FY 2005‐2009 State of Arizona Consolidated Plan Prepared by: Arizona Department of Housing Arizona Department of Economic Security The FY 2005‐2009 State of Arizona Consolidated Plan represents a collaborative effort between two state agencies, the Arizona Department of Housing and the Arizona Department of Economic Security. This document outlines the state’s affordable housing and community development resources, methods of distribution, geographic funding objectives and other actions to be taken by the state during the fiscal years 2005 through 2009. Title II of the Americans with Disabilities Action and Section 504 of the Rehabilitation Act prohibit discrimination on the basis of disability in the programs of a public agency. Persons who need the information contained in this publication in an alternate format may call Lori Moreno at the Department of Housing, (602) 771‐1000, TYY (602) 771‐1001. U.S. Department of Houslng and Urban Development Phoenix Field Office One North Central, Suite 600 Phoenix, Arizona 85004-4414 w\lvw.hud.govlarizona.htrnl Honorable Sane t Napolitano Governor of Arizona Office of the Governor, State House Phoenix, AZ 85007 Dear Governor Napolitano: SUBJECT: Fiscal Year 2005 Consolidated PlanlAnnual Action Plan State of Arizona We are pleased to advise you that the State of Arizona's Consolidated PladAnnual Act ion Plan has been approved. The grant assistance that is being approved, along with the Annual Action Plan, is as follows: - Community Development Block Grant Emergency Shelter Grants HOME Investment Partnership Act Housing Opportunities for People With A D S TOTAL: $13,432,908 $ 827,875 $ 8,764,320 $23,189,103 For each program included in the State's Annual Action Plan, we are forwarding three copies of the Grant Agreement and Funding Approval forms, which constitutes the contract between the U.S. Department of Housing and Urban Development (HUD) and the State of Arizona, along with statements andlor conditions applicable to each program, to Dr. Sheila Harris, Director, Arizona Department of Housing, for execution. We look forward to working with you over the coming year to accomplish the housing and community development goals set forth in the State's Annual Action Plan and five-year Consolidated Plan, including the construction and rehabilitation of housing, creation and retention of jobs through its economic development programs, and providing homeless persons andlor persons with HIVlAIDS with supportive services and housing opportunities. Sincerely, R. -44 teven B. Sachs Director, Community Planning and Development Division cc: Dr. Sheila Harris CERTIFICATIONS CPMP State Grantee Certifications Many elements of this document may be completed electronically, however a signature must be manually applied and the document must be submitted in paper form to the Field Office. This certification does not apply. This certification is applicable. See signature on the last page. STATE CERTIFICATIONS In accordance with the applicable statutes and the regulations governing the consolidated plan regulations, the jurisdiction certifies that: Affirmatively Further Fair Housing -- The State will affirmatively further fair housing, which means it will conduct an analysis of impediments to fair housing choice within the state, take appropriate actions to overcome the effects of any impediments identified through that analysis, and maintain records reflecting that analysis and actions in this regard. Anti-displacement and Relocation Plan -- It will comply with the acquisition and relocation requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended, and implementing regulations at 49 CFR 24; and it has in effect and is following a residential antidisplacement and relocation assistance plan required under section 104(d) of the Housing and Community Development Act of 1974, as amended, in connection with any activity assisted with funding under the CDBG or HOME programs. Drug Free Workplace -- It will or will continue to provide a drug-free workplace by: 1. Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the grantee's workplace and specifying the actions that will be taken against employees for violation of such prohibition; 2. Establishing an ongoing drug-free awareness program to inform employees about – a. The dangers of drug abuse in the workplace; b. The grantee's policy of maintaining a drug-free workplace; c. Any available drug counseling, rehabilitation, and employee assistance programs; and d. The penalties that may be imposed upon employees for drug abuse violations occurring in the workplace; 3. Making it a requirement that each employee to be engaged in the performance of the grant be given a copy of the statement required by paragraph 1; 4. Notifying the employee in the statement required by paragraph 1 that, as a condition of employment under the grant, the employee will – a. Abide by the terms of the statement; and b. Notify the employer in writing of his or her conviction for a violation of a criminal drug statute occurring in the workplace no later than five calendar days after such conviction; 5. Notifying the agency in writing, within ten calendar days after receiving notice under subparagraph 4(b) from an employee or otherwise receiving actual notice of such conviction. Employers of convicted employees must provide notice, including position title, to every grant officer or other designee on whose grant activity the convicted employee was working, unless the Federal agency has designated a central point for the receipt of such notices. Notice shall include the identification number(s) of each affected grant; 6. Taking one of the following actions, within 30 calendar days of receiving notice under subparagraph 4(b), with respect to any employee who is so convicted – a. Taking appropriate personnel action against such an employee, up to and including termination, consistent with the requirements of the Rehabilitation Act of 1973, as amended; or b. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purposes by a Federal, State, or local health, law enforcement, or other appropriate agency; 7. Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs 1, 2, 3, 4, 5 and 6. CPMP State Grantee Certifications 1 Version ersion 1.3 Jurisdiction Anti-Lobbying -- To the best of the state's knowledge and belief: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions; and 3. It will require that the language of paragraph 1 and 2 of this anti-lobbying certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. Authority of State -- The submission of the consolidated plan is authorized under State law and the State possesses the legal authority to carry out the programs under the consolidated plan for which it is seeking funding, in accordance with applicable HUD regulations. Consistency with plan -- The housing activities to be undertaken with CDBG, HOME, ESG, and HOPWA funds are consistent with the strategic plan. Section 3 -- It will comply with section 3 of the Housing and Urban Development Act of 1968, and implementing regulations at 24 CFR Part 135. Signature/Authorized Official May 12, 2005 Date Sheila D. Harris, Ph.D. Name Director, Arizona Department of Housing Title 1700 W. Washington, Suite 210 Address Phoenix, AZ 85007 City/State/Zip (602) 771-1000 Telephone Number CPMP State Grantee Certifications 2 Version 1.3 Jurisdiction This certification does not apply. This certification is applicable. See signature on the last page. Specific CDBG Certifications The State certifies that: Citizen Participation -- It is in full compliance and following a detailed citizen participation plan that satisfies the requirements of 24 CFR §91.115 and each unit of general local government that receives assistance from the State is or will be following a detailed citizen participation plan that satisfies the requirements of 24 CFR §570.486. Consultation with Local Governments -- It has or will comply with the following: 1. It has consulted with affected units of local government in the nonentitlement area of the State in determining the method of distribution of funding; 2. It engages in or will engage in planning for community development activities; 3. It provides or will provide technical assistance to units of local government in connection with community development programs; and 4. It will not refuse to distribute funds to any unit of general local government on the basis of the particular eligible activity selected by the unit of general local government to meet its community development needs, except that a State is not prevented from establishing priorities in distributing funding on the basis of the activities selected. Local Needs Identification -- It will require each unit of general local government to be funded to identify its community development and housing needs, including the needs of low-income and moderate-income families, and the activities to be undertaken to meet these needs. Community Development Plan -- Its consolidated housing and community development plan identifies community development and housing needs and specifies both short-term and long-term community development objectives that have been developed in accordance with the primary objectives of Title I of the Housing and Community Development Act of 1974, as amended. (See 24 CFR 570.2 and 24 CFR part 570) Use of Funds -- It has complied with the following criteria: 1. Maximum Feasible Priority - With respect to activities expected to be assisted with CDBG funds, it certifies that it has developed its Action Plan so as to give maximum feasible priority to activities which benefit low and moderate income families or aid in the prevention or elimination of slums or blight. The Action Plan may also include activities which the grantee certifies are designed to meet other community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community, and other financial resources are not available); 2. Overall Benefit - The aggregate use of CDBG funds including section 108 guaranteed loans during program year(s) 2005, 2006, 2007, (a period specified by the grantee consisting of one, two, or three specific consecutive program years), shall principally benefit persons of low and moderate income in a manner that ensures that at least 70 percent of the amount is expended for activities that benefit such persons during the designated period; 3. Special Assessments - The state will require units of general local government that receive CDBG funds to certify to the following: It will not attempt to recover any capital costs of public improvements assisted with CDBG funds including Section 108 loan guaranteed funds by assessing any amount against properties owned and occupied by persons of low and moderate income, including any fee charged or assessment made as a condition of obtaining access to such public improvements. However, if CDBG funds are used to pay the proportion of a fee or assessment that relates to the capital costs CPMP State Grantee Certifications 3 Version 1.3 Jurisdiction of public improvements (assisted in part with CDBG funds) financed from other revenue sources, an assessment or charge may be made against the property with respect to the public improvements financed by a source other than CDBG funds. It will not attempt to recover any capital costs of public improvements assisted with CDBG funds, including Section 108, unless CDBG funds are used to pay the proportion of fee or assessment attributable to the capital costs of public improvements financed from other revenue sources. In this case, an assessment or charge may be made against the property with respect to the public improvements financed by a source other than CDBG funds. Also, in the case of properties owned and occupied by moderate-income (not low-income) families, an assessment or charge may be made against the property for public improvements financed by a source other than CDBG funds if the jurisdiction certifies that it lacks CDBG funds to cover the assessment. Excessive Force -- It will require units of general local government that receive CDBG funds to certify that they have adopted and are enforcing: 1. A policy prohibiting the use of excessive force by law enforcement agencies within its jurisdiction against any individuals engaged in non-violent civil rights demonstrations; and 2. A policy of enforcing applicable State and local laws against physically barring entrance to or exit from a facility or location which is the subject of such non-violent civil rights demonstrations within its jurisdiction; Compliance With Anti-discrimination laws -- The grant will be conducted and administered in conformity with title VI of the Civil Rights Act of 1964 (42 USC 2000d), the Fair Housing Act (42 USC 3601-3619), and implementing regulations. Compliance with Laws -- It will comply with applicable laws. Signature/Authorized Official May 12, 2005 Date Sheila D. Harris, Ph.D. Name Director, Arizona Department of Housing Title 1700 W. Washington, Suite 210 Address Phoenix, AZ 85007 City/State/Zip (602) 771-1000 Telephone Number CPMP State Grantee Certifications 4 Version 1.3 Jurisdiction This certification does not apply. This certification is applicable. See signature on the last page. Specific HOME Certifications The State certifies that: Tenant Based Rental Assistance -- If it intends to provide tenant-based rental assistance: The use of HOME funds for tenant-based rental assistance is an essential element of the State's consolidated plan. Eligible Activities and Costs -- It is using and will use HOME funds for eligible activities and costs, as described in 24 CFR § 92.205 through §92.209 and that it is not using and will not use HOME funds for prohibited activities, as described in §92.214. Appropriate Financial Assistance -- Before committing any funds to a project, the State or its recipients will evaluate the project in accordance with the guidelines that it adopts for this purpose and will not invest any more HOME funds in combination with other Federal assistance than is necessary to provide affordable housing; Signature/Authorized Official May 12, 2005 Date Sheila D. Harris, Ph.D. Name Director, Arizona Department of Housing Title 1700 W. Washington, Suite 210 Address Phoenix, AZ 85007 City/State/Zip (602) 771-1000 Telephone Number CPMP State Grantee Certifications 5 Version 1.3 Jurisdiction This certification does not apply. This certification is applicable. See signature on the last page. HOPWA Certifications The State HOPWA grantee certifies that: Activities -- Activities funded under the program will meet urgent needs that are not being met by available public and private sources. Building -- Any building or structure assisted under the program shall be operated for the purpose specified in the plan: 1. 2. For at least 10 years in the case of any building or structure purchased, leased, rehabilitated, renovated, or converted with HOPWA assistance, For at least 3 years in the case of assistance involving non-substantial rehabilitation or repair of a building or structure. May 12, 2005 Signature/Authorized Official Date Sheila D. Harris, Ph.D. Name Director, Arizona Department of Housing Title 1700 W. Washington, Suite 210 Address Phoenix, AZ 85007 City/State/Zip (602) 771-1000 Telephone Number CPMP State Grantee Certifications 6 Version 1.3 Jurisdiction This certification does not apply. This certification is applicable. See signature on the last page. APPENDIX TO CERTIFICATIONS Instructions Concerning Lobbying and Drug-Free Workplace Requirements Lobbying Certification This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Drug-Free Workplace Certification 1. By signing and/or submitting this application or grant agreement, the grantee is providing the certification. 2. The certification is a material representation of fact upon which reliance is placed when the agency awards the grant. If it is later determined that the grantee knowingly rendered a false certification, or otherwise violates the requirements of the Drug-Free Workplace Act, HUD, in addition to any other remedies available to the Federal Government, may take action authorized under the Drug-Free Workplace Act. 3. Workplaces under grants, for grantees other than individuals, need not be identified on the certification. If known, they may be identified in the grant application. If the grantee does not identify the workplaces at the time of application, or upon award, if there is no application, the grantee must keep the identity of the workplace(s) on file in its office and make the information available for Federal inspection. Failure to identify all known workplaces constitutes a violation of the grantee's drug-free workplace requirements. 4. Workplace identifications must include the actual address of buildings (or parts of buildings) or other sites where work under the grant takes place. Categorical descriptions may be used (e.g., all vehicles of a mass transit authority or State highway department while in operation, State employees in each local unemployment office, performers in concert halls or radio stations). 5. If the workplace identified to the agency changes during the performance of the grant, the grantee shall inform the agency of the change(s), if it previously identified the workplaces in question (see paragraph three). 6. The grantee may insert in the space provided below the site(s) for the performance of work done in connection with the specific grant: Place of Performance (Street address, city, county, state, zip code) Check if there are workplaces on file that are not identified here. The certification with regard to the drug-free workplace is required by 24 CFR part 21. Place Name Arizona Department of Housing 7. Street 1700 W. Washington St., Suite 210 City Phoenix County Maricopa State AZ Zip 85007 Definitions of terms in the Nonprocurement Suspension and Debarment common rule and Drug-Free Workplace common rule apply to this certification. Grantees' attention is called, in particular, to the following definitions from these rules: "Controlled substance" means a controlled substance in Schedules I through V of the Controlled Substances Act (21 U.S.C. 812) and as further defined by regulation (21 CFR 1308.11 through 1308.15); "Conviction" means a finding of guilt (including a plea of nolo contendere) or imposition of sentence, or both, by any judicial body charged with the responsibility to determine violations of the Federal or State criminal drug statutes; "Criminal drug statute" means a Federal or non-Federal criminal statute involving the manufacture, distribution, dispensing, use, or possession of any controlled substance; "Employee" means the CPMP State Grantee Certifications 9 Version 1.3 Jurisdiction employee of a grantee directly engaged in the performance of work under a grant, including: i. All "direct charge" employees; ii. all "indirect charge" employees unless their impact or involvement is insignificant to the performance of the grant; and iii. temporary personnel and consultants who are directly engaged in the performance of work under the grant and who are on the grantee's payroll. This definition does not include workers not on the payroll of the grantee (e.g., volunteers, even if used to meet a matching requirement; consultants or independent contractors not on the grantee's payroll; or employees of subrecipients or subcontractors in covered workplaces). Note that by signing these certifications, certain documents must completed, in use, and on file for verification. These documents include: 1. Analysis of Impediments to Fair Housing 2. Citizen Participation Plan 3. Anti-displacement and Relocation Plan May 12, 2005 Signature/Authorized Official Date Sheila D. Harris, Ph.D. Name Director, Arizona Department of Housing Title 1700 W. Washington, Suite 210 Address Phoenix, AZ 85007 City/State/Zip (602) 771-1000 Telephone Number CPMP State Grantee Certifications 10 Version 1.3 FY 2005‐2009 STRATEGIC PLAN 3-5 Year Strategic Plan This document includes Narrative Responses to specific questions that grantees of the Community Development Block Grant, HOME Investment Partnership, Housing Opportunities for People with AIDS and Emergency Shelter Grants Programs must respond to in order to be compliant with the Consolidated Planning Regulations. GENERAL Executive Summary The Executive Summary is optional, but encouraged. If you choose to complete it, please provide a brief overview that includes major initiatives and highlights that are proposed throughout the 3-5 year strategic planning period. 3-5 Year Strategic Plan Executive Summary: Executive Summary The Arizona Department of Housing is a young cabinet-level state agency, established on October 1, 2002. Former Governor Jane Dee Hull signed into law legislation that established the Arizona Housing Finance Authority on January 1, 2002, and the Arizona Department of Housing that following October. These two entities were established so that state government in Arizona could assist in developing the tools to impact an area of growing concern for the state, an issue that impacts the lives of all Arizonans – affordable housing in viable communities. The Arizona Department of Housing, in partnership with the Arizona Department of Economic Security, is proud to submit its very first Consolidated Plan. This Consolidated Plan is drafted pursuant to 24 CFR Part 91 as a single submission covering the planning and application aspects of the U.S. Department of Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership, Emergency Shelter Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA) formula programs. The Consolidated Plan creates the opportunity for strategic planning and citizen participation to take place in a comprehensive context. It’s much more than an application for federal funding; rather, it allows local governments, community organizations, and citizens to address the larger picture in which these programs operate, thereby offering the state insight to shape the various resources into effective, coordinated strategies. Where appropriate, statewide data and analysis have been incorporated into this Consolidated Plan. It is important to note, however, the Department focuses the investment of these formula programs in the non-entitled areas of the state – those communities that don’t receive a direct allocation from HUD. Needs, allocations, strategies, and uses of funds within entitled communities are discussed in their respective Consolidated Plans. This Plan covers the period July 1, 2005 through June 30, 2009. 3-5 Year Strategic Plan 1 Version 1.3 Jurisdiction Strategic Plan Due every three, four, or five years (length of period is at the grantee’s discretion) no less than 45 days prior to the start of the grantee’s program year start date. HUD does not accept plans between August 15 and November 15. Mission: The mission of the Arizona Department of Housing is to "provide housing and community revitalization to benefit the people of Arizona." General Questions 1. Describe the geographic areas of the jurisdiction (including areas of low income families and/or racial/minority concentration) in which assistance will be directed. 2. Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) and the basis for assigning the priority (including the relative priority, where required) given to each category of priority needs (91.215(a)(2). 3. Identify any obstacles to meeting underserved needs (91.215(a)(3)). 3-5 Year Strategic Plan General Questions response: General Questions Service Area Assistance will be directed primarily to non-metropolitan areas in the state of Arizona. Metropolitan areas are also assisted generally when local jurisdictions contribute, at a minimum, equal funding. Basis for Allocating Investments Investments are allocated based on the following priorities: 1) invest in rural areas that have limited funding opportunities; 2) invest in projects where the need for funds and the demand for the project design is demonstrated; 3) invest in the types of projects identified as high priorities in this plan; and, 4) invest in areas in decline and those with a disproportionate concentration of low-income and minority populations. Priorities are assigned by analyzing CHAS and Census data and the input provided by local jurisdiction both in the planning process and the application process. Meeting underserved needs is hindered by inadequate funding, absence of service provider agencies, lack of capacity in existing agencies, and absence of consensus by local jurisdictions regarding which needs are underserved. This section describes the methods of distribution and geographic allocation of resources for: 1) HOME Investment Partnerships Program (HOME), 2) Community Development Block Grant (CDBG), 3) Emergency Shelter Grant (ESG), and 4) Housing for Persons with AIDS (HOPWA). Program descriptions for the State Housing Trust Fund (HTF) and Low-Income Housing Tax Credit (LIHTC) programs are also 3-5 Year Strategic Plan 2 Version 1.3 Jurisdiction included in this section. As required by 24 CFR 91.320(g), program-specific items are noted when relevant. HOME Method of Distribution The state expects to receive $8,598,167 HOME resources, including $166,153 in American Dream Downpayment Initiative (ADDI). ADOH implements the American Dream Downpayment Initiative through the existing ADOH Homes for Arizonans Program. HOME match liability is expected to be met through state dollars invested in the Department’s Homes for Arizonans Program. The HOME program match liability is 25% (statutory requirement) of actual expenditures during the program year approximately $2,405,676. Match is provided from the following two sources – the Homes for Arizonans Program and match carried over from previous years. The Homes for Arizonans Program is expected to generate $1.2 million. This program provides downpayment and closing cost assistance to first time homebuyers in the rural areas of the state. Additionally, the state has $6.0 million in match that was carried over from previous years. The Homes for Arizonans program has been an essential component in the state's ability to far exceed the HOME program's minimum match requirements. ADOH intends to make HOME funds available statewide. Applicants for most HOME activities may also apply for State Housing Trust Fund resources through the same application. HOME Application Process The Department makes available HOME funds through an application process. Applications are accepted quarterly for rental and homeownership development activities, including CHDO activities, and semi-annually for housing rehabilitation programs. Administrative funding in support of HOME activities is available from the State Housing Trust Fund through the HOME application. Funding decisions are generally made within thirty (30) to sixty (60) days. Only applications that meet minimum thresholds are considered for funding. The minimum thresholds for HOME applications include program responsiveness and readiness to proceed. Applications that meet minimum thresholds are underwritten based on the following criteria as relevant to the proposed activity: 1) market need/demand; 2) management/capacity; 3) budget/financial analysis; and 4) program design. Once it is determined that an application meets minimum underwriting standards, the application and underwriting results are forwarded to a funding committee for final review and recommendation. The funding committee is comprised of ADOH staff, including program managers, risk assessors, administrators, the deputy director, and the director. When insufficient funds are available, either geographically or for an activity, competitive scoring criteria are used. If competitive scoring is necessary, the following scoring criteria will be used: very-low income and priority population targeting, and project readiness 3-5 Year Strategic Plan 3 Version 1.3 Jurisdiction The actual geographic distribution of resources will be based on the number and quality of applications received. The state will not hold funding available or make any concessions with regard to program thresholds or underwriting in order to guarantee the funding of activities within a specific geographic region. ADOH will not utilize HOME resources for tenant-based rental assistance or for homeownership assistance in the form of downpayment/closing cost or equity contributions (with the exception of the American Dream Downpayment Initiative set-aside). Downpayment and closing cost homeownership assistance programs are funded through the State Housing Trust Funds. HOME CHDO Distribution ADOH will distribute HOME resources to recipients and Community Housing Development Organizations (CHDOs) through the application process outlined above. In accordance with §92.201(b)(1) of the HOME regulations, geographic funding objectives have been established to ensure, to the extent possible, an equitable geographic distribution of funds. HOME Forms of Investment Investments are provided as grants and loans. HOME Resale and Recapture Provisions The Federal HOME Program requires either a resale or recapture provision as outlined in 24 CFR 92.254 of the HOME rule. ADOH has chosen to use the recapture provision for HOME and/or matching funds used to assist eligible homebuyers. Assistance provided by ADOH shall be in the form of a non-interest bearing, deferred payment loan secured by a deed of trust naming the state of Arizona or its designated representative(s) as beneficiary. The assistance is completely forgiven upon completion of the applicable affordability period. If the housing does not continue to be the principal residence of the homeowner for the duration of the affordability period, the assistance will be repaid in its entirety from the net sale proceeds. If the net sale proceeds are not sufficient to recapture the full amount of assistance plus enable the homeowner to recover the amount of their downpayment, ADOH will share the net proceeds. The net proceeds are the sales price minus loan repayment (other than ADOH funds) and closing costs. ADOH will permit the homeowner to recover the homeowner’s initial downpayment before recapturing ADOH assistance. The amount of ADOH assistance that is subject to recapture is based on the amount of assistance that enabled the homeowner to purchase the dwelling unit. This includes any assistance that reduced the purchase price from a fair market value to an affordable price, but excludes the amount between the cost of producing the unit and the market value of the property (i.e. the development subsidy). In the case of foreclosure or transfer in lieu of foreclosure, the lender is allowed to take the property without the affordability restrictions. As stipulated in the HOME regulations, ADOH will repay the HOME account if the assisted housing fails to meet 3-5 Year Strategic Plan 4 Version 1.3 Jurisdiction the affordability requirements for the full affordability period without regard to the term of any loan or mortgage or the transfer of ownership, even in the event of foreclosure, transfer in lieu of foreclosure, or assignment to HUD. HOME Security Instruments Recapture restrictions shall be executed through one or more of the following instruments, depending on the type of first-mortgage instrument: 1) A due-on-sale provision inserted by a private mortgage lender with loan pre-payment penalties covering the amount of recapture as determined above. At the time of property transfer, pre-payment proceeds less processing costs due the state of Arizona shall be paid by the first mortgage lender. Due-on-sale provisions shall be executed through written agreements between the lender and the state of Arizona, and shall be accepted by the borrower at the time of first-mortgage loan origination; 2) land use restriction agreements and/or deed restrictions filed against the property acquired by the assisted homebuyer; and 3) Deed of Trust and Promissory Notes consistent with the non-interest HOME-financed loan filed on the property acquired by the assisted homebuyer. Emergency Shelter Grant (ESG) Method of Distribution The Arizona Department of Economic Security (DES) is the HUD grantee for ESG funds and is the responsible administrative agency. ESG funds in the amount of $827,875 have been allocated to the state of Arizona. Up to five percent ($40,012) will be retained for administrative costs. It is the intent to renew existing contracts at previous funding levels. ESG Match ESG funds require a one-to-one (100%) match. Federal regulation allows the first $100,000 expenditure of ESG to be unmatched. The total minimum match that will be provided for the ESG grant is $700,248 for a total program resource of $1,500,496. In previous years the minimum match requirements have been exceeded. Matching funds are provided in a variety of ways ranging from in-kind salary matches to volunteer labor. Selected applicants least apt to be able to provide match will have their match requirement reduced by a negotiated amount. A total of $100,000 of match will be waived as allowed by federal regulation. ESG Geographic Funding Objectives Updated budgets, certifications if needed, and descriptions of activities to be funded by ESG will be submitted to the DES, Community Services Administration (CSA) for the renewal period. The updated information submitted will be reviewed and approved, where necessary to assure compliance with ESG requirements. It is planned that renewal contracts with governmental entities and nonprofit organizations can be in place by July 1. Funds will be spent by June 30, for contract renewals. 3-5 Year Strategic Plan 5 Version 1.3 Jurisdiction ESG Activity Funding Objectives The following funding strategies apply: 1) the current funding strategies is to continue funding at current levels for shelter services, case management and outreach which is approximately 70% in Maricopa County, 11.5% in Pima County, 4% in Pinal County, 12% in Mohave, Yavapai and Yuma Counties and 2.5% in Navajo, Cochise and Coconino Counties; 2) funding of eviction prevention services up to the maximum 30% of the allocation; 3) funding of staff costs in shelter facilities is not planned. DES intends to utilize up to 5% of the allocation for administration to help defray the costs of operating the ESG program. The ESG funds, upon award, will be contracted and utilized within the state fiscal year to operate emergency shelter and transitional housing facilities and make homeless prevention and essential services available in order to alleviate the urgent and growing needs of people who are homeless. Community Development Block Grant (CDBG) Method of Distribution The total amount of CDBG funds available is $13,432,908. No program income or carryover funds are available therefore none are included in this amount. Federal law allows the state to retain 2% ($268,658) plus $100,000 of its annual CDBG allocation for program administration. The state must provide a non-federal match for the 2%. The match is to be documented at the same time that CDBG funds are drawn down for the state’s administrative expenditures above $100,000. The $13,701,566 in Federal CDBG resources available to the state will be distributed as follows: ADOH Administration - $771,645. This includes $134,329 (1% for technical assistance), $368,658 (2% plus $100,000 for administration) and the required 2% administration match of $268,658. Grantee Funds: Regional Account (RA) – $ 10,990,433. SSP Account (SSP) – $ 1,939,488. At least 70% of CDBG funds must be spent on activities that meet the low/mod benefit national objective. Consequently, activities justified on the basis of slum/blight or urgent need are funded on a first-notified (to either the COG or ADOH), first-funded basis up to a maximum of 30% of CDBG funds. Requests for administrative funds are limited to not more than 18% of each applicant’s total application amount. Requests for public service funds are limited to not more than 15% of the total CDBG allocation and are funded on a first-notified, first-funded basis. ADOH will distribute any recaptured funds, de-obligated funds, disallowed costs from prior contracts, and program income (PI) not retained by grantees. These funds will be distributed as follows: 3-5 Year Strategic Plan 6 Version 1.3 Jurisdiction ADOH may reallocate de-obligated funds to the same community from which it was de-obligated to an existing or new contract of the same funding year based on the following criteria: 1) performance of the contract from which the funds were deobligated; and 2) ability to commit de-obligated funds to another project that can immediately use the funds provided the new funds can be committed through a new contract or an amended contract within 60 days. If ADOH cannot reallocate de-obligated funds according to the above criteria the deobligated funds will be redistributed by ADOH to the SSP. Funds recaptured for non-compliance and recaptured for non-performance will be redistributed by ADOH to the SSP. CDBG Regional Account The CDBG Regional Account (RA) consists of 85% of the state of Arizona allocation from HUD. The remaining 15% makes up the State Special Projects (SSP) Account. The RA is distributed on a non-competitive basis to all non-metropolitan cities, towns and counties in Arizona. The method by which the funds are distributed is determined by the state of Arizona working in conjunction with each regional Council of Government. Each COG develops a Method of Distribution (MOD) each year and forwards the MOD to ADOH for approval. The MOD determines which communities will receive funding each year and how much will be received. Some regions take turns getting funded (forgoing funding one year for higher amounts the next year) while others distribute the funds evenly every year. At the time of application each CDBG application amount must equal the allocation amount of the community. The applications are routed through the COG to ADOH. ADOH will attempt to review and fund each application submitted within 60 days of receipt. ADOH will review all applications and make the final award determinations. To determine the amount of CDBG funding allocated to each COG’s sub-account, the state uses a formula based on population and persons in poverty. Specifically, the COG sub-accounts are determined by: 1) multiplying the percentage of the total population of each COG by 30%; 2) multiplying the percentage of the total poverty population of each COG by 70%; and 3) adding the products of the two. The Regional Account (RA) is divided into four sub-accounts, one for each of the nonmetropolitan Councils of Government (COG) areas. Regional Account allocations are as follows: Central Arizona Association of Government (CAAG): Gila and Pinal Counties. $2,480,966 Northern Arizona Council of Government (NACOG): Apache, Coconino, Navajo and Yavapai Counties. $2,553,097 South Eastern Arizona Government Organization (SEAGO): Cochise, Graham, Greenlee and Santa Cruz Counties. $2,673,717 Western Arizona Council of Government (WACOG): La Paz, Mohave and Yuma Counties. $3,282,652 3-5 Year Strategic Plan 7 Version 1.3 Jurisdiction ADOH will announce CDBG funding levels by the first quarter of each year for both the Regional Account by COG and the State Special Projects Account by the total available for the state. All applications are due to ADOH by 5:00 P.M. on the following dates. NACOG and SEAGO – June 1 WACOG and CAAG – July 1 Each year the COG will recommend a Method of Distribution to ADOH for the communities within the respective COG region. ADOH has the final authority to determine the MOD for the state. ADOH’s final MOD will be included in the Annual Update of the Consolidated Plan, which is subject to a public participation process. CDBG Distribution Methodology All distribution of state CDBG funds is to be accomplished through an entitlement system. Each MOD must contain a multi-year schedule that indicates how CDBG allocations are to be distributed such that all eligible communities within each respective COG region will receive funding. The multi-year schedule should include the funding years that each community in the region will receive funds and estimate the amount to be available. This will allow each community to plan its CDBG projects in advance. Deviations from rotation schedules whereby communities trade allocations is allowed but must be accomplished prior to September 30. ADOH Approval of MOD Each COG must submit its MOD to ADOH by September 30 along with documentation that the MOD has been approved by formal action of the Regional Council. ADOH will distribute the final MOD to recipient communities by October 30. CDBG Recipient Community Responsibility While CDBG money is scheduled to be provided to all recipient communities according to the Method of Distribution, an actual award of CDBG funds is contingent upon an application that is eligible and that meets all application review thresholds. It is the responsibility of each recipient community to submit a CDBG application with a request of funding equal to or less than the amount of the projected allocation in the MOD. If a community that is scheduled to be funded does not submit a viable and compliant application to ADOH, the allocation for that community will be reallocated to the SSP. If the funding amounts scheduled for a community exceed funding requests included in the application, the balance will be redistributed to the SSP. Back-up applications will not be accepted. CDBG Application Routing through COG All CDBG applications must be routed through the COG for review. The COG will review each application for completeness, notify each community of their findings and assist the community with rectifying any application deficiencies. The responsibility to correct deficiencies lies with the community unless the COG is providing this service under contract to the community. The COGs have no discretion to reject applications and must forward all applications to the state. Only those communities identified as eligible to receive funding in the current year MOD 3-5 Year Strategic Plan 8 Version 1.3 Jurisdiction may submit an application, therefore, no rating or ranking or similar comparative analysis is necessary. COG costs for application review must be negotiated between the community and the COG. Each COG will establish its own application procedures (letters of intent, etc.) and submission deadline. CDBG Redistribution of Funds Funds will be redistributed as necessary according to the following: (The following language must be included in all MODs) Recapture is the action of removing funds from a contract due to one of the following two types of circumstances: 1) Recapture for non-compliance. The ADOH determines that CDBG funds were not used in compliance with the contract between ADOH and the recipient or in compliance with federal regulations; and 2) Recapture for non-performance. The recipient fails to perform according to the performance criteria outlined in the contract scope of work, the contract schedule, and/or the performance criteria outlined in the text of the contract with ADOH. Recaptured funds will return to ADOH to be redistributed through the State Special Projects account to the applicant next in line for funding. De-obligation is the action or removing funds from a contract due to one of the following: 1) the scope of work is completed using less CDBG funds than anticipated and leaving an unexpended balance; 2) the original allocation was a loan and the loan was paid back; 3) an activity was changed or cancelled (for reasons other than performance) resulting in excess funding; 4) program income is received that is not programmed for use. De-obligated funds may be rolled into an existing or new contract of the same funding year from which the funds were de-obligated if they can be put under contract within 60 days and used quickly. The community must have a positive performance record to be granted this approval. If the above is not possible, the funds will return to ADOH to be redistributed through the State Special Projects account to the applicant next in line for funding. CDBG Match The state will provide the non-federal funds from two sources. These include “hard” match funds, i.e., state funds used to pay salaries and other operating expenses of the CDBG program and “in-kind” or “soft” match funds which represent staff time devoted to the CDBG program by individuals whose salaries are paid from nonfederal sources. These individuals, which include those located in the Information Technology Division, Personnel, Procurement, the Division’s front desk, the Deputy Director and Programs Administrator, all track their time on departmental time sheets. CDBG-Eligible Activities CDBG funds can be used for a wide range of activities including but not limited to: 1) public improvements (water, wastewater, streets); 2) public facilities (parks, community/senior centers, removal of architectural barriers); 3) housing (both owner-occupied and rental rehabilitation, new housing construction undertaken by a 3-5 Year Strategic Plan 9 Version 1.3 Jurisdiction nonprofit, and homeownership assistance); 4) economic development (infrastructure for and direct assistance to businesses, including micro enterprises, to create or retain jobs for and benefit low-moderate income persons); 5) public services (e.g., childcare, transportation, job training); and 6) planning. CDBG-Eligible Applicants The state CDBG program is available to units of local government, including cities, towns, and counties, in rural areas. For the purposes of the CDBG program, rural areas are those located outside of entitlement jurisdictions, which receive CDBG funds directly from HUD. Entitlement jurisdictions in Arizona include all of Maricopa and Pima Counties, the cities of Flagstaff, Prescott, and Yuma, and tribal lands. CDBG Urgent Needs Grant Applications When proposing an activity that meets the urgent need national objective, the applicant must document that it has no other financial resources available to meet the need. Additionally, all activities that propose to meet the urgent need national objective must meet community development needs that: 1) have a particular urgency; 2) pose a serious, immediate threat to the health or welfare of the community; and 3) and are of recent origin. CDBG Colonias Set Aside HUD mandates the state expend at least 10% of its CDBG allocation in the colonias. The colonias allocation is $1,440,910. All activities in a self-determined or CDBGdetermined colonia will be considered to meet this set-aside. If there are insufficient funds requested for colonias from the RA, colonias State Special Prjoects (SSP) applications for will be given priority-funding consideration. CDBG State Special Projects Any eligible CDBG activity can be undertaken with SSP funds. The only difference is that the SSP is competitive and all applications must demonstrate that the project is ready to implement immediately. ADOH may use some of the SSP to create a contingency account available to assist with Regional Account and SSP project shortfalls. CDBG SSP ELIGIBLE All activities pursuant to 24 CFR 570 that are ready to begin implementation immediately with environmental review requirements completed, Release of Funds issued, land control secured, planning, design, and permitting complete, and all other related upfront issues resolved. CDBG SSP APPLICATION SUBMISSION All communities eligible to receive funding from the state CDBG program are eligible to apply. Each community is encouraged to submit one application. Multiple applications may be submitted from one community if the applications are prioritized. All first priority applications will be reviewed first, with subsequent priority applications reviewed if sufficient funding is available, thereby allowing each community a chance to be funded. 3-5 Year Strategic Plan 10 Version 1.3 Jurisdiction CDBG SSP APPLICATION DEADLINE Applications are due to ADOH on June 1 by 5:00 pm (if a weekend, then the first business day thereafter). CDBG SSP SELECTION OF PROJECT AWARDS Projects will be selected for SSP funding by a competitive process through which applications are scored. The highest scoring applications within each priority category will be awarded prior to awarding projects in subsequent priority categories. Scored applications will be kept on file for one year and the next highest scoring applications will be funded if funding becomes available through recapture or de-obligated CDBG funds. The following criteria will be used to select project awards: 1) The extent to which the project meets the needs for public services, public works, community facilities and housing ; 2) the extent to which equipment or a project improves, upgrades, or rehabilitates facilities, housing or neighborhoods; 3) the extent to which a project benefits a large segment of the population specific to the type of assistance; 4) the extent to which the project provides a direct, provable benefit to low-income and special needs persons, especially, how effectively the proposal proves that the need for the project exists; 5) the extent to what project costs been carefully estimated; 6) the extent to which the project is ready to begin; 7) the extent the project leverages other committed money into the service, facility or housing especially local private and governmental investment (to include salaries, engineering/architectural services, etc that CDBG will not be billed for; 8) the relative performance of the applicant on past contracts and the capacity of in house or contracted staff to implement the project; 9) does the proposed cost of the project/activity justify the number of persons who will directly benefit from the project/activity; 10) the extent to which a project will generate secondary benefits such as continued investment (especially private), increase in economic activity, decrease in crime, increased safety, community building; 11) the extent to which the application demonstrates that improvements can be maintained in the future. Housing Opportunities for Persons With AIDS (HOPWA) Method of Distribution and Geographic Investment The state is scheduled to receive $164,000 in HUD HOPWA funds. A total of $16,400 of these funds will be used for administration. Three percent ($4,920) will be used by ADOH and 7% ($11,480) will be used by project sponsors. Any previously uncommitted will be combined with this. ADOH is an entitled Eligible Metropolitan Area (EMA) that includes the following counties: Apache, Cochise, Coconino, Gila, Graham, Greenlee, LaPaz, Navajo, Santa Cruz, Yavapai and Yuma. The balance of the state is included in other HOPWA EMAs. Applications will be accepted for projects located within the EMA and on an on-going basis until all funds are committed. Coordination of project proposal planning with local AIDS/HIV Consortia will be encouraged through the proposal review process. Technical assistance will be provided to potential applicants in the planning of their proposed projects. 3-5 Year Strategic Plan 11 Version 1.3 Jurisdiction Supportive Housing Program and Shelter Plus Care Method of Distribution ADOH will coordinate and serve as the applicant for HUD Continuum of Care Homeless Assistance funds for rural Arizona (all counties excluding Maricopa and Pima). These include Supportive Housing Funds, Shelter Plus Care and Housing Trust Fund. The State is scheduled to receive $3,008,817 in Supportive Housing Program Funds. Of these, $150,440 (5%) will be retained by the state for administration and $75,220 (2.5%) will be provided to project sponsors in Housing Trust Fund for administration. ADOH is scheduled to receive $5,602,600 in Shelter Plus Care Funds. All of these funds will be provided to project sponsors for program implementation, of which the project sponsors may retain up to 7% for program administration. ADOH is scheduled to provide $2,000,000 in Housing Trust Funds to sustain its Eviction/Prevention Emergency Homeless Housing Assistance Program. This will be done through negotiations with the current 22 contractors located statewide the 15 existing counties who represent nonprofit, county and city governments, and PHA agencies. Eligible project sponsors (co-applicants and subcontractors) include city and county governments, PHAs, tribal governments and nonprofit agencies servicing homeless persons. The ADOH will file the national competitive application on behalf of rural Arizona and will serve as grantee for projects approved by HUD through subcontracts to governmental and nonprofit agencies. Eligible program components include: transitional housing; permanent housing for disabled persons; supportive services not in conjunction with supportive housing; safe havens; rental assistance through the Shelter Plus Care Program, in either tenant based, project based, sponsor based or SRO configurations; and Section 8 SRO housing. Within these components eligible activities may include acquisition, rehabilitation, new construction, leasing, operating costs, supportive services and rental assistance. The term of HUD assistance may vary depending on the program component for which funds are requested. The Continuum of Care Application Process has the following components: 1) existing resources and gaps addressed by the HUD application need to be identified; 2) data collection by all agencies proposing projects for Continuum of Care assistance and ongoing local homeless Continuum of Care planning groups; and 3) consultation with municipal, county and COG representatives regarding needs in their respective geographic areas; and, use of various databases compiled on a regular basis by the state of Arizona and its agencies. The state will submit one Maricopa Association of Government Shelter Plus Care renewal project application and serve as the agency lead planner and applicant for HUD Continuum of Care Homeless Assistance funds for Maricopa County. The state will submit one HUD Shelter Plus Care renewal project application to the Pima County Continuum that serves as the agency lead planner and applicant for HUD Continuum of Care Homeless Assistance funds for Pima County. SHP Match ADOH actively obtains matching funds for operating costs, supportive services, and capital development for all Supportive Housing activities. ADOH has actively funded capital development activity, over and above HUD Supportive Housing program 3-5 Year Strategic Plan 12 Version 1.3 Jurisdiction requirements, to help local communities and nonprofit agencies meet the housing needs of homeless persons throughout the state. State Housing Trust Fund (HTF) Method of Distribution The State Housing Trust Fund (HTF) is a resource funded through the state's Unclaimed Property Fund. Original estimates from the Arizona Department of Revenue indicated that the fund could expect to receive $18.8 million in the next fiscal year. It is a flexible funding source and can be used on a variety of activities benefiting low- and moderate-income families including housing rehabilitation, development, homelessness prevention, and tribal initiatives. HTF Selection Process ADOH makes available State Housing Trust Fund (HTF) through an application process. Applications are accepted periodically and funding decisions are generally made in 30 to 60 days. Only applications that meet minimum thresholds are considered. The minimum thresholds for HTF applications include program responsiveness and readiness to proceed. Applications that meet minimum thresholds are underwritten based on the following criteria as relevant to the proposed activity: 1) market need/demand; 2) management/capacity; 3) budget/financial analysis; and 4) program design. Once it is determined that an application meets minimum underwriting standards, the application and underwriting results are forwarded to a funding committee for final review and recommendation. The funding committee is comprised of senior ADOH staff, including program managers, administrators, the deputy director, and the director. The funding committee makes a recommendation to the ADOH director as to whether the application should be funded without conditions, funded with conditions, or rejected. The ADOH director makes the final funding decision. When insufficient funds are available, either geographically or for an activity, competitive scoring criteria are used. If competitive scoring is necessary, the following scoring criteria will be used: Very-low income targeting and priority populations Low Income Housing Tax Credit (LIHTC) Allocation Plan The Low Income Housing Tax Credit Program provides federal income tax credits to owners of qualifying residential rental projects. An approximate $10 million allocation of tax credits is available. This tax credit allocation will result in approximately $100 million in investor equity for the construction of affordable rental housing. The program was established by the Tax Reform Act of 1986 to replace traditional tax incentives for investment in low-income housing eliminated by the same law. ADOH is the agency in Arizona responsible for allocating tax credits to specific projects that comply with the Internal Revenue Code (“the IRS” or the “Code”). ADOH carries out this responsibility through the creation and administration of the Qualified Allocation Plan (the “QAP”). The state has set the following specific goals for the LIHTC program: 1) an equitable allocation of projects between the urban and rural areas of the State and among various geographic regions; 2) substantial involvement and input from the affected community; 3) projects serving very low-income families; 4) projects to be built on tribal lands; 5) acquisition/rehabilitation and rehabilitation projects; 6) projects serving priority populations with special housing needs; 7) projects undertaken by 3-5 Year Strategic Plan 13 Version 1.3 Jurisdiction non-profit organizations; 8) projects located in each of the rural Councils of Government jurisdictions. Managing the Process (91.200 (b)) 1. Lead Agency. Identify the lead agency or entity for overseeing the development of the plan and the major public and private agencies responsible for administering programs covered by the consolidated plan. 2. Identify the significant aspects of the process by which the plan was developed, and the agencies, groups, organizations, and others who participated in the process. 3. Describe the jurisdiction's consultations with housing, social service agencies, and other entities, including those focusing on services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. *Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and other jurisdictions must assist in the preparation of the HOPWA submission. 3-5 Year Strategic Plan Managing the Process response: Managing the Process Lead Agency The Arizona Department of Housing (ADOH) is the lead agency for overseeing the development and implementation of the Consolidated Plan. ADOH is a new cabinet-level state agency, established on October 1, 2002. Former Governor Jane Dee Hull signed into law legislation that established the Arizona Housing Finance Authority on January 1, 2002, and the Arizona Department of Housing that following October. These two entities were established so that state government in Arizona could assist in developing the tools to impact an area of growing concern for the state, an issue that impact the lives of all Arizonans – affordable housing in viable communities. The Department is responsible for the administration of the Small Cities Community Development Block Grant funding, is the Participating Jurisdiction responsible for administering HOME funds for all areas of the state outside of Maricopa and Pima counties, and is the Eligible Metropolitan Area responsible for administering Housing Opportunities for Persons with AIDS (HOPWA) funds for all areas of the state except Maricopa, Mohave, Pima, and Pinal counties. The Arizona Department of Economic Security is responsible for administering Emergency Shelter Grant (ESG) funds and has contributed to the development of this Plan. 3-5 Year Strategic Plan 14 Version 1.3 Jurisdiction Plan Development The process undertaken for the development of the Consolidated Plan includes both ongoing planning activities and special forums conducted over a 12 month period beginning in April 2004. ADOH is involved on a continual basis in numerous planning efforts with other state departments, local/regional/county governments, housing/social service providers, businesses and citizens. The planning bodies responsible for these efforts often consist of members that are recipients of ADOH funding or share in some respect ADOH’s mission to address housing and community development needs for lowincome and special needs populations throughout the state. The main product of these planning efforts are: 1) current and accurate identification and prioritization of needs; 2) establishment of objectives; 3) development of funding distribution methodology; and 4) development of policy. These planning bodies include the following: Governor’s Interagency and Community Council on Homelessness (ICCH) Governor Janet Napolitano created the Governor’s Interagency and Community Council on Homelessness and issued an Executive Order to that effect on June 5, 2004. The purpose of the ICCH is to guide the development and implementation of a state level plan to end homelessness for Arizonans with a focus on families who are homeless. The ICCH works to identify policy, practice, and funding actions that can be taken at the state level to prevent and to end homelessness through support, involvement, and coordination among multiple state agencies and the private sector. The ICCH is comprised of representatives to the Governor’s Children’s Cabinet and private sector individuals appointed by the Governor. Rural (Balance of State) Continuum of Care ADOH directly facilitates the Continuum of Care (C of C) process in the 13 rural counties (“balance of state”). The C of C process is required by the U.S. Department of Housing & Urban Development (HUD) to enable localities to apply to the federal government for certain competitive grant programs that provide funding to address specific special needs problems. This process brings together local governments and agencies to address local solutions to these problems. On an annual basis the Department applies for competitive funding to HUD for projects and programs that are identified as priority projects through the Continuum process; ADOH, in turn, then acts as the administering agency for the grants that are passed through to the participating sub-recipients. Over the years, ADOH has secured millions of dollars from the Shelter Plus Care and Supportive Housing Programs. Arizona Housing Commission The Arizona Housing Commission was created by Executive Order in 1996 to serve as an advisory body to the Governor and to the Arizona Department of Commerce, now the Department of Housing. The Commission was formally established in statute in 1997. The Commission is comprised of 24 key decision makers from private industry, community-based non-profit housing organizations, and state, local, and tribal governments. 3-5 Year Strategic Plan 15 Version 1.3 Jurisdiction The diverse representation is comprised of: - One representative of a rural city government, a nonrural city government from Pima County and a nonrural city government from Maricopa County (3). - One representative of a rural county government, Pima County government and Maricopa County government (3). - One representative of a tribal government and a tribal housing department (2). - One representative of the banking or lending community (1). - One representative of the special needs population (1). - One representative of a statewide housing association (1). - Two representatives of the private sector of the real estate industry (2). - Three representatives from the private sector of the housing industry, a homebuilder, a multifamily housing developer, and a licensed manufactured home manufacturer or dealer (3). - Two representatives of non-profit organizations that work on housing or other related issues, one from Pima County and one from a rural county (2). - Two representatives of the general public, one from Pima County and one from a rural county (2). - One representative of an organization that works on farmworker housing issues (1). - The Director of the Arizona Department of Housing or the director’s designee. The director or the director’s designee may only vote to break a tie vote of the other members (1). - The Speaker of the House of Representatives and the President of the Senate or their designees who serve as advisory members (2). The Commission was given the following authorities and responsibilities: - Recommend affordable housing strategic planning and policy. - Coordinate public and private housing finance programs. - Provide the means for better private and public partnerships and initiatives for developing affordable housing. - Review and oversee state housing programs. - Encourage the development of affordable housing opportunities for special needs populations. - Advise the Governor, Legislature, state agencies, and city, county, and tribal governmental bodies on the public and private actions that affect the cost or supply of housing. Arizona Housing Finance Authority As part of the creation of the Arizona Department of Housing, the legislature also created the Arizona Housing Finance Authority (AzHFA). Under the provisions of HB 2615, the Authority may issue bonds for multi-family residential projects, bonds to finance residential dwelling units and establish mortgage credit certificate programs. These powers have been granted for the rural areas of Arizona. The seven members of the AzHFA are appointed by the Governor and represent geographical diversity. No more than four members will be from the same political party. Various work groups consisting of Authority board members are convened on a regular basis to assist with program development and evaluation. 3-5 Year Strategic Plan 16 Version 1.3 Jurisdiction Arizona Councils of Governments The four rural Councils of Governments (COGs) - Southeastern Arizona Governments Organization (SEAGO), Northern Arizona Council of Governments (NACOG), Central Arizona Association of Governments (CAAG) and Western Arizona Council of Governments (WACOG) - provide an important planning and data gathering function for ADOH. Each COG is governed by a Board that consists of the City or County Manager of each local government within the respective geographic COG region. This equitable board structure provides a forum to conduct the planning necessary for the receipt of federal transportation and community development funds. The primary planning responsibility of each COG with respect to the Consolidated Plan is the development of a recommended method of distribution for CDBG funds. The COGs have both knowledge in the CDBG program and proximity to CDBG recipient community. CDBG grantees are encouraged to utilize the services of the COGs for technical assistance. The COGs, under contract with ADOH, provide general technical assistance to the recipient communities within their respective region on behalf of ADOH. General technical assistance includes the ability to explain CDBG regulations in general and the ADOH program specifically. COGs provide an excellent repository of local recent planning studies used for a variety of grant applications and public policy undertakings. Arizona Public Housing Authority ADOH operates the Arizona Public Housing Authority. Information derived from operating the state PHA provides an accurate and recent view of public housing needs and trends for which planning efforts can be designed to address. The responsibilities entail administering a Section 8 Voucher program for Yavapai and Graham Counties, two rural counties that are not otherwise served by a local housing authority. The Section 8 Voucher Program provides rental subsidy payments for approximately 65 very low-income households. The Arizona PHA also operates the Section 8 Project-Based program throughout the state which entails administering approximately 111 HUD-subsidized rental properties accounting for thousands of individual rental units located throughout the state of Arizona. Through this program participating properties are subsidized, allowing the very low-income tenants to pay only 30% of their incomes on rent. Governor’s 2020 Planning Initiative ADOH was given the responsibility of developing the housing component of the Governor’s 2020 Planning Initiative. The Aging 2020 Plan is being developed in response to demographic trends forecasting increasing numbers of senior citizens who will live longer and have more demands for services. ADOH has developed a housing plan that provides more opportunities for affordable housing linked to improved medical and social services that will allow seniors to live productive independent lives longer in their life cycles. The housing component was developed in conjunction with Arizona COGs Area Agency on Aging departments, the Arizona Association of Retired Persons, and citizen input. Public Forums Six public comment forums were conducted to solicit information on housing and community development needs. These forums were held around the state in Sierra Vista, Cottonwood, Payson, Show Low, Phoenix, and Lake Havasu City. Advance notice was given for these forums in the form of announcements published in newspapers of general circulation at least two weeks prior to the forum; notice was also posted on the Department’s website. These announcements provided information about the topic of the forum, location, and how comments could be 3-5 Year Strategic Plan 17 Version 1.3 Jurisdiction submitted if the person(s) was unable to attend. The forum was held in handicapped accessible locations convenient to actual and potential beneficiaries. Interpreters were available in instances where the Department had reason to believe a significant number of non-English speaking residents were expected to participate. Consultations with Agencies Agencies providing services related to housing, social services, elderly persons, disabled persons, persons with HIV/AIDS, families and homeless participated in the public forums and have permanent representation on the various planning bodies described above. Citizen Participation (91.200 (b)) 1. Provide a summary of the citizen participation process. 2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and nonEnglish speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted. *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. 3-5 Year Strategic Plan Citizen Participation response: Citizen Participation The state is required to adopt a citizen participation plan that sets forth the state’s policies and procedures for citizen participation in compliance with the provisions of 24 CFR 91.115. The Arizona Department of Housing encourages participation in the development of the Consolidated Plan, any substantial amendments to the plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). Participation of low and moderate income persons is encouraged – particularly those living in slum and blighted areas and in areas where Community Development Block Grant (CDBG) funds are proposed to be used and by residents of predominantly low- and moderate-income neighborhoods. The public participation events for the Consolidated Plan 2005-2009 represent the culmination of several years’ worth of experience in conducting similar events. In previous years, events to solicit public comment were governed by the Citizen Participation Plan adopted by the Arizona Department of Housing and the state of Arizona. These events typically consisted of public hearings and forums. Public hearings were held even prior to the previous Consolidated Plan and have traditionally provided a forum for the Department to release information to residents in an open setting. Forums, in various forms, have also taken place over the years providing a more focused, direct method of public input. The Department has also become more involved in sponsoring and attending regularly scheduled meetings 3-5 Year Strategic Plan 18 Version 1.3 Jurisdiction with various agencies and working groups. This adds another unique dimension to the consolidated planning purposes. All public hearing and forum announcements and comment periods specifically reference that comment is requested both on the Consolidated Plan and the Citizen Participation Plan. These plans will be made available in a format accessible to persons with disabilities and those with limited English proficiency (LEP) upon request. The state of Arizona sought public input and cooperated with a variety of organizations in the preparation of the 2005-2009 Consolidated Plan, as follows: · The Department solicited input from the Arizona Housing Commission, Arizona Housing Finance Authority, and local Public Housing Authorities on various program policies that are reflected in the Consolidated Plan. · Six public comment forums were conducted to solicit information on housing and community development needs. These forums were held around the state in Sierra Vista, Cottonwood, Payson, Show Low, Phoenix, and Lake Havasu City. Advance notice was given for these forums in the form of announcements published in newspapers of general circulation at least two weeks prior to the forum; notice was also posted on the Department’s website. These announcements provided information about the topic of the forum, location, and how comments could be submitted if the person(s) was unable to attend. The forum was held in handicapped accessible locations convenient to actual and potential beneficiaries. Interpreters were available in instances where the Department had reason to believe a significant number of non-English speaking residents were expected to participate. · Throughout the year, state representatives have attended a wide variety of meetings with organizations and citizen advocacy groups on subjects affecting the Consolidated Plan. · In some cases, work groups were formed with practitioners to provide input on program design. · Individual aspects and program components of the Consolidated Plan have also been discussed and feedback generated at various meetings, workshops and conferences. Information bulletins, newsletters and questionnaires on proposed program and policy changes have also been sent out to solicit feedback and input. Citizen Comment Dozens of comments were solicited for the development of the Consolidated Plan. The most frequently heard comments, in no specific order, related to the cost and lack of land for affordable housing development, lack of affordable rental housing, overcrowding conditions, rehabilitation for retro-fitting homes owned by the elderly, the need for downpayment and closing cost assistance, and the need for increased marketing and outreach of existing programs and services. A detailed summary of these comments is attached as an additional electronic file. Review of Draft Consolidated Plan Before the state adopts its Consolidated Plan, it will make available to citizens, public agencies, and other interested parties information that includes the amount of assistance the state expects to receive and the range of activities that may be undertaken, including the estimated amount that will benefit persons of low and 3-5 Year Strategic Plan 19 Version 1.3 Jurisdiction moderate income and the plans to minimize displacement of persons and to assist any person displaced. Of note, the state does not anticipate any programs that will involve displacement of low- and moderate-income persons. In the unlikely event displacement occurs, required assistance will be provided in accordance with the Uniform Acquisition and Relocation Act and the HUD Anti-Displacement regulations. The state published the proposed Consolidated Plan in a manner that afforded all interested parties a reasonable opportunity to examine its contents and submit comments. No comments were received. Amendments to the Consolidated Plan Under the final Consolidated Plan regulations, the state is required to advise HUD of substantial changes to the state’s Consolidated Plan. The Arizona Consolidated Plan represents the best efforts possible to incorporate citizen comments and concerns in the entire planning process. Criteria for amending the Consolidated Plan and/or the disbursement or targeting of funding would include changes in activities or the method of distribution, either reported herein or unforeseen, and changes in beneficiaries or subscribers that could reasonably be expected to change the delivery of services described herein. By definition, a substantial amendment to the Consolidated Plan would result from a change in activity from eligible to ineligible, or vice versa, a change from formula allocation to competitive award of funds, or vice versa, or from a change in the method of distribution of funds if said change will cause an increase or decrease in the original allocation mix over 35%. The state will provide interested parties with reasonable notice through a public newspaper(s) with statewide circulation and an opportunity to comment on substantial amendments. Comments will be received for a period of not less than 30 days, as identified in the public notice, on the substantial amendment before the amendment is implemented. Furthermore, the notice will clearly provide the name and address of the individual responsible for receiving these comments. Reasonable notice will be given to interested parties for non-substantial amendments through a mailing to current grantees and by posting on the Department’s website. The state will consider any comments or views of interested parties received in writing, if any, in preparing the substantial amendment to the Consolidated Plan. Performance Reports Citizens shall be provided with a reasonable notice and opportunity to comment on any performance reports required on the Consolidated Plan. A period of not less than 15 days shall be provided to receive comments on the performance report prior to its submission to HUD. The state shall consider any comments received in writing from the public in preparing the performance report. Citizen Participation Requirements For Local Governments Units of local government, including councils of government, receiving CDBG funds from the state will hold a public hearing to receive comment on their proposed 3-5 Year Strategic Plan 20 Version 1.3 Jurisdiction project(s) and/or program(s) prior to submission to the state. For housing projects, these hearing must also include comment on program accomplishments from the preceding project(s) and/or program(s). Units of local government, including councils of government, receiving CDBG funds from the state for non-housing projects also must hold a public hearing to receive comment on program accomplishments after project completion but prior to final close out. Availability to the Public The Consolidated Plan, as adopted, substantial amendments, and related performance reports shall be available to the public, including the availability of materials in a form accessible to persons with disabilities and those with limited English proficiency (LEP) upon request. These documents shall be available in the Phoenix office of the Arizona Department of Housing and on the Department’s website (www.housingaz.com). The state shall provide interested parties with reasonable and timely access to the Consolidated Plan. The state shall provide a timely, substantive written response to every written citizen complaint received in regard to the Consolidated Plan, its amendments, and performance reports. Institutional Structure (91.215 (i)) 1. Explain the institutional structure through which the jurisdiction will carry out its consolidated plan, including private industry, non-profit organizations, and public institutions. 2. Assess the strengths and gaps in the delivery system. 3. Assess the strengths and gaps in the delivery system for public housing, including a description of the organizational relationship between the jurisdiction and the public housing agency, including the appointing authority for the commissioners or board of housing agency, relationship regarding hiring, contracting and procurement; provision of services funded by the jurisdiction; review by the jurisdiction of proposed capital improvements as well as proposed development, demolition or disposition of public housing developments. 3-5 Year Strategic Plan Institutional Structure response: Institutional Structure Plan Implementation The Arizona Department of Housing (ADOH) is a department of Arizona state government. ADOH is headed by a Director and Deputy Director under which five administrators oversee programs, operations and intergovernmental coordination. The activities prescribed in the Plan are implemented by governmental, non-profit and for-profit entities under contract with ADOH. Contracts are awarded based on the ability of an entity to demonstrate the capacity to undertake eligible activities through a written proposal process. ADOH works in conjunction with four councils of government to develop a plan for the targeting and distribution of funds throughout the state. 3-5 Year Strategic Plan 21 Version 1.3 Jurisdiction Gaps in the Delivery System The effectiveness of implementing activities by contracting with outside agencies is dependent upon the capacity of the agencies conducting the activities and the expertise of ADOH staff in administering the contracts. Effective and professional administration of contracts by ADOH Program Specialists is a strength in the delivery system. Each contract is assigned a Program Specialist to oversee the progress and distribute funding. The Program Specialist is the one point of contact for the implementing agency. Gaps in the delivery exist in implementation. Many small city and county governments in the most rural parts of the state do not have sufficient staff and/or expertise to undertake the activities prescribed in the Plan. In many rural parts of the state, there is also a lack of non-profit and for-profit entities with the type of development and service delivery experience to undertake the activities prescribed in the Plan. Gaps in Public Housing The Arizona Department of Housing and the Arizona Public Housing Authority do not own or manage any public housing. Monitoring (91.230) 1. Describe the standards and procedures the jurisdiction will use to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements. 3-5 Year Strategic Plan Monitoring response: Monitoring Every effort will be made to ensure all projects and units remain compliant with the regulations set forth by the applicable funding source and for the period of time specified in the funding contract. Community Development Block Grant (CDBG) Procedures for CDBG monitoring are described in the State of Arizona Community Development Block Grant Program Grant Administration Handbook (Rev. 05/04) published by the Arizona Department of Housing. The handbook is distributed on a compact disc to all CDBG eligible units of government and is updated as necessary. Chapter 6 of the handbook describes the monitoring process, which consists of both desk and on-site monitoring; it also contains copies of all “desk” (in-office) and onsite monitoring forms used by program staff. Thus, applicants and grantees know beforehand on what they will be monitored. In addition, ADOH has prepared and provided to all grantees handbooks covering crosscutting federal requirements such as environmental review, labor standards, procurement, contracting, and acquisition. These handbooks contain detailed information along with sample documents, file checklists, and forms that grantees may use to help ensure administration of a compliant program. 3-5 Year Strategic Plan 22 Version 1.3 Jurisdiction Staff conducts desk monitoring during all phases of each project based on a combination of a risk analysis and random sample. Documented desk monitoring includes a detailed application review including national objectives, eligible activities, cost reasonableness, anti-speculation, citizen and public participation and certifications; requests for payment; environmental review; procurement and contracting; acquisition; construction bids/contracts; labor standards including weekly payrolls and employee interviews; Section 3; housing rehabilitation guidelines; homeownership assistance guidelines; and, sub-recipient agreements, closeout reports, and audits. The nature of the activities undertaken by grantees determines which documents must be submitted for desk monitoring. After desk monitoring has been completed, the grantee is notified, in writing, as to whether the items reviewed were compliant or what corrective actions are needed with a date for such to be completed. Staff also conducts on-site monitoring visits. Each community is monitored at least twice during the contract period; once during construction and again at close-out. During on-site monitoring the project site(s) is/are visited to ensure consistency with the information in the application and contract. Additionally, a sample of files is reviewed. Checklists are provided to all grantees to ensure communities maintain all required documents and the on-site monitoring proceeds efficiently. Grantees are always notified in writing in advance of a monitoring visit; it is scheduled at a mutually convenient time. All monitoring visits result in a report that identifies the items reviewed, any concerns and findings, and a response date if necessary. Response dates for both desk and on-site monitoring are tracked through Housing Development Software (HDS). Lack of timely, appropriate responses can result in a withholding of funds, an inability to apply for future funds or a grant termination following appropriate notification and due process procedures. Responses are reviewed for completeness and, if necessary, an additional correspondence is exchanged until all issues are resolved. HOME Investment Partnership Program ADOH has two written policies with regard to the monitoring of HOME-funded projects. These policies are outlined in documents entitled Monitoring Policy for Funding Contracts and Long-Term Monitoring Policy for State-Assisted Rental Housing. The first document outlines the policies and procedures for monitoring HOME-assisted projects during the funding phase while the project is under contract with the state and prior to project completion; the latter outlines the policies and procedures for monitoring HOME-assisted projects during the statutory long-term affordability period. Both policies have been reviewed by the local HUD office for compliance with HOME program requirements. The goals and philosophy behind ADOH’s monitoring is 1) to document accountability for the proper use of funds to regulatory oversight agencies and to the public; 2) to provide recipients with the training and technical assistance necessary to comply with legal requirements for the use of these public funds; and, 3) in cases of outright non-compliance, to take all necessary measures to assure issues are adequately resolved and/or proper sanctions are undertaken. 3-5 Year Strategic Plan 23 Version 1.3 Jurisdiction Monitoring Policy for Funding Contracts Desk reviews and on-site monitoring provide an on-going assessment to assure the activities and transactions undertaken by the recipient of HOME funds are allowable within laws, regulations, and policies that govern the program. Staff is responsible for gauging information received (or not received) from recipients against all applicable laws, regulations, and policies. Throughout the contract period, recipients must submit bi-monthly reports. The reports update staff regarding the recipient’s progress and collects federally-mandated reporting information such as matching contributions, contracts let to minority and women owned businesses, and statistics on any relocations. Occasionally, additional documentation is required of recipients that enables staff to provide in-house oversight (“desk monitoring”). As part of on-going technical assistance to recipients, staff is available to meet with recipients as necessary. Recipients who have not previously contracted with the ADOH for funding or who are engaging in a new activity may be required to attend a pre-contract meeting. Staff also makes themselves available for additional meetings and technical assistance visits as necessary throughout the open contract period. In addition to reviewing monthly reports, staff schedules at least one site visit for each recipient of HOME dollars on an annual basis. Since most HOME contracts are typically open from a period of 12 months to two years, most contracts will receive at least two monitoring visits – one of which is scheduled when the project or program is near completion. Each monitoring visit generally involves at one-to-two day visit to the recipient agency to review records, inspect the program/project’s progress in completing required activities, and to meet with staff responsible for the HOME funded program/project. On-site monitoring visits shall include the following components: entrance/exit conferences, documentation/file review, and viewing of the project (as applicable). Within 30 days of an on-site monitoring visit, staff will provide written monitoring comments to the recipient in the form of a follow-up letter. The letter shall, at a minimum, include date of review and those present during the review, results of the monitoring (satisfactory performance, concern, or finding), a statement describing the basis for each conclusion, instructions on what the recipient must do to address any area of concern or finding, and a deadline by which the recipient must respond. In extreme cases of non-compliance, staff shall determine that an additional on-site monitoring visit is necessary before an issue can be adequately resolved. Staff will work with recipients to the greatest extent possible to come to a satisfactory resolution in areas where recipients are in non-compliance or when onsite monitoring visits have resulted in findings. Deadlines are set by which recipients are expected to bring their program/project into compliance. Should ADOH exhaust all possible avenues to bring a recipient’s contract into compliance, the matter may be determined by the Department to be an “unresolved issue.” Any recipient with an unresolved issue may be barred from further funding from the State Housing Fund program (HOME and/or Housing Trust Funds). A recipient who has been barred from future funding due to unresolved issues may appeal the decision in one of two ways: 1) by resolving the issue to the satisfaction of ADOH, or 2) providing a detailed plan of action in the area(s) of concern that describes the procedures the recipient put into place to alleviate any future possibility of noncompliance. ADOH, in its sole discretion, may reject such plans of action if it is 3-5 Year Strategic Plan 24 Version 1.3 Jurisdiction deemed insufficient in alleviating the Department’s concerns about future performance and compliance. Long-Term Monitoring for State-Assisted Rental Housing As outlined in all funding contracts and Declaration of Covenants, Conditions, and Restrictions (CC&Rs), rental property owners/managers are required to maintain complete files to comply with program reporting requirements and to make their records available to authorized agents of the state and federal government. ADOH holds owners of state assisted housing responsible for compliance with applicable state and federal regulations throughout the compliance period. Desk review and on-site monitoring provide an on-going assessment to assure the rental units assisted with State Housing Fund (HOME and/or Housing Trust Funds) dollars are being utilized in accordance with all laws, regulations, and policies that govern the program. Staff is responsible for reviewing information received (or not received) from property owners/managers as it relates to laws, regulations, and policies. Throughout the compliance period, property owners/managers must complete and submit a ”Yearly Compliance Report.” The report updates staff on the status of the state-assisted units and property. Outright failure to comply with the reporting requirements of the program will result in an unresolved compliance issue and will prohibit owners from receiving future State Housing Fund dollars until the property is brought into compliance. In addition to reviewing the yearly report, staff will schedule on-site monitoring visits according to the requirements of the HOME Program, as described below. The frequency of on-site monitoring is determined by the total number of units – both assisted and non-assisted - within the property, according to the following schedule: Number of Units in the Project 1-4 5-25 26+ Minimum Frequency of Site Visits Once every 3 years Once every 2 years Once every year The length of the compliance period is determined by the amount of State Housing Funds invested per unit in the project. The compliance period, also known as the affordability period, is determined in the initial underwriting and is communicated to funding recipients at the time of initial commitment. The length of the compliance period is also outlined in the legal documentation filed on the property. Activity Acq./ Rehab State Investment Per Unit Less than $15,000 Between $15,000 - $40,000 More than $40,000 New Construction or Acq. of Newly Constructed Units Regardless of Amount Minimum Affordability Period 5 Years 10 Years 15 Years 20 Years On-site monitoring visits shall include the following components: entrance/exit conferences, tenant/general file review, and inspection of the state-assisted units and common areas. Within 30 days of an on-site monitoring visit, staff shall provide 3-5 Year Strategic Plan 25 Version 1.3 Jurisdiction written monitoring comments to the recipient in the form of a follow-up letter. The letter shall, at a minimum, include date of review and those present during the review, results of the monitoring – satisfactory performance, concern, or finding, a statement describing the basis for each conclusion, instructions on what the recipient must do to address any areas of concern or finding, and a deadline by which the recipient must respond. In extreme cases of non-compliance, staff shall determine that an additional on-site monitoring visit is necessary before an issue can be adequately resolved. The focus of the on-site monitoring is to determine compliance with tenant income eligibility requirements, maximum allowable rental rates, physical property standards, and affirmative fair marketing laws. Staff will work with property owners/managers to the greatest extent possible to come to a satisfactory resolution in areas where properties are in non-compliance or when on-site monitoring visits have resulted in findings. Deadlines are set and adhered to by which property owners/managers are expected to bring their property into compliance. Should ADOH exhaust all possible avenues to bring a property into compliance, the matter may be determined by the Department to be an “unresolved issue.” Any property owner/manager with unresolved issues may be prohibited from further funding from the State Housing Fund. A property owner/manager who has been prohibited from receiving future funding due to unresolved issues may not appeal the decision but may have the ban lifted by bringing the property into compliance. Low Income Housing Tax Credit (LIHTC) ADOH is required to monitor and inspect Low Income Housing Tax Credit (LIHTC) projects for compliance with the Internal Revenue Code (IRC) Section 42, Treasury Regulation 1.42-5, the requirements (set-asides, income restrictions, rent skewing, affordability period, amenities and services, etc.) elected in the application and agreed upon in the Extended Use Agreement, and upon which the Department based its award of tax credits. ADOH has prepared a Low Income Housing Tax Credit Program Compliance Manual for all program participants. The manual outlines the compliance monitoring procedures and reporting requirements of the Department. The manual also includes samples of all annual reports, certifications, etc. Twice annual training is offered by the ADOH on the Compliance Manual and owner’s/manager’s compliance responsibilities. Topics covered include recordkeeping, record retention, certifications, reviews and inspections, liability, and correction of non-compliance conditions. ADOH is required to file Internal Revenue Service (IRS) Form 8823, “Low-Income Housing Credit Agencies Report of Noncompliance,” with the IRS within 45 calendar days of the end of the allowable correction period. All non-compliance issues must be reported whether corrected or not. The Department will explain the nature of the noncompliance or failure to certify and state whether or not the noncompliance has been corrected. The IRS, not ADOH, will make any determinations as to the applicability of recapture penalties. ADOH must perform inspections of the project and perform on-site audits of the resident certification forms and supporting documentation throughout the first 15 3-5 Year Strategic Plan 26 Version 1.3 Jurisdiction years of the compliance period and any agreed-upon extended compliance period. ADOH will notify the owner in writing of the scheduling of any such inspection or audit. Every applicant for a project that receives an allocation of tax credits must pay to ADOH a non-refundable monitoring fee to cover compliance monitoring of the project by or on behalf of ADOH. ADOH will assess the monitoring fee annually and the monitoring fee will be due on or before March 15th of each year along with the submission of the annual report. Emergency Shelter Grant (ESG) Monitoring Plan The Department of Economic Security (DES) will review contracts and validate for environmental clearance prior to providing approval and expenditure and reimbursement of ESG funds. For new ESG agencies contracting with Community Services Administration, an on-site visit will be conducted after the contract is awarded. ESG resources and program reports are monitored monthly. Monthly program reports attached to fiscal claims for reimbursement are designed to capture client data, average number of bed nights, activities, fiscal expenditures billed and types, and sources of match. A formal desk review will be completed annually and a written report prepared with findings and recommendations identified for corrective actions, if necessary. At least every three years each ESG provider will receive a monitoring site visit and a written report prepared with findings and recommendations for corrective actions, if necessary. Completion of corrective actions with specific timelines for completion are required and verified by DES. Housing Opportunities for Persons with AIDS (HOPWA) With respect to the housing and related service needs of persons living with HIV or AIDS, the Department administers the Housing Opportunities for Persons with AIDS (HOPWA) Program. Activities are focused on homeless prevention (through rental assistance) and providing services to homeless persons with HIV or AIDS. ADOH contracts and monitors for compliance with annual performance relative to HOPWA requirements. On-site visits are conducted following contract award and program reports are required on an annual basis. Program reports are designed to capture client data, activities, and fiscal expenditures billed. At least twice a year each HOPWA grantee receives a monitoring visit and a written report with finding and corrective actions, if necessary. This visit also provides an opportunity for onsite programmatic technical assistance. Completion of corrective actions with specific timelines for completion are required and verified by the Department. Priority Needs Analysis and Strategies (91.215 (a)) 1. Describe the basis for assigning the priority given to each category of priority needs. 2. Identify any obstacles to meeting underserved needs. 3-5 Year Strategic Plan Priority Needs Analysis and Strategies response: 3-5 Year Strategic Plan 27 Version 1.3 Jurisdiction Priority Needs Analysis and Strategies A number of factors were weighted prior to the assignment of priority given to statewide needs. First, a thorough quantitative and qualitative analysis of data revealed needs and gaps from a purely statistical approach. Secondly, public comment solicited statewide prior to the development of this plan was considered. Lastly, existing programs and initiatives were assessed for their efficiency and effectiveness in meeting identified needs and gaps. Obstacles to meeting underserved needs vary from community to community; however, there are some commonalities statewide: Lack of funding - Between increased construction/rehabilitation costs, decreased housing affordability, and explosive population growth, there simply isn’t enough money to meet the needs. Absence of service providers – Arizona is a predominately rural state; the geographically expansive service areas make it nearly impossible for providers to maintain a consistent, physical presence in most communities. Lack of capacity in existing agencies – Many service providers experience higherthan-average attrition rates among their employees; recruitment and retention of staff continues to be a challenge. Lack of consensus – Lack of consensus by stakeholders within a particular jurisdiction regarding which needs are most underserved often produces a stalemate. Lead-based Paint (91.215 (g)) 1. Estimate the number of housing units that contain lead-based paint hazards, as defined in section 1004 of the Residential Lead-Based Paint Hazard Reduction Act of 1992, and are occupied by extremely low-income, low-income, and moderate-income families. 2. Outline actions proposed or being taken to evaluate and reduce lead-based paint hazards and describe how lead based paint hazards will be integrated into housing policies and programs. 3-5 Year Strategic Plan Lead-based Paint response: Lead-Based Paint Lead poisoning is one of the most common and preventable pediatric health problems today. In 1991, the Centers for Disease Control (CDC) issued guidelines for identifying children with lead poisoning. Research has shown that even a low level of lead in a child’s blood could have harmful effects on their physical and developmental health. Furthermore, the CDC has recommended all children be screened for lead in their blood. Those identified with blood lead poisoning would receive intervention to remove the source of the poisoning and reduce the blood lead level. 3-5 Year Strategic Plan 28 Version 1.3 Jurisdiction Lead-based paint hazards consist of any condition that causes exposure to lead from lead-contaminated dust, lead-contaminated soil, lead-contaminated paint that is deteriorated or present in accessible surfaces, friction surfaces, or impact surfaces that would result in adverse human health effects as established by the appropriate federal agency. Of the 870,000 dwelling units constructed before 1978 at risk of lead based paint hazards, 77% of the units were located in metropolitan areas while 23% were located in rural Arizona. Of the dwelling units constructed before 1978 and occupied by low-income households at risk of lead-based paint hazards, 78% of the units were located in metropolitan areas while 22% were located in rural Arizona. The methodology used to generate these figures incorporates the application of national lead based paint incidence standards to the construction year residential dwellings were built. Discussions with the Arizona Department of Health Services indicate these estimates are reasonable for the state. According to the information provided by the Arizona Department of Health Services, there were 331 reported cases (261 for children and 70 for adults) of elevated lead blood levels (poisoning) in 2003. The same source also indicated that a child is considered lead poisoned at 10 ug/dl and adults are considered lead poisoned at 25 ug/dl. Eighty-five percent of the 261 children had lead levels of 10 to 19 ug/dl and the remaining 15% 20+ ug/dl. Of the total number of children reported, 74% were Hispanic, 13% Caucasian, 3% Native American, 1% African American, 1% Asian, and 8% unknown. In terms of gender, 45% of the reported cases for children were male and 55% female. Evaluation and Reduction Current regulations require recipients ensure occupants, homeowners and homebuyers are notified of the hazards of lead-based paint. Additionally, recipients must a) conduct a visual assessment, paint testing, or risk assessment, depending on the activity, and b) conduct lead hazard reduction activities, including paint stabilization, interim controls, standard treatments, or abatement depending on the requirements for the activity type as identified in 24 CFR Part 35. Some projects are funded exclusively with Housing Trust Funds and, therefore, are not required to comply with the Federal LBP regulation at 24 CFR Part 35. Nevertheless, it is the policy of the Department to provide lead-safe housing to all assisted households. If the Department provides assistance for the acquisition or rehabilitation of housing, and no federal funds are included in the project financing, the following will apply as a matter of policy beginning with projects acquired and/or rehabilitated after January 1, 2002: 1. All units in the project will be subject to visual assessment standards for identification of deteriorated or deteriorating paint surfaces. 2. All rehabilitation, maintenance or other physical work on the painted surfaces will be done using safe work practices, to be certified by the owner of the property or recipient of grant funds, unless the surface has been tested and determined to be LBP-free. 3. Any such work will be subject to visual assessment standards upon completion to ensure that the work has been completed, an intact painted surface 3-5 Year Strategic Plan 29 Version 1.3 Jurisdiction restored, and all debris and dust have been removed. Dust wipes are not a requirement, but are recommended where feasible to create documentation of safe work. Rental property owners are required to have a paint maintenance policy that ensures regular (at least annual) visual assessment and repair/maintenance of painted surfaces using Safe Work Practices. 3-5 Year Strategic Plan 30 Version 1.3 Jurisdiction HOUSING Housing Needs (91.205) *Please also refer to the Housing Needs Table in the Needs.xls workbook 1. Describe the estimated housing needs projected for the next five year period for the following categories of persons: extremely low-income, low-income, moderate-income, and middle-income families, renters and owners, elderly persons, persons with disabilities, including persons with HIV/AIDS and their families, single persons, large families, public housing residents, families on the public housing and section 8 tenant-based waiting list, and discuss specific housing problems, including: cost-burden, severe cost- burden, substandard housing, and overcrowding (especially large families). 2. To the extent that any racial or ethnic group has a disproportionately greater need for any income category in comparison to the needs of that category as a whole, the jurisdiction must complete an assessment of that specific need. For this purpose, disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least ten percentage points higher than the percentage of persons in the category as a whole. 3-5 Year Strategic Plan Housing Needs response: Housing Needs There were slightly more than 1.9 million households in Arizona in 2000. Of those, nearly 1.3 million were owners and 606,414 were renters. A significant number of these owners and renters experienced a variety of housing problems. The housing problems were even more acute and severe for extremely low- and very low-income households. HUD’s 2000 Comprehensive Housing Affordability Strategy (CHAS) data tables categorized households into five income groups and four household types. The income groups ranged from those households making less than 30% of median family income (MFI) to those making more than 80% of MFI. The four household types were elderly, small and large family, and all other. Each of the income groups were matched with each household types, and additionally by tenure (owner and renter). Some of the more salient findings from the CHAS are highlighted below. Further details are available in the “Needs Table” of this Plan. Extremely low-income households (0-30% MFI) • 74% of owners and 78% of renters experienced some type of housing problem; more than 90% of large family households experienced problems. • Over half of both owners and renters were severely cost-burdened – paying more than 50% of their income for housing. 3-5 Year Strategic Plan 31 Version 1.3 Jurisdiction Low-income households (30-50% MFI) • 60% of owners and 82% of renters experienced some type of housing problem; 70% of elderly renters experienced problems. • One-quarter of both owners and renters were severely cost-burdened. Moderate-income households (50-80% MFI) • 47% of owners and 52% of renters experienced some type of housing problem. • 12% of owners were severely cost-burdened; less than 5% of renters were. Middle-income households (>80% of MFI) • 15% of owners and 17% of renters experiences some type of housing problem. • Roughly 1% of both owners and renters were severely cost-burdened. Not surprisingly, the lower the household income the greater the chance of experiencing a housing problem or being severely cost-burdened. Large family households and the elderly represent a disproportionate percentage of housing needs. The correlation between low-income and minority status is prevalent throughout Arizona. The incidence of minority households experiencing overcrowding, substandard conditions, or being cost burdened is very high. However, it can also be said that as both minority and non-minority households move down the income scale, the incidence of housing problems increases dramatically. This infers that it’s not so much a matter of race and/or ethnicity, but a matter of income. Since the percent of minorities who are low-income far exceeds their proportionate numbers in the general population, minorities suffer disproportionately in terms of their basic need of adequate, affordable shelter. In rural Arizona, approximately 41% of the total population is minority. There are 21 census tracts in the non-metro counties of Arizona (off tribal lands) that have been identified as “high minority concentration areas” – having a minority population concentration ratio of >75% or 200% of the state minority population rate of 36%. Most of these census tracts are located in the state’s border counties. These census tracts are identified in the attached table titled “Rural Minority Concentration Census Tracts.” Priority Housing Needs (91.215 (b)) 1. Identify the priority housing needs in accordance with the categories specified in the Housing Needs Table (formerly Table 2A). These categories correspond with special tabulations of U.S. census data provided by HUD for the preparation of the Consolidated Plan. 2. Provide an analysis of how the characteristics of the housing market and the severity of housing problems and needs of each category of residents provided the basis for determining the relative priority of each priority housing need category. Note: Family and income types may be grouped in the case of closely related categories of residents where the analysis would apply to more than one family or income type. 3-5 Year Strategic Plan 32 Version 1.3 Jurisdiction 3. Describe the basis for assigning the priority given to each category of priority needs. 4. Identify any obstacles to meeting underserved needs. 3-5 Year Strategic Plan Priority Housing Needs response: The attached "Housing Needs Table" illustrates the commitmentof the Arizona Department of Housing to assisting those households least able to help themselves. In fact, more than half of the "high priority needs" identified by the Department are in households earning less than 50% of the area median income (AMI). By tenure, the population most in need of assistance are those renting their dwellings. Their issues are broad and numerous; however, being rent burdened is consistent across all income levels. Substandard living and/or overcrowding conditions also ranked high. While being cost burdened is also an issue for homeowners, it ranks second to substandard living and/or overcrowding conditions. Some may be surprised to learn that, overall, "small-related" households (those with 1-2 related members) have greater housing needs than "large-related" households (those with more than 3 related members). One might surmise that large-related households may have more than one income earner - thereby increasing the amount of money available for housing and associated expenses. HUD CHAS data labels those households with unrelated members as "all other" households. This fairly nebulous group generally have fewer housing needs than small-related households but greater than large-related. Elderly renters and homeowners across all income levels continue to be challenged. Many have limited incomes and have difficulties absorbing the ever-increasing cost of housing. Others may be in need of accessibility modifications in order to stay in their current place of residence. The process of assigning high, medium, and low priorities is never an easy one. The Department took a very methodical and logical approach to this task. First, a thorough quanitative and qualitative analysis of data revealed needs and gaps from a purely statistical approach. Secondly, public comment solicited statewide prior to the development of this Plan was considered. Lastly, existing programs and initiatives were assessed for their efficiency and effectiveness in meeting identified needs and gaps. Obstacles for meeting underserved needs vary from community to community; however, there are some commonalities statewide: Lack of funding - Between increased construction/rehabilitation costs, decreased housing affordability, and explosive population growth, there simply isn't enough money to meet the needs. Absence of service providers - Arizona is a predominately rural state; the geographically expansive service areas make it nearly impossible for providers to maintain a consistent, physical presence in most communities. Lack of capacity in existing agencies - Many service providers experience higherthan-average attrition rates among their employees; recruitment and retention of staff continues to be a challenge. 3-5 Year Strategic Plan 33 Version 1.3 Jurisdiction Lack of consensus - Lack of consensus by stakeholders within a particular jurisdiction regarding which needs are most underserved often produces a stalemate. Housing Market Analysis (91.210) *Please also refer to the Housing Market Analysis Table in the Needs.xls workbook 1. Based on information available to the jurisdiction, describe the significant characteristics of the housing market in terms of supply, demand, condition, and the cost of housing; the housing stock available to serve persons with disabilities; and to serve persons with HIV/AIDS and their families. 2. Describe the number and targeting (income level and type of household served) of units currently assisted by local, state, or federally funded programs, and an assessment of whether any such units are expected to be lost from the assisted housing inventory for any reason, (i.e. expiration of Section 8 contracts). 3. Indicate how the characteristics of the housing market will influence the use of funds made available for rental assistance, production of new units, rehabilitation of old units, or acquisition of existing units. Please note, the goal of affordable housing is not met by beds in nursing homes. 3-5 Year Strategic Plan Housing Market Analysis responses: Housing Market Analysis This section of the Consolidated Plan examines several important housing indicators. These indicators include supply, tenure, vacancy rates, affordability, housing gap, indicators of housing quality, housing for the disabled, currently assisted housing and future trends. This section is mostly based on data available from the 1990 and 2000 Censuses. Housing Supply The 2000 Census reports that Arizona had 2,189,189 housing units – 529,759 units more than were present in 1990. This marked an increase of almost 32% for the decade. The number of households in Arizona rose by 38.9% during the 1990s. This disparity in household formation versus housing units indicates a somewhat tighter housing market in 2000 than what existed in 1990. Household growth in Arizona’s non-metropolitan counties averaged 4.6% per year compared to a growth rate of 3.7% in the metropolitan areas. Increase in Housing Units and Households (1990-2000) Area Single-Family Manufactured Multi-Family Total Units Metropolitan Counties 40.1% 10.9% 16.7% 29.3% Non-Metropolitan Counties 42.4% 30.4% 37.9% 39.9% State Total 40.7% 20.7% 18.9% 31.9% Households 37.0% 45.6% 38.9% In 2000, about 62.8% percent of Arizona’s housing units were single-family homes – a significant increase over 1990’s 58.9%. Approximately one in 7.5 units is located in 3-5 Year Strategic Plan 34 Version 1.3 Jurisdiction a multi-family structure with 10 or more units. This is slightly less than the national average of one in every eight dwellings being in a ten plus structure. One indicator of the demand for moderately priced single-family homes is the rapid growth in the number of manufactured homes. In 1990, the number of manufactured homes in Arizona was 250,597 units. By 2000, it increased to 302,575 units. In rural Arizona, close to 29% of all current housing units are manufactured homes, according to the 2000 Census. The Arizona housing stock is much newer than the national average. Close to 78% of Arizona units were built since 1970. Nationally, that number is 50%. The proportion of units built since 1970 in Arizona is almost 74% in the metropolitan counties in contrast to 26% in the non-metropolitan counties. Vacancy Rates The state level vacancy rate for homeowners in Arizona decreased form 2.5% in 1990 to 1.6% in 2000. In fact, it was identical to the national vacancy rate of 1.6% in 2000. The current multi-family rental physical vacancy rate in Phoenix and Tucson market rate apartments is 10%. However, when concessions and aggressive discounts are considered, the "economic vacancy rate" is closer to 20%. As mortgage interest rates rise and fewer people are able to afford homeownership, this is expected to improve. Physical and economic vacancy rates are extremely time and market sensitive. Vacancy rates for very low-income rental units are much tighter. A recent market study suggested physical vacancy rates for these units ranged from 0-2%. Thus, very low-income households have limited rental choices. Household growth in Arizona is expected to continue to outpace new construction that will further aggravate the problem for low-income families. The renter vacancy rate is generally higher in the metropolitan areas of the state. As is usually the case, homeowner vacancy rates tend to be much lower than those for rental units. Almost half of these vacancies were in units held for seasonal, recreational or occasional use. Tenure Between 1990 and 2000, the statewide homeownership rate fluctuated between a high of 69.6% in 1993 and a low of 62% in 1996, ending at 68% in 2000. The national homeownership rate for 2000 was 67.3%. Most western states have high homeownership rates – greater than the national average. However, despite rapid growth in population and new housing units, Arizona and Nevada trail other states. The large growth in single-family construction has been primarily in the higher-end, higher-income household category. Average construction values and sales prices have increased substantially in the 1990s. Meanwhile, the share of Arizona households who can afford mortgage payments for the average single-family house is decreasing. 3-5 Year Strategic Plan 35 Version 1.3 Jurisdiction Housing Tenure Change (1990-2000) Area % Owner-Occupied 1990 2000 Metropolitan Counties 62.7% 66.8% Non-Metropolitan Counties 69.4% 72.3% State Total 64.2% 68.0% Source: 1990 and 2000 Censuses % Renter-Occupied 1990 2000 37.3% 33.2% 30.6% 35.8% 27.7% 32.0% From 1990 to 2000, there was a noticeable increase in the share of owner-occupied housing and a decrease in the share of renter-occupied housing in Arizona. This important change is true for the metropolitan counties, the non-metropolitan counties, and for the state of as a whole. Specific numerical changes have been summarized in the above table. Homeownership rates in Arizona started to decline after the 2000 Census was published, dropping to 65.6% in 2002. The rate has only recently started to increase and, in 2004, stood at 68.7% - just slightly above the 2000 rate. The 2000 Census data indicates that statewide homeownership rate was 71.3% for white, 55% for Hispanic, 61.2% for Native American, 44.1% for African-American, and less than 57% for Asian and Pacific Islanders. These rates are generally higher than the national average rates, as presented in the following table. Arizona and U.S. Homeownership Rate by Race and Ethnicity Homeownership Rate by Race and Ethnicity All Households White Alone* Black or African American Alone American Indian and Alaska Native Alone Asian Alone Native Hawaiian and Other Pacific Islanders Alone Some Other Race Alone Hispanic or Latino (of Any Race) Not Hispanic or Latino Homeownership Rate Arizona U.S. 68.0% 66.2% 71.3% 71.3% 44.1% 46.3% 61.2% 55.7% 57.0% 53.2% 46.8% 45.5% 52.6% 40.4% 55.0% 45.7% 70.8% 68.1% * Hispanic and Non-Hispanic White Housing Condition and Quality According to survey information from the Maricopa County Needs Assessment, nearly 14% of all housing units in Maricopa County are in need of major repair including roof replacement, plumbing, painting, remodeling, and renovations to heating and cooling systems. The survey also looked at other areas around the state; between 17 and 21% of respondents in rural areas (outside of Maricopa and Pima counties) indicated their homes were in need of major repair. While there are no formal housing condition studies available for rural Arizona, a survey conducted in 1998 by the city of Casa Grande revealed that approximately 25% of rural housing stock across Arizona is in need of major repair. 3-5 Year Strategic Plan 36 Version 1.3 Jurisdiction Census data shows substandard housing is also prevalent on the 22 Native American reservations in Arizona. At least 15.9% of reservation units lack complete plumbing and some tribes face even more severe situations. For example, on both the Navajo and Hopi reservations, the number of units lacking complete plumbing exceeds 45%. HUD recognizes overcrowded units as a measure of housing distress. Of the 1,901,327 occupied dwellings (owner and renter-occupied units) in Arizona, 8.6% of the stock is overcrowded. The number of overcrowded units is more than likely understated given that many cases of overcrowded conditions go unreported. Overcrowding is also quite common on reservations. Approximately 36% of reservation units are overcrowded. On both the Havasupai and Navajo reservations, the number of overcrowded units exceeds 50%. According to the U.S. Census Bureau, Arizona reservations had the worst overcrowding among all reservations nationally. Housing Affordability This portion of the market analysis focuses on several aspects of the demand for housing that is both affordable and appropriate to the needs of lower-income households. Because higher income households may choose to occupy units that would be affordable to households with lower incomes, the existence of affordable units does not assure they will always be available. In local markets where demand for all housing is particularly high, lower-income households may be further disadvantaged when competing for a share of the available housing units. Rental Housing Renting an apartment can be a convenient way for families to find decent, affordable housing. Historically in Arizona, this has been the case. However, an accelerated decreasing trend in rental affordability is becoming a concern. In 1970, according to the Census, the median reported rent was $90, which required an annual income of $4,400 to live affordably. Seventy-three percent of households could afford this because the median household income was $8,197. For 2000, this percentage dropped by four points to 69%. According to the National Low Income Housing Coalition publication Out of Reach 2003, an individual holding a minimum wage job (paying $5.15/hour) would have to work over 92 hours a week to afford the HUD published “fair market rent” (FMR) on a one-bedroom unit. Two minimum wage earners would have to work two full-time jobs each to afford the FMR on a three-bedroom unit. Aside from those multifamily units financed by federal and state subsidy programs, a very small share of new multifamily construction is designed for low- and moderateincome families. Meanwhile, the number of Arizona households that can afford market rents for the average multifamily unit is decreasing. Homeownership Over the past few years, thanks in large part to historically low mortgage interest rates and a significant increase in the number of homes financed with nonconventional loan products, homeownership became more affordable to lowerincome households. From 1990 through 2001, the national median sales price of an 3-5 Year Strategic Plan 37 Version 1.3 Jurisdiction existing home increased nationally by 54.5% – slightly faster than the 53.1% increase in median family incomes. During the same period, the median sales price of an existing home in Arizona increased by 51.4% compared to a 45.2% increase in median family income. Based on data from the American Housing Survey it has been estimated nearly 19 million renters are unable to afford the purchase of a modestly priced home. In Arizona, there were an estimated 456,000 renter households in 2000 that could not afford to purchase a median-priced house. While income is an important factor, most of those unable to buy also lack the necessary downpayment and closing costs, and have other debt payments that reduce the amount of income available for a mortgage payment. According to HUD’s 2000 Comprehensive Housing Affordability Strategy (CHAS) data for Arizona, there were 222,554 renter households and 291,069 owner households who were cost-burdened (paying more than 30% of their incomes for housing.) In fact, there were 103,697 renter households and 108,666 owner households who spent 50% or more of their incomes on housing. Data on mortgage delinquencies at the state level remains fairly stable. Past due mortgages declined slightly from 3.97% of all mortgages in 1999 to 3.74% in the second quarter of 2004. Mortgage defaults (90 days past due) stayed very stable, changing from 0.59% in 2000 to a seasonally adjusted rate of 0.58% in the second quarter of 2004. Foreclosures initiated have increased during the same period from 0.29% to 0.33% of all mortgages. In part, these changes may be related to the rapid increase of sub-prime loans that are most common among female and minority borrowers and those living in underserved areas. In 1999, sub-prime loans accounted for 19% of refinancing and 6% of home purchase loans. By the second quarter of 2003, sub-prime loans dropped to 9.2% of refinancing and increased to 10.2% of home purchase loans. Despite these signs, home prices continue to skyrocket statewide with both metropolitan and rural communities reporting record increases. As shown in the following table, there has been a 51.4% increase in home prices statewide between 1990 and 2000. For the same period, the highest percentage increase of 72.1% was reported for Coconino County and the lowest (33.1%) for Yuma County. Increases in Average Single-Family Home Values 1990 2000 Maricopa County $85,300 $129,200 Pima County $76,500 $114,600 Coconino County $82,800 $142,500 Yuma County $64,000 $85,100 Statewide $80,100 $121,300 Percent of Increase 51.5% 49.8% 72.1% 33.0% 51.4% Housing Affordability Gap According to The Arizona Affordable Housing Profile study, the estimated housing affordability gap in Arizona, as of 2000, was 194,700 units. Housing affordability gap or the “gap” was defined as the difference between the number of households within each income range and the number of housing units affordable to those households. The distribution of “gap” for selected jurisdictions were reported as follows: 3-5 Year Strategic Plan 38 Version 1.3 Jurisdiction Jurisdiction Number of Households in the "Gap" Maricopa Pima Non-metro Native American Reservations Households Included in the “Gap” as a Percent of Total Households 108,500 25,100 37,400 9.6% 7.6% 9.5% 23,700 56.7% Housing for Persons with Disabilities There are 902,252 people with some form of disability in Arizona. Of that total, 73.2% live in the two metro counties of Maricopa and Pima and the remaining 26.8% in the 13 rural counties. Following is a summary of disability rates for selected ages at the state level: · · · For age 5 to 20, the disability rate is 8% For those from 21 to 64, the disability rate is 19.4% For age 65 and older, the disability rate is 39.7% In general, the incidence of disability rate increases by age progression. Therefore, as the baby boomers retire over the next decade, the number of disabled retirees will also increase at a much faster rate. This will also increase the demand for existing and newer homes that are accessible in order to accommodate the growing needs of the disabled population. Based on the Census Bureau’s classification of disability, the number of people by type of disability for the urban, rural and state level areas of Arizona are as follows: Type of Disability Persons with a disability Sensory Physical Mental Self-care Employment Statewide Urban Rural 902,252 (19.3%) 660,558 (18.5%) 241,694 (22.2%) 177,035 119,795 57,240 382,996 268,703 114,293 215,438 156,914 58,524 113,590 82,389 31,201 386,013 292,565 241,694 The types of disabilities shown in the above table may be better understood with the clarification that persons with one disability are further classified by the Census into sensory, physical, mental or self-care types of disability. There is no data available as to what percent of people with a disability in Arizona currently use homes that meet the needs of physically disabled people. The projected numbers for such users are also not available. Additionally, it is not known how many fully mobile, non-disabled individuals are living in accessible units that don’t require the modifications; they may be there for other reasons including location, affordability, or limited availability of other housing options. Currently Assisted Housing There are approximately 41,000 assisted housing units in Arizona that are funded with federal, state and/or local sources. Of that total, close to 79% is located in the 3-5 Year Strategic Plan 39 Version 1.3 Jurisdiction two urban counties of Maricopa and Pima with the remaining 21% in the 13 rural counties. There is no reliable estimate available for low-income housing demand in Arizona. The length of waiting period of years for assisted rental housing in the city of Phoenix and a number of other cities in Arizona is not uncommon. Using this lengthy waiting period for assisted housing as an indicator of the demand, it is assumed that the demand for low-income housing is at least two to three times higher than its supply. This imbalance between demand and supply of assisted housing creates many problems for the low-income residents of Arizona. When financed and constructed or rehabilitated, many of these units were required to remain affordable for a specific number of years. Over time, as the “affordability periods” or contracts are fulfilled, these units are at risk of becoming market rate. In fact, between Section 8 properties “opting out” and the prepayment of Section 236 properties, Arizona has lost in excess of 2,200 affordable rental units since 1996. Additional Section 8 and Section 236 properties will eventually be able to opt out. Arizona also stands to lose 4,891 affordable rental units that were financed using the Low Income Housing Tax Credit (LIHTC), HOME, and/or Housing Trust Fund programs. Colonias HUD and the United States Department of Agriculture (USDA) define colonias as nonmetropolitan, unincorporated neighborhoods and incorporated communities within 150 miles of the US-Mexico border in California, Arizona, New Mexico, and Texas that lack sewer, water, or decent housing – or a combination of all three. Because this definition is so broad, colonias in Arizona represent a wide range of community types. For example, they include some tribal communities, long-established mining towns, fast growing retirement communities, as well as rural utility districts, and high-poverty illegal subdivisions. HUD, in partnership with the North American Development Bank, funded a needs assessment of colonias-designated communities. Some of their findings are summarized below. Most of the research suggested colonias in Texas are primarily unincorporated settlements. However, in Arizona, nearly one-third (25) of the approximately 80 designated colonias are incorporated cities and towns. Many of the coloniadesignated communities in Arizona meet the federal definition but do not resemble the self-help homestead types of colonias common in New Mexico and Texas. Many Arizona cities and towns that are designated colonias have substantially more capacity to manage their own affairs than do homestead communities. Approximately 224,000 individuals live in Arizona’s colonias. Researchers attempted to extract socioeconomic indicators for the colonias from the 1990 Census (such as percentage of Hispanic residents, percent below poverty, percent with less than a high school education) but found it was a difficult, if not impossible, task. There is no common standard for designating a colonia area so the boundaries rarely correspond neatly with the Census Designated Places or census block groups (the most detailed level of analysis available for non-metropolitan areas). Some communities are only a fraction of the larger block group and others 3-5 Year Strategic Plan 40 Version 1.3 Jurisdiction lie between two block groups. Still other, such as water districts, encompass portions of multiple census tracts. The analysis showed that county income survey data of these communities is often significantly different from the larger block group. For example, Padre Ranchitos (a very poor, illegal subdivision of 119 people in Yuma County, as verified by a door-todoor county income survey) makes up 15% of its respective block group. However, the demographics for this block group as a whole showed the 1990 median housing value as $162,000. The data for this block group is skewed because Padre Ranchitos lies adjacent to one of the wealthiest neighborhood in Yuma County. In Texas, the study showed that many of the colonias are relatively new illegal developments due largely to the lack of land use regulations. In Arizona, however, many of the colonia-designated areas are long-standing communities, having been settled in the late 1800s to the 1950s. An exception is the sprawling, illegal subdivided land known as “wildcat” subdivisions in Arizona. Often these developments, which were built from the 1950s to the 1990s, are not typical farmworker, Hispanic communities, but rather families of both lower and higher incomes who would like to own property and are unfamiliar with and/or unwilling to conform to government regulations. This form of development is especially a problem in places outside the urban core and suburban fringe of Pima County where many large parcels are split into smaller residential tracts without the benefit of infrastructure. In 1998, the Pima County Administrator released three lengthy, well-publicized reports on the high costs of wildcat development to Pima County taxpayers. Pima County estimates the cost of bringing this infrastructure up to county minimum standards is $35 to $55 million. In Arizona, subdivision regulations allow an owner to divide property up to five times without complying with subdivision regulations. In a February 2000 report, “Impact of Unregulated Development on the Pima County Tax Base,” the Pima County Administrator found that approximately 41% of new development in Pima County is occurring through the unregulated process. Despite substantial population and business growth over the past 10 years, the constant, per capita dollar value of the primary property tax base in Pima County has fallen 38%. Tribal Communities The state of Arizona is very unique in that 22 Federally recognized tribes are located within the conformed boundaries of the state. The tribes within Arizona are vastly different from one anther and are recognized as self-governing entities that regulate laws under their respective tribal jurisdiction. Tribes in Arizona vary in size from the largest federally recognized tribe, Navajo Nation, which is located in four states that including, Arizona, Utah, New Mexico and Colorado, and totals a 16 million acres and 280,000 in population. The smallest tribe in Arizona is the Tonto Apache located in Payson with a current land base of 75 acres and a population of 122. Within Arizona, 16 tribes currently receive a formula driven block grant known as the Indian Housing Block Grant (IHBG) for development and maintenance of existing housing. The formula driven based grant was enacted in 1996 and is based on various factors that include; population, poverty, current assisted stock, and overcrowding conditions. These funds are received on a annual basis to the tribe or tribal designated housing entity (TDHE) and can be used for a number of activities. 3-5 Year Strategic Plan 41 Version 1.3 Jurisdiction Currently four tribes do not receive Federal funding due to HUD exceeded income levels within those tribal communities. The total number of housing units on tribal land has been somewhat difficult to quantify. Thorough assessments conducted by tribal communities must be completed to update housing units within a community, although a number of homes have been developed through various agencies and funding sources that include self built (traditional homes), the Bureau of Indian Affairs, HUD, Rural Development (USDA), and tribal enterprise resources. Recently more tribes have become engaged to explore the private finance industry, which allows for mortgages on tribal trust land. The HUD Guarantee Program, which guarantees 100% to a lender on behalf on the borrower in case of default, has begun to make mortgages in Arizona. Although the program has been available since 1992, the mortgage process is still a relatively new concept to tribes and continues to draw interest from other tribes that have not adopted the necessary codes. A 2002 Affordable Housing Profile Report published by the Arizona Department of Housing (ADOH) and U.S. Department of Housing & Urban Development (HUD) focused on families in Arizona’s counties paying higher costs for decent, safe, and affordable housing. On tribal lands, the affordability gap was 56%, while off-tribal lands families’ affordability gap was at 9%. A large impediment to the development of housing is the lack of infrastructure on tribal land. Those tribes in very remote locations continue to struggle with basic needs of power, water, and sewer. Future Market Trends Demographic changes will most definitely have an affect on the statewide housing market in the future. Arizona has consistently been one of the fastest growing states in the nation. From 1990 to 2000, Arizona’s annualized population growth rate was 4%. Despite the increase, overall population density remains relatively low at 222 people per square mile in the urban areas and 13 people per square miles in the rural areas. From 1990 to 2000, the number of persons per household in Arizona declined from 2.79 to 2.64. This minimal difference is unlikely to increase the demand for smaller housing units. Since 1990, the fastest growing age group has been 45 to 64; this demographic now represents almost one-fourth of the state’s population. Traditionally this sector of the population has favored homeownership. However, from 1970 to 2000, the single-family proportion of the housing inventory has declined from 73% to 62.8%. The elderly – those over 65 – are another significant population in Arizona. In fact, over the next 25 years, Arizona’s elderly population is expected to double. The Census estimated that 8.4 percent of Arizona’s elderly live in poverty. The rate of poverty for the elderly in rural Arizona is 1.4 times that for urban Arizona. This trend could create greater demands for accessibility modifications to existing homes and all types of affordable, assisted living facilities. 3-5 Year Strategic Plan 42 Version 1.3 Jurisdiction Specific Housing Objectives (91.215 (b)) 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve over a specified time period. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. 3-5 Year Strategic Plan Specific Housing Objectives response: Specific Housing Objectives Priorities and Specific Objectives High priorities to be accomplished by 2010 include: Goal: Increase the supply of decent, safe, water and energy efficient rental housing for low-income households. Goal: Preserve the existing affordable rental housing stock, especially in conjunction with comprehensive neighborhood revitalization efforts. Goal: Preserve the housing stock currently owned by low-income households while reducing substandard housing overall. Medium priorities to be accomplished by 2010 include: Goal: Increase the supply of decent, safe, water and energy efficient homes affordable for purchase by low-income households. Goal: Increase homeownership among low-income households. The resources expected to be available to achieve the goals listed above over the next five years are Community Development Block Grant, HOME Investment Partnership, State Housing Trust Fund, Low Income Housing Tax Credits, bonds, private financing, and private equity. Needs of Public Housing (91.210 (b)) In cooperation with the public housing agency or agencies located within its boundaries, describe the needs of public housing, including the number of public housing units in the jurisdiction, the physical condition of such units, the restoration and revitalization needs of public housing projects within the jurisdiction, and other factors, including the number of families on public housing and tenant-based waiting lists and results from the Section 504 needs assessment of public housing projects located within its boundaries (i.e. assessment of needs of tenants and applicants on waiting list for accessible units as required by 24 CFR 8.25). The public housing agency and jurisdiction can use the optional Priority Public Housing Needs Table (formerly Table 4) of the Consolidated Plan to identify priority public housing needs to assist in this process. 3-5 Year Strategic Plan 43 Version 1.3 Jurisdiction 3-5 Year Strategic Plan Needs of Public Housing response: Needs of Public Housing The role of public and assisted housing in local affordable housing markets across Arizona is significant. Since housing authorities serve extremely low-income families, their missions overlap with the goals of Arizona’s Consolidated Plan. Strategies and actions taken by the public housing authorities (PHAs) can have significant effects on the accomplishment of the Consolidated Plan’s strategies and program outcomes. Therefore, the 39 public and Indian housing authorities in Arizona provide an important element of the overall institutional structure for the provision of housing and supportive services for lower-income households. It is important to note that public housing and Section 8 rental assistance (both tenant and project based) are decidedly different programs. Section 8 is discussed in this section as it is almost always administered by a PHA. Within the geographic area covered by the Consolidated Plan – all rural areas and non-entitlement communities – 11 public and local housing authorities deliver affordable housing and related services. In all, Arizona has 39 housing authorities: · 13 PHAs in entitlement communities and urban counties · 15 Indian housing authorities · 5 PHAs in nonentitlement communities and rural areas that provide Section 8 rental assistance vouchers only · 6 PHAs in nonentitlement communities and rural areas that provide public housing units and Section 8 rental assistance The Arizona Public Housing Authority was established in 1995 to provide Section 8 Tenant-Based Rental Assistance to areas of the state that are otherwise unserved by a PHA. Operated by the Department of Housing, it currently acts as the PHA for Graham County where it administers 29 Housing Choice Vouchers (HCVs) and for Yavapai County where it administers 30 HCVs. There is a waiting list for each county of 52 and 91 individuals/families, respectively. The 38 other housing authorities serve the remainder of the state. Additionally, the Arizona Public Housing Authority (PHA) has oversight and monitoring responsibilities for 109 subsidized properties, representing over 7,700 units, throughout the state of Arizona. The properties, which receive rental subsidies through the Section 8 Program of the U.S. Department of Housing and Urban Development, offer affordable housing to households that are at or below 50% of the area median income. The subsidy or assistance stays with the property – those families residing at a Project-Based Section 8 property may receive assistance as long as they are eligible and reside at the property. The assistance does not go with the family when they move. Families must be eligible under Section 8 requirements. Applications are accepted at each site. The mission of the state PHA is to promote adequate and affordable housing, economic opportunity, and a suitable living environment free from discrimination. The PHA does not own or manage any public housing units nor does it foresee ever owning or managing any public housing in the future. Due to the small size of the 3-5 Year Strategic Plan 44 Version 1.3 Jurisdiction PHA, the state does not have Resident Initiatives or Family Self-Sufficiency programs. A current housing issue in Arizona is the expiration of HUD’s Section 8 project-based portfolio. From the early 1970s to the mid-1980s, the federal government sponsored the project-based Section 8 program that provided rent subsidies under 15 to 20 year contracts with private landlords for assisting very low-income tenants. Arizona has more than 7,700 of these units. No new project-based Section 8 units have been built during the last 15 years. Due to annual increases, the Section 8 contract rents on many of these projects now exceeds the current fair market rent by a substantial amount. As the contracts on these units expire, owners of the units may “opt out” of the Section 8 program so they can keep charging higher rents. Such actions could drastically reduce the number of affordable housing units on the market. A similar risk exists with properties financed through HUD’s Section 236 Program whereby HUD subsidized the mortgage interest rate of multifamily properties in exchange for rents affordable to low- and moderate-income families. In fact, between Section 8 properties opting out and the prepayment of Section 236 properties, Arizona has lost in excess of 2,200 affordable rental units since 1996. Public Housing Strategy (91.210) 1. Describe the public housing agency's strategy to serve the needs of extremely low-income, low-income, and moderate-income families residing in the jurisdiction served by the public housing agency (including families on the public housing and section 8 tenant-based waiting list), the public housing agency’s strategy for addressing the revitalization and restoration needs of public housing projects within the jurisdiction and improving the management and operation of such public housing, and the public housing agency’s strategy for improving the living environment of extremely low-income, low-income, and moderate families residing in public housing. 2. Describe the manner in which the plan of the jurisdiction will help address the needs of public housing and activities it will undertake to encourage public housing residents to become more involved in management and participate in homeownership. (NAHA Sec. 105 (b)(11) and (91.215 (k)) 3. If the public housing agency is designated as "troubled" by HUD or otherwise is performing poorly, the jurisdiction shall describe the manner in which it will provide financial or other assistance in improving its operations to remove such designation. (NAHA Sec. 105 (g)) 3-5 Year Strategic Plan Public Housing Strategy response: Public Housing Strategy Operated by the Arizona Department of Housing, the Arizona Public Housing Authority administers 59 Housing Choice Vouchers (HCVs) – 29 in Graham County and 30 in Yavapai County. They also have oversight and monitoring responsibilities for 109 subsidized properties throughout the state. 3-5 Year Strategic Plan 45 Version 1.3 Jurisdiction The Arizona Public Housing Authority (PHA) does not own or manage any public housing. Therefore, the Authority does not have a strategy to revitalize or restore any public housing units nor to improve the management and operations of such public housing. However, the PHA will strive to continue to provide the same services to the same number of individuals and families even though financial resources are increasingly scarce. Application would be made for additional HCVs should they be made available. Lastly, the Department will encourage homeownership by marketing housing counseling/education and homebuyer assistance programs to other PHAs who will, in turn, be encouraged to outreach to their residents. The PHA received a “standard” performance score as a result of their 2004 Section Eight Management Assessment Program (SEMAP) review. Barriers to Affordable Housing (91.210 (e) and 91.215 (f)) 1. Explain whether the cost of housing or the incentives to develop, maintain, or improve affordable housing are affected by public policies, particularly those of the local jurisdiction. Such policies include tax policy affecting land and other property, land use controls, zoning ordinances, building codes, fees and charges, growth limits, and policies that affect the return on residential investment. 2. Describe the strategy to remove or ameliorate negative effects of public policies that serve as barriers to affordable housing, except that, if a State requires a unit of general local government to submit a regulatory barrier assessment that is substantially equivalent to the information required under this part, as determined by HUD, the unit of general local government may submit that assessment to HUD and it shall be considered to have complied with this requirement. 3-5 Year Strategic Plan Barriers to Affordable Housing response: Barriers to Affordable Housing In their publication “The State of Housing in Arizona 2000,” the Arizona Housing Commission hired a research and consulting firm to contact stakeholders statewide and determine the most common barriers to housing affordability. The stakeholder responses reflected that housing affordability is not just a collection of data, but a real human problem. Limitation of Natural Resources Land While stakeholders mentioned numerous regulatory or institutional barriers, as discussed later in this section, one of the constraints most often cited was land ownership. In Arizona, the share of land that is owned by the private sector (including households, corporations, and miscellaneous ownership by some public entities) is significantly smaller than that owned by the public sector (the state, U.S. Forest Service, and Bureau of Land Management). 3-5 Year Strategic Plan 46 Version 1.3 Jurisdiction The Arizona State Land Department estimates that slightly more than 17% of all land statewide is in privately held. This figure may well overstate the actual amount of private land due to miscellaneous state and local government ownership. For example, the Arizona Farm Bureau estimates private land at 13%. Federal ownership is about 42%, reservation ownership is 27%, and state ownership is 14%. Trends point to a continued reduction in private land due to the acquisition of acreage by federal, state, and local governments for new parks, open space, conservation, and other public uses. Acquisition of private land through land trusts, conservation easements, and the purchase of development rights further reduces the availability of land that could be used for housing needs. The southeast counties of Cochise and Santa Cruz have the greatest portion of privately-owned land in the state at 40% and 38%, respectively. Less than onethird of the land in Maricopa County, the most populous county in Arizona, is privately owned. Two-thirds of Navajo and Apache counties consist of tribal lands. More than one-third of the land in Pima, Coconino, Gila, and Graham counties is tribal land. The amount of land held in private ownership varies across the United States. Most eastern states have a high percentage of privately owned land. Among western states, Arizona has less privately owned land than any other state except Nevada (12.7%). Water Arizona is an arid land with an average annual rainfall varying from three inches in Yuma in the southwest corner, seven inches in Phoenix in the center, to 23 inches in Flagstaff in the northern part of the state. Nonetheless, a growing population, thriving residential and commercial development, and consecutive years of belownormal precipitation have placed increased demand on water resources. The urban areas of Phoenix and Tucson have developed multiple water sources drawing from geographically diverse watersheds with enormous storage reservoirs that can weather a few dry years. Most rural communities, on the other hand, draw from a limited number of lakes and wells, mostly on the same confined watershed. A drought on that watershed saps the local supply, leaving those communities with few options. As existing resources are pushed to – and beyond – their limits, some communities, particularly those in rural areas, may be forced to place strict limitations on development. This could inevitably have a negative impact on housing affordability. Regulatory Barriers and Public Policies Stakeholders frequently mentioned barriers and policies that could often be tied back to local efforts to keep out certain types of housing while others are due to the increasingly complex bureaucratic systems at the local, state, and national level. In defense, however, some of the policies have had unintended effects on the production of affordable housing. Zoning Many local zoning ordinances serve valid public purposes. When properly used they can help promote health, safety, and welfare by ensuring that contiguous plots of 3-5 Year Strategic Plan 47 Version 1.3 Jurisdiction land are used for compatible purposes. For example, zoning can insulate peaceful residential areas from the noise, congestion, and harmful emissions of business and industrial districts. Localities, however, can use their zoning authority to protect parochial interests at the expense of affordable housing. Some communities practice zoning policies intended to increase local tax revenues, permitting only expensive new homes or highly taxable businesses. Communities frequently use their zoning authority to impede the introduction of lower income units including manufactured homes in their area, often due to fear of reduced property values or simple prejudice against an “undesirable” population. Other communities want to discourage growth of any kind, preferring instead to maintain the status quo. Several specific zoning policies can be identified which can act as serious barriers to affordable housing. Excessive Lot Size Some communities require new homes be constructed on unnecessarily large plots of land. Obviously, the larger the lot, the greater the price. Many low to moderateincome homebuyers cannot afford the additional expense of excessive land costs. Exclusion of Certain Types of Housing Communities often eliminate affordable housing options by disallowing some of the most affordable types of homes such as manufactured housing. Many zoning ordinances do not allow accessory apartments on properties zoned for single-family uses or the construction of units under a certain square footage. In most cases, there is no real health or safety goal being promoted by these ordinances. Rather, communities are inappropriately using their zoning power to keep out housing types they find unappealing. Excessive Infrastructure Some localities impose infrastructure requirements that unnecessarily inflate the cost of the housing units. Unnecessarily wide streets and over-specified sidewalks are examples of items that often inflate the cost of housing without providing commensurate benefit to the individual or community. Building Codes Although there is a definite need for some minimum requirements and specifications for new construction to ensure the health and safety of inhabitants, excessive restrictions may unnecessarily raise the cost of housing. Also, newer technology has rendered some requirements of the building code obsolete. Building Permits Delays in construction due to redundant, overlapping permitting and approval processes can cause projects to go over budget – a situation that can negatively impact the affordability of units for future owners or renters. Streamlining the permitting process to make it as fast and efficient as possible will enable developers to produce units at a lower cost. Barriers Created by Lack of Knowledge of Fair Housing Laws Lack of knowledge of fair housing laws by consumers and housing industry agents (realtors, builders, lenders, etc.) can create barriers to affordable housing. To address this impediment, ADOH invests Housing Trust Funds in statewide fair housing education efforts. The Department continues to be involved with the State 3-5 Year Strategic Plan 48 Version 1.3 Jurisdiction Fair Housing Partnership (SFHP). The SFHP, formed in 1998, is a statewide coalition of government agencies, housing industry representatives, non-profit organizations, social service agencies, and housing advocates who support and promote equal fair housing opportunity. Membership includes the Arizona Association of Realtors, Fannie Mae, Arizona Mortgage Lenders Association, Arizona Attorney General's Office, Arizona HUD Office, ADOH, and other interested groups. The purpose of the partnership is to provide information to the general public and policy officials concerning fair housing laws, sponsor fair housing training and education for housing professionals, monitor current discriminatory practices and recommend actions to overcome barriers to fair housing, strive to achieve a housing market free from discrimination, and refer potential or real victims of housing discrimination to appropriate fair housing agencies. Additional information on actions taken by ADOH may be found in the most recent "Analysis of Impediments to Fair Housing." Barriers on Reservations/Tribal Lands Native Americans living and/or working on reservations and tribal lands were also interviewed for “The State of Housing in Arizona 2000” report. Their responses indicated a significant lending and finance problem unique to reservations. The barriers most often cited were banks lacking awareness of how to make mortgage loans on reservations, inadequate and expensive infrastructure, high unemployment and low wages, limited tribal experience with using both government and private financing sources, and the need for more funding. Strategy to Address Barriers When formulating strategies to address the barriers to affordable housing, a range of interrelated issues must be considered including infrastructure, jobs, transportation, and quality of life. The Arizona Housing Commission has recommended the following policies and actions to address barriers; the Department has taken action on some and continues to examine the feasibility of others. · Provide professional education and technical assistance to local governments to address barriers to housing affordability. ADOH now maintains a Technical Assistance Unit with three full-time staff who travel throughout the state to provide technical assistance upon request or as targeted according to need. One of these individuals specializes in tribal housing concerns. · Undertake a comprehensive and systematic review of zoning and subdivision ordinances, building codes and related development control ordinances, and administrative procedures to identify and remove excessive, duplicative or unnecessary barriers to housing affordability. ADOH’s Community and Government Relations Administrator continues to monitor relevant local and state actions. · Review agency administrative procedures to identify and remove unnecessary barriers to housing affordability. As the state’s affordable housing policy leader, ADOH routinely and systematically evaluates the impacts of processes and decisions to ensure barriers are broken down – not created. · Identify and disseminate innovative solutions to housing affordability barriers used successfully by other states including the promotion of alternative building 3-5 Year Strategic Plan 49 Version 1.3 Jurisdiction materials and methods, land banking, and planning and zoning reservations for affordable development. “The Arizona Affordable Housing Profile,” jointly published by the Arizona Department of Housing, and the U.S. Department of Housing and Urban Development in 2002, suggests additional strategies to overcome barriers. For the urban areas (Maricopa and Pima Counties), the study recommends: · Educating the public on affordable housing programs and the need for more affordable housing · Reducing development and impact fees for affordable housing · Offering incentives to encourage infill affordable housing development · Increasing the amount of small lot single-family and multi-family development through less restrictive zoning · Creating joint efforts to develop affordable housing by local government and private business For the non-urban areas (the remainder of the state), the study recommends: · Promoting the development of new employment opportunities · Increasing the flexibility and amount of private financing for affordable housing · Upgrading and improving community infrastructure to promote affordable housing development · Rehabilitating the existing affordable housing stock Although some strategies could be applied statewide, stakeholders in the urban areas tend to suggest higher density development while those in the non-urban areas are more focused on economic development and job creation. HOMELESS Homeless Needs (91.205 (b) and 91.215 (c)) *Please also refer to the Homeless Needs Table in the Needs.xls workbook Homeless Needs— The jurisdiction must provide a concise summary of the nature and extent of homelessness in the jurisdiction, (including rural homelessness where applicable), addressing separately the need for facilities and services for homeless persons and homeless families with children, both sheltered and unsheltered, and homeless subpopulations, in accordance with Table 1A. The summary must include the characteristics and needs of low-income individuals and children, (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered. In addition, to the extent information is available, the plan must include a description of the nature and extent of homelessness by racial and ethnic group. A quantitative analysis is not required. If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates. 3-5 Year Strategic Plan 50 Version 1.3 Jurisdiction 3-5 Year Strategic Plan Homeless Needs response: Homeless Needs Statewide Overview In Arizona there are three Continua of Care: Maricopa County, Pima County, and the rural counties (balance of state). Maricopa County and Pima County are considered the most urban while the Rural Continuum, of course, contains all of the rural areas. Based on 2004 data gathered through enumerations and estimates, approximately 21,168 people were homeless at a given time. Of the 21,168 people, 41% (mostly identified as unsheltered) came from rural areas. The biggest need for any homeless individual or family is permanent housing with supportive services. Overall, the unmet need for permanent supportive housing in Arizona requires a 78% increase in beds from 3,853 to 6,868. Specifically, for homeless individuals (not in a family) in Arizona, the identified unmet need for permanent supportive housing is 2,225 beds, which would increase the current total of 2,892 beds by about 77%. For homeless families with children, the unmet need for permanent supportive housing is 790 beds, which would increase the current total of 961 beds by about 82%. In addition to permanent supportive housing, the unmet need for emergency shelters and transitional housing beds for homeless individuals in Arizona would increase the current bed total by 73% for emergency and 33% for transitional. Moreover, homeless families with children require a 91% increase in emergency shelters and a 47% increase in transitional housing. Although the Gaps Analysis regarding families showed a higher need for emergency shelter beds than permanent supportive housing beds, it is important to understand that this is the highest projected increase in need for permanent supportive housing ever. The greater homeless population is comprised of various subpopulations. Of the sheltered population, the biggest three subpopulations identified in February 2004 were chronic substance abusers (2,777), victims of domestic violence (1,103), and SMI (1,071). The order of the other subpopulations continues with veterans, chronically homeless, persons with HIV/AIDS, and youth under the age of 18. It is important to note that a large number of the unsheltered population was identified as chronically homeless (1,950). Extremely Low- and Low-Income Households Throughout Arizona there are a large number of households earning less than a livable wage who are at high risk of becoming homeless. Extremely low-income households are households that earn <30% of the area median income (AMI), while low-income households earn 50% of the AMI. In Arizona, 32% of all households rent their dwelling unit. Of that 32%, about 19% are extremely low-income and about 36% are low-income households. Sixty-eight percent of households are owned and only about 7% of owners are below the Federal poverty level. Within Arizona, an extremely low-income household (earning $16,371, 30% of the AMI of $54,571) can afford monthly rent of no more than $409, while the fair market rent (FMR) for a two bedroom unit is $776. Additionally, low-income households (earning $27,286 - 50% of the AMI of $54,571) can afford monthly rent of $682, while the FMR for a twobedroom unit is $776. An individual earning minimum wage ($5.15 per hour) can afford monthly rent of no more $268, while the FMR for a one-bedroom unit is $636. To afford a two-bedroom unit, a worker earning the minimum wage must work 116 hours per week (National Low Income Housing Coalition, 2004). The obvious needs of this population are higher household income and/or more affordable housing. 3-5 Year Strategic Plan 51 Version 1.3 Jurisdiction Homeless Racial and Ethnic Characteristics There is no statewide collection of racial or ethnic information for the homeless population. However, each homeless provider collects this information and inputs data into the Homeless Management Information System (HMIS) within their continuum. In the Maricopa County Continuum of Care, approximately 75 % of the homeless providers are using HMIS. In Pima and Rural Continuums, that number is much lower and, therefore, the data was not examined. Currently, within the Maricopa County Continuum of Care, approximately 16% of adults indicated they were of Hispanic/Latino ethnicity (N=4,401), while nearly 29% of the children indicated the same (N=1,716). Since many of those with Hispanic/Latino ethnicity consider themselves “White Hispanic” or “Black Latino” the Hispanic/Latino category is not listed in the racial breakdown. Regarding race, about 68% of the adults and 58% of the children consider themselves “White”, while approximately 18% of adults and 20% of children indicated “Black”. Although this information only represents the Maricopa County Continuum of Care, it is the best information available regarding race and ethnicity for the homeless in Arizona. Estimating Chronically Homeless and Un-sheltered Homeless The Gaps Analysis Work Group from each continuum determined the amount of unmet need for emergency shelter, transitional housing and permanent supportive housing after an extensive review of all data available from a variety of sources. These included: · The number of persons housed in emergency shelters, transitional housing and in permanent supportive housing. · The number of persons identified in street counts. · The number of households that contacted the county-wide shelter hotline (for the Maricopa County Continuum) for assistance in a one-month period. · The number of persons that contacted the county-wide information and referral agency with emergency housing needs over a set period of time. · The number of families and individuals turned away from emergency shelter and transitional housing programs on the day of the shelter survey, February 24, 2004. · The number of individuals and families on waiting lists for transitional housing and permanent supportive housing. · The number of persons utilizing the temporary winter shelter program on the date of the shelter survey. The estimate of emergency shelter needs for individuals was based primarily on the number of persons entering a low-demand winter-shelter program on the date of the shelter survey. Emergency shelter need for families was based primarily on the number of families turned away from shelter programs on the date of the shelter survey. Need for transitional housing beds for individuals was based primarily on estimates by emergency shelter providers of the percentage of individuals in emergency shelter that would enter transitional housing if it were available. Need for transitional housing beds for families was based primarily on the number of families turned away or on waiting lists for transitional housing. Need for permanent supportive housing beds for individuals and families was based primarily on the number of homeless individuals on waiting lists of SHP permanent supportive housing programs. The Gaps Analysis Work Group from each continuum took the street count numbers and the factors noted above in making its estimate of the unsheltered population. 3-5 Year Strategic Plan 52 Version 1.3 Jurisdiction Priority Homeless Needs 1. Using the results of the Continuum of Care planning process, identify the jurisdiction's homeless and homeless prevention priorities specified in Table 1A, the Homeless and Special Needs Populations Chart. The description of the jurisdiction's choice of priority needs and allocation priorities must be based on reliable data meeting HUD standards and should reflect the required consultation with homeless assistance providers, homeless persons, and other concerned citizens regarding the needs of homeless families with children and individuals. The jurisdiction must provide an analysis of how the needs of each category of residents provided the basis for determining the relative priority of each priority homeless need category. A separate brief narrative should be directed to addressing gaps in services and housing for the sheltered and unsheltered chronic homeless. 2. A community should give a high priority to chronically homeless persons, where the jurisdiction identifies sheltered and unsheltered chronic homeless persons in its Homeless Needs Table - Homeless Populations and Subpopulations. 3-5 Year Strategic Plan Priority Homeless Needs response: Priority Homeless Needs As the state continues to move toward a housing permanency model, over the next five years permanent supportive housing will be a “high” priority, followed by transitional housing as a “medium” priority and then emergency shelter as a “low” priority. This is congruent with the Gaps Analysis for homeless individuals in need of permanent supportive housing, which showed the highest gap in beds (2,225 in permanent supportive housing compared to 952 in transitional and 963 in emergency). It is important to note that the “other” fund sources (also included in Parts 3 and 4 of the “Homeless Needs Table” for individuals and families) are State Homeless funds, Social Services Block Grant (SSBG), Temporary Assistance for Needy Families (TANF), and Community Services Block Grant (CSBG). The Gaps Analysis resulted from discussion in Planning Subcommittee meetings with a variety of stakeholders including service providers, formerly homeless people, elected officials, city staff, faith-based organizations and other funders. The gaps in housing and services for the sheltered and unsheltered chronically homeless populations are being addressed through the state's Interagency and Community Council on Homelessness (ICCH). The ICCH, established by Governor Janet Napolitano in 2004, prioritizes permanent solutions to homelessness, including permanent supportive housing. A Services Plan has been developed and is in the process of being implemented which focuses on increasing access to mainstream services for chronically homeless individuals, full implementation of HMIS and statewide implementation of a program evaluation process that identifies difficulty of clients served, and progress in increasing stability and housing permanency of those served. 3-5 Year Strategic Plan 53 Version 1.3 Jurisdiction Homeless Inventory (91.210 (c)) The jurisdiction shall provide a concise summary of the existing facilities and services (including a brief inventory) that assist homeless persons and families with children and subpopulations identified in Table 1A. These include outreach and assessment, emergency shelters and services, transitional housing, permanent supportive housing, access to permanent housing, and activities to prevent low-income individuals and families with children (especially extremely low-income) from becoming homeless. The jurisdiction can use the optional Continuum of Care Housing Activity Chart and Service Activity Chart to meet this requirement. 3-5 Year Strategic Plan Homeless Inventory response: Homeless Inventory The homeless inventory is organized by each of the three continuums of care in Arizona: Maricopa County, Pima County, and Rural Counties. As allowed, please reference the attached Housing Activity Chart and Service Activity Chart for this information. Homeless Strategic Plan (91.215 (c)) 1. Homelessness— Describe the jurisdiction's strategy for developing a system to address homelessness and the priority needs of homeless persons and families (including the subpopulations identified in the needs section). The jurisdiction's strategy must consider the housing and supportive services needed in each stage of the process which includes preventing homelessness, outreach/assessment, emergency shelters and services, transitional housing, and helping homeless persons (especially any persons that are chronically homeless) make the transition to permanent housing and independent living. The jurisdiction must also describe its strategy for helping extremely low- and low-income individuals and families who are at imminent risk of becoming homeless. 2. Chronic homelessness—Describe the jurisdiction’s strategy for eliminating chronic homelessness by 2012. This should include the strategy for helping homeless persons make the transition to permanent housing and independent living. This strategy should, to the maximum extent feasible, be coordinated with the strategy presented Exhibit 1 of the Continuum of Care (CoC) application and any other strategy or plan to eliminate chronic homelessness. Also describe, in a narrative, relationships and efforts to coordinate the Conplan, CoC, and any other strategy or plan to address chronic homelessness. 3. Homelessness Prevention—Describe the jurisdiction’s strategy to help prevent homelessness for individuals and families with children who are at imminent risk of becoming homeless. 4. Institutional Structure—Briefly describe the institutional structure, including private industry, non-profit organizations, and public institutions, through which the jurisdiction will carry out its homelessness strategy. 5. Discharge Coordination Policy—Every jurisdiction receiving McKinney-Vento Homeless Assistance Act Emergency Shelter Grant (ESG), Supportive Housing, Shelter Plus Care, or Section 8 SRO Program funds must develop and implement 3-5 Year Strategic Plan 54 Version 1.3 Jurisdiction a Discharge Coordination Policy, to the maximum extent practicable. Such a policy should include “policies and protocols for the discharge of persons from publicly funded institutions or systems of care (such as health care facilities, foster care or other youth facilities, or correction programs and institutions) in order to prevent such discharge from immediately resulting in homelessness for such persons.” The jurisdiction should describe its planned activities to implement a cohesive, community-wide Discharge Coordination Policy, and how the community will move toward such a policy. 3-5 Year Homeless Strategic Plan response: Homeless Strategic Plan Homelessness In June 2004, Governor Janet Napolitano signed Executive Order 2004-13 establishing the Interagency and Community Council to End Homelessness. The purpose of the Council is to develop and implement a State Plan To End Homelessness through identification of policy, practice and funding actions that can be taken at the state level to prevent and end homelessness through support, involvement, and coordination among multiple state agencies and the private sector. The Council is co-chaired by Dr. Sheila Harris, Director of the Department of Housing, and David Berns, Director of the Department of Economic Security, and is comprised of representatives of the Governor’s office, private and philanthropic sectors, and the following state agencies: Arizona Health Care Cost Containment System, Department of Economic Security, Department of Housing, Department of Corrections, Department of Education, Department of Veterans Services, Department of Health Services, Department of Juvenile Corrections, Government Information Technology Agency and the Arizona Supreme Court. The development and implementation of the State Plan To End Homelessness is being achieved through a project structure that includes the Interagency and Community Council on Homelessness, the State Plan Work Group and community input and involvement. Strategies The Interagency and Community Council To End Homelessness has identified four strategies for ending homelessness in Arizona: Prevent Homelessness, Provide Opportunities, Build the Infrastructure, and Plan for Outcomes. a. Prevent Homelessness (Prevention & System Integration and Support Services Integration): The homeless assistance system ends homelessness for thousands of people every day, but others quickly replace them. People who become homeless are almost always clients of public systems of care and assistance. These include the mental health system, the public health system, the welfare system, and the veterans system, as well as the criminal justice and the child protective service systems (including foster care). The more effective the homeless assistance system is in caring for people, the less incentive these other systems have to deal with the most troubled people – and the more incentive they have to shift the cost of serving them to the homeless assistance system. This situation must be reversed. The flow of incentives can favor helping the people with the most complex problems. As in many other social areas, investment in prevention holds the promise of saving money on expensive systems of remedial care. b. Provide Opportunities (Housing, Employment and Livable Income, and Health & Behavioral Health): People should be helped to exit homelessness as quickly as 3-5 Year Strategic Plan 55 Version 1.3 Jurisdiction possible through a rapid re-housing approach. For the chronically homeless, this means permanent supportive housing (housing with services) – a solution that will save money as it reduces the use of other public systems. For families and disabled single adults it means getting people very quickly into permanent housing and linking them with services. People should not spend years in homeless systems, either in shelter or in transitional housing. c. Build the Infrastructure (Affordable Housing, Employment and Livable Incomes, Respond to Policy and Regulatory Barriers, Strengthen Health and Behavioral Health): While the systems can be changed to prevent homelessness and shorten the experience of homelessness, ultimately people will continue to be threatened with instability until the supply of affordable housing is increased, incomes of the poor are adequate to pay for necessities such as food, shelter and health care, and disadvantaged people can receive the services they need. Attempts to change the homeless assistance system must take place within the context of larger efforts to help very poor people. d. Plan for Outcomes (Establish and Achieve Performance Measures, Cost Benefit Analysis, and Planning and System Redesign): Today most American communities plan how to manage homelessness – not how to end it. In fact, new data has shown that most localities could help homeless people much more effectively by changing the mix of assistance they provide. A first step in accomplishing this is to collect much better data at the local level. A second step is to create a planning process that focuses on the outcome of ending homelessness – and then brings to the table not just the homeless assistance providers, but the mainstream state and local agencies and organizations whose clients are homeless. Chronic Homelessness Chronic homelessness was broken down by each of the three continuums within the state of Arizona: Maricopa County, Pima County, and rural counties (balance of state). Maricopa County Continuum According to the Gaps Analysis chart, there are 243 sheltered chronically homeless people and 841 unsheltered chronically homeless people. This is a 50% decrease for sheltered and a 1.79% increase for unsheltered chronically homeless people from the 2003 Gaps Analysis. The increased coordination of the outreach teams has resulted in more successful placement of chronically homeless people into permanent housing. This could account for the decrease of chronically homeless people in shelter. During this year’s street count, there was a more directed effort to count chronically homeless people, which could account for the slight increase in the number of chronically homeless people on the streets. The Regional Plan to End Homelessness is the product of extensive data collection and inclusive community input. The plan seeks to address homelessness by influencing policy, providing preventative tools, and improving access to benefits, services and safe housing options. Representatives of the Continuum of Care Planning and Regional Committee are coordinating with each municipality, faith based and non-profit organizations, as well as the state’s Interagency and Community Council on Homelessness to streamline efforts in a unified approach. The final result will target chronically homeless individuals and homeless families to move from the streets into permanent supportive housing. The identified strategies may be summarized as follows: 3-5 Year Strategic Plan 56 Version 1.3 Jurisdiction The Regional Plan to End Homelessness · Increase funding by dedicating a local revenue source to encourage innovation and fund permanent housing and related supportive services, protect current revenue sources such as the State Housing Trust Fund and to increase levels of funding to meet unmet mental health and substance abuse needs. · Prevent reoccurring homelessness by making sure viable options exist within the community. This includes dramatically increasing the stock of affordable housing and assisting the community’s effort to implement effective discharge planning. · Remove barriers to accessing services by integrating systems of care through utilization of interdisciplinary teams, conducting aggressive outreach, involve currently and formerly homeless people in all levels of program design, implementation and evaluation, opening the Human Service Campus (Phoenix) to offer services and housing in one location, and offer to alternatives to existing shelter options. · Improve data collection and outcomes through utilization of a common database and evaluation tool. Pima County Continuum · Continue to target new Shelter + Care and Supportive Housing Program (SHP) applications to chronically homeless individuals. · Conduct a study of urban spaces in the community with regard to why homeless persons, especially chronically homeless persons, do not utilize some services (University of Arizona Bureau of Applied Research in Anthropology). · Continue to provide rehabilitation job training and development for chronically homeless individuals. · Utilize a statewide evaluation plan to identify individual progress toward developing self-sufficiency. · Increase the effectiveness of outreach efforts targeting chronically homeless individuals. · Continue to work with the Arizona Department of Corrections homeless coordinators to identify chronically homeless offenders before incarceration, and devise plans to refer those offenders to transitional living facilities directly upon release. · Continue to give priority to Continuum of Care applications that propose to provide housing and services to chronically homeless individuals. · Expand continuing education of case managers and social workers regarding the needs of chronically homeless individuals and how to best serve this population. · Increase awareness of the federal First Step program, which provides on-line information to assist case managers and applicants to determine possible eligibility for a variety of mainstream assistance programs. · Implement a Housing First model and evaluate its effectiveness. · Complete the 10-Year Plan to End Homelessness in 2005. · Implement cultural competency training and continuing education programs for case managers. · Develop and implement strategies to provide earlier and more intensive services to chronically homeless persons who are in the early stages of substance use recovery. · Track chronic homelessness trends in HMIS. 3-5 Year Strategic Plan 57 Version 1.3 Jurisdiction Rural Counties Continuum: The Rural Counties CoC strategy to end chronic homelessness by 2012 is based on analysis of the characteristics of persons homeless who meet the HUD definition of “chronic homeless.” Strategies include: · Utilize of a Housing First model/design approach. · Identify and maximize utilization of current resources such as SHP and SPC units. · Continue development of both permanent housing and permanent supportive housing. · Continue improvement of outreach activities. · Enforce policies that prohibit the release of persons from institutions to homelessness. · Expand/continue rural HMIS implementation. · Further streamline acquisition to mainstream services The Interagency and Community Council to End Homelessness is providing leadership to coordinate planning efforts. Through the Council and in conjunction with the Governor’s Office, a cross-cutting state plan document has been developed for the purpose of identifying common issues across plans. Furthermore, the Departments of Housing and Economic Security collaborated in the development of this Strategic Plan and associated Annual Action Plan. Homelessness Prevention Four primary strategies will be employed to prevent homelessness for individuals and families with children who are at imminent risk of becoming homeless. They are: · Improve discharge planning from institutional settings. · Improve access to mainstream support programs and services through better outreach and by breaking down the existing barriers that prevent easy access. · Increase the use of risk assessment tools and process to quickly identify people at risk of homelessness. · Increase public awareness. In addition to the aforementioned prevention strategies the state of Arizona works with Community Action Programs (CAPs) and other community agencies to assist with utility payments, eviction prevention, rental assistance and move-in assistance. Institutional Structure: The strategies within the three continua will be carried out by a variety of public institutions and non-profit organizations. Summarized below are those most actively involved in the actions of the Rural C of C. Arizona Department of Housing (ADOH) ADOH is the cabinet-level state agency responsible for the administration of Community Development Block Grant, HOME, and Housing Opportunities for Persons with AIDS funding. It is also the home of the Arizona Public Housing Authority, Arizona Housing Finance Authority, and the Arizona Housing Commission. 3-5 Year Strategic Plan 58 Version 1.3 Jurisdiction Arizona Department of Economic Security (DES) DES was established by the State Legislature in July 1972 by combining the Employment Security Commission, the State Department of Public Welfare, the Division of Vocational Rehabilitation, the State Office of Economic Opportunity, the Apprenticeship Council, and the State Office of Manpower Planning. The State Department of Mental Retardation joined the Department in 1974. The purpose in creating the Department was to provide an integration of direct services to people in such a way as to reduce duplication of administrative efforts, services, and expenditures. The Department administers the Domestic Violence Shelter Fund, Homeless Trust Fund, Social Services Block Grant, and Temporary Assistance for Needy Families. The Homeless Coordination Office is also housed in DES. Arizona Department of Education (DOE) The Arizona Department of Education utilizes McKinney Vento Homeless Assistance funding to maintain a State Coordinator of Homeless Education, a role clearly defined by McKinney Vento. The Coordinator is responsible for developing Arizona’s state plan, facilitating coordination with other agencies, providing technical assistance to public school districts, and gathering comprehensive data for federal reporting purposes. For the 2003-4 school year, 14,705 students experiencing homelessness were enrolled in Arizona’s public schools. Fifty-five percent of these students attended kindergarten through fifth grade. Arizona Department of Health Services (DHS) The strategic priorities of DHS include responding to Arizona’s increasing older population and their health needs, reducing the rates of injury, being prepared to respond to emergencies that threaten the health of Arizona’s residents, and improving the system for serving persons with behavioral health problems. DES administers the Projects for Assistance in Transition from Homelessness (PATH) and Shelter Plus Care funds for those with severe mental illness. Arizona Department of Corrections (ADC) ADC is charged with protecting our communities and its crime victims by effectively employing the field's best security practices and proven pre-release programming to prepare for the release and reintegration ex-offenders as civil, productive citizens. One of the ways they do this is by operating an offender transition process which begins the day offenders are committed to ADC and ends upon completion of their terms of community supervision. Continua of Care The Continuum of Care approach is HUD’s primary strategy to end homelessness. HUD requires states that are applying for McKinney-Vento funding for local projects to implement a Continuum of Care planning process, which necessitates local decision-making that brings community groups together to address the issue of ending homelessness at the local level. Nationally, and in Arizona, the Continuum of Care groups include units of local and state government, non-profit agencies, businesses, charitable organizations, the faith community, housing developers, corporations, neighborhood groups, homeless and formerly homeless people and others. In Arizona, there are three Continua of Care geographically divided and facilitated as follows: 1) Maricopa County – Maricopa Association of Governments (MAG); 2) Pima County – Tucson Planning Council for the Homeless; and 3) Rural Arizona – the Arizona Coalition to End Homelessness through contract with the Arizona Department of Housing. 3-5 Year Strategic Plan 59 Version 1.3 Jurisdiction Maricopa County Continuum of Care facilitated by MAG Since June 1999, the Maricopa Association of Governments Regional Continuum of Care Committee on Homelessness has provided policy direction and leadership on homeless issues. In this capacity, the Committee directs year-round planning for homeless issues, submits a cooperative HUD grant application, and takes a role in improved linkages with other organizations. Recommendations from its subcommittees help to inform the work of the Committee. The Maricopa Continuum of Care has successfully competed for funds nationally, securing grants for 52 permanent supportive and transitional housing projects. Pima County Continuum of Care facilitated by the Tucson Planning Council for the Homeless (TPCH) The Tucson Planning Council for the Homeless is a broad-based coalition of organizations and individuals committed to ending homelessness and improving the delivery of assistance to those who are homeless in the Tucson metropolitan area. Council membership includes representation of human service providers, faith-based organizations and government. Balance of State/Rural Arizona Continuum of Care facilitated by the ADOH and the Arizona Coalition to End Homelessness (ACEH) The Rural Arizona Continuum of Care Committee consists of representatives from the local homeless planning groups, plus representatives from entities with statewide responsibilities and interests in developing programs to end homelessness. In addition to providing a planning forum for information sharing and programmatic design, the Committee also is a vehicle for establishing funding priorities, developing training resources for staff directly working with homeless clients, and advocating on a statewide level, along with the other Continua of Care in the state, for changes in funding and policies regarding how services and housing for homeless persons are provided. This Continuum has been very effective and has been instrumental in obtaining and maintaining 22 projects currently funded by HUD through the Continuum of Care process. Statewide Advocacy Organizations There are several statewide organizations in Arizona that have, at least as part of their mission, a concern for homeless individuals or a specific population of homeless individuals. These include: Arizona Coalition Against Domestic Violence (ACADV) The Coalition was formed in 1980, “to develop a system of networking among domestic violence programs, professional, and interested citizens throughout Arizona. The goals of ACADV are to increase awareness of domestic violence, and to reduce violence in our state.” By definition, residents of domestic violence shelters are considered homeless. Two of the primary needs of individuals and families residing in domestic violence shelters are transitional and permanent housing. Arizona Coalition to End Homelessness (ACEH) The Arizona Coalition to End Homelessness (ACEH) was formed in the early 1990’s when advocates realized the need for a statewide, membership-based, advocacy group to coordinate efforts throughout Arizona. In 1998, the ACEH achieved 501(c)(3) status from the IRS and the first executive director was hired. The organization’s mission is to strengthen the capacity of local communities in their efforts to end homelessness through leadership, advocacy and technical assistance. 3-5 Year Strategic Plan 60 Version 1.3 Jurisdiction It accomplishes that mission by maintaining a presence at the Legislature, participating in the Continua of Care planning processes, organizing statewide training at an annual conference, and coordinating local communities’ advocacy efforts. Arizona Community Action Association (ACAA) The Arizona Community Action Association was incorporated as a non-profit organization in 1967 in response to a need for a statewide forum to address issues relating to poverty. Through its membership, ACAA brings together public officials, low-income persons, representatives of the private sector and human service providers to share common concerns and to develop strategies to resolve poverty problems that are statewide rather than local in nature. Association of Arizona Food Banks (AAFB) The Association of Arizona Food Banks was formed in 1984 and supports a cooperative network of member food banks, food pantries and other organizations that work, cost-effectively and efficiently to collect, store, transport and distribute food to hungry people throughout the state. The Association sees its mission as strengthening communities to build an Arizona where all people are well nourished. Children’s Action Alliance (CAA) The Children’s Action Alliance is a non-profit, non-partisan research, policy, and advocacy organization dedicated to promoting the well being of all of Arizona’s children and families. The CAA works to educate the public and policymakers about children’s needs and to promote effective strategies to improve the lives of children and their families. CAA is presently working toward identifying potential community housing opportunities that can help diminish the homeless condition of youth ages 18-21 who are discharged from foster care. Community Development Coalition of Arizona (CDCA) The Community Development Coalition of Arizona (CDCA) is a 70-member organization of non-profits, for-profits, and governments dedicated to strengthening neighborhoods and increasing housing options for all people. CDCA supports its members by educating the public and leaders on issues of neighborhood building and the creation of affordable communities and by advocating increased funding for organizations creating housing opportunities for all citizens of Arizona. Governor’s Homeless Trust Fund Oversight Committee This Committee is authorized by A.R.S.§ 41-2021(A). The primary task of the Committee is to “establish guidelines for the expenditure of fund monies to provide homeless shelter services.” ADES staffs the Committee. Local Advocacy Organizations In addition to the Continua of Care, there are many other local groups, agencies and organizations in Arizona that have been advocating for and assisting in developing programs to assist homeless people. Many of these organizations also participate in local Continua of Care planning processes. Discharge Coordination Policy Each of the three continua in Arizona has their own discharge coordination policy. Through the effective prevention efforts, thorough planning and intensive follow-up, it is the fundamental goal of each that no person will be released to the streets. 3-5 Year Strategic Plan 61 Version 1.3 Jurisdiction A subcommittee of the Interagency and Community Council on Homelessness has been established to develop a coordinated, statewide discharge policy. Representatives from the three continua are participating in this process. Emergency Shelter Grants (ESG) (States only) Describe the process for awarding grants to State recipients, and a description of how the allocation will be made available to units of local government. 3-5 Year Strategic Plan ESG response: Emergency Shelter Grants (ESG) The ESG program is funded under the McKinney-Vento Homeless Assistance Act. The primary intent of ESG is to provide funds for the rehabilitation and operation of homeless shelters; funding of staff costs are not allowed. However, some prevention services and essential social services are allowed. The Department of Economic Security (DES) awards ESG-funded contracts to homeless providers every one to five years through a competitive request for proposal (RFP) process that includes a review panel comprised of internal staff and external members. The offers received are scored on evaluation criteria published in each RFP that may include service methodology, experience and expertise, cost/price, and conformance to RFP requirements/instructions. The ESG prevention funding is allocated through contracts with community action agencies (CAAs) who are designated by law to receive all DES funding non-competitively. The funding is allocated to the CAAs providing services in rural counties through a defined formula in which 90% of the funds are distributed on the percent of persons at or below 125% of poverty and 10% based on unemployment. Each facility is monitored by DES during the contract period. Periodically funds are distributed through transitional housing services. Using this approach, the broadest coverage is ensured throughout the state. COMMUNITY DEVELOPMENT Community Development (91.215 (e)) *Please also refer to the Community Development Table in the Needs.xls workbook 1. Identify the jurisdiction's priority non-housing community development needs eligible for assistance by CDBG eligibility category specified in the Community Development Needs Table (formerly Table 2B), − i.e., public facilities, public improvements, public services and economic development. 2. Describe the basis for assigning the priority given to each category of priority needs. 3. Identify any obstacles to meeting underserved needs. 4. Identify specific long-term and short-term community development objectives 3-5 Year Strategic Plan 62 Version 1.3 Jurisdiction (including economic development activities that create jobs), developed in accordance with the statutory goals described in section 24 CFR 91.1 and the primary objective of the CDBG program to provide decent housing and a suitable living environment and expand economic opportunities, principally for low- and moderate-income persons. NOTE: Each specific objective developed to address a priority need, must be identified by number and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and annual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in other measurable terms as identified and defined by the jurisdiction. 3-5 Year Strategic Plan Community Development response: Community Development Needs Non-metropolitan, non-housing community development needs include: 1) a variety of public facilities available to meet the recreational, human development and health needs of low income persons; 2) safe and functional public infrastructure available to support a variety of land uses necessary for thriving neighborhoods and communities; 3) a variety of services available to low income persons to maintain healthy lifestyles, remove negative influences and progress in the achievement of healthy goals; 4) opportunities for low income persons to belong to the community work force characterized by a diversity of job types and opportunities for personal and financial growth; 5) an overall reduction in lead paint hazards; and 6) accessible housing, employment, recreation and human development facilities. Basis for Assigning Priority Investments are allocated based on the following priorities: 1) invest in rural areas that have limited funding opportunities; 2) invest in projects where the need for funds and the demand for the project design is demonstrated; 3) invest in the types of projects identified as high priorities in this plan. Priorities are assigned according to the CHAS data and the input provided by local jurisdiction both in the planning process and the application process Obstacles for Meeting Underserved Needs Meeting underserved needs is hindered by: 1) inadequate funding; 2) absence of service providers agencies; 3) lack of capacity in existing agencies; 4) absence of consensus by local jurisdictions regarding which needs are underserved. Short Term Goal Goal: Structure the administration of all ADOH programs such that a constant evaluation of lead hazards are being conducted and subsequent remediation effects an overall reduction in lead paint hazards. Long Term Goals Goal: Ensure a variety of public facilities are available to meet the recreational, human development, and health needs of low income persons. 3-5 Year Strategic Plan 63 Version 1.3 Jurisdiction Goal: Ensure safe and functional public infrastructure is available to support a variety of land uses necessary for thriving neighborhoods and communities. Goal: Ensure a variety of services are available to low income persons to maintain healthy lifestyles, remove negative influences and progress in the achievement of healthy goals. Goal: Increase opportunities for low-income persons to belong to the community work force characterized by a diversity of job types and opportunities for personal and financial growth. Goal: Ensure housing, employment, recreation and human development facilities are accessible and readily available to persons with special needs and that operation of such facilities is conducted in collaboration with one another. Antipoverty Strategy (91.215 (h)) 1. Describe the jurisdiction's goals, programs, and policies for reducing the number of poverty level families (as defined by the Office of Management and Budget and revised annually). In consultation with other appropriate public and private agencies, (i.e. TANF agency) state how the jurisdiction's goals, programs, and policies for producing and preserving affordable housing set forth in the housing component of the consolidated plan will be coordinated with other programs and services for which the jurisdiction is responsible. 2. Identify the extent to which this strategy will reduce (or assist in reducing) the number of poverty level families, taking into consideration factors over which the jurisdiction has control. 3-5 Year Strategic Plan Antipoverty Strategy response: Antipoverty Strategy The approach by the Department of Housing for reducing the number of poverty level families includes: - Addressing the needs engendered by poverty - Being proactive in preventing poverty by promoting job growth and increasing job training opportunities - Increasing the supply and availability of decent, safe, and affordable housing necessary for low income families to live healthy, productive lives - Increasing the effectiveness of existing programs through better collaboration, reduced duplication of services, and increased efficiency of implementation Recognizing the symbiotic relationship between affordable housing and human, social, and supportive services, the Department has established – and continues to strengthen – partnerships with the following state agencies. Arizona Department of Economic Security (DES) DES was established by the State Legislature in July 1972 by combining the Employment Security Commission, the State Department of Public Welfare, the Division of Vocational Rehabilitation, the State Office of Economic Opportunity, the Apprenticeship Council and the State Office of Manpower Planning. The State 3-5 Year Strategic Plan 64 Version 1.3 Jurisdiction Department of Mental Retardation joined the Department in 1974. The purpose in creating the Department was to provide an integration of direct services to people in such a way as to reduce duplication of administrative efforts, services and expenditures. Community Services Administration (CSA) The CSA funds networks of provider agencies to assist low-income Arizona residents to move through and out of crisis situations and toward self-sufficiency. They partner with provider agencies to plan and develop programs and services, encourage services integration whenever possible, and mobilize resources. Community agencies and funded networks serve as advocates for low-income households, hungry families, victims of domestic violence, refugees, and homeless individuals and families. The CSA awards approximately $50 million from various federal and state funding sources to over 120 contractors across the state to administer a variety of social services. Family Assistance Administration The Family Assistance Administration promotes the safety, well-being, and selfsufficiency of children, adults, and families by helping individuals and families achieve independence and self-sufficiency through temporary assistance in meeting their immediate basic needs. The FAA provides cash assistance and food stamps to eligible participants, determines eligibility for Medical Assistance, and refers participants to other departmental and community resources for assistance. Aging and Adult Administration The Aging and Adult Administration provides information and services to seniors within Arizona through Adult Protective Services, Benefits Counseling, Long Term Care Ombudsman, Program Legal Services Assistance, and the Older Workers Program/Title V. Each of these services assists in accomplishing the administration's number one goal to provide opportunities for keeping vulnerable adults and older persons in their homes and communities. Arizona Early Intervention Program (AzEIP) AzEIP is a statewide system of supports and services for families of children, birth to three, with disabilities or developmental delays. Arizona Department of Health Services (DHS) DHS’ strategic priorities include responding to Arizona’s increasing older population and their health needs, reducing the rates of injury, being prepared to respond to emergencies that threaten the health of Arizona’s residents, and improving the system for serving persons with behavioral health problems. Arizona Health Care Cost Containment System (AHCCCS) AHCCCS is Arizona’s Medicaid program, designed to deliver quality health care under cutting-edge concepts of managed care. AHCCCS contracts with health plans and other program contractors, paying them a monthly “capitation” amount prospectively for each enrolled member. AHCCCS receives federal, state and county funds to operate, plus some monies from Arizona’s tobacco tax. Eligibility is not performed under one roof, but by various agencies, depending on the category. For example, pregnant women, families and children generally enter AHCCCS by way of the Department of Economic Security. State-only categories such as the Medically Needy generally come from the various counties. The blind, aged or disabled who receive 3-5 Year Strategic Plan 65 Version 1.3 Jurisdiction Supplemental Security Income enter through the Social Security Administration. Each eligibility group has its own income and resource criteria. Arizona Department of Veterans’ Services Veterans’ Services provides a network of Veterans Benefits Counselors (VBC's) who give information, counsel and assistance to veterans, their dependents and survivors in matters pertaining to federal and state benefits earned by honorable service in the armed forces of the United States. Veteran Benefits Counselors travel to all fifteen counties of the state. Veterans Benefits Counselors help process compensation and pension applications, appeal VA decisions, file for survivors death benefits, apply for aid and attendance and housebound benefits, certification of claim documents, request for military service records, upgrade military discharges, apply for special veteran license plates, provide information on general state benefits and assist with other questions about veteran benefits and entitlements. Governor’s Office for Children, Youth, and Families The Governor’s Office for Children, Youth and Families (GOCYF) serves the mission of the Governor by fostering and enhancing collaborative relationships across state systems and communities in an effort to ensure the well being of Arizona’s children and families. The GOCYF seeks to develop and influence public policy in efforts focused on coordinating and creating a more comprehensive system of services, and works to secure resources that will provide sustainable and positive impacts for Arizona children, families and communities. Low Income Housing Tax Credit (LIHTC) Coordination (91.315 (k)) 1. (States only) Describe the strategy to coordinate the Low-income Housing Tax Credit (LIHTC) with the development of housing that is affordable to low- and moderate-income families. 3-5 Year Strategic Plan LIHTC Coordination response: Low Income Housing Tax Credit Coordination ADOH administers the The Low Income Housing Tax Credit (LIHTC) Program in Arizona for the U.S. Internal Revenue Service. The LIHTC provides federal income tax credits to owners of rental developments that have at least 20% of the units set aside for 50% AMI households or 40% of the units set aside for 60% AMI households. Investors receive a reduction in their income tax liability equal to the amount of credits purchased as well as additional tax, appreciation, and depreciation benefits derived from the property in which they invested. The equity made available from the sale of tax credits allows for less money to be borrowed which means less rent can be collected to service the debt. The LIHTC program produces approximately 1,100 units of affordable rental housing units each year for low and moderate-income households - more than any other program. ADOH’s goal is to administer the LIHTC program such that it produces the maximum amount of units available to low and very low-income persons in developments that are financially viable and sustain quality over an extended period of time. The following strategies will be implemented. 3-5 Year Strategic Plan 66 Version 1.3 Jurisdiction - Direct gap financing resources to financially viable LIHTC developments that serve very low-income households. - Assist in providing financially viable, market appropriate housing in areas of greatest housing needs in the state. - Promote the development of quality housing at reasonable cost to meet a variety of needs, including family, elderly and special needs. - Encourage affordable housing development and provide an equitable distribution of tax credits from the state allocation to both urban and rural areas. - Allocate only the amount of tax credits that the ADOH determines to be necessary for the financial feasibility of the development and its viability as a qualified affordable housing development throughout the long-term compliance period. - Allocate tax credits to long-term rental developments that provide the greatest overall public benefit. NON-HOMELESS SPECIAL NEEDS Specific Special Needs Objectives (91.215) 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve over a specified time period. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. 3-5 Year Non-homeless Special Needs Analysis response: Specific Special Needs Objectives ADOH will administer its funding programs to promote collaboration between service providers to minimize duplication of services and maximize use of funds to provide housing and services for the following populations: elderly, physically and/or developmentally disabled, persons with substance abuse problems, seriously mentally ill and victims of domestic violence. ADOH will ensure federal, state and local public and private sector resources address special needs populations through its ongoing planning and public comment processes. ADOH is involved on a continual basis in numerous planning efforts with other state departments, local/regional/county governments, housing/social service providers, businesses and citizens. The planning bodies responsible for these efforts often consist of members that are recipients of ADOH funding or share in some respect ADOH’s mission to address housing and community development needs for low income and special needs populations throughout the state. The main product of these planning efforts are the following: 1) current and accurate identification and prioritization of needs; 2) establishment of objectives; 3) development of funding distribution methodology; and 4) development of policy. 3-5 Year Strategic Plan 67 Version 1.3 Jurisdiction Non-homeless Special Needs (91.205 (d) and 91.210 (d)) Analysis (including HOPWA) *Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook. 1. Estimate, to the extent practicable, the number of persons in various subpopulations that are not homeless but may require housing or supportive services, including the elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with HIV/AIDS and their families), persons with alcohol or other drug addiction, and any other categories the jurisdiction may specify and describe their supportive housing needs. The jurisdiction can use the Non-Homeless Special Needs Table (formerly Table 1B) of their Consolidated Plan to help identify these needs. *Note: HOPWA recipients must identify the size and characteristics of the population with HIV/AIDS and their families that will be served in the metropolitan area. 2. Identify the priority housing and supportive service needs of persons who are not homeless but require supportive housing, i.e., elderly, frail elderly, persons with disabilities (mental, physical, developmental, persons with HIV/AIDS and their families), persons with alcohol or other drug addiction by using the Non-homeless Special Needs Table. 3. Describe the basis for assigning the priority given to each category of priority needs. 4. Identify any obstacles to meeting underserved needs. 5. To the extent information is available, describe the facilities and services that assist persons who are not homeless but require supportive housing, and programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing. 6. If the jurisdiction plans to use HOME or other tenant based rental assistance to assist one or more of these subpopulations, it must justify the need for such assistance in the plan. 3-5 Year Non-homeless Special Needs Analysis response: Exact knowledge of the number of persons thought to need supportive services or housing across different subpopulations varies from most known to not known at all within the eligible metropolitan statistical areas (EMSA). Mainly, the reason is that the EMSA is not the designated repository of all such information. Elderly - AZ Department of Economic Security/Aging Services 13 percent of the total state population is elderly and residing in the EMSA jurisdiction equating to 13,356. Of this number, it is estimated that roughly 35% or 4,674 elderly require supportive housing. Persons with Developmental Disabilities (Division of Developmental Disabilities/DDD) On any given day, 12,500 persons with developmental disabilities need housing and/or supportive services within that system of care. Many persons with DD reside in “congregate living” type of housing with 24-hour staff care. 3-5 Year Strategic Plan 68 Version 1.3 Jurisdiction The EMSA allows viable agencies the ongoing opportunity to apply for available housing development funding on behalf of the subpopulation should persons with DD not be under the financial auspices of the state of Arizona (DDD). Persons with Serious Mental Illness (SMI) and alcohol or other drug addiction – AZ Department of Health Services/Division of Behavioral Health Mentally Ill – 3,800 Alcohol or other drug addiction – 8,000 Persons living with HIV/AIDS – 400 It is planned that at least 400 low-income persons living with HIV/AIDS will be served with one or more of the HOPWA funded activities. Typically, the households to be served encompass one to three members; fifty percent have an identified living partner in the household. Characteristics of the population vary however; the predominant need is “short-term housing assistance” in order to maintain the current level of functioning and housing. Less than 5% of the population is homeless at any given time. A larger percentage of persons with HIV/AIDS are able to maintain or seek out some form of employment, have vocational rehabilitation needs, and overall are living longer than two decades ago. Types of housing prioritized for these groups reflect the “least restrictive environment” which typically refers to rental or individually acquired housing within mainstream communities. A less prioritized type of housing for subpopulations would be congregate or “clustered” style living whereby large amounts of persons with the same special needs are residing together or in very close proximity to each other. All of the aforementioned non-homeless subpopulations are listed as “Special Needs” populations who get priority for Low Income Housing Tax Credit allocations. None of these individual classes or groups of the special needs populations is prioritized over the other. State Housing Fund decisions for agencies proposing to serve any of the aforementioned subpopulations are not prioritized over the other. The agency faces the same underwriting requirements for housing funded projects with one of those requirements being “low income” (at or below 80% Area Median Income) to be served “only.” Should funding ever fall short, the EMSA would then need to prioritize; however, it is likely that all of the subpopulations would get priority. One of the major obstacles in meeting underserved needs is the lack of or inadequate funding levels for supportive housing. Many agencies have experienced state and federal budget cuts as well as private foundations who have selected one population over another in which to donate funding. While housing development or resources could be made available to address subpopulation housing needs, the essential services may not be readily available. Facilities and services provided to assist persons who are not homeless but require supportive housing and programs range greatly for each subpopulation. The most comprehensive assurances for persons receiving services and housing once returning from mental health institutions takes place within one of the five regional behavioral health authorities (RBHA) in Arizona. Policies and procedures are in place through institutions and the local community behavioral agencies to coordinate discharge planning and determine the level of needed services and housing. As a 3-5 Year Strategic Plan 69 Version 1.3 Jurisdiction result of a state mandate to make this subpopulation a “priority class,” many of the RBHAs and their service providers have developed special needs housing (with services) that directly serve this subpopulation in need. This housing is often located in the mainstream community setting with staff that comes into the housing to provide services or occupy a unit within the rental complex itself. Persons with alcohol or substance use issues go into a wide variety of types of housing including transitional project based housing (treatment) settings, subsidized housing with services, private housing with a sponsor, and mainstream housing with delivery of services within the community based private home. Typically, the coordination of housing and services occurs with an assigned case coordinator from one of the five RBHAs. Depending on the level of supportive services needed, the elderly generally have a variety of housing options. These range from remaining in their own home (often after making accessibility improvements) to assisted living or long-term care facilities. ADOH does not plan to use HOME funds for tenant based rental assistance (TBRA). Specific Special Needs Objectives (91.215) 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve over a specified time period. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. 3-5 Year Strategic Plan Specific Special Needs Objectives response: Specific Special Needs Objectives ADOH will administer its funding programs to promote collaboration between service providers to minimize duplication of services and maximize use of funds to provide housing and services for the following populations: elderly, physically and/or developmentally disabled, persons with substance abuse problems, seriously mentally ill and victims of domestic violence. ADOH will ensure federal, state and local public and private sector resources address special needs populations through its ongoing planning and public comment processes. ADOH is involved on a continual basis in numerous planning efforts with other state departments, local/regional/county governments, housing/social service providers, businesses and citizens. The planning bodies responsible for these efforts often consist of members that are recipients of ADOH funding or share in some respect ADOH’s mission to address housing and community development needs for low income and special needs populations throughout the state. The main product of these planning efforts are the following: 1) current and accurate identification and prioritization of needs; 2) establishment of objectives; 3) development of funding distribution methodology; and 4) development of policy. 3-5 Year Strategic Plan 70 Version 1.3 Jurisdiction Housing Opportunities for People with AIDS (HOPWA) *Please also refer to the HOPWA Table in the Needs.xls workbook. 1. The Plan includes a description of the activities to be undertaken with its HOPWA Program funds to address priority unmet housing needs for the eligible population. Activities will assist persons who are not homeless but require supportive housing, such as efforts to prevent low-income individuals and families from becoming homeless and may address the housing needs of persons who are homeless in order to help homeless persons make the transition to permanent housing and independent living. The plan would identify any obstacles to meeting underserved needs and summarize the priorities and specific objectives, describing how funds made available will be used to address identified needs. 2. The Plan must establish annual HOPWA output goals for the planned number of households to be assisted during the year in: (1) short-term rent, mortgage and utility payments to avoid homelessness; (2) rental assistance programs; and (3) in housing facilities, such as community residences and SRO dwellings, where funds are used to develop and/or operate these facilities. The plan can also describe the special features or needs being addressed, such as support for persons who are homeless or chronically homeless. These outputs are to be used in connection with an assessment of client outcomes for achieving housing stability, reduced risks of homelessness and improved access to care. 3. For housing facility projects being developed, a target date for the completion of each development activity must be included and information on the continued use of these units for the eligible population based on their stewardship requirements (e.g. within the ten-year use periods for projects involving acquisition, new construction or substantial rehabilitation). 4. The Plan includes an explanation of how the funds will be allocated including a description of the geographic area in which assistance will be directed and the rationale for these geographic allocations and priorities. Include the name of each project sponsor, the zip code for the primary area(s) of planned activities, amounts committed to that sponsor, and whether the sponsor is a faith-based and/or grassroots organization. 5. The Plan describes the role of the lead jurisdiction in the eligible metropolitan statistical area (EMSA), involving (a) consultation to develop a metropolitan-wide strategy for addressing the needs of persons with HIV/AIDS and their families living throughout the EMSA with the other jurisdictions within the EMSA; (b) the standards and procedures to be used to monitor HOPWA Program activities in order to ensure compliance by project sponsors of the requirements of the program. 6. The Plan includes the certifications relevant to the HOPWA Program. 3-5 Year Strategic Plan 71 Version 1.3 Jurisdiction 3-5 Year Strategic Plan HOPWA response: The activities planned are short-term rent, mortgage, and utility payments and supportive services. Both project sponsors through existing Title II Ryan White funding and case management programs will identify persons living with HIV/AIDS in need of these activities in order to prevent homelessness and maintain level of medical and behavioral health care needs. The priority is for this resource to remain available and increase such activity through any additional entitlement, local government, and/or private fund sources. Through both project sponsor agency solicitation of additional funding sources, this housing activity along with non-traditional supportive or medical services have been prioritized. None of the entitlement jurisdictions have identified other housing development as a priority. The Department expects to serve 350 households with short-term rental, mortgage, and utility payment assistance. There are no housing facility projects being considered or developed. The HOPWA entitlement funding, not expected to be in excess of $180,000 for July 2005, will continue to be awarded in six of the thirteen rural counties within Arizona. Two other counties comprising the rural composition of counties within Arizona directly receive HOPWA funding from HUD through other ways. One of the two counties, Cochise, receives a large competitive grant and is in its second year of administering this award for direct rental assistance. The other county, Pinal, is considered its own EMSA and so therefore its jurisdiction is not within the balance of the state. The Department, as lead jurisdiction within the EMSA, have both rationalized its geographical allocation and set forth prioritization of selection of HOPWA project sponsor agencies for awarding entitlement funding in the following three ways: 1. Funding awarded to agencies demonstrating the greatest ability to administer HOPWA as well as either directly administer medical services or coordinate essentially needed medical services; and, 2. Funding awarded to agencies who can administer the HOPWA program throughout the largest areas of the jurisdiction; and lastly, 3. Funding awarded to agencies that represent these areas of jurisdiction whereby the highest incidence of persons with HIV/AIDS exists. With the limited amount of HOPWA funding, the Department along with agencies involved in the local community and homeless planning process have determined that the two agencies currently in contract are able to most comprehensively demonstrate one through three of the above. Together with these two agencies, Northland Cares (5 counties) and Mohave County (1 county) demonstrate the ability to cover over 62% of the jurisdiction. Specifically, each project sponsor represents the following information: 3-5 Year Strategic Plan 72 Version 1.3 Jurisdiction 1. Mohave County Public Health Department, a local government entity, responsible for the “County”, with a zip code for project sponsor of 86401, who will provide short-term rent, mortgage, utility payments, supportive services, and project administration with a total committed award of $75,000. Mohave County yielded the 2nd highest incidence (within rural AZ) of AIDS cases and 1st highest for this EMSA. Mohave County Public Health Department directly administers “both” HOPWA and Title II Ryan White “medical” funding for the HIV/AIDS population for their county. Mohave County, reportedly, is the fastest growing county in all of northern Arizona. 2. Northland Cares, a non-profit/community based grassroots entity, administers HOPWA in five rural counties: Apache, Coconino, Gila, Navajo, and Yavapai, through two main sites located in Prescott (Yavapai County), Arizona – zip code 86304, and Flagstaff (Coconino County), Arizona. Northland Cares directly coordinates provision of services through all of the county health department sites within these counties. In fact, a county health department representative within Yavapai County serves on the project sponsors board of directors. Many of the referrals for HOPWA come directly from the local county health department to Northland Cares who employs staff to travel and provide services. The project sponsor provides HOPWA activities such as short-term rent, mortgage, utility payments, supportive services, and project administration with a current committed award of $150,000. The role of the lead jurisdiction in the EMSA is to facilitate the planning process for the special needs population - HIV/AIDS. Since the Department already serves as lead agency for the rural Arizona Continuum of Care Homeless (Community Resources) planning process a mechanism for including these providers and interested parties takes place year around. These provider agencies in all twelve of the thirteen rural counties are listed as participants with year around involvement in planning specifically for the population in order to adequately address current and prospective housing (and/or services) needs. The plan is to continue this level of planning with involvement for HIV/AIDS provider agencies and furthermore begin providing inclusion of other beneficial events that take place for HIV/AIDS provider agencies such as: program evaluation, housing development resources and technical assistance training. Standards and Procedures used to monitor HOPWA program activities … The EMSA entity (Arizona Department of Housing) special needs housing area will continue to ensure compliance of HOPWA referencing HUD program rules within the Code of Federal Regulations Title 24, Volume 3, Part 574 through the following ways: desk-top reviews, on site reviews conducted along with technical assistance, and attending state as well as national training regarding HOPWA in order to stay informed and updated with policy or rule changes. The result of such reviews, in the past, and will in the future be shared with the HUD state office. Desk-top reviews of the program will be conducted monthly to ensure expenditures to the program are eligible and persons with HIV/AIDS are readily being served. On site review visits along with technical assistance will take place annually. The EMSA will continue to partake in any statewide or nationally planned training events or formula grantee meetings by either HUD or its subcontracting technical assistance agency, AIDS House of Washington. 3-5 Year Strategic Plan 73 Version 1.3 Jurisdiction The EMSA will provide project sponsors with information from such trainings and provide opportunities for program staff to be trained directly from AIDS House of Washington. Specific HOPWA Objectives 1. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the strategic plan. 3-5 Year Specific HOPWA Objectives response: HOPWA, and other leveraged funds, will be used to provide short-term rental, mortgage, and utility payment assistance. OTHER NARRATIVE Include any Strategic Plan information that was not covered by a narrative in any other section. The Council of State Community Development Agencies (COSCDA), of which Arizona is a member, is spearheading an effort with several other organizations of local and state grantees to refine a "Performance Outcome Measurement System" framework. The effort, which is in response to CPD Notice 03-09, is expected to lead to a comprehensive approach to the measurement of outcomes for HUD's four major community development formula grant programs - Community Development Block Grant, HOME Investment Partnership Program, Emergency Shelter Grant, and Housing Opportunities for Persons with AIDS. Once completed, the system will include objectives, outcomes, and indicators for each type of activity undertaken with funds made available from these programs. The Arizona Department of Housing plans to use this system once it is finalized. 3-5 Year Strategic Plan 74 Version 1.3 FIRST PROGRAM YEAR ACTION PLAN The CPMP First Annual Action Plan includes the SF 424 and Narrative Responses to Action Plan questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order to be compliant with the Consolidated Planning Regulations. The Executive Summary narratives are optional. Complete the fillable fields (blue cells) in the table below. The other items are prefilled with values from the Grantee Information Worksheet. atalogue of Federal Domestic Assistance Numbers; Descriptive Titie of Applicant Project(s); reas Affected by Project(s) (cities, Counties, localities etc.); Estimated Funding 14.218 Entitlement Grant /Community Development Block Grant Description of Areas Affected by CDBG Project (s) Describe $CDBG Grant Amount $Additional HUD Grant(s) Leveraged $Additional State Funds Leveraged $Additionat Federal Funds Leveraged CDBG Project Titles r ran tee Funds Leveraged / k ~ o c a l Leveraged l~ Funds Total Funds Leveraged for CDBG-based Project(s) Home Investment Partnerships Program 14.239 HOME I HOME Project Titles N/A l~escriptionof Areas Affected by HOME I First Program Year Action Plan The CPMP First Annual Action Plan includes the SF 424 and Narrative Responses to Action Plan questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order to be compliant with the Consolidated Planning Regulations. The Executive Summary narratives are optional. SF 424 Complete the fillable fields (blue cells) in the table below. The other items are prefilled with values from the Grantee Information Worksheet. Date Submitted Date Received by state Date Received by HUD Applicant Identifier State Identifier Federal Identifier Type of Submission Application Pre-application x Construction Construction x Non Construction Non Construction Applicant Information Jurisdiction 1700 W. Washington, Suite 210 0 Phoenix Arizona 85007 Country U.S.A. Employer Identification Number (EIN): AZ49999 ARIZONA STATE PROGRAM Organizational DUNS 086704488 0 0 0 Maricopa County Program Year Start Date (07/01) Specify Other Type if necessary: 86-6004791 Applicant Type: State Specify Other Type U.S. Department of Housing and Urban Development Program Funding Catalogue of Federal Domestic Assistance Numbers; Descriptive Title of Applicant Project(s); Areas Affected by Project(s) (cities, Counties, localities etc.); Estimated Funding Community Development Block Grant 14.218 Entitlement Grant CDBG Project Titles N/A Description of Areas Affected by CDBG Project(s) 13 rural counties (excepting entitlement communities) Describe N/A $CDBG Grant Amount $13,429,858 $Additional HUD Grant(s) Leveraged N/A $Additional Federal Funds Leveraged N/A $Additional State Funds Leveraged N/A $Locally Leveraged Funds N/A $Grantee Funds Leveraged N/A $Anticipated Program Income $0.00 Other (Describe) Total Funds Leveraged for CDBG-based Project(s) N/A Home Investment Partnerships Program 14.239 HOME HOME Project Titles N/A Description of Areas Affected by HOME Project(s) Statewide First Program Year Action Plan 1 Version 1.3 Jurisdiction $HOME Grant Amount $8,598,167 $Additional HUD Grant(s) Describe N/A Leveraged N/A $Additional Federal Funds Leveraged N/A $Additional State Funds Leveraged N/A $Locally Leveraged Funds $4,800,000 $Grantee Funds Leveraged N/A $Anticipated Program Income $400,000 Other (Describe) N/A Total Funds Leveraged for HOME-based Project(s) $4,800,000 Housing Opportunities for People with AIDS 14.241 HOPWA HOPWA Project Titles N/A Description of Areas Affected by HOPWA Project(s) Rural Arizona $HOPWA Grant Amount $164,000 $Additional HUD Grant(s) Describe Leveraged N/A $Additional Federal Funds Leveraged $422,222 $Additional State Funds Leveraged $26,000 $Locally Leveraged Funds $90,573 $Grantee Funds Leveraged N/A $Anticipated Program Income N/A Other (Describe) Total Funds Leveraged for HOPWA-based Project(s) $538,795 Emergency Shelter Grants Program 14.231 ESG ESG Project Titles N/A Description of Areas Affected by ESG Project(s) Rural Arizona $ESG Grant Amount $Additional HUD Grant(s) Leveraged Describe $827,875 N/A $Additional Federal Funds Leveraged N/A $Additional State Funds Leveraged $727,875 $Locally Leveraged Funds N/A $Grantee Funds Leveraged N/A $Anticipated Program Income N/A Other (Describe) Total Funds Leveraged for ESG-based Project(s) $727,875 Congressional Districts of: All in AZ Applicant Districts Project Districts Is the applicant delinquent on any federal debt? If “Yes” please include an additional document explaining the situation. Yes X No First Program Year Action Plan Is application subject to review by state Executive Order 12372 Process? Yes This application was made available to the state EO 12372 process for review on DATE X No Program is not covered by EO 12372 N/A Program has not been selected by the state for review 2 Version 1.3 Jurisdiction Person to be contacted regarding this application First Name: Andrew Title: Programs Administrator eMail: andrewr@housingaz.com Middle Initial Last Name: Rael Phone: 602/771-1000 Grantee Website: www.housingaz.com Fax: 602/771-1002 Signature of Authorized Representative Other Contact: Timothy Klont Date Signed May 12, 2005 Sheila D. Harris, Ph.D. Narrative Responses GENERAL Executive Summary The Executive Summary is optional, but encouraged. If you choose to complete it, please provide a brief overview that includes major initiatives and highlights that are proposed during the next year. Program Year 1 Action Plan Executive Summary: The Consolidated Plan is a five-year strategy and application required by the U.S. Department of Housing & Urban Development (HUD) on the proposed use of its funds by states and larger local governments. By requiring these entities to develop a Consolidated Plan, HUD hopes to encourage a collaborative, holistic view of community development and housing issues and solutions. The Consolidated Plan summarizes: 1) the state’s market and needs in the broad areas of housing, homelessness, and community development, 2) the state’s priority needs in those areas and its strategies for addressing them, and 3) the long-term objectives developed to address those strategies. The Consolidated Plan is updated annually through Program Year Action Plans. This First Program Year Action Plan outlines the specific steps the state will take in FY 2005 to implement the long-term objectives in the five-year plan. The Annual Action Plan also describes resources available to the state, including Community Development Block Grant (CDBG), HOME Investment Partnership Program, Emergency Shelter Grant, and Housing Opportunities for Persons with AIDS (HOPWA). This Action Plan covers the state’s fiscal year 2005 (July 1, 2005 to June 30, 2006) and was developed by the Arizona Department of Housing in cooperation with the Arizona Department of Economic Security. First Program Year Action Plan 3 Version 1.3 Jurisdiction General Questions 1. Describe the geographic areas of the jurisdiction (including areas of low income families and/or racial/minority concentration) in which assistance will be directed during the next year. 2. Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) during the next year and the rationale for assigning the priorities. 3. Describe actions that will take place during the next year to address obstacles to meeting underserved needs. Program Year 1 Action Plan General Questions response: General Questions Service Area Assistance will be directed primarily to non-metropolitan areas in the state of Arizona. Metropolitan areas are also assisted generally when local jurisdictions contribute, at a minimum, equal funding. Basis for Allocating Investments Investments are allocated based on the following priorities: 1) invest in rural areas that have limited funding opportunities; 2) invest in projects where the need for funds and the demand for the project design is demonstrated; 3) invest in the types of projects identified as high priorities in this plan; and, 4) invest in areas in decline and those with a disproportionate concentration of low-income and minority populations. Priorities are assigned by analyzing CHAS and Census data and the input provided by local jurisdiction both in the planning process and the application process. Meeting underserved needs is hindered by inadequate funding, absence of service providers agencies, lack of capacity in existing agencies, and absence of consensus by local jurisdictions regarding which needs are underserved. This section describes the methods of distribution and geographic allocation of resources for: 1) HOME Investment Partnerships Program (HOME), 2) Community Development Block Grant (CDBG), 3) Emergency Shelter Grant (ESG), and 4) Housing for Persons with AIDS (HOPWA). Program descriptions for the State Housing Trust Fund (HTF) and Low-Income Housing Tax Credit (LIHTC) programs are also included in this section. As required by 24 CFR 91.320(g), program-specific items are noted when relevant. HOME Method of Distribution The state expects to receive $8,598,167 HOME resources, including $166,153 in American Dream Downpayment Initiative (ADDI). ADOH will implement the American Dream Downpayment Initiative through the existing ADOH Homes for Arizonans Program. First Program Year Action Plan 4 Version 1.3 Jurisdiction HOME match liability is expected to be met through state dollars invested in the Homes for Arizonans Program. The HOME program match liability is 25 percent (statutory requirement) of actual expenditures during the program year or approximately $2,405,676. Match will be provided from the following two sources – the Homes for Arizonans Program and match carried over from previous years. The Homes for Arizonans Program is expected to generate $1.2 million. This program provides downpayment and closing cost assistance to first time homebuyers in the rural areas of the State. Additionally, the State has $6.0 million in match that was carried over from the previous years. The Homes for Arizonans program has been an essential component in the state's ability to far exceed the HOME program's minimum match requirements. The state intends to make HOME funds available statewide. Applicants for most HOME activities may also apply for State Housing Trust Fund resources through the same application. The following approximate funding objectives are for resource targeting only. Funding decisions will be made on the strength of the funding proposals and the order in which they are received. HOME Geographic Funding Objectives Statewide CHDO set-aside: $1,289,725 Metro Area (Maricopa and Pima Counties: $1,466,418 CAAG Region (Gila and Pinal Counties): $985,556 NACOG Region (Apache, Coconino, Navajo and Yavapai Counties): $1,827,592 SEAGO Region (Cochise, Graham, Greenlee and Santa Cruz: $783,737 WACOG Region (La Paz, Mohave and Yuma Counties: $1,385,323 American Dream Downpayment Initiative: $166,153 State Administration $859,817 Total HOME Available: $ 8,598,167 Home Activity Funding Objectives Rental Housing, including HOME CHDO set-aside, LIHTC gap financing; emergency shelter development; operating subsidies for new special needs housing projects. $3,791,792 Homeownership Housing, including HOME CHDO set-aside, new construction; acquisition/ rehabilitation for resale. $154,767 American Dream Downpayment Initiative. $166,153 Owner-occupied Housing Rehabilitation: $3,791,792 Grantee/Recipient Administrative Cost $500,000 HOME Application Process The state makes available HOME funds through an application process. Applications are accepted quarterly for rental and homeownership development activities, including CHDO activities, and semi-annually for housing rehabilitation programs. Administrative funding in support of HOME activities is available from the State First Program Year Action Plan 5 Version 1.3 Jurisdiction Housing Trust Fund through the HOME application. Funding decisions are generally made within thirty (30) to sixty (60) days. Only applications that meet minimum thresholds are considered for funding. The minimum thresholds for HOME applications include program responsiveness and readiness to proceed. Applications that meet minimum thresholds are underwritten based on the following criteria as relevant to the proposed activity: 1) market need/demand; 2) management/capacity; 3) budget/financial analysis; and 4) program design. Once it is determined that an application meets minimum underwriting standards, the application and underwriting results are forwarded to a funding committee for final review and recommendation. The funding committee is comprised of ADOH staff, including program managers, risk assessors, administrators, the deputy director and the director. When insufficient funds are available, either geographically or for an activity, competitive scoring criteria are used. If competitive scoring is necessary, the following scoring criteria will be used: very-low income and priority population targeting, and project readiness The actual geographic distribution of resources will be based on the number and quality of applications received. The state will not hold funding available or make any concessions with regard to program thresholds or underwriting in order to guarantee the funding of activities within a specific geographic region. ADOH will not utilize HOME resources for tenant-based rental assistance or for homeownership assistance in the form of downpayment/closing cost or equity contributions, with the exception of the American Dream Downpayment Initiative set-aside. Downpayment and closing cost homeownership assistance programs are funded through the State Housing Trust Funds. HOME CHDO Distribution The state will distribute HOME resources to recipients and Community Housing Development Organizations (CHDOs) through the application process outlined above. In accordance with §92.201(b)(1) of the HOME regulations, geographic funding objectives have been established to ensure, to the extent possible, an equitable geographic distribution of funds. HOME Forms of Investment Investment will be provided as grants and loans. HOME Resale and Recapture Provisions The Federal HOME Program requires either a resale or recapture provision as outlined in 24 CFR 92.254 of the HOME rule. ADOH has chosen to use the recapture provision for HOME and/or matching funds used to assist eligible homebuyers. Assistance provided by ADOH shall be in the form of a non-interest bearing, deferred payment loan secured by a deed of trust naming the state of Arizona or its designated representative(s) as beneficiary. The assistance is completely forgiven upon completion of the applicable affordability period. If the housing does not continue to be the principal residence of the homeowner for the duration of the affordability period, the assistance will be repaid in its entirety First Program Year Action Plan 6 Version 1.3 Jurisdiction from the net sale proceeds. If the net sale proceeds are not sufficient to recapture the full amount of assistance plus enable the homeowner to recover the amount of their downpayment, ADOH will share the net proceeds. The net proceeds are the sales price minus loan repayment (other than ADOH funds) and closing costs. ADOH will permit the homeowner to recover the homeowner’s initial downpayment before recapturing ADOH assistance. The amount of ADOH assistance that is subject to recapture is based on the amount of assistance that enabled the homeowner to purchase the dwelling unit. This includes any assistance that reduced the purchase price from a fair market value to an affordable price, but excludes the amount between the cost of producing the unit and the market value of the property (i.e. the development subsidy). In the case of foreclosure or transfer in lieu of foreclosure, the lender is allowed to take the property without the affordability restrictions. As stipulated in the HOME regulations, ADOH will repay the HOME account if the assisted housing fails to meet the affordability requirements for the full affordability period without regard to the term of any loan or mortgage or the transfer of ownership, even in the event of foreclosure, transfer in lieu of foreclosure, or assignment to HUD. HOME Security Instruments Recapture restrictions shall be executed through one or more of the following instruments, depending on the type of first-mortgage instrument: 1) A due-on-sale provision inserted by a private mortgage lender with loan pre-payment penalties covering the amount of recapture as determined above. At the time of property transfer, pre-payment proceeds less processing costs due the state of Arizona shall be paid by the first mortgage lender. Due-on-sale provisions shall be executed through written agreements between the lender and the state of Arizona, and shall be accepted by the borrower at the time of first-mortgage loan origination; 2) Land Use Restriction Agreements and/or deed restrictions filed against the property acquired by the assisted homebuyer; and 3) Deed of Trust and Promissory Notes consistent with the non-interest HOME-financed loan filed on the property acquired by the assisted homebuyer. Emergency Shelter Grant (ESG) Method of Distribution The Arizona Department of Economic Security (DES) is the HUD grantee for ESG funds and is the responsible administrative agency. ESG funds in the amount of $827,875 have been allocated to the state of Arizona. Up to 5% ($40,012) will be retained for administrative costs. It is the intent to renew existing contracts at previous funding levels. ESG Match ESG funds require a one-to-one (100%) match. Federal regulation allows the first $100,000 expenditure of ESG to be unmatched. The total minimum match that will be provided for the ESG grant is $700,248 for a total program resource of $1,500,496. In previous years the minimum match requirements have been exceeded. Matching funds are provided in a variety of ways ranging from in-kind salary matches to volunteer labor. First Program Year Action Plan 7 Version 1.3 Jurisdiction Selected applicants least apt to be able to provide match will have their match requirement reduced by a negotiated amount. A total of $100,000 of match will be waived as allowed by federal regulation. ESG Geographic Funding Objectives Updated budgets, certifications if needed, and descriptions of activities to be funded by ESG will be submitted to the DES, Community Services Administration (CSA) for the renewal period. The updated information submitted will be reviewed and approved, where necessary to assure compliance with ESG requirements. It is planned that renewal contracts with governmental entities and nonprofit organizations can be in place by July 1. Funds will be spent by June 30, for contract renewals. ESG Activity Funding Objectives The following funding strategies apply: 1) the current funding strategies is to continue funding at current levels for shelter services, case management and outreach which is approximately 70% in Maricopa County, 11.5% in Pima County, 4% in Pinal County, 12% in Mohave, Yavapai and Yuma Counties and 2.5% in Navajo, Cochise and Coconino Counties; 2) funding of eviction prevention services up to the maximum 30% of the allocation; 3) funding of staff costs in shelter facilities is not planned. DES intends to utilize up to 5% of the allocation for administration to help defray the costs of operating the ESG program. The ESG funds, upon award, will be contracted and utilized within the state fiscal year to operate emergency shelter and transitional housing facilities and make homeless prevention and essential services available in order to alleviate the urgent and growing needs of people who are homeless. Community Development Block Grant (CDBG) Method of Distribution The total amount of CDBG funds available is $13,429,858. No program income or carryover funds are available therefore none are included in this amount. Federal Law allows the state to retain 2% ($268,658) plus $100,000 of its annual CDBG allocation for program administration. The state must provide a non-federal match for the 2%. The match is to be documented at the same time that CDBG funds are drawn down for the state’s administrative expenditures above $100,000. The $13,701,566 in federal CDBG resources available to the state will be distributed as follows: ADOH Administration - $771,645. This includes $134,329 (1% for technical assistance) and $368,658 (2% plus $100,000 for administration). This amount does not include the required 2% administration match of $268,658. Grantee Funds – $12,929,921. Regional Account 85% (RA) – $10,990,433. SSP Account 15% (SSP) – $1,939,488. First Program Year Action Plan 8 Version 1.3 Jurisdiction At least 70% of CDBG funds must be spent on activities that meet the low/mod benefit national objective. Consequently, activities justified on the basis of slum/blight or urgent need are funded on a first-notified (to either the COG or ADOH), first-funded basis up to a maximum of 30% of CDBG funds. Requests for administrative funds are limited to not more than 18% of each applicant’s total application amount. Requests for public service funds are limited to not more than 15% of the total CDBG allocation and are funded on a first-notified, first-funded basis. The state will distribute any recaptured funds, de-obligated funds, disallowed costs from prior contracts, and program income (PI) not retained by grantees. These funds will be distributed as follows: ADOH may reallocate de-obligated funds to the same community from which it was de-obligated to an existing or new contract of the same funding year based on the following criteria: 1) performance of the contract from which the funds were deobligated; and 2) ability to commit de-obligated funds to another project that can immediately use the funds provided the new funds can be committed through a new contract or an amended contract within 60 days. If ADOH cannot reallocate de-obligated funds according to the above criteria the deobligated funds will be redistributed by ADOH to the SSP. Funds recaptured for non-compliance and recaptured for non-performance will be redistributed by ADOH to the SSP. CDBG Regional Account The CDBG Regional Account (RA) consists of 85% of the state of Arizona allocation from HUD. The remaining 15% makes up the State Special Projects (SSP) account. The RA is distributed on a non-competitive basis to all non-metropolitan cities, towns and counties in Arizona. The method by which the funds are distributed is determined by the State of Arizona working in conjunction with each regional Council of Government. Each COG develops a Method of Distribution (MOD) each year and forwards the MOD to ADOH for approval. The MOD determines which communities will receive funding each year and how much will be received. Some regions take turns getting funded (forgoing funding one year for higher amounts the next year) while others distribute the funds evenly every year. At the time of application by each community, the CDBG application amount must equal the allocation amount. The applications are routed through the COG to ADOH. ADOH will attempt to review and fund each application submitted within 60 days of receipt. ADOH will review all applications and make the final award determinations. To determine the amount of CDBG funding allocated to each COG’s sub-account, the state uses a formula based on population and persons in poverty. Specifically, the COG sub-accounts are determined by: 1) multiplying the percentage of the total population of each COG by 30%; 2) multiplying the percentage of the total poverty population of each COG by 70%; and 3) adding the products of the two. The Regional Account (RA) is divided into four sub-accounts, one for each of the nonmetropolitan Councils of Government (COG) areas. Regional Account allocations are as follows: First Program Year Action Plan 9 Version 1.3 Jurisdiction Central Arizona Association of Government (CAAG): Gila and Pinal Counties. $2,480,966 Northern Arizona Council of Government (NACOG): Apache, Coconino, Navajo and Yavapai Counties. $2,553,097 South Eastern Arizona Government Organization (SEAGO): Cochise, Graham, Greenlee and Santa Cruz Counties. $2,673,717 Western Arizona Council of Government (WACOG): La Paz, Mohave and Yuma Counties. $3,282,652 ADOH will announce CDBG funding levels by the first quarter of each year for both the Regional Account by COG and the State Special Projects Account by the total available for the state. All applications are due to ADOH by 5:00 P.M. on the following dates. NACOG and SEAGO – June 1 WACOG and CAAG – July 1 Each year the COG will recommend a Method of Distribution to ADOH for the communities within the respective COG region. ADOH has the final authority to determine the MOD for the state. ADOH’s final MOD will be included in the Annual Update of the Consolidated Plan, which is subject to a public participation process. CDBG Distribution Methodology All distribution of State CDBG funds is to be accomplished through an entitlement system. Each MOD must contain a multi-year schedule that indicates how CDBG allocations are to be distributed such that all eligible communities within each respective COG region will receive funding. The multi-year schedule should include the funding years that each community in the region will receive funds and estimate the amount to be available. This will allow each community to plan its CDBG projects in advance. Deviations from rotation schedules whereby communities trade allocations is allowed but must be accomplished prior to September 30. ADOH Approval of MOD Each COG must submit its MOD to ADOH by September 30 along with documentation that the MOD has been approved by formal action of the Regional Council. ADOH will distribute the final MOD to recipient communities by October 30. CDBG Recipient Community Responsibility While CDBG money is scheduled to be provided to all recipient communities according to the Method of Distribution, an actual award of CDBG funds is contingent upon an application that is eligible and that meets all application review thresholds. It is the responsibility of each recipient community to submit a CDBG application with a request of funding equal to or less than the amount of the projected allocation in the MOD. If a community that is scheduled to be funded does not submit a viable and compliant application to ADOH, the allocation for that community will be reallocated to the SSP. If the funding amounts scheduled for a community exceed First Program Year Action Plan 10 Version 1.3 Jurisdiction funding requests included in the application, the balance will be redistributed to the SSP. Back-up applications will not be accepted. CDBG Application Routing through COG All CDBG applications must be routed through the COG for review. The COG will review each application for completeness, notify each community of their findings, and assist the community with rectifying any application deficiencies. The responsibility to correct deficiencies lies with the community unless the COG is providing this service under contract to the community. COGs have no discretion to reject applications and must forward all applications to the state. Only those communities identified as eligible to receive funding in the current year MOD may submit an application, therefore, no rating or ranking or similar comparative analysis is necessary. COG costs for application review must be negotiated between the community and the COG. Each COG will establish its own application procedures (letters of intent, etc.) and submission deadline. CDBG Redistribution of Funds Funds will be redistributed as necessary according to the following: (The following language must be included in all MODs) Recapture is the action of removing funds from a contract due to one of the following two types of circumstances: 1) Recapture for non-compliance. The ADOH determines that CDBG funds were not used in compliance with the contract between ADOH and the recipient or in compliance with federal regulations; and 2) Recapture for non-performance. The recipient fails to perform according to the performance criteria outlined in the contract scope of work, the contract schedule, and/or the performance criteria outlined in the text of the contract with ADOH. Recaptured funds will return to ADOH to be redistributed through the State Special Projects account to the applicant next in line for funding. De-obligation is the action or removing funds from a contract due to one of the following: 1) the scope of work is completed using less CDBG funds than anticipated and leaving an unexpended balance; 2) the original allocation was a loan and the loan was paid back; 3) an activity was changed or cancelled (for reasons other than performance) resulting in excess funding; 4) program income is received that is not programmed for use. De-obligated funds may be rolled into an existing or new contract of the same funding year from which the funds were de-obligated if they can be put under contract within 60 days and used quickly. The community must have a positive performance record to be granted this approval. If the above is not possible, the funds will return to ADOH to be redistributed through the State Special Projects account to the applicant next in line for funding. First Program Year Action Plan 11 Version 1.3 Jurisdiction CDBG Central Arizona Association of Governments (CAAG) Allocation Amounts Casa Grande $165,398 Gila County $165,398 Globe $165,398 Hayden $165,398 Miami $165,398 Pinal County $165,398 Superior $165,398 Eloy $ Next Funding Year 2006 Florence $ Next Funding Year 2006 Kearny $ Next Funding Year 2006 Payson $ Next Funding Year 2006 Coolidge $330,795 Winkelman $330,795 Mammoth $330,795 Apache Junction $330,795 CDBG Northern Arizona Council of Governments (NACOG) Allocation Amounts Apache County $Next Funding Year 2008 St Johns $265,994 Eagar $ Next Funding Year 2006 Spingerville $ Next Funding Year 2007 Coconino County $498,071 Page $ Next Funding Year 2008 Williams $ Next Funding Year 2006 Fredonia $ Next Funding Year 2007 Navajo County$ Next Funding Year 2007 Snowflake $ Next Funding Year 2008 First Program Year Action Plan 12 Version 1.3 Jurisdiction Winslow $ Next Funding Year 2008 Holbrook $334,733 Show Low $334,733 Taylor $ Next Funding Year 2006 Pinetop Lakeside $ Next Funding Year 2006 Yavapai County $1,109,537 Jerome $ Next Funding Year 2008 Camp Verde $410,028 Chino Valley $ Next Funding Year 2006 Clarkdale $ Next Funding Year 2006 Cottonwood $ Next Funding Year 2007 Sedona $ Next Funding Year 2007 Prescott Valley $ Next Funding Year 2007 CDBG Southeast Arizona Government Association Allocation Amounts Cochise County $403,170 Graham $ Next Funding Year 2006 Greenlee $ Not in rotation; does not participate Santa Cruz $583,405 Benson $ Next Funding Year 2006 Douglas $ Next Funding Year 2006 Tombstone $ Next Funding Year 2006 Willcox $ Next Funding Year 2006 Bisbee $ 403,130 Sierra Vista $403,130 Huachuca City $403,130 Thatcher $ Next Funding Year 2008 Safford $477,793 Pima $ Next Funding Year 2007 Duncan $ Next Funding Year 2006 Clifton $195,986 Santa Cruz County $ Next Funding Year 2008 Nogales $ Next Funding Year 2006 Patagonia $ Next Funding Year 2006 First Program Year Action Plan 13 Version 1.3 Jurisdiction CDBG Western Area Council of Governments (WACOG) Allocation Amounts La Paz County: $172,429 Quartsite: $ Next Funding Year 2006 Mohave County: $ Next Funding Year 2006 Colorado City: $351,778 Kingman: $ Next Funding Year 2006 Yuma County: $ Next Funding Year 2006 Wellton: $ Next Funding Year 2006 Lake Havasu: $703,555 Bullhead City: $703,555 San Luis: $675,668 Somerton: $675,668 Parker: $172,429 CDBG Match The state will provide the non-federal funds from two sources. These included “hard” match funds, i.e., state funds used to pay salaries and other operating expenses of the CDBG program and “in-kind” or “soft” match funds which represent staff time devoted to the CDBG program by individuals whose salaries are paid from nonfederal sources. These individuals, which include those located in the Information Technology Division, Personnel, Procurement, the Division’s front desk, the Deputy Director, and Programs Administrator all track their time on departmental time sheets. CDBG-Eligible Activities CDBG funds can be used for a wide range of activities including but not limited to: 1) public improvements (water, wastewater, streets); 2) public facilities (parks, community/senior centers, removal of architectural barriers); 3) housing (both owner-occupied and rental rehabilitation, new housing construction undertaken by a nonprofit, and homeownership assistance); 4) economic development (infrastructure for and direct assistance to businesses, including micro enterprises, to create or retain jobs for and benefit low-moderate income persons); 5) public services (e.g., childcare, transportation, job training); and 6) planning. CDBG-Eligible Applicants The state CDBG program is available to units of local government, including cities, towns, and counties, in rural areas. For the purposes of the CDBG program, rural areas are those located outside of entitlement jurisdictions, which receive CDBG funds directly from HUD. Entitlement jurisdictions in Arizona include all of Maricopa and Pima Counties, the cities of Flagstaff, Prescott, and Yuma, and tribal lands. First Program Year Action Plan 14 Version 1.3 Jurisdiction CDBG Urgent Needs Grant Applications When proposing an activity that meets the urgent need national objective, the applicant must document that it has no other financial resources available to meet the need. Additionally, all activities that propose to meet the urgent need national objective must meet community development needs that: 1) have a particular urgency; 2) pose a serious, immediate threat to the health or welfare of the community; and 3) and are of recent origin. CDBG Colonias Set Aside HUD mandates the state expend at least 10% of its CDBG allocation in the colonias. The colonias allocation is $1,440,910. All activities in a self-determined or CDBGdetermined colonia will be considered to meet this set-aside. If there are insufficient funds requested for colonias from the RA, colonias SSP applications for will be given priority-funding consideration. CDBG State Special Projects Any eligible CDBG activity can be undertaken with State Special Projects (SSP) funds. The only difference is that the SSP is competitive and all applications must demonstrate that the project is ready to implement immediately. ADOH may use some of the SSP to create a contingency account available to assist with Regional Account and SSP project shortfalls. CDBG SSP ELIGIBLE All activities pursuant to 24 CFR 570 that are ready to begin implementation immediately with environmental review requirements completed, Release of Funds issued, land control secured, planning, design, and permitting complete, and all other related upfront issues resolved. CDBG SSP APPLICATION SUBMISSION All communities eligible to receive funding from the state CDBG program are eligible to apply. Each community is encouraged to submit one application. Multiple applications may be submitted from one community if the applications are prioritized. All first priority applications will be reviewed first with subsequent priority applications reviewed if sufficient funding is available, thereby allowing each community a chance to be funded. CDBG SSP APPLICATION DEADLINE Applications are due to ADOH on June 1 by 5:00 pm (if a weekend, then the first business day thereafter). CDBG SSP SELECTION OF PROJECT AWARDS Projects will be selected for SSP funding by a competitive process through which applications are scored. The highest scoring applications within each priority category will be awarded prior to awarding projects in subsequent priority categories. Scored applications will be kept on file for one year and the next highest scoring applications will be funded if funding becomes available through recapture or de-obligated CDBG funds. The following criteria will be used to select project awards: 1) the extent to which the project meets the needs for public services, public works, community facilities and housing ; 2) the extent to which equipment or a project improves, upgrades, or rehabilitates facilities, housing or neighborhoods; 3) the extent to which a project benefits a large segment of the population specific to the type of First Program Year Action Plan 15 Version 1.3 Jurisdiction assistance; 4) the extent to which the project provides a direct, provable benefit to low-income and special needs persons, especially, how effectively the proposal proves that the need for the project exists; 5) the extent to what project costs been carefully estimated; 6) the extent to which the project is ready to begin; 7) the extent the project leverages other committed money into the service, facility or housing especially local private and governmental investment (to include salaries, engineering/architectural services, etc that CDBG will not be billed for; 8) the relative performance of the applicant on past contracts and the capacity of in house or contracted staff to implement the project; 9) does the proposed cost of the project/activity justify the number of persons who will directly benefit from the project/activity; 10) the extent to which a project will generate secondary benefits such as continued investment (especially private), increase in economic activity, decrease in crime, increased safety, community building; 11) the extent to which the application demonstrates that improvements can be maintained in the future. Housing Opportunities for Persons with AIDS (HOPWA) Method of Distribution and Geographic Investment The state is scheduled to receive $164,000 in HUD HOPWA funds. A total of $16,400 of these funds will be used for administration. Three percent ($4,920) will be used by the Arizona Department of Housing and 7% ($11,480) will be used by project sponsors. Any previously uncommitted will be combined with this. The state is an entitled eligible metropolitan area (EMA) that includes the following counties: Apache, Cochise, Coconino, Gila, Graham, Greenlee, LaPaz, Navajo, Santa Cruz, Yavapai, and Yuma. The balance of the state is included in other HOPWA EMAs. Applications will be accepted for projects located within the EMA and on an on-going basis until all funds are committed. Coordination of project proposal planning with local AIDS/HIV Consortia will be encouraged through the proposal review process. Technical assistance will be provided to potential applicants in the planning of their proposed projects. Supportive Housing Program and Shelter Plus Care Method of Distribution The state will coordinate and serve as the applicant for HUD Continuum of Care Homeless Assistance funds for rural Arizona (all counties excluding Maricopa and Pima). These include Supportive Housing Funds, Shelter Plus Care, and Housing Trust Fund. The state is scheduled to receive $3,008,817 in Supportive Housing Program Funds. Of these, $150,440 (5%) will be retained by the state for administration and $75,220 (2.5%) will be provided to project sponsors in Housing Trust Fund for administration. The state is scheduled to receive $5,602,600 in Shelter Plus Care Funds. All of these funds will be provided to project sponsors for program implementation, of which the project sponsors may retain up to 7% for program administration. The state is scheduled to provide $2,000,000 in Housing Trust Funds to sustain its Eviction/Prevention Emergency Homeless Housing Assistance Program. This will be done through negotiations with the current 22 contractors located statewide the 15 existing counties who represent nonprofit, county and city governments, and PHA agencies. Eligible project sponsors (co-applicants and subcontractors) include city and county governments, PHAs, Tribal governments and nonprofit agencies servicing First Program Year Action Plan 16 Version 1.3 Jurisdiction homeless persons. ADOH will file the national competitive application on behalf of rural Arizona and will serve as grantee for projects approved by HUD through subcontracts to governmental and nonprofit agencies. Eligible program components include: transitional housing; permanent housing for disabled persons; supportive services not in conjunction with supportive housing; Safe Havens; rental assistance through the Shelter Plus Care Program, in either tenant based, project based, sponsor based or SRO configurations; and Section 8 SRO housing. Within these components eligible activities may include acquisition, rehabilitation, new construction, leasing, operating costs, supportive services and rental assistance. The term of HUD assistance may vary depending on the program component for which funds are requested. The Continuum of Care Application Process has the following components: 1) existing resources and gaps addressed by the HUD application need to be identified; 2) data collection by all agencies proposing projects for Continuum of Care assistance and ongoing local homeless Continuum of Care planning groups; and 3) consultation with municipal, county and COG representatives regarding needs in their respective geographic areas; and, use of various databases compiled on a regular basis by the state of Arizona and its agencies. SHP Match ADOH actively obtains matching funds for operating costs, supportive services, and capital development for all Supportive Housing activities. ADOH has actively funded capital development activity, over and above HUD Supportive Housing program requirements, to help local communities and nonprofit agencies meet the housing needs of homeless persons throughout the state. State Housing Trust Fund (HTF) Method of Distribution The State Housing Trust Fund (HTF) is a resource funded through the state's Unclaimed Property Fund. Estimates from the Arizona Department of Revenue indicate the fund could expect to receive $18.8 million in the next fiscal year. ADOH has identified the following funding objectives: HTF Selection Process ADOH makes available State Housing Trust Fund (HTF) through an application process. Applications are accepted periodically and funding decisions are generally made in 30 to 60 days. Only applications that meet minimum thresholds are considered. The minimum thresholds for HTF applications include program responsiveness and readiness to proceed. Applications that meet minimum thresholds are underwritten based on the following criteria as relevant to the proposed activity: 1) market need/demand; 2) management/capacity; 3) budget/financial analysis; and 4) program design. Once it is determined that an application meets minimum underwriting standards, the application and underwriting results are forwarded to a funding committee for final review and recommendation. The funding committee is comprised of senior ADOH staff, including program managers, administrators, the deputy director, and the director. The funding committee makes a recommendation to the ADOH Director as to whether the application should be funded without conditions, funded with conditions, or rejected. The ADOH Director makes the final funding decision. When insufficient funds are available, either geographically or for an activity, competitive First Program Year Action Plan 17 Version 1.3 Jurisdiction scoring criteria are used. If competitive scoring is necessary, the following scoring criteria will be used: Very-low income targeting and priority populations. Low Income Housing Tax Credit (LIHTC) Allocation Plan The Low Income Housing Tax Credit Program provides federal income tax credits to owners of qualifying residential rental projects. An approximate $10 million allocation of tax credits is available. This tax credit allocation will result in approximately $100 million in investor equity for the construction of affordable rental housing. The program was established by the Tax Reform Act of 1986 to replace traditional tax incentives for investment in low-income housing eliminated by the same law. ADOH is the agency in Arizona responsible for allocating tax credits to specific projects that comply with the Internal Revenue Code (“the IRS” or the “Code”). ADOH carries out this responsibility through the creation and administration of the Qualified Allocation Plan (the “QAP”). The state has set the following specific goals for the LIHTC program: 1) an equitable allocation of projects between the urban and rural areas of the State and among various geographic regions; 2) substantial involvement and input from the affected community; 3) projects serving very low-income families; 4) projects to be built on tribal lands; 5) acquisition/rehabilitation and rehabilitation projects; 6) projects serving priority populations with special housing needs; 7) projects undertaken by non-profit organizations; 8) projects located in each of the rural Councils of Government jurisdictions. Addressing Underserved Needs Goal: To remove the barriers, both real and perceived, to address underserved needs. Strategy: Maximize leverage opportunities in order to invest in as many feasible projects as possible. Strategy: Identify and build the capacity of potential partners in areas of the state that are underserved. Strategy: Work with community stakeholders to understand the needs of low- to moderate-income households and build consensus on actions to address those needs. Managing the Process 1. Identify the lead agency, entity, and agencies responsible for administering programs covered by the consolidated plan. 2. Identify the significant aspects of the process by which the plan was developed, and the agencies, groups, organizations, and others who participated in the process. First Program Year Action Plan 18 Version 1.3 Jurisdiction 3. Describe actions that will take place during the next year to enhance coordination between public and private housing, health, and social service agencies. Program Year 1 Action Plan Managing the Process response: Managing the Process Lead Agency The Arizona Department of Housing (ADOH) is the lead agency for overseeing the development and implementation of the Consolidated Plan. ADOH is a new cabinet-level state agency, established on October 1, 2002. Former Governor Jane Dee Hull signed into law legislation that established the Arizona Housing Finance Authority on January 1, 2002, and the Arizona Department of Housing that following October. These two entities were established so that state government in Arizona could assist in developing the tools to impact an area of growing concern for the state, an issue that impact the lives of all Arizonans – affordable housing in viable communities. The Department is responsible for the administration of the Small Cities Community Development Block Grant funding, is the Participating Jurisdiction responsible for administering HOME funds for all areas of the state outside of Maricopa and Pima counties, and is the Eligible Metropolitan Area responsible for administering Housing Opportunities for Persons with AIDS (HOPWA) funds for all areas of the state except Maricopa, Mohave, Pima, and Pinal counties. The Arizona Department of Economic Security is responsible for administering Emergency Shelter Grant (ESG) funds and has contributed to the development of this Plan. Plan Development The process undertaken for the development of the Consolidated Plan includes both ongoing planning activities and special forums conducted over a 12 month period beginning in April 2004. ADOH is involved on a continual basis in numerous planning efforts with other state departments, local/regional/county governments, housing/social service providers, businesses and citizens. The planning bodies responsible for these efforts often consist of members that are recipients of ADOH funding or share in some respect ADOH’s mission to address housing and community development needs for lowincome and special needs populations throughout the state. The main product of these planning efforts are: 1) current and accurate identification and prioritization of needs; 2) establishment of objectives; 3) development of funding distribution methodology; and 4) development of policy. These planning bodies include the following: Governor’s Interagency and Community Council on Homelessness (ICCH) Governor Janet Napolitano created the Governor’s Interagency and Community Council on Homelessness and issued an Executive Order to that effect on June 5, 2004. The purpose of the ICCH is to guide the development and implementation of a First Program Year Action Plan 19 Version 1.3 Jurisdiction state level plan to end homelessness for Arizonans with a focus on families who are homeless. The ICCH works to identify policy, practice, and funding actions that can be taken at the state level to prevent and to end homelessness through support, involvement, and coordination among multiple state agencies and the private sector. The ICCH is comprised of representatives to the Governor’s Children’s Cabinet and private sector individuals appointed by the Governor. Rural (Balance of State) Continuum of Care ADOH directly facilitates the Continuum of Care (C of C) process in the 13 rural counties (“balance of state”). The C of C process is required by the U.S. Department of Housing & Urban Development (HUD) to enable localities to apply to the federal government for certain competitive grant programs that provide funding to address specific special needs problems. This process brings together local governments and agencies to address local solutions to these problems. On an annual basis the Department applies for competitive funding to HUD for projects and programs that are identified as priority projects through the Continuum process; ADOH, in turn, then acts as the administering agency for the grants that are passed through to the participating sub-recipients. Over the years, ADOH has secured millions of dollars from the Shelter Plus Care and Supportive Housing Programs. Arizona Housing Commission The Arizona Housing Commission was created by Executive Order in 1996 to serve as an advisory body to the Governor and to the Arizona Department of Commerce, now the Department of Housing. The Commission was formally established in statute in 1997. The Commission is comprised of 24 key decision makers from private industry, community-based non-profit housing organizations, and state, local, and tribal governments. The diverse representation is comprised of: - One representative of a rural city government, a nonrural city government from Pima County and a nonrural city government from Maricopa County (3). One representative of a rural county government, Pima County government, and Maricopa County government (3). One representative of a tribal government and a tribal housing department (2). One representative of the banking or lending community (1). One representative of the special needs population (1). One representative of a statewide housing association (1). Two representatives of the private sector of the real estate industry (2). Three representatives from the private sector of the housing industry, a homebuilder, a multifamily housing developer, and a licensed manufactured home manufacturer or dealer (3). Two representatives of non-profit organizations that work on housing or other related issues, one from Pima County and one from a rural county (2). Two representatives of the general public, one from Pima County and one from a rural county (2). One representative of an organization that works on farmworker housing issues (1). The Director of the Arizona Department of Housing or the director’s designee. The director or the director’s designee may only vote to break a tie vote of the other members (1). First Program Year Action Plan 20 Version 1.3 Jurisdiction - The Speaker of the House of Representatives and the President of the Senate or their designees who serve as advisory members (2). The Commission was given the following authorities and responsibilities: - Recommend affordable housing strategic planning and policy. Coordinate public and private housing finance programs. Provide the means for better private and public partnerships and initiatives for developing affordable housing. Review and oversee state housing programs. Encourage the development of affordable housing opportunities for special needs populations. Advise the Governor, Legislature, state agencies, and city, county, and tribal governmental bodies on the public and private actions that affect the cost or supply of housing. Arizona Housing Finance Authority As part of the creation of the Arizona Department of Housing, the legislature also created the Arizona Housing Finance Authority (AzHFA). Under the provisions of HB 2615, the Authority may issue bonds for multi-family residential projects, bonds to finance residential dwelling units and establish mortgage credit certificate programs. These powers have been granted for the rural areas of Arizona. The seven members of the AzHFA are appointed by the Governor and represent geographical diversity. No more than four members will be from the same political party. Various work groups consisting of Authority board members are convened on a regular basis to assist with program development and evaluation. Arizona Councils of Government The four rural Council of Governments (COGs) - South East Arizona Government Organization (SEAGO), Northern Arizona Council of Governments (NACOG), Central Arizona Council of Governments (CAAG) and Western Arizona Council of Governments (WACOG) - provide an important planning and data gathering function for ADOH. Each COG is governed by a Board that consists of the City or County Manager of each local government within the respective geographic COG region. This equitable board structure provides a forum to conduct the planning necessary for the receipt of federal transportation and community development funds. The primary planning responsibility of each COG with respect to the Consolidated Plan is the development of a recommended method of distribution for CDBG funds. The COGs have both knowledge in the CDBG program and proximity to CDBG recipient community. CDBG grantees are encouraged to utilize the services of the COGs for technical assistance. The COGs are under contract by ADOH to provide general technical assistance to the recipient communities within their respective region on behalf of ADOH. General technical assistance includes the ability to explain CDBG regulations in general and the ADOH program specifically. COGs provide an excellent repository of local recent planning studies used for a variety of grant applications and public policy undertakings. Arizona Public Housing Authority ADOH operates the Arizona Public Housing Authority. Information derived from operating the state PHA provides an accurate and recent view of public housing needs and trends for which planning efforts can be designed to address. The responsibilities entail administering a Section 8 Voucher program for Yavapai and First Program Year Action Plan 21 Version 1.3 Jurisdiction Graham Counties, two rural counties that are not otherwise served by a local housing authority. The Section 8 Voucher Program provides rental subsidy payments for approximately 59 very low-income households. The Arizona PHA also operates the Section 8 Project-Based program throughout the state which entails administering approximately 109 HUD-subsidized rental properties accounting for thousands of individual rental units located throughout the state of Arizona. Through this program participating properties are subsidized, allowing the very low-income tenants to pay only 30% of their incomes on rent and utilities. Governor’s 2020 Planning Initiative ADOH was given the responsibility of developing the housing component of the Governor’s 2020 Planning Initiative. The Aging 2020 Plan is being developed in response to demographic trends forecasting increasing numbers of senior citizens who will live longer and have more demands for services. ADOH has developed a housing plan that provides more opportunities for affordable housing linked to improved medical and social services that will allow seniors to live productive independent lives longer in their life cycles. The housing component was developed in conjunction with Arizona COGs Area Agency on Aging departments, the Arizona Association of Retired Persons, and citizen input. Public Forums Six public comment forums were conducted to solicit information on housing and community development needs. These forums were held in Sierra Vista, Cottonwood, Payson, Show Low, Phoenix, and Lake Havasu City. Advance notice was given for these forums in the form of announcements published in newspapers of general circulation at least two weeks prior to the forum; notices were also posted on the Department’s website. These announcements provided information about the topic of the forum, location, and how comments could be submitted if the person(s) was unable to attend. The forum was held in handicapped accessible locations convenient to actual and potential beneficiaries. Interpreters were available in instances where the Department had reason to believe a significant number of nonEnglish speaking residents were expected to participate. Coordination with Agencies Agencies providing services related to housing, social services, elderly persons, disabled persons, persons with HIV/AIDS, families and homeless participated in the public forums and have permanent representation on the various planning bodies described above. Citizen Participation 1. Provide a summary of the citizen participation process. 2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and nonEnglish speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted. First Program Year Action Plan 22 Version 1.3 Jurisdiction *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. Program Year 1 Action Plan Citizen Participation response: Citizen Participation The state is required to adopt a citizen participation plan that sets forth the state’s policies and procedures for citizen participation in compliance with the provisions of 24 CFR 91.115. The Arizona Department of Housing encourages participation in the development of the Consolidated Plan, any substantial amendments to the plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). Participation of low and moderate income persons is encouraged – particularly those living in slum and blighted areas and in areas where Community Development Block Grant funds are proposed to be used and by residents of predominantly low and moderate income neighborhoods. The public participation events for the Consolidated Plan 2005-2009 represent the culmination of several years’ worth of experience in conducting similar events. In previous years, events to solicit public comment were governed by the Citizen Participation Plan adopted by the Arizona Department of Housing and the state of Arizona. These events typically consisted of public hearings and forums. Public hearings were held even prior to the previous Consolidated Plan and have traditionally provided a forum for the Department to release information to residents in an open setting. Forums, in various forms, have also taken place over the years providing a more focused, direct method of public input. The Department has also become more involved in sponsoring and attending regularly scheduled meetings with various agencies and working groups. This adds another unique dimension to the consolidated planning purposes. All public hearing and forum announcements and comment periods specifically reference that comment is requested both on the Consolidated Plan and the Citizen Participation Plan. These plans will be made available in a format accessible to persons with disabilities and those with limited English proficiency (LEP) upon request. The state of Arizona sought public input and cooperated with a variety of organizations in the preparation of the 2005-2009 Consolidated Plan, as follows: · The Department solicited input from the Arizona Interagency and Community Council on Homelessness, the four Councils of Governments, the Arizona Housing Commission, Arizona Housing Finance Authority, and local Public Housing Authorities on various program policies that are reflected in the Consolidated Plan. First Program Year Action Plan 23 Version 1.3 Jurisdiction · Six public comment forums were conducted to solicit information on housing and community development needs. These forums were held in Sierra Vista, Cottonwood, Payson, Show Low, Phoenix, and Lake Havasu City. Advance notice was given for these forums in the form of announcements published in newspapers of general circulation at least two weeks prior to the forum; notice was also posted on the Department’s website. These announcements provided information about the topic of the forum, location, and how comments could be submitted if the person(s) was unable to attend. The forum was held in handicapped accessible locations convenient to actual and potential beneficiaries. Interpreters were available in instances where the Department had reason to believe a significant number of nonEnglish speaking residents were expected to participate. · Throughout the year, state representatives have attended a wide variety of meetings with organizations and citizen advocacy groups on subjects affecting the Consolidated Plan. · In some cases, work groups were formed with practitioners to provide input on program design. · Individual aspects and program components of the Consolidated Plan have also been discussed and feedback generated at various meetings, workshops and conferences. Information bulletins, newsletters and questionnaires on proposed program and policy changes have also been sent out to solicit feedback and input. Review of Draft Consolidated Plan Before the state adopts its Consolidated Plan, it will make available to citizens, public agencies, and other interested parties information that includes the amount of assistance the state expects to receive and the range of activities that may be undertaken, including the estimated amount that will benefit persons of low and moderate income and the plans to minimize displacement of persons and to assist any person displaced. Of note, the state does not anticipate any programs that will involve displacement of low- and moderate-income persons. In the unlikely event displacement occurs, required assistance will be provided in accordance with the Uniform Acquisition and Relocation Act and the HUD Anti-Displacement regulations. The state published the proposed Consolidated Plan in a manner that afforded all interested parties a reasonable opportunity to examine its contents and submit comments. Citizen Comment No comment was received on the Consolidated Plan nor did any member of the public attend the Consolidated Plan Public Hearing. Amendments to the Consolidated Plan Under the final Consolidated Plan regulations, the state is required to advise HUD of substantial changes to the state’s Consolidated Plan. The Arizona Consolidated Plan represents the best efforts possible to incorporate citizen comments and concerns in the entire planning process. First Program Year Action Plan 24 Version 1.3 Jurisdiction Criteria for amending the Consolidated Plan and/or the disbursement or targeting of funding would include changes in activities or the method of distribution, either reported herein or unforeseen, and changes in beneficiaries or subscribers that could reasonably be expected to change the delivery of services described herein. By definition, a substantial amendment to the Consolidated Plan would result from a change in activity from eligible to ineligible, or vice versa, a change from formula allocation to competitive award of funds, or vice versa, or from a change in the method of distribution of funds if said change will cause an increase or decrease in the original allocation mix over 35%. The state will provide interested parties with reasonable notice through a public newspaper(s) with statewide circulation and an opportunity to comment on substantial amendments. Comments will be received for a period of not less than 30 days, as identified in the public notice, on the substantial amendment before the amendment is implemented. Furthermore, the notice will clearly provide the name and address of the individual responsible for receiving these comments. Reasonable notice will be given to interested parties for non-substantial amendments through a mailing to current grantees and by posting on the Department’s website. The state will consider any comments or views of interested parties received in writing, if any, in preparing the substantial amendment to the Consolidated Plan. Performance Reports Citizens shall be provided with a reasonable notice and opportunity to comment on any performance reports required on the Consolidated Plan. A period of not less than 15 days shall be provided to receive comments on the performance report prior to its submission to HUD. The state shall consider any comments received in writing from the public in preparing the performance report. Citizen Participation Requirements For Local Governments Units of local government, including councils of government, receiving Community Development Block Grant funds from the state will hold a public hearing to receive comment on their proposed project(s) and/or program(s) prior to submission to the state. For housing projects, these hearing must also include comment on program accomplishments from the preceding project(s) and/or program(s). Units of local government, including councils of government, receiving Community Development Block Grant funds from the state for non-housing projects also must hold a public hearing to receive comment on program accomplishments after project completion but prior to final close out. Availability to the Public The Consolidated Plan, as adopted, substantial amendments, and related performance reports shall be available to the public, including the availability of materials in a form accessible to persons with disabilities and those with limited English proficiency (LEP) upon request. These documents shall be available in the Phoenix office of the Arizona Department of Housing and on the Department’s website. The state shall provide interested parties with reasonable and timely access to the Consolidated Plan. First Program Year Action Plan 25 Version 1.3 Jurisdiction The state shall provide a timely, substantive written response to every written citizen complaint received in regard to the Consolidated Plan, its amendments, and performance reports. Institutional Structure 1. Describe actions that will take place during the next year to develop institutional structure. Program Year 1 Action Plan Institutional Structure response: Institutional Structure Goal: Clarify the respective responsibilities of all parties involved with enhancing capacity, delivering technical assistance, developing project proposals, implementing project proposals, monitoring progress, ensuring compliance, and ensuring greater accountability overall. Strategy: Revise grant application materials and mediums to clarify principle administrative requirements. Strategy: Revise contract instruments to clarify remediation actions for nonperformance and non-compliance. Strategy: Remove all discretion on the part of the COG to select, rate, or revise local government CDBG grant applications giving local units of government full responsibility for submitting viable proposals. Strategy: Institute an ADOH Program Enhancement Committee to research and develop professional and responsive program structures to meet the needs of ADOH staff and a wide diversity of grant recipients. Monitoring 1. Describe actions that will take place during the next year to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements. Program Year 1 Action Plan Monitoring response: The Arizona Department of Housing states the following goal consistent with the Monitoring Plan outlined in the 2005-2009 Strategic Plan. Goal: Ensure all projects and units remain compliant with the regulations set forth by the applicable funding source and for the period of time specified in the funding contract. Strategy: Administer 255 on-site monitoring visits, visiting every grantee at least once annually during the contract period. Strategy: Conduct 305 desk reviews/audits. First Program Year Action Plan 26 Version 1.3 Jurisdiction Strategy: Physically inspect no less than 61 HOME-funded rental units for Housing Quality Standards. Strategy: Deliver no less than 11 program administration related external trainings. Strategy: Conduct a technical assistance, predevelopment consultation for every rental development project. Strategy: Offer 75 direct technical assistance engagements designed to build grantee capacity. Lead-based Paint 1. Describe the actions that will take place during the next year to evaluate and reduce the number of housing units containing lead-based paint hazards in order to increase the inventory of lead-safe housing available to extremely low-income, low-income, and moderate-income families. Program Year 1 Action Plan Lead-based Paint response: Lead-Based Paint Goal: Continue to play a leadership role in the evaluation and reduction of the number of lead-based paint hazards in order to increase the inventory of lead-safe housing available to low- and moderate-income families. Strategy: Contractually obligate 100% of HOME and CDBG recipients, subrecipients, contractors, and sub-contractors to comply with the federal Lead-Based Paint Regulations found at 24 CFR Part 35. Strategy: Require visual assessments and lead Safe Work Practices for 100% of all projects funded exclusively with non-federal State Housing Trust Funds. Strategy: Mandate 100% of all rental property owners to have a paint maintenance policy that ensures regular – at least annually – visual assessments and repair/maintenance of painted surfaces. Strategy: Maintain regular, on-going communication with the Childhood Lead Poisoning Prevention Program and Adult Blood Level Epidemiology and Surveillance Program, both of the Arizona Department of Health Services, to identify trends, areas of concentration, and opportunities for collaboration. First Program Year Action Plan 27 Version 1.3 Jurisdiction HOUSING Specific Housing Objectives *Please also refer to the Housing Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve during the next year. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by this Action Plan. Program Year 1 Action Plan Specific Objectives response: Specific Housing Objectives Rental Housing Goal: Increase the supply of decent, safe, water and energy efficient rental housing for low-income households. Strategy: Using LIHTC, Bond, and HOME financing to produce 1,400 new rental units affordable to households earning from 51% to 80% area median income (AMI). Strategy: Provide eligible rental developments sufficient HOME and HTF gap financing to produce 500 new rental units affordable to non-special needs households earning between 31% and 50% of AMI. Strategy: Provide eligible rental developments sufficient HOME and HTF gap financing to produce 100 new rental units affordable to non-special households earning 30% and below of AMI, in collaboration with rental subsidy resources of other organizations. Goal: Preserve the existing affordable rental housing stock, especially in conjunction with comprehensive neighborhood revitalization efforts. Strategy: Using LIHTC, Bond, and HOME financing rehabilitate 700 rental units and make available to households earning from 51% to 80% area median income (AMI). Strategy: Provide eligible rental developments sufficient HOME and HTF gap financing to rehabilitate 250 rental units and make available to nonspecial needs households earning between 31% and 50% of AMI. Strategy: Provide eligible rental developments sufficient HOME and HTF gap financing to rehabilitate 50 rental units and make available to nonspecial households earning 30% and below of AMI, in collaboration with rental subsidy resources of other organizations. First Program Year Action Plan 28 Version 1.3 Jurisdiction Homeownership Goal: Increase the supply of decent, safe, water and energy efficient homes affordable for purchase by low-income households. Strategy: Provide eligible “for sale” home developments sufficient gap financing to produce 40 homes affordable to households earning from 51% to 80% AMI. Strategy: Provide to eligible “for sale” home developments sufficient gap financing to produce 10 homes affordable to households earning between 30% and 50% AMI. Goal: Increase homeownership among low-income households. Strategy: Provide down payment and closing cost loans to 78 households earning up from 71% to 80% AMI. Strategy: Provide down payment and closing cost loans to 75 households earning up from 60% to 79% AMI. Homeowner Rehabilitation Goal: Preserve the housing stock currently owned by low-income households while reducing substandard housing overall. Strategy: Create one new functional housing rehabilitation program. Strategy: Provide sufficient funding to local governments and non-profit organizations to rehabilitate 300 homes for households earning from 51% to 80% AMI. Strategy: Provide sufficient funding to local governments and non-profit organizations to rehabilitate 400 homes for households earning between 31% and 50% AMI. Strategy: Provide sufficient funding to local governments and non-profit organizations to rehabilitate 300 homes for households earning between 30% and below AMI. Strategy: Provide sufficient funding to local governments and non-profit organizations to conduct emergency repairs on 100 homes for households earning from 51% to 80% AMI. Strategy: Provide sufficient funding to local governments and non-profit organizations to conduct emergency repairs on 120 homes for households earning between 31% and 50% AMI. Strategy: Provide sufficient funding to local governments and non-profit organizations to conduct emergency repairs on 100 homes for households earning between 30% and below AMI. First Program Year Action Plan 29 Version 1.3 Jurisdiction Needs of Public Housing 1. Describe the manner in which the plan of the jurisdiction will help address the needs of public housing and activities it will undertake during the next year to encourage public housing residents to become more involved in management and participate in homeownership. 2. If the public housing agency is designated as "troubled" by HUD or otherwise is performing poorly, the jurisdiction shall describe the manner in which it will provide financial or other assistance in improving its operations to remove such designation during the next year. Program Year 1 Action Plan Public Housing Strategy response: Needs of Public Housing Operated by the Arizona Department of Housing, the Arizona Public Housing Authority administers 59 Housing Choice Vouchers (HCVs) – 29 in Graham County and 30 in Yavapai County. They also have oversight and monitoring responsibilities for 109 subsidized properties throughout the state. The Arizona Public Housing Authority does not own or manage any public housing nor does it foresee owning or managing any public housing in the future. Due to the size of the PHA, the state does not have residency initiatives programs. Simply stated, the PHA will strive to continue providing the same services to the same number of individuals and families even though financial resources are increasingly scarce. The PHA received a “standard” performance score as a result of their 2004 Section Eight Management Assessment Program (SEMAP) review. Barriers to Affordable Housing 1. Describe the actions that will take place during the next year to remove barriers to affordable housing. Program Year 1 Action Plan Barriers to Affordable Housing response: Barriers to Affordable Housing The Arizona Department of Housing will address barriers to affordable housing through the following strategies: Strategy: Outreach to 25 members of the lending community in an effort to generate additional interest and involvement in the financing of affordable housing. First Program Year Action Plan 30 Version 1.3 Jurisdiction Strategy: Identify and disseminate innovative solutions to housing affordability barriers used successfully by five other states including the promotion of alternative building materials and methods, land banking, and planning for affordable development. Strategy: Through eight meetings of the Arizona Housing Commission, commissioners may: · Work to identify specific regulatory barriers and to educate government on the impacts of regulatory barriers on housing affordability · Identify financing solutions that make it easier to obtain private financing for affordable housing · Explore financing solutions that maximize the use of existing resources HOME/ American Dream Down payment Initiative (ADDI) 1. Describe other forms of investment not described in § 92.205(b). 2. If the participating jurisdiction (PJ) will use HOME or ADDI funds for homebuyers, it must state the guidelines for resale or recapture, as required in § 92.254 of the HOME rule. 3. If the PJ will use HOME funds to refinance existing debt secured by multifamily housing that is being rehabilitated with HOME funds, it must state its refinancing guidelines required under § 92.206(b). The guidelines shall describe the conditions under which the PJ will refinance existing debt. At a minimum these guidelines must: a. Demonstrate that rehabilitation is the primary eligible activity and ensure that this requirement is met by establishing a minimum level of rehabilitation per unit or a required ratio between rehabilitation and refinancing. b. Require a review of management practices to demonstrate that disinvestments in the property has not occurred; that the long-term needs of the project can be met; and that the feasibility of serving the targeted population over an extended affordability period can be demonstrated. c. State whether the new investment is being made to maintain current affordable units, create additional affordable units, or both. d. Specify the required period of affordability, whether it is the minimum 15 years or longer. e. Specify whether the investment of HOME funds may be jurisdiction-wide or limited to a specific geographic area, such as a neighborhood identified in a neighborhood revitalization strategy under 24 CFR 91.215(e)(2) or a Federally designated Empowerment Zone or Enterprise Community. f. State that HOME funds cannot be used to refinance multifamily loans made or insured by any federal program, including CDBG. 4. If the PJ is going to receive American Dream Down payment Initiative (ADDI) funds, please complete the following narratives: a. Describe the planned use of the ADDI funds. First Program Year Action Plan 31 Version 1.3 Jurisdiction b. Describe the PJ's plan for conducting targeted outreach to residents and tenants of public housing and manufactured housing and to other families assisted by public housing agencies, for the purposes of ensuring that the ADDI funds are used to provide down payment assistance for such residents, tenants, and families. c. Describe the actions to be taken to ensure the suitability of families receiving ADDI funds to undertake and maintain homeownership, such as provision of housing counseling to homebuyers. Program Year 1 Action Plan HOME/ADDI response: HOME / American Dream Downpayment Initiative (ADDI) The Department will invest its ADDI allocation in the existing Homes for Arizonans program. The Homes for Arizonans program, formerly known as the Rural Homebuyer Assistance Program (RHAP), assists two basic income levels with two corresponding funding sources. The Department will use Housing Trust Funds and ADDI funds to provide downpayment and closing cost assistance in all areas outside Maricopa and Pima Counties to first-time homebuyers earning less than 80% of the area median income (AMI) adjusted for household size. The Arizona Housing Finance Authority (AzHFA) uses its funds to provide downpayment assistance to households earning between 81% and 130% of AMI. To be eligible for AzHFA downpayment assistance, buyers must also utilize either a mortgage credit certificate (MCC) or mortgage revenue bond (MRB) financing issued by the AzHFA. Mortgage credit certificates allow a borrower to receive a reduction in tax liability of 20% of the mortgage interest paid. MRB financing provides an attractive 30-year fixed rate mortgage at approximately one percent below market for homebuyers with qualifications similar to VA, FHA, and FNMA. The Homes for Arizonans program is delivered by three nonprofit agencies as well as Department staff. ADOH will make available and provide both pre- and post-purchase education/counseling to potential and existing “Homes for Arizonans” clients. Housing counseling may take place in a group setting or one-on-one with individual clients, depending upon the circumstances of each client. However, at least one individual session will be held with each potential client to discuss credit and related personal issues. Under no circumstance will credit, job history, or other personal information regarding any individual client be discussed in a group setting. At a minimum, the housing counseling will include the following information: • • • • • Distribution of the Fannie Mae Foundation document entitled “Opening the Door to a Home of Your Own” and /or any related publications. Distribution of Homes for Arizonans literature and explanation of program parameters, limitations, and calculations. Individual pre-closing briefing to review all closing documents and all obligations of the borrower. Two or more individual or group sessions in compliance with the Arizona Housing Counseling Collaborative Curriculum. Formal review of comprehensive curriculum which includes the mortgage loan process, the role of realtors, the role of title companies, closing statements, credit issues, mortgage interest payment, payment to income ratios, First Program Year Action Plan 32 Version 1.3 Jurisdiction mortgage interest tax advantage, debt management, monthly expenses, and maintenance. ADOH is responsible for all marketing and outreach activities for the Homes for Arizonans program. The goal of ADOH is to reach individuals and families who are eligible for homeownership based on employment and credit history but who otherwise will not take the final steps to homeownership because of real or perceived barriers. While the most common barrier is the lack of money for downpayment and closing costs, other barriers include cultural and language barriers, fear of the process, apprehension, lack of knowledge, and the need for education and counseling. ADOH will target these potential homeowners by: • • • • • • Providing flyers and mailings to residents of existing manufactured housing, public housing, and other assisted rental housing. Advertising via radio and newspapers on a quarterly basis. Conducting statewide public relations and information campaigns directed at local governments, professional housing associations, housing professionals, and for- and non-profit housing developers. Offering program brochures in English and Spanish. Speaking at housing, community, and economic development conferences. Recruiting homebuyer education participants and buyers from large employment centers. The success of the above referenced strategies will be measured to the extent ADOH and its contractors implementing the Homes for Arizonans program have close working relationships with representatives of lending institutions, brokers, realtors, title agencies/companies, builders, local governments, and non-profit organizations. The Federal HOME Program, from which ADDI is funded, requires either a resale or recapture provision as outlined in 24 CFR 92.254 of the HOME rule. ADOH has chosen to use the recapture provision for HOME, ADDI, and/or matching funds used to assist eligible homebuyers. Assistance provided by ADOH shall be in the form of a non-interest bearing, deferred payment loan secured by a deed of trust naming the state of Arizona or its designated representative(s) as beneficiary. The assistance is completely forgiven upon completion of the applicable affordability period. If the housing does not continue to be the principal residence of the homeowner for the duration of the affordability period, the assistance will be repaid in its entirety from the net sale proceeds. If the net sale proceeds are not sufficient to recapture the full amount of assistance plus enable the homeowner to recover the amount of their downpayment, ADOH will share the net proceeds. The net proceeds are the sales price minus loan repayment (other than ADOH funds) and closing costs. ADOH will permit the homeowner to recover the homeowner’s initial downpayment before recapturing ADOH assistance. The amount of ADOH assistance that is subject to recapture is based on the amount of assistance that enabled the homeowner to purchase the dwelling unit. This includes any assistance that reduced the purchase price from a fair market value to an affordable price, but excludes the amount between the cost of producing the unit and the market value of the property (i.e. the development subsidy). First Program Year Action Plan 33 Version 1.3 Jurisdiction In the case of foreclosure or transfer in lieu of foreclosure, the lender is allowed to take the property without the affordability restrictions. As stipulated in the HOME regulations, ADOH will repay the HOME account if the assisted housing fails to meet the affordability requirements for the full affordability period without regard to the term of any loan or mortgage or the transfer of ownership, even in the event of foreclosure, transfer in lieu of foreclosure, or assignment to HUD. ADOH will not use any of its HOME funds to refinance existing debt secured by multifamily housing that is being rehabilitated with HOME funds or for multifamily loans made or insured by any Federal program; therefore, guidelines for doing so do not exist. HOMELESS Specific Homeless Prevention Elements *Please also refer to the Homeless Needs Table in the Needs.xls workbook. 1. Sources of Funds—Identify the private and public resources that the jurisdiction expects to receive during the next year to address homeless needs and to prevent homelessness. These include the McKinney-Vento Homeless Assistance Act programs, other special federal, state and local and private funds targeted to homeless individuals and families with children, especially the chronically homeless, the HUD formula programs, and any publicly-owned land or property. Please describe, briefly, the jurisdiction’s plan for the investment and use of funds directed toward homelessness. 2. Homelessness—In a narrative, describe how the action plan will address the specific objectives of the Strategic Plan and, ultimately, the priority needs identified. Please also identify potential obstacles to completing these action steps. 3. Chronic homelessness—The jurisdiction must describe the specific planned action steps it will take over the next year aimed at eliminating chronic homelessness by 2012. Again, please identify barriers to achieving this. 4. Homelessness Prevention—The jurisdiction must describe its planned action steps over the next year to address the individual and families with children at imminent risk of becoming homeless. 5. Discharge Coordination Policy—Explain planned activities to implement a cohesive, community-wide Discharge Coordination Policy, and how, in the coming year, the community will move toward such a policy. Program Year 1 Action Plan Special Needs response: Specific Homeless Prevention Elements Sources of Funds First Program Year Action Plan 34 Version 1.3 Jurisdiction Arizona Department of Housing (ADOH) ⇒ HOME and State Housing Trust Fund Programs ADOH offers a combined application process for two sources of funding to induce the development and provision of affordable housing opportunities for low-income families. These two sources are collectively referred to as the “Housing Fund” and include HOME Investment Partnerships Program funding, which are federal funds received through the U.S. Department of Housing and Urban Development (HUD), and the state Housing Trust Fund (HTF). Together, $31.5 million in HOME and State HTF funds are available in SFY 2005. ⇒ Housing Trust Fund Program Established in 1988 by the Arizona State Legislature, the Housing Trust Fund (HTF) was created to provide a flexible funding source to assist in meeting the housing needs of low-income families in Arizona. The HTF is designed to assist local governments and other organizations in providing affordable housing. The HTF receives its money from a 55% allocation of unclaimed property deposits, interest on unexpended funds, loan repayments and recaptured funds. By statute, 36% of the 55% yearly allocation is specifically designated for use in rural areas of the state. Current goals for these funds are outlined in the state’s Consolidated Plan, which is updated yearly and filed with HUD. Legislation governing the HTF is published in A.R.S.§ 41-1512 and A.R.S.§ 44-323. The statutes that govern the fund are relatively open and flexible and do not spell out specific policies for the use of the funds in the same manner that the federal regulations govern the HOME funding. The HTF is available to fund projects or programs that are not statutorily fundable with federal dollars and are the best source to utilize in projects that do not lend themselves well to the confines of federal regulations. Approximately $21.6 million is available through this fund in SFY 2005. In addition to the types of housing assistance listed below under “HOME,” the HTF also fair housing education, state special projects, and recipient administrative costs. ⇒ Federal HOME Program HOME is a federal housing block grant program created by the National Affordable Housing Act of 1990. It provides funds to state and local governments to design housing projects with non-profit developers. ADOH has made available $9.8 million in SFY 2004 to local governments and non-profit organizations statewide. HOME gives state and local governments the flexibility to decide what kind of housing assistance, or mix of housing assistance, is most appropriate to meet their housing needs. Some types of assistance include rental housing development, homeownership assistance, new construction, owner occupied rehabilitation, emergency housing repair, and property acquisition. ⇒ Community Development Block Grant (CDBG) ADOH administers the federal Community Development Block Grant (CDBG) Program for non-metropolitan counties in Arizona. Approximately $13.4 million is available every year to local governments for housing and community development needs. The purpose of the CDBG Program is to develop viable communities by providing decent housing, a suitable living First Program Year Action Plan 35 Version 1.3 Jurisdiction environment and expanding economic opportunities, principally for persons of low and moderate income. ⇒ Arizona Public Housing Authority (PHA) o Project-Based Section 8 Affordable Housing Beginning in October 2001, the Arizona Public Housing Authority was given oversight and monitoring responsibilities for 109 federally subsidized properties, representing over 7,700 units throughout the state of Arizona. The properties, which receive rental subsidies through the U.S. Department of Housing and Urban Development, offer affordable housing to households that are at or below 50% of the area median income. The creation of the Arizona Public Housing Authority was an important step toward assuring the continued affordability and condition of these properties. o Tenant-Based Rental Assistance to Graham and Yavapai Counties A PHA was formed by the legislature in 1992 to ensure that Federal Section 8 tenant-based rental assistance resources were made available to two areas of the state, Yavapai and Graham counties, not otherwise served by local PHA’s. ADOH currently administers 59 Section 8 vouchers in Yavapai and Graham counties. ⇒ Federal Low Income Housing Tax Credit The Low Income Housing Tax Credit Program provides low-cost rental housing assistance to many Arizonans. Approximately $10 million in federal income tax credits is available annually to developers willing to build or rehabilitate residential multi-family apartment projects and make them affordable. This program provides a dollar-for-dollar credit against federal income tax liability for owners/developers of qualifying residential rental projects for a period of 10 years. The credit is intended to produce a cash subsidy to aid in the production of affordable housing and, in return, the developer agrees to restrict rents for a period of time. The federal tax credits finance approximately 60% of overall construction costs. To date, more than $135 million in tax credits have been allocated assisting in the creation of 23,000 units of low-income housing. These projects have leveraged more than $700 million in Arizona’s construction industry. ⇒ Special Needs Housing (SNH) ADOH’s Special Needs Housing (SNH) program provides statewide planning to increase and sustain funding while coordinating localized resources and administers federal and state housing programs to various special needs populations. These populations include persons who are homeless with a serious mental illness (and their families), homeless youth, families, veterans, persons with HIV/AIDS, and victims of domestic violence. For SFY 2005, SNH will administer 30 Federal HUD grants totaling over $10 million annually to project sponsor organizations or agencies that serve special needs populations. Through the Housing Trust Fund (HTF), SNH will administer $2.1 million in eviction prevention/emergency housing assistance to 21 agencies statewide who serve low income individuals and families First Program Year Action Plan 36 Version 1.3 Jurisdiction needing mortgage foreclosure, emergency rental and/or utilities assistance, rental/utility deposits, or hotel/motel vouchers. In addition, SNH facilitates a state funding process for “one time emergency” requests from non-profit agencies who are experiencing undue or unforeseen hardship in providing their current level of housing services to special needs populations, such as homeless persons or victims of domestic violence. As the grantee for the Rural Arizona Continuum of Care, SNH administers the McKinney-Vento Homeless Assistance Act Programs consisting of Shelter Plus Care and Supportive Housing Programs, which promote the development of supportive housing and services to assist homeless persons in the transition from homelessness and to enable such persons to live as independently as possible. In addition, SNH is the grantee for Continuum of Care projects in Maricopa and Pima Counties. Arizona Department of Economic Security (DES) ⇒ Domestic Violence Shelter Fund (DVSF) DES receives a percentage of all court filing fees collected by Arizona counties. These funds are used to provide emergency domestic violence shelter, advocacy and support services. Approximately $1.5 million is available in SFY 2005. ⇒ Domestic Violence Prevention (DVP) DES contracts these state appropriated funds for services such as counseling, shelter, transportation, transitional housing and childcare. Approximately $2.5 million is available in SFY 2005. ⇒ Emergency Shelter Grant (ESG) The ESG program is funded under the McKinney-Vento Homeless Assistance Act. The primary intent of ESG is to provide funds for renovation/rehabilitation and operating expenses for homeless shelters. Approximately $611,000 is available in SFY 2005. ⇒ Homeless Trust Fund (HTF) The legislation that established this fund made available $200,000 the first year (1991) and the amount of interest earned on the $800,000 trust fund base in subsequent years. Homeless services provided with these funds are based on the priorities set by the Homeless Trust Fund Oversight Committee. In SFY 2005, about $8,000 is available for commitment through this fund. ⇒ Social Services Block Grant (SSBG) SSBG, also known as Title XX, is not homeless specific. However, part of the available funds, some of which are planned at a local level and some at a department (DES) level, have been allocated specifically for services to domestic violence victims in addition to general homelessness. Crisis intervention, which includes shelter and counseling, is provided for domestic violence victims. Services funded for homeless people in general include crisis intervention, case management, and transportation. The U.S. Department of Health and Human Services (DHHS) administers the SSBG funds. Approximately $563,000 is available for domestic violence services and homeless services received approximately $657,000 in SFY 2005. First Program Year Action Plan 37 Version 1.3 Jurisdiction ⇒ Homeless Shelter Line Item These funds are appropriated by the Arizona State Legislature for homeless shelters as a line item in the DES budget. The funds are then contracted out through state agencies to non-profit, community-based providers to pay for the cost of shelter facilities and services and to provide hotel and motel vouchers. In SFY 2005, about $1.1 million is available through this state fund source. ⇒ Temporary Assistance for Needy Families (TANF) TANF funds are available through the Title IV-A of the Social Security Act, which are administered by the Department of Health and Human Services. The state has submitted amendments to the TANF State Plan in order to establish a TANF emergency services plan. Although the federal regulations do not specify that eligible clients be homeless, they do allow a State TANF Plan, or a portion of the Plan, to be limited to a targeted issue such as homelessness. Arizona has used a portion of the TANF funds for homeless services that include shelter (at a facility or by voucher), prevention, move-in assistance, and case management services. Approximately $5.1 million was available to domestic violence services while $1.6 million is available for homeless services in SFY 2005. Arizona Department of Education (DOE) ⇒ Education for Homeless Children and Youth: Grants for State and Local Activities In January of 2002, the McKinney Vento Homeless Assistance Act was reauthorized as a part of “No Child Left Behind” legislation. This Act requires educational access and equity for children and youth experiencing homelessness, outlines responsibilities for local liaisons, and provides funding to support local grants and statewide initiatives. The Arizona Department of Education utilizes this funding to maintain a State Coordinator of Homeless Education, a role clearly defined by McKinney Vento. The Coordinator is responsible for developing Arizona’s state plan, facilitating coordination with other agencies, providing technical assistance to public school districts, and gathering comprehensive data for federal reporting purposes. For the 2003-4 school year, 14,705 students experiencing homelessness were enrolled in Arizona’s public schools. Fifty-five percent of these students attended kindergarten through fifth grade. The McKinney Vento Homeless Assistance Act also outlines specific responsibilities for the Local Education Agencies (LEAs). Each of the 623 public school districts and charter holders in Arizona have designated a Local Educational Agency Liaison to ensure that students experiencing homelessness: 1) Are informed of their rights as homeless children and unaccompanied youth. 2) Are identified, immediately enrolled in, and have a full and equal opportunity to succeed in school. 3) Are provided transportation to remain in their “school of origin” if it is in their “best interest” and considered feasible. 4) Have records maintained and available in a timely fashion. First Program Year Action Plan 38 Version 1.3 Jurisdiction 5) Receive all educational services for which they are eligible, including free breakfast and lunch, Title I, gifted, special education, migrant, and English acquisition services. While all public school districts are held accountable for these responsibilities, some receive financial assistance to do so. McKinney Vento sub grants help defray costs associated with educating homeless students, such as transportation services, facilitating initial enrollment services, social services, and delivering supplemental instructional services. Funds are allocated on a competitive basis to those with the highest program quality and greatest need for assistance. For the fiscal year 2005, $933,314 was allocated to 12 LEAs. It is projected that 8,099 students experiencing homelessness will benefit from additional services as a result of these sub grants. Arizona Department of Health Services (DHS) ⇒ Projects for Assistance in Transition from Homelessness (PATH) The PATH Grant is a federal grant from the Center for Mental Health Services/DHHS for the purpose of providing outreach services to persons with serious mental illness who are homeless. ADHS/Division of Behavioral Health Services utilizes the PATH Formula Grant Funds to provide an array of services to persons who are homeless and have a serious mental illness, including those with co-occurring substance abuse problems. The three providers serving the areas of the state with the largest numbers of homeless individuals receive the PATH funding. The organizations that receive PATH funds are Southwest Behavioral Health Services, Community Partnership for Southern Arizona, and Northern Arizona Behavioral Health Agency. In FY 2004, PATH funded programs contacted approximately 6,000 homeless persons. It is projected that 9,000 homeless persons will be contacted in FY 2005. It is projected that over 1,000 of those contacted will be identified as having a serious mental illness. ⇒ Shelter Plus Care The HUD funded Shelter Plus Care program, accessed through the three Continua of Care, provides rental assistance that, when combined with locally funded social services, provides supportive housing for homeless people with disabilities and their families. The Division of Behavioral Health Services of the DHS has the responsibility to administer services for persons who are SMI. State appropriated funds are allocated to private Regional Behavioral Health Authorities that subsequently provide matching funding for services to approximately 2,000 seriously mentally ill persons who receive housing subsidies provided by the Shelter Plus Care program. Shelter Plus Care housing programs must be administered by the government agencies such as ADOH or public housing departments. ⇒ State General Funds State general funds have been used to develop transitional housing for individuals who have left the Arizona State Hospital, Supervisory Care Homes or residential programs. This money is being used to rent properties, usually four bedroom homes. They also provide covered, supportive services to assist them in maintaining their independent housing in accordance with their Individual Service Plan. First Program Year Action Plan 39 Version 1.3 Jurisdiction With regard to investment and use of funds toward homelessness, the state will regionally distribute money to shelters and target and increase of funding of permanent supportive housing facilities over the next five years (please refer to Homeless Needs Table). Homelessness a. Prevent Homelessness (Prevention & System Integration and Support Services Integration): 1. Improve discharge planning from institutional settings for individuals at risk of homelessness. 2. Improve access to mainstream support programs and services through better outreach and by breaking down the existing barriers that prevent easy access. 3. Increase the use of risk assessment tools and process to quickly identify people at risk of homelessness. 4. Increase public awareness. 5. Create and expand technology tools to provide more timely and accessible information about social service for consumers, public and private agency staff and community. 6. Create and expand multi purpose applications (paper and web-based) and streamlined application and eligibility processes. 7. Implement multidisciplinary teams. 8. Identify and implement family strengthening strategies and other innovative programs. b. Provide Opportunities (Housing, Employment & Livable Income, and Health & Behavioral Health): 1. Increase access to permanent supportive housing. 2. Increase access to permanent housing. 3. Increase access to child care. 4. Increase access to education and training. 5. Create transportation for people living in rural and urban areas. 6. Provide support to obtain tools, licenses, certificates and job resources. 7. Place consumers in jobs with health care benefits. 8. Increase child support collected. 9. Enhance services for youth on their own and youth with families who are homeless. 10. Improve access to adequate physical health care, including dental care. 11. Improve access to adequate behavioral health. 12. Improve access to adequate care for trauma. 13. Coordinate delivery of care. 14. Provide wellness services for nutrition, parenting, diabetes, chronic illness prevention, etc. First Program Year Action Plan 40 Version 1.3 Jurisdiction c. Build the Infrastructure (Affordable Housing, Employment and Livable Incomes, Respond to Policy and Regulatory Barriers, Strengthen Health and Behavioral Health): 1. Create a real time housing inventory and provide access to information for families. 2. State agencies identify housing (not shelter) as a goal. 3. Increase access to housing. 4. Increase for profit and non-profit capacity for affordable housing construction. 5. Provide wrap around support services to assist individuals in maintaining their housing. 6. Dedicate funding for creation of affordable housing for 30% median income or below. 7. Strengthen and increase TANF program, Disabled Veterans Assistance, SSI and SSA’s ability to provide cash subsidies, fund supportive services and access to employment and child care. 8. Involve early care and education community in preventing and ending homelessness (Headstart, childcare, preschools, etc.). 9. Ensure that proper employment and training opportunities are available for homeless families. 10. Engage higher paying industries in the hiring of homeless individuals. 11. Enhance services for elderly individuals who are homeless. 12. Increase the number of times people can access emergency assistance through policy changes. 13. Ensure consolidated plans include actions addressing homelessness. 14. Improve information sharing among state agencies, local providers and policy makers. 15. Improve access to services for youth on their own. 16. Utilize Medicaid efficiently and more creatively. 17. Strengthen homeless service providers’ ability to overcome barriers caused by trauma issues. 18. Increase access to Food Stamps and nutrition for homeless families. 19. Expand and improve support services for youth. d. Plan for Outcomes (Establish and Achieve Performance Measures, Cost Benefit Analysis, and Planning and System Redesign): First Program Year Action Plan 41 Version 1.3 Jurisdiction 1. Define measurable outcomes using a logic model for all State Agencies and manage the systems and programs to those outcomes. 2. Define protocols for information sharing across agencies incorporating safety and confidentiality requirements/concerns. 3. Ensure social service technology systems are working in collaborations. 4. Comprehensive, accurate and consistent measures and counts of homeless services, results, and people served guide the implementation of services and programs. 5. Collect data to quantify cost of emergency services and cost-effectiveness of permanent supportive housing. 6. Collect and analyze data regarding discharge planning – costs and benefits. 7. Define the existing system and proposed new system. 8. Change funding allocations to reach desired results. 9. Identify and implement best practices, studies and research that result in desired effects. 10. All state systems have as a goal “ending and preventing homelessness”. 11. Improve access to mainstream and support services. 12. Promote and support the certification (such as Council on Accreditation certification) of agencies. 13. Implement interagency initiative(s) that would fund special projects targeting priority populations. e. Priority Needs: Regarding the Homeless Needs Table, permanent supportive housing is a "high" priority, transitional housing is a "medium" priority and emergency shelter is a "low" priority for both individuals and families. These are priorities over a five year period. Therefore, as we shift toward these new priorities, the first year goal will remain even across the three types of housing, signifying a five percent increase as a goal for permanent supportive housing, transitional shelter and emergency shelter. In year two, we expect an even larger increase in permanent supportive housing, while less of an increase in emergency and transitional shelter is anticipated. The two main obstacles to completing these action steps are funding and local zoning issues. Local zoning issues will be addressed within the Interagency and Community Council to End Homelessness. Although not a barrier, ongoing coordination and collaboration between the three statewide continuums is necessary to complete these action steps. Chronic Homelessness ADOH, in partnership with DES, are committed to ending chronic homelessness through the following strategies: Strategy: Attend 75% of the Maricopa County Continuum of Care meetings and participate on the Planning Subcommittee, Regional Plan Work Group, and Street Count Work Group for the City of Phoenix. First Program Year Action Plan 42 Version 1.3 Jurisdiction Strategy: Attend 50% of the Pima County Continuum of Care meetings. Strategy: Determine an accurate count of persons chronically homeless in rural Arizona by having 75% of the providers using HMIS. Strategy: Develop three new beds of permanent supportive housing for families. Strategy: Develop 22 new beds of permanent supportive housing for individuals. The largest challenge in serving the chronically homeless is accurate data collection, versus estimation, of exactly (or near to) how many persons are truly chronically homeless in rural Arizona. We can attest to numbers coming into programs and being served but we don’t know how many more persons are out there. Therefore, how and when will we know if the goal is reached? Counting issues are affectively plagued by the massive logistical challenges to actually locating persons in rural Arizona where people are living in vast desert or forest spaces. A second challenge is the lack of available, affordable housing stock in the general market place – both with and without services. Homelessness Prevention Prevent Homelessness (Prevention & System Integration and Support Services Integration): The homeless assistance system ends homelessness for thousands of people every day, but others quickly replace them. People who become homeless are almost always clients of public systems of care and assistance. These include the mental health system, the public health system, the welfare system, and the veterans system, as well as the criminal justice and the child protective service systems (including foster care). The more effective the homeless assistance system is in caring for people, the less incentive these other systems have to deal with the most troubled people – and the more incentive they have to shift the cost of serving them to the homeless assistance system. This situation must be reversed. The flow of incentives can favor helping the people with the most complex problems. As in many other social areas, investment in prevention holds the promise of saving money on expensive systems of remedial care. The following actions are designed to prevent homelessness: Strategy: Improve discharge planning from institutional settings for individuals at risk of homelessness by participating in 75% of all Discharge Planning Subcommittee Meetings. Strategy: Improve access to mainstream support programs and services by publishing an annual report on homelessness, making this report available online at state websites, and distributing copies of the report statewide to every county in every Continuum of Care. Strategy: Develop a risk assessment tool by the end of SFY 2005 and begin implementation. Strategy: Create and expand technology tools that will focus on providing timely information and referrals online to both public and private health and human services, such as the 2-1-1 Project, which will work toward a goal of completion by the end of SFY 2005. First Program Year Action Plan 43 Version 1.3 Jurisdiction In addition to the aforementioned prevention strategies the state of Arizona will continue to work with Community Action Programs (CAPS) and other community agencies to assist those at risk of becoming homeless with utility payments, eviction prevention, rental assistance and move-in assistance. Discharge Coordination Policy The Interagency and Community Council has created a Discharge Planning Work Group that is chaired by the Department of Corrections (DOC) and includes health care providers, local and state law enforcement, shelter providers, and state agency representatives. This work group is currently developing a comprehensive discharge planning document by the end of the year where it will then be elevated to the ICCH for adoption and implementation. An outline of work being addressed in the Discharge Planning Work Group follows. A. Develop, identify, and implement process improvements for discharge of highrisk populations (women with children, youth in foster care, medically fragile, parenting teens, individuals with a serious mental illness and their families, persons with substance abuse issues, and other underserved populations) ƒ Identify current status within agencies ƒ Assess the policy by agency and determine appropriate course of action ƒ Develop or revise current discharge planning processes (ADHS, ADJC, DOC, DES, AHCCCS) to include: ‰ A comprehensive pre-release process ‰ Accessing medical and behavioral health services ‰ Information about navigating the system ‰ Where to go for help B. Create more transition services for persons exiting the state’s care ƒ Respite beds ƒ Youth group homes ƒ Create options for sex offenders leaving the Department Corrections of C. Create a partnership among Department of Veterans Affairs, U.S. Federal Veterans Programs, Arizona Department of Veterans Services, VA Hospital and Arizona state agencies to respond to the needs of veterans at risk of homelessness. First Program Year Action Plan 44 Version 1.3 Jurisdiction D. Identify and implement specific actions to ensure children and youth exiting care have a safe affordable place to live, a support network and training and education opportunities ƒ Ensure foster children have access to resources provided through the Chaffee Care Act. ƒ Emphasize education options as well as employment options ƒ Define and implement actions to encourage voluntary foster care for youth entering the Independent Living Program. Allow youth to reenter foster care as “voluntary” once they leave the system and want to come back. ƒ Ensure that each youth leaving a state institution has a positive adult relationship; expand the CASA program, recruit private sector individuals to be sponsors and/or mentors for youth prior to the youth leaving care. ƒ Implement methods to ensure youth have appropriate identification documents when leaving the state’s care including social security cards, drivers license, health records, etc. ƒ Expand the availability of peer to peer mentoring ƒ Expand the availability of school based health services and/or develop methods for school liaisons to assist youth in accessing these services at one-stop centers. ƒ Improve access to medical and behavioral health care by ensuring youth have the information needed to access their primary care physicians, enroll in AHCCCS, and other means that support ongoing access to care for youth moving from home to home. ƒ A discharge plan three months in advance – DES can help identify relative placement options for youth ƒ Identification of an appropriate home for youth at risk of homelessness. ƒ Continued dual adjudication (dependency / delinquency) so that when a child / youth leaves ADJC, the child does not risk placement with the perpetrator. ƒ Methods to link provider agencies (those serving youth and those serving adults) with youth preparing to leave foster care and at risk of homelessness. ƒ Methods to ensure youth receiving behavioral health treatment are able to maintain the youth/provider relationship following discharge from state supervision. ƒ Linkages to adult providers for kids at age 18 ƒ Begin the AHCCCS eligibility process 30 days prior to discharge from a state institution. ƒ Begin discharge planning earlier for youth in foster care and evaluation the youth for their ability to live independently. ƒ Support the recommendations and reforms included in the Children’s Action Alliance Report “Transitions” and in the DES / Provider State Plan – ACYF. First Program Year Action Plan 45 Version 1.3 Jurisdiction E. Develop consumer focused discharge policies that require the creation of a plan for each person in state’s care prior to release, which includes access to resources, services, and housing placement options. ƒ Develop a Discharge Planning Committee to define & implement policy changes, identify barriers and best practice. (ADHS/BHS; WCH, ADC, DES-Foster Care, Veterans Hospital, Military) ƒ Educate institutions on the need and process for developing a discharge planning policy and procedures. ƒ Include in the policy that responsibility rests with all agencies and that referring somewhere else is not an option – agency staff must stay with the client until the issue is resolved. ƒ Include a requirement that people will not be released from state institutions to homeless shelters. ƒ Adopt and implement a rapid re-housing philosophy and service methodology ƒ Incorporate the discharge policy into Consolidated Plans. F. Identify and implement options to ensure individuals have continuity of services from institutional settings to transitional / permanent settings. ƒ Create a pilot project to develop cost sharing arrangements among agencies. ƒ Develop and implement eligibility processes for mainstream entitlement programs prior to release from institutions. G. Change Medicaid status from termination to suspension when an individual is being returned to an institution (i.e. jails, prison, state hospital and other managed care environments). H. Identify and seek revisions to laws/regulations and practices that create barriers to transitional and permanent housing. I. Increase consumer involvement by engaging consumers to assist in creating or reviewing plans to prevent homelessness through discharge planning. J. Support the implementation of the Department of Corrections Homeless Prevention Plan. Emergency Shelter Grants (ESG) (States only) Describe the process for awarding grants to State recipients, and a description of how the allocation will be made available to units of local government. Program Year 1 Action Plan ESG response: Emergency Shelter Grants (ESG) The ESG program is funded under the McKinney-Vento Homeless Assistance Act. HUD administers the program. The primary intent of ESG is to provide funds for renovation/rehabilitation and operating expenses for homeless shelters. Approximately $699,000 was available in SFY 2004. The Department of Economic Security awards these contracts to homeless providers every one to five years through a competitive request for proposal (RFP) process First Program Year Action Plan 46 Version 1.3 Jurisdiction that includes a review panel comprised of internal staff and external members. The offers received are scored on evaluation criteria published in each RFP, which may include service methodology, experience and expertise, cost/price, and conformance to RFP requirements/instructions. The ESG prevention funding is allocated through contracts with Community Action Agencies (CAAs), who are designated by law to receive all DES funding non-competitively. The funding is allocated to the CAAs providing services in rural counties through a defined formula in which 90% of the funds are distributed on the percent of persons at or below 125% of poverty and 10% based on unemployment. After awards are received, and during the duration of the grant, each facility is monitored by DES. Periodically, funds are distributed through intergovernmental agreements with local governments for prevention and transitional housing services. By these means, the broadest coverage is ensured throughout the state. COMMUNITY DEVELOPMENT Community Development *Please also refer to the Community Development Table in the Needs.xls workbook. 1. Identify the jurisdiction's priority non-housing community development needs eligible for assistance by CDBG eligibility category specified in the Community Development Needs Table (formerly Table 2B), public facilities, public improvements, public services and economic development. 2. Identify specific long-term and short-term community development objectives (including economic development activities that create jobs), developed in accordance with the statutory goals described in section 24 CFR 91.1 and the primary objective of the CDBG program to provide decent housing and a suitable living environment and expand economic opportunities, principally for low- and moderate-income persons. *Note: Each specific objective developed to address a priority need, must be identified by number and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and annual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in other measurable terms as identified and defined by the jurisdiction. Program Year 1 Action Plan Community Development response: Non-Housing Community Development Goal: Ensure a variety of public facilities are available to meet the recreational, human development, and health needs of low income persons. Goal: Ensure safe and functional public infrastructure is available to support a variety of land uses necessary for thriving neighborhoods and communities. Goal: Ensure a variety of services are available to low income persons to maintain healthy lifestyles, remove negative influences and progress in the achievement of healthy goals. First Program Year Action Plan 47 Version 1.3 Jurisdiction Goal: Increase opportunities for low-income persons to belong to the community work force characterized by a diversity of job types and opportunities for personal and financial growth. Strategy: Construct, rehabilitate, or improve 30 public facilities (as detailed in the Needs Table). Strategy: Provide CDBG funds for eight pubic service programs. Strategy: Provide CDBG funds to three programs designed to remove architectural barriers, thereby creating accessibility for all citizens. Strategy: Provide CDBG funds for the historic preservation of at least one residential and one non-residential structure. Antipoverty Strategy 1. Describe the actions that will take place during the next year to reduce the number of poverty level families. Program Year 1 Action Plan Antipoverty Strategy response: Antipoverty Strategy The Department’s approach for reducing the number of families in poverty includes: • • • • Addressing the needs engendered by poverty. Being proactive in preventing poverty by promoting job growth and increasing job training opportunities. Increasing the supply and availability of decent, safe, and affordable housing necessary for low-income families to live healthy, productive lives. Increasing the effectiveness of existing programs through better collaboration, reduced duplication of services and increased efficiency of implementation. This will be accomplished by: Strategy: Funding 150 downpayment assistance loans, thereby creating opportunities for low-income families to stabilize their housing costs and build wealth. Strategy: Funding the rehabilitation of 800 owner-occupied housing units, thereby providing decent and safe living environments for low-income families. Strategy: Funding at least one public service project/program designed to provide employment and training skills. First Program Year Action Plan 48 Version 1.3 Jurisdiction NON-HOMELESS SPECIAL NEEDS HOUSING Non-homeless Special Needs (91.220 (c) and (e)) *Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve for the period covered by the Action Plan. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by this Action Plan. Program Year 1 Action Plan Specific Objectives response: Specific Non-homeless Special Needs Objectives Goal: Promote collaboration between service providers to minimize duplication of services and maximize use of funds to provide housing and services for the following populations: elderly, physically and developmentally disabled, persons with substance abuse problems, seriously mentally ill, troubled youth and victims of domestic violence. Strategy: Provide accessibility improvements to 300 owner-occupied households. Strategy: Produce assistance through rehabilitation or new construction of 1,058 units of housing for low-income seniors (over 62 years of age). Strategy: Construct 25 units of permanent housing for special needs populations. Strategy: Construct 30 units of transitional housing for special needs populations. Strategy: Provide financial support for the construction of 30 emergency shelter beds. Housing Opportunities for People with AIDS *Please also refer to the HOPWA Table in the Needs.xls workbook. 1. Provide a Brief description of the organization, the area of service, the name of the program contacts, and a broad overview of the range/ type of housing activities to be done during the next year. 2. Report on the actions taken during the year that addressed the special needs of persons who are not homeless but require supportive housing, and assistance for persons who are homeless. 3. Evaluate the progress in meeting its specific objective of providing affordable housing, including a comparison of actual outputs and outcomes to proposed goals and progress made on the other planned actions indicated in the strategic and action plans. The evaluation can address any related program adjustments First Program Year Action Plan 49 Version 1.3 Jurisdiction or future plans. 4. Report on the accomplishments under the annual HOPWA output goals for the number of households assisted during the year in: (1) short-term rent, mortgage and utility payments to avoid homelessness; (2) rental assistance programs; and (3) in housing facilities, such as community residences and SRO dwellings, where funds are used to develop and/or operate these facilities. Include any assessment of client outcomes for achieving housing stability, reduced risks of homelessness and improved access to care. 5. Report on the use of committed leveraging from other public and private resources that helped to address needs identified in the plan. 6. Provide an analysis of the extent to which HOPWA funds were distributed among different categories of housing needs consistent with the geographic distribution plans identified in its approved Consolidated Plan. 7. Describe any barriers (including non-regulatory) encountered, actions in response to barriers, and recommendations for program improvement. 8. Please describe the expected trends facing the community in meeting the needs of persons living with HIV/AIDS and provide additional information regarding the administration of services to people with HIV/AIDS. 9. Please note any evaluations, studies or other assessments that will be conducted on the local HOPWA program during the next year. Program Year 1 Action Plan HOPWA response: The Arizona Department of Housing currently contracts with two organizations to administer the HOPWA Entitlement program within six of the thirteen rural counties. This is expected to remain the same for the next year. They are as follows: 1. Mohave County Public Health Department The Mohave County Public Health Department, a local county government entity, directly administers HOPWA as a HUD project sponsor in Mohave County. Mohave County geographically is located in the top northwestern portion of Arizona with an approximate population of 171,000. The population continues to steadily grow with an average increase of three (3) percent every year. The most recently published Arizona Department of Health Services HIV infection surveillance report indicated that Mohave County yielded the second highest incidence of persons/cases with HIV. The public health department, who also directly administers Title II Ryan White funding, provides two main housing activities under HOPWA - short-term mortgage, rent, and utility assistance, and supportive services. With an annual average target amount of ninety (90) persons to be served the program known as Housing Electrical and Living Program (HELP) provides short-term emergency assistance to prevent homelessness and maintain autonomy. In addition, the project sponsor provides supportive services through the development of a comprehensive care plan by a registered nurse with each participant which may include one or more of the following services: medical advice and follow-up, budget planning for sustained First Program Year Action Plan 50 Version 1.3 Jurisdiction medical and housing needs, education, and access to essentially needed community resources. As a result of the Metropolitan Statistical Area change by HUD effective July 2004 Mohave County moved from the Las Vegas, Nevada entitlement area to the rural (balance of the state) jurisdiction within Arizona. 2. Northland Cares Northland Cares, a non profit organization, directly administers HOPWA in five (5) rural areas within the balance of the state jurisdiction - Apache, Coconino, Gila, Navajo, and Yavapai Counties. Similar to the aforementioned HOPWA project sponsor Northland Cares provides the same housing activities; short-term emergency housing and supportive services. Northland Cares coordinates directly with the case management units administering Title II Ryan White funding county public health department in the above referenced counties as referral sources. Despite a reduction in HOPWA funding for the entitlement areas of jurisdiction and as compared to the level of need both agencies have strived to maintain its current level of operation through sustained funding and staff capacity. Northland Cares has recruited a new board president who represents leadership from a large for-profit community business and an executive director who forecasts plans to solicit more private foundation sources of revenue and positively market the agency as a viably needed community resource for the targeted population. Mohave County recruited a new nurse manager from another state who administered rather innovative HIV/AIDS programs. The county has made revisions to their care systems to work more efficiently in order to effectively serve more individual and families in need. In order to fully serve people in need these agencies have had to dispel the belief that as HIV/AIDS providers “they stand alone” in this mission. Through the prospective rural Arizona community resources and homeless planning process for which the Arizona Department of Housing oversees, facilitates and submits an annual HUD McKinney-Vento Act Continuum of Care application, these two agencies are directly involved in planning of these comprehensive needs of people being served. This process and level of involvement by HOPWA project sponsors never took place before 2004. This local planning process has allowed for a consistent and formal forum for addressing, achieving, and future planning of persons representing a special needs population, prevention of homeless resources or homeless. Furthermore, these agencies are reaching out to viable community agency partners for resources to HOPWA participants when not otherwise available or funded through Ryan White or HOPWA. This includes applying for and receiving rental/utility deposits, Section 8 vouchers, employment or training opportunities, behavioral health needs, smoke detectors, or homeownership programs. Objectives set forth over a year ago with each agency were met or exceeded. For example, the goal was set at 200 for serving households with short-term rent, mortgage, and utility assistance and actually 249 were served. Ten units of rental First Program Year Action Plan 51 Version 1.3 Jurisdiction assistance were set as a goal and 10 were in lease by June 30, 2004. Strategic planning for HOPWA included the Public Housing Authority of Cochise County, a colonias jurisdiction as well, applying for competitive HOPWA funding in order to fully serve the needs of persons living with HIV/AIDS with a dedicated source of funding for long-term permanent affordable housing. Subsequently, the housing authority was awarded a three year HOPWA grant totaling $677,000 for 42 units of rental assistance. To date 12 units are actually in lease and an additional 8 units are expected to be leased up within the next 30 days. Obviously, this is well above what the available entitlement funding could ever provide and in addition makes more funding available to the other six counties where persons with HIV/AIDS are more in need of the short term housing assistance. As reported in the HOPWA Data Verification Worksheet for 2003-2004 which was submitted to HUD’s Office of HIV/AIDS Housing, the following accomplishments took place: 10 units of rental assistance were provided in Cochise County (As of 07/01/04 these same units remain, plus more, leased directly with a HOPWA competitive Grantee; Public Housing Authority of Cochise County) 249 households received short-term rent, mortgage, and utility payments in order to avoid homelessness 37 individuals received supportive services only HOPWA project sponsor agencies reported that all of those served with housing activities avoided homelessness, have maintained their own permanent housing, and continued their access to care without interruptions. As committed leverage, both HOPWA project sponsor agencies receive and utilize Ryan White Title II, in excess of $400,000 funding for medical services to HOPWA participants. Since participants typically have either pervasive or intermittent medical needs this source of funding provides financial coverage for these essentially services. Separately, Mohave County provides further leveraging from “county government” unrestricted funding for staff time not paid for by HOPWA for various medical and/or supportive services needs i.e. ongoing education and intervention efforts to HOPWA participants. As a pass through grant the county utilized funding from the local council of government and the Department of Health and Human Services for employment and training programs. Northland Cares, on the other hand (as a non-profit organization), commits leverage for HOPWA participants utilizing many private entity and private foundation sources. For example, over $65,000 is committed at any one time for outpatient medical services, program delivery staff salaries, program operating, and general administration expenses or activities. As a state entitlement jurisdiction the department receives $164,000 to distribute and provide HOPWA activities within twelve of the thirteen rural AZ counties. In order to maximize and efficiently deliver services (in as many counties representing the greatest need) with this limited amount of funding the Department currently, and plans to continue for years 2005/2006, contracts with the two aforementioned First Program Year Action Plan 52 Version 1.3 Jurisdiction project sponsors. These two agencies are able to deliver services and administer the HOPWA program within six of the twelve counties. According to the latest HIV/AIDS surveillance report these six counties yielded 286 known cases of persons diagnosed. In total there were 468 in all twelve of the counties with the departments’ jurisdiction. Therefore, geographical coverage of HOPWA entitlement awarded is roughly 62%. Consistently, both of the current project sponsor agencies have touted, at a minimum, sustaining the current level of homeless prevention (HOPWA) activity; short-term rent, mortgage, and utility assistance (payments) as the number one goal and need for this population. Philosophically and as a practical life matter both agency staff and persons living with HIV/AIDS adamantly believe that they want to remain in their existing (own) homes and need HOPWA assistance or support from time to time in order to do this when a financial crisis occurs for a myriad of reasons. In addition and as stated previously, while the department does not award entitlement to Cochise County, they receive by far the largest amount of competitive HOPWA funding from HUD for the locally established need of permanent affordable housing. While given the opportunity through written public announcements and through the community and homeless planning process within the Rural Arizona Continuum of Care none of the five counties who go unfunded for HOPWA have cited interest or great need to apply for HOPWA entitlement funding. The largest barrier involves decreases in funding at a federal level. Title III Ryan White funding is virtually zero and Title II Ryan White funding is being decreased by ten percent this year. One other notably large barrier in administering the HOPWA program is staff capacity issues. Both government and local non-profit agencies who administer HOPWA in rural Arizona struggle with maintaining adequate and qualified staff. Actions taken and planned: Both project sponsor agencies have taken steps to solicit other viable fund sources in order to maintain the current level of operation with administering HOPWA and serving housing and services needs to persons with HIV/AIDS. In late 2003 Northland Cares by mutual agreement between the Agency Board of Directors and Executive Director ceased the position of “Executive Director” due to the lack of critically needed services funding and no directly awarded funding to the position. For the past year the agency has maintained administration of the agency through the Board of Directors and appointment of two Site Administrators who also, in part, provided direct services. This inherently placed a priority of services to those in need over funding executive staff salary positions in an interim period of time; one year. It was the goal of the agency to apply for private grant source funding to sustain an “Executive Director” position and then focus the director positions’ time on securing further private foundation sources of funding for HOPWA recipients. This was recently accomplished and the agency is moving ahead with further applying of private fund sources. First Program Year Action Plan 53 Version 1.3 Jurisdiction Likewise, Mohave County has had to look elsewhere for an ongoing source of funding. While some of this funding will come from unrestricted local county government funding staff within public health has made modifications to job roles and tasks in order to fully maximize staff time and for more efficient administration of programs. The other change for direction in order to resolve or address barriers is to have the two project sponsor agencies fully involved with the local community and homeless planning process with the Arizona Rural Continuum of Care. This partially began in 2003 and totally in effect to date. This coordination and linkage to viable community resources has provided a cross spectrum of obtaining other housing and living resources for persons with HIV/AIDS. In actuality, the Department further requires the participation in HOPWA project sponsor contract language. The expected trends which will impact meeting the needs of persons living with HIV/AIDS in these areas are as follows: Drastic cuts in funding Population growth in a relatively short amount of time (2 areas of consideration) and Arizona generally is experiencing a population growth spurt; large amount in a short time. Persons with HIV/AIDS who re-locate to the “prime or desirable areas” without being counted for entitlement funding to follow High housing costs (making the available stock of housing less affordable) as compared to household income Delivery of services to persons in need is always challenging in rural areas where there are large pockets of land mass to travel; Arizona represents the 6th largest state in land mass and nearly as large as “all new England states combined.” The Department conducted an initial evaluation of Mohave County in January 2005 and recommended the project sponsor implement a customer satisfaction survey. Direction and assistance was also provided for developing such a tool to elicit valuable and meaningful information from participants for the survey. Mohave County will involve HOPWA participants in further shaping questions for the survey. This survey is scheduled to take place in June 2005. The Department will conduct a routine annual programmatic review with Northland Cares by October 2005. Northland Cares, with the appointment of a new director, will be conducting a comprehensive needs assessment in late 2005. Both agencies will partake in a Homeless Risk Assessment trial survey through a recently developed risk assessment tool developed by the state “Interagency and Community Council on Homelessness” in the summer of 2005. The hope is that the tool will be beneficial in screening persons with special needs; HIV/AIDS, amongst others, who may present the eventual likelihood of homelessness due to certain “at risk” life criteria. First Program Year Action Plan 54 Version 1.3 Jurisdiction With both local and statewide implications the Arizona Department of Health Services, Office of HIV/AIDS will publish the latest Arizona HIV/AIDS Surveillance Report by May 2005. This report consists of an Executive Summary (narrative accumulation information), State HIV and AIDS Surveillance data, HIV and AIDS Cases by county, Mode of Transmission for HIV and AIDS Cases, United States AIDS summary, and community resources. Specific HOPWA Objectives Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the Action Plan. Program Year 1 Specific HOPWA Objectives response: Specific HOPWA Objectives HOPWA, and other leveraged funds, will be used to provide short-term rental, mortgage, and utility payment assistance to 325 households. Other Narrative Include any Action Plan information that was not covered by a narrative in any other section. N/A First Program Year Action Plan 55 Version 1.3 NEEDS TABLES 1 ........ Housing 2 ........ Housing Market Analysis 3 ........ Homeless 4 ........ Non‐Homeless Special Needs 5 ........ Community Development 6 ........ Housing Opportunities for Persons with AIDS CPMP Version 1.3 Small Related Renter Household Income <=30% MFI Any housing problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS All other hshold Large Related Elderly NUMBER OF HOUSEHOLDS NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Small Related With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS All other hshold Large Related Owner Elderly NUMBER OF HOUSEHOLDS NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Small Related NUMBER OF HOUSEHOLDS All other hshold Large Related Renter With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Small Related With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS All other hshold Large Related Elderly NUMBER OF HOUSEHOLDS Owner Household Income >30 to <=50% MFI Elderly NUMBER OF HOUSEHOLDS NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Small Related NUMBER OF HOUSEHOLDS All other hshold Large Related Renter With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Small Related With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS All other hshold Large Related Elderly NUMBER OF HOUSEHOLDS Owner Household Income >50 to <=80% MFI Elderly NUMBER OF HOUSEHOLDS NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% With Any Housing Problems Cost Burden > 30% Cost Burden >50% NUMBER OF HOUSEHOLDS With Any Housing Problems Cost Burden > 30% Cost Burden >50% Total Any Housing Problem Goal Cumulative Actual Goal Year 5* Actual Year 4* Goal Goal Goal Year 3 Actual Year 2 Actual Year 1 % of Goal 3-5 Year Quantities Actual Current Current Number % of House- of Households holds Goal Housing Needs - Comprehensive Housing Affordability Strategy (CHAS) Data Housing Problems Grantee: Only complete blue sections. Do NOT type in sections other than blue. Actual Housing Needs Table Priority Need? Plan to Fund? Fund Source % HSHLD 100% 20,113 65.9 13,253 20 20 63.7 12,803 20 20 0 0% H Y H,O 50.2 10,094 5 5 0 0% H Y H,O 100% 36,660 82.5 30,235 20 20 0 0% M Y H,O 75.9 27,830 20 20 0 0% M Y H,O 61.8 22,665 5 5 0 0% M Y H,O 100% 16,230 92.9 15,080 6 6 0 0% M Y H,O 73.8 11,975 6 6 0 0% M Y H,O 51.6 8,370 3 3 0 0% M Y H,O 100% 42,130 74.3 31,315 20 20 0 0% H Y H,O 72.1 30,385 20 20 0 0% H Y H,O 64.4 27,130 5 5 0 0% H Y H,O 100% 37,164 68.1 25,309 45 45 0 0% H Y C,H,O 64.2 23,854 45 45 0 0% H Y C,H,O 43.5 16,149 26 26 0 0% H Y C,H,O 100% 20,640 78.5 16,195 25 25 0 0% M Y C,H,O 70.5 14,550 25 25 0 0% M Y C,H,O 58.7 12,110 22 22 0 0% M Y C,H,O 100% 9,845 92.2 9,080 20 20 0 0% M Y C,H,O 67.6 6,660 20 20 0 0% M Y C,H,O 50.9 5,015 8 8 0 0% L N 100% 17,670 71.1 12,565 25 25 0 0% M Y C,H,O 64.6 11,420 20 20 0 0% M Y C,H,O 53.4 9,435 13 13 0 0% L N 100% 17,469 70.9 12,394 60 60 0 0% 0 0% H Y H,O H Y H,O 60 0 0% H Y H,O 30 0 0% M Y H,O 100% 37,130 80.9 30,045 100 100 0 0% M Y H,O 71.5 26,545 75 75 0 0% M Y H,O 20.7 7,695 50 50 0 0% L N H,O 100% 15,490 91 14,090 70 70 0 0% M Y H,O 50.2 7,775 60 60 0 0% M Y H,O 9.5 1,465 20 20 0 0% L N 100% 31,515 85 26,780 90 90 0 0% H Y H,O 82.8 26,095 90 90 0 0% H Y H,O 34.8 10,980 45 45 0 0% M Y H,O 100% 54,078 43.3 23,418 75 75 0 0% H Y C,H,O 41.5 22,449 75 75 0 0% H Y C,H,O 19.7 10,644 34 34 0 0% H Y C,H,O 100% 27,320 74 20,225 35 35 0 0% M Y C,H,O 67.6 18,460 35 35 0 0% M Y C,H,O 39.6 10,825 22 22 0 0% M Y C,H,O 100% 14,990 87.4 13,105 25 25 0 0% M Y C,H,O 57.6 8,640 20 20 0 0% M Y C,H,O 22.8 3,415 6 6 0 0% L Y C,H,O 100% 12,595 67.5 8,500 15 15 0 0% M Y C,H,O 65.1 8,195 15 15 0 0% M Y C,H,O 43.9 5,530 11 11 0 0% L N 100% 16,645 54.5 9,065 90 90 0 0% 52.1 8,675 90 90 0 0% H Y H,O 16.8 2,790 30 30 0 0% M Y H,O 100% 52,875 46.9 24,810 450 450 0 0% H Y H,O 32.3 17,065 350 350 0 0% H Y H,O 40 40 0 0% M Y H,O 14,780 150 150 0 0% H Y H,O H,O Y H Y H,O 100% 3329 20.0 666 Y 475 Y Y 50 0 0% M Y 10 0 0% L N 100% 51,055 47.9 24,470 450 450 0 0% H Y H,O 44.1 22,515 350 350 0 0% H Y H,O 40 40 0 0% M Y H,O 26.4 21,513 150 150 0 0% H Y C,H,O 25.6 20,898 150 150 0 0% H Y C,H,O 53 53 0 0% M Y C,H,O 57 36,185 125 125 0 0% M Y C,H,O 52.1 33,095 125 125 0 0% M Y C,H,O 26 26 0 0% L N 0 0% M Y C,H,O C,H,O 63,485 700 Y 10 100% Y Y 50 6,688 874 Y 120 8.2 3494 25.0 Y 3,090 81,613 100% Y 16 100% 7865 Y 0.6 2,230 1000 Y 30 4.4 Y Y 60 76.8 800 Y 6,605 19,255 4000 20.0 Y 12,220 100% 100% Total Low Income lead- HIV/ AIDS Hazard Population Housing Y 70 1,360 # HSHLD Racial/ Ethnic Need? Y 37.8 2.6 Households # of with a Disabled Dispropo Househ rtionate Member olds in Y Y Y 14.3 9,100 100% 30,610 69.6 21,295 75 75 35.1 10,745 45 45 0 0% M Y 6.8 2,085 9 9 0 0% L N 100% 25,795 59.2 15,280 45 45 0 0% M Y C,H,O 57.5 14,820 45 45 0 0% M Y C,H,O 20.6 5,305 13 13 0 0% L N 2186 0 Y Y 2186 0 0 0 0 0 0 0 0 0 Total Disabled 2339 2175 Total 215 Renter 3000 Tot. Elderly 343643 Total Lead Hazard Total 215 Owner 1523 Tot. Sm. Related 358995 Total Renters 554794 Total 215 4523 Tot. Lg. Related 156785 Total Owners 512757 HSGNeed 0 0 0 0 1 0 0 0 0 0 CPMP CPMP Version 1.3 Jurisdiction Housing Market Analysis Housing Stock Inventory Affordability Mismatch Occupied Units: Renter Occupied Units: Owner Vacant Units: For Rent Vacant Units: For Sale Total Units Occupied & Vacant Rents: Applicable FMRs (in $s) Complete cells in blue. Vacancy Rate 0&1 Bedroom 3% 2% 2 Bedrooms 3+ Bedroom 250175 94710 25025 4020 373930 422 232010 326340 28310 11295 597955 537 125505 872580 8340 16545 1022970 701 Rent Affordable at 30% of 50% of MFI (in $s) Public Housing Units Occupied Units Vacant Units Total Units Occupied & Vacant Rehabilitation Needs (in $s) 410 492 569 2417 59 2476 $299 m 2106 52 2158 $449 m 2714 59 2773 $748 m HSGMarketAnalysis 1 Total Substandard Units 607690 1293630 61675 31860 1994855 15192 32341 1542 797 49871 7237 170 7407 $1.5 b 181 4 185 CPMP CPMP Version 1.3 Continuum of Care Homeless Population and Subpopulations Chart Sheltered Emergency Transitional 1742 (N) 379 (N) 2097 (N) 9163 (N,E) 13002 (N,E) (N) enumerations 695 (N) 1472 (N,E) 2546 (N,E) 1230 (N) 2972 (N) 2201 (N) 4715 (N,E) 8166 (N,E) 4298 (N) 13878 (N,E) 21168 (N,E) Beds Priority H, M, L % of Goal Actual Goal Complete Goal Complete Plan to Fund? Y N Total Year 5 Fund Source: CDBG, HOME, HOPWA, ESG or Other Data Quality 381 (N,E) 1950 (N,E) 2331 (N,E) (N) enumerations 1071 (N) 0 0 2777 (N) 0 0 561 (N) 0 0 93 (N) 0 0 1103 (N) 0 0 78 (N) 0 0 Complete Goal Complete Goal Total Un-sheltered 5-Year Quantities Year 2 Year 3 Year 4 Year 1 Gap Part 3: Homeless Needs Table: Individuals Currently Available Chronically Homeless Severely Mentally Ill Chronic Substance Abuse Veterans Persons with HIV/AIDS Victims of Domestic Violence Youth (Under 18 years of age) Needs 1. 2. 3. 4. 5. 6. 7. Sheltered Goal Part 2: Homeless Subpopulations Complete 1. Homeless Individuals 2. Homeless Families with Children 2a. Persons in Homeless with Children Families Total (lines 1 + 2a) Jurisdiction Data Quality Total Un-sheltered Goal Part 1: Homeless Population Emergency Shelters 2275 1312 963 15 0 0 0 0 0 0 0 0 0 15 0 0% Transitional Housing Permanent Supportive Housing 3796 2844 952 15 0 0 0 0 0 0 0 0 0 15 0 0% L M N Y E,O E,O 5117 2892 2225 22 0 0 0 0 0 0 0 0 0 22 0 0% H Y E,O Total 11188 7048 4140 52 0 0 0 0 0 0 0 0 0 52 0 0% Beds Fund Source: CDBG, HOME, HOPWA, ESG or Other Priority H, M, L % of Goal Actual Goal Complete Goal Plan to Fund? Y N Total Year 5 Complete Goal Complete Goal Goal Complete Goal Complete 5-Year Quantities Year 2 Year 3 Year 4 Year 1 Gap Currently Available Part 4: Homeless Needs Table: Families Needs Chronically Homeless Emergency Shelters 2994 1567 1427 15 0 0 0 0 0 0 0 0 0 15 0 0% Transitional Housing Permanent Supportive Housing 5507 3737 1770 15 0 0 0 0 0 0 0 0 0 15 0 0% L M N Y E,O E,O 1751 961 790 3 0 0 0 0 0 0 0 0 0 3 0 0% H Y E,O Total 10252 6265 3987 33 0 0 0 0 0 0 0 0 0 33 0 0% Completing Part 1: Homeless Population. This must be completed using statistically reliable, unduplicated counts or estimates of homeless persons in sheltered and unsheltered locations at a one-day point in time. The counts must be from: (A) administrative records, (N) enumerations, (S) statistically reliable samples, or (E) estimates. The quality of the data presented in each box must be identified as: (A), (N), (S) or (E). Completing Part 2: Homeless Subpopulations. This must be completed using statistically reliable, unduplicated counts or estimates of homeless persons in sheltered and unsheltered locations at a one-day point in time. The numbers must be from: (A) administrative records, (N) enumerations, (S) statistically reliable samples, or (E) estimates. The quality of the data presented in each box must be identified as: (A), (N), (S) or (E). Sheltered Homeless. Count adults, children and youth residing in shelters for the homeless. “Shelters” include all emergency shelters and transitional shelters for the homeless, including domestic violence shelters, residential programs for runaway/homeless youth, and any hotel/motel/apartment voucher arrangements paid by a public/private agency because the person or family is homeless. Do not count: (1) persons who are living doubled up in conventional housing; (2) formerly homeless persons who are residing in Section 8 SRO, Shelter Plus Care, SHP permanent housing or other permanent housing units; (3) children or youth, who because of their own or a parent’s homelessness or abandonment, now reside temporarily and for a short anticipated duration in hospitals, residential treatment facilities, emergency foster care, detention facilities and the like; and (4) adults living in mental health facilities, chemical dependency facilities, or criminal justice facilities. Unsheltered Homeless. Count adults, children and youth sleeping in places not meant for human habitation. Places not meant for human habitation include streets, parks, alleys, parking ramps, parts of the highway system, transportation depots and other parts of transportation systems (e.g. subway tunnels, railroad car), all-night commercial establishments (e.g. movie theaters, laundromats, restaurants), abandoned buildings, building roofs or stairwells, chicken coops and other farm outbuildings, caves, campgrounds, vehicles, and other similar places. Homeless 1 CPMP Supportive Services Needed Housing Needed 52. Elderly 59815 46470 13345 800 0 0 0 0 0 0 0 0 0 800 0 0% 53. Frail Elderly 36425 33994 2431 258 0 0 0 0 0 0 0 0 0 258 0 0% 2025 2 0 0 0 0 0 0 0 0 0 2 0 0% 54. Persons w/ Severe Mental Illness 4100 2075 55. Developmentally Disabled 14310 11057 3253 12 0 0 0 0 0 0 0 0 0 12 0 0% 56. Physically Disabled 382996 121115 96854 300 0 0 0 0 0 0 0 0 0 300 0 0% 57. Alcohol/Other Drug Addicted 75214 2920 72294 10 0 0 0 0 0 0 0 0 0 10 0 0% 7865 2658 5207 325 0 0 0 0 0 0 0 0 0 325 0 0% 59. Public Housing Residents 14832 7416 7416 7416 0 0 0 0 0 0 0 0 0 7416 0 0% Total 595557 227705 202825 9123 0 0 0 0 0 0 0 0 0 9123 0 0% 60. Elderly 22512 11316 11196 317 0 0 0 0 0 0 0 0 0 317 0 0% 61. Frail Elderly 10238 2258 7980 85 0 0 0 0 0 0 0 0 0 85 0 0% 3400 1258 2142 34 0 0 0 0 0 0 0 0 0 34 0 0% 9850 6852 58. Persons w/ HIV/AIDS & their familie 62. Persons w/ Severe Mental Illness 2998 18 0 0 0 0 0 0 0 0 0 18 0 0% 64. Physically Disabled 74077 36741 37336 220 0 0 0 0 0 0 0 0 0 220 0 0% 65. Alcohol/Other Drug Addicted 75214 55 0 0 0 0 0 0 0 0 0 55 0 0% 102 0 0 0 0 0 0 0 0 0 102 0 0% 63. Developmentally Disabled 66. Persons w/ HIV/AIDS & their familie 9800 2920 72294 4900 4900 67. Public Housing Residents 44496 7416 37080 1890 0 0 0 0 0 0 0 0 0 1890 0 0% Total 249587 73661 175926 2721 0 0 0 0 0 0 0 0 0 2721 0 0% NonHomeless 1 Plan to Fund? Y N Priority Need: Actual Goal Complete Goal % of Goal Total Year 5* Complete Goal Goal Goal Year 4* Complete Year 3 Complete Year 2 Complete Goal GAP Currently Available Non-Homeless Special Needs Including HOPWA Needs 3-5 Year Quantities Year 1 H, M, L Grantee Name: Jurisdiction H H H H M M M M Y Y Y Y Y Y Y Y H H H H M M M M Y Y Y Y Y Y Y Y CPMP Fund Source: CDBG, HOM CPMP Version 1.3 H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O H,O CPMP Version 1.3 Jurisdiction CommunityDev 0 0 0 1 0 0 0 #### #### 0% 0% 0% 0% #### #### 0% 0% 0% 0% 0% 0% 0% 0% #### 0% #### #### #### #### #### 0% #### 0% 0% #### #### #### 0% #### 0% 0% #### 0% #### 0% #### #### #### 0% #### #### #### #### #### #### #### #### 0% #### #### #### 0% #### #### #### 0% #### #### #### #### #### 0% 0% 0% #### #### #### 0% 0% #### #### #### #### #### #### #### #### #### 0% 0% #### #### #### #### #### #### #### #### #### #### 0% 0% 0% #### #### 0% 0% L L H M M H L M H L M M M H L M L M L L M L L L L L M L L H H L M L L L L L L L L M L L L L L L L L M L L L H L L L L L L L L L L L M L L L H L L L L L L L L L L M M L L L L L L L L L L H H H L L H H 0 689 0 0% N N Y Y Y Y Y Y Y Y Y Y Y Y Y Y N Y N N Y N N Y Y Y y N N Y Y N Y N N N N Y N N N Y N N N N N N N N Y N N N Y N N N Y N N N N N N N Y N N N Y Y N N N N N N N N N Y Y N N N N N N N N N N Y Y Y N N Y Y Fund Source 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Plan to Fund? Y/N 0 0 4 1 1 1 0 0 4 1 1 1 4 8 1 1 0 3 0 0 0 0 0 2 0 1 1 0 0 0 1 0 1 1 0 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 3 0 0 0 20 0 0 0 1 0 0 0 0 0 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 1 39 0 0 0 0 0 0 0 0 0 0 275 50 250 0 0 1 3 Cumulative Actual Goal Actual Goal Actual Goal 0 % of Goal 0 Actual 689 Goal 499 Actual 663 Goal 0 0 4 1 1 1 0 0 4 1 1 1 4 8 1 1 0 3 0 0 0 0 0 2 0 1 1 0 0 0 1 0 1 1 0 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 3 0 0 0 20 0 0 0 1 0 0 0 0 0 1 1 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 1 39 0 0 0 0 0 0 0 0 0 0 275 50 250 0 0 1 3 Year 5 Priority Need: H, M, L 1162 0 0 4 3 4 4 4 4 7 3 4 7 4 19 5 4 0 7 0 0 5 0 0 7 8 4 4 0 0 5 4 0 4 3 0 0 0 9 0 0 0 5 0 0 0 0 0 0 0 0 5 0 0 0 80 0 0 0 9 0 0 0 0 0 5 5 3 0 0 0 4 2 0 0 0 0 0 0 0 0 0 4 6 0 0 0 0 0 0 0 0 0 0 100 40 91 0 0 1 3 Year 4 Actual Totals 0 0 6 7 1 1 1 1 8 1 1 0 1 11 0 1 0 3 0 0 0 0 0 3 2 1 1 0 0 0 1 0 1 5 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 0 20 0 0 0 1 0 0 0 0 0 5 5 1 0 0 0 1 3 0 0 0 0 0 0 0 0 0 1 39 0 0 0 0 0 0 0 0 0 0 249 10 259 0 0 0 0 Year 3 Goal HOPWA Public Services Public Facilities and Improvements 0 0 10 10 03B Handicapped Centers 570.201(c) 5 03C Homeless Facilities (not operating costs) 570.201(c) 5 03D Youth Centers 570.201(c) 5 03E Neighborhood Facilities 570.201(c) 5 03F Parks, Recreational Facilities 570.201(c) 15 03G Parking Facilities 570.201© 4 03H Solid Waste Disposal Improvements 570.201(c) 5 03I Flood Drain Improvements 570.201(c) 7 03J Water/Sewer Improvements 570.201(c) 5 03K Street Improvements 570.201(c) 30 03L Sidewalks 570.201(c) 5 03M Child Care Centers 570.201(c) 5 03N Tree Planting 570.201(c) 0 03O Fire Stations/Equipment 570.201(c) 10 03P Health Facilities 570.201(c) 0 03Q Abused and Neglected Children Facilities 570.201(c) 0 03R Asbestos Removal 570.201(c) 5 03S Facilities for AIDS Patients (not operating costs) 570.201(c) 0 03T Operating Costs of Homeless/AIDS Patients Programs 0 04 Clearance and Demolition 570.201(d) 10 04A Clean-up of Contaminated Sites 570.201(d) 10 05 Public Services (General) 570.201(e) 5 05A Senior Services 570.201(e) 5 05B Handicapped Services 570.201(e) 0 05C Legal Services 570.201(E) 0 05D Youth Services 570.201(e) 5 05E Transportation Services 570.201(e) 5 05F Substance Abuse Services 570.201(e) 0 05G Battered and Abused Spouses 570.201(e) 5 05H Employment Training 570.201(e) 8 05I Crime Awareness 570.201(e) 0 05J Fair Housing Activities (if CDBG, then subject to 570.201(e) 1 05K Tenant/Landlord Counseling 570.201(e) 0 05L Child Care Services 570.201(e) 10 05M Health Services 570.201(e) 0 05N Abused and Neglected Children 570.201(e) 0 05O Mental Health Services 570.201(e) 0 05P Screening for Lead-Based Paint/Lead Hazards Poison 570.201( 5 05Q Subsistence Payments 570.204 0 05R Homeownership Assistance (not direct) 570.204 0 05S Rental Housing Subsidies (if HOME, not part of 5% 570.204 0 05T Security Deposits (if HOME, not part of 5% Admin c 0 06 Interim Assistance 570.201(f) 0 07 Urban Renewal Completion 570.201(h) 0 08 Relocation 570.201(i) 0 09 Loss of Rental Income 570.201(j) 0 10 Removal of Architectural Barriers 570.201(k) 15 11 Privately Owned Utilities 570.201(l) 0 12 Construction of Housing 570.201(m) 0 13 Direct Homeownership Assistance 570.201(n) 0 14A Rehab; Single-Unit Residential 570.202 100 14B Rehab; Multi-Unit Residential 570.202 0 14C Public Housing Modernization 570.202 0 14D Rehab; Other Publicly-Owned Residential Buildings 570.202 0 14E Rehab; Publicly or Privately-Owned Commercial/Indu 570.202 10 14F Energy Efficiency Improvements 570.202 0 14G Acquisition - for Rehabilitation 570.202 0 14H Rehabilitation Administration 570.202 0 14I Lead-Based/Lead Hazard Test/Abate 570.202 0 15 Code Enforcement 570.202(c) 0 16A Residential Historic Preservation 570.202(d) 10 16B Non-Residential Historic Preservation 570.202(d) 10 17A CI Land Acquisition/Disposition 570.203(a) 4 17B CI Infrastructure Development 570.203(a) 0 17C CI Building Acquisition, Construction, Rehabilitat 570.203(a) 0 17D Other Commercial/Industrial Improvements 570.203(a) 0 18A ED Direct Financial Assistance to For-Profits 570.203(b) 5 18B ED Technical Assistance 570.203(b) 5 18C Micro-Enterprise Assistance 0 19A HOME Admin/Planning Costs of PJ (not part of 5% Ad 0 19B HOME CHDO Operating Costs (not part of 5% Admin ca 0 19C CDBG Non-profit Organization Capacity Building 0 19D CDBG Assistance to Institutes of Higher Education 0 19E CDBG Operation and Repair of Foreclosed Property 0 19F Planned Repayment of Section 108 Loan Principal 0 19G Unplanned Repayment of Section 108 Loan Principal 0 19H State CDBG Technical Assistance to Grantees 0 20 Planning 570.205 5 21A General Program Administration 570.206 45 21B Indirect Costs 570.206 0 21D Fair Housing Activities (subject to 20% Admin cap) 570.206 0 21E Submissions or Applications for Federal Programs 570.206 0 21F HOME Rental Subsidy Payments (subject to 5% cap) 0 21G HOME Security Deposits (subject to 5% cap) 0 21H HOME Admin/Planning Costs of PJ (subject to 5% cap 0 21I HOME CHDO Operating Expenses (subject to 5% cap) 0 22 Unprogrammed Funds 0 31J Facility based housing – development 0 31K Facility based housing - operations 0 31G Short term rent mortgage utility payments 349 31F Tenant based rental assistance 50 31E Supportive service 350 31I Housing information services 0 31H Resource identification 0 31B Administration - grantee 1 31D Administration - project sponsor 3 03 Public Facilities and Improvements (General) 570.201(c) 03A Senior Centers 570.201(c) Gap 01 Acquisition of Real Property 570.201(a) 02 Disposition 570.201(b) Current Needs 5-Year Quantities Community Development Needs Year 2 Dollars to Address Only complete blue sections. Year 1 C, O C C C, O C C C C C C C C C C C C, O C C C, O C C C C, O O C C C C, O C C C C C C C, O C, O A A A A A CPMP Jurisdiction Short-term Rent, Mortgage and Utility payments 50 10 40 50 25635 50 0 0% 0 0 #### 25635 0 0 H Y A 349 249 100 275 102926 275 0 0% 0 0 #### ### 0 0 H Y A 150000 Facility-based Programs 10 0 10 0 0 0 ## 0 0 #### ### 0 0 L N Units in facilities supported with operating costs Units in facilities developed with capital funds and placed in service during the program year 10 0 10 0 0 0 ## 0 0 #### 0 0 0 L N 0 0 0 0 0 0 ## 0 0 #### 0 0 0 L N 0 0 0 0 0 0 ## 0 0 #### 0 0 0 L N 0 0 0 0 0 0 ## 0 0 #### 0 0 0 L N 419 259 160 325 0 0 0 0 0 Units in facilities being developed with capital funding but not yet opened (show units of housing planned) Stewardship (developed with HOPWA but no current operation or other costs) Units of housing subject to threeor ten-year use agreements Fund Source HOPWA Actual HOPWA Budget % of Goal Goal Leveraged NonHOPWA Funding Non-HOPWA Actual Actual % of Goal HOPWA Assistance Goal HOPWA Actual Leveraged NonHOPWA Funding Priority Need: Outputs Households H, M, L Cumulative HOPWA Budget Non-HOPWA Actual Actual Goal HOPWA Actual Leveraged NonHOPWA HOPWA Assistance Goal Funding HOPWA Budget Goal Non-HOPWA Actual Goal HOPWA Actual Leveraged NonHOPWA HOPWA Assistance Year 5 Outputs Households Outputs Funding HOPWA Budget Non-HOPWA Actual Actual HOPWA Actual Goal HOPWA Assistance Goal Funding Leveraged NonHOPWA Non-HOPWA HOPWA Budget Actual Goal HOPWA Actual Leveraged NonHOPWA HOPWA Assistance Year 4 Outputs Households Actual Funding HOPWA Budget Actual Non-HOPWA Goal Actual Gap Current Needs Tenant-based Rental Assistance Goal HOPWA Assistance HOPWA Performance Chart 1 Year 3 Outputs Households Goal Outputs Households Actual Year 2 Plan to Fund? Y/N Only complete blue sections. Year 1 Adjustment for duplication of households (i.e., moving between types of housing) Subtotal unduplicated number of households/units of housing assisted Supportive Services 0 0 0 278561 0 0 Outputs Individuals 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Outputs Individuals Outputs Individuals Outputs Individuals Outputs Individuals Outputs Individuals Outputs Individuals Outputs Individuals Outputs Individuals 0 0 0 0 325 ### Outputs Individuals Supportive Services in conjunction with housing activities (for households above in HOPWA or leveraged other units) 350 259 0 0 #### ### 0 ### H Y 0 ## 0 0 #### 0 0 0 L N 0 ## 0 0 #### 0 0 0 L N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 91 Housing Placement Assistance 250 Outputs Individuals 250000 250 540000 Housing Information Services 0 0 0 0 Permanent Housing Placement Services 0 0 0 0 1 0 0 0 2 0 0 0 3 0 0 4 0 0 0 0% A Housing Development, Administration, and Management Services Resource Identification to establish, coordinate and develop housing assistance resources Project Outcomes/Program Evaluation (if approved) Grantee Administration (maximum 3% of total) (i.e., costs for general management, oversight, coordination, evaluation, and reporting) Project Sponsor Administration (maximum 7% of total) (i.e., costs for general management, oversight, coordination, evaluation, and reporting) Other Activity (if approved in grant agreement) Specify: HOPWA 1 CPMP HOPWA Performance Chart 2 PY1 PY1 #VALUE! Emergency Shelter Temporary Housing Private Hsg 0 Tenant-based Rental Assistance PY2 PY2 #VALUE! Other HOPWA Other Subsidy 0 PY3 PY3 #VALUE! Institution Jail/Prison 0 PY4 PY4 #VALUE! Disconnected Death 0 PY5 PY5 PY1 PY1 #VALUE! Temporary Housing Private Hsg 0 Short-term Rent, Mortgage, and Utility Assistance PY2 PY2 #VALUE! Other HOPWA Other Subsidy 0 PY3 PY3 #VALUE! Institution Jail/Prison 0 PY4 PY4 #VALUE! Disconnected Death 0 PY5 PY5 PY1 PY1 #VALUE! Temporary Housing Private Hsg 0 Facility-based Housing Assistance PY2 PY2 #VALUE! Other HOPWA Other Subsidy 0 PY3 PY3 #VALUE! Institution Jail/Prison 0 PY4 PY4 #VALUE! Disconnected Death 0 HOPWA PY5 PY5 Stable Unstable 0 0 0 0 0 0 0 0 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 0 0 0 0 0 0 0 0 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 0 0 0 0 0 0 0 0 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 PY1 0 PY2 0 PY3 0 PY4 0 PY5 0 #VALUE! Emergency Shelter 0 Cumulative #VALUE! Emergency Shelter 0 PY5* 0 PY4* Number of Households that left the Project PY3 Number of Households Remaining in Project at the End of the Program Year PY2 Average Length of Stay [in weeks] PY1 Type of Housing Assistance Housing Stability What happened to the Households that left the project? Total Number of Households Receiving Assistance #VALUE! 1 Percent Stable / Total #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! CPMP EXHIBITS 1 Public Input Received for the Development of the Plan 2 Rural Minority Concentration Census Tracts 3 Councils of Government Map 4 Service Activity Charts 5 Housing Inventory Charts Homeownership Conditions - Insufficient housing stock in the $90,000 ‐ $120,000 range or lower. Cost to build makes building in this range difficult. - Land costs, construction costs, impact fees, and local government policies result in high‐end development. (3) - Land availability and buildability is limited primarily because of infrastructure, ownership by a few major landowners, and much land in State Trust. (2) - Not enough information or advertising about available resources, including homeownership education. (3) - Building codes increase costs. - There are insufficient resources available for both emergency repairs and rehabilitation of housing stock. (2) - Cost of purchasing houses is not consistent with the wages paid in area. (6) - Financing not available for low‐ and fixed‐income families. - Many units do not meet health and safety standards. - Resources for home repair for resale inventory are needed to slow investor acquisition. - Higher‐density, lower‐cost housing is needed. - In Payson some manufactured housing projects are proceeding. - In Payson, older depressed areas should be replaced with higher density condominiums and apartments. - Abandoned homes are a threat to community health and safety. Health and safety concerns include caved‐in roofs, broken plumbing, no heat, and dangerous electrical. Rental Conditions - No resources to oversee rental conditions/standards. (2) - Few units in the middle‐income range. (2) - Funding is needed to maintain low‐income rental properties. - Expense of rental inspection programs is a major concern. - The vacancy rate in Sierra Vista is 0% to 1%. - Low income and elderly households are forced to occupy substandard housing units. - There are insufficient 3 and 4 bedroom units to meet the demand. - Many units are overcrowded. (3) - Substandard housing without regulation. (2) - Subdivisions are more profitable and highest/best use of available land. - Insufficient land zoned for multi‐family development. - Affordable quality units are needed in rural Cochise County. - Single‐family rentals are often substandard. (2) - Substandard units have high rents. - The downsizing of HUD’s Section 8 program is causing an increased need for additional rental subsidies. (2) - Affordable housing is not located near jobs. (2) - Substandard, single family rentals are concentrated in older neighborhoods. General Housing Conditions & Barriers - Few units available for households earning $25,000 ‐ $35,000/year. - Access to capital is limited. - Limited zoning for multi‐family. Affordable housing is not seen as quality housing. No single point of contact for housing issues. Inadequate code enforcement in remote locations. No local housing programs. Realtors are reluctant to work with low income homeownership programs because of the paperwork involved. In Payson the water supply and land use plan impact housing affordability. (3) Non‐English speakers often do not understand housing programs, housing purchase transactions, or housing rental transactions. (3) Slow population growth results in higher annual tax increases that make housing less affordable to existing residents. There is little private land available. (2) Throughout Arizona local leaders seem to want affordable housing and then take actions (impact fees, development restrictions) that make housing more expensive. NIMBYism (2) Section 103 exchanges are driving the market. Investors are acquiring lower‐cost units (less than $100,000). Low interest rates are resulting in more investment impacting both the rental and homeownership markets. (3) Financing for pre‐1976 manufactured housing is difficult to find. Resources for manufactured housing rehabilitation are needed. Many pre‐1976 manufactured housing units are not insurable as real property. The housing stock is aging and there is a lack of institutional funding to sell older mobile homes and manufactured housing. Few units do not require credit and criminal background checks resulting in concentrations of low‐ income in specific neighborhoods where credit checks are not done due to slum conditions. Landlords are not willing to rent to young people who need to live 5‐6 people to a unit in order to survive Suggestions for Overcoming Housing Barriers and Addressing Conditions - Density bonuses. - Flexibility in building and other regulation. - Reduction or elimination of fees. - Inclusionary zoning and impact fee waivers. (2) - Implement a down payment assistance program. - Implement a local housing authority. (2) - Cooperation among public and private sectors. (2) - Increased access to public assistance to underwrite projects. (3) - Projects that create rental assistance up front and ownership opportunities later. (2) - The State should incent the development of local or county housing trust funds. - The LIHTC program should be prioritized for trailer park redevelopment and the replacement of aging trailers with stick‐built stock. - Technical Assistance. (2) - Groups such as Habitat for Humanity where funding could provide cost sharing for purchase and development. (2) - Availability of the names of financial institutions willing to work with low income households. - Availability of landlord/tenant dispute mediation. - Develop a regional Affordable Housing Strategic Plan. - Ability to land bank. (2) Release more State Trust Lands. Better advertising of available resources in locations where potential beneficiaries go. Life skills and choices education and guidance at an earlier age. Eviction/foreclosure prevention and financial education is needed. County‐to‐county moving/relocation assistance for those with jobs but not the means to get there and enter the rental market. The “creative” drawing of census tracts that puts poor neighborhoods in tracts that include more prosperous areas impacts the ability to use CDBG to address conditions in the poor neighborhoods. Special Needs Populations - Single‐parent households (4) - Homeless/at risk (4) - Farm workers - New members of the community (professional, service workers) - Mentally ill (2) - Substance abusers (2) - Frail elderly (4) - Victims of domestic violence Special Needs Housing, Services, and Facilities - Subsidized housing paired with case management is needed. - Only one small facility in Sierra Vista and it needs staffing and funding. - Housing coupled with home visits and case management is needed for all special populations. - Access to services is limited. - Apartments and affordable single‐family facilities are needed. - Transition, permanent and supportive housing are all needed for all special needs populations in the rural areas. (4) - Self‐help housing for these populations should be considered. - Mid‐priced assisted living facility is needed for the frail elderly (there are high‐ and low‐end but not mid‐range). - There is currently inadequate facilities for victims of domestic violence. (2) - DV victims have difficulty accessing housing services. - Elderly housing not available. (Navajo, Apache) - Home maintenance programs for elderly. (5) - An assisted living facility is needed in southern Gila County. - Permanent, efficiency, and one‐bedroom units. - Shelter for homeless women and women with children needed in Prescott area. - Complete lack of emergency housing or shelter throughout Yavapai County. - Emergency housing is needed. - A residential treatment center for substance abusers is needed in Yavapai County. - Homeless and near homeless individuals and families have multiple and complex needs for substance abuse treatment, mental health services, and job training. - Added support for the meals‐on‐wheels program is needed. - Support for day‐to‐day programs for seniors. Fair Housing - The impact is mostly on lower and middle‐class households as it relates to housing affordability and the policy decisions that result in a lack of affordable housing. - Complaints are sent to the Southern Arizona Fair Housing Center, which has office hours in the Fry District one day per month. - The city annually sponsors a free education program at the public library. Community Development Needs and Barriers - Neighborhood revitalization and downtown revitalization. - Law enforcement and business investment are lacking. - Redevelopment is challenging due to distrust of government. - More infrastructure resources are needed. - More living wage jobs are needed. - Community centers are needed in rural areas. - New animal shelter. - Additional fire station is needed but not affordable. - Crime prevention and security are needed, especially in areas with a large stock of substandard housing. - Economic and housing needs go hand in hand in older part of the community. - Access to transportation is critical. (3) - The supports to attract and retain enterprise are needed. - A trained workforce is needed. - Water and wastewater systems are needed in higher‐density unincorporated areas. Some urban areas are still on septic systems, including both low‐ and moderate/high income areas. (2) - Need planning resources for unincorporated areas and neighborhoods. - It is difficult to coordinate the use of public grants such as CDBG, UDAG, EDA. - Need County to waive the dump fee for aging trailers to facilitate disposal and clean‐up of trailer parks. - County islands are reluctant to be annexed into incorporated communities. - Money is the biggest barrier to making improvements. - Winslow and Holbrook need funds to develop town halls. Existing facilities are small, outdated, and scattered. - In southern Gila County there are cesspools with raw sewage spillage. - In southern Gila County a pubic indoor pool is needed. - Throughout rural Arizona infrastructure is more expensive and less available to meet growth and need for affordable housing. - Throughout the NACOG region, the available CDBG resources are not sufficient to perform needed activities, especially with the rotating schedule. - The entire Verde Valley is in need of economic development. - Accessible, quality health care is needed. The poor, elderly and non‐English speaking have a high rate of EMS use due to lack of health insurance; they use EMS as primary care. (2) Institutional Structure and Coordination - Competing for funds, meeting ADOH requirements and other sources is time consuming and challenging. - The levels of detail and program details make small project development time and cost prohibitive with ADOH funds. Other Comments: - Living wage should be considered as a policy issue. (3) - Local accountability for the Council of Govts in areas of emergency assistance and owner occupied rehabilitation. - Lack of affordable housing is one reason given for companies not considering rural areas for relocation and current major employers not willing to expand. - Youth facilities in rural areas not addressed in Consolidated Plan. - Lack of foster homes and/or emergency shelters for youth & teens. - Uniform requirements in the grant processes. - Important to have decision making for selection of activities and program design at the local level. - Appreciate the State’s targeting of HOME resources to geographic areas and program areas; the continuation better assures a mix of housing opportunities across the state. - City is considering adoption of property maintenance codes by the International Code Committee. - The continuum of care process is being used in Cochise County to facilitate a transportation plan. - CDBG funds have been used primarily for infrastructure projects in Sierra Vista and ADA improvements are anticipated for the next funding cycle. Rural Minority Concentration Census Tracts Census Tract Number 6.00 7.00 8.00 9.00 13.00 19.00 20.00 9961.02 9962.00 9963.00 9964.01 9964.02 2.00 3.01 3.02 4.02 7.00 114.01 115.01 115.02 116.00 County Cochise Cochise Cochise Cochise Gila Pinal Pinal Santa Cruz Santa Cruz Santa Cruz Santa Cruz Santa Cruz City/Town Douglas Douglas Douglas Douglas Winkelman Eloy Eloy Unincorp. County Nogales Nogales Nogales Nogales Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma Yuma San Luis Somerton Somerton San Luis Percent of Minorities 75.0 85.2 85.3 92.6 75.7 83.4 81.4 81.7 93.3 94.5 95.7 94.5 % Below Poverty Level 36.2 33.8 35.7 40.6 25.6 37.1 27.6 14.0 35.0 31.0 32.3 38.5 Median Family Income % 62.8 76.0 71.0 59.3 84.1 57.2 60.2 97.5 68.0 62.1 80.0 60.1 76.9 78.3 85.2 85.8 78.1 99.0 83.1 96.0 98.9 17.8 24.5 45.8 29.1 27.4 34.0 40.0 26.4 38.1 96.5 89.7 63.9 86.4 71.3 68.0 70.0 81.0 38.1 State Minority Percent 36.2% Source: Census 2000, the Federal Financial Institutions Examination Council (FFIEC), Arizona State Data Center, and Arizona Department of Housing. CAG – Central AZ Assn of Governments NACOG – Northern AZ Council of Governments MAG – Maricopa Assn of Governments SEAGO – SouthEastern AZ Governments Organization PAG – Pima Assn of Governments WACOG – Western AZ Council of Governments Maricopa County Fundamental Components in CoC System -- Service Activity Chart Component: Prevention The prevention components of the Maricopa Continuum of Care reflect the fact that it is more efficient and humane to keep people housed than it is to crisis manage emergency homeless situations. Recognizing this, the Continuum of Care has dedicated significant resources to rental and utility subsidies for the purpose of keeping people housed. In addition, significant resources have been committed to making mainstream poverty programs more accountable for the outcomes of their most vulnerable clients. This effort has included community organizing, data collection, collaboration between non-profits, faith based organizations and government agencies and the private sector and the development of affordable housing. Services in place: Please arrange by category (e.g., rental/mortgage assistance), being sure to identify the service provider. Prevention services include rent and mortgage assistance; utility payment assistance to prevent eviction; case management; housing counseling; landlord/tenant mediation and legal services; behavioral health services; information and referral services; income maintenance programs and food stamps; job training and placement; guardianship/representative payee; supportive education regarding owner's/landlord's specific requirements and information on tenant's rights and obligations under Arizona law. ¾ Maricopa County Human Services Department - (federally designated Community Action Agency in Maricopa County for the cities of Tempe, Chandler, Avondale, Scottsdale, Tolleson, Peoria, and Glendale, and the towns of Buckeye, Gila Bend, Wickenburg, Gilbert, El Mirage, and Guadalupe). The County Human Services Department provides: ƒ Rental and mortgage payment assistance to avoid eviction or allow for move-in. ƒ Utility deposits. ƒ LIHEAP Supplemental Deposits. ƒ Utility payment assistance. ƒ LIHEAP Supplemental Payment. ƒ Case Management Services. ¾ Society of St. Vincent de Paul - Volunteer faith-based organization supported by 87 Conferences of Charity throughout Maricopa County. The primary means by which Volunteers from the Society of St. Vincent de Paul connect with people at risk of being homeless is through home visits and provide rental and utility assistance. ¾ Department of Corrections – Annually, parole officers conducted several thousand pre-release placement investigations for offenders released under supervision. The ADOC also provides an inmate education, treatment, and work program that provides inmates with pre-release opportunities to improve their education and vocational skills, and address substance abuse issues. ¾ Southwest Behavioral Health Services - Emergency financial assistance for rent, utility & mortgage for persons w/ HIV/AIDS. Transitional Support for persons moving into independent housing from levels of care within the behavioral health system. Approximately $150,000 available annually to serve up to 500 unduplicated individuals/families to prevent homelessness with up to $600/year. Units are contracted through ValueOptions to create successful step-downs and prevent homelessness due to lack of support during this crucial transition. ƒ FY 2003 rent/mortgage assistance: $150,000 for 500 households. ¾ Central Arizona Shelter System - In response to a need for affordable housing for very low-income persons, CASS formed an affiliated nonprofit corporation named Arizona Housing, Inc. (AHI). As its first project, AHI created permanent, affordable supportive housing for 60 single men and women ending their homelessness. This efficiency apartment complex, Steele Commons is a model of j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 permanent, supportive housing for single individuals and is the first of its kind in Maricopa County. ¾ Society of St. Vincent de Paul/Ministry to the Incarcerated – The Ministry to the Incarcerated assists persons who are about to be released homeless and families of incarcerated individuals who are at risk of becoming homeless due to the loss of income associated with the incarceration of a family member. The program provides rental assistance, utility assistance, thrift store vouchers, and bus tickets. ¾ Society of St. Vincent de Paul/Transient Aid – The Transient Aid Conference prevents homelessness by assisting individuals/families who have recently arrived in Maricopa County and are at risk of becoming homeless because employment did not materialize or the family is not prepared to receive them. Staff and volunteers work with the clients to determine if there are other options for housing. If it is determined that housing and/or employment are available in another location, the Society will assist the individual with transportation (i.e. bus tickets, car repairs) and food. An individual/family is never transported from one homeless situation to another (Society Guidelines). In order to ensure this is the case, staff and volunteers must confirm that housing and/or employment is available at the location to which the individual/family is being transported. ¾ Society of St. Vincent de Paul/Medical Equipment – Friends of St. Anne Ministry provides durable medical equipment to individuals who do not have health insurance, or whose health insurance does not cover the cost of necessary medical equipment. Equipment is donated and, when necessary, returned to lightly-used quality by staff and volunteers. Equipment is loaned to individuals on a 6 month basis. Volunteers follow-up with individuals. If they are no longer in use of the equipment, it is returned to the Society. If the individual is still in need, it is loaned for another 6 month period. ¾ Project SHARE - Project SHARE provides emergency utility payment assistance and is administered by the Salvation Army. Consumers and employees of Arizona utilities fund project SHARE: ƒ FY 2003 utility payment assistance: $330,313 for approximately, 1,748 households. ¾ Salvation Army Emergency Assistance Program - Provides rental and mortgage assistance, material assistance and food boxes: ƒ FY 2003-04 rental assistance: $465,582 for approximately 3,316 households. ¾ Southwest Behavioral Health Services and Phoenix Shanti - Provide emergency financial assistance for persons with HIV/AIDS, including funds for rent, utilities and mortgage and first month’s rent. ¾ Save The Family – STF’s Children’s Intervention Project prepares all family members with the life skills necessary to break the cycle of poverty, homelessness and abuse. The program consists of 5 components: 1) training for personal success, 2) parenting skills projects, 3) KIDSWORKS for children ages 3-9 uses art and play as mediums to provided planned activities that deal with the unique feelings, fears, and beliefs associated with homelessness, poverty and domestic violence, 4) PALS for youth ages 10-17 and offers positive alternatives to negative behaviors associated with drug abuse, teen pregnancy, gang involvement, and 5) Community PALS is a collaborative outreach program with local schools that presents speakers from positive career paths and offers youth positive lifestyle choices. ¾ Community Housing Partnership - CHP has acquired and rehabilitated several hundred units of affordable housing. These units provide housing for hundreds of families who would otherwise be homeless. ¾ META’s Another Chance Program - A comprehensive substance abuse treatment program for the chronically homeless, operates the Recovery Education Center. The center was developed two years ago with the vision of teaching skills in recovery and wellness. The Wellness Recovery Action Plan is a structured tool taught by the REC as a method of reducing or eliminating symptoms. The Wellness and j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Empowerment in Life and Living course contains five class modules that help people develop and improve skills in personal, social, and community living. The Peer Support Training course is a 60-hour class, with college credit through Gateway Community College, to teach people the skills of peer support and helping others. ¾ TANF funds are used in Arizona to provide assistance to persons who have emergency basic needs, including crisis assistance, which cannot be met immediately by their own income or resources. Certain low-income customers can qualify for discounted electric rates from Maricopa Area utilities, helping to reduce high summer electric costs for cooling. ¾ Home Base Youth services – Prevention specialists go into Phoenix and Tempe area junior and senior high schools to educate students on the realities of life on the streets. Modules on substance abuse, runaway prevention, and conflict resolution are presented to these youth. Prevention specialists also inform educators, administrators, and guidance counselors about the warning signs of youth considering flight. Last year, more than 14,000 prevention services were provided to the community. ¾ Another Chance – The Recovery Education Center has been licensed as a post-secondary school offering additional instruction in recovery and wellness for college credit. Today, the REC has an agreement with Gateway Community College that offers community college credit for REC course offerings. ¾ Society of St. Vincent de Paul/Paz de Cristo – These agencies, serving the City of Mesa, conducted a joint survey of their homeless clients in the Spring of 2002. The outcomes showed that the agencies were serving a significant number of the same clients. Based on these outcomes, the two agencies collaborated to hire a case manager who works from the Paz de Cristo site. The costs of the case manager are shared by the two organizations and information is shared across sites. ¾ East Valley Problem Solving Network – Staffed by the City of Mesa, in 2002 East Valley providers have conducted research regarding the use of facilities, reasons for their use, and positive interventions. Most importantly, the effort is looking at the reasons that people discontinue services or do not access services at all. The data is available for planning purposes. Services planned: ¾ One DV (Domestic Violence) STOP grant has been developed and submitted to the Governor’s Office of Women, Children and Youth to fund the following programs: ƒ DV STOP Crisis Response Teams and Regional Domestic Violence Council that will serve Maricopa County. ¾ Arizona Department of Economic Security - Undocumented immigrants frequently cannot access housing or cannot maintain housing. The Arizona Department of Human Services has developed a community initiative targeting undocumented immigrants who are at risk of becoming homeless. The initiative involves three components: 1) a public symposium to identify issues, barriers, and best practices, 2) bi-monthly brown bag lunches to further involve the community and continue public discourse and 3) publish and distribute a guide to safe services and credible resources for undocumented immigrants. ¾ Progress in 2004/2005 will include: 1) DES will convene an Assembly of Community Leaders to develop a framework for on-going collaboration, sharing of information and development of effective networks to address the needs of immigrants, 2) Publish and distribute a document naming organizations that provide a) affordable, b) credible/trustworthy, 3) culturally relevant information for immigrants in need of services. ¾ Human Services Campus - Ground breaking for the Human Services Campus, a collaboration between 6 non-profit human service providers and the private sector, is planned for the Winter of j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 2004. The Human Services Campus will be an integrated service delivery facility located in downtown Phoenix. Designated to serve the homeless and the working poor, the Campus will include a facility known as the Education, Training and Employment Center (e*TEC). The e*TEC will house a wide array of programs working in collaboration to provide employment and training and support services to households at-risk of becoming homeless and persons experiencing homelessness. ¾ The Salvation Army is in the planning stages of developing an affordable housing facility in the downtown Phoenix area. They anticipate a 50-60 unit facility focused on providing families with affordable housing and support services to assist them in their transition from emergency shelter back into society. How persons access/receive assistance: Public safety, religious institutions, and social service agency personnel often first identify people at risk of homelessness. Other organizations providing assistance—such as the Area Agency on Aging HOPWA Housing provider, the Arizona Department of Economic Security eligibility offices for food stamps, TANF, and other support benefits; the Veterans' Administration; and ValueOptions behavioral health providers— also identify clients at risk of homelessness. Also, individuals identify themselves through CONTACTS, a hotline and referral service operated by Community Information and Referral. People in need call CONTACTS and are informed of shelter and transitional housing availability and contact information. Once identified, persons at risk of homelessness are referred to agencies located within the community where the individual/family resides. Households at-risk of becoming homeless then work with case managers to obtain assistance such as rent and mortgage payments, mediation of landlord disputes, emergency food boxes and utility payments, and housing search through Community Action Programs, the Glendale Community Council, and other service providers. Prevention may also be assisted through broader support mechanisms such as job training and job search, TANF, food stamps, public health care, home repairs, transportation, child and dependent care, and access to affordable housing. The Society of St. Vincent de Paul operates through 80 Catholic Churches throughout Maricopa County. Assistance is provided regardless or religion, race, or creed. Those seeking assistance to prevent homelessness contact and access services through the local church or are referred through the Society’s central intake center in Phoenix. Often, the household presents itself in need of food, which is often an indicator of greater needs. During the home visit, volunteers assess the family’s situation and often assist the family in identifying and accessing community and mainstream services with the goal of stabilizing the situation. Persons at-risk of becoming homeless in the Sunnyslope neighborhood are often identified through Marley House, a social service agency affiliated with John C. Lincoln Hospital. Marley House is committed to stabilizing families in crisis. Households at risk of becoming homeless are connected with community resources, including counseling, job training and case management. Since its inception, Marley House has been credited with decreasing domestic violence and eviction by 50% in the Sunnyslope neighborhood. Basic needs assistance is provided primarily through federally designated Community Action Programs (CAPs) and Arizona Department of Economic Security income assistance programs. The City of Phoenix Human Services Department operates five CAP offices (Family Services Centers). The City of Mesa operates one CAP office through the Mesa Community Action Network (Mesa CAN). The Maricopa County Human Services Department administers another 13 CAP offices in the rest of the Maricopa Area. Component: Outreach Outreach is a critical component of the Continuum of Care’s efforts to engage and stabilize homeless persons with the ultimate goal of obtaining permanent housing, including supportive services when necessary. Outreach, especially to the chronically homeless, has expanded significantly in recent years. Outreach efforts continue to increase and will expand in 2005-2006 with several initiatives targeted at the chronically homeless. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Outreach in place: (1) Please describe the outreach activities for homeless persons who are living on the streets in your CoC area and how they are connected to services and housing. ¾ Combined Efforts – Outreach to homeless individuals is achieved through the PATH program, HomeBase Youth Services, Tumbleweed (for youth), and Maricopa County Health Care for the Homeless (Homeless Health Outreach Team), the Salvation Army’s Project HOPE, Tempe’s C.A.R.E. 7 program, police and fire departments, the Community Bridges Drug Treatment Center, the Veterans Administration, and churches and faith based organizations. The goal of the teams is to engage homeless individuals in order to develop trusting relationships and to connect them with housing and services. Engagement strategies may be as simple as providing water, sunscreen and food. As relationships develop, engagement strategies include delivery of health care and assistance with accessing benefits. Outreach teams work toward connecting homeless individuals with emergency, transitional or permanent supportive housing. For youth on the street, schools, Child Protective Service workers, and crisis hotlines assist in identification and outreach. Youth also enter the system through peer and self-referral. ¾ CONTACS Hotline – Provides bilingual brochures and wallet size cards describing services available throughout the region. The cards are distributed by outreach workers who are in direct contact with homeless individuals. A mass mailing to private non-profit, government and faith-based organizations is done annually to inform them about the CONTACS hotline and to let them know that the printed materials are available free of charge. Approximately 100,000 pieces of printed materials are distributed annually. ¾ PATH Outreach Program - Southwest Behavioral Health Services (SBH) operates a homeless outreach team designed and federally funded by PATH: Project for Assistance with Transition from Homelessness. This 11 person team is specifically targeted to outreach to the homeless living on the streets, with particular focus on those who are not connected to any services or housing resources. The PATH team members work on making connections and providing referrals. This engagement process can be the most challenging part of the team’s work and is sometimes very lengthy. Once individuals are engaged and willing to take action, the PATH team facilitates connection to all available benefits, services and housing options. Of the many successes achieved by the PATH team, the most impressive is the team’s ability to connect with and place chronically homeless individuals into permanent supportive housing. Housing for individuals who are SMI is provided through ValueOptions (Regional Behavioral Health Authority), which is required to provide housing and services by the State of Arizona. The PATH team also provides ongoing management to persons who are homeless and contact with those housed through ValueOptions. Other linkages include those developed with the Social Security Administration, the Arizona Department of Economic Security, the Arizona State Hospital (mental health), various human resource agencies, Community Action Programs, St. Vincent de Paul, food banks, and the Maricopa County Psychiatric Annex. ¾ Community Bridges – Community Bridges provides a gateway to the Behavioral Health system for substance abuse treatment, focusing on the homeless community. Virtually all persons who are triaged on scene, stabilized and identified as to the next best level of care (SMI to the Psychiatric Recovery Centers and alcohol or drug impaired to the Addiction Treatment Centers). Crisis Response Teams are dispatched by the Phoenix Fire Department Emergency Dispatch Center and respond directly to requests from firefighters and police officers on the scene. ƒ Crisis Intervention Transportation – FY 2003 4,000 persons transported to the Central City Addiction Treatment Center. ƒ Crisis Care Services – FY 2003 approximately 6,500 homeless individuals served. As a part of the service delivery continuum of the Addiction Recovery Center, Community Bridges provides a mobile response to Police and Fire requests. If a person living on the streets appears to be in need of substance abuse crisis stabilization services and/or medical detoxification, the Community j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Bridges mobile team responds and transports the individual to the Central City Addiction Recovery Center for further assessment and services. Individuals admitted to crisis services or medical detoxification are provided transition management services and are offered an opportunity to accept case coordination and medically necessary services. Medical, Social, family, psychiatric, and case history reviews occur between the patient and transition manager to match each individual’s needs and capabilities to community-wide support systems. The psych-social review, coupled with the relationship established between the client, staff, and service providers throughout the Country, enable the Managers to ensure that participants receive an opportunity to transition to safe and secure housing upon completion of crisis care services or medical detoxification and are not returned to Valley Streets. Community Bridges outreach efforts connect persons living on the street through 27 partner agency administrative/service delivery locations. Our staff also participates in the various cities’ outreach efforts (Connection-to-Care-Phoenix, Tumbleweed-Tempe, Mesa Men’s Center, Victory OutreachPhoenix). ¾ Salvation Army Project HOPE - Project Hope is an outreach program that aims to serve those who are not within the inner city "shelter district." In 2003, Project HOPE made more than 7,413 outreach contacts with homeless individuals and families living in City of Phoenix parks, libraries and other homeless congregate sites. The Salvation Army’s Project HOPE offers mobile outreach services to homeless individuals living in or around Phoenix parks, libraries, and other congregate areas. Project HOPE is the Valley of the Sun’s only generalized outreach serving the needs of all homeless families and individuals regardless of circumstance. Clients include veterans, seriously mentally ill, substance abuse, HIV/AIDS, domestic violence, and youth. Project HOPE staff drive several vans to Phoenix parks and congregate areas to provide food, water, clothing, shoes, and basic hygiene products to homeless people. The staff strives to build relationships with participants so that they become open to receiving case management. At this point, staff is able to connect participants to a wide variety of support services, assist them in assessing mainstream resources, and provide them with housing options. Under the Bridging the Gap program, 2-4 week stays are provided at pre-qualified halfway houses for individuals coming out of initial detoxification facilities and who are awaiting acceptance into longterm treatment programs. Motel and apartment accommodations provide stable interim shelter for families and individuals, without substance abuse issues, who are participating in case management. Clients may also be placed in emergency shelters, including the Kaiser Family Center and Elim House, if they qualify for the program. Additionally, HOPE has identified apartment complexes in the nearly Phoenix area that are willing to accept clients. ¾ Health Care for the Homeless – Health Care for the Homeless has several case managers on staff providing services on site, from a community based clinic and through outreach teams. These case managers assess each client’s needs and refer them to the various entitlement programs according to their need. In many cases, the case managers transport clients to services and assist them with the application process. Health Care for the Homeless also has two medical eligibility workers on site to interview and enroll clients daily in the AHCCCS program (Medicaid). ¾ Society of St. Vincent de Paul – The Society of St. Vincent de Paul outreaches to both individuals and families at-risk of homelessness and homeless individuals outreach occurs through the Society’s five dining rooms located throughout Maricopa County. The dining rooms serve approximately 3,000 meals per day to homeless persons and families at risk of becoming homeless. In 2003, 1,182,782 meals were served. Persons seeking assistance are referred to one of the 13 programs offered by the Society or to other agencies. The Society’s has placed Case Managers in the Family Dining Room, which primarily serves working poor families, the Mesa Dining Room and Sunnyslope Dining Rooms. Having the case manager located in the dining rooms results in a No-Wrong-Door effect, since families can connect with services beyond food, including rental and utility assistance in j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 order to prevent eviction. The Ministry to the Homeless engages homeless individuals through the provision of toiletries, clothing, haircuts and showers. As staff and volunteers develop relationships with individuals, guests are more willing to access services that will enable them to move toward more healthy and stable life styles. Key to this effort is the Opportunity Program (OP). In the OP, chronically homeless individuals receive intensive services including case management, mentoring, job readiness, job training, access to mainstream resources, transportation, meals, and access to housing. The Society of St. Vincent de Paul operates an innovative outreach effort that enables the public to constructively engage homeless persons while providing homeless people with useful information. Need-A-Hand Cards are pocket-sized cards with information about the locations of the Society’s services for homeless persons throughout Maricopa County. Attached to the cards is a bus ticket. Individuals wishing to engage a homeless person, but not wanting to give money, can provide the cards in response to a request for assistance and can use the cards as an entree into a conversation. ¾ HIV/AIDS – Body Positive and AIDS Project Arizona conduct extensive outreach to persons affected by HIV/AIDS. TERROS HIV outreach interfaces with at least 50 currently homeless persons on a daily basis. The HIV staff will become the entry point for this project. The HIV department employees have direct access to the housing staff via intranet, courier, and phone. Currently the HIV department shares resources such as donated foods and clothing with the residential program when the HIV department has an overflow. ¾ Seriously Mentally Ill – The PATH Homeless Outreach Program is designed to find homeless persons and link them with needed services with a primary focus on persons with a serious mental illness who are chronically homeless. Over 3,000 homeless persons contacted. Of those seen, it is estimated that 1,108 suffered from serious mental illness and 647 had a diagnosis of SMI. Full evaluations were completed for 381of those contacts. 112 persons progressed to transitional housing and 35 were placed in permanent housing. Another 976 accessed emergency shelter. META Services operates two Behavioral Health Urgent Care Centers. Over 1,000 individuals are served monthly. People are brought to the Centers by the police, community workers, friends, or may come on their own. As part of this service, mental health consumers are employed to provide peer support. They not only offer hope and serve as role models for recovery, but they also work to actively engage each person served in the range of services that will be most useful to each individual. After people are served by the META Urgent Care Center, a follow up program, Connection to Care, is provided. A member of the META consumer staff contacts the person in three days after being served to inquire if they are okay and if have gotten connected to additional services. Connection to Care often results in the individual being referred to additional community services. Arizona Behavioral Health Corporation (ABC) administers referrals into the SHP and S+C housing for persons who are seriously mentally ill or dually diagnosed. Value Options referrals come through the PATH outreach team, emergency shelters, transitional housing providers, behavioral health providers, public safety personnel, and other community providers. ¾ Day Resource Center (DRC) - A Day Resource Center Pilot opened in 2004 in conjunction with the Human Services Campus in downtown Phoenix. The DRC engages homeless individuals in a continuum of integrated services and enables them to gain confidence in personal relationships. A client-centered approach guides the integration of community services as well as the services offered within the DRC. In order to assess the most successful strategies, the pilot program is now being tested. A permanent DRC will open in 2005. A variety of mainstream agencies are co-located in the DRC to ensure a one-stop approach. These include the following: Dept. of Economic Security, Veteran’s Administration Medical Center, Advocates for the Disabled, Southwest Behavioral Health Corporation, United Methodist Outreach Ministry and ASU Dept. of Social Work. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 ¾ Domestic Violence – Community Network for Accessing Shelter (CONTACS), operated by the Community Information and Referral Service, is a county-wide call center, which provides information about emergency and transitional housing bed availability for homeless persons, including victims of domestic violence. Thirty-five (35) agencies in Maricopa County participating in CONTACS can view bed availability information through their personal computers. Another 30 agencies provide information about their bed space to the call center by telephone. CONTACS is also available through the Internet. This communication system provides up-to-the-minute information about bed availability for homeless persons. ¾ Save The Family (STF), The majority of STF clients come from emergency shelters and CAP agencies, so we do not direct outreach to persons living on the streets. Youth – Seven nights per week, HomeBase Youth Services’ (HBYS) Street Outreach vans canvass the areas of metropolitan Phoenix and Tempe most densely populated with homeless youth. The vans are stocked with food, clothing, hygiene supplies, medical/dental supplies, blankets and more. Using a non-confrontational, respectful approach, staff and volunteers work to address basic needs, such as food, water and hygiene items, and slowly build relationships with these traumatized, physically and emotionally injured youth. Youth are encouraged to come to the Outreach Center for services that can help them overcome their homeless situation. Last year Street Outreach served over 1,489 nonduplicated clients. Mobile Medical Outreach: Two days and two nights per week, a fully equipped medical mobile van staffed with a nurse practitioner, outreach specialists and volunteers, travels the streets providing critical medical services to at-risk and homeless youth. The Crews’n Healthmobile (a collaboration with Phoenix Children’s Hospital) provides immediate medical treatment as well as primary health care and follow-up to homeless youth. Last year, the Crew’n Healthmobile provided 822 “office visits’ to youth that would have likely otherwise gone untreated. The Outreach Center: The Outreach Center provides the next phase of intervention. Once the youth’s basic needs are satisfied, the Center works to address their long-term needs. The Center offers support groups led by a licensed psychologist, bus tickets for runaway youth to reunite with their families (when appropriate), meals, clothing, hygiene supplies, laundry and shower facilities, referrals for overnight shelter and/or permanent housing, medical care referrals, advocacy, and individual case management. Youth, who are prepared to make the commitments necessary to leave life on the streets, are referred to the HBYS’s Transitional Living Program. Last year, the Outreach Center served over 826 non-duplicated clients. The Learning Center: This alternative preparatory educational program is housed within the Outreach Center. The Learning Center curriculum features two components: 1) A goal setting and education program geared toward the attainment of a high school diploma or GED; 2) Job readiness training to teach skills required for successful employment, including basic social skills, boundaries, and the concepts of responsibility, reliability, and business etiquette. Last year, the Learning Center served over 200 youth. All outreach efforts are designed to build relationships with homeless youth and encourage them to pursue further services to end their homeless situation. All outreach contacts with youth provide them with information and referrals for services and housing both within and outside of the HBYS continuum of care. Tumbleweed has teams of workers who provide outreach daily to youth on the street five days per week 2 hours per day. Outreach Workers mainly work on Mill Avenue, a haven for homeless youth. Several of the days, they expand to areas beyond Mill Avenue and do outreach to the East Valley cities. Case Managers at the Drop In Centers coordinate a wide range of services including assistance in family reunification, accessing emergency shelter, accessing transitional or permanent housing both within and outside of Tumbleweed. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 ¾ Veterans - Arizona Behavioral Health Corporation (ABC) provides outreach services to veterans through the Veterans Per Diem Program that it administers. Outreach is performed through liaisons with other homeless providers and emergency shelters including the Central Arizona Shelter System, the U.S. Department of Veterans Affairs and the Veterans Hospital in Phoenix. The U.S. Veteran’s Initiative, Victory Place operates two 15-passenger outreach vans and performs outreach services five days per week. US Vets Initiative (USVI) has two fifteen-passenger vans that staff and AmeriCorps members use to conduct street outreach targeting homeless veterans in Maricopa County. Veterans that choose to access services are taken to the VA Homeless program to be enrolled in Hospital services and screened for various program eligibility requirements, including the AZ VIP program. VA staff makes referrals to appropriate programs based upon the veteran’s expressed needs. Outreach staff then assists the veterans to access such services including the AZ VIP program. ¾ Nova Safe Haven – Safe Haven staff provide outreach at a number of locations including urgent care centers, Health Care for the Homeless, Advocates for the Disabled, Central Arizona Shelter Services, Value Options clinical sites, Stargate Village Program, V.A. Medical Center, Salvation Army, St. Vincent de Paul, domestic violence shelters and local hospitals. Information about Safe Haven is provided along with case finding activities. In addition, several outreach teams assist in this effort. NOVA Safe Haven works with each of them to assist in identifying individuals that can be helped by a Safe Haven program. These outreach teams include the Maricopa County Homeless Health Outreach Team, PATH, VA Hospital Outreach, and LARC. We are also present at the Human Service Campus Day Resource Center pilot program and are receiving referrals front this new program model. Lastly, an important part of the Safe Haven Program design is the low demand model. Providing 3 meals daily, providing personal care items to our members, having washing machines and dryers available, and providing a safe respite from the streets. ¾ Mesa Can (EVMC) - The EVMC employs a former resident as its outreach specialist. This employee meets homeless men in parks and at soup kitchens and provides intake information to other agencies in the region. This is often challenging since the EVMC has been at or near capacity for more than two years. MesaCAN’s other homelessness prevention services experience a significant demand greater than the supply of services available, and there is little short-term value in marketing the services available since the agency cannot currently meet the needs of the community. ¾ Many service providers - e.g. Labor’s Community Service Agency, META Services, Save the Family, Phoenix Shanti, etc. – regularly provide outreach to the community by presenting program information and education at community shelters, social service agency staff meetings, low-income school districts, local conferences, community group meetings, etc. (2) Describe the outreach activities that occur for other homeless persons. ¾ Focus Groups – Beginning in 2004, the CoC began a quarterly series of community meetings designed to bring together specific subpopulations of the homeless community in order to receive their input and suggestions on the system of services available in the region. The first session focused on homeless veterans and was held at the U.S. Veterans Initiative, Victory Place. Approximately 35 individuals attended, all of whom lived in transition or emergency housing. The next planned focus group session will target homeless youth and victims of domestic violence. ¾ Salvation Army Project HOPE - The Emergency Assistance Program reaches out to many homeless individuals and families that are residing with their family and friends by assisting them in finding another housing situation. Many times these families will end up on the streets once family and friends are no longer able to house them. This program is able to provide hotel/motel vouchers, referrals to the Kaiser Family Center and other local emergency shelters, and transitional housing facilities. ¾ Southwest Behavioral Health (SBH) - outreaches to the local homeless population through the media, j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 direct marketing and word of mouth through the community of our PATH program and its resources. The PATH team is able to refer to many other SBH programs designed to provide various treatment options and housing options and engage these individuals. Additionally, the PATH team is also facilitating and coordinating a collaborative effort among multiple community providers and members to create a new Day Resource Center on a campus of services. This center, the DRC, is currently under construction and expected to open in November 2005 and will be the second of its kind in the country to provide “one-stop shopping” for homeless persons/families. At the DRC all possible needs of such persons can be met in one location in a collaborative team approach by multiple funding sources and providers. The DRC is available for anyone to walk in and take a shower, get a snack or access needed services. There is a pilot DRC operating now in limited fashion. ¾ Community Bridges – See information described above. ¾ NOVA Safe Haven – Currently focuses on Seriously Mentally Ill Homeless Adults. ¾ Tumbleweed - Tumbleweed Outreach Teams, the Homeless Youth Intervention Program, the Open Hands Shelter and other programs regularly provide outreach and information to schools, law enforcement, social service entities, community groups and others to assure information about Tumbleweed is available. Teams contact both adults and youth to provide information. ¾ HomeBase Youth Services – HBYS collaborates with Phoenix Children’s Hospital to operate the mobile medical van. This medical van provides services to HBYS’s target age group as well as to youth under age 18 to infancy. The medical van provides clinics on the streets and at other services facilities that serve victims of domestic violence and other potential homeless populations. This medical van is staffed with a Phoenix Children’s Hospital Nurse Practitioner, and a Medical Case Manager and Outreach Worker from Home Base Youth Services. ¾ Save the Family (STF) – STF staff regularly make presentation and deliver outreach materials to community-wide shelters and other social service agencies to inform them of STF’s services and to help them direct their referrals. STF’s administrative staff and Board make frequent presentations in the community, i.e. the Chamber of Commerce, churches, schools, corporations, etc, and conduct frequent tours of the agency to familiarize the community with the services STF offers. STF staff members regularly attend LINKS, Gilbert Community Action Network, and East Valley Problems Solvers Network meetings. STF also participates in the National Alliance to End Homelessness, the AZ Coalition to End Homelessness, the AZ Coalition Against Domestic Violence, Maricopa Association of Governments Domestic Violence Council, Community Development Coalition of AZ, etc. One of STF’s HCIP components, Community PALS, reaches out to local schools (Lowell, Lindberg and Long fellow) to present speakers from positive career paths and offer youth positive lifestyle choices. US Vets Initiative - Outreach staff conducts outreach within emergency shelters and substance abuse treatment programs to identify and assist veterans to continue sobriety and begin the process of job searching through the AZ VIP program. Common outreach sites are CASS, East Valley Men’s Shelter, Phoenix Rescue Mission, Ebony House, the VA Outpatient Substance Abuse Treatment program and St. Vincent DePaul. ¾ ¾ Mesa CAN (EVMC) - MesaCAN serves as a referral site for La Mesita, Save the Family Foundation and House of Refuge East. ¾ TERROS, Inc - HIV outreach also goes into the streets on a regular basis to offer supports to IV drug users and prostitutes. When homeless persons are encountered, they are offered information about all TERROS services and can access resources via the HIV staff. Vocational Rehabilitation provides outreach services at a ValueOptions clinic to help currently homeless people get their needs met while waiting for housing. This service is often in the form of groups educating about resources in the j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 community and ways to access resources using the ValueOptions case managers. Outreach planned: Describe any planned outreach activities for persons living on the streets. ¾ Salvation Army – The YWCA is investigating the possible options for acquiring permanent housing to accommodate the needs of homeless persons living on the streets who are referred to the agency and homeless persons living at the YWCA’s Haven House looking for an apartment. ¾ Arizona Behavioral Health Corporation – Has secured an Eviction Prevention Grant in the amount of $81,500 from the AZ Dept. of Housing for the 7/01/04-6/30/05 fiscal year. This grant directly targets the prevention of homelessness by assisting consumers to avoid an impending eviction or by the provision of emergency housing. ¾ HIV/AIDS – Southwest Behavioral Health Services was recently awarded service dollars to outreach to the parents of homeless children attending the Pappas School (a school for children experiencing homelessness) in Phoenix in an attempt to link them with needed services. ¾ Salvation Army Project HOPE - Salvation Army is expanding street outreach to include 2 nights per week (currently, outreach is conducted during the day) and is now engaging in conversations with the 406 bed Central Arizona Shelter Services location about a possible future collaboration to provide case management from the CASS facility. ¾ Seriously Mentally Ill - Southwest Behavioral Health Services Homeless Outreach Team plans to add 2 additional Outreach Specialists to dedicate 160 more hours of outreach per month to the East Valley. ¾ Downtown Phoenix Partnership –In 2004, began plans for a coordinated outreach effort targeting the chronically homeless in the downtown Copper Square area. Outreach workers from various agencies will be put together to form teams in order to offer immediate assistance and referral services in more than one area; for example substance abuse referrals, mental health referrals, housing referrals, veterans and emergency assistance. ¾ Southwest Behavioral Health Services – Every year SBH is able to obtain additional funding to increase the number of full-time employees for the PATH program and create more opportunity for outreach. In 2003, the PATH team provided outreach to over 3000 individuals and families. In 2004, based on additional employees funded, PATH is estimating outreach to over 5500 individuals. SBH is also involved in the development and implementation of the new Day Resource Center. ¾ TERROS, Inc – Using the HIV Outreach staff, TERROS plans to access homeless people on the streets in the greater Phoenix area and offer them the opportunity for permanent supportive housing. During the daily encounters with approximately 50 homeless persons, the HIV outreach staff will assess the potential resident regarding readiness for housing. If the applicant is determined to be interested in permanent, not transitional, housing, the HIV staff will refer simultaneously to TERROS H.O.U.S.E. and ValueOptions for housing and services. ¾ MesaCAN – Mesa Community Action Network (MesaCAN) and a volunteer from the East Valley Men’s Center are planning for a street outreach effort in August 2004. The EVMC volunteer, an Arizona State University student, intends to recruit a number of additional ASU students for the effort. The volunteers and agency staff will prepare a survey and plan a series of late afternoon and evening times when the outreach team will work to make contact with homeless individuals and families in the East Valley. MesaCAN intends to learn from this experience, gather information and see how the formation and implementation of an outreach team of volunteers might work. ¾ US Veterans Initiative – USVI is currently working with all of the community outreach teams to develop a collaborative effort to track and map homeless persons living on the streets by region and need. By establishing such a system and monthly outreach meetings, teams will be able to identify j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 homeless individuals by their common locations and type of service needed. This would allow any outreach team to be notified of bed availability, quickly identify persons in need of the given service and assist them in accessing the program. It would also provide valuable data related to gaps analyses and Continuum of Care needs. ¾ Tumbleweed – Tumbleweed outreach services and being expanded to charter and alternative schools and community colleges. Evening outreach is being planned in Tempe to engage a greater number of youth that are on the street. ¾ HomeBase Youth Services – HomeBase plans to offer transportation service for youth in Tempe to access the HBYS Outreach Center in Central Phoenix. HBYS serves a large homeless youth population in Tempe, a neighboring suburb of Phoenix. Because of the lengthy bus travel required, many youth in Tempe do not access the HBYS Outreach Center. HBYS will implement weekly pickup service in Tempe, and plans to continue to increase this service, first bi-weekly, then ultimately daily, depending upon demand. (2) Describe any planned outreach activities for other homeless persons. ¾ Salvation Army Project HOPE – During 2004, Project HOPE will begin working with the local parole offices to assist people recently released from prisons/jails. Upon their release, they will contact us to assist them with clothes, food, and assisting with obtaining documentation (Ids, birth certificates, driver’s licenses, etc) required for employment. They will also be assisted with finding housing at local halfway houses, and obtaining employment. The program is working with several agencies willing to employ these individuals, including the Salvation Army Adult Rehabilitation Center Thrift Store warehouse, a bottled water company, a cleaning company, and Terri’s Consign and Design Warehouse. ¾ TERROS, Inc – Utilizing the relationship with the Regional Behavioral Health Authority, TERROS plans to outreach to persons leaving supervisory care homes, shared homes, hospitals, and jails to serve in the TERROS H.O.U.S.E. Program. The Associate Director of SMI services will coordinate and facilitate this outreach effort by working with the ValueOptions Housing Department. In addition, the HIV outreach staff members will have primary access to one-fourth of the shared housing in Phoenix. ¾ Tumbleweed – Tumbleweed outreach staff are attending block watch meetings, neighborhood association meetings, and PTA meetings to inform individuals about the services available at Pappas Place and through Tumbleweed in general. ¾ Women in New Recovery – Through the Our Common Welfare, WINR offers Prisoner Assistance Programs including a case management program within the prisons and an after care support group after people have left prison. Outreach services will also be expanded to include men, who will have access to the Recreation Club for socialization activities away from drugs and alcohol, a Recovery Loss Support Group for losses incurred through addiction, and community events such as the Housing Fair and the Family and Friends Recovery Event. ¾ HomeBase Youth Services – Through continued partnership with Phoenix Children’s Hospital, HBYS will continue to increase clinic sites served by the medical van, pending required funding. HBYS is collaborating with Healthcare for the Homeless to obtain additional funding to provide medical services to the homeless. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Component: Supportive Services Supportive services are necessary in order to address the many needs that are presented by the homeless population. While supportive services may represent a significant cost to a community, studies have shown that housing with supportive services proves to be cost efficient for the most difficult to serve individuals. Most importantly, accessing and maintaining permanent housing must be the goal. In order to achieve this goal, individuals and families must be able to access the appropriate level of service that will enable them to achieve and maintain stability in permanent housing. In order to achieve this goal, relationships have been developed between many providers and mainstream agencies that work to facilitate and streamline access to services. These partnerships have increased successful linkages with mainstream resources and have resulted in systemic changes to systems that respond to the needs of homeless individuals and families. Services in place: Please describe how each of the following services are provided in your community (as applicable): case management, life skills, alcohol and drug abuse treatment, mental health treatment, AIDSrelated treatment, education, employment assistance, child care, transportation, and other. ¾ Community Bridges – Community Bridges has formed and developed its own continuum of care within Maricopa County. The continuum begins at prevention and carries individuals and families in a monitored system of care that identifies and refers into substance abuse treatment and adjunct services. The center point of this unique partnership is the co-location of service providers hosted by Community Bridges at its Central City Addiction Center. Sixteen agencies are provided a professional working environment (including cubicles, storage facility, phones and computer terminals), which allows each agency a flexible location to perform screening and intake functions with homeless men and women entering crisis services and medical detoxification. Previously, these individuals would be scheduled for referral, which due to their inability to maintain sobriety, appointments would not be kept. Clients would feel like they failed and would ultimately feel guilty and hopeless. Through co-location, an average of one hundred individuals per month are kept from falling through the cracks and are directly entered into the continuum of care of services. CB serves as the gatekeeper to the Behavioral Health system for substance abuse treatment, particularly with the homeless community. Each individual who enters CB facilities is screened for Title XIX and AHCCCS eligibility. Eligibility Specialists then carry the applications directly to DES, ensuring that the process begins immediately. Through a unique agreement with clients, CB is identified o the Release of Information to maintain communication with mainstream resources. CB acts as the conduit for information between the client and agencies. This has eliminated the need for clients to enroll at multiple agencies and has eliminated the risks of homeless clients falling through the cracks. Community Bridges also provides transition management for each individual. This effort ensures that a primary objective of detoxification is to locate housing and services that will keep the individual off the streets, away from their previous environment while maintaining their effort at recovery and stability. ƒ Crisis Intervention Transportation – FY 2003 4,000 individuals ƒ Medical Detoxification – FY 2003/2004 3,700 individuals ƒ Crisis Care Services – FY 2003/2004 6,500 individuals ¾ Arizona Department of Corrections – Supportive services offered by the Department of Corrections include a full array of substance abuse community treatment and follow-up, urinalysis testing, job development and placement services, and supervision and case management by parole officers. Additionally, significant funds are spent by ADC as part of programming for the inmate population, including mandatory literacy, education classes, in-prison substance abuse treatment readiness, and treatment. Each curriculum includes life skills, which are directly applicable to assisting offenders in reentry, transition and avoiding homelessness. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 ¾ Health Care for the Homeless has contracted with State Medicaid Program (AHCCCS) to take applications and has contract with Advocates for the Disabled to help people through SSI/Medicaid process. This provides for a No-Wrong-Door approach to accessing mainstream resources and has streamlined the process, resulted in expedited eligibility. ¾ Domestic Violence - Domestic Violence Shelters have long been the primary provider of services to victims of domestic violence. Since 1999, shelter beds have increased from 197 to 320 beds and 8 cribs. Currently there are nine (9) shelter programs in Maricopa County: Chrysalis, De Colores, My Sister’s Place, New Life Shelter, Prehab’s Autumn House/ Prehab’s Faith House, Salvation Army, Sojourner. ¾ Seriously Mentally Ill ƒ Southwest Behavioral Health Services - Southwest Behavioral Health Services manages over 200 transitional and permanent beds in Maricopa County, many of which include behavioral health services detailed below. In addition, SBH manages 5 separate outpatient clinics providing services to a wide range of populations including the homeless. Persons with HIV/AIDS receive case management and supportive services through our transitional and permanent housing programs. Persons with a serious mental illness receive behavioral health treatment through all of our residential programs. Homeless persons with SMI receive such services through sites scattered throughout the region, including Haven, Harvard and Veterans programs. These behavioral health services include life skills training, case management, alcohol and drug abuse treatment, education and employment assistance. This is a 90-day structured program designed to move vets from homelessness to longer-term transitional and/or permanent housing with supportive services and case management. ƒ ¾ Arizona Behavioral Health Corporation -Case management skills are provided to SMI/dually diagnosed clients through Value Options individual case managers. Mental health treatment is also provided through ValueOptions. For the veteran’s population, services are provided through the U.S. Department of Veterans Affairs and an on-site Veterans Service Coordinator. Families and Youth ƒ Save the Family - Homeless Children’s Intervention Project - prepares all family members, participating in STF’s Transitional Living Program, beginning with early childhood intervention, with the life skills necessary to break the cycles of poverty, homelessness and abuse. This program consists of the following 5 interwoven components: (1) Training for Personal Success offers an ongoing support group for parents to help set personal and family goals, practice developmental skills, establish supportive relationships and self-esteem; (2) Parenting Skills Project teaches parents effective communication and discipline techniques; (3) KIDSWORKS is for children ages 3-9 and uses art and play as mediums to provide planned activities that deal with the unique feelings, fears, and beliefs associated with homelessness, poverty, and domestic violence; (4) PALS (Pre-and adolescent Life Skills) is for youths ages10-17 and offers positive alternatives to negative behaviors associated with drug abuse, teen pregnancy, gang involvement; (5) Community PALS is a collaborative outreach program with local schools (Lowell, Lindbergh and Longfellow) that presents speakers from positive career paths and offers youths positive lifestyle choices. Since its inception, it has reached over 3,000 youths. ƒ Vista Colina Emergency Family Shelter/Central Arizona Shelter Services – CASS’ Vista Colina’s child development program is accredited by the National Association for the Education of Young Children. This program provides supervised, developmental childcare for preschool children at Vista Colina. This allows parents at the shelter to look for jobs and housing while their children are in a safe learning environment. After school programs are offered as well as supportive classes for the adults. CASS Cares also provides follow-up case management for families for one year after they successfully leave Vista Colina. ƒ Tumbleweed – An individual plan is developed for each youth. Life skills are taught in group settings and through individual contact. Staff provides support in identifying issues and counselors assist youth with situational problems. Psychiatric assessment, medication, j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 HIV/AIDS related treatment and counseling services are accessed through Terros. HIV/AIDS testing is available weekly to all Tumbleweed clients through a contract with Terros. Tutoring is provided on-site. Because many youth do not have skills to make or keep appointments, look for employment, etc., case managers begin by teaching youth through modeling and slowly encouraging youth to become more independent in pursuing goals. A Work Force Investment contract provides paid internships to youth who complete readiness training. ƒ ¾ HIV/AIDS ƒ Area Agency on Aging works in conjunction with a Ryan White network of services, including ADAP, Maricopa Health Center, APAZ, Phoenix Body Positive, Agape and other HIV/AIDS community services. ƒ ¾ HomeBaseYouth Services – For health services, HBYS collaborates with Health Care for the Homeless, Banner Health Arizona, St. Joseph’s Hospital, and St. Vincent de Paul (dental care). For psychiatric services, HBYS collaborates with AHCCCS. Other agencies that provide discounted or free mental health services include Maricopa County Hospital, Jewish Family Services, Catholic Social Services, Friendly House, and Charter Behavioral Family Counseling Services. For drug rehabilitation, HBYS collaborates with NOVA and Maverick House. Other agencies include: Alcoholics Anonymous, Changes, LARC, Back to Life, Crossroads, and Calvary. For suicide intervention services, HBYS collaborates with TERROS, Southwest Behavioral Health Services, Empact, and ValueOptions. For educational services, HBYS collaborates with International Commerce Institute, Job Corps, Literacy Volunteers, Downtown Learning Center, Phoenix Union High School District, Phoenix College, Humanities and Science Institute, and Maricopa Skills Center. For employment opportunities, HBYS collaborates with Courtesy Chevrolet, Stardust Building Supply, Target Stores, Sterling Security and Hyatt Regency Downtown. Phoenix Shanti provides permanent housing with services to persons with HIV/AIDS who are addicted to drugs and/or alcohol. Housing, substance abuse treatment, wellness services, job training and individual and family counseling are provided to support residents. Native American Connections - NACI works with the understanding that one’s own personal spirituality and cultural heritage is the key to healing. NACI incorporates Native American culture and a spiritual program into its approach. The availability of the Sweat Lodge and the Talking Circle has proven to be a center from which the healing process begins. ¾ Salvation Army - The Salvation Army provides case management to clients receiving emergency assistance and is mandatory for all families residing in the Kaiser Family Crisis Center and the Elim House Domestic Violence Shelter. Case managers meet regularly with clients to complete their case plan, orientation, weekly goals and ongoing counseling needs. Life skills classes are provided to clients residing in the Kaiser Center and the Elim House. Once per week classes are held that teach clients about budgeting, hygiene, parenting skills, and job searches. Alcohol and drug abuse treatment is available at the Adult Rehabilitation Centers. Clients receive referrals to mental health and AIDS-related treatment programs as needed. The South Mountain Preschool and Youth Center provide educational and tutoring programs for infants and youth. Employment assistance is provided through a Job Developer to clients living in the Kaiser Family Crisis Center and the Elim House. The Job Developer has a 96% success rate in placing clients in employment. Childcare services for children aged 6 weeks to 5 years are provided to all residents of the shelters at the Herberger Child Care Center. The South Mountain Preschool also offers child care/preschool programs for children in South Phoenix. The Phoenix Citadel Active Learning Program offers a parent-child literacy program that includes parent education and computer training, reading readiness for pre-school aged children, and tutoring for school aged siblings. Transportation assistance is available through Family Services and Project HOPE. ¾ Society of St. Vincent de Paul – The Society of St. Vincent de Paul is dedicated to serving others and j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 giving others an opportunity to serve. To this end, the Society operates 13 programs for homeless and low-income persons. They include: Ministry to the Incarcerated, Ministry to the Homeless, Dining Rooms, Transitional Housing, Rent and Utility Assistance through Conferences of Charity, Free Medical/Dental Clinic, Transient Aid, Youth Clothes Closet, St. Ann’s Ministry (durable medical equipment). Services are provided throughout Maricopa County in six locations. ¾ Central Arizona Shelter Services – Project HELP, CASS' on-site employment assistance program, assists more than 700 homeless clients each year in finding full-time jobs with livable wages and benefits. A day labor program operated by CASS provides residents with an alternative to the often predatory day labor market. CASS has developed relationships with employers who pay a livable wage and provide benefits. Residents are provided with the necessary equipment, lunch and transportation to and from the worksite. Services planned: ¾ Arizona Department of Corrections – The Arizona Department of Corrections (ADC) and Governor’s Office of Housing Development are currently negotiating an agreement to utilize existing resources to provide transitional housing for homeless offenders in a pilot program. Supportive services will be provided through an existing intergovernmental agreement between ADC and the Arizona Department of Health Services. Furthermore, a collaborative effort between the ADC and Arizona Health Care Cost Containment System (Medicaid), individuals will be screened for Medicaid eligibility prior to existing the system. ¾ Human Services Campus – The Human Services Campus will be an integrated service delivery facility located in downtown Phoenix designated to serve the homeless and the working poor. Planning is being completed by a partnership comprised of faith-based, non-profit, private, community and governmental organizations. The major providers to be housed on the Campus include: Health Care for the Homeless, Central Arizona Shelter Services (CASS), NOVA Safe Haven, St. Joseph the Worker and the Society of St. Vincent de Paul. The facility will include a day resource center, education, employment and training center (e*TEC), men’s and women’s shelters, respite beds, and dining facilities. The goal of the Campus is to assist homeless persons in establishing stability and transitioning them to permanent and permanent supportive housing. The success of the Campus will be the degree to which providers can access resources available throughout Maricopa County. To this end, governing and advisory bodies have been formed that link the Campus to the private sector and mainstream resources. In addition, providers of mainstream resources will have a strong presence on the Campus, including the planned co-location of a Department of Economic Security office. Groundbreaking took place in Winter, 2004. ¾ Tumbleweed Youth Resource Center – Tumbleweed is in the process of planning High School credit classes through a partnership with a local charter school. ¾ U.S. Vets - Home ownership readiness and mainstream housing eligibility assessments will be provided by Community Housing Resources of Arizona in 2004-2005 and increased veteran access to substance abuse treatment. ¾ Another Chance – The development of “natural supports” is beginning to occur. Clients enrolled in carious META programs are initiating support groups and planning activities. This is an exciting next step in people taking responsibility for their recovery and supporting the recovery of others. How homeless persons access/receive assistance: Public safety and other social service system personnel often first identify people at risk of homelessness. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Other organizations providing assistance—such as the Area Agency on Aging HOPWA Housing provider; the Arizona Department of Economic Security eligibility offices for food stamps, TANF, and other entitlement benefits; the Veterans' Administration; and ValueOptions behavioral health providers— may also identify clients at risk of homelessness. Once connected with social service agencies, individuals and families directly access these services offered by those agencies. Most importantly, relationships have been developed between many providers and mainstream agencies that work to facilitate and streamline access to services. These partnerships have increased successful linkages with mainstream resources and have resulted in positive outcomes for clients. ¾ Department of Corrections: Prior to release, the inmate population is provided with an array of supportive services including mandatory literacy, education classes, and in-prison substance abuse treatment readiness, and treatment. Upon release, individuals identify and access appropriate services with the assistance of DOC staff who have been assigned to facilitate releasee re-entry. ¾ Vista Colina Family Shelter (Central Arizona Shelter System) – The Vista Colina Family Shelter, a large family shelter located in North Central Phoenix, has established a relationship with the Department of Economic Security Family Service Center. The Family Service Center has assigned staff to the Shelter, which resulted in a high degree of familiarity and decreases the amount of time it takes for a family to access benefits. Furthermore, because families can access services more easily, families are more likely to exit the shelter with benefits. ¾ Value Options – Outreach workers from Value Options have developed relationships with and visit the local programs that serve seriously mentally ill homeless individuals Monday through Friday. When diagnosed as SMI, Value Options works to assess these individuals and provide appropriate services. Programs include CASS, Health Care for the Homeless and Society of St. Vincent de Paul. ¾ Arizona Behavioral Health System - Homeless persons are referred into the system through their Case Manager, in the case of SMI/dually diagnosed persons. The veteran’s population is referred into the system through the U.S. Department of Veterans Affairs. ¾ Save the Family – Legal advocacy services are accessed through a part-time attorney and paralegal staff member that provide domestic violence victims with legal advocacy services including restraint orders, child custody and support issues to help eliminate barriers to attaining self sufficiency. Pima County Fundamental Components in CoC System—Service Activity Chart Component: Prevention Services in place: Please arrange by category (e.g., rental /mortgage assistance), being sure to identify the service provider. Prevention services in the Tucson/Pima County geographic area include services aimed at maintaining people in their homes -- rent, and mortgage assistance; utility payment assistance to prevent eviction; case management; housing counseling; landlord/tenant mediation/legal services; behavioral health services; Information & Referral services; income maintenance programs and food stamps; job training and placement; and guardianship/representative payee. In addition, prevention programs include supportive educational orientation to the owner's / landlord's specific requirements and information on tenant's rights and obligations under Arizona law. Specific examples services in place to prevent homelessness include: Rent/Mortgage Assistance/Utility Assistance: The Southern Arizona AIDS Foundation (SAAF) operates a support services program (emergency assistance program) that provides limited financial assistance for rent, apartment deposits, utility costs, food bank, child care, mental health and substance abuse services and adaptive devices to eligible HIV+ individuals and their family members. These services often prevent people with HIV/AIDS from becoming j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 homeless due to their illness and the costs associated with it. The Community Action Agency in Pima County is the primary provider of eviction prevention services and other assistance to the low-income individuals and families. In FY 2004, Emergency Food and Shelter Program and Arizona Department of Housing Emergency Eviction Intervention Program funding was provided through Travelers Aid Society of Tucson, Inc., Chicanos Por La Causa, Tucson Indian Center, Northwest Interfaith Center, Project PPEP, Arizona Housing and Prevention, The Salvation Army, and Tucson Urban League to prevent homelessness through rent, mortgage and utility assistance. Emergency Shelter Grant Funding, provided through the Salvation Army, was used to prevent evictions. In addition, the Department of Economic Security provides federal funds to Pima County for these and other organizations to provide rent, mortgage and utility assistance to prevent homelessness. Compass Health Care, Inc. has funding from the City of Tucson of approximately $50,000 to provide a continuum of detoxification services to homeless individuals and others. Another City of Tucson contract, involving the Bridges program (funded by HUD), provides 90-day residential treatment for mentally ill, chemically addicted (MICA) persons, preferably homeless, at a city-owned apartment facility on E. Mohave Avenue. Travelers Aid Society of Tucson, Inc. provides walk-in intake and case management services to all individuals five days a week. The household crisis is assessed on the same day. If the household is at risk of becoming homeless, immediate assistance is provided to ensure shelter until a case manager sees the family. Services provided include: advocacy with landlord and/or utility company, financial assistance to landlord or mortgage company, financial planning (budgeting) to prevent future risk of homelessness and on-going case management until the household is stabilized. Pima County provides funding for utility assistance. Emergency home repair for low income and elderly is also available and prevents homelessness. Youth on Their Own provides a down payment and two month’s rent for 10 employed students who agree to an assessment and life skills classes provided by La Frontera. Crisis Intervention Services: Prevention services are provided by Our Town Family Center to youth and families through a 24-hour crisis hotline, intervention services and respite care; through the 12-Step programs; by United Way that provides transportation assistance; and through school districts and the faith community that provide household and personal need items. Open-Inn, Inc. offers a Truancy Center in Tucson to provide crisis intervention, assessment, referral and outreach to truant offenders between 8 and 16 years of age referred by law enforcement, school truants ages 6 to 16 and their families in the ACT Now Truancy Program, and youth ages 6 to 16 and their families who walk in for services. The Truancy Center is a collaborative effort with the Pima County Juvenile Court, the Governor’s Division for Children, the Pima County Attorney’s Office and the Tucson Police Department. The program provides assessment services to families in Pima County to increase school attendance by identifying and addressing the causes of truancy. Youth On Their Own/YOTO attempts to prevent homelessness of young people and to support them while they complete high school. The program offers placement with volunteer parents or rent subsidy for youth living on their own, supports volunteer parents, provides assistance with medical and dental care, provides advocacy in obtaining food stamps, AHCCCS, and other public entitlements, food boxes, and clothing and household items. The program also helps youth with banking and provides counseling. Open-Inn, Inc. and Our Town Family Center used peer counselors to provide prevention information to approximately 600 youth. In addition, Our Town made contact with over 1400 youth as part of its street j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 outreach program during FY 03-04. Tucson Centers for Women and Children provides a 24-hour crisis intervention hotline, as well as information and referral. Southern Arizona Mental Health Center has established a four-bed facility to provide urgent care for persons with behavioral health care needs. Compass Health Care, Inc. has outpatient child, youth and family assessment and counseling at the Mollner Center at 3333 E. Grant Road. A new program being supported by private pay agencies that serve this population, and privately funded, is Children First, including informal consultations, assessment and 6week group sessions. Children First, uses curriculum developed by the National Adult Children of Alcoholics (NACoA) organization. Children First will be inaugurated at the Grant Road site on July 6, 2004. The Coming To Program, teen drama presentations made to middle and high school youth at their schools and community centers, includes a one-hour program of teens in recovery telling their stories of introduction to drugs, addiction and recovery, and of family influences in a dramatic setting. A question and answer session is conducted by the teen cast members anonymously, using 3x5 cards, following the performance, uncovering issues on the minds of the audience. Detoxification continuum redesign has been implemented to include a triage capacity (12 beds); Level 1 Subacute Detoxification ASAM 3.7 (16); and Level II ASAM 3.5 (50 beds) by Compass Health Care, Inc. and funded by CPSA. Eon Lounge Youth Center is a collaborative program of the Southern Arizona AIDS Foundation, Pima County Health Department, and Wingspan. The Lounge provides a drop-in center, social opportunities, information and support on health issues, and advocacy for Gay, Lesbian, Bisexual, Transgender, Queer and Questioning (GLBTQQ) youth ages 23 and under. Eon’s Homeless Youth Project provides referrals to other agencies and helps with emergency funds for shelter, food, and transportation. National estimates show that 20-40% of homeless youth identify as GLBTQQ. Employment/Training Programs: Primavera Foundation seeks innovative solutions to the root causes of poverty, homelessness and lack of affordable housing. It provides training and employment to homeless persons, low-income men and women and at risk youth. Using trainees, it acquires and renovates substandard housing and builds affordable new homes for sale to low-income households seeking affordable home ownership. Down payment and closing costs assistance is available for those purchasing new and rehabilitated homes. RISE, Inc. provides ongoing job training and support activities for individuals engaged in part- or full-time transitional and permanent employment. RISE staff work with individuals to develop the skills necessary to find work and advance in the workplace. Services include employment and life skills training, ongoing case management, and on-the-job training. Program participants work with partner agencies and are referred to independent job placements within downtown and throughout Tucson. Basic Needs/Housing Assistance: TMM Family Services, Inc. provides social action and social service programs sponsored by 75 congregations of all faiths in the Tucson community. It operates the Community Closet that supplies clothing and bedding to people with low incomes who have received a voucher from a member referral agency or church. Appliances, house wares, mattresses and furniture are also available on a limited basis for a modest fee. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Prevention programs help people maintain their housing. The TMM Restore collects, stores and distributes donated building materials. These are available to homeowners with low incomes who can do their own repairs but cannot afford the materials. The First Time Home Buyer Program assists moderate-income families with down payments, closing and rehabilitation costs for homes that are in the Midtown area of Tucson. These are people who otherwise may not be able to afford home ownership. Southern Arizona AIDS Foundation has an outreach component to HIV clinics to attempt to enroll persons with HIV/AIDS in the SAAF case management program. One of the purposes of the program is to provide services that will reduce the chances of homelessness. The Old Pueblo Community Foundation provides housing rehabilitation assistance and first time homebuyer programs. Tucson Urban League provides housing rehabilitation assistance and first time homebuyer programs. Rebuilding Tucson Together is a community-based housing rehabilitation project for elderly and disabled persons with assistance performed by service-based organizations and businesses making basic needs improvements to ensure continued home ownership. Tucson Centers for Women and Children provides assistance to victims of domestic violence through move-in assistance, rent, utilities, childcare and transportation. Open-Inn’s Transitional Independent Living Program funded through Chafee dollars provides intensive case management and support services, including financial assistance for utility and rental expenses, food, temporary shelter, if necessary. 75% of former foster youth referred are at-risk of being homeless. CODAC’s Strengthening Families program involves prevention staff providing in-home services in highrisk neighborhoods. Services include life skills training, parenting/family building skills, and assessment and referral to mainstream services such as child care, food boxes, food stamps and employment and educations services. Family Counseling Agency provides transportation, food vouchers, and hygiene and baby care items to youth, 13-21. The agency also provides rent subsidies and utility assistance for transitional youth. Prevention Services Planned: How persons access/receive assistance: People may access prevention services on a walk-in basis, through telephone or face-to-face inquiry with public agencies and churches, by reading the educational material produced by the Tucson Planning Council for the Homeless (such as the “Need Help?” brochure), from Information & Referral Services, Inc., via the police and fire departments, through neighborhood centers, etc. Often public safety personnel and other social service system personnel identify people at risk of homelessness. They may also be identified by service organizations with which they already have contact for other reasons or agencies that they seek out for assistance -- the HOPWA housing provider (SAAF); the Arizona Department of Economic Security eligibility offices for Food Stamps, Temporary Assistance to Needy Families (TANF), and other support benefits; the Veterans' Administration; Community Partnership of Southern Arizona (CPSA) behavioral health providers and other social service agencies. Information on how to seek and obtain benefits is available through public service announcements, brochures and public media, from Community Information & Referral Services, Inc., and by word of mouth through family, neighbors and helping organizations. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Once people at risk of homelessness are identified, case managers work with them to obtain assistance such as rent and mortgage payments, mediate landlord disputes, provide emergency food boxes and utility payments, and housing searches through the Community Action Program and other service providers. On a broader level, prevention is achieved through support mechanisms that serve at-risk families and individuals, including job training and job search, TANF, Food Stamps, public health care, home repairs, transportation, child and dependent care, and access to affordable housing. Focal points for providing many of these activities, especially basic needs assistance, are the federally designated Community Action Programs (CAPs) and income assistance programs through the Arizona Department of Economic Security. There is one CAP office that is operated by Pima County. Component: Outreach Outreach in place: (1) Please describe the outreach activities for homeless persons who are living on the streets in your CoC area and how they are connected to services and housing. (2) Describe the outreach activities that occur for other homeless persons. Outreach planned: Describe any planned outreach activities for (1) persons living on the streets; and (2) for other homeless persons. Outreach is provided to people who are homeless and living on the streets by mobile teams and individuals that make regular visits to places where homeless people tend to congregate -- at soup kitchens, parks and neighborhoods, in emergency shelters and at the Veterans Stand Downs in the urban areas and in the desert washes and encampments in the areas both outside and within the cities and towns throughout Pima County. The Guadalupe Free Kitchen at Casa Maria also provides outreach and engagement as it provides food. Outreach is provided 5 days a week in the Fourth Avenue area in Tucson, and other locations including libraries, businesses, in and near the county jails, where faith organizations provide meals. Outreach teams also provide incentives to engage the clients, including food, water/coffee, caps, hygiene supplies, blankets, etc. Outreach teams must allow the client to set the pace in all interactions. Cross Streets sends volunteers and a van into communities where homeless people are provided assistance from a free medical clinic and other services. Four volunteers from the Christian Faith Center contact approximately 60 to 70 people a month. Additional outreach occurs at designated sites where homeless people come for meals and food boxes, for emergency items such as blankets and items of personal hygiene and for medical care. Many agencies and organizations collaborate to conduct outreach and other activities of the Winter Shelter Program. Outreach also is performed by members of the Tucson Police Department, the fire departments and the Pima County Sheriff’s Office who connect with people who are homeless and refer them to agencies that can provide them with shelter and services. In addition, some organizations provide outreach at their own locations where they attempt to engage people who walk in for services to become more involved in ongoing help. The Community Outreach Service Alliance (COSA) is a coalition of organizations that meets monthly to discuss available services for homeless individuals in Tucson and Pima County. Participants include all the agencies that provide street outreach services. Outreach activities for homeless persons who are living on the streets: COPE provides outreach services for homeless adults through three distinct programs: 1) COPE/El Rio Integrated Healthcare Program for the Homeless provides outreach services for primary and mental health care at shelters and homeless service programs throughout the city; 2). COPE’s HIV services component provides assertive street outreach for education, testing, and counseling for homeless adults with or at risk for HIV/AIDS; and 3) An outreach worker partners with a patrol officer from the police department to provide outreach services in the downtown area and is available 24-7 to respond to pressing homeless issues brought to the attention of the City’s Community Services or Police Departments. The outreach worker provides direct interventions, assessment, linkage and referral to programs across the continuum. Hope of Glory Ministries provides faith-based outreach to chronically homeless and low-income persons in an area frequented by same, with twice monthly hot meals and provides an office with a food pantry, j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 clothing room, personal hygiene items, Bible studies and direction to services during the week. Primavera Foundation provides a Relief and Referral drop-in center for men and women who are homeless or near homeless. It provides mailing addresses, food boxes, telephone referral for services and a social worker. Many individuals are referred to Primavera men’s shelter and Primavera employment program PV Works. Primavera Foundation also provides drop-in services for women at the Casa Paloma shelter. The services include use of phone for local calls, laundry, showers and respite. Case managers are available for consultation and to attempt to arrange other services and shelter. RISE, Inc. – The Toole Avenue Services Site is a multi-service program for people who are actively working to end their homelessness. Efforts focus on job development and training/placement opportunities in and around Tucson’s downtown. Travelers Aid Society of Tucson, Inc. provides aggressive mobile outreach and case management services to individuals and families who are homeless or nearly homeless. The mobile outreach team searches the washes and outlying desert areas, parks, soup kitchens, city streets and other areas frequented by the homeless population five days a week. This team also responds to calls from the City, County, and other entities, especially in the case of a condemnation or when a homeless camp has been discovered. The Old Pueblo Community Foundation targets outreach to offer services and transitional housing to individuals being released from the corrections system. The organization assists in distributing the “Guidelines on Getting Out” pamphlet. Its efforts include contacting probation departments, prisons and local service agencies. Casa Santa Clara Transitional Living Services, a specific offender program under the auspices of The Old Pueblo Community Foundation, travels to the prisons when requested. Although some organizations that provide outreach have “designated” clientele, in reality, when they meet with someone who is homeless, they do not turn them away because that person does not fit their particular client category. Once an outreach team or individual makes contact with a person, they make sure that person or family is connected with an organization that can provide assistance. For example, the Veterans Administration performs regular outreach to veterans; however, if they encounter a person who is SMI but not a veteran, they will still engage them with the appropriate service provider if at all possible. The following organizations provide targeted outreach in the Tucson and Pima County area: Comin’ Home uses formerly homeless veteran volunteers in the Homeless Outreach Teams. These teams, in partnership with the Christian Faith Center and Jackson Employment Center provides outreach in urban and rural areas, including faith-based meal centers. Trained volunteers go into the community to link homeless veterans with the Veterans Administration and other community resources. Comin’ Home provides the equivalent of 1.25 FTE for this activity. The Workforce Investment Act Vets for Veterans group is coordinating a 3 day Stand Down with support from the DOL Homeless Veterans Reintegration Program. The Veterans Administration provides 1.5 FTE for outreach to veterans and all other populations, in collaboration with the following agencies: Comin’ Home, Travelers Aid Society of Tucson, Inc., La Frontera Center RA PP (Readily Accessible People Program), and the Salvation Army. The Veterans Administration also provides an additional 0.5 FTE during the Winter Shelter program because of the population increase at that time of the year. The VA offers a wide array of programs to help homeless veterans live as self-sufficiently and independently as possible. VA is the only federal agency that provides substantial hands-on assistance directly to homeless persons. VA homeless programs constitute the largest integrated network of homeless treatment and assistance services in the country. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 La Frontera Center RAPP provides outreach four hours per day, five days a week through the PATH program for seriously mentally ill persons living on the streets, but is also on-call to respond to people who are homeless and need assistance. The RAPP Outreach Teams are on the streets five days-a- week visiting parks, shelters, and other locations to establish regular contact with homeless people who are mentally ill. Outreach workers from Travelers Aid Society, Comin’ Home and the VA participate on the team twice a week. Street outreach activities to make contact with homeless individuals on the streets or in camps, are conducted in the mornings. Weekly outreach clinics are conducted at the local shelters, soup kitchens, homeless drop-in centers and in the Pima County Jail. On average, the teams have 10 to 20 contacts with mentally ill persons, many of whom are chronically homeless, before enrolling them in the program. The first goal is to encourage the individual to visit the RAPP drop-in center, which provides use of telephones, hygiene kits, coffee, etc. Those persons not eligible for RAPP services are referred to other service providers. The RAPP drop-in center serves approximately 600-700 homeless individuals per month. This gives the team the opportunity to build trust and to care for immediate needs. A Safe Haven, Sonora House, (operated by La Frontera) began operation in Tucson in December 2002 at which those mentally ill persons who are reluctant to enter structured programs can go and receive basic services. The facility provides 15 beds plus a day program for 15 additional individuals who are living on the streets. All referrals to Sonora House Safe Haven are processed through the RAPP office. They are provided with opportunities for longer-term housing and services while in the Safe Haven. The Safe Haven provides a valuable resource for addressing the needs of chronically homeless individuals. The three local behavioral health agencies, La Frontera, COPE and CODAC Behavioral Health Services, are part of a State behavioral health system, and are a point of first contact if a client is identified as homeless. These agencies may refer the client to agencies that provide emergency assistance and other services, while working with them to address their behavioral health issues. Each of the local behavioral health organizations funded through the state is charged with developing services and housing for seriously mentally persons in its region. Local behavioral health agencies are all currently developing additional programs for seriously mentally ill and dually diagnosed individuals using resources made available by the State of Arizona. These programs will have a significant impact on chronic homelessness in Pima County. The COPE/El Rio Integrated Healthcare Program for the Homeless program provides integrated primary care and mental health services for nearly 100 homeless adults with serious mental illness. The integrated services team operates a full-time clinic staffed and equipped to provide a full continuum of services for homeless adults. Screenings for substance abuse are performed as part of the Winter Shelter Program by the La Frontera Center RAPP teams, at the Toole Avenue Service Center and through Compass Health Care. The Winter Shelter Program provides outreach to clients who are intoxicated upon intake and need to be transported to Compass Health Care’s detox facility for overnight shelter. Case managers from a number of agencies contribute their services by contacting these clients at breakfast, before they depart the detox facility, to try to interest them in entering treatment. Church on the Street also participates in outreach to the homeless population. RAPP Project Connect’s Wellness and Recovery Program provides substance abuse counseling and acudetox clinics (4 days/week), group therapy, Reiki and Reflexology. These services are offered in two locations in Tucson. The first is at RAPP Project Connect’s office at 102 E. Council in downtown Tucson. The second location is at Tucson Safe Haven Sonora House. RAPP also sends a staff person monthly to the Tucson Police Department and other service providers to offer services to homeless persons on the street. COPE provides Integrated primary care, general mental health, and substance abuse treatment through the COPE/El Rio Integrated Healthcare Program for the Homeless services funded through SAMHSA. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 COPE provides a drop-in location for people to receive information, support, and counseling regarding substance abuse and HIV issues. HIV testing, information, and counseling are provided including referral to appropriate provides for people who are homeless. Family Counseling Agency provides outreach and advocacy for homeless youth. The program links teens to case management, mental health counseling and follow up support. Transitional shelter is also provided for single pregnant and/or parenting youth and couples who are 18-22 yrs old and is supported by case management, life skills and parenting training, counseling and educational programming. Open-Inn, Inc. through the Independent Living Services also employs one full time outreach worker and three half-time teen peer counselors to provide outreach all over the City of Tucson up to six days per week and to be available for school and agency presentations. They serve as the entry point for referrals to all Independent Living Services. Open-Inn, Inc. also provides a walk-in service five days a week – a very informal atmosphere for youth that provides contact, basic hygiene, and food. Open-Inn offers a full complement of housing services such as crisis shelter to long-term transitional housing. Homeless youth seeking housing services are linked to case management components of Open-Inn or alternative community providers. Outreach Workers and Case Managers assist the young adults in identifying and enrolling in housing services and continue providing support throughout their transition. Project CONTACT is a mobile van that provides sexual health care and birth control to youth in collaboration with the Pima County Health Department, Our Town Family Center, the Family Counseling Agency and Youth On Their Own. Our Town Family Center’s Youth Street Outreach Program employs former clients and other at-risk youth as Peer Outreach Specialists who conduct outreach activities across the greater Tucson metropolitan area. These young people develop the crucial rapport needed to engage homeless, runaway, and street-dependent youth into the broad range of services through Our Town’s Homeless Services programs. Additionally, youth can walk-in six days a week to Our Town’s Skrappy’s Youth Empowerment Center. Located in the middle of downtown Tucson, this Positive Youth Development center acts as a drop-in locale as well as providing a safe, drug and violence-free space for education, community involvement, and positive expression. Eon Lounge Youth Center conducts street outreach on a weekly basis. Many of the participants that access services offered by Eon’s Homeless Youth project find out about the services through Eon’s drop-in center, which is open 40 hrs/wk for GLBTQQ youth 23 and under. Eon also conducts outreach to local schools, and youth organizations. Jackson Employment Center has two outreach workers as a component of its new program, Project Advent, funded under the FY 2002 CoC application process. The outreach workers target primarily chronically homeless individuals at congregate meal sites. The Jackson Employment Center’s Veteran’s Reintegration Program targets homeless veterans by using formerly homeless veterans in an outreach program to move veterans back into the workforce. Old Pueblo Community Foundation has an outreach component in its Oasis Project, funded under the FY 2002 CoC application process. The project targets homeless individuals released from prison who are homeless and in need of substance abuse services. Outreach to other homeless persons: The Homeless Youth Committee partner agencies are expanding outreach to homeless youth in schools and frequently visited youth sites utilizing a grant from VisionMark. Comin’ Home plans to add two more formerly homeless veterans to the current outreach teams. Open Inn, Inc. provides the Status Offenders’ Outreach Program Center for Juvenile Alternatives that j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 responds to referrals from the Pima County Juvenile Court Center concerning first and second time runaway youth and other status offenders. The Interfaith Coalition for the Homeless (ICH) conducts the Christine L. Goetzke school-based outreach K-12 student mentoring program to keep homeless and at-risk students in school. In collaboration with Open-Inn, Tucson Unified School District (TUSD) administration, staff and parents, ICH trains and assigns volunteer mentors to provide emotional and academic support on a one-on-one basis through their elementary and secondary educational programs. Limited health services, clothing, bus passes and school supplies are also provided. ICH currently has 25 mentors working with 35 students. Public safety personnel and hospital emergency room staff are major sources of outreach for domestic violence victims. In addition, most social service provider agencies have received training in identifying domestic violence issues and are actively involved in referring victims for services. In addition, most rural areas have a local domestic violence prevention A statewide toll-free hot line is also available for domestic violence victims to obtain direct referrals information to shelters and services. Brewster Center for Victims of Family Violence, Inc. offers an Outreach and Advocacy program that was established in order to provide services to victims who are not in need of shelter but who are facing other barriers to safety and independence. Brewster Center provides advocacy and counseling at a central Outreach office and at the Wings of Freedom transitional housing site. In 2001 the State DES approved funding in all areas of the state for substance abuse services to families who receive TANF or Child Protective Services, many of whom may be homeless or at risk of homelessness. Outreach activities are a component of the programs that were funded. Most outreach efforts find homeless persons with substance abuse issues in almost all homeless subpopulations. Homeless service agencies and public safety personnel are the prime sources of outreach for this population. Southern Arizona AIDS Foundation, Inc. (SAAF), has an ongoing outreach program provided in collaboration with COPE Behavioral Health Services to receive referrals from COPE once a person has been identified as HIV positive. SAAF is also a testing site and has an ongoing relationship with the Pima County Health Department (PCHD) and its HIV identification program. One staff from the PCHD is located on site at SAAF to assist with testing and off site to coordinate the needle exchange program. SAAF is also an interactive referral system between the four major clinics (El Rio Community Health Center, Kino Community Hospital, the Veterans Administration Hospital, and the University Medical Center). As part of outreach, SAAF’s case managers provide clients who are assessed as high need to receive intensive case management services with a well-defined care plan. These clients can and often are reassessed for need up to four times-a-year. SAAF also has outreach services available to clinics, treatment centers, shelters, and other sites that people who are homeless might congregate. Through a collaboration with COPE, SAAF has a clinical case manager on site to provide specialized services aimed at increasing housing readiness and housing stability. These efforts will serve to reduce chronic homelessness. RAPP Project Connect staff holds monthly classes at the Department of Corrections facilities to assist inmates who will be homeless upon release to connect with appropriate services. A Youth Opportunities WIA project, Pima County One-Stop Case Management Program, started up in 2002 and targets homeless and near-homeless youth, 16-21 years old. The program provides intensive case management to keep young adults in school or to continue education and/or training. The program links to Open-Inn’s current outreach program and Center for Juvenile Alternatives. Outreach planned: Open-Inn has been licensed to function as a “Project Safe Place” agency. Signs will be placed at a variety of public locations advising that persons in crisis situations (youth are a targeted population) can enter the j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 business and request a referral to Open-Inn. The agency can provide transportation to its facilities where staff can provide assistance to the person or provide appropriate referrals. Interfaith Coalition for the Homeless plans to expand the number of mentors in its Christine L. Goetzke program for homeless and at-risk children from 25 to 50. Component: Supportive Services Services in place: Please describe how each of the following services are provided in your community (as applicable): case management, life skills, alcohol and drug abuse treatment, mental health treatment, AIDSrelated treatment, education, employment assistance, child care, transportation, and other. Case Management: Case management is an integral part of the homeless service delivery system in the Tucson/Pima County area. A variety of fund sources, including SSBG, support this activity. Case management for homeless children is provided by the Family Counseling Agency in conjunction with a number of high schools and other social service agencies. It focuses on keeping youth in school and linked to services. The case management providers are: Brewster Center for Victims of Family Violence – for women and women with children who are victims of domestic violence Old Pueblo Community Foundation – for newly-released male and female offenders from correctional facilities Comin’ Home –for veterans, specializing in dual diagnosis, elderly and women Compass Health Care, Inc. –for individuals in detoxification and for families and individuals in recovery CODAC –for persons with serious mental illness, substance abuse and general mental health COPE -- for persons with serious mental illness, substance a buse and general mental health COPE – The COPE/El Rio Homeless Services program offers comprehensive case management and support services for homeless adults and their families. Esperanza en Escalante –for veterans Family Counseling Agency –for youth ages 13 through 21 Gospel Rescue Mission, Bethany House –for women with children Pima County Community Services / Jackson Employment Center –for individuals and families in employment training La Frontera Center –for homeless adults with serious mental illness, substance abuse and general mental health and children with SED New Beginnings –for individuals and families Nosotros –for families Open-Inn, Inc. –for individual youth and single youth parents Our Town Family Center –for individual youth and single youth parents, and families with children Pio Decimo – for families Primavera Foundation, Inc.–for homeless and chronically homeless men, women, families, veterans, unemployed, and working poor RISE, Inc. – Employment-focused, job training activities and housing programs The Salvation Army –for individuals and families who are employment bound Southern Arizona AIDS Foundation (SAAF) –for individuals and families with HIV/AIDS TMM Family Services, Inc. – for single women with children Travelers Aid Society of Tucson, Inc. – for individuals and families who are employment-bound or employed or who are TANF parents or mentally ill Tucson Centers for Women and Children, Inc. – for individuals and families who are victims of domestic violence Tucson Preparatory School – for students enrolled and working towards obtaining a high school diploma Youth On Their Own –for youth Life Skills Training – Brewster Center for Victims of Family Violence – for women who are victims of domestic violence and j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 their children Comin’ Home – for veterans, specializing in dual diagnosis, elderly and women COPE -- for seriously mentally ill individuals and families CODAC – for seriously mentally ill individuals and families Compass Health Care – for substance abusing individuals in treatment and recovery for addictions El Rio Health Clinic provides classes taught in shelters by volunteers that include physical and mental health, coping and life skills Esperanza en Escalante – for male veterans and their families Family Counseling Agency – for youth ages 13 to 22 years old La Frontera Center – for seriously mentally ill individuals and families Nosotros - for families Old Pueblo Community Foundation. – for newly-released male and female offenders from correctional facilities Open-Inn, Inc. – for individual youth and single youth parents Our Town Family Center –for individual youth and single youth parents Pio Decimo –for families Pima College Adult Education – for individuals and families Primavera Foundation, Inc. – for individuals Rise, Inc. – for individuals The Salvation Army – for individuals and families who are employment bound Travelers Aid Society of Tucson, Inc. – for individuals and families who are employment bound or employed or who are TANF parents or mentally ill Tucson Centers for Women and Children, Inc. – for families who are victims of domestic violence Youth on Their Own—for youth receiving housing assistance in collaboration with La Frontera Alcohol and Drug Abuse Treatment: Comin’ Home –for veterans with co-occurring disorders Compass Health Care – for individuals who require detoxification, short and long term residential treatment for men and women. The agency also provides 24-hour extended triage for chronically homeless persons with substance abuse treatment needs. The service is available on a walk-in basis. Treatment beds in a subacute care facility, including psychiatric services, are available. Eon Youth Lounge—in collaboration with CODAC behavioral health services has developed the Prism Project to provide culturally responsive, individualized services to racial/ethnic minority youth, ages 14-23, who identify with the gay, lesbian, bisexual., transgender, queer and questioning community. Services that are available include substance abuse treatment. CODAC – Origins Program for dually diagnosed members, which provides outpatient relapse prevention and substance abuse counseling groups. COPE – for individuals Esperanza en Escalante – for male veterans and their families Family Counseling Agency – for youth 18-21 LaFrontera R.A.P.P. Project Connect for adults withor dual diagnosis Old Pueblo Community Foundation – for newly-released male and female offenders from correctional facilities. Primavera Foundation, Inc. –for individuals Southern Arizona AIDS Foundation – for people with HIV/AIDS The Salvation Army – for employment bound families and individuals Mental Health Treatment: CODAC for adults and families Comin’ Home – for dually diagnosed veterans in conjunction with the VA Community Partnership of Southern Arizona (CPSA) – for persons with a serious mental illness Compass Health Care—provides mental health/substance abuse residential treatment for adults at its MICA facility on E. Mohave Avenue. Their Co-occurring Disorders Program is an outpatient treatment program for adults at the Mollner Center in E. Grant Road. COPE – for adults and families j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Family Counseling Agency – for youth 13 – 22 years of age La Frontera Center – for adults and families Southern Arizona AIDS Foundation – for people with HIV/AIDS AIDS Related Treatment: Southern Arizona AIDS Foundation – for individuals and families COPE – for individuals HIV clinics –for individuals and families Education: Jackson Employment Center – provides vocational assessment, remedial education, vocational skills training, and academic training for job placement in careers that sustain income at a living wage Interfaith Coalition for the Homeless –mentoring for youth to help keep them in school Pima College Adult Education – basic education for individuals and family members Tucson Preparatory School –case management and education to obtain a high school diploma for youth Employment Assistance: Comin’ Home – for veterans (including dually diagnosed, SMI and SA) in conjunction with the Compensated Work Therapy program of the VA and Jackson Employment Center COPE –for individuals with serious mental illness CPSA -- has initiated a targeted effort to help CPSA members in permanent housing programs to readily access vocational and/or employment services. Special emphasis is given to participants who have been unemployed for over 3 months. Employment goals and outcome indicators are identified in the participants Individual Services Plan. CPSA establishes benchmark goals for the number of members employed. Primavera Services, Inc. through Primavera Works – for individuals and parents DKA: Dorothy Kret & Associates –for individuals or members of families which provide job development, training, and job coaching to homeless individuals to remove employment barriers and to assist them in retaining competitive employment. This agency also provides referrals for day care and housing/utilities assistance and directly provides case counseling, transportation, clothing, mentoring, work-related tools and employment-related supports Esperanza En Escalante -- work therapy/job training program for veterans. Family Counseling Agency – for youth assistance with resume writing, job readiness and retention skills, interviewing skills, and career exploration. Training done by a Certified Career Development Facilitator. Pima County Community Services / Jackson Employment Center –provides employability skills workshops and job development assistance to homeless men, women, families and youth. JEC is part of Pima County’s “One-Stop Career Center,” and has Workforce Investment Act affiliation, including the Youth Opportunity Program Open-Inn, Inc. –for youth Primavera Foundation, Inc. – serves men and women. Primavera Works is a day labor program designed to help homeless people establish a stable work history and gain good work skills. Primavera Construction Training program serves men and women, as well as youth and veterans. This program provides training to learn construction skills and helps individuals get well-paying jobs with their acquired skills. Tucson Centers for Women and Children, Inc. –for individuals or members of families Child Care for Families: Brewster Center for Victims of Family Violence – for women who are victims of domestic violence and their children Nosotros – 5 child care slots Open-Inn – for families in residential programs Pio Decimo –for families in the program The Salvation Army –2 slots Tucson Centers for Women and Children, Inc. – families who are victims of domestic violence Transportation: j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 The primary methods of providing transportation for homeless clients include the provision of bus passes for clients needing transportation to employment or other services, and direct provision transportation for clients using agency owned vehicles and donated City of Tucson 9-passenger paratransit buses. Most provider agencies have the option of providing transportation by either of these methods. A free bus service is also available in the downtown Tucson area. VanTran service is available for disabled homeless persons. Meals: Hope of Glory Ministries provides meals and food bags for homeless individuals and families. The Giving Tree Outreach Program provides a weekly meal program for homeless individuals and families. Caridad provides a centralized kitchen for preparing meals and delivers to faith-based meal sites seven nights a week. Casa Maria Soup Kitchen provides a mid-day meal seven days a week. Services planned: Caridad plans to expand its meal service to additional faith-based sites. Comin’ Home plans to apply for additional supportive services funds through the VA Grant and Per Diem program for special needs populations. CPSA plans to begin a peer recovery support specialist program. CPSA plans to develop an alternative to emergency room treatment for persons with serious mental illness. A one-day “Stand Down” for low-income and civilian homeless persons (veterans welcome) is planned to provide resources information on such services as employment, food, housing referrals, dental and other services. How homeless persons access/receive assistance: Homeless individuals and families receive supportive services in a variety of ways. Some supportive services are provided on-site in shelters, transitional housing and permanent housing facilities, while other providers provide services offsite or in-home. In addition, homeless people are brought into service through school counselors, the faith community, and outreach teams. Case managers are the key in initial and on-going assessment to plan and provide appropriate services through the Continuum and from other mainstream sources. In addition, programs that are "supportive services only" provide information in a variety of ways to ensure that homeless people and housing providers are aware of the availability of help. These methods include flyers, meetings with housing agencies, signage, word-of-mouth, and other forms of networking. All meetings of TPCH include the opportunity for agencies to make announcements regarding their programs. One of the examples of how homeless people access support services and receive assistance is the collaboration La Casita Transitional Housing program for youth ages 16 to 21 years old, initiated by OpenInn, Inc., with the Jackson Employment Center, the Family Counseling Agency and Our Town Family Center. This collaboration provides housing and educational opportunities for youth, and in August 2000, the collaboration received recognition from the HUD with a best practice award for its creativity in development and use of community linkages. Rural Counties Fundamental Components in CoC System -- Service Activity Chart Component: Prevention Services in place: Please arrange by category (e.g., rental/mortgage assistance), being sure to identify the service provider. Prevention programs and funding are available in all counties through the Arizona Department of Economic administered Community Action Program (ADES/CAP) agencies, through the Arizona Department of Housing – Special Needs Housing area (ADOH/SNH), other non-profit, local government, and faith-based j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 organizations. In total the local C of C committees identified 57 agencies and faith-based organizations that provide prevention services. Specifically, ADES/CAP funds homeless prevention as part of a flexible bundled service package for homeless services in rural Arizona with approximately $ 182,476 dedicated solely for prevention. ADOH, through its state “Housing Trust Fund” has awarded $ 2,100,000 in additional funding for 2004/2005 to twenty-two (22) Arizona non-profit, government, and faith based agencies specifically for provision of prevention services. And, ADOH awarded HOPWA entitlement funding, $ 164,000 for prevention services, emergency short-term rental, mortgage, utility assistance, in 2004/2005, to a non profit serving four (6) northern rural counties and one government entity with a recent HUD EMSA change, Mohave County Public Health Department. Major providers, categories of Prevention, and fund source are as follows: Apache County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Northland Cares, (HOPWA – HIV/AIDS only), (ADOH) Old Concho Community Assistance Center, (ADOH) White Mountain Catholic Charities, (ADES, ADOH) Cochise County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Southeastern Arizona Community Action Program – SEACAP, (ADES, ADOH) Bisbee Coalition for the Homeless (ADOH) Coconino County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Coconino County Community Services Department, (ADES, ADOH) Flagstaff Catholic Social Services, (ADES, ADOH, and United Way) Northern Arizona Council of Governments (ADES) Northland Cares, (HOPWA – HIV/AIDS only) Gila County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Gila County Community Action Program, (ADES, ADOH) Tenant-based rental assistance – 24 month limitation of subsidy Gila County Community Action Program, (ADOH) - $74,000 awarded for 2003-2004 Graham County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel voucher Southeastern Arizona Community Action Program, (ADES, ADOH) Greenlee County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel voucher Southeastern Arizona Community Action Program, (ADES, ADOH) LaPaz County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Western Arizona Council of Governments, (ADES, ADOH) j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Mohave County: Mortgage, Rental, Utility Assistance Payments & Deposits, Hotel/Motel vouchers Mohave County Community Development Department – PHA, (ADOH) Mohave County Public Health Department, (HOPWA-HIV/AIDS only), (ADOH) Western Arizona Council of Governments, (ADES) Navajo County: Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers Northland Cares, (HOPWA – HIV/AIDS only), (ADOH) Salvation Army, ( ADES) White Mountain Catholic Charities, (ADOH) Pinal County: Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers Community Action Human Resources Agency, (ADES, ADOH) Santa Cruz County: Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers Southeastern Arizona Community Action Program, (ADES, ADOH) Yavapai County: Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers, and Sponsor-Based Housing units Catholic Social Services of Yavapai, (ADOH) Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers Catholic Social Services of Yavapai, (ADES) Northland Cares, (HOPWA – HIV/AIDS only), (ADOH) West Yavapai Guidance Clinic, (Arizona Department of Health Services) Short – term rental assistance Open Inn, Incorporated, (Department of Health and Human Services – young adult program, YAP, ages 18 to 22 only) Open-Inn, Incorporated, (ADOH) – 1 time emergency rental assistance for YAP of $24,000 Yuma County: Mortgage, Rental, Utility Assistance Payments and Deposits, Hotel/Motel vouchers Western Arizona Council of Governments, (ADES, ADOH) Services planned: Currently, the CAP agency, Southeastern Arizona Community Action Program, for Graham, Greenlee, Cochise and Santa Cruz counties is conducting a “need studies” which includes numbers of individuals and families being turned away for the above listed services in order to justify additional prevention funds to be awarded by ADOH through the “Eviction Prevention / Emergency Homeless Housing Assistance” program. It is believed that the study will yield high numbers of people being turned away within these four counties for prevention services. Additional prevention resources for these four counties which covers an extremely large geographical area such as: mortgage, rental and utility assistance payments and deposits, and hotel/motel vouchers will likely need to be funded in the approximate amount of $75,000. Also, Northland Cares, a nonprofit who serves persons with HIV/AIDS in four large rural counties, Apache, Coconino, Navajo, and j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Yavapai, with HOPWA entitlement from ADOH/SNH and Title II Ryan White funding, will be requesting more HOPWA funding due to the higher, than known previously, established need for prevention services from the past seven months. How persons access/receive assistance: There is a statewide toll-free information and referral services that provides information on available prevention services. In January 2003 ADES / Community Services Administration published a comprehensive resource directory titled “Resources For Serving The Homeless:” with statewide distribution commencing immediately thereafter including the thirteen (13) rural counties in Arizona. The directory contains listings of all human services agencies, by category of service such as: advocacy, childcare, clothing, dental, shelter and housing, … and by county within Arizona. In addition, the resources directory was presented at the statewide rural continuum meeting on January 10, 2003 as well as many localized continuum meetings since then. The regional Councils of Government are very active in the planning, distribution and provision of prevention services in rural Arizona. Many rural areas have locally developed “agency information and referral” helplines, written advertisements with distribution at neighboring stores and churches. In addition, local networks of service agencies, coordinated through the rural Continuum of Care provide referral sources for these prevention programs. Lastly, by way of pragmatics, by and large in rural areas “community people” seem to just know what and where these types of agency are for “social needs” services. Component: Outreach One of the major funding sources identified for homeless outreach activities is from ADES/CSA which awarded three counties, Pinal ($35,000), Mohave ($15,000), and Yavapai ($13,689), in 2004/2005 a total of $63,689 for exclusively outreach services. Outreach in place: (1) Please describe the outreach activities for homeless persons who are living on the streets in your CoC area and how they are connected to services and housing. CofC committees identified fifty-seven agencies that provide outreach services. These include a VA Medical Center in Yavapai County, police and sheriff’s departments, churches and faith-based organization, soup kitchens, homeless youth programs and schools. PATH outreach workers are available in Coconino County. Additional outreach activities include public service announcements/posters reaching out to domestic violence victims and runaway youth. ADES has funded three rural homeless outreach workers through ESG funding in Pinal, Navajo, and Yavapai Counties. Although chronically homeless persons outreach through all these sources, the PATH outreach program in Coconino County targets its efforts to reach out to homeless, single disabled individuals who are most likely to be chronically homeless. Most rural CofC committees have reported that chronic homelessness among disabled individuals is not a highly visible conditions in over half of the thirteen rural counties. (2) Describe the outreach activities that occur for other homeless persons. Outreach planned: Describe any planned outreach activities for (1) persons living on the streets; and (2) for other homeless persons. Veterans: Yavapai County has a VA Medical Center outreach worker who provides outreach services to veterans in much of northern Arizona. The VA medical clinic in Navajo County provides outreach services and coordinates needed services with non-profit groups in both Navajo and Apache Counties. Catholic Social Services of Yavapai provides a homeless outreach worker who works closely with the VA to make appropriate referrals. In Gila County, Veterans Helping Veterans provides transitional housing, support services and outreach efforts to veterans. Veteran organizations are represented on several local CofC committees. A VA Medical Center Hospital staff person is chair of the local committee in Prescott, Yavapai County, Arizona. The U.S. Vets Initiative HUD project sponsor located in Prescott extends its outreach efforts throughout Northern and North Central Arizona through relationships established with a wide variety of agencies who come into contact with homeless veterans. The routine and regular outreach efforts underway throughout rural Arizona provide additional outreach services to homeless veterans. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Seriously Mentally Ill: Coconino County has PATH outreach workers through the Northern Arizona Regional Behavioral Health Authority. PATH outreach in Flagstaff provides street canvassing and accepts referrals from the public for outreach. Local behavioral health agencies, part of a unified state behavioral health system, are a point of first contact and if a person is identified as homeless, the agency refers the person to agencies that provide emergency assistance and other potentially needed services, while working with them to address their behavioral health issues. Each of the local behavioral health organizations funded through the state is charged with developing services and housing for seriously mentally persons in the applicable region. Many local CofC meetings are attended by behavioral health staff who provide information on programs for persons with a serious mental illness and how they may referred for services and housing. The local behavioral health agencies are all currently developing additional programs for persons with serious mental illness or cooccurring disorders using resources already to know what other services are available by the state of Arizona. These programs are beginning to have a significant impact on addressing chronic homelessness in rural Arizona. Case in point, Community Partnership of Southern Arizona along with its network provider, Southeastern Arizona Behavioral Health Services agency, has begun identifying and making plans of further outreach to chronically homeless persons in Graham, Greenlee, and Santa Cruz counties in order to provide a full array of services for the newly commenced HUD Shelter Plus Care program funded from last years continuum application. Substance Use Disorder: The VA Medical Center in Yavapai County, Arizona currently provides a 50-bed domiciliary care facility and provides an outreach worker experienced with this sub-population. They also provide considerable information about the program availability through publications, which is distributed, on a statewide basis. ADES has provided state awarded funding for a program known as “Families First” for families where at least one parent or adult needs substance use services in order to recover and re-unify with minor children. A component of the program provides outreach since much explanation and level of comfort is necessary before persons within this subpopulation will access treatment. Again, Community Partnership and its network provider, Southeastern Arizona Behavioral Health Services Agency, are earmarking clinical staff to provide outreach services in three rural counties, Graham, Greenlee, and Santa Cruz Counties, in order to provide the needed services and identification as preparation of programming for the newly commenced SPC awarded by HUD in last years application. The number of persons with Substance Use Disorder in those three counties have been identified as “high” compared to any other subpopulation in needing services from outreach to permanent affordable housing with supportive services options. Homeless services agencies and public safety personnel are the prime sources of outreach for this sub-population. Plans for several Veteran “Stand Down” events whereby Veterans are offered and informed of available resources to them will occur this next year in several rural counties. HIV/AIDS: Outreach for the HIV/AIDS population is typically performed almost exclusively by county health departments and family support groups in rural Arizona. One exception would be a non-profit agency, Northland Cares, who increased its HOPWA funding awarded by ADOH and added two additional rural counties and now provides outreach as well as other HOPWA eligible activities in Navajo, Gila, Apache, Coconino, and Yavapai Counties. Gaps analysis data generally indicates that homelessness among persons with HIV/AIDS is not a serious problem in rural Arizona at this time. The more significant housing issue is homelessness prevention and housing affordability. This is especially the situation as experienced by applicant and its contracted HUD HOPWA project sponsors. It is planned that ADOH will review the expenditure and use rate with the aforementioned non-profit entity in considering additional HOPWA funding this fall. Additionally, the Cochise County public health department provides outreach services to this sub-population and serves as an integral referral source to the Public Housing Authority of Cochise County who administers a HOPWA program via awarded funds by ADOH for eleven (11) units of tenant based rental assistance. On February 17, 2004 HUD awarded the Cochise County PHA $ 677,377 in competitive HOPWA funding for this county. Recently, the Arizona Department of Housing undertook the Mohave County area as its EMSA jurisdiction (as determined by HUD) for the state rural and awarded Mohave County Public Health Department level funding to continue its HOPWA program which includes outreach. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Domestic Violence: The Governors’ office in Arizona maintains a “Domestic Violence” prevention and outreach office. In April 2004, a fund raising walk for awareness & prevention on Domestic Violence. Subsequently, the money raised is being put back into public service announcements, community awareness, and outreach efforts throughout Arizona. The Governor of Arizona has made it her mission to deal with Domestic Violence as a serious and major sociological life issue requiring education and outreach efforts at all levels. In rural Arizona social service agencies, emergency hospital rooms, and public safety personnel are usually the ones coming into contact with persons experiencing domestic violence. These agencies or organizations within rural areas have had specialized training in order to identify and recognize the signs of DV and inherently know where to refer such individuals. Most rural areas within Arizona have a local agency that designates resources to DV prevention. In addition, a statewide toll-free hot line exists for DV victims to obtain direct referral information regarding available shelters and services. In March 2004 ADES-Community Services Administration announced a Request for Funding Proposal in the amount of $9 million and recently awarded DV funds to rural Arizona. Youth: Many local school systems, in response to the Arizona Department of Education’s homeless youth surveys and educations efforts, attempt to identify homeless youth in the schools and offer special services to assist the students and their families. ADES funds a variety of services for homeless youth, including shelters and supportive services in four rural counties in Arizona. Included in these programs are two SHP funded transitional housing projects for youth currently operating in Flagstaff and Prescott. The SHP Homeless Youth Project administered by the Colorado River Union School District has a substantial homeless outreach component to engage homeless youth, with or without their families, with the goals being for the youth to stay in school or resume their realistic academic plan and find affordable decent housing. Recently, the Youth Development area of the Governor’s office announced a statewide initiative to locate personnel with school settings to identify and coordinate needed resources for homeless or imminently / at risk homeless students so as to re-engage and prevent youth from dropping out. This has been forecasted as a seriously large need for some time now since Arizona represents the nation in “highest drop out” rates. This is often times attributed to students who are homeless, lacks stabile housing, or always at risk for homelessness. Recently, the Childrens’s Action Alliance within Arizona has become a part of the state Interagency and Community Council on Homelessness and in conjunction with the Education system are assessing the level of outcomes of services with high schools who operate with homeless coordinators. Component: Supportive Services Funding availability for some of these supportive services areas include: ADES/CSA awarded $1,772,073 in 2004/2005 for supportive services ranging from case management and transportation to life skills. The Arizona Department of Health Services / Division of Behavioral Health (ADHS/BHS) has awarded approximately $10 million this past year to rural counties of Arizona through the federal “substance abuse” block grant. These funds can be utilized for a period of up to 24 months once awarded. ADHS/BHS awarded approximately $ 25 million this past year to rural counties for supportive services such as case management and mental/behavioral health services. Services in place: Please describe how each of the following services are provided in your community (as applicable): case management, life skills, alcohol and drug abuse treatment, mental health treatment, AIDSrelated treatment, education, employment assistance, child care, transportation, and other. Case Management: Case Management services are provided statewide by all community action program, behavioral health, social services, and housing provider agencies. These agencies typically have contractual agreements with state and sometimes directly federal funding sources which as mentioned before include: ADES, ADOH, ADHS/DBHS. Services include an assessment component to thorough determine a person or family who is homeless needs. Subsequently occurring is an “individualized service plan” depicting ones goals, needs and action steps. One measurement utilized by many rural agency to evaluate services and the person’s (who/was homeless) progress is a tool titled “Arizona Self Sufficiency Matrix” which documents one’s level of progression with income, educational, family and community involvement, and housing. Fundamental in delivering adequate j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 case management services are the agency personnel to effectively “coordinate and facilitate” the homeless person or families needs in an efficient manner. Agencies providing eviction prevention services and receiving state funds are required to document ongoing case management services, specifically the results of such decision to serve a person or family with assistance since there are limitations on usage. For example, agency staff will follow-up with a person or family to determine if the one month of rental assistance made, due to an eviction notice given made a difference in the person sustaining both their housing and job. Life Skills: Life and recovery life skills are available as a service with all behavioral health agencies within the rural counties. Intricate to the “Recovery Model” for persons with a major mental illness life skills are an invaluable service for community integration and quality of life for this sub-population. Life skills are taught in-vivo much of the time with behavioral health clinicians teaching and modeling “right in the home” of persons with major mental illnesses. Other times, life skills are taught in a classroom, psycho-educational setting, with groups of people who can not only learn from the instructor but their peers. Engrained as a necessity, emergency and transitional housing programs predicate their programs on “life skills” training and regard the learning of life skills the tool to successfully move onto permanent housing. Identified by agencies in the local continuum, life skills are viewed as a critically important need with persons who are homeless. Alcohol and Drug use treatment Most of the rural CofC communities have identified alcohol and drug use as a critical need area, both for reasons of statistical prevalence and lack of services. Resources are minimal unless one is receiving services within the behavioral health treatment system and determined to meet eligibility requirements of “Seriously Mentally Ill”. While substance block grant resources have increased the availability of actual services in existence has not. The funding has as of late not yet trickled to actual programs blooming. The largest identified need with a gap is “Detoxification and Recovery”. A HUD SHP project sponsor in Cochise County provides in addition, recovery assistance, to homeless women. Often times, someone needing detoxification or interim alcohol and drug treatment may need to re-locate temporally in order to receive the services. Mental Health Treatment: Local behavioral health agencies, as part of a unified state behavioral health system, are a point of first contact and if one is identified as being homeless, the agency may refer or coordinate with the person mainstream resources along with determining the needed mental/behavioral health services. This is done through referral by one of five regional behavioral health authorities (RBHA’s) in Arizona, four of those having geographical and contractual jurisdiction with the Arizona Department of Health Services/Division of Behavioral Health Services (ADHS/DBHS) in rural counties of Arizona. The RBHA’s contract with its provider network agencies to provide the direct mental health treatment which includes a vast array of funded supportive services activities augmenting “a community based services approach” such as individual counseling, transportation, vocational, roommate matching services, and employment. These agencies are very involved with the local continuum planning process and represent as HUD project sponsors for permanent housing programs. HIV/AIDS: Supportive Services are provided by one agency that receives HOPWA funding from ADOH, Northland Cares, in five rural counties, Apache, Navajo, Coconino, and Yavapai Counties. Northland Cares employs several “care coordinators” who by various means like in-home visit, phone, or community center provides coordination and facilitation of needs. HOPWA partially funds the care coordinators time, transportation, respite services for families, nutritional supplements, and counseling services. In 2004 Mohave County, who moved as an EMSA to the state from Las Vegas, Nevada, began administering HOPWA services following the award by ADOH of entitlement dollars. Mohave County has the 2nd largest incidence of HIV/AIDS in rural Arizona and the goal is to sustain current programming through both HOPWA entitlement and Title II Ryan White funding. The Mohave County Public Health Department, therefore, will continue all supportive services and emergency housing resources within the County through June 2005. Education: Educational services are provided by a variety of sources or entities within each rural continuum area of the state. While all non-profit housing providers are providing some level of educational services, this comes in j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 many different forms. Some of those include: in home education, group education within housing programs, or in a more formal academic setting for which the agency referred and/or facilitated a person who is homeless in attending. Several HUD SHP grants, like Open Inn Incorporated, in Prescott, for homeless youth utilize one whole section of their building to provide computer skills training, GED preparation, and tutoring sessions. The homeless youth shelter in Mohave County, Colorado River Shelter for Youth, incorporate daily academics for all homeless youth who are staying at the shelter. Many of the formal educational entities are involved in the local continuums like, Cochise Community College and Central Arizona College. Employment Assistance: One of the primary paths to employment assistance for persons homeless in rural Arizona is through participation in transitional housing programs, especially since this is a fundamental requirement of such programs. Several SHP’s in particular have created collaborative efforts to provide such assistance like Community Action Human Resources Agency / Dreamcatcher where homeless families’ adult participants receive direct assistance from day one with Workforce Investment Act (WIA), JOBS, or Vocational Rehabilitation. All of these agencies who are administered by the Arizona Department of Economic Security / Employment Services Administration regularly attend local CofC meetings and consistently provide invaluable job resources information. All of the behavioral health agencies have direct linkage to vocational and employment services for persons homeless and with a serious mental illness or co-occurring due to a nine million dollar Interagency Services Agreement (ISA) between the Arizona Department of Health Services / Division of Behavioral Health and Arizona Department of Economic Security / Rehabilitation Services Administration (Vocational Rehabilitation). The ISA provides a “vocational counselor” and fiscal resources to every clinical team serving this population in the state. Child care: The primary source of childcare is through ADES, which contracts with child care agencies statewide, as well as with in-home providers where community mainstream facilities are not available. Childcare services through ADES are obtained with the assistance of a case manager from all of the rural non-profit agencies or while someone is applying for other ADES services. In 2004 the Governor of Arizona passed both legislation and funding in order to implement “all-day kindergarten” as an effective way to not only prepare children for further educational development years but in order to assist parents with childcare. Transportation: Transportation has been identified by the local and statewide rural continuum as a critically unmet need in most of rural Arizona. A small number of communities have limited or restricted use public transportation resources. Public Safety departments provide most of the transportation for unsheltered homeless persons in crisis. Some of the HUD SHP grants have allowed for this activity as an eligible funded line item, therefore allowing expenditures of public transportation, car repairs or needs in order for the homeless housing participant to operate their personally owned vehicle to get to school, work, medical services, and coordinate child care. This area is being targeted in the state’s newly “being developed” 10 year plan to end homelessness as one to work on for implementing better strategies of outcomes especially in rural AZ. Services planned: Efforts are underway to certify “case managers” within the state of Arizona. There has been an increase in funding under the substance abuse block grant and at least one rural county, Apache, is planning on developing a “Sober Living” program to serve persons with substance use disorders in a “Housing First model” program. A HUD project sponsor, CAHRA in Pinal County, recently began the hiring of “therapists” in order to provide more personal/individual as well as familial growth since their housing participant feedback was that these homeless families felt more of a need to work on childhood abuse and/or tragedy matters like sexual or physical abuse, domestic violence, or destructive behaviors from use of substances before or simultaneous to getting a job … going to school. Another HUD project sponsor, Affordable Housing Coalition, Inc., is increasing its efforts in on site childcare an enrichment services for those children who reside in the transitional housing program and have experienced domestic violence. How homeless persons access/receive assistance: Partially addressed under the areas of supportive services listed above, persons who are homeless access and j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 receive assistance in a number of ways: by self, family, other agency, public safety, institution or hospital referrals. Acknowledged by many service providers, the least cumbersome route for the person or family homeless, the better. Many agencies have adopted the working model “One stop shop” and in fact provide the whole array of services. For example, Mohave County PHA is not just a PHA, they provide JOBS, WIA, case management, emergency housing, linkage to Mohave Mental Health, and are a HUD SHP project sponsor serving a permanent disability population. j:\housing\con plan\2005\con plan templates\cpmp\strategic_plan_additionalfiles\serviceactivitycharthomeless.doc 01/20/2005 Maricopa Fundamental Components in CoC System - Housing Inventory Chart EMERGENCY SHELTER Provider Facility HMIS Geo Target 2004 Year-Round 2004 All Beds Population Units/Beds Code YearOverflow Family Family Indiv. Name Name Seasonal Round /Voucher Units Beds Beds A B Current Inventory Catholic Social El Mirage 49013 FC 4 16 16 Services Catholic Social My Sister’s 40072 M DV * 7 17 17 Services Place Catholic Social Dignity House 40330 SF 10 10 Services Central Arizona CASS 40330 SMF 407 407 Shelter Services Central Arizona Vista Colina 40330 FC 30 111 111 Shelter Services Chrysalis ChrysalisDV 40330 M 4 16 16 Chrysalis 40384 M DV Chicanos por la De Colores Causa Church on the Church on the Street Street 40330 M DV 40330 M City of Phoenix Voucher 40330 FC FIBCO Family Samaritan Services Gift of Mary Gift of Mary House of Refuge House of RefugeSunnyslope New Life Center New Life Center 40330 Nova Safe Haven Phoenix Rescue Mission Prehab of Arizona Prehab of Arizona Prehab of Arizona Respite Shelter Chrysalis- DV Nova Safe Haven Phoenix Rescue Mission Autumn House 12 48 48 40330 SM 40270 M DV Faith House 40186 M DV La Mesita 40270 FC Respite Shelter 40330 SM 40330 M 12th Ave. Retreat 40330 M 75 1 3 6 9 2 10 10 20 24 24 8 55 25 25 90 90 15 47 40330 SMF Sojourner Center Sojourner Center Spirit of God Ministries 24 21 M M 24 75 40330 M 40330 SM 49013 6 4 22 22 4 16 16 30 136 136 9 DV 20 84 2 6 9 84 22 28 M The Salvation Army-Phoenix Elim House DV Shelter 40330 The Salvation Army-Phoenix Kaiser Family Crisis Center 40330 FC The Salvation Army Tumbleweed Project Hope Voucher Open Hands 40330 FC United Methodist Outreach Ministries United Methodist Outreach Ministries New Day Center 40330 FC DV 15 50 29 113 113 10 66 40330 60 3 40330 SMF Winter Overflow Shelter 10 198 10 198 M 450 SUBTOTAL 251 917 706 1623 450 24 Under Development None SUBTOTAL TRANSITIONAL HOUSING Provider Facility HMIS Geo Target Population 2004 Year-Round Units/Beds Code Name Name A Current Inventory Catholic Social Dignity House Services Catholic Social El Mirage Services Catholic Social My Sister’s Services Place Chicanos Por La De Colores Causa Chrysalis Chrysalis Phoenix Church on the Church on the Street Street B Family Family Indiv. Units Beds Beds 40330 SF 10 49013 FC 40072 M DV 40330 M DV 40330 M DV Community Housing Partnership Crossroads, Inc. 40330 SM Ebony House Ebony House 40330 SM FIBCO Family Services Homebase Youth Services Homeward Bound Samaritan 40330 M Homebase Youth Services Homeward Bound 40330 SMF Total Overflow Seasonal Beds /Voucher 10 4 20 20 6 17 17 12 58 10 42 40330 SMF Community Housing Partnership Crossroads, Inc. 2004 All Beds 4 62 42 95 95 20 20 127 127 24 24 6 9 25 25 40330 SMF 40330 FC 1 168 3 921 921 H.O.P.E. House H.O.P.E. House 40330 FC House of Refuge East House of Refuge, Sunnyslope House of Refuge East House of Refuge, Sunnyslope 40270 FC Jesus Cares Ministries Jesus Cares Ministries 40072 YF 6 84 11 420 17 420 40330 SM 29 29 9 9 Labors Labors Community Community Services Agency Services Agency 40330 FC Maggie’s Place Maggie’s Place 40330 SF 12 12 Mesa CAN East Valley 40270 SM 84 84 48 Native American Catherine Arms Connections 40330 FC Native American Guiding Star Connections Lodge 40330 M Native American Indian Rehab Connections 40330 SMF New Life Center New Life Center Phoenix Rescue Phoenix Rescue Mission Mission 49013 SF 40330 SM Phoenix Shanti Phoenix Shanti 40330 SMF AIDS Prehab of Arizona Save the Family Society of St. Vincent de Paul Sojourner Center Faith House 40186 M Save the Family Ozanam Manor 40270 FC 40330 SMF Sojourner Center 40330 M Southwest Behavioral Health Southwest Behavioral Health Southwest Behavioral Health Southwest Behavioral Health Steps House Harvard Independent Living HIV/AIDS HOPWA Program The Haven 40330 SMF Last Resort Streets of Joy Streets of Joy Veterans DV 263 10 30 9 25 263 30 22 47 16 16 5 5 24 24 20 20 16 64 64 72 342 342 49 DV 31 108 49 108 14 14 4 25 16 16 16 16 40186 SMF 300 300 40330 SM 70 70 40330 M AIDS 7 21 40330 SMF SMI 40330 SM VET S Teen Challenge Teen Challenge 40330 SMF The Bridge Transitional Living Communities Transitional Living Communities Tumbleweed Tumbleweed Tumbleweed 40330 FC 40330 SM United Methodist Outreach Ministries U.S. Vets Initiative Women in New Recovery YWCA The Bridge Transitional Living Communities Transitional Living Communities Open Hands Start Program Young Adult Program New Day Center 7 45 45 25 209 209 250 250 25 40270 SM 40330 YMF 40330 M 40330 M 4 12 4 3 4 15 4 10 10 20 31 100 10 110 54 54 120 135 40330 M Victory Place 40330 SMF Women in New Recovery Haven House 40270 M 40330 FC SUBTOTAL 3 15 16 45 543 2547 24 56 45 1717 4264 Under Development Community BridgCenter for Home Transitional Living Communities Transitional Living Communities 40270 FC Name Name Current Inventory Arizona BehaviorScattered Sites Care Directions Stepping Stone Place Central Arizona Steele Commons Shelter Services FIBCO Jesus Cares Ministries Native American Connections Samaritan Jesus Cares Ministries Stepping Stone Place Native American Catherine Arms 45 45 45 101 40270 SF SUBTOTAL PERMANENT SUPPORTIVE HOUSING HMIS Provider Facility 56 24 56 2004 Year-Round Units/Be 2004 All Beds Geo rget Populati Indivi Code Total Overflow Family Family dual Seasonal Beds /Voucher Units Beds Beds A B SMI 40330 M 40330 SMF AIDS 300 677 951 1628 20 20 60 60 3 3 8 8 24 24 40330 SMF 40330 SMF 40072 SF 40330 SMF 40330 FC 10 30 30 Native American Sunrise Circle Phoenix Shanti Phoenix Shanti 40330 SMF AIDS 40330 M Southwest Behavioral Health Brookside 40270 SMF SMI Southwest Behavioral Health Southwest Behavioral Health HIV/AIDS HOPWA/SHP Program Southwest Behavioral Health HOPWA 40330 M Southwest Behavioral Health Teen Challenge Triple R Behavioral Health United Methodist Outreach Ministries United Methodist Outreach Ministries Value Options The Haven 40330 SMF SMI Greater Phoenix Triple R Behavioral Health Lampliter SRO Scattered Sites Under Development Central Arizona Shelter Services Steele Commons 6 12 19 31 1 4 6 10 4 4 5 20 19 19 16 16 15 15 164 164 14 14 31 31 965 2324 998 3095 16 16 16 16 AIDS 7 40330 SM 15 AIDS 40330 40330 SMF SMI 40330 SMF SMI 40330 SMF 40330 SMF SMI SUBTOTAL 40330 SMF SUBTOTAL 13 337 33 771 Rural Fundamental Components in CoC System - Housing Inventory Chart EMERGENCY SHELTER Geo Target 2004 Year-Round 2004 All Beds Units/Beds Overflo Provider Facility HMIS Code Population YearFamily Family Indiv. Seasonal w/Vouc Round Name Name Units Beds Beds her A B Current Inventory 3 14 14 La Casa de Paz P-3-05 49021 M DV Against Abuse Another Way Another Way 49005 M DV 6 23 23 P-11-05 Bisbee Coalition for Esperanza P-5-05 49003 SM 14 14 the Homeless Resource Center Bread of Life Mission Bread of Life Mission Catholic Community House of Hope Services of Southern AZ Catholic Community Forgach House Services of Southern AZ Catholic Community SAFE House Services of Western AZ Catholic Social CSSYServices of Yavapai Cottonwood Catholic Social CSSY-Prescott Services of Yavapai Catholic Social Voucher Services of Yavapai program Cochise Children’s Cochise Center Children’s Center Colorado River CRRCC Regional Crisis Center Common Ground Cornerstone Mission Crossroads Mission Crossroads Mission Good Neighbor Alliance Horizon Human Services Kingman Aid to Abused Persons Mohave County Housing and Community Development Common Ground Cornerstone Mission Family Shelter Men's Shelter Good Neighbor Alliance Domestic Violence Safe Home KAAP Voucher program P-11-04 49017 SM P-5-05 49003 M P-5-05 49003 M P-11-05 40558 M 2 6 24 30 8 20 20 6 40 40 3 10 10 2 8 2 10 3 11 2 13 DV DV DV P-1-05 49025 M P-1-05 49025 M P-1-05 49025 FC 4 P-5-05 49003 YMF 4 P-1-05 49012 M DV 6 20 P-11-05 49025 SM P-1-05 49015 M P-11-05 40558 M P-11-05 40558 SM P-5-05 49003 M P-8-04 49007 M P-1-05 49015 M 4 20 10 10 25 25 3 40 10 100 50 100 3 12 8 20 4 11 11 5 28 28 DV DV P-1-05 49015 M 4 Mt. Graham Safe House M & R Ranch New Hope Ranch New Hope Ranch Mt. Graham Safe House Veterans Helping Veterans New Hope Ranch New Hope Ranch Voucher Program Halo House Northland Family Help Center Old Concho OCCAC-Apache Community Assistance Center Turning Point Open Inn Our Lady of Perpetual Our Lady of Perpetual Help Help Project Aware Project Aware Safford Ministerial Voucher program Assn. Sunshine Rescue Sunshine Rescue Mission Mission The Salvation Army P-3-05 49009 M DV P-11-05 49007 SF VET S P-1-05 49001 M DV P-1-05 49001 M DV 5 1 20 5 20 6 6 2 7 4 P-11-04 40144 M C DV 7 24 3 12 24 49001 M C 49025 YMF P-11-05 49001 YMF P-1-05 49025 SM P-3-05 49009 M 4 16 7 7 2 2 10 10 4 P-11-04 40144 M 1 6 24 30 The Salvation P-3-05 49007 M Army-Payson voucher program Time Out Time Out Tohdenasshai Shelter Tohdenasshai Shelter Valley Youth Stepping Stones Organization Verde Valley Verde Valley Guidance Clinic Guidance Clinic Verde Valley Verde Valley Sanctuary Sanctuary Westcare Safehouse of Bullhead City Westcare Colorado River Regional Youth Services White Mountain Voucher Catholic Charities Program White Mountain Safe White Mountain House Safe House 4 P-3-05 49007 FC P-11-05 49017 FC DV DV P-11-05 49025 FC DV 5 18 2 5 4 15 P-1-05 49025 SMF 18 4 15 1 P-1-05 49025 M DV P-2-05 49015 M DV 9 1 6 22 22 7 27 27 P-2-05 49015 SMF 2 2 P-11-04 49017 FC P-11-04 49017 FC 4 DV SUBTOTAL 4 20 99 417 20 261 678 24 Under Development Time Out, Inc Time Out, Inc P-03-05 49007 FC Community P-10-05 Community Aliance Aliance Against Against Abuse Abuse 49021 FC Flagstaff P-10-04 Flagstaff Catholic Catholic Social Social Services Services 40144 FC DV 2 5 5 3 10 10 3 12 12 8 27 DV SUBTOTAL 0 27 TRANSITIONAL HOUSING Provider Facility Name Name Geo Target HMIS Code Population A Current Inventory Bothhands, Inc. Against Abuse Catholic Community Services of Southern AZ Catholic Social Services of Yavapai Catholic Social Services of Yavapai Colorado River Regional Crisis Center Sharon Manor Against Abuse Forgach House C 40144 P-3-05 49021 M 49003 M B DV DV P-5-05 CSSY-Prescott P-1-05 49012 M Crossroads Mission EXCEL Group Flagstaff Catholic Social Services Interagency Council Kingman Aid to Abused People M & R Ranch Mt. Graham Safe House New Hope Ranch New Horizons Dreamcatcher Interagency Council KAAP 20 2 68 9 4 72 9 1 6 1 7 2 8 8 32 4 18 18 20 80 80 8 4 36 DV 49021 FC P-8-04 Crossroads Mission Serenity House Orange Tree Apts. Aspen House Overflo YearSeasonal w/Vouc Family Family Indiv. Round her Units Beds Beds 49025 FC P-1-05 Community Action Human Resource Agency Crossroads Mission 2004 All Beds 49025 FC P-1-05 Rio VerdeCottonwood CRRCC 2004 Year-Round Units/Beds 49027 P-11-05 P-11-05 49027 49027 P-8-04 40144 C 49015 P-11-05 49015 P-1-05 49007 SM SM SMF 64 15 64 15 11 11 7 7 YMF M 2 12 12 1 4 4 M Veterans SM Helping P-11-05 Veterans Mt. Graham Safe 49009 M DV P-3-05 House New Hope 49001 M DV P-1-05 Ranch New Horizons P-11-05 49025 SMF 27 4 24 3 12 27 24 8 8 20 8 Northern Arizona VAMC Veterans Admin. Health Care System Old Concho OCCAC-Community Assistance Apache Center OCCAC—Navaj Old Concho Community Assistance o Center Sober Old Concho Community Assistance Supportive Housing Center Open Inn Alternative Open Inn Center Alternative Center Open Inn Turning Point Project Aware Project Aware Serenity House Serenity House (Flagstaff) Southeaster Arizona Valley View Behavioral Health House Services Steps House Steps House Hope Cottage Sunshine Rescue Mission The Bridge The Bridge Time Out Time Out U.S. Vets U.S. Vets Valentine House Valentine House Valley Youth Organization Verde Valley Sanctuary Verhelst House Westcare West Yavapai Guidance Clinic Women in New Recovery Women in Transition 49025 SM VET S P-11-05 70 70 49001 M C 6 24 8 32 7 32 14 46 9 9 3 12 4 3 12 4 12 12 10 11 10 11 8 14 58 17 14 17 58 4 4 49017 M C 49001 SM C 40144 FC C C 49025 YMF P-1-05 49025 SM 40144 SW P-1-05 49003 SMF P-5-05 P-11-05 49007 40144 P-11-05 P-10-05 49025 P-3-05 49007 C 49025 49025 P-10-05 Stepping Stones 49025 P-11-05 Verde Valley 49025 P-1-05 Sanctuary Verhelst House P-5-05 49003 Legacy House P-2-05 49015 WYGC 49025 P-4-05 Women in New 49025 P-10-05 Recovery Women in 49003 P-8-04 Transition SM M SM M DV SMF SF M DV M DV SM M DV SMF 2 9 4 17 3 10 4 8 6 10 12 8 12 20 4 4 43 43 15 3 18 408 448 856 20 SF M 6 SUBTOTAL105 Under Development Flagstaff Catholic Social Services Flagstaff Catholic Social Services P-10-04 40144 FC SUBTOTAL 6 12 12 PERMANENT SUPPORTIVE HOUSING Provider Facility Name Name Geo Target HMIS Code Population A B 2004 Year-Round Units/Beds 2004 All Beds Overflo YearSeasonal w/Vouc Family Family Indiv. Round her Units Beds Beds Current Inventory Community Counseling Centers EXCEL Group EXCEL Group Horizon Human Services Mohave County Housing & Community Development Community Counseling Centers EXCEL Group EXCEL Group Horizon Human Services Mohave County Housing & Community Develop. 49017 SMF P-1-05 P-8-04 40558 M P-8-04 40558 M 49021 M P-8-04 49015 M C Old Concho Little Colorado Community Assistance C Center Pinal County Housing HOPWA P-5-05 Authority Southeastern Arizona HOGAR—Cochi Behavioral Health se P-8-04 Service Southeastern Arizona HOGAR—Santa Behavioral Health Cruz P-8-04 Service C The Guidance Center The Guidance Verde Valley Verde Valley Guidance Clinic Guidance Clinic P-1-05 West Yavapai WYGC P-4-05 Guidance Clinic West Yavapai WYGC & Guidance Clinic Project Shelter P-4-05 Southwest Behavioral Round Valley P-10-05 Health CPSA Rural 25 Shelter Plus Care P-8-04 CPSA Rural 25 Shelter Plus Care P-8-04 CPSA Rural 25 Shelter Plus Care P-8-04 49001 M 2 8 9 17 8 22 14 8 31 31 1 2 10 12 3 16 13 29 1 6 12 18 2 10 3 13 2 8 16 24 1 5 3 8 8 8 11 11 11 11 10 10 5 5 11 5 5 5 11 10 10 5 83 167 250 8 8 8 8 SMI 49021 M 49003 M 49023 M 40144 SMF 49025 SMF 49025 SMF 49025 SMF 49007 SM 49009 FC 49011 FC 49023 FC SMI 2 SMI 2 SMI SUBTOTAL24 Under Development West Yavapai West Yavapai Guidance Clinic Guidance Clinic P-3-05 49025 SMF SMI SUBTOTAL Pima Fundamental Components in CoC System - Housing Inventory Chart EMERGENCY SHELTER Geo Target 2004 Year-Round 2004 All Beds Provider Facility HMIS Code Population Overflow/ Units/Beds YearFamily Family Indiv. Seasonal Round Name Name Voucher Units Beds Beds A B Current Inventory N Brewster Center West House Brewster Center Casa Amparo N N Compass Health Care Desert Hope Gospel Rescue MissioMen’s Shelter P-08/04 Gospel Rescue MissioBethany House P-08/04 New Beginnings C New Beginnings Open-Inn 5th St. Shelter N Our Town Family CenReunion House N Primavera FoundationMen’s Shelter P-08/04 The Salvation Army Hospitality HousP-12/04 The Salvation Army Winter Shelter**N Travelers Aid Greyhound FamiC Travelers Aid Scattered Site M C N Tucson Centers for WTCWC N Tucson Centers for WAVA Brewster Center Voucher ProgramN The Salvation Army Voucher ProgramN Jackson Employment Voucher ProgramP-08/04 40492 40492 40492 40419 40492 40492 40492 M DV M DV SMF SM M FC YMF 40492 40492 40492 40492 40419 40492 40492 40492 40492 40492 40492 YMF SM M SMF FC M M DV M DV M DV FC M SUBTOTAL 6 4 4 13 24 14 14 46 6 48 86 14 2 4 16 17 8 13 4 51 18 34 16 4 100 75 30 14 48 86 28 46 2 4 100 91 175 10 51 28 34 16 2 8 4 73 233 345 578 175 14 Under Development None SUBTOTAL TRANSITIONAL HOUSING Provider Facility Name Name Geo Target HMIS Code Population A B 2004 Year-Round 2004 All Beds Units/Beds Overflow/ YearFamily Family Indiv. Seasonal Round Voucher Units Beds Beds Current Inventory Amity Foundation Brewster Center CODAC Comin’ Home Circle Tree Ranch Wings of Freedom Las Amigas Comin’ Home 49019 M N N Bridges N 30 1 40492 FC N Compass Health Care 4 N DV 40492 FC 40492 SMF VET S 40492 SMF 34 32 8 8 16 8 32 16 68 3 76 22 22 Compass Health Care Compass Health Care Compass Health Care COPE COPE Esperanza En Escalante Family Counseling Agency Vida Serena ReN entry Prog New Directions N Safe Harbor II N Arizona Hotel N N Casa de Ana Esperanza En P-11/04 Escalante Family Counseling P-10/04 Agency Gospel Rescue Bethany House P-08/04 Mission Joshua House Joshua House N La Frontera Safe Haven/Sonora P-08/04 House New Beginnings for New Beginnings Women and C Apartments Children N Nosotros Nosotros Old Pueblo Casa Santa Community Clara P-09/04 Foundation Old Pueblo Family Program Community P-09/04 Foundation Old Pueblo Oasis House Community P-09/04 Foundation CASA/Bridges/ GAIN/La Casita C Open-Inn N Open-Inn TALP Our Tonw Family Transitional Center Living Program N Our Town Family Transitional Center Living Program N La Casita Our Town Family P-10/04 Center Our Town Family Common Unity N Center Pio Decimo Center Pio Decimo N Center Primavera Alamo P-08/04 Foundation Primavera Five Points P-08/04 Foundation 40492 SMF 36 40492 SMF 43 40492 SMF 26 36 43 40492 SMF 40492 M VET S 29 2 27 45 18 3 15 8 8 40492 YMF 74 9 40492 M 26 2 27 21 5 40492 SM 40492 SMF 30 15 23 30 15 40492 FC 40492 FC 40492 SMF 191 39 12 191 40 40 104 104 40492 FC 24 8 24 40492 M 12 40492 YMF 17 40492 YMF 40492 SMF 12 3 12 17 12 3 40492 YMF 7 7 40492 FC 12 6 40492 FC 12 60 24 40492 FC 60 88 20 40492 SM 88 19 19 40492 SMF 28 28 Primavera Casa Paloma Foundation Primavera Winstel Foundation The Salvation Army S.A.F.E. Housing Southern Arizona HOPWA AIDS Foundation Transitional TMM Family Fair Haven Services Travelers Aid Catalina Program Travelers Aid TSSMI/THD Travelers Aid Women in Transition Travelers Aid Transitional Housing for FamiliesBridges Tucson Centers for Women and Children Youth on Their Own New Start 40492 SF 9 P-08/04 9 40492 SMF 28 P-08/04 28 40492 M 67 12 P-09/04 79 40492 M AIDS P-09/04 4 25 85 0 2 40492 FC 29 P-11/04 C C 85 40492 SM 20 40492 SMF 40492 SF 8 12 C 20 8 12 40492 FC 75 C 25 40492 FC DV P-11/04 N 40492 M SUBTOTAL 75 12 6 1 2 8 12 10 185 782 679 1461 Under Development None SUBTOTAL PERMANENT SUPPORTIVE HOUSING Provider Facility Name Name Geo Target HMIS Code Population A B 2004 Year-Round 2004 All Beds Units/Beds Overflow/ YearSeasonal Family Family Indiv. Round Voucher Units Beds Beds Current Inventory Brewster Center Comin’ Home CODAC CODAC Compass Health Care Compass Health Care COPE COPE La Frontera La Frontera Wings of Freedom Comin’ Home Shelter Plus Care/SHP SHP Vida Nueva Vida Serena Arizona Hotel Shelter Plus Care Shelter Plus Care Pathways 40492 FC DV N 40492 SMF VET P-10/04 S 40492 M P-10/04 P-10/04 40492 M 40492 M P-10/04 40492 SMF P-10/04 P-10/04 40492 SMF 40492 SMF P-10/04 40492 SMF P-10/04 P-10/04 40492 SMF 6 1 6 13 13 4 4 8 66 8 21 16 15 7 74 24 36 28 5 23 75 2 28 23 80 45 8 45 8 Southern Arizona AIDS Foundation Southern Arizona AIDS Foundation Travelers Aid Travelers Aid SAAF Housing 40492 M AIDS P-09/04 17 62 8 SAAF Tenant 40492 M AIDS P-09/04 Based Shelter Plus 40492 SMF C Care El Puente SRO P-11/04 40492 SMF SUBTOTAL Under Development City of Tucson Shelter Plus Care III SUBTOTAL 79 52 27 18 79 24 14 24 14 44 117 416 533 3 9 18 27 3 9 18 27 SUMMARY MATRIX FOR THE ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING CHOICE AI SUMMARY MATRIX Name of Grantee: Arizona Department of Housing (ADOH) This matrix completed by: Tim Klont Telephone number: (602) 771-1000 Form Revised 10/20/04 PROPOSED GOALS – ACTIVITIES REPORTED IN ANNUAL ACTION PLAN OR CON PLAN ACTUAL ACCOMPLISHMENTS REPORTED IN CAPER IMPEDIMENT(S) TO BE ADDRESSED (list by degree of importance) GOALS (What do you hope to achieve?) ACTIVITIES OR STRATGIES TO MEET THE GOALS (How will you achieve your goals?) RESPONSIBLE ENTITIES ASSIGNED TO MEET GOALS (Identify the organizations who will be undertaking the impediment BENCHMARK In which year of your Con/Plan do you plan to achieve this? PROPOSED INVESTMENT (Amount of money) (Funding Source) YEAR TO BE COMPLETED (Is it contained in your Consolidated Plan Action Plan Goals?) Lack of knowledge of fair housing laws by housing consumers. Increased recognition of violations of fair housing laws and incidences of housing discrimination; identification of appropriate agency(ies) to receive housing discrimination complaints. Distribute the fair housing campaign developed by the Ad Council for the Leadership Conference on Civil Rights Education Fund, the National Fair Housing Alliance, and HUD to all grantees. ADOH will encourage grantees to seek placement of the appropriate message(s) in their local media. The campaign is mixed media (print, radio, television) and available in 12 languages. Continue distribution of “What Everyone Should Know about Equal Opportunity in Housing” brochure, in English and Spanish, to all grantees; post on ADOH website. ADOH has 125-200 grantees at any given time. ADOH Distribution of campaign will occur in 2005. Grantee participation will be encouraged and solicited throughout the next five years. Minimal Ongoing Distribution will occur throughout the five-year Con Plan period. Minimal Grantee Year ADOH DATE (Mo/Yr) and Action Taken IF THE IMPEDIMENT WAS NOT ADDRESSED, PROVIDE AN EXPLANATION AS TO WHY AND WHEN Housing Trust Fund Ongoing Housing Trust Fund Page 1 of 3 IMPEDIMENT(S) TO BE ADDRESSED (list by degree of importance) GOALS (What do you hope to achieve?) ACTIVITIES OR STRATGIES TO MEET THE GOALS (How will you achieve your goals?) RESPONSIBLE ENTITIES ASSIGNED TO MEET GOALS (Identify the organizations who will be undertaking the impediment BENCHMARK In which year of your Con/Plan do you plan to achieve this? PROPOSED INVESTMENT (Amount of money) (Funding Source) YEAR TO BE COMPLETED (Is it contained in your Consolidated Plan Action Plan Goals?) Contract with one Southwest Fair Housing Council to provide fair housing education to consumers in rural Arizona. Scope of work to include conducting at least two fair housing workshops in each rural county, establish 15 sites per rural county at which fair housing literature will be distributed on a regular basis, and provide a “presence” (i.e. staff a table) and distribute fair housing materials at a minimum of one community event in each county. Provide homebuyer education and counseling to participants in the “Homes for Arizonans” Program; distribute the “Fair Housing: Equal Opportunity for All” booklet published by HUD at all classes delivered or funded by ADOH. ADOH and Southwest Fair Housing Council Two-year contract will be executed in 2005. $300,000 Contract will expire in 2007; may be renewed or extended at that time. Delivery and distribution will occur throughout the five-year Con Plan period; approximately 96 classes are delivered to approximately 4,500 people annually. Annually $200,000 +/(dependent on number of participants in the “Homes for Arizonans” Program). $0 Ongoing Bi-monthly through the fiveyear Con Plan Period. Ongoing Minimal Ongoing $20,000 Ongoing Draft a proclamation for the Governor’s signature recognizing April as Fair Housing Month. Continue to participate in the Arizona Fair Housing Partnership and actively advocate for more rural initiatives. Support and promote socialserve.com – an affordable rental housing referral service – to increase housing choices for lowincome and disabled households. Grantee Year ADOH ADOH ADOH ADOH Housing Trust Fund DATE (Mo/Yr) and Action Taken IF THE IMPEDIMENT WAS NOT ADDRESSED, PROVIDE AN EXPLANATION AS TO WHY AND WHEN Ongoing Housing Trust Fund Housing Trust Fund Page 2 of 3 IMPEDIMENT(S) TO BE ADDRESSED (list by degree of importance) GOALS (What do you hope to achieve?) ACTIVITIES OR STRATGIES TO MEET THE GOALS (How will you achieve your goals?) RESPONSIBLE ENTITIES ASSIGNED TO MEET GOALS (Identify the organizations who will be undertaking the impediment BENCHMARK In which year of your Con/Plan do you plan to achieve this? PROPOSED INVESTMENT (Amount of money) (Funding Source) YEAR TO BE COMPLETED (Is it contained in your Consolidated Plan Action Plan Goals?) Lack of knowledge of fair housing laws by housing industry agents: realtors, builders, landlords, management agents, lenders, and insurers. Establish ADOH as a concerned and vested partner in fair housing education; reduce duplication of efforts; identify opportunities for collaboration. Strengthen relationships with industry organizations currently providing fair housing training to their membership; participate as appropriate or necessary. Contract with Southwest Fair Housing Council to provide fair housing education to housing industry agents in rural Arizona. Scope of work to include conducting at least two fair housing workshops for housing industry agents in each rural county. Review a summary of fair housing complaints received by the Arizona Attorney General’s Office to determine segments of the industry most in need of education. Include a fair housing component in compliance training offered to property managers. ADOH (as a member of the Arizona Fair Housing Partnership) Regularly throughout the five-year Con Plan Period. Minimal Ongoing ADOH and Southwest Fair Housing Council Two-year contract will be executed in 2005. (Included in $300,000 contract referenced above). Contract will expire in 2007; may be renewed or extended at that time. Ensure ADOH staff is properly trained on fair housing issues, able to provide general technical assistance to grantees, and monitor grantees for compliance to FHEO requirements. Grantee Year Offer at least one fair housing training to ADOH staff annually. Housing Trust Fund ADOH Bi-annually throughout the five-year Con Plan Period Minimal Ongoing ADOH or subcontractor(s) Bi-annually throughout the five-year Con Plan Period. Annually throughout the five-year Con Plan period. Included in cost of training delivery. Ongoing (Included in $300,000 contract referenced above). 2009 ADOH or subcontractor(s) DATE (Mo/Yr) and Action Taken IF THE IMPEDIMENT WAS NOT ADDRESSED, PROVIDE AN EXPLANATION AS TO WHY AND WHEN Housing Trust Fund Page 3 of 3 GRANT AGREEMENTS and FUNDING APPROVAL FORMS U.S. Department of Housing and Urban Development Office of Community Planning and Development Community Development Block Grant Program Funding ApprovallAgreement Titte 1 of the Housing and Community D e v e l o p m e n t Act (Public Law 930383) Hi-0051 5R of 20515R 1. Name of Grantee (as shown in item 5 of Standard Form 424) State of Arizona 865/701622005(2) DSA 040001 2. Grantee's Ccmplete Address (as shown in item 5 of Standard Form 424) 1700 West Washington Srreet, Suite 2 10 09-01 1 3. Grante's 9dig1tTax ID Numhr I Sa. PmjectlGrant No, 1 1 86-600479 1 B-05-DC-04-0001 1 07-01-05 I 6a. Amount Approved 1 13,432,908 ) 5b ProjectlGrantNo. 2 Phoenix. AZ 85007 1 4 Date use of funds may begin 5c. PmjectlGrant No. 3 6P. Amount Approved 6c.A m n t Approved I Grunt A yccmurlt: This Grant Agreemenl between the Department o f Housing and Urban Development (HUU) and the above named Grantee rs made pursuant to the aull~orblynl' Tltlr Iof thc Hous~ng and Community Development hc1 uT 197-1, as amended, (42 USC 5301 et scq.).The Grantee's submissions for Tille Iass:stance, the tlIJD rrgulatronh at 24 CFR Part 570 (as now in effect and as m y bc nmcnded from time to time), and this Funding Approval, including any specla! conditions, colistitule part of the Agreement. Subject to the provisions of this Grant Agreement, I,IUD will makc the runding asststance specitied here available to the Grantee upon cxecution of the Agrecmea by thc parties, The runding assistancr speciticd in the Funding Approval may be uscd to pay custs incurred after the date specified in item 4 abovc providcd the actlwtles tu w h ~ such h costs are related are carr~edout in compliance with all apphcable requiremenls Pre-agreement costs may not be paid with filnding assistance spec~fiedhere unlcss they are authorized in HUD regular~onsur approved by walvcr and listed in the special cond~tlunsto the Funding Approval. lhe Grantee agrees to assume all of the responsibilities for environmental review, decision maktng, and actions, as specified and reqctirtd in regulations issued by the Secretary pursuant to Seclion 104(g) of Title Iand published in 24 C1:K Part 58. The Grantee further acknowledges its respons~b~lity Icr adherence to the Agreement by Amendment Number c. HUD-AdministeredSmall Cities, Sec 106(d)(2)(0) d, Indian CDBG Programs, Sec 106(a)(l) [7 e, Surplus Urban Renewal Funds, Sec 112(b) f. Special Purpose Grants, Sec 107 g. Loan Guarantee, Sec 208 07-0 1-05 11. Amount of Cmmunity Oevebpment nlock Grant a. Funds Reserved for this Grantee 1 n (2005) 1 b. Funds now berng Approved 12a. A m n t of Loan Guarantee Commitment now being Approved p-I 13.432.908 , , 13,432.908 c. Reservationto. be . CancelM ( l f a minus l l h ) 12b. Marre and complete Address of Public Agency I Loan Gmrantee Acceptance Provi.giuns for Desiynated Agencies: Tt~cpublic agency hereby accepts the Grant Agreement executed by the Depannwnt of Housing and Urban kvelupment on the above date wlth ~,cspcctm the above grant nurnbeds) as Grantee designated to receive loan guarantee a~sistance, atld agrees to comply with the t e r n ilnd conditions of the Agreement, applicable regulations, and other requirements o f HUD now or hcreatter in el'fect, perlaming lo !he asststance ptnvidrd it 12c. Name of Authorized Offiaal lor Designated Pubk Agency Title HUD Accounting use Only Bakh TAC Program Y A R q Area Document No. Project Number . Category Amount Etfechve Dab Imdddddlywl F Amount Date Entered LOCCS ( d d d l y f y y ) Date Enterd PAS (mrnlddlyyyy) I Batch Number I i I Entered By Transadon I 24 CFR 570 I Veribd By I I form HUO-7082(4193) 865170192 2005(7) HGE Graut No.: $05-DC-04-0001 Official Contact Person: David Berns Telephone No: 602-542-9949 FAX E-mail Address: Tax ID No: 86-6004791 Unit of Government No: 040001 FY 2005 LOCAL GOVERNMENT GRANT AGREEMENT EMERGENCY SHELTER GRANTS PROGRAM This Grant Agreement is made by and between the United States Department of Housing and Urban Development (HUD) and the State of Anzona, the Grantee, for FY 2005 of the Emergency Shelter Grants Program in the amount of $827,875. Tnis grant was authorjzed by Subtitle B of Title IV of the McKinney-Vento Homeless Assistance Act, 42 USC 11301 ( I 988), as amended (the "Act"). b addition, the grant operates through tIUn's regulations at 24 CFR Part 576, as now in effect and as may be amended h m time to time, which are incorporated as part ofthis Agreement. In reliance upon the Consolidated Plan and certifications,the Secretary agrees, upon execution of the Grant Agreement, to provide the Grantee with the agreed grant funds. The grantee must comply with requirements for record keeping and annual performance reporhng to HUP within 90 days after the close of its consolidated program year, as required by 24 CFR 9 1.520. This includes the periodic information collected through BUD'S Integrated Disbursements and Information System (IDIS). The grantee's IDIS reporting must include information w garlt activities, project sponsors, project sites, and beneficiaries (including racial and ethnic data on participants). This information will be used for program monitoring and evaluation purposes. The Grantee agrees to comply with all applicable laws and regulations in distributing funds provided under t h s Grant Ageemnt and to accept responsibility for ensuring compliance by recipient entities which my receive funding assistance. The Grantee agrees to comply with the provisions of the environmental requirements of 24 CFR Part 58 as applicable under 24 CFR 576.57(e) with respect to funds provided under this Grant Agreement. The Grantee further agrees to provide sufficient detail on matching funds so as to identify the specific sources and amwnts of the funds as required by 42 USC I 1375(a)(1). The following parties execute this Grant Agreement on the dates set forth below as follows: UNITED STATES OF AMERICA Secretary of Housing and Urban Development By: a- r d By: Signature Steven B. Sacbs Director, Community Planning and Development Division Typed Name and Title JUN 2 7 2005 David A. Berns, DRS Director Typed Name and Title Grant No. AZ-HOS-F999 Official Contact Person: Sheila Harris TeIephone No.: 602-771-1000 FAX No.: Email No.: Tax ID No: 86-6004791 Unit of Government No: 040001 865160308 2005(6) PWF HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS PERFORMANCE G M N T AGREEMENT FOR FY2005 This Performance Grant Agreement (Agreement) i s made by and between the United States Department ofHousing and Urban Development (HUD) and the State of Arizona (Grantee). This Agreement will be governed by the following, as they from time to time may be amended: the AIDS Housing Opportunity Act, 42 USC 12901 ~ sen_ (Act), the Housing Opportunities for Persons With AIDS (HOPWA) program regulations, 24 CFR Part 574, and the Consolidated Plan regulations, 24 CFR Part 9 1 (the Regulations), a11 of which are incorporated into this Agreement. The term "Grant"or "Grant Funds" means the funds provided under this Agreement. The tenn "Application"means the application submissions on the basis of which a G m t was approved by KUD under 24 CFR Part 9 1, as apply to the HOPWA elements of the Consolidated Plan, including the certifications and assurances and any information or documentation required to meet any grant award conditions. The Application is incorporated as part of this Agreement; however, in the event of conflict between a provision of the Application and a provision of this Agreement, the latter shall control. "ProjectSponsor".means any nonprofit organization or governmental housing agency that receives funds from the Grantee to cany out eligible activities identified in the Application. In reliance upon the Application, HUD agrees, upon execution of this Grant Agreement, to provide Grant Funds to the Grantee in the amount of $164,000. Grantee agrees to and will ensure that each Project Sponsor agrees to: (1) Operate the program in accordance with the requirements of the applicable HUD regulations in undertaking activities that will meet urgent needs that are not being met by available public and private resources; (2) Establish in the approved Consolidated Plan for this grant a commitment for an expected level of housing output results to be achieved during each of the operating years under this award, and operate the program consistent with that commitment; 2 (3) Conduct an ongoing assessment of the housing assistance and supportive services required by the participants in the program, including an annual assessment of their housing situation, an appropriate determination of rentaI subsidies or other support, and a report on the annual results of program activities under the HOPWA client outcome goals of achieving stable housing, reducing risks of homelessness and improving access to healthcare and other support for beneficiaries; (4) Asswe the adequate provision of supportive services to the participants in the program, including medical treatment benefits or other support available under mainstream health and human welfare programs and other public and private resources, as needed; (5) Comply with such other terms and conditions, including rer;~rdkeeping and reports (which must include racial and ethnic data on participants, annual housing outputs and client housing outcomes) for program monitoring and evaluation purposes, as HUD may establish for purposes of canying out the program in an effective and efficient manner; (6) Provide housing support to HUPWA eligible persons over the operating period of this gtant consistent with the General Standards for Eligible Housing Activities, found at 24 CFR 574.310, including limitations on payments consistent with HUIYs "Guidance on the Restricted Use of HOPWA funds for AIDS Drugs Assistance and Other Healthcare Costs," of January 21,1998, a copy of which has been supplied to Grantee prior to execution of this Grant Agreement; and (7)Agree to maintain documentation of beneficiary and activity eligibility, including related documentation that evidences compliance with agreements noted above. l k h k A default shall consist of any use of Grant Funds for a purpose other than as authorized by this Agreement, noncompliance with the Act or Regulations, my material breach of the Agreement, failure to expend Grant Funds in a timely manner (as required by 24 CFR 574.540, within a three-year period from the date of the signing of the grant agreement), or misrepresentations in the Application submission which, if known by HUD, would have resulted in a grant not being provided. Upon due notice to the Grantee of the occumce of any such default and the provisian of a reasonable opportunity to respond, may take one or more of the following actions: (a) direct the Grantee to submit progress schedules for completing approved activities; (b) issue a letter of warning advising the Grantee of the default, establishjag a date by which corrective actions must be cornpIated and putting the Grantee on notice that more serious actions will be taken if the default is not corrected or is repented; (c) direct the Grantee to suspend, discontinue or not incur costs for the affected activity; (d) reduce or recapture the p n t ; (e) direct the Grantee to reimburse the program accounts for costs inappropriately charged to the program; or ( f ) other appropriate action including,but not limited to, any remedial action legally available, such as affirmative litigation seeking declaratoryjudgrnent, specific performance, damages, temporary or permanent injunctions and any other available medies. No delay or omissions by HUD in exercising any right or remedy available to it under the Agreement shall impair any such right or remedy or constitute a waiver or acquiescence in any Grantee default. This Grant Agreement is hereby executed by the Parties on the dates set forth below their respective signatures, as follows: UNITED STATES OF AMERICA Department of Housing and Urban Development By: The Secretary BY: ,&- a.-a (Signature) Steven B. Sachs Director, Community Planning and Development Division (Title) JUN 2 '1 2005 GRANTEE STATE of Axizona