2025-2029 Consolidated Plan and Fiscal Year 2025-2026 Annual Action Plan
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Consolidated Plan
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City of Chandler
2025-2029 Consolidated Plan
Neighborhood Resources Department
235 S. Arizona Avenue
Chandler, AZ 85225
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Table of Contents
Executive Summary ............................................................................................................... 4
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ..................................................................4
The Process ......................................................................................................................... 10
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) .................................................................... 10
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ........................ 11
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ............................................ 30
Needs Assessment ............................................................................................................... 38
NA-05 Overview ........................................................................................................................... 38
NA-50 Non-Housing Community Development Needs – 91.215 (f) ................................................. 39
Housing Market Analysis ..................................................................................................... 43
MA-05 Overview .......................................................................................................................... 43
MA-45 Non-Housing Community Development Assets – 91.215 (f) ................................................ 44
MA-50 Needs and Market Analysis Discussion............................................................................... 60
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households –
91.210(a)(4), 91.310(a)(2) ............................................................................................................. 66
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) .................................................................... 70
Strategic Plan ...................................................................................................................... 73
SP-05 Overview ............................................................................................................................ 73
SP-10 Geographic Priorities - 91.415, 91.215(a)(1) ......................................................................... 75
SP-25 Priority Needs - 91.415, 91.215(a)(2) ................................................................................... 79
SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) ............................................ 83
SP-40 Institutional Delivery Structure - 91.415, 91.215(k) .............................................................. 87
SP-45 Goals - 91.415, 91.215(a)(4) ................................................................................................. 91
SP-65 Lead-based Paint Hazards - 91.415, 91.215(i) ....................................................................... 95
SP-70 Anti-Poverty Strategy - 91.415, 91.215(j) ............................................................................. 97
SP-80 Monitoring - 91.230 ............................................................................................................ 98
Annual Action Plan .............................................................................................................. 99
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) .................................................................... 99
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Annual Goals and Objectives ............................................................................................. 102
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) ..................................................... 102
AP-35 Projects - 91.420, 91.220(d) .............................................................................................. 104
AP-38 Project Summary .............................................................................................................. 106
AP-50 Geographic Distribution - 91.420, 91.220(f) ....................................................................... 110
AP-85 Other Actions - 91.420, 91.220(k) ...................................................................................... 113
Program Specific Requirements ......................................................................................... 117
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) .................................................. 117
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1.
Introduction
The City of Chandler, Arizona, receives an annual entitlement allocation of Community Development Block
Grant (CDBG) program funds from the U.S. Department of Housing and Urban Development (HUD). The
CDBG Program provides annual grants on a formula basis to entitlement cities and urban counties to
develop viable communities by providing safe, decent, and affordable housing; suitable living
environments; and expanding economic opportunities, primarily for low- and moderate-income (LMI)
persons.
To receive these funds, the city is required to complete its 2025-2029 Consolidated Plan and first-year
Program Year (PY) 2025 Annual Action Plan (AAP) as required by HUD. The Consolidated Plan serves as a
planning document meeting the federal government statutory requirements in 24 CFR 91.200-91.230, for
preparing a Consolidated Plan and guiding the use of CDBG funding based on applications to HUD. The
first-year PY 2025 AAP, and subsequent AAPs, is a subset of the Strategic Plan addressing the overall goals
of the plan for each program year of the five-year Consolidated Plan. PY 2025 begins on July 1, 2025, and
ends on June 30, 2026.
The city is a member of the Maricopa County HOME Consortium and receives HOME Investment
Partnerships (HOME) Program funds through the HOME Consortium. The HOME program is the largest
federal block grant to state and local governments designed exclusively to create affordable housing for
LMI households. The grant funds a wide range of activities including building, buying, and/or rehabilitating
affordable housing for rent or homeownership, or providing direct rental assistance. Through an
Intergovernmental Agreement (IGA), the city receives HOME Program funding on an annual basis. These
funds are not programmed in this AAP as the city is not a direct recipient of HOME funds from HUD.
2.
Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The city has developed its strategic plan based on an analysis of the data presented in the Needs
Assessment, the Market Analysis of the Consolidated Plan, and the community participation and
stakeholder consultation process. Through these efforts, the city has identified five (5) priority needs and
associated goals to address these needs. Over the 5-Year plan period, the city will work to accomplish the
following outcomes, which are listed by Priority Need.
Priority Need: Preserve & Develop Affordable Housing
1A Housing Rehabilitation
1B Relocation
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Priority Need: Neighborhood Revitalization
2A Code Enforcement
Priority Need: Public Services
3A Public Services for LMI & Special Need
Priority Need: Public Facilities & Infrastructure
4A Improve Public Facilities & Infrastructure
Priority Need: Effective Program Administration
5A Effective Program Administration
3.
Evaluation of past performance
The City of Chandler continues to build upon its past success in utilizing HUD funding for housing
rehabilitation, neighborhood revitalization, affordable housing, public services, and public facility
improvements. As part of compliance with HUD regulations, the city develops an AAP and a Consolidated
Annual Performance and Evaluation Report (CAPER) to evaluate progress towards the strategic goals
outlined in its Five-Year Consolidated Plan.
In the first four years of the 2020-2024 Consolidated Plan, Chandler has demonstrated significant progress
in addressing affordable housing needs. Efforts include funding the Housing Rehabilitation Program,
providing relocation assistance under the Rental Assistance Demonstration (RAD) initiative, and
supporting the Tenant-Based Rental Assistance (TBRA) program funded by HOME funds from the
Maricopa County HOME Consortium. The city has also invested in public facility improvements, such as
supporting infrastructure upgrades and enhancing neighborhood amenities in eligible areas, benefiting
households with low and moderate incomes.
Public services remain a cornerstone of Chandler’s community support strategy. Through partnerships
with nonprofit organizations and city departments, Chandler has facilitated mentorship, educational, and
basic needs services for vulnerable residents, including seniors, individuals with disabilities, and families
experiencing homelessness, and families living in public housing. In PY 2023-2024 alone, Chandler used
CDBG funds to assist 22 homeowners with housing rehabilitation, served 725 individuals experiencing
homelessness with comprehensive support services, and provided mentorship, educational, recreational
and skill building activities to 270 youth.
The city’s robust response to the COVID-19 pandemic showcases its ability in addressing emergent needs.
With CDBG-CV funding under the CARES Act, Chandler implemented projects to support LMI residents,
including targeted assistance for individuals impacted by the pandemic and those experiencing
homelessness. This funding was fully expended in PY 2023-2024, addressing critical needs and
strengthening community resilience.
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Looking ahead, Chandler will continue to collaborate with public, private, and nonprofit partners to
expand access to safe and affordable housing, improve public facilities and infrastructure, and deliver
essential public services. Despite the progress made, challenges such as the demand for affordable
housing, economic development opportunities, and sustained public improvements in low/moderate-
income neighborhoods remain priorities for future planning. The city’s achievements are documented in
detail in the PY 2023-2024 CAPER providing a comprehensive assessment of goals met and identifying
areas for continued investment and focus. The following is a summary of accomplishments by priority:
Housing:
The City of Chandler made substantial progress in addressing affordable housing needs during PY 2023-
2024. The city assisted 22 homeowners through its Housing Rehabilitation Program, which provided
emergency home repairs, exterior improvements, and home modifications. Of these, 55% were extremely
low- or low-income households. In total, Chandler met 88% of its one-year goal for housing rehabilitation
and achieved 36% of its five-year goal of assisting 179 households.
Public Facilities and Improvements:
During PY 2023-2024, the City of Chandler did not complete any planned activities under the goal of public
facilities and infrastructure improvements. In PY 2024-2025, the city reallocated CDBG funds to invest in
two capital projects in the Chandler Downtown area. Ongoing efforts and prior-year accomplishments,
including infrastructure enhancements in low- and moderate-income areas, remain key focus areas for
the city. The city remains committed to advancing planned public improvement projects and leveraging
partnerships.
Public Services:
The City of Chandler allocated CDBG funds to support public service programs that benefitted vulnerable
residents. Highlights include mentoring, educational, and recreational programming for 270 youth
residing in public housing and direct services for 725 individuals experiencing homelessness. In total,
public service programs reached 995 residents, achieving 284% of the annual goal and surpassing both
annual and five-year targets. The city’s collaborative approach with nonprofit organizations and its
emphasis on serving low- and moderate-income populations ensure sustained success in public service
delivery.
CARES Act Accomplishments:
The City of Chandler received a total of $2,418,300 in CDBG-CV funds. During PY 2023-2024, the city fully
expended the remaining balance of $226,348. Overall, $2,084,749—representing 86% of the total
award—was allocated to public services serving 2,449 individuals. Of those served, 326 seniors and
persons with disabilities received home delivered meals and other food assistance; rent and utility
assistance was provided to 261 individuals with low and moderate income impacted by coronavirus; and
navigation and client services were provided to 1,862 individuals experiencing homelessness. The
regulatory 15% cap on CDBG-CV funds for public service activities was lifted, allowing the city to assist
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more individuals and households affected by the coronavirus. These funds were utilized across Program
Years 2019 through 2023.
The City of Chandler remains committed to meeting its five-year housing and community development
goals. By leveraging partnerships, optimizing resources, and maintaining a focus on community resilience,
the city continues to support its most vulnerable populations and advance sustainable growth.
4.
Summary of citizen participation process and consultation process
The city has adopted its HUD approved Citizen Participation Plan (CPP) as per 24 CFR 91.105, which sets
forth the city’s policies and procedures for citizen participation in the Consolidated Plan and first-year
2025 AAP. The CPP provides guidance for public notices for the various stages of Consolidated Plan
development, public hearings, and the public review of the proposed plan. Details of the city’s outreach
efforts are provided below:
PUBLIC MEETINGS: The city held a series of public meetings to gather input on the housing and community
development needs in Chandler. A description of each public meeting and comments made by citizens
and community stakeholders has been provided in the PR-15 citizen participation section.
PUBLIC HEARING: Two public hearings were held to discuss the proposed draft 2025-2029 Consolidated
Plan, draft PY 2025 AAP, draft Citizen Participation Plan, and the draft Analysis of Impediments.
The first public hearing was held at the Housing and Human Services Commission (HHSC) meeting, at 235
S. Arizona Ave., Neighborhood Resources Conference Room, Chandler, AZ 85225 on February 12, 2025, at
6:00pm.
The second public hearing was held at the Housing and Human Services Commission (HHSC) meeting, at
235 S. Arizona Ave., Neighborhood Resources Conference Room, Chandler, AZ 85225 on March 5, 2025,
at 6:00pm.
PUBLIC COMMENT PERIOD: The city held a public comment period from March 3, 2025, to April 4, 2025,
to give citizens an opportunity to review and make comments on the draft Consolidated Plan, draft PY
2025 AAP, draft Citizen Participation Plan, and the draft Analysis of Impediments. The plan can be viewed
at:
https://www.chandleraz.gov/residents/neighborhood-resources/community-development/plans-and-
reports
COMMUNITY & STAKEHOLDER SURVEYS:
Community Survey Link: The city conducted a community survey online to gather public input on the
housing and community development priority needs in the City of Chandler. The link to the survey was
made available at: https://www.research.net/r/Chandler-community.
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Stakeholder Survey Link: The city conducted a stakeholder survey online to gather public input on the
housing and community development priority needs in the City of Chandler. The link to the survey was
made available at: https://www.research.net/r/Chandler-Stakeholder.
The Consortium held a stakeholder survey online to gather public input on the housing and community
development priority needs in Maricopa County which includes the City of Chandler. The link to the survey
can be found at: https://www.research.net/r/MaricopaConsortium-Stakeholder.
Details of citizen participation outreach for the draft 2025-2029 Consolidated Plan and the draft PY 2025
AAP are also located in the PR-15.
5.
Summary of public comments
PUBLIC COMMENT PERIOD: A summary of comments will be included after the comment period.
PUBLIC HEARING: A summary of comments will be included after both public hearings.
COMMUNITY & STAKEHOLDER SURVEYS: Surveys identified affordable housing, public improvements, and
economic development as top priorities. Affordable housing needs included new affordable rental and
homeownership options and ADA improvements. Public improvements focused on water quality, street
improvements, and parks and recreational facilities, while economic development emphasized small
business assistance and workforce development.
All comments and views will be accepted at the public hearing and public comment period review
process. A summary of outreach efforts is located in the PR-15 Participation.
6.
Summary of comments or views not accepted and the reasons for not accepting them
All comments or views were accepted at the public hearing and public comment period.
7.
Summary
The city is dedicated to offering meaningful opportunities for residents to express their needs. This plan
prioritizes addressing affordable housing, community development—both housing and non-housing—
and providing supportive housing and services for individuals experiencing homelessness within the
Chandler community. It also includes a comprehensive, coordinated strategy for implementing programs
funded by CDBG and HOME funds.
The Consolidated Plan is comprised of several sections, including an assessment of the current housing
and community needs of the area, a section detailing the needs of homeless individuals, a description of
the publicly supported housing needs, information on the citizen participation process, a Strategic Plan,
and the PY 2025 AAP. The Strategic Plan is an essential component of the Consolidated Plan, outlining the
objectives and outcomes necessary to meet the identified needs. The PY 2025 AAP is the first of five
annual action plans, which will detail how federal resources will be allocated each year to achieve the
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objectives identified in the Consolidated Plan. Additionally, each AAP will be evaluated to see the city's
performance in meeting the Consolidated Plan's objectives. At the end of each program year, the city will
complete a CAPER.
Not only are the priority needs in the city identified through the needs assessment and market analysis,
but the city also determines these needs through a citizen participation process, which includes
engagement with community nonprofit organizations and with members of the community.
Primary data sources for the Consolidated Plan include 2008-2012 & 2018-2022 American Community
Survey (ACS) 5-Year Estimates, 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) data,
Longitudinal Employer-Household Dynamics (LEHD), Homeless Management Information System (HMIS),
2023 Point in Time Count and Housing Inventory Chart, Inventory Management System/PIH Information
Center (PIC), HUD Income Limits, HUD Fair Market Rents and HOME Rent Limits and other local data
sources. Data for map analysis came from the 2018-2022 ACS.
Analysis of Impediments to Fair Housing Choice
The Maricopa County HOME Consortium completed its most recent 2025 Analysis of Impediments to Fair
Housing Choice (AI) in conjunction with this Consolidated Plan in February of 2025. The AI outlines 5
identified impediments to fair housing choice for the City of Chandler. The 2025 AI is an analysis of factors
that may be potentially preventing access to fair housing choice in the community, and understanding the
impediments to fair housing choice is an important step in addressing housing needs. The AI helps to
provide information to decision makers in the community and assist in guiding the use of grant funds and
other resources that target affordable housing. This plan has developed goals that will address the
identified impediments over the next five years.
Contingency Provision for PY 2025 CDBG Allocation
At this time HUD has not yet announced the PY 2025 CDBG grant allocations. The allocation of $1,432,855
is only an estimate of the anticipated PY 2025 grant allocation and is based on prior year awards. The city
has a contingency provision per HUD notice CDP-25-02 to align final allocations with actual funding.
Activity budgets will be adjusted on a project-by-project basis to match the announced allocation while
ensuring compliance with grant regulations. Contingency provisions for each project are included in the
AP-38 Project Summary.
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1.
Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role
Name
Department/Agency
CDBG Administrator
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Neighborhood Resources Department
Table 1 – Responsible Agencies
Narrative
The City of Chandler is the “lead agency” for receiving CDBG funds. The City of Chandler is also a member
of the Maricopa County HOME Consortium (HOME Consortium). Maricopa County Human Services
Department – Housing and Community Development Division (MCHSD) is the “lead agency” for receiving
HOME funds, on behalf of the HOME Consortium. The City of Chandler receives HOME funds as a
participating member of the HOME Consortium. The Neighborhood Resources Department is responsible
for the administration of the CDBG grant program and works in collaboration with Maricopa County to
administer the HOME grant program. The City of Chandler Neighborhood Resources Department is also
responsible for the submission of the Five-Year Consolidated Plan, the AAP and the CAPER for the CDBG
program and provides information regarding HOME-related activities in Chandler to Maricopa County for
inclusion in their Five-Year Consolidated Plan, Annual Action Plan and CAPER. The City of Chandler’s
planned utilization of HOME funds is reflected in Maricopa County’s Consolidated Plan and Annual Action
Plan.
Consolidated Plan Public Contact Information
Karin Bishop
Community Development Senior Program Manager
City of Chandler Neighborhood Resources Department
Community Development and Resources Division
235 S. Arizona Avenue
Chandler, AZ 85225
(480) 782-4353
community.development@chandleraz.gov
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1.
Introduction
The City of Chandler conducts extensive outreach to local organizations, the public, and elected officials
to solicit input for the drafting and development of the 2025-2029 Consolidated Plan and PY 2025
AAP. This section discusses coordination between the city and its partners and lists the agencies and
organizations that consulted and/or provided input in the development of the plan. The city conducted a
stakeholder survey and, in collaboration with the Maricopa County HOME Consortium, utilized the
consortium's stakeholder survey to gather input from local agencies and nonprofits. This feedback
provided valuable insights into priority housing and community development needs, as well as funding
priorities for the city and the broader region. The following section highlights these relationships, and the
agencies and organizations consulted.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
The City of Chandler prioritizes strong, collaborative partnerships to enhance coordination between
public and assisted housing providers and both private and governmental health, mental health, and
social service agencies. Working across local, tribal, county, state, and federal levels, the city actively
participates in joint planning, information sharing, and emergency preparedness initiatives to support
the needs of vulnerable populations—particularly households with low and moderate income, including
but not limited to those experiencing homelessness, and residing in public and assisted housing.
Chandler maintains a comprehensive suite of preparedness plans, including an All-Hazards Emergency
Operations Plan (EOP), Continuity of Operations Plans (COOPs), and a FEMA-approved Hazard Mitigation
Plan. These plans are designed around FEMA’s Community Lifelines framework, ensuring that essential
services—such as safety and security, food, water, shelter, health and medical, energy, communications,
and transportation—are protected and restored quickly during and after an emergency.
Through regular coordination meetings, joint training exercises, and collaborative planning efforts, the
city supports housing authorities and service agencies in developing and aligning emergency procedures
with citywide strategies. These efforts ensure a unified approach to preparedness, response, and
recovery—promoting resilience and safeguarding the well-being of all Chandler residents.
To address flood risks and manage water resources, Chandler partners with the Maricopa County Flood
Control District. The city also works to promote sustainability and resilience through collaboration with
regional entities focused on air quality, such as the Arizona Department of Environmental Quality (ADEQ)
and the Maricopa County Air Quality Department. These partnerships help Chandler mitigate the impacts
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of natural disasters and climate-related challenges while supporting sustainable development and
infrastructure improvements.
The city administers federal Housing Choice Voucher (Section 8) programs, Public Housing and Tenant-
Based Rental Assistance to support very low-income families, older adults, and individuals with
disabilities, and persons at risk of or experiencing homelessness. These programs aim to address housing
needs and promote stability for Chandler's most vulnerable residents. Additionally, the city leverages
CDBG and HOME funds to support local nonprofits and agencies offering critical services to individuals
experiencing homelessness, housing instability, and other crises.
In addition, Chandler actively collaborates with local and regional behavioral health providers, homeless
shelters, supportive service providers, and other governmental agencies to assist homeless individuals
and families at risk of or experiencing homelessness. The City’s Chandler Connect program provides
navigation services and advocacy for individuals experiencing unsheltered homelessness, helping them
access workforce opportunities, housing resources, and supportive services.
To bridge the digital divide, Chandler consults with high-speed internet providers serving low- and
moderate-income households. Ensuring affordable internet access aligns with broader goals of improving
quality of life for underserved populations.
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
Chandler is an active member of the regional Continuum of Care facilitated by the Maricopa Association
of Governments (MAG CoC). Staff often serve in leadership roles on the Governing Board and other
Collaboratives (committees) and remain active participants when not serving in an official capacity. As a
jurisdictional member of the MAG CoC, Chandler conducts the annual Point-In-Time Count to assess and
address homelessness trends. Chandler also provides administrative support to supplement CoC
initiatives and local funding to participant agencies.
Chandler serves as an access point for the regional Coordinated Entry Systems (CES) for individuals and
families governed by the MAG CoC and operated by the Brian Garcia Welcome Center and UMOM New
Day Centers respectively. Each CES seeks to ensure individuals and families experiencing homelessness
have access to housing and services based on regional priorities and assessed needs.
Similarly, the MAG CoC governs the regional Homeless Management Information System (HMIS) which is
operated by Solari Crisis and Human Services. To ensure regional coordination, Chandler utilizes HMIS for
all of its directly operated homeless and housing stability programs and requires non-profit organizations
providing homeless services and supported by Chandler funds to use the system. Chandler directly
operates a comprehensive array of services for households at risk of or experiencing homelessness, with
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a focus on persons experiencing chronic homelessness and persons with multiple vulnerabilities such as
early/late age, mental health disorders, substance use disorders, justice system involvement, physical or
intellectual disabilities, and chronic or acute illness. Client services delivered directly by the city include
homeless outreach and non-congregate shelter services. The city also directly operates a Support Court
Program, a Tenant Based Rental Assistance (TBRA) Program and an Emergency Housing Voucher (EHV)
Program, which exclusively serve Chandler residents experiencing homelessness.
Chandler Connect, the city’s homeless outreach program, is designed to meet the immediate needs of
residents experiencing unsheltered homelessness, and to assist them in accessing services that will
support them on their path to housing and long-term stability. The Community Navigation Team provides
outreach and engagement services to persons experiencing unsheltered homelessness in Chandler seven
days/week, 13 hours/day. Services are designed to assist a high-need, high-resource utilizing population
connect to services that will improve their health and housing status, while simultaneously addressing
neighborhood and business concerns. Community Navigators work closely with the Police and Fire
departments to respond to calls involving residents who are unhoused or at-risk of homelessness, freeing
them up to attend to more critical public safety concerns.
Operation Open Door provides non-congregate emergency shelter to Chandler’s most vulnerable
residents experiencing homelessness. The goal for each participant household is to exit directly to
permanent housing or to a longer-term program that provides a transition to permanency. Non-
congregate shelter is accessible to high barrier populations that are not well-served in congregate settings.
Essential elements of Operation Open Door include the ability to accommodate partners and pets, a safe
place to store belongings, and a place to refrigerate food and medications. Each participant receives
dedicated case management from city staff with lived experience.
The Housing Stability Program assists vulnerable Chandler residents such as seniors, persons with
disabilities, and people experiencing homelessness to obtain and sustain safe, affordable housing. The
team provides essential services including landlord recruitment and engagement, housing search and
selection, assistance with application and lease-up, move-in assistance, and intensive case management
and supportive services. The Program serves residents transitioning from homelessness to housing.
Ongoing housing stability case management is also provided to tenants utilizing Emergency Housing
Vouchers and Tenant Based Rental Assistance. The Chandler Support Court Program provides persons
experiencing homelessness in Chandler an opportunity to engage in services designed to help them end
their homelessness in lieu of traditional sentencing for misdemeanor charges. Participants who
complete the service-oriented directives issued by the Court may have their sentences reduced or
dismissed and will leave the program with increased stability and reduced likelihood of recidivism.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
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Chandler does not receive ESG funds. However, the MAG CoC has an ESG Collaborative composed of
ESG recipient jurisdictions that work together to make recommendations to the Governing Board
regarding how ESG funds are spent and administered. This collaboration ensures emergency services
meet the needs of the region and are standardized to the extent reasonable and practicable. Input from
non-ESG emergency services is also considered.
2.
Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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1
Agency/Group/Organization
AZCEND
Agency/Group/Organization Type
Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
2
Agency/Group/Organization
Boys & Girls Clubs of the Valley
Agency/Group/Organization Type
Services-Children
Child Welfare Agency
Regional organization
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
3
Agency/Group/Organization
CARE Center
Agency/Group/Organization Type
Services-Children
Services-homeless
Services-Health
Health Agency
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What section of the Plan was
addressed by Consultation?
Homeless Needs - Families with children
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
4
Agency/Group/Organization
Child Crisis Arizona
Agency/Group/Organization Type
Services - Housing
Services-Children
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
Child Welfare Agency
What section of the Plan was
addressed by Consultation?
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
5
Agency/Group/Organization
East Valley Jewish Community Center
Agency/Group/Organization Type
Services-Children
Services-Elderly Persons
Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
6
Agency/Group/Organization
Housing and Human Services Commission
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Agency/Group/Organization Type
Services-Victims of Domestic Violence
Other government - Local
Business and Civic Leaders
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The commission makes funding recommendations
to City Council for federal funds and general funds
to address the human service needs of Chandler
residents, particularly those households with low
and moderate income. Commission members also
invited to complete the survey.
7
Agency/Group/Organization
ICAN: Improving Chandler Area Neighborhoods
Agency/Group/Organization Type
Services-Children
Services-Education
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Child Welfare Agency
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
8
Agency/Group/Organization
City of Chandler Housing and Redevelopment
Agency/Group/Organization Type
Housing
PHA
Consolidated Plan
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Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Service-Fair Housing
Services - Victims
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Other government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Strategy
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
This City division participated in public meetings
and assisted in promoting survey participation from
public housing and housing choice voucher
residents. Works closely with Community
Development, Development Services and Public
Works in addressing resident needs.
9
Agency/Group/Organization
Mesa United Way
Agency/Group/Organization Type
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Service-Fair Housing
Services - Victims
Services - Broadband Internet Service Providers
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Services - Narrowing the Digital Divide
Business and Civic Leaders
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
10
Agency/Group/Organization
City of Chandler - Development Services
Agency/Group/Organization Type
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Agency - Managing Flood Prone Areas
Agency - Management of Public Land or Water
Resources
Agency - Emergency Management
Other government - Local
What section of the Plan was
addressed by Consultation?
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
Lead-based Paint Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
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.
11
Agency/Group/Organization
VALLEY OF THE SUN YMCA
Agency/Group/Organization Type
Services-Children
Services-Education
Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Regional organization
What section of the Plan was
addressed by Consultation?
Homeless Needs - Families with children
Non-Homeless Special Needs
Consolidated Plan
CHANDLER
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How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
12
Agency/Group/Organization
CHANDLER CODE ENFORCEMENT
Agency/Group/Organization Type
Other government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
This City division works closely with Community
Development in addressing resident needs.
13
Agency/Group/Organization
CHANDLER UNIFIED SCHOOL DISTRICT
Agency/Group/Organization Type
Services-Children
Services-Education
Publicly Funded Institution/System of Care
Other government - Local
What section of the Plan was
addressed by Consultation?
Homeless Needs - Families with children
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
14
Agency/Group/Organization
Dignity Health Chandler Regional Medical Center
Agency/Group/Organization Type
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-Health
Health Agency
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Publicly Funded Institution/System of Care
Regional organization
Business and Civic Leaders
What section of the Plan was
addressed by Consultation?
Homeless Needs - Families with children
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
15
Agency/Group/Organization
Maricopa Association of Governments
Agency/Group/Organization Type
Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Victims of Domestic Violence
Services-homeless
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
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
16
Agency/Group/Organization
Maricopa Regional Continuum of Care
Agency/Group/Organization Type
Housing
Services - Housing
Consolidated Plan
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Services-homeless
Other government - County
Other government - Local
Publicly Funded Institution/System of Care
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
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff and clients invited to participate in
completing the survey, increasing the likelihood of
resident needs being addressed.
17
Agency/Group/Organization
City of Chandler – Cultural Development
Agency/Group/Organization Type
Government /Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Lead-based Paint Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The City of Chandler-Cultural Development. This
City department works closely with Community
Development in addressing resident needs. The
Community Development and Cultural
Development have had ongoing discussions to
identify proposed projects that will further enhance
the Downtown Chandler area while benefitting
residents who are low and moderate income and
live in the area.
18
Agency/Group/Organization
Terros Arizona
Agency/Group/Organization Type
Services-Health
Consolidated Plan
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What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
19
Agency/Group/Organization
Foundation for Senior Living (FSL)
Agency/Group/Organization Type
Services-Elderly Persons
Services-Health
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
20
Agency/Group/Organization
Chandler Fire Department
Agency/Group/Organization Type
Other government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
21
Agency/Group/Organization
Higher Ground
Agency/Group/Organization Type
Services-Children
Services-Education
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Consolidated Plan
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How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
22
Agency/Group/Organization
One Small Step
Agency/Group/Organization Type
Services-Children
Services-Clothes Bank
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
23
Agency/Group/Organization
Make an Investment in Love and Kindness
Agency/Group/Organization Type
Services-Other Community Outreach
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
24
Agency/Group/Organization
Midwest Food Bank
Agency/Group/Organization Type
Services-Food Bank
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
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Agency/Group/Organization
The Salvation Army
Agency/Group/Organization Type
Services-Children
Services-Elderly Persons
Services-Homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
26
Agency/Group/Organization
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
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
27
Agency/Group/Organization
Sojourner Center
Agency/Group/Organization Type
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
28
Agency/Group/Organization
City of Chandler – Client Services
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Agency/Group/Organization Type
Other government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
29
Agency/Group/Organization
Community Bridges
Agency/Group/Organization Type
Services-Substance Abuse Services
Services-Health
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
30
Agency/Group/Organization
Paz de Cristo Community Center
Agency/Group/Organization Type
Services-Homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
31
Agency/Group/Organization
ICAN: Positive Programs for Youth
Agency/Group/Organization Type
Services-Children
Services-Education
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Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting
No organizations were intentionally left out of the public participation process. All comments and views
were accepted and welcomed.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Continuum of Care
Maricopa
Association of
Governments
The City of Chandler aligned its priorities in
addressing housing for all incomes with the
strategies identified by the Continuum of Care.
Chandler PHA Annual
Administrative Plan
City of Chandler
Housing and
Redevelopment
The Chandler PHA focuses its efforts in providing
affordable rental housing opportunities and access
for participants to learn new skills and to move
toward self-sufficiency.
Chandler Housing
Needs Assessment –
2023 Update
City of Chandler
Housing and
Redevelopment
With the assistance from Gruen Gruen + Associates,
the Chandler Housing and Redevelopment Division
updated its previous housing assessments for
Chandler in 2018, 2021, and 2022. The analysis
incorporates the latest available housing data from
authoritative sources, including the U.S. Census
Bureau, Department of Housing and Urban
Development (HUD), CoStar, and the Arizona
Regional Multiple Listing Service.
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency staff were invited to participate in
completing a stakeholder survey, increasing the
likelihood of resident needs being addressed.
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Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Dignity Health
Community Health
Assessment
Dignity Health
Chandler Regional
Medical Center
The City of Chandler aligned its priorities in
addressing housing for all incomes with the
strategies identified in the Chandler Regional
Medical Center, Community Health Assessment.
Analysis of
Impediments to Fair
Housing Choice
Maricopa County
The City of Chandler seeks to reduce impediments
to fair housing choice for its residents by aligning its
Fair Housing efforts with recommendations made in
the regional Analysis of Impediments.
2024 Community Needs
Assessment
Crescendo
Consulting Group
The City of Chandler Community Development and
Resources Division is utilizing this plan to consider
funding priorities for allocation of general funds for
human services in Chandler.
Pathways Home: A
Regional Homelessness
Action Plan
Maricopa
Association of
Governments
The City of Chandler works collaboratively with
local and tribal governments across Maricopa
County to address homelessness through a robust
regional approach. Plan Name: Pathways Home: A
Regional Homelessness Action Plan for Local and
Tribal Governments.
Chandler Regional
Medical Center-
Community Benefit
Dignity Health
Chandler Regional
Medical Center
The City of Chandler aligned its priorities in
providing housing/homelessness services with the
strategies identified in the Chandler Regional
Medical Center, Community Benefit 2021 Report
and 2022 Plan.
Maricopa County 2023
CHNA Survey
Maricopa County
Department of
Public Health
The City of Chandler has reviewed and integrated
findings from the Maricopa County Department of
Health 2023 Community Health Needs Assessment
Survey into the Plan.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
In developing the 2025-2029 Consolidated Plan and PY 2025 AAP, the City of Chandler engaged with
multiple city departments, stakeholders, and regional partners to ensure a coordinated approach to
addressing housing, homelessness, and community development needs. These consultations involved
collaboration with numerous city departments, including Neighborhood Resources, Cultural
Development, Development Services, Economic Development, and Public Works.
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The Neighborhood Resources Department led efforts to gather input from local stakeholders, nonprofits,
and housing providers to shape strategies for utilizing CDBG and HOME funds. Public Works provided
valuable insights on infrastructure planning and disaster preparedness, including strategies to mitigate
flood risks in CDBG-eligible areas. Economic Development contributed feedback on housing and economic
development priorities to support workforce housing and address barriers to economic growth for low-
and moderate-income households. Cultural Development has identified public improvement projects in
the Chandler Downtown area that will benefit low- and moderate-income households in the area.
Development Services has assisted in the planning and development of new affordable housing units in
Chandler and also evaluates census block data to identify the number of low- and moderate-income
households by census tract.
Chandler works collaboratively with the State of Arizona and neighboring jurisdictions to address shared
housing and community development challenges. For example, both the Arizona Department of Housing
and the Maricopa County Human Services Department provide funding to the city to support housing
stability services for persons at risk of experiencing homelessness. As part of these partnerships, the city
is participating in a statewide evaluation project facilitate by the three State Universities to examine the
effectiveness and best practices in eviction prevention and housing stability services. These efforts are
critical to the city’s efforts to prevent and end homelessness and promote housing stability for low- and
moderate-income households.
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1.
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal setting
The City of Chandler has adopted its HUD approved Citizen Participation Plan (CPP) as per 24 CFR 91.105,
which sets forth the city’s policies and procedures for citizen participation of the Consolidated Plan and
first year 2025 AAP. The CPP provides details about the public notice requirements for all meetings and
the various stages of Consolidated Plan development, public hearings before the citizens of the City and
City Council, accommodations for persons with disabilities, and the conduct of public review of draft
documents. Adhering closely to the CPP, the City held a public comment period and two public
hearings. Details of these outreach efforts are provided in the table below.
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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
1
Public
Meeting
Non-
targeted/broad
community
A public meeting was held on September 11, 2024, at
1:00p.m., Arizona State University Innovation Center,
249 E Chicago St Chandler, AZ 85225 to gather
feedback on community needs from residents that
have received assistance from city programs. There
were 22 people in attendance.
Residents highlighted the
need for rental assistance,
better public transportation,
senior and special needs
housing, tiny home
communities, and improved
outreach on landlord
incentives.
All comments
were
accepted.
2
Public
Meeting
Non-
targeted/broad
community
A public meeting was held on September 11, 2024, at
3:30p.m., in Arizona State University Innovation
Center, 249 E Chicago St Chandler, AZ 85225 to gather
feedback on community need from stakeholders.
There were 15 people in attendance with a mixture of
both residents and service providers.
Attendees sought
clarification on program
funding and report
generation, emphasized
continuing existing efforts,
and encouraged innovation
to attract a younger, skilled
workforce.
All comments
were
accepted.
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
3
Public
Hearing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted
Housing
Two public hearings were held. One public hearing
was held at the Housing and Human Services
Commission (HHSC) meeting on February 12, 2025,
during the development of the draft plan, and a
second public hearing was held at the HHSC meeting
on March 5, 2025, during the public comment period.
For the February 12, 2025 meeting there were 17 in
attendance, including commissioners, committee
members, and staff, however, none were members of
the public. For the March 5, 2025 meeting there were
13 in attendance including commissioners and staff,
however, none were members of the public.
All comments received will
be included in the final
report.
n/a
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
4
Internet
Outreach
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Non-
targeted/broad
community
Residents of
Public and
Assisted
Housing
Non-profits
The city utilized social media and the city's website to
communicate throughout the development of the City
of Chandler's 2025-2029 Consolidated Plan and 2025
AAP, providing several opportunities for public input
and comment. The draft plans were made available on
the city's website during the 30-day public comment
period for all interested parties to view and provide
comments. Public notices were also posted (in English
and Spanish) on the city's website announcing the
public meeting, public hearings, and 30-day public
comment period.
https://www.chandleraz.gov/residents/neighborhood-
resources/community-development/plans-and-
reports
All comments received will
be included in the final
report.
n/a
See
summary
for URL
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
5
Newspaper
Ad
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Non-
targeted/broad
community
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.
n/a
n/a
6
Stakeholder
Meeting
Non-
targeted/broad
community
A stakeholder meeting was held virtually via Microsoft
Teams on July 9, 2024, at 2:30 to 4:00p.m. to gather
feedback on affordable housing needs in Maricopa
County. There were 45 people in attendance with 37
representing their organizations.
There were no comments.
All comments
were
accepted.
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
7
Stakeholder
Meeting
Non-
targeted/broad
community
A stakeholder meeting was held virtually via Microsoft
Teams on July 10, 2024, at 2:30 to 4:00p.m. to gather
feedback on community development and public
services in Maricopa County. There were 20 people in
attendance with 15 representing their organizations.
There was one comment
made in the stakeholder
meeting. A member of the
local Social Security
Administration office
provided information on
how to help clients access
their SS benefit statements
as it relates to income
documentation.
All comments
were
accepted.
8
Stakeholder
Meeting
Non-
targeted/broad
community
A stakeholder meeting was held virtually via Microsoft
Teams on July 11, 2024, at 2:30 to 4:00p.m. to gather
feedback on homeless needs in Maricopa County.
There were 20 people in attendance, and half were
from the County homeless services division, and the
others were from local city members.
There was one comment
made in the stakeholder
meeting. How are CDBG
public services funds
allocated to homeless
programming.
All comments
were
accepted.
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
9
Community
Survey
Non-
targeted/broad
community
The city offered an online community survey to gather
input on the housing, fair housing, community
development and homeless needs in Chandler.
Additionally, in partnership with Maricopa County, an
online community survey was offered. A total of 304
responses from Chandler residents were received for
both surveys. See below the link to each survey.
https://www.research.net/r/Chandler-Community
https://www.research.net/r/maricopa-community
The Community Survey
highlighted concerns about
affordable housing,
economic development, and
infrastructure. Residents
cited rising housing costs as
a major challenge, along
with the need for
homelessness services,
mental health support, and
senior programs. Many
emphasized the need for
expanded housing
assistance programs, while
respondents also prioritized
public improvement
projects, workforce
development, small
business support, and public
services.
All comments
were
accepted.
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL
10
Stakeholder
Survey
Non-
targeted/broad
community
Nonprofits
The city offered an online stakeholder survey to
gather input on the housing, fair housing, community
development and homeless needs in Chandler.
Additionally, in partnership with Maricopa County,
offered an online stakeholder survey. There were 22
total responses from stakeholder organizations. See
below the link to each survey.
https://www.research.net/r/Chandler-Stakeholder
https://www.research.net/r/MaricopaConsortium-
Stakeholder
The stakeholder survey
highlighted affordable
housing shortages, rising
costs, and regulatory
barriers. Stakeholders
prioritized homelessness
services, services for seniors
and, new affordable housing
development, supportive
housing for special needs
and the homeless, housing
rehabilitation, mental health
programs, workforce
training, homeless shelters,
and infrastructure
improvements, stressing the
need for better program
coordination and funding.
All comments
were
accepted.
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The City of Chandler is a member of the Maricopa County HOME Consortium, and as such, much of its
housing needs data is captured at the Consortium level in the county’s Consolidated Plan. This overview
provides a snapshot of some of the city’s non-housing needs.
To ensure efficient and effective resource allocation, Chandler must assess the broader community
development needs that extend beyond housing. This section focuses on analyzing key demographic and
economic indicators to provide a comprehensive foundation for grant management, particularly in the
realm of non-housing community development. By leveraging data from state, local, and federal
sources—including the U.S. Census Bureau, HUD, and the Bureau of Labor Statistics—Chandler can
identify critical needs and trends related to population, income, and household demographics.
Factors such as public facility requirements, workforce and economic development needs, and
accessibility of public services are evaluated to guide CDBG resources distribution effectively. By
addressing these non-housing development needs strategically, the city can enhance community vitality
and support sustainable, inclusive growth across Chandler.
The City of Chandler’s community survey cited the top priority need is affordable housing, with residents
emphasizing the demand for new affordable rental and homeownership opportunities, senior housing,
and rehabilitation assistance, such as HVAC repairs. Public improvements ranked as the second highest
priority, particularly in water quality, street improvements, and neighborhood cleanups. Economic
development was the third most pressing concern, with a strong focus on small business assistance,
workforce development, and job creation. Other critical community needs included mental health
services, senior services, homelessness prevention, youth activities, and crime prevention programs.
Housing affordability remains a significant challenge, exacerbated by rising rents, increased property
taxes, and absentee landlords. These findings underscore the community’s call for strategic investment in
housing, infrastructure, and economic opportunities to enhance the quality of life for Chandler residents.
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
Chandler, AZ, continues to expand, which has heightened the demand for public facilities that support its
residents' well-being and quality of life. The city recognizes the importance of maintaining high standards
in public spaces and amenities to encourage community engagement, physical health, and cultural
activities. These needs are essential for enhancing Chandler’s appeal and ensuring it remains a vibrant,
inclusive community.
•
Arts and Cultural Facilities: Resident feedback highlights increasing interest in arts and culture,
emphasizing the need for additional spaces for creative engagement, including community
centers, public art installations, and Artistic Imaginative Alleyway Activation projects.
•
Recreational Facilities: Residents have expressed a desire for more community gardens, trails,
splash pads, indoor pools, and adventure areas to promote health and social connection.
•
Public Safety Infrastructure: Resident feedback indicates a strong desire to focus on public safety
improvements, including enhancing emergency response capabilities, upgrading fire stations, and
expanding community safety initiatives to ensure a secure and well-protected environment for all
residents.
•
Homeless Services and Transitional Housing: Resident feedback highlights the need for facilities
that provide temporary housing and connect individuals to life-success programs to support those
transitioning to independence. Expanding homeless services and transitional housing options
would help address housing instability and provide essential resources for long-term stability.
How were these needs determined?
The city used a combination of surveys, assessments, and public consultations to determine these facility
needs. A Parks Needs Assessment Survey gathered resident input on desired recreational facilities, while
public feedback sessions provided insights into the demand for arts and cultural spaces. City planning
documents, including various needs assessments and surveys, analyzed community demographics and
identified service gaps, ensuring public facility projects are aligned with current and anticipated
community needs.
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Describe the jurisdiction’s need for Public Improvements:
As Chandler’s population grows, the city must upgrade and expand its infrastructure to provide safe,
accessible, and sustainable urban environments. Public improvements are vital for supporting both
existing residents and anticipated growth while modernizing infrastructure to meet current standards.
Addressing these needs also helps enhance transportation, energy efficiency, and public spaces.
•
Street and Utility Infrastructure: Ongoing upgrades to the more than 2,080 lane miles of streets
as well as upgrades to the already existing utilities ensure that residents and businesses receive
reliable services and safe, well-maintained roads.
•
Ashley Trail and Paseo Trail Connection: The City of Chandler, in partnership with the Maricopa
Association of Governments, is working on creating safer trail connections across major roads in
the city. The purpose is to increase the safety of pedestrians, bicyclists, and drivers.
•
Shared-Use Pathways: The city is working on new pathways along canals to promote safe,
alternative transportation modes for pedestrians and cyclists.
•
LED Streetlight Conversion Program: Transitioning to energy-efficient LED streetlights across the
city reduces electricity costs and long-term maintenance needs. Around a third of the 28,000+
streetlights have already been converted in this program.
•
City Water Conservation: Chandler has developed the Retention Basin Turf to Xeriscape Program
where the city is implementing strategies to reduce municipal ornamental grass to reduce city
water use. The city has initiated several projects to convert turf retention basins to xeriscape
design principles to conserve water.
By focusing on these improvements, Chandler is taking steps to create a more resilient and sustainable
urban environment, ensuring the city remains attractive and livable.
How were these needs determined?
These improvement needs were identified through strategic planning and community feedback. The
Transportation Master Plan outlined key projects, such as shared-use pathways, to enhance pedestrian
and cyclist safety. Energy audits recommended LED streetlight conversions to reduce costs and
environmental impact. Additionally, feedback from residents through public meetings and surveys
underscored the importance of maintaining high-quality infrastructure to support quality of life.
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Describe the jurisdiction’s need for Public Services:
Chandler’s public service needs reflect the city’s commitment to supporting a mixed population with
essential services that foster well-being and stability. As a rapidly growing community, Chandler prioritizes
services that address homelessness prevention to healthcare to education and training. These services
are crucial to ensuring all residents have the resources necessary to thrive.
•
Human Services: There is an ongoing need for programs supporting homelessness prevention,
affordable housing, and assistance for low- and moderate-income households.
•
Health Services: Enhanced health services are needed to improve community wellness, including
programs that promote physical fitness and preventative care.
•
Educational Programs: Opportunities for skill development and education can help improve
residents’ quality of life and expand career pathways.
Investing in these public services not only strengthens the community but also promotes an inclusive
environment where everyone has access to resources, they need for a fulfilling life.
How were these needs determined?
Public service needs were identified through extensive assessments, surveys, and consultations. The city’s
2024 Community Needs Assessment (CNA) evaluated key areas of concern, especially for human services
and housing. The most recent Maricopa County Community Health Needs Assessment (CHNA), conducted
by Maricopa County, identified needed services and provided data on healthcare gaps and community
health trends. Public consultations, including surveys and focus groups, helped to further pinpoint and
prioritize these needs. This comprehensive approach ensures that Chandler’s public services are both
responsive and proactive in addressing the community’s needs.
Survey feedback highlighted specific areas where residents see a need for expanded public services. Key
health issues impacting respondents were anxiety, depression, high blood pressure, chronic pain, and
diabetes. These insights will help guide future investments and service expansions to address the most
pressing concerns of Chandler’s residents.
There is significant overlap between the needs identified in the CNA, CHNA and the survey, particularly in
areas such as housing, mental health services and homelessness support, reinforcing the importance of
targeted investment in these areas.
Discussion:
The 2023 Community Health Needs Assessment (CHNA) Community Health Survey for Chandler,
conducted by Maricopa County, gathered insights from 1,062 residents, offering a comprehensive look
into the city’s assets, challenges, and areas for potential improvement. This diverse survey captured
responses across various racial, age, and income groups, providing a rich understanding of community
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perspectives. Residents widely praised Chandler’s parks, green spaces, libraries, community centers, and
access to educational events, identifying these as some of the city’s most valued resources. A strong sense
of safety within neighborhoods was also a consistent highlight, reflecting positively on Chandler’s overall
quality of life and community cohesion.
Despite these strengths, the survey illuminated several areas where residents find resources to be lacking.
Access to affordable housing emerged as a top concern, with many respondents feeling that current
housing options do not meet their needs and are financially restrictive. Public transportation also received
mixed feedback, with some residents noting that existing transit options limit mobility and access to jobs
and services, especially for those without personal vehicles. Additionally, respondents expressed a desire
for stronger communication channels with local leadership, suggesting that more transparent and
responsive engagement would improve trust and involvement in community matters.
Health-related challenges also featured prominently in the survey, with issues like anxiety, depression,
and high blood pressure affecting a significant number of residents. Many cited the need for more
accessible mental and physical healthcare, including extended hours for medical appointments to
accommodate working families and reduce barriers to care. To enhance quality of life, residents
emphasized the importance of expanding affordable housing, increasing transportation options, and
improving access to healthcare services. These findings indicate that while Chandler’s community assets
are widely appreciated, addressing gaps in housing, transit, and health services would better serve the
city’s growing and mixed population, helping ensure Chandler continues to be a thriving and supportive
place for all residents.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The Housing Market Analysis provides data that is complementary to the information laid out in the Needs
Assessment. It provides insight into what types of private and public housing are available, and the cost
and condition of existing housing. Similar to the Needs Assessment, much of the city’s data is captured at
the Consortium level in the Consolidated Plan. This overview provides a snapshot of some of those
community and housing needs.
This section examines Chandler’s diverse economy, quality of life, infrastructure assets, mixed population,
employment trends, and housing market, identifying strengths, potential improvements, and strategic
opportunities. Chandler’s transformation into a high-tech and business-oriented hub has strengthened its
regional influence, bolstered by dynamic employment sectors, a skilled workforce, and forward-thinking
development strategies.
Quality of life remains central to Chandler’s appeal, supported by accessible city services, parks, cultural
events, and a variety of community amenities. These features, along with a focus on public safety and
recreational resources, create a vibrant environment for residents. The city’s infrastructure and
transportation networks, including major freeways and a centrally located airport, enhance connectivity
for both residents and businesses, supporting the city’s economic and population growth.
Chandler’s proactive efforts in workforce development and housing seek to address evolving demands,
ensuring residents are equipped for high-demand fields and that housing options remain accessible and
obtainable. As Chandler continues to leverage its assets and address emerging needs, it is well-positioned
to offer a sustainable, high-quality living environment that attracts both residents and businesses,
fostering long-term economic vitality and resilience.
The city’s 2023 Housing Needs Assessment indicates that Chandler faces significant challenges in providing
affordable housing, especially for low- to moderate-income households at lower price points. The recent
rise in interest rates has drastically reduced purchasing power for all income levels. While the higher end
of the housing market is aligned with the number of households that can afford those units, there is
virtually no availability for homes in the lower price tier. This highlights the urgency for the city to address
affordability issues in Chandler while exploring all available strategies and resources.
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
This section provides an overview of Chandler's economic development, with a focus on key areas such
as business sector employment, unemployment rates, commuting times, and education attainment levels.
The accompanying table outlines employment distribution across the city's business sectors. Additionally,
the analysis delves into trends in unemployment, average commuting times for workers, and educational
attainment, all of which play significant roles in shaping Chandler's economic landscape and future
growth.
Economic Development Market Analysis
Business Activity
Business by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction
679
142
0.5%
0.1%
0%
Arts, Entertainment, Accommodations
12,516
12,183
8.5%
8.7%
0%
Construction
8,473
7,115
5.8%
5.1%
0%
Education and Health Care Services
31,030
23,825
21.1%
17.0%
0%
Finance, Insurance, and Real Estate
17,338
18,175
11.8%
13.0%
5%
Information
3,429
1,770
2.3%
1.3%
0%
Manufacturing
18,175
25,501
12.4%
18.2%
29%
Other Services
5,306
2,990
3.6%
2.1%
0%
Professional, Scientific, Management
S
i
19,249
20,256
13.1%
14.4%
5%
Public Administration
4,571
1,760
3.1%
1.3%
0%
Retail Trade
15,704
17,252
10.7%
12.3%
9%
Transportation and Warehousing
6,860
3,866
4.7%
2.8%
0%
Wholesale Trade
3,720
5,359
2.5%
3.8%
31%
Total
147,050
140,194
-
-
-5%
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Table 45 - Business Activity
Data Source:
2017-2021 ACS (Workers), 2021 Longitudinal Employer-Household Dynamics (Jobs)
Share of Workers
The worker-to-job imbalance in Chandler highlights a significant need to create more local employment
opportunities for the city’s large workforce. Currently, Chandler’s labor force comprises 147,050
residents, yet there are only 140,194 jobs within the city. Additionally, many business sectors have fewer
positions than there are skilled workers available, leading many Chandler residents to commute outside
the city for work. This imbalance results in approximately 7,000 workers relying on employment
elsewhere, which can increase commute times and diminish overall quality of life for residents.
Conversely, Chandler has a surplus of jobs in certain sectors, notably in Manufacturing and Wholesale
Trade. In Manufacturing, about 29% of available jobs remain vacant, while in Wholesale Trade, 31% of
positions are unfilled. Other sectors with considerable numbers of unfilled roles include Retail Trade,
Professional, Scientific, and Management, as well as Finance, Insurance, and Real Estate. This indicates an
oversupply of positions in these fields compared to the qualified local workforce.
Increasing job opportunities in sectors that align with the city’s workforce skills could help bridge this gap,
better balancing local jobs with local talent. This approach could not only ease commuting demands for
Chandler’s residents but also stimulate economic growth by retaining more income and activity within the
city.
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Labor Force
Total Population in the Civilian Labor Force
156,211
Civilian Employed Population 16 years and over
150,276
Unemployment Rate
2.9%
Unemployment Rate for Ages 16-24
4.2%
Unemployment Rate for Ages 25-65
2.3%
Table 46 - Labor Force
Data Source:
2018-2022 ACS, BLS Local Area Unemployment Statistics 2023
Data Comments
All data except Unemployment Rate from 2018-2022 ACS
Unemployment Rate from 2023 BLS Local Area Unemployment Statistics
Unemployment
Chandler, AZ, utilizes several data sources to measure unemployment, each providing valuable insights.
The U.S. Census Bureau’s American Community Survey (ACS) offers annual unemployment data by census
tract, useful for geographic comparisons across the city. Additionally, the Bureau of Labor Statistics (BLS)
provides monthly, city-level unemployment data, which helps monitor overall employment trends in real
time.
Jan
Feb
March April
May
June
July
Aug
Sept
Oct
Nov
Dec
2.8
2.8
2.8
2.7
3.0
3.2
3.3
3.4
3.3
3.3
3.0
3.0
Table 1 - Unemployment Rate in 2023, BLS – Chandler, AZ
In 2023, Chandler maintained a stable unemployment rate with only slight fluctuations, averaging 3.1%
for the year, which is below the national rate of 3.8%. This consistent, low unemployment suggests a
resilient job market where residents can readily find employment within the city or nearby, supporting a
strong local economy and high workforce participation.
Chandler’s overall low unemployment rate is a positive indicator of economic health, demonstrating that
local job opportunities align well with the skills of the workforce. However, several employment sectors
in the city have a surplus of skilled workers relative to the number of available positions. Expanding job
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opportunities in these sectors, along with targeted training and education programs, could help balance
the local workforce, reduce commuting needs, and further strengthen Chandler’s economic growth.
Unemployment Rate
The following map reveals a generally low unemployment presence across Chandler, with most areas
maintaining rates below 5%. While this reflects a strong employment landscape for the majority of the
city, there are a few notable areas with unemployment rates exceeding 10%, dispersed throughout
Chandler. This distribution suggests localized economic challenges, highlighting disparities that may
correlate with social or demographic factors. Addressing these variations could be instrumental in
fostering balanced economic opportunities citywide, ultimately strengthening employment rates and
reducing disparities across neighborhoods.
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Percent of People Unemployed
Occupations by Sector
Occupations by Sector
Number of People
Management, business and financial
75,275
Farming, fisheries and forestry occupations
63
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Occupations by Sector
Number of People
Service
19,414
Sales and office
34,179
Construction, extraction, maintenance and repair
8,759
Production, transportation and material moving
12,586
Table 47 – Occupations by Sector
Data Source:
2018-2022 ACS
Occupations by Sector
The "Occupations by Sector" data highlights Chandler's strength in high-skilled employment, with over
75,000 residents working in Management, Business, and Financial occupations. This sector leads by a
significant margin, underscoring Chandler's status as a professional and business-oriented community.
While Sales and Office (34,179) and Service (19,414) occupations also provide substantial employment,
sectors like Construction, Extraction, Maintenance, and Repair (8,759) and Production, Transportation,
and Material Moving (12,586) are less represented, indicating a potential lack of mixed workforce. The
minimal presence in Farming, Fisheries, and Forestry (63) aligns with Chandler’s urban profile but limits
opportunities in agriculture-related fields.
Overall, Chandler’s employment base appears strong in professional sectors, though a more balanced
distribution might be achieved by expanding roles in technical and trades industries, which could enhance
mixed jobs for residents.
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Travel Time
Travel Time
Number
Percentage
< 30 Minutes
97,490
65.8%
30-59 Minutes
43,707
29.5%
60 or More Minutes
6,964
4.7%
Total
148,161
100%
Table 48 - Travel Time
Data Source:
2018-2022 ACS
Commute Travel Time
In Chandler, commuting times for most residents remain relatively short, supporting a positive work-life
balance for the city's workforce. Almost two-thirds of commuters (65.8%), or 97,490 individuals, travel
less than 30 minutes each way, while another 29.5%, or 43,707 people, have moderate commutes of 30
to 59 minutes. Only 4.7%, equating to 6,964 residents, endure longer travel times of an hour or more. This
pattern indicates that the majority of Chandler’s workforce benefits from convenient commutes, which
likely enhances job satisfaction and quality of life.
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Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment
In Labor Force
Civilian Employed
Unemployed
Not in Labor
Force
Less than high school graduate
5,145
712
2451
High school graduate (includes
equivalency)
21,350
685
4428
Some college or associate’s degree
35,368
901
6825
Bachelor's degree or higher
63,859
1348
9,732
Table 49 - Educational Attainment by Employment Status
Data Source:
2018-2022 ACS
The table above details educational attainment by employment status for persons 16 years of age and
older within the city. Unemployment is lower and labor force participation is generally higher for residents
who have achieved a higher level of educational attainment.
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Educational Attainment by Age
Age
18–24 yrs
25–34 yrs
35–44 yrs
45–65 yrs
65+ yrs
Less than 9th grade
409
435
1,073
2,056
1,575
9th to 12th grade, no diploma
2,269
1,086
1,189
1,996
1,570
High school graduate, GED, or
alternative
7,919
7,283
5,371
12,303
7,820
Some college, no degree
6,805
9,414
8,146
14,152
7,833
Associate's degree
1439
3,979
3,705
7,206
3,247
Bachelor's degree
3,414
14,140
13,073
20,153
7,173
Graduate or professional degree
202
5,265
8,397
13,616
5,130
Table 50 - Educational Attainment by Age
Data Source:
2018-2022 ACS
Educational Attainment by Age
The table above details educational attainment by age for persons 18 years of age and older within the
city. As expected, older residents tend to have a higher level of education than younger residents.
However, there is still a significant number of people who are older and lack even a high school diploma.
There are nearly 11,000 people over the age of 25 who don’t have a high school diploma or equivalent.
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Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment
Median Earnings in the Past 12 Months
Less than high school graduate
$33,610
High school graduate (includes equivalency)
$39,662
Some college or associate’s degree
$50,112
Bachelor's degree
$72,783
Graduate or professional degree
$98,285
Table 51 – Median Earnings in the Past 12 Months
Data Source:
2018-2022 ACS
Median Earnings by Educational Attainment
Educational attainment plays a crucial role in shaping potential earnings and financial stability in Chandler.
Individuals with higher education levels earn significantly more, with a person holding a bachelor’s degree
typically making nearly double the income of someone with a high school diploma. Those with a graduate
or professional degree can expect earnings roughly two and a half times greater than high school
graduates. Over a career, this disparity becomes even more pronounced: someone with a bachelor’s
degree working from age 23 to 62 can anticipate lifetime earnings of around $2.9 million, nearly double
the $1.5 million for a high school graduate working from age 18 to 62. This difference in lifetime earnings
not only impacts individual wealth accumulation but also enhances access to homeownership,
investments, and retirement savings, all of which contribute to long-term financial security.
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
In Chandler, the Manufacturing sector is a key driver of the local economy, representing approximately
18% of the city’s total job pool. Despite its significance and the high number of job opportunities, this
sector faces a substantial labor gap, with around 29% of its 25,501 positions unfilled. This shortage is likely
influenced by new positions becoming available from Intel’s recent expansion in Chandler, which is
expected to bring a total of 30,000 jobs to the area over the coming years.
In contrast, the Education and Health Care Services sector employs the highest number of residents, with
nearly 24,000 individuals working in this field. However, an excess of skilled workers in this sector often
find themselves seeking employment in other industries or commuting outside Chandler due to limited
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job availability locally. Together, these roles support both Chandler’s economy and its workforce, but
addressing sector-specific imbalances could enhance job alignment and reduce the need for commuting.
Describe the workforce and infrastructure needs of the business community:
Chandler has established itself as a hub for innovation and business growth, attracting a diverse range of
industries. To sustain and enhance this trajectory, the business community identifies key workforce and
infrastructure needs:
Workforce Needs:
•
Skilled Labor Availability: Chandler's businesses require a steady influx of skilled professionals,
particularly in sectors like technology, manufacturing, and healthcare. The city benefits from a
large, educated workforce, with over 1 million workers within a 30-minute commute and 49% of
adult residents holding a bachelor's degree. Additionally, the presence of more than 40 regional
universities and institutions of higher learning, including Arizona State University and the
University of Arizona, contributes to a continuous influx of qualified graduates.
•
Workforce Development Programs: To address evolving industry demands, businesses
emphasize the importance of targeted training and development initiatives. The Chandler
Chamber of Commerce supports this through partnerships between businesses and educational
institutions, aiming to create a stronger, highly skilled workforce.
Infrastructure Needs:
•
Transportation and Accessibility: Efficient transportation networks are vital for business
operations. Chandler offers access to major freeways, including I-10, Loop 101, Loop 202, and U.S.
60, facilitating regional, national, and global connectivity. The city's proximity to Phoenix Sky
Harbor International Airport and Phoenix-Mesa Gateway Airport further enhances its
accessibility.
•
Utility Infrastructure: Reliable utilities are essential for business continuity. Chandler provides
high-capacity utilities through providers like Salt River Project (SRP), Arizona Public Service (APS),
and Southwest Gas. The city also maintains a redundant water system to ensure consistent
delivery under any conditions, supporting both residential and business needs.
•
Technological Infrastructure: In today's digital economy, robust telecommunications
infrastructure is crucial. Chandler boasts an extensive, high-speed, and wireless
telecommunications network, supporting the needs of its high-tech industries and businesses.
By addressing these workforce and infrastructure needs, Chandler aims to foster a conducive environment
for business growth and innovation, ensuring the city's economic vitality and competitiveness in the years
to come.
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Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect job
and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
Chandler is experiencing significant developments poised to impact its economic landscape, job market,
and business growth opportunities.
Major Investments and Initiatives:
•
Intel's Expansion: In March 2024, President Joe Biden announced a substantial investment
agreement with Intel, providing up to $8.5 billion in direct funding and $11 billion in loans to
enhance computer chip production facilities across the United States, including Chandler. This
initiative aims to boost the U.S. share of advanced chip production from 0% to 20%, with Intel
planning to invest in facilities in Arizona, Ohio, Oregon, and New Mexico. Intel has already broken
ground in Chander and the agreement is expected to create approximately 30,000 jobs and enable
Intel to make $100 billion in investments over the next five years, significantly contributing to
Chandler's economic growth.
•
The District Downtown Project: In September 2024, Chandler's Planning and Zoning Commission
approved The District Downtown project, a key development aimed at enhancing the city's
downtown area. This project is expected to attract new businesses, increase foot traffic, and
stimulate economic activity in the heart of Chandler.
Implications for Workforce Development, Business Support, and Infrastructure:
•
Workforce Development Needs: The influx of jobs, particularly in advanced manufacturing and
technology sectors, necessitates targeted workforce development programs. Chandler has
proactively addressed this by launching the Chandler Career Center platform in partnership with
Pipeline AZ, a workforce development initiative designed to enhance the local job market and
talent pipeline. This platform aims to streamline the connection between Chandler’s skilled
workforce and employment opportunities within its thriving business community.
•
Business Support Requirements: The expansion of industries and the downtown revitalization
project will require support for small and medium-sized enterprises (SMEs) to integrate into the
evolving economic environment. The Chandler Chamber of Commerce plays a pivotal role in this
aspect, offering resources and programs to assist businesses in adapting to new opportunities and
challenges.
•
Infrastructure Demands: The anticipated growth will place increased demands on Chandler's
infrastructure, including transportation, utilities, and public services. The city has been proactive
in addressing these needs through various projects. For instance, the reconstruction of Fire
Station No. 282, funded by the November 2021 bond election, aims to enhance public safety
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infrastructure. Additionally, the Chandler Infill Incentive Plan was amended in late 2023 to
promote and facilitate desirable redevelopment projects, particularly north of Loop 202,
supporting the vitality of commercial centers and neighborhoods.
In summary, Chandler's strategic investments and initiatives are set to bolster economic growth,
necessitating comprehensive workforce development, robust business support systems, and enhanced
infrastructure to accommodate and sustain this expansion.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The skills and education of Chandler's workforce largely align with the city’s available employment
opportunities, but there are a few imbalances across sectors. Chandler’s workforce is well-educated, with
a substantial proportion holding bachelor’s degrees or higher. This high educational attainment supports
Chandler's thriving sectors, particularly in Management, Business, and Financial occupations (with over
75,000 roles) and Professional, Scientific, and Management Services (employing over 19,000). These fields
are essential to Chandler’s business and financial landscape, matching the strong presence of skilled
workers in the city.
Manufacturing is another key sector, accounting for 18% of Chandler’s job pool, driven in part by Intel’s
expansion, which will add thousands of jobs over the coming years. However, around 29% of current
manufacturing positions remain unfilled, suggesting a gap in specific technical or production skills within
the local workforce. Expanding targeted training and certification programs could help bridge this skills
gap, attracting more workers to these high-demand roles.
Conversely, Education and Health Care Services employ the most residents (nearly 24,000), yet many
skilled workers in these fields may need to seek employment outside Chandler due to limited local
availability. This sector shows a potential surplus of qualified workers compared to the positions offered
locally.
Overall, Chandler’s highly educated workforce aligns well with its major business and management
opportunities, while gaps in the manufacturing sector may require targeted workforce development.
Addressing these sector-specific needs could enhance job alignment within the city, reducing out-
commuting and supporting further local economic growth.
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Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
Chandler has implemented several workforce training initiatives through collaborations among the city
government, educational institutions, and community organizations. These programs aim to align the
skills of the local workforce with the evolving demands of the economy, thereby supporting the city's
growth and enhancing the well-being of its residents.
Chandler Career Center
In collaboration with Pipeline AZ, Chandler launched the Chandler Career Center, a virtual platform
connecting job seekers with local employers, initially focusing on manufacturing and healthcare. The
platform offers job listings and career resources, helping to address the need for skilled workers in key
sectors and fostering local economic growth.
Transferable Skills Workshop Series
Chandler and Arizona State University partnered to offer the Transferable Skills Workshop Series, a free
program that builds adaptability through skills in cultural proficiency, digital literacy, and AI. These
workshops equip residents for cross-industry success, supporting career mobility and economic
diversification.
Chandler-Gilbert Community College Workforce Programs
Chandler-Gilbert Community College offers Career and Technical Education (CTE) programs in fields like
healthcare and aviation, blending academics with hands-on training. These programs help create a skilled
workforce that meets Chandler’s industry demands and strengthens the local economy.
Chandler Chamber of Commerce Workforce Initiatives
The Chandler Chamber’s Workforce Readiness Hub and Internship Program provide career exploration
resources and hands-on experience, building a talent pipeline that supports community growth and
industry needs.
Maricopa Community Colleges Industry Training
The Maricopa Community Colleges, serving Chandler, offer specialized training through LabForce
(biosciences) and Phoenix Forge (makerspace for innovation). These programs develop specific industry
skills and encourage entrepreneurial growth, aligning with Chandler’s workforce and economic goals.
ASU Chandler Innovation Center
The ASU Chandler Innovation Center (ACIC) is a collaborative project between the City of Chandler and
Arizona State University. The center has a 17,000 square foot fabrication shop that is accessible to ASU
students, staff, and faculty at no cost. It also includes classrooms and event spaces that can be used for
educational programs run by ASU or partnering nonprofit organizations in conjunction with the City of
Chandler. In addition, there is a co-working space available, and local entrepreneurs can take advantage
of resources to advance their ventures through the Chandler Endeavor Venture Innovation Incubator. This
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incubator is a partnership with the J. Orin Edson Entrepreneurship + Innovation Institute and the City of
Chandler.
Together, these initiatives support Chandler’s workforce and economic development by aligning skills
training with industry needs, creating career pathways, and enhancing residents’ job prospects. This
approach bolsters the city’s growth, improves citizens’ quality of life, and strengthens Chandler’s
competitive standing.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Chandler does not have a standalone Comprehensive Economic Development Strategy (CEDS). However,
the city actively engages in regional economic planning through its involvement with the East Valley
Partnership, a coalition of civic, business, educational, and political leaders from the East Valley region.
This collaboration focuses on promoting economic development and addressing shared challenges across
multiple communities, including Chandler.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact
economic growth.
Chandler actively engages in local and regional initiatives to foster economic growth, aligning its efforts
with broader regional strategies and its own economic objectives.
Local Initiatives:
•
2023–2025 Strategic Framework: Chandler's Strategic Framework outlines the city's vision and
priorities, emphasizing innovation, economic vitality, and quality of life. It serves as a blueprint
for local economic development, focusing on adaptive reuse, infill, mixed-use, and redevelopment
tools to support the vitality of commercial centers and neighborhoods.
•
Chandler Infill Incentive Plan: Amended in late 2023, this plan provides tools to promote and
facilitate desirable redevelopment projects, particularly north of Loop 202. It supports the city's
strategic goal of targeted use of adaptive reuse and redevelopment tools, enhancing the
economic vitality of commercial centers and neighborhoods.
Regional Initiatives:
•
East Valley Partnership: Chandler collaborates with the East Valley Partnership, a coalition of
civic, business, educational, and political leaders from the East Valley region. This partnership
focuses on promoting economic development and addressing shared challenges across multiple
communities, including Chandler.
•
Maricopa Association of Governments (MAG) Economic Development Committee: Chandler
participates in MAG's Economic Development Committee, which works on regional economic
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development strategies, including the Comprehensive Economic Development Strategy (CEDS).
This involvement ensures that Chandler's economic initiatives are aligned with regional goals and
benefit from collaborative efforts.
Chandler's local initiatives, such as the Strategic Framework and Infill Incentive Plan, align with the
regional CEDS by focusing on innovation, economic vitality, and quality of life. The city's participation in
regional partnerships like the East Valley Partnership and MAG's Economic Development Committee
ensures that its economic development efforts are coordinated with broader regional strategies,
promoting sustained growth and prosperity for its residents and businesses.
Discussion
Chandler has cultivated a thriving economic landscape supported by a skilled and well-educated
workforce, diverse business sectors, and strategic development initiatives. The city’s major employment
sectors, such as Manufacturing, Professional Services, and Education and Health Care, reflect Chandler’s
strengths in both high-skilled and service-oriented fields. However, imbalances in workforce
distribution—such as the manufacturing labor gap and excess skilled workers in education and
healthcare—highlight opportunities for targeted workforce development and job creation.
Chandler’s economic planning, embodied in its 2023–2025 Strategic Framework and collaborations with
regional partners like the East Valley Partnership and Maricopa Association of Governments, reinforces
its commitment to sustainable growth, economic vitality, and quality of life. Workforce initiatives,
including the Chandler Career Center and technical education programs at Chandler-Gilbert Community
College, help equip residents with in-demand skills, aligning workforce capabilities with industry needs.
Looking ahead, Chandler’s ongoing focus on innovation, infrastructure, and workforce readiness positions
the city to adapt to economic changes and continue attracting high-value industries. By addressing sector-
specific needs and leveraging regional partnerships, Chandler can foster balanced economic
opportunities, support community prosperity, and ensure long-term competitiveness in an evolving
market.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include
a definition of "concentration")
HUD identifies four specific data points that constitute “housing problems”: cost burden, overcrowding,
lack of complete plumbing facilities and lack of complete kitchen facilities. In Chandler, housing problems
are rare except for being cost burdened. According to the 2018-2022 ACS 5-Year Estimates, the citywide
rate of each is:
● Owner Cost Burden: 17.2%
● Renter Cost Burden: 44.2%
● Overcrowding: 2.9%
● Lack of Complete Plumbing Facilities: 0.1%
● Lack of Complete Kitchen Facilities: 0.4%
In order for an area to be concentrated it must include two or more housing problems that are
substantially higher than the citywide average. For this analysis, HUD’s definition of “disproportionate”
will be used to identify areas substantially higher: 10 percentage points higher than the jurisdiction as a
whole. In Chandler that translates to cost burden greater than 27.2% for owners and 54.2% for renters;
overcrowding greater than 12.9%; lack of plumbing facilities greater than 10.1%; and lack of kitchen
facilities greater than 10.4%.
In Chandler there are 2 tracts that both Renters and Homeowners have concentrations of being Cost
Burdened:
•
Census Tract #4222.18: Renters Cost Burdened 74.79%; Homeowners Cost Burdened 29.70%
•
Census Tract #5229.03: Renters Cost Burdened 55.41%; Homeowners Cost Burdened 44.77%
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families
are concentrated? (include a definition of "concentration")
For the purposes of this analysis a “racial or ethnic concentration” will be any census tract where a racial
or ethnic minority group makes up 10 percent or more of the population than the city as a whole.
According to the 2018-2022 American Community Survey 5-Year estimates the racial and ethnic
breakdown of Chandler’s population is:
● White, non-Hispanic: 55.2%
● Black, non-Hispanic: 5.6%
● American Indian and Alaska Native, non-Hispanic: 1.5%
● Asian, non-Hispanic: 11.7%
● Native Hawaiian and Other Pacific Islander, non-Hispanic: 0.1%
● Other Race, non-Hispanic: 0.4%
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● Two or More Races, non-Hispanic: 4.2%
● Hispanic or Latino: 21.2%
Within Chandler, there are concentrations of several of the abovementioned population groups to
include, White households, American Indian and Alaska Native households, Asian households, and
Hispanic households. Other racial or ethnic groups, however, do not show concentrations that meet the
established criteria for this analysis.
Please see corresponding maps below, which illustrate areas with concentrated minority populations by
race and ethnicity, highlighting demographic patterns across the city. Maps are not provided for
populations without concentration.
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Concentration American Indian / Alaska Native (Non-Hispanic) Households
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Concentration Asian (Non-Hispanic) Households
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Concentrated Hispanic / Latino Households
What are the characteristics of the market in these areas/neighborhoods?
In Chandler, unemployment rates are low, and income levels, while varied, do not indicate significant
areas of concentrated poverty. Economic conditions appear relatively stable across the city, with no clear
links between racial demographics and economic trends. This suggests that economic opportunities and
outcomes are distributed fairly evenly, without notable disparities tied to racial concentrations.
Are there any community assets in these areas/neighborhoods?
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Chandler is home to a wide range of community assets that contribute to its appeal and accessibility. The
city features a centrally located Municipal Airport, a variety of retail options, and numerous educational
institutions that support both workforce development and resident needs. Its close proximity to major
freeways enhances connectivity, making it easy for residents and businesses to access services and
opportunities within Chandler and in nearby communities rich with additional assets and resources.
Are there other strategic opportunities in any of these areas?
Chandler has several strategic opportunities to enhance its economy, livability, and sustainability. Key
areas of focus include:
Advanced Manufacturing Expansion - Chandler's robust manufacturing sector, particularly in
semiconductors, presents significant growth potential. Intel's recent expansion in the city is expected to
create approximately 30,000 jobs, bolstering the local economy and reinforcing Chandler's position as a
technology hub.
Downtown Revitalization - The District Downtown project aims to rejuvenate Chandler's downtown area,
attracting new businesses and increasing foot traffic. This initiative is set to stimulate economic activity
and enhance the city's cultural and social appeal.
Higher Education Partnerships - Collaborations with institutions like Chandler-Gilbert Community College
and Arizona State University focus on workforce development and innovation. These partnerships aim to
align educational programs with industry needs, ensuring a skilled workforce that supports economic
growth.
Sustainability Initiatives - Chandler's commitment to sustainability is evident in its strategic framework,
which emphasizes water conservation, renewable energy adoption, and sustainable urban development.
These efforts aim to enhance environmental resilience and improve residents' quality of life.
Transportation Infrastructure - The city's proximity to major freeways and airports facilitates regional
connectivity, benefiting businesses and residents. Ongoing investments in transportation infrastructure
aim to improve mobility and support economic activities.
Quality of Life Enhancements - Chandler's focus on public safety, parks, and recreational facilities
contributes to its high livability standards. Initiatives to expand green spaces and community amenities
are designed to attract residents and businesses seeking a vibrant environment.
By capitalizing on these focal points, Chandler can continue to advance its economic development,
enhance livability, and promote sustainability, ensuring long-term prosperity for its community.
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households – 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-
income households and neighborhoods.
Internet access is a critical component of modern communication and information-sharing, enabling users
to benefit from the growing interconnectedness of business, education, commerce, and everyday
activities. Reliable internet connectivity has become essential for success in today’s economic landscape.
Communities without broadband access face significant challenges in keeping pace with the rest of the
country. The lack of broadband infrastructure limits residents' ability to access educational and
entrepreneurial opportunities, which is especially concerning in low- to moderate-income (LMI) areas
where economic opportunities are often limited.
Research from the Pew Research Center underscores the vital role that high-speed internet plays in
enhancing educational and employment opportunities, particularly in underserved communities. The
center's studies have shown that individuals with reliable broadband access are more likely to engage in
online learning, apply for jobs, and participate in economic activities that can improve their quality of life.
Similarly, reports from the Federal Communications Commission (FCC) highlight the direct correlation
between broadband availability and economic development. The FCC's findings indicate that regions with
robust internet infrastructure experience higher rates of job creation, educational attainment, and overall
community growth.
Chandler, Arizona, enjoys comprehensive broadband coverage, with the vast majority of the city offering
multiple internet service provider options, including in LMI areas. The average Chandler household has
access to four (4) broadband-quality internet service options. According to BroadbandNow.com, Chandler
benefits from a variety of infrastructure options, including cable, fiber, fixed wireless, 5G home internet,
and DSL. Ninety-five percent (95%) of Chandler households have an internet connection despite having
99.94% availability according to ISP Reports. Of those households, 86% have fiber, cable, or DSL, 7% have
satellite, 0% are still on dial-up, and 1% of households have internet but don’t pay for a subscription
because it’s subsidized by the Affordable Connectivity Program. The following map illustrates broadband
availability throughout Chandler, defined as advertised internet speeds of 768 kilobits per second or
higher.
See Broadband Access Map below.
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Broadband Access
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Describe the need for increased competition by having more than one broadband internet service
provider serve the jurisdiction.
To ensure high-quality broadband service, it is crucial to foster competition among service providers. A
lack of competition, where a single provider dominates an area, can diminish the incentive to deliver
reliable and consistent services. According to BroadbandNow.com, Chandler is served by thirteen (13)
internet providers offering residential service. Among these, Cox and CenturyLink Fiber stand out as the
leading providers in terms of coverage and speed. Internet providers throughout the city include:
•
Quantum Fiber (Fiber)
•
CenturyLink (DSL and Fiber)
•
Cox (Cable and Fiber)
•
WeLink Communications (Fixed Wireless)
•
Orbitel Communications (Cable)
•
Phoenix Internet (Fixed Wireless)
•
AirFiber WISP (Fixed Wireless)
•
Triad Wireless (Fixed Wireless)
•
Verizon (5G Internet)
•
Always ON (Fixed Wireless)
•
Starlink (Satellite)
•
Viasat Internet (Satellite)
•
HughesNet (Satellite)
The following map shows the number of broadband service providers by census tract. Most of the city has
at least four (4) options of high-speed internet with competitive providers. This variety ensures that
residents have multiple choices for reliable and affordable internet access throughout the city.
See Highspeed Internet Providers Map below.
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Highspeed Internet Providers
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
As climate change accelerates, cities like Chandler, Arizona, located within Maricopa County, are facing
an increasing array of natural hazards, including extreme heat, flooding, strong winds, dust storms, and
wildfires. According to Maricopa County’s Multi-Jurisdictional Hazard Mitigation Plan (MJHMP), climate
change is heightening risks throughout the region, manifesting as rising temperatures, prolonged
droughts, and more frequent wildfires. These changes lead to reduced water supply reliability, negatively
impacting agriculture and the livelihoods of rural communities. Additionally, urban areas like Chandler
may experience heightened health risks due to extreme heat, as well as disruptions in electricity and water
services.
The City of Chandler addresses natural hazards associated with climate change through several proactive
strategies. Their efforts include cooling and respite centers equipped with hydration, snacks, and shower
and laundry services to enhance community resilience against extreme heat. Additionally, Chandler's
water conservation program offers rebates and incentive programs to both residential and larger users,
such as homeowners associations (HOAs), multi-family complexes, and commercial customers. These
programs include rebates for water-efficient landscape designs, low-water-use appliances, and other
water-saving upgrades to reduce water usage and manage resources effectively during droughts. These
programs help residents adapt to climate change by mitigating water scarcity and reducing heat-related
risks, especially important in arid regions like Arizona.
While Chandler is not located on the coast and is less likely to experience direct coastal effects, rising sea
levels and increased storm activity may contribute to population displacement from coastal areas. This
influx of new residents could drive up housing costs, reduce job availability, and strain local resources.
According to the MJHMP, Chandler experienced a population increase of approximately 14.9% from 2010
to 2020. The projected growth from 2020 to 2030 suggests a further increase of about 10.1%. Although
it's unclear if this growth is directly linked to climate change, the escalating threats posed by climate-
related hazards to vulnerable coastal areas could result in more climate migrants seeking refuge in stable
inland cities like Chandler, thereby affecting local infrastructure and housing.
The Intergovernmental Panel on Climate Change (IPCC) projects that by mid-century, the average summer
temperature in the region could rise by four degrees. This increase may alter weather and precipitation
patterns, elevate the risk of severe storms and catastrophic flooding, and increase electricity costs while
damaging crops. Urban areas may face mounting health risks due to extreme heat and potential
disruptions in essential services, placing additional demands on the state's energy resources.
The National Climate Assessment emphasizes the need for proactive mitigation planning to address these
evolving hazards, as traditional assumptions about hazard probabilities may no longer apply in the face of
climate change. To effectively navigate these geographic challenges, Chandler must continue to
anticipate, plan, and adapt to the risks associated with climate change and the potential demographic
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shifts affecting its communities. Proactive measures are essential to mitigate these risks and enhance
community resilience in the face of evolving climate dynamics.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
Low- and moderate-income households, whether renting or owning, face heightened vulnerability to the
impacts of climate change and natural disasters due to their limited financial resources. Sudden increases
in electricity or housing costs can quickly push these residents into precarious living situations, increasing
their risk of homelessness or forcing them to live in substandard conditions. The 2024 America’s Rental
Housing Study from the Joint Center for Housing Studies at Harvard University underscores this growing
threat, revealing that escalating insurance premiums and the withdrawal of coverage by providers in high-
risk markets complicate efforts to secure adequate protection against weather- and climate-related
losses. Additionally, the study highlights the obstacles property owners encounter when trying to invest
in climate resilience measures, given the stagnation in operating income growth.
The 2021 EPA study on Climate Change and Social Vulnerability in the United States further illustrates
these challenges, showing that low-income individuals are more likely to live in areas facing significant
increases in mortality rates due to extreme temperature changes, as well as experiencing the highest rates
of labor hour losses among weather-exposed workers. Rural communities are particularly disadvantaged,
often lacking access to public support during emergencies and having fewer resources to repair or fortify
their homes against climate-related damage. Addressing these vulnerabilities is essential for building
resilience among low- and moderate-income households, who are increasingly at risk from climate
change, threatening their safety, stability, and overall well-being.
FEMA’s National Risk Index identifies Maricopa County as having a relatively low level of community
resilience, indicating that its residents are less equipped to prepare for, adapt to, and recover from natural
hazards. This assessment encompasses six broad categories: social, economic, community capital,
institutional, infrastructural, and environmental factors at the county level. The map below illustrates
FEMA’s qualitative risk to natural hazards at the census tract level in Chandler, AZ, providing an intuitive
way to gauge community risk based on Expected Annual Loss (EAL), Social Vulnerability, and Community
Resilience scores.
While the vast majority of the city is categorized as having a “very low" risk, pockets of Chandler are
classified as having a "relatively low" risk. This indicates that these areas may need more targeted
attention and resources to address specific hazards, making them slightly more vulnerable than the rest
of the city. These two indexes measure risk from different perspectives—FEMA’s risk index evaluates a
community's ability to respond to hazards (resilience), while the city’s qualitative assessment
concentrates on the likelihood and severity of those hazards. This dual approach ensures that resources
are allocated where they are most needed, promoting both preparedness and targeted intervention.
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Chandler is committed to educating and preparing the public for multi-hazard mitigation through various
channels. These include the Chandler Emergency Preparedness website and social media accounts,
Maricopa County Emergency Management website, social media pages, the Wireless Emergency Alerts
(WEA) system, Community Emergency Notification System (CENS) and the Emergency Broadcast System
(EAS) for TV and radio notifications. The Chandler Fire Department offers a self-preparedness program
based on FEMA’s Community Emergency Response Team (CERT) basic course curriculum. Additionally,
the Arizona State VOAD website and social media, in collaboration with the Maricopa County COAD
website, provide valuable emergency resources to enhance community disaster resilience. To effectively
address escalating climate impacts, continuous investment is essential for maintaining and expanding
these programs.
See map: Risk to All Natural Hazards
Risk to All Natural Hazards
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan outlines the City of Chandler’s housing and community development strategy for the
2025-2029 Consolidated Plan. The plan describes how CDBG funds will be used to achieve HUD’s goals of
providing a suitable living environment and safe, decent, and affordable housing for low- to moderate-
income (LMI) households and special need groups in the city. The city identified priority needs through
data analysis and citizen participation involving local nonprofit stakeholder organizations.
The city does not target CDBG funds by geography, but certain activities focus on low/mod areas (LMA) in
its five-year plan. HUD defines LMAs as block group tracts where at least 51% of residents are low- to
moderate-income. However, per section 105(c)(2)(A)(ii) of the Housing and Community Development Act
of 1974, as amended, an activity benefits low/mod persons if it serves an area in the highest quartile of
low/mod concentration. Chandler is an exception grantee, and tracts with 38.8% or more LMI are
considered low/mod, which is the “top quartile” percentage of the population based on 2016-2020
American Community Survey data for Fiscal Year 2024. These tracts are eligible for activities such as code
enforcement and public improvements. The city also provides assistance to low- and moderate-income
clientele (individuals) and households (LMC/LMH) who earn 80% of the Area Median Income (AMI) or less.
This assistance is provided citywide and is based on eligibility. These benefits are associated with direct
services to individuals and families that are not targeted to areas; however, must meet income
qualifications in order to be eligible.
The following are the five (5) priority needs and associated goals identified in the Strategic Plan. More
details of the priority needs are given in the SP-25 and the goals are detailed in the SP-45.
Priority Need: Preserve & Develop Affordable Housing
1A Housing Rehabilitation
1B Relocation
Priority Need: Neighborhood Revitalization
2A Code Enforcement
Priority Need: Public Services
3A Public Services for LMI & Special Need
Priority Need: Public Facilities & Infrastructure
4A Improve Public Facilities & Infrastructure
Priority Need: Effective Program Administration
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5A Effective Program Administration
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SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
Table 4 - Geographic Priority Areas
1 Area Name:
Citywide Low/Mod Eligible
Area Type:
Local Target area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type:
Comprehensive
Other Revital Description:
Identify the neighborhood
boundaries for this target
area.
The Citywide Low/Mod Areas in Chandler are block group tracts
where at least 51 percent of the residents are low- and moderate-
income persons. According to section 105(c)(2)(A)(ii) of the
Housing and Community Development Act of 1974, an activity is
considered to primarily benefit low- and moderate-income
persons when it serves an area within the highest quartile of all
areas within the City or county in terms of the concentration of
low- and moderate-income persons. Chandler is an exception
grantee, and tracts with 38.8% or more LMI are considered
low/mod, which is the “top quartile” percentage of the
population based on 2016-2020 American Community Survey
data for Fiscal Year 2024. The city also provides assistance to low-
and moderate-income clientele (individuals) and households
(LMC/LMH) who earn 80% of the Area Median Income (AMI) or
less. This assistance is provided citywide and is based on
eligibility. These benefits are associated with direct services to
individuals and families that are not targeted to areas; however,
must meet income qualifications in order to be eligible.
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Include specific housing and
commercial characteristics of
this target area.
The population of Chandler has been growing rapidly in the past
decade (22%), and to meet this need the number of housing units
have also increased. While a large portion of housing is new,
there are still a number of older units in need of repair or
improvement. An estimated 10% of all owner-occupied units and
11% of renter-occupied were built before 1980 (Source: 2018-
2022 ACS). Naturally, older housing units may have higher
maintenance needs, and a greater risk of lead-based paint
hazards.
How did your consultation
and citizen participation
process help you to identify
this neighborhood as a target
area?
As part of the plan development process, the City of Chandler
held two public hearings and provided a public comment period
to give citizens the chance to review and comment on the plan.
Additionally, the city consulted with local community
stakeholders to identify housing and community development
needs. These needs were determined through meetings with
nonprofits, local government offices, and citizens throughout the
city. Finally, a community survey was also made available online
for public input.
The city published a Community Needs Assessment in 2024
identifying housing related issues and homelessness on the top
of the list of needs.
Identify the needs in this
target area.
Affordable housing development and preservation are some of
the highest needs in Chandler. As reported in the NA-10, cost
burden is the biggest housing issues in the city, and in particular
for LMI households. The 2024 Community Needs Assessment
identified that seniors and people experiencing crises are
especially high priorities.
To address housing instability due to the development of
affordable housing using federal funds, the city has identified
relocation assistance for residents who risk being displaced by
these activities.
Code enforcement activities are a priority need in the city. These
activities are necessary for neighborhood revitalization efforts in
low- to moderate-income areas.
There is a need for public services that address homelessness in
the city. Vulnerable groups are those already experiencing
homelessness, housing insecurity, or are in need of crisis
intervention.
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What are the opportunities
for improvement in this target
area?
There are several opportunities for improvement within the
defined local target area including:
-
Affordable housing activities such as owner-occupied
housing rehabilitation will increase and maintain the
affordable housing stock for LMI households in the city.
-
Code enforcement activities will improve and revitalize
neighborhoods
and
housing
conditions
through
continued inspections in eligible areas.
-
Homeless
services
offered
by
the
Community
Development and Resources Division will coordinate care
of those in need and facilitate access to permanent
housing.
-
Relocation services will support households with low-
and moderate-income and ensure they are not impacted
by the city’s housing developments.
Are there barriers to
improvement in this target
area?
Access to funding is a barrier to improvements in the City of
Chandler.
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction.
The City of Chandler does not necessarily target funds geographically; however, funds must serve low-
and moderate-income individuals and families or be directed towards neighborhoods with a prominent
low/moderate-income population.
Direct services such as public services and owner-occupied housing rehabilitation activities are based on
household income eligibility rather than area benefit. For example, when planned activities are intended
to serve individuals or households directly, beneficiaries must meet income qualifications, as well as
residency requirements (residing within the city), in order to receive assistance from the program. These
benefits are defined for individuals as low/mod clientele (LMC), or for households as low/mod households
(LMH). City staff and/or one of its subrecipient agencies will complete an application and determine the
eligibility of the applicant before the activity is initiated.
Code enforcement and public improvement activities will serve a community or neighborhood. These
activities are said to have an “area-wide” benefit. Per HUD requirements, these areas must be within an
eligible Low/Mod Block Group Tract, as defined by HUD-CDBG regulations, whereby the majority of the
residents are low- to moderate-income (or 51%). This objective is defined by HUD as a low/mod area
(LMA) benefit. However, as stated in section 105(c)(2)(A)(ii) of the Housing and Community Development
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Act of 1974, as amended, states that an activity shall be considered to principally benefit low- and
moderate-income persons when "the area served by such activity is within the highest quartile of all areas
within the jurisdiction of such city or county in terms of the degree of concentration of persons of low and
moderate income." Chandler is an exception grantee, and tracts with 38.8% or more LMI are considered
low/mod, which is the “top quartile” percentage of the population based on 2016-2020 American
Community Survey data for Fiscal Year 2024.
To determine LMI tracts the city utilizes HUD’s CDBG Low Mod Income Summary Data (LMISD) from the
HUD Exchange website, which has defined the eligible block group tracts within the jurisdiction. The tracts
can be found at: https://www.hudexchange.info/programs/acs-low-mod-summary-data/.
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SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 5 – Priority Needs Summary
1 Priority Need Name
Preserve & Develop Affordable Housing
Priority Level
High
Population
Extremely Low
Low
Moderate
Families with Children
Elderly
Geographic Areas
Affected
Citywide Low/Mod Eligible
Associated Goals
1A Housing Rehabilitation
1B Relocation
Description
The development and preservation of affordable housing is a priority
need for low- to-moderate income (LMI) households in Chandler. As
reported in the Needs Assessment, housing cost burden is by far the
largest housing problem in the city. There is a need for owner-occupied
housing rehabilitation and repairs to maintain the affordable housing
stock in the city. There is also a need to acquire and redevelop multi-
family units for LMI renters in the city. To address housing instability due
to the development of affordable housing using federal funds, the city
has identified relocation assistance for residents who risk being
displaced by these activities.
Basis for Relative
Priority
Through community participation and consultation of local stakeholder
the need to preserve & develop affordable housing was identified. The
basis is to create or maintain affordable housing for LMI residents in
Chandler. According to the 2018-2022 ACS data, 19.8% of homeowners
with a mortgage and 44.2% of renters are cost burdened (paying more
than 30% of income towards housing costs). The city published a
Community Needs Assessment in 2024 identifying housing related
issues and homelessness on the top of the list of needs.
2 Priority Need Name
Neighborhood Revitalization
Priority Level
High
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Population
Extremely Low
Low
Moderate
Geographic Areas
Affected
Citywide Low/Mod Eligible
Associated Goals
2A Code Enforcement
Description
There is a need for code enforcement activities that will revitalize
neighborhoods and improve housing conditions through continued
exterior inspections in eligible low/mod areas.
Basis for Relative
Priority
Through community participation and consultation of stakeholder
nonprofit organizations the need for code enforcement activities in
low/mod areas was identified. The basis for this need is to create a
suitable living environment for LMI residents.
3 Priority Need Name
Public Services
Priority Level
High
Population
Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide Low/Mod Eligible
Associated Goals
3A Public Services for LMI & Special Need
Description
There is a need for public services that addresses housing instability and
basic needs for those experiencing homelessness in Chandler.
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Basis for Relative
Priority
Through community participation and consultation of stakeholder
nonprofit organizations the need for public services for LMI and special
need groups were identified. The basis for this need is to provide access
to services and sustainability for LMI residents. The city published a
Community Needs Assessment in 2024 identifying housing related
issues and homelessness on the top of the list of needs.
4 Priority Need Name
Public Facilities & Infrastructure
Priority Level
High
Population
Extremely Low
Low
Moderate
Non-housing Community Development
Geographic Areas
Affected
Citywide Low/Mod Eligible
Associated Goals
4A Improve Public Facilities & Infrastructure
Description
There is a need to improve public facilities and infrastructure in
low/mod areas of Chandler. Public improvement activities include
sidewalk, water/sewer and street improvements. Public facility
improvements and improved access to neighborhood facilities.
Basis for Relative
Priority
Through community participation and consultation of local stakeholders
the need for public facilities & infrastructure Improvements was
identified. The basis is to improve accessibility for all residents and
create a suitable living environment.
5 Priority Need Name
Effective Program Administration
Priority Level
High
Population
Extremely Low
Low
Moderate
Geographic Areas
Affected
Citywide Low/Mod Eligible
Associated Goals
5A Effective Program Administration
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Description
Effective program management will include general administration and
planning of the CDBG grant program, monitoring subrecipients,
reporting and managing grant financials. Planning involves the
development of AAPs, submission of other cross-cutting reporting
requirements, and meeting citizen participation requirements.
Basis for Relative
Priority
There is a need to provide effective management of the CDBG grant
program that will ensure compliance and regulation of the grant.
Effective program administration ensures that the city meets the
established objectives in the plan.
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SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City of Chandler receives Community Development Block Grant funding from the United States Department of Housing and Urban
Development (HUD) as an ‘entitlement community’ and is the CDBG lead agency; funds are received based on an annual formula. These grant
funds support activities that preserve affordable housing, revitalize neighborhoods, provide vital relocation services due to displacement of
housing development activities and fund community development programs. PY 2025 is the first program year of the Five-Year 2025-2029
Consolidated Plan, and the city anticipates receiving $1,432,855 in PY 2025 for its CDBG program. Anticipated funding is based on last year’s
allocation until HUD releases the PY 2025 allocation. The city anticipates receiving similar allocation amounts in each year of the Consolidated Plan
period. The city will also reallocate $250,000 prior year funds from PY 2024 originally programed for relocation towards public facilities and
infrastructure project/s.
The city also receives HUD HOME funding as a member of the Maricopa County HOME Consortium (HOME Consortium). The HOME Consortium is
a legal entity created through an intergovernmental agreement between Maricopa County, the cities of Avondale, Chandler, Glendale, Peoria,
Scottsdale, Surprise, Tempe and the Town of Gilbert. Each HOME Consortium member receives a pro rata share of funds and uses them to meet
the needs of their community. The County’s Five-Year Consolidated Plan and Annual Action Plans also include the housing needs and activities of
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Chandler. These funds are not listed in the table below as the city is not a direct recipient of HOME funds from HUD.
Anticipated Resources
Program
Source of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG
public -
federal
Admin and Planning
Housing
Neighborhood
Revitalization
Public Improvements
Public Services
1,432,855
0
250,000 1,682,855
5,731,420
PY 2025 is the first program
year of the ConPlan. The
expected amount available
remainder of the ConPlan is 4x
years of the annual allocation.
Table 6 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The city’s CDBG funds do not require match. In addition to its annual CDBG entitlement allocation, the city may receive program income from the
operation of its owner-occupied housing rehabilitation program. These funds will be reinvested into the housing rehabilitation program. The city
may also have prior year resources that may become available upon fiscal year end. These funds will be re-allocated through the city's procurement
process.
Local resources leverage HUD funding to address the needs of Chandler residents. Local funds are allocated to non-profit organizations serving
low-income or otherwise vulnerable populations annually. Applications are reviewed with the participation of the Housing and Human Services
Commission and funding recommendations are made to the Chandler City Council.
The Neighborhood Resources Department uses local funds to support staff and resources, including services for individuals experiencing
homelessness. Federal funds, such as those administered by the State of Arizona through programs like the Low-Income Housing Tax Credit
Program, National Housing Trust Fund, Public Housing, and Section 8 (Housing Choice Voucher) programs, are crucial resources that help maximize
the impact of CDBG and HOME funds. The City of Chandler also seeks other state and foundation funding to further leverage these local and
federal funds.
The city is a member of the Maricopa County HOME Consortium and receives HOME Investment Partnerships funds through the HOME
Consortium. HOME funds have a 25% matching requirement, and each HOME dollar spent is matched with 25% of general funds for projects within
the program year. HOME match is tracked on a Match log. HOME funds are not entered in the table above as a resource as the HOME Consortium
is the direct recipient of those funds and are ultimately responsible for the planning and reporting of HOME funds for the Consortium.
If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified
in the plan
The City of Chandler owns five public housing sites, 103 scattered-site houses, and several vacant parcels of land. In June 2024, Chandler held a
groundbreaking on a multifamily affordable housing project, Villas on McQueen. The project is the first public housing project to be converted
through HUD’s Rental Assistance Demonstration (RAD) program, providing 157 units, designed to accommodate a resident population with low-
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income that includes seniors, veterans, individuals with developmental disabilities, and families. Villas on McQueen, which is projected for
completion in May 2026, offers easy access to essential services, including schools, healthcare providers, parks, social services, recreational
amenities, and employment opportunities. In December 2024, the City Council approved a second public housing development project, Haven on
Hamilton, which will provide 250 housing units. Ninety units will be reserved for families currently residing in public housing, with an additional
160 units prioritized for seniors, persons with disabilities and veterans. The Haven on Hamilton is expected to be completed in late 2028.
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SP-40 Institutional Delivery Structure - 91.415, 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity
Responsible Entity
Type
Role
Geographic Area
Served
City of Chandler
Government
Economic Development
Owner
Renter
Homelessness
Non-homeless special needs
Planning
Public Housing
Neighborhood Improvements
Public Facilities
Public Services
Jurisdiction
Maricopa County
Human Services
Department
Government
Owner
Renter
Homelessness
Planning
Region
Maricopa County
Department of Public
Health
Government
Homelessness
Public Services
Region
Chandler Public
Housing Authority
PHA
Public Housing
Rental
Jurisdiction
Maricopa Regional
Continuum of Care
Continuum of Care
Homelessness
Planning
Public Services
Region
Arizona Department of
Health Services
Department
Non-homeless special needs
Public Services
Region
AZCEND
Nonprofit
Homelessness
Public Services
Jurisdiction
FSL Home
Improvement
Nonprofit
Non-homeless special needs
Region
Table 7 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The Neighborhood Resources Department of the City of Chandler administers the CDBG grant program.
The city collaborates with local organizations and regional partners to meet the needs of its residents.
These needs include preserving and developing affordable housing, enforcing building codes, assisting
with relocations due to affordable housing development, and providing public services to address
homelessness in the city.
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The City of Chandler is also a member of the Maricopa County HOME Consortium (HOME Consortium)
and receives HOME funds as a participating member of the HOME Consortium. The Neighborhood
Resources Department is responsible for the administration of the CDBG grant program and works in
collaboration with Maricopa County to administer the HOME grant program. These funds are focused on
creating affordable housing for low- to moderate-income households in Chandler.
Chandler is a collaborative, generous, and rapidly changing community. The For Our City Chandler
initiative has been instrumental in connecting people and organizations to address community needs. The
city continues to focus on developing strong partnerships with neighborhoods and neighborhood
organizations. This provides additional opportunities for traditional neighborhoods to develop leadership
and to plan for their future in cooperation with the city. The Chandler Cares Team, which operates out of
the city’s Neighborhood Resources Department, was created during the coronavirus to assist residents in
locating resources to meet basic needs. The Chandler Cares Team continues to connect residents with
resources that assist residents facing challenging times such as loss of income or in need of support with
basic needs. The city also integrates community development planning and activities when appropriate.
The city conducted the 2024 Community Needs Assessment, which revealed several gaps in the service
delivery system. Housing-related issues and homelessness are the top priorities, particularly for seniors
and individuals facing mental health and substance use challenges. Transportation issues impact various
segments of the community, and accessing community services varies based on timing, type of need, and
safety perceptions. There is a need to assist residents in understanding how to access these services.
Additionally, once services are identified, there is a lack of adequate funds to support access to them.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy
X
X
X
Legal Assistance
X
X
X
Mortgage Assistance
Rental Assistance
X
X
Utilities Assistance
X
X
Street Outreach Services
Law Enforcement
X
Mobile Clinics
X
X
X
Other Street Outreach Services
X
X
X
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Supportive Services
Alcohol & Drug Abuse
X
X
X
Child Care
X
X
Education
X
X
X
Employment and Employment
Training
X
X
X
Healthcare
X
X
X
HIV/AIDS
X
X
X
Life Skills
X
X
X
Mental Health Counseling
X
X
X
Transportation
X
X
X
Other
Other
Table 8 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above
meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The MAG CoC serves as a convener and planning entity for jurisdictions and agencies serving households
experiencing homelessness in Maricopa County. The MAG CoC governs the Coordinated Entry Systems
and HMIS to facilitate regional coordination of service delivery systems and serves as the collaborative
applicant for Continuum of Care funding. In addition to the planning efforts facilitated by the MAG CoC,
there are numerous agencies, both homeless specific and non-homeless specific that work to meet the
needs of persons experiencing homelessness in Maricopa County. State Departments such as the
Departments of Housing, Health and Human Services, and Education play critical roles in tailoring
resources to meet the critical needs of households experiencing homelessness. Likewise, County and
Municipal entities invest both financial and human resources to support and operate programs serving
this vulnerable population.
The City of Chandler uses CDBG and General Funds to provide direct services and support several
nonprofits that help the Chandler community reduce and end homelessness. This includes prevention,
outreach, emergency shelter, transitional shelter, and permanent housing support. Services provided to
individuals and families experiencing homelessness include food assistance, case management,
community navigation and outreach, medical support, counseling, transportation, crisis intervention,
stabilization, substance use treatment, and domestic violence services. The city supports the I-HELP
program operated by AZCEND, which offers emergency shelter, dinner, and showers to individuals
experiencing homelessness. Families experiencing homelessness are referred to local family shelters
through the coordinated entry system. The city also uses General Funds to directly provide homeless
outreach, non-congregate shelter, support court and housing stability services.
The CoC has a Coordinated Entry program where those experiencing homelessness or at-risk of
homelessness can access services and emergency housing that meets their unique situation. Local
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agencies help assist individuals experiencing homelessness with referrals, resources and services tailored
to meet the needs of those who are chronically homeless, families with children experiencing
homelessness, veterans and their families and unaccompanied youth. A list of sites where individuals
experiencing homelessness and those at-risk of homelessness can access Coordinated Entry may be found
at: https://azmag.gov/Programs/Homelessness/Need-Help.
Describe the strengths and gaps of the service delivery system for special needs population and
persons experiencing homelessness, including, but not limited to, the services listed above
Nonprofit organizations, which are the main service providers for individuals experiencing homelessness
and those with special needs, are regularly consulted and provide information through their participation
in the Maricopa Regional Continuum of Care process. Ongoing coordination and consultation occurs as
needed regarding agencies that serve the supportive housing and social services needs of individuals
infected with HIV.
The number of older adults in the City of Chandler also contributes to the demand for services for persons
with special needs. Low-income senior households are particularly vulnerable. Seniors in Chandler report
needing: affordable housing; assistance with home care; resource navigation; and transportation.
The Arizona Department of Health Services is the main provider of services for individuals with low and
moderate incomes who have alcohol and other drug addictions. Reductions in mental health services have
resulted in gaps in care. The department also provides services for individuals with severe mental illness,
but reductions in mental health services have led to gaps in care across the state. There is a need for
additional supportive housing for this population. For individuals with severe mental illness who are also
experiencing homelessness, there are numerous providers that offer intervention services. The city’s
navigation and outreach team assists with transportation to behavioral health facilities and detox centers.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The City of Chandler faces challenges due to the high cost of permanent housing and lack of supportive
housing for LMI households and special needs populations. Chandler also receives HOME funds through
the Maricopa County HOME Consortium and has historically utilized the funding to support programs such
as tenant-based rental assistance, affordable rental housing, and permanent affordable first-time
homeownership through the Chandler Community Land Trust. The Housing and Redevelopment division
is also engaging in affordable housing development opportunities for Chandler residents. The city will
overcome these gaps in the system through collaboration and partnership with the Urban County and the
HOME Consortium members.
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SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic Area
Needs Addressed
Funding
Goal Outcome Indicator
1
1A Housing
Rehabilitation
2025
2029 Affordable
Housing
Citywide Low/Mod
Eligible
Preserve & Develop
Affordable Housing
CDBG:
$1,900,000
Homeowner Housing
Rehabilitated: 25 Household
Housing Unit
2
1B Relocation
2027
2029 Affordable
Housing
Citywide Low/Mod
Eligible
Preserve & Develop
Affordable Housing
CDBG:
$750,000
Other: 75
3
2A Code
Enforcement
2025
2029 Affordable
Housing
Citywide Low/Mod
Eligible
Neighborhood
Revitalization
CDBG:
$500,000
Housing Code
Enforcement/Foreclosed
Property Care: 55,000
Household Housing Unit
4
3A Public Services
for LMI & Special
Need
2025
2029 Non-Housing
Community
Development
Citywide Low/Mod
Eligible
Public Services
CDBG:
$1,074,640
Public service activities
other than Low/Moderate
Income Housing Benefit:
1500 Persons Assisted
5
4A Improve Public
Facilities &
Infrastructure
2025
2029 Non-Housing
Community
Development
Citywide Low/Mod
Eligible
Public Facilities &
Infrastructure
CDBG:
$1,756,780
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
3,000 Persons Assisted
6
5A Effective
Program
Administration
2025
2029 Non-Housing
Community
Development
Citywide Low/Mod
Eligible
Effective Program
Administration
CDBG:
$1,432,855
Other: 5
Table 9 – Goals Summary
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Goal Descriptions
1 Goal Name
1A Housing Rehabilitation
Goal Description The city has a goal to support housing rehabilitation programs that improve living conditions for LMI homeowners
through emergency repairs, minor repairs, ADA modifications and exterior improvements to housing units.
2 Goal Name
1B Relocation
Goal Description The city has a goal to address housing instability due to the development of affordable housing using federal funds.
CDBG funds will be used for relocation assistance for residents who risk being displaced by these activities.
3 Goal Name
2A Code Enforcement
Goal Description The city has a goal to foster neighborhood preservation through targeted code enforcement activities that will
revitalize neighborhoods and improve housing conditions through continued exterior inspections in eligible
low/mod areas. Referrals for assistance will be provided to households with low and moderate income.
4 Goal Name
3A Public Services for LMI & Special Need
Goal Description The city has a goal to provide supportive services for LMI and special need persons. These services will focus on
assisting Chandler residents experiencing homelessness, at-risk of homelessness, or who have special needs.
5 Goal Name
4A Improve Public Facilities & Infrastructure
Goal Description The city has a goal to improve access to public facilities in low/mod areas, such as neighborhood facilities,
community centers, community gardens, and parks and recreation facilities. The city will also expand and improve
public infrastructure in low/mod areas, including activities such as improvements to streets and sidewalks.
6 Goal Name
5A Effective Program Administration
Goal Description Effective program management of the CDBG grant program will ensure compliance with grant regulations and that
the program activities meet their established objectives. Planning will involve the development of annual action
plans, submission of other cross-cutting reports, and meeting citizen participation requirements.
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Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City of Chandler estimates that over the next five years of the Consolidated Plan the city will assist LMI households with affordable housing
activities:
With CDBG funds, the City of Chandler plans to serve 25 owner-occupied households per year through the Homeowner Housing Rehabilitation
Program, using program year funds from a prior strategic plan, as well as program funds awarded in the 2025-2029 Consolidated Plan.
With HOME funds, the City of Chandler plans to serve 25 households per year through the Tenant-Based Rental Assistance Program, using
program year funds from a prior strategic plan, as well as program funds awarded in the 2025-2029 Consolidated Plan.
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SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
In order to minimize the risk of lead poisoning, participants in city housing programs receive information
about lead-based paint and other hazardous substances. The city adheres to strict HUD guidelines for
testing and removing lead-based paint, and it mandates compliance from its contractors and
subcontractors. Any structure built before 1978 that is being considered for renovation under federal
programs is tested for lead-based paint. Notices and requirements regarding the testing and removal of
lead-based paint are provided to program participants, contractors, and project sponsors.
How are the actions listed above related to the extent of lead poisoning and hazards?
According to 2018-2022 American Community Survey (ACS) five-year estimates data, an estimated 6,305
owner-occupied housing units and 4,326 renter-occupied units were built before 1980. That amounts to
an estimated 10% of housing units built before 1980, which represents a significant number of homes
with the potential of LBP hazards.
According to the Centers for Disease Control and Prevention, children under the age of 6 are at greatest
risk for health problems caused by lead exposure. Exposure to lead can seriously harm a child’s health and
cause well-documented health effects, including damage to the brain and nervous system, slowed growth
and development, learning and behavior problems, and hearing and speech problems. If any child under
the age of 6 tests for lead poisoning, the city will refer the family immediately to the local health
department.
How are the actions listed above integrated into housing policies and procedures?
The following policies and procedures are integrated into the city’s program:
Housing Rehabilitation Projects: The city follows strict HUD guidelines for testing and abatement of lead-
based paint and other hazardous substances and requires compliance from its contractors and
subcontractors. Any structure built before 1978 that is proposed for rehabilitation under federal
programs, is tested for lead-based paint. Notices and requirements regarding testing and removal of lead-
based paint are provided to program participants, contractors and project sponsors. The city’s service
provider has licensed contractors who are available to perform appropriate abatement and/or removal
procedures if lead-based paint is present.
Housing Choice Voucher/Section 8: The City of Chandler Public Housing Authority (PHA) is administered
by the Housing and Redevelopment Division, which oversees and manages Public Housing units and the
Housing Choice Voucher Section 8 program. The PHA inspects prospective dwellings constructed prior to
1978 that will have a child under the age of six residing therein, for compliance with EPA and HUD Lead
Based Paint rules and regulations. The inspection includes visual inspections for chipped, peeling, chalking
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and deteriorated interior and exterior paint. Clearance testing may be performed after remediation by
the property owner, to assure a lead-safe environment.
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SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
According to the 2018-2022 ACS, the median income in the City of Chandler has increased by 40% over
the past decade. However, the wealth gap continues to widen, making it necessary for the City of Chandler
and its partners to work harder to ensure a comprehensive anti-poverty strategy. The city collaborates
across departments and with non-profits to reduce poverty and help individuals become self-sufficient,
thereby reducing the likelihood of returning to poverty over time.
The City of Chandler acknowledges that in order to prevent future crises, it is essential to provide stability
for individuals and take a comprehensive approach. By collaborating with the Housing, Community
Development, Economic Development, and nonprofit partners, the city invests in services that promote
affordable and secure housing, case management, employment opportunities including job training and
preparation, education, transportation, childcare, budgeting and financial assistance, and steps towards
homeownership. The objective is to guide individuals from personalized case management towards self-
sufficiency through supportive services and stability.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The city has created six (6) goals to address identified priority needs that work to reduce poverty in the
City of Chandler. These goals are housing rehabilitation; relocation services for LMI households affected
by the city’s development of affordable housing using federal funds; code enforcement; public services
for LMI and special needs; improvements to public facilities and infrastructure; and the effective
management of the CDBG program. For more details, see the SP-45 Goals.
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SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Monitoring for CDBG regulatory compliance is crucial for the success of the program and will take place
continuously throughout the program years 2025-2029. The monitoring process starts with the
application (for subrecipients and/or contractors) and pre-contract orientation and continues throughout
the year, with staff conducting ongoing monitoring activities which include review of agency fiscal audits,
conducting risk assessments, desk audits, providing technical assistance, project meetings, and onsite or
virtual audits of fiscal, administrative and programmatic activities. The city conducts training sessions to
explain program laws, regulations and requirements, and city monitoring standards and procedures. As a
part of the city’s ongoing monitoring activities, staff evaluates the adequacy of a subrecipient and takes
appropriate action when problems arise (24 CFR 570.501(a)).
Risk assessments are conducted to evaluate the level of risk for each activity planned and guides staff
on when a more formal monitoring is needed. Risk Assessment criteria includes:
1. The amount of funding planned for the activity and the complexity of the activity;
2. Implementation of the activity – how the activity will be carried out and over what period of time;
3. Experience of the grantee/subrecipient and past compliance history with federal funds;
4. Timeliness, accuracy and completeness of monthly reports;
5. Program outcomes, including progress toward stated objectives. Review of beneficiary data, reported
accomplishments and its progress toward meeting the planned goal, alignment with national
low/moderate income objective; and
6. Fiscal management, including review of fiscal audits, audit management letters, and timeliness of
expenditures.
Risk assessments help staff identify areas where further review is needed and if a formal monitoring is
needed. An onsite monitoring allows staff to observe disability accessibility compliance and disability
accessibility policy and program documents.
Subrecipients provide monthly performance reports along with their request for reimbursement to
demonstrate progress made toward their goals and objectives, allowing the city to continuously monitor
and evaluate progress and provide technical assistance to mitigate any unforeseen barriers or challenges
to financial and program requirements.
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Annual Action Plan
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The City of Chandler receives Community Development Block Grant funding from the United States
Department of Housing and Urban Development (HUD) as an ‘entitlement community’ and is the CDBG
lead agency; funds are received based on an annual formula. These grant funds support activities that
preserve affordable housing, revitalize neighborhoods, provide vital relocation services due to
displacement of housing development activities and fund community development programs. PY 2025 is
the first program year of the Five-Year 2025-2029 Consolidated Plan, and the city anticipates receiving
$1,432,855 for its CDBG program based on the prior year allocation. The city anticipates receiving similar
allocation amounts in each year of the Consolidated Plan period. The city will also reallocate $250,000
prior year funds from PY 2024 originally programed for relocation towards capital project/s.
The city also receives HUD HOME funding as a member of the Maricopa County HOME Consortium (HOME
Consortium). The HOME Consortium is a legal entity created through an intergovernmental agreement
between Maricopa County, the cities of Avondale, Chandler, Glendale, Peoria, Scottsdale, Surprise, Tempe
and the Town of Gilbert. Each HOME Consortium member receives a pro rata share of funds and uses
them to meet the needs of their community. The County’s Five-Year Consolidated Plan and Annual Action
Plans also include the housing needs and activities of Chandler. These funds are not listed in the table
below as the city is not a direct recipient of HOME funds from HUD.
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Anticipated Resources
Program
Source of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG
public -
federal
Admin and Planning
Housing
Neighborhood
Revitalization
Public Improvements
Public Services
1,432,855
0
250,000 1,682,855
5,731,420
PY 2025 is the first program
year of the ConPlan. The
expected amount available
remainder of the ConPlan
is 4x years of the annual
allocation.
Table 10 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The city’s CDBG funds do not require match. In addition to its annual CDBG entitlement allocation, the city may receive program income from the
operation of its owner-occupied housing rehabilitation program. These funds will be reinvested into the housing rehabilitation program. The city
may also have prior year resources that may become available upon fiscal year end. These funds will be re-allocated through the city's procurement
process.
Numerous local resources leverage HUD funding to address the needs of Chandler residents. Local funds are allocated annually. Applications are
reviewed by the Housing and Human Services Commission and funding recommendations are made to the Chandler City Council.
The Neighborhood Resources Department uses local funds to support staff and resources, including services for individuals experiencing
homelessness. Federal funds, such as those administered by the State of Arizona through programs like the Low-Income Housing Tax Credit
Program, National Housing Trust Fund, Public Housing, and Section 8 (Housing Choice Voucher) programs, are crucial resources that help maximize
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the impact of CDBG and HOME funds. The City of Chandler also seeks other state and foundation funding to further leverage these local and
federal funds.
The city is a member of the Maricopa HOME Consortium and receives HOME Investment Partnerships funds through the HOME Consortium. HOME
funds have a 25% matching requirement, and each HOME dollar spent is matched with 25% of general funds for projects within the program year.
HOME match is tracked on a Match log. HOME funds are not entered in the table above as a resource as the HOME Consortium is the direct
recipient of those funds and are ultimately responsible for the planning and reporting of HOME funds for the Consortium.
If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified
in the plan
The City of Chandler owns five public housing sites, 103 scattered-site houses, and several vacant parcels of land. In June 2024, Chandler held a
groundbreaking on a multifamily affordable housing project, Villas on McQueen. The project is the first public housing project to be converted
through HUD’s Rental Assistance Demonstration (RAD) program, providing 157 units, designed to accommodate a resident population with low-
income that includes seniors, veterans, individuals with developmental disabilities, and families. Villas on McQueen, which is projected for
completion in May 2026, offers easy access to essential services, including schools, healthcare providers, parks, social services, recreational
amenities, and employment opportunities. In December 2024, the City Council approved a second public housing development project, Haven on
Hamilton, which will provide 250 housing units. Ninety units will be reserved for families currently residing in public housing, with an additional
160 units prioritized for seniors, persons with disabilities and veterans. The Haven on Hamilton is expected to be completed in late 2028.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic Area
Needs Addressed
Funding
Goal Outcome Indicator
1
1A Housing
Rehabilitation
2025 2026 Affordable
Housing
Citywide
Low/Mod Eligible
Preserve & Develop
Affordable Housing
CDBG:
$200,000
Homeowner Housing
Rehabilitated: 5 Household
Housing Unit
3
2A Code
Enforcement
2025 2026 Affordable
Housing
Citywide
Low/Mod Eligible
Neighborhood
Revitalization
CDBG:
$100,000
Housing Code
Enforcement/Foreclosed
Property Care: 11,000 Household
Housing Unit
4
3A Public
Services for LMI
& Special Need
2025 2026 Non-Housing
Community
Development
Citywide
Low/Mod Eligible
Public Services
CDBG:
$214,928
Public service activities other
than Low/Moderate Income
Housing Benefit:
300 Persons Assisted
5
4A Improve
Public Facilities
& Infrastructure
2025 2026 Non-Housing
Community
Development
Citywide
Low/Mod Eligible
Public Facilities &
Infrastructure
CDBG:
$881,356
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 3,000 Persons Assisted
6
5A Effective
Program
Administration
2025 2026 Non-Housing
Community
Development
Citywide
Low/Mod Eligible
Effective Program
Administration
CDBG:
$286,571
Other: 1
Table 11 – Goals Summary
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Goal Descriptions
1 Goal Name
1A Housing Rehabilitation
Goal Description The city has a goal to support housing rehabilitation programs that improve living conditions for LMI homeowners
through emergency repairs, minor repairs, ADA modifications, and exterior improvements to housing units.
3 Goal Name
2A Code Enforcement
Goal Description The city has a goal to foster neighborhood preservation through targeted code enforcement activities that will
revitalize neighborhoods and improve housing conditions through continued exterior inspections in eligible
low/mod areas. Referrals for assistance will be provided to households with low and moderate income.
4 Goal Name
3A Public Services for LMI & Special Need
Goal Description The city has a goal to provide supportive services for LMI and special need persons. These services will focus on
assisting Chandler residents experiencing homelessness, at-risk of homelessness, or who have special needs.
5 Goal Name
4A Improve Public Facilities & Infrastructure
Goal Description The city has a goal to improve access to public facilities in low/mod areas, such as neighborhood facilities,
community centers, community gardens, and parks and recreation facilities. The City will also expand and improve
public infrastructure in low/mod areas, including activities such as improvements to streets and sidewalks.
6 Goal Name
5A Effective Program Administration
Goal Description Effective program management of the CDBG grant program will ensure compliance with grant regulations and that
the program activities meet their established objectives. Planning will involve the development of annual action
plans, submission of other cross-cutting reports, and meeting citizen participation requirements.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
PY 2025 AAP projects will address the housing and community development needs and goals as identified
in the strategic plan. These include public services, code enforcement, housing rehabilitation, facilities
and infrastructure improvements and program administration. CDBG funds have a maximum 20%
regulatory cap for program administration costs and a 15% regulatory cap for public service activities.
This plan only lists the projects funded with CDBG. The City of Chandler's planned HOME activities are
included in Maricopa County's Annual Action Plan. The city’s Section 8, Public Housing Capital Funds and
General Funds are not included in these projects and are dedicated to non-CDBG funded activities.
Projects
#
Project Name
1 CDBG: Housing Rehabilitation
2 CDBG: Code Enforcement in Low-Mod Neighborhoods
3 CDBG: Public Services
4 CDBG: Public Facilities & Infrastructure
5 CDBG: Program Administration
Table 12 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City of Chandler has identified five (5) priority needs that will be funded in the Consolidated Plan,
however; due to funding limitations not all needs can be addressed in each year of the five-year plan. In
PY 2025, the city will focus on affordable housing, neighborhood revitalization, public services and public
facilities and infrastructure.
The preservation and development of affordable housing was identified as one the highest needs in the
city. These will encompass activities such as homeowner housing rehabilitation, and relocation services
for households impacted by the city’s affordable housing developments using federal funding.
Neighborhood preservation is a priority, and code enforcement activities will revitalize neighborhoods
and improve housing conditions through continued exterior inspections in eligible low/mod areas.
Public services are a priority, however there is a maximum regulatory cap of 15% allowed for funding
public service activities. Eligible persons must be LMI, and activities will focus on providing services for
individuals and families experiencing homelessness, at-risk of homelessness or who have special needs.
Public Infrastructure & Facilities Improvements are a priority. Eligible project proposals that benefit
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Low/Mod income areas in the city such as streets, sidewalks, parks, community gardens, and community
centers will be considered for funding.
The major obstacle the city faces is the general lack of funds to address all priority needs in each annual
plan. The city will continue to explore additional funding opportunities through leveraging the resources
it currently has.
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AP-38 Project Summary
Project Summary Information
1 Project Name
CDBG: Homeowner Rehabilitation
Target Area
Citywide Low/Mod Eligible
Goals Supported
1A Housing Rehabilitation
Needs Addressed
Preserve & Develop Affordable Housing
Funding
CDBG: $200,000
Description
The City will provide funding to support housing rehabilitation
programs that improve living conditions for LMI homeowners.
Activities may include emergency repairs, minor repairs, ADA
modifications and exterior improvements to housing units.
Target Date
06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Homeowner Housing Rehabilitated: 5 Household Housing Unit
Location Description
Citywide, eligible.
Planned Activities
Planned activities include:
Homeowner Rehabilitation-Operations (HUD Matrix code: 14H):
$75,000
Homeowner Rehabilitation Program Activities (HUD Matrix code: 14A):
$125,000
Contingency Plan:
Any decrease in funds available for allocation will first be applied to
Homeowner Rehabilitation Program Activities. Operations funding will
not be reduced below $50,000. Contracted Services funding will not be
reduced below $75,000.
2 Project Name
CDBG: Code Enforcement in Low-Mod Neighborhoods
Target Area
Citywide Low/Mod Eligible
Goals Supported
2A Code Enforcement
Needs Addressed
Neighborhood Revitalization
Funding
CDBG: $100,000
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Description
The City will fund neighborhood preservation through targeted code
enforcement activities that will revitalize communities and improve
housing conditions through exterior inspections in eligible low/mod
areas.
Target Date
06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Housing Code Enforcement: 11,000 Household Housing Unit
Location Description
Citywide, eligible.
Planned Activities
Planned activities include:
Code Enforcement (HUD Matrix code: 15): $100,000
Contingency Plan:
Code Enforcement will not receive an increase or decrease in funding.
3 Project Name
CDBG: Public Services
Target Area
Citywide Low/Mod Eligible
Goals Supported
3A Public Services for LMI & Special Need
Needs Addressed
Public Services
Funding
CDBG: $214,928
Description
The City will fund public services that provide basic needs for LMI
persons and focus on homeless needs. Funding for public services is
capped at 15% of the total grant.
Target Date
06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Public service activities other than Low/Moderate Income Housing
Benefit: 300 Persons Assisted
Location Description
Citywide, eligible.
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Planned Activities
Planned activities include:
Community Development and Resources Client Services (HUD Matrix
code: 03T): $164,928
Public Housing Youth Program (HUD Matrix code: 05D): $50,000
Contingency Plan:
(a) Any increase or decrease in funding must adhere to the 15%
public services regulatory expenditure cap.
(b) An increase in funds available for allocation, including any
unanticipated funds, will be proportionately applied to COC
Community Development and Resources - Client Services and
COC Housing and Redevelopment - Public Housing Youth
Program.
(c) A decrease in funds available for allocation will be applied
proportionately toward COC Community Development and
Resources - Client Services and COC Housing and
Redevelopment - Public Housing Youth Program. Funding for
the COC Housing and Redevelopment - Public Housing Youth
Program will not be reduced below $40,000. The remaining
reduction of funds, if needed, will be applied to COC
Community Development and Resources - Client Services.
4 Project Name
CDBG: Public Facility & Infrastructure
Target Area
Citywide Low/Mod Eligible
Goals Supported
4A Improve Public Facilities & Infrastructure
Needs Addressed
Public Facilities & Infrastructure
Funding
CDBG: $881,356
Description
The City will fund public facility and infrastructure improvements in
low/mod areas. Funding may also be provided for public facilities that
serve special needs groups. This project has been funded with an
additional $250,000 reallocated from PY 2024 funds.
Target Date
06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Public Facility or Infrastructure Activities other than Low/Moderate
Income Housing Benefit: 3,000 Persons Assisted
Location Description
Citywide, eligible.
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Planned Activities
Planned activities include:
Capital Projects including Neighborhood Facilities (03E), Parks and
Recreational Facilities (03F), Streets (03K) and Sidewalks (03K): FY
2025 CDBG funds = $631,356, and reprogrammed FY 2024 CDBG funds
= $250,000.
Contingency Plan:
Any increase in funds available for allocation, including any
unanticipated funds, will be applied to Capital Projects. Any remaining
reduction of funds, if needed, will be applied to Capital Projects.
5 Project Name
CDBG: Program Administration
Target Area
Citywide Low/Mod Eligible
Goals Supported
5A Effective Program Administration
Needs Addressed
Effective Program Administration
Funding
CDBG: $286,571
Description
General administration and planning of the CDBG program in PY 2025.
Funding for administration costs is capped at 20% of the total grant.
Target Date
06/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
N/A
Location Description
Citywide, eligible.
Planned Activities
General administration and planning of the CDBG program (HUD
Matrix code: 21A). Any increase or decrease in funding must adhere to
the 20% program administration regulatory expenditure cap.
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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City of Chandler does not necessarily target funds geographically; however funds must serve low- and
moderate-income individuals and families or be directed towards neighborhoods with a prominent
low/mod income population. The city will use the following definitions to describe its objectives as
defined by HUD as: eligible individuals benefitting from program services are low/mod clientele (LMC);
eligible households benefitting from housing activities are low/mod households (LMH); and eligible
activities that target a low/mod area (LMA).
HUD defines a low/mod area as a “low/mod block group tract”, which is an area that is primarily
residential and where at least 51 percent of the residents are low- and moderate-income persons.
However, as stated in section 105(c)(2)(A)(ii) of the Housing and Community Development Act of 1974, as
amended, says that an activity shall be considered to principally benefit low- and moderate-income
persons when "the area served by such activity is within the highest quartile of all areas within the
jurisdiction of such city or county in terms of the degree of concentration of persons of low and moderate
income." Chandler is an exception grantee, and tracts with 38.8% or more LMI are considered low/mod,
which is the “top quartile” percentage of the population based on 2018-2022 American Community
Survey data for Fiscal Year 2024.
Geographic Distribution
Target Area
Percentage of Funds
Citywide Low/Mod Eligible
100
Table 13 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
As noted above, the City of Chandler does not necessarily target funds geographically; however funds
must meet LMA, LMH or LMC objectives.
Direct services such as public services (LMC) and affordable housing rehabilitation benefits (LMH) are
based on household income eligibility rather than area benefit. For these activities, city staff and/or one
of its subrecipients will complete an application and determine eligibility before the activity is initiated.
Certain activities such as code enforcement or public improvements will serve a low/mod neighborhood
or area (LMA) and have an “area-wide” benefit. Per HUD requirements, these areas must be within an
eligible Low/Mod Block Group Tract, as defined by HUD-CDBG regulations, whereby the majority of the
residents are low- to moderate-income (or 51%). However; as noted above Chandler is an exception
grantee, and tracts with a low/mod population percentage of 38.9% or more are considered low/mod,
which is the “top quartile” percentage of the population based on 2018-2022 American Community
Survey data for Fiscal Year 2024.
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To determine LMI tracts the city utilizes HUD’s CDBG Low Mod Income Summary Data (LMISD) from the
HUD Exchange website, which has defined the eligible block group tracts within the jurisdiction. The tracts
can be at: https://www.hudexchange.info/programs/acs-low-mod-summary-data/.
Discussion
Race/Ethnic Minority Concentration
A “racial or ethnic concentration” is any census tract where a racial or ethnic minority group makes up
10% or more of that group’s citywide percentage. Data was taken from the 2018-2022 ACS 5-Year
estimates. Due to the small sample size, only racial or ethnic groups making up at least 1% of the city’s
population were analyzed.
Black or African American, non-Hispanic: This group makes up 5.6% of the citywide population, and a
census tract is considered a concentration if 15.6% of the population is part of this racial group. Based on
these criteria, there are no tracts with a concentration, however tract 04013980400 is close with 15.4%.
Asian, non-Hispanic: Approximately 11.7% of the city population identifies as Asian. A census tract is
considered a concentration if 21.7% of the population is part of this racial group. Several tracts south of
Santan Freeway have a concentration: 04013811800, 04013812300, 04013812700, 04013812801,
04013812900, 04013813000, and 04013813200.
American Indian and Alaska Native, non-Hispanic: This group makes up 1.5% of the citywide population,
and a census tract is considered a concentration if 11.5% of the population is part of this racial group.
There is one tract with a concentration (04013980400) on the western border of the city on the corner of
Maricopa and Santan Freeway.
Hispanic: Hispanics comprise 21.2% of the City's population, and a census tract is considered a
concentration if 31.2% of the population is part of this ethnic group. There are seven tracts located
centrally in the city just north of Santan Freeway: 04013523006, 04013523002, 04013522903,
04013522904, 04013523104, 04013523102, and 04013812000.
Low-Income Households Concentration
A “low-income concentration” is any census tract where the median household income (MHI) is 80% or
less than the MHI for the City of Chandler. According to the 2018-2022 ACS 5-Year Estimates, the MHI in
the city is $99,374. A tract is considered to have a low-income concentration if the MHI is $79,499 or less.
The majority of tracts with a concentration of low-income households are located centrally in the city just
north of Santan Freeway (04013422209, 04013523008, 04013523007, 04013523006, 04013523002,
04013522903, 04013522904, 04013523103, 04013523104, 04013523102, and 04013812000). Data
shows these tracts generally correspond to tracts with a concentration of Hispanic persons. There is also
one tract in the north with a concentration (04013422218) and two tracts on the southern border of the
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city with concentrations (04013813800 & 04013814000). For a map displaying a concentration of
low/mod households, see the MA-50.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The City of Chandler will maintain existing policies and programs while also improving them as necessary.
Chandler will continue to seek new partnerships and more effective ways to collaborate in response to
the increasing wealth gap. The planned actions outlined below describe the city's efforts to address
challenges in meeting the needs of underserved populations, ensuring affordable housing, reducing lead-
based paint hazards, decreasing the number of families living in poverty, preserving institutional
structures, and coordinating with service providers.
Actions planned to address obstacles to meeting underserved needs
The main challenges in meeting the needs of underserved communities are insufficient funding and strict
regulations. The city provides limited general and federal funds to both nonprofits and City departments
to assist the most vulnerable residents. It aims to address immediate needs while also working on long-
term strategies to help individuals and families become self-sufficient. The city offers support for
emergency situations, such as providing shelter and food, as well as assistance for families and individuals
struggling with home repairs. The overall goal is to promote stability and reduce poverty in the future.
The city will continue to explore alternative funding sources with more flexible regulations, as funding
becomes available.
Chandler utilizes CDBG and HOME funds, along with General Fund resources, to support agencies that
cater to the needs of the city's vulnerable residents.
Actions planned to foster and maintain affordable housing
The 2024 Community Needs Assessment identified affordable housing, particularly rental housing for
those living at or below poverty as the top community need. Over 40% of rental households in Chandler
are cost burdened, spending over 30% of their income on housing. Additionally, over 20% of homeowner
households in Chandler are cost burdened. Consequently, the City of Chandler is actively seeking ways to
maintain affordable housing and expand the housing inventory as the market tightens.
The city utilizes CDBG funds to provide single-family owner-occupied housing rehabilitation programs to
assist low and moderate-income homeowners with emergency repairs, minor repairs, ADA modifications,
and exterior improvements, helping them to stay in safe and affordable homes that they have often lived
in for years. The city is exploring other ways to expand housing rehabilitation services.
The city utilizes HOME funds to expand upon affordable rental housing options through the city’s housing
redevelopment projects. The city also directs HOME funds to a service provider who acquires and
rehabilitates single-family units and then maintains the units for eligible families to rent. Additionally, the
city utilizes HOME funds to provide rental assistance for Tenant-Based Rental Assistance (TBRA)
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participants. The City of Chandler's Community Development staff closely collaborates with the Chandler
Public Housing Authority (PHA) to assist low- and moderate-income Chandler residents. The Chandler PHA
manages the Tenant-Based Rental Assistance (TBRA) program, which helps households experiencing
homelessness. The city has employed housing stability specialists to help households experiencing
homelessness find new housing. The Community Development staff oversees homeless outreach and
services. They maintain ongoing communication with the Chandler PHA regarding individuals and families
experiencing homelessness, as well as those who may be eligible for this service.
Actions planned to reduce lead-based paint hazards
According to 2018-2022 American Community Survey (ACS) five-year estimates data, an estimated 6,305
owner-occupied housing units and 4,326 renter-occupied units were built before 1980. That amounts to
an estimated 10% of housing units built before 1980, which represents a significant number of homes
with the potential of LBP hazards.
To reduce the risk of lead poisoning, information is distributed to participants in city housing programs.
The city follows strict HUD guidelines for testing and abatement of lead-based paint and other hazardous
substances and requires compliance from its contractors and subcontractors. Any structure built before
1978 that is proposed for rehabilitation under federal programs is tested for lead-based paint. Notices
and requirements regarding testing and removal of lead-based paint are provided to program
participants, contractors and project sponsors.
In
addition,
the
city
follows
a
multi-pronged
approach
to
reduce
lead
hazards:
1. Rehabilitation Projects. The City follows strict HUD guidelines for testing and abatement of lead-based
paint and other hazardous substances and requires compliance from its contractors and subcontractors.
Any structure built before 1978 that is proposed for rehabilitation under federal programs, is tested for
lead-based paint. Notices and requirements regarding testing and removal of lead-based paint are
provided to program participants, contractors and project sponsors. The city’s service provider has
licensed contractors who are available to perform appropriate abatement and/or removal procedures if
lead-based paint is present.
2. Housing Choice Voucher: Section 8. The PHA inspects prospective dwellings constructed prior to 1978
that will have a child under the age of six residing therein, for compliance with EPA and HUD Lead Based
Paint rules and regulations. The inspection includes visual inspections for chipped, peeling, chalking and
deteriorated interior and exterior paint. Clearance testing may be performed after remediation by the
property owner, to assure a lead-safe environment.
Actions planned to reduce the number of poverty-level families
The activities outlined in this plan are designed to directly reduce the number of households living below
the poverty line in Chandler. The City of Chandler will continue to collaborate with nonprofits, the
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Continuum of Care, and other cities in the valley to collectively address poverty. The city will provide
funding to agencies that offer support to individuals with low and moderate incomes, especially those
experiencing homelessness. This support includes basic services such as food, clothing, essential medical
care, job training, and employment support, as well as case management services.
Actions planned to develop institutional structure
The city will remain an active member of the regional Continuum of Care and the Local Jurisdiction
Subcommittee. The city will continue to assist with For Our City – Chandler, a group of nonprofits who
collaborate to serve the community. Additionally, the city will keep developing public-private partnerships
to address housing, finance, and community development efforts.
The city is a member of the Maricopa County HOME Consortium and receives funding from the HOME
program through an Intergovernmental Agreement. The lead agency, Maricopa County Human Services
Department, is responsible for the administration and planning of the regional HOME Consortium.
Chandler and the Maricopa County Human Services Department jointly plan, report, and administer
activities funded by HOME in the City of Chandler.
Actions planned to enhance coordination between public and private housing and social
service agencies
Chandler will continue to work with For Our City to coordinate resources for Chandler's most vulnerable
residents. For Our City is a network of faith-based organizations, nonprofits, service organizations,
businesses, and the City of Chandler working together in unity and compassion to help the residents of
Chandler. Through the For Our City network, Chandler can connect nonprofits, volunteers, and vulnerable
individuals to serve most effectively.
The City of Chandler is the co-developer for two public housing redevelopment projects currently
underway. With the support of HUD’s Rental Assistance Demonstration (RAD) Program, the Villas on
McQueen is under construction and Haven on Hamilton is in development. The city retained Gorman &
Company to build Villas on McQueen, the city’s first RAD project. With the support from public private
partnerships, Villas on McQueen is the first public housing project to be converted, providing 157 units,
designed to accommodate a resident population with low-income that includes seniors, veterans,
individuals with developmental disabilities, and families. Once Villas on McQueen opens, the city plans to
relocate residents in public housing, and then demolish the vacant public housing site and build a new
RAD project. Villas on McQueen is projected for completion in May 2026. The city has retained Brinshore
Development for its second public housing development project, Haven on Hamilton, which will provide
250 housing units. Ninety units will be reserved for families currently residing in public housing, with an
additional 160 units prioritized for seniors, persons with disabilities and veterans. The Haven on Hamilton
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is expected to be completed in late 2028.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
This section describes the program specific requirements of the CDBG program. The City does not
anticipate generating any program income from CDBG activities in PY 2025.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects
Table. The following identifies program income that is available for use that is included in projects to be
carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed
0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan.
0
3. The amount of surplus funds from urban renewal settlements
0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan
0
5. The amount of income from float-funded activities
0
Total Program Income:
0
Other CDBG Requirements
1. The amount of urgent need activities
0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan.
85.00%