Attachment A - The City of Phoenix CAP Framework

City of Phoenix — Transportation, Infrastructure and Innovation Subcommittee (2020-11-04)

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Attachment A

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TABLE OF CONTENTS
LETTER FROM MAYOR ........................................................................................................................................................ 3
ACKNOWLEDGEMENTS ....................................................................................................................................................... 4
EXECUTIVE SUMMARY ........................................................................................................................................................ 5
INTRODUCTION ..................................................................................................................................................................... 9
CLIMATE ACTION PLAN FRAMEWORK – FOR PUBLIC INPUT ..................................................................................... 11
STATIONARY ENERGY SECTOR (SES) GOALS ................................................................................................................................................................ 12
TRANSPORTATION SECTOR (TS) GOALS ......................................................................................................................................................................... 14
WASTE AS A RESOURCE (WR) GOALS ............................................................................................................................................................................ 17
PHOENIX RESILIENCE ............................................................................................................................................................................................................. 19
FINANCIAL SUSTAINABILITY INITIATIVES .............................................................................................................................................................. 19
AIR QUALITY (AQ) GOALS ....................................................................................................................................................................................... 19
LOCAL FOOD SYSTEM (LFS) GOALS ..................................................................................................................................................................... 22
HEAT (H) GOALS ......................................................................................................................................................................................................... 24
WATER (W) GOALS ................................................................................................................................................................................................... 26
EQUITY AND ENGAGEMENT ................................................................................................................................................................................... 28
ATTACHMENT 1 – CLIMATE ACTION PROJECTS TO DATE ............................................................................................ 1
ATTACHMENT 2 – ACTIONS MATRIX ................................................................................................................................. 1

LETTER FROM MAYOR

Climate action is an environmental, public health, and economic imperative. Phoenicians understand the inherent value of
reducing our impact on the beautiful Sonoran Desert that we call home, and voters declared their commitment to making
Phoenix the most sustainable desert city on the planet in the 2015 General Plan. The global challenge of climate change
demands local action, and as a member of the C40 Cities Global Climate Leadership Group and the Climate Mayors
Steering Committee, I am committed to doing our part to usher in a healthier, more equitable, and more sustainable future.
Doubling down on meaningful action now is not only the right thing to do— our continued prosperity depends on it. The
coronavirus pandemic has dramatically altered the lives of Phoenix residents, exacerbating health issues and economic
insecurities and underscoring the importance of clean air and water. Climate action is an essential component of the effort
to restore our economic security, modernize our economy, and enhance the well-being of our residents and our environment.
There is incredible enthusiasm for climate action across the community and among residents of all ages and backgrounds.
This enthusiasm must be harnessed to drive collaborative, tangible action toward a shared vision for the future of our great
city. Every day, companies in Phoenix are committing to cleaner energy, establishing climate goals, and developing the
technologies that will power a low-carbon economy. The City of Phoenix aims to lead in the development and
implementation of the goals and actions that will move us forward.
This framework provides an outline and overview of the proposed Climate Action Plan, charting the path to carbon
neutrality by 2050 or sooner. It consolidates plans and goals previously approved by the City Council and proposes
additional actions and projects. The success of this plan depends on the continued commitment of all collaborators, both
within the City of Phoenix and throughout the community.
I’d like to acknowledge the energy and effort that city staff across departments have already dedicated to this project. In
a tumultuous year, Phoenix is proud to have dedicated public servants who are committed to our shared success.
We invite feedback and ideas from residents and representatives of all sectors. This plan will be made by and for all of
us. Throughout the remainder of this year and next, there will be a variety of opportunities to get engaged in its
development. It will be designed as a living document— with regular progress reports and updates— able to continuously
respond to the ever-changing and unique needs of our city.
We’re facing a big challenge, but Phoenix has the ingenuity, resilience, and courageous spirit to create a better city, and a
better world, for future generations to come.

Phoenix Mayor Kate Gallego

ACKNOWLEDGEMENTS

Office of Environmental Programs
Dr. Matthew Potzler
Nancy Allen
Rosanne Albright
Katrina Gerster

Office of Sustainability
Mark Hartman
Nick Brown
Darice Ellis
Karen Apple

Communications Office
Michael Hammett
Alejandro Montiel-Cordova

City Manager’s Office
Ed Zuercher, City Manager
Karen Peters, Deputy City Manager

City Council Members
Kate Gallego, Mayor
Betty Guardado, Vice Mayor and Councilmember, District 5
Thelda Williams, Councilmember, District 1
Jim Waring, Councilmember, District 2
Debra Stark, Councilmember, District 3
Laura Pastor, Councilmember, District 4
Sal DiCiccio, Councilmember, District 6
Michael Nowakowski, Councilmember, District 7
Carlos Garcia, Councilmember, District 8

Department Climate Liaisons
Elizabeth Grajales, Office of Arts and Culture
Rebecca Godley, Aviation Department
Cynthia Parker, Aviation Department
Alexa Martin, Budget and Research Department
Monica Gonzalez, City Clerk Department
Michael Hammett, Communications Office
Joseph Rossell, Community and Economic Development
Michael Campos, Phoenix Convention Center
Marquita Beene, Equal Opportunity Department
Gustavo Nava, Finance Department
Zack Wallace, Finance Department
Rayne Gray, Fire Department
Kathya Hidalgo, Government Relations Office
Yolanda Martinez, Housing Department
Stephanie Zuffranieri, Human Resources Department
Ricardo Duran, Human Services Department
Felicia Thompson, Information Technology Services
Stephen Wetherell, Law Department
Monique Coady, Law Department
Sonia Murillo, Phoenix Public Library
Kimberly Dickerson, Neighborhood Services Department
Rick Templeton, Parks and Recreation Department
Danielle Poveromo, Parks and Recreation Department
Larry Polk, Parks and Recreation Department
Joshua Bednarek, Planning and Development Department
Odette Bakker, Planning and Development Department
Nikki Hicks, Police Department
Joe Bowar, Public Transit Department
Rodney Merrill, Public Transit Department
Kelly Murray, Public Transit Department
Felissa Washington Smith, Public Works Department
Mikaela Castle, Public Works Department
Brandie Barrett, Public Works Department
Keith Carbajal, Public Works Department
Marcia Wilson, Retirement Office
Eric Froberg, Street Transportation Department
Mark Hartman, Office of Sustainability
Nick Brown, Office of Sustainability
Lance Cosby, Water Services Department

Participants in Climate Action Projects
Arizona Commerce Authority
Arizona Department of Transportation
Arizona Public Service
Arizona State University
Bureau of Reclamation
City of Peoria
City of Tucson
First Southern Baptist Church
Grand Canyon University
Greater Phoenix Economic Council
Maricopa County Flood Control
Mr. Bults Inc.
Pueblo Grande Museum
Resource Innovation Campus
Salt River Project
Secretary of State's Office
U.S. Environmental Protection Agency
U.S. Army Corps of Engineers

Special thanks to Joe Gibbs, Retired
Thank you to Joe Gibbs, recently retired Air Quality
Specialist, who devoted many years to both the city of
Phoenix and the ADEQ. He initiated many programs that
have made our city better. We want to recognize Joe and
thank him for all the climate-related work he did previously
that have allowed us to reach this point, where we can now
develop a climate action plan for the city of Phoenix.

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EXECUTIVE SUMMARY

The City of Phoenix (city) has developed this climate action plan framework to seek public and
stakeholder input on potential content for its Climate Action Plan. The purpose of the proposed
plan is to address the challenges posed by climate change and to help make Phoenix the most
sustainable desert city on Earth. Phoenix recently became a member of the C40 Cities Climate
Leadership Group, a network of the world’s major cities committed to addressing climate
change. As a C40 city, Phoenix is committing to a target of net-zero greenhouse gas
(GHG) emissions by 2050 and to conform to the Paris Agreement. The Paris Agreement is
an ambitious effort to keep global average temperature rise below 2 degrees Celsius (C) or 3.6
degrees Fahrenheit (F) above pre-industrial levels, and to limit temperature rise to 1.5 degrees
C or 2.7 degrees F.
Additionally, this plan will increase the city’s resilience through mitigation and adaptation
actions. Mitigation actions are those that reduce GHG emissions, while adaptation actions
address the change in climate and adapting to it. This opportunity to develop a plan comes after
Phoenix just experienced the hottest summer on record, a drier than normal monsoon season
and smoke-filled skies from wildfires within Arizona and all along the West Coast. Events like
these are predicted to increase in frequency over the coming decades.
The city has completed community-scale greenhouse gas emissions inventories for 2012, 2016
and 2018 using the Global Protocol for Community-Scale GHG Emission Inventories (GPC).
The GPC categorizes GHG emissions into three sectors: Stationary Energy, Transportation and
Waste. The Stationary Energy Sector includes GHG emissions that occur from energy used in
residential buildings, commercial buildings and facilities, manufacturing industries, agriculture,
forestry and fishing energy use, and electricity transmission and distribution energy losses.
GHG emissions from the Stationary Sector continue to decrease as the electricity grid
increasingly relies on natural gas and renewable sources. The Transportation Sector includes
GHG emissions from commercial and civil aviation, on-road transportation, non-road vehicle
use, freight and light rail. GHG emissions from this sector continue to increase along with
population growth, with the majority of emissions resulting from the use of gasoline-fueled
vehicles. The Waste Sector includes GHG emissions from solid waste disposal, the biological
treatment of waste (composting), and wastewater treatment. The GHG emissions from waste
have decreased over time with the installation of landfill gas capture systems and decreasing
emissions from decommissioned landfills.
In 2018, GHG emissions were 16,603,754 metric tons of carbon dioxide equivalents (CO2e),
down 0.5% from the baseline year of 2012. This decrease occurred during a period where the
city’s population grew 12% and the metro area economy grew 26%. Per capita emissions have
decreased from 11.33 MT CO2e in 2012 to 10.00 MT CO2e in 2018.
As actions are proposed, they will be evaluated for their effectiveness at reducing GHG
emissions. These reductions will be modeled to determine those actions that will accelerate the
reduction in emissions in the near future and determine the most effective pathway to net-zero
GHG emissions by 2050.

Phoenix GHG emissions by sector.
Emissions reductions will be targeted in the following sectors:
Stationary Energy
Electricity and natural gas provide the energy that lights buildings, cools our homes and
businesses, and powers industry. Together, these power sources comprise 51 percent of GHG
emissions in Phoenix. Most of the electricity that is used in Phoenix comes from combustion of
fossil fuels, like natural gas and coal. Maximizing renewable sources of energy will help reduce
these emissions.
Primary Goals:
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Carbon neutral electricity city-wide by 2050.
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Net positive new construction by 2050 in terms of both energy use and the embodied
energy in building materials.
Transportation
Forty-six percent of GHG emissions in Phoenix are from transportation. These GHG emissions
are increasing as the population grows and the city is built out to accommodate this growth.
Over one-third of all GHG emissions in Phoenix are from gasoline-fueled vehicles. Developing
communities and transportation infrastructure that provide modes of travel other than the single
occupancy, fossil-fueled vehicle will decrease GHG emissions.
Primary Goals:
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Launch an electric vehicle public education & awareness campaign and incentive
program in partnership with utilities by 2022.

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Carbon-neutral transportation by 2050 through electrification of transportation and the
use of carbon neutral fuels, such as hydrogen and biodiesel.
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Achieve 40% mode share of more sustainable modes of transportation such as walking,
biking, transit and car-share.
Waste
Most residential and commercial waste ends up in landfills, left to decompose over decades,
producing methane—a greenhouse gas 28 times more potent than carbon dioxide. Phoenix
residents generate more than one million tons of solid waste each year. Although a small source
of GHG emissions for Phoenix, at two percent, work will be done to reduce these emissions by
diverting waste from the landfills and capturing the resulting methane gas.
Primary Goals:
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Divert 40% of waste by 2020.
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Incubate new businesses at the Resource Innovation Campus that can accelerate
the move to a circular economy.
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Zero Waste by 2050 through waste reduction and diversion of materials from the
landfill for use in the circular economy.
Phoenix Resilience
This climate action plan will also include adaptation actions to address events and issues
residents experience every day related to air quality, access to healthy foods, heat, and water
security.
Primary Goals:
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Improve air quality by promoting activities that reduce emissions of ozone
precursors.
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Create a local food system to increase access to affordable, healthy, and local food,
and reduce food waste.
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Complete pilot certification of Phoenix as a HeatReady city by 2022.
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Engage in water conservation and infrastructure projects to ensure water security.
Equity and Engagement
The city strives to improve quality of life for Phoenix residents through the efficient delivery of
outstanding public services. In so doing, the city endeavors to be respectful of equity and
diversity and be responsive to community needs. The city continually works to engage more,
listen more, and be more transparent in delivery of public services.
Primary Goals:
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Increase community input from underserved communities by engaging with residents
and organizations that are trusted by underserved communities to seek community
input on major climate policy and related budget decisions made by City Council.

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Next Steps
Pathway to Net-Zero Modeling
Actions will be evaluated using the C40 Pathways model. The model will assist in determining
those measures that will result in GHG emissions reductions. This model will be used to
propose different action scenarios that can then be evaluated for cost-effectiveness and provide
decision-makers the opportunity to select the actions most suited to reducing GHG emissions in
Phoenix.
Primary Goals:
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Determine which actions will accelerate GHG emissions reductions by 2030.
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Determine most effective pathway to reach net-zero GHG emissions by 2050.
2021 Update
The city will continually engage residents and businesses to determine priorities, needs, and
opportunities. This will especially be true for 2021. Plans will consider the pandemic and
whether in-person, virtual engagements or mix of both will be most appropriate.

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INTRODUCTION

Greenhouse Gases
GHG emissions from human activities have increased
dramatically over the past century and a half. These
emissions, primarily the burning of fossil fuels for
electricity, heating, and transportation, are
accelerating climate change. Sunlight warms the
atmosphere containing GHGs and the surface of the
Earth. GHGs absorb the heat and make the Earth
suitable to sustain life. With an increase in GHG
concentrations from human activities, more heat is
absorbed and retained, rather than being released
back into space.
This changes our climate, affecting infrastructure, public health, and management of natural
resources.

(Source NASA)
GHGs include water vapor (H2O), carbon dioxide
(CO2), nitrous oxide (N2O), methane (CH4) and
fluorinated gases.

(Source: National Park Service)

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Climate Hazard Assessment

Maps of the city of Phoenix showing waste sites and facilities (black dots) and areas of the city that will have
an increased risk (darker shaded areas) by inaction (business as usual emissions) in the following areas: a.
Extreme Heat, b. Annual Maximum Temperatures, c. Drought, d. Flooding Events, and e. Wildfire Risk. (Source
RTI International)

Recent global human-caused emissions of GHGs are the highest in history and their effects on
climate are already being observed. Surface-water availability has declined during droughts that
have been caused in part by human-caused GHG emissions. Higher temperatures are creating
a “hot drought” in the Colorado River Basin and scientists predict that its flows may diminish by
as much as 25 percent in the future - a significant problem for Phoenix, other cities, Indian
communities, major industries, and agricultural users, all of whom depend on water from the
Colorado River.
In addition, Arizona’s average monsoon rainfall is expected to be reduced by 30-40 percent by
the end of the century. Exposure to hotter temperatures and longer heat waves has increased
heat-associated deaths in Arizona. During high-ozone, pollution-advisory days, mortality risk is
increased if concurrent with a heat wave. Extreme heat, drought, heavy-precipitation events,
and increased wildfires in Arizona will be significantly exacerbated by climate change. The

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predicted GHG emissions vary over a wide range and are dependent upon socio-economic
development and global climate policy.
CLIMATE ACTION PLAN FRAMEWORK – FOR PUBLIC INPUT
The city envisions a continual review, engagement, and revision process for climate action
planning, using the best and latest data to guide this process, and continually improving the
city’s Pathway to Zero. At a minimum, these actions and plan will be reviewed every two years
at the same time as the city updates its municipal operations and community-scale GHG-
emissions inventories. Depending on the results of the inventories, the GHG emissions
reduction pathway model will be revised. Based on the updated model and the continual input
from the community and city departments, adjustments will be made to the plan to ensure that
the city will achieve its goal of becoming a net-zero GHG-emissions city by 2050.

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STATIONARY ENERGY SECTOR (SES) GOALS
According to the 2018 GHG Community Inventory, 51 percent of GHG emissions in Phoenix
come from the stationary energy sector. Electricity and natural gas provide the energy that lights
buildings, cools our homes and businesses and powers industry. Currently, most of the
electricity that is used in Phoenix comes from combustion of fossil fuels, like natural gas and
coal. Generation of electricity from these fuel types releases GHGs that contribute to climate
change. Maximizing energy efficiency and using renewable sources of energy will reduce the
community’s emissions.

2050 GOAL
All buildings will be powered with net-zero GHG sources of energy. All new buildings
will be “net-positive” in terms of energy and materials. At the community scale, we
will enhance 15 compact centers where the services are provided locally. Residents
will be able to live, work and play, all within walking or biking distance.
2018 Resource mix for Phoenix electricity grid. (Source U.S. EPA AZNM WECC Southwest eGRID Subregion.)

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QUICKSTART ACTION EXAMPLES
Action SES1.5: Install solar panels on carports at 7 city housing sites for a total of 872 kW by
2021.
Action SES2.1: Replace 100 percent of high-demand lighting fixtures in water and wastewater
facilities with LED by 2022.
Action SES2.2: Continue to replace 50 HVAC units per year until all units that use R-22
refrigerant are replaced.

SHORT, MID AND LONG-TERM GOALS
Goal SES1:
Add 50 MW of renewable energy projects on city-owned buildings by 2030.
Goal SES2: Perform deep-energy retrofits to lower total energy use in city-owned and
operated buildings 25 percent from 2010 levels by 2025.
Goal SES3: Offset 100% of municipal electricity use through 200MW of new renewable
energy projects by 2030.
Goal SES4: Support energy-efficiency upgrades to existing buildings by developing three new
community-wide conservation and renewable-energy programs by 2025.
Goal SES5: Promote development of community-energy projects, including microgrids, that
improve the sustainability and resilience of the surrounding community’s
electricity grid.
Goal SES6: Design and construct all new buildings to Living Building Challenge, Net-Positive
Design, or equivalent design standards by 2050.
Goal SES7: Obtain electricity from an electricity grid that is net-zero by 2050.

Key Achievement
LED Streetlight Conversion
The city replaced all of its about
100,000 existing streetlight fixtures with
energy-efficient, light-emitting diode (LED)
fixtures. The new fixtures feature a 2,700-
kelvin LED, the city’s new color standard for
streetlights. By converting approximately
100,000 streetlights to LED, the city
estimates it will save approximately $3.5
million in annual energy costs and reduce
streetlight electricity use by up to 53
percent. LED streetlights also offer
maintenance savings and come with a 10-
year warranty.

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TRANSPORTATION SECTOR (TS) GOALS
A well-connected city drives innovation. Cities must provide a transportation system that gets
residents to where they want to go without needing to jump into a car alone or to travel long
distances to get to their destination. Currently, GHG emissions from transportation are
increasing as the population grows and the city is built out to accommodate this growth. Forty-
six percent of all GHG emissions in Phoenix are from transportation. Thirty-six percent of all
GHG emissions in Phoenix is from just gasoline-fueled vehicles. To become a net-zero
GHG-emissions city, significant reductions need to be made in this sector through development
of communities and transportation infrastructure that allows for modes of travel other than the
single occupancy, fossil-fueled vehicle. This can be achieved by designing Complete Streets to
accommodate multimodal travel, an increase in consumption of non-conventional fuels or
alternative fuels and eventual transition to vehicles powered by electricity or other carbon-free
fuel. In addition, efforts must be made to limit trips when possible, without affecting economic
growth. By pursuing these goals, Phoenix can reduce its GHG emissions from transportation by
2050.

2050 GOAL
All forms of transportation will be fueled with net-zero GHG sources of energy. Make
walking, cycling, and transit commonly used, enjoyed, and accessible for every
Phoenix neighborhood, including our disabled community. This goal will result in
90% of the population living within one-half mile of transit, and projects 40% of the
population will choose to commute by walking, biking, transit or car share.

GHG emissions by fuel type from the 2018 GHG emissions inventory.

QUICKSTART ACTION EXAMPLES
Action TS1.4: Complete Key Corridor Master Plan by 2021.
Action TS2.1: Complete transition of the Public Transit fixed route fleet to 100% alternative fuel
by 2020.
Action TS3.3: Complete construction of the Phoenix Sky Train® by 2022.

SHORT, MID AND LONG-TERM GOALS
Goal TS1:
Implement the city's Complete Streets Policy and Active Transportation Program to
encourage multiple modes of transportation.
Goal TS2:
Increase the use of alternative fuels (i.e., fuels other than gasoline and diesel).
Goal TS3:
Increase the adoption and rollout of electric vehicles and electric-vehicle charging
stations.
Goal TS4: Reduce the number of vehicle trips taken, while maintaining a thriving economy.

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Key Achievement
Transportation T2050
Transportation 2050 (T2050) is a 35-year initiative
to improve streets and transit service, including bus
service and light-rail construction, throughout the
city. The approval of Proposition 104 by voters in
2015 resulted in a 0.7 percent sales tax that
replaced a 0.4 percent sales tax. This is
supplemented with federal and county funds,
passenger fares and other sources. Approximately
86 percent of funds are dedicated to public transit
and approximately 14 percent to streets. Through
T2050, Phoenix’s arterial-street maintenance cycle
will be cut nearly in half, from 65 years to 33 years.
T2050 will provide an estimated $240 million for
major street-improvement projects, such as new
bridges and new roads, to help connect and
complete the city's roadway network. Transit
improvements entail tripling the number of light rail
miles in Phoenix by adding 42 miles of high-
capacity corridors to the Valley’s current 20-mile
light-rail line. In addition to new light-rail corridors,
T2050 will build out the majority of the city’s bus
service network and introduce new bus rapid-transit
corridors.

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WASTE AS A RESOURCE (WR) GOALS
Most residential and commercial waste ends up in landfills, left to
decompose over decades, producing methane—a GHG 28 times
more potent than carbon dioxide. Phoenix residents discard
approximately one million tons of solid waste each year. This
waste, along with the waste already in the landfills, produced
approximately 304,000 metric tons of CO2e per in 2018—an
amount equivalent to emissions from 65,700 cars.
Technologies, such as methane gas capture systems, are used
to decrease the amount of GHG gases released to the
atmosphere, but ultimately, limiting the amount of waste that
enters the landfills is the best way to reduce or eliminate GHG
emissions from waste.
QUICKSTART ACTION EXAMPLES
Action WR1.3: Complete Recycled Asphalt Pavement project by 2025.
Action WR2.2: Complete SR-85 Landfill gas capture project by 2025.
Action WR3.2: Increase number of Green Organic Roll Off Pulls by 5 percent annually.

SHORT, MID AND LONG-TERM GOALS
Goal WR1: Implement programs to increase the reuse and recovery of waste materials and
promote social and economic value.
Goal WR2: Reduce GHG emissions resulting from the degradation of waste by increasing
landfill gas capture.
Goal WR3: Increase waste-diversion participation by all residents and businesses.
Goal WR4: Transition to green alternatives from environmentally hazardous materials.
Goal WR5: Expand brownfield redevelopment along the Rio Salado in Phoenix.
Goal WR6: Reduce greenhouse gas emissions from water and wastewater treatment by
capturing biogas from treatment processes and increasing renewable sources of
energy.
2050 Goal
Phoenix will create zero waste through participation in the Circular Economy where
recycled materials are repeatedly used in products, instead of using raw materials.

Key Achievement
Oops or Shine on? Program
“Oops or Shine on?” provides residents feedback on what can and cannot be recycled. In 2019,
the Public Works Zero Waste Team interacted with approximately 23,500 community members
through outreach programs, including tours of facilities and presentations to schools,
businesses, and neighborhoods. City of Phoenix employees participate in a yearly recycling
competition to increase awareness about proper recycling.

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PHOENIX RESILIENCE
FINANCIAL SUSTAINABILITY INITIATIVES
The city of Phoenix manages nearly $2.3 billion to cover its financial responsibilities and invests
these funds in compliance with all state and federal regulations as well as the city’s Investment
Policy. The current Investment Policy includes:
•
Safeguarding public funds;
•
Ensuring liquidity necessary to support city operations and capital programs; and,
•
Earning a rate of return.
In accordance with the city’s Investment Policy, the city has invested $27.2 million in green
bonds fully backed by the United States government. Currently the city of Phoenix does not
have any investments in fossil fuel companies. The city is actively monitoring green bond
opportunities that meet the criteria stated in the Investment Policy.

AIR QUALITY (AQ) GOALS
Poor air quality impacts every
resident in the city of Phoenix. The
federal Clean Air Act (CAA)
requires Arizona to create a state
implementation plan (SIP) aimed
at meeting National Ambient Air
Quality Standards (NAAQS) for
including carbon monoxide,
ozone, particulate matter with a
diameter smaller than 10
micrometers (PM-10), particulate
matter with a diameter smaller than
2.5 micrometers (PM-2.5), lead,
nitrogen dioxide, and sulfur dioxide.
These air quality standards must be
met within the Maricopa
Nonattainment Area, which includes the city of Phoenix (see map below). Of course, air is not
contained by city limits so actions directed at improving air quality must be considered at a
regional level. Phoenix partners with other governmental entities, including Maricopa County Air
Quality Department (MCAQD), Arizona Department of Environmental Quality (ADEQ), and
Maricopa Association of Governments (MAG) to work toward meeting these standards.
PM-10 and PM-2.5

As a C40 City, Phoenix will work toward meeting World Health Organization (WHO) air quality
standards for particulate matter, nitrogen dioxide, ozone, and sulfur dioxide. This will be done by
including relevant top pollution-reducing actions into the plan, which includes expanding public
transit, increasing active transport options, modeling air pollution reduction as a result of
actions, and monitoring air quality.
QUICKSTART ACTION EXAMPLES
Action AQ1.1: Obtain a new DERA grant by 2025.
Action AQ2.1: Ensure city-owned vacant lots remain stabilized to prevent dust and PM emissions.

SHORT, MID AND LONG-TERM GOALS
Goal AQ1:
Decrease ozone precursor emissions, including nitrogen oxides (NOx) and Volatile
Organic Compounds (VOCs) from municipal vehicles by 10% by 2025.
Goal AQ2:
Decrease emissions of dust/particulate matter (PM-10 and PM-2.5).

2050 GOAL
Phoenix will achieve a level of air quality that is healthy for humans and the
environment. Air quality will meet or exceed U.S. EPA NAAQS and WHO standards, and
will achieve a visibility index of good or excellent on 90 percent of days or more.

Key Achievement

City of Phoenix Dust Reduction Task Force
In 2011, the city of Phoenix was experiencing high levels of particulate air pollution. This dust
contributed to the infamous “brown cloud,” increased risk for individuals with respiratory
diseases, and continued high levels would have led to a loss of billions of dollars in Federal
funding for streets and highway projects needed throughout the region. To address this class of
pollutants, the city manager established the Dust Reduction Task Force, which consisted of
various city departments. The Task Force produced detailed maps of targeted areas, changes
to city code for dust reduction, an enforcement strategy for the Code focused on education, dust
awareness, response training for staff, and various multimedia items for outreach. An example
of the work being conducted to reduce dust creation is seen in the before and after photographs
of the surface stabilization on the shoulders of Broadway Avenue. Many residents use the
shoulders of this street and the surface was stabilized to allow continued use by residents and
limit the formation of dust. Due to the success of the Task Force, Maricopa Association of
Governments has recognized Phoenix as a regional leader and the Task Force as a model for
other cities in the region.

Before and after of surface stabilization on the shoulders of Broadway Avenue.

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LOCAL FOOD SYSTEM (LFS) GOALS
The food system produces and delivers food from a farm or producer to the consumer. A
healthy food system increases Phoenix resident’s ability to access healthy, affordable food –
food that is fresh, nutritious, and grown without harming its producers or our environment. A
healthy food system contributes to economic growth, health, and community by:
•
Encouraging consumers to grow their own food and providing opportunities for urban
farmers to sell their food locally.
•
Supporting all options for furthering access to healthy food including community
gardens, urban farms, farmers markets, community supported agriculture, healthy food
retailers, and new innovative means.
•
Creating a strong community network of successful and culturally appropriate
businesses that produce, process, cook, transport, and sell food with the goal of
preventing food loss and waste.
The goals and actions identified here are included in the 2025 Phoenix Food Action Plan that
was approved by Phoenix City Council in March 2020. Implementation of the actions identified
is scheduled for completion no later than December 2025.

QUICKSTART ACTION EXAMPLES
Action LFS 2.2: Incorporate agriculture, food processing, and distribution into existing and
future economic development plans by 2020.
Action LFS 5.2: Convene local food producers with city staff, leaders, and elected officials to
build trust and understanding by 2020.
Action LFS 3.1: Update codes and ordinances where appropriate to eliminate barriers and
encourage developing a healthy food infrastructure, including food waste
diversion by 2021.
Action LFS 3.3: Complete an inventory of city-owned parcels as opportunities for urban
agriculture, focused on food deserts within irrigation districts by mid-2021.
Action LFS 5.4: Complete a GHG Emissions Inventory for the local food system, defined as
Maricopa County by 2023.

2050 GOAL
Maintain a healthy, sustainable, equitable, and thriving local food system.

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SHORT, MID AND LONG-TERM GOALS
Goal LFS1:
All people living in Phoenix should have enough to eat and have access to
affordable, healthy, local, and culturally appropriate food.
Goal LFS2:
Businesses that produce, process, distribute, and sell local and healthy food
should be recognized as integral to the economy and encouraged to grow and
thrive in Phoenix.
Goal LFS3:
Growing food in Phoenix and the region should be easy and valued, for personal
or business use.
Goal LFS4:
Food-related waste should be prevented, reused, or recycled via sustainable
food production practices that maintain a healthy environment.
Goal LFS5:
Develop food policies and actions that address local and global challenges posed
by climate change, urbanization, political and economic crises, population growth
and other factors.

Key Achievement
Maricopa County Food System
Coalition
The city is a founding member of the
Maricopa County Food System Coalition
(MarCo) established in 2015. Several
organizations focused on improving the
local food system gathered to explore
the viability of creating a food policy
council/coalition for the region. The city’s
Office of Environmental Programs was
eager to learn and listen to stakeholders
to better understand the challenges
faced in providing access to healthy food
for everyone living in Phoenix.
Coincidentally, the two groups of stakeholders came together, and the city committed to help
create the coalition. The city continues to have a strong relationship with MarCo and has
successfully won a grant award to complete a Community Food Assessment for Maricopa
County, the first of its kind. The data collected was integral to the city’s own Food Action Plan
and continues to provide valuable information to educate others on the importance of an
equitable, healthy, thriving, and sustainable local food system.

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HEAT (H) GOALS
Climate change is leading to increases in average temperatures and increased possibilities of
severe prolonged heat waves. Extreme heat can have dangerous and deadly health
consequences, including heat stress, illness, and heatstroke.
Phoenix is in the northeastern Sonoran Desert. On average, Phoenix has 110 days each year
with a high temperature over 100 degrees F and 19 days with high temperatures exceeding 110
degrees F. July and August of 2020 were the hottest on record, and the summer of 2020 saw 54
days over 100 degrees F, breaking the previous record of 26 days. Unlike many other U.S.
cities that only have a small percentage of homes with air conditioning, almost all dwellings in
Phoenix have some form of mechanical cooling, making it more prepared overall for heat waves
and extreme-heat events than many other cities.
However, heat does not affect all residents equally--outdoor workers, those experiencing
homelessness and other vulnerable populations, such as low-income residents living in poorly
insulated homes, are more impacted by heat. Successful heat programs and policies must
address this disparity and focus on those most vulnerable.

QUICKSTART ACTION EXAMPLES
Action H1.2: Complete walkshed mapping tool pilot by 2020.
Action H5.1: Complete pilot certification as a HeatReady city by 2022.
Action H2.6: Provide shade at all 4,050 bus stops by 2025.
Action H4.2: Complete street cool seal pilot project by 2025.

SHORT, MID AND LONG-TERM GOALS
Goal H1:
Create a network of cool corridors in vulnerable communities to facilitate movement
from residents’ homes to their places of employment, education and play.
Goal H2:
Increase shade provided by trees or constructed shade in parks, streets and rights-
of-way.
Goal H3:
Provide resources and services to residents to manage heat.
Goal H4:
Increase the use of high albedo, or reflective, materials in infrastructure projects.
Goal H5:
Develop HeatReady certification for cities.

2050 GOAL
Reduce urban heat-island effect through green infrastructure as well as doubling the
current tree and shade canopy to 25 percent. Have all residents within a five-minute walk
from a park or open space by adding new parks or open space in underserved areas,
adding 150 miles of paths, greenways, and bikeways throughout the city, and
transforming an additional 150 miles of canals into vibrant public space.

Key Achievement
Heat Relief Network
In 2005, after a weeklong heat wave that resulted in
about 30 deaths in the homeless population, the
Maricopa Association of Governments (MAG) created
the Heat Relief Network. The Heat Relief Network is a
regional partnership between MAG, local municipalities,
nonprofit organizations, the faith-based community, and
businesses. Each year, MAG coordinates mapping of
the Heat Relief Network, a network of partners providing
hydration stations, refuge locations, and water-donation sites throughout Metropolitan Phoenix
with the goal of educating the community about heat dangers and preventing heat-related
illnesses and deaths among vulnerable populations.

26
WATER (W) GOALS
The city’s Water Services Department is more than 110 years old and is responsible for treating
and distributing tap water to 1.7 million customers daily. Today, it also manages the city's sewer
system and handles wastewater treatment operations for 2.5 million residents in five valley
cities. Infrastructure includes 7,000 miles of water lines, 5,000 miles of sewer lines, eight
treatment plants, 50,000 fire hydrants, and 90,000 manholes. Phoenix's water and sewer rates
are among the lowest of comparable-sized cities nationwide. Our tap water supply is secure due
to decades of planning and multiple water sources. The city reuses nearly all its wastewater on
crops, wetlands, and energy production. Moving forward, the city’s water and wastewater
utilities are committed to energy efficiency that will pave the way to accomplishing their
immediate, mid-term, and future goals in sustainability and emission reductions. We are taking
action to increase water security and mitigate GHG emissions by banking water, using
wastewater, increasing renewable sources of energy to power the water treatment processes,
and capturing GHG emissions from these processes.

900,000
1,000,000
1,100,000
1,200,000
1,300,000
1,400,000
1,500,000
1,600,000
1,700,000
90
100
110
120
130
140
150
160
Population
GPCD
Population and Residential Water Consumption in
Gallons Per Capita Per Day (GPCD)
Population

QUICKSTART ACTION EXAMPLES
Action W1.2: Complete construction of Drought Pipeline Project by 2025.
Action W5.1: Implement Greater Phoenix Green Infrastructure and Low Impact Development
Details for Alternative Stormwater Management handbook by 2025.

SHORT, MID AND LONG-TERM GOALS
Goal W1:
Identify and implement infrastructure projects to ensure water security.
Goal W2:
Improve conservation of water resources by improving stormwater management,
optimizing water use, conducting water audits, and utilizing wastewater.
Goal W3:
Increase outreach and provide programs to residents and businesses to reduce
water use.
Goal W4:
Reduce GHG emissions from water and wastewater treatment by capturing
biogas from treatment processes and increasing renewable sources of energy.

Key Achievement
Sustainability Bond Sale for
Colorado River Resiliency Projects
On March 26, 2020, the city of
Phoenix issued its first-ever sale of
Sustainability Bonds. The bonds will
fund Colorado River resiliency-related
projects by the Water Services
Department. One of these resiliency
projects includes building a pipeline
supplying North Phoenix residents
(approximately 400,000 people) that
are served exclusively by Colorado
River water treated at two water
treatment plants. The proposed 66-
inch pipeline will be used to alleviate
the effects of drought, by ensuring
that water supplies from the Salt and
Verde Rivers are available to North Phoenix during future shortage on the Colorado River.
2050 GOAL
Provide a clean and reliable 100-year water supply.

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EQUITY AND ENGAGEMENT
The city strives to improve quality of life for Phoenix residents through the efficient delivery of
outstanding public services. In so doing, the city endeavors to be respectful of equity and
diversity and responsive to community needs. The city continually works to engage more, listen
more, and be more transparent in delivery of public services.
Climate change impacts every aspect of the Phoenix community. Every action the city takes
has some degree of climate impact associated with it, therefore, every action is a climate action.
The city’s commitment to include equity principles in its plans and actions plays an integral role
in all phases of development and implementation of this climate action plan and requires
partnerships and dialogue with under-represented groups.

Plan for Ongoing Community Engagement
Continual and active community engagement is essential to successful climate planning.
Community engagement for this climate action planning process will strive to be purposeful,
inclusive and respectful of the needs of the community. At times, this engagement may be more
intensive than at others and includes engagement conducted for an individual element of the
plan, such as Cool Pavements, Walkable Urban Code, or Trees and Shade. Engagement will
continue beyond 2020 and will include virtual and in person workshops and meetings; webinars
and seminars to provide information virtually; online surveys and a comprehensive online
presence.
This community engagement aims to inform, engage and be responsive to the community.
At any given time, the city has numerous projects underway, in planning stages, and in
construction and implementation. It is a difficult to keep up with all the activity that occurs daily
in a city as large as Phoenix. The city’s community engagement can always improve.
Phoenix will, as part of its Climate Planning:
•
endeavor to post more to social media about projects,
•
advise in timely fashion methods of feedback for specific city activities, and
•
promote success stories from the city.
While the city is committed to keeping the community informed, itis also vital to listen and to
consult with the community. Phoenix is committed to listen, actively, though workshops,
meetings, one on one meetings, and surveys. In consideration of the limitations presented by
the Coronavirus pandemic, the city will use appropriate means to present the plan for continued
community engagements to further amend and improve the plan throughout 2021.

Identifying Stakeholders
We are all stakeholders in climate action planning. Identifying individuals who can share lived
experience, expert knowledge, insight, and connections to the community at large will be an
ever-evolving process. Engaging a diverse set of stakeholders offers greater range of
innovation and greater potential for achieving these goals. Phoenix will continue to engage
those stakeholders in a process that is transparent and equitable.

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Pathway to Net-Zero Modeling in Communities
GHG emissions are not produced equally by all residents of Phoenix. To ensure that GHG
reductions are equitable across the different communities in Phoenix, emissions inventories will
be developed across different communities. These inventories will be combined with proposed
GHG emissions reduction community-specific actions and will be evaluated using a model to
assist residents in determining the pathway most appropriate for their own communities.

1
ATTACHMENT 1 – CLIMATE ACTION PROJECTS TO DATE
STATIONARY ENERGY
2018 International Energy Conservation Code Adoption – Planning and Development
Department
On July 6, 2018, the Phoenix City Council adopted the 2018 International Energy
Conservation Code (2018 IECC), as part of the adoption of the 2018 City of Phoenix
Building Construction Codes (PBCC), which is a model code that establishes minimum
design and construction requirements for energy efficiency. 2018 IECC has prescriptive
and performance-based provisions for both residential and commercial construction for
energy efficiency that are used to address minimum requirements for heating, ventilating
and cooling, lighting, water heating, and power usage for appliances and building
systems. The program is overseen by the Planning & Development Department. The city
is committed to keeping the city building codes current to maximize energy efficiency
and water conservation.

2012 Phoenix Green Construction Code – Planning and Development Department
The city of Phoenix is proud to announce the adoption of a voluntary Phoenix Green
Construction Code (PGCC) effective July 1, 2011. The Phoenix Green Construction
Code will take a "whole project" approach to promoting safe and sustainable
construction. The PGCC incorporates standards to reduce embodied carbon emissions.

23rd Ave Wastewater Treatment Plant Power Redundancy Study – Water Services
Department
During the 23rd Ave WWTP Power Redundancy study, Phoenix partnered with APS to
install a microgrid that would serve both the city's power redundancy needs and APS's
long-term goals. A microgrid is a local energy grid that can disconnect from the
traditional grid and function autonomously without disrupting operations. In times of
crisis, this capability is important to the continued operation of water and wastewater
treatment plants. During these times, the microgrid can use its own local energy
generation from solar energy generation systems, emergency generators or an on-site
battery system. Once the crisis is resolved, the microgrid can then be connected to the
traditional grid. This is also useful if energy generation in the surrounding community is
disrupted and can provide resiliency and stability to the grid. As part of the installation,
Tier 2 generators were replaced with more stringently regulated Tier 4 generators which
will significantly reduce emissions.

Choice Neighborhoods Energy-Efficient Housing – Housing Department
As part of the Choice Neighborhoods redevelopment of the Edison-Eastlake Community,
a community-driven redevelopment effort will include a “LEED for Neighborhood Design
(LEED ND) Master Plan and architectural guidelines to create “Enterprise Green
Communities” (a green building certification program administered through

2
enterprisecommunity.org) to provide a new mixed-income, energy efficient housing
development that will become a showcase of sustainable development. The Aeroterra
Community is a HOPE VI redevelopment project that replaced obsolete public housing
units with mixed-income energy efficient, Enterprise Green Communities-certified
buildings with solar panels. In addition, APS Multifamily Solar Program Partnership will
see new carports and solar panels be installed at Monroe Gardens, Fillmore Gardens,
Marcos de Niza Apartments, Monroe Gardens, Summit Apartments, Sunnyslope Manor
and Washington Manor Apartments.

Emergency Housing Rehabilitation Program – Neighborhood Services Department
The Emergency Housing Rehabilitation program, which includes Emergency Home
Repair and Remodel, the Hardship Assistance Program, and the HOME Program, has
assisted over 425 residential structures, most in dire life-threatening situations, ensuring
safe and healthy houses to maintain healthy and safe homes to live in. The Lead Hazard
Control and Healthy Homes Program has assisted over 200 eligible residential
structures reducing lead hazards to ensure safe areas for children under 6 years of age,
grow and develop in healthy and safe households. The Community/Housing
Development Section has completed 126 new build homes under the South Phoenix
Village Single-Family Infill Redevelopment Project. These single-family houses have
been built with the highest expectation of energy efficiency and sustainability results in
mind.

Emerging Technologies Program – Public Works Department
Services are provided to departments to reduce energy consumption and determine
project feasibility and cost savings. As part of this initiative, the Emerging Technologies
program looks at new and innovative ways to save energy and reduce GHG emissions
by evaluating technologies that reduce cooling loads in a facility, lower utility demand,
provide more efficient building envelopes, and create an overall cost savings with a
positive effect on the environment.

Energy Use Reduction – Aviation Department
The Aviation Department reduced energy use by 17.28 percent between 2009 and 2018
to meet the Better Building Challenge adopted by the city of Phoenix. (Note: PHX Sky
Train® is not included, as it was not in service in 2009). ASHRAE Level II Energy Audits
completed in 2015 were the basis of the Strategic Energy Management Plan and
additional Investment Grade Energy Audits have been done. Plans to update the
Aviation Department Design and Construction Services - Design Standards will focus on
procuring more energy efficient equipment during new construction. Recent projects
include: New HVAC control system with optimization at 44th St. Sky Train Station®
Chiller Plant; Variable Frequency Drive Installation for Condenser Pumps at the Rental
Car Center. Conversion to LED: North Runway and high-speed turn-offs, Terminal 4
Departure /Arrival street lighting and High-Profile Parking Lot light, at East Economy
Garages A & B, and the Terminal 4 Garage.

3
Energy Use Reduction – Phoenix Convention Center
Phoenix Convention Center (PCC) staff began evaluating potential areas for energy
reduction improvements in 2015. Partnering with APS to capture the benefit of its
Rebate Program, PCC has completed seventeen projects of which thirteen were eligible
for rebates. Over the past 5 years, electrical staff and contractors have replaced or
upgraded lamps and lighting equipment, saving approximately $700,000, reducing
usage by 1.84M kWh, and earning rebates totaling $170,000. Based upon the US
Energy Information Administration's annual average for residential electricity usage, the
PCC reduced its electricity usage equivalent to that of 170 homes. From stairwells,
garages, meeting rooms and food court area over 7,725 lightbulbs and lighting fixtures
have been installed, all while planning, ordering materials and completing projects
around event activity, other priority facility requests, routine and preventative
maintenance tasks. Based upon a recently completed energy audit, the Phoenix
Convention Center will continue to implement energy reduction materials and systems
over the next 2-5 years.

LED Streetlighting and Traffic Signals Conversion – Street Transportation Department
The Street Transportation Department replaced approximately 100,000 existing
streetlight fixtures with energy-efficient light-emitting diode (LED) fixtures. Over time the
full LED streetlight conversion initiative will reduce streetlight electricity use by up to 53
percent and save approximately $3.5 million in annual energy costs. LED streetlights
also offer maintenance savings and come with a ten-year warranty. The city began
testing LED energy efficient streetlights in 2007 throughout various locations. In 2013 the
city adopted LED technology as the new standard for all public roadway lighting, then in
2015 began planning a citywide effort to convert all streetlights to LED. After an
extensive public input process, in 2016, the City Council revised the city's standard
kelvin level for streetlights from 4,000 kelvin to 2,700 kelvin, which is considered a
“warmer” color temperature. (A light bulb’s color temperature indicates what the look and
feel of the light produced will be. The color temperature of a light bulb is measured in
degrees of kelvin on a scale from 1,000 to 10,000.) The new 2,700 kelvin LED lights may
appear brighter at the source; however, they do not increase the measurable light levels
on the street, compared to those produced by the high-pressure sodium light fixtures
that were in place.

Low-Income Weatherization Assistance Program – Neighborhood Services Department
The Low-Income Weatherization Assistance Program focuses on decreasing energy
consumption and improving indoor air quality for residences within the 200% Federal
Poverty Level. Between 2015 and 2020, the Low-Income Weatherization Assistance
Program has provided energy efficiency assistance to over 500 residential structures,
with an average expenditure per residence of $12,200.

4
Neighborhood Commercial Revitalization Programs – Neighborhood Services Department
Commercial neighborhood revitalization programs (NCR) encourage neighborhood
revitalization. NCR and Operation Patch and Paint (OPP) provide financial and technical
assistance to existing business and commercial property owners along targeted city of
Phoenix business corridors. Program support, through capital improvements, ensure the
long-term sustainability of the community and structures.

Solar Energy Generation Systems at Phoenix Sky Harbor International Airport – Aviation
Department
Placing solar energy generation systems on city-owned facilities, like the Phoenix Sky
Harbor International Airport, provide a great opportunity to take advantage of the large
amounts of space available. Section 512 of the FAA Modernization and Reform Act
(FMRA) encourages Department of Transportation to consider grants for projects that
increase the efficiency of airport power sources, including solar energy generation
systems. Two examples of large solar energy generation systems on Aviation property
are the installations at the Rental Car Center (RCC) and the East Economy Parking
Garages. These provide 4.1 MW and 1.29 MW of power, respectively, and were
completed in 2011. According to the 2017 Aviation Department Strategic Energy
Management Plan, the solar panels at RCC generate about 43 percent of the total RCC
energy consumption. In 2019, a 580 KW solar array was installed at the Consolidated
Office Building. Possible future solar energy system installations are being considered
through a partnership with APS or through solar service agreements (SSA). However,
there are limits to the amount of solar energy generation systems that can be placed due
to regulations from the Federal Aviation Administration, to minimize glare caused by the
panels that can affect airport operations.

Solar Energy Program – Public Transit Department
Placing solar energy generation systems on city-owned facilities, like parking lots,
provides a great opportunity to take advantage of the large amounts of space available
above the vehicles while also providing shade. There are many of these systems in
place around the city, including installations at Burton Barr Library, conferencing
facilities, office buildings, parking garage structures, and other facilities. In addition,
many of these solar energy generation systems are located at Park-and-Ride facilities.
Park-and-Ride facilities are parking lots with public transport connections that allow
residents the opportunity to leave their vehicles and head to points of interest by bus,
light rail or carpool for the rest of the trip. All new Park-and-Rides built by the Public
Transit Department will have solar panels, water conserving fixtures, extensive
landscaping and shade structures (including covered parking). All Public Transit
Department Park-and-Rides built after 2003 have solar panels. All park-and-rides have
covered vehicle parking. Public Transit owns 8 park-and-rides; 4 of the 8 have solar
panels. The Solar Energy Program has a goal of putting into place an additional 5 MW of
behind the meter solar capacity by 2025, which includes parking infrastructure.

5
Solar Power Facility at the Lake Pleasant WWTP – Water Services Department
The largest solar energy generation installation on any city property is the 7.5 MW solar
power facility at the Lake Pleasant WWTP that was completed in 2013 in partnership
with SunPower Corp. through an SSA. The installation is on 30 acres and has 22,936
solar panels saving $4.2 in cost savings over the 20-year life of the system. The overall
reduction of GHG emissions was primarily due to the on-site solar power generation by
Water Services.

Sonoran Studio Building – Planning and Development Department
The Sonoran Studio Building will be Arizona’s first Certified Living Building. It is
designed by Architectural Resource Team and will be the future home of their
architectural offices. It will be located in the heart of Phoenix at 1055 East Indian School
Road. The building is one-story with 4,488 square feet of space. This building will be on
the leading edge of regenerative design. This is a project that will generate all of its own
energy with renewable resources. It will capture and treat its water on-site, meeting the
important implementation targets outlined in Phoenix’s climate action goals. The Building
shall be net-zero energy and incorporate no toxic materials in its construction. Building
design features include solar photovoltaic panels, Zero Mass Water hydrological panels,
composting toilets, a rainwater harvesting system and grey water recycling system. The
intent of the design is to meet all water demands within the carrying capacity of the site
and mimic natural hydrological conditions, using appropriately sized and climate-specific
water management systems that treat, infiltrate or reuse all water resources on site.
Project water use and release must work in harmony with the natural water flows of the
site and its surroundings. One hundred percent of the project’s water needs must be
supplied by captured precipitation or other natural closed loop water systems, and/ or by
recycling used project water, and must be purified as needed without the use of
chemicals.

TRANSPORTATION
Comprehensive Bicycle Master Plan – Street Transportation Department
Phoenix City Council adopted the Comprehensive Bicycle Master Plan in November
2014. This plan will help develop a comprehensive bicycle network that is fully
connected with the Phoenix community and other transportation networks. Bicycle
facilities already exist in Phoenix and represent only a small fraction of the nearly 5,000
miles of street network in the city. The Comprehensive Bicycle Master Plan is intended
to make Phoenix a part of the regional bicycle network throughout the metropolitan area
through coordination with MAG and ADOT. The plan also provides new policies for
bicycle facility design, traffic control practices and facilities at destinations, such as
parking or shower facilities.

Fleet Replacement – Public Works Departments
Public Works is participating in the U.S. Environmental Protection Agency (EPA) national
Cleaner Trucks Initiative, a program that aims to establish more stringent emissions
standards to reduce nitrogen oxide (NOx) and other pollutants from heavy-duty truck
engines. Phoenix has been at the forefront of cleaner air initiatives, demonstrated by
Public Works' commitment to replacing its fleet of diesel-engine solid waste trucks with
CNG-fueled ones. The Public Works Department was recently awarded $1 million in
Diesel Emissions Reduction Act (DERA) grants by EPA to replace some of the
department's diesel-fueled trucks. The grant money will be combined with matching
funds of $2.1 million from Public Works and its private partner, Mr. Bults Inc., to
purchase nine new solid waste collection trucks and one long-haul truck fueled by
compressed natural gas (CNG) to replace old, diesel-fueled vehicles. Public Works has
153 solid waste trucks using CNG fuel; 59 of those use low NOx CNG. The department’s
long-range plan is to fuel 97.5% of its 250 solid waste trucks with CNG by 2024, as part
of department's commitment to sustainability.

Grand Canalscape – Street Transportation
In 2020, the city of Phoenix opened the initial 12 miles of shared use path along the
Grand Canal in Central Phoenix from Interstate 17 to the city of Tempe. With limited
resources and a growing city that requires alternative mobility improvements for a vital
transportation network, the city of Phoenix Street Transportation Department partnered
with the Salt River Project (SRP) to create a safe and continuous commuter route for
bicycle and pedestrian traffic along the Grand Canal bank from the city of Tempe to
Interstate 10. The overall goal of the Grand Canalscape is two-fold. The primary intent
was to develop a continuous low-stress active transportation route for bicycle and
pedestrian traffic along the Grand Canal bank. This shared use path provides safe and
convenient walking and biking access between neighborhoods, transit corridors, local
employment, shopping, education and recreation centers. The route also includes safe
crossing facilities at arterial and collector street/trail intersections. The secondary intent

7
of this project is to re-integrate the canals into the surrounding communities by
incorporating public art, landscaping in areas of opportunity, and neighborhood access
points to the path which provide better visibility, access, and ultimately appreciation of
the extensive canal system in the Phoenix area. These projects will provide a safe route
for bicycle and pedestrian traffic away from arterial streets and integrate the canals into
the surrounding communities through improved access, public art and landscaping –
with the goal of increasing usage and appreciation of one of our unique assets, the canal
system in the Phoenix area. The designs, lessons learned, and experience gathered
during this project provide a blueprint for further development of the Grand Canal along
with other canals in the system such as the Western and Highline canals. The next
segments will be under design in late 2020 with implementation by late 2023.

PHX Sky Train® – Aviation Department
Providing a vital transit link to the region, the automated PHX Sky Train® connects
travelers between the METRO Light Rail 44th Street and Washington stop and the
airport. The PHX Sky Train® people-mover system allows one of the country’s busiest
airports to alleviate roadway congestion and enhance customer service. The initial 1.9-
mile- long PHX Sky Train® segment transports users to Phoenix Sky Harbor’s East
Economy Lot and Terminals 3 and 4 in less than 5 minutes. This convenient multi-modal
connection improves ridership on the METRO Light Rail by both the traveling public and
airport employees, further connecting our community with sustainable transportation
options. Currently under construction, the final phase of the PHX Sky Train® will add 2.5
miles of guideway and connect to the Rental Car Center, completing the circuit and
allowing the airport to retire its CNG bus fleet to the Rental Car Center. Completion of
the final segment of the PHX Sky Train® in 2022 and construction of the West Ground
Transportation Center at PHX will reduce an additional 69,000 metric tons CO2e per
year.

Reinvent PHX – Planning and Development
Reinvent PHX is a collaborative partnership committed to developing walkable,
opportunity-rich communities connected to light rail. Five Transit oriented development
(TOD) districts were identified and sustainability, health impact, and economic
assessments were produced to create action plans for each district through district
steering committees. This process establishes a new, transit-oriented model for urban
planning and development along the city's light rail system.

Transportation 2050 – Public Transit Department
Transportation 2050 (T2050) is a 35-year initiative to improve streets and transit service,
including bus service and light rail construction, throughout the city. The approval of
Proposition 104 by voters in 2015 resulted in a 0.7 percent sales tax that replaced a 0.4
percent sales tax. This is supplemented with federal and county funds, passenger fares
and other sources. Approximately 86 percent of funds are dedicated to public transit and
approximately 14 percent to streets. Plan elements are decided through public outreach

8
and recommendations from the Citizens Transportation Committee, the Transportation,
Infrastructure and Innovation City Council Subcommittee, and ultimately by City Council.
Outreach activities occur throughout the year for the planning and development of new
bus routes and extensions; high-capacity transit options, such as light rail and bus rapid
transit; building and improving roads; creating bike lanes; and installing ADA ramps. The
citizen-led committee is composed of transportation experts and community advocates
and addresses a wide array of concerns expressed by residents who drive, bike, walk
and ride transit service.

Voluntary Airport Low Emissions Program – Aviation Department
More than 100 fossil fuel-driven ground support equipment units - belt loader, bag tugs,
aircraft pushbacks - have been retired and replaced with electric units by the airlines at
Phoenix Sky Harbor International Airport. Phoenix Sky Harbor International Airport
(PHX) has requested and received two grants from the Federal Aviation Administration
under the Voluntary Airport Low Emissions (VALE) program to develop electric ground
support equipment charging infrastructure. Forty charging stations have been installed
by the Airport and additional infrastructure will be installed in future terminal construction
projects. In support of the Airport’s grant request, Southwest, Airlines, American Airlines
and United Airlines have retired and replaced 100 fossil fuel-powered units with electric
models. Other examples of air quality improvements made by the Aviation Department
include the Trip Fee Program, in which drivers of alternate fuel vehicles receive a
discount, and Cell Phone Lots where drivers wait for arriving friends and loved ones.
Both initiatives reduce airport roadway congestion and air pollution from vehicles circling
airport grounds while waiting for passengers. Aircraft ground policies at PHX, such as
the use of “one engine taxi” when aircraft move off the airfield after landing, reduces
emissions while aircraft are on the ground. The 2019 conversion from turf to desert
landscaping decreased emissions from mowing and gas-powered trimming while saving
5 million gallons of water annually in lawn maintenance.

Walkability – Street Transportation Department, Office of Arts & Culture
Passage is a collaborative, multi-faceted work of public art that completes the series of
improvements the Street Transportation team began in 2003 to improve pedestrian
comfort and trail connectivity in the South Mountain community. The first project in the
series was the 2005 Baseline Road Public Art Project (with Ten Eyck Landscape
Architects), which improved the multi-use trail system of the area and added shade
enhancements for transit riders along the Baseline corridor. The second was the 2009
Zanjero’s Line - Highline Canal Public Art Project (also with Ten Eyck Landscape
Architects), improving four miles of trail and crossings on the historic irrigation lateral
along the base of South Mountain. Passage bolsters South Mountain Community
Library’s connection to its surroundings by fusing poetry and place with public art. It
combines “acoustic” chairs, plaza enhancements, poetry trellises and a new pedestrian
crossing of the Western Canal. The library plaza and trellis enhancements were
developed in partnership with the South Mountain Community College District and

9
Phoenix Library Department. The final project component is a new bridge across the
Western Canal. It was designed to link the library and South Mountain Community
College campus with the Arizona Agribusiness and Equine Center commercial complex
to the south. The immovable wheels flanking the bridge entrances are a visual play on
the history of movable bridges that once spanned the Salt River Valley canals. The
bridge was designed by Harries and Heder with percent-for-art funds administered by
the Phoenix Office of Arts and Culture Public Art Program. It was built using Federal
transportation enhancement moneys administered by the Phoenix Street Transportation
Department. Combined with the public art of plaza and walkway, it strengthens
pedestrian pleasures and access in a community of increasingly connected trails.

Walkable Urban (WU) Code – Planning and Development
As part of the Reinvent PHX project, a new urban and transit-oriented zoning code, the
Walkable Urban (WU) Code, was adopted by City Council on July 1, 2015 (Ordinance G-
6047). The Walkable Urban (WU) Code is Chapter 13 of the city of Phoenix Zoning
Ordinance. The code regulates development in proximity to light rail stations and is
envisioned to replace existing zoning for properties within the Interim Transit-Oriented
Zoning Overlay Districts (TOD-1 and 2, Sections 662 & 663 of the Zoning Ordinance).
One of the standards that will be maintained is a minimum of 75 percent of the sidewalk
should be shaded. Properties within the five Reinvent PHX Transit Oriented Districts
(Gateway, Eastlake-Garfield, Midtown, Uptown, and Solano) will still need to go through
a rezoning process, with extensive public hearings, to establish the WU Code on a
specific property.

10
WASTE
Ameresco, Inc. Partnership – Water Services Department
Biogas that is produced as a result of treatment at the wastewater treatment plants
contains methane. As part of the city's pledge to be a sustainable and cost-effective
utility, a renewable energy project at 91st Avenue Wastewater Treatment Plant treats,
transfers and sells biogas as a renewable green energy commodity. Through the Sub-
Regional Operating Group’s partnership with Ameresco, SROG is expected to reduce
the equivalent of 44,671 metric tons of CO2e per year. The green benefit from this
carbon reduction is roughly equal to taking 70,452 cars off the road for one year.

Adaptive Reuse Program – Planning and Development Department
The city of Phoenix’s Adaptive Reuse Program was created in 2008 to assist with
streamlining the process and steps required to repurpose existing buildings for new
business uses. A task force consisting of community and business leaders and
representatives from various arts organizations helped the city of Phoenix review
existing codes and identify ways to streamline processes, relax code requirements for
new development, utilize existing infrastructure and provide business opportunities by
repurposing and reusing existing buildings without compromising public safety. The task
force identified about 30 policy areas to assist and support the Adaptive Reuse Program.
Some of the most popular policy areas include providing regulatory relief (not requiring
all of the regulations associated with new build projects), providing projects with a
designated point-of-contact (a designated staff member from the Office of Customer
Advocacy is assigned to each project), focusing on speed-to-market opportunities
(streamlining measures are in place to help businesses open their doors sooner) and
providing financial incentives (qualifying projects can benefit from up to $7,000 in
incentives to cover expenses such as plan review and inspection fees). During the past
five years, the city of Phoenix has assisted 151 qualified adaptive reuse projects by
providing over $450,000 in Adaptive Reuse Incentives. Repurposing existing buildings
for new uses can be challenging. Phoenix’s Adaptive Reuse Program encourages the
reuse (recycling) of buildings to promote business uses and offers incentives that help
bring life to underutilized buildings, supports local businesses, takes advantage of
existing infrastructure and supports our neighborhoods.

Green Business Leader Program – Public Works Department
The Phoenix Green Business Leader Program, initiated in 2017, recognizes Phoenix
businesses that are passionate about sustainability. Once certified as a Green Business,
businesses receive many different marketing benefits including a window decal to
display in their business, invitation to an annual recognition event, and a plaque
recognizing their excellence. Businesses can achieve higher certifications by completing
more sustainable actions. Higher certifications also come with more benefits.
The program initially focused on waste diversion-related activities such as recycling or
composting. To improve the program and provide additional value to Phoenix

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businesses, the Public Works Department partnered with the Water Services
Department, the Office of Sustainability, and the Office of Environmental Programs in
2019 to expand the GBL program to recognized businesses for efforts around water
conservation, energy efficiency and sustainable purchasing, in addition to waste
diversion. The expansion also includes a three-tiered certification system of green, gold
or platinum level, depending on the number of sustainable actions a business achieves
within their business practices.
Number of Certified Green Businesses: 103
•
43 Platinum Certifications
•
16 Gold Certifications
•
44 Green Certifications
The city launched the Diversion Tracking Tool in mid-2018 which measures waste
diversion related to Green Businesses. The cumulative tonnage from 14 of the 103 that
record their tonnage:
•
5,295 tons recycled
•
12 tons composted
•
54 tons donated

Green Organics Residential Collection Program – Public Works Department
Through the Green Organics Residential Collection program, organic material, like yard
trimmings, untreated wood, tree fruit, and cactus, is collected from residential properties.
Currently, there are six green organic material collection routes collecting residential
organic material each week. This organic material is then transported to the 27th Avenue
Compost Facility to be processed.

Make Ready Program – Public Works Department
Make Ready has been actively recycling auto parts for the past four years including body
panels, interior components, lighting, engines, transmissions, control units and
accessories. For fiscal year 19-20 Make Ready has reused $120,000 worth of parts in
the first 11 months and expects to close out the year at over $130,000. Using recycled
parts from the city fleet saves the money in parts purchasing and reduces the demand
for those parts, which in turn reduces production and decreases landfill waste. Due to
the age of the city’s fleet, older units can be maintained and provide services to both
internal and external customers.

Oops or Shine on? Recycling Program – Public Works Department
The Phoenix Public Works Department implemented a new recycling program that gives
residents individualized feedback on what can and cannot be recycled. The city
launched a pilot program with 1,200 households in southeast Phoenix with historically
high contamination. The city monitors data from each recycling route to determine which
neighborhoods have the highest contamination rates. At the beginning of the program,
about 72 percent of residents had recycling contamination and received an “Oops” tag.
At the end of the program, five weeks later, 73 percent of residents received “Shine on”

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tags. Recycling contamination significantly impacts the success of a recycling program
and contaminated materials end up in the landfill. Phoenix has an average recycling
contamination rate of 30 percent. Unclean food containers, lawn clippings, old clothes,
wooden items and greasy pizza boxes cannot be recycled, yet people regularly put
these items in their recycling bins. Other non-recyclables, such as plastic bags and
wrappings, can cause mechanical malfunctions that slow down the sorting process.

Reclaimed Asphalt Pavement Project – Street Transportation Department
Reusing materials increases the rate of waste diversion and may bring cost savings and
reductions in GHG emissions. One of the largest costs of street paving operations is the
cost of materials. These costs may be reduced by reusing the asphalt. The Reclaimed
Asphalt Pavement (RAP) Project is assessing the cost effectiveness and performance
utilizing different proportions of RAP on Phoenix streets as part of traditional paving
materials. Phase II was recently completed, which involved performance tests on a road
section within the city. An estimated 10 percent reduction in GHG emissions per mile is
possible through this program.

Reimagine Phoenix – Public Works Department
In 2013, the Phoenix City Council adopted the goal of diverting 40 percent of trash from
the landfill by the year 2020. In April 2016, this goal was expanded to Zero Waste by
2050. To achieves these goals, the Public Works department implemented the
Reimagine Phoenix Initiative with a focus on new programs, enhanced education and
community outreach and public/private partnerships.

One way the city is accomplishing this goal is by developing the Resource Innovation
Campus (RIC) on underutilized city property at the 27th Avenue Sold Waste Campus
site, located between 27th Avenue and 35th Avenue south of Lower Buckeye and north
of the Salt River as a hub for innovators building Phoenix’s circular economy and
generating economic development. The RIC Master Plan identifies parcels of land that
the city may choose to lease out for development in support of the initiative. In 2017, the
city opened the Envision-Silver certified compost facility that can process up to 55,000
tons at the RIC. The facility goes hand in hand with the city’s Green Organics curbside
bin program implemented in 2016 that is designed to divert residential green waste from
the landfill.

Two material recovery facilities (MRF), process roughly 169,000 tons of recyclables per
year. In FY 2019-20, a $4.5 million investment was made for infrastructure upgrades to
one of these MRF’s. The upgrades to the North Gateway Transfer Station MRF were
completed to improve recovery of materials and to meet new quality specifications
required by the recyclables market. For example, the facility receives more cardboard
than newspaper than it did 10 years ago. The retrofit has improved the capture rate of
recyclables, decreased contamination in outbound bales, and increased production
speed. The upgrade has improved the capture rate of recyclables, decreased

13
contamination in outbound bales, and increased production speed. By including new
technologies like optical sorters in the upgrade, we are now estimated to capture 70%
more plastic bottles, 41% more cardboard, 54% more paper and 52% more aluminum at
the North Gateway MRF.

The Reimagine Phoenix Initiative not only educates residents on the importance of
waste reduction but demonstrates how trash can be viewed in a different light – as
resources that have value. In 2017, the city of Phoenix was honored at the C40 cities
Bloomberg Philanthropies Awards ceremonies in the Cities4ZeroWaste category. In
addition, in 2018, Reimagine Phoenix was also recognized as a Finalist at The Circulars
2018, an initiative of the World Economic Forum and The Forum of Young Global
Leaders, for The Award for Circular Economy Public Sector.

As part of the Reimagine Phoenix Initiative, the Public Works Department partnered with
Community and Economic Development Department to implement an economic
development approach to engage with entrepreneurs and manufacturers to develop
Phoenix’s circular economy. Based on the results of a Waste Characterization study, the
city issued a Request for Innovators (RFI) in 2015 designed to identify what items in the
waste stream may have value to manufacturers and innovators. Based on the results of
the RFI, the city issued a series of Requests for Proposals (RFP) to match items in the
city’s waste and recycling streams to create economic development opportunities and
support the use those items as feedstock to develop products. In addition to engaging
the private sector, the city and Arizona State University established the Resource
Innovation and Solutions Network (RISN) partnership to advance collaboration,
research, innovation and application of waste resources to create economic value and
drive a sustainable circular economy.

Rio Salado Habitat Restoration Project - Parks and Recreation, Water Service Department,
Office of Environmental Programs
The Rio Salado Habitat Restoration Project is 40 years in the making and the first of its
kind in the desert southwest. Phoenix Rio Salado is a community-inspired plan to restore
part of the once-flowing Salt River from a blighted corridor into an environmental and
recreational amenity for the community. Phoenix Rio Salado is a 595-acre area located
two one-miles south of downtown Phoenix and north of South Mountain Park near
Central Avenue at the Salt River. Thousands of residents and many government
agencies were involved with shaping and funding this habitat resource that spans five
miles in length from 19th Avenue to 24th Street. The landscape incorporates lush
marshy wetlands of which 90% of these types of habitats have been lost in Arizona since
the 1900’s, native cottonwood and varieties of willows, which are among North
America’s rarest forest type and Mesquite woodlands or bosques as they are referred to,
are the fourth rarest plant community of 104 types identified in the United States other
native-desert plants. All plant material was contract grown and required seed collection
of within a 1/2 mile of the Salt River to ensure true seed source to restore the

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environment of Rio Salado. The Rio Reimagined Project will revitalize the Rio Salado
(Salt River), Aqua Fria and Gila Rivers, and the region by transforming over 45 miles of
the river stretching from the Salt River Pima Maricopa Indian Community at the eastern
most boundary to the city of Buckeye to the west and encompassing more than 78,000
acres.

Brownfields Land Recycling Program – Office of Environmental Programs and Community and
Economic Development Department
The Phoenix Brownfields Land Recycling Program provides financial and technical
assistance for brownfields cleanup and redevelopment city-wide. To date, more than
$330 million in private investment has restored more than 320 acres of previously
contaminated and has created or maintained approximately 3,000 jobs.
In 2020, the city of Phoenix received a $600,000 Brownfields Assessment Coalition
grant for the Rio Reimagined Project with the cities of Avondale, Tempe, and ASU. The
target area for the grant is within 1.0 mile of the Salt River (Rio Salado), Agua Fria and
Gila Rivers within the cities of Tempe, Phoenix and Avondale, Arizona.

Transition to Electronic Delivery from Paper-Based – City Clerk Department
The City Clerk Department has focused on eliminating paper-based workflows wherever
possible and implemented methods of engaging and servicing customers more
efficiently with environmentally friendly service delivery methods. Electronic delivery of
information and other tools will be implemented for the upcoming November 2020 Mayor
and Council Election. For the candidate nomination petition process, the City Clerk
Department offered candidate packet information online. This is more cost effective and
provides candidates and other interested parties access to the most up-to-date
information daily. Increased resources are available to our November 2020 Mayor and
Council candidates through a partnership with the Secretary of State’s Office (SOS). City
Clerk Department worked with the SOS to modify the SOS’s E-QUAL (electronic
candidate nomination petition system) for use by local candidates for the November
2020 election. This system allows candidates to collect the required nomination
signatures online minimizing the need for distribution of paper nomination petitions in
person. Additionally, in December 2012, the Department implemented the Campaign
Finance e-filing system that allows candidates and Political Action Committees to submit
campaign finance reports online. Working with ITS, the City Clerk Department
implemented the ability to accept contracts and other documents electronically using
Adobe Sign or similar software to obtain electronic signatures. Implementation of this
electronic process minimizes the strain on natural resources by decreasing the use of
paper, ink printers and other resources thereby minimizing the overall environmental
impact and making the document routing process more efficient and economical.
More recently, the City Clerk Department in conjunction with ITS implemented a new
eComments and Request to Speak system that allows residents to provide comments
and submit requests to speak on Council agenda items electronically, giving them an
alternative to in-person participation at Council meetings. This system not only

15
minimizes the environmental impact of the need for physical appearance at City Council
Meetings, it also offers an additional opportunity to enhance citizen engagement in
public meetings. The City Clerk Department’s commitment to offering electronic services
allows the Department to provide services to more customers in an efficient manner
while continuing to meet and sustain environmental goals.

16
AIR QUALITY
Dust Reduction Task Force - Neighborhood Services, Parks and Recreation, Planning and
Development, Police, Public Information Office, Public Works, Street Transportation, and
Water Services Departments, Office of Environmental Programs
In 2011, the city of Phoenix was experiencing high levels of particulate air pollutants.
This dust contributed to the infamous “brown cloud,” increased risk for individuals with
respiratory diseases, and continued high levels would had led to a loss in billions of
dollars of Federal funding for streets and highway projects needed throughout the
Valley. To address this class of pollutants, the city manager established the Dust
Reduction Task Force, which consisted of various city departments, including
Neighborhood Services, Office of Environmental Programs, Parks and Recreation,
Planning and Development, Police, Public Information Office, Public Works, Street
Transportation, and Water Services. Due to the success of the Task Force, Maricopa
Association of Governments has recognized Phoenix as a regional leader and the Task
Force as a model for other Valley cities. An integrated, comprehensive high-risk dust
advisory strategy was developed to implement a consistent city-wide response
procedure and increase outreach to residents. The Task Force produced detailed maps
of targeted areas, changes to city code for dust reduction, an enforcement strategy for
the Code focused on education, dust awareness, response training for staff, and various
multimedia items for outreach. Many residents utilize the shoulders of this street and the
surface was stabilized to allow continued use by residents and limit the formation of
dust. The work done by the Task Force was in partnership with various regional entities.
ADEQ produces high-risk dust advisories that are used to prepare for dust events and
adjust city work schedules. MCAQD assists by providing air quality monitor data that is
used to assess the effectiveness of the program.

Trip Reduction Program – Office of Environmental Programs
Arizona does have ozone reducing programs in place that include a Trip Reduction
Program (TRP), lawn garden tool replacement, voluntary vehicle repair, industry control
measures, alternative fuel stations, idle reduction program and local fuel blends to
decrease vehicle emissions. city employees participate in the Trip Reduction Program
with the goal to decrease the number of trips taken, especially trips taken in a single
occupancy vehicle. In 2019, 25 million miles of commuting were reduced, preventing 143
tons of pollution, solely by city of Phoenix employees.
Many activities have changed or halted since COVID-19. As a result, the number of trips
taken by residents has decreased. Teleworking has allowed some to work from home,
when possible. Approximately 3,000 of the 15,000 city of Phoenix employees have been
teleworking during the pandemic. Altogether, this results in decreased emissions from
passenger vehicles and, more noticeably on a personal level, less traffic.

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LOCAL FOOD SYSTEM
2025 Phoenix Food Action Plan – Office of Environmental Programs, Community and
Economic Development, Housing, Parks and Recreation, Planning and Development, Public
Works, Neighborhood Services, Water Services
Phoenix has made a healthy food system a priority. In March 2020, Phoenix City Council
supported this effort, and approved the 2025 Phoenix Food Action Plan (2025 FAP) that
outlines short term goals, strategies and actions to achieve access to healthy food for
everyone in Phoenix by 2050. As the actions outlined are implemented along with the
collection of new data, technology improvements and continued collaboration with
stakeholders, OEP expects to develop an updated plan in 2025-2026 that continues
movement toward the 2050 goal. The plan was developed with an interdepartmental
team and external stakeholders, including residents most impacted by food insecurity.

Brownfields to Healthfields Initiative – Office of Environmental Programs
Phoenix has recognized there is an opportunity to cleanup and redevelop brownfields
that directly impact public health through the reuse of these sites for food and healthcare
assets. The Brownfields to Healthfields (B2H) Initiative targets areas with inadequate
health care, food deserts, and designated infill incentive, neighborhood initiative, and
redevelopment areas. Focusing on these areas within Phoenix addresses sustainable
and equitable development, in addition to building upon existing brownfields efforts.
To date, 10 properties have been cleaned up and redeveloped as urban farms,
community gardens, school gardens, farmer’s market, and a food hub. The work was
initiated as a result of award of a $400,000 community-wide brownfields assessment
grant from the U.S. Environmental Protection Agency in 2015. The impact of this project
results in improved community health due to the elimination of exposure to hazardous
substances and creation of opportunities for improved access to healthcare and healthy
foods, which positively impacts environmental and health equity.

Maricopa County Food System Coalition Partnership – Office of Environmental Programs
The city is a founding member of the Maricopa County Food System Coalition (MarCo)
established in 2015. Several organizations focused on improving the local food system
gathered to explore the viability of creating a food policy council/coalition for the region.
The Office of Environmental Programs was eager to learn and listen to stakeholders to
better understand the challenges faced in providing access to health food for everyone
living in Phoenix. Coincidentally, the two groups of stakeholders came together, and the
city committed to help create the coalition. The city continues to have a strong
relationship with MarCo and has successfully won a grant award to complete a
Community Food Assessment for Maricopa County, the first of its kind. The data
collected was integral to the city’s own Food Action Plan and continues to provide
valuable information to educate others on the importance of an equitable, healthy,
thriving, and sustainable local food system.

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South Phoenix Food Action Plan – Office of Environmental Programs
The importance of understanding the food system at a neighborhood level, particularly
areas that faced high rates of food insecurity was important, which includes the South
Phoenix area. Through a grant received the U.S. Environmental Protection Agency
(EPA) Local Foods, Local Places program, OEP was able to conduct a two-day
workshop in South Phoenix to identify challenges and opportunities for improving the
food system in the South Mountain Village Planning Area. Community outreach for this
work was focused on engaging residents that were most impacted by food insecurity and
hunger, including low income populations and people of color. A food-focused
Community of Practice made up of women of color was initiated to develop a greater
understanding of food challenges and to establish collaborative relationships for making
improvements. The results of the Local Foods, Local Places workshop and community
engagement was a South Phoenix-specific Food Action Plan that details recommended
actions targeted for the unique and rich history of this geographic area. This place-based
plan was included in the city-wide plan and was approved by Phoenix City Council for
implementation as well.

Phoenix Food Day & Healthfest - Office of Environmental Programs
Phoenix has hosted the annual Phoenix Food Day & Healthfest event since 2013 to
change the way people look at food and to promote healthy eating, to teach residents
how to grow food, cooking, nutrition, and the importance of overall well-being. Since
2019, Phoenix has partnered with the Junior League of Phoenix to add a Healthfest
component to the event, adding health screenings, and fitness activities. The event is
hosted for 2-3 years in a community that is experiencing food insecurity and is
challenged with access to healthy food in partnership with schools, local business and
other institutions. More than 14,000 adults and kids educated and 160 partners
engaged.

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HEAT
Cool (Energy Star) Roofs – Public Works Department
Roofs are exposed to sunlight during the day and absorb heat. By using a coating on the
roofs, the amount of sunlight reflected is increased. Coating the roof reduces the amount
of energy needed to cool the building, reducing GHG emissions. Cool (Energy Star)
Roofs is the standard for all departments that work with the Public Works Department
(PWD) to handle their roof replacement, as well as for those buildings owned by PWD.
This type of roof has been implemented for PWD-owned buildings since 2005.

Heat Relief Network – Human Services Department, Communications Office, Library
Department
In 2005 after a weeklong heat wave that resulted in about 30 deaths in the homeless
population the Maricopa Association of Governments (MAG) created the Heath Relief
Network. The Heat Relief Network is a regional partnership between MAG, local
municipalities, nonprofit organizations, the faith-based community, and businesses.
Each year, MAG coordinates the mapping of the Heat Relief Network, a network of
partners providing hydration stations, refuge locations, and water donation sites
throughout the Valley with the goal to educate about heat dangers, preventing heat-
related illnesses and deaths among vulnerable populations (people experiencing
homelessness, older and/or disabled adults, homebound persons). Heat relief sites in
Phoenix include Phoenix libraries, recreation centers, and senior centers. There are also
heat relief sites at the Salvation Army - Phoenix Maryvale Corps, Phoenix Citadel Corps,
Phoenix Kroc Center, Family Services Center offices.

Summer Safety Campaign – Communications Office, Parks and Recreation, Fire, Human
Services, and Public Works Departments
Each summer, the Communications Office promotes Summer Safety via a dedicated
website, social media and traditional media coverage. This is a comprehensive program
that provides heat- and water-safety information across departments, including Parks
and Recreation, Fire, Human Services, Public Works, among others. The city also
conducts outreach to our most vulnerable communities, such as people experiencing
homelessness and home-bound seniors. This involves handing out printed cooling
center maps and heat-safety materials directly to those in need during extreme heat
events. During the past six years, the city has increased coordinated outreach and
communications related to rising urban temperatures. Electronic communications will
likely continue to be the preferred method for sharing information in the future. There is
still a need for printed materials. The city has communicated to communities across the
city related to climate change and extreme heat with materials in Spanish and
engagement from the Spanish-language media. Research from Arizona State University
and data from Maricopa County Department of Public Health show that low-income
areas often have the least amount of tree shade to mitigate the urban heat island effect
and reduce CO2 levels. The city continues to provide general messaging and provide

20
targeted messages. Heat data and transit data are used to determine areas with the
greatest need for heat relief during extreme weather events.

Take a Hike. Do it Right. - Parks and Recreation Department
More than 200 hikers annually are rescued from Phoenix desert and mountain parks and
preserves. The city created a simple checklist of general hiking tips, including hiking
during the early morning or evening hours; always hydrating before, during and after a
hike; monitoring the local forecast and understanding that all trail difficulty ratings are
raised one level when the temperature is 100 degrees or warmer. In 2019, Phoenix
Parks and Recreation Board implemented a rule stating dogs are prohibited on city of
Phoenix hiking trails when the temperature is 100 degrees or warmer.

Right Tree, Right Place training – Parks and Recreation Department
Increasing the tree canopy of the urban forest requires planting more trees. “Right tree,
right place” is considered for each new tree placement. The right tree should be a
drought-tolerant tree that is ideally a native species. The right tree will also emit lower
amounts of volatile organic compounds which are precursors to ozone. The right place
will be a place where the tree can fully mature without disturbing powerlines, right of
way, or damaging other infrastructure. Recently, in order to increase the success rate of
planting, a method was piloted to use tall pots to increase the number of plants that
survive.

Tree and Shade Master Plan – Parks and Recreation, Street Transportation Departments
The Tree and Shade Master Plan is the product of the Tree and Shade Task Force, a
multi-department committee. The Master Plan was adopted by the City Council on
January 5, 2010 with a vision to double the average tree and shade canopy by 2030 to
25%. Although many actions were taken related to education and awareness campaigns
and development of resources, the number of trees planted in the early years was
limited given the context of the Great Recession. However, after a groundswell of
community support, City Council dedicated $450,000 in additional annual tree funding
leading to 4,000 trees now being planted annually on city streets, parks and rights of
way.

The Tree and Shade Master Plan implementation is supported by over $5 million in
annual funding to city departments as part of a city-wide program that includes the
following initiatives:
•
The Urban Forestry Roundtable established in 2019 by the city of Phoenix,
American Forests and Arizona Sustainability Alliance, is represented by over 30
entities including non-profits, community groups, and city and county
representatives united under the following vision: “Over the next five years, we
will work collaboratively to improve tree care and planting in Metro Phoenix in
ways that will measurably mitigate urban heat island, improve local air quality
and prioritize environmental and social justice outcomes through municipal and

21
private investment in trees — particularly in vulnerable neighborhoods currently
lacking tree canopy.”
•
The Urban Forest Implementation Team (UFIT) is a working group of city staff
from many departments to coordinate tree plantings efforts city-wide and monitor
progress toward the goal to double the tree and shade canopy. Departments
include Streets, Parks, Neighborhood Services, Planning & Development, the
Office of Sustainability, and the Office of Environmental Programs. The programs
include:
o The Citizen Forester Program – providing training and education to
volunteers to help in planting and care of trees in the community.
o Love Your Block – managed by Neighborhood Services, organizes
community planting events in neighborhoods and provides mini-grants for
neighborhood beautification.
o The Tree Donation Program – launched in 2020, will work with the
residents and businesses to fund specific tree planting projects in the
community.
o The Tree Zoning Ordinance Update – will enhance the care and
protection of trees to ensure trees planted as part of new developments
will be maintained and retained.
o The Parks Tree planting program – seeks to ensure all city parks have
a minimum 25% shade canopy. The Parks department seeks
partnerships to plant 1500 trees each year in city parks.
o The Streets Tree Planting Program – dedicated funding for an average
of 1,000 trees per year in city streets supplemented by additional
plantings as part of Major Capital improvements.

The Environmental Quality and Sustainability Commission (EQSC) formed an Urban
Heat Island and Tree and Shade Subcommittee (UHITS), composed of community
experts, that developed recommendations for the implementation of the Phoenix 2010
Tree and Shade Masterplan.

New Bus Shade Shelter for Phoenix Transit System – Street Transportation Department
The Phoenix Public Transit Department set a goal to provide shade at all 4,050 bus
stops in the city as part of T2050. Providing bus stop shade is not easily solved in a cost-
effective manner. The city’s right-of-way and the Americans with Disabilities Act (ADA)
regulatory requirements for compliant and accessible bus stops limit options. The issue
is the ‘quality’ of the shade provided during the summer heat. West-facing bus stops
create the biggest challenge. These shade and accessibility challenges make it
uncomfortable for transit riders waiting for bus service and could potentially decrease
ridership. The Public Transit Department, with Friends of Transit, an Arizona nonprofit
public transit advocacy group, offered a contest to Arizona State University (ASU)
students to design a bus shelter that prioritized shade and accessibility. Students from
the ASU Industrial Design Program collaborated with staff to create a bus shelter that

22
provides shade at any time of day with individual seating, mobility vehicle alcoves and
vandal-proof materials. The partnership not only aligned with the bus shelter goals in
T2050 but also provided students the opportunity to apply their design skills to real-world
issues. The ASU student-inspired concept has been designed by a professional
engineer. Prototypes have been built but none of this design has yet been manufactured
for use.

Green Infrastructure/Low Impact Development – Planning and Development Department,
Street Transportation Department, Water Services Department, Office of Environmental
Programs
The city of Phoenix recently partnered in the development of a handbook for Green
Infrastructure/Low Impact Development (GI/LID) in the Phoenix Metro Area. The effort
was led by Arizona State University’s Sustainable Cities Network and the city of
Scottsdale. Other partners included the Arizona Department of Environmental Quality,
the Flood Control District of Maricopa County, and the cities of Apache Junction,
Glendale, Goodyear, Mesa, Tempe, Avondale, Gilbert, and Peoria. The result was a
handbook providing standard details and specifications for ten GI/LID features that the
partners determined would be of most interest in the Phoenix Metro Area. This
handbook was an important step for GI/LID in Phoenix and was approved by the city’s
Development Advisory Board for use by the Planning and Development Department to
streamline approvals for voluntary use by private developers outside of street right-of-
way. The Planning and Development Department is currently working on incorporating
the handbook into its review and approval processes. The Street Transportation
Department is also currently working to include a subset of the design details in an
update to the street design guidelines. A previously completed triple bottom line cost
benefit analysis for Phoenix (completed in 2018 and available online here:
https://www.phoenix.gov/oep/Stormwater.

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WATER
2018 International Energy Conservation Code Adoption – Planning and Development
Department
On July 6, 2018, the Phoenix City Council adopted the 2018 International Plumbing
Code (IPC), as part of the adoption of the 2018 PBCC (PBCC), which is a model code
that establishes minimum design and construction requirements for water efficiency.
2018 IPC has prescriptive and performance-based provisions for both residential and
commercial construction for water efficiency. The program is overseen by the Planning &
Development Department. The city is committed to keeping the city building codes
current to maximize energy efficiency and water conservation.

Cooling Tower System Upgrades – Water Services and Aviation Departments
Water used by cooling towers to remove heat from buildings can account for as much as
half of all water use in some commercial buildings, exacerbated by the high mineral
content of regional water. At Sky Harbor Airport's Terminal 4, the water meter that
provides make-up water for the cooling towers is one of Phoenix's highest volume water
meters. A pilot project was completed to install a system that softens the make-up water,
increases the cycles of concentration, and reduces water use by 20 percent.
Furthermore, using a mixed oxidant generator system eliminates the use of harsh
biocide chemicals, needed for these closed loop systems, that are both dangerous and
expensive. Reducing water usage has saved power, which helps diminish the city's
overall carbon footprint. Initial estimates inferred that the water savings would be
10,000,000 gallons per year. It has been over two years since the project was
concluded, and the results are in with more than 31.500,000 gallons of water and
thousands of pounds of water treatment chemicals saved in 2019. The project was so
successful that the systems are now a standard central plant design, and similar
systems have been installed at the Terminal 3 Central Plant and Rental Car Center
Central Plant. The cost savings of these upgrades are achieved by the elimination of
purchasing biocide chemicals, reduced water use, and increased system life. A principal
factor of this type of system is that it can be scaled up or down in size to accommodate
almost any size cooling tower.

Drought Pipeline Project – Water Services Department
The project is building a pipeline supplying North Phoenix residents (approximately
400,000 people) that are served exclusively by Colorado River water treated at two
water treatment plants. The proposed 66-inch pipeline will be used to alleviate the
effects of drought, by ensuring that water supplies from the Salt and Verde Rivers are
available to north Phoenix during future shortage on the Colorado River. Sustainability
bonds are funding the project.

24
Sustainability Bond Sale for Colorado River Resiliency Projects - Finance and Water Services
Departments, Office of Sustainability
On March 26, 2020, the city of Phoenix issued its first-ever sale of Sustainability Bonds.
The bonds will fund Colorado River resiliency related projects by the Water Services
Department. This transaction was priced in the wake of one of the greatest economic
downturns since the Great Depression and amidst a tumultuous municipal bond market
due to the COVID-19 pandemic. However, as noted by Morgan Stanley, the
"sustainability designation did assist with the marketing and achieving of strong results
for the City's sale." The sale resulted in the sustainability bonds being 4.4 times
oversubscribed compared with 4.1 times for the non-sustainability bonds that were
priced in the same transaction. Furthermore, over half of the sustainability bond orders
were placed by ESG investors or by investors influenced by the sustainability
designation. Leaders throughout the financial industry used this sale by the city of
Phoenix as an example of the resurgence of the municipal bond market. Given these
positive results doing the challenging market, the city intends to continue and grow its
Green and Sustainability Bond program.

HOA Audit Program – Water Services Department
Homeowners Associations (HOA) use water to maintain common landscaped areas,
which can lead to high costs and high water usage to keep the areas looking attractive.
Up to 70 percent of water used by residents is for outdoor watering. Phoenix piloted a
HOA Audit Program that conducted nine audits of outdoor water use within common
areas managed by HOAs. Based on that pilot, the potential average savings for the
HOAs that volunteered to participate was 4.5 million gallons per year if they
implemented the recommendations from the audit. The program will be expanded from
pilot to ongoing program by increasing the number of inspections from nine to 40.

Internal Water Efficiency Task Force – Water Services Department
A city-wide Internal Water Efficiency Task Force was created to monitor water used in
municipal operations. Water meter inventories were recorded for city-owned facilities.
The efficiency of water using devices for each facility was measured and pipelines were
inspected for leaks and repairs were made to any that were identified. An evaluation of
the irrigation at all facilities was completed to identify leaks, broken drip or sprinkler
heads and unused stations. The department worked with the landscape company to
ensure leaks were repaired, replacement of missing/broken drips and sprinkler heads
and capping off unused stations. In addition, grass was removed from some facilities to
create a xeriscape at appropriate facilities, decreasing the amount of water needed for
irrigation. As a result of the task force, water use dropped 46.5 million gallons, reducing
costs, energy use and GHG emissions in the process.

1
ATTACHMENT 2 – ACTIONS MATRIX

QUICK START ACTIONS (Examples)
Action SES1.5: Install solar panels on carports at 7 city housing sites for a total of 872 kW by 2021.
Action SES2.1: Replace 100 percent of high-demand lighting fixtures in water and wastewater facilities with LED by 2022.
Action SES2.2: Continue to replace 50 HVAC units per year until all units that use R-22 refrigerant are replaced.
City Lead
Partnerships
Timeframe
SES1.1
SES1.2
SES1.3
SES1.4
SES1.5
City Lead
Partnerships
Timeframe
SES2.1
STATIONARY ENERGY (SE)
Installation of solar energy generation systems at water and wastewater
treatment plants are being considered similar to the Solar Power
Facility at the Lake Pleasant WWTP that produces 7.5 MW of solar
power facility and was completed in 2013 in partnership with SunPower
Corp. through an SSA.
GOAL SES2
Perform deep-energy retrofits to lower total energy use in city-owned and operated buildings 25 percent
from 2010 levels by 2025.
Ongoing Actions
Replace lighting in municipal operations with light emitting diodes
(LEDs) to reduce electricity consumption.
Public Works, Convention
Center, Police, Information
Technology Services,
Water Services and
Aviation Departments
Ongoing,
Short-term
Replacing incandescent and fluorescent lighting in municipal
operations with LEDs results in lower electricity consumption and
longer lifetime of the device.
GOAL SES1
Add 50MW of renewable energy projects on city-owned properties by 2030.
Ongoing Actions
Continue to install solar energy generation systems on city-owned
parking infrastructure.
Public Works Department,
Public Transit Department
Office of
Sustainability, Valley
Metro, APS, SRP
Ongoing,
Long-term
Place solar energy generation systems on city-owned parking lots to
take advantage of the large amounts of space available above the
vehicles while also providing shade, including Park-and-Ride facilities.
Public Transit owns 8 park-and-rides; 4 of the 8 have solar panels.
Pending Actions
Install solar energy generation systems at landfills.
Public Works Department
APS
Ongoing,
Long-term
Landfills are potential candidates for placing large solar energy
generation systems. The Skunk Creek landfill, now decommissioned
and dormant as an unused brownfield, has been identified as a location
for a future City park and/or where a 60-80 MW solar array could be
sited. The SR-85 landfill has an existing 10 MW solar field operated by
Arizona Public Services (APS) and other portions of the 2650-acre
landfill site are amenable to additional solar projects. This effort would
provide the benefit at the decommissioned landfill sites that currently
have no immediate plans of reuse or revitalization to produce clean
energy.
Install solar energy generation systems at Aviation Department
properties, including Phoenix Sky Harbor International Airport.
Aviation Department
Install solar energy generation systems on Choice Neighborhoods
redevelopment properties and other affordable housing
neighborhoods.
Housing Department
Ongoing,
Long-term
Housing developments will include new mixed-income, energy efficient
housing development with solar power generation that will become a
showcase of sustainable development as part of the Choice
Neighborhoods Energy-Efficient Housing and APS Multifamily Solar
Program Partnership Programs. This comprehensive redevelopment
plan will replace 577 obsolete public housing units with 1,011 mixed
income energy-efficient units.
APS
Ongoing,
Long-term
Solar energy generation systems at Sky Harbor International Airport
currently produce 5.97 MW. Possible future solar energy system
installations are being considered through a partnership with APS or
through solar service agreements (SSA).
Install solar energy generation systems at water and wastewater
treatment plants.
Water Services Department
SunPower Corp.
Ongoing,
Long-term

SES2.2
SES2.3
SES2.4
SES2.5
City Lead
Partnerships
Timeframe
SES3.1
City Lead
Partnerships
Timeframe
SES4.1
SES4.2
Attract sustainable and inclusive businesses by developing
entrepreneurship and leadership programs to achieve 2050 goals.
Community and Economic
Development Department
Arizona State
University, Arizona
State Workforce
Board, Maricopa
County Community
College
Short-term
Create, launch and lead a new business attraction strategy designed to
recruit both national and international low and post-carbon companies
to the City of Phoenix. Develop an inclusive entrepreneurship program
that addresses the systemic barriers to wealth generation and small
business formation, serves communities most impacted by the effects
of climate change and supports and promotes the growth of
entrepreneurs and innovators developing business models around
climate action.
Ongoing Actions
Provide services and products to enhance and promote the
provision of safe, efficient, sustainable and affordable residences
and neighborhoods.
Neighborhood Services
Department
Non-Profit
Organizations, Small
Businesses, and
Community Partners
Ongoing,
Short-term
Administer programs citywide that provide low- and moderate-income
Phoenix residents access to housing rehabilitation services to
homeowners and renters, which address emergency health and safety
concerns, stabilize critical systems, remediate lead hazards, and
improve energy efficiency; and preserve naturally occurring affordable
rental housing.
Pending Actions
Participate in Energy Service Contracts that provide energy
efficiency improvements in City of Phoenix facilities located
downtown.
Office of Sustainability
Convention Center,
Public Works, Police,
Water Services,
Aviation Departments
Short-term
The Energy Service Contract program is a performance-based energy
services contract that allows multiple energy conservation measures to
be implemented and paid for over time by the savings achieved from
the combination of those measures.
GOAL SES4
Support energy-efficiency upgrades to existing buildings by developing three new community-wide
conservation and renewable-energy programs by 2025.
GOAL SES3
Offset 100% of municipal electricity use through 200MW of new renewable energy projects by 2030.
Ongoing Actions
Contract with Partners to secure a total of 200MW of utility-scale
renewable energy projects to offset or displace 100% of the
electricity consumed in City operations.
Office of Sustainability
APS, SRP,
Renewable Energy
Providers
Ongoing,
Short-term
After lowering City energy use through other energy conservation
programs, and constructing the maximum amount of solar on City
property, offset the remaining electricity used in City operations through
utility-scale renewable energy projects to be purchased either through
green utility offerings or through virtual agreements with a third parties
to achieve a carbon-neutral electricity declaration by the City on or
before 2030.
Use Energy Management Plans to identify opportunities to reduce
energy use and cost at city-owned facilities.
All Departments
Ongoing,
Short-term
As part of the facilities maintenance program, an energy management
program (EMP) is used that includes ongoing energy audits to identify
opportunities to reduce energy use and cost.
Emerging Technologies Program research on new and innovative
ways to save energy for municipal operations.
Public Works Department
Office of Sustainability
Short-term
Investigate new and innovative ways that save energy by evaluating
technologies that reduce cooling loads in a facility.
Pending Actions
Replace heating, ventilation, and air conditioning (HVAC)
equipment units to increase energy efficiency and phase out R-22
refrigerant.
Public Works Department
Short-term
The Montreal Protocol requires the U.S. to reduce its consumption of
HCFCs by 99.5 percent necessitatiting that equipment utilizing
refrigerants be phased out. 300 HVAC units using this R-22 refrigerant
have been replaced and 634 units need to be replaced.

City Lead
Partnerships
Timeframe
SES5.1
City Lead
Partnerships
Timeframe
SES6.1
SES6.2
SES6.3
SES6.4
Develop incentives and standards to foster private sector
developments that meet or exceed the Living Building Challenge,
Net Positive Design, or equivalent design standards by 2050.
Planning and Development
Department
All Departments
Long-term
New incentives to foster private sector developments that meet or
exceed the Living Building Challenge, Net Positive Design, or
equivalent design standards, are necessary to spur innovation, create
showcase projects, and build capacity in the industry. Planning and
Development will work with industry to accelerate high-performance
building in the region.
Update zoning and other codes and streamline permitting
processes for green/sustainable construction projects to reduce
barriers for consumers.
Planning and Development
Department
Short-term
Updating zoning and other planning and development codes to
promote green/sustainable construction projects to match
internationally recognized sustainability codes. Currently, compliance
with the 2012 International Green Construction Code is voluntary. A
study of options for ordinances for electric vehicle charging stations and
associated infrastructure is being conducted. Future adoption of code
amendments that enhance water conservation and energy efficiency
code requirements based upon the 2021 I-codes is being considered.
Permit processes for solar photovoltaic residential system installations
are being streamlined and a remote inspection program for residential
construction to reduce inspection trips is being put into place.
Design and construct all City of Phoenix municipal operations
facilities to Living Building Challenge, Net Positive Design, or
equivalent design standards by 2050.
Planning and Development
Department
Long-term
The Living Building Challenge is an international sustainable building
certification program that promotes the most advanced measurement of
sustainability in the built environment. On July 6, 2018, the Phoenix City
Council adopted the 2018 International Energy Conservation Code
(2018 IECC), which is a model code that establishes minimum design
and construction requirements for energy efficiency. Phoenix is
currently in the plan review stage for construction of the city's first net-
zero building in collaboration with the Sonoran Studio.
GOAL SES6
Design and construct all new buildings to Living Building Challenge, Net Positive Design, or equivalent
design standards by 2050.
Pending Actions
Pending Actions
Install microgrids in city-owned facilities that serve the City’s
redundancy needs and utilities long-term energy goals.
Water Services Department
APS
Ongoing,
Short-term
During the 23rd Ave WWTP Power Redundancy study, Phoenix
partnered with APS to install a microgrid that would serve both the city's
power redundancy needs and APS's long-term goals. Additional power
redundancy studies will be conducted at different facilities. Microgrids
will be installed at those facilities identified to show a benefit to the
power redundancy needs at those locations.
GOAL SES5
Promote development of community-energy projects, including microgrids, that improve the sustainability
and resilience of the surrounding community’s electricity grid.
Develop embodied carbon calculators applicable to the Phoenix
climate and building materials used within the region.
Planning and Development
Department
Short-term
Work with providers of embodied carbon calculators (such as Athena
and EC3) to develop calculators applicable to our climate zone and to
test those tools on a sample of the building stock. These calculators
can then be used to determine which methods of construction can be
used to lower GHG impact.

City Lead
Partnerships
Timeframe
SES7.1
SES7.2
GOAL SES7
Obtain electricity from an electricity grid that is net-zero by 2050.
Leverage the City's purchasing power to procure 100 percent
renewable electricity for City of Phoenix municipal operations.
Office of Sustainability
APS, SRP
Long-term
Municipal operations are responsible for 3.8 percent of Phoenix’s total
GHG emissions from electricity use as of the 2018 GHG emissions
inventory. To demonstrate leadership, the City had committed to
procure 100 percent renewable electricity for municipal operations by
2050. An initial project with SRP will provide 10.7 MW of electricity
generated from utility-scale solar farms.
Pending Actions
Increase renewable and clean energy resources.
APS, SRP
Office of Sustainability
Long-term
APS and SRP are the utilities that serve Phoenix and the surrounding
areas. By 2030, APS set a goal to achieve a resource mix that is 65
percent clean energy, with 45 percent coming from renewable energy
by 2030. APS has also announced a goal to deliver 100 percent clean,
carbon-free electricity by 2050. SRP set a goal to reduce the amount of
carbon dioxide emissions emitted per megawatt-hour by 62 percent
from 2005 levels by 2035 and by 90 percent by 2050.

QUICK START ACTIONS (Examples)
Action TS1.5: Complete Key Corridor Master Plan by 2021.
Action TS2.1: Complete transition of the Public Transit fixed route fleet to 100% alternative fuel by 2020.
Action TS3.3: Complete construction of the Phoenix Sky Train® by 2022.
City Lead
Partnerships
Timeframe
TS1.1
TS1.2
TS1.3
TS1.4
TS1.5
Pending Actions
Increase bike lane mileage in the city of Phoenix and ensure the
bicycle network is connected and comfortable for riders of all ages
and abilities.
Street Transportation
Department
ADOT, MAG
Ongoing,
Long-term
Bicycling promotes a healthy lifestyle and has significantly lower
emissions and requires much less infrastructure than a motor vehicle.
Phoenix City Council adopted the Comprehensive Bicycle Master Plan
in November 2014. This plan will help develop a comprehensive bicycle
network that is fully connected with the Phoenix community and other
transportation networks. There are 1,065 miles of bi-directional bike
lanes with a goal of 1,995 miles by 2050. In addition to the
Comprehensive Bicycle Master Plan, the T2050 Mobility Improvements
subprogram was established to improve neighborhood mobility through
the construction of new sidewalks and multi-modal connectivity through
the provision of new bicycle facilities.
MAG
Ongoing,
Long-term
Create a network of multi-use paths along the existing canal
network in Phoenix.
The canal network is used to transport water throughout Phoenix and
provides an opportunity to incorporate alternative mobility
improvements along its banks. In 2020, Phoenix opened the initial 12
miles of shared use path along the Grand Canal in Central Phoenix
from Interstate 17 to the city of Tempe. This shared use path provides
safe and convenient walking and biking access between
neighborhoods, transit corridors, local employment, shopping,
education and recreation centers. The next segments will be under
design in late 2020 with implementation by late 2023. 45 percent of
canals have paved paths. By 2050, 90 percent of canals will have
paved and connected paths, with crossings at major streets or barriers.
Two city-wide initiatives, the Key Corridor Master Plan (KCMP) and
Active Transportation Plan, currently underway will help develop a more
robust bicycle and pedestrian network throughout the 15 villages in
Phoenix.
Street Transportation
Department
ADOT, MAG, SRP
Ongoing,
Long-term
Develop a series of corridors with a strong emphasis on active
transportation and connections to high-capacity transit corridors.
Street Transportation
Department
Triple the number of light rail miles in Phoenix by adding 42 miles
of high capacity corridors across the city as part of T2050.
Public Transit Department
Street Transportation
Department
Ongoing,
Long-term
Light rail corridors are being constructed to connect the city. 42 miles of
light rail will be added to the already existing 20 miles of light rail.
GOAL TS1
Implement the city's Complete Streets Policy and Active Transportation Program to encourage multiple
modes of transportation.
TRANSPORTATION SECTOR (TS)
Ongoing Actions
Expand bus service network and service hours, and introduce new
bus rapid transit corridors as part of T2050.
Public Transit Department
Street Transportation
Department
Ongoing,
Long-term
The bus service network is being expanded to include an additional 75
miles of RAPID routes. Six potential bus rapid transit corridors are
being evaluated to identify three potential corridors for the foundation
network. Service hours have been increased to match light rail
operating hours, with increased frequency on high-demand routes to
every 15-minutes.

TS1.6
City Lead
Partnerships
Timeframe
TS2.1
TS2.2
TS2.3
City Lead
Partnerships
Timeframe
TS3.1
TS3.2
TS3.3
Pending Actions
Pending Actions
Using VALE grants, the Aviation Department is developing electric
ground support equipment infrastructure at Phoenix Sky Harbor
International Airport. Teaming with the airlines, over 100 fuel-driven
ground support equipment units have been retired and replaced with
electric units. Forty electric charging stations have been installed and
additional infrastructure will be installed in future terminal construction
projects.
Complete construction of the Phoenix Sky Train®.
Aviation Department
GOAL TS3
Increase the adoption and rollout of electric vehicles and electric-vehicle charging stations.
Ongoing Actions
Purchase electric vehicles when possible for the city of Phoenix
Motor Pool.
Public Works Department
All City Departments,
Mayors Climate
Purchasing
Collaborative
Long-term
Replacing vehicles powered by conventional fuels with electric vehicles
is important to reducing GHG emissions.
Install electric vehicle charging stations for nonroad equipment on
city of Phoenix Aviation properties.
Aviation Department
Airlines, Maricopa
County
Short-term
Short-term
The automated PHX Sky Train® connects travelers between the
METRO Light Rail 44th Street and Washington stop and the airport. 1.9
miles have been completed with 2.5 additional miles scheduled for
completion by 2022.
Ongoing Actions
All city of Phoenix fleet will be fueled by alternative fuels or GHG
net-zero fuels, including electricity.
Public Works, Public
Transit, Aviation, Police
Departments
GOAL TS2
Increase the use of alternative fuels (i.e., fuels other than gasoline and diesel).
Ongoing,
Long-term
The city fleet will continue to transition to alternative fuels with lower
GHG emissions and then to GHG net-zero fuels. Currently, 73 percent
of the fuel used by the fleet is alternative fuel.
Advocate for state and local regulations that promote alternative
fuel sales in the Phoenix metropolitan area.
Government Relations
Departments
ADEQ
Short-term
Alternative fuels are fuels that are not fossil fuels. These fuels are used
in place of fossil fuels to decrease GHG emissions. It is important to
advocate for further local GHG emissions reductions from state and
local regulations that promote alternative fuel sales in the Phoenix
metropolitan area.
All new garbage trucks will be replaced with trucks powered by
compressed natural gas.
Public Works Department
Ongoing,
Medium-term
As part of cleaner air initiatives, diesel-engine solid waste trucks are
being replaced with CNG-fueled ones improving air quality and
reducing GHG emissions. By 2030, the majority of existing garbage
trucks will be replaced with cleaner burning CNG-fueled trucks or
electric vehicle garbage truck options as they become available. The
Solid Waste Field Services division uses a fleet of alternative fuel
equipment to collect, reuse and recycle green organics, and bulk trash
from approximately 400,000 residential customers each week and uses
100% alternative fuel, with 150 units using CNG, and 60 of which use
ultra-low NOx CNG engines, out of a total of 234 units.
Develop communities that are walkable and have access to light
rail as part of Reinvent PHX.
Planning and Development
Department
Community and
Economic
Development, U.S.
Department of
Housing and Urban
Development, Arizona
State University,
Vitalyst Health
Foundation
Ongoing,
Long-term
Reinvent PHX is a collaborative partnership committed to developing
walkable, opportunity-rich communities connected to light rail. Five
Transit oriented development (TOD) districts were identified and
sustainability, health impact, and economic assessments were
produced to create action plans for each district through district steering
committees. The total acreage of expanded infill development within
TOD areas is 403 acres. 707 affordable housing units have been
developed within the TOD areas. Over seven miles of bike lanes have
been added to TOD areas.

TS3.4
City Lead
Partnerships
Timeframe
TS4.1
TS4.2
TS4.3
TS4.4
Make job training for city of Phoenix employees available in a
digital format.
Human Resources
Department
Information
Technology Services
Department
Short-term
Providing job training in a digital format reduces GHG emissions. These
reductions may come from reduced amount of travel to a training
facility, reduction of space dedicated to training, and printing of training
materials. Using Coronavirus Aid, Relief, and Economic Security
(CARES) Act funds, a learning management system is being developed
that will provide virtual learning opportunities with access to a large
database of training material that will reduce in-person facilitation of
training and reduced hard copy of training materials.
Transition to digital communications with residents, where
possible, without a decrease in the level of service provided.
Communications Office
A transition to digital communications will decrease GHG emissions by
eliminating the need for printed materials and their distribution. It is
important to consider residents who may not be able to receive
communications digitally.
Federal tax credits are available for some all-electric and plug-in
hybrids models. Policy support at the state and local levels is needed to
increase sales of electric vehicles. This includes developing ordinances
for electric vehicle charging infrastructure to support the adoption of
electric vehicles.
Ongoing Actions
Pending Actions
Utilize reciprocal agreements with private haulers and other
municipal entities to reduce trips and distance traveled hauling
garbage to transfer stations and landfill.
Public Works Department
Advocate for state and local regulations that incentivize that new
vehicle sales in the Phoenix metropolitan area be battery-electric
or plug-in electric vehicles, including electric vehicle charging
infrastructure.
Govermental Relations
Department
Office of
Sustainability, MAG,
Maricopa County,
APS, SRP
Short-term
Establish a policy that promotes teleworking for city of Phoenix
municipal operations.
Human Resources
Department
Maricopa County
GOAL TS4
Reduce the number of trips taken, while maintaining a thriving economy.
Short-term
Maricopa County Ordinance P-7 Travel Reduction Program requires a
reduction of the amount of travel performed in a single occupancy
vehicle by using alternative forms of travel. Teleworking is an important
element of a travel reduction plan and should be established for city of
Phoenix employees where possible. It is also important to incentivize
and promote teleworking for all employers, regardless of size.
Short-term
The Solid Waste Field Services division has reciprocal agreements
with private haulers and other municipal entities that provide economic
and increased service efficiency for the solid waste operation. These
agreements have saved approximately 200,000 miles of travel.
Long-term

QUICK START ACTIONS (Examples)
Action WR1.3: Complete Recycled Asphalt Pavement project by 2025.
Action WR2.2: Complete SR-85 Landfill gas capture project by 2025.
Action WR3.2: Increase number of Green Organic Roll Off Pulls by 5 percent annually.
City Lead
Partnerships
Timeframe
WR1.1
WR1.2
WR1.3
SES3.3
WR1.4
Medium-term
The Reclaimed Asphalt Pavement (RAP) Project is assessing the cost
effectiveness and performance using different proportions of RAP on
Phoenix streets as part of traditional paving materials. Phase II was
recently completed, which involved performance tests on a road section
within the city. If pilot is successful, this process will be applied on city
streets.
Pending Actions
Continue to implement waste reduction programs at the two
material recovery facilities, including a composting facility that
recovers organic waste.
Public Works Department
Ongoing,
Long-term
Material recovery facilities (MRFs) are specialized facilities that receive,
separate, and prepare recyclable materials for sale. Phoenix has two
MRFs, one at the North Gateway Transfer Station and one at the 27th
Avenue Transfer Station. The city's composting facility was opened in
2017 and is a key component of Reimagine Phoenix. Phoenix
processes roughly 169,000 tons of recyclables and 55,000 tons of
organic waste per year at these facilities.
Use the Adaptive Reuse Program to continue to assist with
streamlining the process and steps required to repurpose existing
buildings for new business uses.
Planning and Development
Department
Ongoing,
Long-term
Repurposing existing buildings for new uses can be challenging.
Phoenix’s Adaptive Reuse Program encourages the reuse (recycling) of
buildings to promote business uses and offers incentives that help
bring life to underutilized buildings, supports local businesses, takes
advantage of existing infrastructure and supports our neighborhoods.
During the past five years, the city of Phoenix has assisted 151
qualified adaptive reuse projects by providing over $450,000 in
Adaptive Reuse Incentives.
Reuse recycled asphalt as street pavement.
Street Transportation
Department
Arizona State
University
Continue to implement reuse programs to eliminate waste by
reusing items previously identified as waste.
Public Works Department
WASTE AS A RESOURCE (WR)
GOAL WR1
Implement programs to increase the reuse and recovery of waste materials and promote social and
economic value.
Ongoing Actions
Continue to identify and collect waste materials to recycle.
Public Works Department
Ongoing,
Long-term
Programs are in place to recycle used fluorescent lamps, tires,
batteries and steel, which can generate revenue. In fiscal year 2019-
2020, 27,343 tires and 10,350 batteries were recycled. Approximately
1,100 tons of steel is recycled annually. In addition, Household
Hazardous Waste (HHW) disposal events are held for customers so
that this waste may be properly handled and processed.
Ongoing,
Long-term
Waste materials are identified and collected for reuse. The Make
Ready program reuses auto parts reducing waste sent to the landfill
and saving over $120,000 in fiscal year 2019-2020.

City Lead
Partnerships
Timeframe
WR2.1
WR2.2
City Lead
Partnerships
Timeframe
WR3.1
WR3.2
WR3.3
WR3.4
Ongoing,
Short-term
The Zero Waste team provides education on proper recycling, including
group tours of the city's North Gateway Transfer Station and MRF,
educational presentations to schools, neighborhood and community
meetings, and hosting informational booths at community events. In
2019, the Public Works Zero Waste team interacted with approximately
23,500 community members.
GOAL WR3
Increase waste-diversion participation by all residents and businesses.
Ongoing Actions
As part of the Aviation Department Sustainability Management Plan
Update, a voluntary “Green Tenant” program is being developed to
encourage greater collaboration between the Aviation Department and
airport tenants on airport sustainability goals. Aviation Department met
the waste diversion goal of 40 percent in 2019, a year earlier than
targeted.
The Green Business Leader (GBL) program started in 2017 as part of
the Reimagine Phoenix initiative to create public-private partnerships to
further waste diversion in the city. In 2019, the GBL program expanded
to recognize businesses for efforts around water conservation, energy
efficiency and sustainable purchasing, in addition to waste diversion.
There are more than 100 certified Green Businesses, that in total have
diverted over 5,000 tons of waste.
Provide outreach and feedback to residents what can and cannot
be recycled through presentations to schools and communities.
Public Works Department
Pending Actions
Increase resident participation in the Green Organics Residential
program and recycling program.
Public Works Department
Short-term
Waste diversion efforts include diversion of organic materials. Through
the Green Organics Residential Collection program, organic material,
like yard trimmings, untreated wood, tree fruit, and cactus, is collected
from residential properties. Currently, there are six green organic
material collection routes collecting residential organic material each
week. This organic material is then transported to the 27th Avenue
Compost Facility to be processed.
Increase number of businesses that participate in the Phoenix
Green Business Leader Program that recognizes Phoenix
businesses that have sustainable practices, including increased
waste diversion.
Public Works Department
Office of
Sustainability, Office
of Environmental
Programs, Water
Services Department
Ongoing,
Short-term
Increase number of businesses that participate in the “green
tenant” program at Sky Harbor International Airport.
Aviation Department
Airport Tenants
Ongoing,
Short-term
Capture and reuse methane as vehicle fuel as part of the Landfill
Gas Recovery Project at SR-85 Landfill.
Public Works Department
Short-term
State Route 85 (SR-85) Landfill is Phoenix’s only active landfill and
receives over one million tons of waste per year from Phoenix and
other sources. The waste decomposes and produces landfill gas that is
roughly half methane and half carbon dioxide. A project will be
developed in the future to capture the landfill gas and use it as fuel.
Public Works Department
Short-term
Landfill gas capture systems are utilized at SR-85, the city’s only active
landfill, and decommissioned landfills, including Skunk Creek, 27th
Avenue, Deer Valley, 19th Avenue, and Del Rio landfills. These
systems capture methane gas that is produced by decomposing waste
and is combusted to produce a less GHG intensive gas.
Continue to utilize methane capture systems on active and
decommissioned landfills to oxidize methane that is produced to
Pending Actions
Ongoing Actions
GOAL WR2
Reduce GHG emissions resulting from the degradation of waste by increasing landfill gas capture.

WR3.5
City Lead
Partnerships
Timeframe
WR4.1
WR4.2
City Lead
Partnerships
Timeframe
WR5.1
City Lead
Partnerships
Timeframe
W4.1
Ongoing,
Short-term
Ongoing Actions
City Clerk Department
State of Arizona
Short-term
Volatile organic compounds are chemicals that evaporate quickly and
are precursors to ozone. One way to limit their use is to transition to
vegetable-based inks that are formulated to minimize and, in some
cases, eliminate the use of volatile organic compounds as much as
possible.
To decrease the production of waste from paper-based transactions
and communications, digital communications will replace paper-based
communications. If paper is still necessary, the paper that is used
should contain recycled content.
Use digital communication or recycled paper when possible.
Communications, City
Clerk, Human Resources
Utilize vegetable-based inks that are formulated to reduce
solvents.
Ameresco, Inc.
Short-term
Renewable energy projects provide biological sources of natural gas,
which can displace natural gas from fossil fuel sources. Biogas that is
produced as a result of treatment at the wastewater treatment plants
contains methane. As part of the city's pledge to be a sustainable and
cost-effective utility, a renewable energy project at 91st Avenue
Wastewater Treatment Plant treats, transfers and sells biogas as a
renewable green energy commodity. The city will investigate other
opportunities for biogas capture at other water and wastewater
treatment facilities.
GOAL WR6
Reduce greenhouse gas emissions from water and wastewater treatment by capturing biogas from
treatment processes and increasing renewable sources of energy.
Pending Actions
Identify water and wastewater facilities where biogas can be
treated, transferred and sold as a renewable green energy
commodity. Investigate other opportunities for biogas capture.
Water Services Department
Increase the number of existing buildings that are repurposed
instead of demolished.
Planning and Development
Ongoing,
Long-term
In addition to reuse of materials, it is important to reuse buildings
through the Adaptive Reuse Ordinance where existing buildings are
repurposed. There are eleven adaptive reuse projects underway in
Eastlake-Garfield, four in Midtown, nine in Uptown, and two in Gateway.
The Rio Reimagined Project encompasses more than 78,000 acres
and 1,189 potential brownfields. Cleaning up and reuse of these
properties brings community, economic, and environmental benefits.
The Rio Salado, Agua Fria and Gila Rivers will be revitalized by
reconnecting the community with the river and be a catalyst for
economic growth. Utilize resoures obtained through a U.S. EPA grants
t
d
t
i
t l
t
d l
GOAL WR5
Expand brownfield redevelopment along the Rio Salado in Phoenix.
Pending Actions
Office of Environmental
Programs, Community &
Economic Development
Department
U.S. EPA, ADEQ,
ASU, Cities of
Avondale & Tempe
Medium-term
Increase the cleanup and redevelopment of brownfields in the Rio
Reimagined Project area.
GOAL WR4
Transition to green alternatives from environmentally hazardous materials.

QUICK START ACTIONS (Examples)
Action AQ1.1: Obtain a new DERA grant by 2025.
Action AQ2.1: Ensure city-owned vacant lots remain stabilized to prevent dust and PM emissions.
City Lead
Partnerships
Timeframe
AQ1.1
AQ1.2
AQ1.3
City Lead
Partnerships
Timeframe
AQ2.1
AQ2.2
Promote activities that reduce emissions of PM-2.5.
Office of Environmental
Programs
MAG, MCAQD,
ADEQ, EPA
Ongoing,
Short-term
Particulate matter with a diameter of 2.5 micrometers or smaller (PM-
2.5) is primarily soot from burning activities, but also comes from
vehicle exhaust. Efforts to reduce PM-2.5 include retrofitting fireplaces
and improvements in vehicle exhaust systems.
Ongoing Actions
Continue to stabilize and maintain surfaces to reduce PM-10
emissions.
Street Transportation
Department
Office of
Environmental
Programs
Ongoing,
Short-term
The largest sources of PM-10 are from unpaved roads and paved
roads. Much of the efforts to decrease PM-10 have been focused on
stabilizing these surfaces and maintaining them with the use of street
sweepers. The city has stabilized streets, lots and alleys, and
conducted outreach activities to ensure that residents would become of
methods to prevent the formation of dust. The city of Phoenix has
paved or stabilized over 500 miles of alleys since 2012 as part of the
Five Percent Plan.
Public Works
U.S. EPA, Mr. Bults,
Inc.
Ongoing,
Short-term
Calculate the reduction in ozone precursor emissions from
transportation resulting from the the various actions being undertaken
by the different departments.
The Public Works Department was recently awarded $1 million in
Diesel Emissions Reduction Act (DERA) grants by the US
Environmental Protection Agency (EPA) to replace some of the
department's diesel-fueled trucks. The grant money will be combined
with matching funds of $2.1 million from Phoenix Public Works and its
private partner, Mr. Bults Inc., to purchase nine new solid waste
collection trucks and one long-haul truck fueled by CNG to replace old,
diesel-fueled vehicles.
Pending Actions
AIR QUALITY (AQ)
Continue to colloborate with regional entities to address ozone
precursor emissions.
GOAL AQ2
Decrease emissions of dust/particulate matter (PM-10 and PM-2.5).
Office of Environmental
Programs
MAG, MCAQD, ADEQ
Ongoing,
Short-term
The city collaborates with various regional entities to focus on how best
to reduce ozone throughout the metropolitan area, including the MAG,
MCAQD, ADEQ, and other valley cities. The city is a member of the
MAG Technical Air Quality Committee, the Maricopa County Clean Air
Council, and the ADEQ Air Quality Coalition.
Determine the air quality improvements from actions completed
from changes in the transportation sector.
Office of Environmental
Programs
All Departments
Ongoing,
Short-term
GOAL AQ1
Decrease ozone precursor emissions, including NOx and VOCs from municipal vehicles by 10% by 2025.
Ongoing Actions
Use Diesel Emissions Reductions Act (DERA) grants to transition
to cleaner burning vehicles.

QUICK START ACTIONS (Examples)
Action LFS2.2: Incorporate agriculture, food processing, and distribution into existing and future economic development plans by 2020.
Action LFS5.2: Convene local food producers with city staff, leaders, and elected officials to build trust and understanding by 2020.
Action LFS3.1: Update codes and ordinances where appropriate to eliminate barriers and encourage developing a healthy food infrastructure,
including food waste diversion by 2021.
Action LFS3.3: Complete an inventory of city-owned parcels as opportunities for urban agriculture, focused on food deserts within irrigation
districts by mid-2021.
Action LFS5.4: Complete a GHG Emissions Inventory for the local food system, defined as Maricopa County by 2023.
City Lead
Partnerships
Timeframe
LFS1.1
LFS1.2
LFS1.3
LFS1.4
City Lead
Partnerships
Timeframe
LFS2.1
Office of Environmental
Programs
Community and
Economic
Development
Department;
University of Arizona,
Arizona State
University
Short-term
June 2021
Phoenix has the potential to be an agricultural technology innovation
hub, with a focus on farming that is water efficient, restorative and
adaptable to the arid climate and high temperatures. Coordination with
internal and external economic development professionals will be done
to evaluate the economic development potential of the food system as
a local industry cluster. Create opportunities to connect food production
businesses with available land. Continue to collaborate with academic
partners to establish an agriculture technology initiative.
Recognize food production as a highest and best use of land.
GOAL LFS2
Businesses that produce, process, distribute, and sell local and healthy food should be recognized as
integral to the economy and encouraged to grow and thrive in Phoenix.
Pending Actions
Short-term
Ongoing
Support education and awareness on all aspects of the food system
and create opportunities to create or enhance urban agriculture, health
and nutrition education for youth, adults, and seniors. Collaborate with
state and county agencies working with school districts in Phoenix and
support Farm to Table programs in schools.
Promote existing healthy food assets, such as farmers markets,
grocery stores, retail, community gardens, farms, etc.
Office of Environmental
Programs
Community and
Economic
Development
Department
Short-term
December 2020
Use existing financial resources for food production and
infrastructure. Pursue grants and other funding opportunities that
will enhance the community’s access to healthy foods.
Office of Environmental
Programs
Governmental,
philanthropic and
place-based funders
Short-term
December 2020
Identify funding resources available through private sector, government,
and philanthropic sources. It is important to determine the viability of
using current funding mechanisms available from the City that can be
used for food system improvements. Collaborate with key partners to
facilitate new opportunities for urban-scale gardens, farms, gleaning,
and distribution systems.
Focus on efforts to address challenges within communities with limited
access to fresh healthy food, followed by a city-wide approach to
planning for food access for all communities. identify existing food and
farm assets within food desert areas, such as the South Phoenix and
Maryvale communities. Develop asset maps that are accessible by
residents thought a variety of communication tools, including online
mapping, apps, social media with written resources available at city
libraries, community centers, and recreations centers.
Partner with schools and others to support and promote education
for youth and adults.
Office of Environmental
Programs
City of Phoenix Youth
& Education Office,
Phoenix School
Districts, Nonprofits,
community &
grassroot
organizations
LOCAL FOOD SYSTEMS (LFS)
GOAL LFS1
All people living in Phoenix should have enough to eat and have access to affordable, healthy, local, and
culturally appropriate food.
Pending Actions
Incorporate agriculture, food processing, and distribution into
existing and future land use plans. Collaborate with key partners
to facilitate new opportunities for urban-scale gardens, farms,
gleaning, and distribution systems.
Office of Environmental
Programs
Planning and
Development
Department
Short-term
June 2021
PlanPHX emphasizes the importance of residents having access to
healthy food and sets measures for access within a ¼-mile. Policies
that are supportive of food access should be integrated into future
redevelopment, transit-oriented, and other land use plans. Explore
criteria for various transportation, tree and shade, urban heat island
and similar projects that create safe and convenient connections
between residential neighborhoods and healthy food assets. Study the
impacts of local food production on food equity and social justice for
low income communities.
NOTE: The goals and actions identified in the Local Food Systems section are from the 2025 Phoenix Food Action Plan adopted in March 2020 by Phoenix City Council with
implementation by 2025.

LFS2.2
LFS2.3
LFS2.4
City Lead
Partnerships
Timeframe
LFS3.1
LFS3.2
LFS3.3
Explore development of agriculture community land trusts and/or
preservation mechanisms.
Office of Environmental
Programs
Community and
Economic
Development, Real
Estate, Water
Services, Planning
and Development
Departments; MarCo,
Arizona Community
Short-term
December 2020
Various mechanisms that could be used in concert with nonprofit and
private partnerships to preserve land for food production will be
identified, as well as best practices of other cities. Existing city policies
impacting agricultural land uses will be reviewed. Recommendations
will be made for new or modifications to existing policies.
Explore the use of City-owned parcels as opportunities for urban
agriculture, focused on food deserts within irrigation districts.
Office of Environmental
Programs
Parks and Recreation,
Public Works, Water
Services, and Real
Estate Departments
Short-term
June 2021
Develop, with City departments, guidelines on how to lease/buy city
owned land for food production, including establishing appropriate
minimum length of lease terms feasible for agriculture. Adopt policies
allowing the use of park land and other city-owned land, where feasible
and appropriate, for food production. An inventory of land potentially
available for agricultural use will be created, including Brownfields.
Upon identification of available city-owned land located in food desert
and irrigation district areas, a Request for Proposal for agricultural
development may be issued.
GOAL LFS3
Growing food in Phoenix and the region should be easy and valued whether for personal use or for
business.
Pending Actions
Update codes and ordinances where appropriate to eliminate
barriers and encourage developing a healthy food infrastructure.
Office of Environmental
Programs
Planning and
Development
Department; local
food producers, and
businesses
Short-term
December 2021
Existing zoning codes will be further clarified to clearly identify which
zoning classifications and requirements are needed for various
agricultural and food production uses, commercial and residential,
including, hydroponic, aquaponics, growing inside structures, and for
burgeoning uses, such as rooftop and building-integrated agriculture.
Identify and update/amend appropriate sections of the zoning code to
clearly identify zoning districts in which agricultural land uses are
permitted. Develop definitions for agricultural land uses. Develop
streamlined processes for agricultural zoning. Explore the development
of an “Agritainment” zoning districts, and zoning incentive models
(density, PAD district, similar zoning options) that encourages set
asides of land for food production.
Establish a local food buying preference in future City contracts
and include in current Sustainable Purchasing Policy.
Office of Environmental
Programs
Finance Department
Short-term
June 2021
Develop appropriate contract language that can be incorporated into
City contracts for the purchase of local food. Coordination with internal
departments to develop guidelines and language, and potentially set
procurement goals. Provide healthy, local produce to city employees
through a Community Supported Agriculture (CSA) program and pilot in
downtown City facilities initiated. Explore the development of heathy
procurement guidelines for City events and facilities.
Partner with stakeholders to support and promote a Buy Local
Food campaign.
Office of Environmental
Programs
Local First Arizona
Foundation, MarCo,
Local Food
Producers; Grocers
Short-term
December 2021
Educate and engage residents on the benefits of purchasing locally-
produced food. Develop a Buy Local Food Campaign in collaboration
with partners, such as Local First Arizona Foundation and others.
Partnership opportunities with grocers to further promote Buy Local will
be established or enhanced.
Incorporate agriculture, food processing, and distribution into
existing and future economic development plans.
Office of Environmental
Programs
Municipal/Regional/St
ate Economic
Development
Organizations (EDOs)
Short-term
June 2021
Assist agricultural entrepreneurs and existing food-related businesses
and identify financial and technical resources and the most effective
means to make those resources available. Develop comprehensive,
user-friendly information on the requirements of food production,
processing, and distribution businesses that is available from the city
and through partners.

LFS3.4
LFS3.5
City Lead
Partnerships
Timeframe
LFS4.1
LFS4.2
LFS4.3
Support and promote methods to prevent edible food from
entering the waste stream.
Office of Environmental
Programs
Public Works
Department; MarCo,
Waste Not,
restaurants,
institutions
Short-term
December 2020
A key factor in preventing food waste is to provide means for edible
food to be consumed. In the United States an estimated 30-40% of food
goes uneaten and ends up in landfills, further contributing to
greenhouse gas emissions. Creating opportunities to provide edible
food to those that don’t have enough to eat involves collaborating with
stakeholders to identify solutions. Opportunities for collaboration with
other stakeholders involved in the prevention of food waste and food
rescue will be evaluated.
Promote and support sustainable practices in all areas of the food
system.
Office of Environmental
Programs
Community and
Economic
Development, ASU,
Cities within Maricopa
County
Short-term
June 2022
The food economy is an integral contributor to the overall economic
vitality of the City. Business opportunities are varied, from agricultural
entrepreneurs, catering, restaurants, food trucks, mobile markets, retail,
such as neighborhood bodegas or convenience stores, and for
backyard gardeners to sell their produce. Identifying and providing
business resources, including water and energy efficiency, regenerative
agricultural practices, and safe food handling are keys to creating a
sustainable food economy. Continue working toward development of a
Sustainable Food Economy Accelerator for entreprenuers. identify
mechanisms to assist food-related businesses, including technical
assistance and financial resources.
GOAL LFS4
Food-related waste should be prevented, reused, or recycled. Sustainable food production practices that
maintain a healthy environment are desired.
Pending Actions
Update codes and ordinances to clarify food waste diversion, i.e.,
composting opportunities.
Office of Environmental
Programs
Planning and
Development, Public
Works Department,
MarCo, Business
Short-term
December 2021
Providing clear and understandable codes and ordinances to clarify
food waste diversion, such as composting, is essential to a thriving
local food system. This includes identifying and updating/amending
appropriate sections of the zoning code to clearly identify zoning
requirements for composting opportunities.
Support the growth of land uses that contribute to a healthy and
sustainable food system (i.e. grocery stores, community gardens,
urban farms and other urban agriculture elements).
Office of Environmental
Programs
Planning &
Development,
Community and
Economic
Development
Departments, GPEC,
school districts
Short-term
December 2021
In addition to city-owned land, there is the opportunity to support efforts
to expand urban food production on residential, commercial and
institutional properties. Support and encourage collaboration between
public and private sectors and small/medium sized farms, food-hubs,
mobile markets, co-ops, community and back-yard gardens. Establish
community commercial kitchens and/or use existing commercial
kitchens. Explore opportunities to work with vacant schools with
kitchens to use as a training and economic development resource will
be performed.
Use existing and explore new job training resources, where
feasible, and partner with others to provide training opportunities.
Office of Environmental
Programs
City of Phoenix
Workforce
Development,
Maricopa Community
Colleges, University
of Arizona
Short-term
June 2022
A cornerstone in a sustainable local food system is the development of
career pathways in farming. Support programs focused on training
future farmers and collaborate with partners and institutions, such as
the University of Arizona Cooperative Extension of Maricopa County.
Identify other potential partners with a focus on providing training for
new farmers. Facilitate business training programs for farmers to gain
more marketing knowledge and expertise. Explore city policies that
support the creation of agricultural employment training opportunities to
further promote job creation in the agriculture sector.

City Lead
Partnerships
Timeframe
LFS5.1
LFS5.2
LFS5.3
LFS5.4
Complete a GHG Emissions Inventory for the local food system,
defined as Maricopa County.
Office of Environmental
Programs
MarCo; University of
Arizona, NRDC,
ICLEI, ASU
Short-term
December 2023
Complete a GHG emissions inventory of the local food system, that is
Maricopa County, to determine which reduction actions will be
necessary to reduce the GHG emissions from the production,
processing and delivery of food across Phoenix and the region.
Convene local food producers with city staff, leaders, and elected
officials to build trust and understanding.
Office of Environmental
Programs
Phoenix elected
officials and city
departments, Local
First Arizona
Foundation, local food
producers
Short-term
December 2020
and Ongoing
Create opportunities and collaborate with stakeholders to identify
solutions for providing edible food to those that don’t have enough to
eat.
Explore funding opportunities from federal, state, and
philanthropic organizations for food system activities and staff.
Office of Environmental
Programs
Potential funders
Short-term
Ongoing
Identify and submit for funding opportunities from federal, state, and
philanthropic organizations for food system activities and staff.
Resources to conduct recommended actions will be needed. Obtaining
funding from all feasible and available resources will be paramount to
the success of achieving the goals, strategies and actions identified.
GOAL LFS5
Develop food policies and actions that address local and global challenges posed by climate change,
urbanization, political and economic crises, population growth and other factors.
Pending Actions
Research policies and actions that plan for future shocks related
to changing population growth, hazards, economic conditions and
climate.
Office of Environmental
Programs
Stakeholders from
within all aspects of
the local food system.
Short-term
December 2021
Conduct research on best practices and explore ways to integrate food
system resiliency within existing and future hazard mitigation,
emergency response, and or resilience planning efforts. OEP would
serve as the lead for food systems in future resilience planning.
Coordination with City Departments and external stakeholders will
identify opportunities for food system integration.

QUICK START ACTIONS (Examples)
Action H1.2: Complete walkshed mapping tool pilot by 2020.
Action H2.7: Provide shade at all 4,050 bus stops by 2025.
Action H4.2: Complete street cool seal pilot project by 2025.
Action H5.1: Complete pilot certification as a HeatReady City by 2022.
City Lead
Partnerships
Timeframe
H1.1
H1.2
H1.3
City Lead
Partnerships
Timeframe
H2.1
H2.2
H2.3
H2.4
Office of
Sustainability,
Planning and
Development
Department
Medium-term
The Tree and Shade Master Plan launched in 2010 with a vision to
double the tree and shade canopy by 2030 to 25%. The Tree and
Shade Master Plan implementation is supported by over $5 million in
annual funding to City departments as part of a City-wide program with
4000 trees now being planted annually on City streets, parks and rights
of way.
Maintain and update tree database for entire Phoenix Parks
system.
Increase tree and shade canopy of parks by 30% by 2030.
Parks and Recreation
Department
Medium-term
The Parks and Recreation Department plans to plant 1500 trees
annually. As of summer, 2020, 131 parks currently meet the 25%
canopy coverage; with 29 parks that are in process to meet the goal.
The urban heat island effect can be reduced locally by creating cool
corridors. These corridors would provide cooling through shaded
walkways, green spaces and sources of water to aid against the heat.
The cool corridors would be placed where the walkshed mapping tool
identified the greatest need of a walkway in vulnerable communities to
facilitate movement from residents’ homes to work, school, and play.
Short-term
Street Transportation
Department
Planning and Development
Department
Construct cool corridors in vulnerable communities.
Parks and Recreation
Department
TreeKeeper
Short-term
Using TreeKeeper software, trees will be tracked as they are planted
and removed, along with the estimated value of the trees and estimated
environmental benefits.
Educate City staff on proper tree care, including Right Tree, Right
Place training, and the use of tall pots to help establish plants.
Parks & Recreation
Department
Street Transportation
Department, Office of
Sustainability,
AmeriCorps VISTA
Short-term
Increasing the tree canopy of the urban forest requires that the right
trees are planted in the right place for long-term growth. Recently, in
order to increase the success rate of planting, a method was piloted to
use tall pots to increase the number of plants that survive.
GOAL H2
Increase shade provided by trees or constructed shade in parks, streets and rights-of-way.
Ongoing Actions
Continue to implement the Tree and Shade Master Plan to
establish 25% tree and shade canopy city-wide by 2030.
Street Transportation and
Parks and Recreation
Departments
Develop walkshed mapping tool to identify key pedestrian
corridors and priority routes for adding shade in vulnerable
neighborhoods and increase shade provided by trees or
constructed shade.
Office of Sustainability
ASU
Short-term
A next generation Walkshed mapping tool, based on the principles of a
model developed by Harvard students studing in Phoenix, is being
developed in partnership with ASU to identify key pedestrian corridors
and priority routes for adding shade in vulnerable neighborhoods. The
tool considers zero car households, proximity to schools, shopping and
transit, and identified the most likely routes or “walkshed” that
pedestrians would likely take in a given neighborhood. The tool is being
piloted in 2020 and will be used to select corridors for implementing
priority tree and shade elements.
HEAT (H)
GOAL H1
Create a network of cool corridors in vulnerable communities to facilitate movement from residents’ homes
to their places of employment, education and play.
Pending Actions
Update Phoenix’s Walkable Urban Code to include additional heat
mitigation actions.
Planning and Development
Department
Short-term
The Walkable Urban Code regulates development in proximity to light
rail stations. Additional heat mitigation actions are being considered to
be included in the code, along with the current shade requirements.

H2.5
H2.6
H2.7
City Lead
Partnerships
Timeframe
H3.1
H3.2
H3.4
Pending Actions
Increase shade at public transit stops in the City.
Public Transit Department
Short-term
An overarching goal of the T2050 plan was to provide all residents in
the City with accessible transit and build ridership. Within that goal is
the element to provide shade at all bus stops in the City – 4,050 bus
stops by 2025. Currently, 2,680 of those bus stops have constructed
shade structures.
Pending Actions
Plant trees in neighborhoods with an emphasis on targeted areas
in the most recent urban heat island maps.
Office of Sustainability
Short-term
Work with communities and partners to identify and develop cool
assets in vulnerable communities such that all residents in those
communities will be within a quarter mile of a cooling asset. The
program will leverage the City’s weatherization program, to provide
energy upgrades to low income housing in these neighborhoods and
seek grant funding to support deep engagement with the community
and the construction of new cooling elements.
Continue to participate in the Heat Relief Regional Network.
City of Phoenix
MAG
Short-term
The Heat Relief Regional Network is a regional partnership of the
Maricopa Association of Governments (MAG), municipalities, nonprofit
organizations, the faith-based community, and businesses. The Heat
Relief Regional Network works with 137 partner organizations to
provide water, resources and wellness checks in communities
alongside an education and awareness campaign each summer
focusing on vulnerable communities. The number of heat related
deaths in the county has risen in each of the last four years with nearly
200 heat related deaths in 2019.
Coordinate and track the planting of trees to achieve the 25% tree
and shade canopy goal.
Environmental Quality and
Sustainability Commission
Office of
Environmental
Programs and Office
of Sustainability
Short-term
At the direction of the Phoenix City Council, the Environmental Quality
and Sustainability Commission (EQSC) created the Urban Heat
Island/Tree and Shade Subcommittee (UHITS) with the purpose to
evaluate, analyze and recommend policies to address the issues
surrounding Urban Heat and to advance implementation of the Phoenix
Tree and Shade Master Plan.
GOAL H3
Provide resources and services to residents to manage heat.
Ongoing Actions
Educate the community on proper planting and care for trees
through the Citizen Forester Program.
Parks and Recreation
Department
Office of
Sustainability,
AmeriCorps VISTA,
HandsOn Greater
Phoenix
Short-term
Increasing the tree canopy throughout the city will require community
participation. Education on how to properly plant and care for trees is
provided through the Citizen Forester program. Citizen Foresters
advocate for trees by promoting best practices regarding proper tree
planting and maintenance techniques, while supporting community
efforts to achieve tree and shade canopy goals. Residents can become
certified as Citizen Foresters and assist in the planting and care of the
urban forest.
Implement Project sunBLOCK, which includes permanent and
temporary public art microclimates.
Arts and Culture
Department
Public Transit
Department
Short-term
Project sunBLOCK is composed of permanent and temporary public art
microclimates that lower the intense heat confronting pedestrians along
key corridors in two of Central Phoenix’s hottest neighborhoods. The
project brings community, artists, designers and environmental
specialists together to create designs that both visually and physically
cool transit stops and surrounding streetscapes.

City Lead
Partnerships
Timeframe
H4.1
H4.2
H4.3
City Lead
Partnerships
Timeframe
H5.1
H5.2
Pending Actions
Pilot HeatReady certification in partnership with ASU.
Office of Sustainability
ASU
Short-term
Where more than 2000 cities including Phoenix have achieved
“StormReady” certification by the National Weather Service, ASU in
partnership with the City are seeking to pilot a HeatReady certification
program—identifying the policies, programs and governance framework
and scorecard to assist cities in preparing for increasing temperatures
and heat waves. With Phoenix being the epicenter of research related
to heat and a hotbed of heat-related programs, ASU and the City are
seeking to develop HeatReady to allow it to become a national or
international certification program.
GOAL H4
Increase the use of high albedo, or reflective, materials in infrastructure projects.
Ongoing Actions
Public Works Department
Continue to implement the Cool (Energy Star) Roofs on city-owned
buildings.
Short-term
Coating the roof reduces the amount of energy needed to cool the
building, reducing GHG emissions. Cool (Energy Star) Roofs is the
standard for all departments that work with the Public Works
Department (PWD) to handle their roof replacement, as well as for
those buildings owned by PWD. This type of roof has been
implemented for PWD owned buildings since 2005.
Expand HeatReady Certification nationally or internationally.
Office of Sustainability
ASU, C40, National
Weather Service,
Global Cool Cities
Alliance
Short-term
After piloting and refining HeatReady Certification in Arizona, ASU and
the City are seeking to test HeatReady nationally and internationally to
increase its functionality and shared learnings and, more importantly,
its impact. C40 and the Global Cool Cities Alliance have both
expressed interest in becoming the global verification and certification
body once the certification tool reaches maturity.
GOAL H5
Develop HeatReady certification for Cities.
Pending Actions
Street Transportation
Department
Office of
Sustainability, ASU
Short-term
A Cool Pavement pilot is currently underway in eight Phoenix
neighborhoods and one city park. Phoenix wants to test the cool
pavement material to see whether it is effective at reducing
temperatures in Phoenix desert climate.
Office of Sustainability
ASU
Medium-term
Be a living laboratory to test new materials that could mitigate urban
heat island when implemented at scale. Many promising materials are
coming on the market yet their performance in high temperature
conditions, their durability and the overall economics need further
study. For example, ASU is currently evaluating a new material from 3M
that reflects heat as long wave radiation while cooling the underlying
surface.
Complete cool pavement pilot program and expand program to
areas where it would be most effective.
Be a living laboratory to test cool materials for use in
Infrastructure projects.

QUICK START ACTIONS (Examples)
Action W1.2: Complete construction of Drought Pipeline Project by 2025.
Action W2.4: Implement Greater Phoenix Green Infrastructure and Low Impact Development Details for Alternative Stormwater Management
handbook by 2025.
City Lead
Partnerships
Timeframe
W1.1
W1.2
City Lead
Partnerships
Timeframe
W2.1
W2.2
W2.3
Pending Actions
Pending Actions
Identify and implement water saving measures on city of Phoenix
facilities and processes.
Water Services
Department
All Departments
Short-term
A city-wide Internal Water Efficiency Task Force was created to monitor
water used by municipal operations to identify and implement water
saving measures. As a result of the task force, water use dropped 46.5
million gallons. On-going tracking of water usage in Parks and Aviation
Departments is possible by a GIS program developed by Water
Services Department.
Water Services and
Finance Departments
Short-term
Design and construct additional infrastructure to provide a reliable
water supply to 1.7 million customers.
Water Services
Department
Street Transportation
and Finance
Departments
Ongoing Actions
Improve stormwater drainage capacity and reduce backup surging
at Phoenix Sky Harbor International Airport.
Implement successful Phoenix Sky Harbor International Airport
commercial cooling tower system upgrade program in other
processes throughout city of Phoenix and encourage commercial
and industrial adoption of process.
Aviation Department
Cooling towers are one of Phoenix's highest volume water uses.The
Cooling Tower System Upgrade was successfully completed reducing
water use by 20 percent. This cooling water treatment system was also
installed as part of the Terminal Modernization Project and a system is
now being installed in the Rental Car Center. Future opportunities are
being investigated for municipal operations and commercial use.
Short-term
Aviation Department
Phoenix Sky Harbor International Airport, located at the end of the
Camelback Mountain south watershed, will improve stormwater
drainage efficiency by performing preventative maintenance that will
improve capacity and reduce backup surging preventing flooding and
contamination of the stormwater runoff.
WATER (W)
GOAL W1
Identify and implement infrastructure projects to ensure water security.
Ongoing Actions
Continue to bank water, which is storing water underground for
use at a later date.
Water Services Department
City of Tucson,
Arizona Water
Banking Authority
Short-term
Arizona is a leader in water banking, the practice of storing water
underground to be used later. Millions of acre-feet of water have been
banked in Central Arizona aquifers through the Arizona Water Banking
Authority. The water that is delivered to residents comes from
renewable surface water supplies, so that groundwater can be saved
for the future. In addition, a water-sharing agreement with Tucson will
continue, where Phoenix will store some of its unused Colorado River
water in aquifers in Tucson. In times of shortage, Tucson will give
Phoenix some of its Colorado River water allocation in exchange for
this stored water.
Short-term
The Drought Pipeline Project will provide Salt and Verde River water
supplies to areas of the city that are currently entirely dependent on
Colorado River water. The project is essential to the economic health
and vitality of Phoenix. This sustainability project will ensure all
residents have access to safe, reliable, clean drinking water during the
future times of shortage on the Colorado River. This project will be
financed using sustainability bonds, a result of the recent development
of the Green and Sustainability Bond Framework. This will result in loan
service cost savings.
GOAL W2
Improve the conservation of water resources by improving stormwater management, optimizing water use,
conducting water audits, and utilizing wastewater.

W2.4
City Lead
Partnerships
Timeframe
W3.1
W3.2
W3.3
Expand Toilet Retrofit Program to include a low-income program
and other incentives.
Water Services
Department
Short-term
Expand the Homeowners Association Audit Program.
Water Services
Department
Short-term
To conserve water, the feasibility of a new toilet retrofit program is
being evaluated. The elements that the program will contain are a low-
income program that includes toilet and professional installation at no
cost to customer and a flat rebate program to all customers that
purchase and install a low flow toilet that uses 1.28 gallons per flush.
Homeowners Associations (HOA) use water to maintain common
landscaped areas, which can lead to high costs and high water usage
to keep the areas looking attractive. Up to 70 percent of water used by
residents is for outdoor watering. Phoenix piloted a HOA Audit Program
that conducted nine audits of outdoor water use within common areas
managed by HOAs. Based on that pilot, the potential average savings
for the HOAs that volunteered to participate was 4.5 million gallons per
year if they implemented the recommendations from the audit. The
program will be expanded from pilot to ongoing program by increasing
the number of inspections from nine to 40.
MAG, ADEQ, ASU
Short-term
Water conservation has always been part of Phoenix’s strategy to
maintain a 100-year water supply. Residents are encouraged to adopt
xeriscape landscaping with efficient irrigation controllers through a
program that subsidizes the cost of smart irrigation controllers for
residential use. Expanding this program will reduce water use and
lower costs for residents.
Implement the use of the Greater Phoenix Green Infrastructure and
Low Impact Development Details for Alternative Stormwater
Management.
Planning and Development
Department, Water
Services Department,
Office of Environmental
Programs
The Greater Phoenix Green Infrastructure and Low Impact
Development Details for Alternative Stormwater Management is a
handbook that provides technical standard details and specifications
(TSDS) to be used for low impact development to members of the
design, planning and development communities in Maricopa County.
These TSDS will primarily be used on right of way projects and can be
implemented in private projects. Using the handbook will result in
environmental benefits, water conservation, urban heat reduction,
improvement in public health and additional green spaces.
GOAL W3
Increase outreach and provide programs to residents and businesses to reduce water use.
Actions to be Completed
Expand existing SRP program that subsidizes cost of irrigation
controllers for residential use.
Water Services Department
SRP
Short-term