Attachment A - Homeless Strategies Final Report

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Attachment A

TABLE OF Contents 
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LETTER FROM THE MAYOR  
 
DEFINITION OF TERMS 
 
EXECUTIVE SUMMARY 
 
GUIDING PRINCIPLES 
 
THE PROCESS 
 
OUTREACH AND RESOURCES 
 
MENTAL HEALTH  
 
WORKFORCE DEVELOPMENT 
 
HOUSING STRATEGIES 
ENCAMPMENT CLEANUPS 
 
COMMUNICATIONS STRATEGIES 
 
POLICY STRATEGIES  
 
NEIGHBORHOOD STRATEGIES  
 
PHX C.A.R.E.S. 
 
HOUSING PHOENIX PLAN 
 
REGIONAL RESOURCES 
 
JUNE 2020 REPORT 
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FROM THE Mayor 
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Dear Neighbors, 
Affordable housing and homelessness are top priorities and have been since I became Mayor last year. The Phoenix City 
Council has been consistent in its support for new investment to assist those suffering this seemingly intractable 
problem. I am grateful to the Council and to all our partners for sharing their expertise and resources; yet it is clear we 
need to do more.   
The city of Phoenix annually spends nearly $20 million – across several departments – for services related to 
homelessness solutions, a total that exceeds county and state commitments combined. Of that $20 million, $4.1 
million is spent annually with six community-based providers who offer services for single adults, families and youth 
experiencing homelessness.  
This year, in additional to the annual $20 million, the city of Phoenix has marshalled Coronavirus Relief Fund (CARES 
Act), Community Development Block Grants and Emergency Solutions Grants funds to add an additional $10 million to 
this important effort. 
Over the last year, city staff has spent countless hours delving into the challenges surrounding homelessness. They have 
identified current strategies and gaps associated with those strategies, and have reviewed best practices in place 
nationwide . They are exploring and activating innovative partnerships with housing providers, social workers and city 
departments. The result is this long-term plan for combatting homelessness in our community.   
It is clear that homelessness is a regional problem, and not one that is limited to the boundaries of the city of Phoenix. I 
have been and will continue to work with the State of Arizona, Maricopa County, the federal government, the private 
sector, nonprofits, and our neighboring cities to devise collaborative solutions for this regional challenge. 
Thank you for your commitment to join us in this important effort.  
 
Sincerely,   
  
 
 
 
Mayor Kate Gallego

DEFINITION OFTerms 
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Definitions are especially important when multiple organizations are involved in efforts as challenging as people 
experiencing homelessness. We are aware that, in various stages and settings, different vernacular may be used. By 
using this definition of terms, we attempt to align and ensure that our understanding of key terms is consistent, and 
content is translated to the highest quality and aligned. The definitions were provided by the Phoenix Community 
Alliance, Social and Housing Advancement Committee, Communications Subcommittee, May 27, 2020.  
 
 
 
HOUSING 
These terms reference types of housing that are central to the dialogue surrounding the shelter to vulnerable populations  
Affordable Dwelling/Housing: "Affordable dwelling" is housing for which the occupant(s) is/are paying no more than 30 
percent of his/her income for gross housing costs, including utilities.  
Source: U.S. Department of Housing and Urban Development 
Permanent Supportive Housing: An intervention that combines affordable housing assistance with voluntary support 
services to address the needs of the chronically homeless. The services are designed to build independent living and 
tenancy skills, and connect people with community-based health care, treatment and employment services.  
Source: National Alliance to End Homelessness  
Subsidies: Housing subsidies come in many forms, but the main objective is to supplement or offset monthly housing 
costs for individuals or families to remain in housing. Forms of subsidies include direct housing subsidies, public housing, 
rent supplements and some types of cooperative housing.  
Workforce Housing: Housing that is affordable (30 percent or less of gross income) to households earning between 60% 
and 120% of area median income. Workforce housing targets middle income workers including teachers, health care 
workers, retail clerks, sanitation workers, small business owners, construction works and young professionals, etc.   
Source: Urban Land Institute  
 
 
 
PEOPLE 
These terms reference the people and populations central and most relevant to the challenge of homelessness.  
Chronically Homeless: An unaccompanied individual with a disabling condition who has either been continuously 
homeless for one year or more OR has had at least four episodes of homelessness in the past three years, where the 
combined occasions total a length of time of at least 12 months.  
Source: U.S. Department of Housing and Urban Development 
Experiencing Homelessness: An individual or family that lacks a fixed, regular and adequate nighttime residence, such as 
those living in emergency shelters, transitional housing or places not meant for human habitation.  
First-Time Homelessness: People experiencing homelessness for the first time. Possible causes include job loss, increased 
rent or domestic/family issues.  
Previously Homeless: An individual or family that has advanced into housing or a sustainable living situation. Although no 
longer experiencing homelessness, they are vulnerable to becoming homeless again.  
Severe Mental Illness (SMI): Approximately six percent of Americans are severely mentally ill, compared to the 20-25 
percent of the homeless population that suffer from mental illness. Furthermore, 45 percent of the homeless population 
show history of mental illness. Due to the increase in factors such as substance abuse, individuals experiencing both 
mental illness and homelessness are more likely to be incarcerated.  
Source: National Institute of Mental Health  
Vulnerable Population: Vulnerable populations include the economically disadvantaged, the uninsured, low-income 
children, the elderly, individuals experiencing homelessness and those with chronic health conditions, including severe 
mental illness. Their health and health care problems intersect with social factors, including housing, poverty and 
inadequate education.  
 
 
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SERVICES 
These terms reference the services common to organizations and agencies working on solutions for individuals and 
families seeking and/or maintaining shelter or affordable housing.  
Coordinated Entry: Coordinated entry processes, deployed across an entire community, make it possible for people 
experiencing or at risk of experiencing homelessness to have their strengths and needs quickly assessed (triage), and to 
be swiftly connected to appropriate, tailored housing and services within the community. People with the greatest needs 
receive priority for any type of housing and homeless assistance available, including permanent supportive housing, rapid 
rehousing and other interventions.  
Domestic Violence Priority: The population of individuals with limited economic resources is at increased vulnerability to 
homelessness. Priority for services is given due to the direct correlation between intimate partner violence and housing 
instability.  
Eviction Prevention: Efforts to prevent the dispossession of a tenant of leased property by force or especially by legal 
process.  
Family Reunification: One-way, one-time transportation assistance to individuals experiencing homelessness (or at 
imminent risk) who wish to return to their family or other support system in another part of the U.S. Individuals must 
have family or support systems in place when the relocation occurs.  
Triage: As an entry point to resources, a program or caseworker must assess the specific needs of an individual or family 
in crisis and direct those in need to the appropriate resources.  
 
 
 
TERMS TO AVOID 
Phoenix Community Alliance, Social and Housing Advancement  (SHA) Communications Committee recognizes there are 
terms in the common diction of our social environment, but also recognizes these very terms (below) provide little clarity, 
or that there are subtle connotations that remove the human element from a very human challenge. The SHA Committee 
prefers to avoid the following terms:  
• “the homeless”  
• homeless person  
• vagrancy  
• transient  
• underserved  
• attainable housing  
 
 
CITY TERMS 
CMO: The City Manager's Office is compromised of an executive team including the City Manager, an Assistant City 
Manager and five Deputy City Managers. These individuals are responsible for providing leadership and direction to the 
various city departments/functions and serving as liaison between staff and the City Council.  
HSD: The Human Services Department provides a comprehensive array of services to help people meet emergency, short-
and long-term needs, and help every individual reach their highest level of self-sufficiency.  
NSD: The Neighborhood Services Department focuses on preserving, enhancing and engaging Phoenix neighborhoods and 
helping residents to access city services and programs.  
PDD: The Planning and Development Department guides the physical development of the city by preserving our historic 
sites, planning what can be built where, and ensuring safe construction of buildings and infrastructure.   
PWD: The Public Works Department serves as the Solid Waste arm, provides trash, recycling and other waste diversion 
services to more than 400,000 households.  
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DEFINITION OFTerms 
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HOMELESSNESS Analysis 
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        Phoenix is the fifth largest city in the country and in 2019 was the fastest growing city in the U.S. For  
      four years in a row, more people have moved to Phoenix than any other city in the country. According to   
    the Housing Phoenix Plan, since 2000, Phoenix’s population has grown by 20 percent which equates 
to approximately 555,013 households and 1.6 million people. As our population grows, many of our resident’s 
experience challenges locating housing within an affordable price range.  
EXECUTIVE SUMMARY  
The Phoenix City Council requested a strategic plan to focus on strategies for persons experiencing homelessness, as well 
as developing best practices to mitigate impacts to surrounding communities and neighborhoods.   
Homelessness is an issue in every major city across the United States. According to U.S. Department of Housing and Urban 
Development (HUD) the definition of homelessness goes beyond not having a home. Homelessness is defined by the lack of 
a support system, resources, affordable housing, gainful employment, and access to medical and mental health treatment. 
It should also be noted that evictions are increasing across the country.  According to the National Council of State Housing 
Agencies, it is estimated that in Arizona, by January 2021 there will be an estimated 170,000-250,000 households unable to 
pay rent and at risk of eviction resulting in 150,000 potential eviction filings. As such, it is vitally important to put forth 
strategies that address those experiencing homelessness while also preventing individuals and families from becoming 
homeless.    
In developing this plan, 22 meetings were held to receive community feedback. Those meetings were held in various 
formats including virtually, in person, Spanish-only and at the Heat Respite Center to receive input from those experiencing 
homeless. Approximately 700 individuals attended these meetings and provided over 2,000 comments. In addition, over 
2,200 survey takers provided an additional 3,700 comments to the city. The key findings from the survey were that 
additional funding and services are needed in the following areas: affordable housing, mental health, supportive services, 
an advisory group, small specialized shelters and providing a service resource navigator. Specific to an advisory group, the 
city will create a Homelessness Strategy Taskforce to include neighborhood leaders, homeless services providers, health 
care providers, business leaders and individuals who have experienced homelessness and will keep this important issue at 
the front of dialogues. The taskforce will meet at minimum monthly to share ideas, research evidence-based practices, new 
partnerships, funding opportunities and help to advocate for solutions at the state and county level.    
For Fiscal Year 2019-2020, the city of Phoenix spent just under $20 million annually for services related to homeless 
solutions across several city departments. Of that $20 million, $4.1 million is spent annually with six community-based 
providers who provide services for single adults, families and youth experiencing homelessness. The services provided are 
emergency shelter, outreach and engagement, Veteran navigation, case management and rapid rehousing which provides 
short term rental assistance. Each of these agencies have specific performance metrics outlined in each contract and staff 
conducts regular and routine program monitoring to ensure contract compliance.     
In April 2020, the city of Phoenix received $9.6 million in Emergency Solutions Grants (ESG) which was used in part to  lease 
a hotel for one year to create a specialty shelter known as Project Haven. This shelter is serving seniors who are 
experiencing homelessness and who are most vulnerable to contracting COVID-19.     
In closing, the city of Phoenix is committed to working with the State of Arizona, Maricopa County, neighboring cities in the 
region and service providers to implement regional and evidence based-solutions to address homelessness and mitigate 
impacts to neighborhoods.

HOMELESS NUMBERS 
In January 2020, the annual Point-in-Time (PIT) Count was performed across Maricopa County. This annual street and 
shelter count is an effort to learn more about the individuals and families experiencing homelessness in the county.  
In 2020, 7,419 people experiencing homelessness were counted. Of those 51 percent were unsheltered.  
The unsheltered count has steadily increased over the years. From 2019 to 2020, the unsheltered count increased at an 
18 percent higher rate than the sheltered and overall PIT counts.  
Homelessness, which is a growing issue across the country and in Arizona, is principally addressed in the city of Phoenix 
and local non-profit partners. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
CITY’S EFFORTS TO ADDRESS HOMELESSNESS 
The city of Phoenix spent just under $20 million in fiscal year 2019-2020 for services related to homeless solutions across 
several city departments. 
Additionally, the city of Phoenix is part of the Maricopa Regional Continuum of Care (CoC) and serves on its board. The 
CoC Board, comprised of local officials, service provider agencies, formerly homeless individuals, and advocates, is 
responsible for addressing regional issues relating to homelessness. This includes approving the annual regional 
application for homeless assistance funding to the HUD. Aligning with the goals of HUD’s Homeless Emergency Assistance 
and Rapid Transition to Housing (HEARTH) Act, the CoC Board also works towards ending homelessness by focusing on 
rapid transition to housing solutions. 
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HOMELESSNESS Analysis 
PHX Homeless Snapshot  
7,419 
PEOPLE EXPERIENCING 
HOMELESSNESS IN MARICOPA 
COUNTY IN JANUARY 2020 
ANNUAL COUNT GROWTH 
12% 
UNSHELTERED COUNT GROWTH 
18% 
SHELTERED COUNT GROWTH 7%

EVIDENCE-BASED PRACTICES  The city of Phoenix is committed to using evidence-based practices (EBP) to 
develop and implement homelessness strategies. EBPs are commonly accepted as the conscientious, explicit and 
judicious use of best evidence in making decisions about the care of the client. 
 
FUNDING The city of Phoenix is committed to developing budget proposals related to plan strategies for 
consideration during annual budget cycles. Additionally actively seek partnerships, collaborations, grant opportunities 
to leverage and maximize benefits for the community as a whole.      
 
HOMELESSNESS WILL NOT BE CRIMINALIZED The city of Phoenix is committed to ensuring that it is 
known that being homeless is not a crime. Phoenicians experiencing homelessness are members of the community 
and will be treated with dignity and respect. However, it is expected that members of the community will obey all 
laws. As such, strategies to address behavior will be balanced in a way that focuses on interventions that lead to a path 
of recovery and stable housing.     
 
HOUSING FIRST MODEL  Housing First is an approach that prioritizes providing permanent housing to 
individuals experiencing homelessness. The Housing First model is guided by the ideology that people require their 
basic necessities of living (food, shelter, safety) to be met prior to focusing efforts on less crucial needs such as 
employment, financial management, or substance abuse treatment.  Housing First includes rental assistance and 
supportive services, but places a heavy emphasis on client choice and self-directed service model as this fosters a 
more successful long-term housing outcome. The city of Phoenix has adopted the Housing First Model utilizing Rapid 
Rehousing, Housing Choice Vouchers, and Permanent Supportive Housing units when they are available and 
appropriate for the clients being served.    
 
LEADING WITH SERVICES  To provide the best outcomes from interactions and interventions, the city of 
Phoenix is committed to leading with services by connecting people experiencing homelessness to community-based 
providers and services that can best help to provide support and navigate services to lead to much-needed resources 
and housing stability.  
 
PARTNERSHIPS  The issues surrounding homelessness are complex and extensive. It is critical that a wide 
range of partners representing diverse interests, perspectives and resources must work together toward achieving 
effective progress and solutions.    
 
RACIAL EQUITY  Using a racial equity lens, the city of Phoenix is committed to removing barriers and create 
equity in order to address systemic patterns which often result in people of color, particularly Black and Indigenous 
people experiencing homelessness in disproportionate numbers. This includes collaborating with other municipalities 
and organizations locally, regionally and nationwide who are also working towards reaching greater racial equity.    
 
REDUCING NEIGHBORHOOD IMPACT While the city of Phoenix is committed to leading with services 
and helping those experiencing homelessness, we are also committed to identify strategies and interventions to 
address the impact on property owners when those experiencing homelessness seek refuge in or transition through 
their neighborhoods.  
 
REGIONAL APPROACH Understanding that the effects and extent of homelessness is not contained to 
geographical borders, the city of Phoenix is committed to working with and aggressively pursuing intergovernmental 
agreements with the State of Arizona, Maricopa County and neighboring cities in the metropolitan region to 
implement a solutions-based approach to address homelessness and mitigate impacts to neighborhoods  
 
TRANSPARENCY  The city of Phoenix is committed to providing open communication to all stakeholders in 
order to enhance trust and seek feedback in identifying, implementing, and adjusting strategies and solutions.    
   
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GUIDING Principles 
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THIS Report 
THE PROCESS 
At the direction of Mayor and Council, the City Manager’s Office began convening a Homelessness Strategies Workgroup 
to begin developing a comprehensive homeless strategies plan. The team was comprised of 14 city departments, their 
directors and numerous supporting staff. The team worked to develop an initial organizing structure to outline the 
complex and far reaching problem that homelessness represents in our community. 
Members of the Homelessness Strategies Workgroup began by first grouping the challenges of homelessness into nine 
separate sections. These teams worked to identify current strategies within their subject area, gaps associated with those 
strategies, and proposed short-term and long-term solutions to address those gaps. They met throughout the spring to 
develop individual strategy documents for addressing the wide variety of challenges of their specific areas.   
WORK GROUPS 
• 
Outreach and Resources: Outlines how persons experiencing homelessness can access services. 
• 
Mental Health: Outlines mental health challenges faced by persons experiencing homelessness. 
• 
Workforce Development: Outlines employment barriers for individuals experiencing homelessness. 
• 
Housing: Outlines housing needs within the city of Phoenix to address homelessness. 
• 
Clean-up: Outlines strategies to address encampment clean-ups and other neighborhood impacts.  
• 
Communication: Outlines communication strategies 
• 
Policy: Outlines policy changes and data collection needs to address homelessness.  
• 
Neighborhoods: Outlines strategies to address neighborhood impacts of homelessness 
Members of the Homelessness Strategies Workgroup reviewed data and responses from the surveys and community 
meetings and incorporated strategies and solutions into the plan.  
Survey and Community Data 
MEETING ATTENDEES 700+ 
MEETING COMMENTS 
SURVEY TAKERS 
SURVEY COMMENTS 
2,200+ 
2,200+ 
3,700+ 
TOP 3  
RESPONDING  
ZIP CODES 
  85020 
  85021 
  85007 
*City of Phoenix Staff Report, September 30, 2020 Land Use and Livability Subcommittee

OUTREACH &Resources 
 
GOAL 
To connect those experiencing homelessness 
to outreach and resources to assist in 
resolving their homelessness.  
 
GAPS IDENTIFIED  
The city of Phoenix recognizes that there are 
unique populations experiencing 
homelessness who subsequently require 
specialized services to best meet their 
individual needs. These populations include, 
but are not limited to: single adults, veterans, 
families, seniors, unaccompanied youth, and 
people of color, particularly Black and 
Indigenous people experiencing 
homelessness in disproportionate numbers 
and LGBTQ+. The common gaps are as 
follows:  
• 
Need for specialized shelters and/or transitional housing in order to address the distinctive needs for each of 
these populations 
• 
Need for pet foster care and/or shelters that accept pets outside of registered service animals 
• 
Need for more adequate substance use/mental health services 
• 
Need for more affordable housing within the individuals city of choice 
• 
Need for specialized employment training to secure higher paying jobs 
• 
Need for low barrier access to housing/shelter regardless of employment history, justice involvement, etc.  
 
PARTNERS 
The city of Phoenix contracts with the following agencies to provide services and case management to the individuals and 
populations listed above:  
• 
Central Arizona Shelter Services (CASS) provides emergency shelter and rapid rehousing for single adults, seniors 
and medically vulnerable individuals 
• 
United Methodist Outreach Ministries (UMOM) Halle Women’s Center provides emergency shelter and rapid 
rehousing for single women while the UMOM New Day Center provides emergency shelter and rapid rehousing 
for families 
• 
Chicanos Por La Casa (CPLC) provides emergency shelter and case management for families 
• 
Native American Connections (NAC) provides rapid rehousing for unaccompanied youth  
• 
Southwest Behavioral Health provides navigation, advocacy, and case management for justice involved 
individuals 
• 
Community Bridges Inc (CBI) provides rapid rehousing for single adults, navigation and case management for 
veterans, and street outreach to city of Phoenix street living individuals 
 
STRATEGIES 
Outreach and resources strategies include low barrier emergency shelter services, robust street outreach services and 
engagement plans which are geared towards providing unique and individualized resources and referrals to individuals 
and families experiencing homelessness. The city of Phoenix is committed to focusing its practice, policies and procedural 
actions to foster greater diversity, equity, and inclusion. Future partnerships will be designed to provide services to the 
target populations and are intended to enhance an individual’s/families’ abilities and likelihood to remain housed in a 
stable environment.  
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OUTREACH &Resources 
SINGLES 
 
Provide Rapid Rehousing for up to nine 
months for 200 single men and 200 single 
women.  
 
Coordinate with Maricopa County in 
transitioning homeless from COVID-19 safe 
lots to supportive services.  
 
Create shelter opportunities for 
individuals with pets and service animals. 
Assist individuals with obtaining service 
animal and emotional support animal 
certification, as needed.  
FAMILIES 
 
Provide Rapid Rehousing for 200 families 
for up to nine months.  
 
Expand the UMOM shelter for 25 more 
beds for one year, which will serve 100 
more families annually. 
YOUTH 
 
Increase funding for a specialist at NAC to 
work with Human Services Campus to 
identify any youth on campus who can be 
moved to NAC.  
SENIORS 
 
Created Project Haven, a hotel for a 
specialty shelter for seniors to be safe 
from COVID-19 for one year. 
 
Link the seniors to health care providers to 
ensure proper health care. 
 
Ensure progressive engagement for those 
who do not want mental health services.  
 
Incorporate shared housing model to 
connect seniors with a roommate to share. 
expenses  
SHORT TERM  
1 YEAR 
OR LESS  
VETERANS 
 
Increase funding to support move-in costs for 
Veteran Assisted Supportive Housing (VASH) 
vouchers for men and women. 
Provide funding to relocate and transitionally 
house Veterans and support the US Vets 
program  
LGBTQ+ 
 
Create a LGBTQ+ workgroup to focus on 
homelessness. 
 
 
SINGLES 
 
Fund dedicated Mental Health outreach 
teams. 
 
 
Ensure future contracts follow evidence-based 
practices for case management to client ratio. 
YOUTH 
 
Coordinate a bi-annual resource day for 
homeless youth. 
LGBTQ+ 
 
Coordinate a bi-annual resource day for 
homeless LGBTQ+ community.  
  
 
FAMILIES 
 
Work with school districts to identify families 
on the brink of homelessness and connect 
them with appropriate services. 
 
Provide funding to relocate and transitionally 
house Veterans and support the US Vets 
program  
LGBTQ+ 
 
Review and revise current prioritization and 
assessment tools used by the Continuum of  
Care to address implicant and outward bias 
built into the tools. 
MEDIUM TERM  
1 TO 3 
YEARS  
LONG TERM  
3 TO 5 
YEARS  
Strategies Timelines

MENTAL Health 
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GOAL 
Connect individuals experiencing homelessness to affordable and appropriate behavioral health and substance abuse 
services.  
 
GAPS IDENTIFIED  
Affordable and appropriate mental health services are of paramount importance for all city of Phoenix residents. 
However, according to the Substance Abuse and Mental Health Services Administration (SAMHSA) homelessness and 
mental illness are inextricably connected. Individuals experiencing both behavioral health needs and homelessness face 
unique challenges and barriers to finding housing and accessing suitable mental health services. More tools are needed to 
connect people experiencing homelessness to services and encourage participation in those services, especially those who 
are not otherwise engaged in services or need additional evaluation for a potential of a General Mental Illness (GMI) or a 
Serious Mental Illness (SMI) diagnosis.    
Additionally, because homeless individuals suffering from mental and behavioral health conditions often do not have 
access to appropriate services when experiencing a behavioral health crisis, they are likely to be served by a first 
responder, such as sworn police officers or firefighters. In some, if not many cases, better health and public safety 
outcomes may be possible if civilian crisis response and behavioral health teams responded.  The city of Phoenix supports 
Maricopa County and the State to Arizona who lead these efforts. The city is currently evaluating its Crisis Response and 
Behavioral Health Strategies.  
 
STRATEGIES 
Increase access to and participation in mental health services.   
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 Research funding for mental health outreach 
teams to better engage and connect 
individuals experiencing homelessness to 
mental and behavioral health services, 
including the ability to complete SMI 
evaluations in the field. 
 Exploring alternative service delivery models 
for delivering service to individuals suffering 
from behavioral and mental health conditions 
that require emergency crisis response 
currently provided through traditional 9-1-1 
responders.   
 Seeking additional mental health-specific/
recovery facilities, including supporting the 
Arizona Department of Housing’s initiative to 
renovate the Birch Building located on the 
Arizona State Hospital grounds for the 
purpose of providing approximately 50 units 
of transitional shelter for persons 
experiencing homelessness with mental health 
conditions including persons determined to be 
seriously mentally ill. 
SHORT TERM  
1 YEAR 
OR LESS  
 Providing a service resource navigator to staff  
a desk near the Municipal Court arraignment 
courtrooms to be available to speak with 
individuals appearing for arraignment who 
could benefit from homeless, substance abuse, 
or general mental health resources. The service 
resource navigator will conduct an intake 
assessment, identify specific needs and create a 
plan for receiving services and treatment. 
 
 
 
 Advocate for ability to treat addiction similarly 
to other mental health disorders for emergency 
hospitalization evaluation to ensure the 
appropriate care for individuals who may be 
self-medicating or have other underlying mental 
and behavioral health needs. 
 
 
 
 Advocate for change in Medicaid law to allow 
funding to be used for mental health facilities 
with more than 16 beds.   
LONG TERM  
3 TO 5 
YEARS  
Strategies Timelines 
MEDIUM TERM  
1 TO 3 
YEARS  
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STRATEGIES  
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WORKFORCE Development 
 
GOAL 
Increase employment and economic opportunities for 
jobseekers experiencing homelessness.    
 
GAPS IDENTIFIED  
In fiscal year 2019-2020, the city of Phoenix assisted 9.8 
percent or 336 youth and adults who identified as homeless 
and were seeking employment services, required assistance 
with transportation, clothing for job searches, computer lab 
access or basic computer literacy classes. In addition, 
individuals who are experiencing homelessness often 
required referrals to homeless services providers or 
community organizations for services beyond what are 
provided, including legal assistance to expunge a criminal 
record or receive a court ordered conviction of guilt set 
aside, low-income housing and rental assistance, and 
intensive case management services. Currently, the city's 
Human Services Department works with individuals 
experiencing homelessness to address barriers to 
employment and training through the use of federal funding 
to expedite their return to the workforce and financial 
independence and seek housing opportunities.   
 
STRATEGIES 
The city will leverage federal resources and increase access 
to employment and training services and maintain self-
sufficiency through employment by working closely 
with homeless services providers and community 
organizations. The city is committed to linking current 
workforce services with rapid rehousing programs to provide 
direct services through a caseworker for those experiencing 
homelessness, as well as identifying employers to hire 
individuals who have experienced homelessness after 
completion of training or certification program.   
 Identify employers to hire upon a 
participant’s successful completion of 
training and obtaining applicable 
certification(s) or credential(s). 
 Provide career and work readiness 
services to individuals experiencing 
homelessness through a Workforce 
Development Specialist in the Homeless 
Services Division. 
SHORT TERM  
1 YEAR 
OR LESS  
 Market job opportunities within the city of 
Phoenix.  
 
 
 
 Increase the economic security for individuals 
experiencing homelessness through expanding 
access to employment opportunities, education, 
training, and supportive services. 
 Seeking additional opportunities to serve justice
-involved individuals, including supporting 
Maricopa County’s Hand in Hand Program.  
LONG TERM  
3 TO 5 
YEARS  
Strategies Timelines 
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EVICTION PREVENTION 
 
GOAL 
Prevent the loss of housing through eviction prevention.   
 
GAPS IDENTIFIED  
Arizona continues to have a very high eviction rate and 
current programs are assisting too few households. The 
lack of affordable housing and ever-increasing rents are 
resulting in cost burdened households that are at high risk 
of being evicted. The restrictive eligibility requirements 
for federal funds and lack of additional, unrestricted 
funds, reduce the city’s ability to assist lower to moderate 
income households. The eviction process in Arizona is 
very quick. Tenants who are unaware of their rights and/
or lacking legal representation can lose their housing in as 
little as 30 days from the initial notice. This is especially 
magnified by COVID-19 as well as data by leading experts 
regarding the number of seniors who are at risk of 
eviction or foreclosure.  
 
 
STRATEGIES  
Increase funding and staffing for eviction prevention 
programs. Provide outreach to tenants, with eviction 
education, resources, navigation, and legal representation 
through eviction proceedings. Keeping people housed is a 
key strategy in preventing homelessness.  
 
 
HOUSINGStrategies 
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STRATEGIES  
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Partner with the Arizona Department of 
Housing to utilize their funding allocated 
for rent assistance for Phoenix residents. 
 
Utilize Emergency Services Grant  
Funding for rent assistance.     
 
Utilize Low Income Energy Assistance 
Program (LIHEAP) funds for utility 
assistance.    
 
Provide additional resource material, 
outreach, and training for landlords and 
tenants. Educate landlords on resources and 
programs to refer tenants with hardship. 
Educate tenants on their rights and  
SHORT TERM  
1 YEAR 
OR LESS  
 
responsibilities as a tenant, the 
eviction process and available resources to 
assist them. Provide assistance with rental 
deposits.    
 
 
 
 
 
Explore additional partnerships and sources 
for long-term funding and expanded service 
delivery for eviction prevention and rental 
assistance programs.  
 
Work with federal partners and advocacy 
groups to expand the threshold of program 
eligibility to include more low to moderate 
income families and individuals.  
Strategies Timelines 
MEDIUM TERM  
1 TO 3 
YEARS

STRATEGIES  
        TO ADDRESS 
PAGE 15
HOUSINGStrategies 
 
 
SHELTERS 
 
GOAL 
Provide adequate, accessible, smaller and specialized shelters and temporary housing for persons experiencing 
homelessness. Also, support and expand bridge and transitional housing opportunities for persons requiring additional 
medical, behavioral health, or other intensive supportive services before moving to permanent housing.  
 
GAPS IDENTIFIED  
There is a chronic shortage of beds and a need for additional capacity that should be met with smaller and specialized 
scatter site shelter facilities. Furthermore, there is a need for more low barrier facilities that accept partners, pets and 
possessions. Additionally, people are often met with wait lists for temporary (bridge) housing facilities while transitioning 
from emergency shelter to a more permanent housing.  
 
STRATEGIES 
Regional solution that provides shelters throughout Maricopa County so that no one city or neighborhood bears the brunt 
of providing shelter services for individuals experiencing homelessness. This requires working with non-profits and other 
valley cities to provide smaller, specialty/scattered site shelters that can provide decentralized case management and 
client services tailored to specific populations such as the seriously mentally ill, substance abuse/misuse, seniors, youth, 
LGBTQ+, disabled, families with children, individuals with spouses/partners and re-entry from the correctional system.  
This model is based upon the approach that small, specialty/scattered site shelters also have less impact on 
neighborhoods because shelter and services for individuals experiencing homelessness are not congregated in one 
neighborhood.  These smaller, specialty shelters could also include tiny home shelter communities, modular units, or 
sprung structures for temporary shelter that can be easily deconstructed when more permanent options are found.   
Continue use of Emergency Solutions Grant (ESG) funds, Community Development Block Grant (CDBG) funds and Housing 
Opportunities for Persons with Aids (HOPWA) to assist with increasing bridge and transitional housing.   
 
 
 
Utilize a vacant hotel to provide 12 months 
temporary supportive housing for the most 
COVID vulnerable while assisting 
with rapid rehousing or housing vouchers.   
 
Provide funding to relocate and 
transitionally house Veterans and support 
the US Vets program.    
 
 
 
 
Utilize Emergency Services Grant (ESG) and 
Community Development Block Grant 
(CDBG) funding to increase shelter capacity 
and modify services for social distancing 
provide additional rapid rehousing units, 
add resources to place homeless in housing 
vouchers. 
SHORT TERM  
1 YEAR 
OR LESS  
 Increase overall funding and resources for  
shelter facilities.   
 Partner with non-profits and health care 
organizations to expand successful, specialty 
shelter models. 
 Create and implement a regional strategy to 
increase the number of emergency and low 
barrier shelter beds valley-wide and bridge 
housing. 
 Identify vacant buildings that can be repurposed 
to provide shelter facilities.   
 Form partnerships and support organizations and 
other government entities to provide transitional 
facilities for substance abuse/misuse, mental 
illness, and correctional re-entry housing. 
 Seek partnerships, grants, demonstration 
programs, and foundations to expand 
transitional housing opportunities. 
 Utilize pass-through Federal HOME  
Program and Community Development  
Block Grant (CDBG) funding to assist housing 
providers with the acquisition/rehabilitation of 
facilities for transitional housing/recovery 
programs. 
Strategies Timelines 
MEDIUM TERM  
1 TO 3 
YEARS

PERMANENT SUPPORTIVE HOUSING 
     GOAL 
Expand options and efficiently utilize Permanent Supportive Housing (PSH) opportunities for persons experiencing 
homelessness.  
     GAPS IDENTIFIED  
PSH is an evidence-based intervention that combines affordable housing assistance with comprehensive wrap-
around support services to address the needs of chronically homeless people.  There are not enough PSH units in Phoenix 
to fully implement the Housing First Model and justice-involved persons are often difficult or impossible to place in PSH. 
Currently there are 9,340 units of site-based PSH located in Maricopa County.  The city of Phoenix also provides 
the 1,468 tenant-based PSH using Section 8 Housing Choice Vouchers with wrap-around supportive services.  There are 
wait lists for all of these PSH units, a hodgepodge of funding for the services, and a shortage of landlords willing to accept 
these tenants.  Maintaining existing PSH is costly, requiring ongoing funding for both rental subsidies and the intensive 
casework and services. The limited funding streams available inhibit the expansion of PSH and can jeopardize the long-
term viability of that PSH.  Additional PSH units are needed for the growing homeless community, but the efficient 
utilization of existing PSH would also provide more housing opportunities for eligible homeless persons.  
The City of Phoenix is engaged in a Moving On program in partnership with the Continuum of Care, other valley Public 
Housing Authorities, and PSH provider partners. PSH is an intensive housing strategy and, over time, some clients in PSH 
may no longer need or want the intensive services offered in PSH but continue to need assistance to maintain their 
housing.  For those clients, the U.S. Department of Housing and Urban Development (HUD) encourages communities to 
offer other housing options. Helping participants move to a less service intensive environment is a cost-effective strategy 
for communities. It frees up PSH resources for those who are currently experiencing homelessness and need the housing 
and the intensive services package.  
Another barrier to expanding PSH is a limited number of Phoenix landlords that are willing to accept the tenant-based PSH 
vouchers. This is a barrier for all Section 8 voucher holders and is the product of a housing shortage, increasing rents, 
bureaucracy involved in the Section 8 program, and the perception/expectations of voucher holders. 
HOUSINGStrategies 
PAGE 16
STRATEGIES  
        TO ADDRESS 
 


STRATEGIES  
        TO ADDRESS 
PAGE 17
HOUSINGStrategies 
 
 
STRATEGIES 
Increase funding for PSH. It is important to prioritize the limited funding that is available for affordable housing to 
support the maintenance and production of PSH. The City Council determines community priorities for the competitive 
award of Federal funding and serving vulnerable populations such as the chronically homeless is a consistent priority. City 
departments should ensure all their competitive processes involving federal funding for affordable housing includes 
priority scoring for providing PSH. Funding should also be set aside specifically to serve hard to place individuals 
experiencing homelessness.   
Continue and expand the “Moving On” commitment to free up PSH units for chronically homeless persons. In the initial 
year of the “Moving On” program, Phoenix Housing identified 25 Section 8 vouchers to be used for residents “moving on” 
from PSH.  This makes room for 25 homeless persons to move into PSH. Other Valley Public Housing Authorities also 
identified vouchers for this program in its initial year. Additional vouchers should be earmarked for this program should 
demand exceed the original commitment.  
Incentivize landlords to participate in the Section 8 Housing Choice Voucher Program. In a hot rental market like Phoenix, 
incentives provide a way to attract landlords to a program they might not otherwise consider. Landlord incentives 
can include: signing bonuses, security deposits, damage loss mitigation, vacancy loss protection, a dedicated landlord 
liaison, a 24-hour customer service hotline, and streamlining Section 8 processes. 
Strategies Timelines 
 Implement priority scoring in all 
competitive processes for federal funding 
to be utilized for the construction or 
acquisition and rehabilitation of facilities 
for Permanent Supportive Housing. 
 Continue to pressure the Arizona Veteran’s 
Administration to provide additional 
referrals to fill unused VASH vouchers. 
 Utilize CARES Act funding and seek 
additional funding to provide landlord 
incentives such as signing 
SHORT TERM  
1 YEAR 
OR LESS  
bonuses, damage loss mitigation, security 
deposits, vacancy loss protection, and enhanced 
landlord customer service in the Section 
8 Program. 
 Continue to streamline Section 8 Housing Choice 
Voucher application and contract processes, 
inspections, notifications and payments to 
landlords to encourage participation in the 
program.  
 
 
 
 
 Pilot a program to provide rental assistance and 
supportive services for justice-involved persons 
experiencing homelessness.  
              Phoenix unveiled their first-ever Housing Phoenix Plan, which establishes a goal of creating or preserving 
           50,000 homes by 2030 to address the housing shortage in Phoenix.  
MEDIUM TERM  
1 TO 3 
YEARS

HOUSINGStrategies 
PAGE 18
STRATEGIES  
        TO ADDRESS 
 
 
AFFORDABLE HOUSING 
 
GOAL 
Increase the availability of housing for Phoenix residents at all income levels by implementing the nine strategies in the 
Housing Phoenix Plan to create or preserve 50,000 housing units by 2030.  
 
GAPS IDENTIFIED  
Phoenix is the fifth largest city in the country and continues to grow. In 2019, Phoenix was the fastest growing city in the 
U.S. For four years in a row, more people have moved to Phoenix than any other city in the country. As our population 
grows, many of our residents experience challenges locating housing within an affordable price range. While Phoenix has 
experienced consistent population growth, the housing market has not grown at the same rate.  
The current housing shortage has caused rapidly rising rents and home prices that leave many moderate or low-income 
residents in overcrowded or substandard housing or, ultimately homeless.  To address this issue, the overall supply of 
housing must be increased.  Research for the Housing Phoenix Plan included performing a gap analysis of the current 
housing need and available housing stock.  It was found that Phoenix currently has a need for 163,067 additional housing 
units. The 163,067 units includes the following breakdown; 63,486 market rate units and 99,581 subsidized units 
(affordable to households with lower income levels).  
The lack of housing supply and affordable housing options is resulting in overcrowding, unacceptable living conditions, 
and extreme cost burden on low income households. Cost burdened households pay more than 30% of their income 
toward rent.  The Housing Phoenix Plan identified approximately 200,000 Phoenix households that are cost burdened 
and, thus are at very high risk of becoming homeless.  To mitigate this risk, Phoenix needs to address the issues and 
barriers to creating more affordable housing options for residents.  
 
STRATEGIES 
In June 2020, the Phoenix City Council approved the Housing Phoenix Plan which includes a comprehensive review of 
current housing needs, a goal to create and preserve 50,000 housing units by 2030, and nine strategies to meet that 
goal.  These strategies address the significant barriers faced by housing developers, include the redevelopment of city-
owned land for affordable housing, enhance public private partnerships and alternative funding sources, and include an 
education campaign to debunk myths about affordable housing and promote affordable housing options.  
The nine strategies with specific tasks and timelines can be found in the Housing Phoenix Plan.  
 
          According to Housing and Urban Development's Fair Market  
                     Rents, in Arizona the cost of a two-bedroom apartment is 
 
   $1,097. To afford this level of rent, as well as utilities, a  
 
 
 household would need to earn $43,892 annually, or an hourly 
 
wage of $21.10 – more than nine dollars above Arizona's 
minimum wage. To assist residents with this challenge, Phoenix Mayor 
Kate Gallego announces the city's first-ever Housing Phoenix Plan, which 
establishes a goal of creating or preserving 50,000 homes by 2030 to 
address the housing shortage in Phoenix. 
 
The Housing Phoenix Plan documents the findings of the city's Affordable 
Housing Initiative, which launched in 2019 with the goal of completing a 
housing needs assessment and establishing policy recommendations to 
address the city's current housing challenge. Through extensive research 
and community outreach, the plan identifies the community's housing 
needs, documents the housing gap, compiles nationwide best practices, 
and recommends nine strategies. Read and learn more on the Housing 
Phoenix Plan at Phoenix.gov/housing.

STRATEGIES  
        TO ADDRESS 
PAGE 19
ENCAMPMENTCleanups 
 
GOAL 
The overall goal is to maintain a healthy and safe environment in public right-of-way including streets, 
alleyways, parks and parks preserves.   
 
GAPS IDENTIFIED  
While we strive to meet our goal of maintaining healthy and safe right-of-way and public space, there is a need for long-
term funding to accomplish this timely and consistently. The clean-up process has several identifiable gaps. A few 
examples are staffing for biohazard clean-ups as well as needing consistent policy for repeated clean-ups, community 
outreach and marketing, and legal direction for abandoned personal belongings. Stronger communication with the 
neighboring residents and businesses about PHX C.A.R.E.S. activities is needed along with additional staff to ensure all 
metrics are kept timely and accurately.   
 
STRATEGIES 
To clean-up abandoned homeless encampments within the city of Phoenix on public property in a timely and responsive 
manner. This will be achieved with the support from Public Works, Parks and Parks Preserves, and the Street 
Transportation departments. Clean-ups are performed by work crews and contractors to remove debris from 
encampments in public right-of-way including streets, alleyways and parks and parks preserve.   
With additional marketing and shared metrics, the city of Phoenix will work with businesses and residents to achieve the 
set goals of this program. 
 
 


ENCAMPMENTCleanups 
PAGE 20
STRATEGIES  
        TO ADDRESS 
 Utilize the Phoenix at Your Service (PAYS) 
website and newsletter that is inserted into 
the City Services Bill to provide contact 
information about reporting abandoned 
encampments. We will also use the City of 
Phoenix social media accounts to provide 
additional contact information for the 
program.    
 Create an outreach and metrics portion of the 
C.A.R.E.S. program more visible by creating 
fliers and putting the information in a more 
accessible place on the website.   
 Update and or create policies and procedures 
for clean-ups and abandoned property (see 
policy strategy). 
  Hire additional staff to focus efforts on 
biohazard cleanup.   
SHORT TERM  
1 YEAR 
OR LESS  
 Work with the HSD to identify a rehabilitation 
program to include those affected by 
homelessness in the clean-up efforts.   
 
 
  
 Research and identify partnerships for 
homeless rehabilitation/ticket/restitution 
program that helps with clean ups 
 Research a funding source to contract with a 
provider to focus on biohazard clean-up. 
Permanent staffing is currently being discussed 
along with funding needs for contracted 
vendors for both short- and long-term goals.    
 Contract a private vendor to work with Human 
Services Campus for weekly clean-ups.   
 Hire permanent staff to take on coordination 
and reporting roles for the clean-up effort. 
LONG TERM  
3 TO 5 
YEARS  
Strategies Timelines 
                    Every day of the year is a  
                 struggle for those experiencing 
               homelessness in Maricopa  
             County, but generous people who  
           want to help can give in a way 
that has meaning and impact beyond 
one meal.   
 
By giving food, clothing, or other 
supplies to people on the streets, there 
are unintended consequences, such as 
wasted food, trash, unsanitary 
conditions and unsafe communities. 
Also, fewer people seek help from 
services available for them to get off the 
streets and get the supportive services 
they need to help with the underlying 
causes of their homelessness.  
 
With a mission of helping people in the 
long run, the Healthy Giving Council, a 
group of concerned citizens, faith 
leaders, social services providers, 
business and government entities joined 
forces to make our community aware of 
best ways to give and have a long-term 
impact. Learn more at GiveSmartAZ.org.

STRATEGIES  
        TO ADDRESS 
PAGE 21
COMMUNICATIONStrategies 
 
 
GOAL 
Provide proactive and timely communication surrounding the 
multifaceted issues related to homelessness.   
 
GAPS IDENTIFIED  
Through the process of community feedback the following areas 
were identified as important when communicating to the public 
about homelessness in Phoenix: transparency, public engagement, 
successes, volunteer opportunities, access to data, resources and 
knowledge on homelessness.  
A centralized location from information from the city of Phoenix 
surrounding city efforts to address homelessness. Information 
from departments is reported out but is not easily consumable and 
does not live in a centralized location for residents, neighborhood 
groups and stakeholders to access.  
 
STRATEGIES 
Utilize the existing website designated for outreach during  the 
community solicitations for the  Homeless Strategies Plan to 
become a regular resource for the community to see current city 
efforts, successes, supportive and resource information associated 
with homelessness while linking to regional.  
Keep the communication simple and easy to understand while 
maintaining transparency by allowing access through a centralized 
website to timely information from the city.  
Develop ongoing and engaging social media content that share information, resources, successes and challenges.  
Aside from the traditional media’s limited reporting on the issues surrounding homelessness, the city will develop ongoing 
and relative content for the PHX Newsroom and city social medial platforms to engage and report to the public.   
  
 
 
 Maximizing the current web page traffic in 
the community and quickly transitioning into 
an interactive resource page.  
 Research funding for a dedicated 
communication lead that can developing 
medium and long term plans to meet 
identified strategies.  
SHORT TERM  
1 YEAR 
OR LESS  
 
 
 
 The dedicated communication lead will 
formulate and streamline the city’s internal 
and external communication strategies.   
 
 
  
 Change the community’s perception of the 
city’s messaging to a more transparent and 
trusted source of information, resources and 
services for those experiencing homelessness.  
LONG TERM  
3 TO 5 
YEARS  
Strategies Timelines 
MEDIUM TERM  
1 TO 3 
YEARS

POLICYStrategies 
PAGE 22
STRATEGIES  
        TO ADDRESS 
DEVELOP CITY POLICY TO ADDRESS ABANDONED PROPERTY  
 
GOAL 
People experiencing homelessness have personal belongings that are left behind and cause blight. The city of Phoenix  will 
draft a city policy regarding the city-wide need to address the treatment of abandon property with proper notice and 
opportunity to retrieve. The city policy should address how to recognize the difference between abandoned and 
unattended property because that affects the proper treatment of the property. Currently we tag shopping carts. 
Residents or city staff report abandoned, empty shopping carts in public areas, which are removed by the city’s 
contractor. Unattended, filled shopping carts are entered into PHX C.A.R.E.S., tagged and referred to PWD to be emptied 
of abandoned contents. Once the cart is empty, the cart is referred back to NSD to have it removed by the city’s 
contractor. Beyond shopping carts, the city policy should address treatment of personal property in encampments and 
the notice that must be given before removal of unattended property that is neither trash nor abandoned.  
 
GAPS IDENTIFIED  
Revisit previous code-change suggestions (Abandoned Property A.R.) for consistent handling of abandoned property.    
 
STRATEGIES 
Draft revisions to the Phoenix City Code sections regarding Abandoned Property. Draft policy and procedures for the 
notification of encampment clean-ups and property removal.   
Draft strategy for managing personal left behind on city property.  
 
CLARIFY GRAND CANAL BANK USE  
 
GOAL 
The purpose of the canal banks is to provide an interactive fully 
functioning multi-use path for all city of Phoenix residences and 
visitors alike to use and enjoy, away from traffic and the 
demands of a large city. The canal banks are used for homeless 
encampments and with that, making the public recreational 
use of the canal banks less accessible and a potential liability 
for the city. For individuals camping along the path it could 
potentially pose, not only a safety hazard for them, but a 
liability for the city as well.  Moving forward, when any person/
persons who set up encampments are identified, outreach 
services will be offered and encouraged to those individuals 
who are experiencing homelessness.  
 
GAPS IDENTIFIED  
The Grand Canal banks are under Federal Authority. The City and the Salt River Project currently lack legal authority to 
close canal banks to camping. Federal interpretations make it difficult to prohibit individuals camping on the canal banks.   
 
STRATEGIES 
Request an explanation from Salt River Project (SRP) for their legal foundation for not prohibiting camping activities on 
the canal system by the  Bureau of Reclamation (BOR).   
City of Phoenix and SRP are requesting BOR to determine the steps needed to pursue a Special Use Designation for the 
SRP canals related to the control of encampments.  
BOR is looking into drafting a policy revision allowing a Special Use Designation for the SRP canals related to the control of 
encampments.  
Research opportunities during the next budget cycle to increase frequencies of maintenance along the canal including 
replacement and/or new landscaping.  
 
 
 
 
 


STRATEGIES  
        TO ADDRESS 
PAGE 23
POLICYStrategies 
 
 
 
INSTITUTIONS OF MENTAL DISEASE EXCLUSION WITH MEDICAID  
 
GOAL 
Advocate for changes to federal law to allow for Medicaid to fund mental health services in facilities with more than           
16 beds. 
 
GAPS IDENTIFIED  
Current law, prohibits states from using Medicaid to pay for care provided in Institutions of Mental Disease (IMD). IMDs 
are defined in title 19 of the Social Security Act to mean a “hospital, nursing facility, or other institution of more than 16 
beds, that is primarily engaged in providing diagnosis, treatment, or care of persons with mental diseases, including 
medical attention, nursing care, and related services.” The specific exclusion from funding IMDs is under section 1905(a) 
of the Act, which generally prohibits Medicaid payment for any services provided to any individual who is under age 65 
and who is residing in an IMD. Therefore, we would like to lobby to allow a greater number of beds to allow greater 
efficiency.  
The goal is for federal Medicaid law to be modified to allow for payment of mental health treatment delivered in 
inpatient settings known as IMDs. Based on community feedback and the need that exist we know that inpatient 
psychiatric care is an essential component of some individual's treatment. This is not a new issue and many advocacy 
organizations have been lobbying for this change for years. That said, this would be a long-term goal. In order to be 
successful, the City will have to partner with national and local organizations that support this goal. Part of the process 
will include collecting data that supports the need.   
 
STRATEGIES 
Work at the federal and state level to pursue changes that allow for more efficient service delivery. 
 Draft revisions to the Phoenix City Code 
sections regarding abandoned property. Draft 
policy and procedures for the notification of 
encampment clean-ups and property 
removal.    
 Research opportunities during the next budget 
cycle to increase frequencies of maintenance 
along the canal including replacement and/or 
new landscaping.  
 Partnering with SRP to request explanation 
legal foundation as to why BOR cannot 
prohibit camping activities on the canal 
system.    
SHORT TERM  
1 YEAR 
OR LESS  
 City of Phoenix and SRP are requesting BOR to 
determine the steps needed to pursue a 
Special Use Designation for the SRP canals 
related to the control of “camping-like” 
activities and the erection of “camps”.    
 
 
 
 BOR is looking into drafting a policy revision 
allowing a Special Use Designation for the SRP 
canals related to the control of “camping-like” 
activities and the erection of “camps”.    
 Policy to increase the number of beds. Policy to 
pursue any state or federal law changes 
related to this issue, Work with 
intergovernmental department to determine 
lobby efforts.   
Strategies Timelines 
MEDIUM TERM  
1 TO 3 
YEARS

NEIGHBORHOODStrategies 
PAGE 24
STRATEGIES  
        TO ADDRESS 
 
 
There is no question that 
people experiencing 
homelessness have significant 
health and wellness needs. 
However, this plan also seeks 
to address the impacts on 
property owners when people 
experiencing homelessness 
seek refuge in, or transition 
through, their neighborhoods. 
Without readily accessible or 
convenient shelter, restroom 
access, waste receptacles, 
healthcare and general 
privacy, many behaviors of 
those experiencing 
homelessness conflict with the 
generally established norms of 
the neighborhood. This can 
result in neighborhood 
concerns regarding blight and safety.  
While many neighborhoods express similar concerns, each neighborhood is impacted differently, and requires a unique 
set of strategies and solutions. However, it is important to note that the most effective long-term solutions are 
providing appropriate housing and services to address issues for those experiencing homelessness and give tools for 
recovery and breaking the homelessness cycle. Priorities and strategies related to those resources are listed in other 
sections of this plan (Outreach and Resources, Housing, Workforce Development and Mental Health), rather than the 
Neighborhoods Section. There are also portions of the Policy, and the Clean-up sections of the report that are also 
critical to the concerns voiced by neighborhoods that are not covered in this section. The Neighborhoods section should 
be reviewed in concert with those sections, rather than an all-encompassing collection of strategies for neighborhoods 
within this section alone.  
It is also important to note that some of the most serious issues neighborhoods experience are not representative of all 
people experiencing homelessness, but caused by behaviors of a small segment of the community who may be 
experiencing homelessness, and are committing crimes and violating ordinances. It is essential to read this section with 
this context in mind, so as to avoid misinterpreting the use of any of these strategies to be used to address 
homelessness as a whole, or be used to target people experiencing homelessness to penalize them through the justice 
system or other means. It must be stressed that this section should not be misconstrued to be a strategy to target 
people whose mere existence may upset some members of the community.  
 
NEIGHBORHOOD ENGAGEMENT 
 
GOAL 
More effectively engage neighborhoods to identify the issues they are experiencing and develop solutions.  
 
 
GAPS IDENTIFIED  
While many neighborhoods are actively engaged and coordinated regarding issues they associate with homelessness, 
many are not. Those neighborhoods need a clear path to assistance to help provide education and information 
regarding the issue in Phoenix, the resources available, and the value of working together as a neighborhood to create a 
plan of action.

STRATEGIES  
        TO ADDRESS 
PAGE 25
NEIGHBORHOODStrategies 
 
 
 
 
STRATEGIES 
Provide clear and easy to follow instructions for requesting help from multiple ity departments. Publish this information 
in a centralized website along with other information about homelessness, through social media, and to neighborhoods 
listed with the Neighborhood Services Department (NSD).  
Develop information and resource guides to better educate neighborhoods on available resources. Publish this 
information in a centralized website along with other information about homelessness, through social media, and to 
neighborhoods listed with the Neighborhood Services Department.  
Use PHX C.A.R.E.S. data to determine hot spots for encampments and other issues to directly engage with impacted 
neighborhoods.  
Develop Neighborhood College class or series to help educate neighborhoods and community members on the 
homeless crisis in Phoenix, causes of homelessness, what neighborhoods can do about issues they face, and volunteer 
opportunities to serve people experiencing homelessness.  
Create a Homeless Taskforce to include neighborhood leaders, homeless services providers, health care providers and 
individuals who have experienced homelessness. At minimum, the taskforce will meet monthly to share ideas, research 
evidence-based practices, new partnerships, funding opportunities while advocating for solutions at the state and 
county level.  
 
SUPPORTIVE INFRASTRUCURE 
 
GOAL 
Provide opportunities for additional infrastructure to mitigate issues neighborhoods are experiencing.  
 
GAPS IDENTIFIED  
Additional infrastructure would increase the feeling of safety and reduce blight in neighborhoods. Dark streets and 
alleys can limit visibility and can make some neighborhoods feel unsafe. Many neighborhoods with alleys have 
expressed substantial support for expanding the initial two-neighborhood Gated Alley Program Pilot due to the misuse 
of alleys resulting in regular, sometimes daily, cleaning of their alleys. Lack of appropriate facilities limits access for 
people experiencing homelessness to be, use the restroom, and sleep. Limitations on personal items allowed in some 
service provider facilities results in discarded/abandoned items or discouraged would-be customers who then do not 
have access to those available services. Finally, there is a lack of temporary heat relief areas in critical parts of the city to 
help persons experiencing homelessness.  
 
STRATEGIES 
Continue to implement and evaluate the Gated Alley Program Pilot which has been expanded from the initial two 
neighborhoods to up to 10 alley segments in each City Council District, based on neighborhood support, with 
competitive grant opportunities for Low- and Moderate-Income (LMI) neighborhoods. Funding was provided by an initial 
$400,000 of available funds from the Neighborhood Block Watch Program. Analysis of the impact of those gates on the 
issues neighborhoods experience will be analyzed to determine efficacy and interest in continued expansion.  
Explore partnership opportunities to address public restrooms and waste receptacles in supportive neighborhoods. 
Considerations to be evaluated with partner agencies and the neighborhood include maintenance, cleaning, safety and 
sustainable funding. This may be implemented as a pilot to determine efficacy, value and scalability.  
Provide avenues for neighborhoods to apply for additional street and/or alley lighting in strategic areas. The process 
should include engaging the neighborhood to ensure the additional lighting is generally supported by the surrounding 
residents.  
Explore opportunities to encourage and grow the group of non-profit partners to participate annual heat relief stations 
in critical areas to serve persons experiencing homelessness during the summer months.  


NEIGHBORHOODStrategies 
PAGE 26
STRATEGIES  
        TO ADDRESS 
 
 
OPPORTUNITIES FOR SERVICE-RESISTANT INDIVIDUALS 
 
GOAL 
Ensure service-resistant individuals experiencing 
homelessness have every opportunity to engage in 
services when they are ready. 
 
GAPS IDENTIFIED  
Some individuals experiencing homelessness are not 
ready to engage in services. They may not be ready to 
stay at a shelter that requires sobriety, enter a rehab 
program, work on mental health challenges, develop job 
skills, and so on. The decision to engage will always be an 
individual choice. However, when they do decide to 
engage in services, it is critical to ensure those services 
are available and accessible at that moment. Often, this 
moment comes after multiple engagements from an 
outreach team (see Outreach and Resources section). 
Sometimes, that moment may come after committing 
a crime that results in the individual entering the criminal 
justice system. Through an innovative collaboration 
between the city of Phoenix Municipal Court, 
Prosecutor’s Office and Public Defender’s Office, there 
are currently specialty courts dedicated to helping 
provide services to veterans and individuals with 
behavioral health needs that focus on a therapeutic 
approach addressing the root, underlying issues rather 
than punishment and conventional penalties. While 
these specialty courts are effective and helpful for 
veterans and individuals with behavioral health 
problems, many of which also struggle with 
homelessness or securing permanent housing, there are 
many individuals that are not eligible to participate in either of those specialty courts. They may not have an opportunity 
to choose, in that moment, a better option to engage in services. The city does participate in Maricopa County Regional 
Homeless Court, however, if the individual is not connected to the Human Services Campus to utilize the services there, 
then they are left with the traditional court system to resolve the criminal charge.  
 
STRATEGIES 
Explore a partnership to create an asset map app for those experiencing homelessness to know where services are and 
how to access them when ready.  
For those individuals experiencing homelessness who are charged with a crime, implement a triage process between the 
Prosecutor’s Office and Public Defender’s Office for individuals who appear at arraignment court to determine if they are 
experiencing homelessness and are open to restorative services in order to resolve their matters through a therapeutic 
approach. These individuals will meet with service resource navigators at arraignment court who will conduct intake 
assessments, identify specific needs, and create an individualized plan. The team will then review the individual’s plan and 
progress at a subsequent setting on a dedicated court docket to address any additional needs of the individual and 
resolution of the case. 
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NEIGHBORHOODStrategies 
 PROMOTE HEALTHY GIVING 
 
GOAL 
Reduce the neighborhood impact of unhealthy giving practices.  
 
GAPS IDENTIFIED  
Much work has been done in recent years through the Healthy Giving Council, a multi-agency collaboration including 
various levels of diverse government, volunteer and faith-based organizations, and the efforts of Phoenix City Council 
Offices and the Communications Office to discourage misguided efforts of those whose hearts are in the right place, but 
methods are contrary to best serving those experiencing homelessness, through street-feeding or giving to panhandlers. 
Services currently exist to ensure meals and shelters are generally available to those who need it, and also make available 
and encourage participation in restorative services to help people get out of the cycle of homelessness. Street feeding 
also often results in litter and debris that ends up as a nuisance to surrounding neighborhoods.    
 
STRATEGIES 
Continue to provide education campaigns in partnership with the Healthy Giving Council on the destructive nature of 
street feeding and supporting panhandling, and better ways to provide a sustainable positive impact on people 
experiencing homelessness.  
Work with City Manager’s Office to designate a liaison to work with Maricopa County Department of Public Health on 
State law govern foods prepared and served to the public and Arizona Administrative Code R9-8-102 and Arizona Revised 
Statute 36-136.I.4.a which have been cited as providing exemptions to enforcing upon those who provide food to those 
experiencing homelessness within city Right of Way or on other city property, likening this activity to a private potluck.  
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 
HUMAN SERVICES CAMPUS AND OTHER HIGHLY IMPACTED AREAS 
 
GOAL 
Provide resources for highly impacted areas.   
 
GAPS IDENTIFIED  
In the spring of 1985, the Phoenix City Council approved the development of Central Arizona Shelter Services (CASS), 
the first emergency shelter for individuals experiencing homelessness at 12th Ave. and Madison St. Two decades later, 
the Human Services Campus (HSC), a $23 million non-profit, private, government and community collaboration that 
provides wrap-around services for adults experiencing homelessness, was built on the 10-acres surrounding CASS. The 
founding members of the HSC collaboration intended the downtown location to be one of many across the region. 
Today, the downtown location remains the largest access point for homeless services and hosts nearly 20 independent 
agencies that offer a range of services. CASS remains the largest emergency shelter in Arizona. While the HSC partners 
provide vital coordinated services and substantial shelter capacity, it has also become a destination for many who do 
not stay in CASS or fully engage in services. The result is a fluctuating level of encampments along the streets, 
defecation in public—sometimes on private property, litter and debris, public drug use, lewd acts, theft and other 
property and violent crimes. While the HSC management and providers take care of their immediate property, they do 
not have the resources to mitigate the neighborhood impacts of those drawn to the area by their services, which far 
exceeds impacts faced by any other neighborhood in Arizona. However, there are other neighborhoods in the city that 
also see high concentrations of issues related to homelessness due to their proximity to services, or other areas where 
people experiencing homelessness tend to congregate. Additional tools could provide much needed relief for residents 
of these impacted areas. 
 
STRATEGIES 
Explore developing a private property clean-up program to help private property owners disproportionately impacted 
by issues related to homelessness in the area around the Human Services Campus.  
Continue the installation of gates for 10 alley segments in the general area around the Human Services Campus, as 
previously authorized by City Council.  
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NEIGHBORHOODStrategies 
 Provide clear and easy to follow 
instructions for requesting help from 
multiple city departments. Publish this 
information in a centralized website along 
with other information about 
homelessness, through social media, and 
to neighborhoods listed with the 
Neighborhood Services Department. 
 Develop information and resource guides 
to better educate neighborhoods on 
available resources. Publish this 
information in a centralized website along 
with other information about 
homelessness, through social media, and 
to neighborhoods listed with the 
Neighborhood Services Department. 
 Use PHX C.A.R.E.S. data to determine hot 
spots for encampments and other issues to 
directly engage with impacted 
neighborhoods. 
 Develop Neighborhood College class or 
series to help educate neighborhoods and 
community members on the homeless 
crisis in Phoenix, causes of homelessness, 
what neighborhoods can do about issues 
they face, and volunteer opportunities to 
serve people experiencing homelessness. 
  Create a Homeless Taskforce to include 
neighborhood leaders, homeless services 
providers, health care providers and 
individuals who have experienced 
homelessness. The taskforce will meet 
monthly to share ideas, research evidence-
based practices, new partnerships, funding 
opportunities and advocate for solutions 
at the state and county level. 
 Continue to implement and evaluate the 
Gated Alley Program Pilot which has been 
expanded from the initial two 
neighborhoods to up to 10 alley segments 
in each City Council District, based on 
neighborhood support, with competitive 
grant opportunities for Low- and 
Moderate-Income neighborhoods. Funding 
was provided by an initial $400,000 of  
SHORT TERM  
1 YEAR 
OR LESS  
available funds from the Neighborhood Block 
Watch Program. Analysis of the impact of those 
gates on the issues the included neighborhoods 
experience will be analyzed to determine efficacy 
and interest in continued expansion 
 Explore partnership opportunities to address 
public restrooms and waste receptacles in 
supportive neighborhoods. Considerations to be 
evaluated with partner agencies and the 
neighborhood include maintenance, cleaning, 
safety and sustainable funding. This may be 
implemented as a pilot to determine efficacy, 
value and scalability.    
 
 
 
 
 Provide avenues for neighborhoods to apply for 
additional street and/or alley lighting in strategic 
areas. The process should include engaging the 
neighborhood to ensure the additional lighting is 
generally supported by the surrounding residents. 
 Explore opportunities to work with non-profit 
partners to develop annual heat relief stations in 
critical areas to serve persons experiencing 
homelessness during the summer months. 
 Explore a partnership to create an asset map app 
for those experiencing homelessness to know 
where services are and how to access them when 
ready. 
 For those individuals experiencing homelessness 
who are charged with a crime, implement a triage 
process between the Prosecutor’s Office and 
Public Defender’s Office for individuals who 
appear at arraignment court to determine if they 
are experiencing homelessness and are open to 
restorative services in order to resolve their 
matters through a therapeutic approach. These 
individuals will meet with service providers and 
partners at arraignment court who will conduct 
intake assessments, identify specific needs, and 
create an individualized plan. The team will then 
review the individual’s plan and progress at a 
subsequent setting on a dedicated court docket to 
address any additional needs of the individual 
and resolution of the case.  
 Explore developing a private property clean-up 
program to help private property owners 
disproportionately impacted by issues related    
to homelessness in the area around the          
Human Services Campus. 
MEDIUM TERM  
1 TO 3 
YEARS  
Strategies Timelines

PHXCares 
PAGE 30 
STRATEGIES  
For those experiencing homelessness, PHX C.A.R.E.S. sends trained outreach teams, who take the time to build 
rapport and trust with people on the street, to encourage them to accept the services and resources that are offered 
to help end their homelessness.  
PHX C.A.R.E.S. also unifies city resources and community partners to respond to the impacted neighborhood and 
business with services and education.  
602
- 262
- 6251
Phoenix.gov/phxcares

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HOUSINGPhoenix 
In the city of Phoenix, the COVID-19 pandemic and 
economic downturn is intensifying the already existing 
housing crisis. Phoenix residents, as well as residents in 
other cities across the country, are experiencing job 
losses, which can make it even more challenging to afford 
a place to live. 
 
According to Housing and Urban Development's Fair 
Market Rents, in Arizona the cost of a two-bedroom 
apartment is $1,097. To afford this level of rent, as well as 
utilities, a household would need to earn $43,892 
annually, or an hourly wage of $21.10 – more than nine 
dollars above Arizona's minimum wage. 
 
To assist residents with this challenge, Phoenix Mayor 
Kate Gallego announces the city's first-ever Housing 
Phoenix Plan, which establishes a goal of creating or 
preserving 50,000 homes by 2030 to address the housing 
shortage in Phoenix. 
 
“In June of this year, the Phoenix City Council 
unanimously approved the first-ever Housing Phoenix 
Plan. As the fastest growing city in the nation, this 
initiative works to address our many housing needs and 
recommends innovative, solution-oriented policies to 
create a better Phoenix for all. This plan brings us a step 
closer to becoming the city we all want for ourselves, our 
children, and our future," says Mayor Kate Gallego. 
 
The Housing Phoenix Plan documents the findings of the 
city's Affordable Housing Initiative, which launched in 
2019 with the goal of completing a housing needs 
assessment and establishing policy recommendations to 
address the city's current housing challenge. Through 
extensive research and community outreach, the plan identifies the community's housing needs, documents the housing 
gap, compiles nationwide best practices, and recommends the following nine policy initiatives to reach the goal of 
creating a stronger and more vibrant Phoenix through increased housing options for all: 
• 
Prioritize New Housing in Areas of Opportunity   
• 
Amend Current Zoning Ordinance to Facilitate More Housing Options 
• 
Redevelop City-Owned Land with Mixed-Income Housing 
• 
Enhance Public-Private Partnerships and Increase Public, Private and Philanthropic Financing 
• 
Building Innovations and Cost-Saving Practices 
• 
Increase Affordable Housing Developer Representation 
• 
Expand Efforts to Preserve Existing Housing Stock  
• 
Support Affordable Housing Legislation 
• 
Education Campaign 
 
As the fifth largest city in the country, Phoenix has experienced consistent population growth which has outpaced the 
growth of the housing market. A housing gap analysis of the current housing need and the available housing stock shows 
that Phoenix currently has a need for 163,067 additional housing units. 
 
For more information about the Housing Phoenix Plan, please visit Phoenix.gov/housing.

REGIONALResources 
PAGE 32 
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The following resources are provided from the 
Maricopa Association of Governments (MAG) 
during the annual Point-In-Time count.  
 
VETERANS AND VETERAN FAMILIES 
VA Community Resource and  
Referral Center (CRRC)  
1500 East Thomas Road,  
Suite 106 (back of building)  
Phoenix, AZ 85014 
(602) 248-6040 
 
Open Monday - Friday 7:30 a.m. to 4:30 p.m. 
Veterans also call the  
National Homeless Call Center  
(877) 424-3838 
 
 
FAMILIES AND CHILDREN 
Family Housing Hub (FHH)  
3307 E. Van Buren Street #108  
Phoenix, AZ 85008 
(602) 595-8700 
 
Open Mondays 8 a.m. to 7 p.m. and Tuesdays 
through Thursdays 8 a.m. to 4 p.m. and Fridays 
10 a.m. to 4 p.m.  
Pat Gilbert Center (Mesa CAN)  
635 E. Broadway  
Mesa, AZ 85204 
Tuesday Only: 8 a.m. – 4 p.m. 
Save the Family Foundation 
125 E. University Dr.  
Mesa, AZ 85201  
Wednesday Only: 8 a.m. – 3 p.m.  
Maryvale Community Service Center - CPLC 
6850 W. Indian School Road 
Phoenix, Az 85033 
Thursday Only: 8a.m. – 4 p.m. 
SINGLE ADULTS AND  
UNACCOMPANIED YOUTH 
Brian Garcia Welcome Center on the  
Human Services Campus  
234 S. 12th Ave., Phoenix, AZ 85007  
on the corner of 12th Ave. and Madison 
(602) 229-5155 
YOUTH (18-24 YEARS OLD)  
Youth Resource Center 
Tempe First United Methodist Church 
215 E. University Drive 
Tempe, Az 85281 
(480) 868-7527 
  
Open Monday through Friday  
12 p.m. to 3:30 p.m. 
  
 
OUTREACH TEAMS  
Tempe HOPE Team 
 
(480) 858-7993 
 
PATH Team  
Services for people with serious mental illness 
and/or substance use disorders  
(844) 691-5948 
 
24/7 Peer Access to Care Line 
You can describe your unique needs and ask 
specific questions  
(877) 931-9142

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PRODUCED BY Phoenix  Communications Office