 
Housing Coalition’s Report, The Gap, in 2017 within Maricopa County alone there were 112,737 extremely low-
income renter households, and only 23,252 affordable and available rental homes which is down from 27,245 
rental homes reported in the 2018 The Gap report. In addition, in Maricopa County: 
Maricopa County is listed among the top 5 metropolitan areas with the most severe shortages of rental homes 
affordable to extremely low-income households across the 50 largest metropolitan areas. 
There were only 21 affordable and available rental homes per 100 extremely low-income renter households, and 
only 44 for those at or below 50% AMI. 
79% of extremely low-income renter households spend more than half of their income on housing and are 
considered severely cost-burdened. 
Barriers to Various Types of Affordable Housing 
The 2020-2024 Consolidated Plan identified barriers to the creation of new affordable housing (single-family or 
multi-family) as the cost of land, cost of construction and infrastructure, permit fees, impact fees, developer 
interest, taxes, zoning, and insufficient financial resources. 
The 2020 Maricopa County Regional Analysis of Impediments to Fair Housing Choice (AI) identified high-priority 
contributing factors to fair housing impediments of: insufficient affordable housing in a range of unit sizes; 
Black or African American, Hispanic, and Native Hawaiian/Pacific Islander households with disproportionate 
rates of ‘housing problems’ (as defined by HUD); insufficient accessible affordable housing; failure to make 
reasonable accommodations; lack of fair housing infrastructure; insufficient fair housing education; and 
insufficient understanding of credit. Additional medium priority contributing factors were also identified.  
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, 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: 
 
Educate county staff and officials and the public about fair housing issues. 
 
Attending webinars and training to stay aware of any emerging fair housing issues. 
HOME Consortium 
The actions planned to take place by the Maricopa HOME Consortium during the next year to 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/or 
 
Reduce Impact fees when applicable.  
Discussion 
Please refer to the Appendix to review additional Consortium member contributions to this section.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 45 
AP-85 Other Actions - 91.420, 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. 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. 
Continued participation in the Regional Collaborative on Homelessness to develop strategies to address 
homelessness throughout Maricopa County. 
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. 
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. 
Use ESG and CDBG Public Service resources to fund emergency shelter, and 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.  
To maintain affordable housing for persons who are already homeowners, Maricopa County will promote the use of 
home improvements through its Maricopa County Home Improvement Program funded through federal ARPA and 
Wildfire URRD, and local funds. MCHIP will also undertake home rehabilitation projects which will utilize CDBG 
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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 46 
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 2024. 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 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

Maricopa County | Human Services Department | Housing and Community Development 
Page | 47 
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. 
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 that focuses on people exiting jails to homeless destinations in order 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 Care. 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.  
MCHSD operates a program called Hand in Hand (HIH). This program is funded through general funds and 
ARPA to provide street outreach services, community coordination, and flexible funding in 
unincorporated and small communities across the county. 
Work with the Continuum of Care to foster a coordinated entry system for homeless service programs. 
Participation in the Regional Collaborative on Homelessness to develop strategies and solutions for 
homelessness across Maricopa County.  
Participate in existing groups and committees such as Local Jurisdiction Subcommittee, 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.  
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 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.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 48 
Leverage non-federal funding for Home Improvement/Rehabilitation Programs, and federal funding for 
Lead-Based Paint Hazard Reduction, 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 of 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, membership in the Arizona Lead Poisoning Prevention Coalition, Arizona 
Housing Coalition, and participation on the Arizona Partnership for Healthy Communities Steering Committee. 
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 
FY2020-2024 Consolidated Plan.  
Discussion 
Please refer to the Appendix to review additional Consortium member contributions to this section.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 49 
Program Specific Requirements 
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) 
Introduction 
The Urban County did not receive any program income received in the preceding program year. See AP-35 for 
specific allocation information. 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. 
Community Development Block Grant Program (CDBG) 
Reference 24 CFR 91.220(l)(1) 
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. 
The following identifies program income that is available for use that is included in projects to be carried out.  
Table 17 - CDBG Program Income 
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 
$44,620
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: 
$44,620
Other CDBG Requirements  
Table 18 - 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% 
 
PY 2022, 2023, 2024
HOME Investment Partnerships 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

Maricopa County | Human Services Department | Housing and Community Development 
Page | 50 
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 (see table below for period of affordability definitions).  
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 direct HOME assistance funds which is defines as down-payment assistance, closing cost, housing 
rehabilitation and/or other eligible cost associated with the purchase of the home, provided to the buyer at 
the time of purchase 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. 
In all cases the amount subject to recapture is limited to the net proceeds available from the sale. Net proceeds are 
the sales price minus the superior loan repayment (other than HOME funds) and closing costs. This limitation 
applies to all units regardless of the type of recapture provision used or to the nature of the sale (voluntary sales 
including short sales, and involuntary sales including foreclosures) 
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 community 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). 
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. 
Periods of affordability. The HOME-assisted housing must meet the affordability requirements for not less 
than the applicable period specified in the following table, beginning after project completion. NOTE: These are 
the minimum affordability periods required by regulation, affordability periods can be adjusted to longer terms 
to meet individual program needs.  
Homeownership assistance HOME amount per-unit 
Minimum period of affordability in years 
Under $15,000 
5 
$15,000 to $40,000 
10 
Over $40,000 
15 
New Construction over $40,000 
20 
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:

Maricopa County | Human Services Department | Housing and Community Development 
Page | 51 
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 direct 
HOME assistance which is defines as down-payment assistance, closing cost, housing rehabilitation and/or other 
eligible cost associated with the purchase of the home. 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 City of Avondale permits the amount 
subject to recapture to be reduced based on a pro rata reduction during the affordability period or a Co-Investor 
model which is calculated based on the percentage of investment *. 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 superior loan repayment (other than HOME funds) 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. 
* City of Avondale: (See Consortium Contributions for additional details) The “co-investor model” of recapture 
states that: “the amount or recaptured funds due to the City on sale or transfer, voluntary or involuntary, shall be 
calculated based on the percentage of the home assistance subsidy, as a percent of the initial purchase price, 
rounded to the nearest tenth. If the full amount of HOME recapture is not available from the proceeds of the sale, 
the amount will be reduced based on the proceeds available. Avondale will use this model on all project except 
new construction for community land trust which will adopt a recapture provision that is forgivable at a rate of 
20% per year for 10 years for all loans of $15,000 or less and 10% per year for 10 years for loans between 
$15,000-$40,000.  
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 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. 
Capital improvements are defined as a permanent structural alteration or repair to the property that improved it 
substantially, thereby increasing its overall value. That may come with updating the property to suit new needs or 
extending the life of the property. However, basic maintenance and repair are not considered capital 
improvements (i.e., replacing worn or dated components such as appliances or carpet). The value of capital 
improvements to the property will be determined by an appraisal, if any. 
A reasonable range of low-income buyers are defined as being buyers who meet the HOME program eligibility 
requirements including a household income of less than 80% of the area median income. 
Affordable to a range of low-income buyers requires that 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

Maricopa County | Human Services Department | Housing and Community Development 
Page | 52 
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. 
Emergency Solutions Grant (ESG) 
Reference 91.220(l)(4) 
1. Include written standards for providing ESG assistance (may include as attachment)  
Maricopa County has adopted standards for ESG that were developed by the ESG Subcommittee as a part of 
the Maricopa Regional Continuum of Care. These standards are used for procurement, implementation, and 
monitoring of ESG activities. Please see Appendix for performance standards for Street Outreach, Shelter 
Operations, and Rapid Re-Housing activities.  
The most up to date standards and performance measures are available at this website “ESG written standards” 
and “Program performance measures”  Policies, Forms, and Manuals for Continuum of Care (azmag.gov) 
2. If the Continuum of Care has established a 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 the best program 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 is 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 selected through an open and competitive Notice of Funding 
Availability (NOFA) process to provide rapid re-housing for persons experiencing homelessness, street 
outreach services, 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 one-year option to renew was 
issued for PY 2024 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.  
The 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, rapid re-housing programs or street outreach 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 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. The County engaged individuals that 
have lived experience through the procurement efforts for PY 2024.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 53 
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 Emergency Shelter and Rapid Re-Housing activities.  
The most up to date performance measures are available at this website “Program performance measures”  
Policies, Forms, and Manuals for Continuum of Care (azmag.gov). 
Discussion 
Please see discussions above.

Maricopa County | Human Services Department | Housing and Community Development 
Page | 54 
Appendix

Maricopa County 
Human Services Department 
Housing and Community Development 
Maricopa.gov/HSD

Appendix  
to the  
Maricopa HOME Consortium and 
Maricopa Urban County 
Annual Action Plan  
PY 2024-2025

Contents 
AP-90 Supplemental Information ...................................................................................................................................... 59 
CDBG Program Specific Requirement Supplement - Overall Benefit .................................................................... 59 
HOME Specific Requirement - Maricopa County Affordability Discussion ........................................................... 59 
HOME Specific Requirement - Consortium Member Discussion Regarding Resale vs Recapture Provisions ... 59 
HOME Eligible Applicants: ........................................................................................................................................ 60 
HOME Program Income: ........................................................................................................................................... 61 
Affordable Homeownership Value Limits ............................................................................................................... 62 
HCD Bulletin 23-03 .................................................................................................................................................... 62 
Citizen Participation Summary ................................................................................................................................ 63 
Maricopa HOME Consortium Member Contributions & Discussion Program Year 2023-2024 ............... 64 
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................................. 65 
AP-12 Participation - 91.401, 91.105, 91.200(c) ..................................................................................................... 68 
AP-35 Projects - 91.420, 91.220(d) .......................................................................................................................... 77 
AP-60 Public Housing - 91.420, 91.220(h) .............................................................................................................. 80 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ............................................................. 84 
AP-75 Barriers to affordable housing - 91.420, 91.220(j) ....................................................................................... 94 
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................................. 98 
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) ....................................................................... 106 
HOME Investment Partnerships Program (HOME) - Reference 24 CFR 91.220(l)(2) ......................................... 106 
Maricopa County ESG Performance Standards ............................................................................................................. 109 
Community Adopted Best Practices ...................................................................................................................... 109 
Appendix B: Glossary .............................................................................................................................................. 118

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: 2022, 2023, and 2024 
 
HOME Specific Requirement - Maricopa County Affordability Discussion 
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. 
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/Non-Profits: 
HOME Consortium CHDO set-aside projects or HOME-funded 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 19 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 (CLT) First Time Homebuyer Program. 
A “Performance” Deed of Trust is 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 also recorded. The Right of First Refusal allows 
Newtown to purchase the property and resell it to another income eligible buyer if the owner chooses to sell 
their home during the affordability period. The price at resale must provide the original HOME-assisted 
homebuyer with a fair return on the investment and be affordable to a reasonable range of low-income buyers. 
A fair return on the investment is defined as the original homebuyer’s purchase price, plus 25% of their share of 
increase in value at the time of resale, based on a valuation performed by a licensed appraiser. Newtown CDC 
is operating their CLT program in the Urban County, Chandler, Glendale, Peoria, Surprise, and Tempe. The period 
of affordability is based on the total amount of the HOME funds invested in the housing activity—see Table 19 
below.

Maricopa Urban County Annual Action Plan PY 2023-24 
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 60  
 
Table 19 - Homebuyer Assistance Affordability Period 
If the amount of HOME homebuyer assistance in 
the unit is: 
The Affordability Period is: 
<$ 15,000 
5 Years 
$15,000 - $ 40,000 
10 Years 
>$ 40,000 
15 Years 
 
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 website at 
https://www.maricopa.gov/3706/Housing-Community-Development . 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.

Maricopa Urban County Annual Action Plan PY 2023-24 
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 61  
 
HOME Program Income: 
 Table 20 - 2023 HOME Program Income

Maricopa Urban County Annual Action Plan PY 2023-24 
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 62  
 
Affordable Homeownership Value Limits 
Maricopa County Bulletin 2024-03 regarding the PY 2024 Homeownership Value Limits, which will become 
effective on July 1, 2024 pending HUD’s approval of the Annual Action Plan. 
HCD Bulletin 24-03

Maricopa Urban County Annual Action Plan PY 2023-24 
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 63  
 
Citizen Participation Summary 
The Citizen Participation Process for the development of the 2024 Annual Action Plan follows processes 
prescribed in the Maricopa County FY 2020-2025 Consolidated Plan Citizen Participation Plan and includes a 
broad range of activities for both Maricopa County and members of the Maricopa HOME Consortium. The 
primary goal of the Citizen Participation Plan is to provide all citizens with adequate notice, access, and 
opportunity to participate in the planning, implementation, and assessment of activities related to the 5-Year 
Consolidated Plan and subsequent Annual Action Plans. In addition to the efforts made to broaden citizen 
participation, Maricopa County Human Services Department, as well as the cities/towns of Avondale, Chandler, 
Gilbert, Glendale, Peoria, Scottsdale, Surprise, and Tempe were involved in the development of the Action Plan. 
For Maricopa County, efforts involved included public notices in PHA, library, and HSD buildings; public notices 
in newspapers; public hearings; and public meetings, as well as website outreach on the Maricopa County 
website. Two public hearings were held to solicit input on January 18 and 24 2024. Two public hearings on the 
draft Annual Action Plan were held on April 10 2024 at the CDAC Meeting and on April 18 2024 at the HOME 
Consortium public meeting. Both meetings offered a virtual attendance option.  A 30-day public comment 
period for public review of the draft Annual Action Plan began on March 14 through April 18, 2024.  
During the public hearing and notice period, no citizen comments were received.

Appendix to the Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 64  
 
 
 
Maricopa HOME Consortium 
Member Contributions & Discussion 
Program Year 2024-2025

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 65  
 
AP-10 Consultation - 91.100, 91.200(b), 91.215(l)  
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and 
assisted housing providers and private and governmental health, mental health, and service agencies 
(91.215(l)). 
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. 
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to 
allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities 
assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of 
HMIS. 
CITY OF 
AVONDALE 
 
Avondale has implemented various initiatives to improve coordination between public and 
assisted housing providers and both private and governmental health, mental health, and 
service agencies. In all, 48 social service agencies are currently considered partners of the 
city and work within our Avondale Resource Center. These efforts aim to ensure better 
access to essential services for residents. Key strategies include fostering partnerships, 
establishing communication channels, streamlining referral processes, and integrating 
services to address residents' diverse needs effectively. Through these collaborative 
endeavors, the city seeks to enhance the overall well-being and support systems for its 
communities.  
 
Avondale has been actively coordinating through its SONAR team with the Continuum of 
Care. Special attention is given to chronically homeless individuals and families, families 
with children, veterans, and unaccompanied youth, as well as individuals at risk of 
homelessness.  Efforts include implementing targeted outreach programs, providing 
supportive services such as housing assistance, mental health support, substance abuse 
treatment, and employment resources. Additionally, the city works to enhance coordination 
between shelters, service providers, and housing agencies to ensure a seamless 
continuum of care for homeless individuals and families. By prioritizing collaboration and 
leveraging resources effectively, Avondale aims to reduce homelessness and provide 
comprehensive support to those in need. Avondale does not receive ESG funding. 
 
Consultation for AAP includes presentations of proposed activities at monthly Partner’s 
meetings, neighborhood meetings, and 3 public hearings. As of this writing, the following 
housing and human service agencies have participated in the process: AZ@Work, Estrella 
High School, Arizona Service Project, Dress for Success, Westside Head Start, Catholic 
Charities, A New Leaf, Valleywise Health, Trellis, Valley of the Sun YMCA, Maricopa County 
utility assistance program, and Care1st Health Plan of AZ. 
. 
CITY OF 
CHANDLER 
In developing the FY 2024-2025 Annual Action Plan, the City of Chandler conducted a 
survey for more than 30 days, and was available to the public and key stakeholders to 
identify community development and housing needs in Chandler. The survey (available in 
English and Spanish), along with its associated QR code was promoted and distributed 
through various methods including but not limited to: For Our City newsletter,  social media, 
public housing and housing choice voucher resident emails, PHA Resident Advisory Board 
meeting, local health clinics, Chandler Unified School District Title I schools (Galveston 
Elementary), Chandler libraries, local nonprofits serving individuals/families with low and 
moderate income, and Maricopa Association of Governments (MAG) email distribution.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 66  
 
Additionally, survey information was promoted using QR codes that were posted in City 
facilities, and the survey link was available on the City’s website. The City held a public 
comment period on the draft Annual Action Plan from March 18, 2024 to April 17, 2024. 
Two public hearings were held. One public hearing was held at the Housing and Human 
Services Commission (HHSC) meeting on March 6, 2024 during the development of the 
draft plan, and a second public hearing was held at the HHSC meeting on April 10, 2024 
during the public comment period. 
 
TOWN OF 
GILBERT 
The Town of Gilbert consults annually with affordable housing entities, organizations 
providing health services, regional homeless service providers, special needs 
organizations, those providing youth and senior services and organizations that provide 
general services for low-income persons. In addition, Gilbert is participating in the VASH 
program and trying to educate landlords on the program and participates on several 
committees administered by the Maricopa Association of Governments (MAG) to discuss 
and identify various issues on a regional level.  
The Town of Gilbert does not receive ESG funds. 
CITY OF 
GLENDALE 
Glendale takes pride in ensuring transparency and citizen participation in its annual 
allocation of HUD CPD funding, which includes CDBG, HOME, and ESG. The City is 
committed to consulting with stakeholders and encouraging public participation through 
various avenues. These include holding two public hearings, engaging in discussions with 
the Community Development Advisor Committee (CDAC) and the City’s Council, and 
reaching out directly to partnering agencies and groups that provide services to Glendale 
residents. These organizations range from A New Leaf to the Arizona YWCA and support 
affordable housing, tackle homelessness, offer services to vulnerable populations, and 
promote employment opportunities. The City of Glendale believes that this collaborative 
approach to decision-making not only ensures effective use of public funds but also 
contributes to the well-being of its residents. 
 
CITY OF 
PEORIA 
HABITAT FOR HUMANITY  
Housing Services - Housing Regional Organization Foundation  
Housing Need Assessment Market Analysis Economic Development Anti-Poverty Strategy 
Lead-Based Paint Strategy  
City staff continually collaborates with Habitat for Humanity Central Arizona throughout 
the year to identify affordable housing opportunities as well as gaps in services that 
prevent or hinder homeownership. Invited to participate in the survey, public input 
meetings, and comment on the draft plan. 
NEWTOWN Community Development Corporation 
Housing Services - Housing Regional Organization Foundation  
Housing Need Assessment Market Analysis Economic Development Anti-Poverty Strategy 
Lead-Based Paint Strategy  
City staff collaborated with Newtown CDC to identify affordable housing opportunities as 
well as gaps in services that prevent or hinder homeownership. Invited to participate in the 
survey, public input meetings, and comment on the draft plan.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 67  
 
CITY OF 
SCOTTSDALE 
The City of Scottsdale utilizes federal CDBG, HOME and Housing Choice Voucher 
programs to assist low-and-moderate income persons. On a local level, Scottsdale 
allocates General Funds for brokerage services, domestic violence shelter services, legal 
services, regional shelter services and senior services as well as Endowment funds for 
community projects and youth programs. In addition, the City allots Scottsdale Cares funds 
to promote positive development, self-sufficiency and crisis needs. Scottsdale Cares is a 
utility bill donation program that allows residents to donate $1 on every utility bill to be 
provided to social service agencies through a competitive funding process. Salt River 
Pima-Maricopa Indian Community (SRPMIC) Funds are utilized to support various human 
service programs including regional shelters and meal programs for the Scottsdale 
Community.  
Scottsdale is an active participant in the Maricopa Association of Association of 
Governments (MAG) Continuum of Care Task Force and shares responsibility of the 
regional solution to the problem of Homelessness.  As part of the brokerage services, the 
City works with Community Bridges, Phoenix Rescue Mission and faith-based partners to 
address the urgent needs of the homeless through Scottsdale Works and the Day Relief 
Center. Scottsdale Works offers an integrated workforce development program that aims 
to reduce homelessness by providing work opportunities and assistance through a 
navigator. Through the faith-based partners a day relief center is provided once a week to 
offer the homeless the ability to meet hygienic needs, food needs and respite.  
CITY OF 
SURPRISE 
On January 16, 2024 a forum with providers for homeless services along with City staff 
and local non-profits was held to discuss ongoing needs, emerging trends, and solutions to 
meet the high priority needs in the community.  City staff also consulted with the Housing 
Authority of Maricopa County (HAMC) for the need of new affordable units in Surprise.  
The City consulted with non-profit housing developers to explore partnerships for creating 
new affordable rental housing units 
. 
CITY OF 
TEMPE 
The City of Tempe will continue to enhance coordination between public and assisted 
housing providers as well as private and governmental health, mental health, and service 
agencies. This will be accomplished using both formal and informal networks that bring 
together public, private, and nonprofit housing and service providers. These include groups 
such as: The Continuum of Care (CoC), Maricopa Association of Governments (MAG), 
Tempe Housing Agency, non-profit agencies, and City departments.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 68  
 
AP-12 Participation - 91.401, 91.105, 91.200(c)  
Summary of citizen participation process/Efforts made to broaden citizen participation (for HOME): 
CITY OF 
AVONDALE 
Avondale will hold three public hearings: February 14, March 27th and April 8,2024. and April 3, 2023, two Partner meetings, and one 
neighborhood meeting to solicit input on the plan. All material is translated into Spanish. A draft of the Annual Action Plan will be 
available for comment for more than 30 days. 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Public 
Hearings (3) 
February 14 
Partner 
Meeting, 
March 27 NFS 
Commission 
Meeting, and 
April 8 City 
Council 
Meeting  
Public at 
large 
PH#1- 
2 comments on previous programs. 
18 human service providers in 
attendance on 2/14. 
 
TBD 
 
All comments accepted and 
taken in consideration  
N/A 
Direct 
outreach—
Partners 
Meetings 
Non-profit, 
human 
service 
providers 
12 different service providers in 
attendance at a regularly scheduled 
Arizona Resource Center Partners 
meetings on December 13, 2023, 
and XX service providers on 
February 8, 2024 
TBD  
 
All comments accepted and 
taken in consideration 
N/A 
Direct 
outreach— 
March 19 
Neighborhood 
Meeting 
Cafecitos 
Local 
neighborhoo
d residents 
TBD 
TBD 
All comments accepted and 
taken in consideration 
N/A

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 69  
 
CITY OF 
CHANDLER 
Throughout the development of the City of Chandler’s Annual Action Plan for Fiscal Year 2024-2025, the City provided several 
opportunities for public input and comment. City staff made a survey available to the public to provide input on the community 
development and housing needs in Chandler. City staff also attended a Public Housing Authority (PHA) Resident Advisory Board 
meeting on January 25, 2024, encouraging residents to complete the survey. Additionally, the City held two public hearings to discuss 
available resources and community needs and priorities - one with the HHSC on March 6, 2024 and a second with the HHSC on April 
10, 2024.   
The City held a public comment period on the draft Annual Action Plan from March 18, 2024 to April 10, 2024, and the draft was 
available for review at the Neighborhood Resources Department or online at https://www.chandleraz.gov/residents/neighborhood-
resources/community-development/plans-and-reports. All comments received will be included in the final report. 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Survey 
Non-
targeted/Broad 
Community 
Minorities 
Non-English 
Speaking 
(Spanish) 
Residents of 
Public and 
Assisted 
Housing  
Other (Non-
Profits) 
 
 
Over xxx responses to the survey. 
 
 
Summary of 
comments to be 
provided in the final 
report submitted to 
HUD. 
 
n/a 
https://www.chandleraz.g
ov/residents/neighborhoo
d-resources/community-
development/plans-and-
reports 
 
Public Meeting 
 
Non-English 
Speaking 
(Spanish)Resid
ents of Public 
and Assisted 
Housing; 
English and 
49 residents attended; xx hardcopy 
surveys submitted 
 
No comments 
received.  
n/a

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 70  
 
Spanish 
Speaking 
residents of a 
low- and 
moderate-
income 
neighborhood 
 
 
Newspaper Ad 
 
 
Non-
targeted/Broad 
Community 
Minorities 
Non-English 
Speaking 
(Spanish) 
 
 
Public notices were posted on the City’s 
website  and City Clerk’s office 
providing the public with information 
about upcoming public meetings and 
public hearings. Public notices for 
public hearings were made available in 
English and Spanish and posted in a 
local newspaper with general 
circulation in the community, and also 
posted in the Neighborhood Resources 
office 
. 
 
No comments 
received.  
https://www.chandleraz.gov/resi
dents/neighborhood-
resources/community-
development/plans-and-reports 
 
 
 
Internet 
Outreach  
Non-
targeted/Broad 
Community 
Minorities 
Non-English 
Speaking 
(Spanish) 
Residents of 
Public and 
Assisted 
Housing  
Other (Non-
Profits) 
 
The City utilized social media to 
communicate when the survey was 
available and throughout the 
development of the City of Chandler’s 
2024 Annual Action Plan for Fiscal Year 
2024-2025, providing several 
opportunities for public input and 
comment 
. 
No comments 
received. 
n/a 
 
TOWN OF 
GILBERT 
Annually, Gilbert conducts a minimum of two public hearings to allow the public an opportunity to comment and participate in the 
creation of the Annual Action Plan. All public hearing meetings are advertised in a local newspaper of general circulation, posted on

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 71  
 
social media and Gilbert’s website, noticed through posters/flyers at municipal buildings and placed in targeted locations. Citizen 
comments are reviewed and incorporated as appropriate into the goal-setting process. Notices provided information about alternative 
formats and accommodations for disabilities. 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Public 
Meeting 
Broad 
Community 
February 13, 2024 
 
NA 
www.gilbertaz.gov/
housing 
Public 
Meeting 
Broad 
Community 
March 13, 2024 
 
NA 
www.gilbertaz.gov/
housing 
Public Hearing 
Broad 
Community  
March 20, 2024 
 
NA 
www.gilbertaz.gov/
housing 
Newspaper Ad 
Broad 
Community 
 
 
NA 
 
Internet 
Outreach 
Broad 
Community 
 
 
NA 
 
Other – Fliers, 
posters 
Broad 
Community 
 
 
NA 
 
CITY OF 
GLENDALE 
Glendale takes pride in ensuring transparency and citizen participation in its annual allocation of HUD CPD funding, which includes 
CDBG, HOME, and ESG. The City is committed to consulting with stakeholders and encouraging public participation through various 
avenues. These include holding two public hearings, engaging in discussions with the Community Development Advisor Committee 
(CDAC) and the City’s Council, and reaching out directly to partnering agencies and groups that provide services to Glendale residents. 
These organizations range from A New Leaf to the Arizona YWCA and support affordable housing, tackle homelessness, offer services 
to vulnerable populations, and promote employment opportunities. The City of Glendale believes that this collaborative approach to 
decision-making not only ensures effective use of public funds but also contributes to the well-being of its residents. 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable)

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 72  
 
Community 
Development 
Advisory 
Committee 
(CDAC) 
meeting – 
Public hearing 
1/18/24 
CDAC, 
general 
public 
Eight of nine CDAC members were 
present for the meeting. No 
members of the public were 
present. 
No comments 
received 
NA – no comments received 
NA 
Community 
Development 
Advisory 
Committee 
(CDAC) 
meeting – 
02/15/24 
CDAC, 
general 
public 
 
. 
 
 
City Council 
Workshop – 
3/12/24 
City Council, 
General 
Public 
 
To be determined 
All City of Glendale
Council proceedings 
are aired on Facebook 
and YouTube live. 
Community 
Development 
Advisory 
Committee  
(CDAC) 
meeting –  
Public hearing 
3/21/24  
CDAC, 
General 
Public 
 
 
 
 
City Council 
Meeting –  
4/23/24 
City Council, 
General 
Public 
 
 
 
NA 
Solicitation of 
comments to 
Annual Action 
Plan 
Service 
providers, 
partners, and 
other public 
and private 
stakeholders 
 
 
 
NA

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 73  
 
CITY OF 
PEORIA 
The City invited and encouraged comment and participation in the planning process of the Annual Action Plan via newspaper 
advertisements, website postings, non-profit emails (517), community outreach, and public hearings.  The City’s public comment 
period on the CDBG Annual Action Plan was from March 20, 2023 – April 19, 2023, which included HOME data.  Announcements were 
posted in the Peoria Times and on the City’s website, which provided information about public hearings and asked for public comment.  
Staff was available to answer and document questions, suggestions and concerns at five (5) public hearings – one (1) in-
person/virtually, two (2) in-person and two (2) virtually – conducted by the City, and two (2) public hearings conducted by Maricopa 
County, as lead agency for the Maricopa HOME Consortium. 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Public 
Hearings: 
12/4/23 
(5:00pm) 
In person / 
virtually 
12/7/23 
(9:00am) 
In person/ 
Virtually 
4/2/24 
(1:30pm) 
In person/ 
Virtually 
4/3/24(9:00 
am ) 
In person/ 
Virtually 
4/4/24 
(5:30pm) 
In person/ 
Virtually 
Non-targeted 
/ broad 
community 
Staff was available to answer and 
document questions, suggestions 
and concerns at five (5) public 
hearings. The meetings were 
conducted in person and virtually. 
The meetings were also offered 
during different times of the day to 
accommodate interested 
individuals. 
No comments 
were received 
Not Applicable 
Not Applicable 
Internet 
Outreach 
Non-targeted 
/ broad 
community 
No internet responses 
No comments 
were received 
Not Applicable 
https://www.peoriaaz.g
ov/government/depart
ments/neighborhood-

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 74  
 
and-human-
services/community-
assistance/federal-
programs-information 
Email 
Notifications 
Not-for-
Profit 
Agencies 
Email list  
CARC 
Agencies 
Community Assistance Resource 
Center (CARC) agencies emailed 
directly and all agencies registered 
to receive email news.   
517 total direct emails. 
 
No email responses received 
No comments 
were received 
Not Applicable 
 
Newspaper 
Ads: 
 
11/23/23 
11/30/23 
2/29/24 
3/7/24 
3/14/24 
Non-targeted 
/ broad 
community 
Five separate Notices were placed 
in The Peoria Times to encourage 
participation in public meetings 
and/or to provide input. No 
responses were received 
No comments 
were received  
Not Applicable 
 
Community 
Outreach 
Non-targeted 
/ broad 
community 
Bilingual Staff engaged in 
community events to provide 
resources and information on a 
variety of topics including the 
Annual Action Plan.             
No responses were received. 
No comments 
were received 
Not applicable 
 
CITY OF 
SCOTTSDALE 
Scottsdale will coordinate with other housing and community development agencies to achieve the goals of the Year 5 Action Plan and 
the Consolidated Plan, including continued participation in the Maricopa HOME Consortium, participation on the MAG Continuum of 
Care committees and consultation with the Human Services Commission to review activities of the CDBG/HOME programs. During this 
Annual Action Planning Process the City is utilizing Speak Up Scottsdale ( Get Involved (scottsdaleaz.gov) ) during its initial planning 
phase from February 8, 2024 through March 8, 2024 and then again during the public comment period when the draft plan is available 
March 22, 2024 through May 7, 2024. 
A public meeting before non-profit service providers regarding the 2024/2025 funding allocation process was held on October 26, 
2023. Public presentations were made by applicants for CDBG, HOME, Scottsdale Cares, SRP-MIC and Endowment on February 22, 
2024. Public hearings before the Human Services Commission were held on February 8, 2024, on CDBG and HOME for public comment 
and input. Public meetings before the commission are scheduled for March 14, 2024, and March 28, 2024, for the informal and formal

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 75  
 
recommendations of funding allocations, respectively. The City of Scottsdale is allocating PY 23 funds will be used for Tenant Based 
Rental Assistance for the Elderly Population. A public hearing is scheduled for May 7, 2024, to request approval of the 2024/2025 Year 
5 Annual Action Plan. 
 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Publications 
 
Scottsdale 
Community 
TBD 
 
 
AZ Republic 
Public 
Hearings 
Scottsdale 
Community 
TBD 
 
 
http://www.scottsdalea
z.gov/boards/human-
services-commission 
 
http://www.scottsdalea
z.gov/council/meeting-
information/agendas-
minutes 
Speak Up 
Scottsdale 
Scottsdale 
Community 
TBD 
 
 
Get Involved 
(scottsdaleaz.gov)  
CITY OF 
SURPRISE 
In keeping with the City’s Citizen Participation Plan, the City conducted a Public Hearing on February 14, 2024 at the regular meeting of 
the Veterans, Disability and Human Services Commission, to provide an opportunity for organizations and citizens to comment and 
provide input on the formation of the Annual Action Plan, including HOME funding. One person provided an oral comment during the 
hearing. A public comment period will begin March 6, 2024 until April 10, 2024. A final public hearing will be held on April 10, 2024. All 
comments received during public hearings and comment periods are considered and included in the City’s Annual Action Plan. 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Posting- 
Library/Senior 
Centers 
Original 
Townsite 
TBD 3/6/24 
TBD 
All comments accepted 
 
Legal Ad/ 
Public Notice 
City Wide 
TBD  
1/31/24 
3/6/24 
TBD 
All comments accepted

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 76  
 
Public Hearing 
City Wide 
TBD 
2/14/24 
4/10/24 
TBD 
All comments accepted 
 
Social Media 
City Wide 
TBD For all notices 
TBD 
All comments accepted 
 
CITY OF 
TEMPE 
Tempe continues to work with the Clerk’s office to increase citizen participation and improve the annual action plan process. In 
addition, notices included information on who to contact for Spanish translation of the notice. Efforts to reach a broader audience, 
notices of public hearing were posted on the city web site at:  http://www.tempe.gov/housing. Notices were also published in the local 
newspaper, the Arizona Republic. Public hearings were held in conjunction with regularly scheduled City Council meetings. Meeting 
notices are posted approximately a week prior to the meeting. The agenda for the council meeting, which includes the public hearing 
information, are available from the City Clerk’s office or from the City’s web site at: http://www.tempe.gov/clerk.  Two public meetings 
were held prior to the adoption of the Action Plan. The city also made a draft of the Annual Action Plan available for a 30-day comment 
period beginning March 23 – April 23, 2024. 
Mode of 
Outreach 
Target of  
Outreach 
Summary of response / attendance 
Summary of 
Comments 
received 
Summary of  
comments not accepted 
and reasons 
URL (If applicable) 
Public Hearing 
Tempe 
residents 
None 
N/A 
None 
 
Public 
Meeting 
Tempe 
residents 
 
 
None 
 
City’s Website 
Tempe 
residents 
None 
N/A 
None 
https://www.tempe.gov
/government/human-
services/housing-
services

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 77  
 
AP-35 Projects - 91.420, 91.220(d)  
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs (for HOME): 
CITY OF 
AVONDALE 
The allocation of funding priority for a TBRA move in security and utility deposit program 
for PY 2024 is based on the rise in evictions in Avondale and all of Maricopa County.  The 
area is experiencing an unprecedented rise in eviction filings in the past two years. While 
not every case results in housing loss, it’s important for tenants to have resources if they 
find themselves in an eviction situation. A contributing factor of evictions is a housing 
shortage, which has led to increased rents. A main obstacle in addressing underserved 
needs of renters is the urgency of the situation and amount of documentation 
requirements and to be determined eligible and qualified for assistance.  Other obstacles 
include finding landlords and property managers that are willing to accept tenants with 
previous evictions on their record. 
  
CITY OF 
CHANDLER 
Housing for all incomes, and services for persons experiencing homelessness were 
identified as top areas of need in the Community Needs Assessment. Nearly 40% of 
Chandler rental households are cost burdened, spending over 30% of their income on 
housing. Over 16% of Chandler rental households are severely cost burdened, spending 
over half of their income on housing. As a result, Chandler will continue to utilize HOME 
funds to support the expansion of affordable housing opportunities for Chandler residents 
with low to moderate income and persons experiencing homelessness. Examples include 
ongoing support for Tenant-Based Rental Assistance (TBRA) for persons experiencing 
homelessness, and affordable rental housing for low- and moderate-income households. 
TOWN OF 
GILBERT 
The Five Year Consolidated Plan outlines proposes strategies for the expenditures of 
Gilbert's CDBG funds with the mission to provide a suitable living environment by 
revitalizing low- to moderate income neighborhoods, to assist disadvantaged, low-income 
and homeless persons by providing adequate public facilities and services and generating 
affordable housing opportunities. Gilbert intends to use HOME resources during the fifth 
year to purchase one affordable rental home, however current property values is making it 
challenging to find affordable homes to purchase. 
CITY OF 
GLENDALE 
The City of Glendale has decided to allocate its FY 2024-25 HOME funds and program 
income received through March 31, 2023, to its Tenant Based Rental Assistance (TBRA) 
program. This decision has been made in light of the severe housing shortage, especially 
affordable units, in Glendale and its surrounding areas. Rental rates are increasing at an 
alarming rate, and the low inventory of rental units, coupled with an increase in 
homelessness, has deepened the housing crisis in the community. The demand for 
housing is rising as more people move to Arizona, but the construction sector has yet to 
keep up with the pace of demand. Landlords are also increasingly opting out of voucher 
programs due to rent limitations. In addition to the above challenges, construction costs 
have increased due to building material and labor shortages, making housing even more 
unaffordable and challenging to bring online. 
 
CITY OF 
PEORIA 
Allocation priorities were based upon the City's needs assessment, priorities and goals 
outlined in the Consolidated Plan. The greatest obstacle in meeting underserved needs 
continues to stem from the lack of local, state and federal resources.  
The City has been able to make great efforts to reduce the effect of this obstacle by the 
centrally located Community Assistance Resource Center. The center houses the City's 
Community Assistance staff and selected non-profits that provide direct services to 
residents. These services have helped to close the gap on various identified community 
needs. The assistance for homeless persons, victims of domestic violence, physically and 
mentally disabled, frail and/or poor elderly, jobless and HIV positive persons are the

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 78  
 
responsibility of a broad network of agencies, non-profits and government offices. This 
forms the basis for the metro area Continuum of Care. The needs of these identified 
special needs groups continue to grow. Our local challenge continues to be developing 
priorities and regionally focused systems that will make the most impact and stimulate the 
leveraging of other resources to address growing needs. Public service needs will continue 
to be addressed through funding of (and knowledgeable referral to) human service 
providers, regardless of jurisdictional boundaries. In addition, priority is also given to 
housing rehabilitation and emergency repair, home ownership assistance and other 
affordable housing projects.  
Therefore, HOME funding for FY24-25 will be allocated to the addition of two affordable 
single-family units in Peoria. 
CITY OF 
SCOTTSDALE 
CDBG and HOME investments will generally be targeted to income-eligible persons 
citywide, rather than to targeted neighborhoods. However, with the exception, persons with 
disabilities and victims of domestic violence who are presumed to be low-income, the 
majority of beneficiaries will reside in Census Tracts south of Indian Bend Road. This area 
coincides with the South Scottsdale Revitalization Area and is served by an 
interdepartmental city task force that coordinates the City’s revitalizations efforts. Two 
neighborhoods in this area that have higher percentages of minority and lower-income 
residents are served by the Vista del Camino Center (85257 zip code) and the Paiute 
Neighborhood Center (85251 zip code). These neighborhoods are areas of focus for 
Human Services, brokerage agencies, and HOME investments in acquisition and 
rehabilitation of single family residential and tenant based rental assistance. 
Obstacles to underserved needs relative to the city are: 
 
Geographic shape of Scottsdale 
 
The relative age of the built environment in the southern part of the community 
compared to the newer and larger master-planned, northern area of the City. 
 
Appreciation of residential properties, decreasing the availability of affordable 
housing 
 
The aging of residents in the community 
 
Decrease in Federal, State and local funding. 
 
Increase in requests for service with the decrease in resources. 
 
Economic conditions 
To address these obstacles during the next year, the city will: 
 
Continue code enforcement efforts to preserve neighborhoods. 
 
Fund programs offering rehabilitation to preserve older housing stock. 
 
Fund non-profit agencies to provide programs and services to the elderly and frail 
elderly.  
 
Increase services for basic needs. 
Target capital improvements including but not limited to: 
 
Facility Improvements   
Provide services to the community, including but not limited to: 
 
Homeowner-occupied Housing Rehabilitation, Roof Repair and Replacement and 
Emergency repair Programs for low-income households 
 
Accessibility modifications 
 
Senior isolation post-COVID 
 
Home ownership counseling and purchase assistance 
 
Rental assistance (Housing Choice Voucher Program) 
 
Tax counseling assistance at Senior Centers and Paiute Neighborhood Center 
 
Emergency rent and utility assistance through Vista Del Camino

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 79  
 
 
Landlord Engagement Initiative 
 
Tenant Based Rental Assistance  
 
Non-Congregate Shelter and Supportive Services 
 
Affordable housing through Belleview I properties 
CITY OF 
SURPRISE 
The City of Surprise will continue to fund Tenant-Based Rental Assistance (TBRA) during 
year five of the Consolidated Plan. The TBRA program has shown a need in our community 
for the last four years. Referrals fr the program are obtained from the by-name list, which 
demonstrates a great need for these services.  
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, 37% of Surprise renters are experiencing Housing Cost Burden. 
The City of Surprise completed a Housing Study in June 2023.  The study revealed that 
there is a housing gap of 2,599 units for low and very-low income households. 
CITY OF 
TEMPE 
Tempe Annual Action Plan represents high priority needs for the city and serves as the 
basis for FY2024 programs and activities identified in the Action. The Consolidated Plan 
goals are listed below:  
 
Improve housing opportunities by creating and preserving affordable rental and 
homeowner housing, employment, and community services. 
 
Assist individuals and families to stabilize in permanent housing after experiencing 
a housing crisis or homelessness by providing client-appropriate housing and 
supportive service solutions. 
 
Invest in community services and non-profit agencies that maximize impact by 
providing new or increased access to programs that serve highly vulnerable 
populations

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 80  
 
AP-60 Public Housing - 91.420, 91.220(h) 
Discussion of involvement or coordination planned with your Public Housing Authority 
CITY OF 
AVONDALE 
The City works with the Housing Authority of Maricopa County when affordable housing 
opportunities are available to identify public housing residents that participate in their 
Family Self-Sufficiency program who may be ready to become homeowners.  Avondale 
also refers residents with rental assistance to the Housing Authority’s local LIHTC projects. 
 
CITY OF 
CHANDLER 
The City of Chandler’s Community Development staff works closely with the Chandler 
Public Housing Authority (PHA) in serving its low- and moderate-income Chandler 
residents. The Chandler PHA administers the Tenant-Based Rental Assistance (TBRA) 
serving households experiencing homelessness. The Community Development staff 
provides oversight for homeless outreach and services. Communications are ongoing with 
the Chandler PHA regarding individuals and families experiencing homeless, and those 
who may be eligible for this service. 
 
TOWN OF 
GILBERT 
N/A – The Town does not operate public housing. 
CITY OF 
GLENDALE 
Glendale HOME funds will not be used to address the needs of the city’s public housing 
residents. 
 
CITY OF 
PEORIA 
Peoria does not operate any Public Housing. HUD's Office of Indian and Public Housing 
approved a transfer of the permanent operation, management, and ownership of the Peoria 
Public Housing Authority to the Housing Authority of Maricopa County. This transfer was 
effective on April 1, 2013. 
CITY OF 
SCOTTSDALE 
The City of Scottsdale does not own any public housing units; however, the Scottsdale 
Housing Authority (SHA), through the Community Assistance Office, administers the 
Housing Choice Voucher (HCV) Program. The SHA separately adopts a Five Year and 
Annual Agency Plan which describes the operation of the HCV rental assistance program, 
and the Family Self-Sufficiency Program (FSS). 
The primary goal for the HCV Program for the upcoming year will be to preserve as many 
Housing Choice Vouchers as possible. SHA has implemented a Landlord Engagement 
Initiative to increase utilization of HCV and over the last year has added additional units and 
is currently working with the Scottsdale Area Association of Realtors to plan an event for 
Affordable Housing Month in May 2024. 
 
SHA provides assistance to the individuals and families (vouchers) funded with the 
monthly allocation amount provided by HUD. The City of Scottsdale owns and operates 8 
units of multi-family affordable housing, acquired with CDBG and City General Funds, and 
constructed with City General Funds. These units are available to eligible low-income 
persons. Rental rates are in accordance with HUD CDBG Program Rent Limits. 
CITY OF 
SURPRISE 
The City of Surprise consulted with the Housing Authority of Maricopa County regarding 
the creation of additional affordable rental units, the need of rental assistance, and new 
rental housing construction in the city of Surprise. Additionally, Surprise has consulted with 
other housing, health, and service providers to provide services at the Heritage at Surprise, 
developed by the Housing Authority.  Surprise owns 17 acres in the Heritage District of the 
Original Town Site and in PY2021 partnered with the Housing Authority of Maricopa County 
(HAMC) to support HAMC’s application for a HUD 202 Senior Housing project to be 
constructed on the city-owned property. HAMC was awarded $9.1 million for the 99-unit 
affordable housing project, which is anticipated to be completed by 2024.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 81  
 
 
CITY OF 
TEMPE 
Tempe has no public housing units. 
 
Actions planned during the next year to address the need to public housing. 
CITY OF 
AVONDALE 
N/A – The City does not operate public housing. 
CITY OF 
CHANDLER 
Actions planned to address the needs to public housing include but are not limited to:  
 
Provide monthly rental assistance to low-income households, many of whom are 
elderly or have special needs. 
 
Continue to successfully manage 303 units of public housing. 
 
Make improvements to public housing units and developments such as 
replacement of outdated components. 
 
Explore increased affordable housing opportunities through Rental Demonstration 
Assistance (RAD) project. 
TOWN OF 
GILBERT 
N/A – The Town does not operate public housing. 
CITY OF 
GLENDALE 
Glendale HOME funds will not be used to address the needs of the city’s public housing 
residents. 
 
CITY OF 
PEORIA 
N/A – The City does not operate public housing. 
CITY OF 
SCOTTSDALE 
N/A – The City does not operate public housing. 
CITY OF 
SURPRISE 
The City of Surprise intends to address the needs to public housing by improving access to 
affordable housing opportunities by leveraging resources and developing partnerships to 
create new affordable rental housing units. In Program Year 2021 the City partnered with 
HAMC to apply for HUD Section 202 Senior Housing funding. HUD awarded $9.1M to the 
project and construction is scheduled to begin in PY2023. 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 and improve access to public housing opportunities. 
CITY OF 
TEMPE 
N/A – The City does not operate public housing 
Actions to encourage public housing residents to become more involved in management and participate in 
homeownership. 
CITY OF 
AVONDALE 
The City works with the Housing Authority of Maricopa County when affordable housing 
opportunities are available to identify public housing residents that participate in their 
Family Self-Sufficiency program who may be ready to become homeowners. 
 
CITY OF 
CHANDLER 
During the program year, the City of Chandler Public Housing Authority encourages public 
housing resident involvement in management and homeownership by: 
 
Meeting with residents through Resident Advisory Board to secure their input into 
the Public Housing and Housing Choice Voucher annual plans.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 82  
 
 
Conducting monthly Tenant Community Builders meetings with Public Housing 
residents to discuss community issues. 
 
Distributing quarterly newsletters to Public Housing residents. 
 
Meeting quarterly with Public Housing residents and Housing Choice Voucher 
Family Self-Sufficiency (FSS) participants.  
 
Partnering with local nonprofits to offer free-of-charge training to assist FSS 
participants in finding and maintaining jobs.  
 
Offering financial literacy classes and one-on-one financial counseling. 
 
Providing workshops focused on managing student loan debt, household 
budgeting, and credit repair.  
 
Partnering with Maricopa Integrated Health Systems and Carrington College to 
provide a wide range of primary care health services.  
 
Partnering with local nonprofits to provide homebuyer preparation classes, such 
as budgeting and repairing credit. 
 
Partnering with local nonprofits to provide free after school programs, free 
summer camp, scholarships, and parenting classes. 
 
Preparing Public Housing clients and Housing Choice Voucher clients for future 
home purchase. 
TOWN OF 
GILBERT 
N/A – The Town does not operate public housing. 
CITY OF 
GLENDALE 
Glendale HOME funds will not be used to address the needs of the city’s public housing 
residents. 
 
CITY OF 
PEORIA 
N/A – The City does not operate public housing. 
CITY OF 
SCOTTSDALE 
N/A – The City does not operate public housing. 
CITY OF 
SURPRISE 
The Housing Authority of Maricopa County offers the Family Self Sufficiency (FSS) 
Program, which is a voluntary program that assists individuals in Maricopa County public 
housing and/or in the Housing Choice Voucher program to increase their earnings, and 
build assets and financial capability.  
FSS provides individual case management services through referrals to local support 
partners. Participants receive guidance on education, job fairs, personal development 
workshops, money management, wealth building and homeownership. Families are 
encouraged to seek and retain employment, increase work wages, and increase sustained 
value for saving money. Participants are assisted in establishing an escrow account where 
savings are set aside to be used towards accomplishing their goals. Upon successful 
graduation from the program, the savings are cashed out for the participant’s use in 
achieving their final goals, which may include buying or renting a house. 
CITY OF 
TEMPE 
N/A – The City does not operate public housing 
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other 
assistance. 
CITY OF 
AVONDALE 
N/A – The City does not operate public housing. 
CITY OF 
CHANDLER 
The PHA in Chandler is not a troubled PHA.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 83  
 
TOWN OF 
GILBERT 
N/A – The Town does not operate public housing. 
CITY OF 
GLENDALE 
The Glendale PHA is designated as a high performing agency by HUD. 
 
CITY OF 
PEORIA 
N/A – The City does not operate public housing. 
CITY OF 
SCOTTSDALE 
Scottsdale Housing Agency is not a troubled PHA. 
CITY OF 
SURPRISE 
The Housing Authority of Maricopa County is not designated as troubled. 
CITY OF 
TEMPE 
N/A – The City does not operate public housing

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 84  
 
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) 
Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness through use of 
HOME funds (if appliable). 
CITY OF 
GLENDALE 
The City will continue to operate its TBRA program, which is funded by HOME. The 
program is meant for low-acuity homeless households and covers rent, utility, and case 
management services. It is designed for those who are homeless or at risk of becoming 
homeless and have an income of 60% AMI or lower. The main aim of the program is to 
help these households create and maintain a stable, safe, decent, and hygienic living 
environment, thus reducing the risks of homelessness. The City intends to assist up to 35 
low-acuity homeless households with the HOME funds for the FY 2024-25 period. 
 
CITY OF 
TEMPE 
Tempe goals and actions to reduce and end homelessness are through the following 
strategies, increase emergency shelter, and provide additional housing options. Through 
outreach we will have additional staff to address the growing needs of the community. 
Each staff has a specialized area of training such as homeless youth 18-24, mental illness 
and veterans and are all certified Behavioral Health Technicians (BHT) with 60% having 
lived experience. The increase for emergency shelter options allows for diverse 
populations to be served in a stable environment and assists the outreach worker by 
addressing all the people experiencing homelessness not just a specialty population. With 
additional shelter it allows the team to engage someone and get them ready for housing by 
obtaining photo ID, Birth certificates, Social Security card and conducting housing 
assessments for permanent housing options through coordinated entry and Tempe 
Housing Services. These are all a part of the larger strategy through: 
1. Increase dedicated homeless outreach in city parks 
2. Ensure 24/7 mental health and substance use response and support 
3. Enhance park and desert preserve maintenance and cleanup efforts 
4. Communicate results and provide opportunities for neighborhood engagement 
5. Refine park security through G4S deployment 
6. Provide necessary shelter and housing strategies for those experiencing homelessness 
Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness. 
CITY OF 
AVONDALE 
The City of Avondale’s goal is to ensure that homelessness is rare, brief, and non-
recurring.  In the coming year, the following actions will contribute to reaching this goal:  the 
City has partnered with a non-profit service provider to provide outreach, navigation, and 
case management for families; the City will be pursuing opportunities to collaborate with 
city courts and law enforcement for early intervention for individuals who are involved with 
the criminal justice system and also experiencing homelessness; the City is securing the 
services of a consultant to assist in developing a strategic plan to address homelessness, 
including a gap analysis and recommendation for housing and shelter needs.  
 
CITY OF 
CHANDLER 
The City of Chandler participates in local and regional efforts to reduce and end 
homelessness through direct operation and financial support of a broad range of 
interventions designed to meet the diverse needs of individuals and families experiencing 
homelessness. The City also invests in permanent, affordable housing solutions and long-
term stability services to support residents in obtaining and sustaining permanency. 
The FY 2024-2025 Action Plan goals reflect Chandler’s commitment to ensuring 
homelessness is rare, brief and non-recurring. Chandler will invest human and financial 
resources in the following strategies: 
 
Prevention: 1) Rent and/or utility assistance to households at immediate risk of 
homelessness; 2) Diversion assistance to aid persons experiencing, or at imminent

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 85  
 
risk of homelessness, to utilize natural or financial resources outside the homeless 
service delivery system to avoid homelessness. 
 
Outreach and Engagement: Identification, engagement and assessment of persons 
living without shelter. 
 
Intervention and Stabilization: Appropriate shelter, housing and services to provide 
immediate safety, and support towards stabilization and housing.  
 
Permanent Housing: Permanent, affordable housing opportunities and connection 
to long-term support systems.  
 
Regional Coordination and Collaboration: Active participation in regional planning 
efforts to promote adequate resources and service delivery systems across 
jurisdictions. 
TOWN OF 
GILBERT 
The Gilbert Human Service Needs Assessment continues to guide the goals and actions. 
As noted in the assessment, homeless individuals and families were identified as the 
fourth highest priority population needing additional support and services out of the ten 
priority populations acknowledged. Gilbert will utilize CDBG funds to support a navigator to 
engage in homeless outreach and the I-HELP shelter program. In addition, general funds 
will be used to provide support to regional homeless service providers to provide outreach, 
emergency shelter, transitional housing, prevention services and permanent housing 
solutions for homeless men, women, and families. In addition, Gilbert has funded an in-
depth homeless study to assist in identifying the gaps so solutions can be implemented. In 
2024 Gilbert will conduct an updated Human Services Needs Assessment. 
CITY OF 
PEORIA 
The City of Peoria will continue to partner with the Maricopa Association of Governments 
(MAG) Continuum of Care to provide as many resources to the homeless as possible.  In 
addition, Peoria funds several agencies to ensure that these resources are always available 
to those in need.  Peoria is allocating $50,000 in CDBG funding, $25,000 in general fund, as 
well as some stimulus funding to reduce and end homelessness.  This does not include a 
combined federal amount of $459,050 for affordable housing.  In total, Peoria intends to 
assist approximately 350 clients in FY24-25.  
CITY OF 
SCOTTSDALE 
Each year the City of Scottsdale allocates funding through a competitive process to several 
categories of human services to address homelessness. Scottsdale employs a Homeless 
Programs Coordinator and Outreach Worker, responding in the community, and conducting 
outreach and provide supportive services through partnerships to address homelessness. 
Scottsdale continues to explore property acquisition for bridge housing and an affordable 
rental property.  Community Assistance Office is working with its Landlord Engagement 
Initiative and is increasing its HAP contracts and HVC utilization and specialty programs 
and coordinating with Maricopa Association of Governments to add on Move On Strategies 
to the Admin Plan in 2024. Scottsdale partnering with the senior centers will address the 
aging and at greatest risk, homeless population through Tenant Based Rental Assistance 
in PY23. Scottsdale also operates a Bridge Housing Program with Supportive Services 
through funding from the Arizona Department of Housing and is funded through 
September 30, 2024. 
 
CITY OF 
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, to provide case management and emergency 
overnight shelter to align with the reduction and ending homelessness. Additionally, the 
City of Surprise will provide short- and long-term rental and utility assistance utilizing 
HOME and CDBG funding to assist families who are homeless or at risk of becoming 
homeless, to access stable affordable housing. Surprise’s partnership with Lutheran Social 
Services will help families make the transition and provide stable housing opportunities. 
The City will continue to provide funding for the TBRA program, which focuses on providing 
homeless or at risk of homeless residents, access to affordable and stable housing. The 
city has partnered with Phoenix Rescue Mission to provide local homeless outreach, and

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 86  
 
homeless prevention services. The City will continue to support the Veterans, Disability and 
Human Services Commission in implementing its Strategic Plan adopted in January of 
2021. In Program Year 2021, in response to the COVID-19 Pandemic and the resulting 
affordable housing and eviction crisis, the City partnered with A New Leaf to establish the 
West Valley Housing Assistance Center. The center fully opened in PY 2023, providing non-
congregate short-term emergency housing, access to Coordinated Entry, rapid re-housing, 
and tenant-based rental assistance. Access to other services are provided to help move 
persons into stable housing in under thirty days. This strategy aligns with the CoC’s priority 
goals for regional strategies to address homelessness.  In 2023, the City partnered with 
Native American Connections to acquire and rehabilitate housing units to serve as bridge 
housing for those experiencing homelessness. 
 
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs. 
CITY OF 
AVONDALE 
In 2022, the City established a five-person Homeless Services Division. In addition to 
coordinated interdepartmental coordination to address homelessness, the division 
includes a dedicated street outreach team: The Street Outreach, Navigation, and Resources 
(SONAR) Team.  This multidisciplinary team is responsible for 30+ hours of direct street 
outreach each week to locate, engage, and connect unsheltered individuals with services, 
shelter, and housing resources. The team is an entry point for the Regional Coordinated 
Entry System.  The City also fosters formal relationships with community partners to 
provide additional outreach and engagement. 
  
CITY OF 
CHANDLER 
Chandler is committed to ensuring all residents, especially those without shelter, have 
access to information and services to assist them in ending their homelessness. The City 
has a dedicated team of homeless navigators, staffed by trained professionals with lived 
experience, who actively seek and engage people living unsheltered. Once a relationship 
has been established, the team works with the household to assess their immediate and 
long-term needs and makes appropriate connections to services. While the ultimate goal is 
permanent housing, navigators often begin by assisting with basic health and safety 
concerns such as food and medical care. Other primary navigation services include 
assistance obtaining documentation such as birth certificates and identification, 
connection to benefits, and enrollment in the behavioral health system. Frequently, 
navigators are also able to reconnect individuals with services and benefits they were 
previously receiving, as well as with natural support systems from which they lost touch. 
Ultimately, homeless navigators serve as lifelines to persons living without shelter, 
renewing individuals trust in “the system” and subsequent willingness to access services. 
In response to the COVID-19 Pandemic, Chandler implemented several services targeted at 
persons living without shelter to enhance their ability to stay safe during the shut-down. 
Services include emergency/bridge housing and indoor heat relief services. These 
additional outreach services will continue to be made available on an as needed basis. 
One-year goals and actions include but are not limited to: 
 
Continued support for a Lead Community Navigator position to oversee and 
coordinate the activity of the City of Chandler homeless navigation team. 
 
Continued support for a team of six Community Navigators to increase homeless 
navigation services to identify and engage persons living without shelter.Continued 
support for a Community Navigator position dedicated to working with persons 
experiencing homelessness who have cases pending in the Chandler Municipal 
Court and have been referred to the Mental Health specialty court.  
 
Participate in the Maricopa Regional Outreach Collaborative to coordinate

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 87  
 
outreach services and strategies for more integrated services. 
TOWN OF 
GILBERT 
Gilbert participates annually in the Maricopa Association of Governments Point in Time 
Homeless Street Count to identify unsheltered persons and ask questions regarding their 
individual needs. Additionally, regional service providers assess homeless individual and 
family needs during intake to provide the most suitable emergency and transitional 
housing placement and wrap around services. Furthermore, Gilbert funds homeless 
services to assist in serving the homeless population and anticipates funding this service 
again for 2024-2025.  
 
CITY OF 
GLENDALE 
N/A 
CITY OF 
PEORIA 
The Maricopa Association of Governments (MAG) Continuum of Care Task Force is the 
regional body that manages the collaborative efforts of communities and agencies in 
Maricopa County to plan for the needs of the homeless and access federal funding on 
behalf of agencies organized to address those needs. The City participates in the Point-In-
Time Homeless Street Count, which is administered by MAG.  This year’s annual Point-In-
Time count has indicated a decrease to the number of unsheltered individuals.  The Point-
In-Time event last year, conducted on January 24, 2023, yielded 92 homeless individuals 
located within the City limits, However, this year’s count, conducted on January 23, 2024, 
has preliminarily identified just under 80 individuals. 
CITY OF 
SCOTTSDALE 
Each year the City of Scottsdale allocates funding to several categories of human services 
to address homelessness as well as those who are currently homeless. Programs that are 
currently funded are a Day Relief Center, A New Leaf, and Community Bridges are three of 
the primary programs reaching out to unsheltered persons to provide respite, showers, 
employment opportunities and supportive services. City of Scottsdale does Employ a 
Homeless Outreach Specialists and assists in the field / community to identify needs of 
those unsheltered and currently there is a temporary Bridge Housing program through a 
hotel with case management. 
CITY OF 
SURPRISE 
The city has partnered with Maricopa County, the City of El Mirage, and Phoenix Rescue 
Mission to provide 7 days of street outreach to help meet the needs of persons 
experiencing homelessness.  Services includes flex funding to help unhoused persons 
stabilize and access shelter or other stable housing options.  Phoenix Rescue Mission also 
provides case management and housing navigation services. 
 
CITY OF 
TEMPE 
The HOPE Street outreach team has expanded to 11 street outreach specialists, two case 
managers, and a Coordinator in the last year. They have also begun utilizing a GIS app to 
record engagement data when in the field. This year, the continued utilization and 
refinement of this tool will allow for a clear, full year of data to assist in best directing 
street outreach efforts. The team has expanded to cover 24 hours a day, 7 days a week, 
and with this availability the goal is to provide solutions for ending individual’s 
homelessness at any day, time, and location in the City of Tempe. Further, the City of 
Tempe’s IT Department created GIS apps for encampment reporting and encampment 
verification. These tools are being used to identify areas of need and target dispatch 
response to those areas to assist in our efforts in connecting homeless individuals to 
resources and shelter. 
Addressing the emergency shelter and transitional housing needs of homeless persons 
CITY OF 
AVONDALE 
The City partners with Lutheran Social Services as a part of their Interfaith Homeless 
Emergency Lodging Program (I-HELP).  I-HELP provides overnight emergency shelter 
through relationships with local churches and faith congregations.  In Avondale, I-HELP 
provides 12 beds per night. The City also has a relationship with Phoenix Rescue Mission

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 88  
 
to provide direct street outreach and access to shelter. In addition, the City is in the 
process of developing bridge housing for families through a partnership with Maricopa 
County and a local non-profit. In addition, The City has partnered with Maricopa County to 
provide safe temporary hotel and motel vouchers for families experiencing homelessness. 
 
CITY OF 
CHANDLER 
Chandler provides financial support through local and federal funds to non-profit 
organizations in Chandler, and across the Maricopa Region, to provide access to 
emergency shelter, rapid-rehousing and Tenant Based Rental Assistance (TBRA) for 
individuals and families experiencing homelessness. Shelter for individuals is provided via 
an Interfaith Hospitality Emergency Lodging Program (IHELP), in which faith organizations 
partner to open their doors each night on a rotating basis to provide emergency shelter for 
single individuals experiencing homelessness. In addition to overnight sleeping 
accommodations, the program provides meals and housing focused case management 
services. Finally, Chandler provides up to two years of housing assistance and intensive 
support services through the TBRA program for households experiencing homelessness. 
The Chandler Public Housing Authority (PHA) administers the TBRA program. The 
Community Development staff provides oversight for homeless outreach and services. 
Communications are ongoing with the Chandler PHA regarding individuals and families 
experiencing homeless, and those who may be eligible for this service. 
 
Chandler implements “Operation Open Door”, a hotel/motel program to provide low-barrier 
shelter to persons experiencing homelessness who are vulnerable to severe illness or 
death. The program successfully meets the needs of persons who are unable to utilize 
congregate shelter services. Program participants receive food and intensive case 
management services with the goal of rapid transition to permanent housing. Chandler also 
partners with a non-profit homeless housing provider Save the Family to provide Rapid 
Rehousing for families experiencing homelessness. This program adds critical housing 
capacity for families that have lost their housing. 
 
One-year goals and actions include but are not limited to: 
 Continue to support emergency shelter, domestic violence shelter, and TBRA 
through contracts with partnering organizations. 
 Continue to support Operation Open Door for families. 
 Participate in regional efforts to decrease the length of time in shelter and increase 
exits to housing. 
 Work with the Coordinated Entry System to enhance the progressive engagement 
protocol for participants utilizing transitional programs in need of a higher level of 
support to sustain permanency. 
. 
TOWN OF 
GILBERT 
Gilbert annually provides financial support to regional emergency and transitional housing 
service providers to assist Gilbert homeless individuals and families. It is anticipated 
Gilbert will continue to do so in FY 2024-2025. 
CITY OF 
GLENDALE 
N/A 
CITY OF 
PEORIA 
The City intends to address shelter and transitional housing needs of homeless persons 
during the plan year by providing funding for these services.  Specifically, CDBG funding 
will be utilized to support the salary of a senior case manager for The Haven senior shelter 
(CASS) to provide wrap-around services essential to securing permanent housing for 
homeless seniors. Additionally, General Funds will be provided to support Chrysalis, a

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 89  
 
domestic violence shelter. A variety of services are also provided by Homeless Youth 
Connection for students experiencing homelessness. 
CITY OF 
SCOTTSDALE 
Scottsdale works with surrounding jurisdictions, and not profits through a regional 
approach for congregate and non-congregate shelter with intensive case management and 
supportive services. Currently the city is working with a local hotel to provide Bridge 
Housing with case management and is exploring property acquisition to include this 
programming long term with a focus on persons that are elderly or disabled and single 
parent households 
CITY OF 
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. Partnership with IHELP allows for cross collaboration to aid homeless persons in 
the transition to the Heritage at Surprise project. The City will continue to support A New 
Leaf and the West Valley Housing Assistance Center to provide shelter and housing 
resources. In partnership with Maricopa County, the City will utilize ARPA SLFRF funding to 
acquire and create transitional/bridge housing for persons exiting homelessness. The 
facility will create a minimum of eight (8) units and will be owned and operated by Native 
American Connections. 
CITY OF 
TEMPE 
The City of Tempe has heavily invested in shelter availability to support the HOPE team’s 
efforts in ending homelessness and expanded the number of available City-operated 
shelter units to 90. The city has also invested in dedicated Case Manager’s for the shelters, 
allowing for caseloads of 20-25 per Case Manager. With this dedicated service the goal is 
to provide high utilization rate of all shelter rooms as well as ensure residents are exiting to 
stable housing within their 30 day stay. A pilot program partnering with TCAA’s I-HELP 
shelter, the Step Into Housing program, aims to utilize all shelter space in the City of 
Tempe efficiently with the goal of having participants become document and housing-
ready during their 90 day stay at TCAA’s congregate shelter setting and then allowing a 
transition into available City-operated non-congregate shelter for a successful housing 
resolution within the 30 day stay. 
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. 
CITY OF 
AVONDALE 
The City of Avondale has a five-person homeless services division dedicated to locating, 
engaging, and connecting individuals and families to resources, including shelter, health 
and mental health services, and affordable housing.  In addition, Homeless Services 
Division leads an interdepartmental Homelessness Workgroup to coordinate an all-of-
government response to homelessness and harness resources to prevent homelessness 
when possible and ensure equitable access to resources to resolve homelessness and it’s 
impacts on the community and those experiencing homelessness. 
 
CITY OF 
CHANDLER 
The City of Chandler is an active participant in the Maricopa Regional Continuum of Care 
Governing Board and committees. Through this work, Chandler participates in regional 
efforts to ensure that the homeless service delivery system is maximizing resources and 
continually improving its ability to serve those who are most vulnerable, including 
individuals and families experiencing chronic homelessness, families with children,

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 90  
 
Veterans and their families, and unaccompanied youth.  
 
One-year goals and actions include but are not limited to: 
 Coordinate and distribute resources to those who are most vulnerable through 
utilization of a regional By Name List (BNL) and participation in regional case 
conferencing. 
 Participate in efforts to reduce length of time in shelter through increased training 
and implementation of critical time intervention and motivational interviewing. 
 Enhance relationships and coordination with support networks and systems of care 
that provide on-going support to promote long-term stabilization and reduced 
returns to homelessness.  
 Engage with organizations serving Veterans in Chandler to enhance access to 
services to Veterans experiencing homelessness. 
 
TOWN OF 
GILBERT 
Regional homeless service providers that partner with Gilbert assess individual and family 
needs to place them in the most appropriate housing setting that will foster success and 
reduce instances of repeat homelessness. Gilbert HOME funds purchase and rent housing 
for families with dependent children that may have been homeless or about to become 
homeless and provides them with safe, affordable long-term housing. In addition, Gilbert 
HOME ARP funds in the amount of $1,174,917 are also being used to purchase housing for 
qualified populations such as the homeless. Supportive services are also offered to the 
family to ensure long-term success. 
CITY OF 
GLENDALE 
N/A 
CITY OF 
PEORIA 
Through the use of Stimulus funds, the City will provide funding to Deep Within and IHelp 
for shelter beds and case management.  Also, federal funds are provided to Phoenix 
Rescue Mission for case management expenses related to their MROP program that help 
repeat homeless offenders find alternative resources to break the criminal cycle and obtain 
recovery, secure permanent housing and support, and obtain SNAP, AHCCCS, TANF 
assistance.  General Fund grants will help fund Church of the Palms to provide basic 
human health needs such as showers and personal care to prepare for employment, which 
can ultimately lead to housing.  As well as Phoenix Rescue Mission’s Diversion Toolkit that 
will provide life essential items such as: ID’s, birth certificates, social security cards, etc. to 
help individuals secure permanent housing and financial security.  General Funds are also 
provided to CASS for bed nights and case management. 
CITY OF 
SCOTTSDALE 
Each year the City of Scottsdale allocates funding to several categories of human services 
to address homelessness as well as those who are currently homeless.  The Scottsdale 
Housing Agency has specialty vouchers to assist with veterans, homeless and foster youth 
to independence. Partnerships for referrals have been established with the Veteran’s 
Administration, Department of Child Safety and Maricopa Association of Governments 
Continuum of Care. Supportive services are provided through a competitive process with 
Community Development Block Grant and Scottsdale Cares funds to assist individuals and 
families who are experiencing homelessness and make that transition to affordable 
housing units. 
CITY OF 
SURPRISE 
The City has strategically planned to address the needs of homeless persons to make the 
transitions to permanent housing opportunities by implementing the following projects: 1) 
Affordable housing --The City will may include tenant-based rental assistance (TBRA) to 
help residents from becoming homeless or transition homeless persons into permanent 
housing and2) Public services --Public services will have a narrow focus providing services 
for persons who are homeless or at-risk of becoming homeless.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 91  
 
The City is committed to ending functional homelessness, and will focus resources on 1) 
Diversion & Prevention/Homelessness Proofing 2) Coordinated Entry 3) Discharge 
Planning 4) Housing focused shelters 5) Housing first 6) Housing Development & locations 
services. 
CITY OF 
TEMPE 
The dedicated City of Tempe Case Managers aim to have all individuals transition from the 
shelter units into stable housing and work to identify each household’s unique needs to 
connect them with wrap-around services that will continue to serve them as they move into 
stable housing. In addition, our HOPE street outreach specialists also work closely with 
individuals who remain unsheltered to identify needs, strengths, and individual barriers, to 
connect the unsheltered individuals with relevant and useful services to support their 
needs, including medical and mental health care, legal services, and child-related services. 
Also, our Tempe Works program seeks to ensure all individuals interested in participating 
in the workforce development program are placed in a position where they are able to earn 
income to obtain and sustain stable housing and end their homelessness. 
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income 
individuals and families and those who are: being discharged from publicly funded institutions and systems of 
care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections 
programs and institutions); or, receiving assistance from public or private agencies that address housing, health, 
social services, employment, education, or youth needs. 
CITY OF 
AVONDALE 
Avondale provides several services that benefit special needs populations, including those 
experiencing homelessness.  These activities are housed at the Arizona Complete Health 
Avondale Resource Center, which partners with organizations to provide space and direct 
service for:  applications to AHCCCS, Nutrition Assistance; rental, utility and mortgage 
assistance (Community Action Program); domestic violence awareness safety planning 
and shelter referrals (New Life Center); homelessness prevention partnership with schools 
(A New Leaf and Siemer Family Stability Program); transportation meals and referrals to 
seniors (Area Agency on Aging) and utilizes CDBG funding for the Avondale Teen 
Employment and Mentorship Program (AviTEMP!), a youth employment program.  
 
CITY OF 
CHANDLER 
Chandler strives to make homelessness a rare occurrence by providing financial support to 
the local Community Action Program (CAP) and other non-profit service providers for rent 
and utility assistance to households at immediate risk of homelessness. In addition, 
Chandler invests in homeless diversion activities such as providing bus fare or facilitating 
communication with family members to facilitate utilization of resources outside of the 
homeless service delivery system if at all possible. Once a person becomes homeless, and 
enters the homeless service delivery system, it is much more difficult to regain stability 
and independence. Evictions become barriers to future rental opportunities, and it can be 
challenging to maintain or obtain gainful employment without reliable shelter, food and 
transportation. 
Chandler also operates Emergency Home Repair and Home Rehabilitation programs to 
assist households with low/moderate- and extremely low-income address safety concerns 
they cannot afford to resolve so they can remain housed in their own homes. Without 
assistance, the residence may become unsafe and uninhabitable, forcing the household to 
leave the residence and risk homelessness in the competitive Chandler housing market. 
TOWN OF 
GILBERT 
Gilbert will continue to provide general fund support to non-profit organizations providing 
services to income eligible individuals or families to address overall needs for housing, 
health, social services, workforce development, education and youth 
prevention/intervention services. Gilbert also utilizes CDBG funds that provide repairs to 
low-income residents to keep individuals and families in their homes through the 
Emergency and Minor Home Repair program.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 92  
 
CITY OF 
GLENDALE 
N/A 
CITY OF 
PEORIA 
The City will use Federal funding to provide emergency services to repair life-safety issues 
to homes that, left unrepaired or unassisted, would likely result in condemnation and 
homelessness.  In addition, the City will provide General funding to help fund the Utility 
Assistance program in the Peoria Resource Center. Many of the residents applying for 
assistance through these programs are receiving assistance through social service 
programs and/or health programs. General Funding will also be used to fund Community 
Legal Services to address wrongful evictions, Fresh Start Women’s Foundation to provide 
women the tools and support to achieve stability and financial security thus preventing 
homelessness, HART Pantry to provide the necessary food and essential for low income, at 
risk youth, Jewish Family & Children’s Services to provide essential needs such as food, 
financial assistance with rent, mortgage, emergency housing, utility payments, deposit and 
other virtual services such as IDs, birth certificates, medical fees, etc. 
CITY OF 
SCOTTSDALE 
Each year the City of Scottsdale allocates funding to several categories of human services 
to address homelessness as well as those who are currently homeless.  Additionally, the 
city operates community centers for individuals, families, and seniors. These centers have 
case workers who assist with case planning and managing and administer the community 
action program funds to assist with emergency rental and mortgage assistance to prevent 
homelessness. In addition, one of the human services centers has a career counseling 
program. 
CITY OF 
SURPRISE 
The Surprise Resource Center will continue to be a cornerstone of the support structure for 
poverty level families in Surprise. The Resource Center is a one-stop-shop for social 
services. Through strategic partnerships with a growing number of community-based 
organizations and government agencies, the Center offers Surprise residents connections 
to services that include everything from rent and utility assistance to employment support 
to food and nutrition resources.   
The City of Surprise will provide short- and long-term rental and utility assistance utilizing 
HOME and CDBG funding to assist families who 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. 
The City is committed to the best practice that safe and stable housing is the first step to 
achieving self-sufficiency and elevating out of poverty. In response to the COVID-19 
Pandemic and the resulting affordable housing and eviction crisis, the City partnered with 
A New Leaf, Maricopa County, and the State of Arizona to establish the West Valley 
Housing Assistance Center. The purpose of the Center is to prevent and respond to 
increased homelessness among individuals and families impacted by the COVID-19 
pandemic, and to mitigate the spread of the Coronavirus among unsheltered persons, and 
the community at large. The center provides non-congregate short term emergency 
housing, access to Coordinated Entry, rapid re-housing, and tenant-based rental 
assistance. Access to other supportive services is provided to help move persons into 
stable housing in under thirty days. 
 
CITY OF 
TEMPE 
The HOPE team works closely with both Care 7 and the Resource Navigator in the 
Community Supervision and Counseling team to assist individuals being discharged from 
medical facilities and corrections programs. With the Resource Navigator being in the 
court and jail, it allows for seamless navigation of services and connections to individual’s 
needs or shelter settings. In addition, HOPE works closely with Care 7 to identified and 
connect individuals to resources to support the requests being made at both the Care &

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 93  
 
HOPE phone line and the hope@tempe.gov email address. The goal is to achieve a 
resolution for every request placed via either of those avenues to connect for assistance.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 94  
 
AP-75 Barriers to affordable housing - 91.420, 91.220(j) 
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. 
CITY OF 
AVONDALE 
Avondale will continue to provide eligible homeowners and first-time homebuyers with 
assistance to maintain or purchase homes, thereby maintaining their affordability. 
Avondale also continues to offer an Infill Incentive Program, which provides developers and 
owners with fee reductions to construct housing in the City’s low - moderate income 
Revitalization Areas. Avondale allocates up to $100,000 each fiscal year on a first come, 
first serve basis to be set aside for this fund.  In this fiscal year, the City has reimbursed 
private homeowners in the Infill Incentive Program.    
 
CITY OF 
CHANDLER 
Chandler’s General Plan includes public policies to address barriers to affordable housing, 
including but not limited 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; 
 
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 nonprofits, businesses, and other 
organizations to support neighborhood and community development.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 95  
 
TOWN OF 
GILBERT 
The increasingly high cost of housing in Gilbert significantly impacts the difficulty of 
meeting affordable housing needs. Staff will continue to research and explore 
public/private partnerships in the construction and development of affordable housing. 
Gilbert will also continue to look for opportunities to leverage its HOME funds and 
affordable housing options through the Maricopa County HOME Consortium. 
CITY OF 
GLENDALE 
The goal of the City's Consolidated Plan is to improve access to affordable and decent 
housing and increase access to homeless services and housing. Recently, the City has 
launched a new program to waive community development fees for developers who build 
affordable housing units that will remain affordable for at least 30 years. This program 
offers a rebate on community development fees and aims to encourage affordable 
housing development in the City. 
 
CITY OF 
PEORIA 
The City will continue to afford non-profit developers a reduction in some development 
plan review fees. The entitlement fees or “planning fees” are assessed at 50% of the 
normally required fees. These fees include rezone and use permits, site plan review, design 
review and others. 
CITY OF 
SCOTTSDALE 
The following actions will be taken during the upcoming year to address barriers to 
affordability: 
Manage federal assistance:  
 
Housing Reconstruction to preserve affordability through acquisition and 
rehabilitation of single-family residential home through a non-profit agency or 
CHODO. 
 
Green Housing rehabilitation, roof repair and replacement, and emergency repair 
assistance to extend the livability of owner-occupied housing. 
 
Property Acquisition for Bridge Housing, Rental Housing and Supportive Services 
Homeownership assistance through: 
 
FSS escrow accounts 
Rental Assistance through: 
 
Housing Choice Voucher Program 
 
Tennant Based Rental Assistance 
Affordable rental housing through: 
 
Belleview of Scottsdale multi-family rental units 
 
Administration of the Housing Choice Voucher Program 
 
Landlord Liaison Engagement Initiative 
CITY OF 
SURPRISE 
The City of Surprise strategy to remove or eliminate barriers to affordable housing is to 
leverage resources and develop partnerships to help create new affordable housing units. 
One example, in the Surprise Heritage District, the City’s provides financial incentives to 
promote both residential and commercial development that will aid in the revitalization of 
the Original Town Site. Available incentive and procedure to obtain it will be determined by 
the type of project: residential or commercial. 
 
New residential development on parcels zoned either SHD-RO or SHD-CO shall 
receive a 100% waiver of the City of Surprise Development Impact Fees 
 
New, expanding qualifying commercial development may request a 100% waiver of 
Building Plan Review, Building Permit, and City of Surprise Development Impact 
Fees at the approval of City Council. 
In accordance with the Analysis of Impediment Fair Housing Goals, the City of Surprise will 
review zoning ordinances for areas that restrict housing development. For instance, the 
City has a lack of multi-family housing with less than 1% of existing residential units being

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 96  
 
multi-family. Currently, less than .1% of land in Surprise is zoned for multi-family housing. 
This may be a barrier to the development of new multi-family housing units in Surprise. 
In Program Year 2023, the City completed work on a comprehensive housing needs 
analysis and market demand study to help the City develop a comprehensive strategy to 
address housing needs within the community. The purpose of this housing study was to 
analyze the housing stock and housing market within the City of Surprise, inventory 
existing housing resources, identify gaps in the local housing market, identify trends that 
may affect the housing market over time, and develop strategies to address the current 
and future needs of the community, with the overall goal of ensuring that housing 
opportunities are provided for households of all types, ages, and income levels. Results of 
the housing study will continue to help the City identify barriers in PY2024. 
CITY OF 
TEMPE 
Tempe will continue to provide the TBRA program with a priority for people experiencing 
homelessness, continue to work with Newtown and Habitat to provide homeownership 
assistance to low-income households, and reduce permit fees and impact fees when 
applicable. 
 
Additional narrative about affordable housing efforts (optional): 
CITY OF 
AVONDALE 
 
CITY OF 
CHANDLER 
The primary impediment to accomplishing Consolidated Plan goals is the high cost and 
limited supply of permanent housing. Planned housing and public services activities will 
address this need to the extent possible with available resources. 
TOWN OF 
GILBERT 
. 
CITY OF 
GLENDALE 
 
CITY OF 
PEORIA 
In addition, the following actions will contribute to the removal or amelioration of barriers 
to affordable housing: 
 
CDBG funds will be allocated to emergency home repair programs and ADA 
modifications and major rehabilitation programs. 
 
CDBG funds will be used to produce low-income housing and provide homebuyer 
assistance to low income persons. 
 
HOME funds will be allocated to produce affordable housing utilizing the 
Community Land Trust Homeownership model. 
 
The City’s General Fund will allocate Neighborhood Pride funding to make 
aesthetic improvements to the exterior of homes in disrepair or otherwise needing 
improvement. 
 
The City’s General Fund will allocate grant funds to Community Legal Services to 
provide pro-bono legal services to low-income residents experiencing critical legal 
issues that impact their basic survival needs.  
 
The City’s Foundation for Senior Living (FSL) provides emergency water payment 
assistance to prevent eviction.   
 
The City provides a Neighborhood Grant Program to assist traditional and HOA 
neighborhoods with improvement projects. 
The City of Peoria strives to assist housing providers with sensible affordable housing 
development.  At times, this may include the use of Low-Income Housing Tax Credits 
(LIHTC) for development of housing that is affordable to low-to-moderate income renters 
or buyers.  Currently, there is one developer seeking to complete a LIHTC project in Peoria, 
although it will not likely be in the upcoming fiscal year.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 97  
 
CITY OF 
SCOTTSDALE 
City of Scottsdale competed a Housing Inventory and Stock Analysis in November 2022.  
CITY OF 
SURPRISE 
 
CITY OF 
TEMPE

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 98  
 
AP-85 Other Actions - 91.420, 91.220(k)  
Actions planned to address obstacles to meeting underserved needs. 
CITY OF 
AVONDALE 
Avondale will continue its successful Crisis Assistance Program (CAP) which provides 
supplemental rent and utility payments. The City also annually funds a Contributions 
Assistance Program with general funds to support nonprofit organizations with projects 
and activities, including housing related programs such as AZ Project Connect which 
provides home repairs to low-income homeowners. The City continually seeks to 
increase partnerships with other housing providers, such as Newtown Community Land 
Trust, Habitat for Humanity, and Trellis to provide affordable housing to the community.    
The City also operates a CDBG and HOME Home Repair Program for qualified low-
income homeowners to address health and safety needs within the home.  The City will 
continue to partner to build capacity and implement projects. 
 
CITY OF 
CHANDLER 
The City utilizes a number of approaches to address the diverse needs of Chandler 
residents. The first priority for individuals and families in crisis is stabilization and 
support. The root causes of poverty cannot be addressed until basic health and safety 
needs are met. Subsequently, the City invests in programs that assist residents in crisis 
to regain stability and develop a strong foundation for future growth. These include 
emergency food and shelter, clothing and hygiene supplies, transportation services, and 
specialized services for vulnerable youth, older adults, and Veterans. 
Chandler utilizes HOME funds to support Tenant Based Rental Assistance (TBRA) for 
households experiencing homelessness. The program serves households needing up to 
two years of financial assistance and intensive support services to gain stability and 
develop a foundation to carry them into the future independently. Participants selected 
for the program face multiple obstacles. Many have untreated medical and behavioral 
health conditions, negative rental history, and criminal history, which serve as barriers to 
housing and employment. In addition, many participants have been homeless for a 
significant period of time, are unaccustomed to living indoors in a traditional housing 
environment and lack trust in the justice and service delivery systems. 
Chandler also utilizes HOME funds to support first-time homebuyers to get their foot in 
the market and build wealth through homeownership. This is accomplished through a 
Community Land Trust model, in which the first-time homebuyer purchases a home on 
land belonging to the Trust. The new homeowner has an affordable mortgage payment, 
and when they sell the home, they receive a portion of the equity. The Trust then has the 
opportunity to re-sell the home to another first-time homebuyer, continuing the trend of 
affordability. 
Chandler also utilizes HOME funds to support affordable rental housing. A local non-
profit organization designated as a Community Housing Development Organization 
(CHDO) utilizes HOME funds to acquire and rehabilitate a property that will be rented to a 
Chandler family with an income at or below 60 percent of the HUD-adjusted median 
family income for the Maricopa County area.  
Chandler plans to use both HOME and HOME-ARP funds to support Villas on McQueen, an 
affordable rental housing project. 
Chandler leverages CDBG and HOME funds with 1.1 million in General Fund resources to 
support agencies that address the needs of the City's vulnerable residents. The specific 
program areas that are funded are: 1) Youth, including educational support, health 
programs, and prevention/interaction activities; 2) Basic Needs, including crisis 
intervention, temporary assistance, basic needs, and support services focused on 
employment assistance and adult education; 3) Special Populations, including basic 
needs, independent living programs, socialization and education services; 4) 
Transportation Services for low-income Veteran's.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 99  
 
TOWN OF 
GILBERT 
Gilbert will continue to focus on increasing Gilbert’s affordable rental housing stock, 
educate the community on the opportunities to receive emergency home repair services 
to preserve current homeowner housing stock and continue to fund organizations 
providing essential services to vulnerable Gilbert populations. 
CITY OF 
GLENDALE 
Glendale is facing a shortage of housing inventory, which is the main hurdle in tackling its 
housing needs. It is crucial to take immediate action to build new rental units and 
incorporate more affordable housing into the city's stock. This will help in reducing rents 
for low and moderate-income residents who are currently struggling to find decent, safe, 
and hygienic housing. The City has initiated steps to tackle this issue, with over 1,300 
affordable units already under construction, in development or actively in service. 
However, more needs to be done to make sure that everyone in the community has 
access to affordable housing. 
 
CITY OF 
PEORIA 
The City employs a Community Assistance Coordinator position in the Community 
Assistance Division that focuses specifically with homelessness efforts. The Coordinator 
is primarily responsible for bringing together efforts of various social service agencies 
within the City for its residents; this includes connecting residents to services to address 
housing needs. Additionally, this position is tasked with providing outreach regarding 
regional services available. 
CITY OF 
SCOTTSDALE 
The City of Scottsdale will: 
 
Continue code enforcement to preserve neighborhoods and the Operation Fix it 
Programming. 
 
Fund programs offering rehabilitation to preserve older housing stock and 
explore property acquisition for affordable rental.  
 
Fund non-profit agencies to provide programs and services to the elderly and frail 
elderly. 
 
Increase services for basic needs. 
 
Tax counseling assistance at the Senior Centers 
 
Emergency rent and utility assistance and career counseling through Vista Del 
Camino 
CITY OF 
SURPRISE 
The City of Surprise Resource Center provides a central location for local service 
providers to reach out to persons experiencing homelessness. The Surprise Resource 
Center is a one-stop-shop for social services. Through strategic partnerships with a 
growing number of community-based organizations and government agencies, the 
Center offers Surprise residents connections to services that include everything from rent 
and utility assistance to employment support to food and nutrition resources. 
CITY OF 
TEMPE 
Actions to be taken during this program year to address the obstacles to meeting the 
underserved needs include: 
Increase the quality of housing thru our rehabilitation programs 
 
Owner-occupied emergency home repairs 
 
Lead-based paint testing 
 
 
Increase affordable housing  
 
Community Land Trust (CLT)  
 
Single Family Acquisitions (rental assistance) 
 
TBRA 
 
Bridges to Permanency Rental Assistance 
 
Section 8 rental assistance

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 100  
 
 
Project Based Vouchers (PBV) 
 
Actions planned to foster and maintain affordable housing. 
CITY OF 
AVONDALE 
Avondale continues to run its CDBG and HOME-funded homeowner housing rehabilitation 
program and a First-Time Homebuyer Program.  Avondale received PY2023 CHDO 
funding which will be used in conjunction with NSP program income to construct 6 new 
single-family homes Old Town Avondale in partnership with a local land trust to keep the 
homes affordable in perpetuity to qualified low-income homebuyers.  Avondale will also 
be developing 3 additional single family infill properties. 
 
CITY OF 
CHANDLER 
The City will continue to utilize HOME funding from prior program years to support 
programs to insure that residents are aware of and can participate in activities to 
increase their knowledge of affordable housing programs as well as services available to 
meet their specific needs. For example, through its partnership with Newtown 
Community Development Corporation, the City funds activities that provide housing 
counseling and education to residents seeking affordable first-time homeownership. 
Newtown's Community Land Trust Program continues to create new first-time 
homebuyers in Chandler, which has expanded the dream of homeownership to over 80 
residents who have participated in the program. The City is also partnering with ARM of 
Save the Family to provide affordable rental housing to families who have a household 
income at or below 60% of the HUD-adjusted median family income for the Maricopa 
County area. In addition, the City continues to expend HOME funds to support a Tenant 
Based Rental Assistance (TBRA) Program for households experiencing homelessness. 
The TBRA Program provides affordable housing through rental subsidy for up to two 
years, along with intensive case management support to promote long-term stability. 
Chandler continues to provide affordable housing opportunities through its rehabilitation 
programs as well with CDBG funds. The Housing Rehabilitation Program addresses the 
needs of homeowners in maintaining their home and sustaining their ability to reside 
there. In addition to these programs, the City operates a robust affordable rental housing 
program. The City's Housing and Redevelopment Division manages 486 Section 8 
Housing Choice Vouchers, 25 Emergency Housing Vouchers, and 303 public housing 
units. The City has identified a city-owned property for the development of Villas on 
McQueen, a new affordable housing project. Villas on McQueen is part of a Rental 
Assistance Demonstration (RAD) project, increasing the units of affordable rental 
housing in the Chandler community and serving seniors, individuals with disabilities, 
veterans, and families. 
 
TOWN OF 
GILBERT 
Gilbert will attempt to utilize HOME funds in fiscal year 2024-2025 to purchase and 
rehabilitate one permanent affordable housing unit within the community. Although 
Gilbert has been able to increase its affordable housing stock annually finding affordable 
stock has become challenging.. In addition, Gilbert will utilize CDBG funds to provide 
emergency and minor home repairs, enabling owner-occupied residents to remain in their 
homes free of health and safety hazards. In addition, Gilbert is working with Newtown to 
acquire three community land trust homes. 
CITY OF 
GLENDALE 
Affordable housing is becoming more challenging to maintain and expand. The cost of 
constructing such housing has risen exponentially, while the demand for housing units 
has also increased, leading to higher costs. The City is committed to supporting and 
encouraging the development of new rental properties that will leverage private capital 
through the Low-Income Housing Tax Credit (LIHTC) Program. The City has over 1,300 
affordable housing units under construction, development, or already in service.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 101  
 
 
CITY OF 
PEORIA 
During the program year, the following actions are planned to foster and maintain 
affordable housing: 
 
CDBG funds will be allocated to the City Emergency Home Repair Program, 
Single-Family Major Rehabilitation Program and Home Accessibility Program. 
 
HOME funds will be allocated to a non-profit developer to produce affordable 
housing utilizing the Community Land Trust Homeownership model. 
 
City General Funds will be allocated to the City operated Neighborhood Pride 
Program to make aesthetic improvements to the exterior of homes in disrepair or 
otherwise needing improvement. 
 
Non-profit developers will continue to be afforded a reduction in some 
development plan review fees.  The entitlement fees or “planning fees” are 
assessed at 50% of the normally required fees.  These fees include rezone and 
use permits, site plan review, design review and others.  
The City provides a Neighborhood Grant Program to assist traditional and HOA 
neighborhoods with improvement projects. 
CITY OF 
SCOTTSDALE 
The City of Scottsdale will continue to provide services to the community, including but 
not limited to: 
 
Homeowner-occupied Green Housing Rehabilitation, Roof Repair and 
Replacement and Emergency Repair Programs for low- and moderate-income 
households 
 
Accessibility modifications 
 
Reconstruction of housing to maintain affordability. 
 
Rental assistance (Housing Choice Voucher Program) 
 
Tenant Based Rental Assistance 
 
Landlord Engagement Initiative 
 
Explore property acquisition of affordable rental property. 
 
Maintain the affordability of Belleview property. 
CITY OF 
SURPRISE 
The City has collaborated with a non-profit housing provider to administer the City’s 
tenant-based rental assistance (TBRA) program to help eligible resident’s gain stable and 
affordable housing. The development of new affordable rental units remains a high 
priority for the City, and PY2023 sawthe start of construction on the Senior 202 Housing 
project in partnership with HAMC. The City will continue to seek out partnerships with 
housing developers to create new rental unit opportunities. In PY2023 the City partnered 
with a non-profit housing provider to acquire and rehabilitate existing single-family 
homes to be sold to households making 80% or below AMI. 
CITY OF 
TEMPE 
When possible and appropriate opportunities exist, the City may explore providing 
financial assistance for Tax Credit Projects for affordable housing development to 
expand multi-family rental development projects and homeownership opportunities. 
Additionally, acquisition, soft costs and site development funds may be used for 
affordable housing development. Consideration for additional funding may be given upon 
completion of the pre-development phase. 
 
Actions planned to reduce lead-based paint hazards. 
CITY OF 
AVONDALE 
The City continues to evaluate and reduce lead-based paint hazards and to integrate 
lead-based paint hazard reduction into Avondale’s housing policies. All activities will be 
completed in accordance with Title X of the 1992 Housing and Community Development

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 102  
 
Act:  1. adhere to HUD Lead Safe Housing Rule 24 CFR Part 35 in the conduct of 
rehabilitation activities, and 2. provide information to housing recipients as well as the 
general public about the hazards of lead-based paint. 
 
CITY OF 
CHANDLER 
Actions planned to reduce lead-based paint hazards include but are not limited to: 
 Complying with HUD lead-based paint abatement standards in Public Housing, the 
Housing Choice Voucher Program and Housing Rehabilitation Programs. 
 Seeking additional funding as it becomes available to provide testing and abatement of 
lead-based paint hazards in single-family housing where young children are present. 
 Providing education about lead-based paint hazards to Chandler residents 
 
. 
TOWN OF 
GILBERT 
Gilbert will continue to utilize CDBG funds to operate the Gilbert Emergency & Minor 
Home Repair program which identifies and address lead-based paint hazards within the 
community. 
CITY OF 
GLENDALE 
The City’s TBRA program will not address lead-based paint hazards. Glendale’s existing 
CDBG-funded home repair programs will continue to address lead-based paint hazards 
as required by 24 CFR 35. 
CITY OF 
PEORIA 
The city provides the required notices and information about the hazards and risks of 
lead-based paint to all program participants. The city also makes the current lead 
brochure/handout from the United States Environmental Protection Agency available at 
community and neighborhood events. All applications requesting federal funding from 
the city for emergency home repairs on units built prior to 1978 will have an inspection of 
the property for the presence of lead. A quantitative analysis must be done using either 
laboratory sampling or XRF testing. If lead based paint is found to be present, lead hazard 
control activities will take place as part of the activity. All regulations regarding lead 
hazard control, cleanup and disposal will be followed. 
CITY OF 
SCOTTSDALE 
With the establishment of the City’s owner-occupied Housing Rehabilitation Programs, 
the city has developed procedures for identifying homes with lead-based paint and 
treating them in compliance with the Residential Lead-Based Paint Hazard Reduction Act 
of 1992 (Title X) and subsequent changes in September 1999.  
It is estimated that 35,691 units in Scottsdale were constructed prior to 1978. Any 
household with a child under the age of six receiving federal funding and living in a pre-
1978 housing unit requires lead-based paint testing be performed. 
Scottsdale will continue to test homes constructed prior to 1978, receiving federal 
assistance, for lead-based paint in compliance with 24 CFR part 35, at the time 
households seek assistance from the city. Additionally, all program participants are 
provided the required lead-based paint brochure. 
CITY OF 
SURPRISE 
Although the majority of housing in Surprise was constructed after 1978, there are a 
number of pre-1978 homes located in certain areas of the city. The City is committed to 
improving local awareness of the potential hazards lead-based paint poses, especially to 
children. A member of CDBG program staff is an EPA-Certified Risk Assessor and has the 
ability to inspect and evaluate homes for lead-based paint hazards prior to undertaking 
rehab projects.  
The City of Surprise conducts a “lead applicability review” of all projects prior to funding. 
Any target housing unit constructed prior to 1978 is assessed for lead paint hazards, and 
projects are completed in compliance with HUD’s Lead Safe Housing Rules and 
applicable standards.  
The City has written policies and procedures for all programs required to comply with the 
HUD lead-safe housing rule (LSHR). Additionally, the City requires lead-based paint 
policies and procedures with any partners who may administer these programs on the

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 103  
 
City's behalf. Contractors in the housing rehabilitation program have lead-based paint 
requirements integrated into their contract for services with the homeowner. 
TBRA lead-based paint requirements apply to dwelling units occupied or to be occupied 
by families or households that have one or more children under age six, the common 
areas servicing the units, exterior painted surfaces associated with such units, and other 
areas used by unit residents and frequented by children under age six. All units assisted 
under the TBRA program are subject to HQS inspections in which requires compliance 
with the HUD lead-safe housing rule (LSHR). 
CITY OF 
TEMPE 
Tempe will continue to comply with all lead-based paint (LBP) requirements imposed by 
HUD and will continue to direct resources to eliminate lead-paint in its housing 
rehabilitation programs. 
Actions planned to enhance coordination between public and private housing and social service agencies. 
CITY OF 
AVONDALE 
Avondale has adopted a holistic approach to service delivery to streamline access to 
housing assistance, healthcare, employment support, education and other essential 
services.  Co locating services at the Arizona Complete Health Avondale Resource Center 
has allowed for a one-stop center and staff are able to coordinate intake and referral 
systems to simplify navigation for residents seeking assistance. The city plans to 
continue interagency collaborations as needs of its residents evolve. Avondale plans to 
enhance partnerships with nonprofit housing providers through an RFP process for 
construction of affordable housing.  Avondale continues to collaborate with Trellis in 
their efforts to stabilize individuals and neighborhoods through homeownership.  The 
agency provides homebuyer education classes, a financial capability program, and 
lending options to Avondale residents.  
 
CITY OF 
CHANDLER 
Chandler is a collaborative, generous, and rapidly changing community. The For Our City 
Chandler initiative has been an integral component in connecting people and organizations 
to address community needs. Together, the City of Chandler and For Our City Chandler are 
invested in programs and strategies to prevent and combat the traumatic impact of poverty 
and meet the basic needs of low- and moderate-income households. Targeting 
interventions based on a deep understanding of the community ensures Chandler 
resources promote an improved quality of life for all Chandler residents.  
 
In 2000, the Chandler City Council established Neighborhood Programs to strengthen 
Chandler's neighborhoods through partnerships, programs, and services. The programs 
foster community building by facilitating neighborhood-level engagement, empowering 
residents through training and development, assisting those in need and collaborating 
with outside organizations to connect residents with additional resources. The Golden 
Neighbors Program is one of several services offered by Neighborhood Programs that 
connects senior residents with cost-of-living assistance and everyday supplies such as 
toiletries and food, and help finding transportation. 
 
 
TOWN OF 
GILBERT 
Gilbert will continue to collaborate with public and private housing and social service 
agencies to meet the goals and objectives of Gilbert’s Consolidated Plan. This includes 
ongoing meetings, special meetings or subcommittees, and/or participation on relevant 
task forces.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 104  
 
CITY OF 
GLENDALE 
The City provides coordinated assistance through a variety of programs and services. We 
do this through the ongoing HOME funding of the TBRA program and through the various 
public services funded with the annual CDBG allocation.  
In addition to these services, the City also created and awarded $3.3 million of ESG, 
CDBG and CARES Act funding to support the Glendale Homeless Solutions Alliance. The 
GHSA is a coordinated effort of service providers that deliver a “No Wrong Door” 
approach where clients experiencing homelessness or at risk of homelessness get the 
support and services, they need regardless of which agency they initially reached out to. 
CITY OF 
PEORIA 
The City utilizes CDBG and its general funds to improve neighborhood conditions and 
quality of life for its low- and moderate- income residents. The City provides funding for 
activities that work to reduce poverty by providing emergency assistance and social 
services. The City will continue to provide funding to improve neighborhoods, increase 
job opportunities as well as other economic opportunities.   
In addition, the City’s Community Assistance Coordinators and Community Engagement 
Navigator positions within the Community Assistance Division is primarily responsible for 
coordinating efforts of social service agencies within the City and for its residents.  
Additionally, this position provides outreach regarding available services. The City will 
continue to operate the Community Assistance Resource Center to allow Peoria 
residents the opportunity to learn about resources and engage with service providers to 
address their unique needs. 
During the program year, the City of Peoria will continue to foster partnerships and 
collaboration among and between non-profit and private organizations.  In addition to 
General Fund contributions, the City will continue to provide programs such as various 
City volunteer programs whereby residents and interested individuals can donate their 
time and resources to help in community events and with other tasks and committees.  
The City’s Neighborhood Pride Program will continue to match private resources, non-
profit and faith-based volunteers with residents in need of community improvements. 
CITY OF 
SCOTTSDALE 
Provide funding assistance to non-profit providers of services to Scottsdale’s youth, 
seniors, special needs populations, victims of domestic violence, persons and families in 
crisis, and disabled persons. 
Address increased needs through best practices in management of programs, funding, 
facilities, and license agreements. 
Improve quality of life through connectivity-people to services 
Provide access to basic needs.  
Provide prevention assistance through: 
 
Intake and referral 
 
Emergency rent and mortgage assistance 
 
Emergency utility assistance 
 
Career counseling 
 
Promote self-sufficiency, mitigate the causes of poverty, and support 
independent living through the Family Self-Sufficiency Program (FSS) 
 
Improve quality of life through education, recreation, and socialization 
 
Tenant Based Rental Assistance 
CITY OF 
SURPRISE 
The City of Surprise consulted with the Housing Authority of Maricopa County regarding 
the creation of additional affordable rental units, the need of rental assistance, and new 
rental housing construction in the city of Surprise. Additionally, Surprise has consulted 
with other housing, health, and service providers to provide services at the Heritage at 
Surprise, developed by the Housing Authority.

Maricopa Urban County Annual Action Plan PY 2023-24 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 105  
 
The City of Surprise collaborates with other West Valley cities through the West Valley 
Municipal Human Services Collaborative meeting held on a monthly basis to discuss 
needs and funding priorities. City staff also facilitates the City of Surprise Homeless 
Collaborative quarterly meeting. The Collaborative brings together housing assistance 
providers, service providers, and other City departments to share resources and 
information to help coordinate efforts.  
In January of 2021, the Veterans, Disability & Human Services Commission finalized their 
Strategic Plan. The Strategic Plan aligns with the Community Needs Assessment and will 
provide recommendations to the Surprise City Council for prioritization of enhanced 
service delivery infrastructure with the City of Surprise. These recommendations will be 
based on the expertise of the Commission, as well as the data and highlighted needs 
outlined in the assessment. In January 2023, the City held two (2) community stakeholder 
meetings to help update the Community Needs Assessment and provide an update on the 
progress of the strategic plan. 
The City of Surprise Resource Center holds quarterly partner meetings to share available 
resources and coordinate efforts. 
 
CITY OF 
TEMPE 
During this program year, Tempe will continue to create new partnerships with public and 
private agencies to enhance the coordination of services to the residents of Tempe.  
Actions to be taken include, but are not limited to: 
 
Meet with public service agencies to determine how partnerships can be 
established to link services. 
 
Survey other jurisdictions to discover what successful partnerships they have 
already established. 
 
Survey current partnerships to determine how services may be better 
coordinated.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 106  
 
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) 
HOME Investment Partnerships Program (HOME) - Reference 24 CFR 91.220(l)(2)  
Provide a detailed description of the guidelines that will be used for resale or recapture of HOME funds 
when used for Homebuyer Activities (as required in 24 CFR 92.254): 
CITY OF 
AVONDALE 
Beginning with the expenditure of PY2023 HOME funds, Avondale will use a “co-investor 
model” of recapture:  The “co-investor model” of recapture states that: “the amount or 
recaptured funds due to the City on sale or transfer, voluntary or involuntary, shall be 
calculated based on the percentage of the home assistance subsidy, as a percent of the 
initial purchase price, rounded to the nearest tenth.  If the full amount of HOME recapture is 
not available from the proceeds of the sale, the amount will be reduced based on the 
proceeds available.”  Example: If the home was purchased for $400,000, and the 
homebuyer received $30,000 in HOME assistance, the home assistance received by the 
homebuyer to purchase the property is equal to 7.5% of the total purchase price.  If the 
same home sells in 2025 for $500,000, the recapture amount is 7.5% of $500,000 or 
$37,500. If the same home sells in 2025 for $300,000, the amount due for recapture is 
$22,500. Avondale will exercise the recapture option in its lien instruments and written 
agreements for any homebuyer assistance and/or owner-occupied housing rehabilitation 
projects.  The recapture period will match the period of affordability stipulated in 24 CFR 
92.   
  
Avondale will use the co-investor model of recapture for all activities, except for those 
projects in the Land Trust and those involving new construction activities by the City.  For 
City developed, new construction activities, the City will use a recapture provision that is 
forgiven at a rate of 20% per year for all HOME loans of $15,000 or less and 10% per year 
for 10 years for all loans between $15,000-$40,000.  
  
The City will use the resale option for any properties funded in conjunction with a 
Community Land Trust.  If the homeowner sells the home, Newtown will purchase the 
home at the original price plus 25% of the increased value of the house, which allows the 
first homebuyer to make a profit, while still ensuring that the house remains affordable.  
 
CITY OF 
CHANDLER 
Resale option for community land trust model in partnership with Newtown. If a buyer 
chooses to sell their home during the affordability period, they must sell it to another 
income-eligible homebuyer at an affordable price. An affordable price is defined as a price 
that results in a monthly payment not more than 30% of the gross income of a household 
with income equal to 80% of the median income. The seller is allowed a fair return, which is 
defined as the homeowner’s original investment, plus any capital improvements, not to 
exceed the assessed value at the time of sale, plus 60% of the appraised increase in value 
from the date of purchase. For leasehold properties, fair return is defined as the lessees 
purchase price, plus 25% of the lessee’s share of increase in value at the time of resale, 
based on a leasehold valuation performed by a licensed appraiser. The City utilizes a 
variety of methods to secure the HOME investment, including deeds of trust, promissory 
notes, and declarations or restrictions. 
TOWN OF 
GILBERT 
Gilbert requires recapture of HOME funds in the event that the property is no longer 
deemed an eligible HOME property. Gilbert requires 100% of the original HOME subsidy be 
repaid to Gilbert to be returned to the HOME program and reused for an eligible HOME 
activity. 
CITY OF 
GLENDALE 
NA – the city of Glendale will not undertake any homebuyer activities with FY 2024-25 
HOME funds.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 107  
 
CITY OF 
PEORIA 
The Recapture method is used for majority of Peoria’s HOME programs: 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 direct HOME assistance. The amount subject to Recapture 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 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. Net 
Proceeds is defined as: Net Proceeds = Sales Price (-) non-HOME debt (-) closing costs 
The Resale method is used ONLY for Peoria’s HOME partnership with Newtown CDC: This 
resale option is for community land trust model in partnership with Newtown. If a buyer 
chooses to sell their home during the affordability period, they must sell it to another 
income-eligible homebuyer at an affordable price. An affordable price is defined as a price 
that results in a monthly payment not more than 30% of the gross income of a household 
with income equal to 80% of the median income. The seller is allowed a fair return, which is 
defined as the homeowner’s original investment, plus any capital improvements, not to 
exceed the assessed value at the time of sale, plus 60% of the appraised increase in value 
from the date of purchase. For leasehold properties, fair return is defined as the lessees 
purchase price, plus 25% of the lessee’s share of increase in value at the time of resale, 
based on a leasehold valuation performed by a licensed appraiser. The City utilizes a 
variety of methods to secure the HOME investment, including deeds of trust, promissory 
notes, and declarations or restrictions. 
CITY OF 
SCOTTSDALE 
The City of Scottsdale adheres to the resale requirement set forth in 24 CFR 92.254 (5)(i) 
for HOME funds. 
CITY OF 
SURPRISE 
The City of Surprise does not fund activities subject to resale or recapture provisions of 
HOME.  
 
 
CITY OF 
TEMPE 
It is the policy of the Maricopa HOME Consortium that each member of the Consortium 
may use either the recapture option or the resale option based on what is most beneficial 
to the member and to the potential homebuyer.  Consortium members will select the 
method to be used prior to granting the HOME/ADDI assistance to the potential 
homebuyers.  Each Consortium member will ensure the proper security instruments are 
executed to guarantee the HOME/ADDI investment for the affordability period for the 
selected recapture/resale option. 
Recapture Option – Under this option, the Net Proceeds of the original HOME subsidy must 
be returned to the HOME Program.  The Net Proceeds are the sales price minus loan 
repayment (other than HOME funds) and any closing costs. This option allows the seller to 
sell to any willing buyer at any price.  Once the HOME/ADDI funds are repaid, the property 
is no longer subject to any HOME/ADDI restrictions.  The recaptured funds must be used 
for another HOME/ADDI -eligible activity. Recapture restrictions apply if the “property” is 
either sold or rented during the affordability (term) of the City of Tempe Promissory HOME 
note - the unforgiven amount of the principal balance of the CAMP HOME Note must be 
repaid to the City of Tempe, unless 
The property is sold to an income eligible buyer approved for HOME funds that can 
assume all or part of the unforgiven balance, or The Net Proceeds from the sale of the 
“property” at its fair market value are insufficient to the pay the unforgiven balance of the

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 108  
 
City of Tempe CAMP HOME Note in full. In this situation, the City of Tempe will forgive 
repayment of the amount of the unforgiven balance in excess of the Net Proceeds.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 109  
 
Maricopa County ESG Performance Standards 
 
Community Adopted Best Practices 
Background 
The community approved best practices were developed to serve as a guiding document for all 
homelessness programs to achieve the highest service standards for people being served in our 
community. This document includes a framework that applies to our full continuum of services; including, 
Outreach, Coordinated Entry and Assessment, Emergency Shelter, Transitional Housing, Rapid Re-housing, 
and Permanent Supportive Housing. The shared best practices may be applied to any program, including 
non-HUD funded projects. 
 
The shared best practices apply to all interventions. Practices specific to a particular service (e.g. 
Emergency Shelter or Permanent Supportive Housing) are outlined in the intervention specific documents 
that follow. These practices have been developed, and vetted, by a range of stakeholders; including the 
Regional Continuum of Care (CoC) Board, Regional Continuum of Care Committee, local service providers, 
faith community, ESG grantees, and ad hoc working group participants. 
 
This document was developed in collaboration with both service providers and funders as a statement of 
what the community strives for in program design, operation and outcomes. This document is not designed 
as a tool for measuring program compliance in general, yet some of the best practices outlined in this 
document are required for Continuum of Care funded programs and are denoted as such with an *. This 
document is a companion to other documents, such as the HUD standards, and is intended to be used 
alongside them; projects should not rely on this document as an inclusive list of requirements and should 
consult with the requirements of HUD and other funders when implementing programs. This document 
replaces the Standards of Excellence, previously adopted by the CoC Board of Directors. 
 
Shared Best Practices 
Philosophical Approaches 
Housing First (adapted from USICH Housing First Check List) (CoC programs should also reference the 
Scorecard): 
 
• 
Access to programs is not contingent on sobriety, minimum income requirements, lack of a 
criminal record, completion of treatment, participation in services, or other unnecessary 
conditions. 
• 
Programs do everything possible not to reject an individual or family on the basis of poor 
credit or financial history, poor or lack of rental history, minor criminal convictions, or 
behaviors that are interpreted as indicating a lack of “housing readiness.” Should such a 
case arise, provide a warm hand-off to coordinated entry or another resource. 
• 
People with disabilities are offered clear opportunities to request reasonable 
accommodations within applications and screening processes and during tenancy, and 
building and apartment units include special physical features that accommodate 
disabilities. 
• 
Programs that cannot serve someone work through the coordinated entry process to ensure 
that those individuals or families have access to shelter, housing, and services elsewhere. 
• 
Housing and service goals and plans are highly participant-driven. 
• 
Supportive services emphasize engagement and problem-solving. 
• 
Participation in supportive services or compliance with service plans are not conditions of 
program entry or tenancy, but are reviewed with participants, and regularly offered as a 
resource. 
• 
Services are informed by a harm-reduction philosophy that recognizes that drug and alcohol 
use and addiction are a part of some participants’ lives. Participants are engaged in non-
judgmental communication regarding drug and alcohol use, and are offered education

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 110  
 
regarding how to avoid risky behaviors and engage in safer practices. 
• 
Substance use in and of itself; without other program, or lease violations, is not considered 
a reason for eviction, or program exit. 
• 
Every effort is made to provide a tenant the opportunity to transfer from one housing 
situation, program, or project to another if a tenancy is in jeopardy. Whenever possible, 
eviction or returns to homelessness is avoided. 
• 
Ensure that leases are standard and program requirements are transparent and focused on 
the hardest to serve, screening in rather than screening out. 
 
Alumni Involvement: 
 
• 
Agencies will create opportunities for current and prior program participants in the operation 
and development of program delivery. 
 
Continuity of Care: 
 
• 
When possible, establish contact, and ensure continuity of care with new programs, or case 
managers; both interagency and intra-agency. 
• 
When providing services or exiting households to Permanent Housing, provide orientation 
to the neighborhood and ensure connections with local resources, when possible. 
 
Governance: 
 
• 
Persons with lived experience will have opportunities to provide feedback to program 
managers, and the Board of Directors on the delivery of services. Programs should solicit 
Board membership to include those with lived experience. 
• 
To assess the effectiveness of programs, evaluation of services and outcomes for program 
participants should be incorporated into program design and shared with the agency’s 
governance structure. 
 
Length of Stay: 
 
• 
Individualized housing-based service plans (IHSP) are designed to meet the unique needs of 
each household, and are designed to facilitate the shortest possible stay, resulting in an exit 
to Permanent Housing. 
 
Supportive Services: 
 
• 
Participants have easy access to a comprehensive array of services designed to assist 
them in sustaining housing stability, and maintaining self-sufficiency. 
• 
At minimum, service coordination and/or case management, based on the IHSP, are offered 
to every household.* 
• 
Using a progressive engagement model, services are flexible, and individualized; services 
may include, but are not limited to, mental health, substance abuse treatment, life skills 
development, money management, benefits enrollment, primary 
health care, legal 
assistance, job training/placement, transportation, and education. All services may not be 
provided by a single project, and providers should make referrals and connections, as 
appropriate. 
• 
The intensity of services is based on the needs of the household. 
• Utilize a client-centered, strengths-based approach to case management (e.g., 
motivational interviewing, trauma-informed care). 
 
Operating Standards 
 
Client Confidentiality:

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 111  
 
 
• 
Program takes precautions to protect confidential client information. 
• 
Client level data will only be shared in compliance with local data sharing agreements, and 
any associated signed client release of information. 
 
Client Rights: 
 
• 
Every household is clearly informed of client rights including protocols for expressing 
grievances during program stay, and potential reasons for involuntary exits from the 
program. 
 
Compliance: 
 
• 
Program is compliant with federal and state Fair Housing, Arizona Landlord Tenant Act, the 
HUD Equal Access to Housing Notice, the Americans with Disabilities Act, and the Violence 
Against Women Act, as applicable. This may not be an all-inclusive list. 
 
Food Safety: 
 
• 
Staff who will prepare & serve meals have a valid food handler card/certificate issued by 
any county in the State of Arizona, or by an American National Standards Institute accredited 
food handler training program. 
• 
Plan meals that adhere to or exceed USDA’s Dietary Guidelines where applicable. 
 
Homeless Management Information System (HMIS) participation: 
 
• 
Programs are fully implemented within the local HMIS system and data quality 
standards are upheld. 
• 
Programs maintain documentation of every participant’s stay in order to provide homeless 
certification, when needed, through the HMIS. 
• 
Programs comply with the HMIS data standards, include timeliness standards. 
 
Hot boxes: 
 
• 
All site based programs employ hot box technology as prevention measure for bed bugs 
infestations. Service providers should use hot boxes for scattered-site housing when 
possible. 
 
Identification: 
 
• 
All households are assisted with obtaining all documentation needed to access 
employment, eligible benefits, and permanent housing (e.g., Social Security cards, divorce 
decrees, DD214s, income or disability verification, photo identification, etc.). It is important 
that documents are legible. 
 
Income and Employment: 
 
• 
All households are assisted in receiving, or maintaining, all eligible public benefits (cash & 
non- cash) and/or achieving earned income.* Providers engage in the SOAR process for rapid 
enrollment for eligible tenants in SSI/SSDI. 
 
Mandatory Reporting:

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 112  
 
• 
All staff are mandatory reporters of suspected abuse or neglect and complies with 
mandatory reporting statutes. 
 
Participant Surveys, Assessments, and Focus Groups: 
 
• 
Programs/providers will assess participant s, through surveys, assessments, and/or focus 
groups. 
• 
The CoC Board approved survey is made available to all providers to assess the satisfaction 
of services, and may use other community adopted assessments (e.g. SPDAT, F-SPDAT) to 
measure wellness. 
 
Safety: 
 
• 
The safety of clients, volunteers, and staff will be prioritized. 
• 
Test staff for TB annually and on occasions of exposure (recommended by the CDC). 
• 
Encourage updates of all booster shots. 
• 
Programs will ensure that staff are available to maintain safety and operate 
necessary services. 
• 
VAWA statement of rights will be distributed to all clients at program/project entry. 
• 
Providers will engage in crisis and safety planning with clients. 
 
Staffing: 
 
• 
Employ multilingual staff. Ensure access to multilingual interpretation services. 
• 
Ensure that all staff is culturally-competent & sensitive to all subpopulations. 
• 
Employ multi-disciplinary team, or establish a partnership, with specialist in housing 
who locates housing and may assist in navigating application processes. 
 
Tenant Notice: 
 
• 
All households receive a copy of Arizona Tenants’ Rights and Responsibilities, as 
applicable. 
Professional Development 
Professional development for staff and managers is critical to ensure quality services for participants 
and to promote the safety and well-being of participants and staff. Providers engaging people 
experiencing homelessness should focus on training for staff, to include the following, as applicable: 
 
• 
Boundaries 
• 
Communicable diseases 
• 
Conflict resolution 
• 
CPR/First Aid 
• 
Crisis Intervention 
• 
Cultural, gender, gender nonconformity, and sexual orientation competency 
• 
De-escalation 
• 
Emergency health response 
• 
Harm reduction 
• 
Mental health first aid 
• 
Motivational interviewing 
• 
Secondary trauma 
• 
Substance abuse and signs 
• 
Symptoms of overdose

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 113  
 
• 
Trauma informed care, including domestic violence sensitivity 
• 
What to do in emergency situations 
Intervention Specific Best Practices Emergency 
Shelter 
Case Management: 
 
• 
Agency maintains appropriate ratio of case manager/housing specialist to clients. 
-Families: 1 case manager to no more than 20 families 
-Singles: 1 case manager to no more than 30 clients 
Coordination: 
• 
Programs will participate in Coordinated Entry as outlined in the Maricopa County 
Continuum of Care policies and procedures. 
 
Family Separation: 
 
• 
Resources or referrals are in place that will shelter families without separation. 
 
Services: 
 
• 
A housing –based service plan will be developed within 72 hours of entering shelter. 
This plan will be based on t the unique needs of the individual/household. 
 
• 
Clients will be connected to a navigator as soon as possible to assist them in attain all 
documents necessary to move into permanent housing. 
 
Transitional Housing 
 
Case Management: 
 
• 
Agency maintains a ratio of no more than 1 case manager/housing specialist to 20 
households. 
 
Leasing / Occupancy standards: 
 
• 
Transparent leasing standards should focus on the hardest to serve, screening in rather 
than screening out. 
• 
All residents must have a signed lease or occupancy agreement. 
• 
Lease/occupancy agreements must be no less than one month and no more than 12 
months in duration. 
 
Program Duration: 
 
• 
Length of stay in program not to exceed 24 months. 
• 
Continuous assessment of client to determine appropriate subsidy and level of 
services. 
• 
Re-evaluation is required, and continuation of the leasing subsidy / financial 
assistance is based upon household needs. 
• 
Program exit strategy – need wording to include community connectedness in their 
permanent housing following program exit.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 114  
 
 
Rent: 
 
• 
Tenant pays no more than 30% of their income of income toward rent. 
 
Permanent Housing 
 
These best practices apply to all permanent housing interventions. Permanent Supportive Housing 
(PSH), Other Permanent Housing (OPH) and Rapid Rehousing (RRH) specific Best Practices follow this 
section. 
 
Housing Retention: 
 
• 
Every resident in both scattered and single-site housing should have a housing retention 
plan to both maintain and prevent returns to homelessness. 
• 
Residents at risk of eviction will be assisted in maintaining their housing or in finding 
other suitable permanent housing. Progressive engagement should be utilized when 
appropriate and available. 
 
Mutual Rescission: 
 
• 
Direct services parties will work to educate and advocate with both tenant and landlord 
on benefits of a mutual rescission, as opposed to eviction. 
 
Scattered-Site Housing Selection: 
 
• 
Service providers ensure households have choices among available housing units 
which meet the rent reasonableness guidelines and pass basic habitability and lead-
based paint screenings. 
• 
Staff will assist tenants in advocating for flexibility in paying their share of rent on time 
and offered special payment arrangements for rent arrears and/or assistance with 
financial management, including representative payee arrangements. 
 
Income: 
 
• 
Tenants who have been in supportive housing for one year increase their income, if they 
moved in with no income and those who moved in with income, maintain that income. 
• 
Providers should work with tenants who move into permanent housing to increase their 
income. 
• 
Tenants, who enter supportive housing with income and/or employment, have 
maintained it. 
• 
Avenues for employment are supported and encouraged for tenants. 
Landlord Engagement: 
 
• 
Upon program entry, programs are expected to engage with the landlord and develop 
an ongoing collaborative relationship. 
• 
Programs are expected to intervene and mediate any landlord issues or leasing 
concerns. 
• 
Programs are expected to educate landlords regarding program services and 
expectations. 
• 
Programs should have a point of contact with landlords for any issues that arise.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 115  
 
Housing Requirements: 
 
• 
Prior to execution of lease, units must pass basic Habitability and/or Housing Quality 
Standards Inspections, Lead-based Paint Screening and comply with rent 
reasonableness guidelines. 
• 
Tenants are required to have a lease or occupancy agreement in their name for the 
appropriate length of tenancy as determined by funding source. 
• 
Participation in services cannot be a condition of tenancy. 
• 
Programs should educate clients on all aspects of the lease. 
• 
With landlords, agencies must execute a Housing Assistance Payment contract (HAP) 
or rental assistance agreement based on the intervention. 
 
Program Duration: 
 
• 
Continuous assessment of client to determine appropriate subsidy and level of 
services. 
• 
Re-evaluation is required for continuation of the leasing subsidy / financial 
assistance is based upon household needs . 
• 
Households must also meet the requirements of the funder requirements. 
• 
Case management may be extended beyond the end of financial assistance if needed 
by the household. 
 
Services: 
 
• 
Individualized Housing Stabilization Plan (IHSP) will: 
-Be developed within two weeks of the lease start date based on the unique needs of 
the household. 
_IHSP should be client-centered and created with the active participation of the 
household. 
• 
Identify activities that will: 
-Connect resident to resources that integrate residents into the community, and 
increase independent living skills and social interaction. 
• 
Written program agreements clarify the services available and roles and 
responsibilities of both the service provider and tenant. 
• 
The intensity of services is based on the needs of the household with a minimum 
standard of weekly contact initiated by the service provider and at least one monthly 
home visit. 
 
Rapid Re-housing 
 
These best practices are in addition to those in listed the Permanent Housing section above. 
 
Referrals: 
 
• 
All referrals come through the Coordinated Entry System and agencies will accept 
referrals in accordance with the Coordinated Entry Policies and Procedures. 
• 
Agency has a plan for locating and engaging with the referred household tfrom 
coordinated entry that includes connections with homeless, human service and 
mainstream resources. 
• 
Multiple and varied attempts to contact the referred household must be made and 
documented before cancelling referral. A referral cannot be cancelled due to “not 
contact” prior to two weeks of attempted contact. 
• 
HMIS and/or shared data systems should be utilized to identify last known location of

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 116  
 
the referred household. 
 
Intake and Assessment: 
 
• 
Agency utilizes an assessment process that is progressive, in that assessment and 
information gathering occurs when appropriate and relevant to service delivery and referral 
decisions and does not gather unnecessary information. 
• 
Assessment of relevant housing barriers is focused on “tenant screening” barriers and 
“housing retention” barriers.. Tenant screening barriers include employment, rental and 
criminal history, and other factors that would cause landlord to reject a tenant’s application 
for housing. 
 
Case Management: 
 
• 
Agency maintains a ratio of no more than 1 case manager/housing specialist to 20 
households. 
• 
The intensity of services are based on the acuity of the household with a minimum 
standard of one monthly home visit, or more as needed. 
• 
Service providers should be actively involved in identifying and selecting a unit: the units 
should be affordable and sustainable over the long term and based upon the potential 
earned income of the client. 
 
Financial Assistance Standards: 
 
• 
Programs will use financial standards to determine appropriate portion of rent for 
which the client is responsible. 
• 
CoC approved RRH Financial Assistance Standards are made available to all 
providers. 
 
Training: 
 
• 
Provide ongoing RRH specific training to service providers at least twice 
annually. 
 
Permanent Supportive Housing 
 
These best practices are in addition to those listed in the Permanent Housing section above. 
 
Assessment: 
 
• 
Move-on strategy should be developed when appropriate. 
 
Case Management: 
 
• 
Agency maintains a ratio of no more than 1 case manager/housing specialist to 15 
households. 
 
Leasing standards: 
 
• 
Transparent leasing standards should focus on the hardest to serve, screening in rather 
than screening out. 
 
Rent:

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 117  
 
 
• 
Tenant pays no more than 30% of their income of income toward rent. 
 
Services: 
 
• 
Project-Based programs: 
-Property Management (PM) and Social Services (SS) are coordinated and have same 
approach/philosophy. 
-PM and SS develop and maintain a clear delineation of roles and ongoing 
communication. 
• 
Scattered-Site Projects: 
-Social Services should be coordinated with private landlords, when possible. 
 
Training: 
 
• 
Provide ongoing PSH specific training to service providers at least twice annually.

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 118  
 
Appendix B: Glossary 
From Community Adopted Best Practices: 
 
ADA: The Americans with Disability Act of 1990 prohibits discrimination based on disability and requires 
programs to take reasonable steps to make programs accessible to people with disabilities. 
 
Affordable housing: A general term applied to public- and private-sector efforts to help low and moderate- 
income people purchase or lease housing. As defined by the United States Department of Housing and 
Urban Development, any housing accommodation for which a tenant household pays 30% or less of its 
adjusted gross income. 
 
Boundaries: In homeless programs, “boundaries” refers to limits to physical, mental, and emotional client-
staff interactions to ensure that the rights and interests of clients are respected and that staff work reflects 
the agency's ethical values. 
 
Case management: The overall coordination of an individual’s treatment plan and use of services, which 
may include medical and mental health services, substance use services, and vocational training and 
employment. Although the definition of case management varies with local requirements and staff roles, a 
case manager often assumes responsibilities for outreach, advocacy, treatment planning and referral on 
behalf of individual clients. 
 
Chronically Homeless: HUD defines chronically homeless as a person or family (head of household) who 
has been homeless and living or residing in a place not meant for human habitation, a safe haven, or 
emergency shelter for at least a year or at least four separate occasions in the last 3 years and who can be 
diagnosed with a disabling condition. 
 
Contacts: A contact is defined as an interaction between an outreach worker and a client designed to 
engage the client. Contacts may include activities such as a conversation between the street outreach 
worker and the client about the client’s well-being or needs, an office visit to discuss their housing plan, or a 
referral to another community service. 
 
Continuum of Care: As a condition of funding, HUD requires local communities establish “Continua of 
Care” to oversee community planning around homelessness. Continuum of Care and Continuum are 
defined to mean the group that is organized to oversee community planning and carry out the 
responsibilities required to address homelessness within a specified geographic area. The Continuum is 
composed of representatives from various stakeholders from throughout the community. 
 
Diversion: Helping people seeking shelter by identifying immediate alternate housing and

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 119  
 
connecting them with services and financial assistance to help them to return immediately to permanent housing. 
An emerging best practice, diversion programs can reduce the number of individuals and families becoming 
homeless, and thus the demand for shelter beds. 
 
Emergency / Crisis / Bridge Housing: A facility providing temporary or transitional shelter for the homeless, 
sometimes for sub-populations of the homeless. 
 
Engagements: Per the HMIS Data Standards, by agreement across all federal partners, an engagement date is the 
date on which an interactive client relationship results in a deliberate client assessment or beginning of a case 
plan. HMIS Universal Data Elements will be collected at this time. 
 
Enrollment: An enrollment date is the date when a client has formally consented to participate in services provided 
by the Outreach project. 
 
Exits: The date at which a client exits the program. Client may be exited prior to engagement and/or enrollment. 
 
Harm reduction: Harm reduction is a set of practical strategies that reduce the negative consequences associated 
with drug use, including safer use, managed use, and non- punitive abstinence. Congressionally mandated for all 
programs funded through the Department of Housing and Urban Development (HUD) homeless assistance grants. 
It is a software application designed to record and store client-level information on the characteristics and service 
needs of homeless persons. An HMIS is typically a web-based software application that homeless assistance 
providers use to coordinate care, manage their operations, and better serve their clients. 
 
Hot Box: A heated box used to eradicate bed bugs in exposed furniture. 
 
Housing First: The goal of "housing first" is to immediately house people who are homeless. Permanent housing 
is provided as quickly as possible no matter what is going on in one's life, and the housing is flexible and 
independent so that people are provided permanent housing easily and have access to sufficient supportive 
services to stay housed. Housing first can be contrasted with a continuum of housing "readiness," which typically 
subordinates access to permanent housing to other requirements. 
 
HUD: Department of Housing and Urban Development. 
 
Individualized Housing & Service Plan (IHSP): A service plan created by case managers for homeless clients to 
assist them in addressing barriers and maintaining stability. 
 
Intake: Recordation of basic client data into a database upon entry into a program (e.g., capturing and loading 
required data to HMIS upon entry to emergency shelter). 
 
Interim Housing: Sometimes referred to as “bridge housing”; temporary housing including emergency shelters, 
safe havens, transitional housing, and short-term hotel or motel vouchers. Provides temporary shelter during 
transition to permanent housing. 
 
Motivational Interviewing: An approach that emphasizes a collaborative relationship in which the case manager 
/staff “draws out” the client’s own motivations and skills for change, thereby empowering the client. 
 
Permanent Housing: Housing that is governed by a lease with no limits on length of stay. In terms of housing 
placement goals, the permanent housing category includes permanent supportive housing, rental by client (no 
ongoing subsidy), owned by client (no ongoing subsidy), rental by client (with ongoing housing subsidy), owned 
by client (with ongoing housing subsidy), and staying or living with family or friends (permanent tenure). 
 
Permanent Supportive Housing (PSH): Affordable housing where the tenant pays no more than 30 to 40 percent

CoC Board 9_30_2019 Agd #4 RRH Standards Proposed Governance Charter Changes
 
Maricopa County • Human Services Department • Housing and Community Development 
Appendix Page | 120  
 
of their income for housing costs. The tenants have a lease and there is an indefinite length of stay as long as the 
tenant complies with lease and/or funding requirements. Tenants should have easy access to a comprehensive 
array of individualized and flexible services, either on-site or in proximity to the housing site, that are designed to 
assist tenants in sustaining stability and productive lives in the community. 
 
Rapid Re-Housing: Promptly housing individuals or families who become homeless, often through temporary 
assistance to obtain and retain content in housing. 
 
Return to Homelessness / Recidivism: In homeless programs, “recidivism” refers to a return to homelessness 
after moving into permanent housing, as documented by HMIS. 
 
Tenant: A person who resides in rented premises under the terms of a lease. Tenants of supportive housing 
should have the same rights and responsibilities as tenants of other lease- based, permanent housing. 
 
Transitional Housing: Time-limited housing meant to help homeless people access permanent housing, usually 
within two years, through the provision of intensive supportive services. 
 
Voluntary Services: The term "supportive" in supportive housing refers to voluntary, flexible services designed 
primarily to help tenants maintain housing. Voluntary services are those that are available to but not demanded 
of tenants, such as service coordination, case management, physical and mental health, substance use 
management and recovery support, job training, literacy and education, youth and children's programs, and money 
management. Services are voluntary for the tenant, but required engagement is expected from the service 
provider. 
 
Warm Hand-Off: The transfer of a client from one provider to another, typically with a face-to- face introduction, 
in order to facilitate the transfer of the trust and rapport the client has developed, to the new provider. In homeless 
services, such transfers often occur between outreach workers and interim housing providers and between 
emergency shelter case managers and permanent supportive housing service coordinators.