2024-25 Year-End General Fund Budget Results and Adoption of the 2026-27
Budget Calendar - Citywide

This report provides an overview of the 2024-25 General Fund (GF) budget results and
information on future budget challenges. Overall, actual GF resources of $2,158.3
million exceeded estimates by $15.7 million representing a variance of only 0.7
percent. Total actual GF expenditures of $1,936.5 million were $4.0 million more than
the estimate representing a variance of only 0.2 percent. As a result, the GF ending
balance of $221.8 million was approximately $11.6 million more than estimated.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.

Summary
The GF ending balance of $221.8 million exceeded the estimate of $210.2 million by
$11.6 million, primarily due to higher than anticipated revenues discussed further in
this report. The fund balance carries forward to the current fiscal year and will be
factored into the development of the 2026-27 GF Budget Status.

Two components make up the GF ending balance: resources and expenditures. GF
2024-25 actual resources were $2,158.3 million and exceeded the estimate of
$2,142.6 million by $15.7 million, or a variance of 0.7 percent. GF revenues were
$1,846.0 million, representing a variance to the revised revenue estimate of $26.6
million or 1.5 percent. GF expenditures ended the fiscal year at $1,936.5 million, and
$4.0 million more than the revised estimate of $1,932.5 million. Attachment A
provides graphical illustrations of the GF budget results and Attachment B provides a
department by department comparison of 2024-25 GF operating expenditures to the
revised estimate.

Over the coming months staff will develop revised resource and expenditure forecasts
to prepare a 2026-27 GF Budget Status and Multi-Year Forecast scheduled to be
presented to the City Council on February 24, 2026.






2024-25 General Fund Results

Resources
Total resources include:
· Beginning fund balance.
· Annual revenue.
· Recoveries of prior year encumbrances that were not spent.
· Interfund transfers to/from other City funds.

As mentioned above, GF resources were $2,158.3 million for the 2024-25 fiscal year
and include a beginning balance of $293.5 million, revenues of $1,846.0 million,
recoveries of $9.0 million, and net transfers out of $9.8 million. Total GF resources
exceeded estimates by $15.7 million representing a variance of only 0.7 percent. The
primary reason for the variance was higher than anticipated City sales tax and
emergency transportation revenues.

Revenue collections for 2024-25 totaled $1,846.0 million representing a variance to the
revised estimate of 1.5 percent and growth over the prior year of (3.1) percent. The
primary reason for the negative revenue growth compared to 2023-24 is due to actions
by the State that eliminated residential rental sales taxes effective January 2025 and
implementation of the flat income tax of 2.5 percent which lowered ongoing state
shared income tax revenues distributed to cities and towns. Budget and Research
Department (BRD) staff work diligently to analyze revenue data and economic
conditions throughout the fiscal year. Sales tax is forecasted using our econometric
model developed in partnership with the University of Arizona's Economic and
Business Research Center. Additionally, staff closely follow information provided by our
trusted economic sources, which are taken into account to project revenues. It is for
these reasons that year after year, revenues end the fiscal year close to what was
estimated. Staff has taken a cautious approach to estimating revenue and will continue
to do so in order to ensure projections are not too aggressive. The 2024-25 Year End
GF Revenue Report is available online at phoenix.gov/budget and provides further
details on revenue collections.

Expenditures
Total GF expenditures were estimated at $1,932.5 million, and actual expenditures
were $1,936.5 million, or $4.0 million (0.2 percent) more than estimated. The variance
is primarily due to slightly higher than estimated costs for personnel services including
overtime. The City continues to experience significantly higher operating costs for
employee wages and benefits including health insurance and Public Safety Pension,
along with increased costs for various commodities and contractuals. The City Council



approved Classification and Compensation Study, which was a necessary investment
in employees to ensure the City is competitive and can attract and retain a top quality
workforce to serve residents, also has increased operating expenditures. Additionally,
while inflation has moderated it continues to impact all City departments. Attachment
B provides a department by department comparison of 2024-25 GF operating
expenditures to the revised estimate.

Looking Forward
The 2024-25 GF ending fund balance variance of $11.6 million will carry forward and
remain in "reserve" until the budget status for 2026-27 is developed over the next
several months. The higher than anticipated ending fund balance is good news and
will be beneficial as we move forward. It is recommended by the City Manager upon
development of the 2026-27 GF Budget Status, and dependent upon available
resources, to allocate $1.6 million of the one-time year-end variance to the Housing
Trust Fund to further invest in affordable housing initiatives. This would bring the total
amount in the Housing Trust Fund to $5.2 million. Additional transfers to the trust from
American Rescue Plan Act (ARPA) interest earnings will continue as previously
approved by City Council.

Staff is underway with the annual 3+9 technical review process, to evaluate spending
at the line item level. This deep dive into department budgets will enable staff to
identify savings and establish realistic estimates necessary to continue existing
program and service levels. The process is followed by central expenditure review
analysis in December, which involves estimating Citywide costs for various
commodities such as fuel and electricity and personnel services line items, particularly
pension. Revenue estimates will also be updated during this time including City sales
tax and state shared revenues. These budget processes are critical steps in
development of the GF Budget Status to be presented to City Council in February
2026.

The City continues to face many fiscal challenges and competing priorities described
further in this report which will require strategic and difficult decisions to ensure the
budget remains sustainable and balanced.

Other Budget Challenges, Priorities and Unfunded Needs

Impacts from the Federal Administration and the One Big Beautiful Bill (OBBB) Act

Staff are closely following impacts to the City from actions by the federal administration
and OBBB Act signed into law on July 4, 2025 including potential reductions to grant
funded programs and estimated impacts from the Joint Legislative Budget Committee


(JLBC) to state shared income tax revenues. Cities and towns share in state income
tax revenues based on relative population share and revenues are based on actual
collections from two years prior and allocated entirely to the GF. State of Arizona
conforms to federal tax law as Arizona tax returns use federal adjusted gross income
as the starting point from which to calculate the amount of state individual and
corporate income tax owed. To the extent federal law changes would affect the
calculation of federal adjusted gross income, Arizona and state shared revenues to the
City would potentially be affected by the OBBB Act. Most of the federal tax law
changes are effective for Tax Year 2025 income tax returns that would begin to be filed
in the spring of 2026. The JLBC has published preliminary estimates of the impacts of
the changes to federal tax provisions including deductions related to tip and overtime
income and full expensing of business property and depreciation allowance for certain
non-residential production property. The estimated cumulative impact to GF state
shared income tax revenues beginning in 2027-28 through 2029-30 could be a
reduction of $56.7 million. Staff will obtain updated information from the JLBC in
January 2026 and will include potential impacts to state shared income tax revenue in
the 2026-27 GF Status and Multi-Year Forecast report.

Staff have also indicated grant funding for the Streets Transportation Department and
Office of Sustainability will not be awarded and has either been rescinded or paused
indefinitely. This includes a $12.9 million grant from the U.S. Department of
Transportation (DOT) for a low carbon transportation materials grant and a $15 million
U.S. DOT Federal Highway Administration grant for charging and fueling infrastructure
awarded in January 2025. Additionally, the Public Transit Department has indicated
delays in grant application reviews, projects and reimbursement requests due to the
reductions in staffing at the Federal Transit Administration.

The BRD and City departments are closely monitoring impacts from federal
administration actions and the OBBB Act and will update City leadership as more
information becomes available.

Employee Compensation
A top priority of the City is attracting and retaining a high quality workforce to deliver
programs and services to the community. It is essential employees are valued and
rewarded for the work they do every day for residents and visitors alike. The City
Council voted unanimously in May 2023 for the City of Phoenix to move forward with
the implementation of a multi-year classification and compensation (C&C) study. The
results from the study moved the City closer to its goal of becoming Arizona's premier
public sector employer. The City began the C&C study to not only ensure job
classifications and pay structures are aligned with the local municipal market, but to
also make the City's pay ranges competitive in the local market. Setting those pay


ranges demonstrates the value the City places on its employees and the community
they serve. Current labor contracts expire June 2026, and the next labor negotiations
process begins in December 2025.

Homelessness
The City Council and Office of Homeless Solutions (OHS) have made investments and
progress in addressing homelessness over the last three years. Investments in the
infrastructure of the region’s homeless services system have been monumental. As we
move out of pandemic-era funding, OHS has additional unfunded needs necessary to
continue its momentum and ensure the transformational projects and services
implemented are able to continue.

Additional resources will be needed in 2026-27 for homelessness estimated at $22
million due to the expiration of American Rescue Plan Act funding. Funding is
necessary to maintain operational support at several sites the City opened over the
last three years in an effort to increase shelter capacity in our homeless services
systems. Sites that will require operational support include the Safe Outdoor Space,
Phoenix Navigation Center, Washington Shelter, Rio Fresco and North Mountain
Healing Center. Operational funding for the Key Campus and Heat Relief operations
are also ongoing needs. Staff will continue to seek additional external funding for these
programs, and evaluate other City funding sources, which if received would offset the
need for a portion of the GF request.

Ongoing Operating Costs for the 2023 General Obligation Bond Program
Phoenix voters approved a $500 million General Obligation (G.O.) Bond Program in
November 2023 that will provide the resources necessary to build, rehabilitate, expand
and enhance City facilities. The program includes resources for fire stations, parks,
regional pools and splash pads, libraries, community and senior centers, police
stations, affordable housing, arts and culture facilities, streets and storm drains.
Additional GF resources will be required in 2026-27 for ongoing operating and
maintenance costs for these projects. Staff is in the process of updating ongoing
operating cost estimates with departments but based on information provided last
fiscal year estimates range from $11.7 million in 2026-27; $23.4 million in 2027-28; and
$32.7 million annually starting in 2028-29. Departments are seeking alternative
sources of funding where possible including Fire SAFER grants to reduce the amount
needed from the GF.

Other budget challenges beyond the aforementioned include:
· Economic uncertainty and volatility from tariffs, trade policy, federal reserve actions,
geopolitical concerns, housing affordability, and overall consumer confidence.



· Rising employee benefit costs, particularly for Public Safety pension (Attachment C
) and health care.
· Vehicle replacements for City departments, increased costs due to inflation.
· Major facility maintenance needs and rising construction costs.
· Increased funding needs for critical IT infrastructure and systems.
· Challenges estimating revenue collections in the current economic and global
climate.
· Demands from residents for expanded or new GF services.
· Potential reduction in state and federal funding or new unfunded state or federal
mandates, including environmental requirements and attempts by the legislature to
further reduce revenues.

The items above add significant pressure and uncertainty to the GF operating budget
and create challenges estimating revenues and expenditures. Staff will be working
over the next several months to study data trends, gather updated economic
information, and complete our necessary budget development steps in order to
construct the GF 2026-27 Budget Status and Multi-Year Forecast.

It is important to mention that Phoenix's public safety pension costs will continue to
increase for the foreseeable future based on information staff received from the Public
Safety Personnel Retirement System (PSPRS) actuary. Updated pension rates from
the June 30, 2025, actuarial valuation will be provided to the City in December and will
be used to develop the GF 2026-27 Budget Status and Multi-Year Forecast.
Attachment C includes historical and forecasted GF public safety pension costs
based on the most recent estimates from the PSPRS actuary.

2026-27 Budget Calendar
The City Charter and Code include legal deadlines and actions that must be followed
in adopting the budget. In cases where the deadlines conflict, the City meets the
earlier of the two dates or a date designated by the City Council. Adoption of the
budget calendar ensures compliance with the City Charter and Code, and also allows
staff to properly plan the budget development process and all legally required
advertising.

Staff requests City Council approval of the 2026-27 budget calendar reflected in
Attachment D.

Responsible Department
This item is submitted by City Manager Jeffrey Barton, Deputy City Manager Amber
Williamson and the Budget and Research Department.


ATTACHMENT A
2024-25 General Fund Budget Results

Total 2024-25 General Fund (GF) resources were $2,158.3 million and $15.7 million more than
estimated representing a variance of 0.7%. GF spending was $1,936.5 million and $4.0 million more
than the estimate representing a variance of 0.2%. As a result, the year-end fund balance was $221.8
million and $11.6 million more than estimated.

Actual Estimate Variance Variance
Amount Percent
GF Resources 2,158.3 2,142.6 15.7 0.7%
GF Revenues 1,846.0 1,819.3 26.6 1.5%
GF Expenditures 1,936.5 1,932.5 4.0 0.2%
GF Ending Balance 221.8 210.2 11.6 5.5%

2024-25 General Fund Resources and Expenditures
Millions

$2,200
Resources were $15.7M, or 0.7% more than the
$2,100 estimate.
$2,000

$1,900 Spending was
$4.0M, or 0.2%
$1,800 more than the
Estimate
$1,700

$1,600
Resources Expenditures
Estimate Actual

Millions 2024-25 General Fund Ending Balance
$250



The GF ending
$200 balance was
$11.6M higher
than the Estimate

$150




$100
Estimate Actual
ATTACHMENT B
2024-25 COMPARISON OF GENERAL FUND OPERATING EXPENDITURES
REVISED ESTIMATE TO PRE-AUDIT ACTUALS
(In Thousands of Dollars)


Variance
Program Estimate Pre-Audit Actuals Amount Percentage

General Government
Mayor $ 2,749 $ 2,597 $ (152) -5.5%
City Manager 11,261 9,588 (1,673) -14.9%
Government Relations 1,775 1,749 (26) -1.5%
Communications Office 5,400 5,211 (189) -3.5%
City Auditor 3,633 3,358 (275) -7.6%
Equal Opportunity 3,677 3,374 (303) -8.2%
Human Resources 30,142 28,513 (1,629) -5.4%
Phoenix Employment Relations Board 129 102 (27) -20.9%
Retirement Systems - 1 1 +100.0%
Law 11,784 10,934 (850) -7.2%
Information Technology 103,533 101,142 (2,391) -2.3%
City Clerk and Elections 6,218 5,055 (1,163) -18.7%
Finance 40,312 36,925 (3,387) -8.4%
Budget and Research 4,490 4,316 (174) -3.9%

Total General Government $ 232,141 $ 219,590 $ (12,551) -5.4%

Public Safety
Police $ 768,095 $ 777,579 $ 9,484 1.2%
Fire 475,284 473,506 (1,778) -0.4%

Total Public Safety $ 1,243,379 $ 1,251,085 $ 7,706 0.6%

Criminal Justice
Municipal Court $ 39,961 $ 38,759 $ (1,202) -3.0%
City Prosecutor 21,583 20,558 (1,025) -4.7%
Public Defender 6,896 6,806 (90) -1.3%

Total Criminal Justice $ 68,440 $ 66,123 $ (2,317) -3.4%

Transportation
Street Transportation $ 25,248 $ 24,687 $ (561) -2.2%

Total Transportation $ 25,248 $ 24,687 $ (561) -2.2%




ATTACHMENT B
2024-25 COMPARISON OF GENERAL FUND OPERATING EXPENDITURES
REVISED ESTIMATE TO PRE-AUDIT ACTUALS
(In Thousands of Dollars)


Variance
Program Estimate Pre-Audit Actuals Amount Percentage

Community Development
Planning and Development Services $ 7,083 $ 6,796 $ (287) -4.1%
Housing 2,048 1,943 (105) -5.1%
Community and Economic Development 10,181 9,816 (365) -3.6%
Neighborhood Services 21,286 20,436 (850) -4.0%

Total Community Development $ 40,598 $ 38,991 $ (1,607) -4.0%

Community Enrichment
Parks and Recreation $ 133,302 $ 129,926 $ (3,376) -2.5%
Library 50,640 50,583 (57) -0.1%
Phoenix Convention Center 4,150 3,650 (500) -12.0%
Human Services 38,795 37,528 (1,267) -3.3%
Office of Arts and Culture 8,809 8,377 (432) -4.9%

Total Community Enrichment $ 235,696 $ 230,064 $ (5,632) -2.4%

Environmental Services
Public Works $ 34,201 $ 31,202 $ (2,999) -8.8%
Environmental Programs 1,776 1,664 (112) -6.3%
Office of Sustainability 662 595 (67) -10.1%

Total Environmental Services $ 36,639 $ 33,461 $ (3,178) -8.7%

Non-Departmental Operating
Unassigned Vacancy Savings/Pension True-up to Budget $ (191) $ 22,239 $ 22,430 +100.0%
Total Non-Departmental Operating $ (191) $ 22,239 $ 22,430 +100.0%

GRAND TOTAL $ 1,881,950 $ 1,886,240 $ 4,290 0.2%




ATTACHMENT C
The below chart illustrates the rise in General Fund (GF) costs for public safety pension. The
forecast for fiscal years 2026-27 through 2029-30 is based on information from the Public
Safety Personnel Retirement System (PSPRS) Actuary based on the valuation dated June 30,
2024, and included in the most recent GF Multi-Year Forecast presented to City Council on
February 25, 2025. Projected amounts account for changes made by the PSPRS Board to
lower the payroll growth assumption from 2.0% to 1.5%, which causes upward pressure on
employer contribution rates. Actual amounts may differ from the forecast. The forecast will be
updated based on the June 30, 2025 valuation to be issued in December 2025 and will be
included in the 2026-27 GF Budget Status and Multi-Year Forecast scheduled to be presented
to City Council on February 24, 2026.



GF Public Safety Pension Costs
300,000,000

250,000,000

200,000,000

150,000,000

100,000,000

50,000,000

-
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
Actuals Actuals Actuals Actuals Actuals Budget Forecast Forecast Forecast Forecast

GF Fire GF Police




ATTACHMENT D

2026-27 BUDGET ADOPTION CALENDAR


Date Budget Items
November 2025 Inventory of Programs
Preliminary 2026-27 Budget Status and Multi-Year General
February 24, 2026
Fund Forecast
March 24, 2026 City Manager’s Trial Budget and Preliminary CIP
April 2026 Community Budget Hearings
May 5, 2026 City Manager’s Proposed Budget
May 19, 2026 Council Budget Decision
June 3, 2026 2026-27 Tentative Budget Ordinance Adoption
June 17, 2026 2026-27 Funding Plan and Final Budget Ordinance Adoption
July 1, 2026 2026-27 Property Tax Levy Ordinance Adoption







Report

Strategic Workgroup on Accessibility - Final Report and Transition Plan -
Citywide

During Mayor Gallego’s State of City in 2024 she shared her vision and goal for the
Manager Jeffrey Barton established the Strategic Workgroup on Accessibility to
advance the City’s commitment to this goal. The workgroup focused on three key
areas:
· Enhancing physical infrastructure to improve mobility and access.
· Advancing the digital environment to ensure inclusive technology.
· Promoting social awareness and participation to foster a culture of inclusion.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary
The Strategic Workgroup on Accessibility was created to address accessibility
challenges in Phoenix despite decades of progress under the Americans with
Disabilities Act (ADA). The workgroup was tasked with developing a strategic
framework to promote accessibility and was organized into three subcommittees
across the following domains:
1. Physical infrastructure - The City aims to make its built environment easy to
navigate for its residents and visitors and identify projects that enhance
accessibility.
2. Digital environment - The City recognizes the digital environment is expanding
and aims to align technology uses with national best practices for accessibility.
3. Social awareness - The City aims to raise awareness of its commitment to
accessibility and collaborate with the public to create a plan that reflects the
community’s needs and design aspirations.

The workgroup consisted of over 20 members representing City departments, disability
advocacy organizations, and community stakeholders. These individuals included:
· Councilwoman Debra Stark, Chair
· Inger Erickson, City Manager's Office
· Don Logan, Equal Opportunity Department



· Judy Boros, Equal Opportunity Department
· Chris Rodriguez, CEO, Ability360
· Nicole Almond Anderson, Chair, Mayor’s Commission on Disability Issues
· Darrel Christenson, Disability Advocate
· David Steinmetz, Community and Public Relations, Arizona Industries for the Blind
· Denise Resnik, Founder and CEO, First Place AZ
· Michael Hammett, Chief Innovation Officer, City of Phoenix
· Matthew Heil, Deputy Aviation Director, Sky Harbor International Airport
· Kirsten Verbus, ADA Compliance Program Manager, City of Phoenix
· Todd Shackelford, Deputy Director of Parks and Recreation
· Antionette Cooper, Civil Rights Program Manager, City of Phoenix
· John Dee, Project Manager and ADA Coordinator at Street Transportation, City of
Phoenix
· John-Jozef (JJ) Proczka, Structural Plans Engineer, Planning and Development,
· Maurita Harris, Senior Architect, Phoenix Architecture
· Sandy Moshi, Office of Mayor Gallego
· Tony Motola, Office of Mayor Kate Gallego
· Ashley Patton, Deputy Communications Director, City of Phoenix
· James Ritter, Public Information Officer, City of Phoenix
· Saneeya Mir, Public Information Officer, City of Phoenix
· Shan Obra, Multimedia Specialist, City of Phoenix
· Twila Chow, Marketing/Graphics Program Manager, City of Phoenix
· Diana Cuspard, City Manager's Office
· Hezel Gomez, City Manager's Office
· Zack Wallace, City Manager's Office

This report provides a comprehensive summary of the workgroup’s accomplishments,
community engagement, and recommendations for future efforts as the work
transitions to the Mayor’s Commission on Disability Issues.

Physical Infrastructure Subcommittee
The Physical Infrastructure Subcommittee worked on several initiatives requiring
extensive research, collaboration with multiple departments and external agencies,
and engagement with community and committee members.

Key Accomplishments:
· Residential Building Code Amendments - The City adopted inclusive design



elements into the International Residential Code, effective August 1, 2025, to
support aging in place and reduce retrofitting costs.
· ADA/Building Code Gaps - Gaps were identified between ADA requirements and
local building codes. Ongoing discussions aim to integrate the ADA Compliance
Program into plan reviews for City-owned facilities.
· Tactile Directional Indicators (TDIs) - TDIs are being incorporated into pedestrian
access routes and light rail designs to assist individuals with low or no vision.
· Save Our Space Campaign - Accessible parking regulations were enforced by the
Accessibility Compliance Enforcement (ACE) team, which educated property
owners and ACE issued citations when necessary.
· Private Property Accessibility Program - Educational resources were developed
for private communities to improve accessibility and are available through the
Planning and Development Department.

Residential Building Code Amendments
The goal of amending the International Residential Code by adding basic inclusive
design elements was a primary initiative of the committee from the beginning.
Understanding the expense and challenges of renovating existing residences for
disabilities and aging in place improvements versus implementing basic accessibility
elements during construction was a catalyst for this effort.

Comparisons with other municipalities that have successfully codified similar
amendments were performed. Discussions with those municipalities were helpful in
identifying potential challenges with the proposed City of Phoenix amendments.
Amendments were approved by the City Council on June 18, 2025, and went into
effect on August 1, 2025.

ADA/Building Code Gaps
Identifying “gaps” between the ADA and the building codes was an ongoing effort
throughout the past year. While the City adopts building codes from the International
Code Council that include many structural elements aligned with the ADA, differences
between these codes and ADA requirements can result in certain newly constructed
facilities not fully meeting ADA standards.

The Planning and Development Department (PDD) is tasked with permitting and
inspecting to verify compliance with the building code which leaves additional ADA
requirements unchecked. Conversations with PDD and the City Engineer's Office on
possibly adding the ADA Compliance Program (ADACP) for City owned facilities are
on-going to better ensure that non building code ADA requirements are double
checked as part of the review process.




Additional conversations on specific training and reporting procedures for non-
compliant items to the inspections section have been ongoing. Resource and visual
aid documents have been developed by the committee to provide private property
owners with information on meeting and maintaining ADA requirements after the
Certificate of Occupancy has been issued.

Tactile Directional Indicators (TDIs)
Tactile Directional Indicators (TDIs) are physical elements incorporated into the
Pedestrian Access Route (PAR) to provide tactile directional aid to those with low or no
vision. A presentation on the different types of TDIs and their application was made to
the full Work Group in early 2025.

Street Transportation staff is currently developing standard applications for the use of
TDIs in the PAR. Public Right of Way Accessibility Guidelines (PROWAG) compliant
bicycle curb ramp standards are being developed with the proposed inclusion of TDIs.
Exploration of how to integrate TDIs for pedestrian wayfinding in the downtown area is
ongoing and a test project is currently being developed with the Active Transportation
team to assist the Micro Mobility program with reclaiming a sidewalk spur at 12th
Street and Moreland. Community feedback regarding the TDIs has been
overwhelmingly positive.

Save Our Space Campaign
The Save Our Space (SOS) Campaign educates the public about leaving accessible
parking spaces available for those who need them. The work is led through the
Phoenix Police Department’s Accessibility Compliance Enforcement Program, which is
made up of volunteers who are trained and equipped to educate the community and
issue citations for accessible parking violations.

For example, private businesses and apartment complexes have been discovered
removing accessible parking spaces when restriping a public parking lot. The SOS
Campaign was able to educate the groups about the violation. When needed, the
Neighborhood Services Code Enforcement Division has the authority to issue citations
for these code violations and will continue to work collaboratively with the ADACP and
SOS programs to investigate and develop a formal reporting/coordination process.

Private Property Accessibility Program
The committee discussed the possible development of a private community/property
accessibility improvement program. Research concluded that the City, as well as other
governmental agencies, have jurisdictional limitations in what resources they can
provide to assist private property owners and communities (HOA, 55+, schools, etc.)


with accessibility improvements. However, the City is committed to providing
reasonable accommodations whenever possible. While there are no grants available
for this purpose, educational resources are available to assist these communities and
property owners with proper permitting and processes. These educational resources
are available through the Planning and Development Department and will be added to
the accessibility resources page currently under development.

Long Term Goals for Physical Infrastructure
The Subcommittee identified several long-term goals related to physical infrastructure.
These long-term goals include to:
· Develop and implement training, reporting, and process changes for plan review
and inspections to improve ADA compliance at City facilities.
· Formalize a process for enforcing commercialized accessible parking spaces.
· Incorporate TDIs into the City of Phoenix building standards where effective to
assist residents with low or no vision to better navigate the PAR within the City of
Phoenix.
· Develop a formal reporting/coordination process to ensure accessible parking
spaces are restored or improved during a resurfacing/restriping project.

Digital Environment Subcommittee
The Digital Environment Subcommittee focused on short and long-term goals to
advance the latest technologies and systems to empower and support individuals with
disabilities. The Subcommittee members identified several new innovations to improve

Key Accomplishments:
· Innovate PHX Challenge - A Citywide "hackathon" on May 15, 2025, generated
digital accessibility solutions. A Work Group member served as a judge.
· Hearing Loop Technology - Successfully tested in City Council Chambers and
being installed permanently. Already in use at Phoenix Sky Harbor International
Airport.
· Language Translation Tool - Supports over 220 languages, including American
Sign Language (ASL). Deployed in libraries and under consideration by other
departments.
· Smart Cities Roadmap - A community survey identified accessibility as a top
priority. A digital tool will track accessibility projects across departments.
· Performance Dashboard Enhancements - Improved navigation for users with
mobility challenges, including keyboard access and simplified metric cards.
· Digital Kiosks - Enhanced with features for mobility, low-vision, and multilingual
users in Downtown Phoenix.



Innovate PHX Challenge
The Innovate PHX Challenge on May 15, 2025, brought together more than 150
residents, academics, start-ups and businesses for an all-day hackathon to explore
digital solutions focusing on accessibility, public spaces and active transportation.
Ideas generated during the event are currently being explored. A member of the Work
Group served as one of five judges during the event.

Hearing Loop Technology
Hearing loop technology seamlessly connects sound from a microphone directly into a
hearing aid for a more natural listening experience in public settings. A system
currently welcoming passengers at Phoenix Sky Harbor was successfully tested in the

Language Translation Tool
A language translation tool that features more than 220 languages and dialects,
including ASL, was demonstrated for City departments. Phoenix Public Library has on-
boarded 12 desktop units at various branches. Additional departments are considering
on-boarding the technology.

Smart Cities Roadmap
A community survey was recently launched to support the development of the City’s
first Smart Cities roadmap. Sixteen percent of respondents noted “accessibility” as one
of their top priorities for Smart City technologies. Accessibility will be a key focus area
of the roadmap. Additionally, Information Technology Services and the Office of
Innovation will utilize a digital tool to track accessibility-related projects across City
departments, as part of the Smart Cities initiative.

Performance Dashboard Enhancements
As part of the continuous improvement process for the City Manager’s Performance
Dashboard, enhancements have been made to provide a more seamless experience
for residents with mobility challenges, as they explore key performance indicators
across more than 30 departments and functions. The recent update supports full
navigation of the dashboard from the keyboard. It also reduces text and the need to
scroll within each metric card. The dashboard also includes an expanded ADA section
with easy-to-follow steps to navigate.

Digital Kiosks
The Digital Environment Subcommittee partnered with the Street Transportation
Department to advance and amplify accessibility features of the Digital Kiosks in
Downtown Phoenix. This includes features for those with mobility challenges, low-


vision and blind residents, and human-aided language translation options. Recently,
additional languages were added to include the most commonly spoken languages in
the Valley. The vendor, IKE, is committed to supporting the City’s mission to continue
advancing its accessibility features.

Long Term Goals for Digital Environment
The Subcommittee identified several long-term goals related to the digital environment
These long-term goals include to:
· Identify additional digital products supporting accessibility.
· Expand successful solutions throughout all City operations.

Social Awareness Subcommittee
The Social Awareness Subcommittee members identified and implemented new and
creative approaches to raise awareness of the City’s commitment to accessibility.

Key Accomplishments:
· Multimedia Awareness Campaign - This was launched to position Phoenix as a
global leader in disability inclusion. Includes still graphics and videos featuring
community members and City resources.
· Zencity Community Engagement - Conducted a survey to measure community
sentiment around accessibility that will be used to guide the ongoing work.

Comprehensive, Multimedia Communications Plan and Awareness Campaign
The City of Phoenix launched a comprehensive, multimedia communications and
awareness campaign to position the City as a global leadership for accessibility. This
initiative aimed to elevate Phoenix as a leading hub for innovation in health, housing,
education, workforce development, and supportive technology, while also showcasing
its role as a magnet for accessibility solutions-from inclusive design principles and
building materials to the strength of a connected, supportive community.

The campaign emphasized Phoenix as a self-improving, self-sustaining, and self-
perpetuating environment where individuals of all abilities can thrive. To authentically
represent this vision, the subcommittee strategically selected a dozen locations across
the City for photo/video shoots that captured both community members with diverse
abilities and the City’s accessibility-focused resources. A soft launch of the campaign
began with still photos and graphics distributed across the City’s owned platforms,
including social media, Phoenix.gov, Legends Billboards, newsletters, and more.
Performance analytics and community feedback will be gathered in the coming weeks.

The campaign’s video elements will debut during the October 7, 2025, City Council



subcommittee also helped identify which community members and resources would be
featured in the initial video series to effectively tell Phoenix’s story of inclusion and
innovation.

Additionally, the subcommittee created a digital hub of accessibility resources, both
City-owned and community-based, on Phoenix.gov. The central resource portal brings
together the wide range of accessibility-focused initiatives City departments offer while
also showcasing available resources for residents and visitors through nonprofit and
partner organizations.

Zencity Community Engagement
To better understand community perceptions of accessibility, the subcommittee
leveraged the ongoing Zencity community survey that measures resident sentiment
and feedback about City programs and services each quarter. Staff added accessibility
-focused questions to the ongoing survey from April to June 2025. The survey
gathered input from more than 1,000 residents on the accessibility of public
infrastructure, City services, and the effectiveness of current policies supporting
individuals with disabilities.

Key findings of the survey focused on perceptions of the City’s support for people with
disability and the accessibility of public spaces. In response to the City’s support for
people with disabilities, 35 percent of respondents felt the City’s policies and
procedures support people with disabilities “not at all,” 34 percent were neutral, 16
percent responded “to a small extent,” 11 percent responded “to some extent,” and 3
percent believed they support them “to a large extent.”

Respondents highlighted several priority areas where accessibility enhancements are
needed. The tops areas included:
1. Bus stop and light rail access.
2. Accessible amenities at City facilities.
3. Pedestrian pathways, sidewalks, and curb ramps.
4. Street and crosswalk signals.
5. Additional concerns included telephone, website, meeting, and print access.
Long Term Goals for Social Awareness
The subcommittee identified several long-term goals associated with enhancing social
awareness. These long-term goals include to:
· Expand the use of Zencity for targeted surveys and refine the campaign based on
community feedback.



· Continue to work with community partners to amplify Phoenix’s position as the most
accessible city and raise awareness about available programs and services.

Additional Accessibility Initiatives by the City
In addition to the efforts of the Strategic Work Group on Accessibility, numerous City
departments have also implemented initiatives and improved services to achieve the
vision of Phoenix as the most accessible City. Examples of these departments include
Parks and Recreation, Public Transit, Public Works, Equal Opportunity and Community
and Economic Development.

Parks and Recreation Department
Telephone Pioneer Park was the first barrier-free park in the nation. In partnership with
Ability360, the park offers safe, inclusive and accessible adult and youth sports
classes and programs, aquatics programs, golf, outdoor nature programs, and many
other adaptive recreation classes. Encanto Park maintains the first fully accessible
playground and pathway to modern ADA standards. Papago Park installed a fully
accessible fishing dock with accessible parking and pathway and has been recognized
as the “Best wheelchair-friendly” trail by AllTrails, a popular national trail site.

Public Transit Department
Public Transit provides several services focused on accessibility and has made
significant intrastate investments to enhance access to transit options as well. Phoenix
Dial-a-Ride is a shared-ride service that allows ADA-certified residents to schedule
trips around the City. Seniors and those certified under the ADA can access Dial-A-
Ride shared-ride service daily from 4 a.m. to 12 a.m. Reservations can be made by
phone or online.

RideChoice provides seniors and those certified under the ADA access to subsidized
personal transportation providers such as rideshare, taxicabs and other wheelchair-
accessible vehicles. Services are available 24-hours per day, every day of the year.

A major transit infrastructure investment was the development of the 50th Street Light
Rail Station. The station provides access to the Ability360 facility and neighboring
business community and supports transit-oriented communities. While all Valley Metro
light rail stations are ADA accessible with features such as level boarding and lowered
fare vending machines, the 50th Street Station features an enhanced pedestrian
detection crosswalk signal, wider platforms and gently sloped entries. Since it began
service in April 2019, the 50th Street/Washington light rail station has had over
600,000 boardings. During Fiscal Year 2024-25, nearly 8,500 boardings occurred
every month.



Equal Opportunity Department
The City has been conducting a self-assessment of existing facilities, programs, and
services available to the public to ensure they are accessible to all individuals in
accordance with the ADA. Next steps include developing a comprehensive ADA
Transition plan to identify barriers and achieve compliance.

Additionally, the City is working toward obtaining the Certified Autistic Center
designation though the International Board of Credentialing and Continuing Education
Standards. The training program was launched in May 2025; Citywide, 2,200
employees have completed the required coursework. The City achieves certification
when 80 percent of public facing employees complete the required coursework and
maintains certification when employees complete the refresher training every two
years.

Community and Economic Development (CED) Department
CED’s Mobile Career Unit (MCU) connects employers with residents seeking job
opportunities and provides hands-on resources to support job seekers. The MCU is a
fully accessible 38-foot RV providing a wheelchair ramp, an adjustable desk, and
computers with accessibility tools. This groundbreaking initiative was developed by the
Chosen as one of 15 cities to receive a $1 million grant, Phoenix is leading the charge
in the future of workforce services. As of June 2025, 477 contingent employment offers
have been made through the MCU.

Public Works
As part of the City's recent General Obligation (GO) Bond program, Public Works staff
is managing a $10 million project focused on implementing ADA improvements for City
-owned facilities. The project is focused on ensuring ongoing compliance with the
Americans with Disabilities Act (ADA) at City facilities. The scope of work primarily
involves improvements to the ADA accessible route from parking to main entrance and
additional prioritized improvements to signage, parking lots, ramps, doors, and other
barriers to maximize access. As of July 2025, an ADA design consultant has assessed
and provided scope of work drawings for 19 public facing sites.

Future Goals and Transition Plan
As the Strategic Workgroup on Accessibility concludes its term, the work will transition
to the Mayor’s Commission on Disability Issues. The Mayor’s Commission on Disability
Issues in the City of Phoenix is a key advisory body focused on advancing accessibility
and inclusion for individuals with disabilities. The transition to the Commission will
ensure continuity and reinforces the City’s long-term commitment to accessibility and
inclusion.



Future Goals
· Continue implementing and expanding successful initiatives.
· Strengthen interdepartmental collaboration.
· Maintain Phoenix’s leadership in accessibility innovation.

Responsible Department
This item is submitted by Assistant City Manager Inger Erickson, Deputy City Manager
David Mathews, the Equal Opportunity and Planning and Development departments,
the Office of Innovation and the Communications Office.